The Corporation of The Township of Stone Mills Council Agenda- Virtual Meeting Monday, March 15, 2021 Municipal Offices- Stone Mills – 6:30 PM
Page
1. Call to Order
a. 3-Minute Delegations/Deputations
2. Agenda
a. Agenda of March 15, 2021
THAT Council adopt the agenda of March 15, 2021, as presented.
3. Conflicts of Pecuniary Interest or the General Nature Thereof
4. Minutes
5 - 13 a. Minutes of March 1, 2021 Stone Mills regular Council meeting
THAT Council approve the minutes of the March 1, 2021 Stone Mills Regular Council meeting as presented.
14 - 21 b. Minutes of February 25, 2021 and March 8, 2021 Stone Mills Township Budget meetings
THAT Council approve the minutes of the February 25 and March 8, 2021 Stone Mills Township Special Budget meetings as presented
5. Delegations, Deputations and Presentations
6. By-laws and Resolutions
22 - 23 a. Municipal Appointment By-Law
THAT the Municipal Appointment by-law be read a first,
Page 1 of 162 The Corporation of The Township of Stone Mills Council Agenda- Virtual Meeting Monday, March 15, 2021 Municipal Offices- Stone Mills – 6:30 PM
Page
second, third time and passed this 15th day of March 2021.
7. Financial Accounts
8. Staff Reports
a. Manager of Planning/Deputy Clerk Sands
b. Treasurer Beaushaw
24 - 26 i. 2021 Stone Mills Budget(Changes) Report
THAT Council receive the report entitled Budget Changes 2021, as presented.
27 - 30 ii. 2021 Stone Mills Draft Budget for Council consideration - 1st Reading
THAT Stone Mills Township 2021 Draft Budget be read a first time and number attached this 15th day of March 2021.
THAT Council endorse Management to commence any market competitions or acquisition processes to carry out the projects as identified in the 2021 Stone Mills Township Budget.
c. C.A.O./Clerk Brooks
d. Public Works Manager Thompson
31 - 34 i. Stone Mills Roadside Cleanup and Household Hazardous Waste Report
THAT Council receive and approve the Stone Mills Roadside Cleanup and Household Hazardous Waste Report as presented.
Page 2 of 162 The Corporation of The Township of Stone Mills Council Agenda- Virtual Meeting Monday, March 15, 2021 Municipal Offices- Stone Mills – 6:30 PM
Page
e. Fire Chief Thompson
f. Chief Building Official Detlor
35 - 36 i. Proposed Electric Vehicle Acquisition as part of the 2021 Stone Mills Budget
THAT Council endorse the pursuit of Electric SUV acquisition to the summer or fall of 2021 when other models in the class will be available to ensure market competition.
37 - 38 ii. Stone Mills Recreation Centre Engineering Design RFQ results
THAT Council enter into a contract with Peter T. Mitches and Associates to provide design services and engineering oversight for the upcoming project at the Stone Mills Recreation Centre
9. Committee/Board Reports and Minutes
10. Items for Consideration
39 - 146 a. Request for Letter of Support for application for Funding for the Implementation of the Development Approvals Process within Lennox and Addington County
THAT Council direct the CAO to draft a letter of Support for the implementation of the Development Approvals Process within Lennox and Addington county
b. Request from LCBO outlets within the Municipality to confirm that the Municipality has no objection with LCBO outlets operating on Victoria Day, Canada Day, Labour Day, Thanksgiving Day or Family Day.
Page 3 of 162 The Corporation of The Township of Stone Mills Council Agenda- Virtual Meeting Monday, March 15, 2021 Municipal Offices- Stone Mills – 6:30 PM
Page
THAT Council confirm that they have no objections to the LCBO Retail Outlets operating on Victoria Day, Canada Day, Labour Day, Thanksgiving Day or Family Day.
11. Items for Information
147 - 149 a. Notice of Funding allocation for costs associated with COVID-19 and the required reporting expectations
150 - 162 b. Minutes of Quinte Conservation January 21, 2021 meeting
THAT Council receive the COVID-19 Resilience funding notice and the January 21, 2021 Quinte Conservation Minutes for information.
12. New Business and Statements for Members
13. Closed Meeting
14. Confirming by-law
a. By-law 2021- being a by-law to confirm the proceedings of the March 15, 2021 Stone Mills Council meeting
THAT by-law 2021- being a by-law to confirm the proceedings of the March 15, 2021 Stone Mills Council meeting be read a first, second, third time and passed this 15th day of March 2021.
15. Adjournment
a. Motion to Adjourn
THAT Council meeting of March 15, 2021 Stone Mills Council meeting be adjourned.
Page 4 of 162 The Corporation of The Township of Stone Mills Council Agenda March 1, 2021 Municipal Offices- Stone Mills – 6:30 PM
The # meeting of the Council of The Corporation of the Township of Stone Mills was called to order on March 1, 2021 at 6:30 PM in the Municipal Council Chambers in Centreville, Ontario.
Members Present:
Eric Smith, Reeve John Wise, Deputy Reeve Doug Davison, Councillor Shari Milligan, Councillor Deb Thompson, Councillor Wenda Lalande, Councillor Kevin Richmond, Councillor
Staff Present: Bryan Brooks, C.A.O/Clerk Jason Sands ,Manager of Planning/Deputy Clerk Christina Beaushaw, Treasurer Jeff Thompson, Public Works Manager & Fire Chief Jacob Detlor, Chief Building Official
Regrets:
Members of the public were present to observe the meeting.
1. Call to Order - Reeve Smith called the meeting to order at 6:30p.m
1.1. 3-Minute Delegations/Deputations
2. Agenda
2.1. Agenda of March 1, 2021 Stone Mills Township Council
Page 5 of 162 The Corporation of The Township of Stone Mills Council Minutes March 1, 2021 6:30 PM
meeting.
Motion Number 2.1.Motion Number 01-500-2018
Motioned By: D. Thompson Seconded By: W. Lalande
THAT Council adopt the Stone Mills Township Council Meeting agenda of March 1, 2021, as presented. CARRIED
3. Conflicts of Pecuniary Interest or the General Nature Thereof - None Noted
4. Minutes
4.1. Minutes of February 16, 2021 Stone Mills regular Council meeting
Motion Number 4.1.Motion Number 02-500-2018
Motioned By: D.Davison Seconded By: K. Richmond
THAT Council approve the February 16, 2021 Stone Mills Township Council meeting minutes, as presented. CARRIED
5. Delegations, Deputations and Presentations
5.1. Quinte Conservation Drought Plan to be presented by Mark Boone
*This delegation will be presented via zoom with council members viewing this on the screens in the Council chambers. Public members are encouraged to follow along through the presentation as included on this agenda.
Page 6 of 162 The Corporation of The Township of Stone Mills Council Minutes March 1, 2021 6:30 PM
Mark Boone, Quinte Conservation presented council with the Final Regionalized Drought Management Plan, monitoring alternatives and actionable items that Municipalities can advance the conservation and protection of water resources.
Motion Number 5.1.Motion Number 03-500-2018
Motioned By: D. Thompson Seconded By: S. Milligan
THAT Council receive the delegation/presentation from Mark Boone, Quinte Conservation for the Drought Plan as finalized.
FURTHER THAT Council direct management to post this plan on the Township Website for Community Education and Information. CARRIED
Motion Number 5.1.Motion Number 04-500-2018
Motioned By: D. Davison Seconded By: J. Wise
THAT Council direct Management to pursue the viability of the use of Monitoring wells on Municipality( specifically the fire stations) to assist with water management CARRIED
6. By-laws and Resolutions
6.1. By-law 2021- 1062 being a by-law to appoint a Part 8 Building Inspector under the Building Code for interim support
Motion Number 6.1.Motion Number 05-500-2018
Motioned By: D.Davison
Page 7 of 162 The Corporation of The Township of Stone Mills Council Minutes March 1, 2021 6:30 PM
Seconded By: W. Lalande
THAT By-law-2021 being a by-law to Appoint Andrew Girouard as a Building Inspector for Part 8 Inspection responsibilities under the Building Code, 2001 as read a first, second, third time this 1st day of March 2021. CARRIED
7. Financial Accounts
8. Staff Reports
8.9.2018 Manager of Planning/Deputy Clerk Sands a. Enbridge Gas Franchise Agreement Renewal - Township of Stone Mills
Motion Number Motion Number 06-500-2018
Motioned By: D. Davison Seconded By: S. Milligan
THAT Council receive this information for Information Purposes.
CARRIED
Motion Number Motion Number 07-500-2018
Motioned By: D. Davison Seconded By: S. Milligan
BE IT HEREBY RESOLVED THAT: 1. This Council approves the form of draft by-law and franchise agreement attached hereto and authorizes the submission thereof to the Ontario Energy Board for approval pursuant to the provisions of Section 9 of the Municipal Franchises Act.
2. This Council requests that the Ontario Energy Board make an Order declaring and directing that the assent of the municipal electors to the
Page 8 of 162 The Corporation of The Township of Stone Mills Council Minutes March 1, 2021 6:30 PM attached draft by-law and franchise agreement pertaining to the Corporation of the Township of Stone Mills is not necessary pursuant to the provisions of Section 9(4) of the Municipal Franchises Act.
CARRIED
Motion Number Motion Number 08-500-2018
Motioned By: D. Davison Seconded By: S. Milligan
BY-LAW 2021-1063 BEING A BY-LAW TO ENTER INTO A FRANCHISE AGREEMENT WITH ENBRIDGE GAS
WHEREAS the Council of the Corporation of the Township of Stone Mills deems it expedient to enter into the attached franchise agreement (the "Franchise Agreement") with Enbridge Gas Inc.;
AND WHEREAS the Ontario Energy Board by its Order issued pursuant to the Municipal Franchises Act on the 1st day of March, 2021 has approved the terms and conditions upon which and the period for which the franchise provided in the Franchise Agreement is proposed to be granted, and has declared and directed that the assent of the municipal electors in respect of this By-Law is not necessary:
NOW THEREFORE the Council of the Corporation of the Township of Stone Mills enacts as follows:
1. THAT the Franchise Agreement between the Corporation of the Township of Stone Mills and Enbridge Gas Inc. attached hereto and forming part of this by- law, is hereby authorized and the franchise provided for therein is hereby granted.
2. THAT the Reeve and Chief Administrative Officer/Clerk be and they are hereby authorized and instructed on behalf of the Corporation of the Township of Stone Mills to enter into and execute under its corporate seal and deliver the Franchise Agreement, which is hereby incorporated into and forming part of this By-Law.
3. THAT the following by-lawbe hereby repealed:
Page 9 of 162 The Corporation of The Township of Stone Mills Council Minutes March 1, 2021 6:30 PM
By-law # 2001-128 for the Corporation of the Township of Stone Mills, passed in Council on the 17th day of December, 2001.
4. THAT this by-law shall come into force and take effect as of the final passing thereof.
Read a first time this 1st day of March, 2021.
Read a second time this 1st day of March , 2021.
Read a third time and finally passed this 1st day of March, 2021. CARRIED
8.10.2018 Treasurer Beaushaw a. Stone Mills Township Accounts Payable Report- January 2021
Motion Number Motion Number 09-500-2018
Motioned By: K. Richmond Seconded By: J. Wise
That Council for the Township of Stone Mills approve the Accounts Payable Reports for the Month of January 2021 as prepared by the Treasurer as follows:
HST $ 33,488.52 Payroll Remittances $ 27,861.65 General Government & Technology $ 33,677.24 Protection to Persons & Property $ 10,149.94 Transportation $ 160,124.87 Waste Management $ 12,081.13 Recreation $ 15,227.83 Planning Services $ 5,855.25 Properties Maintenance $ 72,469.82 Levies- County & School Boards $ 0.00 Total Accounts Payable $ 370,936.25
Page 10 of 162 The Corporation of The Township of Stone Mills Council Minutes March 1, 2021 6:30 PM
CARRIED
8.11.2018 C.A.O./Clerk Brooks
8.12.2018 Public Works Manager Thompson
8.13.2018 Fire Chief Thompson
8.14.2018 Chief Building Official Detlor a. Stone Mills Recreation Centre- Engineering Design RFQ Services.
Motion Number Motion Number 10-500-2018
Motioned By: K. Richmond Seconded By: D. Thompson
THAT Council receive the Report entitled Stone Mills Recreation Centre- Engineering Design RFQ Services for information. CARRIED
15. Committee/Board Reports and Minutes
16. Items for Consideration
17. Items for Information
18. New Business and Statements for Members - Reeve Smith updated Council on School data that was received from the Director of Education pFOR to virtual and in-person school attendance.
Reeve Smith updated that a letter of Support was sent to to assist the Bell Broadband Expansion Project.
Page 11 of 162 The Corporation of The Township of Stone Mills Council Minutes March 1, 2021 6:30 PM
Reeve Smith spoke to a recent webinar he participated in and asked the CAO to forward this out to Council for discussion.
J. Wise updated Council that Conservation with commence planning for 13 island Dam with our share being $5,000-10,000 funding and suggested a $7500 contingency fund be included in the budget.
19. Closed Meeting
20. Confirming by-law
20.1. By-law 2021-xxxx being a by-law to confirm the proceedings of the March 1, 2021 Stone Mills Township Council meeting
Motion Number 20.1.Motion Number 11-500-2018
Motioned By: D. Davison Seconded By: D. Thompson
THAT by-law 2021- xxxx being a by-law to confirm the proceedings of the March 1, 2021 Stone Mills Council meeting be read a first, second, third time and passed this 1st day of March 2021. CARRIED
21. Adjournment
21.1. Motion to adjourn
Motion Number 21.1.Motion Number 12-500-2018
Motioned By: D. Davison Seconded By: S. Milligan
THAT Council meeting of March 1, 2021 be adjourned. CARRIED
Page 12 of 162 The Corporation of The Township of Stone Mills Council Minutes March 1, 2021 6:30 PM
Signatures affixed to the original minutes by:
Eric Smith, Reeve
and
Bryan Brooks, C.A.O/Clerk
Page 13 of 162 The Corporation of The Township of Stone Mills Council Agenda February 25, 2021 Municipal Offices- Stone Mills – 5:00 PM
The # meeting of the Council of The Corporation of the Township of Stone Mills was called to order on February 25, 2021 at 5:00 PM in the Municipal Council Chambers in Centreville, Ontario.
Members Present:
Eric Smith, Reeve John Wise, Deputy Reeve Doug Davison, Councillor Shari Milligan, Councillor Deb Thompson, Councillor Wenda Lalande, Councillor Kevin Richmond, Councillor
Staff Present: Bryan Brooks, C.A.O/Clerk Jason Sands ,Manager of Planning/Deputy Clerk Christina Beaushaw, Treasurer Jeff Thompson, Public Works Manager & Fire Chief Jacob Detlor, Chief Building Official
Regrets:
Members of the public were present to observe the meeting.
1. Call to Order - Reeve Smith called the meeting to order at 5:02p.m
2. Agenda
2.1. Agenda of Stone Mills Township Budget meeting of February 25, 2021
Page 14 of 162 The Corporation of The Township of Stone Mills Council Minutes February 25, 2021 5:00 PM
Motion Number 2.1.Motion Number 01-500-2018
Motioned By: D. Davison Seconded By: K. Richmond
THAT Council approve the agenda of February 25, 2021 Stone Mills Township Budget meeting as presented. CARRIED
3. Conflicts of Pecuniary Interest or the General Nature Thereof - None noted
4. Minutes
5. New Business and Statements for Members
5.1. First Draft 2021 Stone Mills Township Municipal Budget
Management presented the 2021 Stone Mills Township first draft budget for Council consideration. Management and Council reviewed the first draft submission and clarified the operations and capital requests for 2021.
Motion Number 5.1.Motion Number 02-500-2018
Motioned By: J. Wise Seconded By: S. Milligan
THAT Council receive the first draft Stone Mills 2021 Budget for information purposes. CARRIED
6. Closed Meeting
7. Confirming by-law
Page 15 of 162 The Corporation of The Township of Stone Mills Council Minutes February 25, 2021 5:00 PM
7.1. Confirming by-law
Motion Number 7.1.Motion Number 03-500-2018
Motioned By: D. Davison Seconded By: W. Lalande
THAT Confirming by-law 2021-xxxx be a by-law to confirm the proceedings of the February 25, 2021 Stone Mills Township budget meeting as presented. CARRIED
8. Adjournment
8.1. Motion to Adjourn
Motion Number 8.1.Motion Number 04-500-2018
Motioned By: K. Richmon Seconded By: D. Thompson
THAT Stone Mills Budget meeting of February 25, 2021 be adjourned CARRIED
Signatures affixed to the original minutes by:
Eric Smith, Reeve
and
Bryan Brooks, C.A.O/Clerk
Page 16 of 162 The Corporation of The Township of Stone Mills Council Agenda March 8, 2021 Municipal Offices- Stone Mills – 5:30 PM
The # meeting of the Council of The Corporation of the Township of Stone Mills was called to order on March 8, 2021 at 5:30 PM in the Municipal Council Chambers in Centreville, Ontario.
Members Present:
Eric Smith, Reeve John Wise, Deputy Reeve Doug Davison, Councillor Shari Milligan, Councillor Deb Thompson, Councillor Wenda Lalande, Councillor Kevin Richmond, Councillor
Staff Present: Bryan Brooks, C.A.O/Clerk Jason Sands ,Manager of Planning/Deputy Clerk Christina Beaushaw, Treasurer Jeff Thompson, Public Works Manager & Fire Chief Jacob Detlor, Chief Building Official
Regrets:
Members of the public were present to observe the meeting.
1. Call to Order - Reeve Smith Called the meeting to order at 5:32p.m
2. Agenda
2.1. Agenda of March 8, 2021
Motion Number 2.1.Motion Number 01-500-2018
Page 17 of 162 The Corporation of The Township of Stone Mills Council Minutes March 8, 2021 5:30 PM
Motioned By: D. Davison Seconded By: S. Milligan
That Council approve the agenda of March 08, 2021 Stone Mills Township Council meeting. CARRIED
3. Conflicts of Pecuniary Interest or the General Nature Thereof - Reeve Smith declared to council that he had a potential Conflict of Interest in the Parkland Report Fee Structure as he presently has 3 applications for consent undergoing the Townships planning process.
4. Minutes
5. Delegations, Deputations and Presentations
6. By-laws and Resolutions
7. Financial Accounts
8. Staff Reports
8.9.2018 Manager of Planning/Deputy Clerk Sands a. Deputy Reeve Wise took the Reeve's seat for the meeting due to the Interest as presented by Reeve Smith. b. Municipal Park Land Fund
Manager of Planning Sands presented a fee structure for consideration of Council that would alter the Parkland contribution from the current 4% of appraised land to a 2500.00 per application fee. This is proposed for budgeting purposes of both the Township
Page 18 of 162 The Corporation of The Township of Stone Mills Council Minutes March 8, 2021 5:30 PM
and the Applicant for consent purposes.
Motion Number Motion Number 02-500-2018
Motioned By: D. Davison Seconded By: W. Lalande
THAT Council receive the Municipal Park Land Fund report as presented and confirm the $2,500 fee per application for Parkland Levy's on applicable planning applications.. CARRIED
8.10.2018 Treasurer Beaushaw a. 2020 DRAFT Reserves- Stone Mills Township
Deputy Reeve requested clarification on the 27,000 reserve balance for the Camden East Library and clarification on the Sheffield & Camden reserve contributions and why the absence of the Moscow landfill.
Motion Number Motion Number 03-500-2018
Motioned By: S. Milligan Seconded By: D. Thompson
THAT Council receive the draft 2020 Reserve Balances report as presented. CARRIED
8.11.2018 C.A.O./Clerk Brooks
8.12.2018 Public Works Manager Thompson a. 2020 Stone Mills Township Public Works Project Revenues Report
Page 19 of 162 The Corporation of The Township of Stone Mills Council Minutes March 8, 2021 5:30 PM b. 2021 Stone Mills Township Public Works- 2021 Itemized Breakdown of Projects
Motion Number Motion Number 04-500-2018
Motioned By: K. Richmond Seconded By: D. Thompson
THAT Council receive the 2020 Stone Mills Project Revenues report and the itemized Breakdown of Projects as included in the 2021 Stone Mills Township budget presented by Public Works Manager Thompson CARRIED
8.13.2018 Fire Chief Thompson
8.14.2018 Chief Building Official Detlor
15. New Business and Statements for Members
15.1. Council members completed a department by department review of the budget and were granted an opportunity to seek clarification on line items or proposed projects.
This resulted in two alterations to the budget as follows: a) the inclusion of a $7,500 Capital Contribution future projects for Quinte Conservation upcoming projects b) the inclusion of a $150.00 annual uniform/boot allowance for the Public Works/Landfill and Arena/Parks and Recreation Part-time or seasonal workers.
Council requested management to include these items in the budget and to find a way to complete this without altering the proposed budget.
16. Closed Meeting
17. Confirming by-law
Page 20 of 162 The Corporation of The Township of Stone Mills Council Minutes March 8, 2021 5:30 PM
17.1. By-law to confirm the proceedings of the March 8, 2021 Stone Mills Township Budget Meeting
Motion Number 17.1.Motion Number 05-500-2018
Motioned By: D. Davison Seconded By: D. Thompson
THAT By-law 2021-xxxx being a by-law to confirm the proceedings of the March 8, 2021 Stone Mills Budget be read a first, second, third time and passed this 8th day of March 2021. CARRIED
18. Adjournment
18.1. Motion to Adjourn
Motion Number 18.1.Motion Number 06-500-2018
Motioned By: D. Davison Seconded By: D. Thompson
THAT the March 8, 2021 Stone Mills Budget meeting be adjourned. CARRIED
Signatures affixed to the original minutes by:
Eric Smith, Reeve
and
Bryan Brooks, C.A.O/Clerk
Page 21 of 162 BY-LAW 2021-
THE CORPORATION OF THE TOWNSHIP OF STONE MILLS
A BY-LAW TO APPOINT MUNICIPAL EMPLOYEES
BEING A BY-LAW TO APPOINT MUNICIPAL MANAGEMENT AND STAFF POSITION WITHIN THE CORPORATION OF THE TOWNSHIP OF STONEMILLS.
WHEREAS Section 8 of the Municipal Act, S.O. 2001, c.25 as amended, states that a municipality has the capacity, rights, powers and privileges of a natural person for exercising its authority in matters including the appointment of staff;
And Whereas Section 9 of the Municipal Act, 2001, S.O. 2001, c. 25 as amended provides that Section 8 and 11 shall be interpreted broadly so as to confer broad authority on municipalities to:
a) enable municipalities to govern their affairs as they consider appropriate; and
b) enhance their ability to respond to municipal issues;
WHEREAS under the provisions of Section 286 of the Municipal Act, R.S.O. 2001 C.25 as amended, a municipality shall appoint a Treasurer and tax collector who is responsible for handling all the financial affairs of the municipality on behalf of and in the manner directed by the Council of the municipality;
AND WHEREAS, the Municipal Council of the Corporation of the Township of Stone Mills deems it expedient to combine the said offices of Treasurer & tax collector within the position of Manager of Finance;
WHEREAS Section 3 (1) of the Building Code Act, R.S.O.1990. Chapter B. 13, as Amended, provides that the Council of each municipality is responsible for the enforcement of the Building Code Act in the municipality; and,
WHERE AS Section 3 (2) of the Building Code Act, R.S.O.1990. Chapter B. 13, as amended, requires that the Council of each municipality shall appoint a Building Inspector;
NOW THEREFORE THE CORPORATION OF THE TOWNSHIP OF STONE MILLS, BY ITS COUNCIL, HEREBY ENACTS AS FOLLOWS:
1. THAT Jason Sands is hereby Appointed to the position of Manager of Development Services. 2. THAT Christina Beaushaw be hereby authorized by the Council to resume the legislative duties of Treasurer/Tax Collector and be appointed to position of Manager of Finance. 3. THAT Jeff Thompson resumes the legislative duties of Fire Chief, Public Works Manager and hereby appointed as the Manager of Public Works and Emergency Services. 4. THAT Cindy Huyck be appointed to the position of Development Services Clerk 5. THAT James Richmond resumes the duties of Deputy Fire Chief and assumes the duties as a Building Inspector, Building Code 2012(Part 8 Inspector) and be appointed to position of Deputy Fire Chief/Compliance Coordinator 6. THAT Nathan Maleska be appointed to the position of Mechanic/Fleet Supervisor
Read a first and second time this 15TH day of March 2021.
Read a third time and finally passed this 15th day of March 2021.
The Corporation of the Township of Stone Mills
______Reeve Eric Smith
C.A.O./Clerk Bryan Brooks
Page 22 of 162
Page 23 of 162
The Corporation Of The Township of Stone Mills Staff Report
Report Date: March 15,2021 Entitled: Budget Changes 2021 Recipient: Reeve and Council Submitted By: Christina Beaushaw, Treasurer
Staff Recommendation:
That Council Receive the report entitled Budget Changes 2021 and give direction to staff to implement the following changes; addition of $7,500 to the conservation authority addition of $3,300 for part time boot allowance and removal of $10,000 capital transfer to reserve for operating system replacement.
Overview
At the March 1, 2021 Budget meeting Council gave staff direction to add $7,500 to the conservation authorities budget and $3,300 for Part time employees boot allowance to the budget and to find the equivalent amount in savings in other areas of the budget.
Background
Management held a meeting in order to determine where the savings could be found. There was discussion on trying to find additional revenue or pulling additional funds from reserves or if there were any expenses that could be reduced. Management felt that in order to maintain a sustainable budget post Covid that cutting in other lines or over stating revenue and depleting reserves could end up being a detriment in the future. It was determined that the $10,000 capital contribution to reserves for the future replacement of the Township operating system would be removed. This will mean the full cost of the replacement of the system will need to be absorbed in a future budget.
Financial/Budgetary Implications
The Current increase in dollar to be raised by taxes results in a 1.26% increase. Overall
Page 1 of 2
Page 24 of 162 the Township tax rate will decrease by 6.13%.
Energy Consumption and Demand Management Implication N/A
Accessibility Ontarians Disability Act, 2005 Implications
N/A Attachments Updated tax rate schedule 2021
Page 2 of 2
Page 25 of 162 Township of Stone Mills Draft #1 3/11/2021 Tax Rate Calculations
Tax Rate Calculations Operational 2020 2021 Total Revenue$ 4,873,693.50 $ 5,146,242.30 Total Expenditure$ 8,907,930.14 $ 9,142,082.63 Net Ex penditures $ (4,034,236.64) $ (3,995,840.33) % Change in Operational -0.95% Ca pital Total Revenue$ 1,758,040.00 $ 3,871,360.10 Total Expenditure$ 3,487,977.70 $ 5,712,181.70 Net Expenditures $ (1,729,937.70) $ (1,840,821.60) % Change in Capital 6.41%
Pa yments in Lieu $20,500.00$ 20,500.00 Surplus Difference Total to be Raised by taxation ($5,743,674.34) $ (5,816,161.93) $72,487.59 1.26%
Wei ghted Assessment $ 884,904,948.82 $ 947,777,959.64 increase in weighted assessment 7.11% % Change in Rates
Page 26of162 Residential Tax Rate 0.00653713 0.00613663 -6.13%
Assessment Ratio Weighted Assessment 2021 Tax Rate VERIFY Residential Farm (RT) $ 860,474,909.0 0 1.000000$ 860,474,909.00 0.00613663$ 5,280,415.48 Multi Residential (MT) $ 1,595,900.00 2.000000$ 3,191,800.00 0.01227326$ 19,586.89 Commercial Occu pied (CT) $ 8,125,300.00 1.417467$ 11,517,344.62 0.00869847$ 70,677.67 Commercial Small scale busines $ 41,300.00 1.417467$ 58,541.39 0.00869847$ 359.25 Comm.VacUnits/ExcessLd (CU) $ 91,800.00 1.417467$ 130,123.47 0.00869847$ 798.52 Parkin g Lot/VacLd(GT & CX) $ 184,500.00 1.417467$ 261,522.66 0.00869847$ 1,604.87 New Commercial Construction ( $ 1,748,400.00 1.417467$ 2,478,299.30 0.00869847$ 15,208.40 Industrial Occu p ( IT) $ 2,716,800.00 2.170000$ 5,895,456.00 0.01331649$ 36,178.23 New Industrial Occu p(JT) $ 5,100,500.00 2.170000$ 11,068,085.00 0.01331649$ 67,920.73 Industrial Vac Units&Land (IU) $ 406,800.00 2.170000$ 882,756.00 0.01331649$ 5,417.15 Industrial Vac Units&Land (IX) $ 238,000.00 2.170000$ 516,460.00 0.01331649$ 3,169.32 New industrial Vac Units&Land $ 1,191,900.00 2.170000$ 2,586,423.00 0.01331649$ 15,871.92 Lar ge Industrial (LT) $ 9,034,700.00 2.730000$ 24,664,731.00 0.01675300$ 151,358.31 Lar geIndust.VacUnits&Ld(LU) $ 55,000.00 2.730000$ 150,150.00 0.01675300$ 921.41 Lar geIndust.VacUnits&Ld(LX) $ - 2.730000$ - 0.01675300$ - Pi pelines (PT) $ 506,000.00 1.297200$ 656,383.20 0.00796044 $ 4,027.98 Farmlands (FT) $ 89,611,800.00 0.250000$ 22,402,950.00 0.00153416$ 137,478.60 Mana ged Forests (TT) $ 3,368,100.00 0.250000$ 842,025.00 0.00153416$ 5,167.20 Total $ 984,491,709.00 $ 947,777,959.64 $ 5,816,161.93 difference$ -
0.00618413 Notional Rate If we raised the same amount of tax dollars with the new assessment -0.77% Notional Rate impact The Corporation of the Township of Stone Mills
By-law 2021-
Being a By-law to Establish Tax Rates and to Provide for the Collection of Taxes for the Year 2021
WHEREAS it is necessary for the Council of the Corporation of the Township of Stone Mills pursuant to the Municipal Act, 2001 chap. 25, as amended, to establish tax rates for 2021; and
WHEREAS the tax ratios to establish the relative amount of taxation to be borne by each property class have been established by the County of Lennox & Addington by its By-law No. 3470/20
AND WHEREAS the property classes have been prescribed by the Minister of Finance under the Assessment Act, R.S.O. 1990, chap. A.31, as amended, and regulations thereto;
AND WHEREAS it is necessary for the Council of the Corporation of the Township of Stone Mills, pursuant to the Municipal Act, to levy on the whole rate able property according to the last revised assessment roll for The Corporation of the Township of Stone Mills the sums set forth for various purposes in Schedule “A” attached hereto for the current year;
AND WHEREAS pursuant to The Corporation of the County of Lennox and Addington By-law No. 3439/19 the Council of the County of Lennox & Addington passed a by-law to adopt estimates of all sums required by the Corporation of the County of Lennox and Addington for the purposes of the County, and to provide a levy on the lower tier municipalities;
AND WHEREAS an interim levy was made before the adoption of the estimates for the current year;
NOW THEREFORE, the Council of the Township of Stone Mills enacts as follows:
1. For the year 2021, The Corporation of the Township of Stone Mills shall levy upon the residential/farm assessment, multi-residential assessment, commercial occupied assessment, commercial/excess land assessment, commercial parking lots/vacant land assessment, industrial occupied assessment, industrial vacant and excess land assessment, large industrial occupied assessment, large industrial vacant and excess land assessment, pipelines assessment, farmlands assessment and Managed forests assessments for the rates of taxation per current value assessment for various purposes as set out in Schedule “A” attached to this by-law.
2. The estimates for the current year are as set forth on Schedule “A” attached to this by-law.
3. The levy provided for in Schedule “A” attached to this by-law shall be reduced by the amount of the interim levy for 2021.
4. For payments in lieu of taxes due to The Corporation of the Township of Stone Mills, the actual amount due to the Corporation of the Township of Stone Mills shall be based on the assessment roll and the tax rates for the year 2021.
Page 27 of 162 5. For the railway and utility rights-of-way taxes due to the Corporation of the Township of Stone Mills and in accordance with the regulations as established by the Minister of Finance, pursuant to the Municipal Act, 2001, chap. 25 as amended, the actual amount due to the Corporation of the Township of Stone Mills shall be based on the assessment roll and the regulated rates for 2021.
6. The levy for municipal, county, education and special area purposes shall become due and payable as follows:
Non-capped Classes 50% of the total final bill shall be due on July 26th, 2021. The balance of the final bill shall be due on September 24th, 2021.
Capped Classes 50% of the total final bill shall be due on July 26th, 2021. The balance of the final bill shall be due on September 24th, 2021.
7. As provided under section 345 of the Municipal Act, 2001 there shall be imposed a penalty of one and one-quarter percent (1.25%) per month, charged on the first day of each month following default of payment of any taxes not paid by the specified due date.
8. That taxes are payable at par to the Corporation of the Township of Stone Mills at its office in Centreville, by filing an application for pre- authorized payment for automatic debit of installment from bank account, by internet banking, telephone banking, or at any financial institution having payment arrangements with the Corporation of the Township of Stone Mills.
9. If any section or portion of this by-law or of the schedules attached hereto is found by a court of competent jurisdiction to be invalid, it is the intent of the Council of the Corporation of the Township of Stone Mills that all remaining sections and portions of this by-law and of the schedules continue in force and effect.
10. The Schedule attached hereto shall be and form a part of this by- law.
11. That any and all by-laws or portions thereof conflicting with this by- law are hereby repealed.
Enacted and passed this 6th day of April, 2021.
______REEVE, SMITH C.A.O. / CLERK BROOKS
Page 28 of 162 Township of Stone Mills Draft #1 3/8/2021 Newburgh Tax Rate
The Corporation of the Township Of Stone Mills Schedule A to By-Law 2021- Tax Rates for Newburgh Waste Levy Newburgh Waste Rate Operational 2020 2021 Total Revenue $28,417.76 $35,917.76 Total Expenditur e $56,500.00 $64,000.00 Net Expenditures ($28,082.24) ($28,082.24) Capital Total Revenu e $0.00 $0.00 Total Expenditur e $0.00 $0.00 Net Expenditures $0.00 $0.00
Total to be Raised by taxation ($28,082.24) ($28,082.24) $0.00
Weighted Assessment $ 69,244,022.12 $ 70,321,994.32
Residential Tax Rate 0.000405555 0.000399338 -2%
Assessment Ratio Weighted Assessment 2021 Tax Rate
Page 29of162 Residential Farm (RT) $ 65,642,800.00 1.000000$ 65,642,800.00 0.00039934$ 26,213.66 Multi Residential (MT) 2.000000$ - 0.00079868$ - Commercial Pill (CF) $ 37,000.00 1.417467$ 52,446.28 0.00056605$ 20.94 Commercial Occupied (CT) $ 1,278,000.00 1.417467$ 1,811,522.83 0.00056605$ 723.41 Commercial Small scale business (C7 ) $ 41,300.00 1.417467$ 58,541.39 0.00056605$ 23.38 Comm.VacUnits/ExcessLd(CU) 1.417467$ - 0.00056605$ - Parking Lot/VacLd(GT & CX) $ 94,500.00 1.417467$ 133,950.63 0.00056605$ 53.49 Industrial Occupied ( IT) 2.170000$ - 0.00086656$ - Industrial New (JT) $ - 2.170000$ - 0.00086656$ - Industrial Vac Units&Land (IU) 2.170000$ - 0.00086656$ - Industrial New Excess (JU) $ - 2.170000$ - 0.00086656$ - Industrial Vac Units&Land (IX) 2.170000$ - 0.00086656$ - Large Industrial (LT) 2.730000$ - 0.00109019$ - LargeIndust.VacUnits&Ld(LU) 2.730000$ - 0.00109019$ - LargeIndust.VacUnits&Ld(LX) 2.730000$ - 0.00109019$ - Pipelines (PT) $ 506,000.00 1.297200$ 656,383.20 0.00051802$ 262.12 Farmlands (FT) $ 7,837,100.00 0.250000$ 1,959,275.00 0.00009983$ 782.41 Managed Forests (TT) $ 28,300.00 0.250000$ 7,075.00 0.00009983$ 2.83 Total $ 75,465,000.00 $ 70,321,994.32 $ 28,082.24 exempt $ 1,651,600.00
______REEVE SMITH
______C.A.O./CLERK BROOK S Township of Stone Mills Draft #1 3/11/2021 Tax Rate Calculations
The Corporation of the Township Of Stone Mills Schedule A to By‐Law 2021‐ Tax Rates for General Levy Municipal County Education Total Tax Rate 2021 Phase‐In Municipal County Education Total Levy Ratio Tax Rate Tax Rate Tax Rate 2021 Assessment Residential Farm (RT) 1.000000 0.00613663 0.00153000 0.00766663$ 860,474,909.00 $ 5,280,415.48 $ ‐ $ 1,316,526.61 $ 6,596,942.09 Multi Residential (MT) 2.000000 0.01227326 0.00153000 0.01380326$ 1,595,900.00 $ 19,586.89 $ ‐ $ 2,441.73 $ 22,028.62 Commercial Occupied (CT) 1.417467 0.00869847 0.00880000 0.01749847$ 8,125,300.00 $ 70,677.67 $ ‐ $ 71,502.64 $ 142,180.31 Commercial Small Scale Business (C7) 1.417467 0.00869847 0.00880000 0.01749847$ 41,300.00 $ 359.25 $ ‐ $ 363.44 $ 722.69 Comm ExcessLd(CU) 1.417467 0.00869847 0.00880000 0.01749847$ 91,800.00 $ 798.52 $ ‐ $ 807.84 $ 1,606.36 Comm VacLd(GT & CX) 1.417467 0.00869847 0.00880000 0.01749847$ 184,500.00 $ 1,604.87 $ ‐ $ 1,623.60 $ 3,228.47 New Commercial Construction (XT) 1.417467 0.00869847 0.00880000 0.01749847$ 1,748,400.00 $ 15,208.40 $ ‐ $ 15,385.92 $ 30,594.32 Industrial Occup ( IT) 2.170000 0.01331649 0.00880000 0.02211649$ 2,716,800.00 $ 36,178.23 $ ‐ $ 23,907.84 $ 60,086.07 New Industrial Occup(JT) 2.170000 0.01331649 0.00880000 0.02211649$ 5,100,500.00 $ 67,920.73 $ ‐ $ 44,884.40 $ 112,805.13 Industrial Vac Units&Land (IU) 2.170000 0.01331649 0.00880000 0.02211649$ 406,800.00 $ 5,417.15 $ ‐ $ 3,579.84 $ 8,996.99 Industrial Vac Units&Land (IX) 2.170000 0.01331649 0.00880000 0.02211649$ 238,000.00 $ 3,169.32 $ ‐ $ 2,094.40 $ 5,263.72 New industrial Vac Units&Land (JU) 2.170000 0.01331649 0.00880000 0.02211649$ 1,191,900.00 $ 15,871.92 $ ‐ $ 10,488.72 $ 26,360.64 Large Industrial (LT) 2.730000 0.01675300 0.00880000 0.02555300$ 9,034,700.00 $ 151,358.31 $ ‐ $ 79,505.36 $ 230,863.67
Page 30of162 LargeIndust.VacUnits&Ld(LU) 2.730000 0.01675300 0.00880000 0.02555300$ 55,000.00 $ 921.41 $ ‐ $ 484.00 $ 1,405.41 LargeIndust.VacUnits&Ld(LX) 2.730000 0.01675300 0.00880000 0.02555300 $ ‐‐ $ $ ‐ $ ‐ $ ‐ Pipelines (PT) 1.297200 0.00796044 0.00880000 0.01676044$ 506,000.00 $ 4,027.98 $ ‐ $ 4,452.80 $ 8,480.78 Farmlands (FT) 0.250000 0.00153416 0.00038250 0.00191666$ 89,611,800.00 $ 137,478.60 $ ‐ $ 34,276.51 $ 171,755.11 Managed Forests (TT) 0.250000 0.00153416 0.00038250 0.00191666$ 3,368,100.00 $ 5,167.20 $ ‐ $ 1,288.30 $ 6,455.49 $ 984,491,709.00 $ 5,816,161.93 $ ‐ $ 1,613,613.95 $ 7,429,775.88
Payment in Lieu
CF Commercial - Full Support 1.417467 0.00869847 0.00880000 0.01749847$ 349,900.00 $ 3,043.59 $ ‐ $ 3,079.12 $ 6,122.71 CG Commercial - No Support 1.417467 0.00869847 0.00869847$ 1,260,300.00 $ 10,962.68 $ ‐ $ ‐ $ 10,962.68 CH Hydro Full Support 1.417467 0.00869847 0.00880000 0.01749847$ 32,500.00 $ 282.70 $ ‐ $ 286.00 $ 568.70 IH Hydro Full support 2.170000 0.01331649 0.00880000 0.02211649$ 178,700.00 $ 2,379.66 $ ‐ $ 1,572.56 $ 3,952.22 IP Industrial - Full Support 2.170000 0.01331649 0.00880000 0.02211649 $ ‐ $ ‐ $ ‐ $ ‐ IQ Industrial Vacant- Full Support 2.170000 0.01331649 0.00880000 0.02211649 $ ‐ $ ‐ $ ‐ $ ‐ RG Residential - No Support 1.000000 0.00613663 0.00613663$ 1,081,500.00 $ 6,636.76 $ ‐ $ ‐ $ 6,636.76 RP Residential - Full Support 1.000000 0.00613663 0.00153000 0.00766663 $ ‐ $ ‐ $ ‐ $ ‐ RF Residential Full Support 1.000000 0.00613663 0.00153000 0.00766663$ 68,500.00 $ 420.36 $ ‐ $ 104.81 $ 525.16 HF landfill pil full no support 2.129199 0.01306610 0.01306610$ 163,100.00 $ 2,131.08 $ ‐ $ ‐ $ 2,131.08 $ 3,134,500.00 $ 25,856.84 $ ‐ $ 5,042.49 $ 30,899.32 ______REEVE SMITH
$ 987,626,209.00 $ 5,842,018.77 $ ‐ $ 1,618,656.43 $ 7,460,675.20 ______C.A.O./CLERK BROOKS The Corporation Of The Township of Stone Mills Staff Report
Report Date: March 15, 2021 Entitled: Roadside Cleaning and Household Hazardous Waste Day Recipient: Council Submitted By: Jeff Thompson (Public Works Manager)
STAFF RECOMMENDATION
THAT Council receives the report titled ‘Roadside Cleaning and Household Hazardous Waste Day’.
FURTHER THAT Council approves the proposal of one free bag for residents that collect one bag of roadside debris.
OVERVIEW
Roadside Cleaning will commence April 15 – May 30. Municipal bags will be available for volunteers collecting roadside debris.
NEW 2021 residents will get one free bag for every bag collected. If volunteers are unable to take the debris to the landfill site, they are encouraged to contact Public Works to schedule a pick-up. Residents must register and show proof of debris collected to receive their free bags.
Household Hazardous Waste Day “HHWD” has been set for April 17th at the Public Works yard in Centreville from 8am to 2pm. We will request that all patrons remain in their vehicle to help with physical distancing and to protect themselves and others from the possible spread of COVID-19.
BACKGROUND
ATTACHMENTS : Litter Control and Roadside Debris Cleanup Flyer : Household Hazardous Waste Day Flyer
Indicates The Strategic Goals And Objectives Realized
Provide an effective and sustainable Municipal Government Strengthen the Township’s Financial Position
Page 31 of 162 Address the Township’s Municipal Infrastructure Needs Promote Healthy Lifestyles, Culture, Heritage and Sports Implement, Develop, Promote and Manage Economic Development Enhance communication between the Municipality and its stakeholder
Agricultural Heritage Arts and Culture Natural Environment Climate Change Promotion Communication Property Standards Community Support Property Tax Diversification Public Transportation Emergency Management Recreational Employees Servicing Equipment & Property Sustainability Efficiencies
Page 2 of 2
Page 32 of 162 Corporation of The Township of Stone Mills 4504 County Rd. 4, Centreville, Ontario K0K 1N0 Tel. (613) 378-2475 Fax. (613) 378-0033 Website: www.stonemills.com.
TOWNSHIP OF STONE MILLS HOUSEHOLD HAZARDOUS WASTE DAY SATURDAY, April 17, 2021 8:00 AM TO 2:00 PM AT Centreville Public Works Yard 4500 County Rd 4 INFORMATION: • For your own protection DO NOT mix materials • All materials must be clearly marked • If the container is damaged place it in a bag to prevent spilling • Box all small cans for easier handling • Empty paint cans can be recycled in the scrap bins at the landfill sites • Wash your hands thoroughly after handling the chemicals
WHAT TO BRING: • PAINTS (flammable and toxic) DO NOT mix latex with oil base paints • AUTOMOTIVE BATTERIES (corrosive and toxic) wear rubber gloves when handling • HOUSEHOLD BATTERIES disposable and rechargeable (corrosive and toxic) • HOUSEHOLD MEDICINES/OLD PRESCRIPTIONS (toxic) in a separate bag • WASTE MOTOR OIL (flammable and toxic) CLEARLY mark the container • PESTICIDES, INSECTICIDES, HERBICIDES (toxic) • POOL CHEMICALS and BLEACH (reactive and toxic) DO NOT MIX and keep separate from each other and from other chemicals • TURPENTINE, FURNITURE AND PAINT STRIPPER, VARSOL, SOLVENTS, GASOLINE, LINSEED OIL, NAIL POLISH AND NAIL POLISH REMOVER, BBQ LIGHTER FLUIDS (flammable and toxic) • WOOD PRESERVATIVE, WOOD STAINS, ANTI-FREEZE, GLUES, WINDOW CLEANERS, DISINFECTANTS, RAT AND MOUSE POISONS (toxic) • OVEN CLEANERS, DRAIN CLEANERS (corrosive) • OLD PROPANE TANKS (explosive) • AEROSOL CONTAINERS (explosive, toxic and flammable) Empty containers as well • FLOURESNET TUBES (LIGHTS) • PRINTER CARTRIGES
WHAT NOT TO BRING: • EXPLOSIVES, FIRE WORKS, AMMUNITION, BIOLOGICAL WASTES, PCB WASTES, WASTES FROM BUSINESSES, HELIUM OR FREON TANKS
FOR MORE INFORMATION contact Public Works at 378-1435
NO COMMERCIAL WASTE ALL RESIDENTS MUST PROVIDE PROOF OF RESIDENCY
Page 33 of 162 Corporation of The Township of Stone Mills 4504 County Rd. 4, Centreville, Ontario K0K 1N0 Tel. (613) 378-2475 Fax. (613) 378-0033 Website: www.stonemills.com.
LITTER CONTROL AND ROADSIDE DEBRIS CLEANUP Between April 15, 2021 – May 30, 2021
CLEAN UP: Residents who are willing to volunteer for roadside cleanup will be supplied with Municipal bags and/or may use other garbage bags for the debris.
New for spring 2021 residents will be offered one free bag for every bag of roadside debris collected.
For Municipal bags or register for free bags please call ahead for pick up:
Public Works Office 613-378-1435
DISPOSAL: Roadside cleaning bags will NOT be included in the 2-bag limit at the Waste Sites. If residents are taking bags to the Waste Sites, please inform the landfill attendants.
If residents elect to leave full bags at the location of the debris pickup, please contact the Public Works Office to schedule a pick-up.
No large items can be accepted at the Municipal landfill sites. Therefore, if residents locate any large items that have been disposed of improperly, please contact the Public Works Department to notify them of the details.
The Township of Stone Mills would like to thank all of our residents for their continued support in helping to keep our Roadsides
Page 34 of 162
The Corporation Of The Township of Stone Mills Staff Report
Report Date: March 11th, 2021 Entitled: Building Department Electric SUV Purchases Recipient: Stone Mills Council Submitted By: CBO/Properties Manager Jacob Detlor
Staff Recommendation:
To hold the Electric SUV purchase competition in the summer of 2021, when at least another model in this class will enter the market for pricing.
Overview
In the current draft of Stone Mills’ 2021 budget, $110,000.00 has been set aside to purchase two All Wheel Drive, Sport Utility Vehicles that are fully electric. The financing of these capital purchases is to come from Building Department Reserves built up from surpluses from strong building department revenues over the past 3 years in the Stone Mills Building Department (funds from Building Permits, not from the Stone Mills Taxpayers).
Furthermore, another $5000 dollars has been set aside in the capital budget of the 700 account to install 2 wall mounted charging stations on the north wall of the public works building. Staff have received pricing estimates for this work, and can confirm that the $5000.00 allocated for this work should cover the costs.
In a recent budget meeting, a councillor asked if the Township of Stone Mills could receive any Federal or Provincial rebates for the purchase of these vehicles, and I responded that the vehicles that exist in this category were simply too expensive to qualify for the current $5000.00 rebate available from the Federal Government.
To qualify for the Federal EV rebate, the MSRP base price for any given model being purchased must be less than $45,000.00 + HST, and the final price with all the options cannot be more than $55,000.00 + HST. Currently, the cheapest MSRP base price for any available AWD SUV EV is $50,000.00. If we were to release a competition for these two vehicles in this category this week, the winning price would cost $59,000.00 + HST
Page 1 of 2
Page 35 of 162 per vehicle, resulting in the vehicles being $8000.00 over the amount budgeted for this purchase in the Stone Mills’ capital budget. Notably, this model currently available would arrive 12 weeks after the order was made.
Fortunately, pricing for another model of vehicle in this class is set to arrive in the summer of 2021, and has been advertised extensively in the media. Although it is difficult to forecast, this new model will supposedly be cheaper to purchase, and may qualify for the $5000.00 Federal EV rebate, making it even more desirable. It will come with less performance and more modest options. The downside is that local dealers are telling Stone Mills staff that the wait for these vehicles after ordering will stretch into 2022.
Background n/a
Financial/Budgetary Implications n/a
Energy Consumption and Demand Management Implications n/a
Accessibility Ontarians Disability Act, 2005 Implications n/a
Page 2 of 2
Page 36 of 162
The Corporation Of The Township of Stone Mills Staff Report
Report Date: March 11th, 2021 Entitled: Stone Mills Recreation Centre Design RFQ Results Recipient: Stone Mills Council Submitted By: CBO/Properties Manager Jacob Detlor
Staff Recommendation:
To enter into a contract with Peter T. Mitches and Associates to provide design services and engineering oversight for the upcoming project at the Stone Mills Recreation Centre.
Overview
On March 2nd, Stone Mills Recreation Staff released another Request for Quotation for the design services required for the upcoming alterations to the Stone Mills Recreation Centre. The results were:
Peter T. Mitches and Associates – $46,400.00 + HST Shoalts and Zaback Architects – $48,500.00 + HST AECOM Canada Architects - $61,500.00 + HST Barry Bryan Associates - $79,000 + HST Kalos Engineering - $94,600 +HST
I have reviewed the references supplied for Peter T. Mitches and Associates, and am comfortable with their previous experience in this industry. They have provided designs on many similar projects in the past 5 years in the Greater Toronto Area.
Page 1 of 2
Page 37 of 162 Background n/a
Financial/Budgetary Implications n/a
Energy Consumption and Demand Management Implications n/a
Accessibility Ontarians Disability Act, 2005 Implications n/a
Page 2 of 2
Page 38 of 162
VIA EMAIL: [email protected]
March 10, 2021
Bryan Brooks Chief Administrative Officer/Clerk Township of Stone Mills
Mr. Brooks,
Lennox and Addington County in partnership with the local municipalities submitted an application to the Province of Ontario for Modernization Funding to review development approval processes across all municipalities. $100,000 was received to support the project.
Performance Concepts and Dillon Consulting were contracted to provide an independent third party analysis and evaluation of development approval processes across all five municipalities. The final report was completed in December and presented on January 20, 2021. On February 10, 2021, County Council approved the Development Process Modernization Review in principle and requested that staff work with the staff Steering Committee to bring forward further reports relative to implementation for County Council’s consideration.
Developing streamlined and modernized processes can be a significant competitive advantage in our ongoing efforts to attract new development and contribute to the economic prosperity of our communities. As indicated in the Final Report: “Timely and consistent DAP process execution will provide cash flow/financing predictability for businesses considering investment within the municipalities. Residents and businesses already located here will have improved confidence that timely and consistent DAP execution will not impede their economic goals and will promote community prosperity”.
The following recommendations were developed by Performance Concepts and Dillon Consulting (detailed information is available in the attached Final Report):
1. To Implement a Modernized Development Approvals Process Technology Platform 2. To Develop Standardized Development Approvals Process Maps and Timeframe Targets 3. To Establish DAP Key Performance Indicators. 4. Lennox and Addington County Should Delegate Technical Reviews to Municipalities 5. Establish Lennox and Addington County as an “Order Expeditor” for Strategic Files
97 Thomas St. E., Napanee, Ontario K7R 4B9 tel: 613-354-4883 fax: 613-354-3112 www.lennox-addington.on.ca
Page 39 of 162
6. Lennox and Addington County to be a Provider of Professional Engineering Expertise for Ministry of Environment, Conservation and Parks (MECP) Delegation on Environmental Compliance Approvals (ECA) 7. Develop a Standardized Role for Conservation Authorities 8. Local Municipality Resource Sharing 9. Delegate DAP Approvals to Local Staff 10. Standardize Site Plan and Building Permit Application Overlap 11. Create a Harmonized DAP Fees Model
The DAP recommendations indicate that in 2021, Lennox and Addington County and the four local municipalities should prepare and rollout a Development Approvals Process electronic portal and workflow software solution. The report stresses that this should be the central feature of the modernization review. The funding for this project has been included in the 2021 Lennox and Addington Capital Budget. Lennox and Addington County will be the funder and maintainer of the electronic portal and workflow software solution. This will also include the annual licensing agreements for all five municipalities. At the February 24, 2021 County Council Working Session, the draft budget was noted and received and the final budget will be considered on March 24, 2021.
In order to move ahead with implementation, it would be appreciated if Stone Mills Township Council consider the following resolution:
That Stone Mills Township Council approve the Development Process Modernization Review in principle; and further, That staff work with the Steering Committee comprised of County and Local Municipal staff to determine the implementation strategy and develop a workflow tool and electronic portal.
Thank you very much for your support of the Development Approvals project. This project is a result of a partnership across all municipalities. The flexibility, commitment and teamwork demonstrated by the staff Steering Committee was much appreciated, and I look forward to working together on the implementation strategy.
Best Regards,
Brenda Orchard Chief Administrative Officer
97 Thomas St. E., Napanee, Ontario K7R 4B9 tel: 613-354-4883 fax: 613-354-3112 www.lennox-addington.on.ca
Page 40 of 162 COUNTY OF LENNOX & ADDINGTON Development Process Modernization Addington Highlands, Loyalist, Greater Napanee and Stone Mills
November 2020
Page 41 of 162 Table of Contents – ii
Table of Contents
1.0 Preamble 1
2.0 Execu ve Summary 2
2.1.1 Streamlined County Involvement in DAP...... 2 2.1.2 Standardized Role for Conserva on Authori es ...... 3 2.1.3 Local Municipality Resource Sharing ...... 3 2.1.4 Delegate DAP Approvals to Local Municipal Staff ...... 3 2.1.5 Site Plan & Building Permit Applica on Overlap ...... 4 2.1.6 Standardized DAP Process Maps and Timeframe Targets ...... 4 2.1.7 Modernized DAP Cost Recovery ...... 4 2.1.8 Towards Results Based Management: Measuring DAP Performance ...... 4
3.0 Introduc on 6
3.1 Introduc on and Context for the DAP Review ...... 6 3.2 Weathering the COVID Storm ...... 7 3.3 Provincial Financial Reali es ...... 7 3.4 Post COVID-19 Game Changer: New Work/Live Commuter-shed ...... 8
4.0 Methodology 10
4.1 Doing the Right Things. Doing Things Right...... 10 4.2 Documen ng the “As Is” Development Approvals Process ...... 11 4.3 Stakeholder Consulta on...... 11 4.3.1 L&A Councils ...... 11 4.3.2 Staff ...... 11 4.3.3 Conserva on Authori es ...... 11 4.3.4 Repeat DAP Applicants ...... 11 4.3.5 DAP “One-Timers” ...... 12 4.4 DAP “Best Prac ce” Case Studies ...... 12 4.5 Restructured “As Should Be” DAP Model ...... 12
County of Lennox & Addington Development Process Modernization November 2020
Page 42 of 162 Table of Contents – iii
4.6 Findings/Recommenda ons & Go-forward Implementa on Roadmap ...... 12 4.7 Final Report – Documen ng DAP Moderniza on Efficiencies ...... 12
5.0 DAP “As Is” Profiles 13
5.1 Local Municipal Overview ...... 13 5.1.1 Addington Highlands ...... 14 5.1.2 Loyalist ...... 14 5.1.3 Greater Napanee ...... 15 5.1.4 Stone Mills ...... 15 5.2 Pre-Consulta on ...... 15 5.3 Applica on Deemed Complete ...... 17 5.4 Technical Circula ons ...... 19 5.5 Applica on Approval ...... 20 5.6 Transi on from Planning DAP to Building Permit Applica ons ...... 21 5.7 “As Is” DAP Technology and Data Flows ...... 22 5.8 “As Is” DAP Cost Recovery and User Fees ...... 23 5.9 The Role of the County ...... 24 5.10 The Role of the Conserva on Authori es ...... 25 5.11 Other Agencies ...... 25
6.0 DAP “Best Prac ces” Scan 27
6.1 Case Studies ...... 27 6.1.1 Driving DAP improvement with Cloud Based Portal/Workflow Technology ...... 27 6.1.2 DAP Business Process Re-engineering “Quick Wins” ...... 28 6.1.3 Using KPIs to Implement Results Based Management ...... 30
7.0 Stakeholder Consulta on – Informing “As Should Be” DAP 32
7.1 Councils ...... 32 7.2 Staff ...... 32 7.3 Repeat DAP Customers ...... 33 7.4 DAP “One-Timers” ...... 34
County of Lennox & Addington Development Process Modernization November 2020
Page 43 of 162 Table of Contents – iv
8.0 DAP “As Should Be” Performance Improvements 35
8.1 Streamlined County Involvement in DAP...... 35 8.1.1 County Delega on of Technical Review to Local Municipali es ...... 35 8.1.2 County as Architect/Maintainer of DAP Portal/Workflow Tool ...... 36 8.1.3 County as DAP Order Expeditor ...... 36 8.1.4 County as Provider of P.Eng. Exper se for MECP Delega on of ECA ...... 37 8.2 Standardized Role for Conserva on Authori es ...... 37 8.3 Local Municipality Resource Sharing ...... 38 8.4 Delegated DAP Approvals to Local Municipal Staff ...... 38 8.5 Site Plan & Building Permit Process Overlap ...... 39 8.6 Standardized DAP Process Maps and Timeframe Targets ...... 39 8.6.1 Simple Applica on Categories ...... 39 8.6.2 Complex Applica on Categories ...... 40 8.7 Modernized DAP Cost Recovery ...... 42 8.8 Modernized DAP Technology Pla orm ...... 43 8.9 DAP Culture – Ge ng to Yes ...... 44 8.10 Towards Results Based Management: Measuring DAP Performance ...... 44 8.10.1 DAP Key Performance Indicators ...... 45 8.10.2 DAP Scorecard and Accountability Repor ng ...... 46
9.0 Implementa on Roadmap 47
9.1 Relentless Focus on Execu on ...... 47 9.2 Implementa on Road Map ...... 47 9.2.1 Streamlined County Involvement in DAP...... 47 9.2.2 Standardized Role for Conserva on Authori es ...... 48 9.2.3 Local Municipality Resource Sharing ...... 48 9.2.4 Delegate DAP Approvals to Local Municipal Staff ...... 48 9.2.5 Site Plan & Building Permit Applica on Overlap ...... 48 9.2.6 Standardized DAP Process Maps and Timeframe Targets ...... 49 9.2.7 Modernized DAP Cost Recovery ...... 49
County of Lennox & Addington Development Process Modernization November 2020
Page 44 of 162 Table of Contents – v
9.2.8 Modernized DAP Technology Pla orm ...... 49 9.2.9 Towards Results Based Management: Measuring DAP Performance ...... 49
10.0 Conclusion and Moderniza on Efficiencies 50
10.1 The Path Forward ...... 50 10.2 DAP Performance Improvement: Measurement Lenses to Consider...... 50
Figures
Figure 1: Single day Real Estate Transactions out of the GTA ...... 9 Figure 2: Overarching Principles ...... 10 Figure 3: Timeliness of DAP Processes ...... 33 Figure 4: "One Timers" experience with the DAP process in L&A...... 34
Tables
Table 1: Pre-Consultation Requirements ...... 16 Table 2: Planning Spending vs. Revenues...... 23 Table 3: Best Practice Processing Performance targets ...... 51
Appendices
A Summary of Applica on Volumes B Development Community Engagement Summary C Applicant Survey Results
County of Lennox & Addington Development Process Modernization November 2020
Page 45 of 162 Preamble – 1
1.0 Preamble
The Development Approvals Process (DAP) is a core municipal service delivered in tandem by the County of Lennox & Addington and its four local municipalities. Two-tier municipal delivery of DAP can be challenging from a coordination and process execution point of view. Application review processes can become entangled between each level of government and applicants. Differences in approach across local municipalities can be confusing and applicants can lose confidence in the efficiency and consistency of the DAP model. The County of Lennox & Addington (L&A) and its four local municipal partners believe that streamlining their current two-tier DAP model can serve as a source of competitive advantage in their ongoing efforts to attract new development and contribute to the economic prosperity of their communities.
Timely and consistent DAP process execution will provide cash flow/financing predictability for businesses considering investment within the County. Residents and businesses already located in the County will have improved confidence that timely/consistent DAP execution will not impede their economic goals and will promote community prosperity.
The County of Lennox & Addington and its DAP partners at the Town of Greater Napanee and the Townships of Stone Mills, Loyalist and Addington Highlands retained the Performance Concepts/Dillon team to conduct a DAP operational review. The DAP review was conducted under the auspices of the Province’s Municipal Modernization Grant Program.
The Lennox & Addington DAP review was initiated during the early stages of the COVID-19 pandemic. The project kick-off session was the last “in-person” meeting with our L&A project sponsors before the shutdown began. Performance Concepts/Dillon would like to acknowledge the perseverance and flexibility of the County and local municipal project team as the DAP review pivoted online using video conferencing tools such as Go To Meeting and Mentimeter.com.
The COVID 19 pandemic has demonstrated that traditional “over the counter” approaches to DAP execution can and should be modernized across the Ontario municipal sector. The Lennox & Addington DAP review has confirmed that the involved L&A municipal partners can transform the applicant experience via new technologies such as on-line portal and workflow tracking software.
The Performance Concepts/Dillon team congratulates Lennox & Addington for completing the DAP review under the COVID 19 new normal. This Final Report meets all of the requirements of the Municipal Modernization Grant Program and positions the County and its local municipal partners to proceed with the implementation roadmap in 2021.
County of Lennox & Addington Development Process Modernization November 2020
Page 46 of 162 Executive Summary – 2
2.0 Execu ve Summary
The Lennox and Addington Development Approvals Process (DAP) Modernization review was initiated in Q2 2020 and completed in early December 2020.
Despite the disruptive impacts of the COVID 19 state of emergency, the Lennox and Addington DAP review was informed by development community stakeholder feedback secured via on-line surveys and interactive working sessions.
Draft Findings/Recommendation were stress tested with appropriate County and local municipal staff before being finalized in this Report. While the DAP Modernization review has been coordinated/overseen by a s Steering Committee of County and local municipal staff, the Findings/Recommendations set out in this Final Report are the product of impartial 3rd party analysis and evaluation undertaken by the Performance Concepts/Dillon team - a mandatory requirement of all Municipal Modernization Program reviews.
This Final Report delivers a transformational, evidence-based package of DAP Findings/Improvement Recommendations that will require focussed and relentless implementation by the County and its local municipal partners. These Recommendation have been positioned within a Do Now (2021), Do Soon (2022), Do Later (2023 and beyond) Implementation Roadmap.
In addition to DAP process improvement recommendations, a number of “who does what” realignment options between the County and L&A local municipalities have been put forward to ensure DAP applicants benefit from the principle of organization form following function.
Categories of DAP Improvement Recommendations, and their relative positioning on the Implementation Roadmap, are set out below:
. . Streamlined County Involvement in DAP
DO DO DO Recommendation NOW SOON LATER
County Should Delegate Technical Review to Municipalities Delegate Roads/Driveway Access Develop Cost Recovery arrangements with local tier Designate County as Architect/Maintainer of DAP Portal/Workflow Tool Establish County as Provider of DAP “Order Expediter” for Strategic Files Designate County as Provider of Engineering Expertise for MECP delegation
County of Lennox & Addington Development Process Modernization November 2020
Page 47 of 162 Executive Summary – 3
. . Standardized Role for Conserva on Authori es
DO DO DO Recommendation NOW SOON LATER
Standardize Conservation Authority Execution of DAP Standardized MOU with L&A Local Municipalities Develop standardized technical review timeframes Assume responsibility for CA Fee collection Provide CAs with DAP workflow tool access
. . Local Municipality Resource Sharing
DO DO DO Recommendation NOW SOON LATER Establish MOU for Sharing of Local Municipal DAP Resources Develop staff resource capacity plan for each local Create a cost-recovery fee based on billable hours Implement a “Mutual Aid”-style MOU for DAP services
. . Delegate DAP Approvals to Local Municipal Staff
DO DO DO Recommendation NOW SOON LATER Delegate Site Plan Approval from Council to Staff Develop protocols for file escalation Pass/update necessary staff delegation By-laws
County of Lennox & Addington Development Process Modernization November 2020
Page 48 of 162 Executive Summary – 4
. . Site Plan & Building Permit Applica on Overlap
DO DO DO Recommendation NOW SOON LATER Standardize Site Plan & Building Permit Application Overlap Develop common Site Plan process triggers across L&A Integrate Building Permit application process into the DAP workflow tool
. . Standardized DAP Process Maps and Timeframe Targets
DO DO DO Recommendation NOW SOON LATER
Establish Simple Application “Best Practice” Timeframe Targets Establish Complex Application “Best Practice” Timeframe Targets
. . Modernized DAP Cost Recovery
DO DO DO Recommendation NOW SOON LATER Create a Harmonized DAP Fees Model Standardize planning fees design across L&A Establish cost recovery targets across L&A Standardize planning & engineering deposit design
. . Towards Results Based Management: Measuring DAP Performance
DO DO DO Recommendation NOW SOON LATER Establish DAP Key Performance Indicators KPI identification Integrate KPIs with DAP workflow tool Create DAP Scorecard and Accountability Reporting Establish KPI derived performance targets Integrate performance targets with DAP workflow tool
County of Lennox & Addington Development Process Modernization November 2020
Page 49 of 162 Executive Summary – 5
The DAP performance challenges facing Lennox & Addington moving forward are focused on streamlining and execution. DAP workload demand is going to increase given the post-COVID realities of an expanded on-line work/live commuter-shed. Therefore, cost reduction/cost avoidance is not a helpful lens for measuring the performance improvement dividend that can be produced by implementing the recommendations contained in this Report.
Performance improvement is best considered via two alternative lenses: Improved DAP cost recovery via fees modernization; and,
Improved DAP application processing times.
Adoption of a “growth pays for growth” cost recovery model will reduce the existing DAP property tax subsidy across Lennox & Addington. While it is beyond the scope of this Review to conduct a detailed full-cost fees review, the expected increase in DAP fees revenues generated by “growth pays for growth” Sub-division, Site Plan and Rezoning fees should be significant. Just in Greater Napanee and Loyalist more than $1.6M is spent annually on planning functions while less than $400K in planning revenues are reported in the Financial Information Return (FIR) submitted to the Province.
In terms of DAP processing times the recommended “Best Practice” performance targets should generate the following efficiencies across core DAP application categories:
Rezoning Site Plan Subdivision Timeframes Timeframes Timeframes
“As Is” 135 Processing 132 Processing 225 Processing Average/Typical Days Days Days Timeframes
Recommended 35 Fewer 68 Fewer 20 Fewer “Best Practice” DAP Processing Days Processing Days Processing Days Timeframe Reduction
26% Timeframe 51% Timeframe 9% Timeframe Efficiency Dividend Improvement Improvement Improvement
County of Lennox & Addington Development Process Modernization November 2020
Page 50 of 162 Introduction – 6
3.0 Introduc on
3.1 Introduc on and Context for the DAP Review
The County of Lennox & Addington (L&A) retained the Performance Concepts/Dillon team to conduct a development approvals process (DAP) modernization review. This project is being led by the Director of Community and Development Services, along with the respective local planning leads/managers. The County has established three strategic priorities for the current term of Council: 1. Foster Growth & Opportunity 2. Facilitate Safe Affordable Housing 3. Improve Connec vity within Lennox & Addington
The County is committed to a partnership with its four local municipalities in order to achieve the following mutually supported outcomes:
Improve and promote our community and foster economic growth and prosperity; Promote the uniqueness of our communities and foster homegrown solutions and innovations; Continue to focus on helping our businesses grow by attracting new business and increasing visitors to Lennox & Addington.
The County’s RFP initiating the DAP operational review contained the following passage: “It has been identified that the development processes in Lennox & Addington County and its lower-tier municipalities can be complicated and confusing. This has resulted in significant barriers to both economic growth and investments in affordable housing in Lennox & Addington. To address this barrier the County has made it a priority to modernize development, planning and engineering processes that focus on streamlined, consistent approaches to encourage development in Lennox & Addington.”
The benefits of modernizing/streamlining the Development Approvals Process across the County are readily apparent. A streamlined and consistently executed DAP “conveyor belt” will create cash flow/financing predictability for businesses considering investment across the County. Putting timely and consistent DAP processing timeframe targets in place across L&A will serve as inducement for new development rather than an impediment. A streamlined and disciplined DAP conveyor belt will expedite the arrival of needed taxable assessment growth that will reduce the cost-of-government burden on existing local taxpayers.
County of Lennox & Addington Development Process Modernization November 2020
Page 51 of 162 Introduction – 7
3.2 Weathering the COVID Storm
As noted in the Preamble to this Report, the Performance Concepts/Dillon team has executed the majority of the DAP review using an interactive set of online delivery platforms and tools.
Despite the challenges posed by closed County/local municipal offices and social distancing/infection control protocols, the Performance Concepts/Dillon team has completed the DAP Review on time and on budget. County and local municipal Councils and staff teams have been cooperative, accountable and flexible throughout the Review period.
Individual developers, one-time DAP applicants and staff from involved Conservation Authorities have also participated in the Review with courtesy, creativity and professionalism.
3.3 Provincial Financial Reali es
The Province’s Municipal Modernization Grant Program pre-dates the COVID pandemic. The stated intent of the program is to support Ontario municipalities that are committed to identifying and implementing service delivery efficiencies. In the professional opinion of the Performance Concepts team, Municipal Modernization Review efficiencies are best measured by using a blend of the following performance lenses: Opera ng cost reduc on/cost avoidance secured while maintaining an exis ng level of service Capital cost reduc on/avoidance secured via ra onal asset/facility management decisions Fixed-cost burden sharing of staff posi ons, equipment, IT systems and facili es across neighbouring municipali es Process execu on/staff produc vity improvements secured via LEAN style process streamlining and IT driven service delivery innova on
Pre-COVID, public statements by the Premier indicated that Municipal Moderniza on Program efficiency dividends of 4% to 5% of targeted spending were expected. In other words, the Province’s Municipal Moderniza on Program was conceived to secure incremental cost efficiencies across the municipal sector. Pre-COVID, the Province’s incremental improvement model for the municipal sector seemed reasonably scaled and achievable. But now, in the midst of the pandemic, the context and stakes for Municipal Moderniza on reviews have changed drama cally. The figures below are instruc ve in this regard. The already indebted Provincial government will be $60B to $80B further in debt by the end of 2021. A new provincial-municipal financial reality is now at hand. An op mized DAP model will be cri cally important to L&A municipali es as they grapple with these new fiscal reali es and try to secure a fiscally sustainable future.
County of Lennox & Addington Development Process Modernization November 2020
Page 52 of 162 Introduction – 8
The COVID-19 New Normal: Crushing Senior Government Debt Loads
The Province forecasted a 2020-21 Province is looking at the Municipal deficit of $21 billion in March Moderniza on Program to source significant $ savings The Fraser Ins tute predicted the deficit will be $29 billion (April 2020) Are the County and local municipali es ready to embrace The Province’s independent Financial significant change to buffer upcoming Accountability Officer has predicted a fiscal turbulence? $41 billion deficit (May 2020)
Province just confirmed $35.8 billion (August 2020)
3.4 Post COVID-19 Game Changer: New Work/Live Commuter-shed
The COVID pandemic has altered long held household attitudes/calculations concerning work/live balance. Prior to the COVID pandemic, employees across urban Ontario selected their housing with the reality of the daily commute to their workplace firmly in mind. Tolerable daily commute times to the workplace largely defined the live/work balance housing choices made by hundreds of thousands of Ontario households. Housing prices have been impacted by the need for density. Density has been a by- product of unavoidable daily commuting realities.
COVID has overturned the established work/live balance calculation. The COVID pandemic has served as an eight-month rolling experiment on the decentralization of Ontario’s corporate and public sector workforce. On-line virtual platforms have now passed the feasibility test. The expensive commercial real estate model that centrally housed entire workforces in the urban core of the GTA and other large Ontario cities has been demonstrated to be changing. It is unlikely that corporate Ontario or large public institutions will return to the pre-COVID model.
The new evolving post-COVID model features knowledge workers working from home offices that are fully equipped for online collaboration and can readily access their employer’s data. These employees will probably still make the commute to the employer’s place of work - but will do so far less often across a typical month. The options/decisions about where an employee can live is fast becoming uncoupled from any given employer’s geographic work location. If an employee chooses to take flight from density (and its previously unavoidable high housing prices), telecommuting from a home office for 16 work days per month (while enduring four work days with a long/grinding commute to the office) becomes tolerable. In fact, it becomes desirable for both employees and employers who can downsize their workplace footprint and costs. The following figure documents recent 2020 household relocation data supplied by a GTA real estate firm documenting the flight from density.
County of Lennox & Addington Development Process Modernization November 2020
Page 53 of 162 Introduction – 9
Figure 1: Single day Real Estate Transac ons out of the GTA
The evolving/accelerating flight from density in the GTA and across urban Ontario has profound implications for Lennox & Addington from an economic development perspective. It also informs this DAP modernization review. If the County and its four local municipal partners can transform the current underperforming DAP model into a timely, disciplined and consistent greenfield development conveyor belt, there are significant opportunities to become a destination of choice in the flight from density. L&A can position itself to offer lower cost/higher value housing opportunities for Ottawa and GTA urban knowledge workers who are now functioning in an expanded virtual commuter-shed. A restructured DAP model is a critical enabling factor in this new Lennox & Addington value proposition for new knowledge work residents with disposable incomes that will benefit the local economy and the municipal taxable assessment base.
County of Lennox & Addington Development Process Modernization November 2020
Page 54 of 162 Methodology – 10
4.0 Methodology
4.1 Doing the Right Things. Doing Things Right.
Successful municipal service delivery reviews are rooted in the following two overarching principles: 1. Accountable and innova ve Municipali es strive to ensure they are Doing the Right Things 2. Accountable and innova ve Municipali es strive to ensure they are Doing Things Right
Figure 2: Overarching Principles
A properly designed DAP modernization review will engage internal DAP practitioners and external stakeholders and applicants in order to generate meaningful restructuring around Doing the Right Things and Doing Things Right. Internal consultation that considers both Council (Doing the Right Things) and staff (Doing Things Right) perspectives is critical to success. Using LEAN thinking and process re-engineering to streamline and standardize DAP is practically synonymous with Doing Things Right.
Municipal modernization reviews that confirm the need to do different things and/or do things differently are not automatically “right” or binding. They must pass through the lens of accountable governance. Councils make change - not consulting teams. A well-crafted DAP modernization review is politically astute without being overtly “political”. Successful modernization reviews must secure implementation support from elected Councils that live in the real world. They must combine technical proficiency with technology-driven innovation and support Council’s accountability contract with its taxpayers, development community stakeholders, and residents.
County of Lennox & Addington Development Process Modernization November 2020
Page 55 of 162 Methodology – 11
4.2 Documen ng the “As Is” Development Approvals Process
Working with the County and all four local municipalities, the Performance Concepts/Dillon team conducted working sessions with each local staff team to create “As Is” performance profiles for each of the municipalities across all Development Approval Process functions. These assessments were further validated in consultation with staff and stakeholders.
4.3 Stakeholder Consulta on
Internal and external stakeholder engagement is critical to any successful change/transformation project. If stakeholders are not involved in planning the change battle, they will battle the change plan! Our approach included semi-structured interviews across L&A municipalities as well as development sector repeat-applicants and their consulting partners (i.e., the industry). We also employed Mentimeter.com to carry out group-based working sessions around DAP performance barriers, streamlining opportunities and new IT leveraged delivery models. Stakeholder perspectives were combined with our expert third party analysis to forge the DAP modernization recommendations and implementation roadmap presented in this report. Both quantitative and qualitative evidence from stakeholders has informed our work. Further information, including the results of stakeholder engagement, is included in Sections 5 and 7 of this Report.
. . L&A Councils
To consult with L&A Councils during the pandemic the Performance Concepts/Dillon team conducted a series of interviews with Heads of Council and/or Planning Committee/Committee of Adjustment Chairs for each municipality. These interviews allowed our team to gauge elected officials’ attitudes towards change and their expectations around the scale and scope of necessary modernization.
. . Staff
Performance Concepts/Dillon arranged for a series of group working sessions with all five L&A municipalities that deliver DAP services. Our team also facilitated working sessions with each of the municipal DAP teams (Planning/Building/Engineering) to produce “As Is” DAP service delivery profiles.
. . Conserva on Authori es
Each of the Conservation Authorities with jurisdiction within L&A participated in a working session with the Performance Concepts/Dillon team to explore DAP timeliness/processes and new IT portal/workflow software tools to improve workflow.
. . Repeat DAP Applicants
Performance Concepts/Dillon facilitated a virtual roundtable with repeat applicants. Unfortunately, attendance was low in the midst of the pandemic, so our team pivoted by executing one-on-one semi-
County of Lennox & Addington Development Process Modernization November 2020
Page 56 of 162 Methodology – 12
structured interviews with specific developers identified by the L&A municipal staff team. These interviews covered a wide range of DAP performance issues and improvement opportunities.
. . DAP “One-Timers”
Performance Concepts/Dillon prepared a Mentimeter.com online survey for “one-timer” DAP applicants across all four L&A local municipalities. The survey results were collected and evaluated. Additional one-on-one follow-up interviews were conducted with selected participants.
4.4 DAP “Best Prac ce” Case Studies
Performance Concepts/Dillon have conducted numerous DAP reviews since 2006. We have developed a series of case studies around DAP streamlining, technology innovations, and restructured “who does what” roles/responsibilities in two-tier municipalities.
These case studies have informed the L&A DAP review “As Should Be” recommendations, identified pitfalls and problems to be avoided, and provided insights around KPIs and performance targets.
4.5 Restructured “As Should Be” DAP Model
Performance improvement options were developed to streamline/improve the L&A DAP model. These options include re-engineered processes, restructured County/Local municipal roles, a modernized DAP IT platform, and go-forward Key Performance Indicators (KPIs) and processing timeframe targets. Options were subjected to rigorous internal evaluation by the Performance Concepts/Dillon team prior to being upgraded to “As Should Be” recommendations.
4.6 Findings/Recommenda ons & Go-forward Implementa on Roadmap
Performance Concepts/Dillon finalized a comprehensive package of DAP performance improvement recommendations that address process streamlining, IT tool adoption, performance measurement and restructured two-tier municipal roles and responsibilities. A Do Now/Do Soon/Do Later Implementation Road map has been produced to ensure timely/significant progress that avoids overwhelming the finite capacity of L&A municipalities to absorb change.
4.7 Final Report – Documen ng DAP Moderniza on Efficiencies
Recommendations and the implementation road map were stress tested with the L&A staff project team (all five municipal partners). While this Final Report has been informed by the stress testing exercise, Findings and Recommendations are consistent with the Municipal Modernization Program’s requirements for an expert third party impartial review.
County of Lennox & Addington Development Process Modernization November 2020
Page 57 of 162 DAP “As Is” Profiles – 13
5.0 DAP “As Is” Profiles
5.1 Local Municipal Overview
Considerable variation exists in terms of how the DAP is conducted across the four L&A local municipalities. The approach to DAP staffing varies. Stone Mills and Loyalist have in-house planning staff whereas Addington Highlands and Greater Napanee operate an out-sourced consultants’ model to provide necessary planning expertise. Each L&A local municipality has the flexibility to adopt the DAP model that works best given their local circumstances. While municipal staff seem to have a strong preference for their own current planning service model, they were also open to the concept of service sharing on an as-needed basis in the future. One local municipality noted that the notion of sharing planning resources with their sister municipalities was suboptimal due to lack of local knowledge. There was also a perception that an employee at another municipality might be tempted to prioritize their home municipality's work at the expense of the Township receiving a shared service.
As the current DAP staffing model vary, so too does the approach to processing, reviewing and approving development applications. One commonality is that Committee of Adjustment consists exclusively of Council members in all four L&A local municipalities. Consents and Minor Variances represent the greatest source of application volumes across the four L&A local municipalities. Typical application volumes are summarized in Appendix A.
Key “As Is” DAP observations are follows:
While it is acknowledged that applicant sophistication varies across application types and Lennox & Addington local municipalities, staff have acknowledged that having a standardized approach across the County would increase the quality of submissions. Standardization would include all elements from mandatory pre-consultation (with consistent submission requirements and summary note format to assist in deeming the application complete), to standardized application forms, processing timeframes and approval processes. It was noted multiple times that the “As Should Be” objective of DAP modernization is to achieve consistency such that the “only difference for an applicant is the logo on the cover page.” Staff are not necessarily comfortable indicating to applicants that submission materials are subpar, indicating concern that this shortcoming will be elevated to Council who may support the view of the constituent. The ad hoc approach to submission requirements across the four local municipalities can result in confusion for both the applicant and staff and contribute to difficulty in accurately tracking progress. The currently scoped role of the County was noted as beneficial based on the two-tier system (i.e., the County lets the lower-tiers lead the DAP process, as opposed to intervening in it without good cause).
County of Lennox & Addington Development Process Modernization November 2020
Page 58 of 162 DAP “As Is” Profiles – 14
The following summaries provide a brief overview of each local municipality’s approach to DAP, followed by a more in depth analysis of the respective DAP process steps based on information obtained through working consultation sessions and interviews.
. . Addington Highlands
Addington Highlands experiences limited growth and therefore limited development application activity. The primary flow of applications in Addington Highlands are consents and minor variances from “one time” applicants (i.e., seldom prepared by consultants). Staff noted that application forms are dated and in need of revision. Standardization of applications forms and checklists across L&A municipalities was supported by Addington Highlands. Located at the northern extent of the Typically, there are three members of staff involved in County of Lennox & Addington, the Township of Addington Highlands development applications and/or permitting, including the covers over 1,325 km2 and is home to Deputy Clerk/Planning Secretary, the CBO, and a over 2,300 people (based on the 2016 representative from Roads. Operating on an out-sourced census). model, the approach is generally that the consultant planner reviews every application and prepares planning comments and/or a report.
. . Loyalist
The majority of development applications received in Loyalist Township are consent and minor variances. However, Loyalist typically experiences greater development activity, with higher volumes of subdivision and Site Plan applications. Since Loyalist is part of the Kingston CMA, it is often compared to Kingston by the development community. Recently, the staffing model has shifted to an in-house approach with five team members at a Located east of Greater Napanee, Loyalist Township extends from Lake given time. Ontario, including Amherst Island, north to the boundary of Stone Mills at The approach to application intake is relatively flexible, Concession 8. Loyalist is approximately accepting both digital and paper files. The municipality has 340 km2 and home to nearly 17,000 invested in City Works workflow software; however, this tool people (based on the 2016 census). has not yet been calibrated to reflect the local workflow realities. The intent is to embed the “As Should Be” processes that result from this assignment in the workflow tool. Loyalist is also conducting a Township-wide service delivery review concurrently with this study. Once complete, these two studies should be complementary and considered in conjunction with one another.
County of Lennox & Addington Development Process Modernization November 2020
Page 59 of 162 DAP “As Is” Profiles – 15
. . Greater Napanee
Together with Loyalist Township, Greater Napanee experiences are relatively high volume of development Greater Napanee covers approximately application annually. The majority of applications are minor 460 km2 stretching from Lake Ontario variances and consents, along with Official Plan Amendments, in the south to Roblin in the north, and Zoning By-law Amendments and Site Plan applications. In is home to nearly 16,000 people recent years, there have been limited subdivision files (based on the 2016 census).
processed in Greater Napanee.
Consistent with Addington Highlands, Greater Napanee relies on out-sourced planning consultant services. Further, through consultation with staff, it does not appear that Greater Napanee would be willing to consider an in-sourced model. An internal analysis of in- sourcing planning services was recently conducted; however, its findings were not available to the Performance Concepts/Dillon project team. Greater Napanee currently has a joint services agreement in place with Stone Mills related to building services.
. . Stone Mills
Stone Mills experiences lower growth pressure in comparison to Loyalist and Greater Napanee. Staff are still adapting to an in- Located north and east of Greater sourced service delivery model, as these services were out- Napanee, Stone Mills covers sourced previously. Consents represent the lion's share of DAP approximately 710 km2 and is applications, followed by Minor Variances. home to about 7,700 people (based on the 2016 census). In Stone Mills, the emphasis on customer service means that staff try to answer questions at the front desk as often as possible. Historically, Stone Mills had taken a more formal approach to application in-take (e.g., requiring a sketch prepared by an OLS to accompany a Consent application). In recent years however, this has evolved to allow applications to be accepted without a formal survey, although the requirement for a survey remains in order to finalize the Consent approvals process. Staff acknowledge that this can lead to a lack of appropriate detail in some cases.
5.2 Pre-Consulta on
Pre-consultation meetings are held across all four lower-tier municipalities; however, the approach to these meetings varies considerably by municipality and by application type. Note that even in instances where a municipality indicated that a more formalized approach to pre-consultation is taken for certain application categories, the consistency and predictability of this process seems to be lacking.
County of Lennox & Addington Development Process Modernization November 2020
Page 60 of 162 DAP “As Is” Profiles – 16
Table 1: Pre-Consulta on Requirements Municipality/Application Type Pre-Consultation Required
DP1 SP2 OPA/ZBA3 CofA4 Addington Highlands ~ Loyalist ~ Greater Napanee ~ Stone Mills ~ Legend: = formal/mandatory pre-consultation ~ = informal/ad hoc pre-consultation
In Addington Highlands, pre-consultation meetings are coordinated by staff on an ad hoc basis. As necessary, the consultant planner is asked to participate and provide comments. A more formal approach is taken for Zoning By-law Amendment and Site Plan applications, although these are infrequent. There is no standardized pre-consultation application form, although it is recognized that this approach would assist in receiving consistent, quality information from the initial submission. A small three person staff team typically attends the pre-consultation meetings (Planning, Building and Roads). Although most applicants in Addington Highlands are unfamiliar with the DAP, applicants still tend not to use consultants to support their applications. The County is often notified of pre- consultation requests in order to identify applications that will soon be entering the pipeline.
Similar to Addington Highlands, Loyalist does not have an established standard of practice for pre- consultation, although this has been noted as a priority for the Township. These meetings are typically scheduled on an as-needed basis, rather than using regularly scheduled time slots. Complete application checklists are sometimes established through pre-consultation meetings for most applications (e.g., Zoning By-law Amendment, Site Plan, etc.). Staff noted that they experience challenges with last minute cancellations due to missing information or lack of availability for agencies to prepare and/or attend. This issue has been elevated to Council in the past. Outside agencies have also expressed concern with participating in long meetings with little value, suggesting that further filtering of proposals may be required to ensure invites are sent to the relevant agencies only. Staff acknowledge that allowing additional time between accepting a request for pre-consultation and holding the meeting is a necessary process adjustment (i.e., to allow appropriate time to circulate and receive comments in advance). Together with this process improvement, they would like to establish a guide for pre-consultation and a consistent summary letter that documents complete application checklist of requirements.
1 DP = Draft Plan of Subdivision & Draft Plan of Condominium 2 SP = Site Plan Control and Site Plan Amendments 3 OPA/ZBA = Official Plan Amendment/Zoning By-law Amendment 4 CofA = Minor Variance/Land Division (also referred to as Severance)
County of Lennox & Addington Development Process Modernization November 2020
Page 61 of 162 DAP “As Is” Profiles – 17
Although pre-consultation is not mandatory in Greater Napanee, it is highly encouraged. Informal pre- consultation for Committee of Adjustment applications is addressed through correspondence with staff before the application is submitted. This relies on staff to help individual applicants navigate the process. Formal pre-consultation meetings are typically held for more complex files (e.g., Official Plan Amendment, Zoning By-law Amendment, Site Plan application). The external planning consultant is invited on an as-needed basis; however, these meeting occur infrequently (i.e., 3 – 5 meetings per year). In these instances, the Town absorbs the cost for the external consultant to attend the pre-consultation meeting as there is no fee for pre-consultation. Submission requirements are not formally provided following the pre-consultation meeting. Instead, this might take the form of the applicant's consultant sending an email to summarize what was agreed to at the meeting.
Stone Mills currently employs two different approaches to pre-consultation, although neither are considered mandatory. Similar to the other lower-tier municipalities in L&A, there is no standard of practice established. Meetings are scheduled as necessary and often pre-consultation is accomplished over the counter for simple applications. A more formalized approach including involvement from Planning and Building staff, as well as external agencies, is used for more complex applications (e.g., Draft Plan, Site Plan and Zoning By-law Amendment applications). These meetings are relatively infrequent, typically requiring about five annually. A formal application form and checklist is used in Stone Mills, although not applied consistently and not used for simple for applications (e.g., minor variance and consent). Staff noted the desire to have a more consistent and standardized approach for all application types, as well as consistent, predictable timeframes for meetings.
Summary It is clear that the four lower-tier municipalities do not follow a single, standardized approach to pre- consultation; however, all seem to recognize the increased value this would have on the meeting process and the quality of application submissions. Staff that participated in engagement as part of this project were supportive of developing a collaborative, consistent model across all four municipalities.
5.3 Applica on Deemed Complete
Although there are statutory timelines associated with deeming applications complete under the Planning Act, it is relatively common that these are used as a guideline for municipalities, rather than a hard and fast requirement. Given the appeal mechanism available for non-decision for certain Planning Act applications, it is recommended that municipal standard operating procedures and process timelines reflect the timelines established legislative timelines. The approaches employed by the municipalities in Lennox & Addington are described below.
In Addington Highlands, incomplete applications are not accepted and these files wait for subsequent data to be provided prior to being deemed complete. Staff indicated that incomplete files do not get circulated; however, there are no complete application checklists established. The quality standards for supporting drawings are generally considered rudimentary (e.g., not always requiring drawings to scale,
County of Lennox & Addington Development Process Modernization November 2020
Page 62 of 162 DAP “As Is” Profiles – 18 requiring a survey at approval stage only for consents). Staff recognize the need for consistency and that further detail provided as part of the initial application helps streamline the review and approval process. As many as 20% of submitted drawings are described as poor quality and cannot be effectively used by staff. Staff noted that it would benefit Addington Highlands to rebalance the murky grey zone between sufficient quality of submission materials and accepting information that is not appropriate.
There is typically quite a bit of dialogue with applicants before an application is formally submitted. Staff noted that attempts to formalize the process and require more granular detail upon initial submission would be met with opposition and likely elevated to Councillors, who may support the views of their constituents. Despite this, there is support at the staff level to improve the quality of submission materials in Addington Highlands.
Despite the established timeframes in the Planning Act, Loyalist does not have an established and tracked timeframe to deem an application complete. They strive for processing applications based on an “ASAP” timeframe. Planning and Engineering staff typically coordinate when the application is received to determine whether the necessary supporting information has been provided (i.e., employing a common sense approach in the absence of a checklist). How data gaps are addressed can vary depending on the reviewer. In some instances, issues are being addressed after first circulation, while in other situations issues are addressed earlier in order to deem the application complete. This lack of consistency can lead to an unpredictable process for applicants and difficulty with consistent tracking for staff and administration.
Depending on the nature of the application, in Greater Napanee, staff have adopted the approach that it’s okay to have loose content and/or limited quality at the front-end as long as it gets firmed up with formal drawings and/or survey information at the approval stage. For example, as long as the basic drawings roughly match the available GIS files, they will often be accepted. This approach is employed in an effort to limit applicant costs/risks required for submission drawings (acknowledging that some applications may not be supported). This perspective is shared with their neighbours to the northwest, Stone Mills. The Town will still accept hard copy submissions, but also request that all materials are also submitted electronically. Staff generally take the word of consultants that applications are complete at time of submission. However, when received, applications are not screened at the front desk for completion, and front desk staff are not referring back to pre-consultation documentation to check that application materials are included in the submission package.
In Stone Mills, data gaps are typically being addressed after first circulation as opposed to when the application is submitted. This can be challenging as applicants may take issue with why the outstanding information was not identified earlier in the review process. Similar to their colleagues in Greater Napanee, Stone Mills staff are comfortable with having loose content at the front-end as long as it gets firmed up with formal drawings and/or survey information at the approval stage. Lack of appropriate detail was cited as a common issue (e.g., Site Plan applications). However, the preference in Stone Mills is to address issues with the application through the first submission comments instead of requiring everything to be addressed up front prior to deeming the application complete. This thinking has
County of Lennox & Addington Development Process Modernization November 2020
Page 63 of 162 DAP “As Is” Profiles – 19
evolved over time, and currently the emphasis is on advancing the application in a timely manner rather than attempting to have all the details addressed on the first submission.
Summary All participating municipalities share the view of limiting the back and forth of submissions/comments with applicants; however, each municipality takes a slightly different approach to deeming an application complete. A standardized, consistent approach would be beneficial for both staff and applicants.
5.4 Technical Circula ons
Similar to the variation experienced across municipalities with respect to approaches to pre-consultation and deeming applications complete, the technical circulation process also varies considerably. One common factor is that more complex applications typically require more review cycles. Generally speaking, the municipalities that see primarily minor variance and consent applications are able to process these applications more quickly, as less review and comment is typically required.
For Committee of Adjustment applications in Addington Highlands, files typically go through one circulation and then move forward to a hearing where the vast majority are approved. Since the greatest number of development applications are consents and minor variances, most applications require only one review cycle. One member of staff coordinates all applications, including filtering to their external consultant for review and comment and providing comments back to the applicant.
Depending on the nature of the application, in Loyalist, circulation timeline standards range between a measure of calendar days and a measure of business days. There is recognition that this can be confusing and difficult to administer, so a standardized approach should be developed and implemented. Operating within the in-sourced model, circulation comments are not sent out to applicant as they are received. Instead, they are consolidated and reviewed first to ensure consistency of message and then directed to the applicant via a formal transmittal email or memo. It is understood that most applications in Loyalist require at least two circulations prior to the file being recommended for approval and advancing to the agreement stage.
In Greater Napanee, the circulation package is posted on OneDrive so commenting agencies come to the package as opposed to sending the package being sent to them. The civic web portal is used to provide access to these circulation packages. Comments are emailed to applicant via as PDF attachments. Greater Napanee does not currently use a portal for applications, nor a DAP workflow software program. Staff noted that they are typically not achieving a single submission model for consent and minor variance applications, despite this being an established goal.
Although they operate on an out-sourced model, Town staff will generally complete a cursory review of an application (e.g., quality check) prior to sending it to their external consultant for review. Electronic
County of Lennox & Addington Development Process Modernization November 2020
Page 64 of 162 DAP “As Is” Profiles – 20
copies distributed to third party consultants and external agencies (e.g., CAs) through OneDrive, with notification by email. Application materials are distributed to external agencies via email (not OneDrive).
Consistent with the approach of their neighbours noted above, circulation comments are not sent out to applicants as they are received. They are consolidated and reviewed to ensure consistency of message and the provided to the applicant as part of an email/memo. If necessary, Town staff will arrange a meeting with the external consultants and external agencies in advance of receiving comments back in order to see if there are any issues, and to get an early indication of their views.
For Committee of Adjustment applications, the Town will informally advise applicants whether they can have their application heard at a given meeting. They do not have a formal deadline and cut-off schedule which they can refer applicants to in order to determine when an application will be heard.
Consistent with the approach of most sister municipalities, Stone Mills posts the circulation package on OneDrive to allow commenting agencies to come to the package as opposed to sending the package directly to reviewers. They also use the civic web portal to provide access to these circulation packages.
Internal technical reviewers will return comments to the planning lead via email. Circulation comments are consolidated and reviewed by planning first to ensure consistency of messaging and then directed to the applicant via email/memo.
Less complex files usually require about two submission cycles (e.g., initial submission, revised submission). More complex files (e.g., SPA) are more likely to require several submission cycles. That being said, Stone Mills has established a goal to have Site Plan applications move to approval following two circulations. Resubmission cycles are thought to generally correlate with whether or not the applicant is represented by a professional that has experience with and understands the process.
Summary All lower-tier municipalities aspire to have a condensed technical circulation period as this leads to a more timely approval process. The ability to streamline application circulations is generally related to the quality of the initial submission and the ability of the applicant to appropriately address comments received.
5.5 Applica on Approval
During the course of this project, the County of Lennox & Addington, along with the lower-tiers and all municipalities across the Province have been forced to adapt to the realities of operating in a pandemic state due to the impacts of COVID-19. The Province passed Ontario Regulation 73/20 in March 2020, the effect of which was to suspend limitation periods and procedural timelines under statute, regulation, rule or by-law in effect in Ontario. Following that, Bill 189 (the Coronavirus (COVID-19) Support and Protection Act, 2020) was passed along with Ontario Regulation 149/20. Through these approvals, the Province created new timelines for decision making and appeals under the Planning Act.
County of Lennox & Addington Development Process Modernization November 2020
Page 65 of 162 DAP “As Is” Profiles – 21
Due to the impacts of COVID-19 on their operations, many municipalities established delegation of authority permissions (via by-law) that may not have existed previously in an effort to keep files moving and enable approvals to continue in the absence formal Council meetings. This was particularly important prior to virtual Council and Committee meetings becoming more common throughout 2020.
Delegated authority in each of the four municipalities is summarized below:
In Addington Highlands, staff have no delegation of authority powers, perhaps due to the limited volume of development applications. Prior to 2020, Loyalist staff had delegated authority for Site Plan applications, which is imbedded into OP policy. Council increased the delegated authority of staff (e.g., consents) due to COVID- 19. Greater Napanee expanded the delegated authority permissions of staff during the pandemic. Specifically, the Director of Planning has delegated authority for Site Plan approval and consents. Typically, Site Plan approval is delegated to the Mayor and Clerk following the necessary technical reviews. Staff are optimistic that efficiencies can be demonstrated through this model and that Council will consider making this delegation permanent. In Stone Mills, the delegation of authority to staff established in 2020 due to the state of emergency includes Site Plan applications and consent applications.
Although all municipalities currently have some extent of delegated authority, the permanency of this status is unknown based on the fact that these permissions were either established or expanded during the current pandemic state. Staff all seemed to support the notion of maintaining and/or expanding delegated authority to facilitate a streamlined approvals process. In this instance, all applications can be circulated to Council for awareness and, if necessary, the decision can be elevated to Council on a case- by-case basis.
5.6 Transi on from Planning DAP to Building Permit Applica ons
L&A local municipalities employ a flexible approach to the transition from planning applications to initiating building permit applications.
Across L&A DAP applicants can opt for sequential progression as follows:
Once approved Minor Variances clear their 20-day appeal period, a Building permit application is brought forward that meets the applicable law test for a complete application. Bill 124 timeframes will then apply for a reaching a permit decision. Once a Site Plan agreement has been executed, a Building permit application is brought forward that meets the applicable law test for a complete application. Bill 124 timeframes will then apply for a reaching a permit decision. All four L&A local municipalities also permit applicants to consider overlapping progression.
County of Lennox & Addington Development Process Modernization November 2020
Page 66 of 162 DAP “As Is” Profiles – 22
Building permit applicants can submit applications/pay required fees during the 20-day Minor Variance appeal period. If there are no Minor Variance appeals launched, an overlapping Building permit application can result in a “just in time” Building permit being issued immediately following the end of the 20 day appeals period. This overlapping approach can result in a shorter overall timeframe to secure a building permit. Applicants must be willing to take on the risk that a Minor Variance appeal may derail their Building permit application and they may end up forfeiting their Building permit fee.
L&A Chief Building Officials also accept applications before the completion of a Site Plan process - once they are satisfied the Site Plan is “going well” and the application will likely be approved. L&A CBOs are not applying a consistent business rule (i.e., a completed 2nd circulation) that precisely defines when a Site Plan application has progressed to the point that a Building permit application is low risk and advisable. Instead L&A CBOs communicate with their colleagues tasked with Site Plan review in an informal way to seek relevant feedback/information. The overlapping Site plan/Building permit model results in shorter overall timeframes to secure a Building permit. Applicants must be willing to take the risk that refusal to approve the Site Plan (or significant delays) may derail their Building permit application and they may end up forfeiting their Building permit fee.
Ontario growth municipalities that embrace overlapping Site Plan/Building permit applications often make use of defined Site Plan processing “trigger points” for allowing Building permit applications to be submitted. These processing trigger points prevent premature/ill-advised Building permit applications that are likely to require major revisions because important Site Plan issues have not yet been addressed/settled.
5.7 “As Is” DAP Technology and Data Flows
L&A municipalities have not yet implemented modernized IT toolkits to manage DAP. There are significant opportunities to do so moving forward. The current L&A DAP model reflects the following IT strengths and gaps:
County GIS tools can/do support a property/address-based DAP model where planning application history/current status can be linked to Building permit history/current status Greater Napanee uses CityView internally for documenting planning and building DAP activity as well as other City services Loyalist has purchased CityView licenses but has not rolled out CityView as a viable tool supporting DAP There is no DAP portal across L&A that enables applicants to upload complete application submissions, pay fees or track application status/progress There is no DAP workflow tool currently in place across L&A for staff to track actual application review timeframes against target timeframes
County of Lennox & Addington Development Process Modernization November 2020
Page 67 of 162 DAP “As Is” Profiles – 23
The absence of a modernized DAP technology platform is problematic on a go-forward basis if L&A is going to capitalize on the economic development opportunities associated with the Post-COVID flight from density and the expanding work/live commuter-shed.
5.8 “As Is” DAP Cost Recovery and User Fees
While it is beyond the scope of this Review to conduct a detailed activity-based costing review of DAP fees, it is useful to provide a high level cost recovery assessment and position fees modernization in the Do Now/Do Soon/Do Later Implementation Roadmap.
DAP planning fees design and cost recovery performance across L&A are as follows:
L&A local municipalities each deploy a mix of Planning Act fees and draw-down deposits to recover costs from applicants. Generally speaking, local municipal planning fees recover a portion of municipal staff costs while draw-down deposits are used to recover planning/engineering consultant costs on a file by file basis. L&A planning fees are low relative to Ontario municipalities experiencing or expecting greenfield growth demand. Fee design is not ideal for greenfield development cost recovery purposes. Low DAP fees result in sub-par cost recovery - requiring existing property taxpayers to subsidize applicants. The following Financial Information Return data for Loyalist and Greater Napanee illustrates this sub-par cost recovery reality:
Table 2: Planning Spending vs. Revenues Planning Spending Planning Revenues
Loyalist 2019 FIR: 2019 FIR: Planning Spending = $1,075,054 Planning Revenues = $322,584 Greater Napanee 2018 FIR: 2018 FIR: Planning Spending = $672,899 Planning Revenues = $55,051
The gap between reported annual spending and revenues is only partially explained by applicant draw- down deposits. In each municipality there is a significant property tax revenue “subsidy” required to cover DAP spending. The tax subsidy approach to DAP cost recovery is not uncommon among low- volume municipalities trying to attract development activity with artificially low fees. However, on a go- forward basis modernization of DAP fee design and cost recovery is consistent with the “flight from density” greenfield development opportunities that are going to present themselves across L&A.
County of Lennox & Addington Development Process Modernization November 2020
Page 68 of 162 DAP “As Is” Profiles – 24
5.9 The Role of the County
Member municipalities seemed to share the view that the scoped (i.e., limited) role of the County was beneficial in their experience operating in a two-tier system. The County’s responsibilities related to the DAP include:
The approval authority for Official Plan Amendments in Stone Mills and Addington Highlands, whereas Loyalist and Greater Napanee have delegated authority;
The approval authority for Draft Plan of Subdivision and Draft Plan of Condominium in Stone Mills and Addington Highlands, whereas this authority is delegated to Loyalist and Greater Napanee;
Roads permits; and, Review and approval of lower-tier Official Plans.
As this assignment is being led by the Economic Development Department at the County, it is necessary to acknowledge the important role that this department plays in facilitating coordination across the lower-tier municipalities and supporting an efficient and streamlined DAP. This will improve the attractiveness and competitive advantage of the County, including its lower-tier municipalities.
Filtering of applications should be addressed so that all lowers are taking a consistent approach in circulating materials to the County. County staff noted that it would be ideal to have a digital process to check and sign-off in some way to indicate that the County does not have an interest in the file. This would cut down on processing time in terms of paperwork and/or digital transfer of files back and forth. Further, a standard application form question could be whether the applicant has already consulted with the County5. On active files, County staff often collaborate with staff at the local municipalities to ensure that comments are well understand and consistent with the messaging of the lower-tier staff. The County indicated an openness to establishing minimum timeframe standards to process a given application type through County staff. A processing timeframe template is provided in Section 8.6.
The County does not typically require applicants to prove that they have approvals from external agencies (e.g., CA) prior to releasing roads permits; however, it was noted that standardization of this would be beneficial. County staff identified some challenges regarding the level of quality and detail of submissions, particularly in instances where a proper survey is not provided and therefore the distance from lot lines cannot be confirmed.
One opportunity for improvement and streamlining is to have all the lower-tier municipalities take a consistent approach in circulating application materials to the County. Municipalities will generally submit circulation files along with a cover letter that spells out when they need comments back, including the date of the relevant meeting at which the application will be considered.
5 The County does not charge for pre-screening applications and/or participating in a pre-consultation meeting.
County of Lennox & Addington Development Process Modernization November 2020
Page 69 of 162 DAP “As Is” Profiles – 25
Another opportunity for increased efficiency noted through consultation is to delegate the responsibility for entrance permits and road widening requests to the local municipalities. In this case, the lower-tier municipal staff would need access to the applicable roads information to ensure that requirements are clear and that opportunities are not inadvertently missed (e.g., road widening conveyance through a development application). This situation could result in increased costs to the municipality if lands need to be expropriated in the future. Consultation highlighted that some lower-tier staff would feel comfortable and confident in their ability to process roads permits on behalf of the County given that they know the local roads very well and the permit process is relatively standardized.
5.10 The Role of the Conserva on Authori es
The Conservation Authorities in Lennox & Addington include Mississippi Valley Conservation, Quinte Conservation and Cataraqui Region Conservation Authority. The local municipalities circulate development applications to the Conservation Authorities (CAs) for review and comment related to natural systems and interpretation of related applicable policy. These circulations are typically done electronically, unless there are hard copy documents required for technical review. Where necessary, municipal staff will request that CA staff participate in a pre-consultation meeting to provide their expertise and information requirements to the applicant directly.
For the most part, the CAs are considered responsive and not a bottleneck in the DAP. Municipal staff indicated that in some cases, the CA is an active participant in problem-solving when required. It was noted that there are no formal service agreements with the Townships regarding processing timelines for review of Planning Act applications. The presence and/or applicability of Memorandums of Understanding (MOU) between the lower-tier municipalities and the CAs is unclear. Further detail on establishing or refining cooperative arrangements with CAs is included in Section 8.2.
5.11 Other Agencies
As part of the DAP, all local municipalities circulate applications to relevant external agencies such as the Ministry of Transportation (MTO), health units, Conservation Authorities, etc. In some cases, the lower-tier municipality responsible for leading the pre-consultation meeting will circulate materials to external agencies in advance of the meeting for review and comment. This can help identify issues early and allow the applicant an opportunity to address them early in the application process. That being said, meaningful participation this early in the DAP is inconsistent.
Delays in receiving comments from health units were identified through consultation as a common concern. Further, staff noted that health units have indicated that they are unable to perform inspections of septic systems during winter, which impacts review and approval timeframes. However, beginning in January 2021, health units will no longer be involved in inspections of septic systems. This responsibility will likely fall to the Townships to execute, although it may not be municipal staff conducting the work (e.g., could be the County or the CA, or it could be out-sourced to a third party).
County of Lennox & Addington Development Process Modernization November 2020
Page 70 of 162 DAP “As Is” Profiles – 26
External agency involvement is a necessary component of the DAP. This is not unique to Lennox & Addington. The County and lower-tiers should ensure that this element is appropriately accounted for in establishing streamlined processes and review timeframe standards.
County of Lennox & Addington Development Process Modernization November 2020
Page 71 of 162 DAP “Best Practices” Scan – 27
6.0 DAP “Best Prac ces” Scan
6.1 Case Studies
Performance Concepts has developed three DAP performance improvement case studies to inform the Lennox & Addington DAP modernization review.
. . Driving DAP improvement with Cloud Based Portal/Workflow Technology
A local municipality in York Region has executed a DAP technology modernization pilot project using the cloud-based version of Microsoft Dynamics 365. Dynamics 365 is Microsoft’s workflow management software solution for private/public enterprises. The DAP modernization pilot included a DAP application e-portal, a configured workflow tracking solution, and a robust set of Key Performance Indicator (KPI) reports. The following figure provides a useful overview of the Dynamics 365 DAP IT modernization solution.
County of Lennox & Addington Development Process Modernization November 2020
Page 72 of 162 DAP “Best Practices” Scan – 28
The Dynamics 365 cloud-based solution does not require server-based support or programming support. Converting Dynamics 365 into a municipal DAP solution simply requires configuration using the out-of- the box software functionality.
The Dynamics 365 DAP portal can be configured to only accept online applications that include all of the submission requirements established at pre-consultation. Applications not including all the required complete submission pieces are rejected by the portal.
Uploaded DAP application submissions/supporting documents reside in a firewall protected sandbox for easy access by local municipal staff, upper tier staff and external agency partners. Documents are not circulated for technical review to staff teams. Instead staff teams come to the up-to-date documents. There are no potentials processing failures caused by different DAP staff looking at different versions of the same document. Technical comments are posted in the sandbox for all participating DAP team members to see/consider.
Dynamics 365 countdown clock functionality allows for easily configured time tracking of a DAP application/file across multiple process milestones. Staff can compare actual processing timeframes against target timeframes (in private behind the firewall). Applicants can also be permitted to track timeframes for their projects/files from the public side of the DAP portal’s firewall. Countdown clock supported KPI reporting can be easily configured using Dynamics 365 out-of-the-box functionality.
Because Dynamics 365 is a relational data base (as well as a workflow tracking solution) files can be tracked/managed by DAP application category (e.g., Site Plans) or by DAP applicant (e.g., ACME Developers Inc.) or by property location/address.
This case study demonstrates that a modernized DAP IT solution not only tracks application processing performance - it injects process execution discipline into DAP by enforcing deadlines and sequencing work using process drawbridges. Process step A must be checked off as “complete” in the workflow tool before process B can be undertaken or finalized.
. . DAP Business Process Re-engineering “Quick Wins”
Performance Concepts has identified a number of DAP process re-engineering “quick wins” that are applicable to any properly executed DAP review. These process re-engineering “quick wins” can significantly reduce DAP execution timeframes without a significant investment in additional staffing or modernized IT platforms.
1. Overlapping Site Plan and Building Permit Application processes
Many Ontario municipalities employ a sequential processing model where Building permit applications are not encouraged prior to Site Plan approvals being in place. The sequential model typically triggers aggressive Bill 124 timeframes for a building permit decision by the municipality - since Site Plan applicable law is in place and a complete application has been submitted.
County of Lennox & Addington Development Process Modernization November 2020
Page 73 of 162 DAP “Best Practices” Scan – 29
A growing number of Ontario municipalities have opted for an overlapping processing model. Once a Site Plan application has progressed to a certain point (typically a 2nd completed technical circulation or Engineering sign-off on the site drawings), a Building permit application is encouraged. The Building plans examination process is executed in parallel with the production of the Site Plan development agreement and the final execution of that agreement. Once the Site Plan agreement is executed, the Building permit decision is immediately delivered on a “just in time” basis (thereby satisfying applicable law requirements). From the point of view of the applicant, the overall timeframes for the overlapping model are significantly shorter that the sequential approvals model. The Building permit issuance timeframe may take longer than the Bill 124 standard, but the overall DAP timeframe is shorter.
2. Secure MECP Approvals authority
The Ministry of Environment, Conservation and Parks (MECP) signs-off on subdivision (post-Draft Plan) engineering servicing solutions required prior to lot registration. The MECP Environmental Compliance Approvals (ECA) process is notorious for being slow/unpredictable - thereby holding up sub-divided lot registration and making it impossible for applicants to receive building permits. Securing ECA from the MECP is a widely recognized DAP pain point for both municipalities and applicants.
Fortunately, the MECP offers municipalities with qualified engineering staff (P.Eng.) an opportunity to secure delegated approvals authority. DAP timeframes for registering Draft approved lots can be reduced by months. The key is being able to confirm a P.Eng. is part of the staff of the approving municipality who will act as an accountable/unbiased third party evaluation authority to ensure technical environment approvals requirements have been properly addressed.
3. Implement delegated Site Plan approvals authority to staff
Progressive Councils that delegate Site Plan approval to staff are trading control for results. Site Plan timeframes can be significantly compressed once planning staff execute the appropriate technical review, arrive at a delegated decision but do not need to produce Council reports, schedule a decision on a future Council agenda or risk an ill-advised decision by Council members not conversant in the technicalities of Site Plan technical solutions. Overall Site Plan approval timeframes can be reduced by 25% to 33% in the experience of Performance Concepts. Contentious/disputed Site Plan files can be escalated by staff for Council consideration on an exceptions basis. It is worth remembering that Site Plan approvals do NOT require public consultation; making them delegation-friendly.
4. Deploy Planning Technicians at the Counter
When faced with aggressive Bill 124 Building permit decision timeframes, numerous Ontario municipalities considered process re-engineering ideas to improve workflow and processing efficiency. One notable efficiency improvement was the deployment of Building Technicians at the service counter. Building techs play a crucial quality control role in meeting Bill 124 timeframes. They “police” the submission of complete applications by applicants and protect high value-added Plans Examiners from too many routine/low value-added interactions at the counter. Freed-up Plans Examiners can then
County of Lennox & Addington Development Process Modernization November 2020
Page 74 of 162 DAP “Best Practices” Scan – 30
focus on their higher value-added technical work priorities - ensuring Building DAP functions more smoothly and meets Bill 124 permit decision timeframe targets.
The precedent for planning DAP is clear. Planning Technicians can be deployed at the counter to protect other high value-added DAP staffer from excessive amounts of low value-added interactions at the counter. Planning Techs can filter out/reject incomplete applications and streamline the early DAP process timeframes to “Application Deemed Complete.”
. . Using KPIs to Implement Results Based Management
From a process execution perspective, DAP is best understood as a ping pong game played by L&A municipal staff, external commenting agencies and applicants. Technical submissions supplied by applicants ping pong back and forth until the L&A local municipality or the County is satisfied that required approvals can be granted to the applicant. At any given point in time a planning application is under the management/control of the municipality or the applicant. A timely/predictable conclusion to the DAP ping pong game is a shared objective of all participants.
Key Performance Indicators (KPIs) are a must-have component for a DAP model to function according to Results Based Management principles. DAP KPIs must be designed to track/measure controllable processing days that an application spends on the municipal side of the ping pong game. It is the applicant’s job to measure/manage the number of days the file spends under their control. Controllable processing day KPIs can be used to set performance targets. Actual controllable days can be compared to targeted controllable days. Targets can differ across DAP application categories (i.e., Site Plan versus Minor Variance). Targets can also differ across DAP application processing milestones (i.e., Deemed Complete versus 1st Technical circulation versus Development Agreement production).
The Results Management Cycle
County of Lennox & Addington Development Process Modernization November 2020
Page 75 of 162 DAP “Best Practices” Scan – 31
KPIs and performance targets based on controllable file processing days inject process execution discipline into DAP. Accountability is improved via regular comparisons of actual required processing days versus targeted days. Peter Drucker, perhaps the most highly regarded management thinker/guru of the 20th century, often noted that “…you can’t manage what you can’t measure”. DAP results focused KPIs will promote a culture of accountability within any municipal management team, and KPI data/targets will inform a municipal staff team’s decision about which DAP files to work on at any given point in time.
County of Lennox & Addington Development Process Modernization November 2020
Page 76 of 162 Stakeholder Consultation – Informing “As Should Be” DAP – 32
7.0 Stakeholder Consulta on – Informing “As Should Be” DAP
7.1 Councils
Heads of Council plus additional Councillors from each of the four local L&A municipalities were interviewed by Performance Concepts/Dillon. Discussions focused on the strengths weaknesses of the current two-tier DAP model, and also provided valuable feedback on development community expectations and critiques that have been shared with Councils. Council members reiterated the importance of a promoting a “Getting to Yes” DAP culture among their staffs. Timely and consistent execution of DAP in order to accommodate the cash flow constraints faced by development applicants was a consistently messaged priority. Council members were supportive of a streamlined/modernized DAP model delivered by the local municipalities - supported by the County but functioning as a single-tier model to the greatest degree possible.
7.2 Staff
Performance Concepts/Dillon conducted semi-structured interviews and/or small group working sessions with DAP practitioners from the County and each of the four local L&A municipalities. Staff involved in both the planning and building aspects of DAP were consulted. The project team also interviewed a representative of the planning consulting firm retained by two of the L&A local municipalities.
Staff provided wide-ranging and use input to Performance Concepts/Dillon around the strengths and weaknesses of their “As IS” DAP model. These comments dealt with pre-consultation, application submission requirements (quality issues), the mechanics of arriving at the “deemed complete” decision, and the challenges around executing “on time” technical review cycles.
L&A practitioners are supportive of an overarching DAP modernization objective: A streamlined, well documented and consistently executed DAP model that feels the same for applicants across the County - regardless of which local municipality is processing the file. A streamlined consistently applied DAP is widely recognized as a potential source of competitive advantage when it comes to securing future economic development opportunities
County of Lennox & Addington Development Process Modernization November 2020
Page 77 of 162 Stakeholder Consultation – Informing “As Should Be” DAP – 33
7.3 Repeat DAP Customers
Performance Concepts/Dillon employed a variety of approaches to consult with development community actors from across Lennox & Addington. Each L&A local municipality provided a list of important development community actors and the County also provided a list of developers with significant DAP projects currently in progress.
A Mentimeter.com dialogue/survey session was scheduled; however, sparse attendance did not produce a robust cross-section of development community actors. In response the Mentimeter.com survey tool was left active for 2 weeks in order to encourage a convenient survey response. Performance Concepts/Dillon also executed a series of one-on-one semi-structured interviews with willing development community actors who had been invited to our original dialogue/survey session.
The results of engagement sessions held with the development community are provided in Appendix B The results of these consultations have been used to validate the “As Is” DAP model and inform our “As Should Be” performance improvement recommendations.
The Mentimeter.com survey data appearing below documents the development community’s perception that DAP processes in Lennox & Addington are NOT timely.
Figure 3: Timeliness of DAP Processes
Survey respondents also indicated a clear preference for an online portal for submitting applications and tracking the real time progress of applications. The desire to track application progress circles back to the overarching concern about timely DAP execution and decision making.
County of Lennox & Addington Development Process Modernization November 2020
Page 78 of 162 Stakeholder Consultation – Informing “As Should Be” DAP – 34
7.4 DAP “One-Timers”
To understand how the DAP process in Lennox & Addington was perceived by individuals that do not engage in DAP on a regular basis, Performance Concepts/Dillon created an online survey targeting the “one-time” applicant. L&A local municipalities were provided a link to the survey to be sent to individuals who had initiated a planning application in the past two years.
`
` Figure 4: "One Timers" experience with the DAP process in L&A
The overall response to this survey indicated a negative experience for one-time applicants. However, there were instances of positive feedback. One respondent wrote: “Helpful staff but bureaucratic with no rhyme nor reason to fees.” Another applicant submitted: “Staff are amazing people.” Yet another participant commented: “Efficient and completed in a timely fashion.” Survey results highlight the reality of an inconsistent applicant experience across Lennox & Addington. The survey results are consistent with “As Should Be” recommendations for standardized DAP timeframe targets and consistent application review processes. Survey results can be found in Appendix C of this Final Report.
County of Lennox & Addington Development Process Modernization November 2020
Page 79 of 162 DAP “As Should Be” Performance Improvements – 35
8.0 DAP “As Should Be” Performance Improvements
The Performance Concepts/Dillon team has developed a package of “As Should Be” DAP performance improvement opportunities for consideration by the five L&A municipalities. These performance improvement opportunities have been developed/evaluated in collaboration with the L&A project team overseeing this review. Performance Concepts/Dillon recommend implementation of ALL the following improvement opportunities, and we will identify phasing options in the Implementation Roadmap set out in Section 9 of this Report.
8.1 Streamlined County Involvement in DAP
Two-tier municipal DAP models are extra challenging from a process execution point of view. There are more information exchange and application processing “baton hand-offs” among all of the involved municipal staff participating in a two-tier DAP model. It stands to reason that there are more opportunities to “drop the baton” in a two-tier DAP relay race towards application approval.
L&A has already made significant progress in sorting out the “who does what” roles and responsibilities within the current two-tier DAP model. The local municipalities in L&A are already the primary DAP processing authorities. County Council has already delegated Subdivision approvals to Greater Napanee and Loyalist.
. . County Delega on of Technical Review to Local Municipali es
Staff at the County and the four local municipalities support this recommendation to extract County staff from the technical review process. The result will be progress towards a streamlined single-tier DAP model in each local municipality - featuring reduced process execution risk by eliminating upper-tier/local process “baton hand-offs.”
County of Lennox & Addington Development Process Modernization November 2020
Page 80 of 162 DAP “As Should Be” Performance Improvements – 36
. . County as Architect/Maintainer of DAP Portal/Workflow Tool
The County’s lead role in economic development and financial economies of scale provide a strong rationale to fund/maintain a shared DAP e-Portal and workflow software solution. A County 2021 capital project funded via the Province’s unconditional 2019 modernization grant to the County is recommended.
. . County as DAP Order Expeditor
Once removed from its current technical commenting role on DAP files, the County is ideally positioned to deliver/manage third party expert consulting resources that can be deployed as an “Order Expeditor” to resolve problems with strategically important DAP files.
County of Lennox & Addington Development Process Modernization November 2020
Page 81 of 162 DAP “As Should Be” Performance Improvements – 37
. . County as Provider of P.Eng. Exper se for MECP Delega on of ECA
County Engineering expertise is available to exercise delegated ECA approvals across L&A local municipalities. Significant timeframe reductions for strategically important DAP applications can be secured via delegated MECP approvals, and the County is well positioned to exercise this function at arms-length from the local municipalities.
8.2 Standardized Role for Conserva on Authori es
A standardized MOU across involved Conservation Authorities will improve DAP execution timeframe consistency across L&A.
County of Lennox & Addington Development Process Modernization November 2020
Page 82 of 162 DAP “As Should Be” Performance Improvements – 38
8.3 Local Municipality Resource Sharing
Sharing DAP staff resources across L&A municipalities to improve service delivery reliability and coverage is a hallmark of efficient municipal modernization reviews executed by Performance Concepts/Dillon across Eastern Ontario.
8.4 Delegated DAP Approvals to Local Municipal Staff
During the COVID pandemic L&A staff have demonstrated their ability to successfully execute a delegated Site Plan approvals model. Delegation is also appropriate for Consents to Server. Councils should trade control for results - delegated Site Plan/Consent approvals will yield processing time reductions of 25% or more based on Performance Concepts estimates.
County of Lennox & Addington Development Process Modernization November 2020
Page 83 of 162 DAP “As Should Be” Performance Improvements – 39
8.5 Site Plan & Building Permit Process Overlap
The DAP “best practices” case study for overlapping Site Plan/Building permit applications demonstrates that significant timeframe reductions for an applicant to secure a Building permit can be achieved. Performance Concepts estimates 25% or more timeframe reductions across L&A compared to a traditional sequential Site Plan/Building permit application approach. The overlapping model should become the default model offered to all Site Plan applicants. Specific process triggers should be documented and used by all L&A local municipalities as the “drawbridge” for moving forward with a Building permit application.
8.6 Standardized DAP Process Maps and Timeframe Targets
“As Is” DAP processing timeframes have been mapped for each L&A local municipality. These timeframes appear in the charts below. The colour coding in the bar graphs represent major process milestones across each application category. The “Best Practice” mapped timeframes for each application category are composed of the most efficient colour coded components from any one of the four local L&A municipalities. Performance Concepts/Dillon is recommending that these Best Practice timeframes be adopted as the go-forward L&A performance target/standard for each Simple/Complex application category.
. . Simple Applica on Categories
Simple applications consist of Minor Variances or Consents to Sever. The recommended Best Practice timeframe standard is 17 file processing days. The Best Practices timeframe standard can be adjusted on a go-forward basis based on actual reported timeframes from L&A local municipalities.
County of Lennox & Addington Development Process Modernization November 2020
Page 84 of 162 DAP “As Should Be” Performance Improvements – 40
Simple Process (MV or Consent)
Best Practice 4 10 3
Loyalist 5 20 3
Greater Napanee 4 10 8 Municipality Stone Mills 10 20 5
Addington Highlands 20 20 4
0 5 10 15 20 25 30 35 40 45 50
Addington Stone Mills Greater Napanee Loyalist Best Practice Highlands APPLICATION INTAKE to DEEMED COMPLETE 20 10 4 5 4 TECHNICAL CIRCULATION and REVIEW 20 20 10 20 10 PLANNING REPORT to DECISION 4 5 8 3 3
Days
. . Complex Applica on Categories
The recommended Site Plan Best Practice timeframe standard is 87 file processing days. The Best Practices timeframe standard can be adjusted on a go-forward basis based on actual reported timeframes from L&A local municipalities.
Site Plan
Best Practice 5 10 20 20 10 20 2
Loyalist 10 10 45 30 15 20 2 Municipality Greater Napanee 5 30 30 20 20 20 5
Stone Mills 5 30 20 20 10 20 5
0 20 40 60 80 100 120 140
Stone Mills Greater Napanee Loyalist Best Practice PRECONSULT 5 5 10 5 APPLICATION INTAKE to DEEMED COMPLETE 30 30 10 10 TECHNICAL REVIEW Cycle 1 20 30 45 20 TECHNICAL REVIEW Cycle 2 20 20 30 20 TECHNICAL REVIEW Additional Cycles (as required) 10 20 15 10 CONDITIONS AND REPORT 20 20 20 20 AGREEMENT EXECUTED 5 5 2 2
Days
County of Lennox & Addington Development Process Modernization November 2020
Page 85 of 162 DAP “As Should Be” Performance Improvements – 41
The recommended subdivision Best Practice timeframe standard is 205 file processing days. The Best Practices timeframe standard can be adjusted on a go-forward basis based on actual reported timeframes from L&A local municipalities.
The recommended Re-Zoning Best Practice timeframe standard is 110 file processing days. The Best Practices timeframe standard can be adjusted on a go-forward basis based on actual reported timeframes from L&A local municipalities.
Re-Zoning
Best Practice 5 30 20 20 10 20 0 5
Loyalist 5 30 35 20 10 30 0 5
Municipality Greater Napanee 5 30 35 20 20 30 0 5
Stone Mills 5 30 20 20 20 20 0 5
0 20 40 60 80 100 120 140 160 Stone Mills Greater Napanee Loyalist Best Practice PRECONSULT 5 5 5 5 APPLICATION INTAKE to DEEMED COMPLETE 30 30 30 30 TECHNICAL REVIEW Cycle 1 20 35 35 20 TECHNICAL REVIEW Cycle 2 20 20 20 20 TECHNICAL REVIEW Additional Cycles (as required) 20 20 10 10 CONDITIONS AND REPORT 20 30 30 20 APPROVAL BY COUNCIL 0 0 0 0 NOTTICE TO APPLICANT 5 5 5 5
Days
County of Lennox & Addington Development Process Modernization November 2020
Page 86 of 162 DAP “As Should Be” Performance Improvements – 42
8.7 Modernized DAP Cost Recovery
In preparation for the expected increased demand for greenfield development (i.e., Flight from Density), fee design modernization/standardization should be implemented across L&A. Improved “growth pays for growth” cost recovery should be a core objective of DAP fee modernization/standardization. Implementation of new cost recovery fees should be closely tied to demonstrated improvements in DAP execution (e.g., E-portal + KPI supported timeframe targets).
County of Lennox & Addington Development Process Modernization November 2020
Page 87 of 162 DAP “As Should Be” Performance Improvements – 43
8.8 Modernized DAP Technology Pla orm
In 2021, the County and the four local municipalities should proceed with a Phase 2 implementation of this Review. The preparation and rollout of a DAP E-Portal + workflow software solution should be the central feature of Phase 2 of this modernization review.
A Performance Concepts/MNP Consulting team should be tasked with overseeing the DAP Portal/Workflow software solution - leveraging expertise developed in the 2019 City of Vaughan Dynamics 365 DAP pilot implementation project. The project should be structured/funded as a 2021 County capital project.
County of Lennox & Addington Development Process Modernization November 2020
Page 88 of 162 DAP “As Should Be” Performance Improvements – 44
8.9 DAP Culture – Ge ng to Yes
A common message received by Performance Concepts/Dillon in the development community stakeholder working sessions and across one-on-one interviews was the issue of culture. This did not come as a surprise to our team. DAP culture is always a defining issue/lightning rod emerging from stakeholder dialogue. DAP is a regulatory municipal service. DAP decisions are binary - an application is eventually approved or not approved. DAP processes can be (and should be) streamlined, rationalized and measured. But culture will play a decisive role in generating sustainable DAP performance improvement. Development stakeholders in L&A have emphasized the importance of a “Getting to Yes” culture across L&A. Stakeholders emphasize that “Getting to Yes” does not imply skirting the rules or approving questionable/dubious development proposals. Their message is that pragmatic advice and a willingness to sacrifice the perfect in the interest of the good can create win/win outcomes. Applicants receive timely approvals when they submit high quality projects. Red tape never strangles good development because of bureaucratic nitpicking. Communication collaboration and informed/principled compromise replace “No” as the acceptable path forward.
The Performance Concepts/Dillon team has not concluded that L&A has a DAP culture problem. In fact, the L&A DAP staff have demonstrated a balanced and insightful cultural perspective throughout this Review. But it is nonetheless useful to emphasize the value of a pragmatic “Getting to Yes” culture that promotes high quality applications with economic development benefits. This culture can flourish while still holding the line against poorly conceived projects that are not consistent with L&A land use policies and community building/economic interests.
8.10 Towards Results Based Management: Measuring DAP Performance The Development Approvals Process as a horizontal service delivery system that involves multiple actors within the four local municipalities, the County, Conservation Authorities and other Provincial agencies like MTO and MECP. DAP is delivered via a series of Planning Act and Building Code Act processes. These processes produce outputs (i.e., approvals decisions). These outputs/products create positive outcomes/impacts for both applicants and the existing community.
Understanding Municipalities as Service Delivery Systems
Organized Generating into Inputs Outputs Outcomes
Labour hours + Budgets Organized According to Measurable Vertical Organization Chart Service Impacts/Results for (i.e. Departmental Silos) Service Service Delivery Delivery Outputs or Residents/Taxpayers Processes Activities Products
County of Lennox & Addington Development Process Modernization November 2020
Page 89 of 162 DAP “As Should Be” Performance Improvements – 45
The DAP service delivery system is complex due to the multiplicity of actors and approvals processes associated with different types of land use decisions. But DAP is measurable and manageable when the right mix of data management and performance measurement tools are brought into play.
. . DAP Key Performance Indicators
In order to select and implement the right Key Performance Indicators (KPIs) for DAP, the first step is to clearly define the desired results of DAP. The following figure speaks to desired DAP results around capacity, timeliness and applicant/stakeholder satisfaction with the DAP approvals journey.
1. Stable/adequate capacity to process DAP applications
Desired DAP Performance 2. Timely DAP processing/decisions to achieve Results targeted timeframes (Countdown clocks)
Day 1 Day 10
3. Building community/stakeholder satisfaction with DAP timelines & value-for-money
The following recommended KPIs answer three fundamental “good management” questions that pertain to DAP:
How many countable units of service can we produce? (i.e., billable DAP processing hours) What is the cost/price of that service (i.e., unit cost per billable hour) What level of effectiveness/quality (i.e., timeliness) is being achieved?
County of Lennox & Addington Development Process Modernization November 2020
Page 90 of 162 DAP “As Should Be” Performance Improvements – 46
Using workflow software technology count-down clocks it is possible to track the number of controllable file processing days it takes each L&A local municipality to reach decisions points/processing milestones within the various DAP application categories (Minor Variances, Site Plans, Re-zonings etc.). Actual controllable file processing days for a given application can be compared against the typical/targeted number of controllable file processing days. For further information, see KPI “Best Practice” case study in Section 6.1.3 of this Report.
. . DAP Scorecard and Accountability Repor ng
Results Based Management (RBM) is a cyclical approach/model for achieving efficient and accountable municipal service delivery. The RBM cycle consists of Plan-Do- Check-Act components. DAP performance targets and a properly resourced delivery model define the “Plan” component. Consistent and dependable execution of mapped/measured processes define the “Do” component. The “Check” component involves the comparison of actual results (i.e., processing timeframes) against performance targets. Based on the “Check” information and conclusions the “Act” component involves performance target refinements, resourcing adjustments and/or process execution changes.
Results Based Management - A Cycle of Continuous Improvement
A modernized L&A DAP model should feature an RBM cycle supported by KPI-derived performance targets. An annual KPI supported DAP performance Scorecard should be produced and publicly reported to foster transparent accountability. Annual budget decision making should be informed by the DAP Scorecard. The County should coordinate Scorecard data assembly and annual reporting in collaboration with the four local municipalities.
County of Lennox & Addington Development Process Modernization November 2020
Page 91 of 162 Implementation Roadmap – 47
9.0 Implementa on Roadmap
9.1 Relentless Focus on Execu on
Initiating significant change to achieve improved organizational performance is always hard. It requires a relentless focus on the execution of a well-designed Implementation Roadmap.
The Performance Concepts team has created a carefully phased roadmap; balancing a quick/timely pace of change with a recognition that capacity limitations need to be realized/respected.
The Roadmap is phased across the following three time periods: Do Now (2020-21), Do Soon (2022) and Do Later (2023 & Beyond).
Flexibility has been built into the Do Now/Do Soon timing of “shovel ready” facility consolidation capital projects to take advantage of the just announced $250 million Federal/Provincial COVID-19 Resilience Infrastructure Stream municipal program.
9.2 Implementa on Road Map
Change is hard. Change management projects must strike a balance between focused/decisive action and an awareness of limited implementation capacity. The following Implementation Roadmap strikes this balance by creating a phased approach: DO NOW (2021), DO SOON (2022), and DO LATER (2023 & Beyond). Change management research demonstrates that drawn-out implementation efforts correlate strongly with failed change management projects. Therefore the Performance Concepts/Dillon Roadmap uses the DO LATER category as a spillover period only. Our focus is on DO NOW in 2021 and DO SOON in 2022 to maintain momentum and enthusiasm for positive change.
. . Streamlined County Involvement in DAP
DO DO DO Recommendation NOW SOON LATER
County Should Delegate Technical Review to Municipalities Delegate Roads/Driveway Access Develop Cost Recovery arrangements with local tier Designate County as Architect/Maintainer of DAP Portal/Workflow Tool Establish County as Provider of DAP “Order Expediter” for Strategic Files Designate County as Provider of Engineering Expertise for MECP delegation
County of Lennox & Addington Development Process Modernization November 2020
Page 92 of 162 Implementation Roadmap – 48
. . Standardized Role for Conserva on Authori es DO DO DO Recommendation NOW SOON LATER
Standardize Conservation Authority Execution of DAP Standardized MOU with L&A Local Municipalities Develop standardized technical review timeframes Assume responsibility for CA Fee collection Provide CAs with DAP workflow tool access
. . Local Municipality Resource Sharing DO DO DO Recommendation NOW SOON LATER
Establish MOU for Sharing of Local Municipal DAP Resources Develop staff resource capacity plan for each local Create a cost-recovery fee based on billable hours Implement a “Mutual Aid”-style MOU for DAP services
. . Delegate DAP Approvals to Local Municipal Staff
DO DO DO Recommendation NOW SOON LATER
Delegate Site Plan Approval from Council to Staff Develop protocols for file escalation Pass/update necessary staff delegation By-laws
. . Site Plan & Building Permit Applica on Overlap DO DO DO Recommendation NOW SOON LATER
Standardize Site Plan & Building Permit Application Overlap Develop common Site Plan process triggers across L&A Integrate Building Permit application process into the DAP workflow tool
County of Lennox & Addington Development Process Modernization November 2020
Page 93 of 162 Implementation Roadmap – 49
. . Standardized DAP Process Maps and Timeframe Targets
DO DO DO Recommendation NOW SOON LATER
Establish Simple Application “Best Practice” Timeframe Targets Establish Complex Application “Best Practice” Timeframe Targets
. . Modernized DAP Cost Recovery
DO DO DO Recommendation NOW SOON LATER
Create a Harmonized DAP Fees Model Standardize planning fees design across L&A Establish cost recovery targets across L&A Standardize planning & engineering deposit design
. . Modernized DAP Technology Pla orm
DO DO DO Recommendation NOW SOON LATER
Develop and Execute Integrated DAP Portal & Workflow Tool Establish County DAP technology capital budget project Prepare detailed County DAP technology rollout plan Execute the DAP technology rollout plan
. . Towards Results Based Management: Measuring DAP Performance
DO DO DO Recommendation NOW SOON LATER
Establish DAP Key Performance Indicators KPI identification Integrate KPIs with DAP workflow tool Create DAP Scorecard and Accountability Reporting Establish KPI derived performance targets Integrate performance targets with DAP workflow tool
County of Lennox & Addington Development Process Modernization November 2020
Page 94 of 162 Conclusion and Modernization Efficiencies – 50
10.0 Conclusion and Moderniza on Efficiencies
10.1 The Path Forward
The Performance Concepts/Dillon team recommends a third party implementation progress assessment in Q4 of 2021. This progress evaluation will compare actual implementation of the Roadmap against the Do Now & Do Soon recommended timeframes in this Final Report. Remedial actions will be recommended (if required) to ensure implementation is on-track as the County and the four L&A local municipalities transition from Do Now to Do Soon across a range of strategic action items.
10.2 DAP Performance Improvement: Measurement Lenses to Consider
The DAP performance challenges facing Lennox & Addington moving forward are focused on streamlining and execution. DAP workload demand is going to increase given the post-COVID realities of an expanded on-line work/live commuter-shed. Therefore cost reduction/cost avoidance is not a helpful lens for measuring the performance improvement dividend that can be produced by implementing the recommendations contained in this Report.
Performance improvement is best considered via two alternative lenses: Improved DAP cost recovery via fees modernization; and,
Improved DAP application processing times.
Adoption of a “growth pays for growth” cost recovery model will reduce the existing DAP property tax subsidy across Lennox & Addington. While it is beyond the scope of this Review to conduct a detailed full-cost fees review, the expected increase in DAP fees revenues generated by “growth pays for growth” Sub-division, Site Plan and Rezoning fees should be significant. Just in Greater Napanee and Loyalist more than $1.6M is spent annually on planning functions while less than $400K in planning revenues are reported in the Financial Information Return (FIR) submitted to the Province.
In terms of DAP processing times the recommended “Best Practice” performance targets should generate the following efficiencies across core DAP application categories:
County of Lennox & Addington Development Process Modernization November 2020
Page 95 of 162 Conclusion and Modernization Efficiencies – 51
Table 3: Best Prac ce Processing Performance targets Rezoning Site Plan Subdivision Timeframes Timeframes Timeframes
“As Is” 135 Processing 132 Processing 225 Processing Average/Typical Days Days Days Timeframes
Recommended 35 Fewer 68 Fewer 20 Fewer “Best Practice” DAP Processing Days Processing Days Processing Days Timeframe Reduction
26% Timeframe 51% Timeframe 9% Timeframe Efficiency Dividend Improvement Improvement Improvement
DAP technology and process improvement recommendations (taken together) have a high probability of securing processing time efficiencies of these magnitudes by the end of the Do Soon implementation period in the Roadmap.
County of Lennox & Addington Development Process Modernization November 2020
Page 96 of 162 A – 1
Appendix A
A Summary of Application Volumes
County of Lennox & Addington Development Process Modernization - DRAFT November 2020
Page 97 of 162 ADDINGTON HIGHLANDS ADDINGTON HEIGHTS
APPLICATION VOLUME 2016 2017 2018 2019 DAP Applications - Stand Alone Applications Official Plan Ammendments 0 0 0 0 Rezoning Applications 1 4 3 1 Subdivision Draft Plan Approval 0 0 0 0 Subdivision Phase for Registration 0 0 0 0 Site Plan (Residential) 0 0 0 0 Site Plan (Non-residential) 0 0 0 0 Condominium 0 0 0 0 Minor Variance 3 3 2 7 Severances 14 6 9 4 Other (H removal/Part Lot control/etc) 0 0 0 0 DAP Applications - Combo Packs OPA & Rezoning 0 0 0 0 OPA & Rezoning & Subdivision 0 0 0 0 OPA & Rezoning & Site Plan 0 0 0 0 Rezoning & Subdivision 0 0 0 0 Rezoning & Site Plan 0 0 0 0 Site Plan & Minor Variance 0 0 0 0 Building Permit Applications Single family/semis/town House Unit (including cottages/camps) 12 18 10 11 Residential Additions (including accessory structures) 46 82 52 42 Residential Renovations 13 64 59 43 Non-Residential Part 3 5 4 9 2 Non-Residential Part 9 0 0 0 1 Decks 14 43 41 12 Demolitions (Tear Down/Re-builds) 8 1 1 0 Demolitions (other) 8 10 13 8 Foundation Permits 1 2 1 1
Page 98 of 162 LOYALIST
APPLICATION VOLUME 2015 2016 2017 2018 2019 DAP Applications - Stand Alone Applications OPA + ZBA 1 1 0 1 2 OPA + ZBA + draft plan of subdivision 0 0 2 0 1 Consent (severences/ lot addition) 21 20 15 9 19 Consent + ZBA 2 0 0 0 0 Minor variances 22 13 11 12 10 ZBA 3 1 7 5 3 ZBA + draft plan of subdivision 0 2 1 0 0
Page 99 of 162 GREATER NAPANEE
APPLICATION VOLUME 2016 2017 2018 2019 DAP Applications - Stand Alone Applications Official Plan Ammendments 2 1 1 1 Re-Zoning Applications 4 7 7 5 Subdivision Draft Plan Approval 1 Subdivision Phase for Registration 1 Site Plan (Residential) 3 5 Site Plan (Non-residential) 4 6 10 Condominium Minor Variance 4 10 15 7 Severances 16 17 36 31 Other (H removal/Part Lot control/etc) 5 3 5 DAP Applications - Combo Packs OPA & Re-zoning 1 1 OPA & Re-zoning & Subdivision OPA & Re-zoning & Site Plan 1 OPA & Minor Variance & Re-zoning 1 Re-Zoning & Subdivision Re-Zoning & Site Plan 1 2 Re-Zoning & Severence & Site Plan 1 Site Plan & Minor Variance 1 Severance & Re-Zoning 1 3 2 2 Severance & Minor Variance 3 1 2 Severance & OPA & Site Plan & Re-Zoning 1 Severance & Subdivision Draft Plan Approval 1 Severance & Site Plan 2 Building Permit Applications Single family/semis/town house units 46 60 76 38 Residential Additions 36 47 39 25 Residential Renovations 54 21 17 18 Non-Residential Part 3 3 7 16 0 Non-Residential Part 9 30 60 45 41 Decks 31 19 27 21 Demolitions (Tear Down/Re-builds) 12 7 7 8 Demolitions (other) 8 15 1 3 Foundation Permits 3 2 2 0
Page 100 of 162 STONE MILLS
APPLICATION VOLUME 2015 2016 2017 2018 DAP Applications - Stand Alone Applications Severances 27 18 28 41 Minor Variances 4 4 3 10 Rezoning 0 4 4 5 Site Plan (Residential) 0 0 0 1 Site Plan (Non-Residential) 0 0 0 3 Official Plan Amendments 0 0 0 0 Subdivision 0 0 0 0 Condominium 0 0 0 0
Page 101 of 162 B – 1
Appendix B
B Development Community Engagement Summary
County of Lennox & Addington Development Process Modernization - DRAFT November 2020
Page 102 of 162 Page 103 of 162 Page 104 of 162 Page 105 of 162 Page 106 of 162 Page 107 of 162 Page 108 of 162 Page 109 of 162 Page 110 of 162 Page 111 of 162 Page 112 of 162 Page 113 of 162 Page 114 of 162 Page 115 of 162 Page 116 of 162 Page 117 of 162 Page 118 of 162 Page 119 of 162 Page 120 of 162 Page 121 of 162 Page 122 of 162 Page 123 of 162 Page 124 of 162 C – 1
Appendix C
C Applicant Survey Results
County of Lennox & Addington Development Process Modernization - DRAFT November 2020
Page 125 of 162 Page 126 of 162 Page 127 of 162 Page 128 of 162 Page 129 of 162 xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Page 130 of 162 Page 131 of 162 Page 132 of 162 Page 133 of 162 Page 134 of 162 Page 135 of 162 Page 136 of 162 Page 137 of 162 Page 138 of 162 Page 139 of 162 Page 140 of 162 Page 141 of 162 Page 142 of 162 Page 143 of 162 Page 144 of 162 Page 145 of 162 Page 146 of 162
Ministry of Ministère des Municipal Affairs Affaires municipales and Housing et du Logement
Office of the Minister Bureau du ministre 777 Bay Street, 17th Floor 777, rue Bay, 17e étage Toronto ON M7A 2J3 Toronto ON M7A 2J3 Tel.: 416 585-7000 Tél. : 416 585-7000
234-2021-1005
March 4, 2021
Reeve Eric Smith Township of Stone Mills 4504 County Road 4 Centreville ON K0K 1N0
Dear Reeve Smith:
Ontario has heard directly from the municipal sector that operating impacts due to the pandemic will continue in 2021. In order to respond to municipal need and to further strengthen our communities, we are now investing an additional $500 million to help municipalities respond to ongoing and unprecedented 2021 COVID-19 operating pressures. While the actual extent of municipal impacts for 2021 are uncertain at this time, the province expects that this funding will help municipalities continue to deliver the high-quality local services that residents and business rely on, as well as help municipalities proceed with planned capital projects in 2021.
I am pleased to inform you that the Government of Ontario has committed financial support to the Township of Stone Mills through the 2021 COVID-19 Recovery Funding for Municipalities program in order to support your COVID-19 operating costs and pressures. All municipalities in Ontario are eligible for this program and the level of funding is based on the proportion of COVID-19 cases in the Public Health Unit for your respective municipality during the period of January 1, 2021 to February 18, 2021. I have reviewed the eligibility criteria for provincial assistance under the program and have determined that accordingly, your municipality will receive $67,056.00, subject to your municipality returning a copy of this letter, signed by your municipal treasurer, to the ministry by March 31, 2021. You will receive these funds in two equal instalments – one instalment on or before May 1, 2021 and the other on or before November 1, 2021.
Please note that your municipality is accountable for using this funding for the purpose of addressing your priority COVID-19 operating costs and pressures. If the amount of the funding your municipality receives exceeds your 2021 COVID-19 operating costs and pressures, the province’s expectation is that your municipality will place the excess
1
Page 147 of 162
funding into a reserve fund to be accessed to support any future COVID-19 operating costs and pressures.
The province realizes that municipalities are facing financial impacts due to the COVID- 19 pandemic and that in some instances, this provincial funding will not be sufficient to cover all municipal operating impacts due to COVID-19. The province expects municipalities to do their part by continuing to find efficiencies in their operating services and using existing reserves and reserve funds that have been specifically put aside for such unforeseen circumstances.
Your municipality will be expected to provide two report backs on your COVID-19 operating impacts and the use of these funds as follows: 1. An interim report in June 2021, which will include: a) Use of funds provided last year under the Safe Restart Agreement – Operating funding stream; and b) 2021 estimated COVID-19 operating impacts and how your municipality plans to use the funding under the 2021 program. 2. A final report back in Spring 2022.
We had previously indicated that Safe Restart Agreement reporting would be expected in March 2021. However, we have decided to streamline this reporting and the new 2021 COVID-19 Recovery Funding for Municipalities program. The template for this report back will be provided by the ministry with more details to follow in the coming months. While the province expects your municipality to complete this report, your second instalment under the 2021 COVID-19 Recovery Funding for Municipalities program is not contingent on the province receiving your interim report.
At this time, I am requesting that your municipal treasurer sign the acknowledgement below and return the signed copy to the ministry by email to: [email protected]. If the province has not received your letter on or before March 31, 2021, you will not be eligible for this program and your municipality’s allocation will not be paid. In order to allow for processing time, please provide your signed letter to the ministry on or before March 24, 2021.
Our government continues to stand with our municipal partners as we have throughout the pandemic, advocating for funding for communities from the federal government to support local economic recovery. Communities may need more COVID-19 related operating funding in the coming year, and we will continue to advocate on your behalf to the federal government. I encourage you to contact your local Member of Parliament to seek further federal support in order to help municipalities deal with their operating impacts due to COVID-19.
2
Page 148 of 162
The government thanks all 444 Ontario municipal heads of council for their support throughout the pandemic and our ongoing partnership in Ontario’s economic recovery.
Sincerely,
Steve Clark Minister of Municipal Affairs and Housing c. Municipal Treasurer and Municipal CAO
By signing below, I acknowledge that the allocation of $67,056.00 is provided to the Township of Stone Mills for the expected purpose of assisting with COVID-19 costs and pressures and that the province expects any funds not required for this purpose in 2021 will be put into a reserve fund to support potential COVID-19 costs and pressures in 2022. I further acknowledge that the Township of Stone Mills is expected to report back to the province on 2021 COVID-19 costs and pressures and the use of this funding.
Name: Title: Signature: Date:
3
Page 149 of 162
Minutes of the meeting of the
Quinte Conservation Executive Board Meeting
Date: January 21, 2021, 3:30pm Location: ZOOM
Members Present: Chris Malette (City of Belleville), Dale Grant (Stirling and Rawdon Township), Don Kuntze (City of Quinte West), Heather Lang (Tyendinaga Township), Henry Hogg (Addington Highlands Township), James Flieler (Municipality of Tweed), Janice Maynard (County of Prince Edward), John Hirsch (County of Prince Edward), John Wise (Stone Mills Township), Kate MacNaughton (County of Prince Edward), Les Stanfield (County of Prince Edward), Mike Kerby (Centre Hastings Municipality), Mike Stevens (Marmora and Lake Municipality), Nicki Gowdy (Township of Central Frontenac), Paul Carr (City of Belleville), Ray Hobson (County of Prince Edward), Sean Kelly (City of Belleville), Steven Everhardus (Town of Deseronto), Tom Livingston (County of Prince Edward)
Members Absent: Bob Bridger (Tudor and Cashel Townships), Carrie West (Township of Madoc), Ellen Johnson (Town of Greater Napanee), Jim Dunlop (County of Prince Edward), Norm Roberts (Township of South Frontenac)
Also Present: Amy Dickens (Source Water Protection Coordinator), Brad McNevin (CAO), Lindsay Nash (Environmental and Regulations Technician), Paul McCoy (Planning and Regulations Manager), Sam Reid (Corporate Services Assistant), Sharlene Richardson (Regulations Officer), Tammy Smith (Corporate Services Manager)
1
Page 150 of 162
1. Call to Order The Chair called the meeting to order at 3:30 pm.
a. Notice Regarding Cell Phones and Pagers
Cell phones and pagers are not permitted to be turned on during the meeting, except in an event of an emergency. If the device is to be left on, it must be announced at the beginning of the meeting.
b. Collection of Personal Information for Board Minutes
This is addressed to anyone that is not a board member and/or staff person of Quinte Conservation: Your name will be used in the board meeting minutes and the minutes will become public information after review and approval of the board. If you are present for a delegation or hearing, the context of your presentation will be recorded in the minutes of the board meeting.
2. Approval of the Agenda
There was no discussion.
MOTION QC-20-115 Moved By: Sean Kelly (City of Belleville) Seconded By: Paul Carr (City of Belleville)
THAT, the Agenda for the January 21, 2021 Executive Board Meeting be approved.
CARRIED
3. Approval of the Minutes of the Quinte Conservation Executive Board meeting of December 17, 2020
There was no discussion.
MOTION QC-20-116 Moved By: Henry Hogg (Addington Highlands Township) Seconded By: Chris Malette (City of Belleville)
THAT, the Minutes from the December 17, 2020 Quinte Conservation Executive Board Meeting be approved.
CARRIED
2
Page 151 of 162
4. Action Items of the previous Quinte Conservation Executive Board Meeting
Staff gave a brief update. The barn at Potter’s Creek Conservation Area is being demolished and a staff report in response to the December delegation is coming to the Executive Board at the February meeting.
5. Business Arising from the Minutes
6. Disclosure of Pecuniary Interests
7. Delegations
8. Review and Approval of the Section 28 Regulations and Permits (Motion to Approve)
There was no discussion.
MOTION QC-20-117 Moved By: Janice Maynard (County of Prince Edward) Seconded By: Mike Kerby (Centre Hastings Municipality)
THAT, the Review and Approval of the Section 28 Regulations and Permits be approved.
CARRIED
9. Plan Review Summary (Motion to Approve)
There was no discussion.
MOTION QC-20-118 Moved By: Heather Lang (Tyendinaga Township) Seconded By: Steven Everhardus (Town of Deseronto)
THAT, the Plan Review Summary be approved.
CARRIED
3
Page 152 of 162
10. Budget Control (Motion to Approve)
Board Member asked why the percentage of total budget spent under Conservation Area Operations was at 47%.
Staff answered that more operations happened in December that is not shown on this report. Also, not all of the allotted budget will be spent because of the reduced season at Depot due to the COVID-19 pandemic.
Board Member asked why the percentage of total budget spent under Operations of Office was at 102%.
Staff answered that although we are over in that category we are under in the other categories. Corporate Services is at 87% total.
MOTION QC-20-119 Moved By: Henry Hogg (Addington Highlands Township) Seconded By: Kate MacNaughton (County of Prince Edward)
THAT, the Budge Control be approved.
CARRIED
11. Media Releases and Communications Report (Motion to Receive)
There was no discussion.
MOTION QC-20-120 Moved By: Paul Carr (City of Belleville) Seconded By: Mike Kerby (Centre Hastings Municipality)
THAT, the Media Releases and Communications Report be received.
CARRIED
4
Page 153 of 162 Page 154 of 162
1. Call to Order
2. Approval of the Agenda
There was no discussion.
MOTION QC-21-001 Moved By: Paul Carr (City of Belleville) Seconded By: Henry Hogg (Addington Highlands Municipality)
THAT, the Agenda for the January 21, 2021 Executive Board Meeting be approved.
CARRIED
3. Delegations
4. Closing of 2020 Business (Motion to Approve)
There was no discussion.
MOTION QC-21-002 Moved By: Heather Lang (Tyendinaga Township) Seconded By: Tom Livingston (County of Prince Edward)
THAT, 2020 business be closed.
CARRIED
5. Opening of 2021 Business
6
Page 155 of 162
6. Confirmation of two year appointment for Chairs and Vice Chairs of Watershed Advisory Boards and Quinte Conservation Executive Board
Board Member asked about having a meeting with just the Napanee Region Advisory Board to call for re-elections.
Staff agreed.
MOTION QC-21-003 Moved By: Kate MacNaughton (County of Prince Edward) Seconded By: Steven Everhardus (Town of Deseronto)
THAT, the two year appointment for Chairs and vice Chairs be approved; AND THAT, the Quinte Conservation Executive Board approves the following for calendar years 2021 and 2022:
- James Flieler, Chair of the Quinte Conservation Executive Board and Chair of the MRW Advisory Board; - Janice Maynard, Vice-Chair of the Quinte Conservation Executive Board and Chair of the PERCA Advisory Board; - John Wise, Chair of the NRW Advisory Board; - Heather Lang, Vice-Chair of the NRW Advisory Board - John Hirsch, Vice-Chair of the PERCA Advisory Board - Paul Carr, Vice-Chair of the MRW Advisory Board
CARRIED
7. Appointment of Conservation Ontario Council Representatives (Motion to Approve)
There was no discussion.
MOTION QC-21-004 Moved By: Mike Kerby (Centre Hastings Municipality) Seconded By: Heather Lang (Tyendinaga Township)
THAT, the Chair James Flieler and CAO/Secretary-Treasurer, Brad McNevin, and one alternate, Janice Maynard, Vice-Chair be appointed members to the Conservation Ontario Council for 2021.
CARRIED
7
Page 156 of 162
8. Appointment of Auditors (Motion to Approve)
Board Member asked when the last time a request for auditors was put out for tender.
Staff answered Quinte Conservation normally reappoints the previous auditors if we are satisfied with their work.
Board Member suggested we have a policy that it must go out for tender every five years.
MOTION QC-21-005 Moved By: Heather Lang (Tyendinaga Township) Seconded By: Henry Hogg (Addington Highlands Township)
THAT, Baker Tilley be selected as the auditors for 2021; AND THAT, staff be authorized to negotiate the fee for this service.
CARRIED
9. Appointment of Financial Institution and Borrowing Resolution (Motion to Approve)
Board Member asked if the Minister has a pre-set appropriate rate that Quinte Conservation uses or if the bank decides the rate then Quinte Conservation tells the Minister.
Staff answered that the bank decides.
MOTION QC-21-006 Moved By: John Wise (Stone Mills Township) Seconded By: Dale Grant (Stirling and Rawdon Township)
THAT. The Quinte Conservation Executive Board approves the Royal Bank of Canada to act as the financial institution for 2021;
WHEREAS, it is necessary for the Quinte Conservation Authority (Hereinafter called the “Authority”) to borrow up to the sum of One Million Dollars ($1,000,000.00) required for its purposes until payment to the Authority of any grants and/or sums to be paid to the Authority by the participating municipalities designated as such under the Conservation Authority Act, 1980;
1. THAT, the Authority does borrow from the Royal Bank of Canada up to the sum of One Million Dollars ($1,000,000.00) as necessary for its purposes on the promissory note or notes of the Authority to the Authority by participating municipalities at such rate of interest as the Minister of Natural Resources approves.
2. THAT, the Chair or the Vice-Chair together with the CAO/Secretary-Treasurer or Corporate Services Manager of the Authority be and they are hereby authorized to execute for and on behalf of the Authority as promissory note or notes for the sum to be borrowed under paragraph numbered 1 hereof.
8
Page 157 of 162
3. THAT, the amount borrowed pursuant to this resolution with interest thereon at the rate approved by the Minister of Natural Resources be a charge upon whole of the monies received or to be received by the Authority from the participating municipalities as and when such monies are received.
4. THAT, the Chair or the Vice-Chair or the CAO/Secretary- Treasurer or the Corporate Services Manager of the Authority be and is hereby authorized and directed to apply, in payment of the monies borrowed pursuant to this resolution together with interest thereon at the rate approved by the Minister of Natural Resources, all of the monies received by the Authority from the participating municipalities
CARRIED
10. Appointment of Authority Solicitor (Motion to Approve)
Board Member asked when the last time a request for solicitors was put out for tender.
Staff answered Quinte Conservation normally reappoints the previous solicitors if we are satisfied with their work.
Board Member suggested we have a policy that it must go out for tender every five years.
MOTION QC-21-007 Moved By: Kate MacNaughton (County of Prince Edward) Seconded By: Don Kuntze (City of Quinte West)
THAT, Templeman Menninga be appointed as solicitors for Quinte Conservation for issues related to Section 28 Regulations, Water and Land management.
CARRIED
11. Appointment of Signing Officers
Board Member suggested that the authorization be the position name rather than the individuals name to make it easier when transitioning.
MOTION QC-21-008 Moved By: Mike Kerby (Centre Hastings Municipality) Seconded By: Heather Lang (Tyendinaga Township)
THAT, the signing authorities for Quinte Conservation for 2021 be any two of the following: James Flieler, Quinte Conservation Executive Chair; Janice Maynard, Quinte Conservation Executive Vice Chair; Brad McNevin,-Chief Administrative Officer/Secretary-Treasurer; and Tammy Smith, Corporate Services Manager
CARRIED
9
Page 158 of 162
12. Appointment of the Source Water Protection Committee (Motion to Approve)
There was no discussion.
MOTION QC-21-009 Moved By: Tom Livingston (County of Prince Edward) Seconded By: Les Stanfield (County of Prince Edward)
THAT, Mike Kerby be appointed to the Source Protection Committee
CARRIED
13. Appointment of the Hearing Committee (Motion to Approve)
There was no discussion.
MOTION QC-21-010 Moved By: John Wise (Stone Mills Township) Seconded By: Paul Carr (City of Belleville)
THAT, the Chair and Vice-Chair of each Watershed Advisory Board (namely; James Flieler, Paul Carr, John Wise, Heather Lang, Janice Maynard and John Hirsch) be appointed to the Hearing Committee for 2021.
CARRIED
14. Appointment of the Hydro Committee Representatives (Motion to Approve)
There was no discussion.
MOTION QC-21-011 Moved By: Don Kuntze (City of Quinte West) Seconded By: Sean Kelly (City of Belleville)
THAT, the Chair and Vice-Chair of each Watershed Advisory Board (namely; James Flieler, Paul Carr, John Wise, Heather Lang, Janice Maynard and John Hirsch) be appointed to the Hydro Committee for 2021.
CARRIED
10
Page 159 of 162
15. Appointment of the Budget Committee Members
Staff mentioned that one of the proposed changes with Conservation Authorities is new budget guidelines for 2022.
MOTION QC-21-012 Moved By: Heather Lang (Tyendinaga Township) Seconded By: Henry Hogg (Addington Highlands Township)
THAT, one member of each Watershed Advisory Board (namely; Don Kuntze (City of Quinte West), Norm Roberts (South Frontenac) and Ray Hobson (County of Prince Edward) be appointed to the Budget Committee for 2021.
CARRIED
16. Appointment of the Lands Committee Members (Motion to Approve)
There was no discussion.
MOTION QC-21-013 Moved By: John Wise (Stone Mills Township) Seconded By: John Hirsch (County of Prince Edward)
THAT, Chris Malette (MRW, City of Belleville), Steven Everhardus (NRW, Town of Deseronto), Les Stanfield (PERCA, County of Prince Edward) and Tom Livingston (PERCA, County of Prince Edward) be appointed to the Lands Committee for 2021.
CARRIED
17. Appointment of an Executive Committee Member to the Foundation Board (Motion to Approve)
John Wise nominated Sean Kelly. This was seconded by Janice Maynard.
Mike Kerby nominated John Wise. This was seconded by Don Kuntze. John Wise withdrew his name.
MOTION QC-21-014 Moved By: Mike Kerby (Centre Hastings Municipality) Seconded By: Chris Malette (City of Belleville)
THAT, Sean Kelly be nominated to the Quinte Conservation Foundation Board of Directors.
CARRIED
11
Page 160 of 162
18. Staff Years of Service Recognition
Curtis Vance – 10 years
Christine McClure – 10 years
19. Appointment of an Officer
Staff explained the report. The Quinte Conservation Executive Board needs to appoint the new Enforcement Officer so they can work under Section 28 of the Conservation Authorities Act.
Board Member asked if this position is hourly or salary.
Staff answered that it is hourly.
Board Member asked how the Enforcement Officer will dress to identify himself.
Staff answered that they will receive Quinte Conservation clothing and has to carry identification.
Board Member asked who determines what the fines are.
Staff answered all fines are set.
Board Member asked how many hours a week the Enforcement Officer will work.
Staff answered that it will be one day a week on average.
MOTION QC-21-015 Moved By: Steven Everhardus (Town of Deseronto) Seconded By: Les Stanfield (County of Prince Edward)
THAT, the Quinte Conservation Executive Board appoint Jason Messenger as an Officer (including designation as a Provincial Offenses Officer) to enforce regulations made by Quinte Conservation pursuant to section 28 and 29 of the Conservation Authorities Act and to enforce the Trespass to Property Act be approved.
CARRIED
12
Page 161 of 162 Page 162 of 162