GENERAL COMMITTEE AGENDA Tuesday September 28, 2010 – 9:00 a.m. Town Council Chambers Page 1

1. CALL TO ORDER

2. DECLARATIONS OF PECUNIARY INTEREST

3. PUBLIC MEETINGS

Nil.

4. DELEGATIONS AND PRESENTATIONS

Nil.

5. MINUTES FROM ADVISORY COMMITTEES

Nil.

6. NEW BUSINESS

6.1. 2011 Municipal Budget Development Guidelines and Schedule (AF037-10)

That the 2011 Municipal Budget Development Guidelines and Schedule as contained in Appendix “A” to Staff Report AF037-10 be approved.

6.2. Gol Kommune, Norway, Friendship Agreement (AF071-10)

1. That the Mayor be authorized to execute the Friendship Agreement between The Corporation of the Town of Bracebridge and Gol Kommune, Buskerud, Norway substantially in the form attached as Appendix “A” to Staff Report AF071-10.

2. That the Mayor be authorized to make minor modifications to the Agreement as suggested by representatives from Gol.

6.3. Revised Health and Safety Polices regarding Discrimination, Harassment and Workplace Violence (AF072-10)

1. That the draft Health and Safety Policy TOB-HS013-210 regarding Workplace Violence Prevention, attached as Appendix “A” to Staff Report AF072-10, be approved.

2. That the draft Health and Safety Policy TOB-HS017-2010 regarding Discrimination and Harassment Prevention, attached as Appendix “B” to Staff Report AF072-10, be approved. GENERAL COMMITTEE AGENDA Tuesday September 28, 2010 – 9:00 a.m. Town Council Chambers Page 2

6.4. Licence of Occupation – Bracebridge Generation for the Bracebridge Falls Generating Station (AF073-10)

1. That the Town of Bracebridge enter into a Licence of Occupation with Bracebridge Generation Ltd. from October 2010 to March 2012 to allow for construction, renovation and expansion to the Bracebridge Falls Generating Station.

2. That the Mayor and Clerk be authorized to execute the Licence of Occupation subject to final approval of the form and content by the Municipal Engineer and the Chief Administrative Officer.

3. That all costs associate with the Licence be borne by Bracebridge Generation.

6.5. Leisure Guide RFP 2011-2013 (CR008-10)

1. That Cottage Country Communications, a division of Osprey Media Publishing Inc. be selected to produce the following four issues of the Town’s Leisure Guide:

1.1. Spring and Summer 2011;

1.2. Fall and Winter 2011/2012;

1.3. Spring and Summer 2012; and

1.4. Fall and Winter 2012/2013.

2. That Cottage Country Communications be responsible for the sale of advertising and the provision of design, layout, typesetting, printing and delivery services in accordance with their September 14, 2010 proposal.

3. That Cottage Country Communications be responsible for all the costs related to the production and delivery of the Leisure Guides.

4. That the Mayor and/or Clerk be authorized to execute a contract with Cottage Country Communications specifying the timelines for each of the four editions of the Leisure Guide and other production details to the satisfaction of the Director of Culture and Recreation. GENERAL COMMITTEE AGENDA Tuesday September 28, 2010 – 9:00 a.m. Town Council Chambers Page 3

6.6. Snow Clearing Tender Results 2010- 2014 (CR009-10)

1. That Tender CR003-10 for snow clearing, sanding, and snow removal at the Bracebridge Sportsplex and Bracebridge and Muskoka Lakes Secondary School for the period Fall 2010 to Spring 2014 be awarded to Fowler Construction Company Ltd. for the following tendered prices (excluding HST):

1.1. $234.00 per clearing of the Sportsplex lot;

1.2. $416.00 per clearing of the BMLSS lot;

1.3. $32.40 per complete sanding of the Sportsplex lot;

1.4. $57.60 per complete sanding of the BMLSS lot;

1.5. $28.80 per partial sanding of the Sportsplex lot;

1.6. $51.20 per partial sanding of the BMLSS lot; and

1.7. $165.00 per hour for removal of piled snow.

2. That the Mayor and Clerk be authorized to execute the contract with Fowler Construction Company Ltd.

6.7. 2011 Summer Ice Time (CR010-10)

That, subject to execution of rental agreements with summer ice-time users, staff in the Culture and Recreation Department be authorized to operate two weeks of summer ice in 2011 at the Bracebridge Memorial Arena.

6.8. Urban Tree Management Program (PW018-10)

1. That Staff Report PW018-10 regarding the development of an Urban Tree Management Program for the Town of Bracebridge be received for information purposes.

2. That funds for the completion of Phase One of a program to prepare an Urban Tree Management Program for the Town of Bracebridge, as outlined in Staff Report PW018-10, be considered during the 2011 Municipal Budget development deliberations.

3. That, subject to completion of Phase One, staff report back to General Committee with further details regarding completion of the Phase Two works as outlined in Staff Report PW018-10. GENERAL COMMITTEE AGENDA Tuesday September 28, 2010 – 9:00 a.m. Town Council Chambers Page 4

6.9. Award of RFP 2010-011 for the Design and Construction of a New Washroom Facility at Bowyer’s Beach Park (PW019-10)

1. That RFP 2010-011 for the Design and Construction of a New Washroom Facility at Bowyer’s Beach Park be awarded to Cripps Contracting, for the Quoted Price of $110,000 excluding HST, to be charged to the Bowyer’s Beach capital project account (02-2-600700).

2. That the Mayor and Clerk be authorized to execute the necessary documents.

6.10. Tender 10-46 - Purchase of an Internet-Based GPS/AVL Fleet Tracking System (PW020-10)

1. That Tender 10-10 for the supply and installation of an internet based Global Positioning System (GPS) and Automatic Vehicle Location (AVL) fleet tracking system for the Town of Bracebridge Public Works Department be awarded to the lowest acceptable bidder, Grey Island Inter-Fleet, at an upset cost of $1,285 per vehicle (excluding HST) plus a one-time unlimited-vehicle implementation fee at an upset cost of $2,500 (excluding HST).

2. That the Mayor and Clerk be authorized to sign a service agreement with Grey Island Inter-Fleet at an upset cost of $45 per vehicle per month (excluding HST).

6.11. Signage at Wilshier Boulevard and Dawson Crescent Intersection (PW021-10)

That the current “YIELD” sign at the intersection of Wilshier Boulevard and Dawson Crescent remain, in accordance with the information shown on Appendix “A” to Staff Report PW021-10.

6.12. Item for Discussion – Request from the Bracebridge Business Improvement Area Board of Management - Bagging of Parking Meters During the Month of December (Councillor L. Giaschi-Pacini) (Reference Material Attached)

1. That consistent with the approval in 2009, the request from the Bracebridge Business Improvement Area Board (BIA) of Management, as contained in the memorandum from Mae Brazier, President, BIA, dated September 8, 2010, to bag parking meters in downtown Bracebridge during the month of December 2010, be approved subject to the following conditions:

1.1 That the BIA establish a charity donation collection program;

1.2 That the BIA report to Council annually regarding the results of the program.

2 That this policy be adopted for utilization in subsequent years. GENERAL COMMITTEE AGENDA Tuesday September 28, 2010 – 9:00 a.m. Town Council Chambers Page 5

6.13. Item for Discussion – Downtown Snow Removal (Councillor L. Giaschi-Pacini) (Reference Material Attached)

1. That, consistent with the 2007 Memorandum of Understanding (MOU) between the Town of Bracebridge, District of Muskoka and the Bracebridge BIA for the years 2007 to 2010, continuation of the program for enhanced snow clearing and snow removal operations in the downtown under the terms of the 2007 MOU be approved.

2. That the District of Muskoka and the Bracebridge BIA be so advised.

7. ONGOING BUSINESS

7.1. Health & Safety Update

8. CORRESPONDENCE

Nil.

9. CLOSED SESSION

9.1. Labour Relations or Employee Negotiations (Bracebridge Public Library) (AF070- 10)

10. RESOLUTIONS ARISING FROM CLOSED SESSION

11. ADJOURNMENT

A copy of this agenda in large print format is available upon request. Staff Report AF037-10 Page: 1

General Committee File #: September 28, 2010

TO: Councillor S. Young, Chair and Members of General Committee

FROM: C. Wakefield, Municipal Treasurer

SUBJECT: 2011 Municipal Budget Development Guidelines and Schedule

RECOMMENDATION

1. That the 2011 Municipal Budget Development Guidelines and Schedule as contained in Appendix “A” to Staff Report AF037-10 be approved.

ORIGIN

2. Section 290 (1) of the Municipal Act, 2001 requires local municipalities to prepare and adopt each year, estimates required during the year for the purposes of the municipality, including amounts sufficient to pay all debts of the municipality falling due within the year, amounts required to be raised for sinking funds, and amounts required for any board, commission or other budget.

3. Each department head is responsible for developing the draft budget(s) for the area(s) of their jurisdiction. Review of these budgets is the responsibility of the Treasurer, CAO and General Committee. Final approval of the consolidated municipal budget is the responsibility of Council.

ANALYSIS

Overview

4. The budgeting process is an important activity for the Town of Bracebridge. The Department budget serves three primary purposes:

4.1. To set out the complete program with regard to all expenditures for the Town and their purpose.

4.2. To forecast revenues.

4.3. To provide a method of controlling expenses.

5. It is important that guidelines and schedules are established for all business areas. This consistency and standardization will increase the integrity of the budget process and aid in the consolidation of all the budgets.

6. The Treasurer and CAO are responsible for providing guidance to department heads on the development of their draft budgets. For the 2009 and 2010 municipal budget, guidelines and a schedule were circulated to Committee and Council for approval prior to distribution to staff. This process is being repeated for the 2011 municipal budget.

7. Elements of the budget process that were introduced for the 2009 and 2010 budgets that will be continued for 2011 include:

7.1. Presentation to Committee and Council of a draft 10-year Long Term Capital Plan for the Town.

7.2. Disclosure of interdepartmental charges and recoveries as internal transactions, distinct from departmental external revenues and expenses. Staff Report AF037-10 Page: 2

General Committee File #: September 28, 2010

7.3. Disclosure of transfers to and from reserves as internal transactions, distinct from departmental external revenues and expenses.

7.4. Grant application process for funding requests from community organizations.

7.5. Inclusion of a narrative section for each department, to describe the programs or services delivered by that department, top departmental objectives, key service indicators, and any proposed program changes.

8. With the exception of Building Department fees, a comprehensive review and approval of user fees for 2010 and 2011 was completed in the fall of 2009. No adjustments to the approved 2011 user fees are contemplated. A separate Staff Report on 2011 Building Department fees will be the presented to the Development Services Committee later this fall.

Estimated 2011 Municipal Price Index (MPI)

9. During 2009 and 2010 budget deliberations, staff calculated a Municipal Price Index (MPI) as an estimate of the base operating cost increases facing the municipality in the coming year. The table below illustrates the same exercise for 2011.

Municipal Basket of Portion of Total Forecast Increase Net Impact on 2011 Goods Operating Budget for 2011 Operating Budget

Salaries, Wages and 48.4% 4.0% 1.9% Benefits

Materials and 38.7% 5.0% 1.9% Supplies

Contracted Services 9.2% 5.0% 0.5%

Interest on Long 3.3% 0.0% 0.0% Term Debt

Other (interest and .4% 0.0% 0.0% financial expenses)

Municipal Price Index (MPI) 4.3%

10. Salaries and wages are impacted by negotiated OPSEU wage adjustments, pay equity adjustments and the implementation of the wage grid for exempt staff. Benefit costs are impacted by the above factors as well as by higher OMERS contribution rates and Employee Health Benefit premiums.

11. Contracted services, material and supply costs are impacted by inflationary increases as well as the operating costs of new facilities such as Peake Fields. Significant increases in electricity costs for Town facilities and streetlights, as well as the application of HST to services previously only subject to GST also impact municipal operating costs.

12. It should be noted that the cost increases facing the municipality are not the same as those reflected in the Consumer Price Index (CPI) for Ontario which rose 2.9% from August 2009 to Staff Report AF037-10 Page: 3

General Committee File #: September 28, 2010

August 2010. Consumer prices increased in all provinces in the 12 months ending August 2010. Ontario recorded the largest year-over-year increase of all provinces.

Items Impacting the 2011 Tax Levy

13. As shown in the above table, total base operations for the municipality may experience cost increases in the area of 4% to 5%. Any new services or enhancements to programs may impact the municipal tax levy over and above this amount.

14. Primary sources of municipal operating revenue include user fees such as Sportsplex memberships or parking meter revenue, and permits such as building permits or dog licenses. These revenue sources are not generally increasing at the same rate as expenses are increasing, and therefore the impact on the tax levy is even greater.

15. Each year, the Town receives Ontario Municipal Partnership Funding (OMPF) and these funds have historically been treated as part of the Town’s base operating revenue. The grant is on a sliding scale, and the maximum per-household grant has remained unchanged at $156 for a number of years. The only annual increase is due to an increase in household counts, which have amounted to less than a 1% increase per year over the last several years. OMPF received for 2010 was $1,277,500. As OMPF funding increases have not kept pace with the increase in municipal operating costs, the tax levy must contribute a proportionately larger share.

16. Historically, the Town has also drawn on reserves to cover some of its basic operating costs. Most significantly, the Town has been drawing on a reserve created in 1996 by the sale of the municipal landfill to the District. For the last 14 years, approximately $250,000 per year has been drawn from this reserve to offset base municipal operating costs. At this rate, the reserve would be depleted in another 5 years and there would be a budget impact in 2016 of $250,000. To mitigate this situation, the 2010 budget reduced the draw on this reserve by $40,000 and further reductions to this draw will be incorporated in 2011. This will spread the impact on the tax levy over a number of years, rather than one large adjustment in 2016.

17. On the capital side, the Town’s net levy in support of capital projects has been maintained over the last several years at approximately $2.3 million per year. The Town has been able to leverage various infrastructure grants to significantly increase the value of capital projects in the community each year, while minimizing the impact on the net levy due to capital projects. However, there are a number of potentially large capital projects on the horizon and with minor exceptions, the Town’s capital reserves are not sufficient to undertake these projects without securing other significant funding sources.

18. In addition, the District’s new debt-reduction strategy will have a significant impact on Town’s capital plan for road rehabilitation as the strategy identifies expected municipal contributions to the District for local roads that are affected as part of a District water or sewer project. The prioritization of future capital projects and the determination of available funding will be key in the budgeting process for 2011 and beyond.

LINKAGE TO COMMUNITY BASED STRATEGIC PLAN

19. The approval of the 2011 Municipal Budget Development Guidelines and Schedule is well aligned with the community-based strategic plan objective:

 A Vibrant, Prosperous and Economically Sustainable Community

20. The preparation and approval of the timetable and guidelines for municipal budgeting supports the Town’s Mission of being a progressive and well-planned community. Bracebridge’s Vision will Staff Report AF037-10 Page: 4

General Committee File #: September 28, 2010

be achieved through a number of strategies including having a municipal corporation that demonstrates fiscal responsibility and accountability, with progressive administrative policies and procedures.

ALTERNATIVE

21. The following alternative is available for Committee consideration:

Alternative #1 The Committee could recommend that the 2011 Municipal Budget Development Guidelines and Schedule be amended.

This course of action is not recommended as the guidelines and schedule are based on the model used in previous years for the successful development and approval of the annual municipal budget.

EXISTING POLICY

22. The Budget is prepared in accordance with the provisions of the Municipal Act, 2001.

FINANCIAL IMPLICATIONS

23. The Operating component of the Town’s 2011 Municipal Budget will be prepared on the assumption of maintaining existing service levels. Budgets will be decreased to correspond to any reduced spending requirements or cost-savings opportunities. The 2011 Municipal Budget will also incorporate approved 2011 user fees as well as the impact of any additional grant funding or other revenue sources.

24. Approved Program Changes and Capital Budgets will also have an impact on taxes. The maintenance of the Town’s infrastructure will be a key component of the 2011 Municipal Budget, including adequate maintenance of the infrastructure assets, capital improvements and replacement as required, and creating reserves for future infrastructure requirements wherever possible.

25. Final approval of the 2011 Municipal Budget is scheduled to take place by March 2011. This timeline is consistent with that established for the 2010 Municipal Budget. During budget preparation, staff will continue to work closely with General Committee and Council to ensure that a fiscally responsible Municipal Budget is developed that supports the priorities, goals and objectives of Council as identified in the Town’s Strategic Plan.

Carol Wakefield, Municipal Treasurer

Staff Report AF037-10 Page: 5

General Committee File #: September 28, 2010

APPENDIX “A”

2011 Municipal Budget Development Guidelines and Schedule

Introduction

This document is intended to provide direction in the development and review of Department budgets.

The budgeting process is an important activity for the Town of Bracebridge. The Department budget serves three primary purposes:

1. To set out the complete program with regard to all expenditures for the Town and their purpose.

2. To forecast revenues.

3. To provide a method of controlling expenses.

As we prepare for the budgeting process, it is important that guidelines and schedules are established for all business areas. This consistency and standardization will increase the integrity of the budget process and aid in the consolidation of all the budgets.

If you should have any questions, please contact the Municipal Treasurer or CAO for assistance.

Goals for 2011 Municipal Budget Development

The goals for the 2011 Budget are:

1. To maintain existing service levels to the community;

2. To preserve the Town’s infrastructure, including the adequate maintenance of the infrastructure assets, capital improvements and replacement as required, and creating reserves for future infrastructure requirements; and

3. To mitigate tax levy impacts through pursuing grant opportunities, seeking out new revenue sources, setting appropriate user fees, and seeking out cost-savings opportunities.

Guidelines

The following guidelines summarize the key elements of the 2011 Budget development process:

1. The Operating component of the Town’s 2011 Municipal Budget will be prepared on the assumption of maintaining existing service levels. Budgets will be decreased to correspond to reduced spending requirements or cost-savings opportunities.

2. Any service enhancements, changes in service or new service proposals will be presented to General Committee as requests for Program Changes, in advance of the presentation of the budget document. This will allow Council to consider each Program Change on a case-by-case basis. Staff Report AF037-10 Page: 6

General Committee File #: September 28, 2010

3. The Capital component of the Town’s 2011 Municipal Budget will:

a. Use the Town’s Long Term Capital Plan as a planning tool in preparing the 2011 budget;

b. Be developed on a project priority basis considering issues of public health and safety, renewal of existing assets and growth driven requirements;

c. Include sufficient, appropriate details to explain why each project that is receiving 2011 funding is being recommended; and

d. Include details of the funding source(s) and if required, a financing plan.

4. Each department head will prepare a draft budget(s) for the area(s) of their jurisdiction.

5. Each department budget will have a brief narrative section, including:

a. Purpose – what programs or services are delivered by this department?

b. Top 2011 Objective(s) – what will be the department’s priorities for 2011?

c. Significant Budgetary Item Changes 2011 vs 2010 – what revenue or expense items present a significant dollar or percent change from the 2010 budget, and why?

d. Proposed 2011 Program Changes – Changes to staffing levels? New programs? Changes to method or level of service delivery?

e. FTE summary – number of permanent F/T and other FTE requirements?

f. Key Service Indicators – what measures are available to quantify your service delivery? (These may be the same as Department’s MPMP measures.)

6. Salary, wages and benefit details will be provided by the Treasurer or his (her) designate. All Union positions will be budgeted at job rate, with provision for the approved wage adjustments as of June 1, 2011. All Exempt positions will be budgeted with reference to the incumbents’ step position within the exempt wage grid, with provision for possible adjustments to the grid. Any proposed staffing increases must be approved by the CAO for inclusion in the 2011 budget, and must be documented as a “Proposed 2011 Program Change” – see Guidelines 5.d.

7. Finance will allocate administration overhead costs to departments based on relevant cost drivers. Costs specifically identifiable to a department will be charged directly to that department.

8. Staff will advise all Boards and Agencies that the budget guidelines established in paragraphs 1 – 7 should be used when preparing their 2011 budget. Staff Report AF037-10 Page: 7

General Committee File #: September 28, 2010

2011 Municipal Budget Process and Budget Document

1. Department budgets will be prepared using Excel budget worksheets downloaded from ICity financial software. These worksheets will provide information on prior years’ budget and actual amounts, to assist with the preparation of the 2011 budget.

2. Interdepartmental charges and recoveries will be clearly identified, and appropriately accounted for in the department’s budget.

3. Transfers to and from reserves will continue to be clearly identified, and appropriately accounted for in the department’s budget.

4. Revenues will be clearly identified as to source, including:

a. Federal or Provincial grants.

b. User fees.

c. Other.

5. Each department’s excess of expenses over revenues (if any) will be shown as the net levy required for that department.

6. Requests from community organizations for funding support in 2011 will again be subject to a grant application process. Preference will be given to organizations that demonstrate community support, efficient use of resources, sound business practices and that demonstrate volunteer knowledge, skills and self-reliance. The grant application process demonstrates the Town’s commitment to working with community groups that provide beneficial projects for the community, while at the same time recognizing the financial constraints impacting the Town’s ability to provide funding to these groups. Staff Report AF037-10 Page: 8

General Committee File #: September 28, 2010

Key Dates

Tasks Task Completion Date

Staff Preparation of Draft 2011 Municipal Budget

• Staff report on Budget Guidelines submitted to General Committee for September 28, 2010 approval

• Budget guidelines submitted to Council for approval October 6, 2010

• Applications for Community Grants to be received by Treasurer November 19, 2010

• Applications for Event Tourism Grants to be received by Director of December 1, 2010 Economic Development

• Department Head submission of draft 2011 Budget to CAO and December 3, 2010 Treasurer, including narratives

• Staff report on proposed Program Changes and/or increases in staffing December 14, 2010 submitted to General Committee and Council for review and approval

• Staff report on Town’s Long Term Capital Plan submitted to General December 14, 2010 Committee and Council for review

• Department Head review of draft 2010 Budget with CAO and Treasurer December 24, 2010

• Department Head amendment of draft 2010 Budget (if required) and December 31, 2010 CAO/Treasurer sign-off on draft budget

Committee and Council Review of Draft 2011 Budget

• Distribution of Draft Consolidated Budget to Mayor and Council February 7, 2011

• Review of Draft Consolidated Budget by General Committee February 22, 2011

• Distribution of Revised Draft Consolidated Budget to Mayor and Council (if required) Timing to be • Review of Revised Draft Consolidated Budget by General Committee determined, at the (if required) discretion of Council

• Council approval of 2011 Budget

Staff Report AF071-10 Page: 1

General Committee File #: September 28, 2010

TO: Councillor S. Young, Chair and Members of General Committee

FROM: J. Sisson, Chief Administrative Officer

SUBJECT: Gol Kommune, Norway, Friendship Agreement

RECOMMENDATION

1. That the Mayor be authorized to execute the Friendship Agreement between The Corporation of the Town of Bracebridge and Gol Kommune, Buskerud, Norway substantially in the form attached as Appendix “A” to Staff Report AF071-10.

2. That the Mayor be authorized to make minor modifications to the Agreement as suggested by representatives from Gol.

ORIGIN

3. Gol is a municipality in Buskerud county, Norway. It is part of the traditional region of Hallingdal. The administrative centre of the municipality is the village of Gol. Gol was established as a municipality on 1 January 1838 (see formannskapsdistrikt). The area of Hemsedal was separated from Gol in 1897 to become a separate municipality.

4. The municipality of Gol is bordered to the north by the municipality of Nord-Aurdal (in Oppland county), to the east by Sør-Aurdal (in Oppland county), to the south by Nes, and to the west by Ål and Hemsedal.

5. During the war years, the Royal Canadian Air Force operated the Muskoka airport as an auxiliary base for CFB Borden, to conduct flight training. In 1942, the field was made available to the Royal Norwegian Air Force (RNAF) under the British Air Commonwealth Training Plan. The RNAF moved their training base to Muskoka from the Toronto City Centre Airport (then Toronto Island Airport).

6. During World War II, the Muskoka Airport, referred to as "Little Norway", was used as a training facility by the Royal Norwegian Air Force. Throughout the war, hundreds of Norwegians escaped to Canada to train as pilots and aircrew before returning to the battlefields of Europe.

7. The National Historic Sites and Monuments Board of Canada has designated Norwegian Training in Canada during the World War II an event of national historical significance.

8. A plaque has been erected on a stone near the Air Terminal Building at Muskoka Airport it reads:

"NORWEGIAN TRAINING IN CANADA DURING THE SECOND WORLD WAR

Located near here, Little Norway, one of the Norwegian armed forces training centres in Canada during the Second World War, was officially opened by Crown Prince Olav in May 1942. It embodies for Canadians the importance of the alliance of nations fighting for freedom. Between 1940 and 1945 more than 3,000 Norwegian airmen, sailors and soldiers and up to 3,000 merchant seamen and civilians trained in Canada for the struggle to liberate their occupied homeland. The strong bond between the two countries, forged in the experience of those years, has become a symbol of Canada's continuing friendship with its wartime allies.” Staff Report AF071-10 Page: 2

General Committee File #: September 28, 2010

9. Many residents of Bracebridge have had a long-standing relationship with Gol and worked closely with the District Municipality of Muskoka, the Governments of Norway and Canada and the Royal Canadian Legion to design and construct a memorial at the Muskoka Airport. The purpose of the project is twofold; to recognize the historical significance of the Royal Norwegian Air Force training program in Muskoka during World War II and to establish a new cultural heritage attraction at the airport.

10. The purpose of the Little Norway Memorial is to commemorate the lives and sacrifices of those that trained at "Little Norway" ensuring that their legacy will not be forgotten and to provide understanding and appreciation of the long-standing and continuing connections between Norway and Canada.

11. On April 29, 2009, Council ratified motion 09-GC-102 as follows:

“That the Mayor and Chief Administrative Officer be authorized to pursue a friendship/twinning agreement with Gol kommune, Norway and report back to General Committee.”

12. The formation of a Friendship Committee in Bracebridge with the goal of establishing a formal Friendship Agreement with Gol is consistent with objective of maintaining a continued connection with Norway.

13. In accordance with motion 09-GC-102, the Mayor has been in contact with local residents and representatives from Gol and it appears that there is general interest in formalizing a relationship between the two communities.

14. On January 27, 2010, Council ratified motion 10-GC-006 regarding a Friendship Committee as follows:

WHEREAS there has been a unique historical link between the Town of Bracebridge and Gol Kommune, Norway for over six decades;

AND WHEREAS the Corporation of the Town of Bracebridge believes that it will be valuable for the Town to foster closer friendship and cooperation between both communities;

AND WHEREAS the Corporation of the Town of Bracebridge believes that it will be worthwhile to develop programs and relationships mutually beneficial to the citizens of both communities;

NOW THEREFORE THE COUNCIL OF THE CORPORATION OF THE TOWN OF BRACEBRIDGE RESOLVES AS FOLLOWS:

1. That a Town of Bracebridge and Gol kommune Friendship Committee be established.

2. That the Terms of Reference for the committee as set out in Appendix “A” to Staff Report AF008-10 be approved.

3. That the Mayor, the Deputy Mayor, Mr. Bruce Kruger, Mr. Al Bacon and Mrs. Sigrid Purdon be appointed to the Committee.

4. That the Mayor, the members of the Friendship Committee and the Chief Administrative Officer be authorized to work with representatives from Gol to develop the specific terms of a Friendship Agreement between Bracebridge and Gol and report back to General Committee. Staff Report AF071-10 Page: 3

General Committee File #: September 28, 2010

15. Since January, staff and members of the Friendship Committee have been in regular contact with representatives from Gol. Through discussions, a draft agreement was prepared and reviewed by representatives from the Bracebridge and Gol Friendship Committees.

16. Attached as Appendix “A” is the final draft version of the Agreement that is presented for Committee’s consideration.

17. Representatives from Gol will be finalizing approval of the Agreement on October 21st. Subject to any minor modifications proposed by Gol, the Mayor will execute the Agreement and copies will be send to Gol for execution.

ANALYSIS

18. If approved, the Friendship Agreement would be the Town’s only international agreement.

19. Subject to execution of the Agreement, the Friendship Committee appointed by Council would continue to work to carry out the provisions of the Agreement.

20. Although the term of the current Friendship Committee will end on November as of November 31st, staff anticipate that the new Council will consider appointments to the advisory Committee after the December 1st Inaugural meeting.

21. The primary duty of the Friendship Committee is to report and make recommendations to General Committee on matters within the scope of responsibilities of the Committee.

22. As outlined in the Terms of Reference approved for the Committee, the following goals will be the subject of further work by the Committee:

22.1. Investigate opportunities for new projects, activities, exchanges and program initiatives that would foster a positive relationship between the two communities.

22.2. Prepare, as required, any budget proposals for consideration by General Committee.

22.3. Work with staff and Gol kommune counterparts, arrange for official delegations and prepare delegation plans showing scheduled events such as: official meetings with Council, representatives from community organizations and other community leaders; site visits; sightseeing; ceremonial dinners; and gift exchanges.

22.4. Liaise with organizations in the community to encourage participation in unofficial visits/exchanges and other friendship activities.

LINKAGE TO COMMUNITY BASED STRATEGIC PLAN

23. The authorization to establish a Friendship Agreement is well aligned with the community-based strategic plan objectives:

 A Vibrant, Prosperous and Economically Sustainable Community

24. Approval of the Friendship Agreement will provide new opportunities to promote cultural awareness, joint learning opportunities, trade and economic development and that are mutually beneficial to the citizens of both communities. Staff Report AF071-10 Page: 4

General Committee File #: September 28, 2010

ALTERNATIVE(S)

25. The following alternative is available for Committee consideration:

Alternative #1 The Committee could recommend that a Friendship Agreement not be finalized.

This alternative is not recommended as the Town has had a long history of informal involvement with Gol kommune, Norway and the Friendship Agreement serves to formalizing that relationship.

EXISTING POLICY

26. Although the Town does not have any formal Friendship or Twinning Agreements, previous contact and an informal friendship arrangement has been in place with Lincoln, England.

FINANCIAL IMPLICATIONS

27. The amount of $1,000 was included in the 2010 Municipal Budget to offset any costs associated with the Town’s Friendship Committee. Although no funds have been expended to-date, staff anticipate a similar amount being included in future budgets to offset incidental costs.

28. Any specific program initiatives, developed as a result of this Friendship Agreement, would need to be budgeted separately based on further direction from Council.

John Sisson, Chief Administrative Officer

Staff Report AF071-10 Page: 5

General Committee File #: September 28, 2010

APPENDIX “A”

Town of Bracebridge and Gol kommune, Norway Friendship Agreement

Staff Report AF072-10 Page: 1

General Committee File #: September 28, 2010

TO: Councilor S. Young, Chair and Members of General Committee

FROM: J. Sisson, Chief Administrative Officer

SUBJECT: Revised Health and Safety Polices regarding Discrimination, Harassment and Workplace Violence

RECOMMENDATION

1. That the draft Health and Safety Policy TOB-HS013-210 regarding Workplace Violence Prevention, attached as Appendix “A” to Staff Report AF072-10, be approved.

2. That the draft Health and Safety Policy TOB-HS017-2010 regarding Discrimination and Harassment Prevention, attached as Appendix “B” to Staff Report AF072-10, be approved.

ORIGIN

3. In December 2006, the Town of Bracebridge was subject to a Workwell Audit under the Workplace Safety and Insurance Act, 1997.

4. The Town of Bracebridge has developed a comprehensive set of policies and procedures in relation to Health and Safety, and has developed a formal Health and Safety Program in the Town’s workplace.

5. As the policies and procedures were developed as a result of the Workwell Audit, staff submitted the policies to Council for initial review and adoption. The final version of the Town’s Health & Safety Policies and Procedures were adopted by By-law 2006-154.

6. On June 10, 2009 Town Council ratified motion 09-GC-139 regarding the Town’s Health and Safety Policies as follows:

1. That, in accordance with the Occupational Health and Safety Act, R.S.O. 1990 (OHSA), the Chief Administrative Officer be authorized to prepare, maintain, and implement the Health and Safety Policies and Procedures for the Corporation of the Town of Bracebridge.

2. That the Chief Administrative Officer report back to General Committee annually with a summary report regarding the Town’s Health and Policies and Procedures and the status of the Town’s on-going Health and Safety Program.

7. On December 9, 2009, the provincial government passed Bill 168 an Act to Amend the Occupational Health and Safety Act with respect to Violence and Harassment in the Workplace. This Bill received Royal Assent on December 15, 2009 and became law on June 15, 2010.

8. The amendments contained in the Bill imposed significant obligations on virtually all Ontario employers in respect of workplace violence and domestic violence as well as workplace harassment.

9. Although the Town has comprehensive Health and Safety-related policies and procedures already in place, amendments are in order to incorporate the specific requirements of Bill 168. Staff Report AF072-10 Page: 2

General Committee File #: September 28, 2010

10. Although authority to prepare, maintain, and implement the Health and Safety Policies and Procedures for the Corporation of the Town of Bracebridge has been delegated to the CAO through motion 09-GC-139, staff feel that, due to the requirement for these policies as a result of new provincial legislation, it is appropriate for the policies to be reviewed directly by General Committee and approved by Town Council.

ANALYSIS

11. The Occupational Health and Safety Act currently establish a general duty that employers take every precaution reasonable in the circumstances for the protection of workers. With the implementation of Bill 168, this responsibility now specifically includes protecting workers from the hazard of workplace harassment and workplace violence. This policy and directive will demonstrate the Town’s commitment to doing that.

12. Bill 168 defines workplace harassment and workplace violence and requires employers to:

• Prepare and post a policy with respect to workplace harassment and workplace violence;

• Assess the risk of workplace violence that may arise from the nature of the workplace, the type of work or the conditions of work;

• Develop and maintain a program to implement those policies and control the risks;

• Provide information and instruction to workers on the contents of these policies and programs;

• Take reasonable precautions where the employer is aware (or ought to be aware) that domestic violence is likely to expose a worker(s) to the risk of physical injury in the workplace;

• Provide information to workers about an individual with a history of violence where workers are likely to encounter that person in the course of their work and where there is risk of physical injury.

• Allow workers to refuse unsafe work where workplace violence is likely to endanger their safety.

13. The risk assessment required through Bill 168 has been completed and will be shared with the Joint Health and Safety Committee in the near future. Once the policies are finalized with Council’s approval, training sessions for all employees will be conducted in the fall 2010.

LINKAGE TO COMMUNITY BASED STRATEGIC PLAN

14. The approval of these draft Health and Safety is well aligned with the community-based strategic plan objectives:

 An Engaged, Healthy and Socially Sustainable Community

15. These policies meet provincial requirements and help to ensure that the Town maintains a healthy and safe workplace for all employees of the Town as outlined in the policies. Staff Report AF072-10 Page: 3

General Committee File #: September 28, 2010

ALTERNATIVE(S)

16. The following alternative is available for Committee consideration:

Alternative #1 Committee could recommend that these draft policies not be approved.

This alternative is not recommended as the policy revisions are required in order to meet the Corporation’s legislative requirements under Bill 168.

EXISTING POLICY

17. Occupational Health and Safety Act, R.S.O. 1990.

18. Town of Bracebridge Health and Safety Policies and Procedures, By-law 2006-154.

FINANCIAL IMPLICATIONS

19. None, at this time.

John Sisson, Chief Administrative Officer

Staff Report AF072-10 Page: 4

General Committee File #: September 28, 2010

APPENDIX “A”

Draft Health and Safety Policy – HS013-2010 The Corporation of the Town of Bracebridge Policy and Procedure Workplace Violence Prevention HEALTH AND SAFETY POLICY

Subject: Workplace Violence Policy Number: TOB-HS013-2010 Prevention

Date Developed: September 28, 2010 Date Approved: October 6, 2010

Lead Department: Administration and Date Modified: Finance (if applicable)

1. POLICY:

1.1. The Corporation of the Town of Bracebridge hereinafter referred to as the “Corporation” is committed to providing and maintaining a safe and healthy workplace that is free from actual, attempted or threatened violence by taking reasonable steps to prevent workplace violence and to protect employees from workplace violence.

2. PURPOSE:

2.1. The purpose of this policy is to define workplace violence, identify responsibilities and establish the elements of the workplace violence prevention program.

3. APPLICATION:

3.1. This policy applies to all Town of Bracebridge employees, volunteers, co-op students, interns, contract staff, elected officials, Town Council appointees, and all persons who attend Town workplaces including but not limited to all visitors, suppliers, vendors, contractors, volunteers and members of the public.

3.2. This is the companion directive to the Corporation’s Health and Safety Policy “TOB- HS017-2010 - Harassment and Discrimination.”

3.3. In the event of a conflict between this directive and the Occupational Health and Safety Act (the Act) or related regulations, the Act and the regulations shall govern.

4. WORKPLACE VIOLENCE:

4.1. Workplace violence is a health and safety matter and is covered under the Act, which defines workplace violence as:

4.1.1. The exercise of physical force by a person against a worker, in a workplace that causes or could cause physical injury to the worker;

4.1.2. An attempt to exercise physical force against a worker, in a workplace, that cause physical injury to the worker; and

4.1.3. A statement or behavior that is reasonable for a worker to interpret as a threat to exercise physical force against the worker, in a workplace, that could cause physical injury to the worker.

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The Corporation of the Town of Bracebridge Policy and Procedure Workplace Violence Prevention HEALTH AND SAFETY POLICY

4.2. Some examples of workplace violence may include:

4.2.1. The use of physical force against or by a worker that causes or could cause physical injury. This includes, but is not limited to, physical acts such as punching, hitting, kicking, pushing, damaging property or throwing objects;

4.2.2. The attempted use of physical force against or by a worker or a third party that could have caused physical injury;

4.2.3. An action or statement, either spoken or written, or series of actions or statements, reasonably believed to be a threat of physical harm or as a threat to safety or security in the workplace;

4.2.4. Leaving threatening notes or sending threatening e-mails;

4.2.5. Stalking someone;

4.2.6. Bringing a weapon of any kind to the workplace, possessing a weapon of any kind while carrying out Corporate business, or threatening to bring a weapon to a workplace; or

4.2.7. Disruptive behavior that is not appropriate to the workplace (e.g. yelling, swearing, or shaking a fist at someone).

5. ADMINISTRATION:

5.1. In the event of a serious and/or imminent threat of physical harm from workplace violence: 5.1.1. Contact the Police by calling 9-1-1. If it is determined that evacuation is necessary, employees and others present in the workplace shall follow the procedures outlined in the Fire Safety Plan. 5.1.2. If it is determined that evacuation is necessary, employees and others present in the workplace shall follow the procedures outlined in the Town’s HS Policy “TOB-HS004D-2006 - Bomb Threat and Evacuation Procedure”, or other relevant departmental procedures, or the direction of the Police. 5.2. Reporting an Incident of Workplace Violence: 5.2.1. Employees are required to immediately report instances of actual or potential workplace violence, whether directly experienced or witnessed, to appropriate management staff or to the Human Resources department. 5.2.2. If an incident results in injury or a close call, the steps outlined in the Town’s HS Policy “TOB-HS010-2006 – Accident/Incident Reporting and Investigation.”

5.3. Investigating an Incident of Workplace Violence:

5.3.1. Complaints or incidents of workplace violence or reprisal will be investigated promptly by Human Resources, under the direction of the Chief Administrative Officer (CAO).

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The Corporation of the Town of Bracebridge Policy and Procedure Workplace Violence Prevention HEALTH AND SAFETY POLICY

5.3.2. Human Resources will conduct a thorough, fair investigation which may include interviewing the complainant(s), respondent(s) and witnesses, gathering and reviewing documentary evidence.

5.3.3. Alternatively, the Chief Administrative Officer may retain a qualified external consultant to conduct the investigation where there is a potential conflict between Human Resources and the parties involved in the complaint, or if the complaint involves a senior Manager, or due to the potential complexity of the situation under investigation.

5.3.4. Human Resources, under the direction of the Chief Administrative Officer has the discretion to refuse to intervene or investigate, or to discontinue an intervention or investigation where the complaint involves minor misconduct and can reasonably be resolved without a formal investigation, where an adequate remedy already exists, where the complaint is frivolous, vexatious, or not made in good faith, where another complaint avenue has been pursued, or where having regard to all the circumstances, further investigation of the matter is unnecessary.

5.3.5. At the conclusion of an investigation, the investigator may prepare a written report that includes the allegations, respondent, witness and documentary evidence, factual findings, and conclusions.

5.3.6. The report shall be shared with the appropriate Department Head(s), and the Chief Administrative Officer.

5.3.7. The report may include recommendations to correct any existing problems and to prevent similar problems from occurring in the future.

5.3.8. Final decisions regarding the disposition of a complaint will be made by the responsible Department Head and the CAO.

5.3.9. In most cases, investigations cannot be undertaken on the basis of an anonymous complaint. However, Managers should not ignore these situations and should report them to the Department Head and/or Human Resources for other forms of intervention.

5.4. Findings of Misconduct: When the complaint has been substantiated, the appropriate Department Head or designate will:

5.4.1. Notify the complainant in writing that the appropriate action has been taken and that any further instances of violence should be reported immediately.

5.4.2. Meet with the respondent and if required his/her Department Head, Manager and Union representative and provide written notification of the results of the investigation which will be placed on his/her HR employee file and issue discipline, if appropriate.

5.4.3. Ensure that a violence-free workplace has been restored and that further incidents of violence will not occur.

5.5. Discipline: Employees found to have violated this Policy will be subject to appropriate disciplinary action up to and including termination of employment.

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The Corporation of the Town of Bracebridge Policy and Procedure Workplace Violence Prevention HEALTH AND SAFETY POLICY

5.6. Confidentiality: The Town will make every effort to ensure confidentiality for employees involved in workplace violence. However, complete confidentiality is not possible in all circumstances and cannot be guaranteed.

5.7. No Reprisal: Reprisal against an employee who has made a good faith complaint or provided information regarding a complaint or incident of workplace violence is prohibited. Employees who engage in reprisals or threats of reprisals may be disciplined up to and including termination of employment.

5.8. Complaints Not in Good Faith: An employee who makes a complaint not in good faith may be disciplined up to and including termination of employment. Such discipline is not a reprisal or breach of this Policy.

5.9. Work Refusals: An employee has the right to refuse work if s/he has reason to believe that workplace violence is likely to endanger him or her. In that case, employees should refer to HS Policy “TOB-HS004E-2006 – Refusal to Work.”

5.10. Review of this Policy: This Policy and the Workplace Violence Prevention Program will be reviewed annually or more frequently as required.

6. DOMESTIC VIOLENCE:

6.1. If an employee is experiencing domestic violence that would likely expose him/her or other employees to physical injury that may occur in the workplace, s/he is encouraged to report such violence to his/her Manager or to Human Resources so that the Corporation may take reasonable steps for the protection of the employee and co-workers while at work.

6.2. Such steps may include some or all of the following:

6.2.1. Creating a safety plan;

6.2.2. Contacting the police;

6.2.3. Establishing enhanced security measures such as personal emergency panic alarm, code words, and door and access security measures;

6.2.4. Screening calls and blocking certain email addresses;

6.2.5. Setting up priority parking or providing escorts to vehicle;

6.2.6. Adjusting working hours and location so that they are not predictable; and

6.2.7. Facilitating access to counseling through the Employee Assistance Program or other community programs.

6.3. The Corporation appreciates the sensitivity of these issues and every effort will be made to assist employees as discreetly as possible while maintaining their privacy.

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The Corporation of the Town of Bracebridge Policy and Procedure Workplace Violence Prevention HEALTH AND SAFETY POLICY

7. RESPONSIBILITIES:

7.1. It is everyone’s responsibility to ensure a workplace that is free from violence and that violence and/or the threat of violence from all possible sources (including customers, clients, employers, supervisors, workers, suppliers, vendors, strangers and domestic/intimate partners) is addressed.

7.2. Responsibilities of Department Heads, Managers and Supervisors: 7.2.1. Conduct workplace violence risk assessments to determine whether the nature of the workplace, the type of work or the conditions of the work place employees at risk of violence and develop practical steps to minimize or eliminate identified risks; 7.2.2. Communicate and review this Policy with the employees they manage or supervise; 7.2.3. Adequately train employees at the Corporation procedures that address the workplace violence risk(s) applicable to the employee; 7.2.4. Support employees who choose to report complaints or incidents of workplace violence;

7.2.5. Document details of complaints or incidents, actions taken, outcomes or remedies implemented;

7.2.6. Respond to all complaints or incidents of workplace violence in a professional manner appropriate for the circumstances;

7.2.7. Where workplace violence has occurred, implement appropriate measures to prevent reoccurrence and monitor the situation after a complaint to ensure the violent behavior has stopped;

7.2.8. Inform employees about any actual or potential danger to the health or safety of the worker of which the Manager or Supervisor is aware including, but not limited to, any risk of workplace violence from a person with a history of violent behavior if the employee can expect to encounter that person in the course of work and if the employee may be at risk of physical injury;

7.2.9. Take every precaution reasonable in the circumstances to protect workers; and

7.2.10. Take reasonable measures to protect workers, acting in good faith, who report workplace violence or act as witnesses, from reprisal or further violence.

7.3. Responsibilities of Human Resources Staff:

7.3.1. Take a leadership role in providing advice on directive provisions and in addressing and providing assistance to resolve concerns and complaints;

7.3.2. Support Department Heads and Managers in addressing violence issues in their workplaces;

7.3.3. Arrange for training for Department Heads, Managers and employees on this Policy; and

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The Corporation of the Town of Bracebridge Policy and Procedure Workplace Violence Prevention HEALTH AND SAFETY POLICY

7.3.4. Undertake neutral, independent informal and formal investigations and/or engage a third party investigator if appropriate. Report findings of fact to the appropriate Department Head and/or senior Manager(s).

7.4. Responsibilities of Employees (including Department Heads, Managers and Supervisors): 7.4.1. Comply with this directive at all times to protect themselves and others in the workplace from workplace violence; 7.4.2. Understand and abide by departmental procedures that relate to workplace violence, including the departmental emergency and evacuation procedures; 7.4.3. Do not engage in or ignore violent, threatening, intimidating or other disruptive behaviour that would constitute workplace violence under this Policy; 7.4.4. Report any circumstances of which they are aware that reasonably could give rise to workplace violence or otherwise place persons at risk of physical harm; 7.4.5. Participate in training regarding this Policy and other procedures directed at workplace violence risks in the workplace; and 7.4.6. Fully cooperate in any investigation of complaints or incidents of workplace violence or breaches of this Policy.

8. RELATED DOCUMENTS:

8.1. Related legislation, policies and/or procedures include: 8.1.1. Occupational Health & Safety Act 8.1.2. Bill 168, An Act to amend the Occupational Health and Safety Act 8.1.3. HS Policy “TOB- HS004E-2006 – Refusal to Work.” 8.1.4. HS Policy “TOB- HS017-2010 - Harassment and Discrimination.” 8.1.5. Fire Safety Plan

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Staff Report AF072-10 Page: 5

General Committee File #: September 28, 2010

APPENDIX “B”

Draft Health and Safety Policy – HS017-2010

The Corporation of the Town of Bracebridge Policy and Procedure Discrimination and/or Harassment Prevention HEALTH AND SAFETY POLICY

Subject: Discrimination and/or Policy Number: TOB- HS017-2010 Harassment Prevention

Date Developed: September 28, 2010 Date Approved: October 6, 2010

Lead Department: Administration and Date Modified: Finance (if applicable)

1. POLICY:

1.1 The Corporation of the Town of Bracebridge hereinafter referred to as the “Corporation” is committed to providing and maintaining a work environment in which individuals are treated with respect and dignity and that is free discrimination and harassment.

1.2 The Corporation will not tolerate, condone or ignore discrimination or harassment and is committed to promoting appropriate standards of conduct at all times. All employees are responsible for respecting the dignity and rights of others.

2. PURPOSE:

2.1 The purpose of this directive is to define discrimination and harassment, identify responsibilities and establish the elements of the discrimination and harassment prevention program.

3. APPLICATION:

3.1 This policy applies to all Town of Bracebridge employees, volunteers, co-op students, interns, contract staff, elected officials, Town Council appointees, and all persons who attend Town workplaces including but not limited to all visitors, suppliers, vendors, contractors, volunteers and members of the public.

3.2 This is the companion directive to the Corporation’s Health and Safety Policy “TOB- HS013-2010 – Workplace Violence Prevention.”

3.3 In the event of a conflict between this directive and the Occupational Health and Safety Act (the Act) or related regulations, the Act and the regulations shall govern.

4. DISCRIMINATION:

4.1 Discrimination means any distinction, exclusion or preference based on the protected grounds in the Ontario Human Rights Code (the Code), which nullifies or impairs equality of opportunity in employment, or equality in the terms and conditions of employment.

4.2 The protected grounds of discrimination as set out in the Code are: race, ancestry, place of origin, colour, ethnic origin, citizenship, creed, sex, sexual orientation, age, record of offences, marital status, family status or disability.

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The Corporation of the Town of Bracebridge Policy and Procedure Discrimination and/or Harassment Prevention HEALTH AND SAFETY POLICY

5. HARASSMENT:

5.1 Discriminatory Harassment.

5.1.1 Discriminatory harassment means a course of improper conduct or comments based on one or more of the protected grounds listed in the Code (and section 4.2 of this policy), which a person knows or ought reasonably to know would be unwelcome.

5.1.2 Some examples of discriminatory harassment may include: Offensive comments, jokes or behavior that disparage or ridicule a person’s membership in one of the protected groups; or inappropriate comments or jokes about an individual’s age, sexual orientation, or personal appearance.

5.2 Sexual Harassment:

5.2.1 Sexual harassment means a course of improper conduct or comments of a sexual nature that the recipient does not welcome or that offend him or her, and which the person engaging in the conduct or making the comment knows or ought reasonably to know would be unwelcome. It may also include inappropriate conduct or comments that are not necessarily sexual in nature, but which are directed at an individual because of his or her gender.

5.2.2 Both men and women can be victims of sexual harassment and persons can harass someone else of the same or opposite sex.

5.2.3 Some examples of sexual harassment may include:

 Sexual advances or solicitations that the recipient does not welcome and which the person engaging in the conduct knows or ought reasonably to know would be unwelcome;

 A reprisal or a threat of reprisal for the rejection of a sexual solicitation or advance where the reprisal is made or threatened by a person in a position to confer, grant or deny a benefit or advancement to the person;

 Leering (persistent suggestive staring);

 Displaying, distributing or circulating sexually offensive material such as posters, pictures, calendars, cartoons, screen savers, pornographic or erotic web sites or other electronic material;

 Sexually suggestive or obscene comments or gestures;

 Unwelcome remarks, jokes, innuendoes, propositions or taunting about a person’s body, clothing or sex;

 Persistent, unwanted attention after a consensual relationship ends;

 Physical contact of a sexual nature, such as touching or caressing; or

 Sexual assault.

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The Corporation of the Town of Bracebridge Policy and Procedure Discrimination and/or Harassment Prevention HEALTH AND SAFETY POLICY

5.3 Workplace Harassment:

5.3.1 Workplace harassment is a health and safety matter that is covered under the Occupational Health and Safety Act (the Act), which defines workplace harassment as:

Engaging in a course of vexatious comment or conduct against a worker in a workplace that is known or ought reasonably to be known to be unwelcome.

5.3.2 Workplace harassment may have some or all of the following components:

 It is generally repetitive, although a single serious incident may constitute workplace harassment if it undermines the recipient’s psychological or physical integrity and has a lasting harmful effect; and

 It is hostile, abusive or inappropriate.

5.3.3 Some examples of workplace harassment include:

 Verbally abusive behavior such as yelling, insults, and name calling including remarks, jokes or innuendos that demean, ridicule, intimidate or offend;

 Workplace pranks or practical jokes that embarrass or insult someone;

 Spreading gossip, rumors, negative blogging, cyber-bullying;

 Regular use of profanity and abusive or offensive language;

 Aggressive behaviors such as slamming doors or throwing objects;

 Sabotaging someone else’s work; or

 Making false allegations about someone.

5.3.4 Workplace harassment should not be confused with legitimate, reasonable management actions that are part of the normal work functions, including, but not limited to:

 Measures to correct performance deficiencies, such as placing someone on a performance improvement plan;

 Imposing discipline for workplace infractions;

 Requesting medical documents in support of an absence from work; or

 Work related change of location, co-workers or job-assignment.

5.3.5 It also does not include normal workplace conflict that may occur between individuals or differences of opinion between coworkers.

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The Corporation of the Town of Bracebridge Policy and Procedure Discrimination and/or Harassment Prevention HEALTH AND SAFETY POLICY

5.4 Poisoned Work Environment:

5.4.1 Harassing conduct or comments can poison someone’s working environment making it a hostile or uncomfortable place to work, even if the person is not being directly targeted. This is commonly referred to as a poisoned working environment and it is a form of harassment.

5.4.2 Some examples of actions that may create a poisoned work environment may include:

 Displaying offensive or sexual materials such as posters, pictures, calendars, web sites or screen savers;

 Distributing offensive email messages or attachments such as pictures or video files; or

 Jokes or insults that are offensive, racist or discriminatory in nature.

5.5 The Test of Harassment:

5.5.1 It often does not matter whether the intent was to offend someone or not. The test of harassment is whether the harasser knew or should have known that the comments or conduct were unwelcome to the other person.

5.5.2 The harasser does not necessarily have to have power or authority over the victim; harassment can occur from co-worker to co-worker, supervisor to employee and employee to supervisor.

6. ADMINISTRATION:

6.1 Reporting Discrimination or Harassment complaints:

6.1.1 An employee who believes s/he has been subjected to discrimination or harassment is encouraged to:

 Make his/her disapproval known to the person who is causing the offence and ask that the behavior stop;

 Discuss concerns with an immediate supervisor or next level Manager not involved in the complaint; or

 Seek advice from Human Resources, through the Employee Assistance Program, or from a Union representative if the employee is a member of the Union.

6.1.2 If the discrimination or harassment continues, or if the employee is uncomfortable addressing the person who is causing the offence directly, the employee should report the complaint to his/her Manager, another available Manager, or to Human Resources so that the incident can be investigated and addressed.

 Complaints must be filed as soon as practically possible after the incident occurred, detailing the nature of the incident, dates, times, places, witnesses, and names of those involved.

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The Corporation of the Town of Bracebridge Policy and Procedure Discrimination and/or Harassment Prevention HEALTH AND SAFETY POLICY

 A formal complaint shall be made in writing and signed by the complainant(s). The name of the complainant may be shared with the alleged offender. In the event that the complainant does not wish his/her name to be shared, s/he may withdraw the complaint.

6.1.3 Where appropriate, Human Resources will advise the Department Head and/or the Chief Administrative Officer (CAO) that a complaint has been received and is being investigated.

6.2 Investigating Discrimination or Harassment complaints:

6.2.1 Complaints or incidents of workplace discrimination and/or harassment or reprisal will be investigated promptly by Human Resources, under the direction of the Chief Administrative Officer (CAO).

6.2.2 Human Resources will conduct a thorough, fair investigation which may include interviewing the complainant(s), respondent(s) and witnesses, gathering and reviewing documentary evidence.

6.2.3 Alternatively, the Chief Administrative Officer may retain a qualified external consultant to conduct the investigation where there is a potential conflict between Human Resources and the parties involved in the complaint, or if the complaint involves a senior Manager, or due to the potential complexity of the situation under investigation.

6.2.4 Human Resources, under the direction of the Chief Administrative Officer has the discretion to refuse to intervene or investigate, or to discontinue an intervention or investigation where the complaint involves minor misconduct and can reasonably be resolved without a formal investigation, where an adequate remedy already exists, where the complaint is frivolous, vexatious, or not made in good faith, where another complaint avenue has been pursued, or where having regard to all the circumstances, further investigation of the matter is unnecessary.

6.2.5 At the conclusion of an investigation, the investigator may prepare a written report that includes the allegations, respondent, witness and documentary evidence, factual findings, and conclusions.

6.2.6 The report shall be shared with the appropriate Department Head(s), and the Chief Administrative Officer.

6.2.7 The report may include recommendations to correct any existing problems and to prevent similar problems from occurring in the future.

6.2.8 Final decisions regarding the disposition of a complaint will be made by the responsible Department Head and the CAO.

6.2.9 In most cases, investigations cannot be undertaken on the basis of an anonymous complaint. However, Managers should not ignore these situations and should report them to the Department Head and/or Human Resources for other forms of intervention.

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The Corporation of the Town of Bracebridge Policy and Procedure Discrimination and/or Harassment Prevention HEALTH AND SAFETY POLICY

6.3 Findings of Misconduct: When the complaint has been substantiated, the appropriate Department Head or designate will:

6.3.1 Notify the complainant in writing that the appropriate action has been taken and that any further instances of discrimination and/or harassment should be reported immediately.

6.3.2 Meet with the respondent and if required his/her Department Head, Manager and Union representative and provide written notification of the results of the investigation which will be placed on his/her HR employee file and issue discipline, if appropriate.

6.3.3 Ensure that a discrimination and harassment-free workplace has been restored and that further incidents of discrimination and/or harassment will not occur.

6.4 Discipline: Employees found to have violated this policy will be subject to appropriate disciplinary action up to and including termination of employment.

6.5 Confidentiality: The Town will make every effort to ensure confidentiality for employees involved in incidents of discrimination and/or harassment. However, complete confidentiality is not possible in all circumstances and cannot be guaranteed.

6.6 No Reprisal: Reprisal against an employee who has made a good faith complaint or provided information regarding a complaint or incident of discrimination and/or harassment is prohibited. Employees who engage in reprisals or threats of reprisals may be disciplined up to and including termination of employment.

6.7 Complaints Not in Good Faith: An employee who makes a complaint not in good faith may be disciplined up to and including termination of employment. Such discipline is not a reprisal or breach of this Policy.

6.8 Work Refusals: An employee has the right to refuse work if s/he has reason to believe that workplace discrimination and/or harassment is likely to endanger him or her. In that case, employees should refer to HS Policy “TOB-HS004E-2006 – Refusal to Work.”

6.9 Review of this Policy: This Policy and the Discrimination and Harassment Prevention Program will be reviewed annually or more frequently as required.

6.10 Pursuing an External Complaint: The pursuit of a complaint under this internal complaint procedure does not preclude an employee from filing a complaint with the Ontario Human Rights Commission or pursuing any other available avenues.

7. RESPONSIBILITIES:

7.1 It is everyone’s responsibility to ensure a workplace that is free from discrimination and/or harassment and that discrimination and/or harassment from all possible sources (including customers, clients, employers, supervisors, workers, suppliers, vendors, strangers and domestic/intimate partners) is addressed.

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The Corporation of the Town of Bracebridge Policy and Procedure Discrimination and/or Harassment Prevention HEALTH AND SAFETY POLICY

7.2 Responsibilities of Department Heads, Managers and Supervisors:

7.2.1 Ensure that discrimination and/or harassment is not allowed, condoned or ignored; 7.2.2 Communicate and review this Policy with the employees they manage or supervise; 7.2.3 Adequately train employees at the Corporation procedures that address workplace discrimination and harassment; 7.2.4 Support employees who choose to report complaints or incidents of workplace discrimination and/or harassment;

7.2.5 Document details of complaints or incidents, actions taken, outcomes or remedies implemented;

7.2.6 Respond to all complaints or incidents of discrimination and/or harassment in a professional manner appropriate for the circumstances;

7.2.7 Where discrimination and/or harassment has occurred, implement appropriate measures to prevent reoccurrence and monitor the situation after a complaint to ensure the violent behavior has stopped;

7.2.8 Take every precaution reasonable in the circumstances to protect workers; and

7.2.9 Take reasonable measures to protect workers, acting in good faith, who report discrimination and/or harassment or act as witnesses, from reprisal.

7.3 Responsibilities of Human Resources Staff:

7.3.1 Take a leadership role in providing advice on directive provisions and in addressing and providing assistance to resolve concerns and complaints;

7.3.2 Support Department Heads and Managers in addressing discrimination and/or harassment issues in their workplaces;

7.3.3 Arrange for training for Department Heads, Managers and employees on this Policy; and

7.3.4 Undertake neutral, independent informal and formal investigations and/or engage a third party investigator if appropriate. Report findings of fact to the appropriate Department Head and/or senior Manager(s).

7.4 Responsibilities of Employees (including Department Heads, Managers and Supervisors):

7.4.1 Comply with this directive at all times to protect themselves and others in the workplace from discrimination and/or harassment; 7.4.2 Understand and abide by departmental procedures that relate to discrimination and/or harassment; 7.4.3 Do not engage in or ignore discriminatory or harassing behaviour that would constitute discrimination and/or harassment under this Policy; 7.4.4 Report any circumstances of which they are aware that reasonably could give rise to workplace violence or otherwise place persons at risk of physical harm;

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The Corporation of the Town of Bracebridge Policy and Procedure Discrimination and/or Harassment Prevention HEALTH AND SAFETY POLICY

7.4.5 Participate in training regarding this Policy and other procedures directed at discrimination and/or harassment; and 7.4.6 Fully cooperate in any investigation of complaints or incidents of discrimination and/or harassment or breaches of this Policy.

8. RELATED DOCUMENTS:

8.1 Related legislation, policies and/or procedures include:

8.1.1 Occupational Health & Safety Act 8.1.2 Bill 168, An Act to amend the Occupational Health and Safety Act 8.1.3 HS Policy “TOB- HS004E-2006 – Refusal to Work.” 8.1.4 HS Policy “TOB- HS013-2010 – Workplace Violence Protection.” 8.1.5 Fire Safety Plan

- 8 -

Staff Report AF073-10 Page: 1

General Committee File #: September 28, 2010

TO: Councillor S. Young, Chair and Members of General Committee

FROM: Clerk, L. McDonald

SUBJECT: Licence of Occupation – Bracebridge Generation for the Bracebridge Falls Generating Station

RECOMMENDATION

1. That the Town of Bracebridge enter into a Licence of Occupation with Bracebridge Generation Ltd. for the period October 2010 to March 2012 to allow for construction, renovation and expansion to the Bracebridge Falls Generating Station.

2. That the Mayor and Clerk be authorized to execute the Licence of Occupation subject to final approval of the form and content by the Municipal Engineer and the Chief Administrative Officer.

3. That all costs associated with the Licence be borne by Bracebridge Generation.

ORIGIN

4. The Bracebridge Falls Generating Station was constructed in 1901 with a 250 kilowatt capacity and was expanded in 1905 with 300 kilowatt generators. Each of these have since been replaced by 300 kilowatt turbines, and the dam and penstock were also replaced. Reconstruction of the gatehouse was completed in 1998.

5. More recently, Bracebridge Generating Ltd. has been working with various approval agencies to facilitate a major expansion this generating station to:

5.1. make more efficient use of the existing river flows for electricity production;

5.2. replace the existing turbines (which require major repair) to increase electricity production;

5.3. make maximum use of the Ontario Power Authority’s Feed in Tariff Program which encourages green energy supply from renewable waterpower sources; and,

5.4. contribute to a more sustainable electricity supply for Bracebridge and the surrounding area.

6. This project is expected to reduce green house gas emissions by approximately 4,920 tonnes annually.

7. On August 13, 2010, a formal request was received from Bracebridge Generation Ltd., for a Licence of Occupation over Part 3, Plan 35R-18573 being part of the Original Shore Road Allowance lying in front of Lot 2, Concession 1, in the former Township of Macaulay, now in the Town of Bracebridge, District Municipality of Muskoka. These lands are further described in Appendices “A” and “B” attached hereto. Staff Report AF073-10 Page: 2

General Committee File #: September 28, 2010

8. On August 18, 2010 by motion 10-DS-067 the Development Services Committee approved the application for Site Plan from Bracebridge Generation Ltd. as follows:

“1. That site plan application DA/17-10 for the property described as Part of Lot F of Plan 6, Bracebridge Ward of the Town of Bracebridge, being Parts 1, 2, 4, 5, 6 and 7 of Plan 35R-14782, be approved for an addition to the existing powerhouse at the Bracebridge Falls Generating Station and a viewing platform, subject to the following:

1.1. That the Applicant enter into a Site Plan Agreement with the Town of Bracebridge to be registered on title.

1.2. That the Applicant prepare and submit to the Town a detailed construction schedule for this project that will provide information regarding the scope of use and timing for the use of any Town-owned properties by the applicant, or their contractors.

1.3. That the Applicant be required to enter into any agreement required by the Town for the use of Town lands during construction and subsequent clean up and restoration of these lands and infrastructure and provide any securities as may be required.

1.4. That the Applicant acknowledge that reduced load period for Town owned roadways is generally from the second week in March until mid May each year, and that these load restrictions be reflected in the construction contract documents for this project.

1.5. That the Applicant provide an engineering estimate for construction mitigation works for security purposes. This cost estimate will include: installation, ongoing monitoring and maintenance of the construction mitigation works.

1.6. That the required construction mitigation works meet the Sensitive Standard of the Ministry of the Environment’s best management practices manual.

1.7. That the Applicant provide the Town with a detailed pre-blast survey, including underwater inspection, of the Town owned breakwater and piers adjacent to the tailrace before any rock excavation activities are commenced on the site.

1.8. That the Applicant provide the Town with any easements for Town owned infrastructure that may be located on the applicants’ lands.

1.9. That the Applicant install dark sky friendly site lighting.”

9. Town Council ratified the motion 10-DS-067 on August 25, 2010. Staff Report AF073-10 Page: 3

General Committee File #: September 28, 2010

ANALYSIS

10. If approved, the Licence of Occupation would permit the temporary use of Town-owned land to allow for the construction, renovation and expansion to the Bracebridge Falls Generating Station. More specifically, this would permit passage from the Bracebridge Falls Generating Station over the lands owned or controlled by the Town of Bracebridge known as Bracebridge Bay Park (Old Boatworks-now parking lot) to the travelled road known as Wharf Road. This is to include, but is not limited to:

• pedestrian traffic

• the transportation of heavy machinery

• the transportation of built structural elements

• construction vehicles of all types and sizes

• the transportation of building materials that may be needed for construction

• renovation or expansion of the Bracebridge Falls Generation Station or associated infrastructure

11. Staff from the Development Services Department and the Public Works Department have indicated that comments were provided during the review of the site plan for the project and that they have no additional comments specifically related to the licence agreement. As noted previously, the site plan for the project was approved by Town Council on August 25, 2010 as recommended by staff.

12. Staff is conscious of the impact of this project on special events, tourism and the general use and enjoyment of the subject to the Licence area. Through a letter received from Chris Litschko, President, Bracebridge Generation Limited, staff is confident that mutually agreeable terms can be reached by both parties to reduce the impact to park users.

13. It is recommended that the final form and content of the Licence be subject to final approval by the Municipal Engineer and Chief Administrative Officer.

14. An additional request has been received for a permanent easement over the lands for use from time to time, by construction, renovation or expansion materials or structures or machinery until such time as said materials, structures or machinery can be safely put into place or otherwise relocated. Due to the extensive consultation required in this regard, this matter will be addressed in a separate staff report early in 2011.

LINKAGE TO COMMUNITY BASED STRATEGIC PLAN

15. The approval of this Licence of Occupation and support for this project is well aligned with the following strategic objectives:

 A Vibrant, Prosperous and Economically Sustainable Community  A Green, Mindful and Environmentally Sustainable Community

16. Expansion of the generating station will ensure provision of needed and required infrastructure for future growth prospects while being proactive in the area of environmental management and protection through green technologies. Staff Report AF073-10 Page: 4

General Committee File #: September 28, 2010

17. The project also supports the Town’s Community Adjustment Plan through assisting sustainable development and environmental projects. Green Technologies are a targeted sector in Bracebridge as outlined in the 7.3 of the Community Adjustment Plan.

ALTERNATIVE(S)

18. The following alternative is available for Committee consideration:

Alternative #1 The Committee could recommend that the Licence of Occupation not be approved.

This alternative is not recommended as the use of the town-owned land is vital to completion of this project.

EXISTING POLICY

19. Nil.

FINANCIAL IMPLICATIONS

20. None, at this time.

Lori McDonald, Clerk Staff Report AF073-10 Page: 5

General Committee File #: September 28, 2010

APPENDIX “A”

Plan 35R-18573

Staff Report AF073-10 Page: 6

General Committee File #: September 28, 2010

APPENDIX “B”

Sketch Showing Proposed Licence Area

Staff Report CR008-10 Page: 1

General Committee File #: September 28, 2010

TO: Councillor S. Young, Chair and Members of General Committee

FROM: Director of Culture and Recreation, Leo Broere

Manager of Programs, Trish Conley-Knight

SUBJECT: Leisure Guide RFP 2011-2013

RECOMMENDATION

1. That Cottage Country Communications, a division of Osprey Media Publishing Inc. be selected to produce the following four issues of the Town’s Leisure Guide:

1.1. Spring and Summer 2011;

1.2. Fall and Winter 2011/2012;

1.3. Spring and Summer 2012; and

1.4. Fall and Winter 2012/2013.

2. That Cottage Country Communications be responsible for the sale of advertising and the provision of design, layout, typesetting, printing and delivery services in accordance with their September 14, 2010 proposal.

3. That Cottage Country Communications be responsible for all the costs related to the production and delivery of the Leisure Guides.

4. That the Mayor and/or Clerk be authorized to execute a contract with Cottage Country Communications specifying the timelines for each of the four editions of the Leisure Guide and other production details to the satisfaction of the Director of Culture and Recreation.

ORIGIN

5. Cottage Country Communications was awarded the contract to produce the last four editions of the Town’s Leisure Guide (2009-2011) as a result of an RFP issued on October 8, 2008.

6. Cottage Country Communications helped to create a number of improvements to the guide including new photographs in each edition of the publication, new headers in various locations of the guide, and the addition of added colour throughout the publication.

7. The Leisure Guide is the Culture and Recreation Department’s main promotional tool to advertise departmental programs, special events, and activities.

8. The Leisure Guide has grown from a quaint newsprint flyer, which was typed in-house using clip- art graphics to a 68-page document with a full colour glossy front cover and heavy book stock quality paper inside.

9. The publication continues to be printed twice per year and has been distributed through the local newspaper and also through Canada Post to Bracebridge and area residents. Staff Report CR008-10 Page: 2

General Committee File #: September 28, 2010

ANALYSIS

10. A Request for Proposal was advertised in the Bracebridge Examiner and on the Town’s website with submissions due Wednesday September 15, 2010.

11. Two submissions were received, one by Cottage Country Communications and the second by Metroland North Media (Metroland). Both organizations have produced the Culture and Recreation Department’s Leisure Guide in the past.

12. Both requests followed the project objectives and focus of the RFP. A summary of the responses is attached as Appendix “A” to this staff report. A copy of each of the proposals is also attached to this report (see Appendix “B” and Appendix “C”)

13. There were a number of key areas that helped to differentiate the two proposals including the number of copies of the guide to be produced, overall percentage of advertising, method of delivery, delivery fees, availability of an electronic copy of the guide and free advertising to promote the release of the guide.

14. Metroland is offering to print 2000 additional copies of each edition of the guide. It would be a benefit to have the added copies at this point in time, however the current press run of 13,000 will be sufficient for the department’s needs.

15. Cottage Country Communications is offering to do one-third page advertisement in “What’s Up Muskoka” announcing the release of each Bracebridge Culture and Recreation Leisure Guide; four ads in total, published at no charge.

16. Both publishers are proposing to distribute the guide through Canada Post, which is the favoured form of distribution by the Culture and Recreation department. Metrolandmedia also offered the option of distributing the guide in their Weekend newspaper. Both are offering to distribute the Guide at targeted locations including the Town’s Visitor Centre and retail locations.

17. The key difference between the publisher’s method of distribution is that Metroland is proposing a cost of $22,500.00 - $26,500.00 to the Town of Bracebridge while Cottage Country Communications will offset all the costs of the guide’s production and delivery through the sale of advertising.

18. Cottage Country Communications will provide an electronic version of the Leisure Guide in “flip- style” format, which will be used for the Town’s website.

19. Metroland is proposing to sell up to 50% advertising based on content to ratio, in comparison to 33% by Cottage Country Communications. Metroland has suggested including extra outside content to the guide to possibly broaden the readership of the publication, i.e. directory information such as schools or emergency services information.

20. Cottage Country Communications and Metroland North Media have both provided a well-trained, professional staff team to work with staff in the Culture and Recreation Department to produce past guides. Staff Report CR008-10 Page: 3

General Committee File #: September 28, 2010

LINKAGE TO COMMUNITY BASED STRATEGIC PLAN

21. The Bracebridge Leisure Guide is well aligned with the community-based strategic plan objectives:

 A Vibrant, Prosperous and Economically Sustainable Community

 An Engaged, Healthy and Socially Sustainable Community

ALTERNATIVE(S)

22. The following alternative is available for Committee consideration:

Alternative #1 The Committee could recommend that Metroland North Media be selected to produce the Town’s next four Leisure Guides covering the period Spring and Summer 2011 to Fall and Winter 2012/2013.

Although Metroland has produced the Guide in the past, this alternative is not recommended, as they will be charging a distribution fee to the Town of Bracebridge of approximately $22,500 to $26,500.

In addition to the cost of the distribution fee, Metroland has not offered to provide the guide electronically to the department for the purpose of posting it on the website which is important to the Town.

Additionally, Metroland is proposing to increase the percentage of advertising in the guide, which takes attention away from the programs, and services that need to be the focus of the publication.

EXISTING POLICY

23. The Town of Bracebridge Purchasing Policy.

FINANCIAL IMPLICATIONS

24. The Leisure Guides will be produced and distributed to the community at no charge to the Town of Bracebridge Culture and Recreation Department.

25. The advertising sales for each of the Leisure Guides off sets the production and distribution costs for the Guide. Any additional advertising revenue generated through the Guide will remain with the successful bidder.

Director of Culture and Recreation, Leo Broere

Manager of Programs, Trish Conley-Knight

Staff Report CR008-10 Page: 4

General Committee File #: September 28, 2010

APPENDIX “A”

Summary of Responses – RFP for Proposal for Bracebridge Culture and Recreation Leisure Guide

Project Objectives and Metroland North Media Proposal Cottage Country Communications Focus Outlined in RFP Proposal

Number of Copies printed 15,000 13,000

Quality of book stock Inside: 50 lb book stock. Inside: 50 lb coated stock. inside pages and outside cover Cover: 80 lb gloss stock. Cover: 80 lb coated stock.

Process colour throughout. Full colour throughout.

Overall percentage of Maximum 50% Maximum 33% advertising With consultation on page size.

Graphics/photos Additional photographs will be New photos to be taken of program supplied as needed; options for participants by Cottage Country cover will be supplied. Communications staff photographer.

Method of delivery Option #1 Direct mailing to each 10,000 delivered by Canada Post to Bracebridge household and rural each Bracebridge household and route areas and surrounding rural route areas and surrounding area(11,000); cost to the Town of communities; Bracebridge: $26,500.00 Plus delivery to Bracebridge Culture Option #2 With the Weekender, and Recreation Department, distributed to each household in Chamber of Commerce and retail Bracebridge and area (11,000); cost outlets. (3000) to the Town of Bracebridge: $22,500.00. Plus coordinated delivery to Chamber of Commerce’s, grocery stores, convenience stores, high local traffic areas (3,000).

Remaining copies to BCR (2,000).

Promotion of Guide No details provided. One-third page ad in What’s Up availability/ release Muskoka prior to the release of each of the guides (four ads in total); published at no charge.

Size of publication Town of Bracebridge will determine No details provided. based on content, 68 pages plus covers (approx.) Staff Report CR008-10 Page: 5

General Committee File #: September 28, 2010

Project Objectives and Metroland North Media Proposal Cottage Country Communications Focus Outlined in RFP Proposal

Front cover attributes No details provided. Full colour.

Availability of electronic Not offered in proposal. Electronic version of the Leisure copy of guide Guide, supplied in a user-friendly “flip-style” format.

Other 1. Offer to redesign publication to make it “more reader friendly”.

2. Offer to add content to supplement the guide i.e. directory info., articles about area attractions.

Staff Report CR008-10 Page: 6

General Committee File #: September 28, 2010

APPENDIX “B”

Metroland North Media Leisure Guide Proposal

Staff Report CR008-10 Page: 7

General Committee File #: September 28, 2010

Staff Report CR008-10 Page: 8

General Committee File #: September 28, 2010

Staff Report CR008-10 Page: 9

General Committee File #: September 28, 2010

APPENDIX “C”

Cottage Country Communications Leisure Guide Proposal

Staff Report CR008-10 Page: 10

General Committee File #: September 28, 2010

Staff Report CR009-10 Page: 1

General Committee File #: September 28, 2010

TO: Councillor S. Young, Chair and Members of General Committee

FROM: Leo Broere, Director of Culture and Recreation

Don Campbell, Facility Manager (Sportsplex)

SUBJECT: Snow Clearing Tender Results 2010- 2014

RECOMMENDATION

1. That Tender CR003-10 for snow clearing, sanding, and snow removal at the Bracebridge Sportsplex and Bracebridge and Muskoka Lakes Secondary School for the period Fall 2010 to Spring 2014 be awarded to Fowler Construction Company Ltd. for the following tendered prices (excluding HST):

1.1. $234.00 per clearing of the Sportsplex lot;

1.2. $416.00 per clearing of the BMLSS lot;

1.3. $32.40 per complete sanding of the Sportsplex lot;

1.4. $57.60 per complete sanding of the BMLSS lot;

1.5. $28.80 per partial sanding of the Sportsplex lot;

1.6. $51.20 per partial sanding of the BMLSS lot; and

1.7. $165.00 per hour for removal of piled snow.

2. That the Mayor and Clerk be authorized to execute the contract with Fowler Construction Company Ltd.

ORIGIN

3. Funds to perform this work are available in the Town’s 2010 Municipal Budget and will be included in the draft 2011 Operating Budget.

4. This tender was prepared and advertised publicly in accordance with the Town’s Purchasing Policy.

5. The bids were received, opened and reviewed by staff at the tender opening to ensure the equipment to be utilized to perform the scope of work, met the Town’s tender specification.

6. This Staff Report is presented to General Committee to obtain direction and authorization for the award of this tender.

ANALYSIS

7. The Culture and Recreation Department, as part of the Joint Use Agreement with the Trillium Lakelands District School Board, prepared the tender and advertised publicly.

8. The tender is for a four-year period. The rates will increase each September using the Consumer Price Index for Ontario. Staff Report CR009-10 Page: 2

General Committee File #: September 28, 2010

9. This is a necessary service that must be provided at both the Town and School facilities.

10. Tenders were submitted as follows:

Sportsplex Sportsplex BMLSS BMLSS Sportsplex BMLSS Sanding Sanding Sanding Sanding Extra Work Contractor Plowing Plowing Complete Partial Complete Partial Per Per Hour Per Trip Per Trip Per Trip Per Trip Per Trip Trip P. Medley & $110.00 $90.00 $140.00 $90.00 $480.00 $600.00 $230.00 Sons Ltd. Muskoka Town and Country $68.40 $17.10 $121.00 $30.40 $252.00 $448.00 $274.00 Services Ltd. Sunshine $64.80 $30.60 $115.20 $54.40 $172.80 $307.20 $260.00 Grounds Care DB Enterprises $79.20 $45.00 $140.80 $76.80 $162.00 $288.00 $208.00 Fowler Construction $32.40 $28.80 $57.60 $51.20 $234.00 $416.00 $165.00 Co. Ltd.

11. Tenders results were analyzed for comparison to previous three years average number of visits which translates into the following comparators:

ANNUAL AVERAGE FROM PAST THREE YEARS

Total Sanding Total Proposed Costs as 86 Trips Comprised of Total Plowing 57 Total Extra Work Contractor Applied to Last 3 Years Trips 98 Hours 43 Complete and 43 Average Work Partial P. Medley & $18,490.00 $61,560.00 $22,540.00 $102,590.00 Sons Ltd. Muskoka Town and Country $10,186.70 $39,900.00 $26,852.00 $76,938.70 Services Ltd. Sunshine $11,395.00 $27,360.00 $25,480.00 $64,235.00 Grounds Care DB Enterprises $14,697.40 $25,650.00 $20,384.00 $60,731.40 Fowler Construction $7,310.00 $37,050.00 $16,170.00 $60,530.00 Ltd.

12. It should be noted that these costs are shared with the Trillium Lakelands District School Board on a 64% (TLDSB) and 36% (Town) basis.

13. Staff feel that the low bid rates submitted for this competition are fair and equitable and are good value for the Corporation. In fact, the low bid rates for this competition are 13.5% lower than the successful bid rates from the 2007 tender competition. Staff Report CR009-10 Page: 3

General Committee File #: September 28, 2010

LINKAGE TO COMMUNITY BASED STRATEGIC PLAN

14. The cost-effective provision of snow clearing at the Sportsplex and at the High School is well aligned with the community-based strategic plan objectives:

 A Vibrant, Prosperous and Economically Sustainable Community

 An Engaged, Healthy and Socially Sustainable Community

15. The Bracebridge Sportsplex and High School are key community facilities. The good condition of the parking lot eliminates access difficulties for many users of both facilities.

ALTERNATIVE(S)

16. There are two alternatives available for consideration by Committee:

Alternative #1 The Committee could recommend awarding the tender to one of the other bidders.

This alternative is not recommended as it would not be in accordance with the Town’s purchasing policy and would also have an adverse impact on the Department’s Budget.

Alternative #2 The Committee could recommend that the Town purchase the equipment necessary and hire the additional labour to undertake this work in house.

This alternative is not recommended since the capital cost of purchasing and maintaining the equipment and the operating costs for required staff would not be cost effective for the Town. EXISTING POLICY

17. The Town of Bracebridge Purchasing Policy.

FINANCIAL IMPLICATIONS

18. As noted the cost of snow clearing is shared with the Trillium Lakelands District School Board on a 64% (TLDSB) and 36% (Town) basis. The Town’s 2010 budget for snowplowing at the Sportsplex is $18,000. Although the rates submitted in this tender are lower than the rates from the 2007 tender, based on estimated snow clearing work for 2011, the 2011 budget allocation will need to be increased by $3,800 (or 21%).

19. The price provided within the quotation is for the first year of the contract and may be subject to annual adjustment in accordance with the Consumer Price Index for Ontario, March over March for the 2012 , 2013 and 2014 seasons.

L. Broere, Director of Culture and Recreation

D. Campbell, Facility Manager (Sportsplex) Staff Report CR010-10 Page: 1

General Committee File #: September 28, 2010

TO: Councillor S. Young, Chair and Members of General Committee

FROM: Director Culture and Recreation, Leo Broere Manager of Programs, T. Conley-Knight

SUBJECT: 2011 Summer Ice Time

RECOMMENDATION

1. That, subject to execution of rental agreements with summer ice-time users, staff in the Culture and Recreation Department be authorized to operate two weeks of summer ice in 2011 at the Bracebridge Memorial Arena.

ORIGIN

2. The Culture and Recreation Department has offered summer ice at the Bracebridge Memorial Arena since 1999. The need was identified due to the amount of interest from organizations wanting to offer power skating, hockey skills camps, and figure skating programs.

3. Summer ice grew during the initial years it was offered and continued to grow as adult user groups rented a significant amount of ice time after the daytime hockey and skating camps concluded.

4. During the past five to six years, there has been a steady decline in the demand for summer ice. In response to this decline, the number of weeks of summer ice has been reduced. In 2010, summer ice was offered for a three-week period from August 15th to September 5th, 2010. Appendix “A” attached provides a summary of summer ice time utilization since 2005.

5. The summer of 2010 did not attract the major tenants that were involved prior to 2009. Prior to 2009, the Muskoka Goalie School, Camp Mini-Yo-We, and Triple AAA Hockey booked ice time during the summer months.

6. In addition to generally decreasing demand, there has also been increased competition from other centres, which has resulted in a decrease in the number of summer ice users in Bracebridge. Summer ice is available in Port Carling, Gravenhurst, Huntsville, Humphrey and Mactier.

ANALYSIS

7. While hockey schools that were previously regular tenants are no longer renters, two new groups booked ice in 2010, including Pro Ambitions Hockey Inc. with 15 hours of ice time and Leaside Flames Bantam Hockey with 14 hours of ice time. Pro Ambitions Hockey Inc. initially came on board in 2009. However, they cancelled their ice due to their lack of registration.

8. It was identified that one of the challenges of encouraging new users to rent summer ice at the Bracebridge Arena was the summer ice fees. The Town’s summer ice rental rates are higher than in other arenas in Muskoka and Orillia. In response to this concern, an incentive program was offered during the 2009 season. However, it did not create the anticipated increase in volume of ice rentals. No incentive program was offered for summer ice in 2010. Staff Report CR010-10 Page: 2

General Committee File #: September 28, 2010

9. The Bracebridge summer ice rates were originally established to offset some of the higher costs associated with operating the arena for summer ice. The rates factored in the challenges and additional costs of hydro, water and added wear and tear on equipment in an un-insulated facility.

10. In 2010, summer ice was available from August 15 to September 6. This translates to 22 days or 352 rentable hours (8:00 a.m. to 12:00 a.m.). The total number of hours actually used for the summer ice period was 124 (or 35% of available ice time). The major user groups for the 2010 season were Pro Ambitions Hockey Inc., Bracebridge Figure Skating and Leaside Flames Bantam Triple AAA Hockey.

11. The main users groups during the summer ice season of 2010 at the Memorial Arena were:

Organization Hours Used in 2010

• Bracebridge Figure Skating Club 33 hours

• Pro Ambitions Hockey Camp 15 hours

• Leaside Flames Bantam hockey 14 hours

• Kids to Camp Fundraiser 9 hours

• Culture and Recreation Hockey and Goalie Camps 12 hours

• Sundry Casual Users 41 Hours

12. Staff believes that, although the number of available summer hours in 2011 will be reduced, the Bracebridge Memorial Arena will still provide sufficient summer ice to meet the needs of our existing customers. Bracebridge Figure Skating, Triple AAA, PRO Ambitions Hockey School and Bracebridge Minor Hockey, along with a group of adult recreational hockey users, have expressed an interest in renting summer ice in 2011. The Department also offers two small programs including the hockey skills camp and the goalie skills camp as part of the summer camp program and this will continue in 2011.

13. A two week schedule would combine our user groups into a compressed schedule to maximize the hours the arena could be open providing an opportunity for our valued users that continue to come back year after year for summer ice. A schedule that maximizes the use of the ice time would reduce summer ice costs (a potential energy savings of $12,000 per summer month if the ice plant and supporting building Hydro and Natural Gas costs were not engaged) and still provide municipal recreation facilities in the summer for our clients.

14. It is proposed that the 2011 summer ice season would be from August 22, 2011 to September 4, 2011.

15. By limiting the amount of summer ice, staff will have a better opportunity to respond to increasing facility maintenance issues in the building. Additionally, the limited period for summer ice will allow staff to respond to the additional responsibility of maintaining the very busy skatepark during the summer season. Staff Report CR010-10 Page: 3

General Committee File #: September 28, 2010

LINKAGE TO COMMUNITY BASED STRATEGIC PLAN

16. Although staff are recommending that the number of hours of summer ice time be reduced, the recommendation is aligned with the community-based strategic plan objectives:

 A Vibrant, Prosperous and Economically Sustainable Community

17. The Strategic Plan highlights the need to ensure that programs and spending are focused on key service demands. By reducing costs in this area, staff are able to ensure that resources are available to support other competing programs and activities offered by the Culture and Recreation Department.

ALTERNATIVE(S)

18. The following alternative is available for Committee consideration:

Alternative #1 The Committee could recommend that the 2011 summer ice season be cancelled.

This alternative is not recommended, as there is still a demand for summer ice.

Alternative #2 The Committee could recommend that the 2011 summer ice season be extended for a longer period.

This alternative is not recommended, as there is insufficient demand for ice time to warrant the additional expenses associated with maintaining summer ice in the arena.

EXISTING POLICY

19. It has been the practice of the Culture and Recreation Department to have summer ice time available for use by community sport organizations since 1999.

FINANCIAL IMPLICATIONS

20. The Department did not meet 2010 Municipal Budget targets for summer ice contracts. Summer ice contracts were budgeted at $22,100 and the actual revenue was $19,849.17.

21. Based on current anticipated demand, staff expect that revenue for the 2011 season would be $22,600 for 2 weeks of operation.

Director of Culture and Recreation, Leo Broere

Manager of Programs, Trish Conley-Knight Staff Report CR010-10 Page: 4

General Committee File #: September 28, 2010

Appendix “A” Summer Ice Usage

Year Usable Hours Number of Hours % of Available Revenue Available (8:00 a.m. to Used Time Used 12:00 a.m.)

2005 672 483 71.88% $45,470.75

2006 672 413 61.46% $40,364.49

2007 672 347.25 51.67% $31,392.53

2008 672 321 47.77% $29,079.79

2009 560 232.5 41.52% $19,832.28

2010 352 124 35% $19,849.17

2011 224 138 62% $22,600.00

(Projected)

Staff Report PW018-10 Page: 1

General Committee File #: September 28, 2010

TO: Councillor S. Young, Chair and Members of General Committee

FROM: A. Stacey, Engineering Technologist

SUBJECT: Urban Tree Management Program

RECOMMENDATIONS

1. That Staff Report PW018-10 regarding the development of an Urban Tree Management Program for the Town of Bracebridge be received for information purposes.

2. That funds for the completion of Phase One of a program to prepare an Urban Tree Management Program for the Town of Bracebridge, as outlined in Staff Report PW018-10, be considered during the 2011 Municipal Budget development deliberations.

3. That, subject to completion of Phase One, staff report back to General Committee with further details regarding completion of the Phase Two works as outlined in Staff Report PW018-10.

ORIGIN

4. On April 21st, 2010 Town Council ratified motion 10-GC-081 as follows:

“Urban Forestry Practices

That staff in the Public Works Department prepare a report with recommendations for an urban forest strategy for municipal property including practices and strategies for tree preservation, replanting and other related manners.”

5. As noted in a recent publication by the City of Victoria,1 The urban forest plays an important role in a community. In addition to their beauty, trees provide peaceful places for citizens to enjoy. Trees protect people from the weather, provide privacy, buffer sounds, and create homes for wildlife. They also reduce energy bills by shading and cooling homes in summer. Trees have also been shown to make a community safer, with less crime and fewer traffic accidents.

6. People often become personally attached to trees that they or loved ones have planted; and many trees are planted as living memorials.

7. A municipality’s urban forest has significant economic value. Trees and shrubs help increase real estate values of homes and encourage customers to linger and shop at local businesses. Trees also reduce stormwater runoff and filter air and water pollutants. And, by shading roads and parking lots, well-placed trees can increase the life of asphalt.

8. In Victoria, British Columbia, the value of trees on City land is over $80 million, and much more when the value of trees on private lands is considered.

9. As noted by the City of Victoria, there are a number of challenges for the municipality’s urban forest. It has been noted that, as much as trees are valued, they can pose challenges. Leaves can clog storm drains, roots can crack and raise sidewalks or driveways, and sap can drip onto vehicles. Trees sometimes provide too much shade or block views. When building new homes or developments, trees may simply be in the way.

1 Trees for the Future: Victoria’s Urban Forest Master Plan, 2010. Staff Report PW018-10 Page: 2

General Committee File #: September 28, 2010

10. A lot of time and effort goes into maintaining trees on public lands. Municipal works crews remove fragile, unsafe trees and limbs, prune and water trees, maintain vehicle sightlines and pedestrian access, and protect trees from pests, disease and fire hazards. The age of the trees in parks and boulevards is also a concern for municipalities from a public safety and investment perspective.

11. Many trees are surrounded by asphalt roads and paved sidewalks, as well as overhead utilities. Rehabilitating and maintaining municipal infrastructure such as roads and sidewalks without damaging or removing trees is a priority. Municipal staff work, with the assistance of certified arbourists, on ways to reduce potential impacts and minimize the removal of trees wherever possible.

12. The City of Victoria has also noted that global climate changes can cause drought, increased wind storms, and introduce new pests and diseases – all of which directly impact Victoria’s urban forest. The species of trees that will best survive and thrive in the future may differ from those that have been planted in the past.

13. This report has been prepared to provide some initial information to members of Council regarding the Town’s urban forestry practices and to outline several steps that can be taken to develop a full urban forest master plan for the Town. This will help address the challenges identified above and provide strategies to ensure the Town’s urban forest is healthy, safe and abundant in the future.

ANALYSIS

14. The Public Works Department currently uses three methods to help determine areas that require tree maintenance:

14.1. Inquiries, observations and reports from utility commissions;

14.2. Inquiries, observations and reports from residents; and

14.3. Staff observations made during routine road patrols.

15. Although there are some cases that call for the complete removal of a tree, the majority of tree maintenance is in the form of trimming and removal of dead limbs. During instances where there is any doubt regarding the condition of the tree or the appropriate maintenance required, the advice and guidance of a certified arborist is sought.

16. As part of the annual earth day and community cleanup programs, the Town holds an Arbor Day Tree Sale and offers native tree species for sale to the public. During the Arbour Day Tree Sale, the Public Works Department also purchases native trees within available budget to replace trees that have been removed from the road allowance or municipally maintained parks.

17. Succession planting is also a technique used by the Town to start an under story tree that will replace mature trees or trees with disease, a decline in health or that need to be removed because of utility concerns.

18. If the removal of a tree from a road allowance or maintained park is unforeseen and no succession trees have been planted previously, then the removed tree is normally replaced with a similar tree or species that is appropriate for the site. Staff Report PW018-10 Page: 3

General Committee File #: September 28, 2010

19. The Town currently does not have an approved Urban Tree Management Program. Typically, such a program provides an inventory of significant trees, identifies their location and provides a condition rating for each tree. The program also outlines a schedule for replacement through succession planting over a specific timeframe.

20. Urban trees are trees of significance that have a single trunk or multiple trunks measuring 600mm in diameter or more. This is a consistent criteria that was established while researching other municipal tree management programs.

21. Tree Management Programs or Urban Forestry are now a common trend among municipalities, as the benefits of maintaining trees within an urban environment are being realized combined with the global concerns for environmental preservation.

22. The benefits that can be expected from maintaining/preserving a healthy urban forest within the Town are as follows:

22.1. Reduced noise pollution;

22.2. Reduced air pollution and greenhouse gas;

22.3. Reduce heat island effect;

22.4. Increased property value;

22.5. Provide privacy and a sense of security;

22.6. Provide character and distinction within an urban environment;

22.7. Provide soft visual aesthetics breaking up hard surfaces; and

22.8. Provide shade and reduce light pollution.

23. Development of an Urban Tree Management Program for the Town of Bracebridge can be broken into two components as follows:

Phase One

23.1 Undertake an inventory of existing trees located on municipal road allowances and municipally maintained parks utilizing global positioning system (GPS) equipment;

23.2 Spatially reference tree location using North American Datum 83 Zone 17 North coordinate system;

23.3 Identify and categorize tree species;

23.4 Measure and document the calliper of the trees, ensuring the subject tree meets the Towns tree of significance criteria;

23.5 Identify Street or Municipal Park setting where the subject tree is located;

23.6 Undertake an extensive digital photo inventory of each tree; and

23.7 Prepare a current and projected health condition rating for each tree. Staff Report PW018-10 Page: 4

General Committee File #: September 28, 2010

24. The Public Works Department currently does not have the staffing compliment or GPS equipment available to undertake Phase One. Therefore two options are available for the Town to proceed:

24.1 Prepare a Request For Proposal for the services of a qualified consultant; or

24.2 Hire an engineering or horticultural student and rent GPS equipment.

25. Staff are of the opinion that the retention of a consultant would be the best option to proceed and complete Phase One of the Urban Tree Management Program in a timely manner. Student work terms are typically short in duration, and should the Town proceed with hiring a student it would take several years to complete the program.

26. Staff estimates the cost to retain a qualified consultant with GPS equipment to be approximately $40,000.

27. Once the raw data has been collected which includes, tree inventory location, assessment data and condition ratings, this information would be incorporated into the Town’s existing GIS mapping database by Town staff.

28. GIS mapping includes features known as layers, which in the case of the Urban Tree Management Program, would include a tree layer. The tree calliper, species, photo inventory, condition rating and spatial reference data would be attached to the tree layer completing the database.

Phase Two

29. Phase Two of the Urban Tree Management Program would be the development of an action plan in response to the field observations following completion of Phase One.

30. Staff, with the assistance of a certified arborist that may be periodically retained by the Town, would identify trees that have been inventoried which require immediate attention or further evaluation in relation to the tree’s current health or projected rate of decline.

31. In having a program that addresses both current and future health, opportunities would be made available for the advance treatment of trees that encourage tree preservation and promote extended life cycles.

32. Additionally, in cases where the preservation of existing trees is not possible due to the municipality’s responsibility for public safety, planning for the planting of succession replacement trees would be addressed.

33. Following completion of both Phase One and Phase Two, the Urban Tree Management Program would aid the Public Works Department with establishing defined budget estimates for tree care, replacement, routine maintenance and preservation.

34. Staff is of the opinion that Phase Two of the Urban Tree Management Program could be primarily undertaken by the Town’s staffing compliment. However funding should be set aside for the periodic retention of a certified arborist in the amount of $10,000. Staff Report PW018-10 Page: 5

General Committee File #: September 28, 2010

35. When developing future reports and documents for consideration by General Committee, several related sources of information will be utilized:

35.1. Urban Forest Stewardship Initiative

35.2. Canadian Urban Forest Network

35.3. Tree Canada

LINKAGE TO COMMUNITY BASED STRATEGIC PLAN

36. The Town of Bracebridge is well aligned with the community-based strategic plan objectives:

 A Vibrant, Prosperous and Economically Sustainable Community

 A Green, Mindful and Environmentally Sustainable Community

37. Developing an Urban Tree Management Program for trees of significance within the Town’s urban boundary is in keeping with the Community Based Strategic Plan as it promotes a prosperous and economically sustainable community, as well as a green mindful and environmentally sustainable community since the program exhibits sound budgetary planning, improves maintenance capabilities, and enhances green corridors within the Town’s urban road allowances and municipal park settings.

ALTERNATIVE

38. The following alternative is available for Committee consideration:

Alternative #1 The Committee could recommend that the Public Works Department not proceed with Phase One of an Urban Tree Management Program as part of the 2011 budgetary deliberations.

This alternative is not recommended since this type of program if properly planned could greatly enhance the Town’s ability to maintain, monitor, and enhance its green infrastructure and character.

EXISTING POLICY

39. Not applicable. Staff Report PW018-10 Page: 6

General Committee File #: September 28, 2010

FINANCIAL IMPLICATIONS

40. Subject to Council’s direction through consideration of this staff report, information regarding the Phase One works associated with the development of an Urban Tree Management Program would be presented to General Committee and Council for consideration as part of the 2011 Municipal Budget development process.

41. Staff estimate that, in order to retain a qualified consultant to carry out Phase One of the Urban Tree Management Program, the costs to be $40,000.

Andrew Stacey, Engineering Technologist

Staff Report PW019-10 Page: 1

General Committee File #: September 28, 2010

TO: Councilor S. Young, Chair and Members of General Committee

FROM: Engineering Technologist, A.Stacey

SUBJECT: Award of RFP 2010-011 for the Design and Construction of a New Washroom Facility at Bowyer’s Beach Park

RECOMMENDATION

1. That RFP 2010-011 for the Design and Construction of a New Washroom Facility at Bowyer’s Beach Park be awarded to Cripps Contracting, for the Quoted Price of $110,000 excluding HST, to be charged to the Bowyer’s Beach capital project account (02-2-600700).

2. That the Mayor and Clerk be authorized to execute the necessary documents.

ORIGIN

3. As outlined in the Town’s Long-term Capital Plan approved by Council in 2009, the Public Works Department has been planning for the construction of a replacement washroom facility at Boyer’s Beach park.

4. In accordance with the direction provided in December 2009, $110,000 was included in the Parks and Trails portion of the Town’s draft 2010 Municipal Budget for the construction of the washrooms. This amount was approved by Council, as part of the final Municipal Budget, on March 31, 2010. This project was to be funded from Parkland Reserves and Development Charges.

5. The 2010 Corporate and Departmental Business Plan approved by council on February 17, 2010 through ratification of motion 10-GC-032, included the following project:

Project PW-18: Bowyers Beach Washroom

Project Description: The proposed washroom will replace the existing outhouse/holding tank arrangement with accessible washrooms that will have running water, flush toilets, sinks, and a septic system. The new washroom will be constructed in a location to be confirmed by Council.

Project Lead, Staff Lead: Municipal Engineer. Resources and Completion Measure: Staff from the Public Works Department will develop a request for proposals to retain the services of a building design consultant to produce plans and tender documents for the construction of the washroom an septic system. For 2010 limited amount of Staff resources will be required to complete this project.

Completion Measure: Washroom construction.

Financial Implications: The funds to cover the construction of the washroom have been identified parkland reserves and development charges and are contained in the 2010 Municipal Budget at an estimated value of $110,000. Staff Report PW019-10 Page: 2

General Committee File #: September 28, 2010

Project PW-18: Bowyers Beach Washroom

Linkages to CBSP and or Bowyers beach provides public access to lake Muskoka. This beach is a very heavily CAP: used facility during the summer months. Replacement of the existing outhouse is in keeping with the Community Based Strategic plan as it is a proactive approach to environmental management leading to a green, mindful and environmentally sustainable community.

Timelines: November 2010.

6. On May 4, 2010, General Committee reviewed staff report PW004-10 regarding the site for the new washroom facility.

7. On May 12, 2010 Town Council ratified motion 10-GC-103 as follows:

“That staff in the Public Works Department proceed with the design, tendering, and construction a washroom at the location as shown on Appendix “A” of Staff Report PW004-10.”

8. This motion specified that the new washroom should be located on the beach area between Lake Muskoka and Bowyer’s Beach Road (See Appendix “A” attached for the approved location for the washroom).

9. In accordance with Council’s direction, an RFP for the construction of the new washroom facility was issued by the Public Works Department.

10. This Staff Report is presented to Committee to obtain direction and authorization for the award of RFP 2010-011 for the Supply and Construction of a New Washroom Facility at Bowyer’s Beach Park.

ANALYSIS

11. Proposal specifications for the Design and Construction of a washroom facility at Bowyer’s Beach Park were prepared by Town staff and advertised publicly, in accordance with the Town’s Purchasing Policy.

12. The tenders were received, opened and reviewed by staff to ensure that they met the Town’s tender specifications.

13. Two Proposals were received for the Design and Construction of a Washroom Facility at Bowyer’s Beach Park prior to the closing of the proposal period of 4:30 p.m. on September 21, 2010. The submissions were as follows:

Submission Proposal Price (excluding HST)

Cripps Contracting Limited $110,000.00

Greystone Project Management Inc. $125,300.00

14. The Town’s Chief Building Official has reviewed the two submissions and has indicated that the proposal submitted by Greystone Project Management Inc., does not meet Privacy Specification 3.7.4.15 under the Ontario Building Code. The Chief Building Official has confirmed that the proposal from Cripps Contracting Limited does meet all Building Code requirements. Staff Report PW019-10 Page: 3

General Committee File #: September 28, 2010

15. Attached as Appendix “B” is the washroom facility being proposed by Cripps Contracting Ltd, which was built for the Town of Gravenhurst along Muskoka Beach Road.

16. In addition to reviewing the substantial information provided in response to the RFP, staff has also contacted the low respondent to discuss details of their proposal. The respondent has confirmed to staff’s satisfaction their ability to complete the scope of work at the required standard and at the prices quoted.

17. At the request of Council, staff included an optional line item within RFP 2010-011 related to the provision of a “Muskoka Stone” facing on the sides of the new washroom building that would be visible from Lake Muskoka. The additional costs were as follows:

Submission Muskoka Stone Proposal Price (excluding HST)

Cripps Contracting Limited $27,000

Greystone Project Management Inc. $22,000

18. Unfortunately, due to the tendered price for base construction of the washrooms, the additional cost to install the Muskoka Stone cannot be accommodated within the approved budget for the project.

19. Staff has inspected the washroom constructed by Cripps for the Town of Gravenhurst along Muskoka Beach Road and staff feel that the building materials used at that location provide a very attractive facility for the Town.

20. Staff feel that the use of the same material at Boyer’s Beach Park, as proposed by Cripps, will provide the Town of Bracebridge with an equally attractive facility at the beach.

LINKAGE TO COMMUNITY BASED STRATEGIC PLAN

21. The Town of Bracebridge is well aligned with the community-based strategic plan objectives:

 A Vibrant, Prosperous and Economically Sustainable Community

 An Engaged, Healthy and Socially Sustainable Community

 A Green, Mindful and Environmentally Sustainable Community

22. The public recreation areas in Bracebridge are an important asset for the Town and are a focal point for many residents and visitors to the community. The availability of functional washrooms with flushable toilets and running water at Bowyer’s Beach Park will improve the experience of visitors and residents that use the beach areas, which will in turn stimulate economic activity. Staff Report PW019-10 Page: 4

General Committee File #: September 28, 2010

ALTERNATIVE

23. The following alternative is available for Committee consideration:

Alternative #1 The Committee could recommend that the proposal not be awarded.

This alternative is not recommended as Council previously determined that the washroom facility at Bowyer’s Beach Park needs to be replaced as it does not currently meet the needs of the community.

EXISTING POLICY

24. The replacement of the existing washroom facility at Bowyer’s Beach Park has been included in the approved 2010 Municipal Budget.

FINANCIAL IMPLICATIONS

25. The amount included in the 2010 Municipal Budget for this project was $110,000. If approved, total contract costs (including HST) will be $111,936. In addition, permits for the septic system and building will add approximately another $1,210 for a total anticipated project cost of $113,100.

Engineering Technologist, A. Stacey

Staff Report PW019-10 Page: 5

General Committee File #: September 28, 2010

APPENDIX “A”

Proposed Washroom Location

Staff Report PW019-10 Page: 6

General Committee File #: September 28, 2010

APPENDIX “B”

Proposed Washroom Facility

Staff Report PW019-10 Page: 7

General Committee File #: September 28, 2010

Staff Report PW020-10 Page: 1

General Committee File #: September 28, 2010

TO: Councillor S. Young, Chair and Members of General Committee

FROM: Municipal Engineer, R. Walton

SUBJECT: Tender 10-46 - Purchase of an Internet-Based GPS/AVL Fleet Tracking System

RECOMMENDATION

1. That Tender 10-10 for the supply and installation of an internet based Global Positioning System (GPS) and Automatic Vehicle Location (AVL) fleet tracking system for the Town of Bracebridge Public Works Department be awarded to the lowest acceptable bidder, Grey Island Inter-Fleet, at an upset cost of $1,285 per vehicle (excluding HST) plus a one-time unlimited-vehicle implementation fee at an upset cost of $2,500 (excluding HST).

2. That the Mayor and Clerk be authorized to sign a service agreement with Grey Island Inter-Fleet at an upset cost of $45 per vehicle per month (excluding HST).

ORIGIN

3. As outlined in the Town’s Long-term Capital Plan presented to Council in 2009, the Public Works Department has been planning for the acquisition and installation of an internet based GPS/AVL fleet tracking system for departmental vehicles.

4. In accordance with the direction provided in December 2009, $50,000 was included in the Town’s draft 2010 Municipal Budget for the acquisition of the fleet tracking system. This amount was approved by Council, as part of the final Municipal Budget, on March 31, 2010.

5. A vehicle tracking system combines the installation of an electronic device in a vehicle, or fleet of vehicles, with purpose-designed computer software supplied by a system vendor. This use of such a system will enable the Town to track the vehicle's location, collecting data in the process from the field and deliver it to a base computer. Vehicle information can be viewed on electronic maps via the Internet or through the specialized software provided by the vendor.

6. Vehicle tracking systems are commonly used by fleet operators for fleet management functions such as routing, dispatch, on-board information and security.

7. Some of the benefits of a vehicle tracking system include:

Real-time Monitoring

8. Real-time monitoring of vehicles as they move from place to place, halt for re-fuelling and other stops is among the biggest advantages of GPS vehicle tracking. Speed checks of vehicles, accurate location, and vehicle stops can be tracked as they occur.

Planning

9. GPS vehicle tracking helps fleet management staff to better manage fleet vehicles, operations, monitor driver schedules and fuelling halts. Better planning results in maintaining timed schedules and work order accurately. Staff Report PW020-10 Page: 2

General Committee File #: September 28, 2010

Keeping Customers/Contacts Updated

10. Use of a vehicle tracking system to follow vehicle movement of vehicles, approximate arrival times at final destinations and, delays, if any helps to ensure better communication with customers, contractors and those individuals anticipating services from Town staff.

Addressing Urgent Scenarios

11. In case of natural calamities, accidents, and other urgent scenarios, Public Works Department managers can be better appraised of situations, inform police and make informed decisions based on vehicle locations, etc.

Fuel and Labour Cost Savings

12. By operating vehicles with GPS-deployed technologies, the Town will be able to streamline labour and fuel costs through better management of fleet operations, work order management, scheduling and route management

13. $50,000 has been allocated in the approved 2010 Municipal Budget for this purchase.

ANALYSIS

14. Tender specifications for the acquisition and installation of an internet based GPS/AVL fleet tracking system were prepared by Town staff and advertised publicly, in accordance with the Town’s Purchasing Policy.

15. The tenders were received, opened and reviewed by staff to ensure that they met the Town’s tender specifications.

16. The services to be provided, as outlined in the Tender include:

16.1. Supply and install all hardware and software necessary for the successful implementation of the GPS / AVL Fleet Tracking system;

16.2. Provision of detailed instruction manuals for all aspects of the system;

16.3. Provision of comprehensive on site training upon implementation of system;

16.4. Provision of ongoing telephone support for the life of the system;

16.5. Provision of ongoing upgrades to software and hardware as they become available.

17. Nine tenders were received for Tender 10-10 for the supply and installation of an internet based Global Positioning System (GPS) and Automatic Vehicle Location (AVL) fleet tracking system for the Town of Bracebridge Public Works Department. The submissions, based on a fleet of 30 vehicles, were as follows (excluding HST):

Bidder Total Tendered Amount Remarks

1. Auto Vision Wireless $30.340.50 Does not meet 360 Deerhide Crescent requirements Toronto, ON $21,600.00 Annual M9M 2Y6 System Access Fee

Staff Report PW020-10 Page: 3

General Committee File #: September 28, 2010

Bidder Total Tendered Amount Remarks

2. Bell Totally One Communications $47,460.00 Does not meet 60 Saramia Crescent requirements Concord, ON $10,800.00 Annual L4K 4J7 System Access Fee

3. Bell Mobility $21,920.00 Does not meet 5099 Creekbank Road requirements Mississauga $10,800.00 Annual L4W 5N2 System Access Fee

4. Celluland $28,813.31 Does not meet 420 Hazeldean Road requirements Ottawa, ON $16,181.42 Annual K2L 4B2 System Access Fee

5. Charlotte Products Ltd $40,496.94 Does not meet 2060 Fisher Drive requirements Peterborough, ON $11,520.00 Annual K9J 8N4 System Access Fee

6. Grey Island / InterFleet $41,050.00 Recommended 76 Stafford Street, Suite 100 Proposal Toronto, ON $16,200.00 Annual Meets all M6J 2S1 System Access Fee requirements Most complete system with advanced functions and features

7. Nero Global Tracking $23,560.50 Does not meet 1833 Coast Meridian Road Unit 64 requirements Port Coquitlam, BC $18,000.00 Annual V3C 6G5 System Access Fee

8. Precise MRM $38,440.29 Does not meet 1311 E. Franklin Road requirements Meridian, ID $18,000.00 Annual 83642 System Access Fee

9. Rogers Communications $13,582.60 Does not meet 2235 Sheppard Ave E Suite 600 requirements Toronto, ON $11,091.60 Annual M2J 5G1 System Access Fee

18. The only bid that met minimum requirements was the bid from Grey Island Inter-Fleet. Staff Report PW020-10 Page: 4

General Committee File #: September 28, 2010

19. Staff are aware of this firm and believe the system offered will fully meet the Town’s requirements. Locally, Grey Island/InterFleet have several clients within the Muskoka area including:

19.1 The Town of Huntsville;

19.2 Township of Muskoka Lakes;

19.3 District of Muskoka; and

19.4 Muskoka Emergency Services.

20. Grey Island/InterFleet’s target market is primarily focused on public sector fleets. In order to ensure the system being offered would perform to the Towns expectation, staff carried out reference checks and contacted the City of Sudbury, District of Muskoka, and Township of Muskoka Lakes whom all provided positive reviews of the system.

21. As with all of the GPS/AVL systems on the market, a monthly maintenance fee would be incurred for each vehicle. The costs per vehicle with the GreyIsland system would be $45.00 per month, which includes a Data Plan Fee and an InterFleet Service Fee.

22. The standard service agreement is for a one-year period. However the Town has the option to enter into a Service Agreement for an extended amount of time. Entering into a service agreement for a three-year period would provide a 5% discount and a five-year agreement would provide a 10% discount over the standard InterFleet Service Fee. Additionally Grey Island offers a Summer Stand-By Program, which runs from May 1st to October 1st. Should the Public Works Department decide to not use the Grey Island system for tracking purposes during this time an additional $20 monthly discount per vehicle would be applied to the Town’s monthly fees. See Appendix “A” attached for a breakdown of potential savings with the Grey Island Inter-Fleet Annual System Access Fee.

23. Grey Island provides a twelve-month warranty on each AVL unit, which begins once the unit has been activated.

Data Storage

24. All data is stored at Grey Island's Data Center and is archived indefinitely. Data is available online through the InterFleet application for a minimum of three years, after which it is archived.

Real-Time Reporting

25. The reporting frequency of GPS units can be configured to meet the Public Works Department Vehicle Tracking Requirements. Settings can be based on a combination of all or only some of the following: time, distance, direction change, and change of event.

26. The standard reporting frequency configuration on InterFleet GPS units in the field is every 10 seconds and/or 100 meters, upon any change of event, and upon a change of 30 degrees in direction (when moving) and every 2 minutes or upon change of event (when stopped or idling). In addition, users can ping vehicles on demand and GPS units are configured to automatically wake up every 24 hours and report their location to the Data Server. Staff Report PW020-10 Page: 5

General Committee File #: September 28, 2010

27. All InterFleet GPS units are also programmed to automatically detect when a vehicle looses cellular signal, thus causing a loss of communications with the Grey Island Data Servers. Should this occur, the GPS unit in the vehicle will begin storing all vehicle data on-board. The GPS unit can store up to 30 operational days of data. Once the vehicle re-enters cellular network coverage, all stored GPS and telematic data is forwarded to the Grey Island Data Center to be viewed online via the application.

Software & Mapping

28. The InterFleet solution allows end-users to view their fleet vehicles at any point of time via Microsoft Internet Explorer 5.5 or greater. Meaning, software does not have to be installed on any computer. Furthermore, unique to InterFleet, the browser-based application separates the map layer and vehicle layer. This patented technology allows vehicle data to be updated automatically for the user without the need to refresh the entire screen

Reliability & System Security

29. InterFleet is operational 99.9% of the time, and access to the application is not granted without a User Name and Password. Each login has unlimited end-user functionality, and an unlimited number of logins can be created per account. In addition, each login can define the level of accessibility. For example, the Town of Bracebridge can have one login for just dispatching purposes with no access to Historical Data, and another login with access to all tools. Sub-fleets can be divided into different logins as well.

Reporting Functionality

30. By having a full-time Development team, Grey Island can configure any additional reports the Public Works Department requests. Grey Island development is led by client requests, and welcomes any additional reporting features that could be added to the systems functionality. Current Reports include: Management Reports: Activity Summary, Monthly Activity Summary Report, Stop Report, Vehicle Status Reports. Exceptions Reporting: Speed Exception Reports, Idling Exception Reports, Zone Exception Report, Over Mileage Reports, Speed Exception Road Class Report, Exception Monitoring Console Additional Management Operations Reports: Winter Operations/Salt Usage Report, Sweeper Operations Report, Unauthorized Usage Report, Driver Report, Route Completion Report, Fuel Consumption Report, Customer Service Report, Patrolling Frequency Report, Road Maintenance Report, Public Information Web Site.

LINKAGE TO COMMUNITY BASED STRATEGIC PLAN

31. The Town of Bracebridge’s tendering practices are well aligned with the community-based strategic plan objectives:

 A Vibrant, Prosperous and Economically Sustainable Community

 An Engaged, Healthy and Socially Sustainable Community

32. The purchase of this equipment from the lowest bidder that meets the Town’s tender specification is in keeping with the Community Based Strategic Plan as it incorporates the continued effort to have a Vibrant, Prosperous and Economically Sustainable Community. Staff Report PW020-10 Page: 6

General Committee File #: September 28, 2010

ALTERNATIVE(S)

33. The following alternative is available for Committee consideration:

Alternative #1 The Committee could recommend that the tender not be awarded.

This alternative is not recommended, as the award of the tender for equipment acquisition is necessary to help improve this service to the public for safety purposes.

EXISTING POLICY

34. The cost of purchasing this equipment is included in the approved 2010 Municipal Budget.

FINANCIAL IMPLICATIONS

35. The approved 2010 Budget for this capital acquisition is $50,000. Based on an estimate of 30 vehicles and assuming full peripheral hardware set-up would be required on each vehicle, the total capital cost would be $38,550 (excluding HST) plus a one-time set-up fee of $1,500 - $2,500 depending on options selected (excluding HST).

36. However, total capital costs may be significantly less than this amount. GPS/AVL hardware costs per vehicle may range from $735 for a basic unit with antennae to $1,285 per vehicle requiring full peripheral set-up for harness, plow, wing and spreader. As well, total number of vehicles to be equipped may be less than the 30 used in this analysis. Staff will be reviewing operational requirements with the vendor to establish final installation requirements.

37. Funds for on-going maintenance will be included in the Public Works portion of the draft 2011 Municipal Budget. Based on 30 vehicles with full monitoring for the entire year, on a one-year contract, the annual cost would be $16,200 (excluding HST).

38. However, cost-savings may be achieved by selecting the summer stand-by program for some vehicles. Additional savings are also available by the selection of longer-term contracts. As well, the total number of vehicles with GPS/AVI equipment may be less than the 30 used in this analysis.

39. Staff will be reviewing operational requirements with the vendor and will consider implementing program adjustments that may provide cost reductions as shown in Appendix “A”, for inclusion in the draft 2011 Municipal Budget.

Municipal Engineer, R. Walton Staff Report PW020-10 Page: 7

General Committee File #: September 28, 2010

APPENDIX “A” Summary Potential Savings available with the Grey Island Inter-Fleet Annual System Access Fee (Excluding HST)

Based on 30 GPS/AVL Units

Length of Service Annual Data Plan Annual Inter- Summer Stand- Annual Potential Agreement Fee Fleet Access Fee By Program Savings (May to October) Standard 1 Year $7,200.00 $9,000.00 $3,000.00 $3,000.00 (No Discount) Discount

Standard 3 Year $7,200.00 $8,550.00 $3,000.00 $3,450.00 (5 % Discount) Discount

Standard 5 Year $7,200.00 $8,100.00 $3,000.00 $3,900.00 (10 % Discount) Discount

Staff Report PW021-10 Page: 1

General Committee File #: September 28, 2010

TO: Councillor S. Young, Chair and Members of General Committee

FROM: Engineering Technologist, A. Stacey

SUBJECT: Signage at Wilshier Boulevard and Dawson Crescent Intersection

RECOMMENDATION

1. That the current “YIELD” sign at the intersection of Wilshier Boulevard and Dawson Crescent remain, in accordance with the information shown on Appendix “A” to Staff Report PW021-10.

ORIGIN

2. On August 17th, 2010 General Committee carried motion 10-GC-184 as follows:

“3-Way Stop at Wilshier Boulevard and Dawson Crescent

That staff in the Public Works Department review the feasibility of creating a 3-Way Stop at Wilshier Boulevard and Dawson Crescent and report back to General Committee.”

ANALYSIS

3. To assist in determining whether a three way stop sign is warranted at the intersection of Wilshier Boulevard and Dawson Crescent, staff have referenced the Ontario Travel Manual Series (OTM) and the Manual for Uniform Traffic Control Device Canada (MUTCD).

4. Sections of both the OTM and MUTCD provide best practices for the establishment of controlled intersections. These best practices focus on such areas as minimum traffic volumes, collision frequency and number of travelled lanes.

5. Wilshier Boulevard is classified as a local road in the Town’s road network with an Average Annual Daily Traffic Volume of between 270 to 390 cars.

6. Dawson Crescent between Wilshier Boulevard and Rogers Road has an Average Annual Daily Traffic Volume of 100 cars.

7. The Town’s Average Annual Daily Traffic counts are based over a lapsed time frame of 24 hours. The OTM and MUTCD guidelines stipulate that an intersection should see peak hour directional traffic volumes between 50 to 80 cars per hour over a 7 to 8 hour timeframe. When the peak hour traffic volumes are calculated from the Town’s traffic counting information, this intersection would see peak hour directional traffic volumes of 21 cars per hour. Therefore, based on the Town’s actual traffic counts, the volumes being observed do not meet the minimum OTM and MUTCD minimum criteria.

8. Staff can report that there are currently no records documenting collisions at the intersection of Wilshier Boulevard and Dawson Crescent, which OTM and MUTCD manuals indicate that a frequency of between 3 to 5 collisions per 12-month cycle should be observed in order to warrant the placement of an all way stop.

Staff Report PW021-10 Page: 2

General Committee File #: September 28, 2010

9. After considering the following information:

• one “YIELD” sign has been posted on the intersecting street of Dawson Crescent;

• vehicular movements have clear and unobstructed site lines on Wilshier Boulevard and Dawson Crescent;

• location has presently low traffic volumes;

• no collision records for intersection; and

• intersection does not meet minimum OTM and MUTCD guidelines for the installation of a 3-way stop;

staff is of the opinion that additional traffic control at the intersection of Dawson Crescent and Wilshier Boulevard is not warranted at this time.

10. Municipal engineering associations have noted that, due to the ease of installing traffic signage, municipalities should proceed with caution when deciding whether to make an intersection an all- way stop. Overuse and misuse of this form of traffic control can actually create motorist frustration thus increasing erratic behaviour and unsafe conditions for all modes of transportation whether vehicular or pedestrian.

11. Staff will monitor the location over future months and, should the current situation change, staff would report back to General Committee with appropriate recommendation.

LINKAGE TO COMMUNITY BASED STRATEGIC PLAN

12. Maintaining the current form of traffic control at the intersection of Wilshier Boulevard and Dawson Crescent and not replacing with a 3-way stop is well aligned with the community-based strategic plan objectives:

 A Vibrant, Prosperous and Economically Sustainable Community

13. Staff has thoroughly researched background reports, provincial and federal guidelines, various municipality guidelines and has determined that the addition of a 3-way stop at the intersection of Wilshier Boulevard and Dawson Crescent is not warranted at this time, thereby saving unnecessary additional automobile emissions due to increased start/stops, as well as the added budget funds associated with developing the new signage, installation and maintenance.

ALTERNATIVE(S)

14. The following alternative is available for Committee consideration:

Alternative #1 The Committee could recommend that a 3-way stop be approved at the intersection of Wilshier Boulevard and Dawson Crescent.

This alternative is not recommended, as staff have researched guidelines and standards for the installation of all way stops, and based on staffs research are of the opinion a 3-way stop would not benefit vehicle movement or safety at the intersection of Wilshier Boulevard and Dawson Crescent. Staff Report PW021-10 Page: 3

General Committee File #: September 28, 2010

EXISTING POLICY

15. This recommendation is made consistent with Town By-Law 2010-050, being a by-law to regulate and control traffic in the Town of Bracebridge.

FINANCIAL IMPLICATIONS

16. None at this time.

Andrew Stacey, Engineering Technologist

Staff Report PW021-10 Page: 4

General Committee File #: September 28, 2010

APPENDIX “A” Location Map

Current Yield Sign`

MEMORANDUM Downtown Bracebridge Business Improvement Area

TO: Mayor D. Coates and Members of the Council

FROM: M. Brazier, President, Bracebridge BIA

DATE: September 8, 2010

SUBJECT: DOWNTOWN BRACEBRIDGE BIA - Bagging Parking Meters in December

PURPOSE

The BIA requests the approval from Council to bag the parking meters for the month of December to allow for "free parking" for shoppers and to continue the charity donation collection program to support a local charity organization. The BIA Board of Management prior to December in each year would identify an organization that would benefit from the Parking Meter Voluntary Collection. The BIA is prepared to work with members of staff and Council to ensure the program is successful and will annually report to Council the results of the program.

BACKGROUND

The Town of Bracebridge-General Committee passed a resolution on September 15, 2009 stating it would support the BIA's request to bag the parking meters for the month of December 2009 as long as the BIA established a retail charity donation collection program to support a local charity organization, which the BIA Board of Management would need to identify. Town Council later adopted the General Committee Minutes on September 23, 2009.

Based on this the BIA Board of Management choose the Bracebridge Out of the Cold program as the charity organization that they would support for the 2009 holiday season parking meter campaign. Each member in the BIA received a red donation box which outlined the BIA's charity of choice (PHOTO "A") and a festive bag was placed on each parking meter (PHOTO "B"), which also provided information about the program. The voluntary donation system raised $1872.76 (One Thousand Eight Hundred and Seventy Two Dollars and Seventy Six Cents) and received a very positive response from the public, charity organizers and the BIA members.

Mary Robertson Co-Organizer of the Bracebridge Out of the Cold program stated that this program was a great opportunity to get the word out about the "Out of the Cold" program. They were thrilled to work with the BIA on this initiative and the money received from the program would go along way.

Chief By-Law Officer, Scott Stakiw confirms that the by-law office would continue support the concept of bagging the parking meters for the month of December and would also support the idea of doing it on an ongoing basis. He further indicated it would continue to be beneficial in regards to staff resources and equipment preservation.

1 ANALYSIS

1. The Positive to bagging the meters;

1.1. Bagging the meters sends a clear message to the public that parking is free.

1.2. Good for the community and promotes shopping locally.

1.3. Provides additional marketing/publicity for the charity that is chosen by the BIA.

1.4. Less labor intensive for the Town of Bracebridge staff as they would not need to empty the meters at the end of November and beginning of January.

1.5. Reduces parking meter damage during the winter months.

1.6. Festive bags would prevent the build up of ice within the meters.

2. The negative to bagging the meters;

2.1. Money normally collected would not be available for the community support fund.

2.2. Will be more labor intensive to the BIA.

2.3. The BIA to purchase and maintain the festive bags will incur additional costs.

FINANCIAL IMPLICATIONS

The success of the 2009 program has resulted in over $1800 going to a charity that needs funding during the coldest time of the year and demonstrated that the Town/BIA can collectively provide a benefit to shoppers and charities at the same time.

ADDITIONAL CONSIDERATION

The BIA and its members have always been committed to the community and have continuously supported many organizations and community events throughout the years. This includes Georgian College, The Bracebridge Public Library, Festival of the Lights event, Transit Feasibility Study and the Summer Band Shell Concert Series.

Giving back to the community is very important to the BIA and we will continue to do so in the future. Providing free parking in the month of December is a great way to give back to those who shop locally.

BIA COMMITMENT

The BIA is committed to working with the Town Council and staff.

The standard two (2) hour time limit would still be implemented and the BIA would be committed to purchasing, installing and maintaining the festive parking meters bags throughout the month of December and would commit to this on a yearly basis. Furthermore all BIA promotions would include the details regarding the free parking for the month of December for public awareness.

The BIA will provide an annual report to the Town of Bracebridge, which would outline the chosen charity and the amount raised each year.

The BIA appreciates the on-going support and the assistance that we receive from town staff and we look forward to hearing from you soon regarding the outcome of our request.

2 PHOTO "A"

Coa,lft, 1;,-Ju I IO'h ~ In nem rbi, haUd _, M1IIOD. TIH '.,.,..._r., , ..... --.we...... _- ...... _...... ,,, .. ..." "-~,II> •• to. Out of the Cold '

PHOTO "8"

3 Bracebridge Business Improvement Area P. O. Box 845, 35A Manitoba Street Bracebridge Ontario PlL ivi Tel: (705) 646-5590 Fax: (705) 646-5591 Email: [email protected]

September 23, 2010

Town of Bracebridge Ron Walton - Town of Bracebridge - Municipal Engineer 1000 Taylor Court Bracebridge, ON P1L 1R6

Re: Snow Removal Pilot Project

Dear Ron,

The Bracebridge Business Improvement Area Association ("BIA") would like to express its support towards the snow removal pilot project and would like the Town of Bracebridge and the District Municipality of Muskoka to consider the BIA's request to make the snow removal pilot project a permanent program.

The BIA consists of over 210 businesses along Manitoba Street from Monck Road to past Ontario Street and also includes many of the side streets off of Manitoba Street. It was our members that had originally prompted the request for an increased level of snow removal. Based on history of the pilot program it has been a success and has addressed many of the issues that our members were having in the winter months. The BIA would like to continue with the agreement as set out in the Memorandum of Understanding (schedule "A") and hopes that the Town of Bracebridge and the District Municipality of Muskoka will consider this request.

The BIA would like to thank you for the ongoing support. If you have any questions regarding the matter please do not hesitate to contact me.

Sincerely, (cF.:::2 ~C:D:J-,-~..:::::.:::,.

Mae Brazier President Bracebridge Business Improvement Area

c.c. John Sisson Lori McDonald Lori-Lynn Giaschi-Pacini Graydon Smith Scott Young Cheryl Kelley Tony White - District Municipality of Muskoka