Regular Meeting

SARNIA CITY COUNCIL

April 13, 2015 4:00 p.m. COUNCIL CHAMBERS, CITY HALL SARNIA, ONTARIO

AGENDA Page

THERE IS NO CLOSED MEETING

"O CANADA"

OPENING PRAYER Reverend Allan Farris, Paterson Memorial Presbyterian Church

Disclosures of Pecuniary Interest (Direct or Indirect) and the General Nature Thereof

PUBLIC MEETING

13 - 20 1. Director of Planning and Building, dated April 13, 2015, regarding Draft Plan of Subdivision: SD 1-2015

Location: On the South side of Rosedale Avenue, between Murphy Road and Bond Street Applicant: Ukrainian Catholic Episcopal Corporation (Agent: Brad Drury)

That Council APPROVE IN PRINCIPLE Draft Plan of Subdivision SD 1- 2015 which provides for the development of 5 new single detached urban- residential dwelling lots and a retained Block (Lot 1 with an existing church and rectory), with a range of lot areas and minimum lot frontages all of which front onto Rosedale Avenue, as shown on Appendix “A”, subject to the following conditions:

a) That all municipal taxes and local improvements including interest and penalties thereon be paid to

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date, as well as any outstanding water and weed accounts;

b) that the owner pays to the City 5% of the value of the lands in lieu of parkland dedication;

c) that the Owner provide fencing along the southern property boundary adjacent to existing developed properties to the satisfaction of the City;

d) that the owner enters into a Subdivision Agreement with the City, which shall be registered on the title of the lands, once the plan of subdivision is registered and which shall satisfy all the concerns of the City, financially and otherwise, which shall include but not be limited to: i. the provision of a municipal sanitary sewer, storm sewer and water distribution services, subject to the satisfaction of the City Engineer and in keeping with the Ministry of the Environment standards;

e) that a tree inventory and preservation plan be prepared by a qualified Arborist to the satisfaction of the City;

f) that such easements as may be required for utility and/or drainage purposes shall be granted to the appropriate authority;

g) that a stormwater management report and grading/drainage plan be prepared by the Owner and submitted to the City for review and approval; and

h) that Council’s approval will lapse three years plus one day from the date of the giving of the notice of the decision.

2. That Staff bring forward a final resolution to Council at its next meeting for formal adoption to comply with Section 51(20) of the Planning Act that requires that a public hearing be held at least 14 days before a decision can be made by an approved

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authority.

21 - 38 2. Director of Planning and Building, dated April 13, 2015, regarding Rezoning Application 2-2015-85 of 2002 – 2245 Lakeshore Road

1. That Council APPROVE Zoning By-law Amendment Application 2-2015-85 as follows: a) Zoning Map 29 of Zoning By-law 85 of 2002 of the City of Sarnia is hereby amended by changing the zone symbol for the lands described in Schedule “A” of this By-law from: “Interim Use 1 (IU1)” to “Suburban Residential 1-22 (SR1-22)” b) Zoning By-law 85 of 2002 is hereby amended by the addition of Section 12.3.22 as follows:

“12.3.22 SR1-22 (See Zoning Map Part 8)

12.3.22.1 Permitted Uses (1) Accessory uses and buildings. (2) Single Detached dwelling.

12.3.22.2 Site Zone Regulations – Single Detached Dwelling (1) Street Line: (minimum): 9m adjacent to (New) Lakeshore Road (2) Front Yard Depth: (minimum): 337m (3) Lot Frontage: (minimum) 33m (4) Building Location Restriction: No buildings or structures shall be permitted in the medium hazard area identified as Shoreline Management Area 2. (5) Other Regulations: the provisions of Section 12.2.1 shall apply

12.3.22.3 Site Zone Regulations – Accessory Uses and Buildings (1) Building Location Restriction: No buildings or structures shall be permitted in the medium hazard area identified as Shoreline Management Area 2.”

(2) That before staff present the implementing By- law to City Council for enactment, the owner provides the City with an easement for the existing

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watermain on the lands and fulfills the conditions of Consent Application B4/2015; and

(3) That following completion of 2 above, staff present the implementing By-law to City Council for approval.

39 - 73 3. Director of Planning and Building, dated April 13, 2015, regarding Rezoning Application 6-2014-85 of 2002 – 2228 Jackson Road

1) That Council APPROVE Rezoning Application 6- 2014-85 of 2002, as follows:

a) Zoning Map Part 18 of Zoning By-law 85 of 2002 of the City of Sarnia is hereby amended by changing the zone symbol for the lands described in Schedule ‘A’ of this By-law from: “Rural 1 (RU1)” to “Rural Residential 1-22 (RR1-22)”, and from “Rural 1 (RU1)” to “Rural 1-21 (RU1-21)”. A shading pattern in the RU1-21 Zone identifies a significant ‘woodland feature’.

b) Zoning By-law 85 of 2002 is hereby amended by the addition of Section 6.3.22, as follows:

"6.3.22 RR1-22 (See Zoning Map Part 18) 6.3.22.1 Permitted Uses (1) Accessory Uses and Buildings. (2) Single detached dwelling on a lot created for a surplus farm dwelling.

6.3.22.2 Site Zone Regulations (1) Lot Area: (minimum) 0.8ha (2) Lot Frontage: (minimum) 66m (3) Front Yard Depth: (minimum) as existed on the date of passage of this bylaw for an existing dwelling (4) Existing Accessory Buildings: Notwithstanding the provisions of Section 3.1(3)(d), the maximum lot coverage for existing buildings shall be 245.3m2 (5) Minimum Distance Separation: Notwithstanding

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the provisions of Section 3.26(1), the dwelling and lot may provide MDS1 setbacks as existed on the date of passage of this By-law (6) Other Regulations: the regulations as set out in Section 6.2.1, and Section 3 as applicable, shall apply

c) Zoning By-law 85 of 2002, as amended, is hereby amended by the addition of Section 5.3.21, as follows:

5.3.21 RU1-21 (See Zoning Map Part 18)

5.3.21.1 Permitted Uses (1) Those uses permitted in Section 5.1 with the exception of dwellings.”

2) Before Staff presents the implementing By-law to City Council for enactment, that the applicant (406 Farm Inc.) fulfills the conditions of Consent Application B19/2014.

3) Following completion of 2 above, Staff presents the implementing Bylaw to City Council for approval.

DELEGATION

75 - 87 1. Canada Post on Proposed Service Changes Andrew Paterson, Manager, Municipal Engagement and Tom Zadorsky, Project Manager

89 2. Arena Management Study Mike Johnson, Chair, Sarnia Hockey Association (See Correspondence #1)

RESOLUTIONS:

1. Moved by Councillor Bruziewicz, seconded by Councillor Mitro

CORRESPONDENCE

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91 - 232 1. Director of Parks and Recreation, dated April 13, 2015, regarding Arena Management Study: Final Results

That Council receives this report and endorses the recommendations associated with Option 1 in the Arena Management Study for use by staff to develop an implementation plan as outlined in this report for consideration as part of the 2016 budget deliberations.

That Council endorse the establishment of a Council- appointed Arena Advisory Committee and direct staff to prepare terms of reference for Council’s approval.

233 - 234 2. City Engineer, dated April 13, 2015, regarding Award of Tender 15-08, Ice Resurfacing Machine

That Sarnia City Council accept the tender for an Olympia Ice Resurfacer submitted by Resurfice Corp. in the amount of $101,546.30 including non- rebateable HST.

235 - 237 3. City Engineer, dated April 13, 2015, regarding RFP 14-127 – Tangible Capital Asset Accounting and Asset Management Application Software

That Sarnia City Council award RFP 14-127, Supply and Implementation of “Tangible Capital Asset Accounting and Asset Management Application Software” to WorkTech Inc. at a bid price of $171,788.69, (including 5 years of annual maintenance charges and the non-rebateable HST).

That The Mayor and Clerk be authorized to sign the necessary agreements.

239 - 243 4. City Engineer, dated April 13, 2015, regarding Award of Tender for Contract 1-2015 Blackwell Side Road Storm Sewer Phase 2 (see By-Law #1 and #2)

That the low tender submitted by Clarke Construction for Contract 1-2015 Blackwell Side Road Storm Sewer Phase 2, in the amount of

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$1,028,970.16 including the non-rebatable portion of HST, be accepted subject to obtaining all necessary approvals;

That the Mayor and Clerk be authorized to sign the necessary agreements;

That the By-Law to authorize the temporary closing of Blackwell Side Road Street for the purpose of complete reconstruction and related works be approved;

That the By-Law to authorize the reconstruction of Blackwell Sideroad be approved.

245 - 266 5. City Clerk, dated April 13, 2015, regarding Sunday Gun Hunting

That Sarnia City Council approve Sunday gun hunting in the City of Sarnia and that staff forward the request to the Ministry of Natural Resources.

267 - 268 6. Director of Parks and Recreation, dated April 13, 2015, regarding Proposal No. 15-108 Centennial Park Concession Rental Services

That Sarnia City Council accepts the proposal submitted by 1863991 Ontario Ltd; O/A Bluewater’s Best Fries in the amount of $26,000 in Year 1 and $31,000 in Year 2 including HST, for the rights to operate Concession/Rental Services within Centennial Park.

That the Mayor and Clerk be authorized to sign the necessary agreements.

269 - 274 7. Director of Finance and City Clerk, dated April 13, 2015, regarding Use of Technology by Council

That Sarnia City Council approves a technology credit in the amount of $700.00 per Councillor per Council term. The $700.00 technology credit would be reimbursed to a Councillor for the personal purchase of an electronic device. The use of the

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$700.00 technology credit would be assessed for each Councillor depending on their decision. That Sarnia City Council eliminates the annual fax machine credit of $50.00 that is currently received by Council.

That Sarnia City Council approves the use of the annual fax machine credit budget and the budget used for the printing of paper Council agenda packages to offset the $700 technology credit.

That Sarnia City Council allows individual Councillors to decide on moving to electronic agendas versus maintaining the current paperagendas.

275 - 276 8. City Manager, dated April 13, 2015, regarding Great Lakes & St. Lawrence Cities Initiative Conference

That any member of Sarnia City Council who wishes to attend theGreat Lakes & St. Lawrence Cities Initiative Conference be authorized to do so and registration costs for the event for Sarnia City-only Councillors be covered from the Council approved Conference budget for 2015.

That Sarnia City-County Councillors wishing to attend the event have their registration costs covered by Lambton County.

277 - 289 9. Acting City Solicitor, dated April 13, 2015, regarding St. Patrick’s Catholic High School Disposition

That an expression of interest for the acquisition of St. Pat’s High School be submitted to the St. Clair Catholic District School Board.

That staff report back to Council following discussions with Bluewater Health and Sarnia Athletics Southwest Track & Field Club.

291 - 298 10. Acting City Solicitor, dated April 13, 2015, regarding Sarnia General Hospital Lands - Termination of Agreement of Purchase and Sale (See By-Law #4)

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That the Mayor and Clerk be authorized to execute a Termination of Agreement by Buyer, a Mutual Release, and any other necessary documentation to effect the termination of the Agreement of Purchase and Sale for the Sarnia General Hospital site.

299 - 300 11. Director of Parks and Recreation, dated April 13, 2015, regarding RBC Food Service Operations (See By-Law #5)

That Council authorizes the Mayor and Clerk to sign an agreement with Compass Group Canada Ltd. for the RBC Food Service Operations.

301 - 306 12. Director of Parks and Recreation, dated April 13, 2015, regarding Off Leash Area Pilot Project at Centennial Park

That City of Sarnia staff work with a renewed Off Leash Area Committee (formerly known as the Clearwater Dog Park Committee) to develop and implement an Off-Leash Area Pilot Project at the northern edge of Centennial Park for up to one-year period commencing in May 2015.

That staff report back to Council at the end of the one-year period on the efficacy of the pilot project.

MINUTES

307 - 314 1. Minutes of March 23, 2015 - Regular Meeting

INQUIRIES, INFORMATION AND URGENT MATTERS

ROUTINE APPROVALS, ACTION AND INFORMATION

315 - 317 A. Curtis Bryce and John Lammers, dated February 28, 2015, regarding Unisex Washroom

Referred to Staff for a Report

319 - 322 B. Ernie Hardeman, dated March 18, 2015, regarding Social Housing, Housing Services Corporation (HSC) (Placed on the agenda at the Request of Mayor Bradley)

For Council's Consideration

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323 - 327 C. City Clerk, dated April 13, 2015, regarding 356/357/358 Tax Appeal Court

That Sarnia City Council approve the recommendations of the 356/357/358 Tax Appeals Committee held on March 26, 2015.

329 - 330 D. City Engineer, dated April 13, 2015, regarding Bright’s Grove Lagoons – Hydraulic Retention Update

For Information

331 - 335 E. City Engineer, dated April 13, 2015, regarding Asphalt Resurfacing

For Information

337 - 338 F. City Clerk, dated April 13, 2015, regarding Salesperson Licencing – By-Law 127-2011

For Information

339 - 340 G. Councillor Scholten, dated April 13, 2015, regarding Reconsideration of Decision - Procurement of Goods and Services Policy

Request for Reconsideration

BY-LAWS

341 - 342 1. For 1st, 2nd and 3rd A By-Law to Authorize the Temporary Readings: Closing of Blackwell Side Road for the Purpose of Storm Sewer Installation and Road Reconstruction and Related Works Re: Contract 1-2015 (See Correspondence #4)

343 - 344 2. For 1st, 2nd and 3rd A By-Law to Authorize the Construction of Readings: Blackwell Side Road Storm Sewer and Road Reconstruction and Related Works Re: Contract 1-2015 (See Correspondence #4)

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345 - 363 3. For 1st, 2nd and 3rd A By-Law to Establish a Code of Conduct Readings: for Council Re: Council Code of Conduct

365 - 368 4. For 1st, 2nd and 3rd A By-Law to Authorize Agreements with Readings: Kenn Poore, Mark Lumley, Marty Raaymakers, Charlie Dally and Alex Jongsma in Trust for a corporation to be incorporated Re: Sarnia General Hospital (See Correspondence #10)

369 - 374 5. For 1st, 2nd and 3rd A By-Law to Authorize an Agreement with Readings: Compass Group Canada Ltd. Re: RFP #14-133 (See Correspondence #11)

375 - 376 6. For 1st, 2nd and 3rd A By-Law to Confirm the Proceedings of Readings: Council at its meeting held on April 13, 2015.

ADJOURNMENT

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THE CORPORATION OF THE CITY OF SARNIA People Serving People

PLANNING AND BUILDING DEPARTMENT

OPEN SESSION REPORT

TO: Mayor Bradley and Members of Sarnia City Council

FROM: P. Jane Cooper, Director of Planning and Building

DATE: April 13, 2015

SUBJECT: Application: Draft Plan of Subdivision: SD 1-2015 Location: On the South side of Rosedale Avenue, between Murphy Road and Bond Street Applicant: Ukrainian Catholic Episcopal Corporation (Agent: Brad Drury)

Recommendation: It is recommended:

1. That Council APPROVE IN PRINCIPLE Draft Plan of Subdivision SD 1- 2015 which provides for the development of 5 new single detached urban-residential dwelling lots and a retained Block (Lot 1 with an existing church and rectory), with a range of lot areas and minimum lot frontages all of which front onto Rosedale Avenue, as shown on Appendix “A”, subject to the following conditions:

a) That all municipal taxes and local improvements including interest and penalties thereon be paid to date, as well as any outstanding water and weed accounts;

b) that the owner pays to the City 5% of the value of the lands in lieu of parkland dedication;

c) that the Owner provide fencing along the southern property boundary adjacent to existing developed properties to the satisfaction of the City;

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City, financially and otherwise, which shall include but not be limited to:

i. the provision of a municipal sanitary sewer, storm sewer and water distribution services, subject to the satisfaction of the City Engineer and in keeping with the Ministry of the Environment standards;

e) that a tree inventory and preservation plan be prepared by a qualified Arborist to the satisfaction of the City;

f) that such easements as may be required for utility and/or drainage purposes shall be granted to the appropriate authority;

g) that a stormwater management report and grading/drainage plan be prepared by the Owner and submitted to the City for review and approval; and

h) that Council’s approval will lapse three years plus one day from the date of the giving of the notice of the decision.

Background: The applicant, the Ukrainian Catholic Episcopal Corporation, is requesting approval of Draft Plan of Subdivision Application SD 1-2015, which provides for the development of 5 new single detached urban-residential dwelling lots with a range of minimum lot frontages and lot areas, all fronting onto Rosedale Avenue. The retained parcel would maintain the existing church facilities. Each lot will provide minimum lot areas and frontages as follows:

Lot 1 – 6,198m2 area and frontage of 57.104m onto Bond Street and 108.62m onto Rosedale Avenue. This lot will maintain the existing church, accessory parking and rectory. Lot 2 – 1,216.51m2 area and frontage of 21.336m Lot 3 – 1,217.82m2 area and frontage of 21.336m Lot 4 – 1,218.93m2 area and frontage of 21.336m Lot 5 – 1,044.61m2 area and frontage of 18.288m Lot 6 – 1,044.37m2 area and frontage 18.288m

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Comments: a) Location and Area Development The subject lands are located on the south side of Rosedale Avenue between Murphy Road to the east and Bond Street adjacent on the west side. The lands are surrounded on all sides by single detached dwellings, which is the predominant land use in the surrounding neighbourhood.

The site is occupied by the Ukrainian Church and its accessory rectory, garage and park area. The church was built in 1961 and the rectory in 1965, at a time when the surrounding area was being developed with residential dwellings. The proposed five (5) new lots would be located on the vacant portion of the lands, with the retained Lot 1 having the existing church, accessory rectory and parking lot. The proposed new lots would be developed with single detached residential dwellings in accordance with an approved Subdivision Agreement. There are a substantial number of mature trees located on the site.

b) Provincial Policy Statement The Provincial Policy Statement promotes efficient development and land use patterns which will accommodate an appropriate range and mix of residential and employment uses, to meet long term needs. It, along with the Official Plan support infill development that makes effective use of existing infrastructure and adaptively reuses vacant lands within the existing urban boundary in appropriate locations.

c) County Official Plan The County Official Plan identifies the subject property and surrounding area as being part of the ‘Urban Centre’ designation. Urban Centres are identified as areas containing a wide range of residential, institutional, commercial and industrial land uses. Section 2.1.1 states that ‘patterns of development will be established so as to minimize disruption to existing residential uses, protect the physical character and vitality of established neighbourhoods and communities, and to conserve cultural and natural heritage features and resources.

d) City of Sarnia 2001 Official Plan Policy Evaluation The City of Sarnia Official Plan designates the property as Urban Residential on Schedule “A”. The proposal has been evaluated in concert with the policies for Residential Areas, Amenity and Design, Urban Design and Land Use Compatibility and all other relevant Official Plan policies. Section 1.4 of the Official Plan states the following:

The general development concept on which the City of Sarnia Official

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Plan is based is one that recognizes the historic land use patterns and development trends and builds upon these to promote efficient, cost- effective development and land use patterns which stimulate economic growth and protect the natural environment and public health.

Section 2.3.2.2 states (among other things), that within Urban Residential Areas the City will encourage:

a) Areas of new development to take the form of extensions to the existing built-up area; b) Development that minimizes the costs required to extend existing services and the costs of creating new services; c) Residential intensification in areas of existing development that have sufficient servicing capacity; techniques may include permitting second units in existing detached dwellings, encouraging the creation of infilling lots, converting existing buildings for residential use, redeveloping sites not previously used for residential purposes, and encouraging higher densities in new development; d) Relocation of existing incompatible uses out of residential areas and redevelopment of obsolete land uses; e) Development to proceed in such a manner so as not impose a financial burden on the City or municipal taxpayers; and f) Compliance with the Amenity and Design policies of this Plan.

The policies of the Official Plan indicate that the City promotes appropriate infill development and intensification of land and buildings in existing built-up areas of the municipality. Further, the Plan provides that the policies contained therein encourage new residential development to “in-fill existing built-up areas”.

The proposed draft subdivision plan is in keeping with the Urban Residential Area policies and the overall objectives of the 2001 Official Plan. The proposed lots will maintain the general character of the existing developments in the surrounding area and will be compatible with the single detached residential dwellings the surrounding neighbourhood. e) City of Sarnia 2014 Official Plan Policy Evaluation Consistent with the 2001 Official Plan, the new Official Plan designates the site as “Urban Residential” as noted on Map 7 and is located in a “Stable Residential Area” as noted on Map 1 of the OP.

The Urban Residential development criteria require development to

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respect and reinforce the existing physical character of the neighbourhood, including (among other things): the size and configuration of the lots; setbacks of buildings from the street; prevailing patterns of rear and side yard setbacks; and landscaped open space. The proposed configuration, frontage and size of the lots are in keeping with these development criteria.

Stable Residential Area policies encourage new infill residential development in appropriate location, by means of a plan of subdivision to make efficient use of existing municipal services. The proposed draft plan is in keeping with the Stable Residential Area policies and the overall objectives of the new Official Plan.

f) Zoning The subject lands are zoned Urban Residential 1 (UR1) in Zoning By- law 85 of 2002. Single detached dwellings are permitted on lots which provide minimum lot frontages of 15 metres and minimum lot areas of 460m2. All of the lots in this proposed subdivision provide the minimum lot frontages and have lot areas that are greater than the by-law requirement. No amendment to the Zoning By-law is required.

g) Trees As stated above the property has a substantial number of mature trees located on the site. In order to maintain a healthy stock of trees on the property, the Official Plan requires development proponents, as a condition of approval, to submit a Tree Preservation Plan that is satisfactory to the City. To ensure their long term protection, it is recommended that Council include, in the conditions of Draft Approval a requirement for the submission of an appropriate tree inventory and preservation plan.

Conclusion: Staff has reviewed the design of the Draft Plan of Subdivision and is satisfied that the proposed lot sizes and configuration of the subdivision are in keeping with the existing residential development patterns in the area. Staff is also satisfied that the proposal to re-develop the property with single detached residential dwellings is in keeping with Official Plan policies which support appropriate in-fill development within the existing built-up area. The proposal would be consistent with the Provincial Policy Statement and also conforms to the policies of the County of Lambton and City of Sarnia Official Plans.

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Staff has no objection to approval of the application, subject to the conditions set out in the recommendations section of this report being satisfied prior to final approval.

Consultation: This application was circulated to a number of agencies and other departments for their review and comments. Comments from Transit and Hydro One are set out below. Public notification was also undertaken, but no third party comments have been received at the time of preparation of this report.

1. the City’s Transit Director noted that Transit has no concerns, as long as the applicant is made aware that the bus route and bus stop is on the east side of Bond St. at Rosedale and that this is a well-used stop.

2. Hydro One has no comments or concerns.

Financial Implications: None.

(Reviewed/Prepared) by: Approved by:

P. Jane Cooper Margaret Misek-Evans Director of Planning & Building City Manager

This report was prepared by Max Williams – Planner II

Attachments: Appendix A: Draft Plan of Subdivision – SD1-2015 (a larger, more legible copy is available for viewing in the Planning Department) Appendix B: Land Use Map

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Appendix A – Draft Plan of Subdivision

DRAFT SUBDIVISION PLAN Note: A larger sized, and more legible, plan can be seen at the City of Sarnia’s Planning and Building Department

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Appendix B - Land Use Map

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THE CORPORATION OF THE CITY OF SARNIA People Serving People

PLANNING AND BUILDING DEPARTMENT

OPEN SESSION REPORT

TO: Mayor Bradley and Members of Sarnia City Council

FROM: P. Jane Cooper, Director of Planning and Building

DATE: April 13, 2015

SUBJECT: Rezoning Application 2-2015-85 of 2002 – 2245 Lakeshore Road

Recommendation: It is recommended:

1. That Council APPROVE Zoning By-law Amendment Application 2-2015- 85 as follows:

a) Zoning Map 29 of Zoning By-law 85 of 2002 of the City of Sarnia is hereby amended by changing the zone symbol for the lands described in Schedule “A” of this By-law from: “Interim Use 1 (IU1)” to “Suburban Residential 1-22 (SR1-22)”

b) Zoning By-law 85 of 2002 is hereby amended by the addition of Section 12.3.22 as follows:

“12.3.22 SR1-22 (See Zoning Map Part 8)

12.3.22.1 Permitted Uses

(1) Accessory uses and buildings. (2) Single Detached dwelling.

12.3.22.2 Site Zone Regulations – Single Detached Dwelling

(1) Street Line: (minimum): 9m adjacent to (New) Lakeshore Road (2) Front Yard Depth: (minimum): 337m (3) Lot Frontage: (minimum) 33m

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(4) Building Location Restriction: No buildings or structures shall be permitted in the medium hazard area identified as Shoreline Management Area 2.

(5) Other Regulations: the provisions of Section 12.2.1 shall apply

12.3.22.3 Site Zone Regulations – Accessory Uses and Buildings

(1) Building Location Restriction: No buildings or structures shall be permitted in the medium hazard area identified as Shoreline Management Area 2.”

(2) That before staff present the implementing By-law to City Council for enactment, the owner provides the City with an easement for the existing watermain on the lands and fulfills the conditions of Consent Application B4/2015; and

(3) That following completion of 2 above, staff present the implementing By-law to City Council for approval.

Background: REZONING APPLICATION NO.: 2-2015-85 of 2002 OWNERS: Bob Cort, Amy Cort and Ed Cort APPLICANT: Francis De Sena LOCATION: 2245 Lakeshore Road AREA OF SUBJECT LANDS: 6,600m2 (71,044ft²) OFFICIAL PLAN DESIGNATION: Suburban Residential CURRENT ZONING: Interim Use 1 (IU1) ZONE CHANGE REQUESTED: From IU1 to a site-specific SR1 zone to permit a new single detached dwelling on the subject lands PUBLIC MEETING DATE: April 13, 2015

The ‘Interim Use 1 (IU1)’ zoning on the site permits lawfully existing buildings and uses. However, replacement of dwellings requires an amendment to the Zoning By-law.

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Proposal It is proposed to amend the zoning on the subject lands from an ‘Interim Use 1 (IU1)’ Zone to a site-specific ‘Suburban Residential 1-22 (SR1-22)’ Zone to permit the redevelopment of the property with a new single detached dwelling.

Site and Surrounding Area The property is a “flag shaped” lot located on the north side of Lakeshore Road, between the Cull Drain and Lambert Road. The site has frontage of approximately 9m (29.5 ft.), irregular depth of approximately 421m (1,381 ft.) and area of approximately 6,600m² (71,000ft²).

The site is occupied by an existing 71m² (761ft²) single detached dwelling (cottage) and a 41m² (445ft²) accessory building (garage), located in the front yard. City records show that these buildings were constructed in the early 20th century.

Within the immediate context, the following uses/features surround the site:

North: Lake Huron and abutting the site is a City owned right-of-way (former Old Lakeshore Road);

West: abutting the site is a dairy farm (Jamieson Farm) and accessory residence;

East: abutting the site is the Suncor Recreation Centre and a vacant lot; and

South: across (New) Lakeshore Road is the Howard Watson Nature Trail and agriculture (cash crop).

Policy Framework The site is designated ‘Urban Centre’ in the County of Lambton Official Plan (1998), which permits a wide range of residential uses. Minor infilling and limited extensions of the built-up area may occur with municipal water and private septic systems, provided that such development does not significantly increase the overall density of the area.

The site is designated ‘Suburban Residential’ in the Sarnia Official Plan (2001), which permits the use of single detached dwellings and accessory buildings. The Suburban Area predominantly consists of low density single detached dwellings where a piped municipal water supply is available but sanitary sewers are not. All new Suburban Residential development shall have frontage and access onto an opened public road.

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The Provincial Policy Statement (PPS) identifies settlement areas as the focus of growth and development, and their vitality and regeneration shall be promoted (1.1.3). However, redevelopment shall avoid or mitigate risks to public health and safety. To avoid risks to health and safety, development shall be directed outside of hazardous lands adjacent to the shorelines of the Great Lakes which are impacted by flooding hazards and erosion hazards (3.1).

The Shoreline Management policies in the Sarnia Official Plan (2001) intend to minimize risks to life and property damage from flooding, erosion and associated hazards along Lake Huron. Two Shoreline Management Areas have been developed by the St. Clair Region Conservation Authority (SCRCA) based on the characteristics of the shoreline related to bluff height and beach development. Shoreline Management Area 1 represents a high hazard area and Shoreline Management Area 2 represents a medium hazard area. New development is prohibited within these areas.

The site contains both of these hazard areas along the north section of the property. Appendix 2 shows there is more than adequate room to redevelop the site outside of the hazardous lands. This has been confirmed using the most recent hazard mapping provided by the St. Clair Region Conservation Authority. Staff is of the opinion that the proposed redevelopment would conform to the natural hazard policies in the PPS and Official Plans if future buildings are located entirely landward of these hazardous areas.

Planning Assessment The existing cottage and accessory building is located in the medium hazard area identified as Shoreline Management Area 2. The applicant proposes to demolish these structures and construct a new single detached dwelling outside of the hazard lands.

Infrastructure Engineering staff has confirmed that there is a 150mm (6 in.) watermain that services the property. However, records show that the watermain is located on the subject lands and adjacent private lots. For this reason, staff recommends that the owner be responsible for providing a 6m (19.8 ft.) wide easement over the length of the watermain to grant access to the City for future repairs.

Sanitary sewers are not available in the area and therefore, a private septic system has serviced the lot for many years. Correspondence received from the County of Lambton Development Services Department indicates that a new septic system is required for a new home on the property. According to

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the plan submitted, it appears that the proposed septic system can be installed and meet all applicable setbacks and requirements of the Ontario Building Code.

Access The subject lands formerly had access onto (Old) Lakeshore Road before it was washed away in 1973. Following this, access was rerouted onto a public road known as (New) Lakeshore Road. However, this access is privately shared with the Jamieson Farm to the west and the Suncor Recreational Centre to the east. On January 28, 2015, the applicant submitted a consent application to convey an access easement over the existing lane to formalize this arrangement. Application B4/2015 was approved by the Committee of Adjustment on February 24, 2015 but has not been completed at the time of the preparation of this report.

Site Specific Provisions The subject land has a number of characteristics that set it apart from other lots in the Suburban Residential area. Staff has evaluated these characteristics and has provided the following comments.

The property is a unique “flag shaped” lot that is measured 9m along Lakeshore Road. The site widens to approximately 33m (108 ft.), which is consistent with surrounding development to the east and provides sufficient space for a building footprint. Staff recommends that a minimum Street Line of 9m (29.5 ft.) be included in the site-specific zone.

The 9m (29.5 ft.) street line frontage reflects the width of the driveway, known as Jamieson Lane, for approximately 315m (1,033 ft.) until the lot opens up. For this reason, the required 12m (39 ft.) front yard setback cannot be achieved with this proposal. To account for the driveway, future access easement for the properties to the east and the standard 12m (39 ft.) front yard setback, a minimum front yard depth of 337m (1,106 ft.) from (New) Lakeshore Road as shown on Appendix 2 is proposed.

Staff supports the redevelopment of the property for a single residential dwelling unit. However, due to the limited street line frontage and proximity of natural hazards, staff is opposed to additional development in the form of lot creation. For this reason, staff recommends that the minimum Lot Frontage be 33m (108 ft.), as it existed on the passing of the current Zoning By-law.

Conclusion Redevelopment and improvement of housing in the City’s settlement area is generally encouraged. However, redevelopment shall be located in an area

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that is adequately serviced and safe from natural hazards. Staff notes that the proposed redevelopment would replace a dwelling that is currently located in hazard lands. The applicant has also granted access to adjacent lots to provide unobstructed access to adjacent lots and potential future development to the east. For these reasons, staff is of the opinion that the proposed redevelopment generally satisfies the PPS, County of Lambton Official Plan and City of Sarnia Official Plan.

Staff can support this application, provided that the owner provides the City with an easement for the existing watermain on the lands and fulfills the conditions of Consent Application B4/2015 to ensure satisfactory access for adjacent properties. Staff recommends that this be completed prior to introducing the implementing By-law to Council.

Consultation: No comments from the public have been received in respect to formal notification. The application was circulated to agencies and City Departments. Formal responses have been received from the Engineering Department, County of Lambton Development Services Department and the St. Clair Region Conservation Authority, which is attached to this report.

Financial Implications: There are no financial implications associated with this report.

Reviewed by: Approved by:

P. Jane Cooper Margaret Misek-Evans Director of Planning and Building City Manager

This report was prepared by Jordan Fohkens, Planner 1.

Appendices: Appendix 1 - Land Use Map Appendix 2 - Site Plan Appendix 3 - Agency Comment Appendix 4 - Consent Application B4/2015 Decision

Page 26 of 376 Public Meeting #2 - April 13, 2015 REZONING APPLICATION NO. 02-2015-85 of 2002 2245 LAKESHORE ROAD

OLD LAKESHORE R.O.W. OS1

SR1-10

IU1

SR1(H) SR1 SUNCOR SR1 RECREATIONAL CENTRE JAMIESON FARM

MOS1 CULL DRAIN CULL

SR1-7(H)

JAMIESON LANE

SR1

LAKESHORE ROAD OS1

SUBJECT LANDS EXISTING ZONING IU1 INTERIM USE 1 EXISTING LAND USE MOS1 MAJOR OPEN SPACE 1 SINGLE DETATCHED OS1 OPEN SPACE 1 SR1 SUBURBAN RESIDENTIAL 1 ACCESSORY BUILDING

PREPARD BY SOURCE CITY OF SARNIA PLANNING & BUILDING DEPARTMENT COUNTY OF LAMBTON, 2015 MARCH 25, 2015 CITY OF SARNIA, 2015 0Page30 27 60of 376 120 m Public Meeting #2 - April 13, 2015

Lot Frontage (33m)

h Shoreline Management Area 1 t p (High Hazard)

r 7

a 3

3 Y 3

r F Shoreline Management Area 2

) (Medium Hazard)

o t

L p

Potential

t e

o Building

a Footprint

m o

( Street Line 1 9m Access Easement Page 28 of 376 Public Meeting #2 - April 13, 2015 BUILDING SERVICES DEPARTMENT

789 Broadway Street, Box 3000 Wyoming, ON N0N 1T0 Telephone: 519-845-0801 Toll-free: 1-866-324-6912 Fax: 519- 845-3817 www.lambtononline.ca

REPORT

DATE: March 24, 2015

TO: Committee of Adjustment – City of Sarnia

FROM: Corrine Nauta – Manager, Building Services

CC: Jordan Fohkens - Planner – City of Sarnia

RE: Rezoning - 2245 Lakeshore Road - DeSena a/f Cort - 2-2015-85 of 2002

The above noted application has been reviewed and the following comments are provided for your consideration.

Based on the plot plan submitted as part of the application and the preliminary statements dated April 8, 2013 from BKL Engineering, Philip Keightley it appears the septic system can be installed and meet all applicable setbacks and requirements in Part 8 of the 2012 Ontario Building Code provided the gross footprint of the proposed single family dwelling is not excessive. Further St. Clair Region Conservation Authority conditions and requirements must be achieved and approvals are required.

It is noted that final decision for permit issuance will be rendered when the actual permit(s) are applied for but this Department can support the overall concept at this time, provided the plot plan is consistent upon application for permit.

This Department can support the application provided the following conditions are imposed:

1. That a septic permit be obtained for a new septic system. The septic permit must be obtained prior to the issuance of any building permits, must meet all applicable setbacks and all other criteria contained within Part 8 of the 2012 Ontario Building Code.

2. That St. Clair Conservation Authority approval be obtained and form part of the septic permit application submittal.

If further clarification is required; please do not hesitate to contact this Department directly.

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Jordan Fohkens

From: Mike Berkvens Sent: April-01-15 1:48 PM To: Jordan Fohkens Subject: B4-2015

Jordan, a 6m (3 m on each side of centerline of watermain) watermain easement is required from this severance

Mike

1 Page 36 of 376 Public Meeting #2 - April 13, 2015

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Page 38 of 376 Public Meeting #3 - April 13, 2015

THE CORPORATION OF THE CITY OF SARNIA People Serving People

PLANNING AND BUILDING DEPARTMENT

OPEN SESSION REPORT

TO: Mayor Bradley and Members of Sarnia City Council

FROM: P. Jane Cooper, Director of Planning and Building

DATE: April 13, 2015

SUBJECT: Rezoning Application 6-2014-85 of 2002 – 2228 Jackson Road

Recommendation: It is recommended:

1) That Council APPROVE Rezoning Application 6-2014-85 of 2002, as follows:

b) Zoning By-law 85 of 2002 is hereby amended by the addition of Section 6.3.22, as follows:

“6.3.22 RR1-22 (See Zoning Map Part 18)

6.3.22.1 Permitted Uses

(1) Accessory Uses and Buildings. (2) Single detached dwelling on a lot created for a surplus farm dwelling.

6.3.22.2 Site Zone Regulations

(1) Lot Area: (minimum) 0.8ha (2) Lot Frontage: (minimum) 66m

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(3) Front Yard Depth: (minimum) as existed on the date of passage of this by- law for an existing dwelling

(4) Existing Accessory Buildings: Notwithstanding the provisions of Section 3.1(3)(d), the maximum lot coverage for existing buildings shall be 245.3m2

(5) Minimum Distance Separation: Notwithstanding the provisions of Section 3.26(1), the dwelling and lot may provide MDS1 setbacks as existed on the date of passage of this By-law

(6) Other Regulations: the regulations as set out in Section 6.2.1, and Section 3 as applicable, shall apply

c) Zoning By-law 85 of 2002, as amended, is hereby amended by the addition of Section 5.3.21, as follows:

5.3.21 RU1-21 (See Zoning Map Part 18)

5.3.21.1 Permitted Uses

(1) Those uses permitted in Section 5.1 with the exception of dwellings.”

2) Before Staff presents the implementing By-law to City Council for enactment, that the applicant (406 Farm Inc.) fulfills the conditions of Consent Application B19/2014.

3) Following completion of 2 above, Staff presents the implementing By- law to City Council for approval.

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Background: REZONING APPLICATION: 6-2014-85 OF 2002 RELATED APPLICATION: Consent Application B19/2014 APPLICANT: 406 Farm Inc. (Brad Zantingh) AREA OF SUBJECT LAND: Approx. 0.80ha (2 acres) (severed parcel), approx. 37.8ha (93.4 acres) (retained parcel) OFFICIAL PLAN: Rural CURRENT ZONING: Rural 1 Zone (RU1) ZONE CHANGE REQUESTED: From RU1 to RR1-22 (severed parcel) to permit a lot for a surplus dwelling, and from RU1 to RU1-21 (retained parcel) to prohibit the future development of a dwelling on the retained farmland parcel PUBLIC MEETING DATE: April 13, 2015

On March 17, 2015, the Committee of Adjustment approved Consent Application B19/2014, to permit the severance of a lot for a surplus dwelling from the existing farm located at 2228 Jackson Road. Conditions require: that the applicant (406 Farm Inc.) gain ownership of the subject land by a closing date of no later than April 10, 2015; the demolition of certain agricultural buildings; a satisfactory septic system; that City Council approve a site specific Zoning By-law Amendment to rezone the severed parcel to an appropriate Rural Residential Zone; and that the retained parcel be rezoned to prohibit the development of any residential dwelling. Appendix 1 provides a copy of the Committee of Adjustment Decision.

Comments: Appendix 2, Proposed Zoning Map, provides a copy of the proposed zone changes. For the severed parcel, it is proposed to amend the zoning from “Rural 1 (RU1)” to “Rural Residential 1-22 (RR1-22)” to permit a single detached dwelling on a lot created for a surplus farm dwelling. The lot would provide frontage of approximately 66m (216.5 ft.), depth of approximately 121m (397ft.), and lot area of approximately 0.80ha (2 acres). The proposed RR1-22 Site Zone would permit the existing Front Yard Depth and West Side Yard Width for the existing dwelling, and the existing Minimum Distance Separation 1 (MDS1) setbacks to a neighbouring livestock facility and manure storage at 2210 Jackson Road. A maximum lot coverage of approximately 245.3m2 (2,640ft2) for an existing garage and drive shed would be permitted, whereas Zoning By-law 85 of 2002 restricts accessory building lot coverage to a maximum of 100m2 (1,076ft2) in Rural Residential Zones.

It is also proposed to rezone the retained parcel, with area of approximately 37.8ha (93.4 acre), to a “Rural 1-21 Zone (RU1-21)” to permit agriculture,

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but to prohibit any new dwelling on the retained farmland parcel. It is proposed that the RU1-21 Site Zone include a shading overlay to identify the presence of a Provincially-significant woodland feature that exists on the retained farmland parcel.

Site and Area Development The subject lands are located on the north side of Jackson Road, between Telfer Road and Brigden Road, and are shown on Appendix 3 (Land Use Map). The subject lands are located within a prime agricultural area where agricultural uses predominate.

Policy Framework The Provincial Policy Statement (PPS, 2014) discourages lot creation in prime agricultural areas. Under section 2.3.4.1(c), municipalities may choose to permit the severance of a residence surplus to a farming operation as a result of farm consolidation, provided that new residential dwellings are prohibited on any remnant parcel of farmland created by the severance.

The County of Lambton Official Plan and Sarnia Official Plan permit the severance of surplus dwellings, subject to criteria that the residence is surplus as a result of farm consolidation, which means the acquisition of additional farm parcels to be operated as one farm operation. Any new lot would be limited to the minimum size needed to accommodate the use and appropriate water and sewage services.

The County Plan allows one surplus dwelling severance per original farm lot, and the City Plan requires any new lot be a minimum of 0.8ha (2 acres) and the retained farmland parcel be a minimum of 35ha (86 acres) in size.

Planning Assessment The applicant has demonstrated that they are a bona fide farmer, actively engaged in farming and owning and operating several farm holdings in Lambton County. Provided that the applicant gains ownership of the subject land at 2228 Jackson Road no later than April 10, 2015, as approved by the Committee of Adjustment, Staff will be satisfied that farm consolidation has occurred. The applicant has indicated that the existing dwelling is surplus to their needs, and it is their intent to farm the retained farmland parcel as part of their overall farm operation.

Proposed lots The proposed severed lot would meet the minimum size requirement of 0.8ha (2 acres) required for septic services, while limiting the amount of land taken out of agricultural production. The proposed retained farmland parcel would be approximately 37.8ha (93.4 acre) in size, exceeding the

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minimum 35ha (85 acre) requirement. Under the Provincial Policy Statement, new residences are to be prohibited on the retained lot to ensure that the agricultural land base is not further impacted by non-farm uses.

Existing Dwelling setbacks The existing dwelling is setback approximately 5m (16ft.) from the front lot line on Jackson Road. The proposed RR1-22 Site Zone would recognize this established setback ‘as existed on the date of passage of this by-law’.

Accessory Buildings As shown on Appendix 4 – Buildings and Structures, the proposed severed parcel contains a dwelling, and agricultural buildings with lot coverage of approximately 659m2 (7095ft2), which is greater than 6X the maximum allowable accessory building lot coverage of 100m2 (1,076ft2) that is permitted in a Rural Residential Zone. The March 2015 Committee of Adjustment Staff Report (Appendix 5) recommended that all buildings, with the exception of a 66.9m2 (720ft2) garage be removed to bring the proposed lot into conformity with the requirements of the By-law, and the intent of the By-law that accessory buildings be secondary to the primary residential use.

After lengthy debate, the Committee of Adjustment required, as a condition of approval for Consent Application B14/2014, that all agricultural buildings be removed, with the exception of building #2 (garage) and #8 (drive shed). Combined, these buildings have lot coverage of approximately 245.3m2 (2,640ft2) which is still in excess of the maximum allowable accessory building lot coverage of 100m2 (1,076ft2) that is permitted in a Rural Residential Zone.

The proposed RR1-22 Site Zone for the severed parcel would implement the Committee of Adjustment’s approval by providing for a maximum accessory building lot coverage of approximately 245.3m2 (2,640ft2) for existing buildings.

Minimum Distance Separation 1 (MDS1) To prevent land use conflicts and to minimize nuisance complaints from odour, the Minimum Distance Separation Formulae I (MDS I) provides the minimum setback between proposed new development and existing livestock facilities and/or permanent manure storages located in areas where the keeping of livestock is permitted. New land uses, including the creation of lots, shall comply with MDS formulae (PPS, Policy 2.3.3.3).

Based on information provided by the applicant, for livestock and manure facilities on the abutting lot to the west (2210 Jackson Road), the proposed lot would not comply with MDS1 setback requirements. In the case of a

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surplus farm dwelling severance, the residential land use already exists on a lot that is separate from the neighbouring barn and manure storage. A new residential use and new (closer) lot line would not be created. For these reasons, Staff is satisfied that the MDS1 setbacks for the proposed lot could appropriately be recognized for existing conditions.

Natural Heritage Through this review, the Conservation Authority identified that Provincial woodland mapping provided by the Ministry of Natural Resources and Forestry identified a 2.2ha woodland in the northwest corner of the retained parcel (See Appendix 6). This 2.2ha woodland is continuous with and connected to a large 24.6ha woodland that is zoned Environmental Protection Area and located immediately east of the subject property. The Conservation Authority recommends that the area be identified as a woodland on current mapping and be appropriately re-zoned to protect the natural area.

The natural heritage policies of the PPS require that natural features and areas shall be protected for the long term, to ensure ecological health, biodiversity, and water quality protection. Policy 2.1.5 of the PPS requires that development and site alteration shall not be permitted in significant woodlands, unless it can be demonstrated that there will be no negative impacts on the natural features or their ecological functions. Through the proposed RU1-21 Site Zone for the retained farmland parcel, it is Staff’s recommendation that this feature be highlighted with a shaded overlay pattern denoting ‘woodland feature’ to note the presence of this Provincially- significant feature. The destruction of trees and woodlands is not permitted, and this woodland is regulated by the County of Lambton through the Woodland Conservation By-law, passed under the Municipal Act.

Consultation This application was circulated to all landowners within 120m (400ft.) of the subject land and notification was placed in the newspaper. The application was circulated to all City Departments and appropriate outside agencies for their comment. Written comments from the St. Clair Region Conservation Authority and Transit Services are attached in Appendix 6 & 7.

Conclusion To prevent the fragmentation of farmland, and to ensure that prime agricultural areas are protected for the long-term, the Provincial Policy Statement generally prohibits the creation of non-farm lots. As an exception, the severance of surplus dwellings as the result of farm consolidation, can be considered, subject to a set of criteria.

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Staff supports Rezoning Application 6-2014-85 of 2002, to implement the Committee of Adjustment’s approval of Consent Application B19/2014. The proposed site zone regulations for the severed and retained parcels are drafted to implement the Committee of Adjustment’s approval, and Provincial policy directions.

If the rezoning application is approved, Staff recommends that Council direct Staff to bring forward the implementing By-law to the first available Council meeting after the conditions of Consent B19/2014 have been satisfied.

Financial Implications: None.

Reviewed by: Approved by:

P. Jane Cooper Margaret Misek-Evans Director of Planning and Building City Manager

This report was prepared by Nancy Bourgeois, Planner 1.

Attachments: Appendix 1 – Committee of Adjustment Decision, B19/2014 Appendix 2 – Proposed Zoning Map Appendix 3 – Land Use Map Appendix 4 – 2228 Jackson Road, Buildings and Structures Appendix 5 – Committee of Adjustment Staff Report and correspondence Appendix 6 – St. Clair Region Conservation Authority comments Appendix 7 – Transit comments

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Page 47 of 376 Public Meeting #3 - April 13, 2015 Decision B19/2014, Page 3 of 4

Attachment 1 – 2228 Jackson Road – Buildings and Structures

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Michigan Line

WOODLAND FEATURE

RU1 RU1 TO TO RU1-21 RR1-22

Jackson Road

Highway 402 0 125 250 500 m

THIS IS SCHEDULE 'A' TO BY-LAW NO. ______OF 2015 PASSED THIS ______DAY

OF ______, 2015. ______§ MAYOR CLERK

PREPARED BY: 2228 JACKSON ROAD CITY OF SARNIA 406 FARM INC. (BRAD ZANTINGH) PLANNING & BUILDING PT. W 1/2 LOT 8, PT. E 1/2 LOT 8, CON. 8 DEPARTMENT

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Buildings and Structures at 2228 Jackson Road

Area - # Description m2 Area - ft2 1 Dwelling 2 Garage 66.9 720.1 3 Barn 299 3218.4 4 Grain bin 23.6 254.0 5 Silo 12.6 135.6 6 Silo 19.6 211.0 7 Grain bin 29.2 314.3 8 Drive Shed 178.4 1920.3 9 building 30 322.9 10 corn crib TOTAL: 659.3 7096.6

Description:

Building 2 – Garage, 24ft. X 30ft. = 720sq.ft. - 66.9m2

Building 3 – Barn – 299m2 50ft. X 60ft. = 3000ft2 = 279m2 + milking centre - 216ft2, 20m2

Building 4 – Steel grain bin – 23.6m2, 18ft. diameter

Building 5 – Silo - 4m dia. Area = 12.6m2

Building 6 – silo: 5m dia. Area = 19.6m2

Building 7 - Steel grain bin – 29.2m2, 20ft diameter

Building 8 – Drive Shed: 60ft. X 32ft. = 1920ft2, 178.4m2

Building 9 – old livestock building: 16ft. X20ft.= 320ft.2, 30m2

Structure 10 – corn crib

Manure storage – in and east of Building 3 (barn) – by abutting lot at 2236 Jackson Road

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Attachment 1 – 2228 Jackson Road – Buildings and Structures

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CITY OF SARNIA COMMITTEE OF ADJUSTMENT MINOR VARIANCE REPORT STATUTORY AUTHORITY: Section 53 of the Planning Act, 1990

APPLICATION: B19/2014 OWNERS: Robert and Joan Jackson APPLICANT: 406 Farm Inc. (Brad Zantingh) DATE OF HEARING: March 17, 2015 LOCATION: 2228 Jackson Road

PURPOSE AND EFFECT:

Consent Application B19/2014 The applicant is requesting permission to sever a surplus residence from the existing farm located at 2228 Jackson Road.. The severed parcel would have frontage of approximately 66m (216ft.), depth of approximately 121m (397ft.), and lot area of approximately 0.8ha (2 acres). The retained farmland parcel would have lot area of approximately 37.8ha (93.4 ac).

Rezoningn Application 6-2014-85 of 2002 The applicant has submitted Rezoning Appplication 6-2014-85 of 2002, requesting that the proposed severed parcel be rezoned to permit a lot for a surplus farm dwelling and accessory buildings and uses. The proposed retained parcel would be rezoned to prohibbit any new dwellinng from being established, as required by provincial policy.

BACKGROUND OFFICIAL PLAN Rural ZONING Rural 1 (RU1) SERVICES Municipal water, Private Septic ROADS Jackson Road – 26.2m Arterial Road Michigan Line – 26.2m Arterial Road

COMMENTS The subject lands are designated Rural in the City’s Official Plan and zoned Rural 1 (RU1) in Zoning By-law 85 of 2002. Use of the existing property as a farm is permitted by the provisions of the Zooning By-law.

The applicant is proposingn to sever an existing dwelling from the farm located at 2228 Jackson Road. The proposed residential parcel would be approximately 0.8 hectares (2 acres) in size.. The retained parcel would have

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area of approximately 37.8ha (93.4ac.), and would continue to be farmed as part of the applicant’s overall farm operation.

PROVINCIAL POLICY STATEMENT The Provincial Policy Statement (PPS, 2014) discourages lot creation in prime agricultural areas. Under policy 2.3.4.1 c), municipalities may choose to permit the severance of a residence surplus to a farming operation as a result of farm consolidation, provided that the planning authority ensures that new residential dwellings are not permitted on the remnant (farmland) parcel.

Surplus farm dwelling The current owners (Robert and Joan Jackson) and the applicant (‘Brad Zantingh, in trust for a company to be named’) have entered into an Agreement of Purchase and Sale for the subject land at 2228 Jackson Road, with a closing date of March 31, 2015. To demonstrate consistency with the Provincial Policy Statement – which only permits a surplus dwelling to be severed ‘as a result of farm consolidation’ – it is required: a) that the applicant (406 Farm Inc.) gain ownership of the subject land by the March 31, 2015 closing date, to ensure that the agreement of purchase and sale is executed; and, b) that the dwelling is surplus to the applicant’s farm operation, and the retained parcel is to be used as part of their overall farm operation. If these requirements are satisfied, Staff is of the opinion that the proposed severance is ‘as a result of farm consolidation’.

Minimum Distance Separation (MDS) To prevent land use conflicts and to minimize nuisance complaints from odour, the Minimum Distance Separation Formulae I (MDS I) provides the minimum distance separation between proposed new development and existing livestock facilities and/or permanent manure storages located in areas where the keeping of livestock is permitted. New land uses, including the creation of lots, shall comply with MDS (Policy 2.3.3.3).

Based on information provided by the Applicant, for livestock facilities on an abutting lot at 2210 Jackson Road, the proposed severed lot would not comply with the MDS1 setback requirements.

However, in the case of a surplus farm dwelling severance, the potential odour conflict between adjacent livestock facilities at 2210 Jackson Road, and the existing dwelling at 2228 Jackson Road is already present. The proposed severance would not introduce a new odour conflict. As such, Staff is satisfied that the MDS1 setbacks, as existing, could appropriately be reduced through a site-specific zoning by-law amendment.

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LAMBTON COUNTY OFFICIAL PLAN The Lambton County Official Plan allows for the severance of an existing farm dwelling that is rendered surplus as a result of farm consolidation. Only one surplus dwelling is to be allowed per original farm lot (Policy 4.2.1 a). The proposed severance conforms with the County Official Plan.

SARNIA OFFICIAL PLAN The Sarnia Official Plan provides for limited non-farm lot creation in prime agricultural areas. A severance to create a new non-farm lot may only be permitted to dispose of a surplus farm residence that is rendered surplus as a result of farm consolidation, subject to a set of criteria and a site-specific Zoning By-law amendment (Policy 2.2.11 d). Staff is satisfied that the proposed severance conforms with the Sarnia Official Plan.

ACCESSORY BUILDING LOT COVERAGE The proposed residential lot contains an existing dwelling, garage, and all agricultural buildings. The agricultural buildings would be deemed accessory to the residential use. For reference, the proposed severed parcel and associated buildings and structures are identified on Attachment 1.

Combined, the garage and agricultural buildings have lot coverage of at least 615.9m2 (6,629ft2), whereas, a maximum lot coverage of 100m2 (1,076ft2) for accessory buildings is permitted by By-law 85 of 2002. This represents over 6X the permission.

There are numerous examples where, after a surplus residence severance, lots are sold to new owners, and retained agricultural buildings have been illegally converted to accommodate industrial/commercial operations and storage facilities. The Provincial Policy Statement does not permit non-farm related uses in prime agricultural areas. Such uses are directed to urban areas to support urban growth and protect the agricultural resource base from competing, incompatible uses.

Staff recommends that the existing agricultural buildings (#3, 8, 9, 4, 7) and two silos (#5, 6) be removed, to bring the proposed residential lot into conformity with the Zoning By-law.

Correspondence Correspondence from two area residents is attached.

The County of Lambton Building Services Department can support the proposed severance, provided that the County’s conditions regarding septic services can be satisfied.

Correspondence from the Engineering Department notes that an overall lot

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grading plan will be required and a satisfactory review of the farm drainage is required.

CONCLUSION Staff has reviewed this application in the context of the Provincial Policy Statement, the Lambton County Official Plan, and the Sarnia Official Plan, and is satisfied that the proposed surplus farm dwelling severance conforms with requirements of the planning policy framework.

RECOMMENDATION That Application B19/2014, requesting permission to sever a lot for a surplus farm dwelling, having frontage of approximately 66m (216ft.), depth of approximately 121m (397ft.), and minimum lot area 0.8ha (2 acres), from the existing farm parcel located at 2228 Jackson Road, be APPROVED, subject to the following conditions being fulfilled to the satisfaction of the City:

a) The following conditions must be met by the Applicant (406 Farm Inc.) within one year of the date of notice of decision.

b) That the Applicant (406 Farm Inc.) demonstrates that they have gained ownership of the subject land by the March 31, 2015 closing date.

c) That a Zoning By-law Amendment Application be approved by Sarnia City Council, to rezone the severed parcel from a Rural Zone to an appropriate Rural Residential Zone and that the retained parcel be rezoned to prohibit the development of any residential dwelling on the lands.

d) That the Applicant submits to the City two copies of a reference plan showing the severed and retained lots, or submit a written description, which is acceptable to the County of Lambton Registrar.

e) That all municipal taxes and local improvements including interest and penalties thereon that are owing and payable with respect to the lands being severed and the lands from which they are being severed be paid to date for the entire tax year as well as all outstanding water and weed accounts.

f) That the Applicant satisfies the Engineering Department with respect to the provision of services to both the severed and retained lots. The owner shall provide written certification from a professional Engineer that the service to the property to be severed are located on each individual property and do not cross property lines.

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g) That an overall lot grading plan, prepared by an Ontario Land Surveyor or Professional Engineer, which demonstrates to the satisfaction of the City, that both the severed and retained lots are graded and drained separately and not adversely affect adjacent lands.

h) That a review of the farm drainage be completed to ensure the drainage system or outlet is maintained within each property limits.

i) Any new entrance to the retained lot, required as a result of the proposed severance, shall be to the satisfaction of the City.

j) That the applicant obtains any necessary permits from the Ministry of Transportation, if required.

k) That a new municipal address be assigned to the retained lot if deemed necessary by the Director of Planning and Building.

l) That Buildings/Structures #3 (barn), #8 (Drive Shed), #9 (building), #4 & #7 (grain bins), and #5 & 6 (silos), as shown on Attachment 1 – 2228 Jackson Road – Buildings and Structures, be removed, and the site cleared of all debris, to the satisfaction of the City’s Chief Building Official.

m) That the Owner satisfies the County of Lambton with respect to any septic system, including,

i. That the septic system be partially uncovered to confirm the component location, size and condition. A lot diagram must also be supplied for review. This must be completed to the satisfaction of the Private Sewage System Coordinator or Building Services Manager.

ii. That a site inspection be conducted to confirm the location of the septic system and to ensure that sewage/effluent is not being emitted or discharged onto the surface and that it is wholly contained within the newly created parcel. In the event the existing septic system is not compliant, a new Part 8 system will be required to be installed.

n) That the applicant enter into an agreement or otherwise with the City, if deemed appropriate by the Director of Building and Planning, and that the agreement be registered on title.

Prepared by Nancy Bourgeois, Planner I Attachments: Buildings and Structure, Site Plan, Severance Map, Site Photos

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Attachment 1 – 2228 Jackson Road – Buildings and Structures

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Attachment 2: Severrance Map

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Attachment 4 – Site Photos

Existingn dwellingn at 2228 Jackson Road

Frame Garage (Building 2)

Barn (Building 3) and Grain bin (Building 4)

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Barn (Building 3)

Driveshed (Building 8)

Steel Grain (Building 7)

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Silos

Buildingn 9

Structure 10 – Corn crib

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Nancy Bourgeois

From: Nancy Bourgeois Sent: March-11-15 12:53 PM To: Alyssa Robinson Subject: File Number B19/2014

From: Shelley [mailto:[email protected]] Sent: March-11-15 10:33 AM To: Nancy Bourgeois Subject: Fwd: File Number B19/2014

Sent from my iPhone

Begin forwarded message:

From: Shelley & Bruce Jackson Date: March 9, 2015 at 8:48:35 PM EDT To: [email protected] Subject: File Number B19/2014

Bruce and Shelley Jackson 2236 Jackson Road Sarnia, ON N7T 7H2 519-541-1359

Hi Nancy sending you our questions and concerns in regards to property severance request address 2228 Jackson Road, Owner Robert and Joan Jackson, Agent 406 Farm Inc. (Brad Zantingh) FYI my mother in law found original survey for our property at 2236 Jackson Road! Our survey amended July 5, 1963. *concerned about future livestock in barn so close to our house *verbal agreement of property west of our driveway from Milton Jackson to Donald Jackson of 50 years or more ago * will a new survey be done with the new farm purchase * if severed off does the barn need to be taken down * curious to know when the property is apparently already sold why the previous owner is asking for the land severance *wondered what the 60 m buffer around his property means

Keep in touch! Thank you Shelley and Bruce Jackson

1 Page 65 of 376 Public Meeting #3 - April 13, 2015

BUILDING SERVICES DEPARTMENT

789 Broadway Street, Box 3000 Wyoming, ON N0N 1T0 Telephone: 519-845-0801 Toll-free: 1-866-324-6912 Fax: 519- 845-3817 www.lambtononline.ca

REPORT

DATE: March 10, 2015

TO: Committee of Adjustment – City of Sarnia

FROM: Corrine Nauta – Manager, Building Services

CC: Jordan Fohkens - Planner I – City of Sarnia

RE: Severance - 2228 Jackson Road - 406 Farms Inc. a/f Jackson - B19/2014

The above noted application has been reviewed and the following comments are provided for your consideration.

The proposed severed lot of 2 acres and the retained lot size of 93.4 acres are acceptable to this Department and meet the ‘Reasonable Use’ guidelines set by the Ministry of the Environment which requires a minimum lot size of 2 acres when created in underlying clay soils. All newly created and retained portions meet the criteria for this proposal.

The property known as 2228 Jackson Road does not have any septic records available for consideration. A lot diagram was not submitted regarding the existing septic system, in any manner and a search of the County records has determined no records exist in the property database. This is not sufficient for this Department to make a recommendation of any kind. It will be necessary to demonstrate the existing septic system is wholly contained within the retained lot. The septic tank and bed must be located within the property lines and effluent treatment must also follow this requirement. Septic effluent cannot be discharged into field tiles or drainage ditches. This process is no longer permitted or acceptable. If the septic system is not operating in this manner, it may be necessary to install an acceptable Part 8 septic system. This requirement has been set out by the County-Wide Septic Policy on all Planning Applications. The applicant should contact this Department for further direction regarding this task.

This Department is not implying that the septic system on the lot is not operating in an efficient manner but since there are no records available, we must be conscientious in ensuring the septic

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system performance level is adequate and operating wholly contained within the lot. It will be necessary to conduct a site inspection to ensure that sewage effluent is not being emitted or discharged onto the surface.

Again, the County of Lambton remains due diligent in ensuring the septic system performance level is adequate and operating wholly contained within the property boundary lines.

At this time, this Department can support the above noted application, provided the following conditions are imposed:

1. That the septic system be partially uncovered to confirm the component location, size and condition. A lot diagram must also be supplied for review. This must be completed to the satisfaction of the Private Sewage System Coordinator or Building Services Manager.

2. That a site inspection be conducted to confirm location of the septic system and to ensure that sewage/effluent is not being emitted or discharged onto the surface and that it is wholly contained within the newly created parcel. In the event the existing septic system is not compliant, a new Part 8 system will be required to be installed.

If you require any further information, please do not hesitate to contact this office.

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D E P A R T M E N T C O R R E S PO N D E N C E People Serving People

DATE: March 12, 2015

TO: Nancy Bourgeois Planner 1

FROM: Mike Berkvens Development Manager

RE: Committee of Adjustment B19/2014 – 2228 Jackson Road

Our review indicates that a pond appears beyond the proposed severance limit that maybe required to provide drainage or outlet for the properties.

The following are the conditions required to satisfy the Engineering Department on this matter:

1) That an overall lot grading plan, prepared by a Ontario Land Surveyor or Professional Engineer, which demonstrates to the satisfaction of the City, that both the severed and retained lots are graded and drained separately and not adversely affect adjacent lands. 2) That a review of the farm drainage system be completed to ensure the drainage system or outlet is maintained within each property limits.

12/03/2015 12:58:00 PM Page 68 of 376 Public Meeting #3 - April 13, 2015

Nancy Bourgeois

From: Alan Shaw Sent: March-17-15 12:39 PM To: Nancy Bourgeois Cc: Alyssa Robinson Subject: B192014 Jackson Road

Nancy

Further to our conversation to remove any possible issues down the road regarding MDS, agricultural uses, and /or source water protection. I would recommend the following;

1) Buildings and or structures used for the storage or agricultural product or which allow for the housing of livestock should be demolished or decommissioned to prevent such use by future owners. 2) Any existing water wells be capped and decommissioned.

If you wish please indicated such item be done to the satisfaction of my office.

1 Page 69 of 376 Public Meeting #3 - April 13, 2015

From: Dixon, Chris (MTO) [mailto:[email protected]] Sent: March-17-15 3:52 PM To: Nancy Bourgeois Cc: Lucente, Jodie (MTO) Subject: RE: 2228 Jackson Road

Nancy,

The Ministry of Transportation (MTO)has reviewed the following consent to sever application;

File Number: B19/2014 Property Address: 2228 Jackson Road Owner(s): Robert and Joan Jackson Agent: 406 Farm Inc. (Brad Zantingh)

The MTO has no concerns with the application as it is presented to MTO. The owners should be advised that under r the Public Transportation Highway Improvement Act (PTHIA) MTO permits will be required for;

1. all grading/construction located within 45 m of the Highway 402 highway (property) limits,

2. all visible signs proposed to be located within 400 m of the Highway 402 highway (property) limits,

Prior to MTO permits being made available, the owner shall submit to the MTO for their review and approval site plans, site servicing plans, and grading plans. We retain the right to request additional documentation such as an illumination plan or a stormwater management report if, after our review of the site plan, we feel it is necessary.

Christopher J. Dixon Corridor Management Planner | Corridor Management Office West Region | Ministry of Transportation

659 Exeter Road | London, Ontario | N6E 1L3 Tel: 519 - 873 - 4598 | Fax: 519 - 873 - 4228 Toll Free 1 - 800 - 265 - 6072, ext. 519 873 4598

Please consider the environment before printing this email

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Page 72 of 376 Public Meeting #3 - April 13, 2015

Nancy Bourgeois

From: Jim Stevens Sent: March-23-15 9:15 AM To: Nancy Bourgeois Subject: RE: Rezoning Application for 2228 Jackson Road

Nancy no concerns from Transit. Jim

From: Nancy Bourgeois Sent: March-19-15 2:57 PM To: Margaret Misek-Evans; Nancy Wright-Laking, B.A., CMO, CMMIII; Phil Nelson ([email protected]); fire administration; Andre Morin; Alan Shaw; Peter Hungerford, MCIP, RPP; Beth Gignac; Jim Stevens; publichealth@county- lambton.on.ca; '[email protected]' Cc: Max Williams; Kevin Edwards; Jane Cooper; Jordan Fohkens; Carol Ann Dillon; Eric Hyatt; Alyssa Robinson; Nancy Bourgeois Subject: Rezoning Application for 2228 Jackson Road

All, Please review the attached notice, and if you have comments, please sent. Thank you.

Nancy Bourgeois Planner I City of Sarnia 255 Christina Street North Sarnia, ON N7T 7N2 Phone: 519-332-0527 Ext. 3295 Fax: 519-332-0776 www.sarnia.ca

This e-mail transmission cannot be guaranteed to be secure or error-free and the sender does not accept liability for such errors or omissions. The e-mail and all attachments may contain confidential information that is intended solely for the addressee(s). If you received this communication in error, please reply to the sender or notify them by telephone at 519-332-0330 and delete or destroy any copies.

1 Page 73 of 376 Page 74 of 376 Delegation #1 - April 13, 2015

Presentation to Sarnia Page 75 of 376

1 Shift from paper to digital Delegation #1 - April 13, 2015 2006 Page 76 of 376 2013

2 Five-point Action Plan

Tiered pricing structure Delegation #1 - April 13, 2015

Community mailboxes Expanding convenience 5M addresses Franchise in 5 years Post Offices Page 77 of 376

Streamlining operations Addressing Reduce costs, Labour Costs achieve efficiency

3 Delivery cost comparison Delegation #1 - April 13, 2015 Page 78 of 376

Delivery to the door costs twice as much as delivery to a community mailbox

4 Delivery breakdown – all Canadians Delegation #1 - April 13, 2015

2/3 1/3 Page 79 of 376

5 Our Guiding Principles Delegation #1 - April 13, 2015 Page 80 of 376

6 Accessibility and delivery accommodations Delegation #1 - April 13, 2015 Unique Tailored

Individual

Page 81 of 376 circumstances

77 What we look for in a CMB site

• On public easements Delegation #1 - April 13, 2015 • As unobtrusive as possible; • As close as possible to the customers it will serve; • Sidewalks are present; if available • Sides of corner lots, away from windows and driveways; • Set back from intersections to provide clear sight lines (metres minimum); • Walkways or other public spaces; • Close to street lighting wherever possible.

Page 82 of 376 • On private property with permission

• Church parking lot, convenience store, strip mall, gas station, etc.

88 Features and benefits Delegation #1 - April 13, 2015 Page 83 of 376

9 CMB conversion process

1. Notification package mailed to every address

• Survey (paper & online options) Delegation #1 - April 13, 2015 • Guidebook

2. Support customers throughout the conversion process • Dedicated toll-free number and team • Online Q&A forum

3. Send summary of community feedback to all impacted households Page 84 of 376

Notification Feedback Meet with Mayor package Consultation summary

10 CMB conversion process (continued)

4. Meet face-to-face with residents of homes immediately

adjacent new mailbox sites Delegation #1 - April 13, 2015

5. Advise all customers by mail of future location of community mailbox

6. Deliver keys and community mailbox user guide • Answers to common questions • Describes mailbox features Page 85 of 376

Face-to-face CMB location meetings letter Keys delivered

11 CMB conversion process (continued)

7. Follow-up with every customer to ensure they have received

their keys; if not, change lock and issue new keys Delegation #1 - April 13, 2015

8. Continue to support customers following the conversion Page 86 of 376

Keys delivered Key recovery Live

12 Delegation #1 - April 13, 2015

Thank you Page 87 of 376

13 Page 88 of 376 Delegation #2 - April 13, 2015

260 lndian Rd. P.0. Box 30012 Sarnla, 0ntarlo Sarnia Hockey Association N75 0A7

April 9, 2015

Attention: City Clerk

As a part of the local Arena Task Force, I would like to request to be a delegate to speak to the Arena Management Study being presented to council on Monday April 13, 2015.

As Chairman of the Sarnia Hockey Association and also representing the Arena Task Force, I would like to give our endorsement of the recommendations set out in the study done by Monteith & Brown. We are extremely pleased with the process that has taken place and would like the opportunity to personally endorse it.

Thank you for your consideration. si

ike Johnson rman Association

Page 89 of 376 Page 90 of 376 Correspondence #1 - April 13, 2015

THE CORPORATION OF THE CITY OF SARNIA People Serving People

PARKS AND RECREATION DEPARTMENT

OPEN SESSION REPORT

TO: Mayor Bradley and Members of Sarnia City Council

FROM: Beth Gignac, Director of Parks and Recreation

DATE: April 13, 2015

SUBJECT: Arena Management Study: Final Results

Recommendation: It is recommended:

1. That Council receives this report and endorses the recommendations associated with Option 1 in the Arena Management Study for use by staff to develop an implementation plan as outlined in this report for consideration as part of the 2016 budget deliberations. 2. That Council endorse the establishment of a Council-appointed Arena Advisory Committee and direct staff to prepare terms of reference for Council’s approval.

Background: At the September 8, 2014 meeting of Council, staff were directed to engage Monteith-Brown, Planning Consultants to conduct an Arena Management Study and an Operational Review. Per the terms of the RFP, Monteith-Brown, Planning Consultants have completed the Arena Management Study. The Operational Review component will be finalized pending Council’s consideration of the Arena Management Study.

Comments: The City of Sarnia has been analyzing its arena needs and options through the Arena Management Study using an inclusive public engagement program, which consisted of two stakeholder focus group sessions and three public meetings as well as sessions with City staff. The key findings are detailed in the attached Final Report and are summarized below:

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Aging Arena Infrastructure: many of Sarnia’s arenas are approaching or are beyond their functional life cycle based on industry standards. As such, the status quo is not sustainable and reinvestments in the arenas are necessary to ensure their continued viability.

Participation Rates vs Capacity: long-term population decline in all areas except aging population cohorts have created reduced demand. The prime time ice use is at 82% and usage during non-prime hours is in decline. Over the next ten years, these factors are projected to continue this trend meaning that ice capacity will increase as participation rates decline. The outcome of this analysis is to close one arena at this time.

Think Beyond the Rink: arenas serve a small proportion of City residents and, there is a demonstrated gap in other recreational amenities to support activities that can be enjoyed by people of all ages, abilities and interests. Indoor turf facilities, track and field, general interest programs and other low-impact active living programs are at capacity in school gymnasiums or other facilities which are not ideal and may be difficult to access. Arenas must be considered as community recreation hubs vs single purpose activity centres.

The Arena Management Study proposed four options for consideration, each with escalating capital investment financials projections. These financial projections are summarized in the Executive Summary on page viii. All four options have a net result of 5 ice surfaces.

Therefore, based on a detailed financial, operational, and architectural and community inputs, staff support and endorse Option 1 with a net capital cost of $1.05 million per year for 10 years and a net operating cost of $539,000 per year. This option will also allow for internal efficiencies on staffing and maintenance over the 10 year period. This option consists of the following:

a.) Retain and revitalize Sarnia Arena – this arena is a significant site of local hockey heritage. Recommendations include: make improvements to the façade (among other exterior repairs) and undertake major renovations to its concessions, front lobby, change rooms and more. b.) Retain and undertake key improvements to RBC Centre and Clearwater Arena, including:  RBC Centre: replacement of HVAC units and the main video board, repositioning of building fire department connections, completion of sprinkler system installation in RBC 2, barrier-

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free improvements (including adding a ramp at the main entrance) and more, including completion of the work in the 2015 work plan.  Clearwater Arena: reconfigure the back-end of the building to accommodate AODA initiatives with additional accessible change rooms for the relocation of Sledge Hockey participants (formerly housed at Germain arena), finish upgrades to public spaces and change rooms, improvements to the Upper Hall HVAC, new rubber floorings, new boards (Blue Rink), barrier- free improvements, parking lot upgrades and more. c.) Close Germain Park Arena – the facility has exceeded its life cycle as an ice venue. The Study recommends a reconsideration of the facility to re-purpose the arena for alternate uses. Staff recommends that any re-purposing be considered within an overall site plan for Germain Park to be developed internally between staff in Planning and Parks and Recreation Departments as part of the Arena Management Study Implementation Plan.

The complete financial summary of costs can be found on Page vii of the Executive Summary and Appendix B in the Arena Management Study Final Report (attached).

There are five additional areas of recommended actions concerning the current arena management model and they are:

1. Arena Policy Framework – identify technology solutions to improve efficiency through continued optimization of energy savings opportunities, identification of technology solutions to improve efficient communications and compliance audits for arena operations within legislative requirements; 2. Arena Asset Management – develop an Arena Preventative Maintenance Program, a 25-Year Capital Plan and re-use equipment from decommissioned facilities into retained facilities (such as components of the ice plant operations from Germain Arena to Clearwater Arena); 3. Human Resources and Organizational Effectiveness - increase qualifications and training or enhance existing competencies through a Training and Professional Development Program and increase staff engagement in creating solutions to operational improvements;

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4. Financial Management – examine a wide-range of operational efficiencies, revenue enhancements, sponsorship or advertising opportunities and implement measures to better manage the costs of overtime and employee absenteeism; 5. Accountability and Performance Measurement – review a Performance Measures Framework and meet annually with arena users to discuss scheduling, allocation and more.

Finally, there was a significant amount of stakeholder engagement during the development of the Arena Management Study. The resulting study is much stronger due to the mutual sharing of information, observations and ideas. This open and transparent way of working together should be continued by establishing a Council-appointed Arena Advisory Committee to advise City staff and Council on the development and implementation of a robust and inclusive Arena Management Study Implementation Plan.

Next Steps: On Council approval of the Arena Management Study and/or further instruction, staff will be conducting the following work as part of the Arena Management Study Implementation Plan:

1. Completion of the Operational Review for a report back to Council in May 2015; 2. Develop terms of reference for the Arena Advisory Committee for Council approval prior to establishment of the Arena Advisory Committee; 3. A detailed, year by year, capital budget plan based on the recommendations and analysis provided in the Study for a report back to Council as part of the 2016 annual Budget process; 4. A detailed equipment transition and closure of Germain Arena for August 2015; 5. Develop the 2015-2016 season ice allocation schedules in collaboration with the Arena Advisory Committee and all user groups; 6. Develop the broader and longer-term Arena Management Study Implementation Plan.

Consultation: During the Arena Management Study, there were three public meetings, an email forum via [email protected], meetings with City staff, meetings with the Arena Task Force user stakeholder groups and a wide distribution of

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all relevant findings. The resultant recommendations contained within the Arena Management Study Final Report were all presented at the Third Public Meeting held on February 24, 2015. There have not been any additional public submissions to either the email or to staff since the third public meeting.

Consultation has also occurred with the Finance Department and the City Manager.

Financial Implications: The total capital costs to undertake the Option 1 recommendations of this report and the Arena Management Study are $10,483,000 in 2015 dollars. Further, an annual net capital contribution of $1.05 million per year for 10 years will be necessary to achieve the backlog of life cycle issues and the recommended capital improvements outlined in the Study.

Staff in Parks and Recreation will work in collaboration with Finance staff to complete a detailed Capital Budget submission as part of the 2016 annual Budget process.

Prepared by: Approved by:

Beth Gignac Margaret Misek-Evans Director of Parks and Recreation City Manager

Attachment: Arena Management Study Final Report 2015

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Page 96 of 376 Correspondence #1 - April 13, 2015 FINAL DRAFT FOR COUNCIL REVIEW

City of Sarnia Arena Management Study Final Draft

March 2015

Prepared by:

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Table of Contents

Section Page Acknowledgements ...... iv Executive Summary ...... v 1.0 Introduction ...... 1 1.1 Current Situation ...... 1 1.2 Study Purpose ...... 1 1.3 Planning Context ...... 3 2.0 Community Profile ...... 7 2.1 Existing and Forecasted Population ...... 7 2.2 Other Socio-Demographic Considerations ...... 12 3.0 Trends in Sport Participation & Management ...... 13 3.1 Barriers to Participation ...... 13 3.2 The Impact of an Aging Population ...... 14 3.3 Changes in Hockey Registration ...... 14 3.4 Demand for Prime Time Ice ...... 16 3.5 Changes in Soccer Registration ...... 16 3.6 Trends in Other Field Sports ...... 19 3.7 Increased Focus on Skill Development and Competition ...... 20 3.8 Implications of Aging Infrastructure ...... 20 3.9 Re-purposing Surplus Arenas ...... 21 3.10 Strategies for Increasing Ice Usage ...... 21 3.11 Multi-Pad Arenas & Multi-Purpose Facilities ...... 21 3.12 Green Construction ...... 22 3.13 Cost Recovery ...... 23 4.0 Sarnia’s Arena Inventory ...... 24 5.0 Public & Stakeholder Input ...... 27 5.1 Stakeholder Input ...... 27 5.2 Public Meetings ...... 27 6.0 Arena Needs Assessment ...... 28 6.1 Arena Utilization ...... 28 6.2 Pressures Impacting Ice Requirements ...... 32 6.3 Benchmarking ...... 34 6.4 Participation Rates ...... 35 6.5 Arena Needs ...... 37 7.0 Indoor Turf Needs Assessment ...... 42 7.1 Indoor Turf Utilization ...... 42 7.2 Pressures Impacting Indoor Turf Requirements ...... 43 7.3 Benchmarking ...... 45 7.4 Participation Rates ...... 46 7.5 Indoor Turf Facility Needs ...... 47

City of Sarnia – Arena Management Study Page i March 2015 Page 98 of 376 Correspondence #1 - April 13, 2015 FINAL DRAFT FOR COUNCIL REVIEW

Section Page 8.0 Building Assessment ...... 50 8.1 Municipal Arena Inventory ...... 50 8.2 General Facility Condition & Lifecycle ...... 51 8.3 General Facility Design Characteristics ...... 55 8.4 Clearwater Arena – Condition & Opportunities ...... 57 8.5 Germain Park Arena – Condition & Opportunities ...... 60 8.6 RBC Centre – Condition & Opportunities ...... 62 8.7 Sarnia Arena – Condition & Opportunities ...... 65 8.8 Recommendations – Building Assessment ...... 68 9.0 Operations Assessment and Financial Analysis ...... 71 9.1 Arena Policy Framework ...... 71 9.2 Arena Asset Management ...... 74 9.3 Human Resources and Organizational Effectiveness ...... 76 9.4 Financial Management ...... 78 9.5 Accountability and Performance Measurement ...... 85 10.0 Facility Provision Options ...... 88 10.1 Facility Provision Strategy ...... 88 10.2 Facility Options ...... 91 10.3 Capital Cost Estimates ...... 94 10.4 Operating Cost Estimates ...... 98 10.5 Summary of Cost Estimates ...... 106 APPENDIX A: Record of Public Input ...... A-1 APPENDIX B: Arena-Specific Major Capital Project Costs ...... B-1

City of Sarnia – Arena Management Study Page ii March 2015 Page 99 of 376 Correspondence #1 - April 13, 2015 FINAL DRAFT FOR COUNCIL REVIEW

LIMITATIONS

This report was prepared by Monteith Brown Planning Consultants Ltd., Tucker-Reid & Associates, and MacLennan Jaunkalns Miller Architects (herein referred to as “the Consulting Team”) for the account of the City of Sarnia. The material in this report reflects the Consulting Team’s best judgment in light of the information available to it at the time of preparation. Any use which a third party makes of this report, or any reliance on or decisions to be made based on it, are the responsibility of such third parties. The Consulting Team accepts no responsibility for damages, if any, suffered by a third party as a result of decisions made or actions based on this report.

City of Sarnia – Arena Management Study Page iii March 2015 Page 100 of 376 Correspondence #1 - April 13, 2015 FINAL DRAFT FOR COUNCIL REVIEW

Acknowledgements

We would like to thank all of those who contributed to the development of the City of Sarnia Arena Management Study. This document is a product of the vision and dedication of the public, local stakeholders, and City Officials and Staff.

City of Sarnia Council (2014 - 2018) Mike Bradley, Mayor Dave Boushy, City and County Councillor Bev Macdougall, City and County Councillor Anne Marie Gillis, City and County Councillor Andy Bruziewicz, City and County Councillor Mike Kelch, City Councillor Brian White, City Councillor Cindy Scholten, City Councillor Matt Mitro, City Councillor

City of Sarnia – Project Team Beth Gignac, Director of Parks and Recreation Rob Harwood, Supervisor of Arenas, Pools & Sportsfields Brian McKay, Director of Finance Margaret Misek-Evans, City Manager

Project Consultants Monteith Brown Planning Consultants Tucker-Reid & Associates MacLennan Jaunkalns Miller Architects

City of Sarnia – Arena Management Study Page iv March 2015 Page 101 of 376 Correspondence #1 - April 13, 2015 FINAL DRAFT FOR COUNCIL REVIEW

Executive Summary

Arenas are one of many valuable contributors to Sarnia’s quality of life. Planning for their future is an important step in ensuring that they are efficiently managed and responsive to community needs. The purpose of the City of Sarnia Arena Management Study is to critically analyze the need, feasibility, and long-term planning for arenas. This has been accomplished by:

 reviewing existing information (public input, technical analysis)  engaging stakeholders and the public  assessing trends and facility demand  examining financial feasibility and operational efficiencies  identifying solutions to meeting short and long-term needs

The City has been analyzing its arena needs and options through a broad-based Arena Management Strategy for several years now. On aspect that sets this latest report apart is its inclusive public engagement program, which consisted of two stakeholder focus group sessions and three public meetings, as well as sessions with City staff. The staggering of the public meetings allowed residents and user groups to digest topic- specific information and influence subsequent study components, creating an environment for understanding and community support.

The following is a summary of key findings:

 The Status Quo is not Sustainable: Due to the age and condition of the City’s arenas, there is a clear need to re-invest in the City’s arena facilities. Doing nothing is not a viable option. Facility rationalization and modernization must become a priority for the City and its partners. This may require creative funding solutions in order to be financially achievable as the City does not have a dedicated reserve for major capital replacement and the City’s Development Charges service level cap has been exceeded.

 Aging Arena Infrastructure: Many of Sarnia’s arenas are approaching or beyond their functional life cycle based on industry standards. Older arenas that have not been substantially renovated do not operate or functionally serve their users as efficiently or effectively as newer facilities, particularly with respect to energy efficiency, required capital maintenance, accessibility, comfort, sport tourism opportunities, etc. The City of Sarnia works collaboratively with Bluewater Power to identify and implement energy savings and grant opportunities and continued efforts are required.

 Declining Number of Youth: The City’s 5 to 19 age group (the main users of arenas) declined by 22% between 1996 and 2011 and is projected to decline by an additional 19% by 2031. Declining registrations in arena activities can be expected barring any increase in participation rates. Currently, approximately 16% of youth participate in organized ice activities in Sarnia’s arenas.

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 Aging Population: The City’s aging population may generate modest requests for additional ice during prime and non-prime times; however, this is unlikely to have any tangible impact on rental demand at municipal rinks.

 Declining Participation in Organized Arena Activities: Local registration levels in youth ice sports have been relatively steady in recent years, but have declined over the long-term. Recent increases in female hockey participation have helped to reduce this impact; however, trends suggest that participation rates have stabilized and overall registration will likely decline in numbers alongside the youth population.

 Capacity in Prime Time: System-wide, the City’s arenas are operating at about 82% capacity during prime time hours in peak months (2013/14 season) and usage during non-prime time hours is in decline.

 Surplus of Ice: Based on the usage data and trends, the City could immediately close one arena without affecting the number of hours allocated to its affiliated groups. The Study found that a supply of 5 ice pads would be adequate for meeting local needs for at least the next ten years and likely for some time beyond. This position is supported by the majority of arena user groups. It should be noted that a reduction to 5 ice surfaces may, however, impose limitations on the number of winter-season entertainment events that can be scheduled at the RBC Centre or create disruptions for ice users as a result of such events. Over the long-term, arena demand is expected to continue to erode slowly, to the point that a second ice pad could potentially be deemed surplus (in or around 2031). Changes in population, arena utilization, demand for non-ice events, and ice sport participation should be monitored and reassessed at the appropriate time to ensure that these findings remain appropriate.

 Indoor Turf Facility Demand: There are presently no indoor turf facilities in the City of Sarnia. Indoor sports use school gymnasiums, which are not ideal and difficult to access. Many youth currently play indoor sports and there may be pent-up demand for indoor adult soccer leagues. Some teams are travelling to other communities (e.g., London, Woodstock, etc.) to rent time at indoor turf facilities in order to support their increasing off-season training requirements. Field sport groups are very interested in a multi-use indoor turf facility in Sarnia. The Study found that a single indoor turf field (approximately 200 x 100 feet) would be adequate for meeting local needs for the foreseeable future, but re- purposing Germain Park Arena into an indoor turf facility is not recommended due to its small size, lower ceiling height, and the need for substantial renovations. With an indoor turf facility representing a new level of service for the City, a facility provision scenario that does not require the municipality to be the primary funding or operating agent – such as provision by a non-profit or private operator – is recommended. Such a project may be referred to a City-wide Master Plan or related process for further examination.

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 Think Beyond the Rink: Arenas directly serve only a small proportion of the City’s residents, although many are involved indirectly as parents and spectators. Like all public facilities, arenas have the potential to provide access to a broader range of recreational and community activities that can be enjoyed by people of all ages, abilities, and interests. The role that these facilities play in the community can be amplified through various upgrades, programs, events, and neighbourhood involvement, making them true multi-purpose facilities.

Based on a variety of financial, operational, architectural, and community inputs, the Study has recommended that the City endorse Option 1, which consists of the following: a) Retain and revitalize Sarnia Arena, including:  improvements to the façade (among other exterior repairs) and major renovations to its concessions, front lobby, change rooms, and more. b) Retain and undertake key improvements to RBC Centre and Clearwater Arena, including:  RBC Centre: replacement of HVAC units and the main video board, completion of sprinkler system installation in RBC 2, barrier-free improvements (including adding a ramp at the main entrance), and more.  Clearwater Arena: reconfigure the backend of the building to accommodate accessible change rooms, undertake refrigeration upgrades, finish upgrades to public spaces and change rooms, improvements to the upper hall HVAC, new rubber flooring, new boards (Blue rink), barrier-free improvements, and parking lot upgrades, and more c) Close Germain Park Arena as an ice venue and consider re-purposing it to alternate uses

The following capital cost estimates were developed for the recommended option. It is anticipated that the cost of these enhancements will be brought forward to Council for future consideration.

Summary of Costs – Recommended Major Capital Projects Arena High Priority Medium Priority Low Priority Total

Clearwater Arena $932,000 $3,957,200 $0 $4,889,200

RBC Arena $45,000 $2,107,200 $1,000,000 $3,152,200

Sarnia Arena $705,000 $1,351,600 $385,000 $2,441,600

Total $1,682,000 $7,416,000 $1,385,000 $10,483,000 Costs are in 2015 dollars and not adjusted for inflation. See Appendix B for listing of projects and costs

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For the purposes of comparison, three other options were assessed and the order of magnitude capital and operating cost impacts of all options are shown in the following table.

Summary of Financial Impacts of Various Options (2015$, not adjusted for inflation) 2015 Budget Option 1 Projected Option 2 Option 3 Option 4 Element (recommended) Baseline

Replace Add a 3rd Pad Re-purpose Close Germain Clearwater to Clearwater Germain Park Park Arena and Twin Pad Arena; Close Description Status Quo Arena into a Undertake Arena and Close Sarnia and Community Renewal Program Germain Germain Park Hub Park Arena Arenas

$13.33 $3.57 $0.5 million $1.05 million $24.52 Net Capital million million per year per year for 10 million (one Cost (one time (one time (approx.) years time cost) cost) cost)

Net Operating $657,700 $539,000 $503,400 $570,700 $779,600 Cost (annual)

In addition, the Study assessed the current arena management model and made the following recommendations:

Arena Policy Framework 1. Identify technology solutions to create efficiencies in arena operations, including but not limited to: online ice availability and booking options, staff communications, staff scheduling, continued efforts in energy management, security and safety, daily logs, inspection forms, accident and incident forms, stakeholder suggestions and complaints, staff-driven league scheduling, etc. 2. Refresh the Policy and Procedures supporting arena operations through the use of a common template addressing the gaps as outlined in the Arena Management Study (give priority to health, safety, and risk-related policies). 3. Post all policies and procedures online to ensure that all staff have right of entry and, further, that forms and daily logs are housed on the City’s computer system. 4. Complete an annual audit of the compliance of arena operations with legislative requirements by accessing the legislative audit tool on the Leisure Information Network (LIN).

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5. Revise the Ice Allocation Policy to base pricing on the actual cost of an hour of ice and the benefit to the community and individual good in terms of subsidization of ice. 6. Identify the standards for various age and competition levels in terms of levels of subsidization in the Ice Allocation Policy. 7. Develop and implement a Cash Management Policy to ensure that any cash handling is completed with safeguards in place including the use of Point of Sale (POS) systems.

Arena Asset Management 8. Develop and implement an Arena Preventative Maintenance Program in order to extend the lifespan of equipment and amenities and to determine a timely replacement program. This will require the use of key protocols, such as regular roof maintenance programs, building condition audits, etc. 9. Develop a 25-Year Capital Plan in order to determine when assets will need repairs, refurbishments, and replacements in order to develop funding mechanisms. 10. Develop a Parks and Recreation Master Plan to identify community-specific issues and priorities across all municipal leisure facilities and program areas. The Master Plan should consider the findings of this Arena Management Study and prioritize its recommendations amongst the broader scope of public needs. 11. Where feasible, seek opportunities to re-use viable equipment from decommissioned facilities into retained facilities (e.g., re-purpose the Germain Park Arena refrigeration system components at Clearwater Arena).

Human Resources and Organizational Effectiveness 12. Begin discussions with the Labour Management Committee with respect to the qualifications of part-time staff entering the full-time labour pool and ways to increase qualifications and training. 13. Develop a Training and Professional Development Program to enhance the skills and competencies of arena-related staff and to gain from shared expertise and knowledge. 14. Develop a Staff Engagement, Communications, and Recognition Program that seeks to engage staff in operational improvements, recognize impressive contributions, and support increased communications. 15. Ensure that stakeholder and participant satisfaction levels are tested on an annual basis and that staff act on consistent comments on identified areas of improvement.

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Financial Management 16. Build the 2016 arena operating budgets from a zero-based perspective, justifying each revenue and expenditure item and utilizing actual budget performance from the previous year. 17. Calculate the operational cost per hour (for one hour of ice) on an annual basis, both on a gross operating budget basis with a view toward reducing the costs through operational efficiencies and revenue enhancements. 18. Continue to monitor the impact of reduced ice rates and report out annually to the public, stakeholders, and Council. Consider a reduced last minute ice rental rate in order to maximize otherwise unused ice. 19. Expand on-ice and off-season programs, camps, and casual/drop-in opportunities to increase revenues and facility use. 20. Engage neighbourhoods and the community in discussions surrounding the use of arena facilities as community hubs and gathering places. 21. Consider the implications of extending naming rights to other community facilities and assets. 22. Develop a listing of sponsorship opportunities within the arena operations (e.g., public skating, programs and events, etc.) and procure sponsorships in a transparent manner. 23. Consider annual contributions from operating budgets to fund planned arena asset repairs and replacements. 24. Any operational savings from arena decommissioning or the installation of energy-efficient systems should remain within the arena business unit to fund arena-related capital renewal projects and to reduce the unfunded renewal amount. 25. Complete an annual assessment and implement measures to better manage the costs of overtime and employee absenteeism (e.g., scheduling, the use of float positions, etc.).

Accountability and Performance Measurement 26. Review the suggested Performance Measures Framework, which identifies inputs, outputs, efficiency, and effectiveness measures. Implement and report to stakeholders and Council on annual findings and any remedial measures. 27. Meet annually with arena users to discuss scheduling, allocation, capital improvements, and more. 28. Consider the creation of an Arena Advisory Committee to assist staff in overseeing the implementation of the City of Sarnia Arena Management Study recommendations.

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1.0 Introduction

1.1 Current Situation

Ice sports and activities are part of Sarnia’s fabric, as evidenced by the many arenas that were built decades ago. The City currently operates six ice pads at four different sites (single pads at Germain Park and Sarnia Arenas, and twin pads at Clearwater Arena and RBC Centre); there are no other arena providers within the municipality. Some are smaller single pad designs, while others are multi-pad rinks that have opportunity for expansion and/or alternate uses, such as indoor turf and/or hard surface courts. All facilities have accessibility challenges and most lack the amenities typical of more contemporary arenas.

As these arenas begin to reach a critical point in their lifespan, other factors are emerging that suggest declining demand for ice time. The challenges facing Sarnia’s arena system are much different from decades past: competing activities are drawing people away from ice sports; the aging population is leading to lessening demands; the cost of participation is rising (which is particularly troublesome in a depressed economy); advances in arena design are pushing some of the City’s rinks (many of which are already cost inefficient) towards obsolescence; the continual need to promote and advertise ice time; and an overall erosion of demand is leading to decreased rentals in nearly all time slots. In short, Sarnia’s arenas require significant investment and new management strategies going forward.

1.2 Study Purpose

The City has begun the process of critically analyzing its arena needs and options through a broad-based Arena Management Strategy (see Section 1.3 for more information on past studies and decisions). Prior analyses have focused on technical studies (e.g., building condition audits, electrical surveys, asset management plans, etc.) and a review of utilization data, as well as high level strategies to inform the community of potential outcomes. The development of a more comprehensive study is now required to synthesize this information, engage stakeholders, confirm feasibility, identify operational efficiencies, and work together to identify solutions to meeting short and long-term needs.

Fundamental to the development of this Study is a comprehensive community engagement strategy consisting of Stakeholder focus groups, public meetings, staff workshops, Council meetings, and regular meetings with the City’s Project Team.

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Key objectives for the Arena Management Study include:

 projecting current and future needs and gaps for arena facilities and indoor turf facilities (should there be an opportunity to re-purpose a surplus arena) based on trends in arena participation and community demographics;

 considering updated information on arena condition/lifecycle, quality, and distribution relative to population centres;

 working closely with staff, stakeholders, and the public to create a community- responsive study;

 identifying practical and effective ways to deliver arena services for the City (e.g., potential partnerships, capital avoidance strategies, operational efficiencies, etc.); and

 developing an achievable implementation strategy to meet the highest priority needs of the City, identifying specific recommendations for individual arenas, and targeting investments and services to maximize benefit to current and future residents.

Together, these objectives provide a basis for developing informed recommendations that can effectively and sustainably guide the provision and management of Sarnia’s arenas into the future.

There were three primary deliverables that formed the Arena Management Study; each draft document was presented to the public for review and comment:

1. Sub-deliverable #1: Facility Needs Assessment (Sections 1 to 7) This report contained preliminary findings, activity trends, demographic profile, utilization profile, a statement of arena provision requirements, and the results of the stakeholder focus groups. This report was presented to the public on December 3, 2014.

2. Sub-deliverable #2: Building and Operations Review (Sections 8 and 9) This report contained an evaluation of Sarnia’s existing arenas and considerations to enhance operational efficiencies. This report was presented to the public on January 27, 2015.

3. Sub-deliverable #3: Facility Provision Options (Section 10) This report contained recommendations with respect to roles and responsibilities, facility locations, configurations, and financial implications relative to arena and opportunities for adaptive re-use. This report was presented to the public on February 24, 2015.

The Arena Management Study has been compiled from all three sub-deliverables.

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While the Arena Management Study presents a comprehensive assessment of arena needs and options, it is important to note the following restrictions:

 existing building condition assessments have been relied upon; engineering services are beyond the scope of this study; and  detailed financial analysis and specific capital maintenance recommendations (e.g., identifying which arenas require new floors, boards, mechanical systems, etc.) are beyond the scope of this assignment; these decisions are to be guided by the building condition assessments and input from City staff.

1.3 Planning Context

The assessment of local arena needs and demand has been a frequent topic of discussion within the community and City Council for the past several years. The following narrative captures key steps and decisions points related to arena infrastructure and operations in the City to date.

In 2010, an internal Arena Review was undertaken by the City of Sarnia, which recommended a more detailed examination of arena operations by 2012. The City embarked on the development of an Arena Management Strategy in 2012/13 due to declining use, shifting demographics, revenue shortfalls (by the end of 2013, it was projected that the City would have an arena revenue shortfall of $256,000), and concerns over aging infrastructure. The Arena Management Strategy process was multi-faceted, with reporting on arena usage, financial positions, asset management, energy efficiency, and ice allocation practices.

An Asset Management Plan prepared by Ameresco Canada in January 2013 found that the City was facing a $3.4 million shortfall in capital funds to update its aging arenas and that this shortfall would grow to $9.2 million in five years’ time (note: this includes a current shortfall of $256,000 and $388,500 in five years’ time at Germain Park Operations Building, which is outside the scope of this Arena Management Study). Options for implementing energy-efficient technologies were identified as a means of achieving operating savings over the long-term. These improvements had a total cost of $4.9 million, which would create savings that could then be reinvested into other necessary capital improvements.

Also in January 2013, an Ice Allocation Policy was developed to establish the process of the reallocation of ice in the event of arena closures.

In November 2013, City staff released the first version of its Arena Management Strategy. This Strategy was largely based on an analysis of financial and usage data through a study prepared by BMA Consulting. Public input was not part of this initial phase.

The Strategy recommended closure of Germain Park Arena in 2014, which was expected to result in $126,000 in annual savings. An option was also introduced to

City of Sarnia – Arena Management Study Page 3 March 2015 Page 110 of 376 Correspondence #1 - April 13, 2015 FINAL DRAFT FOR COUNCIL REVIEW convert the arena into an artificial turf fieldhouse (at an estimated cost of $1 million). The Strategy also included taking over the management of the RBC Centre (at an annual cost of $510,000 to the City), which was nearing the end of its agreement term with Sarnia Sports Centre Inc. (SSC). SSC had been experiencing substantial annual losses as a result of the RBC Centre and was actively seeking to turn over management to another party. With a potential takeover of the RBC Centre, the City was also entertaining the divestiture or closure of the second (smaller) ice surface by spring 2015.

The Arena Management Strategy was presented to City Council on November 27, 2013. Council deferred its decision pending a public input session on the Strategy, which was subsequently held on January 15, 2014.

Nearly 50 emails and written submissions were received by the City in December 2013 and January 2014 regarding the possible closure of municipal arenas. Many residents spoke very passionately for the retention of all or most City rinks, while some supported the idea of an indoor venue for non-ice activities, such as soccer, roller derby, and lacrosse. These submissions illustrated skepticism over the application of usage data and many felt that demand forecasts did not adequately capture true community needs. Several residents cited examples of new arena development in other cities and lobbied for Council to consider the impact of these facilities on the local quality of life.

In addition to the public input session, the City undertook focus groups with primary arena organizations on February 26, 2014 to discuss scheduling options assuming a supply of four ice pads.

Just prior to the January 15, 2014 public input session, Lambton College Student Administrative Council had expressed its interest to the City in purchasing the second rink at the RBC Centre for an indoor multi-use court complex for student and community use. The proposal involved the development of a multi-use hard court gymnasium (26,000sf) with seating for more than 1,200 spectators (retractable seating) and a new ground level lobby with public washrooms and an elevator (9,200sf). Future options for the development of an attached fitness centre and multi-purpose rooms were also discussed. Should this conversion project not be feasible, the College has indicated that it may look at building a new recreation centre. The College’s proposal to convert RBC 2 into a gymnasium was put on hold pending the results of this Arena Management Study and in January 2015, the College formally withdrew its proposal to assume RBC 2 for a recreational and fitness complex, which was in keeping with the direction of this Arena Management Study.

In April 2014, it was revealed that the City would be responsible for covering more than $565,000 in back rental payments on the RBC Centre, which was still being operated by Sarnia Sports Centre Inc. at the time, although the agreement officially ended in April 2013. The RBC Centre has a monthly debt charge of $36,000 and still owes approximately $5.1 million, which is currently slated to be paid off in about 16 years.

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At its April 28, 2014 meeting, City Council approved the Arena Management Strategy, which directed staff to undertake a feasibility analysis for arena facilities, an asset management plan for all arenas, and to finalize negotiations with Lambton College on potential divestiture and repurposing of RBC 2 to a multi-purpose fieldhouse. Based on public input, the City pulled back from its original position of closing two arenas, to only closing one. The Strategy supported the continued operation of the City arenas for the time being (except for RBC 2), the development of a sponsorship program, and directed staff to work with user groups to transition to five ice surfaces from the current six.

At this time, staff also introduced an option to expand Clearwater Arena into a quad pad arena by adding two additional rinks (while closing Germain Park and Sarnia Arenas by 2020), along with more dressing rooms and a new lobby, at an estimated cost of $12 to $15 million. This scenario would consolidate the City’s arenas at two sites and modernize its infrastructure, while avoiding necessary upgrades at its two older facilities. In addition, operational efficiencies would be created through the establishment of a four pad complex. Staff recommended that a feasibility study be initiated to consider the viability and costs of such an endeavour.

The specific resolutions passed by City of Sarnia Council at its meeting on April 28, 2014 are as follows:

“That an Asset Management program be established for all arenas using the report as prepared by Ameresco in 2013.

That Germain Arena is open for the 2014-15 ice season and that Sarnia Arena open for May 1, 2015 allowing for summer rentals.

That the City finalize negotiations with Lambton College on the divesture of the RBC#2 by June 30, 2014 to allow the College to acquire and repurpose the facility to a multipurpose field house with the project work to begin on April 1, 2015.

That City staff work with arena user groups and tournament organizers to transition from six ice surfaces to five in order to minimize impacts.

That a sponsorship program be developed for consideration by Council for the Parks and Recreation Department to promote potential partnerships with Sarnia’s business, industrial and commercial sectors.

That Council direct staff to prepare a report analyzing the feasibility of constructing a one or two pad arena to partner with Clearwater Arenas as a multi pad complex replacing Sarnia Arena and Germain Arena by 2020.”

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Subsequently, at its meeting on June 23, 2014, City of Sarnia Council passed the following resolutions:

1. That Sarnia City Council authorize the issuance of an RFP for the feasibility analysis, arena structural review, and sponsorship program development as outlined in this report

2. That Sarnia City Council approve the revised timetable and the expenditure of funds to an upset limit of $75,000.

3. That staff be directed to prepare a complete and detailed list of the deferred maintenance projects across all facilities over the next five years.

The Local Arena Task Force (a collection of local arena users) called for Council to delay any decisions on RBC 2 pending the results of the feasibility study. The Task Force was in agreement that the City needs five full-size ice surfaces, but Germain Park Arena is not one of those rinks.

The future of Sarnia’s arenas is a contentious issue in the community, not only due to the potential loss of service, but also to the way in which the matter has been handled publicly. The issue of declining arena usage has been apparent in the City for many years; however, it was not until 2012 that the City began to closely examine this issue through the Arena Management Strategy.

One of the City’s goals in undertaking the Arena Management Strategy was to improve the fiscal operating base of its arenas; this was despite the fact that the City’s per capita spending on indoor recreational facilities was by far the lowest amongst 24 comparable municipalities according to the BMA Study. Based on our independent review of the process to date, it would appear that the financial efficiency has received far more weight than other factors such as proper asset management, user group needs, and the intrinsic benefits of these facilities to healthy and active communities.

Public input was not sought until after recommendations were made to re-purpose two of the City’s six ice pads, which creates concerns surrounding transparency. Arenas, like all recreational infrastructure, exist to serve the community and meaningful consultation, combined with reasoned analysis, should be at the core of any process defined to provide a balanced view of needs and strategies.

To its credit, the City has deferred decisions regarding the long-term usage of its arenas to this Study, which involves a comprehensive public engagement process, as well as a more in-depth examination of usage, demographic trends, facility condition, and financial feasibility. The recent transfer of RBC Centre operations to the City also coincides well with the timing of this Study.

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2.0 Community Profile

The City is gradually witnessing a number of changes in its socio-demographic composition and recreational interests that are influencing the demand for (and design of) arenas and indoor turf facilities in Sarnia.

2.1 Existing and Forecasted Population

The age profile of a community is an important indicator of its recreational demands, and offers guidance to the types of facilities that should be offered. For example, a community with a high proportion of children and youth may have higher demand for competitive sports such as hockey or skating, while a community with a higher proportion of older adults may require facilities that offer less intensive forms of exercise.

Sarnia’s population is aging. The median age of Sarnia residents was recorded at 44.8 years in the 2011 Census, which is up considerably from a median age of 37.3 years in the 1996 Census. The City’s population is much older when compared to that of the entire Province (the Ontario median age was 40.4 years in 2011) and is also aging at a more rapid pace due to lower birth rates and/or immigration.

The City’s population – like that of many communities outside of larger metropolitan areas – is being affected by declining birth rates, a continuing exodus of young adults, an increasingly aged population (the trailing edge of baby boom generation is now 50 years old), and limited immigration rates. Sarnia’s population was recorded at 72,366 in the 2011 Census, a decline of 0.5% since 1996. Despite this, new housing starts have continued to increase, driven largely by a declining average household size. New residential construction may give the illusion of population growth, but for the aforementioned reasons, this has not been the case.

Most important when looking at recreation infrastructure is the size of the 5 to 19 age cohort. Although the City’s entire population declined only marginally between 1996 and 2011, the 5 to 19 age cohort declined by 22%. This downward trend is expected to continue.

The County of Lambton prepares population forecasts for all lower-tier municipalities, including the City of Sarnia. The most recent set of forecasts were established in August 2012 (they are reviewed every five years to capture new census period trends) and extend to 2031 using high, low, and reference scenarios. The “reference” forecasts are being used to support the City’s current Official Plan Review and are shown in the following graph.

The forecasts project a 2031 population of 66,005 persons within the City of Sarnia, which represents a decline of 9% (6,361 persons) between 2011 and 2031. While the City’s build-out population forecast remains 81,540 persons, this figure is not within the horizon of the current forecasts. The future employment picture in the City could have a

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Historic and Projected Population, All Ages, 1996 to 2031, City of Sarnia & Lambton County

75,000 72,738 72,366 70,876 71,419 71,210 69,791 70,000 68,146 66,006 65,000

60,000 56,233 56,095 56,785 55,000 52,260 51,052 49,594 50,000 47,745 45,362 45,000

40,000 1996 2001 2006 2011 2016 2021 2026 2031

City of Sarnia Balance of Lambton County

Source (1996-2011): Statistics Canada, Census Source (2016-2031): County of Lambton. Population Projections, Census Years 2011 to 2031. October 2012 Note: Excludes Census undercoverage.

As many local programs also draw users from other areas of Lambton County, the population data and forecasts for the balance of the County are also included on the preceding graph. The forecasts project a 2031 population of 45,362 persons for the remainder of the County of Lambton, which represents a decline of 13% (6,898 persons) between 2011 and 2031.

The County’s population forecasts were built using an age cohort model that identifies the anticipated age characteristics of future populations (see the following table and graph). The forecasts indicate that all age groups below the age of 65 will decline in total persons by the year 2031, most notably persons 20 to 34 years old (30% decrease), persons 50 to 64 years old (29% decrease), persons 0 to 4 years old (20% decrease), persons 5 to 19 years old (19% decrease), and persons under the age of 10 (17% decrease). In fact, the only age group that is expected to grow in number is those age 65 and older; this age cohort is forecasted to increase by 46% by 2031. These projections are indicative of an aging community. Similar declines are forecasted for the remaining areas of Lambton County.

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Population Forecasts by Age Group, 2011 to 2031, City of Sarnia 2011 Change, (actual) 2016 2021 2026 2031 2011 to 2031 0 to 4 years 3,620 3,341 3,127 3,001 2,882 -738 -20% 5 to 19 years 11,845 10,881 10,505 10,214 9,586 -2,259 -19% 20 to 34 years 12,915 12,649 11,280 9,803 9,098 -3,817 -30% 35 to 49 years 13,235 11,896 12,007 12,382 12,237 -998 -8% 50 to 64 years 16,795 16,797 15,181 13,176 11,872 -4,923 -29% 65+ years 13,945 15,646 17,691 19,570 20,331 6,386 46% Total 72,366 71,210 69,791 68,146 66,006 -6,360 -9% Source (2011): Statistics Canada, Census Source (2016-2031): County of Lambton. Population Projections, Census Years 2011 to 2031. October 2012 Note: Excludes Census undercoverage. Totals may not add due to rounding.

Population Forecasts by Age Group, 2011 to 2031, City of Sarnia 25,000

20,000

15,000

10,000

5,000

0 2011 2016 2021 2026 2031 0 to 4 years 5 to 19 years 20 to 34 years 35 to 49 years 50 to 64 years 65+ years Source (2011): Statistics Canada, Census Source (2016-2031): County of Lambton. Population Projections, Census Years 2011 to 2031. October 2012 Note: Excludes Census undercoverage. Totals may not add due to rounding.

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The following graph documents the historic and forecasted population of 5 to 19 year olds within the City, the age group that is the predominant market for minor sports. Between 1996 and 2011, the number of children and youth ages 5 to 19 in the City of Sarnia declined by 22% (3,340 persons) and is projected to decline another 19% between 2011 and 2031 (2,259 persons). In total, in the 35 years between 1996 and 2031, Sarnia’s youth demographic is forecasted to decrease by 37%. This substantial drop is a major contributor to the declining registration in minor sports within the City.

Historic and Projected Population, Ages 5 to 19, 1996 to 2031, City of Sarnia 16,000 15,185 15,000 14,455 14,000 13,215 13,000 11,845 12,000 10,881 11,000 10,505 10,214 10,000 9,586 9,000 8,000 1996 2001 2006 2011 2016 2021 2026 2031 Source (1996-2011): Statistics Canada, Census Source (2016-2031): County of Lambton. Population Projections, Census Years 2011 to 2031. October 2012 Note: Excludes Census undercoverage.

The following map illustrates the location of the City’s arenas in relation to residents ages 5 to 19, using 2011 Census data.

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These trends are likely to have notable implications on local sport requirements between 2011 and 2031:

 Children and youth (ages 5-19) are forecasted to decline faster than the overall population – a decrease of 19% is projected between 2011 and 2031. This suggests that facility requirements for this major market segment will continue to shrink based on current usage patterns.

 The proportions of adults (ages 20 to 49) are forecasted to decline by 18% between 2011 and 2031. Assuming steady participation rates, this suggests that the adult sport market and associated demand is also likely to shrink.

 The proportion of seniors (ages 65+) is expected to increase from 19% of the 2011 population to 31% of the 2031 population, or approximately 6,386 more residents. This may create modest additional demands for sport activities aimed at the seniors’ market (e.g., old timer leagues, huff’n’puff skating, etc.).

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2.2 Other Socio-Demographic Considerations

Research shows that income levels also influence (or at least are an indicator of) participation levels in recreation and leisure. Generally speaking, the greater a person’s level of income, the more likely they are to participate in such activities as they typically have the means and motivation to do so. In Sarnia, the 2011 National Household Survey indicates that median employment income for adults 15 years was $50,866, which was in line with the Provincial median. However, Sarnia’s unemployment rate remains notably higher than the Provincial average. This data suggests that, on the whole, Sarnia’s population may have greater challenges in affording the costs typically associated with organized sports. Fortunately, many municipalities and organizations have established (or have access to) subsidy programs to financially assist those that cannot afford the full cost of registration in youth sports; however, these programs are typically aimed at recreational-level participation that may require less facility access compared to competitive levels of play.

Participation in and accessibility of recreation opportunities can also be impacted by immigration and diversity levels. Based on estimates from the 2011 National Household Survey1, the City has a lower percentage of immigrants (14%) than the Province (29%). Only 15% of Sarnia’s immigrant population arrived in Canada since 2001 and 76% of the immigrant population is of European or American descent. This data suggests a high level of homogeneity in the population which is indicative of strong participation in traditional Canadian sports.

1 The National Household Survey was a voluntary, self-administered survey conducted for the first time in 2011 as a replacement for the long census questionnaire. Due to the survey methodology, the City of Sarnia data had a non-response rate of 19.0%, which may affect data quality.

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3.0 Trends in Sport Participation & Management

Based on our experience preparing similar studies throughout Ontario, this section provides an overview of some of the key trends and best practices pertaining to ice and field sport participation and facility management. Where applicable, potential implications for the City of Sarnia have been noted. Further analysis and application of these trends can be found in subsequent sections of this report.

3.1 Barriers to Participation

Research across Ontario shows that a lack of free time – driven by busy lifestyles at home, work, and school – is the primary barrier to participation in recreation for youth and adults. There are significant time commitments associated with most sports, including weekly practices and games, tournaments, and potentially travel to other centres. However, there is a strong willingness to travel for high quality facilities and programs.

Sports face heavy competition from other sports and sedentary activities and there is also a growing emphasis on spontaneous, non-programmed activities that can be scheduled on a moment’s notice – this profile does not align well with organized sports. Unfortunately, more and more children and youth are seeking non-recreational forms of activity altogether (e.g., video games), which leads to increasing rates of obesity and inactivity. While the Canadian Physical Activity Guidelines recommends that teens achieve a minimum of 60 minutes of physical activity each day, a report by Active Healthy Kids Canada on physical activity among the Country’s younger population reports that only 7% of children (between the ages of 5 and 11) and 4% of youth (between the ages of 15 and 17) are meeting this target, resulting in a physical activity grade of “D-” for 20142.

Affordability can also be a significant barrier to participation in recreation, particularly in higher cost sports, as studies have correlated higher household income to higher participation rates due to a greater ability to pay. For hockey, costs can be intensive, particularly for rep level play (i.e., “representative” travel teams) where household expenditures on registration fees, equipment, and travel are much higher than at the house league level. This concern is especially prevalent in communities such as Sarnia with higher than average unemployment rates; the City’s geographic location also necessitates a high degree of travel for competitive level sports. According to a recent article, cost could be the most pressing problem facing hockey at the grassroots level, with a senior Hockey Canada official stating that cost plays a significant role in the

2 Active Healthy Kids Canada. (2014). Is Canada in the running? Report card on physical activity for children and youth. Retrieved from: http://dvqdas9jty7g6.cloudfront.net/reportcard2014/AHKC_2014_ReportCard_ENG.pdf

City of Sarnia – Arena Management Study Page 13 March 2015 Page 120 of 376 Correspondence #1 - April 13, 2015 FINAL DRAFT FOR COUNCIL REVIEW stagnant or declining registration numbers faced by many minor hockey associations.3 Many local organizations offer informal financial assistance programs and also have access to initiatives such as Canadian Tire Jumpstart. A recent partnership between Hockey Canada and Bauer Hockey – “The First Shift” – is also aimed at improving the accessibility and affordability of introductory hockey as a way to attract new players to the sport.

3.2 The Impact of an Aging Population

Across Ontario and Canada, the average age of the population is becoming older as the populous ‘Baby Boom’ generation moves through their lifecycle. In Ontario, the number of seniors aged 65 and over is projected to double from 1.9 million in 2011 (representing 14% of the population) to 3.8 million by 2031 (representing 23% of the population). After 2031, the growth in seniors will slow significantly. A similar trend is also anticipated in the City of Sarnia, where the 65+ age group is projected to increase by 46% between 2011 and 2031.

The implications of an aging population on indoor space utilization are potentially significant. On one hand, there may be new opportunities to utilize space in non-prime time hours due to the growing market of older adults who may, for example, make use of daytime ice for dedicated skating times and hockey leagues. On the other hand, an aging population also means that the child and youth market, the most common users of arenas, is shrinking (in terms of proportion and number), which in turn is likely to reduce the number of ice users in total.

3.3 Changes in Hockey Registration

For many of the reasons noted above, over the course of the last few decades, several organized sports have witnessed declines in participation. While not currently a significant factor in Sarnia, participation in many sports is also being impacted by immigration – many new Canadians are coming from countries in which ice hockey is not often played, thus affecting participation rates at the minor level.

Changes in hockey registration are notable:

 Approximately 9% of Canadian children and youth play hockey, half the percentage that played 20 years ago. The size of Ontario’s 5 to 19 age group increased by only 0.4% between 2001 and 2011, despite the entire population growing by 12.6%.

3 Rutherford K. Is the cost keeping kids out of minor hockey? Absolutely, players and parents say. CBC Sports. Available online at www.cbc.ca/sports/hockey/ourgame/story/2009/01/16/hockey-costs-too-much.html

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 Hockey Canada and the Ontario Hockey Federation experienced peaks in youth registration for the 2008-2009 season. Youth registration has declined by 13% in Ontario since this time, a time period that coincides with the economic downturn and very slow youth population growth. Registration remains strongest in the younger age groups (Initiation, Tyke, Novice), while the Atom to Midget age groups have seen the greatest declines.

 Female hockey participation in Ontario also peaked in 2008/09. In the ten years prior to 2008/09, female hockey registration increased nearly four-fold and made- up for a reduction in male registration. Female hockey participation has declined slightly since, suggesting that the market has reached equilibrium. In 2013/14, females comprised nearly one-third of all youth hockey registrants in Ontario.

Similarly, Skate Canada (the national governing body for figure skating) has also experienced a slow decline in registration, with the number of associate members declining by 9% between 2006/07 and 2012/13 (source 2013 Skate Canada Annual Report). Synchronized skating and power skating programs have seen the greatest increases, with the latter having grown in Sarnia in recent years.

Youth Registration in Hockey Canada (Initiation to Juvenile), last 6 seasons

600,000 528,202 522,567 512,906 505,247 500,000 494,012 489,840

400,000

300,000 246,242 238,233 226,993 220,761 216,529 214,549

200,000 Registration 100,000

0 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 Ontario Canada

Source: Hockey Canada Annual Reports

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3.4 Demand for Prime Time Ice

Despite declining registration levels and ice rentals, the most desirable prime time hours consistently remain in high demand in most municipalities; these times are usually between 5pm and 10pm on weekdays and all day on weekends, with a focus on youth- serving organizations. Sarnia’s prime time hours are very similar, beginning at 5pm on weekdays and 7am on weekends, ending at 10pm on all days. Prime time in Sarnia primarily serves minor organizations but is increasingly becoming available for adult rentals.

However, with more households facing time constraints, there is evidence of a shrinking “window” of desirable ice times and more competition for prime time rental slots. In some communities, declining registrations have adversely affected bookings during “shoulder” hours that fall just outside of the prime times (e.g., 7 to 8am, 4 to 5pm, and 10pm to 12am). This finding is consistent with trends seen in Sarnia, although it would appear to be somewhat more pronounced locally.

Daytime (weekday) usage during non-prime hours has traditionally been difficult for most municipalities to sell and this is no different in Sarnia. Most communities undertake ice maintenance during this time, offer a variety of public skating programs, rent ice to local schools, and pick-up the occasional adult group rental. However, many communities are experiencing declining school board utilization due to rising busing costs and changes to the physical education curriculum. As such, some municipalities are choosing not to staff stand-alone arenas during the daytime, instead opening them up at 4pm or 5pm on weekdays, which is the current practice at Germain Park Arena.

3.5 Changes in Soccer Registration

Soccer in Canada underwent enormous growth in the 1990s (replacing baseball and hockey as the most popular team sports among Canada’s youth) and has been sustained by high registration in the past decade. The sport’s popularity continues today, however, its growth appears to be slowing across the province, including players in younger age cohorts. According to the Ontario Soccer Association (OSA), enrolment in outdoor soccer activities peaked in 2007 and has seen small declines each year since, most notably at the youth level.

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Ontario Soccer Association: Total Registration, 2001 to 2013 450,000 400,000 350,000 300,000 250,000 200,000 150,000 100,000 50,000 0 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 Ontario Population (hundreds) Indoor Outdoor

Source: Ontario Soccer Association (OSA)

Lambton Kent Soccer Association, which is the umbrella association for all affiliated Sarnia member organizations (including those in Lambton County and the Municipality of Chatham-Kent), has seen declining registration levels in outdoor soccer since 2006. In fact, in the past seven years, outdoor soccer registration in Lambton Kent has declined by nearly 2,500 players, a decrease of 27%, which is greater than the 5% decline in soccer registration seen in the province during that same period. The data suggests that outdoor soccer registration in the district is on the decline, likely primarily as a result of the decline in the youth population.

Lambton Kent Soccer Association: Outdoor Soccer Registration, 1998 to 2013 10,000 9,000 8,000 7,000 6,000 5,000 4,000 3,000 2,000 1,000 0

Source: Ontario Soccer Association (OSA)

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Currently, the ratio of youth to adult outdoor soccer players is approximately 4 to 1 across the Province (down from approximately 5 to 1 in 2006); a similar ratio is found in Lambton Kent. The strength of adult soccer can be partially attributed to the aging of youth soccer participants from the 1990s, and continuing participation in soccer.

Lambton Kent Soccer Association: Mini & Youth Registration (Indoor & Outdoor) 10,000 8,000 6,000 4,000 2,000 0 2006 2007 2008 2009 2010 2011 2012 2013 Outdoor Soccer Indoor Soccer

Source: Ontario Soccer Association (OSA)

Lambton Kent Soccer Association: Senior Registration (Indoor & Outdoor) 2,000

1,500

1,000

500

0 2006 2007 2008 2009 2010 2011 2012 2013 Outdoor Soccer Indoor Soccer

Source: Ontario Soccer Association (OSA)

In terms of indoor turf sports, the demand for indoor facilities has been largely driven by an increased emphasis on year-round training and competition. Provincially, the number of indoor soccer players registered by the OSA has increased by 24% since 2006 (compared to a 5% decline in outdoor registration in the same time period), although has been relatively steady over the past five seasons. Indoor soccer pertains to a much smaller segment of market compared to outdoor soccer.

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As of 2013, the ratio of outdoor to indoor soccer players is 4 to 1 in Ontario (in 2002, the ratio of outdoor to indoor players across Ontario was 6.25 to 1). In Lambton Kent, the current ratio of outdoor to indoor soccer players is 14 to 1, suggesting that there may be pent-up demand in Sarnia and area. Participation in indoor soccer is largely dependent on the availability, quality, and cost of appropriate facilities; in the Lambton Kent District, most if not all indoor soccer is played out of gymnasiums.

For the 2012/13 indoor season, reported data for Lambton Kent Soccer Association indicates that 90% of participants were in mini or youth leagues and 10% were in senior leagues. This is very different from the provincial average of 56% mini/youth and 44% senior. Compared to many other associations, there is a lower proportion of adults playing indoor soccer in the Lambton Kent district.

3.6 Trends in Other Field Sports

Most indoor turf fields are intended to be utilized for more than soccer and, therefore, trends relating to other activities are important to consider:

 Tackle Football is a sport with cyclical popularity, which may be gaining popularity again in Ontario, particularly for players from 7 to 19 years of age. The sport is often challenged by access to well lit fields, as football is an autumn sport and night falls earlier during that time of year. Due to the smaller size of most indoor fields, football clubs would most likely use such a facility for indoor training in the later winter and spring.

 Field Lacrosse is played by approximately 10% of Canada’s registered lacrosse players. The alternative, box lacrosse, is the preferred form of lacrosse that is accommodated in indoor arenas or boarded turf facilities. Field lacrosse is generally played during the spring on football or soccer fields.

 Ultimate Frisbee emerging in the 1990s and appeals to the 20-39 age bracket. Part of the sport’s appeal is its low equipment cost.

 Rugby is not seen as a growth sport in most parts of the province, but remains stable in communities with strong programs. The rugby season typically begins in May and continues through the summer. Rugby leagues in the region may benefit from an indoor turf facility for off-season training.

 Field Hockey is a growing sport that is played mostly through schools. Field hockey is one of the few field sports where the majority of players are women (about a 3:1 ratio) and is often offered as part of high school athletic programs. The sport is becoming a year-round activity and has been gaining popularity indoors, similar to soccer.

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3.7 Increased Focus on Skill Development and Competition

Ice and field sport governing bodies in Canada are now implementing a Long-Term Athlete Development model that emphasizes athlete growth, maturation and development. This model identifies the needs of athletes at various stages of their development, including training and competition needs and also addresses the appropriate stages for the introduction and refinement of technical, physical, mental and tactical skills.

As a result of this and other factors (such as the amalgamation of associations and changes to residency requirements that allow for greater player movement), competitive development experiences and opportunities are in high demand. The higher the level of play and the greater the focus on athlete development, the more time that is required for practices, games, and camps. This is a notable trend for Sarnia given that it has two competitive minor hockey organizations regulated by Ontario Hockey Association and Minor Hockey Alliance of Ontario. Many organizations are altering their standards of play in order to offer their registrants more facility time during all seasons. Hockey schools, academies, and other enhanced development experiences (e.g., power skating) are turning hockey, soccer, and other sports into year-round activities. While this model allows for more time on the field of play, it also coincides with demands for dryland training spaces and indoor turf, which are important considerations for facility planning.

3.8 Implications of Aging Infrastructure

Most of Ontario’s recreational infrastructure was built in the 1960s and 1970s (one-half of Sarnia’s ice pads were built during tor prior to his era). There are a number of challenges with older arenas, including (but not limited to) the following:

 many were designed to different construction and design standards and may have antiquated facility components (structural, mechanical, electrical, etc.);

 many lack modern amenities, such as larger (or a sufficient number of) change rooms, heated viewing areas, and multi-use designs;

 many have smaller ice pads, which creates safety and quality of play concerns with bigger, faster players having less space to skate;

 many are single pad designs that cannot offer the convenience and cost savings of multi-pad arenas;

 many may not be barrier-free for persons with disabilities; and

 many are not energy efficient and thus have higher operating costs.

Recognizing this, recent Federal and Provincial funding programs have contributed millions of dollars toward the renewal and construction of recreational infrastructure.

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3.9 Re-purposing Surplus Arenas

Certain municipalities have also explored adaptive re-use of their redundant arena facilities for purposes such as community centre space (e.g., Kingsdale Community Centre in Kitchener), indoor soccer (e.g., Syl Apps Community Centre in Paris, Ontario), gymnastics (e.g., Ken Giles Recreation Centre in Brampton), indoor playgrounds (Vancouver), commercial or institutional usage (e.g., the former Maple Leaf Gardens in Toronto), and storage for public works or other operations equipment. Other examples of adaptive re-uses include curling rinks, indoor tennis, box lacrosse, indoor skateboarding, roller derby, etc. Re-purposing can extend the life of an existing facility, but is often just as costly as building new given the need to refurbish the building components. As a result, the most common response in Ontario has been to decommission and demolish surplus arenas. Through this Study, the possible re- purposing of any identified surplus ice pad(s) has been considered.

3.10 Strategies for Increasing Ice Usage

Our experience suggests that most urban municipalities have very limited prime time availability at their arenas, but most have a good deal of non-prime ice availability. To help boost non-prime usage, some municipalities are offering seniors-only and adult- only drop-in skating, adult shinny, and parent and tot shinny and drop-in skating. Hockey leagues for older adults 55+ are also beginning to emerge in a variety of communities. Oakville offers all-day figure skating and shinny if the arena is available, and Markham is offering a daytime older adult and tot skate. Richmond Hill is attracting new users through a variety of non-traditional programs such as learn-to-skate programs targeted to new Canadians, school rentals at which the Town provides an instructor, and lunchtime skates for employees of local companies. It remains to be seen if sufficient demand exists in Sarnia for similar drop-in programs.

3.11 Multi-Pad Arenas & Multi-Purpose Facilities

In this era of user convenience and cost recovery, more often municipalities are centralizing multiple recreational facilities on individual sites. Experience in hundreds of communities across Canada supports the finding that multi-use recreation facilities can provide a great number of benefits. While the specific nature and degree of these benefits will depend on local circumstances, facility design (e.g., barrier-free, more and larger change rooms, heated viewing areas, walking tracks, etc.), facility operation, and a host of other factors, there is no denying that multi-use recreation facilities have the potential to generate substantial economic, social, and environmental gains for local municipalities. These benefits are most notable in those municipalities that view sport infrastructure as an investment in the community, not simply an expenditure.

The vast majority of recent arena construction across the province has been in the form of multi-pad venues, including Sarnia’s most recent arena (the multi-pad RBC Centre, built in 1998). Some of the notable benefits of multi-pad arenas and multi-purpose facilities include:

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 One-Stop Shopping: The creation of a destination where residents can conveniently access recreation and/or other civic and social services (e.g., libraries, aquatic centres, older adult services, municipal information, etc.), making it particularly attractive for time-pressed individuals and multi- generational households.

 Sport Development and Tourism: Arena users may benefit from co-located spaces that allow for dry-land training, tournaments or banquets.

 Operational Efficiency: Multi-purpose facilities allow for the efficient use of operational resources through the economies of scale that are generated by sharing overhead costs such as staffing, utilities, maintenance, etc. These facilities are also well suited for the consideration of public-private partnerships.

To build upon the last point, the operational savings of moving from a single pad to a twin pad arena can be significant, due largely to the reduced per pad staffing complement (labour is the predominant cost factor in arena operations) and other economies of scale. Everything else being equal, the net operating deficit for a twin pad arena is typically the same as that for a single pad arena despite offering twice as much ice. Single-purpose facilities, such as single pad arenas, are no longer preferred unless justified by need (or lack thereof).

3.12 Green Construction

Today, energy efficiency and environmental sustainability are key considerations in renovation or new construction projects. Certain municipalities have adopted policies that establish specific LEED (Leadership in Energy and Environmental Design) construction and/or certification levels for particular types of buildings. Advances in capturing and reusing energy have made facilities more efficient and have helped to reduce utility consumption. While these approaches and techniques require additional capital investment during the construction phase of the project, there is normally a payback over time because of cost economies or expenditure avoidance. Consequently there are civic, social and financial benefits of the greening trend. The City of Sarnia has recently undertaken energy audits of all of its arenas, identifying possible capital projects and payback periods and works collaboratively with Bluewater Power to identify and implement energy savings and grant opportunities.

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3.13 Cost Recovery

As operational costs rise, more municipalities are establishing cost recovery ratios to justify rental fees. Traditionally, municipalities have relied on historical precedent and regional benchmarking, but this is gradually being eliminated in favour of policy-driven pricing strategies. No such strategy exists in the City of Sarnia.

Financial performance targets based on annual operating expenses are the most common approach (generally ranging from 50% to 95% recovery for arenas, depending on the user type), but there are some municipalities that include small capital reserve contributions in their pricing strategies. For example, a municipality may contribute to an annual repair and maintenance fund that is considered as part of the operating budget; the pricing policy is then based on the hourly operating cost (including the reserve contribution), discounted by user type.

The matter of capital reserves is often addressed more directly through an hourly fee surcharge. Surcharges are commonly applied for a pre-determined number of years at a consistent rate. Typically, municipalities consider surcharges when there is an identified project on the horizon, which makes it more likely for users to support this form of capital fundraising. Depending on the charge, it may take several years for the contributions to accumulate, which is why alternate forms of funding and/or financing are required for major capital projects. The City of Sarnia and its user groups do not currently make regular contributions to a facility-specific capital reserve.

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4.0 Sarnia’s Arena Inventory

The City of Sarnia operates 6 ice pads at 4 locations. Each arena facility is described briefly below and in the table that follows.

RBC Centre

Located on municipally owned lands within the Lambton College campus, the RBC Centre is a twin pad sport and entertainment venue built by the City in 1998. Until the summer of 2014, the facility was privately operated, but was available for widespread community use; operations have recently been transferred to the City. The Sarnia Sting Ontario Major Junior A Hockey Club are a primary user and tenant within the main rink (RBC 1), which has seating for approximately 5,500 patrons in additional to approximately 42 suites. The second rink (RBC 2) is a community-level rink with limited seating. Both pads are NHL-size and offer ice during the summer (aside for a one- month period in RBC 1). The facility also contains a restaurant, Sting retail store, box office, several concessions, administrative area, multi-use room, boardroom, Sting offices, and area being used by the Sting for dryland training. In addition to ice events,

City of Sarnia – Arena Management Study Page 24 March 2015 Page 131 of 376 Correspondence #1 - April 13, 2015 FINAL DRAFT FOR COUNCIL REVIEW the RBC Centre hosts a wide range of concerts and special events from time to time. The parking lot is shared with Lambton College, which charges a fee for daytime use (tickets are validated for arena users). No significant renovations have been undertaken at this facility since it was built.

Sarnia Arena

Built in 1948, Sarnia Arena is one of the oldest arenas still in use in Ontario. This arena is used primarily for figure skating and ice hockey and is home to the Sarnia Legionnaires of the Western Junior B Hockey League. The arena has a capacity of 2,302 and includes two concession stands, four change rooms, and a community room. In 1981, a single storey addition was constructed on the south side of the building that included change rooms, washrooms, community room, mechanical room, and side entrances; the roof of this addition has subsequently been reinforced for snow loading. In 2009, interior renovations were completed and included new seating, higher glass around the rink, and roof repairs above the rink. The arena is served by an adjacent parking lot that is shared with the adjacent school; nearby lots are also available for evening event parking.

Clearwater Arena

Clearwater Arena is the City’s other twin pad facility, built in stages by the former Town of Clearwater. Both the original ice pad (Blue rink, built in 1975) and newer pad (Red rink, built in 1989) are the same size (185 by 85 feet) and are served by a central corridor of change rooms located between the rinks. Ample parking is located in proximity to the arena’s north entrance (shared with the adjacent YMCA); however, the lobby, concession, lower and upper community rooms, and Sarnia Sports Hall of Fame are all located at the south entrance to the facility. This facility is well used for a variety of community ice activities, as well as lacrosse and ball hockey in the summer. No significant renovations have been undertaken at this facility since it was built.

Germain Park Arena

Built in 1973 and renovated in 1995, Germain Park Arena is a single pad facility that is located within a large park neighbouring on a residential area. The rink itself is the smallest in the City, measuring 180 by 80 feet. The rink has a sand base and is not usable for non-ice uses. Due to lower demand, this facility is not typically open during weekday daytimes, but is well used by minor hockey organizations. The arena contains a concession and four change rooms, but does not have a community room or other activity space.

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Description of Municipal Arenas Last Major Size of Seating Change Arena Year Built Renovation Size (sf)* Rink (ft) (approx.) Rooms Sarnia Arena 1948 1981 / 2009 53,794 190 x 80 2,302 4 Germain Park 1973 1995 24,160 180 x 80 ~200 4 Clearwater – Blue 1975 185 x 85 ~1,000 5 n/a 53,794 Clearwater – Red 1989 185 x 85 ~300 5 4 (+2 5,500 (+42 RBC 1 200 x 85 team suites) 1998 n/a ~95,000 rooms) RBC 2 200 x 85 ~200 4 * Square footage figures from Building Condition Assessments, 2014

Based on existing research, visual observations, and input from user groups, it is clear that, while the City’s arenas are generally well maintained on a day-to-day basis, the lack of sustained investment – coupled with the need for modern upgrades – is impacting their ability to meet today’s expectations. Based on the experiences in other communities that the consultant has worked, the public’s expectations are also rising and driving demand for higher standards in design and provision.

Further analysis of the condition and design of municipal arenas is contained in Section 8.

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5.0 Public & Stakeholder Input

A key component of the Arena Management Study is its public engagement programme, which is intended to solicit input from residents, stakeholders, City staff, and Council. Guided by a Community Engagement Strategy, the primary components of the public engagement programme include the following:

 Stakeholder Worksheets and Focus Groups (ice users, turf users)  Public Meetings (3)  Meetings with the City’s Project Team  Staff Workshops  Council Presentation

These various meetings and milestones were publicized through posters, email invitations, and a project website maintained by the City throughout the duration of the study. A summary of the public and stakeholder sessions completed to date is provided in Appendix A.

5.1 Stakeholder Input

Separate sessions were held with local ice and indoor turf organizations to discuss the current state of facility provision and utilization in Sarnia, trends in arena/turf usage, user needs, gaps in services, new and creative methods of utilizing existing facilities, and more. These sessions took place at the Kinsmen Centre on the evenings of November 12, 2014 (ice) and November 13, 2014 (turf). Prior to these sessions, brief worksheets were distributed via email to these organizations to collect preliminary information such as registration data, trends, and a general statement of facility needs.

A listing of meeting attendees and a complete summary of the focus group discussions and worksheet submissions are provided in Appendix A.

5.2 Public Meetings

A total of three public meetings were held at the Kinsmen Centre to present and receive feedback on the draft Arena Management Study and its sub-deliverables:

 December 3, 2014 to present the Arena Needs Assessment  January 27, 2015 to present the Building & Operations Review  February 24, 2015 to present the Facility Provisions Options Report

A summary of the input from these meetings is contained in Appendix A.

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6.0 Arena Needs Assessment

This section identifies factors contributing to local ice needs, examines the utilization of municipal arenas and participation rates in local ice sports, and evaluates the overall supply of indoor ice pads in the City of Sarnia. In identifying current and future ice facility needs, a demand analysis was undertaken based on a combination of accepted standards of play, market-driven factors, and other local circumstances including trends and stakeholder input.

6.1 Arena Utilization

The data in this section has been provided by the City of Sarnia’s Parks and Recreation Department and is based on specialized reports derived from arena usage over the past three seasons. While this data is highly useful in understanding trends over this time period and creating a usage profile for each arena, it must be interpreted with caution as the way in which the City has recorded usage has evolved over time and may not be fully consistent from year to year or rink to rink. When examining the data, it is also important to note that the City’s supply of municipal ice pads has changed over this time period, with the City assuming operations at the RBC Centre prior to the 2014/15 ice season.

The City’s arenas are generally available for booking between 7 am and 12 am, although there are no early morning bookings and very few weekday daytime rentals. Most City arenas are available for ice bookings from September/October to March/April, although this varies from rink to rink and year to year (some arenas open early/late or close early/late, and some are open year-round). It is acknowledged that the City accommodates a variety of local and regional users during the spring/summer at selected arenas and that this is likely to continue.

The focus of this analysis is on ice usage during the winter season as this is the time of year when demand for ice sports is greatest. More notably, this analysis focuses on the peak months of November and February only, as these are not impacted by program start-up, playoffs, or major holidays. The peak usage periods, rather than a broader seasonal perspective, form the basis upon which future facility needs are determined. It should be noted that the impact of any additional entertainment events scheduled at the RBC Centre between September and April (which could create occasional disruptions or displacement of ice users) have not been assessed as part of this analysis.

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An examination of schedules and rental data supplied by the City for the past three seasons (during the peak months of November and February) reveals the following4:

 Usage of prime time hours (5pm to 10pm Monday to Friday, 7am to 10pm Saturday/Sunday) has been relatively steady over the past three ice seasons with an average of approximately 80%. The following table illustrates peak month usage of prime time hours for the past three seasons. The City’s prime time usage rate has increased modestly from 79% to 82% over this time period.

Prime Time Ice Utilization in Peak Months, 2011/12 to 2013/14 Peak Months Prime Time Usage Rate November 2011 83% 79% February 2012 75% November 2012 79% 80% February 2013 81% November 2013 80% 82% February 2014 84% Source: City of Sarnia rental data, 2014

 In 2013/14, prime time usage was highest at RBC 1 (87%) and both Clearwater Arena rinks (86% Red, 84% Blue); prime time usage was lowest at Germain Park Arena (79%).

 Across all rinks in 2013/14, prime time usage on weekdays was 92%, while prime time usage on weekends was 73%.

 Prime time hours that are commonly available include: o Friday evenings, particularly at Germain Park Arena o Saturday mornings, typically before 9am o Saturday evenings, typically after 6pm o Sunday mornings, typically before 12pm o Sunday evenings, typically after 6pm

 For the current 2014/15 season, it is estimated that approximately 75% of all hours used are prime time hours; the remaining 25% are non-prime hours.

 The number of non-prime hours used during peak months declined by 24% between the 2011/12 and 2013/14 seasons; the current schedule for 2014/15 suggests a further eroding of non-prime time demand.

4 All reporting for the RBC Centre prior to July 2014 was administered by a third-party and its accuracy cannot be verified, although there is no reason to believe it is not reliable.

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 In 2013/14, general rentals (mostly adults) accounted for 24% of prime time rentals (including 35% on weekdays).

 The allotment of hours to regular users has been generally consistent over the past number of seasons, with only minor hockey (boys and girls) receiving a small increase.

 With the City taking over operations of the RBC Centre for the 2014/15 season, some adult usage has been shifted to this facility.

The following chart illustrates the number of hours typically rented to various groups on a weekly basis during the current 2014/15 season. Youth currently receive 62% of hours (71% if the two Junior teams are included), while adult rentals comprise 22% of all rented hours.

Typical Weekly Ice Allocation by Type of Group (Prime and Non-Prime), 2014/15 Winter Season, City of Sarnia Percent of Total Hours (prime and Type of Group non-prime) Youth (boys and girls hockey, figure skating, Lambton 62% Junior AAA, and high schools) Adult (leagues and pick-up/casual groups) 22% Junior (Sarnia Sting and Sarnia Legionnaires) 9% Other (public skating, sledge hockey, hockey schools, etc.) 6% Total 100% Data reflects all hours scheduled in a typical week (including prime and non-prime); some variation may occur from week to week Source: City of Sarnia

The analysis of booking data indicates that prime time usage at City arenas has been steady over the past three seasons. However, the City has indicated in previous reports that arena usage declined by 17% between 2000 and 2010. The comparison of prime and not quite prime usage between 1998/99 and 2013/14 contained in the 2013 BMA Report identified that much of the decline was due to reduced usage by boys minor hockey, figure skating, and high school hockey. While this may have been the case, it would appear that these dramatic declines have now tapered off.

As noted, the 3-year average prime time usage rate at City of Sarnia arenas is 80%, with weekday prime time being 92% and weekend prime time being 73%. 100% utilization is not achievable due to remnant blocks of unbooked ice, last minute cancellations, and unforeseen maintenance issues or other conflicts. A usage rate in the order of 95% is being achieved by communities that are experiencing high demand for ice time, while 90% utilization of prime time hours tends to represent the industry norm in communities that are experiencing satisfactory levels of use in their arenas. With

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Sarnia falling short of these rates, it would appear that there is capacity for greater usage, particularly on the fringes of prime time. However, the prime time window is shrinking, a trend that is not limited to just Sarnia. User groups are increasingly reluctant to utilize hours at the edges of prime time, thus scheduling groups in the early morning, later afternoon, and late night hours is becoming more difficult.

In Sarnia, early morning and late night bookings are low to non-existent, an uncommon sight in many communities where 7am ice rentals are the norm (particularly on Saturday mornings), as are 11pm rentals. When compared to traditional usage patterns seen in many other municipalities, the amount of adult usage during prime time hours is much greater in Sarnia. It is not uncommon for adults to be on the ice at 8pm in Sarnia, whereas in communities where ice demand is higher, adults would not begin playing until 10pm due to the need to accommodate youth within the full range of prime time hours. As discussed further in Section 6.4, the availability of ice time has led to a higher adult hockey participation rate in Sarnia and also allowed youth organizations to maximize their use of the choicest prime time hours.

Considerable availability exists during non-prime weekday times, however, these are challenging to rent as most residents are in school or at work at these times. With an aging population, hockey leagues for older adults 55+ may provide a modest opportunity for additional daytime usage.

When assessing the availability of ice time in the City of Sarnia, the supply of arenas in the region must also be considered. Most notable is the Point Edward Arena in the Village of Point Edward, a small community of 2,035 residents surrounded entirely by the City of Sarnia. The recently renovated Point Edward Arena serves Point Edward minor hockey and figure skating associations; however, according to the arena’s online calendar, approximately one-half of its ice time is rented to adult groups, many of which are likely heavily comprised of Sarnia residents. It is anticipated that this usage pattern will continue, although declining registration at the youth level over time could free up a modest amount of ice time for other rentals.

A little farther away are arenas in communities such as Mooretown, Petrolia, Watford, Alvinston, Forest, and Thedford. As these facilities are farther away, they are less likely to accommodate Sarnia groups on a regular basis; however, some local organizations are known to use them. Many of these outlying communities are also dealing with aging population trends, raising the distinct possibility that additional ice time will become available over time. Adults and high performance youth teams have shown a willingness to travel greater distances to access ice time at better times and more affordable rates. This suggests that, over time, the supply of arenas in the secondary market may have greater capacity to accommodate Sarnia and area participants than in the past. We are not aware of any new arena developments or closures currently planned within the municipalities surrounding the City of Sarnia.

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6.2 Pressures Impacting Ice Requirements

To assist in determining the appropriate provision of ice surfaces, input was solicited from major ice users in the City. Consultation is an important component of this study, as it provides insight into community perceptions and attitudes regarding facility demand and current and future requirements. Locally collected data – when combined with an analysis of national and provincial trends and other factors – facilitates the critical formulation of community-specific decisions.

Invitations to participate in this study were sent to all major arena users. The following 11 arena organizations completed a worksheet and/or participated in focus group sessions:  Bluewater Regional Training Centre  Bluewater Sharks  Bluewater Sports Hockey League  Lambton Jr. Sting AAA  PMHL  Sarnia Girls Hockey Association  Sarnia Hockey Association  Sarnia Ice Hawks  Sarnia Legionnaires Hockey Club  Sarnia Sting Hockey Club  Skate Sarnia

The consultation was structured to solicit registration data, trends, usage profiles, and an understanding of current pressures and future needs from each of the groups. This information has been integrated into this report where appropriate and key pressures affecting ice needs are summarized below.

Note: The following summary represents the opinions of local ice organizations at the time of the consultation (see Appendix A for more detail). Confirmation of ice utilization and future ice needs is addressed through subsequent sections of this report; input from local groups is only one of several inputs used in the future demand model.

The arena organizations were in agreement that there is a need for 5 “full size” ice pads in the City, a solution that would still provide some room for growth.

In terms of arena usage and demand:

 most groups have a positive outlook for future participation, indicating that registration could be on the rise; some felt that there is a need to look for new opportunities that would further enhance arena utilization

 youth-serving organizations do not consider weekend mornings (Saturday before 9am and Sunday before noon) to be prime time; these are difficult hours to fill, as are late nights

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 looking to the future, ice needs are not likely to decline at the same rate as the youth population due to the continued demand for ice time for Rep/Travel hockey teams (which will remain in similar numbers) and the increasing focus on skill development

 some groups (e.g., Lambton AAA Jr. Sting, PMHL, power skating, etc.) are expanding their programs and may be looking to add more ice time next year

 it has been the culture in Sarnia for adults to play at 10pm or earlier – playing at midnight may be the norm in other communities but this is not acceptable in Sarnia; adults need a place to play as well

In relation to future arena provision strategies and building / design practices, groups indicated that:

 Germain Park Arena could be closed without any major impacts on users (except for sledge hockey); groups do not consider it to be a full-size rink

 RBC Arena (rinks 1 and 2), Clearwater Arena, and Sarnia Arena should be retained, although updates are necessary to Sarnia and Clearwater Arenas

 all rinks require improved maintenance and investment – many feel that these facilities have been underfunded for the past 15 years, a fact that proven by the 2013 BMA Study that showed how low per capita spending was on the City’s recreation facilities

 many existing change rooms are small and in low supply

 there is a need to consider the accessibility of arenas for persons with disabilities

 multi-pad arenas are essential for major tournaments and competitions

In total, local organizations indicate that they can utilize 14.5 hours of additional ice time on a weekly basis during the winter season to better accommodate their existing programs (requests include 6 hours for Lambton AAA, 6 hours for PMHL, 1.5 hours for Legionnaires, and 1 hour for Bluewater Regional Training Centre). Based on the anticipated user profile, not all of these hours need to be during prime times. An examination of registration levels and common standards of play suggests that the current amount of ice time allotted to ice users in Sarnia is reasonable; therefore, opportunities to use current ice times more efficiently should be considered before undertaking any significant restructuring of prime time hours involving youth priority users.

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6.3 Benchmarking

For benchmarking purposes, we have examined municipal ice pad provision in relation to population. While it is recognized that every community has a slightly different socio- demographic composition and different sport participation rates, requests are often made to understand how one community compares to others. In the case of Sarnia, several comparator communities with similar characteristics (e.g., OHL teams, population size, urban/rural profile) and/or regional interest were chosen.

Market Research – Arena Provision in Comparator Municipalities Municipal Ice Pads Population Population Non- 2011 Number per Ice per Ice Pad municipal Municipality Population (Municipal) Pad (total) (ages 5-19) Ice Pads Belleville 49,454 4 12,364 2,069 0 North Bay 53,651 4 13,413 2,253 0 Sault Ste. 75,141 4 18,785 2,981 1 Marie Peterborough 78,698 6 13,116 2,098 0 Windsor* 210,891 9 23,432 4,256 2 London* 366,151 23 15,920 2,787 3 Average -- -- 16,680 2,884 -- Sarnia 72,366 6 12,061 1,974 0 * Includes ice pads operated by outside partners, under agreement with the municipality (Windsor – 4, London – 5).

In terms of total population per ice pad, there is currently one municipal rink per 12,061 residents in Sarnia. This rate is more favourable than that of the comparator communities, which are currently providing ice pads at an average of one per 16,680. Non-municipal ice pads have been noted but not included in the analysis as many have different markets and operating profiles than municipal rinks.

These population-based standards, however, do not necessarily capture market-based demand considerations (such as changing participation rates, aging and diversity characteristics, geographic inequities, etc.). It is widely accepted that children and youth are the primary user of municipal arenas. Looking only at children and youth (ages 5- 19), Sarnia’s provision rate (one municipal ice pad per 1,974 youth) is also more favourable than the benchmark average (one per 2,884 youth). Based purely on these per capita measures, the City of Sarnia has more ice pads per population than each of the comparator communities.

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6.4 Participation Rates

In addition to hours rented, another indicator of demand is the number of participants registered in ice sports, shown in the table below for the past five seasons (where available).

Registration in Organized Ice Activities – 2010/11 to 2014/15 Age Group 2010/11 2011/12 2012/13 2013/14 2014/15 Youth Registration Sarnia Hockey Association 1,199 1,133 1,137 1,156 1,142 Sarnia Girls Hockey Association 200 200 200 200 200 Lambton Jr. Sting AAA 136 136 136 136 139 Skate Sarnia 191 174 202 225 225** Bluewater Regional Training 20 20 20 20 20 Centre* Sarnia Sting Hockey Club 25 25 25 25 25 Sarnia Legionnaires Hockey Club 20 20 20 20 20 Subtotal – Youth 1,791 1,708 1,740 1,782 1,771 Adult / Other Registration Sarnia Ice Hawks 17 17 22 25 23 PMHL 167 190 214 309 357 Bluewater Sports Hockey League 320 320 290 290 258 Micor Source for Sports n/a n/a n/a n/a 192 Leagues** 911 Hockey League** n/a n/a n/a n/a 170 Sunday Night Hockey League** n/a n/a n/a n/a 100 Women's Hockey League** n/a n/a n/a n/a 96 Teachers Hockey League** n/a n/a n/a n/a 60 Pick-up Groups** n/a n/a n/a n/a 900 Subtotal – Adult / Other n/a n/a n/a n/a 2,156 TOTAL n/a n/a n/a n/a 3,927 Source: local user groups, unless otherwise noted Note: Excludes spring/summer sessions * Groups also make frequent use of Point Edward Arena. Figures shown are estimates for City of Sarnia arena users only. ** estimate

Based on data provided by the primary user groups, the total number of youth users in Sarnia (1,771 in 2014/15) has been remarkably steady over the past five seasons,

City of Sarnia – Arena Management Study Page 35 March 2015 Page 142 of 376 Correspondence #1 - April 13, 2015 FINAL DRAFT FOR COUNCIL REVIEW typically fluctuating by only 1-2% each year. The data suggests that participation rates have generally levelled out and, given the forecasted decline in the youth population over the next fifteen or more years, without positive interventions, similar declines in minor ice sport registration are anticipated.

With an estimated 11,250 residents in Sarnia’s 5-19 age cohort (2014 estimate) and 1,771 registrants, this means that about 15.7% of children and youth participate in organized ice sports; this is near the lower end of the common range that we have observed in similar communities (typically between 15% and 25%), although the national average is closer to 9%. It also bears noting that this estimate includes non-City participants, which are drawn to programs such as Lambton AAA and Skate Sarnia that have catchment areas beyond the City’s municipal boundaries.

While children and youth constitute the primary users of ice time in Sarnia, the adult market must not be overlooked. Reliable registration data for adult users is more difficult to collect, particularly for past seasons; thus participation in several organizations was estimated based on an examination of rental hours. It is important to note that many adult groups are quite mobile and are willing to rent time at other arenas in the area based on ice availability and rates.

In other municipalities we have analyzed, adult bookings typically comprise 20% to 35% of all usage, noting that adults typically require less ice time (e.g., no practices) and thus are able to accommodate more users during their allotted hours. As the population ages, it is possible that this percentage will increase. In Sarnia, adult bookings currently account for 22% of all usage (but approximately 50% at the nearby Point Edward Arena), suggesting that the allocation to the adult hockey community is within the typical range.

It is also noteworthy that provincial norms suggest that about 5% of adults ages 20 to 49 are involved in ice sports. We estimate that about 8.6% of Sarnia adults ages 20 to 49 are active users of the City’s arenas, suggesting that the local adult ice sport participation is substantially higher than the norm. As was noted previously, adult groups tend to receive more favourable ice times at present in the City compared to many other communities. It is predicted that adult participation should fluctuate at a rate similar for population changes in this age cohort, all other factors being equal.

The projected number of ice participants is calculated by applying overall participation rates to the forecasted population of the identified age groups. In doing so, the needs assessment model makes a number of assumptions relating to participation and population growth. First of all, it is assumed that the City will grow at the rates identified in Section 2 of this Study. Changes in the population forecasts could impact the estimated ice demand for Sarnia; therefore, it is recommended that the population projections and their impact on the needs assessment be closely monitored over the coming years. In addition, except where otherwise noted, this report assumes that participation rates in hockey, figure skating, and their related disciplines will grow in proportion to population growth over the course of the planning period.

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With this in mind, the following table illustrates the youth and adult registration levels forecasted for the City of Sarnia assuming that ice supplies are not unduly constricted.

Projection of Registered Ice Sport Participants, City of Sarnia (2014/15 to 2031) 2014/15 Age Group (actual) 2016 2021 2026 2031 Youth/Core Registrants (based on a 15.7% participation rate 1,771 1,708 1,649 1,604 1,505 for residents ages 5 to 19) Adult/Other Registrants (based on a 8.6% participation rate for 2,156 2,111 2,003 1,908 1,835 residents ages 20 to 49) Total Registrants 3,927 3,819 3,652 3,512 3,340

Based on the extension of current participation rates, by 2031 overall registration in local ice organizations is anticipated to decrease from 3,927 users to 3,340 users – a 15% decline (587 registrants) between 2014 and 2031. This decline is projected to be shared equally between youth and adult users as both the youth (ages 5 to 19) and adult (ages 20 to 49) age cohorts are expected to decline at generally the same rate. This is not necessarily to say that ice demands will decrease by 15%, as the specific ice needs of users may change over time, rather that aging and declining population trends will have significant implications on the number of participants making regular usage of the City’s arenas.

6.5 Arena Needs

A market-specific target is the preferred approach because it is able to consider the impact of participation trends, population growth, and demographic factors. It can also be set at a level that is consistent with local circumstances and public expectations, making it responsive to the specific needs of the City of Sarnia.

Before establishing the facility provision target, we must first look at the supply and how it is used. The City currently provides six ice pads. Based on the analysis in Section 6.1, the large majority of usage occurs through minor hockey, figure skating, and adult hockey rentals, all of which are subject to fluctuating participation based on a series of factors not the least of which is the size of the local market. Notable in Sarnia is the existence of two major junior teams (Junior A Sting and Junior B Legionnaires), which are largely unaffected by changes in the catchment population – these teams will continue to require generally the same amount of ice team year after year after year. For the most recent season, these two teams combined to use approximately 20 prime time hours per week, which accounts for 40% of an ice pad’s available prime time. Thus, when applying the recommended provision target, the current supply should be discounted by 0.4 ice pads, leaving the City with an effective supply of 5.6 ice pads to serve its residents and community-based organizations.

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The current estimated level of provision in the City of Sarnia is approximately 1 ice pad per 701 participants (based on 3,927 players for 5.6 ice pads). Looking just at youth, the City is currently providing one rink per 316 youth registrants at the present time. From our experience, this ratio of youth participants per ice pad is quite low; depending on the nature of the programming (most notably rep/travel hockey, which requires more ice time), we normally see a range of 400 to 600 youth per pad in most urban communities.

In establishing a locally responsive ice pad provision target, it is helpful to consider the various factors that are impacting ice utilization in Sarnia. Several of these factors were identified in Sections 3 and 4, but some key findings are summarized below:

 As a whole, youth registration has been steady for the past three years, but arena usage had dropped substantially prior to this time period. While some programs are showing modest growth potential, others are seeing small declines. Nearly 16% of local children/youth participate in organized ice sports. Overall, participation rates in ice sports are generally stable, although there are concerns that rising costs and interest in other activities could draw people away from ice sports over time.

 The number of youth living in Sarnia and the broader County have been in decline for several years now, reducing the size of the market from which ice organizations can draw. Both the youth (ages 5 to 19) and adult (ages 20 to 49) markets are expected to decline by a further 15% between 2014 and 2031 in both the City and County, suggesting that the future market for core arena users is shrinking.

 To remain competitive with other centres, there is a desire amongst youth hockey associations to increase practice time and offer additional skill development programs and tournaments. In many communities, shared practices are common at the house league level, sometimes in all divisions and at least up to and including atom; practices are not typically shared at the rep/travel level; practices are less common at the midget and juvenile house league levels.

 The prime time window is shrinking as groups are less willing to use ice time at the edges of prime time. Furthermore, usage during non-prime hours is quite low and declining, but is not currently out-of-line from the profiles of arenas in comparable communities.

 There is capacity for additional bookings in prime time (the 3-year average prime time usage rate is 80% in peak months), most notably on weekends. While some of these available hours may be difficult for certain groups to use (e.g., weekends), those communities where the supply and demand are in closer balance typically find a way to use 90 to 95% of prime time hours.

 Local organizations (mainly Lambton AAA and PMHL) estimated that ice requests for next season could increase by 14.5 hours per week (prime and/or non-prime). An examination of registration levels and common standards of play

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suggests that the current amount of ice time allotted to ice users in Sarnia is reasonable; therefore, opportunities to use current ice times more efficiently should be considered before undertaking any significant restructuring of prime time hours involving youth priority users.

 The percentage of the adult population participating in ice sports in Sarnia (8%) is higher than in many comparable communities, suggesting that adults are receiving sufficient ice time. Given the availability of prime time hours, the times at which adults are playing (e.g., 8pm on weekdays and mid-evening on weekends) are more favourable to the users than is typical in many other communities. In 2013/14, adult rentals accounted for 24% of all prime time rentals in the City of Sarnia.

 The continued availability of arenas for major tournaments has been raised as a concern by user groups. For instance, the Silver Stick Tournament has been running in Sarnia for about 40 years, using rinks in the City and surrounding area. In 2014, it attracted 94 teams (up from 66 in 2013) and its economic impact has been previously estimated at over $4 million. If fewer rinks were available, this would likely impact the number of teams and local organizers have expressed concern that arena closures might prompt the tournament director to consider relocating to another community. This would not be a significant issue if Germain Park Arena was made unavailable (as it is used only sporadically for the Silver Stick Tournament), but it would be more of a concern if one of the City’s larger rinks was removed from the inventory. While this is a reasonable concern, it should be emphasized that municipalities do not typically build or maintain ice rinks only for the occasional tournament – the day-to-day and week-to-week usage by local residents is what sustains most rinks and should be the emphasis of any usage analysis.

 The supply of arenas in Sarnia is supplemented to a degree by the Point Edward Arena, which serves not only its in-house minor hockey and figure skating programs, but also several adult groups, many of which are likely heavily comprised of Sarnia residents. It is anticipated that this usage pattern will continue, although declining registration at the youth level over time could free up a modest amount of ice time for other rentals. The supply and changing usage patterns of arenas in other areas of the County may also have an impact on the regional availability of ice times.

 With the City now responsible for operations of the RBC Centre, some have expressed a desire to schedule additional entertainment events beyond the existing ice sports. The potential for scheduling additional entertainment events is beyond the scope of this analysis and not been assessed, although it is recognized that such events may create occasional disruptions or displacement of ice users.

Some municipalities utilize a provision target that blends youth and adult registrants together; however, these two groups utilize ice very differently. For example, adult

City of Sarnia – Arena Management Study Page 39 March 2015 Page 146 of 376 Correspondence #1 - April 13, 2015 FINAL DRAFT FOR COUNCIL REVIEW demand is more elastic (i.e., an ability to use non-prime hours or to discontinue play for seasons at a time) and there is greater mobility (i.e., they can use arenas outside the municipality), whereas youth are the dominant user of local prime time ice, which is in limited supply. Furthermore, as discussed in the previous section, the number of youth and adult ice sport participants are expected to decline at generally the same rate into the future. For these reasons, a youth-based target is the preferred metric for forecasting ice demand in Sarnia. The City is currently providing one rink per 316 youth registrants at the present time.

Based on the aforementioned factors, it is recommended that a provision target of 1 ice pad per 400 youth registrants (ages 5 to 19) be utilized for assessing City-wide ice pad needs. This target, which is a slightly more conservation version of one that has been successfully applied in several other communities, assumes the following:  that youth will continue to use the large majority of prime time hours;

 that the City will attempt to accommodate the majority of adult ice groups in non- prime times, recognizing that certain prime hours not conducive to youth may be used for adult rentals;

 that the intent is to accommodate the needs of all local groups within City (i.e., not regularly renting time outside of the municipality); and

 that groups will be willing and able to pay for the entirety of their ice needs.

The following table illustrates application of the preferred provision target, assuming the existing rate of participation is maintained (i.e., at 16%) and that the youth market segment (age 5 to 19) changes at the forecasted rate.

Projection of Ice Pad Needs, City of Sarnia (2014/15 to 2031) 2014/15 2016 2021 2026 2031 Forecasted Number of Youth 1,771 1,708 1,649 1,604 1,505 Registrants Number of Ice Pads Required (based a provision target of 1 ice pad 4.4 4.4 4.2 4.1 3.8 per 400 youth registrants) Surplus Ice Pads (based on a 1.2 1.2 1.4 1.5 1.8 current supply of 5.6 ice pads*) * Current supply has been discounted by 0.4 ice pads to account for major junior teams, which are unaffected by changes in the catchment population.

This analysis identifies a surplus of 1.2 ice pads at present, growing to 1.8 ice pads by 2031. If one ice pad was eliminated from the active inventory, the current number of youth participants per ice pad would be 354, still well within the recommended range. Eliminating two ice pads, however, would increase this ratio to one per 443 youth participants; this is not recommended at this time as it would create

City of Sarnia – Arena Management Study Page 40 March 2015 Page 147 of 376 Correspondence #1 - April 13, 2015 FINAL DRAFT FOR COUNCIL REVIEW substantial challenges for youth programming and cause adult rentals to occur almost exclusively within non-prime times (which could significantly impact adult participation). On a per capita basis, a supply of five ice pads would result in a provision level of one ice pad per 14,472 residents, which is below the benchmark average of 16,680 and within an appropriate range for communities with characteristics similar to Sarnia.

This analysis finds that there is currently a surplus of one ice pad in the City of Sarnia and that demand is likely to decline further as the years pass due to the City’s aging and declining population. However, the forecasts do not predict that the City will reach a point where a second ice pad could be considered surplus until closer to 2031, if at all. Barring any unforeseen developments, a supply of five ice pads will be adequate for meeting the needs of City of Sarnia residents for at least the next ten years and likely for some time beyond this period. It is recommended that the City continue to monitor local participation and population forecasts, as well as the regional ice arena market as these factors could impact local demand and decisions regarding future facility provision.

Options and strategies to address the City’s current and future supply of arenas are discussed in Section 10.

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7.0 Indoor Turf Needs Assessment

The demand for indoor turf facilities is being assessed within this Arena Management Study for the sole purpose of examining the demand and viability of re-purposing an existing arena, should one be deemed surplus. The option of converting Germain Park Arena into an indoor turf facility has been discussed previously, although it is recognized that such facilities can take many different forms and can be operated by many different providers. The provision of indoor turf space would represent a new service level in the City and – without the benefit of a process such as a comprehensive master plan – it is not possible to understand how this service fits in with the broader needs of the community.

To inform future discussions, this section identifies factors contributing to local indoor turf facility needs and examines participation rates in local field sports, as well as the utilization of gymnasiums for winter activities. In identifying current and future indoor turf facility needs, a demand analysis was undertaken based on a combination of accepted standards of play, market-driven factors, and other local circumstances including trends and stakeholder input.

7.1 Indoor Turf Utilization

There are no indoor turf facilities, municipal or otherwise, in the City of Sarnia at present. All winter indoor soccer activities are offered out of school gymnasiums, as are several other sports such as football and baseball training. Box lacrosse is played out of arenas in the summer and there are currently no winter field or box lacrosse opportunities. The local rugby association has used private facilities in the past but will be looking for alternatives this year. In some communities, indoor turf is also appealing to cricket, field hockey, and ultimate frisbee; however, we are not aware of any such organized activities in Sarnia.

In most communities with indoor turf facilities, the usage profile is very heavily weighted toward soccer (often youth and adult in near equal amounts). Common soccer activities include a mixture of skill development, training, and leagues, as well as tournaments and special events. As soccer programs can span the entire indoor season (generally 24-weeks between October and April), they are a preferred use over most other field sports that are looking to rent time for shorter timeframes leading up to the outdoor season. Occasional rentals, however, are very important in filling vacant timeslots and efforts to design any indoor turf facility so that it can accommodate multiple activities is a must.

Locally, minor and adult soccer clubs are largely dependent on gymnasiums within elementary, secondary, and post-secondary schools. Soccer that is played in gyms is called futsal and, due to the hard playing surface and small dimensions, is a much different game from what is played on turf. As such, user groups have indicated that the skills developed while playing in gymnasiums do not transfer well to the outdoor game. In addition, school gyms are often too small for field sport activities and not conducive

City of Sarnia – Arena Management Study Page 42 March 2015 Page 149 of 376 Correspondence #1 - April 13, 2015 FINAL DRAFT FOR COUNCIL REVIEW for training for sports such as baseball, football, lacrosse, or rugby. Access to school gymnasiums (although generally affordable) is becoming increasingly difficult for many groups as the facilities are in high demand for school uses and court sports – this is an issue in both Sarnia and province-wide. As a result, some teams are travelling to other communities (e.g., London, Woodstock, etc.) to rent time at indoor turf facilities in order to support their increasing off-season training requirements.

7.2 Pressures Impacting Indoor Turf Requirements

To assist in determining the appropriate provision of indoor turf facilities, input was solicited from sport field user groups in the City. The following 11 sport field organizations completed a worksheet and/or participated in focus group sessions:

 Sarnia FC  Sarnia Girls Soccer  GallaDev's Soccer Academy  Sarnia Women's Soccer Club  Sarnia Men's Industrial Soccer Leagues  Bluewater Football  SMAA Lacrosse  Field Lacrosse  Sarnia Saints Rugby  SMAA Baseball  Sarnia Girls Fastball

Note: The following summary represents the opinions of local sport field organizations at the time of the consultation (see Appendix A for more detail). Confirmation of current facility utilization and future needs is addressed through subsequent sections of this report; input from local groups is only one of several inputs used in the future demand model.

In terms of indoor field sport usage and demand:

 There is substantial community interest in a multi-use indoor turf facility. The groups were unanimous and strong in their belief that the City needs and can sustain an indoor turf facility, possibly with multiple fields. This is based on the popularity of current programs (many of which are restricted by current space limitations), pent-up demand for new programs, the broad range of sports groups that are seeking access, and provision levels in other communities. An increased focus on skill development at both house league and competitive levels is also leading to growing demand, as is burgeoning interest in adult soccer.

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 Many organizations would be interested in using an indoor turf facility, particularly during prime time. Sensitivity to rental rates would have a significant impact on field usage, as would any potential allocation policy.

 While summer usage would be much lower, field lacrosse indicated interest in using the facility.

In relation to future indoor turf facility provision strategies and building / design practices, groups indicated that:

 The continued use of school gymnasiums for field sport activities was not viewed by groups as a viable option.

 A variety of potential facility designs were discussed with the groups. The preferred form of development expressed by groups would be an air-supported dome, as this could be a seasonal operation, would be more cost effective than a permanent purpose-built facility, and could be designed to hold multiple fields.

 Should the development of a new facility not be supported by the City, interest was mixed for the potential re-purposing of Germain Park Arena. While most agreed that it would be better than nothing, many felt that it would only be a short-term solution as it is too small for older youth and adults, it would still require substantial renovations, and it would only provide for a single field.

 Municipal operation of such a facility was the option preferred by the groups (compared to being operated by a non-profit or private group).

 The groups felt that an indoor turf facility would have no negative impact on the City’s outdoor turf field (Norm Perry Field) as it is already being used to capacity

The development of indoor turf facilities is a widespread trend across Canada. The following points provide a brief overview of some of the key drivers behind this:

 Demand for soccer has risen dramatically over the past two decades, although this growth has recently fallen off. This rise can be attributed to the gender neutrality of soccer, its affordability, its relevance to a wide range of ethno- cultural groups, and increased exposure at all levels. Indoor soccer appeals to a smaller market segment than the outdoor game, but has been made a priority by many organizations as part of the sport’s long-term athlete development model.

 The number one reason for not participating in sports activities is “lack of time”. Indoor facilities are not affected by the weather the way that outdoor fields are and, as such, allow people to participate when they have the time.

 The capacity of many soccer organizations is maturing, resulting in a greater emphasis on year-round player development and training excellence.

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 With soccer accounting for the majority of registered rectangular field users, it is highly likely that this sport will be the primary user of a future indoor turf field, should one be provided. However, sports other than soccer are also emerging and seeing the benefit of year-round play and training opportunities. Depending on their design, indoor turf facilities can be utilized for a number of sports in addition to soccer; including lacrosse, football, rugby, field lacrosse, ultimate frisbee, baseball training, lawn bowling, special events, and party rentals.

 The design of indoor field sports facilities is improving. For example: o the introduction of “field turf” technology provides a more natural, grass- like surface; o numerous construction options and facility components are available, including air supported domes (which are more affordable than pre- engineered structures and are gaining support in several communities), permanent buildings, or converted facilities (such as a re-purposed arena); and o many communities are building them as part of other community complexes to make use of economies of scale and to accommodate cross-programming opportunities.

 With sufficient demand levels, most indoor turf facilities generate strong cash flows, but can be challenged to maximize usage during the summer and daytime hours. While not necessarily a revenue generator, utilization of the field for pre- school and senior programs during the daytime can add significant benefit to the community.

Although not an approach preferred by local groups, indoor soccer facilities in some communities are operated in partnership with local soccer clubs or private organizations to reduce construction and/or operating costs and to maximize usage. A few years ago, Sarnia FC donated $125,000 (which is being held in reserve by the City) for the future development of an indoor turf facility. Relationships between municipal governments, other public agencies, and community organizations have represented valuable ways to offer service delivery benefits for years. There may also be interest from the private sector and/or the education sector to consider a partnership of some form.

7.3 Benchmarking

For benchmarking purposes, we have examined indoor turf facility provision in relation to population. While it is recognized that every community has a slightly different socio- demographic composition and different sport participation rates, requests are often made to understand how one community compares to others. The same communities that were used to compare arenas has been used.

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Market Research – Indoor Turf Facility Provision in Comparator Municipalities Indoor Turf Fields (Municipal / Non-profit) Number of Population Population 2011 Fields per Field per Field Municipality Population (small-sided) (total) (ages 5-19) Belleville 49,454 1 49,454 8,276 North Bay 53,651 0 -- -- Sault Ste. Marie 75,141 2 37,571 5,962 Peterborough 78,698 1 78,698 12,588 Windsor 210,891 1 210,891 38,304 London 366,151 6 61,025 10,684 Average -- -- 75,817 13,110 Sarnia 72,366 0 -- --

In terms of total population per indoor turf field, the current average of the benchmarked communities is one small-sided field per 75,817 residents or 13,110 youth (ages 5 to 19); this average includes municipal, non-profit, and privately-operated turf facilities. There are currently no indoor turf fields in the City of Sarnia, although the City does have a population closely approximating the average benchmark provision level.

7.4 Participation Rates

With no indoor turf facilities at present, one measure of demand is the number of participants registered in both indoor and outdoor field sports, most notably soccer activities which have the greatest ability to use turf fields for the duration of the winter season.

Based on information provided by local user groups, for the past 2014 summer season, there were about 3,225 outdoor soccer participants in the City of Sarnia:  Sarnia FC (youth and adult): 1,000  Sarnia Girls’ Soccer Association (youth): 1,475  GallaDev’s Soccer Academy (youth): 350 (estimate)  Sarnia Men’s Industrial Soccer League (adult): 350  Sarnia Women's Soccer Club (adult): 50

Based on information provided by local user groups, for the past 2013/14 winter season, there were about 960 indoor soccer participants in the City of Sarnia:  Sarnia FC (youth and adult): 390  Sarnia Girls’ Soccer Association (youth): 280  GallaDev’s Soccer Academy (youth): 150 (estimate)  Sarnia Men’s Industrial Soccer League (adult): 100  Sarnia Women's Soccer Club (adult): 40

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There are approximately 2,775 youth playing outdoor soccer in Sarnia, about 1,000 more than the number playing ice sports. With an estimated 11,250 residents in Sarnia’s 5-19 age cohort (2014 estimate) and 2,775 registrants, this means that about 25% of the City’s children and youth participate in organized outdoor soccer, a rate that is substantially higher than the provincial average.

For every 3.4 outdoor soccer players, one is playing indoor soccer in the City; despite having to play in gymnasiums, this ratio is generally in line with trends seen across the province. Local participation rates indicate that there are six outdoor youth soccer players to every one outdoor adult soccer player; compared to provincial participation rates, this indicates that outdoor adult soccer in Sarnia may have room for future growth. Looking at indoor participation, youth currently outnumber adults more than three to one in Sarnia; provincial rates are closer to 1.5 youth to adult indoor players, again suggesting that there may be pent-up demand for indoor adult soccer opportunities in the community.

Looking back at available registration data from the past few years, it would appear that both outdoor and indoor soccer participation has been relatively steady in the City. As identified earlier, declining registration has been reported by Lambton Kent Soccer Association, which is the umbrella association for all affiliated Sarnia member organizations (including those in Lambton County and the Municipality of Chatham- Kent).

Complete participation data for other sports (e.g., baseball, football, lacrosse, etc.) is not currently available, nor is it necessary to project indoor demand as these sports tend to be secondary users of indoor turf facilities, with usage heaviest in the spring.

7.5 Indoor Turf Facility Needs

One of the key deliverables of this study involves an examination of the demand for a new multi-use indoor turf facility in Sarnia. The type of recreational spaces and activities proposed for the new facility must be examined closely to ensure that they are designed to meet needs over both the short and long-term without creating an unsustainable level of service. Our review is based on a series of inputs, including: background documents, demographic and trends data; participation data; and feedback from local stakeholders.

From the consultants’ experience, we have found that nearly every urban community in Ontario with a population over 100,000 has at least one indoor sports field and some communities less than half this size are beginning to provide such facilities. It is not out of place for the City of Sarnia, with a population of over 70,000, to be considering such a facility (as indicated earlier, the benchmark average was one field for approximately every 75,000 residents). The decision to provide an indoor turf facility is driven by a variety of factors that may be unique to each community, including strength of local organizations, activity interests, demographic profiles, willingness to travel, regional supplies, construction and operating cost, etc. As a result, a per capita provision target is not the recommended approach for determining indoor sports field needs; rather, it is more appropriate to look at the usage potential from local sports organizations.

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It is estimated that there are a total of 3,225 organized outdoor soccer players (youth and adult) in Sarnia. In addition, soccer is played at the high school and post-secondary levels. During the winter, 960 players are currently registered in indoor programs operating out of gymnasiums, a sub-standard facility type for this activity. Football, rugby, lacrosse, and baseball are other sports that have expressed interest in using an indoor sports field during certain times of the year. There may also be opportunities for other sports to utilize the space for training and special events.

In total, local soccer organizations indicate that they can utilize 48 to 62 hours on a weekly basis during the winter season to better accommodate their existing and expanded programs (Sarnia FC: 40 to 50 hours; Sarnia Men’s Industrial Soccer League: 8 to 12 hours). This may be a conservative estimate of requested hours as other soccer groups also expressed interest (e.g., Sarnia Girls’ Soccer Association, GallaDev’s Soccer Academy, Sarnia Women's Soccer Club), but did not provide an estimate of demand. Based on the anticipated user profile, not all of these requested hours need to be during prime times.

Modest usage during the late winter / early spring was also expressed by some football, rugby, and baseball organizations; potential off-peak season usage is considerably lower and more variable as most activities shift outdoors. Some usage could also come from non-residents; however, this will depend on several factors and is likely to be a minor factor given the smaller population counts of surrounding communities.

Each indoor turf field has the capacity to offer 55 prime time hours per week (Monday to Friday from 5 to 10 pm and Saturday to Sunday from 7 am to 10 pm), in addition to non- prime hours. It is reasonable to expect that a one-field indoor facility could be used for over 60 hours per week (mostly prime time and evenings after 10pm), a two-field complex for over 120 hours per week, and so on; these figures do not include usage during the daytime (which would be sporadic).

It should be noted that indoor field dimensions can vary widely from facility to facility, but are similar to hockey rinks with widths generally ranging from 75 to 100 feet and lengths of 165 to 200 feet. Fields used for small sided soccer typically have modest play-out boundaries rather than boards. In larger communities, multiple fields can be combined to form a larger field, although the smaller fields are by far the most common rental unit.

Based on these requests, the current demand is equivalent to one indoor turf field in peak season. However, if additional requests for season-long contracts emerge and are validated – such as for girls’ soccer, women’s soccer, and soccer academy – the case for a second field could be considered.

While relying on stated requests from user groups is one approach to determining needs, these requests (and lack of response from some groups) can also be confirmed using a number of demand metrics. There are currently 2,775 youth registrants playing with local outdoor soccer clubs and these clubs are drawing a high percentage (25%) of local youth, suggesting no pent-up demand. Profiles of high-performing indoor turf facilities (with strong local soccer clubs) suggest that for approximately every three

City of Sarnia – Arena Management Study Page 48 March 2015 Page 155 of 376 Correspondence #1 - April 13, 2015 FINAL DRAFT FOR COUNCIL REVIEW outdoor youth soccer players, one will also play indoor soccer where the facilities are available (the current ratio for youth in Sarnia is 3.4 to 1). If this were the case in Sarnia, indoor youth soccer registration would be approximately 925, 25% higher than current levels (740 indoor participants).

There are currently 450 adult registrants playing with local outdoor soccer clubs; however, comparisons to other communities suggest that demand could be higher. Profiles of high-performing indoor turf facilities (with strong local soccer leagues) suggest that for approximately every 1.5 youth indoor soccer players, one adult will also play indoor soccer where the facilities are available (the current ratio in Sarnia is 3.4 to 1). If this were the case in Sarnia, indoor adult soccer registration would be approximately 620, 180% higher than current levels (220 participants).

Assuming that a high quality indoor facility and associated programming were available in the City, the projected demand for indoor soccer in the City of Sarnia is approximately 1,545 players (925 youth and 620 adults).

The average indoor soccer program requires 1 hour per week on an indoor field for approximately every 25 players; this ratio can vary depending on the age of the participant, the level of competition (e.g., rep/travel teams require more practice time), and the type of activity (e.g., skills training, game, etc.). Applying this ratio to the projected number of participants finds a demand for 61 hours per week for soccer activities, assuming that all groups would shift their indoor soccer programs away from gymnasiums (which is a common occurrence in communities that have indoor turf facilities). This calculation does not account for access by other sports. Profiles from other indoor facilities suggest that soccer will be far and away the predominant use. Unless there is a non-soccer group that requires significant access, the proportion of non-soccer usage is likely to be close to 10% or 15% (up to 9 hours per week).

Based on this demand methodology, the demand for indoor turf facilities (for all indoor field sport uses) in the City of Sarnia is currently assessed at 70 hours per week. Based on an average weekly capacity of 60 hours (mostly prime time and evenings after 10pm), this translates into a current demand for 1.2 fields.

Looking toward the future, it is important to note that the size of the market for indoor field sports likely peaked a few years ago. The City’s aging and declining population (15% fewer youth and younger adults by 2031) does not lend support to providing a second indoor turf facility. Even with the development of new leagues, programs, or activities, it is anticipated that the provision of a single indoor turf field would be suitable to meet local indoor field sport needs for the foreseeable future. As identified earlier, should the City be unable to provide such a facility, a common approach in many communities is for indoor turf facilities to be operated by local soccer clubs or private sector companies.

Options and strategies to address the potential provision of an indoor turf facility, should Germain Park Arena be deemed surplus, are discussed later in this report.

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8.0 Building Assessment

This section includes a critical examination of the ability of each City of Sarnia arena to meet current and future needs based on visual inspection, recently completed condition and lifecycle assessments, and a high level comparison to contemporary accessibility design standards. Issues and opportunities with respect to facility upgrades have been identified.

8.1 Municipal Arena Inventory

The City currently operates six ice pads at four different sites (single pads at Germain Park and Sarnia Arenas, and twin pads at Clearwater Arena and RBC Centre); there are no other arena providers within the municipality.

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Description of Municipal Arenas Last Major Size of Seating Change Arena Year Built Renovation Size (sf)* Rink (ft) (approx.) Rooms Clearwater – Blue 1975 185 x 85 ~1,000 5 n/a 53,794 Clearwater – Red 1989 185 x 85 ~300 5 Germain Park 1973 1995 24,160 180 x 80 ~200 4 4 (+2 5,500 (+42 RBC #1 200 x 85 team suites) 1998 n/a ~95,000 rooms) RBC #2 200 x 85 ~200 4 Sarnia Arena 1948 1981 / 2009 44,010 190 x 80 2,302 4 * Square footage figures from Building Condition Assessments (2014) and Electricity Survey and Analysis (2013)

8.2 General Facility Condition & Lifecycle

As part of the BMA Report commissioned by the City in 2013, it was revealed that the City of Sarnia’s per capita spending on indoor recreation facilities (which include arenas, amongst other facilities) was the lowest among 24 comparable municipalities. In fact, the City’s spending average of $18 per capita was over three times lower than the average of the comparator municipalities ($58 per capita). The next lowest amount spent was Peterborough at $27 per capita while Newmarket was the highest at $120 per capita. Clearly, the City of Sarnia’s investment in its indoor recreation facilities is not keeping pace with that of other communities.

Based on this research, visual observations, and input from user groups, it is clear that, while the City’s arenas are generally well maintained on a day-to-day basis, the lack of sustained investment – coupled with the need for modern upgrades – is impacting their ability to meet today’s expectations. There has been no regular capital maintenance program and funding for work has been project-specific, often after the lifecycles have expired. Most notably, as discussed later in this section, some roof systems and physical plants are close to their end of lifecycle. Further, based on the experiences in other communities that the consultant has worked, the public’s expectations are also rising and driving demand for higher standards in design and provision. Many of the City’s arenas are dated and lack the amenities common in more modern facilities, particularly those related to user comfort, such as entrances, lobbies, concessions, washrooms, and change rooms.

Our experience leads us to believe that the City’s arenas are in need of significant attention and investment. As it stands, service interruptions are becoming increasingly common in Sarnia due to mechanical failures, leaky roofs, and the need for reactionary repairs. As time goes by, the possibility of a catastrophic system failure becomes more pronounced, a circumstance that would cause the City to shutter a facility for a lengthy period of time. This is not hyperbole – other communities have experienced such

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To inform the Arena Management Strategy, the City has recently prepared a number of capital lifecycle assessments for its arenas, including Asset Sustainability and Electrical Surveys for all arenas (completed by Ameresco Canada in 2013), as well as Building Condition Assessments for RBC and Sarnia Arenas (completed by NA Engineering in 2014). These studies have assisted in identifying current deficiencies, deferred maintenance items, and long-term capital requirements. In turn, these tools help to prioritize needs over wants, manage risks, and maximize investments by making improvements before most costly deterioration sets in. Proper asset management planning is becoming a larger component of successful applications for federal and provincial capital funding.

In 2012, the City retained Ameresco Canada to provide an arena building assessment (including the maintenance building in Germain Park), a process that included detailed building system lifecycle5 and energy audits. Most of the City’s arena portfolio is over 40 years old and the City has been unable to keep pace with the rising maintenance and capital renewal needs, leaving a growing backlog of deferred capital projects. As stated in Ameresco’s 2013 Asset Sustainability Report:

“As facilities age they require increased maintenance and ‘Capital Renewal Investment’. As building systems near their ‘end of life’, the risk of failure, and dissatisfied customers, increases. Aging buildings generally become more expensive to maintain and the level of funding for maintenance and building renewal directly impacts the quality and overall condition of the portfolio. In addition, functional needs can shift as user demands change over time, requiring renewal investment to adapt facilities for new uses.”

The audits found that the City had accumulated $3.1 million in accumulated deferred renewal for its four arena facilities (excluding the Germain Park Operations Building) and that this amount was estimated to grow to nearly $9 million in 5 years, if all arena facilities were maintained. The City has allocated approximately $500,000 annually for capital repairs and replacements in its long- term capital forecast ($575,000 was budgeted in 2015), a funding level that is insufficient to address the deferred maintenance and short-term renewal requirements. This scenario is not unusual for most municipalities, many of which are currently in similar situations due to the lack of established reserves. Going forward, the Ameresco report recommended that 2% of current replacement values should be allocated for annual renewal, assuming that the backlog of deferred maintenance is addressed. 2% of the replacement value of City arenas ($45.7 million) translates into an

5 Lifecycle audits included non-invasive assessments of structural systems, building envelope systems, interior systems, mechanical and electrical systems, and general grounds and site.

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The Ameresco report utilizes a Facility Condition Index (FCI) metric that manages overall building risk and ensures continued asset sustainability. FCIs are calculated by dividing the capital renewal cost backlog by the replacement value of the facility (based on the current size, design, and level of amenity). In general, the higher the FCI, the more immediate and significant the capital improvements are. The following are the ratings applied to various FCI levels:

 less than 5% = Good  5% to 9.9% = Fair  10% to 29.9% = Poor  30% or greater = Critical

Facilities with a “critical” FCI tend to share the following characteristics:

 high probability of unplanned component failure  high operational costs, including emergency repair and maintenance  the asset exhibits serious signs of deterioration  functionality of the entire asset has been compromised in one or more ways

The following table illustrates how the FCI compares across the City’s arenas. The Germain Park Arena is already well into the “poor” range. The other arenas are currently in “fair” condition, but all migrate to the “poor” range by 2017 or earlier without remediation. A facility with a rating of good or fair is being sustained at an acceptable level of risk, whereas a facility categorized as poor or critical carries additional liability.

Facility Condition Index (FCI) Comparison, City of Sarnia Arenas FCI 2013 2017 2022 2027 2032 6.9% 19.0% 28.2% 34.5% 31.8% Clearwater Arena Fair Poor Poor Critical Critical 13.2% 21.8% 22.4% 28.0% 31.7% Germain Park Arena Poor Poor Poor Poor Critical 5.4% 13.9% 23.4% 32.4% 33.6% RBC Centre Fair Poor Poor Critical Critical 6.0% 16.3% 16.8% 17.6% 23.8% Sarnia Arena Fair Poor Poor Poor Poor Source: Asset Sustainability Report, Ameresco Canada, 2013

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Estimated Capital Backlog by Arena Annual Funding Estimated Existing Required to Capital Structure Facility Maintain Asset Backlog Replacement Condition in Fair Condition (2013) Value Index over 30 years Clearwater Arena $840,000 $12.2 million Fair (6.9%) $188,000 Germain Park Arena $728,000 $5.5 million Poor (13.2%) $58,000 RBC Centre $1,002,500 $18.5 million Fair (5.4%) $240,320 Sarnia Arena $573,500 $9.5 million Fair (6.0%) $71,680 TOTAL* $3,144,000 $45,700,000 $558,000 Average per Facility $786,000 $11,425,000 $139,500 * Excludes Germain Park Operations Building Source: Asset Sustainability Report, Ameresco Canada, 2013

The Ameresco report suggests that the City could realize significant operational cost savings through the closure of Germain Park Arena and energy-efficient capital improvements to its other arena facilities (e.g., lighting, mechanical equipment, HVAC systems, building automation systems, accessibility upgrades, interior improvements, etc.). These annual savings could then be reinvested in facility upgrades in order to reduce the unfunded renewal amount. The City has yet to begin implementation of the recommendations contained in the Ameresco report.

While the lifecycle data provides a powerful illustration of the City’s capital backlog for arenas and an indication of which arenas require additional investment, it must be considered in the context of many other factors that are more difficult to quantify in monetary terms, such as level of amenity, usage, community benefit, etc. For instance, the lifecycle data does not consider functional or accessibility improvements, rather they only account for necessary structural, mechanical, and electrical requirements that will allow facilities to operate in their current form – this is addressed in the following section of this Arena Management Study. Further, the statement of capital costs includes direct costs associated with capital works, but it is not clear if soft costs associated with project management, design, related fees, and contingencies are also included. As a result, the capital renewal costs may be underestimated.

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8.3 General Facility Design Characteristics

Many of the City’s arenas lack the following attributes that are common in modern facility design:

1. Appropriately sized ice surfaces

The modern standard is 200 by 85 feet; smaller ice surfaces can create safety concerns for older youth and adult players/skaters; many smaller surfaces also have more limited space in player benches, penalty boxes, etc. The City’s smallest rinks include: o Germain Park Arena (180 x 80 feet) o Sarnia Arena (190 x 80 feet) o Clearwater Arena (185 x 85 feet, both pads)

2. Seating and/or heated viewing areas

Municipal rinks without heated viewing areas (separated from rink) include: o Sarnia Arena o RBC 1 and 2 (restaurant only)

3. Appropriately sized and sufficient number of change rooms

The number and size of change rooms is becoming more important, with a minimum of 5 to 6 change rooms per pad (each being 650 to 700 square feet; the large majority of change rooms in the City’s arenas are well below this size). Municipal rinks with less than 5 public change rooms include: o RBC 1 and 2, which has 4 change rooms per pad (excluding dedicated team rooms for the Sting and AAA team) o Sarnia Arena, which has 4 change rooms (excluding dedicated team room) o Germain Park Arena, which has 4 change rooms

4. Dedicated showers and washrooms for each change room

Shared facilities can create challenges when scheduling mixed teams; some or all change rooms at the following arenas contain shared washrooms and/or showers: o RBC 1 and 2 o Sarnia Arena

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5. Barrier-free access

Examples include such as elevators to second floors, wider hallways, motion- activated doors, etc. Facilities with public areas that are only partially barrier-free include: o Sarnia Arena (e.g., limited accessibility within viewing areas and concession, showers are not accessible, no patron drop-off, etc.) o RBC Arena (e.g., both pads lack a fully accessible washroom, no accessible height transaction counters, etc.) o Germain Park Arena (e.g., showers are not accessible and door/corridor widths are narrow, lacks barrier-free seating options, etc.) o Clearwater Arena (e.g., showers and washrooms are not accessible and door/corridor widths are narrow, etc.)

None of the City’s arenas currently have motion-activated doors.

6. Energy-efficient structures and/or systems

All rinks have low-e ceilings (except for RBC 1 and 2) that result in an improved insulation factor, as well as dehumidification, and ammonia compressors. Recent energy audits found several areas where further improvements could be made. Based on these energy audits (Ameresco, 2013), the arenas requiring the most energy-related improvements are: o Clearwater Arena (approximately $850,000, primarily related to replacement of compressors) o RBC Arena (approximately $800,000, primarily related to replacement of HVAC units)

7. Community rooms, office and storage space for organizations, or other joint facility development with community recreation spaces that provide a mix of uses that promote the concept of a ‘community hub’

Arenas without attached community rooms or other recreational components include: o Germain Park Arena o RBC Arena

Arenas without adjacent open space to allow for future programmatic growth include: o Sarnia Arena

8. Off-street parking

Municipal rinks with smaller than average parking areas include: o Sarnia Arena o Germain Park Arena

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8.4 Clearwater Arena – Condition & Opportunities

Clearwater Arena is the City’s other twin pad facility, built in stages by the former Town of Clearwater. The arena is located within a large park (Clearwater Community Centre Park, which contains four baseball diamonds and two tennis courts, as well as several civic service sheds northwest of the arena) and adjacent to the YMCA of Sarnia- Lambton. Both the original ice pad (Blue rink, built in 1975) and newer pad (Red rink, built in 1989) are the same size (185 by 85 feet) and are served by a central corridor of change rooms located between the rinks. Ample parking (approximately 300 cars is located in proximity to the arena’s north entrance (shared with the adjacent YMCA); however, the lobby, concession, lower and upper community rooms, and Sarnia Sports Hall of Fame are all located at the south entrance to the facility. This facility is well used for a variety of community ice activities, as well as lacrosse and ball hockey in the summer. No significant renovations have been undertaken at this facility since it was built.

Clearwater Arena is an unremarkable facility that has major flow issues and the arena spaces represent the lowest common denominator (i.e., pre-engineered, with minimal finish). These arenas are very replaceable and are certainly able to be re-purposed (e.g., indoor soccer), but the building organizational/finish issues will remain.

Current Condition

General  The Arena complex presents a brick lower and metal cladding upper façade to Wellington Street. The other facades are painted block with metal cladding at the upper level.  The facility is sprinklered throughout.  In general, the building appears well maintained but the interior upper wall systems are showing some sagging, the interior finishes are heavily worn, and the interiors of the pre-engineered arena spaces are unexceptional.

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Accessibility  There is an accessible entrance.  There are no dedicated barrier-free washrooms.  The facility has an elevator to access the second level, but the size does not meet current standards.  The warm viewing areas have small temporary wood ramps and platforms to allow for a patron in a wheelchair to see the ice surface. These do not meet current standards.  None of the public counters have accessible height transaction areas.  None of the washrooms or change rooms are barrier-free.  The cold seating areas for the Red and Blue Arenas have no barrier-free seating.

Public Space and Circulation  Lobby and support spaces are in the front (south), but primary entrance off parking lot is in the rear (north). Patrons from parking lot must use change room corridor to access warm viewing, public washrooms, concessions, and multi- purpose rooms.  Building lacks designated patron drop-off area.  Main public area (off of Wellington Street) is a wide public space with warm viewing into both Red and Blue rinks.  An upper Community Hall overlooks the Blue rink; room has capacity of 282 persons, full catering kitchen, washrooms, elevator, and air conditioning.  A lower Community Room off of the main public lobby has a 125 person capacity.

Spectator Seating and Viewing  There are bench type seats for both Red and Blue Arenas. Blue rink has seating for approximately 1,000 (5 rows on each side), while the Red rink has seating for approximately 300 (3 rows on one side).  The bench seats in the Red Arena are consistent with those found in a community ice pad – bench type seats on one side of the ice.  The bench seats in the Blue Arena are arranged on both sides of the ice, and are suitable for accommodating home and away patrons.

Change Rooms and Washrooms  There are 10 change rooms between both pads.  Typical Arena change rooms are small by current standards and are not adequately baffled for views from the corridor.  Typical public washrooms are adequately baffled from views.

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Ice Plant and Rink Surface  Ice plants for Red and Blue Arenas are in separate mechanical rooms.  Red and Blue arenas both utilize reciprocating compressors. Both plants are past the end of their lifecycle expectation, with the Blue rink in particular operating very inefficiently due to age of the equipment.  Both ice surfaces are 185 by 85 feet – not standard NHL.  Both arena spaces have good ceiling heights (approximately 24 feet at the lowest point over the ice).  Board systems in both rinks have plywood backing and are clad with HDPE (1/4” plastic sheets). The board system in the Blue Rink is quite worn and the board system in Red Rink is in reasonable condition.  The facility has no internal snow dump pit.  Ice resurfacers must exit the building to access the other rink.

Opportunities

Upgrades  The Ameresco Report recommended upgrades to the refrigeration plant with a high efficiency system, among other items. The use of a pre-manufactured refrigeration system could mean that ‘Class B’ refrigeration technicians would not be required to monitor the plant, resulting in annual operational savings.  Possible upgrades include mechanicals, boards (Blue pad), rubber flooring, and parking lot. The general interior finishes are also worn and could be upgraded.

Expansion / Reconfiguration  There is room on the site for building both south toward Wellington Street and north toward the parking lot (although this option would require the removal of the civic storage buildings).  Both Red and Blue Arenas are reasonable candidates for conversion from ice to alternate uses.

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8.5 Germain Park Arena – Condition & Opportunities

Built in 1973 and renovated in 1995, Germain Park Arena is a basic single pad facility that is located within a large park (containing several baseball diamonds, soccer pitches, and tennis courts) and neighbouring on a residential area. The rink itself is the smallest in the City, measuring 180 by 80 feet. The rink has a sand base and is not usable for non-ice activities. Due to lower demand, this facility is not typically open during weekday daytimes, but is well used by the younger age groups within minor hockey organizations. The relative accessibility of the facility and smaller ice surface are also attractive for sledge hockey and less competitive hockey activities. The arena contains a concession, small warm seating area that is part of the main entrance, and four change rooms, but does not have a community room or other activity space. There is a small parking area (approximately 80 cars) that is shared with the park.

Germain Park Arena is an unremarkable building in a park setting, easily replaceable, but could also be adaptively re-used as ‘shell’ space assuming some upgrades.

Current Condition

General  The facility is a simple brick and metal clad building with load bearing block walls and limited windows.  The facility is not sprinklered.  In general, the building is well maintained, but the finishes are worn and the interior spaces are unexceptional.

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Accessibility  The entrance lacks automatic openers.  There is a barrier-free washroom area.  The warm viewing area does not meet barrier-free accessibility standards.  None of the public counters have accessible height transaction areas.  None of the change rooms are barrier-free.  The cold seating areas have no barrier-free seating.

Public Space and Circulation  There is a patron drop off at main entrance.  Lobby and public circulation space are minimal.

Spectator Seating and Viewing  There are bench type seats for arena, with seating for approximately 200 (2 rows / bleachers along one side).  There is a small warm viewing area at the main entrance.

Change Rooms and Washrooms  The facility contains 4 change rooms.  Typical arena change rooms are small by current standards and are not adequately baffled for views from the arena.  Public washrooms are small.

Ice Plant and Rink Surface  Two 50HP reciprocating compressors serve this arena. Refrigeration equipment is generally in good condition (per Ameresco Report).  Ice surface is 185 by 80 feet – not standard NHL.  The arena space has limited clear height (currently 18.7 feet to the beams).  Board system is finished in HDPE; in reasonable shape.  The facility has no internal snow dump pit.

Opportunities

Upgrades  The simple nature of the building structure could easily accommodate new high level glazing for natural light.  There have been no capital upgrades in the last 10 years.  An updated roof assessment would be required to ascertain the lifespan of this asset.

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Expansion / Reconfiguration  There is very limited room to expand this building as it is bound on the north by the parking area, on the south by residential houses and on the west by Sycamore Drive.  Germain Park Arena is a reasonable candidate for conversion from ice to turf, but the ceiling height in the arena hall is low at 18.7 feet for indoor sports.  There is also the possibility for converting the ice to alternate uses, such as pickleball courts, multi-purpose space, and other ‘wellness’ related uses; however, mechanical upgrades (HVAC and sprinkler) would be required.

8.6 RBC Centre – Condition & Opportunities

Located on municipally owned lands within the Lambton College campus, the RBC Centre is a twin pad sport and entertainment venue built by the City in 1998. Until the summer of 2014, the facility was privately operated, but was available for widespread community use; operations have recently been transferred to the City. The Sarnia Sting Ontario Major Junior A Hockey Club are a primary user and tenant within the main rink (RBC 1), which has seating for approximately 5,500 patrons in additional to approximately 42 suites. The second rink (RBC 2) is a community-level rink with limited seating. Both pads are NHL-size and offer ice during the summer (aside for a one- month period in RBC 1). The facility also contains a restaurant (the Hive), Sting retail store, box office, several concessions, administrative area, multi-use room, boardroom, Sting offices, and area being used by the Sting for dryland training. In addition to ice events, the RBC Centre hosts a wide range of concerts and special events from time to time. The large parking lot (in excess of 1000 cars) is shared with Lambton College, which charges a fee for daytime use (tickets are validated for arena users). No significant renovations have been undertaken at this facility since it was built.

RBC 1 is a good example of a ‘modern’ OHL arena that can accommodate many shows and events (although promoters / organizers have identified limitations) and is not easily

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Current Condition

General  RBC 1 operates as an entertainment and sports venue and RBC 2 serves as a community arena. RBC 1 has been designed to accommodate shows; and has ice level exiting, show power, and truck access.  The complex presents a modern highly articulated façade of a mix of materials, coloured block, metal cladding, precast, and window wall.  There is a lack of a single unifying entrance to the facility, rather entrance ‘gates’ are distributed along the façade at regular intervals.  The facility is sprinklered throughout.  In general, the building appears to be well maintained and RBC 1 has a complete and handsome spectator bowl.

Accessibility  There is an accessible entrance (secondary entrance) and the main public areas of the building are generally accessible, although the main entrance and ticket booth are not accessible from the exterior.  There is elevator access to the ice level and the box level from the main floor.  Many of the concessions do not have accessible height transaction counters.  Gate 1 (with direct access to RBC 2) is accessed only by a stair. Elevator access to RBC 2 can be gained through the accessible entrance into RBC 1.  RBC 2 was designed to be an accessible rink by 1996 standards, but in need of several upgrades to meet current accessibility requirements for sledge hockey.  There are no dedicated barrier-free washrooms.  The barrier-free stalls provided in public washrooms are small for current Facility Accessibility Design Standards (FADS) although they may meet the requirements for the Ontario Building Code (OBC).  Shower areas typically have a fold down seats but not the required handheld shower head required by the OBC.

Public Space and Circulation  There is no central ‘entrance’ to the facility and primary access to the ice level and RBC 2 is via a stair that does not pass a control point.  Ticket booth is at the ice level near Gate 1 – not in a central and accessible location.  There is a restaurant that affords views into both rinks.

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Spectator Seating and Viewing  The general concourse and circulation around RBC 1 and the seating serving RBC 1 are in good shape, offer good views, are served by concessions and washrooms, and are consistent with the expectations of a well appointed OHL arena. The area is served by individual seats.  The box level for RBC 1 offers good views, is served by dedicated concessions and washrooms and is consistent with the expectations of a well appointed OHL arena. The area is served by individual seats.  Beyond the restaurant, there is no warm area for viewing into RBC 2.  The bench seats in RBC 2 are consistent with those found in a community ice pad – bench type seats on one side of the ice. Change Rooms and Washrooms  There are 4 change rooms per pad (8 in total), in addition to dedicated team rooms for the Sarnia Sting and AAA team.  Typical arena change rooms share washroom and shower areas. This is not consistent with current practice where the each change room is fully equipped.  Typical public washrooms and change rooms are adequately baffled from adjacent spaces and are well sized. Ice Plant and Rink Surface  Ice plant is a common refrigeration plant for both arenas, with two reciprocal compressors and 150 HP motors. The plant is generally in good condition (per Ameresco Report).  Ice surfaces are both 200 by 85 feet (standard NHL dimensions).  Both arena spaces have good ceiling heights (approximately 36 feet in RBC 1 and 28 feet in RBC 2).  Board systems in both rinks are finished in high-density polyethylene (HDPE) and in good condition.  There is a common internal corridor for the ice resurfacer and the facility has an internal snow dump pit.

Opportunities Upgrades  Currently the access for shows on RBC 1 is compromised by the location of the Siamese connections that result in the fire route taking up most of the exterior marshalling area. The Siamese connection could be moved and an additional annunciator added to move the fire route to the west or north face of the building  Additional repairs may be required to sprinkler system in RBC 2 due to rusting.  The centre ice scoreboard unit in RBC 1 is original to the facility and outdated by modern standards; an updated video board would improve the in-game experience consistent with many other rinks in the OHL.  The Ameresco Report recommended upgrading or replacing the building automation system ($169,000), replacing the existing roof-mounted HVAC units ($281,000), installing low-e ceilings ($198,000), among other items.

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Expansion / Reconfiguration  There is room on the site for building expansion but this would have to be negotiated with Lambton College. The general building and site configuration would permit expansion.  RBC 2 is a reasonable candidate for conversion from ice to alternate uses.

8.7 Sarnia Arena – Condition & Opportunities

Built in 1948, Sarnia Arena is one of the oldest arenas still in use in Ontario. This arena is in a mixed-scale residential neighbourhood in downtown Sarnia and is used primarily for figure skating and ice hockey (including the Sarnia Legionnaires of the Western Junior B Hockey League). The arena has a capacity of 2,302 and includes two concession stands, four change rooms, washrooms, and a community room. In 1981, a single storey addition was constructed on the south side of the building that included change rooms, washrooms, community room, mechanical room, and side entrances; the roof of this addition has subsequently been reinforced for snow loading. In 2009, interior renovations were completed and included new seating, higher glass around the rink, and roof repairs above the rink. The arena is served by a small parking area (approximately 70 cars) and users have access to a shared parking arrangement with the adjacent school and retirement home.

It is clear that the Sarnia Arena is a notable example of civic arena construction, in a developed downtown area (the only arena in the western part of the City), and has a strong and important civic presence. It is not a building that could easily be replaced, but could be adaptively re-used (e.g., lacrosse, indoor soccer, assembly venue, etc.).

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Current Condition

General  The building is a mix of brick, block and metal cladding, with a handsome formal brick clad front facing Brock Street South.  The arena hall is structured with arched trusses that make a remarkable interior hall, with full bowl seating and a continuous top concourse.  The facility is sprinklered.  In general, the building is well maintained and the main arena hall and front façade are iconic examples of an Ontario arena. The interior finishes are worn.

Accessibility  There is an accessible entrance.  There is no barrier-free washroom area.  There is a ramp to the change rooms on the south side.  None of the public counters have accessible height transaction areas.  None of the washrooms or change rooms are barrier-free.  The concourse and seating are not barrier-free, there is some limited barrier-free seating at the ice level.

Public Space and Circulation  There is a large public lobby at the entry level with access to concessions, offices, washrooms, and a large multi-purpose room with a warming kitchen.  There is a public entrance to the lobby both from the parking area and Brock Street South.

Spectator Seating and Viewing  There are individual seats for the arena, in a full bowl configuration.  There is a no warm viewing area.

Change Rooms and Washrooms  Facility has 4 change rooms, as well as a dedicated team room for the Junior B team.  Typical arena change rooms are small by current standards and are not adequately baffled for views from the corridor.  Typical arena change rooms share washroom and shower areas. This is not consistent with current practice where the each change room is fully equipped.  Public washrooms are generously sized.

Ice Plant and Rink Surface  Arena is served by three reciprocating compressors. Refrigeration plant is in good condition (per Ameresco Report).  Ice surface is 190 by 80 feet – not standard NHL.  Board system is finished in HDPE; in reasonable shape.  The facility has no internal snow dump pit.

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Opportunities

Upgrades  Notable capital upgrades completed in the last 10-years include new boards and glass, new seats, safety netting, and new clock.  Possible upgrades include roofing, brickwork, rubber flooring, electrical, and concession/lobby renovation (the latter was identified in City’s 2010 Arena Review). The community room could also be upgraded with windows to allow for some daylighting. In general, the interior finishes of this facility are worn and could be upgraded.  A 2014 Condition Assessment Report was prepared by NA Engineering to complete a visual structural condition assessment and a roofing assessment of the Sarnia Arena. The report noted that a building of this age requires continued maintenance. Key findings from the report include: o The existing block walls from the original part of the building require repairs because of cracks throughout; the brick on the front of the building also needs repair and re-pointing of mortar joints; additional exterior repairs are required to stone sills and details, eave troughs and downspouts, wood soffits and fascia, wood infill, caulking, and the steel lintels above doors; on the interior, cracks in the block should be repaired and a record made of these repairs; the above noted repairs will cost in the range of $150,000 to $175,000. o The facility consists of three different roof systems; the asphalt shingle roof above the rink was recently replaced and should last another 10 to 15 years; the other roof systems are original to the 1981 additions and have held up quite well considering their age; nevertheless, it is recommended that the roof over the western and southern facility additions be replaced over the next 2 to 5 years at an estimated cost of $240,000 to $265,000.

Expansion / Reconfiguration  There is no room for expansion of this building.  The Sarnia Arena is a reasonable candidate for conversion from ice to other uses, but 2,300 seats represents a larger spectator accommodation than typically required for most alternate uses.

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8.8 Recommendations – Building Assessment

The following are preliminary recommendations relating to the maintenance and design of the City’s physical arena infrastructure. These recommendations are subject to change based on public and staff input and will be integrated as appropriate into the final Arena Management Study. They are listed in general order of priority.

1. Review importance of architectural character and stature of arenas as public buildings (i.e., how replaceable are the buildings and how does that affect re-purposing potential?).

2. In order to generate short- and long-term operational savings, improve the user experience, and generally ensure the long-term viability of required municipal arenas, a greater focus on asset management is required. Phased implementation of the higher priority projects identified in this Study and the 2013 Ameresco report is recommended. This will require additional capital funding for arena renewal beyond current levels. Higher priority projects include (but may not be limited to) lighting, mechanical and HVAC systems, building automation systems, accessibility upgrades, interior and exterior improvements, roofing, etc. It should be noted that decisions relating to the continued operation of specific arenas will impact the implementation of these projects (i.e., closure may negate the need to undertake improvements).

Clearwater Arena – Recommended Major Capital Projects Ref.# Major Capital Project Rationale Priority

1.1 upgrade refrigeration plant (as per Ameresco operational high Report) efficiency

1.2 replace the rubber flooring user comfort high

1.3 undertake finish upgrades to public spaces, user comfort medium community rooms, and arenas to improve and update the look of the facility

1.4 upgrade to high efficiency lighting (as per operational medium Ameresco Report) efficiency

1.5 replace the boards in the Blue pad user comfort medium

1.6 upgrades to the parking lot operational medium efficiency

1.7 replace elevator to meet new barrier-free accessibility medium standards

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Ref.# Major Capital Project Rationale Priority

1.8 major renovations to change areas and public accessibility medium washrooms to allow for barrier-free access; add two new change rooms at rear of building (north)

1.9 renovations to main lobby to allow for barrier- accessibility medium free warm viewing and to concessions/ticketing to allow for barrier free access

RBC Centre – Recommended Major Capital Projects Ref.# Major Capital Project Rationale Priority

1.10 complete upgrades to sprinkler system in RBC operational high 2 efficiency

1.11 upgrade to high efficiency lighting (as per operational medium Ameresco Report) efficiency

1.12 upgrade/replace building automation system (as operational medium per Ameresco Report) efficiency

1.13 replace roof-mounted HVAC units (as per operational medium Ameresco Report) efficiency

1.14 install low-e ceilings in RBC 1 and 2 (as per operational medium Ameresco Report) efficiency

1.15 major renovations to change rooms in order to user comfort medium provide dedicated shower areas for each

1.16 improve access for shows and persons with accessibility medium disabilities by moving the fire route and/or adding a ramp at main entrance (east)

1.17 revisions to concessions to allow for barrier-free accessibility medium access to counters

1.18 addition of dedicated barrier-free washrooms accessibility medium

1.19 install new video board on RBC 2 user comfort low

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Sarnia Arena – Recommended Major Capital Projects Ref.# Major Capital Project Rationale Priority 1.20 restoration of façade and repairs to exterior operational high (e.g., brick and block walls, eave troughs, soffits efficiency and fascia, lintels above doors, etc.) (as per NA Engineering Report) 1.21 replace the roof over the western and southern operational high facility additions (as per NA Engineering efficiency Report) 1.22 upgrade to high efficiency lighting (as per operational medium Ameresco Report) efficiency 1.23 major renovations to concessions and front accessibility / medium lobby to allow for improved flow, upgraded user comfort finishes to improve and update the look of the facility, and barrier-free access to services 1.24 major renovations to change rooms to allow for accessibility medium barrier-free access 1.25 install windows in the community room user comfort low 1.26 interior renovations to arena (e.g., repainting, user comfort low upgrading of end walls) to improve and update the look of the facility

Germain Park Arena – Recommended Major Capital Projects Ref.# Major Capital Project Rationale Priority 1.27 undertake an updated roof assessment operational high efficiency 1.28 upgrade to high efficiency lighting (as per operational medium Ameresco Report) efficiency 1.29 major renovations to change rooms and public accessibility medium washrooms to allow for barrier-free access 1.30 install windows in arena space to allow for user comfort low controlled natural light 1.31 undertake finish upgrades to main entrance to user comfort low improve and update the look of the facility

Building on the Facility Needs Assessment (sub-deliverable #1) and Building & Operations Review (sub-deliverable #2), further analysis of facility provision options and capital cost estimates will be contained in Sub-deliverable #3.

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9.0 Operations Assessment and Financial Analysis

The following analysis has been undertaken to identify key outcomes and necessary adjustments in the staffing, finances, and operations of the City’s arenas. This analysis provides recommendations toward the most effective and efficient operations, including:

 compliance with legislative requirements  robust policies and procedures  well trained, informed, and customer-driven staff  greater accountability and continued community engagement  best use of human and financial resources  timely facility and equipment repairs and replacements

The review of operations and finances was completed using various inputs, including:

 key opinion leader interviews with City staff  two staff workshops that served to evaluate current operations against high performance standards and best practices in other jurisdictions  a review of staff reports to Council over the course of the last 4 years with respect to arena operations, possible savings, and better use of facilities  an assessment of the policies and procedures currently in place to oversee operations, safety, cash management, and customer service  an assessment of budget projections and budget actuals over the last 5 years, hours of operation, operational cost per hour, and pricing methodologies  a meeting with the new Director of Parks and Recreation to analyze operations against an audit tool depicting standards of high performing parks and recreation operations in Canada (summarizing input from five other staff members)

The organizational / operational, financial analysis, and respective recommendations assumes that arena operations will remain under the purview of the City of Sarnia for the foreseeable future.

9.1 Arena Policy Framework

The current policy framework for arenas has been developed over time to respond to changing needs and conditions. The review of the policy framework and subsequent recommendations have been derived through staff input, comparison to best practices in other jurisdictions, and knowledge of arena operations. The Consulting Team are not risk management experts and, therefore, a more detailed review of safety-related polices, risk prevention, and legislative compliance is recommended annually. The policy and procedural data is categorized in the three subject areas of human resources, operations, and customer service and are highlighted in the following table. The table identifies what currently exists in terms of policies and procedures, as well as any gaps that should be addressed either departmentally or through the arena operations manual.

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Summary of Existing Policies/Procedures and Potential Gaps Subject Existing Policies Existing Practices/ Operational Gaps Area Procedures Human  The Department  Joint Labour  Review job Resources aligns its human Management descriptions to resource policies Committee include all full and with those  Job Descriptions part-time positions provided and pre-requisites  Lead hand corporately requirement to have  Arena Training Cardio Pulmonary Requirements Resuscitation (CPR) (Policy) and First Aid  Part-Time Pay Scale and Compensation  Requirement for all arena staff to obtain First Aid, CPR, and operation of automated external defibrillators  Develop a Staff Engagement Policy Operations  Spectator Heater  Arena Opening and  Policy re: Annual Use Closing Protocols Audit of Legislative  TSSA Record of  Maintenance Log for Compliance Maintenance each shift (including  Workplace Guidelines for a requirement to log Hazardous Refrigeration any safety issues Materials Systems and forward directly Information to the Lead Hand) Systems (WHMIS)  Ice Clearing and Requirements Maintenance  Pricing Policy re: Procedures cost recovery,  Joint Health and subsidization of Safety Inspection rates and Form and Process operational cost per hour  Propane Tank Handling Procedure  Discrimination and Harassment Policy  Blade Changing Procedure  Vulnerable Sector Policy

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Subject Existing Policies Existing Practices/ Operational Gaps Area Procedures  Daily Duty  Environmental Requirements for Sustainability Each Arena  Code of Behaviour  Speedi-Memo to Foreperson re:  Tournament and Critical Issues Events Policy Process  Maintenance Request Form to Arena Supervisor  Workplace Inspections Process and follow-up  Facility Emergency Closure Process Customer  Ice Allocation  Accident/Injury  Building Service Policy Forms Evacuation  Public Skate  Critical Injury Report Protocols (greater Policy/ Maximum Form detail) Participants  Free Access for  Customer Service Caregivers of Policy Patrons with  Complaint Tracking Disabilities and Reporting  Requirement for  Cash Handling First Aid and Cardio- Audit and Point of Pulmonary Sale (POS) system Resuscitation (lead  Helmets for Ice hands) Users Policy  Public Skate  User Satisfaction Entrance Policy Procedures  Online availability  Float/Cash Handling and bookings Procedures  Lost and Found Record Form

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Recommendations – Arena Policy Framework:

1. Identify technology solutions to create efficiencies in arena operations, including but not limited to: online ice availability and booking options, staff communications, staff scheduling, continued efforts in energy management, security and safety, daily logs, inspection forms, accident and incident forms, stakeholder suggestions and complaints, staff-driven league scheduling, etc.

2. Refresh the Policy and Procedures supporting arena operations through the use of a common template addressing the gaps as outlined in the Arena Management Study (give priority to health, safety, and risk-related policies).

3. Post all policies and procedures online to ensure that all staff have right of entry and, further, that forms and daily logs are housed on the City’s computer system.

4. Complete an annual audit of the compliance of arena operations with legislative requirements by accessing the legislative audit tool on the Leisure Information Network (LIN).

5. Revise the Ice Allocation Policy to base pricing on the actual cost of an hour of ice and the benefit to the community and individual good in terms of subsidization of ice.

6. Identify the standards for various age and competition levels in terms of levels of subsidization in the Ice Allocation Policy.

7. Develop and implement a Cash Management Policy to ensure that any cash handling is completed with safeguards in place including the use of Point of Sale (POS) systems.

9.2 Arena Asset Management

All of the arenas in the City of Sarnia are considered aging plants as compared to newer arena stock in Ontario. While this can be challenging in terms of repairs, replacements, and refurbishments, a planned approach for the care of arenas is recommended for the future to avoid downtime due to repairs and to extend the lifespan of the facilities and equipment as much as possible.

Preventative Maintenance Program – Extending the Lifespan of Equipment and the Building Envelope

A planned approach is required to extend the life of arena facilities to meet their maximum lifespan. Often preventative maintenance and minor repairs and replacements will extend the lifespan of equipment and building components and serve to avoid costly repairs in the long-run. Downtime can also occur if minor adjustments are ignored, thus affecting the use of the facility and respective revenues. The City of Sarnia has regular maintenance contracts in place for equipment and building

City of Sarnia – Arena Management Study Page 74 March 2015 Page 181 of 376 Correspondence #1 - April 13, 2015 FINAL DRAFT FOR COUNCIL REVIEW components with licenced contractors which have maximized the longevity of existing equipment and allowed many of them to surpass lifecycle expectations where funds for replacement equipment were unavailable.

While an Arena Asset Management Program (AMP) is better implemented when a facility is first built, it is still a best practice to develop a plan that will inform operating and capital budgets over the course of the life of facilities. The development of an AMP first looks to itemize all of the internal and external assets within a facility and determine their likely lifespan; many manufacturers can provide this information. The data per each piece of equipment includes lifespan, current replacement costs, and what regular inspection and minor repair measures will extend the lifespan. Further, the plan will itemize what needs to be replaced in what year with inflationary calculations applied to the replacement cost. The advantages of the AMP are the extension of the lifespan of equipment and assets, as well as an informed approach to what will need replacement within a 20-year timeframe. This is beneficial from an operating and capital budget planning perspective.

In 2013, the City of Sarnia engaged Ameresco Canada to develop Asset Sustainability and Electrical Surveys for its arenas. These assessments examined lifecycle requirements from the perspective of identifying potential energy efficiencies. It is not clear if the details of this exercise have been properly vetted and integrated into an Asset Management Program that the City can use moving forward or if additional assessments are required.

25-year Capital Plan

Asset Management Plans identify the orderly replacement of equipment and minor assets and this approach should be applied to all municipal recreation and parks assets, including community centres, pools, playgrounds, trails, outdoor amenities, equipment, etc. 25-year Capital Plans address partial or full replacement of recreational facilities and assets. Municipal Parks and Recreation Master Plans address changing demographics, socio-economic factors, trends, and community-specific issues and priorities by mapping out facility needs over the course of the next 25 years. Ideally, the City of Sarnia would seek to develop a full Parks and Recreation Master Plan, with proper consideration given to the Arena Management Study.

Annual Contribution to Arena Asset Funding

Industry standards in asset management dictate that 1.5% to 2% of the asset worth should be set aside annually for future major asset repairs and replacements (the 2013 Ameresco Canada study recommended an annual funding level of 2%). This funding – which is not currently being set aside by the City of Sarnia – is generally supplied through the operating budget into a capital asset reserve fund to assist in funding asset refurbishments. While this is a best practice, only a small number of municipalities actually place funding aside annually for these purposes. The disadvantage in not thinking proactively is that minor repairs are delayed until they become major repairs at a greater cost. It is recommended that the City of Sarnia consider the feasibility of

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Recommendations – Arena Asset Management:

8. Develop and implement an Arena Preventative Maintenance Program in order to extend the lifespan of equipment and amenities and to determine a timely replacement program. This will require the use of key protocols, such as regular roof maintenance programs, building condition audits, etc.

9. Develop a 25-Year Capital Plan in order to determine when assets will need repairs, refurbishments, and replacements in order to develop funding mechanisms.

10. Develop a Parks and Recreation Master Plan to identify community-specific issues and priorities across all municipal leisure facilities and program areas. The Master Plan should consider the findings of this Arena Management Study and prioritize its recommendations amongst the broader scope of public needs.

11. Where feasible, seek opportunities to re-use viable equipment from decommissioned facilities into retained facilities (e.g., re-purpose the Germain Park Arena refrigeration system components at Clearwater Arena).

9.3 Human Resources and Organizational Effectiveness

Staffing Levels

With staff costs currently representing 60% of the City’s arena operating budget, it is critical to ensure that staffing levels are appropriate and as efficient as possible. The following depicts the current staffing levels at City of Sarnia Arenas:

 Council recently approved a General Manager position at the RBC Centre given the specialized nature of this facility. This position has been filled with a current staff member in an acting capacity until the organizational review is complete.

 The Supervisor of Facilities oversees other City-owned and operated arenas, outdoor sports facilities and two public pools.

 Arena Full-time Staff: 23 (3 Lead Hands, 20 Operators)

 Part-time Staff: Each arena facility operates with the assistance of a part-time employee complement to assist with public skating and events. Part-time staff are assigned as per the respective scheduling requirements.

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The staffing levels are reflective of industry standards to ensure safe and effective operations. Once needed repairs are completed and equipment is replaced on a timely basis, there will be an opportunity to complete another arena staffing review. Lead Hands are often assigned to completing unforeseen breakdowns and emergency repairs and are not allocated to ongoing maintenance and cleaning most often. One example of this reality is the chronic leaking from roof top units at Clearwater Arena. The Lead Hand is often utilized to mop up after these leakages and replace the water stained ceiling tiles. A planned equipment maintenance program would help to prevent these ongoing issues and save staff time.

There is an agreement with the Local to allow part-time Refrigeration B staff to cover off on weekends at the RBC arena only. These staff cannot be assigned more than 24 hours per calendar week. It must be noted that the Arena Study comments specifically on arena operations, while the overall Departmental organizational study (currently underway) will look at all departmental functions and the respective staffing complement.

Articulated Skills and Competencies

Part-time staff become the source for the recruitment for full-time positions based on seniority versus the skills and competencies needed to respond to the needs of the various vacant positions. A succession plan needs to be developed whereby potential employees are job interview ready and properly trained (ideally through professional development and training opportunities before the position starts). During the staff workshops, the frontline staff expressed many concerns and examples whereby staff received positions with little or no apparent aptitude or readiness. This may have safety and labour/management implications and requires further discussions to maintain safe and effective arena operations.

Training and Development

Innovations often stem from learning more about operations and being exposed to leaders in various and related fields. The expectation is that a greater amount of learning will translate into shared leadership and improved practices and innovation within the arena operations. There are many skills and competencies that are required to operate arenas. New developments in terms of effectiveness and efficiencies are frequently introduced through publications, conferences, and webinars, making training and professional development more accessible to frontline staff. Undertaking a skills gap analysis and the subsequent development of a professional development and training plan will undoubtedly improve customer service and arena operations in general.

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Staff Engagement, Empowerment, and Internal Communications

The frontline staff workshops undertaken for this Study served to engage staff in the discussions regarding improvements to arena operations. The results of the workshops were very telling and staff contributed to the eventual recommendations to a great extent. This demonstrates that staff at the frontline serving the public have valuable insights and can suggest and implement ways and means of improving the arena operations. The public often have conversations with staff and also suggest likely improvements. A shared leadership practice would engage staff on a regular basis to problem solve and suggest and assist in implementing improvements. Arena staff indicated that they have seldom been engaged in ongoing communications and improvement strategies in the past and they would very much like that opportunity in the future.

Recommendations – Human Resources and Organizational Effectiveness:

12. Begin discussions with the Labour Management Committee with respect to the qualifications of part-time staff entering the full-time labour pool and ways to increase qualifications and training.

13. Develop a Training and Professional Development Program to enhance the skills and competencies of arena-related staff and to gain from shared expertise and knowledge.

14. Develop a Staff Engagement, Communications, and Recognition Program that seeks to engage staff in operational improvements, recognize impressive contributions, and support increased communications.

15. Ensure that stakeholder and participant satisfaction levels are tested on an annual basis and that staff act on consistent comments on identified areas of improvement.

9.4 Financial Management

Arena Budget Overview

A comparison of the City’s arena budget actuals (combining all arena budgets plus the arena central administration budget) indicate that the arenas are operating according to industry standards, while addressing the ongoing issues of aging arena plants. Additional funding will be required in the future to implement the recommended preventative maintenance program, training program, and revenue enhancements.

The following table includes an analysis of 2014 operating budget actuals for Clearwater Arena, Germain Park Arena, and Sarnia Arena, as well as 6-months of operation of the RBC Centre, combined with the operating budget projections for all arenas for 2015. Additional refinements to the budget data may be realized as a result of a full year of operations of the RBC Centre.

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City of Sarnia Arena Budget Summary (2015 Budget compared to 2014 Actuals) 2014 Budget 2014 Actuals 2015 Base Budget Projections

Revenues $1,165,700 $1,905,600 $2,817,400

Expenditures $1,639,200 $2,397,100 $3,475,100

Net Operating $473,500 $491,100 $657,700 Deficit All numbers are rounded to the closest $100 Source: City of Sarnia, 2015

Key observations:  The actuals for 2014 reflect a $17,600 or 4% variance in the net deficit for arenas. This figure includes the 6-month operations of the RBC Centre.  The base budget projections for 2015 show an increase in the deficit that arenas generate due to a projected deficit at the RBC Centre. Recommended enhancements for the arenas have not been included in these projections as the Council review and approval of these enhancements has not yet occurred.

It must be noted that this Study recommends the implementation of a Asset Management Plan that will require further investment to increase the lifespan of arenas through expenditures in annual maintenance as well as an annual capital contributions. If approved, this investment will increase the annual funding required for arenas.

The City’s arenas are operating at a net deficit – this is consistent with nearly all municipally operated arenas in Ontario. Across the Province, many arenas are experiencing declining use of ice and staff-driven strategies to increase revenues and ice use are evident.

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The City’s budget analysis shows that the greatest cost in the arena operations is staffing for the most part. The staff cost percentage of 60% is very consistent with other arena operations in Ontario. The indicators of efficiencies in staffing rest with the hours of operation, the use of full and part-time staff, and the amount of overtime being generated through absenteeism, vacation coverage, emergency situations, events and tournaments.

City staff have reduced the exposure to greater costs within arena operations. The hours of operation have been reduced to accommodate the hours of ice that are generally utilized. Two shifts per day for seven days per week requires three full-time staff at single pad arenas with an overlap of one shift per week for ice maintenance and other duties. 3 Lead hands are utilized at the double pad arenas and the Sarnia arena. Two of the three lead hands are also utilized for minor repairs and replacements in the arenas. Typically there is one full-time staff person during the day and evening shifts with part-time staff augmenting ice clearing, additional cleaning, public skate admission, and skate patrol on the weekends. Staff have reduced the arena staffing costs to demonstrate efficiencies and the cleanliness and operations have not suffered as a result. The overtime costs for all arenas (including six months of operation at the RBC Centre) in 2014 was over $100,000. This is reflective of the one-time costs to ensure that the RBC Centre complied with legislation and standards when the City took over its operations. It is anticipated that the overtime amount will reduce significantly in 2015. The overtime amount includes staff costs for statutory holidays and emergencies, covering off for employee absenteeism and vacations. An analysis of absenteeism and resultant overtime would be appropriate to undertake on a seasonal basis. If this amount of overtime continues as a result of normal operations, consideration for a Floater Position (from the existing complement) to cover off for absenteeism and vacation time should be evaluated.

Based on municipal budget figures, the City of Sarnia’s arena facilities recover a good proportion (81%) of their expenses, largely through ice rental income. Arenas, like most all community services, rely on user fees and the balance is subsidized through taxation. As such, any changes to the arena supply, demand factors, pricing, and operations can have a substantial impact on annual budget requirements. It should be noted that many direct costs (e.g., staffing, utilities, and operations) will still remain should an arena facility be repurposed; these costs will need to be determined as a direct impact of any potential facility changes.

The City has continuously addressed expenditure reductions – to the point that emergency repairs are what determines capital plans – which should be remedied by taking a more planned approach to major repairs and replacements. The key response is not reducing expenditures to a point where the facilities are sub-standard and not appealing, but rather increasing the use of the arenas and ice pads with revenue producing programs and recreational opportunities to assist in offsetting the financial bottom line. Arenas have the opportunity to become community hubs filled with activity year-round. Arenas need to be viewed as community assets and not just for ice use seven months of the year.

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To date, City of Sarnia staff have implemented measures to increase revenue and decrease expenditures. Some of these strategies have included energy management initiatives, arena advertising, contracting out the concession operations, streamlined staffing and hours of operation, reduced ice rates to become more competitive, and efficiencies in concession operations. Additional revenues are also being sought as part of the restructured deal with the Sarnia Sting.

Alternate Revenue Strategies

Other municipalities are introducing leagues in arenas and dry ice pads to offset arena costs. These leagues do not compete with current user groups but look to the gaps such as recreational and social leagues for adults and older adults (males, females and mixed). Often these groups can take up non-prime time ice that is difficult to book. The emergence of programs gaining in popularity include PA day programs and events, Parent and Tot Learn to Skate, Children and Adult Learn to Play Hockey, Parent and Child Shinny, Adult Fitness Cardio Skate, etc. Many recreation departments are also offering learn to skate lessons to better include diverse populations in traditional sports and ensuring that persons with disabilities and other marginalized populations can be included in on-ice opportunities as well.

In Sarnia, interest was expressed at the first public meeting for: (a) an adult hockey tournament – there are none at present; and (b) organized hockey for seniors in the daytime – current use is rental only. It must be stated that staff should not set about to duplicate what exists, but rather look at any areas that are not addressed and test those possibilities.

Other revenue producing opportunities include the offering of additional programs and services in the community spaces available in arenas. This approach is in existence to a certain extent in Sarnia but there is still capacity to expand (e.g., summer sports camps). The proviso would be that any new revenues generated should be shared and used to offset arena operational costs and enhance operations.

Arenas as Community Hubs

The notion of arenas contributing to the strength of communities and neighbourhoods is beginning to gain traction in Ontario. Municipalities are utilizing these assets as gathering places with welcoming spaces and facilitating self-driven community groups and associations. An arena facility is more than an ice surface: it is a community meeting place with indoor and outdoor public activity spaces. It is part of the neighbourhood, a community asset, and can assist in strengthening local pride and cohesion.

Everyone can play a role in strengthening their neighbourhood. City staff could host a few meetings so that residents can get to know each other and talk about what is going on in the neighbourhood: what is going well and what are some of the issues that can be addressed together. Community members can weigh in and discuss what their priorities are. Usually at this point some residents volunteer to help organize some

City of Sarnia – Arena Management Study Page 81 March 2015 Page 188 of 376 Correspondence #1 - April 13, 2015 FINAL DRAFT FOR COUNCIL REVIEW further opportunities. The spaces both indoor and outdoor can be utilized to host neighbourhood events, enhance the gardens, start a walking club, host drop-ins for caregivers and babies, and maybe yoga classes or a coffee get together. It all starts with discussing what the strengths and issues are and how the Centre can provide spaces so that self-determining groups can organize and utilize these community assets to their maximum.

For example, Ajax has a Strong Neighbourhood Plan that promotes neighbourhood discussions as to how arenas and community centres can address issues in the surrounding community. The Cities of London and Mississauga have created welcoming spaces for youth and families alike to become more engaged in the development of opportunities for families and the development of children and youth and support of older adults (e.g., London has dedicated space to community gardening and food preparation for children and youth). Many exciting developments are evident as a result of staff facilitating discussions as to how to better use publically funded assets; some ideas generated to date include installing Wi-Fi in Sarnia’s Arenas, meeting room enhancements, and wider promotion and awareness initiatives (in partnership with community partners).

This study presents an ideal time for the City and Sarnia residents to “think beyond the rink” by enhancing these public spaces with programs and events to support the surrounding neighbourhoods.

Naming Rights

While naming rights in arenas is not a widespread practice in Canada; there are some very successful examples where they have served municipalities well in offsetting costs and enhancing arena operations. The RBC Centre is one such example in Sarnia (note: the agreement with Royal Bank is due to expire in 2015 and the City is expected to pursue long-term naming rights at that time). Other regional and provincial examples – most of which tend to apply to multi-pad facilities – include the Flight Exec Centre in Dorchester, Libro Credit Union Centre in Amherstburg, Atlas Tube Centre in Lakeshore, Heinz and Unico Arenas in the Leamington Kinsmen Recreation Complex, Timken Community Centre in St. Thomas, Activa Sportsplex in Kitchener, Iroquois Sport Complex in Whitby (which has a sponsor for each of its six ice pads), and more. The potential of success in Sarnia for realizing sponsorships for its other arenas would need to be studied further before a stronger recommendation could be made.

Operating Budget Development

Presently, the City’s arena operating budgets are developed based on the bottom line requirements and not from a zero-based perspective. The analysis shows that the actuals from the previous year in many line items did not necessarily change the projection based on needs and changing conditions. It is recommended that staff take a zero-based budget approach each year, with each line item being justified through changing conditions and new and varied approaches.

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Pricing Based on Actual Costs of an Hour of Ice

In an effort to be transparent and defend ice rates, many municipalities have determined the actual cost of an hour of ice. Some include all direct costs in the operation of arena facilities, others include all direct and indirect costs including a portion of the support department’s time (e.g., Finance, CAO office, etc.). The fairest approach is to include the actual cost of operations and any support functions within the department.

The cost of one hour of ice can be determined by:

 Calculating the number of all available and saleable ice (weeks in a season multiplied by the number of likely saleable hours available per week); and

 Dividing the gross operating costs of the arenas by the number of hours available in the season to arrive at an operational cost per hour for one hour of ice.

Applying this approach to the Sarnia arenas would result in the following operational cost per hour of ice:

 Gross Operating Cost (2015 Budget): $3,475,100

 Hours of Operation (103 prime and non-prime saleable hours per week for 6 ice pads over a 6-month season): 16,068 hours

 Operational Cost Per Hour (gross operating cost divided by hours of operation): $216.27 per hour

 The operation of full year ice on some pads will change the calculation and result of the operational cost per hour

Knowing and communicating the true operational cost per hour allows the City to develop their pricing policy of arena rates based on true costs and in a transparent manner.

Pricing

Pricing is also completed in a transparent fashion and is based on the philosophy of Council and the Department around accessibility, affordability, subsidizing certain age groups (e.g., children and youth). The value of the community good largely determines how much an asset is subsidized. Where all residents can experience an asset, it is often completely subsidized by the broad tax base; an example of this approach would include the free use of trails, parks, playgrounds, open spaces, and outdoor amenities. Conversely, when an asset is used by a specific interest group (individual good) a balance of user pay and tax subsidy is typically applied. The costing and pricing of arena ice rates based on the true costs and value to the community and individual good is a timely and appropriate way of demonstrating transparency in arena operations to the public.

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In order to increase usage, the City had adjusted its rates for part of the 2013/14 season as a pilot project, which in turn generated an additional $4,500 in revenue. The success of this initiative led Council to adopt a similar program for the 2014/15 season. At its meeting on March 24, 2014, City Council passed the following resolution:

“That ice rates in all City arenas be maintained at the 2014 level until reviewed by Council in the 2016 budget process and, in addition, the following levels of ice rental rates be established to increase usage at all times during the ice season:  That any minor group (recognized by a provincial or national association) can rent available ice time at the rate paid by City of Sarnia minor groups;  That daytime ice of $60.00 plus HST be available to groups between 9:00 a.m. and 5:00 p.m. Mondays to Fridays at Clearwater Arena;  That the ice rental charge for all user groups booking ice time after 10:00 p.m. daily shall be $150.00 plus HST for each hour of use in City arenas;  That between December 22 and January 6 of each year, all unreserved ice shall be available at $125.00 plus HST per hour regardless of time of availability.”

As shown in the following table, the City of Sarnia’s ice rental rates are generally higher than the rates in adjacent municipalities. The cost and demand factors are unique to each municipality and these factors should be regularly monitored and communicated to stakeholders.

Hourly rates at City and Nearby Arenas, 2014/15 (HST excluded) St. Clair / Rate Category City of Sarnia Point Edward Mooretown Prime Time (M-F 5pm-10pm, $161 (subsidized) $118 (subsidized) $160 S-S 7am-10pm) $214 (general) $150 (general) Non-Prime Mornings (M-F $80 (subsidized) 6am-9am) $107 (general) $50 (subsidized, Monday to Daytime – RBC only (M-F $45 (subsidized) Thursday 6am to 9am – 5pm) $100 $60 (general) 8am) Evenings (after 10pm) $113 (subsidized) $95 (general) $150 (general) Off Season Ice – Prime (M-F $134 (subsidized) $130 5pm-10pm, S-S 7am-10pm) $178 (general) Not offered Off Season Ice – Non-Prime $80 (subsidized) $100 (M-F 6am-5pm) $107 (general) Summer Floor $65 (subsidized) $55 (general) $70 $86 (general) $45 (minor)

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Recommendations – Financial Management:

16. Build the 2016 arena operating budgets from a zero-based perspective, justifying each revenue and expenditure item and utilizing actual budget performance from the previous year.

17. Calculate the operational cost per hour (for one hour of ice) on an annual basis, both on a gross operating budget basis with a view toward reducing the costs through operational efficiencies and revenue enhancements.

18. Continue to monitor the impact of reduced ice rates and report out annually to the public, stakeholders, and Council. Consider a reduced last minute ice rental rate in order to maximize otherwise unused ice.

19. Expand on-ice and off-season programs, camps, and casual/drop-in opportunities to increase revenues and facility use.

20. Engage neighbourhoods and the community in discussions surrounding the use of arena facilities as community hubs and gathering places.

21. Consider the implications of extending naming rights to other community facilities and assets.

22. Develop a listing of sponsorship opportunities within the arena operations (e.g., public skating, programs and events, etc.) and procure sponsorships in a transparent manner.

23. Consider annual contributions from operating budgets to fund planned arena asset repairs and replacements.

24. Any operational savings from arena decommissioning or the installation of energy-efficient systems should remain within the arena business unit to fund arena-related capital renewal projects and to reduce the unfunded renewal amount.

25. Complete an annual assessment and implement measures to better manage the costs of overtime and employee absenteeism (e.g., scheduling, the use of float positions, etc.).

9.5 Accountability and Performance Measurement

This Arena Management Study positions Sarnia’s arenas in a new light in terms of measured efficiencies and effectiveness. Financial measures alone will not tell the whole story as the Study is implemented and time passes. Continued monitoring of ice utilization (and collection of registration data) is vital now that City has centralized booking for all local arenas. Annual reporting will ensure that staff are held accountable for effective arena operations and, further, that the public can be kept informed as to the

City of Sarnia – Arena Management Study Page 85 March 2015 Page 192 of 376 Correspondence #1 - April 13, 2015 FINAL DRAFT FOR COUNCIL REVIEW successes as the various recommendations are implemented. Benchmarking with other arenas in other similar jurisdictions is useful to a certain extent, however, it is difficult to ascertain exactly what is included, making “apples to apples” comparisons difficult. A more useful approach is to compare arena operations within Sarnia year to year using common measures. The following framework of performance measures is offered for consideration.

Proposed Performance Measures Framework Performance Measures Description Measure Category

Inputs  gross operating budget This data provides an overview of the municipal  net operating budget investment in arenas.  staffing in full-time equivalents  number of ice surfaces  investment per capita in arena operations

Outputs  number of ice hours and hours This information compares of community spaces available the return on the for use (facility capacity) investment year to year. How have these factors  % of ice hours and community increased through staff and spaces actually used (fill stakeholder efforts? rates)  age groups and abilities served  number of users of the facilities

Efficiencies  operational cost per This data will demonstrate hour/facility and overall what has been done to average (using gross and net become more efficient. operating costs) How have expenditures been reduced through  % of expenditures recovered efficiencies and revenues annually been increases by  revenue generation as a result increasing the use of the of enhancements facility?  facility use as a result of enhancements  efficiencies (reduced costs)

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Performance Measures Description Measure Category

Effectiveness  user and visitor satisfaction User and visitor satisfaction levels levels can indicate what staff are doing well and what can be done to improve the users’ experience.

Public Engagement in the Implementation of the Arena Management Study

Community members and especially ice user stakeholders have taken great interest in the arena operations in the City of Sarnia over the last few years. There is a shared interest and ownership between staff and the public to offer the best service with the interests of the users in mind. An ongoing dialogue would be helpful in keeping the public informed and key stakeholders engaged – annual meetings with users are recommended to discuss scheduling, allocation, capital improvements, status of the Arena Management Study, etc.

Furthermore, it is recommended that an Arena Advisory Committee be struck of not only stakeholders, but also residents with the skills and competencies needed to implement the plan. The development of a terms of reference, an open call for participants based on needed skills, competencies and backgrounds, and a transparent selection process would support the value-driven relationship that is gaining momentum around arena operations in Sarnia.

Recommendations – Accountability and Performance Measurement:

26. Review the suggested Performance Measures Framework, which identifies inputs, outputs, efficiency, and effectiveness measures. Implement and report to stakeholders and Council on annual findings and any remedial measures.

27. Meet annually with arena users to discuss scheduling, allocation, capital improvements, and more.

28. Consider the creation of an Arena Advisory Committee to assist staff in overseeing the implementation of the City of Sarnia Arena Management Study recommendations.

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10.0 Facility Provision Options

This section builds upon the Study’s findings and prior recommendations by identifying the preferred facility provision options and order of magnitude costs for City of Sarnia arena facilities.

10.1 Facility Provision Strategy

A primary purpose of this report is to identify strategies and a phasing plan to meet current and future arena provision needs, with consideration of arena renovation, expansion, development, or closure. The needs assessment provides direction on the total number of ice pads required in the City to 2031; combining this with data on facility condition, level of amenity, and usage allows for the identification of a locally responsive and forward-looking arena provision strategy.

By modern standards, single pad arenas are generally considered to be outdated designs that are increasingly unable to meet growing expectations. In a City the size of Sarnia, new single pad development is not recommended. Multi-pad designs offer operating efficiencies and have the ability to serve as a greater community destination. In addition, many new arenas are incorporating design amenities such as more and larger change rooms, as well as indoor walking tracks that can be used year-round. Retention of the multi-pad RBC Centre and Clearwater Arena is recommended.

It should be noted that in January 2015, Lambton College formally withdrew its proposal to takeover RBC 2 for a recreational and fitness complex. This proposal would have removed one of the City’s newest rinks from its inventory and eliminated the efficiencies inherent in a multi-pad facility. The College’s decision is in keeping with the direction of this Arena Management Study. It is understood that the College is examining options for developing a new athletics complex on its campus and the City will continue to hold discussions with the College to explore opportunities to work together on realizing this vision.

The City has two single pad arenas and a surplus on one arena; therefore, one of Germain Park Arena or Sarnia Arena would be potential candidates for re- purposing or closure. These two arenas are the City’s oldest, but otherwise are very different facilities.

In evaluating which arena to consider for closure/re-purposing, the following criteria should be considered (at a minimum):  Facility condition and amenity level, in relation to other arenas.  The amount of capital investment required for the arena in the short to medium- term.

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 Whether the rink is contained in a stand-alone arena or as part of a multi-use community centre (recognizing there is merit and challenges in repurposing both types of facility configurations).  The capital and ongoing operating costs required to re-purpose an arena as compared to retaining the facility for ice usage.

 Distance to the next closest arena(s), and whether that facility could reasonably accommodate additional use during prime and shoulder hours.  Proximity to concentrated population base (e.g., market size within its catchment area).

In terms of facility condition, the 2013 assessment completed by Ameresco Canada identified that Germain Park Arena (rated in “poor” condition) has a larger backlog of necessary capital repairs and replacements than Sarnia Arena (rated in “fair” condition. Sarnia Arena is a much larger and more architecturally significant building. Comparatively, Germain Park Arena is a pedestrian facility with few user comforts, although its simplicity also makes it one of the more accessible (i.e., barrier-free) arenas in the City. Both arenas have ice pads that are under-sized by modern standards, although the rink at Germain Park Arena is ten feet shorter than Sarnia Arena. Both rinks lack an adequate number and properly-sized change rooms and require a number of upgrades to address their continued functionality. While Germain Park Arena does not contain a multi-use community room like Sarnia Arena, it is located within a community park and provides washroom facilities during the summer months.

Built in 1948, Sarnia Arena is one of the oldest arenas still in use in Ontario. The arena has a capacity of 2,302 and includes two concession stands, four change rooms, washrooms, and a community room. The facility has undergone a number of expansions and renovations during its time, the most recent being in 2009 (e.g., new seating, new glass, roof repairs, etc.). Sarnia Arena is a notable example of civic arena construction, in a developed downtown area (the only such facility on the west side of the City), and has a strong and important civic presence. It is not a building that could easily be replaced, but could be adaptively re-used for activities requiring larger spectator accommodation (e.g., lacrosse, indoor soccer, assembly venue, etc.); it does not have any notable expansion potential. Based on its architectural character and stature, Sarnia Arena is a facility that is worthy of revitalizing, not closing or re- purposing.

Based on a visual observation, Germain Park Arena would appear to be a reasonable candidate for re-purposing to alternate uses. It is a simple brick and metal clad building with load bearing block walls that could be re-used as ‘shell’ space assuming some upgrades. The facility has a primary arena volume of approximately 18.7 feet to the steel beams, and a lower secondary volume containing the entrance, change rooms and washrooms of approximately 10 feet to the underside of the decking. The dimensions of the primary arena are conducive to a variety of indoor recreation uses (e.g., youth soccer, tennis, pickleball courts, multi-purpose space, and other ‘wellness’ related uses) or potentially as a public works or storage depot. However, the

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While there may be interest in re-purposing Germain Park Arena into new uses, the City should exercise caution and due diligence in evaluating such options. In order to repurpose the facility to accommodate alternate recreational uses, the following improvements would be required, at a minimum:  the existing refrigeration system would need to be decommissioned, the cooling coils below the existing sand floor removed, and some areas of the existing concrete apron and header trench reconfigured  depending on the desired use, the installation of a concrete floor over the existing sand base may be required  a new HVAC system would be required and new insulation would be required to accommodate winter use  substantial improvements to the lobby, viewing area, washrooms, and change rooms would be required to make the facility barrier-free  an updated roof assessment is recommended to ascertain the lifespan of this asset  there are great possibilities to enhance the possibilities for daylight in the arena space through the introduction of glazed openings in the perimeter walls.

In many cases, re-purposing can be nearly as costly as building new and often results in a compromised design that may not meet the full extent of needs for the new use. Order of magnitude cost estimates for re-purposing this arena are examined in the following section.

Further, it bears noting that the City of Sarnia does not have a current Parks and Recreation Master Plan to help guide its investment in community infrastructure or programming (the last one was prepared in 1989, prior to amalgamation). Limited direct knowledge of other community needs and requirements has been solicited through this Arena Management Study process, making it premature to decide on specific uses for the re-purposed arena. The City should give consideration to a wide range of options for the Germain Park Arena site in order to prioritize needs and options for the re-purposing and/or decommissioning of the facility.

For the retained arenas – Clearwater, RBC Centre, and Sarnia Arenas – the capital improvements recommended in Section 8 should be pursued. Order of magnitude cost estimates for these improvements are examined in the following section.

The option of adding two ice rinks to Clearwater Arena to make it a quad pad facility (and closing both Germain Park and Sarnia Arenas, as well as transferring RBC 2 to Lambton College) was introduced through a staff recommendation to Council in April 2014. This option is no longer relevant due to a City-wide need for 5 ice pads and the retention of RBC 2. For comparison purposes, the options of adding one ice pad to

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Clearwater Arena (in place of Sarnia Arena) and replacing Clearwater Arena with a new twin pad are examined in the following section; note: these options are not being recommended.

This Study also examined the demand for an indoor turf facility in the City, through the perspective of a potential arena conversion. While we anticipate there to be sufficient demand for such a facility in the City of Sarnia, Germain Park Arena poses certain restrictions for indoor field sports due to its dimensions, particularly its low ceiling height. As such, conversion of Germain Park Arena into an indoor soccer facility is not recommended. With an indoor turf facility representing a new level of service for the City, a facility provision scenario that does not require the municipality to be the primary funding or operating agent – such as provision by a non-profit or private operator – is recommended. Such a project may be referred to a City-wide Master Plan or related process for further examination.

10.2 Facility Options

As discussed in the previous section, it is recommended that the City close Germain Park Arena as an indoor ice venue and undertake necessary improvements to the remaining arenas. For comparative purposes only, costs have also been identified for re-purposing Germain Park Arena into alternate uses (such as a community hub), replacing Clearwater Arena with a new twin pad, and replacing Sarnia Arena with a third ice pad at Clearwater Arena.

Recommended Option:

1. Undertake phased improvements to RBC, Clearwater, and Sarnia Arenas; close Germain Park Arena. Specific capital recommendations are identified in Section 8 and are summarized below:

RBC Centre

In mid-2014, the City took over operation of the RBC Centre from a third-party operator associated with the Sarnia Sting, the City’s major junior A hockey club. This sport and entertainment complex was built by the City in 1998 and houses a twin pad arena, one with seating for approximately 5,500 patrons in addition to approximately 42 suites. The facility is located within the Lambton College campus, a partnership that has great potential to be strengthened through cross-programming and marketing opportunities.

The two NHL-size ice pads are well used by the community, although the number of special events and shows is limited due to the size of the local market, its proximity to other centres, physical / design limitations, etc. No significant renovations have been undertaken at this facility since it was built and, given the facility’s age, a number of systems are due for replacement, such as HVAC units and the main video board. Additional recommended improvements include the completion of the sprinkler system installation in

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RBC 2 and barrier-free improvements (including adding a ramp at the main entrance).

Clearwater Arena

As a twin pad facility, Clearwater Arena is in demand for minor hockey and tournaments, but is generally an unremarkable facility that will require substantial upgrades over the short and medium-term. Most notably, with the main entrance being off the rear and the lobby, meeting rooms, and concessions being at the front – all accessed via a narrow hallway shared with the change rooms – this arena has major flow issues. The number of change rooms are generally adequate, but the rooms themselves are small by current standards.

Although a multi-pad arena, the ice-making system currently requires two separate ice plants (RBC Centre features a shared plant, which is more efficient), both of which have surpassed their anticipated lifespans. Despite this, the costs to move toward a single ice plant would be considerable and not in the City’s best interests; rather it is recommended that the City pursue upgrades to the existing refrigeration system, including the transfer of the ice- making equipment from Germain Park Arena (which is in better condition) once it is closed. A future priority should also be to reconfigure the backend of the building to accommodate accessible change rooms for sledge hockey and other users. Furthermore, the finishes within the building are basic and many are in need of renewal and/or replacement, including the HVAC system in the upper community hall. Additional priority upgrades include new rubber flooring, new boards (Blue rink), barrier-free improvements, and parking lot upgrades.

Sarnia Arena

Sarnia Arena embodies “hockey heritage” in Canada and is currently the home of the Legionnaires (one of the most successful teams in Canadian junior hockey history) and several other local sports organizations. Similar architectural styles can be seen in the Galt Arena Gardens (Cambridge) and William Allman Arena (Stratford), both of which have hip-style roofs and were built in the 1920s. These Canadian landmarks (often used as backdrops for television productions and commercials) have been substantially renovated in order to meet changing ice sport needs and expectations, an opportunity that has not been fully captured in the Sarnia Arena.

Built in 1948 and one of the oldest arenas still in use in Ontario, Sarnia Arena’s main bowl is a true gem that cannot be replaced in a new structure. The Arena remains very functional (thanks in part to recent upgrades), but is in need of improvements to its façade (among other exterior repairs) and major renovations to its concessions, front lobby, and change rooms. Future capital investment should recognize that Sarnia Arena is the only municipal

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recreation facility in the downtown area and has the potential to serve as a vibrant hub for this community for decades to come.

William Allman Memorial Arena – Stratford (1924)

Galt Arena Gardens – Cambridge (1921)

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Other Options (for comparative purposes):

2. Replace Clearwater Arena with a new twin pad with walking track and multi- purpose rooms

3. Close Sarnia Arena and add one ice pad to Clearwater Arena

4. Re-purpose Germain Park Arena into alternate uses, such as a community hub

10.3 Capital Cost Estimates

Order of magnitude capital costs have been estimated for each of the aforementioned options. These figures are based on preliminary concepts only and should be considered as Class D budgets (+/- 20%). It bears noting that construction costs can vary significantly due to instability of material costs, labour costs, and other economic factors. As a result of these factors, sizable contingencies have been applied which, depending on the City’s expectations and external pricing factors, may be able to be refined at the next stage of the process.

The capital costs identified in this report are shown in current year (2015) dollars and are not adjusted for inflation. Unless otherwise stated, they also specifically exclude HST, land costs, legal costs, environmental remediation, project management, and financing.

Option 1 (recommended) – undertake phased improvements to existing arenas (excluding Germain Park)

A number of projects – such as equipment replacement, major repairs, renovations, etc. – were recommended in Section 8.8. Order of magnitude capital costs have been developed for each project and are shown in summary form in the table below. A complete listing of the major recommended capital projects for each arena and their associated costs can be found in Appendix B.

The recommended capital projects and costs are based on visual inspections, industry costs, and past reports prepared for the City of Sarnia (e.g., Ameresco Canada, 2013; NA Engineering, 2014; etc.).

The identified projects exclude unknown repairs, unexpected failures, and minor capital projects. The Arena Preventative Maintenance Program recommended in Section 9.2 may identify additional improvements to the facilities, equipment, and amenities based on a more detailed lifecycle analysis. Further, each of the recommended projects should be closely examined as part of an asset management program and integrated into a long-term capital forecast, with funding to be determined through the budget process.

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In total, $10.48 million in capital projects have been identified across the three arena facilities: $4.89 million for Clearwater Arena, $3.15 million for RBC Arena, and $2.44 million for Sarnia Arena. Of this, approximately:

 $1.68 million in projects have been identified as high priorities for the City – most of these projects involve operational efficiency improvements that should be undertaken in the near term (approximately the next three years) to address immediate needs and/or realize operational savings.

 $7.42 million in projects have been identified as medium priorities for the City – many of these projects involve accessibility improvements that should be undertaken in the near to medium term, with timing dictated by need, opportunity, and funding availability.

 $1.39 million in projects have been identified as low priorities for the City – many of these projects involve user comfort improvements that should be undertaken as funding allows, but generally no later than ten years from now.

Summary of Costs – Recommended Major Capital Projects Arena High Priority Medium Priority Low Priority Total

Clearwater Arena $932,000 $3,957,200 $0 $4,889,200

RBC Arena $45,000 $2,107,200 $1,000,000 $3,152,200

Sarnia Arena $705,000 $1,351,600 $385,000 $2,441,600

Total $1,682,000 $7,416,000 $1,385,000 $10,483,000 Costs are in 2015 dollars and not adjusted for inflation. See Appendix B for listing of projects and costs

It should be noted that an Asset Management Plan prepared for the City’s arenas by Ameresco Canada in January 2013 found that the City was facing a $2.4 million shortfall in capital funds to update Clearwater, RBC, and Sarnia Arenas and that this shortfall would grow to $7.5 million in five years’ time. These figures are generally in line with the high and medium priority projects recommended in this Study.

As stated earlier in the report, the City has allocated approximately $500,000 annually for capital repairs and replacements in its long-term capital forecast, a funding level that is insufficient to address arena funding requirements. An average of $1.05 million (not adjusted for inflation) would need to be allocated annually to address the major capital items recommended in this Study over a ten-year time period. At the current level of funding, it would take approximately 21-years for the City to address the major capital items recommended in this Study, excluding any costs associated with the future use of Germain Park Arena. The asset management industry recommends that 2% of facility replacement values should be allocated for annual renewal, which – for

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Option 2 (not recommended) – replace Clearwater Arena with a new twin pad facility

For comparative purposes, order of magnitude costs for building a new twin pad arena as a replacement for Clearwater Arena have been developed. This facility concept would utilize a pre-engineered building form and consist of two NHL-size ice pads, change rooms, lobby, warm viewing area, community-level bleacher seating, walking track, program rooms, etc.

The estimated total project cost for this option is $24.52 million; of this, the total construction cost is estimated at $18.86 million. Actual costs may be higher or lower depending on the nature of the facility design and related works.

Capital Cost Estimate – New Twin Pad Arena Cost Factors Cost

New Twin Pad Arena 82,000sf @ $230/sf $18.86 million (including site development)

Subtotal (Construction Cost) $18.86 million

Soft Costs 30% $5.66 million (professional fees, FFE, etc.)

Total Project Cost $24.52 million Specific exclusions: HST, Land Costs, Legal Costs, Demolition, Environmental Remediation, Project Management, Financing

Option 3 (not recommended) – close Sarnia Arena and add one pad to Clearwater Arena

For comparative purposes, order of magnitude costs for adding a third pad to Clearwater Arena as a replacement for Sarnia Arena have been developed. This facility concept would utilize a pre-engineered building form and consist of one NHL-size ice pad, change rooms, small lobby, warm viewing area, community-level bleacher seating, etc.

The estimated total project cost for this option is $13.33 million; of this, the total construction cost is estimated at $10.32 million. Actual costs may be higher or lower depending on the nature of the facility design and related works. Costs associated with the re-purposing, decommissioning, and/or future sale of Sarnia Arena are not included in this estimate.

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Capital Cost Estimate – Addition of Single Pad Arena to Clearwater Arena Cost Factors Cost

Addition of Single Pad Arena 43,000sf @ $240/sf $10.32 million to Existing Facility (including site development)

Subtotal (Construction Cost) $10.32 million

Soft Costs 30% $3.01 million (professional fees, FFE, etc.)

Total Project Cost $13.33 million HST, Land Costs, Legal Costs, Environmental Remediation, Decommissioning, Project Management, Relocation of Amenities, Financing

Option 4 (for consideration) – re-purpose Germain Park Arena into alternate uses, such as a community hub

Germain Park Arena is surplus to the City’s needs as an indoor ice arena. It is recommended that the City consider alternate uses for this facility.

To provide context for further discussion, order of magnitude costs for re-purposing this arena to alternate occupancy-based uses, such as a community hub, have been identified based on 24,160 sf of renovation area (current building footprint) and consisting of new flooring, new roofing, new electrical fixtures, new mechanical systems (HVAC), and revised washroom areas.

The estimated total project cost for re-purposing Germain Park Arena to alternate occupancy-based uses (e.g., community space) is $3.57 million; of this, the total construction cost is estimated at $2.75 million. Actual costs may be higher or lower depending on the nature of the renovation and intended use.

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Capital Cost Estimate – Re-purposing of Germain Park Arena Cost Factors Cost

New Mechanical/Electrical 24,160sf @ $50/sf $1,210,000

New roofing 24,160sf @ $20/sf $485,000

New slab and floor finish 20,000sf @ $20/sf $400,000

New walls (internal) allowance $500,000

New W/C areas 500sf @ $300/sf $150,000

Subtotal (Construction Cost) $2.75 million

Soft Costs 30% $825,000 (professional fees, FFE, etc.)

Total Project Cost $3.57 million Specific exclusions: HST, Land Costs, Legal Costs, Environmental Remediation, Project Management, Financing

10.4 Operating Cost Estimates

The comparison of the operating costs of the arena provision options are presented in this section. The baseline costs are provided by the City of Sarnia in the form of the projected operating costs for 2015. All projected costs are shown in current year (2015) dollars and are not adjusted for inflation. The costs are considered the baseline operating costs and do not account for the enhancements that are recommended in Section 8 of this Study. Further study is needed by staff to articulate the specific needs and funding requirements and their implementation is critical to the success of the continued arena operations.

The recommendations with cost implications include:

a) the use of technology to create efficiencies in communications and operations; b) an audit of arena operations with legislative compliance (this may need to be completed by a compliance expert the first time it is completed); c) the development of a 25 year capital plan considering the needed investments to repair, refurbish, and replace all capital equipment; d) the development and implementation of a professional development and training program for staff; e) the development of alternate revenue strategies, including leagues, naming rights, sponsorships, additional programs in arenas and tournaments, etc.; f) the development of arenas as local community hubs to build cohesion and pride in neighbourhoods; and

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g) the development and the funding of an asset management plan and a preventative maintenance program that will extend the lifespan of equipment and replace assets in a timely manner.

Ice Capacity and Availability Assumptions

In examining the arena provision options, the availability of ice as well as the fiscal implications of each option must be considered. The following table reflects ice use in November of 2014; there were 51 prime time hours still available and 174 non-prime hours available within the current supply of arenas. Of the 174 non-prime hours, 152 are considered daytime use which is Monday to Friday from 7:00 am to 5:00 pm. The current available ice hours that could be used to accommodate displaced ice users reasonably equals to 52 hours of prime time and 18 hours of useable non-prime hours (Monday to Friday 6:00 to 8:00 am and 4:00 to 5:00 pm). 70 hours per week are available within the current (November 2014) ice schedule to accommodate rescheduling and the equitable sharing of prime and non-prime hours amongst the ice users. Any arena closures or repurposing of arenas must consider the impact on ice usage and the respective revenue stream.

Current Ice Time Usage, City of Sarnia (rounded to the closest hour) Prime Time (hours) Clearwater Germain RBC Sarnia Total

Capacity 110 55 110 55 330

Booked 96 37 96 50 279

Available 14 18 14 5 51

Non-Prime Time (hours) Clearwater Germain RBC Sarnia Total

Capacity 100 10 100 50 260

Booked 24 1 54 7 86

Available 76 9 46 43 174 Source: City of Sarnia, 2014

2015 Current Projected Budget for Arena Administration and Operations

The City’s 2015 budget projections depict the status quo whereby all arenas are maintained and experience the existing revenue streams. The projected net deficit for all arenas is $657,700 including a full year of operation for the RBC Centre. This figure includes the arena administration costs but excludes the debt financing charges attributable to the RBC Centre. It should be noted that the City has not experienced a full year of operation at the RBC and, therefore, true actuals will not be known until year-end 2015.

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2015 Budget Projections, City of Sarnia Arenas 2015 Administra- Clearwater Germain RBC Sarnia Total Projections tion

Revenues $12,500 $711,000 $146,500 $1,619,200 $328,200 $2,817,400

Expenditures $155,800 $918,000 $267,200 $1,646,400 $487,700 $3,475,100

Net Cost $143,300 $207,100 $120,600 $27,200 $159,500 $657,700 Source: City of Sarnia, 2015

Option 1 (recommended) – reduce the number of ice pads to 5 and redistribute ice utilization from Germain Park Arena to other arenas

Germain Park Arena is surplus to the City’s needs as an indoor ice arena. To provide context for further discussion, operating cost estimates for eliminating this facility from the active arena inventory and shifting uses to other City arenas have been identified.

The following table depicts the operating budget impacts of closing Germain Park Arena, accommodating the majority of the revenue stream and maintaining the full-time staff expenditure. The impact of this option is estimated to result in net savings to the City of $118,700 annually.

Estimated Financial Impact of Redistributing Ice Utilization from Germain Park Arena Administra- Estimates Clearwater Germain RBC Sarnia Total tion

Revenues $12,500 $711,000 -- $1,619,200 $328,200 $2,670,900

Redistribution of Germain $145,000 ------$145,000 Ice Rentals

Total $157,500 $711,000 -- $1,619,200 $328,200 $2,815,900 Revenues

Expenditures $155,800 $918,000 -- $1,646,400 $487,700 $3,207,900

Re-allocation of Germain $147,000 ------$147,000 Staff

Total $302,800 $918,000 -- $1,646,400 $487,700 $3,354,900 Expenditures

Net Cost $145,300 $207,000 -- $27,200 $159,500 $539,000

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Assumptions Revenue

 All ice rentals would be redistributed amongst the other ice surfaces and the reallocation would need to involve an equitable sharing of both prime and non- prime times in the other arenas.  100% of ice rental revenues would be able to be accommodated in other arenas ensuring that $145,000 is retained in the overall arenas budget. This amount has been captured within the Arena Administration budget so as not to pre-suppose where revenues would be re-allocated.  It is not assumed that $1,500 in Germain Park Arena concession revenue will be maintained and this figure is not identified within another arena cost centre.

Expenditure Assumptions

 The 2 Arena Operators at Germain Park Arena would be re-allocated and the arena operator complement would be right-sized (reduced by 2 operators) through attrition. A possible strategy would be to appoint one operator as a floater to cover off sick time and over-time to reduce the 2014 expenditure of $102,000 in overtime costs. It should be noted that a significant amount of the overtime costs were due to ensuring that the RBC Centre met legislative requirements before the 2014/15 ice season began.  Initial savings to arena operations would be generated through cost savings in overtime, casual wages, fuel, electricity, water, insurance contract work, maintenance, and supplies.

Net Impact to Arena Budgets

An initial net arena budget reduction of $118,700 could be realized as a result of reducing the arena stock to 5 surfaces. A reduction of overtime by assigning one staff person to float between facilities to cover off sick and over time could be realized in years one and two. Additional savings of $145,000 would be realized over time through the attrition of two arena operator staff positions. A reduction in salary and fringe benefits could be realized sooner if two staff persons fill vacancies in other departments or units within the Parks and Recreation Department and the complement is subsequently reduced. This would be done by respecting the guidance of the Collective Agreement.

Option 2 (not recommended) – replace Clearwater Arena with a new twin pad facility (and close Germain Park Arena)

For comparative purposes, operating cost estimates for building a new twin pad arena as a replacement for Clearwater Arena have been developed.

The following table provides a summary of the operating costs of replacing Clearwater Arena with a twin pad, walking track and community rooms, as well as closing Germain Park Arena. The impact of this option is estimated to result in net savings to the City of $35,600 per year compared to Option 1.

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Estimated Financial Impact of Replacing Clearwater Arena with a New Twin Pad (and closing Germain Park Arena) Administra- Estimates Clearwater Germain RBC Sarnia Total tion

Revenues $12,500 $711,000 -- $1,619,200 $328,200 $2,670,900

Reallocation of Germain $145,000 ------$145,000 Ice rentals

Total $157,500 $711,000 -- $1,619,200 $328,200 $2,815,900 Revenues

Expenditures $155,800 $882,400 -- $1,646,400 $487,700 $3,172,300

Re- Allocation of $147,000 ------$147,000 2 Germain Operators

Total $302,800 $882,400 -- $1,646,400 $487,700 $3,319,300 Expenditures

Net Cost $145,300 $171,400 -- $27,200 $159,500 $503,400

Revenue Assumptions

 All revenues for ice rentals can be accommodated.  It is assumed that all revenues for the walking track and/or additional community rooms will be detailed in the Program Services budget at a break-even mandate.

Expenditure Assumptions

 Staffing Allocations – One Germain Park Arena operator could be reassigned to accommodate additional square footage of the walking track and community rooms and the other to a floater position.  A 10% reduction in utilities has been calculated to account for upgraded high- efficiency systems, lights, boilers, and roof top units.

Option 3 (not recommended) – close Sarnia Arena and add one pad to Clearwater Arena (and close Germain Park Arena)

For comparative purposes, operating cost estimates for adding a third pad to Clearwater Arena as a replacement for Sarnia Arena have been developed.

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The table below depicts the operating budget implications of adding one ice pad to Clearwater Arena as a replacement for Sarnia Arena and closing Germain Park Arena. The impact of this option is estimated to result in net cost to the City of $31,700 per year compared to Option 1.

Financial Impacts of Closing Sarnia Arena and adding One Ice Pad to Clearwater Arena (and closing Germain Park Arena) Administra- Estimates Clearwater Germain RBC Sarnia Total tion

Revenues $12,500 $1,039,200 -- $1,619,200 -- $2,670,900

Re-allocation of Germain $145,000 ------$145,000 Ice Rentals & Revenues

Total $157,500 $1,039,200 -- $1,619,200 -- $2,815,900 Revenues

Expenditures $155,800 $1,437,700 -- $1,646,400 -- $3,239,900

Allocation for 2 $147,000 ------$147,000 Germain Operators

Total $302,800 $1,437,700 -- $1,646,400 -- $3,386,600 Expenditures

Net Cost $145,300 $398,500 -- $27,200 -- $570,700

Revenue Assumptions

 It is assumed that through equitable sharing of ice that the current ice needs can be accommodated in this option. Germain Park Arena rentals could be allocated to other arenas through an equitable effort to share prime and non-prime hours.  Sarnia Arena revenues have been included in the Clearwater Arena projections where practicable.  All other revenue streams could be accommodated within the triple pad.

Expenditure Assumptions

 Lead hands would be required for all shifts on the triple pad (which equals 14 shifts per week) due to the volume of traffic expected during evening and weekends. Therefore, 3 Lead Hands would be required at the triple pad.

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 2 Operators would be required during Monday to Friday on the day shift as there is lighter schedule during the weekdays.  3 Operators are required for evenings and weekends due to the higher volume of ice use and traffic in the facility.  The suggested full-time complement is 3 Lead Hands, 10 Operators, and 1 Floater Position to cover off for sick time, vacations (the aging workforce have earned longer vacations), and overtime.  It is assumed that the triple pad development and construction would include a requirement for energy-efficient lighting systems, boilers, and roof top units, thus generating energy and fuel efficiencies. A respective savings of 10% has been included to provide a conservative estimate (Fuel: $6,500; Electricity: $23,000; Water: $2,300).

Option 4 (for consideration) – re-purpose Germain Park Arena into alternate uses, such as a community hub

To provide context for further discussion, operating cost estimates for re-purposing Germain Park Arena to alternate occupancy-based uses, such as a community hub, have been identified. Re-purposing Germain Park Arena into a Community Hub will involve building community capacity to enable groups to provide self-directed programs and events within the facility. Directly offered programs and camps as well as room rentals would provide a new revenue stream for the re-purposed facility.

The table below provides a summary of the estimated fiscal implications of utilizing Germain Park Arena as a community hub. The impact of re-opening Germain Park Arena as a community hub is estimated to result in a net cost to the City of $240,600 per year compared to Option 1.

Estimated Financial Impact of Re-Purposing Germain Park Arena into a Community Hub or Alternate Use

Administra- Germain Estimates Clearwater (Community RBC Sarnia Total tion Hub)

$132,600 Revenues $12,500 $711,000 (new $1,619,200 $328,200 $2,803,500 revenues)

Redistribution of Germain $145,000 ------$145,000 Ice Rentals

Total $157,500 $711,000 $132,600 $1,619,200 $328,200 $2,948,500 Revenues

Expenditures $155,800 $918,000 $447,700 $1,646,400 $487,700 $3,655,600

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Administra- Germain Estimates Clearwater (Community RBC Sarnia Total tion Hub)

Re-allocation of Germain $72,500 ------$72,500 staff

Total $228,300 $918,000 $447,700 $1,646,400 $487,700 $3,728,100 Expenditures

Net Cost $70,800 $207,000 $315,100 $27,200 $159,500 $779,600

Assumptions Revenue

 It must be noted that the following are reasonable assumptions for depicting options for using Germain Park Arena as a community hub. These assumptions do not replace the need for a feasibility study that would be required before Council has the comprehensive data in order to make an informed decision.  Program Revenue – It is suggested that 20 hours of programming be reasonably offered per week (4 program sessions each offered for 10 weeks). An average 45 minute classes with an average of 10 registrants per class. 27 classes could be offered weekly at an average program rate of $45/session per person.  Camp Revenue – A camp program could be offered in the summer time for 8 weeks (1 week sessions). 2 camps could be offered at 50 participants per camp at an average rate of $100/week per camper.  A room rental program could be initiated in the first year at a reasonable rental program to start of 4 rentals per week for 40 weeks (excluding summer). 160 rental hours at an average of $25/rental is estimated in the first year of operation.

Assumptions Expenditures

 In the first year of operation the facility would operate Monday to Friday from 9:00 a.m. to 9:00 p.m. and Saturdays and Sundays from 9:00 a.m. to 4:00 p.m. The facility would need full and/or part-time coverage for 74 hours per week.  Staffing is required for a full-time Program Coordinator ($65,000) and a full-time Operator ($53,100), complemented by part-time Program Facilitators (30 hours / week @$12/hour) and Cleaners (34 hours per week @ $11/hour).  One staff position (of the 2 surplus generated through the closure of Germain Park Arena) would be allocated to the Germain Community Hub and the other would be utilized to offset overtime costs and sick time throughout the arena system.  Camp staff are calculated at 1 Lead Camp Supervisor (12 weeks @$12/hour) and 10 camp staff (9 weeks @ $11/hour).  Part-time Program staff are calculated at an average rate of $12/hour. An amount for training and set-up of classes is calculated at $4,400 annually.

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 Statutory benefits are calculated at 21% of the full-time wage and 12% of part- time rates.  Non-statutory benefits are calculated at 16% of the full-time salary/wage.  The facility is estimated to be a 24,160 square foot community space. Utility (hydro, gas and water) estimates are calculated at $3.25 per square foot and maintenance and supplies are estimated at $2.00 per square foot.  A $40,000 allotment is estimated in year one for program and camp equipment at the centre.

10.5 Summary of Cost Estimates

The following table summarizes the capital and operating cost impacts of the various options presented. Again it must be noted that the enhancements critical to successful arena operations (recommended in Section 9) require more study from a staff perspective and have not been added to each arena budget. The cost of these enhancements will be brought forward to Council for future consideration.

Summary of Financial Impacts of Various Options (2015$, not adjusted for inflation) 2015 Budget Option 1 Projected Option 2 Option 3 Option 4 Element (recommended) Baseline

$13.33 $3.57 $0.5 million $1.05 million $24.52 Net Capital million million per year per year for 10 million (one Cost (one time (one time (approx.) years time cost) cost) cost)

Net Operating $657,700 $539,000 $503,400 $570,700 $779,600 Cost (annual)

In summary, each of the options accommodates current ice requirements, although be it with a fair amount of re-distribution of ice and equitable use of limited non-prime time hours. The refurbishment of Germain Park Arena to a community hub gained support in the consultation as residents and staff saw it as a centre for all ages and abilities, although there are a number of other options and considerations for the City to examine after the facility is decommissioned as an arena.

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APPENDIX A: Record of Public Input

City of Sarnia – Arena Management Study Ice Users Focus Group November 12, 2014

Attendees

12 attendees from 9 groups

 Bluewater Sport Hockey League: Kevin Fitzpatrick & Heather Fitzpatrick  Sarnia Hockey Association: Linda Lauzon & Mike Johnson  Skate Sarnia: Doug Jackson  Sarnia Girls Hockey: Dale Kerslake  Sarnia AAA Hockey: Mike Kelly  Bluewater Regional Training Centre: Sonya Rivard & Mark Moore  Sarnia ice Hawks: Ron Rivait  Sarnia Sting: Mark Glavin  Sarnia Legionnaires Jr. B Hockey Club: Tom Knight  City of Sarnia: Rob Harwood  Monteith Brown Planning Consultants: Todd Brown & Steve Langlois

Invited but did not attend: Burgess Goalie Camp, Lambton College Athletics, Micor Source for Sports League, PMHL, LKSSAA High School Hockey, Teachers Hockey League

General Discussion

 Do the population forecasts take into account the possibility of new employment opportunities within the City?  Some organizations also draw from other areas in the County – need to account for population trends in these areas as well  Lambton College proposal – have been told that ceiling is 4 inches too short for some sport standards

Topic #1: Trends & Demographics

1. How (and why) are your registration and ice usage patterns changing? Are you getting the amount of hours that you require?

 Lambton Jr AAA – ice time needs are increasing due to expanded program development (skills – currently use 6 hours/wk) and possible opportunity to add a Major Midget team (this would have them on the ice every day similar to the Sting – would double their ice time needs)

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 Bluewater Regional Training Centre – run from April to September (use Point Edward during winter season) – this past year, took an additional week in the Spring partially due to a Strathroy group moving to farther away to Komoka; offering more programs that have cross-over appeal with other sports  Skate Sarnia – have seen growth in power skating (coach is well received and word of mouth has been effective) – added an additional power skating session this past year  Sarnia Minor Hockey – have been pretty steady, but increasing skills development – increased Novice division by 2 teams this year and had to cap another age group  Indoor soccer might be drawing kids away from ice sports

2. Do you currently use arenas outside the City? If so, how much and why?

 Sarnia Minor Hockey is renting 4.5 hours per week in Thedford (partly to create inroads in the event that local rinks are closed); Wed night 8:45 to 10:30pm and Sunday 4-7pm – this is all they could get  Watford and Petrolia arenas are full  Bluewater Regional Training Centre – Use Point Edward Arena, but not a full size rink  Girls Hockey – Using Mooretown and Walpole Island a bit this year, mostly because it was available but also because it is cheaper ($150/hr)  Point Edward Arena – relies heavily on Sarnia users – only have 210 children in K-8 grade school

3. If you had to make do with less, how would you modify your programs? How would less ice time affect tournaments?

 No matter what population forecasts say, they will still have the same number of rep/travel teams (and they are needing more time due to their increased focus on skill development)  BSHL – it has been the culture in Sarnia for adults to play at 10pm or earlier – playing at midnight may be the norm in other communities but this is not accepted here; bumping turns players off  Jr AAA program wouldn’t exist if they had less ice time (could use more ice time as it is and also interested in summer programming)  82 teams in Silver Stick down from 94 last year – use as many rinks as they can get access to, including Germain Park Arena and many others out of town  Girls Silver Stick could do without Germain Park Arena

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Topic #2: Aging & Surplus Infrastructure

4. How many ice pads are required to meet current and future needs?

 Arena users have already indicated that Germain Park could be closed without major impact on users – arena is not full size and is not vital for Silver Stick  Need 5 “full size” ice pads (don’t consider Germain Park Arena to be full- size)

5. Which arenas would be the best candidates for removal? Why?

 Germain Park Arena (although it is the most barrier-free) – could be re- purposed to indoor soccer (but need to be clear on the operating and capital costs – who would operate it?)

6. Which arenas should be retained? What improvements should be considered for these arenas?

 All arenas other than Germain Park Arena  Multi-pad arenas are essential for major tournaments and competitions, such as synchronized skating  Sarnia Arena is not accessible for sledge hockey; RBC is best suited (but parking is a challenge as it is farther away); Germain Park Arena is also a good fit for sledge hockey – need to make accessibility improvements to whatever rinks are retained (including sled storage)  Many groups would be willing to pay more if new arenas were developed  The City had talked about selling RBC 2 for about $2 million, but replacing it would cost at least $12 million – this doesn’t make sense  Better general maintenance is needed at all rinks – cleaning, working toilets, etc. – they have been underfunded for 15 years  Change rooms – many are small (Clearwater)  Stratford is a good example of a community that takes pride in their arenas and has reinvested in them  Groups are eager to help to apply for grants for arena improvements  Sarnia Arena – bowl is a great atmosphere that can’t be replaced – Junior B games are very well attended – needs more updates similar to Allman and Galt Arenas, including front-end concession – also, it is the only arena in this area

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Topic #3: Sustainability

7. How can we boost usage of weekend prime time and non-prime time?

 Don’t consider Saturdays before 9am to be prime time, as well as Sunday mornings  Issue is not usage from 5-10pm M-F, it’s the City’s ability to promote and sell the shoulder hours (e.g., 9pm to midnight); glad that consultants are looking at weekday and weekend usage separately  Can rent weekend evening ice at Point Edward or Mooretown much cheaper  Minor Hockey – hard for rep/travel teams to use Friday night and Saturday ice as many are playing in tournaments or out of town league games; would rather use ice time Monday to Thursday up to 10pm (however, this may push out some adult groups)  Better awareness / advertising of new ice times (e.g., through schools)  Reciprocal use agreements with schools  Look at last minute ice rental rates (e.g., 48 hours or less)  Online availability calendar – many groups support this idea (City is looking into this with new software module)  Online payment and point of sale technology (City is looking into this with new software module)

8. Is the City’s Ice Allocation Policy working well?

 Policy has never been applied as they are in a surplus scenario and no new groups have joined  Sarnia Minor Hockey was the only group that provided input into the policy (no one else showed up to meeting)  Curious to know how it would apply to sledge hockey (mostly adults)

9. Are the City’s revised ice rates responsive to your needs?

 Rates have skyrocketed over past 6 years  Coaches looking to develop skills are willing to pay  Appreciate the cheaper daytime ice rates, but bumping due to World U17 tournament led one group to use Point Edward at that time  Was nice to see that rates did not increase this past year

10. How would you rate the level of customer service that you receive from arena staff? What about staff at City Hall?

 Better at RBC now that City has taken over – phenomenal staff  Germain Park staff are great – go out of their way  Staff are very helpful, including City’s booking clerk

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11. What improvements would you suggest for enhancing the financial and operational performance of City arenas?

 Would like to see more events and concerts at RBC (but only if they make money or spin-off is substantial)  Concessions and restaurant hours don’t always align with use (but City working on this)  City has made choices not to invest in its arenas – this was proven by BMA Study that showed how low the per capita spending was on the City’s recreation facilities  Sponsoring, partnerships, fundraising – user groups are willing to help out

Wrap-up – What is your best advice to City staff and Consultants as they go about developing recommendations for the future?

 Keep us involved and keep talking (sentiment was supported by many; groups were angry that they weren’t consulted during the previous process in 2013/14)  Tonight is a great first step – objective process  Look at future opportunities – What can we attract to the community (e.g., tournaments, events, new programs)?  Use the right information and we will support it – last report had a lot of holes in it  Find a way to use arenas in the summer – sport tourism (border city)  Promote the Study on the City’s website  Don’t get too caught up in the population forecasts because users are using more ice time and are more willing to pay  No one wants to close an arena, so must be sure that it doesn’t result in reduced participation (e.g., adult hockey)  Adults need a place to play as well – all part of an active community  Great decision to hire consultants  Still need to provide room for growth  Consider accessibility for persons with disabilities  Remember that programs run on volunteers

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City of Sarnia – Arena Management Study Indoor Turf Users Focus Group November 13, 2014

Attendees:

17 attendees from 11 groups

 Sarnia Saints Rugby: Chris Groombridge  Sarnia Men's Industrial Soccer Leagues: Les Thomson & Keith Henry  Sarnia FC: Christian Williamson & Paul Burke  Sarnia Girls Fastball: Bonnie Young  SMAA Lacrosse: John Ritchie & Brian Snider  New Lacrosse group: Kevin Fines  SMAA Baseball: Ron Smith  Sarnia Girls Soccer: Sue Tombak & Pete Thomas  GallaDev's Soccer Academy: Jamie Gallacher & Brian Devlin  Sarnia Women's Soccer Club: Gord Lamb  Bluewater Football: Dave Stewart & Marg Stewart  City of Sarnia: Rob Harwood  Monteith Brown Planning Consultants: Todd Brown & Steve Langlois

Invited but did not attend: Sarnia Braves Baseball, SMAA Football, and Sarnia Imperials

General Discussion

 City doesn’t invest in its arena facilities; doesn’t have a lifecycle replacement reserve

Topic #1: Trends & Demographics

1. Current indoor programming: a) What activities do you offer and where? b) Are existing facilities suitable for your needs?

 Sarnia Girls – skills programs for ages 5 to 15, indoor leagues, training for travel and select teams – use school gyms; one team going to London BMO Centre to rent field turf  Sturgeons Football – have tried indoor training/conditioning in the past, but limited as to what they can do in gyms (not doing it this year); 40 kids on a team, so gyms can get crowded – would like to run program in April  SMAA Girls Baseball (20 girls) started up again this year – have to use soft balls, etc.

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 Sarnia Rugby uses riding centre from mid-January to March – works fine for them but likely won’t be available this year  Sarnia FC – same problems as Girls Soccer – zero transfer of skills over to outdoor game  GallaDev Soccer – using schools that are too small – access to schools is limited as they are a private group  Men’s League – use Lambton College, which is adequate – biggest problem is access to time (get 2 hours twice a week)  Many players are going to London to play lacrosse (better facilities) – can’t even get access to school gyms  Ran lacrosse programs on the Reserve in the past (October to March) – many schools don’t allow it because of possible damage from lacrosse balls  High schools with bigger gyms not allowing indoor soccer and other outside users – too much red tape and access is unpredictable  Gyms are too small – have to modify game substantially  Cannot get any more time at gymnasiums – they are at capacity or restricted

2. How can an indoor turf facility be justified with declining registration and an aging population?

 There are so many different user groups that require access  Seeking one facility – there are none at present  Some groups seeing steady increase in registration (e.g., lacrosse, rugby, etc.)  Seeking more access to indoor space for different programs  Despite population declines, will still have the same number of travel and select teams – these are the ones that want the time  Losing athletes to other communities that can offer better facilities and associated programs  Maybe soccer is declining, but there are many other opportunities for youth (e.g., rugby, lacrosse, etc.)  Investment in quality of life amenities (e.g., sport infrastructure) helps to attract people to the community  Tournaments and facilities bring revenue through economic activity  If youth registration declines, this may create opportunities for more adult participation (over 35 soccer is fastest growing market and they won’t play in small gyms) – adult market is not currently well served  Firmly believe that if we build it, they will come  Cost of hockey registration is quite high – might make winter soccer more popular if affordable  Moving turf groups out of gymnasiums helps to free up time for core court users, such as volleyball, basketball, etc.

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3. Future indoor programming:

a) What new programs or activities could be offered at an indoor turf facility?

 Would like to start a winter house league for lacrosse (skills, 3 on 3 league, camps); hybrid between field and box lacrosse  Possible use for men’s field lacrosse  Lawn bowling for seniors during the day  Cheerleading  Many groups are running programs that are restricted / self-limited by space constraints – programs would grow exponentially with a new facility  Adult soccer is currently under-served (including retirees, who could use non- prime hours)

b) How would an indoor facility affect usage of the City’s outdoor artificial turf field?

 No impact – there is already enough demand for a second outdoor turf field

Topic #2: Facility Options

4. What is your preference between the following options:

a) converting Germain Park Arena

 Would be of little use to most groups – too small for older age groups and more competitive streams (would rather have RBC 2 for indoor soccer, or even Clearwater Arena)  Ceiling height would be limiting – what would cost be to raise the roof?  This option would be “making due” – it is a short term solution that might alienate users  Would be a great satellite facility  Difficult to split into more than one field – demand is greater than just one field – would not meet everyone’s requirements  Would not allow for tournaments

b) new structure (permanent or dome)

 Decision on preferred building type would depend on what rental rates are – dome would be more affordable to build than a permanent structure and thus would be the preferred option  Could consider a dome at the back field at Norm Perry Field (but parking would be a significant issue) – this would be more affordable than a permanent structure; clubhouse at Norm Perry needs to be upgraded anyway (new facility could kill two birds with one stone)  Must allow for multiple fields, multiple programming

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 If the City is building new arenas, would be great to have some pads with ice and some with turf  Could look at Woodstock indoor soccer facility model (nearly full size) – no reason Sarnia couldn’t have something like this (or better)

c) continuing to use gymnasiums

 This is not the preferred option

5. What would have to be done to Germain Park Arena to convert it to an indoor turf venue? Please distinguish between mandatory and “nice to have” items.

 Would have to ensure that it is safe structurally  Would have to completely redo change rooms – 2 to 4 change rooms per field would be necessary for lacrosse, football – change rooms are less critical for soccer, especially at younger ages  Large field space is more important than ancillary amenities – focus on playability first  Accessible washrooms  Heated area for parents  Would like some dedicated storage (“nice to have”)

6. What would be your advice if the conversion of Germain Park Arena is found to be not viable?

 Re-purposing Germain Park Arena is not the preferred option – support is greatest for purpose-built facility

Topic #3: Sustainability

If sufficient demand is found for an indoor turf facility…

7. What are your group’s expectations for access?

 Problem will be that all groups will want to use weekday prime time  Demand is enough that facility would be fully booked from 8am to 11pm on weekends – this would even be true if facility was divided into multiple fields  Field lacrosse would be interested in using it during the summer  Rugby – would be looking for access to indoor facility for second half of off- season (basic structure) and capable of hosting tournaments; willing to use after 9pm  Men’s Soccer – have younger and older divisions; would be interested in using facility after 9pm  GallaDev Soccer – although they are for-profit, would want fair access to facility (but pay more than non-profit groups when renting school gymnasiums, so they are familiar with tiered pricing)

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 Groups would be willing to consider a Facility Allocation Policy  Would groups that contribute financially to new facilities receive more favourable access? This may become a source of conflict

8. What would be a fair rental rate for this type of facility?

 If cost is too high, groups won’t be able to afford to use it  Rental rates at many other indoor turf fields in Ontario are in the $100 to $125+ per hour range – can we afford that?  Rates should be comparable to those in comparable communities  Current rental rate for lacrosse (arena floors) is much higher than other communities in the region  Currently pay anywhere from $0 to $80 for access to school gyms  Higher rates are justified if the facility can offer a better experience and registrants see value for their money

9. What sources should be considered for capital funding?

 Sponsorships through local companies, refineries  Provincial and Federal grants  Trillium grants (but they are redesigning the program)  Some groups have capacity to donate, but would want to see value for their contribution – however, would this shut some groups out?

10. What are the pros and cons if the facility is operated by (a) the City; or (b) a third-party?

 City-operated o Subsidized (but City doesn’t have the best history in facility management) o Stability (but many other priorities) o Already has insurance, liability safeguards, etc.  Third-party o Less accountability, more unknowns o Sport organizations are run by volunteers – they are not willing to take this on (would need a management company) o What if there are cost over-runs? Groups don’t have resources to absorb any losses o Might be able to run it more effectively and leaner than City, but don’t have the time o Field allocation would be very difficult – operator would expect priority o Private sector has investigated possibility of providing indoor turf in Sarnia in the recent past

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City of Sarnia – Arena Management Study Public Meeting #1 December 3, 2014 (Kinsmen Centre)

Meeting was facilitated by Monteith Brown Planning Consultants and attended by approximately 30 residents.

General Discussion

 Concerned about how ice is booked and the way that ice utilization is calculated by the City. Will be interesting to see how the City taking over the RBC Centre affects how utilization is assessed (i.e., through a centralized booking system). Thought City was going to re-evaluate after one full year of operation.

 Concerned about arenas being closed at the end of the regular season as many groups need early spring ice time for 3-on-3 hockey, training, and try-outs. How much ice will be available for off-season users?

 3 years ago sent a letter to City complementing them on the bike paths at Canatara Park along with arenas and ball diamonds; however, when looking at page 6 of the report, concerned that the City is not keeping pace with improvements as it does not spend enough money to maintain facilities as compared to other benchmarked communities.

 Many years ago, it used to be hard to find the ice time needed for youth. There could be a potential user group that got pushed out back then that may now be looking at opportunities to get back in and need ice time.

 When moving to 5 ice pads, there still may be the odd gap during year when a group may not need their allotted time. Is there a way to offer those spaces to occasional user groups (perhaps at a reduced rate) so that some revenue can be received?

 There was a public meeting at City Hall some time ago and user groups got together; there were a lot of people at Council Chambers with interest in arena provision. The proposal from Lambton College was not made public until after the public meeting – there should have been another public meeting to deal with their proposal. At that time they were also talking about closing 2 ice pads and then the potential of 2 new ice pads being developed was identified. Things were changing too fast for user groups to respond and the process was not constructive.

 How did the report estimate elite athletic needs with regard to hockey and turf groups, such as demand for skill development coming from the private sector?

 Felt that turf groups indicated that they were able to use more than 1 field – feel demand will continue to grow.

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 Very pleased with the transparency of this process and glad that it will continue into the next two reports and public meetings.

 Last minute changes to the previous study process made it hard for user groups to speak to Council in an informed manner about potential impacts as they had little time to be review and respond to issues and options raised at the last minute (e.g., College proposal, building 2 new ice pads, etc.). Council seemed to agree with staff without any additional input from the groups, so there are concerns about transparency – what will Council say?

 Requested that user groups receive an e-mail from the City to indicate when new information is posted on the City’s website and future public meetings are advertised.

 Older adults have an interest in using daytime ice and need to know what is available – could the City help to organize a daytime hockey league?

 In January 2014, user groups were invited to a meeting and presented with revised arena schedules. An ice allocation policy was also created by the City. Have not heard of any mention of how one could shift groups around to better utilize ice (and maybe increase utilization).

 At a previous meeting, someone spoke to the point that she moved to Sarnia because of its facilities. City needs to think big picture and find ways like investing in recreation facilities to attract people to City. Closing arenas is not the answer.

 If the City only provides 5 arenas, what is the impact on the Silver Stick tournament? Losing arenas would make the City look less attractive for tournaments, but actual impact is uncertain – at the very least, they would host fewer teams and would not generate the same economic impact. Ice size is less of a factor as groups can program smaller pads for younger participants. Silver Stick is run by minor hockey with 92 hockey teams coming last year (using all of the City’s ice pads, as well as others in the County). For this coming year, they will have to drop to 82 teams as they have lost access to one arena outside the City due to impact of the World U17 event. Concerned that if they cannot accommodate an age group, they will not have the opportunity to get that particular age group back in the future. It is also hard to find hotels in City, which can also have a huge impact on tournaments.

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City of Sarnia – Arena Management Study Public Meeting #2 January 27, 2015 (Kinsmen Centre)

Meeting was facilitated by Monteith Brown Planning Consultants and Tucker-Reid & Associates and attended by approximately 50 residents.

General Discussion

 Are the capital costs going to be greater than the Amerseco report?

 Facility Condition index – question as to rating of facilities was calculated

 Has lack of funding contributed to the ratings of the facilities? Is it better to replace older facilities with new or expanded facilities?

 RBC Centre – are the suggested upgrades newer requirements or was the facility not of a good standard to begin with?

 Will the next iteration of the study isolate the costs to get the RBC Centre up and running efficiently in 2015?

 Will you be benchmarking in terms of investments in arenas per capita? (Councillor)

 What will it take to make the areas attractive to tournaments in the future?

 Did the costs for Clearwater Arena include the parking lots?

 The City needs a 25-year master plan before they can make decisions on arenas.

 Final report needs to weigh-in options for Germain Park Arena. (Councillor)

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City of Sarnia – Arena Management Study Public Meeting #3 February 24, 2015 (Kinsmen Centre)

Meeting was facilitated by Monteith Brown Planning Consultants and attended by approximately 25 residents.

General Discussion

 Where we are now compared to 6 months ago is a miracle – with thanks to the consultants.

 Is the 2% of facility replacement value guideline in addition to the $1.05 million per year?

 What is the per capita cost for $1.05 million per year based on the City’s population? What is the impact of this level of funding on the tax levy?

 Important for Council and public to know that this is not a cost to bring the facilities up to a “gold” standard, but rather that the plan deals with the “essentials” to keep the facilities in a reasonable working order.

 The report notes that women’s hockey has been growing which suggests different demands or amenity needs within arena facilities. (Councillor)

 Agree with the “Think beyond the rink” philosophy and the need to consider other interests like speed skating, ringette, and other different things that the arenas can be used for. (Councillor)

 Does the $1.05 million per year capital requirement include ongoing improvements to each facility (e.g., unexpected or on-going maintenance/repair)? (Councillor)

 Need to also think about costs for the unanticipated – how to deal with these costs as they arise.

 Heritage or historic aspect of the Sarnia Arena – “hockey heritage” – do any arena facilities in other communities have a heritage designation – does this create an opportunity for grants?

 How were Germain Park Arena users consulted during the process and what was their reaction? (Councillor); Sarnia Sledge Hockey noted that they are a user of Germain Park Arena and that they were adequately consulted

 Should the study include a capital cost for the provision of multi-use community rooms at the RBC Centre?

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 Comment and discussion on fire service improvements at the RBC Centre, including the standpipe location which restricts access to the rear of the facility.

 The City needs to attract more entertainment events to the RBC Centre.

 The Sarnia Hockey Association noted an interest in participating on the proposed Arena Advisory Committee and thanked the Consultants on the report, noting that they were very happy with the results.

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APPENDIX B: Arena-Specific Major Capital Project Costs

The following represent a preliminary list of upgrades and replacements for each City arena recommended to be retained, as recommended in Section 8.8. Order of magnitude capital costs (Class D +/- 20%) have been estimated for each major capital item. The costs are shown in current year (2015) dollars and are not adjusted for inflation.

The recommended capital projects and costs are based on visual inspections, industry costs, and past reports prepared for the City of Sarnia (e.g., Ameresco Canada, 2013; NA Engineering, 2014; etc.).

Clearwater Arena – Recommended Major Capital Projects Ref.# Major Capital Project Rationale Priority Estimated Cost 1.1 upgrade refrigeration plant operational high $587,000* efficiency 1.2 replace the rubber flooring user medium $150,000 comfort (14,000sf @ $11/sf) 1.3 undertake finish upgrades to user medium $195,000 public spaces, community comfort (4,000 sf – assumes rooms, and arenas to $50,000 flooring, improve and update the look $25,000 painting, of the facility $25,000 ceiling, $50,000 mech/elec with 30% for soft costs) 1.4 upgrade to high efficiency operational medium $172,200* lighting efficiency 1.5 replace the boards in the user medium $260,000 Blue pad comfort 1.6 upgrades to the parking lot operational medium $100,000 efficiency (10,000sf @ $10/sf) 1.7 replace elevator to meet new accessibility medium $300,000 barrier-free standards Lump sum estimate

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Ref.# Major Capital Project Rationale Priority Estimated Cost 1.8 major renovations to change accessibility medium $2,800,000 areas and public washrooms (7,200sf @ $300/sf to allow for barrier-free with 30% for soft costs) access; add two new change rooms at rear of building (north) 1.9 renovations to main lobby to accessibility medium $325,000 allow for barrier-free warm ($100,000 glazing, viewing and to $100,000 ramps, concessions/ticketing to $50,00 finishes) with allow for barrier free access 30% for soft costs Total $4.89 million * Source: Ameresco Canada (2013)

RBC Centre – Recommended Major Capital Projects Ref.# Major Capital Project Rationale Priority Estimated Cost 1.10 complete upgrades to operational high $45,000 sprinkler system in RBC 2 efficiency Based on recent quote 1.11 upgrade to high efficiency operational medium $349,200* lighting efficiency 1.12 upgrade/replace building operational medium $169,000* automation system efficiency 1.13 replace roof-mounted HVAC operational medium $281,000* units efficiency 1.14 install low-e ceilings in RBC operational medium $198,000* 1 and 2 efficiency 1.15 major renovations to change user medium $585,000 rooms in order to provide comfort (Assume 1,500sf @ dedicated shower areas for $300/sf with 30% for each soft costs) 1.16 improve access for shows accessibility medium $150,000 and persons with disabilities Lump sum estimate by moving the fire route and/or adding a ramp at main entrance (east) 1.17 revisions to concessions to accessibility medium $125,000 allow for barrier-free access Lump sum estimate to counters

City of Sarnia – Arena Management Study Page B-2 March 2015 Page 230 of 376 Correspondence #1 - April 13, 2015 FINAL DRAFT FOR COUNCIL REVIEW

Ref.# Major Capital Project Rationale Priority Estimated Cost 1.18 addition of dedicated barrier- accessibility medium $250,000 free washrooms Assumes 650sf @ $300/sf with 30% for soft costs) 1.19 install new video board on user low $1,000,000 RBC 2 comfort Lump sum estimate (variable according to scope) Total $3.15 million * Source: Ameresco Canada (2013)

Sarnia Arena – Recommended Major Capital Projects Ref.# Major Capital Project Rationale Priority Estimated Cost 1.20 restoration of façade and operational high $455,000** repairs to exterior (e.g., brick efficiency (27,500sf @ $10/sf and block walls, eave pointing, $75,000 for troughs, soffits and fascia, eavestrough / fascia lintels above doors, etc.) repair with 30% for soft costs) 1.22 replace the roof over the operational high $250,000** western and southern facility efficiency 12,000sf @ $20/sf) additions 1.21 upgrade to high efficiency operational medium $65,600* lighting efficiency 1.22 major renovations to accessibility medium $350,000 concessions and front lobby (5,100 sf – assumes to allow for improved flow, $64,000 flooring, upgraded finishes to improve $75,000 millwork, and update the look of the $35,000 painting, facility, and barrier-free $26,000 ceiling, access to services $70,000 mech/elec, with 30% for soft costs) 1.23 major renovations to change accessibility medium $936,000 rooms to allow for barrier- (2,400sf @ $300/sf free access with 30% for soft costs) 1.24 install windows in the user low $150,000 community room comfort Lump sum estimate

City of Sarnia – Arena Management Study Page B-3 March 2015 Page 231 of 376 Correspondence #1 - April 13, 2015 FINAL DRAFT FOR COUNCIL REVIEW

Ref.# Major Capital Project Rationale Priority Estimated Cost 1.25 interior renovations to arena user low $235,000 (e.g., repainting, upgrading comfort (new end walls above of end walls) to improve and block $50,000, new low- update the look of the facility e ceiling $90,000, paint $40,000 with 30% for soft costs) Total $2.44 million * Source: Ameresco Canada (2013) ** Source: NA Engineering (2014)

City of Sarnia – Arena Management Study Page B-4 March 2015 Page 232 of 376 Correspondence #2 - April 13, 2015

THE CORPORATION OF THE CITY OF SARNIA People Serving People

ENGINEERING DEPARTMENT

OPEN SESSION REPORT

TO: Mayor Bradley and Members of Sarnia City Council

FROM: J.P. André Morin, City Engineer

DATE: April 13, 2015

SUBJECT: Award of Tender 15-08- Ice Resurfacing Machine

Recommendation: It is recommended:

That Sarnia City Council accept the tender for an Olympia Ice Resurfacer submitted by Resurfice Corp. in the amount of $101,546.30 including non- rebateable HST.

Background: As part of the 2015 budget process, Council approved the purchase of an Ice Resurfacer for the RBC Centre. This process was carried out by the Public Works Fleet Division in accordance with their established responsibilities as per the Council approved restructuring in mid-2004. Submissions were received from 2 bidders on March 4, 2015 and opened according to policy from the following:

Proponent Bid Amount Optional Laser Total Description System Resurfice $81,397.82 $20,148.48 $101,546.30 Corporation Zamboni $90,515.52 $22,896.00 $113,411.52 Company *Quoted prices include non-rebateable HST

Page 233 of 376 Correspondence #2 - April 13, 2015

Comments: The “Laser Levelling” Option function was chosen by City Staff because of the benefits through advancement in:  Energy efficiency  Ice quality  Risk management  Reduce ice maintenance (labour cost)  Compensates for potential employee ice levelling inefficiency  Ensures that both ice resurfacers are calibrated equally during double floods for OHL games

Consultation: The following individuals and groups were consulted in the development of this project:  Purchasing Manager, Operations Manager, Acting Arena Manager, and the Fleet Superintendent

Financial Implications: The total cost of the ice resurfacer from the recommended vendor is $101,546.30 including non-rebateable HST, which will be funded from the Equipment Reserve Account # 30-2-6525-06550. The 2015 Replacement Equipment budget included $125,000 for the purchase of an ice resurfacer.

Reviewed by: Approved by:

J.P. André Morin, P.Eng Margaret Misek-Evans City Engineer City Manager

This report was prepared by Blaine Clarke, Fleet Superintendent and Katlin Gorman, Fleet Clerk.

Page 234 of 376 Correspondence #3 - April 13, 2015

THE CORPORATION OF THE CITY OF SARNIA People Serving People

ENGINEERING DEPARTMENT

OPEN SESSION REPORT

TO: Mayor Bradley and Members of Sarnia City Council

FROM: J.P. André Morin, City Engineer

DATE: April 13, 2015

SUBJECT: RFP 14-127 – Tangible Capital Asset Accounting and Asset Management Application Software.

Recommendation: It is recommended that:

1. That Sarnia City Council award RFP 14-127, Supply and Implementation of “Tangible Capital Asset Accounting and Asset Management Application Software” to WorkTech Inc. at a bid price of $171,788.69, (including 5 years of annual maintenance charges and the non-rebateable HST)

2. That The Mayor and Clerk be authorized to sign the necessary agreements

Background:

As per provincial guidelines, municipalities are required to prepare and update their detailed Asset Management Plan and have an Asset Management Strategy and implementation plan. As per the guidelines, any municipality seeking Provincial capital funding is required to prepare a detailed asset management plan, show how its proposed project fits within it and also update the plan on an ongoing basis. This is also being made into a requirement for Gas Tax and OCIF (Ontario community Infrastructure Fund) – formula based component, which the City is currently receiving from the Province.

The City’s Engineering and Finance Staff have completed the initial Infrastructure Asset Management Plan for core services in-house.

Page 235 of 376 Correspondence #3 - April 13, 2015

The City’s data collection and data updating processes are ongoing and the Infrastructure asset management plan will need to be updated over time as more data in terms of condition, capacity, expansion and risks are available through ongoing data collection, modeling and master planning programs.

Therefore, in order to expand and continuously update this plan, City staff requires a proper Tangible Capital Asset Accounting and Asset Management Application Software. This application software will enable city staff to run various scenarios and prepare and update our existing asset management and financial plans.

Comments: The request for proposals followed the procedures in the City’s Procurement Policy. The Request for Proposal was posted on Biddingo.com and advertised in accordance with the Policy.

A total of twenty-six (26) Proponents downloaded the document with four (4) providing submissions as follows: • Assetic Canada • City Wide Software Solutions • Riva Modeling • WorkTech Inc.

Proposal submissions were forwarded to the evaluation team for evaluation. Two of the submissions did not meet the minimum scoring (75) for technical scores required to be considered for financial evaluation. The following table summarizes the quoted prices and the results of evaluation of the proposals:

Financial Cost (including 5 years of Technical Financial Company Total annual maintenance Score Score and non-rebateable HST) Work Tech 90 100 190 $171,788.69 City Wide Software 78 91 169 $195,073.92 Solutions Riva Modeling 62 Inc. Assetic Canada 54

Page 236 of 376 Correspondence #3 - April 13, 2015

Consultation: Finance, IT and Engineering Department staff were consulted during the process of this RFP. The technical evaluation of the proposal was carried out by Pratt Rawat, Manager of Design and Infrastructure; James McNaule, Water and Sewer Analyst and Richard Jackson, Engineering GIS-IAMS Analyst. Financial evaluation was completed by Shawn Unsworth, Purchasing Manager.

Financial Implications: It is proposed that the amount of $171,788.69 required to purchase and implement the proposed software, be funded from the Maintenance Management System Capital Account, of which one of the intended uses is for the procurement and implementation of asset management related software. The current balance of the Maintenance Management System Capital Account is $396,422.88.

Reviewed by: Approved by:

J.P. André Morin Margaret Misek-Evans City Engineer City Manager

This report was prepared by Pratt Rawat, P.Eng. Manager of Design and Infrastructure

Attachment(s): None

Page 237 of 376 Page 238 of 376 Correspondence #4 - April 13, 2015

THE CORPORATION OF THE CITY OF SARNIA People Serving People

Engineering Department

OPEN SESSION REPORT

TO: Mayor Bradley and Members of Sarnia City Council

FROM: J.P. André Morin, P.Eng., City Engineer

DATE: April 13, 2015

SUBJECT: Award of Tender for Contract 1-2015 Blackwell Side Road Storm Sewer Phase 2

Recommendation: It is recommended:

1. That the low tender submitted by Clarke Construction for Contract 1-2015 Blackwell Side Road Storm Sewer Phase 2, in the amount of $1,028,970.16 including the non-rebatable portion of HST, be accepted subject to obtaining all necessary approvals;

2. That the Mayor and Clerk be authorized to sign the necessary agreements;

3. That the By-Law to authorize the temporary closing of Blackwell Side Road Street for the purpose of complete reconstruction and related works be approved;

4. That the By-Law to authorize the reconstruction of Blackwell Sideroad be approved.

Background: In accordance with normal Council procedures, tenders for this contract were opened on Tuesday, March 17, 2015 at 3:00 P.M. in the Council Chambers in the presence of Shawn Unsworth (Purchasing Department), Deanna Clothier (Finance Department), Pratt Rawat, Chris Wild and Gerald Hawley (Engineering Department) and interested members of the public. The tenders were forwarded to the Engineering Department for study and the preparation of a report to Council.

Page 239 of 376 Correspondence #4 - April 13, 2015

The following tenders were received and opened:

Contractor Bid Price Corrected (Including Non- Price Rebatable H.S.T) Clarke Construction Inc. $1,028,970.16 Wicks Construction $1,159,845.22 Birnam Excavating Ltd. $1,164,385.37 Tri-Con Excavating Inc. $1,166,187.61 Cope Construction & Contracting Inc. $1,185,678.01 Omega Contractors Inc. $1,209,989.01 $1,209,856.72 Henry Heyink Construction Ltd. $1,260,704.64

The tenders have been checked and one calculation error was found, which did not affect the bid order. The corrected bid price is shown above.

Comments: The contract includes the section of road deleted from last year’s contract #3-2014, as well as the continuation of urbanized roadway south from the new pumping station location to just south of Glen Abbey Drive and the Main gate to Bluewater Country. The work will include installation of a new storm sewer, associated service laterals, reconstruction of the roadway, boulevards and sidewalks and a multi-use trail. Clarke Construction is a Blenheim-based company and is known to City of Sarnia Engineering staff. Clarke Construction provided local Municipal references on many similar projects. Follow up with these references provided assurance that they have completed similar work successfully.

Consultation: Throughout the design and preparation of the tender document, the following departments and agencies were consulted for input: Public Works, Bell Canada, Bluewater Power, Cogeco Cable, Union Gas, and the Finance Department.

Financial Implications: The construction component of this project was estimated at $1,500,000.00. The low tender submitted by Clarke Construction Inc. in the amount of $1,028,970.16, including the non-rebatable portion of HST is within the available funding budgeted.

It should be noted that many of the quantities used in the tender documents are estimated quantities. Given the high potential for variation of actual conditions of the underground infrastructure once excavation has commenced and the possibility of unknowns encountered in the field,

Page 240 of 376 Correspondence #4 - April 13, 2015

quantities will vary and additional items may require inclusion as change work orders during the project. This will result in the final payment on this contract being slightly higher or lower than the awarded amount; however remaining within the Council Approved Budget for this project.

Reviewed by: Approved by:

J.P. André Morin, P.Eng. Margaret Misek-Evans City Engineer City Manager

This report was prepared by Robert Williams, Construction Manager.

Attachment(s): Copy of tender results from Purchasing Department Blackwell Sideroad Project Map

Page 241 of 376 Correspondence #4 - April 13, 2015

DEPARTMENT CORRESPONDENCE People Serving People

DATE: March 17, 2015

TO: André Morin City Engineer

FROM: Shawn Unsworth Purchasing Manager

RE: Tender 1-2015

At your request, a Request for Tender was issued for the Blackwell Side Road Storm Sewer Phase 2.

The Request for Tender was posted on the Digital Project Office and advertised in accordance with the Procurement Policy.

Submissions were received until March 17, 2015 and opened according to policy from the following: Proponent Description Bid Amount Birnam Excavating $1,292,998.69 Clarke Construction $1,142,626.06 Cope Construction $1,316,643.23 Henry Heyink Construction $1,399,957.00 Omega Contractors Inc. $1,343,639.53 Tri-Con Excavating Inc. $1,295,000.00 Wicks Construction $1,287.957.05 The following representatives where present during the opening process:  Five City of Sarnia Representatives  Numerous Contractor Representatives

Could you please review the submissions regarding compliance to technical specifications and submit a recommendation for Sarnia City Council’s consideration.

/SU

Page 242 of 376 Correspondence #4 - April 13, 2015

Blackwell Sideroad Storm Sewer - Phase II Contract 1-2015

London Line ´

Augusta Boulevard

Brook View Court

2nd Ave Pebble Pebble Beach Court 3rd Ave

4th Ave

Eagle Way

Sawgrass Place 5th Ave

Glen Abbey Drive 6th Ave

Center Drive

7th Ave Golfview Drive

8th Ave

9th Ave Bluewater Drive

10th Ave

Blackwell Sideroad

11th Ave

12th Ave

Prepared by the Engineering Department, City of Sarnia - Dated March 27, 2015. 0 60 120 240 Meters

Page 243 of 376 Page 244 of 376 Correspondence #5 - April 13, 2015

THE CORPORATION OF THE CITY OF SARNIA People Serving People

CLERKS DEPARTMENT

OPEN SESSION REPORT

TO: Mayor Bradley and Members of Sarnia City Council

FROM: Nancy Wright-Laking, City Clerk

DATE: April 13, 2015

SUBJECT: Sunday Gun Hunting

Recommendation: It is recommended:

That Sarnia City Council approve Sunday gun hunting in the City of Sarnia and that staff forward the request to the Ministry of Natural Resources.

Background: In 2014, a letter was received from the Ontario Federation of Anglers and Hunters requesting that Council consider allowing Sunday gun hunting in Sarnia. A report was provided in June, 2014 indicating that a staff led public meeting to obtain community input on the prospect of Sunday hunting would be held and that a report would be provided to Council after the consultation was complete.

A staff-led public consultation meeting was held on March 18, 2015. There were five individuals that spoke at the meeting. Three of the individuals spoke in support of Sunday gun hunting, one spoke against Sunday gun hunting and one individual was neutral on the matter. Staff received eight emails on this subject with seven of the individuals being in support of Sunday gun hunting and one requested to be listed as a delegation for the public meeting (and spoke in support of Sunday gun hunting). Attached to this report are the minutes of the Public Input Meeting, a submission at the meeting and the emails that were received.

Page 245 of 376 Correspondence #5 - April 13, 2015

Comments: The Ministry of Natural Resources advise that wildlife populations in Ontario are healthy and some are increasing. There is public concern about impacts on agriculture, human safety and the environment. The agricultural community, including farmers and other landowners, has proposed that allowing Sunday gun hunting would be a beneficial cost-effective means of helping address these concerns.

The individuals that spoke in favour of Sunday gun hunting at the public input meeting provided rationale such as positive economic impact, mitigation of crop and livestock predation, wildlife management, family hunting activity – social benefits and the growth and the safety of the sport. It was also mentioned that the majority of municipalities have Sunday gun hunting in Ontario (see Sunday Gun Hunting map attached) and if it is safe for six days of the week, an additional day should have no consequence.

In order to proceed with Sunday gun hunting, a resolution of Council is required to be provided in a letter to the Ministry of Natural Resources (MNR) requesting an amendment to their regulation for the area to allow Sunday gun hunting. MNR advise that the next deadline for their office to receive Council resolutions is July 1, 2015 for a change to the regulation and schedules for release on September 1, 2015. There are no City by-laws that will need to be amended.

Consultation: There was consultation with the public through a public input meeting, submissions to staff and with the Acting City Solicitor.

Financial Implications: There are no financial implications to this report.

Prepared by: Approved by:

Nancy Wright-Laking, B.A., CMO Margaret Misek-Evans City Clerk City Manager

Attachment(s): Minutes of Public Input Meeting of March 18, 2015 Presentation to Public Input Meeting of March 18, 2015 – Ontario Federation of Anglers and Hunters Public Input Emails Map – MNR Sunday Gun Hunting in Southern Ontario

Page 246 of 376 Correspondence #5 - April 13, 2015

SUNDAY GUN HUNTING PUBLIC INPUT MEETING

5:00P.M., WEDNESDAY, MARCH 18, 2015 COUNCIL CHAMBERS, SARNIA CITY HALL

Nancy Wright-Laking, City Clerk, called the meeting to order at 5:00 p.m., and introduced the staff in attendance. She explained that a request was received asking Council to Consider Sunday Gun Hunting, and that a staff led-public meeting is being held to receive public input on the subject.

Brian McRae, Zone Member and Club Services Liaison for the Ontario Association of Anglers and Hunters spoke in support of Sunday Gun Hunting. He discussed the benefits of Sunday Hunting including mitigation of crop and livestock predation, wildlife management, and positive economic growth for the community. He also discussed Sunday Hunting in other municipalities, public safety statistics, hunting as a family activity. Mr. McRae clarified that resolution of Council is all that is required to permit Sunday Gun Hunting.

Don Taylor, of 317 Emma Street, spoke in support of Sunday Gun Hunting. He discussed the social benefits, the growth and the safety of the sport.

Patrick O’Sullivan, of 481 London Road, requested that the status quo be maintained, and that Sunday Hunting not be permitted. He indicated that quiet time should be preserved on Sundays.

Andrew Hall, is a member of the Ontario Federation of Anglers and Hunters and a Border Services worker, spoke in support of Sunday hunting. He spoke about the positive economic impact that would result from the addition of Sunday Hunting.

Brian Savidant, of 1883 Blackwell Road, provided neutral input on the subject of Sunday Hunting. He indicated that he is a member of the Ontario Federation of Anglers and Hunters and that his property borders a farm where hunting occurs. He is pleased that Council previously authorized hunting from Monday to Saturday, but is sensitive to those who are in opposition to hunting.

There was no one else who wished to speak in support of, or opposition to Sunday Gun Hunting.

Page 247 of 376 Correspondence #5 - April 13, 2015

The City Clerk closed the staff-led public input meeting, and advised that written submissions would be accepted until Monday, March 23, 2015 at noon.

Meeting adjourned at 5:20 p.m.

Page 248 of 376 Correspondence #5 - April 13, 2015

PRESENTATION TO THE CITY OF SARNIA SUNDAY GUN HUNTING WEDNESDAY MARCH 18, 2015

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BRIAN MCRAE - ZONEA4EMBER AND CLUB SERVICE LIAISON ONTARIO FEDERATION OF ANGLERS AND HUNTERS (OFAH)

Page 249 of 376 Correspondence #5 - April 13, 2015 OFAH SPEAKING POINTS ON SUNDAY GUN HUNTING

Good evening, Your Worship, Members of Council, and members of the audience. My name is Brian McRae, and I am the ZonelMember & Club Services Liaison for the Ontario Federation of Anglers and Hunters

(OFAH). on behalf of our 100,000 members, subscribers, and supporters, and our 725 affiliated clubs, we would like to thank you for affording me the opportunity to appear before you this evening in support of Sunday gun hunting.

1. As a result of a policy developed by the MNRF, the oFAH and ontario Federation of Agriculture (oFA) in 2005, 67 municipalities across southern Ontario passed resolutions in support of Sunday gun hunting. For these municipalities, this

came into effect on September I, 2006 durin existins h seasons.

2. Originally, there were three overriding reasons why this issue was brought forward. In some cases, these are even more relevant

today, than they were ten years ago.

CROP AND LIVESTOCK PREDATION

o According to the Ontario Soil and Crop Improvement Association, each year approximately over $50 mitlion in crop damage is caused by wildlife, most notably deer, raccoons, coyotes and waterfowl. Page 250 of 376 Correspondence #5 - April 13, 2015

PUBLIC SAFETY

o V/ildlife populations in Ontario are healthy and in many areas, increasing in numbers. While this is generally good news, there

are a number of cases where populations have reached levels that are resulting in unacceptable impacts on agriculture, the environment and most importantly, public safety.

o According to the Ontario Ministry of Transportation, there is a motor vehicle/wildlife collision every 38 minutes in this province, cnÃ QOq^ inr¡nlr¡e whitetcil deer

o One out of everv 18 motor vehicle collisions in Ontario involves some form of wildlife.

o The number of collisions with wildlife has increased bv 867o over the last ten years.

o Accidents between cars and wildlife not only kill and injure people, they cause millions of dollars worth of accident claims and leave tens of thousands of wild animals dead each year.

o Municipalities that restrict hunting opportunities or enact discharge bylaws in the interest of public safety need to be cautious about

Page 251 of 376 Correspondence #5 - April 13, 2015 inadvertently not creating a bigger public safety issue. As a wildlife management tool, hunting helps to keep population numbers in check.

ECONOMIC o A fourth reason for allowing the expansion of hunting to include Sundays is related to economic growth.

o Hunting in Ontario represents $ 1 .5 billion in annual economic activity.

o For many communities, hunters mean an influx of dollars for hotel

owners, gas stations, marinas, grocery stores, restaurants, etc.

SUMMARY

o Hunting is a heritage activity, recognized under provincial

legislation passed in 2002.

o There are over 450,000 trained, licensed, responsible hunters in

Ontario, who contribute hundreds of millions each year to fish and wildlife programs, including the Special Purpose Account.

Page 252 of 376 Correspondence #5 - April 13, 2015 O 2015 also marks the 10 year anniversary of Sunday gun hunting in Southern Ontario. Your Worship, and members of Council, in

those 10 years, there have been no complaints or incidents, nor has any municipality decided to opt out of the program. o Currently, 160 municipalities in southern Ontario have voted in

favor of Sunday gun hunting.

o For many people, hunting is a family activity, but for those who work during the week, currently only have one day per week where they can share in this activity with other family members. By allowing for Sunday gun hunting, you afe doubling their opportunities to hunt, along with the other associated benefits outlined elsewhere in my presentation.

o In the case of private property, landowners still have the right to determine whether or not to allow Sunday gun hunting on their

land, just as they do for the rest of the week.

o According to Statistics Canada, the Canada Safety Council and the National Safety Council, hunting is one of the safest recreational activities in Canada and is measurably safer that hiking, skating, boating, golf and bicycling. o If you compare the number of deaths resulting from some well known activities, car accidents, home accidents, falls in the home, Page 253 of 376 Correspondence #5 - April 13, 2015 insect bites and lightning strikes are more of a threat to people than hunting, which nationwide, is responsible for 0.001 accidents.

o Hunting is also one of the few recreational activities that require proof of competence BEFORE engaging in the activity through both hunter safety and firearms safety courses. For anyone who feels that allowing Sunday hunting would increase the danger to anyone walking the woods, they are more likely to be hit by lightning or bitten by an insect, than being injured by a hunter.

o The bottom line is this, if the threat to public safety doesn't exist from Monday to Saturday, why would it be any greater on Sunday?

o Thank you.

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Page 254 of 376 Correspondence #5 - April 13, 2015

From: Steve BUJAKI Sent: March-04-15 4:39 PM To: Amy Burkhart Cc: Subject: Hunting in Sarnia

Hi Amy,

Would it be possible to send me more information on the hunting in Sarnia? I am in support of hunting in Sarnia.

Thank you,

Steve Bujaki

\\chs13\Reports to Council\In Progress\04April 13, 2015\Clerks - 02 - Email Support Summary.docx Page 255 of 376 Correspondence #5 - April 13, 2015

> From: Robert Hall > Sent: March-09-15 10:06 PM > To: Amy Burkhart > Subject: > > Hi there, > We are away until April, but I would like to register my familys > support for Sunday gun hunting in Sarnia. > Thankyou sincerely, R Hall

Rob Hall, 936 Upper Canada Drive, Sarnia. N7W1C3

\\chs13\Reports to Council\In Progress\04April 13, 2015\Clerks - 02 - Email Support Summary.docx Page 256 of 376 Correspondence #5 - April 13, 2015

From: Guy Langevin Sent: March-04-15 9:36 PM To: Amy Burkhart Cc: Subject: Sunday Gun hunting

Hello,

I am not able to attend the meeting on Wednesday March 18, I will be away.

I am in support of Sunday gun hunting, not to contribute to further noise or interruption of the public’s peace and day of rest but more to educate and explain to the general public that hunting is traditionally a peaceful and method sport that is enjoyed by many in the community.

I run a business that is located in Sarnia with customers all over Canada and the US, most of the week I am travelling and Saturday is my travel day back home, Sunday to me is an excellent part of the week where I can be at peace, meditate while walking through fields or sitting quietly in a blind. Hunting to me is a chance to recharge my batteries, socialize with my friends during the hunt and if I am lucky ( not as much as I thought I could be) put some organic meat in my freezer.

Being active in the sporting community, I haven’t met anyone who charges into a field blasting off their firearm to disrupt the peace, all hunters I know are serious about the quarry they hunt, the land they use and the opportunity they have to hunt in a peaceful law abiding society.

Sunday hunting to me is really the only day I can relax and put my business aside and set some time for myself, I would ask that council consider this issue as a benefit to the community.

Guy

\\chs13\Reports to Council\In Progress\04April 13, 2015\Clerks - 02 - Email Support Summary.docx Page 257 of 376 Correspondence #5 - April 13, 2015

From: Don Taylor Sent: March-11-15 6:41 PM To: Amy Burkhart Subject: sunday gun hunting

hi amy . my name is don taylor and would like to put my intent with you to speak at the public meeting on sunday gun hunting at city hall wednesday march 18th 2015 . thank you ...don taylor 317 emma st sarnia

\\chs13\Reports to Council\In Progress\04April 13, 2015\Clerks - 02 - Email Support Summary.docx Page 258 of 376 Correspondence #5 - April 13, 2015

From: E.A.P. Inc. Sent: March-16-15 7:13 PM To: Amy Burkhart Cc: Subject: Sunday Hunting

Ms. Burkhart,

This email shows my support for Sunday Gun Hunting within Sarnia. I am an Ontario Federation of Anglers and Hunters member. Sincerely,

Mark Braet

Mark Braet 4218 Howlett’s Lane Enniskillen Township ON N0N 1R0

\\chs13\Reports to Council\In Progress\04April 13, 2015\Clerks - 02 - Email Support Summary.docx Page 259 of 376 Correspondence #5 - April 13, 2015

From: Denis Allan LeBlanc Sent: March-16-15 4:13 PM To: Amy Burkhart Cc: Subject: Support of the Sunday Hunting Application

Afternoon Amy and Brian

I will not be able to attend but would like you to know that as a long time resident of Sarnia and Lambton County, I'm looking forward to the availability of Sunday hunting, and the increase in revenue that the area will see through hunting trips and tourism in the area as a result of the increase in travel. Denis & Corinne LeBlanc

Denis and Corinne LeBlanc 6751 Hickory Creek Line Warwick Twp, Ont. N0N1J4

\\chs13\Reports to Council\In Progress\04April 13, 2015\Clerks - 02 - Email Support Summary.docx Page 260 of 376 Correspondence #5 - April 13, 2015

From: Brian and Cindy Dennis Sent: March-17-15 11:54 AM To: Amy Burkhart Cc: Subject: Sarnia Sunday gun hunting

Amy,

As I will be unable to attend the council meeting on Wednesday Mar 18, 2015 at 5:00 pm, I wish to show my support for Sunday gun hunting in Sarnia.

Brian Dennis Broker, Magic Realty Inc Brokerage, 805 Christina St N, Sarnia ON N7V 1X6.

\\chs13\Reports to Council\In Progress\04April 13, 2015\Clerks - 02 - Email Support Summary.docx Page 261 of 376 Correspondence #5 - April 13, 2015

> From: Blake Wright > Sent: March-05-15 12:19 PM > To: Amy Burkhart > Cc: > Subject: Sunday hunting > > I don't think I > Can make the meeting but I am in support of the Sunday gun hunting in lambton county - my hunt club is all in support an I will forward this to Them and try to get as members to attend > > Thanks > Blake wright

Blake Wright 4217 confederation line Wyoming N0N 1T0 Member of island view hunt club

\\chs13\Reports to Council\In Progress\04April 13, 2015\Clerks - 02 - Email Support Summary.docx Page 262 of 376 Correspondence #5 - April 13, 2015

> From: adam whitely > Sent: March-04-15 4:52 PM > To: Amy Burkhart > Cc: > Subject: Sunday Gun Hunt > > Hello Amy, I would love to attend the meeting on Wednesday March 18th at 5pm to show my interest and support in the possibility of Sunday gun hunting, unfortunately I work in Wallaceburg through the week until 6 pm. This would be great for hunters who don't have the option to take time off work through the week. With an additional day to hunt close to home would be a great opportunity for people to enjoy a tradition they love. Hope the right decision is made. > > Thank you for your time. > Adam Whitely

\\chs13\Reports to Council\In Progress\04April 13, 2015\Clerks - 02 - Email Support Summary.docx Page 263 of 376 Correspondence #5 - April 13, 2015

lï; IRì [-i ü

MAR I S 2015

48L London Rd., Sarnia, Ontario. N7T4X3.

March 76,20ts

Sarnia City Council, City Hall, Sarnia, Ontario.

Dear Sirs,

Re: Proposed Sunday gun hunting

I hunt geese within Sarnia city limits under the current permit system. I appreciate the ability to do so.

Though I am a member of the Ontario Federation of Anglers and Hunters, I do not favor of the addition of Sunday hunting in the context of the city of Sarnia. lfearthat it could provoke a considerable level of annoyance among non-hunters. To date, nonhunters have been, on the whole, very tolerant of the current Monday to Saturday hunting system. lf Sunday is added to this, I fear that that tolerance could easily be eroded.

There are a number of reasons for this, including religious reasons and a greater expectation of quiet on a Sunday than on the other days of the week. lnaddition,someof thefieldsinwhichhuntingisoftencarriedoutareinsightof theSuncor Floodway Nature Trail and the Howard Watson Nature Trail. These trails are heavily used on Sundays, increasing the potential for an adverse reaction to hunting activities.

The risk of such adverse reactions would be considerably increased if hunting outfitters were to bring numbers of clients to hunt on Sundays.

For the reasons above, I would prefer to leave the permit system as it is and not to add Sunday hunting to the current permit system.

Page 264 of 376 Correspondence #5 - April 13, 2015

I also think it might be wise to limit permits to Sarnia residents only to preclude outfitters from bringing numbers of outside clients to Sarnia, which could prove to be an extra source of friction.

Yours truly,

P.N. O'Sullivan

Page 265 of 376 4

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THE CORPORATION OF THE CITY OF SARNIA People Serving People

PARKS & RECREATION

OPEN SESSION REPORT

TO: Mayor Bradley and Members of Sarnia City Council

FROM: Beth Gignac, Director of Parks & Recreation

DATE: April 13, 2015

SUBJECT: Proposal No. 15-108 Centennial Park Concession Rental Services

Recommendation: It is recommended:

1. That Sarnia City Council accepts the proposal submitted by 1863991 Ontario Ltd; O/A Bluewater’s Best Fries in the amount of $26,000 in Year 1 and $31,000 in Year 2 including HST, for the rights to operate Concession/Rental Services within Centennial Park.

2. That the Mayor and Clerk be authorized to sign the necessary agreements.

Background: Request for Proposals were issued inviting food vendors to submit a proposal for the operation of a mobile food vending unit to be located within Centennial Park. The RFP was provided for a 2 year term and included minimum guaranteed payments. Proposals were received until 3:00 PM on February 12, 2015. In total, one proposal was received.

Comments: The vendor and their proposal met the core requirements and met the minimum financial amounts. With regards to Centennial Park and the pending remedial work, location of the mobile food unit has been adjusted with the relocation of the vendor to the gravel pad east of the old Maclean Centre Parking Lot. This has been discussed with the proposed vendor.

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Core Requirements 1. Proposal meets the minimum requirements of the RFP in regards to proposed equipment and content. 2. Services and product offered conform to the Request for Proposal.

Acceptable submissions are summarized as follows:

Company Price 1863991 Ontario LTD: $57,000 (total of 2 Bluewater Best Fries years) $57,000

Consultation: The following individuals and groups were consulted in the development of this project:  Purchasing Department, Parks & Recreation Department, Engineering Dept.

Financial Implications: The total revenue generated through the selected vendor is $57,000 including HST, which will be allocated to the Centennial Park Concession Revenue Account 01-4-4509-00661.

Reviewed by: Approved by:

Beth Gignac Margaret Misek-Evans Director of Parks & Recreation City Manager

This report was prepared by Ryan Chamney, Recreation Coordinator II.

Attachment: None

Page 268 of 376 Correspondence #7 - April 13, 2015

THE CORPORATION OF THE CITY OF SARNIA People Serving People

INFORMATION TECHNOLOGY/FINANCE/CLERK

OPEN SESSION REPORT

TO: Mayor Bradley and Members of Sarnia City Council

FROM: Brian McKay, Director of Finance Nancy Wright-Laking, Clerk

DATE: April 13, 2015

SUBJECT: Use of Technology by Council

Recommendation: It is recommended:

1. That Sarnia City Council approves a technology credit in the amount of $700.00 per Councillor per Council term. The $700.00 technology credit would be reimbursed to a Councillor for the personal purchase of an electronic device. The use of the $700.00 technology credit would be assessed for each Councillor depending on their decision. 2. That Sarnia City Council eliminates the annual fax machine credit of $50.00 that is currently received by Council. 3. That Sarnia City Council approves the use of the annual fax machine credit budget and the budget used for the printing of paper Council agenda packages to offset the $700 technology credit. 4. That Sarnia City Council allows individual Councillors to decide on moving to electronic agendas versus maintaining the current paper agendas.

Background: At the February 9, 2015 meeting of Council the following motion was passed:

“That the Director of Finance, in cooperation with the I.T. department provide us with a fully costed comparison of the current method of paper-delivery of materials, to options reflecting modern digital model.

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That consideration is given to not only the technological devices, but software that will allow us to engage in more effective presentations for council meetings and note taking.

That cloud-based storage is explored to ensure adequate, secure back-ups and remote access to information, should the situation arise that we need to connect from another device.

That this process be completed and reported back to Council at the March 23, 2015 Regular Meeting of City Council.”

This report addresses the request for information in respect to the motion.

The City currently utilizes a software product from a company called iCompass Technologies - Meeting Management. The primary purpose of this software is to organize and prepare Council Agendas and Minutes for distribution, both electronically and/or printed. This software has been used since 2008 and it is the City’s intention to continue to use the product. The County of Lambton and other lower tier municipalities also use this product for the generation of their Council Agendas and Minutes. Currently, Councillors have the option to use iCompass for electronic agendas and two Councillors are using the technology on their own electronic devices at council meetings. The other Council members get a printed copy of the agenda delivered to their homes on the Thursday prior to the meeting date. Paper copies of the agendas are also provided to senior staff, the media, and copies are available in the Clerks Department for any member of the public who wishes to pick one up. The link to the electronic agenda is provided on our website on the Friday prior to the meeting and many individuals use this electronic agenda for review.

The iCompass product is a Cloud-based solution. It is accessible from any device that has “browser” capabilities. The City has been using this product for a number of years. The public, Councillors, and staff are able to access the Council Agendas from a link on the City’s Web Site.

Comments: The iCompass product has evolved over the years to better address open and efficient government. Now with the addition of an iPad app, (available at no charge), Councillors are able to operate in a paperless manner if they want. The iPad app, (AgendaNotes), allows for the secure downloading of Agendas and with built-in annotation tools which allows for notes, highlighting, etc.

Page 270 of 376 Correspondence #7 - April 13, 2015

For Windows and Android devices the AgendaNotes app is not available but agendas can still be securely viewed and downloaded.

A number of electronic devices such as laptops, iPads, and tablets were considered for use of electronic agendas. The following table briefly summarizes the analysis:

DEVICE HARDWARE PROS CONS COST Laptop $800 to $1,800 Full Function AgendaNotes app Ability to run not available other software Expensive Large Profile

Windows Tablet – $850 to $1,800 Full Function AgendaNotes app Surface Pro 3 Ability to run not available other software Expensive No Broadband iPad $550 to $900 Very Mobile Screen Size AgendaNotes App No Build-in available Keyboard Easy to Use (Keyboard cases Light Weight can be Less Expensive purchased) Low Profile Android Tablet $400 to $649 Very Mobile AgendaNotes app Easy to Use not available Light Weight Screen Size Less Expensive No Build-in Low Profile Keyboard

To address the motion to consider software that will allow Councillors to make presentations, and for note taking, as well as explore Cloud storage for back up, and access to information from other devices, Information Technology staff looked at a variety of solutions. The solution that is best compatible with the City’s technology is the Microsoft’s Office 365 / OneDrive solution, (other cloud based services are available such as Google Drive / Google Docs).

Microsoft Office 365 / OneDrive allows a person to work anywhere, anytime, on any device. A number of options are available for Plans for Individuals. Each Councillor can choose the option/cost that best meets their requirements. The costs of the plans are subscription based and range from

Page 271 of 376 Correspondence #7 - April 13, 2015

approximately free to $9.99 per month for individual plans. This product is compatible with all above listed devices.

As iPad is the only technology that provides an application through iCompass, it is recommended that this device be used. As each Councillor would be provided with an allowance for the device, the purchase and maintenance of the device would be the Councillor’s responsibility and the device would be the property of the Councillor at the end of the Council term. Training on use of iCompass agendas would be completed by City staff.

Bulk purchasing of the devices by the City’s Purchasing department may only effect minimal savings. Potential savings could only be calculated when the quantity, type of devices, and configurations have been determined. Quotes would be obtained and compared to individual purchase costs. As noted above, the Ipad device is the best choice for Agenda reviews.

If the City was to look at a fully funded and City IT supported solution, then a number of factors would have to be considered:  Software licensing considerations  IT staffing support (business hours, non-business hours)  Selection of hardware determination  Adhering to City Technology Policies (managed vs unmanaged)

Based on the above cost items and including a factor for user downtime, the Total Cost of Ownership (TCO) for computers is approximately $3,310 to $5,795 per person annually depending on the level of management that is in place (Source – Gardner Inc. and Intel).

In addition to the above TCO, monthly broadband data plans will need to be factored in. Broadband data charges would be determined by the City’s current agreement with Bell. The maximum cost for the data plan is $50 / month. This does not include any incidental costs that may be incurred and does not include USA data which is extra.

As indicated by the financial analysis in this report, a fully funded solution is well beyond the available resources within the City’s budget for agenda preparation.

Consultation: The Director of Finance and City Clerk were consulted in this matter.

Page 272 of 376 Correspondence #7 - April 13, 2015

Financial Implications: Currently, the City of Sarnia prepares and prints 30 copies of the Council agenda for each meeting. The total annual cost for the 30 copies, on an annual basis, is $3,623.37. This cost includes the cost of paper, photocopier toner and labour. The total annual cost for 1 paper agenda package for all regular Council meetings is $120.78. The budget materials are not included in this total. Therefore, over the course of a 4 year Council term, the total agenda cost per Councillor is $483.12.

Councillors currently receive an annual fax machine credit payment of $50. This amount was enacted when fax machines became the preferred method of communicating a number of years ago. The total fax machine credit received over a Council term is $200.00.

Staff is recommending that the agenda cost and the fax machine credit be combined into a once per term technology credit of $700.00 for those Councillors who opt into a paperless agenda solution. This amount would be reimbursed to a Councillor who provides proof of purchase of a device that would replace the paper agendas currently received. The credit is set up on a per Councillor basis such that each individual Councillor can decide on their favoured approach with respect to Council meetings. As the technology credit is balanced by the savings from the fax machine credit and the reduction of paper agendas, any Councillor who decides to switch to an electronic device would not receive paper agenda packages. The fax machine credit elimination is proposed regardless of the direction on Council technology. Budget documents have been left outside of this analysis due to their size and scope. Councillors who adopt an electronic device may still want to receive paper copies of the budget books.

The $700 per term technology credit would allow Councillors to purchase a device in the low to mid cost range as per the above table. Councillors can decide to exceed a purchase value of greater than $700.00, however, the maximum reimbursement per term is $700.00. The top range for the devices generally includes broadband capabilities and devices with increased storage. The technology credit does not provide for payment of monthly device plans. The IT department has included suggested costing for software in the comments section. Generally, software licensing is on top of the device cost, represents a monthly cost, and is not covered by the proposed technology credit.

While the proposed technology credit value balances against the per term cost of providing paper agendas and the current fax machine credit, the full value of the credit is not included in the current 2015 approved budget. Any device purchases in 2015 would be balanced with savings during the 2016-

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2018 operating budgets. Council could also decide to refer this issue to the 2016 operating budget.

Reviewed by: Approved by:

Brian McKay, CPA, CA Margaret Misek-Evans Director of Finance City Manager

Reviewed by:

Nancy Wright-Laking City Clerk

This report was prepared by Ron Marshall Manager Information Technology.

Attachment(s): None

Page 274 of 376 Correspondence #8 - April 13, 2015

THE CORPORATION OF THE CITY OF SARNIA People Serving People

CITY MANAGER

OPEN SESSION REPORT

TO: Mayor Bradley and Members of Sarnia City Council

FROM: Margaret Misek-Evans, City Manager

DATE: April 13, 2015

SUBJECT: Great Lakes & St. Lawrence Cities Initiative Conference

Recommendation: It is recommended:

1. That any member of Sarnia City Council who wishes to attend the Great Lakes & St. Lawrence Cities Initiative Conference be authorized to do so and registration costs for the event for Sarnia City-only Councillors be covered from the Council approved Conference budget for 2015. 2. That Sarnia City-County Councillors wishing to attend the event have their registration costs covered by Lambton County.

Background: The City of Sarnia is a member of the Great Lakes & St. Lawrence Cities Initiative and is co-hosting the 2015 annual meeting and conference with the County of Lambton on June 17-19, 2015. Conference organization is led by Tourism Sarnia-Lambton and the conference venue is the Holiday Inn on Venetian Boulevard, with tours and activities planned in Sarnia and neighbouring communities.

The conference theme this year is ‘Bridging Innovation and Change’ to highlight the binational nature of the Sarnia-Lambton area. The preliminary conference agenda features nutrient management, drinking water protection, the interface between the Great Lakes and St. Lawrence River and their tributaries and resilience to climate change. More information, including the preliminary agenda are available on the conference website at http://www.sarnialambton2015.ca/.

Page 275 of 376 Correspondence #8 - April 13, 2015

Comments: The conference provides an opportunity for local municipal Mayors to collaborate with federal, provincial and state officials as well as leaders of environmental groups and businesses and other stakeholders on efforts and activities to protect and restore the Great Lakes and St. Lawrence River. With the conference being held in Sarnia-Lambton this year, an invitation is extended to municipal Councillors to support and learn about this important initiative through their attendance.

Special conference rates for all local and County Councillors in Lambton County have been arranged for full registration at $250 (June 17 to 19th, inclusive of all activities). Should Councillors wish to attend only parts of the conference, they may register only for the opening day reception on June 17th for $40 or for the Gala Dinner on June 18th for $75. These rates are subject to early registration by May 11th. Councillors wishing to attend all or part of the conference should register via the City Manager for City-only Councillors and the Warden’s Office for City-County Councillors.

Consultation: The County CAO, Ron Van Horne, the General Manager of Tourism Sarnia- Lambton, Marlene Wood and the Director of Finance were consulted on this report.

Financial Implications: In consultation with the County CAO, we are advised that the County will cover the cost of the registrations for all County Council members. An e-mail to this effect will soon be circulated to County Councillors. For Sarnia, this means that the City need only cover the cost for City-only Councillors who wish to attend.

The Council approved Conference budget is $6,600 for 2015. To date, $436.96 has been spent from this budget account leaving budget room of $6,163.04 for the remainder of 2015.

Prepared by:

Margaret Misek-Evans City Manager

Attachments: None

Page 276 of 376 Correspondence #9 - April 13, 2015

THE CORPORATION OF THE CITY OF SARNIA People Serving People

LEGAL DEPARTMENT

OPEN SESSION REPORT

TO: Mayor Bradley and Members of Sarnia City Council

FROM: Scott R. McEachran, Acting City Solicitor

DATE: April 13, 2015

SUBJECT: St. Patrick’s Catholic High School Disposition

Recommendation: It is recommended:

1. That an expression of interest for the acquisition of St. Pat’s High School be submitted to the St. Clair Catholic District School Board.

2. That staff report back to Council following discussions with Bluewater Health and Sarnia Athletics Southwest Track & Field Club.

Background: The City has been notified of the St. Clair Catholic District School Board’s intention to dispose of the St. Patrick’s Catholic High School site including the track (see attached site sketch).

When a Board is disposing of surplus real property, the Education Act requires it to notify other educational institutions, the Crown in right of Ontario and Canada, and the local municipalities of its intent. These entities are given priority for 90 days to express their interest. In this situation the deadline is April 30, 2015. Notwithstanding this opportunity, the Act requires the property to be sold at fair market value (with limited exceptions for other school boards).

Comments: The Catholic School Board has no continued interest in the property and wishes to sell the whole property and not become involved in severing off pieces of the property.

The City is believed to be the only public body left to determine its interest in the property.

Page 277 of 376 Correspondence #9 - April 13, 2015

The public school board owns a strip of land on the south side of the property adjacent to the track, but is not willing to sell it. However, they would consider an agreement with a new owner for shared use of this land.

At this time the public board has no intention of selling Hannah Memorial public school and therefore the field facilities that span both the public school property and the separate school property may remain intact.

Bluewater Health (BWH) is interested in acquiring at least a portion of the property for parking. They have requested the City’s assistance as BWH is not one of the public sector bodies entitled to indicate their interest within the 90 day period which means BWH may not obtain the property should it be listed on the open market. (See attached letter from BWH.)

In addition, the City has received a letter from the Sarnia Athletics Southwest Track & Field Club (Sarnia Athletics letter attached). This group of about 25 members has an interest in the track and would like to be part of the discussion process. Sarnia Athletics acknowledges the track is nearing the end of its life cycle and that the track requires an entire reconstruction as opposed to merely re-surfacing it. They are also aware of the challenges facing the City in assuming any ongoing role with the track portion of the site including, financial, staffing, expertise in track maintenance, etc. Sarnia Athletics will lose access to washrooms, storage space, and change rooms in St. Pat’s by the end of April.

Should Council agree to submit a letter of expression, staff will meet with the interested parties to determine whether a workable solution is possible. As staff are already involved in a number of other projects, it is our intention to move this process along in a timely manner and determine quickly whether or not an agreement can be reached with the parties. A report will come back to Council for authorization of the proposed solution (if any).

It is staff’s intention to act as a facilitator only with no long term commitment by the City and no financial risk to the City. Proposed solutions will attempt to accommodate the continued use of the existing track for a short-term basis.

Submitting an expression of interest does not cost the City anything and does not commit the City to anything. If a deal cannot be structured then the school board will put the property on the open market.

Page 278 of 376 Correspondence #9 - April 13, 2015

Consultation: The City Manager recently met with the public school board, the Catholic school board, and Bluewater Health. Staff have also met with the Athletic Association.

Financial Implications: There is no financial risk to the City to submit an expression of interest.

Prepared by: Approved by:

Scott R. McEachran Margaret Misek-Evans Acting City Solicitor City Manager

Attachment(s):  Site Sketch  Letter from BWH March 12, 2015  Letter from Sarnia Athletics dated April 1, 2105 and a fact sheet dated March 12, 2015

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Page 281 of 376 Correspondence #9 - April 13, 2015

Page 282 of 376 Correspondence #9 - April 13, 2015

Page 283 of 376 Correspondence #9 - April 13, 2015 Sarnin Athletícs Southwest Track & Field Club (An affiliate of Sarnìa Central Athletìcs Corp) 520Indian Road Sarnia, Ontario N7T 7G4 -- April 1,2015

City of Sarnia Council Members and Administration:

The purpose of this document is to outline the current and future maintenance and interests in the Sarnia Central Athletics Facility located at28l East Street North.

Maintenance

The facility has and is currently maintained by the Sarnia Central Athletics Corporation (with Pat Brown as director and chief contributor to maintenance of the athletic facility), the Lambton Kent District School Board and the St. Clair Catholic District School Board. Each school board is solely responsible for cutting the grass on their portion of the land. The Sarnia Central Athletics Corporation will take on the above responsibility when the St. Clair Catholic District School board no long has ownership of the property.

Maintenance Includes: o Grass cutting o Garbage clean up and removal o Weeding around track, shot put area, long jump and pole vault runways o Patching and caulking track (repairs); as needed o Cleaning out shot put circle, cleaning high jump area, leveling sand in long jump pit; as needed

Costs Involved: o Garbage Removal $500 annually o General Upkeep $3000 annually o Grass Cutting $3000 annually

The Sarnia Athletics Southwest Track and Field Club along with the Sarnia Central Athletics Corporation plan to develop a maintenance plan for the facility over a specified number of years (agreed upon by all parties) based on the possible involvement of the City of Sarnia in taking on this piece of property. If this does end up being the case, the Sarnia Athletics Southwest Track and Field Club and the Sarnia Central Athletics Corporation would rely solely on the development of our volunteer base and organizational executive to apply for grants which will allow for the best and safest maintenance of this property.

Page 284 of 376 Correspondence #9 - April 13, 2015 Sarnìa Athletícs Southwest Track & Fíeld Club (An affiliate of Samia Central Athletics Corp.) 520Indian Road Sarnia, Onta¡io N7T 7G4 -- Insurance/Liabilitv

The Sarnia Central Athletics Corporation has maintained the insurance coverage for the facility since its construction and will continue to purchase this coverage in the future. In the past 20 years of the running of this facility with full public access, there has not been a single insurance claim or liability suit against the facility or Sarnia Central Athletics Corporation.

o Insurance fi2376 annually

Group Interests

This location is cunently a public access facility and thus is utilized by a number of groups across the community. Access to the facility by these groups would be allowed to continue in the future. These gtoups include: o Sarnia ASW track and field club (sole training facility) o Sarnia ASW youth track and field camp (only facility option) o Youth Football Clubs o Youth Soccer Clubs o Youth and elite hockey club teams (dry land training) o Lambton County high schools and elementary schools (training and competitions) o Bluewater Health Patients and Employees (fitness, recovery, rehab) o Fitness and Health for the General Public (safe environment for jogging, walking, biking, etc) **See also previously submitted document for a more detailed list of user groups

Future Pursuits

The Sarnia Athletics Southwest Track and Field Club in cooperation with the Sarnia Central Athletics Corporation plan on applying for a grant to fund an outside party to analyze and develop a strategic facility development and usage plan. This will allow both parties to best use the resources within our coÍìmunity ultimately allowing for the most practical and functional use of the facility for many years to come.

Both organizations also plan to develop a Sport for Life program that will be directly affiliated with the sport of track and field. Once this specific venture has been accomplished, we will then also promote this program to the various sport and activity clubs throughout our conìmunity. By doing this, we believe that the benefits from the promotion of health and wellness in our community will immediately flourish and will hopefully change the state of local sport and fitness for good.

Page 285 of 376 Correspondence #9 - April 13, 2015 Sarnía Athletícs Southwest Track & Fìeld Club (An affiliate of Samín Central Athletícs Corp.) 520Indian Road Sarnia, Ontario N7T 7G4 -- Below is a list of elite (development of athletes that have or will compete at the national and/or international levels) sporting groups cunently functioning within our coÍtmunity (along with some interactive high performance examples). The Sarnia Athletics Southwest Track and Field Club along with The Sarnia Central Athletics Corporation believe that although these organizations seem to function as individual entities, we have proven to work interactively through high performance leadership, ultimately reaching a very high percentage of our elite performance goals.

Current Elite Sport Development Programs in Sarnia/Lambton: o Bluewater Gymnastics (use of facilities for technical training/teaching youth g¡rrnnasts the basics of running mechanics/sharing elite coaching strategies) o Sarnia Boys Soccer Club (running mechanics/facility use/indoor facility planning) o Sarnia ASW Track and Field Club/ParaSport (incorporation of youth development in conjunction with numerous local Para groups) o Sarnia Sting OHL Club (sport specific high performance trainin glfacility usage) o Local Elite Figure Skating Organizations (dry land training/off season facility usage)

Thank you very much for the consideration of the information presented in this document and I look forward to discussing any and all possible outcomes related to the Sarnia Central Athletics Facility.

Yours in Education and Athletics, i) ''¡ 'a ;

I Joel Skinner,8.4., B. Ed., ChPC Head Track and Field Coach: Sarnia Athletics Southwest Track and Field Club Head Track and Field Coach: Sarnia Collegiate Institute and Technical School Charter Member of the Coaches of Canada lævel 4/5 Coaching Certi ficati on: Nati onal Coachin g Institute IAAF Level 5 Coaching Certification: Horizontal and Vertical Jumps Phone: (519) 383-4830 Email : skinzhj @hotmail.com

Page 286 of 376 Sarnìa Athletícs Correspondence #9 - April 13, 2015 (An of Sarnìa Central Athletìcs Corp.) 52rh-diãñTõãã Samia, Ontario N7T 7G4

March I2h,2015

City of Sarnia Parks and Recreation Planning Members and Administration:

The information presented in this document should help to clari$ the past and present status of the Sarnia Central Athletics Facility. Please use anylall information to help the City of Sarnia make any decisions in relation to the future of the facility.

-Incorporated on ,1995 -Public School Board City of Samia Presentation (Nov/95) -Received registered charitable status on october 2211996 (#s91469264-R001) -Revenues and Expenditures from April 1995 - september 30/2013 -Revenue: $1,036,282

-Expenditures: 1,035,0 1 6 -Construction of the facility (East St. properfy) in Spring of 1996 -Day to day use guidelines established in January of 1997 with 3 groups: Hanna Memorial p.S., St. Patrick's H.S. and the City of Sarnia -Mission/Mandate:

Sarnia Central Athletics Corporation was established to provide, operate and maintain a sports and recreational facility to encourage and foster physical fitness and the promotion of health for the benefit of an appreciable sector of the public and especially but not limited to, the residents of Lambton County. To provide buildings, improvements, equipment, teaching aids and supplies to educational institutions within Lambton County. Samia Central Athletics Corporation solicits and receives donations, legacies and grants and to enter into agreements, contracts and undertakings thereto. The main goals for the Samia Central Athletics Corporation are to provide a safe facility for Lambton County residents, and the promotion of athletics.

-Paralyrnpic -Special Olympics -Elementary Training and Competition (local, regional) -Secondary Training and Competition (local, regional, provincial) -Club Training and Competition (local, regional, provincial)

Association Fundraisins events : -Bluewater Health -Strangway Centre -Lung Association -Terry Fox -First Nations

Page 287 of 376 CorrespondenceSarnia #9 -Athletics April 13,Southwest 2015 Track & Fíeld Club (An affifute of Sarnûa Central Athletics Corp.) 520 hdian Road Samia, Ontario N7T 7G4

-Church groups -Sarnia Athletics Southwest Track and Field Club -Breast Cancer -Firefighters -Police Association

tr'acilitv Surface: -Mondo Super X (rubberized surface laid out in rolls) -First Mondo outdoor facility in Southwestern Ontario (surface mandated by the IAAF for all major international athletics competitions) -25 year life span -Mondo USA Úrc. Canada-Laval, Quebec -www.mondousa.com

-Trillium grant in the amount of 75,000 dollars to repair issues created when the track was originally installed (2007 ) -Trillium grant in the amount of 80,800 dollars for equipment to be used at the facility (201 1) -Finish lynx photo-electric timing system -John Deere Gator -High Jump and Pole Vault Landing Systems -Hammer/Discus Cage (was to be installed in April of 2014 by the St. Clair Catholic School Board) -Throwing implements, Hurdles, LongiTriple Jump boards, etc.

e: -Increasing amount of surface wear from year to year -pebbling of solid rubberized surface -start areas almost down to asphalt -Major gaps between lanes requiring year to year maintenance -Pooling of water due to limited grading choice during original installation

Needs (to sustain a multi-use facilitv for the public): -Fieldhouse containing storage, office space and washrooms -Resurfacing using Beynon or Polytan pebble rubber surface with a new drainage system and base layer -Installation of Hammer Cagelthrowing/jumping facilities on the infield -Incorporation of Long/Triple Jump/Pole Vault nrnways and landing areas on the infield and/or parallel to outside of the track straightaways -Timing tower, grandstands and bleachers -Fencing to allow for users only? -To help maintain the surface for the its specific use only (no strollers, bikes, skateboards, etc.)

Page 288 of 376 Southwest Track & Fíeld Club CorrespondenceSarnia #9 -Athletics April 13, 2015 (An affiìate of Sarnía Centrøl Athletics Corp.) 520Indian Road Samia, Ontario N7T 7G4

Possible Investment Options : -Multi-use indoor/outdoor facility to cater to: -all major sporting groups -cardiac rehab -disability groups -aging population -chiropractic, medicine, massage, mental health, physiotherapy, etc.

Athletes Developed at the Sarnia Central AthletÍcs Facilitv Canadian National Team Members (Some multiple), International Medalists, National Champions, etc: *Derek Drouin-2012 Olympic Bronze Medalist in the High Jump 12 London Ol in the 1500m Jillian Drouin Mullen Andv Ysebaert Brittany Lewis Jackson Gray Jordan Banninga Casey Garbaty Brad Huey Danielle Ouinn Drelan Bramwell Amy Kohlmeier Aly Kohlmeier Jessica Crate Jay Cantin Shannon O'Hagan Tara Halls Lydia Willemse Katie Wallace (para) Robert Hughes (para) Josh Vandervies (para)

Thank you very much for reviewing this document and we look forward to working with the City of Samia to not only maintain the presence of the existing athletics facility but to also aim to bring a world class facility and therefore world class athletes to our community.

Yours in Education and Athletics,

^", nl, ',\ . ty'\r---'-''

Joel Skinner, B.4., B. Ed., ChPC Head Track and Field Coach: Sarnia Athletics Southwest Track and Field Club Head Track and Field Coach: Sarnia Collegiate Institute and Technical School Charter Member of the Coaches of Canada Level 415 Coaching Certifïcation: National Coaching Institute LL{F Level5 Coaching Certification: Horizontal and Vertical Jumps Phone: (519) 383-4830 Email: [email protected]

Page 289 of 376 Page 290 of 376 Correspondence #10 - April 13, 2015

THE CORPORATION OF THE CITY OF SARNIA People Serving People

LEGAL DEPARTMENT

OPEN SESSION REPORT

TO: Mayor Bradley and Members of Sarnia City Council

FROM: Scott McEachran, Acting City Solicitor

DATE: April 13, 2015

SUBJECT: Sarnia General Hospital Lands - Termination of Agreement of Purchase and Sale

Recommendation:

1. That the Mayor and Clerk be authorized to execute a Termination of Agreement by Buyer, a Mutual Release, and any other necessary documentation to effect the termination of the Agreement of Purchase and Sale for the Sarnia General Hospital site.

Background: At its March 9, 2015, open meeting, Council tabled the planning application for the SGH site in order to receive additional information. The Buyers submitted a letter outlining their concerns about the tabling decision and at its March 23, 2015, open meeting, Council received and filed this letter.

Comments: Following the March 23, 2015 meeting correspondence was received from Harrison Pensa (attached) on behalf of the Buyers. Staff had amicable discussions with Harrison Pensa and the Buyers and subsequently received additional correspondence directly from the Buyers (attached) wherein they express their desire to terminate the agreement at this time. It is to the advantage of both parties to sign the termination and mutual release documents in order to bring a clean ending to the agreement of purchase and sale and to remove the risk of legal claims.

The Buyers have also requested they be reimbursed for their direct costs. Staff request direction from Council on this matter should they wish to consider this request. Attached is a letter from D’Arcy Bell and a list of direct costs.

Page 291 of 376 Correspondence #10 - April 13, 2015

Consultation: The City Manager and I have had discussions with the Buyers and their legal representation.

Financial Implications: The $50,000 deposit will be returned with interest as per the Agreement.

Prepared by: Approved by:

Scott McEachran Margaret Misek-Evans Acting City Solicitor City Manager

Attachment(s):  Letter from Harrison Pensa dated March 26, 2015  Letter from Buyers dated April 2, 2015  Letter from D’Arcy Bell & list of costs April 7, 2015

Page 292 of 376 JI{J()() I rJ¿\)L ¿ I ¿-<)t LW LJ L , WA . JJ rl'l tsðgL ¡ 4^ Ugl VVl Correspondence #10 - April 13, 2015 tl? I{ARRISON PENSA

March 26,2015

Via Fax # 1-519-332-3995

The Corporation of the City of Sarnia 255 North Chrlstina Street Sarnia, Ontario N7T 7N2

Attention: Margaret Misek-Evans, City Manager and Scott McEachein, City Solicitor

Dear SirslMesdames:

Re: Jongsma, Poore et al proposed purchase of Sarnia General Hospital

We have been retained by Mssrs. Jongsma. Poore, Lurnley, Raaymakers and Dally (collectively, the "Purohaser") in connection with the above rnatter.

We have reviewed the agreemer¡t of purchase and sale made between the Purchaser and The Corporation of the City of Sarnia (the "City") dated $epternber 8, 2014, as amended (the 'AFS"), and have afso reviewed the City RFP, the Purchaser's proposal and various other docunrents relating to the APS.

We understand thal City Councilwas presented with an "Open Session Report" prepared by Scott McËachern, Acting City Solicitor, deted September 3,2014 outlining the terms of the proposed APS. We presume that City Council reviewed Mr. McEachern's report and subsequently authorized the Mayor and City Clerk to execute the APS.

We note that the APS is a binding contract of purchase and sale between the Purchaser and the City, subject to certain conditions. There are a number of due diligence conditíons for the ,benefìt of the Purchaser (the "Purchaser's Conditiorts") including, without lirnitation, that the Purchaser obtain zoníng to permit its conternplated development. There is one condition for the benefìt of the City, that being the Çity receiving approval to sell the property frorn the Minister of l-{ealth and Long-Terrn Care (the''Cíty's Condition").

tn the months since the APS was executed by the parties. the Purchaser has worked diligently to salisfy the Purchaser's Gonditions and has expended considerable time, effort and cost in conducting such due diligence, all on the understandirrg that the APS was a binding contract subject only to the Purchaser's Conditions and the City's Condition. The Purchaser estimates its due diligence costs to þe in the range of $55,000-$65,000, plus time contributed to the project Þy the Purchaser gtoup over a 7 month period estimated to be approximately $150,000"

IiARRISDN PENS{, LLP Ltw)'ers

450 Talb¡¡r Strecr. P.O, Box f137, London. Clrrtario N6.{ +Kf Tcl: 519 679 9660 F.tt: 519 667 3362 rw+w.harrisotrperìsâ,conr

Page 293 of 376 5lY6ö 1,53öZ ó / ¿6 / ¿V L? Z i Uó : Cì, HI'r .Pflu-s J / \',\J:t r a.,{ ùt=r v (7r Correspondence #10 - April 13, 2015

We are now advised that the City has "tabled" the Purchaser's rezoning application (which had been fully supported by City staff) and otherwise purported to impose additional conditions on the transaction previously agreed to under the APS, We also understand that the Gity has raised an issue as to ownership of the subject property and whether the City has the right to sell euch property.

We view the City's conduct in relation to its obligations under the APS as constituting bad faith bargaiñing and perhaps even breach of contract. The parties have a binding contract subjéct onTy to the Purchaser's Conditions and the City's Condition. Flad the City requireC tnat the APS be subject to further conditions, such as a furiher City Council apirovát, then the City ought to have made it very clear within the terrns of the APS that the APS would be subject to the condition of further City approval, As it stands, the only APS condítion forthe benefit of the City is the City's Condition relating to Ministry of Health approval. The unilateral impositiort of further conditions and/or undue delay in allowing'the Purchaser to rr¡eet the Purchaser's Conditiorrs within the tirne perrnitted effectively constitutes a breach of the AFS- Furthermotre, it would constitute extrerne þad failh if the City were to impose extraordinary requirernents or otherwise attempt to application an application that we delay or forestall the Purchaser's rezoning - . undérstand has been futly supported by City staff. Surely the City ought not to be perrnitted to evade its obligations under the APS by making it irnpossible for the Purchaser to satisfy its own conditions?

W1h respect to tha issue of ownershlp of the subject property and the Clty's right to sell, we note inat t¡le APS contains a covenant, representetion and wanranty of the City that the City will be the registered and beneficial owner of the property as of the date_of the ApS aàd as of the closing date. While we recognize that the City needs to satisfy itsetf on this ownership/right toselt issue, it is not an issue that entitles the City to avoid íts obligations under the APS.

As you ere åware, our client is comprised of 5 local entrepreneurs who honestly want to helþ the City in resolving the long-standing issues associated with the Sarnia General Hospital site. Our client is fully prepared to continue to work with the City and to comþlete the transaction contemplated by the AP$ on the terms agreed.. Our client has expended significant tirne and expense in reliance upon the City's good faith and in acôordance with the contract agreed to between the parties. However, if the City now takes the position that it repudiátes the terms of the APS or wishes to irnpose additional terms or condítions or otherwise seeks to unfairly bloct< or delay the transaction, then our client will suffer significant damages including, without limitation, its due diligence costs but atso toss of opportunity and future profit, At the very least, if the City now wishes to terminate the APS, the Cíty ought to cornpensate the Purchaser, in full, for its costs incurred.

We trust that the Çity will consider its next steps carefulfy and we would be pteased to discuss this matter with you at your earliest convenience. We would appreoiate a reply by no later ihan Thursday, April 2, 2015.

Page 294 of 376 i)rvÞo 1,1óo¿ ó I ¿O / ¿V LJ ¿ i VO : Jì, Hl'l HÉt\rl: t'aA Jga v çr Correspondence #10 - April 13, 2015

Yours very trtrly,

I.ìARRISON PENSÁ. LLP /' " --.-- -'"'.:.. \- --- . .:'..:¡;.;.:,r. ' . 4--a-.-i-l¿-----.-,-,._._,--,. ? Per; Christian J Harnber

Direct Dial: 5 1 9-661 -6742 E m a i l' ::Iq!lLb e_r@. l^r ÊlLts_r,IlÞ.Ê.n s ;a . c.o nl cc. Alex Jongsma, Kenn Poore, Mark Lurnley, l\llarty Raaymakero, Charlie Þally

Page 295 of 376 Correspondence #10 - April 13, 2015

April 02, 2015

The Corporation of the City of Sarnia 255 Christina Street North PO Box 301 I Sarnia, ON N7T 7N2

Attention: Ms. Margaret Misek-Evans Chief Administrative Off icer

Please find enclosed a Termination of Agreement by Buyer and a Mutual Release executed by each of the buyer parties listed below, in triplicate. Please arrange for execution of the dôcuments by the City and return two fully signed copies to us along with the $50,000.00 deposit to Mr. D'Arcy Bell of George Murray Shipley Bell.

Notwithstanding that we stand by the contents of the letter of our solicitor to the City dated March 26,2015, we are prepared to forego and release any claims against the City, and recognize that we will likely not be able to recover the substantial time and effort expended by us in attempting to bring the Sarnia General Hospital project to fruition.

Considering the recent Council decision to make it impossible for us to satisfy the zoning conditions set forth in the agreement of purchase and sale (or any reasonable extension thereof), we would humbly ask to be reimbursed for our direct costs. We need to be clear, this request is not conditional to our submission of the attached release, but is simply a request in good faith to recover some of the direct costs related to planning, rendering and environmental reports, and would of course be willing to release these documents to the City. We have a recent Environmental report. We regret not only our loss but the loss to the City as a whole of a viable solution to a serious problem facing the city, and with disappointment that we reluctantly withdraw from this project.

We would like to acknowledge the overwhelming cooperation of City Staff throughout the process and sincerely hope that the challenging issues relating to the SGH site will be resolved in the near future for the benefit of the local community.

Best regards,

Ken n

arlie Dally

Page 296 of 376 Correspondence #10 - April 13, 2015

Page 297 of 376 Correspondence #10 - April 13, 2015

SCHEDULE

(Invoiced Cost Breakdown Sarnia General Hospital)

Architect $21,907.88 . Engineering $ 8,592.75

Environmental Studies $ 6,300.00

Legal $ 9,011.75

Planning $ 2,866.95 Total $ 48,679.33

Page 298 of 376 Correspondence #11 - April 13, 2015

THE CORPORATION OF THE CITY OF SARNIA People Serving People

PARKS AND RECREATION DEPARTMENT

OPEN SESSION REPORT

TO: Mayor Bradley and Members of Sarnia City Council

FROM: Beth Gignac, Director of Parks and Recreation

DATE: April 13, 2015

SUBJECT: RBC Food Service Operations

Recommendation: It is recommended:

That Council authorizes the Mayor and Clerk to sign an agreement with Compass Group Canada Ltd. for the RBC Food Service Operations.

Background: At its February 9, 2015 meeting, Council awarded Compass Group Canada Ltd. (Compass) the food and beverage service for the RBC Centre. As per the RFP, the service is for a ten year term. The term will begin this summer, before the next hockey season. Compass is currently providing food services on an interim basis until the end of the current hockey season.

Comments: Following the award of the RFP, Compass engaged in discussions with staff concerning an agreement that addressed the potential for material changes. As part of the Compass proposal there was a condition precedent that the terms and conditions of the agreement remain subject to negotiation. An agreement has been negotiated, as allowed under the Procurement Policy and the RFP, and is attached in the bylaw section of the agenda. The agreement acknowledges that the proposal is based on attendance and estimated revenues as set out in the RFP and allows for additional negotiation by either party in the event there is a material change. Further, there is a buy back clause dealing with the capital investment. In the event of a material change, and the inability to negotiate new terms, the agreement would terminate and the City would be required to buy back the undepreciated amount of the capital investment.

Page 299 of 376 Correspondence #11 - April 13, 2015

Consultation: The City Manager, Director of Finance, Purchasing Manager, and Acting City Solicitor were consulted as well as Compass.

Financial Implications: Compass Group Canada Ltd., as part of their RFP submission, has committed a total capital investment into the RBC Centre of $310,000. Compass will spend $260,000 on capital upgrades in year one of the agreement and a further $50,000 on capital upgrades after five years. The agreement with Compass Group Canada Ltd. will depreciate these amounts using straight line depreciation over the term of the contract (10 years). If material changes in the food and beverage operations occur at the RBC Centre, and if the City and Compass Group Canada Ltd. cannot negotiate new agreement terms, than the City would be required to reimburse Compass the value of the undepreciated capital. The following table shows the value of the undepreciated capital at the end of each year of the 10 year agreement.

Year Capital Annual End of year Investment Depreciation undepreciated value 1 $260,000 $26,000 $234,000 2 26,000 208,000 3 26,000 182,000 4 26,000 156,000 5 26,000 130,000 6 $50,000 36,000 144,000 7 36,000 108,000 8 36,000 72,000 9 36,000 36,000 10 36,000 0

This capital depreciation component of the agreement does not change the outcome of Compass as the No. 1 bidder.

Prepared by: Approved by:

Beth Gignac Margaret Misek-Evans Director of Parks and Recreation City Manager

Attachment(s): none

Page 300 of 376 Correspondence #12 - April 13, 2015

THE CORPORATION OF THE CITY OF SARNIA People Serving People

PARKS AND RECREATION DEPARTMENT

OPEN SESSION REPORT

TO: Mayor Bradley and Members of Sarnia City Council

FROM: Beth Gignac, Director of Parks and Recreation

DATE: April 13, 2015

SUBJECT: Off Leash Area Pilot Project at Centennial Park

Recommendation: It is recommended:

1. That City of Sarnia staff work with a renewed Off Leash Area Committee (formerly known as the Clearwater Dog Park Committee) to develop and implement an Off-Leash Area Pilot Project at the northern edge of Centennial Park for up to one-year period commencing in May 2015. 2. That staff report back to Council at the end of the one-year period on the efficacy of the pilot project.

Background: A report was presented to Council and approved on September 17, 2014 not to proceed with a one year pilot project for the installation of a dog park in Clearwater Park and also directed staff to further investigate other locations for a dog park pilot project and report back to Council in the spring of 2015. This report provides information for Council’s consideration of this matter.

Comments: Staff has reviewed all previous research and consultation to determine a new approach for Off-Leash Areas in Sarnia. Further, a meeting has been held with the chairperson of the Off Leash Area Committee, formerly the Clearwater Dog Park Committee, to clarify previous concerns. Based on that review, staff are of the opinion that a pilot project Off Leash Area would leverage previous research and consultation while allowing for additional consultation that would be based on the actual experiences and observations of this small pilot project. The pilot project will feature signage in the recommended area plus, the Off Leash Committee would work with staff to

Page 301 of 376 Correspondence #12 - April 13, 2015

develop a public education program to be implemented by City staff in Parks and Recreation and Animal Control, volunteers of the Off Leash Committee and would leverage the expertise of the Sarnia Humane Society.

Off-Leash Areas are popular in many communities. There is a wide variation of off-leash management practices. Despite the variation, communities with successful off-leash areas share common practices that are instructive to the City of Sarnia’s implementation of a pilot project. These practices include: stating a vision and developing a management plan for off-leash areas; having principles in place to influence the direction of plans; support of a community group; partnerships with community, business and other agencies for day to day monitoring and education on off-leash park etiquette and funding.

The purpose of the pilot project will be to determine the viability and feasibility of Off Leash Areas in Sarnia. As part of the pilot project process, a checklist of evaluation criteria will be developed in consultation with the Off Leash Area Committee. Some examples of common criteria used in other communities with Off Leash Areas include: identification of suitable Park inventory for Off Leash use; selection of safe areas for people and dogs; mitigation actions to address safety concerns or conflict between users in adjacent areas; adequate parking or other comfort amenities; accessibility criteria; suitable terrain that is not susceptible to erosion or habitat degradation and other items that will be identified during the pilot project period through engagement and consultation.

In order for the City of Sarnia to determine the sustainability and best approach for off-leash areas while assuring the health and safety of people and dogs, staff is recommending that a one acre area at the northern edge of Centennial Park be appropriately fenced for a one year period, as outlined in the attachment to this report. This section of Centennial Park is separated from the main area of the park by the new berm and rail tracks. The area also meets the criteria for user groups which had been previously identified in public consultation such as: access to public washrooms (via the Dow People Place); is set back from residential properties; has pedestrian access via the established pathway; has existing street lighting; has close accessibility to the Sarnia Humane Society where dogs are regularly walked from; provides good access for boaters using the Sarnia Bay Marina; meets general AODA requirements and has good visibility for public safety. Further, the area will be easy for staff to access for regular maintenance and to monitor for any degradation of natural habitat beyond the intended use.

Page 302 of 376 Correspondence #12 - April 13, 2015

Since portions of Centennial Park will still be undergoing site remediation for the period of the pilot project, this location will be revisited as part of the overall plan for Centennial Park as part of the pilot project process.

Parking has been identified as a potential concern by the adjacent business owners. There will be additional on-street parking made available on Exmouth Street parallel to the area including an accessible parking space and the trail connection will be improved to ensure a safer crossing on Exmouth Street through surface markings. The maintenance, parking and trail connections will be managed within existing approved budget. It is important to note that due to the Off Leash Area’s proximity to the established pathway, there is plenty of public parking available in the existing lots at Centennial Park which is anticipated to be re-opened for public use by the end of May 2015.

Dog noise was identified as a potential concern by one adjacent business owner. Previous public consultation has indicated that prime time Off Leash Area use would occur in the evenings and on weekends. Currently, businesses in the adjacent area are not operating during the prime time Off Leash Area use. However, as part of the pilot project, noise would be monitored.

On approval by Council, the pilot project is planned to begin in May 2015 and optimally, will traverse all four seasons in order to obtain seasonal use data and to ensure adequate engagement with users and the community. Staff will work with the Off Leash Area Committee to report back to Council on the results of the pilot project by spring 2016.

It is important to note that should there be any significant issues with the location or conflicts with existing businesses or other park user groups, the pilot project would come to an early close.

Consultation: In preparation for this report, a meeting was held with the Chair of the Off Leash Area Committee (formerly the Clearwater Dog Park Committee) and the Sarnia Humane Society (SPCA). They are in agreement with this approach (see attached correspondence). Consultation has also occurred with the adjacent business owners. There are some concerns with parking and barking noise will need to be monitored to determine if any business disruptions occur as a result. As part of the pilot project process, ongoing consultation and review will be necessary with all stakeholders.

Page 303 of 376 Correspondence #12 - April 13, 2015

Financial Implications: Partial fencing and funding of $5,000 will be provided by the Off Leash Area Committee. Additional fencing and waste receptacles will be covered within the budget of the Parks and Recreation Department up to a maximum of $5,000.

Prepared by: Approved by:

Beth Gignac Margaret Misek-Evans Director of Parks and Recreation City Manager

Attachment: Off-Leash Area Map Correspondence from Analia Davis, April 7, 2015

Page 304 of 376 Correspondence #12 - April 13, 2015

Page 305 of 376 Correspondence #12 - April 13, 2015

Dear Sarnia City Council,

Our committee fully supports the proposed location of the off leash dog park pilot project at Centennial Park as identified by city staff for a one year period starting May 2015.

We are very pleased to move forward with this project and to see that the area chosen and the overall approach supports the results of our previous public consultations as well as keeping the integrity of the criteria that was initially set forth by our committee and the community.

We look forward to not only contributing by way of consultation but as park liaison between the park users and the city. We see this project as an innovative way to host public engagement and further consultation for off leash areas in Sarnia.

Regards,

Analia Davis, Chair

Clearwater Dog Park Committee

Page 306 of 376 Minutes of March 23, 2015 - Regular Meeting March 23, 2015

4:00 p.m. – MONDAY, MARCH 23, 2015 COUNCIL CHAMBERS, CITY HALL, SARNIA

Council met in regular session, for the transaction of general business. Mayor Bradley took the Chair and the following Members of Council were Present: Councillors D. Boushy, A Bruziewicz, A.M. Gillis, M Kelch, B. MacDougall, C. Scholten, and B. White.

Absent: Councillor M. Mitro

THERE WAS NO CLOSED MEETING

"O CANADA" In accordance with City Council Policy, the National Anthem was played.

Disclosures of Pecuniary Interest (Direct or Indirect) and the General Nature Thereof There were no disclosures of pecuniary interest.

DELEGATION 1. Giffel Road Traffic Concerns Nathan Jeffrey (see Correspondence #1)

Nathan Jeffrey of 1276 Giffel Road requested that Council consider an all- way stop at Giffel Road and Lombardy Drive, as well as a speed limit reduction to 40km/h. He submitted a petition signed by the neighbours. Mr. Jeffrey responded to questions from Council. Discussion took place regarding efforts to alleviate the neighbourhood traffic and parking concerns, and staff advised that they would report back regarding the possibility of parking on one side of the road, conduct a speed study, and explain the reason for increased traffic flow in the neighbourhood. It was also requested that staff investigate what other municipalities, including the City of Waterloo, are doing to reduce speeding.

Page 307 of 376 Minutes of March 23, 2015 - Regular Meeting March 23, 2015

CORRESPONDENCE 1. City Engineer, dated March 23, 2015, regarding Giffel Road Traffic Concerns

Moved by Councillor Boushy, seconded by Councillor White, and carried:

That an All-Way Stop not be installed at the intersection of Giffel Road and Lombardy Drive; and

That staff further review the speed on Giffel Road and report back to council if a speed reduction is warranted.

2. Director of Finance, dated March 23, 2015, regarding Approval of the Procurement of Goods and Services Policy

Moved by Councillor MacDougall, seconded by Councillor Bruziewicz, That Sarnia City Council approves the Procurement of Goods and Services Policy as attached to this report.

Moved by Councillor Scholten, seconded by Councillor Kelch, That Sarnia City Council table its consideration of the Procurement Policy until April 13, 2015 pending review of the issuance of RFPs for $5000 and up, preference for local vendors, and the RFP distribution process, was lost when put to the vote.

The main motion carried.

3. City Engineer, dated March 23, 2015, regarding City Hall Emergency Standby Generator

Moved by Councillor Bruziewicz, seconded by Councillor MacDougall, and carried:

That Sarnia City Council accept the bid for an emergency stand by generator for City Hall as outlined in the Request for Tender 15-02, from Preferred Electric Ltd, for a total cost of $106,736.41 including the non-rebateable portion of HST.

That Sarnia City Council authorize the funding of this project from the “Improvements Works Yard” Capital Account.

Page 308 of 376 Minutes of March 23, 2015 - Regular Meeting March 23, 2015

4. City Engineer, dated March 23, 2015, regarding Tender Number 15-06 – Purchase of a Five (5) Ton Dump Truck

Moved by Councillor MacDougall, seconded by Councillor White, and carried:

That Sarnia City Council accept the Tender submitted by Team Truck Centre in the amount of $109,595.52 including non- rebateable HST, for the purchase of a five (5) ton dump truck as per Tender Number 15-06.

5. Director of Planning and Building, dated March 23, 2015, regarding Humane Society Agreement - Pound Services Contract (see by-law #4)

Moved by Councillor Boushy, seconded by Councillor Gillis, and carried:

That Sarnia City Council approves a 5 year agreement with the Sarnia and District Humane Society for the Prevention of Cruelty to Animals (SPCA) for Pound Services; and

The Mayor and Clerk be authorized to execute the agreement.

6. City Clerk, dated March 23, 2015, regarding Procedure By-Law Review (see by-law #3)

Moved by Councillor Kelch, seconded by Councillor MacDougall, and carried:

That Sarnia City Council adopt a new Procedure By-Law for the City of Sarnia.

7. Acting City Solicitor, dated March 23, 2015, regarding Sarnia General Hospital Lands - Agreement of Purchase and Sale

Moved by Councillor Boushy, seconded by Councillor Scholten, That staff negotiate an extension of the Agreement of Purchase and Sale for the Sarnia General Hospital site with the Purchasers for a maximum of 6 months, was lost when put to the vote.

Moved by Councillor Kelch, seconded by Councillor MacDougall, and carried:

Page 309 of 376 Minutes of March 23, 2015 - Regular Meeting March 23, 2015

That Council receive and file the letter from the Purchasers of the Sarnia General Hospital site.

A recorded vote was requested as follows:

Yea Nay Councillor Bruziewicz Councillor Boushy Councillor Gillis Councillor Scholten Councillor Kelch Councillor MacDougall Councillor White Mayor Bradley

8. City Clerk, dated March 23, 2015, regarding Integrity Commissioner and Code of Conduct

Moved by Councillor White, seconded by Councillor MacDougall, and carried:

That Sarnia City Council approve the issuance of an RFP to retain an Integrity Commissioner; and

That Sarnia City Council approve in principle the Code of Conduct and that a by-law to adopt the Code of Conduct will be presented at the April 13, 2015 Council meeting.

MINUTES

Moved by Councillor MacDougall, seconded by Councillor Bruziewicz, and carried:

That the Minutes of March 2, 2015 (Regular Meeting), March 2, 2015 (Closed Meeting) and March 9, 2015 (Special Meeting), as printed be adopted.

INQUIRIES, INFORMATION AND URGENT MATTERS 1. Howard Watson Nature Trail Crossing – Wellington St.

Councillor Scholten requested that staff investigate the potential hazards for trail users crossing Wellington St. and that a report from staff be provided.

Page 310 of 376 Minutes of March 23, 2015 - Regular Meeting March 23, 2015

ROUTINE APPROVALS, ACTION AND INFORMATION

Moved by Councillor MacDougall, seconded by Councillor Bruziewicz, and carried:

That Items A to N, under Routine Approvals, Action and Information be introduced.

A. City Engineer, dated March 23, 2015, regarding 2014 Summary Report for Sarnia Drinking Water Distribution System

For Information

B. City Engineer, dated March 23, 2015, regarding Water Pollution Control Centre – Raw Sewage Pump Replacement

For Information

C. Acting City Solicitor, dated March 23, 2015, regarding Dedicate One Foot Reserves on Wanner Avenue and Kamal Drive in the City of Sarnia as Public Highways (see by-law #1)

That Sarnia City Council dedicate the one foot reserves being Block 19, Plan 791 and Block 25, Plan 771 as public highways forming a part of Wanner Avenue and Kamal Drive.

D. Acting City Solicitor, dated March 23, 2015, regarding Renewal of Patio Licence – 485 Harbour Road 1002013 Ontario Inc. o/a Stoke’s Bay Grill & Bar (see by-law #2)

That Sarnia City Council authorize the Patio Licence for Stoke’s Bay Grill & Bar – 485 Harbour Road, Sarnia; and

That the Mayor and Clerk are authorized to sign all necessary documents.

E. Director of Finance, dated March 23, 2015, regarding Public Sector Disclosure Act, 1996 – Disclosure for 2014

For Information

Page 311 of 376 Minutes of March 23, 2015 - Regular Meeting March 23, 2015

F. City Clerk, dated March 23, 2015, regarding Monthly Raffle Report – December 2014 and January 2015

For Information

G. City Clerk, dated March 23, 2015, regarding Monthly Raffle Report – February 2015

For Information

H. Director of Finance, March 23, 2015, regarding Statement of Remuneration and Expenses – 2014

That Sarnia City Council receives and files the Statement of Remuneration and Expenses paid to Council members and Council appointees for the year 2014.

I. City Engineer, dated March 23, 2015, regarding School Crossing Guard Warrant Policy

For Information

J. Director of Finance, dated March 23, 2015, regarding Senior Staff Remuneration and Expenses - 2014

For Information

K. Bluewater Health, dated March 12, 2015, regarding Parking at Bluewater Health Sarnia

Referred to staff report in conjunction with disposition of St. Patrick's Catholic High School.

L. Director of Planning and Building, dated March 23, 2015, regarding Review of the Concept of Public Engagement Platforms

For Information

Moved by Councillor White, seconded by Councillor Kelch, and carried:

That discussion take place regarding public engagement methods at a future Corporate Priorities/Strategic Planning Meeting.

Page 312 of 376 Minutes of March 23, 2015 - Regular Meeting March 23, 2015

M. Director of Finance, dated March 23, 2015, regarding Annual Adjustment to Mayor and Council’s Remuneration

For Information

N. City Clerk, dated March 23, 2015, regarding Reconsideration of Decision - Bayside Mall

Received and Filed

Moved by Councillor MacDougall, seconded by Councillor Bruziewicz, and carried:

That Items A to N, under Routine Approvals, Action and Information, as recommended or approved by this Council, be adopted and appended to the Minutes.

CIVIC REPORTS

Moved by Councillor MacDougall, seconded by Councillor Bruziewicz, and carried:

That the Civic Reports be received and filed.

1. Building Report - February 2015 2. Plumbing Report - February 2015

BY-LAWS

Moved by Councillor MacDougall, seconded by Councillor Bruziewicz, and carried:

That By-Laws No. 1-5, as printed, be introduced for the first and second reading thereof, and be taken as read for the first and second time.

1. For 1st, 2nd and 3rd Readings: A By-Law to Dedicate Land in the City of Sarnia as part of Wanner Avenue and Kamal Drive Re: Block 19, Plan 791 & Block 25, Plan 771 (see Agenda Info Item C) (By-Law #21 of 2015)

Page 313 of 376 Minutes of March 23, 2015 - Regular Meeting March 23, 2015

2. For 1st, 2nd and 3rd Readings: A By-Law to Authorize an Agreement with 1002013 Ontario Inc. Re: Stoke’s Bay Patio Licence (see Agenda Info Item D) (By-Law #22 of 2015)

3. For 1st, 2nd and 3rd Readings: A By-Law to Provide Rules Governing the Proceedings of Council and the Conduct of its Members Re: Procedure By-Law (see Correspondence #6) (By-Law #23 of 2015)

4. For 1st, 2nd and 3rd Readings: A By-Law to Authorize an Agreement with Sarnia and District Humane Society Re: 5 Year Agreement for Pound Services (see Correspondence #5) (By-Law #24 of 2015)

5. For 1st, 2nd and 3rd Readings: A By-Law to Confirm the Proceedings of Council at its meeting held on March 23, 2015 (By-Law #25 of 2015)

Moved by Councillor MacDougall, seconded by Councillor Bruziewicz, and carried:

That By-Law No. 1-5, as printed, be taken as read the third time and finally passed.

ADJOURNMENT

Moved by Councillor MacDougall, seconded by Councillor Bruziewicz, and carried:

That Sarnia City Council adjourn to its next regular meeting to be held on Monday, April 13, 2015.

The meeting adjourned at 5:10 p.m.

______Mayor

______City Clerk

Page 314 of 376 Agenda Info Item A - April 13, 2015

February 28 2015 Sarnia

Re: Uninhibited Choice of Public Washrooms, Change Rooms and Showers We are writing you to express our concern with a current public policy concept which is in the news from time to time and in advance of a significant event in Sarnia. The concept of concern is the transformation of public female and male washrooms, change rooms and showers into genderless facilities. This is to say, that males and females of any age regardless of their sex may use the facility of their choosing, without regard for the signage posted on the facility. Is there any evidence that in fact such public policy is actually being sought out? The answer is yes. Essentially our presentation discusses the following: 1) The reality that this public policy concept (i.e. genderless facilities) is being sought out; 2) The current ‘Trespass to Property Act’ used by Ontario police to charge those who would trespass into washrooms, change rooms and showers with posted signage opposite to their gender; 3) The risks and dangers of adapting such public policy as genderless facilities, and 4) The Ontario Human Rights code acknowledgment of the need for separate gender facilities:

Guidelines with Respect to “Facilities” by sex (Section 20 HRC) 20. (1) The right under section 1 to equal treatment with respect to services and facilities without discrimination because of sex is not infringed where the use of the services or facilities is restricted to persons of the same sex on the ground of public decency. R.S.O. 1990, c. H.19, s. 20 (1).

This public policy concept of washrooms, change rooms and showers of choice is problematic and is not reflective of the vast majority of your citizens nor in their best interests. We want to believe that our wives, daughters and granddaughters will continue to feel comfortable using public female-only washrooms, change rooms and showers. We advise that Sarnia act now to ensure that public policy and by-laws are put in place to enforce as need arises.

Please feel free to contact us by e-mail.

We look forward to meeting with you in the near future.

Thank you,

John Lammers [email protected] Curtis Bryce [email protected]

Page 315 of 376 Agenda Info Item A - April 13, 2015

Cross Identity Participant Guidelines – February 28, 2015 The following is a Draft Guideline. Background – HRC Gender identity is linked to a person’s sense of self, and the sense of being male or female. A person’s gender identity is different from their sexual orientation, which is also protected under the Code. People’s gender identity may be different from their birth-assigned sex, and may include: Transgender: People whose life experience includes existing in more than one gender. This may include people who identify as transsexual, and people who describe themselves as being on a “gender spectrum” or as living outside the categories of “man” or “woman.” Transsexual: People who were identified at birth as one sex, but who identify themselves differently. They may seek or undergo one or more medical treatments to align their bodies with their internally felt identity, such as hormone therapy, sex-reassignment surgery or other procedures. Intersex: People who are not easily classified as “male” or “female,” based on their physical characteristics at birth or after puberty. This word replaces the inappropriate term “hermaphrodite.” Crossdresser: A person who, for emotional and psychological well-being, dresses in clothing usually associated with the “opposite” sex. Trans: An umbrella term used to describe individuals who, to varying degrees, do not conform to what society usually defines as a man or a woman. Discrimination because of gender identity is any action based on a person’s sex or gender, intentional or not, that imposes burdens on a person or group and not on others, or that withholds or limits access to benefits available to other members of society. The duty to accommodate Under the Code, employers, unions, landlords and service providers have a legal duty to accommodate people because of their gender identity. The goal of accommodation is to allow people to equally benefit from and take part in services, housing or the workplace. Accommodation is a shared responsibility. Everyone involved, including the person asking for accommodation, should cooperate in the process. Guidelines with Respect to “Facilities” by sex (Section 20 HRC) 20. (1) The right under section 1 to equal treatment with respect to services and facilities without discrimination because of sex is not infringed where the use of the services or facilities is restricted to persons of the same sex on the ground of public decency. R.S.O. 1990, c. H.19, s. 20 (1). What does that mean at the Recreation Centres? In the spirit of co-operation, Sarnia will respect the needs of all patrons as they pertain to the use of facilities (washrooms, change rooms, showers) in our recreation centres. Likewise, patrons are expected to respect the diversity of the patrons, and to co-operate. Everyone expresses the need for washroom, changeroom and shower facilities where they feel safe and comfortable. Sarnia has a history of addressing such needs and can provided single-stall facilities for those who are uncomfortable changing within their own sex-identified facilities; family change room facilities, and single-unit washrooms. Section 20 of the Human Rights commission states we are required to recognize the needs of the trans patrons, and also meet the needs of the rest of the community as these pertain to the use of washrooms, change rooms, and showers. With respect to the gender identified needs, we request our patrons understand and co-operate as change takes time.

Page 316 of 376 Agenda Info Item A - April 13, 2015

1) Sarnia Parks Board will include in all new, and renovated facilities, single stall, universal, washroom, change room and shower facilities.

2) Patron’s requesting information about sites which provide alternate washroom, change room and/or shower facilities are to be provided with a listing of all such facilities.

3) If a patron requires alternate washroom, change room and/or shower facilities at a Centre that does not have Universal facilities available, staff will strive to provide alternate accommodations within the resources available. Accommodation of requests are based on the available space/resources at each individual Recreation Centre. i.e. some sites may have a staff change area that could be made available for use or secondary washroom/change rooms on site.

4) Sex Specific Identified Washrooms, change rooms, shower facilities - the use of these facilities is limited to persons of the anatomical sex identified at the entry of the facility.

Some patrons are not comfortable using the sex specific-identified facilities and Sarnia desires to address these needs. Patrons who express or present themselves in ways that are not consistent with their anatomical sex may find alternate facilities where they will be comfortable with, depending on the availability at each site. If another member of the public has a concern about change room use or accommodation, please refer them to a Supervisor for follow up.

Page 317 of 376 Page 318 of 376 ßor--.,'.¡s Êp p¡ovr,.^5 l- )/ Agenda Info Item B - AprilL^ 13, 2015 ( ,J

Ontario LEGISTATIVE ASSEMBLY

ERNIE HARDEMAN, M.P.P. Queen's Park Office: Conlituency office: 1 2 Perry Street Oxford Room 41 3, Legislative Bldg. Toronto,ontario Woodstoclç 0ntario M7A 148 N4S 3C2 Mayor Mike Bradley Tel, (41 6) 32s-1239 Tel. (519) s37-s222 City of Sarnia IVED Fax (41 6) 325-1259 Fax (51 9) 537-3577 255 Christina St. N, Box 3018 MÀ.R 15r ZÛ15 Sarnia, ON N7T 7N2

Dear Mayor Bradley,

I understand the fiscal challenges that municipalities are facing and that your tax dollars have to be used effectively. That's one of the reasons lwas so disappointed to learn that some social housing providers are being forced to pay more than they should for services.

As you know, provincial legislation makes it mandatory for affordable housing providers to purchase gas and insurance through the Housing Services Corporation (HSC). A number of municipalities have found that they are paying more for gas than if they were to purchase it through other sources. As well, many providers are paying HSC an opt out fee (2.5% of the premium) in order to be allowed to purchase less expensive insurance that provides equal or better coverage.

I believe that affordable housing providers should be allowed to purchase these items at the best possible price - whether it is directly, jointly with the municipality, through Local Authority Services, or through HSC. I also have concerns about recent spending at the HSC, including frequent international travel and money transferred to subsidiaries and other for-profit companies.

To save municipalities money and ensure affordable housing dollars are used effectively I recently introduced the Housing Services Corporation Accountability Act.lf passed, this Act will: o Save affordable housing providers money on natural gas and insurance by removing the mandatory requirement to purchase them through the Housing Service Corporation; o Restore accountability by requiring HSC to report salaries over SL00,000 as municipalities and government agencies do; and o Give the Provincial Auditor the authority to audit the HSC without requiring a Minister's request

I ask for your support for this bill to ensure that affordable housing dollars can provide the maximum benefit to help those who need it most. ln case it is helpful I have enclosed a sample resolution of support.

lf you have any questions regardin gthe Housing Services Corporotion Accountability Act, or if I can be of assistance on atter please contact me at [email protected] or 41'6-325-1239

Sin Y,

Ernie Hardeman, MPP Oxford PC Critic for Municipal Affairs and Housing Page 319 of 376 @ Agenda Info Item B - April 13, 2015

Housing Services Corporation Accountability Lct, 2015

EXPLANATORY NOTE

The Bill amends the Housing Services Act, 201I in the following ways

1. Section 150 is amended to permit the Auditor General to audit the accounts of the Housing Services Corporation and of each of its subsidaries.

2. Section 151 is amended so that members of the Housing Services Corporation such as service managers and local housing corporations are not required to participate in any of the Corporation's programs or activities.

The Bill also amends the Public Sector Salary Disclosure Act, 1996 to specify that the Housing Services Corporation and each of its subsidiaries are employers for the purposes of the Act.

An Act to amend the Housing Services Act r 20ll and the Public Sector Salary Disclosure Actr 1996 Her Majesty, by and with the advice and consent of the Legislative Assembly of the Province of Ontario, enacts as follows:

HousINc SonvIcBs Acr, 20LL

1. (1) Section 150 of thre Housing Services Act, 2011 is amended by adding the following subsections:

Auditor General (2) The Auditor General appointed under the Auditor General Act may audit the accounts of the Corporation and of each of its subsidiaries.

Access to records and information (3) When the Auditor General conducts an audit under subsection (2), the Corporation and its subsidiaries shall give the Auditor General and employees of the Auditor General access to all records and other information required to conduct the audit.

Page 320 of 376 Agenda Info Item B - April 13, 2015 2

(2) Section 151 of the Act is repealed and the following substituted:

Member participation not required 151. Members of the Corporation such as service managers and local housing corporations are not required to participate in any of the Corporation's programs or activities described in section 124.

Punr,rc Sncron S¡.r-nnv Drscr,osunn Acr, L996

2. (I) The definition of 6'employer" in subsection 2 (l) of the Public Sector ((and)) Salary Disclosure Act, 1996 is amended by striking out at the end of clause (b), by adding "and" at the end of clause (c) and by adding the following clause:

(d) the Housing Services Corporation and each of its subsidiaries;

(2) Subsection 2 (l) of the Act is amended by adding the following definition:

"Housing Services Corporation" has the same meaning as in the Housing Services Act, 201 1;

CovTvTBNCEMENT AND SHoRT TITLE

Commencement 3. This Act comes into force on the day it receives Royal Assent.

Short title 4. The short title of this Act is the Housing Services Corporation Accountability Act,2015.

Page 321 of 376 Agenda Info Item B - April 13, 2015

Sample resolution for Municipal Council

V/HEREAS social housing providers in Ontario are currently required to purchase natural gas and insurance through the Housing Services Corporation (HSC) or pay a fee to purchase elsewhere; and

WHEREAS social housing providers should have the right to obtain natural gas and insurance at the lowest cost to provide value to those in need of affordable housing and all taxpayers; and

WHEREAS the HSC should be subject the same level of accountability and oversight as government agencies;

THEREFORE BE IT resolved that the Council of (name of municipality) supports the Housing

Services Corporation Accountability Act introduced by Oxford MPP Ernie Hardeman which would remove the mandatory requirement for social housing providers to purchase gas and insurance through the HSC, require HSC to report salaries over $100,000, and give the Provincial Auditor General the authority to audit HSC.

Page 322 of 376 Agenda Info Item C - April 13, 2015

THE CORPORATION OF THE CITY OF SARNIA People Serving People

CLERKS’S DEPARTMENT

OPEN SESSION REPORT

TO: Mayor Bradley and Members of Sarnia City Council

FROM: Nancy Wright-Laking, City Clerk

DATE: April 13, 2015

SUBJECT: 356/357/358 Tax Appeal Court

Recommendation: It is recommended:

That Sarnia City Council approve the recommendations of the 356/357/358 Tax Appeals Committee held on March 26, 2015.

Background: In accordance with the Municipal Act 2001, 356/357/358 Tax Appeals were heard by the Tax Appeal Committee on March 26, 2015.

Comments: The attached tax appeals approved by the Tax Appeal Committee are now ready for the approval of Sarnia City Council.

Consultation: The City Finance Department and MPAC were consulted during the preparation of this report.

Financial Implications: Please see the attached Tax Appeals.

Reviewed by: Approved by:

Nancy Wright-Laking Margaret Misek-Evans City Clerk City Manager

Page 323 of 376 Agenda Info Item C - April 13, 2015

This report was prepared by Carol Barr, Licensing Clerk.

Attachment(s): 1. 356/357/358 Tax Appeal Agenda 2. Assessment Tax Class and Codes

Page 324 of 376

SECTION 357 & 358 APPEAL COURT #4 th MARCH 26 , 2015

Reason For Appeal App Year Roll Number Decision Tax Amount Appeal # #

Razed by fire, Cancel 5 days 3 months Agenda Info Item C - April 13, 2015 2014 200-001-19300 demolition or realty tax on Assessment RTEP $39.67 V236 61 otherwise 10,000 RTEP Razed by fire, Cancel 2 days realty tax on 2014 200-036-09400 demolition or RTEP $9.03 V243 62 Assessment 114,494 RTEP otherwise Cancel 24 days 1 month Razed by fire, realty tax on Assessment RTEP $39.69 2014 300-009-14600 demolition or V245 63 17,642 RTEP and 17,642 RTES $39.69 otherwise RTES Razed by fire, No recommendation - As per 2014 400-005-07500 demolition or 0 V248 64 MPAC otherwise Razed by fire, Cancel 11 days 5 months RTES 2014 400-005-12400 demolition or realty tax on Assessment V256 65 $124.31 otherwise 18,876 RTES Cancel 12 months realty tax Land became CTNS 2013 400-011-04800 on Assessment 92,250 CTNS V104 66 Exempt $3311.14

Page 325 of 376 and add 92,444 exempt Cancel 12 months realty tax Land became CTNS 2014 400-011-04800 on Assessment 93,500 CTNS V239 67 Exempt $3327.72 and add 93,629 exempt Razed by fire, Cancel 7 days 4 months CTNS 2014 400-039-10600 demolition or realty tax on Assessment V251 68 $4767.28 otherwise 379,000 CTNS

Reason For Appeal App Year Roll Number Decision Tax Amount Appeal # # Razed by fire, Cancel 1 month realty tax on CTNS 2014 400-051-02600 demolition or V255 69 Assessment 240,000 CTNS $725.46 otherwise

Razed by fire, Agenda Info Item C - April 13, 2015 No recommendation - As per 2014 400-051-13400 demolition or 0 V238 70 MPAC otherwise ITNS Cancel 12 months realty tax Overcharged $7827.01 2013 400-051-27600 on Assessment 190,000 ITNS V232 71 due to errors CTNS and add 215,754 CTNS $7552.23+ ITNS Cancel 12 months realty tax $8225.99 2014 400-051-27600 Class Change on Assessment 201,000 ITNS V233 72 CTNS and add 218,169 CTNS $7575.87+

Page 326 of 376 Agenda Info Item C - April 13, 2015

ASSESSMENT TAX CLASS AND CODES

CODE TAX CODE QUALIFIER SCHOOL SUPPORT RTES RESIDENTIAL ENGLISH SEPARATE RTEP RESIDENTIAL ENGLISH PUBLIC RTFS RESIDENTIAL FRENCH SEPARATE RTFP RESIDENTIAL FRENCH PUBLIC CTNS COMMERICAL SCHOOL SUPPORT – BETWEEN APPORTIONED ALL SCHOOL BOARDS LTNS LARGE INDUSTRIAL SCHOOL SUPPORT – BETWEEN APPORTIONED ALL SCHOOL BOARDS ITNS INDUSTRIAL SCHOOL SUPPORT – BETWEEN APPORTIONED ALL SCHOOL BOARDS CUNS COMMERICAL SCHOOL SUPPORT – BETWEEN APPORTIONED-EXCESS ALL SCHOOL BOARDS LAND DUNS OFFICE BUILDING SCHOOL SUPPORT – BETWEEN APPORTIONED – EXCESS ALL SCHOOL BOARDS LAND CXNS COMMERCIAL SCHOOL SUPPORT – BETWEEN APPORTIONED ALL SCHOOL BOARDS

Page 327 of 376 Page 328 of 376 Agenda Info Item D - April 13, 2015

THE CORPORATION OF THE CITY OF SARNIA People Serving People

ENGINEERING DEPARTMENT

OPEN SESSION REPORT

TO: Mayor Bradley and Members of Sarnia City Council

FROM: J.P. André Morin, City Engineer

DATE: April 13, 2015

SUBJECT: Bright’s Grove Lagoons – Hydraulic Retention Update

Recommendation: For Council’s Information

Background: On March 2, 2015, Council accepted the recommendation to implement the contingency plan for the hauling of wastewater from the Bright’s Grove Lagoons and also accepted the quote submitted by Wessuc Inc. for the hauling of 8000 cubic metres. Upon award of the contract, Wessuc was immediately directed to mobilize to site and the hauling commenced on March 9, 2015.

Comments: Over the course of the hauling, staff monitored the water level in the lagoons and initiated the seasonal monitoring of the cold weather and its impact on the receiving stream’s temperature. Based on the unexpected slow decrease in the water level and ongoing cold weather, staff opted to increase the haulage volume to 16,000 cubic metres. Wessuc agreed to honour their original quote unit price of $6.00 per cubic metre.

Haulage continued a second week and concluded on March 20, 2015. The final hauled volume was 15,853 cubic metres. Staff estimates the lagoons to now be able to receive wastewater until approximately April 11, 2015 without exceeding the levels permitted by the Ministry of the Environment and Climate Change.

Page 329 of 376 Agenda Info Item D - April 13, 2015

Consultation: The WPCC Superintendent and WPCC Lead Operator were consulted in the preparation of this report.

Financial Implications: The final cost of the hauling of wastewater from the Bright’s Grove Lagoons was $99,739.93 including the non-rebateable portion of HST.

Reviewed by: Approved by:

J.P. André Morin, P.Eng. Margaret Misek-Evans City Engineer City Manager

This report was prepared by Bryan Prouse, P.Eng., Operations Manager

Attachment(s): none

Page 330 of 376 Agenda Info Item E - April 13, 2015

THE CORPORATION OF THE CITY OF SARNIA People Serving People

ENGINEERING DEPARTMENT

OPEN SESSION REPORT

TO: Mayor Bradley and Members of Sarnia City Council

FROM: J.P. André Morin, City Engineer

DATE: April 13, 2015

SUBJECT: Asphalt Resurfacing

Recommendation: For Council’s Information

Background: Engineering staff presented an assessment of current asphalt priorities and needs to Sarnia City Council at the November 3, 2014 corporate priorities and strategic planning meeting. It was identified that approximately 25% of our road system has reached the end of its design life and is in need of repair. The conclusion of this meeting was that future capital works would generally concentrate on asphalt priorities on roads with a higher than 50 km/h speed limit. This approach is to address health and safety concerns on City roadways.

Comments: Engineering staff are currently preparing tenders to rehabilitate and resurface sections of the following roads for 2015:

2015 – Proposed Works Location From To Estimated Cost Confederation Mandaumin Road Waterworks Road $800,000 Line Blackwell Glen Abbey Drive Confederation $350,000 Sideroad Line Kenny Street Vidal Street Esso Chemical $75,000 Drive

Page 331 of 376 Agenda Info Item E - April 13, 2015

Further to this, Engineering is working on preparing estimates, geotechnical investigations and tender documents to address 2016 and 2017 asphalt priorities. The following works are tentatively proposed:

2016 – Proposed Works Location From To Estimated Cost Waterworks Lakeshore Road Michigan Road $1,500,000 Road

2017 – Proposed Works Location From To Estimated Cost Confederation Waterworks Telfer Road $800,000 Line Road Blackwell Blackwell Road Michigan Line $250,000 Sideroad River Road CSX Overpass Suncor Main $550,000 Gate

The above proposed works are subject to change based on available budget, competing priorities and unforeseen circumstances that are unknown at this time. Engineering will attempt to include other necessary works as budget allows.

Engineering believes that by using this strategy, a number of high priority needs will be addressed, in an identified timeframe. It is prudent to comment that this approach should be continued beyond 2017 and Engineering will endeavor to bring updates to Council as they become available.

Consultation: Sarnia Public Works and the Finance Department have been consulted in the preparation of this report.

Financial Implications: The strategy outlined in the above report is subject to Council approved funding and takes into consideration the current approved budget and proposed future increases in both Asphalt Resurfacing and Rural Roads in 2016 and 2017 as outlined in the following table:

Page 332 of 376 Agenda Info Item E - April 13, 2015

Current Approved Budget Asphalt Rural Roads Total Resurfacing 2015 $1,000,000 $250,000 $1,250,000

Proposed Budget Asphalt Rural Roads Total Resurfacing 2016 $1,100,000 $400,000 $1,500,000 2017 $1,200,000 $400,000 $1,600,000

Reviewed by: Approved by:

J.P. André Morin, P. Eng. Margaret Misek-Evans City Engineer City Manager

This report was prepared by Robert Williams, Construction Manager.

Attachment(s): Asphalt Resurfacing Priorities - Map Pavement Data Condition - Map

Page 333 of 376 ove t's Gr CITY OF SARNIA Brigh e ASPHALT RESURFACING PRIORITIES Lakeshor uron Lake H hore PROPOSED WORKS Lakes

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W ´ Michigan

POINT EDWARD 402

I A London

0 500 1000 2000 Meters O Y

Legend P r e d

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M River

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ST. CLAIR N

E LaSalle Prepared by > Engineering Department, City of Sarnia - Dated April 1, 2015. City of Sarnia Bright's Grove IMS Pavement Data Collection Lake Huron

Legend Lakeshore Estimated Need Year

2015 - 104 KM Blackwell

Brigden Agenda Info Item E - April 13, 2015

2016 - 27 KM Telfer Waterworks

Mandaumin 2017 - 43 KM

2018 - 2020 - 113 KM Michigan 2021 - 2025 - 124 KM 2026 - 2032 - 28 KM

Village of PLYMPTON-WYOMING Point Edward Jackson

Christina

402

Airport London

´ Modeland

0 500 1,000 2,000 Meters

Blackwell

Confederation Confederation

St. Clair River

Plank

Telfer

Vidal Indian

Brigden

Scott

Waterworks

Mandaumin Page 335 of 376

River

Churchill

Kimball

40 AAMJIWNAANG St. Clair Tashmoo

Enniskillen St. Clair LaSalle Prepared by City of Sarnia, Engineering Department - Dated October 20, 2014 Page 336 of 376 Agenda Info Item F - April 13, 2015

THE CORPORATION OF THE CITY OF SARNIA People Serving People

CLERK’S DEPARTMENT

OPEN SESSION REPORT

TO: Mayor Bradley and Members of Sarnia City Council

FROM: Nancy Wright-Laking, City Clerk

DATE: April 13, 2015

SUBJECT: Salesperson Licencing – By-Law 127-2011

Recommendation: For Council’s Information

Background: At its meeting held on January 19, 2015 Council passed the following resolution:

“That the fee for non-resident salespersons be increased to $1,500 and

“That Sarnia City Council table the consideration of a $1500 fee for non- resident sales persons, and report back regarding the authority of staff to waive fees.”

Comments: The City of Sarnia enacted By-Law 11-2011, “A By-Law respecting the Licencing and Regulation of Various Businesses”. Business applicants must follow the applicable regulations and limitations under zoning and fire department regulations before a business licence is issued.

The nature of the businesses that purchase the yearly and seasonal Salesperson Licences vary. Examples of licences under this category include firework sales and selling of seasonal gift type products etc.

During budget deliberations Council adopted the recommended annual fee for Salesperson Licencing for Residents as follows: $500 yearly, $300 yearly (3 consecutive months) and $150 for (3 consecutive days). Fees currently set for Non-Residents are $1200 for yearly, $800 for Seasonal (3 consecutive months) and $500 for daily (3 consecutive days). Municipalities

Page 337 of 376 Agenda Info Item F - April 13, 2015

are required to set fees that reflect the administration and enforcement of the various licences and cannot set arbitrary amounts or discourage individuals from conducting business in the City. The current Salesperson Licence By-law fees are appropriate and an increase cannot be recommended at this time.

After evaluation of other municipalities that licence salespersons the City of Sarnia Salesperson Licencing fees are comparable or higher than other municipalities reviewed.

Staff does not have the authority to waive or reduce fees set by Council. If a reduction is requested, Council would need to approve the reduction in fees.

Consultation: The Fire Chief and Clerk’s Department staff were consulted during the preparation of this report.

Financial Implications: None

Reviewed by: Approved by:

Nancy Wright-Laking Margaret Misek-Evans City Clerk City Manager

This report was prepared by Dianne Gould-Brown, Deputy Clerk.

Attachment(s): None

Page 338 of 376 Agenda Info Item G - April 13, 2015

THE CORPORATION OF THE CITY OF SARNIA City Clerk’s Department 255 Christina Street N. PO Box 3018 Sarnia ON Canada N7T 7N2 519-332-0330 (phone) 519-332-3995 (fax) 519-332-2664 (TTY) www.sarnia.ca [email protected]

April 13, 2015

Mayor Bradley and Members of Sarnia City Council:

Re: Reconsideration of Decision – Procurement of Goods and Services Policy

A request was received from Councillor Scholten to reconsider Council’s decision made at its meeting held, on March 23, 2015 regarding approval of the Procurement of Goods and Services policy.

Under City Council’s process, a request for reconsideration requires that the request appear on the next Council agenda, which will be April 13, 2015. At that time, Council may adopt one of several options:

1. Council may adopt a motion to reconsider its prior decision, and debate the request at the next meeting of Council. This would be scheduled for May 4, 2015.

2. Council may adopt a motion to reconsider its decision at the April 13, 2015 Council Meeting. This would require a 2/3 majority vote of Council.

3. The request for reconsideration may be received and filed, which means that no further action would be taken on the request.

Sincerely,

Nancy Wright-Laking, BA, CMO, CMMIII City Clerk

Attachment(s): Submission from Councillor Scholten

Page 339 of 376 Agenda Info Item G - April 13, 2015

The Procurement of Goods and Services Policy Prepared by Councillor Scholten

Background: The Procurement of Goods and Services Policy is a lengthy 54 page document. It has come to my recent attention that some citizens are frustrated with the RFP process in Sarnia and would like more opportunity to be included with the process. Council received the policy in our last two meeting packages. I feel the following motion for changes/additions to the policy will be a good first step to engaging the public on our RFP policy thus creating a more diverse bidding completion with more options for the city to secure goods and services.

This motion affects five topics within the policy: Methods of Procurement, Goods & Services Exempt from the Procurement Process, Goals of the Procurement Process, Preparation and Distribution of the Bid Document and Key Goals for RFP’s.

Motion

That (page 14 & 15 of the policy)

Under Methods of Procurement that bullet #3 pertaining to bids of $5,000 to $2500 be stricken and bullet #4 is then changed to read bids from $5,000 to $50,000

That (page 20 & 21 of the policy)

Under the list of Goods & Services Exempt from the Procurement Process, that these services be taken OFF of that list: Marketing Services, Contract Services, Telephony Services and Internet Services.

That (page 22 of the policy)

A fourth Goal of Procurement Process is added as such: Community: The engagement of community to build solid understanding and awareness of the bid process and the procurement of goods and services.

That (page 24 of the policy)

Section b, line 2 of the Preparation and Distribution of the Bid Document be changed to read: Bid competitions shall be posted on the City’s website, City’s Facebook Page and City’s Twitter Account AND bid management portal for procurement management for a minimum of 3 days, and reposted a minimum of 3 times daily.

That (page 31 of the policy)

Bullet point 4 under RFP Key Goals be changed to read: To promote competition by way of advertisement in a recognised electronic tender media, in the City’s social media sites and in local circulating newspaper if tender value is expected to be greater than $5,000.

Page 340 of 376 By-Law #1 - April 13, 2015

BY-LAW NUMBER ______OF 2015 OF THE CITY OF SARNIA

“A By-Law to Authorize the Temporary Closing of Blackwell Side Road for the Purpose of Storm Sewer Installation and Road Reconstruction and Related Works”

(Re: Contract 1-2015)

WHEREAS the Municipal Act 2001, S.O. 2001, C. 25, provides for the temporary closing of a highway or a portion of a highway within the Corporation of the City of Sarnia;

NOW THEREFORE the Municipal Council of The Corporation of the City of Sarnia enacts as follows:

1. That Blackwell Side road shall be temporarily closed for the reconstruction of Blackwell Side road and the installation of a new Storm sewer and road reconstruction;

2. That the City Engineer for the Corporation of the City of Sarnia shall be authorized to exercise any of the powers of this Council under this By-Law including:

i. Establishing the time period during which the part of the highway shall be temporarily closed;

ii. Providing and keeping in repair a reasonable temporary alternative route for traffic and for all property owners who cannot obtain access to their property by reason of such temporary closing, the foregoing shall apply notwithstanding the provisions contained in any other by-law passed pursuant to

Page 341 of 376 By-Law #1 - April 13, 2015

Section 152 and 153 of the Highway Traffic Act of Ontario, Chapter H.8 and any amendments thereto;

iii. To erect at each end of the section or portion therefore and where an alternative route deviates there from, a barricade upon which an adequate warning device shall be exposed and in good working order, continuously from sunset until sunrise and shall erect a detour sign indicating the alternative route and containing notice that the highway is closed to traffic.

3. That, where feasible and practical, to provide for vehicular traffic on the sections of Blackwell Sideroad or portions thereof under construction while construction is carried on.

By-Law Read a First, Second and Third time this ___ day of ______, 2015

______Mayor

______City Clerk

Page 342 of 376 By-Law #2 - April 13, 2015

BY-LAW NUMBER ______OF 2015 OF THE CITY OF SARNIA

“A By-Law to Authorize the Construction of Blackwell Side Road Storm Sewer and Road Reconstruction and Related Works”

(Re: Contract 1-2015)

WHEREAS the roadway is structurally inadequate and in need of improvement;

AND WHEREAS the storm sewer and roadway construction and related works are required;

AND WHEREAS the Official Plan of the City of Sarnia designates Blackwell Sideroad as an arterial collector road;

AND WHEREAS the work shall be carried out under the provisions of the Municipal Act 2001, S.O. 2001, C. 25, Sections 8, 11, 44, 78, 79, 80, 81, 82 and 87;

NOW THEREFORE the Municipal Council of The Corporation of the City of Sarnia enacts as follows:

1. That the storm sewer and roadway construction and related works on Blackwell Side road be completed at a total estimated cost of $1,028,970.16 including the non-rebateable portion of HST;

2. That the work be done by contract;

3. That the Engineer of the Corporation does forthwith make such plans, profiles and specifications and furnish such information as

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may be necessary for the execution of the work, and that the work shall be carried out and executed under the direction and orders of the Engineer;

4. That the estimated lifetime of this work is in excess of twenty (20) years.

By-Law Read a First, Second and Third time this ___ day of ______, 2015

______Mayor

______City Clerk

Page 344 of 376 By-Law #3 - April 13, 2015

BY-LAW NUMBER ______OF 2015 OF THE CITY OF SARNIA

A By-Law to Establish a Code of Conduct for Council

(Re: Council Code of Conduct)

WHEREAS Section 223.2 (1) of the Municipal Act, 2001, authorizes the municipality to establish codes of conduct for members of the council of the municipality and of local boards of the municipality.

AND WHEREAS Council may, by by-law, govern the conduct of its members;

AND WHEREAS Council deems it expedient to pass such a by- law;

NOW THEREFORE the Municipal Council of The Corporation of the City of Sarnia enacts as follows:

1. Schedule “A” annexed hereto, being the Code of Conduct for Council, is hereby adopted.

2. This By-Law comes into force and effect upon finally being passed.

Page 345 of 376 By-Law #3 - April 13, 2015

By-Law Read a First, Second and Third time this 13th day of April, 2015

______Mayor

______City Clerk

Page 346 of 376 SCHEDULE A By-Law #3 - April 13, 2015

City of Sarnia Code of Conduct for Council

Policy Statement

A written Code of Conduct reinforces the City of Sarnia’s Accountability and Transparency Policy and other relevant legislation within which all members of Council, local boards and Advisory Committees must operate. It ensures that those members share a common integrity base and through adherence to its principles, the Code of Conduct serves to enhance public trust.

Key Principles

The key principles that underline the Code of Conduct are as follows: • All members to whom this Code of conduct applies shall serve in a conscientious and diligent manner; • Members shall be committed to performing their functions with integrity and to avoiding the improper use of the influence of their office, and conflicts of interest, both real and apparent; • Members are expected to perform their duties in office and arrange their private affairs in a manner that promotes public confidence and will bear close public scrutiny; • Members are responsible for making honest statements and no member shall make a statement when they know that statement is false, or with the intent to mislead other embers or the public; and • Members shall seek to serve the public interest by upholding both the letter and the spirit of the laws and policies established by the Federal Parliament, Ontario Legislature and Sarnia City Council.

Roles and Responsibilities

This Code of Conduct operates along with and as a supplement to the existing statutes governing conduct. There is Federal and Provincial legislation that govern the conduct of members of Council, those being:

• The Criminal Code of Canada; • The Municipal Conflict of Interest Act, as amended; • The Municipal Elections Act, 1996, as amended; • The Municipal Freedom of Information and Protection of Privacy Act; and • The Municipal Act, 2001, as amended • The Human Rights Code • The Occupational Health and Safety Act (Violence and Harassment in the Workplace) 2009

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The Municipal Act, 2001 prescribes the following as the roles of a Municipal Council, the Head of Council and the Head of Council as Chief Executive Officer:

It is the role of Council: • To represent the public and to consider the well-being and interests of the municipality; • To develop and evaluate the policies and programs of the municipality; • To determine which services the municipality provides; • To ensure that administrative policies, practices and procedures and controllership policies, practices and procedures are in place to implement the decisions of council; • To ensure the accountability and transparency of the operations of the municipality, including the activities of the senior management of the municipality; • To maintain the financial integrity of the municipality; and • To carry out the duties of council under this or any other Act.

It is the role of the Head of Council: • To act as chief executive officer of the municipality; • To preside over council meetings so that its business can be carried out efficiently and effectively; • To provide leadership to the council; • To provide information and recommendations to the council with respect to the role of council described in Sections 224.(d) and (d.1) of the Municipal Act, 2001; • To represent the municipality at official functions; and, • To carry out the duties of the head of council under this or any other Act.

As Chief Executive Officer of a municipality, the Head of Council shall: • Uphold and promote the purposes of the municipality; • Promote public involvement in the municipality's activities; • Act as the representative of the municipality both within and outside the municipality, and promote the municipality locally, nationally and internationally; and, • Participate in and foster activities that enhance the economic, social and environmental well-being of the municipality and its residents.

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Definitions:

"Code of Conduct" - shall mean the City of Sarnia Code of Conduct for Members of Council, Local Boards and Advisory Committees.

"Complaint" - shall mean a purported contravention of the Code of Conduct.

"Frivolous" - shall mean of little or no weight, worth, or importance; not worthy of serious notice.

"Good Faith" - shall mean accordance with standards of honesty, trust, sincerity.

"Integrity Commissioner" - shall mean the Integrity Commissioner appointed by the Council of the City of Sarnia to provide independent and consistent complaint investigation and resolution, respecting the application of the Code of Conduct.

"Immediate Relative" - shall mean a parent, spouse, child, sister, brother, sister-in-law, brother-in-law, father-in-law, mother-in-law as well as step-relationships; spouse shall mean the person to whom a person is married or with whom the person is living in a conjugal relationship outside marriage.

"Private Advantage" - for the purposes of the Code of Conduct private advantage does not include a matter: a. That is of general application or considered to be an interest in common generally with the electors within the jurisdiction of an area; or b. That concerns the remuneration or benefits of a member of Council.

"Vexatious" - shall mean instituted without sufficient grounds and serving only to cause annoyance to the defendant; troublesome; annoying: a vexatious situation.

Application

The Code of Conduct shall apply to all members of Council.

Business Relations

No member shall act as a paid agent before Council, its committees, or an agency, board or commission of the City except in compliance with the terms of the Municipal Conflict of Interest Act. A member shall not refer a

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third party to a person, partnership, or corporation in exchange for payment or other personal benefit.

This does not prohibit activities in which a member would normally engage on behalf of constituents in accordance with the duties of their office.

Conduct at Meetings

At all meetings members shall conduct themselves with decorum in accordance with the provisions of The City of Sarnia Procedure By-Law. Respect for delegations, fellow members and staff requires that all members show courtesy and not distract from the business of the City during presentations and when other members have the floor.

Conduct of a Political Nature

No member shall use City facilities, equipment, supplies, services, or property for his/her election or re-election campaign. No member shall undertake campaign-related activities on City property. No member shall use the services of City employees for his/her election or reelection campaign, during hours in which the employees are in the paid employment of the City.

Conduct Respecting Staff

Mutual respect and cooperation are required to achieve the Council’s corporate goals and implement the Council’s strategic priorities through the work of staff.

Employees have an obligation to recognize that members of Council have been duly elected to serve the residents of the City of Sarnia and respect the role of Council in directing the actions of the City.

Employees serve Council and work for the municipal corporation under the direction of the City Manager. Council directs staff through its decisions as recorded in the minutes and resolutions of Council. Members have no individual capacity to direct members of staff to carry out particular functions.

Inquiries of staff from Members should be directed to the City Manager or the appropriate senior staff as directed by the City Manager.

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Only Council as a whole and no single member has the authority to direct staff, approve budget, policy, committee processes and other such matters, unless specifically authorized by Council.

Members shall be respectful of the role of staff to advise based on political neutrality and objectivity and without undue influence from any individual member or faction of the Council. Accordingly, no member shall maliciously or falsely injure the professional or ethical reputation, or the prospects or practice of staff, and all members shall show respect for the professional capacities of the staff of the City.

Employees have a duty and obligation to act impartially, and in accordance with prescribed regulations or standards of conduct. Similarly, Employees with professional qualifications have an additional duty and obligation to act in accordance with standards of conduct prescribed in their profession. Members shall refrain from any conduct which may deter, interfere or unduly influence Employees in the performance of such duties and obligations.

Certain Employees are employed within the administration of justice. Members shall refrain from making requests or statements or taking actions which may be construed as an attempt to influence the independent administration of justice.

No member shall compel staff to engage in partisan political activities or be subjected to threats or discrimination for refusing to engage in such activities. Nor shall any member use, or attempt to use, their authority or influence for the purpose of intimidating, threatening, coercing, commanding, or influencing any staff member with the intent of interfering with that person’s duties, including the duty to disclose improper activity.

In practical terms, there are distinct and specialized roles carried out by Council as a whole and by Councillors when performing their other roles. The key requirements of these roles are captured in the Code of Conduct and include dealing with constituents and the general public, participating as committee members, participating as Chairs of Committees, and participating as Council representatives on agencies, boards, commissions and other bodies. Similarly, there are distinct and specialized roles expected of City staff in both the carrying out of their responsibilities and in dealing with Council.

Conduct while representing the City

Members shall make every effort to participate diligently in the activities of the agencies, boards, and committees to which they are appointed.

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Confidential Information

Pursuant to Section 239 of the Municipal Act, 2001, where a matter discussed at a closed meeting remains confidential; no member shall disclose the content of that matter, or the substance of the deliberations of a closed meeting except as allowed in the Procedure By-Law. Members shall not permit any persons, other than those who are entitled thereto, to have access to confidential information. Members shall not disclose or release by any means to any member of the public either in verbal or written form any confidential information acquired by virtue of their office, except when required to do so by law.

Particular care should be exercised in ensuring the confidentiality of the following types of information:

• the security of the property of the municipality or local board; • personal matters about an identifiable individual, including municipal or local board employees; • a proposed or pending acquisition or disposition of land by the municipality or local board; • labour relations or employee negotiations; • litigation or potential litigation, including matters before administrative tribunals, affecting the municipality or local board; • advice that is subject to solicitor-client privilege, including communications necessary for that purpose; • a matter in respect of which a council, board, committee or other body may hold a closed meeting under another Act; • items under negotiation, or personnel matters; • information that infringes on the rights of others (i.e. sources of complaints where the identity of a complainant is given in confidence); • price schedules in contract tenders or Request For Proposal submissions if so specified; • information deemed to be "personal information" under the Municipal Freedom of Information and Protection of Privacy Act; • statistical data required by law not to be released (i.e. certain census or assessment data); and • any and all statements that have been provided in confidence

The above list is provided as an example and is not exclusive. Requests for information will be referred to appropriate staff to be addressed as either an informal request for access to municipal records, or as a formal request under the Municipal Freedom of Information and Protection of Privacy Act.

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Members of Council shall not access or attempt to gain access to confidential information in the custody of the City unless it is necessary for the performance of their duties and not prohibited by council policy.

Members are only entitled to information in the possession of the City that is relevant to matters before the Council or a committee. Otherwise, they enjoy the same level of access rights to information as any other member of the community and must follow the same processes as any private citizen. As one example, no member shall have access to documents or receive any information related to a particular procurement process while the process is ongoing.

Discreditable Conduct

Harassment may be defined as any behaviour by any person that is directed at or is offensive to another person on the grounds of race, ancestry, place of origin, colour, ethnic origin, citizenship, creed, sex, age, disability, sexual orientation, marital status, or family status and any other grounds identified under the Ontario Human Rights Code.

All members have a duty to treat members of the public, one another and staff appropriately and without abuse, bullying or intimidation, and to ensure that their work environment is free from discrimination and harassment. The Ontario Human Rights Code applies, as does Policy J-01 (Workplace Harassment Policy).

Failure to adhere to Council Policies and Procedures

A number of the provisions of this Code of Conduct incorporate policies and procedures adopted by Sarnia City Council. More generally, members are required to observe the terms of all policies and procedures established by Council. However, this provision does not prevent a member from requesting that Council grant an exemption from a policy, other than this Code of Conduct.

Gifts and Benefits

No member shall accept a fee, advance, gift or personal benefit that is connected directly or indirectly with the performance of his/her duties of office, unless permitted by the exceptions listed below. Notwithstanding the exceptions listed, no member shall accept monies or any instrument that can be converted into monies unless authorized by law. For these purposes, a fee or advance paid to, or a gift or benefit provided

Page 353 of 376 SCHEDULE A By-Law #3 - April 13, 2015

by a third party with the member's knowledge to a member's spouse, child (who is under the age of 18 years), is deemed to be a gift to that member.

The following are recognized as exceptions:

a) compensation authorized by by-law; b) gifts or benefits that normally accompany the responsibilities of office and are received as an incident of protocol or social obligation; c) a political contribution otherwise reported by law; d) services provided without compensation by persons volunteering their time; e) a suitable memento of a function honouring the member; f) food, lodging, transportation and entertainment provided by provincial, regional and local governments or political subdivisions of them; and, by the Federal government or the government of a foreign country; g) food, beverages and/or admission fees provided for banquets, receptions or similar events, if: i. attendance is resultant to protocol or social obligations that accompanies the responsibility of office; and ii. The person extending the invitation or a representative of the organization is in attendance; h) Communication to the offices of a member, including subscriptions to newspapers and periodicals.

In the case of categories (b) (e) (f) (g) and (h), if the value of the gift or benefit exceeds $100, or if the total value received from any one source over any 12 month period exceeds $100 the member shall within 30 days of receipt of the gift or reaching the annual limit, file a disclosure statement with the City Clerk.

The disclosure statement must indicate:

1. The nature of the gift or benefit; 2. Its source and date of receipt; 3. The circumstances under which it was given or received; 4. Its estimated value; 5. What the recipient intends to do with the gift; and, 6. Whether any gift will at any point be left with the City. All disclosure statements shall be a matter of public record.

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Improper Use of Influence

No member shall use the influence of his/her office for any purpose other than for the exercise of his/her official duties. No member shall seek or obtain by reason of his/her office any personal privilege or private advantage with respect to City services not otherwise available to the general public and not consequent to his/her official duties.

Examples of prohibited conduct are the use of one's status to improperly influence the decision of another person to the private advantage of oneself, or one's immediate relative, staff members, friends, or associates, business or otherwise. This would include attempts to secure preferential treatment beyond activities in which members normally engage on behalf of their constituents as part of their official duties. Also prohibited is the holding out of the prospect or promise of future advantage through a member’s supposed influence in return for present actions or inaction.

No member shall use for personal purposes any City property, equipment, services, supplies or services of consequence other than for purposes connected with the discharge of City duties or associated community activities of which City Council has been advised. No member shall use information gained in the execution of his or her duties that is not available to the general public for any purposes other than his or her official duties. No member shall obtain financial gain from the use of City developed intellectual property, computer programs, technological innovations or other patentable items, while an elected official or thereafter. All such property remains the exclusive property of the City of Sarnia.

COMPLAINT PROTOCOL

The complaint protocol shall not retroactively apply to any alleged transgressions occurring prior to the date on which the Code of Conduct was formally adopted by Council.

Integrity Commissioner

Pursuant to Section 233 of the Municipal Act, 2001, the City of Sarnia shall appoint an Integrity Commissioner who reports to Council and is responsible for performing the following duties in an independent and consistent manner:

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a. Complaint Investigation: having the power to assess and investigate formal written complaints respecting alleged contraventions of the Code of Conduct; b. Complaint Adjudication: determining whether a member of Council or local board has in fact violated a protocol, by-law or policy governing their ethical behaviour; with the final decision making authority resting with Council as to whether the recommendation(s) of the Integrity Commissioner are imposed; and, c. Annual Reporting: providing Council, through the City Clerk, with an annual report on findings of complaint cases.

Informal Complaint Procedure

Individuals (for example, municipal employees, members of the public, members of Council or local boards) or organizations, who have identified or witnessed behaviour or an activity by a member of Council, local board or advisory committee that they believe is in contravention of the Code of Conduct could address the prohibited behaviour or activity themselves as follows:

(1) advise the member that their behaviour or activity appears to contravene the Code of Conduct;

(2) encourage the member to stop the prohibited behaviour or activity;

(3) keep a written record of the incidents including dates, times, locations, other persons present, and any other relevant information;

(4) If applicable, confirm to the member that you are satisfied with the response you received; or advise the member of your dissatisfaction with the response;

(5) Consider the need to pursue the matter in accordance with the formal complaint procedure, or in accordance with another applicable judicial or quasi-judicial process or complaint procedure.

Individuals and organizations are encouraged to initially pursue this informal complaint procedure as a means of stopping and remedying a behaviour or activity that is prohibited by the Code of Conduct. A person is not required to undertake the informal complaint procedure prior to pursuing the formal complaint procedure.

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Formal Complaint Procedure

Application

All the provisions of this Section apply to a request for an inquiry by an individual or an organization other than a local board or Council as a whole.

Subsection 1(1) does not preclude individual members of Council or individual members of a local board from filing a formal written complaint.

Sections 5 to 11, except Subsections 6(1)(b) and 7(3), apply to a request for an inquiry made by a local board or Council as a whole.

Complaint

A request for an investigation of a complaint that a member has contravened the Code of Conduct (the "complaint") shall be in writing.

All complaints shall be signed by an identifiable individual (which includes the authorized signing officer of an organization).

A complaint shall set out reasonable and probable grounds for the allegation that the member has contravened the Code of Conduct and includes a supporting affidavit (attached hereto as Appendix 'B') that sets out the evidence in support of the complaint.

Any commissioners for taking affidavits are authorized to take the supporting affidavit.

File with City Clerk

The request for an investigation shall be filed with the City Clerk who shall forward the matter to the Integrity Commissioner for initial classification to determine if the matter is, on its face, a complaint with respect to non- compliance of the Code of Conduct; and not covered by other legislation or other Council policies as described in Subsection 3(3).

Deferral

If the complaint does not include a supporting affidavit, the Integrity Commissioner may defer the classification until an affidavit is received.

Page 357 of 376 SCHEDULE A By-Law #3 - April 13, 2015

If the complaint, including any supporting affidavit, is not, on its face, a complaint with respect to non-compliance with the Code of Conduct or the complaint is covered by other legislation or a complaint procedure under another Council policy, the Integrity Commissioner shall instruct the City Clerk to advise the complainant in writing as follows:

If the complaint on its face is an allegation of a criminal nature consistent with the Criminal Code of Canada, the complainant shall be advised that if they wish to pursue any such allegation, they must pursue it with the appropriate police force;

If the complaint on its face is with respect to non-compliance with the Municipal Conflict of Interest Act, the complainant shall be advised to review the matter with their own legal counsel;

If the complaint on its face is with respect to non-compliance with the Municipal Freedom of Information and Protection of Privacy Act, the complainant shall be advised that the matter will be referred to the city Clerk for review;

If the complaint on its face is with respect to non-compliance with a more specific Council policy with a separate complaint procedure, the complainant shall be advised that the matter will be processed under that procedure; and,

In other cases, the complainant shall be advised that the matter, or part of the matter, is not within the jurisdiction of the Integrity Commissioner to process, with any additional reasons and referrals as the Integrity Commissioner considers appropriate. For example, a complaint regarding a member of Sarnia City Council relating to their actions while serving on County Council would not be within the jurisdiction of the Integrity Commissioner, as the County of Lambton is a separate level of government; and the Integrity Commissioner will advise accordingly.

Reports

The Integrity Commissioner may report to Council or a local board that a specific complaint is not within the jurisdiction of the Integrity Commissioner.

The Integrity Commissioner shall report annually to Council on complaints not within the jurisdiction of the Integrity Commissioner, but shall not disclose information that could identify a person concerned.

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Should no complaints be received within a calendar year, the City Clerk shall report to Council accordingly and no annual report shall be made by the Integrity Commissioner.

Refusal to Conduct Investigation

If the Integrity Commissioner is of the opinion that the referral of a matter to him or her is frivolous, vexatious or is not made in good faith, or that there are no grounds or insufficient grounds for an investigation, the Integrity Commissioner shall not conduct an investigation, or, where that becomes apparent in the course of an investigation, terminate the investigation.

Complaints referred that are repetitious in nature, not germane to the Code of Conduct, deemed frivolous, vexatious, or without substance in the opinion of the Integrity Commissioner; shall not be advanced to an investigation stage.

Other than in exceptional circumstances, the Integrity Commissioner will not report to Council or a local board on any complaint described above except as part of an annual or other periodic report.

Investigation

If a complaint has been classified as being within the Integrity Commissioner's jurisdiction, the Integrity Commissioner shall investigate and may attempt to settle the complaint.

Public Inquiries Act

Under Section 223.4(2) of the Municipal Act, 2001, the Integrity Commissioner may elect to investigate a complaint by exercising the powers of a commission under Parts I and II of the Public Inquiries Act.

When the Public Inquiries Act applies to an investigation of a complaint, the Integrity Commissioner shall comply with the procedures specified in that Act and this complaint protocol, but, if there is a conflict between a provision of the complaint protocol and a provision of the Public Inquiries Act, the provision of the Public Inquiries Act prevails.

Complaint - Gifts and Benefits

Upon receiving a formal written complaint, not deemed to be frivolous or vexatious, that a gift or benefit was received contrary to the conditions

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set out herein, the Integrity Commissioner shall examine the disclosure statement to ascertain whether the receipt of the gift or benefit might, in his/her opinion, create a conflict between a private interest and the public duty of the member. In the event that the Integrity Commissioner makes that preliminary determination, he/she shall call upon the member to justify receipt of the gift or benefit.

Should the Integrity Commissioner determine that receipt of the gift or benefit was inappropriate, he/she may recommend that Council direct the member to return the gift, reimburse the donor for the value of any gift or benefit already consumed, forfeit the gift or remit the value of the gift or benefit already consumed to the City; or such other action as the Integrity Commissioner deems to be appropriate.

Opportunity to Comment

The Integrity Commissioner will proceed as follows, except where otherwise required by the Public Inquiries Act: a) serve the complaint and supporting material upon the member whose conduct is in question with a request that a written response to the allegation be filed within ten days; and b) serve the complainant with a copy of the member's written response with a request that the complainant provide a written reply within ten days.

If necessary, after reviewing the written materials, the Integrity Commissioner may speak to anyone relevant to the complaint, access and examine any of the information described in Section 223.4(2) of the Municipal Act, 2001 and may enter any municipal or local board work location relevant to the complaint for the purposes of investigation and settlement.

The Integrity Commissioner shall not issue a report finding a violation of the Code of Conduct on the part of any member unless the member has had 10 days’ notice of the basis for the proposed finding and any recommended sanction and an opportunity to respond in writing, within the same said 10 days, to the Integrity Commissioner on his/her findings and any recommended sanction.

Interim Reports

Page 360 of 376 SCHEDULE A By-Law #3 - April 13, 2015

The Integrity Commissioner may make interim reports to Council where necessary and as required to address any instances of delay, interference, obstruction or retaliation encountered during the investigation; or as otherwise deemed necessary by the Integrity Commissioner.

Final Report

The Integrity Commissioner shall report the general findings of his/her investigation to the complainant and the member no later than 90 days after the making of the complaint. That report shall indicate when the Integrity Commissioner anticipates presenting his/her recommended corrective action(s) for Council's consideration.

Where the complaint is sustained in whole or in part, the Integrity Commissioner shall also report to Council outlining the findings, and/or recommended corrective action(s).

Where the complaint is dismissed, other than in exceptional circumstances, the Integrity Commissioner shall not report to Council or the local board except as part of an annual or other periodic report.

Lawful Recommendations

Any recommended corrective action must be permitted in law and shall be designed to ensure that the inappropriate behaviour or activity does not continue.

Section 223.3 of the Municipal Act, 2001 authorizes Council to impose either of two penalties on a member of Council or local board following a report by the Integrity Commissioner that, in his/her opinion, there has been a violation of the Code of Conduct:

A reprimand; or

Suspension of the remuneration paid to the member in respect of his or her services as a member of Council or local board, as the case may be, for a period of up to 90 days.

The Integrity Commissioner may also recommend that Council or a local board take the following actions:

• Removal from membership from an advisory committee or local board; • Removal as Chair of a Committee or local board; • Repayment or reimbursement of moneys received;

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• Return of property or reimbursement of its value; or • A request for an apology to Council, the complainant, or both

Member not Blameworthy

If the Integrity Commissioner determines that there has been no contravention of the Code of Conduct or that a contravention occurred although the member took all reasonable measures to prevent it, or that a contravention occurred that was trivial or committed through inadvertence or an error of judgment made in good faith, the Integrity Commissioner shall so state in the report and shall recommend that no penalty be imposed.

Report to Council

The City Clerk shall process the Integrity Commissioner's report for the next meeting of Council. Said report shall remain confidential until the matter has received complete and final disposition by the Integrity Commissioner and has been reported out to the members of Council through the City Clerk.

Duty of Council/ Local Board

Council shall consider and respond to the report within 90 days after the day the report is laid before it.

Confidentiality

A complaint will be processed in compliance with the confidentiality requirements in Section 223.5 of the Municipal Act, 2001, which are summarized in the following subsections: a) The Integrity Commissioner and every person acting under her/his instructions shall preserve secrecy with respect to all matters that come to his or her knowledge in the course of any investigation except as required by law in a criminal proceeding or in accordance with the provisions of Section 223.5(1) of the Municipal Act, 2001. b) Pursuant to Section 223.5(3) of the Municipal Act, 2001, this Section prevails over the Municipal Freedom of Information and Protection of Privacy Act. c) If the Integrity Commissioner reports to the municipality his/her opinion about whether a member of Council or advisory committee has

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contravened the applicable Code of Conduct, the Integrity Commissioner may disclose in the report such matters as in the Integrity Commissioner's opinion are necessary for the purposes of the report. d) The municipality and each local board shall ensure that reports received from the Integrity Commissioner by the municipality or by the board, as the case may be, are made available to the public upon the matter being reported out to the members of Council. Neither the Integrity Commissioner nor any person acting under the instructions of the Integrity Commissioner is a competent or compellable witness in a civil proceeding in connection with anything done under this Part.

e) if the Integrity Commissioner, when conducting an inquiry, determines that there are reasonable grounds to believe that there has been a contravention of any other Act or of the Criminal Code of Canada, the Integrity Commissioner shall immediately refer the matter to the appropriate authorities and suspend the inquiry until any resulting police investigation and charge have been finally disposed of, and shall report the suspension to Council through the City Clerk.

Integrity Commissioner Vacancy

Should the office of Integrity Commissioner become vacant, the Code of Conduct remains in effect and all members shall abide by the provisions set out therein. When a vacancy occurs, all formal complaints shall be held in abeyance until such time as a new Integrity Commissioner has been appointed; or an interim measure enacted to enable the complaint to be addressed within a reasonable amount of time. For example the City could engage the services of an Integrity Commissioner from another local municipality as a potential interim measure.

Reprisals and Obstructions

Members shall respect the integrity of the Code of Conduct and investigations conducted under it. Any reprisal or threat of reprisal against a complainant or anyone for providing relevant information to the Integrity Commissioner is therefore prohibited. It is also a violation of the Code of Conduct to obstruct the Integrity Commissioner in the carrying out of his/her responsibilities, as, for example, by the destruction of documents or the erasing of electronic communications.

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BY-LAW NUMBER ______OF 2015 OF THE CITY OF SARNIA

“A By-Law to Authorize Agreements with Kenn Poore, Mark Lumley, Marty Raaymakers, Charlie Dally and Alex Jongsma in Trust for a corporation to be incorporated”

(Re: Sarnia General Hospital)

WHEREAS it is deemed expedient that The Corporation of the City of Sarnia enter into Agreements with Kenn Poore, Mark Lumley, Marty Raaymakers, Charlie Dally and Alex Jongsma in Trust for a corporation to be incorporated.

NOW THEREFORE the Municipal Council of The Corporation of the City of Sarnia enacts as follows:

1. That The Corporation of the City of Sarnia is authorized to enter

into a Termination of Agreement by Buyer and Mutual Release

with Kenn Poore, Mark Lumley, Marty Raaymakers, Charlie Dally

and Alex Jongsma in Trust for a corporation to be incorporated,

in the general forms attached to this By-Law.

2. That the Mayor and Clerk are authorized to execute each Agreement and to affix to it the Corporate Seal of The Corporation of the City of Sarnia.

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By-Law Read a First, Second and Third time this 13th day of April, 2015

______Mayor

______City Clerk

Page 366 of 376 By-Law #4 - April 13, 2015 OREAHfu Terminqtion of Agreement by Buyer

form 125 for use in he Province of ontorio

BETI¡ìÍEENr BIJYER: Kenn Mark Charlie .er.rd.Alpr. .Lo. .qs$nrp. .h. I$qL .fg.e tob

AND

s¡ r¡.¡ n:. Th9. Ç.o. rpg.{+Ji...q.ef .1h9. çiry of Samia

RE: Agreement of Purchose ond Sole between the Seller ond Buyer doled th" .F...... aoy ot .$.9119$Þ91

Street 20.!.!...... ,concernins rhe properry kno*n or'?.?9.N'.vt-!!.t-o.n $.1T99f..114.P3I1 .9f,.1?7..

os more porticulorly described in the oforementioned Agreement of Purchose ond Sole.

ln occordonce with the terms ond condit¡ons of the obove Agreement of Purchose ond Sole, l/we hereby odvise thot if hos nol been possible lo fulfill the condition(s) pertoining lo: 2. þ)(iv) with the environmental condition of the premises and the cost to clean-up, decommission and demolish some or all of the structures on the property;

and

2. (bXv) that the Purchaser obtain zoning to permit its contemplated development.

contoined therein, ond l,/we hereby terminote the soid Agreement.

The Buyer olso ogrees to execute the Mutuol Releose form ottoched hereto.

For lhe purposes of this Terminotion of Agreement by Buyer, "Buyer" includes purchoser, tenonl, ond lessee, ond "Seller" includes vendor, londlord, ond lessor, ond "Agreement o[ Purchose ond Sole" includes on Agreement lo Leose.

SIGNED, SEALED AND DELIVERED in the presence of: I hove hereunto set my hond ond seol:

I DATE &Ò/ f (Seol)

I DATE vf (Seol)

The Seller hereby ocknowledges hoving todoy received o copy of lhe obove Terminotion of Agreement.

The Seller olso ogrees lo execute the Mutuol Releose form ottoched herelo.

SIGNED, SEALED AND DELIVERED in the presence of: lN WITNESS whereof I hove hereunto set my hond ond seol

I DATE. lwiäå:5)' (sãlìä;ï (Seoll

""" I DATE. iwífiè;T' (sälìä1' (Seol)

l! O ZOt S, O'ario Ræl E$ot€ Assiqtiø l'OREA"l. All rights rænæd. tlrh km wo dodoped by OREA h the w ond reprodrctim of ¡b mqnbqs ond licens [di! øly. Any ortw e or reprodr.räø is pohibiÞd xçl wiù prkx w¡tien @sl o[ ORE,A- Do nol dk wh€¡ prinling ø reprcdrcirg tln sbnddd PG{€l pdtiø. Form 125 Revised 2008 Poge I of t WEBFoms@ Jarì/2015 Page 367 of 376 By-Law #4 - April 13, 2015 OREAffi Mutuot Reteqse

form 12f2 for use in Ìhe Province of Ontorio

BEIWEENT Kenn Mark Charlie and Alex in Trust for a b BUYER:.. ,. M..qr, ly. Bgpylrtp.te. n, AND sErrER!.Ihg.ç..q.rpgrqtiqs.qf .tþ.-e-.Çilv.p..îS+rnig.

BROKERAGE(5):. {[isting Brokeroge] (Cooperoting Brokerogel 8 RE: Agreement of Purchose ond Sole befween the Seller ond Buyer, doted the

20..!.+.....,...... ,concernins rhe properry kno*n o.,.??.Q.N'.Millp.n.$..lf.qçt..+pd.pp.lt.gf 3.?7..Çç9.$."- Street

os more porliculorly described in the oforementioned Agreement of Purchose ond Sole.

We, the Buyers ond the Sellers in lhe obove noted lronsoclion hereby ocknowledge thot the obove described lronsoclion is terminoted ond releose eoch other ond the Brokeroge in the proposed tronsoction, from oll liob¡l¡t¡es, covenonls, obligolions, cloims ond sums of money orising out of the obove Agreemenl of Purchose ond Sole, togelher with ony rights ond couses of oclion thot eoch poriy moy hove hod ogoinsl tho other ond/or the Brokeroge, ond we direct lhe deposil holder to disburse

lhffiiTL$ppna Conodion Dollors l$Co I gggyt. gnq Bell, in with accrued interest. poyo b t e ro : . 9...ç.qtgçr. M. $.biplgy.

IRREVOGABIIITY: This Mutuol Releose sholl be irrevocoble Uu..-Blyçt...... unril. fP{|l...... a.m./p.mon the..t4 ' Buyer/Seller aoy of .â.P.{i.l...... ,20.!.5....., ofter which rime if not fully executed by Buyer ond Seller, this Mutuol Releose sholl become null ond void.

For the purposes of this Mutuol Releose, "Buyer" includes purchoser, lenonl, ond lessee, "Seller" includes vendor, londlord, ond lessor, Brokeroge includes Listing Brokerole, Cooperoling Brokeroge (if opplicoble) ond the registronts ond employees of the Brokeroge(s), ond "Agreemenl of Purchose ond Sole" includes oñ Agreemenl to Leose.

This releose sholl be binding upon the heirs, execulors, odminislrolors ond ossigns of oll execuling some.

SIGNED, SEALED AND DELIVERED in the presence of: I hove hond ond seol I {Witness) {Seol)

l¿¿ t** l. I lWitnessf (Seol)

l, the Undersigned, ogrêe to the obove offer to Mutuol Releose.

SIGNED, SEALED AND DELIVÊRED in lhe presence of: lN WITNESS whereof I hove hereunlo set my hond ond seol: I {Wilness} (Buyer,/Seller) {Seol}I (Witness) {Buyer/Seller} (Seol)

CONFIRI,IATION OF ACCEPÍANCE: Notwithsbnding onything conloined herein to the conhory, I confirm this Mutuol Releose wih oll chonges both çed ond wrilten wos

(Siö;äiü;ä'¿jf sättä;'ðï'Bijiäl'

The Brokeroge hereby releoses oll porties from ony cloim lhol the Brokeroge moy hove hod for commission or olher remunerolion in lhe obove lronsoction, excêpt os moy be herËinbeforé specificolly þrovided.

SIGNED, SEATED AND DEIIVERED in the presence of: lN WITNESS whereof I hove hereunlo set my hond ond seol: I (Witnessl lListing Brokeroge's Broker of lSeol) I DATE.. (WitnessI (Cooperoting Brokeroge's Broker of Record/Monoger) (Seol)

qnd l[ O ZOr S, Onorio Ræl Eskr6 Assklitr {"ORE{"1. AÌ rþhrs ænæd. tÏ¡s fqm w doæ@d by OREA br the re ond reprcdrrctiq of it¡ nerùqs l¡æn6 qsn¡ pÞæl porlion *lA only. Any otlw us or reprcductiø is prohibited æçt with prio wilten of OREA Do nol drr when printirB ø reprcdwing lte shndød Ío¡m 122 Revised 20ì5 Poge I of I Page 368 VVEBFo¡.rns@of 376 Jan/2015 By-Law #5 - April 13, 2015

BY-LAW NUMBER ______OF 2015 OF THE CITY OF SARNIA

“A By-Law to Authorize an Agreement with Compass Group Canada Ltd.”

(Re: RFP #14-133)

WHEREAS it is deemed expedient that The Corporation of the City of Sarnia enter into an Agreement with Compass Group Canada Ltd.

NOW THEREFORE the Municipal Council of The Corporation of the City of Sarnia enacts as follows:

1. That The Corporation of the City of Sarnia is authorized to enter

into an Agreement with Compass Group Canada Ltd., in the

general form attached to this By-Law.

2. That the Mayor and Clerk are authorized to execute such Agreement and to affix to it the Corporate Seal of The Corporation of the City of Sarnia.

By-Law Read a First, Second and Third time this 13th day of April, 2015

______Mayor

______City Clerk

Page 369 of 376 By-Law #5 - April 13, 2015

Award of RFP 14-133 Food Service Operations for the Sarnia RBC Centre BETWEEN:

THE CORPORATION OF THE CITY OF SARNIA (“City”)

-and-

COMPASS GROUP CANADA LTD. (“Compass”)

WHEREAS the City issued Request For Proposal No. 14-133, with three addendums (“RFP”), to provide food service operations for the Sarnia RBC Centre (the “Premises”).

AND WHEREAS Compass responded to the RFP with a proposal and a financial proposal (“Proposal”);

AND WHEREAS the parties wish to confirm their responsibilities under the RFP;

NOW IN CONSIDERATION of the terms within this Agreement the parties agree as follows:

1. The RFP and the Proposal are deemed to form part of this Agreement. Where there is a conflict between any of these documents, the body of this Agreement shall take priority, followed next by the RFP, and then the Proposal.

Page 370 of 376 By-Law #5 - April 13, 2015

2. Compass shall perform its responsibilities in a good and workmanship like manner according to the terms of the RFP and Proposal.

3. Compass shall indemnify and save harmless the City and its agents against all claims and demands made against them in connection with the work being performed by Compass and its agents. Claims and demands shall include, but not be limited to death, bodily injury, personal injury, and property claims.

4. Compass shall comply with the provisions of the Workplace Safety & Insurance Act of Ontario and shall ensure its employees and agents also comply. Compass shall submit a clear certificate prior to beginning work.

5. Compass shall maintain general liability insurance coverage against personal injury, bodily injury, death, and property damage as outlined in the RFP and shall submit an insurance certificate prior to beginning work.

6. The terms described in this Agreement have been negotiated between the parties based upon the attendance history and estimated revenues at the Premises as outlined in the RFP. In the event of significant changing conditions at the Premises (including, but not limited to, attendance changes or changes in catering revenue) (each a “Material Change”), the parties shall, within thirty (30) days of receipt of written notice from one party to the other negotiate in good faith any and all necessary

Page 371 of 376 By-Law #5 - April 13, 2015

amendments to this Agreement as a result of such Material Change. In the event that the parties, acting reasonably, are unable to negotiate an amendment to the terms of this Agreement within thirty (30) days of receipt of such notice, then either party may immediately terminate this Agreement in accordance upon thirty (30) days written notice (from the end of the initial thirty (30) day negotiation period).

7. Compass is making a capital investment in the Premises in the total amount of Three Hundred and Ten Thousand Dollars ($310,000.00) for improvements to the Premises (the “Compass Investment”). Compass shall make the Compass Investment as follows: (a) Two Hundred and Sixty Thousand Dollars ($260,000.00) in the first year of this Agreement, and (b) Fifty Thousand Dollars ($50,000) after the fifth (5th) year of this Agreement, all as outlined in the Proposal. Subject to the provisions below, and as outlined in clause 8, both parties hereto agree that title to the Compass Investment shall be vested with Compass. Compass shall depreciate the Compass Investment on a straight line basis for a period not to exceed the ten year term of this agreement. Upon expiry or earlier termination of this Agreement due to Material Changes, the City is liable for and covenants and agrees to pay to Compass any remaining undepreciated value of the Compass Investment (if any) as at the date of expiry of termination plus applicable taxes. The City agrees that such payment will be made within thirty (30) days following the effective date of expiry or termination of this Agreement. Upon the first to occur of (i) such payment being made within such timeframe, and (ii) the Compass Investment

Page 372 of 376 By-Law #5 - April 13, 2015

becoming fully depreciated during the term of this Agreement, the City shall become the owner of the Compass Investment. Failing such payment being made at such time, Compass may, without prejudice and in addition to any available legal remedy, elect to remove any removable portions of the Compass Investment from the Premises.

8. For clarification, Clause 7 of this Agreement only applies where there is a Material Change, and does not apply where the City has the right to terminate the contract under certain conditions, as outlined on page 12 of the RFP. Should it become necessary for the City to terminate under certain conditions, the ownership of the capital investment shall be deemed to be the City’s.

[Signatures on following page]

Page 373 of 376 By-Law #5 - April 13, 2015

IN WITNESS WHEREOF the parties have executed this Agreement as at the __ day of ______, 2015.

COMPASS GROUP CANADA LTD.

Per:______Name: Title:

I/we have authority to bind the corporation.

THE CORPORATION OF THE CITY OF SARNIA Per:

______Mike Bradley, Mayor

______Nancy Wright-Laking, City Clerk

I/we have authority to bind the city

Page 374 of 376 By-Law #6 - April 13, 2015

BY-LAW NUMBER ______OF 2015 OF THE CITY OF SARNIA

“A By-law to Confirm the Proceedings of Council at its Meeting held on The 13th Day of April, 2015”

(Re: Confirming By-Law)

WHEREAS Section 5 (1) of The Municipal Act, 2001, as amended, provides that the powers of a municipality shall be exercised by its Council;

AND WHEREAS Section 5 (3) of The Municipal Act, 2001, as amended, provides that municipal powers shall be exercised by by- law;

NOW THEREFORE THE COUNCIL OF THE CORPORATION OF THE CITY OF SARNIA ENACTS AS FOLLOWS:

1. All actions of the Council of the Corporation of the City of Sarnia at its meeting held on April 13, 2015 in respect to every report, resolution or other action passed and taken by the Council, including the exercise of natural person powers, are hereby adopted, ratified and confirmed by by-law as if each report, resolution or other action was adopted, ratified and confirmed by its separate by-law.

2. The Mayor and the proper officers of the Corporation of the City of Sarnia are hereby authorized and directed to do all things necessary to give effect to the said actions of the Council of the Corporation of the City of Sarnia referred to in section 1.

Page 375 of 376 By-Law #6 - April 13, 2015

This By-law comes into force and effect upon finally being passed.

By-Law Read a First, Second and Third time this 13th day of April, 2015

______Mayor

______City Clerk

Page 376 of 376