Operations Committee Meeting Agenda October 2, 2017 – 7:00 PM Council Chambers Whitby Municipal Building
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1. Declarations of Pecuniary Interest
2. Presentations
3. Delegations
4. Correspondence
5. Public Meetings
6. Staff Reports
6.1 Public Works Department and Corporate Services Department Joint 4 - 9 Report, CS 83-17 Re: Whitby Downtown Streetscape Improvements (T-11-2017)
Recommendation: 1. That the Town of Whitby accept the low bid as submitted by Onsite Contracting Inc. in the amount of $348,316.25 (excluding applicable taxes) for all labour, materials, equipment and supervision necessary to complete Downtown Streetscape Improvements for various locations within the Town of Whitby; 2. That the total estimated project cost of $440,600.00 be approved; and, 3. That the Mayor and Clerk be authorized to execute the contract documents.
6.2 Fire and Emergency Services Department Report, FR 08-17 10 - 21 Re: By-law to Amend Appendix A of By-law # 7263-17, to Revise the Provision of Whitby Fire and Emergency Services’ Fire Suppression and
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Emergency Core Services
Recommendation: That Council enact a draft by-law to amend By-law # 7263-17, being a Bylaw to Amend Appendix A of By-law # 7263-17, to revise the provision of Whitby Fire and Emergency Services’ fire suppression and emergency core services.
6.3 Community and Marketing Services Department Report, CMS 43-17 22 - 27 Re: Iroquois Park Sports Centre Capital Enhancements (Des Newman Arena Complex)
Recommendation: That Community and Marketing Services Report CMS 43-17 pertaining to facility enhancements at Iroquois Park Sports Centre (Des Newman Arena Complex) be received as information.
6.4 Community and Marketing Services Department and Corporate Services 28 - 33 Department Joint Report, CMS 44-17 Re: Station Gallery Renovations
Recommendation: 1. That the proposed renovations to the Station Gallery outlined in Report CMS 44-17 be approved; 2. That the Canada 150 Community Infrastructure Program grant funding for the Pump House be reallocated to partially fund the cost of the renovations to the Station Gallery, subject to the approval by Council and the Federal Government to redirect the grant to the proposed project; 3. That $147,000 from the One Time Reserve be allocated to the Station Gallery renovation project to complete the construction as proposed in the staff report and to provide the matching funds required of the Canada 150 Community Infrastructure Program; and, 4. That subject to the approval by Council and the Federal Government for the proposed project, that Council authorizes entering into the contribution agreement to receive $169,000 of funding under the Canada 150 Community Infrastructure Program for the Rehabilitation of the Station Gallery.
6.5 Public Works Department Report, PW 27-17 34 - 62 Re: Asset Management Funding Application
Recommendation: 1. That Council endorse the attached application to the Federation of
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Canadian Municipalities’ Municipal Asset Management Program (MAMP) for a grant of up to $49,600; and, 2. That Public Works Staff continue to update Council with Asset Management status updates, newly incorporated strategies and associated legislative requirements.
7. New and Unfinished Business
7.1 New and Unfinished Business - Operations Committee 63 - 71
8. Adjournment
9. Advisory Committee Minutes – For Information Only
9.1 • Habour Day Committee Minutes - August 17, 2017 72 - 82 • Ethno-Cultural and Diversity Advisory Committee Minutes - September 7, 2017 • Whitby in Bloom Committee Minutes - September 12, 2017
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Town of Whitby Report
Report to: Operations Committee Date of meeting: October 2, 2017 Department: Public Works Department Corporate Services Department Report Number: CS 83-17 File Number(s): T-11-2017
Report Title: Whitby Downtown Streetscape Improvements 1. Recommendation: 1. That the Town of Whitby accept the low bid as submitted by Onsite Contracting Inc. in the amount of $348,316.25 (excluding applicable taxes) for all labour, materials, equipment and supervision necessary to complete Downtown Streetscape Improvements for various locations within the Town of Whitby;
2. That the total estimated project cost of $440,600.00 be approved; and 3. That the Mayor and Clerk be authorized to execute the contract documents. 2. Executive Summary: The tender provides for all labour, material and equipment necessary to complete Downtown Streetscape Improvements (Tender No. T-11-2017) on Dundas Street West, Dundas Street East, Perry Street, Mary Street and Centre Street South in downtown Whitby. This contract includes the replacement of approximately 1,300 square metres of concrete sidewalk and 450 square metres of impressed concrete boulevard. It also includes planting new boulevard trees, installation/relocations of planters, traffic signs and parking meters as required. Staff reviewed four (4) bids received for the aforementioned tender. One bid was deemed non-compliant as it did not provide the mandatory bid submission requirements. Staff are recommending the acceptance of the low bid as received from Onsite Contracting Inc. as their bid meets all of the specifications outlined in the tender. References were checked and all were favourable. The expected start date for this contract would be October 23, 2017 with a contract duration of six (6) weeks from the official start date. As specified in the contract terms,
Report to: Operations Committee Report number: CS 83-17 Page 1 of 5
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the Town has the right to defer completion of project until the spring of 2018 if unfavourable weather conditions occur. 3. Origin: The Town of Whitby’s Purchasing Policy states that goods and services with an estimated total purchase price greater than $50,000.00 must be issued as a Request for Tender (or Request for Proposal) and are subject to Council approval. 4. Background: The Public Works Department regularly inspects and assesses the condition of existing sidewalks for the presence of major cracks, trip ledges, deterioration, and drainage concerns in order to adhere to the Province’s minimum maintenance standard regulations. In addition, staff review sidewalks and boulevards to ensure that the built environment (within the right-of-way) meets accessibility standards to adhere to the Accessibility For Ontarians with Disabilities Act. Based on this information, sidewalk and boulevard replacement needs are ranked and prioritized and form the basis of this tender. Please see Attachment 1 for the locations of the work. As these locations are within the Downtown Whitby Community Improvement Plan (CIP), streetscape improvements are incorporated with the sidewalk replacement projects. In priority sequences, the detail of the work at each location is described as follows: 1. Dundas Street East – Brock Street to Hickory Street (both sides) including Perry Street (east side) The proposed work includes the replacement of approximately 800 square metres of concrete sidewalk, 320 square metres of impressed concrete boulevard, and 55 linear metres of concrete curb and gutter. It also includes the installation of tactile plates for accessibility, the planting of five boulevard trees, the relocation of traffic signs and parking meters, and the construction of a 14m long retaining wall. 2. Centre Street south of Dundas Street (west sides) The proposed work includes the construction of a new retaining wall (i.e. Roman Pisa Stone Wall) on the west side of Centre Street at about 40m south of Dundas Street. The retaining wall is 23 linear metres in length. Streetscape improvements include two shrubs to be planted on top of the retaining wall and one boulevard tree to be planted on the north side of the retaining wall. 3. Dundas Street West – Byron Street to Brock Street (both sides) The proposed work includes the replacement of approximately 300 square metres of concrete sidewalk and 100 square metres of impressed concrete boulevard. It also includes the relocation of a bus shelter, planters, traffic signs, waste receptacles and parking meters. 4. Mary Street – Brock Street to Perry Street (north sides) The proposed work includes the replacement of approximately 230 square metres of concrete sidewalk, 30 square metres of impressed concrete boulevard, and 50 linear metres of concrete curb and gutter. It also includes the installation of tactile plates for
Report to: Operations Committee Report number: CS 83-17 Page 2 of 5
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accessibility, planting of five boulevard trees and the relocation of traffic signs and parking meters. 5. Discussion/Options: Bids for this tender were received until 2:00:00p.m., September 12, 2017. The Tender was advertised in Bids and Tenders. Based on the provision of all labour, materials and equipment necessary to complete downtown streetscape improvements the following compliant bids were received:
Bidder Tender Amount
Onsite Contracting Inc. $348,316.25
Aloia Bros. Concrete Contractors Ltd. $364,239.50
Midome Construction Services Ltd. $379,500.00
The contract is open for a period of ninety (90) days from the tender closing date of September 12, 2017. As specified in the contract terms, the Town has the right to defer completion of project until the spring of 2018 if unfavourable weather conditions occur. 6. Public Communications/Plan: Construction notices will be delivered to all adjacent property owners prior to commencing with construction activities. 7. Considerations: 7.1. Public Construction details were available to the public on April 27th, 2017 at the Capital Project Public Open House. Notices of the Public Open House were provided to adjacent property owners along with two advertisements within the local newspaper and social media posts for the general public. 7.2. Financial
Estimated Project Breakdown Amount
Tender Amount $348,316.25 HST $45,281.11 Total Contract Amount $393,597.36 Rebate ($39,150.75) Total Cost $354,446.61 Supervision, Contract Administration $15,000.00 Material Testing $10,000.00
Report to: Operations Committee Report number: CS 83-17 Page 3 of 5
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Estimated Project Breakdown Amount
Contingency Allowance (Construction) $35,000.00 Plantings $20,000.00 Sundry (Utilities, Notices, Ads) $6,153.39 Total Project Cost $440,600.00
The total estimated project cost in the amount of $440,600.00 is within the funding of $445,000.00 available within the Capital Budget. Contingencies are for any unforeseen site conditions during construction. 7.3. Impact on and input from other Departments/Sources The Public Works Department, Planning and Development Department and Corporate Services Departments worked jointly throughout the tendering process and throughout the preparation of this report. 7.4. Corporate and/or Department Strategic Priorities Council Goal No. 4: To ensure Whitby is clearly seen by all stakeholders to be business- and investment- friendly and supportive; and to strive to continuously improve the effectiveness and efficiency of service delivery. To build downtowns that are pedestrian-focused destinations. 8. Summary and Conclusion: It is the existing policy of the Town of Whitby to accept the low tender, provided the bid meets the specifications, provided the low bidder is capable of performing the required work, subject to requisite approvals and subject to the approval of Council. It is recommended that the Town of Whitby accept the low compliant bid of Onsite Contracting Inc. to complete Whitby Downtown Streetscape Improvements (Tender No. T-11-2017). 9. Attachments: Attachment 1: Location Map
Report to: Operations Committee Report number: CS 83-17 Page 4 of 5
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For further information contact: Horace Look, Project Engineer, x2336 Greg Hardy, Manager of Engineering and Infrastructure Services, x2259 James Addorisio, Senior Buyer, x2237
Original Approved and Signed.
Suzanne Beale, Commissioner of Public Works, x4311
Original Approved and Signed.
Ken Nix, Commissioner of Corporate Services/Treasurer, x4314
Original Approved and Signed.
Matthew Gaskell, Chief Administrative Officer, Ext 4316
Report to: Operations Committee Report number: CS 83-17 Page 5 of 5
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Page 9 of 82 of 9 Page Street
COPYRIGHT 2013 TOWN OF WHITBY 257+23+272*5$3+<3529,'('%<),567%$6(62/87,216,1&7(5$1(7(17(535,6(6,1&$1',766833/,(56$//5,*+765(6(59('127$3/$12)6859( Kent Street Centre Street S 2 Centre Street N Byron Street N Byron Street S DOWNTOWN STREETSCAPE IMPROVEMENTS Elm Street 3 Brock Street S T-11-2017 Brock Street N Mary St E Dundas Street E Street Dundas Green Street 4 Colborne St E E St Colborne Perry Street 1 Athol Street Ash Street IMPLIED, CONCERNING THE ACCURACY, QUALITY, LIKELY RESULTS OR RELIABILITY RELIANCE ON, THE INFORMATION CONTAINED IN THIS DOCUMENT. TOWN OF NOT LIABLE FOR ANY DAMAGES OF KIND RESULTING FROM THE USE OF, OR DISCLAIMER NOTICE OF THE USE INFORMATION CONTAINED IN THIS DOCUMENT. WHITBY DOES NOT MAKE ANY REPRESENTATIONS OR WARRANTY, EXPRESS THE TOWN OF WHITBY ASSUMES NO RESPONSIBILITY FOR ANY ERRORS, AND IS LOCATION MAP ATTACHMENT 1 Hickory Street Pine St Agenda Item # 6.1 # Item Agenda Agenda Item # 6.2 Town of Whitby Report Report to: Operations Committee Date of meeting: October 2, 2017 Department: Fire and Emergency Services Department Report Number: FR 08-17 File Number(s): Report Title: By-law to Amend Appendix A of By-Law 7263-17, to revise the provision of Whitby Fire and Emergency Services’ fire suppression and emergency core services 1. Recommendation: 1) That Council enact a draft by-law to amend By-law 7263-17, being a By- law to Amend Appendix A of By-Law 7263-17, to revise the provision of Whitby Fire and Emergency Services’ fire suppression and emergency core services. 2. Executive Summary: By-law 7263-17 (Attachment # 1), being a By-law to establish the Whitby Fire Department Establishing and Regulating By-law, enacted by Council on March 20, 2017. By-law 7263-17 sets out Whitby Fire and Emergency Services’ (“WFES”) existing service levels, and management practices, as required under the Fire Protection and Prevention Act, 1997, S.O. 1997, c4, as amended (“FPPA”), and consistent with comparator municipal establishing and regulating by-laws. WFES requires a draft by-law to amend By-law 7263-17 to revise its core services, to include the provision of emergency low angle rescue. 3. Origin: The provision of fire protection services in Ontario is regulated under the FPPA. Where a municipality establishes a fire department, the FPPA requires that an Establishing and Regulating Bylaw be adopted. Report to: Operations Committee Report number: FR 08-17 Page 1 of 3 Page 10 of 82 Agenda Item # 6.2 4. Background: Under the current By-Law 7263-17, the WFES does not provide low angle rescue services as part of its fire suppression and emergency response core services. On August 30, 2017 the Town of Whitby received a donation from Firehouse Subs for the provision of training and equipment to enable WFES to deliver low angle rescue services to the Whitby community. Low angle rope rescue refers to operations on slopes up to 45 degrees, as may be experienced when responding to a car that has gone off road and down a hill. In these scenarios, the rescuer’s weight is primarily supported by the ground, and a rope is used for balance or to assist in moving a patient to safety. The funds provided will enable WFES to better respond to low angle rescues within Whitby, including those occurring on bluffs, ravines and rough terrain. Equipping WFES with the skills required to provide this low angle service improves the safety of personnel working on scene, and increases the likelihood of a successful and expeditious outcome for those involved in the emergency. 5. Discussion/Options: Appendix “A” to By-law No. 7263-17 will be amended to include the addition of low angle rescue services as part of the WFES’ special technical and/or rescue response services. It is projected that this new service will be used approximately 9-12 times per year with usage expected to rise with increasing population. 6. Public Communications/Plan: N/A 7. Considerations: 7.1. Public N/A 7.2. Financial Firehouse Subs has provided funding in excess of $22,000 to enable the purchase of required equipment and initial training. Approximately 70% of this funding will be directed to the acquisition of equipment, with the remaining 30% used to provide initial training. An increase of $3,900 will be required in the Operating budget effective 2018, of which $3,400 will fund ongoing, annual skills training and the shift instructor delivery model, and $500 per year will be required to replace low angle rope rescue equipment as necessary. Report to: Operations Committee Report number: FR 08-17 Page 2 of 3 Page 11 of 82 Agenda Item # 6.2 7.3. Impact on and input from other Departments/Sources Legal Services, Corporate Services, and the Town Clerk have provided input into the creation of this report. 7.4. Corporate and/or Department Strategic Priorities This report is consistent with Council’s goals to continuously improve the efficiency and effectiveness of service delivery, and to enhance the safety of our local streets. This report is consistent with WFES’ Core Value of Excellence – “Dedicated to excellence in every aspect of the service we deliver to our community.” 8. Summary and Conclusion: Amendments to Appendix A of By-law 7263-17 enable WFES to provide low angle services to the community. Services will be utilized approximately 9 – 12 times per year, and will improve the safety of all involved, and increase the likelihood of a successful outcome for those being rescued. 9. Attachments: Attachment # 1 - By-law 7263-17 For further information contact: Dave Speed, Fire Chief, x4330 Original Approved and Signed. Dave Speed, Fire Chief, x4330 Original Approved and Signed Matt Gaskell, Chief Administrative Officer, x2211 Report to: Operations Committee Report number: FR 08-17 Page 3 of 3 Page 12 of 82 Agenda Item # 6.2 Town of Whitby Attachment # 1 By-law # 7263-17 Fire Department Establishing and Regulating By-law Being a By-law to Establish and Regulate the Fire Department, and to Repeal By-law #’s. 4202-98, 6078-08 and 6834-14. Whereas, the Municipal Act, 2001, S.O. 2001, c.25, as amended, (“Municipal Act”) provides that a municipality has the capacity, rights, powers and privileges of a natural person for the purpose of exercising its authority under the Municipal Act; And Whereas, the Municipal Act provides that Sections 8 and 11 shall be interpreted broadly so as to confer broad authority on municipalities to (a) enable municipalities to govern their affairs as they consider appropriate and, (b) enhance their ability to respond to municipal issues; And Whereas, the Fire Protection and Prevention Act, 1997, S.O. 1997, c4, as amended, (“FPPA”) requires every municipality to establish a program in the municipality which must include public education with respect to fire safety and certain components of fire prevention and to provide such other Fire Protection Services as it determines may be necessary in accordance with its needs and circumstances; And Whereas, the FPPA permits a municipality, in discharging these responsibilities, to establish a fire department; And Whereas, the FPPA permits a Council of a municipality to establish, maintain and operate a Fire Department for all or any part of the municipality; And Whereas, the FPPA requires a municipality that establishes a Fire Department to provide fire suppression services and permits the Fire Department to provide other Fire Protection Services in the municipality; And Whereas, the FPPA requires a municipality that establishes a Fire Department to appoint a Fire Chief; And Whereas, the FPPA authorizes a council of a municipality to pass by-laws under the FPPA to regulate fire prevention, to regulate the setting of open-air fires and to designate private roads as fire routes. Now therefore, the Council of The Corporation of the Town of Whitby hereby enacts as follows: 1. Definitions In this By-law: 1.1. “Approved” means approved by Council; 1.2. “Automatic Aid” means any agreement under which a municipality agrees to provide an initial response to fires, rescues and emergencies that may occur in a part of another municipality where a fire department is capable of responding more quickly than any fire department situated in the other Page 13 of 82 Agenda Item # 6.2 municipality; or a municipality agrees to provide a supplemental response to fires, rescues and emergencies that may occur in a part of another municipality where a fire department in the municipality is capable of providing the quickest supplemental response to fires, rescues and emergencies occurring in the part of another municipality; 1.3. “CAO” means the Chief Administrative Officer appointed by Council to act as the Chief Administrative Officer for the Corporation; 1.4. “Chief Fire Official” means the Assistant to the Fire Marshal who is the Municipal Fire Chief or a member or members of the Fire Department appointed by the Municipal Fire Chief under the FPPA or a person appointed by the Fire Marshal under the FPPA; 1.5. “Collective Agreement” means an agreement between the Corporation and the full-time Firefighters’ Association made under the provisions of the FPPA; 1.6. “Community Emergency Management Coordinator” – (“CEMC”). Means a position identified in the Emergency Management and Civil Protection Act, 1990, c. E.9, as amended (“EMCPA”) as being responsible for the development, implementation, review and maintenance of the Emergency Management Plan for the Town of Whitby; 1.7. “Confined Space” means any space that has limited or restricted means for entry or exit (i.e. tanks, vessels, silos, storage bins, hoppers, vaults, trenches, excavations and pits) and that is not designed for human occupancy; 1.8. “Corporation” means The Corporation of the Town of Whitby; 1.9. “Council” means the Council of the Corporation; 1.10. “Deputy Fire Chief” means the person appointed by Council to act on behalf of the Fire Chief in the case of an absence or a vacancy in the office of the Fire Chief; 1.11. “Commissioner of Corporate Services” means the Commissioner of the Corporate Services Department for the Corporation; 1.12. “Division” means a Division of the Fire Department as provided for in this By- law or determined by the Fire Chief; 1.13. “Emergency Management Committee” means the group of municipal officials that are responsible to ensure that local programs and committees are developed as required to enable the emergency management process in accordance with the requirements of the Emergency Management and Civil Protection Act; 1.14. “Firefighters’ Association” means the labour union representing professional firefighters; By-law Name: Fire Department Establishing and Regulating By-law By-law # 7263-17 Page 2 of 9 Page 14 of 82 Agenda Item # 6.2 1.15. “Fire Chief” means the person appointed by Council to act as Fire Chief for the Corporation and is ultimately responsible to Council as defined in the FPPA; 1.16. “Fire Coordinator” means the person appointed by the Fire Marshal, under the authority of the FPPA to co-ordinate the Regional mutual aid plans, or the person appointed by the Fire Marshal to act in the absence of the Fire Coordinator; 1.17. “Fire Department” means the Corporation’s Fire Department (also referred to as Fire and Emergency Services); 1.18. “Fire Marshal” means a position with specific authorities and responsibilities under the FPAA, including ensuring that fire departments throughout Ontario provide adequate levels of service to their communities, providing support to fire departments, and administering the FPPA. Also identified as the Office of the Fire Marshal; 1.19. “FPPA” means the Fire Protection and Prevention Act, 1997, S.O., c 4, as may be amended from time to time, or any successor legislation, and any regulation made there under; 1.20. “Fire Protection Agreement” is a contract between municipalities, other agencies, individuals, or a company that clearly defines the responsibilities, terms, conditions, and all other aspects of the fire services purchased, provided and/or required; 1.21. “Fire Protection Services” includes fire suppression, fire prevention, fire safety education, administration services, training of persons involved in the provision of Fire Protection Services, rescue and emergency services and the delivery of all those services; 1.22. “Head of Council” means the person elected at large by voters in The Town of Whitby, identified formally as the Mayor; 1.23. “Member” means any defined Firefighter or Officer as per the FPPA and/or any person employed in or appointed to the Fire Department and assigned to undertake Fire Protection Services; 1.24. “Municipal Act” means the Municipal Act, 2001, S.O. 2001, c.25, as amended from time to time, or any successor legislation, and any regulation made there under; 1.25. “Municipal Control Group” means the Head of Council with designated town staff who co-ordinate and deploy resources to mitigate the impact of a municipal or other large scale emergency incident; By-law Name: Fire Department Establishing and Regulating By-law By-law # 7263-17 Page 3 of 9 Page 15 of 82 Agenda Item # 6.2 1.26. “Mutual Aid” means a program to provide/receive assistance in the case of a major emergency in a municipality, community or area where resources in a municipality, community or area have been depleted, but does not include Automatic Aid; 1.27. “Officer” means any member with the rank of Captain or higher; 1.28. “Regional” means the Regional Municipality of Durham being the upper tier level of government in a two tier system; 1.29. “Rope Rescue” means an environment (open or confined space, high angle or low angle) in which the load is predominately supported by a rope rescue system. 1.30. “Specialty Rescue” means rescue response as specified to trench rescue, building collapse, high angle/low angle rope rescue, confined space, ice/water rescue, auto extrication, and hazardous materials response, etc. in accordance with available resources, and/or in accordance with an approved specialty rescue service agreement; and 1.31. “Tiered Response Agreement” means a formal written document negotiated between Durham Regional Police Services, Region of Durham Paramedic Services, and Whitby Fire and Emergency Services to establish local protocols for a multi-agency response to a life threatening or public safety incident. The Agreement outlines the capabilities, expectations and limitations of each agency and defines the criteria for participation. 2. Establishment 2.1. A department for the Corporation, to be known as the Whitby Fire Department (Fire and Emergency Services), is hereby established and continued under this By-law and the head of this Department shall be known as the Fire Chief. 2.2. The goals of the Fire Department shall be those contained within the Departmental Master Fire Plan as presented to Council from time to time. 3. Composition 3.1. The Fire Department shall consist of the Fire Chief, Deputy Fire Chiefs, Divisional Chiefs including Platoon Chiefs, Chief Training Officer, and Chief Fire Prevention Officer, Captains, Fire Fighters, Fire Prevention Officers, Training Officers, Administrative personnel, and any other person(s) as may be authorized or considered necessary from time to time by Council or by the CAO on recommendation from the Fire Chief for the Fire Department to perform Fire Protection Services. 3.2. There shall be one Fire Chief appointed by By-law. 3.3. There shall be two Deputy Fire Chiefs appointed by By-law. By-law Name: Fire Department Establishing and Regulating By-law By-law # 7263-17 Page 4 of 9 Page 16 of 82 Agenda Item # 6.2 4. Terms and Conditions of Employment 4.1. Subject to the FPPA and the Collective Agreement, the remuneration and other terms and conditions of employment or appointment of the Members that comprise the Fire Department shall be determined by Council or by the CAO acting in accordance with policies and programs established or approved by Council. 5. Organization 5.1. The Fire Department shall be organized into Divisions such as Administration, Suppression, Training, Fire Prevention and Public Education. 5.2. The Fire Chief may re-organize; eliminate Divisions; establish other Divisions; may do all or any of these things or any combination of them as may be required to ensure the proper administration and efficient operation of the Fire Department and the effective management of Fire Protection Services for the Corporation. 5.3. The Fire Chief may assign or re-assign such Members to a Division to assist him in the administration and operation of that Division. 6. Core Services 6.1. The core services of the Fire Department shall be those contained in Appendix “A”. 7. Responsibilities and Authority of Fire Chief 7.1 The Fire Chief shall be the head of the Fire Department and is ultimately responsible to Council, through the CAO, for proper administration and operation of the Fire Department including the delivery of Fire Protection Services. 7.2 The Fire Chief shall report to the CAO and will perform the duties of the CEMC under the authority of the EMCP. 7.3 The Fire Chief shall be authorized to make such general orders, policies, procedures, rules and regulations and to take such other measures as the Fire Chief may consider necessary for the proper administration and efficient operation of the Fire Department and the effective management of Fire Protection Services for the Corporation and for the prevention, control and extinguishment of fires, the protection of life and property and the management of emergencies and without restricting the generality of the foregoing; a) For the care and protection of all property belonging to the Fire Department; By-law Name: Fire Department Establishing and Regulating By-law By-law # 7263-17 Page 5 of 9 Page 17 of 82 Agenda Item # 6.2 b) For arranging for the provision and allotment of strategic staffing and facilities, apparatus, equipment, materials, services and supplies for the Fire Department; c) For the development and implementation of automatic aid, mutual aid and other fire protection and emergency service agreements within the Corporation’s borders and/or within the municipal borders of adjoining municipalities upon the approval of Council; d) For determining and establishing the qualifications and criteria for employment or appointment, and the duties of, all members of the Fire Department; e) For the conduct and the discipline of members of the Fire Department; f) For preparing, and upon approval by Council, implementing and maintaining a departmental fire service plan and program for the Corporation; g) For keeping an accurate record of all fires, rescues and emergencies responded to by the Fire Department and reporting of same to the Office of the Fire Marshal; h) For keeping such other records as may be required by Council, the Corporation and the FPPA; i) For preparing and presenting an annual report of the Fire Department to Council; and j) For exercising control over the budget approved by Council for the Fire Department. 7.4 The Fire Chief is authorized to perform the duties of Regional Fire Coordinator as required. 8. Supervision – General Duties and Responsibilities 8.1. The Deputy Fire Chief(s) shall be the second ranking officer of the Fire Department and shall be subject to and shall perform such duties as are assigned to him or her by the Fire Chief and shall act on behalf of the Fire Chief in case of absence or vacancy in the office of Fire Chief. 9. Emergency Responses Outside Limits of the Town of Whitby 9.1. The Fire Department shall not respond to a call with respect to a fire or an emergency incident outside the limits of the Town of Whitby except with respect to a fire or an emergency; By-law Name: Fire Department Establishing and Regulating By-law By-law # 7263-17 Page 6 of 9 Page 18 of 82 Agenda Item # 6.2 a) that in the opinion of the Fire Chief threatens property in the Town of Whitby or property situated outside the Town of Whitby that is owned or occupied by the Corporation; b) in a municipality with which an agreement has been entered into to provide fire protection services, c) on property with respect to which an agreement has been entered into with any person or corporation to provide fire protection therefore; d) at the discretion of the Fire Chief, to a municipality authorized to participate in the Durham Region Mutual Aid plan established by the Regional Fire Coordinator appointed by the Ontario Fire Marshal, emergency fire service plan and program or any other organized plan or program on a reciprocal basis; e) on those highways that are under the jurisdiction of the Ministry of Transportation or other agency within the Town of Whitby for which an automatic aid agreement has been entered into. f) on property beyond the Town of Whitby’s border where the Fire Chief or his or her designate determines that immediate action is necessary to preserve and protect life and/or property and the correct department is notified to respond and/or assumes command or establishes alternative measures acceptable to the Fire Chief or designate; or g) response due to a request for special assistance as required through a declaration of a provincial or federal emergency and such request has been approved by the Fire Chief, the CAO and the Head of Council. 10. Enforcement and Penalties 10.1. Any person who violates any provisions of this By-law is, upon conviction, guilty of an offence and shall be liable to a fine, subject to the provisions of the Provincial Offences Act, R.S.O. 1990, c. P.33, as amended. 11. Short Title 11.1. This By-law shall be known as the Fire Department Establishing and Regulating By-law. 12. Repeal of Existing By-law 12.1. By-law No. 4202-98, By-law No. 6078-08, and By-law 6834-14 are hereby repealed. 13. Effective Date 13.1. This By-law shall come into force and effect on the day it is passed. By-law Name: Fire Department Establishing and Regulating By-law By-law # 7263-17 Page 7 of 9 Page 19 of 82 Agenda Item # 6.2 By-law read and passed this 2nd day of October, 2017. Appendices Appendix A Fire Department Core Services Original Approved and Signed. Don Mitchell, Mayor Original Approved and Signed. Christopher Harris, Town Clerk By-law Name: Fire Department Establishing and Regulating By-law By-law # 7263-17 Page 8 of 9 Page 20 of 82 Agenda Item # 6.2 Appendix “A” to By-law No. 7263-17 Core Services Fire Suppression and Emergency Response 1. Fire suppression services shall be delivered in both offensive and defensive modes as required and shall include search and rescue operations, forcible entry, ventilation, protection of exposures, and salvage and overhaul as appropriate. 2. Emergency pre-hospital care responses and services shall be provided as per protocol as instituted in accordance with the Tiered Response Services Agreement. 3. Special technical and/or rescue response services provided by Whitby Fire Department shall include performing automobile and/or equipment extrication using hand tools, air bags, and heavy hydraulic tools as required, slope rescue, static water/ice rescue, hazardous materials response (Operations Level), and elevator rescue (not to exceed Operations Level) in accordance with available resources. 4. Other technical and/or specialized rescues response services (including trench rescue, rope rescue (not including slope rescue), building collapse, confined space, swift water, etc.) shall not be provided by the Whitby Fire Department beyond the Awareness level. Notwithstanding, Council may approve a specialized rescue service agreement to allow these services to be provided by an agency or Department at a higher level as necessary. Training 1. The National Fire Protection Association (NFPA) Standards and other related industry training standards and reference materials shall be used as reference guides for Whitby Fire Department Training Division as approved by the Fire Chief. All training will comply with the Occupational Health and Safety Act, R.S.O. 1190, c. O.1, as amended and applicable provincial legislation. Fire Prevention 1. Inspections arising from complaint, request, retrofit, or self-initiated; fire investigations; and examination and review of fire protection elements of building permit plans shall be provided in accordance with the FPPA and Departmental policies. Fire and Life Safety Education 1. Public education programs shall be administered in accordance with the FPPA and Departmental policies. By-law Name: Fire Department Establishing and Regulating By-law By-law # 7263-17 Page 9 of 9 Page 21 of 82 Agenda Item # 6.3 Town of Whitby Report Report to: Operations Committee Date of meeting: October 2, 2017 Department: Community and Marketing Services Department Report Number: CMS 43-17 File Number(s): Not Applicable Report Title: Iroquois Park Sports Centre Capital Enhancements (Des Newman Arena Complex) 1. Recommendation: 1. That Community and Marketing Services Report CMS 43-17 pertaining to facility enhancements at Iroquois Park Sports Centre (Des Newman Arena Complex) be received as information. 2. Executive Summary: Iroquois Park Sports Centre (IPSC) is the Town’s premier athletic facility which is host to many events, tournaments and cultural activities. Considered Canada’s largest municipally operated recreation complex the site has over two million visitations annually. These activities have a significant economic impact on the Town and surrounding region. IPSC hosts 29 indoor events that range in size and scope. The three largest events alone contribute $175,000 in permit fees and have an estimated $10 million economic impact in the region. In order to maintain and grow the venue as a preeminent sports complex for event hosting in the region, staff is recommending a series of capital projects be added to the capital plan and budget for Council’s consideration. Staff has worked with the facility’s major users to develop a list of capital improvement projects that would enhance IPSC going forward. All of the recommended capital projects would occur in the Des Newman Arena Complex, and be included in future years capital budgets. The capital projects are: designated dressing room for the Whitby Jr Wolves; video scoreboard on Scotiabank Arena 1; indoor artificial turf on Scotiabank Arena 1; and, air conditioning in Scotiabank Arena 1. Report to: Operations Committee Report number: CMS 43-17 Page 1 of 6 Page 22 of 82 Agenda Item # 6.3 3. Origin: Report CMS 43-17 originates with the Facilities Division of the Community and Marketing Services Department. 4. Background: IPSC is Canada’s largest municipally owned sports complex. The centre sits on 47 acres and is 250,000 square feet. It houses six (6) arenas, two (2) pools, four (4) meeting rooms, three (3) food and beverage outlets, a privately operated high performance training facility, privately operated pro shop, one (1) lit hardball diamond, three (3) lit softball diamonds, tennis complex with six (6) lit courts, one (1) lit soccer field, skate park and playground. Within the Des Newman Arena Complex, Scotiabank Arena 1 is a unique facility within the region, with a 2,000 spectator semi-bowl (seating on both sides). This size arena fills a niche for event organizers looking for a facility smaller than 5,500 seats at the Tribute Centre in Oshawa, but larger than the 1,400 spectator seating at Garnet B. Rickard in Clarington. The upgrades proposed for Scotiabank Arena 1 would ensure IPSC is well positioned as a venue for regional mid-to-large sized events. IPSC has been built over four phases beginning in 1972 with Scotiabank Arena 1; in 1974 the Anne Ottenbrite Pool (AOP) was added; in 1986 Sky Zone Arena 2 was added and finally in 1997 Owasco Volkswagen Arena 3 to Arena 6 including the food and beverage outlets and mezzanine spaces were added. The Town has always been proactive to ensure that IPSC offers amenities expected by our over two million customers annually. In 2010 the Town undertook significant renovations to improve accessibility adding three (3) elevators and six (6) accessible washrooms. In addition, dressing rooms in Scotiabank Arena 1 and Whitney Hall were modernized and the previously unfinished Mezzanine between arenas 3-4 was finished creating viewing, office and meeting space. This renovation also saw significant improvements to AOP with an expansion that allowed for the creation of modern change room facilities, including the addition of a family change room and introducing a ramp into the large pool allowing patrons to walk into the pool. The most recent renovation was completed in 2015 when the entrance was expanded and an accessible walkway was installed from the improved accessible parking spaces to the newly installed automated sliding entrance doors. These enhancements have been critical in keeping IPSC as a premium venue for hosting sporting events in the province. Annually, IPSC hosts 29 indoor events including the Ontario Lacrosse Association Festival, Gloria Rints Memorial Silver Stick Tournament, Highway of Heroes Girls Hockey Tournament and the Durham Elementary Athletic Association Folk Dance Jamboree. These events range in length and size from one day and 600 visitors to 10 days and 60,000 visitors. Annually, the events attract over 140,000 athletes, coaches, officials and spectators from all over North America. IPSC has also hosted significant one-time events such as the Shriner’s Circus, Minto Cup, Mann Report to: Operations Committee Report number: CMS 43-17 Page 2 of 6 Page 23 of 82 Agenda Item # 6.3 Cup, Ontario Men’s Curling Championship, Ontario Summer Games, World Junior Hockey “A” Challenge, and the Ontario Federation of School Athletic Association Provincial Hockey Championships. The hosting of the Gloria Rints Memorial Silver Stick, Highway of Heroes Tournament and the Ontario Lacrosse Association Festival is estimated to have a local economic impact of $10 million annually. These tournaments generate $175,000 in facility permit revenue annually. While portions of IPSC are forty-five (45) years old, the Town has continually invested in maintaining and expanding the sports complex consistent with the growth and development of the town, to the benefit of current and future residents. 5. Discussion/Options: Staff is recommending that the Town continue to invest in IPSC as part of a strategy to retain current events and attract future events to IPSC and the Town of Whitby. Sport tourism is recognized as a significant economic stimulant and IPSC is uniquely positioned to attract large scale sporting events. Whitby’s many minor sport organizations host events as a means to generate revenue to offset their costs and reduce registration fees. Being able to offer a premium state of the art facility ensures teams are interested in travelling to Whitby to participate in the events. Both the Whitby Minor Hockey Association and Whitby Girls Hockey Association are considering bidding to host significant provincial and national events. Each bid process evaluates the proposed venue and a premium venue raises the profile of the bid. As an example, during the recent World Junior “A” Hockey Challenge the gold medal was hosted in Cobourg rather than Whitby because the facility had a video scoreboard. In order to remain current and attractive to event organizers staff approached the indoor youth minor sport organizations and senior club representatives to understand what enhancements would be valuable to keep IPSC regarded as a first (Canadian) class sports complex. (4) Four requests came to the forefront (not in any specific order): • Air Conditioning in Scotiabank Arena 1 • Turf for Scotiabank Arena 1 • Video scoreboard for Scotiabank Arena 1 • Dressing room for the Whitby Jr. Wolves Air conditioning in Scotiabank Arena 1 has long been a request of all of the summer users. The Brooklin Redmen and Whitby Warriors have often cited the lack of air conditioning as a significant factor contributing to poor ticket sales. The Ontario Lacrosse Association indicated that air conditioning would be a significant enhancement for their spectators and players. They referenced a number of other similar sized facilities with air conditioning. In addition to helping existing customers improve their events, air conditioning would make the Town’s only Report to: Operations Committee Report number: CMS 43-17 Page 3 of 6 Page 24 of 82 Agenda Item # 6.3 large spectator arena a viable venue for many new events. Staff has received inquiries from concert promoters, trade show organizers, and groups looking for a venue to host school reunions and summer sporting events. Each time organizers were interested in air conditioned space. Staff has had preliminary discussions with engineering consultants to review the most cost effective method of providing air conditioning in Scotiabank Arena 1 and $45,000 would be required in a future capital budget to engage an engineering firm to complete a detail engineering study. The study would review plant operations at IPSC to determine the most sustainable and cost effective way to provide air conditioning in Scotiabank Arena 1. Staff has received initial estimates for the work required to install equipment to air condition Scotiabank Arena 1 at $400,000. Operating costs of air conditioning is unknown at this time however estimates would be identified in the detailed engineering study. Unfortunately the funding secured by the Brooklin Redmen to purchase artificial turf for Scotiabank Arena 1 fell through. Turf is still considered an opportunity to offer a unique experience for minor lacrosse players and the standard for both the junior and senior lacrosse clubs currently playing in Scotiabank Arena 1. The installation of cushioned turf would improve player safety over playing on a concrete surface. In addition to improving the experience and safety for players, artificial turf would offer an opportunity to increase marketing revenue through the sale of turf ad panels. This opportunity could be extended to event organizers to improve the financial viability of hosting events at IPSC. Staff has received estimates to purchase and install turf in Scotiabank Arena 1 at $225,000. In addition to modernizing the Scotiabank Arena 1, a video scoreboard would create additional revenue opportunities for the Town and our clients that host events and activities in the space. During the World Junior “A” Challenge, one of the determining factors as to where the gold medal game would be played was that there was no video scoreboard available at IPSC. As a result the gold medal game was played at the co-host venue where a video scoreboard was available. Staff have received budgetary pricing in the amount $100K to install a one sided video scoreboard which could be accommodated on the west wall of Scotiabank Arena 1. Scotiabank Arena 1 is the home venue for all of the highest level teams playing in the town. Currently the Brooklin Redmen, Whitby Warriors, Whitby Fury, Whitby Dunlop’s and the Whitby Jr. Wolves all play their home games on Scotiabank Arena 1. Each of the teams with the exception of the Jr. Wolves has access to a designated dressing room during their season. The Jr. Wolves are assigned a dressing room when they have scheduled ice. The Jr. Wolves play in the Provincial Women’s Hockey League (PWHL). The league was formed in 2004 and is considered the highest level of women’s junior hockey in Ontario. Since joining the PWHL the Whitby Jr. Wolves have experienced a great deal of success as a team. The Jr. Wolves were back to back gold medal champions (final four) of the Alumni Cup (PWHL Championship Trophy) in 2013 and 2014, silver medalists in 2015 and bronze medal finalists in 2016. Report to: Operations Committee Report number: CMS 43-17 Page 4 of 6 Page 25 of 82 Agenda Item # 6.3 Providing a designated dressing room facility for the Jr. Wolves would ensure appropriate accommodations, in keeping with the standards the Town has set and increase flexibility when hosting high profile tournaments. As an example during the World Junior “A” Challenge, teams were hosted in the designated dressing rooms which are built to accommodate larger teams with a higher level of finish. To be able to offer 3 (three) rooms of this nature strengthens future tournament bids to host these types of events. Staff has prepared an estimate of $200K to convert an underutilized training area located between the two senior dressing room suites into a designated dressing room for the Jr. Wolves. While all of the projects are considered to be important enhancements to IPSC, there is a realization that not all projects can be coordinated from a capital budget or workload perspective. Choices will be required. Staff has prioritized the projects as follows: designated dressing room for the Whitby Jr Wolves; video scoreboard on Scotiabank Arena 1; indoor artificial turf on Scotiabank Arena 1; and, air conditioning in Scotiabank Arena 1. 6. Public Communications/Plan: Any interruptions of service as a result of the projects would be coordinated at a time to minimize impact on customers. Any projects of this magnitude would be promoted and communicated through various media and facility channels. 7. Considerations: 7.1. Public Staff has consulted all major facility user groups in the preparation of this staff report to help determine areas for enhancement and improvement within the Des Newman Arena Complex at IPSC. 7.2. Financial The projects identified in this report would be included in future Capital Budget submissions for Council’s consideration. Staff would be seeking Council’s consideration for the designated dressing room for the Whitby Jr. Wolves in the 2018 Capital Budget. 7.3. Impact on and input from other Departments/Sources Should Council approve the recommended projects during the Capital and Operating Budget process, Corporate Services through the Purchasing Division would be involved in the procurement process. 7.4. Corporate and/or Department Strategic Priorities The recommendations contained in staff report CMS 43-17 is consistent with Council’s 2014-2018 Goals as follows: Report to: Operations Committee Report number: CMS 43-17 Page 5 of 6 Page 26 of 82 Agenda Item # 6.3 4. To ensure Whitby is clearly seen by all stakeholders to be business and investment friendly and supportive; and to strive to continuously improve the effectiveness and efficiency of service delivery. 8. To become the destination of choice for visitors from across Durham Region and the Greater Toronto Area; to realize the economic and social potential of our downtowns, waterfront and green spaces in developing local tourism; and to create more things to do and places to enjoy. 8. Summary and Conclusion: That Council receive the information contained in this staff report and that the projects be considered during the 2018 and future capital budget deliberations. 9. Attachments: N/A For further information contact: John Romano, Manager of Facilities – Operations, x4321 Original Approved and Signed. Peter LeBel, Commissioner of Community and Marketing Services, x4319 Original Approved and Signed. Matthew Gaskell, Chief Administrative Officer, x2211 Report to: Operations Committee Report number: CMS 43-17 Page 6 of 6 Page 27 of 82 Agenda Item # 6.4 Town of Whitby Report Report to: Operations Committee Date of meeting: October 2, 2017 Department: Community and Marketing Services Department Corporate Services Department Report Number: CMS 44-17 File Number(s): Not Applicable Report Title: Station Gallery Renovations 1. Recommendation: 1. That the proposed renovations to the Station Gallery outlined in Report CMS 44-17 be approved; 2. That the Canada 150 Community Infrastructure Program grant funding for the Pump House be reallocated to partially fund the cost of the renovations to the Station Gallery, subject to the approval by Council and the Federal Government to redirect the grant to the proposed project; 3. That $147,000 from the One Time Reserve be allocated to the Station Gallery renovation project to complete the construction as proposed in the staff report and to provide the matching funds required of the Canada 150 Community Infrastructure Program; and, 4. That subject to the approval by Council and the Federal Government for the proposed project, that Council authorizes entering into the contribution agreement to receive $169,000 of funding under the Canada 150 Community Infrastructure Program for the Rehabilitation of the Station Gallery. 2. Executive Summary: The Station Gallery boxcar has deteriorated to the point where the structure has been deemed unsafe for occupancy and the space can no longer be used for programming. The boxcar must be vacated (not even used for storage purposes) and decommissioned or it must be substantially repaired to permit future occupancy. Report to: Operations Committee Report number: CMS 44-17 Page 1 of 6 Page 28 of 82 Agenda Item # 6.4 The staff of the Station Gallery (SG) and Facilities Division of the Community and Marketing Services Department (CMS) reviewed a number of options to replace the programming space that was provided in the boxcar. Staffs of the CMS Department and SG are recommending renovating a section used currently for storage purposes in the lower level within the SG. In addition to the proposed lower level renovations, the exterior deck must be replaced and it is the desire of the SG to have the patio deck expanded to also enhance programming opportunities. The Town was fortunate to receive a Canada 150 Community Infrastructure Program grant in the amount of $169K toward the refurbishment and repurposing of the Pump House as a community meeting/event space. After the Town received the grant, a private developer approached the municipality with a proposal to renovate the Pump House as a waterfront restaurant. The Town is working with the developer to realize that end. The funding for the refurbishment of the Pump House will come from the developer. The Federal Economic Development Agency for Southern Ontario (FedDev Ontario) has indicated that since the Pump House will no longer be a community meeting/event space that the grant is no longer consistent with the Town’s application and not eligible for the (private sector) restaurant project. However, FedDev Ontario has informed CMS staff that they would prefer another project be proposed for the Agency’s consideration if it was to advance community programming and enhance or expand an existing Town owned community asset. Undertaking renovations to expand programming space within the Station Gallery would qualify, but the final approval would still be subject to FedDev Ontario’s (Senior staff/Ministry approval) and Council’s approval. In order to fulfill the requirements of the Canada 150 grant, the Town must provide matching funds and the project must be completed by March 31, 2018. Staff is recommending that the lower level of the SG be renovated and that the exterior patio deck be renovated and expanded. The cost to complete the renovations is projected to be $340K. The Town would fund $171K, while the FedDev grant would fund $169K. Subject to Council approval, funding for the Town’s portion of the project would be from the approved 2017 (2016 carry forward) capital budget allocation for the renovation of a portion of the exterior deck ($24K) and the balance of funds from the One Time Reserve ($147K). 3. Origin: The staff report originates with the Community and Marketing Services and Corporate Services Departments as a result of the structural assessment of the Station Gallery boxcar and the request of the CEO to replace the programming space that would be displaced with the decommissioning of the boxcar. 4. Background: Staff was concerned with the integrity of the boxcar structure, including the floor, the under-carriage, and the roof. There is significant rust evident on the exterior panels and Report to: Operations Committee Report number: CMS 44-17 Page 2 of 6 Page 29 of 82 Agenda Item # 6.4 the chassis. Staff engaged the services of Barry Bryan Associates (BBA) to complete a review. An engineering structural condition assessment of the boxcar was completed in May, 2017 by BBA. The boxcar sits on the south side of the SG and is approximately 40 feet long x 8 feet wide x 10 feet high. The boxcar is used as a print shop and contains several pieces of equipment which apply heavy loads on the floor. The box car is supported by a structural steel frame situated on four train wheel axles. The BBA assessment concluded the following: there is severe deterioration of the steel supports below the boxcar; the boxcar floor framing is in very poor condition and is rotted and has fully failed in areas; the majority of rivet connections are in very poor condition resulting in significant loss of structural capacity of the support framing; the exterior walls and roof panels are deteriorated in many areas and this deterioration has allowed moisture to penetrate into the wall/ceiling areas and is evident in water staining in the structure; and the bottom rails supporting the wood floor deck are in poor condition reducing the structural capacity of the supports. The poor condition of the boxcar has also allowed rodent infestation to occur. The consultant’s assessment is that the deterioration is likely due to the constant exposure to the outdoors and the moist environment. BBA concluded that based on the current deterioration of the boxcar and frame that without immediate attention and remediation there could be a structural failure and the boxcar should not be used as programmable space. BBA has estimated that the cost to remediate the box car would be a minimum $145K. It would take some time to undertake the remediation, and it would require specialized general contractor(s) to complete this type of restoration. 5. Discussion/Options: The Station Gallery boxcar has been used as a print studio. Print making is a core program and function of the SG and supports the permanent collection of over 300 printed works. The boxcar has been an integral component of the Station Gallery when it was moved originally to the Henry Street/Victoria Street East site and then relocated to the Iroquois Park Sports Centre location at Henry Street/ Victoria Street West. The studio is still one of Canada’s only in-gallery print making studios available for public use. As a print shop the boxcar has limitations due to its confined space. With equipment, storage and supplies, the print shop could only accommodate up to five persons at a time, which limited the ability of the SG to expand or enhance this aspect of its overall programming. The boxcar is not fully accessible which limits its functionality. The matter of remediating the boxcar or finding an alternate solution(s) to both provide and expand print making programming capacity is the issue. The boxcar has its limitations. After reviewing options, it was determined by SG and CMS staffs that a preferred option would be to renovate the lower level of the SG. Report to: Operations Committee Report number: CMS 44-17 Page 3 of 6 Page 30 of 82 Agenda Item # 6.4 In order to accommodate the print studio on the lower level, renovations would be required to house the equipment, add plumbing fixtures and storage space. The lower level is currently used for general storage. The space can be transformed into a multi- purpose studio which would include the printing presses, as well as a pottery studio, using the existing kiln and pottery wheels. The opportunity with the renovations to the lower level is to expand the programming capacity of the SG, allowing for more residents to participate in a diversity of new art experiences. A structural engineering assessment of the exterior deck was completed in 2015. The deck was not properly constructed and the deck base and railings need to be replaced. The deck should be a floating structure and properly anchored at the base. Funds were included in the 2016 capital budget and carried forward into 2017 for the planned renovations. There is no funding for the expansion of the deck, but this is recommended as part of the proposed capital project. Discussions with SG staff/CEO have indicated the desire to expand the deck to the east. This would increase programming (and revenue) opportunities as the deck is used through the spring-fall period for programs, events and summer camps. In addition since the Town must match the Canada 150 grant dollar for dollar, including the renovation and expansion of the deck with the lower level renovations would contribute to achieving that requirement. The proposed SG renovation is consistent with FedDev Ontario’s goal of the Canada 150 program as its meets the criteria of ‘repair, rehabilitate and expand existing community infrastructure assets’. It is desirable to advance the opportunity of the Canada 150 grant funding rather than turn back the $169K grant. Undertaking the proposed renovations to the SG will address an immediate issue with programming space, and will also provide the opportunity to enhance and expand programming and therefore SG’s revenue. The CMS Department (Facilities Division) would coordinate the project, including the development of the detailed drawings in conjunction with an engineering-design firm, prepare the tender package, oversee the renovations and ensure completion by the end of March 2018. The boxcar would remain on site until the SG Board determines what options would be most feasible for the structure. A heritage assessment review was also undertaken at the request of CMS Department. The firm of Goldsmith Borgal & Company Architects (GBCA) reviewed the boxcar. This firm was involved in the design of the expansion and relocation of the SG. The boxcar was manufactured in 1929 in London and donated to the SG in 1975. The boxcar can be considered an artifact, but in the opinion of GBCA the provenance of the boxcar is not one of the original attributes associated with the original railroad station. It could therefore be removed as a heritage attribute which would provide flexibility to the SG to expand its building to the south, if that was an option the Board wished to pursue in the future. GBCA has suggested the boxcar could be restored or donated to a railroad museum. The purpose of this staff report is not about the future of the boxcar relative to the Station Gallery’s programming or to the overall character of the building. That is a Report to: Operations Committee Report number: CMS 44-17 Page 4 of 6 Page 31 of 82 Agenda Item # 6.4 decision of the SG Board going forward and independent of this staff report to complete proposed renovations to the main building. 6. Public Communications/Plan: The Station Gallery would take responsibility for implementing a communications plan to inform SG patrons and the community of the proposed program enhancements; and the proposed renovations and impact to programming, subject to the approval of Council and the Federal Government to proceed. 7. Considerations: 7.1. Public The public and the community overall would benefit from the enhancements to the program space at the SG. The renovations to the lower level would permit the SG to expand its programming to the community; which would not occur as the boxcar has significant space limitations. 7.2. Financial The Canada 150 grant funding of $169K provides the opportunity to enhance a community asset. While the original intent of the grant was for renovations to the Pump House, FedDev Ontario staff responsible for the project and overseeing the grant funding supports redirecting the grant to the Station Gallery. This would require Senior level/Ministry approval within FedDev Ontario. The Town is required to match the grant funding. The lower level renovations are projected to cost $265K. To renovate and expand the exterior deck the cost is projected to be $75K. There is capital funding in the 2017 budget in the amount of $24K to replace the existing deck, but there are not enough funds to expand the deck, which is the desire of the SG. To accommodate the expansion of the deck would require an incremental $51K. To match the $169K to meet the Federal Government’s requirement for the Canada 150 grant, the Town would be required to fund $147K from the One Time Reserve, in addition to the funding already approved in the amount of $24K for the deck (combined $171K municipal + $169K federal = $340K to complete the overall project). 7.3. Impact on and input from other Departments/Sources The Corporate Services and Community and Marketing Services Departments met with the Station Gallery CEO/staff to review capital projects and specifically the matter relating to the boxcar. If approvals are received to proceed, the Facilities Division of the CMS Department would coordinate the project and the renovations to the SG. CS Purchasing would be involved in the preparation and issuance of the Tender documents and contract award. 7.4. Corporate and/or Department Strategic Priorities Report to: Operations Committee Report number: CMS 44-17 Page 5 of 6 Page 32 of 82 Agenda Item # 6.4 The recommendations contained in staff report CMS 44-17 is consistent with Council’s 2014-2018 Goals as follows: 3. To continue the Whitby tradition of responsible financial management and respect for taxpayers; and to understand the importance of affordability to a healthy, balanced community. 8. To become the destination of choice for visitors from across Durham Region and the Greater Toronto Area; to realize the economic and social potential of our downtowns, waterfront and green spaces in developing local tourism; and to create more things to do and places to enjoy. 8. Summary and Conclusion: That Council approve the recommendations to proceed with the proposed renovations to the Station Gallery and that the funding for the renovations be applied from the Canada 150 grant originally intended for the Pump House (subject to Council and FedDev Ontario approval) and through an allocation from the One Time Reserve. 9. Attachments: Not Applicable For further information contact: Peter LeBel, Commissioner of Community and Marketing Services, x4319 Original Approved and Signed. Peter LeBel, Commissioner of Community and Marketing Services, x4319 Original Approved and Signed. Ken Nix, Treasurer/Commissioner of Corporate Services, x4314 Original Approved and Signed. Matthew Gaskell, Chief Administrative Officer, x2211 Report to: Operations Committee Report number: CMS 44-17 Page 6 of 6 Page 33 of 82 Agenda Item # 6.5 Town of Whitby Report Report to: Operations Committee Date of meeting: October 2, 2017 Department: Public Works Department Report Number: PW 27-17 File Number(s): n/a Report Title: Asset Management Funding Application 1. Recommendation: 1. That Council endorse the attached application to the Federation of Canadian Municipalities’ Municipal Asset Management Program (MAMP) for a grant of up to $49,600. 2. That Public Works Staff continue to update Council with Asset Management status updates, newly incorporated strategies and associated legislative requirements. 2. Executive Summary: The Town of Whitby completed its first Asset Management Plans for road, bridges, culverts (greater than 3m), and sidewalks in 2014. Following the 2014 works, the Town of Whitby completed its first comprehensive Asset Management Plans for all municipal assets as of December 31, 2016. Public Works Report PW 27-17 seeks Council’s approval of a funding application to be submitted to Federation of Canadian Municipalities’ Municipal Asset Management Program for further enhancements to the Town’s Asset Management Planning Process. The Province of Ontario is planning to receive Royal Assent for Bill 6 – Infrastructure for Jobs and Prosperity Act within the fall of 2017. Within this Act, all municipalities within the Province of Ontario will be mandated to meet the following deadlines: 1. January 1, 2019 – All municipalities are to have developed and adopted a Strategic Asset Management Policy. • One of the goals of this project is to develop the Asset Management Policy well in advance of the January 1, 2019 deadline. Report to: Operations Committee Report number: PW 27-17 Page 1 of 5 Page 34 of 82 Agenda Item # 6.5 2. January 1, 2020 (Phase I) – All municipalities are to have developed and adopted an Asset Management Plan for core infrastructure assets (roads, bridges, culverts, stormwater management systems). • Future Growth analysis is required to be added to the Town’s existing Municipal Asset Management Plan (MAMP) – however, all other requirements that are proposed within this Bill are currently contained with the Town’s MAMP document. 3. January 1, 2021 (Phase II) – All municipalities are to have developed and adopted an Asset Management Plan for all other infrastructure assets (facilities, fire, fleet, library, MIS, parks, and other road right-of-way assets). • Future Growth Analysis will be required to be added to the Town’s existing Municipal Asset Management Plan (MAMP) – however, all other requirements that are proposed within this Bill are currently contained with the Town’s MAMP document. 4. January 1, 2022 (Phase III) – All municipalities are to update their MAMP’s for all infrastructure assets and to demonstrate financial sustainability through a long-term financial plan. • The Town is currently undertaking a Long-Range Financial Plan (expected to be completed by the end of 2017). This application will mature the Asset Management (AM) program across all Service Areas by developing an Asset Management Policy and Governance. 3. Origin: As a component of the application package, FCM requires an official Council resolution committing to undertake the activities outlined in the project workplan. The intent of the projects to be completed as part of this application is to address future legislative requirements (Bill 6) regarding Asset Management. 4. Background: FCM’s Municipal Asset Management Program provides grants to implement Asset Management projects that improve Asset Management processes in Canadian municipalities. The program requires an assessment of current Asset Management practices, an application form and a resolution from Council. The maximum funding available is a $50,000 grant which covers up to 80% of total project costs. FCM is accepting applications year-round for this program. Any approved project must be completed within 11 months of receiving funding. Asset Management practices and deliverables will soon be regulated under the Government of Ontario’s proposed municipal Asset Management regulation. Strategic Asset Management Policies must be in place in all Ontario municipalities by January 1st, 2019. Future municipal Asset Management Plans Report to: Operations Committee Report number: PW 27-17 Page 2 of 5 Page 35 of 82 Agenda Item # 6.5 will have to meet specific reporting criteria such as levels of service assessments, financial sustainability requirements, and growth impacts by January 1st, 2020. As a component of the application for this funding, the Town is required to complete a Readiness Scale assessment of current Asset Management (AM) practices. This was done with input from each Service Area (Facilities, Fire, Fleet, Library, Municipal Information Systems, Parks, and Roads). FCM’s Readiness Scale assesses AM planning in 5 core competencies: 1. Policy and Governance 2. People and Leadership 3. Data and Information 4. Planning and Decision-Making, and 5. Contribution to Asset Management Practice The results of the Readiness Scale survey show that while some Service Areas are performing very well there are always opportunities for continued improvement. 5. Discussion: In order to set the Town on a course to fulfill the requirements of the Government of Ontario’s proposed municipal Asset Management regulation, the Town’s FCM application proposes three core activities: I. Develop the Town of Whitby’s Asset Management governance framework II. Prepare a Request for Proposal (RFP) for Asset Management database management software and train staff III. Integrate levels of service metrics for all asset classes The activities included with the Town’s FCM application should improve scores on this scale by at least one level in the areas of Policy and Governance (developing and adopting a Strategic Asset Management Policy), Data and Information (improving the availability and integration of asset data through a comprehensive Asset Management database), and Planning and Decision- making (assessing current levels of service will empower the Town to decide upon future sustainable levels of service). 6. Public Communications/Plan: N/A Report to: Operations Committee Report number: PW 27-17 Page 3 of 5 Page 36 of 82 Agenda Item # 6.5 7. Considerations: 7.1. Public Public involvement is not necessary for this undertaking. The benefit to the public lies in increased efficiency and transparency and in the Town’s ability to support decisions with improved data. 7.2. Financial Overall, the anticipated cost of this project will be $62,000. If the FCM’s MAMP program funds 80% of the project, that will equate to a grant of $49,600. The Town of Whitby will be required to complement the remaining $12,400, which would be funded through existing operational salaries. The $62,000 funding breakdown is as follows: I. Develop the Town of Whitby’s Asset Management governance framework ($7,500) to meet the future requirements of the Bill 6 requirements prior to January 1, 2019 deadline. a. Staff time to draft a Strategic Asset Management Policy ($4,500) b. Municipal Asset Management Planning Working Group time to revise the Policy document ($1,500) c. Time to draft final Policy ($1,500) II. Prepare a Request for Information (RFP) for Asset Management database management software and train staff ($44,500) a. Staff time to write a Request for Information (RFI) for a Comprehensive Asset and Work Order Management Software System ($3,750) b. Staff time to create the corresponding Request for Proposal (RFP) ($6,750) c. The budget includes training costs for up to 20 staff members ($34,000) III. Integrate levels of service metrics for all asset classes ($10,000) a. Funding will compensate for staff time to research best practices for defining and reporting levels of service for all asset types and to integrate levels of service metrics into our Asset Management database ($10,000) 7.3. Impact on and input from other Departments/Sources Input was received from the Corporate Services Department in the preparation of this Report Staff representatives from each Service Area will jointly work on the RevAMP Project. Report to: Operations Committee Report number: PW 27-17 Page 4 of 5 Page 37 of 82 Agenda Item # 6.5 Public Works will be bringing forward to Council the updated annual Municipal Asset Management Plan (MAMP) in late 2017/early 2018. 7.4. Corporate and/or Department Strategic Priorities Whitby Council 2014-2018 Goals No.3 To continue the Whitby tradition of responsible financial management and respect for taxpayers; and to understand the importance of affordability to a healthy, balanced community. 8. Summary and Conclusion: The RevAMP Project and its proposed activities will bring the Town of Whitby in line with the proposed provincial Asset Management regulation in advance of the expected deadlines and will give staff time to prepare to account for the impacts of Growth in future Asset Management Plans. It is expected that the results of this project will be demonstrable improvements to our Asset Management practices corporation-wide and will provide for increased transparency and clarity in planning and decision-making in the future. 9. Attachments: Appendix A – MAMP Application Form Appendix B - RevAMP Workplan and Budget Appendix C – MAMP Readiness Scale For further information contact: Graeme Williamson, Asset Management Supervisor, x3543 Greg Hardy, Manager of Engineering & Infrastructure Services, x2259 Original Approved and Signed. Suzanne Beale, Commissioner Public Works, x4311 Original Approved and Signed. Matthew Gaskell, Chief Administrative Officer, x2211 Report to: Operations Committee Report number: PW 27-17 Page 5 of 5 Page 38 of 82 Agenda Item # 6.5 Appendix A FCM’s Municipal Asset Management Program Application Form IMPORTANT: Before filling out this application form, please read the Municipal Asset Management Program (MAMP) application guide, available on the FCM website. We encourage you to contact FCM before you submit your application. FCM advisors can help determine if your project is eligible, answer questions and help you prepare a successful application. Contact us at: [email protected] Tel.: 613-907-6208 or 1-877-997-9926 Part A: Applicant information There are two eligible lead applicant categories: Municipal governments (e.g. towns, cities, regions, districts, etc., and local boards thereof) Municipal partners applying in association with a municipal government A municipal partner is one of the following entities: a. a municipally owned corporation b. a regional, provincial or territorial organization delivering municipal services c. an indigenous community Certain indigenous communities require a shared service agreement with a municipal government related to infrastructure to be eligible. Contact FCM for additional details. d. a not-for-profit organization with a focus on municipal services Please note that private-sector entities are not eligible as municipal partners. Page 39 of 82 Agenda Item # 6.5 1. Lead applicant information Please select your organization type from the list below. If you are unsure, please review the application guide, or contact FCM: email [email protected] or call 613-907-6208 or 1-877-997-9926. Municipal government (e.g. towns, cities, regions, districts, etc., and local boards thereof) Municipal partner a municipally owned corporation a regional, provincial or territorial organization delivering municipal services an indigenous community Certain indigenous communities require a shared service agreement with a municipal government related to infrastructure to be eligible. Contact FCM for additional details. a not-for-profit organization with a focus on municipal services Other Describe: 2. Lead applicant contact information Organization name The Corporation of the Town of Whitby Mailing address Address 575 Rossland Rd E City Province/territory Postal code Whitby Ontario L1N 2M8 Tel. Fax (optional) 905-430-4300 905-686-9305 Lead applicant primary contact information Salutation (optional) First name Last name Middle initial (optional) Ms. Riona Askara Title Email Asset Management Technician [email protected] Tel. (work) Ext. Cell (optional) 905-430-4300 3515 905-706-1512 Page 40 of 82 Agenda Item # 6.5 3. Additional lead applicant information The following demographic information will help FCM understand the reach and results of the Municipal Asset Management Program: Lead applicant annual operating budget $118,000,000.00 Number of administrative staff that manage the municipality or lead organization (e.g. senior administrators, finance, public works, 101 – 500 planners and other administrative staff) Part B: Self-assessment Please complete a self-assessment using the Asset Management Readiness Scale, available for download. Using the results of the self-assessment, fill in the Current State column in the table below. 5. Self-assessment summary – Current State Competency Current State Notes What are your current Provide rationale for assigning each readiness level. What specifically readiness levels? have you done that puts you at the readiness level you have selected? Policy and governance Level 1 We have no official AM policy but we have support to create it. We have a permanent AM Team, AM Working Group, and council- People and leadership Level 1 approved funding Inventory data includes risk assessments and conditions; need a live Data and information Level 1 connection to financial data. Long-term Financial Plan expected by 2018. Planning and decision We are in the process of compiling a list of current decision-making Level 1 making practices for each Service Area and expect to have this by year end. We are members of Durham Asset Management Group and Asset Contribution to asset Level 2 Management Ontario. We attend events organized by these groups management practice and by Association of Municipalities of Ontario, MFAO Part C: Project description 6. Working title What is the project’s working title? This title will be used publically to identify the project. ReVAMP: Improvements to Whitby's Asset Management Plans (2018-2019) Page 41 of 82 Agenda Item # 6.5 7. Description Provide a high-level description of your project. Summarize what you will do and what the project will achieve in 100 words or less. If your application is accepted, this section will be used as the public description of your project. In order to bring Asset Management in the Town of Whitby to the next level, we will be developing a formal corporate Asset Management Planning Policy, building and refining our comprehensive Asset Management database, and determining and integrating Levels of Service metrics into our database. 8. Activities and deliverables What are the proposed activities that you want FCM to fund? Please identify one to three activities. What deliverables do you plan to submit to FCM at the end of this project that will demonstrate you have completed the activities? Please identify at least one deliverable per activity. Please see the application guide for additional guidance on the level of detail expected. Activity Deliverable Examples: Examples: conduct a needs assessment needs assessment report collect data on the condition of 200 km of roads condition assessment report for 200 km of roads set up a cross-functional asset management asset management committee terms of reference committee and minutes from first two meetings training for cross-functional team of managers training attendance record and copy of training update job descriptions to include asset materials management responsibilities updated job descriptions, and minutes from job description workshop with cross-functional team Add Develop the Asset Management Planning Corporate Asset Management Planning Policy document Remove 1. Policy finalized and adopted by Council Build and refine a comprehensive Asset Training materials and copies of staff certificates/ training Remove 2. Management Database records Integrate Levels of Service metrics into Asset Updated Asset Management Plans (2018) including Levels Remove 3. Management Database of Service metrics and methodology Note: Please use these same activities to complete the workplan and budget template. In the workplan and budget template, you will be required to break each of these activities down into tasks. Page 42 of 82 Agenda Item # 6.5 9. Outcomes Describe how your proposed activities will improve your asset management capacity. What impact will these activities have on attitudes, behaviours, relationships, actions, policies or practices in your organization? What impact will these activities ultimately have on your municipality or community? Why are these activities a priority for you at this time? The Town of Whitby is anticipating significant growth in the next 5 years. Having a formal Asset Management Planning Policy will improve awareness of Asset Management practices in Council, bring these practices into our corporate mainstream, and empower our Service Areas to move forward in unison. Training in the use of an Asset Management and Work Order Enterprise solution will help frontline staff be more efficient in their reporting structure, will enable the Service Areas to mine the resultant data to draw conclusions about asset performance, and will prepare us for enhanced decision modeling in the future. A Levels of Service database will give staff and Council a tool to enhance communication with the public and will allow for future public discussion regarding proposed service level goals. Use the Asset Management Readiness Scale to identify your desired future state. Complete the Desired Future State column below to indicate your intended readiness levels at the end of the funded project. Note: A project will be considered successful if you advance at least one readiness level in at least one competency on the readiness scale. Competency Current State Desired Future State This column will auto populate based on the What are your intended readiness levels at the readiness levels you identify in Part B. end of this project? Policy and governance Level 1 Level 3 People and leadership Level 1 Level 3 Data and information Level 1 Level 3 Planning and decision Level 1 Level 2 making Contribution to asset Level 2 No change management practice 10. Human resources Describe the internal and external human resources who will complete the proposed activities. Who will lead the project? Who will carry out project activities? If you plan to hire external individuals or organizations to carry out project activities, please describe and, if possible, specifically identify them below. Summarize the relevant experience of your proposed project team. This project will be lead by the Asset Management Team in the Public Works Department. Greg Hardy, P. Eng - Manager of Engineering and Infrastructure Services Graeme Williamson, BES, GIS, CET - Supervisor of Asset Management James Newbegin, B. Sc, GISAS - GIS Engineering Technologist Page 43 of 82 Agenda Item # 6.5 Riona Askara, B. Sc - Asset Management Technician 11. Fit with provincial or territorial approach Describe how this project fits within the asset management approach being implemented within your province or territory. The upcoming Municipal Asset Management Planning Regulation that will be put forth by the Ontario Ministry of Infrastructure will require all municipalities to have an Asset Management Policy by January 1, 2019, to incorporate Levels of Service metrics by January 1, 2020 for core assets and by January 1, 2021 for all assets. This project will put the Town of Whitby in a position to achieve these competencies well ahead of these deadlines. 12. Challenges and mitigations What are the one to three most important risks or challenges that could impede the delivery of this project? How will you mitigate these challenges? Add Challenge Mitigation The Asset Management Team is prepared to expand on Reticence from within individual Service Areas Remove 1. any training by walking staff from other Service Areas to adopt new technology through the use of the software Part D: Required attachments Please submit the following with your application Supporting document Comments and reference pages A resolution from council, band council or board of directors, using the sample provided Attach File Remove A completed workplan and budget template Attach File MAMP_Workplan_Budget_Template_EN.xlsm Remove Part E: Declaration and signature Please review this declaration and have it executed by an authorized signatory of the applicant. This declaration confirms that: a) the Applicant understands and will abide by the Federation of Canadian Municipalities’ (“FCM”) requirements, including those related to funding; and b) the information provided in and appended to the application is accurate and complete. I, name , title of the Corporation of the Town of Whitby (herein called the “Applicant”), hereby declare, without personal liability and in my capacity as title of the Applicant, as follows: Page 44 of 82 Agenda Item # 6.5 1. That the Applicant will not be able to receive funding from FCM prior to entering into a legally binding agreement with FCM (the “Agreement”) in respect of the project being applied for (the “Initiative”) and that the said Agreement will contain pre-conditions to funding, all of which the Applicant must comply with, including without limitation: a. the Applicant having obtained all authorizations required to enter into the Agreement and carry out the Initiative; b. the Applicant having obtained assignments of copyright and waivers of moral rights from any consultants or third-parties who have contributed or will contribute to reports prepared on the Applicant’s behalf, such that the Applicant will hold the copyright in all reports related to the Initiative; c. the Applicant providing reports and consenting to FCM sharing the lessons learned and experience gained from the Initiative with other communities across Canada by allowing FCM to publish reports, such as project completion and final reports, on the FCM website; d. the Applicant having incurred costs in connection with the Initiative, which costs must be invoiced to and paid for by the Lead Applicant; and e. the Applicant claiming reimbursement for in-kind costs only, all in accordance with FCM’s restrictions regarding such claims. 2. That the Applicant will carry out the Initiative in compliance with all applicable laws and regulations. 3. That the Applicant will confirm to FCM all sources of funding prior to executing the Agreement. 4. That all of the information contained in this application and in the accompanying documents is true, accurate and complete as of the date of submission. 5. That if any of the information contained in this application and in the accompanying documents becomes inaccurate, incomplete or incorrect, the Applicant will provide updated information and/or accompanying documents. 6. That the Applicant acknowledges and agrees that changes in scope to the Initiative after this date of application may not be accepted by FCM. 7. If the Applicant has engaged or intends to engage (a) consultant(s) who will communicate with FCM on behalf of the Applicant, that the Applicant hereby confirms that the consultant(s) are authorized to do so. Name of authorized agent: Organization: By typing my name above and submitting this application, I am providing my signature for the declaration above. Page 45 of 82 Agenda Item # 6.5 Note: The information provided in this application, including all attachments, will be kept confidential. Access to this information will be limited to: FCM employees and professional representatives who are involved with your Initiative persons to whom the applicant has granted access and persons authorized by law The information provided in applications, including attachments, is subject to FCM’s Privacy Policy. The system will highlight any incomplete questions Review Page 46 of 82 Appendix B Workplan and Budget - MAMP Funding Offer Instructions Lead applicant: The Corporation of the Town of Whitby This is the legal name of your organization. Project title: RevAMP: Improvements to Whitby's Asset Management Plans, Policy, and Processes This is the title describing your project in 10 words or less. Eligible cost Ineligible cost Total cost Activity Start date End date ($) ($) ($) Notes: Activities should match those in Section C of the Application Activity 1: Developing Whitby's AM Governance Framework mm/yyyy mm/yyyy Form. Project timeline may not exceed 11 months. Staff time to create an Asset Management Planning Policy 11/2017 04/2018 $0 $0 $0 Describe the steps that will be taken to complete the activity. Make Drafting the AM Planning Policy 11/2017 04/2018 $4,500 $0 $4,500 sure there is sufficient detail to allow the reader to understand what MAMP Working Group Revisions 11/2017 04/2018 $1,500 $0 $1,500 you will do to achieve the deliverables identified in the Application Final Draft 11/2017 04/2018 $1,500 $0 $1,500 Form and who will be doing the work. Activity 1 Subtotals $7,500 $0 $7,500 Activity 2: Building and refining a comprehensive Asset If you have only one activity, leave the remaining cells blank. mm/yyyy mm/yyyy Management Database Staff time to write Request for Information 11/2017 06/2018 $3,750 $0 $3,750 Staff time to create RFP for Comprehensive Enterprise Asset and 11/2017 06/2018 $6,750 $0 $6,750 Work Order Management Software Software training for staff who will use the acquired software 11/2017 06/2018 $34,000 $0 $34,000 Activity 2 Subtotals $44,500 $0 $44,500 Activity 3: Integrating Levels of Service Metrics into Asset mm/yyyy mm/yyyy Management Database Staff time to research best practices and input performance metrics for all asset classes 03/2018 09/2018 $10,000 $0 $10,000 Activity 3 Subtotals $10,000 $0 $10,000 Total costs $62,000 $0 $62,000 Total eligible costs $62,000 NB: Click on the Calculate Budget button to round off all figures to the nearest $100. Calculate Budget Contingency costs: Have you included room for contingencies in some or all of your task costs? Please explain. Contingency is not mandatory. In Activity 2, we have budgeted for training for 20 staff to receive training at a cost of $1,500 per person per course. The number of people needing training could be higher and the cost of training could change depending on other factors (group training rates, the software purchased, etc.) Other Notes: Page 47 of 82 Agenda Item # 6.5 Sources of Funding Instructions Use the table below to demonstrate how you will cover all costs of your proposed project. The total of all funding sources must equal the total project costs (eligible + ineligible) in your workplan and budget table (tab 1). Additional funding sources could include cash contributions from your organization, and other government or non-government funding sources. FCM offers grants, which cover up to 80% of eligible costs, to a maximum of $50,000 to undertake eligible activities. The spreadsheet will auto- calculate the maximum grant amount for which you are eligible, based on the total eligible costs in the budget. Date committed Amount Percentage of Funding source Description Confirmed (Y/N) DD-MM-YYYY ($) total budget FCM grant Grant N $49,600 80% Town of Whitby Contribution Y $12,400 20% Additional funding source $0 0% Additional funding source $0 0% Additional funding source $0 0% Additional funding source $0 0% Total funding: $62,000 [Should equal budget total costs, Line 13 below] Budget total costs $62,000 Budget total eligible costs $62,000 Page 48 of 82 Agenda Item # 6.5 Agenda Item # 6.5 Appendic C Municipal Asset Management Program Asset Management Readiness Scale Page 49 of 82 Agenda Item # 6.5 Table of Contents The Asset Management Readiness Scale 1 What is a readiness scale? 1 How can you use the Asset Management Readiness Scale? 1 How does this readiness scale work? 1 Self-assessment instructions 2 Tips 2 Introduction to asset managementand key terms 3 What is asset management? 3 How are asset management systems governed and implemented? 4 What kind of data and information is used in asset management? 5 How can training, development and knowledge sharing support asset management? 5 Competency: POLICY AND GOVERNANCE 6 Competency: PEOPLE AND LEADERSHIP 7 Competency: DATA AND INFORMATION 8 Competency: PLANNING AND DECISION-MAKING 9 Competency: CONTRIBUTION TO ASSET MANAGEMENT PRACTICE 10 Notes: 11 The Municipal Asset Management Program is a new five-year, $50-million program designed to help municipalities make informed decisions about infrastructure investment. The program is offered by the Federation of Canadian Municipalities and funded by the Government of Canada. Page 50 of 82 Agenda Item # 6.5 The Asset Management Readiness Scale What is a readiness scale? Readiness scales are widely accepted for a number of different uses. This readiness scale measures progress of local governments as they adopt asset management practices. Readiness scales provide a common method for assessing progress, or level of adoption, across diverse groups. They allow individuals or organizations to assess their current state against a progressive scale. How can you use the Asset Management Readiness Scale? The needs of municipalities vary widely, and the approaches to imple- menting asset management differ in communities across the country. The Asset Management Readiness Scale will allow you to measure your progress along a common scale regardless of the implementation framework you choose. This document is meant to complement any asset management approach being implemented in any jurisdiction across Canada. It is applicable to any municipality or local government organization. The scale shows that creating and implementing an asset management system is a step-by-step process that takes time and resources and does not happen overnight. It is meant to structure the asset manage- ment journey and provide an objective means of evaluating progress. How does this readiness scale work? This scale describes five asset management “competencies”: • Policy and governance: Putting in place policies and objectives related to asset management, bringing those policies to life through a strategy or framework, and then measuring and monitoring implementation over time. • People and leadership: Setting up cross-functional groups with clear accountability, and ensuring adequate resourcing and commitment from senior management and elected officials to advance asset management. • Data and information: Using asset data, performance data, and financial data to support effective asset management planning and decision-making. • Planning and decision-making: Documenting and standardizing how the organization sets priorities, conducts capital and operations and maintenance (O&M) planning, and decides on budgets. • Contribution to asset management practice: Training and staff development, sharing knowledge internally and participating in external knowledge sharing. Asset Management Readiness Scale 1 Page 51 of 82 Agenda Item # 6.5 For each asset management competency, there are five levels. The five levels form a progressive scale, from initial investigation to adoption and, eventually, full integration of asset management practices into daily routines. The “outcomes” described at each level show, in practical terms, what it means to be at that level. This information can help you set goals and objectives, and design initiatives that you may wish to have funded through the Municipal Asset Management Program. If you are new to asset management, or need an introduction to key asset management terms, read the “Introduction to Asset Management” section on the next page before using the readiness scale to conduct a self-assessment. Self-assessment instructions 1. Bring a group of cross-functional staff together to conduct the self-assessment — this should not be done by one person in isolation. 2. For each asset management competency, read through the descriptions and outcomes for each level. 3. Discuss and evaluate your organization’s current state. 4. Assign your organization the level for which it has completed the corresponding outcomes. 5. On the “notes” page, document why you chose this level. What specific actions has your municipality taken that correspond with this level? Tips • When self-assessing, choose the level that describes your achieved outcome. (The exception would be Level 1, at which point you may be in the process of getting started.) If you are still working on a specific level, assign yourself the previous level. • You need not progress through the five competencies in any particular order. Where you focus your efforts is entirely up to you and will depend on your local needs and priorities. 2 Asset Management Readiness Scale Page 52 of 82 Agenda Item # 6.5 Introduction to asset management and key terms What is asset management? Any organization that owns physical assets (such as property, equipment or technology) engages in some form of asset management when caring and planning for those assets. Municipalities and local governments must manage publicly owned assets as part of their mandate to provide services to communities. In some cases, natural assets such as aquifers also provide critical municipal services and should be considered when managing assets. … Assessing the health of municipal infrastructure is necessary if Canada is to ensure that the services, quality of life and economic growth provided by this infrastructure can be sustained over the long term. — Canadian Infrastructure Report Card, 2016 Municipalities and local governments with an asset management program have chosen a structured approach to asset management — a specific way of doing business that continually balances expenditure with performance and risk. The ultimate aim is to ensure that they invest resources well, meet customer service levels and achieve the organizational strategic plan effectively and efficiently. Asset management also provides a means for elected officials and municipal administrators to demonstrate the value of infrastructure planning and maintenance while balancing social, environmental and economic factors. To support effective asset management planning and decision-making, an organization must establish an asset management system — a set of interrelated elements including governance, people, processes, data and technology. Once your asset management system is established, you will be able to say the following: Our organization uses a formalized and holistic approach to ensure that our resources are invested wisely over the long term, continually balancing operations, risks and costs in a way that provides our community with the right service at the optimal cost — not just today but with our community’s future needs in mind. Asset Management Readiness Scale 3 Page 53 of 82 Agenda Item # 6.5 How are asset management systems governed and implemented? Municipalities and local governments use specific governance tools to control and direct asset management. These include a policy, strategy, framework, roadmap and plans, as well as clear roles and responsibilities.1 ORGANIZATIONAL STRATEGIC PLAN (OSP) Vision, mission and values, business policies, stakeholder requirements, goals and risk management ASSET MANAGEMENT POLICY Published commitment, mandated requirements, link between strategic objectives and priorities, overall intentions, principles ASSET MANAGEMENT STRATEGY Direction, framework and approach for implementing the asset management policy to support strategic objectives and sustainable and effective service delivery ASSET MANAGEMENT OBJECTIVES Specific and measurable outcomes required of assets, asset systems and the asset management system ASSET MANAGEMENT ASSET MANAGEMENT ROADMAP SYSTEM Step-by-step plan guiding the actions, Integrated collection of governance, people, CRITERIA AND RISK POLICY responsibilites, resources and timescales to process, data and technology used in effective asset implement the asset management strategy management, planning and decision-making and deliver asset management objectives ORGANIZATION VALUES, PRRITIZATION PRRITIZATION VALUES, ORGANIZATION ASSET MANAGEMENT PLANS Tactical plan or plans guiding use of the asset management system in creating, maintaining and renewing infrastructure and other assets to deliver an agreed level of service and achieve asset management objectives An organization’s asset management policy outlines its commitment and mandated requirements for asset management. The policy is linked to the organization’s strategic objectives and is shaped by the organization’s values and priorities. An asset management strategy outlines the framework and approach for implementing the asset management policy. This framework is the conceptual structure for the asset management system. It defines the system’s internal makeup and its interactions with external practices or functions. The asset management strategy also identifiesobjectives (specific, measurable outcomes required of assets and asset management) and reporting requirements. These include service objectives (the desired level of service to the community). 1 The figure above is adapted from The Institute of Asset Management’s diagram from BSi, PAS 55-1:2008, Figure 5, Page 10. www.theIAM.org 4 Asset Management Readiness Scale Page 54 of 82 Agenda Item # 6.5 The step-by-step plan for implementing the strategy is the asset management roadmap. It identifies actions, responsibilities, resources and timescales. An organization will also have one or more asset management plans that outline more specifically how the asset management system will create, maintain and renew infrastructure and other assets. To create an asset management plan, an organization first does a needs assessment (looking at the current and future gaps in asset service and performance). This needs assessment forms the justification for an asset investment plan, which outlines how and where money will be spent to address the gaps. The asset investment plan is accompanied by a financial plan that identifies the source of funds. For example, the capital plan outlines the scope, cost and schedule of investments in new infrastructure or infrastructure renewal (financed from a capital budget). The operations and maintenance (O&M) plan describes the scope, frequency and cost of operation and maintenance activities (financed from an operating budget). What kind of data and information is used in asset management? Assets are generally grouped together based on the service function they provide. Major asset groups contribute to the delivery of essential municipal services, such as water, wastewater and transportation. Minor asset groups contribute to non-essential services, such as recreation. Effective asset management relies on information about specific assets and asset groups, including the following types of data: • Basic inventory data includes general asset properties such as size, material, location and installation date. • Pooled inventory data is basic inventory data organized by asset group. • Expanded inventory data includes additional, supplementary information on the asset (e.g. design criteria, installation method), its location (coordinates, connectivity) or its role in service delivery (e.g. function, relative importance). • Financial data includes tangible capital asset inventories and valuations, lifecycle costs, and budgets related to operation and maintenance and capital expenditures. • Service adequacy or effectiveness is measured as a level of service. Levels of service are evaluated from various perspectives: corporate, end-user and asset or operational. How can training, development and knowledge sharing support asset management? Introductory training on asset management includes asset management awareness training, which may focus on the concepts, organizational context and value of asset management, as well as its impact on people and processes. Advanced asset management training includes additional concepts specific to one’s roles and responsibilities. Asset management requires both hard skills (such as the analysis of financial, demand, geospatial and asset data) and soft skills (such as stakeholder engagement, communicating horizontally and vertically across silos, and teamwork). Asset Management Readiness Scale 5 Page 55 of 82 Agenda Item # 6.5 Part of having an effective asset management program is the ongoing development of organizational capacity. This includes participation in asset management organizations — industry groups and communities of practice that promote and support effective asset management through training, networking and knowledge sharing amongst leaders and practitioners. Asset management organizations can be global, national or regional. Examples include Asset Management British Columbia (AMBC), the Canadian Network of Asset Managers (CNAM) and the Institute of Asset Management (IAM). ASSET MANAGEMENT READINESS SCALE Competency: POLICY AND GOVERNANCE This competency involves putting in place policies and objectives related to asset management (AM), bringing those policies to life through a strategy and framework, and then measuring and monitoring implementation over time. 1 2 3 4 5 Working on Completed Completed Completed Completed Completed Level 1 Level 1 Level 2 Level 3 Level 4 Level 5 Readiness We have set We have drafted We are using our AM We have a fully We are continually Level expectations for our an AM policy and policy to guide our functional AM improving the AM AM program. We strategy and have actions. We have system. We are system. Our AM have the support we developed a created a roadmap using performance objectives and need to begin work framework for and have established measures to track roadmap are refined on an AM policy. our AM system. performance progress and based on the measures. outcomes. evolving needs of our community. You have achieved a specific readiness level when you can demonstrate the Outcomes corresponding outcomes below. • Senior • We have drafted • We are starting • We are managing • We are validating management has an AM policy. to use AM policy assets and services and refining Policy and committed to • Senior objectives to guide in accordance with corporate, service formalizing management our actions. AM policy and and AM objectives Objectives an AM program. and council have organizational based on the endorsed the AM objectives. evolving needs of policy. our community. • We have drafted • We have completed • We have • We are achieving • We are following a basic set of the strategy and established a our AM policy our roadmap objectives that framework for our roadmap to objectives through in continually will guide the AM system. guide the a fully functional improving the development of detailed actions AM system. Ne- AM system and in Strategy and our AM system. surrounding cessary workflows, documenting the our AM strategy documents and improvements. Framework deployment. reporting tools are in place. We are updating our roadmap to address evolving needs. • We have defined • We have • We have • We are using • We are monitoring the expected AM documented our established performance performance and system benefits AM system plans performance measures to using the feedback Measurement and outcomes. and our objectives measures to monitor progress to prioritize and and for the coming monitor AM and AM system make ongoing Monitoring year. system progress outcomes and refinements and and its outcomes benefits. improvements. and benefits to our community. 6 Asset Management Readiness Scale Page 56 of 82 Agenda Item # 6.5 ASSET MANAGEMENT READINESS SCALE Competency: PEOPLE AND LEADERSHIP This competency involves setting up cross-functional groups with clear accountability, and ensuring adequate resourcing and commitment from senior management and elected officials to advance asset management (AM). 1 2 3 4 5 Working on Completed Completed Completed Completed Completed Level 1 Level 1 Level 2 Level 3 Level 4 Level 5 Readiness We have council We have a clear Our AM team has Our AM team is Our council’s Level support to establish a mandate for our AM clear responsibility responsible for commitment cross-functional AM team, and council for improving our guiding and drives continuous team to explore AM has approved AM system. Council supporting AM on improvement of the needs and develop funding for priority champions AM as an ongoing basis. AM system. Roles a plan for improving improvements to our a core business AM system roles and and responsibilities our AM system. AM system. function. responsibilities are evolve to meet operationalized. ongoing needs. You have achieved a specific readiness level when you can demonstrate the Outcomes corresponding outcomes below. • We have • We have formed • The AM team* • Our AM team* • The AM team* appointed a cross-functional works within our has been made guides and resources to AM team* to guide organization to permanent and supports the Cross- investigate our and oversee AM lead, communicate tasked with ongoing community’s AM system planning and support AM guiding and improvement Functional requirements and deployment. improvement supporting the of the AM system Groups and to define and change AM function across within the and introduce an management. the organization organization. appropriate AM on an ongoing system. basis. • Appointed • Our AM team* • Our AM team* • We have • We are resources have has been made has been made operationalized documenting been mandated accountable accountable for AM AM system changes to AM to investigate and for guiding AM implementation roles and system roles and assess our AM development, with and we have responsibilities responsibilities as Accountability needs planning, a documented added AM across our needed to support documented by mandate and terms system roles and organization. our evolving a draft terms of of reference. responsibilities requirements. reference. to staff job descriptions. • Council is aware of • Council • Council champions • Council has • The AM team the resourcing and demonstrates AM as a core approved funding measures and Resourcing funding dedicated buy-in and support business function for ongoing AM monitors progress. to exploring for AM and has and has approved system monitoring Council is and AM system approved funding funding to continue and enhancement. committed Commitment requirements for priority AM roadmap to ongoing and to proposing improvements. activities. improvement of an AM roadmap. the AM system. * Note: Larger organizations may have both an AM team responsible for implementation and an AM steering committee to provide direction and oversee the work. Smaller organizations may group these functions together. This outcome may be better suited to an AM team or an AM steering committee, depending on the organization. Asset Management Readiness Scale 7 Page 57 of 82 Agenda Item # 6.5 ASSET MANAGEMENT READINESS SCALE Competency: DATA AND INFORMATION This competency involves using asset data, performance data and financial data to support effective asset management (AM) planning and decision-making. 1 2 3 4 5 Working on Completed Completed Completed Completed Completed Level 1 Level 1 Level 2 Level 3 Level 4 Level 5 We have inventory We have basic We have basic We have expanded We have expanded data and financial inventory data inventory data inventory data inventory data Readiness data, aligned with for major assets, for all our assets, on major assets, on all assets. We Level minimum reporting including some with some level of including condition have performance requirements for condition and service information and performance forecasts and risk tangible capital performance data. and standardized information. We have assessments in place assets. We have detailed condition ratings. We basic forecasts and for most assets. financial data for have linked AM and risk assessments some of our assets. financial information for some assets. We for our major assets. have a long-term community financial plan in place. Outcomes You have achieved a specific readiness level when you can demonstrate the corresponding outcomes below. • We have • We have basic • We have basic • We have expanded • We have expanded pooled inventory inventory data inventory data inventory data, inventory data and data, including for most major for all assets. We and have evaluated have evaluated approximate assets, including have defined life the relative risks the relative risks quantities of information on cycle investment and life cycle and life cycle Asset Data assets within general asset requirements for investment investment most asset groups. properties such some assets. requirements requirements as size, material, associated with associated with location and major assets. most assets. installation date. • We have • We have some • We use • We have defined • We have informal or information on standardized and measured completed needs anecdotal asset condition condition rating levels of service forecasts and approaches for and performance systems for most for most assets. risk management Performance measuring asset for major assets, asset groups. We have introduced strategies for most Data condition or collected from a Some level of basic needs assets. performance. variety of sources. service measures forecasting and Some age have been defined risk management information and data has been strategies for most exists. captured. assets. • We have financial • We have • We have captured • We have calculated • We understand the data on our captured capital capital and the cost of service trade-offs between assets, supporting and operating operating delivery for all investment and minimum PS-3150 expenditure data expenditure data major assets. We the quality of the Financial Data reporting for some assets. for most assets. have developed front-line services requirements.2 We have developed We have linked a long-term (at we deliver and we a strategy to link AM and financial least 10-year) use this to refine AM and financial information for all financial plan. our financial plans. information. major assets. 2 PS-3150 is the Public Sector Accounting Board’s standard guiding the treatment of tangible capital assets. 8 Asset Management Readiness Scale Page 58 of 82 Agenda Item # 6.5 ASSET MANAGEMENT READINESS SCALE Competency: PLANNING AND DECISION-MAKING This competency involves documenting and standardizing how the organization sets asset management (AM) priorities, conducts capital and operations and maintenance (O&M) planning, and decides on budgets. 1 2 3 4 5 Working on Completed Completed Completed Completed Completed Level 1 Level 1 Level 2 Level 3 Level 4 Level 5 Our asset investment Our asset investment Our asset investment Our asset investment Our asset investment plans address basic plans address plans manage short- plans balance plans are integrated Readiness needs and respond observed short- term risks and short-term service to address risks to to known problems. term issues. We service impacts. objectives (our both service and Level We evaluate priorities evaluate each need We set priorities desired level of business goals. We based on experience, individually, and based on common service) with longer- have detailed AM council and teams set priorities organizational goals term goals and risks. plans for all services. management independently of and objectives. Planning is carried We are continually input and available each other, based We have drafted out using our AM improving our information. on objectives and preliminary AM system and kept up approach. criteria representing plans. to date via normal the needs of their business. departments. You have achieved a specific readiness level when you can demonstrate the Outcomes corresponding outcomes below. • Our approach to • Our departments • We have developed • We employ • We employ our asset investment follow a similar a structured our structured structured asset planning varies but informal asset asset investment asset investment investment across the investment planning approach planning approach planning approach organization. planning approach. but application is across our core across all services. Documentation • We evaluate inconsistent. services. • We adapt our and investment needs • We set priorities • We set priorities planning approach Standardization and priorities using similar using criteria and criteria to based on a mix criteria based on which are fully align with evolving of structured and organizational aligned with our organizational ad-hoc practices goals and organizational goals and and criteria. objectives. goals and objectives. objectives. • Our asset • Our asset • Our asset • Our asset • We have investment plans investment investment plans investment plans integrated and are typically plans are largely are based on are based on optimized asset Asset reactive and focus based on short- short-term issues both short- and investment plans. Investment on addressing term asset, and priorities. long-term issues We have developed Plans basic needs organizational We have drafted and priorities. We detailed AM plans (e.g. growth, and environmental preliminary AM have developed for all services. regulations and issues. We do not plans for priority detailed AM plans known problems). have an AM plan. services. for core services • We prepare • We prepare • We prepare an • We prepare • We prepare annual capital annual capital and annual capital annual needs- multi-year needs- and operating operating budgets budget which is based capital and based capital and budgets which are which are based based on a fresh operating budgets operating budgets based on historical on a mix of reassessment of which are based which are based values. We deal historical values current needs. on a fresh on our short- Budgets with new needs and new priorities. Our operating reassessment and mid-term reactively, as they budget is based of risks and needs. We take occur. on a mix of current needs. a structured historical values approach to and new priorities. addressing in- cycle changes. Asset Management Readiness Scale 9 Page 59 of 82 Agenda Item # 6.5 ASSET MANAGEMENT READINESS SCALE Competency: CONTRIBUTION TO ASSET MANAGEMENT PRACTICE This competency involves asset management (AM) training and developing staff, sharing knowledge internally and participating in external knowledge sharing. 1 2 3 4 5 Working on Completed Completed Completed Completed Completed Level 1 Level 1 Level 2 Level 3 Level 4 Level 5 Readiness AM development Our organization Our organization is Our organization Our organization is Level is informal and has membership an active participant contributes to viewed as a thought largely driven by the in one or more AM in industry events. industry events and leader and coach. personal initiative of organizations and All staff receive shares experience Select staff are team members. selected staff are basic AM awareness with peers. An AM trained as internal trained on basic training. training plan is in AM experts. AM concepts. place for all positions Outcomes You have achieved a specific readiness level when you can demonstrate the corresponding outcomes below. • Our AM training • Our AM training • We provide all our • We have • We train select and development and development staff with basic AM defined AM staff members as approach is requirements awareness training. knowledge and internal experts informal and are defined by • Some staff skill requirements, to support the largely driven management undergo training and a training plan ongoing by the personal based on short- on advanced AM is in place for all development of Training and initiative of staff. term needs. concepts specific positions. organizational • Some staff • Selected staff are to their roles and • Management capacity. Development conduct targeted trained on basic responsibilities. and staff receive • Proactive, research, seeking AM concepts. role-appropriate role-based training out basic AM training to serves as a information establish needed support for career on AM concepts capacity across development and techniques. the organization. and succession planning. • We are mitigating • We have mitigated • A culture of • There is a • Knowledge is the risk of losing the risk of losing knowledge culture of captured and flows information held in information held in sharing is taking knowledge freely throughout the minds of long- the minds of long- root internally, sharing supported the organization. term staff, through term staff, through supported by by official and Staff are leveraging improved record improved record official initiatives. informal initiatives. internal and Knowledge keeping. keeping. Our organization We maintain industry knowledge Sharing — maintains AM and disseminate and leading Internal knowledge AM knowledge practice resources. resources resources (e.g. (e.g. manuals, manuals, training, training, software). software). • We communicate the benefits of AM internally. • We are in the • Staff or elected • We are members • We are actively • We are a thought process of officials have of one or more AM involved in AM leader within the investigating attended AM- organizations and organizations and industry. We are industry groups related events. actively participate present at industry active in coaching Knowledge and resources. in industry events. events. We have others to improve Sharing — shared information the overall body of External with our peers on knowledge. our experience, • We communicate innovations and the benefits of our lessons learned. AM program to the public. 10 Asset Management Readiness Scale Page 60 of 82 Agenda Item # 6.5 ASSET MANAGEMENT READINESS SCALE NOTES: Provide rationale for assigning each readiness level. What specifically have you done that puts you at the readiness level you have selected? Readiness Competency Level Notes Policy and governance Putting in place policies and objectives related to asset management, bringing those policies to life through a strategy and framework, and then measuring and monitoring implementation over time. People and leadership Setting up cross-functional groups with clear accountability, and ensuring adequate resourcing and commitment from elected officials to advance asset management. Data and information Using asset data, performance data and financial data to support effective asset management planning and decision-making. Planning and decision-making Documenting and standardizing how the organization sets priorities, conducts capital and operations and maintenance planning, and decides on budgets. Contribution to asset management practice Training and developing staff, sharing knowledge internally and participating in external knowledge sharing. Asset Management Readiness Scale 11 Page 61 of 82 Agenda Item # 6.5 Subscribe to our e-bulletin to receive up-to-date information on FCM programs: fcm.ca/fcmgreen or visit our website: fcm.ca/assetmanagementfunding Page 62 of 82 New and Unfinished Business- Operations Committee Revised Item Number Description Resolution Meeting Date Due Date Explanation/Comments Date MD - 1300 Public Works That after assessment of the installation of the three-way stop sign at 09 Dec 2013 19 Jun 13 Nov 2017 (Comments updated Department, PW 34-13 Darren Avenue and Chatterson Street, that a staff review be 2017 Nov 2016) Is not a Re: Darren Avenue - conducted to consider the effects of the three-way stop sign and pedestrian signal review Pedestrian Signal report back to Council. but rather a review of the Review effectiveness of an all way stop. Was installed in 2014. Volume data was collected in late 2014 and 2015 however, due to staff priorities and workload a report back to Committee was not completed. We do have an email from an effected resident requesting that the signs be removed for the safety of the community and that they regret the installation. Effectiveness of an all- way stop control will be a difficult report as speed and volume should not be a factor in the review, but rather compliance with traffic control and delay. Page 63 of82 Agenda Item#7.1 Updated: September 25, 2017 page 1 of 9 NUB - Operations Revised Item Number Description Resolution Meeting Date Due Date Explanation/Comments Date MD - 1346 Public Works 1. That Public Works Department Report, PW 6-14 be referred 03 Feb 2014 14 Nov 22 Jan 2018 (Comments updated Department Report, PW back to staff to investigate the issues and concerns described 2016 Nov 2016) Staff have 6-14 Re: Garden Street by the residents on Cork Drive; and undertaken further (Dryden Boulevard and 2. To investigate and have a full understanding of the impact of consultation with Cork Taunton Road) fencing in relation to noise concerns. Drive residents and are Environmental finalizing the Cork Drive Assessment Study - Operational Review Final Report Study - which was a result of comments received through the Garden Street EA process. It is currently anticipated that the Cork Drive Study will be completed by the end of 2016 - and the Garden Street EA would then be updated accordingly. It is currently anticipated the Garden Street EA will be finalized in February/March of 2017 with the ESR Study Report filed for the mandatory 30 day public review period. MD - 1347 New and Unfinished That the Special Events Policy be referred to staff to review and 03 Feb 2014 10 Apr 23 Oct 2017 The Town’s Special Business Item 6.7 - update to include a process to handle requests for financial support 2017 Events Policy is in need Special Events Policy from organizations for community events. of updating to comprehensively cover the permitting and licencing of special events and the operation Page 64 of82 of Town run special Agenda Item#7.1 events. Corporate Communications is currently working with the Office of the Town Clerk on process mapping and policy development. Updated: September 25, 2017 page 2 of 9 NUB - Operations Revised Item Number Description Resolution Meeting Date Due Date Explanation/Comments Date MD - 1776 Planning and 1. That Planning and Development Report PL 59-14 be received 02 Sep 2014 30 Apr Development as information; 2018 Department, Corporate 2. That Staff report back, for Council’s consideration in the Services Department second quarter of 2015, on the details of policy, criteria, and and Community and procedures to review and assess unsolicited proposals to Marketing Services acquire municipal properties, including additional criteria for Department Joint properties which have special significance for destination Report, PL 59-14Re: use / activity potential; and, Review of unsolicited 3. That unsolicited proposals for municipal property, not be proposals for sale or considered until such time as Council has declared such procurement of properties surplus and until such time as the policy set in municipal properties; Recommendation No. 2 has been developed and approved and Review of Brock by Council. Street Brewing Company Business Plan MD - 1973 Public Works 9. That staff report back in early 2016 with the results of the 40 km/h 02 Feb 2015 06 Mar 13 Nov 2017 (Comments updated Department Report, PW speed limit trial on Montgomery Avenue and Robert Attersley Drive 2017 Nov 2016) Data was 9-15 Re: 40 km/h Speed East. collected in 2014 and Limit Review 2015 and has been scheduled to be collected fall 2016 as well. This will give us a clear picture of before and after speed and volume. Due to staff priorities and workload a report back to Committee was not completed as planned. However, having 2016 traffic data will be beneficial to Page 65 of82 demonstrate whether Agenda Item#7.1 any potential changes were short-term only. Planning to report back in May 2017 on results. Updated: September 25, 2017 page 3 of 9 NUB - Operations Revised Item Number Description Resolution Meeting Date Due Date Explanation/Comments Date MD - 2317 Public Works 2. That Staff report back to Council on Road Right-of-Way Standards 30 Jun 2015 27 Mar 22 Jan 2018 (Comments updated Department Report, PW to be implemented within Downtown Whitby and Downtown Brooklin. 2017 Nov 2016) Road Right- 34-15 Re: Road Right- of-Way standards for of-Way Standards downtowns. The Planning Department is bringing forward a report on Werden's Plan - which includes a new/proposed Downtown ROW standard. The intent was for the Downtown ROW Report to follow the Werden's Plan Report - which has been delayed for some time. It is currently anticipated that the Werden's Plan Report will be brought forward to Council in February of 2017. MD - 2451 Anderson Street Petition Councillor Gleed presented a petition from residents from Settler’s 26 Oct 2015 19 Jun 23 Oct 2017 Court and Breezewood Court in Brooklin requesting immediate 2017 consideration of traffic safety measures on Anderson Street. Chair Roy advised that the petition should be submitted to the Clerk and the Commissioner of Public Works requested to bring forward a report at the earliest opportunity MD - 2764 Public Works 3. That Staff report back to Council in June of 2016 with 12 Sep 2016 23 Jan 22 Jan 2018 Department Report, PW recommendations for road rationalization with the Region of Durham. 2017 10-16 Re: Road Rationalization - Region of Durham MD - 3015 Retention of Ownership That the motion regarding the retention of ownership of Dundas 30 May 2016 Page 66 of82 of Dundas Street, from Street, from Cochrane Street to Garden Street, be tabled. Agenda Item#7.1 Cochrane Street to Garden Street Updated: September 25, 2017 page 4 of 9 NUB - Operations Revised Item Number Description Resolution Meeting Date Due Date Explanation/Comments Date MD - 3160 Public Works 8. That Town staff meet with Regional staff to discuss who does what12 Sep 2016 05 Dec 22 Jan 2018 Department Report, PW regarding street lighting on Regional Roads and report back to Town 2016 30-16 Re: Town Council. Comments on Draft 2017 Region of Durham Road Program and 9- Year Forecast MD - 3161 Public Works 2. That Council consider and provide direction on an interim 12 Sep 2016 04 Dec (Comments updated Department Report, PW (October 1, 2016 to November 31, 2017) payment in lieu policy 2017 November 2016) To be 31-16 Re: Discount Rate (PIL) for parking; included as part of for Leased Parking in 3. That staff bring forward to Council the Terms of Reference for Parking Master Plan Municipal Lots and the Parking Master Plan in January 2017; and, Interim Payment in Lieu 4, That a payment in lieu (PIL) policy be developed as part of the (PIL) 2017 Parking Master Plan for surface and structured parking and be brought forward to Council for review and consideration. MD - 3183 Office of the Town Clerk 4. That the Commissioner of Community and Marketing Services19 Sep 2016 06 Mar 23 Oct 2017 Report, CLK 17-16 Re: report back on Council Chambers design to accommodate the 2017 Ward Boundaries and additional Regional Councillor. Council Composition MD - 3222 Community Meeting That staff be directed to explore opportunities to facilitate the 03 Oct 2016 03 Apr 23 Oct 2017 The Office of the Town Support and Policy communication between Members of Council and constituents 2017 Clerk will be consulting through various media options to community and the ability to use with the new Town facilities (i.e. column space in the Whitby Perspective or use of Communications internal photocopiers for constituent correspondence). Division regarding this matter. MD - 3312 Community and 2. That Staff report back on the proposed Volunteer Outdoor Ice Rink14 Nov 2016 11 Sep 23 Oct 2017 Marketing Services Program and draft Policy subject to the completion of the pilot 2017 Department Report, location and the review of increased staff and budget required to CMS 56-16 Re: support the implementation of the program on a Town wide basis. Volunteer Outdoor Ice Rink Program and Policy Page 67 of82 Pilot Project at Whitby Agenda Item#7.1 Kinsmen Park Update Updated: September 25, 2017 page 5 of 9 NUB - Operations Revised Item Number Description Resolution Meeting Date Due Date Explanation/Comments Date MD - 3316 Community and 4. That staff report back to Council following the receipt of the 14 Nov 2016 13 Nov Waiting for results and Marketing Services Department of Fisheries and Oceans Canada long term sediment 2017 information gathered Department Report, management plan for Whitby Harbour. from the Department of CMS 61-16 Re: Update Fisheries and Oceans on Discussions with the Canada - hoping to get Department of Fisheries an update by end of and Oceans Canada 2017 MD - 3404 Public Works 3. That Staff report back to Council on an Asset Management Funding12 Dec 2016 23 Oct Department Report, PW Strategy as part of the Long Term Financing Strategy currently 2017 36-16 Re: Town of proposed in 2017. Whitby Municipal Asset Management Plan Recommendation: MD - 3453 Community and 3.That staff report back to Council with the draft terms of an 30 Jan 2017 19 Jun 13 Nov 2017 Marketing Services agreement of purchase and sale; and, 2017 Department Report, 5. That staff report back on the impact of a proposed closure of CMS 04-17 Re: Vacant Heydenshore Pavilion as a result of the recommended development Town Property - 280 and opportunities to accommodate programming in other municipal Water Street or external facilities. MD - 3454 Community and 5. That staff report back to Council with the draft Terms of 30 Jan 2017 06 Mar delayed until the Marketing Services Reference for approval by the end of the first quarter 2017. 2017 adoption of CIP Department Report, Incentives CMS 05-17 Re: 128 Brock Street South MD - 3501 Office of the Town Clerk That the Codes of Conduct appended to CLK 03-17 be referred to 13 Feb 2017 03 Apr Pending review of the Report, CLK 03-17 Re: staff for a further review of the provisions pertaining to gifts and 2017 Region's Accountability Integrity Commissioner benefits to ensure consistency with the Region of Durham’s Council and Transparency Appointment Code of Conduct and to consult with the Integrity Commissioner to framework in light of Bill determine scenarios whereby a Member or Employee may accept or 68 not accept a gift and benefit, including acceptance of invitations to attend events at the expense of a private third party. MD - 3534 Economic Development That Economic Development Staff be directed to initiate dialogue with21 Feb 2017 19 Jun 22 Jan 2018 Page 68 of82 the Region of Durham and Global Toronto to investigate a strategy for 2017 Agenda Item#7.1 investment opportunities utilizing the recently agreed to Free Trade Agreement between Canada and the European Union. Updated: September 25, 2017 page 6 of 9 NUB - Operations Revised Item Number Description Resolution Meeting Date Due Date Explanation/Comments Date MD - 3754 E-Commerce That Staff be directed to report back through the IT Strategy on the 08 May 2017 23 Oct 2017 Town’s existing e-commerce capabilities, that the IT Strategy provide guidance on how the Town should further develop its digital capabilities, and identify the resources needed to develop and maintain a modern website that will support current and future digital services. MD - 3785 Fire and Emergency 1. That FR 07-17 be referred back to staff for a report back 29 May 2017 16 Apr Services Department, on: 2018 Legal and By-law 1. current processes for the registration of accessory Services Department apartments in the Town including obtaining and Planning and feedback from individuals who currently have Development registered accessory apartments; Department Joint 2. a comparison of the Town’s current processes and Report, FR 07-17 Re: those of neighbouring municipalities; Accessory Apartments - 3. Education and recommendations on an accessory apartment Regulatory Options registration program that is designed to protect the homeowner and the individuals renting the apartments with a provision to explore that the program be self-funded and enforced by the Town’s By-law Services Staff; and, 2. That any financial impacts of the program be included for Council’s consideration. MD - 3803 Review of Advisory That Staff report back on opportunities to reduce, merge or 05 Jun 2017 23 Oct Committees streamline the Advisory Committees of Council. 2017 MD - 3813 Public Works 1. That Public Works Report PW 12-17 be received as 05 Jun 2017 13 Nov 04 Dec 2017 Department Report, PW information; and, 2017 12-17 Re: Emerald Ash 2. That Public Works Staff continue to provide Council with a Borer Action Plan status update on the Emerald Ash Borer (EAB) twice each Update calendar year. MD - 3820 Corporate Services 3.That Staff be directed to report back to Council in 2017 with any 05 Jun 2017 19 Jun 11 Sep 2017 Page 69 of82 Department Report, CS required adjustments to be made to the 2017 Development Charges 2017 Agenda Item#7.1 65-17 Re: West Whitby rate; and, Front Ending Agreement 4. That Report CS 65-17 be referred back to Staff to update the - Information Report financial impacts of the final West Whitby Front Funding and Development Charges Reimbursement Agreement(s). MD - 3827 Outdoor Pickleball That the Commissioner of Community and Marketing Services be 05 Jun 2017 02 Oct 13 Nov 2017 Courts directed to report back with opportunities to expand outdoor pickleball 2017 facilities in the Town, being in addition to the need for pickleball facilities identified through the Sports Facility Strategy adopted by Council in June, 2015. page 7 of 9 NUB - Operations Revised Item Number Description Resolution Meeting Date Due Date Explanation/Comments Date MD - 3859 Public Works 1. That Public Works Department Report, PW 3-17 be referred 19 Jun 2017 02 Oct 30 Apr 2018 Department Report, PW back to staff to consult with residents and investigate 2017 3-17 Re: Proposed alternative options to accommodate parking on Garden Street Garden Street Parking between Dundas Street East and Burns Street and that staff Restrictions, Update report back on this matter in the Fall 2017. Traffic By-law 1862-85 MD - 3894 Community and 3. That a report on the operational strategy, plan and municipal 26 Jun 2017 13 Nov Marketing Services contributions to support the Whitby Innovation Hub-Accelerator 2017 Department and Office be submitted to Council in the Fall 2017 of the Chief Administrative Officer Joint Report CMS 33-17 Re: Whitby Innovation Hub-Accelerator (Wi- HUB) MD - 3895 Office of the Chief 10. That staff report back with recommendations from the 26 Jun 2017 18 Jun Administrative Officer needs assessment and a draft master plan for the Whitby Civic 2018 Report, CAO 06-17 Re: Centre property in the first half of 2018. Town Hall Renovations and Expansion - Revised MD - 3899 Legal and By-law 1. That Council approve the Trap, Neuter, Return (TNR) Program26 Jun 2017 30 Jun Services Department described in this Report on a trial basis for a two year period, 2019 Report, LS 09-17 Re: based on existing colonies and other colonies that can be Trap, Neuter, Return identified within the Town of Whitby (TNR) Program to Manage and Reduce the Feral Cat Population in Whitby MD - 3920 Corporate Services 5.That staff report to Council in 2018 identifying the progress for each21 Aug 2017 05 Mar Department and Office eService project and its related benefits. 2018 of the Chief Administrative Officer Page 70 of82 Joint Report, CS 79-17 Agenda Item#7.1 Re: Long-Term Digital Strategy MD - 3947 Office of the Chief 2. That staff report back on the strategic findings and 18 Sep 2017 13 Nov Administrative Office recommendations of Phase One of the Corporate Rebrand Project in 2017 Report, CAO 08-17 Re: Q4 2017. Corporate Re-brand Project Updated: September 25, 2017 page 8 of 9 NUB - Operations Revised Item Number Description Resolution Meeting Date Due Date Explanation/Comments Date MD - 3961 Review of the Parks and That the Commissioner of Community and Marketing Services and 18 Sep 2017 05 Mar Smoking in Outdoor Town Solicitor be directed to conduct a comprehensive review of the 2018 Public Places By-laws Parks By-law and Smoking in Outdoor Public Places By-law before the end of Q1 2018, including regulations related the permitting of large groups, use of barbeques, non-tobacco smoking, and the use of drones. MD - 3963 Fallingbrook Park That the Notice of Motion regarding Fallingbrook Park be referred to 18 Sep 2017 23 Oct the CAO and Town Clerk to prepare a draft resolution that will 2017 comprehensively review the issue of the Fallingbrook Park retrofit and that the draft resolution be presented to Council within a month. Page 71 of82 Agenda Item#7.1 Updated: September 25, 2017 page 9 of 9 Agenda Item # 9.1 Harbour Day Committee Minutes August 17, 2017 – 2:30 PM Avalon Lounge, Port Whitby Marina 301 Watson Street West Present: Betty Huider Davina Jones, Chair Also Present: Matt Powers, Staff Liaison, Manager of Parks, Marina, Long Range Planning, Tourism & Culture Colleen Keys, Legislative Services Clerk Regrets: Craig Hastings Elsie Myette Liam Nichols Eleanor Stevenson, Vice-Chair Bob Toyama Councillor Emm In accordance with the Terms of Reference, a quorum was not present and the meeting did not proceed as scheduled. Members in attendance discussed several items, but no decisions were made and minutes were not recorded. Page 72 of 82 Agenda Item # 9.1 Ethno-Cultural and Diversity Advisory Committee Minutes September 7, 2017 – 7:15 PM McKinney Room, McKinney Centre 222 McKinney Drive Present: Mayline Brown Aldith Carasquero, Chair Cheryl Frayne Jessie Huang Punita Lumb Barbara Perry Renee Sgroi, Vice-Chair Councillor Yamada Also Present: Samantha Burdett, Durham Region Representative, Policy Advisor, Diversity & Immigration Program Rhonda Jessup, Whitby Public Library Representative, Public Services Manager Sarah Klein, Staff Liaison, Manager of Recreation Jonathan Gilston, Council and Committee Coordinator (Recording Secretary) Regrets: Sharmila Saigaonkar 1. Disclosures of Interest 1.1 There were no disclosures of interest. 2. Approval of Previous Minutes 2.1 Minutes - May 11, 2017 Recommendation: Moved By Renee Sgroi Page 73 of 82 Agenda Item # 9.1 That the Ethno-Cultural and Diversity Advisory Committee minutes of May 11, 2017 be approved. Carried 3. Presentations/Deputations 3.1 Shrishma Dave, Legislative Coordinator, Office of the Town Clerk Re: Boards and Committees Review - Proposed Updates to Policy and Terms of Reference Shrishma Dave, Legislative Coordinator, appeared before the Committee to provide a summary of the proposed updates to the Town's Boards and Committees Policy and the Ethno-cultural and Diversity Advisory Committee Terms of Reference, and requested feedback on the proposed documents. A question and answer period ensued between Shrishma Dave and the Committee regarding the proposed changes, and the Committee provided suggestions with respect to the Terms of Reference and the Policy. 4. General Business and Reports 4.1 Event Review Sarah Klein provided a summary regarding: iEngage's presentation at Sir William Stephenson Public School on May 24, noting the school's appreciation to the Committee for providing the performance; and, the public events at Celebration Square in June 2017, noting that some were cancelled due to inclement weather. Samantha Burdett provided a summary of the Welcome Centre's Forum for sponsoring Syrian refugees on July 5, noting the participant's positive reception to the event. Mayline Brown and Aldith Carasquero provided a summary of the Citizenship Ceremony on July 1. 4.2 Upcoming Events Page 74 of 82 Agenda Item # 9.1 Rhonda Jessup provided an update regarding the upcoming Newcomer Bus Tour scheduled for September 16, 2017, noting that the attendant and waiting lists for the Tour were full. Discussion ensued regarding the Committee members confirmed to participate in the event. Sarah Klein provided information regarding the Heritage Day event scheduled for September 30, 2017. Discussion ensued regarding: the items and activities for the Committee's event booth, such as cultural instruments, and providing information to the public on how to use them; and, the potential for including apple recipes from different cultures. Jessie Huang advised that she would research apple recipes and provide them to Sarah Klein. Sarah Klein advised that further suggestions regarding potential items and activities for the Committee's event booth could be submitted to her via email before September 15, 2017. 4.3 Work Plan Updates Cheryl Frayne provided an update regarding the School Cultural Program session scheduled for Fall 2017, noting her attempts to contact the Principal at St. Mark the Evangelist Catholic School to host a session, and the other potential schools that could host one. Rhonda Jessup provided an update regarding the Inclusive Business Champions Award, noting that nominations were now open for the Award. Sarah Klein advised that the Town would be advertising the Inclusive Business Champions Award via its social media platforms, and that nominations were due by September 15, 2017. Samantha Burdett provided an update regarding the Diversity Forum scheduled for October 19, 2017. She requested volunteers to help plan the Forum, and noted that planning would continue via email before the next Committee Page 75 of 82 Agenda Item # 9.1 meeting scheduled for October 5, 2017. 5. Correspondence 5.1 There was no correspondence. 6. Council Update 6.1 Councillor Yamada provided an update regarding: the Association of Municipalities of Ontario (AMO) Conference from August 13 to 17, and the Town's efforts to open the employment lands in the Town along Highway 407; and, the Corporate Communications Division's initiative to rebrand the Town, including its online survey and social media advertisements. 7. Other Business 7.1 Samantha Burdett provided information regarding the Town of Ajax's Annual Diversity Conference scheduled for September 23, 2017, and advised that it was open to the public and free to attend. 8. Next Meeting 8.1 Thursday October 5, 2017 - 7:15 p.m. McKinney Room, McKinney Centre 222 McKinney Drive 9. Adjournment 9.1 Motion to Adjourn Recommendation: Moved By Jessie Huang That the meeting adjourn. Page 76 of 82 Agenda Item # 9.1 Carried The meeting ended at 8:31 p.m. J. Gilston, Council/Committee Aldith Carasquero, Committee Coordinator Chair Page 77 of 82 Agenda Item # 9.1 Whitby in Bloom Committee Minutes September 12, 2017 – 2:00 PM Meeting Room 1, Operations Centre 333 McKinney Drive Present: Kathy Allam, Vice-Chair Jane Austin Franca Calabro Vera Felgemacher Sue Green, Chair Catherine Hay Karen Lyons Wendy Nunn Jone Webster Donald Wick Councillor Mulcahy Also Present: Meaghan Craven, Senior Planner - Sustainability Lara Scott, Lead, Special Events (Staff Liaison) Jonathan Gilston, Council and Committee Coordinator (Recording Secretary) Regrets: Nicole Dewsbury Judy Rodrigues The meeting began at 2:03 p.m. 1. Disclosures of Interest 1.1 There were no disclosures of interest. 2. Approval of Previous Minutes 2.1 Minutes - June 13, 2017 Recommendation: Page 78 of 82 Agenda Item # 9.1 Moved By Jane Austin That the Whitby in Bloom Committee minutes of June 13, 2017 be approved. Carried 3. Presentations/Deputations 3.1 Shrishma Dave, Legislative Coordinator, Office of the Town Clerk Re: Boards and Committees Review - Proposed Updates to Policy and Terms of Reference Shrishma Dave, Legislative Coordinator, appeared before the Committee to provide a summary of the proposed updates to the Town's Boards and Committees Policy and the Whitby in Bloom Advisory Committee Terms of Reference, and requested feedback on the proposed documents. A question and answer period ensued between Shrishma Dave and the Committee regarding the proposed changes, and the Committee provided suggestions with respect to the Terms of Reference and the Policy. 3.2 Stephanie Bakalar, Social Media Coordinator, Corporate Communications Re: Social Media Stephanie Bakalar, Social Media Coordinator, appeared before the Committee to provide social media statistics from Facebook and Twitter for the 2017 Garden Tour, rain barrel sale and Speaker Series Seminars. She advised that suggestions for future social media posts pertaining to the Committee and its events could be forwarded to her. 4. General Business and Reports 4.1 Corporate Communications Staff Update Lara Scott provided an update regarding: Kim Tafertshofer's appointment as a Staff Liaison to the Committee; the mediums Corporate Communications are utilizing Page 79 of 82 Agenda Item # 9.1 to outreach for potential gardens for the 2018 Garden Tour, such as the Whitby This Week and Experience Our Downtowns magazine; the review of Whitby in Bloom's webpage; and, the Town's Corporate Rebranding initiative and online survey. 4.2 2017 Budget Review It was the consensus of the Committee to defer the topic until the next Committee meeting scheduled for October 10, 2017. 4.3 2018 Speaker Series Kathy Allam advised that Charlie Dobbin, Dennis Flannigan and Lizzie Matheson were booked for the 2018 Speaker Series Seminars scheduled for March 28, April 25 and May 16, respectively, and that the Seminars would take place at Brooklin United Church. 4.4 Rain Barrels Discussion ensued regarding the follow-up to the rain barrel sale. 4.5 2017 Garden Tour Review Discussion ensued regarding: proceeds from the event going to the Salvation Army and presenting the cheque at a Council meeting in the future; the turnout of the pre-tour for event volunteers, homeowners and Committee members; the aesthetics and current inventory of the new event signs; ensuring that event brochures for the 2018 event are produced earlier in the year; the total number of attendants for each garden; the accessibility issues with some of the homeowner gardens; the total amount of food donations from participants and reviewing how the donated food is picked up Page 80 of 82 Agenda Item # 9.1 following the event's conclusion; identifying assets in the Town that could be utilized to promote the event; and, the homeowner's positive reception to the gift stones that recognize their participation in the event. 4.6 2018 Garden Tour Sue Green, Jane Austin and Kathy Allam provided an update regarding their review of potential gardens for the 2018 Garden Tour, noting the need for more gardens in Brooklin. 4.7 Significant Tree Update It was the consensus of the Committee to defer the topic until the next Committee meeting scheduled for October 10, 2017. 4.8 Civic Beautification Recognition Program Franca Calabro advised that she would contact Matt Powers and Stephanie Bakalar regarding the status of their review of the Civic Beautification Recognition Program. 4.9 2017 Work Plan Review It was the consensus of the Committee to defer the topic until the next Committee meeting scheduled for October 10, 2017. 5. Correspondence 5.1 There was no correspondence. 6. Council Update 6.1 There was no Council update. 7. Other Business 7.1 There was no other business. Page 81 of 82 Agenda Item # 9.1 8. Next Meeting 8.1 Tuesday October 10, 2017 - 2:00 p.m. Committee Room 2, Whitby Municipal Building 9. Adjournment 9.1 Motion to Adjourn Recommendation: Moved By Jane Austin That the meeting adjourn. Carried The meeting ended at 4:07 p.m. J. Gilston, Council/Committee Coordinator Sue Green, Committee Chair Page 82 of 82