CITY OF ORILLIA Council Committee Meeting Monday, May 4, 2015 5:15 p.m. - Tudhope-McIntyre Boardroom 7:00 p.m. - Council Chamber Orillia City Centre

A G E N D A

Page

Open Session

Chair - Councillor Cipolla

Call to Order

Approval of Agenda

Disclosure of Interest

Minutes - April 13, 2015 Council Committee - April 15, 2015 Budget Committee re Major Capital Facilities Plan

Closed Session

Motion to move into Closed Session "THAT, pursuant to Section 239(4) of the Municipal Act, 2001, S.O. 2001, c.25, notice is hereby given that Council Committee intends to hold a closed session meeting in the Tudhope-McIntyre Boardroom to deal with matters pursuant to Section 239(2) (b) and (c) of the said Act (Personal and Land Matters)."

Chair - Councillor Emond

Closed Session Items

1. Ad Hoc Partnership Committee - re Partnership Opportunities. File: R05- GEN (Land)

2. Development Services Department - re 50 Westmount Drive North - Offers to Purchase. File: L07-WES (Land)

3. Chief Administrative Office - re Huronia Regional Centre. File: L07-HRC (Land)

Page 1 of 129 Page

4. Chief Administrative Office/Clerk's Department - re Integrity Commissioner and Closed Meeting Investigator Re-appointment. File: L04- C275XL04-C284 (Personal)

Motion to Rise to Open Session

Open Session - 7:00 p.m.

Motions Arising from Closed Session Discussions

Consent Agenda

7 - 8 1. Environmental Services Department - re Amendment to Municipal Code Chapter 459 - User Fees - Water and Wastewater. File: C01-2015-

THAT this Committee recommends to Council that as recommended in the report dated April 26, 2015 from the Environmental Services Department, Item 42 of Schedule“A” of By-law 2015-14, "Water Requirements in Excess of Design Allocation up to 50 cubic metres per day - Onetime Approval Fee" be repealed;

AND THAT Item 43 of Schedule “A” of By-law 2015-14, "Sewer Use Rate in Excess of Design Allocation up to 50 cubic metres per day – Onetime Approval Fee" be repealed;

AND THAT Schedule "A” of Municipal Code Chapter 251 - Delegated Authority, be amended to provide the Director of Environmental Services with delegated authority to approve water and/or sewer use requirements in excess of property design allocations;

AND THAT the title of Chapter 459 of the Municipal Code be amended by removing Public Works and replacing it with Environmental Services.

9 - 15 2. J. Donald Ross - re Quatricentennial of Samuel de Champlain. File: M02- GENXC12-CAW

a) Report - Commemorative Awards Committee.

THAT this Committee recommends to Council that the report dated April 24, 2015 from the Commemorative Awards Committee regarding the proposed Hall of Fame inductions of Samuel de Champlain and Chief Darontal, be received as information.

THAT the recommendations set out on the May 4, 2015 Consent Agenda be adopted by Council Committee and forwarded to Council for ratification.

Board Reports

Page 2 of 129 Page

17 - 23 1. Deputy Clerk - re Recreation Facility - Potential Partnership Opportunities. File: R05-GEN

a) Report - Ad Hoc Partnership Committee.

THAT this Committee recommends to Council that the report dated April 28, 2015 from the Ad Hoc Partnership Committee regarding partnership opportunities for a recreation facility, be received as information.

Council Referrals

25 - 38 1. Deputy Clerk - re Options for the Sale of a Portion of Hillcrest Park. File: R04- GENXC12-RAC

a) Report - Parks, Recreation and Culture Department.

THAT this Committee recommends to Council that the report dated April 28, 2015 from the Parks, Recreation and Culture Department regarding options for a sale of a portion of Hillcrest Park, be received as information.

39 - 55 2. a) Parks, Recreation and Culture Department - re 150th Anniversary Legacy Fund. File: M04-GEN b) Parks, Recreation and Culture Department - re 150th Anniversary Celebration. File: M04-GEN

THAT this Committee recommends to Council that the reports dated April 28, 2015 from the Parks, Recreation and Culture Department regarding the 150th Anniversary - Legacy Fund and Celebration, be received as information;

AND THAT staff be directed to move forward with the design plan and funding application to Canadian Heritage’s Building Communities Through Arts and Heritage Program for the restoration of the Dr. Seymour Conservancy.

57 - 67 3. Deputy Clerk - re Interim Wayfinding Signage Options. File: M09-BRA

a) Report - Branding and Wayfinding Project Team.

THAT this Committee recommends to Council that as recommended in the report dated April 27, 2015 from the Branding and Wayfinding Project Team, Council authorize the allocation of $1,850 plus HST, from the Wayfinding Signage capital budget to the Downtown Orillia Management Board to implement Tourism Oriented Directional Signs (TODS) directing visitors to the downtown core on both sides of Highway 11 at the Highway 12 bypass exit.

Departmental

Page 3 of 129 Page

69 - 76 1. Public Works Department - re Active Transportation Plan - Matchedash Street North from Coldwater Street to North Street. File: T05-GENXC12-ATTAC

THAT this Committee recommends to Council that as recommended in the report dated April 28, 2015 from the Public Works Department, Matchedash Street North be signed as a bicycle route from Coldwater Street to North Street;

AND THAT North Street be signed as a bicycle route from Matchedash Street North to the Millennium/Lightfoot Trails;

AND THAT “sharrow” pavement markings be installed on Matchedash Street North from Coldwater Street to North Street;

AND THAT the proposed work be funded from the 2015 Active Transportation Connections capital budget.

77 - 106 2. Customer Service Project Team - re Customer Service Review. File: H08-CSR

THAT this Committee recommends to Council that as recommended in the report dated March 12, 2015 from the Customer Service Project Team, Council support the Customer Service Strategy work plan as set out in Schedule “B” of the report.

107 - 119 3. Recreation Project Team - re Recreation Facility Site. File: R05-GENXR05-TRI

THAT this Committee recommends to Council that as recommended in the report dated April 28, 2015 from the Recreation Project Team, the Mayor be requested to send a letter to Tribal Partners thanking them for presenting the development opportunity to the City.

THAT this Committee recommends to Council that as recommended in the report dated April 28, 2015 from the Recreation Project team, this Council is committed to Brownfield Redevelopment due to the many social, environmental and economic benefits it presents;

AND THAT in demonstration of this commitment, Council selects 255 West Street South as the site for the community recreation facility.

121 - 129 4. Treasury Department - re BMA Municipal Study. File: F14-BMA

THAT this Committee recommends to Council that the report dated April 28, 2015 from the Treasury Department regarding the BMA Municipal Study, prepared by BMA Consulting, be received as information.

Enquiries

Announcements

Page 4 of 129 Page

Adjournment

Page 5 of 129 Page 6 of 129

CITY OF ORILLIA

TO: Council Committee – May 4, 2015 FROM: Environmental Services Department REPORT NO.: ES-CC-15-012 DATE: April 26, 2015 SUBJECT: Water and Wastewater Requirements – Excess Design Allocation – Municipal Code Chapter 459 and 251 - Amendments

Recommended Motion

THAT item 42 of Schedule “A” of By-law 2015-14, „Water Requirements in Excess of Design Allocation up to 50 cubic metres per day - Onetime Approval Fee‟ be repealed and deleted;

AND THAT item 43 of Schedule “A” of By-law 2015-14, „Sewer Use Rate in Excess of Design Allocation up to 50 cubic metres per day – Onetime Approval Fee‟ be repealed and deleted;

AND THAT Schedule “A” of Municipal Code Chapter 251 be amended to provide the Director of Environmental Services delegated authority to approve water and/or sewer use requirements in excess of property design allocations;

AND THAT the title of Chapter 459 of the Municipal Code be amended by removing Public Works and replacing it with Environmental Services.

Purpose

The purpose of this report is to amend Chapter 459 of the Municipal Code by repealing and deleting two items in Schedule “A” that have been identified as not being appropriate, and to revise the title to reflect the correct City department delegation.

Background & Key Facts

The background for this report is available in the Budget Committee Report ES-BC-15-03. On March 9, 2015, Council amended Chapter 459, User Fees – Public Works – Water and Wastewater. Chapter 459 is amended annually to establish true cost recoveries for water and wastewater rates and fees. Items 42 and 43 were introduced as new items in Schedule “A” of the By-law as property owners were requesting water usages greater than design allocations.

The following are key points for consideration with respect to this report:

 Item 42 is a onetime approval fee for industrial water requirements in excess of design allocation up to 50 cubic metres per day.  Item 43 is a onetime approval fee for industrial sewer use rate in excess of design allocation up to 50 cubic metres per day.  Chapter 459 is now administered by the Environmental Services Department (previously the Public Works Department).

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Options & Analysis

The new one-time fees were introduced to accommodate both water and sewer use servicing for properties that require an excess of approved design allocations. However, it has been found that the fees for excess capacity requirements are currently associated with the Development Charges By-law and these fees would not be appropriate to also charge. It will be required that written authorization for excess design allocations be provided by the Director of Environmental Services to ensure allocations of capacities for the drinking water and wastewater systems are being recorded for future upgrade requirements. This will require an amendment to Municipal Code Chapter 251 to include the delegation of authority to the Director of Environmental Services. Also, Chapter 459 “User Fees – Public Works – Water and Wastewater” is now administered by the Environmental Services Department and not by the Public Works Department. Therefore, it is recommended that:

 Items 42 and 43 be repealed and deleted from Schedule “A” of By-law 2015-14  Schedule “A” of Municipal Code Chapter 251 be amended to include delegation of authority to the Director of Environmental Services to approve water or sewer use requirements in excess of design allocations, and  the title of Municipal Code Chapter 459 be amended to display the correct department.

Financial Impact

There are no financial implications for the City resulting from the proposed recommendation.

Comments from Departments/Agencies

No comments were solicited from other departments.

Comments from Committees

No comments were solicited from any committees.

Communications

Comments were neither solicited nor obtained from the Manager of Communications.

Link to Strategic Plan

The recommendation included in this report is not specifically related to the goals identified in Council‟s 2010-2014 Strategic Plan.

Conclusion

It is recommended that the proposed amendments to Municipal Code Chapter 459 and 251 be approved.

Prepared by & Key Contact: Percival Thomas, Manager of Water/Wastewater Systems. Approved by: Andrew Schell, Director of Environmental Services.

Page 8 of 129 TO MAYOR and COUNCIL March 25, 2014 CITY OF ORILLIA

cc. Office of the Clerk, Orillia cc. Mayor Harry Hughes, Scott MacPherson, Councillor, Ward 2, Oro Medonte cc. Dorothy Macdonald, Chair, OMAH History Committee.

RE: QUATRICENTENNIAL OF SAMUEL DE CHAMPLAIN IN ORILLIA

I urge Council to proceed with inductions of Chief Darontal and Samuel de Champlian into the Hall of Fame as part of the 2016 celebrations in Orillia, and to accompany it with a Harvest Festival of the Huron, August 15.

We must remember that the major 1615-2015 celebrations for Champlain belong to

Orillia aridand Warminster, not to Midland Penetang for at least another dozen years­years — when Champlain was long gone from the area never to return.

Furthermore, I urge the our celebrations not to be entrapped into the "Ontario 400" concept coming from the Province. Orillia historically has a central place in the start of the French Regime in this province, which is the primary reason Orillia is the site for the Champlain Monument. Orillia does not need to 'water‘water down'down’ Champlain'sChamp|ain’s contribution or that of the Attigouautan (Huron) to our history.

Champlain, of all the French leaders and traders for the next 150 years to the Conquest, was the greatest ally and friend of the Huron. The city does not need to feel any embarrassment in honouring this remarkable figure. Sensitivity arises in the minds of those who may misinterpret the relation of the Huron with the Jesuits as holding true for the relation between the Huron and Samuel de Champlain.

The 2015 celebrations should be more reflective of the hospitality and friendship displayed in 1615 than of the attitude of relative importance displayed for the tricentennial in the 1915-25 monument.

Hall of Fame displays a portrait with the written text, where possible. Ii recommend using the Theophile Hamel portrait of Samuel de Champlain, done about 150 years ago, and since there is no description of Darontal'sDaronta|‘s appearance, using the map segment from the17'hthe17‘“ C for the area of Cahiague.

As part of this year's commemoration, a. a talk by Lakehead University History Professor Dr. Michael Stevenson on "Orillia's”Ori|lia’s Champlain Monument: Historical insights",insights”, Orillia Public Library for April 21, 6:15 pm. b. I will be giving a talk to the Historical Society for May 20th at OMAH 7:30 pm. on "Samuel”Samuel de Champlain: Busting the Myths"

Submitted by J. Donald Ross, FotmderFounder and 3X Past Chairman of OMl\HOMAH Past Chairman of Orillia Hall of Fame, and Orillia Heritage CommitteePage (LACAC) 9 of 129 INDUCTION FOR ORILLIA HALL OF FAME AND ABORIGINAL HARVEST CELEBRATION HONORING SAMUEL de CHAMPLAIN & CHIEF DARONTAL

As part of the 400th Anniversary of the prolonged stay of Samuel de Champlain at the prominent village (city!) of Cahiague beginning August 17th 1615, and his tour with Huron warriors of the Narrows about September 11th 1615, it is befitting to have Champlain and his Huron ally and host, Chief Darontal both be inducted into the Orillia Hall of Fame this year.

Samuel de Champlain, who first arrived at the village, August 17, 1615, stated that it contained 200 large longhouses.ionghouses. On September 1st he set out with his Huron allies from CahiagueCahiagué on their expedition against the Iroquois.

Returning, he remained as guest of Chief Darontal* during the following winter when he made peace between the Hurons and the Algonquins. From here he visited the Petun (Tobacco) and the Nipissing tribes before starting his return journey to Quebec on May 20, 1616. (Original wording from Ontario Heritage Plaque 1961-1974)

Champlain had initially spent two weeks visiting some small fortified villages on his way from Georgian Bay to Lake Couchiching. The objective was to come to Cahiague, which he refers to as "le principal Village du pais"pais” -the—the chief village of the country, expressly to meet the chief of the country, Darontal.

Champlain'sChamp|ain’s initial comments when arriving at Cahiague were about the abundance of corn, squash and other vegetables, and about the many feasts from his generous hosts. They were waiting for other warriors from the smaller villages to aggregate in Warminister for the assault.

[Biggar, Langton and Ganong's 1929 translation of the Works of Samuel de Champlain, published by the Champlain Society refers to Cahiague as being near Hawkstone, but many years of subsequent scholarship and archaeological research, most recently by Dr. Conrad Heidenreich in 2014, places Cahiague unequivocally atatjust just west of Warminster.]

By the time of Champlain'sChamp|ain's return to Cahiague from the conflict, he and Chief Darontal were respected friends and he stayed through the rest of winter until spring of 1616 during which he visited the weirs and Narrows. St. Marie among the Hurons either did not exist or was a small village at this time, and Champlain never went there or commented on the area. He never again returned the "upper”upper country"country” although he administered the small French colony on the St. Lawrence for many more years.

Page 10 of 129 ABORIGINAL HARVEST FESTIVAL

To coincide with the induction, would the quatricentennial of Champlain and Darontal, not be a wonderful reason to have a harvest festival? Imagine a huge family corn roast and picnic on the 15th of August at the waterfront park together with the induction ceremony.

Samuel de Champlain has many comments about the foods, berries and feasts while being hosted by his Huron allies. He practically lays out the menu!

The Farmers Market could arrange for the roasted vegetables and grilled Lake Simcoe or Georgian Bay whitefish I think the DOMB could be induced to help with arrangements.

Don Ross.

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CITY OF ORILLIA

TO: Council Committee – May 4, 2015 FROM: Commemorative Awards Committee DATE: April 24, 2015 REPORT NO: CAW-2015-02 SUBJECT: Proposed Hall of Fame Inductions of Champlain and Darontal

Recommended Motion

THAT this report be received as information.

Purpose

The purpose of this report is to respond to the Council referral regarding the proposed inductions of Samuel de Champlain and Chief Darontal into the Orillia Hall of Fame.

Background & Key Facts

• Council received correspondence from Mr. J. Donald Ross on April 20, 2015, requesting that Samuel de Champlain and Chief Darontal be inducted into the Hall of Fame as part of the Quatricentennial Anniversary of Champlain’s visit to the area.

• Nominations for induction into the Orillia Hall of Fame are reviewed in accordance with the criteria established in Chapter 124 of the City’s Municipal Code. • Section 124.3.2. of Chapter 124 – Commemorative Awards states:

Orillia Hall of Fame:

(a) The inductee(s) must have received national and/or international recognition in his/her field of endeavor, including business and the arts. The recognition may have been by special award, prominent position, dissemination of works, philanthropy, etc.

(b) The inductee(s) should have lived in Orillia, or surrounding area, prior to the recognition.

(c) The inductee(s) shall have been influenced by the community in his/her future success for a number of years prior to his/her recognition.

(d) The inductee(s) may have made a substantial impact on the destiny of Orillia and its citizens.

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(e) The Committee shall be open-minded to all fields of endeavor and enterprise.

• Currently, the Committee strives to award the Order of Orillia annually, and Hall of Fame Inductions once a Council term, provided worthy applications have been received.

Options & Analysis

The following motion was passed at the Commemorative Awards Committee meeting held on April 15, 2015:

“THAT the Commemorative Awards Committee advise Council that the proposed inductees do not meet the eligibility criteria for the Hall of Fame award, as stipulated in Municipal Code Chapter 124 - Commemorative Awards Committee.”

During the discussion, members commented from several viewpoints:

• The mandate of this Committee is to recommend recognition of community volunteers through the Order of Orillia and nationally or internationally known Orillians for induction into the Orillia Hall of Fame. .

• While both Champlain and Darontal may have had a substantial impact on the destiny of Orillia, this award may not be appropriate for these two individuals.

• Prior inductees have been chosen based upon fulfilling more than just one aspect of the Hall of Fame criteria, with importance placed on their beginnings in Orillia and the influence this community had on their future success. The Committee was not satisfied that Champlain and Darontal had met these two requirements.

• The proposed induction and harvest festival as outlined in the letter is beyond the scope of the Committee.

Financial Impact

There are no financial implications for the City resulting from the proposed recommendation.

The Committee did not anticipate a Hall of Fame induction this year and does not have the funds allocated for such. In 2014, the cost for the induction of Douglas Lewis and Bob McDonald was approximately $755.

Comments from Departments/Agencies

Comments were not solicited from any other Departments/Agencies.

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Comments from Committees

Comments were not solicited from any other Committees.

Communications

Comments were not solicited from the Communications Manager.

Link to Strategic Plan

The work of City Boards and Committee is linked to the Strategic Plan initiative related to: People First: • Improving Communications, Cooperation and Community Engagement • Taking Timely Action and Ensuring Accountability • Encouraging Staff Excellence • Demonstrating Excellence in Corporate Governance • Ensuring Financial Sustainability

Conclusion

The Commemorative Awards Committee does not believe that Samuel de Champlain or Chief Darontal meet the criteria for induction into the Hall of Fame.

Prepared by: Nikki Brittain, Administrative Assistant

On behalf of the Commemorative Awards Committee: Betsy Gross Kyle Asselin Barbara Dickson Shannon Jackman Paul Raymond

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Page 16 of 129 City of Orillia Office of the City Clerk MemoMemo

To: Ad Hoc Partnership Committee Mayor Clark Councillor Mason Ainsworth Councillor Rob Kloostra Councillor Sarah Valiquette-ThompsenValiquette-Thompson Gayle Jackson, CAO/CierkCAO/Clerk Bob Ripley, CFO Kent Guptill, Director of Facilities and Special Projects Ray Merkley, Director of Parks, Recreation and Culture

CopyCopyto: to: Carol Trinier, Executive Assistant to Mayor and Council Connie Barnes, Administrative Assistant Clerk's Department (Referrals) From: Janet Nyhof, Deputy Clerk qft Date: February 13, 2015

Re: Recreation Facility Potential Partnerships

The following is copy of the recommendation that was adopted at the Council meeting held on February 9, 2015:

"THAT“THAT an Ad Hoc Partnership Committee be established, comprised of 4 members of Council and staff, to investigate potential partnerships, specificallyspeci?cally with the municipalities of the Township of Oro-Medonte, Township of Severn, Township of Ramara, and the Chippewas of Rama First Nation, for the provision of mutually beneficialbene?cial interests in recreational facilities that are needed by each municipalitymunicipality,, but which may be financially?nancially prohibitive for one municipality to build and operate independently;

AND THAT staff be directed to discuss a potential partnership with Lakehead University and Georgian College;

AND THAT other existing recreational nodes, groups or stakeholders within the City of Orillia be explored for partnership opportunities (at BarnfieldBarn?eld Point, Brian Orser, YMCA and Rotary Place) whereby potential expansions can be fully investigated;

HH:\OOUNSERV\TOMRMS:\COUNSERV\TOMRMS DIRDlRECTORY\CECTOR'f\C -— Council,Counul, BoardBoardss anandd By~aws\COOByiaws\COO-— CounciCouncil,l, Boards and By~aws\COOByiaws\C00 CouncinCorrespondence\2015\150209Counol\Oon'espondenoe\2015\’l50209Page 17 of C\cc4C\oc4 129 4 recrec centreCentre extemalextemaldocx.docx Filel-Vile:: ROS.CENRO5—GEN AND THAT the Ad Hoc Partnership Committee be comprised of the following members of CouncilCouncil,, supported by City staff as followsfollows:: Mayor Clarke CouncillorCouncil/or Valiquette-Valiquette-ThompsonThompson Councillor Ainsworth Councillor KloostraK/oostra Director of Parks, Recreation and Culture Director of Facilities and Special Projects Chief Financial OfficerOf?cer Chief Administrative Officer/City Clerk;

AND THAT the findings?ndings of these investigations be reported back to Council Committee by May 44,, 2015. "”

Please proceed with coordinating the first meeting.

JNJN:nb:nb

HH:\COUNSERV\TOMRMS:\COUNSER\1\TOMRMS DID|RECTORY\CRECTORY\C-— Council,Council. Boards and By~aw.;\COOEy4aws\COD-~ Council,Council. Boards and By~amBy-iaws\C00\COO CounciCoundi\Corr(-5pondenDe\2015\I5OZ09i\Correspondence\20Page15\ 15020918 ofC\cc4CNOO4 129 4 recrec centre extemal.docxexiemal?ocx File?le:: R05-GEROSGENN CITY OF ORILLIA

TO: Council Committee – May 4, 2015 FROM: Ad Hoc Partnership Committee DATE: April 28, 2015 REPORT NO: PAC 01- 2015 SUBJECT: Partnership Opportunities

Recommended Motion

THAT this report be received as information.

Purpose

The purpose of this report is to update Council on any new recreation partnership opportunities that may have developed and to review the potential partners as identified by the Partnership Working Group in 2012.

Background and Key Facts

As a result of a special meeting of Council Committee regarding a recreation facility, on February 9, 2015, the following motion was adopted by Council:

THAT an Ad Hoc Partnership Committee be established, comprised of 4 members of Council and staff, to investigate potential partnerships, specifically with the municipalities of the Township of Oro-Medonte, Township of Severn, Township of Ramara, and the Chippewas of Rama First Nation, for the provision of mutually beneficial interests in recreational facilities that are needed by each municipality, but which may be financially prohibitive for one municipality to build and operate independently;

AND THAT staff be directed to discuss a potential partnership with Lakehead University and Georgian College;

AND THAT other existing recreational nodes, groups or stakeholders within the City of Orillia be explored for partnership opportunities (at Barnfield Point, Brian Orser, YMCA and Rotary Place) whereby potential expansions can be fully investigated;

AND THAT the Ad Hoc Partnership Committee be comprised of the following members of Council, supported by City staff as follows: Mayor Clarke Councillor Valiquette-Thompson

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Councillor Ainsworth Councillor Kloostra Director of Parks, Recreation and Culture Director of Facilities and Special Projects Chief Financial Officer Chief Administrative Officer/City Clerk;

AND THAT the findings of these investigations be reported back to Council Committee by May 4, 2015.

• During the investigation of possible recreation partnerships in 2012, 20 potential partners were identified (Schedule “A”). • The 2015 Ad Hoc Partnership Committee (Committee) consists of three Councillors, the Mayor and City staff. • Similar to the past Partnership Working Group, the Committee sought out partners who would add a mutual benefit to the development of recreation facilities in Orillia. Specifically, a monetary or land contribution, while gaining an understanding of potential programming partnerships that may exist. • At the time, six of the original 20 potential partners identified declined a meeting as a partnership was not viable for them at this time. • These 20 potential partners were reviewed by the current Committee and based on past expressions of interest in partnership, the Committee identified six potential partners for further interviews:

• The Orillia Soldiers Memorial Hospital • Common Roof (CAPS) • The Orillia Preschool • Simcoe Muskoka YMCA • Georgian College • Lakehead University

• In addition, the Mayor and staff have had separate meetings with each of the surrounding townships in order to gage their interest in possible contributions towards a recreation facility.

Options & Analysis

Overall, the groups/organizations recognized and supported the need for additional recreational facilities, and in particular the need for aquatic and gymnasium space. However, the vast majority did not have land or money to support the project directly at this time. Most envisioned that their constituents/members would likely be active users, and as such, would be supporting the facility with their participation. Some may enter into broad user arrangements including specific health and fitness programming opportunities, while most will be the end users dealing directly with the City as participants at the facility. These programming opportunities will be investigated further by staff as part of the operating model for any recreation facilities that are constructed.

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Lakehead University is willing to consider the donation of land towards the project. There is also the potential for guaranteed student operating revenue if a fitness centre is included within the facility. If Council would like to further investigate this option as a potential site, staff would need direction to move forward with negotiations.

In addition, the YMCA has expressed an interest in being considered as an operating entity for the facility. If this is an option that Council is interested in pursuing, their organization would like to be involved during the design phase as they would require specific design considerations for a YMCA-run facility.

Where possible, each of the surrounding townships are always interested in partnering opportunities. For this project in particular, each of the townships expressed that there is a need for a recreation facility and that their residents would most likely be key users of the facility. They would not see themselves as being able to contribute capital funding and would have to approach any annual operating funding carefully as this would set a precedent for their relationship with the other municipalities that they border. However, Oro-Medonte and Ramara would be open to perhaps writing a letter of support for any grants that the City may apply for.

Financial Impact

There are no financial impacts associated with report.

Comments from Departments/Agencies

Comments were neither solicited nor obtained from any Departments/Agencies.

Comments from Committees

Comments were neither solicited nor obtained from any committees.

Communications

Comments were neither solicited nor obtained from the Manager of Communications.

Link to Strategic Plan

Healthy Communities - Enhancing the wellness of the community • Investing in Arts, Culture and Recreation • Enhancing Health, Safety and Accessibility • Making Strategic Investments in Infrastructure

Conclusion

Only two of the organizations produced immediate potential partnership opportunities with either viable land or operational considerations. However, many discussions did take place that will be explored further for future user agreements/programming partnerships that will

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4 have a beneficial impact on either the community or the operating expenses of the facility. The meetings with the townships were fruitful in that there was recognition of a need for a recreation facility within this area and that their residents would most likely be key users of the facility.

Schedules

 Schedule “A” – Potential Partners

Prepared by & Key Contact: Marcia Russell, Manager of Recreation Services Approved by: Councillor Rob Kloostra, Chair on behalf of:

Ad Hoc Partnership Committee Mayor Steve Clarke Councillor Mason Ainsworth Councillor Sarah Valiquette-Thompson Gayle Jackson, CAO/City Clerk Robert Ripley, CFO Ray Merkley, Director of Parks, Recreation and Culture Lori Koughan, Manager of Special Projects Geneviève Segu, Internal Auditor Marcia Russell, Manager of Recreation Services

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Schedule “A”

Potential Partners

1. Lakehead University 2. Georgian College 3. OPP 4. Orillia Soldiers Memorial Hospital 5. Township of Severn 6. Township of Ramara 7. Chippewas of Rama First Nation 8. Township of Oro-Medonte 9. Simcoe County District School Board 10. Simcoe Muskoka Catholic District School Board 11. Conseil scolaire de district catholique Centre-Sud 12. Orillia YMCA 13. County of Simcoe 14. CAPS (Committee Advocating for People with Special Needs) 15. TIE Club 16. Washago Seniors 17. MP - Bruce Stanton 18. MPP - Garfield Dunlop 19. Orillia Central Preschool 20. Casino Rama

Page 23 of 129 Page 24 of 129 City of Orillia Office of the Citycity Clerk MemoMemo

To: Ray Merkley, Director of Parks, Recreation and Culture

Copy to: Recreation AdvisoAdvisory Committee Clerk'slv—~l1" Department (Referrals) From: Janet Nyhof, Deputy ClerkC|erkC?.\cf' Date: February 10, 2015

Re: Hillcrest Park

The following is a copy of the recommendation that was adopted at the Council meeting held on February 9, 2015:

"THAT“THAT as recommended in the report dated January 26, 2015 from the Recreation Advisory CommitteeCommittee,, staff be requested to report on options for the sale of a portion of Hillcrest Park."Park.”

Please proceed as authorized.

JN:nb

— HH:\COUNSERV\TOMRMS:\COUNSER\1\TOMRMS DID|RECTORY\CRECTORY\C • Coundcoundll, Boards and By~aws\COOBy4aws\CO0 •» CoundCouncil,l, Boards aandnd By4aws\cuoBy~aws\COO CouCouncll\Correspondenoe\2015l150209nd~Correspondence'20Page 1 5\251 50209 of C\cc3-9C\oc3-9 129 hilhillcresllcrest parkparkdocx.docx FiFile:le: C12C12-RAC-RAC Page 26 of 129 CITY OF ORILLIA

TO: Council Committee – May 4, 2015 FROM: Parks, Recreation and Culture Department Development Services Department Public Works Department

DATE: April 28, 2015 REPORT NO: PRCR 05-2015 SUBJECT: Hillcrest Park: Options for the Sale of a Portion of the Park

Recommended Motion

THAT Council receive this report as information.

Purpose The purpose of this report is to provide Council with information regarding the options for the sale of a portion of Hillcrest Park as recommended in the report dated January 26, 2015, from the Recreation Advisory Committee.

Background & Key Facts

The following recommendation was adopted by Council at its meeting on February 9, 2015:

THAT as recommended in the report dated January 26, 2015 from the Recreation Advisory Committee, staff be requested to report on options for the sale of a portion of Hillcrest Park.

• On March 9, 2015, Council approved a tender for the construction of Hillcrest Park located at 255 Matchedash Street North. • The key park elements include a splash pad, playground, basketball court with skateboard grinding rails, pavilion, site furnishings and a non-programmed green space, which during the winter months, the southern half of the space will be the site of an outdoor ice rink. • In the approved park design, the portion of parkland under consideration for sale is best described as a non-programmed green space and pedestrian access point. • There is a small cluster of existing trees at the north end of the park which are in fair to poor condition and would be thinned as part of any future site works. • Cedar Street west of Matchedash Street North is a paved street without curbs and sidewalks and it dead ends where it abuts the Orillia YMCA property. • On the north side of the street, the street flanks one residential lot and provides driveway access to 66 Cedar Street.

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• On the south side of street the road flanks onto one residential lot and provides pedestrian access to the park. • Hillcrest Park is approximately 1.06 ha (2.62 acres) in size. • The portion of parkland under consideration for sale for the development of residential lots (future parcels) is located at the northerly end of the park and is approximately 0.23 ha (0.57 acres) in size or 22% of the total park area. Please refer to Schedule “A”.

Options & Analysis

Since 2008, when the site was first proposed as a neighbourhood park, there has been considerable public consultation regarding the development of the site including two public workshops on the park design and park features. During these workshops, non- programmed open space was requested by participants. As such, it is anticipated there will be resident opposition to a reduction in the amount of non-programmed space available for neighbourhood use.

The removal of the proposed parcels of land from the park will not have a significant impact on the City’s ability to construct the main features of the park. However, it will reduce the overall amount of non-programmed green space by approximately 50% and will have a major impact by reducing the opportunity to engage in a range of free play activities. The park frontage and pedestrian connection from Cedar Street to the park would also be eliminated along with the opportunity to seek shaded areas located along the north west and north east corner of the park.

Retention of the park in its entirety will help to reduce the shortfall of available parkland that currently exists within Ward 4 (Ward 1 – 78 acres, Ward 2 – 52 acres, Ward 3 – 55 acres {does not include Scout Valley}, Ward 4 – 32 acres). In the future, it is anticipated there will be little opportunity to acquire additional parkland within this ward as is it built out and has limited vacant, open space.

The subject lands are currently zoned Institutional One (I1). In order to permit residential uses on the subject lands, the lands would have to be re-zoned to Residential One (R1), which is in keeping with the surrounding residential uses. The R1 Zone permits single detached dwellings and two-unit dwellings. The re-zoning process takes approximately 4 months, and provides the public with opportunities to provide input including an Open House and a Public Meeting of Council. Notices for the meetings are mailed to all property owners within 120 metres of the subject lands. Notice of a Public Meeting of Council is also placed in the City Hall Bulletin Board section of the Orillia Packet and Times. If a re-zoning were to be pursued in this particular instance, the City would be the applicant and staff would be required to facilitate the Open House and attend the Public Meeting of Council. Any decision of Council on the matter could be appealed to the Ontario Municipal Board (OMB) by an individual or organization that made a written or verbal submission to Council, before Council made its decision.

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Following a re-zoning, the individual lot parcels would be created through the preparation and registration of a reference plan by the City, as permitted in the Planning Act.

The proposed lots would have adequate lot area and lot frontage on Cedar Street to meet the requirements of Zoning By-law 2014-44, as shown in Table 1 below:

Table 1: R1 Zone Requirements Lot Area (min.) Lot Frontage (min.) R1 Requirement 550.0 m2 6.0 metres 2 Lot Scenario 919.0 m2 20.0 metres 3 Lot Scenario 612.0 m2 13.4 metres

Staff originally considered the creation of three (3) residential lots to maximize revenue; however, two (2) lots would be preferred if Council chooses to proceed with the sale of the proposed land parcels. Although the three (3) lot scenario would technically meet the minimum standards in the City’s Zoning By-law, this number of lots would be problematic as the frontages are extremely tight creating snow storage problems, awkward turning radius on one of the lots, restrictions on the location of house placement on the lot, grading challenges on the westerly lot and the restriction to a single width driveway for each lot.

From a marketing perspective, it is also anticipated that two (2) larger lots, as shown on Schedule “B”, would be attractive and desirable for the building of larger homes which would be in keeping with the adjacent existing lotting fabric.

Staff’s initial investigation of the services within Cedar Street indicates that:

• Sanitary and storm services are currently available. • There is water available at the intersection of Cedar Street and Matchedash Street North. • There is a single domestic 25 mm water service serving 66 Cedar Street from Matchedash Street North. • The closest hydrant to the proposed parcels is approximately 90 m away located at the north east corner of Cedar Street and Matchedash Street North. • There are open ditches along this section of Cedar Street and no sidewalks. • There is hydro available for the future lots, however, an upgrade to the line that is feeding the area would be required. • The availability of phone and cable service is assumed.

Revenue For general comparison purposes only, the City has the following property currently listed for sale: • 499 Bay Street (vacant lot with an area of approximately 1,504 m2 and zoned R1) – listed at $80,000.

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The City has recently sold the following properties: • 67 Woodside Drive (vacant lot with an area of approximately 731.62 m2 and zoned R2) – sold for $50,000. • 2 Sandra Drive (vacant lot with an area of approximately 2,556.58 m2 and zoned R2) – sold for $57,000. The estimated value of two (2) newly created lots on Cedar Street using an average of $80,000 per lot, which would total $160,000.

It is important to note that in order to market any proposed lots, an appraisal is required as per the City’s Real Estate Policy.

Expenditures

To service the future lots, two options can be considered. The first option would be the minimum requirement of a 50 mm main line water main, individual water and sanitary services to the new lots, and storm drainage upgrades. The existing 6 m wide roadway would remain without upgrading. Roadway upgrades would be deferred to the future.

The second option is a road reconstruction upgrade to a wider 8.5 m pavement and the construction of a 13 m cul-de-sac bulb at the end, which would allow for more efficient maneuvering of service/emergency vehicles. The existing Cedar Street Road allowance is 20 m wide and is sufficient to accommodate these requirements.

In both options no curb and gutter would be installed and no sidewalk would be provided.

The engineering, planning and hydro costs related to the creation of two lots under these two servicing options is outlined below:

Service No Road Cul-de-sac & Upgrades Road Upgrades Estimated Planning costs related to zoning by- law amendment application fee, surveying, legal $10,700 $10,700 (e.g. preparation of deeds) and appraisal per City Real Estate Policy Estimated servicing costs including a new water $70,000 $160,000 main and sanitary and water services Hydro Service Upgrades $2,500 $2,500 Total $83,200 $173,200

There are two options available for consideration by Council Committee:

Option 1: THAT Council receive this report as information.

This option is recommended as the effect of this motion is that the City not proceed with the sale of a portion of Hillcrest Park but retain it as part of the neighbourhood park. The potential sale of the lots does not generate significant funding for Parkland reserves. This

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approach provides flexibility for future development, reflects the final concept design/ neighbourhood needs and preserves the overall parkland acreage in Ward 4.

Option 2: THAT the City proceed with sale of the proposed parcels to develop two residential lots.

This option is not recommended as staff feel the cost/benefit of selling off a portion of Hillcrest Park is not in the long term a benefit to the neighbourhood or City. However, if this option is selected, direction will need to be provided from Council on which option, No Road Upgrades or Cul-de-Sac and Road Upgrades, for servicing is preferred.

Financial Impact

The Recreation Advisory Committee’s suggestion to Council was that the two lots on the north end of the park be sold to help finance the building of the park. In this regard, it is anticipated that in the short term, if the Cul-de-sac & Road Upgrades option was preferred, there would be a net loss of approximately $13,000 to create the two residential lots, exclusive of tax generation. If the No Road Upgrades option was selected, the possible revenue generated could be approximately $76,000.

The Treasury Department indicates the neighbouring properties on Matchedash Street have an average assessment value of $242,000 which generates an average annual municipal tax of approximately $2,800/property. The actual taxes collected on the properties will be based on the assessed value and will be proportionate to the above.

There is no direct financial impact associated with this report as funding has been previously approved through the 2015 Capital Budget Process whether or not lots were sold.

Comments from Departments/Agencies

The report was circulated to the Development Services Department and the Public Works Department and their comments have been included within this staff report.

In addition, the Environmental Service Department recommends that if the City proceeds with the proposed parcels, the open ditch option be pursued on Cedar Street versus curb and gutter. This option already exists on the street and is thought to be better suited to meet storm water objectives, is less restrictive in regards to winter snow maintenance and is more in keeping with the objectives of the City’s strategic plan: Being a Cleaner, Greener City, and Managing Growth and Land Use Wisely.

The Fire Department indicates there is an existing hydrant within 150 m of the parcel frontage. They further indicate the installation of a water main and hydrant within the future cul-de-sac would reduce the laying of 90 m of fire hose across Matchedash Street North, which in turn would improve water supply performance.

One email regarding the option for the sale of a portion of the park has been received from a local resident which is attached as Schedule “C”.

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Comments from Committees

Comments were neither solicited nor obtained from City Committees.

Communications

Comments were neither solicited nor obtained from the Manager of Communications.

Link to Strategic Plan

The recommendation included in this report supports the following goal identified in Council’s Strategic Plan:

People First – Respect for all through a customer – centred approach • Ensuring Financial Sustainability

Healthy Communities – Enhancing the wellness of the community • Making Strategic Investments in Infrastructure

Conclusion

It is recommended that the City not create lots from the Hillcrest Park property as Ward 4 is currently deficient in parkland and will even at full size, be smaller than any other neighbourhood park in the City. It is staff’s recommendation the City and neighbourhood are better served in the long term to retain the park in its entirety.

Schedules

 Schedule “A” – Park Concept Plan with Potential Park Area to be Sold  Schedule “B” – Two Lot Option  Schedule “C” – Resident’s Email Regarding the Option for the Sale of a Portion of the Park

Prepared by and Key Contact: John Bryant, Manager of Park Planning and Development Andrea Woodrow, Senior Planner Jack Green, Manager of Transportation Approved by: Ray Merkley, Director of Parks, Recreation and Culture Ian Sugden, Director of Development Services George Bowa, Director of Public Works

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cedar street Schedule "A"

Potential park area to be sold

Turf

park boundary Open Space: Active Unprogrammed Recreation Opportunity matchedash street north matchedash street north 450mm (18”) Reclaimed Brick Knee Wall - Typical (to define Double Sided Bench (3) edge of play/ground & splash pad hardscaping from walkway) Pre-Cast Bollards (14) Turf / Winter Puddle Rink Splash Pad: 1 Overhead Opportunity Structure and Spray Jets on Coloured Concrete Surfacing Waste Receptacle (2)

Coniferous Tree Entrance Node with Turf Flowering Accent Trees

Turf Large Deciduous Tree Metal Skate Rail Sitting Area (2 backed benches) Metal Skate Rail Steel Roof Shad Structure Basketball Court (Single Hoop) Accent Mass Planting Bed Metal Skate Rail Screened Area for Washroom Turf Concrete Edging 450mm (18”) Reclaimed Sidewalk Brick Knee Wall - Typical (to define edge of play/ground Turf & splash pad hardscaping from walkway) Park Identification Sign

Sidewalk Entrance Plaza - Unit Paving Accent Mass Planting Beds (planting bed on either side of entrance plaza) Custom Wood Pergola (with 2 backed benches Playground Structures (with below structure) sand surfacing) Entrance Node to Park with Interpretive Signage Page 33 of 129 Accent Mass Planting Beds Shade Trees (typical) borland street Sitting Area (2 backed benches) 1500mm (5’) Asphalt Walkway 0 5 10 25 50 75Meters

Street Trees Schedule "B"

293 N 89 291

Existing 6m Wide M et a 280 Roadway tre tc S h ar e d d Ce a 66 s 270 WE 300 h 279 S tre e t N 268 271 o rt h S 269 262

Orillia YMCA Proposed 258 Lot 2 Approx. 919 sq.m. Proposed 250 Lot 1 Approx. 919 sq.m.

252 255 82

Hillcrest Park 250

248 237 t as t E ee tr 233 246 S 70 nd rla Bo 1:1000 68 10m 01020m 244 62 SCALE

TITLE FILE: DESIGN BY: JB THE CORPORATION OF THE DRAWN BY: WH CITY of ORILLIA SHEET: PLAN No: CHECKED BY: JB

APPROVED BY: JB Schedule B

DATE: March 6, 2015 PUBLIC WORKS DEPARTMENT ACAD FILE: PLOTTED: April 9, 2015 SKJBHLL2.dwg

Page 34 of 129 Schedule "C" - Page 1

Dear John,

Further to our phone conversation of this week, I would like to express our Concerns with the newly publicized proposal of severing and building on ‘/2of the Hillcrest neighbourhood Park already designated greenspace by the City in 2014.

We feel it is very unfair and underhanded for a new council to even consider overturning The Park plan that the previous council had already established and promised the public. We as residents and taxpayers of the city have long anticipated the Park that ?nally became a reality after attending numerous meetings, petitioning the neighbourhood and convincing council how important it is to conserve this greenspace.

I have included examples of these promises below, along with quotes from newspapers in blue.

By Sara Carson, Orillia Packet 8. Times

Wednesday, July 18, 2012 9:05:30 EDT PM

ORILLIA - The Hillcrest Public School property is closer to becoming a full city park.

"This is the only opportunity in that area of the city to retain viable parkland,” Coun. Tony Madden said at Monday's council meeting.

During the city's Have Your Say campaign in 2010, residents of the north-ward neighbourhood voiced their desire to see a park at the Matchedash Street property.

(further in same newspaper article)

In 2007, when Orillia was negotiating the sale of ?ve acres of parkland at Lion's Oval to the Simcoe County District School Board, the community was promised the money from the sale would be used to develop a park at Hillcrest.

“This was promised as a park to the residents of Ward 4," Spears said. "Ibelieve we should be keeping our promise on this."

(another quote from a newspaper article)

The previous council approved a budget of $1 million for the park project, including demolition costs. “With the demolition and design, we have about $700,000, I believe, left for the park,” said Ray Merkley, director of parks, recreation and culture. ‘

Page 35 of 129 Schedule "C" - Page 2

We would like to question and have the opportunity to address comments recently published in the Orillia Papers by Ward Councilors Tim Lauer, Pat Hehn, and rec advisory chair Deb Watson.

For Tim to say he has spoken to the residents clearly does not include the Hillcrest neighbourhood residents such as us that feel this greenspace is crucial to the future of our Ward and the City as a whole. le. Lauer has spoken with residents in the area and said there doesn't seem to be much resistance.

And for Pat Hehn to contradict the very reason behind why this property was to remain greenspace due to lack of it in the northward, by stating it is a good idea to remove ‘/2 of it to residential development, is detrimental to the original vision for our areasneed for parkland.

And below, for Deb to say taking away part of our park for housing is again contrary to initial councils’ decision to conserve the existing greenspace (once it is Gone, it is Gone forever).

le from paper...”There are very few lots in the north ward that are available for development. It's a great place to live. lt’s close to the Y(MCA). It's in a desirable part of town. I would hope that they would he grabbed up rather quickly," she said, noting the city would bene?t from property taxes as well.”

And to shed light on the below comments from an actual park users’ perspective, this area that they are referring to as a ‘dark and shady alcove‘ and ‘oddly shaped property’, one would just need to sit on one of the 2 existing park benches to realize the expanse of this section, looking out onto the forested hillside. And the full sun for hours that we see others like us enjoying to just relax or socialize with dogs or children in tow, or snowshoe and get winded from going around the perimeter of this area. Everyone using the park since it has become accessible for use, naturally drifts to this section because of its seclusion and tranquility (not for drug use or potential problems as her foreseen use).

“There is a section that is kind of on its own and it is back behind other pieces of property, other houses. it might make sense to use that as housing rather than part of the park." Per Deb Watson

“The lay of the land there makes that one section that’s on Cedar Street a little awkward to pull it in,” said rec advisory chair Deb Watson. “So they are thinking that maybe they can subdivide it a little bit, take two lots to be able to sell that off and use the funding they get from that to put toward some of the things they want to do in the park

Page 36 of 129 Schedule "C" - Page 3

Pat Hehn quotes “It would prevent there being a dark and shady alcove at the back of the park “where people could go back and do drugs or commit a crime," she said, adding, “It's going to make it a safer park for the whole neighbourhood.”

....The Ward 4 councilor supports the sale of a secluded parcel facing Cedar Street, saying it would additionally “square the (oddly-shaped) property of .”

The isolated nature of that section lends itself to potential problems, including drug use, she added. “It tidies up the lot and it’s better for the community,” Hehn added. “It means bad things can’t happen in that area.”

In conclusion, we are questioning the below proposal and why $700,000 is not enough to complete this project. ls stealing from greenspace, or ‘cutting costs’ for the sake of generating taxes and sale of 2 new city lots on existing allowable parkland, and all the roadwork, hydro, sewer, water, planning and engineering costs needed, worth losing a large percentage of this permanent future greenspace for all to enjoy for generations to come.

We would appreciate being given the opportunity to be involoved and voice our concerns as City of Orillia residents and northward

Residents. Please feel free to Contact us.

Sincerel y,

Gwen Hiles and Cameron Urquhart

By Roberta Bell, Orillia Packet 8.Times

Tuesday, February 3, 2015 7:25:45 EST PM

Council members are considering severing a portion of the former HillcrestPublic School property, divvying it into lots and selling them to help ?nance a park there.

“In the plan that we've got in place, are we using all the space? Are there opportunities that they could maybe sell off a lot of two that would help fund parkland development?" said Ray Merkley, director of parks, recreation and culture. lfthe lots were to be severed, they would have to be rezoned, which would take four months, Lauer said.

Page 37 of 129 Schedule "C" - Page 4

an

Page 38 of 129 CITY OF ORILLIA

TO: Council Committee – May 4, 2015 FROM: Parks, Recreation and Culture Department DATE: April 28, 2015 REPORT NO: PRCR 09-2015 SUBJECT: 150th Anniversary – Legacy Fund

Recommended Motion

THAT staff be directed to move forward with the design plan and funding application to Canadian Heritage’s Building Communities Through Arts and Heritage Program for the restoration of the Dr. Seymour Conservancy.

Purpose

In response to Council direction from budget, staff have prepared reports PRCR 09-2015 and PRCR 10-2015 to inform Council of activities being planned to celebrate Orillia’s 150th anniversary since incorporation and to present capital project options to be considered for the Legacy Fund application through Canadian Heritage’s Building Communities Through Arts and Heritage Program.

This report deals specifically with potential projects to be considered for the Legacy Fund.

Background and Key Facts

• In 2017, Orillia will celebrate its 150th anniversary since incorporation alongside Canada’s 150th anniversary since confederation. • Through Canadian Heritage’s Building Communities Through Arts and Heritage Program, communities can apply to the Legacy Fund for capital projects that leave a lasting legacy of a 100th anniversary or greater (in increments of 25 years). • During the 2015 Capital Budget process, staff presented Council with a request for $95,000 to create a design plan for the restoration of the Dr. Seymour Conservatory (green house), located at Couchiching Beach Park. • By having the design work completed, the project will be ready for inclusion with the grant application in the fall of 2015. • At a special meeting held on February 13, 2015, Council adopted the following recommendation:

THAT, further to the report dated January 30, 2015 from the Treasury Department, Council approve the Capital Project in Schedule C-01 (2015 Capital Program - Page 72) regarding Dr. Seymour Conservatory Design, in the amount of $95,000;

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AND THAT prior to the project commencing, staff be directed to prepare a report on events contemplated to celebrate Canada’s 150th Anniversary Celebration in 2017 and the potential projects that could be considered for the Federal Grant funding through Canadian Heritage.

Grant Eligibility

The Legacy Fund is designed to increase opportunities, through festivals and other events and projects, for local artists and artisans to be involved in their community and for local groups to commemorate their local history and heritage. The fund can only be used for projects that:

• Involve tangible and lasting restorations, renovations or transformations of an existing building or exterior space intended for community use (with a useful life of no less than 10 years), such as, but not limited to a: . Museum . Theatre . Longhouse . Public garden or park for which over half of the costs are devoted to the arts and heritage elements related to the anniversary • Involve the purchase, commissioning, restoration and/or installation of objects that will transform an existing building and/or exterior space intended for community use, such as, but not limited to: . Work of art . Monument . Sculpture . Public mural . Fountain • Mark a 100th anniversary or greater, in increments of 25 years, of a significant local historical event or pay tribute to a significant local historical personality. • Actively engage community volunteers in the planning, management or ongoing operations of the project. • Are accessible to the general public and barrier-free. • Present the work of local artists, artisans, heritage specialists or performers. • Demonstrate a clear link to the anniversary.

Successful applicants can receive up to 50% of eligible expenses to a maximum of $500,000.

General Overview of Timelines and Conditions

• Guidelines suggest organizations will be notified of a funding decision within six months from receipt of a complete application. • Requests over $200,000 require an independent feasibility study.

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• Municipalities must have the written support of a local community group that demonstrates how it will have a meaningful degree of decision-making authority during the project and be jointly responsible for the planning, management or ongoing operations of the project. • The Department of Canadian Heritage recommends allowing 12 months to complete the application and have it assessed. • For public gardens or parks to qualify, over half of the costs deemed reasonable by Canadian Heritage must be devoted to arts and heritage elements related to the (legacy) anniversary. • Projects must provide an unveiling/launch or celebratory event.

As 2017 marks the 150th anniversary since incorporation and confederation, staff are aiming to incorporate the unveiling into the July 1, 2017, Canada Day celebrations. Below are key milestones if the municipality is to meet this deadline.

2015 2016 2017 RFP for Design May Design Study May to Sept Feasibility Study May to Sept Public Consultation May to June Report due to Council October Application Submission November Project Start Date May Project Unveiling July

Alternatively, staff would work toward a “soft-opening” or, at minimum, to have the project shovel-ready for July 1, 2017, if more time is needed to put together the application.

Options & Analysis

The Legacy Fund provides the City of Orillia with a unique opportunity to leave a lasting legacy of its heritage through a community capital project. Given the strict guidelines, staff have identified a number of existing buildings or exterior spaces currently owned by the City that might qualify.

Dr. Seymour Conservancy Couchiching Beach Park Schedule A Orillia City Centre 50 Andrew St South Schedule B Orillia Opera House 20 Mississaga Street Schedule C Rotary Aqua Theatre Couchiching Beach Park Schedule D

Attached are schedules with information on each project including an overview of the building, project, key renovations/transformations, and projected costs.

There were two buildings that were also under consideration: GTR/CNR Railway Station and Central Public School.

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GTR/CNR Railway Station In 2017, the station will mark its 100th anniversary. It is also an undesignated property of interest which has been recommended to Council by the Municipal Heritage Committee for full designation (under Part IV of the Ontario Heritage Act). However, it was not included as an option for the following reasons: • It is primarily a commercial space. • Its ownership is uncertain. • It is not highly visible nor accessible to the general public.

Central Public School

Central Public School was designed by Kennedy & McVittie and opened its doors in March 1882. It was the first building within the City of Orillia to be designated as a property of cultural heritage value under the Ontario Heritage Act in 1979. Transformation of the building into a cultural hub similar to the Aurora Cultural Centre, formerly the Aurora Public School, has been a topic of discussion since 2011. However, it was also not included as an option due to the grant timelines for the following reasons: • Its ownership and future is pending recommendations from the Ad Hoc Committee which may affect its grant eligibility. • The building is currently occupied by a long-standing tenant. • It is currently not accessible to the general public.

While a restoration of these buildings has merit, overcoming these barriers would require careful consideration by Council to ensure the projects would have a useful life of no less than 10 years. Given the tight timelines and specific guidelines, these options are not recommended as there are other projects with greater certainty that have been proposed.

Based on the above, there are five options for consideration by Council.

OPTION 1: RESTORATION OF THE DR SEYMOUR CONSERVANCY As per Schedule A, Couchiching Beach Park is in need of a major focal feature to ensure continuity of use throughout the year. With plans underway to redevelop the Port of Orillia, this project affords further opportunity to create a world class waterfront for residents and visitors as an enduring legacy of the City’s 150th anniversary. It also supports the City’s efforts to position itself as a green sustainable city.

Staff recommend the following motion:

THAT staff be directed to move forward with the design plan and funding application to Canadian Heritage’s Building Communities Through Arts and Heritage Program for the restoration of the Dr. Seymour Conservancy.

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OPTION 2: RESTORATION OF THE TUDHOPE BUILDING (CITY CENTRE) The Tudhope building is at the very heart of Orillia’s glorious manufacturing history. As per Schedule B, restoration and transformation of the City Centre will increase its accessibility to the public as a gathering place for public assembly, art, culture, and heritage, and provide a lasting tribute to Orillia’s industrial heritage and notorieties through rotating displays and educational opportunities.

If this option were adopted, the recommended motion would be:

THAT staff be directed to move forward with the funding application to Canadian Heritage’s Building Communities Through Arts and Heritage Program for the restoration/transformation of the Tudhope building (City Centre);

AND THAT staff use the funding set aside in the 2015 budget for the Dr. Seymour Conservancy to carry out design plans and feasibility studies related to this project.

OPTION 3: RESTORATION OF THE ORILLIA OPERA HOUSE The Opera House has played an important role in the City’s civic history, serving as the Town Hall, theatre, market, municipal offices, police station and jail. In 2017, alongside the City’s 150th, this municipal building will mark the 100th anniversary of its rebuild after being consumed by fire in 1915. Repairs and restoration to the Opera House will extend and expand the building’s uses while maintaining its historical features, ensuring it continues to be a distinctive and exciting world-class centre for the arts and culture within the region.

If this option were adopted, the recommended motion would be:

THAT staff be directed to move forward with the funding application to Canadian Heritage’s Building Communities Through Arts and Heritage Program for the restoration/transformation of the Orillia Opera House as the City’s 150th legacy project;

AND THAT staff use the funding set aside in the 2015 budget for the Dr. Seymour Conservancy to carry out design plans and feasibility studies related to this project.

OPTION 4: RESTORATION OF THE ROTARY AQUA THEATRE As an important backdrop to the many festivals and events occurring within Couchiching Beach Park, repairs to the Aqua Theatre will be highly visible and accessible to the public, expanding its capabilities as a unique and attractive outdoor venue within the City for the performing arts. An unveiling of the restorations would be a natural extension to the Canada Day festivities, with the theatre already serving as a performance venue.

If this option were adopted, the recommended motion would be:

THAT staff be directed to move forward with the funding application to Canadian Heritage’s Building Communities Through Arts and Heritage Program for the restoration/transformation of the Rotary Aqua Theatre;

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AND THAT staff use the funding set aside in the 2015 budget for the Dr. Seymour Conservancy to carry out design plans and feasibility studies related to this project.

OPTION 5: THAT THIS REPORT BE RECEIVED AS INFORMATION This option is not recommended as it would not take advantage of a potential grant opportunity for projects already identified in the City’s Major Capital Facilities Plan. As Centennial Drive was created as a legacy project for the City’s 100th anniversary, the Legacy Fund offers the municipality an opportunity to leave a tangible and lasting memory of its 150th anniversary through the restoration, renovation or transformation of an existing building or exterior space. This is a timely opportunity, however, as the funds are only accessible once every 25 years for projects that increase exposure to local arts and heritage in our community.

Financial Impact

Council has already approved $95,000 as part of the 2015 Budget process for the design plan proposed within the recommended motion. However, the Legacy Fund is a matching fund program, up to a maximum of $500,000. If Council is to apply to this funding stream, a budget will need to be approved as part of the 2016 Budget process. This could range from $500,000 for the Aqua Theatre up to $1,000,000 for the Orillia Opera House, depending on the project (see each project schedules for specific details). Provided the City’s application to the Legacy Fund is successful, up to $500,000 of these expenses could be covered.

The benefit in applying for Federal funding is that each of the proposed projects have parts identified within the City’s 5-year capital plan. A successful application to the Legacy Fund could therefore help offset forecasted costs, thus freeing up funds to address other capital priorities.

Comments from Departments/Agencies

Comments have been solicited from Facilities and Special Projects and incorporated into Schedule B.

Staff from Canadian Heritage were contacted to review the Legacy Fund application and guidelines in preparation for the 2015 Capital Request Item for the Dr. Seymour Conservancy Design. Based on the information provided, the restoration of the Conservancy would be eligible provided it can demonstrate its future value to the community. The other projects have not undergone the same scrutiny at this time by Canadian Heritage, but are believed to be eligible based on the funding criteria.

Comments from Committees

Comments were neither solicited nor obtained from any Committees.

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Communications

Comments were neither solicited nor obtained from the Communications Manager.

Link to Strategic Plan

The recommendation included in this report supports the following goals identified in Council’s Strategic Plan. Healthy Communities: • Investing in Arts, Culture and Recreation • Making strategic investment in infrastructure Environmental Stewardship: • Being a cleaner, greener City

Conclusion

Staff are seeking direction from Council on an application to the Legacy Fund component of the Government of Canada’s Building Communities Through Arts and Heritage Program. The Fund supports capital projects that mark a 100th anniversary or greater through the restoration, renovation or transformation of an existing building or exterior space. While each project proposed within this report has its merits, staff have recommended Council apply to the Legacy Fund for the restoration of the Dr. Seymour Conservancy. The project, combined with the redevelopment of the Port, affords Council an opportunity to develop a world-class waterfront as its enduring legacy.

Schedules

 Schedule A - Dr. Seymour Conservancy  Schedule B - Orillia City Centre  Schedule C - Orillia Opera House  Schedule D - Rotary Aqua Theatre

Prepared by & Key Contact: Jacqueline Soczka, Manager of Culture Approved by: Ray Merkley, Director of Parks, Recreation and Culture

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Schedule "A"

Dr. Seymour Conservatory

A DEDICATION TO THE PEOPLE OF ORILLIA

Greenhouse operations have been part of Couchiching Beach Park since 1907 with the original greenhouse located on the north side of Jarvis Street between the original number two pumping station and the site on which the Club Pavilion later stood. The Dr. Seymour Conservatory replaced this building in 1985 through a donation to the City of Orillia by Dr. W. Melville Seymour, D.D.S. and Mrs. Leona Seymour. The doctor requested that the greenhouse be inscribed and dedicated to the people of Orillia and surrounding area. In the beginning, the greenhouse was open to the public from 8:00 a.m. to 3:30 p.m. and included an indoor floral exhibit area with a fountain stocked with gold fish. In recent years, the facility has become a working greenhouse that is one of two in the City that supports the municipality’s yearly plant production for all of its gardens and hanging baskets.

Not far from the greenhouse is the Begg Memorial Fountain, presented to the City by Ralph E. Begg of New York City in 1935 as a memorial to his mother and a gracious tribute to all mothers. The sculpture, surrounded by a range of various fountain heads and cascading water bowl, was designed and sculpted by Allan Cameron. The fountain has not been in operation for the last 40 years.

-Restore the greenhouse to its original grandeur as a public conservancy. Purpose -Make improvements to the building that will enhance current municipal operations -Create a major focal point within the park and the City for community gatherings of all sizes.

Key renovations, -Interactive discovery centre and teaching garden. restorations, -Indoor/outdoor garden features including restoration of the Begg Memorial Fountain. transformations or -Storage and office space for municipal greenhouse staff. commissions

-At thirty years old, the greenhouse has surpassed its useful lifespan. -The 2014 Parks, Recreation, Culture Master Plan rated the overall building as poor. -The poor state of the facility e.g. building shift, glass breakage, poor ventilation, climate controls and inadequate space, is a constant challenge for the yearly plant production. Project-readiness -The transformation of the greenhouse into an interactive and interpretive centre was identified during the City’s 2010 EDA Centennial & Couchiching Beach Park Master Plan consultation. -The Begg Memorial Fountain is considered a confined space. Upgrades to the water system will improve the safety and reduce the manpower required to repair/maintain the fountain.

Challenges Tight timelines may require “soft-opening” in 2017

Project cost $1,000,000 (estimated)

-$500,000 in matching funds have already been included in the City’s 5-year Capital Plan from Park Development Reserves. Therefore there would be no impact to the tax levy. Financial impact -The Rotary Club of Orillia has expressed an interest in partnering with the City of Orillia to restore the Begg Memorial Fountain.

Page 46 of 129 Schedule "B" Orillia City Centre (Tudhope Building) A TE A TESTAMENT TO ORILLIA’S INDUSTRIAL HERITAGE

The Tudhope Building has a long-standing history of industrial operations dating back to the beginning of the 20th century. Built in 1909 to replace the original building destroyed by fire on August 22nd of the same year, it was home to the Tudhope Carriage factory, the largest of its kind in Canada. However, as the popularity of the automobile started to encroach on the carriage market, the factory incorporated motor vehicles into its assembly, such as the Everitt 30 and Tudhope-McIntyre. During the war, the building was converted once again to supply materials for the war effort and never completely returned to automobile production.

In July of 1997, the City of Orillia established its municipal offices in the western half of the refurbished downtown factory, which was then designated as a property of cultural heritage value in 2001 under the Ontario Heritage Act. During this process of preservation and renovation, the Council Chamber was added along with seating for 135. In the main foyer stands a piece of Orillia’s industrial heritage, a Tudhope car, and a large plaque which lists all of the recipients of the Order of Orillia Award. Outside of Council Chamber is a full gallery of photos of the members of the Orillia Hall of Fame.

-Create a public space to prominently feature the City’s industrial heritage and notorieties. Purpose -Improve accessibility and public safety. -Repair and restore the building’s architectural features identified as part of its designation.

Key renovations, -Restore the brick façade on the west elevation of the building. restorations, -Redesign and renovate to exterior entrance. transformations or -Redesign the Orillia Hall of Fame. commissions -Transform the vacant areas on the first floor into exhibit space.

-Over 100 years old, maintenance and restoration of the brick façade has been ongoing and costly. To have the western façade (main entrance area) totally restored would add to the longevity of the building. -The front entrance area has been identified by the Chief Building Official as non-compliant with Project-readiness the Accessibility of Ontarians with Disabilities Act. Also, the current layout of visitor parking creates potential safety issues to the public. -Several local user groups have expressed a need to have permanent facilities to display their artifacts, pictures, etc., the Orillia Heritage Centre has a vast collection of items manufactured in Orillia. Currently, there is no permanent exhibit space for these artifacts. While the City’s 5-year capital plan identifies $25,000 per year for brick restoration, there are no Challenges funds set aside to address the exterior re-design/accessibility issue, or the interior renovation to accommodate the civic groups and committees. Project cost $500,000

Identified under future funding within the City’s 5-year capital plan, Council would Financial impact need to include the project in its 2016 capital budget, which would require an adjustment in priorities or a one-time increase.

Page 47 of 129 Schedule "C"

Orillia Opera House

A SOURCE OF COMMUNITY PRIDE FOR 120 YEARS

Built in 1895 based on plans prepared by the Toronto architectural firm of Gordon and Halliwell, the grand castle-like building housed the Council Chamber, auditorium, City Hall offices, market stalls and eventually the town lock-up. Unfortunately, fire broke out on July 6, 1915, and destroyed most of the building; only the heavy masonry walls, basement and main floor structure remained. In the two-year rebuilding following the fire, much was changed in the design of the structure. The Council Chamber was relocated, a new lobby and staircase were added to the ground floor and the roof and second floor balcony were changed. In 1958, a new entrance was constructed. Many attempts to restore the front of the building to its original beauty have failed.

Today, the Opera House is a premier performance venue attracting the best in local, national and international talent to its stages. It is a cultural hub managed by the City’s Department of Parks, Recreation and Culture and stands as a testament to the City’s diverse history. The building was designated in 1978 under the Ontario Heritage Act.

- Restore the main theatre (Gordon Lightfoot Auditorium) to its historical beauty and grandeur. - Repair and maintain the building’s architectual features identified as part of its designation. Purpose - Make improvements to the theatre that will ensure it remains competitive and relevant in an ever changing, fast-paced entertainment environment.

-Many projects identified in the Conservation Plan, specific projects will be identified to Key renovations, maximize any grant opportunities that become available. restorations, -Projects include: repair plaster ceiling, walls and detail such as in the proscenium arch and transformations or cornice embellishments, remove and replace the flooring throughout the audience chamber of commissions the Gordon Lightfoot Auditorium, refurbish or replace theatre seating in the audience chamber, replace current fixtures with circa 1910-1915 fixtures and energy efficient lighting.

- In 2013, the City of Orillia commissioned a Conservation Plan for the Opera House. Project-readiness - The plan makes a business case for the restoration /renovation strategy of specific spaces -The work described herein is identified as 2-5 year priorities.

Staff plan to apply for funding through the Canada Cultural Spaces Fund. If successful, this Challenges project would no longer qualify for Legacy Funding.

Project cost $1,000,000

Matching funds can come from expenditures already forecasted in the City’s 5-year capital plan Financial impact ($2.3M)

Page 48 of 129 Schedule "D"

Rotary Aqua Theatre

DELIGHTING AUDIENCES FOR NEARLY 60 YEARS

The historic Rotary Aqua Theatre was built in 1958 and has been home to many concerts in Couchiching Beach Park. During the summer months, Sunday Evening Band Concerts take place weekly, showcasing bands from across the province much to the delight of local crowds. It is a favoured venue given its superb acoustics and stunning scenery.

Situated on the shore of Lake Couchiching, the theatre faces westward toward the park. The slopping hillside next to the theatre makes an excellent natural amphitheater to watch and listen to the various musical performances. Structurally, it is the wavy contours on its rooftop that help to carry the vibes to the crowd above. It has a storage room for program equipment, power and is accessible from the trail.

The theatre was originally built to replace the aging bandshell, and continues to serve the community 55 years later as a backdrop for festivals and events, family reunions, the Sunday Evening Band Concert Series, and new initiatives like Movies in the Park.

-Improve the building’s functionality to expand its use. Purpose -Improve seating and accessibility. -Restore the structural integrity of the building.

Key renovations, -Undertake a full retrofit of the support infrastructure, roof and walls. restorations, -Upgrade the electrical service and fixtures to high efficiency units. transformations or -Redesign the amphitheater to accommodate larger audiences and improve accessibility. commissions

-The Aqua Theatre has undergone two structural and building condition audits by engineering firms to assess the present condition and required upgrades. -The City possesses tender-ready drawings for the retrofit Project-readiness -The project could be completed in 2016, alleviating any uncertainty around the project’s readiness for a 2017 unveiling. -With the City celebrating 150th of incorporation and confederation, the fact that it is used during the Canada Day celebrations adds to its suitability.

Challenges None

Project cost $500,000

Financial impact The planned retrofit has been included in the 5-year capital replacement plan for 2016.

Page 49 of 129 Page 50 of 129 CITY OF ORILLIA

TO: Council Committee – May 4, 2015 FROM: Parks, Recreation and Culture Department DATE: April 28, 2015 REPORT NO: PRCR 10-2015 SUBJECT: 150th Anniversary Celebration

Recommended Motion

THAT Council receive this report as information.

Purpose

In response to Council direction from budget, staff have prepared reports PRCR 09-2015 and PRCR 10-2015 to inform Council of activities being planned to celebrate Orillia’s 150th anniversary since incorporation and to present capital project options to be considered for the Legacy Fund application through Canadian Heritage’s Building Communities Through Arts and Heritage Program.

This report deals specifically with alternative legacy building projects and celebratory activities.

In addition to the Legacy Fund for infrastructure projects, funding is available through Canadian Heritage for the sesquicentennial celebrations. This report outlines staff progress in planning this year-long celebration.

If the City is not successful in its application to the Legacy Fund, as laid out in report PRCR 09-2015, Council could choose to proceed with an alternative option to commemorate Orillia’s and Canada’s sesquicentennial. Staff have presented four options for Council consideration.

Background and Key Facts

• In 2017, Orillia will celebrate its 150th anniversary since incorporation alongside Canada’s 150th anniversary since confederation. • At a special meeting held on February 13, 2015, Council adopted the following recommendation:

THAT, further to the report dated January 30, 2015 from the Treasury Department, Council approve the Capital Project in Schedule C-01 (2015 Capital Program - Page 72) regarding Dr. Seymour Conservatory Design, in the amount of $95,000;

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AND THAT prior to the project commencing, staff be directed to prepare a report on events contemplated to celebrate Canada’s 150th Anniversary Celebration in 2017 and the potential projects that could be considered for the Federal Grant funding through Canadian Heritage.

Celebration Plans

• In addition to the Legacy Fund projects outlined in report PRCR 09-2015, City staff have begun working on plans to build civic pride through public engagement and celebration of 150 years in Orillia’s history from 1867 to 2017. • A small staff compliment has been struck to: o Coordinate branding, marketing and communication initiatives. o Work with stakeholders on the coordination of commemoration activities. o Research and develop a plan to secure funding for the celebration. o Ensure events and infrastructure reflects the City’s arts, culture and heritage. o Conduct public consultation to help the City mark this important milestone in our City’s and country’s history. • The intent will be to celebrate our City’s heritage throughout the year, beginning January 1, 2017, with a Mayor’s Levy and ending December 31, 2017, with a New Year’s Eve celebration. • As 2017 marks the 150th anniversary since incorporation and confederation, staff are also working on plans to unveil a legacy project alongside July 1st Canada Day celebrations. See report PRCR 09-2015 for those projects that are Legacy Fund eligible. • Similar to the Legacy Fund offered through Canadian Heritage’s Building Communities Through Arts and Heritage Program, communities celebrating an anniversary of 100 years or greater, in increments of 25 years, of a local historical event can apply to the Community Anniversaries component to help fund celebration activities. Successful applicants can receive up to 100 percent of eligible expenses to a maximum of $200,000. • Staff will be working with festival and event organizers to help incorporate activities for the 150th anniversary into their events i.e. Mariposa Folk Festival. • Other important milestones in 2017 that can be celebrated include: 175th Anniversary of the Famers’ Market. o th o 100 Anniversary of the reopening of the Opera House. 40th Anniversary of the Scottish Festival. o th o 25 Anniversary of the Designation of the Stephen Leacock Home as a National Historic Site. th o 100 Anniversary of the GTR/CNR Train Station.

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Legacy Project Options

• Report PRCR 09-2015 identified projects that were eligible for legacy funding. • If the City is not successful in its application to the Legacy Fund, this report provides options that identify existing projects that could be enhanced or branded for celebration purposes.

Options & Analysis

Celebration Plans

As staff move forward with exciting plans for a year-long celebration commemorating both Canada and Orillia’s 150th, staff will continue to keep Council informed. Particular attention will be given to maximizing funding opportunities that are available. Staff will work with the public and our Liaison Councilors to help mark this important milestone.

Legacy Project Options

The City of Orillia has a history of celebrating Orilla and Canada’s key milestones with some significant and City-changing projects. For example, the City celebrated the Centennial by developing Centennial Park, and celebrated the millennium by paving a trail that runs from one end of the City to the other (Millennium Trail). These projects are true legacies that continue to enhance the quality of life for Orillians.

Similarly, staff are proposing Council consider a large-scale legacy project for the City’s 150th anniversary. As discussed in report PRCR 09-2015, there are a number of worthy projects already in the planning and design stages that the municipality is in a unique position to capitalize on. However, Council is not limited to those in the report as they were identified for their potential to meet the Legacy Fund’s stringent requirements. Below are several options for Council’s consideration that build on the idea of leaving a large-scale reminder of the City’s sesquicentennial.

OPTION 1 - THE PORT OF ORILLIA The redevelopment of the Port will be a focal point within a major park system that provides a central connection between the waterfront and downtown core. It could be a major hub that not only accepts and guides boaters, but acts as a central location for park usage. In addition to the replacement of the building, to make this a legacy project, design enhancements for the Port could include: refrigerated skate trail, festival command centre, new picnic area, and improved park services (i.e. electrical outlets and water hook-ups).

OPTION 2 - THE RECREATION FACILITY This project will be the largest capital project ever undertaken by the City of Orilla and regardless of design enhancements will leave a lasting legacy for the City of Orillia. This project could be identified as a sesquicentennial legacy project through enhancements to

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the design and/or branding (i.e. naming of the facility). Although this project will not be completed by 2017 it could be at least shovel-ready or under construction.

OPTION 3 – ATHERLEY NARROWS BRIDGE In itself this project is a legacy builder. The fact that three municipalities have partnered to build a bridge, celebrate Aboriginal heritage and promote active lifestyles speaks volumes. This bridge will not only connect two municipalities, but also is one of the last outstanding key links in the Trans-Canada Trail. Timing for this project is uncertain due to required regulatory approvals.

OPTION 4 – LEGACY FUND PROJECTS Council could choose one of the projects recommended in report PRCR 09-2015 as its legacy project regardless of whether the City is successful in its grant application. These include the Orillia Opera House, Rotary Aqua Theatre, Orillia City Centre, and the Dr. Seymour Conservancy.

If staff are directed to move forward with the design plan and funding application for the restoration of the Dr. Seymour Conservancy from report PRCR 09-2015, the Port of Orillia project would be most favourable. The two projects will expand the park’s usage throughout the year, making Orillia’s waterfront a world-class, four-season attraction. The redevelopment of the waterfront is supported within the recommendations of the 2014 Parks, Recreation, Culture Master Plan and the 2010 EDA Centennial & Couchiching Beach Park Master Plan. This project could be completed within the timeframe for a 2017 opening.

Financial Impact

Although each of the suggested projects are highlighted in the Major Capital Facilities Plan, any legacy enhancements would likely be above forecasted budgets and will require Council approvals.

Though funding is available for celebration activities, it cannot be guaranteed. Therefore, staff will be bringing forth a recommendation as part of the 2016 Budget process.

Comments from Departments/Agencies

Comments were neither solicited nor obtained from City Departments/Agencies.

Comments from Committees

Comments were neither solicited nor obtained from City Committees.

Communications

Comments were neither solicited nor obtained from the Manager of Communications.

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Link to Strategic Plan

This report supports the following goals identified in Council’s Strategic Plan.

Healthy Communities: • Investing in Arts, Culture and Recreation • Making strategic investment in infrastructure

Environmental Stewardship: • Being a cleaner, greener City

Conclusion

In the past, the City has commemorated significant anniversaries with some large-scale projects that still resonate today. Council is in a unique position to mark the 150th anniversary of both Canada and Orillia through some large-scale projects and celebrations. The year-long festivities will be an opportunity to engage the public in exploring their history and establishing a legacy for future generations.

Each of the legacy projects that are presented within the report are within the City’s Major Capital Facilities Plan. Through small enhancements and/or branding opportunities the City can once again create a lasting legacy that will be enjoyed for many years to come.

Prepared by & Key Contact: Jacqueline Soczka, Manager of Culture Approved by: Ray Merkley, Director of Parks, Recreation and Culture

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Page 56 of 129 City of Orillia OfficeOf?ce of the City Clerk MemoMemo

To: Lori Bolton, Director of Human Resources IIanan Sugden, Director of Development Services Dan Landry, Manager of Economic Development Laura Thompson, Manager of Communications Copy to: Downtown Orillia Management Board

' H 5’ Clerk's, DepartmentiV':=: ‘I’? (Referrals), _l From: Janet Nyhof, Deputy Clerk tf\Q?“ · Date: March 110,0, 2015

Re: Branding and Wayfinding Project

The following are copies of the recommendations that were adopted by Council, at the meeting held on March 9, 2015:

11. . "THAT,“THAT, further to the report dated January 26, 2015 from the Branding aandnd WayfindingWay?nding ProjProjectect TeamTeam,, sstafftaff be directed to prepprepareare a report on the process and estimated costs of developing the Strategic Plan;

AND THAT the Branding and WayfindingWay?nding Project be deferrdeferreded pending the outcome of the Strategic Planning processprocess; ;

AND THAT staff be directed to prepare a report in consultation with the Downtown Orillia Management BoBoardard on opportunities for interim wayfindingway?nding to the downtown, including costs, scale and grant options such as Regional Tourism Organization 7 (RT07)."(RT07)/’

2. ""THATTHAT the report dated February 23, 2015 from the Branding and Wayfinding ProjeProjectct Team regarding survey results of brand frameworks, be recreceivedeived as information."information.”

Please prepare these reports for an upcoming Council Committee memeeting.eting.

JN:nb

H:\COH.\COUNSERV\TDMRMSUNSER'IITOMRMS DDlRECTORY\CIRECTORY\C -A CouncilCounul,, Boards aandnd ByBy4aws\C00~aws\COO -— Council, BoardBoardss and By~aws\COOBy4awslCO0 Counci~Cooespoodence\2015\150309C0undl\C0rrespondence\2(]15\15(]309Page 57 of 129 C\cc5-Clocfrit11 12 branding.docxbrandlngdocx FilF-‘lie.e: M0MO9~BRA9-BRA Page 58 of 129 CITY OF ORILLIA

TO: Council Committee – May 4, 2015 FROM: The Branding & Wayfinding Project Team DATE: April 27, 2015 SUBJECT: Interim Wayfinding Signage Options

Recommended Motion

That Council authorize the allocation of $1,850 plus HST, from the Wayfinding Signage capital budget, to the Downtown Orillia Management Board to implement Tourism Oriented Directional Signs (TODS) directing visitors to the downtown core on both sides of Highway 11 at the Highway 12 bypass exit.

Purpose

On February 9, 2015, Council passed a resolution deferring the Branding & Wayfinding Project until a Council Strategic Plan is in place. Additionally, Council directed staff to prepare a report in consultation with the Downtown Orillia Management Board on opportunities for interim wayfinding signage to the downtown, which included costs, scale and g rant options such as potential Regional Tourism Organization 7 ( RTO7) funding.

The purpose of this report is to review available opportunities for interim signage.

Background & Key Facts

• The need for a comprehensive wayfinding strategy was identified through several recent plans and studies including the Downtown Tomorrow Plan. • Wayfinding signage to the downtown is currently delivered through various signage systems including Tourism Oriented Directional Signage (TODS), “Follow the Sun” signage, billboards and business specific signs and billboards. • TODS Signage is a comprehensive system of signs facilitated through the Ministry of Tourism, Culture and Sport which allows qualifying tourism operators to place blue and white signs along Provincial roadways. • The comprehensive wayfinding strategy will identify areas of visitor interest using information compiled through public input, background reports and surveys along with recommended visitor routes and signage locations to optimize signage throughout the City. • When the Branding & Wayfinding Project was suspended, staff were subsequently directed to explore interim signage options directing visitors to the downtown core in collaboration with the Downtown Orillia Management Board (DOMB). • Due to the meeting schedule of the DOMB, and additional research required once we received comments from the Board, it was not possible to bring this report forward until the May 4 Council Committee meeting.

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• Comments from the DOMB indicated that TODS signage was requested. • As soon as comments were received, staff contacted TODS to determine if signage was available at the requested locations. At that time, staff were advised that signage was available at all requested locations, but that implementation would take between three to five months once the required TODS agreements were in place, which was expected to take two to three weeks from a Council decision. • Based on information provided by TODS, it was estimated that the best-case scenario for signage implementation was between August and October.

Options & Analysis

Option 1 (recommended option) – That Council authorize the allocation of $1,850 plus HST, from the Wayfinding Signage budget, to the Downtown Orillia Management Board to implement Tourism Oriented Directional Signs (TODS) directing visitors to the downtown core on both sides of Highway 11 at the Highway 12 bypass exit.

The DOMB has requested that Council consider the implementation of TODS Signage at two locations along Highway 11, including northbound and southbound exits at Memorial Avenue and the Highway 12 bypass (see Schedule “A”).

Staff recommends that Council approve the pursuit of TODS signage on the northbound and southbound lanes of Highway 11 at the Highway 12 bypass only (see Schedule “B”).

This location would work in concert with existing signage, specifically in regards to a temporary directional billboard located on Highway 12 between Memorial Avenue and West Street South, which directs travelers to turn north (left) on West Street to the downtown core.

This allows tourism partners to focus directional signage efforts on an existing travelling route as opposed to creating new routes, which may require additional signage.

Staff have determined that signage is available at this location. TODS signage is leased on a three-year contract basis, and the contract would include a sign on the highway as well as a second sign on the exit ramp prior to the first intersection. This would apply to both the northbound and southbound ramps for a total of four signs at this interchange.

In 2013, the DOMB entered into an agreement for two TODS signs along Highway 11 at West Street facing both northbound and southbound traffic. As such, it is recommended that if funding is approved, the DOMB manage the TODS application process, as they are very familiar with the TODS application, contract and reporting requirements and it’s anticipated this will expediate the agreement process.

Option 2 - That Council approve funding for the Downtown Orillia Management Board to implement Tourism Oriented Directional Signs (TODS) directing visitors to the downtown core on both sides of Highway 11 at the Highway 12 bypass and on the northbound Memorial Avenue exit.

The comprehensive wayfinding strategy is expected to identify key travelling routes, on which tourism partners and t he City should focus signage (and potentially beautification)

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efforts. The purpose of this is to ensure wayfinding is consistent and intuitive for travelers and to use resources efficiently.

The comprehensive wayfinding strategy ensures that visitors are guided off the highway, through City streets, and to their final destination using a well-marked path of signage.

Staff recently assessed the current signage route from the Memorial Avenue exit to the downtown core, and determined that the existing signed path leading from the Memorial Avenue exit is neither as strong, nor as intuitive, as other entrances to the City, and may require additional interim signage between the highway and downtown core. For this reason, staff do not recommend pursuing TODS signage at this exit as an interim measure.

Option 3 – That this report be received as information, and that the DOMB request for TODS signage be considered within the scope of the Branding & Wayfinding Project

Currently, several interim wayfinding signage options have been implemented as temporary measures until such time as a comprehensive wayfinding strategy is complete;

• A series of “Follow the Sun” signs direct visitors to the downtown core from a number of points throughout the City. Signage was recently replaced and expanded upon following a report to Council Committee in February 2013 (see figure 1). • In 2013, the DOMB entered into an agreement for two TODS signs along Highway 11 at West Street facing both northbound and southbound traffic. TODS signage also exists at Laclie Street (see figure 2). • In addition to the above measures, the Economic Development Office collaborated with the DOMB on a temporary billboard along the Highway 12 by -pass between West Street and Memorial Avenue, as this was identified as a gap within the existing signage system. This temporary billboard was implemented in late 2013 and directs visitors to turn north (left) on West Street South to the downtown core (Figure 3).

Should Council find these interim signage measures to be sufficient, Council may choose to receive this report as information. In this case staff would ensure that the DOMB request for TODS signage is considered within the scope of the Branding & Wayfinding Project.

Figure 1: “Follow the Sun” Figure 2: TODS Signage on Figure 3:Temporary Sign on Memorial Avenue. Hwy 11 at West Street Exit Billboard on Hwy 12 between Memorial Ave. & West St.

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Financial Impact

Should Council choose Option 1, northbound and southbound signage on Highway 11 at the Highway 12 bypass exit would be pursued by the DOMB. An annual fee of $300 would be applicable per sign, per direction, per year, in addition to a one-time application fee of $50. Contracts are signed on a three-year basis resulting in a total cost of approximately $1,850 (excluding HST).

Should Council choose Option 2, northbound and southbound signage on Highway 11 at both the Highway 12 bypass and northbound signage at the Memorial Avenue exit would be pursued by the DOMB, resulting in a cost of approximately $2,750.

The DOMB has advised that they are unable to provide a financial contribution for potential signage. Therefore, if option 1 or 2 w ere pursued, signage would be funded through the wayfinding project capital budget, which has an approved budget of $50,000 for 2015.

Based on Council’s resolution, the recommended TODS signs are proposed as an interim measure to address wayfinding needs of the Downtown while the broader municipal wayfinding project is completed. If desired, the continued maintenance of the proposed TODS signs after the initial three-year contract is completed would require additional funding.

Should Council choose to receive the report as information, there would be no financial impact.

Grant Opportunities

City staff investigated the potential of grants available to assist in covering the cost of TODS signage directing visitors to the downtown core. There do not appear to be any programs at the local, provincial or federal level that can be accessed currently for this purpose.

While Regional Tourism Organization (RTO7) funding is available for directional wayfinding initiatives, it is not applicable to the purchase of TODS signage.

The Barrie office of the Ministry of Tourism, Culture and Sport confirmed that there are no provincial programs to fund TODS signage.

The Orillia Area Community Development Corporation (CDC), which administers the Community Capacity Building Fund, suggested an application could be submitted for funding through that program. However, funding applications will not be accepted until the fall of 2015.

Comments from Downtown Orillia Management Board (DOMB)

The DOMB provided the following comments:

“The board requests additional Tourism Oriented Directional Signs (TODs) signs be installed at the south end of the City of Orillia directing traffic off of Highway 11 to Downtown Orillia. Installing TODs signage at the Memorial Avenue Exit and/or at the Highway 11/12 bypass

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will complement the current interim signage the DMB has installed over the past few years to address wayfinding in the City. Both these exits will direct traffic off of the highway and past the Highway 12 billboard sign, installed by the EDC and leased annually by the DMB, directing traffic up West Street South into the core.”

Full comments are attached as “Schedule ‘A’” to this report.

Communications

The Manager of Communications is a m ember of the Branding & Wayfinding Team, and comments related to communications are incorporated within the report.

Link to Strategic Plan

The recommended option would support the following strategic initiatives: • Supporting business

Conclusion

The DOMB has requested TODS signage along Highway 11 as an interim measure until such time as a c omprehensive wayfinding strategy is complete. Staff recommends that TODS signage be pursued along both the northbound and southbound lanes of Highway 11 at the Highway 12 by pass exit as this interim signage would be complement existing signage on the Highway 12 bypass directing visitors to the downtown core.

Schedules

 Schedule “A” – Comments from the Downtown Orillia Management Board  Schedule “B” – Map of current and recommended TODS signage  Schedule “C” – TODS Signage Specifications  Schedule “D” – Recommended TODS Signage Locations

Prepared by & Key Contact: Laura Thompson, Manager of Communications Lori Bolton, Director of Human Resources Ian Sugden, Director of Development Services Dan Landry, Manager of Economic Development

Approved by: Gayle Jackson, CAO/Clerk

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SCHEDULE “A” – Comments from the Downtown Orillia Management Board

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SCHEDULE “B” – Map of current and recommended TODS signage

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SCHEDULE “C” –TODS Signage Specifications

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SCHEDULE “D” – Recommended TODS Signage Locations

Highway 12 By-pass Exit – (North bound highway signage shown below)

Highway 12 By-pass Exit – (South bound highway signage shown below)

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Page 68 of 129

CITY OF ORILLIA

TO: Council Committee – May 4, 2015 FROM: Public Works Department DATE: April 28, 2015 REPORT NO: PW-15-016 SUBJECT: Active Transportation Plan – Matchedash Street North from Coldwater Street to North Street

Recommended Motion

THAT Matchedash Street North be signed as a bicycle route from Coldwater Street to North Street;

THAT North Street be signed as a bicycle route from Matchedash Street North to the Millennium/Lightfoot Trails;

THAT “sharrow” pavement markings be installed on Matchedash Street North from Coldwater Street to North Street;

THAT the proposed work be funded from the 2015 Active Transportation Connections capital budget.

Purpose

The purpose of this report is to provide Council with options regarding the accommodation of a bicycle route on this section of Matchedash Street.

Background and Key Facts

In order to implement a portion of the Active Transportation Plan, a notice was sent to residents and businesses on Matchedash Street North from Coldwater Street to North Street informing them of the City’s intent to install painted bicycle lanes on that section of Matchedash Street North. In response to the notice, numerous property owners have voiced concerns regarding the proposed bicycle lanes. Property owners are concerned about the loss of parking and are questioning the need for designated bicycle lanes on a local residential road.

• In 2012, the City completed its Active Transportation Plan. The intent of the Plan is to implement a City-wide visible and connected active transportation and recreation network of on and off-road facilities designed with safety and connectivity in mind. • The Active Transportation Plan contains recommendations for installing dedicated bicycle lanes on some roads and simply signing others as bicycle routes. Dedicated bicycle lanes require removal of on-street parking, line painting for bicycle lanes and signing to indicate the presence of bicycle lanes.

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Signed bicycle routes are to guide cyclists by signage and do not allocate a designated space on a roadway for cyclists. • A 2015 Capital Budget of $18,000 was approved for Active Transportation Connections. That budget includes $10,000 for the installation of bicycle lanes on Matchedash Street North from Coldwater Street to North Street. • Matchedash Street North from Coldwater Street to North Street is an 8 metre wide local road with a speed limit of 50 kph and an Average Annual Daily Traffic count ranging from 1,700 vehicles per day near Coldwater Street to 900 per day near North Street. • The proposed bicycle lanes on Matchedash Street North would be located on both sides of the road and would be 1.5 metres wide. • Parking is allowed on one side of Matchedash Street North for most of the street from Coldwater Street to North Street. Existing parking conditions are detailed in the attached Schedule “A”. • Installation of bicycle lanes on Matchedash Street North requires the elimination of parking on both sides of the road from Coldwater Street to North Street. This includes the elimination of six metered parking spaces on the west side of Matchedash Street North between Coldwater Street and Neywash Street. • A notice was sent to property owners on Matchedash Street North along the proposed bicycle lane route informing them of the pending installation of bicycle lanes and removal of parking. • In response to the notice, staff received numerous emails and phone calls objecting to the installation of bicycle lanes. Concerns regarding the project were also expressed to some Councillors. Most were concerned with the removal of parking and questioned the need for bicycle lanes on this section of Matchedash Street North. • The Route Network and Facility Types map contained in the Active Transportation Plan designates Matchedash Street North from Coldwater Street to North Street as a route with proposed bicycle lanes. The map also designates bicycle lanes on North Street from Matchedash Street to Laclie Street. This map is attached as Schedule “B”. • Section 4.5 Hierarchy of Routes of the Plan provides the following written description of the proposed bicycle routes in the Matchedash Street-Laclie Street corridor: “The Matchedash-Laclie corridor serves as the proposed primary north- south route for Active Transportation between West Street (the City’s major north-south artery) and the waterfront. This corridor is comprised of a proposed bicycle lane on Laclie Street and a proposed signed route on Matchedash.” • Section 5.4.3 On-Road Routes of the Plan notes the following regarding signed bicycle routes: “Signed routes are typically found along roads where traffic volumes and vehicle speeds are low. Typical on quieter residential streets (low volume and low speed), core urban areas (higher volume and moderate speed), and lower order rural roads (low volume and moderate speed), cyclists can share the road with motor vehicles and there is no need to create a designated space for cyclists.”

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Options & Analysis

Option One:

THAT Matchedash Street North be signed as a bicycle route from Coldwater Street to North Street;

THAT North Street be signed as a bicycle route from Matchedash Street North to the Millennium/Lightfoot Trails;

THAT “sharrow” pavement markings be installed on Matchedash Street North from Coldwater Street to North Street. This option is recommended for the following reasons:

• The source of the discrepancy in the Active Transportation Plan designating Matchedash Street North as a bicycle lane route on the route map and as a signed bicycle route in the text description is unknown. Since the text version is apparent to readers, it may be that that a revision of the route map was overlooked during the review process and that the intent of the Active Transportation Plan was to create a signed bicycle route on Matchedash Street North;

• The route map designates North Street from West Street to the Millennium/Lightfoot Trails near Bay Street as a signed route, other than the section between Matchedash Street and Laclie Street. Signing the segment from Matchedash Street to Laclie Street would provide consistency along North Street.

• Designation of Matchedash Street as a signed bicycle route with sharrow pavement markings will allow parking to remain. Signage and sharrow pavement markings are shown as follows:

IROUTE

• Two sharrow markings (one in each direction) per block of Matchedash Street will be installed;

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• The cost savings from the elimination of painted bicycle lanes on Matchedash Street North can be used to further install bicycle route signage on North Street from Matchedash Street North to Laclie Street and continuing beyond Laclie Street to the Millennium/Lightfoot Trails. This will provide a bicycle route connection from Coldwater Street to the Millennium/Lightfoot Trails at North Street. This proposed routing is detailed in the attached Schedule “C”.

Option Two: THAT bicycle lanes be installed on Matchedash Street North from Coldwater Street to North Street.

This option is not recommended for the following reasons:

• The elimination of parking on Matchedash Street North to create bicycle lanes will create issues for residents who park on the street; • Matchedash Street North is a sufficient width to provide cyclists with a comfortable environment without the need to create a designated space for cyclists.

Financial Impact

The 2015 Active Transportation Connections capital budget allocated $10,000 of the total $18,000 budget to install bicycle lanes and associated signs on Matchedash Street North from Coldwater Street to North Street.

Option 1: The cost of installing sharrow pavement markings and bike route signs on Matchedash Street North is estimated to be $5,500 and $2,500 respectively for a total of $8,000. The remaining $2,000 in the capital budget would be used to install bike route signing on North Street from Matchedash Street North to the Millennium/Lightfoot Trails near Bay Street.

Option 2: This option will have no financial impact on the existing capital budget of $10,000. Removal of the six metered parking spaces would however result in an estimated annual revenue loss of $6,000.

Comments from Departments/Agencies

The Development Services Department supports Option 1 of this report and provides the following comments:

“The Active Transportation Plan clearly anticipated that modifications to its recommendations would be required as the City began the implementation process. As noted “the AT Plan is not intended to be a static document. The timing and details related to implementation… will evolve through community consultation and technical review during implementation.””

Comments from Committees A draft of this report was presented to the Active Transportation and Trails Advisory Committee at its meeting held on April 15, 2015. In response, the Committee adopted the following recommendation:

PW-15-016 May4 Active Transportation Plan – Matchedash St N from Coldwater St to North St – T08 Page 72 of 129

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“THAT, as recommended in the draft report PW-15-016 titled "Active Transportation Plan - Matchedash Street North from Coldwater Street to North Street", the Active Transportation and Trails Advisory Committee recommends that Council consider Option One at this time because there is an alternate route nearby as provided by the trail from Couchiching Beach Park heading north;

AND THAT, where possible, sharrows be incorporated with signage;

AND THAT staff be requested to investigate methods of signage, road markings and current best practices/industry standards.”

Communications

Should Council approve Option 1, property owners will be sent a notice informing them that Matchedash Street North from Coldwater Street to North Street will be signed as a bicycle route, with sharrow pavement markings, and that existing parking will remain as designated bike lanes will not be installed.

Additionally, should Option 1 be approved, the Manager of Communications recommends that external communications such as a news release and social media postings be implemented educating the community on how “sharrows” apply to vehicles and cyclists.

Link to Strategic Plan

The recommendation included in this report is specifically related to the Healthy Communities goals identified in the 2010-2014 Strategic Plan.

Conclusion

The City’s Active Transportation Plan contains conflicting information on the recommended type of bicycle routing on Matchedash Street North from Coldwater Street to North Street. Creation of designated bicycle lanes requires removal of on-street parking that creates an issue for property owners.

It is recommended that Matchedash Street North be signed as a bicycle route with sharrow pavement markings. It is further recommended that the cost savings realized through the elimination of dedicated bicycle lanes on Matchedash Street be used to fund the signing of a bicycle route on North Street from Matchedash Street North to the Millennium/Lightfoot Trails.

Schedules  Schedule “A” – Existing Parking

 Schedule “B” – Active Transportation Plan Figure 4-6 – Draft of Route Network

 Schedule “C” – Proposed Active Transportation Routes

Prepared by and Key Contact: Jack Green, Manager of Transportation Approved by: George Bowa, Director of Public Works

PW-15-016 May4 Active Transportation Plan – Matchedash St N from Coldwater St to North St – T08 Page 73 of 129

t as 99 E 126 N t 110 e 299 97 tre 95 S 320 rth o 295 141 316N 137 Existing "No Parking 106 319 280 L 133 317 6:30 am to 6:30 pm a 270 c 315 (Mon - Sat)" Restriction l 104 ie 279 268 301 102 S 98 273 t 264 tr 297 94 ee 269 e 90 tr e 13 86 S 265 262 t 295 ar 105 130 d 261 252 e 101 293 C 89 97 257 WE 291 122 280 91 251 270 66 114 268 112 110 279 st 2 271 262 Ea 106t 269 e 153 258 104re 154 t 239 105 168 151 100 S 101 111 185 250 96d 235 107 86 an 97 181 149 r92l 93 166 o 109 227 179 128S 82 B 103 87 105 167 126 99 122 143 223 165 M 95 219 135 194 1 215 120 145 50 234 a 131 91 t t 2 110 s 129 255 232 c 190 a 143 h 112 t E 160 248 237 230 100 e 141 228 e re 233 d 180 96 St 152 139 70 224 t 159 246 a 106 n 137 68 a L 146 244 220 s 104 r 153a 62 84 B 133 225 h 92 98 109 c 60 147l 13 96 ie 138 56 71 S 107 219 143 49 67 82 10 S t t 80 101 103 13 63 e 101 99 tr 240 e M 139e 126 tr 97 S 80 e135 122 55 57 93 a t lie 76 49 w 72 87 t 222 o 68 c136 235 F N 120 62 200 h 220 155 134 106 110 218 t o e 102 t e 194 S 11 58 e r d 100 tr 153 132 th 223 216 54 S th a se s 199 65 50 vi 190 s m 115 214 r 145 h 92 cu 219 Ja e 115 65 88 T 44 180 133 S 105 111 217 189 82 t 101 109 107 61 99 103 84 40 57 72 93 101 26 P 55 179 171 68 32 200 89 24 e 51 97 t 60 120N 8 e 9 194r 78 80 114o S 70 56 110 186 r 199 tr 66 t 110th e 62 s 115 180e a 104 t E S 108 t178 54 et 187 N 155 65 h 25 re s 102 o t 63 100 a 176r S 103 w 23 t t 61 y 96 h n 153 e 11 19 ra 59 94 N 92 183 B 65 90 15 181 42 57 86 53 Existing "No Parking 95 84 7:00 am to 6:00 pm" 112 66 97 Restriction 83 91 106 Legend 62 76 50 72 Existing "No Parking 77 68 Anytime" Restriction 42 67 66 Existing "3 hours Max. Parking 63 55 Existing Parking 7:00 am to 6:00 pm" Restriction 67 63 59 Restriction as noted 57 57 47 55 Existing Sidewalk 41 86 74P 76 t Existing Stop Sign 70e ee 1:4000 66t tr 77 e 66 S 40m 0 40 80m r r 60 64te 32 Existing Yield Sign S wa tr ld 29 65 e 54 o 77 SCALE 25 e50 C 325 Municipal Address t 73 N o r TITLE th DESIGN BY: FILE: THE CORPORATION OF THE DRAWN BY: WH CITY of ORILLIA Schedule "A" SHEET: PLAN No: CHECKED BY: JG Existing Parking APPROVED BY: Matchedash Street North DATE: MAR. 11, 2015 between Coldwater Street PUBLIC WORKS DEPARTMENT ACAD FILE: PLOTTED: MAR. 11, 2015 and North Street SKJGPK37.DWG

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CITYOF ORILLIA ACTIVE TRANSPORTATION PLAN FIGURE 4-6 - DRAFT AT ROUTE NETWORK AND FACILITY TYPES LEGEND -—- Existing Mum-use Trall (sun Surlzcel Existing Multl-Use Trail (Hard Surface)

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TOWNSHIP OF ORO-MEDONTE

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Page 75 of 129 Legend

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TITLE DESIGN BY: FILE: THE CORPORATION OF THE DRAWN BY: WH CITY of ORILLIA Schedule "C" SHEET: PLAN No: CHECKED BY: JG

APPROVED BY: Proposed Active

DATE: APRIL 8, 2015 Transportation Routes PUBLIC WORKS DEPARTMENT ACAD FILE: PLOTTED: APRIL 8, 2015 SKJGTR18.DWG

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TO: Council Committee – May 4, 2015 FROM: Customer Service Project Team DATE: March 12, 2015 REPORT NO: CD-15-13 SUBJECT: Customer Service Review

Recommended Motion

THAT Council support the Customer Service Strategy work plan as set out in Schedule “B” of this report.

Purpose

The purpose of this report is to present Council with the results and recommendations of a customer service review conducted under the continuous improvement program.

Background & Key Facts

• In 2013, the City of Orillia launched a c ontinuous improvement program, a program that facilitates a s tructured review of a number of areas across the Corporation each year. • As part of this program, the City undertook a r eview of its customer service practices. • In 2013, the City launched an Employee Engagement project, which included a survey of City staff. The results from this survey identified customer service as a focus area for review. • A cross departmental project team was formed to review the City’s customer service practices and make recommendations to Council.

Options & Analysis

The customer service project team met five times beginning in August 2014. In developing the proposed Strategy, the team conducted extensive research including:

• A Customer Service Survey of residents.

• An external review of customer service process and structures of municipal comparators.

• An internal review of customer service practices by each Department.

In August 2014, the City surveyed Orillia residents and visitors. The survey was open for the entire month of August and the City received 120 r esponses. Survey results indicated that while residents and visitors are satisfied overall with the current level of

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customer service provided by the City, there is a nee d to update the ways in which residents can access services, such as offering more services online and offering a wider range of payment options (see Schedule “A” –Project Summary).

Staff also studied the customer service models of several municipalities including the Town of Innisfil, Township of Clearview, Township of Tay, City of Brantford, City of Barrie, Town of Ajax and the Town of Parry Sound. S taff also visited the customer service facilities in the Town of Innisfil and the City of Barrie to observe customer service processes. Almost all of these municipalities are looking to centralize their customer service model and expand access to online services, with the Town of Innisfil completely centralized and the City of Barrie on the verge of transitioning to such a model (see Schedule “A” – Project Summary).

Each City Department conducted an inventory of the customer service functions within each of their respective areas. Departments outlined current levels of service, common issues or concerns and any service delivery alternatives or enhancements previously or currently being considered. Similar to the survey results of residents, staff expressed a need to update the ways in which residents can access services (see Schedule “A” – Project Summary).

The above noted research was used to inform several elements of the proposed Strategy, highlights of which include:

• Five key focus areas: Information and Communications, Front-line Service Systems, Employee Training and D evelopment, Ongoing Monitoring and Feedback, and Implementation.

• Exploring options to relocate the main reception desk to the first floor of the City Centre.

• Creation of a dedicated Customer Service Team to monitor and receive feedback on the City’s customer service practices.

• The development and maintenance of information and knowledge bases.

• A focus on exploring ways to expand access to services online.

• A commitment to regular employee customer service training.

• Exploring expanded payment options in person, by phone and online for some services. Credit card payments for tax and water bills are not feasible at this time due to the fees associated with these transactions. Credit card payment options are currently available at the following locations/for the following services:

o Online Parking Ticket Payments o Parks, Recreation and Culture Department Programs o Opera House Tickets o Leacock Home - gift shop items, rentals (any items they sell) o Waste Diversion Site - dumping fees, rain barrels, blue boxes etc.

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Further services and l ocations will be ex plored in order to expand the options available to residents.

There are two options available for consideration by Council Committee:

Option 1 – THAT Council support the Customer Service Strategy work plan as set out in Schedule “B” of this report – Recommended Option

This option is recommended as adoption of the Strategy will provide the necessary staff resources and commitment to improving customer service and meeting the expectations of residents.

If Council selects this option, the Strategy will be implemented using existing staff resources. For initiatives that require additional funds, a request will be made through the budget process.

Option 2 – THAT Council receive this report as information. The effect of this motion would be that the Customer Strategy not be implemented and the City’s current customer service model remains status quo.

This option is not recommended as survey results, benchmarking and an i nternal review have identified opportunities for improvement.

Financial Impact

Existing staff resources will be used to implement many of the initiatives contained in the Strategy. It is anticipated that funding could be required for the following:

• Options to relocate the main reception desk to the first floor of the City Centre.

• Implementing Credit Card payments for online, in person and phone payment options for some services.

• Initiatives associated with increasing the availability and ability to access more services online.

Requests for funding will be made through the budget process.

Comments from Departments/Agencies

The project team tasked with the review of the City’s customer service practices was comprised of staff from various departments across the Corporation. Staff brought forward areas of interest and/or concerns applicable to their departments throughout the development of the Customer Service Strategy. Additionally, as part of the project, all departments submitted a customer service review of their own department.

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Comments from Committees

Comments were neither solicited nor obtained from a committee.

Communications

Staff will work with the Manager of Communications to promote this Strategy and its initiatives to staff and members of the public.

Link to Strategic Plan

The recommendation included in this report supports the following goals identified in Council’s Strategic Plan:

• People First – Ensuring Accountability & Excellence in Corporate Governance

Conclusion

In 2014, a Customer Service Staff Working Group was formed to review the City’s customer service model and practices. A survey of residents, an internal review of the City’s current customer service practices and external benchmarking were conducted. Based on t his review, the Working Group created a Customer Service Strategy, attached as Schedule “A” to this report, to guide the City’s commitment to enhancing customer service.

Schedules

 Schedule “A” – Project Summary  Schedule “B” – Customer Service Strategy

Prepared by & Key Contact: Megan Williams, Assistant Clerk, on behalf of the Customer Service Project Team:

Lori Bolton, Human Resources Melissa Gowanlock, Parks, Recreation and Culture Department Jackie Kerr, Treasury Department Julia Montgomery, Clerk’s Department Kristine Preston, CAO/Police Services Board Helen Raposo, Clerk’s Department Anita Shanks, Development Services Department Karen Strain, Public Works Lynn Telford, Treasury Department

Approved by: Gayle Jackson, CAO/Clerk

H:\COUNSERV\TOMRMS DIRECTORY\H - Human Resources\H08 - Organization\Continuous Improvement Program\Customer Service\Customer Service Report to Council.doc - File: Page 80 of 129 Schedule “A” - Project Summary

Action Key Results & Action Items Internal Customer Service Review -Offer credit card payment options in  Explore offering credit card payments for (Spring 2014) person and online. in person, by phone and online transactions (except water and tax bills at this time). -Need to increase coordination between  Create a Customer Service Team. departments.

-Customer service standards and  Develop customer service guidelines for practices vary from department to staff. department. Customer Service Survey - Offer the ability to access more services  Review and explore potential services 120 Respondents online. that could be offered online. (August 2014) - Make information easier to find on City  Improve information systems online via website. FAQ’s & “Who Does What?” summary.

- Offer credit card payment options in  Included above. person and online. Benchmarking -Trend toward centralizing customer  Explore options to implement a general Visits to other Municipalities service models. reception desk on the first floor of the Policy Review City Centre & increase number of services performed here.

- Improving information & knowledge  Development of centralized knowledge systems. bases & introduction of corporate-wide tracking.  Development of a customer service Page 81 of 129 feedback program & regular surveys.

-Customer Service Training  Regular customer training for staff.

-Focus on increasing the number of  services available online. Included above.

- Development of customer service  guidelines for staff. Included above. Page 1 of 9

1. Introduction

In 2013, the City of Orillia launched its continuous improvement program. As part of this program, the City undertook a review of its customer service practices. The way in which municipalities offer customer service is growing and expanding. No longer are in-person or by phone the only options. Increasingly, there is a des ire and expectation to have access to online options and services. The purpose of this Strategy is to guide the City’s commitment to meeting these new customer service expectations.

2. Background

2.1 Methodology

Internal Review Each City department conducted an inventory of the customer service functions within each of their respective areas. Within these profiles, Departments outlined current levels of service, common issues or concerns and any service delivery alternatives or enhancements previously or currently being considered.

External Review Staff studied the customer service models of several municipalities including the Town of Ajax, Town of Parry Sound, Town of Innisfil, Township of Clearview, Township of Tay, City of Brantford and the City of Barrie. Staff also visited the customer service facilities in the Town of Innisfil and the City of Barrie to observe customer service processes.

In August 2014, the City surveyed Orillia residents and visitors. The survey was open for the entire month of August and the City received 120 respondents.

Challenges There are existing customer service systems and pr ocesses that need to be updated. One example is the City’s current telephone system, which does not provide the flexibility to track call volume, frequency of call transfers etc. As such, the project team was not able to determine the average number of calls daily or the frequency of call transfers. Additionally, there is no c onsistent method of tracking customer interactions across the City. The current lack of consistent tracking makes it difficult to identify consistent areas of concern and areas that require improvement.

Key results of this internal and external review are summarized in the following section.

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2.2 Results Key Strengths Across the Corporation there is a strong focus on customer service and recognition of its importance. Employees are knowledgeable, aspire to high standards, work hard and actively look to be i nnovative where possible. A number of key strengths were identified by both staff and residents:

Live Voice Answering The City’s switchboard frequently receives positive feedback from people who advise they enjoy talking to a live body rather than an automated system. Having customers receive a l ive body through switchboard helps facilitate great customer service and provides a warm and personal feel to the customer.

Friendly and Committed Staff A number of survey respondents commented that the customer service they have received from staff has been excellent and t heir dealings with staff have been very friendly. City staff should be commended for their willingness to help and their commitment to service.

People First Committee & Employee Engagement Program In 2011, the People First Committee was formed with a mandate to explore ways to help engage staff, identify improvements for cross-departmental support and organize team building opportunities.

In 2013, the City undertook an Employee Engagement Project. As part of this project, staff from across the Corporation meet twice a year for a full-day session to brainstorm and improve upon the working environment and customer service at the City.

Studies show a correlation between staff morale and customer service quality.

Continuous Improvement Program This program facilitates a s tructured review of a n umber of areas across the Corporation each year. Through this program, the City created its first Social Media Policy and enhanced our overall social media presence.

Weaknesses and Opportunities While residents and visitors are satisfied overall with the current level of customer service provided by the City, feedback from staff, residents and visitors suggest a need to improve in the following areas:

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Information and Knowledge Systems Currently, there is some confusion about how and where to access up-to-date information and who to contact for what. The development and maintenance of information and knowledge bases is often overlooked, with little time or resources available to allocate to such a project. It is not uncommon to have multiple Word documents with overlapping details and outdated information. With the number of retirements increasing and set to rise over the next five to ten years, roles and responsibilities will change and ev olve. It i s important that staff are kept up t o date on these changes and that key information is passed along to the next generation of employees.

Improve Payment and Service Options – Online, In-person, By Phone As part of the City’s customer service survey, residents were asked “How can the City of Orillia improve its customer service?” The single most common answer was to offer the ability to access and pay for more services online and by phone. Internally, departments and s taff across the corporation indicated a n eed to update the City’s systems, including payment options, to meet resident expectations.

Implement Consistent Customer Service Standards – Payments, Voicemail, Email etc. The City of Orillia lacks consistent customer service standards in a nu mber of areas including response times to calls, emails, and inconsistent approaches in how customers can make payments.

Decentralized Customer Service Structure The City’s main reception desk is located on the third floor of the City Centre, resulting in residents having to go to the third floor to receive general information. The City of Orillia also has a dec entralized customer service structure, with different service desks for each area (Parks, Recreation and Culture, Treasury, Development Services etc.). F urthermore, Environmental Services and some Public Works functions operate out of separate municipal buildings at Kitchener Street and James Street respectively.

Benchmarking - What Are Our Peers Doing? Almost all of the municipalities contacted for this project have either a customer service plan already in place or are in the process of developing one. The project team reviewed the customer service models of the Town of Ajax, Town of Parry Sound, Township of Innisfil, Township of Clearview, Township of Tay, City of Brantford and the City of Barrie. Staff also visited the customer service facilities in the Township of Innisfil and the City of Barrie to observe customer service processes.

From this review, several common themes and key areas have emerged:

Online Services All municipal governments are actively looking to establish self-serve channels in response to customer expectations, efficiency and cost avoidance. Municipalities

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are looking to improve/enhance access to online services and i ncrease online service transactions, including the ability to register, pay and apply for services online.

Information and Knowledge Systems Improving information flow internally to front-line staff and externally to members of the public continues to be a challenge for most municipalities. Most municipalities are looking to improving information and knowledge systems, from ensuring staff and members of the public have up to date and accurate information, to enabling the collection of data and information in order to identify frequent and/or common issues as they arise.

Centralized Customer Service Structure Many of the customer service models reviewed have developed centralized customer service call centers and/or help desks in order to create a simplified, one stop shop for residents.

Consistent Customer Service Standards and Training Almost all of the customer service models reviewed have established a set of customer service standards for response times to calls, emails, voicemails etc. Additionally, many of the models emphasize the importance of providing ongoing and regular customer service training to staff.

3. Customer Service Strategy

The customer service strategy consists of the following components:

 Key Focus Areas Identified by members of the public and City staff, these are the key areas the City needs to focus on.

 Strategic Objectives The overall results and specific outcomes the City wants to achieve (the what) in each of its key focus areas.

 Strategies The specific ways those results will be achieved (the how).

 Ongoing Monitoring and Feedback Ongoing approach to monitoring and gathering feedback.

 Implementation A planned approach with resource allocations and timelines.

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3.1 Key Focus Areas

A. Information and Communications

Objective: Customers and staff will have access to up-to-date, clear, concise information about City services through a v ariety of easy to access platforms. Specific Outcomes:  All front-line staff will know who to call or refer customers to for various programs and services.  All front-line staff will have access to the necessary information to provide quick responses and referrals.  Customers will know who to call for what.  Customers will be abl e to access the information they need (primarily online). Strategies:

1. The development and maintenance of centralized knowledge bases in order to provide quick and easy to access reference material to assist staff in responding to customer inquiries.

• Review, update and create information and knowledge bases, such as the City’s common drive and employee information site (COIN).

• Develop and maintain a Corporate “who does what” key word searchable database for staff and members of the public.

• Develop and maintain department based frequently asked questions and post on COIN and the City’s website and distribute to points of customer contact across the Corporation.

• Develop and maintain a corporate database of questions, issues and potential resolutions in order to track reoccurring issues, identify opportunities and act on them as they arise.

3. Improve information about City services on the website and in print form: • Conduct an ongoing “Did you know” social media campaign to advertise the services and programs offered by the City and promote new initiatives and educate the public on what information and services can be found online at the City’s website.

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B. Front-line Service Systems (E-Service, Phone, In-person)

Objective: Front-line service systems will be eq uipped with the tools required to improve access to services. Implementing payment options online, by phone and in-person will be explored. Specific Outcomes:  Offer various payment options (online, by phone and in-person).  Develop corporate customer service standards.  Develop streamlined approach to acquiring/accessing goods and services wherever possible. Strategies:

1. Develop and communicate Corporate Customer Service Standards.

A set of well-defined customer service standards should be developed and communicated to employees at all levels. Well- defined customer service standards brings consistency and reliability to the delivery of services across the corporation and clarifies what level of customer service is expected from new and current employees.

2. Explore options to relocate the main reception desk to the first floor of the City Centre.

The current layout of City Hall is such that a person must go to the third floor of the City Centre to access general information and services. Additionally, the City’s decentralized customer service structure can result in a m ember of the public having to go to different counters or different City facilities during one trip. We will explore options for the first floor of the City Centre to include a dedicated general reception counter.

“You can do that here”. Opportunities to offer one-stop shopping for information and services at the City’s main reception desk and other City locations will be explored.

Increase the availability and ability to access more services online. All municipalities are looking to increase the ability of customers to conduct their business and access more services online at their convenience. Respondents to the City’s Customer Service Survey overwhelmingly requested that more services be made available online.

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Staff will review and look for opportunities to offer more services online, including the ability to fill and submit forms online.

3. Explore opportunities for implementing Credit Card payments for online, in person and phone payment options.

Flexible payment options often goes hand in hand with the ability to offer more services online.

There are some limitations to being able to offer the ability to pay by credit card. For example, having residents pay their taxes with a credit card is not feasible due to the fees associated with these transactions. However, staff will explore other opportunities to enable other services and payments to be by credit card online, in person and by phone.

C. Employee Training and Development

Objective: Provide staff with the tools, skills and knowledge needed to provide outstanding public service to the community. Specific Outcomes:

 Ensure all staff have the tools and knowledge to provide outstanding customer service  Ensure all staff are aware of customer service standards  Create a c ustomer service culture through ongoing training/orientation components. Strategies:

1. Incorporate customer service components in new staff orientation provided by Human Resources.

Reviewing the new customer service standards with new employees allows the City to instill the importance of customer service at the City of Orillia and e nsures new staff know what is expected of them.

2. Provide ongoing customer service training modules for staff such as:  How to deal with difficult customers.  How to deal with customers with different abilities.

Provide ongoing opportunities for both general and specific customer service training that addresses the various types of

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customer interactions experienced by front-line staff. This will enable new staff to learn new strategies and provide existing staff with a refresher on best practices.

3. Establish a Customer Service Team for front-line staff where internal best practices, and ways to share these practices amongst departments, can be discussed.

Ensuring an excellent customer service experience is often a result of coordination and cooperation between several departments. Creating a t eam of staff dedicated to customer service creates a forum for front-line staff to share and learn from the experience of their peers and identify areas for increased coordination and improvement.

D. Ongoing Monitoring and Feedback

Objective: To continuously measure and gather feedback on t he City’s customer service practices. Specific Outcomes:

 Solicit and receive continuous, regular and timely customer service feedback.  Identify customer service challenges and opportunities and move quickly to address them.  Measure success and gather feedback on achieving the outcomes contained within this Strategy.

Strategies:

1. Conduct regular large-scale surveys of Orillia residents and visitors. It is important that the City receive feedback in order to measure its success in improving customer service across the corporation over time.

2. Develop a “How Did We Do?” feedback program.

It is important that the City receive timely feedback in order to measure the success of new and ex isting services and identify issues and make adjustments as they arise.

The development of a “How Did We Do?” feedback program will enable more timely and specific customer service feedback. It will also establish an easily recognizable vehicle in which members of the public can recognize an em ployee who has provided

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outstanding customer service as well as provide constructive feedback.

E. Implementation

Objective: To create a blueprint with timelines to implement the customer service initiatives contained in this strategy. Specific Outcomes:

 Establish a detailed plan to achieve the objectives contained in this Strategy within the next 3-5 years.  Ensure adequate staff resources to implement this Strategy. Strategies:

1. Customer Service Team to take the lead on implementing this Strategy. The establishment of this group will create the necessary organizational structure to support the implementation of this plan. Additionally, it will serve as body that can take referrals from Council, the employee engagement group etc. on customer service related matters. Where appropriate, additional teams may be created to further engage staff and their expertise in implementing some of the strategies and making recommendations to Council.

2. Development of dedicated cross departmental teams to assess current resources, capacity and limitation and to determine the best plan for implementing individual projects and make recommendations to Council.

Successful implementation will require a s ignificant time commitment from staff and departments whose expertise are required in fulfilling the objectives of this Strategy.

3. Establish a plan with timelines to ensure a timely implementation of this Strategy. Subject to Council’s approval, this Strategy will be implemented in phases. A shared organizational commitment will be e ssential for success. Existing resources will be used to implement the majority of initiatives that are part of this plan. The proposed implementation plan is attached as Schedule “A” to this Strategy.

Page 90 of 129 Implementation Plan

2015 2016 2017 2018 May Jun Jul Aug Sep Oct Nov Dec January - June July - December Jan - Dec Jan - Jul Strategy

Form Customer Service & Cross Departmental Teams

Explore options for the 1st floor of the City Centre

Credit Card payments options

Customer service training modules for staff

Development of Customer Service Guidelines

Develop customer service feedback program

Develop & improve information & knowledge bases

Expansion of services on the City’s website Revisit customer service priorities & set new goals Page 91 of 129 Page 92 of 129 Customer Service Review

Council Committee — May 4, 2015

Presented by: Megan Williams, Assistant Clerk Lori Bolton, Director of Human Resources

Page 93 of 129 Ove rview

1. Project background 2. Research 3. Findings 4. Options 5. Implementation Plan Page 94 of 129 Project Background

 Continuous Improvement Program ◦ Employee Engagement Project - 2013 ◦ Social Media – 2013 ◦ Customer Service – 2014-2015

 Cross departmental project team established ◦ Parks, Recreation and Culture, Development Services, Page 95 of 129 Public Works, Treasury, CAO/Clerk’s

What we did...

 Internal Customer Service Review ◦ Inventory of all customer service areas and practices by each department

 Customer Service Survey ◦ August 2014 ◦ 120 Respondents

Page 96 of 129  Benchmarking ◦ Municipal Comparators ◦ Site Visits – Innisfil and Barrie What did we find? Page 97 of 129  Key Strengths ◦ Friendly and Committed Staff ◦ Live Voice Answering ◦ People First Committee, Employee Engagement Project, Continuous Improvement Program

 Weaknesses, Challenges and Opportunities ◦ Outdated systems ◦ Lack of consistent tracking method ◦ Limited payment options

Page 98 of 129 ◦ Lack of consistent customer service standards ◦ Decentralized structure – main reception Page 99 of 129 Page 100 of 129 What are our peers doing?

 Moving towards centralized models ◦ Mid-large size municipalities

 Online Services ◦ Increase number of services performed online

 Information and knowledge systems ◦ Develop and maintain Page 101 of 129

 Customer Service Guidelines ◦ Develop and implement What we’re proposing

 Customer Service Strategy ◦ 5 Key Focus Areas 1. Information and Communications 2. Front-line Systems 3. Employee Training and Development 4. Ongoing Monitoring and Feedback 5. Implementation Page 102 of 129 We will...

 Explore options to relocate the main reception desk to the 1st floor of the City Centre.

 Expand access to services online.

 Explore expanded payment options in person,

Page 103 of 129 online, and by phone.

 Develop and maintain information and knowledge databases.

We will...

 Provide regular employee customer service training.

 Ensure regular monitoring and feedback of the City’s customer service practices.

 Create a dedicated Customer Service Team &

Page 104 of 129 Cross Departmental Teams.

Page 105 of 129 Questions? Page 106 of 129 CITY OF ORILLIA

TO: Council Committee - May 4, 2015 FROM: Recreation Project Team DATE: April 28, 2015 REPORT NO: RPT-2015-6 SUBJECT: Recreation Facility Site

Recommended Motions

1. THAT the Mayor be requested to send a letter to Tribal Partners thanking them for presenting the development opportunity to the City.

2. THAT this Council is committed to Brownfield Redevelopment due to the many social, environmental and economic benefits it presents;

AND THAT in demonstration of this commitment, Council selects 255 West Street South as the site for the community recreation facility.

Purpose

The purpose of this report is to advise Council that Tribal Partners will no longer be pursuing the development opportunity at 174 West Street South (174) and to present next steps to move the recreation file forward.

Background & Key Facts

• In February, Council directed staff to: o pursue negotiations of a memorandum of understanding (MOU) with Tribal Partners for the acquisition of land to develop a recreation facility at 174 o establish a Partnership Committee o establish a 255 West Street South Committee to discern what would be required to develop a recreation facility at this site if the 174 opportunity did not come to fruition o Additionally, Mayor Clarke was tasked with meeting with the Ministry of Community Safety & Correctional Services to determine the feasibility of the Ontario Provincial Police (OPP) detachment being built at 174. • Tribal Partners advised that pursuing the development opportunity at 174 was contingent on having the OPP build the new detachment on the site. • Mayor Clarke met with the Minister of Community Safety & Correctional Services in April.

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• Staff and elected officials met with Tribal Partners to advise that the Mayor’s contact at the ministry indicated that the timing of the detachment build is unknown at this time. • Attached as Schedule “A” to this report is a letter from Tribal Partners indicating that they no longer wish to pursue a development at 174.

Options & Analysis

In January, Council deemed the recreation facility a priority project for this term of Council. With 174 no longer a viable option to consider, Council will now need to turn its mind to the remaining options moving forward. In keeping with the direction from Council in February, the 255 West Street South Committee has been working towards delineating what would be required to move forward with building a facility at this site. Outlined below is the work this group has accomplished to date.

The Ad Hoc 255 West Street South Committee has met three times (February 20, 2015, March 3, 2015 and April 22, 2015). During these meetings, the Committee has completed the following:

• Met with John Kaasalainen, District Engineer, of the Ministry of the Environment and Climate Change (MOECC) to review and clarify the conditions of the 255 site and outline what would be involved to build a recreation facility on the site from the Ministry’s perspective. • Researched costing for the following: o Environmental Brownfield remediation costs to build on the site o Capping/development options o Venting and risk assessment measures o Environmental monitoring costing (internal/external both immediate and on-going) o Work plan for a natural attenuation model. • Researched alternative options for development of the site. • Researched recreation grant opportunities. • Researched site timelines and key decisions to implement building on the site.

Since taking office, Council has been provided with all of the information on the file and has received a briefing regarding the history of all sites considered for the recreation file. Council also held a full day session on February 6, 2015 with a panel of guests to respond to questions members may have had regarding 174, 255 and 228 James Street. Following that meeting, Council directed staff to pursue further information on 174 and 255. 174 is no longer an option. Based on the program discussed at the March 25, 2015 Council meeting, the James Street site is not large enough to accommodate the potential expanded program.

Moving forward with 255 is consistent with Council’s direction. In analyzing this site as the preferred site to move forward, this section is separated into the following sections:

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1. Site – Overview 2. Brownfield Redevelopment 3. Program 4. Timeline Task Analysis 5. Construction Methodology 6. Project Governance 7. Recommended Motions to move forward

1. Site - Overview

• The site is 35.75 Acres • The site is municipally owned. • The site is in a central location in the City. • There is a surcharge in place on the former building footprint. The surcharge is to compact the soils to make it suitable for building. This would have to be undertaken on the new building location as the building location was shifted as part of the Risk Assessment process. • The Risk Assessment has been accepted by the MOECC. • The Risk Assessment is based on the building design and the specific location on the site. Modifications to the building design may require an amendment to the Certificate of Property Use (CPU). • In May 2011, the MOECC approved the CPU for the site. The document sets out the requirements that address the risk management measures in the Risk Assessment for the site when it is fully developed as a recreation complex. Under the terms of the CPU, while the property is vacant and the perimeter is secured with fencing, risk management measures do not have to be implemented. • In May 2012, the MOECC approved Amendment 1 to the CPU, which was an approval to use existing monitoring program, as the City was not moving forward with developing the site. • In January 2014, the MOECC approved Amendment 2 to the CPU which was an approval to reduce the monitoring program from quarterly to three times annually. • On site and off site monitoring is required regardless of whether a facility is built or not. • For further detail on this site, please see the report presented to Council Committee at its February 6, 2015 Special Meeting.

2. Brownfield Redevelopment

The City acquired the 255 site from Molson’s in 2002. The purpose of the acquisition was to build a Multi-Purpose Recreation Facility. In 2005, it became evident that the new facility would be delayed due to the requirement of significant environmental work. The City is responsible for a 35+ acres brownfield site in the middle of the community. Brownfield redevelopment has been in multiple Council Strategic Plans and has been talked about for decades without further action. Significant money has been invested in 255; significant environmental testing has been completed; John Kaasalainen, District Engineer for the

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MOECC and author of the CPU, has said very clearly that the City can move forward and build a recreation facility on this site.

Why is Brownfield Development important to a community?

“While brownfield properties are more complex to develop than traditional greenfield properties (properties which have never been previously developed), the benefits of redevelopment far outweigh the costs. In fact, in many cases, leaving these properties idle presents liability risks and financial losses, not to mention the potential impacts to the environment and human health.” 1

Communities experience many environmental, social and economic benefits from redevelopment of brownfields including: • Renews desirable locations, allowing for smart growth and urban intensification; • Enables new development opportunities, new industry and jobs; • Enhances neighbourhood appearance, community pride and wellbeing.

Building a recreation facility at 255 serves two purposes; it demonstrates this Council’s commitment and leadership for brownfield redevelopment; and builds a long awaited recreation facility in the centre of the City.

3. Program

On March 25, 2015, a Special Meeting of Council was held to review the amenities to be considered for inclusion in a recreation facility. Council accepted the base program from the 228 James Street design for a new recreation facility, which includes:

• 25m, 8 lane lap pool with viewing area • Therapeutic pool • Leisure pool with play features • Gymnasium large enough for 2 FIBA sized basketball courts with viewing area • Childcare room • Multi-purpose room • Fitness rooms • Walking/jogging track

In addition, based on the amenity needs presentation, the following components were put forward for design/costing:

• A single arena component • A single dry pad component • A full fitness centre component • A dedicated senior component • Sport Hall of Fame

1Ministry of Municipal Affairs and Housing. “A Practical Guide to Brownfield Redevelopment in Ontario” (2007). Retrieved from: http://www.mah.gov.on.ca/AssetFactory.aspx?did=4995.

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Staff has met with the architects regarding the project and costing is being prepared. A Budget Committee meeting will be held on May 7, 2015 with MJM Architects in attendance to present the costing information they have prepared to date. Staff has also organized a Council tour of two recreation facilities in Barrie in order to give perspective for each of the proposed amenities. In order to move forward in a timely manner, a decision regarding which amenities Council proposes to include in the design must occur. Each amenity will have an impact on the overall project budget. As such, consideration for the inclusion of each amenity item must be balanced with the ability to fund the project within the means set out in the overall priorities of the Major Capital Facilities Plan. While the scope of the project can be altered during the design process, the more certainty of what is being included up front will expedite the design phase and reduce costs associated with altering design plans and documentation.

4. Timeline Task Analysis

If the decision to build at 255 is made and the program and budget set before the end of May, staff estimates that the pool (and the rest of the facility) could be open in late summer of 2018. The City has the necessary environmental approvals to start construction. A detailed breakdown of each task is outlined in Schedule “B” to this report.

5. Construction Methodology

MacLennan Jaunkalns Miller Architect (MJM) have been retained by the City and are currently preparing cost estimates, square footage requirements and preliminary program layout information regarding the proposed program amenities. MJM will present this information to staff and Council in early May 2015.

Once the final program has been determined in May, the next steps in the design-bid- build process are to move forward with the schematic design, design development and preparation of tender documents.

6. Project Governance

The timelines set out in this report are aggressive. Once Council has decided on the site, program and budget, staff will have to move forward very quickly. Once the project is in full motion, staff will commit to providing project updates in regular and timely intervals via the CIP process. If Council decisions are required, a full report will be prepared for Council. Worth noting is that additional political oversight will take place through the Council Liaisons for Facilities and Special Projects, Development Services and Parks, Recreation and Culture.

7. Recommended Motions

THAT this Council is committed to Brownfield Redevelopment due to the many social, environmental and economic benefits it presents;

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AND THAT in demonstration of this commitment, Council selects 255 West Street as the site for the community recreation facility.

Financial Impact

The total financial impact of this project will be uncertain until Council selects the final program elements. As a result, the CFO and Treasurer will report on the financial impact at a later date.

Comments from Departments/Agencies

The Recreation Project Team consists of senior representation from applicable departments.

John Kaasalainen, District Engineer, MOECC and Dr. Dereck Ford will be in attendance during the May 4, 2015 Council Committee Meeting to respond to any further questions members may have regarding the environmental condition of the 255 West Street South Site.

Comments from Committees

Due to the timing of this report, comments were neither solicited nor obtained from City Committees.

Communications

It is imperative that communications related to the recreation facility be frequent, reliable and informative. Should Council move forward with the recommended option, staff will develop and implement a comprehensive communications plan which will utilize the full complement of existing communication tools.

An updated project website has also been established, and a user friendly web address has been implemented at orillia.ca/recreationfacility. The project website will be a key resource for the community, and will play a valuable role within the communications plan.

Additional information sharing options, such as an on-line open house, visual displays and/or print materials, will also be explored.

Link to Strategic Plan

The recommendation included in this report supports the goal of healthy communities - enhancing the wellness of the community, identified in the 2010-2014 Strategic Plan by:

• Investing in Arts, Culture and Recreation • Enhancing Health, Safety and Accessibility • Making Strategic Investments in Infrastructure

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Conclusion

The redevelopment of 255 West Street South: • Revitalizes a brownfield site in a key area of the City; • Demonstrates commitment and leadership for brownfield redevelopment; • Builds the recreation facility for the community; • Is in accordance with the recommendations set out in the Downtown Tomorrow Plan which recommend the implementation of recreational opportunities in the downtown core.

This report recommends redeveloping a brownfield site and moving forward to build the recreation facility at 255 West Street South. Time is of the essence to open this facility in the summer of 2018.

Schedules  Schedule “A” – Letter from Tribal Partners  Schedule “B” – Timeline  Schedule “C” – Flowchart of Timeline

Prepared by and Key Contact: Recreation Project Team

Gayle Jackson, CAO/Clerk Bob Ripley, CFO Ray Merkley, Director of Parks, Recreation and Culture Ian Sugden, Director of Development Services Andrew Schell, Director of Environmental Services George Bowa, Director of Public Works Kent Guptill, Director of Facilities and Special Projects Jim Lang, City Treasurer Lori Koughan, Manager of Special Projects

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O TRIBAL PARTNERS

April 28, 2015

Mayor Steve Clarke And Council City of Orillia

50 Andrew Street South, Suite 300, Orillia, ON L3V 7T5

We want to thank Mayor and Council for choosing 174 West Street South as the preferred site for a badly needed recreation facility for the City of Orillia and the surrounding Townships. We are con?dent that a new recreation centre would have been a key component in our planned redevelopment of a 22 acre brownfield site in the central core of the city. That planned redevelopment would have generated economic development and spurred growth in the area as well as adding to the city's tax base.

Part of our plan was to participate in a Request for Proposal process to build a new police detachment to service the city and the downtown core. It is common knowledge that such a facility is badly needed for many reasons, one of which is unsatisfactory working conditions.

While winning any open competition is never a certainty we were con?dent that Tribal Partners would have been competitive.

Our ?nancial investment, plus time and effort on the project has been substantial over the past twenty months. We were prepared to spend a further $250,000 in negotiating a Memorandum of Understanding with the City and the environmental studies to confirm that the recreation facility could be built on the site. Once the Memorandum of Understanding was signed we would have proceeded with the environmental studies, even without the assurance that a new OPP detachment would be a tenant in the development.

However, during our due diligence we became concerned that the OPP would not be making a decision to locate a new detachment in the downtown core in a timely fashion. We immediately informed the Mayor and he called a meeting to discuss the situation. In that meeting we were informed that the Mayor had come to the same conclusions.

Subsequent to that meeting the Mayor has been in touch with the Province and it is his information that the Province could not commit to locating the OPP detachment, servicing the City of Orillia, in the central core in the near future.

The Province's decision not to go ahead with the location of a new detachment in the central core of the City in a timely fashion severely handicaps our ability to move forward with the potential to redevelop 174 West Street South. Under these circumstances we will release the City of Orillia from its obligations to Tribal Partners and advise that we will not proceed with the Memorandum of Understanding. We suggest that the City proceed to plan the recreation facility on 255 West Street South.

We and many others remain committed to the building of a recreation facility in the central core in order to service the vast percentage of the city's population that is located on the east side of Highway 11. That thinking also coincides with the Province‘s policy to encourage in?lling within a city rather than developing on the outskirts.

We will both be pleased to personally assist the City in any way in which we can in the development of the site at 255 West Street South. You know where to ?nd us.

Yours truly

/ .'/ / ) J ' 3'1!//14 ' "K.J Lance Trumble Doug Lewis Managing Director Tribal Partners

(905) 567~0808, 6745 Century Avenue, Suite 3, Mississauga, Ontario, L5N 7K2,Pagevvvvyv.tri_ba_lpartners.com 114 of 129 Schedule “B” - Timeline

Confirm Environmental

Staff has confirmed with the MOECC that the existing CPU can be amended to reflect changes to the facility design. An amendment to a CPU is not open for public input and can be completed prior to the facility footprint being surcharged.

Tasks remaining are:

Decide on Program

Council has established that the base program has not changed from the James Street design. However, Council still has to decide on what additional program space will be added at 255. The City’s architects have been working with staff preparing estimates of costs for the added features. The project timelines require that Council complete the program review and confirm the building requirements by June 1, 2015.

Confirm the Building Footprint

Once the program is finalized, the architects can produce, as part of the schematic design phase, potential building logical layouts. This step is critical for two reasons;

(1) The existing CPU identified the site and size of the building footprint for the former MURF. Changes to the identified footprint may require an amendment to the CPU before surcharging can take place. The MOECC has confirmed that if we are just making minor design changes (i.e. moving the building to the west or east or changing the arena to a dry pad then this would be considered a minor amendment as it would not impact the environmental controls put in place by the CPU. MOECC advised that the City would be required to submit a revised site plan showing the new building location and that the amendment would come through the Barrie office with the estimated time for approval being less than a month.

(2) The scope and cost of the surcharging project is dependent on the size and location of the building footprint.

Prepare the RFP for Relocating the Surcharge Material

The RFP will specify the conditions under which a contractor will: • dig the new footprint to the required depth • store the removed material on site until needed (it is anticipated that removed material will be placed in the hole created from the retrieval of the surcharge material)

Page 115 of 129 • move the salvageable surcharge material form the current site to surcharge the newly dug footprint • fill the old footprint with the stored material from the new footprint.

Staff will consult with the MOECC in the development of the RFP to ensure that the City complies with the CPU. At a minimum, the RFP will detail: • project timelines • the Soil Management Plan • the Health and Safety Plan • the Dust Control Plan • the Dewatering Plan, and • the Disposal plan for buried foundations and impacted soil (if required)

Decommission Monitoring Wells

The City has monitoring wells in the area currently being surcharged. These wells and any wells located within the new footprint or surcharge material storage area will have to be decommissioned before earth movement can begin.

Issue RFP, Award Tender to Surcharge

When the Request For Proposals (RFP) is complete, it can be issued to prospective bidders. Staff will review the submissions based on pre-set criteria, and make a recommendation to Council.

Surcharge Contract Mobilization

This activity includes time for contract formation and contractor staffing and mobilization.

Surcharge Prospective Footprint

The soils on the site do not have the load bearing capacity required to support the recreation facility without additional geotechnical aid. In the case of this site, the selected method of providing the required ground stability is to excavate the soil under the building footprint and then pre-load site with a mound of gravel. This material is left in place for six months to compress the soils at depth for better loading capacities. The current location of the surcharge pile, where the facility was originally to be built, is over the DNAPL zone, and is of no value to moving the project forward. The new location for the building will have to be surcharged.

Prequalify Building Contractors

The purpose of prequalification is to ensure that the Proponents invited to bid the work are capable of delivering quality and value specific to the project requirements.

Page 116 of 129 The City, through pre-determined criteria, ensures that candidates who participate have the necessary financial capacity, technical expertise, managerial ability, project success, and relevant experience for the project at hand.

Prequalification also has the potential to simplify the award of the contract process. The prequalification process should be completed prior to the issuance of the tender documents.

Design Building – Schematic Design

The schematic design phase establishes the conceptual design of the project and illustrates the scales and relationships between project components. The Architect provides Conceptual Site Plans, Preliminary Building Plans, Sections, Elevations and/or other drawings required to communicate the design intent.

This phase always requires participation by the Architect and the Client. City Planning or Building officials, Land Surveyors, Engineers, and/or Ecologists may also be consulted.

Because of the work done on the James Street site, this phase of design may be shortened.

Design Building – Design Development

During the Design Development phase, the Architect establishes the building’s relationships, forms, size and overall appearance through further development of the floor plans, sections, elevations, typical construction details, and equipment layouts. At this stage preliminary specifications, which identify major building materials and systems and establish quality standards, are introduced.

The structural system is elaborated, as are other building systems such as electrical sources and heating and cooling strategies.

Design Building – Prepare Tender Specifications

The Construction Documentation phase sets forth in detail the requirements for construction of the project. Floor plans, enlarged plans, wall sections, ceiling plans, power/communication plans, finish plans, elevations, details and written specifications are added or refined to further establish the quality levels of materials and systems required for the project. Mechanical, electrical, plumbing, fire protection and other building systems are carefully integrated into the architectural envelope.

Detailed specifications are required to explain to potential bidders on the construction project what the City has envisioned in the design. This activity can be started as the building design is being completed.

Page 117 of 129 Issue and Award Tender

Once the specifications have been prepared the City can append them to a Request For Proposals (RFP). Bidders will be given 4 to 6 weeks to respond. Staff will review the submissions based on pre-set criteria, and make a recommendation to Council.

Prepare For Construction

This activity includes time for contract formation and contractor staffing and mobilization.

Attached as Schedule “B” to this report is a refined timeline that would see this facility being built by 2018.

Construct

This is the period from “shovel in the ground” through to building commissioning.

Page 118 of 129 255 WEST STREET SOUTH TIMELINE

2015 2016 2017 2018 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jan - Dec Jan - Jul TASK

Confirm Environmental

Decide on Program

Confirm the Building Footprint

Prepare RFP for Relocating Surcharge Material

Decommission Monitoring Wells

Issue RFP, Award Tender to Surcharge

Surcharge Contract Mobilization

Surcharge Prospective Footprint

Prequalify Building Contractors

Design Building - Schematic Design

Design Building - Design Development Page 119 of 129

Design Building - Prepare Tender Specifications

Issue and Award Tender

Prepare for Construction

Construction Page 120 of 129 CITY OF ORILLIA

TO: Council Committee – May 4, 2015 FROM: Treasury Department DATE: April 28, 2015 REPORT NO: Treas-2015 G04 SUBJECT: BMA Municipal Study

Recommended Motion

THAT the report regarding the 2014 Municipal Study prepared by BMA Consulting be received as information.

Purpose

The purpose of the staff report is to present the BMA Municipal Study (“The Study”) and provide a summary of the 500 page document.

BMA Consulting annually prepares a report comparing various financial data from participating municipalities. In 2014, 95 out of 444 Ontario municipalities, including Orillia, participated.

Background & Key Facts

With changes to the Province’s Municipal Performance Measurement Program in 2015, the BMA study will become the only easily accessed and comprehensive source of municipal comparators.

The full study is located in the FilePro site under “Council Folder for Downloads”.

The following Schedules provide a summary of the BMA study:

• Schedule “A” – Demographic and Taxation • Schedule “B” – Financial • Schedule “C” – Cost of Services

The study is one of the tools that Council can use to aid in its decision-making process by using selected indicators to benchmark Orillia with other municipalities in Ontario, such as the ones presented in Schedules “A” and “B”.

Staff identified several reporting limitations for measures presented in Schedule “C” and reported them to BMA Consulting. The limitations included the following:

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• Tax assessment is different between municipalities and does not allow a fair comparison. • Application of accounting standards: The study extracts data from publicly available financial information. The Public Sector Accounting Board (PSAB) sets out guidelines defining the accounting treatment of financial transactions; however, there is room left for interpretation. As a result, each municipality might not exactly report similar transactions the same way, which might cause variations when looking at certain indicators. For example, a municipality that has long depreciation periods will show a lower measure than if a short depreciation period was used. • Local factors: Differences in population, geographic size, location of municipality, weather conditions, economic conditions, demographic mix and service level expectations are just some of the factors that affect the measures. • Municipal structures vary and so does the reporting of the financial information. Service delivery responsibilities and corporate structures vary between regions, counties, lower tier and single tier municipalities and even between similar municipalities. As a result, the financial information contained in some indicators may not be comparable to Orillia’s. The reader should keep in mind that the resulting variance might not be explained with higher or lower spending but with where the transactions were classified. • Interest costs for debt are included in the measures causing reporting inequities between municipalities depending on how capital construction was financed.

When preparing the report, staff carefully selected indicators to reduce the limitations of the study, as follows: • To mitigate the impact due to differences in assessment between municipalities, staff chose to present cost of service measures based on population. Population based data should provide better comparisons than assessment base, however there are still limitations. Differing population density and residents per household will affect comparisons. • To mitigate the impact relating to accounting standards application, the measures reported in Schedule “C1” and "C2” exclude depreciation and focus on operating costs only. For Schedule “C3”, the BMA study only provides measures that include amortization. • To mitigate the difference with local factors, in Schedule “A” and “B”, staff included not only the full survey, but also the Simcoe/Muskoka/Dufferin area comprised of the following 10 municipalities: Penetanguishene, Bracebridge, Orillia, Orangeville, Huntsville, Springwater, Gravenhurst, Barrie, Innisfil and Collingwood. In Schedule “C”, where possible, the comparators include municipalities with comparable population size (30,000 to 99,999) and other single-tier municipalities.

Option & Analysis

Demographic and Taxation

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• The survey indicates that Orillia’s household income is significantly below both the survey and the area’s average results, with only a slight increase year over year. • Reflecting the City’s tax policy to partially meet the lower household income, the property tax measures indicates that Orillia’s taxes are significantly lower than average in some classes. Orillia ranked the 9th lowest in the Commercial Office Buildings category and the 9th lowest in the Standard Industrial class (respectively 11th and 12th last year). The large industrial class is the only exception to these lower than average results.

Financial • The Financial Position measure indicates the City is in a favourable short term financial position, strengthening year after year, in comparison to other municipalities. This means that the City has put aside more than enough to pay off future short term obligations. • The General Reserves as a % of Own Source Revenue measure shows that the City has not only the lowest record in the study but also the only negative one. This means that there are not enough reserves to meet future long-term obligations. However, the ratio improves year over year, indicating that the City is taking action to reduce the gap. • The Debt Interest as a % of Own Source Revenue measure is significantly lower than average. This indicates that the City is not resourcing to debt as much as other municipalities. • The Taxes Receivable as a percent of tax levies measure shows that the City is collecting tax faster than in the previous year and in a fashion that is similar to other municipalities in the area.

Cost of Services • Overall, the measures indicate that the City is : o Controlling the spending of services delivered (Schedule “C1”) to meet the increased obligations from the contracted services (Schedule “C2”). o Managing cost to compensate for external and unexpected events as the City is only slightly above the average on both delivered and contracted services. o Is aligned with taxation, as the average of all measures for the City is slightly below the study’s average. • The population increase presented in the demographic section shows population increase of less than 1% a year. Any cost of service increase above that is a net increase in expenditure. • Three measures have unusual issues that affect the study results: o Waste Disposal $ per capita: In 2012 Orillia updated the estimated closure & post closure liability as required under accounting regulations. This update caused a significant one-time increase to the measure in the 2013 study. The measure is reflected adequately in 2014. o Culture $ per capita: This measure includes contributions to Lakehead University. In 2012, the $500,000 contribution meant an increase in the measure of approximately $16.50 above the normal city operations in the 2013 study. The measure is reflected adequately in 2014.

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o Library $ per capita: This measure includes interest cost on debentures that will keep occurring for the next 8 years.

Financial Impact

The cost of participating in the study was $1,600 in 2014.

There are no financial implications for the City resulting from the proposed recommendation.

Comments from Departments/Agencies

The study was distributed to department heads. The Manager of Economic Development comments as follows: “The Economic Development Office regularly uses the BMA Municipal Study both internally and externally.

Businesses and developers often inquire about specific costs of doing business when reflecting on their current location and when considering locating or relocating business. These areas of interest include commercial and industrial taxation levels and information related to user fees levied by the municipality.

The BMA study is used internally as a measure of how the City of Orillia compares against other communities in these areas. This comparative information is shared with potential inquiries on demand. Also, areas where the City of Orillia offers competitive advantages to attracting potential businesses and developers are highlighted and incorporated into promotional initiatives designed and implemented by the Economic Development Office.

Of interest in the 2014 BMA Study: • Orillia has some of the lowest development charges in the Simcoe-Muskoka-Dufferin Region; • Orillia has some of the lowest building permit fees in the Simcoe-Muskoka-Dufferin Region; • Orillia has the lowest standard industrial tax rate in the Simcoe-Muskoka-Dufferin Region; • Orillia’s commercial taxes are summarized in the survey as “low”, compared to Barrie, whose commercial taxes are summarized as “high”; and • In all tax comparisons, except the large industrial sector, Orillia falls below the survey average.”

Comments from Committees

Comments were neither solicited nor obtained from Committees.

Communications

There is no specific communications plan for this report.

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Link to Strategic Plan

Benchmarking studies assist in demonstrating excellence in corporate governance.

Conclusion

The 2014 BMA Municipal Study assist staff and council with understanding cost of services and other financial information in comparison to other municipalities.

Schedules

 Schedule “A” - BMA Study Summary – Demographics & Taxation  Schedule “B” - BMA Study Summary – Financial  Schedule “C” - BMA Study Summary – Cost of Services

Prepared by and Key Contact: Genevieve Segu CPA, CMA, Internal Auditor

Approved by: Jim Lang CPA, CMA, City Treasurer

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Schedule “A” - BMA Study Highlights - Socio-economic & Taxation

Orillia Orillia Measure BMA page Survey AVG Area AVG (2013 study) (2014 study) Socio-Economic % Change in Population in last 4 years Exec Summary 3.00% 3.20% 6.50% 5.30% Average Household Income Exec Summary $66,424 $67,009 $93,038 $85,818

Building Permit Activity per capita 58,59,61 $911 $1,188 $2,192 $1,982 Population – Seniors 65+ 16 21% 21% 15% 18% Population – 0-19 16 21% 21% 22% 23%

Taxation Tax level - Bungalow 273-283 $2,906 $2,945 $3,091 $2,865 Tax level - 2 Storey Home 279- $3,954 $4,295 $3,819 Tax level - Senior Executive 284-287 $4,862 $4,886 $5,854 $5,245 Tax level - Multi-res walk-up 291-294 $1,316 $1,329 $1,383 $1,235 Tax level - Multi-res High-Rise 295-299 $1,580 $1,598 $1,664 $1,616 Tax level - Office Buildings (per sq ft) 303-307 $2.12 $2.22 $3.02 $2.57 Tax level - Small shopping (per sq ft) 310-314 $2.81 $2.98 $3.35 $2.77 Tax level - Hotel (per room) 317-321 $1,303 $1,352 $1,591 $1,963 Tax level - Motel per suite (per room) 323-328 $945 $975 $1,179 $1,024 Tax level - Standard industrial (per sq ft) 331-336 $0.91 $0.93 $1.64 $1.34 Tax level - Large industrial (per sq ft) 338-342 $1.38 $1.36 $1.23 $0.95 Water/Wastewater - Residential 363 $636 $668 $858 $987 Water/Wastewater - Commercial (10,000 m3) 363 $24,860 $26,518 $28,849 $34,584 Water/Wastewater - Industrial (30,000 m3) 363 $74,060 $80,124 $84,510 $101,751

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Schedule “B” - BMA Study Highlights - Financial

BMA Orillia Orillia Survey Measure Area AVG page (2013 study) (2014 study) AVG Financial Position Per Capita 69 $621 $817 $185 -$ 54 (Assets – Liabilities) General reserves as a % of 89 -29.0% -17.0% 50.00% N/A Own Source Revenue Debt interest as a % of own 95 0.20% 0.90% 1.50% N/A source revenue Taxes Receivable as a 109 12.2% 10.9% N/A 10.1% percent of tax levies

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Schedule “C1” - BMA Study Highlights - Cost of Service PER CAPITA, EXCL AMORTIZATION - Delivered

BMA page Orillia Orillia Measure Comparators Survey AVG Reference (2013 study) (2014 study) General Government 128 Full Survey $90 $99 $89 Population 30 to Fire 133 $169 $200 $149 99,000 Paved Roadway 150 Single tier $19 $15 $93 Population 30 to Transit 165 $28 $28 $46 99,000 full survey excluding Waste Collection 179 $10 $10 $10 regions

full survey excluding Waste Disposal 182 $65 $23 $11 regions

full survey excluding Waste Diversion 184 $31 $30 $26 regions Parks 201 Full Survey $60 $69 $42

Recreation Programming 204 Full Survey $22 $25 $18

Recreation facilities 208 Full Survey $31 $28 $63 Population 30 to Culture (Orillia incl. Museums) 221 $62 $41 $10 99,000 Planning 225 Single tier $24 $28 $16

TOTAL $611 $596 $573

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Schedule “C2” - BMA Study Highlights - Cost of Service PER CAPITA, EXCL AMORTIZATION - Contracted

BMA page Orillia Orillia Measure Comparators Survey AVG Reference (2013 study) (2014 study) Population 30 to Police 139 $267 $272 $269 99,000 full survey excluding Public Health 186 $12 $12 $18 regions full survey excluding Ambulance 188 $40 $46 $46 regions full survey excluding General Assistance (ODSP) 192 $69 $57 $84 regions full survey excluding Assistance to Aged 194 $30 $28 $21 regions full survey excluding Child Care 195 $18 $24 $21 regions Population 30 to Library 215 $56 $72 $42 99,000 TOTAL $492 $511 $501

Schedule “C3” - BMA Study Highlights - Cost of Service PER CAPITA, INCL AMORTIZATION

BMA page Orillia Orillia Measure Comparators Survey AVG Reference (2013 study) (2014 study) full survey excluding Social Housing (Contracted) 198 $36 $33 $65 regions Building Permit and Inspection 228 Full Survey $14 $15 $18 (Delivered) Winter Control (Delivered) 162 Single tier $38 $53 $60

TOTAL $88 $101 $143

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