As a Council

The Corporation of the Municipality of Chatham-Kent

Chatham-Kent Council Meeting

Council Chambers, Chatham-Kent Civic Centre

May 27, 2019 5:00 P.M.

1. Call to Order

The Mayor called the meeting to Order:

Present: Mayor Darrin Canniff, Councillors Authier, Bondy, Ceccacci, Crew, Faas, Hall, Harrigan, Kirkwood-Whyte, Latimer, McGrail, B. McGregor, C. McGregor, Pinsonneault, Sulman, Thompson, and Wright

Absent: Councillor Finn

2. Disclosures of Pecuniary Interest (Direct or Indirect) And the General Nature Thereof

3. Supplementary Closed Session Agenda Items

4. Recess to Closed Session – 5:00 p.m. Councillor Carmen McGregor, Closed Session Chair

That Council moved into a Closed Session Meeting of Council pursuant to Section 239 of the Municipal Act, 2001, as amended, for the following reasons:

 Proposed disposition of land by the municipality or local board regarding 9 Sullivan Street, Merlin. Section 239(2)(c), Municipal Act, 2001.

 Proposed disposition of land by the municipality or local board regarding Property Identification Number 00674 0008, Road Allowance between Lot 66 and Lot 67 South Talbot Road. Section 239(2)(c), Municipal Act, 2001.

 Proposed disposition of land by the municipality or local board regarding Property Identification Number 00598 0013, Robinson Road Allowance between Concession 3 and 4, Community of Dresden. Section 239(2)(c), Municipal Act, 2001.

 Proposed disposition of land by the municipality or local board and advice that is subject to solicitor-client privilege, including communications necessary for that purpose regarding 75 Dell Street, Wallaceburg. Section 239(2)(c) & (f), Municipal Act, 2001.

5. Adjournment of Closed Session

“That Chatham-Kent Council adjourn the Closed Session Meeting of May 27, 2019.”

Resumption of Open Council Meeting – 6:00 p.m.

6. Playing of the National Anthem

Chatham-Kent Council at its meeting held on May 27, 2019 Page 1 of 18

7. Approval of Supplementary Agenda

There was no supplementary agenda.

8. Disclosures of Pecuniary Interest (Direct or Indirect) for Open Session Agenda Items and the General Nature There Of

Declaration of Interest, Municipal Conflict of Interest Act, R.S.O. 1990, .M.50 Re: Council/Committee/Local Board Agenda dated: May 27, 2019 Item Title: Tender Award: Contract T19-105D, Fiber Reinforced Hot-Mix Paving Item No: 14(a) I, Councillor Mary Clare Latimer hereby declare a potential (deemed/direct/indirect) pecuniary interest on the above noted Council/Committee/Board Agenda, Item, Title for the following reasons: Her husband works for one of the contractors.

9. Announcement by Mayor

(a) Offer to Purchase – Property Identification Number 00938 0838, Lane between Tecumseh Street and Brock Street, Plan 109 Harwich

This item was removed from the agenda by administration.

10. Presentation

(a) Presentation by Lori Marshall, President and CEO, Chatham-Kent Health Alliance re Chatham-Kent Ontario Health Team

Mrs. Marshall explained that Ontario Health Teams are groups of providers and organizations that are clinically and fiscally accountable for delivering a full and coordinated continuum of care to a defined geographic population.

Components of the Ontario Health Teams model include:

 Patient Care & Experience  Patient Partnership & Community Engagement  Defined Patient Population  In-Scope Services  Leadership, Accountability & Governance  Performance Measurement, QI & Continuous Learning  Funding & Incentive Structure  Digital Health

The announcement of the approved Ontario Health Teams is expected in the fall of 2019.

11. Deputations – items on current agenda (requests must be received by 3:00 p.m.)

Council received the following deputations for items on the current agenda:

 Nathan Trudell spoke with regard to Item 15(a) – Council Arena Decision  Jim Paisiovich spoke with regard to Item 15(a) – Council Arena Decision  Bill Parks spoke with regard to Item 15(a) – Council Arena Decision  Randy Hope spoke with regard to Item 15(a) Council Arena Decision

Chatham-Kent Council at its meeting held on May 27, 2019 Page 2 of 18 12. Consent Agenda

(a) Information Reports

(i) Provincial Budget Impacts to Chatham-Kent

(ii) Ontario Community Housing Renewal Strategy and Funding Allocations Announced

(iii) N11 Services Chatham-Kent

(iv) Update on Council Strategy Process to Set Priorities

(b) Council Meeting Minutes

(i) Council Meeting minutes from its meeting held on April 1, 2019

(ii) Council Meeting minutes from its meeting held on April 2, 2019

(iii) Council Meeting minutes from its meeting held on May 13, 2019

Councillor Kirkwood-Whyte requested that Items 12(a)(i) – Provincial Budget Impacts to Chatham-Kent and 12(a)(iii) – N11 Services Chatham-Kent and be placed aside for discussion.

Councillor C. McGregor moved, Councillor Harrigan seconded:

“That the items listed on the Consent Agenda be approved as presented and that action be taken as required, excluding those items placed aside.”

The Mayor put the Motion Motion Carried

12(a)(i) – Provincial Budget Impacts to Chatham-Kent

Councillor Kirkwood-Whyte noted that on page two of the report there is a reference to funding that is available in the amount of $3.6M to go towards one time transit services. She further noted that Chatham-Kent will be making a funding application.

In response to a question by Councillor B. McGregor, the Chief Financial Officer noted that the Provincial Government announced that they were reversing their funding cuts to Childcare Services, Public Health and Land Ambulance areas. The information provided by the Provincial Government was brief and administration will continue to update Council when more information is available.

Councillor Kirkwood-Whyte moved, Councillor B. McGregor seconded:

“That the report be received for information.”

The Mayor put the Motion Motion Carried

12(a)(iii) – N11 Services Chatham-Kent

Councillor Kirkwood-Whyte moved, Councillor Latimer seconded:

“That administration be directed to proceed with implementation of a 311 service for Chatham-Kent including consultation with, and consent from, neighbouring municipalities with a cost limit of $5,000.”

Chatham-Kent Council at its meeting held on May 27, 2019 Page 3 of 18

The Mayor put the Motion

Councillor Vote Councillor Vote Authier Yes Latimer Yes Bondy Yes McGrail No Ceccacci Yes B. McGregor Yes Crew Yes C. McGregor Yes Faas Yes Pinsonneault No Finn Absent Sulman Yes Hall Yes Thompson No Harrigan Yes Wright Yes Kirkwood-Whyte Yes Mayor Canniff Yes

Yes Votes: 14 No Votes: 3 Motion Carried

13. Notices of Motion

(a) Presentation of new Notices of Motion

Councillor Authier presented a notice of motion regarding Lakefront Properties. The matter will be added to the April 15, 2019 Council agenda for discussion and voting.

Councillor Ceccacci presented a notice of motion regarding reconsideration of vesting 75 Dell Street, Wallaceburg. The matter will be added to the April 15, 2019 Council agenda for discussion and voting.

Councillor Thompson indicated that he had a notice of motion that he wanted voted on at this meeting. The Municipal Clerk noted that it would require a 2/3 vote to waive the notice requirement.

Councillor Authier presented a notice of motion regarding Merlin Legion Funding. The matter will be added to the June 10, 2019 Council Meeting for discussion and voting.

Councillor Thompson moved, Councillor Pinsonneault seconded:

"That Council waive the notice requirement allowing the motion by Councillor Thompson to be voted on without providing proper public notice.”

The Mayor put the Motion

Councillor Vote Councillor Vote Authier Yes Latimer Yes Bondy Yes McGrail Yes Ceccacci Yes B. McGregor Yes Crew Yes C. McGregor Yes Faas Yes Pinsonneault Yes Finn Absent Sulman Yes Hall Yes Thompson Yes Harrigan Yes Wright Yes Kirkwood-Whyte Yes Mayor Canniff Yes

Yes Votes: 17 No Votes: 0 Motion Carried

Chatham-Kent Council at its meeting held on May 27, 2019 Page 4 of 18

Councillor Thompson moved, Councillor Pinsonneault seconded:

“That any of the late fees incurred for a private event being held on municipal property, such as the 40th anniversary event on June 1st at the Erieau multipurpose room be waived, until a report on the special event late free policy is returned to Council.”

The Mayor put the Motion

Yes Votes: 17 No Votes: 0 Motion Carried

14. Tender Awards

(a) Tender Award: Contract T19-105D, Fiber Reinforced Hot-Mix Paving

Councillor Authier moved, Councillor Crew seconded:

“That

1. The 2019 Fiber Reinforced Hot-Mix Paving contract be approved.

2. The tender in the amount of $395,491.02 including HST for the Fiber Reinforced Hot-Mix Paving Contract be awarded to Huron Construction Co. Limited.

3. The Mayor and Clerk be authorized to sign the necessary agreement.”

The Mayor put the Motion

Councillor Vote Councillor Vote Authier Yes Latimer Conflict Bondy Yes McGrail Yes Ceccacci Yes B. McGregor Yes Crew Yes C. McGregor Yes Faas Yes Pinsonneault Yes Finn Absent Sulman Yes Hall Yes Thompson Not Present Harrigan Yes Wright Yes Kirkwood-Whyte Yes Mayor Canniff Yes

Yes Votes: 15 No Votes: 0 Motion Carried

Chatham-Kent Council at its meeting held on May 27, 2019 Page 5 of 18

(b) Single Source – Supply and Application of Reclamite Preservative Seal

Councillor Faas moved, Councillor Crew seconded:

“That

1. The Reclamite Trial Program be single sourced to Superior Road Products at a total value of $112,103.91 including HST.

2. The Mayor and Clerk be authorized to sign the necessary agreement.”

The Mayor put the Motion

Councillor Vote Councillor Vote Authier Yes Latimer Yes Bondy Yes McGrail Yes Ceccacci Yes B. McGregor Yes Crew Yes C. McGregor Yes Faas Yes Pinsonneault Yes Finn Absent Sulman Yes Hall Yes Thompson Not Present Harrigan Yes Wright Yes Kirkwood-Whyte Yes Mayor Canniff Yes

Yes Votes: 16 No Votes: 0 Motion Carried

Councillor B. McGregor moved, Councillor Kirkwood-Whyte seconded:

“That

1. The tender in the amount of $2,484,870.00, including HST for the McNaughton Avenue West Improvements, Community of Chatham be awarded to Clarke Construction Inc.

2. The Mayor and Clerk be authorized to sign the necessary agreement.”

The Mayor put the Motion

Councillor Vote Councillor Vote Authier Yes Latimer Yes Bondy Yes McGrail Yes Ceccacci Yes B. McGregor Yes Crew Yes C. McGregor Yes Faas Yes Pinsonneault Yes Finn Absent Sulman Yes Hall Yes Thompson Not Present Harrigan Yes Wright Yes Kirkwood-Whyte Yes Mayor Canniff Yes

Yes Votes: 16 No Votes: 0 Motion Carried

Chatham-Kent Council at its meeting held on May 27, 2019 Page 6 of 18

(d) Tender Award: Contract T19-212, Cemetery Road Reconstruction

Councillor B. McGregor moved, Councillor Harrigan seconded:

“That

1. The Cemetery Road Reconstruction contract be approved.

2. The tender in the amount of $551,336.61 including HST for the Cemetery Road Reconstruction be awarded to Murray Mills Excavating & Trucking (Sarnia) Ltd.

3. The Mayor and Clerk be authorized to sign the necessary agreement.”

The Mayor put the Motion

Councillor Vote Councillor Vote Authier Yes Latimer Yes Bondy Yes McGrail Yes Ceccacci Yes B. McGregor Yes Crew Yes C. McGregor Yes Faas Yes Pinsonneault Yes Finn Absent Sulman Yes Hall Yes Thompson Not Present Harrigan Yes Wright Yes Kirkwood-Whyte Yes Mayor Canniff Yes

Yes Votes: 16 No Votes: 0 Motion Carried

(e) Request for Proposal Award: RFP R19-174, Tilbury Stormwater Master Plan, Community of Tilbury

Councillor Harrigan moved, Councillor Authier seconded:

“That

1. The proposal in the amount of $203,128.80, including HST for the Tilbury Stormwater Master Plan, Community of Tilbury be awarded to Ecosystem Recovery Inc. 2. The Mayor and Clerk be authorized to sign the necessary agreements.”

The Mayor put the Motion

Councillor Vote Councillor Vote Authier Yes Latimer Yes Bondy Yes McGrail Yes Ceccacci Not Present B. McGregor Yes Crew Yes C. McGregor Yes Faas Yes Pinsonneault Yes Finn Absent Sulman Yes Hall Yes Thompson Yes Harrigan Yes Wright Yes Kirkwood-Whyte Yes Mayor Canniff Yes

Yes Votes: 16 No Votes: 0 Motion Carried

Chatham-Kent Council at its meeting held on May 27, 2019 Page 7 of 18

(f) Request for Proposal Award: RFP R19-188, Development of a Corporate Technology Strategic Plan

Councillor Faas moved, Councillor C. McGregor seconded:

“That

1. Blackline Consulting be retained to lead the development of a Corporate Technology Strategic Plan in the amount of $90,365 plus applicable taxes, funded from the ITS Strategic Plan Reserve.

2. The balance of the approved funds of $109,635 for project costs to be utilized as part of the development of the Corporate Technology Strategic Plan.

3. The Mayor and Clerk be authorized to sign the necessary contract agreements.”

The Mayor put the Motion

Councillor Vote Councillor Vote Authier Yes Latimer Yes Bondy Yes McGrail Yes Ceccacci No B. McGregor Yes Crew Yes C. McGregor Yes Faas Yes Pinsonneault Yes Finn Absent Sulman Yes Hall Yes Thompson Yes Harrigan Yes Wright Yes Kirkwood-Whyte Yes Mayor Canniff Yes

Yes Votes: 16 No Votes: 1 Motion Carried

15. Infrastructure and Engineering Services

(a) Council Arena Decision

Councillor B. McGregor moved, Councillor Latimer seconded:

“That

1. Replacing Chatham Memorial Arena and Erickson Arena with a twin pad and an Indoor Multisport Community Centre at a maximum municipal contribution of 18.5 million dollars (investments in servicing and traffic mitigation costs are not included). The design to include a maximum 4000 seat and 200 seat twin pad complex, with final sizing and scope dependent on private contributions.

2. Upon completion of construction of “1,” both Memorial and Erickson Arenas will be closed, repurposed, divested, or potentially demolished.

3. Project construction will commence only when the following sources of funding are secured:

a) 18.5 million from Municipal reserves or if desired, debt financing

b) minimum 46.6 million from higher level government funding (application pending)

Chatham-Kent Council at its meeting held on May 27, 2019 Page 8 of 18

c) Private funding contractually confirmed

d) A budget increase commensurate with the operating and lifecycle requirements for the finalized project

Administration to secure land options to accommodate the project along with an incremental 60 acres for outdoor sports fields for baseball, rugby, hockey, cricket and soccer.

4. Administration to proceed immediately with primary architectural work and land acquisition options.”

In response to a question by Councillor Bondy, the General Manager of Infrastructure and Engineering Services explained that the only cost approved by this motion would be the hiring of a consultant for the design of the project based on the size as directed by Council. Any land acquisition would have to come back to Council for approval.

In response to a question by Councillor Sulman, the Chief Administrative Officer noted that architectural costs and land acquisition costs are included in the $18.5 million dollar figure.

The Mayor put the Motion

Councillor Vote Councillor Vote Authier Yes Latimer Yes Bondy No McGrail Yes Ceccacci Yes B. McGregor Yes Crew Yes C. McGregor Yes Faas Yes Pinsonneault No Finn Absent Sulman No Hall Yes Thompson Yes Harrigan Yes Wright No Kirkwood-Whyte Yes Mayor Canniff Yes

Yes Votes: 13 No Votes: 4 Motion Carried

(b) 2019 Playground Lifecycle Projects

Councillor Crew moved, Councillor Authier seconded:

“That

1. The list of 2019 Playground Equipment Lifecycle projects valued at an estimated cost of $212,000 funded through the Playground Equipment Lifecycle Reserve, be approved.”

The Mayor put the Motion

Chatham-Kent Council at its meeting held on May 27, 2019 Page 9 of 18

Councillor Vote Councillor Vote Kirkwood-Whyte Yes Mayor Canniff Yes

Yes Votes: 17 No Votes: 0 Motion Carried

Councillor B. McGregor moved, Councillor Kirkwood-Whyte seconded:

“That

1. In order to adhere to the required guidelines for the (MTO) Ministry of Transportation Connecting Links Program, Council Resolves that:

a) The submitted application meets the requirements of the MTO’s Connecting Links Program as described in the Program Guide.

b) An Asset Management Plan including connecting links has been completed and publically posted.

c) The Municipality of Chatham-Kent will comply with the conditions that apply to the connecting links under the Highway Traffic Act to ensure the safe and efficient movement of provincial traffic.

d) The project put forward in the application will be completed and the milestones met as stated in the application; and

e) The application is complete and factually accurate.”

The Mayor put the Motion

Yes Votes: 17 No Votes: 0 Motion Carried

(d) License Agreement with Hydro One Networks Inc. for municipal lands in McGregor/Kinsmen Park, Blenheim and along Chittim Road, Blenheim

Councillor Latimer moved, Councillor Thompson seconded:

“That

Chatham-Kent Council at its meeting held on May 27, 2019 Page 10 of 18

1. The General Manager of Infrastructure and Engineering be authorized to enter into a License Agreement with Hydro One Networks Inc. for municipal lands in McGregor/Kinsmen Park, Blenheim and along Chittim Road, Blenheim, to be used by Hydro One Networks Inc. for a construction lay- down yard and connection of a Mobile Unit Substation, subject to the final terms of the agreement being approved by the Chief Legal Officer.”

The Mayor put the Motion

Councillor Vote Councillor Vote Authier Yes Latimer Yes Bondy Yes McGrail Yes Ceccacci Yes B. McGregor Yes Crew Yes C. McGregor Yes Faas Yes Pinsonneault Yes Finn Absent Sulman Yes Hall Yes Thompson Yes Harrigan Not Present Wright Yes Kirkwood-Whyte Yes Mayor Canniff Yes

Yes Votes: 16 No Votes: 0 Motion Carried

(e) Motion by Councillor Ceccacci re Sandbag Program

Councillor Ceccacci moved, Councillor Thompson seconded:

“Whereas the Municipality is experiencing flooding in areas throughout Chatham- Kent;

And whereas the use of sandbags is a simple, but effective way to prevent or reduce flood water damage;

Be it resolved, that administration prepare a report outlining the cost of initiating a Sandbag Program for flooding victims in Chatham-Kent and that the report return to Council by the end of June 2019.”

Councillor Pinsonneault requested that the report include information on the life expectancy of the sand bags.

The Mayor put the Motion

Councillor Vote Councillor Vote Authier Yes Latimer Yes Bondy Yes McGrail Yes Ceccacci Yes B. McGregor Yes Crew Yes C. McGregor Yes Faas No Pinsonneault Yes Finn Absent Sulman Yes Hall Yes Thompson Yes Harrigan Yes Wright Yes Kirkwood-Whyte Yes Mayor Canniff Yes

Yes Votes: 16 No Votes: 1 Motion Carried

Chatham-Kent Council at its meeting held on May 27, 2019 Page 11 of 18

16. Chief Administrative Office a) Chatham-Kent Concert Bands

Councillor C. McGregor moved, Councillor Hall seconded:

“That

2. Council approve funding for the Wallaceburg Concert Band in the amount of $18,666, with the funds to come from the $387,000 approved by Council during the 2019 budget process for Community Development.”

The Mayor put the Motion

Yes Votes: 16 No Votes: 0 Motion Carried

17. Community Human Services

(a) RentSmart: Chatham-Kent Landlord Association and Employment & Social Services Municipal Partnership (presentation by Chantal Perry, Program Manager)

Councillor Crew moved, Councillor Latimer seconded:

“That the presentation and report be received for information”.

The Mayor put the Motion

Councillor Vote Councillor Vote Authier Yes Latimer Yes Bondy Yes McGrail Yes Ceccacci Yes B. McGregor Yes Crew Yes C. McGregor Yes Faas Yes Pinsonneault Yes Finn Absent Sulman Not Present Hall Not Present Thompson Yes Harrigan Yes Wright Yes Kirkwood-Whyte Yes Mayor Canniff Yes

Yes Votes: 15 No Votes: 0 Motion Carried

Chatham-Kent Council at its meeting held on May 27, 2019 Page 12 of 18

(b) Community Navigators – Pilot Project Extension

Councillor Authier moved, Councillor Kirkwood-Whyte seconded:

“That

1. The Community Navigators Pilot Project be extended to December 31, 2019, at a cost of $ 99,945.00.

2. The Community Navigators Pilot Project be funded through Employment and Social Services Division 2018 surplus funds.”

The Mayor put the Motion

Councillor Vote Councillor Vote Authier Yes Latimer Yes Bondy Yes McGrail Yes Ceccacci Yes B. McGregor Yes Crew Yes C. McGregor Yes Faas Yes Pinsonneault Yes Finn Absent Sulman Not Present Hall Yes Thompson Yes Harrigan Yes Wright Yes Kirkwood-Whyte Yes Mayor Canniff Yes

Yes Votes: 16 No Votes: 0 Motion Carried

(c) Ridge Apartments: Wrap Up Report for the Social Infrastructure Fund – Social Housing Improvement Program (RFP R#16-229)

Councillor Faas moved, Councillor Crew seconded:

“That

1. The transfer of $194,029 from the Lifecycle - Social Housing Reserve for the remaining balance of the 2016-18 new public housing build project, Ridge Apartments, at 9 Cecile Street, Ridgetown be approved.”

The Mayor put the Motion

Councillor Vote Councillor Vote Authier Yes Latimer Yes Bondy Yes McGrail Yes Ceccacci Yes B. McGregor Yes Crew Yes C. McGregor Yes Faas Yes Pinsonneault Yes Finn Absent Sulman Not Present Hall Yes Thompson Yes Harrigan Yes Wright Yes Kirkwood-Whyte Yes Mayor Canniff Yes

Yes Votes: 16 No Votes: 0 Motion Carried

Chatham-Kent Council at its meeting held on May 27, 2019 Page 13 of 18

(d) Request for Transfer from Senior Services Lifecycle Reserve

Councillor C. McGregor moved, Councillor Latimer seconded:

“That

1. Six hundred thousand dollars ($600,000) be approved for transfer from Seniors’ Services Lifecycle Reserve Account # 100-17746 to account # 15404.78746.GEN (Riverview Gardens’ Operational Budget Lifecycle account) for the purpose of replacing equipment and furnishings at Riverview Gardens.”

The Mayor put the Motion

Yes Votes: 17 No Votes: 0 Motion Carried

18. Finance, Budget and Information Technology Services

(a) Surplus Property Declaration May 2019

Councillor Faas moved, Councillor Authier seconded:

“That

1. Administration be directed to declare the municipal owned property known as Railway Spur – Byng Ave, Chatham, legally described as Property Identification Number 00521 0216 (LT) being Part Lot 23, Concession 1, Eastern Boundary Raleigh as in CI58385, (Secondly) Except Part 4 – 6, 12, 13, and 15 24R3836, Subject to Easements as in 452248 and 452250; Chatham-Kent, as surplus to the needs of the Municipality of Chatham- Kent.”

The Mayor put the Motion

Councillor Vote Councillor Vote Authier Yes Latimer Yes Bondy Yes McGrail Yes Ceccacci Yes B. McGregor Yes Crew Yes C. McGregor Yes Faas Yes Pinsonneault Yes Finn Absent Sulman No Hall Yes Thompson Yes Harrigan Yes Wright Yes Kirkwood-Whyte Yes Mayor Canniff Yes

Chatham-Kent Council at its meeting held on May 27, 2019 Page 14 of 18

Yes Votes: 16 No Votes: 1 Motion Carried

(b) Provincial Efficiency Grant

Councillor Hall moved, Councillor Faas seconded:

“That

1. $725,000 Provincial Efficiency Grant be received from the Province to fund the projects in Appendix A which will result in future efficiencies and savings to Chatham-Kent taxpayers.”

Councillor Harrigan requested that Council receive a briefing note outlining whether the efficiencies will result in cost savings or performance efficiencies.

The Mayor put the Motion

Councillor Vote Councillor Vote Authier Yes Latimer No Bondy Yes McGrail Yes Ceccacci No B. McGregor No Crew Yes C. McGregor Yes Faas Yes Pinsonneault Yes Finn Absent Sulman No Hall Yes Thompson Yes Harrigan No Wright Yes Kirkwood-Whyte Yes Mayor Canniff Yes

Yes Votes: 12 No Votes: 5 Motion Carried

19. Closed Session Reports

Council Closed Session Report Monday, May 27, 2019 4:59 p.m. – 5:05 p.m.

Members Present: Chair C. McGregor, Mayor Canniff, Councillors Authier, Bondy, Ceccacci, Crew, Faas, Hall, Harrigan, Kirkwood-Whyte, Latimer, McGrail, Pinsonneault, Sulman and Wright

Not in attendance: Councillors Finn, B. McGregor and Thompson

Council directed administration on: . Proposed disposition of land by the municipality or local board regarding Offer to Purchase – 9 Sullivan Street, Merlin. Section 239(2)(c), Municipal Act, 2001. . Proposed disposition of land by the municipality or local board regarding Road Closing – Offer to Purchase – Property Identification Number 00674 0008, Road Allowance between Lot 66 and Lot 67 South Talbot Road. Section 239(2)(c), Municipal Act, 2001.

Chatham-Kent Council at its meeting held on May 27, 2019 Page 15 of 18

. Proposed disposition of land by the municipality or local board regarding Road Closing – Offer to Purchase – Property Identification Number 00598 0013, Robinson Road Allowance between Concession 3 and 4, Community of Dresden. Section 239(2)(c), Municipal Act, 2001. The following item was removed from the agenda: . Proposed disposition of land by the municipality or local board and advice that is subject to solicitor-client privilege, including communications necessary for that purpose with regard to 75 Dell Street, Wallaceburg. Section 239(2)(c) & (f), Municipal Act, 2001.

Councillor C. McGregor moved, Councillor Latimer seconded:

“That the May 27, 2019 Closed Session Report be received.”

The Mayor put the Motion

Yes Votes: 17 No Votes: 0 Motion Carried

20. Approval of Communication Items

(a) Approval of the May 27, 2019 Council Information Package

Councillor Faas referenced Item 3(d) - Resolution from the Town of Petrolia dated May 13, 2019 re Re-establish Annual Combined Conference for both OGRA & ROMA.

Councillor Faas moved, Councillor Crew seconded:

“That a letter be sent to the ROMA Board of Directors, outlining the Municipality of Chatham-Kent’s support for a collaborative OGRA ROMA annual combined conference and that this letter of support be circulated OGRA Board of Directors.”

The Mayor put the Motion Motion Carried

Councillor Latimer moved, Councillor Harrigan seconded:

“That the May 27, 2019 Council Information Package be approved.”

The Mayor put the Motion

Motion Carried

Chatham-Kent Council at its meeting held on May 27, 2019 Page 16 of 18 21. Non Agenda Business

Councillor Kirkwood-Whyte noted that at the April 15, 2019 Council Meeting a motion was passed to put the public washroom renovations at Memorial Arena on hold until after a decision was made about the new arena. She felt that those renovations should move forward.

Councillor Kirkwood moved, Councillor Latimer seconded: “That Council direct administration to proceed with the renovations to the public washrooms at Memorial Arena that were postponed from the Arena Lifecycle Report at the April 15th Council Meeting.”

The Mayor put the Motion

Yes Votes: 17 No Votes: 0 Motion Carried

Councillor Thompson noted the issues with the grass cutting contract in Ward 2. He questioned how contracts can be terminated. The Chief Legal Officer explained that the staff member responsible for the contract works closely with Legal Services to review the contract. In the event of a breach, normally notice to the contractor is required. If they still don’t comply with the terms of the contract, termination of the contract can be considered.

22. Reading of By-law

(a) First Reading

Councillor Sulman moved, Councillor Authier seconded:

“That the By-laws be taken as read for the first time.”

The Mayor put the Motion Motion Carried

(b) Second Reading

Councillor Sulman moved, Councillor Authier seconded:

“That the By-laws be taken as read for the second time.”

The Mayor put the Motion Motion Carried

Chatham-Kent Council at its meeting held on May 27, 2019 Page 17 of 18 (c) Council to go into Committee, if Required, to Discuss By-law

(d) Resumption of Council

(e) Third and Final Reading

i. By-law to provide for the closing of part of the lane between Tecumseh Street and Brock Street in the community of Shrewsbury, being all of Property Identification Number 00938 0838

ii. By-law to confirm proceedings of the Council of The Corporation of the Municipality of Chatham-Kent at its meeting held on the 27th day of May, 2019

Councillor Sulman moved, Councillor Wright seconded:

“That the by-laws be taken as read for a third time and finally passed.”

The Mayor put the Motion

Motion Carried

23. Resolution Council in Closed Session & Adjournment

Councillor C. McGregor moved, Councillor Latimer seconded:

“That Chatham-Kent Council adjourn to its next Meeting to be held on Monday, June 10, 2019 and that Chatham-Kent Council authorize itself to meet in closed session on that day to discuss any matters permitted by The Municipal Act.”

The Mayor put the Motion Motion Carried

The meeting adjourned at 9:45 P.M.

______Mayor – Darrin Canniff

______Clerk – Judy Smith

Chatham-Kent Council at its meeting held on May 27, 2019 Page 18 of 18 ANNOUNCEMENT BY MAYOR

Consideration of a proposed declaration to close part of the lane between Tecumseh Street and Brock Street in the community of Shrewsbury The property being considered to be closed legally described as: Plan of Survey of Part of Lane between Lots 1, 2, 3, 4, and 5, Northeast of Tecumseh Street and Lots 1, 2, 3, 4, and 5 Southwest of Brock Street, Registered Plan 109, Municipality of Chatham-Kent, depicted as Parts 1, 2, and 3 on 24R10559. During the week of May 15, 2019, a Notice of Intention to close the above noted lane was published in the Blenheim News Tribune newspaper for a two week period and on May 13, 2019 on the municipal website for a two week period. I will now invite any person wishing to be heard to approach the podium and give reasons why their lands will be adversely affected by this declaration to close this portion of the lane. Municipality of Chatham-Kent

Finance, Budget and Information Technology Services

Financial Services

To: Mayor and Members of Council

From: Steve Brown, CPA, CMA Director, Financial Services

Date: May 7, 2019

Subject: Offer to Purchase – Property Identification Number 00938 0838, Lane between Tecumseh Street and Brock Street, Plan 109 Harwich ______

Recommendations

It is recommended that:

1. A By-law be passed to close the lane between Tecumseh Street and Brock Street in the community of Shrewsbury, legally described as: Plan of Survey of Part of Lane between Lots 1, 2, 3, 4, and 5, Northeast of Tecumseh Street and Lots 1, 2, 3, 4, and 5 Southwest of Brock Street, Registered Plan 109, Municipality of Chatham- Kent, depicted as Parts 1, 2, and 3 on 24R10559.

2. The above property be declared as surplus to municipal needs.

3. The offers to purchase from three parties, being $2,500 from Ryan Burke and Nadine Longe, $1,000 from Robin and Karen Reger, and $1,000 from Gregory Zolad for each of their parts of abutting property to Property Identification Number 00938 0838, legally described as Plan of Survey of Part of Lane between Lots 1, 2, 3, 4, and 5, Northeast of Tecumseh Street and Lots 1, 2, 3, 4, and 5 Southwest of Brock Street, Registered Plan 109, Municipality of Chatham-Kent, depicted as Parts 1, 2, and 3 on 24R10559, being all of 00938 0838, plus additional costs for reference plan and advertising, be accepted in the negotiation process on an “As Is, Where Is” basis.

Background

A property owner approached the Municipality of Chatham-Kent to express interest in purchasing the lane that abuts their property. Administration circulated notice of the proposed lane closing to all abutting property owners of the lane. Administration is in favour of this disposition as there is no intention to open this lane for increased public usage and no objections from abutting property owners have been received. Administration is in support of disposing of the lane to three purchasers, including portions of the lane that do not directly abut the applicant’s property. Offer to Purchase – Property Identification Number 00938 0838, Lane between 2 Tecumseh Street and Brock Street, Plan 109 Harwich

Comments

Administration has negotiated a purchase price of $4,500 in total, plus additional costs incurred by the Municipality in preparing the property for sale, specifically being the reference plan and advertising costs. Administration supports the sale of this property for $4,500. At the December 10, 2018 closed session meeting, Council directed administration to negotiate the sale.

A notice describing the potential closure was published in the Blenheim News Tribune on May 15, 2019 and May 22, 2019 as well as on the municipal website beginning May 13, 2019. At this time no objections have been received; however, members of the public may ask to be heard at the May 27, 2019 Council meeting.

This property is being offered for sale on an As Is, Where Is basis.

Areas of Strategic Focus and Critical Success Factors

The recommendations in this report support the following areas of strategic focus: Economic Prosperity: Chatham-Kent is an innovative and thriving community with a diversified economy

A Healthy and Safe Community: Chatham-Kent is a healthy and safe community with sustainable population growth

People and Culture: Chatham-Kent is recognized as a culturally vibrant, dynamic, and creative community

Environmental Sustainability: Chatham-Kent is a community that is environmentally sustainable and promotes stewardship of our natural resources

The recommendations in this report support the following critical success factors: Financial Sustainability: The Corporation of the Municipality of Chatham-Kent is financially sustainable

Open, Transparent and Effective Governance: The Corporation of the Municipality of Chatham-Kent is open, transparent and effectively governed with efficient and bold, visionary leadership

Has the potential to support all areas of strategic focus & critical success factors

Neutral issues (does not support negatively or positively)

Offer to Purchase – Property Identification Number 00938 0838, Lane between 3 Tecumseh Street and Brock Street, Plan 109 Harwich

Consultation

Building Services confirmed the zoning of the property.

The Technical Advisory Committee confirmed this parcel to be surplus to municipal needs.

Legal Services will assist with closing of the sale once all conditions have been met.

Financial Implications

The Property Disposition budget includes lot sales revenue. The sale proceeds offset the legal costs associated with the land transfer. Any surplus from the sale will contribute to the revenue line. The sale of surplus lands creates potential for assessment growth, generation of future tax revenue, and decreases municipal liability and maintenance costs.

Prepared by:

______Amy McLellan, CPA, CGA Manager, Revenue

Reviewed by:

______Steve Brown, CPA, CMA Mike Turner, CPA, CMA Director, Financial Services Chief Financial Officer, Treasurer

Attachment: GIS Map of Parcel

C: Chief Building Official Chief Legal Officer

P:\RTC\F&PS\Finance\2019\RTC018 – Offer to Purchase – PIN 00938-0838 Lane between Tecumseh and Brock Street.docx

BY-LAW NUMBER - 2019

OF THE CORPORATION OF THE MUNICIPALITY OF CHATHAM-KENT

A By-law to provide for the closing of part of the lane between Tecumseh Street and Brock Street in the community of Shrewsbury, being all of Property Identification Number 00938 0838.

FINALLY PASSED THE 27th day of May, 2019.

------

WHEREAS Council of the Municipality of Chatham-Kent wishes to close all of the lane, legally described as: Plan of Survey of Part of Lane between Lots 1, 2, 3, 4, and 5, Northeast of Tecumseh Street and Lots 1, 2, 3, 4, and 5 Southwest of Brock Street, Registered Plan 109, Municipality of Chatham-Kent, depicted as Parts 1, 2, and 3 on 24R10559 pursuant to the provisions of Section 34 of the Municipal Act, 2001, R.S.O. 2001, Chapter 25 and amendments thereto provides that the Council of a municipality may pass by-laws to close Public Highways.

AND WHEREAS notice of the proposed By-Law for the closing of the road allowance was published in the local Blenheim News Tribune, which the publication appeared beginning the week of May 15, 2019 for a two week period.

AND WHEREAS notice of the proposed By-Law for the closing of the unopened road allowance has been advertised on the Chatham-Kent website since May 13, 2019.

AND WHEREAS the said notice did provide that any person who claims that his land might be prejudicially affected by the By-Law will be heard either in person or by his counsel on the day fixed and set out in the said Notice, namely May 27th, 2019.

AND WHEREAS Council heard all parties that requested to speak about their concerns regarding this By-Law.

AND WHEREAS after considering the matter of the proposed By-Law, Council authorized passage.

BE IT THEREFORE ENACTED by the Municipal Council of the Municipality of Chatham-Kent as follows: 1. That portion of the road, legally described as Plan of Survey of Part of Lane between Lots 1, 2, 3, 4, and 5, Northeast of Tecumseh Street and Lots 1, 2, 3, 4, and 5 Southwest of Brock Street, Registered Plan 109, Municipality of Chatham-Kent, depicted as Parts 1, 2, and 3 on 24R10559 be closed.

2. That the Mayor and Clerk are hereby authorized and directed to execute on behalf of the Municipality of Chatham-Kent and to seal with the seal thereof any and all documents necessary to implement the foregoing.

THIS By-law shall come into full force and effect upon the day on which it is registered in the Land Titles Division of the Land Registry Office of Kent (No. 24).

READ A FIRST, SECOND AND THIRD TIME this 27th day of May, 2019.

______Mayor – Darrin Canniff

______Clerk – Judy Smith

 Back to Top Municipality Of Chatham-Kent

Finance, Budget and Information Technology Services

Budget & Performance Services

Information Report

To: Mayor and Members of Council

From: Gord Quinton, MBA, CPA, CGA Director, Budget & Performance Services

Date: May 9, 2019

Subject: Provincial Budget Impacts to Chatham-Kent

This report is for the information of Council

Background:

On April 11, 2019, the Province of Ontario tabled its 2019/2020 Budget. Administration has subsequently received some funding details for some programs. This report provides an update on the 2019 Provincial funding for certain Provincial/Municipal cost shared programs delivered by Chatham-Kent to our residents.

Comments:

Administration has received some funding letters from the Province since the release of their Budget. Divisions are currently gathering more information from various Ministries to better understand the impact. Much of the information released to date is vague, incomplete or only initial partial information. No conclusions can be made at this time as to the entire fiscal impact to Chatham-Kent for 2019 or for the 2020 Budget. Municipalities across Ontario, the Association of Municipalities of Ontario (AMO) and many other municipal associations are currently evaluating what has been released to date and are preparing a response to the Province. Ontario Municipalities have passed their annual budgets, have passed tax rate by-laws and are preparing tax bills. Any 2019 impact will have to be absorbed through corporate variances or reserve funding.

The following are details on what is known to date.

Doubling of Provincial Gas Tax Cancelled

The Province has cancelled the doubling of the Provincial Gas Tax for municipalities from 2 cents/litre to 4 cents/litre. This was first proposed by the previous government, but more interestingly was confirmed as a priority to maintain by the current government during their election campaign. There had been discussions on broadening its use beyond transit issues. However, following review of their various Provincial funding Provincial Budget Impacts to Chatham-Kent programs, the doubling of the gas tax was eliminated. In addition, the 2019/2020 allotment has been frozen at the 2018/2019 amount. The Province did announce one time 2019 funding for Transit and Chatham-Kent will receive $3.6M to go towards one time transit assets. However, the cut to annual promised funding amounts to just under $1M.

Ontario Community Infrastructure Fund (OCIF) – Application Grant Cancelled

The Province followed through with the former government’s announcement of a 2019 increase to the annual formula allocation and Chatham-Kent now receives $5.3M annually as included in the 2019 Budget. However, the Province cancelled a proposed $100M one time OCIF application based grant for 2019. Chatham-Kent likely would have received $2M one time had the grant continued.

(Note: Chatham-Kent does not qualify for the March 12, 2019 Ontario announcement of $625M funding for bridges and other infrastructure for small communities as its’ population is over 100,000)

Conservation Authorities Reduction

As Conservation Authorities are a requisitioning body to the Municipality, the $3.7M cut to the Hazard Program, which protects life and property from natural hazards such as flooding, may impact future requisition requests. The future impact unknown at this time.

Health Unit Regionalization

Drawing much media attention, the Province is revamping Public Health across Ontario by creating 10 regional Health Units. The Province announced a target of $200 million annual provincial savings by 2021-22 as a result of changes to the cost-sharing arrangement with municipalities, as well as savings from the proposed creation of 10 Regional Public Health Entities. The cost sharing changes will take place over the next three years and apply to all public health programs funded by the Ministry of Health and Long Term Care, including those currently funded 100% by the province. The final ratios will vary by population size of the new Regional Public Health Entities and is as follows.

2019-20 (April 1, 2019): 70% (provincial) / 30% (municipal) 2020-21 (April 1, 2020): 70% (provincial) / 30% (municipal) 2021-22 (April 1, 2021): 60% (provincial) / 40% (municipal) for 6 larger Regional Public Health Entities with populations over 1 million; and, 70% (provincial) / 30% (municipal) for 3 smaller Regional Public Health Entities with populations under 1 million.

To date there has been no announcement about the funding for the Healthy Babies, Healthy Children program funded by the Ministry of Children, Community and Social Services. The Province is also introducing a comprehensive, publicly-funded dental care program for low-income seniors to be delivered by Public Health Units, Community Health Centres and Aboriginal Access Health Centres. The Province indicates it will 100% fund $600,000 for Chatham-Kent for 2019-2020.

2 Provincial Budget Impacts to Chatham-Kent

While there is likely a large short term impact to Chatham-Kent (perhaps up to $900,000) discussions are ongoing as to how the new regional Health Units will be formed and funded. Therefore, at this time it is impossible to estimate the long term fiscal impact of this change or any change to current service levels in the community. There may be an opportunity to receive up to $700,000 mitigation funding for 2019.

Children Services Reduction

Much of the information received for Child Care is incomplete and not fully costed. However, initial estimates are a reduction in funding of $731,000 due to increases in cost sharing of previously 100% Provincially funded programs.

Ontario Works Reduction

Direct funding has been cut for certain programs. The Addictions Service Pilot Program has been cut which results in a loss of approximately $100,000 for 2019 and $225,000 annually. A Taxable Child Benefit program has been cut which results in $400,000 less for clients but no effect on OW administration.

Housing Services

While there have been announcements at the Provincial level on housing, much of it is renaming or repurposing previously announced funding. At this time, administration is projecting a $20,000 reduction to the Housing and Homelessness budget, but overall there seems to be little positive or negative effect to Housing Services funding.

Land Ambulance Funding Freeze and Potential Regionalization

Chatham-Kent has received notification that the Province is freezing funding at 2018/2019 levels. It has been confirmed that Chatham-Kent was frozen at the initial 2018/2019 Budget levels, meaning the enhancement of the 12 hour shift approved by Council in July 2018 and implemented in September 2019, is now 100% Municipally funded for 2019 and onward. In addition, any other 2019 Budget additions (3 new powerlifts, medical bags, iMedic software, etc.), and 2019 contract inflation which was 3.49% is solely the responsibility of Chatham-Kent.

This will cost Chatham-Kent just below $600,000 in 2019 as a result of the loss in funding. The 2019 shortfall could be covered by Land Ambulance general reserves.

For 2020 Budget purposes there is no information provided on whether inflation will be covered or not. If we assume the freeze remains we are looking at close to a $1M impact (or 0.65% tax increase) on the 2020 Base budget (unless reductions to service are considered).

However, while not in the funding letter, the Provincial Budget hinted at improvements and streamlining/integration of the 59 province wide operators. The Province is still

3 Provincial Budget Impacts to Chatham-Kent exploring its options to this regard. There is a potential for future savings across the system which perhaps will come in the future. Therefore, at this time it is impossible to estimate the long term fiscal impact of this change or any change to current service levels in the community. Council may soon no longer control ambulance service levels.

Development Charge Act Proposed Changes

Bill 108 “More Homes, More Choice: Ontario’s Housing Supply Action Plan”, was introduced May 2, 2019. While still to be debated over the following months, this may impact future DC calculations. Currently in CK, only the PUC has development charges so immediately there are no tax impacts.

Other Changes

The Province is consulting and reviewing many other programs to find efficiencies to reduce the Provincial deficit. Whether cannabis, broadband, liquor, energy, long-term care, police, WSIB, planning, waste and recycling, species at risk and many others, there are sure to be many future announcements affecting Chatham-Kent.

The status of the 2020 OMPF funding is unknown but consultation will occur in 2019 with the funding announcement in late 2019 prior to the 2020 Budget deliberations.

Consultation:

EMT and Directors of areas affected by Provincial Budget announcements were consulted. Detailed reports from each director will come to Council as more information is received and confirmed.

Financial Implications:

While there appears to be a negative fiscal impact to Chatham-Kent, many program announcements are not fully available to be analyzed. Any 2019 impacts to budgets will be handled by reserve funding or by the corporate variance reports. Any recommendations on service adjustments or funding adjustments will come to Council in detailed divisional reports and/or 2020 Budget recommendations.

One further observation is that in Chatham-Kent we have fully integrated much of the administration functions (Accounts Payable / Receivable, Budget, Accounting, Human Resources, Legal, ITS, etc.) for many of these services as well as office and clinic space. Until the final models are designed, it is hard to predict what resources may be no longer required.

There are many potential further developments not yet released, which may be positive or negative.

Provincial Budget Impacts to Chatham-Kent

Prepared by: Reviewed by:

______Gord Quinton, MBA, CPA, CGA Mike Turner, CPA, CMA Director, Budget & Performance Services Chief Financial Officer, Treasurer

Reviewed by: Reviewed by:

______April Rietdyk, RN, BScN, MHS, PHD PUBH John Norton General Manager General Manager Community Human Services Community Development

Reviewed by:

______Bob Crawford Chief, Fire Paramedic Services

Attachments: none

R:\RTC\FPS\Budget\2019\RTC002 – Provincial Budget Impacts to Chatham-Kent.docx

 Back to Top

5 Municipality Of Chatham-Kent

Community Human Services

Housing Services and Employment and Social Services

Information Report

To: Mayor and Members of Council

From: Shelley Wilkins, Director, Housing Services and Polly Smith, Director, Employment and Social Services

Date: May 7, 2019

Subject: Ontario Community Housing Renewal Strategy and Funding Allocations Announced ______

This report is for the information of Council.

Background

Chatham-Kent Housing Services is partially funded by the provincial government, with the vast majority of that funding being federal funding under the Social Housing Agreement (SHA), and subsequent Canada-Ontario cost-shared agreements for various affordable housing programs.

Chatham-Kent Homelessness Prevention Programs, delivered by Employment & Social Services, is funded municipally and provincially.

The federal government, through Canada Mortgage Housing Corporation (CMHC) released its National Housing Strategy (NHS) on National Housing Day, November 22 2017. On May 1, 2018, Chatham-Kent was given notice by Ministry of Municipal Affairs and Housing Assistant Deputy Minister, Housing that a CMHC-Ontario Bilateral Agreement under the NHS was in effect (as of April 1, 2018). Shortly thereafter, the provincial election occurred and there was a change in government. The NHS is a ten- year federal plan. Hence, the provincial plan is now over a nine-year term.

Comments

The Mayor and Council have received a letter, dated April 17 2019 from The Honourable Steve Clark, Minister of Municipal Affairs and Housing on the subject of the provincial Community Housing Renewal Strategy (in Council’s information package for the May 13, 2019 regular meeting). The funding allocations are over the first three years of a 9-year plan. Ontario Community Housing Renewal Strategy and Funding Allocations Announced 2

The Directors of Housing Services and Employment & Social Services have each individually assessed the information and funding allocations provided:

1. The Investment in Affordable Housing for Ontario (2014 Extension), for 2019-20 is simply reconfirming what was previously approved and committed to by the province back in 2014 and 2015. This program does not continue in the future.

2. The Community Homelessness and Prevention Initiative (CHPI), for 2019-20 remains unchanged from the previous years committed funding amount, and is a decrease of $17,549 from previously approved and committed funding notifications in 2017. Funding for 2020-21 and 2021-22 remains unchanged from previously approved and committed funding at $1,807,547 per fiscal year.

3. The Home for Good – Operating (HFG), for 2019-20 through 2021-22 remains unchanged from previously approved and committed funding since program inception in 2017 at $657,364 per fiscal year.

4. The Canada-Ontario Community Housing Initiative (COCHI) is new funding to offset the federal Social Housing Agreement (SHA) funding that expires each year as rent supplement agreements end, operating agreements, mortgages and housing debentures end. Gazetted federal funding has been decreasing well before 2019. This offset only applies for 2019-20 onward. Altogether, for 2019, 2020 and 2021 the decrease to gazetted federal funding is $351,310 while the three-year total of COCHI funding is $190,562 – a remaining shortfall of $160,748 in lost federal funding for this period. According to the financial provisions of the Bilateral Agreement, funding under this program will increase significantly over the nine years (over 29% provincially in three years).

5. The Ontario Priorities Housing Initiative (OPHI) is the IAHE successor. As there is IAHE funding for 2019-20 already allocated for Home Ownership, Ontario Renovates and Housing Allowance programs. The Director, Housing Services anticipates using the new funding in 2019-20 for a new build or conversion project/s. In the subsequent two years, the Director expects to use the funds to continue these programs, with the exception of new builds and the home ownership program in 2020-21 due to insufficient funds. According to the financial provision of the Bilateral Agreement, funding under this program will decline over the nine years (over 54% provincially in just three years).

6. Canada-Ontario Housing Benefit: the province has indicated that there will be negotiation with CMHC on this program with the expectation of commencing the flow of funding to Ontario households beginning April 2020. Funding under this program is expected to increase; it will replace the OPHI program over the nine years.

7. Portable Housing Benefit – Survivors of Domestic Violence and Human Trafficking (PHB-SDV): the province will continue to administer and fund this Ontario Community Housing Renewal Strategy and Funding Allocations Announced 3

program. Chatham-Kent Employment and Social Services continues to act as the local service delivery agent and Service Manager for this program.1

Consultation

The Director, Housing Services met with the Program Manager, Housing Services and the Manager, Housing Assets North to review and discuss the housing programs funding allocations and come to consensus on how best to use the funding allocations. They are in support of the suggested use of these funds.

The Director, Employment and Social Services met with the Homelessness Prevention Program Manager to review and confirm the funding for the CHPI and HFG programs. The Community Homelessness Prevention Initiative and Home for Good funding allocations are fully committed for the 2019-2020 fiscal year.

Financial Implications

The following chart summarizes the funding allocations for the homelessness prevention program funding:

Homelessness Prevention Program Funding

2019-20 2020-21 2021-22 Program Confirmed Planning Planning Allocation Allocation Allocation

Community Homelessness $1,789,998 $1,807,547 $1,807,547 Prevention Initiative (CHPI)

Home For Good – Operating (HFG) $657,364 $657,364 $657,364

1 CK ESS receives $250 per applicant in administration fees, but only for applicants who are assessed as eligible and accept an offer to participate in the program. As well, CK ESS is reimbursed for first and last month’s rent if issued to get the applicant housed. No funding is provided for applicants determined ineligible, or who are determined eligible but opt not to participate in the program. Ontario Community Housing Renewal Strategy and Funding Allocations Announced 4

The following chart summarizes the funding allocations and suggested uses for the housing program funding:

Housing Program Funding

2019-20 2020-21 2021-22 Confirmed Planning Planning Program Allocation Allocation Allocation Comments Investment in Affordable Housing This is not new funding. (2014 Extension) (IAHE) $559,600 n/a n/a Reported to Council Sep 8/14 Approved Program Delivery and and updated Apr 13/15. Financial Plan An IAHE Wrap Up Report to New Rental Housing $0 Council will be made after Home Ownership $146,000 April 30/20 - the end of the Ontario Renovates $278,600 IAHE program. Housing Allowance $135,000 Community Housing Renewal Strategy (Ontario) Canada-Ontario Community This is new funding to replace Housing Initiative (COCHI) $22,012 $17,119 $151,431 the federal Social Housing to offset decrease to Rent Agreement (SHA) funding Supplement Funding -$12,886 -$17,119 -$16,283 that expires each year, to offset decrease to S.95 Funding -$9,126 -$62,071 beginning 2019-20. It can be to offset decrease to PNP Funding -$45,196 used to protect affordability to offset decrease to SHA Funding -$27,881 support for tenants. Actual decreases are greater Ontario Priorities Housing Initiative (OPHI) This is new funding to replace New Rental Housing $752,210 $0 $0 the IAHE funding program. Home Ownership IAHE above $0 $150,000 This is the draft proposed Ontario Renovates IAHE above $254,690 $321,670 take-up plan for the funding Housing Allowance IAHE above $135,000 $135,000 allocations. Transfer Admin Funding (5%) $39,590 $20,510 $31,930 Payment Agreement and Program Guidelines received May 3. $791,800 $410,200 $638,600

Prepared by:

______Shelley Wilkins, BPA Polly Smith, Director, Housing Services Director, Employment and Social Services Ontario Community Housing Renewal Strategy and Funding Allocations Announced 5

Reviewed by:

______April Rietdyk, RN, BScN, MHS, PHD PUBH General Manager Community Human Services

Consulted and confirmed the content of the consultation section of the report by:

______Brandon Bechard, Manager, Housing Assets North Infrastructure and Environmental Services

Attachment: none

P:\RTC\Community Human Services\2019\Housing\RTC Community Housing Renewal Strategy Allocations.Docx

 Back to Top Municipality of Chatham-Kent

Corporate Services

Customer Services

Information Report

To: Mayor and Members of Council

From: Leanne Segeren-Swayze Director, Customer Services

Date: April 15, 2019

Subject: N11 Services Chatham-Kent

This report is for the information of Council.

Background

At the February 11, 2019 meeting, Council passed the following notice of motion:

“Re: Making the Right Call – Local Promotion of N11 Numbers

Whereas February 11th is recognized as 211 Day to acknowledge the free helpline that connects residents to community and social services - 24 hours each day, 365 days each year in over 150 languages, and Whereas 211 has been in operation for over 20 years in Chatham-Kent - funded by United Way and the Province of Ontario, and Whereas 311 is a non-emergency telephone number that residents can call in other communities to find information about municipal services, make complaints or report problems like graffiti or road damage, and Whereas Police Services currently receives over 60,000 calls for service, and Whereas it would be helpful to local residents to dial a simple three digit telephone number for specific situations Be it therefore resolved that administration be directed to explore the feasibility of, and costs and/or savings associated with, the promotion of the proper use of each of the following N11 numbers - 211, 311 and 911 including, but not limited to a) changing 519-360-1998 to 311 N11 Services Chatham-Kent

b) undertaking an analysis - for the past three years - of the number and types of non-emergency calls going to 911 all of which could potentially save and/or redirect limited human and financial resources and/or eliminate duplication of services currently provided by other community partners.”

The purpose of this report is to provide information to guide Council’s decision to implement a 311 service in our community.

Comments Call Centre history:

In 1998, a basic municipal call centre (519-360-1998) was formed to act as a “switchboard” to direct and assist customers to the appropriate departments, services, etc.

In 2001, Council approved the Call Centre Business Plan and the recommended enhancement of services to be provided by customer service representatives (CSRs). The strategy of the new enhanced call centre was groundbreaking and one of the first in Ontario to implement a one-stop access to services and information. The concept of customer service representatives completing service training with internal departments/municipal software, providing direct services to customers versus transferring all calls to departments and increasing call centre staff complement by reducing complements within various departments (creating overall corporate efficiencies) was very successful. Again, this required extensive training, corporate commitment, cooperation and communication for implementation and sustainability.

In 2014, a service review was conducted and extensive enhancements were supported corporately and by Council. Such enhancements included the redistribution of 400-500 calls/day to all nine municipal centre locations in Chatham-Kent versus the call centre (one location) in Chatham. The subsequent impact of these changes included the reduction of 4 (four) customer service representatives (through attrition), balanced workloads for the customer service team, enhanced call centre software, web chat, extensive customer service training (as all CSRs in all 9 offices were now providing services and information pertaining to any community within CK), etc. The overall changes were regarded as highly progressive and successful. So much so, that the University of Western Ontario conducted an extensive research paper to include this specific project and Chatham-Kent (Customer Service and ITS) was also the recipient of two awards with MISA (Municipal Information Systems Association) in 2015. We continue to explore ongoing opportunities to improve and expand customer options to request service, information or report a concern. In doing so, we also monitor customer service options within the private sector to remain current with drivers of customer expectations. N11 Services Chatham-Kent

Research history of N11 service options:

In 2005, staff received direction (by administration) to research N11 service options for Chatham-Kent. Extensive research was completed at that time, cost estimates were obtained from telephone providers for exchange work (routing CK calls to N11), field visits to 311/211 operation centres and discussions with United Way specific to 211 (Ontario). Following the completion of the research, followed by a United Way 211 presentation to Council, the concept did not progress due to the cost of technical infrastructure (upwards of 1 million dollars) and 24/7 hours of operation (as recommended by CRTC - Communications Radio-Television Telecommunications Committee at that time).

Comments

The foundation of providing a 311 service is akin to a call centre that efficiently and effectively manages incoming calls. Chatham-Kent is highly equipped in terms of call centre processes, infrastructure, and training to implement the 311 number. Fundamentally, nothing would change in terms of the actual services provided by our customer service team. If Chatham-Kent proceeds with this option, the Chatham-Kent customer would call 311 which is simply forwarded to 519-360-1998 and directly routed to the customer service team. In the event that a customer/resident is calling from outside of the Chatham-Kent boundary, they would still be required to call 519-360-1998 as 311 is boundary specific, relative to each municipality. In other words, if you called 311 currently (in the Chatham-Kent boundary) the call automatically directs to a recording that this number is not recognized (as we are not currently set up). If you were in Toronto and called 311, you would reach the City of Toronto, and so on. The number 311 would not replace 519-360-1998, rather it would be an additional option for customers to contact the Municipality without having to search for the telephone number.

Wheatley area residents currently dial 519-682-0803 or our 1-800 number which were established in 1998 for residents to avoid long-distance charges when contacting the Municipality (519-360-1998). These particular numbers are configured to automatically route to our customer service team. This same configuration would continue in the event that 311 is implemented. For example, if a Wheatley resident calls 311 (once implemented) the number would automatically be routed to 519-682-0803 which in-turn is routed to 519-360-1998. In other words, no long distance charges would exist and seamless to the caller as to the configuration. Regular telephone service provider (talk- time/minutes) charges would continue for those who call 311, similar to current minute usage when calling from cellular phones.

It is important to note that the Bell Canada telephone exchange boundaries directly impact the direction of 311 calls (Appendix A attached). As a result of discussions and documents provided by Bell Canada we are now aware that the Chatham-Kent telephone exchange boundaries extend into most bordering municipalities. What this means is that when/if citizens within the CK 311 exchange boundary call 311 (ie north of Dresden, west of Tilbury and Wheatley), the call will route to CK 311 versus their actual N11 Services Chatham-Kent

town/county. In such case, the CK customer service team would simply transfer the call directly to their municipality if necessary (ie service requests, etc). Again, this is only in cases where they call 311 from within the CK 311 boundary. As required by CRTC (Communications Radio-Television Telecommunications Committee) and Bell Canada (and all other TSPs - telephone service providers), we must obtain written consent (specific Council approved motion) from each of the involved municipalities as one of the first steps to begin the process. This boundary alignment challenge is common for most municipalities when implementing 311 and regardless of precisely identified exchange boundaries, the routing will never be perfect due to phone towers, etc.

Municipalities currently providing 311 services:

Ottawa Windsor Sudbury Oakville Brampton Mississauga Toronto London

911 Impact:

Chatham-Kent Police conducted a three-year analysis of 911 calls and the statistics indicate that 23 (confirmed) municipally related calls were received (approximately 7 per year). All other calls placed to 911 during this period of time were not pertaining to municipal services and were in fact police related, in other words not misdirected.

When a call is received by 911, there is a specific triage process (ie specific questions, work flow database entry) which must be followed to determine the nature of the call, the fundamental priority of the call, followed by the prescribed protocol for managing the situation.

As one would expect, 911 receives a large spectrum of non-emergency and emergency police related calls and of course of varying degrees and of various nature. Of the logged statistics for the 911 service, all other calls during the three-year period required the direct involvement of the Police.

In summary, all other calls with the exception of 23 were appropriately directed to the correct N11 service and would not be considered misdirected in any way. The implementation of 311 would not significantly impact 911 services based on the extremely low volume of misdirected calls. N11 Services Chatham-Kent

N11 Marketing:

If the municipality proceeds with the 311 implementation, we are required to educate our citizens on all N11 services (i.e. 211, 311 and 911). Such marketing must identify the N11 options and the specific purpose of each number. Chatham-Kent would be responsible for implementing an effective communication plan to educate stakeholders.

211 Services:

The 211 service was implemented by the province several years ago, and its purpose is to provide citizens with community, social, non-clinical health and related government service information. This is an information and referral helpline for citizens searching for things like food banks, walk in clinics, Alzheimer support, Meals on Wheels, etc. This service is not associated with the municipality, however the citizens of Chatham- Kent have direct access to this service. If Council chooses to proceed with the implementation of 311, the 211 services would be included in the N11 marketing plan to educate the further public on the options.

Current customer options:

Citizens currently access our customer service division via one of the following options to request and receive services and information:

• Call Centre (519-360-1998) • Counter services-municipal centres and information desks • [email protected] • Facebook messenger • Webchat

We are in the process of developing and implementing options for customers to text our customer service team (519-360-1998 and potentially 311) as well as website options for self-reporting/service requests by year-end. During the 2019 budget deliberations, Council approved the funding to upgrade the existing citizen request system, which will already expand the options for the self-reporting/logging on the municipal website. Additionally, we are exploring the options of smart phone apps for simplified customer access.

The implementation of 311 would simply add to the above list of options for customers to access our customer service team.

In summary:

The existing hours of operation (8:30am-4:30pm Monday to Friday) would remain the same for citizens contacting customer service to request service, information, etc. Current options for after-hours emergencies would also continue. N11 Services Chatham-Kent

Should Council choose to implement 311, there are a number of requirements and steps that must be completed over an estimated 12-18 month time period. They are as follows:

1. Direction from Council to proceed. 2. Notices would be sent to Elgin, Middlesex, Lambton and Essex Counties, First Nations Moraviantown, and Walpole Island. (requesting consent for their residents within the exchange boundary to be routed to CK311 and routed back to their office when/if necessary). 3. If one of the involved jurisdictions does not consent, the only option is to eliminate the entire exchange or do postal code routing (which is costly and not always accurate). 4. Once authorization is received, CK would release the industry call notification of 311 implementation for TSPs and CRTC (must allow 6 months which they may be able to complete in a week, but must allow 6 months). 5. Once each TSP completes their work, this immediately begins a soft-launch of 311 for CK (hard launch is considered irrelevant other than publicity purposes). 6. Development an effective communication plan to build public awareness pertaining to N11 services and their purposes prior to the official 311 service launch.

Consultation

The following departments were consulted for the purpose of this report:

Information Technology Services Police Services – 911 Communication Centre

External Resources:

Municipal N11 Operations (Cities of London and Windsor) CRTC (Communications Radio-Television Telecommunications Committee) Bell Canada Thinktel Perficient (Clarity)

Financial Implications

In the event that we receive consent from surrounding municipalities for 311 routing, the cost for implementation is essentially those associated with staff time. If we do not receive consent from specific surrounding jurisdictions, we would be required to change the routing methods (telephone service providers) to exclude specific areas (based on postal code routing). The cost for this type of 311 boundary routing is based on a number of factors and area specific. These quotes are labour intensive and therefore will only be requested by the TSPs if consent cannot be obtained from one of the jurisdictions, followed by a report to Council requesting direction in terms of options before us. N11 Services Chatham-Kent

The communication plan for public awareness of N11 prior to the implementation of 311 would include promotional material such as stickers for municipal vehicles, social media, brochures, newspapers, municipal signs, etc. The combined estimated costs of such promotional material and advertisements is not known at this time but is not anticipated to be cost prohibitive.

Prepared by:

______Leanne Segeren-Swayze Cathy J.E. Hoffman, MPA, CHRL Director, Customer Services General Manager, Corporate Services Chief Human Resource Officer

Attachments: Appendix A – map

G:\HROD\HR Admin\Reports to Council\2019\N11 RTC.docx  Back to Top Municipality Of Chatham-Kent

Chief Administrative Office

Strategic Planning

Information Report

To: Mayor and Members of Council

From: Karen Loney, MA

Date: May 6, 2019

Subject: Update on Council Strategy Process to Set Priorities ______

This report is for the information of Council.

Background

On January 23, 2017, Council approved the CK Plan 2035 and the community vision statement. The CK Plan 2035 is a community strategic plan that describes what Chatham-Kent aspires to be in the year 2035. The CK Plan 2035 was first introduced to Council in 2015 as part of the Integrated Planning and Reporting Cycle (IPRC). The IPRC was created to provide improved strategy and discipline for the delivery of public services. The CK Plan 2035 is to be the framework for making those decisions.

The community vision for Chatham-Kent is “A welcoming, healthy, prosperous community that is culturally rich and naturally innovative”. To learn more about the context of the vision statement, visit https://ckvision.ca/.

The vision statement addresses the four overarching Strategic Focus Areas behind the CK Plan 2035. The Strategic Focus Areas are:

 Economic Prosperity  Healthy and Safe Community  People and Culture  Environmental Sustainability

In addition, there are three critical success factors specifically for the Corporation to concentrate on to enable community success of the CK Plan 2035. The critical success factors are:

 Financial Sustainability  Open and Transparent Government  Resiliency Update on Council Strategy Process to Set Priorities 2

While the CK Plan 2035 is a long-term plan, it is considered an evergreen document that should be reviewed based on emerging trends and new priorities. Review of the CK Plan 2035 is embedded in the process for Council when they set priorities for their term of office.

On the evenings of April 1st and 2nd, Council met at the Chatham-Kent John D. Bradley Convention Centre for a facilitated session by John Matheson of StrategyCorp. Inc. The purpose of the session was to:  Review the CK Plan 2035  Discuss and consider the priorities for the new Council this term  Determine how these priorities fit in the overall framework of the CK Plan 2035 having relation to: o Emerging characteristics of the community o Changing priorities of the Council o Insights from the 2018 Municipal election campaign

Comments

For Council to set their 2019 – 2022 priorities, the following process has been developed:

 Orientation for Council – Completed November 5, 2018  Term of Council Priority Setting o Review of Current State . Community Feedback from 2018 Election compiled . CK Counts Census and Ward Profiles Updates provided . Council and EMT interviews done to create a SWOT analysis o Council Agenda Setting – Evening of April 1st and 2nd o Assessment by Administration for horizon, scope and funds to report back to Council – In Progress o Confirmation of Priorities – Proposed June 3rd  CK Pan 2035 to be updated to reflect Council’s priorities – June  Business Plans to be updated to align with priorities – July  Implementation, Measuring & Communicating Progress – on-going

The results of the agenda setting discussion and the summary of the process of what occurred prior and next steps, can be reviewed in Appendix A. This document will be used as the foundation for Council to confirm their term of Council priorities.

Consultation

The Council Strategy process was developed and implemented in consultation with StrategyCorp Inc. Update on Council Strategy Process to Set Priorities 3

Financial Implications

There are no financial implications from this report.

Prepared by:

______Karen Loney, MA Health Educator, CK Community Leader’s Cabinet Coordinator in Mayor/CAO office

Reviewed by:

______Don Shropshire Chief Administrative Officer

Attachment(s): Appendix A

P:\RTC\CAO\2019 CAO Reports\Information Report - Update on Council Strategy Process to Set Priorities.docx

 Back to Top 2018 – 2022 Council Term Priority Framework

May 7, 2019 Background

• CK Plan 2035 approved by Council on January 24, 2017 • New Council Term began December 17, 2018 • Welcomed Council along with new Mayor and eight new Councilors

2 New Term of Council Strategy Framework: 2019 -2020

Orientation for Term of Council Budget Process Council Priority Setting

Business Plans to Measuring & Refreshing the CK be updated to align Communicating Plan with priorities Progress

3 Term of Council Strategy Process

4 Municipality of Chatham-Kent

Review of Strategic Plan

April 2019 John Matheson

©STRATEGYCORP 2018 Council Strategy Term of Priority Overview • Purpose: Chatham-Kent has a community Strategic Plan known as CK Plan 2035. • In October 2018, the community elected a new Council. On the evenings of April 1 and 2, 2019 a priority session was to provided to Council with an opportunity to: • review the CK Plan • discuss and consider the priorities of the new council for this term • determine how these priorities fit in the overall framework of the Plan, having regard to: • Emerging characteristics of the community • Changing priorities of the Council • Insights from the election • It was the intent that the session would be of benefit both to Council and to Executive Management, as they prepare the agenda for the term ahead. • The session was facilitated by John Matheson of StrategyCorp Inc.

6 The Process Issue Identification prior to the session: • In preparation for the session, all members of Council and Executive Management were interviewed over the telephone for the purpose of canvassing their assessment of: • the strengths, weaknesses, opportunities and threats facing both CK as a community, and of Municipal Administration in order to pre-populate a SWOT analysis • The Session included: • A review of the CK 2035 Plan • A facilitated discussion to validate the draft findings of the SWOT exercise, based on the interviews • Small group conversations to identify priorities • A briefing on Provincial priorities and the upcoming Budget, and how they might effect CK priorities • A group discussion on priorities and exploring what they might mean. • Results of the Session • A SWOT statement • A draft list of priorities, for validation by Council and Elaboration by Staff

7 Next Steps

1. Council to consider the draft priority statement • Validate or amend, as appropriate • What is missing? • Are there draft priorities that should be elevated or demoted • Plans to revisit/revalidate over time 2. Staff to Prepare a Report linking existing and planned initiatives to council priorities • Proposals on how to “action” items prioritized by Council (who, what, when and how?) • Links between draft priorities and existing initiatives (and budgets) • Proposed performance metrics

8 Discussion: The SWOT Exercise Observations: Council Consensus The SWOT Analysis: • The following pages summarize the strengths, weaknesses, opportunities and threats (SWOT) of Chatham Kent, both having regard to the overall community, and to the administration of the corporation. • The SWOT was undertaken through a set of one-on-one interviews, and then validated by a group discussion. • It appeared that while there may have been some differences of opinion, they were not so much fundamental as matters of degree. • There was a recognition that legacy issues of amalgamation (now fading) and the “urban rural divide” constitute an on-going challenge in governing CK. • There is a sense that CK needs to come to a consensus on its role in the economy and “what it is trying to achieve” through its investments in infrastructure and services. This follows through the Vision of the plan, but also into branding materials intended to position CK with potential residents and investors. • Given this lack of consensus on “destination,” there is also some lack of consensus on specifically what is needed to advance the goals of CK. (e.g. a new investment in infrastructure, or a continued focus on paying down debt.)

10 SWOT Analysis: Strengths

Attributes of CK (Community) • Small town lifestyle: Not Toronto! Affordable, • Stabilization of population/ slowing of decline balanced and friendly; Low levels of life stress contrary to forecasts is creating optimism • Pride in “having survived” restructuring • Educational assets: University (Guelph) and College • Safe, caring, giving community (St. Clair) • Designated as a Welcoming Community and • Jobs are coming back Baby Friendly • Agriculture: >70 Crops/”Product of Canada” • Good retirement destination label • Many “authentic” pleasant small town downtowns • Growth in cannabis sector • Low cost of living relative to GTA and other centres • Advanced manufacturing • Lakes and riverfronts  tourism and recreation • Safe profile of community VERY attractive to options newcomers • Strategic Location on 401 / Proximity to markets • Many local investors – especially in STEM based • Transportation Network (Sarnia, Windsor, industries Airports within region, located on NAFTA Hwy) • Strengthening economy in Windsor Essex SWOT Analysis: Strengths

Attributes of Corporation of CK • Track record of prudent financial decision making; • Community moving on (or at least, “aging on”) from improved reserves; debt under control; modest tax “post amalgamation” legacy issues hikes • Strong, mature team; corporate training • Asset management plan progress to date and outlook • Positive restructuring has linked Economic much improved Development department to community • Taxes are low/offer good value (though more of this development may need to be communicated to various audiences) • Amalgamation may have been a problem, but now • Strong staff team (need to manage turnover) we are ahead of municipalities which did not • Optimism about New Council and positive “can do” attitude • Customer service orientation of administration • Many successful partnerships between CK and Community SWOT Analysis: Weaknesses

Attributes of CK (Community) • Geography: • Inadequate acceptance of diversity in community • large territory with low population density • High public expectations re: service levels, low taxes, delivery • Aging population times, modes and locations of delivery • Flood plain vulnerability to climate change • Changing expectations of seasonal users who do not • Location: caught between Windsor and London understand rural service levels • Lack of housing supply caused by sudden growth in population • Lack of vibrant retail • Inventory of Commercial and Industry lands in wrong place • Uneven access to high speed digital services • Lack of skilled Labor: private & broader public sector (ECE PSW • Health Issues etc. • Heart disease is leading cause of death • Long term failure to retain youth; economic (lack of career • High levels of Chronic Disease as compared to ON paths) & social (lack of rec activities, etc.) • High levels of overweight/obesity compared to ON • Perceived undertones of community • Social Issues • attachment to legacy assets (120 buildings) • High rates of poverty, lone-parent families, and lower • urban-rural divide / “me too” attitude rates of educational attainment in comparison to the ON • CK has no unique brand or identity • Mental health and addictions issues and related social • Urban rural divide is a split in how the community perceives its problems needs and future • Unresolved community doubts re: effect of wind turbines on wells • Communities in Bloom loss of participation • Roads network and challenged of maintenance SWOT Analysis: Threats

It would be a threat if (as a Council) we… • Failed to achieve a shared vision for CK • Too cautious to see new opportunity • Failed to achieve a consensus on priorities (had too many) • Focus on future, not the past • Did not reflect the “uniqueness” of CK [in setting a vision] • Handcuffs of nostalgia: need to consider the needs of • Failed to create a brand for CK to communicate to external the Municipality today stakeholders • • Had insufficient political will to drive change to completion Failing to change how we think/think outside the box • Failed to reach consensus on… • Are not realistic: i.e., we believe “our own hype” • optimizing facilities (arena, civic centre) [about economic opportunity/growth] • rationalizing legacy/surplus facilities • Undermined CK financial improvements by making • Under-investment in key services such as: too many new spending commitments • mental health and addictions • Got involved in too many non core activities • chronic disease • Tried to be all things to all people • poverty • Failed to address shortage of housing, particularly affordable, and stalled economic growth SWOT Analysis: Weaknesses

Attributes of Corporation of CK • Limited fiscal capacity: Low revenue per square km • Lack of development-ready serviced employment land • Perception of high fees and taxes: “at the tax wall” & • Past failures to develop Tourism potential revenue growth must come via new/increased • Legacy environment challenges/need to catch up on assessment • tree canopy • Dependence on reassessment for increased revenue • water and air quality • Asset Management Plan (AMP) only 55% funded: lots of • Post amalgamation issues bridges., drains etc. that need to be tended to • Size of council and challenge of representing large • Infrastructure (all kinds) wards, • Needed to enable attract/retain business and residents • Role of wards in urban-rural divide and decision making • No development charges to make “growth pay for • Burden of maintaining legacy assets & cost trade offs growth” • Need to rationalize buildings • Lots of expensive projects looming • Evolution of organizational structure • Arena • Perception of some [critics/commentators/etc.] of • Civic Centre organization not being “lean” • Growth and Development: Inadequate history of • Recruitment and retention: low salaries relative to market setting development priorities (need for strategy) • Challenges of performance measurement and knowing how • Need Brownfields policy we are doing [i.e. it is challenging to get the right • Need to address DCs and “growth pays for growth” measurement tools] • Service mix for today’s challenges • Loss of institutional memory • Lack of transit; Active transportation and trails • No consensus on priority of bike lanes vs. parking SWOT: Opportunities Relating to attributes of CK (Community) • Build a CK mentality: authentic expression of a place • Strategic Economic Development focus on “supporting • Take advantage of the diversity of lifestyle our strategic winners” – especially small business – choices not chasing auto plants… • Attract and retain population • Build on strength of agriculture; more processing • Promote CK affordability to potential newcomers • Industry along the 401 corridor • “Bring the kids home” strategy (more than entice • Tourism along the rivers and lakeshores and in people who may have not connection here) the villages • Promote investment in High Speed digital services • Partner with employers and educational institutions to • Expand transportation and transit opportunities address skills shortages • on demand • Continue to expand Partnership with Ridgetown • Active transportation Campus (Guelph U)/St. Clair College • Natural gas expansion • Build on cultural assets • Creative use of empty schools • Advocate for an improved interchange off 401 that is a true “gateway” to CK SWOT: Opportunities

Relating to the Corporation of CK • Continuous improvement/lean for admin • Ec Dev • Implement 4-year Budgeting • Drive reforms to be Open for business / cut red tape • Explore alternative service delivery models • Support small business – don’t chase smokestacks • Deliver more transparency in government • Tourism: Expand it; it is underleveraged • Better communication and Public Engagement • Lead with a more strategic approach • Improve website • Focus on experiential tourism: culture & cuisine too (not • Asset Management Plan just outdoor activity) • Existing Assets • Examine opportunities to create more housing alternatives • Accelerate investments in State of Good repair • Use policy/partnerships/Federal or Provincial funding • Asset rationalization? • Increase capacity to engage with Federal/Provincial • Accelerate paying down the debt governments to improve • New Infrastructure Assets to support growth • Capital and operating grants • Invest in servicing to Create supply of available land • High Speed Internet (support SWIFT) • Invest in new facilities (Arena/Town Hall) • Strong partnerships with community agencies • Focus growth where it makes sense • Purposefully designing the built environment to support health outcomes • Adding Development Charges so “growth pays for growth” • get the right balance to remain competitive with neighbours SWOT Analysis: Threats External Threats • Climate change: Vulnerable to climate change hazards • General culture of decline of civility in governance due to poor air quality, proximity to water and high leads to spillover to CK political culture level of UV radiation • Social media • Provincial/Federal policy: risk of • Demands for services with a higher proportion cuts/downloads/policy change number of residents over 65 in comparison to ON • Zero control over school closures and school boards • Realities of brownfield development (uplift in value • Economic Pressures insufficient to justify investment in clean up) • Further structural change in economy • Risks to auto industry • Corporate farming model displacing small farm model • Online shopping and retail curtailing municipal revenues; leaves behind only packaging and traffic! • Competition along 401 Corridor: Neighbour municipalities do not have Development charges Discussion: The Priority Setting Exercise Observations: Council Consensus Council undertook a facilitated priority setting discussion where Councillors where asked to consider their “top priorities” having regard to the existing CK Plan 2035, and the matters that most concerned them. 1. Council priorities and overall strategic approach: • The key policy trade-offs identified by Council are typical of choices required by all Ontario municipalities, and focused on the need to balance: • Investment in services and infrastructure vs. keeping taxes low • Promoting/facilitating economic development vs. protecting the environment • Council reflected a balanced approach to each of these questions.

20 Observations: Council Consensus continued

2. Council identified a number of • Capitalize on strengths of community (friendly, significant needs which could be livable, affordable) summarized as follows per the diagram at the side. 3. As part of the overall goal of • Attract jobs and people by building on strengths “keeping taxes affordable,” Council expressed interest in evaluating • Invest prudently in key “missing pieces” of whether savings from continuous infrastructure and housing supply improvement and asset rationalization could be used as a • Fix gaps in services to people – especially around means of funding new priorities. mental health and addictions • Optimize services and assets to keep taxes down and reinvest, prudently, as required

21 Observations: Council Consensus 4. Continued Suitability of the CK2035 Plan: Overall, the Plan was considered to be a reasonable fit with Council’s current priorities. • With respect to specific detailed commitments, Council invited administration in its report back to recommend specific changes to reflect projects that could now be deleted (completed/no longer relevant, etc.) 5. In assessing priority, Council Members were encouraged to consider areas which could: • Grow • Be Maintained • Be decreased, discontinued or delivered in another fashion. 6. Over the course of deliberations there were no recommended services or activities that were identified for “decrease or discontinue,” reflecting in part: • Eight successive years of constraint that preceded the session • The high degree to which existing services are either provincially mandated or otherwise considered core to the municipal mandate.

22 Results of Council Deliberations • In many cases, lower ranked items were matters that were perceived as “already well in hand and properly resourced” – not as being of lesser significance. • The purpose of the ranking was to give administration a general idea of the draft priorities of Council. • No specific proposals or initiatives were presented or considered. • Administration will return with specific reports including full policy, operational and budgetary implications prior to any decisions being taken by Council. • For transparency purposes, the summary uses language to describe priorities exactly as submitted by Council. Where appropriate, similar ideas have been aggregated. • An alternative edited version departs from directly quoting the language submitted by Council. See slide 49

23 Results of Council Deliberations

1.0 Economic 2.0 Healthy & Safe 3.0 People & 4.0 Environmental 5.0 Critical Success Prosperity Community Culture Sustainability Factors

• For ease of tracking, Draft Priorities have been: Higher ranked priorities • Sorted based on the five headings of the CK 2035 Plan and (More than 9 mentions) • Colour-coded and ranked by level of support as set out in Figure 1. Mid-ranked priorities • Three versions have been provided: (more than 4 mentions) • Full list • Medium and high only Unranked priorities • High only (1-3 mentions)

Figure 1

24 • Finalize recreation Infrastructure Plan Draft Priorities (full list) • Rights Size/Rationalize Infrastructure • Strategy to enhance access to • Policies for environmental protection balanced with development & Repurpose facilities. Add Mental Health & Addictions • Manage impact of Species at Risk and Environmental legislation buildings to Asset Management Plan services in CK • Expand Waste Diversion Programs • Improve Transportation & Transit • Continue Age friendly focus • Wind/well controversy: Push for a conclusion • Flood Mitigation: Implement (elder care) Stormwater/sewer Plan • Set goal of increasing C&I tax base (linked to • Improve active Transportation economy) • Infrastructure Plan Finalized • Review all decisions with multiple lenses: • Increased commitment to road environmental, health, inclusion and financial Improvements • Governance: review ward & council structure • Digital/wireless strategy • Focus on Succession planning

• Commit to Continuous Improvement • Rural School Closures: strong lead on • Improve interdepartmental coordination advocating against • Consider policy to limit tax increases to CPI Constantly advocate for rural and small towns • Consider Increased funding of Asset • Advocate for rural healthcare Management Plan and infrastructure “pay as • Housing: Increase supply of all • Increase population density; you go” policy forms, especially affordable resident attraction and • Consider 4-year budgeting • Tourism improvements (experiential (federal and provincial support) retention tourism) • Skills shortages and • Industrial Property Zoning and • Explore outsourcing trades/retraining • Improve communications strategy & website • Facilitate community events Servicing; closer cooperation with utility to encourage servicing • Recruit professionals (e.g. • Open Data • Ec Dev improvements focus on higher medical) paying jobs • Rethink Strategies for growth, • Promote partnerships with NFP and volunteer • Promote innovation/link Update OP • Support Culture and Heritage sector: “we do not have to do it all” entrepreneurs and innovators • Small town growth/Downtown renewal • Promote Citizen Engagement • Finalize recreation Infrastructure Plan Draft Priorities (mid and high) • Rights Size/Rationalize Infrastructure • Strategy to enhance access to • Policies for environmental protection balanced with development & Repurpose facilities. Add Mental Health & Addictions • Manage impact of Species at Risk and Environmental legislation buildings to Asset Management Plan services in CK • Improve Transportation & Transit • Flood Mitigation: Implement Stormwater/sewer Plan

• Rural School Closures: strong lead on advocating against Constantly advocate for rural and small towns • Advocate for rural healthcare • Housing: Increase supply of all • Increase population density; forms, especially affordable resident attraction and • Tourism improvements (experiential (federal and provincial support) retention tourism) • Skills shortages and • Industrial Property Zoning and • Explore outsourcing trades/retraining • Improve communications strategy & website • Facilitate community events Servicing; closer cooperation with utility to encourage servicing • Recruit professionals (e.g. medical) • Rethink Strategies for growth, Update OP • Small town growth/Downtown renewal • Finalize recreation Infrastructure Plan Draft Priorities (High only) • Rights Size/Rationalize Infrastructure • Strategy to enhance access to • Policies for environmental protection balanced with development & Repurpose facilities. Add Mental Health & Addictions • Manage impact of Species at Risk and Environmental legislation buildings to Asset Management Plan services in CK • Improve Transportation & Transit • Flood Mitigation: Implement Stormwater/sewer Plan

• Housing: Increase supply of all forms, especially affordable • Tourism improvements (experiential (federal and provincial support) tourism) • Explore outsourcing • Industrial Property Zoning and • Improve communications strategy & website • Facilitate community events Servicing; closer cooperation with utility to encourage servicing • Rethink Strategies for growth, Update OP • Small town growth/Downtown renewal Review: The CK Strategic Plan 2035 1. Current Plan: Economic Prosperity

Within one generation, our community will be a leader in Summary Points educational opportunities and recognized as a destination of choice in Ontario for business investment Improve Infrastructure

1.1 IMPROVE INFRASTRUCTURE Our community invests in Grow essential infrastructure to maintain and grow our economy Agri-Industries

1.2 GROW AGRI-INDUSTRIES Our community is a world-leader in Business Growth agri-industries (attract/retain/ expand) 1.3 CULTIVATE BUSINESS Our community works to increase business attraction, retention and expansion Develop Skills 1.4 DEVELOP SKILLS and EDUCATION: Our community provides & Education inclusive access and quality education to prepare citizens for current and future industries and life-long learning

29 Economic Prosperity: Observations • Overall, there was a high degree of consensus on the overall economic prosperity strategy, which could be summarized as: o Attract People: a key contributor to the sustainability of the community o Jobs: as a key attractor of people o Healthy built environment: to be attractive o Financial Sustainability: affordable taxes to be competitive • It was understood that there were other key enablers, addressed in other sections, including: o The urgent need for more housing o The importance of investments in digital high speed as “table stakes” for contemporary business: “like electricity was in the last century.” 1.0 Economic Prosperity: Council Priorities 1.1 Improve Infrastructure

• Finalize Recreation Infrastructure Plan • Rights Size/Rationalize Infrastructure / Repurpose facilities • AMP for buildings • Improve Transportation System/Transit • Flood Mitigation/Finalize plan for Stormwater/sewer and begin implementation (see also under climate change s. 3.2) • Support Active Transportation/Strategy for improvement • Infrastructure Plan Finalized • Roads Infrastructure Improvements • Digital/wireless strategy 1.0 Economic Prosperity: Council Priorities 1.2 Grow Agri-Business • Rural School Closures: strong lead on advocating against • Constantly advocate for rural and small towns • Advocate for rural healthcare

1.3 Business Growth (attract/retain/expand) • Tourism improvements (experiential tourism) • Explore outsourcing; improved communication with culture; facilitate community events • Ec Dev improvements focus on higher paying jobs • Promote innovation/link entrepreneurs and innovators Infrastructure: Observations • The quality of the roads is important to everyone. No one advocated for less investment in roads. Some urged that the advisability of more investment in the roads be considered. • There was less consensus on the business case linkage between certain key recreational infrastructure investments (trails/arenas) and resident attraction/retention. The main theme of such discussion was: o Necessity: “is it necessary to build it to get them to come” o Sufficiency: “If we build it, will it be enough to get them to come?” • Further development of business cases in this regard would appear useful in reaching a consensus around what and how much to build. • There was also considerable discussion about the legacy assets and how it may be necessary to again consider rationalization/repurposing/recycling of assets that predate amalgamation. Economic Prosperity: Observations • With respect to core Economic Development activities, there was a continued interest in building on strengths, most notably: • Agriculture and food processing • Advanced manufacturing • Small business operating in the STEM sector • There was not a lot of discussion about specific deliverables under s. 1.2 but they would appear to be broadly consistent with “continuing” to support agriculture. • With respect to s. 1.3, there was specific mention made of the opportunity to work more closely with the Road Utility companies (Entegrus, PUC, Enbridge, Hydro One) to work to remove barriers to servicing of developable lands. • The linkages between the need for more “ready to go” lands were also considered in 2.3, relating to land use planning. • There was no discussion of new investment in 2.4, but endorsement of continued partnership and cooperation with educational institutions. 2.0: Current Plan: Healthy & Safe Community

Summary Points Within one generation, our community is a leader in healthy Support public policies and is one of the healthiest and safest in Policies to be Ontario. healthy

2.1 PUBLIC POLICIES Our community supports and advocates for healthy Prosperity and policies Poverty 2.2 ENHANCE PROSPERITY AND REDUCE POVERTY Our community invests in Reduction services and programs that reduce poverty, promote wellness, and enhance prosperity for all Support 2.3 SUPPORT QUALITY OF LIFE Our community focuses on areas such as, Quality of Life housing, healthy food, transportation, health services, safety, emergency preparedness, recreational activities, education and opportunities to connect 2.4 ADVOCATE ACCESSIBILITY Our community promotes accessibility for all Advocate ages and abilities Accessibility

35 2. Healthy and Safe Community: Council Priorities 2.1 Support Policies for Health/ • Mental Health and Addictions services (see also 2.3 re Harm Reduction) • Age friendly/elder care focus

2.3 Promote Quality of Life • Housing: Increase supply of all forms, especially affordable, ideally with federal and provincial support • Industrial Property Zoning and Servicing; closer integration with utility • Rethink Strategies for growth / Update OP • Small town growth/Downtown renewal Healthy and Safe Community: Observations • The need for more housing topped the list of Council concerns. • This reflected concern about: o the high cost of housing and its effect on poverty, and o The shortage of housing and its limiting effect on economic development. • There was also a high degree of consensus about concern for the need of a strategy to better integrate the delivery of mental health and addictions services in CK. It was understood that this is primarily a provincial responsibility: the focus was not on direct delivery, but on making certain provincial and not-for profit services were delivered in a seamless way to CK citizens. • There was little specific comment about specific actions outlined under ss. 2.2, 2.3 and 2.4 but they are broadly consistent with the overall opinions expressed by Council about the need to address interrelated issues of mental heath and addictions and poverty. • Linkages were also made to the themes in s.2.4, such as the need for transit (s. 2.4) and overall seamless service (recreation, culture, access to digital services) 3: People and Culture: Current Plan

Summary Points Within one generation, our community is recognized as the best place to live in Ontario and a destination of choice to experience arts and culture. Promote Culture 3.1 PROMOTE CULTURE Our community promotes cultural engagement, inclusion and a culturally diverse Diversity atmosphere Recruit and 3.2 DIVERSITY Our community strengthens culture in retain residents communities and maintains programs to recruit and Creative retain residents Economy and 3.3 CREATIVE ECONOMY Our community fuels the the arts creative economy and promotes the value of the arts throughout Chatham-Kent

38 3. People and Culture: Council Priorities

3.1 Promote Culture • Continue Arts and Culture focus

3.2 Recruit and Retain Residents • Increase population density; resident attraction and retention • Skills shortages and trades/retraining • Recruit professionals, skilled trades people (reflecting work force needs) 3. People and Culture: Observations • The overall goal of recruiting and retaining more residents referenced in s. 3.2 was a strong priority, and perceived as reinforcing of serval CK priorities, including: o Economic development: fill gaps in labour force o Financial sustainability: greater municipal revenue per hectare o Service delivery: economies of scale • Reference was made to the need to specifically recruit physicians. • While there was reference made to arts and heritage, it did not appear to be a priority for incremental activity. There was little comment on specific initiatives set out in 3.1, 3.2 and 3.3, but they appear to have been very consistent with the overall tone of Council’s dialogue. 4. Environmental Sustainability: Current Plan

Within one generation, Chatham-Kent will be Summary Points recognized as a provincial leader in the management of natural and built resources and energy Natural Resources and conservation. Heritage

4.1 MANAGEMENT OF OUR NATURAL RESOURCES Our community protects and Energy enhances our natural heritage and water resources Conservation 4.2 ENERGY CONSERVATION AND CLIMATE CHANGE Our community supports a and Climate culture of energy conservation and the development and implementation of a change climate change action plan

41 4.0 Environmental Sustainability: Council Priorities

3.1 Environmental Protection • Policies for environmental protection balanced with development/ • Manage impact of SAR and Environmental legislation • Increase tree canopy coverage • Expand Waste Diversion Programs

3.2 Energy Conservation and Climate change

• Wind/Well controversy: push for a conclusion 4.0 Environmental Sustainability: Observations

• There was a strong recognition of the flooding risks inherent in climate change, and a strong desire to finalize and implement flood mitigation plans to address the looming loss of roads from erosion. • There was also a focus on the need to manage expectations about the limits of what could be achieved in this regard, in certain vulnerable areas. Emergency contingency planning is a priority to address these risks.

• There was a recognition of the need to balance environmental protection with development, =on a case by case basis. • With respect to the need for improvement in the tree canopy, it was pointed out that incentives may work better than penalties, and that tools should be created that have regard to both approaches. 5. Critical Success Factors

The Corporation of the Municipality of Resiliency Chatham-Kent is 1. Resilient 2. Financially Sustainable CriticalFinancial Success Factors 3. Open, transparent and effectively governed Sustainability with efficient and bold, visionary leadership Open and Transparent Government

44 5. Critical Success Factors: Observations • There was overall agreement that fiscal responsibility would drive the overall direction of Council decision making. There were different perspectives on what “responsibility” means in the current context, informed largely by assumptions about: • Economy (positive or negative) • Urgency of the servicing and infrastructure needs of today • Ability of the community to afford levels of taxation

We should We should • Be realistic/ not believe • Not be too cautious/fail to “our hype” see new opportunity • Not undermine CK financial • Focus on future, not the improvements past • Spend new money on new • Think outside the box and non-core activities

45 Critical Success Factors: Council Priorities 5.2 Financial Sustainability • Set goal of increasing C&I tax base, for example, to 5% per year, subject to overall economic trends • Review all decisions with multiple lenses: environmental, health, inclusion and financial • Governance: review ward & council structure • Focus on Succession planning • Commit to Continuous Improvement • Improve interdepartmental coordination • Consider policy to limit tax increases, for example, to CPI • Consider increased funding of Asset Management Plan infrastructure “pay as you go” policy • Consider 4-year budgeting 5.0 Critical Success Factors: Council Priorities

5.3 Open and Transparent Government • Improve website/communications strategy • Open Data • Promote partnerships with NFP and volunteer sector • “we do not have to do it all”/”promote self reliance” • Promote Citizen Engagement Edited Draft Priorities

• The following slide labelled “edited Draft Priorities” (slide 49) builds on slide 25 • Unlike slide 25, which aggregated “direct quotes” from Council submissions, this version has edited those quotations into wording that is more comprehensive, while still respecting the overall intent of quotations, having regard to the SWOT insights.

48 Edited Draft Priorities • Maintain existing levels of service and • Show leadership to address the Ensure policies for environmental protection are balanced with development quality as per the existing plan. In growing challenges of mental addition, consider the following as health and addictions by leading resources permit: on a strategy to “close the gaps” and enhance access to Mental Health & Addictions services in CK Prioritize overall Infrastructure and Asset NOTE: This version builds on slide 25, Management Plan, including: which aggregated “direct quotes” from • Decision re: Scope and scale of Twin Pad arena Council submissions. This version has • Assess surplus properties for edited those quotations into wording rationalization that is more comprehensive, while still • Add buildings to Asset Management respecting the overall intent of Plan quotations, having regard to the SWOT • Improve Transportation & Transit insights. • Consider Active Transportation • Flood Mitigation: Implement Stormwater/sewer Plan

• Be fiscally prudent and continuously improve • Housing: To address the shortage of housing, explore affordable (sustainable) measures to • Tourism improvements: Build up Increase supply of all forms, especially our underdeveloped opportunities affordable for tourism • Improve communications strategy & website • To address the shortage of “ready to go” land, improve supply of Development ready Industrial Land • Rethink Strategies for growth, Update OP • Small town growth/Downtown renewal Toronto 145 King Street East, 2nd Floor Toronto, ON M5C 2Y7 416-864-7112

Ottawa 100 rue Queen Street, Suite 850 Ottawa, ON K1P 1J9 613-231-2630

strategycorp.com What’s Next?

Insert quotes for review

51 What’s Next? As per the report…

2. Staff to prepare a report linking existing and planned initiatives to council priorities • Proposals on how to “action” items prioritized by Council (who, what, when and how?) • Links between draft priorities and existing initiatives (and budgets) • Proposed performance metrics

52 53 Feedback on Council’s Strategy Session Response: 12 (Council) 3 (Administration)

What worked well? What would you change? • Pre-interview • Complete before budget • Policy speed dating to: • Give more time (x2) to reach • Share ideas consensus on the top priorities • Learn from others • End with each Council member • Connect with others summarizing directions • SWOT exercise • More focus on current • Facilitator’s knowledge on achievable goals Municipal governance and Provincial context

54 Feedback on Council’s Strategy Session continued What would you like to see next? • Consensus on the top priorities • Debrief and discussion on report, similar to what was held • Understanding of what has to be done to create the directions and bench marking • Finish the session • Strategic plan developed with goals and timelines to achieve directions • Action plan • Recommendations from administration • More sessions like this; annually

55 For questions, please contact either:

Don Shropshire, CAO [email protected] Karen Loney, [email protected]

519-360-1998

 Back to Top

56 Municipality of Chatham-Kent

Infrastructure and Engineering Services

Engineering and Transportation Division

To: Mayor and Members of Council

From: Mark McFadden, P.Eng. Manager, Infrastructure Services

Date: May 7, 2019

Subject: Tender Award, Contract # T19-105D, Fiber Reinforced Hot-Mix Paving

Recommendations

It is recommended that:

1. The 2019 Fiber Reinforced Hot-Mix Paving contract be approved.

2. The tender in the amount of $395,491.02 including HST for the Fiber Reinforced Hot-Mix Paving Contract be awarded to Huron Construction Co. Limited.

3. The Mayor and Clerk be authorized to sign the necessary agreement.

Background

During 2018, the Engineering and Transportation staff reviewed multiple road sections based on Pavement Condition Index and International Roughness Index collected by Fugro Roadware in 2016 and 2017. This data was used for the purpose of identifying ideal candidates for innovative asphalt resurfacing and rehabilitation trials sections.

In an effort to support new and innovative technologies and procedures for asphalt rehabilitation, the Engineering and Transportation division invited Fiber reinforcement suppliers in to meet with staff to discuss the potential for trial sections to be completed within the Municipality. Potential road sections were reviewed and two sections were chosen as ideal candidates.

Fiber Reinforced Hot-Mix Asphalt combines standard hot-mix asphalt with Aramid fibers to enhance asphalt performance. When blended together the asphalt mixture addresses two major types of distress affecting asphalt performance, including cracking and rutting. These improvements to the hot-mix asphalt will prolong asphalt pavements and improve service life expectancy.

Tender Award: Contract T19-105D 2 Fiber Reinforced Asphalt Pavement

Comments

The 2019 Fiber Reinforced Hot-Mix Paving contract provides for the supply, hauling, and placement of Fiber Reinforced Asphalt Pavement to be applied on two road sections in Chatham-Kent as defined in 2019 Fiber Reinforced Hot-Mix Paving List (Appendix A).

Maps and tables of the 2019 Fiber Reinforced Hot-Mix Paving Sites (Appendix B) are attached to assist Council in identifying these locations.

Roads listed in Appendix A for improvement were identified, reviewed and prioritized by Engineering and through consultation with the Public Works Division, as well as the Fiber reinforcement suppliers. Road segment selections are based on rehabilitation history, pavement condition ratings and field inspection to confirm their suitability. The 2019 Fiber Reinforced Hot-Mix Paving Contract targeted road segments below a 30 PCI rating.

The Infrastructure and Engineering Services Division (IES) Public Works Managers and the staff of Engineering and Transportation Division identified and reviewed sections of roadway for improvement. This review has confirmed the ratings, pavement type, and features that affect their choice as proposed maintenance projects.

Any conflicts with future bridge, water main, and storm sewer improvements required to be completed prior to resurfacing were identified and the list adjusted accordingly. Road sections were inspected to confirm the ratings, geometrics, and suitability of the improvements suggested.

As this is a new product to the Municipality, staff attempted to obtain feedback from surrounding Municipalities, however none have previously used this product. Engineering will closely monitor the performance of the trial road sections in order to obtain results specific to Chatham-Kent. This will assist with consideration for use of fiber reinforcing on future contracts moving forward.

Tenders were called and received by the Purchasing Officer on Thursday, April 25, 2019.

Two (2) contractors submitted tenders for the project and bidding was an open competitive process.

The results are as follows:

Bidder Location Bid (including HST) Huron Construction Co. Limited Chatham-Kent, ON $ 395,491.02 Coco Paving Inc. Tecumseh, ON $ 491,250.55

Tender Award: Contract T19-105D 3 Fiber Reinforced Asphalt Pavement

Engineering and Transportation Division has reviewed the tenders and found them to be complete in all respects.

It is the recommendation herein that the contract be awarded to Huron Construction Co. Limited who submitted the lowest acceptable tender bid.

Areas of Strategic Focus and Critical Success Factors

The recommendations in this report support the following areas of strategic focus:

Economic Prosperity: Chatham-Kent is an innovative and thriving community with a diversified economy

A Healthy and Safe Community: Chatham-Kent is a healthy and safe community with sustainable population growth

People and Culture: Chatham-Kent is recognized as a culturally vibrant, dynamic, and creative community

Environmental Sustainability: Chatham-Kent is a community that is environmentally sustainable and promotes stewardship of our natural resources

The recommendations in this report support the following critical success factors:

Financial Sustainability: The Corporation of the Municipality of Chatham-Kent is financially sustainable

Open, Transparent and Effective Governance: The Corporation of the Municipality of Chatham-Kent is open, transparent and effectively governed with efficient and bold, visionary leadership

Has the potential to support all areas of strategic focus & critical success factors

Neutral issues (does not support negatively or positively)

Consultation

The Tenders were opened by the Purchasing Officer and reviewed by the Engineering and Transportation Division, Infrastructure and Engineering Services.

Financial Implications

Project fees associated with this contract will be funded as summarized in the following table: Tender Award: Contract T19-105D 4 Fiber Reinforced Asphalt Pavement

Financial Implications Fiber Reinforced Hot-Mix Paving Project Costs

Recommended Tender (Including HST) $ 395,491.02 Engineering & Administration (Including HST) $ 40,000.00 Less HST Rebate 11.24% -$ 43,317.89 Total Current Project Costs $ 392,173.13 Project Funding – 2019 Lifecycle Road Budget $ 392,173.13

The low tender bid submitted by Huron Construction Co. Limited was within the budget estimate.

Prepared by: Reviewed by:

______Paul Tippin, A.Sc.T. Mark McFadden, P.Eng. Engineering Technologist, Manager, Infrastructure Services

Reviewed by: Reviewed by:

______Chris Thibert, P.Eng. Thomas Kelly, P.Eng., MBA Director, Engineering and Transportation General Manager

Consulted and confirmed the content of the consultation section of the report by:

______Jennifer Scherle Purchasing Officer

Attachments: Appendix A – Fiber Reinforced Hot-Mix Paving List Appendix B – Fiber Reinforced Hot-Mix Paving Map

(RTC:\Infrastructure & Engineering\I&ES\2019\4116 – Tender Award Contract T19- 105D (Fiber Reinforced Hot-Mix Paving) Appendix A Contract No.T19-105D Council Report No.4116

Location Schedule

2019 Fiber Reinforced Hot-Mix Paving

No. Location Location

Chatham

1 Oxley Drive Joanne Street to Baldoon Road

Rural

2 Countryview Line Bear Line Road to Baldoon Road

 Back to Top 2019 FIBRE REINFORCED HOT-MIX PAVING

CHATHAM

1. Oxley Drive - Joanne Street to Baldoon Road

RURAL ROADS 2. Countryview Line - Bear Line Road to Baldoon Road

PLEASE NOTE:

ROADS ARE PRIORITIZED AS WORK PROCEEDS AND MAY BE SUBJECT TO CHANGE DUE TO UNFORESEEN TECHNICAL CIRCUMSTANCES.

1 MUNICIPALITY OF CHATHAM-KENT

APPENDIX B CONTRACT NO. T19-105D SHEET NO. FIBRE REINFORCED HOT-MIX 1 OF 1 PAVING LOCATIONS

Municipality of Chatham-Kent

Infrastructure and Engineering Services

Engineering and Transportation Division

To: Mayor and Members of Council

From: Mark McFadden, P.Eng. Manager, Infrastructure Services

Date: May 3, 2019

Subject: Single Source – Supply and Application of Reclamite Preservative Seal

Recommendations

It is recommended that:

1. The Reclamite Trial Program be single sourced to Superior Road Products at a total value of $112,103.91 including HST.

2. The Mayor and Clerk be authorized to sign the necessary agreement.

Background

The Procurement By-law #03-2016 was adopted by Council on January 11, 2016. The Single Source section of the Procurement states the following:

A non-competitive direct award of Contract may be used to purchase Deliverables from Municipality funds only and with a value of $100,000 or less with the prior approval of the CAO under the following circumstances:

a. Where there is one (1) or no (0) Response to a competitive process;

b. To recognize exclusive rights, or to maintain specialized products that must be maintained by the manufacturer or its representative or where the Municipality is contractually bound to purchase a Deliverable from one Supplier;

c. To purchase an item for testing or trial use;

d. Where Deliverables are in short supply due to market conditions, including geographic limitations and lack of competition; Single Source, Supply and Application of Reclamite 2

e. To exercise a purchase option under a rental contract;

f. To purchase Goods offered for sale by auction or tender;

g. Where a competitive method of purchasing could interfere with the Municipality’s ability to maintain security or order, or to protect human, animal or plant life. For clarity, this exception only applies where the competitive method of purchasing is what causes the interference, not where the good or service being purchased affects the ability to maintain security or order, or protects human, animal or plant life.

h. Where an unforeseeable situation of urgency exists and competitive methods of purchasing would result in the Municipality’s inability to obtain the Deliverable in time. For clarity, this exception cannot be used where the urgency was foreseeable; or,

i. Where Deliverables relating to matters of a confidential or privileged nature are required and disclosure of these matters could reasonably be expected to compromise confidentiality, cause economic disruption, or otherwise be contrary to the public interest.

Comments

In an effort to support new and innovative technologies and procedures for asphalt rehabilitation, the Engineering and Transportation division invited Superior Road Products in to meet with staff to discuss Reclamite® In-Depth Preservative Seal emulsion and the potential for trial sections to be completed within the Municipality. Multiple road sections were proposed and reviewed, and ultimately three sections were chosen as ideal candidates.

We recommend single sourcing the supply and application of Reclamite to Superior Road Products for a trial use project. Superior Road Products is the sole source Distributor and Application Contractor for Reclamite® In-Depth Preservative Seal emulsion in Ontario and Eastern Canada. The following three (3) road segments (map attached Appendix A) were reviewed with Superior Roads Products to ensure they were acceptable candidates for this application.

• Florence Road – Base Line to Fairfield Line (3,050m,)

• Prince Albert Road – Countryview Line to Brook Line (2,850m)

• Longwoods Road – Huff’s Side Road to the West Limits of Thamesville Single Source, Supply and Application of Reclamite 3

Florence Road was overlayed (65mm surface course) in 2014. Prince Albert Road was overlayed (65mm surface course) in 2009 and 2010 and Longwoods Road was a Cold In-Place project with a 50mm surface course in 2009.

As this is a new product to the Municipality, staff attempted to obtain feedback from surrounding Municipalities. Both the County of Lambton and the Township of Dawn- Euphemia responded. In both instances, the product was only applied within approximately the last year. It was believed that for the cost, there could be a potential benefit, however it was still too early to say for certain. Engineering will closely monitor the performance of the trial road sections in order to obtain results specific to Chatham- Kent. This will assist with consideration for use of Reclamite® In-Depth Preservative Seal emulsion on future contracts.

RECLAMITE® is a cationic, maltene, rejuvenation emulsion used to extend the life on asphalt pavements. The use of asphalt rejuvenators is reserved for road sections that have just been surfaced or for those that are still in good condition. Road Superior Road Products indicated the 3 road sections identified in this report were good candidates for this application.

The primary function of this emulsion is to penetrate and combine with and chemically balance the maltene to asphaltene ratio that make up the asphalt cement, thus making the binder have more resiliency and flexibility. Reclamite® acts as a seal-in-depth (absorbs up to 8mm into the asphalt mat) and combines with the asphalt cement, expanding it, thus making the asphalt more resistant to both air and water absorption.

Because of its ability to re-introduce maltene to asphalt, seal asphalt in depth, and bond asphalt cement, this oil-resin emulsion can be used on all types of paved asphalt surfaces not only in preventive maintenance of identified ageing surfaces, but also in new construction and reconstruction operations.

Reclamite in Preventive Maintenance

Asphalt surfaces weather from the surface downwards due to radiation from the sun, freeze/thaw cycles that damage water absorbing asphalt, air, and water, particularly where the asphalt remains wet for extended periods of time (this strips away asphalt cement and fine aggregates). These “oxidation” and “hardening” issues can be put to rest permanently with periodic applications of Reclamite® throughout the lifecycle of the asphalt. The lifecycle of any hot mix surface can be significantly extended with Reclamite® applications and costly rehabilitation measures can be eliminated.

If a construction seal is not used in the first two years of the asphalt lifecycle, then a preventive maintenance process generally begins when the asphalt surface exhibits one of the following symptoms of aging; dryness, ravelling, pitting, and shrinkage cracking. These conditions generally appear 3 to 10 years after construction, depending on such factors as mix design, asphalt durability, permeability, and climatic conditions. The object of the Reclamite® application is to re-plasticise and waterproof the asphalt cement before deterioration of the asphalt has progressed too far. Often Single Source, Supply and Application of Reclamite 4 deterioration can be reversed and other times it can be “frozen” in its present condition. This stalling of the deterioration curve can significantly extend the lifecycle of the asphalt, eliminate the need for costly rehabilitation techniques, or postpone a significant reconstruction until capital funds can be accessed.