Agenda Blind River Town Council Regular Meeting

AGENDA BLIND RIVER TOWN COUNCIL REGULAR MEETING

December 14, 2020 7:00 p.m. Council Chambers Pages

1. CALL TO ORDER

2. ROLL CALL

3. MAYOR’S OPENING REMARKS

4. REVIEW OF AGENDA/ADDENDUM TO THE AGENDA

5. DECLARATION OF CONFLICT OF INTEREST

6. ADOPTION OF PREVIOUS MINUTES. 5

7. BUSINESS ARISING FROM THE MINUTES.

8. PUBLIC PRESENTATIONS

9. INTRODUCTION AND CONSIDERATION OF ADMINISTRATIVE REPORTS

9.1. Treasurer, RE: Provincial Budget Update 19

9.2. Director of Public Services, RE: Winter Operations Plan 2020-2021 21

9.3. Director of Public Services, RE: Surplus Equipment 89

9.4. Director of Facilities and Community Services, RE: Strategic Plan 97 Recreation and Tourism Capital Development

9.5. Manager Building and Planning, RE: Severance Application File No. 100 C-2020/003 - Lot Addition 2

10. SERVICE DELIVERY REVIEW STATUS

10.1. Treasurer, RE: Administrative Processes Update, December 2020 108

11. PRESENTATION OF COMMITTEE REPORTS

11.1. Corporate Services Committee Meeting, November 30, 2020

11.1.1. CAO/Clerk, RE: Sno-Plan Lease Agreement 132

11.1.2. Director of Facilities and Community Services, RE: 137 Tourism Ambassador

11.1.3. Treasurer, RE: Sale of Land Policy 140

11.1.4. CAO/Clerk, RE: Communications Tower 142

12. UNFINISHED BUSINESS

13. CORRESPONDENCE - ACTION

13.1. November 13, 2020. Lake Matinenda Cottage Owners Association, 144 RE: 2021 Operating Budget

13.2. Huron North Community Economic Alliance, RE: 2021 Membership 146 Invoice

13.3. North Shore Power Group, RE: Report 147

13.4. November 19, 2020. Huron North Community Economic Alliance 150 Communities, RE: Universal Broadband Fund Rapid Response Application

14. CORRESPONDENCE - INFORMATION

14.1. November 13, 2020. Lake Matinenda Cottage Owners Association, 153 RE: Lake Matinenda Breakwall

14.2. November 13, 2020. Broadband Advisory Committee, RE: Minutes 154 of the November 10, 2020 meeting.

14.3. November 18, 2020. MPAC, RE: 2021 Values and COVID-19 156 3

14.4. November 13, 2020. Huron North Community Economic Alliance, 158 RE: Member Update - November 2020

14.5. November 15, 2020. Rotary Club of Blind River, RE: Thank you 160

14.6. November 18, 2020. Enbridge, RE: Enbridge Gas Rebates - Blind 161 River Arena, New Boilers

14.7. November 20, 2020. Cameco, RE: Blind River Refinery Leadership 162 Announcements

14.8. November 23, 2020. North Shore Health Network Foundation, 163 RE:2019-2020 Annual Report to Donors

14.9. November 25, 2020. ELNOS, RE: Annual Report 2020 168

14.10. November 25, 2020. HNCEA, RE: RFP for Broadband 190 Infrastructure and Service

14.11. December 1, 2020. NSPG, RE: Board of Directors Meeting, 205 December 2, 2020 Agenda

14.12. December 2, 2020. NSPG, RE: Board of Directors Meeting, October 206 14, 2020 Minutes

14.13. December 2, 2020. Municipality of Huron Shores, RE: Community 208 Owned Regional Broadband Network Universal Broad Fund Update Number 4

14.14. December 4, 2020. J. Falk RE: H and M COFI Broadband Project 212

14.15. November 16, 2020. Cameco, RE: Third Quarter 2020 Compliance 214 Report - Blind River Refinery

15. NOTICES OF MOTION

16. INTRODUCTION AND CONSIDERATION OF BY-LAWS

16.1. By-Law #20-48. Zoning Amendment, Youngfox Road 233

16.2. By-Law #20-49. 2021 User Fees By-Law 242 4

17. COUNCIL REPORTS AND ANNOUNCEMENTS

18. ADDENDUM

19. CLOSED SESSION

19.1. Review of Previous Minutes

19.2. Advice that is subject to solicitor-client privilege, including communications necessary for that purpose; Legal Communications

19.3. Personal matters about an identifiable individual, including municipal or local board employees; Personnel

20. REPORT ON CLOSED SESSION

21. CONFIRMING BY-LAW 266

22. ADJOURNMENT

23. READING FILE INFORMATION (Not Available for This Meeting) 5

MINUTES BLIND RIVER TOWN COUNCIL REGULAR MEETING November 16, 2020 7:00 p.m. Council Chambers

PRESENT: S. HAGMAN, via ZOOM P. SUMMERS, via ZOOM B. DUNBAR, via ZOOM J. DUNBAR, via ZOOM S. WELLS, via ZOOM H.P. ROY, via ZOOM J. POSTERARO, via ZOOM K. SCOTT, CAO/CLERK, via ZOOM P. WALSH, DEPUTY CLERK, via ZOOM S. DENT, TREASURER, via ZOOM K. BITTNER, DIRECTOR OF FACILITIES & COMMUNITY SERVICES, via ZOOM M. BENDER, DIRECTOR OF PUBLIC SERVICES, via ZOOM K. RAYMOND, DIRECTOR OF PROTECTIVE SERVICES, via ZOOM J. JONES, CBO/MANAGER PLANNING, via ZOOM ______1. CALL TO ORDER Mayor Hagman called the meeting to order at 7:00 p.m. 2. ROLL CALL 3. MAYOR’S OPENING REMARKS 4. REVIEW OF AGENDA/ADDENDUM TO THE AGENDA 6 Council Meeting Minutes ~ November 16, 2020 Page 2 of 8 20-317 MOVED BY: J. Posteraro SECONDED BY: J. Dunbar "BE IT RESOLVED THAT Council approve the agenda and Closed Meeting agenda, as presented." CARRIED 5. DECLARATION OF CONFLICT OF INTEREST 6. ADOPTION OF PREVIOUS MINUTES. 20-318 MOVED BY: B. Dunbar SECONDED BY: S. Wells "BE IT RESOLVED THAT Council adopt the minutes of the Regular Council Meeting of November 2, 2020, as presented." CARRIED 7. BUSINESS ARISING FROM THE MINUTES. 8. PUBLIC PRESENTATIONS 9. INTRODUCTION AND CONSIDERATION OF ADMINISTRATIVE REPORTS 9.1 CAO/Clerk, RE: Unserviced Roads 20-319 MOVED BY: P. Summers SECONDED BY: H.P. Roy "WHEREAS McElhaney Road is a private road that was acquired during annexation: AND WHEREAS the Municipal Act, s.44 states that Council is not legally required to assume these Private Roads; AND WHEREAS if Council wishes to assume these private roads, the roads must be first brought to the municipal standard; AND WHEREAS this road would require substantial improvements; THEREFORE BE IT RESOLVED THAT Council deny the request from the residents of McElhaney Road for winter maintenance, as this

7 Council Meeting Minutes ~ November 16, 2020 Page 3 of 8 is a Private Road not owned by the municipality." CARRIED

9.2 CAO/Clerk, RE: Broadband Enhancement Proposal 20-320 MOVED BY: J. Dunbar SECONDED BY: B. Dunbar "BE IT RESOLVED THAT Council accept the proposal from Leepfrog Telecom to install its LOS (line of sight) LTU technology on the top of the water tower located in the Town to provide internet services; AND THAT Council direct the CAO to draft a lease agreement with Leepfrog Telecom for the rental of the tower space." CARRIED 9.3 CAO/Clerk, RE: Engineering Services Agreement Extension 20-321 MOVED BY: P. Summers SECONDED BY: S. Wells "BE IT RESOLVED THAT Council authorize a three year extension for engineering services with Tulloch Engineering at an increase of 1.85% across the next three years." CARRIED 9.4 Treasurer, RE: STP Transfers 20-322 MOVED BY: H.P. Roy SECONDED BY: J. Dunbar "BE IT RESOLVED THAT Council authorize the Tax Levy funding of $20,000 for the Auto-Sampler and WTP SCADA be reallocated to the STP Upgrades." CARRIED

9.5 Director of Facilities and Community Services, RE: Algoma Sno-Plan Affiliation

8 Council Meeting Minutes ~ November 16, 2020 Page 4 of 8 20-323 MOVED BY: P. Summers SECONDED BY: B. Dunbar BE IT RESOLVED THAT Council recognizes the importance of retaining winter tourism associations with proven successful track records in Blind River; AND THAT Blind River is committed to showcasing itself as a year- round destination; AND THAT Council direct the CAO to proceed with lease preparation reflecting an existing rental rate of $200 between The Town of Blind River and Algoma Sno-Plan Affiliation." CARRIED

9.6 Manager, Building, Planning and By-laws, RE: Parkland Dedication, Development Charges, Community Benefits Charges 20-324 MOVED BY: J. Posteraro SECONDED BY: S. Wells "BE IT RESOLVED THAT Council direct the Chief Building Official to prepare a report of the benefits of a development charges by-law." CARRIED 10. SERVICE DELIVERY REVIEW STATUS 11. PRESENTATION OF COMMITTEE REPORTS 12. UNFINISHED BUSINESS 12.1 Ontario Waterpower Association. 20-325 MOVED BY: B. Dunbar SECONDED BY: J. Posteraro "BE IT RESOLVED THAT Council authorize the Mayor and CAO/Clerk to sign the Ontario Waterpower Champions Charter; AND THAT Council declare June 20 annually as Waterpower Day;

9 Council Meeting Minutes ~ November 16, 2020 Page 5 of 8 AND THAT the Town of Blind River pay the Community Membership of $100 for 2021." CARRIED 12.2 RE: Township of Huron-Kinloss, RE: Municipal Elections Act 20-326 MOVED BY: P. Summers SECONDED BY: J. Dunbar "BE IT RESOLVED THAT Council support the Township of Huron- Kinloss with their request that the Minister of Municipal Affairs and Housing review the Municipal Elections to play schemes in rural communities where non-residential electors are permitted to participate in elections and provide more clear guidelines to assist Municipal Clerks in defining the voters’ list and to ensure there is a clear way to report election fraud; AND THAT a copy of this resolution to Premier Ford and the Township of Huron-Kinloss." CARRIED 13. CORRESPONDENCE - ACTION 14. CORRESPONDENCE - INFORMATION 14.1 October 19, 2020. Cameco Corporation, RE: Licence Renewal for Cameco Blind River Refinery 14.2 November 11, 2020. Algoma Public Health, 2020 Municipal Levy Notice Adjustment 20-327 MOVED BY: J. Posteraro SECONDED BY: H.P. Roy "BE IT RESOLVED THAT the 2020 Municipal Levy refund from Algoma Public Health be put into a reserve to offset future levy increases.” CARRIED 14.3 November 12, 2020. Brokerlink, RE: COVID-19 Operational Assessment Premium Relief

10 Council Meeting Minutes ~ November 16, 2020 Page 6 of 8 20-328 MOVED BY: S. Wells SECONDED BY: B. Dunbar “BE IT RESOLVED THAT the COVID-19 Operational Assessment premium relief received from Brokerlink/Frank Cowan be transferred to the Insurance Reserve.” CARRIED 15. NOTICES OF MOTION 16. INTRODUCTION AND CONSIDERATION OF BY-LAWS 16.1 By-Law #20-45. Natural Gas Procurement Program Agreement. RE: Being a By-law to enter into an agreement with LAS for the Natural Gas Procurement Program 20-329 MOVED BY: P. Summers SECONDED BY: J. Dunbar "BE IT RESOLVED THAT Council authorize the Mayor and CAO/Clerk to sign By-law #20-45, being a By-law of the Corporation of the Town of Blind River to enter into an agreement with LAS for the Natural Gas Procurement Program, was passed in open Council this 16th day of November, 2020." CARRIED 16.2 By-Law #20-46. Canadian Pacific Master Sign License Agreement. RE: Being a By-Law to authorize the Municipality to enter into an Agreement with Canadian Pacific Railway Company. 20-330 MOVED BY: S. Wells SECONDED BY: H.P. Roy "BE IT RESOLVED THAT Council authorize the Mayor and CAO/Clerk to sign By-Law #20-46, being a By-Law to authorize the Municipality to enter into an Agreement with Canadian Pacific Railway Company, was passed in open Council this 16th day of November, 2020." CARRIED

11 Council Meeting Minutes ~ November 16, 2020 Page 7 of 8 17. COUNCIL REPORTS AND ANNOUNCEMENTS 18. ADDENDUM 19. CLOSED SESSION 20-331 MOVED BY: J. Posteraro SECONDED BY: P. Summers BE IT RESOLVED THAT Council go into “Closed Meeting” at 7:35 p.m. in accordance with Section 239 of the Municipal Act in order to address matters pertaining to: a proposed or pending acquisition or disposition of land by the municipality or local board; Offer to Purchase.” CARRIED 20-332 MOVED BY: B. Dunbar SECONDED BY: H.P. Roy "BE IT RESOLVED THAT Council resume open meeting at 7:58 p.m." CARRIED 20. REPORT ON CLOSED SESSION Mayor Hagman noted that Council discussed a proposed or pending acquisition or disposition of land by the municipality or local board; Offers to Purchase. 20-333 MOVED BY: P. Summers SECONDED BY: B. Dunbar "BE IT RESOLVED THAT Council accept the offer to purchase for 193, 189 and 185 Youngfox Road." CARRIED 21. CONFIRMING BY-LAW 20-334 MOVED BY: S. Wells SECONDED BY: J. Posteraro

12 Council Meeting Minutes ~ November 16, 2020 Page 8 of 8 "BE IT RESOLVED THAT Council authorize the Mayor and CAO/Clerk to sign By-law #20-47, being a By-law of the Corporation of the Town of Blind River to Adopt the Minutes of the Meeting of November 16, 2020, was passed in open Council this 16th day of November, 2020." CARRIED 22. ADJOURNMENT 20-335 MOVED BY: J. Dunbar SECONDED BY: H.P. Roy “BE IT RESOLVED THAT Council adjourn at 7:59 p.m.” CARRIED

23. READING FILE INFORMATION (Not available for this electronic meeting)

MAYOR CAO/CLERK

MINUTES BLIND RIVER TOWN COUNCIL PUBLIC MEETING November 19, 2020 7:00 p.m. Council Chambers

PRESENT: S. HAGMAN, via ZOOM B. DUNBAR, via ZOOM J. DUNBAR, via ZOOM S. WELLS, via ZOOM H.P. ROY, via ZOOM J. POSTERARO, via ZOOM K. SCOTT, CAO/CLERK, via ZOOM P. WALSH, DEPUTY CLERK, via ZOOM S. DENT, TREASURER, via ZOOM K. BITTNER, DIRECTOR OF FACILITIES & COMMUNITY SERVICES, via ZOOM M. BENDER, DIRECTOR OF PUBLIC SERVICES, via ZOOM K. RAYMOND, DIRECTOR OF PROTECTIVE SERVICES, via ZOOM REGRETS: P. SUMMERS ______1. CALL TO ORDER Mayor Hagman called the Public Meeting to order at 7:00 p.m. 2. RESOLUTION TO APPROVE OF THE AGENDA 14 Public Council Meeting ~ November 19, 2020 Page 2 of 2 20-336 MOVED BY: J. Dunbar SECONDED BY: B. Dunbar "BE IT RESOLVED THAT Council approve the agenda as presented." CARRIED 3. DECLARATIONS OF PECUNIARY INTEREST 4. ADMINISTRATIVE REPORTS/PRESENTATION 4.1 Treasurer, RE: 2021 Municipal Budget and User Fees - DRAFT 5. QUESTION AND ANSWER

Questions received by email were addressed. No questions were asked from those attending the live meeting via ZOOM. 6. RESOLUTION TO ADJOURN 20-337 MOVED BY: J. Posteraro SECONDED BY: H.P. Roy "BE IT RESOLVED THAT Council adjourn the Public Meeting at 7:24 p.m.". CARRIED

MAYOR CAO/CLERK

MINUTES BLIND RIVER TOWN COUNCIL SPECIAL MEETING December 8, 2020 3:30 p.m. Council Chambers

PRESENT: S. HAGMAN P. SUMMERS J. DUNBAR S. WELLS H.P. ROY J. POSTERARO K. SCOTT, CAO/CLERK REGRETS: B. DUNBAR ______1. Call to Order Mayor Hagman called the meeting to order at 3:30 p.m. 2. RESOLUTION TO APPROVE OF THE AGENDA 20-338 MOVED BY: S. Wells SECONDED BY: P. Summers “BE IT RESOLVED THAT Council approve the agenda, the Closed Agenda, as presented." CARRIED 3. DECLARATIONS OF PECUNIARY INTEREST 4. CLOSED SESSION 20-339 MOVED BY: J. Dunbar SECONDED BY: P. Summers 16 Special Council Meeting ~ December 8, 2020 Page 2 of 2 “BE IT RESOLVED THAT Council go into “Closed Meeting” at 3:31 p.m. in accordance with Section 239 of the Municipal Act in order to address matters pertaining to: -personal matters about an identifiable individual, including municipal or local board employees; Personnel -litigation or potential litigation, including matters before administrative tribunals, affecting the municipality or local board." CARRIED 20-340 MOVED BY: J. Dunbar SECONDED BY: S. Wells “BE IT RESOLVED THAT Council resume open meeting at 5:35 p.m.” CARRIED 5. REPORT ON CLOSED MEETING Mayor Hagman noted that personal matters about an identifiable individual, including municipal or local board employees and a matter related to litigation or potential litigation, including matters before administrative tribunals, affecting the municipality or local board was discussed. 6. RESOLUTION TO ADJOURN 20-341 MOVED BY: S. Wells SECONDED BY: H.P. Roy “BE IT RESOLVED THAT Council adjourn at 5:36 p.m.”

MAYOR CAO/CLERK

MINUTES BLIND RIVER TOWN COUNCIL SPECIAL MEETING December 10, 2020 3:30 p.m. Council Chambers

PRESENT: S. HAGMAN, via ZOOM P. SUMMERS, via ZOOM B. DUNBAR, via ZOOM J. DUNBAR, via ZOOM H.P. ROY, via ZOOM J. POSTERARO, via ZOOM K. SCOTT, CAO/CLERK, via ZOOM P. WALSH, DEPUTY CLERK, via ZOOM S. DENT, TREASURER, via ZOOM M. BENDER, DIRECTOR OF PUBLIC SERVICES, via ZOOM ______1. Mayor Hagman called the meeting to order at 3:30 p.m. 2. RESOLUTION TO APPROVE OF THE AGENDA 20-342 MOVED BY: H.P. Roy SECONDED BY: P. Summers "BE IT RESOLVED THAT Council approve the agenda as presented." CARRIED 3. DECLARATIONS OF PECUNIARY INTEREST 4. WATER / WASTEWATER OPERATION AND MANAGEMENT CONTRACT 18 Special Council Meeting ~ December 10, 2020 Page 2 of 2 4.1 December 2, 2020. Tulloch Engineering, RE: Water and Wastewater Maintenance Proposal Submission Review 20-343 MOVED BY: P. Summers SECONDED BY: J. Posteraro "BE IT RESOLVED THAT Council accept the proposal from PUC Services for the operation and management of the Water and Wastewater systems in the amount of $3,632,063.99 (excluding HST) for a term of five (5) years." CARRIED 5. RESOLUTION TO ADJOURN 20-344 MOVED BY: B. Dunbar SECONDED BY: H.P. Roy "BE IT RESOLVED THAT Council adjourn at 3:41 p.m." CARRIED

MAYOR CAO/CLERK

19 The Corporation of the Town of Blind River REPORT FOR INFORMATION

RE: Provincial Budget Update

Date of Creation: 12/8/2020

Author: Treasurer Director of Finance, S. Dent

OBJECTIVE

To provide Council with pertinent information from the November 5 Provincial Budget update.

UPDATE

The budget released by the Province on November 5, 2020 contained a number of items that will have implications for Ontario municipalities.

Business Education Tax (BET)

The Province is proposing to reduce the BET rates province–wide to a uniform rate of 0.88%. This will be a decrease from the current rate of 0.98%. There is still some uncertainty as to which classes this will apply to as there was no mention of the rates being cut for the Pipeline and Landfill classes.

Municipal Autonomy Over Vacant and Excess Land Treatment

The default reduction percentages for vacant and excess land subclasses are 30% for commercial properties and 35% for industrial properties. Beginning in 2017, the Province permitted municipalities the flexibility to set the discount outside of this range or to discontinue this discount altogether. The Province itself has phased out the discount to the BET rates so that there is no longer a discount to the education taxes regardless of whether or not there is a discount to the municipal tax rate. Municipalities were required to make a formal request to the Province, which needed to be accepted and ratified by Provincial regulation. Upper tier and single tier municipalities may now pass by-laws to alter or eliminate the vacant and excess land sub-class discounts without seeking Provincial approval.

Vacant Unit Rebate

The proposed budget amendments will allow municipalities to make changes, fine-tune or opt out of this program by passing a by-law to that effect.

Small Business Property Sub-class

Proposed changes to the Assessment Act would allow for a lower rate of taxation to be applied to qualifying small businesses. There are a number of things that need to be kept in mind if a municipality wishes to go down this road. Page 1 of 2

20 2

“Small business” will be defined locally by the municipality. However, this can be tricky. Property assessment information and tax data do not support an effective or objective notion of whether a business should be considered large or small. And because this will be defined locally, what one municipality considers to be small may not be the same as the neighbouring municipality.

The very nature of defining “small business” will mean that municipalities will be forced to choose to whom they convey the benefit and, subsequently, who will be left to bear the costs of such a benefit. The tax burden will shift to those businesses (and potentially other classes) that fail to qualify. There will undoubtedly be challenges to the eligibility criteria.

If a municipality is going to rely on some other form of information to determine who is a “small business”, there will be increased administrative burdens associated with the collection and maintenance of any such data.

Gathering the information required to make responsible, informed and – most importantly - equitable decisions to form a policy will be a significant task. This is not a process to be rushed.

REMARKS

While these items have been proposed, there is no certainty as the required regulations have not yet been passed.

21 The Corporation of the Town of Blind River REPORT

RE: Winter Operations Plan 2020-2021

Date of Creation: December 1, 2020

Author: Director of Public Services, M. Bender

OBJECTIVE

To seek Town of Blind River council approval for the 2020-2021 Winter Operations Plan.

BACKGROUND

This winter operation plan sets out a policy and procedural framework for ensuring that the Town of Blind River continuously improves on the safe and sustainable delivery of winter maintenance services and the effective and efficient use of road salt in their winter maintenance operations. This plan supersedes all previous plans for the Town of Blind River. The plan is meant to be dynamic, to allow the municipality to evaluate and phase-in any changes, new approaches and technologies in winter maintenance activities in a fiscally sound manner. At the same time, any modifications to municipal winter maintenance activities must ensure that roadway safety is not compromised.

RECOMMENDATION

That council adopt the 2020-2021 Winter Operation Plan as presented.

Page 1 of 1

Winter Operations Planning Document for

Corporation of the Town of Blind River

(Winter Season 2020-2021) 23

Table of Content

Table of Content ...... 1 A. Purpose ...... 3 B. Definitions ...... 3 1. OBJECTIVE OF WINTER OPERATIONS MANAGEMENT ...... 4 2. POLICY STATEMENT ...... 5 3. QUICK OVERVIEW OF THE CORPORATION OF THE TOWN OF BLIND RIVE 5R 4. WINTER MAINTENANCE PROGRAM ...... 6 4.1. The System Maintained ...... 6 4.2. Level of Service ...... 7 4.2.1. Snow Accumulation and Ice Formation Policy ...... 7 4.2.2. Private Sidewalk Responsibility ...... 10 4.2.3. Plowing Private Property ...... 10 4.3. Winter Season Maintenance ...... 10 4.4. Winter Preparations ...... 10 4.4.1. Prior to Winter Season ...... 11 4.4.2. One Month Prior to the Winter Season ...... 11 4.4.3. Two Weeks Prior to the Winter Season ...... 12 4.4.4. At the Start of the Winter Season ...... 12 4.5. Winter Patrol ...... 12 4.6. Operations ...... 12 4.6.1. Staffing and Hours of Work ...... 12 4.6.2. Winter Material Used Annually ...... 14 4.6.3. Application Rates ...... 14 4.6.4. Equipment - Winter Maintenance Fleet ...... 14 4.6.5. Winter Maintenance Facilities ...... 17 4.6.6. Parking Lots ...... 18 4.6.7. Snow Removal and Disposal ...... 23 4.6.8. Plow Routes ...... 25 4.6.9. Salt Vulnerable Areas ...... 25 4.6.10. Weather Monitoring ...... 25 4.6.11. Communications ...... 26 4.6.12. Boundary Street Jurisdiction and Responsibility ...... 26 4.6.13. Callout Procedures ...... 26 4.6.14. Road Closure and Procedures ...... 27 4.6.15. Towing Illegally Parked Vehicles – Declaration Emergency Parking Ba 2n7 4.6.16. Operating Instructions and Safety Rules ...... 27 4.7. Decommissioning Winter Operations ...... 27 4.7.1. Two Weeks After the Winter Season Ends ...... 27 4.7.2. One Month After the Winter Season Ends ...... 27 4.8. Training ...... 28 24

4.9. Record Keeping ...... 28 5. PLAN IMPROVEMENTS ...... 29 6. MONITORING AND UPDATING ...... 30 7. ADDITIONAL DETAILS ...... 32 8. DISTRIBUTION OF THIS PLAN ...... 32 9. DISCLAIMER ...... 32 Appendix 1 ...... 34 Patrol Routes (a.k.a. Routes of Representative Roads) ...... 34 Appendix 2 ...... 39 Road and Sidewalk Routes ...... 39 Appendix 3 ...... 49 Equipment List ...... 49 Appendix 4-1 ...... 52 Vulnerable Area (Causley Street Bridge ) ...... 52 Appendix 5-1 ...... 55 Media Release Road Closed ...... 55 Appendix 5-2 ...... 57 Media Release Severe Weather ...... 57 Appendix 6 ...... 59 Operating Instructions and Safety Rules ...... 59 Appendix 7-1 ...... 62 Record of Training ...... 62 Appendix 7-2 ...... 64 Record of Training – Night Patroller ...... 64 25

A. Purpose

This winter operations plan sets out a policy and procedural framework for ensuring that the Town of Blind River continuously improves on the safe and sustainable delivery of winter maintenance services and the effective and efficient use of road salt in their winter maintenance operations. This plan supersedes all previous plans for the Town of Blind River.

The plan is meant to be dynamic, to allow the municipality to evaluate and phase-in any changes, new approaches and technologies in winter maintenance activities in a fiscally sound manner. At the same time, any modifications to municipal winter maintenance activities must ensure that roadway safety is not compromised.

This Winter Operations Plan for the Town of Blind River was endorsed by Mayor and Council on the _____ day of ______20__. B. Definitions

Anti-icing means the application of liquid de-icers directly to the road surface in advance of a winter event.

Continuous Winter Event Response is a response to a winter event with full deployment of manpower and equipment that plow/salt/sand the entire system.

De-icing means the application of solids, liquids, pre-treated material to the road surface after the on-set of the winter event.

Director of Public Services Is the person who is on duty at the time directing the snow/ice removal operations of the Corporation of the Town of Blind River. These individuals include: Director of Public Works, Deputy Public Works Director, Public Works Managers, and/or any other individual who may be assigned the responsibility of Foreman.

Highway means a common and public highway, street, avenue, parkway, driveway, square, place, bridge, viaduct or trestle, any part of which is intended for or used by the general public for the passage of vehicles and includes the area between the lateral property lines thereof.

Paved Road means a road with an asphalt surface, concrete surface, composite pavement, or portland cement.

Pre-treat means the application of liquids (sodium chloride, calcium chloride, etc.) to dry salt or sand prior to being loaded for storage or applied to the road surface.

Pre-wetting means the application of liquids (sodium chloride, calcium chloride, etc.) 26

at the spinner of the truck just prior to application to the road surface.

Route of Representative Roads is another term used for patrol routes.

Salt Route is a collection of road segments, which during a winter storm will receive applications of salt to prevent the formation of a bond between snow and pavement, or if such a bond has already formed, to break that bond. Typically such routes have some sort of bare pavement level of service. Under certain circumstances (e.g. extremely cold pavement temperatures such that road salt would not be effective at bond breaking or prevention) sand may be applied to such routes to provide a temporary increase in grip.

Sand Route is a collection of road segments which during a winter storm will receive applications of sand to provide a temporary increase in grip. Typically such routes include gravel and other unpaved roads, where the use of salt or other freeze- depressant materials might impact road stability. The level of service on such routes would not have bare pavement as a service goal.

Spot Winter Event Response is a response to a winter event with only a partial deployment of manpower and equipment or with full deployment to only part of the system.

Surface Treated Road is road with bituminous surface treatment comprised of one or two applications of asphalt emulsion and stone chips over a gravel road.

Unpaved Road is a graded road with a gravel, stone or other loose traveling surface.

Winter Event is a weather condition affecting roads such as snowfall, windblown snow, freezing rain, frost or ice to which a winter event response is required.

Winter Event Response is a series of winter control activities performed in response to a winter event.

Winter Event Response Hours are the total number of person-hours per year (plowing, salting/sanding, winging back, etc.) to respond to winter events. 1. OBJECTIVE OF WINTER OPERATIONS MANAGEMENT

The Town of Blind River is committed to providing safe and sustainable winter maintenance operations while continuing to improve those operations to provide safety and mobility for the traveling public. As an integral part of this effort the Town of Blind River will strive to optimize the use of all winter maintenance materials as they pursue the goal of a safe and sustainable transportation system. 27

The Town of Blind River public works staff will strive, insofar as reasonably practicable, to provide safe winter road conditions for vehicular and pedestrian traffic as set out in the level of service policies and within the resources established by the Council of the Town of Blind River. 2. POLICY STATEMENT

The Corporation of the Town of Blind River will conduct safe and sustainable snowfighting to ensure, insofar as reasonably practicable, the safety and mobility of users of the municipal road network, in keeping with applicable state legislation.

The Corporation of the Town of Blind River will provide efficient and cost effective winter maintenance to ensure, insofar as reasonably practicable, the safety of users of the municipal road network in keeping with applicable provincial legislation and accepted standards while striving to minimize adverse impacts to the environment. These commitments will be met by:

Adhering to the procedures contained within the Winter Operations Plan; Reviewing and upgrading the Winter Operations Plan on an annual basis to incorporate new technologies and new developments; Committing to ongoing winter maintenance staff training and education; and Monitoring on an annual basis, the present conditions of the winter maintenance program, as well as the effectiveness of the Winter Operations Plan. 3. QUICK OVERVIEW OF THE CORPORATION OF THE TOWN OF BLIND RIVER 28

Type of Organization: Municipal Structural Level: Town Estimated Population (2016 Consensus): 2284 Total Area: 520700001.0 Square metres Street Address: 11 Hudson Street Town Hall Blind River, Ontario P0R 1B0 Canada Telephone: 705-356-2251 Website: www.blindriver.ca Director of Public Services: Mark Bender, 705-227-1209, Police: Ontario Provincial Police Primary Phone: 705-356-2244 4. WINTER MAINTENANCE PROGRAM

4.1. The System Maintained

The major activities related to winter maintenance are:

Snow plowing Salt /sand application Snow removal Snow storage De-icing Sidewalk plowing and de-Icing Drift-control

The Corporation of the Town of Blind River is responsible for winter maintenance on: 29

Road Surface and Area Individual Length (Lane Total Length (Lane Category Type kilometres) kilometres) Class 1 Paved and Urban 15.68 15.68 Paved and Urban 2.46 Surface Treated 10.28 Class 6 and Rural 19.08 Unpaved and 6.34 Rural Paved and Rural 2.78 Paved and Urban 28.12 Surface Treated 37.4 and Rural Surface Treated Class 5 11.68 98.84 and Urban Unpaved and 18.28 Rural Unpaved and 0.58 Urban Paved and Rural 4.86 Paved and Urban 25.46 Class 4 67.74 Surface Treated 37.42 and Rural

Total 198.0 Lane Kilometres

4.2. Level of Service

The Corporation of the Town of Blind River provides the following level of service during the winter maintenance season, as set out in 4.3, in response to a winter event.

The minimum standard for clearing snow accumulation is:

4.2.1. Snow Accumulation and Ice Formation Policy

Policy No 4.4

Policy Title: Snow Plowing Plan

PURPOSE

Road Crews 30

During regular working hours, the Foreman and Public Works Employee’s will monitor the conditions of the towns roads for possible action or applications needed to insure safe vehicular and pedestrian travel. After the regular work day is over, it is up to the Town Foreman or on- call employee to monitor the road conditions of the Town’s roads for safe vehicular travel. During off hours, the start of the program is triggered by the Foreman or on-call employee, accessing that the road conditions are getting bad and anti-skid material is needed. It is now the responsibility of the Foreman or on-call employee to dispatch the necessary manpower and/or equipment to respond to the situation.

Plowing and Salting Procedures

During a winter storm there are a number of elements that must be taken into consideration before a reasonable and responsible course of action can be determined.

Forecast

The forecast is one element that must be watched carefully.

Long term storms require long term action, and it is important to be aware of the forecast at all times so that manning and materials can be planned accordingly.

Avoid over reacting during a short term storm.

Depth of Snowfall

The course of action is determined by what time it is and the amount and duration of snowfall.

Dry type snow or heavy wet snow can also affect what action is needed. Snow plow/sanding operations normally start on weekdays at 4am to 5pm. If the depth has exceeded more than 2 to 2.5cm, then plowing operations should begin. Anything less sanding operations may come in to effect. This will depend on snow type. Sanding is placed by using the spinner, sanding pattern should be 1.2 to 2m in width. On weekends plowing operations start depending on amounts and/or what was received over night. Sundays higher amounts are allowed before operations begin, but safe travel must be maintained at all times.

Salting Operations

Application depends on weather and temperature. Salting is normally not effective when conditions are under -12 degrees. 31

Salting is only applied to Causley Street and the connecting link, 24/7. This is done when the centre line becomes covered. Depending on the amount of snow and/or if slushing occurs, plowing operations may be required. If below -12 degrees, than a mixed load should be used to improve traction. Sating and sanding speeds are not to exceed 35km/hr. Salt is dropped on centre line and the white lines, the spinner is not used.

Plowing Routes

Each route has a piece of equipment assigned to it, this allows for a quick response to all areas of the town.

Plowing after 5pm

If the plowing is required after 5pm, the main routes can be opened and the rest can be completed the following day.

Snow Removal Operations

Snow will be removed by way of loader and dump trucks, with some assistance from the grader. This happens when banks are too high to climb over or unsafe. Removal will begin at 4am on busy streets (Main, Murray, Lawton and in front of schools) and regular time on slower streets.

Snow Bank Removal

At the Foreman’s discretion, Main Street has its snow removed:

1. 4am start when banks are high.

Woodward Ave to Lawton Ave Murray St. to Scott Ave All of Lawton Ave

2. Hanes Ave and Lakeside Ave to Centre St. 3. Michigan Ave. 4. Woodward from Huron St to Dawsy St.

Depending on weather: Melting, Visibility, Narrow Streets, etc

1. Hawkings St 2. Chiblow St 3. Huron St 4. Hudson St 5. Indiana Ave 6. Colonization Rd 7. Centre St 8. Riverside Dr 32

9. ETC

Approval Date: December 16, 2013 Approved by: Council

TABLE SNOW ACCUMULATION

Class of Highway Depth Time 1 2 cm 4 hours 6 10 cm 28 hours 5 10 cm 24 hours 4 8 cm 16 hours 3 8 cm 12 hours 2 5 cm 6 hours

TABLE ICE FORMATION PREVENTION AND ICY ROADWAYS

Class of Highway Time 1 3 hours 6 20 hours 5 16 hours 4 12 hours 3 8 hours 2 4 hours

4.2.2. Private Sidewalk Responsibility

Sidewalk clearing is our organization's responsibility.

4.2.3. Plowing Private Property

Private properties are the responsibility of respective owners.

4.3. Winter Season Maintenance

For Operational purposes, the Corporation of the Town of Blind River assumes the winter season commences on 2020-Oct-31 and is completed by 2021-May-18 , while acknowledging that winter events may occur outside of this timeframe.

4.4. Winter Preparations

In the months prior to the start of the winter maintenance season, as identified in 4.3, the Corporation of the Town of Blind River undertakes the following tasks to 33

prepare for the upcoming winter season.

4.4.1. Prior to Winter Season

Prior to the winter season, if required, prepare and call tenders for the supply of materials (e.g. salt, sand, liquid, etc.), replacement parts (for plows, solid and liquid application equipment), value added meteorological services (VAMS) and contract equipment (e.g. plow trucks, spreader trucks, combination units, etc.).

Sometime prior to the winter season the Corporation of the Town of Blind River will:

Conduct a mandatory training session for staff and contract operators where all policies, procedures, schedules, reporting procedures for callout, route maps, equipment training and safety precautions will be discussed. Any issues resulting from the meeting with regard to the policies, procedures, schedules, reporting procedures for callout, route maps, equipment training and safety precautions shall be resolved either at the meeting or prior to the winter season. Train winter patrollers (or staff whose duties also include patrolling) on the route of representative roads to be patrolled, their duties during a winter event, record keeping requirements, callout procedures and the de-icing chemicals to be applied for the forecast weather conditions. Inspect equipment to ensure proper working order. Schedule and complete any and all equipment repairs. Arrange for the delivery of materials (salt, sand and liquid solution) and begin filling storage facilities. If liquid solution is mixed on site, begin mixing and filling storage tanks. Confirm that all guiderail, catchbasin, hazard and fire hydrant markers, steep hill, sharp curve ahead warning signs, bridges ices sign, if any, are in place. Any missing markers should be replaced prior to the winter session.

4.4.2. One Month Prior to the Winter Season

One month prior to the winter season the Corporation of the Town of Blind River will: 34

Post the winter shift schedule in accordance with the municipality´s collective agreement, if any. Assign equipment to staff. Calibrate material application equipment. Allow operators (staff and contract) time to familiarize themselves with any new equipment, material application rates, material application equipment and their route (driving the route and noting obstacles along the route). Assign staff to monitor and record weather forecasts on a daily basis. Upon the forecast of an approaching winter event, schedule a patrol of a route of representative roads. If a winter event is forecast prior to the start of the next scheduled shift a night and/or weekend patrol(s) of a route of representative roads should be scheduled. If a night or weekend patrol is scheduled the patroller should monitor and record the weather forecast and road conditions. The patrol person should be authorized to initiate a winter event response if conditions warrant a response. Have 80 % of the fleet ready to respond to a winter event. Have sufficient staff available to operate the fleet if conditions warrant a winter event response.

4.4.3. Two Weeks Prior to the Winter Season

Two weeks prior to the winter season the Corporation of the Town of Blind River will:

Have 100 % of the fleet ready to respond to a winter event. Have staff available to operate the required complement of the fleet if conditions warrant a winter event response

4.4.4. At the Start of the Winter Season

At the start of the winter season:

Implement the winter shift schedule. Begin patrolling representative roads in all roads/areas that the organization is responsible for Respond to winter events as per the winter operations plan.

4.5. Winter Patrol

The Corporation of the Town of Blind River performs carries out winter patrols. Appendix 1 shows the route of representative roads to be patrolled in winter.

4.6. Operations

4.6.1. Staffing and Hours of Work 35

The Corporation of the Town of Blind River has a full time employee assigned to each vehicle used for winter operations. Each vehicle is assigned a route for sanding/salting and/or plowing.

The Corporation of the Town of Blind River adheres to the hours of service as dictated by Highway Traffic Safety Act, Reg. 555/06 (Ontario, Canada).

Staffing for Winter Maintenance Reports to Assigned Assigned Employee Job Title Facility Route(s) Equipment Allan Equipment Operator Public Backhoe #24 Dunbar Level 2 Works Public Works Public Allan May Foreman Works Bernie Mechanic/Equipement Public Grader #6 Leblanc Operator Works Billy Public Sub-Foreperson Algoma Avenue Loader #19 Rogers Works Herman Equipment Operator Public Queen Avenue 1 Ton #16 Plotts Level 3 Works Ian Equipment Operator Public Causley Street MT5 Ferguson Level 2 Works (Hwy 17) Jason Equipment Operator Public Granary Lake Truck #17 Gagan Level 3 Works Road Jeremy Equipment Operator Public Huron Avenue MT6 Rice level 2 Works Sean Equipment Operator Public Truck #26 Caron Level 3 Works

Some of the key responsibilities associated with the management and overseeing of winter operations for this winter season are as below:

Director of Public Services will receive issues and concerns of the citizens regarding snow and ice control efforts. Allan May will be responsible for making operational decisions. Allan May will be authority to which the field staff will communicate the field conditions to. Director of Public Services will be responsible for shift scheduling. Allan May will (when physically possible) be responsible for providing appropriate signage and or barricade in case a road has to be closed due to severe winter storm. Director of Public Services will ensure media releases are sent to local news and radio stations advising of road closures. Allan May will be second in command to the Director of Public Services. 36

4.6.2. Winter Material Used Annually

Comes In- Primary Expected Quantity this Brand Name or Pre- House Solid Season vs. Actual Quantity Supplier Mixed Mix Material Last Season with Added 481.72 Tonnes(Can) Salt K+S Windsor Salt Sand vs. (NaCl) Limited 97.7% 480.0 Tonnes(Can) The Corporation of 3200.0 Tonnes(Can) Salt Salt Sand the Town of Blind vs. (NaCl) (NaCl) River 2600.0 Tonnes(Can) 2.3% 2.3%

4.6.3. Application Rates

Min. and Max. Ranges (Tonnes/lane-kilometre) 0.0 to -5.0 CELSIUS 0.0 to -10.0 CELSIUS 0.0 to -18.0 CELSIUS Frost 0.1 - 1.0 0.51 - 1.0 0.5 - 1.0 Light Snow 0.2 - 1.0 0.5 - 1.0 5.0 - 1.0 Heavy Snow 0.5 - 1.0 0.5 - 1.0 0.5 - 1.0 Freezing Rain 0.2 - 1.0 0.0 - 0.0 0.5 - 1.0

4.6.4. Equipment - Winter Maintenance Fleet

The Corporation of the Town of Blind River provides winter maintenance services on 180 routes with the equipment listed in Appendix 3. 37

VEHICLE NAME VEHICLE ASSOCIATED LOCATION ASSOCIATED ROUTES OR TYPE EMPLOYEES /YARD NUMBER Single Public 1 Ton #16 Rocky Road, Provencher Lane Herman Plotts Axle Works Backhoe Public Other Arena Access Allan Dunbar #24 Works Indiana Avenue, West Street, Woodward Avenue, St.Andrews Street, Hudson Street, Hawkins Street, Craig Street, Shirvon Drive, McFadden Avenue, Colonization Road, Boom Camp Road, Ash Street, Patricia Street, Jetty Street, Togo Street, Murray Street, Arena Access, Pigeon Road, Eddy Street, Chiblow Street, Centre Street, Michigan Avenue, Percell Street, Patton Bernie Public Grader #6 Grader Street, Illinois Avenue, Venturi Leblanc Works Street, McArthur Avenue, Longview Avenue, Provencher Lane, Fullerton Street, Forest Avenue, Alma Street, Hanes Avenue, Lachore Street, Fremont Street, Buchan Avenue, Lawton Avenue, Birch Street, Wishart Street, Schurm Avenue, North Street, Nadon Street, Menard Street, Jacques Street, Hagger Road, Canada Avenue, Pearson Avenue, Francis Street, Archambault Street Martin Street, Scott Avenue, Couture Street, Sunset Point Road, Mary Place, Laborne Avenue, Huron Street, Industrial Park Road, Mountain Glen Road, Doyle Street, Dyke Street, Murray Street, Cobden Avenue , White Road, Hiawatha Street, Algoma 38

Avenue, Berthelot Street, Loader Public Other Rousseau Cresent, Labbe Billy Rogers #19 Works Avenue, Division Street, Queen Avenue, Solomon Street, Dawsey Street, Wellington Avenue, Hamilton Avenue, Leacock Street West , Lakeside Avneue, Trunk Road, King Edward Street, Bayridge Avenue, Park Street, Glen Avenue, Victoria Avenue, Confederation Street Lawton Avenue, Hudson Street, Sunset Point Road, Woodward Avenue, Lachore Street, Hawkins Street, Murray Street, Cobden Avenue , Public MT5 Other Ian Ferguson Queen Avenue, Solomon Works Street, Dawsey Street, Lakeside Avneue, Chiblow Street, Park Street, Leacock Street, Confederation Street Scott Avenue, Huron Street, Togo Street, Eddy Street, Michigan Avenue, Berthelot Street, McArthur Avenue, Colonization Street, Centre Public MT6 Other Jeremy Rice Street, Indiana Avenue, Hanes Works Avenue, Nadon Street, Causley Street (Hwy 17), Leacock Street, Pearson Avenue, Francis Street Bearhead Lake Road, Robb Road, Granary Lake Road, Carla's Lane, Old Steel Road, Tandem Lake Hope Road, High Road, Public Truck #17 Jason Gagan Axle Duborne Drive, Rocky Road, Works Trahan Road, Magog Lake Road, Bass Lake Road, Leisure Bay Road Marine Drive, Woodlawn Drive, Boom Camp Road, Eastman Drive, Maclver Drive, Shigwauk Street, Landfill Road, River Drive, Old Trunk Road, Pine Tandem Drive, Oak Road, Lake Drive, Public Truck #26 Sean Caron Axle Juniper Court, Frammpet Drive, Works 39

Beech Drive, Royer Road, Maple Court, Kennedy Road, Cedar Lane, Birchwood Circle , Astles Road, Hemlock Drive, Causley Street (Hwy 17)

4.6.4.1. Mechanics

The Corporation of the Town of Blind River has:

1 in-house mechanic(s) available 0 external (e.g. contracted) mechanic(s) available Facilities with mechanics include: Public Works The timings for the above mechanics are as below: Public Works Garage

4.6.5. Winter Maintenance Facilities

The Corporation of the Town of Blind River provides winter maintenance services from the winter maintenance facilities listed below.

4.6.5.1. Public Works

Facility Type: Patrol Yard

Facility Address: Public Works Garage, 182 Venturi Street, Blind River, Ontario P0R 1B0, Canada

Facility Phone: 705-356-2601

Number of Front-end Loaders: 3

Year Built: 2010

Updates and Enhancements:

2016 – Furnace (Bay 1)

Design and Logistics: 40

All materials are handled in a designated area characterized by an impermeable surface Equipment is in place to prevent overloading of trucks System is in place for collection and/or treatment of wastewater from cleaning of trucks Control and diversion of external waters (not impacted by salt) is in place Ongoing clean-up of the site surfaces and spilled material is swept up quickly Risk management and emergency measures plans are in place

Material Storage Details:

There is storage space available inside of this facility. It presently stores: Salt – 70.0 Tonnes(Can) Sand – 3000.0 Tonnes(Can) There is no storage space available outside of this facility.

Equipment Storage Details: 8 Bay garage for storing equipment.

Equipment Washing Details: Not applicable.

Total Number of Bays: 8 ( 6 dedicated for washing - 8 with oil-and-grit separators ) Equipment washing details

Miscellaneous Material Details: 100'x100' cold storage for winter sand and salt.

Site Drainage Details:

There isn´t any drainage and collection system for runoff of salt- contaminated waters at this facility The chloride concentration in the runoff is not monitored This site discharges to: Additional Site Storage Details

4.6.6. Parking Lots

The Corporation of the Town of Blind River provides winter maintenance services to the listed parking lots below.

4.6.6.1. Fire Hall

Facility Address: Fire Hall, 241 Causley Streey, Blind River, Ontario P0R1B0 , Canada 41

Number of Parking Spots: 30

Responsibility to maintain: Corporation of the Town of Blind River

The lot is not used for storage or disposal of snow.

The drainage from this lot is controlled.

Service Policy:

Policy 4.4 Snow Plowing Plan

4.6.6.2. Information Centre /Timber Village Museum

Facility Address: Information Centre /Timber Village Museum , 243B Causley Street , Blind River, Ontario P0R1B0, Canada

Number of Parking Spots: 50

Responsibility to maintain: Corporation of the Town of Blind River

The lot is not used for storage or disposal of snow.

The drainage from this lot is controlled.

Service Policy:

Policy 4.4 Snow Plowing Plan

4.6.6.3. Public Library

Facility Address: Public Library , 8 Woodward Avenue , Blind River, Ontario P0R1B0, Canada

Number of Parking Spots: 3

Responsibility to maintain: Corporation of the Town of Blind River

The lot is not used for storage or disposal of snow.

The drainage from this lot is not controlled.

Service Policy:

Policy 4.4 Snow Plowing Plan 42

4.6.6.4. Community Centre

Facility Address: Community Centre, 110 Indiana Avenue , Blind River, Ontario P0R1B0, Canada

Number of Parking Spots: 100

Responsibility to maintain: Corporation of the Town of Blind River

The lot is not used for storage or disposal of snow.

The drainage from this lot is controlled.

Service Policy:

Policy 4.4 Snow Plowing Plan

4.6.6.5. Marina Lounge

Facility Address: Marina Lounge, 1 Hagger Road , Blind River , Ontario P0R1B0, Canada

Number of Parking Spots: 25

Responsibility to maintain: Corporation of the Town of Blind River

The lot is not used for storage or disposal of snow.

The drainage from this lot is not controlled.

Service Policy:

Policy 4.4 Snow Plowing Plan

4.6.6.6. Public Work Garage

Facility Address: Public Work Garage, 182 Venturi Street, Blind River , Ontario P0R1B0, Canada

Number of Parking Spots: 12

Responsibility to maintain: Corporation of the Town of Blind River

The lot is not used for storage or disposal of snow.

The drainage from this lot is not controlled. 43

Service Policy:

Snow Plowing Plan Policy 4.4

4.6.6.7. Town Hall

Facility Address: Town Hall, 11 Hudson Street, Blind River , Ontario P0R1B0, Canada

Number of Parking Spots: 20

Responsibility to maintain: Corporation of the Town of Blind River

The lot is not used for storage or disposal of snow.

The drainage from this lot is not controlled.

Service Policy:

Snow Plowing Plan Policy No. 4.4

4.6.6.8. Court House

Facility Address: Court House, 15 Hudson Street, Blind River, Ontario P0R1B0, Canada

Number of Parking Spots: 6

Responsibility to maintain: Corporation of the Town of Blind River

The lot is not used for storage or disposal of snow.

The drainage from this lot is controlled.

Service Policy:

Snow Plowing Plan Policy No. 4.4

4.6.6.9. Senior Centre

Facility Address: Senior Centre, 17 Michigan Avenue , Blind River, Ontario P0R1B0, Canada

Number of Parking Spots: 4

Responsibility to maintain: Corporation of the Town of Blind River 44

The lot is not used for storage or disposal of snow.

The drainage from this lot is not controlled.

Service Policy:

Snow Plowing Plan Policy No. 4.4

4.6.6.10. Non Profit Housing

Facility Address: Non Profit Housing , 12 Hudson Street, Blind River, Ontario P0R1B0, Canada

Number of Parking Spots: 30

Responsibility to maintain: Corporation of the Town of Blind River

The lot is not used for storage or disposal of snow.

The drainage from this lot is not controlled.

Service Policy:

Snow Plowing Plan Policy No. 4.4

4.6.6.11. Matinenda Lake Landing

Facility Address: Matinenda Lake , Hwy 557, Blind River, Ontario P0R1B0, Canada

Number of Parking Spots: 80

Responsibility to maintain: Corporation of the Town of Blind River

The lot is not used for storage or disposal of snow.

The drainage from this lot is not controlled.

Service Policy:

Snow Plowing Plan Policy No. 4.4

4.6.6.12. Old Mill

Facility Address: Old Mill, Venturi Street, Blind River, Ontario P0R1B0, Canada

Number of Parking Spots: 6 45

Responsibility to maintain: Corporation of the Town of Blind River

The lot is not used for storage or disposal of snow.

The drainage from this lot is not controlled.

Service Policy:

Snow Plowing Plan Policy No. 4.4

4.6.7. Snow Removal and Disposal

Currently, municipal staff removes and hauls snow to the sites listed in the table below when the accumulation of piled snow impedes traffic on the road and/or sight lines at intersections.

The decision to initiate the hauling operation will be dependent upon the depth and accumulation of snow. Snow will only be removed from intersections where a public street intersects with another public street. This operation will typically be conducted after other higher priority post-storm activities have been completed.

Under normal circumstances, hauling of the snow will be conducted during normal working hours. Snow removal from the rights-of-way into private property driveways will be the responsibility of the adjacent private property owner*.

4.6.7.1. J.I Enterprise

Site Address: Vacant Lot, Birch Street, Blind River, Ontario P0R1B0, Canada

Surrounding Land Use and Surface Material:

North of site: Commercial – Unpaved South of site: Commercial – Unpaved East of site: Commercial – Paved West of site: Commercial – Unpaved

Drainage:

Controlled runoff: Yes Retention pond: Yes

Site Design: 46

Design capacity: 1000 Litres Snow disposed-off entirely on a low permeability surface: 0 % Meltwater directed to a retention pond before its discharge: 100 % Meltwater collected and discharged into a municipal sewer system: 0 % Meltwater collected and discharged into a watercourse: 100 %

Additional Details:

Vacant lot and snow melts naturally.

4.6.7.2. Town Lot

Site Address: Vacant Lot, Dawsy Street, Blind River, Ontario P0R1B0, Canada

Surrounding Land Use and Surface Material:

North of site: Residential – Unpaved South of site: Residential – Unpaved East of site: Residential – Unpaved West of site: Residential – Unpaved

Drainage:

Controlled runoff: No Retention pond: Yes

Site Design:

Additional Details:

Vacant lot and snow melts naturally.

4.6.7.3. Town Lot

Site Address: Vacant Lot, Lakeside Ave., Blind River, Ontario P0R1B0, Canada

Surrounding Land Use and Surface Material:

North of site: Commercial – Paved South of site: Commercial – Unpaved East of site: Commercial – Unpaved West of site: Commercial – Unpaved 47

Drainage:

Controlled runoff: Yes Retention pond: No

Site Design:

Design capacity: 1000 Litres Snow disposed-off entirely on a low permeability surface: 0 % Meltwater directed to a retention pond before its discharge: 0 % Meltwater collected and discharged into a municipal sewer system: 0 % Meltwater collected and discharged into a watercourse: 100 %

Additional Details:

Vacant lot and snow melts naturally.

The Corporation of the Town of Blind River does not use snow melters.

4.6.8. Plow Routes

Appendix 2 contains maps of the salt/sand routes, anti-icing routes and plow routes.

4.6.9. Salt Vulnerable Areas

Certain locations within the area of responsibility of the Corporation of the Town of Blind River have been identified as being potentially vulnerable to the over- application of road salt. These areas are shown on the route maps in the appendices. Accordingly, salt storage, snow disposal and material application in these areas will be strictly monitored and in some cases may be restricted in a variety of ways.

4.6.9.1. Causley Street Bridge

Facility Address:

Area Footprint: 0.0 Square Metres

Additional Details: Salt enters the water ways through drains in the bridge.

Associated Vulnerabilities:

4.6.10. Weather Monitoring

In order to determine an effective winter event response and allocate the appropriate resources the Corporation of the Town of Blind River supplements 48

their general observations with weather information from various sources which includes:

Observations from municipal staff, communication with staff of adjacent municipalities; The Weather Network

4.6.11. Communications

Maintaining reliable internal communications is a critical component of winter operations.The Corporation of the Town of Blind River uses the following:

All winter maintenance vehicles are equipped with two way communications (radios, cell phone, etc.).

All citizen issues concerning snow and ice control efforts will be routed to Director of Public Services . The Director of Public Services will determine appropriate follow-up responses to citizen inquiries.

The municipality provides external communication with the general public via:

Media press releases Information posted on the municipality's web site (blindriver.ca) The Weather Network

4.6.12. Boundary Street Jurisdiction and Responsibility

The Corporation of the Town of Blind River does not share responsibilities with other organizations for boundary streets or jurisdictions.

4.6.13. Callout Procedures

Operational decisions will be made by the Senior Foreperson or his/her designate with the aid of available forecasting, Level of Service policy, patrolling etc. However, it should be emphasized that decisions will be subjective and external input, whether in this plan or elsewhere, merely acts as an aid in determining if a call out of staff and equipment by the Senior Foreperson to respond to a winter event is warranted.

It is vital therefore that the Foreperson records the prevalent conditions and relevant information when he/she makes a decision.

The patrol person shall inform the Foreperson of changing of road and weather conditions observed in the field. When a winter event response is required the Foreman will contact staff as per the shift schedule and the direction given by the 49

Foreman will contact staff as per the shift schedule and the direction given by the Foreperson. In the absence of the Foreperson the patrol person shall be his/her designate and initiate a call out in response to a winter event.

4.6.14. Road Closure and Procedures

In the event a road must be closed due to a severe winter storm, Ontario Provincial Police will request signs be placed to close the road. Appropriate signage and barricade will be available at the patrol yard. Upon receiving a request from Ontario Provincial Police to close a road to traffic, The Director of Public Services or his/her designate will contact the call centre and request that a media release (Appendix 5-1 ) be sent to the local news and radio stations advising of the road closure. Roads will be deemed to be closed once the signs and barricades are placed. When it is physically impossible to place signs and barricades to close a road, the Director of Public Services or his/her designate will advise Ontario Provincial Police and request Ontario Provincial Police permission to send the media release (Appendix 5-2 ).

4.6.15. Towing Illegally Parked Vehicles – Declaration Emergency Parking Ban

Cars parked on the streets during a snow removal effort may be ticketed and/or towed away. A snow emergency parking ban may be declared by Director of Public Services , or their designee. The Ontario Provincial Police and media will be notified when the parking ban is initiated.

4.6.16. Operating Instructions and Safety Rules

All individuals (whether local staff or contracted) shall abide by operating instructions and safety rules as stated in Appendix 6.

4.7. Decommissioning Winter Operations

After the winter season identified in 4.3 expires, the Corporation of the Town of Blind River undertakes the following tasks to decommission winter operations:

4.7.1. Two Weeks After the Winter Season Ends

Two weeks after the winter season ends:

Continue monitoring and recording weather forecasts. Decommission 50 % of the fleet.

4.7.2. One Month After the Winter Season Ends

One month after the winter season ends: 50

Cease all winter highway maintenance operations Decommission the remainder of the equipment providing weather forecasts warrant the decommissioning.

4.8. Training

The Corporation of the Town of Blind River provides winter operations training for all staff involved in the delivery of winter services.

Individuals in the following positions within and outside of the organization have been trained:

Within Organization: Supervisor(s) Operator(s)

It is compulsory for the organization's in-house staff to be trained for winter services. Staff, including contractors´ employees, will verify that the training was received by either signing the “Record of Training” included in Appendix 7-1 or 7- 2, or another verification document.

The in-house staff is trained:

By the local organization itself Through third-party training services, including: Ground Force – Trains 100.0 % of the staff

Current winter operations training(s) for in-house staff:

Equipment Circle Check Record Keeping Health and Safety Level of Service – policies, practices and procedures Identification of Plow Routes – including variations for year to year and issues identified along the route De-icing chemicals – application procedures, rates, storage and handling Identification of vulnerable areas Yard and Equipment maintenance Snow plow operations Defensive driving snow plow

4.9. Record Keeping

Full and accurate completion of the documents listed below, according to the applicable procedures, ensures that the municipality is protected from liability by providing solid documentation that procedures have been followed. 51

Staff is responsible for keeping the following records:

For Equipment Operators:

CVOR Time Card Materials used (sand, salt, liquids) Route Plowed and strategy used (plow only, salt/sand only, anti-ice, combination plowing/sanding/salting

For Patrollers

Winter Patrol Record Call Out Diary Weather and/or RWIS Information Received

For Operations Supervisors

Operations Diary Incident/Collision Reports Total materials used

In order to help improve decision-making for maintenance strategy, The Corporation of the Town of Blind River:

The date will be recorded as YYYY-MMM-DD. It will be written in a numerical format ( 2020-Dec-01 ). The time shall be documented using the 24 hour clock format.

Always retain the original copy of documents regardless of their appearance. Writing must be legible for others to read and written in ink. Stains or dirt on the documents is not an issue. If a document requires correction then a line is to be placed through the incorrect information without making it illegible and continue writing on the original document. Initial corrections or change in the colour of ink in a case where you change writing pens. 5. PLAN IMPROVEMENTS

The current winter maintenance policies, practices and procedures form the baseline or benchmark upon which improvements can be made to improve winter operations and/or the use and management of road salt.

Based upon the need to maintain continual service throughout the season, and the previous experience obtaining critical supplies and equipment at the height of the season, over the next ten years the Corporation of the Town of Blind River plans to undertake a number of improvements that will be monitored and updated annually. 52

Equipment 2019 / 2020 Season: New Trackless - Sidewalk Machine 2020-2021 Season: New 1 Ton - Combination Plow/Sander 2020-2021 Season: New Tandem - Combination Plow/Sander Facilities 2020-2021 Season: Increased clearing of Main Street Safe and Sustainable Salt Management 2019-2020 Season: Use less salt, protect the environment and save on money. RWIS 2022-2023 Season: 2 - Live Cameras (view highway) 6. MONITORING AND UPDATING

Safe and sustainable winter operations includes, as one of its fundamental tenets, the monitoring and updating of winter operations plans, policies, practices and procedures (the “four Ps”) of the Corporation of the Town of Blind River in an ongoing manner. To that end, the following continuous improvement cycle is used to refine the “four Ps” annually.

At the end of the winter season, as identified in 4.3, a meeting to review winter operations will be held each year with all winter operations staff to itemize all issues that arose during the winter season and discuss how these issues may be resolved. Prior to the start of the next winter season and with sufficient lead time to implement any changes, the Corporation of the Town of Blind River shall train staff on the changes to equipment and/or winter maintenance policies, practices, and procedures. 53

The winter season of (2019/20) will be the benchmark year. Year over year achievement using the performance measures listed below will be measured against said benchmark year. Performance measures will be used to determine whether or not the objectives of the Winter Operations Plan and/or winter maintenance policies, practices, and procedures have been met.

Monitoring the severity of the winter season:

% change (+/-) in the total annual Centimetres of snow accumulation from the benchmark year Last Season: 30.0 This Season: 30.0 % Change: +0.00 % change (+/-) in the total number of days with measurable snowfall from the benchmark year Last Season: 17 This Season: 17 % Change: +0.00 % change (+/-) in the total number of days with freezing rain from the benchmark year Last Season: 3 This Season: 3 % Change: +0.00 % change (+/-) in the total number of continuous winter event responses from the benchmark year Last Season: 50 This Season: 50 % Change: +0.00 % change (+/-) in the total number of spot winter event response from the benchmark year Last Season: 22 This Season: 22 % Change: +0.00 % change (+/-) in the total number of winter event hours from the benchmark year Last Season: 3450.0 This Season: 3450.0 % Change: +0.00 % change (+/-) in the total number of days that required salt operation from the benchmark year Last Season: 56 This Season: 56 % Change: +0.00

Monitoring the Salt Used: 54

% change (+/-) in the total tons of salt purchased annually from the benchmark year Last Season: 481.0 This Season: 481.72 % Change: +0.15 % of applications where discharge rates exceeded Last Season: 0 This Season: 0 % Change: +NaN % change (+/-) in the total tons of salt applied annually per lane km per winter event Last Season: 450.0 This Season: 450.0 % Change: +0.00

Ensuring customer satisfaction:

% change (+/-) in the total number of winter event responses that met or exceed the level of service policy from the benchmark year Last Season: 50 This Season: 0 % Change: -100.00 % change (+/-) in the total number of complaints received regarding winter operations from the benchmark year Last Season: 30 This Season: 5 % Change: -83.33 7. ADDITIONAL DETAILS 8. DISTRIBUTION OF THIS PLAN

This Plan shall be distributed to the following:

Mayor and City Council Public Works Director Public Works Supervisors City Clerk´s Office 9. DISCLAIMER

This Manual may be affected by at least one or more of the following events which could delay or alter snow and ice control by the Corporation of the Town of Blind River: 55

1. Equipment breakdown 2. Vehicles disabled in deep snow. 3. Weather so severe as to cause work to be stopped for the safety of all personnel. 4. Unforeseen conditions and emergencies. 5. Significant medical related emergencies. 56

Appendix 1

Patrol Routes (a.k.a. Routes of Representative Roads) 57

Causley Street (Hwy 17) Patrol Distance: 3.91 Lane Kilometres Patrol Routes 58

Bearhead Road Patrol Distance: 1.01 Lane Kilometres Patrol Routes 59

Carlas Lane Patrol Distance: 1.17 Lane Kilometres Patrol Routes 60

Lake Hope Road Patrol Distance: 9.02 Lane Kilometres Patrol Routes 61

Appendix 2

Road and Sidewalk Routes 62

Jurisdiction Boundary Jurisdiction Area Drawn Corporation of the Town of Blind River 103621510.97 Square Metres 63

Grader Route (Detail Capture 1 of 1) Total Length: 36.87 Lane Kilometres Roadway Route 64

MT5 Sidewalk (Detail Capture 1 of 2) Total Length: 10.56 Lane Kilometres Sidewalk Route 65

MT5 Sidewalk (Detail Capture 2 of 2) Total Length: 10.56 Lane Kilometres Sidewalk Route 66

MT6 Sidewalk Route Total Length: 7.85 Lane Kilometres Sidewalk Route 67

Plow#17 (Detail Capture 1 of 1) Total Length: 79.67 Lane Kilometres Roadway Route 68

Plow#26 (Detail Capture 1 of 3) Total Length: 49.58 Lane Kilometres Roadway Route 69

Plow#26 (Detail Capture 2 of 3) Total Length: 49.58 Lane Kilometres Roadway Route 70

Plow#26 (Detail Capture 3 of 3) Total Length: 49.58 Lane Kilometres Roadway Route 71

Appendix 3

Equipment List 72

Electronic Anti- Infrared Calibration Pre-Wet Equipment Type Owned By Controller Icing Thermometer Date Capability Installed Capacity installed Corporation of Single 1 Ton #16 the Town of N N/A N N N Axle Blind River Corporation of Backhoe # Other the Town of N N/A N N N 24 Blind River Corporation of Grader #6 Grader the Town of N N/A N N N Blind River Corporation of Loader #19 Other the Town of N N/A N N N Blind River Corporation of MT5 Other the Town of N N/A N N N Blind River Corporation of MT6 Other the Town of N N/A N N N Blind River Corporation of Tandem Truck #17 the Town of N N/A N N N Axle Blind River Corporation of Tandem Truck #26 the Town of N N/A N N N Axle Blind River 73

Anti- Pre-Wet Other Equipment Icing Comments Capability Features Capacity Does parking lots in Town, Old Mill, Library, Crossing guard post on Huron and Youngfox, Pigeon Parking Lot, Town Hall, - Has a Senior Centre, Firehall, TIC, Chauvin 1 Ton #16 N N spreader Road, Dumpster Granary Lake Road, Birch Lodge, Granary Boat Launch, Forest Glen Park, Water Plant, Sewage plant, Marina, 12 Hudson, Arena Backhoe # N N 24 Grader #6 N N Loader #19 N N - Has a MT5 N N spreader - Has a MT6 N N spreader - solid salt application Truck #17 N N ready,- Has a spreader - solid salt application Truck #26 N N ready,- Has a spreader

Legend Y = Yes N = No 74

Appendix 4-1

Vulnerable Area (Causley Street Bridge ) 75 76

â€‚â€‚â€‚ 77

Appendix 5-1

Media Release Road Closed 78

The Corporation of the Town of Blind River

Date ______

Time ______

Media Release

Due to a severe winter storm Ontario Provincial Police advise that the following roads in the Corporation of the Town of Blind River are impassable due to (reason, e.g. “drifting and blowing snow”) and have been closed to traffic.

Street Name From To

Ontario Provincial Police advise that these roads will remain closed until the storm subsides and driving conditions improve. 79

Appendix 5-2

Media Release Severe Weather 80

The Corporation of the Town of Blind River

Date ______

Time ______

Media Release

Due to a severe winter storm Ontario Provincial Police advise that many roads in the Corporation of the Town of Blind River are impassable due to drifting and blowing snow. Ontario Provincial Police advise that you do not drive until the storm subsides and driving conditions improve.

(Sometimes it is physically impossible to place signs and barricades to close a road, in this instance use this release when the roads have NOT been physically been closed by the placement of signs and barricades or an officer is present to redirect traffic) 81

Appendix 6

Operating Instructions and Safety Rules 82

The Corporation of the Town of Blind River OPERATING INSTRUCTIONS AND SAFETY RULES 1. WORK HOURS

For major storm events, two 12 hour shifts will be established at the discretion of the

(Director of Public Works and/or Deputy Director of Public Works)

2. SAFETY PROCEDURES

Safety is paramount during any snow storm. The following safety rules will be observed by all equipment operators.

A. Check your snow removal equipment prior to leaving the yard and also the following:

1) All work lights and emergency lights

2) Two-way radio

3) Snow plow and frame for damage

4) Sander

5) Rear view mirrors

6) Flags and reflectors

7) Windshield wipers

8) Heater and defroster

9) All necessary mapping for snow and ice removal

10) Vehicle Inspection Items

11) Liquid dispensing apparatus

B. Report any non-working equipment to a Supervisor immediately.

C. Use reasonable caution in operation of snow removal equipment.

D. Drive cautiously.

E. Utilize caution when operating in cramped quarters with parked cars on a street.

F. Know your route and any fixed objects covered by snow.

G. Obey all traffic laws.

H. Do not follow traffic too closely. 83

I. Slow down prior to turning—your plow will tend to push you where it wants to go.

J. Equipment involved in snow and ice control operations is emergency equipment, but you as the operator, must obey all traffic laws and provide right-of-way to other vehicles.

K. Do not attempt to tow private automobiles—offer assistance by way of radio contact to Dispatch or Supervisor.

L. Utilize caution when operating deicing equipment. Watch for overhead obstructions.

Lower box when necessary.

3. ACCIDENTS

Report all moving vehicle accidents immediately to your Supervisor. Depending on the severity of the accident and availability due to storm related issues, the (Police Department) will typically be called to evaluate the accident. Prior to leaving duty on the shift, a Motor Vehicle Accident Report & Review form and the internal Vehicle Damage Claim Report should be filled out. Your Supervisor will attempt to interview the driver at the end of the shift or within 24 hours after return to normal duties. Accident forms should be available from the on-duty Supervisor or dispatcher.

4. CARE AND USE OF EQUIPMENT

The snow plow operator is responsible for routine maintenance of the vehicle. Report any maintenance needed to the Supervisor or mechanic on duty. Check vehicle before and after use for any maintenance needed or damage to equipment. Fill out Operations Daily Inspection Check Sheet. The vehicle should be refuelled at the end of each operator’s shift.

5. RADIO COMMUNICATIONS

Operators are to take duty instructions from the Public Works Dispatcher or Supervisor on duty. The Police may report road conditions or other issues to the Public Work’s Dispatcher or Supervisor. It will be the role of the Public Works Supervisor to direct all winter maintenance related operations.

6. DAILY REPORTS

Upon completion of the shift, operators will be required to fill out a Daily Report sheet. This sheet will document location, date, mileage, and material usage. 84

Appendix 7-1

Record of Training 85

The Corporation of the Town of Blind River

Record of Training

This statement certifies that the below named individual has successfully completed the in-house Winter Operations Training program as required by The Corporation of the Town of Blind River Winter Operations Plan.

The Winter Operations Training program is comprised of the following modules:

Equipment Circle Check Equipment Calibration Record Keeping Health and Safety Level of Service – policies, practices and procedures Identification of Plow Routes – including variations for year to year and issues identified along the route De-icing chemicals – application rates, storage and handling Identification of road salt vulnerable areas and the procedures to follow in those areas Yard and Equipment maintenance

Employee Name ______(Please print name)

Employee Signature ______Date ______

Trainer Signature ______Date ______

Supervisor Signature ______Date ______86

Appendix 7-2

Record of Training – Night Patroller 87

The Corporation of the Town of Blind River

Record of Patroller Training

This certifies that ______(employee name) has successfully completed the in-house Winter Operations –Patroller Training as required by the Corporation of the Town of Blind River Winter Operations Plan.

The Winter Operations –Patroller Training workshop includes the following modules:

Weather monitoring and forecasting results including: Road Weather Information System, Value Added Meteorological Service, eutectic temperature, pavement temperature, dew point Winter Shift Schedules Record Keeping Health and Safety Level of Service – policies, practices and procedures Identification of Plow Routes – including variations for year to year and issues identified along the route De-icing chemicals – usage, application rates, storage and handling Identification of road salt vulnerable and/or susceptible areas and the procedures to follow in those areas Call-out procedures Emergency contacts Yard and Equipment maintenance

Employee Name ______(Please print name)

Date of Training______

Location of Training______

Trainer Signature______

Supervisor Signature______88

OGRA and Salt Institute DISCLAIMER: Ontario Good Roads Association (OGRA) and Salt Institute DISCLAIMER: The information and statements contained within this document do not constitute legal advice. They are not intended to take the place of legal advice. All users are encouraged to consult with their own legal counsel with respect to the information and statements contained herein. Furthermore, the information and statements contained in this document are solely the opinion of OGRA and the Salt Institute. They are not intended to establish, and they should not be viewed as establishing, legal standards, requirements or policies. They may not be applicable in every situation or circumstance. They are not intended to cover all proper methods or approaches. OGRA, the Salt Institute, and their members and officers disclaim all liability for the accuracy and completeness of the information and statements contained in this document and disclaim all warranties, express or implied, to incorrect application or usage of the information and statements. 89 The Corporation of the Town of Blind River REPORT

RE: Surplus equipment

Date of Creation: December 2, 2020

Author: Director of Public Services, M. Bender

OBJECTIVE

To seek council approval to surplus equipment that is no longer utilized by the Town of Blind River Staff.

BACKGROUND

Efforts are being made to clean storage areas at the Public Works facilities in order to create an organized, tidy and safe work environment. The following list of items have been deemed obsolete. Efforts will be made to make surplus items for sale and those that do not generate any interest will be deemed to be scrap and will be recycled. This request is brought to Council in order to ensure procurement process is followed prior to listing the outlined equipment for sale. These pieces are unusable and/or not required within our inventory.

RECOMMENDATION

BE IT RESOLVED THAT Council authorize the surplus status of the listed items as they no longer comply with the Municipality’s current assets. All items are sold in AS-IS condition; AND THAT the CAO/Clerk be authorized to proceed to list the above items for sale.

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Surplus Request to Council Dec 2 2020

Trackless sidewalk sander

Portable cement mixer

Henke Wing Blade

Homemade trailer with fuel tank

Stainless Steel water fountain

Aluminum eaves trough and downspouts.

Homemade drag

Playground equipment

Mercury Vapour Lights

4’x8’ wire mesh

12/4 SOW Water Resistance wire 4 coils 200’ each

Homemade float trailer

Fibreglass garage door panels

Oil tank

Relay box

Lawnmower deck

Metal Handrails for stairs and landing

2005 One Ton Plow truck with dump box “as is”

97 The Corporation of the Town of Blind River REPORT FOR INFORMATION

RE: Strategic Plan Recreation and Tourism Capital Development

Date of Creation: 12/8/2020

Author: Director of Facilities & Community Services, K. Bittner

OBJECTIVE

To update Council on three major project sites

The Strategic Plan and Service Delivery Review promote development that promotes accessible tourism leadership, increasing visitor numbers and spending, as well as revenues that offset municipal burden.

Council has adopted several plans, as such, has requested reporting on the status of such reports in order to share with residents. These are high-level summaries, and do not capture all benefits Blind River will experience.

Community Services understands the limited funds available to develop our areas of opportunity. Administration has researched and secured funds to consolidate plans into “one-time” fixes that will significantly improve spaces for users and improve quality of life. This direction will eliminate several multi-year repair strategies that are both inefficient and overlooked due to pace. This direction allows the municipality to focus on its remaining infrastructure development goals.

UPDATE

Sellers Beach:

Community Services will focus on improving accessibility at this site. The property will see during 2021-2022:  Outdated restroom will be converted to an accessible, updated, universal space. Blind River will no longer force users to conform to outdated binary choices.  Wheelchair accessible sidewalks will be installed to link users from Lakeside to both the property and restroom. This will ensure all visitors can access restrooms with dignity.  Benches will be placed along walk-and-wheel-ways that allow users to sit alongside wheelchairs and strollers. These will be permanently mounted to extend lifespan.  Benches will be promoted in the future as a memorial opportunity.  Staff are researching attractive, low-profile outdoor cell phone charging stations to service residents and tourists.

All attributes listed above will allow Blind River to work towards being a truly inclusive community.

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Rotary project will complement this exercise nicely. A Public meeting will occur early in 2021 to finalize planning.

Marine Park:

 Community Services will focus on improving accessibility at this site.  Boardwalk redone.  Break Wall Hardening to combat erosion.  Gazebo will be built where windmill tower is located.  Tower Down and listed as surplus in the event the municipality does not require for communications needs.  Fencing Down around slab to prepare for gazebo build.  Accessible Picnic tables and pathways will replace outdated units on site.  Relocate sinking electrical closet to new slab that is located further from boardwalk area.  Highway billboard marketing to promote updated space.  Staff are researching attractive, low-profile outdoor cell phone charging stations to service residents and tourists.

Boom Camp Trails:

 Partnership with Mississauga First Nation to enhance trail experience.  Information panels that are trilingual will be placed throughout trail system.  Informative panels will link to online resources. o Next Steps include app development.  Development will directly encourage and link activity between Mississauga First Nation and Blind River. o Marine Park will see additional activity. o Huron Pines will see additional activity. o Opportunity for businesses to promote within the trail o Opportunity for entrepreneurial development within trail system. . Highlighted within both Blind River and Mississauga First Nation’s Strategic Goals. o Opportunity for further memorial or sponsorship revenue that will ensure longevity and ongoing trail maintenance pressures.

ELNOS Update:

 Staff actively liaising with research consultant tasked with producing a fixed roof accommodation study for region.

REMARKS

Community Services is looking forward to improving infrastructure to provide a professional, inclusive, and enjoyable environment. Quality of life is front of mind as projects are developed to stabilize outdoor environments. 99

Although our region is not actively promoting travel, it is imperative that areas improve during down-time in order to be user-ready. These projects will promote growth during 2020-2021 and beyond.

The above-mentioned spaces are public-use and all residents are welcome to access once completed.

100 The Corporation of the Town of Blind River REPORT

RE: Severance Application (File No. C-2020/003) - Lot Addition

Date of Creation: November 24, 2020

Author: Manager, Building & Planning, J. Jones

OBJECTIVE: To obtain Council resolution granting “provisional consent” for severance application

BACKGROUND: The application for severance is to transfer a parcel (137 m x 582 m) from 295 Woodward Avenue to 303 Woodward Avenue

S. Lemieux Property 303 Woodward Ave.

Proposed lot addition from F. Lemieux Property 295 Woodward Avenue to 295 Woodward Ave. 303 Woodward Avenue property (137 m x 582 m)

BUDGET IMPLICATION: None

RECOMMENDATION

Recommended that “provisional consent” be given to this application for the lot addition from 295 Woodward Avenue to the abutting property at 303 Woodward Avenue.

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101 TECHNICAL REPORT:

RE: Severance Application (File No. C-2020/003) Lot addition

OWNER: Lemieux, Francois PO Box 733 295 Woodward Avenue Blind River, ON, P0R 1B0

APPLICANT: Lemieux, Shirley PO Box 733 303 Woodward Avenue Blind River, ON, P0R 1B0

LOCATION: Concession II, Lot 1 SPt. PCL 2840 ACS formerly Cobden Twsp RP AR210, Parts 6, 10, 11 Town of Blind River Roll No.: 57-38-000-002-183-00

Present lot area: 47.91 acres To be severed: 13.35 acres

PROPOSAL:

Application is for a lot addition to the property at 303 Woodward Avenue.

Ave.

Woodward

Lot addition to 303 Woodward Avenue 340 ft. x 1,710 ft. (approx.)(30.0 acres)

102

OFFICIAL PLAN:

Schedule “B” to the Official Plan has this parcel designated as “Living Area”. The proposed use of the parcel will remain the same.

ZONING BY-LAW:

Comprehensive Land Use Zoning By-Law No. 16-49 has the parcel zoned as “R1 – Residential, Single Detached Type” on Schedule B to the by-law. 103

Lot addition to 303 Woodward Avenue 340 ft. x 1,710 ft. (approx. 30 ac.)

RECOMMENDATION:

The “Notice of Application” was circulated to the required property owners and public agencies for comments as part of the Municipal Plan Review that is required under the Planning Act. There were no comments received to object to the proposed severance.

It is recommended that “provisional consent” be given to this application for the lot additions to the abutting properties.

Respectfully submitted,

John Jones, C.B.C.O., C.P.T. Protective Services

November 24, 2020. 104

PO Box 640, 11 Hudson Street Tel.: 705-356-2251 Blind River, Ontario, P0R 1B0 Fax: 705-356-7343

Owner/Agent: Lemieux, Francois to Lemieux, Shirley Date of Decision: December 14, 2020 File No.: C 20-003 Date of Notice: December 15, 2020 Municipality: Town of Blind River Last Date of Appeal: January 4, 2021 Subject Lands: Conc. II, Lot 1 SPt., Pcl 2840 ACS/RP AR210, Pts. 6, 10, 11 295 Woodward Avenue

NOTICE OF DECISION On Application for Consent Subsection 53(17) of the Planning Act

On December 14, 2020, the Town of Blind River approved the provisional consent of Application No. C 20-003 in respect of land within the Town of Blind River. A copy of the conditions is attached.

When & How to File a Notice of Appeal How to Receive Notice of Changed Conditions Notice to appeal the decision to the Local Planning Appeal Tribunal must be filed with the Town of Blind The conditions of a provisional consent may be River on or before the last date of appeal as noted changed at any time before the consent is given. above. You will be entitled to receive notice of any changes The notice of appeal should be sent to the attention to the conditions of the provisional consent if you of Kathryn Scott, CAO/Clerk at the address shown make a written request to be notified of changes to below and it must, the conditions of approval of the provisional 1) set out the reasons for the appeal, and consent. 2) be accompanied by the fee prescribed under the Local Planning Appeal Tribunal in the amount of $ Other Related Applications 300.00, payable to the Minister of Finance, Province of Ontario. There are no other applications that apply to the above noted property. Who Can File a Notice of Appeal Getting Additional Information Only individuals, corporations or public bodies may appeal decisions in respect of applications for Additional information about the application is Consent to the Local Planning Appeal tribunal. A available for public inspection during regular office notice of appeal may not be filed by an hours (9:30 A.M. to 4:30 P.M.) at the Town of Blind unincorporated association or group. However, a River Municipal Office, 11 Hudson Street, Blind notice of appeal may be filed in the name of an River, Ontario POR 1BO individual who is a member of the association or group. Mail Address for Notice of Appeal

Town of Blind River ______P. O. Box 640, 11 Hudson Street, Kathryn Scott, Blind River, Ontario P0R 1B0 CAO/Clerk (705) 356-2251 Town of Blind River 105

Owner/Agent: Lemieux, Shirley/Lemieux, Francois Date of Decision: December 14, 2020 File No.: C 20-003 Date of Notice: December 15, 2020 Municipality: Town of Blind River Last Date of Appeal: January 4, 2021 Subject Lands: Conc. II, Lot 1 SPt., PCL 2840 ACS/RP AR210, Parts 6, 10, 11 303 Woodward Avenue

The Town of Blind River's conditions to the granting of consent for this transaction which MUST be fulfilled within one year from the DATE OF THE NOTICE OF DECISION, are set out below. These conditions must be fulfilled prior to the granting of final consent. ------"CONDITIONS" ------

1. That this approval shall apply to :

i) the addition of a parcel having an area of approximately 30.06 ac. from Plan Conc. II, Lot 1 SPt., PCL 2840 ACS/RP AR210, Parts 6, 10, 11 (Lemieux, Francois) to be a lot addition for the abutting property to the north , being:

1. 303 Woodward Ave. – Conc. II, Lot 1 SPt./RP 1R5275, Part 2, PCL 7609 ACS – Roll No.: 57-38-000-002-183-02 (Lemieux, S).

2. That the following documents shall be submitted to the Town of Blind River for the transaction described in Condition 1:

a) an Acknowledgement and Direction of the Tranferor authorizing his/her solicitor to submit all electronic documents necessary to effect the transfer of said aforementioned lot addition,

b) two (2) copies of the schedule to the electronic Acknowledgement and Direction, which sets out the entire legal description of the subject parcel and contains the names of the parties hereto,

c) two (2) copies of a reference plan of survey which bears the Land Titles Office registration number and signature of the Land Registrar as evidence of its deposit therein and illustrates the parcel to which this consent approval applies, and

d) the original executed Transfer/Deed of Land form and a duplicate original and one photocopy for our records;

3. That the Transfer/Deed of Land form noted in Condition 2 shall not identify the transferor 106

Lemieux, F. /Lemieux, S. Conditions – C 20-003

and the transferee as the same person.

4. That no further severances will be considered from this property.

The following NOTES are for your information:

NOTES:

1. The required Transfer/Deed of Land form and Schedule page shall contain a complete and accurate legal description. The Approval Authority's certificate of consent will be affixed to the completed Schedule page. For this reason, the names of the parties also must be set out on the Schedule page, so that the consent may be properly related to the intended conveyance.

Inaccuracies or omissions with regard to the legal description in the Transfer/Deed of Land form, with Schedule page or the survey plan will result in the documents being returned without consent approval.

2. It is the applicant's and/or agent's responsibility to fulfil the conditions of consent approval within one year of the date of this letter pursuant to Section 53(20) of the Planning Act.

We will issue NO FURTHER NOTICE OR WARNING of the expiration of the one-year period.

If the conditions to consent approval are not fulfilled within one year of the date of this letter and the applicant is still interested in pursuing the proposal, a new application will be required to be submitted along with appropriate fees as per the requirements of the Planning Act. 107

Lemieux, F. /Lemieux, S. Conditions – C 20-003

108 The Corporation of the Town of Blind River REPORT FOR INFORMATION

RE: Administrative Process Review Status

Date of Creation: 12/11/2020

Author: Treasurer Director of Finance, S. Dent

OBJECTIVE

To inform Council of the items identified in the Administrative Process Review completed by KPMG.

REMARKS

These lists are included to remind Council of the items identified during the review. As we move through 2021, staff will be updating the status on these items as they are addressed.

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109

No. Process Risk Issue Previous Potential Course of Action Updated Potential Course of Action (June 2020) Individual Assigned Due date Currently, all user fees need to be paid in person at the Town office by cash, debit or cheque. Due to the time Allow user fees to be paid and accepted online through the Town’s website. The Town has already User Fees - There is now the ability to make payments via etransfer (this is noted for any required Town 1 P1 required to attend the Town office, made standard forms available on their website. Easier access to methods of payment will Recreation payment, such as taxes, water billings or rentals of recreation facilities). users may opt to not pay the required encourage users to pay the required fees. fees if the penalty for not doing so is minor. A receipt is not always created and issued if a user does not request a receipt. There is a risk that a permit Ensure a receipt is issued for all user fees. Create signage at the reception desk that informs users (e.g. fire permit) is manually to ask for and receive a receipt for all purchases. The finance group is looking to develop a policy and procedure for all miscellaneous User Fees - 2 F1 completed, issued to the user and fee receivables, which would include the process to invoice and steps for cash payment / non- Recreation collected but never entered into the In the longer term, do no accept cash payments. All payments for user fees should be paid by payments. It is anticipated the policy would be developed by Q4 2020. accounting system, providing the cheque or debit/credit. opportunity to misappropriation of funds.

The finance group is looking to develop a policy and procedure for all miscellaneous receivables, which would include the process to invoice and steps for cash payment / non- Copies of invoices that have been sent payments. It is anticipated the policy would be developed by Q4 2020. out and not yet paid are filed in a binder at the front counter to track With the use of the updated policy and procedure document the process for printing these User Fees - Consideration should be given to discontinuing the process of printing and filing all unpaid 3 P2 unpaid invoices. This information is invoices is anticipated to cease as of the start of 2021. Recreation invoices in the binder at the front. already entered into the Town’s accounting system and should be In addition, a new system has been sourced for the scheduling and invoicing of recreation tracked using the system capabilities. facilities. The budget for this system was approved by Council in 2020 and it is anticipated the system will be implemented in Q4 2020 / Q1 2021. The Director of Facilities will be in charge of the implementation.

Bills can be accessed electronically provided the email address is included within Vadim. The Town has been sending correspondence to residents to allow them to sign up for electronic invoicing. There have been a number of residents who have done so.

All water and sewer bills are currently In addition, the Town is investigating the implementation of a User portal with Central Square. User Fees – Allow users to receive bills electronically through email. System generated emails can be manually prepared and sent by mail. The portal would allow users to receive email notification when their bill is available and can be 4 Water and P1 produced that will send users their bills electronically thereby reducing costs associated with post This results in additional time and viewed with a “pay now” option including credit card payment (the user would assume the Sewer and the time required to prepare and mail the bills. postage costs incurred by the Town fees associated). It was noted there may be a need to revise the bylaw for the implementation of the portal.

It is anticipated billings commencing in 2021 will utilize this technology as the background work by Central Square is complete (only Town IT integration is required). 110

Although a formal collection of water The Town can implement the following process step: and sewer policy exist (Policy No: 1.3.4) it is not always adhered to. This can Update the formal policy that is followed for water and sewer arrears, similar to property taxation lead to inconsistent methods used for (e.g. notice of pass due amounts sent after 30 days, development of a payment plan after 60 User Fees – Based on information shared during the course of the review, the Town addressed this issue collection and expose the Town to days, water shutoff after 90 days). 5 Water and F1 upon the completion of the Service Delivery Review. The Town has both reviewed and updated potential legal and reputational risks. The policy should be approved by council and made public to inform all users and residents of the Sewer the policy as per the previous recommendation. process and policy in place. Furthermore, the most recently policy was approved in 2011 and may require Updating and adherence to a formal policy will allow staff to address operational matters in a review and updating. more efficient and time sensitive manner.

In addition, the Town is investigating the implementation of a User portal with Central Square. The portal would allow users to receive email notification when their bill is available and can be Property All taxation bills are currently manually viewed with a “pay now” option including credit card payment (the user would assume the Allow users to receive bills electronically through email. System generated emails can be Taxation – prepared and sent by mail. This results fees associated). It was noted there may be a need to revise the bylaw for the implementation 6 P1 produced that will send users their bills electronically thereby reducing costs associated with post Billing and in additional time and postage costs of the portal. and the time required to prepare and mail the bills. Collections incurred by the Town It is anticipated billings commencing in 2021 will utilize this technology as the background work by Central Square is complete (only Town IT integration is required).

A tax collection policy should be formally documented and adhered to which includes timelines The taxation collection policy has been drafted and will be presented to the Corporate Services Notices of arrears are sent to taxpayers for the notice of arrears to be sent to the taxpayers. This will ensure a consistent approach is Committee during the September 2020 meeting. This policy has been available previously but when they have not made required tax Property followed and can allow these tasks to be allocated to other individuals at the Town (i.e. the DF given the COVID impact and leniency provided to residents for taxation bills the policy was not payments by the appropriate due date. Taxation – can review the letters once prepared). previously reviewed. 7 P2 At the current time there is no Billing and standard timeline that is followed to Collections A listing of taxation arrears over a certain age will need to be developed which aligns with the The taxation collection policy includes the timeline for the first notice of arrears letters to be dictate when the letter should be sent newly developed policy which will facilitate the preparation of the letters by the staff on a timely provided to the taxpayer. The earlier the letters are provided to the taxpayer the more likely to the tax payer. basis. they will be to make a repayment or provide the Town with a repayment plan

A tax collection policy should be formally documented and adhered to which includes timelines The new tax collection policy was presented to the Corporate Services Committee during the Notices are arrears are sent to Billings and for the notice of arrears to be sent to the taxpayers. This will ensure a consistent approach is September 2020 meeting. This policy has been available previously but given the COVID taxpayers when they have not made Collections: followed and can allow these tasks to be allocated to other individuals at the Town (i.e. the DF impact and leniency provided to residents for taxation bills the policy was not previously required tax payments by the Water, Sewer can review the letters once prepared). reviewed. 8 P1 appropriate due date. At the current and Property time there is no standard timeline that Taxation – A listing of taxation arrears over a certain age will need to be developed which aligns with the The taxation collection policy includes the timeline for the first notice of arrears letters to be is followed to dictate when the letter Online newly developed policy which will facilitate the preparation of the letters by the staff on a timely provided to the taxpayer. The earlier the letters are provided to the taxpayer the more likely should be sent to the tax payer. basis. they will be to make a repayment or provide the Town with a repayment plan.

The following procedures should be developed to ensure priority areas are focused on for the Based on the previous recommendation, Council provided a list of priorities (essentially a wish Currently there is no formal guidance grant search. This should include the following: list) for the year as a well as a community improvement plan and strategic plan. There are provided by Council to establish grant - Prior to the budgeting process, Council should set specific priorities for operating, capital and formal presentations made to Council on the plans and priorities which has resulted in Billings and priorities (operating, capital, job job creation to ensure grant research is focused on the relevant areas. Council’s vision being brought to life in their established priorities. 9 Collections: P1 creation etc.) As a result, the DH may - Assign accountability for the grant research by type (operating, capital and job creation to the Grants be focusing efforts on initiatives that DH and/or DF). Further planning can be completed on the capital project management area. See the are not a priority of the Town. - On a standing, monthly basis have an update presented to Council on the grant research and additional recommendations presented within the Capital Project Management process applications. mapping. 111

Currently, a debrief of unsuccessful grant applications does not always occur. Determining the reason for the Billings and Follow up should be completed on all unsuccessful grant applications in excess of $50,000 by the There has been a new step added to complete a debrief of unsuccessful applications by the failed application can identify the 10 Collections: P2 individual who completed the grant application. This will help to identify items to improve on individual who submitted the grant. This information is then used in subsequent grant strengths and weaknesses in the Grants further applications. applications in an effort to increase the success of the application. application and will assist with improved grants submissions in the future.

Revenue and the related receivable for grant funding is not recorded until the funds are received. There is a risk at The Deputy Clerk has overall responsibility for a grant tracking spreadsheet which was the end of a period, that revenue developed to track the following information: related to that period is not recorded. - Grant purpose Additionally, since the receivable - Amount requested balance may not recorded, there can - Municipal contribution be an increased risk that funds owed to - Town contact the Town are not collected as they will Grants should be recorded as accounts receivable when approved and/or earned. This receivable Billings and - Grant successful (Yes / No) not be followed up on a regular basis. should then be cleared when the cash is received. This will allow the DF to follow up on any 11 Collections: F1 outstanding balances and also provide more accurate information for cash forecasting and Grants This task will be transitioned to the DF in Q4 2020. Requiring the DF to update the tracking Finally, the involvement of the DF budgeting. spreadsheet will enable to recording of the revenue and receivables associated with the grants within the grant tracking process is on a timely basis. critical given the project reporting requirements. It was noted many In addition, the tracking spreadsheet is presented and discussed by the DHs at the bi-weekly times the DF is not notified of the grant manager meetings to ensure all members of the management team are aware of the status of application or the status of the grant the various grants. which can create issues with the reporting, overall responsibilities for the grant and tracking.

Timesheets are prepared manually which can result in timesheets being This finding is still valid. The budget for 2020 included funds for an automated payroll system Payroll: Time inaccurate (e.g. all hours not adding to Have staff complete timesheets electronically, restricting submission until all errors or which would eliminate the need for the manual timesheets. This was put on hold in 2020 given 12 Sheet P1 70 hours every pay period) or discrepancies have been addressed. COVID impacts however it is anticipated the system will be implemented within Q4 2020 or Q1 Submission incomplete (e.g. description of the 2021. tasks and projects completed not being recorded).

No standard timesheets between departments. The AC and Treasurer are New spreadsheets have been developed for use by Town staff (one for employees always Payroll: Time required to adapt their process to using the same coding and one for timesheets requiring a number of codes to allocate their 13 Sheet P2 recording payroll based on the Standardized timesheets for all Town staff should be developed and utilized. time). Each department has been provided with the codes relevant to their department for Submission department timesheet (e.g. required use in the timesheet reporting. information is at different locations on timesheets). 112

Staff do not always code time to specific projects on their time sheets. This is increasingly important for Public Works staff who may be working on a conditional grant project that requires The previously identified issue is not as pronounced given the development of the 2 newly financial reporting on the total cost of Require staff to code time by project, if applicable, on their timesheet. Project codes should be utilized timesheets (noted above) which include pre-populated department coding to facilitate Payroll: Time the project at its conclusion. The set up in the accounting system with applicable expenses (wages and other) applied to these the preparation of the timesheets. 14 Sheet P3 Treasurer and DHs are required to project codes. This will potentially provide for more up to date costing information to determine if Submission recalculate wage costs at the end of a the project is on budget and free up the time of the Treasurer and DHs at year end. However, the move to electronic timesheets would improve this process and eliminate the project. As a result, project costs at a manual input and entries associated with the manual timesheets. point in time are not always known and comparisons to budget can not be completed accurately until the conclusion of the project.

It was noted time sheets are submitted to APC / DF which have been reviewed It is important to communicate with the Department Heads on the importance of a thorough and This finding continues to be an issue and creates inefficiencies for the finance group. Given the and approved by the Department accurate timesheet review before submitting the approved timesheet. use of manual timesheets, handwritten adjustments can be completed which are not legible Payroll: Time Heads however they contain errors for the finance group and require additional follow up. 15 Sheet F1 and require follow up. This indicates In addition, the move to electronic timesheets can include certain automated data entry prompts Submission that a thorough review is not when incorrect information is included. The technology solutions can also assist with the In addition, the follow up is required to be completed by senior individuals at the Town (CAO competed by the department heads standardization of the timesheets which will assist with identifying errors before approving for and DF) which is not an efficient use of the time of the senior management team. and there is an overreliance in the submission. finance group to catch errors.

Employees need to bring hard copies of Set up a shared folder on the Town network that restricts access to only the Department Heads. Payroll: Time their timesheets to the Town office. This finding is still valid. At the time of this report, there is the desire to move towards At the end of the pay period, the Department Head can scan and save the time sheets in the share 16 Sheet P4 The time taken to deliver the electronic timesheets. Currently manual timesheets continue to be utilized. This finding will be folder. This will also indicate their review and approval. The Accounting Clerk can then retrieve Submission timesheets can be spent on other value remedied with the move to electronic timesheets. the time sheets from this folder and save them electronically. added activities.

The DF is reviewing timesheets to There continues to be issues identified based on the review of the timesheets. Given the Initial review of timesheets should be completed by the DH. The DH would have the most ensure all vacation and absences noted errors noted and the requirement for the DH to re-review the timesheet, the DF continues to accurate information relating to whether the individual was at work or away given vacation or sick Payroll: Time on the submitted timesheets has been review the timesheets. time. 17 Sheet P5 approved. This activity should be Submission completed by the DH or AC, allowing Accountability rests with the DHs for the review of the employee timesheets. Tracking of the Timesheets submitted without the vacation/absence approval forms should not be approved by the DF to direct her resources on other errors within employee timesheets should be commenced and provided to the CAO on a the DH. Secondary review should be performed by the AC. activities. monthly basis for follow up purposes.

Managers do not have access to the vacation, and time in lieu balances when deciding to approve the leave Each DH now has access to the accrued leave banks (vacation and sick time) however it was request from employees. This noted vacation approvals and timesheets can still contain errors. information needs to be requested Provide department heads with monthly summaries of vacation / leave / overtime entitlement. Payroll: Time from the Finance department. There is DHs can use this information when approving the vacation/leave. This will also assist the DH with 18 Sheet F2 The DH must be the individual accurately approving the use of vacation and time in lieu a risk that employees can take recognizing which vacation/leave forms the Finance Department has on file and reduce the Submission balances and ensuring this information is included within the timesheets appropriately. unearned paid leave or vacation. This number of instances that DF is required to follow up and request a missing vacation/leave form. Relying on the finance group to identify errors and following up on the timesheets is not an will only be detected upon the DF’s efficient use of time by the finance department. review of the vacation/leave forms on hand, which occurs after the vacation/leave has already been taken. 113

Timesheets are provided to the DF on Tuesday. Payroll is required to be prepared, reviewed and processed by Wednesday at 11:00 AM. This short time frame does not allow for proper The process has been improved to have most timesheets approved on a weekly basis for analysis to ensure the accuracy of employees who have time to be allocated. This has resulted in an improved turnaround on the timesheets and payroll and lends itself approvals. Change timing of when payroll processing occurs. Pay employees for the previous two week Payroll: Payroll to errors due to the required rush to 19 P1 period rather than the current week. This will provide the Accounting Clerk and Treasurer more Processing meet the payroll deadline. Employees working in the same department without cost allocations continue to be reviewed time for the financial analyst to ensure all submissions are complete and accurate. on a bi-weekly basis. It was noted the DH may not complete an accurate review of vacation, sick In addition, new timesheets have been developed to facilitate this process. time and time in lieu balances when deciding to approve the leave resulting in errors for follow up by the finance group.

Duplication of data entry of employee It is recommended the employees complete timesheets electronically, and submit to the DH for This finding is still valid. At the time of this report, there is the desire to move towards Payroll: Payroll 20 P2 time sheet submission into payroll approval. Once approved by the DH, they would send all time sheets to DF indicating that they electronic timesheets. Currently manual timesheets continue to be utilized. This finding will be Processing module sheet. have been approved. remedied with the move to electronic timesheets.

When there is a change in wage rate for an employee, there is no It was noted the DF does review the changes to ensure they are appropriate. When changes independent review of the changes to Whenever employee pay rate information is changed, a Senior staff member independent from are noted they are reported to the CAO in order to sign off on the rates for non union (union Payroll: Payroll ensure that the approved changes have 21 F1 the payroll function should verify a sample of employees’ payroll records to ensure that changes staff is in accordance with the salary grid). The payroll registers are signed off as an indication Processing been accurately entered into the have been entered correctly. Wage rates should be reviewed regularly to ensure accuracy of approval however there is no observation within the payroll module to review the rate payroll system. Without independent change. verification, there is a risk that changes could be entered incorrectly.

The Town’s payroll process in heavily Throughout the process update it was noted the payroll registers are scanned however the paper based with exception reports process remains very paper based and manual. Consideration should be given to using and saving only electronic versions of payroll information. Payroll: Payroll and payroll registers printed after 22 P3 Electronic signatures can be developed and used for approvals. Saving in printing costs as storage Processing every version. This results in numerous This finding is still valid. At the time of this report, there is the desire to move towards space requirements would also result. pages of information that is incorrect electronic timesheets. Currently manual timesheets continue to be utilized. This finding will be or requires updating after review remedied with the move to electronic timesheets

A number of processes for payroll One process improvement has been noted which includes saving the payroll report to the G processing gather, store and use the drive instead of printing and including in a binder. It should be noted all individuals have access same information resulting in an The Town may want to consider automating the time tracking required for the payroll process to the G drive therefore the folder where the payroll documentation is stored should be Payroll: Payroll increase in the risk of human error and (e.g. swipe cards, mobile application check in, etc.) . This will reduce the inefficiency from 23 P4 password protected, with the password only available to the CAO, DF and APC. Processing duplication of efforts. The cost and duplicating information in the current process and simplify the year end reporting processes and time savings associated with the requirements, including T4 preparation. The process continues to be manual and there continues to be the desire to move to an implementation of a direct deposit electronic process. program can be significant 114

Payroll information is reviewed multiple times by the DF throughout the process (pay run exception report, The Treasurer can review the payroll register and pay run exception report at the same time. Payroll: Payroll It was noted the system is date sensitive and will not allow dual review of the reports. With 24 P5 payroll register, remittance report and Corrections that are required can be made to both reports at the same time by the Accounting Processing the transition to an electronic payroll process this issue will be resolved. bank report) . This can result in Clerk, eliminating one of the iterations of the process. multiple revisions throughout the process that is completed by the AC. Currently, the Town does not always A revised purchasing policy has been drafted and presented to Council in the summer of 2020. use preferred or approved vendors for Establishing preferred vendors for recurring products purchases or services on a scheduled basis KPMG reviewed the proposed purchasing policy and recommended the use of preferred Accounts recurring product purchases or can simplify the purchase process and provide increased value. Tendering product purchases vendors and the use of purchasing cards which would be appropriate for smaller purchases. 25 Payable: P1 services. There is a risk that the Town is and/or recurring services for an agreed time frame can result in cost savings. Furthermore, DHs Purchasing not receiving optimal value when should be provided with a listing of approved and preferred vendors. Enforce the use of Management will be determining whether additional P-Cards can be used throughout the purchasing products or services from approved vendors with negotiated agreements remainder of 2020. vendors. Currently, the procurement policy is not consistently adhered to. Purchases A reviewed purchasing policy has been drafted and presented to Council in the summer of are sometimes made without the Centralizing the purchase process with the finance department and requiring department heads 2020 Accounts required quotations documented. to submit formal purchase requisitions and purchase orders for purchases greater than $2,000. 26 Payable: F1 There is a risk that the Town is not This will ensure that quotes are submitted to the approver before they are authorized to make The revised purchasing policy includes best practices for purchasing directives. A sole source Purchasing receiving optimal value when the purchase. document has been prepared for use by the Town when the number of quotes per the purchasing products or services from purchasing policy are not obtained. vendors A revised purchasing policy has been drafted and presented to Council in the summer of 2020. KPMG reviewed the proposed purchasing policy and recommended the use of preferred vendors and the use of purchasing cards which would be appropriate for smaller purchases. Purchase orders are completed Investigate if electronic purchase requisitions can be completed within the accounting system. manually on paper. The information on Accounts The DH would input the request directly into the accounting system. It can then be reviewed and This will be looked at throughout the remainder of 2020 to determine if P-Cards can be used. the purchase order then needs to be 27 Payable: P2 approved, automatically generating a purchase order, reducing the risk of input error. When the This would eliminate the need for the purchase orders on small purchases (less than $2,499, in entered into the accounting system by Purchasing invoice is received, it can be applied against the existing purchase order and requisition without accordance with the revised purchasing policy). It was also noted the manual POs can be an the APC resulting in a duplication of having to input the purchase and journal entry information again. expensive efforts. The use of electronic purchase orders should continue to be considered for the purchases exceeding $2,500.

It was noted invoices can be put on hold given that adequate supporting documentation for Currently, purchase are made by DHs Require that all purchases be processed by the finance department. Require DHs to submit a purchases is not available when the invoice is in the payment process which requires follow up on an ad hoc basis. This results in the purchase requisition form detailing the item that is required to be purchased as well as the with the various departments. In addition, proof of delivery in the PO is not always finance department sometimes being selected vendor based on the existing procurement policy. documented also requiring follow up. Accounts unaware of purchases made until after Finance staff will prepare a purchase order that is provided to the vendor and filed with the 28 Payable: P3 an invoice has been received. There is purchase requisition. The transition to P-Cards will require the DHs to provide receipts and coding for each purchase Purchasing a risk that the Town is making When the invoice is received by the DH or the finance department, it is matched with the to allow for appropriate recording. unnecessary purchases in addition to purchase requisition and purchase order before proceeding to the accounts payable: recording potential duplication of purchases. process. The finance group should continue to request each department to complete the coding and provide accurate information to the finance group. 115

We suggest the Town implement a centralized purchase order and receipt system to improve internal accounting controls over purchasing of inventory and supplies. The purchase order system would include the following controls: - Purchase orders should be numbered sequentially, required for all purchases of inventory and supplies, controlled numerically, and bear the appropriate documented approval from the A revised purchasing policy has been drafted and presented to Council in the summer of 2020. The Town does most of its ordering appropriate responsible official. KPMG reviewed the proposed purchasing policy and provided commentary as part of this over the telephone, but in many cases - Personnel requesting and approving purchase orders should be independent of the individuals in review. does not document the order with a Accounts the receiving area, to allow for a proper segregation of duties. written purchase order. Additionally, 29 Payable: P4 - The receiving reports should be matched with the purchase order by the AC and this comparison Best practices have been suggested within the purchasing process via the updated / revised Several employees are responsible for Purchasing documented on the receiving report. Any differences should be reviewed on a timely basis. purchasing policy. authorizing the purchases and - Vendor invoices received should be matched with the attached purchase order and receiving receiving the goods, in effect, report and the procedure documented on the invoice to determine that the invoice reflects the Suggestions have been provided relating to the use of P-Cards for low value purchases for authorization, receipt, and custody. merchandise ordered and received. create efficiencies within the process. - A centralized purchasing function should be used to allow the Town to take advantage of volume discounts through group purchasing of large quantities. It would also ensure purchases are made only when inventory levels have declined to the appropriate reorder quantity and reduce the amount of cash invested in excess inventories.

The Town’s s account payable process The Town should consider the use of electronic invoices as opposed to paper copies, whereby It was noted that previous to the pandemic copies of invoices are provided to Council for is paper based, with emailed copies of invoices received by mail are scanned prior to processing. review. Since the pandemic it was noted the invoices are no longer provided to Council which invoices printed out for processing. is a best practice. This represents a potential inefficiency Invoices should be scanned and saved by date and vendor only. A naming convention should be Accounts as (i) the process consumes time and developed that will allow for an efficient electronic search (e.g. vendor, amount, batch number, 30 Payable: P1 There is no requirement for Council to review the individual invoices going forward as this resources associated with the printing payment date, cheque number, etc.) Recording would be considered an operational review as opposed to a governance Council. of electronic invoices; and (ii) the approval process involves the physical Electronic invoices can also be submitted to a shared folder location with access restricted to only The COVID pandemic showcased the need to transition to electronic storage of documents to movement of invoices as opposed to the Department Heads. Accounting Clerk can retrieve the documents from this location every result in access to the documents at any location. email. week to prepare the payment batch.

The Town’s process for new vendor set- up involves minimal controls and The Town may wish to establish a process whereby new vendor set-up requires certain review and is initiated once an invoice Accounts verification procedures, including proof of operation and reviews of potential conflicts of interest. There were no significant changes noted to the changes to the vendor lists. It is recommended is received. It is possible that staff can 31 Payable: F1 to review the vendor listing on an annual basis and determine if there are any vendors who are purchase goods or services from Recording The listing of active vendors should be reviewed regularly for accuracy and independence. inactive and should be removed from the master vendor listing. related parties or false vendors without Vendors which have not been used over the last 24 months should be removed. independent due diligence into the vendor.

Although missing purchases orders indicate that a purchase was made outside of the Town’s There has been no significant change noted in 2020. The finance group continues to follow up The APC is following up with DHs to policy, the subsequent preparation of purchase orders should not be continued since the control with the departments when information has not been received which can hold up the process Accounts request that they complete a purchase has already been bypassed at this time. Additional effort and consideration should be provided to for approval of the invoices. 32 Payable: P2 order after an invoices has ready been ensuring purchases have a purchase order on file before initiation. Contacting vendors and Recording received to ensure proper instructing that all future purchases made by the Town must make reference to a PO number on The use of P-Cards should be considered along with the use of the electronic purchase orders documentation. the invoice may assist with enforcement which should help facilitate the approval process for POs. 116

The cheques are now stored in the safe however as previously noted the safe is unlocked during the day. It is recommended the CAO, DC and DF are the only individuals with access to the safe. This will require the lock / combination on the safe to be reset which will be Accounts Blank cheques are stored in a drawer We recommend that custody of blank cheques should be vested in one person (Accounting Clerk) investigated in Q4 2020. 33 Payable: F1 next to the printer, which is accessible and un-issued cheques should be kept locked in a safe place. Payment to all administration personnel In addition to the previously identified recommendation we recommend the continued use of EFTs where possible for efficiency purposes. Appropriate controls are required to be in place for all EFT payments which require two approvers prior to the release of any payments.

We recommend considering expended use of Electronic Fund Transfers (EFTs) with integration into the account system. The recommended process is as follows: Throughout 2020 there has been an increased use of EFT payments. The pandemic has - The AC runs EFT process in accounting system A number of transactions are paid by highlighted the need to transition to a virtual environment where possible therefore it is Accounts - The AC prints EFT batch report and attaches invoices which are provided to the Treasurer for cheque. This results in additional recommended there is continued use of EFT payments where possible. 34 Payable: P1 review efforts and time required to process a Payment - The AC uploads EFT file the bank (payment does not process at this time) payment. Appropriate controls are required to be in place for all EFT payments which require two - The DF receives notification that an EFT has been updated. DF reviews the EFT with the provided approvers prior to the release of any payments. supporting documentation and approves the EFT payment. - EFT confirmation is provided to the AC to save and file with the payment batch information. Over the last number of years increased numbers of frauds have occurred with EFT payments We recommend that a process be put in place that requires two separate validations for the Accounts The APC and DF have the ability to when only one individual is involved. In addition, when EFT payments are made there should release of an EFT, ensuring that all payments initiated within the EFT system are appropriately 35 Payable: F2 initiate and authorize EFT payments be a review of the information from the bank to ensure the information is read only and not reviewed and approved by someone senior to the initiator. EFT best practices have been included Payment without secondary review. able to be modified to ensure personnel cannot update the payment listing subsequent to the above approvals occurring. The total distribution report is printed and filed by the APC with the related batch. This information is automatically Accounts saved in the system and can be 36 Payable: P2 Consideration should be given to discontinuing the printing and filing the total distribution report. The movement to electronic storage for this report has occurred. retrieved by searching the batch Payment number, invoice number or vendor. This creates a duplication of information.

The Town’s staff are preparing packages containing invoice details and cheque stubs to provide to Council for review. The invoices (balances, vendors, terms, etc.) have already been Consideration should be given to eliminating the review and approval of expenses by Council if it It was noted that previous to the pandemic copies of invoices are provided to Council for reviewed by the Town’s Treasurer and has already been approved as part of the annual budget. review. Since the pandemic it was noted the invoices are no longer provided to Council which sometimes, CAO. Council has already is a best practice. reviewed and approved the budget for Council will be made aware of any purchase greater than $5,000 in accordance with the by-law. Accounts the year and reviewed and approved There is no requirement for Council to review the individual invoices going forward as this 37 Payable: P1 tenders for any purchase over $5,000 Purchases made that were not included as part of the approved budget should be brought would be considered an operational review as opposed to a governance Council. Payment in accordance with the procurement forward to Council for approval. policy per By-law No. 1946. The reports produced in the monthly reporting process will continue to be presented to Furthermore, payments have already Absent of eliminating this process, a system generated summary report (e.g. cash distribution Council and the requirements of the purchasing policy followed with respect to Council been processed at this time, restricting report) can be provided to council quarterly for review. approval of purchases. the Town’s ability to take corrective action if ever required.

This results in a duplication of efforts and review. 117

In its previous state, the DC produces seven physical copies of Council’s agenda. In the event that there is an The Town may want to give some consideration to ending the practice of producing physical With the implementation and use of eScribe technology, the DC no longer physically produces error and/or additions to the package, Council agenda packages. The Town could potentially move to electronic agenda packages that copies of the agenda. Council is advised via an email notification that the agenda is ready for Agenda the DC may have to produce additional 38 P1 would allow for amendments to be done and then uploaded opposed to reproduction of physical their review prior to a Council meeting. The use of eScribe also provides for greater ease in Preparation pages to add to the Council agenda documents. A shift in this approach would be consistent with municipal best practice and frees up making any amendments to the agenda and providing those amendments to Council in an package. In other cases and if the internal capacity within the organization. efficient and time effective manner. amendment is significant, the entire agenda package may need to be reproduced.

The Town has implemented a web-based approach for residents to submit complaints and/or Previously, the entire process and its service issues. associated policies and forms all focus The Town may want to consider a re-development of its approach to customer service rather than Complaint/Cust upon complaints. Other municipalities solely focusing on resident complaints. One aspect of the policy that the Town may want to 39 P1 The Town has recently implemented an additional electronic work step where the person omer Service including those within the comparator include is a service level standard where once correspondence is received, there is a timeframe by submitting the form receives an automatic response that it has been received which also group approach interactions with the which the Town will acknowledge and advise about the potential resolution of a matter. communicates when a person can expect to receive acknowledgement of the issue from the public differently. Town. The Town has changed its approach to resident issues whereas the CAO is not involved in all Previously, all of the complaint forms issues and may only become involved in matters that require it. Issues are resolved at the are directed to the CAO upon receipt. The Town may want to consider change its approach to managing completed forms. This may departmental level wherever possible. Complaint/Cust The challenge this process step creates require two changes in approach. First, the form would allow for residents to identify the service 40 P2 omer Service is shifts the focus of the CAO to area to which the issue is related. By doing this, this should provide sufficient information to allow In addition, recently Council has received a summary of the types of complaints received by the become more operational versus for the form to be directed to the appropriate area opposed to all to the CAO. Town (no specific information on the actual complaint, only a summary of the nature of the strategic. complaints and the total number of complaints received).

Previously, the Town tracks building permits using manual processes and Building The Town may want to consider exploring the potential of acquiring software which would allow With the implementation and use of the CBO module, the Town now generates its building 41 P2 the current process provides the Permits for building permits to be tracked in a more formal manner. permits electronically which allows for easier tracking of permits. opportunity for open permits to be potentially lost inside the spreadsheet.

Given the process by which the Town The Town may want to consider exploring the potential of acquiring software which would allow tracks open permits, there appears to Building for building permits to be tracked in a more formal manner. Potentially closing out open permits With the implementation and use of the CBO module, the Town now generates its building 42 P1 be a challenge in identifying how many Permits in a more timely manner provides the Town with the opportunity to realize additional tax permits electronically which allows for easier tracking of permits. open permits currently remain within revenues related to the increased assessment on those properties. the Town.

The process of booking ice time at the Blind River Memorial Community Centre is based on manual processes. The Town may want to consider exploring the potential of acquiring recreational software which Arena Ice Based on discussions held, it does not would then allow for bookings to be consolidated within the Town’s operations as well as The Town has provided for a link on its website that allows for potential users to determine 43 Rentals – Non P1 appear the software for booking and potentially increase the user’s experience as they could potentially see when ice is available in live whether or not there is availability on the items / locations they are looking to rent. Resident User managing rentals at the facility and time opposed to having to be in contact directly with Town staff. requests for bookings begin with the involvement of the Director of Recreation and Community Services.

Arena Ice Currently, users of the community The Town may want to consider exploring the potential of allowing for users to pay for services There is now the ability to make payments via etransfer (this is noted for any required Town 44 Rentals – Non P2 centre are unable to pay for service online. payment, such as taxes, water billings or rentals of recreation facilities). Resident User through e-commerce tools. 118

The process of booking ice time at the Blind River Memorial Community Centre is based on manual processes. Arena Ice The Town may want to consider exploring the potential of acquiring recreational software which Based on discussions held, it does not Rentals – would then allow for bookings to be consolidated within the Town’s operations as well as The Town has provided for a link on its website that allows for potential users to determine 45 P1 appear the software for booking and Individual User potentially increase the user’s experience as they could potentially see when ice is available in live whether or not there is availability on the items / locations they are looking to rent. managing rentals at the facility and (Resident) time opposed to having to be in contact directly with Town staff. requests for bookings begin with the involvement of the Director of Recreation and Community Services.

Arena Ice Currently, users of the community Rentals – The Town may want to consider exploring the potential of allowing for users to pay for services There is now the ability to make payments via etransfer (this is noted for any required Town 46 P2 centre are unable to pay for service Individual User online. payment, such as taxes, water billings or rentals of recreation facilities). through e-commerce tools. (Resident)

The process of booking hall rentals at the Blind River Memorial Community The Town has provided for a link on its website that allows for potential users to determine Centre is based on manual processes. whether or not there is availability on the items / locations they are looking to rent. The Town may want to consider exploring the potential of acquiring recreational software which Based on discussions held, it does not Community would then allow for bookings to be consolidated within the Town’s operations as well as 47 P1 appear the software for booking and In addition, a new system has been sourced for the scheduling and invoicing of recreation Centre Rentals potentially increase the user’s experience as they could potentially see when ice is available in live managing rentals at the facility and facilities. The budget for this system was approved by Council in 2020 and it is anticipated the time opposed to having to be in contact directly with Town staff. requests for bookings begin with the system will be implemented in Q4 2020 / Q1 2021. The Director of Facilities will be in charge of involvement of the Director of the implementation. Recreation and Community Services.

A resident may need to download the file and then print out hard copy of the form to populate. If the person intends Community The Town could provide the form on its website with fillable fields to reduce the number of steps There have been no significant changes noted. The Town may still want to explore where there 48 P2 on submitting the form via email, they Centre Rentals a person is required to complete to submit a form electronically. is the ability to complete the rental process online. must then populate the form and then scan it in order to email it back to the Town.

Currently, users of the community Community The Town may want to consider exploring the potential of allowing for users to pay for services There is now the ability to make payments via etransfer (this is noted for any required Town 49 P3 centre are unable to pay for service Centre Rentals online. payment, such as taxes, water billings or rentals of recreation facilities). through e-commerce tools.

The Town will provide keys to a user Community The Town may want to amend its policies to reflect that users must pay in full in order to get the 50 F1 regardless if the entire amount owing This course of action has been fully implemented as of June 2020. Centre Rentals keys. for the rental has been paid in full. 119

Individual Due No. Process Risk Issue Previous Potential Course of Action Assigned date

On a weekly basis the landfill attendant provides the AC the weekly tracking sheet (Excel document) for purposes of billing landfill charges to contractors and recording the residential transactions from the payment system (debit/credit machine). There is a payment listing report that is available daily and printed by the landfill attendant however this document is not provided to the AC and a reconciliation is The payment report with all transactions should be provided to the AC in order to not completed. complete a reconciliation of the landfill transactions. On a weekly basis, prior to 1 User Fees - Landfill P1 submitting the documents by the attendant to the Town office, the payment listing At the current time, the document provided to the AC for purposes of billing and recording within the should be reconciled to the Excel spreadsheet to ensure accuracy. system is the Excel document, which is manually updated by the landfill attendant. Given the lack of reconciliation it is possible transactions will be missed on the excel document, resulting in additional reconciliations required at month end while completing the bank reconciliation.

The finance group is looking to develop a policy and procedure for all miscellaneous receivables, which would include the process to invoice and steps for cash payment Copies of invoices that have been sent out and not yet paid are filed in a binder at the front counter to / non-payments. It is anticipated the policy would be developed by Q4 2020. Billings and Collections: Other Accounts 2 P1 track unpaid invoices. This information is already entered into the Town’s accounting system and should Receivable - Landfill be tracked using the system capabilities. With the use of the updated policy and procedure document the process for printing these invoices is anticipated to cease as of the start of 2021. 120

An accounts receivable collection policy should be formally documented and adhered to which includes timelines for the follow up to be completed with the individuals. This should include all types of receivable balances of the Town. This will ensure a consistent approach is followed and can allow these tasks to be Follow up is not completed on a regular basis on balances which are outstanding. At the current time Billings and Collections: Other Accounts allocated to other individuals at the Town to create additional efficiencies within 3 P2 there is no standard timeline that is followed to dictate when the follow up should be completed with the Receivable - Landfill the process. individual with the outstanding balances. A listing of accounts receivable balances over a certain age will need to be developed which aligns with the newly developed policy which will facilitate the necessary follow up.

The finance group is looking to develop a policy and procedure for all miscellaneous receivables, which would include the process to invoice and steps for cash payment Copies of invoices that have been sent out and not yet paid are filed in a binder at the front counter to Billings and Collections: Other Accounts / non-payments. It is anticipated the policy would be developed by Q4 2020. 4 P1 track unpaid invoices. This information is already entered into the Town’s accounting system and should Receivable - Landfill be tracked using the system capabilities. With the use of the updated policy and procedure document the process for printing these invoices is anticipated to cease as of the start of 2021.

The finance group is looking to develop a policy and procedure for all miscellaneous receivables, which would include the process to invoice and steps for cash payment Copies of invoices that have been sent out and not yet paid are filed in a binder at the front counter to Billings and Collections: Other Accounts / non-payments. It is anticipated the policy would be developed by Q4 2020. 5 P1 track unpaid invoices. This information is already entered into the Town’s accounting system and should Receivable - Recreation be tracked using the system capabilities. With the use of the updated policy and procedure document the process for printing these invoices is anticipated to cease as of the start of 2021. 121

A new system has been sourced for the scheduling and invoicing of recreation The data for the arena and community centre rentals is provided by the RM to the AC for manual input of Billings and Collections: Other Accounts facilities. The budget for this system was approved by Council in 2020 and it is 6 P2 the information into the invoice. Given there is no linkage between a scheduling system and Vadim there anticipated the system will be implemented in Q4 2020 / Q1 2021. The Director of Receivable - Recreation is the potential for manual input errors on the invoices. Facilities will be in charge of the implementation.

An accounts receivable collection policy should be formally documented and adhered to which includes timelines for the follow up to be completed with the individuals. This should include all types of receivable balances of the Town. This will ensure a consistent approach is followed and can allow these tasks to be Follow up is not completed on a regular basis on balances which are outstanding. At the current time Billings and Collections: Other Accounts allocated to other individuals at the Town to create additional efficiencies within 7 P3 there is no standard timeline that is followed to dictate when the follow up should be completed with the Receivable - Recreation the process. individual with the outstanding balances. A listing of accounts receivable balances over a certain age will need to be developed which aligns with the newly developed policy which will facilitate the necessary follow up.

A listing of balances in arrears should be provided to the recreation staff and should Billings and Collections: Other Accounts Follow up is not completed on a regular basis on outstanding balances. At the current time there is no 8 P4 individuals attend the arena with balances outstanding should be required to pay Receivable - Recreation standard process that is followed to dictate the steps required when there are outstanding balances. their balances prior to completing their current deposit at the landfill. 122

The access to the safe should be limited to individuals who are not preparing the It was noted all staff within the finance and administration group have access to the safe and are aware of cash deposit information. This is needed to ensure should cash be missing in the the combination. While certain staff members have the combination, they do not use the combo and safe there would be a limited number of individuals who have access to the safe. Billings and Collections: End of Day Cash access the safe. 9 P1 Reconciliation It is recommended the CAO, DC and DF are the only individuals with access to the Given all staff are aware of the combination for the staff funds can be removed from the cash stored in safe as these individuals would not be processing or recording payments. This will the safe and there would be no way to determine who has accessed the safe of the cash. require the lock / combination on the safe to be reset which will be investigated in Q4 2020.

Faced with aging infrastructure, growing demands for service and changing operating environments, Ontario's Municipalities are challenged to control costs and get more out of their asset base. A structured and robust approach to Infrastructure Asset Management helps organizations make informed and effective plans and decisions, align capital and operations spending with goals and priorities, and manage the trade-offs between service, risk and cost over the asset lifecycle.

As a result, it is recommended a structured asset management policy be developed which aligns the asset management planning decisions with other guiding At the current time the process of determining which projects take precedent are not defined. The documents for the Town including the strategic asset management policy and the process for capital project selection is mainly reactionary and can be based on issues that arise. There is a Official Community Plan. The policy should: 10 Capital Contract Project Management P1 lack of long term asset management planning. Recent changes to provincial regulations relating to asset - Set and communicate organizational commitment to AM principles and management further highlight the need for full asset management planning to meet the Phase II philosophies milestones as of July 1, 2023. - Align and integrate asset management with the Town’s Strategic Planning process, as well as other key goals, policies and plans - Confirm how stakeholders will be engaged and their input included in the asset management planning process - Support formation of a culture that values asset management and makes it a priority - Define asset management responsibilities and accountabilities for Council, CAO and management - Guide the asset management planning process, and embed asset management thinking in to ongoing capital, operations and maintenance activities 123

A formal guidenline for allocation of responsibilities for capital projects should be documented by the Town. This would include allocation of responsibilities for projects to the various DHs. It is recommended capital projects $50K and below are managed by the DHs with support from the finance group for the overall reporting requirements to the funders.

It was noted throughout the process mapping session that the CAO spends a considerable amount of time While projects exceeding $50K will likely have CAO involvement, it is recommended managing the various capital projects. It was noted the size of the project does not matter and CAO the first point of contact be the DH with the CAO moving into a support role on the 11 Capital Contract Project Management P2 involvement was noted on smaller projects. The involvement in each project results in an inefficient use various projects. of the CAO’s time and takes away from a more strategic focus on longer term capital planning for the Town. For significant projects (exceeding $250K) the CAO should be the lead individual for the project, with coordination at the departmental level when needed.

Formal policy development is recommended for the delegation of responsibilities to ensure all staff are aware of the new process for managing projects. This formal policy for capital projects should be aligned with the newly approved purchasing policy for the Town.

As indicated within the purchasing and accounts payable process maps, revisions It was noted throughout the process mapping sessions that changes are required to the purchasing policy are required to the purchasing policy. as the current policy requires CAO approval of purchases greater than $2K. As a result, regardless of 12 Capital Contract Project Management P3 overall responsibility for the capital projects there is significant CAO approvals required given the As part of the process mapping activities, KPMG has reviewed the purchasing policy requirements of the purchasing policy. and best practices have been suggested within the purchasing process via the updated / revised purchasing policy 124

It was noted employees are provided a choice on a manual vs. electronic pay stub. The dual process followed creates additional work for the finance group. The APC should follow up on all employee information sheets to ensure upon hiring the email address is filled ouy by the new employee. When an employee is hired they are provided with documentation where their email address is provided 13 Payroll: Payroll Processing P6 to the Town. The majority of employees also have a Town email address. There are three individuals All employees should be provided with an electronic pay stub to ensure one who receive paper copies of their pay stubs as they have not provided email address (mainly volunteer process is followed and to allow for a reduction in the use of paper in the printing fire fighters). of the pay stubs.

It should be noted all individuals have access to the G drive therefore the folder It was noted throughout the review that payroll information is stored on the G drive and can be access by where the payroll documentation is stored should be password protected, with the 14 Payroll: Payroll Processing P7 any member of the finance group. password only available to the CAO, DF and APC. This will ensure confidentiality of data payroll related information.

Follow up should occur with the supplier (McDougall Fuels) to ensure the sensors The fuel tanks are to be monitored and re-filled once they hit a certain reorder point. It was noted this 15 Fuel Tank Usage P1 indicating the fuel reorder point are working to reduce the chance of an empty fuel has not occurred on each occasion and the fuel tank has been emptied prior to re-filling. tank before the re-fill.

Throughout discussions with the DPW it was noted there is a system which would The fuel usage is tracked via the use of a manual tracking sheet within the public works office. The require the use of a fob and a key code prior to fueling. This would allow the fuel tracking sheet is manually updated when individuals utilize gas from the fuel tank. Given that the to be tracked automatically and remove the need for the manual tracking sheet. spreadsheet is updated manually only, there is the risk usage is not appropriately tracked or updated We understand however preliminary cost estimates for this program are significant within the tracking sheet for each usage. This results in an increased amount of fuel allocated to the (original quote was $13K however subsequent quotes are significantly higher at 16 Fuel Tank Usage P2 public works department (as allocations of fuel usage are competed bi-monthly via the tracking sheet) $70K).

In addition, the documentation within the manual tracking sheet is not legible on all occasions. If the APC In the interim, the manual tracking sheet should be updated to include the cannot determine the individual or department utilizing the fuel this is not recorded / allocated to the department and require a last name to be included on the spreadsheet. This will appropriate department within the system. facilitate the tracking of the information to ensure it’s legible and clear. 125

It was noted reconciliations of the fuel usage are not completed as there is currently no ability to Implementing the tracking system noted above would assist with ensuring complete fuel dips. It was noted in the prior year the total spend on fuel was $93K annually however appropriate usage of fuel. Given the cost of the system it might not be possible to there was no method of completing a reasonableness reconciliation of the fuel usage and allocation of implement the process at this time. 17 Fuel Tank Usage F1 fuel costs by department. In addition, there are surveillance cameras are in place but are not utilized. In the interim, the surveillance cameras should be utilized to ensure there is a As a result of the above, inappropriate use of the fuel can occur (such as for personal use). Given there oversight on the fuel tanks and use of the fuel. If needed, cross referencing can are no reconciliations completed it would not be possible to track inappropriate usage of fuel. occur between the video surveillance and the manual tracking sheet.

As fuel usage is tracked manually, it must be accumulated by the APC on a bi-monthly basis in order to re- Implementing the tracking system noted above would assist with ensuring allocate the costs between the various departments. This requires the APC to add up the quantities used appropriate usage of fuel. Given the cost of the system it might not be possible to and calculate a cost per litre based on the most recent invoice for purposes of calculating the cost to implement the process at this time. allocate. 18 Fuel Tank Usage P3 In the interim, the manual tracking sheet should be updated to include the The current process requires the APC to accumulate information manually which can result in calculation department and require a last name to be included on the spreadsheet. This will errors. In addition, should the information on the tracking sheet not be legible the costs are not re- facilitate the tracking of the information to ensure it’s legible and clear. allocated.

It is recommended should there be an increase use of P-Cards that there is an update to the purchasing policy to include approved credit card limits by level of Throughout the course of the review it was noted that credit card limits are not specified within the 19 Credit Card Processing P1 individual. There is an existing credit card policy in place at the Town however with purchasing policy. an increased use of P-Cards the policy will need to be revisited. The review of the outstanding cards and the policy is to be completed in Q4 2020. 126

Investigate if electronic purchase requisitions can be completed within the accounting system. The Department Head would input the request directly into the Purchase orders are completed manually on paper. The information on the purchase order then needs to accounting system. It can then be reviewed and approve, automatically generating 20 Credit Card Processing P2 be entered into the accounting system by the Accounting Clerk resulting in a supplication of efforts. a purchase order, reducing the risk of input error. When the invoice is received, it can be applied against the existing purchase order and requisition without having to input the purchase and journal entry information again.

Changes should be made to the purchasing policy to establish what purchases are authorized to be made by credit card (hotel, travel costs etc.). A credit card agreement should be signed by each card holder indicating they understand the types of purchases allowed on each credit card.

The transition to P-Cards will require the DHs to provide receipts and coding for Given that P-Cards are not used on a frequent basis, there is no formal policy that states the type of each purchase to allow for appropriate recording. 21 Credit Card Processing F1 purchases can be made by credit cards. There could be a risk of inappropriate purchases or personal purchases made on the P-Card. The finance group should continue to request each department to complete the coding and provide accurate information to the finance group.

There is an existing credit card policy in place at the Town however with an increased use of P-Cards the policy will need to be revisited. The review of the outstanding cards and the policy is to be completed in Q4 2020. 127

In order to have each DH accountable for the reconciliation of the credit cards, it is All cardholders have access to online credit card statements however it was noted the DF downloads recommended each users download their credit card statements monthly and 22 Credit Card Processing P3 them and forwards them to each user. complete the reconciliation. Once completed this should be provided to the DF for review and approval.

In order to have each DH accountable for the reconciliation of the credit cards, it is recommended each users download their credit card statements monthly and complete the reconciliation. Once completed this should be provided to the DF for review and approval.

The transition to P-Cards will require the DHs to provide receipts and coding for The DF reconciles the credit card statements with the invoices provided by the card holders. If the DF is each purchase to allow for appropriate recording. 23 Credit Card Processing P4 missing an invoice or unsure where to code the expense, a request is made to the card holder for additional information. The finance group should continue to request each department to complete the coding and provide accurate information to the finance group.

All receipts should be attached to the reconciliation completed by the DH. For receipts not submitted the expense will be deemed as a personal expense and deducted from the subsequent pay cheque of the individual. 128

Following up on the transactions to ensure all transactions are appropriately recorded in the bank account is necessary given the increased number of online transactions. It is however recommended that someone other than the DF be As a result of a situation in prior years when the bank account when into the credit line the DF reviews all 24 Monthly Reporting Process P1 allocated the responsibility to complete the daily reconciliation of the bank bank transactions and clears the transactions on a daily basis. accounts. This task could be allocated to the AC, APC and ACW to allow the DF to focus on tasks associated with review and oversight after the formal procedure has been drafted and documented and is followed by staff.

As management moves to a more formalized quarterly reporting process to Council ensuring all transactions are recorded in the appropriate period will become At the current time a formalized month and quarter end process is not followed or communicated to increasingly important. A schedule should be created by the DF and communicated 25 Monthly Reporting Process P2 staff. The current focus is ensuring annually the transactions and accruals are updated for purposes of to the DHs and the finance team in order to ensure on a quarterly basis the preparing the year end financial statements. financial results are appropriately recorded and complete to ensure management and Council is making decisions based upon accurate information.

Investigation into reports for monthly reporting is critical to reduce the amount of Throughout discussions it was noted the monthly variance reports, which detailed the revenue and time associated with the preparation of the reports by the DF. A more detailed expenses by department are time consuming to produce. In addition, the reports and financial 26 Monthly Reporting Process P3 report at the department level will require increased accountability for the DHs as information from Vadim is not presented in a manner that is user friendly and easy to access within the they will be required to report back on the results of the budget vs. actual results system. for the period. 129

As noted in the previous course of action, each DH should be provided with a monthly actual vs. budget for their department. A threshold of dollar value and percentage changes between the actual and budget should be set with each DH responsible for providing a written explanation of the over/under spending along with a forecast of spending to the end of the calendar year and a discussion as to whether there are any changes needed to the forecast for the remainder of the At the current time the CAO/Clerk and the DF are responsible for analyzing the budget vs. actual spend year. for Council. As noted in the next page, the department managers are responsible for the development of 27 Monthly Reporting Process P4 their departmental budgets but given the system reporting constraints reports are not readily available Requiring the DHs to report on the spending within the budget lines under their from Vadim for the purposes of the monthly actual to budget analysis by department. control will result in increased accountability and increased oversight completed by the DHs.

Involving the DHs in the analysis of the departmental spending will allow the DF and the CAO to focus on the bigger picture items impacting the Town, analyzing the results for the Town as a whole. This will also allow for additional time to be spent on strategic and capital planning for the Town.

Recently a budget policy was presented and approved by Council indicating a requirement for the Management should set a dollar value and percentage change between the department mangers to review monthly (actual vs. budget by department) along with a quarterly budgeted and actual expenses requiring a follow up by the Department Head for presentation to Council on the actual vs. budget spend. This is to be completed June, October and inclusion in the quarterly Council presentation. 28 Monthly Reporting Process P5 December. A reasonable threshold would be 5% of the account balance and a dollar value There is no standard threshold for variances to be followed up on. based on a percentage of the total expenses for the year.

Consideration should be given to the use of a budgeting software to facilitate the The budgeting process for the Town is completed within Excel spreadsheets. The budget template budget preparation process. This would reduce the amount of time and effort in 29 Budgeting Process (Operating) P1 utilized within the process is prepared using Excel with all departmental budgets required to be input into the manual updates required each time a change to the individual department the Master Budget template. budget is made. 130

The Town may want to explore the implementation of a module within CityWide which allow the Town to shift to an electronic work order system. Based on information provided, the processes for work order management and daily work assignment are 30 Public Works – Work Order Management P1 done using general software opposed to software capable of creating, tracking and managing work until it The electronic work order system has been approved by Council within the 2020 is completed budget. It is anticipated this work order management system will be implemented by Q4 2020.

The Town may want to explore the implementation of a module within CityWide which allow the Town to shift to an electronic work order system. Based on information provided, the processes for work order management and daily work assignment are 31 Public Works – Daily Work Assignment P1 done using general software opposed to software capable of creating, tracking and managing work until it The electronic work order system has been approved by Council within the 2020 is completed budget. It is anticipated this work order management system will be implemented by Q4 2020.

All applications are required to be entered into to the system for tracking. No It was noted throughout the course of the review that not all building permits are entered within the manual building permits can be used. To ensure this occurs, all manual building 32 Building Permits P1 system. Not recording all permits does not allow for appropriate tracking of information within the permit documents should be shredded to prevent use going forward. system nor the ability to appropriate KPIs as actual results cannot be compared to the indicators.

The Town may want to review and update the policy and bylaw to ensure both Based on information shared, the policy and bylaw regarding the provision of building permit extensions reflect current practices and governance. The Town may want to delegate the are out of date and may not be consistently adhered to. The policy states only one extension will be 33 Building Permits P2 authority of granting extension to the Chief Building Official, in consultation with permitted or the applicant needs to appear before planning and bylaw committee (which no longer the Director of Protective Services to allow for more efficient and effective decision exists). making.

The Town may want to eliminate the direct involvement of the CAO and allow for The current process involves the CAO receiving comments from all related parties on a planning those comments to be directly provided to the CBO in consultation with the 34 Planning Applications P1 application and then forwards those to the CBO. Director of Protective Services to reduce the amount of time required within the process. 131

The current process involves the Planning Advisory Committee (‘PAC’) to review planning applications and The Town may wish to change the process to staff to provide Council with provide recommendations to Council. Based on information provided, the use of the PAC could extend 35 Planning Applications P2 recommendations and potentially shorten the time required to make decisions on the time required to provide recommendations to Council given the frequency of meetings. Additionally, planning matters. it would appear that the PAC no longer exists.

911 Addressing – Change to Existing Based on information provided and a review of the Town’s 2020 user fee bylaw, the Town charges a 36 P1 The Town should commence the process for invoicing all 911 address applications. Address processing fee for 911 addressing which may not always be invoiced.

The Town may want to consider the following two items: The CBO circulates all applications to other Town departments for comments. There does not appear to 911 Addressing – Change to Existing be an internal timeframe established for commentary and it is done through email opposed to a form 37 P2 - Establish an internal reporting timeframe for comments to be received Address which would allow for a more standardized approach to consolidating comments where applicable and - Develop an electronic form (i.e. pdf fillable) that allows for a standardized following up on delayed responses. approach to providing comments when required

Based on information provided and a review of the Town’s 2020 user fee bylaw, the Town charges a 38 911 Addressing – New Address P1 The Town should commence the process for invoicing all 911 address applications. processing fee for 911 addressing which may not always be invoiced.

While the information may be provided to all departments, it is not clear whether comments are received from all parties. The Town may want to consider the The CBO circulates all applications to other Town departments for comments. There does not appear to following two items: be an internal timeframe established for commentary and it is done through email opposed to a form 39 911 Addressing – New Address P2 which would allow for a more standardized approach to consolidating comments where applicable and - Establish an internal reporting timeframe for comments to be received following up on delayed responses. - Develop an electronic form (i.e. pdf fillable) that allows for a standardized approach to providing comments when required

The Town may want to develop a public education campaign about the importance Typically, the Town initiates changes to 911 addressing when working with the Town’s CGIS network. 39 911 Addressing – New Address P3 of addressing. The Town may also want to complement the campaign with an There are concerns about compliance across the Town with respect to addressing. enforcement campaign to address compliance. 132 ______

Algoma Sno-Plan Agreement Initials of Operator Page 1 ======

THIS AGREEMENT BETWEEN

THE CORPORATION OF THE TOWN OF BLIND RIVER (Hereinafter called the “Town”) OF THE FIRST PART

- and –

ALGOMA SNO-PLAN

a company registered pursuant to the laws of the province of Ontario with offices in the Town of Blind River (hereinafter referred to as the "Operator")

OF THE SECOND PART

NOW THEREFORE THIS AGREEMENT WITNESSETH THAT the parties hereto agree as follows;

1. PURPOSE

The Operator agrees to operate a business at the agreed location in accordance with the following terms and conditions:

a) The Town agrees that Algoma Sno-Plan shall be provided with space at the Tourist Information Centre, located at 243B Causley Street.

b) All required improvements and installation of fixtures and chattels on the premises shall be at the sole expense of the Town and shall be presented to the Town for approval prior to any installation and/or purchases taking place which would alter the existing conditions of the premises.

c) All items whatsoever related to proposed leasehold improvements including electrical wiring, mechanical connections, and structural mounts, shall be installed in accordance with all applicable safety, fire, and building codes to the satisfaction of the Town and at the sole expense of the Algoma Sno-Plan Association. No payment or concession shall be made to the Operator in consideration of leasehold improvements unless previously approved by Council. 133 ______

Algoma Sno-Plan Agreement Initials of Operator Page 2 ======

d) All installation specifications and details shall be presented in advance for the prior written approval of the Town and such presentation shall include a detailed sketch and/or diagram detailing materials and methods to be employed in addition to any desired alterations to existing structures, wiring surfaces, or related physical appearances to be carried out during installation of any improvements.

e) The Operator shall bear sole responsibility for the operation of the said office space during their hours of operation.

f) The operator shall be responsible for all minor expenses or repairs that are less than $500.00.

2. TERM OF AGREEMENT

This Agreement shall commence on the 1st day of December 2020, and end on the 31st day of December, 2030, unless otherwise terminated in accordance with the provisions of this Agreement. The parties agree to review the rental fees in 2025.

3. FEES AND PAYMENTS

The contractor agrees to pay the town a fee of TWO HUNDRED DOLLARS ($ 200.00) PER MONTH (Plus HST). All fees shall be payable in advance on or before the 1st day of each month beginning the 1st day of December 2020, for a period of ten (10) years ending with the final payment on or before the 1st day of December, 2030. This contract will be subject to immediate cancellation if rent is not paid as specified.

4. TERMINATION

Either party may bring this agreement to an end by giving the other party thirty (30) days written notice of the intention to do so.

5. MAINTENANCE AND GENERAL APPEARANCE

The Operator agrees to maintain the orderly appearance and state of repair of the premises and shall be responsible for appurtenances and displays for the term of this agreement.

134 ______

Algoma Sno-Plan Agreement Initials of Operator Page 3 ======

6. LIABILITY INSURANCE

The Operator shall provide proof of comprehensive liability and property insurance for all goods, chattels, and activities of the Operator to a minimum of ONE MILLION DOLLARS ($1,000,000) per occurrence. The Operator shall ensure that the insurance coverage remains in force for the term of this agreement.

7. NOTICE

Notices made under this agreement are to be sent:

if to the Town of Blind River, to:

Town of Blind River Phone: (705) 356-2251 P. O. Box 640 Blind River, Ontario P0R 1B0

and if to the Operator, to:

Algoma Sno-Plan Phone: (705) 356-xxxx 243B Causley St Blind River, Ontario P0R 1B0

and shall be deemed to be effectively given if sent by registered mail, or by fax or other electronic means, addressed to the receiving party as provided herein and shall be deemed to have been received at the time when in ordinary course the notice would have reached it's destination.

9. AMENDMENTS

This agreement may be amended by the mutual written agreement of both parties. It is understood by both parties that this agreement supersedes and annuls any previous agreements relative to the operation or occupation of facilities and sites for the purpose herein described.

10. GENERAL TERMS & CONDITIONS

a) This agreement shall be interpreted and governed by the laws of Ontario. 135 ______

Algoma Sno-Plan Agreement Initials of Operator Page 4 ======

b) The Operator shall indemnify and save harmless the Town, it's employees and agents from and against all claims, demands, losses, costs, damages, actions, suits, or other proceedings including libel or slander, by whomsoever made, brought, or prosecuted in any manner based upon, occasioned by, or attributable to the negligence or want or care of the Operator, it's officers, servants, agents, or employees under this agreement or through any use of the site by unauthorized parties.

c) The Operator may not assign this agreement or any part thereof without the prior written consent of the Town, and the Operator agrees not to sublet the premises in whole or in part without the written consent of the Town.

d) The Operator agrees to provide proof of business registration and licensing as required for carrying out any activities herein under described in advance of such activities, and to maintain such licenses and registrations in good standing during the Terms of this Agreement. The Operator shall be responsible for all business taxes, license fees and registration fees required by the Town or any other governmental or regulatory agency with jurisdiction arising from the conduct of the business proposed or subsequently operated by or for the Operator.

e) For greater certainty, it is declared and agreed between the parties that nothing stated in this Agreement shall be deemed to create the relationship of employer and employee between the Operator and the Town.

f) There shall be no waiver of a breach of any term or condition of this Agreement unless the waiver is in writing signed by both parties. A waiver with respect to a specific breach shall not affect any rights of the parties relating to other or future breaches of a similar of dissimilar nature. Moreover in the event any part of this agreement is declared null and void by a court or tribunal of competent jurisdiction, then, only such part of this agreement as shall have been so declared null and void and no other shall be affected and the remainder of this agreement shall be in full force and effect.

g) Words in this agreement importing male gender include female and words importing the singular include the plural and vice versa. 136 ______

Algoma Sno-Plan Agreement Initials of Operator Page 5 ======

h) All information obtained by the Operator, its employees or agents in the course of or incidental to the carrying out of the terms and conditions of this Agreement (either during the term of the Agreement at anytime or thereafter) shall not be divulged to any person, firm or corporation other than the Town of Blind River or the agents or representatives of the Town of Blind River for any reason whatsoever without the prior written consent of the Town.

IN WITNESS WHEREOF the parties execute this Agreement in triplicate this

______day of ______, A.D. 20 _____.

SIGNED, SEALED AND DELIVERED:

FOR THE CORPORATION OF THE TOWN OF BLIND RIVER

KATHRYN SCOTT, CAO/CLERK

______(place corporate seal of the Town below) witness

AND FOR THE OPERATOR

Algoma Sno-Plan

______(signature of authorized officer for Operator)

witness 137

TOWN OF BLIND RIVER JOB DESCRIPTION

JOB TITLE: Tourism Ambassador REVISED:

DEPARTMENT: Facilities & Community Services PAGE: 1 of 3

DIVISION:

DIRECTLY RESPONSIBLE TO: Director of Facilities & Community Services

INDIRECTLY RESPONSIBLE TO: CAO/Clerk

MAIN PURPOSE: Responsible for supporting the marketing, advertising, and attractions in Blind River. The Tourism Ambassador prepares internal and external communication materials, ensuring consistency in messaging and tone throughout websites, publications and communications. This position is responsible for the overall delivery of the Blind River Tourism communications activities by providing clear, professional, and creative communications. Liaise with senior management to further develop Blind River’s tourism product.

KEY RESPONSIBILITIES:

1. Provide expertise in the creative design and development of communications products and services, including online communications, website content management, publications, print production, attraction signage and graphic design solutions;

2. Research, write, review and edit communications and media products, and ensure publication materials meet legislative requirements (accessibility, visual identify, French Language requirements, privacy, etc.);

3. Research, write and collaborate with municipal staff on related grant applications for the Town of Blind River;

4. Understands Blind River’s history as it relates to our tourism strategy;

5. Monitor website usage and new media activity, conduct analysis of usage trends and user feedbacks, and make recommendations;

6. Use social media network interface to provide targeted attraction event and program information;

7. Support the creation, planning and implementation of programs and promotional opportunities from concept to completion;

8. With the support of the Director of Facilities and Community Services, provide functional support in the daily, monthly, and quarterly communications calendar 138

9. Gather, research and prepare communications material;

10. Prepare or oversee the preparation of public reports, presentations, Website content and press releases;

11. Assist in the preparation of brochures, reports, newsletters and other material;

12. Other duties as directed by the Director of Facilities & Community Services, CAO/Clerk or designate.

EDUCATION/EXPERIENCE/SKILLS TRAINING

 Certificate / Diploma in Communications, Tourism Management, Event Planning, Project Planning, or relevant combination of experience;

 Minimum of two (2) years related experience;

 In depth knowledge of regulations, policies, and guidelines as they relate to tourism ;

 You have knowledge of website page design and layout methods, standards, best practices and trends;

 You have knowledge of text editors, word processing tools and graphic image editing software (MS Office, Adobe Creative Suite, Corel Draw), and new media platforms (Twitter, YouTube, Facebook, Flickr, TripAdvisor);

 You have knowledge of product (print, signage and electronic) electronic methods of distribution, information transmission, layout, and printing and sign production processes;

 You can write and edit materials to convey key messages;

 You can write in plain language and ensure content is appropriate for the intended audiences;

 You have strong creative and conceptual capacities to develop innovative approaches to promote the parks' programs and services;

 You can create compelling content for traditional and new media channels that support market reach and overall impact;

 You can manage multiple communications projects to meet tight deadlines;

 You can communicate effectively with people, and provide consultative advice and services;

 Superior understanding of social media and search engine optimization;

 Ability to interact successfully with all levels of administration; 139

 Ability to work with minimal supervision;

 Sound understanding of Blind River’s tourism, business communities, and the District;

 Strong organizational skills;

 Excellent oral and written communications skills;

 Public relations skills;

 Valid Ontario Driver’s License.

WORKING RELATIONSHIPS:

Internal: Other departmental staff, Committees and Council.

External: Liaison with other municipalities, Provincial departments, agencies and various contractors.

Suppliers of services and equipment.

WORKING CONDITIONS:

Office setting Required to work 35 hours per week Overtime/weekend work may be required After hours meeting attendance required Travel may be required.

COMPENSATION/BENEFITS:

$26.07 - $32.59 per hour for 35 hours per week, plus group health benefits and pension.

140 The Corporation of the Town of Blind River REPORT

RE: Sale of Land Policy

Date of Creation: November 25, 2020

Author: Treasurer, S. Dent

OBJECTIVE

To amend the process with respect to offers received for the purchase of surplus municipal lands.

BACKGROUND

The current policy for the sale of vacant lots (Policy No. 1.3.9 – copy attached) stipulates the pricing structure for different property sizes.

The current practice is that if an offer is received for anything less than the price stipulated in the policy, the offer must be approved by Council. This results in staff having to write reports for what may be small differences and could delay the process significantly during certain times of year when only one Council meeting per month is held.

The CAO/Clerk should be able to accept reasonable offers without additional Council authorization.

BUDGET IMPLICATION

There should be minimal impact as Council has been willing to accept reasonable offers in the past that are less than the asking price.

RECOMMENDATION

THAT the Sale of Vacant Lots Policy be amended to allow the CAO/Clerk to accept offers that are within 15% of the asking price.

Page 1 of 1

141

TOWN OF BLIND RIVER POLICY MANUAL SECTION: ADMINISTRATION AND FINANCE SUB-SECTION: FINANCE POLICY TITLE: SALE OF VACANT LOTS

POLICY NO: 1.3.9

PURPOSE

Take Notice that the Town of Blind River Municipal Council has declared a number of municipally owned lands as surplus to municipal needs. Council had given the Clerk Administration the ability to sell vacant lots based on the following criteria:

 Normal sized lots ( + or - 50ft by 100ft) to be sold for $ 8,000.00  Larger lots ( + or - 100ft by 100ft) to be sold for $ 16,000.00  Undersized lots to be sold to adjoining property based on proportion to normal sized lots  The Purchaser will be responsible for any surveying fees  The Purchaser will be responsible for the Municipality’s legal fees

Approval Date: September 08, 2015 Approved by: Council Res. 15-332 1.Amendment Date: Approved by: 2.Amendment Date: Approved by: 3.Amendment Date: Approved by:

1 | P a g e

142

From: Graeme at NSPG [mailto:[email protected]] Sent: Wednesday, December 9, 2020 1:32 PM To: Katie Scott Cc: Dana Shackelton ; Pam Walsh Subject: RE: Tower at Water Tank

Hi Katie,

Of our 74 projects in Blind River, only 4 or 5 are still communicating through the dish on the water tower.

We will change them over to wireless modems shortly, we have ordered the new equipment.

When you replace the tower please ask them to lower our dish and we will come get it, along with our desktop computer inside the building.

Thanks, Graeme

From: Katie Scott Sent: Wednesday, December 2, 2020 1:56 PM To: 'Graeme at NSPG' Subject: RE: Tower at Water Tank

Great! Thanks Graeme.

Katie

From: Graeme at NSPG [mailto:[email protected]] Sent: Wednesday, December 2, 2020 1:10 PM To: Katie Scott ; 'Dana Shackelton' Cc: Pam Walsh Subject: RE: Tower at Water Tank

Katie,

Let us check if we are still sending project power data through that equipment. Not sure if we still use it, we typically switched to wireless modems. We will come back to you on this.

Thanks, Graeme

From: Katie Scott Sent: Wednesday, December 2, 2020 9:09 AM To: G. Lowry ([email protected]) ; Dana 143

Shackelton ([email protected]) Cc: Pam Walsh Subject: Tower at Water Tank

Good morning,

It has come to my attention that NSPG has equipment installed on our communications tower at the water tank. All other users who have equipment are paying a monthly service charge to have the equipment located on the infrastructure.

I have brought this forward to our Corporate Services Committee as the tower is in need of replacement and revenues generated from the use of the tower space help to offset these fees. Currently the monthly agreements we have in place are $300 plus HST per month and as such we are requesting the same from NSPG to have your equipment on the tower.

Please advise if this site is still required for your equipment and I will draft an agreement to commence payments for December 1, 2020.

Katie

Kathryn Scott CAO/Clerk Town of Blind River 11 Hudson Street P.O. Box 640 Blind River, ON P0R 1B0

705-356-2251 ext. 213 cell 705-227-1094

This email is intended for the original recipient only and may contain confidential information that may be exempt from disclosure under applicable law. Please notify sender if you are not the intended party and delete the email.

144 145 146

Invoice for membership to HNCEA

Membership fees are set at $1 per capita per community capped at $3,000.

Please make the cheque payable to the East Algoma Community Futures Development Corporation.

The East Algoma Community Futures Development Corporation has agreed to support the administration of the HNCEA and will receive the fees in trust to be used for the work of the alliance. This will allow for funding applications, establishing a regional calendar, a communication network and an asset inventory project to go forward.

Member: Blind River

Population: 3472

Financial contribution to year 4 (2021): $3,000.00

Population numbers from Statistics Canada, 2016 Census.

Please mail your cheque to:

East Algoma CFDC

P.O. Box 398

Blind River, ON P0R 1B0

Thank you for your support and commitment to the region

from the ‘HNCEA’. 147

From: Dana Shackelton (GM) [mailto:[email protected]] Sent: Thursday, December 10, 2020 5:37 PM To: Katie Scott Cc: Graeme Lowry ; Sierra MacDonald-Talbot Subject: Re: FW: Blind River Dam Operations

Hello Katie,

For reasons which we will explain, NSPG cannot precisely report the energy generation, and thus the value of energy purchases displaced, for the Blind River Generating Station.

For most of 2020 the turbines, generators and the protection and control systems, were shut down, This was due, as you mentioned, to factors such as COVID shipping delays, mechanical failures, maintenance work and fluctuating tailrace water levels. We were catching up on some overdue parts replacements.

In addition, it was discovered that the controls put in place by Gedawinova for the Town to control the units no longer capture an accurate energy production reading on unit #2, since the Town installed a power harmonizer at the Sewage Treatment Plant and then had to shut the power capacitors off in the powerhouse for the corresponding generator.

The Power Capacitors refine the accuracy of the generation output reading by improving the power factor. With the power capacitors off, the power factor ranges from .30 to .60 and occasionally jumps above or below, where it should be as close to 1.00 as possible.

For this reason we have obtained quotes for two revenue-grade meters to buy this month and install at the start of 2021. We wanted to wait until we were able to run both units to avoid the expense until beneficial, which we are now able to do.

To purchase one revenue grade unit for each turbine would be approximately $5000 for materials, plus tax (for both).

We anticipate running both units from the start of 2021 and would like to have until July 2021 to pursue this answer, and depending on the outcome reported to the Town at that time, may request another 6 month interval to continue the analysis to the end of 2021. To complete this analysis, we require the monthly hydro statements for both the sewage treatment plant and the town hall be forwarded to us at the time of receipt. Please have them sent to me at [email protected]. I will 148

ensure they are sent to Graeme and Sierra. We also request permission to officially request Hydro to switch the Sewage Treatment Plant to a Net Metered facility. Then we will be able to compare, every month, the readings from the new revenue-grade meters in the powerhouse to the Net Meter readings on the hydro statements for both the Town Hall and the STP.

With this information we can provide accurate reports to you and Council and also work with Hydro on your behalf if there are discrepancies.

To review the work completed in 2020, attached please find a summary of:

 expenditures to date,  expected expenditures before the end of the year and  budget requested for 2021.

Please let us know if you have any questions regarding the above.

Respectfully,

Dana

149

2020 Approved Spending Town Dam Approval Received: March 3, 2020

Operating Budget OPEX $20,000 Captal Budget CAPEX $20,500 $40,500

January February March April May June July August September October November December YTD TTL Approved Remaining

Opex $ 786.02 $ 543.08 $ 1,804.46 $ - $ - $ 456.36 $ 2,920.94 $ 353.14 $ 4,936.29 $ 11,800.29 $20,000 $8,199.71

Capex $ - $ - $20,500 $20,500.00

O&M $ 3,055.50 $ 3,055.50 $ 3,055.50 $ 3,055.50 $ 3,055.50 $ 3,055.50 $ 3,055.50 $ 3,055.50 $ 3,055.50 $ 3,055.50 $ 3,055.50 $ 3,055.50 $ 36,666.00 $ 36,666.00 $0.00

No markup No markup Operating. charged. Down charged. Down expenses not yet expenses not yet Notes Markup for repair longer for repair longer billed billed resumed. than anticipated. than anticipated. opex w/hst $ 888.20 $ 613.68 $ 2,039.04 $ - $ - $ 515.69 $ 3,300.66 $ 399.05 $ 5,578.01 $ - $ - $ -

Highlights of 2020 Work: 2020 $ 4,926.29 Hydraulics Repair and Upgrade Unit Alignment (time only) 341.98 New Sumps Installed $ 1,783.41 Replaced Cracked Generator Feet $ 1,769.50 Electrical Upgrade $ 437.00 New Life Jacket $ 1,769.50 Installed New Packing $ 14,000.00 New headgate winches (Capital) *to be billed by year-end $ 5,500.00 Purchase 2 Revenue Grade Meters (Capital) *to be billed by year-end $ 30,527.68

Expected Upcoming Work: 2021 2022 2023 $ 1,000.00 Install remote level monitoring $ 2,500.00 Replace Control Components (Screen, Gedawinovo) $ 10,000.00 Sloped removable roof with metal roof sheeting $ 20,000.00 Fix Trashrack <=> $ 20,000.00 Generator Overhaul (2001 previous @ $16k) $ 6,000.00 Hydraulic Motor, heater and elecrical upgrades $ 2,000.00 Generator Inspection bushing (spare) $ 2,000.00 Generator Bearings hydraulic valves (spare) $ 2,000.00 Install Revenue Grade Meters $ 2,000.00 Turbine bearings (2) $ 2,000.00 Turbine belts (2) Minor spare parts (via op ex)

$ 31,000.00 $ 22,500.00 $ 16,000.00

Budget Requested for 2021

$ 36,666.00 Monthly Service Fee ($3055.50 + HST) to continue at 2020 rate, plus annual CPI increase in Janaury $ 16,000.00 Operating Expenses $ 20,000.00 Capital Expenses 150

DATE: November 19th, 2020

TO: Huron North Community Economic Alliance Communities

FROM: Emilie Currie, EDO and Broadband Lead

SUBJECT: Universal Broadband Fund Rapid Response Application

As part of our ongoing initiatives in Broadband, the Huron North Community Economic Alliance

is supporting Leepfrog Telecom in an application to the Rapid Response Stream of the Universal

Broadband Fund.

Leepfrog Telecom is an Internet Service Provider (ISP) willing to invest in our communities to

bring high speed internet connectivity to foster economic growth, improve community access

to healthcare and education while ensuring rural communities in Northern Ontario are not left

behind. Leepfrog Telecom has proposed a solution that uses a combination of WIFI and new

Television White Space (TVWS) technology, bringing 50/10 Mbps broadband internet access to

residences of the community. Leepfrog Telecom will leverage the lessons learned from their

successful project in Iron Bridge to extend the capability to other communities along the North

Shore at minimal cost to the community.

The Rapid Response Stream of the federal Universal Broadband Fund is designed to enhance

household access to high-speed Internet in the very short term, or before November 15, 2021,

to address immediate broadband needs and to contribute to the acceleration of the

connectivity timelines and ambitions of the Universal Broadband Fund. Applications for the

151

Rapid Response Stream will be accepted on an ongoing basis until January 15, 2021 and

selected as they are received. The federal government encourages potential applicants to apply

as early as possible, and as such, we are working on a short timeline to submit our application

before Christmas.

As Leepfrog prepares their application in the coming weeks, they will require cooperation and

support from our communities. The application will require 3 items from our communities:

1. A letters of support for the project,

2. Potential locations for towers on municipal or First Nation Land, as well as, if

applicable

3. Permission for easements may be required as we move forward through the

application process.

Foundational to economic development is the need for reliable broadband across our member

communities. Partnerships like this help to facilitate an accountable, affordable, and high-

quality telecommunications network to service anticipated residential and commercial needs.

This service will be fundamental to the future economic prosperity, social development and

educational needs of the HNCEA region.

This is an exciting step forward in getting HNCEA communities connected and will make up one

of what we hope to be many broadband initiatives in this region. Please designate a point of

contact in your community for future communication regarding this application.

152

Throughout the application process, we will be seeking assistance from Sault Ste Marie

Innovation Centre (SSMIC) in obtaining data necessary for the application.

If you would like further information on Leepfrog Telecom and their proposal for the region,

please reach out to me at [email protected] . Please do not hesitate to call 613-223-3405

or email me with any questions.

Best regards,

Emilie

153 154

Broadband Advisory Committee Minutes

Tuesday November 10th 3:00PM-4:30PM

Universal Broadband Fund and RFP Process

- Rapid Response Stream Deadline: January 15th - Larger, High Impact Projects Deadline: February 15th - Mobile Projects Deadline: February 15th - Core UBF: Feb 15th - Susan to clarify which stream we would apply under but likely looking at a February 15th Deadline

Continuing to build relationships with ISPs:

Bell

- Willing to present to the BAC - Currently wrapped up in phase 2 of ICON funding which is complex so they are struggling to get those applications in

ViaNet

- Also involved in ICON applications, not for this region - Have no plans to operate in the HNCEA region

Xplornet

- No contact

Letter to Starlink

- Emilie and Susan to draft letter for committee review and then board approval - Susan to find contact information for Starlink

MOU with Crown Capital

- Susan has passed along mapping data with population and current data on speeds/service 155

- Emilie to find out from clerks what the current spending is in community buildings as well as service options and speeds 156

From: Carmelo Lipsi [mailto:[email protected]] Sent: Wednesday, November 18, 2020 11:05 AM To: Katie Scott Subject: MPAC: 2021 Values and COVID-19

To: Chief Administrative Officers, Clerks, Treasurers and Tax Administrators

Good morning Kathryn,

As you know, the Ontario government postponed our 2020 Assessment Update due to COVID-19 and 2021 property values will continue to be based on the current legislated valuation date, January 1, 2016.

This means all property assessments in Ontario must reflect the price a property would have reasonably been expected to sell for on that day.

The Assessment Act requires that MPAC use the January 1, 2016 date to assess all properties. We are unable to adjust 2020 property assessments for 2021 tax year based on the current impacts of COVID- 19, significant as they may be.

We are advising property owners that Requests for Reconsideration filed in 2021 that exclusively cite COVID-19 as the reason for review will not result in a change to the property’s value. MPAC understands its municipal partners are looking for certainty as they plan their 2021 budgets. That said, we cannot account for how appeals citing COVID-19 may be handled by the Assessment Review Board, so there always remains some risk that our municipal partners should account for in their planning.

It is our commitment during this challenging time to continue to support your municipalities through the processing of new assessment, sharing of best practices and keeping you up to date with news to help you manage your assessment base.

This includes sharing relevant highlights of the Ontario budget released on November 5, 2020, including:

Postponing the Property Tax Reassessment The budget mentioned the government’s decision to postpone the Assessment Update but did not provide a future date for the next reassessment.

Enabling Property Tax Relief for Small Businesses In response to concerns about the property tax burden on small businesses, the Province plans to provide municipalities with the flexibility to target property tax relief to small businesses.

To ensure appropriate flexibility, the government is proposing an amendment to the Assessment Act that would allow municipalities to define small business eligibility in a way that best meets local needs and priorities.

Reducing Property Taxes for Employers The Province announced immediate action to reduce high Business Education Tax (BET) rates by $450 million in 2021. As a result, the BET will be lowered to a rate of 0.88 per cent for both commercial and industrial properties beginning in 2021.

Property Tax Exemptions The budget proposes amendments to the Assessment Act to apply the existing property tax exemption for Ontario branches of the Royal Canadian Legion, for 2019 and subsequent tax years, to Ontario units of the Army, Navy and Air Force Veterans in Canada.

As we learn more about these announcements, we will aim to update all of you and identify ways to work 157

together.

We know these are challenging times and we are here to answer questions from property owners and support you in every way we can.

Please feel free to share this with your staff as appropriate.

Stay well and safe,

Carmelo Lipsi Vice President, Valuation & Customer Relations Chief Operating Officer

mpac.ca Municipal Property Assessment Corporation 1340 Pickering Parkway, Suite 101 L1V 0C4

Copy MPAC Regional and Account Managers

158

Member Update - November 2020 November 13th, 2020

Hello Everyone,

October and November have been an exciting time for us and many of our partners. We held our annual general meeting on October 29th. We have welcomed Councillors Keith Hoback of the Township of Plummer Additional and Sandra Trudel of the Town of Spanish to the Board of Directors. The Board of Directors also appointed Wilma Bissiallon of Serpent River First Nation to be the new Chair. Jock Pirrie of Huron Shores will continue in his position as Vice Chair and Betty Ann Dunbar of Blind River will return to her role as secretary/treasurer.

Here is what the staff has been up to over the past two months:

Broadband Our Broadband Advisory Council (BAC) has continued to meet bi-weekly. The BAC will continue to invite technology partners to present their technology solutions and business models. With the opening of the Universal Broadband fund, our team is preparing to submit an application to the Rapid Response stream and to initiate an RFP process to partner with a service provider to apply to the broader fund. The Board of Directors has also approved the drafting of a letter to Starlink to indicate that HNCEA region wishes to be considered for beta testing of their new satellite internet service.

As part of our background research for broadband, we are seeking information on current broadband in municipally controlled locations (Town Halls, Schools, Hospitals, Community Centres, Public Works). With these locations, we would also like the current level of service, annual broadband spending and information on current service levels, including providers, speeds and pricing. If you can share this information with us, it could go a long way in increasing our chances of receiving funding

Investment Readiness and Attraction We continued working with communities to complete the Government of Ontario’s Investment Readiness Test. Thank you to the staff who have taken the time to complete the test. This is an important first step in developing a regional investment attraction and retention strategy. We are also exploring what ways we can help address common gaps among communities.

Tourism and Agriculture 159

We are currently surveying businesses to find the best time to hold our sector forums.

Business Incubator As part of exploring the feasibility of a business incubator for the HNCEA area, we brought together EDOs and relevant organizations to discuss. From these discussions, we are exploring the potential to have a HNCEA business portal, podcasts on topics relevant to local businesses, quarterly meetings between all relevant organizations to share information as well as providing a follow-up service to see how entrepreneurs are doing after seeking advice or applying for funding.

Workshops, Webinars and Workforce Development We worked with Suzanne Faubert-Astles of ENDM to hold a funders forum on October 23rd to discuss funding applications and funding options. We have also been sharing programs related to helping businesses with adopting digital technologies.

Though we are in an unprecedented time, we will continue to work towards our objectives by developing projects that best serve the area.

Best Wishes,

The HNCEA Team

Please follow us on Facebook to stay up to date on HNCEA activities: https://www.facebook.com/Huron-North-Community-Economic-Alliance-HNCEA-832350653 615083 160 161 162

November 20, 2020 CAMECO CORPORATION Fuel Services Division 205 Peter Street Mayor Sally Hagman Port Hope, Ontario Town of Blind River Canada L1A 3V6 11 Hudson Street, PO Box 640 Blind River, ON, P0R 1B0 Tel 905.885.1129 Fax 905.885.9124 www.cameco.com Re: Blind River Refinery Leadership Announcements

Mayor Hagman,

I am writing to you today to inform you of the upcoming retirement of Chris Astles, general manager of Cameco’s Blind River Refinery.

Chris has been part of the Cameco family since 1983 and worked his way up through various positions at the Refinery and has been in the role of general manager since 2002. Chris has provided nearly two decades of steady guidance at the Refinery and is a leader, mentor, and friend to many. Chris’ positive impact has also been felt in the community of Blind River where Chris grew up and still calls home. We are grateful to Chris for his 37 years at Cameco, especially for his unwavering commitment to safety and community. The Blind River Refinery employs approximately 130 highly skilled and dedicated employees who are committed to continuing the legacy of safe operations. The safety of people and the environment remains our top priority. Chris remains with us until the end of the year and we welcome the incoming general manager – Terry Davis – on November 30, 2020. Terry previously spent 12 years with Cameco in various positions at our Cigar Lake and Key Lake operations. Most recently, Terry held the position of operating manager at Tech Resources in British Columbia. Please join me in welcoming Terry and congratulating Chris on his incredible career and on this important personal milestone. We value our relationship with you and look forward to continuing to work together.

Sincerely,

Dale Clark Vice President Fuel Services Division

163 164 165 166 167 168

AUDITED FINANCIAL STATEMENTS

for the year ended August 31st, 2020

Annual Report ELNOS Centre 31 Nova Scotia Walk, 3rd Floor Elliot Lake, Ontario P5A 1Y9 Tel: (705) 848-0229 Toll Free: 1-800-256-7299 Fax: (705) 848-1539 www.elnos.com 169

A Message from the Chair

Like all individuals, organizations, and businesses in Canada, the COVID-19 pandemic was the most significant event that impacted us in the ELNOS Region this fiscal year. To date we have not seen any direct impact on our ELNOS staff, board members, or families. However, at the time of writing this message Canada is seeing increased cases as we endure the second wave.

With respect to the ELNOS Board there were two positions to be filled in 2019 as a result of the passing of Blind River Council representative Clifford Spratt and the departure from the community of Heather Negrych. The positions were filled by Blind River Councillor Betty Ann Dunbar and Elliot Lake resident Martin Grace. Councillor Barbara Barton, representative for Township of the North Shore, resigned during the summer of 2020 and she has been recently replaced by Councillor Len Menard who will begin serving on the ELNOS Board this fiscal year.

With the departure of retiring ELNOS staff last year, Renate Wilson and Becky Ewald each joined ELNOS as a Bookkeeper and Administrative Assistant respectively.

Some less than positive events that occurred this year include:

· There were 4 accounts written off totalling $133,025. However, this was approximately $150,000 less than the previous fiscal year. · Because many clients were significantly impacted by COVID-19, ELNOS authorized a temporary suspension to their monthly payments. Most clients have now resumed regular payments. There has been approximately a $70,000 loss in interest due to suspending client payments during the pandemic. · Further to last years message concerning Lizard Creek, although they were successful in winning arbitration for Location Approval, they were not successful in receiving an extension for the Feed In Tariff (FIT) contract which would have been critical to moving this initiative forward. Lizard Creek has retained legal council and is in the process of challenging the decision which is scheduled to be heard in court in the first quarter of 2021. There may be an opportunity for ELNOS to recover some historical costs, however this investment had been written off.

While the negative events described above were disappointing, there were a number of positive things that occurred including:

· Completion of an Administration Manual, update and management of the ELNOS website, and improving regional awareness about ELNOS. · Despite the challenges of COVID-19, the ELNOS building, which is a significant provider of revenue to ELNOS, remained fully occupied, · A total of 9 new loans to businesses in the ELNOS Region, 6 repaid loans, and there were 5 new Business Development Assistance grants to local businesses. · Completion of the new Rona building and the commencement of engineering investigations towards Elliot Lake Retirement Living’s (ELRL) new Spine Road development. · An ELNOS Strategic Planning Session, which all staff and directors attended, was held in September at the Hampton Inn. During the session new initiatives were discussed to increase the presence of ELNOS in the region without sacrificing our historical commitment to support small business development. One initiative is to assess the need for new fixed roof accommodations in the region.

Given the above I remain very optimistic about the future of ELNOS. Lastly I would like to commend the General Manager and ELNOS staff for successfully managing ELNOS during these very challenging times.

Your Partner in Business

Ian Ludgate

Chair 170

Report from the Manager

The past year has been particularly challenging for ELNOS, as it has been for many businesses, but we have adapted as required. We continue to work at stabilizing, growing, and diversifying the Regional economy. Summarized below are some of the year’s highlights and challenges.

Direct Business Support

ELNOS approved roughly $628,000 in direct business support funding last year. These funds were used to start up new businesses and allow for the expansion and diversification of existing businesses. In response to the covid-19 pandemic, ELNOS unilaterally held client payments from April to September and we continue to work with individual businesses on their response to the continuing pandemic.

In addition, we took on the role of administrator for the City of Elliot Lake’s ‘Business Restart Project’ to ensure that businesses got the help they needed from this program in a timely manner and to ease some of the strain on City staff.

Being able to respond to pandemic induced concerns with both generic and specific solutions has served ELNOS and our clients well. We continue to be recognized as a very ‘regional centric’ financier with the ability to provide flexible and affordable financing to worthy projects.

Indirect Supports

During the past fiscal year, ELNOS committed approximately $80,000 to regional community projects, groups, and initiatives. This amount was lower compared to previous years, but that was mainly a result of the decrease in activity in the communities due to covid created shutdowns and restrictions (no Community Days, no Drag Races, no golf tournaments, etc.).

Despite the significant impacts on education due to the pandemic, we were still able to award $18,000 in bursaries for graduating students in the Region. ELNOS is widely recognized as an important community sponsor in the Region and when the pandemic passes it is expected that there will be significant pressure on us to help rebuild many community based programs.

Upcoming Projects

We are actively exploring the potential for a new hotel in the Region and to that end, have engaged the Commerce Management Group to conduct a feasibility study. It is anticipated that we will receive the preliminary results in mid-November.

I have spent additional time with Elliot Lake Retirement Living and others in assessing the economic viability and economic impact of new residential developments in Elliot Lake. I am happy to report that the first stage of the new initiative appears imminent.

The empty retail space in the Pearson Plaza is being redeveloped as a Hart store and I have been working with City staff and the Landlord to help secure the largest, most diverse offering possible. 171

Through the strategic planning process, the Board set several broad goals for the long term viability and relevancy of the organization. Over the next several months, I will be working on translating these aspirational goals into action items for a work plan.

Partnerships

In addition to the 5 municipal governments, ELNOS has worked closely with: the East Algoma Community Futures Development Corporation; Serpent River Economic Development Corporation; Shedden Development Corporation; Blind River Development Corporation; Ministry of Energy, Northern Development and Mines; Northern Ontario Heritage Fund Corporation; the Solutions Group; the Huron North Community Economic Alliance; and a myriad of others. Close cooperation among these groups helps ensure maximum benefit to the Region.

Challenges

The full effects of the covid-19 pandemic are yet to be realized. While a number of our clients have ‘hunkered down’ and appear to be weathering the storm, we have no idea how long the storm will last. This situation makes day-to-day and long range planning very difficult.

The high degree of uncertainty means that we have to remain ‘at the ready’ to respond to any number of possible futures. It is likely that we will be called upon to take additional steps to assist the business community before things return to normal, such as ‘normal’ will be.

Other

The ELNOS building continues to be at 100% rental capacity, made up of solid, long term tenants grouped into either the health care (Rexall pharmacy, Family Health Team, Algoma Public Health Unit, medical lab, etc.) or legal fields (the courthouse, legal clinic, victim witness assistance office, etc.). The only exceptions are the law and accounting firm in the Pearson Suite and ELNOS itself.

This year saw a significant turnover in staff with the retirement of Sharon Farquhar and Danielle Vincent, though Sharon continues to do some contract work for us. Fortunately we were able to secure the services of Renate Wilson in financial service and Rebecca (Becky) Ewald in administration, both of whom have proven to be exceptional hires.

I would like to acknowledge the support, guidance, and commitment of the Board of Directors who helped guide the organization through a challenging year. We will be saying good bye to Barbra Barton from the Township of the North Shore, but will welcome Len Menard in her stead and look forward to his input around the board table.

In closing, as always, should anyone have any questions or concerns about any issue, my door is always open and I would welcome the opportunity to meet with you.

William Elliott General Manager ELNOS 172

Financial Statements of

ELLIOT LAKE AND NORTH SHORE CORPORATION FOR BUSINESS DEVELOPMENT

And Independent Auditors’ Report thereon

Year ended August 31, 2020

173

KPMG LLP Claridge Executive Centre 144 Pine Street Sudbury ON P3C 1X3 Canada Tel 705-675-8500 Fax 705-675-7586

INDEPENDENT AUDITORS' REPORT To the Board of Directors of Elliot Lake and North Shore Corporation for Business Development

Opinion We have audited the financial statements of Elliot Lake and North Shore Corporation for Business Development (the entity), which comprise: • the statement of financial position as at August 31, 2020 • the statement of operations for the year then ended • the statement of changes in fund balances for the year then ended • the statement of cash flows for the year then ended • and notes and schedule to the financial statements, including a summary of significant accounting policies (Hereinafter referred to as the ''financial statements''). In our opinion, the accompanying financial statements present fairly, in all material respects, the financial position of the entity as at August 31, 2020, and its results of operations and its cash flows for the year then ended in accordance with Canadian accounting standards for not-for-profit organizations.

Basis for Opinion We conducted our audit in accordance with Canadian generally accepted auditing standards. Our responsibilities under those standards are further described in the ''Auditors' Responsibilities for the Audit of the Financial Statements'' section of our auditors' report. We are independent of the entity in accordance with the ethical requirements that are relevant to our audit of the financial statements in Canada and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

© 2020 KPMG LLP, an Ontario limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved. 174

Page 2

Responsibilities of Management for the Financial Statements Management is responsible for the preparation and fair presentation of these financial statements in accordance with Canadian public sector accounting standards, and for such internal control as management determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, management is responsible for assessing the entity's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless management either intends to liquidate the entity or to cease operations, or has no realistic alternative but to do so. Auditors' Responsibilities for the Audit of the Financial Statements Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditors' report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with Canadian generally accepted auditing standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of the financial statements. As part of an audit in accordance with Canadian generally accepted auditing standards, we exercise professional judgment and maintain professional skepticism throughout the audit. We also: • Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. • Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity's internal control. • Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by management.

175

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• Conclude on the appropriateness of management's use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the entity's ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditors' report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditors' report. However, future events or conditions may cause the entity's to cease to continue as a going concern. • Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation • Communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.

Chartered Professional Accountants, Licensed Public Accountants

Sudbury, Canada November 3, 2020 176 ELLIOT LAKE AND NORTH SHORE CORPORATION FOR BUSINESS DEVELOPMENT Statement of Financial Position

August 31, 2020, with comparative information for 2019

Business Development Capital 2020 2019 Fund Fund Total Total

Assets

Cash $ 380,183 $ - $ 380,183 $ 132,038 Short-term investments (note 3) 955,973 - 955,973 947,763 Accrued interest receivable 18,677 - 18,677 17,341 Accounts receivable 21,404 - 21,404 21,183 Prepaid expenses (note 4) 217,616 - 217,616 217,288 Loans receivable (note 5) 1,830,929 - 1,830,929 2,249,756 Equity investments (note 6) 49,781 - 49,781 2 Capital assets (note 7) - 1,388,169 1,388,169 1,446,846

$ 3,474,563 $ 1,388,169 $ 4,862,732 $ 5,032,217

Liabilities and Fund Balances

Accounts payable and accrued liabilities $ 210,101 $ - $ 210,101 $ 290,937 Long-term debt (note 8) - 852,550 852,550 852,550 210,101 852,550 1,062,651 1,143,487

Fund balances: Investment in capital assets - 535,619 535,619 594,296 Externally restricted (note 9) 3,264,462 - 3,264,462 3,294,434 3,264,462 535,619 3,800,081 3,888,730

Contingencies (note 10) Effects of COVID-19 (note 13)

$ 3,474,563 $ 1,388,169 $ 4,862,732 $ 5,032,217

See accompanying notes to financial statements.

On behalf of the Board:

Director

1 177

ELLIOT LAKE AND NORTH SHORE CORPORATION FOR BUSINESS DEVELOPMENT Statement of Operations

Year ended August 31, 2020, with comparative information for 2019

Business Development FundCapital Fund Total 2020 2019 2020 2019 2020 2019

Revenue: Interest on cash and short-term investments $ 14,538 $ 21,650 $ - $ - $ 14,538 $ 21,650 Interest on loans receivable 75,687 145,081 - - 75,687 145,081 Fees and other 96,967 2,000 - - 96,967 2,000 Membership 35 40 - - 35 40 Rental income 855,722 857,271 - - 855,722 857,271 1,042,949 1,026,042 - - 1,042,949 1,026,042

Project costs: Due diligence 2,252 1,804 - - 2,252 1,804 Provision for bad debt and investment losses 151,991 565,940 - - 151,991 565,940 Community support 30,661 33,975 - - 30,661 33,975 Business development assistance 39,965 89,822 - - 39,965 89,822 224,869 691,541 - - 224,869 691,541

Operating expenses: Salaries and benefits (Schedule) 316,219 302,111 - - 316,219 302,111 Amortization of capital assets - - 76,170 77,497 76,170 77,497 Professional and other services (Schedule) 23,418 40,134 - - 23,418 40,134 Occupancy (Schedule) 402,418 385,997 - - 402,418 385,997 Office and general (Schedule) 88,504 129,464 - - 88,504 129,464 830,559 857,706 76,170 77,497 906,729 935,203

Deficiency of revenue over expenses $ (12,479) $ (523,205) $ (76,170) $ (77,497) $ (88,649) $ (600,702)

See accompanying notes to financial statements.

2 178

ELLIOT LAKE AND NORTH SHORE CORPORATION FOR BUSINESS DEVELOPMENT Statement of Changes in Fund Balances

Year ended August 31, 2020, with comparative information for 2019

Business Development Fund Capital Fund 2020 2019 2020 2019 2020 2019 Total Total

Fund balances, beginning of year $ 3,294,434 $ 3,817,639 $ 594,296 $ 671,793 $ 3,888,730 $ 4,489,432

Deficiency of revenue over expenses (12,479) (523,205) (76,170) (77,497) (88,649) (600,702)

Interfund transfer for capital additions (17,493) - 17,493 - - -

Fund balances, end of year $ 3,264,462 $ 3,294,434 $ 535,619 $ 594,296 $ 3,800,081 $ 3,888,730

See accompanying notes to financial statements.

3 179 ELLIOT LAKE AND NORTH SHORE CORPORATION FOR BUSINESS DEVELOPMENT Statement of Cash Flows

Year ended August 31, 2020, with comparative information for 2019

2020 2019

Cash flows from operating activities: Deficiency of revenue over expenses $ (88,649) $ (600,702) Adjustment for: Amortization of capital assets 76,170 77,497 (12,479) (523,205) Change in non-cash working capital: Increase in accrued interest receivable (1,337) (366) Decrease (increase) in accounts receivable (221) 7,914 Increase in prepaid expenses (328) (34,095) Decrease in accounts payable and accrued liabilities (80,835) (241,038) (95,200) (790,790)

Cash flows from investing activities: Decrease in loans receivable 418,827 365,090 Purchase of Adam White equity investment (49,779) - Purchase of capital assets (17,493) - 351,555 365,090

Net increase (decrease) in cash 256,355 (425,700)

Cash and short-term investments, beginning of year 1,079,801 1,505,501

Cash and short-term investments, end of year $ 1,336,156 $ 1,079,801

Represented by: Cash $ 380,183 $ 132,038 Short-term investments 955,973 947,763 $ 1,336,156 $ 1,079,801

See accompanying notes to financial statements.

4 180 ELLIOT LAKE AND NORTH SHORE CORPORATION FOR BUSINESS DEVELOPMENT Notes to Financial Statements

Year ended August 31, 2020

Elliot Lake and North Shore Corporation for Business Development (the “Corporation”) is a not-for- profit organization incorporated without share capital under the laws of the Province of Ontario. The Corporation is exempt from income taxes under the Income Tax Act. The Corporation has been established to promote the diversified development of businesses that will generate wealth and employment in the five area communities, referred to as the “ELNOS Region”, namely:

i) Corporation of the City of Elliot Lake (the “City”) ii) Town of Blind River iii) Township of Shedden iv) Township of the North Shore v) Serpent River First Nation

1. Significant accounting policies:

(a) Fund accounting: Revenue and expenses related to economic development initiatives and promoting the diversified development of businesses in the ELNOS Region are reported in the Business Development Fund, which represents the Corporation’s general fund. Revenue and expenses related to investments in capital assets are reported in the Capital Fund. (b) Revenue recognition: The Corporation follows the restricted fund method of accounting for contributions. Restricted contributions for which no corresponding restricted fund is presented are recognized as revenue of the Business Development Fund in the year in which the related expenses are incurred. All other restricted contributions are recognized as revenue of the appropriate restricted fund. Unrestricted contributions are recognized as revenue of the Business Development Fund in the year received or receivable if the amount to be received can be reasonably estimated and collection is reasonably certain. Investment income earned on restricted resources is recognized as revenue of the appropriate restricted fund. Interest income on short-term investments and performing loans receivable is recognized on the accrual basis. Fees, membership and rental income are recognized as revenue of the Business Development Fund when the related services have been provided. (c) Loans receivable: Investments in loans receivable are carried at the amount disbursed less principal repayments and provisions for loan impairment sufficient to reduce their carrying amount to estimated realizable amounts. A provision for loan impairment is made under the condition when, in management’s view, a loan has suffered impairment in value.

5 181 ELLIOT LAKE AND NORTH SHORE CORPORATION FOR BUSINESS DEVELOPMENT Notes to Financial Statements

Year ended August 31, 2020

1. Significant accounting policies (continued): (d) Loan guarantees: Obligations under loan guarantees are recognized as a charge to income at the earlier of: 1) the payment in respect of the guarantee; and 2) when management determines the guarantee is likely to be called. (e) Equity investments: Equity investments over which the Corporation exercises little or no influence are accounted for using the cost method of accounting. A write-down of investments is made when management believes the investment has suffered a permanent impairment in value. (f) Capital assets: Purchased capital assets are recorded at cost. Contributed capital assets are recorded at fair value at the date of contribution, except when fair value cannot be reasonably determined, in which case they are recorded at their nominal value. Amortization is provided using the following methods and annual rates:

Asset Basis Rate

Building Declining-balance 4% Furniture, fixtures and equipment Declining-balance 20% - 30% Computer Declining-balance 30% Computer software Declining-balance 100% Leasehold improvements Straight-line 10 years Building improvements Straight-line 15 years

Amortization is taken at one-half of the above rates in the year of acquisition. (g) Impairment of long-lived assets: Long-lived assets, including capital assets subject to amortization, are reviewed for impairment whenever events or changes in circumstances indicate that the carrying amount of an asset may not be recoverable. Recoverability is measured by a comparison of the carrying amount to the estimated undiscounted future cash flows expected to be generated by the asset. If the carrying amount of the asset exceeds its estimated future cash flows, an impairment charge is recognized by the amount by which the carrying amount of the asset exceeds the fair value of the asset.

6 182 ELLIOT LAKE AND NORTH SHORE CORPORATION FOR BUSINESS DEVELOPMENT Notes to Financial Statements

Year ended August 31, 2020

1. Significant accounting policies (continued): (h) Use of estimates: The preparation of financial statements requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities and disclosure of contingent assets and liabilities at the date of the financial statements and the reported amounts of revenue and expenses during the periods specified. Significant items subject to such estimates and assumptions include the carrying value of capital assets and valuation allowances for accounts receivable and loans receivable. Actual results could differ from those estimates. These estimates are reviewed periodically, and, as adjustments become necessary, they are reported in earnings in the year in which they became known. (i) Financial instruments: Financial instruments are recorded at fair value on initial recognition. Freestanding derivative instruments that are not in a qualifying hedging relationship and equity instruments that are quoted in an active market are subsequently measured at fair value. All other financial instruments are subsequently recorded at cost or amortized cost, unless management has elected to carry the instruments at fair value. The Corporation has not elected to carry any such financial instruments at fair value. Transaction costs incurred on the acquisition of financial instruments measured subsequently at fair value are expenses as incurred.

2. Change in accounting standard: Effective September 1, 2019, the Corporation adopted section 4433, Tangible Capital Assets held by not-for-profit organizations as required by the CPA Canada Accounting Standards for not-for-profit organizations. The adoption of this new standard was applied prospectively. No changes were made to opening net assets and tangible capital assets relating to the componentization of capital assets.

3. Short-term investments: Short-term investments consists of guaranteed investment certificate in amount of $955,973 (2019 - $947,763) are recorded at cost and earn interest at a rate of return ranging from 1.25%- 2.25%. Under its credit agreement, the Corporation has a demand operating facility to a maximum of $50,000, bearing interest at prime plus 1.50%. In the current year, the demand operating facility was not utilized and had an outstanding balance of $Nil at year end. Borrowing under the credit facility are secured by a general security agreement.

7 183 ELLIOT LAKE AND NORTH SHORE CORPORATION FOR BUSINESS DEVELOPMENT Notes to Financial Statements

Year ended August 31, 2020

4. Prepaid expenses: Included in prepaid expenses is the cost of all long-term marketing programs entered into with the Deer Trail Curling Club, the Elliot Lake Golf and Country Club, Mt. Dufour, Huron Pines Golf Course, the Elliot Lake Tennis Club, the Elliot Lake Snowbirds and the Blind River Curling Club.

Initial Amortized Balance Cost to Date Remaining

Elliot Lake Golf and Country Club $ 100,000 $ 40,000 $ 60,000 Mt. Dufour 50,000 10,000 40,000 Huron Pines Golf Course 100,000 60,000 40,000 250,000 110,000 140,000 Remaining prepaid expenses 77,616

Total prepaid expenses $ 217,616

5. Loans receivable: The investment in loans receivable is comprised as follows:

2020 2019

Performing loans receivable $ 3,167,819 $ 3,750,412 Less allowance for loan impairment (1,336,890) (1,500,656)

$ 1,830,929 $ 2,249,756

The continuity of the allowance for impaired loans is as follows:

2020 2019

Balance, beginning of year $ 1,500,656 $ 842,973 Loans written off (315,757) (40,789) Provision for loan impairment 151,991 698,472

Balance, end of year $ 1,336,890 $ 1,500,656

The investment in loans receivable consists of Regional Development Loans to businesses in the five area communities described in note 1. Collateral held for loans includes promissory notes, personal guarantees, general security agreements and chattel mortgages. Interest rates range from 5% to 10.0% per annum. Loans approved and disbursed have terms ranging from 1 to 10 years. Terms and conditions are subject to annual review.

8 184 ELLIOT LAKE AND NORTH SHORE CORPORATION FOR BUSINESS DEVELOPMENT Notes to Financial Statements

Year ended August 31, 2020

6. Equity investments:

2020 2019

Lizard Creek Power Inc.: 200,000 Class C special shares $ 1 $ 1 50,000 Common shares 1 1

Grow Ups Inc.: 12% Common share ownership 49,779 –

$ 49,781 $ 2

7. Capital assets:

2020 2019

Accumulated Accumulated Cost Amortization Cost Amortization

Land $ 1 – $ 1 – Building 2,961,935 1,725,868 2,949,935 1,674,866 Furniture, fixtures and equipment 213,261 209,404 213,261 208,047 Computer 147,117 143,097 143,463 142,145 Computer software 27,000 26,082 25,164 25,164 Leasehold improvements 1,126,130 1,126,130 1,126,130 1,126,130 Building improvements 329,092 185,786 329,092 163,848 4,804,536 3,416,367 4,787,046 3,340,200 Less accumulated amortization (3,416,367) (3,340,200)

$ 1,388,169 $ 1,446,846

Land contributed by the City has been recorded at its nominal value of $1.

8. Long-term debt:

2020 2019

Corporation of the City of Elliot Lake, principal and interest deferred (note 9). As security, the Corporation has pledged the real estate to which the mortgage relates $ 852,550 $ 852,550

9 185 ELLIOT LAKE AND NORTH SHORE CORPORATION FOR BUSINESS DEVELOPMENT Notes to Financial Statements

Year ended August 31, 2020

9. Externally restricted funds: Externally restricted funds of the Business Development Fund represent net assets restricted by the Northern Ontario Heritage Fund Corporation (“NOHFC”) for the purpose of fulfilling the Corporation’s mandate of promoting diversified economic development in the ELNOS Region.

10. Contingencies: The Corporation has provided covenants to the NOHFC regarding solvency, operations, and proceeding with its mandate. Breach by the Corporation of these covenants as stipulated in the agreement with NOHFC may result in the assignment to the NOHFC of contracts and other materials related to ELNOS’ economic diversification initiatives and the refund of any portion of the original funding that has not been disbursed for economic development initiatives. The agreement expired on August 31, 2003 and the Corporation has continued to operate under that agreement in anticipation that it will be renewed. Annual principal and interest payments on the mortgage owing will be waived as long as the building is owned by ELNOS. The City was also granted first option to purchase the building in the event of a sale by ELNOS. If the building is sold to a third party, the City is entitled to the principal amount of the mortgage plus interest at the rate of 2% calculated from the date of the advance of the funds. As at August 31, 2020, the amount of interest that would be owing in the event of a sale to a third party was $238,714 (2019 - $221,663).

11. Defined contribution pension plan: The Corporation maintains a defined contribution pension plan and makes a contribution for all employees who are eligible to participate in the retirement plan. The Corporation’s contribution to the plan is an amount equal to 12.5% for the general manager, 11% for the director of finance and 8% of all other employees’ compensation. During the year, contributions to the plan totaled $21,720 (2019 - $25,752).

10 186 ELLIOT LAKE AND NORTH SHORE CORPORATION FOR BUSINESS DEVELOPMENT Notes to Financial Statements

Year ended August 31, 2020

12. Fair value of financial instruments: The following table represents the carrying amounts and fair values of the Corporation’s financial instruments at August 31, 2020.

2020 2019

Carrying Fair Carrying Fair Amount Value Amount Value

Assets: Cash $ 380,183 $ 380,183 $ 132,038 $ 132,038 Short-term investments 955,973 955,973 947,763 947,763 Accrued interest receivable 18,677 18,677 17,341 17,341 Accounts receivable 21,404 21,404 21,183 21,183 Loans receivable 1,830,929 see note (i)(b) 2,249,756 see note (i)(b) Equity investments 49,781 see note (i)(c) 2 see note (i)(c)

Liabilities: Accounts payable and accrued liabilities 210,101 210,101 290,937 290,937 Long-term debt - Corporation of the City of Elliot Lake 852,550 852,550 852,550 852,550

(i) Estimation of fair values: The following notes summarize the major methods and assumptions used in estimating fair values of financial instruments: (a) Short-term financial instruments are valued at their carrying amounts, which are reasonable estimates of fair value due to the relatively short period to maturity. This approach applies to cash, accrued interest receivable, accounts receivable, and accounts payable and accrued liabilities. Short-term investments are valued at quoted market prices. (b) Loans receivable consist of a portfolio of regional development loans with the terms described in note 4. There is no secondary market for many of the loans in which the Corporation invests, and the uncertainty and potentially broad range of outcomes pertaining to the future cash flows renders the calculation of a fair value with appropriate reliability impractical. (c) Equity investments are valued at quoted market prices if available. For unquoted securities, which are predominantly equity accounted entities, the reported fair value is estimated by the Corporation on the basis of financial position and other information. At August 31, 2020, it is not practicable to determine the fair value of the Corporation’s equity investments in view of the relationships.

11 187 ELLIOT LAKE AND NORTH SHORE CORPORATION FOR BUSINESS DEVELOPMENT Notes to Financial Statements

Year ended August 31, 2020

12. Fair value of financial instruments (continued): (i) Estimation of fair values (continued): (d) The terms of the long-term debt owing to the Corporation of the City of Elliot Lake calls for payment of interest and principal to be deferred indefinitely. See note 9 for additional information. Consequently, it is not practicable to determine the fair value of this debt as at August 31, 2020. (ii) Concentration of credit risk: The Corporation is subject to credit risk through loans receivable and related accrued interest, accounts receivable and equity investments, since a portion of its debtors’ ability to pay is dependent to a large extent upon the success of the ELNOS Region’s economy. (iii) Interest rate risk: The Corporation is not exposed to interest rate risk since all of its lending and borrowing activities are at fixed rates of interest, as described in notes 5 and 8. (iv) Liquidity risk: Liquidity risk is the risk that the Corporation will be unable to fulfill its obligations on a timely basis or at a reasonable cost. The Corporation manages it liquidity risk by monitoring its operating requirements. The Corporation prepares budgets and cash forecasts to ensure it has sufficient funds to fulfill its obligations. There has been no change to the risk exposures from 2019.

13. Effects of COVID-19: On March 11, 2020, the COVID-19 outbreak was declared a pandemic by the World Health Organization. This has resulted in governments worldwide, including the Canadian and Ontario governments, enacting emergency measures to combat the spread of the virus. These measures, which include the implementation of travel bans, self-imposed quarantine periods and social distancing, have caused material disruption to businesses globally and in Ontario resulting in an economic slowdown. Governments and central banks have reacted with significant monetary and fiscal interventions designed to stabilize economic conditions however the success of these interventions is not currently determinable. The current challenging economic climate may lead to adverse changes in cash flows, working capital levels and/or debt balances, which may also have a direct impact on the Corporation’s operating results and financial position in the future. The situation is dynamic and the ultimate duration and magnitude of the impact on the economy and the financial effect to the Corporation’s business is not known at this time.

14. Comparative information: Certain comparative information has been restated to conform with 2020 presentation.

12 188

ELLIOT LAKE AND NORTH SHORE CORPORATION FOR BUSINESS DEVELOPMENT Schedule of Operating Expenses

Year ended August 31, 2020, with comparative information for 2019

2020 2019

Salaries and benefits: Salaries $ 247,793 $ 230,020 Benefits 46,706 46,339 Pensions 21,720 25,752

$ 316,219 $ 302,111

Professional and other services: Audit and accounting $ 21,048 $ 26,604 Legal and other 2,370 13,530

$ 23,418 $ 40,134

Occupancy: Heat, light and water $ 132,261 $ 105,808 Property taxes 105,633 103,963 Cleaning and security 98,619 86,574 Building repairs and maintenance 50,907 75,517 Insurance 14,998 14,135

$ 402,418 $ 385,997

Office and general: Student bursaries and donations $ 32,288 $ 63,879 Office supplies, postage and other 23,194 17,750 Directors 8,900 11,896 Travel and entertainment 7,257 11,284 Staff professional development 5,153 4,150 Subscription and dues 4,561 3,564 Bank charges 3,563 3,911 Advertising and promotion 3,475 12,760 IT support 113 270

$ 88,504 $ 129,464

13 189

ELNOS Board of Directors Office

As at year-end August 31, 2020 ELNOS Centre 31 Nova Scotia Walk, Suite 306 Elliot Lake, ON P5A 1Y9 Betty Ann Dunbar, Council Representative Town of Blind River Tel: 800.256.7299 705.848.0229 Norman Mann, Council Representative Fax: 705.848.1539 City of Elliot Lake Website: www.elnos.com VACANT, Council Representative Township of the North Shore

Sandra Trudel, Council Representative ELNOS Staff Town of Spanish As at year-end August 31, 2020:

Shirley McLeod, Council Representative William Elliott Serpent River First Nation General Manager

Ian Ludgate, CHAIR Renate Wilson Financial Administrator (Part-time) Wayne Arnold, SECRETARY Becky Ewald John Thomas, VICE CHAIR Administrative Assistant Sharon Farquhar Ed Pearce Financial Administrator (Contract) Raymond Racine Jacques Ribout, TREASURER Corporate Counsel Douglas J. Bamberger Steve Antunes Desmarais, Keenan LLP Martin Grace

Corporate Accountants KPMG LLP 190 Huron North Community Economic Alliance (HNCEA) Request for Proposal

REQUEST FOR PROPOSAL Broadband Infrastructure and Service Improvements for HNCEA

Broadband Infrastructure and Services Improvement for HNCEA 1

191 Huron North Community Economic Alliance (HNCEA) Request for Proposal

Contents

1. Introduction: ...... 3 2 Timelines and Contact Information ...... 4 3. Background ...... 5 4. Objectives ...... 6 5. Subsidy Funding Eligibility ...... 8 6. Current Broadband Access ...... 9 7. Submission Requirements ...... 10 8. RFP Questions ...... 11 9. Evaluation Criteria ...... 12 10. Conditions ...... 13 Appendix A ...... 14 Project Area Maps ...... 14 Appendix B ...... 15 Dwelling/Property Counts ...... 15

Broadband Infrastructure and Services Improvement for HNCEA 2

192 Huron North Community Economic Alliance (HNCEA) Request for Proposal

1. Introduction This Request for Proposal (RFP) seeks to establish the successful vendor (s) to provide broadband infrastructure and services to the unserved and underserved communities along the north shore of Lake Huron. The prospective respondents are to provide a model(s) for the provision of high-speed internet infrastructure and access services. The geographical area is along the Trans-Canada Highway 17 corridor from potentially Sagamok First Nation and Massey to the east and Echo Bay and Garden River to the west. Specifically, the HNCEA member communities including Town of Spanish, City of Elliot Lake Township of North Shore, Town of Blind River, Mississauga First Nation, Municipality of Huron Shores, Thessalon First Nation, Town of Thessalon, Town of Bruce Mines, Township of Plummer Additional, Township of Johnson, Township of Tarbutt, Village of Hilton, Township of Macdonald, Meredith & Aberdeen (Echo Bay) and Serpent River First Nation. For the purposes of this RFP, HNCEA has received resolutions of support from the above noted municipalities and First Nations. This area represents an estimated population of 33,000. Provider (s) have the sole responsibility to register their intention to submit to ensure they receive any addendum or notifications regarding this RFP. All information supplied in response to the RFP must contain sufficient detail to support services being proposed.

A softcopy of the complete bid submission must be submitted no later than 11:59 P.M. local time, January 31st, 2020. Submissions received after this date will not be accepted. Vendors may elect to submit hardcopy proposals or additional information to the address below.

Sault St. Marie Innovation Centre 99 foster Dr., Level 6 Sault Ste. Marie, ON P6A 5X6 ATTN: SUSAN GEORGE

The proposal with the highest financial contribution, or any proposal, may not necessarily be accepted.

Broadband Infrastructure and Services Improvement for HNCEA 3

193 Huron North Community Economic Alliance (HNCEA) Request for Proposal

2 Timelines and Contact Information If you intend to submit a proposal, please send an e-mail with the subject title “Broadband Infrastructure and Service Improvements, HNCEA” to [email protected] by 11:59 P.M. ON THIS DATE THIS MONTH. Please provide a single point of contact.

Timelines

Thursday, December 19, 2019 RFP Issued

Tuesday, January 7th, 2020 Deadline for submission of Intent to Bid

Friday, January 31st, 2020 Deadline for RFP Submissions

Friday, February 7th, 2020 RFP Evaluations Completed

Monday, February 10th, 2020 Notification of Successful Vendor(s)

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194 Huron North Community Economic Alliance (HNCEA) Request for Proposal

3. Background In March 2017, the Huron North Community Economic Alliance (HNCEA) formed with a vision for the member communities (Town of Spanish, City of Elliot Lake Township of North Shore, Town of Blind River, Mississauga First Nation, Municipality of Huron Shores, Thessalon First Nation, Town of Thessalon, Town of Bruce Mines, Township of Plummer Additional, Township of Johnson, Township of Tarbutt, Village of Hilton, Township of Macdonald, Meredith & Aberdeen (Echo Bay) and Serpent River First Nation to work together for regional prosperity and a mission to provide regional and collaborative alliance that promotes economic growth of its communities by coordinating and implementing economic development projects.

Foundational to economic development, is the need for reliable broadband across our member communities. In Summer of 2019, the Broadband Task Group was formed for the purpose of obtaining improved and reliable broadband across our northern communities. The Task Group’s mandate is to facilitate an accountable, affordable, and high-quality telecommunications network to service anticipated residential and commercial needs. This service will be fundamental to the future economic prosperity, social development and educational needs of the region.

It was determined that telecommunications suppliers would require capital subsidies to build sustainable business cases for the deployment of Broadband infrastructure in the North. It was also determined that there needed to be regionally based technology development organizations who would gather technology requirements from the hundreds of communities in Northern Ontario and act on their behalf to negotiate with technology providers, and the provincial and federal governments, to ensure that sustainable Broadband networks were constructed throughout the North.

Many of our communities in Northern Ontario still struggle with connectivity and very few can access 50 Mbps down and 10 Mbps at fair market rates. HNCEA recognizes that the cost effectiveness of Broadband access technologies has improved over the past decade, however Broadband service providers require some form of monetary assistance with capital purchases to upgrade service to enable provision of sustainable high speed internet services capable of achieving the CRTC target of 50/10 by 2021.

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195 Huron North Community Economic Alliance (HNCEA) Request for Proposal

4. Objectives

The objective of this Project, on behalf of and in partnership with the identified municipalities, is to identify potential partnerships with Broadband Internet providers and other interested parties to support the development of high-speed strategic broadband infrastructure and services within the region. HNCEA is open to considering different business models, i.e., community owned network, community & technology partner owned network, and others, in addition to the standard model of the broadband infrastructure designed, installed, owned and managed by private sector technology providers.

The region is seeking network solutions and business models that are innovative and are able to prepare the region for future technological innovations while serving today’s needs for higher speeds, reliability, equitable and complete coverage, offering a range of choices for consumers and municipal operations.

The role of HNCEA is to continue to identify areas where the private sector requires supplemental capital money to develop a self-sustaining business case for infrastructure deployment. Upon selection of a suitable vendor(s), HNCEA will initiate or assist in making application(s) to the upcoming CRTC Broadband Fund, Ministry of Innovation, Science and Economic Development (ISED) Universal Broadband Fund and the Ontario Ministry of Infrastructure Up to Speed: Ontario’s Broadband and Cellular Action Plan to obtain capital subsidy monies where appropriate. It is currently not known when proposals will be received for any of these programs, but HNCEA anticipates sometime in the first quarter of 2020. Once subsidy funding is obtained HNCEA will enter into a contract with the successful vendor to build and manage the upgraded network (s). HNCEA will also assist the service provider in generating demand for Broadband services. This RFP is interested in seeking opportunity that the selected network provider increased open access fibre capacity in the region, to be utilized by an array of future partners. This RFP is focused on both middle kilometer and last kilometer partners. It is anticipated that fibre-based, fixed-wire and wireless-based solutions will be presented in the RFP responses; all will be considered. The region is aware that future technology direction, such as the evolution of 5G technology, will change spectrum usage and allocation for providers, however, all will require access to extensive fibre middle-kilometer infrastructure for delivery of Broadband Internet.

HNCEA is provider and technology neutral. Providers are encouraged to recommend whatever technology, or blend of technologies, they wish. Providers are encouraged to enter into partnerships with other technology providers, especially those that have complementary infrastructure adjacent to, or within, the defined geography.

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196 Huron North Community Economic Alliance (HNCEA) Request for Proposal

Provider proposals must meet the following:

1) The potential partnership must meet or be on the roadmap to meet, exceed, and future- proof, the CRTC targets for basic telecommunication services needed to participate in the digital economy, which include:

a. Speeds of 50 megabits per second (Mbps) download / 10 Mbps upload for Broadband Internet access services;

b. An unlimited data option for Broadband Internet. Services

2) Enable the deployment of state-of-the -art technologies, services, and applications that are often found in more developed urban areas but may not be currently available.

3) Create a competitive advantage for the region with respect to economic development, job creation, and growth opportunities.

4) Identify opportunity to provide an open access architecture enabling the deployment of last-kilometre fibre and wireless capability.

5) Provide a collaborative foundation to serve the region (and perhaps neighbouring communities) for the foreseeable future.

6) Reliability of 99.99% is expected on backhaul, and on local distribution.

7) Latency and jitter should be within acceptable ranges to allow VoIP, and video streaming/conferencing services.

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197 Huron North Community Economic Alliance (HNCEA) Request for Proposal

5. Subsidy Funding Eligibility

HNCEA has conducted an assessment using our Broadband and Associated Infrastructure Mapping Analysis Project (BAIMAP) of the current broadband telecommunications infrastructure, services, and service providers and of the needs of end users in all communities in Northern Ontario including the described geographic area included in this RFP. This assessment has identified a shortfall between the broadband needs of end users in this area and availability of the necessary network and services to meet these needs.

Currently, HNCEA and the communities listed above are engaging residents to conduct internet performance speed tests and submit feedback about the state and opinions of their current internet access. A summary of these finding will be submitted to the funding program in a further effort to ensure as many areas are eligible for future broadband subsidy funds. A link to the landing page for this effort is here: http://www.connectednorth.ca/community-broadband-action

In accordance with the Federal and Provincial Government objectives, only those areas that are not served by existing open access competitively priced service receiving more than 50 Mbps down and 10 Mbps up are the target of this RFP and may be eligible to receive funding under future funding programs.

HNCEA will only use submissions for the purpose of evaluating bids from providers, and subsequently completing approval applications with funders for the purposes of this project.

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198 Huron North Community Economic Alliance (HNCEA) Request for Proposal

6. Current Broadband Access

Relevant population and dwellings counts and corresponding service access data for the areas of interest are provided in appendices. This data was derived from the Broadband and Associated Infrastructure Mapping and Analysis Project (BAIMAP). More about BAIMAP here: http://www.blueskynet.ca/projects/software-applications/baimap. Data category descriptions found below.

A static image, shapefile and KML of the project boundary is contained in Appendix A. Current service levels from both BAIMAP and ISED are contained for each community in Appendix B. Both data analysis is arrived at independently from separate sources and base data. Background on ISED Broadband information is here: https://www.ic.gc.ca/eic/site/139.nsf/eng/h_00002.html.

BAIMAP data and project background:

BAIMAP utilizes an interactive map to describe varying levels of broadband service across Northern Ontario. Participating Internet Service Providers have provided broadband coverage files to Blue Sky Net that describe their respective network “footprints.” These files have been cross referenced with several base maps including Census maps and the Digital Property Parcel from MPAC and Teranet. With this data, BAIMAP can produce custom tables pertaining to service levels by property type (residential, commercial, seasonal, etc.)

For the analysis the classes of broadband are separated into three categories 1) >5Mbps- typically this is wire line service (DSL, Cable, Fibre) and is often available to more densely populated areas. 2) <5Mbps- Can be both wireline and wireless. These areas tend to be less dense and often further from transportation corridors. 3) No coverage- These are areas that are only served by Satellite and/or mobile technologies. These areas are more remote, sparsely populated and usually rugged in terrain. Areas 2 and 3 are of most concern as they are unlikely to have the self-sustaining business case to ever support private broadband expansion.

* Many areas listed as having greater than 5Mbps download service may be able to access services that can deliver higher, or much higher speeds. However, there are significantly few areas that can obtain services near target speeds of 50Mbps down and 10 Mbps up. Current internet speed test engagement will help illustrate this.

RFP bidders are encouraged to describe any detail of high capacity services that might be made available from the network.

For analysis BAIMAP compiles coverage data from DSL, Cable, Fibre, and Fixed Wireless networks.

Communities/areas that will be eligible for funding will be decided by funding programs.

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199 Huron North Community Economic Alliance (HNCEA) Request for Proposal

7. Submission Requirements

The document is intended to encourage responses from potential providers and to provide a fair and open process for proposing technical solutions or services and a partnership arrangement between the vendor and HNCEA.

Submissions are invited from any company or organization with an interest in participating in the proposed project either as a single vendor or as a consortium of vendors.

In the case of a bid from a consortium of vendors, details on the consortium including a statement of the relationships amongst the consortium members is to be described. There must be one vendor identified as the prime vendor who assumes the overall responsibility and liability for the bid. An executed consortium agreement of all participants will be required as a condition of award of contract.

Providers may respond in any format they wish providing they address all objectives in Section 4 and the following items.

1. An overview of the suggested approach to the project.

2. A detailed technical description of the network including specifications of all equipment to be used.

3. Coverage maps of their proposed solution must be submitted in KML or shapefile format.

4. Providers are encouraged to propose solutions that provide comprehensive, full and equitable coverage for the entire region.

5. Providers with specific infrastructure expertise and experience, technology expertise, and experience; service, expertise and experience and such are encouraged to submit their submission(s) for consideration, for example:

a. Middle-kilometre open access fibre development and deployment;

b. Last-kilometre fibre or fixed wire development and deployment;

c. Last-kilometre wireless development and deployment using LTE, 4G , 5G, TVWS, and such;

d. Infrastructure-as -a-service (IaaS)

e. Pure Internet provider delivery over IaaS;

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200 Huron North Community Economic Alliance (HNCEA) Request for Proposal

f. Other infrastructure service and business models

g. A detailed customer uptake estimates for 5 years

6. A detailed capital expense plan outlining total capital requirement.

7. A description of the proposed network’s capacity to scale to future bandwidth and speed requirements. This should include a plan to upgrade the network for increased volume caused by new subscriptions as well as the existing users’ requirement for better performance.

8. A detailed cashflow plan for the proposed network covering operating revenue and expenses, by quarter, for five years.

9. An assessment of willingness to adopt different business models, i.e., community owned network, community & technology partner owned network, etc.

10. Providers should include details on proposed pilots, if needed, and roll out schedules.

11. A copy of the Service Level Agreement, and trouble escalating procedure.

12. A brief description of previous projects of similar size, along with reference contacts.

13. Proof of financial viability to complete the project. This may include financial statements. 8. RFP Questions

HNCEA will not accept or respond to oral questions or requests for clarification on any matter pertaining to the document from any respondent except at sessions or meetings that may be specially arranged for the oral exchange of information.

All questions and requests for clarification other than those mentioned above shall be submitted by e-mail to [email protected] . All questions and requests for clarification, together with HNCEA’s response, shall be e-mailed to each registered bidder. An exception may be made if the respondent makes a proprietary claim for the question or request for clarification and provides justification. HNCEA may contact a bidder with the strict purpose to clarify a submitted question.

Questions and requests for clarification shall be accepted up to seventy-two (72) hours before the bid closing date and time.

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201 Huron North Community Economic Alliance (HNCEA) Request for Proposal

9. Evaluation Criteria

HNCEA will form an evaluation committee that is charged with the task of evaluating the received bids and determining the bid with the highest merit to proceed to the contract award stage. The RFP evaluation committee may consist of community representatives, independent technical experts, and HNCEA staff.

Submissions will be evaluated against the following criteria:

Evaluation Criterion Maximum Points

• Understanding of Scope of Work 25

• Administrative (Compliance) Requirements 25

• Technical Requirements 50

• % Population/Dwellings/ Served 50

• Demonstrated Ability/Commitment 50

• Financial Commitment 75

• Presentation, References 25

The award of the contract will not necessarily go to the proposal with the lowest financial proposal.

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202 Huron North Community Economic Alliance (HNCEA) Request for Proposal

10. Conditions

1) HNCEA or its selection committee shall not be obligated in any way by the respondent’s response to the document. Costs related to the preparation of a response to the RFP document shall be entirely the responsibility of the respondent.

2) HNCEA reserves the right to reject any or all proposals.

3) HNCEA reserves the right to select components of a provider’s proposals and components from amongst provider proposals. HNCEA needs to have flexibility in selecting which communities are to be included in a business plan and to achieve a cost-effective solution that encompasses communities of our choosing.

4) All materials submitted in response to this RFP become the property of HNCEA. Proposals and supporting materials will not be returned to providers.

5) HNCEA will accept proposals from a consortium of providers subject to the following conditions:

i. One vendor assumes the responsibility of the prime provider for all work and services. ii. There is a clear legal contracting entity that will sign an agreement with HNCEA if the consortium is selected as the successful bidder and who assumes all obligations of the consortium. iii. The consortium must have a memorandum of understanding between its members that clearly identifies the obligations of each member of the consortium and recourse in the event of non-performance by any consortium member. iv. A proposal that includes the transport network/services provided by one provider and the local access network/services provided by a second vendor will be accepted on condition that the deliverables of each vendor is clearly specified along with the required subsidy and each vendor signs the proposal

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203 Huron North Community Economic Alliance (HNCEA) Request for Proposal

Appendix A Project Area Maps Detailed maps to be made available in early January 2020

HNCEA

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204 Huron North Community Economic Alliance (HNCEA) Request for Proposal

Appendix B Dwelling/Property Counts

To made available in early January 2020

Broadband Infrastructure and Services Improvement for HNCEA 15

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Agenda North Shore Power Group Inc. Board of Directors Meeting

Date and Time: Wednesday, December 2nd, 2020, at 4:30 p.m. Location: NSPG Office Socially Distanced or by Teleconference at Director Discretion Directors Requested: Chris Astles □ Sally Hagman □ Jennifer Posteraro □ Paula Summers □ Graeme Lowry □ General Manager and Recording Secretary: Dana Shackelton □

Agenda Package Tab Brief Action

1. Agenda Cover 2. Prior Meeting Minutes 1 Resolution 3. CEO and Senior Management Reports a. TBR GS Commentary 2 D Information b. Chiblow Cost-Plus Work D Information c. Operations Revenue Dashboard incl. Working Cap. 3 G Information 4. New Business a. Update - GTEC Am Sched 4 G Information b. Update - B.R. G.S. G Information c. Update - GTEC Lease G Discussion 5. Financial Matters a. SS5 LP Q3 to Sept. 30, 2020 5 Graeme Information b. NSPG Q3 F.S. to Sept. 30, 2020 6 Muriel Information 6. Resolution to enter Closed Session (e.g. Personnel, Legal, Property) 7. Resolution to enter Open Session 8. Resolutions Arising from Closed Session 9. Proposed Next Meetings: a. Q1: Jan. 15, Feb. 7, Mar. 26 b. Q2: April 21, May 13, June 17 c. Q3: July 29, Sept. 9 d. Q4: Oct. 14, Dec. 2 e. 2021 quarterly schedule planning 10. Adjournment and a Merry Holiday Season to All! Resolution 206 NORTH SHORE POWER GROUP INC. BOARD OF DIRECTORS MEETING MINUTES October 14th, 2020 4:30 PM – NSPG Boardroom

PRESENT: S. HAGMAN P. SUMMERS J. POSTERARO G. LOWRY C. ASTLES D. SHACKELTON – RECORDING SECRETARY

REGRETS: None. *Social distancing provisions in effect.

1. CALL TO ORDER at 4:30 PM  DISCLOSURE OF ANY CONFLICTS OF INTEREST. 1.1. None.

2. ADOPTION OF PRIOR MEETING MINUTES.  Review the minutes of the Regular Board Meeting of September 9th, 2020.

#485 - RESOLUTION TO APPROVE THE MINUTES. MOVED BY: S. HAGMAN SECONDED BY: P. SUMMERS “BE IT RESOLVED THAT the Board of Directors adopt the minutes of the Regular Meeting of September 9th, 2020.” In Favour: All: CARRIED. 2.1 No business arose from prior minutes

3. CEO AND SENIOR MANAGEMENT REPORTS. 3.1. Town Generating Station monthly report for August was reviewed and commentary was provided. September to follow. 3.2. Operations revenue dashboard was reviewed, including working capital, NSPG bank accounts and accounts payable and receivable.

4. NEW BUSINESS. 4.1. G. Lowry discussed RBC Interest Income with our account manager. Basically, the bank has dropped our interest income from 1.9% to 0.3%. We will be looking for ideas to generate income in closed. 4.2. We have been re-contracted at NSHN to perform snow removal services again this winter. We requested an earlier start this year to ensure we stay on top of the snow load from the start.

#481 - RESOLUTION RE: BLIND RIVER GENERATING STATION TITLE MOVED BY: P. SUMMERS SECONDED BY: J. POSTERARO “BE IT RESOLVED THAT the Board instructs the CEO to explore transferring the title of the Blind River Generating Station back to the Town of Blind River.” In Favour: All: CARRIED.

Board of Director Meeting Minutes October 14th, 2020 207

5. FINANCIAL MATTERS.

5.1. The Board reviewed the NSPG internal, unaudited Financial Statements for the period ending June 30, 2020.

6. CLOSED SESSION

#486: RESOLUTION TO ENTER CLOSED. MOVED BY: J. POSTERARO SECONDED BY: P. SUMMERS “BE IT RESOLVED THAT the Board of Directors of North Shore Power Group go into “Closed Meeting” at 5:03 PM.” In Favour: All: CARRIED.

7. RETURN TO OPEN SESSION

#487: RESOLUTION TO RESUME OPEN MEETING MOVED BY: P. SUMMERS SECONDED BY: S. HAGMAN “BE IT RESOLVED THAT the North Shore Power Group Board of Directors resume “Open Meeting” at 5:37 PM.” In Favour: All: CARRIED.

8. RESOLUTIONS ARISING FROM CLOSED SESSION 8.1. None

9. DATES TO REMEMBER Upcoming Meetings  Q4: December 2

10. ADJOURNMENT.

#488: RESOLUTION TO ADJOURN. MOVED BY: P. SUMMERS SECONDED BY: J. POSTERARO “BE IT RESOLVED THAT the Board of Directors Meeting adjourn at 5:46 PM.” In Favour: All: CARRIED.

______CHAIRMAN SECRETARY

Board of Director Meeting Minutes October 14th, 2020 208 The Corporation of the Municipality of Huron Shores

Office of the Mayor

02 December 2020 via email

Dear First Nation Chiefs, Municipal Mayors and Councils:

RE: Community Owned Regional Broadband Network Universal Broad Fund Update Number 4

The Municipality of Huron Shores, its Ad Hoc Broadband Committee and the presentation team have been very busy the past few months, engaging with the public and private sector to ensure H&M COFI meets your Internet requirements for many years to come. This letter serves to update you on our applications’ progress and provide a reminder of why a Community Owned Fibre Infrastructure is the best for our region. We were delighted to receive the news of the approval for Stage Two of our project for the Government of Ontario’s Improving Connectivity for Ontario (ICON) program. The team is now completing the detailed submission due, in part, by 11 December, with final details in mid-January. A successful ICON application could provide up to 25% funding for H&M COFI. The Federal Government recently announced its Universal Broadband Fund (UFB), which we have all been waiting for. We are in the process of preparing our submission for the UBF grants and expect to include a proposal for the Rapid Response Stream. Before the announcement and following it, the presentation team met with a multitude of ministers and their staff at provincial and federal levels of government involved with Internet broadband. Presentations have been to FedNor Staff, Universal Broadband Fund (UFB) Staff, Parliamentary Secretary MP Terry Sheehan, Minister Greg Rickford and Minister Maryam Monsef. I explained why a community-owned network is the best solution for our region, and all feedback was positive. Given the comments I received from our attendees to the recent Canadian Rural and Remote Broadband Conference and other Rural Broadband announcement events, many leaders at all three government levels are affirming the benefits of community ownership. If you have been listening to regional morning radio, I have been interviewed and presented our case in a public forum. Several local and regional newspapers have carried interviews regarding H&M COFI, all with the intent of getting the word out. Through these interviews, I learned of Hearst Connect, a small community-owned fibre network that brings broadband Internet to their community and ensures those funds remain in their municipality.

P.O. Box 460, 7 Bridge Street, Iron Bridge, ON POR JHO Phone 705-843-2033 * Fax 705-843-2035 * [email protected] 209 02 December 2020

The realization of H&M COFI seeks to bring gigabit data rates to our homes and businesses with no data caps while ensuring 100% coverage for the region. The H&M COFI, municipal level corporation, will own the infrastructure and allow any viable Internet Service Provider (ISP) to operate on the network. The ability to choose an ISP will enable homes and businesses to select one that best meets their budget and specialty package offerings. H&M COFI will charge a floor price, wholesale price, if you will, with the profits returning to the community. We should ask ourselves, why would we not want a share of the revenue the telecommunication dollar spent in the region. The Municipality of Huron Shores has posted H&M COFI information as well as links to its partners. This information expands on and explains the benefits of a community-owned network. Also, in partnership with ROCK Networks, a data collection tool will soon be available for homes and businesses to register for additional information regarding the performances and pricing models we expect to be available. The registry will allow future customers to obtain information about H&M COFI and its benefits to the communities and region. The link to the H&M COFI webpage is as follows: https://huronshores.ca/government/council/boards-and-committees/hm-cofi-project/ With events occurring quickly, H&M COFI is asking that whenever you have a chance to lobby on our behalf, please do so. It directly benefits you and your constituents. We request that you provide a link on your respective websites to the H&M COFI information website. We would also greatly appreciate hearing from the Municipalities and First Nations who have not yet supplied Clerk/Administrator Tonelli ([email protected]) with your contact information. In summary, a lot has occurred over the past few months and we are getting the word out. H&M COFI is proceeding with funding applications and your support is key to that success. Lastly, H&M COFI is about guaranteeing our future through true broadband internet for the region. It will, in turn, ensure our best and brightest remain or return to the region and help grow our communities.

Yours truly,

Georges Bilodeau Mayor

Distribution List: attached

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DISTRIBUTION LIST

- MP Carol Hughes - [email protected] - MPP Michael Mantha - [email protected] - Shawn Heard, EACFDC - [email protected] - Suzanne Faubert-Astles, ENDM - [email protected] - William Elliott, ELNOS - [email protected] - Emilie Currie, HNCEA – [email protected]

MUNICIPALITIES (for Mayor and Council) :

Algoma District - Blind River, Town of - [email protected] - Bruce Mines, Town of - [email protected] - Elliot Lake, City of - [email protected] - Hilton Beach, Village of - [email protected] - Hilton, Township of - [email protected]; [email protected] - Jocelyn, Township of - [email protected] - Johnson, Township of - [email protected] - Laird, Township of - [email protected] - Macdonald, Meredith and Aberdeen Add' l, Township of - [email protected] - Plummer Additional, Township of - [email protected]; [email protected]; [email protected] - Spanish, Town of - [email protected] - St. Joseph, Township of - [email protected] - Tarbutt & Tarbutt Additional, Township of - [email protected] - The North Shore, Township of – [email protected]; [email protected] - Thessalon, Town of - [email protected]; [email protected]; [email protected]

Manitoulin District - Assiginack, Township of - [email protected] - Billings, Township of - [email protected] - Burpee and Mills, Township of - [email protected] - Central Manitoulin, Municipality of - [email protected] - Gordon/Barrie Island, Municipality of - [email protected] - Gore Bay, Town of - [email protected] - Northeastern Manitoulin and The Islands, Town of - [email protected] - Tehkummah, Township of - [email protected]; [email protected]

- Meldrum Bay (unincorporated) – [email protected]

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Sudbury District - Baldwin, Township of - [email protected] - Espanola, Town of - [email protected] - Nairn and Hyman, Township of - [email protected] - Sables-Spanish Rivers, Township of – [email protected]; [email protected]

FIRST NATIONS (for Chief and Band Council) - Aundek Omni Kaning (Sucker Creek) First Nation - [email protected]; [email protected]; [email protected] - M'Chigeeng First Nation - [email protected] - Mississauga First Nation - [email protected] - Sagamok Anishnawbek First Nation - [email protected] - Serpent River First Nation - [email protected] - Sheguiandah First Nation Reception - [email protected] - Thessalon First Nation - [email protected]; [email protected] - Whitefish River First Nation – [email protected] - Wiikwemkoong Unceded Territory [email protected] - Zhiibaahaasing First Nation [email protected]

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December 4, 2020

RE: Community Owned Broadband Network

Dear Chiefs and Mayors,

Over the last few months, you have received updates from the Municipality of Huron Shores on a community owned broadband network project (H&M COFI), and are most likely considering whether or not to provide another letter of support for an application for additional funding.

We are in full support of opportunities to provide better Internet access for all residents of Northern Ontario. However, as a group of ratepayers in Huron Shores, we have some concerns regarding this initiative, which have not yet been addressed, and which we would like to share with you as you consider further endorsement.

The solution for better broadband across our region will, undoubtedly, include several options and different technologies to meet the needs of constituents in a large and diverse area.

We would encourage you to ask questions and garner more information in these key areas:

1. At this point, it would seem the Municipality of Huron Shores council is focused solely on the H&M COFI project, to the exclusion of other potential opportunities for better service, one example being Leepfrog. A focus on one solution while blocking others, some of them immediate and shovel-ready, does not seem to be in the best interest of constituents.

2. Council has stated that the total cost of the project is $150 million.

It should be pointed out that the initial cost of a project is typically 20%, with another 80% in maintenance over a 5-year period. This would put the total cost more in the neighbourhood of $600-750 million. (Gartner Group concept of Total Cost of Ownership).

A claim has also been made that the project would generate $40 million per year in monthly fees from 37,000 homes and businesses. That number represents a 90% adoption rate. Best in class adoption rates, upon deploying new initiatives, are typically 20%.

Our region includes large Mennonite and Amish communities, aging populations, and many seasonal residents. As well, many communities already have satisfactory service, and not all municipalities have endorsed the project. This would indicate that a 90% adoption rate is unattainable.

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Therefore, there is a significant risk that less than 10% of the total overall cost would be covered by revenue, a challenge considering that federal and provincial funding would cover no more than 75%.

This is cause for concern in terms of liability for municipalities and ratepayers.

3. Rock Networks Inc. is the chosen partner in this endeavour. Our concerns regarding their ability to manage and deliver on a project of this magnitude remain unanswered. They are already committed to a significant project in Pictou County, Nova Scotia, which after three years has yet to deliver service. Further, Rock operates on a revenue-sharing model, while assuming no liability.

4. To date, we are unaware of any public consultation in any of the communities involved. We are still left with many questions about this undertaking and some of the decisions that have been made so far.

Please be encouraged to consider whether you have enough information to endorse the H&M COFI project on behalf of your community and your constituents.

Best regards,

Joanne Falk On behalf of concerned ratepayers in the Municipality of Huron Shores

214 215 216 217 218 219 220 221 222 223 224 225 226 227 228 229 230 231 232 233 The Corporation of the Town of Blind River REPORT

RE: Site Specific Zoning By-Law Amendment

Date of Creation: November 19, 2020

Author: Manager, Building & Planning, J. Jones

OBJECTIVE: To have site specific zoning by-law amendment passed to permit the construction of a larger garage than what is permitted under current zoning.

BACKGROUND: Deeming by-law was passed previously combining the two smaller separate lots to increase the total lot area and the allowable coverage of buildings on the property. The reasoning is to construct a garage that is much larger than what the by-law requirements allow.

BUDGET IMPLICATION: Increased assessment from construction of garage as well as revenue from permit fees.

RECOMMENDATION

That Council pass a site specific zoning by-law amendment for 254 Youngfox Road to allow for the increase in the maximum allowable lot coverage for accessory buildings within the “R1-Residnetial, Single Detached Type” zone from 10% (ten percent) to 36% (thirty-six percent) to permit the construction of a detached garage (1,024 sq. ft.).

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EXPLANATORY NOTE

ZONING BY-LAW NO. 20-48

The following is an explanatory note to Zoning By-Law No. 20-48 .

The purpose of this by-law is:

i) to (File No.ZBL-20/003) amend the text to Comprehensive Land Use Zoning By-Law No.16-49 to permit the increase in the maximum allowable lot coverage requirement for an accessory building within the “R1 – Residential, Single Detached Type” zone at 254 Youngfox Road (being Range B, Lot 3Pt./RP 5400, Part 3) to permit the construction of a detached garage having a total floor area of 95 m2 (1,024 sq. ft.).

The effect of this By-law will be to allow for an increase in the maximum allowable lot coverage requirement from 10 % (ten per cent) to 36 % (thirty-six per cent) to permit the construction of a detached garage within the “R1 - Residential, Single Detached Type” zone at 254 (being Range B, Lot 3Pt./RP 5400, Part 3).

This By-Law becomes effective when passed by Council subject to any necessary approval by the Local Planning Appeal Tribunal.

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CORPORATION OF THE TOWN OF BLIND RIVER

BY-LAW NO. 20-48

A By-law to amend Comprehensive Land Use Zoning By-Law No.16-49 for the Town of Blind River.

WHEREAS authority is granted under Section 34 of the Planning Act, R.S.O. 1990, Chapter P13, as amended,

AND WHEREAS Council deems it appropriate to permit the increase in the maximum allowable lot coverage requirement to permit the construction of a detached garage within the “R1 - Residential, Single Detached Type” zone at 254 Youngfox Road (being Range B, Lot 3Pt./RP 5400, Part 3).

NOW THEREFORE, the Council of the Corporation of the Town of Blind River ENACTS AS FOLLOWS:

1. Section 26 – Exceptions to Zones, being part of the TEXT of Comprehensive Land Use Zoning By-Law No.16-49 is hereby amended by the addition of the following:

26 Zone Exceptions

26.1. R1-38(a)(i) To permit the increase in the maximum allowable lot coverage requirement to permit the construction of a detached garage having a total floor area of 96 m2 (1024 sq. ft.) within the “R1 - Residential, Single Detached Type” zone to be increased from 10 % (ten per cent) to 36 % (thirty-six per cent).

(b) Subsection (a) applies to the parcel of land situated in the Town of Blind River at 254 Youngox Road (being Range B, Lot 3Pt./RP 5400, Part 3) as registered in the Land Registry Office for the Land Titles Division of Algoma (No.1).

2. Schedule '1' attached is hereby declared to be part of this by-law.

3. This By-Law shall take effect from the date of its passage by Council and shall come into force upon any necessary approval by the Local Planning Appeal Tribunal. 236

PASSED in open Council on this 14th day of December, 2020.

______MAYOR

______CAO/Clerk

CERTIFICATION BY THE CAO/Clerk:

I, K. Scott, CAO/Clerk of the Corporation of the Town of Blind River, do hereby certify that the above is a true certified copy of By-Law No. 20-48 which was passed on the 14th day of December, 2020.

______K. SCOTT

237

By-Law #20-48 Schedule “1”:

Subject property 254 Youngfox Road (Range B, Lot 3Pt., RP 1R5400, Part 3)

238

TECHNICAL REPORT:

RE: Zoning By-Law Amendment Application (File No. ZBL-2020/003)

LOCATION: i) 254 Youngfox Road Lot 3Pt., Range B Part 3, RP 1R5400 Roll No.: 57-38-000-0008-168-00 Size: 0.48 acres 57.0 ft. Frontage. 285.53 ft. Depth

OWNER: Tulloch, Natalie 254 Youngfox Road Blind River, ON, P0R 1B0

APPLICANT: Same

PROPOSAL:

The proposal is to increase the maximum allowable lot coverage requirement for an accessory building within the “R1 – Residential, Single Detached Type” zone from ten (10) percent to thirty-six (36) percent to permit the construction of a detached garage on a lot within the “R1- Residential, Single Detached Type” zone. The property has recently been consolidated (merged) of two smaller properties to permit the construction of a detached garage.

EXISTING:

The property currently has a single detached dwelling with two small sheds (10 ft. x 10 ft. and 20 ft. x 12 ft.) which the owner wants them to remain. 239

Proposed garage 32 ft. x 32 ft.

SURROUNDING LAND USES:

The surrounding land uses consist of mainly of single detached dwellings and rural green spaces.

OFFICIAL PLAN:

The subject property is designated as “Waterfront Community” on Schedule A – Rural Land Use to the official plan. Permitted uses within the “waterfront community” designation include year round and seasonal residential uses along with accessory buildings and/or structures.

240

ZONING BY-LAW:

The existing property is zoned as “LSR-Residential, Limited Services Type” on Schedule “A1” to Comprehensive Land Use Zoning By-LawNo.16-49 for the Town of Blind River.

The “R1” zone permits accessory uses, buildings and/or structures.

MUNICIPAL PLAN REVIEW:

Comments were requested from the various Ministries and public agencies that provide information and technical expertise to municipalities through the Municipal Plan Review process. The nature of this application is one of minimal impact on the surrounding properties as the proposed lot coverage increase will permit the construction of a detached garage and will not have any impact on adjacent properties.

Provincial Policy Statement – 2020:

The proposal is considered to be in line with the Provincial Policy Statement – 2020.

COMMENTS:

The property was recently consolidated (merged) to increase the lot size of two smaller individual properties to permit the construction of a detached garage. This application for the increase in maximum allowable lot coverage to permit the construction of a detached garage within the “R1-Residential, Single Detached Zone” is considered to be in compliance with the policies of the Official Plan and the general intent of the zoning by-law.

RECOMMENDATION:

It is recommended that this application for an increase in the maximum allowable lot coverage requirement for an accessory building within the “R1” zone be approved.

241

Respectfully submitted, John Jones, C.B.C.O., C.P.T. Manager, Building, Planning, and By-Laws.

November 24, 2020.

/jhj

242 The Corporation of the Town of Blind River REPORT

RE: 2021 Municipal User Fees

Date of Creation: 12/8/2020

Author: Treasurer Director of Finance, S. Dent

OBJECTIVE

To obtain Council approval for the proposed 2021 Municipal User Fees.

UPDATE

The draft 2021 User Fees were presented to the Budget Committee during the November 10, 2020 Budget Committee meeting.

Water and Wastewater rates were adjusted as per the Committee’s recommendation from 5.4% to 4% for water and from 8.5% to 5% for wastewater.

2021 fees for Huron Pines Golf & Country Club are not included at this time due to discrepancies in what was submitted.

RECOMMENDATION

WHEREAS the Budget Committee recommends that Council adopt the draft user fees as presented at the November 10, 2020, Public Meeting; AND WHEREAS the Budget Committee recommends that Council approve the 2021 water rates be increased by 4%; AND WHEREAS the Budget Committee recommends that Council increase the wastewater rates by 5% for 2021; THEREFORE BE IT RESOLVED THAT Council authorize the Mayor and CAO/Clerk to sign By-law #20-49, being a By-law of the Corporation of the Town of Blind River to establish User Fees for Municipal Services and to repeal By-Law #19-70, was passed in open Council this 14th day of December, 2020.

Page 1 of 1

243

THE CORPORATION OF THE TOWN OF BLIND RIVER

BY-LAW #20-49

Being a by-law to establish User Fees for Municipal Services and to repeal By-Law #19-70

WHEREAS Section 391(1) of the Municipal Act, 2001 authorizes a municipality to impose fees or charges on persons for services or activities provided or done by, or on behalf of it, and for the use of its property including property under its control;

NOW THEREFORE the Council of the Corporation of the Town of Blind River ENACTS AS FOLLOWS:

1. THAT User fees are hereby established for Municipal services or activities as set out in the Schedules listed below and as attached hereto and forming part of this By-law:

Schedule A – Parks and Recreation Schedule B – Animal Control Schedule C – Water and Sewer Schedule D – Fire Department Schedule E – General Schedule F – Clerk’s Department Schedule G – Planning Schedule H – Building Schedule I – Landfill Schedule J – Licensing Schedule K – Public Works

2. THAT all user fees for municipal services are subject to provincial and/or federal taxes.

3. That By-Law #19-70 is hereby rescinded.

4. This By-Law shall come into effect January 1, 2021.

PASSED IN OPEN COUNCIL THIS 14TH DAY OF DECEMBER, 2020.

______

MAYOR

______

CAO/CLERK

244 By-Law #20-49 Page 2 of 2

CERTIFICATION BY THE CAO/CLERK:

I, K. Scott, CAO/Clerk of the Corporation of the Town of Blind River, do hereby certify that the above is a true certified copy of By-Law No. 20-49 which was passed on the 14th day of December, 2020.

______K. SCOTT

245

SCHEDULE A – PARKS AND RECREATION

Services Offered 2020 2021 GST/HST Fee Fee Included or Added TIMBER VILLAGE MUSEUM Museum Admission - Children (5 years - 12 years) 2.00 2.00 Included Museum Admission - Students (13 years - 25 years) 4.00 4.00 Included Museum Admission – Adult 5.00 5.00 Included Museum Admission – Family 15 .00 15.00 Included Museum Admission – Seniors (50 +) 4 .00 4.00 Included Admission by Donation Nov 1st – March 31st N/A Membership (Child & Youth) 7.00 7.00 Included Memberships (Individual) 10.00 10.00 Included Membership (Family) 20.00 20.00 Included Memberships (Supporting) 25.00 30.00 Included Membership (Patron) 50.00 50.00 Included Facility Rental – on approval of Gallery Curator only (not for general public rental) Art Gallery Space Daytime – first 2 hours 70.00 70.00 Added Art Gallery Space Daytime – per hour thereafter 35.00 35.00 Added Art Gallery Space Evening (5-10pm) – first 2 hours 125.00 125.00 Added Art Gallery Space Evening (5-10pm) – per hour thereafter 50.00 50.00 Added Type of Reproduction (Photocopying) In–house Reproduction (5 business Days) Photocopier Up to 8.4” x 11” (Black & White) 1.00/page 1.00/page Added Photocopier Up to 8.4” x 11” (Color) 3.00/page 3.00/page Added Prints 4” x 6” (printed on photo paper) 8.00 8.00 Added Prints 8” x 10” (printed on photo paper) 10.00 10.00 Added Prints 8” x 10” (high quality print) 25.00 25.00 Added Prints 16” x 20” (high quality print) 45.00 45.00 Added Digital Copies 5.00/image 5.00/image Added Use of Reference Room (free for members) 5.00/hour 5.00/hour Added Staff assisted or commissioned research By Donation By Exempt Donation Use of images for commercial purposes or publications 44.50 44.50 Added (One free per project/publication, covers 1 image)

COMMUNITY CENTRE HALL Community Hall/day 325.00 350.00 Added Community Hall/hour 50.00 57.50 Added Sports Tournament Rate (3days) 350.00 360.00 Added Pappp Party Package – Meeting Room & Ice Rental 100.00 106.19 Added Kitchen Use 160.00 165.00 Added SoCan Fee (with dancing) 63.49 63.49 Added SoCan Fee (no dancing) 31.72 31.72 Added Meeting Room Rental 25.00 Added Early set up fee – after 4pm on day before event 50.00 Added 246 By-Law #20-49 Page 2 of 21

Services Offered 2020 2021 GST/HST Fee Fee Included or Added ARENA ICE AND FLOOR Minor Sport / Junior A Hockey Rate 68 .00 70.00 Added Figure Skating Rate 55.00 57.00 Added Sports Tournaments Rate 88.50 88.50 Added 5+ Game Tournament Rate – per game (Resident) 50.00 65.00 Added Junior A Game 325.00 325.00 Added Junior A Game Playoffs 375.00 375.00 Added Day time – 8:00 a.m. – 5:00 p.m. Rate 70.79 73.00 Added Evening – 5:00 p.m. – 11:00 p.m. 101.76 106.19 Added Visitor 176.99 185.00 Added Visitor – per game (3 game minimum) 115.00 120.00 Added School only between 9am and 2pm 25.00 25.00 Added Public Skaters/all skaters 3.54 4.42 Added Skate Pass 26.55 28.32 Added Seniors Stick’n’Puck Pass Add-On (must purchase Skate 10.00 15.00 Added Pass to qualify) Floor – Ice Out 300.00 350.00 Added

SENIOR CENTRE HALL Seniors’ Meeting (open door to any senior guest – FREE FREE Insurance learning/teaching) applies Senior Rate 50.00 N/A Added Daily Rental Rate 150.00 160.00 Added Other Rentals – first 2 hours 70.00 80.00 Added Other Rentals – per hour thereafter 35.00 40.00 Added

MARINA No Services Docking – Monthly per foot 7.00 9.00 Added No Services Docking – Seasonal per foot 20.00 22.00 Added Docking Daily – per foot 1.90 1.90 Added Docking Monthly – per foot 12.00 14.00 Added Docking Seasonal – per foot 30.50 31.00 Added Pump Out 11.50 11.50 Added 2-Sided Chart 28.00 28.00 Added Chart 20.00 20.00 Added Strip Chart 12.00 12.00 Added Ice 3.00 3.00 Exempt Ice – 2 for $5 special 5.00 5.00 Exempt Laundry 2.00 2.50 Exempt Shower 5.00 5.00 Exempt Shower Pass – seasonal – NEW 25.00 Exempt RV Parking – Daily Rate per space 20.00 20.00 Added Camping (tent) – Daily Rate 15.00 15.00 Added 247 By-Law #20-49 Page 3 of 21

Notes: All events require Liability Insurance.

Arena Ice Rates come into effect September 1, 2021.

Marina season runs from Friday of May long weekend to October 1. Boats launched prior to or left in after the season will be charged the applicable daily or monthly rate.

248 By-Law #20-49 Page 4 of 21

SCHEDULE B – ANIMAL CONTROL

Services Offered 2020 2021 GST/HST Fee Fee Included or Added Spayed/Neutered Dog/Cat 25.00 26.25 Exempt Spayed/Neutered Dog/Cat tag after deadline 50.00 52.50 Exempt Not Spayed/Neutered Dog/Cat 35.00 36.75 Exempt Not Spayed/Neutered Dog/Cat after deadline 70.00 73.50 Exempt Kennel License 75.00 78.75 Exempt Kennel License after deadline 100.00 105.00 Exempt Transfer of License 10.00 10.50 Exempt Replacement of lost tag 10.00 10.50 Exempt Spayed/Neutered Dog/Cat - seniors/disabled 20.00 21.00 Exempt Spayed/Neutered Dog/Cat - seniors/disabled deadline 40.00 42.00 Exempt Not Spayed/Neutered Dog/Cat - seniors/disabled 30.00 31.50 Exempt Not Spayed/Neutered Dog/Cat- seniors/disabled deadline 60.00 63.00 Exempt

LIVE TRAPS Administration Fee 15.00 17.50 Exempt Deposit (Refunded After Return) 80.00 80.00 Exempt

ANIMAL SHELTER FEES Every day 35.00 40.00 Included Surrender Fees Dog 15lbs and under 365.00 385.00 Included Dog 16lbs-40lbs 375.00 390.00 Included Dog 41lbs-70lbs 405.00 425.00 Included Dog 71lbs-100lbs 425.00 445.00 Included Dog 101lbs and up 435.00 455.00 Included Cat 365.00 385.00 Included

Note: Deadline for purchase of tags is March 1st Provide veterinarian document for lower rate Seniors is 65 +

249 By-Law #20-49 Page 5 of 21

SCHEDULE C – WATER AND SEWER

Services Offered 2020 2021 GST/HST Fee Fee Included or Added Residential (up 1” service) Base rate per month 30.42 31.64 Exempt Rate per meter 1st – 20 cu.m 1.43/cu.m 1.49/cu.m Exempt Rate per meter 30 cu.m 1.90/cu.m 1.98/cu.m Exempt Remainder rate per meter 1.69/cu.m 1.76/cu.m Exempt Basic Service Charge by Diameter 1.5 inch Base rate per month 36.30 37.76 Exempt Rate per meter 1st – 20 cu.m 1.43/cu.m 1.49/cu.m Exempt Rate per meter 30 cu.m 1.90/cu.m 1.98/cu.m Exempt Remainder rate per meter 1.69/cu.m 1.76/cu.m Exempt Basic Service Charge by Diameter 2.0 inch Base rate per month 38.86 40.42 Exempt Rate per meter 1st – 20 cu.m 1.43/cu.m 1.49/cu.m Exempt Rate per meter 30 cu.m 1.90/cu.m 1.98/cu.m Exempt Remainder rate per meter 1.69/cu.m 1.76/cu.m Exempt Basic Service Charge by Diameter 3.0 inch Base rate per month 54.15 56.32 Exempt Rate per meter 1st – 20 cu.m 1.43/cu.m 1.49/cu.m Exempt Rate per meter 30 cu.m 1.90/cu.m 1.98/cu.m Exempt Remainder rate per meter 1.69/cu.m 1.76/cu.m Exempt Basic Service Charge by Diameter 4.0 inch Base rate per month 76.90 79.98 Exempt Rate per meter 1st – 20 cu.m 1.43/cu.m 1.49/cu.m Exempt Rate per meter 30 cu.m 1.90/cu.m 1.98/cu.m Exempt Remainder rate per meter 1.69/cu.m 1.76/cu.m Exempt Basic Service Charge by Diameter 6.0 inch Base rate per month 107.50 111.80 Exempt Rate per meter 1st – 20 cu.m 1.43/cu.m 1.49/cu.m Exempt Rate per meter 30 cu.m 1.90/cu.m 1.98/cu.m Exempt Remainder rate per meter 1.69/cu.m 1.76/cu.m Exempt Apartments: Basic Service Charge Base rate per month 30.42/unit 31.64/unit Exempt Rate per meter 1st – 20 cu.m 1.43/cu.m 1.49/cu.m Exempt Rate per meter 30 cu.m 1.90/cu.m 1.98/cu.m Exempt Remainder rate per meter 1.69/cu.m 1.76/cu.m Exempt

Water – Commercial (flat rate per month) 125.00 130.00 Exempt Water – Garage (flat rate per month) 138.50 144.04 Exempt

Fggttt EXTRA FEES Service Fee 38.84 40.40 Exempt 250 By-Law #20-49 Page 6 of 21

Services Offered 2020 2021 GST/HST Fee Fee Included or Added Service Fee – after hours/weekend NEW 70.00 Exempt Final Reading 38.84 40.40 Exempt New Meter (at the request of property owner) 164.86 At cost + Exempt installation fee Install/Unistall M x U (each time) 85.80 89.23 Exempt Install/Uninstall Water Meter (each time) 171.60 178.46 Exempt Water Meter Repair (damage/neglect caused by 31.20/hour + 32.45/hour Added homeowner) costs + costs Replace MXU (Due to customer neglect) NEW At cost + Exempt installation Tampering with Water Meter 312.00 324.50 Exempt Bill Reprint – NEW 5.00 Exempt Copy of Billing History – NEW 20.00 Exempt Transfer to Tax Account (due to non-payment) – NEW 20.00 Exempt Reconnection (after disconnection for non-payment) – 50.00 Exempt NEW Account Set-Up fee – NEW 40.94 Exempt Mail-out Fee (reminder notices, receipt @ customer 5.00 Exempt request) – NEW WATER AND SEWER INSTALLATIONS Water Service ¾” x 1” 1,099.06 At cost – all Exempt materials + labour Water Service over 1” 1,648.58 At cost – all Exempt materials + labour Sanitary Sewer 4” to 6” 1,099.06 At cost – all Exempt materials + labour

SaniStar Sani-Dump (at TIC) 10.00 12.00 Exempt

Note: Sewer rate shall be 50.5% of the total water charge.

251 By-Law #20-49 Page 7 of 21

SCHEDULE D – FIRE DEPARTMENT

Services Offered 2020 2021 GST/HST Fee Fee Included or Added Inspections 50.00/hour 50.00/hour Exempt Inspections after Regular Hours 10 0.00/hour 100.00/hour Exempt False Alarm-First Call No charge No charge Exempt False Alarm- Second Call 50.00 50.00 Exempt False Alarm-Third Call 100.00 100.00 Exempt False Alarm- Fourth or more calls 200.00 200.00 Exempt Fire Reports 50.00 50.00 Exempt File Search 50.00 50.00 Exempt Photographs - 1st photo 40.00 40.00 Exempt Photographs – every other photo 50.00 50.00 Exempt Standby/ truck hour 100.00 100.00 Exempt Fire Permits (7:00 p.m. – 7:00 a.m) 10.00 10.00 Exempt Day Time Fire Permits 25.00 25.00 Exempt Fire Plan Review NEW 40.00/hour Exempt

CALLOUTS Response to motor vehicle accident on non-provincial Highway hour/ vehicle for first hour and 410.00 410.00 Exempt half-hour/ vehicle after 205.00 205.00 Exempt Railroad call outs on or beside tracks, as a result of railway operations and the subsequent failure or gross negligence or as the result of an illegal act. hour/ vehicle for first hour and 410.00 410.00 Exempt half-hour/ vehicle after 205.00 205.00 Exempt Situations that the opinion of senior officer as the result of gross negligence or as the result of an illegal act. hour/ vehicle for first hour and 410.00 410.00 Exempt half-hour/ vehicle after 205.00 205.00 Exempt Hydro and/Bell call outs (includes standby time) hour/ vehicle for first hour and 410.00 410.00 Exempt half-hour/ vehicle after 205.00 205.00 Exempt Railroad callouts for accidents and/ or incidents including derailments hour/ vehicle for first hour and 410.00 410.00 Exempt half-hour/ vehicle after 205.00 205.00 Exempt Elevator Rescue hour/ vehicle for first hour and 410.00 410.00 Exempt half-hour/ vehicle after 205.00 205.00 Exempt

252 By-Law #20-49 Page 8 of 21

Explanations:

Fire Report: As requested by business professional. All requests must be provided in writing.

File Search: As requested by business professional; lawyers in real estate closing, etc. All requests must be provided in writing.

Inspections: As requested by business professionals; lawyers in real estate closing, etc. All requests must be provided in writing along with written permission from the owner. No charge for private homeowners.

253 By-Law #20-49 Page 9 of 21

SCHEDULE E – GENERAL

Services Offered 2020 2021 GST/HST Fee Fee Included or Added Duplicate Receipt $ 15.00 15.00 Exempt Late Interest Charges per month 1.25% 1.25% Exempt NSF Fee 50.00 50.00 Exempt Tax Certificate (Includes water) 55.00 60.00 Exempt Photocopy 8 1/2x11” B&W per page 1.00 1.00 Added Photocopy 8 1/2x11” Colour per page 3.00 3.00 Added Photocopy 11x17” B&W per page 1.25 1.25 Added Photocopy 11X17” Colour per page 5.00 5.00 Added Fax per page – NEW 1.00 Added Copy of Zoning By-Law 31.50 31.50 Added Copy of Official Plan 55.00 55.00 Added Water Disconnection/Reconnection – each 30.00 30.00 Exempt 911 Sign – single number 30.00 30.90 Added 911 Sign – dual number 35.00 36.05 Added 911 Post 20.00 20.60 Added 911 Sign & Post Installation 140.00 144.20 Added House Number (per Number) 7.50 7.72 Added Installation of House Number 90.00 92.70 Added Assign Street Address – NEW 200.00 Added Change Street Address – NEW 200.00 Added Parking – Meter Rate (maximum 2 hours) 1.00/hour 1.00/hour Included Blue Box – Extra 15.00 N/A Added ALL Blue Boxes (No free 1st box) NEW 20.00 Added

254 By-Law #20-49 Page 10 of 21

SCHEDULE F – CLERK’S DEPARTMENT

Services Offered 2020 2021 GST/HST Fee Fee Included or Added D Marriage License 135.00 140.00 Exempt Issue Burial Permit 20.00 20.00 Exempt Affidavit/Commissioning – single page 10.00 10.00 Included Affidavit/Commissioning – multiple pages 25.00 25.00 Included Certified True Copy 10.00 10.00 Included

CEMETERY

2020 Fee 2021 Fee Plot Charge C&M Total Charge C&M Total Plot - 4'x8' $ 495.00 $ 330.00 $ 825.00 $ 510.00 $ 340.00 $ 850.00

Columbarium Top row ashes for 1 $ 552.50 $ 97.50 $ 650.00 $ 807.50 $ 142.50 $ 950.00 Top row ashes for 2 $ 786.25 $ 138.75 $ 925.00 $ 1,041.25 $ 183.75 $ 1,225.00 Second row ashes for 1 $ 510.00 $ 90.00 $ 600.00 $ 765.00 $ 135.00 $ 900.00 Second row ashes for 2 $ 722.50 $ 127.50 $ 850.00 $ 977.50 $ 172.50 $ 1,150.00 Third row ashes for 1 $ 467.50 $ 82.50 $ 550.00 $ 722.50 $ 127.50 $ 850.00 Third row ashes for 2 $ 658.75 $ 116.25 $ 775.00 $ 913.75 $ 161.25 $ 1,075.00 Bottom row ashes for 1 $ 400.00 $ 100.00 $ 500.00 $ 680.00 $ 120.00 $ 800.00 Bottom row ashes for 2 $ 595.00 $ 105.00 $ 700.00 $ 850.00 $ 150.00 $ 1,000.00

Interment Charges Adult - Monday to Friday $ 550.00 $ 550.00 $ 575.00 $ 575.00 Adult - Saturday morning $ 650.00 $ 650.00 $ 800.00 $ 800.00 Infant/Child - Monday to Friday $ 300.00 $ 300.00 $ 300.00 $ 300.00 Infant/Child - Saturday morning $ 450.00 $ 450.00 $ 450.00 $ 450.00 Ashes - Monday to Friday $ 200.00 $ 200.00 $ 250.00 $ 250.00 Ashes - Saturday morning $ 300.00 $ 300.00 $ 500.00 $ 500.00 Saturday afternoon/Sunday/Stat add 50% to Holiday Sat rate Disinterment & reburial in another location-same cemetery $ 800.00 $ 800.00 $ 850.00 $ 850.00 Disinterment & reburial in same location $ 650.00 $ 650.00 $ 750.00 $ 750.00 Disinterment only (for reburial in another cememtery) $ 650.00 $ 650.00 $ 700.00 $ 700.00 255 By-Law #20-49 Page 11 of 21

2020 Fee 2021 Fee Disinterment & reburial of ashes $ 250.00 $ 250.00 Disinterment only ashes $ 150.00 $ 150.00 Disinterment Columbarium $ 75.00 $ 75.00 Stake & locate fee $ 100.00 $ 100.00

Monuments & Markers (C&M only) Flat Marker < 1,116.13 sq cm/173 sq in N/C N/C Flat Marker > 1,116.13 sq cm/173 sq in $ 50.00 $ 50.00 $ 50.00 $ 50.00 Upright Monument <1.22m/4ft height/length $ 100.00 $ 100.00 $ 100.00 $ 100.00 Upright Monument >1.22m/4ft height/length $ 200.00 $ 200.00 $ 200.00 $ 200.00

Other Fees Winter storage for out-of- town interments flat rate - Non-Resident $ 150.00 $ 150.00 Winter storage for out-of- town interments flat rate - Resident $ 100.00 $ 100.00 Winter storage - per month or part thereof $ 50.00 $ 50.00 Transfer of interment rights $ 25.00 $ 25.00 $ 25.00 $ 25.00 Registration fee $ 20.00 $ 20.00 $ 20.00 $ 20.00 $200 or 10% of $200 or 10% Cancellation of interment amount of amount rights - lesser of paid paid

256 By-Law #20-49 Page 12 of 21

SCHEDULE G – PLANNING

Services Offered 2020 2021 GST/HST Fee Fee Included or Added Pre-consultatio 200.00 206.00 Exempt Zoning By-law Amendment/ plus costs 500.00 515.00 Exempt Official Plan Amendment/plus costs 500.00 515.00 Exempt Plan of Subdivision/plus costs 500.00 515.00 Exempt Plan of Subdivision/additional lot/plus costs 200.00 206.00 Exempt Site Plan Approval Application/Development 500.00 515.00 Exempt Agreement/plus costs Site Plan Amendments 200.00 206.00 Exempt Removal of Part lot Control/plus costs 500.00 515.00 Exempt Validation Certificate/plus costs 500.00 515.00 Exempt Deeming By-Law/plus costs 350.00 360.50 Exempt Consent /Severance/Easement/Registered Right-of- 550.00/lot 568.00/lot Exempt way/plus costs Property compliance letter 75.00 77.50 Exempt Property compliance letter-expedited (1-2 days) 125.00 128.50 Exempt Site plan compliance letter 75.00 77.50 Exempt Site plan compliance letter-expedited (1-2 days) 125.00 128.50 Exempt Zoning compliance letter 75.00 77.50 Exempt Zoning compliance letter-expedited (1-2 days) 125.00 128.50 Exempt Any other planning application not specified above/plus 500.00 515.00 Exempt costs Printing of maps/schedules 24” x 36” 20.00 20.60 Added Billboard Sign – annual fee 100.00 103.00 Exempt Pole or Pylon Sign – annual fee 200.00 206.00 Exempt

Note:

If any of the applications involve a hearing before the Local Planning Advisory Committee and the Applicant’s interest is averse to that of the Town, an additional fee will be required to process the matter and forward material to the LPAC. The Town will not take any position if the fee is not paid. The amount to be determined by Council based on the anticipated costs of the municipality ($7,000).

“Plus costs” may include but is not limited to the following:  advertising, postage, Purolator, photocopying, printing, legal, surveying, telephone and fax

257 By-Law #20-49 Page 13 of 21

SCHEDULE H – BUILDING

Services Offered 2020 2021 GST/HST Fee Fee Included or sq.ft sq.ft Added Non-refundable Deposit (payable on submission of all permit 50.00 50.00 Exempt applications – per project) FLAT FEE D Class “A” Building (Assembly) 0.85 0.90 Exempt all recreation facilities, schools, libraries, churches Theatres, hotels/motels Class “B” Buildings (Institutional) 0.90 0.95 Exempt Institutional building, hospitals, nursing homes all detention and care building Class “C” Buildings (New construction) 0.65 0.70 Exempt residential – single detached, semi-detached, duplexes, townhouses, cottage Additions - 3 exterior walls 0.50 0.55 Exempt Additions - 2 exterior walls 0.35 0.40 Exempt Multiple Unit Apartments (3 or more units) 0.55 0.60 Exempt Class “D” Building (Business/personal service) Office Building 0.75 0.85 Exempt Funeral homes, banks, medical offices 0.60 0.65 Exempt Class “E” Buildings (Retail) Retail stores, department stores 0.65 0.70 Exempt Strip plazas 0.50 0.55 Exempt Warehouse style building (no or few partitions) 0.55 0.60 Exempt Class “F” Buildings (Industrial) Industrial (i.e. Warehouse – shell) 0.40 0.45 Exempt Industrial (partitioned) 0.55 0.60 Exempt For Special Cases – Repairs and Renovations: Gas station, car washes 0.50 0.55 Exempt Basement finishing – new foundations, finishing 0.30 0.35 Exempt existing Farm Buildings, green houses 0.30 0.35 Exempt Interior alterations, renovations (residential) 0.25 0.30 Exempt Interior alterations, renovations (non-residential) 0.40 0.45 Exempt Repairs of re-cladding of walls and/or ceilings 0.25 0.30 Exempt (surface area) Sprinkler systems (floor area protected) 0.25 0.30 Exempt Residential garages, sheds, etc. 0.30 0.35 Exempt HVAC for building - fire separations will be penetrated 0.20 0.25 Exempt Structural repairs 0.20 0.25 Exempt Guest Cabin/Bunkie 0.30 0.35 Exempt Finished Basement – NEW 0.40 Exempt Unfinished Basement – NEW 0.20 Exempt Crawl Space – NEW 0.15 Exempt

258 By-Law #20-49 Page 14 of 21

Services Offered 2020 2021 GST/HST Fee Fee Included or Added Tents, air supported structures, mobile homes 115.00 118.50 Exempt Fire alarm systems 165.00 170.00 Exempt Fire places, wood stoves, outdoor wood furnaces 115.00 118.50 Exempt Decks, porches, residential balconies (<15m2) 115.00 118.50 Exempt Decks, porches, residential balconies (>15m2) 205.00 211.15 Exempt Decks – repairs, alterations to existing decks 65.00 67.00 Exempt Reroofing – Non-residential 115.00 118.50 Exempt Minor alterations – siding, windows, doors 85.00 87.55 Exempt Minor alterations – other buildings (non-residential) 105.00 108.15 Exempt Installation of brick veneer over surface of at least 115.00 118.50 Exempt one entire exterior wall Minor foundation repairs and damp proofing 75.00 77.25 Exempt Satellite dishes, sign 55.00 N/A Exempt Communication towers 115.00 118.50 Exempt Commercial kitchen exhaust installations (if not included 205.00 211.15 Exempt in work under other permit) HVAC residential no penetration of fire separations 65.00 67.00 Exempt Swimming pools (as per OBC – in-ground) 115.00 118.50 Exempt Plumbing Permit 25.00 25.75 Exempt Plumbing Permit - additional fixture 12.00 12.40 Exempt Demolition Permit (house/primary building) + tipping fees 125.00 128.75 Exempt Demolition Permit (accessory building – garage/shed) 55.00 60.00 Exempt Moving Permit 115.00 118.50 Exempt Excavation Permit 115.00 118.50 Exempt Blasting Permit 115.00 118.50 Exempt Sign Permit 115.00 118.50 Exempt Change of use permit (non-refundable) 300.00 300.00 Exempt Occupancy with Conditions (Conditional Permit) 125.00 128.75 Exempt Fencing – Residential 75.00 77.25 Exempt Fencing – Non-Residential 125.00 128.75 Exempt Swimming Pool enclosures (see By-Law) 75.00 77.25 Exempt Swimming Pool enclosure with deck 115.00 118.50 Exempt Renewal of Permit - minor 75.00 77.25 Exempt Renewal of Permit - major 125.00 128.75 Exempt Transfer of permit to new owner 115.00 118.50 Exempt Final Occupancy Permit 115.00 118.50 Exempt Water Access only properties (boat rental) + permit fee At Cost At Cost Exempt Building Compliance Letter 75.00 77.25 Exempt Building Compliance Letter-expedited (1-2 days) 125.00 128.75 Exempt Outstanding Work Orders 75.00 77.25 Exempt Outstanding Work Orders-expedited (1-2 days) 125.00 128.75 Exempt Removal of Work Order (By-Law) 160.00 164.80 Exempt Work Order Appeal (By-Law) 160.00 164.80 Exempt Removal of Order (Building Code) 160.00 164.80 Exempt 259 By-Law #20-49 Page 15 of 21

Services Offered 2020 2021 GST/HST Fee Fee Included or Added Liquor License Application 160.00 164.80 Exempt Re-inspection where work is not complete for the 160.00 164.80 Exempt requested inspection and additional call backs Detached Buildings >108 sq.ft – zoning compliance 75.00 77.25 Exempt Certificate Detached Buildings >108 sq.ft – zoning compliance 125.00 128.75 Exempt Certificate-expedited (1-2 days) Amendments to Permits (within same calendar month) 125.00 128.75 Exempt Roof mounted Solar PV Permit 125.00 128.75 Exempt Wind Turbine Permit 75.00 77.25 Exempt Entrance Permit-Residential 160.00 164.80 Exempt Entrance Permit-Commercial 220.00 226.60 Exempt Storage/Sea Container – Residential NEW 115.00 Exempt Storage/Sea Container – Non-Residential NEW 150.00 Exempt Storage/Sea Container – Temporary NEW 75.00 Exempt Expedited Inspection Fee (less than 24 hours notice) NEW 160.00 Exempt Revisions to Permit (within same year) NEW 200.00 Exempt Note: 1. Building permit application fees for new construction include all essential systems such as sprinkler, fire alarm, HVAC, etc... Flat rate fees for HVAV permit applications apply to the installation of new HVAC systems in existing residential and other buildings provided no fire separation will be penetrated by the new system or any openings in existing fire separations are already protected.

2. Applications for building permits to conduct repair and /or restoration work caused directly by the failure of a public sanitary sewer, water or storm sewer system are exemption from the payment of any fee required pursuant to Schedule “H” of the By-law, in the event that the property owner is required to pay and is unable to recover the cost from his insurance. Exemptions from the payment of fees for applications for building permits do not apply where the repair and/or restoration work is caused by the failure of a lateral service of faulty service connection within the subject property boundary.

3. An additional fee of may be applied to inspection fees for subsequent and/or additional inspections as a result of not being ready for original scheduled inspection.

4. Permit fees are doubled (administration charge) if work is commenced prior to applying for and obtaining a permit.

5. Permit fee shall be based on the formula given below unless otherwise specified in this schedule or a fixed fee (ff) will apply. Permit fee = SI x A Where SI = Service index for class of proposed work A = floor area in ft2 of work involved.

260 By-Law #20-49 Page 16 of 21

SCHEDULE I – LANDFILL

SERVICES OFFERED 2020 2021 GST/HST FEE FEE INCLUDED Household waste OR ADDED Waste Management Resident household non-Hazardous Waste 2 Garbage Bags delivered to Landfill 2 free 2 Free

Tires, passenger size. Free Free

Clean not painted wood, brush, leaves Free Free

Metal appliances, stove, dishwasher, Free Free washer, dryer

Fridges, Freezers, Air conditioners, Free Free water coolers, Freon removed and tagged by certified technician.

Scrap metal Free Free

E Waste, computers, monitors, cell Free Free phones, home theatre systems, printers, photo copiers, TV’s, speakers, stereo equipment.

Garbage Bag Tag required for more $2.00 $2.00 Exempt than 2 bags

Large Furniture: Couch, Chair, $0.00 $10.00/ item Exempt Mattress, Box Spring, Dresser, Cabinets, Tables.

Bulk Pickup day each month, if $25.00 $25.00 continued. Must be paid at town hall before pickup will be booked.

Town Hall will advise GFL location approved for pickup.

Non-Hazardous Contaminated Soil $10.00 (may be reduced if suitable for cover) PER YARD NEW 261 By-Law #20-49 Page 17 of 21

Calculations based on waste being $10.00/ yard $10.00/ yard level with the sides of the Length x width x Length x width x truck/trailer. height in feet height in feet divided If load is above the sides of vehicle divided by 9 = by 9 = volume in calculate volume. volume in yards yards Length x width x height in feet divided by 9 = volume in yards

Mini Van/ SUV- half load $5.00 $5.00 Exempt

Mini Van/ SUV- Full load $10.00 $10.00 Exempt

6' short box truck 1.5 yards $15.00 $15.00 Exempt

8' Long Box Truck 2.28 yards $22.80 $22.80 Exempt

Single Axle Truck or Equivalent Calculate Volume Calculate Volume Exempt (greater than 1 ton)

Tandem/ Double Axle Dump Truck or $140.00 $140.00 Exempt Equivalent (14 yards)

Tri-Axle or trailer Dump Calculate Volume Calculate Volume Exempt @$10.00/ yard @$10.00/ yard Length x width x Length x width x height in feet height in feet divided divided by 9 = by 9 = volume in yards volume in yards Tri-Axle Trailer Dump (> 20 yards) Calculate Volume Calculate Volume Exempt @$10.00/ yard @$10.00/ yard Length x width x Length x width x height in feet height in feet divided divided by 9 = by 9 = volume in volume in yards. yards.

262 By-Law #20-49 Page 18 of 21

Calculations based on waste being $10.00/ yard $10.00/ yard level with the sides of the Length x width x Length x width x truck/trailer. If load is above the height in feet height in feet divided sides of vehicle calculate volume. divided by 9 = by 9 = volume in Length x width x height in feet volume in yards yards divided by 9 = volume in yards

Common Utility Trailers: 6' x 5’x 1' high load = 1 yard $10.00 $10.00 Exempt 6'x 5’ x 2' high load= 2 yard $20.00 $20.00 Exempt 8' x 5’x 1' high load= 1.5 yard $15.00 $15.00 Exempt 8' x 5’x 2' high load= 3 yard $30.00 $30.00 Exempt 8' x 5’x 3' high load= 4.5 yard $45.00 $45.00 Exempt 10' x 5’ x 1' high load= 1.8 yard $18.00 $18.00 Exempt 10' x 5 x 2' high load= 3.6 yard $36.00 $36.00 Exempt 10' x 5 x 3' high load= 5.4 yard $54.00 $54.00 Exempt 12’ x 6’ x 1’ high load= 2.6 yard $26.00 $26.00 Exempt 12’ x 6’ x 2’ high load= 5.2 yard $52.00 $52.00 Exempt 12’ x 6’ x 3’ high load= 7.8 yard $78.00 $78.00 Exempt 14’ x 6’ x 1’ high load= 3 yard $30.00 $30.00 Exempt 14’ x 6’ x 2’ high load= 6 yard $60.00 $60.00 Exempt 14’ x 6’ x 3’ high load= 9 yard $90.00 $90.00 Exempt 16’ x 6’ x 1’ high load= 3.5 yard $35.00 $35.00 Exempt 16’ x 6’ x 2’ high load= 7 yard $70.00 $70.00 Exempt 16’ x 6’ x 3’ high load= 10.5 yard $105.00 $105.00 Exempt 20’ x 6’ x 1’ high load= 4.5 yard $45.00 $45.00 Exempt 20’ x 6’ x 2’ high load= 9 yard $90.00 $90.00 Exempt 20’ x 6’ x 3’ high load= 13.5 yard $135.00 $135.00 Exempt

Dumpsters: 10 yd bin = $100.00 10 yd bin = $100.00 Exempt 20 yd bin = $200.00 20 yd bin = $200.00 30 yd bin = $300.00 30 yd bin = $300.00 40 yd bin = $400.00 40 yd bin = $400.00

2-yard bin = $20.0 2-yard bin = $20.0 Exempt 4-yard bin = $40.00 4-yard bin = $40.00 6-yard bin = $60.00 6-yard bin = $60.00 8-yard bin = $80.00 8-yard bin = $80.00 10-yard bin = 10-yard bin = $100.00 $100.00

263 By-Law #20-49 Page 19 of 21

264 By-Law #20-49 Page 20 of 21

SCHEDULE J – LICENSING

Services Offered 2020 2021 GST/HST Fee Fee Included or Added Hawker & Pedlar (door to door) 600.00/yr 600.00/yr Exempt Transient Traders (new business opening) - resident 100.00 100.00 Exempt Transient Traders (new business opening) - resident 25.00 25.00 Exempt Renewal Transient Traders (new business opening) - Non-resident 300.00 300.00 Exempt Transient Traders (new business opening) - Non-resident 75.00 75.00 Exempt Renewal Vendor – Resident 25.00 25.00 Exempt Vendor – Non-Resident 60.00 60.00 Exempt Refreshment Vehicles (mobile, stationary) 250.00/yr 250.00/yr Exempt Refreshment stand – charity function 20.00/yr 20.00/yr Exempt Vending – Ontario Produce/Municipal Act exempt Exempt Transfer name/New location – Resident 25.00 25.00 Exempt Transfer name/New location – Non-Resident 50.00 50.00 Exempt Home Occupation (hair dressing, caterer, accountant, 100.00/yr 100.00/yr Exempt Instruction – arts and crafts, music) Home Industry (work/business conducted primarily off- 100.00/yr 100.00/yr Exempt site) Taxi Owners - vehicles 60.00/yr 60.00/yr Exempt Taxi Drivers 20.00/yr 20.00/yr Exempt Event Sale of Fireworks 50.00/yr 50.00/yr Exempt

Note:

All licenses expire on December 31st.

265 By-Law #20-49 Page 21 of 21

SCHEDULE K – PUBLIC WORKS

Services Offered 2020 2021 GST/HST Fee Fee Included or Added Labour – per hour 30.90 31.35 Added Grader – per hour 87.55 100.00 Added Excavator 200 – per hour 138.60 140.00 Added Loader – per hour 82.40 85.00 Added Backhoe – per hour 61.80 75.00 Added Tandem – per hour 66.95 75.00 Added Green Sweeper – per hour 72.10 80.00 Added Backhoe Sweeper – per hour 72.10 80.00 Added Water Truck – per hour 51.50 60.00 Added Pickup Truck – per hour 30.90 32.00 Added MT6 Mower – per hour 77.25 80.00 Added Steamer – per hour 30.90 50.00 Added Other Equipment *labour charge per hour is in addition to these rates* Grass Whipper – per day 33.00 35.00 Added Water Pump – per day 41.20 45.00 Added Chainsaw – per day 41.20 45.00 Added Trailers – per hour 20.60 50.00 Added Leaf Blower – per day 36.05 35.00 Added Lawn Tractor – per hour 20.30 25.00 Added Generator – per day 46.35 50.00 Added

“A” Gravel – 14 yards 293.55 295.00 Added “B” Gravel – 14 yards 164.80 165.00 Added Sand – 14 yards 144.20 145.00 Added Storage (after 30 days becomes property of Town) 25.00/day 25.00/day Added

266

THE CORPORATION OF THE TOWN OF BLIND RIVER

BY-LAW #20-50

BEING A BY-LAW OF THE CORPORATION OF THE TOWN OF BLIND RIVER TO ADOPT THE MINUTES OF THE REGULAR COUNCIL MEETING HELD DECEMBER 14, 2020, THE MINUTES OF THE PUBLIC MEETING HELD NOVEMBER 19, 2020, THE MINUTES OF THE SPECIAL MEETING HELD DECEMBER 8, 2020 AND THE MINUTES OF THE SPECIAL MEETING HELD DECEMBER 10, 2020, AUTHORIZING THE TAKING OF ANY ACTION AUTHORIZED THEREIN AND THEREBY.

WHEREAS The Municipal Act 2001, c. 25, s. 5 (3) as Amended, requires a municipal council to exercise its powers by by-law, unless the municipality is specifically authorized to do otherwise;

AND WHEREAS in many cases, action which is taken or authorized to be taken by a Council or a Committee of Council does not lend itself to an individual by-law;

NOW THEREFORE THE COUNCIL OF THE CORPORATION OF THE TOWN OF BLIND RIVER ENACTS AS FOLLOWS:

1. THAT the Minutes of the minutes of the Regular Council Meeting held December 14, 2020, the minutes of the Public Meeting held November 19, 2020, the minutes of the Special Meeting held December 8, 2020 and the minutes of the Special Meeting held December 10, 2020, are hereby adopted.

2. THAT the taking of any action authorized in or by the Minutes mentioned in Section 1 hereof and the exercise of any powers including natural person powers, by the Council or Committees by the said Minutes be and the same are hereby ratified, authorized and confirmed.

3. THAT where no individual by-law has been or is passed with respect to the taking of any action authorized in or by the Minutes mentioned in Section 1 hereof or with respect to the exercise of any powers by the Council or Committees in the above mentioned Minutes, then this by- law shall be deemed for all purposes to be the by-law required for approving and authorizing the taking of any action authorized therein or thereby or required for the exercise of any power therein by the Council or Committees.

267 2 By-Law #20-50 4. THAT the Mayor and proper officers of the Corporation of the Town of Blind River are hereby authorized and directed to do all things necessary to give effect to the recommendations, motions, resolutions, reports, action and other decisions of the Council or Committees as evidenced by the above mentioned Minutes in Section 1 and the Mayor and CAO/Clerk are hereby authorized and directed to execute all necessary documents in the name of the Corporation of the Town of Blind River and to affix the seal of the Corporation thereto.

Passed in open Council this 14th day of December, 2020.

MAYOR – SALLY HAGMAN

CAO/CLERK–KATHRYN SCOTT