The Corporation of the Municipality of Sioux Lookout Special Council Meeting Agenda

Wednesday, April 22, 2020, 1:00 PM Pages

1. Call Meeting to Order/Mayor's Introductory Remarks

2. Agenda

2.1 Introduction of Amendments to the Agenda

2.2 Confirmation of Agenda

THAT the Agenda for the Regular Council Meeting of April 22, 2020 be approved, as presented.

3. Declarations of Pecuniary Interest

4. Staff Reports

4.1 2020 Budget Forecast 4

THAT Council receives the Treasurer’s 2020 Budget Forecast Report, dated April 22, 2020, as information.

4.2 ACAP Funding Agreement 13

THAT Council authorizes the passing of By-law No. 46-20, Being a By- law to Authorize the Mayor and the Clerk to Execute an Agreement Between The Corporation of the Municipality of Sioux Lookout and Her Majesty the Queen in Right of Canada, as represented by the Minister of Transport for the purchase of a new Electronic Runway Condition Reporting Unit.

4.3 Award Contract for Consultant re: Community Safety & Well-Being Plan 34 Development

THAT Council authorizes the passing of By-law No. 43-20, Being a By- law to Authorize and Direct the Mayor and the Clerk to Execute an Agreement Between The Corporation of the Municipality of Sioux Lookout and LBCG for the Development of a Community Safety and Well-Being Plan for The Corporation of the Municipality of Sioux Lookout.

4.4 Update from CAO on Awarding Contract for New Truck for Public Works

4.5 Update on COVID-19 Response by the Municipality (Verbal Report by the CAO)

4.6 Review of Suspension of Boards, Commissions and Committee Meetings (Verbal Update by the CAO)

5. Delegations/Presentations/Committee Presentations

6. By-laws

6.1 By-laws 100

• By-law No. 43-20, Being a By-law to Authorize and Direct the Mayor and the Clerk to Execute an Agreement Between The Corporation of the Municipality of Sioux Lookout and LBCG for the Development of a Community Safety and Well-Being Plan for The Corporation of the Municipality of Sioux Lookout

• By-law No. 44-20, Being a By-law to Authorize the Mayor and the Clerk to Execute an Agreement Between The Corporation of the Municipality of Sioux Lookout and The Norther Ontario Heritage Fund Corporation for the Sioux Lookout Economic Development Review

• By-law No. 46-20, Being a By-law to Authorize the Mayor and the Clerk to Execute an Agreement Between The Corporation of the Municipality of Sioux Lookout and Her Majesty the Queen in Right of Canada, as represented by the Minister of Transport for the purchase of a new Electronic Runway Condition Reporting Unit.

• By-law No. 47-20, Being a By-law to Appoint a Treasurer for the Municipality of Sioux Lookout and to Define the Duties and Authorities of that Position (C. Collins)

• By-law No. 48-20, Being a By-law to Provide for Financial Relief to Ratepayers During the Covid-19 Pandemic.

THAT By-law No. 43-20, 44-20, 46-20, 47-20 and 48-20 be read a First, Second and Third time and passed

7. Motion to Move into Closed Session

Page 2 of 135 To discuss matters of a general nature as noted below:

THAT Council moves into Closed Session at ______p.m. to discuss matters of a general nature as noted below:

1. Subject matter relating to a position, plan, procedure, criteria or instruction to be applied to any negotiations carried on or to be carried on by or on behalf of the municipality or local board (per Municipal Act, 2001, as amended, Sec. 239(2)(k)) (1 Item: Development Proposals Supplied in Confidence)

2. Subject matter relating to labour relations or employee negotiations (per Municipal Act, 2001, as amended, Sec. 239(2)(d)); (1 item: staff relations)

8. Report Out From Closed Session

Ratification of Resolutions/Passing of Resolutions and/or By-laws Arising from Closed Session.

THAT Council ratifies Motion (s)/the direction given to Staff relative to the items presented in Closed Session on April 22, 2020, as follows:

9. Confirmatory By-law

By-law No. 45- 20 - Confirm the Proceedings of the Council of The Corporation of the Municipality of Sioux Lookout

9.1 By-law No. 45-20 - Confirm the Proceedings of the Council of The Corporation of the Municipality of Sioux Lookout

THAT By-law No. 45-20, Being a By-law to Confirm the Proceedings of the Council of The Corporation of the Municipality of Sioux Lookout (April 22, 2020 Special Council Meeting) be read a First, Second and Third time, and passed.

10. Motion to Adjourn

Motion to Adjourn the Meeting

THAT the Special Council Meeting of April 22, 2020 be adjourned at ______.

Page 3 of 135 REPORT

MEETING TYPE: Regular Council

TO: Council FROM: Carly Collins – Treasurer DATE: April 22, 2020 SUBJECT: 2020 Budget Forecast

TITLE: 2020 Budget Forecast

RECOMMENDATION: Information Only

PURPOSE: The purpose of this report is to advise Council of the possible impact due to COVID-19 pandemic may have on the 2020 Budget.

BACKGROUND: As a result of the widespread closure of businesses and declaration of a state of emergency by the Province of Ontario due to the COVID-19 pandemic, many Sioux Lookout businesses are closed and residents are being financially impacted.

DISCUSSION: Property Tax Due Dates Taxes are billed twice a year, Interim and Final taxes. Interim taxes are billed in January and equal 50% of prior year taxes. These due dates are February 28th and April 30th. Final taxes are bill in June and represent the balance of taxes owing for the current year. Those due dates are August 31st and October 30th.

Currently, Taxpayers have a number of ways to remit payment including by mail, cash or cheque (drop box) at Municipal office; at financial institutions; electronically; and through mortgage companies. Additionally, for properties enrolled in a Pre-authorized Payment Plan, monies are

Page 4 of 135 withdrawn from the taxpayer’s bank account either monthly, bi-weekly, weekly or on the installment due date.

With the exception of making payment directly to the Cashier due to the closure, all payment avenues continue to be available to residents and business.

Administration has started to notice a small amount of a decline with electronic payments as the weeks have progressed since closures have commenced. As of March 31, the amount outstanding on Interim billing is $1,736,857. (Note: the April installment has not come due yet)

Staff will not know the true financial impact on the Interim billing until after April 30th.

The attached documents are shown with Scenario 1, being the best case whereby operations will resume by the end of June and Scenario 2, being the worst case where the restrictions will be in place until the end of the year.

The following predictions were made on taxation payments: - Decrease in Scenario #1 of 13% - Decrease in Scenario #2 of 25%

General Accounts Receivables The Municipality invoices for services such as child care, leasing property, renting facilities and landfill fees. The two largest areas impacted so far from COVID-19 has been child care and recreation facilities due to the facilities having to be closed to the public.

The following predictions were made on general accounts receivables: - Decrease in day care for Scenario #1 of 27% - Decrease in day care for Scenario #2 of 81% - Decrease in recreation for Scenario #1 of 34% - Decrease in recreation for Scenario #2 of 52%

Airport Receivables The Airport invoices for services such items as leasing property, taxation, parking, jet fuel, landing/facility fees and Airport Improvement Fees. All areas within the Airport have seen a large decrease due to the pandemic. The numbers below are under the assumption that once flight travels are lifted, businesses are back to full operations without delay.

The following predictions were made for the Airport: - Decrease in Scenario #1 of 28% - Decrease in Scenario #2 of 66%

All Operational Expenditures Staff understands the importance of cutting certain items within their budget due to the situation that they have had to deal with.

Staff have cut the following items to help reduce expenditures: - All Travel & Training

Page 5 of 135 - Employee Layoff’s (approx. reduction: 28% Airport, 36% Town) - Non-essential items - We are also reviewed projects to see which ones can be deferred and/or postponed to improve upon our cash flow.

Staff has taken steps to ensure that costs and lost revenues associated with the COVID-19 pandemic are tracked for future reporting including through quarterly variance reports moving forward.

RELATIONSHIP TO THE STRATEGIC PLAN: This is an administrative report in response to the COVID-19 pandemic and is not directly related to the Strategic Plan.

FINANCIAL IMPLICATIONS: As the length of the COVID 19 pandemic is unknown at this time, it is difficult to predict the financial impact to the Municipality. It may show throughout the year that the municipality may start the 2021 Budget year in a deficit.

ATTACHMENTS: 1. Sioux Lookout Airport – 2020 Budget Forecast 2. Municipality of Sioux Lookout – 2020 Budget Forecast

SIGNATURES:

Carly Collins Treasurer

______Michelle Larose Chief Administrative Officer

Page 6 of 135 Sioux Lookout Airport - 2020 Budget Forecast

Scenario #1 - Open After 2nd Quarter

2020 - Q1 2020 - Q2 2020 - Q3 2020 - Q4 YTD 2020 BUDGET Airport Debt Servicing $142,519.26 $62,000.00 $49,422.00 $49,422.00 $303,363.26 $482,787.00 Operating Revenue ($2,663,390.73) ($971,993.20) ($2,302,741.86) ($4,913,803.74) ($10,851,929.53) ($14,927,997.00) Operating Expenses $2,848,483.09 $1,460,000.00 $1,750,000.00 $4,870,000.00 $10,928,483.09 $14,272,563.00 Reserves $172,647.00 Airport Total $327,611.62 $550,006.80 ($503,319.86) $5,618.26 $379,916.82

Revenue Comparison: 2019 2020 Difference 1st Quarter ($3,596,827.29) ($2,663,390.73) $ 933,436.56 2nd Quarter ($3,887,972.80) ($971,993.20) $ 2,915,979.60 3rd Quarter ($3,837,903.10) ($2,302,741.86) $ 1,535,161.24 4th Quarter ($4,193,803.74) ($4,913,803.74) $ 720,000.00 ($15,516,506.93) ($10,851,929.53) ($4,664,577.40)

Expenses Comparison: 1st Quarter $3,168,357.82 $2,991,002.35 $ 177,355.47 2nd Quarter $4,229,449.23 $1,522,000.00 $ 2,707,449.23 3rd Quarter $2,574,515.57 $1,799,422.00 $ 775,093.57 4th Quarter $5,544,184.31 $4,919,422.00 $ 624,762.31 $15,516,506.93 $11,231,846.35 $4,284,660.58

2019 vs 2020 $ 0.00 $ 379,916.82 $ 379,916.82

Page 7 of 135 Sioux Lookout Airport - 2020 Budget Forecast

Scenario #2 - Open in 2021

2020 - Q1 2020 - Q2 2020 - Q3 2020 - Q4 YTD 2020 BUDGET Airport Debt Servicing $142,519.26 $62,000.00 $49,422.00 $49,422.00 $303,363.26 $482,787.00 Operating Revenue ($2,663,390.73) ($971,993.20) ($767,000.00) ($675,000.00) ($5,077,383.93) ($14,927,997.00) Operating Expenses $2,848,483.09 $1,460,000.00 $1,300,000.00 $1,000,000.00 $6,608,483.09 $14,272,563.00 Reserves $172,647.00 Airport Total $327,611.62 $550,006.80 $582,422.00 $374,422.00 $1,834,462.42

Revenue Comparison: 2019 2020 Difference 1st Quarter ($3,596,827.29) ($2,663,390.73) $ 933,436.56 2nd Quarter ($3,887,972.80) ($971,993.20) $ 2,915,979.60 3rd Quarter ($3,837,903.10) ($767,000.00) $ 3,070,903.10 4th Quarter ($4,193,803.74) ($675,000.00) $ 3,518,803.74 ($15,516,506.93) ($5,077,383.93) ($10,439,123.00)

Expenses Comparison: 1st Quarter $3,168,357.82 $2,991,002.35 $ 177,355.47 2nd Quarter $4,229,449.23 $1,522,000.00 $ 2,707,449.23 3rd Quarter $2,574,515.57 $1,349,422.00 $ 1,225,093.57 4th Quarter $5,544,184.31 $1,049,422.00 $ 4,494,762.31 $15,516,506.93 $6,911,846.35 $8,604,660.58

2019 vs 2020 $ 0.00 $ 1,834,462.42 $ 1,834,462.42

Page 8 of 135 Municipality of Sioux Lookout - 2020 Budget Forecast Scenario #1 - Open After 2nd Quarter

2020 - Q1 2020 - Q2 2020 - Q3 2020 - Q4 YTD 2020 BUDGET Building & Facilities & Planning Debt Servicing $ 51,097.93 $ 88,036.00 $ 51,132.00 $ 88,066.00 $ 278,331.93 $ 278,339.00 Operating Revenue ($103,590.39) ($238,937.00) ($159,437.00) ($114,437.00) ($616,401.39) ($680,337.00) Operating Expenses $ 284,461.73 $ 268,626.00 $ 280,200.00 $ 416,000.00 $ 1,249,287.73 $ 1,560,774.00 Reserves $0.00 $65,750.00 $0.00 $65,750.00 $ 131,500.00 $131,500.00 Building & Facilities & Planning Total $ 231,969.27 $ 183,475.00 $ 171,895.00 $ 455,379.00 $ 1,042,718.27 $ 1,290,276.00

By-Law & Emergency Services Allocation $0.00 $0.00 $43,200.00 $0.00 $ 43,200.00 $43,200.00 Debt Servicing ($75.85) $8,620.00 $0.00 $8,700.00 $ 17,244.15 $17,240.00 Operating Revenue ($4,400.00) ($20,580.00) ($46,000.00) ($41,000.00) ($111,980.00) ($303,000.00) Operating Expenses $ 62,329.95 $ 82,000.00 $ 70,000.00 $ 252,194.00 $ 466,523.95 $ 655,122.00 By-Law & Emergency Services Total $57,854.10 $70,040.00 $67,200.00 $219,894.00 $414,988.10 $412,562.00

Clerk & IT Operating Revenue ($9,724.90) ($3,500.00) ($14,000.00) ($12,000.00) ($39,224.90) ($37,760.00) Operating Expenses $ 208,417.86 $ 123,000.00 $ 229,000.00 $ 280,000.00 $ 840,417.86 $ 1,123,887.00 Reserves $0.00 $0.00 $0.00 $3,350.00 $ 3,350.00 3,350.00 Clerk's Department Total $ 198,692.96 $ 119,500.00 $ 215,000.00 $ 271,350.00 $ 804,542.96 $ 1,089,477.00

Corporate & Council Operating Revenue $0.00 ($3,453.00) $0.00 ($3,453.00) ($6,906.00) ($6,906.00) Operating Expenses $99,679.08 $85,000.00 $110,000.00 $125,000.00 $419,679.08 $499,273.00 Corporate Total $99,679.08 $81,547.00 $110,000.00 $121,547.00 $412,773.08 $492,367.00

Day Care Operating Revenue ($257,646.09) ($1,000.00) ($335,000.00) ($400,000.00) ($993,646.09) ($1,352,153.00) Operating Expenses $336,164.31 $57,664.29 $375,000.00 $445,000.00 $1,213,828.60 $1,653,338.00 Day Care Total $78,518.22 $56,664.29 $40,000.00 $45,000.00 $220,182.51 $301,185.00

Economic Development Operating Revenue ($21,550.02) $0.00 ($217,500.00) ($217,500.00) ($456,550.02) ($546,697.00) Operating Expenses $49,509.98 $80,000.00 $297,000.00 $297,000.00 $723,509.98 $817,548.00 Economic Development Total $27,959.96 $80,000.00 $79,500.00 $79,500.00 $266,959.96 $270,851.00

Human Resources Operating Revenue ($10,800.00) ($10,800.00) ($10,800.00) ($10,800.00) ($43,200.00) ($43,202.00) Operating Expenses $103,589.82 $167,000.00 $120,000.00 $120,000.00 $510,589.82 $509,758.00 Human Resources Total $92,789.82 $156,200.00 $109,200.00 $109,200.00 $467,389.82 $466,556.00

Page 9 of 135 Municipality of Sioux Lookout - 2020 Budget Forecast Scenario #1 - Open After 2nd Quarter

2020 - Q1 2020 - Q2 2020 - Q3 2020 - Q4 YTD 2020 BUDGET

Public Works Debt Servicing $104,845.43 $114,303.00 $105,048.00 $114,548.00 $438,744.43 $438,705.00 Operating Revenue ($120,295.59) ($133,417.00) ($155,899.00) ($182,736.00) ($592,347.59) ($596,487.00) Operating Expenses $ 402,860.86 $ 310,255.00 $ 441,191.00 $ 812,900.00 $1,967,206.86 $2,421,341.00 Reserves $0.00 $292,303.00 0 $292,303.00 $584,606.00 $584,606.00 Public Works Total $387,410.70 $583,444.00 $390,340.00 $1,037,015.00 $2,398,209.70 $2,848,165.00

Recreation & Culture Debt Servicing $ 5,205.23 $ 90,720.00 $ 16,557.00 $ 98,557.00 $ 211,039.23 $ 210,555.00 Operating Revenue ($133,532.28) ($8,302.00) ($47,500.00) ($140,000.00) ($329,334.28) ($497,580.00) Operating Expenses $ 291,515.17 $ 130,500.00 $ 318,018.00 $ 885,262.00 $ 1,625,295.17 $ 1,712,529.00 Reserves $0.00 $10,000.00 $0.00 $10,000.00 $ 20,000.00 $20,000.00 Recreation & Culture $ 163,188.12 $ 222,918.00 $ 287,075.00 $ 853,819.00 $ 1,527,000.12 $ 1,445,504.00

Treasury Debt Servicing $20,970.00 $20,970.00 $20,970.00 $20,970.00 $83,880.00 $83,883.00 Operating Revenue ($3,049,586.00) ($3,049,586.00) ($3,464,226.00) ($3,464,226.00) ($13,027,624.00) ($14,909,169.00) Operating Expenses $ 1,177,062.35 $ 1,316,084.17 $ 1,728,518.36 $ 1,784,036.94 $6,005,701.82 $ 6,108,343.00 Reserves $0.00 $0.00 $0.00 $100,000.00 $100,000.00 $100,000.00 Treasury Total ($1,851,553.65) ($1,712,531.83) ($1,714,737.64) ($1,559,219.06) ($6,838,042.18) ($8,616,943.00)

Grand Total ($513,491.42) ($158,743.54) ($244,527.64) $1,633,484.94 $716,722.34 $0.00

Revenue Comparison: 2019 2020 Difference 1st Quarter ($7,364,790.10) ($3,711,125.27) ($3,653,664.83) 2nd Quarter ($8,266,079.92) ($3,469,575.00) ($4,796,504.92) 3rd Quarter ($2,413,741.95) ($4,450,362.00) $2,036,620.05 4th Quarter ($2,921,652.11) ($4,586,152.00) $1,664,499.89 $ 20,966,264.08 $ 16,217,214.27 $ 4,749,049.81

Expenses Comparison: 1st Quarter $ 3,837,021.62 $3,197,633.85 $639,387.77 2nd Quarter $ 4,993,755.68 $3,310,831.46 $1,682,924.22 3rd Quarter $ 4,200,368.86 $4,205,834.36 ($5,465.50) 4th Quarter $ 7,694,756.23 $6,219,636.94 $1,475,119.29 $20,725,902.39 $16,933,936.61 $3,791,965.78

2019 vs 2020 ($240,361.69) $716,722.34 -$957,084.03

Page 10 of 135 Municipality of Sioux Lookout - 2020 Budget Forecast Scenario #2 - Opens in 2021

2020 - Q1 2020 - Q2 2020 - Q3 2020 - Q4 YTD 2020 BUDGET Building & Facilities & Planning Debt Servicing $ 51,097.93 $ 88,036.00 $ 51,132.00 $ 88,066.00 $ 278,331.93 $ 278,339.00 Operating Revenue ($103,590.39) ($241,937.83) ($106,937.83) ($106,937.83) ($559,403.88) ($680,337.00) Operating Expenses $ 284,461.73 $ 282,100.32 $ 282,100.32 $ 296,100.32 $ 1,144,762.69 $ 1,560,774.00 Reserves $0.00 $65,750.00 $0.00 $65,750.00 $131,500.00 $131,500.00 Building & Facilities & Planning Total $ 231,969.27 $ 193,948.49 $ 226,294.49 $ 342,978.49 $ 995,190.74 $ 1,290,276.00

By-Law & Emergency Services Allocation $0.00 $0.00 $43,200.00 $0.00 $ 43,200.00 $43,200.00 Debt Servicing ($75.85) $8,620.00 $0.00 $8,700.00 $ 17,244.15 $17,240.00 Operating Revenue ($4,400.00) ($20,580.00) ($10,000.00) ($20,000.00) ($54,980.00) ($303,000.00) Operating Expenses $ 62,329.95 $ 82,000.00 $ 92,000.00 $ 70,000.00 $ 306,329.95 $ 655,122.00 By-Law & Emergency Services Total $57,854.10 $70,040.00 $125,200.00 $58,700.00 $311,794.10 $412,562.00

Clerk & IT Operating Revenue ($9,724.90) ($3,500.00) ($2,000.00) ($14,000.00) ($29,224.90) ($37,760.00) Operating Expenses $ 208,417.86 $ 123,000.00 $ 123,000.00 $ 123,000.00 $ 577,417.86 $ 1,123,887.00 Reserves $0.00 $0.00 $0.00 $3,350.00 $ 3,350.00 3,350.00 Clerk & IT Total $ 198,692.96 $ 119,500.00 $ 121,000.00 $ 112,350.00 $ 551,542.96 $ 1,089,477.00

Corporate & Council Operating Revenue $0.00 ($3,453.00) $0.00 ($3,453.00) ($6,906.00) ($6,906.00) Operating Expenses $99,679.08 $85,000.00 $85,000.00 $85,000.00 $354,679.08 $499,273.00 Corporate & Council Total $99,679.08 $81,547.00 $85,000.00 $81,547.00 $347,773.08 $492,367.00

Day Care Operating Revenue ($257,646.09) ($1,000.00) $0.00 $0.00 ($258,646.09) ($1,352,153.00) Operating Expenses $336,164.31 $57,664.29 $80,000.00 $275,000.00 $748,828.60 $1,653,338.00 Day Care Total $78,518.22 $56,664.29 $80,000.00 $275,000.00 $490,182.51 $301,185.00

Economic Development Operating Revenue ($21,550.02) $0.00 ($217,500.00) ($217,500.00) ($456,550.02) ($546,697.00) Operating Expenses $49,509.98 $80,000.00 $297,000.00 $297,000.00 $723,509.98 $817,548.00 Economic Development Total $27,959.96 $80,000.00 $79,500.00 $79,500.00 $266,959.96 $270,851.00

Human Resources Operating Revenue ($10,800.00) ($10,800.00) ($10,800.00) ($10,800.00) ($43,200.00) ($43,202.00) Operating Expenses $103,589.82 $167,000.00 $120,000.00 $167,000.00 $557,589.82 $509,758.00 Human Resources Total $92,789.82 $156,200.00 $109,200.00 $156,200.00 $514,389.82 $466,556.00

Page 11 of 135 2020 - Q1 2020 - Q2 2020 - Q3 2020 - Q4 YTD 2020 BUDGET

Public Works Debt Servicing $104,845.43 $114,303.00 $105,048.00 $114,548.00 $438,744.43 $438,705.00 Operating Revenue ($120,295.59) ($133,417.00) ($101,000.00) ($110,899.00) ($465,611.59) ($596,487.00) Operating Expenses $402,860.86 $310,255.00 $315,255.00 $429,211.00 $1,457,581.86 $2,421,341.00 Reserves $0.00 $292,303.00 $0.00 $292,303.00 $584,606.00 $584,606.00 Public Works Total $387,410.70 $583,444.00 $319,303.00 $725,163.00 $2,015,320.70 $2,848,165.00

Recreation & Culture Debt Servicing $ 5,205.23 $ 90,720.00 $ 16,557.00 $ 98,557.00 $ 211,039.23 $ 210,555.00 Operating Revenue ($133,532.28) ($8,302.00) ($4,000.00) ($95,000.00) ($240,834.28) ($497,580.00) Operating Expenses $ 291,515.17 $ 130,500.00 $ 130,500.00 $ 280,000.00 $ 832,515.17 $ 1,712,529.00 Reserves $0.00 $10,000.00 $0.00 $10,000.00 $ 20,000.00 $20,000.00 Recreation & Culture $ 163,188.12 $ 222,918.00 $ 143,057.00 $ 293,557.00 $ 822,720.12 $ 1,445,504.00

Treasury Debt Servicing $20,970.00 $20,970.00 $20,970.00 $20,970.00 $83,880.00 $83,883.00 Operating Revenue ($3,049,586.00) ($3,049,586.00) ($2,752,250.00) ($2,539,468.00) ($11,390,890.00) ($14,909,169.00) Operating Expenses $ 1,177,062.35 $ 1,316,084.17 $ 1,728,518.36 $ 1,728,518.36 $5,950,183.24 $ 6,108,343.00 Reserves $0.00 $0.00 $0.00 $100,000.00 $100,000.00 $100,000.00 Treasury Total ($1,851,553.65) ($1,712,531.83) ($1,002,761.64) ($689,979.64) ($5,256,826.76) ($8,616,943.00)

Grand Total ($513,491.42) ($148,270.05) $285,792.85 $1,435,015.85 $1,059,047.23 $0.00

Revenue Comparison: 2019 2020 Difference 1st Quarter ($7,364,790.10) ($3,711,125.27) ($3,653,664.83) 2nd Quarter ($8,266,079.92) ($3,472,575.83) ($4,793,504.09) 3rd Quarter ($2,413,741.95) ($3,204,487.83) $790,745.88 4th Quarter ($2,921,652.11) ($3,118,057.83) $196,405.72 $ 20,966,264.08 $ 13,506,246.76 $ 7,460,017.32

Expenses Comparison: 1st Quarter $ 3,837,021.62 $3,197,633.85 $639,387.77 2nd Quarter $ 4,993,755.68 $3,324,305.78 $1,669,449.90 3rd Quarter $ 4,200,368.86 $3,490,280.68 $710,088.18 4th Quarter $ 7,694,756.23 $4,553,073.68 $3,141,682.55 $20,725,902.39 $14,565,293.99 $6,160,608.40

2019 vs 2020 ($240,361.69) $1,059,047.23 -$1,299,408.92

Page 12 of 135 REPORT

MEETING TYPE: Regular Council

TO: Council FROM: Ben Hancharuk – Airport Manager DATE: April 22, 2020 SUBJECT: ACAP Funding Agreement

TITLE: ACAP Funding Agreement

RECOMMENDATION: THAT Council authorizes the passing of By-law No. 46-20, Being a By-law to Authorize the Mayor and the Clerk to Execute an Agreement Between The Corporation of the Municipality of Sioux Lookout and Her Majesty the Queen in Right of Canada, as represented by the Minister of Transport for the purchase of a new Electronic Runway Condition Reporting Unit.

PURPOSE: The funding agreement will allow for the acquisition of a new Electronic Runway Condition Reporting Unit.

BACKGROUND: Currently runway condition reporting is done in two stages. A runway condition inspection and a friction test is performed on the runway, the operator then returns to the office and enters this information into a web based platform provided by Nav Canada which generates the NOTAM (Notice to Airmen) that pilots access for this type of information. During a runway inspection, other items such as condition of lighting fixtures, navigational aids, wildlife activity, etc. is also observed and results recorded manually in other web based systems or internal documents.

Page 13 of 135 With the use of an electronic runway condition reporting system, this not only eliminates the need for the operator to return to the office to submit reports, but provides both increased accuracy and efficiency in regulatory reporting requirements by allowing the operator to enter the information and submit the reports while on the airfield with minimal to no typing as these systems work on touch and select from a drop down menu and simply touching a spot on the map of the airfield to enter a location. The reports are automatically uploaded to the appropriate receiving entity such as Nav Canada and Transport Canada.

DISCUSSION: Transport Canada uses a contribution table based on the number of regularly scheduled commercial passengers to determine their portion of contribution which in our case equates to 85%. The total project cost estimate excluding HST is $33,960.45

RELATIONSHIP TO THE STRATEGIC PLAN:

FINANCIAL IMPLICATIONS: Based on the total project cost estimate and Transport`s contribution amount, the airport is responsible for is $5093.45 which has been included in the airport`s 2020 capital budget funded through Airport Improvement Fees (AIF).

ATTACHMENTS: • By-law No. 46-20, Being a By-law to Authorize the Mayor and the Clerk to Execute an Agreement Between The Corporation of the Municipality of Sioux Lookout and Her Majesty the Queen in Right of Canada, as represented by the Minister of Transport for the purchase of a new Electronic Runway Condition Reporting Unit.

SIGNATURES:

Ben Hancharuk Manager of the Airport

Page 14 of 135

Michelle Larose Chief Administrative Officer

Page 15 of 135 THE CORPORATION OF THE MUNICIPALITY OF SIOUX LOOKOUT

BY-LAW NO. 46-20

BEING A BY-LAW TO AUTHORIZE AND DIRECT THE MAYOR AND THE CLERK TO EXECUTE AN AGREEMENT BETWEEN THE CORPORATION OF THE MUNICIPALITY OF SIOUX LOOKOUT AND HER MAJESTY THE QUEEN IN RIGHT OF CANADA, AS REPRESENTED BY THE MINISTER OF TRANSPORT FOR THE PURCHASE OF A NEW ELECTRONIC RUNWAY CONDITION REPORTING UNIT ______

WHEREAS the Council of The Corporation of the Municipality of Sioux Lookout deems it advisable and expedient to enter into an agreement with Her Majesty the Queen in Right of Ontario, as represented by the Minister of Municipal Affairs and Housing, for the purchase of a new Electronic Runway Condition Reporting Unit; and

WHEREAS Section 9 of the Municipal Act 2001, as amended, grants municipalities the capacity, rights, powers and privileges of a natural person for the purpose of exercising its authority under the Act; and

WHEREAS entering into agreements is considered to be a natural person capacity, right, power, or privilege;

NOW THEREFORE, THE COUNCIL OF THE CORPORATION OF THE MUNICIPALITY OF SIOUX LOOKOUT ENACTS AS FOLLOWS:

1. THAT the Mayor and the Clerk are hereby authorized and directed to execute the above-noted Agreement between The Corporation of the Municipality of Sioux Lookout and Her Majesty the Queen in Right of Canada as Represented by the Minister of Transport.

2. THAT the Agreement is attached as Schedule A to this By-law.

3. THAT the Mayor's and the Clerk’s authority and direction to execute the above- noted Agreement extends to any renewal agreements or administrative amendments.

4. THAT this By-law shall come into force and take effect on the date of its final passing.

READ A FIRST, SECOND AND THIRD TIME AND PASSED THIS TWENTY-SECOND DAY OF APRIL, 2020

Doug Lawrance, Mayor

Brian P. MacKinnon, Municipal Clerk

Page 16 of 135

CANADA – CORPORATION OF THE MUNICIPALITY OF SIOUX LOOKOUT AIRPORTS CAPITAL ASSISTANCE PROGRAM

AGREEMENT FOR RUNWAY CONDITION REPORTING SYSTEM

This Agreement is made as of the date of last signature

BETWEEN: HER MAJESTY THE QUEEN IN RIGHT OF CANADA, as represented by the Minister of Transport (“Canada”)

AND THE CORPORATION OF THE MUNICIPALITY OF SIOUX LOOKOUT continued or incorporated pursuant to the Municipal Act in the province of Ontario, as represented by the Mayor and Clerk. (the “Recipient”) individually referred to as a “Party” and collectively referred to as the “Parties”.

RECITALS

WHEREAS the Minister of Transport is responsible for the Program entitled the Airports Capital Assistance Program (“Program”);

WHEREAS the Recipient has submitted to Canada a proposal for the funding of the Project which qualifies for support under the Program;

AND WHEREAS the Recipient is responsible for carrying out the Project and Canada wishes to provide financial support for the Project and its objectives;

NOW THEREFORE, the Parties agree as follows:

1. INTERPRETATION

DEFINITIONS In addition to the terms defined in the recitals and elsewhere in this Agreement, a capitalized term has the meaning given to it in this Section.

“Agreement” means this contribution agreement and all its schedules, as may be amended from time to time. “Agreement End Date” means six (6) months after Project Completion Date. [If the recipient has indicated that it does not own the land where the project work will be performed, refer to the document Non-Owned Asset Clauses with Instructions on Use (RDIMS #15494862) and make the required changes to the agreement.] “Asset” means any real or personal property or immovable or movable asset acquired, purchased, constructed, rehabilitated or improved, in whole or in part, with funds contributed by Canada under the terms and conditions of this Agreement. “Asset Disposal Period” means the period commencing from the Effective Date and ending on the Agreement End Date. “Contract” means an agreement between the Recipient and a Third Party whereby the latter agrees to supply a product or service to the Project in return for financial consideration. “Effective Date” means the date of last signature of this Agreement. “Eligible Expenditures” means those costs incurred and paid that are directly related to the Project and which are considered eligible by Canada as set out in Schedule A (Eligible and Ineligible Expenditures). “Eligible Airport” means either a: a) Certified Airport which is not owned or operated by the federal Crown; OR

1 1 Page 17 of 135 b) Remote Airport, which is not owned or operated by the federal Crown Canada; OR c) Registered Aerodrome that is not owned or operated by the federal Crown. “Fair Value” means the amount that would be agreed upon in an arm’s length transaction between knowledgeable, willing parties who are under no compulsion to act. “Final Claim Date” means the earlier of three (3) months after the Project

Completion Date of the Project and March 31, 2021. “Fiscal Year” means the period beginning April 1 of a year and ending March 31 of the following year. “In-Kind Contributions” means non-monetary contributions of goods, services or other support provided by the Recipient, or to the Recipient by a third party for the Project, for which Fair Value is assigned, but for which no payment occurs. “Project” means the project as described in Schedule B (The Project). “Operating Period” means the period commencing from the Effective Date and ending three (3) years after the Project Completion Date. “Project Approval Date” means March 6th, 2020 which is the date indicated by Canada in writing to the Recipient following Canada’s approval in principle of the Project. “Project Completion Date” means the date at which all funded activities of the Project under this Agreement have been completed and which must be no later than March 31, 2021. “Qualified Bid” means a bid that meets the minimum technical requirements of the Project as outlined in the bid specification. “Registered Aerodrome” means an Aerodrome which has been registered in accordance with Subpart 301 of the Canadian Aviation Regulations. “Remote Airport” means an airport that is a remote airport under the terms of the National Airports Policy issued July 13, 1994. “Third Party” means any person or legal entity, other than a Party, who participates in the implementation of the Project by means of a Contract. “Total Financial Assistance” means funding from all sources towards Eligible Expenditures of the Project, including funding from the Recipient and federal, provincial, territorial, and municipal governments as well as funding from all other sources, including In-Kind Contributions.

ENTIRE AGREEMENT This Agreement comprises the entire agreement between the Parties in relation to the subject of the Agreement. No prior document, negotiation, provision, undertaking or agreement has legal effect, unless incorporated by reference into this Agreement. No representation or warranty express, implied or otherwise, is made by Canada to the Recipient except as expressly set out in this Agreement.

DURATION OF AGREEMENT This Agreement will be effective as of the Effective Date and will terminate on the Agreement End Date subject to early termination in accordance with this Agreement.

SCHEDULES The following schedules are attached to, and form part of this Agreement: Schedule A – Eligible and Ineligible Expenditures Schedule B – The Project Schedule C – Certificate(s) of Compliance for Claims Schedule D – Communications Protocol

2. PURPOSE OF AGREEMENT The purpose of this Agreement is to establish the terms and conditions whereby Canada will provide funding to the Recipient for the Project.

2 2 Page 18 of 135 3. OBLIGATION OF THE PARTIES

CONTRIBUTION BY CANADA

a) Canada agrees to pay a contribution to the Recipient of not more than eighty- five percent (85%) of the total Eligible Expenditures for the Project but only up to a maximum of Twenty-nine thousand, eight hundred sixty-onedollars ($29,861.00).

b) Canada will pay the contribution in accordance with the terms and conditions of this Agreement and the Fiscal Year breakdown in Schedule B.2 (Project Budget).

c) If Canada's total contribution towards the Project exceeds eighty-five percent (85%) of the Project’s total Eligible Expenditures or if the Total Financial Assistance received or due in respect of the total Project costs exceeds one hundred percent (100%) thereof, Canada may recover the excess from the Recipient or reduce its contribution by an amount equal to the excess.

d) The Parties acknowledge that Canada’s role in the Project is limited to making a financial contribution to the Recipient for the Project and that Canada will have no involvement in the implementation of the Project or its operation. Canada is neither a decision-maker nor an administrator to the Project.

COMMITMENTS BY THE RECIPIENT a) The Recipient will complete the Project in a diligent and timely manner, within the costs and deadlines specified in this Agreement and in accordance with the terms and conditions of this Agreement. b) The Recipient will be responsible for all costs of the Project including cost overruns, if any. c) The Recipient will inform Canada promptly of the Total Financial Assistance received or due for the Project. d) The Recipient will repay to Canada any payment received for disallowed costs, unexpended contributions and overpayments made under and according to the terms and conditions of this Agreement. e) The Recipient will ensure the ongoing operation, maintenance, and repair of any Asset in relation to the Project as per appropriate standards, during the Asset Disposal Period. f) Canada may request that the Recipient declare to Canada any amounts owing to the federal Crown, under legislation or contribution agreements that constitute an overdue debt. The Recipient recognizes that any such amount owing is a debt due to the federal Crown and may be set-off by Canada in accordance with Section 18.6 (Set-off by Canada). g) The Recipient will inform Canada immediately of any fact or event that could compromise wholly or in part the Project. h) Upon Canada’s request and throughout the term of the Agreement, the Recipient will promptly provide Canada with updates to the Project status and the Project expenditures and forecasts set out in Schedule B (The Project). i) The Recipient will ensure the ongoing operation, maintenance, and repair of any Asset in relation to the Project as per appropriate standards, during the Asset Disposal Period. j) The Recipient will only use the Asset on Airport property. Canada may reduce its contribution proportionally for any use of an Asset not on Airport property (e.g., if an Asset is used off of Airport property 50% of the time and Canada’s contribution is 100% of Eligible Expenditures, Canada’s contribution would then be reduced to 50% of Eligible Expenditures).

APPROPRIATIONS AND FUNDING LEVELS Notwithstanding Canada’s obligation to make any payment under this Agreement, this obligation does not arise if, at the time when a payment under this Agreement becomes due, the Parliament of Canada has not passed an appropriation that is sufficient and constitutes lawful authority for making the payment. Canada may reduce or terminate any payment under this Agreement in

3 3 Page 19 of 135 response to the reduction of appropriations or departmental funding levels in respect of transfer payments, the program under which this Agreement was made or otherwise, as evidenced by any appropriation act or the federal Crown’s main or supplementary estimates expenditures. Canada will promptly advise the Recipient of any reduction or termination of funding once it becomes aware of any such situation. Canada will not be liable for any direct, indirect, consequential, exemplary or punitive damages, regardless of the form of action, whether in contract, tort or otherwise, arising from any such reduction or termination of funding.

FISCAL YEAR BUDGETING a) The amount of the contribution payable by Canada for each Fiscal Year of the Project is set out in Schedule B.2 (Project Budget). b) If the actual amount payable by Canada in respect of any Fiscal Year of the Project is less than the estimated amount in Schedule B.2 (Project Budget), Canada will not re-allocate the difference between the two amounts to a subsequent Fiscal Year. The amount of Canada’s contribution payable pursuant to Section 3.1 (Contribution by Canada) will be reduced by the amount of this difference and, as a result, the Parties agree to review the effects of such reduction on the overall implementation of the Project and to adjust the terms and conditions of this Agreement as appropriate.

CHANGES DURING THE LIFE OF THE PROJECT a) Where a change to this Agreement is contemplated, the Recipient will submit to Canada a request for a change. b) Where the change is approved by Canada, the Parties will execute the corresponding amendment to the Agreement in accordance with Section 18.14 (Amendments).

c) Canada will determine whether the change is significant or insignificant.

INABILITY TO COMPLETE PROJECT a) If, at any time during the term of this Agreement, one or all of the Parties determine that it will not be possible to complete the Project for any reason, the Party will immediately notify the other Party of that determination and Canada may suspend its funding obligation. The Recipient will, within thirty (30) business days of a request from Canada, provide a summary of the measures that it proposes to remedy the situation. If Canada is not satisfied that the measures proposed will be adequate to remedy the situation, then this will constitute an Event of Default under Section 15 (Default) and Canada may declare a default pursuant to Section 15 (Default). b) Notwithstanding the foregoing, the Recipient may request additional funding from Canada. It is solely up to Canada’s discretion and approval to provide any additional funding to the Project.

4. RECIPIENT REPRESENTATIONS AND WARRANTIES The Recipient represents and warrants to Canada that: a) the Recipient has the capacity and authority to enter into and execute this Agreement as duly authorized by ______, dated ______. b) the Recipient has the capacity and authority to carry out the Project; c) the Recipient has the requisite power to own the Assets; d) this Agreement constitutes a legally binding obligation of the Recipient, enforceable against it in accordance with its terms and conditions; e) all information submitted to Canada as set out in this Agreement is true, accurate, and was prepared in good faith to the best of its ability, skill, and judgment; f) any individual, corporation or organization that the Recipient has hired, for payment, who undertakes to speak to or correspond with any employee or other person representing Canada on the Recipient’s behalf, concerning any matter relating to the contribution under this Agreement or any benefit hereunder and who is required to be registered pursuant to the federal Lobbying Act, is

4 4 Page 20 of 135 registered pursuant to that Act; g) the Recipient has not and will not make a payment or other compensation that is contingent upon or is calculated upon the contribution hereunder or the negotiation of the whole or any part of the terms and conditions of this Agreement to any individual, or corporation or organization with which that individual is engaged in doing business with, who is registered pursuant to the federal Lobbying Act; h) there are no actions, suits, investigations or other proceedings pending or, to the knowledge of the Recipient, threatened and there is no order, judgment or decree of any court or governmental agency which could materially and adversely affect the Recipient’s ability to carry out the activities contemplated by this Agreement. The Recipient will inform Canada immediately if any such action or proceedings are threatened or brought during the term of this Agreement; and i) the Recipient is in good standing under the laws of the jurisdiction in which it is required to be registered.

j) the Airport meets the requirements of the Canadian Aviation Regulations, Part III, Subpart 2 (TP312 “Aerodrome Standards and Recommended Practices”) and amendments thereto;

k) the Airport will continue to meet, during the Operating Period, the requirements of the Canadian Aviation Regulations, Part III, Subpart 2 (TP312 “Aerodrome Standards and Recommended Practices”) and amendments thereto;

l) except in the case of a Remote Airport, provides year round regularly scheduled commercial passenger service; and

m) except in the case of a Remote Airport, handled a minimum of one thousand (1,000) regularly scheduled commercial passengers annually for each of the last three (3) calendar years.

5. [INTENTIONALLY OMITTED]

6. CONTRACT PROCEDURES

AWARDING OF CONTRACTS a) The Recipient will ensure that Contracts are awarded in a way that is transparent, competitive, consistent with value-for-money principles, or in a manner otherwise acceptable to Canada, and if applicable, in accordance with the Canadian Free Trade Agreement and international trade agreements. Situations where Canada may accept the use of non- competitive tendering are as follows: i. the nature of such Project is such that it could be executed more expeditiously or economically by the officers and servants of the Recipient; ii. only one person or firm is capable of executing such Project; iii. the nature of such Project or its total estimated cost is such that it would not be in the public interest to issue a call for tenders; iv. in case of pressing emergency, when delays incurred in the execution of such Project would be injurious to the public interest. b) If Canada determines that the Recipient has awarded a Contract in a manner that is not in compliance with the foregoing, upon notification to the Recipient, Canada may consider the expenditures associated with the Contract to be ineligible.

CONTRACT PROVISIONS The Recipient will ensure that all Contracts are consistent with, and incorporate, the relevant provisions of this Agreement. More specifically but without limiting the generality of the foregoing, the Recipient agrees to include terms and conditions in all Contracts to ensure that: a) the Third Party will keep proper and accurate financial accounts and records, including but not limited to its contracts, invoices, statements, receipts, and vouchers, in respect of the Project for at least six (6) years after the

5 5 Page 21 of 135 Agreement End Date and that the Recipient has the contractual right to audit them; b) all applicable labour, environmental, and human rights legislation are respected; and c) Canada and its designated representatives, to the extent permitted by law, will at all times be permitted to inspect the terms and conditions of the Contract and any records and accounts respecting the Project and will have free access to the Project sites and to any documentation relevant for the purpose of audit.

7. ENVIRONMENTAL AND IMPACT ASSESSMENT

The Recipient represents and warrants that the project is not a “designated project” or a “project” under the applicable federal environmental and impact assessment legislation.

8. ABORIGINAL CONSULTATION The Parties agree that the legal duty to consult does not arise for the Project.

9. CLAIMS AND PAYMENTS

PAYMENT CONDITIONS a) Canada will not pay interest for failing to make a payment under this Agreement. b) Canada will not pay any claims submitted after the Final Claim Date, unless otherwise accepted by Canada. c) Canada will not pay any claims until the requirements under 3.2(Condition Precedent), Section 7 (Environmental and Impact Assessment) and Section 8 (Aboriginal Consultation), if applicable, are, in Canada’s opinion, satisfied to the extent possible at the date the claim is submitted to Canada. d) Canada will not pay any claims until the requirements under Schedule C (Reporting Requirements) are, in Canada’s opinion, satisfied to the extent possible at the time the claim is submitted to Canada.

FINAL CLAIM AND FINAL ADJUSTMENTS

a) The Recipient will submit one (1) final claim to Canada by the Final Claim Date covering the Recipient’s Eligible Expenditures in a form acceptable to Canada. The final claim must include the following: i. A certification by a senior official designated in writing by the Recipient in the form set out in Schedule C.1 (Certificate of Compliance for Final Claim) stating that the information submitted in support of the claim is accurate; ii. a breakdown of Eligible Expenditures claimed in accordance with Schedule B.2 (Project Budget); iii. confirmation of the Total Financial Assistance in accordance with Section 3.2 c) (Commitments by the Recipient) in the form set out in Schedule D.1 (Certificate of Compliance for Final Claim); vii. documentation to support the Eligible Expenditures claimed that is satisfactory to Canada.

b) Upon receipt of the final claim, but before issuing the final payment, the Parties will jointly carry out a final reconciliation of all claims and payments in respect of the Project and make any adjustments required in the circumstances.

6 6 Page 22 of 135 10. [INTENTIONALLY OMITTED]

11. AUDIT, EVALUATION AND MONITORING FOR COMPLIANCE

RECIPIENT AUDIT Canada may, at its discretion, conduct a Recipient audit related to this Agreement during the term of this Agreement and up to two years after the Agreement End Date, in accordance with the Canadian Auditing Standards and Section 18.3 (Accounting Principles).

[INTENTIONALLY OMITTED]

EVALUATION The Recipient agrees to cooperate with Canada in the conduct of any evaluation of the Program during or after the term of this Agreement.

CORRECTIVE ACTION The Recipient agrees to ensure that prompt and timely corrective action is taken in response of any audit findings and recommendations conducted in accordance with this Agreement.

RECORD KEEPING The Recipient will keep proper and accurate financial accounts and records, including but not limited to its Contracts, invoices, statements, receipts, and vouchers, in respect of the Project, for at least six (6) years after the Agreement End Date.

ACCESS The Recipient will provide Canada and its designated representatives with reasonable and timely access, at no cost, to the Project sites, facilities, and any documentation for the purposes of audit, evaluation, inspection and monitoring compliance with this Agreement.

12. COMMUNICATIONS

COMMUNICATIONS PROTOCOL The Parties will comply with Schedule E (Communications Protocol).

RECOGNITION OF CANADA’S CONTRIBUTION The Recipient will acknowledge Canada’s contribution in all signage and public communication produced as part of the Project or Agreement, in a manner acceptable to Canada, unless Canada communicates in writing to the Recipient that this acknowledgement is not required.

PUBLIC INFORMATION The Recipient acknowledges that the following may be made publicly available by Canada: a) its name, the amount awarded by Canada, and the general nature of the Project; and b) any evaluation or audit report and other reviews related to this Agreement.

13. INTELLECTUAL PROPERTY a) All intellectual property that arises in the course of the Project will vest in the Recipient. b) The Recipient will obtain the necessary authorizations, as needed, for the implementation of the Project, from third parties who may own the intellectual property rights or other rights in respect of the Project. Canada will assume no liability in respect of claims from any third party in relation to such rights

7 7 Page 23 of 135 and to the Agreement.

14. DISPUTE RESOLUTION a) The Parties will keep each other informed of any issue that could be contentious by exchanging information and will, in good faith and reasonably, attempt to resolve potential disputes. b) Any payments related to the issue in dispute will be suspended, together with the obligations related to such issue, pending resolution. c) The Parties agree that nothing in this section will affect, alter or modify the rights of Canada to terminate this Agreement.

15. DEFAULT

EVENTS OF DEFAULT The following events constitute Events of Default under this Agreement: a) the Recipient has not complied with one or more of the terms and conditions of this Agreement; b) the Recipient has not completed the Project in accordance with the terms and conditions of this Agreement; c) the Recipient has submitted false or misleading information to Canada or made a false or misleading representation in respect of the Project or in this Agreement, except for an error in good faith, demonstration of which is incumbent on the Recipient, to Canada’s satisfaction; d) the Recipient has neglected or failed to pay Canada any amount due in accordance with this Agreement; e) the Recipient becomes insolvent, commits an act of bankruptcy, takes the benefit of any statute relating to bankrupt and insolvent debtors or goes into receivership or bankruptcy; f) the Recipient is wound up or dissolved.

DECLARATION OF DEFAULT Canada may declare a default if: i. In Canada’s opinion, one or more of the Events of Default occurs; ii. Canada gave notice to the Recipient of the event which constitutes an Event of Default; and iii. the Recipient has failed, within thirty (30) business days of receipt of the notice from Canada, either to remedy the Event of Default or to notify Canada and demonstrate, to the satisfaction of Canada, that it has taken such steps as are necessary to remedy the Event of Default.

REMEDIES ON DEFAULT In the event that Canada declares a default under Section 15.2 (Declaration of Default), Canada may exercise one or more of the following remedies, without limiting any remedy available to it at law: a) suspend any obligation by Canada to contribute or continue to contribute funding to the Project, including any obligation to pay an amount owing prior to the date of such suspension; b) terminate any obligation of Canada to contribute or continue to contribute funding to the Project, including any obligation to pay any amount owing prior to the date of such termination; c) require the Recipient to reimburse Canada all or part of the contribution paid

8 8 Page 24 of 135 by Canada to the Recipient; d) terminate the Agreement.

16. LIMITATION OF LIABILITY AND INDEMNIFICATION

DEFINITION OF PERSON In this section, “Person” includes, without limitation, a person, the Recipient, a Third Party, a corporation, or any other legal entity, and their officers, servants, employees or agents.

LIMITATION OF LIABILITY In no event will Canada, its officers, servants, employees or agents be held liable for any damages in contract, tort (including negligence) or otherwise, for: a) any injury to any Person, including, but not limited to, death, economic loss or infringement of rights; b) any damage to or loss or destruction of property of any Person; or c) any obligation of any Person, including, but not limited to, any obligation arising from a loan, capital lease or other long term obligation; in relation to this Agreement or the Project.

INDEMNIFICATION The Recipient will at all times indemnify and save harmless Canada, its officers, servants, employees or agents, from and against all actions, claims, demands, losses, costs, damages, suits or other proceedings, whether in contract, tort (including negligence) or otherwise, by whomsoever brought or prosecuted in any manner based upon or occasioned by: a) any injury to any Person, including, but not limited to, death, economic loss or any infringement of rights; b) any damage to or loss or destruction of property of any Person; or c) any obligation of any Person, including, but not limited to, any obligation arising from a loan, capital lease or other long term obligation; in relation to this Agreement or Project, except to the extent to which such actions, claims, demands, losses, costs, damages, suits or other proceedings are caused by the negligence or breach of the Agreement by an officer, servant, employee or agent of Canada in the performance of his or her duties.

17. ASSETS a) Assets acquired, purchased, constructed, rehabilitated or improved, in whole or in part, through the course of the Project will be the responsibility and remain the property of the Recipient. b) Notwithstanding any other provision of this Agreement, the Recipient will preserve, maintain, and use any Assets for the purposes of the Project, and will not dispose of any Asset during the Asset Disposal Period, unless the Recipient notifies Canada in writing and Canada consents to the Asset’s disposal. c) Unless otherwise agreed to by Canada, upon alternate use or disposal of any Asset, which includes selling, leasing and encumbering an Asset whether directly or indirectly, during the Asset Disposal Period, the Recipient will reimburse Canada, at Canada’s discretion, in whole or in part, an amount of funds contributed by Canada to the Asset under this Agreement.

18. GENERAL

PUBLIC BENEFIT The Parties acknowledge that their contributions to the Project are meant to accrue to the public benefit.

9 9 Page 25 of 135 SURVIVAL The Parties’ rights and obligations which, by their nature, extend beyond the termination of this Agreement, will survive any termination of this Agreement.

ACCOUNTING PRINCIPLES All accounting terms will have the meanings assigned to them, all calculations will be made and all financial data to be submitted will be prepared, in accordance with the Generally Accepted Accounting Principles (GAAP) in effect in Canada as defined in the Chartered Professional Accountants (CPA) Canada Handbook - Accounting or, where applicable, the CPA Canada Public Sector Accounting Handbook.

DEBTS DUE TO THE FEDERAL CROWN Any amount owed to Canada under this Agreement by the Recipient will constitute a debt due to the federal Crown, which the Recipient will reimburse to Canada forthwith on demand.

INTEREST ON DEBTS DUE TO THE FEDERAL CROWN Debts due to the federal Crown by the Recipient will accrue interest in accordance with the federal Interest and Administrative Charges Regulations.

SET-OFF BY CANADA Any debt due to the federal Crown by the Recipient may be set-off against any amounts payable by Canada to the Recipient under this Agreement.

MEMBERS OF THE HOUSE OF COMMONS AND SENATE No member of the House of Commons or the Senate of Canada will be admitted to any share or part of this Agreement, or to any benefit arising from it that is not otherwise available to the public. The Recipient will promptly inform Canada should it become aware of the existence of any such situation.

CONFLICT OF INTEREST No current or former public servant or public office holder to whom any post- employment, ethics and conflict of interest legislation, guidelines, codes or policies of Canada applies will derive direct benefit from this Agreement unless the provision or receipt of such benefits is in compliance with such legislation, guidelines, policies or codes. The Recipient will promptly inform Canada should it become aware of the existence of any such situation.

NO AGENCY, PARTNERSHIP, JOINT VENTURE, ETC. a) No provision of this Agreement and no action by the Parties will establish or be deemed to establish a partnership, joint venture, principal-agent relationship or employer-employee relationship in any way or for any purpose whatsoever between Canada and the Recipient or between Canada and a Third Party. b) The Recipient will not represent itself, including in any agreement with a Third Party, as a partner, employee or agent of Canada.

NO AUTHORITY TO REPRESENT Nothing in this Agreement is to be construed as authorizing any person, including a Third Party, to contract for or to incur any obligation on behalf of Canada or to act as an agent for Canada. The Recipient will take the necessary action to ensure that any Contract between the Recipient and any Third Party contains a provision to that effect.

ASSIGNMENT The Recipient will not transfer or assign its rights or obligations under this Agreement without the prior written consent of Canada. Any attempt by the Recipient to assign any of the rights, duties or obligations of this Agreement without Canada’s express written consent is void.

COUNTERPART SIGNATURE This Agreement may be signed in counterpart, and the signed copies will, when attached, constitute an original agreement.

10 10 Page 26 of 135 SEVERABILITY If for any reason a provision of this Agreement that is not a fundamental term of this Agreement between the Parties is found to be or becomes invalid or unenforceable, in whole or in part, and if both Parties agree, it will be deemed to be severable and will be deleted from this Agreement, but all the other terms and conditions of this Agreement will continue to be valid and enforceable.

AMENDMENTS This Agreement, including its schedules, can only be amended in writing by the Parties.

WAIVER A Party may waive any of its rights under this Agreement only in writing. Any tolerance or indulgence demonstrated by the Party will not constitute a waiver.

NOTICE a) Any notice, information or required documentation provided for under this Agreement must be delivered in person or sent by mail, email, messenger or facsimile to the identified representatives of the Parties at the following coordinates, unless otherwise specified by Canada: Canada: Senior Program Policy Analyst Tower C 19th Floor, 330 Sparks Street Ottawa, ON K1A 0N5 Facsimile: 613-990-8889 Recipient: Airport Manager The Corporation of the Municipality of Sioux Lookout 25 Fifth Avenue, P.O. Box 158 Sioux Lookout, Ontario P8T 1A4 EMAIL: [email protected]

b) Such notice will be deemed to have been received: i. in person, when delivered; ii. if sent by mail, email or facsimile, when receipt is acknowledged by the other Party; iii. if sent by messenger or registered mail, when the receiving Party has signed the acknowledgment of reception.

c) If a Party changes its representative or the coordinates for that representative, it will advise the other Party as soon as possible.

COMPLIANCE WITH LAWS The Recipient will comply with all applicable laws and regulations and all requirements of regulatory bodies having jurisdiction over the subject matter of the Project.

GOVERNING LAW This Agreement is governed by, and is to be interpreted in accordance with, the applicable federal laws and the laws in force in Ontario. The Parties attorn to the jurisdiction of the Courts of Ontario and all courts competent to hear appeals from the Courts of Ontario.

SUCCESSORS AND ASSIGNS This Agreement is binding upon the Parties and their respective successors and assigns.

11 11 Page 27 of 135 19. SIGNATURES This Agreement has been executed on behalf of Her Majesty the Queen in right of Canada by the Minister of Transport and on behalf of the corporation of the municipality of Sioux Lookout by the Mayor and the clerk.

HER MAJESTY THE QUEEN IN RIGHT THE CORPORATION OF THE OF CANADA MUNICIPALITY OF SIOUX LOOKOUT

Per: Jason Tom Per: Doug Lawrance Director, Authorities Stewardship Mayor

Date Date

Per: Brian P. Mackinnon

Clerk

Date

12 12 Page 28 of 135 SCHEDULE A – ELIGIBLE AND INELIGIBLE EXPENDITURES

SCHEDULE A.1: ELIGIBLE EXPENDITURES Eligible Expenditures must: - be reasonable and directly related to the Project, as determined by Canada; - be incurred and paid between the Project Approval Date and the Claim Date; and - consist of the following categories of expenditures:  Expenditures related to the construction, rehabilitation or improvement of Airport Assets and any other infrastructure related to the Project;  All planning (including designs, plans and specifications) and evaluation for the Project;  Expenditures related to environmental reviews, including environmental assessments and follow-up programs as defined in the Canadian Environmental Assessment Act, 2012 and the costs of remedial activities, mitigation measures and follow-up activities;  Professional services;  Expenditures for materials required for the Project;  Expenditures related to communication activities (press releases, press conferences, translation, etc.) and signage recognition set out in Schedule D (Communications Protocol);  Provincial sales tax and the Goods and Services Tax or the Harmonized Service Tax for which the Recipient or a Third Party is not eligible for a tax rebate; and  Other expenditures that, in the opinion of Canada, are considered to be direct and necessary for the successful implementation of the Project.

SCHEDULE A.2: INELIGIBLE EXPENDITURES Certain expenditures are not eligible for funding and therefore will not be considered in the calculation of the total Eligible Expenditures of the Project, including:

 Expenditures incurred prior to the Effective Date, with the exception of work covering investigation, design plans, environmental assessment and documentation directly relating to the undertaking of the Project;  Expenditures related to the purchase or lease of land, or any compensation paid to owners of land required for the Project;  Registered airport zoning;  Administrative costs, including overhead expenses;  Expenditures related to the operation or maintenance of the Airport;  Cost of purchasing operating or construction equipment;  Unless specifically authorized by Canada, reimbursement of travel expenses;  Employee wages and benefits, overhead costs as well as other direct or indirect operating, maintenance and administrative expenditures incurred by the Recipient, and more specifically expenditures relating to survey, engineering, design, architecture, supervision, management and other services delivered directly by permanent employees of the Recipient, except in the case where the Recipient can demonstrate value for money.

13 13 Page 29 of 135 SCHEDULE B – THE PROJECT

SCHEDULE B.1: PROJECT DESCRIPTION Project Description: This Project consists of the purchase of a new runway condition reporting system

Objective(s): The objective of the Project is to improve safety at the Airport by purchasing a new runway condition reporting system at the Airport.

Activities: The Project Activities will include:  The Recipient will undertake a public, open and competitive process for the purchase of the equipment.  The Recipient will be responsible for the purchase and receipt of the equipment and will manage all aspects of this Project.

Project Outcomes: In order to illustrate how the Project will contribute to a safe transportation system, the Recipient will collect performance data and report on the following performance indicators that the Project will contribute to:  Safety levels are maintained at Airports Capital Assistance (ACAP) eligible airports.  Eligible airports meet safety standards required for continued operation. This data is collected only for the purpose of performance measurement and reporting to Canadians.

14 14 Page 30 of 135 SCHEDULE B.2: PROJECT BUDGET

FISCAL YEAR A. ELIGIBLE EXPENDITURES TOTAL BREAKDOWN

2020/2021

A.1 TOTAL ELIGIBLE PROJECT EXPENDITURES

Project Component (Description)

Equipment Pre Determined Procurement Value – Runway $31,000.00 $31,000.00 Condition Reporting System

Plus Eligible taxes (13%) $ 4,030.00 $ 4,030.00

Shipping (Paid at actual costs up to a maximum of $100.00 $100.00 $10,000)

TOTAL A.1: TOTAL ELIGIBLE PROJECT $29,861.00 29,861.00 EXPENDITURES

TOTAL A.2: TOTAL INELIGIBLE PROJECT $5,269.00 $5,269.00 EXPENDITURES

TOTAL A: TOTAL PROJECT EXPENDITURES $35,130.00 $35,130.00 (A.1+A.2)

TOTAL 2020/2021 B. SOURCES OF FUNDING

B.1: RECIPIENT FUNDING

Cash $5,269.00 $5,269.00

SUBTOTAL B.2: MAXIMUM CANADA CONTRIBUTION $29,861.00 29,861.00

TOTAL C: TOTAL FUNDING FOR THE PROJECT $35,130.00 35,130.00 (B1+B2)

15 15 Page 31 of 135 SCHEDULE C – CERTIFICATE(S) OF COMPLIANCE FOR CLAIMS

SCHEDULE C.1: CERTIFICATE OF COMPLIANCE FOR FINAL CLAIM

In the matter of the Agreement entered into between Her Majesty the Queen in right of Canada, as represented by the Minister of Transport, and [RECIPIENT] (the “Recipient”), represented by ______(Name), concerning the [PROJECT NAME] Project (the “Agreement”).

I, ______(Name), of the City/Town of ______, Province/Territory of ______, declare as follows:

1. That I hold the position of ______with the Recipient and as such have knowledge of the matters set forth in this declaration and believe this declaration to be true. 2. I am duly authorized by the Recipient to give this Certificate under [RECIPIENT INSERTS THE COMPLETE REFERENCE TO THE BY LAW OR INTERNAL POLICY AUTHORITY THAT ALLOWS THEM TO PROVIDE THIS CERTIFICATION] dated [DATE]. 3. I have read and understood the Agreement and the final claim submitted by the Recipient thereunder dated the same date as this Certificate and have knowledge of the business and affairs of the Recipient and have made such examinations or investigations as are necessary to give this Certificate and to ensure that the information contained herein is true and accurate. 4. The Recipient, at the date of this Certificate, has performed all covenants under the Agreement that are required to be performed by it on or prior to that date. 5. The expenditures claimed are Eligible Expenditures in accordance with the Agreement. 6. All representations and warranties of the Recipient contained in the Agreement are true and accurate in all respects at the date of this Certificate as though such representations and warranties had been made at the date of this Certificate. 7. The Project as defined in the Agreement has been completed. 8. The Total Financial Assistance received or due for the Project in accordance with Section 3.2 c) (Commitments by the Recipient) is as follows: [INCLUDE ALL TOTAL FINANCIAL ASSISTANCE RECEIVED OR DUE] 9. This Certificate of Compliance does not preclude any rights of Canada to verify, audit or inspect as per the terms and conditions of the Agreement.

10. The Recipient is not entitled to payment of any amount under the Agreement, other than any amount requested by the Recipient in accordance with the Agreement on or prior to the date of this Certificate.

Dated, this ______day of ______20___

______Signature

16 16 Page 32 of 135 SCHEDULE D – COMMUNICATIONS PROTOCOL

GENERAL

1. Canada and the Recipient agree to undertake joint communications activities and products that will enhance opportunities for open, transparent, effective and proactive communications with citizens through appropriate, continuous, and consistent public information activities that recognize the contribution of the Parties and, where applicable, any other contributor. 2. The mechanisms for such communications and public information activities and products will be determined by Canada. 3. All public information material in relation to this Agreement will be prepared jointly and in both official languages and will equitably reflect the funding of all contributors to the Project. This requirement is not needed for tendering documents; the Recipient will carry out any tendering processes in accordance with its own policies, guidelines and governing laws.

COMMUNICATING WITH THE PUBLIC

Public Information Products The Parties may jointly develop information kits, brochures, public reports, and website material for the public about the Project.

News Releases A joint news release may be issued when the Agreement is signed and/or at appropriate milestones such as the start of Project work or completion of the Project. A news release may include quotations from a federally, provincially, or municipally elected official or, where applicable, any other contributor. Canada must agree on these quotations.

Press Conferences, Public Announcements and Other Joint Events The Parties will co-operate in organizing press conferences, announcements or official ceremonies. Canada should also agree on the messages and public statements at such events. No public announcement for the Project under this Agreement will be made by the Recipient or, where applicable, any other contributor, unless Canada has been informed of it at least thirty (30) business days in advance.

Either Party may organize a joint press conference. The requestor will give the other Party reasonable notice of at least thirty (30) business days of such a press conference, public announcement or joint event.

COMMUNICATION COSTS The eligibility of costs related to communication activities that provide public information on this Agreement will be subject to Schedule A (Eligible and Ineligible Expenditures) and must be agreed to in advance by Canada.

17 17 Page 33 of 135 REPORT

MEETING TYPE: Regular Council

TO: Council FROM: Michelle Larose, Chief Administrative Officer DATE: April 22, 2020 SUBJECT: Community Safety and Well-Being Plan

TITLE: Community Safety and Well-Being Plan

RECOMMENDATION: THAT Council authorizes the passing of By-law No. 43-20, Being a By-law to Authorize and Direct the Mayor and the Clerk to Execute an Agreement Between The Corporation of the Municipality of Sioux Lookout and LBCG for the Development of a Community Safety and Well-Being Plan for The Corporation of the Municipality of Sioux Lookout.

PURPOSE: The purpose of the report is to provide an evaluation of the proposals received for the RFP# R011-2020 For a Community Safety and Well-Being Plan.

BACKGROUND: Under the new provisions of the Community Safety and Policing Act, municipalities are required to create and implement Community Safety and Well-Being Plans by January 1, 2020.

On February 19, 2020, a report was presented to Council to request that a Request for Proposal be issued to engage a consulting firm for the provision of a Community Safety and Well-Being Plan for the Municipality. Council approved the report.

Staff issued the Request for Proposal on March 10th, 2020 with the following deadlines:

1. Deadline to Submit Inquiries on RFP: March 25, 2020

Page 34 of 135 3. Proposal Deadline: April 3, 2020.

Five (5) proposals were received in response to the RFP. They were received from Optimus SBR, LBCG, Canadian Municipal Network on Crime Prevention, A&A Ward Consulting and MNP.

The proposals were evaluated and awarded points based on the following Evaluation Criteria:

Evaluation Criteria: Points Factor:

Understanding of the Project 5 Project Methodology 5 Team Composition 5 Project Deliverables 5 Pricing and Values 5 References 5

Total Score 30

Based on the criteria established, the Manager of Corporate Services/ Clerk and the Chief Administrative Officer reviewed the proposals and the following is a summary of the evaluation:

COMPANY RANKING

LBCG Consulting 1 Optimus SBR 2 MNP 2 A & A Consulting 3 CMNCP 4

Staff recommend entering into an agreement with LBCG for the provision of a Community Safety and Well-Being Plan.

RELATIONSHIP TO THE STRATEGIC PLAN: Community Development: To continue to improve our quality of life through the identification of risks and implement goals to achieve the safety and well-being of each citizen in the Municipality.

Page 35 of 135 FINANCIAL IMPLICATIONS: The cost for consulting services to develop the Community Safety and Well-Being Plan is $48,900 plus $13,270 in disbursements – $62,170 plus Net HST $1,094.19 for a total of $ 63,264.19.

Council previously approved the use of the one-time funding provided by the Province to fund the project. (February 19, 2020 Report to Council)

ATTACHMENTS: 1. RFP R011-2020 – Community Safety and Well-Being Plan 2. By-Law 43-20 To Execute an Agreement Between the Corporation of the Municipality of Sioux Lookout and LBCG Consulting for the Development of a Community Safety and Well Being Plan for the Corporation of the Municipality of Sioux Lookout 3. Schedule “A” to By-law 43-20 – the proposal

SIGNATURE:

Michelle Larose Chief Administrative Officer

Page 36 of 135

THE CORPORATION OF THE MUNICIPALITY OF SIOUX LOOKOUT

Request for Proposal No. R011-2020 For a Community Safety and Well-Being Plan

Terms of Reference

Issued: March 10, 2020 Due: April 3, 2020 at 4:00 p.m. CDT

1 Page 37 of 135 DEFINITIONS

1. An "Agreement" means a legal document that binds The Corporation of the Municipality of Sioux Lookout and the successful proponent to carry-out a project.

2. An "Authorized Agent" is a representative of the Proponent who has the authority to enter into an Agreement on behalf of the Proponent to carry-out a project.

3. An "Award" is the acceptance of a Proposal in accordance with this Request for Proposal (RFP).

4. A "Proposal" is a written offer, received from a person/company in response to an invitation to provide goods and/or services based on a Request for Proposal and the corresponding Terms of Reference.

5. A "Proponent" is a Person/Company who submits a Proposal.

6. "Budget" refers to any of several documents approved by the Council from time to time, which detail the amounts of money to be spent within a fiscal period by the Municipality on various operating expenses or capital projects.

7. “Change Order” A written order issued from the Municipality which changes the scope or specifications of any project.

8. "Consultant" means the provider of a service (“Service Provider”) who, by virtue of professional expertise or service is contracted by the Municipality to carry-out a project.

9. "Contract" means a formal legal Agreement, in writing, between the Municipality and a person or company to carry-out the project requested by the Municipality in its Request for Proposal.

10. "Goods and/or Services" includes supplies, design, printed publications, equipment, property insurance, maintenance, professional and consulting services and service contracts not otherwise provided for.

11. "Discretionary" refers to a requirement that the Municipality would find valuable and consider desirable for the project being proposed. Instructions and specifications that are requested by the words "should" and/or "may" are "discretionary" and should be responded to in the proposal indicating they are or are not part of the proposal.

12. "Insurance Certificate" a certified document issued by an insurance company licensed to operate by the Government of Canada or the Province of Ontario certifying that the Proponent is insured in accordance with the Municipality 's requirements.

13. "Mandatory" refers to a specification or requirement that the Proponent must include in their Proposal and be capable of performing if they are the awarded the contract to carry-out the project. Instructions and specification that are requested by the words "shall" and/or "will" indicate the requirement is "mandatory".

14. “Municipality” refers to The Corporation of the Municipality of Sioux Lookout

15. "Project" refers to the work, goods and/or service requirements of the Request for Proposal.

16. "Service Provider" is the person\company known as the "Consultant" that has been successful in an award of the Proposal and thereby agrees to carry-out the project under the terms of the Request for Proposal.

2 Page 38 of 135 REQUEST FOR PROPOSAL (RFP)

The Municipality invites qualified Proponents to submit proposals for Consulting Services for a Community Safety and Well-Being Plan for the Municipality of Sioux Lookout.

This RFP provides detailed information for Proponents who have the necessary qualifications and experience to fulfill the requirements of this RFP. Please read it carefully.

The Proposal content and the Scope of the Project are outlined in Section 3 of this document.

BACKGROUND

The Municipality of Sioux Lookout is located halfway between Thunder Bay, Ontario and Winnipeg, Manitoba, north of the Trans Canada Highway, sitting nestled on the lakeshores of the Pelican and Abram Lakes and Lac Seul with the rugged Canadian Shield as the backdrop. The scenic Municipality boasts a culturally diverse population of over 5,500 residents and is proud to be the true “Hub of the North”, providing essential services to 30,000 people in 29 remote First Nation communities.

Sioux Lookout is a renowned, year-round tourist destination. Visitors and residents alike take advantage of a wide variety of outdoor recreational and sporting opportunities including water sports, hiking, cross country skiing, snowmobiling and incredible fishing.

The area has been on a major growth curve with $250 million in capital projects recently completed, including a new state-of-the-art Hospital, Heritage Railway Station Redevelopment, Downtown Revitalization, MNRF Fire Management Centre, Airport Expansion and increase in serviced residential, commercial and industrial land.

The Municipal Council is composed of one Mayor and six Councillors. We have one ward councillor that represents Hudson and five councillors that are elected at large.

SECTION 1 - INSTRUCTIONS TO PROPONENTS

The following information provides details of the Request for Proposal process that will be followed.

1.1 MEETING FOR PROPONENTS

Should it be deemed necessary by the Municipality to hold a meeting with Proponents to provide additional information or to clarify issues, such meeting will be held either via teleconferencing or at the Municipality of Sioux Lookout, Municipal Offices, 25 Fifth Avenue, Sioux Lookout, Ontario, at a date and time to be determined, which would be before the RFP closing date. Proponents will have the opportunity to ask questions and provide comments or suggestions on the project.

1.2 COMMUNICATIONS REGARDING REQUEST FOR PROPOSAL

All communication concerning this Request for Proposal shall be in writing (via email only) and directed to:

Michelle Larose Chief Administrative Officer Municipality of Sioux Lookout

Email: [email protected]

No person other than the above named person or his or their authorized representative is authorized to speak for the Municipality with respect to this Proposal. Proponents who seek to obtain information, clarification or interpretation from another Municipal official or employee is advised that such material is used at the Proponent's own risk, and the Municipality shall not be bound by any such representations.

Answers to questions and clarifications may be released in the form of an addendum should the Municipality determine the information is relevant to all Proponents. Questions may be submitted until 4:00 p.m. CST, on Thursday, March 25th, 2020. The Municipality will not be 3 Page 39 of 135 under any obligation to answer questions submitted after March 25th, 2020.

No verbal arrangement or agreement, relating to the work required under this project specified or requested under this RFP will be considered binding and every notice, advice or other communications pertaining to it, must be in writing.

1.3 ELECTRONIC COMMUNICATIONS

All enquiries received via electronic mail waive all rights of confidentiality of the enquiry in the method of transmission and the Proponent shall assume all risks of such methods of communication.

1.4 ADDENDA

The Municipality hereby reserves the right in its sole discretion to amend this Request for Proposal any time prior to the closing date and time. Proponents are advised that any changes to the Proposal shall only be done by formal written addendum issued by the Municipality.

Proponents may be requested to confirm receipt of each addendum. It is each Proponent's ultimate responsibility to ensure all addenda have been received prior to submission of their Proposal or, in any event, prior to the close of Request for Proposal, as Proposals cannot be amended or withdrawn following the closing time, for any reason.

1.5 COST OF PROPOSAL

All costs directly or indirectly incurred by the Proponent in responding to this Request for Proposal shall be at the sole cost of the Proponent.

1.6 SUBMISSION OF PROPOSAL

Sealed Proposal packages shall be submitted at or before the closing date and time: April 3rd, 2020, at 4:00 P.M., Central Daylight Time.

The sealed Proposal submission package shall be clearly addressed to:

Brian P. MacKinnon Clerk/Manager of Corporate Services Municipality of Sioux Lookout P.O. Box 158 25 Fifth Avenue Sioux Lookout, ON P8T 1A4

Sealed envelopes shall be clearly marked with the Proposal number, name and the name of the Proponent.

Provide return address and contact information on the outside of the submission package. Facsimile and electronically mailed Proposals will not be accepted, acknowledged or returned.

Proponents are solely responsible for ensuring their Proposal is received on time and at the proper location. Proposals received after the closing date and time shall not be accepted or considered and shall be returned to the Proponent unopened. Proposals shall be irrevocable for any reason for a period of not less than ninety (90) calendar days following the closing date.

4 Page 40 of 135

1.7 PROPOSAL SUBMISSION PACKAGE

The Proposal submission package shall contain one (1) un-bound original, three (3) copies and one (1) electronic version of the Proposal (saved as a PDF on a USB drive). The package must include the signed Proposal sheet and any forms provided in the Request for Proposal document to be completed by the Proponent.

The required insurance certificate for a Proposal involving onsite labour component, WSIB Clearance Certificate, is required from the successful proponent.

1.8 EMERGENCY MUNICIPAL OFFICE CLOSURE AT PROPOSAL SUBMISSION TIME

In the event an emergency, labour disruption or inclement weather forces the closure of the Municipal Office at the time the Proposals become due, the date and time will be extended to the next business day after the original closing date and time or to such later date as the Municipality may decide but not for a period longer than thirty calendar days.

1.9 EVALUATION OF PROPOSALS

Proposals will be evaluated by a Committee comprised of municipal staff, who will provide a recommendation to Council regarding the successful proponent.

1.10 MUNICIPAL FREEDOM OF INFORMATION AND PROTECTION AND PRIVACY ACT

The Municipality is required by law to adhere to the requirements of the Municipal Freedom of Information and Protection and Privacy Act, as amended.

1.11 ELECTRONIC INFORMATION

As a convenience to Proponents, the Municipality will receive enquiries via electronic mail. However, by emailing enquiries, Proponents agree to waive all rights of confidentiality in their transmission and shall assume all risks of such methods of communication.

1.12 INFORMATION RELEASE TO PROPONENTS

The number of Proposals received and the names of Proponents are confidential and shall not be divulged prior to the opening.

1.13 REQUEST TO WITHDRAWAL A PROPOSAL SUBMISSION

Requests for withdrawal of a Proposal shall be allowed if the request is made before the closing time for the Proposal to which it applies. Requests must be directed to the Municipality’s Chief Administrative Officer (See 1.2 above) by letter or in person, by the Proponent, with a signed withdrawal request confirming the details. Telephone requests will not be considered. The withdrawal of a Proposal does not disqualify a Proponent from submitting another Proposal for the same project.

1.14 PROPOSALS RETURNED UNOPENED

Proposals received after the closing time shall be returned unopened to the Proponent, as soon as possible. If a late Proposal is received without a return address on the envelope it shall be opened, the address obtained, and then returned. The covering letter will advise why the envelope could not be returned unopened.

Please note that sending a package via courier or express post does not necessarily guarantee a delivery time prior to the closing date.

1.15 SUBMISSION OF MORE THAN ONE PROPOSAL

5 Page 41 of 135 (a) If two Proposals for the same Project are submitted in the same envelope, the Proposals must be marked as Proposal A and Proposal B.

(b) If two Proposals for the same Project are submitted separately in different envelopes, the envelope with the latest date and time received shall be considered the intended Proposal.

The Municipality reserves the right in its sole discretion to determine the feasibility and acceptability of any alternative solution proposed.

Proponents are cautioned to ensure that a proposal responding to the original requirements of this RFP is also submitted, as alternative proposals alone will not be accepted.

All alternative proposals will be evaluated separately following evaluation of original requirements proposals and, on the same criteria as the original requirements proposal with necessary changes.

SECTION 2 - TERMS AND CONDITIONS OF REQUEST FOR PROPOSAL

Each Proponent, by submitting a Proposal, represents that the Proponent has carefully read, understands and accepts the terms and conditions and specifications of the Request for Proposal in full.

2.1 PROPOSAL REQUIREMENTS

Proponents are required to conform to the conditions listed below and those failing to do so may be subject to disqualification.

a) The Proposal Acknowledgement Form (Section 6) must be signed in the space(s) provided on the form, with the authorized signature of the Proponent. If a joint Proposal is submitted, it must be signed on behalf of each of the Proponents and if the signing authority for both Proponents is vested in one (1) individual, he/she shall sign separately on behalf of each Proponent. In the case of an incorporated company, the corporate seal must be affixed to the Proposal forms.

b) All Proposals shall be legible and conform to requirements described in Section 3 "Proposal Content and Scope of Project". Proposals should not exceed ten (10) pages in length. The submission package shall contain the number of packages outlined in section 1.7 "Proposal Submission Package".

c) Prices must be in figures and in Canadian Dollars and include all tariffs and freight, unless otherwise stipulated. Taxes must be included, but listed but separately from all other costs.

d) Adjustments by telephone, and facsimile (FAX), e-mail or letter to a Proposal already submitted will not be considered. A Proponent desiring to make adjustments to a Proposal must withdraw the Proposal and/or supersede it with a later Proposal submission prior to the specified Proposal closing time.

2.2 PROPONENTS' OBLIGATION TO EXAMINE

While the Municipality has made every effort to ensure the accuracy of the information provided in this document and otherwise to the Proponent, the Proponent shall not make any claim against the Municipality for damages or extra work caused or occasioned by the Proponent relying upon such records, reports, or information whether as a whole or in part, furnished by the Municipality or a council member or an employee of the Municipality.

2.3 OMISSIONS, DISCREPANCIES, CLARIFICATIONS, AND ADDENDA

Considerable effort has been made to ensure an accurate representation of information in this document. The information is not guaranteed or warranted to be accurate by the Municipality, or is it necessarily comprehensive or exhaustive. Nothing in the Request for Proposal is intended to relieve the Proponent from forming their own opinions and conclusions with respect to the matters addressed in the Request for Proposal.

6 Page 42 of 135 Should a Proponent find omissions from, or discrepancies in, any of the Request for Proposal documents, or should he/she be in doubt as to the meaning of any part of those documents, it will be the Proponent's responsibility to immediately notify the Municipality in writing. (Reference Section 1.2 for contact information.)

The Municipality has reserved the right to clarify any proposal during the evaluation process, and shall not be bound to do so and Proponents should not assume they will have any further opportunity to clarify their proposal following the closing date and time.

2.4 ALLOCATION OF RISK

The Municipality shall not be responsible for any liabilities, costs, expenses, loss or damage incurred sustained or suffered by any Proponent by reason of non-acceptance by the Municipality of any Proposal submission or by reason of any delay in its acceptance.

2.5 CONFLICT OF INTEREST

Failure by a Proponent to declare any potential conflict of interest or to obtain a waiver of any such conflict shall be grounds for the Municipality to terminate any Contract formed without liability and for cause.

The following policy shall apply to this Request for Proposal and subsequent contract.

1. No employee or elected official of the Municipality may submit a Proposal.

2. All employees or elected officials shall disclose any business or personal relationship they might have in relation to this Request for Proposal or subsequent contract which might create a potential conflict of interest relative to the project.

3. All Proponents retained by the Municipality shall disclose to the Municipality prior to accepting an assignment, any potential conflict of interest. If such a conflict of interest does exist, the Municipality may, at its discretion, choose not to award or may withhold the awarding of the contract until the matter is resolved to the satisfaction of the Municipality. Furthermore, if during the carrying-out of the project, a Proponent is retained by another client giving rise to a potential conflict of interest, and then the Proponent shall so inform the Municipality.

2.6 GRATUITIES

Proponents shall certify that no council member or Municipal employee has benefited or will benefit financially or materially from the award of the contract. Any contract may be terminated by the Municipality if it is determined that gratuities of any kind were either offered to, or received by any member of council or Municipal employee.

2.7 GOVERNING LAW

The laws of the Province of Ontario shall apply to this Request for Proposal and any contract formed as a result of this Request for Proposal and the Courts of Ontario shall have exclusive jurisdiction over any contract formed as a result of this Request for Proposal.

2.8 NON-EXCLUSIVE

Any contract awarded as a result of this Proposal shall be non-exclusive and the Proponent acknowledges that the Municipality may in its sole discretion contract with others for the same or similar service during the term of any contract formed as a result of this Request for Proposal.

2.9 LEGAL PROCEEDING WITH THE MUNICIPALITY

No Proposal will be accepted from any company which has a claim or has instituted a legal proceeding against the Municipality or against whom the Municipality has a claim or instituted a legal proceeding with respect to any previous contract.

7 Page 43 of 135 2.10 COMPLIANCE WITH LAWS

Any Proponent is required to ensure compliance to and with any and all applicable laws and statutes. Failure to do so will result in the immediate cessation of business with the Municipality and the appropriate authorities will be notified.

2.11 SUBCONTRACTING AND ASSIGNMENTS

Proponents should note that, unless otherwise agreed, the Municipality will assume that the employees or agents of the Proponent will be performing all services required by this RFP and any subsequent contract, which may be entered into by Municipality. Any subcontracting or assignment in whole or in part by the selected Proponent must be approved by Municipality in advance.

Therefore, in the event a Proponent wishes to subcontract any portion of the work, which is the subject matter of this RFP, the Proponent shall list the name and contact person of the proposed subcontractor together with that portion of the work that the proposed subcontractor is to do in their proposal.

2.12 JOINT PROPOSALS

In the event two or more persons, firms, companies or other organizations wish to submit a joint or consortium proposal pursuant to this RFP, the proposal shall identify a single prime Proponent who will be responsible for overall project management and successful completion of the Project.

Such prime Proponent shall provide a single point of contact and single billing point and shall for all intents and purposes be treated as the selected Proponent under the contract. The Municipality shall not be liable for payment to any of the selected Proponent's partners, subcontractors, employees, agents or Consultants in the event the selected Proponent defaults on its responsibilities.

2.13 IRREGULARITIES

The Municipality reserves the right in its sole discretion to: a) Waive (or not waive) irregularities and/or minor non-compliance by any Proponent with the requirements of this RFP; b) Request clarification and/or further information from one or more Proponents after closing without becoming obligated to offer the same opportunity to all Proponents; c) Enter into contract discussions with one or more proponents; and d) To award to more than one Proponent if it is in the Municipality’s best interest to do so.

2.14 CONFIDENTIALITY OF INFORMATION

All Proponents are advised that The Municipality of Sioux Lookout is subject to inter- provincial and international trade agreements, which may result in disclosure of information.

2.15 MATHEMATICAL ERRORS

In the event of mathematical errors in extension of prices or other ambiguities, unit prices shall govern over total Proposal prices and words shall govern over numbers.

2.16 RIGHT TO ACCEPT OR REJECT SUBMISSION

The Municipality of Sioux Lookout reserves the right to accept or reject all or part of any submission or to rescind this Request For Proposal at any time at no cost to the Municipality.

SECTION 3 - PROPOSAL CONTENT AND SCOPE OF PROJECT

As a result of new legislative amendments to the Police Services Act, every Ontario municipality is mandated to prepare and adopt a Community Safety and Well-Being Plan (hereinafter referred to as CSWB) by January 1, 2021. The Municipality of Sioux Lookout is looking to select a qualified

8 Page 44 of 135 proponent to work with the Municipality to lead the Community Safety and Well-Being planning process and ensure a critical path to successful implementation is established.

In preparation of the CSWB plan, a multi-sectoral Advisory Committee is required from the following sectors:

• Health and Mental Health Services • Educational Services • Community and Social Services • Community and Social Services to Children or Youth • Custodial Services to Children or Youth • Municipal Council Member or Municipal Employee • Police Service Board or Detachment Commander

The Municipality of Sioux Lookout has established an Advisory Committee to work with the Municipality and Proponent to see the CSWB to fruition.

In addition to consultation with CSWB Advisory Committee, at a minimum, members of the public, including youth, members of racialized groups and of First Nations, Metis and Inuit communities, as well as community organizations that represent these groups must also be consulted, as part of the CSWB development process.

The main requirements of the plan must include the following core information:

1. Local priority risk factors that have been identified based on community consultations and multiple sources of data, such as Statistics Canada and local sector-specific data

2. Evidence-based programs and strategies to address those priority risk factors; and

3. Measurable outcomes with associated performance measures to ensure that the strategies are effective and the outcomes are being achieved.

The CSWB plan must be published 30 days after the plan is adopted online, in print for review by anyone who requests it, and in any other form determined by the Municipality.

The CSWB planning framework is as follows:

9 Page 45 of 135 It is crucial for all members involved in the planning process to understand the following four (4) areas to ensure local plans are efficient and effective as possible in making communities safer and healthier:

1. Social Development 2. Prevent 3. Risk Intervention 4. Incident Response

The province has identified the following seven (7) critical success factors to ensure the success of the Community Safety and Well-Being Plan:

1. Strength–based (leveraging existing resources, programs and services in the community)

2. Risk-focused (risk-focused planning rather than incident-driven)

3. Awareness and Understanding (ensuring all community members understand the benefit of, and their role in, the CSWB planning)

4. Highest Level of Commitment (buy-in from individuals of influence (ie. political leaders, decision makers to champion the cause)

5. Effective Partnerships (creating meaningful, integrated partnerships across multiple sectors)

6. Evidence & Evaluation (using research and data to inform the planning process)

7. Cultural Responsiveness (effectively interacting with, and responding to, the needs of diverse groups of people in the community)

Resources for Data Collection

As a starting point, in addition to the CSWB Advisory Committee, the consultant will be able to draw upon the following existing community resources as data sources:

• Situation Table • OPP Statistics • Northwestern Health Unit • Mobile Crisis Response System • Community Agencies/Organizations

Deliverables

The scope of work will include, but may not be limited to:

• Develop a Community Safety and Well-Being Plan for the Municipality of Sioux Lookout in an electronic format • Support the CSWB Advisory Committee in its leadership role • Meet with the CSWB Advisory Committee to develop a work plan for the development of the CSWB plan • Conduct two (2) public engagement sessions: one (1) engagement session with community stakeholders/organizations and one (1) public engagement session for the community; and develop one (1) on-line public survey for distribution in each municipality in order to obtain input on Community Safety and Well-Being from members of the public, to include the legislated stakeholder groups, as previously identified. • Analyze community risks based on local data • Identify a critical path and methodology to ensure successful implementation • Establish a program logic model and develop monitoring, evaluation and reporting tools • Recommend changes to process, as required • The CSWB plan must include the following core information: local priority risk factors based on community consultations with multiple sources of data, such as Statistics Canada and local sector-specific data, evidence-based programs and strategies to address those priority 10 Page 46 of 135 risk factors and measureable outcomes with associated performance measures to ensure that the strategies are effective and outcomes are being achieved. • The CSWB plan must address the four (4) areas that make up the CSWB framework in order to ensure the efficiency and effectiveness of the plan • The CSWB plan must address the seven (7) critical success factors in order to ensure the success of the plan. • Present the draft Community Safety and Well-Being Plan to the CSWB Advisory Committee by November, 2020. • Present the final draft CSWB plan for adoption by the Council by December 2020.

3.1 WORK PROGRAM AND SCHEDULE AND FINANCIAL CONSIDERATION

• Proposals must contain an itemized cost estimate to achieve each milestone within the Proponents recommended approach, including consulting fees (hourly and per diem rates for each member of the team), miscellaneous expenses, disbursements and HST. Every Proposal must contain a total cost;

• Proposals must contain a detailed schedule or work plan and timelines that are categorized by milestones (completion of major tasks) – a time/task matrix;

• The Proponent will prepare progress reports for the Municipality for each milestone in the approved work plan, including a breakdown of costs at each milestone.

3.2 PROPONENT STUDY TEAM

The Proposal should include a brief history of the Proponent's Consulting Firm;

The proposal must contain information of consulting staff that will perform the work, including qualifications and previous experience;

Project lead must be clearly identified with qualifications and previous experience;

3.3 REFERENCES / EXPERIENCE

Proponent's are required to include a minimum of three (3) public sector references and contact information including names, addresses and telephone numbers.

3.4 ACKNOWLEDGEMENT

All Proponents shall complete the Acknowledgement document contained in Section 6 of this RFP and submit it as part of the Deliverables.

All reports are to be provided in an electronic PDF version to the Municipality of Sioux Lookout.

3.5 ADDITIONAL INFORMATION FOR PROPONENTS

• The Proposal should include, in addition to the information requested in this RFP, any additional information that illustrates the Proponent’s experience, expertise or special insights into municipal services delivery reviews; • All printing of the Proposal is the responsibility of the Proponent. • The Proponent/Consultant will report to the CAO;

3.6 TERM OF THE PROJECT

The contract arising out of this Request for Proposal (RFP) is anticipated as follows:

1. Commencement – April 2020 2. Present the draft CSWB to the Advisory Committee by November 2020 3. Present the final draft Community Safety and Well-Being Plan to Council by December 2020.

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SECTION 4 - EVALUATION OF RFP AND SELECTION OF PROPONENT

4.1 EVALUATION FOR COMPLIANCE

All proposals received will be initially evaluated to determine the degree to which each proposal meets the mandatory requirements of this RFP. Proposals that are non- compliant with the mandatory requirements may be subject to disqualification without further evaluation. Proponents are urged to ensure their proposal addresses all mandatory elements of this RFP.

Notwithstanding the above, the Municipality of Sioux Lookout reserves the right in its sole discretion to waive minor or technical non-compliance with the mandatory requirements in any individual case, based upon the principle of overall best value of the proposal to the Municipality.

4.2 AWARD

The Municipality reserves the right in its sole discretion to negotiate modifications to any proposal received without becoming obligated to offer to negotiate with any other Proponent(s). If negotiations with the selected Proponent are unsuccessful, the Municipality reserves the further right in its sole discretion to enter into negotiations with any other Proponent(s).

Upon successful negotiations with a selected Proponent leading to an acceptable contract, the Council of the Municipality of Sioux Lookout may in its discretion award a contract. The award will be subject to the successful execution of an agreement.

4.3 SAMPLES

Samples of similar work project completed by the Proponent may be requested at any point during the proposal process or evaluation. Proponents are not expected to submit samples unless requested.

SECTION 5 - TERMS AND CONDITIONS

Should a contract be awarded, the reference to Proponent would become, Consultant.

5.1 AWARDING OF CONTRACT

The authority to award a contract rest exclusively with the Council of the Corporation of the Municipality of Sioux Lookout.

The Municipal Council will exercise its authority in respect of a contract for this project by way of by-law(s) and/or resolution(s) passed at properly constituted meeting(s).

5.2 INDEMNITY

By submitting a Proposal to the Municipality, the Proponent agrees that he/she shall be responsible for and shall give adequate attention to the faithful prosecution and completion of all matters pursuant to the contract. In addition to the protection provided, the Proponent shall promptly indemnify and save harmless the Municipality from all suits and actions for damages and costs to which the Municipality might be put by reason of injury to or death of persons and damage to property resulting from negligence, breach, fault, act, omission, default, carelessness or any other cause in the performance of this work. The indemnity obtained in the contract shall not be prejudiced by, and shall survive, the termination of the contract.

5.3 The Proponent shall, during the entire term of an Agreement, and any renewal or extension thereof, take out and keep in full force and effect insurance for Commercial General Liability Insurance including bodily injury including death, property damage, personal injury,

12 Page 48 of 135 contingency employers liability and cross liability in which the limits of liability shall be no less than $5,000,000.00 per occurrence, and no less than $5,000,000.00 per claim and Motor Vehicle Liability Insurance including Non-Owned Automobile of not less than $2,000,000.00 per occurrence, all at the Proponent's sole cost and expense.

All policies shall be written with insurance companies qualified to do insurance business in the Province of Ontario. The insurance shall be with insurers acceptable to the Municipality and with policies in a form satisfactory to the Municipality. A copy of all insurance policies or certificates of insurance shall be delivered to the Municipality prior to the commencement of the work.

All insurance coverage will be at the Proponent's sole cost and expense.

5.4 INSURANCE CERTIFICATE

The Proponent should provide certificate of insurance with the Municipality, its Council and employees added as additional insured with respect to the Commercial General Liability policy. All policies of insurance shall provide for thirty (30) days written notice to the Municipality prior to any cancellation, material change or amendments restricting coverage of any policy or policies.

5.5 OCCUPATIONAL HEALTH AND SAFETY

The Proponent shall comply fully with Occupational Health and Safety Act.

5.6 WORKPLACE SAFETY & INSURANCE

The Proponent will be required to furnish the Municipality with a Workplace Safety & Insurance Board Certificate of Clearance. The Proponent shall at all times comply with the provisions of the WSIB Act.

All Proposals' involving a physical labour component require that a WSIB clearance be submitted if awarded the contract.

The Proponent shall at all relevant times carry Workplace Safety and Insurance Board of Ontario (WSIB) coverage or Employers Liability Insurance in the amount of not less than $2,000,000.

5.7 PERMITS, FEES AND LICENSES

The Proponent shall pay for any and all permits, licenses and fees, and give all notices and comply with all by-laws and regulations of the Municipality and any other governing body, wherever applicable, unless otherwise specified.

5.8 TIME IS OF THE ESSENCE

Time is of the essence and the Proponent shall deliver the goods and services in strict accordance with the approved project schedule, delivery date, quantity and the requirements as specified in the Agreement.

5.9 COPYRIGHT

The Proponent represents, warrants and covenants that the services to be rendered and the outcomes to be produced do not infringe any patent, copyright, trademark or other intellectual or industrial property right. All plans, reports and final documentation produced by the Proponent will be the sole and exclusive property of the Municipality of Sioux Lookout.

13 Page 49 of 135 SECTION 6 - ACKNOWLEDGEMENT FORM

6.0 COMPANY ADDRESS AND CONTACT INFORMATION Complete the following information and submit this section in the Proposal submission package.

NAME OF PROPONENT:

MAILING ADDRESS: WEBSITE ADDRESS:

TEL: FAX: G.S.T. NUMBER

CONTACT NAME: POSITION:

TELEPHONE:

EMAIL ADDRESS:

NAME OF OFFICER(S) OR PERSON(S) with authority to execute a contract for this project:

14 Page 50 of 135 6.1 ACKNOWLEDGEMENT OF DOCUMENTS RECEIVED BY PROPONENTS AND AGREEMENT TO TERMS AND CONDITIONS:

I ______the undersigned

HEREBY DECLARE AND ACKNOWLEDGE: THAT I have examined the documentation and information contained in this proposal and appendices and accompanying documents;

THAT I declare that no person, firm, corporation or other organization other than disclosed herein has any interest in this Proposal or any contract which may result;

THAT this Proposal is made by the undersigned without collusion or fraud with any other entity;

THAT all statements in this Proposal are true and accurate in all respects;

THAT full disclosure has been made of any conflict of interest or potential conflict of interest;

THAT Addenda No. __ to __ inclusive (if any) have been reviewed by me and form part and parcel of the RFP and any contract which may result;

THAT I do hereby offer to enter into a contract to do all the work as described in the RFP and provide all expertise, labour, materials and all necessary items to complete the project to the full and complete satisfaction of the Municipality for the sum of:

In words -

In numbers - $

THAT my / our proposal is irrevocable after close of Proposal submissions for a period of not less than ninety (90) calendar days from that date. Executed by me/us this day of ______, 2020.

Authorized signing officer(s) / person(s):

Print Name Signature

Print Name Signature

15 Page 51 of 135 THE CORPORATION OF THE MUNICIPALITY OF SIOUX LOOKOUT

BY-LAW NO. 43-20

BEING A BY-LAW TO AUTHORIZE AND DIRECT THE MAYOR AND THE CLERK TO EXECUTE AN AGREEMENT BETWEEN THE CORPORATION OF THE MUNICIPALITY OF SIOUX LOOKOUT AND LBCG CONSULTING FOR THE DEVELOPMENT OF A COMMUNITY SAFETY AND WELL-BEING PLAN FOR THE CORPORATION OF THE MUNICIPALITY OF SIOUX LOOKOUT ______

WHEREAS the Council of The Corporation of the Municipality of Sioux Lookout deems it advisable and expedient to enter into an agreement with LBCG Consulting for the development of a Community Safety and Well-Being Plan for The Corporation of the Municipality of Sioux Lookout; and

WHEREAS Section 9 of the Municipal Act 2001, as amended, grants municipalities the capacity, rights, powers and privileges of a natural person for the purpose of exercising its authority under the Act; and

WHEREAS entering into agreements is considered to be a natural person capacity, right, power, or privilege;

NOW THEREFORE, THE COUNCIL OF THE CORPORATION OF THE MUNICIPALITY OF SIOUX LOOKOUT ENACTS AS FOLLOWS:

1. THAT the Mayor and the Clerk are hereby authorized and directed to execute the above-noted Agreement between The Corporation of the Municipality of Sioux Lookout and LBCG Consulting.

2. THAT the Agreement is attached as Schedule A to this By-law.

3. THAT the Mayor's and the Clerk’s authority and direction to execute the above- noted Agreement extends to any renewal agreements or administrative amendments.

4. THAT this By-law shall come into force and take effect on the date of its final passing.

READ A FIRST, SECOND AND THIRD TIME AND PASSED THIS TWENTY-SECOND DAY OF APRIL, 2020

Doug Lawrance, Mayor

Brian P. MacKinnon, Municipal Clerk

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April 16, 2020 Agreement between

The Corporation of the Municipality of Sioux Lookout (“the Municipality”) PO Box 158, 25 Fifth Avenue, Sioux Lookout, ON P8T 1A4

And

Lough Barnes Consulting Group Inc. (“LBCG”) 439 University Avenue, Suite 1920, Toronto, ON M5G 1Y8

The Municipality agrees to retain LBCG as a Consultant for the services described in the proposal, which is attached, to this agreement under the terms outlined below. The parties to this Agreement agree as follows: 1) LBCG will provide the services and materials specified in the appended proposal, which is an essential part, and forms part, of the Contract. The Services and Materials shall be collectively referred to as “Deliverables”. 2) The Term of this Agreement will commence on April 22, 2020 and terminate on December 31, 2020, or on such earlier date as The Municipality may terminate this Agreement. 3) The Municipality may terminate this Agreement without liability, cost, or penalty, and without reason or cause, at any time upon giving at least 5 calendar days (hereinafter calendar day shall be referred to as “day”) notice to LBCG. 4) In the event that The Municipality gives LBCG notice of termination under paragraph 3, LBCG shall; a) disclose to The Municipality the current state of the Deliverables which LBCG have performed or produced as at the effective date of termination; b) prepare a written report on the Deliverables completed to the effective date of termination and deliver this report in a professional and proper manner acceptable to The Municipality within ten (10) days from the effective date of termination; and c) give to The Municipality everything produced during the Term of this Agreement and return to The Municipality everything that The Municipality supplied to LBCG. 5) In the event that The Municipality gives LBCG notice of termination under paragraph 3, The Municipality will pay LBCG for the following, subject to the fixed ceiling price set out in paragraph 9, and the submission of acceptable invoices for:

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a) work done and expenditures which The Municipality have previously authorized and are incurred as a result of work required under this Agreement, up to and including the effective date of termination; and b) all expenditures reasonably incurred in connection with preparing and providing the report prepared pursuant to subparagraph 4(b). 6) LBCG will provide the Services to be provided under this Agreement with the team described in the proposal. No team member will be substituted without The Municipality’s prior permission which will not be unduly withheld. 7) Throughout the Term of this Agreement, LBCG will report, take direction, and direct all notices, consents, approvals, reports, and other communications to:

Michelle Larose, CMO Chief Administrative Officer [email protected] 807.737.2700, ext. 2224 25 Fifth Avenue, PO Box 158, Sioux Lookout, ON P8T 1A4

8) Throughout the Term of this Agreement, The Municipality will give direction, and direct all notices, invoices, consents, approvals, reports, and other communication to:

Nick Chauvin 439 University Ave., Suite 1920 Toronto, ON M5G 1Y8 Office: 416-977-3811 ext. 137/ Cell: 416-707-3465 [email protected]

9) The total amount payable under this Agreement shall not exceed the amount of $48,900 for fees exclusive of tax. The Municipality will reimburse LBCG at cost for expenses that The Municipality approves in advance. 10) Invoices are to be submitted at iterative periods following project milestones per the work completed and incurred expenses. Each invoice shall contain: a) the project name; b) a brief, point-form narrative relating the amounts set out in it. 11) During and after the Term of this Agreement LBCG shall: a) treat as confidential any material or information, supplied by The Municipality, or received on The Municipality’s behalf, or derived from any data which LBCG may have acquired in the course of, or incidental to, the performance of this Agreement, or otherwise (“Confidential Information”); b) use any Confidential Information only with The Municipality’s prior written consent or as is required for the performance of this Agreement; and

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c) disclose to any person or entity any Confidential Information only with The Municipality’s prior written consent. 12) The Municipality shall own exclusively all property or materials which LBCG produces pursuant to this Agreement (“Materials”) not including methodologies and other intellectual property that LBCG brings to the assignment. Without any restriction whatsoever, The Municipality may make modifications to or use the Materials as The Municipality considers necessary. In the event that any of the Materials are so modified, the Materials shall not be attributable to LBCG without LBCG’s prior written consent. 13) The Municipality, its employees, independent contractors, subcontractors, agents, and assigns shall not be liable to LBCG for any losses, expenses, costs, claims, damages, and liabilities arising out of or by reason of or attributable to LBCG’s services or performance of LBCG’s obligations under this Agreement. 14) LBCG shall disclose to The Municipality without delay any actual or potential situation that may be reasonably interpreted as either a conflict of interest or a potential conflict of interest. A breach of this Section by LBCG shall entitle The Municipality to terminate this Agreement. 15) LBCG is acting as an independent contractor in the performance of this Agreement and shall not be deemed to be an employee, agent, partner of, or in a joint venture with The Municipality. 16) This Agreement shall in no way limit The Municipality’s right to contract for identical or similar services or goods from any other person or entity. 17) LBCG shall not assign, transfer, or pledge any provision or right under this Agreement or retain subcontractors for the performance of the services to be provided or obligations to be fulfilled under this Agreement, except as described in LBCG’s proposal without The Municipality’s prior written consent. The Municipality may withhold consent in The Municipality’s sole discretion, or may grant it subject to such terms and conditions as The Municipality may require. 18) No assignment or subcontract shall relieve LBCG from its obligations under this Agreement or impose any liability upon The Municipality to any assignee or subcontractor. 19) This Agreement shall be governed by, subject to, and interpreted in accordance with the laws of the Province of Ontario and the parties agree to submit to the jurisdiction of the courts of the Province of Ontario. 20) Any publicity or publications relating to this Agreement or the Deliverables shall be arranged by The Municipality. LBCG shall not make use of its association with The Municipality or this Agreement without The Municipality’s prior consent except to note this assignment in LBCG’s resumes and websites. 21) LBGC shall purchase and maintain for the duration of the Contract, liability insurance in an amount of not less than $5,000,000, and shall name The Corporation of the Municipality of Sioux Lookout as an additional insured. A copy of the Certificate of Insurance (COI) shall be provided to the Municipality prior to the commencement of the assignment.

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The undersigned understand and agree to the terms of this letter of Agreement on April 16, 2020.

Signed,

Doug Lawrance, Mayor Print Name

Brian P. MacKinnon, Municipal Clerk Print Name

Steve Lough Steve Lough, LBCG Managing Director Print Name

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Proposal Community Safety and Well-Being Plan

for

Municipality of Sioux Lookout

Submitted on April 3, 2020

LBCG Steve Lough, M.H.Sc. Managing Director [email protected]

with Keesic Strategies Donna Williams President [email protected]

LBCG | 439 University Avenue, Suite 1920, Toronto, ON M5G 1Y8 | 416.977.3811 | www.lbcg.ca Page 57 of 135

Table of Contents

1. Executive Summary ...... 1 2. Our Understanding of the Assignment...... 2 3. Our Approach ...... 4 4. Work Plan ...... 5 Phase 1: Project Foundations ...... 5 Phase 2: Data Collection & Engagement ...... 6 Phase 3: Final Report Plan & Presentations ...... 8 5. Timeline ...... 9 6. Our Organization and Team ...... 10 Our Proposed Team ...... 11 Relevant Experience ...... 14 7. Level of Effort and Budget ...... 15 8. Risks and Mitigation ...... 19 9. Appendices ...... 21 Appendix A – Resumes ...... 21 Appendix B – References ...... 37 Appendix C – Our Commitment to Accessibility ...... 39 Appendix D – Section 6: Acknowledgement Form ...... 40

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1. Executive Summary

The Municipality of Sioux Lookout is well known as the “Hub of the North”. While this is true due to its location, it also is evident in the spirit of our community. Servicing over 30,000 people in 29 remote northern First Nations communities to the state-of-the-art hospital and related health care, social and education services, Sioux Lookout is a great hub of services for many people in Northern Ontario. In submitting for this project, Lough Barnes Consulting Group (LBCG) and Keesic Strategies acknowledge that the land on which Sioux Lookout is located in Treaty #3 Territory and the traditional territory of the Anishinabe people. By acknowledging the Indigenous Peoples that inhabited the land, and in the spirit of Reconciliation between Canada and the Indigenous Peoples, LBCG is committed to working with the Municipality of Sioux Lookout, Indigenous communities and organizations and applying our skills to help improve outcomes for all Peoples and support Nation-building of communities. We have operationalized that commitment by pursuing education from Indigenous educators and partnering with Indigenous consultants on relevant projects. In that light, LBCG in partnership with Keesic Strategies is pleased to submit this proposal to the Municipality of Sioux Lookout (the Municipality) to conduct a Community Safety and Well-Being Plan. We have brought together a strong, experienced team with extensive experience in community preparedness and well-being and who understand planning in the North and specifically, the Sioux Lookout area. We have selected a multi-disciplinary team consisting of Nick Chauvin as the Project Manager and Lead, Donna Williams as the Engagement Lead, and Susan MacGregor as the Community Preparedness and Well-Being Subject Matter Expert. Susan holds a Masters in Disaster and Emergency Management and has over 15 years working with communities around the world to increase their resilience to risk and strengthen their ability to mitigate local concerns. Donna Williams is an Anishinabe-qwe member of Lac Seul First Nation, and she will lead the community engagement in a manner that is respectful of the values and traditions of First Nations in the Sioux Lookout region. Consultant resumes and references are provided in the appendices. Our team has worked with organizations in Sioux Lookout, and has extensive experience of the Northern Sub-region, in addition to the greater areas of Northwestern and Northeastern Ontario. We understand the unique challenges and demands that the Municipality faces serving as a hub for a vast, remote region. It goes without saying that we are currently going through an unprecedented time with the evolving Covid-19 pandemic and the environment in which this project will be delivered is

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uncertain. We have developed our proposal for the best-case scenario, in which travel restrictions and community gathering limitations have been lifted by the summer months allowing for engagement deliverables to be conducted in person, however, we are prepared for the alternative in which we will have to utilize creative, virtual mediums in order to achieve fruitful community engagement. Since the pandemic, LBCG has been conducting more virtual committee and team meetings without interruption to our usual business and are confident in our abilities to continue to do so for the successful completion of this project. As a contingency, Donna Williams, the engagement lead for our team, is a Red Lake resident and can travel to Sioux Lookout to conduct any critical in-person activities. We expand in greater detail various risks and mitigation strategies in places in Section 8: Risks and Mitigation later in the proposal. We would appreciate the opportunity to work with the Municipality on this project and we thank you for considering our proposal.

2. Our Understanding of the Assignment

We are pleased to submit this proposal to the Municipality to conduct a Community Safety and Well-Being (CSWB) Plan, in response to the new legislative amendments to the Police Services Act. Specifically, the Municipality has requested the consultants to:

• Develop a CSWB Plan for the Municipality of Sioux Lookout in an electronic format. • Support the CSWB Advisory Committee in its leadership role. • Meet with the CSWB Advisory Committee to develop a work plan for the development of the CSWB plan. • Conduct two (2) public engagement sessions: one (1) engagement session with community stakeholders/organizations and one (1) public engagement session for the community; and develop one (1) on-line public survey for distribution in each municipality in order to obtain input on CSWB Plan from members of the public, to include the legislated stakeholder groups, as previously identified. • Analyze community risks based on local data • Identify a critical path and methodology to ensure successful implementation • Establish a program logic model and develop monitoring, evaluation and reporting tools • Recommend changes to process, as required • The CSWB plan must include the following core information: local priority risk factors based on community consultations with multiple sources of data, such as Statistics Canada and local sector-specific data, evidence-based programs and strategies to address those priority risk factors and measurable outcomes with associated

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performance measures to ensure that the strategies are effective and outcomes are being achieved. • The CSWB plan must address the four (4) areas that make up the CSWB framework in order to ensure the efficiency and effectiveness of the plan. • The CSWB plan must address the seven (7) critical success factors in order to ensure the success of the plan. • Present the draft CSWB Plan to the CSWB Advisory Committee by November 2020. • Present the final draft CSWB plan for adoption by the Council by December 2020. LBCG will work collaboratively with the Municipality’s Advisory Committee to ensure a critical path to successful implementation is established, in order to complete the deliverables described above and that the final plan is adopted by the Council by December 2020.

Context and Considerations In the context of creating a Community Safety and Well-Being (CSWB) Plan there are a number of steps that are essential on the road to success. The primary driver for the successful creation of such plans and the eventual implementation of the same is to engage in a fulsome participatory process from the start. This will require working with the community committee and as many other stakeholders as is feasible to identify the largest array of community risks and needs. The identification of potential risks must be followed up with community engagement to discuss the likelihood of these events occurring and the potential impact that such an occurrence would have on the community. This information provides the committee with a way to prioritize resources. Plans for mitigation and prevention of identified risks set the groundwork for community preparedness plans. Preparedness and prevention plans will draw on best practices from similar communities in the region and around the world. The most important contributor to success in risk and mitigation is ‘buy-in’ from the community thus engagement at all stages will be conducted either in person or both electronic means where necessary (in the age of Covid-19). Although the plan will include a mechanism for an emergency incident response the focus will be on creating a resilient community that has the capacity to strengthen its own social development processes and planning such that critical incidents are kept to a minimum. A community such as Sioux Lookout who is a hub for such a large area has the potential to become a leader in Community and Safety Planning and Wellbeing and could serve as a model for other remote communities.

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3. Our Approach

In accordance with the Police Services Act, our approach will be to apply the CSWB planning framework, and our expert skills and experiences to the process. CSWB planning framework

The CSWB plan will include the following core information: local priority risk factors based on community consultations with multiple sources of data, such as Statistics Canada and local sector-specific data, evidence-based programs and strategies to address those priority risk factors and measurable outcomes with associated performance measures to ensure that the strategies are effective and outcomes are being achieved. The CSWB plan will address the four (4) areas that make up the CSWB framework in order to ensure the efficiency and effectiveness of the plan and the seven (7) critical success factors in order to ensure the success of the plan. In preparation for this work, it is our understanding that the Municipality has already established a multi-sectoral CSWB Advisory Committee from the following public service sectors:

• Health and Mental Health Services • Educational Services • Community and Social Services • Community and Social Services to Children or Youth • Custodial Services to Children or Youth • Municipal Council Member or Municipal Employee • Police Service Board or Detachment Commander Community Safety and Well-Being Plan Municipality of Sioux Lookout 4 | P a g e Page 62 of 135

The CSWB Advisory Committee will be critical to the successful development of a robust and holistic CWSB Plan. In addition to those already identified, it is our recommendation to invite representative(s) from the Indigenous organizations, surrounding First Nations, Sioux Lookout’s Out of the Cold shelter, First Step Women’s Shelter, local Treatment Centres and Northwestern Public Health Unit.

4. Work Plan

We will use a three-phase project plan to complete the work:

Data Collection & Final Report Plan & Project Foundations Engagement Presentations

Phase 1: Project Foundations We will start the project by working with the Municipality’s project lead to set up the project management controls, processes, and tools that will provide a strong foundation for the project. We will begin this by holding a planning session with the Municipality’s project lead. We will work with them to confirm the CSWB Advisory Committee, composed of public service sector leaders within the Sioux Lookout Region, and to work to organize a virtual kick-off meeting date for the LBCG team and CSWB Advisory Committee to discuss and confirm a work plan for the development of the CSWB Plan. As the kick-off meeting with the CSWB Advisory Committee will be conducted in April, travel for the kick-off meeting is not recommended, however, we are confident in the successful implementation of a dynamic virtual meeting, which will establish the baseline for future project meetings until travel and gathering restrictions are lifted. We will work with the Municipality’s project lead to confirm the attendees and the agenda, but we are recommending the following agenda items:

• Confirm our understanding of the project; • Review project activities, deliverables, timelines and milestones; • Confirm timing of activities for each of the project phases; • Clarify project roles and responsibilities; • Clarify project reporting approach, tools and timelines; • Identify early communications requirements; • Review key success factors and expected outcomes for this initiative; • Identify any existing/current issues and concerns; Community Safety and Well-Being Plan Municipality of Sioux Lookout 5 | P a g e Page 63 of 135

• Establish specific dates and timelines for key project activities; • Identify the documents and community resources required for the review and the sources; • Discuss the list of potential interviewees; • Identify the contacts for the related regional initiatives which we must coordinate; and • Confirm project governance. In this phase, we will create the project management controls and processes. We will use tools and processes based on the Project Management Institute’s Project Management Book of Knowledge (PMBOK). We will confirm the specific tools and processes to use, but we anticipate they will include: • Project plan; • Risk management; • Quality management; and, • Reporting. We will also set up a monthly status reporting phone call between the two project leads.

Phase 1 Deliverables and Outcomes include:

• Project initiated; • Meet with the CSWB Advisory Committee to develop a work plan for the development of the CSWB Plan; • Project controls created and process started; • Confirmed project plan and timeline.

Phase 2: Data Collection & Engagement In Phase 2 we will complete the review of the relevant documents and data and the stakeholder consultations. We will start collecting important background documents for review and analysis. We will discuss with you the important documents, data and community resources to leverage, including:

• The Municipal Situation Table • Statistics Canada and local sector-specific data • OPP Statistics • Northwestern Health Unit • Mobile Crisis Response System • Community Agencies/Organizations

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• SLFNHA Approaches to Community Wellbeing Model Description & Draft Implementation Plan • Other pertinent documents Public Engagement LBCG will conduct two public engagement sessions: one engagement session for the community at large; and develop one on-line public survey for distribution to the general public in order to obtain input on Community Safety and Well-Being from members of the public. Special considerations will be taken to ensure participation from marginalized stakeholder groups, including the legislated stakeholder groups identified. It is our primary plan for Donna and Nick to conduct the community engagement session in-person should Covid-19 circumstances at the time allow for it, but are prepared to arrange for an immersive virtual live engagement session if necessary. In addition to this, our team would like to conduct a number of interviews with the members of the CSWB Advisory Committee, municipal staff, community leaders and representatives from the Tribal Councils situated in the Sioux Lookout region. We will work with you to confirm the knowledge holders to interview, the approach, and timing. We will develop a draft line of inquiry for each stakeholder group and review with you in advance. Facilitated Advisory Committee Discussion The findings and analysis of the data collection and engagement will be organized into a summary report focusing on the community risks and be provided to the CSWB Advisory Committee. We will host a facilitated review of the findings and analysis with the CSWB Advisory Committee, where we will present the findings for facilitated discussion and feedback. It is our primary plan for the entire LBCG team to be in-person for the meeting should Covid-19 circumstances at the time allow for it. We will discuss the CSWB planning framework and options to guide the team in developing proposed recommendations for the CSWB Plan. Phase 2 Deliverables and Outcomes include:

• Completed document review • Completed key knowledge holder interviews • Conduct two (2) public engagement sessions: one (1) engagement session with the community; and develop one (1) on-line public survey for distribution in each municipality in order to obtain input on Community Safety and Well-Being from members of the public, to include the legislated stakeholder groups, as previously identified. • Analyze community risks based on local data

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• Completed facilitated Advisory Committee discussion • Identify a critical path and methodology to ensure successful implementation

Phase 3: Final Report Plan & Presentations The CSWB Plan will include the following core information: local priority risk factors based on community consultations with multiple sources of data, such as Statistics Canada and local sector-specific data, evidence-based programs and strategies to address those priority risk factors and measurable outcomes with associated performance measures to ensure that the strategies are effective and outcomes are being achieved. The CSWB Plan will address the four (4) areas that make up the CSWB framework in order to ensure the efficiency and effectiveness of the plan and the seven (7) critical success factors in order to ensure the success of the plan. The CSWB Plan will include a program logic model and monitoring, evaluation and reporting tools for the Plan’s implementation. LBCG will present the draft CSWB Plan to the CSWB Advisory Committee by November 2020 for review and feedback in the preparation of the final draft. The final draft of the CSWB plan will be presented for adoption by the Council by December 2020. For the presentations, it is our primary plan for Nick and Donna to be in-person, with Susan joining virtually. Phase 3 Deliverables and Outcomes include:

• Establish a program logic model and develop monitoring, evaluation and reporting tools • Final Report Plan inclusive of recommended changes to processes, as required. • Present the draft Community Safety and Well-Being Plan to the CSWB Advisory Committee by November 2020. • Present the final draft CSWB plan for adoption by the Council by December 2020. • Project closeout

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5. Timeline

Below is our proposed timeline. We will commence the project immediately upon successful award of the project and will hold monthly check-in meetings with you from the beginning to the end of the project. Additionally, LBCG will prepare progress reports for the Municipality for each milestone in the approved work plan, including a breakdown of costs at each milestone.

2020 Work Steps Apr May June July Aug Sep Oct Nov Dec Project kick-off and project foundations Document review Key Stakeholder Interviews Community Engagement Session Online Public Survey Summary of findings and analysis

Facilitated Advisory Committee discussion of findings and analysis Drafting of CSWB Plan Present the draft Community Safety and Well-Being Plan to the CSWB Advisory Committee Present the final draft CSWB plan for adoption by the Council

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6. Our Organization and Team

The proposed team is a partnership between LBCG and Keesic Strategies, with LBCG taking the lead. LBCG and Keesic Strategies have a history of partnering to deliver tailored project teams for initiatives in Northwestern Ontario. We believe by bringing together our skills and experiences to collectively put forth a team that will bring unique value to the Municipality’s planning process. LBCG is a management consulting firm specializing in the public sector, health and social services. LBCG is particularly interested in finding innovative solutions to intractable problems and engaging community stakeholders in the problem solving and change process. LBCG is a Vendor of Record with the Ontario government under VOR# OSS 7434. LBCG is also a Certified Diverse Supplier. We bring together diverse teams of experienced experts to meet the requirements of our clients and provide a wide range of services including:

• Policy and Research (Literature Reviews, Jurisdictional and Best Practice Research, Environmental Scans, Program Evaluations and Policy Analysis and Development) • Strategy (Visioning, Strategic and Business Planning) • Governance and Accountability (Governance Reviews, Board Effectiveness, Facilitated Board Retreats, Coaching) • Performance Improvement (Organizational Design, Organizational Reviews, Balanced Scorecards and Business Process Improvement) • People (Stakeholder Consultations, Organizational Culture, Change Management, Leadership Development, Executive Recruitment, and HR) • Technology (IT Audit & Assessment, IT Strategic Planning, Knowledge Management and Risk Management) • Integration (Partnerships, Structured Collaboration, Program Integration, Shared Back Office, and Amalgamation) • Project Management (PMI certified)

Keesic Strategies is a First Nation consulting firm based in Northwestern Ontario. Keesic Strategies has extensive experience developing health plans and strategies with the First Nations communities within the Sioux Lookout area as well as the surrounding municipalities of Sioux Lookout, Dryden and Kenora. Donna Williams, a nurse by profession and President of Keesic Strategies, will be the Engagement lead for the team. Donna has extensive experience working on community transformation initiatives for remote First Nation communities in northern Ontario and knowledge of health system information technology systems. Keesic Strategies has experience in developing program implementation plans, business cases, and evaluation strategies. Keesic Strategies has also led the engagement and development of the

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Minomathasowin Public Health Model within the James Bay and Hudson Bay coastal communities as well as the development of a vision, mission and model for public health services for the eight Kenora Chiefs Advisory communities. Keesic Strategies also has expertise in the following areas

• Engagement - First Nation and the broader community engagement and partnership development • Hospital services in Northern Ontario – previous projects with SLMHC, Dryden Regional Health Centre and Weeneebayko General Hospital • Understanding of North West Local Health Integration Network and creation of Health Links for the District of Kenora as well as integration strategy for Dryden Regional Health Centre • Visioning and Strategy – Development of Board training for Weeneebayko General Hospital, facilitating of vision and model of health services for the eight communities of the Kenora Chiefs Advisory and the seven James Bay and Hudson Bay Coastal communities. • Health Programming and Implementation of strategies throughout Northern Ontario • Health Internet Technology requirements for Telemedicine, Electronic Health Records, Electronic Medical Records, Client Registries, and Community Electronic Medical Records. • Privacy Impact Assessments and Privacy Training. • Understanding of First Nation Political environment at the community, Tribal Council, Provincial and Federal levels Understanding of on-reserve First Nation health care delivery (both provincial and federal programming)

Our Proposed Team To complete this project, we have carefully put together a complementary team – Nick Chauvin, Donna Williams and Susan MacGregor with:

• Experience in the Sioux Lookout region • First Nation representation • Expert knowledge in community preparedness and well-being Biographies of each proposed consultant are provided below, and resumes are provided in Appendix A - Resumes. References are provided in Appendix B - References.

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Nick Chauvin Project Manager and Lead

Susan MacGregor Donna Williams Subject Matter Engagement Lead Expert

Nick Chauvin is a Senior Consultant with LBCG and an experienced project manager. He will be the Project Manager and Consultant on the team, managing the project team, being the main point of contact for the Municipality and contributing to all phases of the assignment. Nick has a Masters of Management of Innovation from the University of Toronto and is a Certified Associate of Project Management from the Project Management Institute. He has worked on a large variety of projects with LBCG as the active manager of the projects, maintaining the scope of the project for the successful and timely delivery of the end result. Nick completed a project with the North West LHIN and the Sioux Lookout Meno Ya Win Health Centre developing a cohesive strategy to recommend solutions to address gaps in seniors’ care and housing in North West Ontario. The work involved engagement with the remote First Nations communities, regional partners, and municipal staff of Sioux Lookout and Pickle Lake. Most notably, the project work included travel to eight remote First Nation communities north of Sioux Lookout to facilitate community gatherings with elders. Prompted by his opportunity to work with Indigenous groups and his desire to be an active participant in reconciliation between Canada and the Indigenous Peoples of the land, Nick sought out his certificate in Working Effectively with Indigenous Peoples (awarded by Indigenous Corporate Training). Recently, Nick completed a review of Toronto Public Health’s implementation of the Toronto Indigenous Health Strategy. The review involved delving deep into the challenges experienced by the urban Indigenous population living in the greater Toronto area when accessing public health services, grappling with issues of cultural sensitivity and safety, and colonial health structures.

Donna Williams will be the Engagement Lead on the team, providing direction and guidance in all phases of the assignment. Donna is an Anishinabe-qwe, Lac Seul First Nation member and is currently working on government and regional service providers to leverage the capacities of First Nations and their partners to develop initiatives based on mutual priorities. Donna also specializes in the following areas:

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• Policy Development and Analysis • Proposal and Report Writing • Project Management • Models of Community Health Development • Engagement, Consultation and Facilitation • First Nation and Health Privacy Infrastructure • Health Transformation and Program Development In addition to her nursing education, Donna has completed her certification in Project Management and has completed a post Post-Baccalaureate Diploma in Management. Donna lives in Red Lake, Ontario, where she can be close to her family and her traditional territory. Donna Williams has extensive experience in health planning, public health program development and Health Informatics. She has participated in many projects within the Sioux Lookout area as well as the James Bay Coastal communities. Donna has an in-depth understanding of services within the Sioux Lookout Region.

Susan MacGregor will be the Community Preparedness and Well-Being Subject Matter Expert on the team, providing direction and guidance in all phases of the assignment. She is a disaster management/community development specialist with over 15 years experience in the International Relief and Development Industry. She spent 12 years based overseas providing community development and logistics services to the community development and United Nations system. Upon returning to Canada, Susan worked on a consultative basis with World Vision, the Canadian Red Cross, Pearson Peacekeeping Centre, Air Serv International, and the Department of National Defense helping to analyse and improve internal processes and to create in-house manuals and training materials. Since 2009, Susan has been in charge of the International Development Graduate program (formerly called International Project Management) at Humber College. This program trains the next generation of community and international development professionals to respond to populations both internationally and in Canada’s Northern communities. In this role, Susan trains students in participatory methods for needs assessments, project design, creating logical frameworks, developing indicators and monitoring and evaluation. Susan holds a Master’s of Disaster and Emergency management from York University and has experience writing risk management and mitigation plans for agencies such as Air Serv International, Pearson Peacekeeping Center and World Vision International.

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Relevant Experience Below are a few highlighted experiences from our team:

• Public Safety Canada - Conducted a process review for the Community Safety Programs department in an effort to understand the different approaches utilized by the Crime Prevention and First Nations Policing teams to complete an agreement package and process payments. • Ministry of Community Safety and Correctional Services — Facilitated a provincial Cannabis Enforcement Summit to gather input from police, paramedics, public health municipal and other stakeholders, including Indigenous leaders for implementation of cannabis legalization. • Senior’s Housing and Health Care Strategy (2017) - developed a Senior’s Housing and Health Care Strategy within the Northern Integrated District Network (NIDN), including Sioux Lookout and remote communities. This project involves visiting 8 First Nations, extensive engagement and strategic planning based on population and cultural needs. • Sioux Lookout First Nation Health Authority/Weeneebayko Area Health Authority Partnership Meeting Facilitation – Led the facilitation of “Mid Point” meeting of the WAHA and SLFNHA partnership team. This includes working with project team on agenda, project objectives, timelines and deliverables as well as the initial requirements of an evaluation framework. • Dryden and Area District Health Hub Integration Initiative – Undertaking a process to work with the Dryden Local Health Hub to design an Integration Strategy and criterial for an Integration Evaluation Framework. • District of Kenora Health Links Proposal – Under the direction of the Wasageeszik Nanaandawe’iyewigamig Health Access Centre (WNHAC), KHS and MD+A partnered to develop a business case proposal, along with the project Steering Committee, for the Ministry of Health and Long-Term Care to implement the Health Links initiative in the Kenora Integrated District Network. • Sioux Lookout First Nations Health Authority (SLFNHA) and Weeneebayko Area Health Authority (WAHA): Health Information Privacy Assessment (2016): While this project focused on the privacy needs and assessment for SLFNHA, an understanding of each department and their roles and responsibilities was integral to the privacy assessment. • Senior Policy Analyst for the Assembly of First Nations – Digital Health File (2017 to present): Expert understanding of innovative technologies to support increased access to health care services, empowering First Nations to manage their own health and creating efficiencies for clinicians to provide enhanced care. • Canadian Red Cross – Created a comprehensive, integrated review of CRC’s case management processes, with a focus in Emergency Management. The resulting report outlined the findings and provided recommendations on harmonizing the Canadian

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Operations. The recommendations included the necessary skill sets (workforce, technical support, experts to provide appropriate guidance and oversight) of a workforce and resourcing to implement a Case Management operating model. • Sioux Lookout First Nations Health Authority - Completed a comprehensive regional nursing for the 31 First Nations communities in the Sioux Lookout area served by the SLFNHA. The Regional Nursing Strategy aims to address the many challenges facing the area and be implementable, realistic and sustainable; considering the wide range of nursing specialists available, to be clear in matching the appropriate training and skill set for the appropriate role, that accountabilities are clear, and that there is a supportive system for administration, work space and accommodation requirements, recruitment and retention, and training programs that will prepare nurses for the area. • Northeast LHIN – Developed a Dementia Strategy with actionable recommendations for incoming funding from the Ministry in its commitment to strengthen home care supports. The project has involved a fulsome public engagement process, connecting with 300+ individuals from across the North East. • Toronto Public Health – Conducted an implementation assessment and community engagement framework for the City of Toronto’s Public Health Division’s implementation and evaluation of the Toronto Indigenous Health Strategy, focusing around the four TIHS action areas prioritize to TPH and the TIHS Operating Principles.

7. Level of Effort and Budget

The budget below reflects the estimated time required for the work steps described above, followed by an itemized cost table. Should it not meet your needs or resources, we would appreciate the opportunity to adjust it accordingly. Our proposed cost for the core project is $48,900 for consulting services and $13,270 for project expenses, for a total of $62,170 exclusive of HST.

Work Steps Chauvin Williams MacGregor Deliverable Cost Project kick-off and project foundations 1.5 0.5 0.5 $3,000 Document review 2 1 1 $4,800 Key Stakeholder Interviews 2 1 $3,600 Community Engagement Session 3 1.5 0.5 $6,000 Online Public Survey 4 0.5 0.25 $5,700 Summary of findings and analysis 3 2 2 $8,400

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Work Steps Chauvin Williams MacGregor Deliverable Cost Facilitated Advisory Committee discussion of findings and analysis 1.5 1 1 $4,200 Drafting of CSWB Plan 3 2 2 $8,400 Present the draft Community Safety and Well-Being Plan to the CSWB Advisory Committee 1 0.5 0.5 $2,400 Present the final draft CSWB plan for adoption by the Council 1 0.5 0.5 $2,400 Total Days 22 10.5 8.25 -

Budget The following table outlines the costs associated with the work proposed exclusive of HST. The total cost for the work proposed is a fixed fee ceiling of $47,100 plus HST and a budget of $15,930 for expenses which will be billed out at cost, subject to the Municipalities approval. Actual expenses may be far lower than budgeted here should travel and gathering restrictions persist for the duration of the project. The current expense budget accounts for the anticipated cost ceiling in which throughout the duration of the project there are two in person Advisory Committee meetings and the final Council presentation with all (3) team members present, in addition to the public engagement with two team members present to facilitate. The approach of the project team is to be flexible in this planning, and the budget reflects this. All of our costs are in compliance with the Ontario Ministry of Government Services Travel, Meals and Hospitality Expenses Directive.

Proposed Objectives and Cost per hour/day # of days Additional comments TOTAL Deliverables or item or frequency Nick/Susan/Donna: Professional $150/hour or 39.25 $48,900 Services fee $1200/day This allows for 2 team Round-trip members from Toronto Flight from $500 per round- to be present for the 5 $2,500 Toronto – trip Advisory Committee Thunder Bay meeting one Toronto based team member to be present for the

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Proposed Objectives and Cost per hour/day # of days Additional comments TOTAL Deliverables or item or frequency public community engagement session and the two final project presentations. This allows for 2 team members from Toronto to be present for the Advisory Committee Round-trip meeting one Toronto Flight from $600 per round- 5 based team member to $3,000 Thunder Bay – trip be present for the Sioux Lookout public community engagement session and the two final project presentations. This travel allows for Donna to travel to Sioux Lookout for the 2 Round-trip potential in-person Flight from Red $500 per round- 4 Advisory Committee $2,000 Lake – Sioux trip meetings and the Lookout Council presentation and the community engagement session. The car rental will be for the Consultants to Car Rental $75 per day 8 travel freely around $600 Sioux Lookout, saving on taxis. In accordance with Ontario Ministry of Government Services Meals $40 per day 18 $720 Travel, Meals and Hospitality Expenses Directive

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Proposed Objectives and Cost per hour/day # of days Additional comments TOTAL Deliverables or item or frequency This will be to cover the accommodations for Accommodation $150 per night 9 $1,350 team members in Sioux Lookout. Public Based on experiences Engagement with Fresh Market, the Hosting Funds $300 per session 1 cost of a luncheon $300 (i.e. Luncheon spread for ~40 spread) individuals. Miscellaneous Travel Expenses $200 per team trip 4 $800 (i.e. taxis, mileage) In our experiences, interruptions to travels Contingency for can result in additional Unanticipated charges/fees involved in Fees (e.g. late rescheduling plans. This bookings, can be due to directions rescheduling, $2,000 1 given by community $2,000 etc. due to leadership, weather, circumstances etc. This contingency out of our will stop the possibility control) of the expenses budget from exceeding the original amount. Total Professional Services $48,900.00 Total Expenses $13,270.00 Total HST $8,082.10 Total Project Cost $70,252.10

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8. Risks and Mitigation

We are aware of the main areas where project risks may lie. Our Project Manager will operate an ongoing risk management plan, as per below, and will review it with your project representative at the monthly status update meetings and more frequently, where appropriate. The table that follows identifies some potential risks that should be considered in this project and suggested mitigation strategies. We will discuss risks and mitigations with you in the project kick-off meeting.

Potential Risk Mitigation Strategies A team member is no • We have assembled a team of capable consultants, each with longer able to the knowledge, skills and experience to complete the project contribute due to an and with an overlap in skills in various areas (e.g. several team emergency or members have experience with stakeholder engagement, unforeseen project management, etc.). circumstance • In the case that a team member is no longer able to contribute to the project, another team member will fulfill the role or an appropriate consultant from the LBCG staff will do so. Delays in obtaining • At the outset of the project, we will identify what documents appropriate and and data are needed, allowing you ample time to collect the accurate data information and send it to us. Effective project management and clear, timely communication identifying key information to be gathered, by whom, and by what time will also be key. • During the project kick-off, the project representative/sponsor should be identified for facilitating the removal of barriers to obtaining information, should they arise. Inability to travel by • While domestic travel currently continues, Canadian citizens air to Sioux Lookout are requested to avoid non-essential travel for the time being. With no guarantees, it is anticipated that these restrictions should reduce over time and that travel from Toronto to Sioux Lookout should be feasible and safe in months to come, within the lifespan of the project. That said, the consultants would not want to expose the community of Sioux Lookout to an increased risk of pathogen spread and will continue to monitor the situation and weigh risks. • Should it remain the recommendation that cross-province

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Potential Risk Mitigation Strategies travel is not advised, our team is adept at virtual platforms and are confident that we will be able to host project meetings and engagements to achieve successful outcomes. • Additionally, team member Donna Williams is a resident of Red Lake and will be able to drive to Sioux Lookout regardless to perform any critical in-person activities as deemed necessary, should other Toronto-based team members not be able to travel to Sioux Lookout. Inability to gather • Currently, the Province is restricting gatherings to groups of 5 groups of community or less. Should this restriction not be eased in the months to stakeholders come, it will have impacts on the ability to conduct large in- person community stakeholder engagement sessions. • Our project plan accounts for having stakeholder sessions during the summer months to allow for the opportunity for the Covid-19 pandemic restrictions to subside in the interim. • Should restrictions continue to persist for public health and safety, LBCG is confident that we can host series of small key stakeholder consultation sessions (in-person or virtual) and virtual town halls in order to achieve the necessary engagement for a successful planning process. Information gathered • We will work diligently to identify incorrect or incomplete is inaccurate or data and information. If found, we will elevate these concerns incomplete, which with the project representative to contextualize the could result in information, and will adjust our analysis to account for incorrect analyses if inaccuracies or incompleteness as appropriate. We will look to ignored the project representative for timely feedback. Our analysis and/or • Our work plan incorporates consistent regular touchpoints written reports are with you to keep you engaged at every step of the project. We not aligned with your will clarify your expectations of the final deliverables where expectations possible. This helps to keep you aware of our progress, and also allows us to validate the direction we are going in with the review. • As such, there will be no surprises at the end of the project; the written reports will be ones we have discussed thoroughly with you as we developed them.

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9. Appendices

Appendix A – Resumes Nick Chauvin, MMI

Nick Chauvin has a Masters of Management of Innovation from  Research and Analysis the University of Toronto on top of a B.Sc. bringing a multi- disciplined background of strategic and analytic expertise to his  Stakeholder Engagement work. At LBCG, Nick has had the opportunity to expand his experiences  Project Coordination and working on local, regional, provincial and national level projects. Management He has worked with pan-Canadian health agencies and LHINs to create large system strategies. His experiences have had him  Service Delivery work with multiple provincial ministries (e.g., Health and Long

Term Care, Child and Youth, Environment and Climate Change, Community and Social Services), and several agencies and  Change Management associations; gaining perspectives in a variety of sectors for a greater understanding and holistic awareness of the larger  Governance system at play, from policy all the way to the frontline.  Strategic Planning

Relevant Experience  Canadian Institute for Health Information (In Progress) – Currently supporting CIHI through the renewal of their strategic plan with the development of a consultation framework, execution of the consultation strategy and an updated strategic plan.  Education Quality and Assessment Office (In Progress) – Completing a strategic planning process for EQAO to establish its new strategic priorities and the related goals, objectives and performance measures which will inform the three-year business plan. The project is taking place in the context of a path to modernization that EQAO has undertaken that includes several elements that will need to be factored into the planning project and ultimate plan. This process aims to transform EQAO into a more modern, effective agency that is focused on stakeholders and aligned to Ontario’s education and economic landscape.  Fontbonne Ministries (In Progress) - Completing a program evaluation for the portfolio of Fontbonne Ministries community programs, to establish a methodology for continuing evaluation and establish a baseline. The outcomes of this project will provide the organization with an appropriate logic model against which their programs can be measured and insights into how best to allocate their resources and continue to improve their services in order to have the greatest impact for their community.  Cancer Care Manitoba – Conducted a throughout operational review of Cancer Care Manitoba, providing a detailed analysis of the financial and the clinical operations of the provincial agency,

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reporting on program strengths and areas for improvement through cost efficiencies and service delivery.  Canadian Patient Safety Institute– Evaluated CPSI’s education programs and develop a business model for future education initiatives. This builds on the previous Strategic Directions that LBCG developed with CPSI in 2016/17.  Office of the Integrity Commissioner of Ontario – Conducted a strategic planning process that will develop the first combined Strategic Plan for the Office of the Integrity Commissioner of Ontario, following the recent amalgamation of the Office of the Conflict of Interest Commissioner into the Office of the Integrity Commissioner of Ontario.  Toronto Public Health – Conducted an implementation assessment and community engagement framework for the City of Toronto’s Public Health Division’s implementation and evaluation of the Toronto Indigenous Health Strategy, focusing around the four TIHS action areas prioritize to TPH and the TIHS Operating Principles.  Plan International Canada – Served as the Project Manager for a national youth engagement initiative focused on advancing gender equality. Is the main liaison to over 20 partner organizations and contributes to the project on various deliverables, with a large focus on communications.  InnPower – Completed a compensation review of the 14 management and executive positions, in addition to the compensation for the Board of Directors. The review assessed the competitiveness of the current compensation level, along with the mix of different elements of compensation, to support the CEO and the Board in action on the alignment with the overall compensation philosophy and direction of the Town of Innisfil.  InnServices - Completed a compensation review of 7 non-union positions for the water and wastewater services of the Town of Innisfil. The review is assessing the competitiveness of the current compensation level, along with the mix of different elements of compensation, to support the alignment with the overall compensation philosophy, the direction of the Town of Innisfil and in the special considerations for the organization based on its shared services and roles with the Town of Innisfil’s power utility organization.  Canadian Red Cross – Created a comprehensive, integrated review of CRC’s case management processes, with a focus in Emergency Management. The resulting report outlined the findings and provided recommendations on harmonizing the Canadian Operations. The recommendations included the necessary skill sets (workforce, technical support, experts to provide appropriate guidance and oversight) of a workforce and resourcing to implement a Case Management operating model.  Festival Hydro Inc. – Completed a compensation review to assess its executive compensation offering, as well as the compensation paid to its Board of Directors to support the CEO and the Board in assessing the competitiveness of the current compensation level, along with the mix of different elements of compensation.  Cancer Care Ontario – Worked on behalf of the Ministry of Health and Long Term Care to complete the mandate review of Cancer Care Ontario. The mandate review is investigating whether the provincial agency is carrying out the activities and operations that represent its mandate; whether,

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and the extent to which, the mandate continues to be relevant to the goals and priorities of the Government of Ontario; and whether all or part of the functions of the provincial agency are best performed by the provincial agency, or whether they might be better performed by a ministry, another provincial agency or another entity. The project included delving deeper into the options arising from the review with the Ministry to consider the future direction of the agency in alignment with the Ministry’s priorities.  Sioux Lookout First Nations Health Authority - Completed a comprehensive regional nursing for the 31 First Nations communities in the Sioux Lookout area served by the SLFNHA. The Regional Nursing Strategy aims to address the many challenges facing the area and be implementable, realistic and sustainable; considering the wide range of nursing specialists available, to be clear in matching the appropriate training and skill set for the appropriate role, that accountabilities are clear, and that there is a supportive system for administration, work space and accommodation requirements, recruitment and retention, and training programs that will prepare nurses for the area.  Northeast LHIN – Developed a Dementia Strategy with actionable recommendations for incoming funding from the Ministry in its commitment to strengthen home care supports. The project has involved a fulsome public engagement process, connecting with 300+ individuals from across the North East.  Meno Ya Win Health Centre - Developed a cohesive strategy that recommends solutions to address gaps in seniors’ care and housing in the Northern Sub region of the NW LIHN. The Northern Sub region catchment includes Sioux Lookout, Pickle Lake and 28 First Nations communities north of Sioux Lookout. The project involved significant consultation with the First Nations communities, the vast majority of which are remote, without year round road access, and regional partners. Most notable, the project work has included multi-day community visits to eight First Nations north of Sioux Lookout to facilitate community gatherings with the Elders.  Alberta Health Services - Prepared a comprehensive report for AHS leadership of evidence (based on systemic analysis) and recommendations to build a plan for a continuum of Alberta services to better serve individuals with dual diagnosis with complex and acute needs. Recommendations of the report incorporated acute level of care best practices, optimal service mix, system interaction requirements and skills and education for staff working across the continuum of care.  Cota Health – Worked with Cota Health to review the Community Worker Liaison Program in order to perform an organizational readiness assessment and create a business plan of how and if Cota could assume the responsibilities for the contracting of outside resources and the payment administration functions for the program from the Ministry of Community and Social Services.  Institute of Safe Medication Practices: Canada – Worked with ISMP-C to develop a new 5-year strategic plan to carry the organization forward and improve the status of safe medication practices across Canada.  Canadian Patient Safety Institute – Developed and facilitated the strategic planning process for CPSI, pushing the envelope for the organization with bold and creative thinking and reshape the organization with a refreshed five year mandate to keep pace with the rapidly evolving healthcare system. Performing literature reviews, producing discussion papers, facilitating staff workshops and ultimately drafting a business and strategic plan for the organization to present to Health Canada.

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 Association of Family Health Teams Ontario – Created a series of case studies in partnership with AFHTO focusing on FHTs that have established successful collaborative frameworks between physicians and the FHT. The purpose of the project is to showcase different approaches and to support the adoption of high quality, patient-centred care through improved governance and leadership capacity amongst primary care organizations within AFHTO’s membership.  Surrey Place Centre – Completed an organizational review for Surrey Place Centre to assess the organizational structure of the agency after repeated years of tremendous growth. The organizational review made recommendations to help the agency be more efficient and effective in how they operate and deliver care to their clients in order to increase the agency’s capacity of existing resources in preparation for imminent further future growth.  HANDS: The Family Help Network – Preformed a governance review for the organization, reviewing the organization’s Mission and Vision for continued relevance and appropriate governance oversight and Board workshop to build their governance capacity. This included addressing the appropriate governance of the large geography that exceeds the scope of Board membership and to appropriate clarity between governance and operations, including role of committees and meeting structure with a review of By-laws and Board Policies for alignment and congruence with best practice.  Community Health Ontario – Created a business case for a funding proposal for a sustained leadership program in the community and primary care sectors in Ontario for the next two years. The CHO is a strategic partnership between the Association of Ontario Health Centres (AOHC), Ontario Community Support Association (OCSA), Addictions and Mental Health Ontario (AMHO), and Canadian Mental Health Association (CMHA Ontario).  Ministry of Environment and Climate Change – Completed a mandate review of the Walkerton Clean Water Centre on behalf of the ministry. The review is to determine whether the mandate of the Agency is relevant, is being met, and is being met in the most appropriate way. In addition, special consideration was given to explore the potential of an expanded mandate to accommodate new revenue generating opportunities.  Pathways for Children and Youth – Assisted organization’s Board of Directors in reviewing and refreshing their governance model. Project involved educational component, building the capacity of the Board in preparation as the organization transitions into the new position as a Lead Agency under the Ministry of Children and Youth Services.  Ministry of Environment and Climate Change – Completed a mandate review for the Aboriginal Affairs Branch (now Indigenous Relations) within the Ministry to refreshed the Branch to address the rapidly evolving political landscape and empower the Ministry to build collaborative and sustainable relationships with Indigenous communities and organizations.  Treasury Board Secretariat – Performed feasibility study to find efficiencies through shared services between Ontario’s 77 board led agencies across the provincial ministries. This includes creating an inventory of business back-office processes across the selected agencies, conducting a preliminary analysis of the business processes to determine if any operational efficiencies and cost-savings are likely to be achieved by consolidating and streamlining back-office processes. Aided in supporting research for the project’s analysis.

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Professional Experience

2016 – present Lough Barnes Consulting Group – Management Consultant 2015 – 2016 Princess Margaret Cancer Centre – Research Assistant 2015 MaRS Innovation – Research Commercialization Analyst

Education

2015 Master of Management of Innovation, Institute of Management and Innovation, University of Toronto 2014 Bachelor of Science (Hons): Specialization in Life Sciences, Queen’s University

Certifications

 Working Effectively with Indigenous Peoples – Indigenous Corporate Training  Theory U: Leading From the Emerging Future (Change Management) – OPENedX at M.I.T.  Certified Associate in Project Management – Project Management Institute  Healthcare Quality Improvement Practicum – Institute for Healthcare Improvement

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Susan MacGregor, MA, MBA

Energetic and passionate, Susan is an expert in international development who brings extensive field experience in  International responding to emergencies and navigating through high stress Development environments.  Emergency Management Further to her overall experience in international development  Teaching and Training and emergency management, she also brings experience in project cycle management, assessments and program  Program Evaluation evaluations.  Field Program Assessments

Relevant Experience

 Humber College - Program Coordinator/Full time faculty • Developed 3 day long disaster simulation cap stone exercise • Instrumental in launching International Development week at Humber College • Provided support for the launching of the International Development Degree program • Instrumental in having Humber’s ID programs becoming members of provincial and national international development associations. (CCIC/OCIC) • Created lasting partnerships with major ID agencies such as World Vision, Save the Children, Plan Canada and Global Medic for the purposes of joint programming, student internships and program reputation • Launched and ran the Innovation Fair in partnership with over 20 domestic and international agencies from 2010-2015. • Acted as a PC Banner Champion • Active member of College Council  Red Cross Canada • Completed an assessment and evaluation of current logistics capacity. • Developed training course materials for a national volunteer training program. • Facilitated initial 2 pilot courses for volunteer managers.  Canadian Department of National Defense • Exercise Facilitator, Afghanistan Preparation  World Vision US • Assessed the agency documentation and materials for domestic response staff. • Created and facilitated a workshop and simulation exercise for headquarters based staff members  World Vision International, Nairobi, Kenya • Developed curriculum and training modules on humanitarian logistics and metrics for effectiveness.

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• Facilitated pilot courses and simulation exercises for Asian, Middle Eastern and African field staff  Air Serv International - Vice President of Support Services • Managed the Human Resources, IT and Administration teams. (5, 2 and 6 employees respectively) • As part of the Executive Management Team, evaluated organizational strategies, future programming and long term financial forecasting. • Participated in field program assessments and evaluated agency proposals to United Nations and country funding agencies. • Created new Human Resource Policies, Employee Handbook, Procurement Policies, Field Manuals and training programs. • Established train the trainer programs and manuals for field, regional and headquarters  Air Serv Canada - Executive Director & other positions • Managed all aspects of agency responses to Tsunami/Iraq/DRC/Chad/Sudan Emergencies including teams of up to 50 new staff members in multiple locations in high stress environments. • Responsible for assessments and grant proposals for multiple donors using RBM and logframe. • Responsible for grant, contract and budget management for up to $8 Million USD. • Used extensive global network with donors, other agency senior managers and UN officials to ensure maximum cooperation and efficiencies in programming. • Developed standard operational procedures (SOPs) for agency development/relief programs. • Provided technical assistance in the areas of reporting, budgeting and strategic planning to Air Serv programs in the Africa region. • Traveled widely to develop and produce Country and Regional Assessment Reports. • Other responsibilities included: donor relations, procurement of major assets, budget management and monitoring of regional security environment • Managed and oversaw the financial requirements of a 2M annual budget. • Managed a team of 72 staff in a high stress environment. • Developed community programs for infrastructure rehabilitation. • Created an agency ‘credit union’ using microfinance principals. • Created security and evacuation plans and put these to the test in the Jan 2001 volcanic eruption of Mt. Nyringongo. • Coordinated the daily air logistics, medical and security evacuation for over 40 NGOs and UN Agencies in an ongoing complex situation.  Catholic Relief Services – Administration Manager • Managed the administration, finances and HR for an organization of 200 staff. • Managed grant documents and reporting for over 5M USD of US government grants. • Implemented inventory management and control systems.

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 Air Serv International – Country Director & other positions, Mozambique • Assisted development community with logistics and transport needs. • Managed a staff of up to 120 staff in a fast paced development environment. • Implemented financial and statistical systems to report operationally and financially for a 4M+ US Government budget. • Cooperated with local government, UN and donor agencies in response to the 2000 floods. • Managed the financial requirements of a multi-million dollar US Government cooperative agreement to ensure accuracy and compliance with agreement provisions. • Trained and supervised finance and operations staff in US Government requirements, general accounting and reporting requirements. • Wrote accounting systems procedures and Operations Procedures Manual to be used throughout the organization. • Traveled to Uganda to write new business plan and start-up plans for a new development program. Education

2009 Masters of Arts in Disaster and Emergency Management, York University 1993 Masters of Business Administration (International Management), American Graduate School of International Management 1992 Bachelor Recreation Management, Acadia University Publications & Presentations

• Etkin, D., & MacGregor, S. (2015). Disaser Data. In D. Etkin, Disaster Theory: An interdisciplinary approach to concepts and causes (p. 386). Elsevier. • Etkin, D., Ivanova, J., MacGregor, S., & Serota, T. (2014). Risk Perception and Belief in Guardian Spirits. Sage Open, 1-8. • MacGregor, Susan (2006) “Going the Last Few Miles: Using Short Haul Aviation in Humanitarian Logistics” Monday Developments, Dec 2006, pg 8. • MacGregor, Susan (2006) “Managing Critical Communication in Emergency Responses” Presented to industry and government specialists examples and experiences for managing communications in critical international • settings. IC Strategies – I-LINKS, Washington DC, Jan 27th. • MacGregor, Susan (2006) “Field Communications and Connectivity” Presented to industry professionals the importance of speed and complexity of setting up field communications in remote areas. N-TEN Global ICT Conference, Washington DC, Oct 17th. Professional Affiliation

• Board Member – Humanlink International. An organization set up to improve communications in the international programs arena • Advisory Board Member – WISE (Women’s Institute for Supply Chain Excellence) • Advisory Board Member – Femme International

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Professional Development

• Humber College Teaching Excellence Program, Sept 2009-June 2012 • York University Teaching Assistant Pedagogical Training, 2007-2008 • Working in the Same Space (Naval Post-Graduate School), September 2008 • Information sharing between Humanitarians and the Military (US Military), May 2006 • Coordination with the Military in Complex Emergencies (Canadian Military), February 2006 • Coordination with Military in Disaster Situations (US Military), May 2005 • United Nations Joint Logistics Training, December 2003 • Managing the Media, March 2003 • CBRNE (Chemical, Biological, Radioactive, Nuclear, Explosive) Training, March 2003 • Working with Military, September 2002 • Stress Management During in International Assignments, September 2002 • Communications and Security Training, February 2002 • Landmine and UXO Training, April 1999

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Donna Irene Williams, RN, BScN

Donna is president of Keesic Health Strategies, a firm specializing in First Nations Health, Health Informatics, and culturally appropriate, dynamic health models. Donna is an Anishinabe-qwe Lac Seul First Nation member and is committed to First Nation leadership, direction and values. She is dedicated to building capacity within First Nations to bridge traditional knowledge with cutting edge technologies to facilitate development and health programming. Donna is currently working on government and regional partnerships to leverage the capacities of First Nations to develop initiatives based on First Nations values and priorities, including the OCAP principles. Donna also had the opportunity to work for the National Chief with the eHealth portfolio for First Nations in Canada. She has led and managed Telehealth programs within the Sioux Lookout Zone and has travelled extensively to most of the remote First Nations communities in Northern Ontario. Donna is very knowledgeable about the First Nations and federal health care system. Donna will leverage this knowledge of the communities, the First Nation culture and the health care system to support the development of a Senior’s Care and Housing Strategy. Donna also specializes in health programming within a First Nation environment with expertise in the following: • Policy Development and Analysis • Proposal and Report Writing • Project Management • Models of Community Health Development • Engagement, Consultation and Facilitation • First Nation Privacy Infrastructure

In addition to her nursing education, she has completed her certification in Project Management and has completed a post Post-Baccalaureate Diploma in Management. Donna lives in Red Lake, Ontario, where she can be close to her family and Lac Seul traditional territory.

Relevant Experience

 Kenora Chiefs Advisory (January 2016-Present) - Health Funding Transformation and Public Health Integration Project Manager - Responsible for overseeing the transition of Public Health services within the 8 KCA First Nations communities in Northwestern Ontario. Includes developing partnerships and negotiating agreements with provincial organizations (Northwestern Health Unit, Northwest LHINs, and Aboriginal Health Access Centre) as well as the First Nation and Inuit Health Branch (FNIHB). There is also an intensive community engagement strategy that includes meetings with Elders, Chiefs and community workshops to develop a public health framework and implementation workplan. In addition to the Public Health Integration project, Keesic Health Strategies has been developing the plans to transition the overall health programming at KCA from a “Set Funding” Agreement with FNIHB to a “Block Funding” Agreement to allow more First Nation authority and control over

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its own resources and health programming with a focus on Mental Health and Addiction Services and Crisis Response.

 Health Canada, First Nation Inuit Health Branch (January 2015-Present) - FNIHB Guiding Framework for Information Sharing - The Guiding Framework for Information Sharing is a tool to support timely and effective implementation of information sharing activities for FNIHB employees, in accordance with the broader federal legal and policy frameworks. The Guiding Framework guides FNIHB staff in the documentation required to engage in information sharing projects with First Nations and provincial partners as well as when to get advice from Access to Information and Privacy division and/or the Health Canada Legal Services Unit. The Guiding Framework is in a final draft format and is currently under review by FNIHB and their partners.

 First Nations Health Authority (Vancouver, British Columbia; 2014-2015 ) - Senior Clinical Telehealth Lead - Assisted British Columbia’s First Nations Health Authority Telehealth Expansion Project in the initiation and implementation of their clinical telehealth applications. This contract position involved engaging clinicians and provincial health services to uptake telehealth as a tool for health service delivery within First Nations communities in British Columbia. Community clinical assessments were completed and community need and priorities were identified in this processes. A “Mapping & Matching” resource, documented the processes used, outcomes and recommendations moving forward. Part of this process included the hiring of a full time Senior Clinical Lead and transferring knowledge and building capacity to become independent in this position.

 Canada’s Health Informatics Association “COACH” (2012-2013) - Protecting First Nations Health Information - Authored Chapter within the Guidelines for the Protection of Health Information, 2013

o Developed national guidelines for the protection of health information within a First Nations environment o Partnered with the First Nations Information Governance Centre (FNIGC) and the Assembly of First Nations (AFN) on the development of the guidelines o Suggested an interpretation of OCAP™ within an eHealth environment that protects First Nations information  First Nation Client Registry - Project Manager (2012-Present)

o Project Manage, on behalf of the Kenora Chiefs Advisory, to develop the interoperability requirements of a First Nation Client Registry with provincial registries in Ontario o Lead negotiations and partnering agreements with eHealth Ontario, Cancer Care Ontario, and Institute for Clinical Evaluative Sciences (ICES) o Expert knowledge of First Nation principles of Ownership, Control, Access and Possession (OCAP™) application within an eHealth environment o Develop Data Sharing Agreements between Kenora Chiefs Advisory and Project Partners o Work with Canada Health Infoway to ensure project architecture aligns with national eHealth blueprint

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o Develop Band Council Resolutions and communications with participating First Nation communities o Identify privacy considerations and resource requirements for the community management of data  Saskatchewan Telehealth Project - Project Manager (Jan 2013 to March 2015)

o Develop business case and implementation proposal for a Telehealth program into 9 Meadow Lake Tribal Council (MLTC) First Nations in Northern Saskatchewan o Negotiated with Health Canada on the requirements of First Nations Telehealth in Saskatchewan. o Project Manage the phased-in implementation of First Nations led and managed Telehealth Program with 9 MLTC First Nations communities. o Negotiate partnerships with the provincial Telehealth Saskatchewan, the Telehealth provider in Saskatchewan, to ensure interoperability  eHealth Ontario - Co-Chair, Connecting Privacy Committee (Aug 2013 to Present – 2 Year Term)

o Connecting Privacy Committee (cPrivacy) has been established by eHealth Ontario as a provincial forum to identify and bring forward privacy challenges and solutions to develop an interoperable Electronic Health Record across Ontario o cPrivacy facilitates communication and information sharing between three regional hubs, eHealth Ontario and other provincial stakeholders o Ensures that First Nation privacy issues are identified and addressed within the provincial eHealth system o The other co-Chair is the Vice President and Chief Privacy Officer of eHealth Ontario, Abigail Carter-Langford Employment History

 Senior Policy Advisor Assembly of First Nations

o Lead eHealth and Health Data policy development for First Nations in Canada. o Assess Privacy requirements and gaps for First Nations in Canada o Develop “Nation-to-Nation” partnership strategy for national agencies working with First Nations/Aboriginal peoples o Interpret and implement the principles of Ownership, Privacy, Control and Access (OCAP) within a privacy and eHealth context.  President - Keesic Health Strategies – Work with First Nations and provincial and federal governments to design, plan, implement and evaluate First Nations health programs and initiatives. Specific expertise in eHealth, Telehealth, health integration & alignment, mental health & addictions services and devolution of FNIHB programming to First Nations. Extensive experience consulting with First Nation communities and leadership regarding health needs and priorities and facilitating required resources to meet health requirements in culturally safe environment.

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 eHealth Coordinator - Assembly of First Nations (2010-2012) o Develop policy to facilitate eHealth solutions within First Nations in Canada. o Work with the National Chief’s Office and First Nation leadership to implement eHealth solutions based on First Nation requirements. o Interpret and implement the principles of Ownership, Privacy, Control and Access (OCAP) within an eHealth context. o Coordinate with Canada Health Infoway on the development of a First Nations eHealth Blueprint that is part of a National First Nations eHealth Strategy Framework. o Partner in the development of Data Sharing Agreement Guideline and Template for to support the flow of data across jurisdictions while adhering to privacy policy and legislation. o Organize a National First Nations eHealth Forum to support First Nations eHealth policy in Canada. o Create and Chair the National eHealth Advisory Committee (NeHAC) comprised of First Nation leaders from across the country with expertise in eHealth and technology. o Coordinate First Nations, Federal and Provincial eHealth leaders from across the country on the development of eHealth strategy for First Nations. o Advise the oversight of the implementation of Health Canada’s Health Infostructure Strategic Action Plan.  KO Telemedicine Program Manager - Keewaytinook Okimakanak

o Strategic management, guidance and direction of largest FN Telemedicine Network in Canada serving 26 remote First Nations in Northwestern Ontario. o Management and reporting on $2.9 million budget o KOTM Recipient of the 2006 “Award of Excellence in Telemedicine” from the Canadian Society of Health o Managing and overseeing operations and staff of 37 o Coordinating contracts and agreements with partners such as Health Canada FNIH, Ontario Ministry of Health and Long Term Care, Ontario Telemedicine Network, Métis Nation of Ontario, and Canada Health Infoway o Oversaw 2 Canada Health Infoway (CHI) investments of over $500,000 to support FN Telemedicine stakeholders in change management and led proposal development for Canada Health Infoway Phase 0 to expand KO Telemedicine to all of NAN Territory (another 24 potential sites) o Assist in Project Managing of CHI Project including: management and direction of up to 6 consultants, meeting timelines, project deliverables and budget o In 2009, coordinated a national conference “Excellence in First Nation Telemedicine” o Led development and population of “Aboriginal Telemedicine Scorecard” o Engage FN Leadership to support Telemedicine uptake and utilization with Chiefs of Ontario, Assembly of First Nations, Nish Nawbe Aski Nation (NAN) and Keewaytinook Okimakanak Chiefs

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o Developed business case paper for Ministry of Health and Long Term Care (MOHLTC) on the case for Provincial investment in FN Telemedicine o Implemented strategy to integrate Telemedicine into Health Canada programming for delivery into KOTM communities o Worked with Chiefs of Ontario to develop a resolution to support broadband, telemedicine and eHealth development for all First Nations in Ontario o Project Lead for Aboriginal Health Transition Fund Initiative to engage MOHLTC and Local Health Integration Network 14 to integrate telemedicine into priority programming  Regional Telehealth Coordinator

o Develop and implement clinical Telemedicine programming to 26 remote First Nations Communities in Northwestern Ontario o Supervision of Community Telemedicine Coordinators on the implementation of community-based telehealth programming o Direct clinical needs and obtain resources appropriate for network utilization o Lead privacy officer o Chair clinical operations meetings for the region  Telehealth Informatics Educator

o Develop training program and certification for First Nation Community Telehealth Coordinators o Established Training program and learning modules to the support the implementation and delivery of Telemedicine services  Public Health Nurse (1998-2001)

o Implement Healthy Babies, Healthy Children Programming for high risk families o Facilitate and Chair Reproductive Health Network Coalition o Develop community programming for pregnant women and their families o Conduct health needs assessments o Established local Substance Abuse Prevention Coalition  Registered Nurse (1989-1998)

o Red Lake Margaret Cochenour Memorial Hospital o 8 Years experience in 21 bed hospital - Emergency, Labour and Delivery, Pediatrics, Medicine and General Surgery Professional Development

Fundamentals of OCAP® Algonquin College and the First Nations Information Governance Centre

Indigenous Cultural Competency Certification of Completion– Provincial Health Services Authority, British Columbia, December, 2014

Represented Canada as an expert in Indigenous Telemedicine in Manaus, Brazil, March 2010 to support collaboration between Health Canada and the Brazilian Department of Health to share knowledge and support best practices in Indigenous health in both countries.

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eHealth Risk Workshop – University of Waterloo National Institutes of Health Informatics, April 2011 eHealth Privacy Workshop- University of Waterloo National Institutes of Health Informatics, April 2011

College of Nurses of Ontario Member in good standing

Publications

 Protecting Health Information within a First Nations Environment. (2013). Guidelines for the Protection of Health Information. Canada’s Health Informatics Association.

 Managing Changes in First Nations Healthcare needs. Is Telehealth the answer? Josée Gabrielle Lavoie and Donna Williams, The Journal of Community Informatics Special Issue CI and Indigenous Communities in Canada, Vol 5 No. 2, Jan 2010

Northern and Rural Health Panel

 Member by invitation of the Ontario Minister of Health and Long Term Care  Special task force to identify gaps in health services and make recommendations on health care reform for remote, northern and rural communities in Ontario Systems Integration Committee for Local Health Integration Network 14 Oversaw transition of health services to ensure integration and enhancement of services across northern Ontario

Aboriginal Health Forum Presented on “How First Nations Directed Telemedicine can Support Development of eHealth Applications: Current Challenges and Lessons Learned”

Federal and Provincial Health Minister’s Conference Special invitation to showcase KO Telemedicine as a successful initiative in Canada Primary Health Care Transition Fund Conference Presenter on Successful Initiatives

Canadian Society of Telehealth

2008 Breakfast roundtable facilitator “Leading and Managing a First Nations Directed Telemedicine Program”; Presenter “Developing and Populating a First Nations Telemedicine Balanced Scorecard”

2007 Presenter “Managing a First Nations Telemedicine Program through Changes Necessary for Sustainability”

2006 Presenter “Building a Case for Sustaining First Nations Telehealth Through Research and Evaluation”

2005 Panel speaker at annual conference

 Building on Success: A Blueprint for First Nations Telehealth in Canada  Addressing Access Issues Utilizing a First Nations Telehealth Network” 2002-2006

 Member of National Telehealth Coordinator’s Special Interest Group (NTC-SIG)

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 Led development of “Aboriginal” representation on NTC- SIG Ontario Hospital Association Presenter at Aboriginal Health Care Conference in 2006 and 2007

Aboriginal Telehealth Knowledge Circle (ATKC) President (2003-2006)

 Founding member of national organization dedicated to sharing Telehealth knowledge and best practices with Aboriginal communities  Hosted ATKC strategic planning session in August 2006  Call meetings of the board, chair meetings, establish agendas and facilitate overall direction of group  For more information visit the ATKC website at www.atkc.ca  Chair annual meetings for members at large Aboriginal Management Institute (2003) Developed and implemented workshop for conference participants titled “Establishing Successful Telehealth Programs in First Nations Communities”

First Nations National Telehealth Summit (2005)

 Hosted ATKC First Nations welcoming event  Chaired and facilitated Annual ATKC Meeting  Prepared and implemented workshop for Conference Participants titled “Community Based Telehealth Implementation” Volunteer

 Red Lake Margaret Cochenour Memorial Hospital Board Member  Red Lake Pow Wow Committee Member  Founding member of the Indigenous Youth Alliance - an Aboriginal Youth group established at the Red Lake Highschool. Organized cultural events with youth such as Pow Wows, Eder’s Conferences, travel to cultural events

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Appendix B – References References Reference #1 For Nick Chauvin and Donna Williams Company name Sioux Lookout Meno Ya Win Health Centre Contact name Michelle Beaulne, Director, Corporate Support Services Contact information Telephone: 807.737.6548 Email: [email protected] Title of Project Sioux Lookout Region Seniors Strategy Description of Project Developed a cohesive strategy that recommends solutions to address gaps in seniors’ care and housing in the Northern Sub- region of the NW LIHN. The Northern Sub-region catchment includes Sioux Lookout, Pickle Lake and 28 First Nations communities north of Sioux Lookout. The project involved significant consultation with the First Nations communities, the vast majority of which are remote, without year-round road access, and regional partners. Most notable, the project work has included multi-day community visits to eight First Nations north of Sioux Lookout to facilitate community gatherings with the Elders. Reference #2 For Nick Chauvin and Susan MacGregor Company name Canadian Red Cross Contact name Alison Paul Contact information Telephone: (613) 740-1900 Email: [email protected] Title of Project Disaster Relief and Emergency Preparedness Case Management Review Description of Project Created a comprehensive, integrated review of CRC’s case management processes, with a focus in Emergency Management. The resulting report outlined the findings and provided recommendations on harmonizing the Canadian Operations. The recommendations included the necessary skill sets (workforce, technical support, experts to provide appropriate guidance and oversight) of a workforce and resourcing to implement a Case Management operating model.

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References Reference #3 For Donna Williams Company name Weeneebayko Area Health Authority (WAHA) Contact name Caroline Lidstone-Jones Contact information Telephone: 647 991 2139 Email: [email protected] Title of Project WAHA Public Health Model Development and Engagement Description of Project Keesic Strategies led the engagement with James Bay coastal communities, including the municipality of Moosonee in the development of a unique model of Public Health Services for the region.

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Appendix C – Our Commitment to Accessibility Lough Barnes Consulting Group is fully committed to complying with the accessibility standards under the Accessibility for Ontarians with Disabilities Act, 2005. We have formalized new policies and our staff members are in compliance with requirements of the Act. We are also preparing for future requirements in the coming years. As a firm, we are committed to the pursuit of excellence, not only in our work, but also in the relationships we have with our clients, associates, and employees. We strive to ensure we have work practices and environments that are fully accessible and welcoming to everyone and are open to receiving feedback and suggestions on how to continue to improve on providing high quality services. For this particular project, we will work in cooperation with your project team to ensure all stakeholders are able to fully participate in the project activities. This includes but is not limited to:

• Actively asking participants in advance of the session if they have any needs that require accommodation; • Responding to each request for accessibility accommodations and meeting those needs; • Ensuring that the locations for the engagement sessions are accessible; • Working with your project team to ensure materials are available in accessible formats, as needed; • Welcoming support workers, assistive devices and support animals; and, • Ensuring all members of the project team are educated about and committed to relevant policies. We will work with you at the very beginning of the project to confirm specific aspects of the approach to completing the project that need to be considered in light of the Act.

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Appendix D – Section 6: Acknowledgement Form

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THE CORPORATION OF THE MUNICIPALITY OF SIOUX LOOKOUT

BY-LAW NO. 44-20

BEING A BY-LAW TO AUTHORIZE AND DIRECT THE MAYOR AND THE CLERK TO EXECUTE AN AGREEMENT BETWEEN THE CORPORATION OF THE MUNICIPALITY OF SIOUX LOOKOUT AND NORTHERN ONTARIO HERITAGE FUND CORPORATION (For the Sioux Lookout Economic Development Review - NOHFC Project No. 8210329) ______

WHEREAS the Council of The Corporation of the Municipality of Sioux Lookout deems it advisable and expedient to enter into an agreement with the Northern Ontario Heritage Fund Corporation for funding for the Sioux Lookout Economic Development Review; and

WHEREAS Section 9 of the Municipal Act 2001, as amended, grants municipalities the capacity, rights, powers and privileges of a natural person for the purpose of exercising its authority under the Act; and

WHEREAS entering into agreements is considered to be a natural person capacity, right, power, or privilege;

NOW THEREFORE, THE COUNCIL OF THE CORPORATION OF THE MUNICIPALITY OF SIOUX LOOKOUT ENACTS AS FOLLOWS:

1. THAT the Mayor and the Clerk are hereby authorized and directed to execute the above-noted Agreement between The Corporation of the Municipality of Sioux Lookout and the Northern Ontario Heritage Fund Corporation.

2. THAT the Agreement is attached as Schedule A to this By-law.

3. THAT the Mayor's and the Clerk’s authority and direction to execute the above- noted Agreement extends to any renewal agreements or administrative amendments.

4. THAT this By-law shall come into force and take effect on the date of its final passing.

READ A FIRST, SECOND AND THIRD TIME AND PASSED THIS TWENTY-SECOND DAY OF APRIL, 2020

Doug Lawrance, Mayor

Brian P. MacKinnon, Municipal Clerk

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THE AGREEMENT made in duplicate

B E T W E E N:

NORTHERN ONTARIO HERITAGE FUND CORPORATION

a corporation existing under the laws of Ontario

(“NOHFC”)

- and -

THE CORPORATION OF THE MUNICIPALITY OF SIOUX LOOKOUT

a municipal corporation existing under the laws of Ontario

(the “Recipient”)

Background:

NOHFC has among its objects the promotion and stimulation of economic initiatives in Northern Ontario.

The Recipient has applied to NOHFC for funds to assist the Recipient in carrying out the Project described in this Agreement.

NOHFC is willing to provide funds to the Recipient to assist the Recipient in carrying out the Project on the terms and conditions set forth herein.

Consideration:

In consideration of the mutual covenants and agreements contained herein and for other good and valuable consideration, the receipt and sufficiency of which are expressly acknowledged, the Parties agree as follows:

ARTICLE 1 INTERPRETATION AND DEFINITIONS

1.1 Interpretation. For the purposes of interpretation:

(a) words in the singular include the plural and vice-versa;

(b) words in one gender include all genders;

(c) the background and the headings do not form part of the Agreement; they are for reference only and shall not affect the interpretation of the Agreement;

(d) any reference to dollars or currency shall be to Canadian dollars and currency;

(e) “include”, “includes” and “including” shall not denote an exhaustive list; and

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(f) in the event of a conflict between the main body of the Agreement and any schedule, the main body of the Agreement governs unless the schedule states that the schedule or a provision or provisions of the schedule operate(s) despite the main body of the Agreement.

1.2 Definitions. In the Agreement the following terms shall have the following meanings:

“Agreement” means this agreement for Project number 8210329 entered into between NOHFC and the Recipient and includes all of the schedules listed in section 26.1.

“BPSAA” means the Broader Public Sector Accountability Act, 2010 (Ontario), including any directives and/or guidelines issued pursuant to that Act.

“Conflict of Interest” has the meaning ascribed to it in section 7.2.

“Effective Date” is the date the Agreement is signed by NOHFC.

“Eligible Project Costs” means the costs paid by the Recipient for the purpose of carrying out the Project for which NOHFC may provide Funds and that are (a) incurred by the Recipient between April 3, 2019 and the expiry or termination of the Agreement; (b) in the sole opinion of NOHFC, reasonable and necessary for carrying out the Project; and (c) limited to the amounts and Project cost categories set out in the Project Costs Chart in Schedule “B”.

“Event of Default” has the meaning ascribed to it in section 14.1.

“Excess Funds Amount” means the excess, if any, of X – Y where “X” is the amount of Funds provided to the Recipient under the Agreement; and “Y” is the Project Percentage of the total Eligible Project Costs paid by the Recipient to complete the Project.

“Funding Year” means:

(a) in the case of the first Funding Year, the period commencing on the Effective Date and ending on the following March 31; and

(b) in the case of Funding Years subsequent to the first Funding Year, the period commencing on April 1 following the end of the previous Funding Year and ending on the following March 31.

“Funds” means the money NOHFC provides to the Recipient pursuant to the Agreement.

“Ineligible Project Costs” means all Project costs that are not Eligible Project Costs.

“Maximum Funds” means the maximum amount payable to the Recipient in respect of Eligible Project Costs under the Agreement, which is the lesser of: (i) the Project Percentage of the total Eligible Project Costs paid by the Recipient to complete the Project, and (ii) $37,500.

“NOHFC Claim Schedule” means the NOHFC claim schedule set out in Schedule “C”.

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“Northern Ontario” means the territorial districts of Algoma, Cochrane, Kenora, Manitoulin, Nipissing, Parry Sound, Rainy River, Sudbury, Thunder Bay and Timiskaming.

“Notice” means any communication given or required to be given under the Agreement.

“Party” means either NOHFC or the Recipient and “Parties” means NOHFC and the Recipient.

“Project” means the undertaking described in Schedule “A” and in the Project Plan in Schedule “C”.

“Project Budget” means the budget for the Project set out in Schedule “B”.

“Project Costs Chart” means the chart of Project costs set out in Schedule “B”.

“Project Funding Chart” means the chart of Project funding set out in Schedule “B”.

“Project Percentage” means 75%.

“Project Plan” means the chart setting out milestones/activities and timelines for the Project in Schedule “C”.

“Quarter” or “Quarters” means one or more of the following four periods of time in NOHFC’s fiscal year: April 1 up to and including June 30, July 1 up to and including September 30, October 1 up to and including December 31, and January 1 up to and including March 31.

“Reports” means the financial and progress reports described in Schedule “E” and any other reports requested by NOHFC.

“Request for Funds” means the form set out in Schedule “D” of the Agreement.

“Wind Down Costs” means the Recipient’s reasonable costs to wind down the Project.

ARTICLE 2 REPRESENTATIONS, WARRANTIES AND COVENANTS

2.1 General. The Recipient represents, warrants and covenants that:

(a) it is, and shall continue to be for the term of the Agreement, a validly existing legal entity with full power to fulfill its obligations under the Agreement;

(b) it has, and shall continue to have for the term of the Agreement, the experience and expertise necessary to carry out the Project;

(c) any information the Recipient provided to NOHFC contained in its application and in support of its application (including information relating to any eligibility requirements) was true and complete at the time the Recipient provided it, and shall continue to be true and complete for the term of the Agreement in every respect, except as set out to the contrary in the Agreement; and

(d) no Conflict of Interest exists.

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2.2 Execution of Agreement. The Recipient represents and warrants that:

(a) it has the full power and authority to enter into the Agreement; and

(b) it has taken all necessary actions to authorize the execution of the Agreement.

2.3 Governance. The Recipient represents, warrants and covenants that it has, and shall maintain for the period during which the Agreement is in effect, by-laws or other legally necessary instruments to:

(a) establish procedures to ensure the ongoing effective functioning of the Recipient;

(b) establish decision-making mechanisms;

(c) provide for the prudent and effective management of the Funds;

(d) establish procedures to enable the successful completion of the Project;

(e) establish procedures to enable the timely identification of risks to the completion of the Project and strategies to address the identified risks;

(f) establish procedures to enable the preparation and delivery of all Reports required pursuant to Article 8; and

(g) deal with such other matters as the Recipient considers necessary to ensure that the Recipient carries out its obligations under the Agreement.

2.4 Supporting documentation. Upon request, the Recipient shall provide NOHFC with proof of the matters referred to in this Article 2.

ARTICLE 3 TERM OF THE AGREEMENT, USE OF FUNDS AND PROJECT

3.1 Term. The term of the Agreement shall commence on the Effective Date and shall expire one year after the Project completion date set out by the Recipient in Schedule “C” (the “Expiry Date”) unless terminated earlier pursuant to Article 13 or Article 14.

3.2 Project and use of Funds. The Recipient shall:

(a) carry out the Project;

(i) in accordance with the terms and conditions of the Agreement; and

(ii) in compliance with all federal and provincial laws and regulations, all municipal by-laws, and other orders, rules, by-laws, and industry standards applicable to any aspect of the Project;

(b) at its own expense, obtain all permits, licences, approvals and authorizations required to complete the Project and satisfy the terms and conditions of the Agreement;

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(c) use the Funds only for the purpose of carrying out the Project; and

(d) spend the Funds only in accordance with the Project Budget.

ARTICLE 4 CHANGES

4.1 No changes. The Recipient shall:

(a) not make any changes to the Project and/or the Project Budget without the prior written consent of NOHFC, which consent may be conditional on recovery of the Funds provided to the Recipient; and

(b) abide by the terms and conditions NOHFC may require in giving such consent.

4.2 Notification. The Recipient shall notify NOHFC promptly if it becomes aware of:

(a) any actual or potential material changes to the Project and/or Project Budget; and

(b) any event that may affect the Recipient’s ability to complete the Project in accordance with the Agreement.

ARTICLE 5 FUNDS, PAYMENT AND CARRYING OUT THE PROJECT

5.1 Obligation to fund.

(a) Subject to the terms and conditions of the Agreement, NOHFC shall reimburse the Recipient for Eligible Project Costs paid by the Recipient up to the amount of the Maximum Funds.

(b) NOHFC is not responsible for any cost overruns related to the Project. The Recipient shall provide its own funds or funds from other sources for all Eligible Project Costs not reimbursed by NOHFC in the Project Costs Chart and all Ineligible Project Costs. The Recipient is responsible for all costs that exceed the Eligible Project Costs set out in the Project Costs Chart.

5.2 Payment of Funds.

(a) Subject to the terms and conditions of the Agreement, NOHFC shall:

(i) provide the Funds to the Recipient in accordance with the NOHFC Claim Schedule;

(ii) issue a cheque in the Recipient's name or deposit the Funds electronically into an account designated by the Recipient in writing, provided that the account resides at a Canadian financial institution and is in the name of the Recipient.

(b) To initiate reimbursement of Eligible Project Costs by NOHFC, the Recipient shall submit the following to NOHFC:

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(i) a completed Request for Funds; and

(ii) copies of all invoices or such other evidence satisfactory to NOHFC or its agents, in their sole discretion, of costs incurred relating to the Eligible Project Costs claimed in the submitted Request for Funds and copies of cancelled cheques and/or such other evidence satisfactory to NOHFC or its agents, in their sole discretion, of payment of the Eligible Project Costs claimed.

5.3. Limitations on funding.

(a) If the total Eligible Project Costs paid by the Recipient are less than the estimated Eligible Project Costs set out in the Project Costs Chart, NOHFC may, in its sole discretion:

(i) vary the amount of Eligible Project Costs that it reimburses; and

(ii) where applicable, demand the repayment of the Excess Funds Amount, whereupon the amount demanded by NOHFC shall immediately become due and payable.

(b) Following receipt of the items specified in section 5.2(b), in each Quarter, NOHFC agrees to pay to the Recipient an amount equal to the Project Percentage of Eligible Project Costs claimed in each request for Funds up to the amount payable for each Quarter set out in the NOHFC Claim Schedule.

(c) In the event the Recipient:

(i) wishes to amend the NOHFC Claim Schedule by an amount equal to or greater than $100,000;

(ii) wishes to transfer amounts between cost categories in the Project Costs Chart; and/or

(iii) does not claim reimbursement of any Eligible Project Costs by NOHFC in any Quarter where the amount of the NOHFC Claim for that Quarter as set out in the NOHFC Claim Schedule exceeds $100,000,

the Recipient shall complete the appropriate section(s) of the Change Request Form as set out in Schedule “F” and submit it to NOHFC. NOHFC may approve or reject all or part of any such change request in its sole discretion. In the event NOHFC signs a Change Request Form, this Agreement shall be amended accordingly.

(d) NOHFC shall hold back 10% of $37,500, to be released only after all of the following have occurred:

(i) completion of the Project in accordance with the Agreement;

(ii) receipt by NOHFC of all Reports required under the Agreement; and

(iii) receipt by NOHFC of the final Request for Funds for the Project.

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(e) The Recipient shall not use the Funds for any Eligible Project Costs for which the Recipient is in receipt of funds from other sources. The Recipient shall promptly notify NOHFC if any other funds are received for the Project from sources other than those set out in the Project Funding Chart or in amounts from the sources set out in the Project Funding Chart that are greater than the amounts set out in the Project Funding Chart. If the Recipient receives funds for the Project from sources that are not listed in the Project Funding Chart or in amounts from the sources set out in the Project Funding Chart that are greater than the amounts set out in the Project Funding Chart, in its sole discretion, NOHFC may reduce the amount of the Funds it provides to the Recipient by, or demand the repayment of, an amount equal to the additional funds, whereupon the amount demanded by NOHFC shall immediately become due and payable, to ensure that there is no duplication of funding for the Project.

(f) NOHFC may, in its sole discretion, provide Funds to the Recipient in advance of the Recipient incurring Eligible Project Costs. If NOHFC provides Funds to the Recipient in advance, NOHFC will not make any further payments of Funds until the Recipient has submitted, in respect of the Recipient’s spending of such advance on Eligible Project Costs, evidence satisfactory to NOHFC that the Funds advanced have been spent solely on Eligible Project Costs.

(g) The Recipient acknowledges that the amount of Funds available to it pursuant to the Agreement is based on the net costs to the Recipient, net of any costs (including taxes) for which the Recipient has received, will receive, or is eligible to receive, a rebate, credit or refund.

5.4. Conditions of funding. NOHFC’s obligation to provide Funds to the Recipient is subject to fulfillment of the following conditions precedent to NOHFC’s satisfaction:

(a) the Recipient shall have provided the insurance certificate(s) or other documents provided for in Article 12;

(b) the Recipient shall have provided written evidence satisfactory to NOHFC that the funds from other sources set out in the Project Funding Chart necessary to complete the Project have been committed;

(c) NOHFC shall have received and been satisfied with the information provided by the Recipient pursuant to Article 8. If NOHFC is not satisfied with such information, it may adjust the amount of Funds it provides to the Recipient in any Quarter;

(d) NOHFC shall have received and been satisfied with any information it may reasonably require to conduct a due diligence review of the Recipient and the Project, including without limitation:

(i) resolutions of the relevant municipal or band councils or not-for-profit boards of directors or local services board by-laws or other documentation, as applicable, in form and substance satisfactory to NOHFC, confirming support for the Project, and

(ii) if Recipient consists of more than one legal entity or organization, a list of Project-related or similar funding received from NOHFC by all such entities and

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organizations within the preceding 5 years; and

(e) NOHFC shall have received a completed electronic funds transfer information form which will enable NOHFC to deposit the Funds into the Recipient’s designated bank account by way of electronic funds transfer.

ARTICLE 6 ACQUISITION OF GOODS AND SERVICES; DISPOSAL OF ASSETS AND OWNERSHIP OF BUILDINGS AND FACILITIES; TRAVEL, MEAL AND ACCOMMODATION COSTS

6.1 Acquisition. If the Recipient acquires supplies, equipment or services with the Funds it shall do so through a process that promotes the best value for money. If the Recipient is selecting third-party contractors from which to acquire supplies, equipment or services for the Project for an amount greater than $25,000 a competitive process must be used, including a written request for at least three proposals, written evaluation of bids received and a written agreement with the successful contractor. NOHFC may, at its sole discretion, consent in writing to a non-competitive procurement over $25,000 if details of urgency, special expertise, confidentiality, savings or other circumstances warrant it.

6.2 Disposal of assets. The Recipient shall not, during the term of the Agreement and for three years after the expiry or termination of the Agreement, without NOHFC’s prior written consent, sell, lease or otherwise dispose of any assets purchased with the Funds or for which Funds were provided, the cost of which exceeded $10,000 at the time of purchase. This obligation shall survive the expiry or termination of the Agreement.

6.3 Buildings and Facilities. Unless NOHFC otherwise agrees in writing, Recipient shall own or lease all buildings or facilities purchased, constructed or improved with the Funds for a period of time no shorter than the life of any capital improvement made to the buildings or facilities, which period of time shall, for further clarification, at a minimum last for three years after the expiry or termination of the Agreement. This obligation shall survive the expiry or termination of the Agreement.

6.4 Travel, meal and accommodation costs. If travel, meal and accommodation costs associated with the Project will be claimed as Eligible Project Costs, such costs must comply with the requirements of the Ontario Public Service Travel, Meal and Hospitality Expenses Directive, a copy of which may be found online at: https://www.ontario.ca/document/travel- meal-and-hospitality-expenses-directive.

ARTICLE 7 CONFLICT OF INTEREST

7.1 No Conflict of Interest. The Recipient shall carry out the Project and use the Funds in a manner that avoids any Conflict of Interest.

7.2 Conflict of Interest includes. For the purposes of this Agreement, a Conflict of Interest includes:

(a) in relation to the process of applying for Funds, any circumstance where the Recipient has or could be perceived to have an unfair advantage or engages in conduct, directly or indirectly, that may give it an unfair advantage over other applicants; and

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(b) in relation to the performance of its obligations under the Agreement, any circumstances where the Recipient (or any person who has the capacity to influence the Recipient’s decisions) has outside commitments, relationships or financial interests that interfere with, or could, or could be seen to interfere with, the Recipient’s objective, unbiased and impartial judgment relating to the Project and the use of the Funds.

7.3 Disclosure to NOHFC. The Recipient shall:

(a) disclose to NOHFC without delay any circumstances that a reasonable person would interpret as being a Conflict of Interest; and

(b) comply with any terms and conditions that NOHFC may reasonably prescribe as a result of such disclosure.

ARTICLE 8 REPORTING, ACCOUNTING AND REVIEW

8.1 Preparation and submission. The Recipient shall:

(a) submit to NOHFC at the address provided in section 18.1, all Reports using the appropriate form of report set out in Schedule “E” in accordance with the timelines and content requirements set out in the Reports Schedule in Schedule “E”, or in a form as specified by NOHFC from time to time;

(b) submit to NOHFC at the address provided in section 18.1, any other Reports requested by NOHFC in accordance with the timelines and content requirements specified by NOHFC;

(c) ensure that all Reports are completed to the satisfaction of NOHFC;

(d) ensure that all Reports are signed on behalf of the Recipient by an authorized signing officer; and

(e) submit to NOHFC one copy of the updated Economic Development Strategy electronically or on disc, in Word or such other format as NOHFC may agree, and shall attach one paper copy to the final report required under the Agreement to evidence the completion of the Project in accordance with the Agreement.

8.2 Record maintenance. The Recipient shall keep and maintain for a period of seven years after the expiry or termination of the Agreement:

(a) all financial records (including invoices) relating to the Funds or otherwise to the Project in a manner consistent with generally accepted accounting principles; and

(b) all non-financial documents and records relating to the Funds or otherwise to the Project.

8.3 Inspection. NOHFC, its authorized representatives or an independent auditor identified by NOHFC may, at its own expense, upon 24 hours’ Notice to the Recipient and during normal business hours, enter upon the Recipient’s premises to review the progress of the Project and

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the Recipient’s expenditure of the Funds, and for these purposes NOHFC, its authorized representatives or an independent auditor identified by NOHFC, may:

(a) inspect and copy the records and documents referred to in section 8.2; and

(b) conduct an audit or investigation of the Recipient in respect of the expenditure of the Funds and/or Project.

8.4 Disclosure. To assist in respect of the rights set out in section 8.3, the Recipient shall disclose any information reasonably requested by NOHFC, its authorized representatives or an independent auditor identified by NOHFC, and shall do so in a form reasonably requested by NOHFC, its authorized representatives or an independent auditor identified by NOHFC, as the case may be.

8.5 No control of Records. No provision of the Agreement shall be construed so as to give NOHFC any control whatsoever over the Recipient’s records.

8.6 Auditor General. For greater certainty, NOHFC’s rights under this Article are in addition to any rights provided to the Auditor General pursuant to the Auditor General Act (Ontario).

8.7 Audit report. If NOHFC or the Auditor General believes that there are inaccuracies in, or inconsistencies between, any Request for Funds submitted to NOHFC and the Recipient’s financial records and books of account, NOHFC or the Auditor General may request and the Recipient must provide at its own expense an audit report from a public accountant licensed under the laws of Ontario. The audit report must be satisfactory to NOHFC in form and content and address:

(a) Funds received to date;

(b) Eligible Project Costs incurred by the Recipient to date;

(c) whether the Eligible Project Costs were incurred in accordance with the Project and the Agreement; and

(d) any other financial information pertaining to the Agreement as may be reasonably specified in the request.

ARTICLE 9 CREDIT

9.1 Acknowledge support. Unless otherwise directed by NOHFC, the Recipient shall, in a form approved by NOHFC, acknowledge the support of NOHFC in any publication of any kind, written or oral, relating to the Project.

9.2 Publication. If the Recipient publishes any material of any kind, written or oral, relating to the Project, the Recipient shall indicate in the material that the views expressed in the material are the views of the Recipient and do not necessarily reflect those of NOHFC or the government of Ontario.

9.3 Signage. At NOHFC’s request, the Recipient shall install and maintain in good condition one or more signs or plaques supplied by NOHFC to acknowledge NOHFC’s support for the

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Project in conspicuous and visually unobstructed locations near the Project as approved by NOHFC.

ARTICLE 10 FREEDOM OF INFORMATION AND PROTECTION OF PRIVACY

10.1 FIPPA. The Recipient acknowledges that NOHFC is bound by the Freedom of Information and Protection of Privacy Act (Ontario), as amended from time to time, and that any information provided to NOHFC in connection with the Project or otherwise in connection with the Agreement is subject to disclosure in accordance with that Act.

ARTICLE 11 INDEMNITY

11.1 Indemnification. The Recipient hereby agrees to indemnify and hold harmless the Northern Ontario Heritage Fund Corporation and each of its directors, officers, agents, advisors, and representatives from and against any and all liability, losses, costs, damages and expenses (including legal, expert and consultant fees), causes of action, actions, claims, demands, lawsuits or other proceedings, by whomever made, sustained, incurred, brought or prosecuted, in any way arising out of or in connection with the Project or otherwise in connection with the Agreement.

ARTICLE 12 INSURANCE

12.1 Recipient’s insurance. The Recipient represents and warrants that it has, and shall maintain for the term of the Agreement, at its own cost and expense, with insurers having a secure A.M. Best rating of B+ or greater, or the equivalent, all the necessary and appropriate insurance that a prudent person carrying out a project similar to the Project would maintain, including commercial general liability insurance on an occurrence basis for third party bodily injury, personal injury and property damage, to an inclusive limit of not less than $2,000,000 per occurrence. The policy shall include the following:

(i) Northern Ontario Heritage Fund Corporation and each of its directors, officers, agents, advisors, and representatives as additional insureds with respect to liability arising in the course of performance of the Recipient’s obligations under, or otherwise in connection with, the Agreement;

(ii) a cross-liability clause;

(iii) contractual liability coverage; and

(iv) a 30 day written notice of cancellation.

12.2 Proof of insurance. The Recipient shall provide NOHFC with certificates of insurance, or other proof as may be requested by NOHFC, that confirms the insurance coverage as provided for in section 12.1. Upon the request of NOHFC, the Recipient shall make available to NOHFC a copy of each insurance policy.

12.3 Compliance with Recipient’s insurance. The Recipient shall comply with all provisions and requirements of any of the Recipient’s insurance policies applicable to the Project.

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12.4 Third party insurance. The Recipient shall ensure that any third party sources of funds for the Project and subcontractors retained to perform any part or parts of the Project shall have adequate insurance in place that is appropriate to the Project risks and to the third party.

ARTICLE 13 TERMINATION ON NOTICE

13.1 Termination on Notice. NOHFC may terminate the Agreement at any time upon giving at least 30 days’ Notice to the Recipient.

13.2 Consequences of Termination. If NOHFC terminates the Agreement pursuant to section 13.1, NOHFC:

(a) shall have no further obligation to make any payment of Funds;

(b) may demand the repayment of any Funds remaining in the possession or under the control of the Recipient, whereupon the amount demanded by NOHFC shall immediately become due and payable; and

(c) may determine the Recipient’s reasonable Wind Down Costs, and either:

(i) permit the Recipient to offset the Wind Down Costs against the amount owing pursuant to subsection 13.2(b); and/or

(ii) subject to section 5.3(g) provide Funds to the Recipient to cover the Wind Down Costs.

ARTICLE 14 EVENT OF DEFAULT AND CORRECTIVE ACTION

14.1 Events of Default. Each of the following events shall constitute an Event of Default:

(a) if in the opinion of NOHFC, the Recipient has knowingly provided false or misleading information regarding its request for funding or in any communication with NOHFC;

(b) if any representation or warranty provided to NOHFC (herein or otherwise) by the Recipient is incorrect in any material respect on the date on which such representation or warranty was made;

(c) if in the opinion of NOHFC, the Recipient breaches any term or condition of the Agreement, including failing to do any of the following in accordance with the terms and conditions of the Agreement without the prior written consent of NOHFC:

(i) carry out the Project;

(ii) complete the milestones set out in the Project Plan in accordance with the timing set out in the Project Plan;

(iii) use or spend Funds; and/or

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(iv) provide Reports;

(d) the nature of the Recipient’s operations or its corporate status changes so that it no longer meets one or more of the applicable eligibility requirements of the program under which NOHFC provides the Funds;

(e) the Recipient makes an assignment, proposal, compromise, or arrangement for the benefit of creditors, or is petitioned into bankruptcy, or files for the appointment of a receiver;

(f) if any bankruptcy, reorganization, arrangement or insolvency proceedings for relief under any bankruptcy or similar laws for the relief of debtors is instituted against the Recipient or is consented to by the Recipient, or, if contested by the Recipient, is not dismissed within 30 days;

(g) the Recipient ceases to operate; or

(h) a Conflict of Interest that cannot be resolved to NOHFC’s satisfaction, acting reasonably.

14.2 Corrective action. If an Event of Default occurs, NOHFC may, at any time, take one or more of the following actions:

(a) initiate any action NOHFC considers necessary in order to facilitate the successful continuation or completion of the Project;

(b) suspend the payment of Funds for such period as NOHFC determines appropriate;

(c) reduce the amount of the Funds;

(d) cancel all further payment of Funds;

(e) demand the repayment of any Funds remaining in the possession or under the control of the Recipient, whereupon the amount demanded by NOHFC shall immediately become due and payable;

(f) demand the repayment of an amount equal to any Funds the Recipient used for purposes not agreed upon by NOHFC, whereupon the amount demanded by NOHFC shall immediately become due and payable;

(g) demand the repayment of an amount equal to any Funds NOHFC provided to the Recipient, whereupon the amount demanded by NOHFC shall immediately become due and payable;

(h) terminate the Agreement immediately upon giving Notice to the Recipient; and/or

(i) exercise any other rights or remedies available to NOHFC under this Agreement or applicable law.

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14.3 Opportunity to remedy. In addition to its rights provided for in section 14.2, NOHFC may provide the Recipient an opportunity to remedy the Event of Default by providing Notice to the Recipient:

(a) of the particulars of the Event of Default; and

(b) of the period of time within which the Recipient is required to remedy the Event of Default.

14.4 Recipient not remedying. If NOHFC has provided the Recipient with an opportunity to remedy the Event of Default pursuant to section 14.3 and:

(a) the Recipient does not remedy the Event of Default within the time period specified in the Notice;

(b) NOHFC determines in its sole discretion that the Recipient cannot completely remedy the Event of Default within the time period specified in the Notice or such further period of time as NOHFC considers reasonable; or

(c) the Recipient is not proceeding to remedy the Event of Default in a way that is satisfactory to NOHFC,

NOHFC may initiate any one or more of the actions provided for in sections 14.2 (a), (d), (e), (f), (g), (h) and (i).

14.5 Termination date. The effective date of any termination under this Article shall be the last day of the Notice period, the last day of any subsequent Notice period or immediately, whichever applies.

ARTICLE 15 PAYMENT BY NOHFC OF AMOUNTS OWING BY RECIPIENT

15.1 Amounts owing by Recipient and subcontractors. The Recipient covenants and agrees to pay when due, and to ensure that any of its subcontractors pays when due, all amounts required to be paid by it/its subcontractors to complete the Project in accordance with the Agreement.

15.2 NOHFC’s right to pay amounts due and unpaid by Recipient or subcontractors. In the event the Recipient or any of its subcontractors fails to pay when due, all amounts required to be paid by it/its subcontractors to complete the Project in accordance with the Agreement, NOHFC shall have the right, but for greater certainty, no obligation, in addition to and not in substitution for any other right it may have pursuant to the Agreement or otherwise at law or in equity, to pay any amount due and unpaid by the Recipient or its subcontractors and to deduct such amount from any amount due and owing from time to time to the Recipient pursuant to the Agreement together with all costs incurred by NOHFC in connection therewith or to demand the repayment of such amount from the Recipient together with all costs incurred by NOHFC in connection therewith.

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ARTICLE 16 COMPLIANCE WITH AGREEMENT AND LAWS

16.1 Compliance with Agreement. The Recipient shall take all reasonable measures to ensure that its officers, directors, partners, employees, agents, contractors, subcontractors and volunteers are bound to observe the provisions of the Agreement. In all contracts relating to the Project, the Recipient shall include terms and conditions similar to and not less favourable to NOHFC than the terms and conditions of the Agreement to the extent that they are applicable to the subject of the contract.

16.2 Compliance with Laws and Standards. The Recipient shall take all reasonable measures to ensure that its officers, directors, partners, employees, agents, contractors, subcontractors and volunteers, if any, at all times comply with any and all applicable federal, provincial and municipal laws, ordinances, statutes, rules, regulations and orders. The Recipient shall obtain, at its own expense, all permits from public authorities which may be required in connection with the performance of this Agreement.

ARTICLE 17 REPAYMENT AND SET OFF

17.1 Debt due. If the Recipient owes any monies, including any Funds, to NOHFC, whether or not their return or repayment has been demanded by NOHFC, such monies shall be deemed to be a debt due and owing to NOHFC by the Recipient, and the Recipient shall pay or return the amount to NOHFC immediately unless NOHFC directs otherwise.

17.2 Interest rate. NOHFC may charge the Recipient interest on any monies owing by the Recipient at the then current interest rate charged by the Province of Ontario on accounts receivable.

17.3 Set off. If the Recipient is indebted to NOHFC under this or any other agreement between them, NOHFC shall have the right to set off the amount of such indebtedness against the amount of Funds owing to the Recipient under this Agreement and to reduce the total amount of Funds payable to the Recipient by such amount.

17.4 Cheque payable to. The Recipient shall pay any monies owing to NOHFC by cheque payable to the “Northern Ontario Heritage Fund Corporation” and mailed to NOHFC at the address provided in section 18.1.

ARTICLE 18 NOTICE

18.1 Notice in writing and delivered. Notice shall be in writing and shall be delivered by personal delivery or courier, mailed by registered mail, or sent by fax or email, and shall be addressed to the Parties respectively as follows, or as either Party later designates to the other by Notice.

To NOHFC: To the Recipient:

Northern Ontario Heritage Fund The Corporation of the Municipality of Corporation Sioux Lookout 70 Foster Drive, Suite 200 25 Fifth Ave., P.O. Box 158 Sault Ste. Marie, Ontario P6A 6V8 Sioux Lookout, ON P8T 1A4

Program: Community Capacity Building Program (community capacity building initiatives) Project Number: 8210329 Recipient Name: The Corporation of the Municipality of Sioux Lookout Page 15 Page 115 of 135

Attention: Executive Director Attention: Vicki Blanchard, Economic Development Manager Fax: 705-945-6701 Fax: N/A E-mail: [email protected] Email: [email protected]

18.2 Notice given. Any Notice given by personal delivery, registered mail or courier shall be deemed to have been given and received on the day of actual delivery thereof or if such day is not a Business Day, on the first Business Day thereafter. Any Notice given by fax or email on a Business Day before 4:00 p.m. shall be deemed to have been given and received on such Business Day, and otherwise shall be deemed to have been given and received on the first Business Day following sending.

18.3 Postal disruption. Despite section 18.2, following the occurrence and during the continuation of a postal disruption,

(a) Notice by registered mail shall not be deemed to be given or received; and

(b) the Party giving Notice shall give Notice by email, personal delivery, courier, or fax.

ARTICLE 19 SEVERABILITY OF PROVISIONS

19.1 Invalidity or unenforceability of any provision. The invalidity or unenforceability of any provision of the Agreement shall not affect the validity or enforceability of any other provision of the Agreement. Any invalid or unenforceable provision shall be deemed to be severed.

ARTICLE 20 WAIVER

20.1 Waivers in Writing. If a Party fails to comply with any term of the Agreement, that Party may only rely on a waiver of the other Party if the other Party has provided a written waiver in accordance with the Notice provisions in Article 18. Any waiver must refer to a specific failure to comply and shall not have the effect of waiving any subsequent failures to comply.

ARTICLE 21 INDEPENDENT PARTIES

21.1 Parties independent. The Recipient acknowledges that it is not an agent, joint venturer, partner or employee of NOHFC or any Indemnified Party and the Recipient shall not take any actions that could establish or imply such a relationship.

ARTICLE 22 ASSIGNMENT OF AGREEMENT OR FUNDS

22.1 No assignment. The Recipient shall not assign any part of the Agreement or the Funds without the prior written consent of NOHFC which NOHFC may, in its sole discretion, provide or withhold.

Program: Community Capacity Building Program (community capacity building initiatives) Project Number: 8210329 Recipient Name: The Corporation of the Municipality of Sioux Lookout Page 16 Page 116 of 135

22.2 Enurement. The Agreement shall enure to the benefit of and be binding upon the Parties and their respective heirs, executors, administrators, successors and permitted assigns.

ARTICLE 23 GOVERNING LAW

23.1 Governing law. The Agreement and the rights, obligations and relations of the Parties shall be governed by and construed in accordance with the laws of the Province of Ontario and the applicable federal laws of Canada. Any actions or proceedings arising in connection with the Agreement shall be conducted in Ontario.

ARTICLE 24 FURTHER ASSURANCES

24.1 Agreement into effect. The Parties shall do or cause to be done all acts or things necessary to implement and carry into effect the terms and conditions of the Agreement to its full extent.

ARTICLE 25 SURVIVAL

25.1 Survival. The provisions in Article 1; section 3.2; section 5.1; section 5.2; sections 5.3(a), (d), (e) and (g); Article 8; Article 9; Article 10; Article 11; sections 14.1, 14.2(e), (f), (g) and (i); Article 15; Article 16; Article 17; Article 18; Article 21; Article 23; Article 24; Article 25; Article 26; Schedule “A”, Schedule “B” and Schedule “C” shall continue in full force and effect for a period of seven years from the date of expiry or termination of the Agreement.

ARTICLE 26 SCHEDULES

26.1 Schedules. The Agreement includes the following schedules:

(a) Schedule A - Project Description;

(b) Schedule B – Project Budget;

(c) Schedule C – Project Plan and NOHFC Claim Schedule;

(d) Schedule D – Request for Funds;

(e) Schedule E – Reports; and

(f) Schedule F – Change Request Form.

ARTICLE 27 ENTIRE AGREEMENT AND MODIFICATION OF AGREEMENT

27.1 Entire Agreement. The Agreement constitutes the entire agreement between the Parties with respect to the subject matter contained in the Agreement and supersedes all prior oral or written representations and agreements.

Program: Community Capacity Building Program (community capacity building initiatives) Project Number: 8210329 Recipient Name: The Corporation of the Municipality of Sioux Lookout Page 17 Page 117 of 135

27.2 Modification of Agreement. The Agreement may only be amended by a written agreement duly executed by the Parties. If the Recipient wishes to amend the Agreement, including to extend the term of the Agreement, the Recipient will complete the appropriate sections of the Change Request Form as set out in Schedule “F” and submit it to NOHFC no later than 30 days prior to the Expiry Date. NOHFC is under no obligation to consider Change Request Forms submitted after this date. NOHFC may approve or reject all or part of any such change request in its sole discretion and may require the Recipient to enter into a separate amending agreement. In the event NOHFC signs a Change Request Form, this Agreement will be amended accordingly.

ARTICLE 28 BPSAA

28.1 BPSAA. For the purposes of clarity, if the Recipient is subject to the BPSAA and in the event that there is a conflict between any of the requirements of the Agreement and the requirements of the BPSAA, the BPSAA shall prevail.

ARTICLE 29 FAILURE TO COMPLY WITH OTHER AGREEMENTS

29.1 Other Agreements. If the Recipient:

(a) has failed to comply (a “Failure”) with any term, condition or obligation under any other agreement with NOHFC;

(b) has been provided with notice of such Failure in accordance with the requirements of such other agreement;

(c) has, if applicable, failed to rectify such Failure in accordance with the requirements of such other agreement; and

(d) such Failure is continuing,

NOHFC may suspend the payment of Funds for such period as NOHFC determines appropriate.

ARTICLE 30 SIGNATURE

30.1 Counterparts. The Agreement may be executed in any number of counterparts, each of which shall be deemed an original, but all of which together shall constitute one and the same instrument.

30.2 Execution by Facsimile, TIFF, PDF. Delivery of an executed copy of a signature page to this Agreement by facsimile transmission or transmitted electronically in either a Tagged Image Format File (“TIFF”) or Portable Document Format (“PDF”) shall be effective as delivery of a manually executed copy of this Agreement and each Party hereto undertakes to provide each other Party hereto with a copy of the Agreement bearing original signatures forthwith upon demand.

Program: Community Capacity Building Program (community capacity building initiatives) Project Number: 8210329 Recipient Name: The Corporation of the Municipality of Sioux Lookout Page 18 Page 118 of 135

ARTICLE 31 TIME IS OF THE ESSENCE

31.1 Time is of the essence. Time is of the essence in the performance of obligations under the Agreement.

[Signature page follows]

The Parties have executed the Agreement on the dates set out below.

NORTHERN ONTARIO HERITAGE FUND CORPORATION

______Melanie Muncaster Date Executive Director

THE CORPORATION OF THE MUNICIPALITY OF SIOUX LOOKOUT

______Name: Date Position:

______Name: Date Position:

I/We have authority to bind the Recipient.

Program: Community Capacity Building Program (community capacity building initiatives) Project Number: 8210329 Recipient Name: The Corporation of the Municipality of Sioux Lookout Page 19 Page 119 of 135

SCHEDULE “A”

PROJECT DESCRIPTION

1. Project summary

The Recipient is undertaking a review and update of the existing Economic Development Strategy.

With the changing economic landscape in Northwestern Ontario, the existing Economic Development Strategy needs to be updated and aligned to reflect the realities of the local economy, as well as being aligned with priorities identified by local and senior levels of government. The local economy has changed in the last few years with the decline in the forestry sector and the closure of the Hudson Sawmill as well as the downsizing at CN. Health, education and community support services have grown substantially in Sioux Lookout and are the main sectors that now drive the local economy.

2. Project purpose

With the changing economic landscape in Northwestern Ontario, the existing Economic Development Strategy needs to be updated and aligned to reflect the realities of the local economy, as well as being aligned with priorities identified by local and senior levels of government. The local economy has changed in the last few years with the decline in the forestry sector and the closure of the Hudson Sawmill as well as the downsizing at CN. Health, education and community support services have grown substantially in Sioux Lookout and are the main sectors that now drive the local economy.

3. Project location

Sioux Lookout, Ontario

Program: Community Capacity Building Program (community capacity building initiatives) Project Number: 8210329 Recipient Name: The Corporation of the Municipality of Sioux Lookout Page 20 Page 120 of 135

SCHEDULE “B”

PROJECT BUDGET

1. Project Costs Chart

Ineligible Project Project cost category Eligible Project Costs Total cost Costs

Consultant $45,000 0 $45,000

Travel/Meetings* $2,500 0 $2,500

Marketing/Advertising $1,000 0 $1,000

Community Engagement $1,500 0 $1,500

TOTAL $50,000 0 $50,000

* Eligible Project Costs may include travel, meal and accommodation costs that comply with the Travel, Meal and Hospitality Expenses Directive (see section 6.4 of the Agreement). Non- compliant costs are ineligible for funding by NOHFC.

2. Project Funding Chart

Funding Financing Project cost Eligible Ineligible Total funding sources type category Project Costs Project Costs

Conditional Eligible Project NOHFC contribution Costs $37,500 0 $37,500

Recipient Cash $12,500 0 $12,500

TOTAL: $50,000 0 $50,000

NOHFC % of total Eligible Project Costs 75%

Program: Community Capacity Building Program (community capacity building initiatives) Project Number: 8210329 Recipient Name: The Corporation of the Municipality of Sioux Lookout Page 21 Page 121 of 135 SCHEDULE “C”

PROJECT PLAN AND NOHFC CLAIM SCHEDULE

(To be completed by the Recipient)

1. Project Plan

Timing Project milestones Start (month/ End (month/ year) year)

Project Material Review May 1 2020 July 2020 Community Public Survey and Data Collection July 2020 August 2020 Community Engagement Sept 2020 Nov 2020

Final Report, Council Presentation and Findings Jan 2021 Mar 2021

2. NOHFC Claim Schedule

Funding Year 1 (ending Funding Year 2 (ending Mar 31/2021) Mar 31/2022) Total Apr 1- Jul 1- Oct 1- Jan 1- Apr 1- Jul 1- Oct 1- Jan 1- Jun 30 Sep 30 Dec 31 Mar 31 Jun 30 Sep 30 Dec 31 Mar 31

Eligible Project 50,000 Costs 6,260 12,500 18,750 9,375 NOHFC claim 5000 10,000 15,000 7500 37,500

3. Project completion date: March 31, 2021

Program: Community Capacity Building Program (community capacity building initiatives) Project Number: 8210329 Recipient Name: The Corporation of the Municipality of Sioux Lookout Page 22 Page 122 of 135

SCHEDULE “D”

REQUEST FOR FUNDS FORM

Claim Number:

1. Project Progress

Project % Complete Comments milestones

TOTAL

2. Is this the Recipient’s final request for Funds for the Project?

No Yes

3. Request for Funds (Current Claim)

NOHFC Funds are disbursed on a reimbursement basis. To initiate reimbursement of Eligible Project Costs by NOHFC, the Recipient shall complete the request for Funds form and submit it to NOHFC along with the following:

(a) a copy of all invoices, or such other evidence satisfactory to NOHFC or its agents, in their sole discretion, of costs incurred itemized in the Detailed Listing of Transactions table in section 5 of this form relating to all Eligible Projects Costs claimed in this request for Funds; and (b) evidence of payment itemized in the Detailed Listing of Transactions table in section 5 of this form relating to all Eligible Project Costs claimed in this request for Funds (cancelled cheques and/or other such evidence satisfactory to NOHFC or its agents, in their sole discretion).

(Request for Funds Form continued on following pages. Please fill out all pages.)

Program: Community Capacity Building Program (community capacity building initiatives) Project Number: 8210329 Recipient Name: The Corporation of the Municipality of Sioux Lookout Page 23 Page 123 of 135

SCHEDULE “D” (CONT’D)

REQUEST FOR FUNDS FORM

4. Eligible Project Costs - Claim status

Please complete this table below in conjunction with the tables in section 5 of this form. Only the subtotals from the tables completed in section 5 should be identified in the “Total Eligible Project Costs this request” column of the table below.

Total Total Eligible Table no. Balance of Eligible Project if Eligible Project Cost Costs of all Eligible Project applicable Project Costs Eligible Project Cost amount claims Costs (from remaining category submitted to this request section 5 (after this date (not of this request) including form)

this request)

Consultant $45,000

Travel/Meetings $2,500

Marketing/Advertising $1,000 Community Engagement $1,500

TOTAL $50,000 NOHFC Funds (75%) $37,500

Total Eligible Project Costs this request: $ ______(A)

NOHFC % of Eligible Project Costs 75% (B)

Current Payment Request: $ $ ______(C) (A x B)

(Request for Funds Form continued on following pages. Please fill out all pages.)

Program: Community Capacity Building Program (community capacity building initiatives) Project Number: 8210329 Recipient Name: The Corporation of the Municipality of Sioux Lookout Page 24 Page 124 of 135

SCHEDULE “D” (CONT’D)

REQUEST FOR FUNDS FORM

5. Detailed Listing of Transactions for each Eligible Project Cost category

Please complete one table for each of the Eligible Project Cost categories (in section 4 of this form) for which a claim is currently being made.

Table 1: Amount (net of all Description of rebate(s), Payment Item Date of Invoice Name of Supplier Item or Service credit(s), or Reference no. Invoice Number Purchased refund(s), (Cheque No.) where applicable)

1

2

3

Subtotal

Table 2: Amount (net of all Description of rebate(s), Payment Item Date of Invoice Name of Supplier Item or Service credit(s), or Reference no. Invoice Number Purchased refund(s), (Cheque No.) where applicable)

1

2

3

Subtotal

(Request for Funds Form continued on following pages. Please fill out all pages.)

Program: Community Capacity Building Program (community capacity building initiatives) Project Number: 8210329 Recipient Name: The Corporation of the Municipality of Sioux Lookout Page 25 Page 125 of 135

SCHEDULE “D” (CONT’D)

REQUEST FOR FUNDS FORM

6. Certification

Must be completed for all requests for Funds.

On behalf of the Recipient, I certify that:

1. the costs for which reimbursement is requested in line (A) above have been incurred and actually paid for by the Recipient; 2. the costs being claimed in this form are all Eligible Project Costs only (as that term is defined in the Agreement); 3. if the costs being claimed in this form are for supplies, equipment or services, the Recipient has acquired such supplies, equipment or services through a process that promotes the best value for money; 4. the representations and warranties set forth in the Agreement are true and correct in all material respects on the date set out below; 5. no Event of Default has occurred as of the date set out below; and 6. all of the Recipient’s obligations to date, as set out in the Agreement, have been satisfied.

Signature:

Date:

Name of signatory: ______

Title:

I have authority to bind the Recipient.

Program: Community Capacity Building Program (community capacity building initiatives) Project Number: 8210329 Recipient Name: The Corporation of the Municipality of Sioux Lookout Page 26 Page 126 of 135

SCHEDULE “E”

REPORTS

REPORTS SCHEDULE

Name of Report Due Date(s) Format and content requirements 1. Annual Report Each anniversary of Effective Date Form of Annual Report in Schedule “E”

2. Final Report Attached to final Request for Funds Form of Final Report in Schedule “E” completed and submitted to NOHFC together with one copy of the updated Economic Development Strategy, as set out in subsection 8.1(e) of the Agreement.

Program: Community Capacity Building Program (community capacity building initiatives) Project Number: 8210329 Recipient Name: The Corporation of the Municipality of Sioux Lookout Page 27 Page 127 of 135

SCHEDULE “E” (CONT’D)

REPORTS

FORM OF ANNUAL REPORT

1. Progress of Project: Have the milestones/activities for this time period been completed? If so, please provide a detailed explanation of what they are and how they have been completed. If not, please provide a detailed explanation why, how this affects the Project in the future and how the Project will be brought back into compliance with the Project Plan.

2. Financial information: Have expenditures been in accordance with the Project Budget, the Project Plan and the NOHFC Claim Schedule? If so, please set out what the expected Eligible and Ineligible Project Costs for this time period were compare them with the actual Eligible and Ineligible Project Costs in a financial summary. If not, please provide the information requested above together with an explanation of why the expenditures do not match the expected Eligible and Ineligible Project Costs and how this may affect the Project in the future.

3. Other performance measures: Have the objectives of the Project been achieved to date? Please describe the economic activity that has resulted in a benefit to Northern Ontario to date (number of jobs created / sustained and Project contributor funding contributions).

Signature:

Date:

Name of signatory: ______

Title:

I/We have authority to bind the Recipient.

Program: Community Capacity Building Program (community capacity building initiatives) Project Number: 8210329 Recipient Name: The Corporation of the Municipality of Sioux Lookout Page 28 Page 128 of 135

SCHEDULE “E” (CONT’D)

REPORTS

FORM OF FINAL REPORT

1. Project Completion: Have the milestones/activities as set out in this Agreement been completed? If so, please provide a detailed explanation of what they are and how they have been completed. If not, please provide a detailed explanation why and how this affected the overall Project.

2. Financial information: Have expenditures been in accordance with the Project Budget, the Project Plan and the NOHFC Claim Schedule? If so, please set out what the expected Eligible and Ineligible Project Costs were and compare them with the total actual Eligible and Ineligible Project Costs in a financial summary. If not, please provide the information requested above together with an explanation of why the expenditures did not match the expected Eligible and Ineligible Project Costs and how this affected the Project.

3. Other performance measures: Have the objectives of the Project as set out in this Agreement been achieved? Please describe the economic activity that has resulted in a benefit to Northern Ontario (actual number of jobs created / sustained and final Project contributor funding contributions). If the Project objectives were not achieved, please explain.

Signature:

Date:

Name of signatory: ______

Title:

I/We have authority to bind the Recipient.

Program: Community Capacity Building Program (community capacity building initiatives) Project Number: 8210329 Recipient Name: The Corporation of the Municipality of Sioux Lookout Page 29 Page 129 of 135

SCHEDULE “F”

CHANGE REQUEST FORM

Please complete all appropriate sections (to be completed by Recipient)

1. Amendment to NOHFC Claim Schedule (For a requested amendment of $100,000 or more in any Quarter)

Indicate previous NOHFC Claim Schedule and the requested amended NOHFC Claim Schedule. Insert additional years, if required and provide the reasons for the requested amendment in the box below.

Funding Year 1 (ending Mar 31/2020) Apr 1- Jun 30 Jul 1- Sep 30 Oct 1- Dec 31 Jan 1- Mar 31 Total Previous

New

Funding Year 2 (ending Mar 31/2021) Apr 1- Jun 30 Jul 1- Sep 30 Oct 1- Dec 31 Jan 1- Mar 31 Total Previous

New

Reasons for requested amendment to NOHFC Claim Schedule:

2. Changes in Project Plan (Complete where the Project milestones or their timing changes)

Indicate previous Project milestones and timing, the requested amended milestones and/or timing and reasons for the requested amendment in the box below.

Timing Project milestones Start (month/ year) End (month/ year) Previous New Previous New Previous New

(Change Request Form continued on following page – please fill out all pages)

Program: Community Capacity Building Program (community capacity building initiatives) Project Number: 8210329 Recipient Name: The Corporation of the Municipality of Sioux Lookout Page 30 Page 130 of 135

SCHEDULE “F” (CONT’D)

CHANGE REQUEST FORM

Reasons for requested amendment to the Project Plan:

3. Amendment to Project completion date (Complete where an amendment to the Project completion date is requested.)

Indicate the previous Project completion date, the requested Project completion date and provide reasons for the requested amendment in the box below.

Current Project completion date: ______

Requested Project completion date: ______

Reasons for requested amendment to the Project completion date:

4. Transfer of costs between Project Cost Categories

Indicate the requested transfer of amounts between cost categories set out in the Project Costs Chart (or in most recent Change Request Form agreed to by NOHFC) and provide reasons for the requested amendment in the box below.

Project Cost Category Total Project Costs PREV. NEW

TOTAL

Reasons for requested transfer of amounts between Project cost categories:

(Change Request Form continued on following page – please fill out all pages)

Program: Community Capacity Building Program (community capacity building initiatives) Project Number: 8210329 Recipient Name: The Corporation of the Municipality of Sioux Lookout Page 31 Page 131 of 135

SCHEDULE “F” (CONT’D)

CHANGE REQUEST FORM

5. Other amendments to the Agreement

Indicate other amendment(s) being requested and the reasons for the requested amendment(s):

6. Acknowledgement

The Recipient hereby requests the aforementioned amendment(s) to the Agreement and certifies that the information provided to support the request is accurate. The Agreement is accordingly amended upon execution of this form by NOHFC. All other terms and conditions of the Agreement remain in full force and effect.

THE CORPORATION OF THE MUNICIPALITY OF SIOUX LOOKOUT

______Date:______Print Name: Position: I have authority to bind the Recipient.

NORTHERN ONTARIO HERITAGE FUND CORPORATION

______Date:______Name: Position:

Program: Community Capacity Building Program (community capacity building initiatives) Project Number: 8210329 Recipient Name: The Corporation of the Municipality of Sioux Lookout Page 32 Page 132 of 135 THE CORPORATION OF THE MUNICIPALITY OF SIOUX LOOKOUT

BY-LAW NO. 47-20

BEING A BY-LAW TO APPOINT A TREASURER FOR THE MUNICIPALITY OF SIOUX LOOKOUT AND TO DEFINE THE DUTIES AND AUTHORITIES OF THAT POSITION (C. COLLINS)

WHEREAS Section 286 of the Municipal Act 2001, as amended (the Act), requires a municipal council to appoint a Treasurer who shall have such duties and responsibilities as outlined in Part VII, Section 285 to 305 of the Act, and to define the duties of and give authority to that office for the efficient financial administration of the municipality; and

WHEREAS the Act requires a municipal council to appoint as many tax collectors for the municipality as it considers necessary, who shall have such duties and responsibilities as set out in Parts VIII to XIII of the Act; and

WHEREAS the Council of The Corporation of the Municipality of Sioux Lookout deems it advisable and expedient to appoint a Treasurer for the Municipality of Sioux Lookout and to set the authorities, responsibilities and duties thereof;

NOW THEREFORE, THE COUNCIL OF THE CORPORATION OF THE MUNICIPALITY OF SIOUX LOOKOUT ENACTS AS FOLLOWS:

1. THAT Carly Collins be and is hereby appointed Municipal Treasurer and Tax Collector for The Corporation of the Municipality of Sioux Lookout, effective April 15, 2020, with the administrative responsibilities and duties according to the position description set out in the current Treasurer job description.

2. THAT Carly Collins be and is hereby appointed Secretary-Treasurer of the Municipality of Sioux Lookout Cemeteries.

3. THAT By-law No. 38-20, Being a By-law to Appoint an Acting Treasurer for The Corporation of the Municipality of Sioux Lookout (C. Collins) be and is hereby rescinded.

4. THAT this By-law shall be deemed to have come into force and take effect on April 15, 2020.

READ A FIRST, SECOND AND THIRD TIME AND PASSED THIS TWENTY- SECOND DAY OF APRIL, 2020.

______Doug Lawrance, Mayor

______Brian P. MacKinnon, Municipal Clerk

/bmk 15Apr20

Page 133 of 135 THE CORPORATION OF THE MUNICIPALITY OF SIOUX LOOKOUT

BY-LAW NO. 48-20

BEING A BY-LAW TO PROVIDE FINANCIAL RELIEF TO RATEPAYERS DURING THE COVID-19 PAMDEMIC

WHEREAS the Council of The Corporation of the Municipality of Sioux Lookout passed By-law No. 04-20, Being a By-law to Provide for the 2020 Interim Tax Levy and Late Payment Charges on January 15, 2020; and

WHEREAS the Council of The Corporation of the Municipality of Sioux Lookout passed By-law No. 87-19, Being a By-law to Impose Municipal Accommodation Tax on the Purchase of Transient Accommodation in the Municipality of Sioux Lookout; and

WHEREAS the Council of The Corporation of the Municipality of Sioux Lookout passed By-law No. 18-20, Being a By-law to Establish the Water and Wastewater Service Rates and Charges for the Production, Treatment, Storage and Distribution of Water and/or Wastewater in the Municipality of Sioux Lookout and to Repeal By- law No. 72-15; and

WHEREAS the Council of The Corporation of the Municipality of Sioux Lookout has established guidelines and Standard Operating Procedures respecting various financial matters;

WHEREAS the Council of The Corporation of the Municipality of Sioux Lookout deems it advisable and expedient to provide financial relief to ratepayers during the COVID-19 pandemic by amending the foregoing By-laws;

NOW THEREFORE, THE COUNCIL OF THE CORPORATION OF THE MUNICIPALITY OF SIOUX LOOKOUT ENACTS AS FOLLOWS:

1. THAT By-law No. 04-20, Being a By-law to Provide for the 2020 Interim Tax Levy and Late Payment Charges on January 15, 2020, be and is hereby amended as follows: a. THAT Section 6.1 be added to the By-law, and shall read as follows: 6.1 THAT notwithstanding Section 6 herein to the contrary, the penalties described in Section 6 shall not be applicable for the second installment of the Interim levy from May 1, 2020 through June 30, 2020.

2. THAT By-law No. 87-19, Being a By-law to Impose Municipal Accommodation Tax on the Purchase of Transient Accommodation in the Municipality of Sioux Lookout, be and is hereby amended as follows: a. THAT Section 14.1 be added to the By-law, and shall read as follows: 14.1 THAT notwithstanding Section 14 herein to the contrary, the penalties described in Section 14 shall not be applicable for the period of April 1, 2020 through June 30, 2020.

3. THAT By-law No. 18-20, Being a By-law to Establish the Water and Wastewater Service Rates and Charges for the Production, Treatment, Storage and Distribution of Water and/or Wastewater in the Municipality of Sioux Lookout and to Repeal By-law No. 72-15, be and is hereby rescinded.

4. THAT By-law No. 72-15, Being a By-law to Establish the Water and Wastewater Service Rates and Charges for the Production, Treatment, Storage and Distribution of Water and/or Wastewater in the Municipality of Sioux Lookout and to Repeal By-law No. 18-14, shall remain in full force and effect, and shall be and is hereby amended as follows: a. THAT Section 2.5.1 be added to the By-law, and shall read as follows:

Page 134 of 135 2.5.1 THAT notwithstanding Section 2.5 herein to the contrary, penalties shall not be applicable for the period of March 16, 2020 through June 30, 2020.

b. THAT Section 2.6.3 be added to the By-law, and shall read as follows: 2.6.3 THAT notwithstanding Section 2.6 herein to the contrary, no water shall be disconnected as a result of non-payment of the utilities account for the period of March 16, 2020 through June 30, 2020

5. THAT all “non-sufficient funds” (NSF) fees resulting from intended payments towards utilities or property taxes be and are hereby waived for the period April 1, 2020 through June 30, 2020.

6. THAT all penalties and interest that would otherwise be payable on all other accounts receivables’ outstanding accounts shall be waived for the period of March 16, 2020 through June 30, 2020.

7. THAT all Recreation Centre memberships sold in 2020 be and are hereby extended for a period of time commensurate with the closure of the Recreation Centre to the public (commencing on March 16, 2020).

8. THAT no new Tax Sales shall commence until October 1, 2020, however, tax sales currently in process shall continue.

9. THAT the timeframes outlined in this By-law may be amended by Council, by By-law, prior to June 30, 2020, to provide for revisions to these timeframes, should Council so deem it advisable.

10. THAT this By-law shall come into force and take effect on the date of its final passing.

READ A FIRST, SECOND AND THIRD TIME AND PASSED THIS TWENTY- SECOND DAY OF APRIL, 2020.

______Doug Lawrance, Mayor

______Brian P. MacKinnon, Municipal Clerk

/bmk 20Apr20

Page 135 of 135