The Corporation of the Township of Tay Corporate Services Committee Agenda
October 15, 2020 10:00 a.m. Remote Video and Telephone Conference
PUBLIC NOTICE: Due to COVID-19 pandemic precautions regarding physical distancing and in accordance with Ontario Regulation 52/20, which restricts the size of organized public gatherings, Committee will be meeting remotely by video and telephone conference. For details on how to view the video conference meeting visit https://www.tay.ca/Meetings. To listen to the meeting by telephone call 705-999-0385 (a local telephone number) and enter meeting ID number 849 6846 0561.
Pages
1. Call to Order 2. Adoption of the Agenda Recommendation: That the Corporate Services Committee Meeting Agenda for October 15, 2020 be adopted. 3. Disclosure of Interest 4. Presentations / Delegations 5. Standing Committee Business 5.1. Adoption of Minutes 5.2. Reports from Municipal Officials 5.2.1. CS-2020-69 - Monthly Activity Report - Office of the CAO 4 Report from the Chief Administrative Officer/Deputy Clerk. For information. 5.2.2. CS-2020-70 Monthly Activity Report - General Manager, Corporate Services 6 Report from the General Manager, Corporate Services. For information. 5.2.3. CS-2020-67 Financial Services Monthly Report 8 Report from the Manager of Financial Services. For information. 5.2.4. CS-2020-71 Personal Service Satisfaction Surveying 12 Report from the General Manager, Corporate Services Recommendation: That Staff Report No. CS-2020-71 regarding Personal Service Satisfaction Surveying be received; and
That staff are directed to proceed with implementing satisfaction surveys of telephone and in-person personal services; and
That the costs associated with the endeavour be funded via existing budget lines in the approved 2020 budget. 5.2.5. CS-2020-65 Financial Operating Report to September 30, 2020. 15 Report from the Financial Analyst
Recommendation: That Report CS-2020-65 regarding the Financial Operating Report to September 30, 2020, be received for information. 5.2.6. Council Members Support by Donation to Local Groups and Organizations Verbal Report from Mayor Walker 5.2.7. Briefing Note: SS Keewatin and the County of Simcoe 27 Verbal Report from Mayor Walker 5.2.8. Consideration of Habitat for Humanity site in Tay Township Verbal Report from Councillor Talbot 5.2.9. CS-2020-66 2021-2030 Long Term Plan 30 Report from the Manager of Financial Services 5.2.10. Request for Additions to the Long Term Plan For discussion by the Committee 5.2.11. Request for Additions to the Draft Operating Budget For discussion by the Committee 5.3. Other Business 5.4. Items for Information 5.4.1. Assessment of the First Wave of COVID-19 63 Correspondence from the Simcoe Muskoka District Health Unit 5.4.2. Unveils New Logo 64 Correspondence from Culture Alliance 5.4.3. COVID-19 and Long-Term Care Reform 67 Correspondence from the Simcoe Muskoka District Health Unit 5.4.4. Capital Priorities 70 Correspondence from the Simcoe County District School Board 5.4.5. Updating Municipal Alcohol Policies to Reduce Harms Associated with 72 Recent Alcohol Regulatory Changes Correspondence from the Simcoe Muskoka District Health Unit 5.4.6. Thank you for your Support 74 Correspondence from Community Reach 5.4.7. Simcoe County Linx Public Transit System 75 Correspondence from the County of Simcoe Page 2 of 76 6. General Discussion – Committee/Staff Question & Answer Period 7. Requests for Future Reports or Follow-up 8. Closed Session 8.1. Verbal Update from the Lawyer Litigation or potential litigation, including matters before administrative tribunals, affecting the municipality or local board (North Rock Group) 9. Adjournment
Page 3 of 76
STAFF REPORT
Department/Function: Corporate Services
Chair: Deputy Mayor Gerard La Chapelle
Meeting Date: October 15, 2020
Report No.: CS-2020-69
Report Title: Monthly Activity Report-September 2020 Office of the Chief Administrative Officer ORIGIN The activity highlights for the office of the Chief Administrative Officer for September 2020. Review outstanding tasks and help set priorities for the Operational Services Department for the balance of the year. Hire Rick Bingham as the interim General Manager, Operational Services. Retain the services of Richard Woods from Jones Consulting to act as our Township engineer. Additional support from Jones is also available. Participate in the interview process for our new Communications Specialist. Review applications for the Human Resource Specialist position. Interviews will be held the 3rd week of October. Hold preliminary discussion with the President of Newmarket-Tay Hydro on the future of Streetlighting Maintenance. Follow up on insurance coverage, claims, disputes and other legal matters. Various H.R. related items, including staffing matters. Create, review and edit various corporate materials and reports. Attend site visits with property owners. Consult staff and determine the recommended course of action. Provide correspondence to the owner as needed. Provide updates on COVID measures to staff. Remind staff of protocols in place to protect staff and the public (face coverings, screening tool). Begin review of Municipal Law Enforcement Officer’s protocols. Determine need to bring more awareness to Township rules and regulations, have more effective communication between staff, Council and those in perceived violation and cultivate approaches that help gain compliance and acceptance of Township bylaws.
Page 4 of 76 Corporate Services 1 October 14, 2020 Report No. CS-2020-69
MEETINGS Emergency Control Group meetings Senior Leadership Team meetings Committee of All Council and Regular Council meeting Ad Hoc Committee meeting – Victoria Harbour Waste Water Treatment Plant Capacity/Treatment Technology and SCADA Master Plan Newmarket-Tay Power Distribution Board of Directors meeting Calls with County CAOs Calls with County CAOs and Simcoe Muskoka District Health Unit Calls/meetings with the Mayor and members of Council Status meetings with North Simcoe CAO’S and Optimus sbr (re: Joint Service Delivery Review) Joint Health & Safety Committee meeting Leadership Team meeting re: Long-term plan Meetings/calls with members of the public
Prepared By:
Lindsay Barron, Chief Administrative Officer/Deputy Clerk
Date Prepared: October 8, 2020
Page 5 of 76 Corporate Services 2 October 14, 2020 Report No. CS-2020-69
STAFF REPORT
Department: Corporate Services
Chair: Deputy Mayor Gerard La Chapelle
Meeting Date: October 14, 2020
Report No.: CS-2020-70
Report Title: Monthly Activity Report General Manager, Corporate Services
ORIGIN General Manager, Corporate Services, department activity highlights for September 2020. The Financial Services division reports separately on division activities and is not included in this report.
COMMUNICATION SERVICES Short-listed and interviewed candidates for the Communications Specialist position Twitter monitoring and re-tweeting of pertinent COVID-19 information Answered media inquiries and coordinated requests for interviews about numerous topics In September, published 15 tweets and earned: o 9,677 tweet impressions o 1385 profile visits (number of times users visited our profile page) o 24 mentions o 9 new followers (1,624 total followers) Top 3 tweets in September: o Registration for Fall Active Living Recreation Programs o What will you do to interrupt/end violence against women? o 2020 Terry Fox Virtual Run Posted meeting notices and Zoom meeting information to news feeds and website Website edit reviews and approvals Review and edits of various corporate materials
Corporate Services Page1 6 of 76 October 14, 2020 Report No. CS-2020-70
LEGISLATIVE SERVICES (CLERKS’) Follow-up on multiple land-sale inquiries Prepared new agenda templates and report templates for new standing committee structure Scheduled Council/Committee delegations Continued work on Age Friendly Community Plan Multiple Cemetery plot sale inquiries, sales and stake outs Multiple Marriage licence inquiries and Solemnization Ceremonies Continued work on Agenda/Meeting Management Software implementation and training Commenced work on Council Composition report; expected to be presented to Committee in November Various website content updates (including Seniors’ Advisory Committee), updates to the meeting calendar and the issuing of a number of public notices
TECHNOLOGY SERVICES Monthly security updates installed Various user account modifications for SSEA staffing changes Provided support for various Zoom meetings Continued work on Agenda/Meeting Management Software implementation and training Coordinated office moves resulting from organizational structure changes, including moves of computers and re-patching of telephones Continued technology infrastructure configuration changes to support integration of Agenda/Meeting Management Software with existing systems
MEETINGS (General Manager) Emergency Control Group meetings Senior Leadership Team meetings Budget Meetings with Leadership Team Committee of All Council and Regular Council meetings Special Council meeting Committee of Adjustment meeting Province of Ontario Cyber Security Community of Practice Meetings Meetings & Calls with members of Council Meetings with residents on various issues
Prepared By: Date: October 8, 2020
Daryl C. W. O’Shea General Manager, Corporate Services
Corporate Services Page2 7 of 76 October 14, 2020 Report No. CS-2020-70
STAFF REPORT
Department: Corporate Services
Chair: Deputy Mayor Gerard La Chapelle
Meeting Date: October 15, 2020
Report No.: CS-2020-67
Report Title: Financial Services Division Monthly Report
ORIGIN Financial Services division activity highlights for September, 2020.
Property Tax and Utility Billing Ownership changes processed (54) Issued Tax Certificates (17), Water Certificates (2), Municipal Records Search (1) Final Residential Taxes due date Sept 30th Third quarter Water and Wastewater due date September 20th Supplementary Tax billings issued (44) totalling $65,700 (Municipal - $39,600) Minutes of Settlements/tax applications processed (5) totalling $4,050 (Municipal $2,400) 5 Tax Sales cancelled due to payment, 5 remaining from 15 original registered. Tax Sale Extension Agreements - 2 payment agreements completed in September, 1 remaining. Reconcile and process files from 10 Mortgage Companies containing payments on behalf customers for property tax payments. Monthly metered utility billing processed (139 accounts) Review and ensure follow-up for unusual commercial metered water reads. Communications with customers regarding charges, billing processes, methods of payment and rebate programs. (Water/Wastewater rebate program, MPAC adjustments).
Corporate Services Page1 8 of 76 October 15, 2020 Report No. CS-2020-67
Accounts Payable / Accounts Receivable Payables Invoices processed: 527 Auto payments through bank 17 (Rec Gen, WSIB, bank charges, etc.) Cheques issued: 69 EFT payments issued and Remittance reports emailed: 145 Visa accounts reconciled for auto import 28 WSIB review and administration for WSIB Clearance Certificates and renewals for contractors. Invoices issued: 20. Types of invoicing: Rent, Fire cost recovery, clean yards invoicing, invoices on behalf of SSEA. PPGB Project; provide information to residents, track and reconcile spreadsheets identifying types of connections and fees paid or owing.
Cash Receipting 13 Manual bank Deposit batches processed totalling $670,222 67 files with 3017 online payments imported through Electronic Data Interface (EDI) totalling $1,345,500 Monthly, due date and arrears preauthorized payment plans (9 plans) processed for tax and utility accounts consisting of 2284 payments totalling $821,500 for Preauthorized Payments Processed, misc. payments made direct to bank account and record interest earned; NSF payments processed (4), Adjustments/corrections (27)
Payroll Processed Bi-weekly and monthly payrolls for Township staff, library, SSEA and Council. Process employee changes for payroll and benefits ( new staff and those leaving) Issued 4 records of employment for staff Prepared monthly CRA, WSIB, EHT, and OMERS reports Reconcile WSIB class rate change and common earnings calculations resulting in a $12,800 reduction in premium Prepared sick & vacation time reports for analysis
Grant Reporting Prepared summary of expenditures to date for seniors grants. Research eligibility and timing for Ontario Trillium Resilient Communities Fund Grant.
Corporate Services Page2 9 of 76 October 15, 2020 Report No. CS-2020-67
Budgets and Financial Reporting Prepared and distributed monthly reports to managers for review. Prepared Council Variance Report for period ending September 30th. Prepared monthly Variance Reports for Library Board and SSEA. Worked with Auditors to complete and finalized 2019 Financial Statements. Began work on Financial Information Return for Ministry of Municipal Affairs. Weekly Journal Entries processed (i.e. insurance allocation, reserve transfers, allocations between departments, correction for miscoding on invoices) Submitted monthly HST claim ($51,000 rebate) Prepared bank reconciliations for the Township’s bank accounts including the General Account, Development Charges, Parkland, Library, Cemetery and SSEA. Provide financial information for Water division reporting. Meeting held for Long Term Plan Revise financing and compile Long Term Plan based on input from departments. Distribute Schedule and Operating Budget worksheets; begin work on salary budgets for 2021 Operating Budget. Work has begun on a revised Water Financial Plan required for renewal of our Water License.
Legislation Review of Municipal Act and related Legislation related to COVID for tax sale time frame changes. Review of Payroll Employment Standards and related Legislation. Payroll minimum change wage change Oct 1st. Government programs announced due to COVID-19 (EI SUB Plan and CERB) MPAC reassessment date changes, (2021 assessments and extension of appeal periods). Track deferral of payment dates for School Board remittances. OMERS interpretation and changes due to COVID type earnings, benefits through SunLife and authorized leaves vs breaks in service. Assist Library and SSEA with changing legislation and programs available during COVID-19. Energy and GHG reporting required under O.Reg 507/18 has been completed, submitted and posted to the website. Reconciled & remitted August Development Charges collected for the County and School Boards. August total – 11 Units - $291,791 (Municipal $139,909).
Corporate Services Page3 10 of 76 October 15, 2020 Report No. CS-2020-67
Staff Training Deputy Treasurer and Financial Analyst attended software training virtually for Citywide Asset Management Software Financial Analyst completed self-training through manuals and online resources for financial reporting software.
Prepared By: Date:
Joanne Sanders Manager of Financial Services
Reviewed By: Date:
Daryl C. W. O’Shea General Manager, Corporate Services
Corporate Services Page4 11 of 76 October 15, 2020 Report No. CS-2020-67
STAFF REPORT
Department: Corporate Services
Chair: Deputy Mayor Gerard La Chapelle
Meeting Date: October 14, 2020
Report No.: CS-2020-71
Report Title: Personal Service Satisfaction Surveying
RECOMMENDATION: That Staff Report No. CS-2020-71 regarding Personal Service Satisfaction Surveying be received; and
That staff are directed to proceed with implementing satisfaction surveys of telephone and in-person personal services; and
That the costs associated with the endeavour be funded via existing budget lines in the approved 2020 budget.
EXECUTIVE SUMMARY: The delivery of exemplary service is a key priority of Council and senior management. While we intuitively know about areas where we can improve, and areas where we are doing a good job, these measures are rather subjective and based on feedback, of both positive and negative experiences, from limited sample sizes.
Measuring personal service satisfaction by asking stakeholders for feedback after telephone or in-person interactions will allow management to objectively gauge progress in making service improvements and provide insight into services and situations requiring more attention or improvement.
Satisfaction surveys can be conducted by automated one-question surveys at the end of telephone calls and in-person via a touch screen tablet kiosk at the exit of the municipal office building.
Corporate Services Page1 12 of 76 October 14, 2020 Report No. CS-2020-71
INTRODUCTION/BACKGROUND: “Customer” service improvements have been identified by various stakeholders, including residents, Council, senior management, and others during a number of different exercises, including Strategic Planning exercises, the recent Organizational Review and municipal elections.
The municipality does not typically have “customers” per se, rather we have a variety of groups of stakeholders, “community members”, (residents, property owners, business operators, developers, community groups, etc.) that we provide personal service to on a routine basis. It is the common goal of Council and senior management to not only provide “good” personal service to our community members, but to routinely provide exemplary service that exceeds the expectations of our community members.
From personal observations of individual interactions and direct feedback from individual community members, Council and senior management is aware that there is room for improvement in at least some of our personal service offerings and interactions. While senior management is presently working on introducing tools, training and support for our staff to help them raise the bar on our offerings, we currently do not have timely information to gauge progress on any such improvements. It is felt that one of the best ways to know if our community members are satisfied with their interactions with the municipality is simple to ask them when they have those interactions.
It is therefore proposed that the municipality proceed with conducting satisfaction surveys of telephone and in-person personal services.
ANALYSIS: Automated telephone surveys can be programmed into our municipal office telephone system. At the natural end of a call, our staff member would ask the community member to stay on the line to answer a one-question survey. The question would be “were you satisfied with the service you received today?” Answers to the survey question would be tracked (along with the date, time, and who they talked to) and reported on for analysis and follow up by management. The telephone system can be configured to implement surveying without any new expense.
Similarly, we can survey community member satisfaction with in-person personal service in the municipal office by asking “were you satisfied with the service you received today?” via a kiosk mounted tablet at the exit doors of the lobby. Community members could simply tap “yes” or “no” on a touch screen on their way out the door. COVID-19 precautions may be prudent – we’ll place some hand sanitizer next to the survey tablet. Again, answers to the survey question would be tracked and reported on for analysis and follow up by management.
Corporate Services Page2 13 of 76 October 14, 2020 Report No. CS-2020-71
FINANCIAL/BUDGET IMPACT: While the telephone surveying would require no new expense, the in-person survey tablet kiosk and software would require a modest expenditure. It is estimated that the survey tablet, kiosk stand, and electrical work would cost $1500. Cloud-based off-the-shelf software to conduct the surveying is available for approximately $40/month. Given the minor costs involved it is proposed that the expense be funded via the existing 2020 budget.
CONCLUSION: It is recommended that to support improvements in community member satisfaction, the Township proceed with the collection of an invaluable Key Performance Indicator by implementing personal service satisfaction surveying.
Prepared By: Daryl C. W. O’Shea Date: October 8, 2020
Recommended By: Date: October 8, 2020
Daryl C. W. O’Shea General Manager, Corporate Services
Reviewed By: Date: October 8, 2020
Lindsay Barron, CPA, CGA, HBCom. Chief Administrative Officer/Deputy Clerk
Corporate Services Page3 14 of 76 October 14, 2020 Report No. CS-2020-71
STAFF REPORT
Department/Function: Corporate Services
Chair: Deputy Mayor LaChapelle
Meeting Date: October 14, 2020
Report No: CS-2020-65
Report Title: Financial Operating Report to September 30, 2020
RECOMMENDATION: That Report CS-2020-65 regarding the Financial Operating Report to September 30, 2020, be received for information.
INTRODUCTION/BACKGROUND:
The attached financial report is provided to give Council summary information on operating revenues and expenses to-date compared to the annual budget. This report includes all transactions that have been posted to the financial system as of September 30, 2020.
When reviewing the summary, the reader should consider what the pro-rated year to date (YTD) percentage of revenues and expenses should be at this time of year (approximately 9/12ths or 75%). This approach will be successful if all revenues and expenses are spread evenly throughout the year. In actuality, we know that some expenses are paid in full at the beginning of the year (insurance), while others are affected by seasonality (road maintenance) and cannot be pro-rated. It is also important to consider the timing of when expenditures are posted to the financial system, as all vendor invoices for the month may have not yet been recorded.
Therefore, for the purposes of this analysis, this target percentage is merely used as a guideline. As a comparator, the YTD totals for 2019 have also been provided in the attached report.
Corporate Services Page 1 October 14, 2020 Report No. CS-2020-65 Page 15 of 76 ANALYSIS:
A detailed report was provided to all managers showing the total recorded revenues and expenses for their respective areas for analysis in September 2020. On a regular basis, the Financial Analyst meets with each of the managers (if required) to help identify any significant variances that should be reviewed in detail. The Financial Analyst provides additional account details as requested by managers to assist in their analysis. The managers are responsible for the monitoring of their budgets and will bring to Council significant budget variances as they occur throughout the year. The Financial Analyst prepares summary reports for Council on a regular basis in order to report the overall position for the Municipality.
The attached report has been prepared by the Financial Analyst and has been separated into three components: General Municipal, Water/Wastewater and Library.
VARIANCES – OPERATING
Schedule “A” attached shows at a high level, the variances compared to budget.
In order to effectively read the schedules, the reader should know that: A favourable variance is revenue that is over budget or an expense that is under budget. This is displayed on the report as a positive number. An unfavourable variance is revenue that is under budget or an expense that is over budget displayed as a negative number.
GENERAL MUNICIPAL HIGHLIGHTS
Revenues
Taxation Final taxes have been billed. We currently do not budget for tax adjustments, or supplementary billings. To date supplementary tax revenue is down considerably from previous years. With continued new builds and building improvements taking place throughout the Township, we believe this continues to be related to the assessment staff’s ability to work in the field as a result of COVID-19. The assessment office has been working on strategies to mitigate this backlog in work and we are hopeful that an increase in supplementary billings will occur prior to year end.
Grants Year-to-date grant revenue is on track with the annual budget. Three of the four quarterly payments from the Province have been received, with the final payment expected to be received in October.
Corporate Services Page 2 October 14, 2020 Report No. CS-2020-65 Page 16 of 76 User Fees and Service Charges User Fees and Service Charges are below target, at 54% of the budget. This has increased from 32% at July 31, 2020. Many of the revenue streams included in this line are directly related to services we have been unable to provide due to COVID- 19. This category includes program registration fees (camps, soccer, and fitness), marriage solemnization fees, and administration fees for adding unpaid utilities to taxes. Registration for fall Active Living recreation programs opened on September 16, 2020. Classes will run for 10 weeks starting October 5th with limited space due to required social distancing protocols. The reduction in revenue in this category will be offset somewhat by a reduction in expenses.
Licences, Permits, Rents Total Licenses, Permits, and Rents are on track with the budget. An adjustment has been made to defer an estimated amount of 2020 building permit revenue to 2021 for permits that will still be in progress at year-end. This adjustment corrects the % in this category and provides a more accurate revenue amount, but note that as a result the total YTD amount for Licences, Permits and Rents is lower than reported at July 31, 2020. Facility rentals are below budget, and are $22,849 less than this time last year as a direct result of COVID-19. The Township has issued significantly fewer marriage licences compared to this time last year, but staff has experienced an increased amount of enquiry calls in recent days.
Fines and Penalties The 1st and 2nd quarter Provincial Offences Act payments for 2020 have not yet been received. Payments are typically received in June, August, December and March of the following year.
Penalties and Interest on Taxes are comparable to the 2020 budget and are $13,283 greater than 2019 YTD actuals. For a number of years, we had been experiencing a continual reduction in tax arrears resulting in less penalties and interest revenue, however in 2019 this trend appeared to be reversing with approximately $450,000 more in arrears owing. 65% of this increase is attributable to one property owner. This increase in tax arrears has mitigated the loss of revenue due to the waiver of penalties on current accounts.
Transfers from Reserves / Reserve Funds The entries in this category are related to funding sources approved during the budget process. Reserve transfers for specific projects are done upon project completion or at year end.
Land Sales To date we have had no land sales. Net revenues from land sales are transferred to the reserves at year end.
Corporate Services Page 3 October 14, 2020 Report No. CS-2020-65 Page 17 of 76 Investment & Interest Income Investment income from Tay Hydro Inc. is typically received bi-annually and dividends paid are recorded at the end of the calendar year.
Bank Interest recorded to date represents 81% of the annual budget. YTD actuals are down approximately 39% from this time last year due to lower interest rates offered on short-term deposits. Interest revenue has not yet been allocated to specific grants and reserves. This is typically done in the fall and again once year end expenses have been captured. As outlined in the Township’s Reserve and Reserve Funds Policy, any interest income earned above $78,000 (2017 budget) is transferred to the Future Capital Reserve during the year-end adjusting entries.
Other Other revenue includes $7,000 in payments from Fire Marque Ontario that have been received in 2020. These payments cannot be estimated, as they vary with the number of “insured peril losses”, and therefore they are excluded from the annual budget. Fire Marque requires the municipality to sign an agreement, which outlines the use of these funds (public education, fire prevention, capital etc.). This category also includes revenue from SSEA for the provision of financial services which has not yet been recorded.
Expenditures
Salaries & Benefits Overall Salaries & Benefits are below target and currently represent approximately 56% of the total budget (excluding committee stipends, and inter-departmental allocations). Positions which have been vacant for a period of time, positions with newer staff at lower levels on the grid and the absence of summer students are the greatest contributors to this. Paid overtime is higher than last year at this time with part time casual labour being less. The hours currently held in the employee’s overtime banks are comparable to 2019. These hours (amounting to $38,700) can be taken off in lieu of overtime or paid out anytime at the employee’s request. These hours are not recorded as an expense until they are paid. Staff is currently reviewing vacation balances to determine if these will represent significant dollar amounts.
Contracted Services The Contracted Services category contains a number of different accounts and is currently at 62% of the total budget. The OPP invoicing issue has been corrected and delayed invoices have been received for 2020 policing costs to the end of July. This category also contains amounts for caretaker contracts and special outside services necessitated by COVID-19.
Corporate Services Page 4 October 14, 2020 Report No. CS-2020-65 Page 18 of 76 Administrative/Overhead The Administrative / Overhead category is currently at 84% of the budget. This category contains a number of accounts. Conferences, seminars and courses along with meals and travel are at 23% of the budget compared to 62% at this time last year which equates to a difference of approximately $43,800. Volunteer firefighter training and insurance expenses are higher than budgeted, as a result of an increase in the number of volunteers applying for the program compared to prior years.
Utilities Total Utilities are below the target budget at 54%. Although some telephone and cellular expenses are higher than last year, an offsetting savings has been seen in natural gas and electricity expenses for several departments. We have noticed a large portion of the savings is in hydro costs for street lighting, and are investigating further to ensure the savings are due to efficiency upgrades.
Materials & Equipment Materials and Equipment are within the budget at 54%. The increase over 2019 is related to the increase in operating budget for roadside maintenance (ditching, gravel) in 2020.
Repairs and Maintenance Total Repairs & Maintenance are on target with the budget at 69%, and YTD actuals are lower than 2019. Although this category overall is in line with the budget, the Kubota riding lawn mower has required service and repairs that have exceeded the budget for the year.
Transfer to Own Funds Budgeted transfers to reserves have been completed. Transfers related to the net proceeds on land sales (if any) and revenue earned from vehicle charge-outs are typically completed at year-end.
Taxation Paid to Others The Province has deferred the payment of school taxes for 3 months to assist municipalities with cash flow and therefore only 50% of school board taxes have been remitted. Although the County of Simcoe presented a deferral option for a portion of the County tax remittances, the staff time to calculate and track this deferral did not justify the loss of interest on funds held and ultimately would result in additional financing costs to the County (our ratepayers). County tax remittances were processed for their legislated deadlines.
Corporate Services Page 5 October 14, 2020 Report No. CS-2020-65 Page 19 of 76
Specific areas affected by COVID-19 Staff has continued to track expenses directly related to COVID-19. This unbudgeted expense is currently at $50,000. This includes fencing for playgrounds, specialized phone equipment for offsite functions, equipment for the setup of the business continuity site, personal protective equipment (gloves, masks), vehicle rental and cleaning supplies as well as plexi glass and stanchions for counter service. COVID-19 expenses will be offset by a Provincial emergency funding grant provided through the Safe Restart Agreement. The Township’s allocation of this funding is $334,800.
WASTEWATER AND WATER HIGHLIGHTS Revenue
Billings The August billing for residential customers has been processed, and the YTD revenue recorded represents approximately 75% of the annual budget. Approximately $64,000 in additional revenue has been billed compared to this time last year due to new users being added to the systems throughout the year along with the rate increase of $8.75 per billing in wastewater.
Grants & Interest Interest income earned on our Water & Wastewater reserves are typically allocated in the fall and again after the year end spending is complete.
Users Fees and Service Charges Late payment penalties have been waived due to COVID-19. As a result, revenue from penalties is only 1% of the budget.
Transfers from Reserves/Reserve Funds: These transfers have not yet been completed and relate to debt payments that are funded from Development Charges.
Expenses
Salaries & Wages Overall Salaries & Wages are less than last year and currently represent approximately 65% of the budget. This is related to the engineering technician position that was budgeted and not yet filled as well as new staff hired starting at a lower step on the grid and the co-op student leaving us for another position. The
Corporate Services Page 6 October 14, 2020 Report No. CS-2020-65 Page 20 of 76 hours currently held in the employee’s overtime banks are comparable to 2019. These hours (amounting to $11,960) can be taken off in lieu of overtime or paid out anytime at the employee’s request. These hours are not recorded as an expense until they are paid.
Contracted Services This category is currently 48% of the budget. Of note is that sludge disposal costs for the Victoria Harbour plant have reached the budget for the year.
Administrative/Overhead Insurance premiums for the year have been allocated to Water and Wastewater and therefore this category is showing a high percentage.
Utilities Utilities are currently 60% of the budget, and are $21,780 lower than this time last year. This trend is in line with the reduction in utility expenses seen in other departments, and is mainly due to reduced expenditures on natural gas and electricity.
Materials & Equipment Materials & Equipment are on target with the budget overall, at 72%. YTD actuals are lower than the prior year in several categories, including vehicle and equipment rental and chemical costs.
Repairs and Maintenance Overall this category is within budget. Two areas of note include; expenditures for repairs to equipment at the Tay Area Water Treatment Plant are currently $32,500 over budget and expenditures for wastewater main and pump repairs in Victoria Harbour have exceeded the 2020 budget amount by $19,000.
Transfers to Own Funds Budgeted transfers to reserves have been completed. Excess revenue over expenses is transferred to the respective capital reserves for current and future infrastructure replacements.
Corporate Services Page 7 October 14, 2020 Report No. CS-2020-65 Page 21 of 76
LIBRARY HIGHLIGHTS Revenue
Donations/Fundraising Fundraising and donations are at 67% of the 2020 budget, and below prior years at all branches due to COVID-19.
Grants The Provincial operating grant of $33,932 was received at the beginning of August, and grant funding has now reached the budget for the year.
Other Other Revenue includes branch revenues collected as well as bank interest earned on the Library’s bank account. Considering the extended branch closures arising from COVID-19, it is not surprising that these revenues are still below target. Library branches re opened to the public with modified hours on August 25, 2020, and increased to regular hours as of September 22, 2020. Curbside services continue to be offered during regular hours.
Expenses
Salaries and Benefits: A number of library staff were laid off for a period of time due to the closure of the branches (COVID-19) resulting in salaries and benefits currently at 58% of budget. Branch Librarian staff members were called back for their regular 28 hour work weeks starting July 11, 2020. Circulation Technical Services Clerks were called back for their regular 18 hours per week as of August 22, 2020.
Administrative/Overhead Administrative / Overhead costs are well below budget at 49%. This is to be expected given the extended closures, and accounts such as postage, seminars, and advertising that have not been used. Insurance costs have been allocated to the Library for the year.
Utilities Total utility costs are currently 83% of the budget. Several of the individual utility accounts are below or on target with the budget. Telephone costs are slightly above budget, and rent expense for each of the three branch libraries has been recorded for the entire year.
Corporate Services Page 8 October 14, 2020 Report No. CS-2020-65 Page 22 of 76 Materials & Equipment
Materials & Equipment are at 98% of the budget. The cost of 2020 Symphony consortium licensing has been paid for the year and an annual contribution to the County of Simcoe for E-Book Collection has been made.
Repairs & Maintenance
This category is below budget at 51%. While the Repairs & Maintenance budget for the Victoria Harbour branch has been over-spent for the year, it is expected that repairs at the other two branches will remain below budget.
CONCLUSION: From our review, the total operating revenues and expenses to September 30, 2020 are well within the approved 2020 budget. Going forward, revenues and expenses will be monitored on a bi-monthly basis, by Managers and the Financial Analyst, and any significant variances from the 2020 approved budget will be brought forward to Council in a timely manner. The next report will be to the end of November and presented in December.
Prepared By: Jacquelyn Genis, Financial Analyst
Recommended By: Date: October 6, 2020
Joanne Sanders Manager of Financial Services
Reviewed By: Date: October 6, 2020
Daryl O’Shea General Manager, Corporate Services
Reviewed By: Date: October 6, 2020
Lindsay Barron, CPA, CGA, HBCom. Chief Administrative Officer/Deputy Clerk
Corporate Services Page 9 October 14, 2020 Report No. CS-2020-65 Page 23 of 76
Township of Tay Financial Operating Report At At September 30, 2020
2019 2020 2019 2020 Variance Percentage of Year to Date Annual In Dollars Budget Used Actual Budget From 01/01/2019 From 01/01/2020 to 30/09/2019 to 30/09/2020
GENERAL MUNICIPAL
REVENUE:
Taxation - Municipal (Incl OPP) 9,317,839 9,389,824 9,094,425 9,387,278 2,546 100.%
Taxation - Other 6,732,827 6,876,251 6,565,737 6,751,075 125,176 102.%
Grants 1,589,776 887,970 1,218,986 1,195,450 (307,480) 74.%
User Fees and Service Charges 217,016 105,480 222,722 195,819 (90,339) 54.%
Licences, Permits, Rents 532,473 323,158 407,300 415,800 (92,642) 78.%
Fines and Penalties 189,901 194,085 292,000 292,000 (97,915) 66.%
Transfers from Reserves/ Reserve Funds 70,567 314,500 247,316 513,925 (199,425) 61.%
Land Sales 11,501 0 35,000 35,000 (35,000) 0.%
Investment & Interest Income 258,206 176,032 325,800 355,800 (179,769) 49.%
Other (cost recoveries, sundry, donations) 112,447 53,146 72,639 71,444 (18,298) 74.%
TOTAL REVENUE 19,032,552 18,320,446 18,481,924 19,213,591 (893,145) 95.%
EXPENSES:
Salaries & Benefits 2,897,066 2,714,174 4,615,711 4,832,088 2,117,914 56.%
Contracted Services 1,572,264 1,646,351 2,535,783 2,639,011 992,660 62.%
Administrative / Overhead 1,115,010 1,039,818 1,198,716 1,235,636 195,818 84.%
Utilities 333,611 272,846 500,629 502,434 229,588 54.%
Materials & Equipment 135,284 301,112 248,536 556,300 255,188 54.%
Repairs and Maintenance 285,252 268,618 361,328 388,078 119,460 69.%
Debt 172,440 144,308 230,827 230,984 86,676 62.%
Transfer to Own Funds 2,123,314 1,968,992 2,224,657 2,077,985 108,993 95.%
Taxation Paid To Others 4,954,434 4,397,191 6,565,737 6,751,075 2,353,884 65.%
TOTAL EXPENSES: 13,588,676 12,753,409 18,481,924 19,213,591 6,460,182 66.% SURPLUS / (DEFICIT) 5,443,875 5,567,037 0 0 5,567,037
Corporate Services Page 10 October 14, 2020 Report No. CS-2020-65 Page 24 of 76
Township of Tay Financial Operating Report At At September 30, 2020
2019 2020 2019 2020 Variance Percentage of Year to Date Annual In Dollars Budget Used Actual Budget From 01/01/2019 From 01/01/2020 to 30/09/2019 to 30/09/2020
WATER & WASTEWATER
REVENUE:
Billings 3,798,559 3,862,661 4,973,316 5,161,619 (1,298,958) 75.%
Grants & Interest 5,382 0 35,000 70,000 (70,000) 0.%
User Fees and Service Charges 32,283 490 40,000 40,000 (39,510) 1.%
Transfers from Reserves/Reserve Funds 0 (973) 271,951 271,954 (272,927) 0.%
Other 5,596 0 500 500 (500) 0.%
TOTAL REVENUE 3,841,820 3,862,178 5,320,767 5,544,073 (1,681,895) 70.%
EXPENSES:
Salaries and Benefits 719,416 705,332 1,137,855 1,081,677 376,345 65.%
Contracted Services 220,520 196,623 403,267 413,667 217,044 48.%
Administrative/Overhead 265,147 293,386 291,469 336,313 42,927 87.%
Utilities 386,844 365,064 624,900 607,613 242,549 60.%
Materials & Equipment 242,412 164,134 184,300 229,300 65,166 72.%
Repairs and Maintenance 325,320 339,416 426,272 426,272 86,856 80.%
Debt 492,476 456,075 866,001 865,785 409,709 53.%
Transfer to Own Funds 1,390,430 1,583,048 1,386,704 1,583,447 (399) 100.%
TOTAL EXPENSES: 4,042,564 4,103,078 5,320,767 5,544,073 1,440,995 74.%
SURPLUS / (DEFICIT) (200,744) (240,900) 0 0 (240,900) 0.%
Corporate Services Page 11 October 14, 2020 Report No. CS-2020-65 Page 25 of 76
Township of Tay Financial Operating Report At At September 30, 2020
2019 2020 2019 2020 Variance Percentage of Year to Date Annual In Dollars Budget Used Actual Budget From 01/01/2019 From 01/01/2020 to 30/09/2019 to 30/09/2020
LIBRARY REVENUE:
Donations/Fundraising 5,046 639 950 950 (311) 67.%
Grants 444,649 499,376 479,885 499,376 0 100.%
Transfers from Reserves/Reserve Funds 0 0 1,650 1,650 (1,650) 0.%
Other 5,072 1,698 5,750 6,750 (5,052) 25.%
TOTAL REVENUE 454,767 501,713 488,235 508,726 (7,013) 99.%
EXPENSES:
Salaries and Benefits 253,424 218,813 365,343 378,748 159,935 58.%
Contracted Services 7,839 5,650 11,100 11,850 6,200 48.%
Administrative/Overhead 21,118 12,362 18,700 25,112 12,750 49.%
Utilities 33,241 29,911 37,842 35,841 5,930 83.%
Materials & Equipment 4,796 5,599 5,000 5,700 101 98.%
Repairs and Maintenance 4,125 2,725 5,300 5,300 2,575 51.%
Program Expenditures 2,501 1,298 5,775 4,500 3,202 29.%
Transfer to Own Funds 39,175 41,175 39,175 41,675 500 99.%
TOTAL EXPENSES: 366,219 317,534 488,235 508,726 191,192 62.%
SURPLUS / (DEFICIT) 88,548 184,179 0 0 184,179 0.%
Corporate Services Page 12 October 14, 2020 Report No. CS-2020-65 Page 26 of 76
Briefing Note: SS Keewatin and the County of Simcoe
September 2020
Background
The SS Keewatin was originally designed to complete the link in the Canadian Pacific Railway's continental route. Built in 1907, the Keewatin served until the Canadian Pacific Steamship Company closed its Great Lakes service.
The Keewatin was one of six ships build for Great Lakes service. Built in Glasgow, Scotland by the same culture and Edwardian tradition as RMS Titanic and five years older than the Titanic herself, Keewatin was designed with comfort, class, and beauty in mind as she transported passengers and freight on journeys across the Great Lakes.
The ship’s historical importance to the upper Great Lakes and Canadian conservation is not disputed and locally, as a tourism asset, it brings a grand and unique opportunity for visitors to this region.
Keewatin returned to its home port in 2012 after a 45-year hiatus in Michigan. Keewatin is currently owned by Skyline International Development Incorporated (Skyline). Skyline owns both the ship and the 455-hectare development property in Port McNicoll where the ship is located.
In 2012 Skyline purchased the Port McNicoll CPR lands for an upscale residential development. Skyline also purchased Keewatin for just under $1,000,000.00 CAD, repatriated the ship from an American port to Port McNicoll to be the centrepiece of the residential development.
Skyline created a charitable organization named the Friends of the Keewatin (FOK) which engages volunteers in the restoration and operation of the ship as a historical attraction. This organization was championed by Eric Conroy who was named President and CEO. The ship has been independently valued at $48,700,000.00 CAD, not counting the collection of artifacts gathered by the FOK.
In 2018 the FOK and Skyline applied for a “Category B” designation to the Department of Canadian Heritage (DCH), in order to permit Skyline to donate Keewatin to the FOK as a museum in return for a tax receipt. Skyline did not commit to year over year funding, and the application was declined in late 2019 by the DCH, primarily for concerns of financial depth, and secondarily for issues regarding conservation.
It was announced in early 2020 that due to COVID-19 the ship would not re-open in 2020. In July 2020 Skyline erected a fence around the ship to close and secure it completely and all business ceased.
It has been reported that Skyline has indicated that there has been interest from other municipalities in Ontario to acquire Keewatin, but there is no confirmed information about plans to move it to another location.
Page 1 of 3
Page 27 of 76
Issues
It was announced in the summer of 2020 that Skyline had sold the Port McNicoll development property and that the new owners were willing to back the ship with a financial commitment so the FOK would be able to appeal their application to the DCH. As of September 2020, it appears the sale of the property could be in jeopardy.
On July 27, 2020 a letter was received from the Township of Tay to the Warden of Simcoe County indicating Tay’s support to the FOK and their request for the County to consider its involvement in an offer to acquire Keewatin from Skyline to be operated as a Marine Museum by the Simcoe County Museum in return for a tax receipt through the Cultural Property Acquisition Program (CPAP) offered by the Government of Canada. It is noted that the Simcoe County Museum does not posses a “Category B” designation, which is necessary to have before acquiring a specific form of tax receipt through the CPAP that would offer the donor relief from capital gains taxes. The process to acquire “Category B” designation is approximately one year in length, and has less than a fifty percent success rates for applicants.
In late August 2020 Eric Conroy retired and resigned as President and CEO of the FOK. The FOK have now adjusted their strategy and have decided to re-apply to the DCH for the designation required to issue a tax receipt to Skyline for the artifact.
Simcoe County staff (Allan Greenwood, Kelley Swift-Jones and Kathryn Stephenson) met with FOK volunteers Wayne Coombes (marketing) and Fred Addis (curation) on September 1, 2020. It was indicated at this meeting that the support letter from Tay Township is no longer required and does not need to be in play since the FOK are going to independently apply for the appropriate designation.
The request to the County is for some limited curatorial support from the Simcoe County Museum Curator, Kelley Swift Jones, to potentially sit on a FOK sub-committee to lend expertise in writing the application and assisting the FOK with policies and procedures for the artifact moving forward. The strategy of the FOK is to acquire the designation and amicably work with Skyline to issue a tax receipt and keep the ship in Port McNicoll. FOK also has other ‘experts’ on which to draw including retired curatorial staff from the Royal Ontario Museum (ROM).
The FOK indicated that perhaps in time (10-year timeline was mentioned), that the County of Simcoe could consider ship ownership.
Next Steps
It is recommended that the County close the loop with Tay Township. It is unclear what information has been shared with Tay Township from FOK or Skyline recently. Our recommendation is for Warden Cornell to contact Tay Township Mayor Ted Walker and share this most recent information and suggest that the Tay Township letter to County Council is no longer needed based on the current status and that Tay Township could rescind its letter to County Council.
It is also recommended that the County can lends its support through the expertise of Simcoe County Museum and its Curator, Kelley Swift-Jones, through advice related to Canadian Heritage application processes.
Simcoe County Tourism confirmed its continued support through tourism marketing efforts when the ship is re- opened.
Page 2 of 3
Page 28 of 76
Quick Facts
The SS Keewatin is a retired passenger steamship built in Scotland in 1907 specifically for turn-of-the-century Great Lakes service. She is approximately 350 feet (100 M) long, 45 feet (14 M) wide, and 5 stories high. At more than 80,000 square feet she is easily the largest floating heritage asset in Canada.
SS Keewatin is the world’s only surviving Edwardian passenger steamship; the last of some 3,800 such ships including Titanic, which are no longer in existence and have been taken apart, burned, blown up, or sunk.
She is also the last survivor of the CPR Upper Great Lakes Fleet, which connected the eastern and western halves of Canada’s rail transportation system bringing immigrants to western Canada. Keewatin ran continuously for close to 60 seasons, until 1966. Soon after, she was acquired for historic preservation in the United States. Her sister ship, Assiniboia, was also set to be preserved as an attraction, but burned in 1971 and was scrapped. In the last twenty years of her working life, like many passenger ships of that era on the Great Lakes, Keewatin and sister ship Assiniboia operated under stringent regulations imposed for wooden cabin steamships following the Noronic disaster in 1949 at the Port of Toronto. With their wooden cabins and superstructure, these overnight cruisers lasted through the decline of the passenger trade on the lakes in the post-war years until the 1960s.
______
Prepared by: Kathryn Stephenson, Manager, Tourism Simcoe County Kelley Swift-Jones, Curator, Simcoe County Museum Allan Greenwood, Director of Public Affairs, County of Simcoe
Page 3 of 3
Page 29 of 76
STAFF REPORT
Department: Corporate Services
Chair: Deputy Mayor Gerard La Chapelle
Meeting Date: October 15, 2020
Report No.: CS-2020-66
Report Title: 2021 – 2030 Long Term Plan
RECOMMENDATIONS: That Staff Report No. CS-2020-66 regarding the 2021 - 2030 Long Term Plan be received; and That the following motions be brought forward in a staff report during the Special Council meeting on October 29, 2020:
1. Reserve Transfers That the transfer to reserves for the Year 2021 be increased as follows: Corporate Services -Municipal Buildings be increased from $50,000 to $55,000 Protective and Development Services – Municipal Fleet and Equipment (Fire Capital) be increased from $198,000 to $208,000 Protective and Development Services – Fire Contribution to Municipal Buildings be increased from $10,000 to $15,000 Operational Services – Municipal Fleet and Equipment (Roads) be increased from $195,000 t0 $205,000 Operational Services – Parks Contribution to Municipal Buildings be increased from $25,000 to $30,000
2. Hydro Dividend That the Hydro Dividend received in 2021 be allocated to fund additional capital road works.
3. Gas Tax Funding That 2021 Gas Tax Funding of $304,363 plus interest be used to fund capital road works.
4. Long Term Plan That the 2021 – 2030 Long Term Plan, as amended, be accepted.
Corporate Services 1 October 15, 2020 Report No. CS-2020-66 Page 30 of 76
INTRODUCTION/BACKGROUND: The purpose of the Long Term Plan is to assist Council and staff in the identification and prioritization of unusual expenditures and projects on a long term basis, and to give consideration to how the works will be financed.
The cost estimates included in the Long Term Plan are based on the Manager’s knowledge from historical data, input from consultants, or an estimate; these costs are refined closer to the project date and therefore may change during the setting of the annual budget.
The Long Term Plan is a Council planning exercise; approval of the plan does not give staff the authority to expend funds.
Council has the ability to review, discuss and adjust the priorities contained within the Long Term Plan, and direct staff to make the necessary changes before the Annual and Capital/Projects Budget are presented to Council.
The first draft of the 2021 Capital/Projects Budget will include all purchases and projects contained in the first year of the Long Term Plan, as amended and accepted by Council.
ANALYSIS:
Budget Process The Long Term Plan process begins with Managers and General Managers reviewing the prior year’s plan and identifying significant changes in costs along with new budget requests for Council’s consideration. A Budget request form with the identified need, anticipated costs and recommended priority is completed by the person responsible for overseeing the department’s operations.
The CAO, General Managers and Managers meet to review all requests and determine timing and priorities prior to coming to Council. It is hoped that this will provide more information regarding costs (both project related and future annual) as well as justification for the project.
This report will be distributed to all Council Committees and will include: Long Term Plan Summary (summarizes all department expenses & funding) Reserve Summary (includes all Township Reserves)
Each Council Committee will find Appendix “A” attached containing detail sheets for the department/divisions that fall under their committee including: Detail of expenditures and financing. In some cases there is a summary page first followed by detail pages (i.e. roads reconstruction, bridges) Inventories of vehicles and equipment on which reserve transfers are based.
Corporate Services 2 October 15, 2020 Report No. CS-2020-66 Page 31 of 76
Appendix “B” contains the Budget Request Forms by department in the order they are identified on each department’s detail sheet. A Budget Request sheet has been completed for items shown in 2021 as well as most items that are new or service level increases in future years. Future year’s replacement needs (ex. replacement of an HVAC or Play Structure) will not have a budget sheet completed until it becomes due for replacement.
Indexing of Projects For large construction projects, such as road improvements and watermain replacements, the current year funding amounts should be adjusted each year for inflation. If capital budgets are not indexed each year, the same budget dollars will result in less work being accomplished every year. For 2021 Capital budgets remain at the 2020 level as per Council’s direction. Indexing for Roads Capital funding is included at 2% per year for 2022 onward along with an increase of $37,500 representing an increase of ½% tax rate (2019) excluding policing. This asset management strategy has worked well increasing the contribution to roads capital to a more sustainable level.
Library Board This draft of the Long Term Plan includes a Library component related to municipal buildings only, and based on what was adopted by the Board for their Long Term Plan last year. The Library board has not yet approved a 2021- 2030 Long Term Plan.
FINANCIAL/BUDGET IMPACT:
Total Capital/Project Expenditures The total proposed capital/project related expenditures are as follows: 2021 $ 5,863,961 2022 $ 11,371,761
This draft of the Long Term Plan proposes a 1.9% increase in funding provided by the tax levy for 2021 and 5.6% for 2022. This translates to a corresponding tax levy increase of 0.4% and 1.1% based on the 2020 tax dollars raised. For comparison purposes, the debt payments for the internal borrowing to be paid back in 2021 and 2022 ($515,000) have been included in the summary to arrive at the overall increase and impact to the tax rate. The year over year increases for all years are shown on the schedule on page 17. The 2021 increase is primarily related an increase in reserve transfers for the replacement of existing assets. Given the past 3 Long Term Plan’s have projected tax rate increases between 1 and 1.5%, a .4% increase will assist staff with meeting Council’s target increase for 2021 taxation of 2%.
Corporate Services 3 October 15, 2020 Report No. CS-2020-66 Page 32 of 76
2020 Surplus With the 3rd quarter of the year now complete, it is anticipated that the Township will have a 2020 operating surplus. There have been a number of vacant positions in 2020 and due to Covid-19 most summer students were not hired. With a number of expenses still to come, it is still difficult to determine the final surplus, however, it can be reasonably estimated that this surplus will exceed $100,000.
In the past, this surplus has been used to fund additional roads works, community donations or partnerships or projects included in the budget that are of a one-time nature, and therefore do not need to be imbedded in the annual budget. This surplus has also been put into reserves, to help recognize our infrastructure gap, particularly in roads and municipal buildings.
There are a couple of new projects/initiatives under Protective and Development Services that have been funded from an anticipated 2020 surplus in this draft of the Long Term Plan. These projects (totaling $41,500) include Emergency Management training exercises for senior staff and Council, and a radio repeater joint project with Midland.
2020 Project Carry forwards For simplicity, projects included in the 2020 Budget that will have a carry forward to 2021 have not been shown again in the Long Term Plan. Instead, the balance remaining on these projects will be rolled over into the 2021 Budget. Budget increases if required to complete the project as approved, will be included in the draft Operating and Capital Budget or brought forward to Council at a later date.
Federal Gas Tax The Government of Canada has committed to provide funding through to 2023 to provide greater certainty for local infrastructure renewal. Allocations for 2019-2023 are based on the 2016 Census results. The 2021 estimate from AMO is $318,198.
For the purpose of the Long Term Plan estimated funding has been continued to 2030, and has not been indexed for inflation.
Gas Tax Funds are not intended to replace or displace existing funding sources. Eligible project categories include public transit, local roads and bridges, wastewater, water, solid waste, community energy systems, capacity building, local and regional airports, short-line rail, short-sea shipping, disaster mitigation, broadband connectivity, brownfield redevelopment, cultural, tourism and sport and recreational infrastructure.
In past years, Council has approved the use of the Gas Tax for the water treatment plant, bridgework and more recently roads capital (since 2010).
It is recommended that 2021 Gas Tax Funding of $318,198 plus interest be used to fund capital road works to continue to assist with the infrastructure deficit in the roads capital program.
Corporate Services 4 October 15, 2020 Report No. CS-2020-66 Page 33 of 76
Hydro Dividends Hydro Dividends have been used the past couple of years to help bridge the infrastructure gap in roads. It is recommended that the Hydro Dividend income for 2021, estimated to be $101,000, be used to fund an increase in the roads capital program to assist with the infrastructure deficit in roads.
Infrastructure Grants Ontario Community Infrastructure Fund (OCIF) In March of 2019, when we received our updated allocation notice under the Ontario Community Infrastructure Fund (OCIF) it was noted that the 2020 program is under review. The 2020 program allocation notice included the statement that the Ministry of Infrastructure plans to work with AMO and municipalities to review the design of the program. To date an allocation notice for 2021 has not yet been received and there has been no further correspondence regarding the redesign of the program.
As such, the Long Term Plan excludes this grant ($509,013 in 2020) as a funding source. Should an announcement be made prior to the adoption of the budget, with Council’s direction, funding will be allocated to the Roads Capital program based on our previously adopted methodology.
It should also be noted, that approximately $46,000 of the 2017 allocation (Wastewater) and $450,000 of the 2019 allocation (Water) remains unspent as these projects have been delayed.
Reserves and Reserve Funds Reserves and Reserve Funds are established by Council to assist with the long term financial stability and financial planning of the Corporation. They are a critical component in the funding of the Long Term Plan and they also provide a mechanism to absorb unexpected shifts in revenues and expenditures, fund one-time expenditures and/or minimize fluctuations in taxation or user rates caused by cyclical conditions.
Annual transfers to reserves are calculated during the long term planning process and are based on expected replacement cost and lifecycle of the assets they are used to replace. The long range balances in reserves are reviewed to ensure the mathematical calculation does not result in reserve balances greater than the actual need based on timing of purchases.
Municipal Fleet and Equipment Staff reviews the cost of expected vehicle and equipment purchases annually using recent purchasing experience. If necessary, the replacement cost of vehicles and equipment is adjusted to reflect current prices and any new additions from the previous year are added to the replacement schedule. The increasing cost of vehicles and equipment and reduced life span has resulted in underfunding in our Vehicles and Equipment reserves. For a number of years increases have been phased in to bring this reserve to a more sustainable level.
Corporate Services 5 October 15, 2020 Report No. CS-2020-66 Page 34 of 76
Infrastructure Replacement cost has been used to determine the appropriate amount to transfer to reserve for the replacement/refurbishment of our bridges, culverts, Tay Shore Trail and the Albert Street docks. Replacement of bridges, culverts and the Tay Shore Trail will require a combination of funding set aside in reserves, debt financing and grants (if available).
Municipal Buildings Building replacement cost has been used to determine the appropriate amount to transfer to reserve for the replacement/refurbishment of municipal owned buildings. Replacement of buildings will require a combination of funding set aside in reserves, debt financing and grants (if available). While these buildings may never be completely torn down and rebuilt, it is important to recognize that significant costs will be incurred throughout the buildings useful life, with the assumption that major upgrades to these buildings will need to conform to both accessibility standards and building code requirements. To ensure adequate funding is available for significant repairs, a more comprehensive list of building components, their estimated useful life and replacement costs will be required.
In order to mitigate the effect on the tax rate, increases to reserve transfers are phased in over a number of years. For 2021 Council gave direction that increases to reserve transfers be limited to the Building and Vehicle and Equipment reserves.
Staff is recommending an increase to the following reserve transfers:
Corporate Services -Municipal Buildings be increased from $50,000 to $55,000 (calculated transfer $146,300).
Protective and Development Services – Municipal Fleet & Equipment (Fire Capital) be increased from $198,000 to $208,000 (calculated transfer $262,800).
Protective and Development Services – Fire Contribution to Municipal Buildings be increased from $20,000 to $25,000 (calculated transfer $113,800).
Operational Services –Municipal Fleet and Equipment (Roads) be increased from $205,000 to $215,000 (calculated transfer $265,750).
Operational Services – Parks Contribution to Municipal Buildings be increased from $20,000 to $25,000 (calculated transfer $179,350).
Corporate Services 6 October 15, 2020 Report No. CS-2020-66 Page 35 of 76
With recommended increases to the contribution to reserves noted above, along with the continued phase in of annual increases, the following graph shows the projected balances in each of the reserve categories held by the Township. Staff annually reviews the purchases over an extended period that is well beyond the forecasted period to ensure that sufficient funding is available in the reserve.
Corporate Services 7 October 15, 2020 Report No. CS-2020-66 Page 36 of 76
From the projection, the Municipal Fleet & Equipment Reserve balance goes into the negative in year 2021 and does not recover until 2029. This deficit is the result of a number of high value purchases occurring in both Fire and Public Works during this period, reserve transfers not at their full level (phased in), increasing purchase costs and declining life expectancies. It was hoped that as long as Council continued to annually increase transfers to reserves, over time these reserves would recover. With 3 heavy trucks expected to be purchased in 2031 it is clear that either the annual increase to the reserve transfers being phased-in needs to be increased or additional surplus funds need to be used to build up this reserve.
All other reserve categories remain mostly positive throughout the forecast period with some temporary deficit balances after larger projects are completed. The forecast above assumes that the current balance in the Future Capital Reserve ($517,268), along with the annual $100,000 contribution is retained, allowing the Municipal Building Reserve to remain in a deficit position for the next few years. Experience has shown that much of this reserve will likely be spent during the forecast period, as unexpected costs and new projects are added to the work plan. If this reserve were kept intact, the Municipality would be in a fair position to offset the deficit in the Municipal Fleet & Equipment reserve allowing more time to bring this reserve to a more sustainable balance.
When assessing the financial stability of the Township, it is also important to separate the Municipal Reserves from the Water and Wastewater Reserves. The rural nature of our Township means that our tax base varies significantly from those who have access to water and wastewater services, and as such it is important to keep the funds distinct. While the municipality can draw on water and wastewater reserves (or vice versa) for short–term borrowing, interest at a prescribed rate must be charged and tracked accordingly.
The Township’s Reserve and Reserve Fund Policy outlines the purpose of each Reserve and Reserve Fund and their intended use. The goal of this policy is to support investment decisions made as they relate to long-range financial planning.
Working Funds The reserves for financial purposes (working funds), are held to offset accounts receivable ensuring enough cash is on hand to operate. Having these funds on-hand avoids the need for interim borrowing prior to the first tax due date. During the forecast period the balance in this reserve is helping to absorb some of the significant expenditures, primarily for reserves that are on a phase-in. Due to the overall financial health of the municipality, it is not recommended that the municipality increase its transfers to reserve for financial purposes at this time.
Corporate Services 8 October 15, 2020 Report No. CS-2020-66 Page 37 of 76
Development Charges The Long Term Plan uses development charges to fund eligible projects based on the current Development Charges By-law which was passed in February, 2019.
Bill 108, More Homes, More Choice Act, 2019 amended the Development Charges act, however many of the regulations passed, did not apply or were not mandatory for smaller municipalities or where development is not high density. It is expected that the current Development Charges By-law will continue to be used for at least the 2021/2022 years.
Debt Management Municipalities have the authority to issue debt to a prescribed limit. Once that limit is reached, an application must be made to the Ontario Municipal Board to allow the Municipality to exceed this limit.
The Annual Repayment Limit (ARL) takes 25% of the municipality’s revenue and subtracts the current debt payments. The amount left over would represent the amount of combined annual principal/debt payments that the Municipality could negotiate. Items that most significantly affect the ARL are a change in the Municipality’s revenues, a change in the bank lending rate, and the introduction of new debt (principal and interest payments).
The estimated Annual Repayment Limit effective January 1, 2021 has been calculated based on Dec 31, 2019 figures and is attached on page 13. The total amount that the Municipality can borrow, based on a rate of interest of 6% amortized over 25 years, is $38.4 million. If the Township were to issue debt equivalent to this borrowing capacity, ratepayers could see an increase of up to 33% to their tax bill in order to raise the $3 million required for annual debt servicing costs. As a result, the Township takes a much more conservative approach, where asset replacements are generally funded by reserves, or if debt is issued for a new or existing asset, the debt is issued for ½ of an asset’s useful life. This allows the Township to absorb the cost of replacing the asset into the annual operating budget and reach sustainability.
Also, it is important to note that much of the debt the Township typically issues is for the expansion and replacement of Water and Wastewater infrastructure. Expansion projects that build capacity for future system users are largely funded from Development Charges, which typically occur prior to the collection of such charges, making debt a viable option for growth related projects. Replacement projects should follow more of a “pay as you go” approach, where reserves are built as the asset is consumed by the user (up to 100 years). The Water and Wastewater Rate Study works towards achieving such a system, taking a long-term approach to financial sustainability.
Corporate Services 9 October 15, 2020 Report No. CS-2020-66 Page 38 of 76
It should be noted that the Long Term Plan assumes that the Water Reserve will internally fund the Development Charge portion of the phase 2 upgrades to the Tay Area Water Treatment Plant in 2020/21 and the Standpipe in 2024, and as such funding of approximately $2.3 million has been excluded from the debt analysis. With the increase in costs for the Phase 2 upgrades debt financing may be required.
The Long Term Plan as presented estimates that an additional $11.7 million in new debt may be required within the forecast period to complete the projects as planned. Where possible; internal borrowing for projects will be used. Based on our current reserve forecast, internal borrowing may be a good option for projects such as the Rosemount Bridge Replacement Project ($1.1 million), while other projects such as the phase 2 upgrades to the Victoria Harbour Wastewater Treatment Plant ($9.5 million) and the replacement of the Port McNicoll Firehall in 2029 (6 million) will likely require longer term external financing (typically 20-25 years).
The graph below highlights the existing debt owed by the municipality and estimates the timing of new debt to arrive at the total debt for the Township over the forecast period.
Corporate Services 10 October 15, 2020 Report No. CS-2020-66 Page 39 of 76
The graph below shows the Township’s current and projected principal and interest payments over the forecast period.
2021 - 2030 Long Term
900,000
800,000
700,000
600,000
500,000 Principal Interest 400,000
300,000
200,000
100,000
- 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
Existing principal & interest payments drop in 2023 when the debt on the 2007 Water Upgrades expires, freeing up $494,000 in annual revenues that can be put into reserves for future asset replacement.
Corporate Services 11 October 15, 2020 Report No. CS-2020-66 Page 40 of 76
SUMMARY The priorities identified in the first year of the Long Term Plan are carried forward to the first draft of the 2021 Budget. This draft of the Long Term Plan includes a 1.9% increase in funding from the tax rate, which translates to an approximate tax increase of 0.4%. This is due to increases in annual reserve transfers for Vehicles / Equipment and Buildings. Staff has tried to keep reserve transfers and additional capital/project contributions from the tax rate to a minimum, while looking to address our resident’s needs of today and maintaining the long-term financial health of the municipality.
Recommended By: Date:
Joanne Sanders Manager of Financial Services
Reviewed By: Date:
Daryl C. W. O’Shea General Manager, Corporate Services
Reviewed By: Date:
Lindsay Barron, CPA, CGA, HBCom. Chief Administrative Officer/Deputy Clerk
Corporate Services 12 October 15, 2020 Report No. CS-2020-66 Page 41 of 76
2019 Financial Information Return - ScheduleProvince 81 of Ontario - Annual - M inistry of Debt M unicipal RepaymentAffairs and Housing Limit 02.10.2020 16:58 2019.01 FIR2019: Tay Tp Schedule 81 Asmt Code: 4353 ANNUAL DEBT REPAYMENT LIMIT MAH Code: 70625 based on the information reported for the year ended December 31, 2019
NOTE: THE ESTIM ATED ANNUAL REP AYM ENT LIM IT IS EFFECTIVE JANUARY 01, 2021 Please note that fees and revenues for Homes for the Aged are not reflected in this estimate.
DETERMINATION OF ANNUAL DEBT REPAYMENT LIMIT 1 Debt Charges for the Current Year $ 0210 Principal (SLC 74 3099 01)...... 750,294 ...... 0220 Interest (SLC 74 3099 02)...... 345,539 ...... 0299 Subto tal 1,095,833
0610 Payments for Long Term Commitments and Liabilities financed from the consolidated statement of operations (SLC 42 6010 01) ...... 0
9910 Total Debt Charges 1,095,833
1 Excluded Debt Charges $ 1010 Electricity - Principal (SLC 74 3030 01) ...... 0 ...... 1020 Electricity - Interest (SLC 74 3030 02) ...... 0...... 1030 Gas - Principal (SLC 74 3040 01) ...... 0 ...... 1040 Gas - Interest (SLC 74 3040 02) ...... 0...... 1050 Telephone - Principal (SLC 74 3050 01) ...... 0...... 1060 Telephone - Interest (SLC 74 3050 02) ...... 0 ...... 1099 Subto tal 0
1410 Debt Charges for Tile Drainage/Shoreline Assistance (SLC 74 3015 01 + SLC 74 3015 02) ...... 10,891 ......
1411 Provincial Grant funding for repayment of long term debt (SLC 74 3120 01 + SLC 74 3120 02) ...... 0 ......
1412 Lump sum (balloon) repayments of long term debt (SLC 74 3110 01 + SLC 74 3110 02) ...... 0......
1420 Total Debt Charges to be Excluded 10,891
9920 Net Debt Charges 1,084,942
1 $ 1610 Total Revenues (SLC 10 9910 01) ...... 19,712,460 ......
Excluded Revenue Amounts 2010 Fees for Tile Drainage / Shoreline Assistance (SLC 12 1850 04) ...... 2,483......
2210 Ontario Grants, including Grants for Tangible Capital Assets (SLC 10 0699 01 + SLC 10 0810 01 + SLC10 0815 01) ...... 2,723,134...... 2220 Canada Grants, including Grants for Tangible Capital Assets (SLC 10 0820 01 + SLC 10 0825 01) ...... 312...... 2225 Deferred revenue earned (Provincial Gas Tax) (SLC 10 0830 01) ...... 0 ...... 2226 Deferred revenue earned (Canada Gas Tax) (SLC 10 0831 01) ...... 0 ...... 2230 Revenue from other municipalities, including Revenue for Tangible Capital Assets (SLC 10 1099 01 + SLC 10 1098 01) ...... 130,484 ...... 2240 Gain/Loss on sale of land & capital assets (SLC 10 1811 01) ...... 119,920 ...... 2250 Deferred revenue earned (Development Charges) (SLC 10 1812 01) ...... 0 ...... 2251 Deferred revenue earned (Recreation Land (The Planning Act)) (SLC 10 1813 01) ...... 0 ...... 2253 Other Deferred revenue earned (SLC 10 1814 01) ...... 478,184 ...... 2252 Donated Tangible Capital Assets (SLC 53 0610 01) ...... 25,000 ...... 2254 Increase / Decrease in Go vernment B usiness Enterprise equity (SLC 10 1905 01) ...... -202,608 ...... Other Revenue (SLC 10 1890 01 + SLC 10 1891 01 + SLC 10 1892 01 + SLC 10 1893 01 + 2255 SLC 10 1894 01 + SLC 10 1895 01 + SLC 10 1896 01 + SLC 10 1897 01 + SLC 10 1898 01 ) ...... 88,177 ...... 2299 Subto tal 3,362,603
2410 Fees and Revenue for Joint Local Boards for Homes for the Aged ......
2610 Net Revenues 16,347,374
2620 25% o f N et R evenues 4,086,844
9930 ESTIMATED ANNUAL REPAYMENT LIMIT 3,001,902 For Illustration Purposes Only Annual Interest Rate T erm 0.06 @ 25 years = 38,374,376
Corporate Services 13 October 15, 2020 Report No. CS-2020-66 Page 42 of 76
Projected Reserve Balances Projected Reserve Balances
Projected Forecast Forecast Forecast
2020 2021 2022 2023 2024 2025 General Working/Operating Funds Contingency $ 601,805 $ 501,805 $ 449,305 $ 466,805 $ 484,305 $ 501,805 Working Funds 1,785,043 1,785,043 1,785,043 1,785,043 1,785,043 1,785,043 Total General Working/Operating Funds 2,386,848 2,286,848 2,234,348 2,251,848 2,269,348 2,286,848 Municipal Fleet & Equipment Reserves General Government - Administrative Equipment (computers, software etc.) $ 104,433 $ 120,433 $ 162,933 $ 160,933 $ 209,933 $ 113,933 Fire Capital (189,608) 4,392 (249,608) (611,608) (427,608) (179,608) Fire Off Road Vehicle 7,011 6,011 5,011 4,011 3,011 2,011 Public Works Fleet (556,054) (316,054) (601,054) (617,054) (772,054) (615,054) Water & Wastewater Vehicles 150,238 172,238 194,238 191,238 188,238 60,238 Building & Bylaw Vehicles 50,943 57,443 36,943 43,443 49,943 56,443 Total Muncipal Fleet and Equipment Reserve (433,037) 44,463 (451,537) (829,037) (748,537) (562,037) Infrastructure Reserves Infrastructure/Bridges $ 276,405 $ 34,405 $ 114,405 $ 199,405 $ 289,405 $ (35,595) Future Capital Reserve 517,268 428,768 528,768 628,768 728,768 828,768 Streetlighting (17,240) (52,240) (87,240) (67,240) (47,240) (27,240) Parks & Recreation - Trail/Docks 236,782 283,282 341,282 281,282 349,282 390,282 Municipal Buildings (88,901) $ (65,901) $ (160,901) 6,599 165,599 37,599 Total Infrastructure Reserves 924,315 628,315 736,315 1,048,815 1,485,815 1,193,815 Other Special Purpose Reserves Planning Studies and Hearings $ 83,467 $ 87,567 $ 91,667 $ 96,267 $ 106,267 $ 116,267 Library General Reserve 130,176 151,676 37,083 34,083 64,083 53,683 Policing 264,225 204,225 154,225 114,225 84,225 64,225 Parks & Recreation 215,616 195,616 78,616 72,116 72,116 72,116 Recreation Special Events 20,000 20,000 20,000 20,000 20,000 20,000 Total Other Special Purpose Reserves 713,483 659,083 381,590 336,690 346,690 326,290 Municipal Reserves - Sub Total $ 3,591,609 $ 3,618,709 $ 2,900,716 $ 2,808,316 $ 3,353,316 $ 3,244,916
Water and Wastewater Water $ (305,907.99) $ 1,274,223.01 $ 1,943,154.01 $ 3,555,334.01 $ (1,016,485.99) $ (296,305.99) Wastewater 2,232,995 448,014 78,033 859,872 293,531 1,242,190 Wastewater - Outfall 321,000 321,000 321,000 321,000 321,000 321,000 Utility Reserves - Sub Total 2,248,087 2,043,237 2,342,187 4,736,206 (401,955) 1,266,884 Total Reserves $ 5,839,696 $ 5,661,946 $ 5,242,903 $ 7,544,522 $ 2,951,361 $ 4,511,800
Corporate Services 14 October 15, 2020 Report No. CS-2020-66
Page 43 of 76
Projected Reserve Balances
Forecast
2026 2027 2028 2029 2030 General Working/Operating Funds Contingency $ 449,305 $ 466,805 $ 484,305 $ 501,805 $ 449,305 Working Funds 1,785,043 1,785,043 1,785,043 1,785,043 1,785,043 Total General Working/Operating Funds 2,234,348 2,251,848 2,269,348 2,286,848 2,234,348 Municipal Fleet & Equipment Reserves General Government - Administrative Equipment (computers, software etc.) $ 129,433 $ 66,433 $ 93,433 $ 130,433 $ 44,933 Fire Capital (321,608) (237,608) (473,608) (257,608) (99,608) Fire Off Road Vehicle 1,011 11 (989) (1,989) (2,989) Public Works Fleet (440,054) (450,054) (216,054) 58,946 79,946 Water & Wastewater Vehicles 44,238 66,238 88,238 110,238 132,239 Building & Bylaw Vehicles 32,943 12,443 18,943 25,443 31,943 Total Muncipal Fleet and Equipment Reserve (554,037) (542,537) (490,037) 65,463 186,464 Infrastructure Reserves Infrastructure/Bridges $ 64,405 $ (916,595) $ (816,595) $ (716,595) $ (616,595) Future Capital Reserve 928,768 1,028,768 1,128,768 1,228,768 1,328,768 Streetlighting (7,240) 12,760 32,760 52,760 72,761 Parks & Recreation - Trail/Docks 431,282 472,282 530,782 233,282 304,282 Municipal Buildings 226,699 189,699 306,699 581,199 870,699 Total Infrastructure Reserves 1,643,915 786,915 1,182,415 1,379,415 1,959,916 Other Special Purpose Reserves Planning Studies and Hearings $ 126,267 $ 136,267 $ 121,667 $ 126,267 $ 115,617 Library General Reserve 85,033 120,283 153,533 192,783 234,033 Policing 54,225 54,225 54,225 54,225 54,225 Parks & Recreation 60,616 60,616 60,616 60,616 60,616 Recreation Special Events 20,000 20,000 20,000 20,000 20,000 Total Other Special Purpose Reserves 346,140 391,390 410,040 453,890 484,490 Municipal Reserves - Sub Total $ 3,670,366 $ 2,887,616 $ 3,371,766 $ 4,185,616 $ 4,865,218
Water and Wastewater Water $ 419,874.01 $ 1,955,054.01 $ (207,765.99) $ 1,420,414.01 $ 825,595.01 Wastewater 2,227,669 3,294,968 4,412,267 5,499,566 6,616,865 Wastewater - Outfall 321,000 321,000 321,000 321,000 321,000 Utility Reserves - Sub Total 2,968,543 5,571,022 4,525,501 7,240,980 7,763,460 Total Reserves $ 6,638,909 $ 8,458,638 $ 7,897,267 $ 11,426,596 $ 12,628,678
Corporate Services 15 October 15, 2020 Report No. CS-2020-66
Page 44 of 76
TOWNSHIP OF TAY
SUMMARY - LONG TERM PLAN Approved FORECAST Budget
2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
Corporate Services 469,448 129,000 125,500 177,000 129,500 344,500 95,400 173,500 178,500 21,000 143,500
Protective and Development Services 448,433 109,900 709,200 645,200 101,700 31,700 449,200 300,200 594,200 3,102,200 3,235,200
Operational Services - Roads, Water & Wastewater 8,856,282 5,452,561 9,593,116 1,919,120 9,787,682 3,241,283 2,823,248 3,270,602 5,703,772 2,042,282 4,561,262
Operational Services - Culture and Recreation 694,610 163,500 943,945 306,000 275,000 371,000 205,000 330,000 166,000 462,000 143,500
TOTAL LONG TERM PLAN 10,468,773 5,854,961 11,371,761 3,047,320 10,293,882 3,988,483 3,572,848 4,074,302 6,642,472 5,627,482 8,083,462
SOURCES OF FINANCING:
Tax Rate 909,485 391,763 445,318 1,021,787 1,086,249 1,165,950 1,217,915 1,283,669 1,356,739 1,412,649 1,482,429
Reserves - Municipal 2,244,792 710,900 1,562,400 1,077,900 570,500 1,134,500 707,400 2,014,500 741,400 467,150 643,400
Reserves - Contingency ------37,500 - -
Reserves - Utility 3,181,347 2,488,300 2,101,500 99,500 6,687,500 1,012,500 966,500 89,500 3,785,500 34,500 2,237,499
Grant - Modernization Funding 125,000 13,200 100,000 100,000 100,000 ------
Grants - Other 729,834 30,000 339,502 30,000 30,000 30,000 30,000 30,000 30,000 30,000 -
Debt 1,000,000 1,500,000 4,246,500 ------3,000,000 3,000,000
Developer Contributions (DCA) 1,572,660 164,600 1,922,900 158,600 1,291,100 117,000 122,500 128,100 158,800 154,650 191,600
Federal Gas Tax 304,262 318,198 318,198 332,033 332,033 332,033 332,033 332,033 332,033 332,033 332,033
Deferred Revenue 96,757 ------
Library Reserve 62,700 - 138,944 31,000 - - - - 4,000 - -
Hydro Dividend/Interest 196,500 196,500 196,500 196,500 196,500 196,500 196,500 196,500 196,500 196,500 196,501
Prior Year Capital Surplus 45,436 41,500 ------
TOTAL FINANCING 10,468,773 5,854,961 11,371,761 3,047,320 10,293,882 3,988,483 3,572,848 4,074,302 6,642,472 5,627,482 8,083,462
Corporate Services 16 October 15, 2020 Report No. CS-2020-66
Page 45 of 76
TOWNSHIP OF TAY
SUMMARY - LONG TERM PLAN Approved FORECAST Budget
2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
Impact of Projects and Reserve Transfers on Annual Tax Levy
Tax Rate 909,485 907,485 961,040 1,021,787 1,086,249 1,165,950 1,217,915 1,283,669 1,356,739 1,412,649 1,482,429
Transfer to Reserves 745,500 780,500 827,500 919,000 966,000 1,011,000 1,053,000 1,070,000 1,087,000 1,104,000 1,121,000
Transfer to Future Capital Reserve 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000
TOTAL IMPACT 1,754,985 1,787,985 1,888,540 2,040,787 2,152,249 2,276,950 2,370,915 2,453,669 2,543,739 2,616,649 2,703,429
Total increase funded by tax levy 1.9% 5.6% 8.1% 5.5% 5.8% 10.2% 7.8% 7.3% 6.6% 6.3%
Total tax levy % increase required 0.4% 1.1% 1.6% 1.2% 1.3% 1.0% 0.9% 1.0% 0.8% 0.9%
Corporate Services 17 October 15, 2020 Report No. CS-2020-66
Page 46 of 76
APPENDIX A
COPRORATE SERVICES
BUDGET SUMMARY AND DEPARTMENT DETAIL
Corporate Services 18 October 15, 2020 Report No. CS-2020-66
Page 47 of 76
2021-2030 Approved Forecast Budget CORPORATE SERVICES 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 Administration Financial System Community Sign Boards - LED Conversion 50,000 Transfer to Reserve for Sign Board 12,500 12,500 12,500
Total Administration - - - - - 12,500 12,500 12,500 50,000 - - Office Equipment Photocopier - Admin (colour) 16,000 16,000 Printer/fax/copier 7,000 7,000 Admin Colour Laser Printer 4,500 4,500 Laser Printers 4,500 4,500 Color Laser Printers 6,000 6,000 Telephone System 35,000 Financial laser printer 5,000 Postage Machine 7,500 Mini Mailer/Stuffer 14,000
Total Office Equipment 73,000 0 0 5,000 0 0 27,000 16,000 14,000 16,000 0 Computer Hardware PC/Monitor Replacement 88,448 5,000 5,000 5,000 5,000 85,000 5,000 5,000 5,000 5,000 85,000 Office Server 25,000 25,000 25,000 Council Laptops 10,500 10,500 8,500 Financial Server 25,000 25,000 25,000 Office Network Switches (MDF)(IDF) 4,000 4,000 VPN Router/Firewall 5,000 5,000 Switch for Expansion IDF Switch NAS Unit for Backup Storage 10,000 10,000
Total Computer Hardware 153,448 5,000 15,500 5,000 9,000 154,000 15,500 5,000 5,000 5,000 143,500 Computer Software Financial Software 100,000 Agenda Management Software 15,000 File Mgmt. Software 50,000 Work Order System 9,000 Website Refresh 25,000 Land Manager Upgrade 9,000 Backup Tape Drive & Software 12,000 12,000 Internet Needs & Feasibility Project 75,000 Municipal Management/Online Services Software 100,000 100,000 100,000 100,000 Total Computer Software 208,000 37,000 100,000 150,000 100,000 0 0 100,000 12,000 0 0
Corporate Services 19 October 15, 2020 Report No. CS-2020-66
Page 48 of 76
TOWNSHIP OF TAY - LONG TERM PLAN 2021-2030 Approved Forecast Budget
CORPORATE SERVICES 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
Buildings Administration Building Humidity Control for Copy Room 5,000 Roof & Cedar Facia repairs 30,000 Generator 45,000 Paint & Office Furniture 42,000 Automatic door opener 7,000 Carpet Replacement 70,000
Chairs & Desks (Council members) 13,500
Chairs ( Council observers) 9,400
Stucco 24,000
Meeting room tables 8,000
Curtains & Blinds (including blackout curtains) 7000 42,500
Shelving & Cabinetry 7,000
Albert Street Mini-mall Flooring & Lighting (Harbour Shores Community Room) 10,000
HVAC (Harbour Shores Community Room) 10,000 Residential Furnace ( Canada Post) 10,000 Works Garage
Roof ( Garage - existing tar roof) 45,000
Radiant Heaters 40,000
Diesel pump & tanks 100,000 Total Buildings 35,000 87,000 10,000 17,000 20,500 178,000 40,400 40,000 97,500 - - TOTAL LONG TERM PLAN 469,448 138,000 125,500 177,000 129,500 344,500 95,400 173,500 178,500 21,000 143,500
Corporate Services 20 October 15, 2020 Report No. CS-2020-66
Page 49 of 76
TOWNSHIP OF TAY - LONG TERM PLAN 2021-2030 Approved Forecast Budget
CORPORATE SERVICES 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
SOURCES OF FINANCING Prior year surplus 5,000 Tax Rate 12,500 12,500 12,500 12,500 Grants 50,000 Reserves - Municipal Equipment 245,448 51,000 15,500 60,000 9,000 154,000 42,500 121,000 31,000 21,000 143,500 Reserves - Municipal Buildings 35,000 87,000 10,000 17,000 20,500 178,000 40,400 40,000 97,500 - - Reserves - Building vehicle 9,000 Reserves - Contingency - - 37,500 Reserves - Modernization Funding 125,000 100,000 100,000 100,000 TOTAL FINANCING 469,448 138,000 125,500 177,000 129,500 344,500 95,400 173,500 178,500 21,000 143,500
Corporate Services 21 October 15, 2020 Report No. CS-2020-66
Page 50 of 76
TOWNSHIP OF TAY - LONG TERM PLAN RESERVE TRANSFERS NECESSARY TO PROVIDE FOR BUILDING REPLACEMENT
CORPORATE SERVICES Replacement Replacement Municipal Average Annual Year Cost Reserves Life Transfer
Administration Building 2054 2,500,000 2,500,000 45 55,000 Public Works Garage 2041 3,100,000 3,100,000 46 67,800 Public Works Sand Dome 2045 475,000 475,000 50 9,500 Albert Street Mini-Mall (excluding Library portion of building) 2051 600,000 600,000 43 14,000 Old Victoria Harbour Fire Hall (Public Works Storage) N/A N/A N/A N/A N/A Annual Building Transfer Required $ 146,300 2021 Annual Building Transfer Set At $ 55,000
Corporate Services 22 October 15, 2020 Report No. CS-2020-66
Page 51 of 76
TOWNSHIP OF TAY - LONG TERM PLAN RESERVE TRANSFERS NECESSARY TO PROVIDE FOR OFFICE EQUIPMENT REPLACEMENT
Year of Replacement Estimated Transfer CORPORATE SERVICES Total Acquisition Cost Life Required EQUIPMENT
Office Equipment Postage Machine 2019 7,500 Photocopier (Admin) 2013 16,000 Colour Printer 2017 6,000 29,500 6 4,917 Printer/Copier/Fax, (3yr NBD Warranty) 2017 7,000 Laser Printer - Admin 2015 4,500 Laser Printer, Financials 2015 5,000 Laser Printer - Planning 2004 4,500 21,000 8 2,625 Plotter (Plans) 2017 13,500 Telephone System 2008 35,000 Mini-mailer (Inserter/Stuffer) 2018 14,000 62,500 10 6,250 COMPUTER HARDWARE Council laptops, software 2018 8,500 4 2,125 Backup NAS VTL 2015 10,000 PC's (39) - includes MS Office 2010 85,000 Back up equipment & software 2010 12,000 server - financial 2016 25,000 server - office automation 2016 25,000 157,000 5 31,400 VPN Router/Firewall 2005 5,000 Office MDF Switch 2016/2017 4,000 Office IDF Switch 2016/2017 4,000 13,000 5 2,600
LED Signboards (4-single, 2-double) 2017/2018 40,000 40,000 10 4,000 COMPUTER SOFTWARE
Website software 25,000
Financial, Work Order, File Management 200,000 225,000 10 22,500
Total Reserve Transfer As Calculated 76,417
TOTAL ANNUAL TRANSFER TO RESERVE FOR 2021 58,000
Corporate Services 23 October 15, 2020 Report No. CS-2020-66
Page 52 of 76
APPENDIX B
COPRORATE SERVICES
BUDGET REQUEST SHEETS
Corporate Services 24 October 15, 2020 Report No. CS-2020-66
Page 53 of 76
Tay Township 2021 Budget Request
PC/Monitor Replacement Budget Type Capital Department General Government Division Administration Prepared by Daryl C. W. O'Shea Approved by Department Priority A Request Summary Budget for PC/Monitor replacement for municipal office computers. Includes hardware and software licenses (Microsoft Office, Windows/SQL/Exchange Client Access Licenses). We budget for a 5 year replacement cycle but try to stretch their life to 6-8 years. Current computers were purchased in 2010. Current displays in 2009.
Service Level Impact Maintain Expected Useful Life 5 Current Year Budget Expenses Revenue Materials Grants Consultants Reserve -5,000 Equipment 5,000 Development Legal Utility Other Other Total 5,000 Total -5,000 Tax Levy / Rate Impact $0 Future Year Budget 2022 - 2024 - $5,000 2025 - $85,000 Cost-Benefit Analysis and Other Funding amount increased to reflect an increase in Financial Considerations computers required due to increases in staffing levels, a move to more portable computing for more users and an increase in costs due to Canadian dollar decline since the last replacement cycle in 2010. Administrative Recommendation
Content revised September 25, 2020 by JG | Form revised July 31, 2017
Corporate Services 25 October 15, 2020 Report No. CS-2020-66
Page 54 of 76
Tay Township 2021 Budget Request
Website Refresh Budget Type Capital Department General Government Division Administration Prepared by Daryl C. W. O'Shea Approved by Department Priority A Request Summary The current website was implemented in 2013 and was designed for a desktop first, 4:3 screen ratio. This project will entail updating the website page templates to a more responsive design to improve usability on mobile, tablet and desktop devices. A review and update of the overall site layout, content and navigation will also be conducted.
Service Level Impact Improve Expected Useful Life Current Year Budget Expenses Revenue Materials Grants Consultants Reserve -25,000 Equipment 25,000 Development Legal Utility Other Other Total 25,000 Total -25,000 Tax Levy / Rate Impact $0 Future Year Budget
Cost-Benefit Analysis and Other Administrative Recommendation
Content revised September 25, 2020 by initials JG | Form revised July 31, 2017
Corporate Services 26 October 15, 2020 Report No. CS-2020-66
Page 55 of 76
Tay Township 2021 Budget Request
Land Manager Upgrade Budget Type Capital Department Planning and Development Division Building Prepared by Daryl C. W. O'Shea Approved by Department Priority A Request Summary Budget for Land Manager building software upgrade. This has been carried over a few times.
Service Level Impact Maintain Expected Useful Life 10 Current Year Budget Expenses Revenue Materials Grants Consultants 4,500 Reserve -9,000 Equipment Development Legal Utility Other 4,500 Other Total 9,000 Total -9,000 Tax Levy / Rate Impact $0 Future Year Budget
Cost-Benefit Analysis and Other Land Manager is used to track and issue building permits, Financial Considerations by-law issue and planning applications.
Administrative Recommendation
Content revised September 25, 2020, by JG | Form revised July 31, 2017
Corporate Services 27 October 15, 2020 Report No. CS-2020-66
Page 56 of 76
Tay Township 2021 Budget Request
Backup Tape Drive & Software Budget Type Capital Department General Government Division Administration Prepared by Daryl C. W. O'Shea Approved by Department Priority A Request Summary An update of the hardware and software used to reliably backup the growing amount of information and virtual infrastructure that the Township relies on; ensuring that the Township's information assets are protected from cyber crime and other threats.
Service Level Impact Improve Expected Useful Life Current Year Budget Expenses Revenue Materials Grants Consultants Reserve -12,000 Equipment 12,000 Development Legal Utility Other Other Total 12,000 Total -12,000 Tax Levy / Rate Impact $0 Future Year Budget
Cost-Benefit Analysis and Other Administrative Recommendation
Content revised September 25, 2020 by initials JG | Form revised July 31, 2017
Corporate Services 28 October 15, 2020 Report No. CS-2020-66
Page 57 of 76
Tay Township 2020-2023 Budget Request
Municipal Management/Online Services Software Budget Type Capital Department General Government Division Administration Prepared by Daryl C. W. O'Shea Approved by Department Priority A Request Summary With an increasing expectation of online delivery of soft services and an organizational mindset that has changed to be accepting of such a delivery method; it is time that the Township start moving towards an online first service delivery method. There are many options for implementing online services but they can be summed up in two groups - fragmented services delivered through individual portals or a unified service portal that ties all online service offerings together into one portal and one user account. It is proposed that the Township undertake a hybrid approach, to achieve a unified solution, that obtains off-the-shell software where appropriate, builds the glue to connect our existing and new systems and builds the missing pieces that the market does not provide. To build these pieces it is proposed that the Township employ software engineering and computer science co-op students or recent grads to develop software that conforms to an architecture designed and documented by Township staff. It is expected that a significant transformation can be achieved with $400,000 over four years. Future reports to Council will outline a plan and some further investigation of the problem to be solved. Types of software proposed by various departments to be included in this endeavour include, but are certainly not limited to, emergency management community alerting, service and work request management, road patrol records, sidewalk inspection records, streetlight inspection records, fleet management, online building permits, and online financial account access for residents.
Service Level Impact Improve Expected Useful Life Current Year Budget Expenses Revenue Materials Grants -100,000 Consultants Reserve Equipment Development Legal Utility Other 100,000 Other Total 100,000 Total -100,000 Tax Levy / Rate Impact $0 Future Year Budget 2021-2023 - $100,000 per year. Content revised October 6, 2020 by DOS | Form revised July 31, 2017
Corporate Services 29 October 15, 2020 Report No. CS-2020-66
Page 58 of 76
Corporate Services 30 October 15, 2020 Report No. CS-2020-66
Page 59 of 76
Tay Township 2021 Budget Request
Public Works - Software Budget Type Capital Department Public Works Division Roads and related Prepared by Lyell Bergstrome Approved by Department Priority A Request Summary The Operational Services Department is in need of a digital solution to be more organized and efficient in the daily tasks. Staff has investigated a software that packages together: service request management (resident complaints), road patrol (mms requirement, summer and winter), sidewalk inspection (mms requirement), luminaire inspection (mms requirement), road condition assessment, fleet management and many more modules that tie into a work order system. The use of such a system will streamline many processes that are currently manual and help staff be more efficient with their response to minimum maintenance deficiencies and resident complaints. Go Evo Mesh software is currently being used by many other municipalities of similar size and demographics with much success. There is a one time start up fee of approximately $5000, and an annual software subscription fee of $7000. Staff will work with IT on the required hardware (mobile devices) and data package costing.
Service Level Impact Improve Expected Useful Life Expected Useful Life Expenses Revenue Materials 5,000 Grants -12,000 Consultants Reserve Equipment Development Legal Utility Other 7,000 Other Total 12,000 Total -12,000
2021 Tax Levy Impact $0 Future Year Budget 7000 annually plus data for mobile devices Cost-Benefit Analysis and Other Administrative Recommendation
Content revised October 5, 2020 by JG | Form revised July 31, 2020
Corporate Services 31 October 15, 2020 Report No. CS-2020-66
Page 60 of 76
Tay Township 2021 Budget Request
Paint and Office Furniture Budget Type Capital Department General Government Division Administration Prepared by Daryl C. W. O'Shea Approved by Department Priority A Request Summary Much of the municipal office furniture has not kept pace with the transition to computerized work flows; many of the desks have little room to work once a computer is placed on them; a lack of bookshelves/storage is also commonplace, resulting in cluttered workspaces. A number of pieces of our office furniture were acquired on the side of the road -- unwanted furniture that was put out as trash. To improve efficiencies, improve layouts to support improved customer service, and to improve the perception of the Township as a professional organization, a number of furniture replacements are required. Some areas of the municipal office building are in need of painting, as well; some touch ups will be done throughout the building.
Service Level Impact Improve Expected Useful Life Current Year Budget Expenses Revenue Materials Grants Consultants Reserve -42,000 Equipment 42,000 Development Legal Utility Other Other Total 42,000 Total -42,000 Tax Levy / Rate Impact $0 Future Year Budget
Cost-Benefit Analysis and Other Administrative Recommendation
Content revised September 25, 2020 by initials JG | Form revised July 31, 2017
Corporate Services 32 October 15, 2020 Report No. CS-2020-66
Page 61 of 76
Tay Township 2021 Budget Request
Works Garage Roof Budget Type Capital Department General Government Division Administration Prepared by Daryl C. W. O'Shea Approved by Department Priority B Request Summary The built-up roof (tar and gravel flat roof) portion of the operational services shop is scheduled for replacement based on estimated life-cycle and preliminary visual inspection. A more detailed evaluation of the roof will be undertaken and if appropriate a roof replacement will be undertaken.
Service Level Impact Improve Expected Useful Life Current Year Budget Expenses Revenue Materials Grants Consultants Reserve -45,000 Equipment 45,000 Development Legal Utility Other Other Total 45,000 Total -45,000 Tax Levy / Rate Impact $0 Future Year Budget
Cost-Benefit Analysis and Other Administrative Recommendation
Content revised September 25, 2020 by initials JG | Form revised July 31, 2017
Corporate Services 33 October 15, 2020 Report No. CS-2020-66
Page 62 of 76
September 28, 2020
To the municipal councils and the MPPs of Simcoe Muskoka:
I am writing on behalf of the Board of Health for the Simcoe Muskoka District Health Unit to provide you with a copy of an assessment of the first wave of COVID-19 in the province of Ontario provided by the Council of Ontario Medical Officers of Health (linked here). In this report you will find documentation of the many ways in which local public health units across the province have responded and worked with the province and with their respective communities to bring the pandemic under control (including some examples within Simcoe Muskoka).
At this time of COVID-19 resurgence it is particularly important that municipal and provincial leaders be aware of, and support the public health control measures cited in this report in order to enable us to again flatten the curve and reduce as much illness and death as possible, particularly among those most vulnerable to this pandemic (ie. the elderly, those in long term care facilities, and those with other medical conditions). It is by bringing the incidence of COVID-19 back down under control that we can best protect these individuals.
Sincerely,
ORIGINAL Signed By:
Anita Dubeau, Chair Simcoe Muskoka District Health Unit Board of Health
AD:CG:cm
Page 63 of 76 From: Karen Mealing [mailto:[email protected]] Sent: September-01-20 4:32 PM To: Randy Fee; Tori Cress Communications Assistant; '[email protected]'; Sarah Marshall; Cyndi Bonneville Subject: media release for Culture Alliance's new logo
Good afternoon,
I hope I’ve reached to correct individuals. The Culture Alliance now has a new logo and the committee would like to share this news with the community and members of all Councils. Could you please review the drafted release below and let me know if there are any issues or changes to be made? I’ve also attached a graphic that explains the components of the logo. Thank you!
Culture Alliance unveils new logo
Culture in the Heart of Georgian Bay has a new look with the Culture Alliance unveiling their logo. The logo incorporates elements of the joint culture committee’s members’ logos as well as aspects of their heritage and history. “It is a beautiful logo that gracefully intertwines and represents the communities served by the Culture Alliance,” said Tiny Township Councillor Cindy Hastings, incoming committee chair. “The logo is timeless and will serve the Culture Alliance for many years to come.” The Culture Alliance was formed in 2019 by Beausoleil First Nation, the towns of Midland and Penetanguishene and the townships of Tay and Tiny to celebrate, foster and promote cultural resources in our area. The logo incorporates the feather and turquoise from the Beausoleil First Nation logo and the various shades of blue from the Tay, Tiny and Penetanguishene logo. Additionally, it includes the fleur de lis from Penetanguishene and Tiny and the yellow and sail from Midland. The waves symbolize the connection that each community has to Georgian Bay. The Culture Alliance is currently undertaking a variety of projects, including the Inspirational Peoples Project banner program and the Creative Communities Culture Conference scheduled to take place in an online format in November. To learn more about these projects, visit culturealliance.ca or follow them on social media at CultureGBay.
-30- Karen Mealing Cultural Development Coordinator
The Town Of Midland 575 Dominion Avenue, Midland, Ontario L4R 1R2 P: 705-526-4275 ext 2200 | F: 705-526-9971 | C: 705-333-3512 [email protected] | www.Midland.ca | www.buttertartfestival.ca | www.culturealliance.ca
Page 64 of 76 Page 65 of 76 Page 66 of 76
September 18, 2020
The Honourable Patty Hajdu Minister of Health House of Commons Ottawa, Ontario, K1A 0A6 Email: [email protected]
The Honourable Marilee Fullerton Minister of Long-Term Care Ministry of Health and Long-Term Care 400 University Ave., 6th Floor Toronto, ON M7A 1T7 Email: [email protected]
Ontario’s Long-Term Care COVID-19 Commission 700 Bay Street, 24th Floor Toronto, ON M5G 1Z6 Email: [email protected]
Dear Ministers:
RE: COVID-19 and Long-Term Care Reform
COVID-19 has shone a glaring light on what many knew to be a crisis with the Long-Term Care (LTC) system in Canada in need of reform and redesign, with 81% of COVID-19 related deaths in Canada occurring in LTC Homes (LTCHs) which is far higher than other comparable countries.i Urgent reform and redesign of Canada’s LTC system is critical in order to address infection prevention and control (IPAC) issues (including COVID-19) and to improve all standards, quality of care and quality of life. Those who require services within a LTCH setting deserve those assurances.
A report released following deployment of the Canadian Armed Forces (CAF) to five LTCHs in Quebec and Ontario struggling in their response to COVID-19 indicates highly concerning living conditions and serious lapses in standards and quality of medical and personal care. The list of deficiencies identified by the CAF as requiring immediate attention is lengthy and includes inadequate infection and control practices, inadequate supplies and lack of training, knowledge, oversight and accountability of LTCH staff and management. ii
The Royal Society of Canada (RSC) Working Group on LTC has since released a policy briefing highlighting the pre-pandemic issues with LTCHs that contributed to the heightened crisis in the face of COVID-19, a global pandemic. Namely, addressing the changing demographics and complexities of older adults entering homes, the inadequate workforce and staffing mix to meet their needs, and the inadequate physical environments to accommodate the complex needs of residents, are critical issues that must be addressed moving forward with LTC reform and redesign.
Page 67 of 76
The Working Group policy briefing outlines nine steps requiring strong federal/provincial/territorial and municipal leadership to address necessary improvements in IPAC and provision of quality care for LTC residents with increasingly complex needs:
1. Implement best practice national standards for the necessary staffing and staffing mix to deliver quality care in LTCHs and attach federal funding to the standards; 2. Implement national standards for training and resources for infectious disease control and for outbreak management; 3. Provide appropriate pay and benefits including sick leave for the large unregulated segment of the LTC workforce (i.e. care aides and personal support workers); 4. Provide full time employment and benefits for regulated and unregulated nursing staff and assess impact of “one workplace” policies implemented during COVID-19; 5. Establish minimum education standards for unregulated direct care staff, ongoing education for both regulated and unregulated direct care staff, and proper training and orientation for all external agency staff assigned to a LTCH; 6. Support educational reforms for specialization in LTC for all providers of direct care (i.e. care aides, health and social service providers, managers and directors); 7. Provide mental health supports for LTCH staff; 8. Implement reporting requirements and data collection needed to effectively manage and ensure resident quality of care and quality of life, resident and family experiences and quality of work life for staff; and 9. Take an evidence based approach to mandatory accreditation as well as to regulation and inspection of Long-Term Care Facilities (LTCFs). iii
The Simcoe Muskoka District Health Unit’s (SMDHU) Board of Health at its September 16, 2020 meeting endorsed these recommendations and is writing to advocate for their adoption through your collective efforts to create necessary system reform and redesign for Ontarians living in LTCHs.
As of September 8, 2020, of the 21 outbreaks within institutional, workplace and congregate settings in Simcoe Muskoka, LTCHs and Retirement Homes accounted for 76% (16) of the outbreaks. As of August 25, 2020, there have been 24 resident deaths attributed to these LTC and Retirement outbreaks and an additional 2 Simcoe Muskoka resident deaths in facilities outside of the region for a total of 26. The median age of all cases who have recovered is 46 years compared to the median age of 85 years among all deceased cases. iv
SMDHU’s mandate under the Ontario Public Health Standards (OPHS, 2018) v regarding LTC and Retirement Homes is substantial. As a vulnerable population, SMDHU supports these facilities with food safety, and infectious and communicable disease prevention and control (including outbreak management). There are currently 29 LTC and 53 Retirement Homes within SMDHU. Since March 1, 2020, the Infectious Disease team has supported over 1700 IPAC consults or COVID-19 questions for LTC and Retirement Homes.
In addition to the mandate in LTCF’s, SMDHU is required to develop and implement a program of public health interventions using a comprehensive health promotion approach that addresses risk and protective factors to reduce the burden of preventable injuries and
Page 68 of 76
substance use in the health unit population. iv SMDHU supports community dwelling seniors and promotes healthy aging at home for those that are able, and for as long as they are able. The SMDHU supports these seniors through;
• active participation on the Ontario Fall Prevention Collaborative, the Simcoe County and other community based Age-Friendly Community Coalitions, The Muskoka Seniors Planning Table, Age-Friendly and the Central LHIN Fall Strategy; • best practice healthy aging policy advocacy; and • a wide variety of community awareness and engagement strategies to promote healthy aging key messages.
SMDHU remains committed to supporting local LTC and Retirement Homes to improve IPAC practices and to advocate for improvement to standards and quality of care and quality of life for residents, their families and staff, and implore municipal, provincial and federal leaders to make the necessary investments to create safe supportive care to ensure the health and safety for residents of LTCHs.
Sincerely,
ORIGINAL Signed By:
Anita Dubeau, Chair Simcoe Muskoka District Health Unit Board of Health
AD:JC:cm cc: Ontario Boards of Health Matthew Anderson, President and CEO, Ontario Health Loretta Ryan, Executive Director, Association of Local Public Health Agencies Mayor and Council of Simcoe and Muskoka Members of Provincial Parliament for Simcoe and Muskoka
References: i Canadian Institute for Health Information. “New analysis paints international picture of COVID-19’s long-term care impacts”: CIHI; June 25, 2020. Available from: https://www.cihi.ca/en/new-analysis- paints-international-picture-of-covid-19s-long-term-care-impacts ii Headquarters 4th Canadian Division Joint Task Force (Central). (2020). OP LASER - JTFC Observations in Long Term Care Facilities in Ontario iii Estabrooks CA, Straus S, Flood, CM, Keefe J, Armstrong P, Donner G, Boscart V, Ducharme F, Silvius J, Wolfson M. Restoring trust: COVID-19 and the future of long-term care. Royal Society of Canada. 2020 retrieved on Aug. 28 at https://rsc- src.ca/sites/default/files/LTC%20PB%20%2B%20ES_EN.pdf iv Retrieved on Aug. 25, 2020 https://www.simcoemuskokahealthstats.org/topics/infectious-diseases/a- h/covid-19 v Ministry of Health and Long-Term Care. (2018).OPHS
Page 69 of 76
September 15, 2020
The Honourable Stephen Lecce Minister of Education 22nd Floor, Mowat Block 900 Bay Street Toronto, ON M7A 1L2
Dear Minister Lecce,
On behalf of the Board of Trustees for the Simcoe County District School Board (SCDSB), I would like to take this opportunity to bring forward concerns expressed by our school communities and my fellow Board of Trustees.
While the SCDSB is appreciative of the recent capital announcements for our jurisdiction, significant accommodation challenges remain in many of our communities. The ever increasing residential growth has resulted in rapidly increasing school populations. When combined with insufficient capacity, the result is a longstanding issue of over-crowding in many of our public schools. In recent years, this has been exacerbated by delays in the Ministry’s capital priorities program, and now further complicated by the COVID-19 pandemic and the associated physical space needs and challenges that result. Some examples of the accommodation pressures our schools and students are facing include, but are not limited to:
• elementary schools in the community of Angus (Township of Essa) are a combined 414 students over capacity (160% utilized) with 22 portables in use; • elementary schools in the community of Alcona (Town of Innisfil) are a combined 338 students over capacity (120% utilized) with 21 portables in use; • elementary schools in the community of Alliston (Town of New Tecumseth) are a combined 350 students over capacity (123% utilized) with 18 portables in use; • elementary schools serving west Orillia and the surrounding rural areas are a combined 254 students over capacity (129% utilized) with 15 portables in use and further restricted due to septic capacity; • elementary schools in south Barrie are a combined 287 students over capacity with 23 portables in use. New development in south Barrie is continuing and 4,450 residential occupancies are projected over the next 2-3 years; and, • significant facility condition pressures exist at Banting Memorial High School in Alliston.
As noted, these examples are not exhaustive, and the continued residential growth and influx of new families into Simcoe County increases our accommodation pressures by the day. We respectfully request that the Ministry continue with capital priorities project funding submissions in a timely fashion, so that growth boards such as the SCDSB can effectively plan for and accommodate our students in safe learning environments.
Page 1 of 2
Simcoe County District School Board - www.scdsb.on.ca - 1170 Hwy 26 - Midhurst, ON – L9X 1N6 - 705-728-7570
Page 70 of 76
Another significant concern expressed by community and Board of Trustees is with regards to the criteria on which the Ministry of Education evaluates and approves capital priority business cases. Recent media announcements regarding new schools, including Shanty Bay, have highlighted the influence that both community members and elected officials have played in the decision making process by advocating directly to you. A perception currently exists that approvals are influenced by community and political advocacy more than the actual merits of the proposed projects. The SCDSB strongly supports the notion that criteria and evaluations should be transparent and based upon the relative needs of the school community. We believe this approach results in a stronger degree of trust in the overall process and is more fair and equitable for all of our students and communities.
Thank you for your consideration and I would be pleased to discuss at your convenience.
Sincerely,
Jodi Lloyd Chairperson Simcoe County District School Board c: Doug Downey, MPP, Barrie, Springwater, Oro-Medonte Jill Dunlop, MPP, Simcoe North Andrea Khanjin, MPP, Barrie, Innisfil Jim Wilson, MPP, Simcoe Grey Hon. Caroline Mulroney, MPP, York-Simcoe Nancy Naylor, Deputy Minister of Education Board of Trustees, SCDSB Steve Blake, Director of Education, SCDSB John Dance, Associate Director, SCDSB Brian Jeffs, Superintendent of Business and Facility Services, SCDSB All Simcoe County Municipal Clerks
Page 2 of 2
Simcoe County District School Board - www.scdsb.on.ca - 1170 Hwy 26 - Midhurst, ON – L9X 1N6 - 705-728-7570
Page 71 of 76
September 16, 2020
Dear Mayors and Councils in Simcoe Muskoka:
Re: Updating Municipal Alcohol Policies to Reduce Harms Associated with Recent Alcohol Regulatory Changes
In 2019, the Ontario government announced regulatory changes that will have an impact on the sale, service and consumption of alcohol in local communities. These changes include permission for municipalities to designate public spaces for the consumption of alcohol, a new tailgate special occasion permit, and other conditions that affect alcohol service at events hosted on municipal properties.
It is anticipated that these changes will increase alcohol consumption and related harms, and hence cost for municipal services such as police, paramedic and fire services as well as public health. A recent cost study demonstrated that alcohol related costs in Ontario total more than $5.3 billion a year, including $1.5 billion for healthcare and $1.3 billion for criminal justice.i In 2014, alcohol was responsible for the greatest proportion of costs attributable to substance use in Ontario. With increased consumption, these costs will only increase.
Municipalities are asked to give consideration to the health and safety concerns associated with the regulatory changes when reviewing and or revising their Municipal Alcohol Policies (MAPs). The following list outlines those regulatory changes:
• Municipalities are now allowed to designate public areas for consumption of alcohol through the development of a local bylaw. By revising the regulations around public consumption of alcohol, the risk for underage drinking, public intoxication, serious injury and death, and other alcohol- related harms significantly increase. Subsequently, the risk to municipalities for liability also increases. Furthermore, consumption of alcohol in public spaces will further normalize its use and may have an impact on the public's enjoyment of community spaces. • Changes to the regulations related to the conditions of Special Occasion Permit events hosted on municipal or private property include: expanded hours of alcohol sale and service starting at 9 am; the condition for the permit holder to have sufficient supply of food for event guests has been revoked which means alcohol only events are now permissible, and the requirement for physical barriers designating an alcohol zone is removed. A strong body of evidence suggests that expanding hours of alcohol service leads to increased consumption of alcohol and related harms. These changes in regulation also contribute to the normalization of alcohol use especially among vulnerable populations such as children and youth. • In May 2019, a new tailgate event Special Occasion Permit for eligible sporting events was introduced. This new permit allows event attendees to bring and consume their own alcohol at the event which must be held at ground level, outdoors, and near live professional, semi-professional, or post-secondary sporting events. There is no requirement for approval or endorsement from the sporting event entity. These events may be hosted on private or public property with approval from the property owner or the municipality. Municipalities will be notified of approved applications hosted on private property but will have no further role or input. While the Alcohol and Gaming Commission of Ontario (AGCO) guidelines for Tailgate Events require hosts to ensure that there is no intoxication, disorderly conduct or promotion of immoderate consumption, there are no guidelines as to the management and enforcement of these requirements. Unrestricted access to alcohol in this type of environment contributes to harmful drinking behaviour and has the potential to place an undue burden on surrounding neighborhoods, police and paramedic services.
Page 72 of 76
Furthermore, the Ontario Public Health Association (OPHA) has provided recommendations to reduce risk due to recent alcohol regulatory changes in its newly released resource Managing Alcohol at Events on Municipal Property.
OPHA recommendations include:
• Specify the times permitted for alcohol service and retain previous permissible times • Not allow events sanctioned under a Tailgate Event Special Occasion Permit • Ensure that existing (minimum) pricing requirements remain relevant (in light of recent policy changes that have effectively lowered the retail price of alcohol) • Require that food be made available (i.e. do not permit alcohol-only events) • Require that designated alcohol service and consumption areas are physically separated from non-designated areas • Prohibit the mixing of alcohol and edible cannabis (including cannabis beverages) by event staff and discourage mixing by patrons
Municipal councils have an opportunity to mitigate the potential health and safety concerns that may arise from these regulatory changes through updating their Municipal Alcohol Policies and consider exploring other various controls to help mitigate the potential alcohol-related harms. Alcohol Policy Review: Opportunities for Ontario Municipalities recommends other opportunities for Ontario Municipalities to consider in advancing policies in the following topic areas: licensing and enforcement, regulating physical access through density and location restrictions, hours of sale limitations, pricing strategies, and marketing.
Simcoe Muskoka District Health Unit continues to be committed to working with municipalities to review and update their local municipal alcohol policy and provide further support in development of other health policies and bylaws. The development of municipal alcohol policies complements other municipal bylaws that regulate smoking, vaping and cannabis. I strongly encourage all of our municipalities to reach out to Janice Greco, Manager of the Substance Use and Injury Prevention Program at [email protected], to develop or strengthen your Municipal Alcohol Policy to preserve the health and safety of our residents.
Sincerely,
ORIGINAL Signed By:
Anita Dubeau, Chair Simcoe Muskoka District Health Unit Board of Health
AD:CG:cm
cc: Ken Hughes, Special Advisor for the Beverage Alcohol Review Members of Provincial Parliament for Simcoe and Muskoka
References:
i The Canadian Centre on Substance Use and Addiction. (2018) Canadian Substance Use Costs and Harms in the Provinces and Territories (2007–2014)
Page 73 of 76 Page 74 of 76
September 23, 2020
Township of Tay PO Box 100 Victoria Harbour, ON L0K 2A0
Dear Mayor Walker:
Re: Simcoe County LINX Public Transit System
Thank you for the letter dated August 25, 2020, regarding your Councils’ recommendation to implement a transit stop in Port McNicoll.
The methodology used to design the route has originated from the County's Transit Feasibility and Implementation Study and Transit Planning Best Practices. The initial objective of the LINX Transit Route 6 is to connect as many Simcoe County communities as feasible, operating on a frequency rate no greater than 60 minutes while remaining cost-effective.
Although altering the bus route may not sound like much, the cost ramifications are relatively high. Schedules and routes are designed with many factors in mind, including a route's length and round-trip time, the vehicle's speed (taking into account stops, weather conditions and traffic congestion), and the amount of recovery time.
Routes and schedules must be planned together to optimize resources while efficiently providing adequate service coverage that provides access to as many residents as possible. Frequency is planned so that customers will have a predictable and intuitive schedule.
Best practices in transit planning tell us that when a route is greater than a 60-minute frequency rate, the service becomes unattractive to most riders due to the increased overall travel time, resulting in overall dissatisfaction. As such, the transit route for optimal service for the greatest number of customers does not include direct service through Port McNicoll at this time.
A transit stop in Port McNicoll would add an additional 20 minutes to Route 6, which currently has a service frequency rate of 60 minutes, while utilizing two buses. The requested change would increase the route from a 60-minute frequency rate to 80-minutes, with two buses. To keep the frequency rate at 60-minutes, the County would need to purchase more buses as we are unable to reallocate units from other areas within the County. One additional bus would be required daily, bringing the total in-service vehicles on Route 6 to three vehicles; this would result in an additional capital cost of at least one bus and increase the operational service costs by approximately one-third.
In the initiation of all County routes we have had similar requests from our municipal partners to service all parts of the municipality that is serviced by LINX. In the initial stages of implementation, this is not feasible given predicted ridership. In other cases, the local municipality has provided micro transit options
Page 1 of 2 Page 75 of 76
for other smaller communities to connect with the LINX system. This is something the Township may wish to consider. Please note that the County still offers grants for the establishment or enhancement of local transit on a 50/50 cost share basis, based on actual costs, to a maximum grant of $50,000.
The County will shortly be commencing an update of the Transportation Master Plan. As part of this study, the terms of reference include a review of transit service delivery and opportunities for efficiencies between local and regional transit. This work was directed by County Council as part of the service delivery review for several services in the County.
I hope this provides some clarification and rationale for the future route 6 implementation. We look forward to serving the residents of Tay Township and will keep you apprised of our progress.
If you require any further information, please do not hesitate to contact me.
Yours truly,
Mark Aitken Chief Administrative Officer County of Simcoe
c: Debbie Korolnek, GM, Engineering, Planning & Environment, County of Simcoe David Parks, Director, Planning, Economic Development & Transit, County of Simcoe Dennis Childs, Transit Manager, County of Simcoe
Page 2 of 2 Page 76 of 76