Town of / Ville De Penetanguishene Council Information Package

Council Information Package

The Town of Penetanguishene does not adopt or condone anything outlined in correspondence or communications provided to the Town or Council and does not warrant the accuracy of statements made in such correspondence or communications. The Town has a duty to ensure that its proceedings and deliberations are transparent, and that it fosters public debate on issues of concern. To carry out this duty is to, wherever possible, make the material in its Council Information Packages available on the Town's website.

No. Media Type From Subject Page 1 Newsletter SSEA 2018 4th Quarter Newsletter (Oct 1 - Dec 31) 2 2 Email Alcohol and Gaming Commission of Ontario Public Notice Process Added to Cannabis Retail Regulation Guide 8 3 Newsletter AMO Watchfile Newsletter January 24, 2019 10 4 Newsletter AMO Watchfile Newsletter January 31. 2019 12 5 Letter Collins Barrow Audit of the Financial Statements 15 6 Letter Collins Barrow Interim Audit December 31, 2018 21 7 Newsletter EDCNS Economic Development Report January 2019 22 8 Letter DST Consulting Engineers Class Environmental Assessment 23 9 Letter Watson & Associates Development Charges and Housing Affordability 29 10 Poster Lakeridge Kryogenic Current Situation: Resident, Employee & Family Concerns 55 11 Letter Henry Freitag Bill 52: Protection of Public Information Act 2015 60 12 Letter Helen Landrigan Ship's Company Penetanguishene 61 13 Email Minister of Municipal Affairs and Housing Proposed changes to the Growth Plan for the Greater Golden Horseshoe 63 14 Letter Ontario Trillium Foundation Ontario investing in Non-profits across the Province 65 15 Letter Watson & Associates Provincial Regional Government Review 67 16 Media Release County of Simcoe Council approves 2019 County of Simcoe Budget 74 17 Email Lisa Malins Ship's Company Penetanguishene 80 18 Email Beth Dubeau Ship's Company Penetanguishene 81 19 Email Resident Ship's Company Penetanguishene 82 20 Email Resident Ship's Company Penetanguishene 83 21 Newsletter We Are the Villagers Newsletter for February 2019 84 22 23 24 25

Severn Sound Environmental Association th 2018 4 Quarter (Oct. 1 – Dec. 31) Report/Update

SSEA 2018 Season’s Greetings Card Staffing/HR Administration, Staffing, Training and Volunteers

Administration ● Acquired lab space at Port McNicoll Wastewater Treatment Plant (WWTP), THANK-YOU Township of Tay

Training ● Four SSEA staff members completed MNRF Class 2 Electrofishing Course, provided by NVCA ● Staff First Aid/CPR re-certification ● First Nations Cultural Training with LSRCA & Cambium Aboriginal ● One staff completed Project Management and Technical Writing courses with Eco Canada Education, Engagement, Outreach Presentations, Articles, Media, School Involvement and Events Staff Electrofishing Training Presentations ● Budget deputation to the Township of Tay & Township of Tiny (Private Water Well Stewardship Project) ● Orientation presentation for new Township of Tay council ● Latornell Conservation Symposium, “Community Based Management of Invasive Species Populations” and “Long Term Trophic Trends- A Look at 45 Years of Monitoring in Severn Sound” ● SSEA Open House, “Alien Invaders in Our Backyards”

489 Finlayson St - PO Box 460 - Port McNicoll ON - L0K 1R0 - 705-534-7283 [email protected] - www.severnsound.ca

Articles/Publications/News/Media ● Contributed to “A Brief History of Orr Lake” in Urban North Lifestyle Magazine ● Media release for Orr Lake Subwatershed 2017 Conditions Report featured in the Springwater News October 8th Edition 532, Page 19 ● @SSEA_SSRAP Twitter activity for 4th quarter: 46 tweets, 2144 page visits, 211 Followers

Meetings, Conferences/Events ● Attended three Sustainable Severn Sound Board meetings ● Latornell Conservation Symposium - staff presented in 2 sessions ● NVCA Stakeholder Meeting - Integrated Watershed Plan ● Environment and Climate Change Canada’s Great Lakes Coastal Wetlands Information Sharing Workshop ● Couchiching Conservancy workshop - Identifying Priority Sites in Simcoe County for Conservation Securement ● Southern Georgian Bay Sharing Knowledge meeting hosted by Parks Canada Georgian Bay Island National Park - presented 2018 update and future work plan ● North Simcoe Soil and Crop Improvement Association AGM ● Annual SSEA Open House/ Partners Reception/Awards – November 30, Wyebridge Community Centre o THANK YOU event sponsors; Grounded Coffee, Ontario Waterpower Association & the Township of Tiny ● Soft Launch of SSEA Strategic Plan with municipal members ● Georgian College GIS day, Couchiching Conservancy Citizen Science Symposium, Innovative Phosphorus Removal Technologies Workshop (George Barley Prize) Annual SSEA Partners Reception Tree Planting Planting and Distribution

Community Tree Planting & Tree Seedling Distribution ● In planning stages for spring 2019 o seedlings ordered from nursery o conducting site visits for community tree plant projects, seeking additional sites o municipalities assisting with promotion of Tree Distribution program

489 Finlayson St - PO Box 460 - Port McNicoll ON - L0K 1R0 - 705-534-7283 [email protected] - www.severnsound.ca

Fish and Wildlife Habitat / Natural Heritage Natural Heritage Assessments, Invasive Species, Wetlands, Habitat and Stewardship Invasive Species ● Eurasian watermilfoil monitoring on Gloucester Pool ● Participated in webinar on Hydrilla management in the U.S. ● Terrestrial and aquatic invasive species monitoring in Georgian Bay Township (detected 12 terrestrial, 2 aquatic and 1 insect invasive species) ● 4th Severn Sound Invasive Species Working Group Meeting “Invaders in the Severn Sound” ● Delivered an aquatic plant training session to Fisheries and Oceans Canada Asian Carp Program Staff (as part of Ontario Federation of Anglers and Hunters Invading Species Awareness Program) ● Presentation at Ontario Invasive Plant Council Invasive Plant Conference, SSEA presentation on Eurasian watermilfoil in “Community Based Invasive Species the Township of Georgian Bay Initiatives” ● Applied for Invasive Species Act Authorization to possess and transport prohibited invasive species for management and education purposes within Ontario ● Attended Ontario Invasive Plant Council Conference and AGM ● Delivered a technical workshop on the identification and management of Eurasian watermilfoil to members of the Township of Georgian Bay, Six Mile Lake and Gloucester Pool Cottagers Associations

Habitat and Stewardship ● Planning and implementation of a multi-year, multi-partner stream restoration project

Fish Habitat ● Habitat condition mapping completed for a portion of Hogg Bay (Tay Twp.) - 2017/18 Severn Sound Nearshore Fish Communities Project (MNRF – Great Lakes Protection Fund) ● Completed Port Severn Walleye Spawning Shoal Habitat Survey data compilation for Trent-Severn Waterway/Parks Canada Land Use Planning Input and Review ● Commented on 16 proposals, applications, reports or Environmental Impact Studies

489 Finlayson St - PO Box 460 - Port McNicoll ON - L0K 1R0 - 705-534-7283 [email protected] - www.severnsound.ca

Source Water Protection Drinking Water Source Protection, Risk Management Services Drinking Water Source Protection ● As a region submitted a Clean Water Act section 36 workplan to the Province through LSRCA ● Successfully transferred RMO delegation to Melissa Carruthers for the District Municipality of Muskoka ● Renewed Clean Water Act Part IV delegation agreement with the District Municipality of Muskoka, and in principle with the Town of Penetanguishene ● Participated in 1 regional meeting, 1 provincial teleconference, and 1 regional working group ● Facilitated 1 SS SPA meeting, and 1 Severn Sound Source Water Municipal Working Group meeting ● Coordinating meeting with the Minister of Environment, Conservation and Parks regarding Source Water Protection program/funding concerns Bryan Murray with the two Risk Management Services signed RM Plans ● Signed 3 Risk Management Plans ● Held 1 Risk Management (RM) Plan negotiation meeting ● Commented on 14 development proposals and answered 3 inquiries ● Attended 3 pre-consultation meetings ● Continued threat verification work on existing significant drinking water threats ● Acquired door hangers to be used for Education and Outreach purposes Monitoring Programs Field/data collection: Open Water, Inland Lakes, PGMN, PWQMN/Tributaries, Stream Temperature, Stream Invertebrates and Climate, Biological Samples

Open Water ● Completed 2018 bi-weekly sampling (October & November) at 14 stations across Severn Sound open waters (including Honey Harbour area), as well as at the Tay Area Water Intake o data collected for water clarity, temperature, dissolved oxygen, conductivity, turbidity o samples collected for basic chemistry, nutrients, metals, algae, zooplankton

Inland Lakes ● Completed 2018 bi-weekly sampling at 1 station on Little Lake & 4 stations on Bass Lake (lake + 3 tributaries) Winter Sampling in North Bay o data collected for water clarity, temperature, dissolved oxygen, conductivity, turbidity

489 Finlayson St - PO Box 460 - Port McNicoll ON - L0K 1R0 - 705-534-7283 [email protected] - www.severnsound.ca

o samples collected for basic chemistry, nutrients, metals, algae, zooplankton o measured water levels

Provincial Water Quality Monitoring Network (PWQMN) ● Three sampling runs completed at 14 sampling locations across 8 streams (Lafontaine and Copeland creek, Wye, Sturgeon, Coldwater, North (Silver Creek), and Severn River (Port Severn) o data collected for water temperature, dissolved oxygen, pH, turbidity, conductivity o samples collected for basic chemistry, nutrients and metals

Provincial Groundwater Monitoring Network

(PGMN) ● Water level data downloaded at 6 wells ● Partnered with Trent University to sample a PGMN well in Coldwater River watershed for dissolved organic carbon

Stream Temperature ● Retrieved and downloaded 51 stream temperature & 2 air temperature loggers

Climate Trent University and SSEA staff sampling PGMN well ● Monthly Georgian Bay water level and regional climate data compilation ● Severn Sound and 6 inland lake ice observation (volunteer citizen scientists) data compilation ● Retrieved 4 rain gauges and analyzed data for the ice-free period of 2018 at Huronia Airport, Midland STP, Pine Grove (Penetanguishene), and Balm Beach ● Analysed monthly Crop Heat Units for Mon Piero Farms (Township of Tiny) ● Completed request from Town of Midland for August rain data

Biological Sample Update ● Contract signed with new algal taxonomist ● Partnership with Lakehead University to store and analyze Lake Couchiching zooplankton samples, open water zooplankton samples archived with DFO Data Analysis and Reporting Statistics, Data Management & Analysis, Stream Invertebrate ID, and GIS/Mapping

Data Management & Analysis ● Open Water and Inland Lakes (Bass Lake and Little Lake): o 2018 profile & water chemistry data compiled o Seasonal & annual summaries and trends updated

489 Finlayson St - PO Box 460 - Port McNicoll ON - L0K 1R0 - 705-534-7283 [email protected] - www.severnsound.ca

Reporting ● Finalized report Farlain Lake Water Levels ● One Nuisance Algae Report Form completed re: landowner complaint (Wye River) ● Displays updated with 2018 data for SSEA Open House/Partner Reception event: Bass Lake, Little Lake, Seven Sound Open Water Trends, Georgian Bay Water Levels, Honey Harbour ● Submitted 2018 Yellow Fish Road™ report to Trout Unlimited Canada

Landowner/Municipal Inquiries ● Responded to 3 landowner inquiries and/or concerns ● Responded to 2 municipal inquiries and/or concerns ● Responded to 10 municipal and/or public inquiries regarding invasive species (Phragmites, Eurasian watermilfoil, emerald ash borer, pokeweed, glossy buckthorn and invasive species disposal) Financial Donations, Grants, Budget, Invoicing and Revenue (fee for service) Grants ● RECEIVED Land Stewardship and Habitat Restoration Program grant supporting Invasive Species program ● RECEIVED Eco Canada Wage Funding Program grant ● RECEIVED BioTalent Canada wage funding grant ● APPLIED FOR Loblaw Water Fund 2019 grant

Cost Recovery ● Trent Severn Waterway/Parks Canada - Walleye spawning shoal project

Thank you from the SSEA Team

● Julie Cayley - Executive Director ● Melissa Carruthers - Risk Mgmt. ● Lex McPhail - IT Manager/GIS Official./Risk Mgmt. Inspector Applications Specialist ● Carl Lesperance - Watershed ● Paula Madill - Ecosystem Monitoring Lead Technologist ● Judy Hancock - Contract Treasurer ● Michelle Hudolin - Wetlands & ● Robert Canning - Invasive Species Habitat Biologist Program Coordinator ● Aisha Chiandet - Water Scientist

Disclaimer: TWITTER, TWEET, RETWEET and the Twitter logo are trademarks of Twitter, Inc. or its affiliates

489 Finlayson St - PO Box 460 - Port McNicoll ON - L0K 1R0 - 705-534-7283 [email protected] - www.severnsound.ca Andrea Betty

From: AGCO Cannabis Sent: Tuesday, January 29, 2019 11:39 AM To: Andrea Betty Subject: Section on Public Notice Process Added to Cannabis Retail Regulation Guide

Follow Up Flag: Follow up Flag Status: Flagged

Section on Public Notice Process Added to Cannabis Retail Regulation Guide

The following new section of the AGCO’s Cannabis Retail Regulation Guide is now available on the AGCO’s website:

 Public Notice for a Cannabis Retail Store Authorization

This section provides details about the public notice process that the AGCO will undertake when an eligible applicant has submitted a cannabis Retail Store Authorization application. It describes the steps of the process, including the posting of a public notice at the proposed store location, and the opportunity for residents and the municipality to provide written submissions in response to the application.

Alerts such as this one will continue to be sent as new information is added to the Cannabis Retail Regulation Guide.

View online - www.agco.ca - Unsubscribe

2 From: AMO Communications To: Kelly Cole Subject: AMO WatchFile - January 24, 2019 Date: January 24, 2019 10:13:10 AM

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January 24, 2019 In This Issue - AMO wraps up electronic and digital signature pilot. - February 13 Municipal Waste Diversion Forum. - Government providing more options to fundraise through online raffles. - A digital meeting management and livestreaming solution for municipalities. - AMO/Frank Cowan Company Risk Management Symposium returns! - RETScreen Worskhops - Your 5-year Energy Plan assistant. - Conversations with ONE Investment - “Meet and Greet.” - 2019 PRO Educational Forum and Trade Show - March 26-29. - Careers with Simcoe County and Muskoka Lakes.

AMO Matters AMO’s pilot report details municipal experiences implementing and using Notarius' electronic and digital signature solutions. For more information on our digital signature partner and other resources, please visit our website.

AMO & M3RC are hosting a February 13 Forum on the ever-changing landscape of the Waste-Free Ontario Act & other waste diversion topics for Ontario municipal staff and elected officials. Attendance is free. Register today!

Provincial Matters Administered by the Alcohol and Gaming Commission of Ontario (AGCO), changes that give charities more flexibility when holding raffles will allow Ontarians to support charities through a wider variety of online and in-person electronic raffles.

Eye on Events For generations, municipal governments have relied on paper-based, manual processes to manage meetings. Now, municipalities are discovering the benefits of digitally transforming meeting management processes. Members interested in automating and streamlining board, committee and council meetings, are invited to a free webinar on February 13, 12 pm, where we will be announcing our new partnership with a digital meeting management and livestreaming provider.

The theme of this fall’s Risk Management Conference is “It’s not science fiction” - The future is now. Anticipate the risks and be prepared. Save the date - September 12-13, 2019, Casino Rama.

Assess your utility bills for your 5-year Energy Plan before the July 1 deadline. Learn how with a RETScreen Performance Analysis workshop. Workshops are eligible for 50% IESO funding making this a low-cost way to do-it-yourself! Registration is now open.

ONE Investment is launching new investment offerings in 2019 under the Prudent Investor regime for municipalities. We would like to meet with a group of finance staff at a location near you to discuss ONE, your needs and answer questions. If your municipality is interested in participating, please contact Janet Wong. Locations will be determined based on responses.

Municipal Wire* The PRO Educational Forum and Trade Show is Canada's largest annual national forum for recreation and leisure professionals. Engage with thought leaders, practitioners, and decision-makers on the issues and challenges you face every day, stay on the cutting edge of recreation delivery, research, and policy, and connect with over 500 professionals in the industry.

Careers Real Estate Negotiator / Acquisition Specialist - County of Simcoe. Reports to: Manager, Real Estate. Employment Status: Permanent Full-Time. Reference Code: 129. Location: Midhurst. Closing Date: February 5, 2019. To view the job description and submit your application online, please visit County of Simcoe Career Opportunities.

Chief Administrative Officer - Township of Muskoka Lakes. Posting Closing Date: 12:00 noon, Friday, February 15, 2019. Interested candidates are invited to submit their resume, with cover letter online at the Township's Employment Opportunities. Interviews for this role are anticipated to take place the week of March 18, 2019. Please confirm your availability to meet during this time period.

About AMO AMO is a non-profit organization representing almost all of Ontario's 444 municipal governments. AMO supports strong and effective municipal government in Ontario and promotes the value of municipal government as a vital and essential component of Ontario's and Canada's political system. Follow @AMOPolicy on Twitter!

AMO Contacts AMO Watch File, Tel: 416.971.9856 Conferences/Events Policy and Funding Programs LAS Local Authority Services MEPCO Municipal Employer Pension Centre of Ontario Media Inquiries, Tel: 416.729.5425 Municipal Wire, Career/Employment and Council Resolution Distributions

*Disclaimer: The Association of Municipalities of Ontario (AMO) is unable to provide any warranty regarding the accuracy or completeness of third-party submissions. Distribution of these items does not imply an endorsement of the views, information or services mentioned.

Association of Municipalities of Ontario Please consider the environment 200 University Ave. Suite 801,Toronto ON Canada M5H 3C6 before printing this. To unsubscribe, please click here From: AMO Communications To: Kelly Cole Subject: AMO WatchFile - January 31, 2019 Date: January 31, 2019 10:05:40 AM

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January 31, 2019 In This Issue - February 13 Municipal Waste Diversion Forum. - Updates to the Ontario Wildlife Damage Compensation Program. - A digital meeting management and livestreaming solution for municipalities. - Federal Carbon Pricing System - How will it impact municipalities? - RETScreen Energy Workshops now available in your area! - Conversations with ONE Investment - “Meet and Greet.” - LAS Blog: Four ways LAS can support your Energy Plan! - Career Opportunities.

AMO Matters AMO & M3RC are hosting a February 13 Forum on the ever-changing landscape of the Waste-Free Ontario Act & other waste diversion topics for Ontario municipal staff and elected officials. Attendance is free. Register today!

Provincial Matters Updates have been introduced to the Ontario Wildlife Damage Compensation Program. Check out information and Municipal Investigator Training Sessions on OMAFRA’s website.

The new federal carbon tax will take effect this April 1. What does that mean for your municipality's budget and environmental initiatives? Please join LAS and program partner Edison Energy for a free webinar on February 14th at 11 am and get answers to all your questions.

LAS and TdS Dixon are offering low cost RETScreen Performance Workshops to help get you started on your 5-year Energy Plan. Register for this one-day workshop online or submit your form today! Not currently offered in your area? Gather 10 of your neighbours and let us know - we'll make it happen.

LAS LAS Blog: Five year corporate energy management plans are due on July 1. Check out the LAS Blog to learn how we can help accomplish this project quickly and efficiently.

Careers Clerk to the Authority/Executive Coordinator, CAO & Board - Niagara Peninsula Conservation Authority. Position term: Temporary Full Time (up to 3 months), Non-Union. Application deadline: 4 p.m., February 5, 2019. Please apply online at Niagara Peninsula Conservation Authority Careers.

Manager of Planning Services - Town of Amherstburg. Reports to: Director of Planning, Development and Legislative Services. Please visit the Town's website for a detailed job description. Applicants are invited to submit a resume no later than 4:30 p.m., Friday, February 8, 2019 to [email protected].

Waste Management Coordinator - Town of Richmond Hill. Department: Environment & Infrastructure Services. Reports to: Manager, Energy & Waste. For more information and to apply online, visit Richmond Hill Employment by 4:30 PM on February 12, 2019.

CAO Clerk Treasurer - Township of Fauquier-Strickland. Please submit a covering letter and resume clearly outlining how you meet the qualifications of this position and why you want to work for the Township of Fauquier-Strickland, by 4 pm, Friday February 15, 2019, to the attention of: Mayor Madeleine Tremblay, Corporation of the Township of Fauquier-Strickland , P. O. Box 40, Fauquier, Ontario P0L 1G0. Email: [email protected]; Fax : 705.339.2421.

Deputy Clerk Treasurer - Township of Fauquier-Strickland. Please submit a covering letter and a detailed resume clearly outlining how you meet the qualifications of this position and why you want to work for the Township of Fauquier-Strickland, by 4 pm, Friday February 15th, 2019, to the attention of: Mr. Robert Courchesne, Clerk Treasurer Administrator, Township of Fauquier-Strickland, P. O. Box 40, 25 Grzela Road, Fauquier, Ontario P0L 1G0. Email: [email protected]

Treasurer / Tax Collector - Municipality of Hastings Highlands. Interested candidates are invited to submit their resume by February 15, 2019, with cover letter to the following: Municipality of Hastings Highlands, 33011 Highway 62, P.O. Box 130, Maynooth, ON K0L 2S0, Attention: (Ms.) Pat Pilgrim, CAO/Clerk, or by email to: [email protected], Fax: 613.338.3292.

Treasurer - Town of Orangeville. Department: Corporate Services, Finance Division. Reports to: General Manager, Corporate Services. Please submit your resume, in confidence, to Ms. Sarah Alexander, Human Resources Assistant, no later than 4 p.m., Friday, February 15, 2019. Applications may be submitted online, emailed to [email protected], or submitted in person at the Town Hall. If submitting a resume via email, please quote the job title in the subject line.

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Economic Development Office (EDO) Report Sharon Vegh, January 17, 2019

FOCUS ON BUSINESS RETENTION AND EXPANSION & ASSOCIATED MARKETING Objective: To Create Awareness of North Simcoe in the “Heart of Georgian Bay” resulting in Business Growth, Expansion, Productivity, Innovation, Investment and Jobs

The EDCNS Annual Report provided insight to all deliverables since inception in 2014. A Council orientation was delivered to Tay Township. The orientation presentation and associated data report, indicating steady growth, is available on the EDCNS website.

Communications, Marketing and Media Communications, Marketing and Media Two Skilled Trades Talent media campaigns were completed in 2018. Participating local companies included: Archer Daniels Midland (ADM); Ambient Activity Technologies/Keebee Play; Baytech Plastics; Deluxe; Franke Kindred; Georgian Reinforcement Fabrics; Industrial Filter Manufacturing; Lakeland Interiors; Makk Design; Streit Manufacturing; Techform-a division of Magna Closures; MRT Automation; North Simcoe Tool; Raytheon ELCAN Optical Technologies; Weber December 20, 2018 – The Mirror. Left to right Roy Ellis-EDCNS, Sharon Vegh-EDCNS, Werner Ferreira & Manufacturing Technologies Inc.; and ZF Canada Ltd. Heather Wilson-Streit Manufacturing, Andrew Cywink-Baytech Plastics, Mark Losch-North Simcoe Tool

Photo above: An interview was published on December 22, 2018 “North Lead Generation/Investment Simcoe municipalities working on attracting skilled trades workers to region”. ➢ Responded to all RFIs submitted to EDCNS from the County In addition, five interviews were published by Star Metroland Media-The ➢ Contacted over 1,000 prospective businesses to invest and Mirror, in 2018 including: EDCNS, Franke Kindred, North Simcoe Tool, Keebee grow in North Simcoe. Through Prosperity Summit 2018 Play/Ambient Activity Technologies. All information and media releases are themed Convergence of Healthcare and Manufacturing, available on the completely updated EDCNS website. working with one business for relocation. Another business is providing healthcare technology services. ➢ Provided Business Retention and Expansion (BR&E) services EDCNS Board of Directors Welcomes New Talent to the Board for 2019 for existing businesses. Conduit to leasing opportunities. ➢ Councillor Cindy Hastings, representing the Township of Tiny Expansion by creation of a medical building is in the pipeline. ➢ Councillor Cher Cunningham, representing the Town of Midland ➢ Prospective 25 acre land investment is under discussion. DST Consulting Engineers Inc. 885 Regent St., Suite 3-1B Sudbury, ON P3E 5M4 Tel: 705-523-6680 Fax: 705-523-6690 www.dstgroup.com

January 22, 2019 DST Reference No.: GV-NO-035347

Town of Penetanguishene 10 Robert Street West Penetanguishene, ON, L9M 2G2

Via email:[email protected]

Attention: Andrea Betty, Director of Planning and Community Development

Re: Category ‘B’ - Class Environmental Assessment King’s Wharf New Dock Discovery Harbour, Penetanguishene, Ontario Dear Ms. Betty,

DST Consulting Engineers Inc. (DST) has been retained by Colliers Project Leader (Colliers) on behalf of the Ministry of Tourism, Culture and Sport (MTCS) to conduct a Class Environmental Assessment (EA) for the proposed design and construction of a new floating dock system at King’s Wharf, in Discovery Harbour, located at 97 Jury Drive, Penetanguishene, Ontario (N04078). This letter is to consult on the Category B EA being conducted by DST under the Ministry of Infrastructure (MOI) Public Work Class Environmental Assessment (2004 amended 2012) for the Project. Please review the information below and provide input by February 22, 2019.

Site Overview The existing King’s Wharf extends into Penetang Harbor and is located in Discover Harbour, Penetanguishene, Ontario. The facility is owned/operated by Huronia Historical Parks and the Ontario Ministry of Tourism, Culture and Sport (MTCS). The full Discovery Harbour property is listed as a Provincial Heritage Property of Provincial Significance. Please refer to the Figure 1 for the Site Location.

Project Description The project includes the design, construction and installation of a new floating dock system at King’s Wharf, connecting the existing floating dock to shore. The proposed floating system will be used for visitor’s access purposes and not for the docking of ships. The current conceptual design of the dock is 7.3 m wide and 42 m long and will include a 15 m long ramp providing access to the dock from the shore. A small abutment will be required on shore as an attachment point for the ramp that will provide access from the shoreline to the new floating dock system.

The dock will be fabricated off-Site and, if required, the floating sections will be secured with cast concrete anchor blocks with a bottom area of 2 m2 each or rectangular spud poles approximately 0.03m x 0.03m in size. Both proposed anchoring systems are expected to sink within the substrate and have minimal impact to the diversity and structure of the aquatic habitat.

The proposed location and current concept design of the new floating dock is illustrated in Figure 1.

DST CONSULTING ENGINEERS INC. Colliers/ Infrastructure Ontario Kings Wharf Dock Feasibility Study DST Reference No.: GV-NO-035347 Page - 2 -

Need, Purpose, Scope and Timing The current wharf access to the existing floating dock has deteriorated significantly. The purpose of this project is to provide an alternate access route to the existing floating dock. The design phase of this project is currently in progress and the intent is to have the new floating dock system in place by early August 2019.

Information Gathering DST has gathered information relevant to the Class EA, as summarized in Table 1. We would appreciate your confirmation of the accuracy of this information and would like you to provide additional information where needed. Please use this table to confirm DST’s information and/or to add new information.

Consultation We would appreciate your input related to the undertaking including, but not limited to, potential environmental impacts and associated mitigation measures. Several general mitigation measures have already been identified that will be applied to the project, as summarized in Table 2. Please use this table to provide your input.

If you have any input related to the project itself or are aware of any other stakeholders who may have an interest in the proposed project, please notify us in writing by February 22, 2019 to the signatory below.

Environmental Assessment Reporting The results of consultation, potential environmental effects, and any proposed ways to address them will be documented in the Consultation and Documentation (C&D) Report that will be made available for public review.

Freedom of Information Personal information – such as individual’s name plus address, telephone number or property location – is collected under the authority of the Environmental Assessment Act for the purposes of carrying out an assessment under the Public Work Class Environmental Assessment in accordance with the Freedom of Information and Protection of Privacy Act. Any personal information you provide will become part of a public record that is available to the general public unless you request that your personal information be confidential. For more information, please contact the signatory below.

If you have any questions or comments, please contact the undersigned at your convenience. Thank you in advance for your cooperation.

Yours truly For DST CONSULTING ENGINEERS INC.

Michaela Haring, M.Sc., P.Bio Environmental Scientist [email protected]

DST CONSULTING ENGINEERS INC.

Colliers/ Infrastructure Ontario Kings Wharf Dock Feasibility Study DST Reference No.: GV-NO-035347 Page - 3 -

Figure 1 – Proposed location and design of the new floating dock.

DST CONSULTING ENGINEERS INC. Colliers/ Infrastructure Ontario Kings Wharf Dock Feasibility Study DST Reference No.: GV-NO-035347 Page - 4 -

Table 1 –Information Gathering Information Site-Specific Information Stakeholder Information Official Plan and Zoning According to the Town of Designations Penetanguishene Official Plan (2018) the property is zone as a Provincial Institution Area. Floodplains There is no conservation authority in the area. There are no mapped floodplains in the Official Plan, however, it is recognized that there is the potential for flooding given its proximity to Penetang Harbour. ANSIs According to the NHIC map, the site does not overlap with any ANSIs. Environmentally Significant Neither the NHIC mapping nor the Areas Official Plan identify any Environmentally Significant Areas overlapping with the Site. Distinctive Environmental The Site is located on Penetang Features (e.g. high Harbour, which is situated along the groundwater level, shore of Severn Sound within the groundwater wells, streams, Severn Sound Watershed, at the rivers, natural corridors, southeastern corner of Georgian Bay. woodlots, springs, water The waterbody supports a diversity of bodies, significant warm and cool water fish species. topography, ravines, rock outcrops) Source Water Protection According to the Severn Sound Source Areas Protection Plan, the site is not located within a wellhead protection area, intake protection zone or groundwater recharge area Prime Agricultural Lands According to the Official Plan, there are no Prime Agricultural lands identified within the area. Historical, Archaeological, The full Discovery Harbour property is Paleontological or listed as a Provincial Heritage Property Architectural Significant. of Provincial Significance. In addition, a cultural heritage evaluation completed in June 2017 identified remnants of the original 19th century wharf at the location of the current wharf.

DST CONSULTING ENGINEERS INC. Colliers/ Infrastructure Ontario Kings Wharf Dock Feasibility Study DST Reference No.: GV-NO-035347 Page - 5 -

Table 2 – Summary of Potential Environmental Impacts and Mitigation Measures Potential Environmental Proposed Mitigation and Monitoring Stakeholder Comments Effects Measures Existing Land Use Status None anticipated None Required Environmental Condition of the Property Soil/Groundwater: There are If previously unidentified impacts are no known impacts to soil in the encountered, work will stop vicinity of the work planned and immediately, and the Project Manager there is limited below ground consulted as to how to proceed. Any work planned. Although low investigation and/or remedial work risk, there is the potential to undertaken will be completed in disturb previously unidentified general accordance with applicable soil and/or groundwater regulatory and industry standards. impacts. Spill kits will be available on site and Heavy equipment will be used staff will be trained in their use. on site and leaks and spills are possible. Environmentally Significant Areas Species at Risk: There are no If any SAR are encountered, work will known species at risk located stop immediately, and the Project on site. Although low risk, there Manager consulted as to how to is the potential to disturb proceed. species at risk and/or impact their habitat if encountered. Distinctive Environmental Features Waterbody and Aquatic In accordance with the MNRF (2013) Species: The project occurs in In-Water Work Timing Window and adjacent to the Penetang Guidelines, no in water work will occur Harbour, which is provides between March 15th and July 15th. habitat to a variety of aquatic species. Impacts to the water The duration of in water work will be body in the form of spills, minimized, where possible. No sediment and disturbance of the machinery will be permitted to enter the lakebed and associated habitat water, and erosion and sediment and aquatic species is possible. control measures will be in place to prevent deleterious substances will enter the water.

Any refueling, or maintenance of equipment will occur on an impermeable surface a minimum of 30 m from the waterbody. Spill kits will be available on site and staff will be trained in their use.

Appropriate mitigation measures drawn from the 2010 DFO publication Mitigation Guide for the Protection of Fishes and Fish Habitat to Accompany

DST CONSULTING ENGINEERS INC.

Colliers/ Infrastructure Ontario Kings Wharf Dock Feasibility Study DST Reference No.: GV-NO-035347 Page - 6 -

Potential Environmental Proposed Mitigation and Monitoring Stakeholder Comments Effects Measures the Species at Risk Recovery Potential Assessment Conducted by Fisheries and Oceans Canada (DFO) in Central and Arctic Regions will be integrated into the specifications and applied to this project. Servicing Capacity None anticipated None Required. Cultural Heritage Archaeological: There is the A Marine and Land Archaeological potential to disturb Assessment is currently underway to archaeological features in the confirm if the project area has area of the Site. archaeological potential. Mitigation measures, if identified, will be reviewed with MTCS and applied to the project under the supervision of a licensed archaeologist. Heritage: The full Discovery Construction access will be minimized Harbour property is listed as a to previously disturbed areas to ensure Provincial Heritage Property of protection of the cultural heritage Provincial Significance. No features on the property. All on-Site effects to the cultural landscape activities will be monitored by the and/or built heritage features Project Manager to ensure that are anticipated. construction protocols to protect facilities are adhered to. A cultural heritage evaluation completed in June 2017 Any intrusive activities on the current identified remnants of the wharf system, if required, will be original 19th century wharf at the monitored by a licenced archaeologist. location of the current wharf. The wharf contributes to the historical development and use of the property. Socio-Economic Effects None anticipated None Required

Other Environmental Effects and Other Issues None anticipated None Required

Climate Change None Anticipated None Required

DST CONSULTING ENGINEERS INC.

January 25, 2019

Ms. Rachel Simeon Director, Market Housing Branch Ministry of Municipal Affairs and Housing 14th Floor, 777 Bay Street Toronto, Ontario M5G 2E5

Dear Ms. Simeon:

Re: Development Charges and Housing Affordability

At the outset, we would like to thank the Ministry for the invitation to participate in the “Development Charges and Housing Affordability Technical Consultations” undertaken as part of the Province’s Housing Supply Action Plan. The undersigned participated in both the Municipal Consultation held on January 9, 2019 and the Municipal/Developer Technical Consultation Wrap-up held on January 21, 2019. We would, by way of this letter, summarize our perspectives advanced during those discussions.

Watson & Associates Economists Ltd.

Watson & Associates Economists Ltd. is a firm of municipal economists, planners and accountants which has been in operation since 1982. With a municipal client base of more than 250 Ontario municipalities and utility commissions, the firm is recognized as a leader in the municipal finance/local government field. The firm’s Directors have participated extensively as expert witnesses on development charge (D.C.) and municipal finance matters at the LPAT/O.M.B. for over 37 years.

Our background in D.C.s is unprecedented including:

• Having undertaken over one-half of the consulting work completed in Ontario in the D.C. field during the past decade; and • Provided submissions and undertook discussions with the Province when the Development Charges Act (D.C.A.) was first introduced in 1989 and with each of the amendments undertaken in 1997 and 2015.

Development Charges and Land Supply

Within the provincial consultation document “Increasing Housing Supply in Ontario,” the Province has identified five broad-themed barriers to new housing supply. The third

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barrier, “Costs: Development Costs are Too High Because of High Land Prices and Government Imposed Fees and Charges,” presents that:

• New housing development requires access to serviced land; • Land prices are driven up by lack of serviced land available for development; and • Government-imposed fees and D.C.s make it expensive to develop new housing.

The following provides our comments and perspectives on these matters.

D.C. Rates in Ontario

As a starting point, we would provide a summary of the municipal and education D.C.s across Ontario as of late 2018 (Appendix A). Based on this data, the following summary is provided:

Table 1 - Development Charges in Ontario Development Charge for Single Detached House1 Area of Ontario High Median Low GTA $113,600 $68,200 $42,700 Central $66,800 $25,700 $11,200 Western $36,300 $12,000 $300 Eastern $37,200 $7,200 $1,000 1 Rounded

Table 2 - Development Charges - Number of Municipalities in Each Range Development Charge for Single Detached House 100,000 80,000 - 60,000 - 40,000 - 20,000 - 0 - Area of Ontario + 100,000 80,000 60,000 40,000 20,000 GTA 1 9 4 11 - - Central - - 2 2 24 16 Western - - - - 19 42 Eastern - - - - 4 46 From the above data, the G.T.A. has the highest rates with the combined charges ranging from $42,700 to $113,600 and a median charge of $68,200. All other areas in the Province have charges under $40,000 with the exception of Central Ontario which has four municipalities in the $40,000 to $80,000 range.

Development Charges as a Source of Revenue

Appendix B provides the total municipal D.C. collections by service years (2013 to 2017). The following summarizes the total collections by category along with an averaged annual collection amount.

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Table 3 - Development Charge Collections - 2013 to 2017 Total Collections Annual Average Percentage of Service Category 2013 - 2017 Collections Total Water, Wastewater & 3,890,337,560 778,067,512 38.8% Stormwater

Roads & Transit 3,870,082,284 774,016,457 38.6%

Fire, Police & EMS 239,969,124 47,993,825 2.4% Parks, Recreation & 1,305,415,069 261,083,014 13.0% Library

Provincial - Go Transit 47,415,065 9,483,013 0.5%

All Other 683,259,230 136,651,846 6.8%

Total 10,036,478,333 2,007,295,667 100.0%

As presented:

• Water, wastewater and stormwater services account for 39% of the D.C. funds collected. These services are essential to the creation of serviced land for housing and employment; • Roads and Transit account for another 39% of the D.C. collections. These services are essential to goods movement and for employment; and • The remaining collections go towards protection, health and well-being. Note that the Province receives 0.5% of the total municipal collections for GO Transit service.

Development Charges as a Percentage of House Prices

Over the past five years, infrastructure costs have risen. Factors that have influenced these increases include:

• Increases in tender prices to construct infrastructure; • Increased regulatory requirements (e.g. increased quality treatment for water/wastewater, enhanced technology requirements); • Increased land prices; and • Enhanced approval process (environmental assessments, public engagement, etc.).

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While the D.C. rates have increased, housing prices have increased as well. The following information was presented by BILD in their 2013 and 2018 documents “Government Charges and Fees on New Homes in the Greater Toronto Area.”

Table 4 - Summary of Development Charges for Selected G.G.H. Municipalities - 2013 Town of Town of City of City of Bradford Town of City of Item Oakville Brampton Markham West Ajax Toronto Gwillimbury Average New Home Price 36' lot $590,000 $490,000 $600,000 $410,000 $460,000 $540,000 Lower-Tier/Single-Tier D.C.s $18,957 $25,351 $19,950 $29,024 $12,020 $19,412 Upper-Tier D.C.s $35,275 $35,532 $40,107 $6,172 $20,940 Education D.C.s $3,665 $2,146 $2,020 $1,088 $1,964 $544 Total Municipal D.C.s $54,232 $60,883 $60,057 $35,196 $32,960 $19,412 Total D.C.s $57,897 $63,029 $62,077 $36,284 $34,924 $19,956 D.C.s as a % of Housing Price 9.8% 12.9% 10.3% 8.8% 7.6% 3.7% Source: Government Charges and Fees on New Homes in the Greater Toronto Area, Revised Final Report, July 23, 2013. Altus Group.

Table 5 - Summary of Development Charges for Selected G.G.H. Municipalities - 2018 Town of Town of City of City of Bradford Town of City of Item Oakville Brampton Markham West Ajax Toronto Gwillimbury Average New Home Price 36' lot $1,200,000 $655,000 $1,200,000 $570,000 $600,000 $930,000 Lower-Tier/Single-Tier D.C.s $33,688 $29,417 $33,687 $25,106 $16,087 $60,739 Upper-Tier D.C.s $40,277 $52,407 $48,330 $8,983 $28,360 n/a Education D.C.s $6,633 $4,567 $6,407 $1,759 $2,735 $1,493 Total Municipal D.C.s $73,965 $81,824 $82,017 $34,089 $44,447 $60,739 Total D.C.s $80,598 $86,391 $88,424 $35,848 $47,182 $62,232 D.C.s as a % of Housing Price 6.7% 13.2% 7.4% 6.3% 7.9% 6.7% Source: Government Charges and Fees on New Homes in the Greater Toronto Area. May 2, 2018. Altus Group. As presented, over the past five years D.C.s as a % of average new house prices have decreased in Oakville, Markham and Bradford West Gwillimbury, increased marginally (.3%) in Brampton and Ajax and significantly (3%) in Toronto.

Tables 6 and 7 present the increases in housing prices and D.C.s over the five-year period.

Table 6 - Summary of Housing Price Increase for New Homes for Selected G.G.H. Municipalities Town of Town of City of City of Bradford Town of City of Oakville Brampton Markham West Ajax Toronto Gwillimbury Average New Home Price 36' lot 103% 34% 100% 39% 30% 72% (Percentage Increase) Source: Government Charges and Fees on New Homes in the Greater Toronto Area. Altus Group - 2013 vs. 2018

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Table 7 - Summary of Municipal and Education Development Charge Increase for New Homes for Selected G.G.H. Municipalities Town of Town of City of City of Bradford Town of City of Item Oakville Brampton Markham West Ajax Toronto Gwillimbury Municipal D.C.s 36% 34% 37% -3% 35% 213% Education D.C.s 81% 113% 217% 62% 39% 174% Total D.C.s 39% 37% 42% -1% 35% 212% Source: Government Charges and Fees on New Homes in the Greater Toronto Area. Altus Group - 2013 vs. 2018 In other jurisdictions, D.C.s as a percentage of new home prices are lower than the G.T.A.:

Table 8 - Development Charges as a Percentage of New Home Prices for Selected Municipalities - 2018

City of City of City of City of City of Item City of Barrie Hamilton Kitchener Windsor Kingston Ottawa

Average New Home Price $778,715 $770,212 $714,253 $550,110 $454,755 $562,898 Total Municipal D.C.s $49,184 $36,769 $33,041 $22,358 $18,468 $35,047 Education D.C.s $1,759 $1,924 $1,691 $305 $124 $2,157 Total D.C.s $50,943 $38,693 $34,732 $22,663 $18,592 $37,204 D.C.s as a % of Housing Price 6.5% 5.0% 4.9% 4.1% 4.1% 6.6% Source: House Prices - CMHC Market Absorption Survey Impacts of Loss of Development Charges on the Tax and Rate Payers

The revenue sources available to municipalities to fund capital infrastructure are limited.

• External sources – Includes D.C. contributions, grants, Planning Act contributions (parkland dedications, section 37 contributions) and donations. • Financing – Debt and P3 (public/private partnerships) are financing tools and assist in spreading the burden over periods of time; however, the payments are ultimately made by the tax/rate payer. • Internal – Property taxes, water/wastewater/stormwater rates, user fees, reserves (note that these funds are accumulated from past taxes and rates).

As noted in Table 3, removal of D.C. revenues would have a direct and immediate impact on property taxes and user rates to fund the $2 billion annual loss. Water and wastewater alone accounts for 39% of the collections and is crucial to the creation of serviced land to supply housing and employment. A recent report released by the CD Howe Institute (dated August 14, 2018) recommended the removal of the water and wastewater D.C.s. This loss of over $780 million per year in external funding would have a major impact on water and wastewater customers. Ottawa, Peel and York Region considered the impacts of this recommendation and identified the following immediate impacts on their water/wastewater customers:

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Table 9 - Impact on Water/Wastewater Bills Due to Loss of Development Charges Average Household Bill User Rate Municipality Percentage Bill Before Bill After Loss of Increase to Bill Increase Change D.C. Revenue

City of Ottawa $826 $1,693 $837 106% Region of Peel $691 $1,206 $515 72% Region of York1 $888 $1,417 $529 85% 1 Includes the impact on the Region's bill only - does not include lower tier's component The above impact on rates must be considered in conjunction with potential added capital expenditures arising from the mandatory asset management requirements of the Infrastructure for Jobs and Prosperity Act. Under this legislation, municipalities have four years to comply in implementing long-term capital plans for rehabbing or replacing existing assets. Given that most Ontario municipalities have existing water/wastewater capital investments per customer of $25,000-$35,000, the ability to absorb the added costs for new infrastructure without D.C. revenue would be financially unaffordable for most municipalities.

The Cost of Growth

The impact of development on a municipality is not often understood clearly. Appendix C provides a schematic overview of the different components of the municipal finance regime and how development impacts property taxes (and rates). On average, residential development creates more expenditures than it does revenue, placing upward pressure on taxes. As noted in the schematic, the purple boxes denote the need for infrastructure and the (partial) recovery from D.C.s leaving a net financial impact on the municipality. Should D.C.s be further reduced, there is a further and direct impact on taxes and rates.

Fiscal Impact Case Studies – Milton and Barrie

Our firm has undertaken numerous fiscal impact assessments to evaluate the overall impact of growth on municipalities. Most often, these are undertaken as part of an Official Plan Review in order to provide direction on the timing and phasing of development (from an affordability perspective) along with financial policies to manage the financing of the infrastructure. Two examples of the impacts of growth are provided below:

Town of Milton – Located in the G.T.A. West, it is identified as a key growth area. In 2000, it had a population of 31,500 and was “planned” to grow to approximately 175,000. The early building projections were to grow at about 1,000 units per year which has increased significantly, reaching well over 2,000 units per year for a number

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of years. At present, the Town’s population is approximately 130,000. Planning for this municipality to grow almost six times its size required significant investment in both infrastructure and operating costs. From the fiscal impacts undertaken for each secondary plan, growth was deemed unaffordable. Observations arising from the studies included:

• D.C.s only contributed to about 75% of the growth-related costs (due to mandatory exemptions, reductions, deductions and averaging of historical service standards; • Debt capacity would exceed 50% placing it well above the provincial limit of 25%; and • Tax rate increases averaging approximately 10% per year were anticipated over the planning period.

Based upon the above challenges facing the Town, the growth would have to be slowed to approximately 30% of the growth targets in order to maintain financial affordability. The municipality, however, was able to negotiate with the development community to assist in mitigating the impacts. By agreement, capital contributions (in addition to the D.C. payments) were made to reduce the debt borrowing requirements (thus reducing the debt to below the capacity limits) along with the direct impact on property taxes.

City of Barrie – Located north of the G.T.A., Barrie also achieved rapid growth in the 1990s and subsequently sustained moderate growth thereafter. In 2010, the City had annexed 5,700 acres of land from Innisfil which was targeted primarily for residential development. Within the City’s existing built boundary, there was significant residential lands along with employment lands to be developed. The landowners within the annexed area wished to proceed with the Secondary Plan process and potentially proceed to advance the development of the area. In addition to the financial costs of providing infrastructure to the existing built boundary area, the City was facing significant financial challenges to address replacement of aging water, wastewater, roads and other infrastructure. In attempting to address the financial infrastructure requirements within the existing built boundary along with layering the growth within the annexation lands, the City would have to consider the following impacts:

• D.C.s only contributed to about 75% of the growth-related costs (due to mandatory exemptions, reductions, deductions and averaging of historical service standards; • Debt capacity would exceed 46% placing it well above the provincial limit of 25%; and • Tax rate increases averaging 6% per year.

Similar to Milton, the City negotiated capital contributions to assist with reducing the debt capacity below the mandatory limit and the direct impact on property taxes (4% per year).

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Note that the capital contributions mentioned for Milton and Barrie were to directly fund growth-related capital costs which were not D.C. recoverable as a result of the reductions, deductions and limitations set out in the D.C.A. Without these contributions, housing supply would have been reduced and staged to maintain affordability and sustainability. Note that with the changes imposed through the Smart Growth for Our Communities Act, 2015 (Bill 73), the Province has sought to provide limitations in this area.

Housing Affordability in Ontario and the G.T.H.A.

Housing costs are typically the most significant household expenditure and the costs associated with housing relative to household income can have a significant impact on household well-being. Measuring affordability typically involves comparing housing costs to household income.

“Affordability,” as defined in this context, is continually changing and is based on a number of parameters, including the dynamics of the housing market (supply and demand), mortgage costs (determined by interest rates), operating costs, characteristics of households (household income, position in life cycle, lifestyle choices) and government policy. Affordable housing includes both low-cost market housing for homeowners and renters, as well as non-market housing available at subsidized rates.

An analysis is provided in Appendix D. The analysis presented therein suggests that over the 2006 to 2016 period, erosion in housing affordability has been largely in the rental market, and not in the owner-occupied segment.

While new home prices have risen over the period, there are a number of factors that help explain why housing affordability in the ownership market has remained relatively steady over the period:

• The decline in interest rates over the period, which has reduced borrowing costs for mortgages and helped manage carrying costs; • A significant shift in new housing mix to more affordable housing products – increasing absorption of townhouse and condo units as a share of total; and • An increase in multi-generational living and other non-traditional living arrangements (largely occurring in the G.T.H.A.).

Meeting the needs of rental and affordable housing requires a significant emphasis to be placed on expanding the purpose-built rental inventory to meet growing market demand. While the secondary market and non-profit housing continue to be important suppliers of rental housing in the market, it is recognized that to significantly increase the supply of rental housing will likely require greater participation by the private-sector development community to construct purpose-built rental housing.

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Conclusions/Observations

From the discussion session undertaken with members of the development/building community, and the review provided herein, it is acknowledged that there are challenges for the development/building community to address the housing needs for certain sectors of the housing market. Rental housing is one example of an area where the low profit margins and high risks may limit participation by developer/builders; however, there clearly does not appear to be a Province-wide concern with D.C. rates which would warrant a wholesale reduction/elimination of D.C.s for any particular service.

As identified by Ottawa, Peel and York, the elimination of water/and wastewater D.C.s could have a very significant impact on annual customer billings impacting existing low- income households and affecting their ability to continue to afford their present homes. It would be short-sighted to eliminate D.C.s in order to stimulate a marginal increase in housing for potential new residents while possibly causing many marginal income homeowners to lose their homes due to the increased tax/rate charges. As well, the loss of this external funding source would reduce the creation of serviced lands for housing and employment.

To best address the Province’s objectives, select segments of the housing market should be considered for assistance. Aid to the developer/builder should be performance-based in order to ensure that the desired actions for that housing market segment are carried out. Assistance could come in the form of grants funded by provincial/municipal funding sources. Other forms of assistance could be considered as well (low/no interest loans, delayed payments for municipal and senior level government fees and charges).

Yours very truly,

WATSON & ASSOCIATES ECONOMISTS LTD.

Gary D. Scandlan, B.A., PLE Director

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Appendices

Appendix A Development Charges in Ontario

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Appendix A: Development Charges in Ontario

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Appendix B Development Charge Collections 2013 to 2017

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Appendix B: Development Charge Collections 2013 to 2017

Development Charge Collections - 2013 to 2017 Service 2013 2014 2015 2016 2017 Total Average Annual General Government 12,050,045 12,270,754 12,829,713 21,443,520 8,654,142 67,248,174 13,449,635 Fire Protection 19,100,753 23,624,512 24,765,253 27,313,942 26,978,473 121,782,933 24,356,587 Police Protection 16,473,155 18,511,592 20,652,998 18,378,613 20,548,089 94,564,447 18,912,889 Roads and Structures 459,358,776 612,034,803 690,333,195 779,050,973 719,779,061 3,260,556,808 652,111,362 Transit 76,809,022 132,348,600 130,908,057 132,489,696 136,970,102 609,525,477 121,905,095 Wastewater 226,276,592 326,853,930 366,627,394 442,003,774 377,008,100 1,738,769,790 347,753,958 Stormwater 35,407,598 37,192,646 36,127,040 52,679,456 53,577,620 214,984,360 42,996,872 Water 249,052,732 324,843,966 373,922,202 474,822,033 513,942,477 1,936,583,410 387,316,682 Emergency Medical 3,112,736 4,765,936 5,128,696 4,840,840 5,773,536 23,621,744 4,724,349 Services Homes for the Aged 3,073,247 2,939,550 3,743,039 3,595,331 4,297,427 17,648,594 3,529,719 Daycare 2,499,810 3,301,019 3,088,376 1,760,689 2,473,840 13,123,734 2,624,747 Housing 17,947,287 18,658,790 19,786,738 16,116,747 21,684,247 94,193,809 18,838,762

Parkland Development 64,269,835 88,966,081 84,900,635 73,762,908 87,751,688 399,651,147 79,930,229

GO Transit 7,594,651 9,005,572 10,515,931 9,837,550 10,461,361 47,415,065 9,483,013 Library 28,579,595 33,673,639 32,963,569 33,161,869 34,690,844 163,069,516 32,613,903 Recreation 113,885,296 139,822,233 162,878,471 165,794,581 160,313,825 742,694,406 148,538,881 Development Studies 6,785,229 7,539,525 9,634,244 9,536,538 11,607,836 45,103,372 9,020,674 Parking 1,906,154 3,594,036 4,821,705 3,986,887 3,947,438 18,256,220 3,651,244 Animal Control 18,224 16,511 44,952 23,839 15,205 118,731 23,746 Municipal Cemeteries 38,942 69,614 55,007 170,736 108,145 442,444 88,489 Other 100,284,812 88,219,453 84,354,637 82,829,254 71,435,996 427,124,152 85,424,830 Total 1,444,524,491 1,888,252,762 2,078,081,852 2,353,599,776 2,272,019,452 10,036,478,333 2,007,295,667

Source: Financial Information Returns - 2013 - 2017

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Appendix C The Cost of Growth

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Appendix C: The Cost of Growth

Figure C-1 provides a schematic overview of the impact of growth on capital and operating expenditures and revenues, which is described as follows:

• Pink Boxes – denote the anticipated development within a municipality to their Official Plan buildout. • Fuchsia Boxes – denote the capital infrastructure needs to service the anticipated development. The capital requirements to support the servicing needs (water, wastewater, roads, fire, parks and recreation, etc.) will often be identified through growth-related studies and service master plans. Financing methods for funding the infrastructure are then considered in light of external financing recoveries (including D.C.s) and internal recoveries (reserves, transfers from operating). Any shortfalls in annual funding of the capital infrastructure is often cash flowed by the use of debt financing (the debt financing will then be included in annual operating budgets to service the principal and interest payments). • Orange Boxes – denote the additional operating expenditures anticipated over time. These costs have been assessed on two different bases: operating costs related to infrastructure; and operating costs related to population/employment. The former identifies the specific operating costs anticipated to be incurred as additional infrastructure (i.e. treatment plants, roads, facilities, etc.) is constructed. The latter identifies program expenditures that are linked to population and employment growth. • Blue Boxes – denote anticipated operating revenues commensurate with growth. The upper box identifies the additional assessment anticipated as residential, commercial and industrial building activity occurs over the forecast period. This new assessment gives rise to additional property tax revenue. The lower box identifies non-tax revenues such as user fees, permits, licences, etc., which are anticipated to grow in concert with population and employment growth. • Yellow Box – denotes the overall financial impact on property taxes and rates over the forecast period. It is this impact that Council will have to consider in the future as secondary plans are approved and development approvals come forward.

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Figure C-1 Overview of the Financial Impact of Growth

Analysis of Secondary Plan Similar Building Forms

NEW ASSESSMENT PROPOSED ASSOCIATED WITH NEW DEVELOPING LAND AREA DEVELOPMENT

“Operating Revenues”

NEW NON-TAX REVENUES PROPOSED POPULATION ASSOCIATED WITH NEW AND EMPLOYMENT DEVELOPMENT ASSOCIATED WITH NEW (e.g. user fees, licences, DEVELOPMENT permits, etc.) Budgets & Financial Statements NET FINANCIAL IMPACT ON OPERATING EXISTING RESIDENTS EXPENDITURES RELATED (i.e. Property Taxes) TO POPULATION AND EMPLOYMENT

“Operating Expenditures”

OPERATING EXPENDITURES RELATED TO INFRASTRUCTURE

FINANCIAL ARRANGEMENTS IDENTIFICATION OF TO FINANCE INFRASTRUCTURE INFRASTRUCTURE REQUIREMENTS (D.C.A., Municipal Act, debt, etc.)

“Capital Expenditures” “Capital Revenues”

Historical Forecast Employment Localized Broader Service Changes in and Population Needs Needs Standards Service

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Appendix D Development Charges and Affordable Housing

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Appendix D: Development Charges and Affordable Housing

Change in Household Income vs. Shelter Costs, 2006 to 2016

• Figures 1 and 2 summarize the percentage change in average household income and average shelter costs for owner-occupied and renter-occupied households in Ontario and the G.T.A. over the 2006 through 2016 periods, based on Census data. Key observations: o Owner-occupied household income has generally kept pace with increases in shelter costs over the period in the Province of Ontario and in the G.T.A.; and o Renter-occupied shelter costs have increased more over the past decade than household income, suggesting that there has been erosion in rental housing affordability over the period.

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Figure 1 Province of Ontario, Change in Household Income and Shelter Costs by Tenure Type, 2006-2016

35% 33% 28% 30% 26% 25% 25% 20% 15% 10%

5% Percentage Change Percentage 0% Owner-Occupied Renter-Occupied 2006-2016 Increase Average Household Income 2006-2016 Increase Average Shelter Cost

Source: Derived from Statistics Canada Census, 2006 & 2016, by Watson & Associates Economists Ltd., 2019.

Figure 2 G.T.A., Change in Household Income and Shelter Costs by Tenure Type, 2006-2016

35% 33% 30% 30% 25% 25% 25% 20% 15% 10%

Percentage Percentage Change 5% 0% Owner-Occupied Renter Occupied

Average Household Income Average Shelter Cost

Source: Derived from Statistics Canada Census, 2006 & 2016, by Watson & Associates Economists Ltd., 2019.

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Share of Households Spending 30% or more on Shelter Costs

In Canada, housing affordability is often measured through the shelter cost-to-income ratio. A ratio of 30% is commonly accepted as the upper limit for affordable housing. Households spending more than 30% on housing are generally considered in need of more affordable housing alternatives. This measure is applicable to both owner- occupied and rental dwellings.

Figures 3 through 6 illustrate the share of households in Ontario spending 30% or more of household income on shelter costs. This data provides insight into the relative affordability challenges by geographic location, housing tenure and how affordability has changed over the past decade (2006 to 2016). Key observations:

• In 2016, 27.6% of Ontario households spent more than 30% of their household income on shelter costs. The share of households spending more than 30% of household income on shelter costs was higher in the G.T.H.A. than elsewhere in the Province (32.0% vs. 23.2%); • 45% of renter-occupied households in Ontario are spending 30% or more of household income on shelter costs – a significantly higher share than owner- occupied households. There is minimal variation between the G.T.H.A. and the rest of Ontario with respect to this metric; • 20% of owner-occupied households in Ontario are spending 30% or more of household income on shelter costs. The share is notably higher in the G.T.H.A. vs. elsewhere in the Province (25% vs. 15%). The share of households is higher when considering only owner-occupied households with mortgages. In the G.T.H.A., 30% of owner-occupied households with mortgages are spending 30% or more of household income on shelter costs. This is compared to 16% in the rest of the Province; • The share of owner-occupied households with mortgages spending more than 30% of household income on shelter costs has declined marginally between 2006 and 2016. This trend has been observed in both the G.T.H.A. and in the rest of the Province; and • With respect to renter households, the share of households spending more than 30% of household income on shelter costs has increased marginally between 2006 and 2016; this increase has been observed both provincially and in the G.T.H.A.

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Figure 3 Share of Households Spending 30% or More of Household Income on Shelter Costs, 2016

2016 Housing Affordability by Geographic Area (All Households)

35.0% 32.0%

30.0% 27.6%

25.0% 23.2%

20.0%

15.0%

10.0%

income Housing on income 5.0%

0.0%

G.T.H.A. Ontario Other Ontario Average % of Households Spending 30% or more of of or more 30% Spending of Households % Source: Data from Statistics Canada, 2016 Census of Population, Catalogue no. 98-400-X2016228 by Watson & Associates Economists Ltd., 2018.

Figure 4 Share of Households Spending 30% or More of Household Income on Shelter Costs, 2016

2016 Housing Affordability

50.0% 46.6% 44.4% 45.6% 45.0% 40.0% 35.0% 29.7% 30.0% 24.9% 25.0% 23.0% 19.8% 20.0% 14.8% 15.9% 15.0%

income Housing on income 10.0% 5.0% 0.0% All Owner-Occupied Owner-Occupied with Renter Households

Households Mortgage % of Households Spending 30% or more of of or more 30% Spending of Households %

G.T.H.A. Ontario Other Ontario Average

Source: Data from Statistics Canada, 2016 Census of Population, Catalogue no. 98-400-X2016228 by Watson & Associates Economists Ltd., 2018.

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Figure 5

Housing Affordability by Geographic Area (Owner-Occupied with Mortgage), 2006 and 2016 40.0% 35.3% 35.0% 29.7% 29.5% 30.0%

25.0% 23.0%

20.0%

15.0%

10.0% income Housing on income 5.0%

0.0% G.T.H.A. Ontario Other

% of Households Spending 30% or more of of or more 30% Spending of Households % 2006 2016

Source: Data from Statistics Canada, 2006 and 2016 Census of Population, Catalogue no. 97-554-XCB2006038 and 98-400-X2016228 by Watson & Associates Economists Ltd., 2018.

Figure 6

Housing Affordability by Geographic Area (Renter Households), 2006 and 2016 50.0% 46.1% 46.6% 44.6% 45.6% 45.0% 40.0% 35.0% 30.0% 25.0% 20.0% 15.0%

income Housing on income 10.0% 5.0% 0.0% G.T.H.A. Ontario Other

% of Households Spending 30% or more of of or more 30% Spending of Households % 2006 2016

Source: Data from Statistics Canada, 2006 and 2016 Census of Population, Catalogue no. 97-554-XCB2006038 and 98-400-X2016228 by Watson & Associates Economists Ltd., 2018.

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Observations

The analysis presented herein suggests that over the 2006 to 2016 period, erosion in housing affordability has been largely in the rental market, and not in the owner- occupied segment.

While new home prices have risen over the period, there are a number of factors that help explain why housing affordability in the ownership market has remained relatively steady over the period:

Need for Affordable Rental Housing

To maintain a well-balanced, strong community and ensure long-term sustainability, it is vital that municipalities offer a wide range of housing options for a broad range of income groups, including a provision for rental housing and affordable housing.

Market demand for rental housing has been increasing due to a number of factors, including a growing population, the erosion in housing ownership affordability, and changing demographics (e.g. aging population). Despite this, there has been a limited supply of new purpose-built rental housing developed in the past 15 years. Instead, the majority of new rental units has come through the secondary market – condominium units rented by owners and second suites – as well as non-profit housing development.

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The limited supply of new purpose-built rental housing in the G.T.H.A., combined with increasing demand, has driven the vacancy rate to record lows. Currently, the average vacancy rate for purpose-built rental units in the G.T.H.A. is 1.3%. This is compared to a 3% vacancy rate typically observed in a balanced rental market, suggesting that the G.T.H.A. is constrained with respect to supply.

The preference for condominium developments (as opposed to purpose-built rentals) by developers has been largely driven by financial considerations. Unlike condominium projects, which usually require large down payments from unit buyers in advance (pre- sale of units), rental apartments require the developer to cover most of the initial construction costs. The risk can often dissuade builders from investing in these projects. Further, the developer must often rely on a rental revenue stream over a longer time period to recoup initial investment, compared to selling units immediately after project completion in a condominium development. There is also more uncertainty in rental revenue streams due to government rent controls and potential vacancies which can negatively impact future cash flow.

Watson & Associates Economists Ltd. PAGE D-8 \\10.0.0.41\HDrive\DCA-GEN\2018-2019 Provincial Review on DCs\January 25 2019 Letter to Province.docx LAKERIDGE KRYOGENIC LOCATED ON 7, HARRIET STREET PENETANGUISHENE CONTACT US:705-549-1143 or on FACEBOOK RETIREMENT FACILITY. NOT A HOME BUT A RESIDENCE. THERE`S A DIFFERENCE.

FINE DINING HEALTH & FITNESS SPA

About Lakeridge Seniors Retirement Residence

Current Situation: Resident, Employee & Family Concerns

As of Friday 18th January 2019, Lakeridge Seniors Residence will no longer retain this title. From December 2018 New Ownership brought sweeping changes, the first being the new title of Georgian Bay Retirement Lodge. This name was swiftly taken down and access to the sites details on FACEBOOK have been “BLOCKED”

Residents, Employees and the General Public found this information out on the Friday FACEBOOK posting with those within the facility not being given prior notice to inform; Next of Kin, Doctors, Pharmacies, Banks and Revenue Canada, just to name a few. Everyone in the residence from the Managing Director to Maintenance Staff have an excellent rapport with those that live here but their hands are totally tied financially by the Owners/Land Lords when any attempt at far bettering the residents living environment. Even with the retrofitting by Law of Fire Sprinklers in homes across Ontario that the Government allocated $20 Million for and to be in place by January 1st, 2019 that work is still ongoing.

The sad fact that this is an old building with the bare minimum being spent by what appears to be the new old owners, just a name change! “ONE FOR REVENUE CANADA”. Residents having to suffer in a building in the cold as the heating system is inadequate and outdated. As a result, you will see residents going to meals in their outdoor jackets and blankets to remain warm eating their meals. Whilst some return to their beds in order to keep warm in their rooms until their next meal. Added heartache for so many is that dining can be lacking. Whilst the meals prepared in the main are very nice. Residents worry whether the chef or dining staff will attend work where recently this occurred and no warm breakfast as advertised on the daily menu was available, only tea, coffee, cornflakes and toast. This was a problem for those who require food with their medications. Also, after New Year there were two days where the kitchen had “NO EGGS” basic staple food in any service industry which was conveniently blamed on the supplier. Nurses and Personal Support Workers (PSW) are besides themselves with their own worries of recent cutbacks leaving one NURSE and one PSW to oversee 27 residents on one floor with many residents who require one on one care. It is feared that one emergency could lead to a catastrophic event should more than one resident require Emergency Medical Treatment. This is an extremely sad situation where several residents are unable to communicate due to illness or severe disability. ALLOW YOUR THE ONES YOU LOVE TO HAVE DIGNITY IN THEIR GOLDEN YEARS

IT IS ALL OUR OF RESPONSIBILTY TO CARE FOR THOSE WHO CARED FOR US FOR THE PRESENT IN KEEPING WITH GOOD CANADIAN TRADION IN TIMES OF ADVERSITY AND SENSE OF HUMOR LAKERIDGE TO ITS RESIDENTS WILL REMAIN KRYOGENIC. REMEMBER WAKE US IN THE SPRING OR CHANGE THE NITROGEN TANKS.  ANYONE OUT THERE PLEASE HELP YOUR/OUR SENIORS. DO NOT LET THEM SUFFER.

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La version française suit.

Dear Mayor Doug Leroux,

Our government is committed to making it faster and easier for municipalities in the region to plan for growth, increase housing supply, attract investment, and create and protect jobs. That is why we are proposing changes to the Growth Plan for the Greater Golden Horseshoe, 2017 and its transition regulation. We encourage you to visit www.placestogrow.ca. Your municipality is invited to provide feedback by February 28, 2019.

Given the rising number of people who will live and work in the Greater Golden Horseshoe in the next 20 years, the Growth Plan provides a long-term framework for growth. It aims to:

 Increase and promote economic growth, reduce congestion and provide residents easy access to businesses and services

 Build communities that maximize infrastructure investments, while balancing local needs for the agricultural industry and natural areas

We have heard that planning for growth in the Greater Golden Horseshoe Region is needed. However, we have also heard that there are some issues with how best to implement the Growth Plan. The proposed changes build on feedback that the Ministry of Municipal Affairs and Housing heard from the business, research and development sectors, municipalities, and others during engagement sessions last fall.

The proposed changes respect the ability of local governments to make decisions about how they grow. The province will maintain protections for the Greenbelt, agricultural lands, the agri-food sector, and natural heritage systems.

Visit the Environmental Registry to read the proposed amendment and other changes, and provide feedback.

I look forward to hearing your comments and advice.

Sincerely, Steve Clark Minister of Municipal Affairs and Housing c: Stacey Cooper Andrea Betty Jeff Lees

Madame ou Monsieur Mayor Doug Leroux,

Notre gouvernement s’engage à faciliter et à accélérer le processus pour les municipalités de la région afin qu’elles puissent planifier la croissance, augmenter l’offre de logements, attirer des investissements, créer des emplois et les protéger. C’est la raison pour laquelle nous proposons des changements au Plan de croissance de la région élargie du Golden Horseshoe, 2017 et à sa réglementation de transition. Nous vous encourageons à consulter le site www.placestogrow.ca. et nous invitons votre municipalité à fournir des commentaires d’ici au 28 février.

En raison du nombre croissant de personnes qui habiteront et travailleront dans la région élargie du Golden Horseshoe d’ici les 20 prochaines années, le Plan de croissance offre un cadre pour la croissance à long terme, qui vise à :

 augmenter et à promouvoir la croissance économique, à réduire la congestion et à offrir aux résidents un accès facile aux entreprises et aux services

 bâtir des communautés qui maximisent les investissements dans l’infrastructure, tout en veillant à équilibrer les besoins de l’industrie agricole et les espaces naturels dans la région

Nous avons été informés qu’une planification de la croissance était nécessaire pour la région élargie du Golden Horseshoe. Cependant, nous avons également été avisés de certains enjeux concernant la façon la plus appropriée de mettre le Plan de croissance en œuvre. Les changements proposés sont fondés sur les commentaires reçus par le ministère des Affaires municipales et du Logement de la part des secteurs des affaires, de la recherche et du développement, des municipalités et des autres intervenants lors des séances de mobilisation de l’automne dernier.

Les changements proposés respectent la capacité des administrations locales de prendre des décisions sur la façon d’assurer leur croissance. Le gouvernement provincial assurera le maintien de la protection de la ceinture de verdure, des terres agricoles, du secteur agroalimentaire et du patrimoine naturel.

Consultez le Registre environnemental pour voir la modification et les autres changements proposés et fournir vos commentaires sur le sujet.

J’espère avoir l’occasion de lire vos commentaires et suggestions sous peu. Veuillez agréer, Madame ou Monsieur, l’expression de mes sentiments les meilleurs.

Steve Clark Ministre des Affaires municipales et du Logement c: Stacey Cooper Andrea Betty Jeff Lees

ONTARIO INVESTING IN NON-PROFITS ACROSS THE PROVINCE

Monday, January 21, 2019

Ontario’s Government for the People is supporting 263 non-profit organizations to improve community spaces in the province, as well 141 organizations that are expanding or adapting projects that are already making a difference for the people of Ontario.

Michael Tibollo, Minister of Tourism, Culture and Sport, made the announcement today at 360°kids in Richmond Hill. Ontario is supporting 360°kids’ Nightstop program, which provides a safe bed for the night to more than 140 York Region youth in need of temporary housing.

“It is encouraging to see the great work of so many non-profit organizations in our province,” said Minister Tibollo. “I am delighted that our Government for the People is supporting their valuable projects. Through the Ontario Trillium Foundation, we are bringing economic, social, environmental, and health benefits to people across Ontario.”

The projects are being funded through the Ontario Trillium Foundation and are expected to bring positive change to 417,000 people across Ontario and enhance over 2.4 million square feet of community space. “Through Ontario Trillium Foundation funding, organizations can take their work to the next level. We’re very pleased to support 360°kids’ program expansion, which provides crucial help for youth through a Grow grant,” said Katharine Bambrick, CEO of the Ontario Trillium Foundation. “Capital grants are an opportunity to invest in essential infrastructure, and the Alzheimer Society of York Region is doing just that in purchasing two vans to ensure isolated seniors in communities stay connected. Congratulations to all successful grantees.”

“We are grateful for this OTF funding, which will allow us to build on the successes of our innovative Nightstop program that keeps young people out of the emergency shelter system,” said Clovis Grant, Chief Executive Officer of 360°kids. “We will now be able to engage and train more individuals from every corner of York Region and expand the number of partners to help in our efforts to end youth homelessness.”

“The Alzheimer Society of York Region is thrilled to be a recipient of the Ontario Trillium Foundation Capital Grant Program,” said Loren Freid, CEO, Alzheimer Society of York Region. “This grant will fund two new replacement vehicles that will ensure people who are diagnosed with Alzheimer’s disease and other dementias have necessary transportation to attend DAY programs in Thornhill and Aurora, decreasing social isolation and increasing connection to their community, while providing their caregivers necessary respite.”

QUICK FACTS

 Ontario is investing over $83 million to support 404 non-profit initiatives as part of the Grow Investment and Capital Investment streams.

 360°kids received $719,100 from the Ontario Trillium Foundation’s Grow Investment Stream.

 The Alzheimer Society of York received $132,500 from the Ontario Trillium Foundation’s Capital Investment Stream.

 The Ontario Trillium Foundation is an agency of the Government of Ontario and one of Canada’s leading granting foundations

January 21, 2019

Mr. Jeff Lees Chief Administrative Officer Town of Penetanguishene 10 Robert St. W., P.O. Box 5009 Penetanguishene, Ontario L9M 2G2

Dear Mr. Lees:

Re: Provincial “Regional Government Review”

On January 15, 2019, the Ontario government announced that it is moving ahead with a review of Regional government and has appointed special advisors to “consult broadly over the coming months and provide recommendations to improve governance, decision-making and service delivery.” Their review is to provide recommendations in the areas of municipal governance, decision-making and municipal service delivery. In regard to the latter, their mandate will be to consider:

• Is there opportunity for more efficient allocation of various service responsibilities? • Is there duplication of activities? • Are there opportunities for cost savings? • Are there barriers to making effective and responsive infrastructure and service delivery decisions?

This review appears to be similar to the Province-wide initiative commenced 20 years ago with the passage of the Savings and Restructuring Act, 1996 which saw significant municipal restructuring across Ontario. Watson & Associates Economists Ltd. (Watson) assisted numerous municipalities preparing municipal service and financial impact reviews as part of these processes.

Over our 37-year history, Watson has undertaken extensive work on municipal restructuring, annexations and service reviews. A detailed listing of these studies is attached with this letter.

We would be pleased to assist your municipality in addressing any observations or recommendations arising from this process or to proactively undertake any assessments or submissions your municipality may wish to undertake.

Plaza Three Office: 905-272-3600 101-2000 Argentia Rd. Fax: 905-272-3602 P:\Regional Government Review\letter.docx Mississauga, Ontario www.watsonecon.ca L5N 1V9

Yours very truly,

WATSON & ASSOCIATES ECONOMISTS LTD.

Gary Scandlan, B.A., PLE Director c.c. Carrie Robillard, Director of Finance/Treasurer

Watson & Associates Economists Ltd. PAGE 2 letter.docx

Appendix A Experience in Municipal Restructuring, Annexations and Service Reviews

Experience in Municipal Restructuring, Annexations and Service Reviews

• Cavan Monaghan/Peterborough – Annexation Options Review and Impact Analysis (2016-2018) • Peel Region and Local Municipalities – Roads Service – Consideration of Service Delivery and Funding (2017) • Haldimand County and Norfolk County – Arbitration of Ontario Works Contracts (2009) • Haldimand County and Norfolk County – Appeal of Asset and Liability Distribution Post Restructuring (2002) • Newbury/Chatham-Kent – Review of Newbury/Chatham-Kent Water Service Agreement with Southwest Middlesex (2003) • Township of Ramara – Recommendations to Make the Organization More Efficient Interim Report 1A Inter-Municipal Comparisons (2003) • Town of Caledon – The Estimated Cost of Providing Regional Municipality of Peel Services to the Town of Caledon (2001) • County of Essex – Assessment of County of Essex Boundary Offer to City of Windsor (2001) • Townships of Carling, Seguin and The Archipelago – Consolidation Report (2000) • Town of Cobourg – Restructuring Commission Strategy (2000) • Town of Gananoque – Restructuring Commission Strategy (2000) • Haldimand-Norfolk Regional Review – Haldimand-Norfolk Transition Board Report on Governance of Council and Service Delivery – A Review of comparable Restructured municipalities (2000) • Ministry of Municipal Affairs – Peer Review of "'Best Practices' in Municipal Service Delivery" Canadian Urban Institute Draft November 7, 2000 (2000) • Town of Parry Sound and the Townships of Seguin and The Archipelago – Impact of the Consolidation of the Northern Section of the Township of the Archipelago and the Town of Parry Sound into one Northern Municipality (2000)

Plaza Three Office: 905-272-3600 101-2000 Argentia Rd. Fax: 905-272-3602 Mississauga, Ontario www.watsonecon.ca

L5N 1V9

• Town of Parry Sound and the Townships of Seguin and The Archipelago – Considering Two Restructuring Options (2000) • Region of Peel – Inter-municipal Financial and Performance Comparison (2000) • Region of Peel (Municipal Chief Administrative Officers) – Allocating InDirect (Support) Service Costs and Accounting for Major Municipal Infrastructure (2000) • Essex County/City of Windsor – Boundary adjustment negotiations with the City of Windsor (1997-1999) o Social service arbitration regarding costs paid to City of Windsor as the designated service delivery agent (1999) o Evaluation of amalgamation proposal submitted by City of Windsor (1997) o Financial impact assessment of Provincial proposal to amalgamate social service delivery within Essex/Windsor Region; and Financial analysis of alternative amalgamation and service delivery options (1997) • GTA – Preparation of Submission to Milt Farrow re the potential role of the Greater Toronto Services Board (1997) • Gloucester/Osgoode/Cumberland – Service Level Review Study including assessment of municipal financial conditions, inter-municipal service level comparisons, options for service levels and/or delivery methods, assessment of fiscal impact, transition and implementation plan and public consultation program (1997) • Village of Elora – Analysis of Local Government Restructuring Options (1997) • County of Elgin and Area Municipalities, and the City of St. Thomas – Municipal financial impact analysis of re-engineering options (1996/1997) • Abitibi-Price (Iroquois Falls, Black River-Matheson and four unorganized Townships) – Fiscal impact to municipal restructuring process on behalf of a major industry (1997) • County of Kent – Peer review and input into methodology and underlying assumptions of several restructuring options (1996) • Region of Hamilton-Wentworth – Peer review of fundamental assumptions made concerning the financial impact of a one tier municipal system (1996) • City of Sudbury – Peer review of financial impact analysis of one tier and enhanced two tier local government options (1996)

Watson & Associates Economists Ltd. PAGE A-2 Experience in Municipal Restructuring, Annexations and Service Reviews

• City of Brampton, Town of Caledon and Peel Region – Modelling of the financial implications of several counter-proposals to the Golden Task Force recommendations (1996) • Region of Durham – Assistance relative to a review of the GTA Task Force report (1996) • Township of Severn – Analysis of Issues in Committee of Arbitrators' Report re amalgamation, including preparation for hearing before Referee (1996) • Kingston and Frontenac Municipalities (Governance Review Committee) – Financial and service level analysis of the Base Case plus three significant municipal restructuring options for the City of Kingston and the fifteen Townships within Frontenac County (1995/1996) • Region of Ottawa-Carleton – Review of inter-municipal service arrangements in the Region of Ottawa-Carleton, including financial analysis relating to the value of inter-municipal service provision (1995/1996) • Eastern Ontario Township (Confidential) – Overview assessment of impact on revenues and expenditures of proposed boundary adjustment (1995) • Greater Toronto Area (GTA Task Force) – Two discussion papers assessing annual expenditure implications of amalgamation of several municipalities, and a discussion paper re development charges issues (1995) • Townships of Chandos and Burleigh and Anstruther – Study to identify potential efficiencies from shared service delivery and assess cost savings (1995) • Waterloo Region (Regional Review Commission) – Three studies relating to water and wastewater services, including a functional services analysis, an analysis of specific issues, and a financial analysis of proposed options (1995) • Northwest Middlesex (Town of Parkhill, Village of Ailsa Craig, Townships of McGillivray, East Williams and West Williams) – Review of local service delivery and financial position of the client municipalities, comparison with other municipalities, identification of future local government structure/service delivery options, evaluation (including potential efficiencies), and recommendations (1995) • All Region of Niagara Municipalities – Realignment of responsibility for waste management from lower tier municipalities to Region (1994-1997) • Town of Port Hope – Review of proposed annexation agreement between the Town of Port Hope and the Township of Hope (1989) • Town of Alliston – Perspectives on potential financial impact of restructuring options (1989)

Watson & Associates Economists Ltd. PAGE A-3 Experience in Municipal Restructuring, Annexations and Service Reviews

• Town of Fenelon Falls – Perspectives on boundary adjustment with the neighbouring Township (1989) • Haldimand-Norfolk (Regional Review Commission) – Four studies dealing with a comprehensive functional services review, an analysis of the implications of realigning various service responsibilities, a comparison of measures of efficiency for municipal operations in the Region as compared to Provincial averages, and a financial analysis of three structural alternatives (1988) • Township of Bosanquet – Financial and service assessment (including identification of efficiencies) of proposed amalgamation of the Township with the Village of Grand Bend (1988) • Southern Ontario Municipality (Town) (Confidential) – Discussion paper concerning financial aspects of an annexation proposal and County restructuring (1984) • City of Brantford – Review of major areas of contention in the Committee of Arbitrators' Report re annexation (1983) • Township of Vespra – Financial and economic impact assessment of Barrie's annexation proposal on the Township (1983)

Watson & Associates Economists Ltd. PAGE A-4 Experience in Municipal Restructuring, Annexations and Service Reviews

Release

County of Simcoe, Office of the Warden and CAO 1110 Highway 26, Midhurst, Ontario L0L 1X0 simcoe.ca

FOR IMMEDIATE RELEASE

Council approves 2019 County of Simcoe Budget

Midhurst / January 22, 2019 – Simcoe County Council today approved a $548 million budget for 2019, which focuses on the resources necessary to maintain existing services and service levels in the region, while continuing to invest in infrastructure, Transit, Paramedic Services, Solid Waste Management, and Social Housing.

Residents will see an overall 2.00 per cent increase on the County portion of their municipal property taxes in 2019, an impact of approximately $5.70 per $100,000 of property assessment across the region.

The County maintains a strong financial position, having received for the fourth year in a row a AA long-term issuer credit rating for 2018 from S&P Global Ratings, an independent credit company. The 2019 budget ensures the County continues along this path of long-term fiscal stability and contains items that address areas of growth, as well as initiatives directed by Council to enhance service levels for the region, support infrastructure, increase efficiencies, and prepare for the future.

“Simcoe County’s progression as a vibrant, growing and thriving region brings tremendous opportunity, as well as increased need and demand for regional services, supports and infrastructure,” said Warden George Cornell. “Our Council understands the significant role and impact of our services to our residents and communities and has approved a fiscally responsible budget that upholds our commitment to manage tax payers’ dollars efficiently, while providing flexibility to continue to invest in economic growth, tourism, municipal services, social and health programs, and regional infrastructure.”

2019 Budget Highlights include:

Total County Expenditures for 2019: $548 million:

 Long Term Care and Seniors Services $60 million  Paramedic Services $73 million  Social Housing $88 million  Ontario Works $73 million  Transportation and Engineering $69 million  Solid Waste Management $46 million  Children and Community Services $62 million

Attached to this news release is the 2019 County of Simcoe Budget Overview.

County of Simcoe is composed of sixteen member municipalities and provides crucial public services to County residents in addition to providing paramedic and social services to the separated cities of Barrie and Orillia. Visit our website at simcoe.ca.

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Collin Matanowitsch Jennifer Straw Manager, Public Relations Communications Co-ordinator County of Simcoe, Service Simcoe Branch County of Simcoe, Services Simcoe Branch 705-726-9300 ext. 1430 705-726-9300 ext. 1036 705-734-8386 (mobile) 705-790-5979 (mobile) [email protected] [email protected]

2019 COUNTY BUDGET OVERVIEW Responsibly Managing Your Services

The 2019 County of Simcoe budget has and Springwater to address higher call Total County Expenditures been approved by County Council with volumes. $548M Operating and Capital expenditures at $548 million. Significant New provincial funding was received by $37.0 revenue and external funding limits the the County of Simcoe through the Ministry $73.2 taxation levy requirement to $170 million. of Education to support Early Learning and This prudent financial plan, which will Child Care programs, services and access. $72.8 $5.1 account for an overall 2 percent increase The $5.6 million in new funding will on the County portion of municipal enhance the County’s ability to effectively

property taxes in 2019, focuses on the respond to local system needs and $87.6 resources necessary to maintain or support the new Ontario Early Years Child improve the existing crucial County and Family Centres. $62.3 services while continuing to invest in Another $3.3 million was received regional economic enhancements, roads in provincial homelessness funding to and bridges, Paramedic Services, Solid support programs and services for high $7.0 Waste Management, need homeless $68.6 Transit, and Affordable populations. $59.9 Housing. Because growth Work continues How your tax dollar works The County is in 2019 to grow the $28.5 $46.3 in the region impacts In Millions While the County’s expenses are $548 million, they are offset by the County revenues and funding from both provincial and federal levels of entering its fifth inter-municipal transit General Municipal year of its 10 year demand for all County system after the 2018 Transportation$31.2 & Engineering Administrative government. Residents will see a 2 per cent increase on the County portion of their municipal property taxes in 2019. Overall, due to revenues and Transportation & Paramedic ServicesParamedic Services Planning & EconomiEngineeringc Development provincial funding, the County’s actual tax requirement of $170 million is broken down as follows: Affordable Housing launch of the first Solid$48.9 Waste Management & Statutory Support$67.1 Solid Waste services, we continue Management and Homelessness County bus route Other Social Housing Paramedic Services $50.0 $35.7 Social Housing Transportation & Engineering PER $100,000 COUNTY LEVY SUPPORT APPROXIMATE TAX INCREASE Prevention Strategy to work closely with between Midland- Long Term Care & Seniors Services Planning, Economic Development %* ($000s)* RESIDENTIAL PER AREA PER RESIDENTIAL PROPERTY ASSESSMENT and continued Penetanguishene Transit Solid Waste Management GeGeneralneral M uMunicipalnicipal Se rServicesvices ASSESSMENT VALUE* County Tax Rate Increase investment in 2019 our community and and Barrie. The 2019 Children & Community Services including Health Unit, MPAC, Paramedic Services 16.7% 28,355 $48.58 Long Term Care & Seniors Services Transit % $ per $100,000 assessment builds upon the budget includes the Ontario Works Hospital & Educational SupportSocial Housing 5.2% 8,767 $15.02 $40.3 Long Term Care municipal partners Children & Community Services Ontario Works and Seniors Services 2.0 3.3M $5.70 1,200 new affordable addition of two new Ontario Works 2.2% 3,665 $6.28 housing units already to ensure residents routes: Orillia - Oro- CountyAd mCapitalinistrative & SExpenditurestatutory Support Ontario Works Long Term Care & Children and Community Services 2.5% 4,206 $7.21 created since the Medonte - Barrie, and $83.7 Seniors Services COUNTY ONLY AVG. COST Children & Community $52.2 # receive the best value Services $120M Social Housing 14.0% 23,816 $40.81 (excluding Barrie & Orillia) PER UNIT* strategy’s inception. Collingwood - Wasaga $39.8 $3.4 Transportation and Engineering 10.5% 17,750 $30.41 Households 144,481 $22. 60 The County has for their tax dollars. Beach - Clearview - Solid Waste Management 21.1% 35,814 $61.36 Population 322,194 $10.14 a target of 2,685 Essa - Barrie. A capital Planning, Economic Development 3.4% 5,840 $10.01 * Approximate Increase units by 2024, which budget of $4M has includes ongoing development projects in been allocated for scheduling software Transit 3.7% 6,267 $10.74 Collingwood, Wasaga Beach, and Tay. and conventional and specialized bus $38.3 $44.5 Administrative and Statutory 8.3% 14,155 $24.25 Support (CAO, Clerk Dept, Service NOTE: Actual taxation impacts do not parallel Because significant growth in the region purchases. Simcoe, Corporate Performance) assessment change because of Ontario’s variable impacts demand for all County services, Major road projects for 2019 include General Municipal Services 12.4% 21,038 $36.05 tax rate system. Tax rates vary by property class (SMDHU, MPAC, LSRA, we continue to work closely with our the start of County Road 21 and design of Age Friendly grant, hospital and assessment based on tax ratios, which affect and educational support) community and municipal partners to County Road 4 construction. the distribution of the tax levy across classes. The ensure residents receive the best value for County Council will also continue its Total Taxes 100.0% 169,674 $290.72 numbers noted are for illustration purposes only. based on Services their tax dollars. major financial commitments to local * All numbers are rounded The 2019 budget contains provisions to hospitals, hospice, and post-secondary $2.6 address these impacts, enhance services, education institutions. Office of the Warden and CAO, Ext.1260 $4.0 George Cornell, Warden [email protected] increase efficiencies, and continue to The 2019 budget allows the County $3.0 How to contact us prepare Simcoe County for a future of to maintain its important role in our $23.8 Mark Aitken, Chief Administrative Officer [email protected] In Millions County of Simcoe long-term fiscal stability. communities and set in motion the Corporate Performance Division, Ext.1266 1110 Highway 26, The budget directs additional spending required initiatives to meet the increasing TransportationGeneral Municipal & Engineering LTC & Seniors Services Trevor Wilcox, General Manager [email protected] $31.2 Transportation & Midhurst, Ontario L9X 1N6 ParamedicTr Servicesansportation & Engineering Transit SolidEngineering Waste Management in Health and Emergency Services, demands of our residents, while Transit$48.9 Simcoe County$67.1 Housing Corp.Solid Waste 705-726-9300 Corporate Performance Division, Ext.1174 Management including resources for Paramedic continuing to keep a strong long-term Other Solid WasteParam Managementedic Services Long TerOtherm Care & Seniors Services $50.0 $35.7 simcoe.ca Lealand Sibbick, Treasurer [email protected] Services, such as bases in Barrie, Midland, financial outlook. Paramedic Services Simcoe County Housing Corporation Other

COUNTY BUDGET OVERVIEW - 2019 COUNTY BUDGET OVERVIEW - 2019 SERVICE SIMCOE SERVICE SIMCOESocial Housing $40.3

Ontario Works Long Term Care & $83.7 Seniors Services Children & Community $52.2 Services $39.8

Working together for The Greater Good expenditurebreakdown The County of Simcoe understands that • Simcoe County Hospital Alliance strong community partnerships play a vital $3.0 million role in providing high-quality services to • Post-secondary capital support Health and Emergency Services residents. In order to maintain and foster $1.5 million these established partnerships, the County • Hospice capital funding LONG TERM CARE AND SENIORS SERVICES PARAMEDIC SERVICES provides funding to other community impact $0.5 million 2019 Expenditures: $60M 2019 Expenditures: $73M services. Some strategic investments the • Simcoe Muskoka Health Unit County is proud to support in 2019 include: $4.5 million The County of Simcoe suites and garden homes, Paramedic Services provide land ambulance services provides a broad range of Long adult day programming, at a Primary Care Paramedic and Advanced Care Term Care and Seniors Services and an entire suite of home Paramedic level of service, training programs, public to residents living throughout support services. education, Public Access Defibrillator, and Community the region, supporting more This vast diversity of Paramedicine programs. expenditurebreakdown than 1,300 seniors. programs and services The 2019 budget includes costs associated with They include four long- addresses a wide spectrum of equipment replacements and upgrades related to Engineering, Planning and Environment term care homes accredited needs that support residents emergency medical response to the region, including The Engineering, Planning and Environment Division is comprised of Transportation and Engineering, Solid Waste Management, Forestry, Planning, with “Exemplary Standing” to age in place, and assist the separated cities of Barrie and Orillia, with annual Economic Development, and Transit. by Accreditation Canada, in a seamless transition for call volume/responses in excess of 77,000. supportive housing, retirement individuals as they move across Capital projects include station development and living, assisted living, the continuum of care from vehicle and equipment replacements. affordable housing, life lease community to long-term care. Social and Community Services CHILDREN AND COMMUNITY SERVICES 2019 Expenditures: $62M Children Services As the Consolidated Municipal Service Manager, the County of Simcoe provides leadership, management, and funding administration to the local system of Licensed Child Care, Special Needs Resourcing, and EarlyON Child and Family Centres. This includes administration of licensed child care fee subsidy, child care centre operating funding, program supports, and wage enhancement for agency staff. Work continues in 2019 to grow the inter-municipal transit system after the 2018 launch of the first County bus route between Midland-Penetanguishene and Barrie. The 2019 budget includes the addition of two new routes: Orillia - Barrie, and Collingwood - Wasaga Beach - Barrie. Homelessness Prevention The County of Simcoe works collaboratively with local service Three rental projects, including this one in Collingwood, will create an additional 257 units of affordable housing in the County (2019-2020). TRANSPORTATION AND ENGINEERING providers and other community partners to ensure more coordinated 2019 Expenditures: $69M and integrated supports for individuals experiencing homelessness. SOCIAL HOUSING Through a contract management process, funding is provided to The 2019 budget includes construction and road project Barrie to Angus, $6.2M (CR 21), $4M Funding for these projects includes development support community based programs and initiatives that address 2019 Expenditures: $88M maintenance projects totalling more than $69M. (CR 4), $5.5M (Holland River Bridge), and charge reserve funds of $23M and Gas Tax funds homelessness and poverty. The County is responsible for There are approximately 4,000 Expenditures include $4.5M for the CR90 rehabilitating approximately 60km of roads. of $9M. the administration and funding of social housing units within the numerous mandated social housing County’s housing portfolio, of which, ONTARIO WORKS programs. approximately 2,800 are rent- SOLID WASTE MANAGEMENT 2019 Expenditures: $73M 2019 Expenditures: $46M In addition, the County geared-to-income. The County of Simcoe administers the Ontario Works program, with participates in a number of initiatives Simcoe County Housing The Solid Waste Management Department a projected monthly caseload of 5,600, providing both financial and that enhance the range of affordable Corporation 2019 capital budget manages the waste disposal facilities and employment assistance to individuals in financial need. Program outcomes housing options/programs available includes the Collingwood, collection of curbside waste and diversion focus on individual goals that lead to financial independence. to our residents. Wasaga Beach, and Tay Township programs. Initiatives: Programs include the Simcoe development projects ($35M). These Capital projects include equipment • Targeted skilled trades training County Housing Corporation and the three rental projects will create an replacement and development work on the • Enhanced supports for clients with multiple barriers many non-profit and co-operative additional 257 units of affordable Environmental Resource Recovery Centre. • Addiction services initiative housing providers. housing during 2019-2020.

COUNTY BUDGET OVERVIEW - 2019 COUNTY BUDGET OVERVIEW - 2019 SERVICE SIMCOE SERVICE SIMCOE

Working together for The Greater Good expenditurebreakdown The County of Simcoe understands that • Simcoe County Hospital Alliance strong community partnerships play a vital $3.0 million role in providing high-quality services to • Post-secondary capital support Health and Emergency Services residents. In order to maintain and foster $1.5 million these established partnerships, the County • Hospice capital funding LONG TERM CARE AND SENIORS SERVICES PARAMEDIC SERVICES provides funding to other community impact $0.5 million 2019 Expenditures: $60M 2019 Expenditures: $73M services. Some strategic investments the • Simcoe Muskoka Health Unit County is proud to support in 2019 include: $4.5 million The County of Simcoe suites and garden homes, Paramedic Services provide land ambulance services provides a broad range of Long adult day programming, at a Primary Care Paramedic and Advanced Care Term Care and Seniors Services and an entire suite of home Paramedic level of service, training programs, public to residents living throughout support services. education, Public Access Defibrillator, and Community the region, supporting more This vast diversity of Paramedicine programs. expenditurebreakdown than 1,300 seniors. programs and services The 2019 budget includes costs associated with They include four long- addresses a wide spectrum of equipment replacements and upgrades related to Engineering, Planning and Environment term care homes accredited needs that support residents emergency medical response to the region, including The Engineering, Planning and Environment Division is comprised of Transportation and Engineering, Solid Waste Management, Forestry, Planning, with “Exemplary Standing” to age in place, and assist the separated cities of Barrie and Orillia, with annual Economic Development, and Transit. by Accreditation Canada, in a seamless transition for call volume/responses in excess of 77,000. supportive housing, retirement individuals as they move across Capital projects include station development and living, assisted living, the continuum of care from vehicle and equipment replacements. affordable housing, life lease community to long-term care. Social and Community Services CHILDREN AND COMMUNITY SERVICES 2019 Expenditures: $62M Children Services As the Consolidated Municipal Service Manager, the County of Simcoe provides leadership, management, and funding administration to the local system of Licensed Child Care, Special Needs Resourcing, and EarlyON Child and Family Centres. This includes administration of licensed child care fee subsidy, child care centre operating funding, program supports, and wage enhancement for agency staff. Work continues in 2019 to grow the inter-municipal transit system after the 2018 launch of the first County bus route between Midland-Penetanguishene and Barrie. The 2019 budget includes the addition of two new routes: Orillia - Oro-Medonte - Barrie, and Collingwood - Wasaga Beach - Clearview - Essa - Barrie. Homelessness Prevention The County of Simcoe works collaboratively with local service Three rental projects, including this one in Collingwood, will create an additional 257 units of affordable housing in the County (2019-2020). TRANSPORTATION AND ENGINEERING providers and other community partners to ensure more coordinated 2019 Expenditures: $69M and integrated supports for individuals experiencing homelessness. SOCIAL HOUSING Through a contract management process, funding is provided to The 2019 budget includes construction and road the CR90 project between Barrie and Angus, Funding for these projects includes development support community based programs and initiatives that address 2019 Expenditures: $88M maintenance projects totalling more than $69M. $6.2M (CR 21), $5.5M (Holland River Bridge), and charge reserve funds of $23M and Gas Tax funds homelessness and poverty. The County is responsible for There are approximately 4,000 Expenditures include $4M for CR 4, $4.5M for rehabilitating approximately 60km of roads. of $9M. the administration and funding of social housing units within the numerous mandated social housing County’s housing portfolio, of which, ONTARIO WORKS programs. approximately 2,800 are rent- SOLID WASTE MANAGEMENT 2019 Expenditures: $73M 2019 Expenditures: $46M In addition, the County geared-to-income. The County of Simcoe administers the Ontario Works program, with participates in a number of initiatives Simcoe County Housing The Solid Waste Management Department a projected monthly caseload of 5,600, providing both financial and that enhance the range of affordable Corporation 2019 capital budget manages the waste disposal facilities and employment assistance to individuals in financial need. Program outcomes housing options/programs available includes the Collingwood, collection of curbside waste and diversion focus on individual goals that lead to financial independence. to our residents. Wasaga Beach, and Tay Township programs. Initiatives: Programs include the Simcoe development projects ($35M). These Capital projects include equipment • Targeted skilled trades training County Housing Corporation and the three rental projects will create an replacement and development work on the • Enhanced supports for clients with multiple barriers many non-profit and co-operative additional 257 units of affordable Environmental Resource Recovery Centre. • Addiction services initiative housing providers. housing during 2019-2020.

COUNTY BUDGET OVERVIEW - 2019 COUNTY BUDGET OVERVIEW - 2019 SERVICE SIMCOE SERVICE SIMCOE 2019 COUNTY BUDGET OVERVIEW Responsibly Managing Your Services

COUNTY BUDGET OVERVIEW - 2019 COUNTY BUDGET OVERVIEW - 2019 SERVICE SIMCOE SERVICE SIMCOESocial Housing $40.3

Ontario Works Long Term Care & $83.7 Seniors Services Children & Community $52.2 Services $39.8 From: Wendy Roper [mailto:[email protected]] Sent: January 23, 2019 11:22 AM To: Sherry Desjardins Subject: Fw: Ship's Company boats docked at Penetang Town Dock. We need them there this summer!!!!!!

Morning Sherry, This e mail was forwarded to me this morning.

I will see you tonight. Wendy/Birdie

Attention: Doug Leroux

It has been brought my attention that the new Town Council of Penetang has decided to increase the dock rates for this group making it impossible for this volunteer group to have their two historical boats kept there over the summer.

I believe that the council really needs to reconsider this decision. These boats attract many visitors to the area as well as locals like me who enjoy going down to see them myself or taking people with me to see them. This brings in money for the Town of Penetang.

I see this group and their boats at many local events and they do wonders for attracting people to want to come and visit Penetang.

Many people that I have recently spoken with are very upset that these boats may not be there this summer at the Town Dock.

Please encourage the council to reconsider their decision.

We cannot afford to be without this attraction at our local town dock.

Sincerely,

Lisa Malins From: [email protected] on behalf of [email protected] To: Kelly Cole Subject: Ships Company Summer 2019 Date: January 22, 2019 10:57:35 AM

I feel strongly that the Ships Company is an asset to our community as a tourism interest and have heard many positive comments about their dockage at the town dock-it is often an opener to further conversation about our community. I strongly support continuing dockage at the Town Dock and work/storage space at the museum.They are an asset not a liability.

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This email was sent to you by Beth Dubeau through https://www.penetanguishene.ca/. From: [email protected] on behalf of [email protected] To: Kelly Cole Subject: Support for Ships Company Date: January 23, 2019 3:48:02 PM

Good afternoon, In the event that I am not able to attend tonight’s meeting, I would like to express my thoughts regarding the ships company. I have been an active volunteer at the Penetanguishene Museum for the past several years. I have witnessed the support from this group on numerous occasions. They have been always ready to participate in events at the museum, offering a unique and energetic spirit. Canada Day, Museum fundraising dinner, historical walking tours, cemetery spirit walks have all benefited by the involvement of the members of the Ships Company. I have heard first hand from tourists who have been at the town dock and met with members of the Ships Company and learned so much about this area’s marine history. This group has proven to be a valuable resource to the town, it will be a shame to lose this!

------Origin: https://www.penetanguishene.ca/en/contacts/search.aspx?s=PPTJ5lA5HpDYIAatW7tnrfzRTQeQuAleQuAl ------

This email was sent to you by Jane Rogers through https://www.penetanguishene.ca/. From: [email protected] on behalf of [email protected] To: Kelly Cole Subject: The Ships Company Date: January 22, 2019 10:32:38 AM

I can't come to the Council meeting tomorrow, Wednesday January 23rd, 2019, but, I'd like to send this E-Mail is my support of The Ships Company. This small non-profit organization is a real gem for our town. Their two small boats are an attraction to tourists that come to visit our town. I volunteer at the museum and the Ships Company members have helped out at various events. they are always there at Canada Day and they've helped us wit some of the Spirit Walks. We don't want to lose the group. We need to show them that the town supports its enthusiasm for the town's history with regard to it's naval heritage.

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This email was sent to you by Irene Ashworth through https://www.penetanguishene.ca/. From: We Are The Villagers To: Kelly Cole Subject: We Are The Villagers Newsletter - February 2019 Date: February 4, 2019 7:15:06 PM

WE ARE THE VILLAGERS NEWSLETTER February 2019

Editor: Mark S. Bonham

Although we are still in the depth of winter, the days are getting longer and it feels as though we are getting closer to spring. The kids in the Village are well ensconced in school and their winter extra-curricular activities, and we at WATV have been busy enrolling new children into programs.

Our increased funding for this year from our supporters means that we are able to bring more kids than anticipated into our programs. Thank You!

One investment we have recently made is in a new software program to keep track of our donor base, our 525 kids in the programs, and our service providers. This state-of-the-art computer program will help us serve the communities and the kids that much better. Special thanks to the Rotary Club for providing the funding for us to make this important investment.

The volunteers at WATV are in the planning stages for some new activities for our supporters. We hope to soon announce these new ideas for fundraising and events that will be focused on bringing our supporters together for some fun times.

As always, please feel free to contact me at any time with your feedback and ideas. We value your support very much, as do the kids in the Village.

Dr. Matyas (Ty) Hervieux President

UPCOMING EVENTS

February 9th, 2019 - Township of Tiny Winter Carnival

February 15th-18th, 2019 - Penetanguishene Winterama

VALENTINE'S DAY DRAW IN SUPPORT OF WE ARE THE VILLAGERS

Once again, WATV will be selling its popular Valentine's Day Draw tickets to raise funds for the kids' extra-curricular programs. This year, there will be two grand prizes to be won!

Stop by Canadian Tire in Midland

Saturday February 9th Sunday February 10th

$2 each or 3 for $5

WATV currently provides A NOTE FROM assistance to over 525 children COLLEEN TO THANK in 27 local communities. WATV SUPPORTERS

"Thank you so much for all Thank You the things you gave Lucas to Our Corporate Donors to the and my self - we really For The Kids appreciate it ♥ Lucas was so Campaign excited about his new bag and the minion shirt and Bourgeois Motors gloves! Matyas Consulting Pros Marketing Lucas started today at Go LabX Media Ninja at Gymfinity Huronia Community Gymnastics - he loved it. I Foundation have never seen him smile Huronia Dental so much. He is so excited Jackman Foundation that he gets to go back on HGR Graham Partners Saturday. CNHR Magazine

You have no ideal how much that means to me to see that happiness from him. They said he did great.

Your organisation is so great - we are so thankful for your support to pay for it. I wouldn't be able to afford it on my own.

I hope you know you made 1 child so happy and excited with all his problems he has overcome. It's so great your giving him an VOLUNTEERS opportunity that I probably NEEDED! would not have been able to do. We Are The Villagers is always in need of more Thank you from the bottom volunteers. of my heart!" To help out, you can: * Call the office any We Are The Villagers has weekday; worked with the Town of * Fill out the Volunteer Penetanguishene to create Application online located this subsidy available to the HERE; or residents of Penetanguishene * Use the Contact Form HERE for low income families for use on the website if you have towards the fees for the any questions. Town's recreation programs. Feel free to contact us, or the Join us and have some fun! Town of Penetanguishene, for more information or to apply for funding! BOSTON PIZZA NOW DONATING TO WATV!

Boston Pizza in Midland now makes a generous donation to We Are The Villagers with every in-house order.

Simply write We Are The Villagers on the back of your bill, and the Boston Pizza will make a donation to the charity.

Thank You Boston Pizza!

PRO OIL CHANGE has MAKE A agreed to donate 13% of the DONATION proceeds of all oil changes TODAY! they do at Select Ontario locations to We Are The We Are The Villagers 486 Hugel Avenue Villagers! Midland, ON L4R 1V6

Participating Pro Oil Change [email protected] locations include Midland, wearethevillagers.com Bracebridge, Sarnia, St. Thomas, 1-855-528-5252

Tillsonburg, Mississauga, Milton, MAKE A CHARITABLE Georgetown and Burlington. CONTRIBUTION BY CLICKING Locations have easily HERE accessible drive-thru services We Are The Villagers is a Registered that are available with no Canadian Charity operated principally appointments necessary. They by volunteers. Your donations go to do oil changes and much more. our programs.

Simply mention that you support We Are The Villagers, and they will too.

FIND MORE ABOUT PRO OIL ABOUT WE ARE THE AND YOUR LOCAL DEALER VILLAGERS HERE We Are The Villagers (WATV) has adopted a mission to help low- income families and their children THANK YOU PRO OIL! aged 3-16 participate in extra- curricular activities throughout the year by subsidizing the costs of tuition, equipment, teaching, registrations fees, mentoring, counselling, and more. The goal is to improve the mental, social, and economic state of the children.

WATV has established relationships with local community organizations in Midland, Penetanguishene, Tiny, Tay, Victoria Harbour, Port McNicoll, Waubaushene, Port Severn, Oro Medonte, McTier, Adjula, Innisfill, Cookstown, Warminster, Lefroy, West Gwillimbury, Alliston, Angus, Barrie, Wasaga Beach, Stayner, Palgrave, Orillia, Collingwood, Coldwater, Elmvale and Bradford. Programs exist in sports (hockey, soccer, baseball, martial arts, etc.), Plan to come out and enjoy culture (music and art lessons), recreation (dancing, etc.) , and the season at the education (after-school tutoring, etc.)

2019 Enrolled local youth in programs: 2013: 163 kids Penetanguishene 2014: 206 kids Winterama! 2015: 227 kids 2016: 345 kids 2017: 442 kids The WATV Float will be in 2018: 525 kids the Winterama Parade 11:00 am PLEASE HELP US BY Saturday February 16th PROVIDING YOUR FINANCIAL SUPPORT! This year's Parade theme is "Gratitude - Saying Thanks"

We have a lot to be thankful for at We Are The Villagers!

Our mailing address is: We Are The Villagers 486 Hugel Avenue Midland, On L4R 1V6 Canada

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