City of Orillia a G E N

CITY OF ORILLIA Regular Council Meeting Monday, March 7, 2016 - 7:00 p.m. Council Chamber, Orillia City Centre

A G E N D A

Page

Call to Order

O Canada

Moment of Silence

Approval of Agenda

Disclosure of Interest

Presentation

Deputations

11 - 15 1. Fred Larsen, Will McGarvey and Don Ross, Huronia Cultural Campus Foundation Board of Directors, will be present to provide an update regarding the Huronia Cultural Campus Foundation as per Council's request of December 7, 2015. File: F05-16

17 - 23 2. David Morris, CEO, Habitat for Humanity Ontario Gateway North, will be present to provide an update regarding the Habitat for Humanity's Housing Program. File: D24-HOUS

Minutes

- February 8, 2016 Special Council Meeting re Land/Legal Matters - February 8, 2016 Public Meeting re Planning Matter - February 8, 2016 Regular Council

Correspondence

25 - 26 1. Association of Municipalities of Ontario - re Requesting support of its resolution regarding broader municipal investment powers. File: A01-AMO

Reports

Page 1 of 103 Page

27 - 30 1. Report Number 2016-3 of Council Committee.

1. THAT as recommended in the confidential report dated February 18, 2016 from the Development Services Department, the offer submitted to purchase 50 Westmount Drive North be accepted subject to compliance with the City’s Real Estate Policy;

AND THAT Council authorizes the Buyer as noted in Confidential Report No. DS-16-09 to submit Planning Act approval applications for the 50 Westmount Drive North property to the City during the Buyer’s due diligence period.

2. THAT the report dated February 23, 2016 from the Parks, Recreation and Culture Department regarding the J.B. Tudhope Memorial Park - Design Plan Update be received as information;

AND THAT the recommendations from the J.B. Tudhope Memorial Park - Design Plan Update that have a financial impact be reviewed and prioritized by staff for inclusion in future budget deliberations for consideration by Council.

3. THAT as recommended in the report dated February 23, 2016 from the Parks, Recreation and Culture Department, staff be authorized to work with Mariposa Folk Foundation to facilitate the construction of a steel storage building, at no cost to the City, in a location as outlined within the J.B. Tudhope Memorial Park - Design Plan Update and to negotiate a related lease/storage agreement.

4. THAT the report dated February 16, 2016 from the Clerk's Department regarding accountability and transparency officers be received as information;

AND THAT staff be directed to investigate and report back on the replacement of the City’s Integrity Commissioner and Closed Meeting Investigator;

AND THAT staff be directed to investigate and report back on options for the potential appointment of a municipal Ombudsman, including an arrangement with the County of Simcoe and area municipalities for a joint municipal Ombudsman.

5. THAT the report dated February 23, 2016 from the Parks, Recreation and Culture Department regarding water testing at Orillia beaches and Blue Flag Accreditation be received as information.

6. THAT the report dated February 12, 2016 from the Environmental Services Department regarding the selling of garbage tags online be received as information.

7. THAT as recommended in the report dated February 22, 2016

Page 2 of 103 Page

from the Treasury Department, Schedule “A” of Municipal Code Chapter 251 - Delegated Authority, be amended to provide the City Treasurer with the delegated authority to act on behalf of the municipality in communication with the Canada Revenue Agency;

AND THAT the Mayor be authorized to sign any required letters of direction to the Canada Revenue Agency.

8. THAT the report dated February 12, 2016 from the Treasury Department regarding the 2015 Treasurer’s Statement of Development Charges be received as information.

9. THAT as recommended in the report dated February 22, 2016 from the Treasury Department, the Statement of the Treasurer prepared pursuant to s.284 of the Municipal Act, 2001, S.O. 2001, c. 25 be received as information.

10. THAT as recommended in the report dated February 22, 2016 from the Treasury Department, the City’s general insurance coverage be renewed for a twelve-month term commencing January 1, 2016, through Jardine Lloyd Thompson Canada Inc. (JLT) for the pre-tax premium of $365,831 (subject to normal end-of-term property and fleet adjustments and the additional premium to cover 70 Front Street once JLT’s review is complete);

AND THAT the Mayor and Clerk be authorized to execute acceptance of the Municipal Insurance Program Proposal.

AND THAT Chapter 284 be further amended to implement the following dog licence fees:

- Two-year licence: $30 if altered, $45 if not altered - Three-year licence: $45 if altered, $70 if not altered

AND THAT Chapter 284 be further amended to stipulate that an owner of a dog is only eligible to purchase a multi-year licence for the period up to and including the year in which the anti-rabies vaccination expires;

AND THAT Chapter 284 be further amended to stipulate that a multi-year licence is only available for purchase up until May 31 each year with the exception that any new resident moving to the City, on or after June 1, or any resident that acquires a dog on or after June 1 shall be entitled to purchase a multi-year licence;

Page 3 of 103 Page

AND THAT Chapter 284 be further amended to stipulate that no licence or tag is transferable between dogs or owners;

AND THAT the amendments take effect on December 1, 2016.

12. THAT as recommended in the report dated February 10, 2016 from the Development Services Department regarding backyard hen coops, staff be directed to schedule a Public Open House to solicit public input on proposed amendments to the City’s Zoning By-law and Municipal Code that would permit the keeping of laying hens for household egg production/consumption;

AND THAT staff be directed to report back to Council Committee on May 30, 2016 outlining the public input received and the recommended next steps.

AND THAT Chapter 251 of the City of Orillia Municipal Code - Delegated Authority be amended as per Schedule “B” attached to the report, effective March 7, 2016;

AND THAT upon completion of the 2016 Septage Receival Station Assessment Study, staff report to 2017 Pre-budget Council Committee on potential upgrades required.

14. THAT the report dated February 25, 2016 from the Treasury Department regarding the 2015 Municipal Study prepared by BMA Consulting be received as information;

AND THAT staff be directed to arrange for a Special Council Committee meeting to discuss the 2015 BMA Municipal study, its utilization, interpretation and opportunities to use it as a measurement tool.

THAT Report Number 2016-3 of Council Committee, now before Council, be adopted.

31 - 41 2. Mayor Clarke and Councillor Emond - re 2015 Canadian Urban Forum, (INVE$TABLE CITY) Conference. File: A04-GEN

THAT the report dated March 7, 2016 from Mayor Clarke and Councillor Emond regarding the 2015 Canadian Urban Forum, (INVE$TABLE CITY) Conference be received as information.

Motions

Page 4 of 103 Page

43 1. Development Services Department - re Supplementary Memo to Planning Report DS-16-05, Application for a Zoning By-law Amendment - Glenn Nesbitt - 47 Westmount Drive South. File: C01-2016-

"THAT, further to the Public Meeting of Council held on February 8, 2016, Council approve Zoning By-law Amendment Application No. D14-832 (Glenn Nesbitt - 47 Westmount Drive South) in accordance with the Draft Zoning By- law Amendment included in Report No. DS-16-05."

Enquiry Motions

1. THAT staff be directed to prepare a report with respect to the following:

Establish an emergency facility policy to provide accommodation for individuals during extreme weather (hot and cold).

2. THAT staff be directed to prepare a report with respect to the following:

The feasibility of commencing the J.B. Tudhope Memorial Park - Udell Fieldhouse replacement project in advance of 2017 Budget deliberations.

3. THAT the Municipal Heritage Committee, in consultation with staff from the Parks, Recreation and Culture Department and Public Works Department, be directed to prepare a report with respect to the following:

Options to provide for the creation and installation of a heritage story board or plaque about French’s Stand to tell the story of the long history of the concession stand, the waterfront changes over time, including vintage photos and/or local lore about the willow tree which stood adjacent to the Stand until it was recently lost due to rot.

4. THAT staff be directed to prepare a report with respect to the following:

Establishment of a policy with respect to the current Bench and Tree Donation Program and the donation time period.

Notice of Motion

Deputation Motions

Consent Agenda

Page 5 of 103 Page

45 1. Minister of Natural Resources and Forestry - re Black bear management in Ontario. File: A16-MNR

Recommendation: Receive as information.

47 - 48 2. Ontario Energy Board - re Natural gas expansion. File: A16-GEN

Recommendation: Receive as information. Copy to Facilities and Special Projects Department. Copy to Chief Financial Officer.

49 3. Simcoe Muskoka District Health Unit - re Changes to Infection Prevention and Control Practices Complaint Protocol. File: S08-SMD

Recommendation: Receive as information.

51 - 57 4. Simcoe Muskoka District Health Unit - re Provincial grant freeze. File: S08-SMD

Recommendation: Receive as information.

59 5. Georgian College - re Orillia Campus expansion update. File: F11-GEN

Recommendation: Receive as information.

61 - 63 6. Municipal Property Assessment Corporation - re 2016 Assessment Update. File: A16-MPAC

Recommendation: Receive as information. Copy to Treasury Department.

65 7. Orillia and Area Physician Recruitment and Retention Committee - re Letter of thanks for funding. File: C12-PRR

Recommendation: Receive as information.

67 8. Orillia District Chamber of Commerce - re Farmers' Market Management Committee representative. File: C13-APP

Recommendation: That the following resolution be passed:

"THAT Mariano Tulipano be appointed a member of the Farmers' Market Management Committee as the Orillia District Chamber of Commerce

Page 6 of 103 Page

representative for a term expiring November 30, 2016."

69 - 94 9. Orillia Museum of Art and History - re 3rd Quarterly Report for 2015. A01-OMAH

Recommendation: Receive as information. Copy to Treasury Department.

95 - 96 10. Couchiching Jubilee House - re Requesting financial assistance. File C12-GNT

Recommendation: Refer to Grants Committee.

97 - 98 11. Orillia Youth Symphony Orchestra - re Requesting financial assistance. File: C12-GNT

Recommendation: Refer to Grants Committee.

99 - 100 12. Twin Lakes Secondary School - re Requesting financial assistance. File: C12- GNT

Recommendation: Forward grant application to organization for submission to the Grants Committee.

101 13. Orillia Youth Centre - re Request to use half of Municipal Parking Lot #5 in conjunction with the “ZombieFest for Youth” event, April 17, 2016. File: M02-GEN

Recommendation: That the following resolution be passed:

“THAT, further to the request of the Orillia Youth Centre, Council authorize the use of the southerly half of Municipal Parking Lot #5 for the ZombieFest for Youth event on Sunday, April 17, 2016 from 9:00 a.m. to 12:00 p.m.;

AND THAT any affected accessible parking spaces be temporarily relocated.”

103 14. Kelly Clune - re Proposed Nuclear Waste Dump by Ontario Power Generation. File: E00-GEN

Recommendation: Receive as information. Copy to Environmental Services Department.

By-laws

2016-21 A By-law to authorize the execution of an Ontario Community Infrastructure Fund - Application-Based Component Agreement

Page 7 of 103 Page

between Her Majesty the Queen in Right of Ontario as represented by the Minister of Agriculture, Food and Rural Affairs and the City of Orillia.

This by-law authorizes the Mayor and Clerk to sign a Funding Agreement with the Province for roadway improvements in West Orillia, as set out in the CIP memo dated March 1, 2016 from the Public Works Department.

2016-22 Amendment Number 23 to By-law Number 2014-44, the Zoning By- law for the City of Orillia (Glenn Nesbitt - 47 Westmount Drive South).

This by-law will rezone the property municipally known as 47 Westmount Drive South from the Residential Two (R2) Zone to the Residential Two Exception Ten (R2-10) Zone to permit a Four Unit Dwelling as set out in Planning Report DS-16-05 dated February 1, 2016 from the Development Services Department.

2016-23 A By-law to amend Chapter 170 of the City of Orillia Municipal Code - Municipal By-law Enforcement Officer - Mary Keetch (OSPCA).

This by-law appoints Mary Keetch of the Ontario Society for the Prevention of Cruelty to Animals (OSPCA) as a Municipal By-law Enforcement Officer in accordance with the Police Services Act.

2016-24 A By-law to authorize the transfer of an easement to 1701510 Ontario Ltd. and enter into a Construction Agreement with 1701510 Ontario Ltd. respecting the installation of electrical conduits in Municipal Parking Lot #2 at 56 Colborne Street East.

This by-law authorizes an Easement and Construction Agreement with 1701510 Ontario Ltd., operating as Mariposa Market, over 56 Colborne Street East, being Municipal Parking Lot #2, as set out in the CIP memo dated February 22, 2016 from the Development Services Department.

2016-25 A By-law to accept and dedicate a road widening (Part 2 on Plan 51R- 38951) to the Corporation of the City of Orillia (West Street South).

This by-law formalizes the transfer to the City of a road widening on West Street South as set out in the CIP memo dated February 24, 2016 from the Development Services Department.

2016-26 A By-law to accept and dedicate a road widening/sight triangle (Part 1 on Plan 51R-39390) to the Corporation of the City of Orillia (Park Street/Collegiate Drive).

This by-law formalizes the transfer to the City of a sight triangle at the corner of Park Street and Collegiate Drive as set out in the CIP memo

Page 8 of 103 Page

dated February 24, 2016 from the Development Services Department.

2016-27 Amendment Number 26 to By-law Number 2014-44, the Zoning By- law for the City of Orillia (2022877 Ontario Inc. - 301 Forest Avenue North).

This by-law will remove the property municipally known as 301 Forest Avenue North from the Waste Disposal Assessment Overlay Holding Zone as set out in the CIP memo dated March 1, 2016 from the Development Services Department.

2016-28 A By-law to amend Chapter 284 of the City of Orillia Municipal Code - Dog - Licensing - Regulation.

This by-law amends Chapter 284 to permit two and three-year dog licences to be purchased effective December 1, 2016, as recommended by Council Committee.

2016-29 A By-law to amend Chapter 251 of the City of Orillia Municipal Code - Delegated Authority.

This by-law amends Chapter 251 to authorize the Director of Environmental Services or designate to restrict the acceptance of any volume of highly concentrated septage at the Septage Receival Facility and to authorize the City Treasurer to act on behalf of the City in communicating with the Canada Revenue Agency, as recommended by Council Committee.

2016-30 A By-law to confirm the proceedings of Council at its meetings held on March 7, 2016.

Announcements

Open Public Forum

Adjournment

Page 9 of 103 Page 10 of 103 ®rillia

ORILLIA CITY CENTRE TELEPHONE 50 ANDREW ST. S., Suite 300 (705) 325-1311 ORILLIA, ON. FACSIMILE L3V 7T5 OFFICE OF THE CITY CLERK (705) 325-5178

DIRECT LINE (705) 325-2108 Email:[email protected] December 8, 2015

Anderson Charters Huronia Cultural Campus Foundation Steering Committee Emalled Sent via e-mail to: [email protected] i).PC.- 11/15 ~ Dl* I Dear Mr. Charters:

Re: Huronia Cultural Campus Funding Request

Further to my letter dated August 21, 2015 regarding the above, this is to advise you that the following recommendation was adopted by Council, at its meeting held on December 7, 2015:

"THAT, further to the report dated November 13, 2015 from the Treasury Department, Council approve Issue 91 of Schedule 1-01 (2016 Operating Budget) regarding the Huronia Cultural Campus Project in the amount of a $25,000 increase to the tax levy requirement;

AND THAT the funds be released contingent on representatives from the Huronia Cultural Campus Project reporting to Council on the project."

Please provide a report to Council.

Regards, ~t~ Janet Nyhof, CMO Deputy Clerk

JN:nb

Copy to: Bob Ripley, CFO Jim Lang, City Treasurer

Page 11 of 103 H:\COUNSERV\TOMRMS DIREGTORY\C- Council, Boards and By-laws\COO- Council, Boards and By-laws\COO-Councii\Corresponde!lce\2015\151207 C + 2016 Budget\Budget\ref Huronla Cultural Campus.docx- File: C12-GNT Page 12 of 103 HURON lA CULTURAL CAMPUS

Welcome to the first issue of "Celebrate Huronia". The Huronia Cultural Campus Foundation seeks to open a communications channel with people interested in the re-imagining of the Huronia Regional Centre grounds in Orillia, ON. More information will be available soon when our website - www.huroniaculturalcampus.ca - launches.

Huronia Arts Festival slated for Saturday, 13 August

Planning is underway for the first-ever Huronia Arts Festival to be held on Saturday, 13 August 2016. We can hardly wait to meet you there!

The family-focused program will feature story-telling, contemporary and classical music, arts installations and workshops. The festival will be held outdoors in the Orillia area.

Look for more information soon at www.huroniaculturalcampus.ca.

This 19th century building could become a community hub

for the arts, education and innovation.

Financial support from city and province

Both the City of Orillia and the province, through the Ontario Trillium Foundation, have provided funding to us in our first year. The City provided $25,000 in 2015 to assist the Foundation get established and launch community outreach. It has also committed at least another $25,000 in 2016 for ongoing costs. The Orillia Community Development Corporation has provided services in kind for us and opened its doors for meetings and teleconferences for our Board of Directors. The Ontario Trillium Foundation announced in December, it would give us $75,000 in seed funding for the Huronia Arts Festival scheduled for 13 August. Page 13 of 103 Green space abounds for parkland and outdoor exhibitions and performances.

Foundation leadership and structure

The Huronia Cultural Campus Foundation became a non-profit corporation in May 2015. From its inaugural leadership of a handful of community leaders, we have evolved into an 11-person Board of Directors and five Honorary Board members. This skills-based, volunteer Board brings together experts in the arts, government and community relations and luminaries such as author Margaret Atwood, innovator Don Tapscott, and visual artists Charles Pachter and Travis Shilling. (See below.)

Our list of supporters like you is growing daily.

Recognizing the effort it takes to launch a start-up, our Board of Directors met biweekly in 2015 and is now meeting every three weeks. Committees of volunteers focus on communications, planning and programming the festival. Arts promoter Michael Martyn became the Foundation's first staff member late last year.

In January 2016, the Foundation applied to the federal government to become a charitable corporation. As a charity, we will be able to accept individuals' donations and issue tax receipts. The process toward charitable status may take up to a year. In the meantime, the Orillia Community Foundation has offered to hold any donations in trust until the charitable number is awarded.

Board of Directors Our Board of Directors includes people from Orillia and its surrounding area, as well as the Greater Toronto Area including:

Fred Larsen, Chair Deborah Woodman, 1st Vice-Chair Dennis Smith, 2nd Vice-Chair Christopher Hazel, Secretary Anderson Charters, Treasurer Catherine Allman Patricia Hehn, Councillor, City of Orillia Marcia McClung Will McGarvey Charles Pachter J. Don Ross Page 14 of 103 Connecting with the Community

The Board of Directors has met with local municipalities, the province, Lakehead University, Georgian College and various stakeholders, including former residents of the Huronia Regional Centre, to discuss the Huronia Cultural Campus vision and solicit support. These consultations are ongoing.

We have also sought to explore different models for an arts campus by visiting with the Liberty Entertainment Group, which runs Board members and supporters visited Toronto's Casa Casa Lama in Toronto, and reaching Loma in November 2015. (L·to·R: Will McGarvey, Pat out to other community facilities

Hehn, Pat Di Donato - Liberty Entertainment Group, across the province.

Marion Plunkett, Roy Menagh, Charles Pachter.)

We know that there are hundreds of people who are interested in supporting a creative centre on the grounds of the Huronia Regional Centre. Mindful of costs, we have largely relied on the media to tell our story. More than two dozen articles have been written about this venture in the past year.

The Foundation also participated in the development of Ontario's first Cultural Strategy through a round table in Barrie and the formal submission process. "Building a Centre for Arts, Education and Innovation in Ori//ia"highlighted the benefit to the region, generally, and young people, in particular, that a new cultural presence would contribute. Email [email protected] and we'll send you a copy of that brief.

About the Huronia Cultural Campus Foundation

The Huronia Cultural Campus Foundation is an Orillia-based non-profit dedicated to recognizing the potential of the Huronia Regional Centre property; exploring its re-imagining into a multi-disciplinary international centre for arts, education and innovation; and providing access to the grounds and waterfront for community and visitors.

We share space with the Orillia Community Development Corporation. Our website is under construction at www.huroniaculturalcampus.ca. We can be reached at [email protected] or 705-325-4903 ext. 607. Our mailing address is Box 2525, 22 Peter St. South, Orillia, ON, L3V 7A3.

Page 15 of 103 Page 16 of 103 CITY OF ORILLIA DEPUTATION REQUEST FORM

Council Meeting Date Requested: _A_p_r _11_,_2_o1_6_(_o_rs_o_o_ne_r_if_c_a_nc_e_lla_t_io_n_p_er_m_its)

*Attachment: Deputation Procedures (Excerpt from Chapter 22- Council Procedure By-law)

All presentation materials must be submitted to the Clerk's Office by 12:00 Noon on the Wednesday prior to the requested meeting date.

PERSON REQUESTING DEPUTATION: David Morris, CEO, Habitat for Humanity Ontario Gateway North

CONTACT DETAILS: Email: [email protected]

Phone (B): 705-646-0106 ext 6 Phone (H): 613-531-4429 Phone (Cell): 613-531-4429

Mailing Address: 1964 Muskoka Beach Rd., RR #1, Gravenhurst, ON P1P 1R1

DETAILS OF DEPUTATION: Please print clearly. Attach extra pages if necessary.

We would appreciate an opportunity to update Council on Habitat for Humanity's housing program, recent changes to our program model, our plans for activity in the Orillia community, and our view of opportunities to partner with the city.

Will you be providing a powerpoint presentation? Yes oo No o

Have discussions or correspondence taken place with a member of Council or Department Head and if so, with whom and when? Correspondence was addressed to Council on January 27, 2016. A follow up meeting was held with Mayor Clarke and

Dan Landry, Manager of Economic Development, on Feb 11, 2016. Mayor Clarke encouraged us to request a deputation.

Are you speaking: a) o on your own behalf; or b) 1li on behalf of a group/organization

Names and Signatures of Individuals Participatinus~n (~aximum of 3 speakers):

Name: David Morris Signature: , \~ Date: Feb 11, 2016 I Name:------Signature:------ Date: _____ Name: Signature:------Date: _____

Personal information on this form is collected under the legal authority of the Municipal Act, S. 0. 2001, c.25 as amended. The information is collected and maintained for the purpose of creating a record that is available to the general public pursuant to Section 27 of the Municipal Freedom of Information and Protection of Privacy Act. Questions about this collection should be directed to the Clerk's Office, Corporetion of the City of Ori/lie, 50 Andrew Street South, Suite 300, Oril/ia, ON L3V 7T5

OFFICE USE ONLY: APPROVED ON: f~(...\Ctty 19, ;101 lo SCHEDULED FOR: Mcxrcl\ 1, ~Wile

Page 17 of 103 Page 18 of 103 Habitat for Humanity Ontario Gateway North

Serving Orillia Lake Country, North Simcoe, Muskoka, Parry Sound, North Bay and Sudbury Page 19 of 103 David Morris, CEO Transitioning Community

We mobilize volunteers and community partners to help hardworking, low income families break the cycle of poverty through affordable homeownership ∗ Ideal: donated homes on donated land ∗ Engage community in the Page 20 of 103 issue of affordable housing ∗ Re-engage partner families in community ∗ Reshape the future of partner family children Transitioning Home

∗ Family invests 500 hours of “sweat equity” ∗ Family purchases home at FMV (CRA requirement) ∗ No down payment ∗ Principal-only mortgage

Page 21 of 103 ∗ Mortgage payment re-aligned annually to family income

∗ Mortgage payments reinvested in Fund For Humanity ∗ Habitat retains first right of refusal on resale

∗ Path to conventional housing market Transitioning Families

Boston Consulting Group: $1 invested in Habitat's domestic homeownership program initiates $4 worth of benefit to society ($39 million in benefits in 2014) Page 22 of 103 Transitioning Partnerships

Alone we can do so little, together we can do so much - Helen Keller

∗ Convert surplus land into life-long affordable housing

∗Page 23 of 103 Decrease social costs ∗ Increase tax revenues ∗ Strengthen families, strengthen community ∗ A hand up, not a hand out Page 24 of 103 From: Carol Trinier To: Janet Nyhof Subject: FW: Request for council resolutions to support AMO/LAS request for broader municipal investment powers Date: Wednesday, February 10, 2016 9:03:08 AM Attachments: Sample Council Resolution for Broader Investment Powers - 2016.pdf

From: AMO Communications [mailto:[email protected]] Sent: Tuesday, February 09, 2016 8:03 PM To: MAYOR EMAIL Subject: Request for council resolutions to support AMO/LAS request for broader municipal investment powers

To the attention of the Head of Council and Council:

The Association of Municipalities of Ontario and LAS ask for your council’s support of the attached resolution which asks for the province to change the current Municipal Act investment regulation to allow municipalities to invest consistent with the 'Prudent Investor Standard', if such investments are through the One Investment Program.

The province has recently conferred 'Prudent Investor' status on the City of Toronto to enable them to have greater diversification in portfolio management and asset selection, and we strongly believe that other Ontario municipalities should be granted similar investment powers if their investments are managed through professional investment management options, such as the One Investment Program.

AMO, LAS, and the Municipal Finance Officers Association of Ontario (MFOA) have lobbied the Ministry of Municipal Affairs and Housing for broader investment powers for more than 4 years, with the issue now being considered as part of the Municipal Act review. We however want this change to be made sooner than the completion of the Municipal Act review, and to achieve this we ask for your support of this resolution.

If you have any questions about our request or the attached resolution, please contact Jason Hagan, LAS Program Manager, at [email protected] or 416-971-9856 x320.

Page 25 of 103 Sample resolution for municipal councils related to broader investment powers

WHEREAS municipalities are required to invest their reserves in accordance with the Municipal Act, 2001 and Ontario Regulation 438/97 (as amended), which specifically outlines allowable investments; and WHEREAS to ensure the sustainability and sound stewardship of the municipality’s investments, the municipality is of the opinion that changes should be made to the Municipal Act, 2001 and Ontario Regulation 438/97 (as amended), to allow for the prudent investment of reserves, if those investments are professionally managed and part of a broader investment strategy; and WHEREAS the Prudent Investor Standard is an industry accepted best practice in effectively managing a portfolio of investments, and the Standard applies to investments, not in isolation, but in the context of the portfolio of investments and as part of an overall strategy, that should incorporate acceptable risk and return objectives suitable to the stakeholders; and WHEREAS the Province is conferring “Prudent Investor” status on the City of Toronto to enable greater diversification in portfolio management, and WHEREAS the Association of Municipalities of Ontario (AMO), Local Authority Services (LAS), and the Municipal Finance Officers Association of Ontario (MFOA), have long requested that the Prudent Investor Standard apply to all municipal investments that are invested with The One Investment Program; and WHEREAS in 2005, municipalities were granted the ability to invest in longer-term corporate bonds and Canadian equity investments via only the One Investment Program, and the One Investment Program has demonstrated strong investment returns for municipalities within these ‘new’ investment sectors; and WHEREAS the institutional portfolio managers utilized by the One Investment Program recommend that the Prudent Investor Standard approach is a more appropriate approach to investing; and WHEREAS operating municipal investments under the Prudent Investor Standard is precluded by the Municipal Act, Eligible Investments, in its current form;

THEREFORE BE IT RESOLVED THAT Council support the request of AMO, LAS, and MFOA to amend Ontario Regulation 438/97 (as amended) of the Municipal Act, 2001, to allow municipalities to invest consistent with the Prudent Investor Standard, if such investments are through the One Investment Program.

Page 26 of 103 CITY OF ORILLIA TO: The Mayor and Members of Council FROM: Council Committee DATE: March 1, 2016

SUBJECT: Report Number 2016-3 (From meeting of February 29, 2016)

Your Committee is pleased to report and recommend as follows: 1. THAT as recommended in the confidential report dated February 18, 2016 from the Development Services Department, the offer submitted to purchase 50 Westmount Drive North be accepted subject to compliance with the City’s Real Estate Policy; AND THAT Council authorizes the Buyer as noted in Confidential Report No. DS-16- 09 to submit Planning Act approval applications for the 50 Westmount Drive North property to the City during the Buyer’s due diligence period.

2. THAT the report dated February 23, 2016 from the Parks, Recreation and Culture Department regarding the J.B. Tudhope Memorial Park - Design Plan Update be received as information; AND THAT the recommendations from the J.B. Tudhope Memorial Park - Design Plan Update that have a financial impact be reviewed and prioritized by staff for inclusion in future budget deliberations for consideration by Council.

Page 27 of 103 4. THAT the report dated February 16, 2016 from the Clerk's Department regarding accountability and transparency officers be received as information; AND THAT staff be directed to investigate and report back on the replacement of the City’s Integrity Commissioner and Closed Meeting Investigator; AND THAT staff be directed to investigate and report back on options for the potential appointment of a municipal Ombudsman, including an arrangement with the County of Simcoe and area municipalities for a joint municipal Ombudsman.

5. THAT the report dated February 23, 2016 from the Parks, Recreation and Culture Department regarding water testing at Orillia beaches and Blue Flag Accreditation be received as information.

6. THAT the report dated February 12, 2016 from the Environmental Services Department regarding the selling of garbage tags online be received as information.

7. THAT as recommended in the report dated February 22, 2016 from the Treasury Department, Schedule “A” of Municipal Code Chapter 251 - Delegated Authority, be amended to provide the City Treasurer with the delegated authority to act on behalf of the municipality in communication with the Canada Revenue Agency; AND THAT the Mayor be authorized to sign any required letters of direction to the Canada Revenue Agency.

8. THAT the report dated February 12, 2016 from the Treasury Department regarding the 2015 Treasurer’s Statement of Development Charges be received as information.

Page 28 of 103 10. THAT as recommended in the report dated February 22, 2016 from the Treasury Department, the City’s general insurance coverage be renewed for a twelve- month term commencing January 1, 2016, through Jardine Lloyd Thompson Canada Inc. (JLT) for the pre-tax premium of $365,831 (subject to normal end-of-term property and fleet adjustments and the additional premium to cover 70 Front Street once JLT’s review is complete); AND THAT the Mayor and Clerk be authorized to execute acceptance of the Municipal Insurance Program Proposal.

11. THAT as recommended in the report dated February 25, 2016 from the Clerk's Department regarding dog licensing, staff prepare the necessary by-law to amend Chapter 284 of the City of Orillia Municipal Code - Dog - Licensing - Regulation to permit a two-year or three-year dog licence to be purchased; AND THAT Chapter 284 be further amended to implement the following dog licence fees: - Two-year licence: $30 if altered, $45 if not altered - Three-year licence: $45 if altered, $70 if not altered AND THAT Chapter 284 be further amended to stipulate that an owner of a dog is only eligible to purchase a multi-year licence for the period up to and including the year in which the anti-rabies vaccination expires; AND THAT Chapter 284 be further amended to stipulate that a multi-year licence is only available for purchase up until May 31 each year with the exception that any new resident moving to the City, on or after June 1, or any resident that acquires a dog on or after June 1 shall be entitled to purchase a multi-year licence; AND THAT Chapter 284 be further amended to stipulate that no licence or tag is transferable between dogs or owners; AND THAT the amendments take effect on December 1, 2016.

Page 29 of 103 12. THAT as recommended in the report dated February 10, 2016 from the Development Services Department regarding backyard hen coops, staff be directed to schedule a Public Open House to solicit public input on proposed amendments to the City’s Zoning By-law and Municipal Code that would permit the keeping of laying hens for household egg production/consumption; AND THAT staff be directed to report back to Council Committee on May 30, 2016 outlining the public input received and the recommended next steps.

13. THAT as recommended in the report dated February 15, 2016 from the Environmental Services Department regarding a septage receiving procedure and cost recovery, City Policy 9.2.1.3 - Acceptance of Hauled Sewage/Septage/Leachate be amended as per Schedule “A” attached to the report, effective March 7, 2016; AND THAT Chapter 251 of the City of Orillia Municipal Code - Delegated Authority be amended as per Schedule “B” attached to the report, effective March 7, 2016; AND THAT upon completion of the 2016 Septage Receival Station Assessment Study, staff report to 2017 Pre-budget Council Committee on potential upgrades required.

14. THAT the report dated February 25, 2016 from the Treasury Department regarding the 2015 Municipal Study prepared by BMA Consulting be received as information; AND THAT staff be directed to arrange for a Special Council Committee meeting to discuss the 2015 BMA Municipal study, its utilization, interpretation and opportunities to use it as a measurement tool.

S. Valiquette-Thompson, Chair.

Page 30 of 103 CITY OF ORILLIA

TO: Council - March 7, 2016 FROM: Mayor Steve Clarke Ted Emond, Councillor, Ward 1 DATE: March 7, 2016 REPORT NO: MC-16-04 SUBJECT: 2015 Canadian Urban Forum, (INVE$TABLE CITY) Conference

Recommended Motion

THAT this report be received as information.

Purpose

The purpose of this report is to disseminate the information gained from attending the 2015 Canadian Urban Forum, INVE$TABLE CITY Conference on October 8, 2015 at the Daniels Spectrum, Toronto.

Background and Key Facts

Council, at its meeting held on August 20, 2015, authorized Mayor Clarke and Councillor Emond to attend the Canadian Urban Institute and ReNew Canada, on October 8, 2015 in Toronto, with expenses.

Options & Analysis

After the 2014 Municipal Election Mayor-elect Clarke, Councillor-elect Emond and Dan Landry, Manager of Economic Development attended the 2014 Canadian Urban Forum, the Canadian Brownfields Conference. This conference provided significant insights into the current state of brownfield developments across Canada. Based on this positive experience, Mayor Clarke and Councillor Emond opted to attend the 2015 conference with the focus on creating cities that are investment ready. Generally speaking this conference provided somewhat less value than the brownfield conference as its focus was primarily on large Canadian cities. As noted in the following summary of the sessions, some of the key points are scalable to smaller urban areas such as Orillia.

The Honourable Glen Murray, MPP, Ontario’s Minister of Environment and Climate Change delivered the open plenary speech.

Minister Murray spoke of the need to focus on innovation. He illustrated this point with reference to the impact of climate change on Canadian cities and how municipalities should encourage urban agriculture, building of net zero energy homes and electric vehicles.

Page 31 of 103 2

The Minister rhetorically asked “How do you fix a city when you can’t raise taxes or increase debt?” He used the example of when the Mayor of Winnipeg was faced with necessity to innovate and he introduced ‘green bonds’ to electrify transit and increase frequency.

Attached as Schedule “A” is a summary of the outcomes from the INVE$TABLE CITIES Forum.

Dr. Michael Goldberg, Director, Canadian Pension Plan Advisory Board pointed out that the CPP has ample $ available for investment and considers municipal infrastructure investments as a preferred asset class. However, he went on to say that CPP only considers investments larger than $100 - $200 million, a level which makes small urban cities like Orillia ineligible for these funds.

The panel speaking on Creating Investment-Ready Conditions noted several challenges to having investment-ready conditions, e.g. NIMBYism, a four-year election cycle, political thinking often behind that of the public and hesitancy to vote for long-term solutions. The panel strongly suggested that investing in legacy assets is not a liability. Assets should have potential revenue streams, e.g. rent potential, development potential, fees, etc. Taxes should be viewed as delivering public service. Shift the dialogue from dread of high taxes to the benefits derived such as streetscapes, lived experience, enjoyable cities, pride of place, i.e. quality of services to the public.

Investment is not the same as spending. The key is investing in high value projects. Build it right and build it once was an oft-repeated theme. Balance the fear of debt with the value added to the community.

Mike Moffatt of the Ivey School, University of Western Ontario, spoke about the importance of attracting and retaining talent. He urged cities to become more attractive places to live and work - create a city people want to live in.

Kathleen Llewellyn-Thomas, Vice-Chair, CUI Board of Directors and Douglas Olson, CEO 02 + Planning Design and CUI Board of Directors summed up the day with the following points:

• Create a “good” environment and investment will flow. This is especially true if you want to attract private sector investment. • Build it right and build it to last. • Have a clear vision of the future. • Don’t be constrained by the four-year political cycle. • Small scale is an obstacle - think more regionally.

It is recommended that in future, attendance at this conference be based on the applicability of the subject matter for small urban municipalities.

Page 32 of 103 3

Financial Impact

The registration cost was $456.95 for Mayor Clarke (non-Canadian Urban Institute member) and $406.95 for Councillor Emond as well as $145.00 for mileage.

Comments from Departments/Agencies

Comments were neither solicited nor obtained from any Departments/Agencies.

Comments from Committees

Comments were neither solicited nor obtained from any Committees.

Communications

Comments were neither solicited nor obtained from the Manager of Communications.

Link to Strategic Plan

The recommendation included in this report is not specifically related to the goals identified in the 2010-2014 Strategic Plan.

Conclusion

Mayor Clarke and Councillor Emond believe attending the conference was worthwhile. Attendance at future Canadian Urban Forum, INVE$TABLE CITY events is recommended.

Prepared by & Key Contact:

Mayor Steve Clarke Ted Emond, Councillor, Ward 1

Schedule:  Schedule “A” - Core Themes and Action Plan Summary

Page 33 of 103

CORE THEMES & ACTION PLAN

THE PURPOSE OF THIS DOCUMENT IS TO BE A SUMMARY OF OUTCOMES FOR THE 2015 EVENT. Published December 2015

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CANADIAN URBAN FORUM 2015: THE INVE$TABLE CITY CORE THEMES & ACTION PLAN

CONTENTS

1. EXECUTIVE SUMMARY ...... 2 2. CORE THEMES ...... 3 2.1 Investing in Productivity ...... 3 2.2 Put People First ...... 3 2.3 Infrastructure as a Comprehensive Concept ...... 3 2.4 Decisions Based on Facts ...... 3 2.5 Risk, Resilience and Agility ...... 4 2.6 Political Certainty ...... 5 2.7 Collaboration ...... 5 2.8 Communication ...... 5 3. ACTION PLAN ...... 6 3.1 Common Vocabulary ...... 6 3.2 Integrated Planning ...... 6 3.3 Collaboration Capacity ...... 6 3.4 Value Literacy ...... 6 3.5 Get Involved ...... 7

WE WOULD LIKE TO ACKNOWLEDGE THE SUPPORT OF OUR SPONSORS FOR THE CANADIAN URBAN FORUM 2015

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CANADIAN URBAN FORUM 2015: THE INVE$TABLE CITY CORE THEMES & ACTION PLAN

1. EXECUTIVE SUMMARY

On October 8, 2015, in Toronto, the Canadian Urban Forum convened 125 representatives from the private, public, social enterprise and academic sectors to develop the agenda for achieving INVE$TABLE CITIES. This document summarizes the CORE THEMES that came out of the discussions and will be incorporated into an ACTION PLAN for creating some of the necessary public and private changes in Canada moving forward.

The CORE THEMES that came out of the forum centred on how to create useful, functional and productive infrastructure. The forum identified that creating an optimal investment environment in Canadian cities will require: changing to a high productivity, low carbon society; developing solutions that focus more on the needs of people; adopting a more comprehensive approach to urban infrastructure; getting better at having evidence, not politics, inform investment decisions, infusing certainty into city building processes; and changing how individuals think about money. Making these shifts will require a focus on collaboration and communication within, and between, public, private and social enterprise sectors.

Moving forward, the ACTION PLAN is to work with a broad range of stakeholders in urban issues to create activities towards the desired outcomes in 2016 for governance, infrastructure, investment and urban policy ideas generated by the forum. This will be accomplished by offering opportunities to further share thought leadership by building support for:

• creating a common vocabulary to bridge the multiple sectors and enterprises involved in creating the Investable City paradigm; • integrating planning approaches; • developing collaboration capacity; and • building value literacy into procurement processes. We welcome your feedback and engagement as we build the discussion points and agenda for the Canadian Urban Forum in 2016.

Peter Halsall Todd Latham Executive Director, Canadian Urban Institute Founder, ReNew Canada magazine T. 416-365-0816 ext. 233 T. 416-444-5842 ext. 111

CANADIAN URBAN FORUM 2015 DISCUSSION LEADERS

Stephen Beatty, Partner, Advisory Services KPMG Canada, Head Global Infrastructure (Americas) / Andy Broderick, VP Community Investment, Vancity / Tania Caceres, Principal, RiskNexus / Brock Carlton, CEO, Federation of Canadian Municipalities / Hon. Mayor Fred Eisenberger, City of Hamilton / Dr. Blair Feltmate, Head, Intact Centre on Climate Adaptation, Faculty of Environment, University of Waterloo / Michael Fenn, Sr. Advisor, Strategy Corp. / John Filipetti, VP Development, Oxford Properties Group / Dr. Michael Goldberg, Director, CPP Investment Board / Dave Harper, Managing Partner, Kilmer Brownfield Equity Fund LP / Robert Howald, Exec. VP, Real Estate, Canada Lands Company / Dr. Anne F. Kerr, Global Head, Urbanisation, Mott MacDonald Group / Hon. Mayor Jeff Lehman, City of Barrie / Andy Manahan, Exec. Director, Residential & Civil Construction Alliance of Ontario / Michael McSweeny, President, Cement Association of Canada / Hon. Glen Murray, MPP, Ontario’s Minister of the Environment & Climate Change / Michael Murray, CEO, Region of Waterloo / Dr. Mike Moffat, Ivey School of Business, Network for Business Sustainability / Doug Olson, CEO O2 + Planning Design and CUI Directors / Michael Snow, Infrastructure & P3 Leader, Golder Associates Ltd. / Michael Sutherland, Director, Economic Analysis & Investment Strategy, Metrolinx / John Stackhouse, SVP President’s Office, Royal Bank of Canada | | Kathleen Llewellyn-Thomas, Vice-Chair, CUI Directors

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CANADIAN URBAN FORUM 2015: THE INVE$TABLE CITY CORE THEMES & ACTION PLAN

2. CORE THEMES

2.1 INVESTING IN PRODUCTIVITY Cities need to focus on supporting high productivity and low carbon. Minister of Environment and Climate Change Glen Murray opened the forum with a call to action for increasing Canada’s productivity in natural capital, carbon and technology. We should take inspiration from what is being achieved in these areas by leading countries like Germany. Cities are going to drive this change to a high productivity, low carbon society. It will require a shift in thinking from lowest initial cost to highest life cycle value. Michael Sutherland pointed out that despite a small population and huge geography, Canada’s past generations built two transcontinental railways, Hydro-Québec and Ontario Hydro. He stated that the nation’s significant intellectual, financial and technical capacity is not being applied to deliver on these nation-building ideas. He believes changing this will require giving the market the space to generate productivity.

2.2 PUT PEOPLE FIRST

Let the people drive priorities. Working out of Hong Kong, Dr. Anne Kerr explained that listening to people and focusing on their real needs without being paralyzed by public opinion is the key to long-term, visionary planning. She described how this approach and the “power of partnerships” led to the investments required for Hong Kong’s new airport and the transit system, which used funding from real estate value creation. Michael Fenn echoed this sentiment, suggesting it’s important to “ask the public what is needed and which priorities are paramount.” Although it seems that this should be common practice, speakers indicated that citizens are rarely effectively engaged in the decision-making process. Dr. Mike Moffat found that individuals and businesses were surprised and appreciative when he asked for their input to his work on addressing the bottlenecks to urban growth in midsized cities. No one had effectively consulted them before. Similarly, Robert Howald described how Canada Lands Corporation is consulting and working with First Nations to redevelop sites as joint venture partners.

2.3 INFRASTRUCTURE AS A COMPREHENSIVE CONCEPT

The definition of what constitutes infrastructure is transforming. While traditionally infrastructure includes physical construction like buildings, roads, railways and utilities, cities increasingly recognize that natural systems and social constructs are core infrastructure for successful cities. Incorporating this more comprehensive concept for infrastructure will require significant change. In Hamilton, Mayor Eisenberger explained how “art is the new steel,” as Hamilton has embraced the creative economy to fill the void left by the steel industry downturn.

Andy Manahan commented that integrating all aspects of infrastructure into a project is how to achieve the full value. He gave the TTC’s Spadina Line extension as a lesson in lost opportunity, with architectural standalone stations creating no density uplift. The opportunity to learn from Hong Kong was not taken, and he expects the stations to require retrofitting early in their lifespan. John Filipetti described how a comprehensive policy framework would have avoided development of the north Yonge corridor in Toronto leapfrogging large transit investment. 2.4 DECISIONS BASED ON FACTS

Use facts and evidence to guide the way. Dr. Anne Kerr emphasized that to ensure that built projects truly represent an investment requires decisions to be based on facts and business cases. By focusing on facts to determine priorities, decisions based on politics can be minimized. This can also work to help prevent “not in my backyard” impulses from derailing the process. Michael Sutherland suggested the example of GO Transit, which has largely stayed away from political debates and has focused on peak needs of the consumer.

Dr. Kerr explained that using international best practice examples were core to developing Hong Kong planning’s integrated planning. Andy Broderick recommended “reverse engineering” global practices to understand how they do or do not apply to the local conditions.

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CANADIAN URBAN FORUM 2015: THE INVE$TABLE CITY CORE THEMES & ACTION PLAN

Michael Snow outlined why it also important to evaluate failures to avoid repeating them. Dr. Kerr described the biggest barrier to this as the “blame culture” that focuses on defining “who will get blamed if things go wrong” and creates a climate where failures are not acknowledged. Michael Fenn summed it up well by saying “good investment decisions in infrastructure will last generations but bad decisions will haunt us for decades.”

Changing the mindset of money can improve the ability to fund city building. As illustrated by Dr. Michael Goldberg, in North America taxes are framed as negative, whereas Denmark, which has significantly higher taxes, continually outperforms the United States on key success metrics like unemployment rate and growth. He also pointed out a disconnect between the popular characterization of taxes and the fact that when surveyed, individuals aren’t opposed to increasing taxes to achieve specific benefits. Minister Murray pointed out that Canadians supported a higher tax structure in the 1950s and ’60s when much of our current infrastructure was built, so he wondered why the current generation should be so different. Mayor Jeff Lehman gave the example of how Barrie unanimously passed a 1% infrastructure tax. All accepted that talking about service levels has been shown to create a totally different perspective from talking about taxes.

Stephen Beatty described another shift in the mindset of money that comes with understanding the difference between funding and financing. Funding is the money that ultimately pays for the project or service. It’s always necessary. Financing is a process used to distribute funding cash flow over time.

Similarly, Dr. Goldberg suggested it is important to see the difference between spending, which is any expenditure of funding, and investment, which creates a defined return over a period of time. Financing costs can be worked into the return calculation for an investment over time, but should not be part of an operating budget.

2.5 RISK, RESILIENCE AND AGILITY

Politicians need to see the implications of risk. Risk, the potential to lose something of value, is always evident when dealing with investing and infrastructure. David Harper pointed out that risk has two key parameters – impact and probability. He questioned why Canada spends far more on mapping earthquake risk, with a one-in-2,400-year return period, than on flood maps, with almost annual frequency. Stephen Beatty explained that it is important for politicians to see the implications of risk in order to realize the importance of resilience. Tania Caceres shared the fact that 70% of Ontario infrastructure is not insured and therefore the risk remains with the public as the funder. Michael Snow pointed out that the key is to assign risk transparently and appropriately as part of any investment agreement, and not to pretend to remove all risk. Michael Murray described that there was continual pressure after the agreement to reallocate risk over the life of a public-private partnership (P3) project.

Stephen Beatty described resilience as the ability to sustain performance or return to functionality in response to changing environmental impacts over time. Tania Caceres explained how the lack of resilience, due to lack of infrastructure maintenance or an inability to accommodate climate change impacts, is a deterrent to investment. Dr. Blair Feltmate stressed the importance of building infrastructure correctly in the beginning as opposed to having to “disaster manage” after the fact.

Jeff Lehman introduced the idea of agility – the capacity to respond to opportunities and threats. Michael Murray said this requires creating the institutional capacity required “to protect the public intent.”

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CANADIAN URBAN FORUM 2015: THE INVE$TABLE CITY CORE THEMES & ACTION PLAN

2.6 POLITICAL CERTAINTY

Political risk is making the private sector hesitant to investment in Canadian public sector projects. The required rate of return that an investor assigns to each investment in their portfolio is defined by the stability of the investment environment. Dr. Goldberg outlined how despite having plenty of money available, the private sector perceives urban infrastructure investment in Canada to be a relatively high risk. This is largely due to the political risk. Complexity and uncertainty arise when dealing with multiple levels of governments. Even once an agreement is reached, certainty that a particular decision is not going to be overturned is a key factor in pricing and financing. He said that this unfavourable investment environment should be frightening Canadian governments into creating an environment more conducive to investment. This in turn increases the potential for delivering resilient infrastructure.

Dr. Goldberg explained that policy cycles need to be longer than “in my term of office” in order for infrastructure projects to be fully and effectively realized. This risk is increased because the investment time frame for large projects is longer than a political term. The panel commented that authority needs to match responsibility (and funding) and institutional Boards of Directors need to be selected by experts rather than being politically appointed. Andy Broderick stated that the private sector seeks transparency to know that their capital will be protected. Several commentators suggested that Canada has too many political practices that do not represent good practice.

Andy Manahan suggested that political interference hampers good infrastructure decision-making. “The mayor doesn’t pick where the sewer lines should go, so why transit?” Partisan positioning creates uncertainty for the private sector when trying to advance project investments and plans. A case in point was Toronto’s public transit – political debates over where the transit lines would go, above or below ground, caused years of delays and extra costs to the taxpayer. There was agreement that political decisions are needed for policy but then politicians should get out of the way.

2.7 COLLABORATION

Large investors require large-scale projects. The scale required for a project to be interesting to large investors is often much larger than the scale of projects undertaken by municipalities. In order to increase the pool of interested investors, Dr. Goldberg suggests that “individual cities can form a consortium to get scale.” Jeff Lehman described how merging the utilities of three cities (PowerStream) created much more capacity to innovate and how bundling a contract for transit operations with delivering a maintenance facility created the project scale to attract creative partners.

Collaborations can overcome the tendency of politicians to think about issues only inside their jurisdictions as opposed to their relationship to the greater good. As Doug Olsen suggested, “share the infrastructure and share the risk.” Andy Broderick described how Vancity incentivized collaboration between public sector, private sector and social enterprises to achieve $100 billion in private sector investment in three million affordable-housing units. Mike Murray described how focussing on integration, coordination and alignment for their new LRT line has led to $1 billion in private sector investment two years before the line is to open.

2.8 COMMUNICATION

Communication is the key to gaining support. Jeff Lehman believes that people have to think an investment is required, they can’t just feel it, or be scared into it. This requires building public awareness, which is achieved through communication. Barrie achieved a 17% increase in waste diversion and 25% increase in organics recovery within one year of intense communications and an app tool. He recommended being public about evidence of municipal performance, which will inspire, reward and/or punish performance. In his summary, Brock Carlton commented that having residents being closely connected to a community is a vital element of being INVE$TABLE.

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CANADIAN URBAN FORUM 2015: THE INVE$TABLE CITY CORE THEMES & ACTION PLAN

3. ACTION PLAN

These ideas have been used to frame a program of work to build momentum toward creating more INVE$TABLE CITIES. CUI and ReNew Canada will convene collaborations with the private sector, public sector and social enterprises to seek funding and support in the following areas leading up to the next Canadian Urban Forum:

3.1 COMMON VOCABULARY

A common vocabulary to bridge the public and private sectors. It is important that there is a common vocabulary and literacy developed around investing and infrastructure. A change in perception around matters of money and spending was clearly defined throughout the conference as being one of the sticking points around investment. Having benchmark information available about revenue structures from elsewhere is part of developing this literacy. Similarly, to achieve the desired productivity outcomes, infrastructure should incorporate the social and environmental components that create the collective support system for how cities function and react to change.

3.2 INTEGRATED PLANNING

Resilience planning and climate change requires an integrated approach. If cities are going to meet the needs of the 21st century, planning can no longer be performed within silos. To achieve this requires collectively developing a vision for the desired future and what infrastructure will be needed to support it. This requires a comprehensive integrated planning strategy that recognizes the links among urban form, land use and infrastructure. Much like creating a common vocabulary around infrastructure, CUI will work to identify best practices for integrated planning and case studies for how capacity for cross-disciplinary collaboration was developed.

3.3 COLLABORATION CAPACITY

Create a collaboration capacity to promote political certainty. In his summary remarks, Brock Carlton explained that “inspiration, information and connections” are key ingredients to the investable city. The ideas presented at the forum indicate that improved collaboration could facilitate increased commitment to longer term investment cycles, increase the scale of projects to make them more attractive to investment and tackle politically sensitive topics and projects. Achieving this will require building internal capacity and improving the ability of municipalities to collaborate with other governments and organizations to create a country that is more conducive to urban investment.

3.4 VALUE LITERACY

Procuring value requires increased understanding and creativity. Many presenters commented that investable cities will make decisions based on facts and focus on achieving value that is clearly defined. This combines well with McKinsey & Company’s finding that building the right project is the most critical decision for cutting the cost of infrastructure1. There was general acceptance that this is not the current paradigm for too much of Canada’s infrastructure spending. Furthermore, innovation is almost designed out by public sector procurement processes. There is a need to match procurement processes and complexity to project outcomes and scale. This will require convening public and private sector stakeholders in increasing the ability of procurement processes to achieve value.

1 McKinsey & Company http://www.mckinsey.com/insights/infrastructure/the_infrastructure_conundrum_improving_productivity

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CANADIAN URBAN FORUM 2015: THE INVE$TABLE CITY CORE THEMES & ACTION PLAN

3.5 GET INVOLVED

Be part of Canadian Urban Forum 2016 – Nov 3 & 4. Please contact us via email: [email protected] if you are interested in moving forward as a sponsor, advisor or project partner in advancing the ideas outlined in this document towards the Canadian Urban Forum 2016. Progress achieved on common vocabulary, integrating planning, collaboration capacity will build the agenda for the Canadian Urban Forum 2016.

ABOUT CANADIAN URBAN FORUM

Canadian Urban Forum is a joint-venture of the Canadian Urban Institute (CUI) and ReNew Canada magazine. The mandate is to help develop consensus about the key areas of focus needed for creating an urban agenda in Canada that leads to successful social, built and environmental infrastructure.

About CUI As Canada’s applied urban policy institute, the Canadian Urban Institute (CUI) works in partnership with public and private funders to optimize infrastructure planning, promote good density, enhance regional competitiveness and strengthen municipal capacity. We help communities of all sizes across Canada and internationally to convert thought leadership into practice. www.canurb.org

About ReNew ReNew Canada magazine serves the energy, transit, transportation, planning and public works community with news and insights on the regulation, design, engineering, financing and construction of infrastructure assets in Canada. www.renewcanada.net

www.canadianurbanforum.com Charting the Course for Canada’s Urban Agenda 7. Page 41 of 103

Page 42 of 103 City of Orillia

TO: Council - March 7, 2016

FROM: Jeff Duggan, Senior Planner

DATE: March 1, 2016

RE: Supplementary Memo to Planning Report (DS-16-05) Application for Zoning By-law Amendment Applicant: Glenn Nesbitt Address: 47 Westmount Drive South File No.: D14-832

On February 8, 2016, a Statutory Public Meeting of Council was held regarding Zoning By-law Amendment application File No. D14-832 (Glenn Nesbitt - 47 Westmount Drive South).

At that meeting, Council adopted the following recommendation:

“THAT as recommended in the report dated February 1, 2016 from the Development Services Department, the Draft Zoning By-law Amendment for Application No. D14-832 (Glenn Nesbitt - 47 Westmount Drive South) be presented to Council for its consideration at the next available meeting.”

Further to the Public Meeting of Council held February 8, 2016, staff hereby recommends that Council approve Zoning By-law Amendment Application No. D14-832 (Glenn Nesbitt - 47 Westmount Drive South) in accordance with the Draft Zoning By-law Amendment attached hereto.

Schedule: • Schedule “A” - By-law 2016-22: Amendment Number 23 to Zoning By-law 2014-44, as amended.

Page 43 of 103 Page 44 of 103 From: Carol Trinier To: Janet Nyhof Subject: FW: Message from the Honourable Bill Mauro, Minister of Natural Resources and Forestry Date: Friday, February 19, 2016 12:37:21 PM Attachments: image002.jpg

From: MIN Feedback (MNRF) [mailto:[email protected]] Sent: Friday, February 19, 2016 12:24 PM To: MAYOR EMAIL

Ministry of Natural Resources and Forestry

Office of the Minister

Room 6630, Whitney Block 99 Wellesley Street West Toronto ON M7A 1W3 Tel: 416-314-2301 Fax: 416-314-2216

February 19, 2016

Steve Clarke Mayor City of Orillia [email protected]

Dear Mayor Clarke: I am writing to you about approved changes to black bear management in Ontario.

The spring black bear hunting pilot has been extended for five years, through 2020, in all provincial Wildlife Management Units that have a fall bear hunt. It will also include non- resident hunters.

Under the expanded pilot, it will still be illegal to shoot cubs and female bears with cubs. In most cases, each licensed hunter will only be allowed to hunt one bear in each calendar year. Baiting of bears will be regulated during all bear hunting seasons to help reduce the potential conflict with people living and carrying out other recreational activities in nearby areas.

The extension will allow us to gather further information to assess concerns voiced by Ontario’s communities about human-bear conflicts, and to support economic growth and tourism in the north and central parts of the province. Ministry staff will continue to monitor and evaluate the success of this pilot.

For more information please visit http://news.ontario.ca/mnr/en/2016/02/ontario-to- expand-black-bear-hunting-pilot.html. If you have any questions, please contact my office.

Sincerely,

Original signed by Minister

Bill Mauro, Minister of Natural Resources and Forestry

Page 45 of 103 Page 46 of 103 Ontario Energy Commission de l’énergie Board de l’Ontario P.O. Box 2319 C.P. 2319 2300 Yonge Street 2300, rue Yonge 27th Floor 27e étage Toronto ON M4P 1E4 Toronto ON M4P 1E4 Telephone: 416-481-1967 Téléphone: 416-481-1967 Facsimile: 416-440-7656 Télécopieur: 416-440-7656 Toll free: 1-888-632-6273 Numéro sans frais: 1-888-632-6273 BY EMAIL February 18, 2016

Gayel Jackson Chief Administrative Officer / City Clerk Lagoon City (Orillia) 50 Andrew St. S, Suite 300 Orilla, ON L3V 7T5 [email protected]

Dear Mr. Jackson:

Re: Natural Gas Expansion in Ontario - Ontario Energy Generic Hearing

The Ontario Energy Board (OEB) recently gave notice that we will hold a hearing to review the policies for expanding natural gas service to Ontario communities that are currently not served. The outcome of this review will impact the decision on Union Gas’ application to provide gas distribution service to Milverton, Lambton Shores, Kettle and Stony Point First Nation, Prince Township and Delaware Nation communities. For this reason, Union’s application was temporarily put on hold. The purpose of this letter is to explain the OEB’s process and to encourage your community to participate in the OEB’s upcoming public hearings on gas expansion.

Natural gas expansion

As part of its 2013 Long-Term Energy Plan, the Ministry of Energy committed to work with gas distributors and municipalities to look at options to expand natural gas infrastructure to serve more communities in Ontario. In response, the OEB issued a letter inviting proponents to seek approval for gas expansion projects that might not otherwise meet the OEB’s current economic guidelines, and to suggest ways that such projects could be funded.

In July 2015, Union Gas applied to the OEB for approval of some specific natural gas expansion projects (EB-2015-0179). Union Gas’ application included a number of proposed mechanisms to fund those projects. One of the mechanisms Union proposed was having existing natural gas customers pay a portion of the costs to connect and serve new customers.

Common expansion issues

The OEB has not denied the requests in Union Gas’ application. We have temporarily put this application on hold while we consider the OEB’s policies for gas expansion.

Page 47 of 103 - 2 - Ontario Energy Board Recognizing that the issues raised in Union’s application could have an impact not only on Union Gas and the communities identified in the application but on all existing and potential gas distributors and gas consumers, the OEB is holding a broader hearing (EB-2016-0004) in mid-April 2016 to consider what mechanisms may be used to recover the costs of expanding natural gas service to Ontario communities not currently served. The notice of hearing appeared in Ontario papers the weekend of February 6, 2016. The objective of this broader hearing is to ensure that all those that are or could be impacted by the expansion of natural gas service in Ontario have the opportunity to participate in a public hearing.

We expect to make our decision about how natural gas expansion projects can be funded sometime this summer. Once that decision is made, the OEB will resume its review of the specific projects in Union’s application.

Gas expansion hearings – We want to hear from you

The OEB is inviting any company that wants to provide natural gas to Ontarians – and all municipalities and customers across the province – to participate. It is very important that the OEB hears directly from municipalities and customers (both future and existing) about whether, and how best, to ensure that the expansion of natural gas service in Ontario proceeds in a rational and financially viable way

There are two main ways to participate in an OEB hearing. You can write a letter to the OEB with your comments or you can become an active participant (an intervenor). Being an intervenor gives you the right to ask questions in person or in writing and to make a submission to the decision makers in the case.

The OEB strongly encourages you to participate. To make the right decision, the OEB needs to know whether and why customers and municipalities support or oppose the expansion of natural gas service in Ontario and the proposal that current customer pay a portion of the costs to connect new customers.

If you do choose to write a letter, please include in your comments very specific examples of the potential impact that expansion of natural gas service could have on your communities.

For More Information

Please contact Kristi Sebalj, Registrar, at [email protected] or 416-440-7730 if you, your municipality or your organization needs more information about this case, about how the hearing will work and about how you can ensure that your voice is heard.

Sincerely,

Original signed by

Lynne Anderson Vice President, Applications

Page 48 of 103

February 9, 2016

To the Mayors and Municipal Councils throughout Simcoe Muskoka:

RE: Recent changes to Infection Prevention and Control Practices Complaint Protocol, 2015

The Simcoe Muskoka District Health Unit is communicating with all community stakeholders to inform them of recent changes to public health programming. To enhance transparency in public health programs, the Ministry of Health and Long-Term Care (MOHLTC) recently revised the Ontario Public Health Standards, 2015 and the Infection Prevention and Control Practices Complaint Protocol, 2015. The revised standards and protocol outline the public reporting requirements for infection prevention and control (IPAC) complaint investigations in settings such as, but not limited to: personal service setting, centres in which regulated health professionals operate and settings not routinely inspected by the health unit.

Under the revised Infection Prevention and Control Practices Complaint Protocol, 2015, health units within Ontario are required to investigate IPAC complaints and post a summary report on the health unit website when the investigation identifies a lapse in IPAC practices that may have an adverse effect on the public’s health.

An IPAC lapse is a failure in infection prevention and control best practices that may result in an infectious disease being spread to clients/children/staff through contact with blood and/or body fluids. These types of complaints are less likely to occur in community settings (e.g. community recreational centres) and more likely to occur in health care settings. For example, an IPAC lapse complaint may include failed sterilization processes in health care settings or re-use of single use needles.

To meet the public reporting requirements for complaint based IPAC lapses, we have created an IPAC Investigation Reports page on our website that includes summary reports of confirmed IPAC lapses found during complaint investigations. Infection prevention and control investigation reports are available at www.smdhu.org/ipacreports.

If you would like to discuss this further or have any further questions, please do not hesitate to contact the Communicable Diseases team at: 705-721-7520 (1-877-721-7520) ext. 8809.

Sincerely,

ORIGINAL Signed By:

Charles Gardner, MD, CCFP, MHSc, FRCPC Medical Officer of Health CG:cm

Page 49 of 103 Page 50 of 103

February 17, 2016

To the Mayors and Councils, MPPs, MPs and Partner Agencies of Simcoe Muskoka:

Re: Changes to Health Unit Operations in Response to Provincial Grant Freeze

In the fall of 2015 the provincial government communicated to the Board of Health for the Simcoe Muskoka District Health Unit (SMDHU) that the provincial grant for the cost-shared programs in 2015 has been kept at the funding level for 2014. This resulted in a funding shortfall of more than $435,000.00 for 2015. Furthermore, it is likely that SMDHU will receive 0% provincial grant increases in our cost-shared programs annually for a number of years, resulting in recurring resource reductions. Our provincial grant allocation for 2015 reflects the combination of ongoing provincial fiscal restraint, as well as the provincial Public Health Funding Model for Mandatory Programs released and implemented in September 2015; this new funding model resulted in a similar grant freeze for the majority of public health units across the province.

The provincial cost-shared programs funding freeze for SMDHU has necessitated a reduction of approximately $1 million in staffing salaries, which in turn has resulted in staff reductions, and program impacts. The Board of Health has reviewed the overall operations, structure, facilities, strategic initiatives, programs and staffing levels of SMDHU to identify possible efficiencies. To this end, the Board approved a new organizational structure (as attached), with one less department and a reduced management complement, taking effect as of January 2, 2016.

On February 17th, the Board approved a budget for 2016 that is reflective of these financial challenges. The 2016 budget includes a $90,000 reduction in operating costs, reflecting a balance between achieving efficiencies and continuing to support the working capacity of staff with the tools needed.

The 2016 budget includes a 2% increase in the overall levy for the obligated municipalities over the 2015 levy, resulting in a departure from the previously stated position of the province of a ratio of 25:75 municipal to provincial funding for local public health cost-shared programs. The increased levy results in the municipalities providing for 25.8% of our cost-shared programs.

The Board approved voluntary work reductions for non-union staff. In addition to these measures, over 11 health unit position full-time-equivalents are being discontinued, including those presently held by 7 employees. The loss of these staff is being felt in a range of our programs and services. Program activities have been prioritized in order to mitigate the impacts of these

Page 51 of 103

Page 2

reductions, taking into account potential health impacts and the capacity within the community for continued services from other agencies. I regret to inform you that with these staffing reductions the health unit’s sexual health clinic in Alliston will be closing as of April 1st, 2016.

This decision has been made taking into consideration the level of demand for services at this clinic, the provision of such services by other agencies in southern Simcoe County, and the availability of the health unit’s sexual health clinics at our other sites including in Barrie and Collingwood. Members of the community can also continue to contact the health unit for information and counseling on our Health Connection telephone service at (705) 721-7520 or 1-877-721-7520. Other health unit services continue to be accessible at the other SMDHU offices including our Cookstown office.

Guiding us forward as we address our present challenges is our revised 2016 and 2017 Strategic Plan (as attached), approved in December 2015 by the Board of Health.

Our intention is to manage the constraints placed on the agency while fulfilling as much as possible our mandate to protect and promote health and to prevent disease and injuries throughout Simcoe Muskoka.

Please do not hesitate to contact, Dr. Charles Gardner, Medical Officer of Health and CEO at 705-721-7520 ex. 7219 with any questions or concerns that you may have. Thank you for your patience during this difficult transition.

Sincerely,

ORIGINAL SIGNED BY

Barry Ward, Chair of the Board of Health Simcoe Muskoka District Health Unit

Cc. Minister of Health Acting Chief Medical Officer of Health Assistant Deputy Minister of the Population and Public Health Division, Ministry of Health and Long Term Care The Ontario Boards of Health The Association of Local Public Health Agencies

Page 52 of 103

Att. (3) New SMDHU Organizational Chart Executive Committee Members within the New SMDHU Organizational Structure Strategic Plan 2016-2017

Page 53 of 103 2016 Simcoe Muskoka District Health Unit Board of Health

Medical Officer of Health Office of the MOH

Program Environmental Clinical Service Community and Foundations and Human Resources Health Department Department Family Health Finance and Infrastructure Director Director Department Director Department Department Director Director

Population Human Food Safety Communicable Chronic Disease Health Resources and Program Disease Program Prevention - Healthy Lifestyle Assessment, Payroll Program Surveillance & Evaluation Information Safe Water Sexual Health Technology and Program Program Injury & Health Promotion Infrastructure Substance & Misuse Communications Prevention Vaccine Program Health Hazards Preventable and Vector Borne Disease Program Disease Program Finance Reproductive Health Program Oral Health Emergency

Page 54 of103 Administrative Program Preparedness Support and Rabies Child Health Program Program

Health Healthy Babies Connection Tobacco-Free Healthy Children Living Program Program

Central East Healthy Schools Tobacco Control Program Area Network (CETCAN) February 2016 Executive Committee Members within the New SMDHU Organizational Structure

Sandra Horney is the Director of the Program Foundations and Finance Department.

Bruce Parker is the Director of the Human Resources and Infrastructure Department.

Steve Rebellato is the Director of the Environmental Health Department.

Colleen Nisbet is the Director of the Clinical Service Department.

Carolyn Shoreman is the Director of the Community and Family Health Department.

Karen Ellis-Scharfenberg is the Director Without Portfolio from January 2 to February 29, 2016 in order to assist in the transition into the new organizational structure, following which she will be the Chief Nursing Officer.

Lori Webel-Edgar is the Chief Nursing Officer until February 29, 2016 in order to assist in the transition into the new organizational structure, following which she will be the Program Manager of Reproductive Health within the Chronic Disease and Injuries and Family Health Department.

Charles Gardner remains as Medical Officer of Health and CEO.

Page 55 of 103 Strategic Plan 2016-2017

We Value: Vision: The people who live, work and Excellence in promoting and play in Simcoe Muskoka lead protecting health, and providing Values quality programs and services. healthy, fulfilling and productive lives. Accountability for our individual and collective actions and outcomes, and for the responsible E x and effective use of public funds ce ll and resources. en ce t Mission: c Respect for all people and their s e ip p A right to be treated fairly and with sh s cc As champions of health for all, the er P e o dignity. rtn R un Simcoe Muskoka District Health Pa os tab it ilit i v y Unit works with individuals, e Working in Partnership and W families, agencies and community or collaborating with governments, ni ki ties to promote and protect rtu ng agencies, communities, families o En health, and to prevent disease pp vi and individuals. l O ron and injury qua me E nt in our area. A Positive Working Environment Page 56 of 103 where employees are engaged, and encouraged to exchange ideas, communicate openly, be innovative, and practice work life balance.

Equal Opportunity for health. Strategic Plan 2016-2017

OUTCOMES DIRECTIONS DIRECTIONS

Urgent Public • Respond to provincial public • Implement the agency action Determinants Health Issues health funding changes, plan to meet the public health of Health emerging public health man- needs of individuals and date revisions and health families living in low income. Identify and address Address the factors system transformations. urgent public health • Assess populations at risk of that create inequities issues that require a • Implement the agency wide health inequities and identify in overall health and coordinated and action plan to address climate those that require an agency improve the quality of comprehensive change. response. life for populations at agency response. risk of poor health • Respond to unanticipated outcomes. public health issues that have the potential to disrupt programs and services.

Organizational • Implement the human • Demonstrate compliance with Accountability resources strategy. public health standards, progress Page 57 of 103 Capacity and Performance towards key performance Measurement • Implement the enhanced Client indicators and quality improve- Enhance our knowledge, Health Record Information ment actions using the skills and practices to System (CHRIS) in at least two Performance Management Demonstrate efficiency increase our ability to programs. Framework. and effectiveness, and respond to community enhance systems that Leverage partnerships to needs and optimize • measure and communi- enhance human resource service delivery. capacity. cate progress on our priorities, programs and services. Page 58 of 103 Office of the President and CEO ~Georg ian Office of the Board of Governor.; One Georgian Drive, Barrie, ON L4M 3X9 T: 705.728.1968 GeorgianCollege.ca

Jan 29, 2016 RECEIVED Mayor Steve Clarke The City of Orillia FEB 0 4 2016 Orillia City Centre 50 Andrew Street South, Suite 300 Orillia, ON MAYOR'S OFFICE L3V 7T5 ~//<::.: 7vorClarke: .,__;,(c_u<_

With your support and the indulgence of Orillia Council, I was joined in October by Orillia Campus Dean Mary O'Farreii-Bowers and Brandon Roy, Orillia Campus President of the Georgian College Students' Association, when we made our deputation to council seeking commitment to financially support the development of one building to house two important components - the Centre for Social Entrepreneurship and the Centre for Community Safety.

We presented a plan to transform the student experience at the Orillia Ca mpus to deliver more immersive, intera ctive and scenario·based education and training. I also outlined our plans to pursue other sources of funding including the New Building Canada, Small Communities Fund . We were recently informed that our submission was not selected to move forward. The explanation provided by the province referenced our ongoing work with the Ministry rega rding capacity expansion and the avai lability of space to deliver degrees. Until that is resolved, the province indicated our proposal did not align with their priorities.

I am writing to confirm that though disappointed, we remain committed to this project and will look for other sources of funding including the upcoming federal budget.

I welcome the opportunity to reconvene our diSCUSS IOns and thank you and council for your conside ration and support of the co llege and most importan tly, our student s.

Best regards, ~,q}

c: Members of Council, City of Orillia Gayle Jackson, CAO, City of Orillia Mary O'Farreii-Bowers, Dean and Campus Principal, Orillia

Page 59 of 103 Page 60 of 103

February 16, 2016

To: Municipal Heads of Council, Finance Officers and Clerks, Treasurers and Tax Collectors

From: Carla Nell, Vice-President, Municipal and Stakeholder Relations

Subject: Important changes for the 2016 Assessment Update

The 2016 Assessment Update introduces some of the most significant reforms to Ontario’s property assessment system since 1998. These changes share a common goal – increased transparency, shared understanding of property assessments, and stability and predictability in the municipal tax base. With these laudable objectives in mind, a myriad of opportunities exist as we work cooperatively to implement improvements to Ontario’s property tax regime. To that end, I am pleased to share some important highlights with you.

2016 Property Assessment Notices MPAC has put a great deal of effort into redesigning the 2016 Property Assessment Notice (PAN). The new design uses clear language and design principles, and integrates all of the statutory requirements surrounding property assessment information. The new PAN also includes details about how municipalities use MPAC’s values and other relevant information about Ontario’s assessment system.

In addition to a new design, Property Assessment Notices for Residential properties will be delivered up to five months earlier than ever before. The redesigned Notice and early mailing dates will help property owners to better understand their assessment and resolve concerns before the final assessment rolls for 2017 taxation are delivered to municipalities in December.

The 21-week Notice mailing schedule, which is staggered across the province, begins on April 4 of this year with Notices being delivered to occupied and vacant land properties that have a single Residential Taxable (RT) property tax class. Residential properties that have a seniors and disabled exemption or a commercial or industrial portion will be mailed in the Fall together with the Notices for farm, managed forest, commercial and industrial properties. The 2016 Notice mailing schedule and corresponding Request for Reconsideration deadlines are attached for your information.

For non-residential properties, we are continuing our pre-roll consultations by engaging municipalities and industry representatives on a variety of property types including large and special purpose business properties, multi-residential and farm properties.

1340 Pickering Parkway, Suite 101, Pickering, ON L1V 0C4 www.mpac.ca Page 61 of 103 February 16, 2016 Important changes for the 2016 Assessment Update Page 2 of 2 Sharing 2016 Base Year Valuations As increased transparency, shared understanding, stability and predictability in the municipal tax base are key objectives for MPAC during the 2016 Assessment Update, we have redesigned Municipal ConnectTM to offer municipalities a modern and flexible way to access assessment information, including the preliminary 2016 base year values for the 2017 to 2020 tax years. The preliminary values for residential properties will be available in the new Municipal Connect starting early in the second quarter of this year; preliminary values for other property types will be made available as they are finalized.

Along with the newly designed Municipal Connect application, our Municipal and Stakeholder Relations team will engage with you and your staff early and often to discuss the preliminary values and MPAC’s regular in-year maintenance activities.

Legislative Changes to Request for Reconsideration Deadline On December 10, 2015, Bill 144, Budget Measures Act, 2015 took effect resulting in significant changes to the Request for Reconsideration (RfR) process.

For the 2017 tax year, property owners will have 120 days from the Issue Date of their 2016 Property Assessment Notice to file a RfR. The historical March 31st RfR deadline does not apply for the 2017 tax year. The Issue Date and the unique RfR deadline will be included on every Property Assessment Notice. In response to each RfR, MPAC has up to 180 days to complete its review and respond to the property owner.

Better Service for Property Owners We appreciate how significant the 2016 Assessment Update is for property owners and we have developed an extensive outreach and engagement strategy to communicate the changes.

MPAC’s online self-service tool, AboutMyProperty™, has been rebranded and simplified based on taxpayer research – providing property owners with an easy-to-use interface and improved navigation features. Visitors can learn more about how their property was assessed, view information we have on file, as well as compare it to other properties in their neighbourhood – additional information will also be available on-line without requiring those who visit AboutMyProperty to log in to the site. The enhanced tool will be available to property owners in correlation with Property Assessment Notice delivery.

As 2016 unfolds, we look forward to working closely with our stakeholders to implement the significant reforms that are underway. Please contact your Regional Manager or Account Manager, Municipal and Stakeholder Relations, if you would like additional information or to further discuss these changes.

Yours truly,

Carla Nell Vice-President, Municipal & Stakeholder Relations

1340 Pickering Parkway, Suite 101, Pickering, ON L1V 0C4 www.mpac.ca Page 62 of 103

Issue Date Geographic Areas RfR Deadline Monday, April 4 Simcoe County, Cities of Barrie & Orillia Tuesday, August 2 Monday, April 11 Counties of Prescott & Russell, Stormont Dundas & Glengarry, Tuesday, August 9 City of Cornwall County of Lanark, United Counties of Leeds & Grenville, City of Brockville, Towns of Prescott, Gananoque & Smiths Falls Monday, April 18 Counties of Elgin, Middlesex & Oxford, Cities of London & St. Thomas Tuesday, August 16 Municipality of Chatham-Kent, County of Lambton Monday, April 25 Territorial Districts of Nipissing, Sudbury & Manitoulin and all Tuesday, August 23 single-tier municipalities in geographic area Monday, May 2 Territorial Districts of Kenora, Rainy River & Thunder Bay and all Tuesday, August 30 single-tier municipalities in geographic area Monday, May 9 Counties of Frontenac, Lennox & Addington, City of Kingston Tuesday, September 6 Counties of Hastings, Northumberland and Prince Edward, Cities of Belleville and Quinte West Territorial Districts of Cochrane and Timiskaming and all single-tier municipalities in geographic area Monday, May 16 City of Mississauga Tuesday, September 13 Wednesday, May 18 City of Brampton and Town of Caledon Thursday, September 15 Tuesday, May 24 County of Renfrew, City of Pembroke Wednesday, September 21 Counties of Huron & Perth, City of Stratford & Town of St. Mary’s Counties of Grey and Bruce Territorial District of Algoma and all single-tier municipalities in geographic area Friday, May 27 City of Toronto (former C/M 1901) Monday, September 26 Wednesday, June 1 City of Toronto (former C/M 1904) Thursday, September 29 Monday, June 6 City of Toronto (former C/Ms: 1906, 1908, 1914, 1919) Tuesday, October 4 Monday, June 13 Regional Municipality of York Tuesday, October 11 Monday, June 20 Regional Municipality of Durham Tuesday, October 18 Monday, June 27 Regional Municipality of Halton Tuesday, October 25 Monday, July 4 City of Hamilton, City of Brantford Tuesday, November 1 Counties of Brant, Haldimand and Norfolk, City of Brantford Monday, July 11 Counties of Peterborough, Haliburton, Tuesday, November 8 Cities of Peterborough & Kawartha Lakes Districts of Muskoka & Parry Sound Monday, July 18 City of Ottawa Tuesday, November 15 Monday, July 25 Regional Municipality of Waterloo Tuesday, November 22 Counties of Dufferin and Wellington and City of Guelph Tuesday, August 2 Regional Municipality of Niagara Wednesday, November 30 Monday, August 8 County of Essex, City of Windsor & Township of Pelee Tuesday, December 6 Tuesday, October 11 Province-wide mailing of Conservation, Farm, Managed Forest properties Wednesday, February 8, 2017 Tuesday, October 18 Province-wide mailing of Business properties Wednesday, February 15, 2017 Monday, October 24 Province-wide mailing of Remaining Residential Properties Tuesday, February 21, 2017

AMENDED NOTICES / YEAR‐END ‐ One extract for all properties Monday, Nov. 28 Province-wide All Properties Tuesday, March 28, 2017

Page 63 of 103

Page 64 of 103 PHYSICIAN RECRUITMENT & RETENTION orillia • oro-medonte • rama • ramara • severn RECEIVED FEB 1S 2016

MAYOR'S OFFICE-. ._,.....,dl

February 9, 2016

Mayor Clarke and Council, City of Orillia 50 Andrew Street South, Suite 300 Orillia, ON L3V 7TS

Your Worship & Members of Council,

This letter will acknowledge receipt of a cheque in the amount of $15,000.00.

On behalf of the Orillia & Area Physician Recruitment & Retention Committee thank you for your generous support in 2016.

Sincerely, ~ Dr. Matt Miller, D.C. Chair

tel: 705-325-2201 x.3858 • e: [email protected] • 170 Colborne Street West, Orillia, Ontario L3V 2Z3

Page 65 of 103 Page 66 of 103 ORILLIA DISTRICT CHAMBER OF C 0 M MER C E 150 Front Street South, www.orillia.com Tel: 705-326-4424 Orillia, Ontario L3V 4S7 [email protected] Fax: 705-327-7841

February 23, 2016

City of Orillia 50 Andrew Street Orillia, Ontario L3V 7TS

Dear Mayor Clarke and Members of Council:

Re : Appointment to the Farmers' Market Management Committee

Please be advised that at the February 23, 2016 Board of Directors' meeting, Mariano Tulipano was appointed to the Farmers' Market Management Committee on behalf of the Chamber of Commerce for this 2016 year.

His contact information is as follows:

Mariano Tulipano

Sincerely,

Page 67 of 103 Page 68 of 103

DATE: November 30, 2015 February 4, 2016

TO: City of Orillia

FROM: Orillia Museum of Art & History (OMAH)

RE: 3rd Quarter Report for 2015 as per Council’s request

This written report is supplementary to the third quarter financial report.

As per the City of Orillia’s approval, which now grants the Orillia Museum of Art & History an annual sum of $150,000 towards the operating costs of the museum subject to the submission of quarterly financial reports, the museum does present this written summary report to accompany the third financial report.

Community

OMAH’s facilities continue to be available for rent. We welcomed new client, Toastmasters, who use the facility on a weekly basis.

Building

Renovation and expansion of the building was completed in May 2013. Funds from the Ontario Trillium Foundation grant, which was awarded in November 2012, have enabled OMAH to purchase equipment and furnishings for the renovated galleries and education programming space.

Page 69 of 103

Staffing

In this period, OMAH employed 2 full-time employees and 3 part-time employees: Executive Director, Curator (vacant), Programs Coordinator, Registrar, Communications Coordinator and Facilities Assistant. Each employee is tasked with a strategic direction for ensuring the museum is enjoyed and utilized by all members of the community. The Registrar is responsible for maintaining a 12,000 art and artifact collection that not only preserves Orillia and area’s history, but is used to educate the community through exhibition and education. The Programs Coordinator designs and delivers off-site and on-site educational programming for children and adults and also coordinates special events both on-site and off-site. The Curator is responsible for designing and coordinating art and historical exhibitions that will engage the community in innovative and engaging ways. The Executive Director is responsible for the overall strategic direction of the museum and enhancing community engagement. The Communications Coordinator works on social media and website engagement and serves as a museum monitor on weekends and during evening hours. The Facilities Assistant looks after the general upkeep of the building and helps with the set up and strike on rentals.

In the 3rd quarter, we worked with youth who were funded through Young Canada Works and Canada Summer Jobs. These youth gained work experience through customer service, event planning, public relations, educational programming and exhibit design and facilitation. 11 interns joined OMAH in September, working with all staff on administration, collections management, social media, and public programming. These interns were from Georgian College, Lakehead University, and Twin Lakes Secondary School. ______

The Orillia Museum of Art & History is governed by a Board of Directors made up of dedicated members of the community. OMAH has revised its strategic vision with the assistance of a community facilitator. OMAH’s new mission is “The Orillia Museum of Art & History’s mission is to inspire creativity and celebrate local history by expanding the awareness and appreciation of art, local history and culture in the Orillia community and surrounding area.”

We trust that with this submission, we have fulfilled the required obligations of the quarterly report and that we may anticipate the release to OMAH of the 3rd quarter installment for the fiscal year 2015 of the annual commitment of funds from the City of Orillia.

Page 70 of 103

Any further enquiries may be directed to the Board of Directors directly or through Richard Oatway, Treasurer, Board of Directors. Email: [email protected], telephone 705-323-4589.

Respectfully,

Ninette Gyorody Executive Director Orillia Museum of Art & History cc: Mark Fletcher, Chair, Board of Directors

Page 71 of 103

DATE: February 8, 2016

TO: City of Orillia

FROM: Orillia Museum of Art & History (OMAH)

RE: 4th Quarter Report for 2015 as per Council’s request

This written report is supplementary to the fourth quarter financial report.

Community

The Orillia Museum of Art & History is the anchor for the significant and growing arts, local history and cultural community in Orillia and surrounding area by offering exciting and innovation exhibitions, events, educational programs and activities that reach out and engage all community members, seasonal residents, and visitors. OMAH partnered with both the DOMB and Storytelling Orillia to offer public programs, including The Haunting, showcasing our 20th century jail cells and our 2nd floor gallery for Canadian Storytelling Night. Education programs were on hold until December due to the work to rule campaign. As soon as an agreement was ratified, schools started booking, including Lion’s Oval for a program in the third week of December. Lunch and Learn, monthly series, continues to engage guests with guest speakers including Ingi Gould and Frances Thomas, who spoke about John Gould’s artistic practice and how it evolved after suffering a stroke. Over 4800 visitors came through OMAH’s doors this quarter. Three exhibitions were on view, including the Carmichael Canadian Landscape Exhibition: Tradition Transformed, This Is Tomorrow, annual high school exhibition, and The Man In The Little Black Dress, new work by Jim Ireland and touch: 400 Years of Champlain. OMAH participated in outreach activities at the Orillia’s Senior’s Centre art series by offering engaging talks on a variety of art historical themes. The History Awards resumed and was successful with 17 nominations submitted from across our community.

OMAH’s facilities continue to be available for rent. We welcomed new clients, Project Umbrella Burma and Juice Plus. Also, OMAH was a host site for the

Page 72 of 103

exhibitions development course offered by the Ontario Museums Association. For three days, over 20 delegates worked with an instructor in our 3rd floor studio and took tours of our exhibitions.

Building

In the 4th quarter, we continued to work with 11 interns who had joined OMAH in September, working with all staff on administration, collections management, social media, and public programming. These interns were from Georgian College, Lakehead University, and Twin Lakes Secondary School. In late December, through funding from Agilec (via Career Focus) we hired an Assistant Curator to support our 2016 exhibitions that were under development in various stages. ______

The Orillia Museum of Art & History is governed by a Board of Directors made up of dedicated members of the community. OMAH has revised its strategic vision with

Page 73 of 103

the assistance of a community facilitator. OMAH’s new mission is “The Orillia Museum of Art & History’s mission is to inspire creativity and celebrate local history by expanding the awareness and appreciation of art, local history and culture in the Orillia community and surrounding area.”

We trust that with this submission, we have fulfilled the required obligations of the quarterly report and that we may anticipate the release to OMAH of the 4th quarter installment for the fiscal year 2015 of the annual commitment of funds from the City of Orillia.

Any further enquiries may be directed to the Board of Directors directly or through Richard Oatway, Treasurer, Board of Directors. Email: [email protected], telephone 705-323-4589.

Respectfully,

Ninette Gyorody Executive Director Orillia Museum of Art & History cc: Daphne Mainprize, Chair, Board of Directors

Page 74 of 103 3rd Q and 4th Q Reports to City Council

With the recent completion of our audited Financial Statements for the Year Ended September 30, 2015 we are pleased to submit our 3rd quarter report to City Council. In addition, we are pleased to submit our 4th quarter report for the period Oct - Dec 2015.

Discussion of Results For The Year Ended September 30, 2015

2015 was a challenging year for the Orillia Museum of Art & History (OMAH) and produced very mixed results amongst our 3 Funds - Operating Fund, Capital Fund, and Endowment Fund.

On a consolidated basis, OMAH's results far exceeded our budget with revenue of $552,411 vs. budget of $592,041 and a net (loss) of $(27,704) vs. $(110,000). It is important to bear in mind, that although we budget a consolidated loss each year, it is wholly attributable to the very large annual write-down of our $3 million investment in leasehold improvements to the Sir Samuel Steele Memorial Building in our Capital Fund and does not involve an outlay of cash.

The Orillia Museum of Art and History Annual Consolidated Fund Budget for the Year Ended September 30, 2015

Fund Operating Capital Endowment Consolidated Total Revenue $ 557,541 $ 24,000 $ 10,500 $ 592,041 Total Expenses 552,541 144,000 5,500 702,041 Surplus (Deficit) For The Year $ 5,000 $ (120,000) $ 5,000 $ (110,000)

The challenges that OMAH faced in 2015 arose from our Operating Fund results.

We fell short of our revenue projections - $422,597 actual vs. $557,541 budget, a difference of ~$135K. The shortfall is attributable to some key areas of revenue to OMAH, including donations, fundraising, grants, memberships, and sponsorships. The bright light in revenue was programmes with an actual of $42,639 vs. a budget of $29,500.

Prudent fiscal oversight by the Board of Directors and the Executive Director mitigated what could have been far more serious results to a $12,967 deficit.

Although the Board of Directors identified the causes of the revenue shortfalls too late in the fiscal year for their corrective measures to have any meaningful impact on this year's results, improvements are already being seen in our current year.

What these financial statements do not readily reveal, except perhaps to the most thoughtful reader, is the value to the community of an organization such as OMAH. Our governance structure made up of a Board of Directors of committed and engaged volunteers combined with a committed and capable professional staff delivered (in fact, over delivered) all of the exhibitions and programmes contemplated

Page 75 of 103 for 2015. Faced with the loss of some key Directors and a staff shortage, the Board and staff continued to manage OMAH in a fiscally responsible manner.

City Council should take comfort in the fact that the Board of Directors has taken corrective measures to address the issues which led to the revenue shortfall, continues to monitor results, and continues to make further adjustments when required.

Discussion of Results For The Three Months Ended December 31, 2015

First quarter Operating Fund results are very close to budget with revenues of $117,499 actual vs. budget of $117,765 and surplus of $27,950 actual vs. budget of $26,597.

Encouragingly, donations are up 150% over the same quarter last year.

We continue to face challenges and we continue to meet them head on with enthusiasm and optimism, tempered by fiscal prudence.

Page 76 of 103 Page 77 of 103 Page 78 of 103 Page 79 of 103 Page 80 of 103 Page 81 of 103 Page 82 of 103 Page 83 of 103 Page 84 of 103 Page 85 of 103 Page 86 of 103 Page 87 of 103 Page 88 of 103 Page 89 of 103 The Orillia Museum of Art and History Balance Sheet 31 December 2015

Operating Endowment Capital Fund Consolidated Fund Fund ASSETS Current Cash 57,989$ $ 7,619 $ 220 $ 65,828 Accounts receivable 1,111 - - 1,111 Grants receivable 75,000 - - 75,000 Interfund amounts 2,125 (1,141) (984) - Inventory 4,330 - - 4,330 Prepaid expenses 4,675 - - 4,675 145,230 6,478 (764) 150,944

Investments - - 182,631 182,631 Collection - 309,357 - 309,357 Property, plant & equipment - 2,433,546 - 2,433,546 TOTAL ASSETS 145,230$ $ 2,749,381 $ 181,867 $ 3,076,478

LIABILITIES AND FUND BALANCES Current liabilities Accounts payable and accrued liabilities 20,402$ -$ -$ $ 20,402 Bank overdraft - - - - Deferred contributions - - - - TOTAL LIABILITIES 20,402 - - 20,402

FUND BALANCES Restricted - 2,749,381 - 2,749,381 Externally restricted - - 181,867 181,867 Unrestricted 124,828 - - 124,828 TOTAL FUND BALANCES 124,828 2,749,381 181,867 3,056,076 TOTAL LIABILITIES AND FUND BALANCES 145,230$ $ 2,749,381 $ 181,867 $ 3,076,478

INTERNALLY PREPARED UNAUDITED Page 90 of 103 The Orillia Museum of Art and History Statement of Consolidated Revenue and Expenditures For The Three Months Ended December 31, 2015

Month Year To Date Last Year Actual Budget Last Year Actual Budget REVENUES Donations $ 82,931 7,117$ 17,000$ $ 91,668 $ 34,911 $ 35,000 Sponsorships 100 800 1,500 600 950 2,000 Fundraising events 3,341 9,286 14,000 21,549 19,065 17,900 Admission by donation 139 - 500 745 1,246 1,870 Memberships 1,070 765 1,690 4,770 3,130 4,840 Grants 18,750 41,061 43,500 20,250 47,593 44,140 Programmes 5,988 1,706 1,500 9,538 7,081 5,115 Exhibition submission fees ------Facilities rental 151 610 400 2,020 1,445 2,200 Shop sales - consigned goods 2,488 3,473 3,500 7,342 10,408 10,700 Shop sales - purchased goods ------Investment income ------

TOTAL REVENUES $ 114,958 64,818$ 83,590$ $ 158,482 $ 125,829 $ 123,765

EXPENSES Advertising and promotion (25) 876 1,218 1,412 2,552 3,053 Amortization 11,360 11,370 11,500 34,080 34,110 34,500 Bank charges 89 1 250 469 711 750 Bookkeeping 61 520 500 901 1,440 1,500 Loan interest 206 471 300 634 531 900 Conservation 27 - 1,000 978 - 2,800 COGS - consigned goods 1,334 4,318 2,390 2,977 5,134 7,310 COGS - purchased goods ------Exhibitions 2,304 795 500 3,699 6,676 500 CARFAC fees ------Fundraising and special events (31) 163 7,000 2,093 4,744 7,400 (Gain)/loss on disposal of assets ------Insurance ------Office and general (262) 1,452 1,000 1,978 3,458 3,000 Programmes 6,743 2,958 1,420 12,967 7,000 5,370 Professional fees ------Professional development and travel - - 200 - 216 600 Scholarships and awards - 300 300 300 1,300 300 Telephone 125 127 150 375 377 450 Utilities 55 2,126 3,000 5,068 7,498 8,000 Repairs and maintenance 823 648 1,980 3,091 5,119 5,940 Wages 12,794 13,909 16,018 39,424 41,658 40,921 Employee benefits 812 663 1,281 2,935 2,666 3,274

TOTAL EXPENSES 36,415 40,697 50,007 113,381 125,190 126,568 SURPLUS / (DEFICIT) $ 78,543 24,121$ 33,583$ $ 45,101 $ 639 $ (2,803)

INTERNALLY PREPARED UNAUDITED Page 91 of 103 The Orillia Museum of Art and History Statement of Revenue and Expenditures - Operating Fund For The Three Months Ended December 31, 2015

Month Year To Date Last Year Actual Budget Last Year Actual Budget REVENUES Donations $ 6,565 2,837$ 15,000$ $ 10,613 $ 26,581 $ 29,000 Sponsorships 100 800 1,500 600 950 2,000 Fundraising events 3,341 9,286 14,000 21,549 19,065 17,900 Admission by donation 139 - 500 745 1,246 1,870 Memberships 1,070 765 1,690 4,770 3,130 4,840 Grants (schedule 1) 18,750 41,061 43,500 20,250 47,593 44,140 Programmes 5,988 1,706 1,500 9,538 7,081 5,115 Exhibition submission fees ------Facilities rental 151 610 400 2,020 1,445 2,200 Shop sales - consigned goods 2,488 3,473 3,500 7,342 10,408 10,700 Shop sales - purchased goods ------Investment income ------

TOTAL REVENUES 38,592 60,538 81,590 77,427 117,499 117,765

EXPENSES Advertising and promotion (25) 876 1,218 1,412 2,552 3,053 Bank charges 89 1 250 469 711 750 Bookkeeping 61 520 500 901 1,440 1,500 Loan interest ------Conservation 27 - 1,000 978 - 2,800 COGS - consigned goods 1,334 4,318 2,390 2,977 5,134 7,310 COGS - purchased goods ------Exhibitions 2,304 795 500 3,699 6,676 500 CARFAC fees ------Fundraising and special events (31) 163 7,000 2,093 4,744 7,400 Insurance ------Office and general (262) 1,452 1,000 1,978 3,458 3,000 Programmes 6,743 2,958 1,420 12,967 7,000 5,370 Professional fees ------Professional development and travel - - 200 - 216 600 Scholarships and awards - 300 300 300 300 300 Telephone 125 127 150 375 377 450 Utilities 55 2,126 3,000 5,068 7,498 8,000 Repairs and maintenance 823 648 1,980 3,091 5,119 5,940 Wages 12,794 13,909 16,018 39,424 41,658 40,921 Employee benefits 812 663 1,281 2,935 2,666 3,274

TOTAL EXPENSES 24,849 28,856 38,207 78,667 89,549 91,168 SURPLUS / (DEFICIT) $ 13,743 31,682$ 43,383$ $ (1,240) $ 27,950 $ 26,597

INTERNALLY PREPARED UNAUDITED Page 92 of 103 The Orillia Museum of Art and History Grants Revenue - Operating Fund For The Three Months Ended December 31, 2015 Schedule 1 Month Year To Date Last Year Actual Budget Last Year Actual Budget City of Orillia $ 18,750 37,500$ 37,500$ $ 18,750 $ 37,500 $ 37,500 Museums Assistance Program (MAP) ------Ontario Trillium Foundation ------CMOG ------Scotiabank ------Young Canada Works - 2,921 - - 7,471 - YouthQuest - - 4,000 - - 4,000 Canada Summer Jobs - - - - 1,732 - Northern Lights ------County of Simcoe - - - - 250 - TD Canada Trust ------Birks' Family Foundation ------Community Foundation of Orillia - 640 - 1,500 640 640 CCAF ------RBC Emerging Artists ------Ontario Arts Council ------National Bank ------CDC - - 2,000 - - 2,000 The Christina Mary Hendrie Trust, UK ------Casino Rama ------Canadian Museum Association ------Other ------

Total Grants $ 18,750 41,061$ 43,500$ $ 20,250 $ 47,593 $ 44,140

INTERNALLY PREPARED UNAUDITED Page 93 of 103 The Orillia Museum of Art and History Statement of Revenue and Expenditures - Capital Fund For The Three Months Ended December 31, 2015

Month Year To Date Last Year Actual Budget Last Year Actual Budget REVENUES Donations 76,366 4,280 2,000 81,055 7,230 6,000 Grants - - - -

TOTAL REVENUES 76,366 4,280 2,000 81,055 7,230 6,000

EXPENSES Advertising and promotion ------Amortization 11,360 11,370 11,500 34,080 34,110 34,500 Bank charges ------Loan interest 206 471 300 634 531 900 Fundraising and special events ------(Gain)/loss on disposal of assets ------TOTAL EXPENSES 11,566 11,841 11,800 34,714 34,641 35,400 SURPLUS / (DEFICIT) $ 64,800 (7,561)$ $ (9,800) $ 46,341 $ (27,411) $ (29,400)

The Orillia Museum of Art and History Statement of Revenue and Expenditures - Endowment Fund For The Three Months Ended December 31, 2015

Month Year To Date Last Year Actual Budget Last Year Actual Budget REVENUES Investment income -$ -$ -$ -$ -$ -$ Donations - - - - 1,100 - TOTAL REVENUES - - - - 1,100 -

EXPENSES Distributed to Operating Fund ------Scholarships and awards - - - - 1,000 - TOTAL EXPENSES - - - - 1,000 - SURPLUS / (DEFICIT) -$ -$ -$ -$ $ 100 -$

INTERNALLY PREPARED UNAUDITED Page 94 of 103 File Number ___ (ttif~ nf ®rill in

ORILLIA CITY CENTRE TELEPHONE 50 ANDREW STREET SOUTH (705) 325-2144 ORILLIA, ONTARIO FACSIMILE L3V7T5 (705) 325-5178 APPLICATION FOR GRANT

Please attach the following: a) Financial Statement from previous year (Balance Sheet, Income Statement, and explanation regarding any significant surplus or deficit.) b) Budget for the next operating year (Balance forwarded from previous year, revenues & expenditures) c) List of Executive Officers including names, addresses, and telephone numbers. d) Minutes from the last annual general meeting. e) (Optional) Other explanatory information -limited to five pages maximum.

Grant Request Amount st :!JoD oo PART A - Organization Name & Address Information Organization . Name (}{)!J(}ftl{!iti1J9~ J07?/rL&£ U-oVS':J3 Address y? Cbi-6-"gtt.u..ci" S"f?t'..~T E/AS/

PART B- Organization Genera/Information Number of Out of Town Membership Fee & Members Residents ___ If Applicable Geographic Area Date Served V/VLAtll /lfl.;;;l-1 Formed ~C:O::....::..o=...L.I _____ Outline the mission, purpose and objectives of your organization. L/J1fJotuG12tMft V...om;;;:,crru J!nP/2ovd """/k£1JZ @..fr,.Ct?Y o;: o/.11£ 7l¢D U6J /..(' fl ;'/£ o fz {I!';1/h Of: /1--/-)lUI Ou/11.. /l.. Ei) ,[U;f7;?o~·r {', 772./'JtvS'tTJ O.V~ /-tot/D~..J0 ,

Your Organization's Efforts Within the City of Orillia are Appreciated

2 Page 95 of 103 File Number ___

Type of Organization (i.e. Registered Charity, Non-Profit Organization, no status, etc.) and registration number if applicable.

Other Sources of Revenue (Include amounts that have been received or that are anticipated -other grants, private funding, etc.)

6'1211)..-'rS"' I (?£1 (/ /J 7;.::= J?ov!VTI o# / .f'!fil c oF (bV#~I S"l/lf?tGtv D ~ J) ;?'lJC!·I oL F /-)T771C/-I SO -- Purpose for which the current grant, if approved, would be used. Give complete details- i.e. Project or Event Description, Time Frame, Community Benefits)

.IJ701VF!-i'-V 11/J..f' Pf2o6 !Z/1/h [6,e !10m t?/..E-f>J' tVDI/7.GU

~ ;o,;;::---r;q-1~.r 17 rr71 Ch"~..:;;:D -- Do you currently receive other grants or subsidies from the City? (Facility subsidization, photocopying, secretarial, etc.)

Previous Grants From the City?

Amount Requested _.:!:.___:::::::=._$ SZJC:!__ Year of Request cf::b;)

Amount Approved _$:::__..::::u=--uo~... ___ vear of Approval LY''-'-""-; s- PART C- Signature of Authorized Official(s/

e/Z!hbnL ~-¢:n: Date ~~&~~,-e~h ------=-:-;;"'==------Date Name & Position For Office Use Only

Approved ------Denied Amount -"'-$ ______Date Comments: ______

Note: Personal Information contained on this fonn Is collected under the authority of the Municipal Act R.S.O. 1990, c.45, as amended and will be used to detennine eligibility for grants. Questions about this collection process should be directed to: The Deputy City Treasurer, City of Orillia, 50 Andrew Street South, Orillia, Ontario, L3V 7T5- (705) 325-2144 H: /Grants/ GAPP.XLS Your Organization's Efforts Within the City of Orillia are Appreciated

3 Page 96 of 103 File Number REC!IVI!D 1 (lt itn nf ~~~:7::(:.~: ®rill ia FEB 0 8 2016 ~ "Yi "" ------~~~~~~~~ ------~1 ORILLIA CITY CENTRE ~"!;.~,,~,~~::--~ TELEPHONE Clerk's Dept. 50 ANDREW STREET SOUTH (705) 326-2144 ORILLIA, ONTARIO FACSIMILE L3V 7T5 (705) 326-5178 APPLICATION FOR GRANT

Grant Request Amount $I CJCJ o PART A - Organization Name & Address Information Organization Name cYt2..tl..l.il/ '1 OiJTl1 s"(;v.p J-( 6rJ'I 0/'..Ci{ E:sri<,IJ Address 6J... f en--P-.. "':::1 , .AJ lJPJI71 Postal City (5(2. U- 1.-l;t Prov. ,::_6N:...:::_ ____Code L/61/ '1 'Z.. I Contact ArJtJt>PCZ~csrof2.. Phone ]65>;).., 'il-t{'!)o 2- E-mail Fax PART B- Organization Genera/Information Number of Out of Town -"2 Membership Fee / 1 Members ',; 0 Residents .....:"./:::___If Applicable $ c) OV '1~

Page 97 of 103 Fife Number ___

Type of Organization (i.e. Registered Charity, Non-Profit Organization, no status, etc.) and registration number if applicable. - 'b1";l7tol bLf(<;

Other Sources of Revenue (Include amounts that have been received or that are anticipated - other grants, private funding, etc.) . ~· {2__, C.fOA SJro.rJ __.,<\c:OD) cl1>(\..{A_~ i1, (JOD;,)xfL§~~~ 6 ~~'1 ci~c;: ~L>~ /V\ef\r\.,to-ers ft.. pn/Z.f.'(J ~ilk~~;!;, ~v ) Purpose for which the current grant, if approved, would be used. Give complete details- i.e. Project or Event Description, Time Frame, Community Benefits), • , ,__.-· 1 A-t:i?P..-,;PJJ 'i""o f'ROJtD~ ,g\JQ.S~\\2.:<;" ·F-cl2- MJ?rv/?,~ WHO c~vrvw /'1'\11' M ~rv-8 t:;{2S H tP v) v fl, l t0 o (.)J) ~ TlfA('. I'J o 6{-fM_tJ &-15 /(.,gf'u~ M ~ t;>\2.SK.LP TZl r> '1So &t'cfr0'5f: of hj.JN'\sUkt__~ l-{ftOJ) sl:A P. \1.A1Jl2 1 6 Do you currently receive other grants or subsidies from the City? (Facility J.J)YfJe;:f) C0(2..fi-.I!Alf7~~ 0 subsidization, photocopying, secretarial, etc.) t; .rvv~ ~, r' W ~'·I'"""" o.. !pl;_l-1- Q€,v'~<'--'S ,(\)"'- .<;>JD 6 r _ _._N_;O=-..o.., ------'-'3'""'tJO'-"'-"$"=t::-ftC=-:..-.tt ;r,." e-o'O '2:::, v_:, H 0 I ------pJ\RT1 kL. {3,~£ I £S . Previous Grants From the City? AK ·-r-r e-; ~ '1 u<.:::J1-J Amount Requested AJ2--;k ,A-LL Amount Approved \)7J1..-ve¥3 !'v\ 8{11lf6 ef2.. 5 IJP &{z.C. H I?$N'

------==-o==------Date Name- & Position For Office Use Only Approved ______Denied Amount _$::.______Date

Comments:------

Note:

Personal Information contained en this form is collected under the alllhonty of the Munldpel Act RS.O. 1990, c.45, as amended and wi~ ba used to determine eligibility for grants. Questions about this oo!lectlon process should be directed to: The Deputy City Treasurer, Oly ofCK111la, 50 Andre~~~ street South, Orillia, Ontario, L3V 7T5- (705) 325-2144. H: /Grants/GAPP.XLS

Your Organization's Efforls Within the City of Orillia are Appreciated

Page 98 of 103 Twin Lakes Secondary School "STRENGTH IN KNOWLEDGE" 381 BIRCH STREET, ORILLIA, ONTARIO L3V 2P5 Telephone (705) 325-1318 Fax (705) 325-4291

.-~R!!"!!E!!"'C!!"'E!!!!!'!!!"IVE~D~~ February s, 2o16

City of Orillia 50 Andrew Street South FEB 0 8 2016 Orillia, ON L3V7T5 OFFICE OF THE CAO

Dear City Manager

We are asking you to join our Adopt-a-School campaign in order to improve students' success in school and ultimately open up doors for their future.

Our school recognizes the problem of poor eating habits for teens. A recent survey printed by the Canadian Living Foundation's Brealifastfor Learning states that adolescents aged 13 to 17 receive a rating of"D" in overall healthy food habits. Not only does this affect students' overall health, but it prevents them from learning. The positive results of healthy eating programs include improved energy, less irritability, improved attention spans, and fewer class disruptions. Students benefit ultimately through greater school success, leading to better opportunities for their future.

Twin Lakes is currently running a lunch card program as well as a daily snack program. Studies have shown that students are more likely to eat nutritious food if it is offered to them in a group and a social atmosphere. These programs are accessible by all students. Many from our student population access nutritious food through these programs at some point in the school year. Some students regularly benefit from our food programs.