CITY OF ORILLIA Regular Council Meeting Monday, September 18, 2017 - 7:00 p.m. Council Chamber, Orillia City Centre

A G E N D A

Infrared hearing aids are available on the east wall at the back of the Council Chamber. Page

Call to Order

O Canada

Moment of Silence

Approval of Agenda

Disclosure of Interest

Presentation

Deputations

7 - 78 1. Fred Larsen, Chair, Catherine Allman, Director and Michael Martyn, General Manager, Huronia Cultural Campus Foundation will be present to provide its Business Plan to Council. File: D00-HCC

Minutes

- August 24, 2017 Regular Council Meeting

Correspondence

79 - 80 1. Association of Municipalities of Ontario - re Municipal Labour Relations Symposium, September 22, 2017. File: A04-GEN

Reports

81 - 82 1. Report Number 2017-17 of Council Committee.

1. THAT confidential Report ED-17-23 dated September 1, 2017 from the Economic Development Department regarding an update with respect to the disposal of the property located at 2 Hunter Valley Road be received as information.

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2. THAT as recommended in Report FAC-FM-2017-06 dated August 31, 2017 from the Facilities and Special Projects Department, an expenditure of $35,000 be approved for parking lot repairs at the Metro Store located at 70 Front Street North;

AND THAT the funding be appropriated from the Land Acquisition Reserve.

3. THAT as recommended in Report TREAS-2017-G07 dated August 25, 2017 from the Treasury and Facilities and Special Projects Departments, the City’s participation in the Ontario Educational Collaborative Marketplace (OECM) Contract for the purchase of end-user computing devices and services be approved for the initial contract period of four years and eight months (Fall 2021);

AND THAT the tender process be waived as OECM has undergone the competitive process on behalf of the broader public sector.

4. THAT as recommended in Report FAC-IT-2017-03 dated August 30, 2017 from the Facilities and Special Projects Department, On The Air Networks be contracted for the installation of a Communications Tower at the Wastewater Treatment Centre and the relocation of radio equipment from the existing tower to the new tower for the quoted sum of $23,745 plus HST;

AND THAT pursuant to Chapter 261 of the City of Orillia Municipal Code - Purchasing, the project be directly awarded to On The Air Networks in order to meet the warranty obligations of the existing radio originally installed by the vendor;

AND THAT the budget for this project be increased by $6,200 for a total budget of $24,200 with additional funding being allocated from the Water and Wastewater Reserve Fund.

5. THAT as recommended in Report MHC-17-01 dated June 29, 2017 from the Municipal Heritage Committee, the property located at 16 West Street South (formerly Geneva Theatre) be added to the City of Orillia's Heritage Register on the List of Undesignated Properties of Cultural Value or Interest.

6. THAT Report HR-6 dated August 29, 2017 from the Human Resources Department and Chief Administrative Office regarding a historical analysis of municipal wages and benefits be received as information.

7. THAT as recommended in Report PRCD-09-2017 dated September 5, 2017 from the Parks, Recreation and Culture Department, Play Power LT Canada, Inc. be awarded the contract for the installation of play apparatus at Maple Leaf Park for the sum of $29,967.13 plus H.S.T.

8. THAT as recommended in Report PRCD-08-2017 dated

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September 5, 2017 from the Parks, Recreation and Culture Department, Bradanick Construction Services Inc. be awarded the contract for the design and construction of a new washroom facility to replace the Jerry Udell Fieldhouse in J.B. Tudhope Memorial Park for the sum of $1,577,727 plus H.S.T.;

AND THAT the budget for the project be increased by $53,000 for a total budget of $1,673,000;

AND THAT the additional funding be allocated from the Park Development Reserve.

THAT Report Number 2017-17 of Council Committee, now before Council, be adopted.

Motions

Enquiry Motions

Notice of Motion

Deputation Motions

Consent Agenda

83 - 84 1. Rural Ontario Municipal Association - re 2018 ROMA Conference, January 21 - 23, 2018. File: A04-GEN

Recommendation: Receive as information.

85 - 86 2. The Great Trail - re 2016-2017 Annual Report - The Making of the Great Trail. File: R05-TRL

Recommendation: Receive as information.

87 - 88 3. Simcoe Muskoka District Health Unit - re Review of Official Plan. File: S08-SMD

Recommendation: Receive as information. Copy to Development Services and Engineering Department.

89 4. Simcoe Muskoka District Health Unit - re 2016-2017 Annual Report. FIle: S08- SMD

Recommendation: Receive as information.

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91 5. Georgian College - re Appointment to the Town and Gown Committee. File: C13-APP

Recommendation: That the following resolution be passed:

"THAT, further to the letter dated September 6, 2017 from Georgian College, the student representative from the Orillia Campus, Dana Basdeo, be replaced with Scott Mason on the Town and Gown Committee for a term expiring November 30, 2020.”

93 - 101 6. Orillia Museum of Art and History - re 2nd Quarterly Report for 2017. File: A01- OMAH

Recommendation: Receive as information. Copy to Treasury Department.

103 7. Downtown Orillia Management Board - re Requesting the establishment of a Working Group to discuss downtown sidewalks and streetscapes. File: C12-DMB

Recommendation: Refer to Council Committee. Request report from Development Services and Engineering and Environmental Services and Operations Departments.

105 8. Downtown Orillia Management Board - re Requesting zoning restrictions for medical marijuana dispensaries. File: C12-DMB

Recommendation: Refer to Council Committee. Request report from Development Services and Engineering Department.

107 9. Virginia Mark - re Request to reduce speed limit on Gill Street due to school and Fire Station. File: T04-GEN

Recommendation: Refer to Council Committee. Request report from Development Services and Engineering Department.

109 - 111 10. Orillia Food Council - re Requesting funds associated with the cost of creating the Sustainable Food Action Plan (SFAP) for Orillia. File: F05-18

Recommendation: Refer to 2018 Budget Committee.

By-laws

2017-95 A By-law to amend Chapter 170 of the City of Orillia Municipal Code -

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Municipal By-law Enforcement Officer.

This by-law repeals the appointment of Amanda Grant and appoints Andrew Davis and Madalyn Abreu of the Ontario Society for the Prevention of Cruelty to Animals (OSPCA) in accordance with the Police Services Act.

2017-96 A By-law to confirm the proceedings of Council at its meetings held on September 18, 2017.

Announcements

Open Public Forum

Adjournment

Page 5 of 111 Page 6 of 111 RECEIVED CITY OF ORILLIA DEPUTATION REQUEST FORM AUG 0 31017 ~~-~Meeting Date Requested: S~-~~ '~~ ~~7

*Attachment: Deputation Procedures (Excerpt from Chapter 22- Council Procedure By-law)

All presentation materials must be submitted to the Clerk's Office by 12:00 Noon on the Wednesday prior to the requested meeting date. PERSON REQUESTING DEPUTA~No \;:'& ~~ CONTACT DETAILS: Email: Phone (B):~ Phone ( Phone (

DETAILS OF DEPUTATION: Please print clearly. Attach extra pages if necessary.

Will you be providing a powerpoint presentation?

Have discussions or correspondence taken place with a member of Council or Department Head and if so, with w~ and when?('\ \, c) ~ t-~ ~ <:): ~ '\t..-e_ __ . -~...AA.. s..£ . "-.A-. ' \ ... '

Are you speaking: a) o on your own behalf; or b) r(on behalf of a group/organization

Names and Signatures of Individuals Participating in Depu a n (maximum of 3 speakers): Name:~ Signatu~::s\A.&2~JQ~~~- -··w·.;= Name:~~~ignature: Date:-=~ Name: ,.-\-\il~ Signature: Date: _____

Personal information on this form is collected under the legal authority of the Municipal Act, S.O. 2001, c.25 as amended. The information is collected and maintained for the purpose of creating a record that is available to the general public pursuant to Section 27 of the Municipal Freedom of Information and Protection of Privacy Act. Questions about this collection should be directed to the Clerk's Office, Corporation of the City of Orillia, 50 Andrew Street South, Suite 300, Oril/ia, ON L3V 7T5

OFFICE USE ONLY: I ' . APPROVED ON: August Q I aon scHEDULED FoR: Se.pternb-3t jg, QO\]

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September 13, 2017

Mayor Clarke and Council City of Orillia 50 Andrew Street South, Suite 300 Orillia ON L3V 7T5

Dear Mayor Clarke and Council:

Thank you for the opportunity to appear before Council on Monday, September 18. We look forward to updating you in regard to: - our progress over the past several months and our plans going forward; - our Business Plan outlining our strategies as we go toward realization of our project for the Huronia Regional Centre surplus properties; - answering any questions (to the best of our ability) you may want to direct to our representatives at this Council meeting.

The Huronia Cultural Campus Board will be represented at this deputation by me, Fred Larsen, Board Chair; Catherine Allman, one of our Toronto-based Directors; and Michael Martyn, General Manager, HCC.

This deputation, as well as being an update for Council, will share with Council members our Business Plan, as requested. While this plan cannot be finalized until several of the current unknown variables are clarified by the province’s actions in response to the consultation, we are confident that it demonstrates our determination and readiness to proceed with the next steps toward the procurement of the provincial land on the HRC site—steps we will outline during the deputation.

It is also our hope—and expectation—that this presentation will lead to Council’s matching their 2015 and 2016 annual financial support for HCC in 2017. This continued support is crucial to our being able to meet expectations for the project’s moving forward in the near term. In addition, as we move toward acquisition of the property and realization of the early stages of the project, we expect to be calling upon the City’s previously committed support ($150,000) for the feasibility studies which will be required going forward. Orillia’s expression of confidence in this project will enable us to garner additional funding from other levels of government and from private funding and donations.

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This letter is accompanied by the following documents:

* a copy of the Huronia Cultural Campus Business Plan, September 2017, including Appendix G which provides a summary of the contacts that members of the HCC have had with individuals and groups, both locally and elsewhere, over the past months; * a Powerpoint presentation that will be used during the deputation.

I would point out, as well, that members of Council will have received electronic copies of the Business Plan in recent days, a step we have taken in order to ensure that they have had time to read and consider the document prior to the deputation.

Sincerely,

Fred Larsen, Chair Huronia Cultural Campus

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Page 30 of 111 The former Huronia Regional Centre is a major presence on the shores of Lake Simcoe, and holds no less of a presence for many people in Orillia. Both within and beyond the city limits stakeholders in the property include former residents, former staff, various levels and branches of Government, advocates of its natural environment, businesses, First Nations and, as a result of the work of the Huronia Cultural Campus (HCC), a growing number of artists and cultural sector workers, and their audiences. The HCC vision is supported by individuals and organizations including representatives from these stakeholder groups, and more.

The economic development potential of the lands is understandably front of mind for many. This document demonstrates how HCC will maximize the property’s potential as employment lands, tourist draw, contributor to the tax base, and more. To date HCC has received $50,000 from the City of Orillia, a figure we have turned into over $500,000, 70% of which is spent in Orillia for direct, local economic impact. The City’s confidence in our organization is well-placed and we are committed to innovating new ways to improve the standard of living and quality of life for the people of Orillia.

Creating a cultural centre of international significance on the north shore of Lake Simcoe requires a vital, proactive, and energetic approach to both economic development, and community place making. For HCC to meet this potential a close working relationship with the City of Orillia is imperative. Communication and cooperation during the acquisition, development, and programming of the property will bring success to HCC and the City of Orillia. Future development by HCC will need to be phased in over a multi-year period allowing operations to proceed and grow in a fiscally responsible and sustainable manner.

This document presents six distinct HCC project elements (See Section 5 – Options for Campus), communicates the current planning context, includes many of the financial considerations of a business plan, but also notes the planning constraints HCC faces. Many key pieces of information, including selling price of the property, condition of existing infrastructure, future uses of the Provincial ‘program’ lands, the City’s goals for the property, and conditions of sale the Province may consider, are not fully known at this time.

For HCC to meet its potential we must recognize this is a multi-year process with impacts extending far beyond Orillia. We are committed to excellence in our programming, efficiency in our operations, and resilience in our approach to the future. We recognize the need for partnerships to ensure integrity in conservation, infrastructure, economic development, and honouring the history of the site.

Page 31 of 111 Vision

When renowned visual artist Charles Pachter toured the Huronia Regional Centre (HRC) site in 2014, he imagined a total repurposing of the facilities of the former hospital. Pachter saw the opportunity to turn the former treatment centre into a hub of art and culture for Orillia, Ontario, and Canada—the Huronia Cultural Campus. His vision included the rehabilitation of more than thirty buildings on the site to create facilities for exhibit spaces, artist residences and studios while the open, natural spaces overlooking Lake Simcoe provided potential sites for sculpture gardens and performance spaces. Through ongoing public consultation and stakeholder engagement this vision has grown to a more encompassing belief that this property ought to be home for a regional centre for innovation that could, in due course, harness the arts, environmental research, media innovation, and more. In addition to creating a new and vibrant cultural touchstone, the Huronia Cultural Campus would act as a catalyst for job creation and economic development in the area, with room for long-term growth and further expansion. Formation of HCC

Pachter attracted an impressive line-up of individuals to help bring the vision to life. After several formative meetings the group registered as a non-profit organization in May, 2015.

Leadership comes from the 12-member Board of Directors (Appendix A). The diverse group brings an exceptional range of skills and networks to the table. The seven Honorary Directors (Appendix A), include some of the country’s most recognized and influential leaders from the public and private sectors and the arts. While not involved in the day-to-day decision making, the Honorary Directors provide further depth of skill, vision, talent, networks, and acumen to the organization.

Mandate

Huronia Cultural Campus is a not-for profit corporation and a registered charity (CRN 818198764 RR0001, December 30, 2016). HCC’s charitable objects are to bring arts and culture programming to the people of Orillia and area, but its vision extends well beyond this.

The Board of Directors, with the support of The City of Orillia, understands that programming arts activities in the local area addresses the short term needs of audiences. What we seek to accomplish is the long term development of the local and regional cultural sector into an economic driver, by facilitating networks and the exchange of skills between successful artists and thought leaders from outside the community, and the local population, and attracting significant cultural tourism.

Key to these long-term goals is the attainment of access to the surplus HRC property and the establishment of a development schedule which will transform the site into a widely-used public space and cultural hub, as well as the Huronia Cultural Campus home.

Page 32 of 111 Five Pillars

Culture provides the foundation for our work, and our vision is built on five distinct pillars:

HCC believes support for all five pillars is essential to ensuring the long term sustainability and relevance of the campus. All pillars are necessary to support the whole. Their interrelationships, while complex, all serve to support our community to achieve its potential.

Site Legacy: The history of the HRC site is complex. HCC believes, as do many in Orillia and beyond, that whatever the future of the site holds there is a need for healing and ongoing recognition of what has occurred there. Memorialization of former residents, their experiences, and the legacy they carry with them, consistent with the apology given by Premier Kathleen Wynne in the Ontario Legislature on Devember 9, 2013, is essential for the community to heal and for citizens to acknowledge the long lasting impacts of the past. Indigenous Peoples: HCC recognizes the Chippewa of Rama First Nation as the traditional keepers of the lands under discussion. HCC believes the future and past uses of the land are inextricably joined and that the culture of indigenous peoples, traditional, contemporary, and intermingled, must play an important role in the future of the site. Economic Development: For decades the HRC was the area’s largest employer. Its closing caused a significant shift in the economic capacity of Orillia from which the community is still recovering. Economic development, through employment, municipal tax revenue, and cultural tourism, is central among the priorities of many stakeholders. Environmental Stewardship: The Lake Simcoe Protection Act, and other Federal, Provincial, and Municipal legislation, intersects with this site in a number of important ways. Maintaining or improving the integrity of the existing ecology, especially but not limited to the Provincially Significant Wetlands, is an essential part of our vision and planning processes. Educational Opportunities: Opportunities for arts education, similar to those offered by Banff Centre, and done in partnership with one or more post-secondary institutions, are recognized as holding significant potential to attract people from across Canada, and around the world, to HCC.

Page 33 of 111 Making tangible connections between Orillia and innovators and creators from far beyond our community presents the best opportunity for our community to engage in a sustainable future.

Activities

In its short history HCC has recorded many accomplishments:

Secured operational funding from City of Orillia of $25,000 / year, for two years, with a further $25,000 ear marked for 2017, to pursue strategy and planning regarding the HRC;

Garnered the support of Orillia and area arts and business groups, Lakehead University, Georgian College, municipal governments and members of the community for the HCC vision;

Successfully mounted the first Huronia Arts Festival in 2016. This one day arts festival, held in partnership with Lakehead University, received support from three levels of government;

Involved in hosting public speaking engagements with prominent leaders in Canadian arts and letters, including author Donald Tapscott and Janice Price, President/CEO of Banff Centre, to engage the local community in imagining the potential of the former HRC site;

HCC successfully leveraged the City of Orillia’s $50,000 to-date contribution into over $500,000 of direct investment over three years from three levels of Government, business, and private individuals;

Non-Municipal funding includes: Ontario Cultural Attractions Fund (2016, $30,000); Ontario Trillium Foundation SEED (2016, $75,000); OTF GROW (2017-2020, $290,000); Canada Summer Jobs Program (2016, $10,000 and 2017, $10,000).

Planned Activities

In 2017 the Ontario Trillium Foundation committed to $290,000 over three years for HCC’s programming activities through the GROW stream. These activities will include two days of community facing arts programming each year that will:

attract and expand arts audiences;

create new professional networks for local artists;

generate over $200,000 of direct economic impacts in the community per year;

forge closer ties between HCC and our partners, especially Rama First Nation and City of Orillia.

2017 programming through HCC Presents includes Giiwenh First Nations Authors Festival. Being held on Rama territory on September 30, 2017, this is an important partnership with the Chippewas of Rama First Nation focused solely on the writing of authors who identify as Indigenous, First Nations, or Metis, and is unique in Canada. A second event, GATHERING2017, will be held in Orillia November 17 – 18. This multi- disciplinary art event brings artistic excellence from the worlds of music, dance, and theatre to St. Paul’s Community Centre.

Page 34 of 111 • Feasibility Study

It is assumed that the planning context for the development of HCC will include third-party led feasibility studies for one or more phases of the overall project. The City of Orillia has budgeted $150,000 for this purpose which HCC hopes to match with funds from both the Provincial and Federal Governments.

• Ownership

The former HRC property, located at 800 Memorial Avenue, Orillia, is owned by the Province of Ontario. It currently houses a Provincial Courthouse, The Ontario Provincial Police Academy, including trainee residences and training facilities, and Public Health lab.

The property remains zoned as Institutional. Zoning and Re-zoning applications are discussed under Section 7. In reference to the subject property Section 3.4.5.1 of the City of Orillia Official Plan states: a) Lands designated 'Major Institutional' facilitate the development of major institutional uses to support the local community and strengthen the role of the City as a regional service provider. These lands include large-scale educational facilities and government offices. b) It is the intention of the City to ensure that lands designated 'Major Institutional' are developed on the basis of a City-approved Comprehensive Development Plan. In addition, all development within the 'Major Institutional' designation shall conform with the ‘Design Policies for Employment Lands’, and any other applicable policies of this Plan. The Municipal approvals process will require the completion of a Comprehensive Development Plan prior to the commencement of Development activities. (See Appendix C for specific interactions regarding the HRC property and the City of Orillia Official Plan). • Description of Property

The size of the entire property currently identified as 800 Memorial Drive, Orillia, is estimated to be 260 acres. Of this total, 175 acres have been designated by Infrastructure Ontario (IO) to be declared surplus. The area being retained by the Province includes all of the prominent structures on the property.

The surplus areas (yellow outlined areas in Map A) are divided into two parcels, referred to in this document as Parcel A and Parcel B. This document is primarily concerned with Parcel A.

The surplus property is bisected by a former railway track, which is now a walking/biking trail, owned and maintained by the City of Orillia.

Parcel A: The larger of the two parcels comprises approximately 100 acres. Roughly defined, the parcel extends from Woodland Drive in the west to the eastern boundary of the former HRC property. The southern border is defined by the former railway line, while the northern border takes an irregular path from Memorial Drive to skirt along the built up areas of the property. There are no existing buildings on this parcel.

Page 35 of 111 Environmental and jurisdiction factors that impact Parcel A include the presence of a Provincially Significant Wetland (See Section 3. C, below), overlap in utility services between Orillia Hydro and Hydro One, proximity to OPP General Headquarters (GHQ) proximity to Provincial offices, and unknown condition of aged sub- surface linear infrastructure including plumbing, drainage, and electrical.

Parcel A: A one minute drive from Highway 11 and Highway 12 there could be vehicle access to the property from both Memorial Drive and Woodland Drive. Parcel B: This parcel includes 5000 feet of undeveloped Lake Simcoe shoreline. Given the importance of public access to waterfront in City of Orillia’s long term plans and priorities, it is assumed the City’s primary interest is in this area. It should also be noted that the City owns and maintains the trail bisecting the parcels.

HCC recognizes the need for a coordinated approach towards planning and land use between Parcel A, Parcel B, and the Trans Canada Trail. see also Appendix H • Provincially Significant Wetland

In the early 1980s, in response to pressure from developers, the Province ranked wetlands using a point score based on size, use, species and location. Subsequently, the ranking was changed to either “significant” or “not significant.” By this grading system, the province has rated HRC’s wetlands as significant.

More recently, under the Lake Simcoe Protection Act, all wetlands surrounding Lake Simcoe are deemed provincially significant. This designation allows for a buffer zone of approximately 125 meters to be put in place surrounding the wetland to protect it from adjacent development.

The HRC wetland is made up of mixed swampy areas, some open, some with maple and ash trees as well as marshy areas covered with cattails. It is divided by the Trans Canada Trail with culverts running under the trail to enable continuous movement of water towards the lake. It is part of a larger, interconnected system of wetlands that ultimately runs into Lake Simcoe, cooling, filtering and cleansing the water.

Page 36 of 111 It is estimated that over 70% of Ontario wetlands that existed prior to European contact have now vanished putting extensive pressure on the remaining wetlands. Any resulting property management plan for the site must include conservation easements.

The HRC property maintains a relatively natural shoreline at a time when approximately 93% of Lake Simcoe’s shoreline is developed. Generally there is little public access to Lake Simcoe shoreline as most is in private hands.

• History

The Ontario government first established a branch of the Provincial Lunatic Asylum in Orillia in 1861 in a converted hotel that stood in what is now Couchiching Beach Park. The Huronia Regional Centre (previously the Ontario Hospital School, Orillia, and initially the Orillia Asylum for Idiots) was moved to its current site in 1876. It was an institution for developmentally disabled persons operated by the province of Ontario until its closure March 31, 2009.

While the growth of the Centre was continuous through the first half of the 20th century, by the early 1960s overcrowding and dilapidation were taking a toll on the facility and its residents. The 1970s saw a change in emphasis in the care of those with developmental disabilities—from institutionalized care to community inclusion. The number of residents of the Huronia Regional Centre declined from nearly 3,000 residents in 1968 to less than 350 by the time the Centre was closed in 2009. In 2010, former residents of the Centre started a class-action lawsuit against the Government of Ontario alleging that systemic physical, sexual and emotional abuse against the residents. The lawsuit was settled in 2013 with a financial payment and formal apology to the affected residents. A collection of artwork by former residents of the Huronia Regional Centre is part of the permanent collection of the Creative Spirit Art Centre in Toronto. Former residents of the Centre continue to share their stories so that all may continue to learn from their experiences. Selected works by some of these artists were featured as part of the 2016 Huronia Arts Festival.

• Process for Provincial Declaration of Surplus Assets

Infrastructure Ontario is responsible for managing provincially-owned real property assets. IO identifies properties for disposal and is responsible for choosing and conducting the appropriate disposition approach. Candidate properties are circulated to ensure there is no alternate government need for the property in question. Once this process has been conducted, IO may declare a property surplus. At the conclusion of the surplus process, including all approvals, due diligence, and an Order in Council (OIC), the property can be sold.

See Appendix C for further details on Infrastructure Ontario’s Surplus Disposition Process

• Infrastructure Ontario Public Consultation Process:

Infrastructure Ontario launched a public consultation process on “the future of the HRC surplus lands” on August 25, 2016. At this time an online form was posted to the Infrastructure Ontario website asking the public to contribute its opinions. The online process concluded April 28, 2017.

On Thursday, March 30, 2017, the Province conducted two facilitated public meetings at Orillia City Hall where stakeholders were given the opportunity to go on record with their views about the future of the

Page 37 of 111 property. Addresses favourable to the HCC concept were delivered by many important community stakeholders, including Ontario’s Lake Country (Tourism), The Orillia Food Council (Social Justice), Orillia & District Arts Council (Arts Service Organization), Orillia Chamber of Commerce, Lakehead University, Georgian College, Community Development Corporation for Orillia and Area (Economic Development), as well as many individual community members.

In July, 2017, IO released its preliminary report on the community consultation. This report notes the following overarching themes emerging from the community discussion about the property:

Any land use should be inclusive and accessible; a place that everyone is able to enjoy year- round and that recognizes the history of institutionalization in Ontario as well as the accomplishments and successes of people with intellectual disabilities. The land use should result in a positive economic impact on the community while being self- sustaining. The site should be a peaceful place for reflection and education.

HCC notes that the goals of the community for the property are in perfect harmony with the vision and strategy of HCC.

HCC has requested from IO all reports written regarding the site. It is expected these reports will aid the planning and due diligence efforts.

External Stakeholders Analysis

Municipality

The City of Orillia is a key stakeholder in the future of this property which is a large piece of undeveloped land within Orillia’s Municipal boundaries. While confidentiality considerations preclude certainty regarding the municipality’s intentions towards the property, the Official Plan calls for acquisition of waterfront lands for parkland development. Regarding this property specifically, the Official Plan identifies several acres adjacent to Woodland Drive as Employment Lands. (See Appendix B)

Province

The Province of Ontario is the current owner of the property, and will retain ownership of the lands immediately adjacent to the north west of the property being discussed, for a variety of uses.

The Province’s role as stakeholder is complex: it has a duty to comply with its own policies regarding disposal of surplus assets, balancing the new development with its ongoing operations on the adjacent property, and the further need to recognize and honour the history of the property, and the concerns of former residents, in the process of this disposal.

First Nations

The Directors of the Huronia Cultural Campus (HCC) acknowledge that where we gather is the land and territory of the Chippewa people. We wish to express our gratitude and demonstrate our respect to all Aboriginal people for taking care of this land from time immemorial, and for sharing this land with those of us who are newcomers. In this spirit HCC commits to involving and consulting with local First Nations in any development of this property.

Page 38 of 111 While pre-Settler indigenous history and connection to the site is something we honour, we also acknowledge that many people from Rama First Nation have their own direct history with the HRC facility, and that the connection of indigenous peoples to the site is layered and complex.

HCC understands its obligations under Provincial legislation governing Planning and Cultural Heritage regarding indigenous history.

Provincial Agencies and Ministries

Specific bodies of the Provincial Government which have regular and ongoing interaction with the area adjacent to the surplus lands include:

• Ministry of the Attorney General / Ontario Courts

• Ministry of Community and Social Services

• Ministry of Public Safety

• The Ontario Provincial Police

• The Ontario Provincial Police Academy

• Alcohol and Gaming Commission of Ontario

Provincial bodies whose portfolios overlap or are directly related to the property and the process of its disposal include, as well as those who have been approached by HCC regarding our plans for the site, include:

• Infrastructure Ontario

• Ministry of Community & Social Services

• Ministry of Tourism, Culture, and Sport

• Ministry of Economic Development & Growth

• Ministry of Natural Resources

At this time the interests of some of these ministries towards the property is unclear. HCC continues to seek information meetings with Ministers and other representatives of these bodies.

Former Residents

HCC Directors recognize the range of opinion among those with direct, personal histories with the former HRC. It is a highly emotional issue for many people and one that has received considerable attention in news media. HCC has received messages of support from some former residents and staff for proposed re-purposing of the site, reflecting the reality that a range of opinion exists within this stakeholder group. HCC continues to perform outreach with representatives and advocates of former residents.

Local Cultural Sector

Perhaps no stakeholder group is more enthusiastic for the ambition and potential of the HCC project than the local cultural sector. HCC enjoys considerable local media profile and there is a high level of awareness

Page 39 of 111 among local artists and culture workers of activities towards re-purposing the former HRC for cultural purposes. While the local sector sees opportunity to further its own economic and creative interests, the greatest enthusiasm is typically reserved for the projects’ general benefits to the community, including job creation, increased and improved social interactions, and development that respects and builds on what they see as this community’s cultural identity.

Local Population

The legacy of the HRC is significant in the immediate and surrounding community. Not only does the history remain deeply emotional for many former residents and their families, but for decades it was the largest employer in the area. Many former staff retain a strong connection to the place and are deeply affected by being associated with a place that has become known for abuse of society’s most vulnerable citizens. As a result former residents and former staff co-exist in the same community years after the closure of the facility.

Similarly, the local population in general, regardless of any direct association with the HRC, are aware of how the institution’s legacy has tarnished the community.

Broader Cultural Sector (National, International)

HCC sees itself in a national and international context. From the outset its intention has been to create an institution to co-exist within the national cultural fabric alongside Banff Centre (Alberta), National Arts Centre (Ontario), and Fogo Island (Newfoundland and Labrador), and capable of attracting world class talent and sponsorships. HCC, by including in its Honorary Directors business and arts leaders with international profiles, is mindful of the important role of this group to help define the international size, scope, and sustainability of the project.

In June 2016, at a HCC hosted event, Banff Centre President and CEO Janice Price stated her intention to partner with HCC once operations commenced. Similar statements are on record from the operators of Fogo Island Arts Centre. Both of these institutions have been successful in attracting large, sustaining, private donations. By keeping a national and international profile central to our vision HCC is positioning itself to achieve similar fundraising goals.

Page 40 of 111 Underpinning much of the potential of the HCC project is the promise of regional and area economic development, and increased opportunities for young people. This plan anticipates HCC’s potential to foster three distinct areas of economic activity:

Cultural Industries and the Arts Tourism Arts Education

Even with two post-secondary education institutions Orillia currently experiences a net loss of its young people who, more than ever, are migrating to larger urban centres. The principle reason for this is a perceived absence of employment opportunity in the immediate area. Creating new opportunities for employment and self-employment, and encouraging a start-up ecosystem is critical for Orillia to retain its young people and foster the leaders it will need in the near future.

HCC, with its unique ability to create knowledge exchange between the people of Orillia and leading innovators in the fields of arts, culture, and business, will play a key role in the long term economic sustainability of the region. By developing a plan to engage national and international leaders of arts and culture in creation, education, and community, HCC will prove the potential that exists here and establish the north shore of Lake Simcoe as a place of international importance for cultural exchange.

Cultural Industries in Ontario

Originally defined by UNESCO, Cultural Industries are those which combine the creation, production, and distribution of goods and services that are cultural in nature, and usually protected by intellectual property rights. These can include film and television production, digital media content creation and gaming, music recording and production, publishing, and other related fields.

Cultural industries are important contributors to Ontario’s GDP. Data from Hill Strategies shows that: • The direct contribution of culture industries to GDP was $27.7 billion in Ontario in 2014, which represents 4.1% of provincial GDP. The value added of culture industries in Ontario, as a proportion of total provincial GDP, is well above the national average (3.3%). • In 2014, there were 301,900 jobs directly related to culture industries in Ontario, or 4.3% of the province’s 7.0 million jobs. This percentage is also above the national average (3.9%). • In Ontario, the GDP of culture industries is larger than the value added of agriculture, forestry, fishing, and hunting ($5.9 billion), accommodation and food services ($13.1 billion), utilities ($15.1 billion), and transportation and warehousing ($25.9 billion). However, the value added of culture is less than that of educational services ($38.9 billion) and construction ($43.3 billion). • Between 2010 and 2014, the GDP of culture industries grew by 16%. Approximately half of this cultural activity exists in the City of Toronto, with a significant portion of the remaining activity occurring within the GTA. HCC contends it is in the interests of all Ontarians to diversify economic growth not only across the Province, but across employment sectors around the Province. Cultural economies are more likely to be self-sustaining where populations are greatest. If jobs and

Page 41 of 111 economic development are the priority of all levels of Government, then meaningful support to seed their growth across sectors and regions is essential.

Tourism

Defining the Cultural Tourism Industry

Cultural Tourism is a subset of tourism concerned with a location or region’s culture, art, history, and way of life. It can include attendance at performances or festivals, seeking out unique dining experiences, attending galleries or museums, studying an area’s architectural heritage, etc.

Trends

In Simcoe County cultural tourism is increasingly dominated by outdoor festivals, particularly during July and August. Long standing events such as Mariposa Folk Festival, Kee to Bala, Kempenfest, and newer arrivals including Wayhome, Boots and Hearts, and Big Feastival bring tens of thousands of visitors to the area on specific weekends. Professional summer theatre has returned to the Orillia Opera House with the support of the City of Orillia. The City of Barrie is reconfiguring its involvement in arts and culture to one where creative industries and start-ups are central to economic development strategies

Other cultural events that succeed with a mix of local tourism and out of area visitors are the Images Studio Tour, held Thanksgiving Weekend every year. This artist-run, visual arts event features the work of 19 area artists, and is deemed by the organizers and participants to produce significant economic activity and visibility for these artists.

Agricultural tourism is also emerging as a strength for the region. Bala Cranberry Festival, also held on Thanksgiving Weekend, is particularly noteworthy. Other seasonal activities including pumpkin patches, strawberry picking, Christmas tree farms, and maple syrup Sugar Bushes, are common, although there is little information available on quantity of out of area visits occurring as a result of these.

The mainstay of the tourism economy in Simcoe County, particularly in the summer, remains cottagers and people escaping the GTA for a weekend on the lake or a summer holiday. Ontario’s Lake Country has identified that outdoor pursuits are the most significant contributing factor for visitors to the area.

Tourism Market Development Potential

Located between the business world of the GTA and the weekend getaway of the District of Muskoka, Simcoe County is ideally suited to offer a permanent, year round, cultural destination. The area continues to transition between an agricultural and manufacturing base to one that is service based, with significant reliance on tourism. Local first and second tier governments all place emphasis on the need to develop the knowledge economy and reduce reliance on precarious incomes or low wage service sector positions.

2016 PRIZM Marketing Segmentation done for local destination marketing organization Ontario’s Lake Country (OLC), indicates that over 50% of visitors to Simcoe County value attendance at cultural events. All segment groups identified in the report place a very high value on outdoors experiences including fishing, skiing, sledding, and boating. The scale of the property and many of the mid to long term uses under consideration speak to the potential of HCC to add to this inventory of outdoor attractions in Lake Country as well as throughout the Bruce Grey Simcoe Tourism Region (RTO 7).

Page 42 of 111 The PRIZM report identifies the following as potential growth targets for tourism in Simcoe County:

• Young to middle age families with children • Exurban & suburban communities • University & College education in service sector and white collar careers • Upper middle and upscale incomes • Soft adventure sport lovers with family focus • Technology embracers

These groups overlap well with the identified priorities in existing economic development strategies developed by Orillia, Barrie, and Simcoe County.

Arts Education

Post-secondary and degree post-graduate fine arts education opportunities are limited in Simcoe County. Options currently include Georgian College Fine Arts, which focuses primarily on traditional visual arts media, and Lakehead University’s Media Studies Program. Electives at each institution include courses in film studies, music studies, literature, etc. There are no degree programs for theatre, creative writing, digital media arts, or dance. Likewise there are no programs that teach and develop the corresponding technical skills necessary to create sustainable activity in these areas.

Expanding available post-secondary and post-graduate arts education opportunities requires partnership between existing parties. HCC has existing partnerships with both Lakehead and Georgian. Both institutions are on record for noting the opportunity to expand their offerings in the arts. Janice Price, President and CEO of Banff Centre is on record saying the Banff Centre wishes to partner with HCC to develop arts education and programming capacities.

In the GTA Ryerson, Ontario College of Art and Design, University of Toronto, and York University all have programs that relate directly to the HCC vision. York University, just an hour south of Orillia, boasts a 2700 student School of Art, Media, Performance, and Design, as well as the Schulich School of Business whose MBA Program offers specialization in Arts, Media and Entertainment Management. Experiential education opportunities in the forms of work practicum, co-op placement, internship, and community engagement are growth areas in the Canadian post-secondary landscape. Opportunities for partnership and collaboration with post-secondary institutions are plentiful and continue to grow as the national economy transitions away from manufacturing and agriculture towards knowledge based industries.

Page 43 of 111 The Huronia Cultural Campus requires a multi-phase 20-year development plan. Only elements thought to be feasible in the first decade are discussed here.

HCC seeks to transform the former Huronia Regional Centre property into the Huronia Cultural Campus. When the Campus is completed, it will serve as a focal point for artists, musicians, and anyone interested in arts and culture in Ontario.

First envisioned as a centre for innovation and art the vision has grown and attracted the support of business and cultural leaders, from Orillia and further afield. Together their dream has increased in scope, anticipating that, in addition to a memorial to its history, the site could house an outdoor performance space, sculpture gardens, live/work space for artists, a centre for arts education, and more.

Site remediation, preparation, and landscaping will be an essential first step regardless of the course selected.

HCC believes a combination of some or all of the following options may be developed and implemented over a long term strategy. a) Memorial

The history of the former HRC is the subject of a great deal of emotion for many former residents, staff, and their families and, as such, warrants public commemoration. In 2014 Ontario Premier Kathleen Wynne apologized to the former residents of Huronia Regional Centre for abuses which occurred there. Former residents and their representatives continue to advocate that use of the site, if any, be focused on memorializing the history of abuse, and the lives of people who lived there. It is understood the Ministry of Community and Social Services has budgeted money to support a memorial on the site. The scope of such a project is not known.

Orillia is still home to many former HRC residents, and many former staff. As a result Orillia is where reconciliation and healing around the history of the site occurs on a daily basis.

Although the idea did not originate with HCC, a memorial to this history is present in our planning work. It is committed to the prioritization of a memorial and believe that the responsibility for this lies primarily with the Province of Ontario, in partnership with the former residents themselves. b) Sculpture Garden

Sculpture Gardens and Sculpture Parks offer an opportunity for people to experience large scale, site specific artworks in natural settings. Typically a number of large scale sculptural works are installed, temporarily or permanently, on a property, according to a specific curatorial or thematic vision. The viewer then progresses from one piece to the next along a walkway, either on a self-guided or guided tour.

Sculpture gardens occur across Canada and around the world. Some, such as Park Guell in Barcelona, Spain, or the Hakone Open Air Museum in Kanagawa, Japan, are significant tourist attractions in their own right, charging admission and receiving tens of thousands of visitors a year. Many consist solely of permanently installed works, although ephemeral or temporary works are becoming more common.

Page 44 of 111 In areas of the property where land is being rehabilitated, HCC sees opportunity to have the sculpture garden complement both the natural and human history of the land. Sculpture Gardens provide an approach to the property that does not involve access to the existing buildings, and can be arranged to avoid any interference with the wetlands. ‘Landmarks 2017’, a Canada 150 project occurring in National Parks across Canada, provides a further example of installations that are designed with the intention of being ephemeral or temporary, a possibility which allows for renewal on the site. c) Performance Pavilion

Performance pavilions, similar to Tanglewood in Massachusetts, Ravinia in Chicago, or the smaller Estes Park Pavilion in Colorado, are the modern version of the bandshell. Suitable for small ensembles or large orchestras, performance pavilions serve an important social and commercial role, and can be key to cultural tourism strategies. They typically make use of natural settings which boast attributes of a natural amphitheatre, and add professional infrastructure such as staging, seating, audio and lighting infrastructure, etc.

Performing arts festivals continue to grow in popularity, particularly during the summer months, across Canada and, in particular, in the areas surrounding the GTA. In addition to working to provide a home for new and existing festivals in the area, HCC sees opportunity to build on existing relationships, including with the Toronto Symphony Orchestra, to provide a summer home to this, or other, orchestras,as Tanglewood is the summer home to the Boston Symphony and has become the lynchpin for tourism in Western Massachusetts, attracting over 200,000 concert goers each year to open air concerts.d) Artist Live/Work Space

Following the example of organizations such as Artscape, Urbanspace Property Group, and others, HCC sees potential to develop a residential component geared specifically to artists and cultural sector workers. Though the existing buildings are not available for re-purposing under the current Declaration of Surplus Assets, the possibility of new, purpose-built structures is being explored.

Advantages of a residential component include a relatively consistent, predictable revenue stream. Affordable live/work space for artists is increasingly difficult to find in downtown Toronto as development pressures and tax structures demand increased intensification. According to Artscape1 there is growing demand for this type of accommodation in Toronto. HRC’s waterfront location, combined with its proximity to the GTA, make it an ideal candidate for Toronto artists seeking an affordable place where they can both live and create.

For the Municipality the advantages of such a development are obvious:

Revenues from property tax and development charges Increased employment Spinoff economic activity e) Arts Education Programs

With two post-secondary campuses in close proximity to the HRC site, and an early operational emphasis on developing close relationships with these institutions, HCC is well-positioned to partner with one, or

1 http://www.artscapediy.org/Creative-Placemaking/Place-Matters.aspx

Page 45 of 111 both, to develop post-secondary fine arts education opportunities. HCC believes there is an opportunity for this type of curriculum in the area.

Creating a place for ongoing education and professional development opportunities for working and mid- career professional artists is attainable. Banff Centre, Alberta, and Fogo Island Arts, Newfoundland- Labrador, are both examples, albeit with very operating structures, of place based opportunities for the intersection of fine arts practice and professional development. They intersect in ways that integrate with their communities, are financially sustainable, and world class. f) Longer Term and Community Sourced Options

Options a – e represent projects HCC believes can be implemented within a three – 10 year time frame. The organization recognizes there are additional, longer range options whose conception, development, and implementation could take place outside of the present 10 year planning window. Additionally HCC recognizes that, through our own community consultation processes, other options may emerge.

For example, HCC representatives have met three times with Chief and Council for Chippewas of Rama First Nation. During the course of these meetings the concept of a museum focused on the history of First Nations in the area has been discussed. This conversation is in its infancy, and the concept can only advance with the full leadership and cooperation of one or more First Nation partners.

Other potential museum concepts include a Canadian Folk Music Museum and Hall of Fame, a concept that dovetails well with Orillia’s long and close connection to Mariposa Folk Festival. The Orillia Heritage Centre, a local organization dedicated to the preservation of Orillia’s industrial heritage through the collection and maintenance of artifacts, but without a permanent home, has also expressed interest in becoming a partner.

Additional possibilities to establish professional development, conference, and retreat facilities in the picturesque setting exist. Preliminary research indicates a market exists for corporate retreat facilities of this nature based on proximity to the GTA. Best practice is seen at Banff Centre where the Centre for Management leverages the unique insight and development abilities from their arts workers to create value that attracts conferences, professional development, and management retreat business from across Canada and around the world.

Page 46 of 111

Defining Project Viability

The HRC site presents a complex network of stakeholder interests. A viable solution for the property must strike a balance between these various interests. Huronia Cultural Campus will manage and operate some of the project elements but have minimal involvement in others. A potential implementation strategy, utilizing Options a – g from Section 5, is outlined below.

Plan Phase I, 18 to 36 months: o Site Preparation o International Sculpture Garden o The land is rustic and requires a major landscaping overhaul to generate an amenity for the public use after 120 years of sequestering. Plan Phase II, 3 to 5 years: Options requiring a feasibility study prior to development Plan Phase III, 5 to 10 years: Presented here as 'optimistic ideals' for more comprehensive completion of the re-purposing objectives of the 'vision' as the opportunity arises. Each will require full feasibility studies. The viability of the project will hinge on its financial sustainability and its ability to contribute positively to the local and regional economies. This can be accomplished in a variety of ways, ranging from immediate and specific job creation, to expanding the capacity for self-employed artists to create incomes for themselves, to tourism expenditures within the broader community.

Page 47 of 111 PHASE I, Project A: Site Preparation / Outdoor Recreation Park and Gardens

HCC presumes that all, or the majority, of beach shoreline on the property will be used for public access, swimming and other water recreation. As a public good HCC believes there is benefit in conceiving the site as a place where visitors to a Municipally owned and operated waterfront can walk unhindered between the HCC grounds and the waterfront. HCC recognizes such conception requires a close working relationship with City of Orillia.

Site preparation and initial landscaping for recreation may include:

tree plantings & community gardens attention to existing and potential view-scapes visual arts installation, recreation trails connection(s) to the City bus circuit, Performance area suitable for presentations to small audiences Makeover of fencing and restricted areas, by arrangement with relevant Provincial bodies Vehicular access, parking and restrictions/signage for access and recognition

For discussion purposes vehicle access to the site would be from Woodland Drive, with a new route via United Avenue at the north end of the property, to be determined in collaboration with City of Orillia.

Ancillary services to be considered in site preparation: potable water, waste water, lighting and power, site maintenance, snow plowing, and other key physical plant considerations.

Requirements: Engage in a process to select landscape planning strategy and design elements

Target: 1 year to implementation

Potential Partnerships: 1. Landscape design thesis project University of Toronto and University of Guelph. 2. TD Canada Trust Friends of the Environment Foundation

Estimated total project costs: $3,000,000, assuming existing roads and infrastructure are useable.

Estimated Annual Operating Costs: $120,000 (taxes, insurance, basic upkeep)

Self-Generated Revenue Potential: Nominal

PHASE II, Project B: International Sculpture Garden

HCC will host a competition for installations. This will include a public exhibit of ten to fifteen major works incorporating or complimenting the natural surroundings. Sculpture gardens and parks offer an opportunity for people to experience large scale, site specific artworks in natural settings.

Requirements: Professional curatorship and site planning to begin creation of a large scale sculpture

Page 48 of 111 park worthy of international recognition.

Target: 2 years to start of implementation

Targeted Public Sector Partnership:

Department of Canadian Heritage Ontario Arts Council Canada Council for the Arts

Estimated Project Capital Costs: $3 million, including $1.5MM in awards

Estimated Annual Operating Costs: $320,000, including physical upkeep and security; curatorial and site management, publicity and marketing

Revenue Potential: Ticketed admission

PHASE I Project A: Artists Live-Work Space - The Declaration of Surplus Assets does not include any of the existing built structures on the property, therefore any residential component will consist of new build.

The chief advantage of a residential component is the presence of relatively consistent, predictable revenue stream, compared to the other options discussed here. Affordable live/work space for artists is becoming increasingly difficult to find in downtown Toronto as development pressures and tax structures demand increased residential intensification. HCC will seek to develop working relationships with the City of Orillia and County of Simcoe to address targeted housing needs on a fee for service basis, similar to Artscape Non-Profit Housing’s long standing relationship with the City of Toronto.

In addition this concept provides opportunity for skill development, exhibit space and permanent residences for sculptors, visual, artists, decorative artists, musicians, international visitor’s accommodation, and other users as may be relevant. Several existing buildings could potentially be repurposed to house studios, workspaces, and gallery areas. The capacity exists on site to build infrastructure needed to support creation of a broad range of physical, digital media, live performance, and other art forms.

HCC will consider the potential of any of the existing buildings when and if they come online in future Declarations.

Target: 3 years if some of the housing is obtained in the purchase of surplus; 5 years for new build.

Partnerships and Essential Relationships:

Page 49 of 111 Strong 3P potential (Public-Private Partnership) Infrastructure Ontario County of Simcoe (Affordable Housing Office) City of Orillia

Requirements: Design and develop sustainable housing design/build project with the intent of providing opportunities for mixed-income residential component.

In addition and as appropriate, advocate for inclusion of adjacent large open built spaces to be used as studios, galleries, and other facilities for the creation and display of original artworks.

Illustrative Example of Development Financials: (Similar to Triangle Lofts Development, Toronto Artscape)

Estimated Project Capital and Cost of Sales: $30,000,000* for 100 Units Estimated Annual Operating Costs: $700,000/year Mortgage Payments per Year (25 Years @ 3%): $288,000

Self-Generated Revenue Potential: MARKET RENT: $360,000 (Avg. $2000/unit x 15) GEARED TO INCOME: $216,000 (Avg. $1200/unit x 15) CONDO SALES: $25,200,000 (Avg $360,000/unit x 70) FEES (0.40/sq ft): $490,000 (Avg. $7000/unit/year x 70) SALES TOTALS (Y2) $25,200,000 ANNUAL REVENUE $1,066,000

*All figures at 2017 CAD values

Phase III is heavily dependent upon political initiative, public project funding and/or private benefactors and corporate build-lease arrangements. All projects in this time frame will require Feasibility Study and Master Plan in place (see Section 7).

Project: Summer Performance Centre for symphony, ballet, and concert performances. This facility will become home to regional music and performing arts festivals, a practice centre suitable for elite level ballet, theatre, opera, and orchestra, while remaining accessible to a variety of orchestras, musicians and musical groups from southern Ontario.

Requirements: Relevant partnerships and financing to be determined. The feasibility study will involve a more detailed costing analysis for the built project.

Page 50 of 111 Who Buys the Land?

The July 19, 2017 report on the future of the land prepared by Lura Consulting states the following points regarding future ownership:

There are five potentials / options for HCC’s purchase or ongoing access:

i. HCC purchases the land outright, with a financing structure to be determined, and retains sole ownership

ii. HCC enters into a long term lease with the Province and is the sole tenant on the property

iii. HCC partners with the City of Orillia or a post-secondary institution to secure a loan through Infrastructure Ontario and owns the property jointly, to be developed to meet shared needs

iv. HCC partners with a private developer to finance the purchase and development of the property

v. The City of Orillia purchases the land and enters into a special agreement with HCC as tenant2

Assumptions: Generally these options involve the question of whether HCC purchases and owns the land outright, or if title is purchased by another entity with the intention of supporting HCC activities on the site.

This section is primarily concerned with PHASE I, financing the acquisition of, or access to the land, and the immediate, short term requirements involving site preparation, land remediation, landscape architecture, etc.

If the HCC buys the land outright the assumptions regarding this option include:

The Province agrees to sell the land at a nominal sum HCC secures interest free purchase financing through Infrastructure Ontario, requiring either a Municipality or post-secondary institution as guarantor OR Financing is arranged through other means, including a significant private donation

2 It is understood that, at time of writing, City of Orillia is not interested in purchasing the area referred to here as Parcel A.

Page 51 of 111 If HCC acquires access to the land through a third party purchaser (options ii, iii, iv, above) assumptions include:

The purchasing partner may be a body or agency of a level of government The purchasing partner may be a private corporation with whom HCC develops a special agreement HCC will have access to the land to conduct its programming activities while title resides with the third party HCC will become a tenant on the land, holding operational responsibility for the property, while the responsibilities of ownership reside with the partner This partner could be a private foundation established specifically for the purpose of supporting HCC activities.

General Financing Model

There are three elements to Project Financing: Purchase, Capital, and Operating.

1) Purchase: The initial acquisition of the land by HCC and/or another party. Depending on the goals of major stakeholders, and the time and cost needed to reach these goals, this may include

i) HCC purchases the land for a nominal sum and leverages ownership of the asset relative to the asset’s market value

ii) City of Orillia purchases or acquires the land from the Province and grants access to HCC for proscribed uses

iii) A Public / Private Partnership in which the Municipality acquires the land and enters into an agreement with a private developer and HCC, providing each partner a defined scope of operations and responsibilities. It is understood that revenue potential from residential or other components will be essential to the private partner.

2) Capital: Funds required to put in place the necessary infrastructure and facilities to commence operations.

Capital expenses will be covered by a combination of revenue streams applicable to any of the five options outlined above:

i) Assuming ownership of the property is secured by HCC, either solely or in partnership, this asset presents the opportunity to invite third party investment in the form of Community Bonds. Investments would be professionally managed by a third party.

ii) Large scale private donations will be an important revenue stream. HCC anticipates establishing a professional development team to manage this on an ongoing basis.

iii) Opportunity for public investment from Canadian Heritage, Ontario Ministry for Economic Development and Growth, and other Government sources.

3) Operating: Will cover the regular, ongoing costs of running and maintaining the operations. This will include wages and administration, artist fees, maintenance and grounds keeping, utilities, taxes, etc.

Page 52 of 111 Operating and Long Term expenses are to be covered by a range of revenue streams. Sustainability, relies on revenues including:

• Rent / Sales / Merchandise;

• Endowment and Investment Returns

• Community Bonds;

• Naming Rights and Programme Sponsorships

• Government Grants

The Cost

Table 1 shows a sales cost comparison of similar properties declared surplus by IO since 2011.

The County of Simcoe shows the entire existing property at 800 Memorial Drive, Orillia valued at $15,485,000 for tax assessment purposes. This includes all non-surplus ‘Program’ lands, all existing buildings, and Parcels A & B, including approximately 5000 feet of waterfront.

HCC believes the overwhelming majority of the assessed value lies in the non-surplus lands, and the waterfront of Parcel B. As a result we believe the land of Parcel A can be acquired at a nominal cost.

For comparison purposes we note that in 2013, 85 acres of the decommissioned Edgar Centre, located 20 km west of Orillia in Oro-Medonte, were purchased by a private developer for $2500.

Page 53 of 111 Financing Streams

Anticipated financing streams include:

Philanthropic / ‘Unicorn’ donations (>$1MM) Government grants for capital projects (>$100K) including: o Heritage Canada Endowment Program o Cultural Spaces Canada o Ministry of Economic Development (Ontario) Government loans (>$100K) including: o Ontario Ministry of Agriculture, Food, and Rural Affairs (OMAFRA) o Infrastructure Ontario o Ministry of Economic Development o Southwestern Ontario Economic Development Area (Ontario) o Ministry of Tourism, Culture, and Sport Large private donations (>$100K) Private investment through unique instrument such as community bonds Small – Mid-Range Private donations (>$1,000)

Receipted Donations

10% Non-Receipted 8% Donations 7% 48% Gifts from Other Charities Government Funding 27% (All Levels) Self Generated and Other Revs

Source Data: Charities Directorate of Canada referencing Arts Club Theatre, National Arts Centre, National Ballet of Canada, Canadian Opera Company, Toronto International Film Festival, Stratford Festival, Banff Centre, Societé Place des Arts, Toronto Symphony Orchestra. (See Appendix G)

Page 54 of 111 Purchase

Cash Flow and Debt Service Coverage

Pending a more comprehensive understanding of optimal project phasing, specific cash flows and debt servicing will be determined in the Feasibility Study discussed previously in Section 3. HCC makes the following assumptions:

1) Cash inflows during Phase I will come primarily from senior levels of government and private donors. Self-generated cash inflows during this period may be minimal; 2) Cash outflows in Phase I will include land purchase and costs of securing the property; 3) Cash outflows in Phases II & III will be related exclusively to identified capital expenses and relevant programme operations.

Sensitivity Analysis

The sensitivity analysis portion of the feasibility study will be vital to determining the best strategy for ordering and implementing project phases. Areas of sensitivity include:

Property costs significantly different from those previously charged by IO / ORC; Significant changes in real estate values both in Orillia / Simcoe County and the GTA; Zoning and planning changes effecting Size/Scope/Capacity of project elements; Change in interest rates; Success of fundraising initiatives.

Page 55 of 111 The HRC site offers an important intensification opportunity for the county and City.

1. Master and Site Plan

HCC understand the Campus as a composite of many interdependent parts - built, natural, social, economic, programmed, infrastructural, interpersonal - and believes developments prosper when each component receives consideration in planning. Importantly, the master planning/site planning consultant must be experienced in the plan, design and construction of urban campuses and, accordingly, understand the challenges of turning a historic campus into a vital and exciting component of the community. In the master plan process, HCC strives to integrate the triple bottom line, building for environmental responsibility, social progress and solid economic returns.

Terms of Reference – Master plan/Site plan for end of 2019 with land, architectural re-use, transportation, costing, revenue potential from developments, and site re-purposing and re- development and design. This is to be undertaken in coordination with City of Orillia Planning Department and the Province of Ontario, Ministries of Tourism, Culture and Sport and Infrastructure Ontario. Recommendations on phasing and removals will be incorporated during the Feasibility Study.

Costs are anticipated to be in the range $400,000 to $500,000, for the Master Plan. – The City of Orillia has agreed to a proposal during the 2016 City of Orillia Budget discussions for $150,000. HCC anticipates this will be extended to FY 2018. HCC will leverage this amount to access matching funds from both the Provincial and Federal Governments. Proposals from HCC anticipate financial participation of the County of Simcoe, Province of Ontario Ministry for Economic Development, Ontario Ministry of Agriculture, Food and Rural Affairs, Canadian Heritage, and others.

Additional interactions with government include: Provincial Policy Statements – relevant MOE/ MOE guidance documents Ontario Planning Act City of Orillia Official Plan City of Orillia Zoning by-law City – initiated studies: Plan for Culture (2006), Downtown Tomorrow Plan (2012), watershed, shoreline studies, etc. Federal regulations regarding shorelines and fisheries Conservation Authority regulations Secondary plans, Township plans, land use applications, etc.

The consultant will require an understanding of the development of the site and its historical context in Simcoe County, including Orillia and surrounding Aboriginal communities - and the way they have evolved and changed over time. This understanding of both historical development and the relevant planning framework is critical to the creation of a planning solution that (a) complements existing neighbourhoods, (b) reflects the City's history and (c) retains and even enhances the essential character of the City itself.

Page 56 of 111 Public and Private Realm – Planning and the physical design of our communities greatly influences levels of social interaction and opportunity, as well as defining areas of civic responsibility. The Consultant team must understand this relationship and strive to create a well-connected, enriched public realm in the neighbourhood. In this regard it will put forward master and block plan concepts clearly showing conceptual building locations – depending on the built asset obtained - massing and parking as well as private realm and public realm urban design standards. Examined will be how open space can be logically stitched into the existing urban fabric and how heritage and culture, including aboriginal heritage and cultural resources can contribute to a sense of place and a campus/neighbourhood identity.

2. Landscape Plan

Topographic and Landscape plans will be required before development on the property can begin.

Below is one student's description of the base land and built environment on which to develop a landscape plan that will not preclude further developments as determined in the Consultant's Master Plan, or Cultural Feasibility studies.

Illustration © 2017 by Nathaniel Grant, Used with Permission

Illustration © 2017 by Nathaniel Grant, Used with Permission

Page 57 of 111 Illustration © 2017 by Nathaniel Grant, Used with Permission Permission with Grant, Used Nathaniel by © 2017 Illustration

Page 58 of 111 3. Feasibility Study: DRAFT Terms of Reference

1. Background and Program Objectives

As per the current document.

2. Consultancy Objectives and Rationale for Selection

The feasibility study will provide key information that will allow the project team to identify project specifics by providing information on: i) Market potential and local infrastructure (water, electricity, roads, ICT, markets, etc.) ii) Access to financial resources (financial institutions, microcredit, community bonds, etc.); iii) Potential local partners that are able to provide the training and services; iv) Partners from outside the local area who can make meaningful, mutually beneficial contributions to the project v) Other resources such as social service organizations, business organizations, community organizations, etc., which can provide a social network able to reinforce the sustainability of the incubator; vi) Recognize and include key stakeholders from marginalized populations including people with direct history with the HRC institution, First Nations, and others; vii) Significant presence of cultural sector workers, educators, and business leaders who will benefit from HCC.

3. Specific Tasks The consultant will integrate, update, and correct as needed in order to complete the feasibility study. Specifically, the consultant will: Hold no less than 4 meetings with the client to update and receive direction Conduct significant qualitative and quantitative research with the support and direction of the Client Contact, whenever possible and appropriate, the organizations, NFPs, firms, individuals, etc. in order to determine the relevance of these resources for this study, and obtain useful information; Write a 25-30 page report clearly stating the most feasible strategy for implementation of HCCs goals Organize an inventory of all resources that have been identified, including names, addresses, description of the activity, and contact people, and place this in the Appendix of the report; and, Organize field visits to stakeholders and resources as relevant

4. Duration of Assignment

The final report will be submitted to the client six months after the issuance of the contract, unless otherwise negotiated.

5. Timetable and Deliverables

Month 1: Client Meeting 1 Literature Review Identification of and contact with Stakeholders Preliminary Stakeholder Interviews; Identify key stakeholders needs Month 2: Client Meeting 2 Additional Research: Municipal, Provincial, and Federal Government interactions Additional Research: Cultural Sector and Cultural Industries needs assessment Month 3: Client Meeting 3 Report 1 – Writing Report 1 – Submission and Client Feedback

Page 59 of 111 Month 4 Client Meeting 4 Determine methodology for determining optimal strategies, including: Comprehensive Project Phase by Phase Costing (Capital) Comprehensive Project Phase by Phase Costing (Operating) Month 5 Comprehensive Ranking and Identification of Optimal Strategies Summary Draft Report to Client Month 6 Final Report submitted Client Meeting 5

6. Fees, Payment Schedule and Allowable Expenses

TBD

Page 60 of 111 The vision of a major piece of cultural infrastructure in Orillia is difficult for some to reconcile with the community they’ve always known. HCC’s concept using existing, natural resources to attract investment to the Lake Simcoe waterfront is geared neither towards maximizing private profit, nor subsidizing the arts or artists. The vision is to make a long term, sustainable, and meaningful contribution to the community that provides employment, investment, infrastructure, net cash inflows, and new networks for local innovators.

Situated between the GTA and Muskoka Orillia is ideally placed to take advantage of both the fourth largest metropolitan area in North America and the summer playground for the residents of that region. Indeed, this has been central to local economic development strategies across business sectors for decades. The range of opportunities that HCC presents for engagement with people from outside our community is unprecedented. The Tanglewood Performance Centre in rural Lenox, MA, attracts over 250,000 visitors during the summer months alone. Scaling a project even half as successful as this in Orillia brings opportunity to the entire community.

Most importantly the HCC vision does not settle on one specific operational element: it encompasses a broad range of activities to maximize earning potential across multiple revenue streams. Residential and educational components provide much needed year round employment and revenue while the natural attributes of the grounds are put to best use during the summer months.

The framework exists: best practices are easily observed and learned from. What remains is to put into action what we have witnessed and learned from our colleagues around the world. HCC intends to make a lasting, indelible contribution to the local economy, Canadian national identity, and the emerging global sensibility of connectedness, innovation, and inter-reliance.

We invite examination, questions, and input regarding this document, our methodology to date, and how we can build a stronger Orillia by connecting creativity, commerce, and community.

Page 61 of 111 :

• That the Huronia Cultural Campus will consist of and contain a number of specific projects and facilities with which to meet its ongoing, long term programme requirements.

• That this is a preliminary planning document, and further study is required to determine feasibility and determine optimal project phase implementation.

• That the Province of Ontario will be accepting offers on the property by Summer, 2018.

• That Infrastructure Ontario will be selling the property in a manner, and at a price, consistent with those properties identified in Table 1, page 26.

Page 62 of 111 Executive & Board of Directors

Huronia Cultural Campus

(Ratified by Motion at Meeting of the Board, September 9, 2016)

Mr. Fred Larsen Chair Mrs. Debbie Woodman 1st Vice Chair Dr. Dennis Smith 2nd Vice Chair Mr. Chris Hazel Seretary / Treasurer Ms. Catherine Allman Director Mr. Anderson Charters Director Mrs. Pat Hehn Director Ms. Marcia McClung Director Mr. Will McGarvey Director Mr. Charles Pachter Director Mrs. Margaret Pomeroy Director Mr. John (Don) Ross Director

Honorary Directors

Margaret Atwood Author, Companion of the Order of Canada, Fellow of the Royal Society of Canada

Bonnie Brooks Vice President and Former CEO, Hudson’s Bay Company; Chairman of the Board of Trustees of the ROM; Member, Board of Directors for Empire Company Limited, Rogers Communications, and Abercrombie & Fitch

Helen Burstyn Co-founder of the Pecault Centre for Social Impact; Distinguished Visiting Professor for Social Enterprise at Ryerson University; former Chair of Ontario Trillium Foundation, Waterfront Toronto, and Evergreen Canada

Anne Golden PhD, C.M.; Distinguished Visiting Scholar and Special Advisor at Ryerson University; Director-External of the Ryerson City Building Institute Maureen Kempston-Darkes OC, O. Ontario; Former General Motors Group Vice President; President, GM Latin America, Africa and Middle East Travis Shilling Painter; Author; Film Maker

Don Tapscott CM; CEO, Tapscott Group; author; Adjunct Professor at the Rotman School of Management; Fellow of the Martin Prosperity Institute at the University of Toronto; Chancellor of Trent University.

Page 63 of 111 “In general, IO’s on-going analysis and planning activities and the provincial government’s requests and policy initiatives are the means by which Real Property Assets are identified as candidates for disposal. Real Property Assets are then assessed for determination of an appropriate Disposition approach. Concurrently, the properties are circulated to ensure there is no alternate government(s) need for the assets. The candidate Real Property Assets confirmed as Surplus Real Property Assets are approved as part of Infrastructure Ontario’s multi-year sales plan and annual sales plan. The Surplus Real Property Assets undergo due diligence and are subject to Government’s approvals for disposition, including Order- in-Council and, if required, Management Board / Treasury Board of Cabinet approval. Once all approvals are obtained and due diligence is complete, various marketing procedures are initiated to achieve the greatest benefit to the Government, ultimately culminating in the Disposition of the Real Property Asset.”

Sales Plans: IO conducts an internal audit of Government and Government Agency space and capacity requirements prior to declaring a property surplus. For properties declared surplus by IO there is a range of considerations that may or may not be included in the Sales Plan, including: real estate development and value enhancement options, and acquisition programs. All Real Property Sales are subject to approval in accordance with IO’s Delegations of Authority and as part of IO’s multi-year sales plan and annual sales plan.

Property Circulation: Real Property Assets considered for Disposal are circulated to ministries, agencies, local and upper-tier municipalities and other levels of government to protect Ontario Government interests and priorities and to ensure there is no alternate government(s) need for the assets. HCC is registered as a party of interest regarding the former HRC property and is included on circulations pertaining to it.

Due Diligence: Due diligence in the Disposition of Real Property Assets by IO includes consultation with Aboriginal peoples and identification of Aboriginal interest in the subject property; compliance with environmental assessment; compliance with legal requirements.

Order in Council Approval: Typically OIC approval provides 15 months for the subject property to be sold.

Fair Market Value: Disposition of Real Property Assets is to be based on fair market value unless a Government-approved program provides for an exception or specific Management Board / Treasury Board of Cabinet approval is given for an exception.

Offers for less than current appraised market value may be accepted up to a maximum difference of $15,000 on properties valued at less than $300,000, or 5% on properties valued at $300,000 or more.

Open Market and Non-Market (Direct) Sales: Assets offered for sale must be placed on the open market except in cases specified in the Real Property and Accommodation Directive, including:

• Property is being transferred to other levels of government, provincial agencies or corporations, utility companies or conservation authorities. • Direct sales are being carried out after an unsuccessful public offering, subject to approval of the President and CEO or the Chief Operating Officer.

Page 64 of 111 • The Deputy Minister of Energy and Infrastructure or the Deputy Minister of Transportation, as appropriate, considers it to be in the Crown’s best interest to sell Real Property Asset to an adjacent landowner. The Minister of Energy and Infrastructure or the Minister of Transportation, as appropriate, considers it to be in the Crown’s best interest to sell Real Property Asset to a specific party.

Page 65 of 111 MAJOR INSTITUTIONAL DESIGNATION 3.4.5.1 Intent a) Lands designated 'Major Institutional' facilitate the development of major institutional uses to support the local community and strengthen the role of the City as a regional service provider. These lands include large-scale educational facilities and government offices. b) It is the intention of the City to ensure that lands designated 'Major Institutional' are developed on the basis of a City-approved Comprehensive Development Plan. In addition, all development within the 'Major Institutional' designation shall conform with the ‘Design Policies for Employment Lands’, and any other applicable policies of this Plan. 3.4.5.2 Permitted Uses a) Permitted uses on lands identified as ‘Major Institutional’ on Schedule ‘A’ include: i) facilities related to federal, provincial or municipal government service delivery and administration; ii) places of worship; iii) educational and associated recreation facilities; iv) adult care facilities, such as nursing homes, long-term care facilities, retirement homes, continuum of care developments and independent living units for seniors, developed in conjunction with the on-site provision of retirement related services, facilities and amenities; v) housing for students and/or staff of any institutional use; vi) parks and recreation facilities; and, vii) ancillary public uses and public and private utilities.

b) Retail and service commercial uses that are ancillary or accessory to and specifically serve the primary institutional use, may also be permitted, subject to a review of their suitability by the City and a limitation on their scale in the context of the required Comprehensive Development Plan.

c) Proposed places of worship shall require an amendment to the Zoning-Bylaw. In considering an amendment to the Zoning By-law the application shall be supported by an analysis that demonstrates that the proposed use will not displace employment that will result in a shortfall in the City’s employment areas to meet the employment target in 2.2 a) of this Plan.

3.4.5.3 Prohibited Uses

Page 66 of 111 a) Prohibited uses on lands designated ‘Major Institutional’ on Schedule ‘A’ include:

i) public and/or private elementary and secondary schools.

3.4.5.4 Conversion Policies a) Lands designated 'Major Institutional' may only be converted for non-employment uses on the basis of a Municipal Comprehensive Review and shall demonstrate that:

i) there is a need for the conversion;

ii) the lands are not required over the long-term for the employment purposes for which they are designated and that the municipality will meet the employment forecasts allocated to the municipality pursuant to this Plan;

iii) the conversion will not adversely affect the overall viability of the Major Institutional area, and achievement of the intensification target, density targets, and other policies of this Plan; iv) there is existing or planned infrastructure to accommodate the proposed conversion; v) cross-jurisdictional issues have been considered; vi) the proposed use is compatible with adjacent land uses; and, vii) there is no past on-site contamination that would negatively impact the proposed use or future users of the site.

3.4.5.5 Development Policies a) All new development shall be subject to Site Plan Control.

b) Development of a site, including enlargements or replacements of existing facilities, with an existing executed Site Plan Agreement shall be subject to Site Plan Control.

c) Enlargements of existing facilities of a site without an executed Site Plan Agreement that would involve an expansion of the floor area by more than 15 percent of the existing Gross Floor Area, shall be subject to Site Plan Control in accordance with the City of Orillia Site Plan Control By-law.

Page 67 of 111 d) New development within the 'Major Institutional' designation may be required to proceed through the preparation of a Comprehensive Development Plan. Where required by the City, the Comprehensive Development Plan shall include the following components: i) a detailed road, block and land use plan that identifies the conceptual layout of the area; ii) a comprehensive streetscape, open space and trails plan that identifies the function, design and treatment of all the road types/trails and the location of all public sidewalks. This component of the Comprehensive Development Plan will also include a detailed layout and description of the proposed parks, trails, parkettes and storm water management facilities, including preliminary design schemes for each; iii) urban design and architectural control guidelines;

iv) an Environmental Impact Study; and, v) any other study considered appropriate by the City to ensure that the requirements for a complete application have been met. e) In addition to the Comprehensive Development Plan required above, any proposed development of the Huronia Regional Centre shall also be required to conform to the following policies: i) development of the Huronia Regional Centre shall provide a public parkland dedication in accordance with the provisions of the Planning Act, to the satisfaction of the City. The City may accept cash-in-lieu of In addition to the Comprehensive Development Plan required above, any proposed development of the Huronia Regional Centre shall also be required to conform to the following policies: parkland dedication.. ii) public access to the Lake Simcoe shoreline shall be ensured and appropriately secured; iii) a Shoreline Protection Plan shall be prepared and implemented, and shall ensure conformity with the Lake Simcoe Protection Plan. The first 30 metres from the shoreline will be protected as public open space and/or Environmental Protection Area; and, iv) a Cultural Heritage Protection Plan shall be prepared and implemented. f) Prior to the development of any new building, or the major expansion of any existing building on the Georgian College lands, the City may require an Environmental Impact Study which shall explore development alternatives that minimize the impacts on the existing woodlot on the property.

Page 68 of 111 g) The City may place a holding provision on any or all of the lands pending the completion of the Comprehensive Development Plan.

Page 69 of 111

Page 70 of 111

Page 71 of 111 Boston Symphony Orchestra 2015 – 16 FS - Five Year Financial Highlights

2012 2013 2014 2015 2016

OPERATING ACTIVITY (in thousands of dollars)

OPERATING REVENUES

Concerts $ 30,508 $ 29,978 $ 31,708 $ 31,955 $ 34,800

Tours 2,022 2,239 3,603 2,361 3,132

Other* 7,777 7,258 7,618 7,912 8,590

TOTAL OPERATING REVENUES 40,307 39,475 42,929 42,228 46,522

DIRECT OPERATING EXPENSES 32,216 30,931 33,829 35,509 38,043

FIXED COSTS

Artistic 24,153 25,193 24,774 24,960 27,705

Facilities net 5,727 5,610 5,385 5,637 5,930

Marketing, 3,705 3,776 3,656 3,790 4,325 promotion and sales

General and 8,013 8,921 8,527 8,814 9,760 administrative

TOTAL FIXED COSTS 41,598 43,500 42,342 43,201 47,720

TOTAL OPERATING EXPENSES 73,814 74,431 76,171 78,710 85,763

DEFICIENCY FROM OPERATIONS (33,507) (34,956) (33,242) (36,482) (39,241)

SUPPORT

Annual 20,096 18,931 17,775 19,087 19,299 contributions

Fundraising and (7,286) (7,179) (6,911) (7,131) (7,847) sponsorship expenses

Fundraising events 2,553 2,393 2,318 2,586 2,185 and projects (net)

Endowment 18,432 18,575 21,164 22,058 23,637 allocation

NET SUPPORT 33,795 32,720 34,346 36,600 37,274

SURPLUS (DEFICIT) 288 (2,236) 1,104 118 (1,967)

TOTAL REVENUES 82,484 80,955 85,365 87,109 92,740

TOTAL EXPENSES 82,196 83,191 84,261 86,991 94,707

PROPERTY AND ENDOWMENT (in thousands of dollars)

PROPERTY 43,807 44,406 44,758 43,309 43,424

ENDOWMENT

Pooled endowment 354,914 395,674 446,421 423,675 419,401 and other investments

Page 72 of 111 Assets held by 25,049 25,976 28,478 26,644 26,978 others

TOTAL ENDOWMENT INVESTMENTS $ 379,963 $ 421,650 $ 474,899 $ 450,319 $ 446,379

POOLED ENDOWMENT TOTAL 2.9% 10.1% 13.1% -3.5% 4.6% RETURN FOR THE YEAR

*Other includes concession income, education, electronic media, hall rental, merchandise sales, and other revenues

Page 73 of 111 attendance 2015–16 season bso concerts concerts attendance

BSO Winter Season (a) 104 217,870

Boston Pops (b) 86 193,990

Tanglewood (BSO Events) 34 188,370

Youth and Family 11 18,770 Concerts and Open Rehearsals

Esplanade and 10 454,600 Community Concerts

245 1,073,600 bso-produced concerts attendance

Chamber Players (c) and 25 14,630 other ensemble performances (d)

Seiji Ozawa Hall Recital 17 21,620 Series

Popular Artists/Radio 11 115,070 Shows

Shed Recitals/Visiting 3 16,020 Ensembles

Tanglewood Music Center 26 15,310

82 182,650 Total 327 1,256,250

Page 74 of 111 January 6: Kellie Beasley, HGR Graham Partners, LLP

January 13: Bruce Stanton, MP (Orillia Office)

January 21: ODAC Executive, Orillia

January 28: County of Simcoe Information Meeting (Cultural Funding)

February 11: “Remembering Huronia”, Durham College, Oshawa

February 12: Kim Fedderson, Principal, Lakehead U. (Orillia)

March 3: Ministry of Economic Development, Bay Street, Toronto

In attendance: Bruce Singbush (MEDEI), Maggie Allan (MEDEI/MRI), Christina Beja (IO),

Karen Chan (MCSS), Kevin Finnerty (MTCS), Gayle Jackson, City of Orillia

April 12: lunch with Ann Smiley, professional fundraiser

April 14: meeting with Lakehead U. staff re Huronia Arts Festival (August, 2016)

April 21: Warden Gerry Marshall, County of Simcoe

Mark Aitken, CAO, County of Simcoe

April 28: Tour of Artscape Toronto Shaw Street School Facility

May 13: Lunch with Patrick Gossage, political commentator and retired founder of Media Profile, a Toronto Communications company

June 9: Lake Country AGM

June 9: Meeting with Mariposa Folk Festival Executive

June 22: Luncheon for Janice Price, President and CEO, Banff Centre

June 28: Tourism Town Hall, City of Orillia

July 20: phone conversation with Karen Bell and Brad Saunders, Community Living, Toronto

July 22: telephone conversation with Gail Lord, Lord Cultural Resources (and Member of the Order of Canada)

July 22: meeting with David Zimmer, Ontario Minister of Indigenous Affairs and Reconciliation

July 27: meeting with Rama First Nation Council re Huronia Arts Festival, 2016

August 4: Artscene taping (Rogers Cable) with John Swartz, Orillia

Page 75 of 111 August 10: meeting with Howard Rideout, architect (Howard Rideout Architect Inc., Toronto)

September 28: coffee with Barbara Dickson, ROI Human Capital Investment of Orillia (formerly with Queen’s School of Business)

September 30: meeting with CDC Board (update)

October 14: Meeting with Ian Bromley, Director of Economic Development, City of Orillia

October 26: HCC Board Meeting attended by Rosemarie Enslin, (Enslin Group Marketing and Communications, Calgary), Geoffrey and Joanne Campbell (Oakley Developments), Susan Feldman (former Executive Director, CBC, now independent communications consultant)

November 14: meeting with Ryan Howes, Burl’s Creek

November 21: conversation with Geoffrey Campbell, Oakley Developments (Matchedash Lofts development in Orillia)

December 6: meeting with Rama First Nations Chief and Council

December 7: meeting with Daniel Nowoselski, organizer, Ministry of Economic Development, Bay Street, Toronto

December 30: Charles Pachter’s Birthday Drop-in, MOFO: numerous Toronto and Orillia friends and business associates in attendance

January 11: meeting with Marie-France Lalonde, Ontario Minister of Francophone Affairs, in Penetanguishene

January 12: meeting with Brian Johns, Regional VP, Ontario Liberal Party (now President of Ontario Liberal Party)

January 25: meeting with Cathy Stevenson, Manager, TD Canada Trust, Orillia

January 31: Lake Country Workshop

February 1: taping of Roger’s Cable show: focus on HCC

February 13: Stakeholder Meeting hosted by LURA Consultants (for Infrastructure Ontario)

February 22: attended Canadian Club luncheon in Toronto where Bonnie Brooks (currently an HCC Honorary Director) was awarded the Canadian Club’s 2016 Lifetime Achievement Award

February 28: met with Helena Jaczek, Minister of Community and Social Services, Ontario and members of her staff

March 22: attended welcome ceremony for Lakehead University incoming Chancellor, Lyn McLeod (former Leader of the Ontario Liberal Party)

March 30: private meeting between HCC and LURA consultants re “future of HRC property”

Page 76 of 111 March 30: public deputations to LURA consultants at City Council Chambers, Orillia

April 18: meeting with Rama First Nation Chief and Council

April 20: lunch meeting in Toronto with Doug Simpson, Netgain Partners Inc. (“management specialists committed to helping not-for-profit and public sector organizations reach their goals”)

April 26: email exchange with Howard Rideout, architect, re HCC progress

May 16: Larsen and Pachter guest speakers at Orillia University Women’s Club annual general meeting

June 2: meeting with Rama First Nation Chief and Council

June 6: meeting with Cathy Stevenson, Manager, TD Canada Trust, Orillia

June 9: Chancellor’s Dinner, Lakehead University (Orillia)

June 15: meeting with CDC Board (update)

June 15: conversation with Glen Murray, Ontario Minister of Environment and Climate Change at Zero Waste conference, Lakehead U Orillia campus

June 15: Lake Country Annual General Meeting

July 27: meeting with Jim Turner et al, principals from Whirl Inc., Marketing Consultants in Toronto re “branding”

July 29: meeting and conversation with Peter Caldwell, Director and CEO of the Orillia Arts Council during event at Charles Pachter’s in Orillia

August 1: Charles Pachter is in touch with Kristen Lloyd, assistant to Frank Gehry, architect, at Gehry Partners LLP regarding the HRC site

August 8: conversation with Caroline Bennett, Federal Minister of Indigenous Affairs and Reconciliation at MCC in Midland

August 8: Charles Pachter emailed Eleanor McMahon, Minister of Tourism, re HCC vision

August 28: F. Larsen hosted Glenn Thibeault, Ontario Minister of Energy, in Orillia

September 13: Meetings with Myles Warren, Ontario Arts Council; David Barnard, Arts Presentation Canada; Andreas Sokolowski, Artscape Toronto

Page 77 of 111

Page 78 of 111 Date: Friday, September 22, 2017 • Time: 8:00am to 4:30pm

Location: Hilton Airport Hotel and Suites ~.[;;;1Q 5875 Airport Rd, Mississauga, ON L4V 1 N1 The Association of Municipalities of Ontario (AMO) is excited to be hosting the inaugural Municipal Labour Relations Symposium. Through this event we are endeavouring to promote open dialogue between elected officials and senior staff on prominent topics related to municipal labour relations. Program at a Glance Descriptions listed below may not be finalized at time of distribution. Welcome Remarks by Lynn Dollin, President, AMO will sta rt the programming at 8:00am.

Bill148: The Impacts on Your Municipal Workplace CAO Performance Management Come learn from Hicks Morley on Bill148- Changing The Canadian Association of Municipal Administrators has Workplaces Review- and the impacts the legislation would introduced a three-step CAO Performance Eva luation Toolkit have on your municipal workplace, should it pass in its that will benefit municipalities across the country. Developed current form. This w ill be a timely and informative session and piloted over a two-year period, the Toolkit will enhance given that the legislation is currently be debated this session. the CAO/Council relationship and help Council achieve their Don't miss it! strategic goals and objectives. At this session you will learn how your municipality can use the Toolkit- available for Strength in Numbers- How Municipalities and Post free- to help develop a more effective working relationship Secondary Institutions are Teaming up to Prepare for between local elected officials and their CAO. Tomorrow's World Th e Council of Ontario Universities (COU) is the voice of The Part-Time CAO: Lessons Learned on Contract Ontario's unive rsities, promoting the value of education, Negotiation and Sustainability research and innovation that leads to soci al, cultural and Jim Pine, CAO, Hastings County, speak about the lessons he eco nomic success. Come learn from a pa nel of experts, has learned on contract negotiation and sustainability as a moderated by the CO U, on how municipalities and post part-time CAO. As k your questions and ga in insight into how/ secondary institutions are t eaming up t o prepare for whether your municipality could incorporate a similar model. tomorrow's world. Bring your questions and lea rn how best practices in the academic community ca n be transferred to Hot Topics in Labour Relations municipalities. Join experts from Hicks Morley to learn about the hottest topics in Labour Relations, including: Medical Marijuana in Accessible Workplaces and Immediate Solutions the Workplace; Socia l Media and Workplace Impacts; Duty to Ontario's population is aging. As a result of this demographic Accommodate and more. shift, municipalities and other organizations will need t o find new so urces of skilled labour. Businesses w ill need t o Managing OMERS Plan Challenges meet the needs of an expanding population of se niors and Lea rn about the important role of MEPCO in providing people with disabilities. Join StopGap and the Access ibility municipal employer perspectives to the OMERS Boards, Directorate of Ontario for a discuss ion of how to remove significant sustainability challenges facing the OMERS accessibility barriers for people w ith disabilities. Learn Plan and the approaches being consid ered by the OMERS how St opGap is creating lowcost solutions to make your Sponsors Corporation to manage these challenges. Take this community's main street businesses more accessible. Also, opportunity to get answers to your questions on the OMERS get an update from the Accessibility Directorate on provincial Plan and provide your loca l perspectives on its operation. accessibility laws, and Ontario's Provincial Employment Strategy for People with Disa bilities. Workplace Mental Health Strategies for Yourself and Your Municipal Workforce Drew Sousa, Manager of Employee Hea lth Se rvices for the City of Miss issauga will provide an inform ative session on what workplace mental hea lth strategies ca n be implemented to support you r municipal workforce in achieving good mental hea lth. Ask your questions and hear from you r peers on lea ding orga nizational pra ctices on managing menta l hea lth iss ues. Page 79 of 111 Date: Friday, September 22, 2017 Time: 8:00am to 4:00pm

Location: Hilton Airport Hotel and Suites 5875 Airport Rd, Mississauga, ON L4V 1 N1

Please type or print clearly. Use one form per registrant. Payment MUST accompany registration. Please fax registration form to 41 6.971.9372

First Name Last Name

Title Municipa lity

Ful l Mailing Address

E-mai l Address Phone Number Fax Number

PLEASE LI ST ANY DI ETARY, ACCESSIBILITY OR OTHER NEEDS: ______

CANCELLATION PoLI CY: Cancellations must be made in writine to [email protected] no later than end of day (4:30pm) August 24, 2017. Cance llations made prior to t hi s date will be refunded less an administration fee of $85.00 plus HST ($96. 05), no refunds wi ll be made after t his date. Names may be substituted at any t ime.

TH E Co sT: AMO Members: $349 + HST ($394.37) Non-M emb ers $399 + HST ($45 0.87)

PAY MENT D Please invo ice D VISA D MasterCard

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20 0 University Aven ue, Sui te 801 Name on Card Toronto, ON ., M5H 3C6 Signature Submit this fo rm via e-mail

By completing this registration form you are providing the Association of Municipalities of Ontario (AM O) with consent to send information on all activities related to cuuent and future A IIIII e As.~oc1ahonof Municipal labour Relations Symposiums. If you wish to no longer receive information from AMO on this program please contact [email protected] to unsubscribe. Municipalities Ontario HST 106732944RT 0001 Page 80 of 111 CITY OF ORILLIA TO: The Mayor and Members of Council FROM: Council Committee DATE: September 12, 2017 SUBJECT: Report Number 2017-17 (From meeting of September 11, 2017)

Your Committee is pleased to report and recommend as follows:

1. THAT confidential Report ED-17-23 dated September 1, 2017 from the Economic Development Department regarding an update with respect to the disposal of the property located at 2 Hunter Valley Road be received as information.

2. THAT as recommended in Report FAC-FM-2017-06 dated August 31, 2017 from the Facilities and Special Projects Department, an expenditure of $35,000 be approved for parking lot repairs at the Metro Store located at 70 Front Street North; AND THAT the funding be appropriated from the Land Acquisition Reserve.

3. THAT as recommended in Report TREAS-2017-G07 dated August 25, 2017 from the Treasury and Facilities and Special Projects Departments, the City’s participation in the Ontario Educational Collaborative Marketplace (OECM) Contract for the purchase of end-user computing devices and services be approved for the initial contract period of four years and eight months (Fall 2021); AND THAT the tender process be waived as OECM has undergone the competitive process on behalf of the broader public sector.

4. THAT as recommended in Report FAC-IT-2017-03 dated August 30, 2017 from the Facilities and Special Projects Department, On The Air Networks be contracted for the installation of a Communications Tower at the Wastewater Treatment Centre and the relocation of radio equipment from the existing tower to the new tower for the quoted sum of $23,745 plus HST;

Page 81 of 111 AND THAT pursuant to Chapter 261 of the City of Orillia Municipal Code - Purchasing, the project be directly awarded to On The Air Networks in order to meet the warranty obligations of the existing radio originally installed by the vendor; AND THAT the budget for this project be increased by $6,200 for a total budget of $24,200 with additional funding being allocated from the Water and Wastewater Reserve Fund.

5. THAT as recommended in Report MHC-17-01 dated June 29, 2017 from the Municipal Heritage Committee, the property located at 16 West Street South (formerly Geneva Theatre) be added to the City of Orillia's Heritage Register on the List of Undesignated Properties of Cultural Value or Interest.

6. THAT Report HR-6 dated August 29, 2017 from the Human Resources Department and Chief Administrative Office regarding a historical analysis of municipal wages and benefits be received as information.

7. THAT as recommended in Report PRCD-09-2017 dated September 5, 2017 from the Parks, Recreation and Culture Department, Play Power LT Canada, Inc. be awarded the contract for the installation of play apparatus at Maple Leaf Park for the sum of $29,967.13 plus H.S.T.

8. THAT as recommended in Report PRCD-08-2017 dated September 5, 2017 from the Parks, Recreation and Culture Department, Bradanick Construction Services Inc. be awarded the contract for the design and construction of a new washroom facility to replace the Jerry Udell Fieldhouse in J.B. Tudhope Memorial Park for the sum of $1,577,727 plus H.S.T.; AND THAT the budget for the project be increased by $53,000 for a total budget of $1,673,000; AND THAT the additional funding be allocated from the Park Development Reserve.

T. Emond, Chair.

Page 82 of 111 The 2018 ROMA Conference RQMAspeaks January 21 - 23. 2018 S eraton Centre Hotel. Toronto

ROMA Speaks 2018 is two fu ll days of educational programming designed for rural municipa l representatives.

Why Attend ROMA Speaks 2018? 1. ROMA Speaks is exclusively about issues facing rural municipalities in Ontario. 2. Don't miss out on the connections rural municipal representatives will be making - with each other. with the experts. and with industry vendors. 3. Educational sessions delivered by the experts- focussing on solutions for your top challenges. 4. Addresses from the government and political leaders- updating you on their rural agenda. 5. Networking with product and service providers that will benefit your municipal purchasing. 6. ROMA Speaks is the last major municipal conference prior to the scheduled Provincial election. Opening Keynote Speaker: James Raffan. Author and Adventurer. A true lover of rural Ontario and Canada. an exp lorer and researcher. James will connect the chal lenges and importance of local public office with the changing rural landscape.

Concurrent Session Topics* include: • Carbon Pricing and Cap and Trade • Water and Wastewater servicing Innovation • Broadband Gap Analysis • Changes in Rural Blue Box • Library Systems • Social Media Workshop • Ri sk Management • Environmental Assessment Costs • Mun icipal Finances and Reporting • Succession Plann ing • Municipal and £/ections Act • Automated Vehicles • The Growing North • Drainage Act • Onsite Wastewa ter • School Closures

Conference registration is now open. Register via fax or e-mail using the form on page two. or log in at roma.on.ca for on line registration. Don't forget to reserve your guestroom today. Ful l detai ls at roma.on.ca *programming information subjectto change. Page 83 of 111 Rural Ontario 2018 ROMA AGM and Annual Conference Municipal Association Sheraton Centre Toronto Hotel I January 21 - 23, 20 18 Registration Form Name: ______

Title: ------Organization:------Address: ______

C i t~ Pro~nce , Postal Code: ______

Phone:------E-mail: ------Re gistration Fees

Please check registration Early Bird Rate Regular Rate On Site Rate type below. (until September 29, 2017) (until January 19, 2018) (January 20 - 23, 2018) Member Non Member Member Non Member Member Non Member Full Registration $550 $620 $600 $675 $650 $ 750 Half Day - Sunday $200 $250 $250 $300 $300 $350 One Day - Monday $350 $425 $400 $475 $450 $550 Half Day- Tuesday $200 $250 $250 $300 $300 $350

Payment: Completed forms with payment can be sent to ROMA via fax at 416.971.9372 ore-mailed to [email protected] or mail ed to ROMA, 200 University Avenu e, Suite 801, Toronto, ON, M5 H 3C6

Please remit: Olnvoice Me (option only available to Member municipa lities) Registration Fee $ 0Cheque made out to Rural Ontario Municipal Associat ion HST (13%) $ 0MasterCa rd D Visa TOTAL TO BE REM ITTED $ Credit Card # Expiry Date ______

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Page 84 of 111 Honorary Patrons Their Excellencies the Right Honourable David Johnston C.C., C.M.M., C.O.M., C. D. August 22, 2017 Governor General of Canada and Mrs. Sharon Johnston, C.C. His Worship Steve Clarke Presidents d 'honneur 50 Andrew Street South leurs Excellences le tres honorable David Johnston Su ite 300 C. C., C.M.M., C.O.M., C.D. Gouv«!rneur gtneral du Canada Orillia, ON L3V 7TS et Mme Sharon Johnston, C.C. Dear Mayor Clarke,

Board of Directors Conseil d'administration We are thrilled to share with you our 2016-2017 Annua l Report - The Making of The Trans Canada Trail Great Trail. From coast to coast to coast, there was a flurry of activity as gaps in the Sentier Transcanadien Paul C. LaBarge, JD, LLM Trail were bridged, signage was installed, pavilions were revamped, and provincial and (Chair/President) territorial 100% Connection Milestones were ce lebrated. Thanks to Trail volunteers Hana Abaza Japman Bajaj across the country there has been amazing progress over the last few months; Jim BIShop Jasmine Brown Canada's national trail is well on its way to full connection this year. We are so grateful Cameron Clark for the support of our donors, the dedication of Trail organizations and countless Mylene Forget (Secretary/Secretaire) volunteers, the partnerships with provincial, territorial and municipal governments Eric Gionet Graham Green across the country, and the incredible support of the Canadian government Alan MacDonald Ca rolyn MacKay Michele McKenzie Trail Progress- Towards Connection in 2017 Valerie Pnngle Patnce Ryan Communities and local volunteer groups across the cou ntry are working hard to Robyn Seetal Kim Wynn complete the last few projects to bridge the final gaps. Trans Canada Trail is also Neil Yeates (Vice-chair/Vice-president) engaged in exciting projects with partners such as Parks Ca nada, providing directions Ken J. Killin to local Historica l Sites; the Rick Hansen Foundation, which will promote and (Treasurer /TrCsorier) encourage the development of accessible trails; and BC Ferries and Northumberland Trans Ca nada Trail Foundation Ferries, marine links connecting The Great Trail over waterways. Fondatlon du se ntier Transcanadien Valerie Pringle, C.M., LL.D. (Co-Chair/Copresidente) Hartley Richardson, O.C., O.M., LL.D. Over the past seve ral months, 100% Connection Milestone ce lebrations took place in (Co-Chair/Copresident) New Brunswick, at an ·event hosted by Her Honour the Honourable Joce lyne Roy David A1senstat David Cottingham Vienneau; in Nunavut with Minister Bard ish Chagger and Deputy Premier Monica EII­ (Treasurer/Tn!sorier) Kirby Gave lin Kanayuk; in Manitoba in the company of representatives from all levels of government; Anthony Graham, LL.D. in Saskatchewan, along with Minister Ra lph Gooda le and Army Reservi sts from 38 David Hoffman Paul C. LaBarge Combat Engineer Regiment and 38 Canadia n Brigade Group; and in Nova Scotia, (Secretary/Secreta ire) Amanda Lang donors, government representatives and volunteers were welcomed to the event by a Pierre Lassonde, C.M., O.Q. piper. lan Pearce Aidan Richardson Bruce Simpson Wendy Southall Ed Steeves

President & CEO Presidente et chef de Ia direction Deborah Apps Trans Canada Trail Sentier Transcanadien 321. de la Commune Ouest Suite 300 TheGreatTrail.ca I LeGrandSentier.ca Montreal. QC H2Y 2E1

T: 514 485-3959 1 800 465-3636 Page 85 ofF :111 514 485-4541 Resource Development

This year we are especially grateful to the generous Chapter 150 Campaign donors who made additional gifts to help connect The Great Trail in this historic year. A very special thanks to Jack Cockwell and his brother Peter who made an additional $2M gift in honour of their mother Daphne. And, to Mrs.Nancy Baron, who since 2013 has continued to direct gifts to Trail-building efforts in PEl and Nova Scotia. Her enthusiastic support proved instrumental in developing the spectacular and historic Ship Railway Trail and the beautiful Bealach Breagha Lake Ainslie Trails.

Connecting with Canadians The Great Trail brand is making its way into the hearts and minds of Canadians as witnessed by our increased digital media reach. The Great Trail has also garnered media attention and international readers from across the globe including New Zealand, Sweden, Italy, Germany and the UK, among others. Our friends across the border have also covered this iconic project in publications such as Vogue, the Economist and the New York Post. We have partnered with Destination Canada to bring international tourism journalists to Canada in order for them to experience and write about The Great Trail, which will further expand our global reach . And, with the release of our mobile phone app the Trail can now be in the pa lm of everyone's hand. To date over 25,000 people have downloaded the app.

We'll be hosting The Great Trail Cross-Canada Connection Celebration in Ottawa on Augu st 26 to recognize not only the full connection of our national Trail, but also to honour the passionate volunteers, dedicated donors and supportive governments who have done so much over the past 25 years to turn the audacious dream of a cross-country trail into reality.

I hope that you are able to take some time to get out and enjoy our national Trail during these summer months.

If you have any questions, or would like additional information on the Trail, please feel free to contact my office at ceo@ tctrail.ca or at 800-465-3636 x. 4341.

Thank you for your continued support.

Sincerely, ~r--. .-..1:> ~ '---W· Deborah Apps President & CEO

Encl . 2016-2017 Annual Report- Th e Making of The Great Trail

Page 86 of 111 simcoe muskoka DISTRICT HEALTH UNIT RECEIVE·D August 15, 2017 AUG 2 2 2017 Mayor Steve Clarke City of Orillia MAYOR'S OFFICE 50 Andrew Street South, Suite 300 Orillia, ON L3V 7TS

Dear Mayor Clarke and Members of Cou ncil:

Re: Review of Official Plan

The primary goal of public health is to promote and protect the health of people, communities and the environment. Land use planning decisions and the design of communities play a critically important role in shaping the environment in which people live, work, learn and play. The physical environment, whether built or natural, has a direct impact on people's health.

For this rea son the Simcoe Muskoka District Health Unit (SMDHU) has identified health and the built environment as an issue of public hea lth importance. For over t en years we have been building strong relationships with municipalities to review their Official Plans. We have offered ed ucation sessions for elected officials and municipal staff and supported the review or development of various master plans. We also produced a policy resource for municipal planners ca lled Healthy Community Design: Policy Statements for Official Plans. This resource is available on our website at: http://www.simcoem uskokahea lth .org/JFY /Ou rCom m u nity/hea lthyplaces/Hea lthydesign .aspx.

There are many examples of good planning already occurring throughout in the City of Orillia. They include the Downtown Tomorrow Plan, Centennial and Couchiching Beach Park Master Plan, Orillia Active Transportation Plan, Orillia Affordable Housing Action Plan and support for community gardens and the Orillia Farmer's Market. These initiatives are vitally important and support compact and complete communities, wa lking and cycling infrastructure, accessible housing near community amenities, neighbourhood access to green space, and good public transit. We commend the City of Orillia for the great work you have been doing to build strong, healthy and vibrant communities.

The Health Unit remains committed to continuin g our partnership with area municipalities, including the City of Orillia in working to integrate healthy community design concept s into local planning policy processes. As such, we are confirming that we plan to continue to review all Official Plans, and to review other plans such as master plans as capacity allows, and provide

0 Barrie: 0 Collingwood: 0 Cookstown: 0 Gravenhurst: 0 Huntsville: 0 Midland: O Orillia: 15 Sperling Drive 280 Pretty River Pkwy. 2-25 King Street S. 2-5 Pineridge Gate 34 Chaffey St. B-865 Hugel Ave. 120-169 Front St. S. Barrie, ON Collingwood, ON Cookstown, ON Gravenhurst, ON Huntsville, ON Midland, ON Orillia, ON L4M6K9 L9Y 4J5 LOL 1LO P1P 1Z3 P1 H 1K1 L4R 1X8 L3V4S8 705-721-7520 705-445-0804 705-458-11 03 705-684-9090 705-789-8813 705-526-9324 705-325-9565 FAX: 705-721-1495 FAX: 705-445-6498 FAX: 705-458-0105 FAX: 705-684-9887 FAX: 705-789-7245 FAX: 705-526-1513 FAX: 705-325-2091

Your Health Connection Page 87 of 111 comments and feedback from a publi c health perspective to he lp build vibrant, safe and healthy communities. Lori Hunter, Public Health Nurse ([email protected]) in your municipality will be contacting your planning department to offer SMDHU support for your upcoming Official Plan review.

In the meantime, I invite you to contact SMDHU if you ha ve any questions or to sup port other planning or initiatives related to the built environment. For additional discussion or enquiries please contact me by email at [email protected] or by phone at 705-721-7520, extension 7219.

Sincerely,

(. v~v ---;7"/~ Charles Gardner, MD, CCFP, MHSc, FRCPC Medical Officer of Health

CG:CB:cm cc. Lori Hunter, Public Health Nurse

Page 88 of 111 simcoe muskoka DISTRICT HEALTH UNIT RECEIVED

August 29 , 2017 SEP 0 5 2017

Mayor and Council Members c/o the Clerk ______MAYOR'S OFFICEj City of Orillia, 50 Andrew Street South, Suite 300 Orillia, ON L3V 7T5

Dear Clerk,

RE: Simcoe Muskoka District Health Unit Health @ Simcoe Muskoka-2016-2017

As Chair of the Simcoe Muskoka District Health Unit Board of Health, I am pleased to present you with a copy of the Simcoe Muskoka District Health Unit annual community report for 2016-2017. As well as providing a summary of last year's accomplishments, this report profiles action taken on the agency's strategic priorities, emerging public health issues, and the advocacy role taken by the board of health. Amongst other highlights, this year's report features the health unit's collaborative response to the increasing number of opioid overdoses in Simcoe Muskoka; examples of how the health unit uses new and existing technology for service and program delivery; and the actions we are taking on the health impacts of climate change based on a health vulnerability assessment conducted this year. It also describes our commitment to quality and accountability, and provides numbers and descriptions of our programs and services. Throughout the report, the importance of the collaborative relationships we have with our partners and stakeholders to enhance the health and well-being of the residents and communities of Simcoe Muskoka is emphasized. The report is available in two formats: in print (included with this letter) and online at www.simcoemuskokahealth.org. We welcome any questions, comments or concerns you have about public health issues in your local community, by contacting the health unit at 705- 721-7520, or 1-877-721-7520 or through the online contact form on our website.

Sincerely, _;ttriJ~ Scott Warnock, Chair Simcoe Muskoka District Health Unit Board of Health

0 Barrie: 0 Collingwood: 0 Cookstown: 0 Gravenhurst : 0 Huntsville: 0 Midland : 0 Orillia: 15 Sperling Drive 280 Pretty RrJer Pkwy. 2-25 King StreetS. 2-5 Pineridge Gate 34 ChaffeySt. B-865 Hugel Ave. 120-169 Front St. S. Barrie, ON Collingwood, ON Cookstown, ON Gravenhurst, ON Huntsville, ON Midland, ON Orillia,ON L4M 6K9 L9Y 4J5 LOL 1LO P1 P 1Z3 P1 H 1K1 L4R 1X8 L3V 4S8 705-721-7520 705-445-0804 705-458-11 03 705-684-9090 705-789-8813 705-526-9324 705-325-9565 FAX: 705-721-1495 FAX: 705-445-6498 FAX: 705-458-01 05 FAX: 705-684-9887 FAX: 705-789-7245 FAX: 705-526-1513 FAX: 705-325-2091

Your Health Connection Page 89 of 111 Page 90 of 111

Sept. 6, 2017

Mayor Steve Clarke The City of Orillia Orillia City Centre 50 Andrew Street South, Suite 300 Orillia, ON L3V 7T5

Members of Council The City of Orillia Orillia City Centre 50 Andrew Street South, Suite 300 Orillia, ON L3V 7T5

Dear Mayor Clarke and Members of Council:

This is to advise that Dana Basdeo, Georgian College (Orillia Campus) Student Representative for the City of Orillia Town and Gown Committee, resigns from the committee effective August 31, 2017. Scott Mason will replace Dana effective September 1, 2017 to April 30, 2018.

Sincerely,

MaryLynn West-Moynes President and CEO c: Stephanie Dimech, Dean, Human Services and Community Safety, Orillia Campus Mike Zecchino, Manager, Student Life, Orillia Campus

Page 91 of 111 Page 92 of 111

DATE: August 8, 2017

TO: City of Orillia

FROM: Orillia Museum of Art & History (OMAH)

RE: 2nd Quarter Report for 2017 as per Council’s request

This written report is supplementary to the second quarter financial report.

As per the City of Orillia’s approval, which now grants the Orillia Museum of Art & History an annual sum of $150,000 towards the operating costs of the museum subject to the submission of quarterly financial reports, OMAH presents this written summary report to accompany the second quarter financial report.

Community

The Orillia Museum of Art & History is the anchor for the significant and growing arts, local history and cultural community in Orillia and surrounding area by offering exciting and innovation exhibitions, events, educational programs and activities that reach out and engage all community members, seasonal residents, and visitors. OMAH continues to work on developing programming for youth and hosted 126 students from local schools for an event for National Youth Week. This event was free for students and required them to engage with all the spaces in the museum.

Over 3600 visitors came through OMAH’s doors this quarter. Six exhibitions were on view, including The Spirit of Mariposa, Elemental Mariposa: The Makers, Fibre Content (travelling exhibition from the Art Gallery of Burlington), 21st Annual International Women’s Day Art Show: Renewal, Watershed Sci, and Zephyr Artists in the Lounge Gallery. OMAH launched the Orillia 150 Commemorative Coin and Print, designed by local artist Tony Bianco. The sales of the coin and print raised over $15000.

OMAH continued its signature Lunch and Learn Series and History Speaker’s Evenings each month. OMAH is developing a docent program run by volunteers who are available on Wednesday afternoons to talk to visitors about the exhibitions. Community programming included the preparation and installation of 75 banners for 10th anniversary of Festival of Banners in partnership with Streets Alive! and supported by DOMB and the City of Orillia and Slow Art Day, an internationally

Page 93 of 111

recognized event that encourages participants to look at 5 works of art for longer periods and engage in discussion. Family Fun Drop, afterschool art, and life drawing continued. Our newest workshop was Plein Air painting, held at 4 sites around Orillia and area, close to the locations of the birthplaces of the artists featured in our Spirit of Mariposa exhibition.

OMAH’s facilities continue to be available for rent. We welcomed ongoing clients: Orillia Naturalist’s Club, Juice Plus, RBC, CFUW and OFAA.

Building

Renovation and expansion of the building was completed in May 2013. Funds from the Ontario Trillium Foundation grant, which was awarded in November 2012, have enabled OMAH to purchase equipment and furnishings for the renovated galleries and education programming space. All four floors are fully utilized and accessible by the public. A self-guided building tour is available for visitors. Guided tours are available. There are five exhibition spaces on the first floor and a display case installed in the gift shop to showcase objects from the collection.

Staffing

In this quarter, OMAH employed 5 full-time employees: Executive Director, Curator (vacant), Community and Visitor Engagement Coordinator, Registrar, Communications Coordinator, Visitor Experiences Coordinator and 2 part-time employees: Facilities Assistant and Museum Assistant. Each employee is tasked with a strategic direction for ensuring the museum is enjoyed and utilized by all members of the community. The Registrar is responsible for maintaining a 12,000+ art and artefact collection that not only preserves Orillia and area’s history, but is used to educate the community through exhibition and education. The Community and Visitor Engagement Coordinator designs and delivers off-site and on-site educational programming for children and adults and also coordinates special events both on-site and off-site. The Curator is responsible for designing and coordinating art and historical exhibitions that will engage the community in innovative and engaging ways. The Executive Director is responsible for the overall strategic direction of the museum and enhancing community engagement. The Communications Coordinator works on social media and website engagement and serves as a museum monitor on weekends and during evening hours. The Visitor Experiences Coordinator coordinates the Visitor Experiences team and manages the reception area as well as gift shop merchandise. The Facilities Assistant looks

Page 94 of 111

after the general upkeep of the building and helps with the set up and strike on rentals. The Museum Assistant supports staff on weekends and evenings as required.

In the 2nd quarter, we worked with 1 youth who was funded through YMCA’s Youthquest program. We hosted 1 intern from Georgian College’s ECE program and co-op students from OSS and PF.

______

The Orillia Museum of Art & History is governed by a Board of Directors made up of dedicated members of the community. OMAH has revised its strategic vision with the assistance of a community facilitator. OMAH’s new mission is “The Orillia Museum of Art & History’s mission is to inspire creativity and celebrate local history by expanding the awareness and appreciation of art, local history and culture in the Orillia community and surrounding area.”

We trust that with this submission, we have fulfilled the required obligations of the quarterly report and that we may anticipate the release to OMAH of the 2nd quarter installment for the fiscal year 2017 of the annual commitment of funds from the City of Orillia.

Any further enquiries may be directed to the Board of Directors directly or through Mike Bunn, Treasurer, Board of Directors. Email: [email protected], telephone 705-323-6524.

Respectfully,

Ninette Gyorody Executive Director Orillia Museum of Art & History

Page 95 of 111

cc: Ted Markle, Chair Mike Bunn, Treasurer Ted Duncan, Vice-Chair Deane Ewart, Secretary Councillor Ted Emond, City of Orillia Representative

Treasurer’s Discussion on the financial statements for the nine months ending June 30, 2017

• Consolidate revenues of $473,569 exceeds budget and last year. The variance is a result of a very generous donation. Membership sales have exceed last year but have not met budget. • Expenses of $459,095 exceed last year but are under budget. One of the reasons is wages a budgeted position has not been filled. We also incurred additional professional fees, which resulted is a successful result of the HST audit. • The result of the above is a surplus for the nine months ending of $14,474 which is a better than last year and budget.

Respectively submitted

Mike Bunn CPA, CA Treasurer.

Page 96 of 111 The Orillia Museum of Art and History Balance Sheet 30 June 2017

Operating Endowment Capital Fund Consolidated Fund Fund ASSETS Current Cash $ 100,390 $ 1,416 $ 2,758 $ 104,564 Accounts receivable 40,047 - - 40,047 Grants receivable 75,000 - - 75,000 Interfund amounts 2,125 (1,141) (984) - Inventory 13,673 - - 13,673 Prepaid expenses 4,409 - - 4,409 235,644 275 1,774 237,693

Investments - - 192,401 192,401 Collection - 347,641 - 347,641 Property, plant & equipment - 2,256,299 - 2,256,299 TOTAL ASSETS $ 235,644 $ 2,604,215 $ 194,175 $ 3,034,034

LIABILITIES AND FUND BALANCES Current liabilities Accounts payable and accrued liabilities $ 6,562 $ - $ - $ 6,562 Bank overdraft - - - - Deferred contributions - - - - TOTAL LIABILITIES 6,562 - - 6,562

FUND BALANCES Restricted - 2,604,215 - 2,604,215 Externally restricted - - 194,175 194,175 Unrestricted 229,082 - - 229,082 TOTAL FUND BALANCES 229,082 2,604,215 194,175 3,027,472 TOTAL LIABILITIES AND FUND BALANCES $ 235,644 $ 2,604,215 $ 194,175 $ 3,034,034

INTERNALLY PREPARED UNAUDITED Page 97 of 111 The Orillia Museum of Art and History Statement of Revenue and Expenditures - Operating Fund For The Nine Months Ended 30 June 2017

Month Year To Date Last Year Actual Budget Last Year Actual Budget REVENUES Donations $ 2,250 54,353 $ 7,750 $ 58,494 $ 128,230 $ 65,169 Sponsorships - 200 1,000 1,760 700 6,500 Fundraising events 15 4,615 15,000 38,654 84,414 75,181 Admission 347 496 1,200 4,762 5,728 6,424 Memberships 500 865 1,285 7,314 8,893 11,285 Grants (schedule 1) 41,266 47,517 37,500 156,802 161,054 184,000 Programmes 21 4,978 2,000 27,016 34,580 33,841 Exhibition submission fees 4,970 6,420 - 5,530 7,782 118 Facilities rental 670 10 300 4,041 2,945 2,400 Shop sales 1,388 1,066 1,800 18,208 24,355 24,317 Investment income - - - 3,823 - 3,600

TOTAL REVENUES 51,427 120,520 67,835 326,404 458,681 412,835

EXPENSES Advertising and promotion 1,688 2,476 1,600 10,668 8,208 16,827 Bank charges 202 1,322 300 2,649 4,488 2,766 Bookkeeping 420 500 500 4,240 4,120 4,800 Conservation 195 2,649 550 906 7,348 10,352 COGS 330 1,440 1,260 9,731 21,092 20,446 Exhibitions 1,709 371 - 16,579 25,668 25,899 CARFAC fees - - - 2,000 6,400 6,400 Fundraising and special events 823 1,315 5,500 17,408 34,425 28,045 Insurance 648 - - 6,859 - 7,500 Office and general 1,594 937 1,000 8,095 9,191 9,797 Programmes 1,998 2,949 1,850 20,661 25,195 36,841 Professional fees - 7,420 4,500 13,085 6,000 Professional development and travel - - 200 1,227 1,191 1,600 Scholarships and awards - - - 420 - 300 Telephone 132 - 225 945 635 2,024 Utilities 2,008 1,903 2,750 24,616 24,157 30,613 Repairs and maintenance 5,454 1,616 2,080 16,887 16,537 21,367 Wages 17,667 20,027 28,085 135,023 143,362 185,509 Employee benefits 1,198 1,259 2,247 9,321 10,028 14,920 - TOTAL EXPENSES 36,066 46,184 48,147 292,735 355,130 432,006 SURPLUS / (DEFICIT) $ 15,361 $ 74,336 $ 19,688 $ 33,669 $ 103,551 $ ( 19,171)

INTERNALLY PREPARED UNAUDITED Page 98 of 111 The Orillia Museum of Art and History Grants Revenue - Operating Fund For The Nine Months Ended 30 June 2017 Schedule 1 Month Year To Date Last Year Actual Budget Last Year Actual Budget City of Orillia $ 37,500 $ 37,500 $ 37,500 $ 112,500 $ 112,500 $ 112,500 Museums Assistance Program (MAP) ------Ontario Trillium Foundation ------CMOG ------Scotiabank ------Agilec 8,000 Young Canada Works - - - 7,471 14,964 7,000 YouthQuest - - - 8,177 2,602 - Employment experience 772 Canada Summer Jobs - 9,017 - 12,272 23,507 - Northern Lights 3,766 1,000 - 13,920 1,000 - County of Simcoe - - - - - 4,000 TD Canada Trust - - - - - 2,500 CFOA - - - - - 1,000 Birks' Family Foundation . - Community Foundation of Orillia - - - 1,140 2,500 - CCAF - - - - - 10,000 RBC Bluewater - - - - - 5,000 Ontario 150 - - - 12,000 Ontario Arts Council - - - - 3,981 - National Bank ------CDC - - - - 2,000 The Christina Mary Hendrie Trust, UK ------Casino Rama ------Canadian Museum Association ------Other - - - 550 - 20,000

Total Grants $ 41,266 $ 47,517 $ 37,500 $ 156,802 $ 161,054 $ 184,000

INTERNALLY PREPARED UNAUDITED Page 99 of 111 The Orillia Museum of Art and History Statement of Revenue and Expenditures - Capital Fund For The Nine Months Ended 30 June 2017

Month Year To Date Last Year Actual Budget Last Year Actual Budget REVENUES Donations $ 780 $ 3,352 $ 1,000 $ 52,902 $ 13,645 $ 8,000 Grants ------

TOTAL REVENUES 780 3,352 1,000 52,902 13,645 8,000

EXPENSES Advertising and promotion ------Amortization 11,370 11,500 11,500 102,320 103,110 103,500 Bank charges 25 34 25 906 255 200 Loan interest ------Fundraising and special events ------(Gain)/loss on disposal of assets ------TOTAL EXPENSES 11,395 11,534 11,525 103,226 103,365 103,700 SURPLUS / (DEFICIT) $ (10,615) $ (8,182) $ (10,525) $ (50,324) $ (89,720) $ (95,700)

The Orillia Museum of Art and History Statement of Revenue and Expenditures - Endowment Fund For The Nine Months Ended 30 June 2017

Month Year To Date Last Year Actual Budget Last Year Actual Budget REVENUES Investment income $ - $ - $ - $ 3,823 $ - $ 3,600 Donations - - - 1,251 1,243 243 TOTAL REVENUES - - - 5,074 1,243 3,843

EXPENSES Distributed to Operating Fund - - - 3,823 - 3,600 Scholarships and awards 500 - - 2,100 600 - TOTAL EXPENSES 500 - - 5,923 600 3,600 SURPLUS / (DEFICIT) $ (500) $ - $ - $ (849) $ 643 $ 243

INTERNALLY PREPARED UNAUDITED Page 100 of 111 The Orillia Museum of Art and History Statement of Consolidated Revenue and Expenditures For The Nine Months Ended 30 June 2017

Month Year To Date Last Year Actual Budget Last Year Actual Budget REVENUES Donations $ 3,030 $ 57,705 $ 8,750 $ 112,647 $ 143,118 $ 73,412 Sponsorships - 200 1,000 1,760 700 6,500 Fundraising events 15 4,615 15,000 38,654 84,414 75,181 Admission by donation 347 496 1,200 4,762 5,728 6,424 Memberships 500 865 1,285 7,314 8,893 11,285 Grants 41,266 47,517 37,500 156,802 161,054 184,000 Programmes 21 4,978 2,000 27,016 34,580 33,841 Exhibition submission fees 4,970 6,420 - 5,530 7,782 118 Facilities rental 670 10 300 4,041 2,945 2,400 Shop sales - consigned goods 1,388 1,066 1,800 18,208 24,355 24,317 Investment income - - - 7,646 - 7,200

TOTAL REVENUES $ 52,207 $ 123,872 $ 68,835 $ 384,380 $ 473,569 $ 424,678

EXPENSES Advertising and promotion 1,688 2,476 1,600 10,668 8,208 16,827 Amortization 11,370 11,500 11,500 102,320 103,110 103,500 Bank charges 227 1,356 325 3,555 4,743 2,966 Bookkeeping 420 500 500 4,240 4,120 4,800 Conservation 195 2,649 550 906 7,348 10,352 COGS - consigned goods 330 1,440 1,260 9,731 21,092 20,446 Exhibitions 1,709 371 - 16,579 25,668 25,899 CARFAC fees - - - 2,000 6,400 6,400 Fundraising and special events 823 1,315 5,500 17,408 34,425 28,045 (Gain)/loss on disposal of assets ------Insurance 648 - - 6,859 - 7,500 Office and general 1,594 937 1,000 8,095 9,191 9,797 Programmes 1,998 2,949 1,850 20,661 25,195 36,841 Professional fees - 7,420 - 4,500 13,085 6,000 Professional development and travel - - 200 1,227 1,191 1,600 Scholarships and awards 500 - - 6,343 600 3,900 Telephone 132 - 225 945 635 2,024 Utilities 2,008 1,903 2,750 24,616 24,157 30,613 Repairs and maintenance 5,454 1,616 2,080 16,887 16,537 21,367 Wages 17,667 20,027 28,085 135,023 143,362 185,509 Employee benefits 1,198 1,259 2,247 9,321 10,028 14,920

TOTAL EXPENSES 47,961 57,718 59,672 401,884 459,095 539,306 SURPLUS / (DEFICIT) $ 4,246 $ 66,154 $ 9,163 $ (17,504) $ 14,474 $ (114,628)

INTERNALLY PREPARED UNAUDITED Page 101 of 111 Page 102 of 111 DOWNTOWN ORILLIA p 705 325 3261 MANAGEMENT BOARD f 705 3257666 33 Mississaga Street W. e office@ downtownorillia.ca Orillia, Ontario L3V 3A5 w downtownorillia.ca

August 24, 2017 RECEIVED Mayor & Council AUG 2 5 2017 City of Orillia 50 Andrew Street .S. Suite 300 Clerk's Dept. Orillia, ON L3V 7T5

Dear Mayor Clarke and Members of Council,

Re: Downtown Sidewalks and Streetscape

The Downtown Orillia Management Board respectfully requests the City of Orillia establish a working group to research and recommend sidewalk and street revitalization improvements in the BIA.

The Downtown Orillia Management Board passed the following motion at its August meeting:

''THAT the Downtown Orillia Management Board recommend to Orillia City Council to establish a Working Group with BIA members and Council representatives to research and present options for sidewalk and streetscape revitalization/improvements in the BIA immediately to address the hazardous conditions of the sidewalks. "

The condition of the sidewalks must be addressed immediately to ensure those who work, live and visit Downtown Orillia are able to safely navigate our streets without fear of injury.

The Board believes the establishment of a Working Group will ensure planned improvements not only address safety issues and improve the appearance of the core, but support the vision of the Downtown Tomorrow Plan and the Downtown's role as a community and business hub for years to come.

Thank you Mayor Clarke and Members of Council for your time on this matter.

Regards,

Lisa Thomson-Roop Manager

Page 103 of 111 Page 104 of 111 DOWNTOWN ORILLIA p 705 325 3261 MANAGEMENTBO ARD f 705 325 7666 33 Mississaga Street W. e [email protected] Orillia, Ontario l 3V 3A5 w downtownorillia.ca

August24, 2017 RECEIVED Mayor & Council City of Orillia AUG 2 S2017 50 Andrew Street .S. Suite 300 Orillia, ON Clert(a Dept. L3V 7T5

Dear Mayor Clarke and Members of Council,

Re: Medical Marijuana Dispensaries

The Downtown Orillia Management Board respectfully requests the City of Orillia establish zoning restrictions for medical marijuana dispensaries restricting their operation to industrial areas similar to the City of Toronto.

The Downtown Orillia Management Board passed the following motion at its August meeting:

, "THAT the Downtown Oril/ia Management Board request the City of Oril/ia implement zoning restrictions for medicinal marijuana dispensaries to operate only in industrial areas similar to the City of Toronto until such time as the Federal and Provincial governments provide legislation regulating the sale of marijuana. "

BIA's in other cities have reported negative experiences associated with medical marijuana shops in their core from illegal selling to those smoking on the street to harassment of nearby business owners and BIA staff.

The board believes that this temporary zoning measure will protect the current established businesses from the ill effects of having such a facility on the main street until such time as the Provin cial and Federal governments provide legislation regulating the sale of marijuana.

Thank you Mayor Clarke and Members of Council for your time on this matter.

Regards,

~----~------

Lisa Thomson-Roop Manager

Page 105 of 111 Page 106 of 111 From: Lori Bolton To: Janet Nyhof Subject: Mark re 40 kms on gill st pls!! school and fire station Date: Friday, September 08, 2017 10:49:33 AM

-----Original Message----- From: [email protected] [mailto:[email protected]] On Behalf Of virginia mark Sent: September-08-17 9:07 AM To: Lori Bolton Subject: 40 kms on gill st pls!! school and fire station

Hi there my name is Virginia Mark.. i live on gill street across from the fire hall and as u should know there is a few school all in that area.

My children and many on this block go to regent park which is considered a walking school..for years speed has been a big problem on gill st. everyone is racing to the highway!

we have had numerous people go off into the ditches along gill street by the firehall..issues with people getting hit and the school has a big problem with congestion!

Anyways a child was hit by a car yesterday after school..i dont know details..fire trucks r flying to emergencies all the time day and night..busy place but no matter there are children everywhere .. what im asking is for who ever this may concern to seriously consider making a portion of gill st a school and fire 40 km zone!

i have emailed the city quite abit and other in my neighbourhood have as well..ive even spoke with the odd officer thats been patrolling the area when the firehall was on west st it had a 40 zone and almost all other school areas have a 40 zone..well gill street has both of these so why isnt it a 40 zone!! we should be..people need to realize although gill street gets u to the highway, it is not a highway in itself!

it is a very child friendly area that i truly believe should be a 40 km child and fire safety zone!

If this is not your department could u pls forward to whom it may concern

virginia mark

Page 107 of 111 Page 108 of 111 September 6th 2017

To Mayor and Council,

The Orillia Food Council (OFC) is requesting that the City of Orillia allocate an amount in the 2018 Municipal budget to be applied to some costs associated with the creation of the Sustainable Food Action Plan (SFAP) for Orillia. The design and implementation of the SFAP will help to provide a food secure future for the citizens of Orillia.

We are requesting $25,000 to hire a consulting firm experienced in creating food policy in alignment with the stated goals of the Orillia Food Council’s Sustainable Food Action Plan (SFAP) working group. A projected additional $15,000 will be requested in 2019, to continue to pay for consulting services throughout the 2-year period allotted to create this policy. The consulting firm will be contracted with the expected deliverable of a finished Action Plan by the end of 2019, when Orillia Food Council’s SFAP working group will submit the Sustainable Food Action Plan to City Council for approval.

The amount being requested is based on an average of quotes from consulting firms in Ontario who have worked on municipal food policy creation in the past. Working group members, including City of Orillia staff feel that the contracting of a consulting firm will result in the creation of a professional and realistic SFAP that will serve as a framework for various municipal departments in Orillia’s future planning.

Sustainable Food Action Plan Working Group

The Sustainable Food Action Plan working group is comprised of members of the Orillia Food Council, including:

Lori Hunter, Registered Public Health Nurse with the Simcoe-Muskoka District Health Unit Lesley McMullin, Registered Dietician with the Simcoe-Muskoka Public Health Unit Annie Nakashuk, Ambe Tigidaw Program Coordinator for the Orillia Native Women’s Group Emily Wilson, Outreach Coordinator for The Sharing Place Food Bank Jacob Keary-Moreland, Owner of Bass Lake Market Garden

Other stakeholders include:

Dr. Linda Rodenburg, Lecturer, Department of Interdisciplinary Studies, and Coordinator of Community Programs at Lakehead University Orillia Kara Gallant, Social Work Student at Georgian College City of Orillia Staff person (position currently held by Ellie Ruggles)

The SFAP working group was formed in August 2017 with support from the City of Orillia, in the form of a City staff person able to give input on how best the group can create a solid policy plan for the municipality. The formation of this working group is the most recent in the many steps that have moved Orillia towards a sustainable food system for its citizens. Orillia’s participation in the creation of the Simcoe County Food and Agriculture Charter in 2013 started the process, the creation of the Orillia Food Council in 2014 and the appointment of City Council representation to the OFC in 2015 have kept the momentum on this project. Public education and food celebration events along with community forums and consultations organized by the OFC have demonstrated that food security continues to be a front-

Page 109 of 111 of-mind issue for the citizens of Orillia. The City’s continued support of the recommendations of the SFAP working group will ensure that Orillia is well positioned to both enjoy the benefits of a thriving food system, and address the challenges presented in a changing food landscape.

Orillia City Council’s support of the OFC’s formation of the SFAP working group in July 2017 demonstrated the municipality’s leadership in Simcoe County. Orillia has already embarked on the creation of smaller, specific policy documents, for example, the Community Garden Policy. As such, Council recognized the importance of creating an overarching Action Plan that will efficiently address the complex issues surrounding food access. Utilizing the expertise of a consulting firm will achieve that goal in a timely manner, and will allow the benefit of experience from other municipalities to be applied to the SFAP process.

The document that serves as the backbone for the SFAP working group, Deloitte’s Best Practices in Local Food for Municipalities, recommends that resources be allocated for large scale research in several areas pertaining to food policy creation. The report outlines the benefits of hiring a consulting firm, and lists best practices including the following:

- Conduct research on the financial influence of the municipality’s annual food expenditures by examining the divisions that are engaged in food purchases, and determine the actual purchasing power and its impact on the food system. - Conduct a market analysis to determine assets and gaps and needs assessment to determine the feasibility of (start-up, entrepreneurial food) enterprise. - Identify demand and preferable location for…processing facilit(ies). Conduct feasibility/market study such as Business Retention and Expansion (BR&E) Study to gather market information. - Conduct research on the financial influence of (municipal run institutions’) annual food expenditures by examining the divisions that are engaged in food purchases, and determine the actual purchasing power and its impact on the food system.

Once this type of information has been gathered, the consulting group will also play in important role in integrating findings into practical aspects of Orillia’s Official Plan, considering the unique needs of our community.

Page 110 of 111 Sustainable Food Action Plan 2018 Budget Table

The organizations, businesses and individuals represented on the SFAP working group have made a commitment to invest in the project via paid staff time, event planning costs and administrative expenses. The budget table below outlines the projected contributions from these institutions, along with the requested amount from the City of Orillia.

In-kind contributions being projected by the institutions involved in the SFAP working group are based on median wage amounts of each organization per anticipated involvement. Also included are expenses that are either covered by the overhead of the participating institutions or will be allocated in budget processes.

Description Municipal Contribution In-Kind Funding Provided by OFC – projected for 2018

Contracting of consulting firm $25,000 Staff time $2,500 The Sharing Place – Outreach Coordinator $3,000 SMDHU – Public Health Nurse, Public Health Registered Dietician, Administrative Staff $1,200 Lakehead University – Member of Faculty $1,200 Orillia Native Women’s Group – Ambe Tigidaw Program Coordinator Meeting Room Access $600 SMDHU Office supplies $100 The Sharing Place Printing Costs $300 The Sharing Place $100 SMDHU Public Event Hosting Costs $500 Orillia Food Council Web Hosting $36 Orillia Food Council Travel expenses $400 The Sharing Place

Total $25,000 9,936

Throughout the process of working with the consulting firm, additional funding sources may be identified, such as grants and corporate foundations. The organizations represented through the OFC SFAP working group will make every effort to secure funding through these sources to apply to any costs not represented in the above table.

Thank you for taking the time to consider this request, if any additional information is needed, please do not hesitate to contact the Orillia Food Council.

Emily Wilson - Chair Orillia Food Council [email protected]

Page 111 of 111