AGENDA Committee of the Whole Meeting Monday, April 15, 2019 Council Chambers 7:00+ PM Page
AWARDS AND RECOGNITIONS
CONFIRMATION OF AGENDA
DISCLOSURES OF PECUNIARY INTEREST
DETERMINATION OF ITEMS REQUIRING SEPARATE DISCUSSION
ADOPTION OF ALL ITEMS NOT REQUIRING SEPARATE DISCUSSION
COMMITTEE OF THE WHOLE ITEMS
CW-1 COUNCIL ITEMS (1) TOTTENHAM MUNICIPAL WATER SUPPLY 3 Written Motion from Councillor Lacey
CW-2 COMMITTEE, BOARD AND TASK FORCE SUMMARIES (1) POLICE SERVICES BOARD 5 - 29 Minutes dated February 27, 2019
CW-3 OFFICE OF THE CAO
CW-4 CORPORATE SERVICES (1) STRATEGIC ASSET MANAGEMENT POLICY, GOVERNANCE 31 - 88 AND COMMUNICATION STRATEGIES #CS-2019-01 - Pdf
(2) SIGN BY-LAW REQUEST FOR VARIANCE 89 - 99 FROM PRIDE SIGNS ON BEHALF OF MCDONALD'S RESTAURANT OF CANADA TO INSTALL GROUND SIGNS ON THEIR PROPERTY AT 137 YOUNG STREET, ALLISTON #ADMIN-2019-24 - Pdf
(3) ROAD DEDICATION CORRECTION BY-LAW 101 - 111 PARTS 2 & 4 ON REFERENCE PLAN 51R-9068 #ADMIN-2019-25 - Pdf
(4) LICENSE AGREEMENT - POSTAL KIOSK 113 - 119 TOWN OF NEW TECUMSETH AND CANADA POST CORPORATION PART 2 ON PART OF BLOCK 247 & PART OF FRASER AVENUE, TOTTENHAM #ADMIN-2019-26 - Pdf
CW-5 DEVELOPMENT AND INFRASTRUCTURE SERVICES (1) SPONSORSHIP POLICY 121 - 138 #PRC-2019-04 - Pdf
(2) FIELD & DIAMOND USER FEE INCREASE 2019 139 - 142 #PRC-2019-05 - Pdf
(3) NATIONAL FOCUS DISTRIBUTION LOGISTICS INC. 143 - 148 LEASE AGREEMENT RENEWAL - RECREATIONAL LAND USE #PRC-2019-06 - Pdf
(4) MUSEUM ON THE BOYNE - STRATEGIC PLAN EXTENSION 149 - 150 #PRC-2019-07 - Pdf
(5) AWARD OF TENDER NO. T19-06 151 - 160 SUPPLY AND DELIVERY OF FIVE (5) HALF TON TRUCKS #PW-2019-04 - Pdf
(6) AWARD OF TENDER NO. T19-07 161 - 169 SWABBING OF WATERMAINS #PW-2019-05 - Pdf
GENERAL INFORMATION / ANNOUNCEMENTS
PUBLIC NOTICE
ADJOURNMENT
Page 2 of 169
COUNCIL ITEMS MEMBER’S REQUEST - WRITTEN MOTION
MEETING DATE: April 15, 2019
ITEM: Tottenham Municipal Water Supply
REQUESTED BY: Councillor Lacey
MOTION:
WHEREAS members of the public have requested regular updates with regard to the Tottenham municipal water supply;
NOW THEREFORE BE IT RESOLVED THAT staff be directed to provide updates with regard to the Tottenham municipal water supply within the quarterly water bills mailed to the residents of Tottenham including information on the pipeline extension and water treatment initiatives (aeration system), quarterly water analysis results and swabbing information;
AND FURTHER THAT a link on the Town’s website be created to permit residents to obtain further updated information regarding the above items including a complete water flushing and swabbing schedule for Tottenham.
Page 3 of 169 Page 4 of 169 Nottawasaga Police Services Board (serving A1!j:zla-Tamrmztia/Essn,4Vew Tecrmzscxiz) MINUTES Of Meeting Held at 5:00 p.m. on February 27, 2019 in the Boardroom, Nottawasaga OPP Headquarters, 4601 Industrial Parkway, Alliston
PRESENT: Rick Milne, Chair, Mayor, Town of New Tecumseth Joy Webster, Community Representative, Township of Adjala Tosorontio Keith Boulter, Provincial Appointment Lynn Worthington, Provincial Appointment
SUPPORT: Inspector Steve Clegg, Detachment Commander Nancy Rugman, Secretary
ABSENT: Sandie Macdonald, Vice Chair, Mayor, Township of Essa, with notification Staff Sergeant Brian Hurnber, Operations Manager, with notification
CONFIRMATION OF AGENDA
Resolution No: 2019-17
Moved by L. Worthington Seconded by K. Boulter BE IT RESOLVED THAT the Agenda for the Nottawasaga Police Services Board meeting held on February 27, 2019 be approved as printed. CARRIED
DECLARATIONS OF PECUNIARY INTEREST - Nil
DELEGATIONSIPRESENTATIONS — Nil
MINUTES
Lynn noted that the word “thanked” was missing in Item 3.1.
Resolution No. 2019-18
Moved by K. Boulter Seconded by Joy Webster BE iT RESOLVED THAT the Minutes of the Nottawasaga Police Services Board meeting held on January 30, 2019 be approved as circulated and amended. CARRIED
Page 5 of 169 Nottawasaga Police Services Board February 27, 2013 Page 2 of 3
5. CORRESPONDENCE ~ Nil
6. ACCOUNTS
6.1 Summary of Other Force income to January 31, 2019
Resolution No. 201949
Moved by K. Boulter Seconded by J. Webster BE IT RESOLVED THAT the Summary of Other Force Income for the period ending January 31,2019 be received. CARRIED
7. REPORTS
7.1 Nottawasaga OPP Report, month of January 2019
Resolution No. 2019-20
Moved by K. Boulter Seconded by L. Worthington BE IT RESOLVED THAT the Nottawasaga Police Services Board receive and approve the January 2019 report as presented by Inspector Clegg. CARRIED
The Board noted that Kirsten Buligan has been promoted to Sergeant and requested a letter of congratulations be sent.
7.2 Calls for Service BillingSummary Report, month of January 2019
Resolution No. 2019-21
Moved by L. Worthington Seconded by K. Boulter BE IT RESOLVED THAT the Calls for Service Billing Summary Report dated January 2019 be received. CARRIED
7.3 Provincial Offences - Charges Laid by Municipality to December 31, 2018
Resolution No. 2019-22
Moved by J. Webster Seconded by K. Boulter BE IT RESOLVED THAT the summary of Provincial Offences Charges Laid by Municipality for the period ending January 31, 2019 be received. CARRIED
Page 6 of 169 Nottawasaga Police Services Board February 27, 2019 Page 3 of 3
NEW & UNFINISHED BUSINESS
8.1 Zone 3 Map and Membership
Resolution No: 2019-23
Moved by L. Worthington Seconded by K. Boulter BE IT HEREBY RESOLVED THAT the Nottawasaga Police Services Board renew the membership with OAPSB Zone 3 in the amount of $50.00. CARRIED
QUESTION PERIODIOPEN DISCUSSION
9.1 Keith asked for an update on the status of the purchase of a trailer for the detachment. Secretary Rugman willfollow up with Staff Sgt. Humber and report back to the Board.
9.2 Rick noted that the detachment willbe hosting a charity hockey game in Alliston on March 7 at the New Tecumseth Recreation Centre on Industrial Parkway.
9.3 Inspector Clegg advised that he willbring the high school of?cers to make a presentation at the March Board meeting.
10. “IN CAMERA" » Nil
11. ADJOURNMENT
Resolution No: 2019-24
Moved by K. Boulter Seconded by L. Worthington BE IT HEREBY RESOLVED THAT the meeting adjourn at 6:00 p.m. CARRIED
Secretgry3 g:
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zowE Page 8 of 169 \ f e \ _ NewTecumseth7 Alliston- Beeton~T0ttenham Nottawasaga Police Services Board Report for January 2019 presented by Inspector Steve CLEGG 2 7 February 2019 Page 9 of 169 Police Services Board Report for Nottawasaga Records Management System January - 2019 1 Violent Crime Actual January Year to Date - January 12 2018 2019 % 2018 2019 % Change Change 10 -- Murder 0 -- 0 8 Other OffencesCausing 0 »— 0 -- Tu Death 1:}6 -— < Attempted Murder 0 0 0 -— 4 Sexual Assault 3 33.3% 33.3% Assault 12 10 -16.7% 12 10 -16.7% 2 Abduction 0 0 -- 0 -- , | 0 V A, R0bbe|'Y 2 '50~0°/0 1 ‘50-0% Sexual Assault Robbery Other Other CrimesAgainsta 8 41.1% 9 s -11.1% Assau-~ Crimes-u Person 2018 U 2019 26 23 26 23 -11.5°/o lotal A -1I1.5°/o Property Crime ‘ Actual January Year to Date - January 35 2018 2019 % 2018 2019 % 30 Change Change 25 E -— ‘Arson 0 0 O 0 -— 1:3’ Break& Enter 1 12 1,100.0% < 1 12 1,100.0% 10 Theft Over 3 4 33.3% 3 4 33.3% 5 Theft Under 14 32 128.6% 14 32 128.6°/o 0 -— Have Stolen Goods 0 1 0 1 —— % Fraud 17 15 -11.8% 17 15 ~11.8% Q33? Q} Mischief 15 15 0.0% 15 15 0.0% 2018 I‘A 2019 Total _ _50 7_9 58.0”/o 79 58.0°/o I 59 3 Drug Crime Actual — January Year to Date January 2 2018 2019 % 2018 2019 % 7,2 Change Change g Possession 2 -100.0% 2 -100.0% ‘I i 0 Trafficking 1 -100.0% -100.0% 0 Importation and 1 _1oo_0% 1 400.0% Possession Traf?cking Importation Production Total 4 0 -100.0% 4 0 -100.0% 2°18"2°19 Clearance Rate Detachment: 1L — NO‘|‘l'AWASAGA Data source date: Report Generated by: Report Generated on: 16 2019/O2/ Bly, Summer 20-Feb—1911:47:29 AM PP—CSC—OperationalPlanning-4300 Page 10 of 169 Police Services Board Report for Nottawasaga Records Management System January - 2019 Clearance Rate January Year to Date — January 1000/D 2018 2019 Difference 2018 2019 Difference 80%. 60°/ ViolentCrime 73.1% 783% 5.2% 73.1% 78.3% 5.2% 400/00 Property Crime 20.0% 27.8% 7.8% 20.0% 27.8% 7.8% 20% " " 0% Dmg " Crime 100'0% 10000/° " Violent PropertY Drug Total _ Crim... Cri... Crime (Vio|e1.. Total (Violent, 44.0°/o 41.0”/o -3.1°/o 44.0"/o 41.0°/o -3.1°/o I__ Property & Drug) 2018 ‘ 2019 Unfounded Unfounded January Year to Date — T°tai January (Violent, Property 2018 2019 % 2018 2019 % &D,ug) Change Change 0 4 8 12 T t I V‘ Ient, Property 11 1 -90.9°/ n 11 1 -90.9°/ o &oDarug)Io Zolsuzolg Data contained withinthis report is dynamic in nature and numbers willchange over time as the Ontario ProvincialPolice continue to investigate and solve crime. Data Utilized — Major Crimes - Niche RMSAllOffence Level Business Intelligence Cube Detachment: 1L — NOTFAWASAGA Data source date: Report Generated by: Report Generated on: 2019/02/16 Bly, Summer 20~Feb—1911:47:29 AM PP—CSC—Operationa|P|anning—430O Page 11 of 169 Police Services Board Report for Nottawasaga Collision Reporting System January - 2019 Motor Vehicle Collisions by Type 100 Incidents January Year to Date — 80 January El 2018 2019 % V 2018 2019 0/. g 50 Change Change 40 Fatal "‘ 2 0 -100.0% 2 0 -100.0% 20 Personal Injury 10 17 70.0% 10 i 17 70.0% 0 « Property Damage 89 93 4.5% 89 93 4.5% Fatal Personal PFOPEFW Injury Total 101 110 3.9% 101 110 8.9% Damage 2018 Y‘ 2019 Fatalities in -Detachment Area Incidents January Year to Date - January 2018 2019 % Change 2018 2019 % Change Motor Vehicle Collision Fatal Incidents 2 0 -100.0% 2 0 -100.0% AlcoholRelated -— 0 0 0 0 -- Off—RoadVehicle Fatal Incidents —- 0 0 0 0 -- AlcoholRelated -- 0 0 0 0 -- MotorizedSnow Vehicle Fatal Incidents -~ 0 0 0 0 -- AlcoholRelated —— 0 0 0 0 -- Persons Killed January Year to Date — January 2018 2019 % Change 2018 2019 % Change Motor Vehicle Collision 2 0 -100.0% 2 0 -100.0% Off-RoadVehicle 0 -— 0 O 0 -- Motorized Snow Vehicle 0 -— 0 0 0 -- Data Utilized — SQLonline application reporting system — OPPCRS2.3.09 - CollisionReporting System Business Intelligence Cube Detachment: 1L — NOTFAWASAGA Data source date: Report Generated by: Report Generated on: 2019/02/19 Bly, Summer 20-Feb-19 11:50:09 AM PP—CSC—OperationalPlanning—4300 Page 12 of 169 Police Services Board Report for Nottawasaga Integrated Court Offence Network January - 2019 Criminal Code and Provincial Statute Charges Laid Offence Count January Year to Date - January 2018 2019 % 2018 2019 % Change Change Highway Traf?c Act 479 370 -22.8% 479 370 -22.8% CriminalCode Traf?c 12 0 -100.0% 12 0 -100.0% CriminalCode Non- 170 59 -65.3% 170 59 -65.3% Traf?c Liquor LicenceAct 2 1 -50.0% 2 1 -50.0% Other Violations 82 39 -52.4% 82 39 -52.4% 2018 B 2019 All Violations 745 469 -37.00/o 745 469 -37.0% Traffic Related Charges Offence Count January Year to Date - 350 January *5300 3 250 2018 2019 % 2018 2019 % u Change Change 200 § 150 Speeding 315 259 -17.8% 315 259 -17.8% E100 0 50 Seatbelt 5 8 60.0% 5 8 60.0°/o 0 _ Speeding Impaired Impaired 11 0 -100.0% 11 0 -100.0% Seatbelt Distracted ‘ Distracted 13 4 -69.2% 13 4 -69.2% 2018 1" 2019 Integrated Court Offence Network data is updated on a monthly basis: Data could be as much as a month and a half behind. Data Utilized - Ministry of Attorney General, Integrated Court Offence Network - Integrated Court Offence Network Charge Business Intelligence Cube Detachment: 1L - NOTFAWASAGA Data source date: Report Generated by: Report Generated on: 19-Feb-19 1:24:44 PM Bly, Summer 20-Feb-19 11:53:43 AM PP—CSC—OperationalPlanning-4300 Page 13 of 169 Police Services Board Report for Nottawasaga 2019/Jan Public Complaints Policy 0 Service 0 Conduct 0 Date information collected from Professional Standards Bureau Commander Reports: 2019-02-20 Data Source Ontario ProvincialPolice,ProfessionalStandards Bureau Commander Reports - Includes all public policy, service and conduct complaints submitted to the Officeof the Independent Police Review Director (OIPRD) Secondary Employment Nottawasaga Detachment currently has eight members approved for secondary employment. Intelligence Led Policing - Crime Abatement Strategy Number of Offenders in Program 17 Number of Offenders Charged Number of Charges Laid 6 Number of Checks Performed 22 Date information was collected from Records Management System: 2019-02-20 Staffing Updates Transfers: Scott FUGLSANGtransferred to TRU Promotions: Kirsten BULIGANpromoted to Sergeant Awards: Nil Recognition: Nil - Other: - Sick leave 0.25 // Maternity/Parental 1 // WSIB - 1 // Other: 3 Detachment: 1L - NOTFAWASAGA Report Generated by: Report Generated on: Bly, Summer 20-Feb-19 11:47:21 AM PP—CSC—Operatlona|Planning-4300 Page 14 of 169 January 2019 Complaint Report Date Received Allegation Status Nil CommunityInitiatives Change Change January Monthly Year To Date Y T D 2018 2019 % 2018 2019 % RIDE 23 48 108.70% Foot 23 48 108.70% Patrol Alliston 31 44.5 43.55% 31 44.5 43.55% Beeton 2 2 0.00% 2 2 0.00% Tottenham 17 8.75 -48.53% 17 8.75 -48.53% Adja1a—T0s0rontio 1.5 15 900.00% 1.5 15 900.00% Angus 18.5 7.25 -60.81% 18.5 7.25 -60.81% Calls for Service 1336 1617 21.03% 1336 1617 21.03% 0.00% 0.00% 0 0.00% 0.00% 0 0 0.00% 0.00% 0 0 0.00% 0.00% 0 0 0.00% Page 15 of 169 OVERTIME ALLOTMENT2019 OVERTIME HOURS Monthly Percent January 632.50 8.20% February 0.00 0.00% March 0 000% April 0 0.00% May 0.00 0.00% June 0.00 000% July 0.00 0.00% August 0.00 0.00% September 0.00 0.00% October 0.00 0.00% November 0.00 0.00% December 000 0.00% Year To Date 632.50 8.20% Annual Allotment 7711.00 Monthly Budget 642.00 Page 16 of 169 /|~D\ Calls For Service (CFS) Billing Summary Report Adjala-Tosorontio, Essa, New Tecumseth January - 2019 Billing Categories 2019 2018 (Billingcategories below do not match Year to Time Year To Date Year to traditional crime groupings) Ja””a'V January Time Year To Date Date Standard Weighted Hours Date Standard Weighted Hours Violent Criminal Sexual Assault With a Code Weapon 0 0.0 15.1 15.1 Sexual Assault 4 15.1 60.4 15.1 30.2 Non~Consensual ' Distributionof Intimate 0 0.0 15.1 15.1 Images ‘ Assault With Weapon or Causing Bodily Harm- I3 15.1 45.3 15.1 45.3 " Level 2 Assau|t~Leve| 1 7 15.1 105.7 15.1 151.0 Assault Peace Officer 0 0.0 15.1 15.1 . Robbery ~Master code 1 15.1 15.1 15.1 15.1 Robbery, With Threat of Violence 0 0.0 15.1 15.1 Criminal Harassment 1 15.1 15.1 15.1 30.2 Criminal Harassment — Offender Unknown 0 0.0 15.1 15.1 IndecentJHarassing Communications 0 0.0 15.1 15.1 Utter Threats to Person 7 15.1 105.7 15.1 90.6 23 23 15.1 347.3 15.1 453.0 Property Crime Break & Enter 12 12 7.6 91.2 7.6 wolamns 22.6 Theft Over - Farm Equipment 1 7.6 7.6 0.0 Theft Over - Trailers 0 0.0 7.6 7.6 Theft - Over Other Theft 0 0.0 7.6 7,6 Theft of - Automobile 1 7.6 7.6 7.6 7.6 Theft of - Trucks 1 7.6 7.6 7.6 7,6 Theft of - All Terrain Vehicles 1 7.6 7.6 0.0 ‘ Theft of- Other Motor Vehicles 0 0.0 7.6 7.6 ‘ Theft Under —master code 1 7.6 7.6 7.6 22.8 Theft under - Farm Equipment 1 7.6 7.6 0.0 Theft Under ~ 1 Construction Site 7.6 7.6 0.0 Theft under ~ Bicycles 2 7.6 15.2 0.0 Theft under - Other Theft 10 7.6 76.0 7.6 30.4 Theft Under - Gasoline Drive-off 1 7.6 7.6 7.6 22.8 Theft FROM Motor Vehicle Under $5.000 7 7.6 53.2 7,6 22.8 Theft Under $5,000 [SHOPLIFTING] 9 7.6 68.4 7,6 228 Report Content Last Updated: Report generated by: Report generated 2019/02/16 on: Bly, Summer 20~Feb~19 11:44:22 AM Page 1 of6 Page 17 of 169 Calls For Service (CFS) Billing Summary Report Adjala-Tosorontio, Essa, New Tecumseth January - 2019 BillingCategories 2019 2013 (Billingcategories below do not match _ _ _ _ Year to- Time Year To 1F5dW0"8’077/779 QVWPIHQS} Janua ry Date Year to Time Year To Date Dale Standard Janua ry Weighted Hours Date Standard Weighted Hours Property Crime Possession of Stolen 1 1 Violations Goods under $5,000 7'6 7'5 ° 0 0'0 Fraud -Master code 1 1 7.6 7.6 O 0 0.0 Fraud ~ ‘ Steal/ForgelPoss./Use 1 1 7.6 7.6 1 Credit Card 1 7.6 7.6 8‘ 1 1 7.6 E;fe”r?n:°'9e'3' 7.6 0 0 0.0 Fraud - Fraud through 1 1 7.6 mans 7.6 0 0 0.0 Fraud -Moneylproperty/ 1 1 7.6 Security > $5,000 7.6 2 2 7.6 15.2 Fraud ~Money/properly/ 4 4 7.6 security <: $5.000 30.4 8 8 7.6 608 Fraud - Other 4 ‘ 4 7.6 30.4 6 6 7.6 45.6 Identity Fraud 2 2 7.6 15.2 1 1 7.6 7.6 Mischief—master code 14 14 7.6 1064 16 16 7.6 121.6 Interfere with lawfuluse, 1 1 7'6 enjoyment of property 7'6 0 0 0'0 Property Damage 2 2 7.6 15.2 0 O 0.0 B1 81 7.6 615.6 58 58 7.6 440.8 Other Criminal Possess Firearm while 2 2 7'6 Code Violations prohibited 152 0 0 0'0 (Excluding . . 11am") Other Criminal Code ‘ - 1 1 7'6 7'6 Sec.7B Sec.96 0 0 °'° Offensive Weapons- 1 1 7'6 Possession of Weapons 7'6 1 1 7'6 7’6 BailViolations - Fail To 8 8 7.6 Comply 60.8 7 7 7.6 53.2 Counterfeit Money - 1 1 Others 7.6 7.6 0 0 0.0 Disturb the Peace 0 0 0.0 2 2 7.6 15.2 Obstrucl Public Peace 1 1 7.6 Office! 7.6 1 1 7.6 7.6 Breach of Probation I 3 3 7.6 22.8 5 5 7.5 38.0 _ _‘ 17 17 E 7.5 129.2 16 16 7.6 121.6 Drug Possession Possession Cannabis 0 0 0.0 2 2 6.2 12.4 Drug related occurrence 1 1 6.2 6.2 3 3 6.2 18.6 Overdose 0 0 0.0 2 2 6.2 12.4 _ 1 1 6.2 6.2 7 7 6.2 43.4 Drugs Traf?cking Cocaine 0 0 0.0 1 1 33.9 33.9 Traf?cking 0 Opioid 1 1 519 ; (other than heroin) 333 0 0 0'0 Production Cannabis _ 0 0 °'° (Marihuana) (Cultivation) 1 ' 1 339 33"’ Report Content Last Updated: Report generated 2019/02/16 by: Report generated on: Bly, Summer 20-Feb~19 11:44:22 AM Page 2 of 6 Page 18 of 169 Calls For Service (CFS) Billing Summary Report Adjala-Tosorontio, Essa, New Tecumseth January - 2019 BillingCategories 2°19 2018 (BI'”l:n_903t99_0fi95be/0_Wd0 "01 W315’? ffadlflo?al WW9 Yearto Time YearTo Date §"0UPl/795} Janua ry Year to Time Year To Date Standard Weighted Hours Ja nuaW Date Date Standard Weighted Hours Drugs DRUGOperation - CommercialGrow 1 1 33.9 33.9 0 ?ndoo? 0 0.0 ’ 2 2 33.9 67.3 2 2 Statutes &Acts 33.9 67.8 ACMYCJA) 1 1 3.1 3.1 O 0 0.0 Landlord/Tenant 9 9 3.1 27.9 2 2 3.1 6.2 Mental Health Act 13 13 3.1 40.3 11 11 3.1 34.1 Mental Health Act - No 1 contact with Police 1 3'1 3'1 1 1 3'1 3'1 ' ;"<'tfe"r‘:“nHSeLfj$‘;‘°‘2 2 3.1 6.2 1 1 3.1 3.1 ‘ Mental Health Act 11 Threat ofsuicide 10 10 3.1 31.0 8 8 3.1 24.8 3 3 3.1 9.3 4 4 3.1 12.4 8 l",’1|::::1':‘:?:'g;n1:°“ 8 3.1 24.8 5 5 3.1 15.5 T° EcfspassP'°Pe"V 6 6 3.1 18.6 4 4 3.1 12.4 _ 53 53 3.1 164.3 36 Operational 36 3.1 111.6 Animal-Master code 1 1 3.4 3.4 0 0 0.0 AnimalBite 1 1 3.4 3,4 1 1 3.4 3.4 AnimalStray 1 1 3.4 3.4 1 1 3.4 3 4 Animal Injured 2 2 3.4 6.8 0 0 0.0 Animal - Other 5 5 3.4 17.0 4 4 3.4 13.6 Alarm ~Mastercode 6 6 3.4 . 20.4 0 0 0.0 Alarm-Others 2 2 3.4 6.8 4 4 3.4 136 ' W"”””-9 0 0 dA'a”" 0.0 2 2 3.4 6.8 Domestic Disturbance 31 31 3.4 105.4 35 35 3.4 119.0 Suspicious Person 17 17 3.4 57.8 10 10 3.4 34.0 Phone -Master code 0 0 0.0 1 1 3.4 3.4 Phone ~Nuisance~ No Charges Laid 2 2 3.4 6.8 2 2 3,4 6.8 Phone -Other - No Charges Laid 0 0 0.0 5 5 3.4 17.0 Fire - Building 1 1 3.4 3.4 3 3 3.4 — 10.2 Fire Vehicle 1 1 3.4 3.4 2 2 3.4 6.8 Fire ~ Other 2 2 3.4 6.8 0 0 0.0 Insecure Condition~ 0 U Building 0.0 2 2 3.4 6.8 Pe’5°" 12 3‘ 3 Z':f:”9 3 3.4 10.2 3 3 3.4 20.4 Report Content Last Updated: 2019/02/16 Report generated by: Bly, Summer Report generated on: 20~Feb-1911:44:22AM Page 3 of 6 Page 19 of 169 Calls For Service (CFS) Billing Summary Report Adjala-Tosorontio, Essa, New Tecumseth January - 2019 1 Billing Categories L 2°19 2018 (Billingcategories below do not match ‘ , YearTo Date I traditionalcrime groupings) . Yearto‘ Time YearTo Date Weighted Hours JanuaW’ Date ‘ 1 ‘Standard’ Weighted Hours j Operational issing Person Located . 0 0 2&o|der 0.0 1 1 3.4 3.4 r i . . ' 3 Noise Complaint -Master «coder 1 1 34 3'4 0 0 00 Noise Complaint - ‘ 1 1 3.4 3.4 ehide I 2 2 3.4 6.8 r .. ENoise Complaint - V 8 rResidence 8 3.4 27.2 6 6 3.4 20.4 1Noise Complaint - 0 o Business 0.0 2 2 3.4 6.8 1l\lois‘e'('2omplali1t-2 2 2 3.4 EAmma| 6.8 0 O 0.0 r . .. . 1 Noise Comp|aint- [ Omar: 5 5 3.4 17.0 1 1 3.4 3.4 r V . Accident - non~MVC— 3 0 r Masrer Code 0 0.0 1 1 3.4 3.4 1 F — 1Accident non~MVC - 1 1 1 3Industrial 3.4 3.4 1 1 3.4 3.4 Accident - non-MVC - . 3 0 i Construction Site 0 0'0 1 1 3'4 3'4 V §Accident - non-MVC - Commerclal 2 2 3.4 6.8 0 0 r. . .. . 0.0 r r 1 Found Properly -Master 3 Code 3 3.4 10.2 D O 0.0 - V 3 Found License Plate 1 0 O 0.0 ' 1 1 3.4 i I » 3.4 ' 5Found-Personal 3 3 3.4 r Accessories 10.2 1 1 3.4 3.4 Found-Radio,TV,Sound- 0 0 1Repmdr Equip‘ ‘ 0.0 1 1 3.4 3.4 ‘ . Found-Bicycles 1 1 3.4 3.4 o o 0.0 3 Found-Others 1 1 3.4 3.4 o 0 0.0 1 Lost Property -Master 1 rcode 1 3.4 3.4 1 1 3.4 3.4 Lost License Plate 0 0 0.0 1 1 3.4 3.4 3 E Lost-Personal . 5 5 3.4 E/mcessories 17.0 1 1 3.4 3.4 1 i V _: j Lost-Jewellery 1 3.4 1 3.4 0 0 0.0 Lost-Others 1 1 3.4 3.4 0 0 0.0 Sudden Death - 0 §Accidemalr 0 0.0 1 1 3.4 r 3.4 Sudden Death ~ Suicide 1 1 3.4 3.4 0 0 0.0 ~ i Sudden Death Natural I . 3 3 3.4 causes 10.2 7 7 3.4 23.8 Sudden Death - Others 1 1 3.4 3.4 1 1 3.4 3.4 Suspicious Vehicle 8 8 3.4 27.2 13 13 3.4 44.2 1Trouble with Youth _ 7 7 3.4 23.8 8 8 3.4 27.2 Report Content Last Updated: Report generated by: 2019/02/16 Report generated on: Bly, Summer 20-Feb-19 11:44:22 AM Page 4 of 6 Page 20 of 169 Calls For Service (CFS) Billing Summary Report Adjala-Tosorontio, Essa, New Tecumseth January - 2019 Billing Categories 2019 2018 (Billing categories below do not match Year to Time Year To Date Year to Time Year To Date January traditional crime groupings) Ja"”a"/ Date Standard Weighted Hours Date Standard Weighted Hours ‘ Operational Medical Assistance - 0 0.0 3.4 Other 3.4 Unwanted Persons 11 11 3.4 37.4 3.4 V 17.0 Neighbour Dispute B 3.4 27.2 3.4 17.0 Other Municipal By- 2 3.4 Laws 6.8 3.4 13.6 Traf?c By~Law 3 3.4 10.2 3.4 3.4 Assist Fire Department 3 3.4 10.2 3.4 6.8 Assist Public 76 76 3.4 256.4 105 105 3.4 357.0 Family Dispute 26 26 3.4 88.4 34 34 3.4 115.6 260 260 3.4 834.0 286 286 3.4 972.4 Operationalz ; False Alarm-Accidental 10 10 12.0 30 . Trip 1.2 30 1.2 36.0 False Alarm-Malfunction 4 1.2 4.8 1.2 8.4 1False Alarm -Others 15 15 1.2 18.0 12 13.2 ‘ False Alarm -Cancelled 6 1.2 7.2 1.2 1.2 Keep the Peace 17 17 1.2 20.4 1.2 13.2 V911call I 911 hang up 132 132 1.2 158.4 1.2 105.6 911 hang up - Pocket 21 Dial 21 1.2 25.2 17 17 1.2 20.4 ' 911 call — Dropped Cell 18 18 1.2 21.6 13 13 1.2 15.6 223 223 1.2 267.6 178 178 1.2 213.6 Tral?c MVC (MOTOR VEHICLE COLLISION)-Master 3 3.4 10.2 3.4 3.4 Icode MVC - Personal Injury . (MOTOR VEHICLE 7 3.4 23.8 3.4 17.0 COLLISION) . MVC 4 Prop. Dam. Non 29 29 3.4 30 Reportable 98.6 30 3.4 102.0 MVC - Prop. Dam. j Reportable (MOTOR 51 3.4 173.4 55 55 3.4 187.0 VEHICLE COLLISION) MVC - Prop. Dam. ailed to Remain 3 MOTOR VEHICLE 3.4 102 13 13 3.4 44.2 1 COLLISION) MVC - Pers. Inj. Failed To Remain (MOTOR 1 3.4 3.4 3.4 3.4 VEHICLE COLLISION) MVC - Fatal (MOTOR 0 0.0 VEHICLE COLLISION) 3.4 3.4 MVC » Others (MOTOR V 0 : VEHICLE COLLISION) 0.0 3.4 3.4 94 94 3.4 319.6 107 107 3.4 363.8 754 754 2,801.6 720 720 2,788.0 Report Content Last Updated: Report generated by: Report generated on: 2019/02/16 Bly, Summer 20-Feb»19 11:44:22 AM Page 5 016 Page 21 of 169 Calls For Service (CFS) Billing Summary Report Adjala-Tosorontio, Essa, New Tecumseth January - 2019 Ngtg 19DetachmentCommanders: - The content of each report is to be shared by the Detachment Commander E; with the municipality for which it was generated. The municipality may treat this as a public document and distribute it as they wish. o All data is sourced from the Niche RMS application. Included are 'reported' occurrences (actuals and unfounded occurrences) for ‘billable’ occurrences ONLY. Data is refreshed on a weekly basis. 0 The Traf?c category includes motor vehicle collision (MVC)occurrences entered into Niche (UCR code 8521). MVCs are NOT sourced from the eCRS application for this report. a Only the primary violation is counted within an occurrence. - Time standards displayed are for the 2017 billing period. Noteto Mun pa tgs: 0 Data contained within this report is dynamic in nature and numbers willchange over time as the Ontario Provincial Police continues to investigate and solve crime. a This report is NOT to be used for crime trend analysis as not all occurrences are included. - Data groupings within this report do not match traditional crime groupings seen in other public reports such as the OPP Police Services Board reports or Statistics Canada reporting. Report Content Last Updated: Report generated by: Report generated on: 2019/02/16 Bly, Summer 20-Feb-19 11:44:22 AM Page 6 of 6 Page 22 of 169 2019 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec TOTAL Percentage AT 17 Side Road Adjala-Tos 0 0.000 AT 30th Sideroad, Adjala 0 0.000 AT 32nd Sideroad, Adjala~Tos 0 0.000 AT 15 Side Road Adjala-Tos 0 0.000 AT 20 Side Road Adjala-Tos 0 0.000 AT 2nd Conc. Tosorontio 0 AT 3rd Conc. Tosorontio 0000 0 0.000 AT 4th Conc., Adja|a—Tosorontio 0 0.000 AT 5th Conc. Adjala-Tosorontio 0 0.000 AT 6th Conc. Adjala/Tosoronlio 0 0.000 AT 7th Conc Adjala 9 9 6.618 AT Adjala-Tecumseth Townline 27 27 19.853 AT County Road 1 3 3 AT Highway 9 2.206 0 0.000 AT County Road 12 Adj.Tos 0 0000 AT County Road 13 Adj.-Tos. 4 4 2.941 AT County Road 14 Adjala 1 1 0.735 AT County Road 15 Adjala 0 0.000 AT County Road 5 Tosorontio 0 0.000 AT County Road 21 0 0000 AT County Road 50 Adjala 43 43 31.618 AT Fisher Drive-Adjala — Tosorontio 0 0.000 AT Hwy 50 o 0000 AT Hwy 89 - Adjala ~ Tosurontio 46 46 33.824 AT 5th Sideroad 0 0.000 AT Keenan Drive.Adjala 0 0.000 AT Lynch Lane.Everett 0 0000 AT Main Street, Everett 0 AT Main Street.Lisle 0.000 0 0.000 AT Maple Street, Tosorontio 0 0.000 AT Mono/Adjala Townline 0 AT Sunnidale/Tos. Townline 0.000 3 3 AT Wales Ave.. Everett 2.206 0 0.000 AT Webster Rd..Tosoronlio 0 0.000 Total Charges Adjala-Tos 136 0 0 0 0 0 0 0 0 0 0 o 136 100 Page 23 of 169 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec TOTAL Percentage Essa, Alessio Drive.Essa 0 0.000 Essa 5th Sideroad 1 1 0.714 Essa 10 Sideroad Essa 0 0.000 Essa 10th Line Essa 2 2 1.429 Essa 11th Line Essa 0 0.000 Essa 20th Sideroad Essa 20 20 14.286 Essa 25th Sideroad Essa 12 12 8.571 Essa 2nd Conc. Essa 0 0.000 Essa 30th Sideroad.Essa 0 0.000 Essa 3rd Line Essa 0 0.000 Essa 5th Line Essa 1 1 0.714 Essa 6th Line Essa 0 0.000 Essa 7th Line Essa 2 2 1.429 Essa 8th Line Essa 0 0.000 Essa 9th Line, Essa 1 1 0.714 Essa Ashbunon Cres.,Essa 0 0.000 Essa Armeda Clow Cres Angus 0 0.000 Essa Auburn St., Angus 0 0.000 Essa Barrie St., Thornton 1 1 0.714 Essa Brentwood Rd..Angus 1 1 0.714 Essa Brian St. 0 0.000 Essa Bushey Ave.. Angus 0 0.000 Essa Cecil Street, Angus 1 1 0.714 Essa Centre Street.Angus 0 0.000 Essa Cindy Lane, Angus 0 0.000 Essa Commerce Dr., Angus 0 0.000 Essa Coulson Ave..Angus 0 0.000 Essa County Road 10 13 13 9.286 Essa County Road 15 Essa 0 0.000 Essa County Road 21 Essa 4 4 2.857 Essa County Road 27 Essa 24 24 17.143 Essa County Road 56 Essa 3 3 2.143 Essa County Road 90 Essa 2 2 1.429 Essa Denney Drive.Baxter 0 0.000 Essa Elizabeth Street 0 0.000 Essa Fraser Street 0 0.000 Essa Greenwood Dr., Angus 0 0.000 Essa Huron St., Angus O 0.000 Essa Hwy 90 2 2 1.429 Essa Hwy 89 28 28 20.000 Essa lnnis?l Beach Road 1 1 0.714 Essa King Street Angus 0 0.000 Essa Lookout Street 0 0.000 Essa Mapleview Dr., Thornton 0 0.000 Essa Margaret St., Angus 1 1 0.714 Essa Masey St.. Angus 1 1 0.714 Essa McCarthy Cres., Angus 0 0.000 Essa McKinnon Road 0 0.000 Essa Meadowland B|vd., Thornton 5 5 3.571 Essa MikeHart Dr., Angus 0 0.000 Essa MillStreet Angus 11 11 7.857 Essa Murphy Road 0 0.000 Essa Old MillRd 0 0.000 Essa Pine River Rd., Angus 0 0.000 Essa Gold Park Gate, Angus 0 0.000 Essa Ralgan Street 0 0.000 Essa Robert Street. Thornton 2 2 1.429 Essa Roth Street, Angus 0 0.000 Essa Simooe Street, Angus 0 0.000 Essa Scotch Line 1 1 0.714 Essa Stonemount Cres 0 0,000 Essa Summerset Place, Angus 0 0.000 Essa Truax Crescent, Angus 0 0.000 Page 24 of 169 Jan Feb Mar Apr May Jun Jul Au Sep Oct Nov Dec TOTAL Essa Vernon St.. Angus Percenta/93 0 0.000 Essa William Street 0 0.000 Essa WilloughbyRoad 0 0.000 Total Charges Essa 0 140 0 0 0 0 0 0 0 0 0 140 100.000 Page 25 of 169 Jan TOTAL Percentage NT 10 Sideroad New Tec 11 11 6.875 NT 15 Sideroad New Tee 2 2 1250 NT 20 Sideroad New Tee 0 0.000 NT 30 Sideroad Ajala. Alliston 1 1 0.625 NT 11th Line, New Tecumseth 3 3 1375 NT 13th Line New Tecumseth 1 1 0.625 NT 14th Line New Tecumseth 1 1 NT 3rd Line New Tecumseth 0.625 0 0.000 NT 4th Line New Tecumseth 0 NT 2nd Line New Tea 0.000 0 0.000 NT 5th Line New Tee 8 8 5.000 NT 6th Conc.. New Tecumseth 0 0.000 NT 7th Line New Tee 3 3 1.875 NT 8th Line New Tecumseth 3 3 1.875 NT 9th Line New Tecumseth 3 3 NT 12th Line.New Tecumseth 1.875 0 NT 14th Line New Tecumseth 0000 0 0.000 NT Adjala-Tecumseth Townline 3 3 NT Adeline Ave..Tottenham 1.875 0 0.000 NT Albert Street, Alliston 4 4 2500 NT Anderson Rd, Alliston 0 NT Banting Drive 0.000 0 NT Bateman Street 0.000 0 0000 NT Beattie Avenue.Alliston 0 NT Beech Street 0000 0 NT Bowerman Blvd., Alliston 0.000 0 0.000 NT Boyne St, Alliston 3 3 NT Buchanan Dr, Alliston 1875 0 NT Burt Avenue 0.000 0 0.000 NT Centre St. Alliston 1 1 NT Cherry Ln., Alliston 0.625 0 0.000 NT Church Street Alliston 7 7 4.375 NT County Road 1 2 2 1.250 NT County Road 10/Tottenham Rd 2 2 NT County Rd 14 1.250 O 0.000 NT County Road 27 1 1 0.625 NT County Road 50 0 NT C.W. Leach Rd 0.000 0 0.000 NT Highway 9 New Tel: 0 0.000 NT Hoard Ave S., Alliston 0 NT DA Jones Ave, Beeton 0.000 0 NT Dayfoot Street, Beeton 0.000 0 0.000 NT DominionStreet Alliston 0 0000 NT Dufferin Street Alliston 2 2 1.250 NT Dunham Drive Alliston 2 2 NT Elizabeth Street 1.250 0 NT Ellison Ave., Alliston 0.000 0 0.000 NT Eighth Ave. Alliston 0 NT Essa Rd 0.000 0 NT Evans Road.Alliston 0.000 0 0.000 NT Falkner Road..Alliston 0 NT Fletcher Cres., Alliston 0.000 0 0000 NT Grey Street. Alliston 0 NT Gunning Cres., Alliston 0.000 0 NT Holt Drive 0.000 0 0000 NT Hwy 89 New Tecumseth 2 2 1250 NT Industrial Parkway 14 14 8.750 NT John W Taylor Ave. 1 1 NT John Ave. 0.625 0 NT Kate Aitkem Crescent 0.000 0 0.000 NT Kennedy Blvd., Alliston NT Keenansville Road 0.000 0 0.000 NT Keogh St., Tottenham 0 0.000 Page 26 of 169 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec TOTAL Percentage NT Kidd Alliston Crescent. 0 0.000 NT King Street Alliston 35 35 21.875 NT Hussey Street.Alliston 0 0.000 NT Hutchinson Dr., New Tecumseth 0 0.000 NT LillyStreet, Beeton 0 0.000 NT Lionel Stone Ave ‘ 0 0.000 NT Lorne Street, Alliston 0 0.000 NT Mackenzie Pioneer Rd., Alliston 1 1 0625 NT Main Street Beeton 2 2 1.250 NT Maple Ave., Beeton 0 0.000 NT Mason Dr., Alliston 1 1 0.625 NT McKenzie St., Alliston 0 0.000 NT Mccurdy Dr., Tottenham 1 1 0.625 NT McGahey St.. Tottenham 0 0.000 NT McKnight Cres., Tottenham 0 0.000 NT MillStreet Tottenham 1 1 0.625 NT MorrisonAve. 0 0.000 NT Mitchell Avenue 0 0.000 NT Nelson Street Alliston 1 1 0.625 NT Nolan Road 0 0.000 NT Oak St.. Alliston 0 0.000 NT Ontario St., Alliston 1 1 0625 NT Paris Street. Alliston 0 0.000 NT Parsons Road 0 0.000 NT Preston Ave. 0 0.000 NT Proctor Gate 0 0.000 NT Patterson Road Beeton 3 3 1875 NT Prospect St., Beeton 0 0.000 NT Richmond $1.. Tottenham 0 0.000 NT Rogers Road 0 0.000 NT Queen Street Tottenham 10 10 6.250 NT Reserve Alliston Lane. 0 0.000 NT Ruthven Crescent 0 0.000 NT Sharpe Cres, Tottenham 0 0.000 NT Shepherd Avenue 1 1 0625 NT Second Beeton St.. 0 0000 NT Simcoe County Road, Beeton 0 0000 NT Sir Frederick Banting., Alliston o 0.000 NT Stewart Alliston Ave.. 0 0.000 NT Stych St.. New Tecumseth 0 0.000 NT Tottenham Tottenham Rd.. 10 10 6.250 NT Tecumseth St., Beeton 0 0.000 NT Treetops B|vd.. Alliston 0 0.000 NT Taylor/Riley Road, Alliston 0 0.000 NT Tupper Alliston St.. 1 1 0.625 NT Turner Drive, Tottenham 0 0.000 NT Victoria Street Alliston 10 10 6.250 NT Weaver Tr 0 0.000 NT Webb Trail 0 0.000 NT Wellington St., Alliston 0 0.000 NT Western Ave, Tottenham 0 0.000 NT Vi?lliam Alliston Street. 0 0.000 NT Young St., Alliston 2 2 1.250 0.000 Total Charges New Tec 160 0 0 0 0 0 0 0 0 O 0 0 160 100.000 TOTAL # OF POTS 436 O 0 0 O O 0 0 0 0 0 D 436 Page 27 of 169 Ontario Association of POLICE SERVICES BOARDS Zone Structure 2000 FORTFRANCES THUNDERBAY Page 28 of 169 ZONE 3 — POLICESERVICESBOARDS SECTION10 SECTION31 FIRST NATIONS Alnwick/Haldimand Barrie Rama Asphodel-Norwood Bradford West / Bonnechere Gwillumburyl lnnisfil Brighton Cobourg Cavan Monaghan Durham Regional Collingwood Kawartha Lakes Cramahe Midland Douro-Dummer Peel Regional Hamilton (Township) Peterborough Havelock-Belmont Port Hope Toronto North Kawartha 'v it .1» 7127.1 York Regional Otonabee Penetanguishene Selwyn Trent Hills Trent Lakes Page 29 of 169 Page 30 of 169 COMMITTEE OF THE WHOLE MEETING APRIL 15, 2019 REPORT #CS-2019-01 STRATEGIC ASSET MANAGEMENT POLICY, GOVERNANCE AND COMMUNICATION STRATEGIES RECOMMENDATION That Report #CS-2019-01 to be received; And further thatCS -001 -2019, Asset Strategic Asset Management Policy # Management Governance and Asset Management Communication Strategies be approved; And further that Asset Management Presentation attached to Report #2019-01 as Attachment #4 be received. OBJECTIVE provis Report this asset of of an with objective Council The ide to overview management and provide a progress update. As well, compliance with Provincial OReg/588 - Asset Management Planning for Municipal Infrastructure requires Council approval the of PolicyAsset (Attach StrategicAsset #1), ment Management Management Governance Strategy (Attachment #2), Management Communication Strategy (Attachment #3) prior to July 1, 2019. BACKGROUND for Asset Municipal Guide The BUILDING document, provincial TOGETHER: Management (AM) Plans, describes AM planning as a process of making the best possible decisions regarding the building, operation, maintenance, renewal, replacement and disposal of infrastructure assets. It is an integrated approach involving all Town departments to realize value from existing and new assets. The objective is to maximize benefits, manage risk, and provide satisfactory levels of service to the public in a sustainable manner. AM requires a thorough understanding of the characteristics and conditions of infrastructure assets, as well as service levels expected from them. It also involves setting strategic priorities to optimize decision-making about when and how to proceed with investments, financial plans and strategies are a key component to putting asset management into action. In 2013 the Town of New Tecumseth contracted a consultant R.V.Anderson Associates Ltd., to prepare an asset management plan in preparation for Provincial requirements linking Gas tax funding to Asset management strategies and plans. The total replacement cost of the Town's assets as per this study was $631 million. Since then we have added $130 million worth of assets. In 2016, the Town adopted a Service Page 31 of 169 Report #CS-2019-01, April 15, 2019 Delivery Review, prepared by KPMG which recommended the establishment of an Asset Management department responsible for capital planning and asset management of town assets. In compliance with these recommendations, a Manager was hired and a road map (Attachment #1, Appendix #1) was developed which included the acquisition of a technical solution to assist with compliance to the new Provincial legislation O.Reg 588/17. This legislation requires significantly more details to be included in future asset management plans. As per the regulation, the town must develop a strategic asset management policy by July 1, 2019 and asset management plans for core infrastructure assets by July 1,2021 and other infrastructure assets by July 1, 2023. COMMENTS AND CONSIDERATIONS In compliance with the first step in O.Reg 588/17, the Town developed: Strategic Asset Management Policy (Attachment #1) The Strategic Asset Management Policy is tied to the Strategic Plan of the Town. It directs the town's asset management plans to meet the following strategic objectives as set in the Strategic Plan: • Manage growth and development • Preserve, Protect and enhance our environment • Provide accountable, responsive governance and excellence in service delivery • Maintain and rehabilitate town assets, roads and infrastructure The Strategic Asset Management Policy will guide the Asset Management Plan by: • Incorporating various asset strategies to meet the strategic objectives of the Town. • Delivering town services at approved levels of service and providing performance metrics to measure that success • Developing evidence based decision making and improving accountability and transparency • Providing a long-term financial forecast for asset replacements, rehabilitations, acquisitions and disposals • Reducing the life cycle costs while maintaining acceptable levels of service • Linking infrastructure investment decisions to service outcomes. Asset Management Governance Strategy (Attachment #2) The Asset Management Governance Strategy provides details on the governance structure necessary to develop, implement and sustain the Asset Management Program for the Town. Asset Management Communication Strategy (Attachment #3) Page 2 of 58 Page 32 of 169 Report #CS-2019-01, April 15, 2019 The Asset Management Communication Strategy identifies the stakeholders and how communications regarding the progress of asset management will occur between the asset management team and the internal and external stakeholders of the Town. FINANCIAL CONSIDERATIONS There are no financial implications directly resulting from Council's adoption of the recommended action. Respectfully submitted: ______Arun Chulliyil, CPA, CGA, Manager, Corporate Assets ______Lori Bedford General Manager of Corporate Services/CFO Attachments: □ Attachment _1 - Strategic Asset Management Policy □ Attachment _2 - Asset Management Governance Strategy □ Attachment _3 - Asset Management Communication Strategy □ Attachment _4 - Asset Management Presentation Approved By: Department: Status: Lori Bedford, GM of Corporate Corporate Services Division Approved - 12 Apr 2019 Services/CFO Page 3 of 58 Page 33 of 169 THE CORPORATION OF THE TOWN OF NEW TECUMSETH CORPORATE POLICY Policy Title: Strategic Asset Management Policy Policy No.: CS-001-2019 Name of Dept: Corporate Services Approval Date: Resolution No.: 1 POLICY STATEMENT: 1.1 The Town of New Tecumseth shall adopt a strategic Asset Management policy to meet the O.reg 588/17 guidelines and develop and apply recognized asset management practices in support of delivering services to its residents. 2 PURPOSE: 2.1 Asset management (AM) is an integrated approach, involving all town departments, to realize value from existing and new assets. The objective is to maximize benefits, manage risk, and provide satisfactory levels of service to the public in a sustainable manner. Asset management requires a thorough understanding of the characteristics and condition of infrastructure assets, as well as the service levels expected from them. It also involves setting strategic priorities to optimize decision making about when and how to proceed with investments. The goal of this policy is to develop a set of actions aimed at improving AM practices across the town and to ensure they are consistently applied. This Policy outlines the fundamental asset management principles, processes and guidelines that will be developed and implemented across New Tecumseth, indicating the Council’s commitment to Asset Management. 2.2 Principals to influence our policy include: • Developing a single source repository of assets to establish a basis for understanding our responsibilities • Understanding, documenting and measuring current and future levels of service to our residents • Providing evidence-based decision-making and transparency • Improving communication and fostering an understanding of the services we provide both currently and into the future • Reducing lifecycle costs while maintaining acceptable levels of service • Linking infrastructure investment decisions to service outcomes Page 1 of 21 Page 4 of 58 Page 34 of 169 • Ensuring infrastructure services are provided at a sustainable level at a cost that is affordable to residents now and into the future. 2.3 The provincial guideline O.Reg. 588/17, Asset Management Planning for Municipal Infrastructure require all municipalities to have a strategic asset management policy in place by July 1, 2019. 3 SCOPE: 3.1 The strategic asset management policy of the Town of New Tecumseth covers all physical assets such as roads, bridges, sidewalks, watermains, sewers, storm water networks, pumping stations, treatment plants, fleet, technology systems, buildings, machinery and equipment, parks, trees and recreation assets. The policy is effective May 1, 2019 and will be formally revised every 5 years. 3.2 The town does not share any assets with the County of Simcoe, adjacent municipalities or the conservation authorities. However, the town is committed to coordinate with the neighboring municipalities, county, conservation authorities and all levels of government when any such assets become interrelated. The town is responsible for the asset management of the water pipeline between Collingwood and Alliston which is owned by the New Tecumseth Improvement Society. 3.3 The capitalization threshold for Town of New Tecumseth is $5,000 below which the value of the assets is not taken into consideration for asset management purpose. However, if the pooled value of assets is more than $5,000, then they are considered as assets for asset management purpose. 4 DEFINITIONS: 4.1 Core Municipal Infrastructure Asset means any municipal infrastructure asset that is a: • Water asset that relates to collection, production, treatment, storage, supply or distribution of water. • Wastewater asset that relates to collection, transmission, treatment or disposal of wastewater, including any wastewater from time to time manages storm water. • Storm water management asset that relates to collection, treatment, retention, infiltration, control or disposal of storm water. • Road • Bridge or culvert as per OSIM (Ontario Structure Inspection Manual) 4.2 Climate Change action plan is a plan by the Government of Ontario, that sets out actions under a regulatory scheme designed to modify behavior that will enable Ontario to achieve its targets for the reduction of greenhouse gas emissions. Page 2 of 21 Page 5 of 58 Page 35 of 169 4.3 Distinct or Vertical Asset is a term sometimes used to refer to buildings and facilities as opposed to linear assets being things like roadways, storm sewers, water and wastewater assets. They include facilities, fleet, equipment, parks etc. 4.4 Greenbelt area is identified in the Ontario Regulation 59/05 under Greenbelt Act, 2005. 4.5 Greenhouse Gas (GHG) Emission is gas and such other contaminants as may be prescribed as greenhouse gas by the regulations. It includes: 1) Carbon dioxide. 2) Methane. 3) Nitrous oxide. 4) Hydrofluorocarbons. 5) Perfluorocarbons. 6) Sulphur hexafluoride. 7) Nitrogen trifluoride. 4.6 Green Infrastructure Asset are natural, and human made elements that provide ecological and hydrologic functions and processes. They include components such as natural heritage features and systems, storm water management systems, street trees, urban forests, natural channels, permeable surfaces, bioswales and green roofs. 4.7 Greater Golden Horseshoe (GGH) is the geographic area designated as Greater Golden Horseshoe growth plan area in Ontario Regulation 416/05. 4.8 Lifecycle Activity is undertaken with respect to a municipal infrastructure asset over its service life, including constructing, maintaining, renewing, operating and decommissioning, and all engineering and design work associated with these activities. 4.9 Levels of Service (LOS) defines the way in which the asset owners, operators, and managers want the system to perform in the long term. It can include technical, financial and managerial components as long as the regulatory requirements are met. It strives to provide its customers an efficient and economical way to deliver that service. 4.10 Municipal Infrastructure Asset is an infrastructure asset directly owned by the municipality or included in the consolidated financial statements of a municipality but does not include any asset that is managed by joint municipal water board. 4.11 Oak Ridges Moraine Conservation Plan is an ecologically based plan that provides land use and resource management direction for the 190,000 hectares of land and water within the Moraine. This ridge stretches 160 km from the Trent river in the east to the Niagara escarpment in the west. The moraine divides the watersheds draining south into western Lake Ontario from those draining north into Georgian Bay, Lake Simcoe and the Trent river system. 4.12 Operating Cost is the aggregate of costs, including energy costs, of operating a municipal infrastructure asset over its service life. Page 3 of 21 Page 6 of 58 Page 36 of 169 4.13 Provincial Policy Statement provides policy direction on matters of provincial interest related to land use planning and development. It was issued under the authority of section 3 of the Planning Act and came into effect on April 30,2014. 4.14 Service life means the total period during which a municipal infrastructure asset is in use or is available to be used. 4.15 Significant Operating Cost is where the operating costs with respect to all municipal infrastructure assets within an asset category are in excess of a threshold amount set by the municipality, the total amount of those operating costs. 4.16 Connection days means the number of properties connected to a municipal system that are affected 5 POLICY: 5.1 An endorsed Asset Management (AM) policy instructs the municipal administration to implement an AM system guided by a set of principles. These principles represent the underlying philosophies that will guide asset management decision-making. They will remain constant throughout council transitions and other organizational changes. The principle statements should be aligned with the community vision and existing strategic plans to ensure connections between the municipality’s strategic direction and asset management efforts. The principles will directly influence staff decision-making across the whole municipality. 5.2 New Tecumseth Strategic Plan Integration The corporate mission of the Town of New Tecumseth is to support the community vision through accessible leadership, partnership and well managed municipal services. The asset management principals need to contribute towards New Tecumseth achieving their objectives as defined in their 2013 - 2018 Strategic Pan. The strategic objectives referred to in this policy include: • Managing growth and development – and ensuring we serve our residents in a cost effective and efficient manner. This requires an understanding of the cost to acquire assets and the future cost to sustain and maintain them • Preserve, protect and enhance our environment – utilizing responsible practices and recognizing our green assets are important to developing a healthy, well rounded community. A significant component of the new provincial requirements includes analysis and discussion on the impact of climate change on a municipalities’ assets • Provide accountable, responsive governance and excellence in service delivery – achieved through long term planning and budgeting, of which asset management is a fundamental component • Maintain and rehabilitate town assets, roads and infrastructure – a direct reference to the importance of this policy Page 5 of 21 Page 7 of 58 Page 37 of 169 5.3 The asset management policy will support the delivery of the Town’s strategic goals and objectives by ensuring the corporate vision for Infrastructure is aligned with the strategic asset management policy. This is done by having a plan that will promote: • A complete and accurate repository for all assets • A robust, transparent and customer-focused base for decision-making • A calculated understanding of the risks in decision-making • An understanding of lifecycle costing • An inclusion of climate change factors 6 IMPLEMENTATION: 6.1 Road Map The Asset management road map (Appendix 1) provides a five-year snap shot of the asset management activities planned for the Town. The road map provides an overview of building a strategic asset management policy followed by development of various strategies including maturity assessment, governance and communication. The Corporate Asset Management Plan will include specific elements such as: • Asset hierarchy • Governance strategy • Communications strategy • Asset repository • Condition assessments • State of local infrastructure • Level of service framework • Asset strategies o Risk framework o Lifecycle maintenance and demand management o Disposal & asset information • Financing strategies This plan will support an integrated approach to asset management which will ensure that the town provides evidence-based decision-making during budget preparation and long-term financial planning. This consolidated plan will form the basis for the detailed asset management plans required for each service area; Water, Waste Water, Storm Water, Roads, Parks, Facilities, Fleet and Fire. 6.2 Asset Hierarchy Implementing a well thought out and well-constructed asset hierarchy is one of the most important steps in building an effective asset management program. Such a hierarchy provides both context and organization to the asset repository. Organization of an asset record in a hierarchy simplifies the search for the proper record when entering data and facilitates the roll up/drill down concept used for Page 6 of 21 Page 8 of 58 Page 38 of 169 summarizing data. The repository will also support all aspects of the asset’s life cycle, from planning, acquisition, construction, maintenance, operations, renewal and ending with decommissioning or disposal. The various levels of hierarchy represent continuous detail in the asset categories. Example of Asset Hierarchy for Water Services 6.3 Asset Management Governance (Appendix 2) Every municipality has a responsibility for ensuring safe and reliable infrastructure to the public and providing a quality service to its citizens. The purpose of an Asset Management Governance is to establish a foundation on which any activity associated with asset management in the town can achieve objectives of the town’s strategic plan. This enables the stakeholders of the town to understand their roles in improving and enhancing the services of the town by promoting better asset management techniques. The General Manager of Corporate Services will be the executive lead who will be supported by the Manager of Corporate Assets and the Asset Management team. The Manager is responsible for leading and coordinating the efforts of asset management including the requirements within the Provincial Ontario Regulation 588/17 and any future statutory requirements. A detailed description of the governance is in Appendix 2 attached to this report. The success of asset management requires the commitment of key stakeholders within the town’s organization to ensure the policy contains a clear plan that can be implemented, reviewed and updated. Council, on behalf of the citizens, will be entrusted with the responsibility of overseeing the management of the assets. They will approve the Strategic Asset Management policy which will be updated every five years. They will consider the recommendations of the plan as part of the annual budget process. They will support efforts to improve the plan and ensure it considers changes due to updated circumstances and strategic and official plans. Management will oversee the policy implementation and ensure both the Asset Management Plan and the policy are in compliance with the Ontario Regulation 588/17. Management will ensure that current year and long-range asset requirements are incorporated into the budget presented to Council annually. Page 6 of 21 Page 9 of 58 Page 39 of 169 Changes and updates to the Development Charge study, Roads Needs Study, Strategic Plan and other reports will be incorporated into Asset Management. The management will ensure the Strategic Asset Management Policy and Plan is updated appropriately and at minimum of every five years. 6.4 Asset Management Communication (Appendix 3) Community engagement means having an ongoing dialogue with Alliston, Beeton, Tottenham and the rural communities for changes to the condition of assets, priorities and services. Stakeholders should be kept abreast of the performance targets and measures which are established and approved by council to develop standards of delivery of services. These results will be communicated to the residents and community members to evaluate satisfaction with the asset network and services. Resident participation and feedback can come through emails, surveys, open houses, focus groups, council reports and web sites. This process starts with Council’s involvement in defining the strategic goals and engaging with the Town’s staff to meet these goals. A clear communication will be made to stakeholders indicating how the Town: • delivers service - the focus will be on achieving a safe, serviceable and sustainable network to support the town’s services • defines levels of service – to successfully manage the towns assets which balance user and stakeholder needs and expectations for each asset against the municipality’s financial resources • employs lifecycle planning– to make the right investment at the right time to ensure that the asset delivers the required level of service over its full expected life at the minimum cost • produces maintenance programs - to ensure that maintenance and improvements to our assets are carried out in a planned and coordinated way • creates key measures – to ensure desired performance expectations are delivered • seeks continued feedback from the community - to continually improve outcomes There are various strategies and tools available to assist in keeping our stakeholders enlightened and part of the asset management process: • Customer service updates - to deal with calls regarding the condition of the assets or customer’s expectations on the service levels • Community committees – briefing notes supplied to area committees to inform of asset management objectives, state of local infrastructure and asset management strategies within desired levels of service. This allows for further Page 7 of 21 Page 10 of 58 Page 40 of 169 engagement with the community as maturity in asset management is progressed • Focus groups and surveys – keeping local members up to date is key to managing people’s expectations, especially about levels of service and performance metrics. • Media releases – convey important notices and events to local media • Website and social media visibility – making the strategic plan and its alignment to the asset management plans available along with performance data 6.5 Asset Repository and Information The asset repository is a repository for data, inventory, attributes and various strategies that form part of asset management. The repository is a fundamental building block for asset management where every asset is recorded according to a unique identification against which attributes are recorded. The repository provides an inventory as well as strategies applied to each asset category to facilitate effective management. A repository organized in hierarchical order enables the effective assessment of the assets as individual components, composite assets, or groups of assets. The individual plans will create written rules and procedures that indicate which attributes of each asset are to be recorded in the repository and how they are to be recorded. The collection of relevant asset attributes is critical to generating the baseline information needed for asset evaluation. 6.6 Asset Condition The repository consists of asset inventory with condition data from various studies, assessments and staff inspections. These studies include the Road Needs Study and The Municipal Structure Inventory & Inspection Update which will provide the Pavement and Structural Condition Indices commonly used to measure roads, bridges and culvert conditions. The Town will incorporate condition ratings converting study results into a percentage which can then be applied to the following standard condition matrix as per the Canada Infrastructure Report card as shown below. This will enable the town to adopt a standard across all assets. There will continue to be studies commissioned to provide additional condition information on other asset categories. For those assets where condition is unavailable, the estimated service life remaining can be used as a starting point for condition assessment where older assets will be assumed to be in a lessor condition. As our asset management initiatives mature we will replace this approach with recurring condition assessments. This will enable the town to review the state of its assets annually which will be reflected in the State of Local Infrastructure report. Page 8 of 21 Page 11 of 58 Page 41 of 169 6.7 Levels of Service (LOS) A significant objective of asset management is to balance the relationship between asset costs, performance and risk. To develop this relationship, it is important to define, document and communicate base levels of service which can be used to: • evaluate potential changes to services and measure the associated costs to provide change. • measure performance against defined levels of service • inform the residents/customers to consider the levels of service in the context of affordability Levels of service are set by the Council in collaboration with the community and balanced by fiscal sustainability. They can relate to quality, quantities, responsiveness, reliability, environmental acceptability and the financial cost of the service our assets provide. The asset management framework will develop levels of service for each asset class and link the levels of service to performance metrics. The Town will categorize our levels of service into the following categories: 1. Essential LOS are legislation driven requirements from the Ministry of Transportation of Ontario (MTO) or Workplace Safety and Insurance Board (WSIB) for example. These type of LOS are mandated by provincial or Page 9 of 21 Page 12 of 58 Page 42 of 169 regulatory bodies and must meet the requirements. 2. Customer or community LOS are targeted to external stakeholders like the general public, contractors, customers and community groups. These are collaborated upon and approved through Council. 3. Technical LOS are targeted to the internal staff and users of the assets. Performance measures will be developed within each category of level of service to monitor the overall quality of the service and value to the customer. Technical measures will focus on criteria that demonstrate organizational performance and statutory requirements. Performance measures will be used holistically, not just to measure performance, but also to: • Track and trend performance over time • Benchmark performance vs. industry peers • Identify strengths and weaknesses in the service area • Diagnose and understand the underlying drivers of performance gaps • Prescribe actions to improve performance The table below provides an example of what a service attribute means to a stakeholder: Service Attribute Summarized in customer/community terms Adequate parking provided, parking controls enforced Adequate access to sidewalks Accessibility Meeting AODA requirements of Ontario Reasonable prices to use recreation facilities Fair charging and value of money Affordability Water and Sewer rates comparable with other municipalities Customer Service Customers are treated fairly, politeness, demonstrating respect, Traffic is effectively managed Roadworks are managed with minimum disruptions to traffic Efficiency Major routes are free from congestions Water safe for drinking and meet health and safety standards Health and Safety Effective enforcement of safe roads Reliability Reliable water supply to the Town Pot hole free road for road users Quality Quality of drinking water for town consumption Page 10 of 21 Page 13 of 58 Page 43 of 169 An example of levels of service and corresponding performance measure is shown below: WATER SERVICES Levels of Service Service Attribute Performance Measure Community LOS Customer Service # of service requests per 1000 customer # of water quality complaints Essential LOS Health & Safety # of boil water advisories Meeting the Clean Water Act and Safe Drinking Water Act Technical LOS Reliability # of water main breaks # of PM tasks completed Capacity # of watermains flushed 6.8 Asset Management Strategies The asset management strategy defines the specific actions to be undertaken by the town to develop a structured set of maintenance, acquisition or disposal plans for a specific asset category. These strategies will utilize best practices already established through exiting asset management practices used in other municipalities and organizations throughout the world. The following strategies are to be used in developing the future plans: 6.8.1 Risk Strategy Risk is a future event that may or may not occur and would have a direct impact on the program’s benefit or detriment. Risk management is the systematic identification, assessment, planning, and management of threats and opportunities faced by our programs. The town will follow the ISO 31000 framework for implementing risk management. The ISO 31000 framework includes the following steps: • Establish Context - gathering information about future events, threats, and opportunities • Identify Risks - what and how those future events trigger the threats and opportunities • Analyze Risks - assessing the likelihood and impact of risks • Evaluate Risks - prioritizing risks by their expected value and by their relative importance to a program, project or asset • Treat risks - determining appropriate response strategies to risks • Consult and communicate – to the public and stakeholders • Monitor and Review – continuous monitoring and reviewing of strategies. The town must identify risks and opportunities associated by implementing the strategic asset management plan. A risk matrix shall be adopted and developed as fundamental for identifying risks. A matrix is used to rank the likelihood versus consequence of failure for each asset. The assessment of Page 11 of 21 Page 14 of 58 Page 44 of 169 the likelihood of failure is based on condition or age of the asset using a worst-case consequence scenario. Consequence” refers to the actual, physical result of the asset failing, whereas the “impact” is the value that is put on those consequences by the Town or Service Area. The following is an example of a Consequence and Likelihood risk matrix. RISK ASSESSMENT MATRIX Consequences of Failure Negligible Minor Moderate Major Significant Definition Meaning Value 1 2 3 4 5 • Occurs frequently • Will be continuously experienced Almost Certain unless action is taken to change 5 5 10 15 20 25 events • Occur less frequently if process is corrected • Issues identified with minimal e audit activity r Likely 4 4 8 12 16 20 u • Process performance failures il a F evident to trained auditors or f o regulators d • Occurs sporadically hoo • Potential issues discovered eli k Possible 3 3 6 9 12 15 i during focused review L • Unlikely to occur • Minimal issue identification Unlikely 2 2 4 6 8 10 during focused review Negligible • Highly unlikely to occur 1 1 2 3 4 5 Risk Levels: ▪ Risk is High for any thing 15 and above ▪ Risk is Medium High for anything above 8 but below 15 ▪ Risk is Medium Low for anything 5 and above but 8 and below ▪ Risk is Low for anything below 5 Consequence of Failure (1) Negligible No regulatory action anticipated No compliance impact anticipated No evident security threat affected Does not affect the town's operations (2) Minor No regulatory action anticipated No compliance impact anticipated No evident security threat affected Minor errors in compliance of Town's policies & procedures Errors containing quality and opportunities for improvement (3) Moderate Errors that pose consequences to the operation Security/confidentiality breaches in moderate levels (4) Major Operational degradation due to non-compliance Security finding requiring immediate corrective action Reoccuring violation of any safety regulation (5) Significant Regulatory / Compliance violations/issues Construction/Service/ Production delays Security/Confidential breaches Page 12 of 21 Page 15 of 58 Page 45 of 169 Risk Assessment When a risk assessment is done for an asset, all possible risks are evaluated on the asset and a rating of the consequence or impact on the service is assessed. The product of the consequence and likelihood will provide a value which should fall within the matrix above. Accordingly, the risks are assessed from insignificant to urgent action. The color code signifies with red indicating urgent action and green requiring no action. Risk Response The service areas of the town must come up with the best possible assessment of the risk and description of the options in order to select the right response to each risk. The response can be: • Avoidance (change the scope of project to avoid risk) • Transference (shift the impact of risk to third party like insurance) • Mitigation (steps to reduce the impact of the risk like early action, close monitoring etc.) • Acceptance (willing to accept the cost, scope and quality impacts on the service • Deferred (actions taken to defer the risk at a later time) Risk Mitigation Mitigation involves identifying the various activities or steps to reduce the probability and impact of an adverse risk and creation of a contingency plan to deal with the risk should it occur. All mitigation activities should be documented in the risk repository as shown in the example below and reviewed regularly. They include: • Identifying of potential failure points for each risk mitigation solution • Document the event that would raise a “flag” for each failure point, indicating that the event or factor has occurred or reached a critical condition. • Provide alternatives for correcting the failure at each failure point. Page 13 of 21 Page 16 of 58 Page 46 of 169 Climate Risks The town also would like to incorporate actions that may be required to address vulnerabilities caused by climate change and which can impact the town’s infrastructure assets. The provincial O.Reg.588/17 specifically identifies a Town’s responsibility to mitigate the effects of climate change. The Town is required to address vulnerabilities caused by climate change to the assets. Adaptation opportunities and mitigation approaches to climate change such as reducing greenhouse gas emissions must be included as part of risk assessment for all assets. 6.8.2 Lifecycle Strategy The Town of New Tecumseth will develop a set of planned actions throughout each of the asset’s lifecycle that will enable the assets to provide the desired levels of service while managing risk and minimizing lifecycle costs. As suggested in “The Building Together Guide” published by province of Ontario for Municipal Asset Management plans the Town will adopt the following categories of maintenance: Non-Infrastructure solutions – actions or policies that can lower costs or extend asset life (e.g., better integrated infrastructure planning and land use planning, demand management, insurance, process optimization, managed failures etc.) Maintenance Activities – actions for regularly scheduled inspection and maintenance programs and significant repair activity associated with breakdowns (e.g.; understanding and performing fleet maintenance will increase the longevity of the asset category) Page 14 of 21 Page 17 of 58 Page 47 of 169 Renewal/rehabilitation activities -significant repairs designed to extend the life of the asset. (e.g., the lining of iron watermains can defer the need for replacement. Replacement activities – activities that are expected to occur once an asset has reached the end of its useful life and renewal/rehabilitation is no longer an option. (e.g., a replacement activity of a vehicle will contribute towards a healthy fleet that could prevent future investment on break fix issues). Disposal activities –activities associated with disposing of an asset once it has reached the end of its useful life or is otherwise no longer needed by the municipality. (e.g., a strategy for disposal or impairment of assets that are decommissioned or beyond their service life due to obsolescence will enable the town to ensure that no investments are made to these assets and they are taken out of the asset repository). Expansion activities – planned activities required to extend services to previously not serviced areas or expand services to meet growth demands. (e.g., the growth of new subdivisions in the town will require planned expansion of the collector roads and storm sewer network of the town). 6.8.3 Asset Information Strategy Asset information is a combination of data and attributes of physical assets which will be used to inform decisions about how they are managed both for short term operational purposes and long-term strategic planning. Good asset information enables better decisions to be made, such as determining the optimal asset maintenance or renewal frequency for an asset. Asset information management is increasingly being viewed as a critical component in Asset Management. Asset information embodies a convergence of data quality, data management, data policies, data validation and risk management surrounding the handling of information in for the Town. The objective of having a consolidated asset information management system for the Town of New Tecumseth is to have a better control of inventory, condition assessments and other attributes to make appropriate decisions on asset lifecycle costing, budgeting and maintenance plans. Asset information has many components such as: • Asset repository – A central asset repository or inventory to manage assets. The repository can be a single data store or several linked and related data stores. A number of data sets put together will support effective management of assets which is essential to meet the business objectives. • Asset history- All key information surrounding the assets like its creation, installation, operation, maintenance and retirement along with the activities undertaken should be stored in this database to create a history of the asset. • Design information –Design standards, specifications, calculations related to the asset can help in understanding asset performance and lifecycle analysis. Page 15 of 21 Page 18 of 58 Page 48 of 169 • Documents – Supplier documents related to the asset and system/asset specific based documents should be housed in the database. • Images and multimedia – Images of assets and its condition is an important asset information For the Town of New Tecumseth an asset information strategy consists of: • Understanding the importance of data/information for asset management • Developing a consolidated asset registry with attributes • Ensuring use of standard asset data guidelines and business processes across systems • Adopting a system consolidation plan and practices to avoid data and business process duplication • Developing data quality and integrity measure for evidence- based decision making 6.8.4 Demand Management Strategy The asset management plan of the Town of New Tecumseth will be aligned with the Ontario’s land-use planning framework as per the province’s Planning Act, the Provincial Policy Statement and the Official Plan of the Town. The vision of land use planning for Ontario is long-term prosperity. A healthy and prosperous town will depend upon planning for strong, sustainable and resilient communities for all ages, a clean and healthy environment, and a strong and competitive economy. Asset Management will inform the Town to focus infrastructure development in growth areas and provide a 10-year demand forecast on infrastructure requirements for the Town. The demand strategy can be reviewed according to the Town’s official plan and development charges. The growth and demand requirements for the Town of New Tecumseth targets a population of 54,596 people, economic growth of 26,611 jobs and occupied dwellings of 20,929. As per the Town’s Economic Development Strategic Plan, 58% of the labor force reside outside the community (largely a Honda influence) and 55% of the labor force commute outside of the community for work. The Growth Plan has extended the horizon to 2041 and has assigned additional population and employment figures to the County of Simcoe which have not been allocated at this time and until such, our time horizon will continue to be 2031. The Official Plan of the Town is prepared in accordance with the Oak Ridges Moraine Conservation Plan and Greenbelt Plan. The demand for services is currently reviewed by council and staff in the context of an annual Long-Term Financial Plan. This allows for the discussion of potential capital projects over the 5 to 20-year horizon and the impacts on tax rates, reserves and debt. On an annual basis as each department reviews service requirements which translate into budget requests for capital and operating requirements. These requests take into consideration the Page 16 of 21 Page 19 of 58 Page 49 of 169 existing assets as well as population and economic growth initiatives. For example, more parks require more maintenance which require more equipment. The equipment acquisition needs to be assessed for its lifecycle costs. The asset management department will work with the planning department and prepare a long-term capital improvement plan that can consider the Town’s needs for future. The capital improvement plan should look at the capital needs for major asset replacement, maintenance, town growth and changes in technology. This annual review will be incorporated into both the long-term financial plan and budget. 6.8.5 Asset Disposal Strategy The purpose of an asset disposal strategy is to provide the town a framework for disposal of the town’s assets that are not needed to provide the minimum level of basic municipal services or that are surplus to the Town’s requirements. Disposal includes the process of preparing, negotiating and concluding a written contract by means of sale, lease or a donation. The following are the objectives of asset disposals: • Ensure that assets that do not provide the minimum level of basic service are disposed of. (e.g., Frequent breakdowns on machines or fleet which are hindering services provided by the Town) • Ensure that the assets that are uneconomical to maintain or to operate or not suitable for service delivery or where the technology is outdated are disposed of. (e.g., change in technology can lead to disposal of blackberry) • Ensure that assets are not disposed of when the disposal of the asset or the terms of disposal of the asset could be a disadvantage to the town financially. (If the cost or terms of disposal has costs associated with disposal and it becomes a financial constraint to the town.) • Ensure that the assets which no longer support a service area’s objective due to a change in type of service being delivered or the delivery method. 6.8.6 Maintenance Strategy Maintenance is the work undertaken to preserve or restore an asset in a state of good repair and efficient working order to an agreed acceptable standard. Maintenance can be two types: preventative or reactive. Preventive maintenance is performed to avoid breakdown of machinery or plants to avoid business interruption, provide compliance with statutory requirements, prolong the useful life of the asset or create a safe work environment. Reactive maintenance is triggered by either customer or staff requests or failure. An effective maintenance strategy contributes to: • Maintaining the facilities and other assets in a state of good repair • Identifying gaps in performance through monthly reporting of preventive and corrective maintenance tasks Page 17 of 21 Page 20 of 58 Page 50 of 169 • Setting targets for maintenance performance through response times within the facilities and fleet departments that provide service to other departments • Identifying opportunities for asset replacements during capital or minor asset refurbishments 6.9 Finance Strategy An asset management program can improve understanding by taking some of the mystery out of how and why decisions are made. It does this by clearly articulating goals in terms that are meaningful to stakeholders, by documenting current conditions of assets, and by estimating future conditions based on alternative policy strategies and investment levels. Standard funding strategies include: • Reserves: Contributing revenues to a reserve account and drawing funds from the account. This strategy allows a reserve ‘threshold’ to be set to provide a buffer for unexpected expenditures. It also allows lifecycle contributions to be made on an annual basis which can be drawn upon when needed • Debenture Financing: A loan issued to the town for building or acquiring an asset, which involves repayment annually with interest • Grants and Third-party contributions: Contributions from external parties external like the Association of Municipalities of Ontario and Federation of Canadian Municipalities for gas tax, municipal asset management grants and climate change programs. • User Fees: Rates charged to the users of a service like water, wastewater and recreation programs • Alternative Service Delivery: services could be contracted to specialists who could provide a better service to the town. Generally, this is used in solid waste and transit but can be thought for other service areas for better financial management. • Public-Private Partnership: This is a model generally used by transit services but could be used for huge capital projects Utilization of these various financing strategies is fundamental to ensuring successful asset management plans which create a health and sustainable infrastructure. 6.10 Asset Management Integration Asset Management does not work in a silo but integrates with many other aspects of the Town’s strategic and business activity. Firstly, the asset management plan will be aligned with town’s strategic plan. Many other studies and documents are used to support or direct the asset management plan. Once the asset management plan is created it provides a basis to develop the Town’s budget and long-term financial plans. Below you will find a list of the various studies and documents which work interactively with the asset management plan: Supporting Document or Asset Management System Strategy Strategies Asset Management Policy and Strategic Direction Objective: Strategic Asset Strategic Asset Guides the town in ensuring the Management Policy Management Policy & Plan corporate vision and goals of asset Output: Meet the O.Reg.588/17 Asset management Management Planning Regulation Page 18 of 21 Page 21 of 58 Page 51 of 169 Objective: Central repository of town's assets and integration Integration with GIS Esri Asset Registry and Integration Output: Ensure that AM integrates and Work order Maintain a centralized asset registry with the TCA of Finance, GIS and and update the registry work order management Objective: Develop LOS Framework and associated measures Levels of Service and Output: . Strategic Asset Performance Metrics LOS framework for range of assets Management Plan Establishes key levels of service Performance measures for each of criteria for each service area, asset/services Ensure LOS service expectations and and Performance metrics is tied to the performance measures budget Storm water study . Financial plans for water Objective: & wastewater. Develop demand management Development Charge strategy to meet the growth in the Study town . Official Plan Output: . Roads needs study A demand management strategy will . Economic Development encompass all the areas of growth Strategic Plan Growth and Demand and services and its impact on the . Community Improvement Identifies the future growth areas of town's long-term financial plan and Plan . the town and subsequent demand financial plans for water and Site plan submission patterns and capacity requirements wastewater. guidelines Objective: Develop Risk management strategy . Develop a 5x5 Risk for the town matrix for all assets and Output: services A risk management strategy will help . Climate Risks to be in developing risk matrix, likelihood mentioned as part of and consequences, asset failures, O.Reg/588/17 Asset and Business Risks condition assessments, capital . Risk discussions will have Identifies the asset risks and planning and business risks like impact on town's insurance business risks associated with the climate risks, revenue risks, assets and running services associated with the services Objective: Develop funding models and strategies for the town Town's Budget Output: General Reserves and Funding Strategies Evaluate revenue and funding Reserve Fund Policy Identifies the future growth areas of streams and outlines investments. the town and subsequent demand Apply grants related to climate change patterns and capacity requirements like MAMP Page 19 of 21 Page 22 of 58 Page 52 of 169 Objective: Develop maintenance management Town's Operating Budget strategy to meet the growth in the Community Energy town Initiative Output: Maintenance Process Operations and Maintenance Develop a strategy that informs followed by the town Identifies the future growth areas of operational and service delivery Community Energy the town and subsequent demand process and how it meets the Level of Initiatives patterns and capacity requirements service Objective: Develop a central repository asset management database and help in integration of AM with GIS, mobile devices and financial system IT Masterplan Output: Information Systems and Tools Advance information systems and Identifies the future growth areas of tools can enable evidence-based the town and subsequent demand decisions and enable better reporting patterns and capacity requirements to the management 6.11 Plan Improvement and Monitoring Asset Management is an ongoing exercise, continually evolving by adapting to new information, technology, strategies, funding opportunities and priorities. We are in the early stages of our journey towards thorough and robust asset management. This policy sets the baseline requirements for our asset management approach and supports a work plan for continuous improvement. Our initial focus will be on developing and documenting asset management plans, levels of service and a risk framework. All this will improve decision- making by providing business cases for budget requests and a framework and data to support decision making when it comes to our investments in our infrastructure. This will be achieved by our investment in our asset management capabilities through training and understanding and measured by maturity assessments across all service areas. Page 20 of 21 Page 23 of 58 Page 53 of 169 Appendix - 1 Developed By: Arun Chulliyil, Manager of Corporate Assets The Town of New Tecumseth - Work Plan Sub-Section Section No. Sub-sections Description/Definition Primary Responsibility Deliverables Current Status Requirement Target Date No. 1.00 Strategic Asset Management Policy Developing a Strategic Asset Management Policy for the town - Manager of Corporate Assets Develop a Strategic Asset 1.01 Strategic AM Policy Incorporate climate change, capitalization threshold, sustainability Completed O.Reg 588/17 December 31, 2018 (CAM) & Lori Bedford Management Policy in SAMP 2.00 Asset Management Strategy Self Assessment for the Town's staff and maturity scale for the Asset Mgt Steering town's staff Committee, Lori Bedford, Town's maturity with respect 2.01 Assessment Completed Best practices October 31, 2018 Manager of Corp. Assets & to Asset Management CAO What is the Developing a Asset Hierarchy for Work orders, Asset Mgt and Manager of Corporate Assets Develop a framework on the 2.02 current state Asset Hierarchy develop structure on towns assets as to who owns and what services Completed Best practices September 30, 2018 (CAM) town's assets of my assets they provide Asset Management Governance - Executive lead for AM , Reporting Lori Bedford, Manager of Develop a framework for AM 2.03 Asset Governance & Staffing Completed O.Reg 588/17 December 31, 2018 structure, Asset Management department Corp. Assets & CAO Governance Page 24 of 58 Develop steps for Asset Management Asset Management Communication - Stakeholder communications Lori Bedford, Manager of 2.04 Communications for internal Completed O.Reg 588/17 October 31, 2018 Communication (Internal & External) Corp. Assets & CAO & External stakeholders 3.00 Asset Management Plan - Corporate What is the Manager of Corporate Assets 3.01 current state Assess completeness of inventory data and replacement value, Update inventory of the town O.Reg 588/17 June 30, 2019 State of Local Infrastructure (CAM) of my assets Discuss LOS, risks, strategies for the Corp. Asset Mgt Plan Asset Mgt Steering Centralized asset repository Implement Asset Management Repository System (AMS) that will Committee, Lori Bedford, for AM and computerized 3.02 Implement Asset Repository enable the staff to have a work order and asset management In Progress Town's initiative December 31, 2019 Manager of Corp. Assets & work order processing for systems CAO other service areas What is the Levels of Service for Develop a Current Levels of Service (LOS) framework for all assets Manager of Corporate Assets Levels of Service framework 3.03 In Progress O.Reg 588/17 October 31, 2019 required LOS? Infrastructure Assets and mapping them with Budget (CAM) & Lori Bedford for all Infrastructure Assets Which assets are critical, Develop Strategies for all the 3.04 Asset Management Strategies Develop various asset management strategies for each service area Manager of Corporate Assets O.Reg 588/17 June 30, 2020 best O&M Corporate Assets strategy Best Funding Develop a 10 year forecast and show various tools for funding, Develop financing Strategies 3.05 Financing Strategies Manager of Corporate Assets In Progress O.Reg 588/17 December 31, 2019 strategy annual expenditures for O&M, lifecycle costing for all the Corporate Assets Asset Mgt Steering Committee, Lori Bedford, Develop steps for integration 3.06 Asset Management Integration Asset Management Integration -with other Town's Plans O.Reg 588/17 December 31, 2019 Manager of Corp. Assets & of AMP with other plans CAO 4.00 Service Area Asset Management Plan - Water & Wastewater Develop Service Area Asset Management Plans (SAAMP) for Water & Manager of Corporate Assets Meet the regulation on core 4.01 Service Area Asset Mgt Plan O.Reg 588/18 December 31, 2020 Wastewater & Water & wastewater dept. infrastructure AMPs 5.00 Service Area Asset Management Plan - Stormwater Develop Service Area Asset Management Plans (SAAMP) for Storm Meet the regulation on core Page 54 of 169 5.01 Service Area Asset Mgt Plan Manager of Corporate Assets O.Reg 588/18 December 31, 2020 water infrastructure AMPs 6.00 Service Area Asset Management Plan - Transportation (Roads, Bridges, Right of Ways, Culverts etc.) Develop Service Area Asset Management Plans (SAAMP) for Meet the regulation on core 6.01 Service Area Asset Mgt Plan Manager of Corporate Assets O.Reg 588/18 December 31, 2020 Transportation Services infrastructure AMPs 7.00 Service Area Asset Management Plan - Parks & Recreation and Facilities Develop Service Area Asset Management Plans (SAAMP) for Parks, Meet the regulation on other 7.01 Service Area Asset Mgt Plan Manager of Corporate Assets O.Reg 588/17 December 31, 2021 Recreation and Facilities infrastructure AMPs 8.00 Service Area Asset Management Plan - Fleet Develop Service Area Asset Management Plans (SAAMP) for Fleet Meet the regulation on other 8.01 Service Area Asset Mgt Plan Manager of Corporate Assets O.Reg 588/17 December 31, 2021 Services infrastructure AMPs 9.00 Service Area Asset Management Plan - Fire Meet the regulation on other 9.01 Service Area Asset Mgt Plan Service Area Asset Management Plans (SAAMP) for Fire Manager of Corporate Assets O.Reg 588/17 December 31, 2021 infrastructure AMPs 10.00 Plan Improvement & Monitoring Monitoring inventory, state of compliance and measuring & Demonstrating continous 10.01 Monitoring and Review reporting compliance, review of goals and performance targets & Manager of Corporate Assets Improvement Plan on AM, Best Practices December 31,2022 discuss emerging technologies Performance metrics Page 25 of 58 Page 21 of 21 Page 55 of 169 Attachment #2 Appendix - 2 Asset Management Governance 10 Wellington Street East, Alliston, ON Page 26 of 58 Page 56 of 169 AM Governance Table of Contents Glossary ...... 2 Introduction ...... 3 Purpose ...... 3 Asset Management Governance ...... 4 Council ...... 5 Executive Leadership Team (ELT) ...... 5 Steering Committee (SC)...... 5 Asset Management Team (AMT)...... 5 Communication with Governance Team ...... 6 Table 1.1 Asset Management Governance at Town of New Tecumseth ...... 7 P a g e | 1 Page 27 of 58 Page 57 of 169 AM Governance Glossary ELT Executive Leadership Team SMT Senior Management Team AMT Asset Management Team CAM Corporate Asset Management SME Subject Matter Expert SAMP Strategic Asset Management Policy SC Steering Committee P a g e | 2 Page 28 of 58 Page 58 of 169 AM Governance Introduction The Asset Management (AM) governance framework considers asset management using multi- disciplinary and integrated activities or a holistic approach. The AM governance identifies the “why, what and who” of asset management for the town. The governance framework will include: • a purpose statement • a description of activities involved in asset management • an identification of stakeholders. Purpose The objective of the Asset Management Governance Framework is to enable the stakeholders of the town to understand their roles in improving and enhancing the services of the town by promoting better asset management techniques. Ontario Regulation 588/17 requires the Strategic Asset Management Policy (SAMP) to indicate the individual who provides strategic advice and direction on how to guide the asset management plan. The regulation also emphasizes that there should be an integrated approach to asset management where stakeholders from all departments have a stake in asset management goals, including their integration with the larger community. Asset Management is an integrated business approach involving finance, engineering, operations, planning and management to effectively manage existing and new infrastructure to balance costs, opportunities and risks to provide satisfactory levels of service to the community. As there is emphasis on this integrated approach, the Town of New Tecumseth has involved major service areas to be part of the asset management governance that will enable the town to make evidence-based decisions that will benefit the community. There are two types of stakeholders: Internal Stakeholders The internal stakeholders are the council, management and service areas or departments who are involved in developing asset management policies, plans and maintenance strategies. The service areas that have assets are involved in accountability for the asset inventory, asset condition, asset maintenance and meeting the levels of service for their service areas. External Stakeholders The external stakeholders include the provincial and federal governments, contractors, developers, legal authorities, regulation and policy makers, associations, professional bodies and the residents of the town. The acknowledgement and endorsement of the framework is an important step in integrating the collective efforts of all the departments and stakeholders to address the common strategic objectives. Table 1.1 provides a snapshot of the AM governance for the Town of New Tecumseth P a g e | 3 Page 29 of 58 Page 59 of 169 AM Governance Asset Management Governance Figure 1.1 AM Governance at Town of New Tecumseth Council Approves budget, policies, levels of service targets, and plans Provides leadership and guidance to asset management initiatives Monitors current progress on AM activities and provide feedback. Provides support and direction to asset management practices at department levels Manager of Corporate Corporate AM Team Assets Leads & Network Strategically administer, coordinate and Deliver and manage support AM Activities departmental services P a g e | 4 Page 30 of 58 Page 60 of 169 AM Governance Council The Council for the Town of New Tecumseth is a ten-member council which is comprised of the Mayor, Deputy Mayor and 8 councilors. The Council is responsible for developing a New Tecumseth Strategic Plan, approving an asset management policy, determining levels of service, approving the budget and overall fiscal framework. Executive Leadership Team (ELT) The executive leadership team is comprised of the Chief Administrative Officer (CAO), General Manager for Corporate Services (GM CS) and General Manager for Infrastructure and Development (GM I&D). The executive leadership approves asset management policies, strategies and plans. They are responsible for coordinating the Strategic Plan for the Town of New Tecumseth, as directed by Council. The Strategic Asset Management Policy must align with the Strategic Plan of the town. The General Manager for Corporate Services is the executive lead for asset management. Steering Committee (SC) The steering committee consists of senior leadership from all the major service areas which have significant asset portfolios; roads, parks, recreation, water, wastewater, fire, fleet and corporate services. The steering committee at the Town of New Tecumseth is comprised of: • General Manager of Corporate Services • Director of Public Works • Director of Parks and Recreation • Director of Engineering • Manager of IT Services • Manager of Corporate Assets The steering committee monitors the current progress on asset management activities and provides status reports to the executive leadership team and feedback to the asset management network. The steering committee can bring in Subject Matter Experts (SMEs), for questions requiring particular areas of expertise. Areas of focus for the Steering Committee include: • Assessment of the Town’s maturity • Hierarchy structure • Asset Management Policy • Technology evaluation and selection • Asset Management Plan approval • Discussions on levels of service and risks • Asset management strategies Asset Management Team (AMT) The Asset Management Team will include the Manager of Corporate Assets and Team leads, who will represent the service areas. Team leads will be knowledgeable of and have experience with the various category of assets. They will be relied upon to provide knowledge to support the quality development of ongoing asset management plans and maintenance for their various service areas. In collaboration with the Manager of Corporate Assets and department they will develop levels of service and identify risks within each service area. The asset management process includes the operational activities of developing condition P a g e | 5 Page 31 of 58 Page 61 of 169 AM Governance assessments, levels of service, risk frameworks and strategies that meets the Town’s strategic plan. Another process within asset management is referred to as capacity building. This includes developing asset management maturity within the organization through training, knowledge transfer, skill development, research and data management. The team is also responsible for developing funding opportunities that can support asset management capacity within the Town. The asset management team will be actively involved in lifecycle activities such as acquisition, operations, maintenance, renewals, replacing, refurbishing, and disposal or decommissioning for each category of asset. The Manager of Information Technology will provide technical support to the asset management activities by promoting the integration of technical resources across the town. Manager of Corporate Assets The Manager of Corporate Assets is responsible to strategically develop, administer, coordinate, support, measure and communicate asset management activities. He leads the asset management department by developing policy that is in consistent with the town’s strategic plan and develop strategies to meet the asset management objectives. Corporate Team Lead – Asset Management & Network The Team leads for asset management are staff with expertise in infrastructure who can work with the service areas in developing risk frameworks and assisting the service areas in asset management activities like lifecycle costing and developing key performance indicators (KPI’s) for performance measurement. The team leads will coordinate asset management activities between the manager of corporate assets and the service areas. Tasks such as gathering data, updating system information, evaluating conditions, understanding costing, identifying new risks and evaluating various maintenance programs will be performed through this position. Team leads are identified in the Asset Management Road Map in connection with the establishment of the Asset Management Plans. Initially, while the asset management focus is corporate a Team Lead will be shared across the organization but as we develop individual service areas plans the team will expand to ensure strong technical skills are available for each asset type. Manager of Information Technology The Manager of Information Technology will provide expertise on identifying and implementing Technical solutions or applications that can support asset management activities. He will be responsible for leveraging the existing Geographical Interface Solution (GIS) data into any new applications as well as promoting a standard approach among the various service areas. Communication with Governance Team The following is the proposed meeting of asset management governance team for the year 2018 and 2019. As the maturity in asset management improves, the meeting will move to a quarterly basis with the steering team and semi-annual with the executive leadership team. P a g e | 6 Page 32 of 58 Page 62 of 169 AM Governance Year AM Governance Scheduled Meetings 2018 Steering Team Meetings Monthly Executive Leadership Team Quarterly 2019 Quarterly Jan-Jun Steering Team Meetings Quarterly Executive Leadership Team Quarterly Jul-Dec Steering Team Meetings Quarterly Executive Leadership Team Semi-Annual Table 1.1 Asset Management Governance at Town of New Tecumseth CAO, GM CS, GM I&D Executive Leadership Team GM CS, Director of Public Works, Director of Parks & Recreation, Director of Engineering, Steering Management Team Mgr. Information Technology, Mgr. Asset Mgmt. Mgr. Asset Mgmt., Infrastructure Asset Asset Management Team Management Technologist P a g e | 7 Page 33 of 58 Page 63 of 169 AM Governance Role Responsibilities • Approve LOS Targets • Approve capital & operational programs and budgets • Approve rates (including the overall fiscal framework – allocation of charges Council across user groups, infrastructure levy, cost allocation over generations) • Approve project selection criteria and weightings • Makes budgetary and property tax/rate and Infrastructure levy setting recommendations to the Council • Recommends project selection criteria and weightings to Council • Endorses the Strategic Asset Management Policy & ContinuousImprovement Strategy • Provide Executive leadership in imbedding asset management practices Executive Leadership Team across the organization • Provides overall guidance and direction for development and application of Corporate Asset Management initiatives • Ensures that adequate resources are available for development and implementation of these initiatives • Monitors and reviews the overall schedule for the Asset Management Program • Manage the decisions as it relates to the Corporate Asset Management Project Charter based on Senior Management Team's strategic direction • Review and approve project charter • Review and sign off on all closeout reports • Ensure resources are deployed in a manner that benefits the projects and the corporation • Play an active role in the key decision-making, stakeholder management, risk management and issue resolution, removing obstacles and providing direction pertaining to the Corporate where necessary • Take any action necessary to ensure the smooth integration of tactics and Steering Management Team strategies within and between projects • Be active and visible, building the change coalition with management and communicating to employees throughout the project • Provide support and direction for asset management practices at the department level • Provides strategic direction on the implementation of technologies and competencies needed to support the management of the City’s assets • Monitors progress and performance of asset management practices • Ensures consistency of asset management approaches across the City’s service areas P a g e | 8 Page 34 of 58 Page 64 of 169 AM Governance • Develop Strategic Asset Management Policy & Strategy • Asset Management Program Benefits tracking • Asset Management Plans development • Provide skills development to employees in specific asset management disciplines Manager of Corporate Assets and • Create & implement the risk management process Team Leads • Create & implement the Investment Planning Process • Participate in implementation task teams as part of the asset management development process • Provide skills development to employees in specific asset management disciplines • Provide Service Area sponsorship for asset management practices and concepts • Provide adequate resources to support asset management goals at the Service Area Managers service area level • Provide leadership and support to Service Area Asset Management Coordinators • Embrace the new business processes and technology tools necessary to be effective at asset management • Adopt a teambased approach to service delivery and customer satisfaction • Capture quality data as part of daily operations Town's Staff • Make best use of available data to track performance and drive decision making • Seek to be innovative with respect to service delivery and adopt a culture of continuous improvement • Participate in implementation task teams as part of the Corporate Asset Management process P a g e | 9 Page 35 of 58 Page 65 of 169 Attachment #3 Appendix - 3 ApAppendix 2A Asset Management Communication 10 Wellington Street East, Alliston, ON Page 36 of 58 Page 66 of 169 AM Communication Table of Contents Glossary...... 2 1.0 Executive Summary ...... 3 2.0 Key Messages...... 3 2.1 What is Asset Management?...... 4 2.2 Why now? ...... 4 2.3 How will we achieve this? ...... 4 2.4 Who are the Stakeholders? ...... 7 2.5 What is Asset Management Governance? ...... 8 3.0 What we communicate? ...... 10 4.0 How we communicate? ...... 10 5.0 Evaluate and Review ...... 11 1 | P a g e Page 37 of 58 Page 67 of 169 AM Communication Glossary ELT Executive Leadership Team SMT Senior Management Team AMT Asset Management Team CAM Corporate Asset Management SME Subject Matter Expert SAMP Strategic Asset Management Policy SC Steering Committee AMO Association of Municipalities of Ontario FCM Federation of Canadian Municipalities LOS Levels of Service BIA Business Improvement Association 2 | P a g e Page 38 of 58 Page 68 of 169 AM Communication 1.0 Executive Summary The Asset Management communication framework recognizes the vital role communication plays in tying the town’s strategic plan to asset management. It is important our stakeholders have a full understanding of the assets we own and through those assets the services we provide. The communication plan is far reaching and will ensure that asset management initiatives are collaborative efforts among council, staff, residents, developers, contractors, and government. Developing a communication strategy is a mandatory requirement of the Ontario Regulation 588/17. The goal of the Communication Strategy is to: • Communicate the Strategic Asset Management Policy and Plans • Improve the understanding of assets in the Town and how they support the Town’s services • Communicate asset management initiatives including levels of service, risk, maintenance and financial strategies • Communicate strategies that utilize data and evidence to make decisions • Develop reporting mechanisms to monitor progress and success of the plans • Inform internal and external stakeholders of how the Town is using technology, to enable collaboration and asset preservation 2.0 Key Messages The following asset management fundamentals are required in the Communication Plan: • Defined levels of service: in order to successfully balance the town’s assets with stakeholder’s needs and expectations within the constraints of the municipality’s financial resources. • Defined measures of performance: to ensure desired performance expectations are delivered by the Town. • Defined lifecycle planning and risks evaluation: to ensure investment happens at the right time and the asset delivers the required level of service over the asset’s expected life at a minimum cost. This includes the incorporation of risks while making evidence-based decisions. • Defined maintenance programs: to ensure that maintenance and improvements to the Town’s infrastructure is carried out in a planned and coordinated way. • Defined performance evaluation and reporting: to ensure that the stakeholders are aware of the results of the asset management efforts • Continuous feedback from the community: to ensure that there is community engagement on asset management initiatives 3 | P a g e Page 39 of 58 Page 69 of 169 AM Communication 2.1 What is Asset Management? International standards ISO 55000 provide a global consensus on asset management and describes asset management as the coordinated activity of an organization to realize value from its assets. It also involves balancing of costs, opportunities and risks against desired performance of assets to achieve an organization’s objective. The Town of New Tecumseth provides various services to residents including roads, sidewalks, bridges, water, wastewater, storm water, parks, recreation and cultural services. The management and analysis of the assets are the main objective of the Asset Management office. 2.2 Why now? The Ontario regulation 588/17 created under the Infrastructure for Jobs and Prosperity Act enacted in 2018 has emphasized the need for a strategic asset management policy followed by an asset management plan for all municipalities. The plan and policy are mandatory are will document how municipalities demonstrate their implementation of asset management. The asset management plan should discuss the state of infrastructure, current and desired levels of service, asset management strategies such as risks, maintenance, lifecycle management and address community growth needs. A significant requirement in the plan is to indicate how the Town will manage the effects of climate change on town’s assets and a demonstration of our commitment to long term asset management objectives. Benefits of Asset Management There are many positive benefits of asset management for the Town. Fully embraced asset management principals will generate the following benefits: • Improved operational decisions • Greater ability to plan and pay for future repairs and replacements • Increased knowledge of assets and their location • Increased knowledge of assets that are critical to the Town and how they support Town services • Improved emergency response • Increased understanding of risks related to each asset resulting in improved decision- making • Improved communication to council and public • Increased understanding of the lifecycle management of assets and the various strategies that support growth and demand for services • Improved evidence-based periodization during budget deliberations 2.3 How will we achieve this? The Town of New Tecumseth plans to achieve these benefits by adopting best practices in asset management (ISO 55000). Good asset management does not happen easily or quickly but requires an investment in detailed planning considering the longer term. The Province has indicated a 4 year time frame in their regulation to develop all the various plans and recognize that it takes many years to develop a mature approach and acquire the necessary funds to support the recommendations. New Tecumseth has prepared a detailed road map indicating the initiatives over the next 5 years. Stakeholders in the Town will be kept abreast with asset 4 | P a g e Page 40 of 58 Page 70 of 169 AM Communication management initiatives, levels of service, performance targets and results that pertain to their interest in the asset network and service. The Council’s responsibility is to define the strategic goals of the Town and ensure the town’s resources and services are engaged to meet these goals. The important questions to be answered include: What do we own? This question involves the Town’s asset inventory and how complete the data is. The asset inventory for some service areas may be robust whereas the inventory data may lack in terms of completeness in other service areas. Our roads, bridges, fleet, sidewalks and facilities have inventory and condition assessments as they are mandated by the province or required for routine maintenance. However, our parks and storm water do not have complete inventory. When describing the quality of our inventory we include attributes that are essential for asset management purposes such as condition, risk and performance factors. Where is it? This involves the location of Town’s assets and where they reside. Linear infrastructure and their attributes can be identified in GIS. However, components at a granular level may not be identified by GIS. The distinct or vertical assets can be identified by GIS, but more detailed sub- assets and components need to be identified by their location. Location plays an important role in completeness of inventory. What is it worth? Another important attribute in inventory is the replacement cost of the inventory which will help in financial planning and budgeting. The replacement costs are important for the long-term financial plan and for evidence-based decision making like lease or buy, trade or sell, repair or rehabilitate. The other decision-making tools like cost-risk optimization and cost-benefit analysis are dependent on this attribute. The replacement costs help the asset management team to build the “State of Infrastructure Report” that will represent the value each service area provides to the Town. What condition is it in? The condition of an asset is significant for understanding how old the assets are and play a significant role in the “State of Infrastructure Report”. The condition provides information such as asset replacement or refurbishment. A few service areas in the Town have condition data based on the mandatory metrics set by the ministry, such as roads, bridges and sidewalks. However, there is no condition data for parks, fleet and other service areas. Some assets like fleet are visually inspected for condition during budgets however we will develop standards to evaluate all our asset for condition. The following chart uses 5 categories to indicates our asset condition and will be a standard tool to communicate to the stakeholders. 5 | P a g e Page 41 of 58 Page 71 of 169 AM Communication For those assets where condition is unavailable, the estimated service life remaining can be used as a starting point for condition assessment. This will enable the Town to review the state of its assets annually which is required in the “State of Infrastructure Report”. The matrix below provides a benchmark on how asset conditions are viewed and reported. What needs to be done? The Town of New Tecumseth hired a Manager of Corporate Assets who is responsible for all the asset management activities of the Town. He is responsible for developing a road map on asset management initiatives and developing policy and strategies for continuous improvement initiatives for the Town. The objective is to design a Strategic Asset Management Policy (SAMP) that aligns with the town’s strategic plan and further develop a governance and communication plan for the Town. 6 | P a g e Page 42 of 58 Page 72 of 169 AM Communication When does it need to be done by? The Province has put deadlines to meet asset management goals and they are as follows: 2.4 Who are the Stakeholders? Asset Management is an integrated business approach involving finance, engineering, operations, planning and management to effectively manage existing and new infrastructure to balance costs, opportunities and risks to provide satisfactory levels of service to the community. As there is emphasis on an integrated approach, the Town of New Tecumseth has involved major service areas to be part of the Asset Management governance that will enable the Town to make evidence-based decisions that will benefit the community. The stakeholders for the Town can be divided into (1) Internal and (2) External stakeholders. 7 | P a g e Page 43 of 58 Page 73 of 169 AM Communication The internal stakeholders of the Town are: • Elected Council members • Committees within the Town • Senior Management • Service Area staff The external stakeholders of the Town are: • Community groups/citizens/residents • Contractors • Local business (BIAs) • Other government levels (County, Province, Federal) • Government agencies (AMO for Federal Gas Tax, FCM for Green Municipal Fund etc.) • Visitors/tourists • Emergency service providers (Police, Paramedics etc.) • Utility providers (Alectra, Enbridge etc.) 2.5 What is Asset Management Governance? The Asset Management Governance is a foundation on which any activity associated with asset management in the town can achieve objectives of the town’s strategic plan. This enables the stakeholders of the Town to understand their roles in improving and enhancing the services of the Town by promoting improved asset management techniques. The Town has developed a 4- tier governance framework which oversees asset management activities for the Town. The Strategic Asset Management policy requires the commitment of key stakeholders within the town’s organization to ensure the policy contains a clear plan that can be implemented, reviewed and updated. The table below provides an overview of the current AM governance. Table 1.1 Asset Management Governance at Town of New Tecumseth CAO, GM Corporate Services (CS), GM Executive Leadership Team Infrastructure & Development(I&D) GM CS, Director of Public Works, Director of Parks & Recreation, Director of Engineering, Steering Management Team Mgr. Information Technology, Mgr. Asset Mgmt. Mgr. Asset Mgmt., Infrastructure Asset Asset Management Team Management Technologist 8 | P a g e Page 44 of 58 Page 74 of 169 AM Communication Below is the hierarchy of Governance which supports the Asset Management Program: Council Approves Budget, Policies, LOS targets, and Plans Provides leadership and guidance to asset management initiatives Monitors current progress on AM activities and provides feedback. Provide support and direction to asset management practices at department level 9 | P a g e Page 45 of 58 Page 75 of 169 AM Communication 3.0 What we communicate? The communication of asset management initiatives can be specific, operational or strategic depending upon the stakeholders to whom it is directed to. Specific messages are clear and defined. For example, performance measures and benchmarking will be directed to the council and senior management staff. Levels of service and targets are directed to the all stakeholders including staff, management and council. A new regulation on roads from the province can be a specific message to the roads department. Funding of asset management activities, compiling inventory are specific messages delivered to the senior management and Council. Operational Messages are clear and accurate information about the current operations of the assets and feedback. For example, consultation for disruptions or changes in road operations, facility operations, winter maintenance programs require communication directed to operations staff. Customer satisfaction surveys and feedback is directed to the public. Strategic Messages are clear and accurate information to all stakeholders to communicate how the Town will deliver its services in the future, employ lifecycle planning in the prioritization of projects, define levels of services, define risk frameworks and produce work programs that must be carried out in a planned and coordinated way. These messages are meant to demonstrate how asset management initiatives in the strategic asset management policy are implemented by Town staff. 4.0 How we communicate? Internal Stakeholders who are part of the asset management governance are updated through monthly, quarterly and semi-annual meetings. The following is the proposed asset management governance team meetings for the year 2018 and 2019. As the maturity in asset management improves, the meetings will move to a quarterly basis for the Steering team and semi-annually for the executive leadership team. Year AM Governance Scheduled Meetings 2018 Steering Team Meetings Monthly Executive Leadership Team Quarterly 2019 Jan-Jun Steering Team Meetings Quarterly Executive Leadership Team Quarterly Jul-Dec Steering Team Meetings Quarterly Executive Leadership Team Semi-Annual 10 | P a g e Page 46 of 58 Page 76 of 169 AM Communication The external stakeholders are informed through various communication channels like shown below: What Details Audience When Who The use of graphics to depict pieces of Developed as Developed as infrastructure and statistics that are less General Public and all Infographics engaging to communicate Stakeholders part of the plans part of the plans The use of youtube videos to explain what General Public and all Videos asset management is? Stakeholders The use of above infographics and videos to create a more engaging and content rich web General Public and all Web page pages to communicate asset management Stakeholders Articles in ReNew Canada, Public Sector Digest on how the town develops its asset General Public and all Public Relations management Stakeholders Media activity to announce when roads are going to be paved or maintenance programs of sidewalks, roads during summer, winter Media maintenance of roads General Public Facebook, Linkedin, Twitter posts can be targeted to reach specific group of General Public and all Social Media stakeholders. Stakeholders A summary of the content from web page and infographics can be put in a leaflet or brochure Local Committee to inform the public or kept in public places like Community groups Brochures/Leaflets libraries. Council Communication can also be through traditional methods such as briefing sessions and meetings with external groups such as contractors and consultants to inform and engage on capital projects and asset management initiatives. The objective is to build good relationships with external stakeholders and organizations for various initiatives such as gas tax funding, green municipal funding and in turn informing them of developments or progress for our projects. Other alternative tools could include signs at major works to notify users about upcoming major projects in the Town. 5.0 Evaluate and Review The Council can measure the success of the communication strategy by obtaining feedback from the public and continually enhance the approach wherever necessary. We will be measuring asset management awareness among staff, council and the general public to determine if there is an increased satisfaction with the town’s services and condition of assets. How will this be measured? • Comments, compliments and complaints on social media • Number of visits to the town’s website • Number of calls to the customer service center/Help-desk and time taken to respond to service requests • Staff surveys • Consultation with affected residents based on satisfaction surveys • Amount and nature of media coverage 11 | P a g e Page 47 of 58 Page 77 of 169 Asset Management Page 48 of 58 Committee of the Whole April 15, 2019 Arun Chulliyil and Lisa Stemmler Page 78 of 169 AgendaAgenda • Why Invest in Asset Management • What is Asset Management Page 49 of 58 • Asset Management Roadmap • Results from the Service Sustainability Survey Page 79 of 169 WhyProject Invest Managementin Asset Management? Overview • To financially and strategically plan for future investments in Assets and Services • Enhance Service Levels for the Community Page 50 of 58 • Reduce Maintenance and Replacement Costs • Legislative Requirements (O.Reg 588/17) https://www.youtube.com/watch?v=Wx6YxOZkWZc Page 80 of 169 WhatProject is Asset Management Management? Phases • Hierarchy and Repository of Asset information • Condition Assessments Page 51 of 58 • Levels of Service • Asset Strategies Page 81 of 169 Asset Hierarchy and Repository • Asset Organization in Repository Services (Level 3) Water • Reporting Page 52 of 58 Types of Assets Water Treatment Water Supply (Level 4) Plant Geographic Pressure McKelvey Mill Street Mowder Area/Location (Level 5) District Page 82 of 169 ConditionProject Assessment Management Phases • What condition are our assets in? We have limited information! • Roads (Pavement Condition Indices) Page 53 of 58 • Facility (Facility Condition Indices) • Waste Water Infrastructure • Storm Water Infrastructure • Bridges (Bridge Condition Indices) • We will use the following scale moving forward Very Very Poor Fair Good Poor Good Page 83 of 169 LevelsProject of Service Management (LOS) and Performance Phases Measures Community LOS Essential LOS Technical LOS Page 54 of 58 Quality of roads Meeting Minimum Standards Reliability of roads during winter • # of Customer complaints on Pavement Condition Index (PCI) • # of plows on the streets road pot holes should be between 83to 85 during winter Page 84 of 169 AssetProject Strategies Management Phases Maintenance Strategy Page 55 of 58 Risk Strategy Life Cycle Strategy Page 85 of 169 Asset Management Roadmap Strategic AM Policy Service Area Asset Plans ▪ Strategic AM Policy ▪ Asset Management Plan for Vertical ▪ AM Governance Strategy Infrastructure ▪ AM Communication Strategy ▪ Risks, LOS and Condition ▪ Systems Implementation (Linear Assets) Assessments for Vertical infrastructure ▪ Develop Levels of Service ▪ Targeted/Desired Levels of Service ▪ Develop AM Strategies ▪ Financing Strategies Page 56 of 58 ▪ Plan Improvement and Monitoring AM 2018 2019 2020 2021 -2025 Asset Management Roadmap Corporate AM Plan ▪ Asset Hierarchy ▪ Systems Implementation (Vertical Assets) ▪ Service Sustainability Tool/Assessment ▪ Asset Management Plans for Linear ▪ RFP and Vendor selection for System Infrastructure ▪ Risks, LOS and Condition Assessments for Core infrastructure Note: Linear Assets - Roads, Water, Wastewater and Stormwater Vertical Assets – Parks, Facilities, Fleet and Fire Page 86 of 169 2018 Self Assessment of Future Sustainability Do Nothing With Robust AM Program Page 57 of 58 ASSET MANAGEMENT STRATEGIES Page 87 of 169 QuestionsClosing Page 58 of Page 88 of 169 COMMITTEE OF THE WHOLE MEETING APRIL 15, 2019 REPORT #ADMIN-2019-24 SIGN BY-LAW REQUEST FOR VARIANCE FROM PRIDE SIGNS ON BEHALF OF MCDONALD'S RESTAURANT OF CANADA TO INSTALL GROUND SIGNS ON THEIR PROPERTY AT 137 YOUNG STREET, ALLISTON RECOMMENDATION That Report #ADMIN-2019-24 be received; And further that the request from Pride Signs to install two (2) electronic pre-menu board ground signs and two (2) electronic menu board ground signs on the property at 137 Young Street, Alliston (McDonald's) be approved. OBJECTIVE The objective of this report is to provide Council with information with regard to a request from Pride Signs (Attachment #1), who are applying for a variance on behalf of their customer, McDonald's Restaurants of Canada, to install two (2) electronic pre- menu board ground signs and two (2) electronic menu board ground signs on their property at 137 Young Street, Alliston. BACKGROUND Pride Signs is applying for a variance (Attachment #1) on behalf of their customer, McDonald's Restaurants of Canada, to install two (2) electronic pre-menu board ground signs and two (2) electronic menu board ground signs on their property at 137 Young Street, Alliston. The menu board ground signs serve the drive thru lanes to advertise products available for purchase from the restaurant. All existing menu board signage and speaker posts are to be removed as part of the proposal. COMMENTS AND CONSIDERATIONS Section 3.23, Ground Signs, of the Town's By-law 2010-014, as amended, states: “Ground Sign” means a sign supported by a sign structure embedded in the ground to a depth of at least 0.5 metres (1.5 feet) and which is not attached to any part of a building and used for the purposes of advertising a lawful business or Page 89 of 169 Report #ADMIN-2019-24, April 15, 2019 product sold on the premises except as otherwise specifically permitted by this by- law. Section 21 and Section 21.11, Construction, of the Town’s By-law #2010-014, as amended, states: One ground sign is permitted on a lot, which has a street frontage of at least 12.2 metres (40 feet) and up to 76.2 metres (250 feet), provided the maximum height of a ground sign shall not exceed 7.5 metres (25 feet) in height. An additional ground sign is permitted where the lot has a street frontage of at least 88.4 metres (290 feet). The property is a corner lot (Young & Industrial Parkway) having a frontage of 107-feet. The applicant's proposal increases the total number of ground signs to five (5) which is over the allowable limit of one (1) based on the property street frontage. Section 20.16(iii), Electronic Message Board, of the Town’s By-law # 2010-014, as amended, states: Electronic Message Board signs may be erected in any zone except Residential Zones provided that they are in full compliance with all other provisions of this by- law and provided that: iii) No more than one (1) electronic message board shall be permitted on a lot. The applicant's proposal increases the total number of electronic message board signs to five (5) which is over the allowable limit of one (1) according to the by-law. Section 20.11.2, Commercial Zones, of the Town’s By-law #2010-014, as amended, states: The street (municipal) address of the lot shall be prominently displayed on a ground sign such that it is visible from the street. The applicant's proposed ground signs do not allow a municipal address to be visible from the street as the intention of the signage is to provide customers with information about products available for purchase as they use the restaurant drive-thru service. The Town’s Planning Department, Engineering Department, and Building Standards Department have no concerns with the proposal. FINANCIAL CONSIDERATIONS Page 2 of 11 Page 90 of 169 Report #ADMIN-2019-24, April 15, 2019 The applicant has paid the Sign Permit Fee of $294.00 and the variance application fee of $500.00. There are no further financial considerations associated with this report. Respectfully submitted: ______Malcolm McRae, MLEO (C), CPSO Municipal Law Enforcement Officer Attachments: □ Attachment #1 Approved By: Department: Status: Cindy Maher, Clerk/Director of Clerks/Administration Dept Approved - 11 Apr 2019 Administration Services Lori Bedford, GM of Corporate Corporate Services Division Approved - 11 Apr 2019 Services/CFO Page 3 of 11 Page 91 of 169 Attachment #1 Page 4 of 11 Page 92 of 169 Page 5 of 11 Page 93 of 169 Page 6 of 11 Page 94 of 169 Page 7 of 11 Page 95 of 169 Page 8 of 11 Page 96 of 169 Page 9 of 11 Page 97 of 169 Page 10 of 11 Page 98 of 169 Page 11 of 11 Page 99 of 169 Page 100 of 169 COMMITTEE OF THE WHOLE MEETING APRIL 15, 2019 REPORT #ADMIN-2019-25 ROAD DEDICATION CORRECTION BY-LAW PARTS 2 & 4 ON REFERENCE PLAN 51R-9068 RECOMMENDATION That Report #ADMIN-2019-25 be received; And further that a road dedication correction by-law be enacted. OBJECTIVE The purpose of this report is to recommend to Council that a road dedication correction by-law be enacted to amend an error so that the proper description for the lands described as Parts 2 & 4 on Reference Plan 51R-9068 is in place and can be dedicated to the Town as a roadway. BACKGROUND The former Township of Tecumseth adopted By-Law 82-21 on April 26, 1982 in order to dedicate certain lands for road purposes. COMMENTS AND CONSIDERATIONS The Town received a letter from the law firm of Feehely Gastaldi dated April 4, 2019 (Attachment #1) requesting that a road dedication correction by-law be adopted to correct a legal description and plan registration date in Road Dedication By-law No. 82- 21 which was passed in 1982. The correction by-law included as Attachment #2 is necessary in order for the property owner of 7046 3rd line to sell his property. FINANCIAL CONSIDERATIONS The Town will be responsible for the legal fees associated with registering the by-law. Respectfully submitted: Page 101 of 169 Report #ADMIN-2019-25, April 15, 2019 ______Barbara Kane Deputy Clerk Attachments: □ Attachment #1 - Letter from Feehely Gastaldi □ Attachment #2- Draft Road Dedication Correction By-law Approved By: Department: Status: Cindy Maher, Clerk/Director of Clerks/Administration Dept Approved - 11 Apr 2019 Administration Services John Henry CPA, CMA, Finance Approved - 11 Apr 2019 Director, Financial Services / Treasurer Lori Bedford, GM of Corporate Corporate Services Division Approved - 11 Apr 2019 Services/CFO Page 2 of 11 Page 102 of 169 Page 3 of 11 Page 103 of 169 Page 4 of 11 Page 104 of 169 Page 5 of 11 Page 105 of 169 Page 6 of 11 Page 106 of 169 Page 7 of 11 Page 107 of 169 Page 8 of 11 Page 108 of 169 Page 9 of 11 Page 109 of 169 Page 10 of 11 Page 110 of 169 Attachment #2 THE CORPORATION OF THE TOWN OF NEW TECUMSETH BY-LAW Number 2019-XX ROAD DEDICATION CORRECTION BY-LAW A By-Law to correct the dedication of certain lands in the Former Township of Tecumseth for road purposes WHEREAS the former Corporation of the Township of Tecumseth passed By- Law 82-21 on April 26, 1982 in order to dedicate certain lands owned by the Township for road purposes; AND WHEREAS said By-Law 82-21 was registered as Instrument No. RO763916 on the 20th day of May, 1982; AND WHEREAS certain lands were dedicated in Part C of the By-Law, paragraph 11, relating to Part of Lot 3, Concession 3, being more particularly described as Parts 2 and 4 on Reference Plan 51R-9086 with a Survey Deposit date of November 26, 1979; AND WHEREAS the said dedication was made in error and should have been described as Parts 2 and 4 on Reference Plan 51R-9068 with the Survey Deposit date being November 2, 1979; AND WHEREAS the Corporation of the Town of New Tecumseth, as the successor municipal corporation to the Township of Tecumseth, is desirous of correcting the error in description so that the proper lands are dedicated for road purposes; AND WHEREAS the said roadway lands form part of PIN 58171-0022 (LT); NOW THEREFORE the Council of The Corporation of the Town of New Tecumseth hereby enacts as follows: 1. That paragraph 11 of Part C, Concession 3 to By-Law 82-21 is hereby amended by deleting the reference to Parts 2 and 4 on Reference Plan 51R- 9086 and the survey deposit date of November 26, 1979 and replacing same with Parts 2 and 4 on Reference Plan 51R-9068 and the survey deposit date of November, 2, 1979, which lands will now be deemed to be dedicated as part of the public road system for the Corporation of the Town of New Tecumseth. 2. That this By-Law shall be registered against Part of Lot 3, Concession 3, designated as Parts 2 and 4, Plan 51R-9068, being Part of PIN 58171-0022. 3. That this by-law shall be cited as the “Road Dedication Correction By-Law”. 4. That this By-Law shall come into force and take effect on the 30th day of April, 2019. READ A FIRST, SECOND AND THIRD TIME AND FINALLY PASSED THIS 29TH DAY OF APRIL, 2019. ______MAYOR RICK MILNE ______CLERK CINDY ANNE MAHER Page 11 of 11 Page 111 of 169 Page 112 of 169 COMMITTEE OF THE WHOLE MEETING APRIL 15, 2019 REPORT #ADMIN-2019-26 LICENSE AGREEMENT - POSTAL KIOSK TOWN OF NEW TECUMSETH AND CANADA POST CORPORATION PART 2 ON PART OF BLOCK 247 & PART OF FRASER AVENUE, TOTTENHAM RECOMMENDATION That Report #ADMIN-2019-26 be received; And further that a by-law be enacted authorizing the Mayor & Clerk to sign a Licensing Agreement with Canada Post Corporation for a Community Mail Box (Kiosk) on Fraser Avenue, Tottenham, substantially in the form of Attachment #1 to Report #ADMIN-2019- 27, subject to final clearance by the Town's Solicitor. OBJECTIVE The objective of this report is to seek Council approval to provide a license agreement extension with Canada Post Corporation for a three (3) year period for the provision of a Community Mail Box (Kiosk) on Fraser Avenue, Tottenham. BACKGROUND The original Licensing Agreement to provide mail delivery to the Kiosk on Fraser Avenue, Canada and Tecumseth New Post Town the between Tottenham of Corporation was signed and executed in 1996. On July 11, 2016 a one year Community Mail Byby approved Agreement -License 2016 law- The 099. (Kiosk) Box was agreement was negotiated for a period of one year as staff were reviewing potential uses of the Tottenham Community & Fitness Centre Property. COMMENTS AND CONSIDERATIONS Canada Post has agreed to a further renewal of a three (3) year agreement included as Attachment #2 subject to final clearance by the Town's Solicitor. A map showing the location of the Kiosk is provided as Schedule 'A' to Attachment #2. Public Works and Engineering have no concerns with regard to the Town entering into a three (3) year agreement. FINANCIAL CONSIDERATIONS The rent which is to be paid by Canada Post Corporation is $1.00 per year. Page 113 of 169 Report #ADMIN-2019-26, April 15, 2019 Respectfully submitted: ______Barbara Kane Deputy Clerk Attachments: □ Attachment #1 Draft Canada Post License Agreement By-law □ Attachment _2 - Canada Post License Agreement - 2019 Approved By: Department: Status: Cindy Maher, Clerk/Director of Clerks/Administration Dept Approved - 11 Apr 2019 Administration Services John Henry CPA, CMA, Finance Approved - 11 Apr 2019 Director, Financial Services / Treasurer Lori Bedford, GM of Corporate Corporate Services Division Approved - 11 Apr 2019 Services/CFO Page 2 of 7 Page 114 of 169 Attachment # 2 THE CORPORATION OF THE TOWN OF NEW TECUMSETH BY-LAW Number 2019-xx “CANADA POST KIOSK LICENSE AGREEMENT BY-LAW” A by-law to authorize the signing and execution of a License agreement with Canada Post Corporation. WHEREAS the Municipal Act, 2001, as amended, provides that the municipality has the capacity, rights, powers and privileges of a natural person for the purpose of exercising its authority under the Municipal Act; AND WHEREAS The Corporation of the Town of New Tecumseth holds title to certain lands more particularly Part 2 on Part of Block 247 and Part of Fraser Avenue, Registered Plan 51M-323 in the Town of New Tecumseth; AND WHEREAS the Council of The Corporation of the Town of New Tecumseth is desirous of entering into a License Agreement with Canada Post Corporation for a Community Mail Box (Kiosk); NOW THEREFORE the Council of The Corporation of the Town of New Tecumseth hereby enact as follows: 1. That The Corporation of the Town of New Tecumseth enter into an agreement with Canada Post Corporation governing the Community Mail Box (Kiosk), located on Part 2 on Part Block 247 and Part of Fraser Avenue, Registered Plan 51M-323, as attached hereto forming part of this by-law and subject to final clearance by the Town’s Solicitor. 2. That the Mayor and Clerk be authorized to sign and execute all documents relating to this license agreement. 3. That this by-law shall be cited as the “Canada Post Kiosk License Agreement By- Law”. 4. That this by-law shall come into force and take effect on the date of final passing thereof. READ A FIRST, SECOND AND THIRD TIME AND FINALLY PASSED THIS 29th DAY OF APRIL, 2019 ______MAYOR ______CLERK Page 3 of 7 Page 115 of 169 Attachment #2 COMMUNITY MAIL BOX (KIOSK) LICENSE AGREEMENT AGREED TO BY: THE CORPORATION OF THE TOWN OF NEW TECUMSETH Hereinafter referred to as the 'Town' and CANADA POST CORPORATION, a corporation established pursuant to the Canada Post Corporation Act, having its head office in the City of Ottawa, Province of Ontario K1A OB1 Hereinafter referred to as the 'Canada Post' THE PARTIES AGREE AS FOLLOWS: 1. This Agreement affects the 'Licensed Area' being that part of the lands owned by the Town being Parts 1, 2 and 3 on Plan 51R-26490, as shown on the attached sketch, marked as Schedule ‘A’ to this agreement. 2. The Town grants Canada Post a license for the term of three (3) years ("Term") i) to use and occupy the Licensed Area for the purpose of the installation, operation and maintenance of Canada Post Community Mail Box (Kiosk) equipment, and, ii) for access to the Licensed Area by the public at all times. 3. Canada Post will maintain, at its expense, the Licensed Area and the Community Mail Box located thereon, including snow removal. 4. Canada Post will be fully responsible for any claims, lawsuits, damages, expenses or costs arising due to the installation, use or maintenance of the Community Mail Box's on the Licensed Area, except for those arising, in whole or in part, due to the negligent or intentional acts of the Town or those for whom the Town is in law responsible. 5. The Town or Canada Post can terminate this License at any time by providing sixty (60) calendar days written notice to the other party at its Mailing Address as set out in this Agreement, or at such other address as a party may notify the other party in writing. Page 4 of 7 Page 116 of 169 Page 2 of 4 The Mailing Address for Canada Post for this Agreement is: Delivery Services Officer 200-5210 Bradco Boulevard Mississauga, ON L4W 1G7 Telephone: 905 206-1247 X 2026 e-mail [email protected] If the notice is to be given by Canada Post to the Town, it shall be similarly given and addressed as follows: Clerk/Director of Administration Services THE CORPORATION OF THE TOWN OF NEW TECUMSETH 10 Wellington Street East Alliston, ON L9R 1A1 Telephone (705) 435-3900 e-mail [email protected] 6. On termination of this Agreement, Canada Post will, at its expense, remove the Community Mail Box and reinstate the Licensed Area to a reasonable condition acceptable to the Town. 7. The parties have agreed that this agreement and all documents and notices relating thereto be drawn up in the English language. 8. This Agreement shall be governed by the laws of the Province of Ontario and enure to the benefit of the parties hereto, their administrators, successors and assigns as the case may be. Page 5 of 7 Page 117 of 169 Page 3 of 4 9. This Agreement comes into effect as of the date of passage of the by-law. IN WITNESS WHEREOF, authorized representatives of the Town and Canada Post I have executed this Agreement. Dated this day of , 2019. THE CORPORATION OF THE TOWN OF NEW TECUMSETH Rick Milne, Mayor Cindy Anne Maher, Clerk/Director of Administration Services Dated this ___day of , 2019. CANADA POST CORPORATION Name: Title: Name: Title: Page 6 of 7 Page 118 of 169 Page 4 of 4 Schedule ‘A’ Page 7 of 7 Page 119 of 169 Page 120 of 169 COMMITTEE OF THE WHOLE MEETING APRIL 15, 2019 REPORT #PRC-2019-04 SPONSORSHIP POLICY RECOMMENDATION That Report #PRC-2019-04 be received; That further that Policy No. PR-001-2019 - Sponsorship Policy, attached as Attachment #1 to Report #PRC-2019-04 be approved. OBJECTIVE The objective of this report is to present to Council a corporate Sponsorship Policy that provides guidelines and systemic approach to staff to promote and implement opportunities for sponsorship of Town's activities and assets, including annual reporting to the Council. BACKGROUND Staff have traditionally accepted sponsorship for Town's delivered events, public skates and programs. Staff have also been approached in the past in a variety of ways by corporations and other stakeholders, interested in sponsorship and naming rights partnerships. Early in 2018, as per the Council Report #PRC-2018-09, staff identified a comprehensive Sponsorship Policy will be developed for Council’s consideration, in the next term of Council. COMMENTS AND CONSIDERATIONS The sponsorship policy will provide clear direction to staff and the community while defining transparent and accountable sponsorship process by assigning thresholds and values to typical events and assets. Sponsorship opportunities are categorized into two broad types. 1. Program and Events Sponsorship 2. Capital Asset Sponsorship Program and Events Sponsorship provides opportunities to the community groups and other stakeholders to fund an event or an activity within the Town's facilities, thereby promoting community engagement while generating the revenues to offset the cost of the event(s) or activities for the Town. Page 121 of 169 Report #PRC-2019-04, April 15, 2019 Capital Asset Sponsorship provides opportunities to stakeholders to fund Town's assets mostly through naming rights. The Town will benefit through increased revenues with no negative impacts on taxation or service delivery, and through additional promotion of programs and venues through a sponsor’s promotional Internal fees and are established marketing for channels. sponsorship assets -basedusing a approachmarket combined with key metrics including visibility, number of impressions or views, level of exposure, etc. Sponsorship will follow following process: • As part of annual budget, the department(s) will identify the types and values of sponsorship for approval by Council. • Once approved by the Council, based on value, staff will issue an Expression of Interest (EOI), Advertisement, or Request for Proposal (RFP) to solicit sponsorship opportunities. • Should no bids be received during the Sponsorship EOI/Advertisement/RFP process, staff will be free to solicit and receive unsolicited sponsorship proposals using guidelines that mirror the procurement cost thresholds in the Town's Purchasing Policy as amended, and market sponsorship opportunities on an individual basis. • The Infrastructure and Development Division will provide Council with an annual report summarizing the Town’s sponsorship activity. Signing authorities for sponsorship contracts and agreements are outlined in the draft Sponsorship Policy and are in conformance with the Town’s Purchasing Policy, as amended. FINANCIAL CONSIDERATIONS There are no financial impacts associated with this report. As part of budget process, staff aim to identify sponsorship opportunities for Council's consideration to offset the cost of recreation activities, events, and asset replacements. Respectfully submitted: ______ Page 2 of 18 Page 122 of 169 Report #PRC-2019-04, April 15, 2019 Khurram Tunio General Manager of Infrastructure and Development Attachments: □ Attachment #1 - Draft Sponsorship Policy Approved By: Department: Status: John Henry CPA, CMA, Finance Approved - 11 Apr 2019 Director, Financial Services / Treasurer Lori Bedford, GM of Corporate Corporate Services Division Approved - 11 Apr 2019 Services/CFO Page 3 of 18 Page 123 of 169 ATTACHMENT #1 THE CORPORATION OF THE TOWN OF NEW TECUMSETH CORPORATE POLICY Policy Title: Sponsorship Policy Policy No. : PR-00X-2019 Approval Date: Motion No.: 1 POLICY STATEMENT: The Town of New Tecumseth (Town) welcomes mutually beneficial sponsorships that enrich the lives of residents by enhancing Town properties and programs. The Town recognizes sponsorship as a means to profile individual or corporate partnerships supporting, but not limited to, programs, facilities, parks, events and operations along with the opportunity to provide the Town with an additional revenue stream and, in some cases, offset the costs of municipal infrastructure, programs, and operation. Sponsorship can be provided as cash or as value-in-kind, where the sponsor provides a product or a service. This policy supports the Town’s mission to support the community vision through accessible leadership, partnerships and well-managed municipal services. 2 PURPOSE: The purpose of this policy is to establish a Town-wide sponsorship protocol that: • aligns with the Town’s programs and services; • provides guidelines for staff to promote and support opportunities for sponsorship; and • creates a systematic approach to soliciting, managing and reporting on sponsorships. • complies with Council Report #PRC-2018-09, dated March 28, 2018, in which staff identified that they would draft a comprehensive Sponsorship Policy for Council’s consideration in the next term of Council. Page 1 of 15 Page 4 of 18 Page 124 of 169 This policy will safeguard the Town’s corporate values, image, assets, and interests, while providing a centralized, streamlined approach to Partnership engagement and development for the Town. The Town recognizes a need for a defined Partnership Program and framework. 3 SCOPE: 3.1 This policy shall apply to: • All sponsorships associated with the Town; • All Town departments All Town properties; • Sourcing (solicited and unsolicited) and executing partnership agreements and contracts proposed and made between the Town and Partners, as defined here. 3.2 This policy shall not apply to: • Philanthropic contributions, gifts, or donations in which property is voluntarily transferred by a third party to the Town without expectation of return. In such instances, no valuable consideration is provided to, and no business relationship exists with, the third party. Donations are governed by the Income Tax Act and generally qualify for a tax receipt. • Internal sponsorships amongst the Town’s departments and ABCs; • Sponsorship arrangements that pre-date this policy are not subject to this policy. Renewals or amendments will be in accordance with this policy; • Town sponsorship support of external projects where the Town provides funds to an outside organization; • the Town’s Celebration of Life Program; • nor does it circumvent policies (ie. Use Agreements, Fees and Charges By-law and/or Purchasing By-law); • Grants, contracts and contribution agreements obtained from other orders of government, foundations, trusts, etc.; • Independent foundations or registered charitable organizations that the Town may receive a benefit; • Town sponsorship support of external projects where the Town provides funds to an outside organization. Page 2 of 15 Page 5 of 18 Page 125 of 169 3.3 The Town will consider all sponsorship proposals but has no obligation to accept any of them. The Town reserves the right to refuse any proposal, including, but not limited to, those submitted by third parties whose activities are perceived to be incompatible with the Town’s goals, values or mission. There is no obligation for the Town to accept a sponsorship proposal it has reviewed. The Town reserves the right to reject any unsolicited sponsorship proposal that has been offered to the Town. Sponsorships for the Town of New Tecumseth will not be accepted from: • Alcohol / tobacco / e-cigarette / marijuana companies; • Organizations whose purpose and/or facility is related to religious and belief system activities; • Companies that sell or promote pornography, adult entertainment or sexual services; • Companies that present imaging that is derogatory, prejudicial, harmful to or intolerant of any specific group or individual; • Companies that could conceivably create fiscal hardship for the Town and/or its residents; • Companies that profit from the sale or distribution of weapons, dangerous products and goods or prohibited services. • Companies where there is evidence the sponsor has engaged in unlawful actions against individuals or groups based on race or ethnic origin, religion, disability, gender, age, status, or sexual orientation/gender identity. • Corporations currently not in good standing with the municipality (i.e., current violation of by-law, under litigation, or in arrears). The standing of individuals and corporations will be confirmed through the Town’s legal services, finance, and By-law departments. • Political parties, candidates, representatives from any level of government or organizations that represent such parties, candidates or representatives. Page 3 of 15 Page 6 of 18 Page 126 of 169 3.4 The sponsorship shall not: • confer a personal benefit, directly or indirectly, to any particular Town employee or elected official. • create an ongoing financial obligation for the Town beyond the term of the agreement. • interfere with existing contractual obligations and must recognize and/or not contravene any existing commitment or contract held by the Town. • unduly detract from the character, integrity, aesthetic quality or safety of the property or unreasonably interfere with its enjoyment or use. It must not impact the quality and integrity of the Town’s properties, buildings, recreational experiences, and provide no added risk to safety. This will be determined by the Town. • result in, or be perceived to result in any competitive advantage, benefit or preferential treatment for the sponsor outside. 3.5 Any sponsorship which varies from the requirements of this policy shall be approved by Council. As per the Code of Conduct for Members of Council and Local Boards, as amended, a Council Member is not permitted to solicit and accept sponsorships and/or donations for community events or initiatives organized or run by the Member or a third party on behalf of a Member from any person, corporation, partnership, entity or body that is at the time of the solicitation or acceptance of the sponsorship and/or donation seeking any form of approval from the Town except where: a) Council has authorized or endorsed the community event(s) or initiative prior to it taking place; or b) the Member’s involvement with the community event or initiative is necessarily within the scope of the Member’s: i. employment obligations, or ii. participation with a volunteer or charitable organization. Page 4 of 15 Page 7 of 18 Page 127 of 169 3.6 The term of all agreements shall not exceed four years unless authorized by Council. 3.7 Departments shall decline sponsorship proposals from parties that are disqualified from doing business with the Town. 3.8 This policy shall be in compliance with the Municipal Freedom of Information and Protection of Privacy Act, as amended. 3.9 No form of indemnification will be provided to any sponsor without the express approval of the Town Solicitor. 4 DEFINITIONS: For the purposes of this policy, the following definitions apply: Advertising: The sale or lease of advertising or signage space on Town-owned property. Unlike sponsorship, it involves the use of public advertising contracted at pre-determined rates for a set period of time. Advertising does not imply any reciprocal partnership arrangement since the advertiser is not entitled to any additional benefits beyond access to the space. Agreement: A legal document that binds The Corporation of the Town of New Tecumseth and all other parties, subject to the provisions of the contract. Asset: A physical or non-physical Town-owned element that has value to sponsors in order to achieve their business objectives. Examples of some assets are: playgrounds, programs and events. Contract: A Contract is a specific type of agreement that by its terms and elements is legally binding between two or more parties and creates an obligation to provide defined goods and/or perform defined services. Contracts can be executed by Town Staff as per the delegated authority for this policy. Donations: Cash or in-kind contributions which provide assistance to the Town. Donations do not constitute a business relationship since no reciprocal consideration is sought. Donations generally qualify for a tax receipt. Donations are distinct from sponsorship and/or advertising initiatives. In-kind: A contribution sponsorship received in the form of goods and/or services rather than cash. Page 5 of 15 Page 8 of 18 Page 128 of 169 Naming Rights: A type of sponsorship in which an external partner receives the exclusive right to name a Town property under specific terms. The naming right is sold or exchanged for cash or other valuable consideration. Properties: Properties refer to Town assets. These include, but are not limited to, events, services, programs, activities, real property, facilities, intellectual property, parks, features (e.g. rooms, ice pads, bridges, playgrounds, etc.), and other assets, but not including streets and lanes. Request for Sponsorship Proposal: This is an open and competitive bidding process for corporations and organizations to express their interest in a sponsorship opportunity with the Town of New Tecumseth. Signs and Banners: All elements of visibility bearing the sponsor’s logo. This includes billboards, banners, LED screens, posters, etc. Sponsorship: A mutually beneficial business arrangement wherein an external party, whether for profit or otherwise, provides cash and/or in-kind services to the Town in return for commercial advantage. This payback may take the form of publicity, promotional consideration, merchandising opportunities, etc. Because of these marketing benefits, a sponsorship does not qualify for a tax receipt. 5 POLICY: 5.1 General 5.1.1 Departments are: • Free to solicit, accept and negotiate sponsorships, subject to this policy. • Encouraged to bring forward recurring sponsorships through the budget process. However, for new sponsorships, the CAO, Division Head, Department Head, Manager (or their designate) may, without prior Council approval, approve and enter into contracts where: - the total value of the sponsorship is a value of $75,000 or less per year, which aligns with the financial signing authority of the CAO, Division Head, Department Head, or Manager. - cumulative sponsorships from a particular third party for the same purpose do not exceed $75,000 in a given fiscal year; - the sponsorship complies with this policy. - Formal agreements are required over $75,000 and shall be approved by Council. See Section 3.5 of this policy for details with respect to Page 6 of 15 Page 9 of 18 Page 129 of 169 sponsorships, donations and Council Members, as per the Code of Conduct for Members of Council and Local Boards. 5.1.2 The Town shall: • Shall retain ownership and control over any sponsored property; • Accept funds only when the Town has control of the content of the activity and when the Town has and maintains complete control of all funds (excluding associated activation funds used by the sponsor to leverage the sponsorship rights); • Allow Town affiliated groups that serve youth to put a championship banner, in a designated area, promoting their association in their “home” facility, providing it does not include other advertisers. The Town will maintain the ability to remove the banner should the operating status of the group change negatively with the Town; • Reserve the right to terminate an existing sponsorship agreement should any of the following occur: - The sponsor organization uses the Town’s name outside the parameters of the sponsorship agreement, without prior consent; - The sponsor organization develops a public image inappropriate to the Town’s values and/or objectives. - Conditions arise that makes it no longer in the best interests of the Town. 5.1.3 Sponsorships: • Shall be confirmed in writing by agreement or contract as deemed necessary. • Should enhance the development, delivery, awareness or continuance of one or more Town facilities, programs, services, and/or events or provide for the delivery of programs, services, or events by a third party. • Shall be consistent with the mandate, policies and objectives of the Department and Town and considered to be in the public interest of the Town. 5.1.4 Sponsorship of any Town property or asset will not entitle any sponsor to influence any Policy position or business decision of the Town. Agreements shall not in any way invoke future considerations, influence, or be perceived to influence the day-to-day business of the Town. Potential sponsors must not be canvassed in a manner that uses or implies coercion. Prospective sponsors that decline solicitations for contributions shall not be penalized. 5.1.5 This Sponsorship Policy shall follow the procurement policy as amended. See Schedule “A” for details on signing authority as it Page 7 of 15 Page 10 of 18 Page 130 of 169 applies to this Sponsorship Policy. The practices of the sponsor must align with and supplements existing Town policies and guidelines. 5.2 Procedure and Policy Management 5.2.1 Managers and Directors will annually identify the type and value of municipal assets available for sponsorship for their relevant department. The revenue sponsorship initiatives will then be brought forward to Council as part of the annual budget deliberations for approval by Council. See Section 3.5 of this policy for details with respect to sponsorships, donations and Council Members, as per the Code of Conduct for Members of Council and Local Boards. Once approved, in consultation with the Purchasing Business Unit, staff will issue an EOI/Advertisement/RFP to solicit sponsorship opportunities for assets available in a specific budget year. 5.2.2 Should no bids be received be during the annual Sponsorship EOI/Advertisement/RFP process, staff will be free to solicit and receive unsolicited sponsorship proposals, using guidelines that mirror the procurement cost thresholds in the Town's Purchasing Policy as amended, and market sponsorship opportunities on an individual basis. 5.2.3 Sponsorship opportunities and the process for submission are available on the Town’s website. Unsolicited sponsorship proposals received by the Town will be evaluated by the relevant Director or designate of the relevant business unit and the General Manager, as per the provisions of this policy. 5.2.4 All sponsorships for the Town of New Tecumseth are managed by the relevant departments once finalized. 5.2.5 Issues regarding the interpretation or application of this policy are to be referred to The Town Solicitor. 5.2.6 This Sponsorship Policy is applicable to Town lead initiatives and to Town staff only. See Section 3.5 of this policy for details with respect to sponsorships, donations and Council Members, as per the Code of Conduct for Members of Council and Local Boards. 5.2.7 All new sponsorships must be evaluated for compliance with this policy. 5.2.8 As part of its due diligence, prior to proceeding with a sponsorship, the recipient department is responsible for consulting with relevant Page 8 of 15 Page 11 of 18 Page 131 of 169 5.2.9 stakeholders, where necessary, and for conducting a risk/benefit assessment of the opportunity. 5.2.10 If a sponsorship offer is not accepted, the proponent shall be advised as to the reason. 5.2.11 Departments are responsible for ensuring that any use of the Town’s name, logo and emblems are in accordance with the Logo Use Policy #COMM-CO-17-01, as amended. 5.2.12 The recipient department is to notify the local councillor when a ward- specific sponsorship is being considered. All sponsorships must be documented. The recipient department shall draft a written agreement or contract consistent with the size, complexity and scope of the sponsorship. Where applicable, the recipient department shall consult with the Town Solicitor regarding appropriate terms and conditions. 5.2.13 The terms and conditions that form part of a sponsorship arrangement are to be approved by the Department Head or a designate. If the agreement involves more than one department, approval will be obtained from each Department Head (or designate). 5.2.14 It is the responsibility of the recipient department to review the effectiveness of the sponsorship and to ensure that the respective parties are adhering to the terms of the written agreement. 5.2.15 For purposes of financial control and accountability, sponsorship funds are to be credited to the appropriate accounts. As part of the quarterly budget variance reporting process, where they have not already been accounted for in the budget, each department shall disclose the amount of all sponsorships received to date and report on how the funds were used. 5.2.16 100% of the sponsorship revenue will be allocated to the operating budget of the appropriate facility, program, or special event in connection with the sponsorship received. 5.2.17 Departments are responsible for providing details of sponsorship agreements to the Finance Department on an annual basis for the purposes of tracking. 5.2.18 Staff shall provide Council with an annual report summarizing the Town’s sponsorship activity. 5.3 Responsibilities: Directors and Managers are responsible for: • Annually identifying the type and value of municipal assets available for sponsorship and work with the Purchasing Business Unit to issue an EOI/Advertisement/RFP for all assets available for sponsorships in that budget year, as approved by Council during budget deliberations; • ensuring staff consults with the Manager of Corporate Assets prior to developing a sponsorship opportunity (for value greater than $10,000 Page 9 of 15 Page 12 of 18 Page 132 of 169 to ensure that assets are priced accordingly, there is consistency in pricing strategy and recognition, and to reduce any duplicate approaches to corporate partners • concept approval of sponsorship projects before sponsors are approached or agreements are made and if the agreement involves more than one business section, approval will be obtained from the directors of each business section involved; • review of sponsorship agreements which impact any of their business units; • approval of sponsorship contracts in accordance with delegated authority; • ensuring that representatives of the Town entering into sponsorships are aware of, and act in accordance, with sponsorship policy and administrative procedures. General Managers are responsible for: • general overview of all sponsorship business for the Town; • negotiating, and administering sponsorship contracts; • asset evaluation and pricing of sponsorships in conjunction with business units; • ensuring adherence to all relevant by-laws and policies, appropriate consultation and approval processes, and where applicable, that insurance, indemnification, and necessary permits have been obtained; • ensuring advertising relationships abide by the restrictions noted in this policy; • approval of sponsorship contracts in accordance with delegated authority; • In the event that the sponsor corporation is part of a corporate conglomerate with ties to an exclusionary noted company, the sponsor corporation as well as the relationship between the sponsor corporation and the conglomerate will be reviewed by the General Managers. • General Managers and Department Heads have overall responsibility for oversight and control of sponsorship activities in their departments. Page 10 of 15 Page 13 of 18 Page 133 of 169 Town Council is responsible for: • all sponsorships that do not comply with the policy or are for an amount over $75,000 require approval of Council and that the Mayor and Clerk shall be authorized to sign such agreements approved by Council; • reviewing and/or approval of all sponsorship agreements that fall outside the delegated authority of staff; • All cash sponsorships. See Section 3.5 of this policy for details with respect to sponsorships, donations and Council Members, as per the Code of Conduct for Members of Council and Local Boards. 5.4 Sponsorship Thresholds Refer to Schedule “C” for a list of typical assets and associated thresholds and values. Managers are authorized to approve sponsorship contracts $5,000 or less, provided they satisfy all provisions of this policy. Example Sponsorships: • Event Sponsorships: e.g. Canada Day Entertainment Directors are authorized to approve sponsorship contracts over $5,000 and up to and including $20,000 provided they satisfy all provisions of this policy. Example Sponsorships: • Program Sponsorships: Sledge Hockey • Event Sponsorships: Canada Day Fireworks; Entertainment General Managers and the CAO are authorized to approve sponsorship contracts over $20,000 and up to and including $75,000 provided they satisfy all the provisions of this policy. Example Sponsorships: • Playground Structures Town Council approval is required for any agreement that does not satisfy the provisions of this policy approval and are for an amount in excess of $75,000. Page 11 of 15 Page 14 of 18 Page 134 of 169 See Section 3.5 of this policy for details with respect to sponsorships, donations and Council Members, as per the Code of Conduct for Members of Council and Local Boards. Example Sponsorships: • Pool • Ice Pad • Ball Diamond • Naming Rights • Shade Structures/Band Shell 5.5 Sponsorship Fee Framework Internal fees are established for sponsorship assets using a market-based approach combined with key metrics including visibility, number of impressions, level of exposure, etc. Each potential partner has unique business objectives and the fee process requires the flexibility to customize packages and apply bulk discounting where applicable. All negotiation of rates with potential external partners are completed through equal application of this framework. 5.6 Related Policies and Documents • Code of Conduct for Members of Council and Local Boards • Fees and Charges By-law • Commemorative Naming Policy • Procurement of Goods and Services (Purchasing) By-law and Policy • Code of Conduct Policy • Logo Use Policy 6 IMPLEMENTATION: This Policy shall become effective immediately upon approval by Council. Page 12 of 15 Page 15 of 18 Page 135 of 169 SCHEDULE “A” PROCESS AND APPROVALS – SUMMARY Sponsorship Source of bids Report to Contract/Agreement Notice Requirements Value Executed by Contract: Manager and Department Informal No quotes Up to $1,000 Manager Head, General Manager or solicitation/social media required. CAO Contract: 3 quotations Manager and Department Advertisement/social Over $1,000 to where possible Manager Head, General Manager or media/informal $5,000 and practicable CAO solicitation Purchasing in consultation with Contract: Department Over $5,000 to the relevant Department Head, General Advertisement/social Head, General $20,000 Department Head, Manager or CAO media/EOI or RFP Manager or CAO shall obtain 3 written quotations Purchasing in consultation with Advertisement/social Contract: Over $20,000 the relevant General media/EOI or RFP General Manager or CAO to $75,000 Department Head Manager or CAO shall issue an EOI/RFP. Agreement: Advertisement/social Competitive Over $75,0001 Council Mayor and Clerk, if required. media/EOI or RFP Bidding Process 1 See Section 3.5 of this policy for details with respect to sponsorships, donations and Council Members, as per the Code of Conduct for Members of Council and Local Boards. Page 13 of 15 Page 16 of 18 Page 136 of 169 SCHEDULE “B” RESPONSIBILITIES – SUMMARY Staff Member Responsibility • Annually identifying the type and value of municipal assets available for sponsorship and work with the Purchasing Business Unit to issue an EOI/Advertisement/RFP for all assets available for sponsorships in that budget year, as approved by Council during budget deliberations; • ensuring staff consults with the Manager of Corporate Assets prior to developing a sponsorship opportunity (for value greater than $10,000 to ensure that assets are priced accordingly, there is consistency in pricing strategy and recognition, and to reduce any duplicate approaches to corporate partners; Managers and • concept approval of sponsorship projects before sponsors are approached or Department Heads agreements are made and if the agreement involves more than one business section, approval will be obtained from the directors of each business section involved; • review of sponsorship agreements which impact any of their business units; • approval of sponsorship contracts in accordance with delegated authority; • ensuring that representatives of the Town entering into sponsorships are aware of, and act in accordance, with sponsorship policy and administrative procedures. • general overview of all sponsorship business for the Town; • negotiating, and administering sponsorship agreements; • asset evaluation and pricing of sponsorships in conjunction with business units; • ensuring adherence to all relevant by-laws and policies, appropriate consultation and approval processes, and where applicable, that insurance, indemnification, and necessary permits have been obtained; General Managers • ensuring advertising relationships abide by the restrictions noted in this policy; • approval of sponsorship contracts in accordance with delegated authority; • in the event that the sponsor corporation is part of a corporate conglomerate with ties to an exclusionary noted company, the sponsor corporation as well as the relationship between the sponsor corporation and the conglomerate will be reviewed by the General Managers. • General Managers and Department Heads have overall responsibility for oversight and control of sponsorship activities in their departments. • all sponsorships that do not comply with the policy or are for an amount over $75,000 require approval of Council and that the Mayor and Clerk shall be authorized to sign such agreements approved by Council; • reviewing and/or approval of all sponsorship agreements that fall outside the delegated authority of staff; Town Council • all cash sponsorships; • See Section 3.5 of this policy for details with respect to sponsorships, donations, and Council Members, as per the Code of Conduct for Members of Council and Local Boards. Page 14 of 15 Page 17 of 18 Page 137 of 169 SCHEDULE “C” TYPICAL SPONSORSHIP TYPES & VALUES TYPE DESCRIPTION Value Public Skating Ice Time & Temporary Advertisement $500/event Public Swimming Swim Time & Temporary Advertisement $500/event Drop-In/PA Days Program Time & Temporary Advertisement $500 - $2,000/day Park Benches Advertising $1000-$2000 Sledge Equipment Equipment $1000/item Sledge Hockey Program Ice Time & Temporary Advertisement $1,000-$3,000/program Disc Golf - Holes or Event Temporary Advertisement $100/hole Up to $3,000/event Indoor Fieldhouse Programs Program Time & Temporary Advertisement $1,000 to $10,000/program Canada Day Fireworks Program Time & Temporary Advertisement $15,000/event Bouncy Castles Program Time & Temporary Advertisement $300 - $10,000/event Entertainment for Events Program Time & Temporary Advertisement $300 - $10,000/event Sign/Name on Entrance/Banners Advertising $1000/year Volt Hockey Chair Equipment $10,000/item Playground Structures Naming Rights $25,000 - $100,000 Ball Diamond Lights Naming Rights $25,000 - $50,000 Shade Structures Naming Rights $50,000 - $150,000 Band Shell/Picnic Shelters Naming Rights $50,000 - $100,000 Ball Diamonds Naming Rights $125,000 - $200,000 Splash Pad Naming Rights $125,000 - $200,000 Field/Club House Naming Rights $250,000 Pool Naming Rights $500,000 - $2,000,000+ Ice Pad/Facilities Naming Rights $1,000,000 + Page 15 of 15 Page 18 of 18 Page 138 of 169 COMMITTEE OF THE WHOLE MEETING APRIL 15, 2019 REPORT #PRC-2019-05 FIELD & DIAMOND USER FEE INCREASE 2019 RECOMMENDATION That # PRC-2019-05 be received; And further that the 2019 Fee increase approved in the Schedule “D” Fees and Charges By-Law No. 2007-229 pertaining to Playing Fields and Diamond rental rates be upheld. OBJECTIVE This report is to inform council of the communication process regarding fee increases pertaining to Fields and Diamonds for the 2019 season. BACKGROUND Periodically, PRC conducts a comparative analysis of the rates of other municipalities as well as considered rates for some level of recovery for service provided throughout the Parks, Recreation and Culture operation. In 2017 staff conducted a market comparison incorporating surrounding and/or comparable municipalities specific to fields and diamond rental rates. The resulting findings are that the Town of New Tecumseth fees are at the lower end for the use of field and diamond outdoor spaces for both adult and minor usage. Staff recommended that Council consider bringing these fees in line with comparable surrounding municipalities. Both Playing Fields and Ball Diamonds are charged at the same fee structure. The 2018 Fees and Charges review recommended an increase of $4.00 (36%) over 2017 fees for Adult use per hour with a 20% increase in 2018. For 2020-2022 staff recommend a standard COLA increase. In an effort to bring minor rates in line with the approved 20% discount over Adult rate, staff recommended the minor rate increase by $3.52 (41%) with a 13% increase in 2018. In 2018, to address concerns from User Groups of the financial burden these increases would place on the groups as well as the group registrants, Council directed that fees are not to be increased more than 10% of the current rate pertaining to all PRC fees. Hence . The 2019 Fees and Charges By-Law No. 2007-229 recommend an increase of 10% to the 2018 Fields and Diamonds rates, as per the Council recommendation in 2018. Attached is the table of approved fee changes for the baseball user groups. Additional usage table is provided to reflect the additional incurring costs based on 20 week usage Page 139 of 169 Report #PRC-2019-05, April 15, 2019 of a 3 hour booking.(Full Season of costs are reflected in the additional costs based on usage chart). toendeavors and groups user meet communication open promotes PRC with once/twice per year. During the 2019 schedule meeting on November 15, 2018 at the NTRC zoend fee proposed surrounding occurred room meeting ne discussions increases. Staff recommended that user groups should consider a 2 – 10% range when setting the registration fees for group membership. Staff discussed with the user groups that user fees are approved by council and that staff can not confirm the rate at the meeting. COMMENTS AND CONSIDERATIONS The Fees and Charges By-law No. 2007-229 for 2019 fees was passed by Council on February 11, 2019 and has been implemented for the 2019 operating year. The 2019 fee approval process did not align with user groups fiscal budget timelines. These approved fees are normally communicated to user groups at the end of season meeting that occurs in November with staff and user groups. If Council chooses to reduce the approved 2019 hourly fee, that the fee reduction applies to all field (soccer, football, lacrosse) users. Council should also consider not reducing tournament fees as these tournaments are considered one-time bookings. Council has the following three options to consider; 1. That the 2019 Fee increase approved in the Schedule “D” Fees and Charges By- Law No. 2007-229 pertaining to Playing Fields and Diamond rental rates be upheld. 2. That the approved 2019 field and diamond hourly adult and minor rental rate fees have a 5% decrease for the 2019 approved fees. To offset the approximate $2,500 reduction in revenue for Council to authorize $2,500 to be offset by adjusting the budget of community grant program for the 2019 year only. 3. That the approved 2019 field and diamond hourly adult and minor rental rate fees have a 10% decrease for the 2019 approved fees. To offset the approximate $5,000 reduction in revenue for Council to authorize $5,000 to be offset by adjusting the budget of community grant program for the 2019 year only. FINANCIAL CONSIDERATIONS The 10% increase in Field and Diamond rates are expected to generate $5,000 in additional revenue which is reflected in the 2019 Parks, Recreation & Culture Operating Budget. Page 2 of 4 Page 140 of 169 Report #PRC-2019-05, April 15, 2019 A reduction in fees at this time will result in reduced revenue for the 2019 operating year. Respectfully submitted: ______Gail Akins Manager of Recreation and Culture ______Michelle Brown Supervisor, Business Services Attachments: □ Attachment #1 - Fields and Diamonds Fee Increase 2019 Approved By: Department: Status: John Henry CPA, CMA, Finance Approved - 11 Apr 2019 Director, Financial Services / Treasurer Khurram Tunio, M. Eng., P. Development and Infrastructure Approved - 11 Apr 2019 Eng, GM of Infrastructure and Division Development Page 3 of 4 Page 141 of 169 Attachment #1 Approved 2019 Fees and Charges Suggested 2019 Parks and Outdoor Spaces 2018 % Increase Variance HST Effective Fee Adult Ball & Playing Fields Playing Fields - Adult / Hour $12.10 $13.30 10% $1.20 extra May-19 Ball Diamond - Adult / Hour $12.10 $13.30 10% $1.20 extra May-19 Lights / Hour plus Diamond/Field Fee $15.00 $16.50 10% $1.50 extra May-19 Minor Ball & Playing Fields Playing Fields - Minor $9.35 $10.30 10% $0.95 extra May-19 Ball Diamonds- Minor $9.35 $10.30 10% $0.95 extra May-19 Lights / Hour plus Diamond/Field Fee $15.00 $16.50 10% $1.50 extra May-19 Tournament Fees Adult - per diamond/field per day $72.96 $80.25 10% $7.29 extra May-19 Minor - per diamond/field per day $53.16 $58.50 10% $5.34 extra May-19 Lights / Hour plus Diamond/Field Fee $15.00 $16.50 10% $1.50 extra May-19 Actual Additional Costs Based on Usage for Full Season Parks and Outdoor Spaces Variance Permit 1/wk Permit 2/wk Permit 3/wk HST Adult Ball & Playing Fields Playing Fields - Adult / Hour $1.20 $72.00 $144.00 $216.00 extra Ball Diamond - Adult / Hour $1.20 $72.00 $144.00 $216.00 extra Lights / Hour plus Diamond/Field Fee $1.50 $90.00 $180.00 $270.00 extra Minor Ball & Playing Fields Playing Fields - Minor $0.95 $57.00 $114.00 $171.00 extra Ball Diamonds- Minor $0.95 $57.00 $114.00 $171.00 extra Lights / Hour plus Diamond/Field Fee $1.50 $90.00 $180.00 $270.00 extra Based on a 20 week schedule for a 3 hour permit Page 4 of 4 Page 142 of 169 COMMITTEE OF THE WHOLE MEETING APRIL 15, 2019 REPORT #PRC-2019-06 NATIONAL FOCUS DISTRUBUTION LOGISTICS INC. LEASE AGREEMENT RENEWAL - RECREATIONAL LAND USE RECOMMENDATION That Report #PRC-2019-06 be received; And further that a by-law be enacted authorizing the Mayor and Clerk to enter into an agreement with National Focus Distribution Logistics Inc., substantially in the form as Attachment #1 to Report #PRC-2019-06. OBJECTIVE The purpose of this report is to seek Council’s approval to renew the lease agreement for recreational land use between the Town of New Tecumseth and National Focus Distribution Logistics Inc. BACKGROUND The Town has been leasing a portion of land owned by National Focus Distribution Logistics Inc., (formerly PPG lands), located at 151 Church Street South in Alliston for recreational purposes since 2004 (Attachment #2). The term of the agreement is for a period of one year, from April 29, 2019 to April 30, 2020. COMMENTS AND CONSIDERATIONS This property is an important part of the Town’s sports field inventory and is used primarily by local community sport organizations. The agreement authorizes the Town to extend use of the lands to the School Boards for the purposes of supervised physical education activities, as well as for vehicle parking at annual events, such as the Alliston Potato Festival. The attached agreement provides for the use of the land at no cost to the Town and requires that the property be maintained by the Town. FINANCIAL CONSIDERATIONS The Town agrees to pay National Focus Distribution Logistics Inc. an amount of $2.00 to enter into the agreement. Costs associated with maintaining the lands are included in the approved 2019 parks operating budget. Page 143 of 169 Report #PRC-2019-06, April 15, 2019 Respectfully submitted: ______Heather Reid Administrative Assistant to the Director Parks, Recreation and Culture Attachments: □ Attachment #1 - DRAFT National Focus Agreement - April 29 2018 to April 30 2019 □ Attachment #2 - National Focus Distribution Location Map Approved By: Department: Status: John Henry CPA, CMA, Finance Approved - 11 Apr 2019 Director, Financial Services / Treasurer Khurram Tunio, M. Eng., P. Development and Infrastructure Approved - 11 Apr 2019 Eng, GM of Infrastructure and Division Development Page 2 of 6 Page 144 of 169 THIS AGREEMENT made in triplicate this day of , 2019 B E T W E E N NATIONAL FOCUS DISTRIBUTION LOGISTICS INC. Hereinafter called "National" OF THE FIRST PART A N D THE CORPORATION OF THE TOWN OF NEW TECUMSETH Hereinafter called the "Town" OF THE SECOND PART WHEREAS the Town is desirous of entering into an agreement with National for the use of lands owned by National lying immediately north of their building situated at 151 Church Street South in Alliston, said lands being more particularly outlined in red on Schedule 'A' attached hereto and hereinafter referred to as "the Lands"; NOW THIS AGREEMENT WITNESSETH that in consideration of the sum of Two Dollars ($2.00) of lawful money now paid by the Town to National, the receipt and sufficiency of which is hereby acknowledged, the parties hereto agree as follows: 1. That National shall permit the Town to use the Lands from April 29, 2019 to April 30, 2020 for recreational purposes. It is understood by both parties that the use is for a maximum of twelve (12) month period only, and that if the Town desires in subsequent years to use the Lands for a similar use, that an agreement similar to this may or may not be renewed by National. 2. That should National have any other requirement for the Lands during the term of this agreement, every effort will be made to give sixty (60) days advance notice in writing to the Town to allow the Town sufficient time to vacate the Lands. 3. That should a shorter notice period be necessary than that provided for in clause 2, National will endeavour to minimize the disruption to scheduled events. 4. That the use of the Lands by the Town will be for sports activities, and parking during events taking place in the neighbouring park. 5. That use and scheduling of the lands shall be the responsibility of the Town, which shall ensure that priority is given to minor sports groups. The Town may also extend use of the lands to the following: Page 3 of 6 Page 145 of 169 National Focus – 2019 Lease Agreement-Recreational Land Use …………..Page 2 of 3 a) Local community sport groups. b) The Simcoe County District School Board on school days between 8:30 a.m. and 5:00 p.m. for purposes of supervised physical education activities. c) Vehicle parking during the Annual Alliston Potato Festival Celebrations. d) Banting Memorial High School and the Ontario Rugby Association for tournament purposes. 6. That any other short term uses will not be offered or committed to by the Town without prior authorization from National. 7. That no permanent fixtures shall be installed on or in the Lands. All temporary fixtures placed on or in the lands, including purchase costs, shall be at the expense of the Town or the participating sports groups, and will be the sole responsibility of the Town. 8. That prior to the installation of temporary fixtures on or in the lands, the Town shall first obtain the written approval from National. 9. That no temporary fixtures shall be located within twenty (20) feet of the chain-link fence line that defines the southerly boundary of the lands. 10. That the spectator bleachers and refuse containers shall be located at the north limits of the Lands, south side of Beech Street. 11. That the Town warrants that Users shall mark the soccer fields with a non-caustic product, and further that no toxic substances shall be brought onto, or placed on, the lands. 12. That liability insurance in amounts acceptable to National shall be maintained by the Town and proof of said insurance shall be forwarded to National. The Town agrees to indemnify and hold National harmless from any and all claims arising out of/or resulting from the use of the Lands and to name National as a co-insured on their liability insurance policy, a copy of which shall be given to National on demand. 13. That the Town will be responsible for maintaining the lands, including grass cutting, during the period of April 29 to October 15th, both dates inclusive. 14. That the Town will supply, install and maintain at the expense of the Town notices on the lands which shall read: Page 4 of 6 Page 146 of 169 National Focus – 2019 Lease Agreement-Recreational Land Use …………..Page 3 of 3 (i) No Parking (ii) Parking (iii) No Trespassing - Use by Permit Only – National Focus 15. That at the expiry of this agreement (April 30, 2020) the Town shall remove, at its expense, any and all fixtures installed on or in the lands by the Town. 16. That the Town will leave the lands in the same or better condition than the lands were at the beginning of the agreement period (April 29, 2019). 17. That the parties agree that this agreement does not operate to create any interest in the lands. 18. That the Town shall be entitled to charge a fee, as approved by Town Council, and consistent with fees charged for similar Town operated lands, to third parties for the use of the lands, to offset some costs associated with maintaining the lands. IN WITNESS WHEREOF the parties hereto have hereunto set their hands and seals. NATIONAL FOCUS DISTRIBUTION LOGISTICS INC. ______TITLE: NAME: ______ THE CORPORATION OF THE TOWN OF NEW TECUMSETH ______MAYOR Rick Milne ______CLERK Cindy Maher Page 5 of 6 Page 147 of 169 Attachment No. 1 Location Map 35 101 9 102 9 11 µ 29 106 15 21 23 27 13 105 106 108 107 T E E 110 R T S 111 110 112 E R T N 114 E C 114 115 116 14 20 24 28 12 89 32 118 118 6 BEECH STREET EAST BEECH STREET WEST National Focus Distribution Logistics Inc. Land H 130 T U O S T E E R T S H C R 151 U H C 206 0 12.5 25 50 75 100 M 1:1,500 Page 6 of 6 Page 148 of 169 COMMITTEE OF THE WHOLE MEETING APRIL 15, 2019 REPORT #PRC-2019-07 MUSEUM ON THE BOYNE - STRATEGIC PLAN EXTENSION RECOMMENDATION That Report #PRC-2019-07 be received; And further that in accordance with the recommendation of the Parks, Recreation and Culture staff, that the Museum on the Boyne’s current strategic plan (2013-2018) be extended to the end of 2019. OBJECTIVE The purpose of this report is the seek an extension of the current museum strategic plan until which time that the Museum on the Boyne Advisory Committee is in place to develop a new one. BACKGROUND The Museum on the Boyne Advisory Committee and staff revise the strategic plan that guides the museum approximately every 5 years. The plan lays out the museum’s vision, mission and values, along with seven categories that line up with the Standards for Community Museums. The museum strategic plan is separate from the Town’s strategic plan and is a requirement for the Community Museum Operating Grant. COMMENTS AND CONSIDERATIONS The current strategic plan for the Museum on the Boyne ended in December 2018. Due to the municipal election staff wanted to wait until the new Museum on the Boyne Advisory Committee was in place in early 2019 to redevelop the plan. As the strategic plan would govern this committee’s term, it is important that they participate in the development. A Regional Advisor from the Ministry of Tourism, Culture and Sport has been lined up to guide the committee and staff through the planning process. The annual Community Museum Operating Grant (due in June) is requesting a current strategic plan. After the initial recruitment for committee members, the Museum on the Boyne Advisory Committee did not receive enough applicants to establish a committee currently. The delay in establishing the committee puts the grant funding into jeopardy. Page 149 of 169 Report #PRC-2019-07, April 15, 2019 Staff are seeking to extend the current strategic plan to the end of 2019 so that the Museum on the Boyne will remain eligible for CMOG funding and can properly work through the process of developing a new plan when the committee is established. FINANCIAL CONSIDERATIONS The Museum on the Boyne receives $14,405 annually from the Community Museum Operating Grant upon the completion of a successful grant application. There is no cost for the development of the new strategic plan. Respectfully submitted: ______Katie Huddleston Museum and Heritage Supervisor Approved By: Department: Status: John Henry CPA, CMA, Finance Approved - 11 Apr 2019 Director, Financial Services / Treasurer Khurram Tunio, M. Eng., P. Development and Infrastructure Approved - 11 Apr 2019 Eng, GM of Infrastructure and Division Development Page 2 of 2 Page 150 of 169 COMMITTEE OF THE WHOLE MEETING APRIL 15, 2019 REPORT #PW-2019-04 AWARD OF TENDER NO. T19-06 - SUPPLY AND DELIVERY OF FIVE (5) HALF TON TRUCKS RECOMMENDATION That Report #PW-2019-04 be received; And further that Tender No. T19-06 for the Purchase of one (1) 2019 or 2020 Half Ton Truck, Crew Cab, 4 Wheel Drive with 6.5 ft Box and four (4) 2019 or 2020 Half Ton Trucks, Regular Cab, 2 Wheel Drive with 8.0 ft Box be awarded to Hanna Motor Sales Co. Ltd. for the tendered price of $166,110.00 plus HST; And further that the unfavourable variance of $5,088.75 be funded from the fleet replacement reserve fund. OBJECTIVE The purpose of this report is to provide Council with the results of Tender No. T19-06 and to recommend award to Hanna Motor Sales Co. Ltd. for the supply and delivery of one (1) 2019 or 2020 half ton truck, crew cab, 4 wheel drive with 6.5 ft box and four (4) 2019 or 2020 half ton truck, regular cab, 2 wheel drive with 8.0 ft box. BACKGROUND Included within the approved 2019 Capital Budget is the purchase of one (1) 2019 or 2020 half ton truck, crew cab, 4 wheel drive with 6.5 ft box as detailed in Capital Sheet No. Fire 2019-01, included as Attachment No. 1 and four (4) 2019 or 2020 half ton trucks, regular cab, 2 wheel drive with 8.0 ft box as detailed in Capital Sheets No. Fleet 2019-03, Fleet 2019-04, Roads 2019-01 and 2019-WA1 included as Attachments No. 2 to 5 respectively with this report. One (1) half ton, 4 wheel drive truck will be a new fleet addition for the Fire Services Training Officer position, approved and hired in 2018, in the Fire and Emergency Services Department. Two (2) half ton, 2 wheel drive trucks will replace Unit No. 1057 in the Building Branch of the Planning and Building Department and Unit No. 12105 in the Maintenance Business Unit of the Public Works Department. Two (2) half ton, 2 wheel drive trucks will be new fleet additions for the new Urban Forestry Technician position in the Roads Business Unit and a new Locates Operator position in the Water Business Unit, both of the Public Works Department and approved in the 2019 Budget. COMMENTS AND CONSIDERATIONS Page 151 of 169 Report #PW-2019-04, April 15, 2019 On March 7, 2019, Tender No. T19-06, for the Purchase of one (1) 2019 or 2020 Half Ton Truck, Crew Cab, 4 Wheel Drive with 6.5 ft Box and four (4) 2019 or 2020 Half Ton Trucks, Regular Cab, 2 Wheel Drive with 8.0 ft Box was prepared and advertised on Biddingo.com and the Town’s website. Tender No. T19-06 closed on March 25, 2019 at 2:00 p.m. with three (3) compliant bids and one (1) non compliant bid received as summarized in Attachment No. 6 to this report – Summary of Bids. Once received by the Town, the vehicles will be upfit with standard items including decals, lighting and communications systems for the Fire and Emergency Services vehicle as well as decals, lighting, communications equipment and safety rack for the remaining four (4) vehicles. FINANCIAL CONSIDERATIONS Funding in the amount of $184,000.00, less estimated auction proceeds of $6,000.00, was approved in the 2019 Capital Budget for the replacement of Units No.1057 and 12105 (Planning and Building Department and Public Works Department respectively) as well as three new fleet additions, to compliment new staff (Fire and Emergency Services Department and Public Works Department), as detailed on Capital Project Sheets No. Fire 2019-01, Fleet 2019-03, Fleet 2019-04, Roads 2019-01 and 2019-WA1. Funded from Reserve - Fire 2019-01 $60,000.00 Funded from Reserve - Fleet 2019-03, Fleet 2019- 118,000.00 04, Roads 2019-01, 2019-WA1 Proceeds From Auction - Fleet 2019-03, Fleet 6,000.00 2019-04 Net Approved Budget $184,000.00 $184,000.00 Purchase Cost Of one (1) Half Ton, 4WD, Crew $42,754.00 Cab Pick-Up (Fire 2019-01) Purchase Cost Of four (4) Half Ton, 2WD, Regular 123,356.00 Cab Pick-Up (Fleet 2019-03, Fleet 2019-04, Roads 2019-01, 2019-WA1) Lighting, Communication Equipment and Safety 3,500.00 Rack H.S.T @ 13% 22,049.30 Applicable Tax Rebate (19,064.05) Total $172,595.25 $172,595.25 Favourable Variance - Fire 2019-01 $16,493.50 Page 2 of 10 Page 152 of 169 Report #PW-2019-04, April 15, 2019 Unfavourable Variance - Fleet 2019-03, Fleet ($5,088.75) 2019-04, Roads 2019-01, 2019-WA1 bysubmitted cost, Co. Sales Ltd. unit Motor met has lowest Hanna , the The specification criteria as set out in the tender document. The anticipated delivery date is July 31, 2019. There are sufficient funds available in the fleet replacement reserve to fund the unfavourable variance of $5,088.75 in Capital Projects Fleet 2019-03, Fleet 2019-04, Roads 2019-01 and 2019-WA1. The favourable variance of $16,493.50 for Capital Project Fire 2019-01 is intended to fund lighting and communications systems to complete the upfit of the Fire and Emergency Services vehicle. Existing units will be sent to auction later in the year or early 2020 and the proceeds from the sale will be applied against the purchase cost of the new vehicles. Respectfully submitted: ______Christopher Trombino Manager – Roads and Fleet, Public Works Attachments: □ PW-2019-04 - Award of Tender T19-06 - Capital Sheet - Fire 2019-01 - Attachment No. 1 □ PW-2019-04 - Award of Tender T19-06 - Capital Sheet - Fleet 2019-03 - Attachment No. 2 □ PW-2019-04 - Award of Tender T19-06 - Capital Sheet - Fleet 2019-04 - Attachment No. 3 □ PW-2019-04 - Award of Tender T19-06 - Capital Sheet - Roads 2019-01 - Attachment No. 4 □ PW-2019-04 - Award of Tender T19-06 - Capital Sheet - 2019-WA1 - Attachment No. 5 □ PW-2019-04 - Award of Tender T19-06 - Summary of Bids - Attachment No. 6 Page 3 of 10 Page 153 of 169 Report #PW-2019-04, April 15, 2019 Approved By: Department: Status: Chad Horan, Director of Public Public Works Approved - 11 Apr 2019 Works John Henry CPA, CMA, Finance Approved - 11 Apr 2019 Director, Financial Services / Treasurer Khurram Tunio, M. Eng., P. Development and Infrastructure Approved - 11 Apr 2019 Eng, GM of Infrastructure and Division Development Page 4 of 10 Page 154 of 169 Project Number: Fire 2019-01 Budget Year: 2019 Project Title: Vehicle-Fire Service Training Officer Scenario: Main Asset Type: Budget Status: Department Estimate Department: 215 - FIRE ADMINISTRATION DEPT Regions: Project Type: Vehicles Active: Yes Year Identified: 2019 Manager: Start Date: Project Partner: Est. Completion Date: Description: Purchase & outfit a suitable vehicle for Fire Service Training Officer Comments: Justification: A Fire Services Training Officer was approved & hired in 2018. As a short-term fix Rescue 28 - Station # 2 was seconded until a new vehicle provided which will return R28 to the station for operational support. A new vehicle will be designed and outfitted to provide the training/operations and emergency response provided by the position. Description: Comments: Project Forecast Year Total Expense Total Revenue Difference 2019 60,000 60,000 0 60,000 60,000 0 Project Details 2019 GL Account Description Total Amount Revenue 0957 CONTRIBUTION FROM DC RESERVE FUND 60,000 Total Revenue: 60,000 Expense 5110 CAPITAL PURCHASES 60,000 Total Expense: 60,000 Related Projects Operating Budget Impact Budget Year Exp (Rev) FTE Impact Page 5 of 10 Page 155 of 169 Project Number: Fleet 2019-03 Budget Year: 2019 Project Title: Pick-up Truck - Light - Replacement 1057 Scenario: Main Asset Type: Budget Status: Department Estimate Department: 318 - FLEET OPERATIONS Regions: Project Type: Vehicles Active: Yes Year Identified: 2019 Manager: Start Date: Mar 1, 2019 Project Partner: Est. Completion Date: Dec 31, 2019 Description: Replacement of unit 1057; 2009 Ford F-150 with 91090kms Comments: End of useful life. Justification: The unit is on a 7 year depreciation schedule in accordance with the fleet renewal guideline. The unit has exceeded the guideline and is recommended for replacement. The unit will have been in service for 10 years with 91090 kms and should be replaced to maintain performance - i.e. maintenance costs and downtime. The unit has reached its life cycle and it would not be feasible to prolong the replacement of this unit. Description: Comments: Project Forecast Year Total Expense Total Revenue Difference 2019 31,000 31,000 0 31,000 31,000 0 Project Details 2019 GL Account Description Total Amount Revenue 0948 SALE OF EQUIPMENT 3,000 0952 CONTRIBUTION FROM RESERVE 28,000 Total Revenue: 31,000 Expense 5110 CAPITAL PURCHASES 31,000 Total Expense: 31,000 Related Projects Operating Budget Impact Budget Year Exp (Rev) FTE Impact Page 6 of 10 Page 156 of 169 Project Number: Fleet 2019-04 Budget Year: 2019 Project Title: Pick-up Truck - Light - Replacement 12105 Scenario: Main Asset Type: Budget Status: Department Estimate Department: 318 - FLEET OPERATIONS Regions: Project Type: Vehicles Active: Yes Year Identified: 2019 Manager: Start Date: Mar 1, 2019 Project Partner: Est. Completion Date: Dec 31, 2019 Description: Replacement of Unit 12105; 2013 (2012) GMC 1500 with 96452kms (7/31/2108) Comments: Water Department - End of useful life. Justification: The unit is on a 7 year depreciation schedule in accordance with the fleet renewal guideline. The unit has exceeded the guideline and is recommended for replacement. The unit will have been in service for 7 years with 96452 kms and should be replaced to maintain performance - i.e. maintenance costs and downtime. The unit has reached its life cycle and it would not be feasible to prolong the replacement of this unit. Description: Comments: Project Forecast Year Total Expense Total Revenue Difference 2019 31,000 31,000 0 31,000 31,000 0 Project Details 2019 GL Account Description Total Amount Revenue 0948 SALE OF EQUIPMENT 3,000 0952 CONTRIBUTION FROM RESERVE 28,000 Total Revenue: 31,000 Expense 5110 CAPITAL PURCHASES 31,000 Total Expense: 31,000 Related Projects Operating Budget Impact Budget Year Exp (Rev) FTE Impact Page 7 of 10 Page 157 of 169 Project Number: Roads 2019-01 Budget Year: 2019 Project Title: Pick-up Truck - Light - New Staff Scenario: Main Asset Type: Budget Status: Department Estimate Department: 311 - PUBLIC WORKS DEPARTMENT Regions: Project Type: Vehicles Active: Yes Year Identified: 2019 Manager: Start Date: May 1, 2019 Project Partner: Est. Completion Date: Jun 28, 2019 Description: Vehicle for new Urban Forestry Technician staff Comments: Justification: New Urban Forestry Technician position will require Town vehicle as this position will be required to drive to numerous locations around Town, including park lands/construction sites to carry out duties. Description: Comments: Project Forecast Year Total Expense Total Revenue Difference 2019 31,000 31,000 0 31,000 31,000 0 Project Details 2019 GL Account Description Total Amount Revenue 0957 CONTRIBUTION FROM DC RESERVE FUND 31,000 Total Revenue: 31,000 Expense 5110 CAPITAL PURCHASES 31,000 Total Expense: 31,000 Related Projects Operating Budget Impact Budget Year Exp (Rev) FTE Impact Page 8 of 10 Page 158 of 169 Project Number: 2019-WA1 Budget Year: 2019 Project Title: Pick-up Truck - Light - New Staff Scenario: Main Asset Type: Budget Status: Department Estimate Department: 413 - WATER OPERATIONS Regions: Project Type: Active: Yes Year Identified: 2019 Manager: Start Date: Project Partner: Est. Completion Date: Description: Vehicle for the new Locates Operator. Comments: Justification: New Locates Operator position will require a Town vehicle as this position will be required to drive to physical addresses to complete the infrastructure locating work. Description: Comments: Project Forecast Year Total Expense Total Revenue Difference 2019 31,000 31,000 0 31,000 31,000 0 Project Details 2019 GL Account Description Total Amount Revenue 0957 CONTRIBUTION FROM DC RESERVE FUND 31,000 Total Revenue: 31,000 Expense 5110 CAPITAL PURCHASES 31,000 Total Expense: 31,000 Related Projects Operating Budget Impact Budget Year Exp (Rev) FTE Impact Page 9 of 10 Page 159 of 169 TOWN OF NEW TECUMSETH ONE (1) 2019 OR 2020 HALF TON TRUCK, CREW CAB, 4WD, WITH 6.5FT BOX AND FOUR (4) 2019 OR 2020 HALF TON TRUCKS, REGULAR CAB, 2WD T19-06 SUMMARY OF QUOTES - MONDAY, MARCH 25, 2019 Vendor Subtotal HST 13% Total Hanna Motor Sales Co. Ltd 166,110.00 21,594.30 187,704.30 Blue Mountain Chysler Ltd 168,673.00 21,927.49 190,600.49 Cavalcade Ford Ltd 171,147.00 22,249.11 193,396.11 Georgian Chevrolet Buick GMC NON COMPLIANT Page 10 of 10 Page 160 of 169 COMMITTEE OF THE WHOLE MEETING APRIL 15, 2019 REPORT #PW-2019-05 AWARD OF TENDER NO. T19-07 SWABBING OF WATERMAINS RECOMMENDATION That Report #PW-2019-05 be received; And further that Tender No. T19-07 be awarded to Corix Water Services Incorporated for the total tendered price of $308,700.00 plus HST; And further that a project contingency allowance in the amount of $30,870.00 be approved within which the General Manager of Infrastructure and Development or designate be authorized to approve amendments to the scope of work; And further that the necessary by-law be enacted authorizing the Mayor and Clerk to sign T19No. respecting documents-07 - of Swabbing appropriate Tender the Watermains. OBJECTIVE The purpose of this report is to provide Council with a recommendation for the award of Tender No. T19-07 - Swabbing of Watermains. BACKGROUND The Alliston water distribution system is supplied by the Collingwood to Alliston Water Transmission Pipeline and area groundwater wells and has an approximate length of 65,000 meters to be swabbed. The Tottenham water distribution system is supplied solely by area groundwater wells and has an approximate length of 33,000 meters of watermain to be swabbed. Water supplied from groundwater wells in the area has naturally occurring organic materials that settle within the supply system over time. The swabbing procedure is a proactive approach towards the prevention of excessive build-up / accumulation of these naturally occurring materials. The process of swabbing is a common practice used throughout the water industry by many municipalities to maintain watermain infrastructure integrity. The swabbing process consists of pushing polyurethane foam plugs through the water system to clean away any build-up of sediment and soft scale material from within the pipes. The plugs are typically 25% larger than the inside diameter of the pipe to be cleaned. The swabs Page 161 of 169 Report #PW-2019-05, April 15, 2019 are forced through the watermain using system water pressure to clean and scrub the watermain interior. The following is a brief description of swabbing activities: 1. Prepare hydrant swab ports to be used in the swabbing process and install swabbing equipment at entry and exit points. One swab entry point is used for the entire route. 2. Isolate the portion of watermain to be cleaned. 3. Adjust water flow to ensure adequate swab travel speed as per Ministry guidelines. 4. Open the valve on the upstream water supply to send initial swab through the route and record swab travel time. Send additional swabs (typically 6 to 8) through the route at approximately ten minute intervals. 5. Check water clarity and continue swabbing until water clarity is obtained. 6. Thoroughly flush watermain route. 7. Return watermain route to service. 8. Move to next route section and repeat process until all sections of identified routes are completed. COMMENTS AND CONSIDERATIONS Tender No. T19-07 was prepared to supply all labour, material and equipment to foam swab the Alliston and Tottenham watermains on a per linear meter basis. The Tender was advertised on the New Tecumseth Free Press Online, Biddingo.com and the Town’s website. The tender closed on Friday March 29, 2019 at 2:00 pm with one (1) valid tender submitted as summarized in Attachment No. 1. Prior to the start of each project, a meeting between Town staff and the Contractor's agent will take place to establish the swabbing routes, appropriate timing and clarification of roles and responsibilities of everyone involved. Watermain valves related to the specific swabbing activities will be identified, tested and marked prior to the commencement of work. Subsequent daily site safety and update meetings will be held at the start of each shift. The Alliston distribution system swabbing process is scheduled to commence the last week of May. Swabbing will start at the source (Parsons Road Reservoir) and continue through to the extremities of the system. A map of the planned swabbing routes is provided in Attachment No. 2. The Tottenham distribution system swabbing process is scheduled to commence during the first week of September. Swabbing will start at the source (Mill Street Reservoir) and continue through to the extremities of the system. A map of the planned swabbing routes is provided in Attachment No. 3. The Town will provide one Staff member to direct and assist in valve operation and notifying residents of the watermain swabbing in their area and to assist with other duties as required. Page 2 of 9 Page 162 of 169 Report #PW-2019-05, April 15, 2019 To minimize the impact to both the public and local businesses the works will be performed on business days between the hours of 9:00 PM and 6:00 AM. Notification will be hand delivered to all residential and commercial users a minimum of 24 hours in advance of swabbing activities in their area. Industrial users will be provided with 5 working days notice. The notification includes requests to refrain from using water from the supply system during swabbing operations and to turn off water softeners and other filtration devices. The notice also advises to flush taps following the swabbing process until water is clear and run laundry washing machines through a rinse cycle prior to doing laundry. A copy of the notice letters for Alliston and Tottenham to be used for this maintenance No. Attachment and 4 No. 5 in provided are process Attachment respectively. Advanced notice of the swabbing process will also be available on the town website and posted to the town social media accounts. Barring unforeseen circumstances, the process will take approximately eight (8) weeks overall to complete. The contractor, Corix Water Service Incorporated is a reputable company with quality service and successfully completed watermain swabbing for the the Town of New Tecumseth in 2002 and 2015, complying with the tender requirements and good service. In addition, Corix Water Services Incorporated has performed this work for the Town of Newmarket, City of Cambridge, City of Barrie, Norfolk and Oxford County. Staff contacted the provided list of references and received favourable responses. FINANCIAL CONSIDERATIONS Funding in the amount of $360,000.00 was approved in the 2019 Operations Budget for Alliston and Tottenham Watermain Swabbing Operations. Approved 2019 Swabbing $360,000.00 Budget Total: Corix Water Services $ 204,750.00 Incorporated - Alliston Bid ($3.15/M) Corix Water Services 103,950.00 Incorporated - Tottenham Bid ($3.15/M) Contingency (10%) 30,870.00 Sub Total $ 339,570.00 Plus HST 44,144.10 Less Applicable Tax (38,167.43) Rebate Total Net Cost $ 345,546.67 $345,546.67 Remaining Budget $ 14,453.33 Page 3 of 9 Page 163 of 169 Report #PW-2019-05, April 15, 2019 Respectfully submitted: ______Chad Horan Director of Public Works Attachments: □ PW-2019-05 - Award of Tender T19-07 - Summary of Bids - Attachment No. 1 □ PW-2019-05 - Award of Tender T19-07 - Alliston Swabbing Map - Attachment No. 2 □ PW-2019-05 - Award of Tender T19-07 - Tottenham Swabbing Map - Attachment No. 3 □ PW-2019-05 - Award of Tender T19-07 - Alliston Hand Delivered Notice - Attachment No. 4 □ PW-2019-05 - Award of Tender T19-07 - Tottenham Hand Delivered Notice - Attachment No. 5 Approved By: Department: Status: Chad Horan, Director of Public Public Works Approved - 11 Apr 2019 Works John Henry CPA, CMA, Finance Approved - 11 Apr 2019 Director, Financial Services / Treasurer Khurram Tunio, M. Eng., P. Development and Infrastructure Approved - 11 Apr 2019 Eng, GM of Infrastructure and Division Development Page 4 of 9 Page 164 of 169 TOWN OF NEW TECUMSETH SWABBING OF WATERMAINS T19-07 SUMMARY OF BIDS - FRIDAY, MARCH 29, 2019 Corix Water Services Inc Description QTY Unit Price Total Alliston 65,000 3.15 204,750.00 Tottenham 33,000 3.15 103,950.00 SUBTOTAL 308,700.00 HST 40,131.00 TOTAL 348,831.00 Page 5 of 9 Page 165 of 169 Map of Planned Swabbing Routes, Alliston . t S e . n y d o R B g µ n Shephard Ave. i t n a B k c i r e d e r F r i S 0 1 . d R y Boyn t le Ln. e Cres. n ap u o M C Victoria St. E. Highway 89 Page 6 of 9 C d. e R Albert St. E. Mackenzie Pioneer n t r e S t . . d . d K C R e s R rr h Parso n h B u c lv r c d a . . h Legene d e . ) v S L S T t A . . V t Alliston SwaWbbing 2019 h S P . S t C ( . d 8 g Day s R n i n n e K a 1 d r y S a R u 2 G m m a t 3 s e i r V h 4 i l l 14th Line D dustrial Pkwy. 5 r In . e n Ellis St. i l 6 n w o 7 T h . t 8 d e s R m 9 m u a c h e n 10 T e - Page 166 of 169 t t a l o 11 a T j d 12 A 13 Map of Planned Swabbing Routes, Tottenham Nolan Rd. 5th Line 5th Line Wolfe Ave. µ Laverock St. . Ole s ary Ct. e r . C d f l v l a B c t l l e e M m . s m e a r es. r H C C t r h e g t i t n o K P c M . Fraser Ave. l P e rc ie us Ct. P . s e n v o A h p y P l a a A k . r c r St. k McGahey St. Mcgahey D M C . r m d e e R s k y l . o a . Jackson R . D W N r . . W t . r. S s T e n r b E e . C b e a n e u s g L W t n Q . e i r e . i r . n s n D d d n e y A u r y R S d l v C . G r t a e i u e r S t . k C r s c e w u d a M d n H n I a x e l A Wilson St. 4th Line ill St. E. Mill St. W. M P r o c t o r G a t e Dillane St. E. . s Weaver Terrace e r Legend C e p Swabbing 2019 r be Ln. a Mcca . h Day d S R 1 Rogers . 2 line Ave. S de A . t 3 . S d . . n d R n 4 v e f l . L f t i e . l B y r u S c 5 d e D d Q n a h r r o r T e e R P 6 v n r o u g 7 Brown St. c T M 8 Road Network Pridham Pl. Page 7 of 9 Page 167 of 169 NOTICE Residential - Industrial - Commercial Water Users of Alliston The Town of New Tecumseth in conjunction with Corix Water Service Inc. will commence watermain swabbing (cleaning the water mains) in your area on: May XX, 2019 from 9:00 p.m. to 6:00 a.m. The swabbing operation will be performed overnight to minimize both impact to your water service and problems due to inadvertent use of your water supply during swabbing operations. During this time, please refrain from using your water. It is suggested that you fill containers for use during this period. • Please ensure that water softeners and any other water filtering equipment connected to your water supply system are turned off during this process. Due to the nature of the swabbing process, your immediate area may be impacted more than once. In this event, you will receive an additional notice. We regret any inconvenience this may cause. Once the swabbing process is complete and water use resumes, discoloured water may be experienced. If this occurs, it is recommended that you: • Turn on the taps and allow water to run until clear (usually five to ten minutes). • If the discolouration problem persists or low water pressure is experienced, please contact the Public Works Department at (905) 729-0057 Extension 1400. • Prior to doing laundry following the swabbing process, it is suggested that the washing machine be filled with water and run through a rinse cycle to prevent staining of laundry items. If you have any questions or concerns, please contact the Public Works Department at the number listed above. Should difficulties be experienced after business hours, please contact the Public Works After Hours Service at 905-729-2291. Thank you for your patience and cooperation during this process. Public Works Department - Town of New Tecumseth Page 8 of 9 Page 168 of 169 NOTICE Residential - Industrial - Commercial Water Users of Tottenham The Town of New Tecumseth in conjunction with Corix Water Service Inc. will commence watermain swabbing (cleaning the water mains) in your area on: September XX, 2019 from 9:00 p.m. to 6:00 a.m. The swabbing operation will be performed overnight to minimize both impact to your water service and problems due to inadvertent use of your water supply during swabbing operations. During this time, please refrain from using your water. It is suggested that you fill containers for use during this period. • Please ensure that water softeners and any other water filtering equipment connected to your water supply system are turned off during this process. Due to the nature of the swabbing process, your immediate area may be impacted more than once. In this event, you will receive an additional notice. We regret any inconvenience this may cause. Once the swabbing process is complete and water use resumes, discoloured water may be experienced. If this occurs, it is recommended that you: • Turn on the taps and allow water to run until clear (usually five to ten minutes). • If the discolouration problem persists or low water pressure is experienced, please contact the Public Works Department at (905) 729-0057 Extension 1400. • Prior to doing laundry following the swabbing process, it is suggested that the washing machine be filled with water and run through a rinse cycle to prevent staining of laundry items. If you have any questions or concerns, please contact the Public Works Department at the number listed above. Should difficulties be experienced after business hours, please contact the Public Works After Hours Service at 905-729-2291. Thank you for your patience and cooperation during this process. Public Works Department - Town of New Tecumseth Page 9 of 9 Page 169 of 169