City of Orillia a G E N

CITY OF ORILLIA Regular Council Meeting Monday, November 6, 2017 - 7:00 p.m. Council Chamber, Orillia City Centre

A G E N D A

Infrared hearing aids are available on the east wall at the back of the Council Chamber. Page

Call to Order

O Canada

Moment of Silence

Approval of Agenda

Disclosure of Interest

Presentation

Deputations

Minutes

- October 23, 2017 Public Meeting re Planning Matter - October 23, 2017 Regular Council Meeting

Correspondence

Reports

7 - 12 1. Report Number 2017-20 of Council Committee.

a) Clause 5 - Email dated November 1, 2017 from Debbie Daniel.

1. THAT, further to confidential Report CD-17-21 dated October 24, 2017 from the Chief Administrative Officer regarding a staffing matter, the confidential direction be adopted.

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pre-tax premium of $438,871 (subject to normal end-of-term property and fleet adjustments);

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

AND THAT if awarded the grant, the Mayor and Clerk be authorized to execute a Transfer Payment Agreement with the Ministry of Senior Affairs.

4. THAT as recommended in Report FAC-FM-2017-06 dated October 24, 2017 from the Facilities and Special Projects Department, an expenditure of $8,000 be approved for the replacement of a heat pump that services one of the City Centre’s tenants;

AND THAT funding be appropriated from the City Centre Reserve.

5. THAT Report DSE-17-24 dated October 24, 2017 from the Development Service and Engineering Department regarding a request to reduce the speed limit on Gill Street be received as information at this time.

6. THAT Report DSE-17-21 dated October 24, 2017 from the Development Services and Engineering Department regarding the request for a crosswalk at the Barrie Road and Wyandotte Street intersection be received as information.

7. THAT Report CD-17-18 dated October 25, 2017 from the Clerk's Department regarding the proactive enforcement of Chapter 834 of the City of Orillia Municipal Code - Clean and Clear be received as information.

8. THAT Report DSE-17-25 dated October 25, 2017 from the Development Services and Engineering Department regarding the implementation of pedestrian safety measures on West Ridge Boulevard and University Avenue be received as information at this time.

AND THAT staff be directed to report back regarding the outcome of the discussion at the February 5, 2018 Council Committee meeting.

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AND THAT staff be directed to undertake a public consultation process with the outcome being included in the report.

11. THAT as recommended in Report PRCD-11-2017 dated October 24, 2017 from the Parks, Recreation and Culture Department, staff be directed to update the City of Orillia’s “Bench & Tree Donation Program - Guidelines and Applications” to remove the 15 year sunset provision for tree donations.

12. THAT as recommended in Report CD-17-19 dated October 17, 2017 from the Clerk's Department, Policy 1.13.1.1. - Accountability and Transparency be amended as set out in Schedule “A” of the report.

THAT Report Number 2017-20 of Council Committee, now before Council, be adopted.

13 - 33 2. Information Orillia - re Quarterly Report - Q3. File: F11-OUT

THAT Report IO-2017-10 dated October 16, 2017 from Information Orillia regarding its Quarterly Report - Q3 be received as information;

AND THAT the quarterly payment instalment of $10,000 be released to Information Orillia.

35 - 37 3. Grants Committee - re Report Number 2017-04. File: C12-GNT

THAT as recommended in Report GNT-2017-04 dated October 24, 2017 from the Grants Committee, the following general grants be approved:

Take a Vet to Dinner $ 675 Couchiching Jubilee House $1,000 Royal Canadian Legion Branch 34 (Pipes and Drums) $ 675

AND THAT the grant requests from Youth Haven and the Orillia Horticultural Society be received as information.

Motions

Enquiry Motions

1. THAT staff, in consultation with the Orillia Police Services Board, be directed to prepare a report with respect to the following:

The feasibility of establishing an Orillia O.P.P. satellite office in the

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downtown core as a result of the detachment moving to its new location in West Ridge.

2. THAT staff, in consultation with the Chippewas of Rama First Nation, be directed to prepare a report with respect to the following:

The feasibility of repositioning the cannons in Couchiching Beach Park to point away from the Chippewas of Rama First Nation.

Notice of Motion

Deputation Motions

Consent Agenda

39 - 42 1. Minister of Energy - re 2017 Long-Term Energy Plan. File: A16-MEI

Recommendation: Receive as information.

43 - 46 2. Minister of Finance - re Proposed retail and distribution system for non- medical cannabis. File: A16-MOF

Recommendation: Receive as information. Copy to Legislative Services Division, Clerk's Department. Copy to Orillia Police Services Board. Copy to Ontario Provincial Police, Orillia Detachment.

47 3. County of Simcoe - re Letter of thanks to the City's Emergency Control Group for participating in the County's 2017 annual emergency exercise called "Operation Comp-Action" held October 4 - 5, 2017. File: A16-COS

Recommendation: Receive as information. Copy to Orillia Fire Department.

49 - 58 4. Orillia Museum of Art and History - re 3rd Quarterly Report for 2017. File: A01- OMAH

Recommendation: Receive as information. Copy to Treasury Department.

59 - 67 5. Orillia Jazz Festival c/o DOMB - re Requesting financial assistance. File: C12- GNT

Recommendation: Refer to Grants Committee.

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69 - 73 6. Larche Communications - re Requesting a letter of support to the CRTC. File: M00-GEN

Recommendation: Refer to Mayor's Office to provide a letter of support.

By-laws

2017-105 A By-law to amend Chapter 170 of the City of Orillia Municipal Code - Municipal By-law Enforcement Officer.

This by-law repeals the appointment of Martin Kuhn of the Simcoe Muskoka District Health Unit in accordance with the Police Services Act as set out in the CIP memo dated November 1, 2017 from the Clerk’s Department.

2017-106 A By-law to Deem Lot 77 on Plan 964 not to be part of a Plan of Subdivision under Section 50(4) of the Planning Act (Sureline Assets Ltd. - 238 Barrie Road).

This by-law Deems Lot 77, Plan 964 under Section 50(4) of the Planning Act as set out in the CIP memo dated November 1, 2017 from the Development Services and Engineering Department.

2017-107 A By-law to confirm the proceedings of Council at its meeting held on November 6, 2017.

Announcements

Open Public Forum

Adjournment

Page 5 of 73 Page 6 of 73 CITY OF ORILLIA TO: The Mayor and Members of Council FROM: Council Committee DATE: October 31, 2017 SUBJECT: Report Number 2017-20 (From meeting of October 30, 2017)

Your Committee is pleased to report and recommend as follows:

1. THAT, further to confidential Report CD-17-21 dated October 24, 2017 from the Chief Administrative Officer regarding a staffing matter, the confidential direction be adopted.

2. THAT as recommended in Report TREAS-2017-G09 dated October 23, 2017 from the Treasury Department, the City’s general insurance coverage be renewed for a twelve-month term commencing January 1, 2018, through Jardine Lloyd Thompson Canada Inc. (JLT) for the pre-tax premium of $438,871 (subject to normal end-of-term property and fleet adjustments); AND THAT the Mayor and Clerk be authorized to execute acceptance of the Municipal Insurance Program Proposal.

3. THAT as recommended in Report PRCD-12-2017 dated October 24, 2017 from the Parks, Recreation and Culture Department, staff be authorized to submit an application to the Ministry of Seniors Affairs for the Seniors Community Grant Program to establish a Seniors Program Coordinator; AND THAT if awarded the grant, the Mayor and Clerk be authorized to execute a Transfer Payment Agreement with the Ministry of Senior Affairs.

Page 7 of 73 5. THAT Report DSE-17-24 dated October 24, 2017 from the Development Service and Engineering Department regarding a request to reduce the speed limit on Gill Street be received as information at this time.

9. THAT, further to Report PRCR-10-2017 dated October 24, 2017 from the Parks, Recreation and Culture Department regarding requests for various park amenities, staff be directed to contact the Orillia Disc Golf Association to discuss the feasibility of implementing a disc golf course; AND THAT staff be directed to report back regarding the outcome of the discussion at the February 5, 2018 Council Committee meeting.

10. THAT, further to Report PRCR-10-2017 dated October 24, 2017 from the Parks, Recreation and Culture Department, staff be directed to provide a further report with respect to a leash-free dog zone in Hillcrest Park and report back to Council Committee; AND THAT staff be directed to undertake a public consultation process with the outcome being included in the report.

Page 8 of 73 11. THAT as recommended in Report PRCD-11-2017 dated October 24, 2017 from the Parks, Recreation and Culture Department, staff be directed to update the City of Orillia’s “Bench & Tree Donation Program - Guidelines and Applications” to remove the 15 year sunset provision for tree donations.

R. Kloostra, Chair.

Page 9 of 73 Page 10 of 73 From: To: Janet Nyhof Cc: MAYOR EMAIL Subject: Speed Limit on Gill St. Date: Wednesday, November 01, 2017 9:59:02 AM

Dear Mayor and Members of Council:

My name is Debbie Daniel, I am the crossing guard located at Gill St. & Simcoe St. I believe that the speed limit needs to be reduced to 40 km/h on Gill St. between Oxford St. & Hwy. 12, if not permanently, than at least from 8 a.m. to 9 a.m. and 3 p.m. to 4 p.m. on school days, with the solar powered flashing light signs similar to what Laclie St. has for Couchiching Heights Public School.

I have a number of concerns why I think this area needs to be made a School Zone. The Regent Park Public School's parking lot is closed off to vehicular traffic for a certain amount of time, except for school buses so that they can safely drop children off in the mornings and pick them up when the school day is over. Also parents dropping off or picking up their children cannot legally park near the school on Regent St. or Simcoe St. That is fine, I understand the reasoning behind this. However, the parents have been told to park in the Brian Orser Arena parking lot and walk their children from there, which a lot of parents are doing. The problem is there is no sidewalk on the west side of Gill St. from Brian Orser Arena to Simcoe St. where I am located. In the mornings, if they wanted to cross at my crossing, they would have to walk along the side of the road as cars are passing closely by them, or walk in the ditches or on people's front lawns. Since this is not a very safe option, the parents and children are crossing Gill St. mid-block between Oxford St. & Simcoe St. to get to the east side of Gill St. where there is a sidewalk. Of course, the reverse happens when taking their children home after school. They walk along the east sidewalk of Gill St., then cross mid-block to the arena parking lot. Is it possible to look into putting a sidewalk on the west side of Gill St. from the arena parking lot to Simcoe St?

Another concern is visibility. With winter approaching and the amount of snow we get, the snow banks tend to get high in spots which makes visibility bad, especially with people crossing mid-block and drivers not expecting this. For cars turning off of the Hwy. 12 Bypass onto Gill St. and coming towards my crossing, I have been told that when I am in the middle of the street with my stop sign raised up high, the driver can only see the top of my stop sign and not me, for the first little stretch along Gill. Until they get a little closer to the Gill and Simcoe St. intersection, then they can see me. There is a bit of a dip in the road where my crossing is, and they can't see me until they get closer.

Distracted driving is still a very big issue as well. If there were flashing lights warning drivers that schools are in the area, it just might help get their attention.

There are some children that live south of the Hwy. 12 Bypass, that cross the

Page 11 of 73 highway at Gill St. with the crossing guard situated at that location. A small number of the older kids sometimes cross Gill St. before they get to my crossing. They have been told it would be safer to cross with me, but I can't force them.

Also, Grades 1 to 4 French Immersion students are now being bussed to Harriett Todd Public School and their pick-up and drop-off location is in the Brian Orser Arena parking lot. Parents walking their children to the bus or picking them up from the bus are also crossing Gill St., but again not at my crossing. I see a lot crossing closer to Oxford St., especially when walking them home.

I noticed that the day that Development Services and Engineering Department conducted their study was on October 20th, 2017. This was a P.A. day for Regent Park Public School. So they did not see a true picture of the volume of traffic and pedestrians trying to cross Gill St. It is a very congested area between 8 a.m. to 9 a.m. and 3 p.m. to 4 p.m. In reading Report #DSE-17-24, it stated that Section 128 (5) of the Highway Traffic Act outlines that municipalities have the authority to designate areas of roadways as "school zones" if the roadway is within 150 meters of the school property. Since 2 out of the 3 schools in the area are within 150 meters, I don't see any reason why it should not be made a school zone. I think the number of people crossing in the area should also factor into this.

The Gill St. & Simcoe St. crossing is considered an Unsignalized Intersection (no traffic lights and no all-way stop signs). There are currently 7 Unsignalized Intersection crossings in Orillia where the crossing guard needs to watch for a gap in traffic before stepping out into the street. 5 out of the 7 of these crossings have school zone signage, including solar powered flashing lights where motorists are to drive at 40 km/h when the lights are flashing. They are Laclie St. & Stanton Dr. (Couchiching Heights Public School), Fittons Rd. E. & Peter St. N. (Monsignor Lee Catholic School), 2 crossings for Orchard Park Public School (one on Fittons Rd. W. and one on West St. N.), and Brant St. W. & Patrick St. (Lions Oval Public School). The only other Unsignalized Intersection crossing besides mine that doesn't have these solar powered flashing lights is the Laclie St. and Brant St. E. intersection, which is much more than 150 meters away from any school, and only a few children cross at that location compared to my crossing and the 5 others mentioned above.

In closing, not only do I cross approximately 50 children at my crossing in the mornings, and even more than that in the afternoon, but there are parents and children crossing all along the stretch of Gill St. between Oxford St. and Hwy. 12. For the safety of everyone, please take my concerns into consideration when making your decision.

Regards,

Debbie Daniel

Orillia, ON

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CITY OF ORILLIA

TO: Mayor and Council FROM: Information Orillia DATE: October 16, 2017 REPORT NO: IO-2017-10 SUBJECT: Information Orillia Quarterly Report – Q3

Recommended Motion

THAT Report No. IO-2017-10 be received as information;

AND THAT the quarterly grant installment of $10,000 be released to Information Orillia.

Purpose

At its Special Meeting held on November 28, 2016 Council adopted the following resolution:

"THAT, further to the report dated November 10, 2016 from the Treasury Department, Council approve Issue 103 of Schedule 1-01 (2017 Operating Budget) regarding Information Orillia's grant funding request as set out in Schedule 1-11 in the amount of a $40, 000 increase to the tax levy requirement;

AND THAT the payments be released quarterly contingent on Information Orillia providing an update to Council on a quarterly basis;

AND THAT Information Orillia be directed to approach surrounding townships and the County of Simcoe for funding no later than June 1, 2017;

AND THAT the release of the funds be contingent on Council's decision regarding the restructuring of Information Orillia."

The purpose of this report is to update Council on the work to date by Information Orillia as it pertains to the aforementioned motion.

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Background & Key Facts

Information Orillia continues strong focus on our three themes: stability, sustainability and building positive community relationships.

Towards Stability

1. Staffing

Current complement includes: Chief Sustainability Officer (part-time), Operations Manager (full-time) and Manager of Volunteer Services and Youth Engagement (full-time).

The current Manager of Volunteer Services and Youth Engagement has relocated and a previous competent staff, Ethan Mask, has been rehired thus requiring minimal training.

IO continues to invest in student placements from Lakehead University, Georgian College and Twin Lakes High School. Students have been instrumental for providing backup to current staff and allowing IO to provide additional programs within limited financial resources.

Information Orillia is gaining an excellent academic reputation for providing a well- rounded and respectful student experience. The students have been extremely appreciative of the learning opportunities within IO. Please see attached 2017 Summer Student Reflections (Schedules A, B, C).

Current student placements:

• RBC Work Integrated Learning – 1 Lakehead University Business student: Chart of Accounts, Business Model • Lakehead University Community Service Learning (Team of 6 Social Work students): Crisis Navigation (Client Focused Web Supports) • Georgian College (2 students): Front desk/front line service delivery + Data Records input + Income Tax Clinic support

2. Financial

IO continues to have a positive cash flow due to attentive financial management at the staff and board level.

IO has completed a financial audit and received a “qualified opinion”.

IO has received OVCN 2017 Conference bursary.

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3. Annual General Meeting

Annual General Meeting was held on August 24, 2017.

Board of Directors:

Michael Carol Benedetti Michael Martyn Daniel Germain McMurter (Chair) (Vice Chair) (Secretary) (Treasurer) Ted Emond Ross McIntyre Jessica Russell Adam (City Councillor) Abdoullah

4. Ongoing Administrative Support of OCAN and Sunshine Initiative

Funding from the City of Orillia has allowed us to continue to provide substantive ongoing administrative support for monthly meetings, events, and promotion for the Orillia Community Action Network (OCAN) Community Table, OCAN Steering Committee, OCAN Situation Table as well as the Sunshine Initiative.

Examples of administrative support tasks include maintenance of contact information, creation and distribution of agendas, minutes, developing Terms of Reference and other related documents as directed.

A MOU with Sunshine Initiative is now in place. IO is providing support for the upcoming SI annual forum on November 25.

Based on IO Auditor’s report, it was recommended that IO should have an MOU between IO and its funding agency, the City of Orillia, regarding the administrative support for OCAN. In order to begin the process, IO will draft MOU and solicit input from OCAN regarding same.

5. Income Tax Program

• 825 clients (many with multi-year returns) • The average yearly earnings equalled $14,363.41, with 428 of those earning less than $14,000 and 677 people making less than $20,000. • 18 clients were indigenous, 83 clients had children • This program ensured our clients would receive eligible GST rebates and Trillium benefits; that those with children would receive their Child Tax Benefit; and that seniors would qualify for CPP & OAS

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Towards Sustainability

1. Program Enhancement and Expansion

IO will achieve sustainability by enhancing our existing programs, and expanding our information program repertoire with the intent to generate addition revenue.

• Expand the current year-round Income Tax Program with emphasis on client impact and convenience • Increase the data records revenue - initial discussion with Information Barrie has occurred • Enhance The HUB by redesigning the format, increasing the subscription rate, and actively promoting it to other agencies and businesses. The Lakehead business student will be completing a business case based on these requirements. • Continuation as order depot for The Good Food Box • Offering a New Series of educational workshops for non-profits including: Health & Safety for Non-Profits, Certification CPR, First Aid & Defib, Tenants: Know Your Rights • Offering a New Series Financial Empowerment workshops including: Youth Financial Literacy, Managing your Money - Financial Management for Adults

2. Grant Applications (pending approval)

• IO applied for $32,904 on July 28, 2017 from County of Simcoe Social and Community Investment Fund (SCIF) to support community liaison coordinator, 2nd youth financial literacy summer camp, inaugural conference • Change the World 2017-2019 grant application dated August 24 for $50,250 project “Youth Ambassadors 4 Community Action” • Community Foundation of Orillia and Area (CFOA) “Youth Financial Literacy and Empowerment – Breaking the Cycle of Poverty” $4,800 • Preliminary review of TD Financial Empowerment opportunities – pending on-line application • Preliminary review of Employment Standards Training and Education Program (ESTEP) in collaboration with Orillia CDC, Agilec Employment Services and Community Legal Clinic.

3. Planned Events

• IO invited to co-host Inform Ontario 2019 Symposium in Orillia, about 100 delegates would be in attendance, Inform Ontario provides all the funding

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• Volunteer 150 Appreciation Gala planned with MP Bruce Stanton April 11, 2018, location to be confirmed January 2018. The purpose is to honour 150 volunteers with a minimum of 150 volunteer hours each, MP Stanton will award certificates and pins. Save the Date!

4. Canadian Index of Wellbeing Project

• Deputations have been completed with City of Orillia, and the Townships of Severn, Ramara and Oro-Medonte. • Upcoming meetings with have been scheduled with Chippewas of Rama First Nation, Simcoe Muskoka District Health Unit and Georgian College • In discussions with Ontario Trillium Foundation to determine possible Community Impact grant

Towards Building Positive Community Relationships

• Academic: Lakehead University, Georgian College, Twin Lakes Secondary, Orillia Secondary School • Municipal: City of Orillia, Townships Severn, Ramara, Oro-Medonte • Chippewas of Rama First Nation • County of Simcoe • Health Services: LHIN, Simcoe Muskoka District Health Unit

Organizational Goals for 2017

• Ongoing service delivery improvements • Generate revenue to advance the organization operations within strategic plans • Revenue diversification through granting, social enterprise, increased earned revenues, and fundraising revenues • Diversification of services and programs to achieve sustainability

Organizational Changes in Q3

• Full time Operations Manager & Full Time Manager of Volunteer Services and Youth Engagement to maximize office performance as well as cross training to limit dependence on individuals

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Success Story

While manning the Information Orillia booth at the Orillia Waterfront Festival, I (Hager) had the pleasure of speaking with almost 100 people. To my delight, one senior gentleman shared a wonderful story about our services. He had no money, was unable to work in the fabrication trade because of failing eyesight and was on the verge of being thrown out onto the street – no shelter, no food, no money. He came to our office in a desperate state. Our staff assisted him with eye appointments, correspondence and official forms for Ontario Disability Support Payments, and most importantly, compassion and dedication. Within two months, he was receiving income, his eyesight improved with surgery and he was living off the street in his own affordable apartment. He said no one else would help him, but we did.

Options & Analysis

Option 1:

THAT Report No. IO-2017-10 be received as information;

AND THAT the quarterly grant installment of $10,000 be released to Information Orillia.

This option is recommended because this report was requested by Council as outlined in the conditions the November 28, 2016 resolution to support the 2017 Budget request.

Option 2:

THAT Report No. IO-2017-06 be received as information.

Should this option be approved, the Information Orillia report is received as information and no further funds would be released to Information Orillia. This option is not recommended as it would not be consistent with the Council direction provided in the November 28, 2016 resolution.

Financial Impact

Option 1: The cost associated with the recommended motion has been included in the 2017 Budget. Option 2: The financial impact of Option 2 would be a savings of $10,000 to the City’s Budget.

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Comments from Departments/Agencies

Comments were neither solicited nor obtained from other City Departments

Comments from Committees

Comments were neither solicited nor obtained from City Committees.

Communications

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

Conclusion

Schedules

 Schedule “A” - Jaina Reflection  Schedule “B” - Stephanie Reflection  Schedule “C” – Nikola reflection  Schedule “D” – Audit Information Orillia 2016  Schedule “E” – Sunshine Initiative MOU

Prepared by: Michael McMurter, Board of Directors Chair & Christine Hager, CSO Information Orillia

Key Contact: Michael McMurter, Board of Directors Chair

Page 19 of 73 Information Orillia: Summer 2017 Student Reflection by Jaina Kelly

My time at Information Orillia has provided me with practical knowledge and experience that has helped me develop clarity in communication, research, and a variety of interpersonal type skills such as: patience, problem solving and diffusing conflict. Coming from a background of meditation and yoga, I have a base of understanding energy and how to deflect the bad without engaging or stooping to a negative level. However, experiencing Teal’s tactful and effective skills in managing even the most difficult clients showed me how to practically apply these responses. Since I have considered a future in therapy/counselling, this type of exposure to real-life, every day social work situations is valuable and important to me.

As for the official position of “Aboriginal Outreach”, I came into this position not quite realizing that there would be so little structure to my position. I think a lot of work still needs to be done with building stronger relationships to the Indigenous communities in our area – and no one seems to deny that here! I believe that it was hard to do much in this sense, because there was so little structure to stand on and very little guidance as to specific goals. Acting as a liaison for outreach seemed to essentially fall flat after the BBQ because we never attended another event, and never heard from the ONWG. However, these road bumps have been necessary, and it felt as though my presentation ended this short contract on a high note with promise of future developments. The chance to connect with Winston from Victim Services/Lakehead Turtle Island Student Circle has opened up a window of opportunity that will allow us to work on Christine’s idea of developing a type of series for Indigenous connections. I think this created a nice type of transition toward the school year for me where I can be involved with Information Orillia still and simultaneously work on a topic I am passionate about.

This leads me to another strong positive about this position. Though I feel my title may have over- exaggerated the overall outreach I did with the indigenous communities here, I appreciate Teal and Christine being so flexible as to match me with what made me feel comfortable and productive. It was great to have time to research and work on a project, and obviously, as this idea will be continued into a bigger thing during the fall, it was worth it. This organization has done a great job at matching me with what suits my skill set, mainly drawing from my creativity and giving me duties such as: quote of the week chalk board illustrations, making maps (road map to growth) and a poster (Youth Ambassador advert), and the Twitter feed updates) . It is rare to find a position that is flexible enough to shape your duties around what makes you shine brightly and I am extensively thankful to have had such a positive, encouraging and inspiring time here.

In conclusion, it’s been weeks of growth, creativity, connection, and learning here at Info Orillia. Ending it off at the Pow Wow in Rama on the 20th of August will be a truly excellent finale to my time.

I look forward to continuing partnership through our budding Indigenous initiative; I am also more than happy to offer my media resources for small creative projects like posters, maps, etc.

All the best & Much gratitude, Sincerely,

Jaina Kelly

Page 20 of 73 My Time at Information Orillia: A Reflection

When I think about my time at Information Orillia there are many things which I know will benefit me and leave a mark on the rest of my life. I can barely think of where to start when it comes to what I learned about while working as Community Information Special Projects Assistant at Information Orillia. To begin, as a social work student I learned more from working at the front desk of Information Orillia and working with clients who walk in and call on the telephone than I ever did in any of my classes. I learned that a social worker does not only need to know about what is needed within the community, but they need to have the personality traits of empathy, patience, understanding, and kindness. These traits were easy to come by within my other employees at Information Orillia. I learned that every client just wants to be understood and empathized with when observing Teal speaking with her clients every day. I learned kindness from Michael who was always willing to help anyone who came through the door, despite the fact that his role was mainly in the volunteer sector. I even learned things about myself while working there. I learned how to work with customers who came from backgrounds very different from myself, and I learned how to deal with those customers who were more difficult than others. Although my main job was to update the database, answer phones, create the Hub, and help Teal with any other organizational things needed to be done, I was able to do far more than what was expected within my job. If I could work at Information Orillia permanently I would, because it was the best job I ever had. Once again, I would like to thank Teal, Michael, and Christine for this opportunity and for showing me immeasurable kindness during this summer, I wish you all the best.

Stephanie Liggs

Page 21 of 73 Personal Reflection

My time at information Orillia as the street team leader has been an amazing opportunity to provide my self further to information Orillia after the completion of my co-op. The chance to continue working with everyone at the office and to be introduced to the two other summer students was one I was very gracious to receive.

I believe that any short-term position such as mine being attempted for the first time will have successes and shortcomings. I can confidently say that there have been more of the former during my time at Io. The primary role of the street team leader is to be out at events promoting information Orillia and making meaningful connections within the community.

This aspect of the job was very successful as I believe I managed to attend some of the cities biggest and most key events throughout the summer. Along with running a booth and managing volunteers at these events I believe that information Orillia benefited from having a more 'fun' and interactive presence than in past years. In the future, I believe information Orillia can still benefit from having a street team leader with by doing the following, planning a core group of volunteers to assist the leader at events earlier, planning which events to attend and how long better to reduce excess hours, and doing more events that can have a full booth at.

The social media aspect of my position is one I’m truly proud of and with the hard work of Michael Simonds and myself we have grew our Instagram into one of the most successful simcoe county based non-profit organizations account. This allows information Orillia to reach a new demographic and continue growing a social media presence using the developed methods easily. I am proud to have been information Orillia’s 2017 street team leader and cannot wait to sed the work of future ones.

Nikola Georgievski

Page 22 of 73 ..

Information Orillia Inc. Financial Statements For the Year Ended December 31, 2016

Index to Financial Statements

Financial Statements

Statement of Financial Position 4

Statement of Operations and Net Assets 5

Statement of Cash Flows 6

Notes to Financial Statements 7

I HEHN TRICKEY ---f-F Professional Corporati01z Page 23 of 73 -r--rrJ--_,_H_E_'H_N_T_R_I_C_'K_E_Y ______c_h_a_rt_er_e_d_P_ro_fe_s_si_on_a_l_ Ac_c_o_un_ta_n_ts ( { Professional Corporation 11 Coldwater Street East, Orillia, Ontario L3V 1W4 Phone: (705) 325-0094 Fax: (705)325-0097 www.htca.ca

Independent Auditors' Report

To the Members of Information Orillia Inc.

Report on the Financial Statements

We have audited the accompanying financial statements of Information Orillia Inc., which comprise the statement of financial position as at December 31 , 2016, and the statement of operations and net assets and the statement of cash flows for the year then ended, and a summary of significant accounting policies and other explanatory information.

Management's Responsibility for the Financial Statements

Management is responsible for the preparation and fair presentation of these financial statements in accordance with Canadian accounting standards for not-for-profit organizations and for such internal control as management determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

Auditor's Responsibility

Our responsibility is to express an opinion on these financial statements based on our audit. We conducted our audit in accordance with Canadian generally accepted auditing standards. Those standards require that we comply with ethical requirements and plan and perform the audit to obtain reasonable assurance about whether the financial statements are free from material misstatement.

An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditor's judgment, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity's preparation and fair presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity's internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by management, as well as evaluating the overall presentation of the financial statements.

We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our qualified audit opinion.

2 Page 24 of 73 Basis for Qualified Opinion

In common with many charitable organizations, the organization derives revenue from donations and special event activities, the completeness of which is not susceptible to satisfactory audit verification. Accordingly, our verification of these revenues for the years ending December 31, 2016 and December 31, 2015 was limited to the amounts recorded in the records of the organization and we were not able to determine whether any adjustments might be necessary to contributions, surplus, current assets and net assets.

Qualified Opinion

In our opinion, except for the possible effects of the matter described in the Basis for Qualified Opinion paragraph, the financial statements present fairly, in all material respects, the financial position of Information Orillia Inc. as at December 31 , 2016, and its results of its operations and its cash flows for the year then ended in accordance with Canadian accounting standards for not-for profit organizations. ~~~ Hehn Trickey Professional Corporation Chartered Professional Accountants

Authorized to practise public accounting by The Chartered Professional Accountants of Ontario

Orilfia, Ontario Augusl24, 2017

3 Page 25 of 73 Information Orillia Inc. Statement of Financial Position As at December 31, 2016

December31 December 31 2016 2015

Assets

Current Cash $ 26,973 $ 31,806 Accounts receivable 9 714 4 015 36,687 35,821

Capital assets (Note 3) 11581 2,202

$ 38,268 $ 38,023

Liabilities and Net Assets

Liabilities Current Accounts payable and accrued liabilities $ 5,110 $ 6,289 Deferred revenue 21 1090 28.920 26,200 35,209 Net Assets Unrestricted 121068 2.81 4

$ 38,268 $ 38,023

The accompanying notes are an integral part of these financial statements 4 Page 26 of 73 Information Orillia Inc. Statement of Operations and Net Assets For the Year Ended December 31, 2016

December31 December 31 2016 2015

Revenue Fund raising $ 6,588 $ 10,667 Fee for service 24,656 20,550 Student placements 6,719 2,922 Donations 2,327 1,584 Grants 135,822 92,030

176,112 127)53

Expenses Amortization of capital assets 621 651 Bank charges 155 212 Dues and fees 964 486 Fundraising expense 400 213 General and office 4,583 2,210 Grant expenses 70,822 55,669 Insurance 969 999 Professional fees 4,093 2,714 Repairs and maintenance 68 232 Telephone and internet 826 1,486 Wages and benefits 83,357 64,984

166,858 129,856

Net income (loss) for the year 9,254 (2, 103)

Unrestricted net assets, beginning of year 2 814 4,917

Unrestricted net assets, end of year $ 12,068 $ 2,814

The accompanying notes are an integral part of these financial statements 5 Page 27 of 73 Information Orillia Inc. Statement of Cash Flows For the Year Ended December 31, 2016

December 31 December 31 2016 2015

Cash provided by (used in) Operating activities Net income (loss) for the year $ 9,254 $ (2,103) Items not involving cash Amortization 621 651 9,875 (1,452) Changes in non-cash working capital balances Accounts receivable (5,700) 3,636 Accounts payable and accrued liabilities (1,178) (1,168) Deferred revenue (7,830) 1,620

Increase (decrease) in cash and cash equivalents during the year (4,833) 2,636

Cash and cash equivalents, beginning of year 31,806 29,170

Cash and cash equivalents, end of year $ 26,973 $ 31,806

The accompanying notes are an integral part of these financial statements 6 Page 28 of 73 Information Orillia Inc. Notes to Financial Statements For the Year Ended December 31, 2016

1. Significant Accounting Policies

These financial statements have been prepared in accordance with Canadian accounting standards for not-for-profit organizations.

Nature of Business The organization was incorporated by fetters patent without share capital under the provisions of the Ontario Corporations Act on October 1, 1984. Its primary activity is to provide assistance to members of the community by way of information counselling for the purpose of facilitating access to government and social services.

The business of the organization is carried on without the purpose of gain for its members or directors and any profits or accretions to the organization shall be used in promoting its objects. Thus, the corporation is exempt from income tax.

Capital Assets Capital assets are recorded at cost. Amortization based on the estimated useful life of the asset is as follows:

Furniture and equipment - 20% diminishing balance basis Computers - 30% diminishing balance basis

7 Page 29 of 73 Information Orillia Inc. Notes to Financial Statements For the Year Ended December 31, 2016

Financial Instruments Initial and subsequent measurement

The company initially measures its financial assets and liabilities at fair value.

The company subsequently measures all its financial assets and liabilities at cost or amortized cost. Changes in the fair value of these financial instruments are recognized in net income in the period incurred.

Financial assets measured at cost or amortized cost include cash and accounts receivable.

Financial liabilities measured at cost or amortized cost include accounts payable and accrued liabilities.

Impairment

For financial assets measured at cost or amortized cost, the company determines whether there are indications of possible impairment. VVhen there is an indication of impairment, and the company determines that a significant adverse change has occurred during the period in the expected timing or amount of future cash flows, a write-down is recognized in net income. A previously recognized impairment loss may be reversed to the extent of the improvement. The carrying amount of the financial asset may not be greater than the amount that would have been reported at the date of the reversal had the impairment not been recognized previously. The amount of the reversal is recognized in net income.

Revenue Recognition The organization follows the deferral method of accounting for contributions. Restricted contributions are recognized as revenue in the year in which the related expenses are incurred. Unrestricted contributions are recognized as revenue when received or receivable if the amount to be received can be reasonably estimated and collection is reasonably assured. Endowment contributions are recognized as direct increase in net assets.

Fundraising and student placements revenue is recognized as revenue in the year in which the related expenses are incurred.

Fee for service revenue is recognized as revenue when earned, the price is fixed or determinable and collection is reasonably assured.

8 Page 30 of 73 Information Orillia Inc. Notes to Financial Statements For the Year Ended December 31, 2016

Cash Equivalents Cash and cash equivalents consist of cash on hand and bank balances.

Use of Estimates The preparation of financial statements requires management to make estimates and assumptions that affect the reported amount of assets and liabilities and the reported amounts of revenues and expenses for the periods covered. The main estimates relate to the useful life of capital assets subject to amortization.

2. Financiallnstruments

The organization has a comprehensive risk management framework to monitor, evaluate and manage the principle risks assumed with financial instruments. The risks that arise from transacting financial instruments include liquidity risk.

(a) Liquidity risk:

The organization's exposure to liquidity risk is dependent on the receipt of funds from its major funding sources and other related fundraising sources, whether in the form of grants, fundraising or other income.

3. Capital Assets

2016 2015

Accumulated Accumulated Cost Amortization Cost Amortization

Furniture and equipment $ 684 $ 369 $ 684 $ 290 Computers 31922 21656 31922 21114

$ 41606 $ 31025 $ 4,606 $ 2,404

Net book value $ 1,581 $ 2,202

\ 9 Page 31 of 73 9 Information Orillia

Memorandum of Understanding

Between

Inform~ticn Or!!!!~ Inc.

And

This Memorandum of Understanding (MOU) sets the terms and condit ions for administrative support between Information orm~a Inc. (IO) and the Sunshine I nitiative (SI).

Background The Sunshine I nitiative is a group of community enthusiasts dedicated to making OrH iia 11eafthier, happier- and sustainable. SI has received endorsement and financial support through City Council.

Information Orillia received $5,000 designated for other community projects, such as, but not limited to: SI as part of IO 2017 grant ing funding request f r l"\rn t n ~ rihl 1"\f ()r illiA fT()_ 'J()1 7-0 1' .. -··· ...... __ .... , -· -· ····- \ '.... _ ---~ - -,

Purpose This MOU defines the purpose and goals of this relationship to ensure clarity and appropriate expectations to support the activities of SI within our community.

Support The above purpose will be a,cco-m-pUshed by undertaking the fonow~ng -.-.... :. , : .... :.....-..-. OI...I..IVILIC~.

1. IO Chief Sustainabi!ity Officer (CSO) will be primarily responsible for partnership management and will assume a seat within the Sf as requested by Chair of Sunshine I nitiate (Pete Bowen). 2. IO Operat~ons Manager wHI arran9e ad+11.ini.strative support as foUows:

Page 1 of l

Page 32 of 73 a. Record minutes, send agendas 3. When requested by SI, IO will promote all SI events extensively on HUB at no charge; however, IO is not responsible for creating the material 4. Each organization will maintain their own names.

Duration This MOU is applicable for the 2017 budget and may be reviewed the City of Orillia for subsequent years, at their discretion. This MOU shall become effective upon signature by the authorized officials from IO and SI, and will remain in effect until modified, or terminated by either party by mutual consent.

Contact Information Partner name: Information Orillia Inc Partner Authorized Representative: Position c so Address '3l m, >r IS SAGA· sr.w e:e.. ,L... qA LTv~ 0 Telephone ·705- 31-to- /l<-(3 Email (.so @ ;n:kJtfYlli+"Knot 11 l•u ,o~

'-(j£~r---- Date:--"'-¥---*"....;:,_' _,llf.'+1_'1_o_ tl--'--- - Partner name: Sunshine Initiative Partner Authorized Representative: ?t:: 7~ 3o~....~c;_,.._; Position CI-IAt r\ Address 22.. ~v c ..,..fo""- C.ve; . C> .-- : I I t'c. ry,..; . I Telephone 7os 3zG '!:>'iN 7 Email pe-~e_f.:>o~.....~e~ ,z.ez_ 3 ,~ : 1 ~~===-==---=-. --

Page 2 of 2

Page 33 of 73 Page 34 of 73 CITY OF ORILLIA

TO: Council - November 6, 2017 FROM: Grants Committee DATE: October 24, 2017 REPORT NO: GNT-2017-04 SUBJECT: Grant Recommendations

Recommended Motion

THAT the following general grants be approved:

Take a Vet to Dinner $ 675 Couchiching Jubilee House $ 1,000 Royal Canadian Legion Branch 34 (Pipes and Drums) $ 675

AND THAT the grant requests from Youth Haven and Orillia Horticultural Society be received as information.

Purpose

The purpose of this report is to provide recommendations to Council with respect to grant applications reviewed by the Committee.

Background & Key Facts

Five general grant applications were received and dealt with by the Grants Committee.

Options and Analysis

There is one option provided for Council consideration; however, Council may choose to modify the recommendation:

THAT the following general grants be approved:

Take a Vet to Dinner $ 675 Couchiching Jubilee House $ 1,000 Royal Canadian Legion Branch 34 (Pipes and Drums) $ 675

AND THAT the grant requests from Youth Haven and Orillia Horticultural Society be received as information.

The Grants Committee is tasked with reviewing and providing recommendations to Council regarding grant requests referred to the Committee. A summary of the requests and recommended grants is attached as Schedule “A”.

H:\COUNSERV\AgendaC\Nov6\Grants 2017-04.doc Page 35 of 73 - 2 -

Financial Impact

The 2017 budget for grants is $62,000. If the grants included in this report are approved, the total amount spent in 2017 will be $61,993.

Consultation

Consultation requirements have not been identified at this time.

Economic Development Impact

There is no direct economic development impact associated with the recommended motion; however, these grants support community wellness.

Communications Plan

The Mayor’s Office schedules a cheque presentation for the successful grant applicants and the media are invited to attend. At this time an official news release is distributed and posted to the City’s website and social media channels.

Relation to Formal Plans, City of Orillia Policy Manual and/or Guiding Legislation

The recommendation included in this report is related to the following formal plans, City policies and/or guiding legislation:

• Policy 4.2.1.1. Guidelines - Grants Committee.

Conclusion

The Grants Committee respectfully submits this report for Council’s consideration.

Schedules

Schedule “A” - Summary of Requests and Recommended Grants - General Grant Program

Prepared by: Brad Scott, Financial Analyst

On behalf of the Grants Committee: Councillor Sarah Valiquette-Thompson, Chair Councillor Ralph Cipolla Councillor Tim Lauer Councillor Pat Hehn

H:\COUNSERV\AgendaC\Nov6\Grants 2017-04.doc Page 36 of 73 - 3 -

SCHEDULE “A”

General Grant Program for 2017

Applicant Purpose Request Recommended To subsidize dinner costs and to Take a Vet to provide a $500 post-secondary $900 $675 Dinner school scholarship.

To assist with the costs of upgrading Couchiching Jubilee the security system for residents, staff $1,500 $1,000 House and volunteers. Royal Canadian To fund band equipment, uniforms Legion Branch 34 $1,046 $675 and travel expenses. (Pipes and Drums) To aid with overall administrative Youth Haven costs associated with providing $1,500 $0 support to youth.

To subsidize costs for 130th anniversary celebration including Orillia Horticultural advertising, seed packages, rack $1,000 $0 Society cards and a flag to hang in downtown Orillia.

The second part of the recommended motion, where the grant request is to be received as information, will result in no grant being awarded.

Youth Haven

Although the Committee acknowledges the organization does provide excellent service to the local area, the Committee recommends that the request be received for information. The organization has received significant funding from the County of Simcoe and appears to have strong finances.

Orillia Horticultural Society

The Committee respects the efforts of the Orillia Horticultural Society for improving public grounds as well as promoting and protecting the local environment. The Committee has recommended not to fund this request based on the fact the City already subsidizes the organization by providing use of the Swanmore Hall for monthly meetings.

H:\COUNSERV\AgendaC\Nov6\Grants 2017-04.doc Page 37 of 73 Page 38 of 73 From: Ashley Stafford To: Janet Nyhof Subject: FW: Letter from the Minister of Energy Date: Thursday, October 26, 2017 12:11:25 PM

From: Hon. Glenn Thibeault [mailto:[email protected]] Sent: Thursday, October 26, 2017 12:04 PM To: MAYOR EMAIL Subject: Letter from the Minister of Energy

Ministry of Energy Ministère de l’Énergie

Office of the Minister Bureau du ministre

4th Floor, Hearst Block 4e étage, édifice Hearst 900 Bay Street 900, rue Bay Toronto ON M7A 2E1 Toronto ON M7A 2E1 Tel.: 416-327-6758 Tél. : 416 327-6758 Fax: 416-327-6754 Téléc. : 416 327-6754

October 26, 2017

His Worship Steve Clarke Mayor City of Orillia [email protected]

Dear Mayor Clarke:

As you may be aware, Ontario recently completed a comprehensive review of its energy plans for the future. I am pleased to inform you of the release of Ontario’s 2017 Long-Term Energy Plan (LTEP), Delivering Fairness and Choice.

The release of Delivering Fairness and Choice follows the most extensive set of consultations and engagements ever undertaken by the Ministry of Energy. This included consultations and engagements with stakeholders, municipalities, Indigenous communities and the general public. Hundreds came to the 17 open houses that were held across the province, and we engaged with representatives of over 100 different First Nation and Métis organizations and communities. The ministry also received over 1,500 submissions through the Environmental Registry, and over 2,500 submissions through the online Talks Tool, as well as other channels.

In written submissions and at meetings, we heard that affordability is a top priority and that Ontarians wanted more control and choice over how they use and pay for electricity. Delivering Fairness and Choice is committed to giving customers more choices in their energy use and will strive to make energy more affordable. Our plan ensures that Ontarians and their families continue to be at the centre of everything we do.

Ontario’s Energy Supply Mix

Since 2003, nearly $70 billion has been invested in Ontario’s electricity system. These investments have several benefits, including providing a clean, reliable electricity system. Combined with the shutdown of coal-fired generation, this has led to a significant transformation in our province’s generation mix.

In 2016, non-emitting sources accounted for more than 90 per cent of all generation in Ontario, with emitting sources accounting for less than 10 per cent. This is a significant change compared to 2003, when power from emitting sources made up one-third of our generation mix.

The 2017 LTEP recognizes that fuels are an important component of the province’s economy and Ontario is committed to decarbonizing the fuels sector. Ontario’s cap and trade program, as well as initiatives in the Climate Change Action Plan, will support the transition from conventional fuels to renewable and lower-carbon sources. The government will continue to undertake modelling and analysis to

Page 39 of 73 identify opportunities to decarbonize the fuels sector consistent with the provincial target of reducing greenhouse gas (GHG) emissions by 37 per cent from 1990 levels in 2030.

While there is currently an adequate supply of electricity, a shortfall in capacity is expected beginning in the early-to-mid 2020s due to the shutdown of the Pickering nuclear generating station and refurbishment outages at the Darlington and Bruce nuclear generating stations. Ontario is moving forward with plans to refurbish ten nuclear units at Darlington and Bruce. The refurbishments will secure 9,800 megawatts of affordable, reliable and emission-free generation capacity over the long-term while creating billions of dollars in economic activity and thousands of jobs in communities across Ontario. Darlington Unit 2 refurbishment is off to a great start and is on track to be complete on time and on budget. Ontario will continue to exercise strict oversight of nuclear refurbishments and ensure they provide value for ratepayers.

The need for additional capacity will be met through actions under the Independent Electricity System Operator’s Market Renewal initiative, which will redesign the province’s electricity markets and is expected to save up to $5.2 billion between 2021 and 2030. On the whole, we are moving away from relying on long-term electricity contracts and are enhancing the market-based approach to reduce electricity supply costs and increase flexibility.

Through the Canadian Energy Strategy (CES), Ontario is working with other provinces and territories to enhance the ways energy is produced, moved and used in Canada to maximize the social, environmental and economic benefits that flow from the energy sector. Ontario supports maintaining the CES as a central mechanism for provincial/territorial energy collaboration and as a means to continue to advance common energy priorities under the direction of Canada’s Premiers.

Energy Prices

Our success in building a clean and reliable electricity system means we can maintain our focus on helping Ontarians and their families. Over the last several years, electricity prices have increased too much, too quickly, and that’s why we took strong and decisive action in launching Ontario’s Fair Hydro Plan.

Ontario’s Fair Hydro Plan reduces electricity bills for residential consumers by an average of 25 per cent and will hold increases to the rate of inflation for four years. As many as half a million small businesses and farms are also benefitting from the reduction. Lower-income Ontarians and those living in eligible rural and Northern communities are receiving even greater reductions, as much as 40 to 50 per cent.

Thanks to Ontario’s Fair Hydro Plan, as well as a number of other measures aimed at reducing costs, the 2017 LTEP residential price outlook remains below the 2013 LTEP’s outlook for the forecast period.

Ontario’s Commitment to Conservation and Energy Efficiency

Conservation and energy efficiency are a growing part of our everyday lives and they require a sustained commitment to achieve savings over the long term. Ontario will continue to provide a variety of conservation and demand management programs for homes and businesses, and will strengthen its commitment to conservation by:

• driving toward its long-term target of electricity savings target of 30 terawatt hours of electricity in 2032, which will help offset almost all forecast growth in electricity demand; • regularly assessing the achievable potential for energy conservation, considering initiatives under Ontario’s Climate Change Action Plan, and exploring how to further integrate conservation and new Green Ontario Fund programs; • continuing to set advanced efficiency standards for products and appliances, and to explore setting or updating energy efficiency standards for key electrical equipment in drinking water and wastewater treatment plants; • further enabling demand response resources to compete with other resources through the transition to a capacity auction; • encouraging local distribution companies to pursue energy efficiency on their distribution systems, such as through measures that reduce line losses or optimize voltage, to achieve customer electricity and cost savings; and • expanding Green Button provincewide, so consumers can share their energy data

Page 40 of 73 with apps and energy management tools of their choice, which can help them identify conservation and energy efficiency opportunities.

Responding to Climate Change

Ontario is taking a leading role in the global fight against climate change. In 2014, Ontario eliminated coal-fired generation and now our electricity system is 90 per cent free of emissions that cause climate change. Thanks to our investments in cleaner generation, our electricity sector is forecast to only account for about two per cent of Ontario’s total GHG emissions in 2017, and the emissions are forecast to be more than 80 per cent below 1990 levels.

Ontario’s clean and reliable electricity system gives the province a strong foundation on which to pursue increased electrification, including the use of more electric vehicles. We will:

• use proceeds from the province’s cap and trade program to help Ontarians shift away from GHG emitting fuels that cause climate change and reduce their energy consumption; • continue to work with industry partners to introduce renewable natural gas into the province’s natural gas supply and expand the use of lower-carbon fuels for transportation; and, • strengthen the ability of the energy industry to anticipate the effects of climate change and integrate its impacts into its operational and infrastructure planning. The Climate Change Action Plan and cap and trade program form the backbone of Ontario’s strategy to cut GHG emissions to 15 per cent below 1990 levels by 2020, 37 per cent by 2030, and 80 per cent by 2050. The cap and trade program – which came into effect on January 1, 2017 – is a flexible, market-based program that sets an annual cap for GHG emissions, with the targets becoming more stringent over time. The cap will be lowered each year to enable Ontario to meet its GHG reduction targets. Cap and trade proceeds are being invested in a transparent and accountable way back into projects that fight climate change.

Together, cap and trade and Market Renewal initiatives can help to ensure electricity sector emissions in Ontario remain well below historical levels, while also helping to meet our climate change and GHG reduction commitments.

Innovation in the Energy Sector

Digitization is changing the way that global industries do business. It’s faster, more efficient, costs less, and can quickly be adapted to the needs of users and customers. The digital transformation in the electricity sector is already underway. Ontario was one of the first jurisdictions in the world to universally deploy smart meters, which are the basic foundation for a truly modern distribution system. We have taken important steps to build on this foundation through the Smart Grid Fund, which has supported 38 projects that are testing the full range of next-generation digital technologies.

However, we’re at a critical juncture in Ontario. It’s clear that there are barriers getting in the way of grid modernization, and the LTEP is taking bold steps to overcome these barriers. The goal is to create the right environment for utilities to innovate and invest in smart technologies that will improve efficiency, lower costs and provide customers more choice.

This type of innovation will enable electricity sector participants and customers to make the best use of other game-changing technologies, like energy storage, distributed generation and electric mobility. The government will also take steps to remove barriers standing in the way of these particular technologies, paving the way for further innovation in the electricity sector.

To support these efforts, the Smart Grid Fund will also be renewed and enhanced. This program has helped set Ontario apart as an international innovation leader. By continuing to invest in energy innovation, we are creating skilled jobs and economic growth, while at the same time demonstrating and deploying intelligent solutions that will make our electricity system work better. The proposed International Energy Demonstration Fund has the potential to complement these efforts by helping local innovators to diversify to new markets internationally.

These disruptive technologies will impact the traditional electric utility business

Page 41 of 73 model, changing the ways in which utilities and energy regulators think about how to provide value to customers. The evolution of Ontario’s utility sector will be supported by the work of the Ontario Energy Board, which will be enhancing its efforts to encourage greater productivity, efficiency, and accountability in regulated utilities. This includes by encouraging new partnerships between utilities to share services and explore new business opportunities.

Ontario is working with the Ontario Energy Board (OEB) to provide customers greater choice in their electricity price plans. Innovative Time-of-Use pilots are now underway in select LDC service areas, and results will help guide OEB decisions on potential new price plans that could give customers greater control, be better matched to their lifestyles and help improve system efficiency.

The net metering framework is being enhanced to give customers new ways to participate in renewable energy generation and to reduce their electricity bills. These enhancements include proposing legislative and regulatory amendments that would allow third-party providers to own and operate net-metered renewable generation systems. We are also supporting innovative renewable distributed generation demonstration projects, including virtual net metering, to help us better understand how clean generation can be integrated intelligently to solve current and future grid issues.

I hope you enjoy reading Delivering Fairness and Choice. This plan represents Ontario’s commitment to keeping electricity rates affordable while maintaining a safe, clean, modern and reliable electricity system that will benefit all Ontarians.

To view a complete copy of Delivering Fairness and Choice, please visit www.ontario.ca/energyplan.

I look forward to continuing to work with you to implement Ontario’s new Long-Term Energy Plan.

Sincerely,

Glenn Thibeault Minister

Confidentiality: If you have received this email in error, please advise us through the Ministry of Energy website at www.energy.gov.on.ca/en/contact-us/ and destroy all copies of this message. Thank you.

Page 42 of 73 Ministry of Finance Ministere des Finances Office of the Minister Bureau du ministre

i 11 Floor, Frost Building South 7e etage, Edifice Frost Sud 7 Queen's Park Crescent 7 Queen's Park Crescent Toronto ON M7A 1Y7 Toronto ON M7 A 1Y7 Telephone: 416-325-0400 Telephone: 416-325-0400 Facsimile: 416-325-0374 Telecopieur: 416-325-0374

October 27, 2017

Dear Heads of Municipal Councils:

In April2017, the federal government introduced legislation to legalize and regulate non-medical cannabis across Canada, and has firmly stated its intention to have the legislation in force by July 2018.

In response to the federal legalization of cannabis, the Government of Ontario announced, on September 8, 2017, a safe and sensible framework to govern the lawful use and retail distribution of non-medical cannabis as a carefully controlled substance within the province of Ontario.

As part of this framework, our government is proposing to retail cannabis through a government-operated Crown Corporation, as a subsidiary of the Liquor Control Board of Ontario (LCBO). This approach would meet the standards of control and social responsibility that Ontarians expect, while responding to consumer demand and displacing the illegal market. ·

Under the proposed approach, the retail and distribution system would include an online province-wide sales channel by July 2018 and up to 150 stand-alone stores by the end of 2020, starting with40 by July 2018 and rising to 80 within the first year. This proposed retail system would sell cannabis and cannabis-related items only, not alcohol.

Our proposed approach is to build on the expertise and back-office capabilities of the LCBO to set up the Crown Corporation. Our priority is to reduce the illegal market by building on our strengths to create an efficient and secure system for people across the province.

Engagement with Ontario Municipalities

Our government acknowledges that municipalities are critical partners in provincial efforts to retail and distribute cannabis in communities across the province. We recognize that many municipalities have questions regarding the legal retail and distribution of cannabis and how municipalities will be involved going forward.

. . ./cont'd

Page 43 of 73 - 2 -

1 Since the announcement on September 8 h, staff from the Ministry of Finance, Ministry of the Attorney General, Ministry of Municipal Affairs, and other partner ministries have engaged with municipalities through the Association of Municipalities of Ontario (AMO) on topics of interest to municipalities, including the retail model, enforcement and places of use. The input received to date has been valuable to informing the continued development of our approach and we look forward to ongoing discussions.

I would like to thank the municipalities that have engaged with our government to date, particularly those municipalities who participated on the conference call Minister Naqvi and I held with Mayors following the announcement, as well as, those municipalities participating on the AMO's Marijuana Task Force. I understand that there have already been several productive consultation sessions with AMO since our announcement.

I am writing you today to outline our government's approach to continuing to engage with municipalities on how retail stores may be located in advance of July 2018.

As we move forward with preparations to implement the proposed retail and distribution system, Ministry of Finance staff, together with the LCBO, will begin direct engagement with municipalities on how stores may be located for July 2018. We are proposing that the LCBO partner with impacted municipalities in advance of launch to ensure that input from municipalities can be provided directly to the LCBO and local community interests can be heard.

Identification of Municipalities for Initial Stores

To ensure Ontario's readiness for the federal government's deadline of July 2018, Ministry of Finance and the LCBO have begun identifying municipalities under consideration for initial stores. Municipalities will be identified in stages. This will support ongoing engagement with municipal staff in these affected municipalities and phase efforts to search for store sites.

Two primary considerations will be used to guide the identification of municipalities where stores will be located: first, to achieve geographic distribution of stores across the province; and second, to reduce the number of illegal stores, including dispensaries, currently operating in Ontario.

As municipalities are identified, letters from the Ministry of Finance will be sent to the municipal Clerk or GAO of each identified municipality. Ministry of Finance staff will also work to notify Heads of Councils in identified municipalities in advance of these letters and will work with these municipalities to continue an open dialogue to ensure that council's perspectives are considered. The letters will request meetings between municipal staff, Ministry of Finance staff and the LCBO to discuss the guidelines and a process for siting stores, how the LCBO will address local concerns, and municipal

.. ./cont'd Page 44 of 73 - 3 -

interests in siting. This will serve as the beginning of the partnership between municipalities and LCBO. Municipalities selected for initial stores will also be transparently identified on a website maintained by the LCBO: http://www.lcbocannabisupdates.com/. This website is expected to be launched today, October 27, 2017 and will be updated in coming weeks as the first group of letters are sent to the municipal Clerks/GAO's notifying them the LCBO intends to locate an initial store in their municipality. The LCBO will continue to update this website on a regular basis as additional municipalities are notified of the intention to locate stores in their municipality.

Guidelines and Process for Siting of Cannabis Retail Stores

Informed by consultations with AMO, proposed guidelines and a process for siting stores are being developed. The LCBO would utilize guidelines to identify specific store locations with the objectives of ensuring that youth are protected and addressing the illegal market. This includes ensuring stores are not located in close proximity to schools. Ministry of Finance staff and the LCBO are keen to meet with municipalities directly to discuss the proposed guidelines and ensure that local interests are being appropriately taken into account.

The LCBO would utilize a public notification process to inform the public that a specific store location has been identified in their community. As part of this process, the LCBO will provide information to the public that outlines the store's operations and how local impacts would be mitigated.

This notification process will also provide an opportunity for public questions and concerns on specific store sites to be submitted directly to the LCBO. More details of this process will be shared with municipal staff through the planned direct engagement.

Province-wide Online Sales Channel

Alongside the roll-out of stores, the LCBO will be implementing a province-wide online sales channel for cannabis beginning July 2018. As with retail stores, this online channel will be carefully controlled and include important social responsibility measures. It will also help meet the demand for legal cannabis access in all parts of the province.

As we establish a new legal retail system for cannabis, it is critical that we do so with the objectives of protecting our youth and addressing the illegal market. I look forward to ongoing dialogue with AMO and with municipalities as we take the next steps in implementing this important initiative.

.. ./cont'd

Page 45 of 73 -4-

I welcome your support in ensuring an open and productive partnership with our government, the LCBO and your municipality as we continue to prepare for federal legalization of cannabis in July 2018.

Where municipal staff may require assistance, please contact:

Nicole Stewart Executive Lead - Cannabis Retail Implementation Project Ontario Ministry of Finance [email protected] 416-325-1593

Sincerely,

Charles Sousa Minister c: Yasir Naqvi, Attorney General of Ontario Bill Mauro, Minister of Municipal Affairs Lynn Dollin, President, Association of Municipalities of Ontario Penny Lipsett, Chair (Acting), LCBO George Soleas, President and Chief Executive Officer, LCBO Scott Thompson, Deputy Minister, Ontario Ministry of Finance Municipal Clerks/CAOs

.. ./cont'd Page 46 of 73 County of Simcoe Main Line (705) 726 9300 Emergency Management Toll Free 1 866 893 9300 Simcoe County Fax (705) 792 5743 1110 Highway 26 Web simcoe.ca Midhurst, Ontario L9X 1N6

October 20, 2017

Gayle Jackson

Dear Gayle,

I would like to take this opportunity to extend our profound thanks to you and your team for participating in your Emergency Operations Centre, as part of the County of Simcoe’s 2017 annual emergency exercise, held on October 4-5. Dubbed Operation Comp-Action, our shorthand for Compassion-in-Action, this tactical exercise was designed to test our capacity to work together with our key partner agencies to activate our Emergency Social Services Plan for a 30-hour period. In particular, Brent Thomas’ efforts to ensure the readiness of your team were invaluable.

We chose to test our emergency social services capacity this year because we know that the resilience of our communities depends on the resilience of our residents. We take our responsibility to care for our most vulnerable residents during an emergency event very seriously and this exercise gave us an opportunity to put our plans into action.

This exercise would not have been as successful without the full commitment of your participants. Their contributions on behalf of the City of Orillia were absolutely critical to ensuring that every element of our plan was carried out. As a result of their efforts, we have learned important lessons about how to continue to strengthen our emergency social services preparedness training and response plan. We have also further advanced the skill of our staff and deepened the resilience of our communities.

The vision of Emergency Management Simcoe County is to “Prepare, Protect and Provide, for the Greater Good” and the participation of your team in Operation Comp-Action has made a real difference in our ability to fully achieve that vision.

Yours truly,

Cathy Clark Jamie Moran Manager, 9-1-1 & Emergency Planning Director, Ontario Works Co-Chair, Operation Comp-Action Co-Chair, Operation Comp-Action

Page 47 of 73 Page 48 of 73

DATE: October 25, 2017

TO: City of Orillia

FROM: Orillia Museum of Art & History (OMAH)

RE: 3rd Quarter Report for 2017 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 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, OMAH presents this written summary report to accompany the third 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’s programming staff ran seven weeks of camp, which were offered and promoted by the City of Orillia. This summer, 102 campers participated in OMAH’s camps. Simcoe Community Services brought clients for art making sessions. Also, Rama First Nation brought campers for a guided tour and activity with one of the artists from the Watershed Sci exhibition.

Over 4000 visitors came through OMAH’s doors this quarter. Eight exhibitions were on view, including The Spirit of Mariposa, Elemental Mariposa: The Makers, Elemental Mariposa: The Main Street, Watershed Sci, Substratum: New Work by Patti Agapi, Bayside Artists Canada Flag Mosaic, Camps on Couchiching (funded by County of Simcoe) and the Carmichael Canadian Landscape Exhibition: Tradition Transformed. OMAH participated in a few outreach events, including Mariposa Folk Festival, Starry Night (over 1500 visitors on that evening), and Culture Days. In September, we held our annual Don Jenkins/Bruce Bayne Croquet Tournament at Couchiching Park, which the City of Orillia graciously waived their rental fee for this event.

Page 49 of 73

Our community engagement initiative this summer was the sculptural installations at Grant’s Woods. This project, funded by the Ontario 150 Community Celebration Program grant enabled OMAH to partner with the Couchiching Conservancy and local artists to create site-specific works of art on the trails.

OMAH’s facilities continue to be available for rent.

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. Additional funding was applied for and secured in 2017 from the Canada Cultural Spaces Fund for LED lighting in all galleries, additional exhibition pedestals and mounts and upgraded sound system. All four floors are fully utilized and accessible by the public. Both guided and self-guided building tours are available for visitors. There are three exhibition spaces on the first floor and a display case installed in the gift shop to showcase objects from the collection. There are two exhibition spaces on the second floor.

Staffing

In this quarter, OMAH employed 5 full-time employees: Executive Director, Community and Visitor Engagement Coordinator, Registrar, Communications Coordinator, Visitor Experiences Coordinator and 2 part-time employees: Facilities Assistant and Museum 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 artefact collection that not only preserves Orillia and area’s history, but is used to educate the community through exhibition and education. The Community and Visitor Engagement 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 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 Visitor Experiences Coordinator coordinates the Visitor Experiences team and manages the reception area as well as gift shop merchandise. The Facilities Assistant looks after the general upkeep of

Page 50 of 73

the building and helps with the set up and strike on rentals. The Museum Assistant supports staff on weekends and evenings as required.

In the 2nd quarter, we worked with 1 youth who was funded through YMCA’s Youthquest program. We hosted 1 intern from Georgian College’s ECE program and co-op students from OSS and PF.

In the 3rd quarter, we worked with 6 youth who were funded through Young Canada Works and Canada Summer Jobs. These youth gained work experience through customer service, digital engagement, collections management, community programming and exhibit design and facilitation. 1 unpaid intern worked in the summer in collections and research. This position received funding from Young Canada Works to continue the work until the end of the year. In September, 2 interns joined OMAH from Lakehead University and 1 co-op student from Patrick Fogarty. ______

The Orillia Museum of Art & History is governed by a Board of Directors made up of dedicated members of the community. OMAH has developed a new three-year strategic plan: OMAH Horizon 2020. OMAH’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 2017 of the annual commitment of funds from the City of Orillia.

Page 51 of 73

Any further enquiries may be directed to the Board of Directors directly or through Mike Bunn, Treasurer, Board of Directors. Email: [email protected], telephone 705-323-6524.

Respectfully,

Ninette Gyorody Executive Director Orillia Museum of Art & History cc: Ted Markle, Chair Mike Bunn, Treasurer Ted Duncan, Vice-Chair Deane Ewart, Secretary Councillor Ted Emond, City of Orillia Representative

Treasurer’s discussion on the financial statements for the year ending September 30, 2017 • The statements below are our year end unaudited financial statements, we are in the process of preparing the working papers for our auditor. • Consolidate revenues of $581,077 exceeds last year but is below budget. The variance is a result of a very generous donation. Membership sales have exceed last year but have not met budget. We had budgeted for Grant revenue which did not materialize during the year. • Expenses of $641,044 exceeds last year but are under budget. One of the reasons in wages a budgeted position has not been filled. We also incurred additional professional fees, which resulted is a successful result of the HST audit.

Page 52 of 73

• The result of the above is a consolidated deficit the yearend of $59,966 which is a better than budget.

Respectively submitted

Mike Bunn CPA, CA Treasurer.

Page 53 of 73 The Orillia Museum of Art and History Balance Sheet 30 September 2017

Operating Endowment Capital Fund Consolidated Fund Fund ASSETS Current Cash $ 41,602 $ 1,548 $ 1,756 $ 44,906 Accounts receivable 69,734 - - 69,734 Grants receivable 75,000 - - 75,000 Interfund amounts 2,125 (1,141) (984) - Inventory 13,605 - - 13,605 Prepaid expenses 4,409 - - 4,409 206,475 407 772 207,654

Investments - - 192,401 192,401 Collection - 347,641 - 347,641 Property, plant & equipment - 2,210,298 - 2,210,298 TOTAL ASSETS $ 206,475 $ 2,558,346 $ 193,173 $ 2,957,994

LIABILITIES AND FUND BALANCES Current liabilities Accounts payable and accrued liabilities $ 6,712 $ - $ - $ 6,712 Bank overdraft - - - - Deferred contributions 9,750 - - 9,750 TOTAL LIABILITIES 16,462 - - 16,462

FUND BALANCES Restricted - 2,558,346 - 2,558,346 Externally restricted - - 193,173 193,173 Unrestricted 190,013 - - 190,013 TOTAL FUND BALANCES 190,013 2,558,346 193,173 2,941,532 TOTAL LIABILITIES AND FUND BALANCES $ 206,475 $ 2,558,346 $ 193,173 $ 2,957,994

INTERNALLY PREPARED UNAUDITED Page 54 of 73 The Orillia Museum of Art and History Statement of Revenue and Expenditures - Operating Fund For The Year Ended 30 September 2017

Month Year To Date Last Year Actual Budget Last Year Actual Budget REVENUES Donations $ 12,050 1,850 $ 6,514 $ 72,044 $ 132,806 $ 83,183 Sponsorships - - - 1,460 850 8,500 Fundraising events (9,065) 2,585 - 44,304 89,444 84,801 Admission 897 754 1,000 7,349 8,341 10,424 Memberships 1,270 555 1,285 10,314 10,668 15,140 Grants (schedule 1) 73,943 2,702 90,306 238,410 218,774 279,806 Programmes 2,701 7,417 - 45,305 60,364 48,841 Exhibition submission fees 420 - 7,000 7,568 8,508 7,118 Facilities rental 425 862 200 5,206 4,607 3,200 Shop sales 3,521 1,269 3,300 30,234 30,947 35,017 Investment income - - - 3,823 - 3,600 - TOTAL REVENUES 86,162 17,994 109,605 466,017 565,309 579,630

EXPENSES Advertising and promotion 1,072 2,404 2,700 14,710 13,124 25,527 Bank charges 307 211 300 3,599 5,388 3,666 Bookkeeping 760 280 500 6,020 5,420 6,300 Conservation 791 627 450 4,214 9,144 11,902 Cost of Sales (7,024) 1,807 2,510 5,614 25,577 28,136 Exhibitions 8,391 3,477 500 35,366 42,691 32,799 CARFAC fees - - - 2,000 6,400 6,400 Fundraising and special events (841) 272 - 18,327 36,413 29,045 Insurance 266 - - 7,125 7,480 7,500 Office and general 6,275 583 6,000 16,438 10,994 17,797 Programmes 4,008 3,060 - 32,985 34,068 44,341 Professional fees - 500 - 4,500 13,585 6,000 Professional development and travel (26) 100 200 1,201 2,033 2,200 Scholarships and awards - 500 - 420 3,000 600 Telephone 234 99 225 1,045 869 2,699 Utilities 4,295 2,538 2,750 34,888 31,152 38,863 Repairs and maintenance 6,666 2,097 3,080 28,842 27,549 32,107 Wages 26,381 28,047 19,720 205,270 211,534 261,731 Employee benefits 2,075 1,802 1, 578 14,622 15,003 21,017 - TOTAL EXPENSES 53,630 48,404 40,513 437,186 501,424 578,630 SURPLUS / (DEFICIT) $ 32,532 $ (30,410) $ 69,092 $ 28,832 $ 63,886 $ 1,000

INTERNALLY PREPARED UNAUDITED Page 55 of 73 The Orillia Museum of Art and History Grants Revenue - Operating Fund For The Year Ended 30 September 2017 Schedule 1 Month Year To Date Last Year Actual Budget Last Year Actual Budget City of Orillia $ 37,500 $ - $ 37,500 $ 150,000 $ 150,000 $ 150,000 Museums Assistance Program (MAP) - - - - - 5,500 Ontario Trillium Foundation ------CMOG 17,806 - 17,806 17,806 - 17,806 Scotiabank ------Agilec - 8,000 Young Canada Works 9,567 - 20,000 17,038 27,633 20,000 YouthQuest - 1,702 - 14,552 4,305 7,000 Employment experience 772 Canada Summer Jobs 3,070 - 5,000 12,272 4,848 5,000 Northern Lights - - - 16,990 1,000 - County of Simcoe 6,000 - - 6,000 - 4,000 TD Canada Trust - - 5,000 - - 7,500 CFOA - - - - - 1,000 Birks' Family Foundation . - Community Foundation of Orillia - 1,000 - 1,140 3,500 - CCAF - - - - - 10,000 RBC Bluewater - - - - - 5,000 Ontario 150 - - - 12,000 Ontario Arts Council - - 5,000 - 3,981 5,000 National Bank ------CDC - - - - 2,000 The Christina Mary Hendrie Trust, UK ------Casino Rama ------Canadian Museum Association ------Other - - - 1,840 23,507 20,000

Total Grants $ 73,943 $ 2,702 $ 90,306 $ 238,410 $ 218,774 $ 279,806

INTERNALLY PREPARED UNAUDITED Page 56 of 73 The Orillia Museum of Art and History Statement of Revenue and Expenditures - Capital Fund For The Year Ended 30 September 2017

Month Year To Date Last Year Actual Budget Last Year Actual Budget REVENUES Donations $ 340 $ 780 $ 1,000 $ 55,242 $ 14,525 $ 12,000 Grants ------

TOTAL REVENUES 340 780 1,000 55,242 14,525 12,000

EXPENSES Advertising and promotion ------Amortization 11,370 11,500 11,500 137,233 137,610 138,000 Bank charges 25 29 25 1,000 410 300 Loan interest ------Fundraising and special events ------(Gain)/loss on disposal of assets ------TOTAL EXPENSES 11,395 11,529 11,525 138,233 138,020 138,300 SURPLUS / (DEFICIT) $ (11,055) $ (10,749) $ (10,525) $ (82,991) $ (123,495) $ (126,300)

The Orillia Museum of Art and History Statement of Revenue and Expenditures - Endowment Fund For The Year Ended 30 September 2017

Month Year To Date Last Year Actual Budget Last Year Actual Budget REVENUES Investment income $ 12,470 $ - $ - $ 16,293 $ - $ 8,600 Donations - - - 2,351 1,243 243 TOTAL REVENUES 12,470 - - 18,644 1,243 8,843

EXPENSES Distributed to Operating Fund - - - 3,823 - Scholarships and awards 1,000 1,000 - 3,100 1,600 5,600 TOTAL EXPENSES 1,000 1,000 - 6,923 1,600 5,600 SURPLUS / (DEFICIT) $ 11,470 $ (1,000) $ - $ 11,721 $ (357) $ 3,243

INTERNALLY PREPARED UNAUDITED Page 57 of 73 The Orillia Museum of Art and History Statement of Consolidated Revenue and Expenditures For The Year Ended 30 September 2017

Month Year To Date Last Year Actual Budget Last Year Actual Budget REVENUES Donations $ 12,390 $ 2,630 $ 7,514 $ 129,637 $ 148,574 $ 95,426 Sponsorships - - - 1,460 850 8,500 Fundraising events (9,065) 2,585 - 44,304 89,444 84,801 Admission by donation 897 754 1,000 7,349 8,341 10,424 Memberships 1,270 555 1,285 10,314 10,668 15,140 Grants 73,943 2,702 90,306 238,410 218,774 279,806 Programmes 2,701 7,417 - 45,305 60,364 48,841 Exhibition submission fees 420 - 7,000 7,568 8,508 7,118 Facilities rental 425 862 200 5,206 4,607 3,200 Shop sales - consigned goods 3,521 1,269 3,300 30,234 30,947 35,017 Investment income 12,470 - - 20,116 - 12,200

TOTAL REVENUES $ 98,972 $ 18,774 $ 110,605 $ 539,903 $ 581,077 $ 600,473

EXPENSES Advertising and promotion 1,072 2,404 2,700 14,710 13,124 25,527 Amortization 11,370 11,500 11,500 137,233 137,610 138,000 Bank charges 332 240 325 4,599 5,798 3,966 Bookkeeping 760 280 500 6,020 5,420 6,300 Conservation 791 627 450 4,214 9,144 11,902 COGS - consigned goods (7,024) 1,807 2,510 5,614 25,577 28,136 Exhibitions 8,391 3,477 500 35,366 42,691 32,799 CARFAC fees - - - 2,000 6,400 6,400 Fundraising and special events (841) 272 - 18,327 36,413 29,045 (Gain)/loss on disposal of assets ------Insurance 266 - - 7,125 7,480 7,500 Office and general 6,275 583 6,000 16,438 10,994 17,797 Programmes 4,008 3,060 - 32,985 34,068 44,341 Professional fees - 500 - 4,500 13,585 6,000 Professional development and travel (26) 100 200 1,201 2,033 2,200 Scholarships and awards 1,000 1,500 - 7,343 4,600 6,200 Telephone 234 99 225 1,045 869 2,699 Utilities 4,295 2,538 2,750 34,888 31,152 38,863 Repairs and maintenance 6,666 2,097 3,080 28,842 27,549 32,107 Wages 26,381 28,047 19,720 205,270 211,534 261,731 Employee benefits 2,075 1,802 1,578 14,622 15,003 21,017

TOTAL EXPENSES 66,025 60,933 52,038 582,342 641,044 722,530 SURPLUS / (DEFICIT) $ 32,947 $ (42,159) $ 58,567 $ (42,438) $ (59,966) $ (122,057)

INTERNALLY PREPARED UNAUDITED Page 58 of 73 GENERAL APPLICATION FORM

PLEASE COMPLETE ALL SECTIONS All applicants must complete !his general application form. Those applying for multi"year funding, or to Tiers 2 and 3, must also complete the Supplemental Application Form available online at orillia.ca/granls.

Type of Application: 1~Time applicant Multi-year applicant ·

Part A- Organization Name & Confacl: lnfonna~ion ~

Organization Name: 0 I(" I \ \ )C\ -] Q7A-:: CL-S !' I r.vf

i Organization's Street No: ?J Street Name: f1 ; 5"5 \ 5 5 C\. c q_ Mailing Address: Unit No: Postal Code: t-:!J 5 ,P. J Main conta~~eS~sn""' 'vV i ITS hone ~llP~ ?/L&- feb 5<. E-mail: i k..o,1110ie5,CC\ Fax:(/00) ?Jl-fo-13'6g Type of Organization: Not -f o-<- p y- C1 f rt Registration number, if applicable:

NOTE: If the organization has "no status," the festival or event cannot be a for-profit venture whereby organizers receive payment for services rendered. The organization can, however, have paid staff.

Festival Title: 0 r i I I i Cl s O..l-'2- Fest i v' rvl

Date(s) of Festival (MM/DDIYYYY) Is m.embershlp in your -r;. 0 .}-. II 3 organization required to 1 r .J Date: c..--1 No. of Programming Hours: . attend the festival? f~ Date: Oc..-/- 11.- No. of Programming Hours: I() S Date: Oc..-1 I 9 No. of Programming Hours: 1)) S ate: Od /f' No. of Programming Hours: I 0

Partnership Program for Cultural Festivals and Events - Application 3 Page 59 of 73 Provide a general overview of your festival or event. Please Include your mandate and programming objectives. (Note, your festival must meet at least one of the pra,gram objectives listed in Item 2 of Policy 4.2.2.1.)

Ori\\ia Jazz Festival is an organiza\ion whose key event is a \ong·running multi-day jazz mus,ic les\iva\. originally established to generate business in the community during the tourism "shoulder season". It has traditionally featured a headline act at a performance venue and entertainment in restaurant venues throughout the city and surrounding area. Just a few past performe·rs of note are Holly Cole, Oliver .Jones, Lance Anderson and Alex Pang;man, The 2014 festival feat

The festival's general mandate is to g

Partnership Program for Cullural Festivals and Events -Application 4

Page 60 of 73 Explain how your festival is unique to Olillia and how it benefits the community. ·

Orillia Jazz Festival showcases local, regional and national jazz artists- leaning heavily on the talents _ ~ ( Ji and connections of iconic \azz and blues player Lance Anderson over the years. In 2014 year we '7' C r· ..A7 ·110 deve\op~dd\tional programming partnerships- with Barrle and Toronto based jazz artlsts including 1 members of Jazz music programs at Humber and Mohawk Colleges and York University, via Barrie~! musician Stuart Steinhart and with regional choral group The Cellar Siingers -and lifllr>e'ile·continue"0itl1 those and evolve the festival and keep If. fresh b,Y jfndfng others, fike contac~s at the Hunt~vffle Festival of ~1-l, the Arts. - \j '-) - h C'v?' p l,r,.z._(';( I, t\ '{"\ c{ b,// I' tS cOv-c--h I n ,-1 I ,.J(r .1 r 1 __.) • ~~""" , l c~c/ Our unique blend oftalentbegs unique venues to play ln wl1lch we easily supply- patrons are lil}n,(s bars, comfortable and casual family eating places and fine dining establishments. VVe ~lfii;~;Jt>td:il!l"el'ble' ~r.!~l.f~eJ;lf"lll;e-~~ . . ih ' ~- We plan to use St. Paul's United Church and some of OMAH's beautiful spac this year. r 0-.CI o..__,i Benefits to the community will be financ\.al to the peliorrning artists and venues, hotels and otherYating places and retail establi.shments- especially those downtown, where much of the programming will occur. The festival will help maintain Otiillla's status as a vibrant center for music, art, and culture generaii~On a local level this event is a great source of enjoyment, satisfaction, pride and musical mind expansion for everyone involved in organizing it and everyone who participates and attends. I -- ' -

What community support does your festival have? (Check allihat apply)

~umilflg palfioom (!Jiease lis!: in ~Jir ~lfl9 bl'ldget docl'lmentation) v t:"armet!Ship programming • _. \/community volunteers . . Other- Please specify: lb'l \1 ~( c:? ~ \ \ "C I\ YV]Oc V't Please elaborate: ··· Ori'!11t'J.J ~ c ' · L) 04 ~AA r d! C:; ~b ()( I(I,L _ ~Jolr\ "' 1-~c'-"ic\. bt·~ C? _ . . . -. . ~-·- z_,7 DOciP,(' ~.r D~t.rl 11\!~~ b rlf) Fundmg Partne~s- we Will call on many businesse~ for small donations eg. Parr~ A·~\<>m<>\ive, Al\eycatt 0 J P,c.t rfl :5' 1\/rUSIC & Art, and canc~ow g~ pack to ,J)r8Vi0US festival sup,porters t1 >t helped at£riouslelels to ' - re-engagethem.~\· -"o_~, (10 I~OvrV'\(A v:,~~rJr Su~'F)('J ) q~-1- ~- Y(CL(<:. Partnelshlf' Programming -~wiU-wll GR !;!QJ 4 fl8't ' ~.TI--.c•, ..._ 'ty Ch ' s " c-,-- -- , -··- ' ~== a-~•v I Oir; tuart !Stetnhart and Bame and Toronto based Jazz musicians, Humber C-ollege Jazz Music Program faculty members, York University, Mohawk College and University of Toronto; Lance Anderson contacts and ad~rce an

Page 61 of 73 ----·-~--~-~---~------·-·--·------··------~~----..

--·'--_-st- P~T~ ?_::rJ-~ ~- An d crso"' ~; ( I I P' 0 cl 'A(_,td (A . c, h 0 w 1or 7-0 n fu; 'r

h_ ~ .. :u\ 5 0 f f\ \ s ']_o ( c? .'(? "{' C; c{ (;\ (__,!(_ ,d\ sl~o '"") ,, :!!JOe 7~L R_o I c~ I H '1_~ +k:_o_~ \0 v ~ \ (J ~ 0 y· l) \.?1\l.X..· E./ 1 \ , V\~ I o v~ t- \ . · ' ~o ·. ..-~- ·to s.e_,v ;' ,-., }, \), (" C 1. \.? / IJ . - -( C C.\,/\'1 vJ Q'! 0

L/0\.A~v-'\ \/ "'~~dr \r1<2... -~.o-!V'.es uf wPage .fo~ 62 of 739-0l6 Page 63 of 73 Funding Request

Total amount requested from the City: $

NOTE: For multi-year applicants, this is the amount you are requesting for the next 3 years, and can only be changed at the time of renewal. · ·

Do you currently receive subsidies or in-kind support from the City of Orillla? (facility cj6:~ion, photocopying, secretarial, etc.)

Yes. Please specify: _

Have ye received grants from the City of Year of request Amount requested: Ol'illraTri) vious years? 2.0 l (,. v 7~ 0 ll $ 'J.-, s ()(),,- Yes· Year of approval: Amount approved: No irO I & 'I· 1.--0 I-·7 lli I 000.- ' Explain how you plan to use the grant, if approved (ie to add new programming, expand marketing, support volunteer development) . . ----.. -·-····-··---~- ·----"

Pallnership Program for Cultural Festivals and Events- Application 6

Page 64 of 73 lAs~ of f ~ds ( cov-~ t 1 d)

Page 65 of 73 In addition to funding, what in-kind support would be most beneficial to your festival? This could be support facilitated by City staff or other partners.

. . If this support could be arrangad within the current funding year. would you oonsider it in lieuoffunding? Yes ~Maybe (hc..:t l 0 _ove( (~ b tIll o, \ ' w;, wl~' I_~,, } rv-> lA 1 I ~~ 1'-¥"'~ ! Of" Fina~cial state?Jents fr~m ~~evious year (Balanc~ Sheet, ll'loo_.m.e Statement, and QJf 'ct\¥\ ill explanation regardmg any s1gmf1cant surplus or def1c1t). T1er 3 applmants must '·\ 1 1 include an audited financial statement or a financial statement professionally ? C'A. lu_/ prepared by an accountant.

Budget for the next operating year (Balance forwarded from previous year, revenues, and expenditures).

Supplemental Grant Information Form (Tier 2 and Tier 3 applice:nts only) ..

List of Executive Officers including names, addresses, and telephone numbers.

Minutes from the last annual general meeting (if applicable).

Optional- Other explanatory information -limited to 5 pages.

Partnership Program for Cultural Festivals and Events - Application 7

Page 66 of 73 Part D- Signature of Authorized Official(s)- Oct eJll ;i~~yu?~~ Date s l).$ Cl f\ wi \ \_s; ~ r (J,.;,o,; r 81/fi>O{) > , • Pri"dpoJ 01 9-~·N"' 11-~ Name & Position Date

For Office Use Only: Approved Denied Amount$ ·Date: Comments:

In accordance with the Municipal Freedom of Information and Protection of Privacy Act, any personal information that is collected is done so under the authority of the Municipal Act, S.O. 2001, c.25 and will be used to contact applicants under the Partnership ·Program for Festivals and Events. Questions about this collection should be directed to the Freedom of Information Coordinator atlOS-325-1311.

Partnership Program for Cullural Feslivals and Events - Application 8

Page 67 of 73 Page 68 of 73 From: Ashley Stafford To: Janet Nyhof Subject: FW: Letter of Support Request Date: Thursday, November 02, 2017 10:32:42 AM Attachments: Larche-Bell Support Letter.docx

From: Paul Larche [mailto:[email protected]] Sent: Thursday, November 02, 2017 9:55 AM To: MAYOR EMAIL Subject: Letter of Support Request

Hi Mayor Clarke

Hope all is well.

As you may know, I announced back in July that I have sold the radio assets of Larche Communications to Bell Media. This was a bitter-sweet decision for me and my family, but I take comfort in knowing I’m leaving the stations in good hands. In fact, this was instrumental in my decision. I’m confident Bell Media will continue to grow the stations to the benefit of our employees, listeners and communities we serve. Bell Media have many stations in smaller markets across the country and have a proven track record of delivering exemplary local programming and promoting excellent community engagement.

In that vein, Bell Media has agreed to honour our various campaign pledges to our “Radio for ...” campaigns, including Radio for Cardiology in Simcoe County.

Also as part of the purchase, Bell Media has committed to spending over $160,000 over 7 years in our communities to support performances by Canadian artists - including over $40,000 towards the Mariposa Folk Festival in Orillia.

To ensure the application is successful, I am asking for your support. As part of the process, the CRTC looks for written comments as a key part of its deliberations. I hope that you will take the time to lend your support for this application, and I have attached instructions explaining how to participate in the process.

If you agree to support us, we are also happy to write your letter of support and submit it to the CRTC on your behalf. Just let me know how you would like to proceed.

The deadline for letters to be received by the CRTC is November 24, 2017. Please don’t hesitate to contact me via my cell 705-791-6339 if you have any questions.

Your support is extremely important and is very much appreciated.

Sincerely,

Page 69 of 73 Paul Paul Larche| President

Larche Communications Inc. T: 705-720-1991 x802 | M: 705-791-6339 Email: [email protected] 355 Cranston Crescent, Midland, ON L4R4L3

Page 70 of 73

LARCHE ACQUISTION—KEY POINTS FOR LETTERS OF SUPPORT

• Bell Media’s stable of 105 stations across the country deliver a diverse array of programming to communities large and small and they have developed a strong reputation for their commitment to the communities they serve, as well as breadth of their radio industry knowledge and experience. Bell Media has been very clear that they are investing in these Larche stations to expand on the strong legacies they have created, and as such, I firmly believe that we will continue to receive high-quality local programming on these stations.

• Bell Media stations are beloved by their local communities, and have a proven track record of delivering exemplary local programming and promoting community engagement. Under Bell Media's ownership, these stations will continue to be a valuable community partner – with respect to both the programming and the support provided to local community groups and charities. We are pleased to hear that Bell Media will embrace Larche’s longstanding commitment to invest back into the communities its stations serve. [Provide examples, if applicable to your organization.]

• This acquisition will strengthen Bell Media's contributions overall to the Canadian radio broadcasting industry, of which Bell Media has been an integral part for over 60 years. It will also enhance their contribution to the Canadian music industry, though their promotion and support of great Canadian music. For example, in addition to the contributions to the Radio Starmaker Fund, FACTOR, the Community Radio Fund of Canada (CRFC) Bell Media will direct over $42,000 over 7 years to each of the following recipients in order to support performances by Canadian artists.

• Midland--The Midland Cultural Centre • Owen Sound--The Summerfolk Festival • Orillia—The Mariposa Folk Festival • Sudbury-- The Northern Lights Festival Boreal

• The public interest would be served by the approval of this transaction because listeners from these communities will continue to benefit from a wide variety of local radio programming options.”

APPLICABLE TO THE ORILLIA, MIDLAND AND SUDBURY STATIONS ONLY:

• The presence of two local television stations owned by Bell Media (CTV TWO Barrie and CTV Sudbury) will not only allow for a deeper level of news coverage to listeners of CICX-FM Orillia and CICS-FM but also provide opportunities for the enhanced promotion of local charities and community groups, all of which would be to the benefit of the public.

• Approval of this application will also create cross-promotional opportunities. Not only will this allow for more robust promotion of local programming on all stations, it will also broaden the reach of worthwhile charity and community events. [Provide examples, if applicable to your organization.]

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How to Lend Your Support

• To view the application, please go to the CRTC’s website at the following link: http://www.crtc.gc.ca/eng/archive/2017/2017-381.htm#bm4

• We have provided a template letter (attached) which contains certain paragraphs that must be included in your letter of support.

• Please see the attached Key Points document to help guide you in writing your letter. Please use only the Key Points that are applicable to your organization.

• Please speak to your current relationship with the Larche stations and provide examples, where applicable, of initiatives where we have supported you.

• Please address your letter to:

Secretary General (Acting) Canadian Radio-television and Telecommunications Commission Ottawa, Ontario K1A 0N2

• Please forward a copy of your completed letter to Bell Media at the following email address: [email protected] and to Paul Larche at: [email protected]

• Bell Media will look after forwarding your letter to the CRTC. Please note that your letter will be placed on the public record of this application.

• If you have any concerns or questions about this process, please contact David Spodek at [email protected] or 416-384-4582. Remember, the deadline for letters to be received at the CRTC is November 24, 2017.

• We appreciate your support and THANK YOU for taking the time to write in support of Larche Communications and Bell Media.

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Example Template

[Date]

Secretary-General (Acting) Canadian Radio-television and Telecommunications Commission Ottawa, ON K1A 0N2

Subject: Broadcasting Notice of Consultation CRTC 2017-381 – Application by Bell Media Inc. on behalf of Larche Communications Inc – Application No. 2017-0647-5

Dear Sir:

This is a letter of support for the application filed by Bell Media to acquire Larche Communications and its radio licences for CICZ-FM Midland, CJOS-FM Owen Sound, CICX-FM Orillia and CICS-FM Sudbury.

[Insert paragraphs about your organization and your relationship with the Larche stations as well as why you support this transaction (see Key Points document.]

Please note that I do not wish to participate in a public hearing and that I have requested that Bell Media submit this letter of support on my behalf in accordance with Broadcasting Information Bulletin CRTC 2010-28-1.

Thank you for the opportunity to support this application.

Sincerely,

cc. [email protected] [email protected]

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