CITY OF ORILLIA Council Committee Meeting Monday, June 17, 2013 6:00 p.m. - Tudhope-McIntyre Boardroom 7:00 p.m. - Council Chamber Orillia City Centre
A G E N D A
Infrared hearing aids are available in the Council Chamber courtesy of the Orillia Quota Club. They are located on the east wall at the back of the Chamber. Page
Open Session
Chair - Councillor M. Fogarty
Call to Order
Approval of Agenda
Disclosure of Interest
Minutes
- May 30, 2013 Budget Committee - June 3, 2013 Council Committee
Closed Session
Motion to move into Closed Session
"THAT, pursuant to Section 239(4) of the Municipal Act, 2001, S.O. 2001, c.25, notice is hereby given that Council Committee intends to hold a closed session meeting in the Tudhope-McIntyre Boardroom to deal with matters pursuant to Section 239(2) (b) and (e) of the said Act (Personal and Legal Matters)."
Chair - Councillor P. Bowen
Closed Session Items
1. Financial Analyst - re Extension Agreement - 12 Lankin Blvd. Properties. File: C01-2013- (Legal)
2. Senior Planner and Director of Public Works - re 514 Laclie Street - 0.3 Meter (1 foot) Municipal Reserve. File: L07- (Legal)
Page 1 of 124 Page
3. Clerk's Department - re Appointments to Committees. File: C01-2013- (Personal)
Motion to Rise to Open Session
Open Session - 7:00 p.m.
Motions Arising from Closed Session Discussions
Consent Agenda
7 - 8 1. Municipal Heritage Committee - re Heritage Grant Policy. File: A09-GEN
THAT this Committee recommends to Council that as recommended in a report dated June 4, 2013 from the Municipal Heritage Committee, staff of the Development Services Department be directed to develop a Designated Heritage Property Grant Program for the consideration of Budget Committee as part of the 2014 budget process.
9 - 12 2. Municipal Heritage Committee - re Jake Gaudaur Plaque Replacement. File: C12-MHC
THAT this Committee recommends to Council that as recommended in a report dated June 5, 2013 from the Municipal Heritage Committee, funding be provided by the City to cover the 50% municipal share (estimated at $1,900) to repair/replace the damaged Jake Gaudaur plaque under the Ontario Heritage Trust plaque program;
AND THAT, due to the September 15 application deadline, the funds be allocated from the 2013 Operating Contingency;
AND THAT, subsequent to funding approval, staff from the Parks, Recreation and Culture Department be requested to submit the required application by September 15, 2013.
13 - 18 3. The Villages of Leacock Point - re traffic congestion at the intersection of Atherley Road and Forest Avenue. File: T08-GEN
a) Report - Public Works Department.
THAT this Committee recommends to Council that the report dated June 5, 2013 from the Public Works Department regarding concerns expressed by The Villages of Leacock Point about traffic congestion at the intersection of Atherley Road and Forest Avenue, be received as information.
19 - 23 4. Deputy CAO/City Clerk - re installation of a sidewalk on Fittons Road East. File: T05-GEN
Page 2 of 124 Page
a) Report - Public Works Department.
THAT this Committee recommends to Council that the report dated June 10, 2013 from the Public Works Department regarding the installation of a sidewalk in front of 13 Fittons Road West to West Street North, be received as information.
25 - 29 5. Deputy Clerk - re bicycles on City Transit buses. File: T03-GEN
a) Report - Public Works Department.
THAT this Committee recommends to Council that the report dated June 4, 2013 from the Public Works Department regarding bicycles on City Transit buses, be received as information.
31 - 40 6. Catherine Ashton - re Funding for the Experimental Lakes Area (ELA) and the Canadian-European Union Comprehensive Economic Trade Agreement (CETA). File: F11-GEN
a) Report - Manager of Economic Development and Director of Environmental Services.
THAT this Committee recommends to Council that the report dated June 3, 2013 from the Manager of Economic Development and Director of Environmental Services regarding the Council of Canadians' message regarding the Environmental Lakes Area (ELA) and the Canada-EU Comprehensive Economic Trade Agreement (CETA), be received as information.
41 7. Public Works Department - re Memorial Avenue Tax Payment Deferral. File: F02-GEN
THAT this Committee recommends to Council that as recommended in a report dated June 7, 2013 from the Public Works Department, commercial properties abutting Memorial Avenue road reconstruction be offered a deferral for the scheduled August 15, 2013 and October 15, 2013 tax payment installments to November 15, 2013 and December 15, 2013 respectively.
43 - 47 8. Recreation Facility Supervisor - re Baseball Day in Orillia. File: M02-GEN
THAT this Committee recommends to Council that as recommended in a report dated June 11, 2013 from the Recreation Facility Supervisor, Baseball Day in Orillia be approved subject to compliance with the park permit process;
AND THAT the Securitas request for funding be forwarded to the Grants Committee for consideration.
Page 3 of 124 Page
THAT the recommendations set out on the June 17, 2013 Consent Agenda, be adopted by Council Committee and forwarded to Council for ratification.
Board Reports
49 - 71 1. Municipal Heritage Committee - re Proposal to Designate 55 Scott Street. File: C01-2013-
THAT this Committee recommends to Council that as recommended in the report dated June 4, 2013 from the Municipal Heritage Committee, the property located at 55 Scott Street, known as the Franklin Carmicheal House, be designated as a property of cultural heritage value under Part IV of the Ontario Heritage Act as outlined in the report dated April 2013 by Su Murdoch Historical Consulting.
73 - 82 2. Fire Station Project Team - re Fire Station Project - Award of Design-Build Bid. File: D22-FIRE
THAT this Committee recommends to Council that as recommended in a report dated June 7, 2013 from the Fire Station Project Team, the proposal for the design-build construction of the Orillia Fire Station as submitted by Greystone Project Management Inc. be accepted in accordance with their proposal dated May 28, 2013;
AND THAT the Project Team be authorized to commence negotiations with Greystone Project Management Inc. for the final review of the RFP requirements and to determine if any savings can be achieved;
AND THAT once contract negotiations are complete, at a cost not to exceed $5,961,028, including $103,099 HST, the Mayor and Clerk be authorized to execute the CCDC 14 Form of Design-Build Stipulated Price Contract, 2000, including supplementary conditions, with Greystone Management Inc.;
AND THAT the Fire Station Project Steering Committee, having completed its mandate, be dissolved.
Council Referrals
- Nil
Departmental
83 - 91 1. Senior Planner and Director of Public Works - re 514 Laclie Street - 0.3 Meter (1 foot) Municipal Reserve. File: L07-
THAT this Committee recommends to Council that, further to the report dated June 8, 2013 from the Senior Planner and Director of Public Works regarding an application for consent for 514 Laclie Street and a 0.3 metre (one foot) municipal reserve, staff be directed to pursue Option __ as set out in the
Page 4 of 124 Page
report.
93 - 102 2. Chief Administrative Officer - re Policing Options - Public Meeting. File: L04-
THAT this Committee recommends to Council that as recommended in a report dated June 7, 2013 from the Chief Administrative Officer, Council hold a public meeting on July 16, 2013 at 7:00 p.m. in the Council Chamber to consider policing options.
103 - 110 3. Chief Administrative Officer - re Policing Accommodations. File: L04-M-
THAT this Committee recommends to Council that the report dated June 6, 2013 from the Chief Administrative Officer regarding Policing Accommodations, be received as information.
111 - 114 4. Chief Administrative Officer - re OPP Costing Formula. File: L04-M-
THAT this Committee recommends to Council that the report dated June 6, 2013 from the Chief Administrative Officer regarding the OPP Costing Formula, be received as information.
115 - 124 5. Chief Administrative Officer and Clerk's Department - re Continuous Improvement Program. File: H08-CIP
THAT this Committee recommends to Council that as recommended in a report dated May 27, 2013 from the Chief Administrative Officer and the Clerk's Department, Council approve the continuous improvement program implementation plan as set out in Schedule "A" to the report.
Enquiries
Announcements
Adjournment
Page 5 of 124 Page 6 of 124 CITY OF ORILLIA
TO: Council Committee- June 17, 2013 FROM: Municipal Heritage Committee DATE: June4, 2013 SUBJECT: Heritage Grant Program Proposal
Recommendation
THAT the Municipal Heritage Committee recommends to Council that staff of the Development Services Department be directed to develop a Designated Heritage Property Grant Program for the consideration of Budget Committee as part of the 2014 budget process.
Background
The Municipal Heritage Committee in recent months has initiated discussion and research on how to provide an incentive for owners of designated heritage properties in the residential/institutional tax class to undertake maintenance of the heritage features of their property.
At the April 2, 2013 meeting, the Chief Financial Officer provided the legislative background from both the Municipal Act and the Ontario Heritage Act to outline the opportunities whereby a municipality may provide for financial incentives.
Analysis
While an opportunity exists to create a tax break for owners of designated properties under the Municipal Act, the Committee agreed that this strategy would not insure that the annual savings to the property owner would be spent on the upkeep of the heritage features of the properties.
Grant opportunities, however, are possible as outlined by Section 39 of the Ontario Heritage Act which reads:
Grants and loans 39. (1) The council of a municipality may pass by-laws providing for the making of a grant or loan to the owner of a property designated under this Part for the purpose of paying for the whole or any part of the cost of alteration of such designated property on such terms and conditions as the council may prescribe. R.S.O. 1990, c. 0.18, s. 39 (1).
Loan is lien or charge on land
Page 7 of 124 Page 2 of 2
(2) The amount of any loan made under a by-law passed under subsection (1), together with interest at a rate to be determined by the council, may be added by the clerk of the municipality to the collector's roll and collected in like manner as municipal taxes over a period fixed by the council, not exceeding five years, and such amount and interest shall, until payment thereof, be a lien or charge upon the land in respect of which the loan was made. R.S.O. 1990, c. 0.18, s. 39 (2).
Non-application of s. 106 of Municipal Act, 2001 (3) Section 106 of the Municipal Act, 2001 does not apply to a grant or loan made under subsection (1). 2009, c. 33, Sched. 11, s. 6 (14).
The Committee proceeded with an investigation of grant programs set up by other Ontario municipalities. To review a sample of this type of program, the Caledon Heritage Grant process can be found at: http://www.caledon.ca/en/live/heritage designated-property-grant.asp. The Caledon program allows for a matching grant of up to a maximum of $4,000 for heritage maintenance work.
As a result of this research, and in consultation with the Director of Development Services, the Committee adopted the above recommendation at its meeting held on June 4, 2013.
Financial Impact
Policy Development: Development of a heritage grant policy can be achieved at a relatively low expense if research using existing examples in other municipalities is utilized. Council direction and approval is therefore required in order to allocate staff time from the Development Services Department.
Future Program: There are currently sixteen designated properties within the residential/institutional tax class that could qualify for a grant. Following approval of policy, Council would approve a maximum grant limit as part of budget discussions for any given year.
Summary
The Municipal Heritage Committee suggests that in the interest of community heritage awareness and education, an incentive program be developed for owners of designated heritage properties to undertake maintenance of the heritage features of their property.
Respectfully submitted by: f!:.ad.e_tltJ.- ~ M. Fletcher, Chair
H:ICOUNSERVITOMRMS DIRECTORY\C- Council. Boards and By-laws\C12- Boards. Commissions and Commlttees\C12-MHC Municipal Heritage Committee (formerly LACAC)\MHC reports\130507- Heritage Grant Policy Proposal.docx- File: C12-MHC Page 8 of 124 CITY OF ORILLIA
TO: Council Committee- June 17, 2013 FROM: Municipal Heritage Committee DATE: June 5, 2013 SUBJECT: Replacement of the Jake Gaudaur Plaque in Centennial Park
Recommendation
THAT the Municipal Heritage Committee recommends to Council that funding be provided by the City to cover the 50% municipal share (estimated at $1 ,900) to repair/replace the damaged Jake Gaudaur plaque under the Ontario Heritage Trust plaque program;
AND THAT, due to the September 15 application deadline, the funds be allocated from the 2013 Operating Contingency;
AND THAT, subsequent to funding approval, staff from the Parks, Recreation and Culture Department be requested to submit the required application by September 15, 2013.
Background
The Municipal Heritage Committee (MHC) has been investigating the status of the various heritage plaques in the Orillia area over the past several meetings. During this investigation, it was discovered that a provincial plaque honouring "Jake Gaudaur" was missing (see Appendix A), and that the Department of Parks, Recreation and Culture was storing the damaged plaque.
This plaque was originally erected in 1960 near the Atherley Bridge. It is believed that when the Atherley Bridge was being reconstructed and widened, the plaque was moved to Centennial Park. Members believe that these provincial plaques play a significant role in heritage education and awareness across the province. The MHC recommends its reinstallation in the Centennial Park location as this is where Jake Gaudaur not only practiced, but also won one of his world championship titles.
The plaque reads as follows:
"JAKE" GAUDAUR, 1858- 1937 "One of the world's greatest oarsmen, Jacob Gill Gaudaur was born and lived in Orillia. With Hosmer of the United States he won the world's championship in the double sculls on Lake Couchiching in 1892. He established a world's record for three miles with a tum at Austin, Texas, in 1893 and improved his own time for that event the following year. In 1896 he won the world's single sculls championship on the Thames, England, and in 1898 successfully defended that title at Vancouver. Following his loss of the singles championship to George Towns at Rate Portage (Kenora) in 1901, Gaudaur, at the age of 43, retired from competition."
Page 9 of 124 Page 2 of 3
Additionally, Jacob Gill "Jake" Gaudaur (Sr.) was inducted into the Orillia Hall of Fame in 1966. The Orillia Hall of Fame Booklet (2008 ed.) entry reads as follows:
"In 1960, an historical plaque - now at Centennial Park - was erected near Jake Gaudaur's home at The Narrows, to the memory of one of the world's greatest oarsmen. Here, at The Narrows, young Jake developed the skill to win fame on rivers and lakes across Canada, the United States and beyond. Over six feet tall, he possessed a commanding appearance, yet was a man of modest character. A veteran of 100 races, it was in 1892, on Lake Couchiching, that he and F. Hosmer won the doubles scull championship of the world, defeating Ned Hanlon and William O'Connor. In 1896, at the age of 38, he won the world's singles sculling championship when he defeated Jim Stanbury of Australia on the Thames River. Gaudaur held the world's title for five years. To celebrate this event Ori/lia arranged a magnificent parade and reception, complete with fireworks, and the Mayor presented Jake with a purse containing $500 in gold. He was a popular and much sought-after fishing guide; no one knew Lake Simcoe as did Gaudaur. The bridge at The Narrows is now called the "Jake Gaudaur Bridge"."
Analysis
There are currently three of the familiar blue and gold provincial plaques erected in the City of Orillia, being: • The Founding of Orillia (at the Opera House) • Franklin Carmichael (at the Library/Opera House) • Chief William Yellowhead (at Couchiching Beach Park)
There is also a plaque for the Huron Fish Weirs located near that National Historic Site on the east side of the Atherley Narrows.
According to information provided by the Ontario Heritage Trust, the application process to replace this plaque would not be as onerous as submitting an application for a new plaque, as the background data has already been compiled and approved in the past.
Financial Impact
Applicants are expected to contribute to the costs of the provincial plaque for which they are applying. The MHC has learned that the cost share would be 50% of an estimated $3,800, but was also advised that the amount could possibly be reduced because new suppliers were currently being sought.
A commitment to contribute funds should be made by the applicant at the time of application, however, actual payment should be withheld until after the approval of the application by the Ontario Heritage Trust Board of Directors. It should be noted that the applicant does not acquire any ownership rights to the plaque by making a contribution to its cost; the plaque remains provincial property. While the contributions of applicants and other
H:\COUNSERV\TOMRMS DIRECTORY\C- Council, Boards and By-laws\C12- Boards, Commissions and Committees\C12-MHC Municipal Heritage Committee (formerly LACAC)\MHC reports\130617 ~Jake Gaudaur Plaque.doc ~File: Page 10 of 124 Page 3 of 3
sponsors are appreciated and will be acknowledged, only the Ontario Heritage Trust's name appears on the credit line of provincial plaques.
The MHC would require assistance from Parks, Recreation and Culture staff in arranging for the reinstallation.
Successful applicants are also expected to assist in the coordination of a public unveiling event at the local level. The dates for the announcement of approvals, and subsequent delivery of the new plaque, are unknown at this point.
Comments from Departments
The report was circulated to the Department of Parks, Recreation and Culture and comments have been incorporated in the report.
Policy Impact
None.
Summary
The Municipal Heritage Committee is seeking Council support in ensuring that the provincial recognition provided to Jake Gaudaur in the 1960's is restored by requesting that Council approve a one-time funding of the 50% municipal share to replace the provincial plaque under the Ontario Heritage Trust plaque program.
Respectfully submitted by:
4 r- Mark Fletcher, Chair.
Appendix A- Photo of damaged plaque.
H:ICOUNSERV\TOMRMS DIRECTORY\C- Counc'1l, Boards and By-laws\C12- Boards, Commissions and Committees\C12-MHC Municipal Heritage Committee (formerly LACAC)\MHC reports\130617- Jake Gaudaur Plaque.doc- File: Page 11 of 124 Page 13 of 23 Page 12 of 124 RECEIVED APR ;, 0 Z013 CLERK'S DEPT. tllages of Leacock Point
44 Museum Drive, Orillia, Ontario L3V 7T9 RECE\VED April28, 2013 APR 3 0 2013 To His Worship the Mayor and Members of Council: MAYOR'S OFFlCE
The residents of the Villages of Leacock Point Condominiums have a concern about the traf fic congestion at the intersection of Atherley Road and Forest Avenue. This concern has been raised in the past but the problem is exacerbated with the soon to be finished Leacock Retire ment Lodge. At this intersection, motorists turning left onto Forest Avenue have to deal with automobile traffic on Atherley Road, pedestrians, cyclists and skate boarders on the Trail, and traffic turning into the Leacock Lodge property on Forest Avenue. During the winter months, snow mobilers are thrown into the mix. This is a recipe for disaster. It is essential that the traffic engineers come up with a safer left turn situation. Our suggestion is that a left turn signal phase be added to the traffic lights on Atherley Road. As well, separate signs should be posted on both sides of Forest Avenue informing Trail us ers to wait for their crossing until the left turn phase is over. We hope that this can be instituted soon before a serious accident occurs.
Respectfully submitted,
John Degraaf, Chair, Presidents' Committee
Page 13 of 124 Page 14 of 124 CITY OF ORILLIA
TO: Council Committee FROM: Public Works Department REPORT NO.: PW-13-024 DATE: June 5, 2013 SUBJECT: Atherley Road and Forest Avenue Eastbound Advanced Left Turn Signal Request
Recommendation
THAT this report be received.
Background
Mayor and Members of Council received a letter dated April 28, 2013 from The Villages of Leacock Point expressing concerns about traffic congestion at the intersection of Atherley Road and Forest Avenue. Specific concerns include motorists turning left onto Forest Avenue having to deal with vehicular traffic on Atherley Road, pedestrians, cyclists, skate boarders on the trail, snowmobilers in the winter. They were also concerned about the potential for further traffic issues at the intersection once the Leacock Retirement Lodge opens.
They are requesting that a left turn signal phase be added to the traffic lights on Atherley Road as well as posting separate signs informing trail users to wait for their crossing until the left turn phase is over.
Discussion
Atherley Road is a four-lane arterial roadway with an Annual Average Daily Traffic (AADT) of approximately 15,100 east of Forest Avenue and 19,000 west of Forest Avenue. Forest Avenue is a two-lane collector roadway from Brewery Lane to Lankin Boulevard with an AADT of approximately 2,500 north of Atherley Road and 3,700 south of Atherley Road. There is a sidewalk located on the south side of Atherley Road and a paved trail located on the north side. The trail meets the intersection at the north leg crosswalk. Please refer to Figure 1 for existing conditions.
There is a traffic signal located at the intersection of Atherley Road and Forest Avenue. This traffic signal is semi-actuated with traffic loop detectors located on Forest Avenue. Semi-actuated control is used at intersections with heavy traffic volumes on the main road and relatively light traffic volumes on the side road. The traffic signal remains green on Atherley Road and changes to green on Forest Avenue only as a result of a vehicle or pedestrian actuation. There are pedestrian signal heads at each corner of the intersection.
Public Works staff conducted an eight-hour turning movement count at the intersection on June 13, 2012. The peak traffic hour for the eastbound left turning movement occurred between
PW-13-024 Jun17 Atherley Road and Forest Avenue EB Advanced Left Turn Request-TO? ATH Forest Page 15 of 124 2
11 :OOam and 12:00pm and the peak hour for the entire intersection occurred between 4:30pm and 5:30pm. Public Works staff field reviewed the intersection during both of these peak hours during the week of April 29 to May 3, 2013.
Two methods that Public Works uses to determine whether a separate left-turn phase is justified are Capacity Analysis and Left Turn Delay Methods as described in the Ontario Traffic Manual, Book 12, Traffic Signals (OTM).
Capacity Analysis Based on green times, signal cycle length, and opposing traffic volume, a separate left turn phase is not justified on Atherley Road for the eastbound direction. This calculation included the number of vehicles estimated to be generated by Leacock Retirement Lodge, which is not yet open.
Left Turn Delay Left turn phasing is justified if combinations of conditions are met (percent delay/queues/collisions). Analysis indicates that a separate left turn phase on Atherley Road eastbound is not justified using this rnethod.
OTM guidelines stipulate that a left turn phase may be justified if greater than ten percent of vehicles are unable to complete their left turn during their first green phase during the peak hour of traffic. A field review of this intersection revealed that all of the vehicles eastbound on Atherley Road turning left onto Forest Avenue were able to complete their turns during their first green phase (for both the peak hour eastbound left turns and peak hour for the entire intersection).
Regarding average left turn queues, the OTM notes that a left turn phase may be required if the average left turn queue is greater than two vehicles per hour per signal cycle. Staff performed an analysis using Highway Capacity Analysis software for both the peak hour for the entire intersection and the peak hour for the eastbound left turn movements. Each analysis revealed that the number of left turning vehicles was less than the required two vehicles per hour per signal cycle. This calculation included the number of vehicles estimated to be generated by the Leacock Retirement Lodge.
Public Works staff reviewed the five-year collision history of the intersection and noted that there have been no eastbound left turn collisions.
Satisfaction of these criteria is justification for implementation of a left turn phase. Atherley Road at Forest Avenue does not meet these three criteria and therefore a left turn phase is not warranted.
During the peak traffic hour there were 14 pedestrians crossing Forest Avenue at the trail on the north side of Atherley Road with 35 vehicles turning left frorn eastbound Atherley Road onto Forest Avenue. Other intersections in the City have similar or greater numbers of left turning vehicles and pedestrians. An example is the intersection of Barrie Road at Memorial Avenue. There are 119 vehicles turning left from westbound Barrie Road onto Memorial Avenue during the peak traffic hour with 12 pedestrians crossing Memorial Avenue.
PW-13-024 Jun17 Atherley Road and Forest Avenue EB Advanced Left Turn Request-TO? ATH Forest Page 16 of 124 3
Atherley Road consists of four lanes without a designated left turn lane. An advanced left turn lane would allow through vehicles to proceed as well as left turning vehicles. During the peak hour for eastbound left turning traffic, there are approximately 35 vehicles turning left onto northbound Forest Avenue or less than one per minute on average. Installation of an advanced left turn arrow would provide little, if any, benefit. Left turning vehicles arriving after the advanced left turn phase is completed would face the same scenario that exists now; turning left on a green signal as opposing traffic permits.
Signal Actuation As previously noted, the traffic signal at the Atherley/Forest intersection provides a green signal on Atherley Road until traffic or pedestrians actuate a green signal for Forest Avenue. Installation of a left turn phase on Atherley Road would require this intersection to be converted to a fixed-time signal cycle. This would result in traffic being stopped on Atherley Road when there is no opposing traffic on Forest Avenue.
Line Painting Public Works staff reviewed the existing line painting at the intersection of Atherley/Forest and noted that there are pedestrian crosswalks, stop bars and centerlines painted on both roadways. Atherley Road also has division lane lines due to it being a four-lane roadway. Staff reviewed the existing line painting at Atherley/Forest intersection and noted that additional pavement markings are not required.
Financial Impact
The cost to install an eastbound left turn at Atherley Road and Forest Avenue is approximately $2,000. This would include the traffic head, cabinet wiring, timing change, staff time, and installation.
Summary
The Public Works Department recommends that an eastbound left turn phase not be implemented at the intersection of Atherley Road and Forest Avenue at this time as it does not meet the OTM requirements and would not provide a benefit. Field observation revealed that all eastbound left turns were able to complete their turn within their first green phase. Installation of an eastbound left turn phase would require Atherley Road traffic to stop when there is no opposing traffic on Forest Avenue.
Prepared and Recommended By:
D. J.W. Green, P. Eng. G. Bowa":P.Eng ...... Manager of Transportation Director of Public Works
Attach: • Figure 1 - Existing Conditions
PW-13-024 Jun1 7 Atherley Road and Forest Avenue EB Advanced Left Turn Req uest-T07 ATH Forest Page 17 of 124 Villages of Leacock Point
Polyethics Properties Inc.
1:2500 Legend 50m 50 1oom Existing "No Parking Anytime" Restriction SCALE Existing Parking Restriction As Shown --$ 00 Existing Sidewalk ••• • 1 Existing Recreational Trail
$ Existing Traffic Lights
-L Existing Stop Sign
TITLE DESIGN BY: FILE' THE CORPORATION OF THE DRAVVN BY: VvH CITY of ORILLIA Figure 1 SHEET: PLAN No: CHECKED BY: DM
APPROVED BY: Existing Conditions
DATE: MAY 8, 2013 PUBLIC WORKS DEPARTMENT ACAD FILE: PLOTIED: MAY 8, 2013 S KDMP 105. DWG
H:\T ·Transportation Services\T08 • Traffic\councii\SKDMp105.dwg May 13, 2013 -11:31am
Page 18 of 124 City of Orillia Office of the City Clerk Memo
To: Andrew Schell Acting Director of Public Works/Director of Environmental Services Copy to: Clerk's Department (Referrals)
From: Gayle Jackson, Deputy CAO/City Clefe:f Date: April 10, 2013 ' Re: Installation of Sidewalk
The following is a copy of a resolution adopted by Council, at its meeting held on April 8, 2013:
"THAT staff be directed to prepare a report with respect to the following:
The installation of a sidewalk in front of 13 Fittons Road West to West Street North."
If you require further information regarding this enquiry, please contact Councillor Spears.
Please report to Council Committee.
GJ:mw
H:\COUNSER\1\TOMRMS DIRECTORY\C -Council, Boards and By-laws\COO- Council, Boards and By-laws\COO Councii\Correspondence\2013\Apr 8\Enquiry 3 Spears Side'Nalk Fittons Road to Wast Strset.docx File: T05-GEN
Page 19 of 124 Page 20 of 124 CITY OF ORILLIA
TO: Council Committee FROM: Public Works Department REPORT NO.: PW-13-009 DATE: June 10, 2013 SUBJECT: Sidewalk on Fittons Road West
Recommendation THAT this report be received.
Background At a meeting on April 8, 2013, Council requested staff to prepare a report regarding the installation of a sidewalk on Fittons Road West in front of 13 Fittons Road to West Street North.
Analysis At this location Fittons Road West is a four lane arterial road. There is currently sidewalk on the north side of the road from West Street to Dancy Drive. The City has the objective of sidewalks on both sides of arterial and collector roads.
At present this section is not listed on our five year sidewalk program and the roadway is also not slated for reconstruction within this five year period.
Follow up discussion with Councillor Spears indicated that the request for a new sidewalk was a result of concerns from residents in the apartment building located at 11 Fittons Road West. That being the case, the sidewalk would only have to extend to the edge of asphalt driveway for that property. Site review revealed the potential for the new sidewalk to extend west on Fittons Road in front of Orchard Park School property to accommodate pedestrian traffic.
There is currently a crossing guard at this location to assist pedestrians crossing to and from school, so a possible extension is not a necessity at this time. If an extension to the school property is constructed, the crossing guard will likely still be required. Pedestrians crossing at the school are unlikely to walk the extra distance to the signal at West Street.
Financial Impact Both sections have been included for review and are illustrated in the attached sketch:
Section 1. A new 1.5m wide concrete sidewalk from West Street North to 11 Fittons Road West would be 77 metres and would cost approximately $22,000.
Section 2. To extend the new sidewalk from 11 Fittons Road West to the back entrance of Orchard Park School would be an additional 117 metres and cost an additional $33,000.
Page 21 of 124 2
Summary In response to a request to report on a new sidewalk from West Street North to 13 Fittons Road West, staff has provided estimates to construct a new 1.5m wide concrete sidewalk to 11 Fittons Road West, as well as then extending the proposed sidewalk to the back entrance to Orchard Park School. This sidewalk is currently not in our five year sidewalk program. Construction would be at Council's direction for future budget considerations.
Prepared and Recommended By:
/"~c£7 Trac{Markle, C. Tech G. Bowa, P.Eng. Project Manager Director of Public Works
Attach: • Sketch - Proposed Sidewalk
Page 22 of 124 425-427 West Street North (Fittons West Centre Plaza)
117m of Proposed 1.5m Wide 77m of Proposed Concrete Sidewalk - Section 2 1.5m Wide Concrete Existing ConcreteSidewalk Parking Sidewalk - Section 1 Existing ConcreteSidewalk
Driveway Driveway Property Line Existing 1.5m Concrete Sidewalk
Existing Location of School Crossing Guard Fittons Road West Existing Road Proposed Sidewalk Existing Traffic Lights
Driveway Proposed Sidewalk Parking Driveway Property Line Driveway
Track Asphalt Driveway Gravel Trail Asphalt Parking Lot and Parking Lot to School
Parking
24 Calverley Street 13 Fittons Road West 11 Fittons Road West 421 West Street North (Orchard Park Elementary School)
Parking Property Line Property 1:1000 West StreetNorth
Page 23 of 124 10m 01020m Property Line Property Property Line Property Property Line Property Existing ConcreteSidewalk SCALE Existing ConcreteSidewalk
TITLE FILE: DESIGN BY: TM THE CORPORATION OF THE DRAWN BY: WH CITY of ORILLIA Proposed Sidewalk SHEET: PLAN No: CHECKED BY: South Side of Fittons Road West APPROVED BY: from West Street North to approx. 1 DATE: MAY 22, 2013 200m West of West Street PUBLIC WORKS DEPARTMENT ACAD FILE: PLOTTED: MAY 22, 2013 SKTMSW01.DWG
H:\CONTRACTS\Drawings - MISCELLANEOUS\MISC for Tracy Markle\SKTMSW01.dwg May 31, 2013 - 3:52pm Page 24 of 124 City of Orillia Office of the City Clerk Memo
To: Andrew Schell, Acting Director of Public Works/Director of Environmental Services Robin Cadeau, Committee Coordinator Copy to: Clerk's Department (Referrals) From: Janet Nyhof, Deputy Clerk ~ Date: April 24, 2013
Re: Bicycles on City Transit Buses
The following is a copy of a resolution adopted by Council, at its meeting held on April 22, 2013:
''THAT staff be directed to prepare a report in consultation with the Active Transportation and Trails Advisory Committee and the Transit Advisory Committee with respect to the following:
The feasibility of transporting passengers' bicycles on the City transit buses."
If you require further information regarding this enquiry, please contact Councillor Murray.
Please report to Council Committee.
JN:nb
H:\COUNSERVITOMRMS OIRECTORYIC - Coundl, Boards and By~aws\COO • Coundl, Boards and By~aws\COO CounanCooesponder<:e\2013\Apr 22\Enquiry 1 Bicydes on Buses.docx File: T03-GEN
Page 25 of 124 Page 26 of 124 CITY OF ORILLIA
TO: Council Committee FROM: Public Works Department REPORT NO.: PW-13-027 DATE: June 10, 2013 SUBJECT: Bicycles on City Transit Buses
Recommendation
THAT this report be received.
Background
The following is a copy of a resolution adopted by Council, at its meeting held on April 22, 2013:
''THAT staff be directed to prepare a report in consultation with the Active Transportation and Trails Advisory Committee and the Transit Advisory Committee with respect to the following:
The feasibility of transporting passengers' bicycles on the City transit buses."
This report discusses current practice and evaluates the option of placing bicycle racks on City buses.
Discussion
Current practice allows bicycles on City buses at the discretion of the driver. Transporting a bicycle on a bus is a relatively uncommon event that usually occurs during inclement weather. Drivers rely upon their experience and judgment as to whether transporting a bicycle creates a hazard or annoyance to other passengers.
When establishing the current route system, the City conducted a Transit Routing Study that was initiated in March 2008 and included extensive public consultation. Two public consultations were held and the Study was promoted by a free transit day on May 21, 2008. Presentations were held at Georgian College and for transit stakeholders such as local businesses, the Downtown Orillia Management Board, Orillia Square Mall, and senior citizen establishments. Numerous articles regarding the Transit Routing Study were published in the Orillia Packet and Times and Orillia Today, and the Study received television news coverage on A Channel news. During the consultation process there were no comments received regarding transportation of bicycles.
However, during the Routing Study, Public Works staff did consider the option of placing bicycle racks on City buses. The five City transit routes vary in length from 9 to 12 kilometers and, in most cases, the maximum distance a cyclist would need to ride is half the length of a transit route. Staff concluded that cyclists would rarely board transit even in inclement weather. Since the
Page 27 of 124 2 completion of the Transit Routing Study, staff is not aware of any requests for transporting bicycles on buses. Staff are of the opinion that bicycle racks for buses would not have substantial benefit.
Staff contacted other similar transit systems in Ontario and found that the provision of bicycle racks is mostly geared toward systems that serve larger geographic areas. As indicated in the table, only the Town of Collingwood provides bicycle racks. There is a primary reason for this: Collingwood provides service that connects to Wasaga Beach transit, a distance of approximately 20km. Bicycle racks on this route are well utilized, while the use of the racks on routes within Collingwood is very light. Following are the municipalities contacted noting the number of routes:
Municipality Number of Routes Bicycle Racks
City of Peterborough 16 No City of North Bay 11 No City of Sault St. Marie 10 No City of Stratford 6 No City of St. Thomas 5 No Town of Collingwood 4 Yes Town of Cobourg 2 No
Comments from Committees
The following is a copy of a motion adopted by the Active Transportation and Trails Advisory Committee at the meeting held on May 1, 2013:
"THAT the Active Transportation and Trails Advisory Committee hereby submits the following comments to the Manager of Transportation with respect to the Council Referral regarding Bicycles on City Transit Buses: • continue the "unofficial" policy whereby the transit contractor allows cyclists on the buses with their bike during severe weather or late night conditions; • transit funds may be better spent providing bicycle parking at transit shelters and stops."
The following is a copy of a motion adopted by the Transit Advisory Committee at the meeting held on May 28, 2013:
"THAT the Transit Advisory Committee provide the following comments to the Manager of Transportation with respect to the matter of bicycles on buses:
''THAT as indicated by the Active Transportation and Trails Advisory Committee, the "unofficial" policy whereby bikes are permitted on buses during severe weather, extenuating circumstances, or late night conditions be continued."
Page 28 of 124 3
Financial Impact
The City has eight transit buses. Since buses rotate to cover the five Orillia Transit routes, bicycle racks would need to be installed on all buses. The approximate cost of the installation of bicycle racks for all City buses is $15,000.
Summary
This report discusses the option of transporting bicycles on City transit buses. Public Works staff, the Active Transportation and Trails Advisory Committee, and the Transit Advisory Committee share the opinion that the investment of $15,000 for bicycle racks on all City buses would have little benefit.
Prepared and Recommended By:
~~Green,~ P. Eng. Manager of Transportation
Page 29 of 124 Page 30 of 124 From: Grace Isgro To: Janet Nyhof Subject: FW: Thousands join call to save the ELA Date: Thursday, April 18, 2013 10:08:55 AM
From: Catherine Ashton Sent: Wednesday, April 17, 2013 9:56 PM To: MAYOR EMAIL Cc: Michael Fogarty; Paul Spears; Tony Madden; Andrew Hill; Linda Murray; Pete Bowen; Patrick Kehoe; Wayne Gardy Subject: FW: Thousands join call to save the ELA
Hello Mayor Orsi & Councillors,
Just wondering if anyone has brought to your attention two of the issues covered in this message from the Council of Canadians: funding for the Experimental Lakes Area and CETA, the Canada-European Union Comprehensive Economic Trade Agreement.
It seems to me that both of these impact directly on the economy of our city and would warrant some discussion and a position against their implementation decided on. It appears as if that is a very real possiblity, especially re: CETA, since several Canadian cities have already opted out of the agreement.
Please give this your serious and thoughtful consideration.
Catherine Ashton
From: [email protected] Subject: Thousands join call to save the ELA To: Date: Wed, 17 Apr 2013 17:21:23 -0400
View online
April 2013
Thousands join call to save the ELA Save the ELA
Our Great Lakes Federal funding for the Experimental Lakes Area (ELA), Canada's world-renowned freshwater research facility, ended World Social Forum on March 31 despite the pleas of scientists, academics, Nanaimo: No CETA! politicians and tens of thousands of people across the country calling on governments to keep it open. Public health care
West-east pipeline Over the past several months the Council of Canadians and our supporters have worked closely with our friends at Save Join us the ELA, andour work culminated in an eleventh hour push. Thunder Bay chapter activist John Caldwell joined Ontario
Page 31 of 124 Regional Organizer Mark Calzavara for a vigil at the ELA site in northern Ontario on the eve of its closure. Thunder Bay You can also call us at chapter members rallied outside the federal Ministry of 1-800-387-7177 or mail in Environment office, calling for a reversal of the decision, while your membership thousands of Council members wrote letters to the Ontario contribution to the address and Manitoba governments, asking for provinces to step in at the bottom of this email. and cover the estimated $2 million needed to keep the ELA open. "I've been a member of the Council of Canadians for 28 The ELA is a scientific treasure; a unique "whole lake" years. Now more than ever, laboratory where groundbreaking experiments are conducted we all need to support the Council's uncompromising to examine the long-term effects of industrial activities on our advocacy work to tackle the freshwater sources. very serious issues facing our country and our world. "Canada needs the ELA's scientific research to develop I'm proud to have renewed sound and long-term policies on water, climate change and my membership for 2013, public safety," said Emma Lui, Water Campaigner for the and hope you'll join with me. Council of Canadians. "Despite the Harper government's We're stronger together." reckless water policies, we're not giving up yet." – Julie Pacaud Yeaman, Ontario With Great Lakes' at record low levels, Barlow calls for new vision to protect them Like our new Facebook page! Building on the huge success of last year's Great Lakes Needs Great Friends tour, Maude Barlow, National Chairperson of the Council of Canadians and chair of Food and Water Watch's board, is right now on a seven-city speaking tour in Canada and the United States calling for a bold shift in Great Lakes governance and to talk about threats to the waters such as low lake levels, pollution, over- extraction, climate change and invasive species.
"We continue to make decisions about the Great Lakes based on the myth of abundance and to feed our consumer-based society. Our governments have start listening to communities who are saying ‘no' to tar sands, fracking, bottled water and other projects that can deplete or pollute our water supplies. The future of the Great Lakes depends on it," said Barlow, who will be in Toronto April 27 to speak at the Great Lakes Water Forum.
The Council of Canadians is calling for the Great Lakes to be recognized as a Commons and a Public Trust to be shared, protected and managed by those living around them. The vision is based on the human right to water, and prioritizes public and Indigenous rights over private interests.
Visit our website for more information about our campaign in support of the Great Lakes.
Council of Canadians in Tunisia for World Social Forum
Page 32 of 124 The Council of Canadians and our Blue Planet Project brought messages of social and water justice to the World Social Forum held in Tunisia in late March. We marched with thousands of people, and helped raise awareness about fights for the right to water that are happening around the globe. We hosted a workshop on dams and mines, took part in a roundtable on the right to water, and released our new report: Dam Truths: A compilation of case studies about popular struggles against dams.
Win! Nanaimo asks to be excluded from CETA
Nanaimo, B.C. has joined the growing list of municipalities asking to be excluded from the Canada-European Union Comprehensive Economic and Trade Agreement (CETA). More than 40 municipal councils, school boards or associations, including large cities like Toronto, Hamilton, Mississauga and Victoria, have sought similar protections.
Visit our website for more information about our campaign to stop CETA.
Making public health care a priority
Last week we teamed up with Canadian Doctors for Medicare, the Canadian Union of Public and General Employees, the Canadian Association of Community Health Centres and provincial health coalitions for a National Lobby Week for Medicare. People across the country met with their MPs to talk about the importance of universal public health care and the urgent need to strengthen and expand it in a new health care accord between the federal government and the provinces.
It's not too late to join in – actions are still ongoing! If you would like to speak up for public health care in your community, please e-mail Adrienne Silnicki, the Council's Health Care Campaigner.
A primer on TransCanada's west-east pipeline
In early April, TransCanada announced that it is moving ahead with its proposed Energy East pipeline, which would carry oil from Alberta to Atlantic coastal waters. TransCanada wants to convert its natural gas pipeline – called the Eastern Mainline pipeline – which is currently operating at half capacity, into an oil pipeline that could carry up to 850,000 barrels of bitumen per day to a refinery in Saint John, New Brunswick.
This pipeline is part of a larger agenda to extract and export natural resources for corporate profit regardless of the impacts on people and the environment. It will jeopardize freshwater supplies and enable tar sands expansion, increase climate pollution and greenhouse gas emissions.
Visit our website to read more, and to find out how you can take action.
Join the Council of Canadians
Founded in 1985 by a handful of citizens including Tommy Douglas, Margaret Atwood and
Page 33 of 124 Farley Mowat, the Council of Canadians is Canada's leading social action organization. By becoming a member of the Council of Canadians, you raise your voice on social, economic and political issues and help build a strong, independent and diverse Canada. Join the Council today, and prove that a better Canada is possible. Already a member? Share this newsletter with a friend and encourage them to join our movement.
The Council of Canadians 700-170 Laurier Avenue West Ottawa, ON, K1P 5V5 1-800-387-7177 | [email protected] | www.canadians.org Privacy Policy | Unsubscribe
Page 34 of 124 CITY OF ORILLIA
TO: Council Committee FROM: Dan Landry, Manager of Economic Development Andrew Schell, Director of Environmental Services DATE: June 3, 2013 SUBJECT: Council of Canadians' Message
Recommendation
THAT Council Committee recommends to Council that this report be received as information.
Background
On April 17, 2013, Council received correspondence from a citizen of Orillia referring to a message from the Council of Canadians. This correspondence identified two concerns, which included the closure of the Environmental Lakes Area (ELA) research facility and the Canada-EU Comprehensive Economic Trade Agreement (CETA). This correspondence was in turn forwarded to the Public Works Department and the Economic Development Committee for comment.
Analysis
Experimental Lakes Area (ELA)
The ELA is an internationally recognized freshwater research facility located in Kenora, Ontario. The mandate of the facility is to "investigate the aquatic effects of a wide variety of stresses on lakes and their catchments" which focuses on the ecosystem's response to artificial/natural substances (such as nitrate and phosphates).
In 2012, the Department of Fisheries and Oceans announced that it planned to close the site at the end of the fiscal year (March 31, 2013) for financial reasons. Due to the impact this facility has had on public policy and water management, this decision has raised much controversy.
In late April 2013, Premier Kathleen Wynne announced that she would buy the facility a one-year reprieve while they worked towards a long-term solution to keep the facility open. However, on May 9, 2013 a news release (See Appendix A) was issued by the Department of Fisheries and Oceans (DFO) further outlining that the Ministry along with the International Institute for Sustainable Development (IISD) had entered into a Memorandum of Understanding concerning the future of the research facility.
Page 35 of 124 This memorandum would oversee the transition of the facility to the IlSD as a third party operator. At this point in time the DFO and the IISD are in discussions about the formal agreement which will deal with operations of the site moving forward (See Appendix A).
Comprehensive Economic and Trade Agreement (CETA)
The Comprehensive Economic and Trade Agreement is a free-trade agreement between Canada and the European Union which was created as a result of a study entitled, "Assessing the Costs and Benefits of a closer EU-Canada Economic Partnership".
This report has been touted as a revolutionary trade agreement in which many public sector groups are concerned about the impact the document will have on municipalities and local government. "The EU is insisting on unobstructed access to procurement (public spending) by municipalities, school boards, universities, hospitals, utilities and other provincial agencies, which could significantly reduce their freedom to hire or source locally on public contracts, or to use public spending as a tool for economic development, environmental protection and support for local farmers and small businesses". As such, over 40 municipalities have requested to be excluded from the CETA Agreement.
The Federation of Canadian Municipalities has further supported public agencies by adopting a resolution concerning the municipal impact of the CETA negotiations. The resolution calls upon the federal government to recognize the impact that this agreement could have on local municipalities and to take action to minimize these impacts. Enhanced communication and consultation with municipalities would fully inform them of the risks, opportunities and benefits of the agreement. Lastly, the resolution requests the federal government's support of current municipal procurement practices. (Appendix B)
While most municipalities adopted resolutions regarding the agreement in 2011, the agreement is still in negotiations regarding sensitive aspects of the agreement that still need to be worked out. The Federation of Canadian Municipalities most recently sent an update to its members on April 5, 2013 advising that the Board of FCM had recently met with the Honourable Ed Fast, Minister of International Trade regarding the CETA negotiations, and advised that they will continue to remain "vigilant for potential impacts on municipal operations and will inform members as needed".
Financial Impact
None at this time.
Page 36 of 124 Summary
These issues were discussed at the May 2013 meeting of the Economic Development Committee. The EDC suggested that should Council wish to support the stance of the FCM regarding the CETA agreement, the adopted resolution provided would be an appropriate consideration (See Appendix B). No further action is recommended from the City at this stage on the issue relating to the Experimental Lakes Area.
Andrew Schel, C.E.T. Director of Environmental Services
Attach. • Appendix A: New Agreement Reached on Future of Experimental Lakes Area • Appendix 8: Municipal Impact of Canada and European Economic Partnership Trade Agreement
Page 37 of 124 It~;; I .!liW!Imment Go!ll'.!'!~mern Pilr~r~m; ~~Cooadament R.eacl.Jed on Future ofE.'>perimcntal Lakes Area Canada New Agreement Reached on Future of Experimental Lakes Area
May9,2013
Ottawa, Ontario- Fisheries and Oceans Canada and the International Institute for Sustainable Development (IISD) are pleased to announce that a Memorandum of Understanding concerning the future of the Experimental Lakes Area has been signed effective immediately. This agreement is a major milestone in the transition of the Experimental Lakes Area to a third party operator and is the result of seven months of confidential negotiations between the federal government and IISD.
!ISD is a Canadian-based, internationally renowned public policy research institute for sustainable development that champions sustainable development around the world through innovation, partnerships, research and communications.
"The federal government has been working diligently for many months to secure another operator for this unique, world-class facility," said the Honourable Keith Ashfield, Minister of Fisheries and Oceans. "I believe that IISD is well-suited to operate the Experimental Lakes Area with excellent capacity, expertise and international reputation to take on this important work. We are pleased to have worked with IISD to get to this point and look forward to working with them towards a final agreement."
11 The Experimental Lakes Area complements IISD's work in freshwater management and, if the Experimental Lakes Area does come to IJSD, we would ensure it remains an independent, world-class research facility that continues to produce leading-edge freshwater ecosystems science in the public domain and in the public interest," said Scott Vaughan, CEO and president of IISD. "IISD has been working with the federal government for several months to get to this point. This is not a finished deal but is an important step, and we look forward to working with Ottawa, Ontario and Manitoba going forward."
Today's announcement of the Memorandum of Understanding between the federal government and JTSD provides a framework within which an agreement can be negotiated that will enable ITSD to proceed as the operator of the unique, world-class Experimental Lakes Area. In order to facilitate the smooth transition of the facility, Fisheries and Oceans Canada and IISD require this agreement to address past and ongoing responsibilities, remediation of the lakes and the site, the transfer of material assets needed to operate the site, operational support, data sharing and other matters.
As an important part of this agreement, Fisheries and Oceans Canada will conduct a sampling program over the summer of2013 as part of the transition to maintain important scientific research and ensure that long-term data sets can continue uninterrupted. Fisheries and Oceans Canada will work with scientists who have active research at the Experimental Lakes Area to support their needs for the upcoming summer research season, including monitoring activities and requirements to access their equipment
IISD will continue discussions with the landowner, the Province of Ontario, on an agreement to operate the site going forward. Both Fisheries and Oceans Canada and JISD are committed to ensuring that these discussions are successful.
-30-
Frequently Asked Questions
Backgrounders:
• Monitoring Program at the Experimental Lakes Area • Remediation at the Experimental Lakes Area
For more information:
Barbara Mottram Press Secretary Office of the Minister Fisheries and Oceans Canada 613-992-3474
Nona Pelletier JTSD Manager, Public Affairs
Page 38 of 124 FCM Resolutions
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Resolution Title Meeting Resolution Status Municipal impact of Canada and Board of Directors - September Adopted European economic partnership 2010- Iqualuit, NU trade agreement Resolution Sponsor(s) WHEREAS The Government of Canada has entered into District of Lunenburg, NS negotiations with the European Union for an EU-Canada Comprehensive Economic and Trade Agreement; and
WHEREAS The Government of Canada and the European Union have developed a mandate to seek an ambitious agreement that would negotiate a wide range of areas, included central and sub central government procurement; and
WHEREAS Provinces and Territories are responsible for implementing any treaty obligations resulting from such trade negotiations; and
WHEREAS municipal govermnents have expressed an interest in local sustainable economic development which can be impacted by a Canada European Trade Agreement that could reduce or eliminate the right to specifY local priorities when public money is invested in goods, services or capital projects; therefore, be it
Page 39 of 124 RESOLVED That the Federation of Canadian Municipalities encourage the Government of Canada to inform municipalities of those aspects of the Trade Negotiations which may affect municipal government procurement and, further, to protect the right of municipalities to specifY local priorities in purchasing decisions, be it further
RESOLVED That FCM call on the Government of Canada to adopt a negotiating position that supports reciprocity in Canadian and European Union municipal procurement practices.
Federation of Canadian Municipalities 24 Clarence Street Ottawa, Ontario KIN 5P3 T. 613-241-5221 F. 613-241-7440 Email: [email protected] © 2013 Copyright Federation of Canadian Municipalities I Privacy Policy I Site Map
Page 40 of 124 CITY OF ORILLIA
TO: Council Committee FROM: Public Works Department REPORT NO.: PW-13-029 DATE: June 7, 2013 SUBJECT: Memorial Avenue Tax Payment Deferral
Recommendation
THAT commercial properties abutting Memorial Avenue road reconstruction be offered a deferral for the scheduled August 15, 2013 and October 15, 2013 tax payment installments to November 15, 2013 and December 15, 2013 respectively.
Discussion
On June 3, 2013, Council approved additional funding for the Memorial Avenue widening and reconstruction. This additional funding was to comply with Ministry of Transportation Ontario (MTO) requirements and to complete work originally scheduled for the 2012 construction season.
Tax payment deferrals are routinely granted to commercial properties abutting major reconstruction projects. Since the Memorial Avenue reconstruction has carried into 2013, it is recommended that affected properties on this road be granted tax payment deferrals as they were in 2012. It is recommended that both the August and October installments be deferred.
Discussion with the City's contractor indicates that scheduling of an electrical contractor to perform the signal work may carry the work into August 2013. Following completion of the City project, MTO plans on installing a permanent traffic signal at Highway 12. Depending on the timing of the Ministry work, it may appear to be part of the City project. Deferral of the October tax payment installment is further recommended since Ministry work may be occurring at that time.
Financial Impact
Other than the City receiving delayed tax payments, there is no financial impact resulting from the tax payment deferrals.
Recommended by: g//~ Jack Green, P.Eng. George Bowa, P.Eng. Manager of Transportation Director of Public Works
Page 41 of 124 Page 42 of 124 CITY OF ORILLIA
TO: Council Committee FROM: Patty Ward, Recreation Facility Supervisor DATE: June 11, 2013 SUBJECT: Baseball Day in Orillia
Recommendation
THAT Baseball Day in Orillia be approved subject to compliance with the Park permit process;
AND THAT the Securitas request for funding be forwarded to the Grants Committee for consideration.
Background
For the past few years, the Securitas Organization has operated an All-Star Charity Slo-Pitch Challenge within the City of Orillia in order to raise funds for the local chapter of the Canadian Cancer Society. This one day tournament involves teams from various local organizations/businesses, with the intent of raising awareness and funds for the fight against cancer. In the past, this event has been sponsored by the Packet and Times who have graciously paid for the permitting fees for the event. It is a family focused tournament and has run successfully in the past with no concerns from staff.
In order to capitalize on the fundraising opportunity, Securitas would like to expand their All-Star Charity Slo-Pitch Tournament by including a 24 hour marathon game within the event. This would be coined first annual "Baseball Day in Orillia". This event would be the first of its kind in Orillia, and would see a 24 hour marathon game highlight the action of 100 or more slo-pitch players. In addition, there would be showcase games involving Orillia Legion Minor Baseball, Orillia Majors Baseball, Orillia Slo-Pitch and a "hit, run and throw" contest for all ages. Securitas is requesting September 21st and 22"d starting at 11 :OOa.m. on the Saturday to 11 :OOa.m. on the Sunday.
Analysis
The organizing committee for this event met with staff on Monday June 3, 2013 for the purpose of requesting Baseball Day in Orillia. Due to the decreased Council summer schedule, staff have fast tracked this request directly to a report in order to ensure the group has enough time to prepare.
Page 43 of 124 -2-
Baseball Day in Orillia does not requires policy exemptions from the City; however there are a number of issues that may arise from operating a 24 hour event. The neighborhoods that surround parks with ball diamonds are accustomed to typical ball diamond noise and lighting up to 11 :OOp.m., however as per Chapter 938.2.1 Parks Regulations By-law for Noise no amplified noise is allowed after 9:00p.m. Staff will ensure that the organizers are aware of this through the permitting process. There will however, be a requirement for lighting throughout the entire night and some general noise associated with typical baseball play that will occur after the normal time associated with ball diamond use.
Financial Impact
The Securitas Organization is requesting that the City cover permitting fees for Baseball Day in Orillia. There has been no request for a liquor licensed area or for vending privileges for these events. The information below outlines the costs for the event along with the requested financial assistance. For 2013, Council approved a new rate chart, which included a 15% discount for full day tournaments. This discount has been factored into the numbers outlined below.
In addition, since this is a 24 hour event, there will be extra departmental operating costs that will also need to be considered. Typically, diamond maintenance is done before and after tournaments on a daily basis. At a minimum maintenance should occur every eight hours to ensure the quality of the diamond and safety of players. For an event that requires 24 hours of straight playtime on the diamonds, staff recommend that additional maintenance occur twice throughout the event. Staff will work with the organizing committee to ensure that these maintenance costs are scheduled in such a fashion to meet their needs as well as staffing arrangements in order to keep costs to a minimum.
The total cost to waive the regular rates for Baseball Day in Orillia would be $825. Many charitable organizations book municipal facilities for fundraising events and most of these organizations would like rental fees waived. So typically, a request such as this would be forwarded to the Grants Committee for review. This sets less of a precedent as it is then reviewed in context of other requests. This process allows for the transfer of funds to the supporting operational department to cover lost revenue.
H:ITOMRMSIC- Council, Boards and By-laws\C11 -Reports to Councii\C11 - 2013\C11 -2013 Departmentai\June 17- BaseballPage Day in Orillia.doc 44 of M02124 -3-
Summary
Staff are supportive the event and in particular feel that Baseball Day in Orillia will not only raise funds and awareness for a very worthy cause, but also provide the opportunity for all the baseball groups within the City of Orillia to collectively work towards a common goal and to highlight "Baseball in Orillia". In addition, this is a new event that is being planned during a time of year where there are fewer bookings on the diamonds.
~Patty Ward~ Recreation Facility Supervisor Parks, Recreation and Culture
Attach: Securitas Baseball Day in Orillia Request
H:\TOMRMS\C- Council , Boards and 8y-laws\C11 -Reports to Councii\C1 1 - 2013\C11 - 2013 Departmentai\June 11 - BaseballPage Day in Orillia 45.doc of M12402 Proud supporter
'
I Ute Catutdi.Aa <.a•u« S•cJe+v l.s pte•.sed to ac.. ept p1ac.eedt. h aMt t h h UHn.rnunlly )nal htl l w•. SECURITAS
To Patti Ward:
I am writing to you about an incredible event we are hoping to organize and host in the City of Orillia that we feel will bring tremendous exposu re and attention to our great city and the people who call it home.
To provide some background, through my company I have organized and run an annual event called the Securitas Canada Cure for Cancer Ball Hockey Challenge which is in its ninth year of raising funds and awareness for the Canadian Cancer Society and this year funds are also being raised to assist Valerie's Flutter Foundation which is a foundation dedicated to providing research in the fight against cancer.
Scheduled for July 2ih, this year, the event will once again feature the involvement of current Winnipeg Jets forward Bryan Little as Bryan has teamed up with various NHL players over the last two years including fellow Winnipeg Jets teammate Mark Scheiffle (as both he and Bryan are former Barrie Colts stars and likely well known to our residents), Montreal Canadiens PK Subban, Edmonton Oilers Sam Gagne, New York Rangers Johnny Mitchell, Ana heim Ducks Andrew Cogliano, Nashville Predators Ryan Ellis and Detroit Red Wings Brendan Smith to name a few.
TSN and TSN Radio have also joined us in our fight against sponsor through being the "Official Media Sponsor" for our event and we will once again have their support both promoting our event and having on-a ir talent playing participate in the annual NHL/ Media Celebrity Game.
Taking place in Mississauga at the Cawthra Arena, we are looking for ways to help make our event bigger and better for all who attend as we will have 10 teams all coming together to help raise awareness and money for our fight against this terrible disease that touches us all in one form or another. We expect to have over 100 people participating in playing and our target is to bring an additional 400 people through the doors.
This year we would like to increase the exposure of our event by expanding and including the City of Orillia to showcase the fantastic local individuals from our great city that have been involved since the event first took place back in 2004. Orillia has hosted the event in three of the nine years running and in 2011 Orillia was entered into the Guinness Book of World Records as a means of raising additional awareness and funds through t he "Partnership Event" which saw myself and colleague Bruce Ashton play NHL 2010 Hockey for 24 plus hours straight out front of our Wai-Mart store.
Another "Partnership Event" which has been held in Orillia for the third year in a row has been an Al l-Star Charity Slo-pitch Challenge wh ich has raised considerable monies for the local office of the Canadian Cancer Society.
This year, we would like to expand on our " Partnership Slo-pitch Event" by creating what would be the first annual "Baseball Day in Orillia" as it would mirror our annual "Hockey Day in Orillia" celebration (which I am also heavily involved). Combined with the All-Star Charity Slo-pitch Challenge, we are requesting the City of Orillia to donate the required diamond time to these two fantastic charity events in exchange for the tremendous exposure these well publicized events will provide to the City in addition to the economic impact an event as unique as a 24-hour marathon game will have on the local businesses.
We are open to scheduling our events during times which will not detract from other local organizations and will result in minimal impact to the surrounding community neighbours. We are proposing to amalgamate the two events into one being "Baseball Day in Orillia" for the weekend of September 21st and September 22nd 2013. We feel Kitchener Park
Page 46 of 124 would likely be the most convenient spot to host the events, but of course will consult with your staff to verify the ideal situation for all pa rties.
OUTLINE FOR BASEBALL DAY IN ORILLIA:
This unique event which would be the first of its kind in Orillia (and perhaps in Ontario or Canada for that matter) would see a 24-hour Marathon Game highlight the action as 100 or more slo-pitch players would come together to all share in this one of a kind event. Also included over the two days would be showcase games involving Orillia Legion Minor Baseball, Orillia Majors Baseball, Orillia Slo-pitch and capping it all off would be a highly celebrated hit, run and throw contest designed for all ages.
OUTLINE FOR THE ANNUAL All-STAR CHARITY SLO-PITCH CHALLENGE:
Teams highlighted by participation from the Orillia Packet and Times, OTS/Impression House, Studabaker's, Securitas Canada and various other organizations/businesses will come together for a strictly for fun one day tournament all to raise funds and awareness for our fight against cancer.
Our events allows family, friends and colleagues from Securitas to come together to honour of loved ones touched by cancer and to help raise awareness and funds for our fight against cancer. We would be grateful for any assistance that The City of Orillia could provide in helping to donate us diamond time as this will help us to continue our success in our fight against cancer.
I am very grateful for your time and we would be thrilled to have The City of Orillia involved for 2013! I would be certainly interested in meeting with you to discuss available options if interested. I have attached a copy of this year's Securitas Canada Cure for Cancer Ball Hockey Challenge Information Package for your review as this may help answer some questions that you may have.
Looking very forward to hearing from you and please visit our FaceBook page for a look at the history of our event. I sincerely thank you and if you have any questions please do not hesitate to contact me at 705-794-2650 or you can email me at [email protected]
Sincerely yours,
Visit our Securitas Canada Cure for Cancer Ball Hockey Challenge FaceBook Page
FaceBook Page link - http://www.facebook.com/home.php#!/pages/Securitas-Ca nada-Annuai -Cure-for-Cancer-Ba ii Hockey-Challenge/158879027494534
Received the Canadian Cancer Society "Community Partnerships Award"-April12h, 2011
Proud supporter of the canadian Can Page 47 of 124 Page 48 of 124 CITY OF ORILLIA TO: Council Committee-June 17,2013 FROM: Municipal Heritage Committee DATE: June 4, 2013 SUBJECT: Proposal to Designate 55 Scott Street Recommendation THAT the Municipal Heritage Committee recommends to Council that the property located at 55 Scott Street, known as the Franklin Carmichael House, be designated as a property of cultural heritage value under Part IV of the Ontario Heritage Act as outlined in the report dated April2013 by Su Murdoch Historical Consulting. Background In December of 2009, Council adopted the Municipal Heritage Committee (MHC) recommendation of compiling a list of Undesignated Properties of Interest which now forms part of the City's Heritage Register. The property at 55 Scott Street is part of that listing. The initial screening of the property indicated that it holds significant cultural value as the childhood home of Franklin Carmichael, renowned artist and member of the Group of Seven. Architecturally, it is in the same style as the Tait Millworkers' House at 52 Scott Street which was designated in 1992. Analysis Late in 2012, the MHC undertook to complete a full investigation of this property and hired Su Murdoch Historical Consulting to conduct research and a full evaluation of the property using the criteria in Ontario Regulation 9/06. The resulting report is attached as Appendix A Next Steps Following Council approval by resolution, the City Clerk is required to prepare a statutory notice of the intention to pass a by-law to designate the property, and provide notice of same to the owners and the Ontario Heritage Trust. This notice process provides an opportunity for appeal. If appeals are received within the 30 day appeal period, they are forwarded to the Conservation Review Board (CRB) to initiate a hearing. The CRB returns a decision. The matter then would return to Council for a decision to designate the property, or not to proceed. If no appeals are received, the designation by-law is presented, and if passed, the designation is registered on the property title. Page 49 of 124 Page 2 of 2 Financial Impact Prior to presenting a draft by-law, the background report and draft by-law will require review by the City Solicitor. Following the passing of a designation by-law, the City will be required to register the designation on the title of the property. In the past, these expenses for legal purposes have been paid from the City's general legal account. There is no financial impact on the property owners. Comments from Others/Departments Mr. and Mrs. Maurice McMillan, property owners were invited to attend their meeting held on May 7, 2013. Mrs. McMillan attended and it was confinmed that the heritage attributes of the building as listed in the report by Su Murdoch Historical Consulting would be those required to be preserved, and that the significance of this property is equally attributed to the cultural history of the property as childhood home to Franklin Carmichael. Following that meeting, a formal letter was sent requesting their feedback or any additional comments or concerns. No response was received. The Municipal Heritage Committee solicited comments from the Parks, Recreation and Culture Department and the Development Services Department. No concerns or comments were noted. Policy Impact None. Summary The Municipal Heritage Committee believes the Franklin Carmichael House at 55 Scott Street is a property of cultural heritage significance and seeks Council approval to proceed with the designation process. Respectfully submitted by: Av.rkavt for M. Fletcher, Chair. Attach.- April 2013 Report from Su Murdoch Historical Consulting H:\COUNSERV\TOMRMS DIRECTORY\C- Council, Boards and By-laws\C12- Boards, Commissions and Committees\C12-MHC Municipal Heritage Committee (formerly LACAC)\MHC reports\130617 - Designation of 55 Scott Street. doc - File: Page 50 of 124 HERITAGE DESIGNATION REPORT CARMICHAEL HOUSE, 55 SCOTT STREET ORILLIA, ONTARIO PREPARED FOR THE CITY OF ORILLIA BY SU MURDOCH HISTORICAL CONSULTING 47 RODNEY STREET, BARRIE, ON L4M 4B6 705.728.5342 FAX 705.728.0334 [email protected] APRIL 2013 Page 51 of 124 REPORT RECOMMENDATION Based on the documentary research and physical evidence, it is the conclusion of this Heritage Designation Report that the property at 55 Scott Street, Orillia, has sufficient cultural heritage value or interest to be proposed for protection under section 29 of the Ontario Heritage Act. This property contains an 1890-1891, modest scale dwelling that was the childhood home of Franklin Carmichael, a renowned Canadian painter and a founding member of the iconic Group of Seven. The final evaluation of this property and the decision to proceed with protection under the Ontario Heritage Act rest with the City of Orillia Council. Page 52 of 124 HERITAGE DESIGNATION REPORT CARMICHAEL HOUSE, 55 SCOTT STREET, ORILLIA CONTENTS 1.0 REPORT OBJECTIVE AND METHODOLOGY 2.0 SUBJECT PROPERTY 3.0 HISTORICAL OR ASSOCIATIVE VALUE 3.1 JAMES QUINN 3.2 ANDREW TAIT 3.3 DAVID GRAHAM CARMICHAEL (C. 1891/1901) 3.4 MALCOLM A.W. LINK (1914) 3.5 STEWART HILL (1914) 3.6 JESSIE OGLE (1919) 3.7 ROBERT CALVERLEY (1924) 3.8 ROBERT O. SMITH (1929) 3.9 ETHEL HAWKINS (1930) 3.10 DONALD AND CLARA GRAHAM (1939) 3.11 ROSELLA GRAHAM 3.12 MAURICE AND MATILDA MCMILLAN 4.0 DESIGN OR PHYSICAL VALUE 4.1 DATE OF CONSTRUCTION 4.2 STYLE AND FORM 4.3 ROOF 4.4 WINDOW OPENINGS 4.5 MASONRY 4.6 ENTRYWAYS 5.0 CONTEXTUAL VALUE 6.0 DRAFT STATEMENT OF CULTURAL HERITAGE VALUE OR INTEREST 7.0 SUMMARY SOURCES ENDNOTES Page 53 of 124 HERITAGE DESIGNATION REPORT, CARMICHAEL HOUSE, 55 SCOTT STREET, ORILLIA HERITAGE DESIGNATION REPORT CARMICHAEL HOUSE, 55 SCOTT STREET, ORILLIA 1.0 REPORT OBJECTIVE AND METHODOLOGY The City of Orillia Municipal Heritage Committee is considering the property at 55 Scott Street (Lot 17, west side Scott Street, Plan 407, City of Orillia) as a candidate for protection under section 29 of the Ontario Heritage Act, R.S.0. 1990, c.O18, as amended 2009 (“Act”) (municipal designation of individual property). The objective of this Heritage Designation Report is to undertake the required evaluation of the property by applying the criteria of Ontario Heritage Act Regulation 9/06: Criteria for Determining Cultural Heritage Value or Interest. One or more of the criterion in the categories of Design or Physical Value, Historical or Associative Value, and Contextual Value must be met for the property to be protected under s.29 of the Act. The findings and recommendations of this Report are based on documentary research, a property title search at the Simcoe County Land Registry Office, information provided by the Orillia Municipal Heritage Committee, and a site visit by the heritage consultant on April 15, 2013. This Report does not include the identification of any archaeological resources or areas of archaeological potential. That fieldwork can only be undertaken by an archaeologist licensed under the Act. 2.0 SUBJECT PROPERTY In the land records consulted for the subject property, there is inconsistency in the description of the original township lot as the east or west half of Lot 9, Concession 5, South Orillia Township. The dividing line between the east and west halves is interrupted by the waters and shoreline of Lake Couchiching. The subject property is believed to be within the southeast corner of the west half of Lot 9 (near the east/west dividing line). Registered Plan 407 is an approximately five acre parcel of land severed in 1888 from this southeast corner. It is a block bordered on the north by Colborne Street, south by Elgin Street, west by Front Street, and east by the former railway right of way. The subject property is Lot 17, Plan 407, on the west side of Scott Street, and municipally known as 55 Scott Street. The structure on the property is among several dwellings of similar form, massing, and materials built along this residential streetscape primarily in the 1890s. SU MURDOCH HISTORICAL CONSULTING APRIL 2013 - 7 Page 54 of 124 HERITAGE DESIGNATION REPORT, CARMICHAEL HOUSE, 55 SCOTT STREET, ORILLIA 3.0 HISTORICAL OR ASSOCIATIVE VALUE 3.1 JAMES QUINN The 1867 Plan of the Village of Orillia (shown right) labels the block of land between Colborne Street (north), Gerald Alley or Front Street (west), Elgin Street (south), and Lake Couchiching (east), as the property of “J. Quinn.” The 1875 Bird’s Eye View of Orillia (shown below) indicates that the same block, now bordered on the east by the railway right of way, is not subdivided into building lots. There is a sawmill operation occupying the north part of this block and the lands to the east between the Midland Railway line and Lake Couchiching. The vicinity of what became the subject Lot 17 is vacant. 1867 1875 The 1887 property tax assessment roll for Orillia lists James Quinn with several parcels of land, including twelve acres of the southeast corner of the [east] half, Lot 9, Concession 5, South Orillia Township. The assessor made the notation “arrears of taxes” beside this entry. This is believed to be the acreage which contains the five acres of Plan 407. The 1882 Lovell’s Directory for Orillia lists Quinn as the proprietor of Quinn’s Hall and General Store on Mississaga Street. SU MURDOCH HISTORICAL CONSULTING APRIL 2013 - 8 Page 55 of 124 HERITAGE DESIGNATION REPORT, CARMICHAEL HOUSE, 55 SCOTT STREET, ORILLIA 3.2 ANDREW TAIT Andrew Tait was born in Scotland in June 1839. He went to the United States in 1848 and to Canada in 1859. He arrived in Orillia in 1866 when the population was only about eight hundred people and there were no railways serving the area.1 His first business endeavour in Orillia was a shingle mill at the shore of Lake Couchiching, at the foot of Colborne Street. The Canadian Album Encyclopedic Canada, Vol. V, dated 1896, includes a brief biography of Tait: Andrew Tait, President of the Huntsville Lumber Company, Orillia, was born at Dalbeatie, Scotland, June 26th, 1839. His parents were W.L. and Mary Johnstone Tait. He went to the States in 1848, and in 1859 came to Canada. At the age of twenty-eight he removed to Orillia, where he entered upon the manufacture of lumber, etc. Since then his business has steadily grown, and extended throughout the north country, and he now employs in its various branches a large number of men. He has, besides, dealt extensively in real estate, and many of the most substantial dwellings in the town have been erected by him, while his own stately residence, “Glenorma,” would grace any city. The rapid transition of Orillia from the struggling village to the thriving town is due, in no small measure, to the enterprise of our subject. Mr. Tait is a Methodist, and the poor find in him a generous but unostentatious friend, and every good cause a warm supporter. Mr. Tait was married to Aurilla, daughter of the late John House, of Ridgeway, Ont., in 1863. He has five children.2 Tait was ambitious and soon expanded his business to include the manufacture of lumber, lath, and other timber products. When he arrived in 1866, the area east of Front Street, south from Colborne Street (near the Scott Street lands) was low lying and covered in water most of the year. Tait had the area filled with sawdust and other refuse from the mill until it became dry land suitable for lumber storage. In 1885, Tait had his lavish, Second Empire style house, Glenorma, built near Colborne and Peter streets. On May 31, 1888, James Quinn and his wife Mary Wilson sold Tait several parcels of land for a total of $10,000. This sale included the approximately five acres bound on the north by Colborne Street, south by Elgin Street, west by Front Street, and east by the shoreline of Lake Couchiching. Tait also acquired the abutting water lots; the southerly eight acres of the east half of Lot 9, Concession 5; and a hundred acres of the east half of Lot 14, Concession 2. The deed for this transaction indicates that Tait had acquired other lands near the subject area from James Quinn on November 20, 1885. On June 1, 1888, Tait mortgaged his May 1888 acquisitions with Quinn in the amount of $9,000. The 1888 assessment roll appears to describe this parcel as the “southeast corner, east half, Lot 9, Concession 5. No acreage is given but the value of $300 suggests a vacant parcel. Like many of his colleagues in industry, Tait realized that the success of any business depended on the ability to recruit and maintain a labour force. One of the key factors in this was to provide housing for the workers. Throughout the 1880s, Orillia newspapers were filled with SU MURDOCH HISTORICAL CONSULTING APRIL 2013 - 9 Page 56 of 124 HERITAGE DESIGNATION REPORT, CARMICHAEL HOUSE, 55 SCOTT STREET, ORILLIA Colborne Street complaints about the lack of affordable housing. The booming economy had raised real estate prices, making it difficult for working class families to find accommodation. Tait responded to this housing problem by acquiring and subdividing land into building lots. The Orillia Times of October 29, 1885, reported that “Mr. A. Tait has put up two dwellings for renting, each month since May.” He sold some lots vacant at reasonable rates or hired contractors to build modest scale dwellings for sale or rent. Tait had public land surveyor Peter Burnet survey and subdivide into building lots, the approximate five acre block he acquired from Quinn in May 1888. The plan was drawn in June 1888 and Elgin Street Plan 407, 1888 registered as Plan 407 on October 13 that year. It is titled, “Plan of part West ½, Lot 9, Concession 5, South Orillia Township.” Plan 407 created Scott Street (extract shown above). Each lot has a forty foot frontage instead of the fifty feet that was then the standard. In 1889, Tait started constructing several houses along Scott Street. An advertisement in the April 11, 1889 edition of the Orillia Times promotes that “A. Tait, Wholesale & Retail Dealer in Lumber, Lath, and Shingles” has “A Number of Houses in every part of the Town for sale on the most reasonable terms.” The Daily Times of November 9, 1889, describes what may be the development within Plan 407: THE SHANTIES MUST GO – During the past year, Mr. Andrew Tait has set an example in the building line, and other property owners might well follow. It is the erection of several small, well-finished, brick houses near the lake, which he is able to offer at a rental usually paid here for cheap frame houses. This is the first step towards a general SU MURDOCH HISTORICAL CONSULTING APRIL 2013 - 10 Page 57 of 124 HERITAGE DESIGNATION REPORT, CARMICHAEL HOUSE, 55 SCOTT STREET, ORILLIA improvement in the class of houses put up for renting purposes, here. In future, frame shanties that have in the past done duty as dwellings, will find themselves without tenants, a better class of structure supplanting them. There is no reason why building operations should not go on steadily, until all the old ramshackles have been replaced by decent houses. That a good class of houses can be put up and profitably rented at the price now paid for inferior houses, has been proved by Mr. Tait. The time is coming when all the people of this town will occupy comfortable houses, – and competition among the landlords will effect the change. The 1889 assessment roll uses the Plan 407 lot numbers. Lots 16 and 18, west side Scott Street, are identified as “Built” with a total value of $550. Other Scott Street lots are listed but no entry was found for Lot 17. In 1890, Lots 13, [14], 15, and 17, west side Scott Street, had a total assessed value of $1,000, suggesting these are still classified as vacant. There is an assessor’s notation of “unfinished houses” beside the entries for Lot 27, east Scott (value $400); and “west of railway, east Scott” (value $300). In 1891, several of the Scott Street lots were valued in the range of $400 to $525 and occupied by tenants. 3.3 DAVID GRAHAM CARMICHAEL (C .1891/1901) It was March 6, 1901, before Andrew Tait, by then described as a lumber manufacturer, and his wife Aurilla sold Lot 17, west side Scott Street, to Orillia blacksmith David Graham Carmichael. The purchase price for the quarter acre lot was $1,150. Although this sale was not transacted and registered until 1901, it is known that Carmichael had an earlier association with Lot 17. David Graham Carmichael was born in 1864 at Stayner (Ontario), the son of Dougald Carmichael and Anne Graham.3 On July 3, 1889, he married Susannah Eleanor Smith, the daughter of James Smith and Margaret [Carnahan] of Meaford (Ontario). Susannah was also born in 1864. They were married at Meaford. At that date, David was a blacksmith in Orillia. He was of Presbyterian faith; Susannah was Church of England. The 1890 assessment roll for the South Ward in Orillia has a D.G. Carmichael, blacksmith, listed as the owner of eighteen feet of part Lot 11, east Front Street, valued at $600. This may be his shop. It is not known if he owned property elsewhere in Orillia. In 1890, Lot 17, west side Scott Street, was owned by Andrew Tait and believed to be vacant land. David and Susannah’s first child, Franklin, was born May 4 [or 3], 1890, at Orillia. The birth was not registered (or reregistered) until much later, at Toronto, York County.4 On the registration form, “David Graham Carmichael” identified himself as a “Carriage Blck [blacksmith]” and a resident of Toronto. SU MURDOCH HISTORICAL CONSULTING APRIL 2013 - 11 Page 58 of 124 HERITAGE DESIGNATION REPORT, CARMICHAEL HOUSE, 55 SCOTT STREET, ORILLIA In 1891, Carmichael owned the Front Street property and is listed as the owner of Lot 17, west Scott Street. The assessment value of Lot 17 was $400 and the property was occupied by a tenant, W.J. McMurty. Evidently, the dwelling now known as 55 Scott Street was completed enough to occupy. The 1891 personal census for Division 2 Orillia lists David Carmichael as a blacksmith, age 27, living with his wife “Susan,” 27, and one child, “Frankland,” age one. They were of Church of England faith. Susan’s father was English and her mother Irish. In the household was another blacksmith, John Day, age 19. Their dwelling is described as wood, two storeys, with five rooms. This does not describe the 1.5 storey, brick dwelling now known as 55 Scott Street. This household is not entered on the census near any of the tenants known to be occupying other Scott Street houses owned by Tait.5 The 1892 assessment roll again lists Carmichael, blacksmith, as the owner of Lot 17. It was valued at $575. Some development on the property had increased its value from the $400 of the previous year. The 1894 List of Voters for Polling District No. 22, South Ward, lists “D. Carmichael, blacksmith, owner, part Lot 11, W. Front; and D.G. Carmichael, owner, Lot 17, W. Scott.” Polling District 23, North Ward, lists David G. Carmichael, blacksmith, as a tenant on Part 1, west Front Street. (These are believed to be the same person.) The 1901 personal census for Orillia lists David Carmichael as a blacksmith, born July 8, 1864, in Ontario. “Susanne” was born April 6, 1864, in Ontario. The birth date of their son Franklin is given as May 3, 1890. A second son, Clarence (Graham), was born on July 31, 1899. They owned Lot 17 Scott Street and occupied a single family house with six rooms. This is believed to be the dwelling that stands at 55 Scott Street. The 1911 personal census lists David G., Susannah, and Clarence Carmichael in Orillia. David owned a livery. They were residing on Front Street. The 1923 Vernon’s Directory for Orillia lists “Carmichael, David G. Prop Dominion Garage, h 15 Front s.” 6 Franklin Carmichael The 1911 personal census for the City of Toronto lists Franklin Carmichael as age 21, single, and a lodger. His occupation was “designer.” Franklin was at the start of his artistic training and path to becoming a founding member of Canada’s iconic Group of Seven landscape painters. Two biographical notes outline his career: Franklin Carmichael, painter (b at Orillia, Ont 4 May 1890; d at Toronto 24 Oct 1945). A founding member of the Group of Seven, Carmichael was active as a painter, industrial designer and teacher. In 1911 he apprenticed with the Toronto commercial-art firm Grip Ltd, where he met several artists who later formed the Group. He studied in Antwerp 1913-14, and then worked as a designer in Toronto, at the same time painting SU MURDOCH HISTORICAL CONSULTING APRIL 2013 - 12 Page 59 of 124 HERITAGE DESIGNATION REPORT, CARMICHAEL HOUSE, 55 SCOTT STREET, ORILLIA watercolours and oils of northern Ontario landscape. Such paintings as Jackfish Village (1926) exhibit elegant compositional structures and lyric charm, gentler in feeling than many paintings by other Group of Seven members. Carmichael was a founding member 1925 and president 1932-34 of the Canadian Society of Painters in Water Colour and a founding member in 1933 of the Canadian Group of Painters. He taught at the Ontario College of Art 1932-45.7 Franklin Carmichael’s artistic talent was evident at an early age – sufficiently so, that his mother enrolled him in both music and art lessons. As a teenager growing up in Orillia, Ontario, Carmichael worked in his father’s shop as a carriage striper. Working on the scrolled decorations of the carriages, he practiced his design, drawing and colouring skills. In 1911, his interest in art took him to Toronto, where he studied art at the Central Technical School and the Ontario College of Art. Distinctive Commercial Art Carmichael spent twenty-one years of his life working as a commercial artist and designer, and the remaining fourteen years of his career teaching its methods to others. When Carmichael arrived in Toronto in 1911, he was hired as an office boy by Grip Ltd. The head designer was J.E.H. MacDonald, one of the most prominent men in his field at the time. Carmichael joined the Sampson-Matthews firm in 1922, probably as head designer under the art directorship of J.E. Sampson. Among his projects at Sampson-Matthews, Carmichael worked on the illustration and design of a number of promotional brochures as well as advertisements for newspapers and magazines. In step with the fashions of the times, his work increasingly reflected the flat, simplified design popular in the 1920s. In the 1920s Carmichael also created illustrations for stories, mostly in magazines. The distinctive commercial art of Franklin Carmichael is among the finest examples of design work by the Group of Seven.8 Franklin was inducted posthumously into the Orillia Hall of Fame in 1966: “One of Orillia’s most famous native sons and one of Canada’s most significant painters Franklin Carmichael studied under Canon Greene of St. James’s Church in his early years.” 9 Franklin and his wife Ada Went, also of Orillia (and possibly a Scott Street neighbour)10 are buried in Orillia. There is a tradition in Orillia that 55 Scott Street is the 1890 birthplace of Franklin Carmichael. Based on the findings of this Report, and subject to further research, it would be more accurate to say that this was his childhood home from infancy. His father, David Carmichael, bought Lot 17 from Andrew Tait on March 6, 1901, but is known to have been associated with the property from about 1891. SU MURDOCH HISTORICAL CONSULTING APRIL 2013 - 13 Page 60 of 124 HERITAGE DESIGNATION REPORT, CARMICHAEL HOUSE, 55 SCOTT STREET, ORILLIA 3.4 MALCOLM A.W. LINK (1914) On April 22, 1914, David and Susanna Carmichael sold Lot 17 to a local builder, Malcolm A.W. Link. The purchase price was $900. 3.5 STEWART HILL (1914) Malcolm Link and his wife Maria sold Lot 17 on December 22, 1914, to Stewart Hill. He was a farmer residing in North Orillia Township. The purchase price was $1,450 (including an existing mortgage of $550). 3.6 JESSIE OGLE (1919) By March 19, 1919, Stewart Hill was a retired farmer living in the town of Orillia. He and his wife Mary Caroline sold Lot 17 to Jessie Ogle, wife of Johnston Ogle, of Orillia. She paid $700 and the sale continued to be subject to the $550 mortgage. 3.7 ROBERT CALVERLEY (1924) An Orillia barber, Robert Notcliffe Calverley, bought Lot 17 from Jessie Ogle, still of Orillia. This was on July 24, 1924, for $800. 3.8 ROBERT O. SMITH (1929) Robert Calverley died May 15, 1927. According to the terms of his Last Will and Testament, all of the estate was bequeathed to his widow Edna Matilda “in trust in order to make a division of the Estate among herself and the three infant children of the deceased.” Edna sold the property to Robert Oliver Smith on June 14, 1929, for $800. Smith was a real estate agent. It was later found that the sale failed to note that this was done in Edna’s capacity as executrix of the estate. A conveyance dated December 31, 1929, legitimized the sale. 3.9 ETHEL HAWKINS (1930) Robert Smith and his wife Victoria sold Lot 17 for $1,500 on August 4, 1930. The purchaser was Ethel May Hawkins, a widow living in Medonte Township. Hawkins died October 8, 1933. Bertha May McIntosh (formerly Hawkins) was appointed executrix of the estate. On September 20, 1938, she transferred ownership of Lot 17 to herself, Olive Elsie Shell (a married woman), and Clara Pearl Hawkins (spinster), all of Orillia. SU MURDOCH HISTORICAL CONSULTING APRIL 2013 - 14 Page 61 of 124 HERITAGE DESIGNATION REPORT, CARMICHAEL HOUSE, 55 SCOTT STREET, ORILLIA 3.10 DONALD AND CLARA GRAHAM (1939) Bertha McIntosh, Olive Shell, and Clara Hawkins sold the property to Donald Graham and his wife Clara May on August 19, 1939. Donald was a sectionman, presumably with the railway. The Grahams paid $800. 3.11 ROSELLA GRAHAM Donald and Clara Graham owned Lot 17 until April 7, 1965, when they sold to Rosella Marean Graham. As the transfer price was a dollar and Rosella was a spinster living in Orillia, she may have been their daughter. 3.12 MAURICE AND MATILDA MCMILLAN The current owners of Lot 17, Maurice and Matilda McMillan, bought the property from the estate of Rosella Graham in 1994. 4.0 DESIGN OR PHYSICAL VALUE 4.1 DATE OF CONSTRUCTION Andrew Tait registered Plan 407 in October 1888. The Scott Street lot numbers on Plan 407 are used in the 1889 property tax assessment roll for Orillia. No entry was found for Lot 17 that year. In 1890, the low value for four of these lots suggests Lot 17 was vacant. The assessment value climbed to $400 in 1891 and the property was occupied by a tenant. It was valued at $575 in 1892. Based on these changes in assessed value and on the similarity in style, form, and materials to other dwellings on this street, it is likely that the dwelling at 55 Scott Street was built in 1890-1891. 4.2 STYLE AND FORM By the end of the 19th century, the popular Gothic Revival style was giving way to influences of Romanesque Revival and other modern styles. The simple form, and the segmental shape of the door and window openings of several dwellings along Scott Street, suggest this trend. Andrew Tait still chose the Gothic Revival tradition of dichromatic (red-orange bricks with buff coloured brick accents) patterned masonry as the wall cladding. SU MURDOCH HISTORICAL CONSULTING APRIL 2013 - 15 Page 62 of 124 HERITAGE DESIGNATION REPORT, CARMICHAEL HOUSE, 55 SCOTT STREET, ORILLIA Top L: East facade, 2013 Top R: Replacement doorcase and porch, 2013 Below: North facade, 2013 SU MURDOCH HISTORICAL CONSULTING APRIL 2013 - 16 Page 63 of 124 HERITAGE DESIGNATION REPORT, CARMICHAEL HOUSE, 55 SCOTT STREET, ORILLIA South facade showing main structure and west additions, 2013 North facade, west additions, 2013 Rear yard, looking west, 2013 SU MURDOCH HISTORICAL CONSULTING APRIL 2013 - 17 Page 64 of 124 HERITAGE DESIGNATION REPORT, CARMICHAEL HOUSE, 55 SCOTT STREET, ORILLIA Underwriters’ Survey Bureau Ltd., Orillia fire Insurance plan, 1928 updated to 1941 (Simcoe County Archives) The gable end form of the dwellings along Scott Street is well suited for urban lots with a short street frontage (forty as opposed to the standard fifty feet). The narrow width of the house is compensated for by its depth, creating a reasonable square footage of family living space on an affordable lot. The 1928 fire insurance plan (shown above) indicates that the Tait houses along both sides of Scott Street were of similar form and plan. Each has a 1.5 storey main section with a one storey rear addition. These sections are frame with brick veneer. A lesser, frame addition abuts the end. The only variations appear to be in the size and placement of the rear addition and the existence of a lesser addition. 4.3 ROOF The main roof is a medium pitched, gable end type, now clad in metal sheeting. The cladding in the eaves has been replaced. The chimney stacks have been removed and a concrete block chimney added on the north side. SU MURDOCH HISTORICAL CONSULTING APRIL 2013 - 18 Page 65 of 124 HERITAGE DESIGNATION REPORT, CARMICHAEL HOUSE, 55 SCOTT STREET, ORILLIA 4.4 WINDOW OPENINGS The east (front) facade of the main section has a double window opening on the north side at ground level, and two single openings on the second level. The north facade has two single openings on the ground level, and a small, square opening under the eaves (which was likely added although there are other examples on the street). The south facade has one window opening at the west end, ground level. Two single openings are visible on the second level of the west (rear) facade. Some basement level window openings have been blocked. The window openings have an upper, segmental shape, framed by well executed, buff brick voussoirs or heads. The upper sash employs the then modern technique of inserting a wood piece at the top to achieve the segmental shape, instead of using shaped glazing. Each opening has a lugsill (sill with extended ends), now clad in metal. The original window sashes may have been the 1x1 pane type with wood frames. These have been replaced with a metal clad type. 4.5 MASONRY Although Andrew Tait was in the lumber business, he clad these frame dwellings with brick instead of clapboard. This provided a measure of protection for the occupants and the neighbourhood by avoiding the rapid spread of fire that was inherent in frame structures. Brick was also considered a better class of finish. Tait elevated the aesthetic quality of these modest dwellings by applying a dichromatic brickwork pattern laid in common bond. The massing of the walls is a red-orange coloured brick accented with buff coloured bricks as quoins (at the corners); voussoirs (upper surrounds) over the door and window openings; and a perimeter, four course, rain plinth above the foundation. The south facade of the brick addition is as built; the north facade has been parged. The foundation is rubblestone with later parging. 4.6 ENTRYWAYS The dwellings on the west side of Scott Street have elevated entryways, requiring steps. Those on the east side are entered at grade level. This may be due to the natural slope of the area. The primary entryway is on the east facade. Although still a single door sized opening, the doorcase (door, frame, sill, and transom) has been replaced recently. The masonry steps, moulded concrete block base, awning, railing, and metal support posts of the front porch are 20th century. A second entryway is not visible but was likely on the west facade, possibly into the addition. SU MURDOCH HISTORICAL CONSULTING APRIL 2013 - 19 Page 66 of 124 HERITAGE DESIGNATION REPORT, CARMICHAEL HOUSE, 55 SCOTT STREET, ORILLIA Top: West side, Scott Street. No. 55 is second from right Below: East side, Scott Street. No. 52 is on left. Note the square window opening at the eaves of No. 52 and the grade level, front entrances SU MURDOCH HISTORICAL CONSULTING APRIL 2013 - 20 Page 67 of 124 HERITAGE DESIGNATION REPORT, CARMICHAEL HOUSE, 55 SCOTT STREET, ORILLIA 5.0 CONTEXTUAL VALUE The subject property is important to maintaining the historic integrity of Scott Street as a 1890s subdivision of affordable housing built by “developer” and lumber merchant Andrew Tait. In near original condition, the dwelling at 55 Scott is one of a set forming this 19th century residential streetscape. 6.0 DRAFT STATEMENT OF CULTURAL HERITAGE VALUE OR INTEREST DRAFT STATEMENT OF CULTURAL HERITAGE VALUE OR INTEREST In the 1880s, growth in Orillia was such that there was a shortage of affordable housing. Local lumber merchant Andrew Tait responded by acquiring and subdividing several parcels of land into lots and having modest, detached dwellings built for rent or sale. The dwelling at 55 Scott Street is among those he had built in this area starting in 1889. Of frame construction and clad in dichromatic brickwork, the dwellings on this residential street represent Tait’s efforts toward supplying a higher quality of affordable housing for the working class in Orillia. Early occupants of this dwelling were Orillia blacksmith David Graham Carmichael, his wife Ann, and their sons Franklin and Clarence. Born in May 1890, Franklin was an infant when the family moved to Scott Street in late 1891 or 1892. Although not his birthplace, this property is significant for its association with Franklin, a noted Canadian painter and designer. He was a founding member of the iconic Group of Seven landscape painters. DESCRIPTION OF HERITAGE ATTRIBUTE The only heritage attribute of this property is the frame with brick veneer, c.1890-1891 dwelling. The following elements of this dwelling are important to the cultural heritage value or interest of the property: the 1.5 storey massing and gable end form of the main structure the massing and form of the one storey, brick veneer addition at the west (not including the frame addition abutting this on the west) the gable end, medium pitched roof of the 1.5 storey structure the original, segmental shaped window openings, with lugsills the original, single width door opening with a plain transom, on the east facade (not including the replacement doorcase or porch elements) all elements of the dichromatic masonry, including the red-orange coloured bricks laid in common bond, with buff coloured accent bricks, and a cream coloured mortar the rubblestone foundation SU MURDOCH HISTORICAL CONSULTING APRIL 2013 - 21 Page 68 of 124 HERITAGE DESIGNATION REPORT, CARMICHAEL HOUSE, 55 SCOTT STREET, ORILLIA 7.0 SUMMARY Based on the documentary research and physical evidence, it is the conclusion of this Report that the subject property is a suitable candidate for protection under s.29 of the Ontario Heritage Act. The final decision on whether to proceed with protection rests with the City of Orillia Council. SU MURDOCH HISTORICAL CONSULTING APRIL 2013 - 22 Page 69 of 124 HERITAGE DESIGNATION REPORT, CARMICHAEL HOUSE, 55 SCOTT STREET, ORILLIA SOURCES City of Orillia, The Orillia Hall of Fame 25th Anniversary Special Edition, 1989. Hopkins, J. Castell, Ed. The Canadian Album Encyclopedic Canada, Volume 5, 1896. Murdoch, Su. Beautiful Old Orillia. Orillia, 2000. Richmond, Randy. The Orillia Spirit: An Illustrated History of Orillia. Toronto, 1996. Henry Vernon & Son, Publishers, Vernon’s Simcoe County Directory, 1923. Private Collection. Abstract of Title and related documents. Simcoe County Land Registry Office Tax assessment rolls, Simcoe County Archives. 1881, 1891, 1901, 1911 personal census rolls for Simcoe County and Toronto 1911. Genealogical entries for the Carmichael Family. Ancestry.ca. The Canadian Encyclopedia, online edition. McMichael Canadian Gallery, online biography of Franklin Carmichael. ENDNOTES 1 This information is in a newsclip: “Pioneer Businessman of This Town Dies at Toronto, Aged 96” dated October 1935. Larmour Scrapbook, Simcoe County Archives. 2 J. Castell Hopkins, ed., The Canadian Album Encyclopedic Canada, Volume 5, 1896, p.327. 3 Dougald Carmichael may have died in the 1880s leaving his widow Ann and a large family in Collingwood. Further research is required. 4 This late registration may be dated April 14, 1938 or 1988. Further research is needed to verify the date. It is the type of registration used when a birth is not registered within the first year. It gives Franklin’s date of birth as May 4, 1890. The 1901 personal census for Orillia gives the date of birth as May 3, 1890. Franklin died October 24, 1945. SU MURDOCH HISTORICAL CONSULTING APRIL 2013 - 23 Page 70 of 124 HERITAGE DESIGNATION REPORT, CARMICHAEL HOUSE, 55 SCOTT STREET, ORILLIA 5 The personal census entries typically align with the geographic location of households in a neighbourhood. 6 Henry Vernon & Son, Publishers, Vernon’s Simcoe County Directory, 1923. Private Collection. 7 The Canadian Encyclopedia, online edition. 8 McMichael Canadian Gallery, online biography of Franklin Carmichael. 9 City of Orillia, The Orillia Hall of Fame 25th Anniversary Special Edition, 1989. 10 The 1891 assessment rolls lists a George Went as a tenant on Lot 15, west side Scott Street. SU MURDOCH HISTORICAL CONSULTING APRIL 2013 - 24 Page 71 of 124 Page 72 of 124 CITY OF ORILLIA TO: Council Committee FROM: Fire Station Project Team DATE: June 7, 2013 SUBJECT: Fire Station Project- Award of Design-Build Bid Recommendation THAT the proposal for the design-build construction of the Orillia Fire Station as submitted by Greystone Project Management Inc. be accepted in accordance with their proposal dated May 28, 2013; AND THAT the Project Team be authorized to commence negotiations with Greystone Project Management Inc. for the final review of the RFP requirements and to determine if any savings can be achieved; AND THAT once contract negotiations are complete, at a cost not to exceed $5,961,028, including $103,099 HST, the Mayor and Clerk be authorized to execute the CCDC 14 Form of Design-Build Stipulated Price Contract, 2000, including supplementary conditions, with Greystone Management Inc.; AND THAT the Fire Station Project Steering Committee, having completed its mandate, be dissolved. Background In 2011, Council approved a budget of $11,190,000 for the construction and outfitting of a new Fire Station to replace Fire Station #1. In 2012, the Fire Station Project Team, in conjunction with the CAO and Deputy CAO/CFO undertook a detailed re-evaluation of the space program that was originally established in the Emergency Services Master Plan. Following this detailed assessment, the space program was reduced to incorporate changes in the fire management and building requirements. This review resulted in a reduction of the proposed station of 4,565 square feet or 18% of the project. The proposed building was reduced from the original recommendation in the Master Plan of 25,472 to 20,907 square feet. This reduction provided a budget savings to the Council approved budget of $900,000. As part of the Major Capital Facilities Work plan review, in March, 2013, the Project Team undertook an additional review to determine if further savings could be achieved through reductions to the fire station building or the soft cost Page 73 of 124 2 budgets that were established and approved in 2009 and 2012. At that time additional savings were realized which reduced the overall project budget by a further $965,740. Through these two evaluation processes, the Fire Station space program and original Council approved budget were reduced a total of $1,865,740. This brings the current Council approved budget for the project to $9,284,260, comprised of $6,000,000 for the building design/construction and $2,384,260 for land acquisition and soft costs. In addition, there is a $900,000 contingency budget, which may be reduced as the project progresses. To date $1,327,053 has been spent leaving $7,957,207 available to project completion. A Council Working Group, comprised of the Mayor and two members of Council was established to assist and provide input to the Project Team on the evaluation of the contractor prequalification submissions, final design specifications and the evaluation of the design/build contractor final bids. Following the program and budget review process, a Request for Proposals (RFP) was issued on April 23, 2013 to the five short-listed teams. All teams have experience with the design and construction of fire stations. The RFP invited the teams to submit detailed proposals to provide the full range of professional services associated with the design-build construction of a new Fire Station Building at 500 Gill Street. Five proposals were received by the deadline of May 28, 2013. The five proponents were interviewed by the Project Team over a two-day period on June 4 and 5, 2013. The Project Team comprised of the Fire Chief, Deputy Fire Chief, Director of Facilities and Special Projects, the Manager of Special Projects and the Project Advisor from Thomas Brown Architects evaluated each proposal and presentation individually. In addition, the Deputy GAO/Clerk and the Chief Financial Officer were added to fully participate in the evaluation process. The bids were evaluated in accordance with the proponents demonstrated ability to meet the requirements set out in the RFP with the evaluation criteria specified as follows: 1. Design Functionality 15% 2. Overall Quality 15% 3. Energy Efficiency and LEED Silver Initiatives 15% 4. Project Management Capability and Project Delivery 20% Page 74 of 124 3 5. Project Schedule 10% 6. Cost 25% Discussion 1. The Proposals Functionality and Quality The proposals brought forward very different approaches on how to create a civic institution within a residential and highly visible setting. To varying degrees, the proponents recognized the fundamental necessity to design a Fire Station which functioned efficiently and effectively for crew, administrative staff and members of the public. LEED As established by Council policy, the City is committed to achieving and demonstrating sustainability in its operations. Therefore the building is required to be built focusing on sustainable building principles, including utilizing a high level of energy efficient building systems to a LEED Silver standard, however final formal certification will not be pursued. Some of the proponents clearly demonstrated in their proposal which sustainable design initiatives would be included in the project and provided a LEED checklist setting out what points were going to be pursued. Some of the proponents indicated that a further financial commitment would be required from the municipality to achieve the points needed to obtain a LEED Silver equivalent building may be required. Project Schedule The project schedules submitted by the proponents, subject to discussion with the client once a contract is signed, reflected timeframes from 11 to 16 months for design, review, permit and construction completion .. As set out in the RFP, cost was an important factor during the evaluation process. Cost represented the heaviest weighting of 25% of the overall evaluation points. In a design-build proposal, it is important that all evaluation factors be taken into consideration during the review to ensure that the total package will provide the most suitable solution. The preferred proposal demonstrates a solution, to the requirements of the RFP documents in the quality of design, planning, material and systems selections and value. Four of the five Page 75 of 124 4 bids were within a consistent range of the approved construction budget with the low bid being $1.3 million less than the construction budget established. Bids ranged from $4,696,860 to $6,095,424, including the City's share of HST. The following represents the average of the seven evaluators' scores for each proponent: Criteria Greystone Cambria Gillam BECC Mettko Points for Design Functionality, Overall Quality, Energy 55.86 35 41.43 40.57 28.86 Efficiency and LEED . Silver Initiatives and Project Schedule Points for Cost 17.5 22.5 15 15 25 Totals (Avg.) 73.36 57.5 56.43 55.57 53.86 Overall Ranking 1 2 3 4 5 . The RFP document identified a $6 million budget for the building construction costs, which included design fees. This budget accurately reflects the expected cost to design and build a functional, energy efficient and quality building of this size, which also operates as a 9-1-1 Emergency Communications Centre. During the evaluation, cost was a very important factor that was considered and represented 25% of the scoring, with lower priced bids receiving higher points. In a design-build construction method however, it is important that in order to get value for money other factors must be considered in the evaluation of the bids. At times, the low bid does not represent the best overall value for the municipality in terms of efficiencies, longevity for the building and lifecycle costing. Poorer designs may increase the need for additional staff and may include needless long term operational risks. Although there were two bids that had lower cost, the Greystone Management Inc. proposal scored the highest overall by a wide margin in all other evaluation criteria set out in the RFP documents. Even when taking into consideration the cost factor, the Greystone Management Inc. bid ranked first of all the proposals. Proponents that submitted less costly bids did not adequately address required components in areas such as: Page 76 of 124 5 • Site plan layout and function • Requirements of the 9-1-1 Communication Centre • Public and staff safety • Interior productive work space/operational flow • Future building material and equipment maintenance and lifecycle costs • Energy efficiency costs and possible additional financial commitment from the City to achieve a LEED Silver design standard • Risk to the municipality due to the inability to enter the garage without three-point turns. 2. The Selected Proposal All seven members of the Project Team scored the proposal submitted by Greystone Project Management Inc. the highest on their individual evaluations. Renderings of the building and site layout are attached to this report as Schedule "A and "B". The City's expert Project Advisor, Mr. Paul Mcintosh also evaluated the proposals and a memo, dated June 7, 2013 setting out his recommendation is attached to the report as Schedule "C". Amongst the many factors which contributed to this proposal being ranked first were: • The submission thoughtfully addressed the aspects of the requirements of the RFP Documents as issued. • The submission illustrated a clear understanding of the operational and functional requirements of a Fire Station Building. • The submission incorporated a realistic LEED checklist which illustrated a clear understanding of the LEED process and the efforts required to achieve a LEED Silver project. • The submission contained a clear and detailed framework for project management including cost control and scheduling, and included all required professional disciplines. • All members of the Team clearly illustrated their understanding of the project requirements and their abilities to achieve the desired results. • The actual Design submitted for the Site Plan intelligently addressed and solved the serious challenges presented by the site constraints in a fashion not found in other submissions. • The Plans for the building were very clear and responsive to the challenges of housing a working Fire Response Station with Headquarters Facilities and a 9-1-1 Call Centre. Their solution was as thoughtful as their Site Plan presentation and left little room for criticism. • The exterior design and selection of materials incorporate sensitivity to the residential nature surrounding the site while at the same time presenting a suitably distinctive presence for the Fire Department's Headquarters. Page 77 of 124 6 • The materials selected also are of high quality that will provide for longevity, with very little maintenance. • The submission can accommodate the access to all four bays for vehicles of any size from the rear of the building without utilizing a three point turn. • The commitment to utilize material and labour from the local market as Greystone is based out of Huntsville. It is important to note evaluation of a design-build RFP is different from the standard stipulated sum tendering process. Because the design-build bids contain confidential information that could result in undue loss to proponents, such as disclosure of trade-secrets, financial, technical and commercial information and labour relations information, only the selected proposal is made a public document. The internal review process must remain confidential and therefore specifics related to individual proposals cannot be discussed in a public forum. 3. Financial Aspects The bid received from Greystone Management Inc. is $5,961,028, including $103,099 HST, which is the amount payable by a municipality. Once selected by Council, the Project Team will commence negotiations with the proponent for the final review of the RFP requirements and to determine if savings can be achieved. Once contract negotiations are complete at a cost not to exceed $5,961,028, the City will enter into the CCDC 14 Form of Design-Build Stipulated Price Contract, 2000, including supplementary conditions, with Greystone Management Inc. 4. Summary Following a comprehensive assessment of the proposals submitted by the five short-listed proponents, including interviews, the Project Team selected the proposal from Greystone Project Management Inc. as representing the best value for money. It is therefore the unanimous recommendation of the Project Team, including Deputy CAO/City Clerk and the Chief Financial Officer that Greystone Project Management Inc. be selected to provide design-build construction services for the Fire Station building in accordance with their proposal dated May 28, 2013. Page 78 of 124 7 ill, Lo Ko gha , Direc f Facilities and Special Projects. ~'Manager of Special Projects ~aD J~ Fire Chief Deputy Fire Chief .~~y~ Chief Financial Officer Attach: Schedule "A" Greystone Project Management Inc. Building Rendering Schedule "B" Greystone Project Management Inc. Site Plan Rendering Schedule "C" Letter of Recommendation from Thomas Brown Architects Page 79 of 124 ! Sctt e.o t.H.~ ·· A~ I l 1 I I I I I j ~ Page 80 of 124 GREYSTONE --·1-!'~~ - ..... l------1 I I I . I I I - - • I I• ( I• 16 j!i .& ~ •• PltOPOSED 1.1 ST.O.TION • - • • • -- - •• '\ ~ .. ' - ' •' - Page 81 of 124 nt't ~ lUCK• •'( KCJ. l2 - --(tl' Date: June 07, 2013 To: Orillia Fire Station Project Working Group c/o Lori Koughan City of Orillia Manager of Special Projects From: Paul Mcintosh Thomas Brown Architects Inc. Re: Orillia Fire Station Project- Recommendation for RFP Proposal Submission Selection To the Members of the Orillia Fire Station Working Group, I wish to confirm that I have participated with the Orillia Fire Station Committee throughout the Evaluation process which proceeded smoothly from the receipt of the Proposal Submissions and through the Proponent lnteiViews to a unanimous agreement as to the preferred selection. I have also had the opportunity to carry out my own detailed review of the 5 Submissions received on May 28, 2013 in response to the RFP Documents issued on April 23, 2013 for Design Build SeiVices for the Design & Construction of a Fire Station Building and Associated Site Works. My review of the submission packages took place on May 29'h, 30'h and June 1'1 and was 1 1 augmented by the Proponent inteiViews on June 4 h and 5 h. Of the 5 submissions received, I found that the proposal as submitted by Greystone Project Management Inc. provided the best response to the Site Plan layout, the Building Plan layouts and the Exterior Design. In particular, I was pleased with their selection of brick and stone masonry which is highly durable and maintenance free and most suitable for the expected 50 year life of this Station. In addition, their submission responded thoroughly and thoughtfully to the full requirements of the RFP Documents and was priced comfortably within the project budget. Their inteiView was very well organized and added to the confidence which was displayed in their written submission. Based on our own lengthy experience in the design of Fire Stations, we are pleased to advise that Greystone's plan layout is very effective in responding to the RFP space and function requirements in a manner which illustrates their knowledge and understanding of the operations of a Fire Station and Headquarters facility. We are comfortable in recommending that Greystone Project Management Inc. be selected to proceed with the Design and Construction of this project. Respectfully, Paul Mcintosh Thomas Brown Architects Inc. 1118 394 King Street East, Toronto, Ontario M5A 1K9. Ph: 416.364.5710 Fx: 416.364.4662 Page 82 of 124 CITY OF ORILLIA TO: Council Committee (meeting of June 17, 2013) FROM: Jeff Duggan, Senior Planner George Bowa, Director of Public Works DATE: June 8, 2013 REPORT NO: DS-13-20 SUBJECT: 514 Laclie Street- 0.3 meter (1 foot) Municipal Reserve Recommendation THAT Council direct staff to pursue Option __ as detailed in Report No. DS-13-20 dated June 8, 2013. Background On November 20, 2012, the City of Orillia Committee of Adjustment considered an application for consent with regard to the property municipally known as 514 Laclie Street. The application proposed the severance of an existing property into two lots with the retained portion of the property fronting onto Laclie Street and the severed portion of the property fronting onto the northerly dead-end of Free Drive. 4?.1 U!:( 417 Page 83 of 124 June 17,2013 Report to Council Committee (Rep01t No. DS-13-20) 514 Laclie Street Page 2 -- ' PAR1' 2, 51R-240•H 1. 5tfi--24D44 \"114 ':\Mlli \\()1.0\\l) S'i\U'l.~,.-Dtli1\L1) -\~"'":""':":::'~-+ There is currently a municipally-owned 0.3 meter (1 foot) reserve between the northern end of Free Drive, and the applicant's property which serves to prohibit access from the municipal right-of-way onto private property. In order to gain access to the proposed severed lot, the reserve would have to be removed by the passage of a City By-law to lift the 0.3 meter (1 foot) reserve. Attachment 3 - Location of 0.3 meter (1 foot) reserve Page 84 of 124 June 17, 2013 Report to Council Committee (Rep01t No. DS-13-20) 514 Laclie Street Page 3 Analysis The Committee of Adjustment is provided authority to grant severances under Section 53 of the Planning Act Council has implemented the Planning Act by empowering its appointed Committee of Adjustment through Chapter 64 of the City's Municipal Code. The Committee considers an application based on information provided by the applicant and comments received from City staff and various external agencies. If an application is found to be acceptable and a severance is granted, the Committee may attach conditions to the decision which must be fulfilled before the consent may be finalized or which may be fulfilled following consent in an agreement between the applicant and the municipality. Typical conditions attached to a severance include the preparation and registration of a new reference plan, the payment of various City related fees, and occasionally special conditions related to circumstances unique to the subject property. Comments received from the Development Services Department, Planning Division indicated that the proposed lot would meet the performance standards of the Zoning By-law and that a suitable building envelope could be accommodated on the severed lot The proposed severance was also considered to conform to the intent of the Provincial Policy Statement and Growth Plan in that the creation of a new lot within the built boundary promoted the provincial directive of intensification within the built urban area. Although the existence of the reserve was known and its removal was noted as required by the Manager of Development during the circulation period for the application, no comments were received from the Public Works Department prior to the decision of the Committee. As no concerns were raised from the Public Works Department, the Committee granted conditional approval to the application and imposed a condition that the applicant lift the 0.3 meter (1 foot) reserve along the frontage of Free Drive and to undertake any works that may be determined to be required. In efforts to determine what works may be required to be undertaken by the applicants in order to remove the reserve, planning staff requested that more detailed comments be provided by the Manager of Development The Manager of Development noted that the existing dead-end configuration of Free Drive was constructed as a temporary measure at the time of its construction as it was presumed that Free Drive may be further extended to the north as part of other privately initiated development. However, further development has not taken place and the dead-end configuration of Free Drive remains deficient in terms of design standards for a cul-de-sac. Development potential (i.e. new lot creation) to the north of Free Drive is limited. Although continued severances may be possible, the extension of Free Drive by individual property owners would be prohibitively expensive. In order for a larger scale residential development to occur, a considerable amount of land assembly would be required. There has been no indication to date of such an intention. Page 85 of 124 June 17,2013 Report to Council Committee (Report No. DS-13-20) 514 Laclie Street Page 4 Attachment 4- Aerial View of Free Drive and Area Following the arrival of the new Director of Public Works, Planning staff requested input as to what would be required of the applicant to lift the reserve. The Director of Public Works has noted that without extending the existing cul-de-sac, future development to the north, or the continuation of Free Drive would no longer be possible. Further, the removal of snow from the existing cul-de-sac would become problematic as there would no longer be a snow storage area available. Page 86 of 124 June 17,2013 Report to Council Committee (Report No. DS-13-20) 514 Laclic Street Page 5 Based on the foregoing, the following options are presented to Council for consideration. Option1 Remove the 0.3 meter (1 foot) reserve and approve the severance as requested. This would provide the opportunity for the applicant to fulfill the existing Committee of Adjustment condition, and complete the severance thereby creating a new lot with driveway access from the dead-end portion of Free Drive. However, any further development potential to the north or an extension of Free Drive would no longer be possible. Financial Impact of Option 1 Should the reserve be lifted and the severance completed, the loss of the existing snow storage area would require additional efforts by the Public Works staff to remove snow from Free Drive. It is estimated that the additional cost of clearing snow would be from $1,000 to $1500 per winter season. Option 2 Require the applicant to extend the cul-de-sac and all associated municipal servicing to the north limit of the subject property. This option would provide for a proper turn around that can accommodate large vehicles and the ability to efficiently remove snow. An extension of the cul-de-sac would also create a natural severance by dividing the proposed severed lot into two portions separated by a municipal road allowance. The Option 2 sketch below illustrates the extension of the cul-de-sac. Extending the cul-de-sac would present a Page 87 of 124 June 17, 2013 Repmt to Council Committee (Report No. DS-13-20) 514 Laclie Street Page 6 significant financial burden for the applicant and the resultant lot would be much smaller and potentially less marketable. For these reasons, the applicant would likely abandon their consent application rather than pay the costs associated with Option 2. 524 529 Easement 510 · Existi~ F "'"'"rnl'llit to be rel€:asE:d 504 OPTION 2- Extend road and turning circle Financial Impact of Option 2 None Option 3 Require the applicant to provide the City with an easement and extend municipal services to the north limit of the subject property within the easement. As may be seen from the Option 3 sketch below, the proposed easement would not address the existing need for a proper turn-around at the northern end of Free Drive. As an alternative to a full 20 meter wide easement required for a road extension, a 6 meter wide easement and municipal services could be required to be extended to the north limit of the subject property. This would provide municipal servicing connections should future development occur from the north. Similar to Option 2, Option 3 would present a significant financial burden to the applicant, a smaller building envelope and potentially less marketable lot. Should Free Drive ever be extended to the north in the future, there would also be significant disruption to the new property owner. For these reasons, the applicant would likely abandon their consent application rather than pay the costs associated with Option 3. Page 88 of 124 June 17. 2013 Report to Council Committee (Report No. DS-13-20) 514 Lacl ie Street Page 7 431 524 529 427 i 520 ' 425 I llll 514 'I 25 24 2Z i I I ' ! \.~ 20 510 18 ~ 21 ~ \ 16 . \ 19 504 I 14 ~, I 17 12 I \ 15 OPTION 3 - Extend Easement Financial Impact of Option 3 None Comments from Departments Comments from other Departments were not requested at this time. Policy Impact None. Summary • The Committee of Adjustment provided conditional approval to sever 514 Laclie Street into two lots with the retained portion of the property fronting onto Laclie Street and the severed portion of the property fronting onto the northerly dead-end of Free Drive. • There is currently a 0.3m (1 foot) reserve at the northern dead-end of Free Drive which will be required to be lifted by By-law in order for the proposed lot to have frontage and provide access to the municipal right-of-way. Page 89 of 124 June 17,2013 Report to Council Committee (Report No. DS-!3-20) 514 Laclie Street Page 8 • The Public Works Department has provided comments with respect to three options that could be pursued to address the issues associated with new lot creation at the north end of Free Drive. Further development to the north of the subject property would not be possible if the existing 0.3 meter (1 foot) reserve is lifted. Prepared by: Recommended by: , MCIP, RPP ian Sugden, MCIP, RPP ner Director of Development Services Recommended by: George Bowa, B Eng., M. Eng., P. Eng. Director of Public Works Attachment 6- Memo from George Bowa, Director of Public Works dated May 27, 2013 Page 90 of 124 Attachment 6 MEMO To: vfetr Duggan, Senior Planner JJ· p2;sll vW: C EIVE D From: George Bowa, Director of Public Works Copy to: Glenn Harriss, Manager of Development MAY 2 9 2013 CITY OF ORILLIA Date: May 27,2013 DEVELOPMENT SERVICES DEPARTMENT PLANNING DIVISION Subject: 514 Laclie Street - Proposed Severance Request to Remove Existing 0.3m (1 ft.) Reserve- Free Drive Further to your memo dated May 17, 2013, please note my comments below. The proposed severanc;e of the existing lot into two lots, one with continued access from Laclie Street, the other requiring access from Free Drive creates two issues: 1. Sufficient municipal right-of-way would be required from any parcel abutting Free Drive in order to construct a proper cul-de-sac having a minimum 12.5 metre radius paved surface. Snow clearing and removal would be onerous without it. This would entail decommissioning of the existing temporary cul-de-sac including adjustment of the asphalt roadway,. ditching, grading, granulars, topsoil and sodding where necessary. Additionally, allowance for servicing any land to the north by having the applicant extend municipal services (i.e. storm ditching, sanitary sewer and water main) to the north limit of the subject property within a road allowance. Without the new cul-de-sac, snow clearing and removal would be onerous, as well as any vehicular turnaround. The requirement for a proper cul-de-sac is recommended. 2. Should a new cul-de-sac not be created and the severance occurs as proposed, determination If future development to the north is expected and accompanying service provisions. This would require a minimum of an easement and extension of municipal services (i.e. storm ditching, sanitary sewer, water main) to the north limit of the subject property within the easement. H:\0-Development\010-Severance\514 Laclle St -Request to Remove Existing Reserve- Free Dr 27May13 Page 91 of 124 Page 92 of 124 CITY OF ORILLIA TO: Council Committee- June 17, 2013 FROM: Roman Martiuk, CAO REPORT NO: CA0-2013-18 DATE: June 7, 2013 SUBJECT: Policing Options- Public Meeting Recommendation THAT Council hold a public meeting on July 16, 2013 at 7:00p.m. in Council Chamber to consider policing options. Background Council, at its meeting held on May 27, 2013, adopted the following resolution: "THAT as recommended in the confidential report dated May 6, 2013 from the Chief Administrative Officer regarding the OPP Contract Negotiations, Report Number CA0-2013-12 be made a public report with the exception of Appendix A; AND THAT the report from MPM Consulting Ltd. be made a public report subject to any revisions or clarifications arising from Council Committee's review; AND THAT the City undertakes a formal review of policing options as outlined in Alternative 5(8); AND THAT MPM Consulting Ltd. be retained to provide advice to Council and the Ori/lia Police Services Board; AND THAT the cost to retain MPM Consulting Ltd. shall not exceed $15,000 plus HST, funded from Capital Contingency; AND THAT the City retain the services of an architectural firm to review the police detachment and determine a budget required to renovate the existing detachment for a standalone Ori/lia Police Service at an estimated cost of $25,000 plus HST, funded from Capital Contingency; AND THAT the OPP be requested to continue to honour the existing contract while Council deliberates policing options." Page 93 of 124 2 The purpose of this report is to confirm the date for the public consultation and outline a communication plan. Discussion The following information will be available for the consultation meeting: 1) The historical reports already received by Council. 2) MPM Consulting's evaluation of options report. 3) The architects' report outlining the cost to refurbish the existing police detachment as a standalone facility, serving the needs of Orillia only. 4) A financial analysis. 5) An updated public brief- current version attached. Communication Plan As one reviews the reports to date, it is clear that the policing decision is a complex matter. Although staff has made detailed technical reports available to the public, it may serve the public interest to develop a plain language document outlining the decisions before Council. Attached as Appendix A is a draft public brief. A final version will be updated reflecting any new information made available prior to the public meeting. Promotion for the meeting will include: 1) A press release. 2) Advertisements in the City's bulletin appearing in the Packet & Times. 3) Information on the City's website. Page 94 of 124 3 Meeting Format It is proposed that Council meet in Council Committee and that the meeting be structured as follows: 6:30 PM- Closed Session- Human Resources and Legal Matters 7:00 PM- 9:00 PM (if required)- Public Session Presentations - 10 Minute Maximum 1) MPM Consultants 2) Architects 3) Ontario Provincial Police Delegations - 5 Minute Maximum 1) Public - Pre-Registration Not Required Following the Public Session - Council Committee in Open Session 1) Consider reports. 2) Council Committee would either make recommendations for ratification on 1 July 18 h, 2013 or defer the matter until August. Summary It is recommended that a public meeting be scheduled to consider the policing options. Prepared and Recommended by: tl~ROrhan Martiuk, Chief Administrative Officer Attachment #1 -Appendix A- Draft Public Brief Page 95 of 124 Page 96 of 124 Polldng Orlllla lhtC~b~fot~~cepolic~todw Version 1.0 A~ of June 10. 201l ocln· Page 97 of 124 History OPP Extra Charges Have Grown nw Cil:y dlsbrlndcd it') munidi»l ponce WfoAc:c ond tnttftd Into • contJ.ct The 2 3 Municipal Option Facility Status In Ofdef to evaohJitte t~ optiMs J)rcwided by the OPP. t~ City rc:t.tin((l M9M T'ht OIY h.)s owned and supPjed th4! pollee bt.rllding sifKe tht' stan of Consuttbnb to bendimark «her muntcip.)litio .md ~an eui~t(> of the conttKt with the OPP.. AI~ the wnent pollee bulldftg Is wlldl)' wtwt" muni(ip.tl polic~ ~rvic'e might co,.l. MPM f':)6mil«'~ ., munlr;ip.al s.e:Mce consttuCted, It h too smal to hous-e the com~ provindal. city and WO(.IId <0$1 betWff!'l S7.9 and sa.s rnlllon PC!f )'t:.w. township opentlons a.-4 requires renoval.ton. The OPP currMdy paoys S1 16,000 annually in reont lO the CitY for the prcwinci.\1 arMS townsNp uSllgt>. Summary of Options The OfP and City have ~ dis.cussil\9 the- ~ to rtpl~ the bcility ~~ The bu60E'1 f OPP Opdon 1: Orill-a Only S11.4 Facility Fair Treatment for Orillia Many munidpal11iH Me 1'10l r~ible for t~ cost ot • J)Oiiting f•cility, ~~ Pollee ServkeM Se:rvk:e $8.8 Typl(aly, the OPP buildJ d'le f.K11ity ~ dwlrg~ b.Kt .o PCJ officer co~t for tht M~l Pollee Service Minimum Requirtod S7.9 f11 OPP Option 2: lnl~rated Oecadwnem ~1) How Would a New Facility Impact Taxes] Rtdu«d Sc!-rvk:f! L~ AS 12 milliCN'l faolityWOUid require the City 10 bocrow. Principte ~ lmereJt •footpatrol ~~~ SlOO,OOO) •n» ar\d W rrn by-l,tw ent'«ctmf!nt Charges lu~ t)tim;t.tcd at ju$1 under S 1 mlllon pc:1 ye:.or ,nd would require" (\If.... s1 00. 0001 (uriJ'Cf 2% t.1X fn(tf:!./1~ 10 ~II thr: C.tplt.al ~:cpcndJIUrt. OPP Opdon J: Integrated Oet.achmet~~ S92 Same SetW:e level Renovate the Facility Page 99 of 124 As an alttmatlve to a MW f • s Start Up Costs and Risk Total Five Year Costs· Capital and Operating tf Coundl were- 10 oprc ror a munidl)al J>O'Ice s.ervlct, ow consult.lnts haw Policing plusfOOiity cos.t ~ t~ S yc.r conltKt periochrees.timon«< bdow. t$tirn.lted a s.~ar1 up~~ tA S1 .7 millioo. htabU~if\g a munkip.ll I)Oik:e seroAc:e Oetaikd schtdldes are anached. Page 100 of 124 Si(l(f!' M 6 ' Oflailfll Cost Estimate-Summary ~tl Option,,-...... -...-..._ S....O....Orly Option 2: 8it.lild.&ntWF~InMI'fllt*oiCICWI Ser¥t"~Only • At.\oul " no _,.,liOtl · ~ 2014 MW'IOIUf'Ud ,.... ~ ot SIOO.OOO (Sl.2 ~IOn totilll · ~ noinft.Mion ,Aft,"'" 'lftOMt\Menoc known · SI m. llonintlucNd ln ~ •lncfuda 201" ¥11'1CN1tflf'd w.t9t ..:lj!J'I.!" I'M of SIOO.OOO ISl..l mAon tell.• OI'P lOll Co~ 8.0 ••• OPP2013C~ ... ••• Bid ...... 12.2 11.2 12.-4 12.2 Ptkf' 12.1 114 12J 12.2 ...... HPwFKMy •• ...... o.s o..s -·-~.,.l«M.Jon 0,2 Q.2 - IOU tO. I) (OJ) (Q.I) - 101) 10.1) (0.)) - ..__._. 01 OJ o.J o.J """o.J lA ...... 0.1 0.2 02 0.2 OJ 1.0 -- ~II'IMNnct Toc.al 8.1 21 .0 IU 12A 12A 66.J To••l ••• 1),6 UA 12A UA 58.9 Munltl~l Municipal OPP 201l Cosc 80 •... OPPl'OUC~ ...... Low btm:t:it 79 79 79 1.9 )1.6 ...... ,._ Suo! I.\>""" 11 1.1 ,, 79 19 (- lUI Page 101 of 124 " ...... S&M1Up(ost 11 1.1 -·-lfw•ifPOIMJ~ o..s o..s ...... IIIII (0..1) T.mpor~y lOC.,tiOn 0.1 O.l -·- -_,...... 0.2 0) O.l o.J o.J lA Rent {0.1) (0.1) .,....,10 Tolll ••• 11U 8.2 8.2 u $ 1,1 0.2 0.2 .., 0.2 M.tlm~nct ., ... '"'•' ••• 11.0 ...... ••• OA • ftc*dng ~"-iA*'l t...ir-1' • Option 3: City builds o1 nf!Wfaclllty co hou~ the comblntdopetatlons - OPP 2013 Cost llid'Pri(CI u 9.0 9.2 9.2 )6.3 New F'aoc.ility 12.0 12.0 T~;)fy Locoltkln o.s o.s (0.1) (0.11 (03) (0.3) (OJ) (1.1) (0.2t (0.2J (0.2} (0.6) OA 0.4 OA ... Tot for mor•lnform11tlon P~IIH contact: Option 4: ow b\lil<.k., ~fildityto house tht'combintd ~ OPP 2013 Cost 8.0 8.0 Version 1.0 BidPric~ &9 9.0 36.3 AsofJune10.201) Rent (0.1) (ttl} 10.2) &Jilding M.W\t ef'laf'Q o.2 0.2 OA Cily P.tyJ ~ Ol'fl«1 A«ommod local 8.1 9.0 9. 1 9.1 9.1 44.8 10 Pollcn;Jtnfom\ltJOn P.rnphll!t 11 CITY OF ORILLIA TO: Council Committee- June 17, 2013 FROM: Roman Martiuk, CAO REPORT NO: CA0-2013-19 DATE: June 6, 2013 SUBJECT: Policing Accommodations Recommendation THAT report number CA0-2013-19 be received as information. Background As Council is aware, capital spending and borrowing levels are a significant issue for the City. The City has been undertaking a detailed review of potential capital projects. Even with significant project deferrals and deletions, the program will require unprecedented borrowing and will place upward pressure on taxes. This report provides further information with respect to the police detachment. Report Under the Police Services Act, R.S.O. 1990, c. P. 15, the City has an obligation to provide for facilities required for the operation of a police service. This obligation can be met by providing a facility or paying for one. When the OPP take on a new policing contract, the common approach is for the municipality to continue to supply the facility as they have done with the municipal police service. Typically, the buildings have no other municipal use, so continuing to use these buildings as police buildings makes considerable sense. This concept is often extended to building replacements. In such a case, the municipality would construct a new facility and supply it to the police service as well. Although the City has indicated a willingness to construct a facility in the past, City Council has put that decision on hold. Due to the City's financial realities, alternatives to this large expenditure need to be explored. The existing facility might be sufficient with renovations for an Orillia-only operation. With the provincial and township responsibilities also operating from that facility, a new larger facility has been requested. The provincial and township responsibilities are helping to drive a significant cost to the Orillia taxpayer. The City is facing a significant capital investment of at least $12 million. Although the OPP and Infrastructure Ontario will provide rent, Infrastructure Ontario has historically Page 103 of 124 2 driven a hard bargain. Consequently, these rents are not sufficient to cover the costs incurred. Numerous municipalities operate under a different model. Rather than provide a facility, many municipalities do not own or provide a facility - they simply pay a per officer rate. Under this model, the City is not required to borrow. This rate is applied uniformly across these municipalities and recognizes that a portion of the facility costs should be covered by the Province. This provincial contribution recognizes that each facility has a provincial role. The resulting rates are very attractive. Options Although the City has an obligation to provide a facility, the legislation does not prescribe how that obligation is met. The legislation provides no ability for the OPP to compel the City to construct a facility. Recently, the Town of New Tecumseth was faced with a similar dilemma. The Town of New Tecumseth advised the OPP that they were unable to construct a facility. Subsequently, the OPP stepped in and constructed the facility and began charging the per officer rate. Option 1 - City Constructs a Facility Under this option, the City owns and constructs a facility. • 30,000 square feet. • 40% provincial & township use. • $12 million capital cost. Annual Cash Flows Accommodation Following Cost Current Notes Construction (OOO's) Rents ($116) ($300) Assumes $25 per square foot Assumes $10 million construction cost Payment in Lieu ($ 21) ($180) (assessment value). Assumes $12 per square foot Maintenance $199 $360 for a new facility. Subtotal $62 ($120) Debt Service $960 20 years at 5% Cash Flow Impact $62 $840 Increase $778 Impact on Tax Rate +1.6% Page 104 of 124 3 The foregoing analysis is based on a practical borrowing period of 20 years. If the cost of the facility is amortized over a 60 year facility life, the annual payment would be $600,000 per year. After factoring net rents of $120,000, accommodation costs would have a $480,000 per year impact, or about 1% on the tax levy. Option 2 -Supply the Existing Facility- Take No Action on a New Facility Under this option, the status quo would continue until the OPP determined a new facility is required. This could be immediate or well into the future, as the OPP sees fit. • The City advises the OPP it will not construct a facility. • OPP pays for a new facility. • City responsible for the per officer rate. • Assumes facility is constructed outside the City (no payments in lieu of taxes). Annual Cash Flows Accommodation Cost Following Current Notes (OOO's) Construction Rents ($116) No rents collected. ··-- Payment in Lieu ($ 21) Assumes no payments in lieu. Maintenance $199 OPP responsibility. Subtotal $62 See below. 2012 Cost Formula. Accommodation Cost $29 $538 per uniform officer. Proposal Option 2 53.5 FTE. 2012 Cost Formula. Cleaning Cost $11 $204 per uniform officer. Proposal Option 2 53.5 FTE. Cash Flow Impact $62 $40 Increase ($22) Impact on Tax Rate Nil This alternative is clearly advantageous to the City. The OPP have advised that they are unable to commit to construct a facility, as those decisions are made in consultation with other agencies and are based on the priority of the project compared to other projects. Based on discussions with the OPP, staff now has a better understanding of the legislation and the OPP's viewpoint. Notably, Option 2 is a viable alternative. Page 105 of 124 4 Public Policy For Orillia, there is a significant financial impact to providing a new facility. Given that the major driver for the new facility is a lack of space, the additional demands placed on the facility by housing provincial and township responsibilities in Orillia should not borne by the City. Currently, there are two approaches to facilities in use in the Province. As a matter of fairness, the City should be able to be treated the same as the Town of New Tecumseth and many others. Although the case has been made that a new facility is required, it is difficult for the City to prioritize this project against the City's other priorities. Should the OPP take on this responsibility, this project would compete against other provincial priorities. As a result, the OPP and Infrastructure Ontario will validate that this project is a priority and provide funding or determine if this project can wait. Whatever the outcome, such a review represents a good public policy check and balance for such a large expenditure. Under Option 1, the City would be able to control the location of the facility. Under Option 2, the facility location would be determined by the OPP and may not be within the City boundaries. Not only would that result in payments in lieu of taxes not being paid to the City, but a move outside the downtown core would reduce economic activity within the downtown. Although the cost recovery formula is advantageous to the City, at this time, the OPP are able to change the formula without the City's agreement. The current contract renewal includes increases to various recovered costs of 83% over a six year period from 2007 to 2013. Presently, the OPP believe that they have a role in funding integrated detachments. That view could change. To illustrate this risk, one needs to only examine communications costs. In 1995, the City employed 8 dispatchers. The OPP's bid required the City to fund 3 dispatchers at a cost of $112,000, presumably to fund incremental costs as they had an established call centre. These savings were part of the rationale to move to the OPP. For 2013, the cost is now $293,000, which amounts to an increase of 160%. The OPP have obviously decided to move beyond incremental cost and seek full recovery without consultation or agreement of the City. Page 106 of 124 5 Summary Staff continue to work with OPP representatives to obtain clarity with respect to the City's options for police accommodations. The two options presented within this report will be incorporated into further reports and financial analysis. Prepared and Recommended by: a~RO\nan Martiuk, Chief Administrative Officer RM/kp Attachment #1 - Correspondence from the OPP's Business and Financial Services Bureau, dated November 8, 2012, regarding the Orillia OPP Building. Page 107 of 124 Ontario Police Business and Financial Services Bureau Provincial provinciale Facilities Section Police de !'Ontario 777 Memorial Ave, 777, ave Memorial Orillia ON L3V 7V3 Orillia ON L3V 7V3 Tel:(705) 329-6813 Fax:(705) 329-6808 November 8, 2012 Attention: Municipal Policing Bureau RE: Orillia OPP building A site visit of the Orillia OPP Detachment at 66 Peter St South, Orillia, ON was conducted to determine its suitability as an OPP occupied building. This report is only a short list of some of the most outstanding issues with the facility and does not reflect all deficiencies with the current facility. This report is not intended to be a full building inspection. The requirements listed in this report are applicable for both standalone Municipal building and Integrated Detachment (inclusion of Municipal and Provincial components). To determine the extent of renovations required, it is suggested that the Municipality retain a consultant to complete a thorough review of the building. Building Condition/Size • The Orillia OPP Detachment building at 66 Peter St South Orillia is a two storey building with masonry exterior. • The building size is approx 10,000 square feet and will not meet the spatial requirements for the number of FTEs for the Municipal contract alone. Therefore, the building will also not be large enough for both Municipal and Provincial components assigned to this Detachment. • The existing building will need to have a substantial expansion or full replacement to provide adequate accommodations. Building Code and Ontarians with Disabilities Act Compliance • The building is not Ontarians with Disabilities Act (ODA) compliant, and will require substantial renovations. A review of the ODA and the Ontario Building Code compared to the building will need to be done by a Consultant should this building be identified for use by the OPP. Public Entrance • Building access for both the public and employees does not meet barrier free requirements • A barrier free washroom specifically for Public use needs to be provided directly off the reception area as per OPP Accommodation Guidelines • The front vestibule and reception/security counter do not meet barrier free requirements or the OPP Accommodation Guidelines for security. • Boardroom/briefing room is required with access directly off the reception area Parking Area • There is a paved parking at the front and rear of the building that is used by all employees and program vehicles • There are insufficient number of parking spots to support the OPP Program and staff vehicles I Page 108 of 124 • There is parallel parking at the front of the building on the street for public use. • There seems to be sufficient Barrier free parking spaces provided at the front of the building. Gun Storage • The space used for Handgun and Long gun storage is insufficient. Male/Female Locker rooms and washroom facilities • There is insufficient space for Male and Female lockers/showers. Occupational Heath Room (Fitness Room) • There is no fitness room in the facility Signage • There is an existing OPP illuminated pole and wall mounted OPP detachment sign that meet our requirements · Interview room • A "hard" interview room exists on the upper level of the detachment but is located within the operational area which causes health and safety issues. It needs to be located in the secure function area. • A "soft" interview room exists on the lower level of the detachment but does not have recording capabilities • More than 2 interview rooms are required, based on the number of lockups and needs of the detachment Duress System • A duress system does not exist. Duress buttons throughout the secure function area, all interview rooms and the front reception will need to be installed and connected to the OPP Provincial Communications Centre Millwork • Diary slots and cubical lockers exist in the constable's office. • Duty bag millwork is not sufficient for the number of staff and should be located beside the officer entrance. Additional millwork will need to be provided for the number of officers as set out in the OPP Accommodations Guidelines Security Hardware • Existing security hardware may need to be upgraded to meet the requirements set out in the OPP Accommodations Guidelines Version 2.0. Detention Area • Access from the sally port to the cell area is through operational part of the building. This creates a health and safety issue. Access directly from the sally port into the secure function area needs to be provided. • The Sally port is being used to store loose items which create an Officer Safety issue. • Male/Female and Young Offender cells need to be separated visually from each other. There are not enough visually separated cells to accommodate an adult male, adult female, YO Male and YO Female at one time. • The number of cells is insufficient based on the number of lockups per year. • The number of Interview rooms is insufficient and are located in operational area of the building creating a health and safety issue • The guard station room is shared with the fingerprint function. This room is located within the operational area of the detachment which results in a health and safety issue for the employees 2 Page 109 of 124 • Separate rooms for Breath test, fingerprint and guard station are required and must be located within the secure function area. Exhibit storage • Size of exhibit vault storage is inadequate • The exhibit vaults are currently grouped together into one room. • Separate vaults are required for seized weapons, Drugs (with proper ventilation), SOCO Scenes of Crime Officer, and exhibits. • A two tier process is in place however the spaces are not functional as the two areas are across the hallway from each other. • There is insufficient storage for bulk items such as bicycles, large property seizures and flammable seizures. Bulk Storage • There is insufficient storage for loose bulk items such as windshield washer fluid etc, these items are currently stored in the Sally port which creates an Officer Safety issue. ERT Storage • ERT storage area is inadequate and is not secure. Marine/Snow/Seized vehicle storage bay • Separate garage bay(s) are needed for Marine/snow vehicle storage and for seized vehicles awaiting inspection It is recommended the municipality retain a consultant to complete a more thorough inspection to determine actual costs for renovations associated with ensuring compliance with Ontario Building code, ODA and the OPP Accommodation Guidelines Version 2.0. OPP Facilities Section will work with the municipality and their consultant for design and construction. If you require further information, I can be reached at 705-329-6813 Anna Francis Facilities Management Coordinator OPP Facilities Section 3 Page 110 of 124 CITY OF ORILLIA TO: Council Committee- June 17, 2013 FROM: Roman Martiuk, CAO REPORT NO: CA0-2013-20 DATE: June 6, 2013 SUBJECT: OPP Costing Formula Recommendation THAT report number CA0-2013-20 be received as information. Background As Council is aware, the City is seeing a significant increase in OPP contract expenses for non-wage related costs. These costs and charges are commonly referred to as the "costing formula". Discussion The setting of the costing formula is solely under the control of the OPP. Historically, the OPP choose not to regularly update rates. The 2003 rate schedule came into effect for the City in 2007. The City understood that it was the most current schedule of rates at the time. If one compares 2008 (the first full year) under these rates to the OPP Option 2 proposal, Cine finds that the increase in cost is $673,441 or 83%. The reasons for the increase include: • Double digit rate increases on most items (on average about 30%). • New recoveries. The OPP has decided to charge for items previously not recovered. • Major increases. $209,000 new charge - Operational Support (Training, Forensics, Recruiting, Q/A, Municipal Policing Administration). $200,000 increased charges- Communications Operators. $86,000 increased charges- Vehicles. Although every organization deals with inflationary increases, an 83% increase over 6 years (2007 to 2013) is excessive. The City and OPP recently entered into an Page 111 of 124 2 extension agreement for the period January 1st to June 30th. For this period, the OPP have maintained the old rates. This represents a $300,000 savings to the 2013 budget. Attached to this report is Appendix A which compares 2008 to the 2013 renewal (Option 2). Also attached to this report is Appendix B which compares 2012 actual to 2013 proposed. Summary This report provides factual data disclosing the impact of the costing formula on the City. Prepared and Recommended by: (/j~ ROf11an Martiuk, Chief Administrative Officer Attachment #1 - Comparison of 2008 to 2013 Renewal (Option 2). Attachment #2 - Comparison of 2012 Actual to 2013 Proposed. RM/kp Page 112 of 124 Appendix A- Comparison- 2008 to 2013 Renewal (Option 2) '''''""""""'''""''' '"'''''" '""'.'''''"""'"'"Exiisi'iln9cc:oonntirr·aacc1tt , l['' '" option 2 _ Change Unit Cost in 2008 Total Unit Cost in 2013 Total Percent Unit Total Dollar Increase 279,270 219% 253% ; $ 200,122 '''''''' ]~.8~4:, 97% 118% l $ 40,060 - 18,939 -··------"+-- -- 6,420 If - ·.:::.-::::.:.:::.·.. :.::::":o.. -:::.t:tc::.::, ______" -+-.,"-"""''," ""-" , _- - -~ ___20~ ,025 $ I . ············"··················-· ''"'" , ...... ------+ -- , --"" ______"""_____ -+ 1Subtotal $ 587,538 420% '$ 474,566 [ I i"'"'' I [Other Direct __ I !communications Centre - $ 13,803 , r···········--·"···--·-·--·-"'$ ------13,803 !operational Support 837 '" 44,780 --29% 1 43% $ - 13:42o 1 ('- '" ''' •--w~, ,,,.,_ ••' •• ''''' - '" ~ ''''""' ooN ''' ooow, -•w,, ,, ., , ,, JRHQ Municipal , $ 104,593 . 40% 1 55% • $ 37,283 i ~~m>n 0 0 0 00 oO ~- oMMoM ''''''''''''''' ''''''''"'')..'" '''''0'W0 0'0'000°WOOOmWW mowmt m 0 , • 0 i 0 IY~bl<:l~l! 441 12% 24% 86,1_61:11 !Telephones 36% . $ 17,523 i !office supplies ·· · · ··-- ' 79o/o · T$ ------·-----16,58:3[ !Accommodations ,,.,,,,_ , ····· ·· ·· · I !Uniforms & Equipment 1,167 $ 74,863 59% 117% i $ 40,382 r ;- -- "''""' '" ,...... ,,.. """"""""" !Aux_iliary_program -1QO"fo _ i _$ _ __ (6,QO()) Page 113 of 124 Cleaning N/A i 1 1\/bbile Radio 786 $ 49,911 38% 76% [ $ ·· · · ·· 21 ,545 1 ''''''''' "'i'''''' ' Office Automation Uniform $ 1,316 $ 70,406 -31% -24% 1 $ (21,644). '"•··-· _ 'I"" ·- ' -- f Office Automation Civilian $ 1,648 . $ 11,536 · 24% , 16% i $ 1,606 1 OMOOMMO ,,,_,______OoO M MOO" M oOOOOoOOOoOOOMMOohMOoOoOOooOoOo•OoOoOo litem 2012 Increase :Support Staff Actual Over 2012 l~tC!ff§U flP()~t~~~~~~~~~~~--~~~ ~~··~~· ,~ ..... ·~ ······~·~~····~···~·--~- ~~ ~~~-····· :Communications .. ·~~-~~ .. J>~-~ ~~&~31l~?!9!.2XQ~l. .._ .. 1§l?'"!58L. [E~i~~()!l_~':ICIE.9s__ ~~-~~~~~~~~~·~·· ·~ ,l. 37,044 : $ 73,884 • $ 36,840 !Office Automation • $ ··-··· T$ 1·a;939T$~~~---~:~J~,939 IT elephone $ ! $ 6,420 · $ 6,420 1$ . r·"loi>e~rational •y• -- ~ y~~W- -~- "~"~ s~upport ~------'- ~~-----~--~-~~--~---~---~''0-*'''**MMM_M_M_ M> ~~~~ ~~~~~~~~~ .~ ~?g~.Q?!5..Ll_ 20~1g2 15 l_§ubte>te~L~~~~~~~-~~~-~~~~ ~ ~:::-· ~T$ -····123,727·'·$-·sa7;538Tf~~~---~·-··· 463,811 i '' P~ n">W*W~--~~- n•m---~-~~~~~-~-~--~-----~---~--~--~--- 1-- --~-~-- '"' M- ' '' ''*M*M•4M------~-- ''*''' l-- M '''*'*~'*'>'M*~M*M-*MJ****--~M*'''''' !.c:;e>!Jl.rll.L)nic(3t~o.'1~.~~!ltr~ _ ' $ l $ 13,803 L$ 13,803 • !Operational Support $ 34,345 I $ 44,780 i $ 1~Q1 Ll:~~!5. IRHQ Municipai-S~p'p---o~~rt~·----~~·····-·+$·~~~~~~~~ 73,718'i!i1o4,593-T$. 30,875 ' !i'~big~~~~-s~~ · · ······~~·· ; $. .. 389,j.9TII441;8o3 $ ~·--~=~2~312. !Telephones i $ 52,761 l $ 65,698 ! $ 12,937 roffiC:e.supplies·--·~----·~- 1 $ 14,659 :$ 23,968 · $ ~~~§l.~Q§l_, r~c:c:c>rll.f11 ~~ations. ~· ... ········· ··-·· ·+-,·-········~···~······- ···!···,···~···-··········+·'··· ...~ .. ··-·············· .. • ' [_L)nlfe>rrll.~.~.~~gu,if>rll.~ll.L.~.~· 1 $ ...... ~.4.~0 ... 974 , $ !Auxiliary Program [g1~ani11g ·-·- ~=.,~~~~~:~~:=~::::~::-~::,~: ~·····~~~ $ 'Mobile Radio I $ 30,992 I $ $ io#iC:e.Automaiion-u~niiorm I $ 1oo,813j $ 7o,4o~J $ ~··. (~6:~~~1~ Office Automation Civilian ' $ 9,930 ! $ 11 ,536 . $ ~~J!~Q~J · P II ··~-·~·~-~-r$~--~~~ ~~~~~~~~~--~~$··~--·~- --:-$~·· t·Fj;:~ c e ·~.. ··.····c!.. $····~~····-·~···~ ···-r$· ··-~··. ·.·.·.·.·.·. ··.·. $...... =~-· ··· · j------~-~--~--*·~---~~ Page 114 of 124 CITY OF ORILLIA TO: Council Committee- June 17, 2013 FROM: Chief Administrative Office Clerk's Department DATE: May 27, 2013 SUBJECT: Continuous Improvement Program Recommendation THAT Council approve the continuous improvement program implementation plan as set out in Schedule "A" of this report. Purpose & Background Council, at its meeting held on June 11, 2012, approved the GAO's work program and job objectives. A segment of that work plan establishes a continuous improvement program. Council has also approved an audit program that will be reported on separately. The continuous improvement program is a structured process in which a number of key areas and processes are identified for review each year. Tools such as benchmarking and performance measurement are used to review each area and make recommendations for improvement. The focus on the continuous improvement program is to look at the way we do business. Although departments routinely embark on continuous improvement projects, there are important matters crossing departmental lines that should also be examined. This program identifies those projects. A key part of this program is to engage staff in the review and development of recommendations. Involving staff ensures solutions are practical and builds buy in and ownership. The audit program, while separate from the continuous improvement program, has similar aims. The audit program is focused on the safeguarding of City assets by implementing improvements to controls and procedures. The purpose of this report is to identify continuous improvement efforts occurring throughout the City and recommend 3 areas for review under the continuous improvement program in 2013. Discussion Staff met with each department head to discuss areas that might benefit from a review under the continuous improvement program. These areas were then presented to the Senior Management Team for review and prioritization. Attached as Schedule "A" to this report is a two year continuous improvement plan outlining the following: Page 115 of 124 2 Areas Recommended for Review Areas recommended for review under the program are cross departmental projects that will see a continuous improvement team comprised of staff from all areas established to determine best practices and improve work flows and processes. These areas were prioritized due to their importance in helping Council fulfill aspects of the initiatives outlined in its Strategic Plan. Areas recommended for review in 2013 are: • Development Services- Improved Customer Service Process improvements in the areas of site plan approval, building permits & internal departmental procedures. Strategic Plan Initiatives 1 & 2- Customer Service & Support Business • Customer Service Examine and recommend improvements for the various ways in which the City interacts with the public (phone, email, counter help etc). Strategic Plan Initiative 1 - Customer Service • Social Media Develop a City social media policy and make recommendations for improvements related to the City's social media presence. Strategic Plan Initiative 1 -Customer Service (Improving Communications) It is proposed that the 2014 program not be established at this time. The CAO's work plan also includes an employee engagement survey for 2013. The purpose of an employee engagement survey is to survey the employees and identify areas to improve the work environment resulting in improved customer service. It is expected that this survey will help inform and prioritize which areas should be examined in 2014. Departmental Improvement Initiatives From discussions with department heads, it is apparent that improvement initiatives are occurring throughout the City at the department level. While these continuous improvement projects will remain at the departmental level (and separate from the continuous improvement program), these activities are reported here for Council's information. H:\COUNSERV\TOMRMS DIRECTORY\C - Council, Boards and By-laws\C11 - Reports to Council\2013 Draft Reports\June17 Continuous Improvement Program (3).doc Page 116 of 124 3 Summary The continuous improvement program facilitates a structured review of a number of areas each year. The program offers the opportunity to review and improve processes and work flows in areas that cross traditional department lines. Staff have identified priority areas for review under the program that will help Council fulfill the objectives outlined in its Strategic Plan. Staff are seeking approval of the attached work plan to guide implementation of the program. Prepared by: Recommended by: Mega Williams ~oman Martiuk Executive Assistant to the Deputy CAO/City Clerk Chief Administrative Officer Clerk Attachments ~ Schedule "A" -Continuous Improvement Program Implementation Plan H:\COUNSER\1\TOMRMS DIRECTORYIC - Council, Boards and By-laws\C11 - Reports to Council\2013 Draft Reports\June17 Continuous Improvement Program (3).doc Page 117 of 124 Schedule "A" LEGEND A- Recommended for 2013 B- Recommended for 2014 (Tentative) C - Departmental Initiatives D -Audit Program Service Area Link to Strategic SMT Ranking Year Staff Lead Plan/Priorities Development Services SP1&2- Customer Service & Process improvements in the areas Support Business A 2013-2014 lan Sugden of site plan approval, building permits & internal departmental procedures. Customer Service SP1 - Customer Service Examine and recommend A 2013-2014 Lori Bolton improvements for the various ways in which the City interacts with the public (phone, email, counter help etc). Page 118 of 124 Social Media SP1 - Customer Service Develop a City social media policy (Improving Communications) A 2013 Gayle Jackson and make recommendations for improvements related to the City's social media presence. Schedule "A" LEGEND A- Recommended for 2013 8- Recommended for 2014 (Tentative) C - Departmental Initiatives D - Audit Program The following areas are tentatively scheduled for review in 2014, pending results of the employee engagement study: Project Management SP1 - Customer Service Examine and develop a (Excellence in Corporate 8 2014 standardized approach to the way Governance) (Tentative) in which project management is conducted across the City. Recruitment Process SP1 - Customer Service Examination of the recruitment (Excellence in Corporate 8 2014 process to explore possible Governance) (Tentative) improvements in the screening and processing of applicants. Relationship Management SP1 - Customer Service Approach 8 2014 Explore the feasibility of (Tentative) implementing a relationship management approach to customer service at the City. Such an Page 119 of 124 approach uses detailed job tracking and measured response times to complaints to improve staff effectiveness and customer service. Management Information System SP1 - Customer Service Develop a systematic approach to (Excellence in Corporate 8 2014 providing operational and key Governance) (Tentative) indicator data to management and Council. Schedule "A" LEGEND A- Recommended for 2013 B- Recommended for 2014 (Tentative) C - Departmental Initiatives D - Audit Program Records Management SP1&3- Customer Service Examining the City's records (Excellence in Corporate B 2014 management practices. Includes a Governance) & Environmental (Tentative) best practice review and the Stewardship (Cleaner, Greener feasibility of implementing a City) paperless policy where possible and increasing the use of electronic records City wide. Emergency Management SP1 &4- Customer Service Examine the City's emergency (Excellence in Corporate management structure and Governance) & Healthy B 2014 procedures. Includes a best Communities (Enhancing (Tentative) practice review to bring forward Health, Safety and recommended improvements Accessibility) related to departmental coordination, staff training, designations etc. Page 120 of 124 The following are continuous improvement projects occurring at the departmental level: Support to Community SP4- Healthy Communities Parks, Groups (Investing in Arts, Culture & c 2013 Recreation & - Development of City Policy Recreation) Culture Asset Management SP1 - Customer Service c Multiple - Occurring through the Budget (Ensuring Financial 2013 Departments Process Sustainability) Schedule "A" LEGEND A- Recommended for 2013 B- Recommended for 2014 (Tentative) C - Departmental Initiatives D -Audit Program Report Writing SP1 - Customer Service Clerk's - Improved format & (Excellence in Corporate c 2013 Department template Governance) Engineering SP1 - Customer Service - Best Practice Review (Excellence in Corporate c 2014 Public Works Governance) WWTC Optimization SP1 - Customer Service Chief - Upgrade Deferral (Ensuring Financial Stability) c 2013 Administrative Office/ Environmental Services Page 121 of 124 Tax Billing SP1 & 3 - Customer Service - Double sided bills (Excellence in Corporate c 2013 Treasury - Improved staff efficiency Governance) & Environmental Department and environmentally friendly Stewardship (Cleaner, Greener City) Budget System SP1 - Customer Service Chief - Process Enhancements (Ensuring Financial Stability, c 2013 Administrative Excellence in Corporate Office Governance) Schedule "A" LEGEND A- Recommended for 2013 B- Recommended for 2014 (Tentative) C- Departmental Initiatives D - Audit Program Governance Review SP1 - Customer Service - Updated procedure by-laws (Excellence in Corporate c Completed Fall Clerk's & streamlined agenda and Governance) 2012 Department Council processes Recreation, Facilities and SP1&4- Customer Service Parks, Culture Master Plan (Excellence Corporate c 2013 Recreation & Governance) & Healthy Culture Communities Environmental Strategic Plan SP1&3- Customer Service (Excellence in Corporate c 2014 Environmental Governance) & Environmental Services Stewardship Waterfront Master Plan SP1&2- Customer Service Page 122 of 124 (Excellence in Corporate c 2013 Development Governance) & Support Services Business (Developing Waterfront to its Potential) Trails Master Plan SP1&3- Customer Service Parks, (Excellence in Corporate c 2013 Recreation & Governance) & Environmental Culture Stewardship (Further Developing the Trail System) Schedule "A" LEGEND A- Recommended for 2013 B- Recommended for 2014 (Tentative) C- Departmental Initiatives D- Audit Program Scout Valley Plan SP1&3- Customer Service (Excellence in Corporate Parks, Governance) & Environmental c 2013 Recreation & Stewardship (Further Culture Developing the Trail System) Active Transportation Plan SP1&3- Customer Service Development (Excellence in Corporate c Completed Services & Governance) & Environmental 2012 Parks, Stewardship (Improving Recreation & Transportation Modes) Culture Accessibility Plan SP1 &4- Customer Service (Excellence in Corporate c Updated Fall Clerk's Governance) & Healthy 2012 Department Page 123 of 124 Communities (Enhancing Health, Safety & Accessibility) Health & Wellness Strategic SP1&4- Customer Service Development Plan (Excellence in Corporate Services Governance) & Healthy c 2013 (Economic Communities (Enhancing Development Health, Safety & Accessibility) Committee) Schedule "A" LEGEND A- Recommended for 2013 B- Recommended for 2014 (Tentative) C- Departmental Initiatives D - Audit Program Major Capital Facilities Plan SP1&4- Customer Service (Ensuring Financial Stability) c 2013 Chief & Healthy Communities Administrative (Strategic Investments in Office Infrastructure) The following are areas recommended for inclusion under the Audit Program: Cash Handling SP1 - Customer Service - Multiple points of (Ensuring Financial Stability) transaction across the City D 2013 Multiple (Treasury, Opera House Departments etc.) - Identify vulnerable areas and make recommendations for improvements Page 124 of