Body: Council Type: Agenda Meeting: Regular Date: July 17, 2019 Collection: Council Agendas Municipality: Frontenac County
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Document Text
Frontenac County Council Meeting Wednesday, July 17, 2019 – 9:00 a.m. Kingston Frontenac Rotary Auditorium, 2069 Battersea Road, Glenburnie Council will resolve into Closed Meeting and will reconvene as regular Council at 9:30 a.m.
AGENDA Page Call to Order Closed Session a) Resolved That Council resolve itself into Committee of the Whole closed session as authorized under Section 239 of The Municipal Act, to consider:
- Adoption of Closed Minutes of Meetings held June 19, 2019
- Advice that is subject to solicitor-client privilege, including communications necessary for that purpose - as it relates to liability issues for the County of Frontenac regarding joint services
- Litigation or potential litigation, including matters before administrative tribunals, affecting the municipality or local board as it relates to the potential litigation of enforcing the 2005 Agreement with the City of Kingston for the Apportionment of Costs for Joint Services
- A position, plan, procedure, criteria or instruction to be applied to any negotiations carried on or to be carried on by or on behalf of the municipality or local board. 2001 - as it relates to potential negotiations with the City of Kingston for the apportionment of costs of Joint Services Resolved That Council rise from Committee of the Whole closed session with/without reporting Approval of Addendum a) Resolved That the agenda for the July 17, 2019 meeting of the Council of the County of Frontenac be approved. Disclosure of Pecuniary Interest and General Nature Thereof
Page
10 - 22
Adoption of Minutes a) Minutes of Meeting held June 19, 2019 Resolved That the minutes of the regular Council meeting held June 19, 2019 be adopted. Deputations and/or Presentations a)
Presentation of Lean Certificates To be presented by Kevin Farrell, Manager of Continuous Improvement/GIS and Kelly Pender, Chief Administrative Officer
b)
The Howe Island Ratepayers Association (HIRA) will address County Council regarding the Howe Island ferry service and the increasing concerns of Howe Island residents
Proclamations Move into Committee of the Whole a) That Council adjourn and meet as Committee of the Whole Council, with the Deputy Warden in the Chair.
23 - 39
Briefings a) Mr. Kelly Pender, Chief Administrative Officer, will provide Council with his monthly CAO briefing. Unfinished Business Recommend Reports from the Chief Administrative Officer a) Consultant Briefing: Kate Whitfield, Alta Planning + Design, will brief Council on the Regional Active Transportation Plan [See Recommend Reports from the Chief Administrative Officer, clause b)]
40 - 157
b)
Report 2019-090 Planning and Economic Development Approval of a Regional Active Transportation Plan Recommendation: Be It Resolved That the Council of the County of Frontenac receive for information the Planning & Economic Development – Approval of a Regional Active Transportation Plan report; And Further That the Council of the County of Frontenac approve the
Page 2 of 344
Page Regional Active Transportation Plan attached to this report as Appendix A. 158 - 161
c)
2019-084 Corporate Services Authorization to Negotiate an Agreement with the Cataraqui Region Conservation Authority (CRCA) for the provision of Information Services Recommendation: Be It Resolved That the Council of the County of Frontenac receive for information the Corporate Services – Authorization to Negotiate an Agreement with the Cataraqui Region Conservation Authority (CRCA) for the provision of Information Services report; And Further That staff be authorized to negotiate a shared services agreement through which the County of Frontenac would provide information technology services to the Cataraqui Region Conservation Authority (CRCA); And Further That staff bring forward the final draft agreement to County Council, along with final associated costs prior to authorization.
162 - 237
d)
2019-086 Office of the Chief Administrative Officer Request by the Township of North Frontenac to approve the Township of North Frontenac Senior’s Housing Business Plan Recommendation: Resolved That the Office of the Chief Administrative Officer – Request by the Township of North Frontenac to approve the Township of North Frontenac Senior’s Housing Business Plan report be received for information; And Further That County Council reaffirm its resolution to endorse the funding allocation and disbursements formulas for Seniors Housing projects and that payments to the Township of North Frontenac be administered by staff as outlined in Staff Report 2016-104.
238 - 302
e)
2019-088 Corporate Services Approval of the County of Frontenac Energy Conservation and Demand Management Plan Recommendation:
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Page Be It Resolved That the Council of the County of Frontenac approve the 2019 County of Frontenac Energy Conservation and Demand Management Plan attached to this report as Appendix A; 303 - 312
f)
2019-089 Office of the Chief Administrative Officer Proposed Allocation of Supplemental Provincial Funding Recommendation: Whereas, the Province of Ontario has provided two one-time, supplemental funding grants to the County of Frontenac in the amount of $1,534,729; And Whereas, the County wishes to use the funds to deliver services in a more efficient and effective manner, increase economic activity, improve cellular access for citizens and reduce the need to borrow for planned projects; And Whereas, the projects identified are aligned with the County Strategic Plan and the program spending guidelines; Now Therefore, the Council of the County of Frontenac approve the following projects as described in Report 2019-089:
- Long-term Care Review - $70,000
- EORN Cell Gap Project - $250,000 (2019)
- Communications/Engagement Tool - $25,000 (2019)
- Regional Roads Needs Update - $40,000
- Scheduling Software - $40,000 (2019)
- Continuous Improvement/Planning Intern - $90,000 (2019)
- Administration Facility Architectural - $100,000 (2019)
- Communal Services Implementation - $50,000
- Energy Conservation and Demand Management Plan Energy Initiatives - $30,000
- EOWC – Eastern Ontario Initiatives - $25,000
- Municipal 5-1-1 - $5,000
- K&P Trail Construction - $809,729 And Further, that for projects identified for budget years 2020 and beyond, staff be directed to incorporate these projects into business plan and budgets.
313 - 319
Information Reports from the Chief Administrative Officer a) 2019-085
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Page Corporate Services 2019 First Quarter Financial Summary 320 - 327
b)
2019-087 Office of the Chief Administrative Officer Regional Roads Update
Reports from Council Liaison Appointees a) Emergency and Transportation Services - Councillor Higgs b)
Long Term Care (Fairmount Home) - Councillor Martin
c)
Corporate Services - Councillor MacDonald
d)
Planning and Economic Development - Councillor Revill
Reports from External Boards and Committees a) Kingston Frontenac Library Board Update - Councillor Revill
328 - 332
b)
KFL&A Public Health Board Update - Councillor Doyle
c)
Housing and Homelessness Committee Update - Deputy Warden Smith
d)
Food Policy Council of Kingston, Frontenac, Lennox and Addington Councillor Higgs
Reports from Advisory Committees of County Council a) Report from the Rural Urban Liaison Advisory Committee Please note in order for the below motion coming from RULAC to be considered Council will need to pass a motion to reconsider Resolution 25-19 approving the 2019 budget for FPS and Fairmount Home budgets only. It will require a 2/3 vote of the members present. The Rural Urban Liaison Advisory Committee reports and recommends as follows: Be It Resolved That the County of Frontenac reopen the 2019 budget for Frontenac Paramedic Service and Fairmount Home for budget levy.
333 - 342
b)
Report of the Community Development Advisory Committee All items listed on the Community Development Advisory Committee Report shall be the subject of one motion. Any member of County Council may ask for any item(s) included in the Community Development Advisory Committee Report to be separated from that motion and considered separately, whereupon the Community Development Advisory Committee Report without the separated item(s) shall be put to the vote and the separated item(s) shall be considered immediately thereafter.
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Page The Community Development Advisory Committee reports and recommends as follows:
- 2019-082 Community Development Advisory Committee Big Sandy Bay Shuttle Bus Reallocation of Grant Funds To Wolfe Island Farm to Table Event That the Council of the County of Frontenac endorse the “Wolfe Island Farm-to-Table Tour” project; And Further That any unused funds for the Big Sandy Bay bus program be reallocated to the development and implementation of the “Wolfe Island Farm-To-Table Tour” The following motion did not receive a seconder at the CDAC meeting and will require disposition by Council. For Councils reference, report 2019-081 is attached.
- 2019-081 Community Development Advisory Committee Request to expand Ambassador Program to Rural Kingston Be It Resolved That the 2019 Annual Ambassador Survey include a question about expanding the program to include businesses located outside of Frontenac’s municipal boundaries; Return to Council a) That Council revert from Committee of the Whole Council, to Council.
Adoption of the Report of the Committee of the Whole Council a) That the report of the Committee of the Whole Council be adopted and that the necessary actions or by-laws be enacted. Motions, Notice of Which has Been Given Giving Notice of Motion Communications That Council consent to the following communications of interest to
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Page Council listed below be received and filed: a) Mayor’s Correspondence Regarding Proposed Public Health Changes [Distributed to Members of County Council June 21, 2019] b)
Letter from the Town of Halton Hills Regarding OGRA ROMA Combined Conference [Distributed to Members of County Council June 21, 2019]
c)
Letter from St. Catherines Resolution Regarding Free Menstrual Products at City Facilities [Distributed to Members of County Council June 21, 2019]
d)
Kingston Frontenac Public Library Board January 23, 2019 Minutes [Distributed to Members of County Council June 21, 2019]
e)
Kingston Frontenac Public Library Board February 27, 2019 Minutes [Distributed to Members of County Council June 21, 2019]
f)
Kingston Frontenac Public Library Board March 20, 2019 Minutes [Distributed to Members of County Council June 21, 2019]
g)
Kingston Frontenac Public Library Board April 17, 2019 Minutes [Distributed to Members of County Council June 21, 2019]
h)
Kingston Frontenac Public Library Board May 15, 2019 Minutes [Distributed to Members of County Council June 21, 2019]
i)
Kingston Frontenac Public Library Board November 28, 2018 Minutes [Distributed to Members of County Council June 21, 2019]
j)
Kingston Frontenac Public Library Board December 12, 2018 Minutes [Distributed to Members of County Council June 21, 2019]
k)
Kingston Frontenac Public Library Board February 13, 2019 Minutes of the Committee of the Whole Meeting [Distributed to Members of County Council June 21, 2019]
l)
Kingston and Frontenac Housing Corporation June 24, 2019 Public Meeting Agenda [Distributed to Members of County Council June 21, 2019]
m)
Letter from The Corporation of the Township of Huron-Kinloss Regarding Bill 108 More Home, More Choice Act [Distributed to Members of County Council June 21, 2019]
n)
Letter from The Corporation of the Township of Huron-Kinloss Regarding Ontario Library Service Support [Distributed to Members of County Council June 21, 2019]
o)
Letter from the Ministry of the Solicitor General Regarding the Emergency Management and Civil Protection Act (EMCPA) [Distributed to Members of County Council June 28, 2019]
p)
Letter From The Corporation of the Township of Tyendinaga Supporting the Combination of OGRA and ROMA
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Page [Distributed to Members of County Council June 28, 2019] q)
Letter to the Ontario Good Roads Association Regarding the ROMA & OGRA Combined Conference from The Township of South Frontenac [Distributed to Members of County Council June 28, 2019]
r)
Letter to the Rural Ontario Municipal Association Regarding the ROMA & OGRA Combined Conference from The Township of South Frontenac [Distributed to Members of County Council June 28, 2019]
s)
Letter from Andrea Horwath Regarding the Annual Conference of the Association of Municipalities of Ontario [Distributed to Members of County Council July 5, 2019]
t)
Letter from the Township of Warwick Regarding the Enforcement for Safety on Family Farms [Distributed to Members of County Council July 5, 2019]
u)
Letter from the Corporation of the City of Brantford Regarding Retail Cannabis Stores [Distributed to Members of County Council July 5, 2019]
v)
Letter from the Corporation of the Township of South Glengarry Regarding Library Funding [Distributed to Members of County Council July 5, 2019]
w)
Letter from the Town of Oakville Regarding the Resolution on Traffic Calming and Speed Limit Review [Distributed to Members of County Council July 5, 2019]
x)
Letter from Ombudsman Ontario Regarding the Latest Annual Report for the 2018 & 2019 Fiscal Year [Distributed to Members of County Council July 12, 2019]
y)
Letter from the Minister of Rural Economic Development Regarding The County’s Support for the Eastern Ontario Regional Network’s Mobile Broadband Project [Distributed to Members of County Council July 12, 2019]
z)
Letter from Huron County Supporting OGRA & ROMA Combined Conference [Distributed to Members of County Council July 12, 2019]
Other Business Public Question Period By-Laws – General By-laws and Confirmatory By-law a) First and Second Reading Resolved That leave be given the mover to introduce by-law a) that have been circulated to all Members of County Council and that by-law
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Page a) be read a first and second time. b)
Third Reading Resolved That by-laws a) be read a third time, signed, sealed and finally passed. By-Laws
343 - 344
a)
To Confirm the Proceedings of Council. [Proposed By-law No. 2019-0027]
Adjournment
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AGENDA ITEM #a)
MINUTES OF THE REGULAR MEETING OF COUNCIL June 19, 2019 A regular meeting of the Council of the County of Frontenac was held in the Kingston Frontenac Rotary Auditorium at the County Administrative Office, 2069 Battersea Road, Glenburnie on Wednesday, June 19, 2019 and was called to order at 9:00 a.m. Regular business commenced at 9:30 a.m. There was a “Closed Meeting” of the Committee of the Whole from 9:00 a.m. to 9:24 a.m. Present:
Warden Ron Higgins, Deputy Warden Fran Smith, Councillors Ron Vandewal, Denis Doyle, Bruce Higgs, Bill MacDonald, Gerry Martin and Alan Revill
Also Present:
County: Kelly Pender, Chief Administrative Officer Paul Charbonneau, Chief/Director of Emergency & Transportation Services Joe Gallivan, Director of Planning and Economic Development Susan Brant, Director of Corporate Services/Treasurer Lisa Hirvi, Administrator-Fairmount Home Jannette Amini, Manager of Legislative Services/Clerk Marco Smits, Communications Officer Megan Rueckwald, Manager of Community Planning Kevin Farrell, Manager of Continuous Improvement Richard Allen, Manager of Economic Development
Closed Session Motion #: 99-19
Moved By: Seconded By:
Councillor Vandewal Councillor Martin
Resolved That Council resolve itself into Committee of the Whole closed session as authorized under Section 239 of The Municipal Act, to consider:
- Adoption of Closed Minutes of Meetings held May 15, 2019
- Advice that is subject to solicitor-client privilege, including communications necessary for that purpose; as it relates to liability issues for the County of Frontenac regarding joint services
- Labour relations or employee negotiations - as it relates to attendance management Carried
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AGENDA ITEM #a)
Motion #: 100-19
Moved By: Councillor Revill Seconded By: Councillor MacDonald Resolved That Council rise from Committee of the Whole closed session without reporting Carried Approval of Addendum Motion #: 101-19
Moved By: Seconded By:
Councillor Higgs Deputy Warden Smith
Resolved That the Addendum for the June 19, 2019 meeting of the Council of the County of Frontenac be approved. Carried Disclosure of Pecuniary Interest and General Nature Thereof There were none. Adoption of Minutes a)
Minutes of Meeting held May 15, 2019
Motion #: 102-19
Moved By: Seconded By:
Councillor Doyle Councillor Vandewal
Resolved That the minutes of the regular Council meeting held May 15, 2019 be adopted. Carried Deputations and/or Presentations a)
Ms. Meela Melnik-Proud addressed Council with respect to the Application for Extension of Draft Plan Approval for the Johnston Point Plan of Condominium. [See Recommend Reports from the Chief Administrative Officer clause e)]
b)
Ms. Evonne Potts, President, Battersea Loughborough Lake Association, addressed Council with respect to the Application for Extension of Draft Plan Approval for the Johnston Point Plan of Condominium. [See Recommend Reports from the Chief Administrative Officer clause e)]
Regular Meeting of Council Minute June 19, 2019
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AGENDA ITEM #a)
Proclamations Move into Committee of the Whole Motion #: 103-19
Moved By: Seconded By:
Councillor Martin Councillor Revill
That Council adjourn and meet as Committee of the Whole Council, with the Deputy Warden in the Chair. Carried Briefings a)
Mr. Kelly Pender, Chief Administrative Officer, provided Council with his monthly CAO briefing. Unfinished Business Recommend Reports from the Chief Administrative Officer
a)
Consultant Briefing: Ms. Nadia De Santi, WSP Consulting, briefed the Committee of the Whole with respect to the Communal Services Study. [See Recommend Reports from the Chief Administrative Officer clause b)]
b)
2019-074 Planning and Economic Development Communal Services Study Motion #: 104-19 Moved By: Councillor MacDonald Seconded By: Councillor Higgs Resolved That the Council of the County of Frontenac approve the Communal Services Study dated June 2019; And Further That the Council of the County of Frontenac direct staff to:
- Present an overview of the recommendations of the communal services study to each of the four Township Councils;
- Initiate before the end of 2019 an Official Plan Amendment to the County Official Plan to recognize that development on communal services for residential, commercial, and industrial land use can be applied across the entire Frontenac region;
Regular Meeting of Council Minute June 19, 2019
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AGENDA ITEM #a)
- Investigate financial models and utility models that can be used to significantly reduce the municipal financial risk of approving development on communal services and entering into a Municipal Responsibility Agreements (MRA) and report back to Council; and
- Research funding opportunities from the Provincial and Federal Governments that can be used for new communal services, in particular communal services in existing villages and hamlets. Carried Council recessed at 10:31 a.m. Council reconvened at 10:42 a.m. c)
2019-063 Planning and Economic Development Extension of Approval of Draft Plan of Subdivision – 2292 Sands Road Township of South Frontenac – County File #10T-2011/002
Motion #: 105-19
Moved By: Seconded By:
Councillor Doyle Councillor Martin
Resolved That the Council of the County of Frontenac receive the Planning and Economic Development - Extension of Approval of Draft Plan of Subdivision - 2292 Sands Road Township of South Frontenac - County File #10T-2011/002; And Further That the Council of the County of Frontenac extend the draft approval for the plan of subdivision for 2292 Sands Road, Battersea, to July 17, 2020, based on the attached conditions detailed in Appendix B, approved by County Council July 17, 2013. Carried d)
2019-064 Planning and Economic Development Extension of Approval of Draft Plan of Condominium – Cranberry Cove – County File 10CD-2012/002 Motion #: 106-19 Moved By: Councillor Revill Seconded By: Councillor MacDonald Resolved That the Council of the County of Frontenac receive the Planning and Economic Development – Extension of Approval of Draft Plan of Condominium – Cranberry Cove – County File 10CD-2012/002; And Further That the Council of the County of Frontenac extend the draft approval for the plan of condominium for Cranberry Cove, to July 16, 2020, based on the attached conditions detailed in Appendix B, approved by County Council July 16, 2014. Carried
Regular Meeting of Council Minute June 19, 2019
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AGENDA ITEM #a)
e)
2019-065 Planning and Economic Development Extension of Approval of Draft Plan of Condominium – Johnston Point – County File 10CD-2014/001
Motion #: 107-19
Moved By: Seconded By:
Warden Higgins Councillor Vandewal
Resolved That the Council of the County of Frontenac receive the report titled Planning and Economic Development – Extension of Approval of Draft Plan of Condominium – Johnston Point – County File 10CD-2014/001; And Further That the Council of the County of Frontenac extend the draft approval for the plan of condominium for Johnston Point, to June 28, 2020, based on the attached conditions detailed in Appendix A, approved by the Ontario Municipal Board June 28, 2016 and amended August 25, 2018. Carried (7:1) (See Recorded Vote) A Recorded Vote was requested by Councillor Revill Yeas:
Councillor Doyle, Warden Higgins, Councillor Higgs, Councillor MacDonald, Councillor Martin, Deputy Warden Smith, Councillor Vandewal (7)
Nays:
Councillor Revill (1)
f)
2019-068 Corporate Services Approval of a Strategic Asset Management Policy
Motion #: 108-19
Moved By: Seconded By:
Councillor Higgs Councillor Doyle
Resolved That the Council of the County of Frontenac receive the Corporate Services Approval of a Strategic Asset Management Policy report; And Further That the Clerk be authorized to bring forward a by-law later in the meeting to establish a formal Strategic Asset Management Policy attached to this report as Appendix A. Carried
Regular Meeting of Council Minute June 19, 2019
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AGENDA ITEM #a)
g)
2019-069 Emergency and Transportation Service Requests for Donation of Surplus Ambulances to Local Agencies and Non-Government Organizations (NGOs) - Supplemental
Motion #: 109-19
Moved By: Seconded By:
Councillor Vandewal Warden Higgins
That the Council of the County of Frontenac receive the Emergency and Transportation Services – Requests for Donation of Surplus Ambulances to Local Agencies and NonGovernment Organizations (NGOs) - Supplemental; And Further That the Council of the County of Frontenac confirms that Option A is the intent of Motion #: 64-19, that being: The donation of a decommissioned ambulance to the Township of Frontenac Islands at no cost and that the Council of the County of Frontenac is confirming the request (Appendix A) for a donation of a decommissioned ambulance to Habitat for Humanity Kingston Limestone Region. And Further that the Finance Policy – Disposal of Assets be reviewed prior to the end of this term of council. Carried as Amended (See motion to Amend below which was Carried) Motion to Amend Motion #: 110-19
Moved By: Seconded By:
Councillor Higgs Councillor Doyle
That the motion be amended to insert Option A into the second resolve clause; And Further that the Finance Policy – Disposal of Assets be reviewed prior to the end of this term of council. Carried h)
2019-070 Fairmount Home Canadian Code for Volunteer Involvement Motion #: 111-19 Moved By: Councillor Martin Seconded By: Councillor Revill Be It Resolved That the Council of the County of Frontenac receive for recommendation the Fairmount Home – Canadian Code for Volunteer Involvement report; And Further That the Council of the County of Frontenac adopt the Canadian Code for Volunteer Involvement as an integral part of operational practice, to be made known to every employee and volunteer, and to be made readily available to every staff member and volunteer for consistent reference and consultation. Carried Regular Meeting of Council Minute June 19, 2019
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AGENDA ITEM #a)
i)
2019-071 Office of the Chief Administrative Officer Frontenac County Strategic Plan 2019-2022 Motion #: 112-19 Moved By: Councillor MacDonald Seconded By: Councillor Higgs Be It Resolved That the Council of the County of Frontenac receive for information the Office of the Chief Administrative Officer – Draft Frontenac County Strategic Plan 20192022 report; And Further That the Council of the County of Frontenac approve the Frontenac County Strategic Plan 2019-2022 attached to this report as Appendix A. Carried j)
2019-072 Planning and Economic Development Natural Heritage Policies in the County Official Plan - Areas of Natural and Scientific Interest Motion #: 113-19 Moved By: Councillor Doyle Seconded By: Warden Higgins Resolved That the Council of the County of Frontenac receive the report Planning and Economic Development – Natural Heritage Policies in the County Official Plan – Areas of Natural and Scientific Interest; And Further That the Council of the County of Frontenac include the review of Areas of Natural and Scientific Interest (ANSIs) in the work plan for the County Official Plan update in 2020-2021. Carried k)
2019-073 Planning and Economic Development Request for Fencing and permission to plant trees along K&P Trail at Masonville Road. Motion #: 114-19 Moved By: Councillor Vandewal Seconded By: Councillor Martin Be It Resolved That staff be directed to enter into an agreement with Mr. James De Vries to permit Mr. DeVries to construct a 60m wood fence along the K&P Trail and Masonville Lane and to plant trees along the K&P Trail adjacent to the property located at 1006 Masonville Lane; And Further That the County provide 50% funding for fencing materials to a limit of One Thousand Dollars ($1000) to be funded from the 2019 K&P Trail Operating Budget. Carried
Regular Meeting of Council Minute June 19, 2019
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AGENDA ITEM #a)
Information Reports from the Chief Administrative Officer a)
2019-067 Fairmount Home Ministry of Health and Long-Term Care Funding Announcements for 2019-20 Funding Year Reports from Council Liaison Appointees
a)
Emergency and Transportation Services - Councillor Higgs
Councillor Higgs provided an overview of the Emergency and Transportation Services liaison activities since the last Council Meeting. b)
Long Term Care (Fairmount Home) - Councillor Martin
Councillor Martin provided an overview of Long Term Care (Fairmount Home) liaison activities since the last Council Meeting c)
Corporate Services - Councillor MacDonald
Councillor MacDonald provided an overview of the Corporate Services liaison activities since the last Council meeting. d)
Planning and Economic Development - Councillor Revill
Councillor Revill provided an overview of the Planning and Economic Development liaison activities since the last Council meeting. Reports from External Boards and Committees a)
Kingston Frontenac Library Board Update - Councillor Revill
Councillor Revill provided an overview of the Kingston Frontenac Library Board activities since the last Council meeting. b)
KFL&A Public Health Board Update - Councillor Doyle
Councillor Doyle provided an overview of the Kingston, Frontenac Lennox and Addington Board of Health activities since the last Council meeting.
Regular Meeting of Council Minute June 19, 2019
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AGENDA ITEM #a)
c)
Housing and Homelessness Committee Update - Deputy Warden Smith
No Report. d)
Food Policy Council of Kingston, Frontenac, Lennox and Addington Councillor Higgs
Councillor Higgs provided an overview of the Food Policy Council, Kingston, Frontenac Lennox and Addington activities since the last Council meeting. Reports from Advisory Committees of County Council Return to Council Motion #: 115-19
Moved By: Seconded By:
Councillor Higgs Councillor MacDonald
That Council revert from Committee of the Whole Council, to Council. Carried Adoption of the Report of the Committee of the Whole Council Motion #: 116-19
Moved By: Seconded By:
Deputy Warden Smith Councillor Doyle
That the report of the Committee of the Whole Council be adopted and that the necessary actions or by-laws be enacted. Carried Motions, Notice of Which has Been Given a)
Eastern Ontario Regional Network Mobile Broadband Project
Motion #: 117-19
Moved By: Seconded By:
Deputy Warden Smith Warden Higgins
Whereas on May 17, 2019 the Honourable Monte McNaughton, Minister of Infrastructure for the Province of Ontario officially announced confirmation of Ontario’s $71 million dollar contribution to the Eastern Ontario Regional Networks Mobile Broadband project; And Whereas nine separated municipalities including the cities of Kingston, Peterborough, Belleville, Cornwall and Quinte West and the Towns of Prescott, Gananoque, Pembroke, and Smiths Falls who represent a further 378,000 urban Regular Meeting of Council Minute June 19, 2019
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AGENDA ITEM #a)
residents are supporting the project and have agreed to pay their portion of the $10 million local contribution; And Whereas the Eastern Ontario Wardens Caucus who represent 110 municipalities and 750,000 rural residents of the region have committed $10 million dollars as a local contribution towards the project; Now Therefore Be It Resolved That the County of Frontenac calls upon the Federal Government to formally commit $71million dollars towards the Project and instruct Federal staff to begin discussions on the necessary contribution agreement(s), before the House of Commons rises in June; And Finally That all local Federal Members of Parliament be copied with this resolution and seek their support to work with the EOWC and its partner municipalities to secure the Federal contribution. Carried Giving Notice of Motion Communications That Council consent to the following communications of interest to Council listed below be received and filed: a) b) c) d) e) f) g)
Letter from the Town of Aurora Regarding Motion (a) Mayor Mrakas; Regarding Response to Bill 108 the More Homes, More Choice Act [Distributed to Members of County Council May 25, 2019] Letter from Municipal Engineers Association Regarding 2019 MEA Awards – Request for Nominations [Distributed to Members of County Council May 25, 2019] Letter from Fort Erie Ontario Regarding Issuance of Cannabis Licenses in Residentially Zoned Areas [Distributed to Members of County Council May 25, 2019] Letter from the Corporation of the Township of Bonnechere Valley Regard Resolution Number 19.083 [Distributed to Members of County Council May 25, 2019] Letter from the Government of Ontario Regarding E-Learning [Distributed to Members of County Council May 25, 2019] Letter from Lake of Bays to The Honourable Victor Fedeli Regarding Ontario Municipal Partnership Fund (OMPF) [Distributed to Members of County Council May 31, 2019] Letter from Lake of Bays to Charlene Touzel, City Clerk Regarding SingleUse Plastic Straws [Distributed to Members of County Council May 31, 2019]
Regular Meeting of Council Minute June 19, 2019
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AGENDA ITEM #a)
h) i) j) k) l) ) n) o) p) q) r) s) t) u) v) w) x) y) z)
Letter from The Town of Grimsby Administration Regarding Opposition to Bill 108 [Distributed to Members of County Council May 31, 2019] Letter from Grey County Regarding Resolution CW116-19 Related to Bill 108 [Distributed to Members of County Council May 31, 2019] Letter from The Town of Markham Regarding Bill 108 [Distributed to Members of County Council May 31, 2019] Letter from The Town of Fort Frances Regarding Resolution to Oppose Funding Cuts to Ontario Library Services - North [Distributed to Members of County Council May 31, 2019] Letter from The Town of Halton Hills Regarding Bill 108 [Distributed to Members of County Council May 31, 2019] Letter from The Regional Municipality of York Regarding Bill 108 [Distributed to Members of County Council May 31, 2019] Letter from the Township of Muskoka Lakes Regarding Bill 108 [Distributed to Members of County Council May 31, 2019] Letter from the Town of Georgina Regarding Bill 108 [Distributed to Members of County Council May 31, 2019] Letter from the City of Guelph Regarding Bill 108, More Homes, More Choice Act, 2019 [Distributed to Members of County Council May 31, 2019] Letter from the Corporation of the Township of Norwich Regarding Bill 108 [Distributed to Members of County Council June 7, 2019] Letter from the Town of Newmarket Regarding Bill 108 [Distributed to Members of County Council June 7, 2019] Letter from the Town of Orangeville Regarding Bill 108 [Distributed to Members of County Council June 7, 2019] Letter from the City of Toronto Regarding Bill 108 [Distributed to Members of County Council June 7, 2019] Letter from the Township of North Frontenac Regarding Cannabis Communication Partnership with KFL&A Public Health [Distributed to Members of County Council June 7, 2019] Letter from the Ministry of Infrastructure Regarding Ontario Regulation 58817 Asset Management Planning for Municipal [Distributed to Members of County Council June 7, 2019]Infrastructure Letter from the Halton Region Regarding Bill 108 [Distributed to Members of County Council June 7, 2019] From the Honourable Doug Ford, Premier of Ontario acknowledging receipt of Council resolution on Health Care [Distributed to Members of County Council June 7, 2019] From Warden Higgins to Township of South Frontenac Councillors regarding resolution on Johnston Point [Distributed to Members of County Council June 7, 2019] From Wayne Orr in response to Warden Higgins request regarding South Frontenac Johnston Point resolution
Regular Meeting of Council Minute June 19, 2019
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AGENDA ITEM #a)
aa) ab) ac)
ad)
ae) af) ag)
[Distributed to Members of County Council June 7, 2019] From Ross Sutherland, Councillor, South Frontenac response to Warden Higgin request regarding South Frontenac resolution on Johnston Point [Distributed to Members of County Council June 7, 2019] From Doug Morey, Councillor, South Frontenac response to Warden Higgin request regarding South Frontenac resolution on Johnston Point [Distributed to Members of County Council June 7, 2019] From Ross Sutherland, Councillor, South Frontenac providing revised response to Warden Higgins request regarding South Frontenac resolution on Johnston Point [Distributed to Members of County Council June 8, 2019] Letter from Morrison Hershfield Limited Regarding Notice of Public Information Centre Wolfe Island Ferry and Docking Improvements [Distributed to Members of County Council June 14, 2019] Southern Frontenac Community Services Invitation for the Annual General Meeting [Distributed to Members of County Council June 14, 2019] Letter from the Corporation of the Municipality of South Huron Regarding 2019 Ontario Good Roads Association Combined Conference Resolution [Distributed to Members of County Council June 14, 2019] Email from the Town of Georgina Regarding Reducing Litter and Waste [Distributed to Members of County Council June 14, 2019]
Other Business a) Councillor Vandewal requested clarification on the donation of vehicles policy. b) Councillor Vandewal advised that a citizen is lobbying him to have the Verona trail head gates opened to allow all-terrain vehicles (ATVs) access. c) Deputy Warden Smith provided updates on Bill 108 advising that the Ministry feels that development charges will provide additional revenue for municipalities. b)
Public Question Period By-Laws – General By-laws and Confirmatory By-law a)
First and Second Reading
Motion #: 118-19
Moved By: Seconded By:
Councillor Martin Councillor Vandewal
Resolved That leave be given the mover to introduce by-laws a) through c) that have been circulated to all Members of County Council and that by-laws a) through c) be read a first and second time. Carried Regular Meeting of Council Minute June 19, 2019
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AGENDA ITEM #a)
b)
Third Reading
Motion #: 119-19
Moved By: Seconded By:
Councillor Martin Councillor Vandewal
Resolved That by-laws a) through c) be read a third time, signed, sealed and finally passed. Carried By-Laws a) b) c)
To Adopt a Strategic Asset Management Policy [Proposed By-law No. 2019-0024] To Adopt a Frontenac County Strategic Plan 2019-2022 [Proposed By-law No. 2019-0025] To Confirm all Actions and Proceedings of County Council on June 19, 2019 [Proposed By-law No. 2019-0026] Adjournment
Motion #: 120-19
Moved By: Seconded By:
Councillor MacDonald Councillor Revill
That the meeting hereby adjourn at 11:42 a.m. Carried
Ron Higgins, Warden
Regular Meeting of Council Minute June 19, 2019
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Jannette Amini, Clerk
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July 17, 2019 Report 2019-7
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Administrative Report
AGENDA ITEM #a)
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CAO Schedule • • • • • • • •
EOWC CAO’s meeting June 27, Hawkesbury AMO Meeting July 3 Toronto Community Development Advisory Committee (CDAC) July 11 County Council July 17 County of Frontenac Administration Building Task Force July 17 County of Frontenac EOWC July 18 County of Frontenac EOLC July 18 County of Frontenac Frontenac CAO’s Meeting July 23 County of Frontenac
AGENDA ITEM #a)
Administrative Report, Frontenac County Council, July 17, 2019
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EOLC Update • •
May 13/19 EOLC meeting – held at Frontenac County – Chaired by EOLC Co-Chair Higgins Reviewed approved the three business plans for the working groups: Innovation, transportation and workforce development
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Implementation to proceed for the next 18 months with key performance indicators (KPIs) to be developed Continue to support EORN and the cellular/broadband initiatives
AGENDA ITEM #a)
Administrative Report, Frontenac County Council, July 17, 2019
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AMO Federal Matters •
The Government of Canada and Canada Infrastructure Bank announced a commitment of $71.1 million in funding to further explore VIA Rail Canada’s proposal for High Frequency Rail in the Quebec City-Toronto Corridor. Next steps, between 2019 and 2020, include consultation with stakeholders and Indigenous communities; finalization of legal and regulatory work related to safety and environmental assessments; examination of required land and track acquisition; and completion of the technical, financial and commercial analysis required for a final investment decision on High Frequency Rail in the Corridor.
AGENDA ITEM #a)
Administrative Report, Frontenac County Council, July 17, 2019
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AMO Update - Cannabis Policy Update •
The Ontario Government has announced a second Alcohol and Gaming Commission of Ontario (AGCO) lottery to operate additional cannabis stores in the province. Private retailers will add up to 50 stores, with 42 chosen by lottery and 8 reserved for First Nations. As in the first lottery, rules set a maximum number of stores per region .
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Prospective retailers must meet prequalification criteria including access to appropriate retail space and capital to apply. The lottery will take place on August 20, 2019 with results announced within 24 hours. All municipalities that DID NOT opt out of cannabis retail are eligible, regardless of population. Related to retail sales authorization is the Ontario Cannabis Legalization Implementation Fund (OCLIF) for municipal governments. Additional stores across Ontario and edible cannabis products, anticipated by December 2019, may alter community impacts related to legal cannabis.
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The province modified the original OCLIF funding formula to give greater financial recognition to jurisdictions that host cannabis retail locations. However, all communities have had to prepare for legal recreational cannabis as illegal market access has continued and some, such as regional governments, provide services, such as policing, whose cannabis -related costs have increased even though they could not make decisions regarding retail sales. On members’ behalf, AMO is continuing to discuss the status of OCLIF, the funding formula and access to the $10 million OCLIF holdback with the province .
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AMO wants to partner with the province in laying the foundation for any future federal -provincialmunicipal cannabis excise tax revenue agreement past the two -year term of the current agreement, from which OCLIF funding flows, which is due for review this December .
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For more cannabis retail information, contact the AGCO. For information on OCLIF, see the Ministry of Finance OCLIF web page. For background on cannabis policy and the evolution of Ontario rules and the OCLIF program, see AMO’s Cannabis Resources web page.
Administrative Report, Frontenac County Council, July 17, 2019
AGENDA ITEM #a)
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AMCTO Policy Updates • Minister Clark Addresses AMCTO Conference Delegates: AMCTO would like to express our appreciation to Minister of Municipal Affairs and Housing Steve Clark for addressing AMCTO’s conference delegates at the association’s annual conference held at Deerhurst Resort in Huntsville, Ontario from June 9 th to 12 th . • Premier Ford Shuffles Cabinet: Ontario Premier Doug Ford has shuffled his cabinet resulting in a move that has impacted several high-profile ministers.
Administrative Report, Frontenac County Council, July 17, 2019
AGENDA ITEM #a)
• Ontario Outlines Policy Framework for Updated Data Strategy: The provincial government has developed a new set of policy principles that will guide an updated data strategy that is to be released tentatively in the Fall.
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AMCTO Policy Updates •
Ontario NDP Leader Introduces Bill 121: Ontario’s NDP Leader, Andrea Horwath, introduced Bill 121, Municipal Representation and Restructuring Protection Act , 2019, which seeks to formally base the relationship between the provincial and local governments on mutual respect, consultation, and co -operation.
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Ontario Government Looking to Change Recycling Program: The government has appointed David Lindsay as a Special Advisor on Recycling and Plastic Waste and will operate within a policy framework that includes proposals to change the province’s recycling program. David Lindsay has been appointed as a Special Advisor on Recycling and Plastic Waste and will provide Minister of the Environment, Conservation and Parks (MECP) Rod Phillips a report this summer on how to “reduce plastic waste and litter, improve recycling, increase products that can go into the blue box, and ensure producers are responsible for managing plastic and other packaging at end-of-life.”
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Federal Party Leaders Address FCM Conference Delegates: The Federation of Canadian Municipalities (FCM) recently held their annual conference where all four national party leaders addressed their conference delegates.
AGENDA ITEM #a)
Administrative Report, Frontenac County Council, July 17, 2019
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AMCTO Bills and Lawmaking Bills Passed • Bill 107: Getting Ontario Moving Act, 2019, received its Royal Assent on June 6. It provides municipalities the ability to target drivers who run school bus stop signs. The Bill also formally uploads the responsibility of new subway projects from the City of Toronto to the province.
Administrative Report, Frontenac County Council, July 17, 2019
AGENDA ITEM #a)
• Bill 108: More Homes, More, Choice, 2019, received its Royal Assent on June 6. This bill contains several legislative changes that will affect 13 different Acts with a goal to increase affordable housing.
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AMCTO Bills and Lawmaking Private Member ’s Bills Debated Please note the following Bills will not move in status until the Fall when Queen’s Park returns from its Summer break . Bill 75, 9-1-1 Everywhere in Ontario Act, 2019 , which would require that the infrastructure for 9 1-1 calls be in place in all municipalities in Ontario. (Status: Referred to the Standing Committee on Social Policy)
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Bill 78, Supporting Ontario’s Community, Rural and Agricultural Newspapers Act, 2019 , which would allow that notices to be published in a community newspaper can be published at regular intervals of a month or less, rather than published at regular intervals of a week or less, as is currently the case. (Status: Ordered referred to the Standing Committee on Justice Policy ).
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Bill 80, Archives and Recordkeeping Amendment Act, 2019 , which would make it an offence to deprive a public body of the custody, control or use of or access to any public record of archival value. (Status: First Reading Carried )
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Bill 86, Respecting Property Taxpayers Act, 2019 , which would increase the number of taxpayer representatives MPAC’s board from 4 to 7 and increase the total number of members of the board from 13 to 16. (Status: First Reading Carried )
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Bill 88, Planning Amendment Act, 2019 , which affects the ways in which individuals and other entities may deal with planning permissions. (Status: Referred to the Standing Committee on Finance and Economic Affairs)
Administrative Report, Frontenac County Council, July 17, 2019
AGENDA ITEM #a)
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AGENDA ITEM #a)
Paul Charbonneau Chief of Paramedics and Director of Transportation Retirement June 27, 2019
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AGENDA ITEM #a)
Chief of Paramedics/ Director of Emergency and Transportation Services Paul Charbonneau and City of Kingston Fire Captain Paul Chevalier handed over Chief to Gale Chevalier who took over July 1, 2019.
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New part-time recreationist (Katie Milligan) started in May and has been making a difference for our residents with recreational activities
Residents celebrated Canada Day
Weekly BBQs and ice cream socials have started this summer for our residents who enjoy these for the summer months
AGENDA ITEM #a)
Administrative Report, Frontenac County Council, July 17, 2019
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Communications Update Highlights • Website traffic on www.infrontenac.ca more than double compared to June 2018 • Instagram takeover on Wolfe Island draws audience of 200+ • @FPSChief Twitter account handed over to Chief Chevalier
Website traffic April • www.frontenaccounty.ca • www.infrontenac.ca • www.frontenacmaps.ca
19,758 page views Average time on page 1:24 13,568 page views Average time on page 2:36 4,247 page views Average time on page 3:45
Social media audience
Increase since May 31
June 30
3,536 2,358 722 4,308 519 902 12,375 155 followers
Administrative Report, Frontenac County Council, July 17, 2019
AGENDA ITEM #a)
County Facebook County Twitter County Instagram FPS Twitter Fairmount Home Facebook Howe Island Ferry Twitter
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Open Farms: September 8, 2019 With 10 locations this year we are expecting more visitors to local farms in Frontenac. The County has played a significant role in the coordination and promotion of this event. Locations include: Fat Chance Farmstead Long Road Ecological Farm Five Star Farm Maple Ridge Farm Food Less Travelled Sonset Farm Loughborough Heritage Orchard Sun Harvest Greenhouses Otter Creek Farms Frontenac County Plowing Match
Visit www.openfarms.ca for more information on the event, the farms, videos, maps and more!
Administrative Report, Frontenac County Council, July 17, 2019
AGENDA ITEM #a)
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Planning Update - July
Planning Highlights
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North Frontenac
Central Frontenac
Committee of Adjustment
Frontenac Islands
Township Council
Administrative Report, Frontenac County Council, July 17, 2019
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- North Frontenac Zoning Bylaw adopted
- Consultation on Central Frontenac OP – 3 Open Houses scheduled
- Marysville Secondary Plan awarded
- Accommodation Study Implementation in North Frontenac
- Presentation to Chinese delegates
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VIA Rail Announcement On June 25 the Federal Minister of Transport, Marc Garneau and the Federal Minister of Infrastructure and Communities, François-Philippe Champagne, announced that the Government of Canada and Canada Infrastructure Bank are committing a total of $71.1 million in funding to further explore VIA Rail Canada’s proposal for High Frequency Rail in the Quebec City-Toronto Corridor.
A “Joint Project Team”, between Canada Infrastructure Bank and VIA Rail Canada, will be established to explore the possibility of High Frequency Rail in Quebec City-Toronto Corridor, focusing on the following activities throughout 2019 to 2020: • • • •
finalizing legal and regulatory work related to safety and environmental assessments; consulting with stakeholders and Indigenous communities; examining required land and track acquisition; and completing the technical, financial and commercial analysis required for a final investment decision on High Frequency Rail in the Corridor.
Administrative Report, Frontenac County Council, July 17, 2019
AGENDA ITEM #a)
As approved in the 2019 budget process, staff have engaged Pivotal Momentum to undertake an Economic Impact Study on the regional implications of the Via Rail proposal. This study will lay the foundation for plans at both township and county level to prepare for this opportunity.
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EORN Cellular Coverage Announcement July 4, 2019 Government of Canada commits to the investment of $71M for the Eastern Ontario Cellular project, matching the Province of Ontario’s earlier commitment of the same amount.
Thank you to the Eastern Ontario Regional Network (EORN) team and the Eastern Ontario Wardens’ Caucus (EOWC) for their efforts over the past three years. Let the work begin!
AGENDA ITEM #a)
Administrative Report, Frontenac County Council, July 17, 2019
AGENDA ITEM #b)
Report 2019-090 Council Recommend Report To:
Warden and Members of County Council
From:
Kelly J. Pender, Chief Administrative Officer
Prepared by:
Richard Allen, Manager of Economic Development
Re:
Planning & Economic Development – Approval of a Regional Active Transportation Plan
Recommendation Be It Resolved That the Council of the County of Frontenac receive for information the Planning & Economic Development – Approval of a Regional Active Transportation Plan report; And Further That the Council of the County of Frontenac approve the Regional Active Transportation Plan attached to this report as Appendix A. Background In late 2017, Frontenac County declared its participation in the Ontario Municipal Commuter Cycling Program (OMCCP) and became eligible for four years of cycling infrastructure allocations from the province of Ontario. In order to undertake these projects a cycling or active transportation plan must be in place, however it is possible to use this funding to complete a plan. The County of Frontenac was allocated $120,177.19 for the first year of the program prior to program cancellation and future allocations will no longer be provided. The County of Frontenac has until 2020 to complete the identified projects in the OMCCP program, including the Regional Active Transportation Master Plan. As part of the 2018 budget process, County Council approved the use of OMCCP funds for the development of a regional active transportation plan and staff selected Alta Planning + Design to complete the work through a competitive RFP process. During 2018, Alta Planning + Design consulted with Township Public Works departments to understand current infrastructure plans, made field visits, completed
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several in-person public engagements, and gathered input from the public through the use of an interactive mapping application. Comment The Active Transportation Plan is intended to support the inclusion of pedestrian and cycling supportive policies at the township and council levels, and assist in the development of infrastructure projects that improve the walkability and cycle friendliness of Frontenac Communities. Closing Infrastructure Gaps The plan identifies gaps in several villages and hamlets with recommendations on how to improve these spaces for Active Transportation use. These examples represent similar gaps that exists in several communities across the Frontenac region and are meant to serve as templates that may be used in a variety of locations. Trail Standard and Improved Trail Crossings The Plan identifies strategies that the County in partnership with Townships could use to improve the safety of Trail crossings for pedestrians and cyclists through improved design, additional signage and construction. Due to the number of road crossings by Primary Trails in Frontenac County, it is important to consider a consistent approach so that motorists using the roads understand what to be looking for as they approach a crossing. Gates or barriers are identified as hazards to Active Transportation users and consideration should be given to how gates are used on the Frontenac K&P Trail as a result. Significance of Primary Trails The K&P Trail, The Cataraqui Trail and The Tay-Havelock Trail have all been identified as primary trails in the Regional Active Transportation Plan. These former rail routes travel through many communities and population centres, providing unique links between communities, and form almost 50% of the identified “Spine Network.” These three trails offer low-stress options for pedestrians and cyclists to move between communities. The Tay-Havelock Trail serves as an important alternate to travelling along Highway 7, and the K&P Trail provides an alternative to the very busy Road 38 through South Frontenac and Central Frontenac. Education and Programming Construction of infrastructure is only one part of encouraging our residents to choose active transportation for regular trips or recreation. The plan outlines several strategies to encourage more activation of the existing infrastructure including
Organized trail rides and community walks Education regarding trail etiquette and sharing the road
Recommend Report to Council Planning & Economic Development – Approval of a Regional Active Transportation Plan July 17, 2019
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Development of signature active transportation routes and itineraries
The County will need to work with partners such as Ontario by Bike, South Frontenac Rides, KFLA Public Health, Conservation Authorities, Schools and other community groups and recreation committees to assist with the coordination of programs. Implementation Staff recognize that many recommendations will require partnership with township public works departments, other trail management groups and neighbouring municipalities to achieve success. Addressing identified gaps and building out the spine network will be included within the capital plans of each stakeholder organization. This plan will be shared with other partners such as Trans Canada Trail, the Cataraqui Trail or the City of Kingston to spark discussions on strategies for the implementation of these projects. This could mean the development of joint funding applications for projects identified by both the County and Township to achieve shared goals. Copies of this plan will be forwarded to relevant stakeholders and member municipalities are encouraged to adopt the recommendations in the plan with their councils and public works departments. Strategic Priorities Priority 2: Explore New Funding and Invest in Infrastructure Funding for active transportation infrastructure can come and go quickly, and funders are seeking projects that support long-term plans, connectivity and that are shovelready. Priority 3.1: Work with the townships, other municipalities and levels of government on broad infrastructure issues — ranging from environmental concerns to regional transportation strategies for residential, social and economic purposes, and access to funding. The Regional Active Transportation Plan has been developed with input from Township Public Works and Planning departments. The Regional Active Transportation Plan will enable townships to integrate active transportation projects into long-term capital plans, and to apply for additional funding dedicated towards active transportation infrastructure. Financial Implications Frontenac County has received $120,177.19 of funding from the OMCCP, however the program has been cancelled and no future allocations will be received. $40,000 of this funding has been combined with $40,000 from the Community Development Reserve to complete the Regional Active Transportation Master plan. The project has been completed within its budget and on schedule. Recommend Report to Council Planning & Economic Development – Approval of a Regional Active Transportation Plan July 17, 2019
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Organizations, Departments and Individuals Consulted and/or Affected Alta Planning + Design Community Development Advisory Committee Planning and Economic Development Township of Central Frontenac Township of North Frontenac Township of South Frontenac Township of Frontenac Islands City of Kingston South Frontenac Rides
Recommend Report to Council Planning & Economic Development – Approval of a Regional Active Transportation Plan July 17, 2019
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July 2019
Regional Active Transportation Plan
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Frontenac County Active Transportation Plan Version Date: July 12, 2019
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Contents Executive Summary……………………………………………………………………………………………………………………….2
Introduction ……………………………………………………………………………………………………………………………..4 1.1 Plan Purpose…………………………………………………………………………………………………………………………………………………. 4 1.2 Plan Vision ……………………………………………………………………………………………………………………………………………………. 5 1.3 Plan Goals …………………………………………………………………………………………………………………………………………………….. 5 1.4 Who Uses Active Transportation? ……………………………………………………………………………………………………………………. 6 1.5 Why Active Transportation?……………………………………………………………………………………………………………………………. 9 1.6 Rural Character……………………………………………………………………………………………………………………………………………… 9
Existing Conditions …………………………………………………………………………………………………………………..10 2.1 Plan Area ……………………………………………………………………………………………………………………………………………………. 10 2.2 Existing Active Transportation Infrastructure ………………………………………………………………………………………………….. 13
Township Analysis and Recommendations ……………………………………………………………………………………19 3.1 Analysis Background…………………………………………………………………………………………………………………………………….. 19 3.2 Types of Gaps ……………………………………………………………………………………………………………………………………………… 20 3.3 Township of Frontenac Islands………………………………………………………………………………………………………………………. 21 3.4 Township of South Frontenac ……………………………………………………………………………………………………………………….. 26 3.5 Township of Central Frontenac ……………………………………………………………………………………………………………………… 34 3.6 Township of North Frontenac ……………………………………………………………………………………………………………………….. 39
Trail Standard …………………………………………………………………………………………………………………………41 4.1 Purpose of a Trail Standard …………………………………………………………………………………………………………………………… 42 4.2 Defined Terms for a Trail Framework …………………………………………………………………………………………………………….. 43 4.3 Benchmarking: Characteristics of Existing Primary Trails ………………………………………………………………………………….. 44 4.4 Benchmarking: Existing Trail Intersections ……………………………………………………………………………………………………… 48 4.5 Recommended Trail Design Practices …………………………………………………………………………………………………………….. 48 4.6 Recommended Crossing Improvements …………………………………………………………………………………………………………. 55 4.7 Other Recommended Design Practices …………………………………………………………………………………………………………… 64 4.8 Recommended Trailhead Amenities ………………………………………………………………………………………………………………. 67 4.9 Trail Standard Summary ……………………………………………………………………………………………………………………………….. 69
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Education and Programming………………………………………………………………………………………………………70 5.1 User Profiles for Active Transportation Programming ………………………………………………………………………………………. 70 5.2 Active Transportation Programs that Benefit Both Users Types…………………………………………………………………………. 71 5.3 Utilitarian User Programs ……………………………………………………………………………………………………………………………… 74
Summary of Recommendations ………………………………………………………………………………………………….77 6.1 Network Development …………………………………………………………………………………………………………………………………. 77 6.2 Infrastructure Recommendations ………………………………………………………………………………………………………………….. 78 6.3 Policy Recommendations ……………………………………………………………………………………………………………………………… 82 6.4 Education and Programming Recommendations ……………………………………………………………………………………………… 84 6.5 Best Practices for Infrastructure Selection and Design ……………………………………………………………………………………… 85
Implementation and Funding……………………………………………………………………………………………………..87 7.1 Funding Mechanisms …………………………………………………………………………………………………………………………………… 87 7.2 Grants, Partners, and Funding Assistance ……………………………………………………………………………………………………….. 89
Appendix I Background Document Review
Appendix II Community Engagement Summary
Appendix III – List of Maps Map 1: Destination Map A Map 2: Destination Map B Map 3: Destination Map C Map 4: Destination Map D Map 5: Destination Map E Map 6: Marysville Existing Conditions and Gaps Map 7: Sydenham Existing Conditions and Gaps Map 8: Harrowsmith Existing Conditions and Gaps Map 9: Sharbot Lake Existing Conditions and Gaps
Appendix IV Paved Shoulder Best Practice
1 | Frontenac County Active Transportation Plan
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Executive Summary Frontenac County developed this Regional Active Transportation Plan to make active transportation enjoyable, convenient, safe, and comfortable for routine trips and recreational travel. This involves creating high quality walking and cycling infrastructure that allows people of all ages to travel safely and comfortably to reach destinations. At a societal level, the County envisions active transportation improvements as a way to support economic development and environmental stewardship. This plan intends to form a foundation for using active transportation as a tool for community vibrancy. This plan includes recommendations for active transportation infrastructure projects as well as related education and encouragement programs. Creating a county-wide plan offers a chance for coordination and listening across the Frontenac region. Plan recommendations identify whether a respective recommendation is best suited for implementation by the County, a particular township, or another entity. Policy recommendations suggest opportunities to codify best practices for consistency across Frontenac County. Robust public engagement, field work, review of existing mapping data and a literature review previously adopted plans, studies and strategies have formed the basis of this plan. Many types of approaches to community engagement showed the County’s interest in hearing from as many residents as possible. The project team led two rounds of public engagement events. Multiple events were held across the townships during each phase of engagement.
Figure 1. Walking and cycling for transportation and recreation positively contributes to Frontenac County’s vibrancy.
Frontenac County Active Transportation Plan | 2
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The project team spoke with residents and visitors in local bakeries, ferry stops, at community events, and in other places that are meaningful to Frontenac daily life. For those unable to meet with the project team in person, an online map and survey provided other opportunities to ask questions, make suggestions, and share ideas. Furthermore, in person meetings with township staff helped produce a nuanced view of opportunities and challenges to active transportation in each township and the hamlets therein. These meetings also discussed previously planned active transportation improvements by township, which was important in creating recommendations aligned with local plans. Following the adoption of this plan, municipal staff will pursue funding for priority projects identified, including previously planned projects. This plan is intended to be a helpful tool for securing funding to implement recommended Active Transportation improvements.
3 | Frontenac County Active Transportation Plan
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- Introduction 1.1 Plan Purpose Active transportation is any form of human-powered transportation. It is any trip made for the purposes of getting yourself, or others, to a particular destination, including trips to work, school, the store, or to visit friends. The Frontenac Regional Active Transportation Plan provides a framework for guiding decision and policy making processes for improving active transportation. Frontenac County benefits from regional trails that draw local and non-local visitors to enjoy them. Villages and hamlets within the four townships generally feature walkable places. However, many areas within Frontenac County are not as walk and cycling friendly as residents desire. This plan is an effort to take steps toward developing a cohesive Regional Active Transportation Plan. Preparing a County-wide Active Transportation Plan offers several advantages. Working with all four townships to set priorities for infrastructure improvement can result in economies of scale and a coordinated implementation approach. The plan will guide decision-making, coordination, and collaboration between The County, Townships, local municipal staff, community partners, and residents. Small rural villages have great potential for creating viable networks that serve residents and visitors. Common attributes of a village network include connections between communities that are located along highways and access to retail businesses and schools in a relatively small area within the community core. Trail links to destinations outside County borders have also been considered. This plan builds from previous planning efforts, including the Age Friendly Community Action Plan (2017) and the County of Frontenac Official Plan (2016). The Frontenac Regional Active Transportation Plan uses concepts from these and other documents to create a framework for safe and accessible active transportation improvements throughout Frontenac County. The plan is context sensitive based on the distinct needs and priorities of each township, while leveraging a regional focus for consistency.
Figure 2. The K&P Trail, Cataraqui Trail and Tay-Havelock are popular regional trails in Frontenac County. The photo on the left is in Kingston, Ontario at kilometre zero of the K&P Trail. The photo on the right is in Sharbot Lake where the K&P Trail and Tay-Havelock Trail merge. Frontenac County Active Transportation Plan | 4
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1.2 Plan Vision The following vision statement proposes a future for active transportation in Frontenac County: Active transportation within Frontenac County will be enjoyable, convenient, safe, and comfortable for routine trips and recreational travel. Our communities will be connected with high quality systems of off road and on road infrastructure that build upon well-used existing trails, such as the K&P Trail. Active transportation networks will support residents’ health throughout their lives, from childhood to older adulthood. Active transportation investments will continue supporting Frontenac County’s economic development and environmental stewardship efforts. Visitors will have access to memorable active transportation experiences, including access to regional trails. Efforts to implement this plan will continue after its adoption and will support sustainability, active living, and land use goals.
1.3 Plan Goals The following goals guided the planning process: • Mode Share: Increase the percent of Frontenac County residents who walk and cycle, including to work and for other purposes. • Safety: Improve safety for people who currently use active transportation. Create low stress routes to inspire residents to walk or cycle more often. • Connectivity: Connect existing active transportation infrastructure to make walking and cycling convenient choices to reach popular destinations. • Livability: Promote healthy living and vibrant communities through active transportation. Strengthen existing educational and encouragement programming to introduce residents to the benefits of walking and cycling more often. • Economy: Create communities that attract new residents and visitors and strengthen the local economy. • Leverage Funding Opportunities: Be ready to take advantage of any funding opportunities that arise. Having a plan in place will help identify and establish which projects are priorities.
5 | Frontenac County Active Transportation Plan
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1.4 Who Uses Active Transportation? Active transportation is a term that is typically used to describe modes of travel that are peoplepowered. In the minds of most people, active transportation users typically fall into two categories: people who walk and people who cycle. Though there are many other active transportation user types (e.g., people on scooters, people on rollerblades, people with strollers, people in kayaks and people in canoes) this plan focuses primarily on people who walk and cycle.
Figure 3. People of all ages walk for transportation and recreation throughout the year.
Pedestrians Walking is an everyday activity for many people. People walk to go to school or work, to shop, and for recreation or exercise. Walking trips include dog walking, walking along various regional trails for recreation or to travel between hamlets. Suitable pedestrian facilities provide youth with a safe walk home from school and allows community members to visit their neighbours. Elderly people and others with mobility impairments may utilize mobility devices to navigate the pedestrian environment. While many trips are made by motor vehicle, some trips involve at least a small walking component, including walking to or from a parked car. Cyclists People ride bicycles for many reasons: it may be for recreational purposes, to get to work, school, or to run errands. For many, riding a bike may be a primary mode of transportation for at least some daily trips. In Frontenac County, there are a variety of cycling user types. They include trail riders that may use fat bikes, mountain bikes, or e-bikes, as well as road users that may prefer slim tire road bikes or touring bike. Where people choose to ride, how long they ride, and what destinations they access largely depend on their level of comfort, bike type, and proximity to destinations.
Figure 4. A child cycles from the Wolfe Island ferry.
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Cyclist comfort is often influenced by the availability of dedicated and separated cycling infrastructure. Generally, cyclists will fall into one of four categories, as shown in Figure 5.
Off Road Trail
Bike Lane
Paved Shoulder
Figure 5. Four categories of cyclists and correspinding infrastructure.
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Mixed Traffic
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Trail Users Trail users vary according to trail rules, surface type, and season. Non-motorized users may include people running, snowshoeing, nordic skiing, roller blading, and other forms of recreation and transportation. Motorized users are also permitted on certain sections of the trail network. These motorized users include ATV riders, dirt bikers and snowmobilers. This plan considers motorized users of trails only from a safety and management perspective for active transportation use. Figure 6. Nordic skiing is a great way to get exercise and use trails in winter.
Water Trails There is an emerging interest in the development of water trails. A water trail is a section of river, lake, or other waterbody that has been developed with the intent to create a recreational experience for people paddling canoes or kayaks. Water trails could include signage, launch points and other infrastructure to support the use of these established routes. While water trails are not discussed further as part of this plan, the County may consider pursuing a more active role in designating and planning for water trails in the future.
Figure 7. Water trail planning and design helps to make paddling accessible to more people.
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1.5 Why Active Transportation? There is a need and desire to make travel safer and more active in small and rural communities. Small towns and rural contexts have great potential for creating viable networks that serve their residents and visitors. Communities are most commonly connected via rural highways. Within towns there is generally access to retail businesses and schools in a relatively small area within the community core. Small towns can be great communities for people to stop and shop at different shops, supporting a tourism economy that enhances local communities and contributes to community identity and sense of place. The local residents and visitors support these local businesses, making it more viable for other shops to open, which in turn makes the community more attractive to live in or visit, including spending more time and money there. Communities with strong ties to public lands may also prioritize connections to natural areas. It has been identified that Canadians express a desire to live in places that enable convenient and safe walking and cycling. 1 Safe active transportation networks, therefore, can play a role in attracting new residents.
1.6 Rural Character While rural places vary considerably in geographic scale and character, there are common issues that prevail. For small town/rural communities, one size does not fit all. Such communities face challenges associated with longer non-local trip distances, greater health disparities, and income disparities. The challenges in small town/rural communities often involve higher speed/volume roads through hamlets, sharing roadways with agricultural equipment, lack of transit options, winding roads with constrained terrain, and motor vehicle-oriented roads. There are also a number of opportunities. With small hamlet boundaries, such as in Sydenham, Sharbot Lake, and Marysville there can be potential for a significant number of walking trips. Paved shoulders and rail-to-trail conversions create potential for active transportation assets to connect communities on a regional scale. This report will explore options and provide recommendations to address these issues and work toward building a complete network of safe active transportation infrastructure in Frontenac County.
1
https://www.cflri.ca/document/2004-national-transportation-survey-final-results
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- Existing Conditions
Figure 8. People cycling on the Cataraqui Trail.
2.1 Plan Area Successful active transportation plans are context-sensitive; they respond to local characteristics, assets, and challenges. This plan was formulated at the County level. This means that regional and local characteristics must both be considered to create recommendations that are impactful and actionable. Research and outreach involving townships and hamlets also informed the plan. 2.1.1 General Characteristics Frontenac County is a region of nearly 4,000 square kilometres surrounding the City of Kingston and includes the townships of North Frontenac, Central Frontenac, South Frontenac, and Frontenac Islands. The County population is approximately 26,667 residents year-round with a significant increase in seasonal residents during the summer. South Frontenac is the most populated township with approximately 18,646 residents. The County is known for tourism, recreation, agriculture, and forestry. The area’s natural resources are highly valued by residents and visitors. Many residents live in small villages and hamlets throughout the County, while a growing number of residents are choosing to live year-round on the hundreds of lakes that populate the region, essentially creating lake “neighbourhoods.” In addition to a diverse network of regional trails, Frontenac County features many destinations for outdoor recreation consisting of provincial parks, conservation areas and nature reserves. These destinations include: Gould Lake, Palmerston-Canonto Conservation Area, Big Sandy Bay Management Area, Bon Echo Provincial Park, Sharbot Lake Provincial Park, and Frontenac Provincial Park.
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The adjacent map visualizes where people live in and around the County of Frontenac. The bright yellow shows the highest concentration of people, followed by red. The lines on the map show the existing trails. The map shows that the trails connect many of the communities throughout the county that were formerly connected by railways. There are some communities that are not connected through the existing network, such as Inverary. To connect these communities, new trails or on road infrastructure will be necessary. County Plans and Relevant Documents To further understand how this plan could build upon and relate to existing policies and directions of Frontenac County, a review of relevant documents was completed. The review, which summarizes these documents is included as Appendix I.
Figure 9. This map shows the relative population throughout Frontenac County and the City of Kingston, relative to where existing trails are located.
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Map 1 TOWNSHIP OF GREATER MADAWASKA
CENTENNIAL LAKE PROVINCIAL NATURE RESERVE
TOWNSHIP OF NORTH FRONTENAC
TOWNSHIP OF LANARK HIGHLANDS
Canonto
Ompah Donaldson Plevna
Snow Road Station Ardoch
BON ECHO PROVINCIAL PARK
Fernleigh
TAY VALLEY TOWNSHIP
Coxville
Cloyne Tay
ve Ha
loc
rail kT
SHARBOT LAKE Sharbot PROVINCIAL PARK Lake
Arden
Canada Trail Trans
Crow Lake
TOWNSHIP OF CENTRAL FRONTENAC
TOWNSHIP OF ADDINGTON HIGHLANDS
Tichborne
TOWNSHIP OF RIDEAU LAKES
Parham
TOWNSHIP OF SOUTH FRONTENAC
PUZZLE LAKE PROVINCIAL PARK
u ea
l
id R
ai
Verona Bellrock Hartington Harrowsmith
TOWNSHIP OF LEEDS AND THE THOUSAND ISLANDS
Tr
STONE MILLS TOWNSHIP
C at ar
aq
ui
Tr ai
l
FRONTENAC PROVINCIAL PARK
Godfrey
Battersea Sydenham Inverary Sunbury
CITY OF KINGSTON GREATER NAPANEE
LOYALIST TOWNSHIP
Marysville
TOWNSHIP OF FRONTENAC ISLANDS
Facility Type Primary Trail Secondary Trail Hiking Trail K&P Trail On Road
Maintenance Use Motorized Privately Maintained Non Motorized County Maintained
Parks Waterbody Roads
0
County of Frontenac Active Transportation Plan
EXISTING CONDITIONS
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2.2 Existing Active Transportation Infrastructure Existing active transportation infrastructure in Frontenac County is mostly composed of off road trails, sidewalks, and paved shoulders. The purpose of this section is to provide an outline of the existing infrastructure intended for walking and cycling in Frontenac County. Existing infrastructure is discussed in terms of off road and on road infrastructure. Off road infrastructure is located outside of the automobile right-of-way. On road infrastructure uses space on the roadway itself for walking and cycling. These types of treatments are generally intended for roadways with lower posted speed limits and lower traffic volumes. 2.2.1 Off Road Active Transportation Infrastructure The following types of off road active transportation infrastructure currently exist in Frontenac County: Sidewalk Sidewalks are located adjacent to the street. They provide dedicated, physically separated space for pedestrians to walk or to use mobility devices, such as wheelchairs.
Figure 10. A sidewalk in the village of Parham (Central Frontenac Township).
Figure 11. A raised cycle track in the village of Sydenham (South Frontenac Township).
Raised Cycle Track Two raised cycle tracks are located in the hamlet of Sydenham on Rutledge Road and Bedford Road. The cycle track allows for travel in one direction and is located near schools. Raised cycle tracks are a type of separated bike lanes. These facilities provide dedicated space for cycling with physical and painted barriers separating cyclists from motorized traffic. As described in the FHWA Small Town and Rural Multimodal Networks Guide, separated bike lanes are preferred tools to use on roadways with high motor vehicle volumes and moderate to high speed motor vehicle traffic.
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Trails are a form of physically separated infrastructure for walking, cycling, and other forms of active transportation (i.e., rollerblading, jogging). Trails may be bidirectional paths adjacent to a roadway or they may be bidirectional paths within its own corridor and not within a road allowance.
Figure 12: The K&P Trail south of Brewer Road, near Sharbot Lake in Central Frontenac Township.
The County uses three categories of trails to describe existing infrastructure: primary, secondary, and hiking trails. Each type of trail is explained below: •
Primary Trail: Primary trails form the basis for a county-wide trail system. They act as the systems’ “spine” and are long-distance off-street infrastructure that should be accessible to all users, including those using mobility devices. In general, these trails have been converted from former railway corridors travelling through the County. Existing Frontenac County standards specify that these trails should be 3.0 metres wide.
•
Secondary Trail: Secondary trails provide additional connections to local destinations by connecting primary trails with villages, hamlets or other destinations. The 2014 Trails Concept Plan specifies a minimum width of 2.4 metres in areas where bidirectional trail use is expected.
•
Hiking Trails: Hiking trails, also known as foot trails, are natural surface, narrow paths for recreational hiking and walking. They may connect to secondary trails.
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There are four regionally significant off road trails that run through Frontenac County. A regional trail connects to destinations within and outside of the County: •
Frontenac K&P Trail: The K&P Trail is a rail trail that starts in the City of Kingston and travels north through Frontenac County. Frontenac County maintains 55 km of the trail from the Kingston boundary to Sharbot Lake, where the trail continues north through Lanark and Renfrew Counties, eventually intersecting with the Ottawa Valley Rail Trail.
•
Tay-Havelock Trail: This rail trail follows a former CN Rail line through Frontenac County from Tay valley to the East through Sharbot Lake, Mountain Grove and Arden and exiting the County to the west as it travels towards Kaladar, Tweed and Havelock.
•
Cataraqui Trail: Is a year-round, shared-use recreation trail running approximately 103 km from Smiths Falls in the east to Strathcona in the west. Residents and visitors use these trails for outdoor recreation as well as for transportation trips.
•
Rideau Trail: The Rideau Trail is a 387 km network of hiking trails between the City of Kingston and the City of Ottawa located in the general area of the Rideau Canal and its tributary waters.
Figure 13. Types of trails in Frontenac County.
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Trail Profile Frontenac K&P Trail, www. frontenaccounty.ca/kptrail The Frontenac K&P Trail is a recreational trail that is part of a multijurisdictional, multi use rail trail corridor that travels approximately 150 km from Confederation Park in downtown Kingston through Frontenac and Lanark Counties to the shores of the Ottawa River in the Village of Renfrew. This corridor originates from close to the Wolfe Island Ferry Dock in Kingston and serves as an important link between the Frontenac Islands and the rest of Frontenac County. The K&P Trail corridor from the City of Kingston to Renfrew County has also been identified as a key off-road cycling route in the provincial cycling network. The Frontenac K&P Trail forms a key north-south active transportation corridor through Frontenac County, much of which also is followed by The Great Trail route as it passes through the region. The Frontenac portion of this trail corridor consists of roughly 55 kilometres continuing from the Kingston K&P Trail at Orser Road in South Frontenac to the Village of Sharbot Lake in Central Frontenac. Frontenac County began development of the K&P Trail in 2009 with the goal of attracting residents seeking recreational facilities and to develop trail-based tourism to support the local economy. The entire Frontenac K&P Trail is open to a variety of user groups year-round including hiking, biking, skiing and horseback riding. Snowmobiles may make use of the entire K&P Trail corridor when conditions allow between December 1 and April 1 each year. While motorized use is permitted in the winter for snowmobiles only, Off-Road Recreational Vehicles may only access the K&P Trail north of Verona from April 1 to December 1. The trail is reserved for active uses only south of Craig Road in the village of Verona.
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2.2.2 On Road Active Transportation Infrastructure The following types of on road infrastructure currently exist in Frontenac County: Signed Route: Signed routes use wayfinding to direct people cycling and walking to destinations via low-stress routes. Often, signed routes do not have dedicated infrastructure for cycling or pedestrians. The roadway is shared, instead of dedicated space for people cycling. •
•
County Trails are signed routes managed by the County of Lennox and Addington. Two of these routes include portions of Frontenac County. The Great Lakes Waterfront Trail follows Lake Ontario and the St. Lawrence Seaway, with signed routes that travel onto both Wolfe and Howe Islands.
Figure 14. Great Waterfront Trail sign on Howe Island.
Paved Shoulder: Paved shoulders provide space at the edge of roadway, visually separated from the vehicle travel lane by a single painted line. The space is not for exclusive use of people on bicycles, and could be used for parking, walking or other activities. Paved shoulders are found in rural areas between villages or hamlets. Shoulder widths and conditions vary between the different townships. The following table reflects paved shoulder standards currently used by each township. Best practice guidance on paved shoulders is included in Appendix IV.
Figure 15. Paved shoulders on Rutledge Road in South Frontenac.
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Table 1. Township Paved Shoulder Standards.
Township
Existing Standards
Frontenac Islands
1.0 m
South Frontenac
1.5 m
Central Frontenac
No current standard, but the Township typically installs paved shoulders that are 1.5 m
North Frontenac
No current standard
Painted Bicycle Lane: Bicycle lanes are visually separated from the general vehicle lane by a painted line and include signage and pavement markings to identify the space as reserved for bicycles. Bicycle lanes are on road, where as raised cycle tracks are physically separated, off road infrastructure for bicycle travel. Currently, there are no painted bicycle lanes in Frontenac County, but they are a common type of cycling facility throughout Ontario, including in Kingston. Figure 16. A bicycle lane on Cataraqui Woods Drive in Kingston (Google).
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- Township Analysis and Recommendations 3.1 Analysis Background The project team reviewed selected hamlets to assess their current provision of active transportation infrastructure. Hamlets were selected as a representative mix of the communities in Frontenac County that had a concentration of population, destinations and existing infrastructure. Each selected hamlet’s active transportation network was reviewed to determine the presence of infrastructure gaps. Hamlets presented in these maps include: • • • •
Marysville, Frontenac Islands Sydenham, South Frontenac Harrowsmith, South Frontenac Sharbot Lake, Central Frontenac
The gap assessment process and results are outlined in the following sections. This analysis, along with input from the public and other stakeholders were combined to craft realistic, actionable recommendations. A single North Frontenac community was not selected for a gap analysis due to the lack of population concentration and existing infrastructure. However, section 3.6 contains recommendations for infrastructure and policy implementation for North Frontenac. Public Engagement and Feedback In addition to the existing conditions review and gap assessment completed by the project team, the project included a substantial public engagement effort. The public engagement component included tabling at pop-up events throughout the county and an online engagement portal where people could add their comments about where they want to walk and cycle to, and places they experience as barriers to walking and cycling. The public engagement component of the project is summarized in Appendix II.
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3.2 Types of Gaps Gaps in the cycling and walking network have a similar impact on cyclists and pedestrians as road closures may have on motorists travelling the road network. A traveler encountering an unexpected gap in the network is forced to either detour to a safer route which often requires local knowledge, or to continue through substandard or potentially hazardous conditions. To the extent that traffic hazards are a major deterrent for potential cyclists, examining gaps in the network is a logical first step in developing a plan for future infrastructure upgrades. Each hamlet’s existing network was reviewed using mapping software and aerial imagery. This process was supported with field visits to confirm the presence of the following types of gaps: •
•
Figure 22. The sudden end of this sidewalk is an example of a connection gap in the hamlet of Sydenham, South Frontenac Township.
Spot Gaps: Point-specific locations lacking dedicated bicycle and/or pedestrian infrastructure or other treatments to accommodate safe and comfortable non-motorized travel. Spot gaps primarily include intersections and other vehicle/bicycle conflict areas posing challenges for riders. Connection Gaps: Missing segments (400 metres or less) on a clearly defined and otherwise well-connected bikeway or walkway. Major barriers standing between bicycle and pedestrian destinations and clearly defined routes also represent connection gaps.
Recommendations for resolving identified gaps were developed. The recommendations are based on the type of gap, the context of the roadway or infrastructure, and best practice guidance. See Maps 1 through 9 in Appendix III for the Destination and Gap maps. These were maps were overlaid to identify where gaps to destinations throughout the communities existed.
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3.3 Township of Frontenac Islands
Figure 23. Cycling in Marysville and raised paved shoulder with hatching.
Cyclists choose Wolfe and Howe Island as a destination for active transportation because of the proximity to urban centres such as Kingston and Gananoque. These islands are included as part of established cycling routes such as the Great Lakes Waterfront Trail, a route which aims to showcase the experience of cycling along Lake Ontario and the St. Lawrence River. Frontenac County successfully markets Wolfe Island as a cycling destination through visitor guides, cycling route wayfinding, and by encouraging cyclist friendly destinations. Some residents on Wolfe Island choose to commute by walking or cycling to the ferry to avoid the car line ups in the morning. Encouraging more people to walk or cycle to the ferry could allow for more people to use the ferry and reduce wait times for vehicle traffic travelling to and from Kingston.
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3.3.1 Marysville Tourists choose Marysville and other communities within the Township of Frontenac Islands as cycling and walking destinations because of the close proximity of amenities and popular attractions to the ferry dock. Popular destinations within Marysville include a community centre, retail stores, a post office, 3 restaurants, and a bakery. In addition, the Big Sandy Bay Management area is accessible from Marysville by bicycle. The destination and gap of Marysville are shown in Maps 2 and 6 in Appendix III. Short block lengths and low speed roadways make Marysville an attractive place to walk. Many people in Marysville live within one kilometre of the ferry dock but choose to drive each day, contributing to congestion along County Road 96 and longer wait times for the ferry. Developing active transportation infrastructure in this area could help to reduce these challenges by providing a more attractive option for people to travel to the ferry without using their car. The Ministry of Transportation (MTO) process to rebuild the Marysville ferry dock will present a major opportunity to make active transportation enhancements in this area. The following are examples of gaps in Marysville, based on fieldwork and public comments. For a complete list of recommendations for Marysville and the Township of Frontenac Islands, see section 3.3.2. Table 2. Examples of gaps and recommendations to resolve the gaps in Marysville.
Example Gap Spot Gap: Members of the public used an online interactive map to identify a crossing gap at the intersection of Centre Street and Highway 96 (Main Street). This location received the most responses of any online comment. The location is directly south of the Marysville Dock and functions as a gateway to shops and tourism information centers along Main Street. Connection Gap: Main Street, east of Division Street by Wolfe Island Town Hall: Raised paved shoulders do not function well as parking or as a sidewalk because they are currently used as both (see Figure 23). Vehicles use this raised curb as parking along the main street which interrupts the safety of pedestrians using it as a sidewalk.
Recommendation Recommendation: The intersection currently lacks stop signs for vehicles travelling east-west along Main Street which means pedestrians have to yield to traffic. Adding a three-way stop here will give pedestrians priority when crossing the road. See recommendation FI-B. Recommendation: Formalize the raised paved shoulders to on Main Street to function as a pedestrian space rather than as parking space. See recommendation FI-D.
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3.3.2 Township of Frontenac Islands Recommendations The recommendations are referenced on the map on the following page. Table 3. Recommendations for the Township of Frontenac Islands.
Reference Recommendation Code FI-A Three-way stop at Centre and Main Street FI-B
FI-C
Continue to market Frontenac Islands as a cycling destination for its low speed roads without heavy traffic. Paved shoulders
Priority
Medium Add a three-way stop to Centre Street and Main Street in order to give pedestrians the Right-of-way when crossing Medium Invest in marketing material for Frontenac Islands and focus on the ferry connection to the City of Kingston Low
1.5 m standard paved shoulder to be installed when all roads are rehabilitated. The following roads should be set as a priority: Wolfe Island - Main Street, Road 95 and Reed’s Bay Road to Big Sandy Bay Howe Island – Howe Island Drive, Spithead Road Vehicles use this raised curb as parking along the main street which interrupts the safety of pedestrians using it as a sidewalk. Locations for improvement include Main Street east of Division Street, Main Street from Centre Street to Victoria Street, and Victoria Street from Wolfe Island Community Centre to Wolfe Island United Church Work with the Ministry of Transportation to incorporate active transportation infrastructure into the new Ferry Dock design and connect it to existing island infrastructure Leverage Waterfront Trail designation for marketing and funding for signage and wayfinding
FI-D
Formalizing the raised paved shoulders to function as pedestrian space and not parking
Low
FI-E
Cycling connectivity to the new Ferry Dock
Low
FI-F
On road cycling routes (trails) created and signed, including part of the Waterfront Trail Sidewalks on both sides in Hamlets along arterial roads
Low
FI-G
Details
Low
When road reconstruction or development is done the County will require sidewalks to be constructed
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Tr ai l
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q ra
ui ta Ca
Battersea
Sydenham Inverary Sunbury
CITY OF KINGSTON
FI-F
FI-E FI-C
Marysville FI-B
TOWNSHIP OF FRONTENAC ISLANDS Marysville
ELIZ
EET
E LIN
FI-D
ET RE
H 7T RO
ST ST
FI-A R A ST
AD
ROAD
H
E CR ILL
96
ET RE ST G IN GO EET STR RET ET BAR T RE SS S CRO
AD RO
95
Facility Type Primary Trail Secondary Trail Hiking Trail K&P Trail On Road
Maintenance Use Motorized Privately Maintained Non Motorized County Maintained
NETWORK RECOMMENDATIONS FRONTENAC ISLANDS
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0
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Trail Profile The Great Lakes Waterfront Trail, www.waterfrontrail.org Stretching over 3000km, the Great Lakes Waterfront Trail is a route connecting 140 communities and First Nations along the Canadian shores of the Great Lakes region and a signature project of the Waterfront Regeneration Trust. Regarded as the first step towards a regenerated waterfront, the Trail has served as a catalyst for improvements in many of the communities it joins. The Trail consists of both on-road and off-road facilities. About 30% of the Trail is off-road along Lake Ontario and the St. Lawrence River, about 14% is off-road on the Lake Erie, Detroit River and Lake St Clair section, and roughly 4% is off-road along the North Channel between Sault Ste. Marie and Sudbury. The route is primarily paved, with sections of unpaved path and gravel roads. The Trail can be enjoyed for a quick stroll or as part of a multi-day long distance adventure. Many downtown urban centres have fully off-road facilities that are open to pedestrians, cyclists, rollerbladers and others. The on-road sections consist of quiet residential streets, local roads, rural highways and in a few places Provincial Highways. In 2018, the Great Lakes Waterfront Trail extended its route to include loops on Wolfe and Howe Islands, and included both locations as part of their 2018 Great Waterfront Trail Adventure.
Figure 17. Existing Great Lakes Waterfront Trail route (red) and proposed route on Wolfe Island (grey).
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3.4 Township of South Frontenac South Frontenac has direct connection to Kingston via the K&P Trail. Along with the Cataraqui Trail, these regional trails connect many of the hamlets throughout the township, such as Perth Road Village, Sydenham, Harrowsmith, and Verona. There are opportunities to enhance the conditions for active transportation in hamlet areas and to improve connections between communities. To ensure connectivity of all the trail systems in the township, there is a need to work with trail managers such as the County and CRCA to ensure infrastructure is of a consistent standard with special regard to the safety of where trails cross roadways. There is a major opportunity for South Frontenac to continue to develop and market for trail-based tourism considering the existing trails and The Great Trail (Trans Canada Trail) route that goes through the township.
Figure 18. Sidewalk and raised cycle track end transitioning to paved shoulder in Sydenham.
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3.4.1 Sydenham Sydenham is the largest hamlet in Frontenac County. It has a variety of on and off road cycling infrastructure including a section of raised cycle track, painted bike lanes, and the Cataraqui Trail. Sydenham is home to many cottages and summer homes as well as year-round residents. Many of the people who live in Sydenham commute to Kingston for work. Sydenham has a number of popular destinations in town, including Trousdale General Store and The Point Beach. The destinations and gaps in Sydenham are shown on Map 3 and 7 in Appendix III. Figure 19. Sydenham is a destination for locals and visitors.
Examples of gaps identified in Sydenham are provided below with recommendations. For a complete list of recommendations for Sydenham and South Frontenac, see section 3.4.3. Table 4. Examples of gaps and recommendations to resolve the gaps in Sydenham.
Example Gap Spot Gap: A current trail upgrade project at the intersection of Portland Avenue and George Street increased the visibility of the Cataraqui Trail. The trail crossing also improved the connectivity of the trail to the grocery store and hardware store. A crossing gap still exists at this intersection because the current stop sign placement means that vehicles do not have to yield to trail users.
Recommendation Recommendation: Installing a pedestrian crossing or three-way stop at this intersection would clarify expected motorist yielding behaviour. See recommendation SF-G for more details.
Connection Gap: There is no sidewalk on the east side of Wheatley Street from Loughborough Public School to the Kingston Frontenac Public Library and the track and field facility.
Recommendation: Install a sidewalk on Wheatley Street from George Street to Rutledge Road. See recommendation SF-D for more details.
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3.4.2 Harrowsmith
Figure 20. New configuration of Colebrook Road and Road 38 intersection.
Harrowsmith is another hamlet in the Township of South Frontenac. The community is known for its agricultural heritage and contemporary farms, which continue this heritage. The destinations and gaps in Harrowsmith are included in in Map 3 and Map 8 in Appendix III. Harrowsmith features several local businesses within the hamlet centre. Most of the streets within this area feature sidewalks, which include grass boulevards to separate pedestrians from the roadway. A recently installed traffic signal at the intersection of Colebrook Road, Wilton Road, and County Road 38 increases pedestrian comfort. The Cataraqui Trail and the K&P Trail converge in Harrowsmith, offering transportation and recreation options for people walking and cycling. The community also features raised cycle tracks and paved shoulders on segments of Wilton Road, Road 38, and Harrowsmith Road.
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The following are examples of gaps within Harrowsmith and recommendations to resolve them. For a complete list of recommendations in South Frontenac, refer to section 3.4.3.
Figure 21. A trail entrance in Harrowsmith.
Table 5. Examples of gaps and recommendations to resolve the gaps in Harrowsmith.
Example Gap Spot Gap: The Cataraqui Trail at Colebrook Road is a potential conflict point due to limited visibility of the trail and trail users from the perspective of oncoming motorists.
Recommendation Recommendation: Making geometric improvements so that trail users can more directly cross the road as well as adding more warning signage and clearing vegetation around the crossing will enhance visibility. See recommendation SF-H for more details. Connection Gap: County Road 38 from the Recommendation: Install sidewalks on the east Cataraqui Trail to Kingston Road. A dedicated side of County Road 38 from the Cataraqui Trail bike lane is present along this segment; however, to Kingston Road. this section lacks sidewalks.
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3.4.3 Township of South Frontenac Recommendations The recommendations are referenced on the map on the following page. Table 6. Recommendations for the Township of South Frontenac.
Reference Recommendation Code SF-A Consistent treatment of trail crossing over roads SF-B
SF-C
SF-D
Priority
Details
Medium Treatment crossing would include such items as road paint, signage and curb cuts. Refer to the Crossing Treatment Section of the Trail Standard for further direction Install a three-way stop Medium Current trail upgrade projects have at Portland Avenue and increased the visibility around the crossing, George Street and connectivity to the Cataraqui Trail. A three-way stop would improve safety for trail users Improve trail crossings Medium Making the crossings more direct, adding in Harrowsmith additional signage, and clearing vegetation will improve visibility and the experience for trail users crossing at Colebrook Road and Road 38. Please see Crossing Treatment section of the Trail Standard (Chapter 4.6) for further direction Sidewalk on east side of Medium Section of Road 38 does not have sidewalk Road 38 in Harrowsmith to connect people between the Cataraqui from Cataraqui Trail to Trail and Harrowsmith Kingston Road
SF-E
Paved shoulders in conjunction with City of Kingston
Low
SF-F
Wheatley Street Sidewalk
Low
SF-G
Mid-block crossing
Low
SF-H
Paved Shoulder during road life-cycling projects
Low
Roads that connect into Kingston and are used by cyclists are candidates for paved shoulders during road rehabilitation. Coordinate road rehabilitation efforts with adjacent City of Kingston Complete sidewalk on east side of Wheatley Street between Kingston Frontenac Public Library and Loughborough Public School Opportunity in Harrowsmith at K&P Trail crossing and Wilton Road to enhance crossing. See chapter 4.6 for more information 1.5 m standard paved shoulder to be installed when repaving any arterial roadway or roadway connecting into a hamlet
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SF-I
Sidewalks on both sides in Hamlets along arterial roads
Low
SF-J
Bicycle Friendly Routes
Low
When road reconstruction or development is completed the Township should require sidewalks to be constructed. Road 38 in Harrowsmith from Church Street to Graham Road is an example for this kind of opportunity Identify alternative low volume traffic routes as bicycle friendly routes with signage. An example would be Stage Coach Road from Sydenham to Orser Road, to the K&P Trail
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VALLEY TOWNSHIP
Sydenham
D OR DF E B
RO AD
rail qui T
T ST RE E GE OR GE
AN E
ra Cata
SF-A SF-B
SW ITZ ER
KEN NE DY L
AD RO
SHARBOT LAKE Sharbot PROVINCIAL PARK Lake
Crow Lake
STREET
TOWNSHIP OF CENTRAL FRONTENAC
LEY WHEAT
AMELIA STREET
Trans Canada Trail
MCCALLUM LANE
POINT ROAD
SF-F
RUTLEDGE ROAD
Tichborne
-Ha Tay
Parham
velo
ck
il Tra
TOWNSHI OF RIDEA LAKES
TOWNSHIP OF SOUTH FRONTENAC FRONTENAC PROVINCIAL PARK
Godfrey
il ra
r aq
ui
Tra il
R
Bellrock
T
id
ea
u
Verona
Harrowsmith SF-C SF-D SF-G Ta
el o av y-H
N
Ca ta
Hartington
Battersea Sydenham Inverary
ck
il Tra
Sunbury SF-E
CITY OF KINGSTON Facility Type Primary Trail Secondary Trail Hiking Trail K&P Trail On Road
Maintenance Use KINGSTON Motorized Parks Privately Maintained Non Motorized Waterbody County Maintained Roads
NETWORK RECOMMENDATIONS SOUTH FRONTENAC
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0
3.5
KILOMETRES 7
AGENDA ITEM #b)
Trail Profile The Rideau Trail, www.rideautrail.org Since 1971, the Rideau Trail Association has established, maintained and encouraged low-impact, self-propelled use of the Rideau Trail, a 387 km network of interconnected hiking trails between the City of Kingston and the City of Ottawa located in the general area of the Rideau Canal and its tributary waters. The Rideau Trail Association is an active charitable organization that maintains and champions the Rideau Trail and arranges self-propelled outdoor activities such as hiking, snowshoeing and crosscountry skiing on the trail and in nearby areas, through an engaged core of members and volunteers. On the main Rideau Trail, red-orange isosceles triangles mark the to northbound route to Ottawa while red-orange triangles with yellow tips mark the southbound route to Kingston. In addition to the main trail, a number of side trails which are marked by blue triangles. The total length of cleared and marked trails is 387 km. Discover the trail! The trail itself crosses terrain ranging from placid farmland to the rugged Canadian Shield. It is intended for hiking, snowshoeing, and cross-country skiing. The Rideau Trail Association owns no part of the Rideau Trail itself and the continuity of the trail is made possible by the generous permission of both private and public landowners and enhanced by a special fund called the Rideau Trail Preservation Fund.
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3.5 Township of Central Frontenac
Figure 22. Park bench along the K&P Trail at Sharbot Lake in Central Frontenac.
The Township of Central Frontenac enjoys a distinct character and quality of life that distinguishes the municipality from other rural areas in Ontario. The rural values, the sense of place, the unique landscapes, the importance of water resources and the quality of life enjoyed by those who live in and who visit the community is integral to the municipality. The municipality is comprised of 1,025 square kilometers with a permanent population of 4,555 people that more than doubles in the summer due to seasonal residents and visitors attracted to the area. The communities of Arden and Mountain Grove are connected to the central village of Sharbot Lake via Ontario Highway 7 while Godfrey, Tichborne and Parham are connected by Road 38, a central artery that most commuter, seasonal and commercial traffic make use of to access Highway 401 and the City of Kingston. With the exception of Parham, these communities are also connected by Primary Trails The K&P Trail and the Tay-Havelock Trail. The Village of Sharbot Lake plays a role as a trail “hub” where these intersecting primary trails provide the potential ability to travel north, east, south or west to destinations nearby or further afield. This is clearly demonstrated in the provincial cycling network. 2 Parham, Sharbot Lake, Mountain Grove and Arden are communities that have a number of destinations that generate walking and cycling trips including libraries, schools, grocery stores, and community centres. The Township of Central Frontenac is also a destination for cyclists of all abilities from across Ontario. The K&P Trail and Tay-Havelock Trail provide a safe and scenic route through the region, but the rolling roads through rocky Canadian shield are exciting challenges for road cycling enthusiasts and, in some cases, for the emerging sport of “gravel biking.” The Great Trail travels north through Central Frontenac to Sharbot Lake where it connects with the Tay-Havelock Trail and continues west. These two primary trails also intersect in Sharbot Lake at an iconic railway car landmark referencing the railway heritage of the region. 2
http://www.mto.gov.on.ca/english/safety/province-wide-cycling-network.shtml Frontenac County Active Transportation Plan | 34
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3.5.1 Sharbot Lake Four trail segments converge in the Town of Sharbot Lake. The scenic community is located on an eponymous lake well-known for its natural beauty. Development pressure is expected due to increased motor vehicle traffic volumes for commute trips along the Highway 7 corridor between Ottawa and Highway 401 to Toronto. This development has the potential to support active transportation initiatives in the township. A Sharbot Lake train station is under consideration within the planned VIA Rail expansion. The destinations and gaps in Sharbot Lake are included in in Map 4 and Map 9 in Appendix III. The following are examples of gaps in Sharbot Lake. These gaps were identified through the Social Pinpoint online map. For a list of recommendations for Sharbot Lake and Central Frontenac, refer to section 3.5.2. Table 7. Examples of gaps and recommendations to resolve the gaps in Sharbot Lake.
Example Gap Spot Gap: A crossing gap is present at the intersection of K&P Trail and County Road 38. This segment of County Road has high vehicular traffic, travelling at high speeds.
Recommendation Recommendation: Enhance the crossing of the trail at County Road 38, based on the guidance provided in section 4.6.1 Primary Trail Crossings of Higher Speed Roadways. Refer to recommendation CF-C for more details.
Connection Gap: County Road 38 from Granite Ridge Education Center, north to Duffy Road: Although sidewalks are present along County Road 38 from the town to Granite Ridge Education Center when approaching from the south, no sidewalks are present north of the school. Members of the public identified this area as a walking and bicycling gap, especially for children.
Recommendation: Construct a sidewalk on County Road 38 from the Granite Ridge Education Centre north to Duffy Road, and eventually to Highway 7. Refer to recommendation CF-L in section 3.5.2 for more information.
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3.5.2 Township of Central Frontenac Recommendations The recommendations are referenced on the map on the following page. Table 8. Recommendations for the Township of Central Frontenac.
Reference Recommendation Code CF-A Crow Lake Road
Priority
Details
Medium
CF-B
Sidewalk on Road 38 north of Granite Ridge Education Centre
Medium
When the road is reconstructed include 1.5 m paved shoulders on the road. Development in Crow Lake is creating increasingly more foot traffic into Sharbot Lake Construct sidewalk on County Road 38 from the Granite Ridge Education Centre north towards Highway 7. This was identified as a gap through the public engagement process
CF-C
Trail Crossings on arterial roads
Medium
CF-D
Elizabeth Street sidewalks
Medium
CF-E
Sidewalk on Garrett Street in Sharbot Lake Sharbot Lake Crossing
Low
Reestablish speed limits within the hamlets Focus development on highway 7
Low
Paved Shoulder during road lifecycling projects Sidewalks on both sides in Hamlets along arterial roads
Low
CF-F
CF-G CF-H CF-I CF-J
Low
Low
Low
In conjunction with county-wide trail crossing standard, in particular where the K&P Trail crosses Road 38 The lack of sidewalks on Elizabeth Street create a gap for AT users trying to access the stores in the area. When funding becomes available, invest in completely connected sidewalks along Elizabeth Street Lack of sidewalks were identified as a gap by the consulting team, as it connects through the hamlet Partnering with the retirement residence on Road 38, invest in a crossing such as a pedestrian crossover (PXO) for a safer crossing experience for people walking. See Section 4.6 for more details Have justification for consistent speed limits through the hamlets Work with the MTO to leverage development charges from new development built on Highway 7 for trail connectivity or infrastructure in Central Frontenac 1.5 m standard paved shoulder to be installed when repaving any arterial roadway or roadway connecting into a hamlet When road reconstruction or development is done the Township should require sidewalks to be constructed within hamlet areas and at desired connections
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TOWNSHIP OF NORTH FRONTENAC
Canonto
Ompah Donaldson Plevna
Snow Road Station Ardoch
Fernleigh Coxville
CF-H SHARBOT LAKE Sharbot PROVINCIAL PARK Lake
CW-3
Crow Lake
Trans Canada Trail
CF-A
Arden
TOWNSHIP OF CENTRAL FRONTENAC
WNSHIP OF DDINGTON IGHLANDS
CF-H
Tichborne Parham
ROAD
38
Sharbot Lake
CF-B PUZZLE LAKE CF-GPROVINCIAL l PARK rai kT c
CF-D CF-E CF-F
NETWORK RECOMMENDATIONS CENTRAL FRONTENAC
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Parks Waterbody Roads
0
u il
ea 3.5
ra
id
STONE
Maintenance Use MILLS Motorized Privately Maintained Non Motorized County Maintained TOWNSHIP
Verona
KILOMETRES 7
T
Facility Type Primary Trail Secondary Trail Hiking Trail K&P Trail On Road
Godfrey
R
G AR
R
ET T
ST R
EE T
el o av y-H Ta
TOWN OF SO FRONT
CF-C
AGENDA ITEM #b)
Trail Profile The Great Trail, www.thegreattrail.com The Great Trail, formerly known as Trans Canada Trail, is a cross-Canada system of greenways, waterways and roadways that stretches from the Atlantic to the Pacific to the Arctic oceans. The Trail extends over 24,000 kilometres (15,000 miles); it is now the longest recreational, multi-use trail network in the world. The idea for the Trail began in 1992, shortly after the Canada 125 celebrations. The network of the Trans Canada Trail is made up of more than 400 community trails. Each trail section is developed, owned and managed locally by Trail groups, conservation authorities and by municipal, provincial and federal governments, for instance in parks such as Gatineau Park or along existing trails such as the K&P Trail, the Cataraqui Trail, or the Tay-Havelock/Trillium Trail in Frontenac County. Considerable parts of the Trail are repurposed rail lines similar to the K&P Trail. As such, much of the Trans Canada Trail development emulated the successful Rails-to-Trails initiative in the United States, whereby these transportation corridors are “rail banked” as recreational trails, allowing conversion back to rail should future need arise. Thousands of Canadians, community partner organizations, corporations, local businesses and all levels of government are involved in developing and maintaining these trails. Trans Canada Trail does not own or operate any section of The Great Trail. As an ensemble, The Great Trail might be one of the largest volunteer projects ever undertaken in Canada.
Figure 23. Map of Great Trail route through Frontenac County (in green). Frontenac County Active Transportation Plan | 38
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3.6 Township of North Frontenac
Figure 24. Beautiful lakeside scenes like this one, are common in North Frontenac.
North Frontenac has a population of approximately 1,898 people with an addition 5,000 seasonal residents. It is a popular summer destination with dozens of cottage bearing lakes in the area. The low population of the township does not mean active transportation is out of reach for residents both seasonal and year-round. North Frontenac is comprised of approximately 64% of Crown lands which contain logging roads, ATV trails, and hiking trails such as the Schooner Trail and the Palmerston Canonto Conservation Area Trail. 3.6.1 Township of North Frontenac Recommendations The recommendations are referenced on the map on the following page. Table 9. Recommendations for the Township of North Frontenac.
Reference Recommendation Code NF-A Trail maintenance in low laying, flood prone areas
Priority
Details
Medium
NF- B
Bike parking
Low
NF-C
Paved Shoulder during road lifecycling projects Sidewalks on both sides in Hamlets along arterial roads
Low
County to complete the trail spine by acquiring, developing, maintaining and managing the trail route North of Sharbot Lake through Central and North Frontenac Partner with local businesses to acquire and install bike parking at locations along the trail network and within the hamlets 1.5 m standard paved shoulder to be installed when repaving any arterial roadway or roadway connecting into a hamlet When road reconstruction or development is done the Township should require sidewalks to be constructed in hamlet areas
NF-D
Low
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TOWNSHIP OF GREATER MADAWASKA
TOWNSHIP OF NORTH FRONTENAC
Canonto
Ompah Donaldson Plevna
CW-3
NF-A
Snow Road Station Ardoch
BON ECHO PROVINCIAL PARK
NF-B
Fernleigh Coxville
Cloyne
el o av y-H Ta
c
SHARBOT LAKE Sharbot PROVINCIAL PARK Lake
l rai kT
Trans Canada Tr ail
Crow Lake
Arden
TOWNSHIP OF ADDINGTON HIGHLANDS Facility Type Maintenance Primary Trail Secondary Trail Hiking Trail K&P Trail On Road
Use Motorized Privately Maintained Non Motorized County Maintained
NETWORK RECOMMENDATIONS NORTH FRONTENAC
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TOWNSHIP OF CENTRAL FRONTENAC Tichborne Parks Waterbody Roads
0
4
KILOMETRES 8
AGENDA ITEM #b)
- Trail Standard
Figure 25. Two people cycling along the K&P Trail.
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4.1 Purpose of a Trail Standard Primary trails form the key intercommunity connection active transportation infrastructure within Frontenac County. They provide places for residents to enjoy nature and recreational activities. The Trail Standard builds upon the Frontenac County Official Plan goals to support the County’s work toward building well-advertised and well-maintained trails that showcase community destinations. As such, the bulk of the Trail Standard focuses on design guidelines for trails. Guidelines draw from best practice and existing documents. They are separated according to trail typology, to Figure 26. A Cataraqui Trail crossing north of Sydenham in South illustrate how trails’ functions vary by type. Frontenac Township. Design guidelines consider the following criteria: • • • • •
Surface Minimum width Slope User types Maintenance expectations
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4.2 Defined Terms for a Trail Framework A variety of trail typologies exist throughout Frontenac County. Creating a consistent language framework allows for establishing key pieces of the active transportation plan such as mapping, technical standards and maintenance standards. It also provides direction for investment and prioritization decisions. Chapter 2, Existing Conditions, included an outline of the existing active transportation infrastructure in the County. Definitions for primary, secondary and hiking trails were presented in that section. For the purposes of the Trail Standard Chapter, these terms and other trail classifications have been further developed: Regional Trail: Regional trails extend beyond Frontenac County boundaries to other destinations and communities in Ontario. These trails typically have high usage and are well-known within the province. The Great Trail is the longest multi-use trail in the world and is over 24,000 kilometres long. Primary Trails: Primary trails form the basis for a county-wide trail system. They are long-distance offstreet infrastructure that should be accessible to all users, including those using mobility devices. Existing County standards specify that these trails be 3.0 metres wide. This width allows for bidirectional travel and user comfort. Secondary Trails: Secondary trails provide additional connections to local destinations by connecting primary trails with population centres. This allows for a trail system that is practical for utilitarian trips as well as recreational activity. The 2014 Trails Concept Plan specifies a minimum width of 2.4 metres in areas where bidirectional trail use is expected. Hiking Trails: Hiking trails, also known as foot trails, are natural surface, narrow paths for recreational hiking and walking. They may connect off of other trails. The narrow width and potentially challenging terrain mean these trails are mostly used for recreational purposes, such as day hikes within scenic natural areas.
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4.3 Benchmarking: Characteristics of Existing Primary Trails 4.3.1 Frontenac K&P Trail This section describes K&P Trail segments as they exist today in terms of management and user types. It also discusses planned works, and recommendations to continue progress toward completing the trail. The K&P Trail extends approximately 180 kilometres from the City of Kingston through Frontenac, Lanark, and Renfrew counties. Frontenac owns and manages the 55 kilometres of the trail from The City of Kingston boundary to the village of Sharbot Lake. The K&P Trail is operated to a variety of standards depending on the owner and manager of the Trail. Table 2 outlines the different owners and operators of each segment.
Figure 27. The K&P Trail is an important north-south off road connection throughout Frontenac County.
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Table 10: Various owners and managers of the K&P Rail Trail Corridor.
Number of Kilometres 7 14 55
Owner / Manager
Surface Type
Permitted Uses
City of Kingston City of Kingston Frontenac County
Paved Stone Dust Stone Dust
15
Central Frontenac Township / EOTA Private Ownership
Gravel (Granular “M”)
Mississippi Valley Conservation Authority Renfrew County
Gravel (Granular “M”)
Active Transportation Only Active Transportation and Horseback Active Transportation, Horseback, Snowmobile, and ATV (starting at KM 42.5) Active Transportation and Motorized Off Road Uses Unclear – snowmobile clubs have landowner agreements for trail use Active Transportation and Motorized Off Road Uses
12 53 21
Gravel / undeveloped
Gravel (Granular “M”)
Active Transportation and Motorized Off Road Uses
This section describes the Frontenac K&P Trail segments as they exist today in terms of management and user types. It also discusses planned works, and recommendations to continue progress toward completing the trail. The Frontenac K&P Trail is built from a former railroad right-of-way, averaging 4.5 metres wide, the trail now serves motorized and non-motorized users. In September of 2018, County Council confirmed development assumptions as they relate the Frontenac K&P Trail, including: •
• • • •
Trail Spine: County trail responsibility will extend from the US border in Frontenac Islands (Horne’s Ferry) to where the K&P Trail exits North Frontenac into Lanark County. County Trail responsibility will be limited to the development of a North / South “spine” to connect Frontenac communities. Quality of Build: The K&P Trail is built to the Ministry of Transportation trail standard ensuring a high quality, accessible experience for cycling, walking, and motorized off road use. Trailheads: The County will develop four trail access points or “trailheads”. One in each Frontenac Township. Each trailhead will have a maximum investment of $100,000 from the County to develop. Signature Destination: The K&P Trail is a recognized trail across Ontario with appropriate wayfinding signage, maps, and branding to support ongoing marketing efforts to attract new visitors for the K&P Trail experience. Partnership and Recognition: The County will participate in regional partnerships to ensure the K&P Trail is included in regional and provincial networks.
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Frontenac K&P Trail Management Planned for approval in 2019 is a K&P Trail Management Plan for governing the use of the K&P Trail. This plan is anticipated to address the following management concerns: • • • • • • •
Identification of annual maintenance needs, as well as related budget requirements. Identification of standards for risk management and trail safety. Communication and coordination with trail users and user groups. Measurement of trail use and identification of trail users. Guide annual economic analysis of trail use. Standard signage procedures. Land use issues such as easements, fencing, etc.
Management plans are essential for earning the support of insurance companies, trail user groups, and funding partners. The 2009 K&P Trail Master Plan and subsequent implementation plans guide the vision for the development of the K&P Trail but does not set standards for the above concerns. Frontenac K&P Trail Planned Works In 2019, Frontenac County will complete the Frontenac K&P Trail off-road connection from the City of Kingston to Sharbot Lake, creating 55 km of County managed Active Transportation infrastructure. County Council’s vision for the Frontenac K&P Trail was confirmed at their meeting on September 19, 2018 3 includes such capital projects as: • • •
Continuing development of the former K&P Rail corridor north of Sharbot Lake for approximately 30 kilometres. Development of a K&P Trail “spur line” on Wolfe Island from Marysville to Horne’s Ferry, thus creating a complete north-south connection with regional access to the United States. Development of trailhead infrastructure in each of the Frontenac townships.
Report 2018-118: Confirmation of Assumptions for 10 Year K&P Trail Capital Plan, https://frontenac.civicweb.net/FileStorage/7AB09232180244F2B0D6814C74BDA48A-2018118%20Planning%20and%20Economic%20Development%20-%20Confi.pdf 3
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4.3.2 Tay Havelock Trail Also known as the Trillium Trail and the Central Frontenac Trailway, this 35-km multi-use trail on former railway extends east-west through Sharbot Lake and was established in 1999. The corridor is owned by Central Frontenac Township, and is managed by the Eastern Ontario Trails Alliance. This is part of the CP rail corridor linking Frontenac County to Tweed and Havelock in the west and to Glen Tay near Perth in the east. There are variety of shopping and food establishments within the communities along the trail. The hamlets of Arden and Mountain Grove are linked to Sharbot Lake and the K&P Trail via this rail trail route. 4.3.3 Cataraqui Trail The Cataraqui Trail is a year-round, shared-use recreation trail. In spring, summer and fall it welcomes everyone from hikers to cyclists. In winter it is open to snowmobilers bearing a current Ontario Federation of Snowmobile Clubs trail permit. Cross-country skiers are welcome to share the trail. The total length of the Cataraqui Trail is 103 kilometres, running from Smith Falls in Lanark County to Strathcona Township. The Cataraqui Trail follows a former Canadian National Railway line and is primarily a gravel surface trail. Classified as a primary trail, the Cataraqui Trail is open for year-round activity, however ATV use is not permitted at any time. The Cataraqui Trail is owned and managed by the Cataraqui Region Conservation Authority. A Friends of the Cataraqui Trail group has been created to allow members and users of the trail to become more involved in activities and enjoyment of this beautiful section of Eastern Ontario. Friends of the Cataraqui Trail advocates for the sustainability, enjoyment, stewardship, public use and promotion of the Cataraqui Trail and also assists the Cataraqui Region Conservation Authority as a volunteer workforce for light maintenance and to monitor and report trail hazards and maintenance issues. This new group is replacing the previous group that served as the Cataraqui Trail Management Board.
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4.4 Benchmarking: Existing Trail Intersections The following were common challenges at trail crossings that were identified within the County: • • •
Angled crossings: These intersections increase the amount of time required for a trail user to cross a roadway. Blind corners: These types of crossings reduce trail user visibility for motorists driving along a curved roadway. Topography: Hills can create visibility challenges when motorists do not expect trail users to cross a roadway. Motorists may also travel at higher speeds when travelling down a hill, increasing the stopping distance needed before a trail crossing.
The aforementioned challenges are more pronounced when the trail crosses a major roadway. The higher posted speed limits and higher traffic volumes at these locations mean that a crash between a motor vehicle and a trail user using the roadway is more likely to result in injury or death to the person using the trail. The Crossing Improvements section describes potential countermeasures for existing unmarked trail crossings.
Figure 28. A trail crossing of the Cataraqui Trail in Harrowsmith.
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4.5 Recommended Trail Design Practices Off road infrastructure such as primary, secondary, and hiking trails make up the majority of the existing active transportation network within Frontenac County. Trails provide safe off road movement throughout the region and are used for recreation, tourism, and commuting. These trails are designed for a wide range of users such as cyclists, pedestrians, horseback riders, and some motorized recreational vehicles. There are a number of opportunities for consistent trail development throughout Frontenac County. The following section outlines trail design practices for trails in the County. Consistently developing trails according to these design practices would help provide a network of trail types to connect destinations where people live, work, and play. Moreover, developing trails according to clear standards would mitigate challenges that may otherwise deter people from using the trail. An obstacle or trail feature will pose a significantly different challenge to a hiker versus a cyclist. For example, a tight switchback with rock steps may be viewed as challenging to a mountain bike rider travelling downhill whereas a hiker walking uphill will view the same feature as no more difficult than a staircase. Identifying trail typologies where such a feature is appropriate helps set expectations for trail users and creates an enjoyable experience. 4.5.1 Trail Typologies Primary Trails Primary trails form the basis for a trail system. As such, new trails should provide connection to these major arteries. The K&P Trail makes up the major north-south route of the County active transportation network. The Cataraqui and Trans Canada Trail form major east-west routes within the network. Figure 29 shows proposed primary trail dimensions from the 2014 Trail Concept Plan. Primary trails should meet or exceed accessibility requirements for active transportation and also allow for maintenance vehicle access. Segments should be appropriately signed to indicate whether motorized recreational vehicles are allowed.
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Figure 29. Cross section and design standard for Frontenac County primary trails.
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Table 11. Primary Trail Characteristics.
Surface
Paved asphalt or soft surface
Minimum Width
3.0 m, not including 0.4 m horizontal clear zone on either side of the trail, where achievable
Cross Slope Minimum 2% centre crown, 5% maximum
Longitudinal Slope 5% maximum
Maintenance
Other Features
May be considered for lighting and year round maintenance. Designed for higher trail traffic than secondary or foot / hiking spurs
• The 2014 Trail Concept Plan recommended optional rest areas approximately every 500m, located outside of the trail clear zone. Less frequent placing, such as every 2 to 5 km, is recommended to balance cost and user experience. • Optional centre line
As shown in the table above, the type of surface will depend on erosion control concerns and traffic. Soft surface trails are generally acceptable in areas without heavy amounts of trail traffic, provided they provide access for people using mobility devices. The following figure shows cross-sections of paving types that may be used along primary trails in Frontenac County.
Figure 30. Suggested cross-sections by trail surface.
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Secondary Trails
Figure 31. The Howe Island Trail is secondary trail used primarily for recreation in the Frontenac Islands.
Secondary trails provide additional connections to local destinations. They are meant for walking and cycling during spring, summer, and fall. However, they may be used for skiing or other uses during the winter. The diagram on the following page, from the 2014 Trails Concept Plan identifies a minimum width of 2.4 metres, in areas where bidirectional bicycle traffic is expected. Table 12. Secondary Trail Characteristics.
Surface
Granular/gravel surface (may be hard surface where erosion occurs)
Minimum Width
2.0 m or 2.4 m where designers expect cycling traffic in both directions
Cross Slope Minimum 2% centre crown, 5% maximum
Longitudinal Slope 5% maximum for accessible trails or 10% over distances less than 100 m
Maintenance Maintenance only where required, such as low laying areas or washout areas
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Figure 32. Secondary trail diagram from 2014 Trails Concept Plan.
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Hiking Trails Located in sensitive natural areas, foot or hiking trails are narrow paths for recreational hiking and walking. Foot or hiking trails are sometimes created by formalizing desire lines worn into an unpaved surface by repeated walking. Sometimes, a hiking club could create an agreement with a land owner to create a more formal path. An example of this scenario is the Kennebec Wilderness Trails, created as part of a parkland agreement with a local developer. The land is owned by Central Frontenac, but managed by the Wilderness Trails Club. Figure 33. A hiking trail in Frontenac Provincial Park (www.thegreatwaterway.com). Table 13. Hiking Trail Characteristics.
Surface
Natural surface (dirt/woodchip). May use a granular surface or boardwalk in especially sensitive areas
Minimum Width 0.75 m to 1.5 m
Cross Slope Varies
Longitudinal Slope Varies
Maintenance Maintenance only when required
Figure 34. Kennebec Wilderness Trails map (Kennebec Wilderness Trails Club). Frontenac County Active Transportation Plan | 54
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4.6 Recommended Crossing Improvements Trail crossings at roadways should provide users a seamless experience as they continue along the trail. Well-designed trail crossings are comfortable to users of all ages, from children to elderly people. Trail crossings at roadways provide connectivity to intersecting roadways, especially if the roadway features paved shoulders or other active transportation infrastructure. The majority of intersections along the trail meet streets at a perpendicular angle. This type of intersection is preferred. However, in some cases, the trail intersects roadways at an obtuse angle, which lengthens the crossing for trail users and increases exposure to motorized vehicles potentially moving at high speeds. The trail/road crossing toolbox includes: Marked Crosswalk: A crossing location usually found at intersections with traffic signs, pedestrian signals or stop signs. Trails near intersections could be rerouted to an intersection that is stop controlled to use the marked crosswalk. Pedestrian Crossover (PXO): A pedestrian crossover is a designated crossing area that allows pedestrians to safely cross the road where vehicles must yield to the pedestrian. There are four types of PXOs, which are context sensitive based on specific locations. Generally, PXOs use a combination of a marked crosswalk with other components including side-mounted signs, rapid rectangular flashing beacons, and overhead signs. However, they are intended for low speed, low volume roads. Considering the high-speed nature of most of the roadways in the County and their context, a crosswalk or a pedestrian crossover is not an option for enhanced trail/road crossings. The active transportation plan does include recommendations for PXOs in low volume/speed situations and where it supports the surrounding land use (i.e., near a seniors’ centre). For the purposes of this trail/road crossing enhancement program, the drivers will continue to have right-of-way at mid-block locations. For further details on the treatments and applications of pedestrian crossovers, see Ontario Traffic Manual Book 15: Pedestrian Crossing Facilities (2016).
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There are a number of other infrastructure tools appropriate to enhance trail/road intersections: • • • •
• •
Line-of-sight: Improve line-of-sight for vehicles and trail users through design, parking limitations around the crossing and vegetation control/maintenance. Speed control on the roadway: Engineering additions can be implemented to the roadway to lower vehicle speeds, such as vertical or horizontal deflection and other traffic calming measures. Trail speed control: Use design cues to signal to trail users that they are approaching a crossing. This can be achieved by paving a section of trail in advance of every paved roadway crossing (i.e., 15 metres). Roadway signage: Improve the visibility of signage by following OTM Book 6 sign selection and placement guidance. Book 6 states that Trail Crossing (Wc-32) signs be placed on both advances to a trail crossing. The placement varies based on the roadway’s speed. Further detail is provided in section 4.7.1. Trail signage: Ensure that trail users understand crossing expectations by continuing to utilize trail-sized stop signs. Additionally, improve wayfinding signage associated with the trail system and, where appropriate, trailheads. Construction practices: Within urban cross-sections with concrete sidewalk adjacent to the trail, verify that construction practices do not leave a difference in grade between concrete and asphalt surfaces.
The following section includes specific detail for trail crossing improvements in different contexts throughout the County. For each context, examples of trail crossings are provided with recommendations to improve the crossing. These recommendations can be used to apply to other trail crossings in the County. The contexts for trail crossing improvements are: 4.6.1 Primary trail crossings of higher speed roadways 4.6.2 Primary trail crossings of side roads 4.6.3 Primary trail crossings in hamlets
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4.6.1 Primary Trail Crossings of Higher Speed Roadways Many of the main roads in Frontenac County have high speed limits which limit the possibilities for a trail crossing that gives priority to people using the trail. Strategies for trail crossings in this context focus on making the crossing as direct as possible, adding signage to clarify priority, and to warn people travelling on the road to be aware that there is a crossing ahead. Tay Havelock Trail, within the Village of Sharbot Lake Figure 35 shows an angled trail crossing at a major roadway (Road 38). An existing sidewalk represents a more urban cross-section for the roadway and is an indication of future development in this area over the long term. The crossing features a trail crossing warning sign where the roadway meets the trail. The following types of improvements could be considered for trail crossings with a similar context: • • • •
Figure 35. Angled crossing of the Tay Havelock Trail over Road 38 in Sharbot Lake. Motorized vehicles are allowed (Google).
Motorist Signage: Add trail crossing warning signage in advance of the crossing. Retain the existing warning signage at the crossing itself. Trail Signage: Add stop signs on the trail to clarify provincial law. Motorists have the legal right-of-way at unmarked trail crossings. Trail Surface: Pave the trail within 15 metres of the crossing. Other Recommendations: Grind the curb cut to remove the concrete lip between the sidewalk and the asphalt roadway. Consider additional improvements should the area develop a more urban context.
Figure 36. An existing trail crossing sign.
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K&P Trail, Cole Lake The K&P Trail meets Road 38 north of Cole Lake at an obtuse angle. This location is a popular location for recreational users to park their vehicles to access the trail. In contrast to the example angled crossing in Sharbot Lake, this location’s existing land use context is more rural in character. In addition, this segment of the K&P Trail allows motorized vehicles in addition to active uses.
Figure 37. Angled crossing of K&P Trail in Cole Lake looking south, motorized vehicles are allowed (Google).
The following types of improvements could be considered for trail crossings with a similar context: • • •
Motorist Signage: Add trail crossing warning signage in advance of the crossing and at the junction. Trail Signage: Retain existing stop signs for trail users. Consider adding additional crossing warning signage along the trail in advance of the intersection. No trail crossing signage currently exists to warn drivers on Road 38. Trail Surface: Pave the trail within 15 metres of the crossing.
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K&P Trail, North of Godfrey The K&P Trail meets the paved shoulders of County Road 38 at an obtuse angle. The high speed roadway intersects with the trail at a blind crossing, minimizing trail user and motorist visibility. To cross at this location, trail users should cross the roadway at a 90 degree angle and use the roadway shoulder before turning onto the path. Otherwise, trail users cross at an angle, increasing exposure time.
Figure 38. Blind Crossing of K&P Trail over Road 38, north of Godfrey, looking south. Only non-motorized vehicles are permitted (Google).
The following types of improvements could be considered for similar trail crossings: • • • • • •
Geometric Improvements: The existing crossing could be realigned so that users cross at a right angle with the roadway. The existing shoulder would be utilized to facilitate this realignment. Motorist Signage: Install trail crossing warning signage at the trail crossing and in advance of the intersection. Trail Signage: Retain existing trail stop signs to clarify legal right-of-way. Consider advance warning signage to indicate the approach of a blind crossing. Trail Surface: Pave the trail within 15 metres of the crossing. Consider adding pavement markings to indicate that trail users are approaching a blind crossing. Vegetation: Maintain vegetation to provide adequate sight lines. Keep vegetation out of clear zone. Other recommendations: Routine sweeping will provide a higher quality trail user experience when using the shoulder to negotiate the trail crossing.
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4.6.2 Primary Trail Crossings of Side Roads While side roads are generally lower volume and speed roads, it is still important improve these crossings to clarify priority, increase crossing conspicuity, and enhance user experience. The following examples summarize recommendations for improvements at these trail crossings. K&P Trail and Boyce Road, K&P Trail and Petworth Road, Hartington Gates are located at each of these trail crossings. Non-motorized users are prohibited from this segment of the K&P Trail.
Figure 39. Gated crossing in Hartington at K&P Trail and Boyce Road.
Figure 40. Existing trail gate crossing Petworth Rd in Harrowsmith, South Frontenac.
The following types of improvements could be considered when a primary trail crosses a secondary road: • •
Motorist Signage: Instead of gates, install signage at trail entrances to clarify that they are not roadways. Add advance trail crossing warning signage to indicate the presence of a trail. Trail Signage: Add/retain stop signs for trail users.
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Cataraqui Trail and Hogan Road, West of Sydenham The topography at this location poses sight line challenges, since the trail crosses Hogan Road at the top of a hill. Hogan Road is a low volume, unpaved roadway. The trail crosses at a slight obtuse angle.
Figure 41. Topography (Hilly) crossing of Cataraqui trail west of Sydenham. Only non-motorized vehicles are permitted (Google).
The following types of improvements could be considered where primary trails cross secondary roads: • •
Motorist Signage: No trail crossing warning signage is present at this location. Add trail crossing warning signage in advance of the crossing and at the crossing. Trail Signage: Existing trail signage identifies the trail. Add advance warning signage for trail users as well as stop signs at the crossing.
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4.6.3 Primary Trail Crossings in Hamlets Within hamlets, roads generally have lower speed limits, allowing for a greater variety of options for crossing treatments, including giving crossing priority to people using the trail in some situations. The following examples highlight some recommendations that can be made for primary trail crossings in hamlets. Cataraqui Trail and Wilton Road, Harrowsmith In 2019, the Hamlet of Harrowsmith realigned four roadways leading to the hamlet’s centre. A new roadway segment was installed adjacent to the existing Cataraqui Trail between Colebrook Road and Wilton Road. The trail is now a multi-use path adjacent to the roadway for this short section. Although the new path provides an enjoyable user experience, the crossing at Wilton Road could be modified for trail user comfort. The following types of improvements could be considered for similar trail crossings: •
• • • •
Pavement Markings: Add a pedestrian crossover (PXO) across Wilton Road, Figure 42. New road configuration in Harrowsmith at traffic light. giving trail users the right-of-way when crossing at the pedestrian crossovers. This location may be suitable for a marked crosswalk, side-mounted sign, and rapid rectangular flashing beacons. However, additional engineering is needed to determine design details. Motorist Signage: The new sidepath improves trail user visibility. Add trail crossing warning signage for enhanced visibility. Trail Signage: Retain existing stop signs for trail users. Add wayfinding signage to describe connection into Harrowsmith via bike lanes on Wilton Road and County Road 38. Trail Surface: Pave the southern leg of the crossing for 15 metres. Other Recommendations: Widen the curb ramp apron to improve access across Wilton Road.
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Cataraqui Trail/K&P Trail and Road 38, Harrowsmith This location features a small trailhead and wayfinding signage. Trail users travelling southeast must cross Road 38 to reach the parking area, wayfinding signage, or to continue along the K&P Trail. The crossing is located within Harrowsmith. An illustrated mock-up of crossing enhancements is provided below.
Figure 43. Illustrated mock-up of the Cataraqui/K&P Trail crossing Road 38.
The following types of improvements could be considered at primary trail crossings of roadways within hamlet areas: • • • • • • •
Crossing Upgrade: Should the speed/volume of this roadway change over time with the future development of Harrowsmith, this location would be a candidate for a pedestrian crossover (PXO). This would increase the trail crossing visibility. Parking: Limit the ability to park on the shoulder near the trail entrance. Prohibiting parking on either side of the roadway could improve sightlines for trail users. Access Control: The parking area and trail entrance use the same entryway. Provide a separate entrance for people arriving to the trailhead by motor vehicle or by active transportation. Motorist Signage: Provide advance trail crossing warning signage and warning signage at the junction. Additional signage may be necessary to clarify trailhead parking protocol and rules. Trail Signage: Retain exiting wayfinding and information signage. Trail Surface: Pave the trail within 15 metres of the crossing. Vegetation: Trim vegetation to maintain sight lines. Do not place closer than existing vegetation.
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4.7 Other Recommended Design Practices The following section describes additional design practices for trails within the County. These details help create trails that are intuitive for residents and visitors alike. Topics include: 4.7.1 4.7.2 4.7.3 4.7.4 4.7.5
Signage Erosion control Maintenance Accessibility for Ontarians with Disabilities Act (AODA) Access Control
4.7.1 Signage Signage should be placed in a consistent manner in locations that are visible and at appropriate heights for users line of sight. Signage that clearly identifies the length, slope, difficulty, permitted/suggested uses etc. for users to make informed decisions should be installed at trailheads and trail entrances. Warning signage should be installed to indicate potential hazards or upcoming change of conditions.
Figure 44. K&P Trail segment dedicated to Harold Clark.
Recommendations: • Locate warning signs appropriately ahead of the specific hazards to which they refer, such as road crossings, steep terrain, trail narrowing, and stop signs. • Use trail crossing signage (Wc-15) along with the supplementary “CROSSING” signage tab (Wc32t) to alert motorists to trail crossings. The Ontario Traffic Manual Book 6: Warning Signs, states that warning signs should be installed on both approaches. Placement location varies according to the roadway’s posted speed limit: o 140 metres from the crossing on 50 km/h roadways. o 225 metres from the crossing on 60 km/h roadways. o 335 metres from the crossing on 80 km/h roadways.
Figure 46. Pedestrian and bicycle crossing ahead (Wc-15) above and crossing warning tab (Wc-32t) below (Ontario Ministry of Transportation).
Figure 45. Minimum Advance Placement Chart (OTM Book 6).
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•
•
Install wayfinding signage at decision points to assist trail users. Wayfinding signage is also useful to direct trail users to population centers that could offer restaurants, shopping, lodging, and other amenities. In addition to wayfinding, signage can promote historical and environmental awareness at strategic locations. The AODA specifies that trailheads should include signage. Requirements are described in the following section.
4.7.2 Erosion Control Erosion control is important to consider Definitions within the trail planning and design Grade or running slope is the slope of the trail, parallel process, with the goal of retaining an to the direction of user travel (for both uphill and area’s natural drainage patterns. Trails downhill travel) that follow a corridor’s natural contours are better able to maintain natural Cross Slope is the slope perpendicular to user travel drainage. This also helps reduce the need for budgeting for and creating man-made drainage structures. Second, slope considerations will also reduce the threat of erosion. Considerations included within Guidelines and Best Practices for the Design, Construction, and Maintenance of Sustainable Trails for All Ontarians are 4: • Grade should be 5% or less when possible. Grades over 10% may be needed occasionally based on maintaining natural drainage patterns and due to topography. • Provide level resting areas when grades are above 5%. • For paved surfaces, cross slopes of 3% or less provide good drainage. Additional cross slope is needed for natural soil trails (5% to 8%). Cross slopes greater than 8% are not recommended. • Trails should also be constructed with a consistent cross slope for drainage allowance. Cross slope grade must be balanced against accessibility requirements, as detailed in subsequent sections. 4.7.3 Planning for Seasonal Maintenance Seasonal maintenance helps maintain year-round trails. Currently, local organizations within the Ontario Federation of Snowmobile Clubs (OFSC) are responsible for performing winter maintenance on trails where snowmobiles are allowed. Similar practices are recommended to leverage volunteer involvement for routine trail maintenance to enhance the walking and cycling experience. Instituting an “Adopt a Trail” program along primary County-owned trails could supplement current maintenance activities. The approach used for the Cataraqui Trail through the Friends of the Cataraqui Trail organization is an example of this approach. The organization completes light maintenance, but mainly focuses on trail monitoring and reporting of conditions. It should be recognized that this kind of http://www.ontariotrails.on.ca/assets/files/pdf/member-archives/reports/Ontario's%20Best%20Trails%20%20%20Full%20Document.pdf 4
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program would require staff time and funding to initiate and continue over time. At this point, establishing such a program is not recommended, but may be considered in the future. It is important to consider seasonal maintenance needs during trail design. These include: • • •
Wider paths can better accommodate maintenance vehicles. 5 Vegetation should be located to avoid interference with trail use. This helps avoid low-hanging branches that encroach further into the trail with additional weight from snow and ice. For hiking trails, consider closing more sensitive trails as snow melts in the spring. Natural surface hiking trails can be easily damaged by foot traffic while there are significant amounts of standing water on the trail.
4.7.4 Accessibility for Ontarians with Disabilities (AODA) Many groups face barriers or disadvantaged access to trails. Considering trail accessibility can minimize these barriers. The Accessibility for Ontarians with Disabilities (AODA) Act administers accessibility policies, standards and guidelines relevant to trails and recreational facilities. The AODA states that “The people of Ontario support the right of persons of all ages with disabilities to enjoy equal opportunity and to participate fully in the life of the province”. Within the AODA, Bills 118 and proposed Bill 125, recognize the need to provide for accessibility standards, improve opportunities and facilitate the removal of barriers facing people with disabilities. The County must follow the latest standards outlined in the AODA for all relevant trail developments along primary trails, and secondary trails. 6 • • • • •
5 6
Consult with people with disabilities and other members of the public before beginning a trail building or renovation process. Signage should be located at each trailhead. Signage should feature adequate color contrast, use a sans serif font, and describe trail details (length, average width, narrowest point, amenities, slope and cross slope inclines, surface type). Surfaces must be firm and stable. Openings must be smaller than 20 mm to avoid wheelchair wheels or other mobility devices lodging in the cracks. Minimum clear width of 1,000 mm, Head room clearance of 2,100 mm. Edge protection, such as a railing or other barrier, is required next to water or trail drop-offs.
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4.7.5 Access Control Forms of access control such as bollards, gates, or other barrier type are often installed at trail entrances with the intention to restrict unauthorized use of the trail. These forms of access control can pose as a serious hazard to unwary trail users in the event of a collision. Access control can limit trail access for people who are permitted to use the trail but use mobility devices such as wheelchairs. Locations where there is a documented history of intrusion by unauthorized users may be candidates for access control. 7 Where trail crossings and trailheads exist, the trail should be separate from the motor vehicle access to the trailhead to reduce conflict between vehicles accessing the trailhead and people using the trail.
4.8 Recommended Trailhead Amenities Trailheads provide a formalized place for people to access the trail. In addition to providing motor vehicle parking, they can provide a range of other amenities for people using the trail. Developing trailheads will promote the trail, formalize access points, and can provide a public space similar to a park setting for people to stop at or meet. Trailheads can be categorized into major and minor trailheads as a framework to determine what kinds of amenities and standards should be available at the trailheads. A decision-making framework to determine the type of trailhead that is implemented at various locations could depend on a variety of factors that include the number of trail users, adjacency to destinations, and location related to other trailheads. 4.8.1 Major Trailheads Major trailheads are provided at strategic points where parking can be provided and there is a high demand for trail use. Major trailheads may coincide with community or provincial parks or school/park sites, as parking is often available at these sites. These trailheads provide an area for groups to meet and for trail users to plan their route, so mapping is a requirement. Amenities such as benches, drinking fountain, trash receptacles, and washrooms should be provided. Others may include parking, roofed kiosk for signage, trail maps, benches, interpretive kiosk, washrooms, or a bicycle repair station. Figure 47. Example of a bike repair station at a trail head (Erie Trail, Ohio).
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Recommended Major Trailhead Signage Signage can be particularly impactful to brand and identify trailheads. The AODA states that signage should be located at each recreational trailhead. See section 4.7.4 for signage design recommendations to meet accessibility requirements. Types of signage include: •
•
•
•
Trailhead monument: These large signs reinforce the trail’s brand and show the trailhead’s name to differentiate it from others in the system. Monument signs come in creative shapes and materials. They communicate to both roadway users and trail users. They could be located near parking or the trail access point. Trailhead map kiosk: Kiosks are places where trail users pause to consider the trail’s route, access / distance to destinations, important notices from the managing agency, and use restrictions. Kiosks are usually placed along the primary route from the trailhead parking area to the trail. They should be compliant with AODA requirements. Trail markers: The County has produced wayfinding signs to be posted at smaller trail access points. They include segment maps as well as accessibility information. This sign type is helpful for trails users to orient themselves before embarking on a walk or ride along the trail. Kilometre Markers: Placed at one kilometre intervals along the trail, these markers help users gauge distance travelled, and can assist with locating maintenance concerns.
Figure 48. Example of major trailhead wayfinding signage that can be found on the Frontenac K&P Trail.
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4.8.2 Minor Trailheads Minor trailheads do not include dedicated parking lots but may include street parking, where available. These trailheads are smaller in scale and typically include fewer facilities such as a waste receptacle, benches, and railing/fencing. Minor trailheads may contain a trailhead map kiosk and a trail marker to help orient trail users. Figure 49. Example of minor trail head, Toronto, ON.
4.9 Trail Standard Summary This chapter reviewed the existing conditions and practices related to trail planning, implementation, and management within Frontenac County in the Benchmarking sections. Due to the variety of stakeholders involved, existing standards vary. The chapter provided recommendations on how to improve and unify approaches to trail planning, implementation, and management based on a classification system. The recommendations also provide examples of how to improve existing trail facilities, through enhanced, context appropriate treatments where trails cross roadways. For a summary of county-wide trail recommendations see section 6.2.
Figure 50. Wayfinding signage located at all Frontenac K&P Trail access points or trailheads. 69 | Frontenac County Active Transportation Plan
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- Education and Programming 5.1 User Profiles for Active Transportation Programming As established in the Frontenac Charter for Economic Development (2015)8, Frontenac County is well positioned to grow active transportation use, both for recreational and for utilitarian purposes. The County is already a well-known destination for outdoor activities, and with some relatively low-cost programs and projects, the County could define itself as a leader in rural active transportation in Ontario. Effective programs to encourage and support more active transportation in the County require a strong understanding of how different user groups make use of the County’s roads and trails. The two user types are defined below: Recreational Active Transportation Users These users are defined as those who walk, bike or wheel not to access any particular destination, but simply for the experience of engaging in active transportation. Bike tourism is an important aspect of recreational cycling, as active tourists are increasingly looking for unique experiences to connect with nature and culture through cycling. This category can include local residents who visit the trails for a daily walk, touring cyclists who are on multiple-day trips, families riding their bikes with their children or people walking their dogs, among others. Many of these users will tend to prefer facilities that are separate from automobile traffic, and are content with driving to a trailhead to gain access to an off road trail. These users will also use paved shoulders for walking or cycling, particularly in areas where access to trails may be limited. For bike tourists and those hiking long distances through the County, connecting from the off road facilities like trails to the amenities that they need in a direct, comfortable fashion, including restaurants, cafes, shops and accommodations, is also an important consideration. Utilitarian Active Transportation Users These users are defined as people travelling to a particular destination for a particular purpose – for example, someone walking to school, riding their bike to the library, or wheeling to the corner store. Utilitarian users can have many motivations for choosing active transportation to get to their destinations, including, but not limited to, health reasons, cost savings or environmental reasons. Utilitarian users often prefer direct routes to their destinations, but will choose facilities like trails, which keep them away from vehicular traffic, even if the route requires a slight detour.
Figure 51. Bikes left on Howe Island over the winter, ready to go when horseback riding lessons resume. Parents drop kids off at the ferry dock on the other side for kids to walk on and then ride to their lessons.
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In most cases, programs that benefit recreational users also benefit utilitarian users. The inverse, however, is not always true. Some programs are specifically designed to make utilitarian active transportation a more common occurrence. This Plan focuses on efforts that will improve the experience of both user groups while working with the resources available in Frontenac County.
5.2 Active Transportation Programs that Benefit Both Users Types Trail Rides and Community Walks For residents who have not walked or biked in their community in recent memory, one of the most significant hurdles to overcome is the inertia of their existing transportation choices. A low-cost, low risk way to encourage people to try a new way of getting around is to host a series of social, community-oriented walks and bike rides around Frontenac County. Focus efforts in areas where trail access is already high and in communities where amenities and historical buildings are all in relatively easy walking or cycling distance. Assist local residents in organizing and leading the rides and walks by producing a toolkit for event organizers, which can include tips for a successful event, materials to facilitate the walk (including high-visibility vests to help identify walk and ride leaders and a speaker and amplification system if necessary) and provide the necessary liability insurance coverage for the event through the County. Encourage townships to recruit ride and walk leaders, and provide promotional materials, administrative support and logistics support through the County as necessary to ensure that the walks and rides are run in a professional, safe and enjoyable manner across the County. Trail Etiquette – Non-motorized messaging vs multi-use facilities messaging Frontenac County’s trails host a wide variety of trail users. Non-motorized sections of the County’s trails see use by walkers, runners, cyclists, hikers, equestrian users, people with mobility devices and more. On some of the trail sections in the County where motorized use is also permitted, the trails see the addition of ATVs and other motorized users, which can create conflicts when trail users are unclear about who has the right-ofway. A general principle for trail etiquette is that motorized users yield to non-motorized users, always. Encouraging ATV users to pass at walking speed is an easy message to convey that helps people walking and cycling feel safer on the trail when they encounter ATV users. In non-motorized sections of the trails in Frontenac County, signs that indicate expected yielding behaviours should show that bikes and pedestrians both yield to equestrian users where permitted, and that bikes yield to pedestrians. Examples of appropriate signage are shown to Figure 52. Trail courtesy signs the right. for non-motorized sections of trail and multi-use sections of trail.
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Work with the local and regional ATV clubs, as well as neighbouring trail managers to ensure that messaging about yielding to non-motorized users is widely shared with ATV users who come to Frontenac County to experience the trails. These messages can go a long way towards creating better relationships on the trails between all user groups. Community Partnership Wayfinding Program In many cases, the trails in Frontenac County run near a community centre or amenity like a restaurant, café or community facility, but those amenities are not easily seen from the trail itself. Create signage that provides trail users with information about what amenities are available immediately adjacent to trails, especially in areas like Sydenham, Sharbot Lake, Verona and other settlement areas in the County. As more people come to the County to enjoy the County’s outdoor amenities, it is important to give them the information necessary to encourage them to increase their opportunities to spend time and money at the existing businesses in the County. Consider incentivizing businesses to join the Ontario By Bike program 9, providing bike parking, water bottle refills and other basic amenities for people on bikes, in exchange for placement on signs directing residents and visitors to their location, increasing traffic and revenue. Touring Routes and Itineraries Frontenac County’s geographic location, with proximity to some large urban centres in Eastern Ontario, makes it very well positioned to be a hub for outdoor recreation, leading to increased tourism spend and economic development in the County. Active tourism users are increasingly seeking out ready-made itineraries and routes when planning their trips. For users unfamiliar with the County, providing touring cycling routes or long-distance hiking routes, complete with suggested stops and route maps can help to encourage them to venture south to Frontenac Islands or North into the townships of South, Central and North Frontenac from Kingston to explore and experience what the County has to offer. Consider creating itineraries that highlight the communities along the K&P Trail with suggested stops for dining, shopping, arts and sightseeing to encourage more tourism along the trail. For an excellent example see what has been done with the Whistle Stop Trail 10 in Elgin County or the 3-Day Windsor Kingsville Essex Tour Itinerary from Essex County. 11
https://www.ontariobybike.ca/ https://www.railwaycitytourism.com/whistlestop-trail.html 11 https://www.ontariossouthwest.com/trip-inspiration/post/windsor-kingsville-essex-tour/ 9
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Bike Parking Partnership Sydenham High School has manufactured a number of bike racks that comply with accepted bike parking standards. Provide these bike racks to local businesses to increase the available supply of bike parking in Frontenac County, and consider expanding the partnership with the High School to provide additional bike parking capacity in the future as a way to both develop real-world skills for high school students and to expand the availability of bike parking in the County.
Figure 53. An example of the bike racks made by Sydenham High School.
Alternatively, establishing a bike parking partnership, where the County purchases high-quality, APBP Bike Parking Standard-compliant bike racks 12 in a significant enough quantity to gain access to bulk pricing and then makes those racks available to businesses and other stakeholders (including municipalities) at cost, can help to increase the supply of bike parking in Frontenac County. Consider investing in branded bike racks to deploy across the County, and consider incentivizing businesses to install bike parking by offering them space on local trail maps and trail signs if they install new bike parking or can show that they have existing bike parking that meets APBP standards.
12
https://www.apbp.org/page/publications
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5.3 Utilitarian User Programs Utilitarian Travel Marketing Programs In many areas of North America, short trips that were typically done on foot or by bike in past generations have been steadily converted into car trips. While it is true that not all of Frontenac County’s population will be able to access amenities or important destinations in a reasonable amount of time on foot or by bike, within established settlement areas like Sydenham, Harrowsmith, Verona, Sharbot Lake, Marysville and Cloyne, most trips to and from everyday destinations like the post office, the grocery store, place of worship or a restaurant are easily done in 10 minutes by bike or 20 minutes on foot. Consider producing maps that highlight how close amenities are within these settlement areas using a slogan like “It’s not that far, Frontenac”, borrowing from the “It’s closer than you think” campaign developed in the city of Peterborough. This type of message could be delivered as a flyer to households within a certain radius of amenities, and could be featured on posters and other print materials displayed in public areas and at popular destinations. While the context of the communities in the County are different Figure 54. Example of marketing campaign from Peterborough, ON. than Peterborough, in communities like Sydenham all of the everyday amenities like schools, libraries, grocery stores, etc. are all located within a 4 kilometre radius, and many are easily accessible from the trails in the County. The maps and promotional materials for the campaign can also be shared online by the County and the townships on social media and in print media to encourage more people to try riding or walking for shorter trips in the County. With the popularity of Frontenac County ’s #InFrontenac clothing line, there is the potential to develop a campaign where users can win exclusive #InFrontenac branded items featuring an Active Transportation message as well – this may help to drive engagement and participation in the program.
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School Travel Planning Kingston, Frontenac, Lennox and Addington (KFL&A) Public Health works with schools to support Active School Travel using School Travel Planning as a best practice model and approach. KFL&A Public Health has a number of resources available to assist communities in developing School Travel Plans to encourage students to get to and from school actively and safely. 13 For Frontenac County, developing relationships within schools by helping to facilitate and organize events in conjunction with KFL&A Public Health will be an important first step towards creating a more concerted School Travel Planning effort in the County. Suggested events to start building relationships in more schools include county-wide participation in Bike to Work Week and Figure 55. A walking school bus is one Winter Walk Day.14 Once those relationships have been school travel planning strategy. established, the County can work with schools and other stakeholders to deliver School Travel Planning in schools as their interest in active travel grows. The Ontario Active School Travel group has prepared an extremely comprehensive guide to launching your own School Travel Planning project.15 Many organizations in the County, including the OPP and KFL&A Public Health, have existing relationships within schools, and are in frequent contact with staff and administration at most schools in the County for a variety of programs and events. Those connections could be expanded to include more emphasis on cycling education in schools to help to ensure that all students know the rules of the road, and how to operate a bicycle safely. Other suggestions for encouraging more active school travel in the County include: • • • •
Installing Bike Repair stations at all high schools in the County. Hosting Trips for Kids events16 taking students on mountain bike trips, potentially in partnership with MTB Kingston. Providing support for after-school bike clubs. Supporting and leading biking and walking school buses, potentially by designating drop off points a few minutes’ walk away from the school and leading students (even those who are bussed) on a short, supervised walk to school to boost their physical activity levels. Walking school buses are currently in place in communities across Leeds, Grenville and Lanark Counties through the leadership of the Health Unit in that area. More information about that project, called “Walking the Rural Way”. 17
https://www.kflaph.ca/en/partners-and-professionals/Active-Transportation.aspx http://ontarioactiveschooltravel.ca/winter-walk-day/ 15 http://ontarioactiveschooltravel.ca/school-travel-planning/school-travel-planning-toolkit/ 16 https://www.tripsforkids.org/ 17 https://healthunit.org/health-information/physical-activity-rest/active-school-travel/ 13 14
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Mobile Bike Repair Workshops A recent trend across North America is the utilization of existing public assets – like libraries, community centres and more, as Cycling Hubs.18 Frontenac County’s public Libraries and community centres would be well suited to serve as drop in centres where residents could gain experiences and skills necessary to be a more confident cyclist. Consider partnering with local bike shops to deliver bike repair workshops, providing the shop with funding and resources to deliver new programs around the County. Drop in events at libraries or community centres could serve as opportunities for people to get free safety equipment like lights or bells for their bikes, learn basic bike maintenance, practice safe cycling skills, access cycling and trails maps and connect with other cyclists or trail users in the community. Frontenac in Motion Grants program Often, stakeholders within the community are ideally situated to deliver new programs, but they lack the necessary resources to do so. Consider creating a “Frontenac in Motion” Grant to support community partners in developing new cycling programs and scaling up their existing efforts19. This is an excellent way to support your cycling champions and to ensure that they are able to use their connections to grow the culture of cycling in Frontenac County, and to create stronger connections between the County’s active transportation community and their growing arts and culture community. Ensure that grants are available to stakeholders in each of the local municipalities so that active transportation and trail use partnerships can grow in every sector of the County.
https://www.slideshare.net/ALATechSource/bikes-and-libraries-pedaling-toward-innovative-outreach-health-andsustainability 19 For a good example of a similar grant program, see what Bloomington, Indiana has created with their Local-Motion Grant program here: https://bloomington.in.gov/grants/local-motion 18
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- Summary of Recommendations This chapter describes infrastructure, policy, and programs recommendations for Frontenac County. Recommendations were formed based on the existing conditions (Chapter 2), from input received from County residents (Appendix II), a review of existing conditions (Chapter 3), a review and best practice recommendations for trails (Chapter 4), and input received from County, Township, and hamlet staff. This chapter begins with a description of the recommendation development process. It then summarizes infrastructure, policy, and programs recommendations throughout the County.
6.1 Network Development The development of an active transportation network forms critical linkages between neighbourhoods, schools, hamlets, and neighbouring jurisdictions. The following are guiding principles to summarize the development of the network. •
•
•
• •
•
Build from previously planned infrastructure projects: County and township staff were consulted during the planning process to learn more about planned and program infrastructure projects. Details are provided within network maps and accompanying tables to describe the location of these projects and their respective design and funding details. Develop a Spine Network: It is recognized that building primary trails to every community may not be possible due to various limitations. In order for an active transportation network to connect to communities throughout the county, Spine Network should be developed that designates off road and on road facilities that achieve this goal. Facilitate connections to Primary Trails: As discussed within the Trail Standard, primary trails form the backbone of the County’s trail system. Connecting users to these trails via on road infrastructure and secondary trails could increase the number of destinations accessible for utilitarian and recreation trips. Propose options for completing active transportation network gaps: Review and consider how gaps in the existing network can be filled to leverage existing infrastructure. Use Facility Selection Frameworks to Determine Facility Type: The Ontario Traffic Manual Book 18 includes a Facility Selection Framework that considers existing condition variables to support the decision-making process to determine the appropriate facility type that should be implemented. Utilize lessons learned from fieldwork and public engagement: The project team integrated ideas heard from residents within the network development process. Resident-proposed ideas from the online interactive map and in person engagement sessions were translated into recommended infrastructure projects and policy items. As a result, network improvements will facilitate easier and more comfortable active transportation connections to popular destinations.
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6.2 Infrastructure Recommendations The following table outlines the suggested project and policy investments that Frontenac County should prioritize in order to achieve a safe and connected active transportation network. The ‘location’ column corresponds with the Network Development Maps in the Appendix. The location indicates the area in the County that the work would be competed, not who would fund the project. The ‘project name’ column identifies the main goal of the recommendation and the ‘detail’ column outlines specifics about each project. The prioritization in the table below is based on current and future funding availability, as well as the input from residents and township staff. Table 14. Infrastructure Recommendations.
Reference Recommendation Code CW-A Implementing the spine network
Priority
Details
High
CW-B
High
The County should work with the townships and other partners to implement and make improvements to the spine network (see 6.2.1 for more details) This section is the final section to complete the K&P Trail from Kingston to Sharbot Lake
CW-C
Complete K&P Trail from Tichborne to Sharbot Lake K&P Trailhead construction in each of the four townships
Medium
CW-D
Accessible gates along Medium the K&P Trail
CW-E
Trail maintenance in low laying, flood prone areas Connections to destinations outside of the County
CW-F
Medium Medium
Each township will have a maximum investment from the County to develop a trail head along the K&P Trail for user access. See Trail Standard for more details. Concept plans for trailheads in Verona, Harrowsmith, and Sharbot Lake have been developed in the past and could be revisited within the context of this plan For safety and accessibility reasons, the gates along the K&P Trail should be made accessible or removed entirely Develop and maintain a database of issues and required trail maintenance related to flooding Destinations for active transportation trips outside of the County have been identified, such as Westport. The County should work with townships and other municipalities to provide routes to these destinations. In the case of Westport, Westport Road, Crow Lake Road, or Perth Road could be improved to provide a more attractive experience for people using active transportation
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6.2.1 Spine Network A spine network has been developed to connect to communities throughout Frontenac County. Consideration was also given to key destinations such as provincial parks, regional trails and communities outside of the county. The network utilizes many existing trails, including the K&P Trail, the Cataraqui Trail, and the Tay-Havelock Trail, as they provide a low stress route for pedestrians and cyclists. The spine network designation establishes the commitment to continued investment and improvement of existing routes and prioritization of new infrastructure where there currently is none. While the ultimate goal of the spine network is for a network of higher order infrastructure that provides more comfort for active transportation users, the type of facility will vary throughout the network, as each owner and manager of related infrastructure will be responsible for capital planning and investment for that section of the spine network. The sections and lengths of the spine network are shown in the following table. A map showing the spine network is included.
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Table 15. Sections and lengths of on road and off road sections of the spine network.
Township
Section
Segments
Frontenac Islands
Howe Island North Shore Dock to South Shore Dock Wolfe Island Winter Ferry Dock to Marysville Marysville to Horne Ferry Inverary - Sunbury
South Frontenac
Battersea - Sunbury Kingston Inverary - Cataraqui Trail Cataraqui Trail K&P Trail
Central Frontenac
Tichborne – Mountain Grove Arden – Myers Cave Tay-Havelock / Trans Canada Trail K&P Trail
North Frontenac
Plevna – Lanark County Plevna – Myers Cave Myers Cave – Bon Echo Provincial Park – Cloyne K&P Trail
Total On Road Total Off Road
Length
Howe Island Drive
Section Type On Road
Road 7051
On Road
2 km
96 and 95
On Road
14 km
South Frontenac Road 12 / Moreland-Dixon Road Battersea Road / 11
On Road
4 km
On Road
12 km
Perth Road / 10
On Road
10 km
Lenox and Addington County to Leeds and Grenville United Counties City of Kingston K&P Trail to Central Frontenac Road 38
Off Road
40 km
Off Road
28 km
On Road
21 km
Henderson Road, Harlowe Road, Myers Cave Road
On Road
32 km
Lennox and Addington County to Lanark County South Frontenac to North Frontenac 509, 16 506 Road 506, Marble Lake Road, Head Road, 41 Central Frontenac to Lanark County
Off Road
45 km
Off Road
40 km
On Road On Road On Road
16 km 25 km 15 km
Off Road
19 km
15 km
166 km 172 km
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Calabogie
TOWNSHIP OF GREATER MADAWASKA
CENTENNIAL LAKE PROVINCIAL NATURE RESERVE
To Ottawa Valley Rail Trail
TOWNSHIP OF NORTH FRONTENAC
TOWNSHIP OF LANARK HIGHLANDS
Canonto
Ompah
Donaldson
Plevna Snow Road Station Ardoch Fernleigh
BON ECHO PROVINCIAL PARK
Perth
TAY VALLEY TOWNSHIP
Coxville Myers Cave Cloyne
SHARBOT LAKE PROVINCIAL PARK
Sharbot Lake Crow Lake
Arden
TOWNSHIP OF ADDINGTON HIGHLANDS
Tay-Havelock Trail
TOWNSHIP OF CENTRAL FRONTENAC
Westport
Tichborne
TOWNSHIP OF RIDEAU LAKES
Parham
TOWNSHIP OF SOUTH FRONTENAC
PUZZLE LAKE PROVINCIAL PARK
Godfrey
To Smiths Falls
FRONTENAC PROVINCIAL PARK
K&P Trail
STONE MILLS TOWNSHIP
Verona
Rideau Trail Hiking Only
Bellrock
Cataraqui Trail
TOWNSHIP OF LEEDS AND THE THOUSAND ISLANDS
Hartington Battersea Harrowsmith
Sydenham Inverary Sunbury
CITY OF KINGSTON
GREATER NAPANEE
TOWNSHIP OF FRONTENAC ISLANDS
LOYALIST TOWNSHIP
Marysville
Cape Vincent
Active Transportation Infrastructure Spine Network Trail Existing and Planned Cycling Improvements
SPINE NETWORK COUNTY OF FRONTENAC
Other Features Parks Waterbody Roads The spine network identifies a mix of proposed on and off road facilities to connect Frontenac communities to each other, as well as to destinations in neighbouring communities. The owners of the roads and trails that are part of this network will need to determine level of service
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6.3 Policy Recommendations The following are recommendations for policy development that can be used to strengthen Official Plan Policy and direct development to support active transportation in Frontenac County. Growth of Hamlets Growth in the County is primarily directed within the hamlets. Looking to the typical planning horizon of 20-30 years applied to Official Plan policy, the townships will need to consider how active transportation infrastructure can be facilitated into the land use and road pattern of these communities. Whether it is in the form of land dedication commitments in the development of subdivisions or infrastructure investments to close gaps in the existing network, this is to be a key component of township planning documents looking to the future. The gap analysis in this Active Transportation Plan is a tool to be used by the townships in the development of policy within their respective Official Plans to aid in the construction of future active transportation infrastructure. In order to support active transportation initiatives, policies in the Township Official Plans should include language requiring sidewalks on both sides of arterial roads in Hamlets. Similar policies could be included related to new sidewalks, crossings, paved shoulders or a completed section of a trail in the area of development as part of a Planning Act approval process (i.e., site plan approval application or plan of subdivision). Paved Shoulders The paved shoulder network is currently extensively used by local and visiting cyclists and pedestrians. An increase in paved shoulders provides an opportunity for looped routes leading off the K&P Trail or the Waterfront Trail and accessing inland communities, resulting in further tourism visits. The County should work with the townships to adopt policies supporting the implementation of paved shoulders as part of road reconstruction and rehabilitation projects. The townships should consider how they could complete this work in conjunction with road reconstruction work being completed in adjacent municipalities. The preferred approach is the best practice for paved shoulder design. See Appendix IV for detailed information as well the forthcoming Ontario Traffic Manual Book 18 update.
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Regional Trail Systems The K&P Trail is identified as part of the spine network. In order to market and grow the popularity of the trail the County will participate in regional partnerships to ensure the K&P Trail is included in regional and provincial networks. Examples include: • • • • •
Kingston K&P Trail. Province-wide cycling Network (MTO). Trails of Distinction designation. Eastern Ontario Trails. The Great Trail (Trans Canada Trail).
Table 16. Policy Recommendations.
Reference Recommendation Code PR-A Growth of hamlets
Priority
Details
Medium
PR-B
Paved shoulders
Medium
PR-C
Regional trail systems
Medium
The County should work with townships should include language in their Official Plans to require sidewalk construction in hamlets as part of capital projects. Policies should be in place to leverage development to support the construction of sidewalks, crossings, paved shoulders, or trails through the site plan approval or plan of subdivision process When the road is reconstructed include 1.5 m paved shoulders on the road Direct County staff to build regional partnerships to ensure the K&P Trail is included in regional and provincial trail networks
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6.4 Education and Programming Recommendations The recommendations for education and programming around active transportation are based on the examples and initiatives discussed in section 5. The following table summarizes the recommendations. Table 17. Education and Programming Recommendations.
Reference Recommendation Code EP-A Trail rides and community walks
Priority
Details
High
EP-B
Trails mapping and collaboration
Low
EP-C
Trail etiquette
High
EP-D
Community partnership wayfinding program
Medium
EP-E
Touring routes and itineraries
High
EP-F
Bike parking partnership
Medium
EP-G
Utilitarian travel marketing program
Low
Develop a toolkit for ride and walk organizers, including safety vest, signage, etc. The County should provide necessary liability insurance coverage for the event. The County to work with townships to recruit ride and walk leaders, and provide promotional materials, administrative, and logistics support as necessary Work with trails partners to promote trails in region and better communicate the types and conditions of trails Establish a trails code of conduct and engage in a campaign to educate the public on trail etiquette and yielding to different types of trail users Work with local businesses to support trail users by joining programs such as Ontario By Bike and providing basic amenities in exchange for posting signage along the trail directing users to these businesses and other local amenities Work with trails associations and tour operators to develop itineraries that highlight locations in Frontenac County with suggested stops for dining, shopping, arts, and sightseeing to encourage more tourism Expand partnership with Sydenham High School to support supply of bike parking in the County. Ensure racks are compliant with APBP Bike Parking standards. Develop a bulk purchasing program to lower the cost of bike parking racks for businesses interested in purchasing them Develop and initiate a promotional marketing program highlighting how many destinations in the County can be reached by foot or bike
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6.5 Best Practices for Infrastructure Selection and Design Active transportation infrastructure must be built according to established provincial and federal standards. Additional guidebooks and other resources from Canada and the United States are available to facilitate the selection and design of walking and cycling infrastructure. Recommendations to improve the County’s active transportation networks are based on: • • • • • •
Transportation Association of Canada (TAC), Geometric Design Guide for Canadian Roads (2017) Province of Ontario, Accessibility for Ontarians with Disabilities Act (AODA): Transportation Standard. Ontario Ministry of Transportation, Ontario Traffic Manual Book 18: Cycling Facilities (2013) Ontario Ministry of Transportation, Ontario Traffic Manual Book 15: Pedestrian Crossing Treatments (2016). US Federal Highway Administration (FHWA) Small Town and Rural Multimodal Networks Guide (2016). Local documents as summarized within Appendix 1.
Varying types of pedestrian and cycling facilities are necessary to create comprehensive networks for active transportation that are safe and inviting. Selecting appropriate active transportation facilities is a context sensitive process. When designing active transportation infrastructure, types of roadway designs are often divided into categories based on the degree to which people walking and cycling are separated from motor vehicle traffic. Generally, as motor vehicle speeds and traffic volumes increase, greater separation is recommended between motorized and non-motorized traffic. The following table summarizes the infrastructure tools contained within each category: mixed traffic, visually separated, and physically separated. The tools shown under each graphic are recommended within Frontenac County when used within the appropriate context. The following section describes paved shoulder design guidelines from the FHWA Small Town and Rural Multimodal Networks Guide. A standardized approach to shoulder design would expand the availability of relatively low stress infrastructure for walking and cycling by retrofitting existing roadway conditions.
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Table 18. Active Transportation Infrastructure Categories from the FHWA Small Town and Rural Multimodal Networks Guide.
Context: Appropriate only on low traffic volume, low speed roadways. May be used as interim measures, if appropriate.
Context: Generally appropriate on roadways with low to medium traffic volumes and speeds. May be used as interim measures, if appropriate.
Context: Highest level of user comfort. Appropriate along roadways with higher traffic volumes and speeds. May be used along lower speed and volume roadways, as appropriate.
Recommended Infrastructure: • Advisory lane • Neighbourhood greenway
Recommended Infrastructure: • Bike lane • Buffered bicycle lane • Paved shoulder • Pedestrian lane
Recommended Infrastructure: • Sidewalk • Protected bike lane • Shared use path / trail (paved or unpaved)
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- Implementation and Funding Townships Public Works departments are encouraged to integrate infrastructure recommendations into their capital works budgets and plans, and to include active transportation infrastructure in future redevelopment projects. Pairing projects with planned capital works projects, including road repair, resurfacing, and reconstruction can lower the implementation cost compared to undertaking projects separately. An example of a township implementing a recommended project in coordination with its capital works plans is the cycling lane and sidewalk improvements in Harrowsmith when construction and road realignment for the traffic light was completed in 2018.
7.1 Funding Mechanisms The County and townships should regularly review provincial and national funding opportunities. The following are some programs that have been used to fund active transportation projects in other jurisdictions in Ontario. Funding programs are subject to change, therefore the programs presented may be out of date. Development Charges (Pending changes to the Development Charges Act through Bill 108) It is recommended that if Frontenac County proceeds with a regional development charges bylaw, that Active Transportation Infrastructure be included as part of the bylaw, including funding for projects that consist of secondary links to the spine network. Township Community Improvement Plans It is recommended that at a minimum, bicycle parking be added as an eligible grant project within the variety of Community Improvement Plans available across Frontenac County. Examples of similar policies: Our Corridor - Puslinch Township - CIP Grant for bicycle parking may be provided for 50% of the eligible cost of the improvements to a maximum of $500 (or the total value of eligible costs related to the project, whichever is less). 20 Cookstown Community Improvement Plan - Landscaping and Property Improvement grant includes bicycle parking as an eligible project. The maximum grant amount is up to $2,500 or 50% of the eligible costs, whichever is lesser. 21 Town of Bolton Community Improvement Plan - Grants for landscape improvements, including bicycle parking, may be provided to eligible applicants for a total of 50% of the landscaping costs to a maximum of $7,500. 22 http://www.puslinch.ca/en/doing-business/resources/CIP/Township-of-Puslinch-Our-Corridor-CIP-March-2016.pdf https://innisfil.ca/cookstown-community-improvement-plan/ 22 https://www.caledon.ca/en/townhall/resources/CIP-Bolton-Revised_With_Cover__Jan2014-BY-BL2014-005.pdf 20 21
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Regional Community Improvement Plan Frontenac County has the ability to develop and implement a regional Community Improvement Plan. This plan could be used to leverage private-public partnerships on the development of Primary Trails and related infrastructure. It is recommended that the County consider a trail-based plan that focuses on strengthening active transportation connections between communities as well as to support economic development and trail base tourism efforts. Dedicated Infrastructure Levy It is recommended that Frontenac County explore the use of the dedicated infrastructure levy, currently set at 0.65%, to fund active transportation infrastructure priorities such as Primary Trails or to provide partnership funds to townships for projects and priorities outlined in this plan. This funding strategy would establish a long term implementation plan with dedicated funds set to see the implementation of that plan take place. Municipal Accommodation Tax (Trails) With support from the local tourism industry, it is recommended that Frontenac County consider implementing a Municipal Accommodation Tax to provide base funding for active transportation tourism initiatives, including improvements to regional trails, marketing materials promoting Frontenac County to recreational cyclists, hikers or other related audiences.
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7.2 Grants, Partners, and Funding Assistance BuildON The BuildON is a provincial infrastructure funding program which has funded active transportation infrastructure such as sidewalks, trails, and bike lanes in urban and rural communities across the province. Federal Gas Tax Fund Gas tax is collected annually by the federal government. Jurisdictions receive a proportion of the federal dollars based on their populations through the Community Works Fund (Federal Gas Tax Program). The Gas Tax Program supports environmentally sustainable municipal infrastructure by funding projects that reduce reliance on the private automobile. Green Municipal Funds The Federation of Canadian Municipalities (FCM) manages the Green Municipal Fund (GMF). Eligible capital projects include transportation that must demonstrate the potential to reduce vehicle kilometres travelled in a single occupancy vehicle by encouraging active transportation. Matched funds are required. Infrastructure Canada The programs of Infrastructure Canada are the Active Transportation Fund, New Building Canada Fund (NBCF) and the aforementioned Gas Tax Fund. Typically, the federal government contributes one-third of the cost of municipal infrastructure projects. Provincial and municipal governments contribute the remaining funds and, in some instances, there may be private sector investment as well. The NBCF supports projects of national, regional and local significance that promote economic growth, job creation and productivity. A number of active transportation projects and roadway and transit projects with active transportation elements have been funded through this program. Rural Economic Development Program The Rural Economic Development (RED) program funds projects that stimulate economic growth in rural and Indigenous communities across Ontario. The program has funded projects that improve wayfinding signage to tourism destinations, developing streetscaping projects for community main streets, and the development of economic development and tourism strategies. Volunteer and Private Sector The County and townships could seek out partnerships for funding plan recommendations. Funding for improvements and ongoing maintenance could be funded partially through volunteers and donations, either from individuals or service clubs and trail groups. Advertising on trail elements or development of a program for sponsorship could also be used to fund new infrastructure and improvements.
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APPENDIX I Background Document Review
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Background Document Review
The background document review identified and summarized relevant policies, plans, and other strategic documents in and around the Frontenac County in the development of the Active Transportation Plan. This review supported the plan’s development by establishing a foundation of plans/policies focused on improving active transportation. Some key documents are discussed below. The documents are presented in reverse chronological order, with the most recent, Age Friendly Community Action Plan, shown first. This order traces the evolution of active transportation-focused policy in the Frontenac County. Age Friendly Community Action Plan (2017) This plan addresses the Frontenac County’s aging population. As residents age, their needs in areas such as housing, accessibility, health care, and community service provision will change, even as many may wish to remain within their communities and maintain their deep community ties. Recognizing the importance of this demographic shift, the County is taking steps to address the challenges facing older populations and to support its residents at every stage of their lives. The County also recognizes that community-level actions to assist older adults can improve the quality of life for citizens of all ages and abilities. In response to similar demographic changes throughout the world, the World Health Organization (WHO) has stressed the importance of building age-friendly communities and promoting active aging. Frontenac County Official Plan (2014) The Frontenac County Official Plan creates the framework for guiding land use changes in the County over the next 20 years to 2034. The plan aims to achieve a high quality of life for County residents by protecting and managing the natural environment and by directing and influencing growth patterns. The plan was developed through consultation with residents to translate their vision into policy objectives.
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Trails Concept Plan (2014) This Trails Concept Plan sets out a short-term and long-term strategy to create a supportive pedestrian, cycling, and all-season environment that will encourage recreational and utilitarian travel by walking, cycling, and select motorized vehicle use that promotes the importance of active lifestyles for residents and tourists. A system of integrated and connected on road and off road facilities can help define the County as a great place to live, work, and play. Building these facilities supports improvement to community health, safety, economy, transportation, and tourism. Note that this document has not been formally adopted by council.
K&P Implementation Plan (2013) The Frontenac K&P Trail Implementation Plan prioritizes projects through an improvements phasing schedule. This approach allows multi-year improvements to be divided into manageable projects. The planned schedule identifies capital costs associated with each phase and also identifies annual trail operating and maintenance costs. The phasing plan will ensure that the terms outlined in the Trails Master Plan are carried out in a systematic and organized fashion as financial resources are available.
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Directions for Our Future: Frontenac County Guide to Sustainability (2009) Directions for Our Future celebrates the County’s unique natural heritage and modern innovations. It draws on input from residents and representatives from all levels of government to create recommendations surrounding four aspects of sustainability: social, cultural, economic, and environmental. These categories are the “Four Pillars of Sustainability”. Plan recommendations balance the needs of residents, while ensuring that natural resources are conserved. Transportation is one of thirteen focus areas that direct the plan. Among the transportation-focused sustainability indicators are several that correspond to this action plan: “kilometres of bicycle lanes”, “kilometres of multi-use trails”, “pedestrian friendly streets”, and “reduction in number of commuters driving alone”.
Frontenac Trails Master Plan (2009) The Frontenac Trails Master Plan summarizes the history and landscape of the Frontenac County as well as the health, economic and environmental benefits associated with recreational trails. It provides context to the pursuit of trail development by highlighting similar trends at the municipal, provincial, and national levels and by discussing the relationships between trails and the tenets of sustainability. It offers a resource inventory of existing trails in the County as well as trail organizations and stakeholder groups. It sets out recommendations for the management structure, policies of trail providers, and general guidelines for trail design and signage. Phasing strategies for trail development are laid out and maintenance guidelines established. Funding and promotional opportunities are offered with implementation strategies.
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APPENDIX II Community Engagement Summary
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Community Engagement
The Frontenac County Active Transportation Plan was developed with the broad participation of residents throughout the four townships. Community involvement was key in ensuring that the plan reflects the values and interests of residents in each unique township and hamlet. There were several opportunities for public input through various forums, including an online survey, interactive mapping tool, and pop-up engagement at various community events. The plan was also guided by input and feedback received from township staff.
Social Pinpoint Frontenac County website visitors were directed to an online interactive map. The interactive map was created to collect information for the project and contained several drop pins that asked participants to indicate the following: • Destinations I like to walk or bike • Where I have seen bikes in Frontenac • Suggested location for new/improved crosswalks • Where conditions for walking could be improved • Where conditions for cycling could be improved Figure 1. Members of the public were invited to leave comments on an online interactive map.
Participants were also able to leave general, open-ended comments. In total, members of the public left 116 “pin drops” on the online interactive map. Another 23 people filled out the survey portion of the website. The survey asked how residents use the existing walking and cycling infrastructure within the Frontenac County. The map on the following page includes a map of Social Pinpoint suggestions from community members.
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In Person Engagement Events with Residents County and project team staff organized pop-up events to provide opportunities for residents to propose ideas and pose questions regarding the active transportation plan. Hosting a table during community events and at important local destinations enabled the project team to hear from hundreds of people at times convenient for participants, rather than a stand-alone community meeting that may be difficult for large numbers of people to attend. Round 1 in person engagement events were held across the County and included: • Lake and Trails Festival in Sydenham (July 14, 2018). • Wolfe Island Ferry Dock in Marysville (August 13, 2018). • Cardinal Café in Sharbot Lake (August 25, 2018).
Figure 2. In person engagement events featured opportunities for members of the public to provide input to the plan.
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Figure 3. The project team could be found at community events such as the Lake and Trails Festival in July 2018.
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APPENDIX III – LIST OF MAPS
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Map 1
0
80 160 Metres
Godfrey
0
140
280 Metres
Hartington
0
150 300 Metres
Bellrock
County of Frontenac: Destination Map A
10
20 Kilometres
0 Verona
175
Bank Beach
Hotel Marina
Boat
Office
Place of Worship
Police
Hamlets Highlighted Hamlets
Cultural
School
Food
Shop
Parks
Gas
Sport
Waterbody
0
Destinations
Golf
350 Metres Date: April 16, 2019
AGENDA ITEM #b)
Godfrey Hartington Verona Bellrock Legend
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Map 2
0
125 250 Metres
Battersea
0
200 400 Metres
Inverary
0
100
200 Metres
Marysville
County of Frontenac: Destination Map B
10
20 Kilometres
0
Sunbury
250
500 Metres
Bank Beach
Hotel Marina
Boat
Office
Place of Worship
Police
Hamlets Highlighted Hamlets
Cultural
School
Food
Shop
Parks
Gas
Sport
Waterbody
0
Destinations
Golf
Date: April 16, 2019
AGENDA ITEM #b)
Battersea Inverary Marysville Sunbury Legend
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Map 3
0
150 300 Metres
Harrowsmith
0 50 100 Metres Sydenham
County of Frontenac: Destination Map C Destinations Bank Beach
Office
Place of Worship
Police
Cultural
School
Parks
Food
Shop
Waterbody
Gas
Sport
Hamlets Highlighted Hamlets
Golf
10
20 Kilometers
0 125 250 Metres Perth Road
Marina
Boat
Legend
0
Hotel
Date: April 16, 2019
AGENDA ITEM #b)
Harrowsmith Sydenham Perth Road
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Map 4
0
175
350 Metres
0
120
240 Metres
Parham
Arden
County of Frontenac: Destination Map D Destinations Bank Beach
Office
Place of Worship
Police
Cultural
School
Parks
Food
Shop
Waterbody
Gas
Sport
Hamlets Highlighted Hamlets
Golf
10
20 Kilometres
0 Sharbot Lake
190
Marina
Boat
Legend
0
Hotel
380 Metres Date: April 16, 2019
AGENDA ITEM #b)
Sharbot Lake Parham Arden
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Map 5
0
125 250 Metres
Plevna
0
390
780 Metres
0
295
590 Metres
Ompah
Harlowe
County of Frontenac: Destination Map E Destinations Bank Beach
10
20 Kilometres
0 Cloyne
155
Marina
Boat
Office
Place of Worship
Police
Hamlets Highlighted Hamlets
Cultural
School
Food
Shop
Parks
Gas
Sport
Waterbody
Golf
Legend
0
Hotel
310 Metres Date: April 16, 2019
AGENDA ITEM #b)
Plevna Ompah Cloyne Harlowe
AGENDA ITEM #b)
Map 6
¯
Marysville
fe ol W Is ry
r Fe er m um -S
n Ce tre St L 7th ine Rd
Road 96
Road 95
0 Off Road Facility Type Parks Primary Trail Waterbody Secondary Trail Hamlet Hiking Trail Building Footprints K P K&P Trail ! ( Community Building Roads &
Maintenance Privately Maintained County Maintained Use K Motorized ! K Non Motorized ! r
On Road Facility Types Dedicated Bike Lane Paved Shoulder Raised Cycle Track Existing Sidewalk
County of Frontenac Active Transportation Plan
EXISTING CONDITIONS & GAPS MAP
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125
250 Metres
Gaps Facility Gaps ! Crossing Gap
AGENDA ITEM #b)
Map 7
Sydenham
B
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il
ail
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illi am W h
St
de nh am
Ch ur c
St
nh am
Sy
Sy de
Mccallum Ln
ill Sydenham M
St
A land Port
e
Tr
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au
Ge org
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t
Cata
Rd rd o f ed
Rutledge Rd
Mo rga nD r
Stage Coach Rd
0 Off Road Facility Type Parks Primary Trail Waterbody Secondary Trail Hamlet Hiking Trail Building Footprints K&P Trail Community Building Roads
Maintenance Privately Maintained County Maintained Use Motorized Non Motorized
On Road Facility Types Dedicated Bike Lane Paved Shoulder Raised Cycle Track Existing Sidewalk
County of Frontenac Active Transportation Plan
EXISTING CONDITIONS & GAPS MAP
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115
230 Metres
Gaps Crossing Gap Facility Gaps
AGENDA ITEM #b)
Map 8
Harrowsmith Graham Rd
Notre
Dame
St Harrowsmith Rd
Catar
aqui Trail
ad Ro
Rd Colebrook
W ilto
nR
d
38
0 Off Road Facility Type Parks Primary Trail Waterbody Secondary Trail Hamlet Hiking Trail Building Footprints K&P Trail Community Building Roads
Maintenance Privately Maintained County Maintained Use Motorized Non Motorized
On Road Facility Types Dedicated Bike Lane Paved Shoulder Raised Cycle Track Existing Sidewalk
County of Frontenac Active Transportation Plan
EXISTING CONDITIONS & GAPS MAP
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125
250 Metres
Gaps Crossing Gap Facility Gaps
AGENDA ITEM #b)
Map 9
Sharbot Lake
nd Wi
od wo
Dr
d dR lan a Ze
7 Highway
age
Wo od s Dr
Ro ad
38
V ill
Burney
Po in t
R
l
d
rai
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loc
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Ta
Ca n
Rd non
zab E li
et h St
N o rt hvi
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Off Road Facility Type Parks Primary Trail Waterbody Secondary Trail Hamlet Hiking Trail Building Footprints K&P Trail Community Building Roads
er Rd
Tra ns Ca na da Tra il
Wagn
Rd
Maintenance Privately Maintained County Maintained Use Motorized Non Motorized
0 On Road Facility Types Dedicated Bike Lane Paved Shoulder Raised Cycle Track Existing Sidewalk
County of Frontenac$FWLYH7UDQVSRUWDWLRQ3ODQ
EXISTING CONDITIONS & GAPS MAP
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320
640 Metres
Gaps Crossing Gap Facility Gaps
AGENDA ITEM #b)
Appendix IV Paved Shoulder Best Practice
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Paved Shoulder Best Practice
As described in Chapter Two, some roadways within the Frontenac County already feature paved shoulders. However, not all meet design guidelines for low stress walking and cycling. As shown in Table 2, paved shoulders are classified as visually separated infrastructure. They are typically used in less dense or rural areas. The following design details are cited in the FHWA Small Town and Rural Multimodal Networks Guide.
Table 1. Paved shoulders as depicted in the FHWA Small Town and Rural Multimodal Networks Guide.
Land Use Context and Roadway Characteristics • Low density areas, such as those connecting to hamlets. • Suitable for local, collector, and arterial roadways. • Suitable for roadways with most posted speed limits and most traffic volumes. Recommended Dimensions • A County standard of 1.5 metres would provide space for active transportation along roadways that would otherwise not provide comfortable conditions for walking and cycling. • A 0.5 – 1.5 metre buffer would provide additional space between people using active transportation and motorists. Figure 4.15 from Ontario Traffic Manual Book 18 provides guidance on the range of dimensions for the treatment of paved shoulders for cycling.
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Markings and Signage • Delineating space between the travel lane and the shoulder is important to discourage motorist encroachment into the shoulder. Use a 20 centimetre wide white line on roadways that do not have a buffer between the shoulder and travel lane. • Discontinue the edge line at intersections and major driveways. Use a dotted white line on one or both sides of the shoulder to indicate the shoulder’s travel through the intersection. Rumble Strips If rumble strips are used, locate them on the edge line or within the buffer space to provide as much usable travel space for active transportation users as possible. Ontario Traffic Manual Book 18 section 4.1.2.4 provides thorough details of rumble strip standards in 0.5 metre and 1.0 metre buffers beside paved shoulders. Pavement colour Contrasting pavement colour or an alternate material may be used to differentiate the shoulder from travel lanes.
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AGENDA ITEM #c)
Report 2019-084 Recommend Report to Council To:
Warden and Members of County Council
From:
Kelly J. Pender, Chief Administrative Officer
Prepared by:
Jannette Amini, Manager of Legislative Services/Clerk
Date of meeting:
July 17, 2019
Re:
Corporate Services – Authorization to Negotiate an Agreement with the Cataraqui Region Conservation Authority (CRCA) for the provision of Information Services
Recommendation Be It Resolved That the Council of the County of Frontenac receive for information the Corporate Services – Authorization to Negotiate an Agreement with the Cataraqui Region Conservation Authority (CRCA) for the provision of Information Services report; And Further That staff be authorized to negotiate a shared services agreement through which the County of Frontenac would provide information technology services to the Cataraqui Region Conservation Authority (CRCA); And Further That staff bring forward the final draft agreement to County Council, along with final associated costs prior to authorization. Background In 2017, discussions began with the Cataraqui Region Conservation Authority (CRCA) with respect to the construction of a potential joint administrative facility. Following several meetings and discussions, and the retaining of architectural services to validate assessments, the analysis completed provided a detailed summary of costs and space needs for a joint facility and indicated a sense of the potential savings that could be anticipated with a joint facility, including savings associated with shared services such as IT. Although at this stage in the process the County and the CRCA has yet to make a final determination regarding a shared facility, the CRCA has requested to move forward with shared IT services at this time.
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Comment At its meeting held June 26, 2019, the CRCA Board considered Report # IR-048-19 which outlined options by which the CRCA could obtain information technology (IT) services, and to recommend that CRCA obtain IT services from the County of Frontenac. Currently, CRCA’s IT services are managed as part of its Corporate Services portfolio and is primarily delivered by the Supervisor, Information Technology, with contributions by the GIS Analyst, and external support for specific hardware assets and applications (e.g. photocopiers, accounting software). CRCA’s IT staff have been successful in meeting the day-to-day needs of the organization and in maintaining pace with a rapidly evolving technical field; however, the increasing complexity of IT services, need for security and reliability, and an interest to find further efficiencies have inspired CRCA management to investigate a range of options for service delivery. The CRCA considered the merits of four options by which it could obtain IT services, those being In-House Services; other Conservation Authorities, although this would be challenging given the geographic separation between offices; a Municipality; or, the private sector although private sector vendors charge rates that ensure their profitability as a business. There is no profit motive associated with the other three options for obtaining IT services as the Conservation Authorities and municipalities operate on a cost-recovery basis. Based on these options, the Board supported the staff recommendation and authorized staff to negotiate a shared services agreement through which the County of Frontenac would provide information technology services to the CRCA and to present the final draft agreement to the CRCA Board, along with final cost estimates, prior to authorization. The rationale for this recommendation was as follows: FMIS offers a complete package of IT services that would be well-suited to CRCA’s needs; FMIS maintains server and back-up capabilities that would ensure the security of CRCA’s data, and would enable business continuity in the event of a disruption; CRCA would obtain service from all members of the FMIS team, and would have timely access to FMIS help desk support; Participation in FMIS would create opportunities for CRCA to improve its effectiveness and find efficiencies through business process workflow analyses, new software tools and group procurement; and, FMIS maintains IT policies and procedures that would establish a more robust and stable operating environment. FMIS would also assist CRCA to develop and implement IT strategies.
Recommend Report to Council Corporate Services - Authorization to Negotiate an Agreement with the Cataraqui Region Conservation Authority (CRCA) to provide Information Services July 17, 2019 Page 2 of 4
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The CRCA would be looking for the following considerations to be included in a shared services agreement
Commence with a transition as soon as feasible in 2019;
CRCA would have a seat on the FMIS Steering Committee;
In the event that CRCA wished to cease its participation in FMIS in the future, it could opt-out of the shared services agreement with appropriate notice;
FMIS would provide specific IT services to the CRCA in accordance with an operational (service level) agreement;
CRCA would continue to procure software using the least-cost approach (for example, CRCA enjoys discounted rates as an educator and via Conservation Ontario);
CRCA staff would work with FMIS to support specialized software that is unique to the Conservation Authority (e.g. SAGE 300 finance tools) and that in some cases is integrated with monitoring equipment and other conservation authorities;
The County of Frontenac would ensure the following considerations be included in a shared services agreement:
The County of Frontenac is able to cease its information services and opt-out of the shared services agreement with appropriate notice;
The CRCA contribution benefit the County and member municipalities and be at no cost to the Townships;
FMIS would gain access to funding/cost savings based upon economies of scale;
FMIS members would receive timelier implementation of product roll outs, procurement and projects.
The provision of shared information services to the CRCA would require an additional staff resource in the FMIS unit. Charges to the CRCA would be based on the incremental cost of bringing on an additional staff resource so that there is no financial impact to the member municipalities. As noted under the Financial Implications, all associated costs of this additional staff member will be funded fully by the CRCA in the first year. Strategic Priority Implications Priority 3: Champion and coordinate collaborative efforts with partners to resolve complex problems otherwise beyond the reach
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Specifically, the objectives that support this strategy states that the County will continue to pursue collaborative opportunities to achieve service and cost efficiencies and other economies through cost-sharing and shared services. This priority identifies the CRCA as a current and potential project partner In addition, shared facilities reduce the overall environmental foot print required to occupy two separate facilities. Depending upon outcomes/options in terms of a shared facility, the overall greenhouse gas foot print of the County could be reduced as a result of this project, thereby assisting in meeting our GHG emission requirements as noted in the County’s Energy Conservation and Demand Management Plan. Financial Implications The transition from the CRCA’s in-house services to FMIS would commence as soon as feasible in 2019 with the CRCA contributing funds to the County of Frontenac to cover the transition costs. The contribution from the CRCA for participating in FMIS would be approximately $112,000 in 2020 which would address the greater workload in an expanded FMIS by adding an additional staff resource. After 2020, the participation cost would decline over a five-year (60 month) period to a base of $90,000 (2019 dollars) or 80.4% of the position costs in any given year. Organizations, Departments and Individuals Consulted and/or Affected Susan Brant, Director of Corporate Services/Treasurer David Millard, Manager of Frontenac Municipal Information Services Geoff Rae, General Manager, Cataraqui Region Conservation Authority
Recommend Report to Council Corporate Services - Authorization to Negotiate an Agreement with the Cataraqui Region Conservation Authority (CRCA) to provide Information Services July 17, 2019 Page 4 of 4
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Report 2019-086 Council Recommend Report To:
Warden and Council
From:
Kelly Pender, Chief Administrative Officer
Prepared by:
Jannette Amini, Manager of Legislative Services/Clerk
Date of meeting:
July 17, 2019
Re:
Office of the Chief Administrative Officer – Request by the Township of North Frontenac to approve the Township of North Frontenac Senior’s Housing Business Plan
Recommendation Resolved That the Office of the Chief Administrative Officer – Request by the Township of North Frontenac to approve the Township of North Frontenac Senior’s Housing Business Plan report be received for information; And Further That County Council reaffirm its resolution to endorse the funding allocation and disbursements formulas for Seniors Housing projects and that payments to the Township of North Frontenac be administered by staff as outlined in Staff Report 2016-104. Background At the June 18, 2014 County Council meeting, through recommendations of the Frontenac Islands Seniors Housing Task Force, County Council passed the following resolution: c)
2014-102 Senior’s Housing Task Force (Wolfe Island) – Request for Proposals and Preliminary Pro Forma Cash Flow
Motion #: 149-14
Moved By: Seconded By:
Councillor Purdon Councillor Gutowski
Resolved That the Council of the County of Frontenac receive report 2014-103 Senior’s Housing Task Force (Wolfe Island) – Request for Proposals and Preliminary Pro-Forma Cash Flow;
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And Further That staff be directed to issue a Request for Proposals for a Business Plan for the Frontenac Islands Senior’s Housing Business Plan, (to a maximum upset of $25,000) plus costing for second and subsequent iterations and that the Warden and Clerk be authorized to sign a contract with the successful consultant; And Further That funding for the business plan be taken from monies allocated by County Council for Senior’s projects based upon the formula noted in the report; And Finally That the successful Consultant report back to County Council on the project by October 15, 2014. Carried An RFP was issued that would require the Business Plan to allow for implementation by each Township as well as provide a consistent vision to assist developers. SHS Consulting was retained to carry out the Business Plan, which was developed in consultation and partnership with the Frontenac Islands SHTF Following the development of the Business Plan by the Seniors Housing Task Force – Frontenac Islands, the follow resolution was passed: THAT a copy of the SHS Consulting Business Plan for Seniors Housing – Marysville Project (March 2015) be forwarded to the Council of Frontenac Islands to confirm its commitment to the project concept, governance and specific Township involvement. As noted, the Business Plan was written with the expectation that the Plan template could be applied to each of the other three townships, subject to modifications based on the desires of each Township at a projected cost of $5,000 per Township. The Township of South Frontenac was the second Township to initiate its Seniors Housing Task Force to determine the type of seniors housing that would best suit that Townships needs. Factors considered included:
affordable housing grants that may be available; possible partnerships that may be of assistance; planning processes to be put in place; have the project shovel ready in case funding becomes available; develop a new Not for Profit Community Organization the more money received from outside sources equals less control for the municipality
Following the development of the Business Plan by the Seniors Housing Task Force – South Frontenac, the follow resolution was passed: That a copy of the SHS Consulting Business Plan for Seniors Housing – South Frontenac Project (February 2017) be forwarded to the Council of South Frontenac Township to confirm its commitment to the project concept, governance and specific Township involvement. Recommend Report to Council Office of the Chief Administrative Officer – Request by the Township of North Frontenac to approve the Township of North Frontenac Senior’s Housing Business Plan May 16, 2018 Page 2 of 5
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AGENDA ITEM #d)
Comment The Seniors Housing Task Force – North Frontenac met in January 2018 to determine the type of seniors housing that would best suit that Townships needs. It was noted at the meeting that the questions being considered by North Frontenac at this time were: Should the Township consider in-home care, the funding provided by the County will run out over time. A physical building will require a mortgage and the Township already has one existing mortgage as a result of the recent construction/addition of its Township offices and it is questionable if the Township can afford another mortgage. The Township is also looking at the possibility of the community wellness centre that could provide in home care. As a result, the following resolution was passed: That Warden Higgins, Mr. Hermer (Councillor of North Frontenac), and the CAO of North Frontenac take a report to the Township of North Frontenac Council recommending that the County of Frontenac support the conducting of an affordable seniors housing project needs assessment. Carried Since that time, the Township of North Frontenac has, through resolution 274-18, a copy of which is attached to this report, appointed its Mayor and 2 Councillors to work with SHS Consulting on the development of a Business Plan. Although the County established a Seniors Housing Task Force to oversee the development of Township Business Plans, the intent of the Task Force was to allow subsequent Townships to learn from past experiences as well as obtain the services of SHS and Re-Fact Consulting to develop a reiteration of the original Business Plan developed for Frontenac Islands. Although the use of the Seniors Housing Task Force was not used for the development of the North Frontenac Seniors Housing Business Plan, SHS and Re-Fact Consulting have been retained to guide North Frontenac through the process, including determining the local housing needs and market indicators, carrying out surveys and public consultation to identify community-based indicators and working with the Township working group for consultation and feedback. As a result, SHS and ReFact Consulting developed and presented to the Council of the Township of North Frontenac at its meeting held June 14, 2019, a Business Plan for Seniors Housing for the Township of North Frontenac, after which the following resolution was passed: Be It Resolved That Council receives for information the presentation from Ken Foulds, Re-Fact Consulting entitled “Business Plan for Seniors Housing” and thanks him for his time spent today; And That the CAO contact Jannette Amini, County Clerk, to set-up a County Seniors Housing Task Force meeting to consider the Business Plan for Seniors Housing, Township of North Frontenac date June 2019; And That the County Task Force comments/recommendations be presented back to North Frontenac Council for consideration; prior to the Business Plan being presented to County Council. Recommend Report to Council Office of the Chief Administrative Officer – Request by the Township of North Frontenac to approve the Township of North Frontenac Senior’s Housing Business Plan May 16, 2018 Page 3 of 5
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AGENDA ITEM #d)
A copy of the Business Plan for Seniors Housing – Township of North Frontenac is attached to this report as Appendix B. At its regular meeting held September 21, 2016, County Council received Report 2016104 where Council confirmed, through resolution #162-16, the apportionment for the Seniors Sousing reserve as follows: Total Available
$1,400,000
Less studies to support projects
$TBD (Initial study + local)
Amt. available for disbursement
$TBD
Total ÷ 4
$TBD (Total for each municipality)
For illustration purposes only, assuming the cost of original study plus the four local studies is $50,000, each municipality would receive $337,500 towards seniors housing in their municipality (i.e., $1,400,000 - $50,000 = $1,350,000 ÷ 4 = $337,500). The County is paying the cost of studies from the reserve amount. Further, given that each member municipality will be implementing seniors housing in a manner that reflects local needs and circumstances, it is recommended that disbursement of the funds to each be based upon receipts paid by the municipality as a percentage of total project costs as paid by the municipality. For example, if the total project cost is $1,000,000 as approved by the member municipality, the County would pay to the municipality 33.75% as funds were disbursed as certified by the municipality (i.e, $337,500 ÷ $1,000,000 = 33.75%). The Seniors Housing Task Force does not approve Business plans. It is responsible for the development of the Plan and once developed, passes a resolution to forward the Plan to the Township Councils as noted in the Background of this report. Given that the Township of North Frontenac has taken a slightly different approach by developing its Business Plan at a more local grass roots level, staff are recommending that County Council reaffirm its resolution to endorse the funding allocation and disbursements formulas for Seniors Housing projects and that payments to the Township of North Frontenac be administered by staff as outlined Staff Report 2016-104. Strategic Priorities Implications Priority 2: Get behind plans that build community vitality and resilience in times of growth and change. This priority responds to high interest as well as concern shared broadly across the County that communities in the Frontenacs be well supported with infrastructure and services essential to vitality and sustainability in today’s world. This strategy also responds to the pressures for managing growth, housing and development wisely, in ways that are sensitive to local values and priorities. Recommend Report to Council Office of the Chief Administrative Officer – Request by the Township of North Frontenac to approve the Township of North Frontenac Senior’s Housing Business Plan May 16, 2018 Page 4 of 5
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AGENDA ITEM #d)
Objectives in support of this strategy: • Pursue proactive planning approaches that reflect local concerns and priorities within strategic regional planning policy so as to enhance service levels, manage rising demand for new housing and deal with new types of development. Financial Implications As noted, the Township of North Frontenac will be responsible for ensuring that proper invoicing is received and the construction milestones are met. Organizations, Departments and Individuals Consulted and/or Affected Joe Gallivan, Director of Planning and Economic Development Susan Brant, Director of Corporate Services/Treasurer
Recommend Report to Council Office of the Chief Administrative Officer – Request by the Township of North Frontenac to approve the Township of North Frontenac Senior’s Housing Business Plan May 16, 2018 Page 5 of 5
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AGENDA ITEM #d)
Date:
June 1, 2018
RESOLUTION OF THE COUNCIL OF THE CORPORATION OF THE TOWNSHIP OF NORTH FRONTENAC Seconded by:
c BE IT RESOLVED THAT Council receives for information Councillor Inglis' Administrative Report dated May 24, 2018 entitled ‘Seniors’ Housing and Available County Funding’; I to. r lvt_5 11S CIVUil L t.( for 1-1-crmc r Cr, (to AND THAT Council directs the Mayor/staff and consultants to begin the process of planning a multi-unit-etwelling for seniors to be built at a total cost of less than $600,000; operryiniairtki $.330,000 CziAnfcii bricks otor-lar LT I, on. AND THAT such planning would include location, available property, investor search, borrowing options, business plans, and implications for Township staffing; Atc113-91-1-AT-the-Mayor7-Cuuncitlurfnulis and-ecturmiliothermericie-askecl-to-pr -opoSe a home maintenance serviced_including-funding-optiensrseetiee-optionsTand-parthership options-with-other-agencies; AND-T-HAT-the-firrarrcial-implications_to_the_T_o3Arnship of such a service batletaited. gtoD -T40 -ccc
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BUSINESS PLAN FOR SENIORS HOUSING Township of North Frontenac
June 2019
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EXECUTIVE SUMMARY As communities grow and age, the need for suitable seniors housing options is becoming more and more prevalent. This is true of Frontenac County where seniors, as a share of the overall population, will continue to rise over the next 20 years. As a result, Frontenac County Council has designated seniors housing as a priority and allocated funds to explore the feasibility of developing affordable housing projects to meet these needs and to prepare business plans for such projects. This report for the Township of North Frontenac represents the third such business plan prepared under this initiative. Using a multi‐step process, the need and viability of such a project was investigated for the Seniors Housing Working Group that was established by the Township. Based on demonstrated needs, community consultation and business case analysis, the concept for a small scale seniors housing project situated in North Frontenac has been developed. This concept has been tested and found to be viable, subject to the assumptions outlined in this report. Based on the proposed concept, the senior’s housing project would:
Be modest in scale – 5 self‐contained apartment units (4 @ one bedroom, 1 @ two bedroom) plus amenity space for a total buildable area of 4,000 sf (GFA)
Include basic amenity space ‐ laundry facilities (1 pair) and a small indoor common area for gathering/socialization would be provided
Accommodate seniors mobility needs – providing a safe, indoor access to apartment units while incorporating visitability and accessibility throughout units and common spaces
Support basic affordability – all units would be rental and offered at or below average market rent level. Rents for 2 of the one bedroom units could be lowered to 80% of average market rent if IAH‐ type funding is obtained from the City of Kingston.
Be procured as new construction – this approach would enable a single storey slab‐on‐grade building, with a cost‐effective double‐loaded main corridor, wood frame structure and standard sloped roof
Incorporate practical sustainability features that promote energy efficiency
Be situated on land currently owned by the Township, thereby saving land costs
Be procured through a formal design/tender process (stipulated price contract)
Be financed using a conventional mortgage that is CMHC‐insured with an equity contribution of $330,000 from the County under the IAH‐funded option OR have a conventional mortgage with an equity contribution of $330,000 from the County and additional equity contribution in the order of $475,000 under the non‐funded option
Be owned by the Township and operated on a non‐profit basis
Be managed by North Frontenac Housing Corporation, should they be agreeable to take on that role.
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As a result of the financial analysis, it has been determined that the project would be viable based on preliminary cost estimates, anticipated revenues and assumed contributions. While land use approvals are required to permit the intended use, there do not appear to be any significant barriers to securing these approvals. Prior to confirming the project site, due diligence testing would be required to ensure that no environmental concerns or project servicing impediments exist. Based on an initial scan of current conditions and background information, no impediments are anticipated. Viable project governance options exist, the most plausible of which would see the project owned by the Township and managed by an experienced local non‐profit housing corporation.
The Consulting team wishes to thank the Senior Housing Working Group for their insights and guidance in the development of this Business Plan. The team also wishes to express their thanks to County and Township staff who assisted in facilitating various elements of the study and provided valuable feedback.
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TABLE OF CONTENTS EXECUTIVE SUMMARY …………………………………………………………………………………………………………………….. i INTRODUCTION ……………………………………………………………………………………………………………………………….. 1 Project background ……………………………………………………………………………………………………………… 1 Context for business plan …………………………………………………………………………………………………… 2 This report …………………………………………………………………………………………………………………………….. 3 PROJECT NEED ……………………………………………………………………………………………………………………………….. 4 Local housing needs and market indicators …………………………………………………………………… 4 Synopsis of analysis ………………………………………………………………………………………………………………… 5 Community-based Indicators…………………………………………………………………………………………….. 5 Synopsis of survey results ………………………………………………………………………………………………………… 6 Township Working Group feedback ………………………………………………………………………………… 7 PROJECT CONCEPT ………………………………………………………………………………………………………………………… 8 Form and scale……………………………………………………………………………………………………………………… 8 Unit mix and affordability ………………………………………………………………………………………………….. 8 Amenities ……………………………………………………………………………………………………………………………….. 9 Preferred project concept ………………………………………………………………………………………………… 10 DEVELOPMENT CONSIDERATIONS ……………………………………………………………………………………………. 12 Potential development opportunities …………………………………………………………………………….. 12 Preferred option and procurement ………………………………………………………………………………… 18 Servicing & technical considerations ……………………………………………………………………………… 19 Land use approvals ……………………………………………………………………………………………………………. 20 Sustainability ………………………………………………………………………………………………………………………. 21 FINANCIAL FEASIBILITY ………………………………………………………………………………………………………………. 23 Project assumptions/parameters ……………………………………………………………………………………. 23 Estimated capital budget …………………………………………………………………………………………………. 24 Soft Costs…………………………………………………………………………………………………………………………………………25 Hard Costs ……………………………………………………………………………………………………………………………. 26 Estimated operating budget ……………………………………………………………………………………………. 26
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Operating Revenue ……………………………………………………………………………………………………………….. 28 Operating Expenses ………………………………………………………………………………………………………………. 28 Funding/capital requirements …………………………………………………………………………………………. 29 Financial viability ……………………………………………………………………………………………………………….. 30 GOVERNANCE ………………………………………………………………………………………………………………………………… 32 Project ownership/oversight ……………………………………………………………………………………………. 32 Planned approach to management ………………………………………………………………………………… 32 MOVING FORWARD ……………………………………………………………………………………………………………………….. 33 Summary of preferred concept ………………………………………………………………………………………. 33 Process/critical path ………………………………………………………………………………………………………….. 34 Key elements & critical success factors …………………………………………………………………………. 35 APPENDIX A – PRO FORMA DETAILS ……………………………………………………………………………………………. APPENDIX B – FREQUENCY TABLES ……………………………………………………………………………………………..
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INTRODUCTION With an aging and diversifying population, seniors housing in Frontenac County has become a growing priority. Recent studies have examined this housing need within the context of the broader housing market and have identified potential options for meeting senior’s needs throughout the County. As a result of this work, Frontenac County Council has designated seniors housing as a priority and allocated funds to explore the feasibility of developing affordable housing projects to meet these needs and to prepare business plans for such projects. This report for the Township of North Frontenac represents the third such business plan prepared under this initiative, following completion of business plans for the Township of Frontenac Islands and Township of South Frontenac. Bringing a housing project from initial concept to on‐the‐ground reality involves a number of sequential stages. Each stage involves a progressively more detailed assessment of the project to ensure that it continues to meet the community’s needs, is financially feasible and is operationally sustainable. Key resource commitments and go‐forward decisions are required for sponsor groups to proceed from one stage to the next. The scope of work for this study addresses the beginning of this process; preparing a business plan to determine ‘proof of concept’ for the project. Specifically, the purpose of this study was to:
- Produce a business plan for the development of Seniors Housing in the Township of North Frontenac in accordance with the RFP specifications
- Engage the Township Council and stakeholder groups in a discussion regarding local needs
- Develop a business model that would result in a sustainable senior’s housing project serving the needs of the community.
Project background In 2010‐11, the City of Kingston and County of Frontenac undertook development of a Municipal Housing Strategy (MHS). The strategy involved a comprehensive, multi‐phase process which examined housing needs, supply trends and priority gaps within the regional housing market. A detailed review of current policies, programs and local initiatives was also undertaken to determine the degree to which identified gaps were being addressed. As a result of this analysis, a formal stepwise strategy was developed as part of the MHS to address priority issues and housing gaps over the short, mid and long range. One of the emerging priorities identified for Frontenac County through the MHS was the growing senior’s population and concerns about the ability to adequately meet their housing needs looking forward. As a result, the County undertook a more detailed review of the local seniors housing situation to better understand the range of needs and potential solutions that could be used to address these needs. As part of the “Seniors Community Housing Pilot Project Study” completed for the County in 2012, a review of priority issues and existing conditions was completed. An assessment of housing options was also undertaken to evaluate potential seniors housing models and opportunity nodes throughout the County. Implementation considerations, including generic model costing and a policy framework analysis were also documented to help frame options for moving forward with a potential pilot project.
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As a result of the study, it was recommended that a task force be created to pursue the establishment of a pilot senior’s housing project. The County subsequently struck a Seniors Housing Task Force to establish a scope for pursuing a pilot project. The Frontenac Senior’s Housing Task Force met in May of 2014 to review possible directions for the proposed project and determined that the most suitable course of action would be to evaluate potential project options and develop a business plan for the proposed project. In accordance with the senior’s objectives of the County’s Strategic Plan, Council allocated $1.5M in financial resources that same year to pursue development of up to four small‐scale pilot projects throughout Frontenac County, one in each constituent Township.
Context for business plan In the “Seniors Community Housing Pilot Project Study”, a range of potential housing options were examined and evaluated against opportunity nodes throughout the County. Given the broad geography, settlement patterns and local needs, a range of potential pilot project options were identified. One of the study conclusions was that a senior’s rental housing project could be an option for development in the Cloyne or Plevna communities within the Township of North Frontenac, either through new construction or redevelopment. Following the completion of the first business plan for Marysville within the Township of Frontenac Islands and a second plan for Sydenham in South Frontenac, the decision was made to proceed with preparation of the business plan for North Frontenac, utilizing a similar methodology. A Seniors Housing Working Group for North Frontenac Township was established to help guide the process for preparing this plan. Figure 1 ‐ Situating North Frontenac within Frontenac County
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This report This report is the culmination of a multi‐staged study process. The steps that have led to the development of this business plan report include:
Based on project assumptions, the report explores the feasibility of a small‐scale senior’s pilot project in either the Plevna or Cloyne communities. As a result, this business plan includes: An overview of need
A defined project concept and discussion of options considered
An overview of the development considerations that would influence the project
A review of financial feasibility
Options for project governance and management
Considerations for moving forward with the project
The business plan provides an assessment of the suitability for moving the concept forward and provides recommendations in that regard.
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PROJECT NEED This section of the report provides a summary of the housing needs in the Township of North Frontenac based on gathered statistical and survey data. A formal Needs Assessment report was completed as part of the study in April 2018. The assessment report details demographic trends and housing characteristics as well as evaluating the need for affordable seniors housing. Summary results from that report are presented herein. These findings are augmented with the results of a community survey which was undertaken as part of this study, aimed at determining local perspectives on a potential senior’s project. Collectively, this information provides a profile of current and future housing needs for seniors in North Frontenac, providing the analytical foundation for development of the business case.
Local housing needs and market indicators To help document and analyze local housing needs in North Frontenac, a formal Needs Assessment report was developed as part of the study process. The standalone report characterized housing needs, supply trends and affordability conditions in an effort to identify gaps in the local market, especially with regards to seniors. Summary findings from the Needs Assessment report are as follows: Population The population of North Frontenac has increased modestly from 2001 to 2016 (5.4%) From 2016 to 2036, it is projected there will be a 23.8% increase in the population. Growth will be most notable in population groups such as the youth, working age adults, and seniors. The number of seniors is expected to increase in real terms but will continue to account for about 40% of the overall population from 2016 to 2036. Households The number of households in the Township increased from 2001 to 2016 (13.5%). By 2036, there will be a projected total number of 1,145 households in North Frontenac. This represents a 23.8% increase from 2016. The number of two‐person households is increasing and one‐person households are remaining static but three‐person and five or more person households are decreasing. Couples without children and non‐family one‐person households make up the majority of households in North Frontenac. Nearly 30% of seniors are not a part of a census family and most of these seniors are living alone Housing stock Single‐detached houses are the most common type of housing, making up almost all dwellings In real terms, dwellings in need of major repairs have increased slightly from 2001 to 2016 and are more prevalent than the County average This may be due to housing stock age since over half of all dwellings were built before 1981 The 2,600+ units of seasonal dwellings today will increase by 7% from 2016 to 2036.
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About 647 hectares of vacant designated land (25.2% of the County total) are available for possible future residential development within settlement areas of North Frontenac.
Affordability Household and individual incomes in North Frontenac are gradually increasing. The average household income in 2015 was $64,737 (i.e. a 41.0% increase since 2005) but is still the lowest in Frontenac County Based on Census figures, average house values locally have continued to increase over the years. From 2000 to 2015, the average value increased by 64.5%, reaching $290,633. Over the same period, the County saw increases of 48.4% but the average house value was considerably higher, reaching $356,013. Average CMHC market rents have increased in areas surrounding the Kingston CMA (Zone 4) by 30.9% from 2010 to 2017 (average annual increase of 4.4%). For the same Zone 4 area, the overall vacancy rate in 2017 was 1.0% for all dwellings compared to 5.2% in 2016. Almost one quarter of all owners and half of all renter households have an affordability problem in North Frontenac (i.e. spending 30% or more of income on shelter costs)
Synopsis of analysis As a result of the above analysis, demographic and housing trends for North Frontenac show that:
Seniors households and their housing needs will continue to be a priority
For some seniors, isolation will be a factor
There are very limited options in terms of housing, especially for rental
Seasonal dwellings are a major part of the housing landscape
Shelter costs have continued to rise faster than average household incomes over the last 15 years
Affordability is an issue for many senior households
This analysis demonstrates that there is a modest demand for affordable, purpose‐built rental housing and that, as the seniors population continues to grow in the Township, a greater range of options will be required to meet their needs and enable them to ‘age in place’ in the community.
Community-based Indicators To augment this analysis and gather local community perspectives on housing needs, a survey containing some 16 questions was administered to local residents in early 2018. Surveys were accepted in both on‐ line and hardcopy formats, and all responses were integrated into Survey Monkey to facilitate tabulation of results. A total of 69 completed surveys were received and while most respondents answered all questions, some did not reply to certain questions. A brief summary of the survey results are provided below and are supplemented by a series of frequency tables for each survey question which can be found in Appendix B to this report. Results from the survey indicate that:
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The majority of the respondents are permanent residents in North Frontenac (91.3%) 36.2% of respondents live in Ompah, 27.5% live outside of a hamlet and 21.7% live in Cloyne The majority of the respondents are between the ages of 61 and 75 (66.2%) 89.7% of the respondents own while 5.9% rent The typical number of people living in respondents’ homes is 2 per unit (80.3%) 95.5% of the respondents have their own personal transportation 31.8% of respondents have a total gross household income of $60,001 and over and 30.2% of respondents have a total gross household income of $20,000 to $40,000. 14.3% of respondents have a total gross household income of under $20,000. A majority of the respondents (95.5%) plan to stay in North Frontenac Given the option, most residents would choose to stay in their home as‐is (31.7%) or stay in their existing home but access available services (i.e. housekeeping and maintenance services for a fee (44.4%); only 26.9% would move to a low‐maintenance housing unit in North Frontenac The majority of respondents (66% or more) do not find housekeeping, transportation, and paying for housing difficult. However, the majority of respondents do find home maintenance either moderately or very difficult (almost 60%). While 40% of respondents do not receive outside assistance with any services, those that do primarily get assistance for snow plowing (55.6%) or yard and exterior maintenance (28.5%). In the near future, only 20% of respondents felt they would NOT need help with services. The services that respondents felt they would most need help with included snow plowing (68.8%), yard and exterior house maintenance (64.1%), and cleaning (31.3%). 72.4% of respondents would use a central agency to get access to the services mentioned above If the option was available, 72.2% of respondents would be interested in renting a low‐ maintenance housing unit versus owning it 36% respondents would pay between $500 and $750 per month for senior’s housing while 32% would pay between $1,000 and $1,250 per month. One respondent noted they would pay up to $1,500 depending on inclusions. Cloyne (30.9%) and Ompah (27.2%) are the top two choices among respondents as the preferred location for housing units
Synopsis of survey results Survey results suggest that: • Seniors would prefer to stay in North Frontenac but having the necessary services & amenities to meet their needs is a factor in whether they can stay • They want to stay in their homes and feel they can manage on their own or with modest services • Help with exterior home maintenance is highly desirable and there is broad support for using a central agency to gain access to such services • Rental housing is a desirable option but it does not have to be at just affordable rates – market rates are ok too
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Township Working Group feedback In early 2019, the consulting team met with the Township’s Working Group and reviewed the findings arising from the research and consultations to date. The Group expressed its support for the concept that was emerging and confirmed the following feedback for development of the business plan:
The project should be located in either Plevna or Cloyne on Township owned property
A project size of 5 independent rental apartment units is preferred
Partnering with the existing community non‐profit housing corporation (North Frontenac Non‐ Profit Housing Corporation) was of interest and would enhance the success of the project
The Township was interested in owning the project but felt that management of the project was better suited to an experienced operator. Given their experience in managing affordable housing, North Frontenac Non‐Profit Housing Corporation should be approached to determine its potential interest in managing the facility
The preferred unit mix is 60% at average market rent and 40% at affordable rent (i.e. lower end of market, equivalent to 80% of the average market rent)
The following sections of this report provide a suggested concept plan for the project, based on the above feedback.
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PROJECT CONCEPT This section of the business plan defines the project concept, as informed by local needs, stakeholder feedback and Working Group feedback. These parameters establish the form, scale, unit mix and affordability for the prospective project. Associated amenities are also defined, recognizing the small‐scale nature of the project. As a result of these attributes, configuration options for securing them are reviewed and a preferred project concept is identified. This concept is then analyzed in terms of development potential and financial feasibility in subsequent sections.
Form and scale In terms of project form, it is clear that seniors tend to favour low rise forms which are grade‐related. This building configuration is highly supportive of accessibility and eliminates the need for stairs, lifts or elevators. As such, a single storey slab‐on‐grade configuration offers the accessibility and straight‐forward layout suitable for a project of this scale and client type. Likewise, using conventional wood frame construction and a standard slope roof for this building form would be highly economical. At the same time, it is recognized that a single storey building requires more land than a multi‐storey building and that, when combined with the land area required for a septic system and separation distance required for a water well, creates a need for a suitably‐sized property. Therefore, sites with a minimum size of two acres are considered most appropriate for project development. In terms of the units themselves, demand has shown a strong affinity for self‐contained apartments that are geared to seniors capable of independent living. This means that each residential unit would have its own kitchen and washroom facilities, unlike congregate living arrangements where these facilities can be shared. From that perspective, the project would be much like a typical low rise rental building. Aligning these residential units around a double‐loaded corridor would also provide a high degree of efficiency. Given the current level of demand and the stated preference for smaller scale, the proposed project is being recommended at 5 units.
Unit mix and affordability Traditionally, senior’s housing projects tend to have smaller unit sizes – either one or two bedroom units ‐ as compared with family units, reflecting their inherently smaller household size. Furthermore, affordable seniors units tend to be predominantly one bedroom in size rather than two bedroom, a direct reflection of the rental cost of the unit. Where affordability is less of a concern and household demand warrants, senior’s projects would typically have a higher share of two bedroom units. Given the affordability profile envisioned for the project, a unit mix of 80% one bedroom and 20% two bedroom is proposed. For a project of 5 units, this would mean 4 one bedroom units and 1 two bedroom units. As indicated through community feedback, there is a high degree of interest in rental tenure for the project. This is in contrast to seniors housing models that allow for ownership or some form of equity stake (i.e. condominium, life lease, etc.). Apart from the affordability that rental accommodation provides, there was a clear sense from consultations that prospective residents who were homeowners and would be
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downsizing would not be interested in locking up equity in such a project. Instead they would choose to reserve the use of their equity for other retirement purposes. The consultation and income analysis showed that a mix of market rent and affordable rent units was most desirable for the project. Funding may be available through the successor to the Investment in Affordable Housing Program which is administered by the City of Kingston, the Service Manager for the area. As such, two scenarios have been developed – one with units funded under an IAH‐type program and the other not. For both scenarios, it was assumed that 2 one bedroom units would be rented at 80% of Average Market Rent (AMR) for the area and the balance of units rented at full average market rent. The lone two bedroom unit would be assumed to be rented at market rent under both scenarios. To encourage energy conservation and to buffer against utility cost impacts, tenants would be responsible for their own heat and hydro costs. To better facilitate this, individual unit heating/cooling systems have been assumed rather than large shared systems. Given the affordability parameters for the project and the senior client group, it is assumed that a modest unit size would be suitable. This reflects the fact that unit size has a direct influence on overall unit cost and as such, has an impact on project financial viability. However, because many units are anticipated to rent at near market rates, they would need to provide comparable value in the market place in order to attract/retain tenants. Small‐scale projects like this do not benefit from scale economies and as such, can be more expensive to build on a per unit basis. It is important therefore to rationalize built floor area with regard for maximum chargeable rent in order to support viability. With this in mind, one bedroom units are assumed at a size of 600 square feet (gross floor area, GFA) while the two bedroom unit has been assumed at 750 square feet GFA.
Amenities In terms of in‐unit amenities, it is anticipated that standard appliances would be provided (fridge + stove) along with modest storage space. It is also assumed that visitability would be provided interior to the units by maintaining open radius layouts in both the kitchen and bathroom of each suite. Building in options for grab bars in unit bathrooms is also assumed. In terms of building visitability, wider common corridors and open radius layouts in laundry and common areas would be employed. In addition to constructing the building at grade, common entry doors would provide for full accessibility. One unit would also be semi‐ modified to accommodate tenants with mobility impairment, incorporating additional unit features like a roll‐in shower and more accessible kitchen. This would provide the ability to meet changing needs as tenant’s age in place. Surface parking would also be provided, recognizing that while most tenants would prefer walkability, there would be a need to provide for basic parking as well as visitor parking in accordance with zoning requirements. It is assumed that 8 parking spaces would be provided as part of the project concept. Community consultations identified a wide range of potential amenities/features that could be included within the common area of the project. At the same time, there was a recognition that only modest opportunities for amenity space would exist for a project of this small scale. As above, scale economies for smaller projects make it challenging to add additional GFA due to the limited offsetting income potential
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of this space. The more amenity space that is added, the more expensive the project is to build and operate on a per unit basis. While there are cost pressures inherent in adding amenity space, creating opportunities for tenants to socialize in a sheltered space was highly valued by stakeholders. To strike a balance in this regard, it has been assumed that a double loaded common corridor would be used to connect all units internally, providing a common access point to the project as well as sheltered access to each unit. Modest coin operated laundry facilities would also be provided (1 pair washer/dryer) for resident convenience. Adjacent or in combination with this space, it is also assumed that a common room would be provided for the benefit of all tenants. This informal space would provide year round indoor shelter and would account for not more than 500 square feet GFA. The size and configuration of this space would be subject to adjustment based on overall building layout. In addition to small individual patio areas for each unit, a common outdoor amenity area would also be provided adjacent to the common interior space.
Preferred project concept Based on evaluated needs, consultation feedback and with regard for project development experience, a preferred project concept has been developed. The proposed project concept assumes:
5 self‐contained rental apartment units configured around a common, double loaded corridor
Of these units, 4 would be one bedroom units (600 s.f.) and 1 would be a two bedroom unit (750 sq. ft.) – one unit would be semi‐modified for mobility needs
Units would be geared to seniors (65+) who are able to live independently.
Market rents charged for all units would be equivalent to average market rents in the area and would not include utilities (i.e. heat/hydro paid by tenants)
Where IAH‐type funding is secured for the project, the rents charged for funded units would have to be no more than 80% of the average market rents
Laundry facilities and a modest common room would be provided for tenant socialization
Total initial building GFA is estimated to be in the order of 4,000 s.f. (GFA)
Building construction is anticipated to be in a single storey, slab‐on‐grade form with conventional wood framing and a standard sloped roof
Water and septic services for the project would be provided via private on‐site systems
To facilitate aging in place, the building and the units would be designed to a visitable standard
Surface parking for 8 spaces would be included in the project
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While the ultimate design of the project would provide for component space and the overall configuration of the building, a conceptual layout is provided for illustrative purposes in Figure 2. Figure 2 ‐ Conceptual building layout
Having established the preferred project concept, subsequent sections of this report will assess associated development considerations and evaluate the financial feasibility of the project.
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DEVELOPMENT CONSIDERATIONS A number of development considerations were examined as part of the project concept evaluation process. These included a review of possible development opportunities, options for procuring the project, as well as technical/servicing considerations. This section of the report also examines required land use approvals and sustainability features associated with the preferred project.
Potential development opportunities Based on existing needs, community amenities and consultation feedback, a project location within a hamlet setting and close to amenities services was considered most desirable. The utilization of Township property was also seen as beneficial for financial reasons and as a result, staff identified 6 surplus properties for consideration. Three properties in Plevna (see Figure 3) and 3 properties in Cloyne (see Figure 4) were examined as part of this review. In addition to preliminary technical reviews, site visits were also conducted to assess potential for each prospective development opportunity. As a preliminary level assessment, the results of these reviews are discussed in general terms and results noted below. The parcels identified by the Township were assessed against their potential to address site requirements for the project while still maintaining reasonable proximity to established settlement areas and services. Redevelopment and acquisition/rehabilitation options were deemed to be less attractive due to the limited opportunities and economic/operational factors and as such, were not evaluated as part of this business case process. New construction on appropriate vacant lands within established settlement areas is considered the most appropriate option because it:
does not require extensive land assembly with multiple parties in order to effect
provides more financial and design flexibility to configure spaces in accordance with the preferred building concept
avoids any potential issues associated with adaptive re‐use or demolition of existing structures (i.e., code issues, designated substances, servicing and HVAC constraints, etc.)
better suits the visitability/accessibility requirements of the project in a single storey configuration due to larger available site areas
The assumed floor plate of 4,000 square feet and lot requirements for septic system services and water well separation distances mean that the minimum lot size for the preferred project concept in a single storey configuration would be in the order of 2+ acres, depending on soils conditions and surrounding uses. There are limited options in terms of vacant parcels within settlement area boundaries – whether municipal or otherwise ‐ that could meet these requirements. While options do exist beyond these boundaries, they would situate a prospective project further from the community services, amenities and conveniences that may be available.
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Figure 3 ‐ Potential sites in Plevna
Figure 4 ‐ Potential sites in Cloyne
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Site review All 6 vacant properties were examined for suitability under a new construction scenario. It should be noted that all sites would require development approvals in order to accommodate the permitted use and from that perspective, were deemed equally impacted. The initial three sites reviewed are located in Plevna and are in close proximity to one another. A number of services are available in the settlement area, including: • Library • Restaurant/market • Hardware store • Bakery • LCBO • Gas station • Community centre While further afoot, similar services are available in Cloyne (35km) and a broader range of services and amenities are available in Sharbot Lake (45km). The three municipal sites in Plevna that were reviewed are discussed below. Site #1 – Cemetery lands The site has the following characteristics: • 2.82 acres in size • 395’ frontage on Buckshot Lake Rd. • Topography is relatively flat and mainly open (some tree cover) • Current use is an active cemetery site with some residual land • Official Plan designation is Hamlet Area and Zoning is H (Hamlet) While the overall site is suitably sized, there is limited residual land available for development or expansion. In addition, situating a well and septic system would be an issue given the current land use. The site is proximal to the settlement area but only a few available amenities are nearby. In terms of land use, the site would require rezoning to RM (multiple residential) to permit the intended use and would likely need added relief to address zoning provisions (i.e. setbacks, etc.). Site #2 – Former MNR building The site has the following characteristics: • 3.04 acres in size • 350’ frontage on Buckshot Lake Rd. • Topography is relatively flat and mostly open (rear tree cover) • Current site of public library and former MNR building with residual land at rear of site • Official Plan designation is Hamlet Area and Zoning is H (Hamlet) The site is sizable and suitable for use but has existing, active uses on site which could influence residual space available for a housing use. Depending on the nature of agreements governing these current uses, there may be implications for mortgage registration for a new project due to the multiple uses/legal fabric (i.e. severance obligation). There may be opportunities to tie into existing water/septic services on‐site but these would need to be confirmed technically. Given the site layout and configuration, it should be possible to situate a new well and septic system if required. As with site #1, the site is proximal to the settlement area but only a few available amenities are nearby. In terms of land use, the site would require rezoning to RM (multiple
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residential) to permit the intended use and would likely need added relief to address zoning provisions (i.e. setbacks, etc.). Site #3 – Clar Mill Commmunity Hall The site has the following characteristics: • 3.04 acres in size • 350’ frontage on Buckshot Lake Rd. • Topography is relatively flat and mostly open (rear tree cover) • Current use on site is a community hall and an accessory building but residual land exists at the front and rear of the site • A small portion of the site at the rear falls within the 500m influence area of the adjacent waste facility and is non‐developable • Official Plan designation is Hamlet Area and Zoning is H (Hamlet) While the site is sizable, the existing/active uses on the site and the proximity of the waste facility influence zone will affect the usable area of the site. Like site #2, there could be impacts on mortgage registration due to the multiple uses/legal fabric of the site (i.e. severance obligation). It may be possible to tie into existing well and septic systems on site but this would need to be confirmed technically. Depending on project siting, it should be possible to situate a new well and septic system if deemed required. As with the other project sites in Plevna, the settlement area is in proximity but there are only a few available amenities nearby. From a land use perspective, the site would require rezoning to RM (multiple residential) to permit the intended use and would likely need added relief to address zoning provisions (i.e. setbacks, etc.). The remaining three sites reviewed are located in Cloyne. A number of services are available in the immediate area, including: • Inn • Restaurant/convenience store (3) • Post office • General store/butcher (3) • Church • Gas station (2) • Community centre • Automotive service • Library + museum While further afoot, basic services are also available in Bishops Corners (4km) and a broader range of services and amenities are available in Northbrook (10km). The three municipal sites in Cloyne that were reviewed are discussed below. Site #4 – Cloyne ball diamond The site has the following characteristics: • 5.74 acres in size • 500’ frontage on Highway #41 • Topography is relatively flat and mostly open (rear tree cover) • Current uses on site include a ball diamond, tennis courts & parking area with residual land at the rear of the property • Official Plan designation is Hamlet Area but with an MRA overlay (Mineral Resource Area)
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•
Zoning is H (Hamlet) + MX (mineral extraction) on a small part of the southeast corner of the site
There are a number of existing uses on the site, not all of which are active but these and the mineral extraction zoning could influence the usable area of the site. Partitioning the site for mortgage registration purposes may also be required (i.e. severance obligation). Given the size of the site, it should be possible to situate a new well and septic system on the property but this would need to be confirmed technically. The site is a short drive to a nearby settlement area that has some amenities. In terms of land use, the site would require rezoning to RM (multiple residential) to permit the intended use and would likely need added relief to address zoning provisions (i.e. setbacks, etc.). Site #5 – Barrie community centre The site has the following characteristics: • 2.03 acres in size • 376’ frontage on Highway #41 within a settlement area • Topography is relatively flat and open, rear shoreline • Current site uses include a community hall and museum with some residual land at the rear of the site • Official Plan designation is Hamlet Area but with an MRA overlay (Mineral Resource Area) • Zoning is H (Hamlet) There are active existing uses on site and an adjacent shoreline that would influence siting of a potential housing project. Mortgage registration could also be impacted due to the multiple uses/legal fabric (i.e. severance obligation). While there may be an opportunity to tie into existing well and septic systems, this would need to be confirmed technically. Situating a new well and septic system could be challenging due to the layout of current uses and this too would need to be confirmed technically. In comparison to other locations, the site is more immediately accessible to amenities and services. From a land use perspective, the site would require rezoning to RM (multiple residential) to permit the intended use and would likely need added relief to address zoning provisions (i.e. setbacks, etc.). Site #6 – Scootamatta Lake Road The site has the following characteristics: • 2.19 acres in size, no known legal address and proximal to site #4 • Scootamatta Lake Road bisects the site adjacent to a public works yard • Topography is relatively flat and tree covered • Official Plan designation is Hamlet Area but with an MRA overlay (Mineral Resource Area) • Zoning is H (Hamlet) The configuration of the site, road location and adjacent uses severely limit the usable area of the site. The legal status of the parcel is also in question as is the ability to situate the housing project. Accommodating a new well and septic system would be equally challenging at this location and would need to be confirmed technically. The site is a short drive to a nearby settlement area that has some amenities. In terms of land use, the site would require rezoning to
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RM (multiple residential) to permit the intended use and would likely need added relief to address zoning provisions (i.e. setbacks, etc.). Two additional non‐owned sites located outside of established settlement areas were also examined but were quickly dismissed due to their location, lack of access to services and requirements to purchase. Preferred properties Of the six sites reviewed in detail, two of the sites were deemed preferred by the Working Group, due primarily to their ability to accommodate the project concept. These are Site #2 in Plevna (former MNR site, as shown in Figure 5) and Site #4 in Cloyne (Cloyne ball field, as shown in Figure 6). Figure 5 ‐ Former MNR site in Plevna
Site #2 in Plevna has a reasonable residual area with which to work but configuration of the site would need to ensure that all uses (existing and new) could be accommodated in a workable format. Moving the former MNR building would allow the seniors project to be located in a more visible location nearer the property frontage. If parceling is required to enable mortgage registration, a location closer to road frontage would also be more appropriate. Residual lands to the rear of the site could accommodate necessary well water and septic systems but technical testing would need to confirm a suitable potable water supply. In the case of Site #4 in Cloyne, it is larger and has more residual area to work with but continued functioning of existing recreational uses on site could influence this. Reconfiguration of the site could help to arrange uses in a more complementary way. This would also help to accommodate new well water and septic systems on site, provided a potable water supply can be confirmed through technical testing. Like Site #2, parceling may be required to enable mortgage registration and this would need to be factored into site re‐configuration if that was pursued.
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Figure 6 ‐ Ball field site in Cloyne
No environmental issues are known to exist in the vicinity of the two properties in question but to ensure this, an Environmental Site Assessment would need to be undertaken as part of the due diligence process. As a vacant property, soils investigations would also be required as part of the due diligence process to confirm septic servicing parameters prior to acquisition. These costs have been included within the financial modelling. The two properties identified have a number of strategic advantages when weighed against the other vacant property options. The subject sites are:
suitable in size and have sufficient frontage to support the proposed concept have the ability to accommodate new well and septic systems if needed, but this would need to be confirmed via technical investigation proximal to settlement areas and the amenities they offer, although the Cloyne site may be better served by a wider range of amenities owned by the municipality and as such, can be re‐zoned to permit seniors housing in a more direct manner than an external organization
Preferred option and procurement With regard to development options available and given the defined project concept, there is a clear preference for developing the proposed project under a new construction scenario. Based on the range of potential local sites reviewed, there are two suitable development options that could be pursued for a senior’s housing project, one in Plevna and the other in Cloyne. Both sites present reasonable opportunities for development but both also have existing on‐site uses that would need to be resolved. Both sites also would be subject to appropriate due diligence investigations to confirm suitability in terms of water and
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septic servicing. While each site is situated on the periphery of an established settlement area, there is reasonable access to basic amenities. Both sites appear to be able to accommodate the building form/size currently envisioned but any potential future expansion would need to accommodate incremental servicing and land use requirements. While the preferred sites are comparable in many ways, the Cloyne site is larger and has access to a broader range of services, making it slightly more workable from a development perspective. Typically under a new construction scenario of this type, procurement of the project would be pursued through a formal tender and fixed price construction contract. To help guide the development process, a proponent would also engage an experienced development consultant. The role of the consultant would be to guide the proponent through the development process, from initial concept and feasibility testing through to construction and move‐in. As part of this process, the proponent would also engage an architect to undertake project design. Once design drawings and construction documents were developed and approved, the project would be tendered for pricing, either by invitation or by public tender call. This would encourage competitive pricing for the project among qualified local contractors. This is a standard procurement approach and one that is commonly used where public funds are involved. Financial modelling assumptions have assumed a typical design and tender process with conventional construction techniques. As such, pro forma figures include development consultant, architect and contractor estimates. Only 5 units are anticipated under this initial concept but it would be prudent to design allowing for the potential expansion of the project in the future. In that regard, initial project siting should have regard for the requirements of any possible future expansion. The same holds true for the design and siting of the septic system. A wide range of septic technology exists and it would be advisable to design‐in the potential for future expandability for this system to help make most efficient use of the site area.
Servicing & technical considerations As noted, there are technical and service considerations associated with project development, many of which must be considered as part of the due diligence process prior to property acquisition and configuration. In the case of the proposed project, the most basic of these is the requirement for an Environmental Site Assessment (ESA). A phase 1 ESA would be undertaken as a screen to determine if there are any potential environmental issues associated with the property. This is primarily due to legislation around environmental liability which places obligations on property owners in regards to found contaminants. While no known environmental conditions exist for the property options identified through this study, if any were discovered through the phase 1 process, a determination would need to be made as to whether to proceed with the lands in question. The current financial pro forma has allowed for a phase 1 ESA but has not included an allowance for any environmental remediation. A second consideration is soil conditions, particularly as they relate to septic system requirements. It is assumed that a class 4 septic system would be required for the project in order to meet legislated requirements. Given the vacant rural location of the proposed project, it is assumed that this system would be comprised of a distribution tank and filter bed. The size and design of such systems are based on anticipated flow calculations as well as the type and quality of the filter medium used. For that reason, the
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condition of the soils on site are a key factor in determining septic system requirements. Pro forma assumptions have allowed for soils testing that will assist in determining septic system requirements. These same studies could also be used in determining structural bearing requirements for footings and site works. Given the preference for a single storey slab‐on‐grade form with wood frame construction, these requirements are anticipated to be quite minor. It should be noted that emerging technologies are continuing to expand the range of available options to address septic requirements. In many instances, these options serve to enhance efficiency by reducing the site area necessary for treatment/filter medium, thereby promoting more efficient use of land. While pro forma assumptions have allowed for a basic tank and distribution system, the result of soils analysis may identify other potential options for consideration. This would include consideration of options that could be expanded in the future to accommodate additional units. Given the siting restrictions for septic systems, it will be important to consider design options early in the development process to help inform site configuration and layout. A sizable allowance has been provided in the pro forma to account for septic design and installation. In the case of the Plevna site, it may be possible to tap into an existing septic system on site but technical testing would be required to confirm if this was a viable option. A third consideration for the project is potable water. In both instances, there may be an existing well on site that could be utilized but this would need to be confirmed via technical testing. Given the nature of well water regulations, it may be prudent to consider drilling a new well specifically for the housing project and in that regard, an allowance has been provided in the pro forma for this expense. Where there is consideration for a possible future expansion to the project, associated water requirements should be factored into well siting. Hydro servicing would also need to be confirmed as part of the pre‐acquisition checklist. Through the site visit process, a visual check indicated proximity to hydro service for each of the preferred sites. However, capacity and access points for service would need to be confirmed once siting and building location are confirmed. A modest connection fee has been assumed in the pro forma construction figures. Natural gas is not currently available in Plevna or Cloyne and as such, residential heating is commonly provided through electric, oil or propane sources. Renewable energy sources are also possible (e.g. solar, wind) but would have to be evaluated on a cost/benefit basis given the small scale of the project.
Land use approvals Land use approvals can play a significant role in project development, depending on prevailing rules and regulations. A review of local land use documents confirmed that a number of land use approvals may be required to facilitate the proposed project at the preferred sites. These include: Severance – The preferred sites each have residual vacant land mixed with other existing uses. The continued operation of these other uses on‐site may precipitate the need to partition the project sites. This obligation may arise in part due to the need to register security for mortgage lending for the new project which could in turn, require a severance for mortgage purposes. Given the nature of the project, it is not anticipated that issues would be encountered in securing this approval.
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Official Plan Amendment (OPA) – The preferred sites are designated “Hamlet Area” under the Township’s Official Plan and there are a broad range of permissions under this designation. A small portion of the Cloyne site is also designated “Mineral Resource Area” which is intended to protect mineral resources. Depending on the application of these policies, an OPA may be required for the Cloyne site if resource issues are flagged but these are not anticipated. If a site‐specific OPA is required, additional studies may need to be submitted in support of the OPA (e.g. mineral resources report) above and beyond the application and planning rationale. Zoning Bylaw Amendment (ZBA) – Under the current zoning bylaw, the preferred sites both fall within the “Hamlet” zone which does not allow for the proposed multi‐residential use. As such, a site‐specific ZBA would be required to re‐zone the lands to Multiple Residential (RM) to permit the development of a senior’s multi‐unit housing facility. In addition, the Cloyne site is also designated in part as Mineral Extraction (MX) which would also need to be addressed through the ZBA process. Based on final building, well and septic system design, relief from other performance standards may be required and these could be handled as part of the same ZBA application. In order to expedite approvals and given the common issues involved, IF an OPA is required it would be prudent to make application for both the OPA and ZBA concurrently. Building Permit – As part of the construction process, a building permit would be required, ensuring that the project was designed in conformity with the Ontario Building Code. While this approval is typically straight forward, the confirmation of septic system design would be required before a permit could be issued. As such, the approach to servicing would have to be confirmed prior to application for a building permit. As a proponent of the senior’s housing project and as the approval authority, it is not anticipated that the Township would have issues in supporting the land use approvals for the proposed project. That said, there are mandatory public consultation requirements associated with most of these approval processes and rights of public appeal on municipal decisions. Appeals of decisions could result in delays and add costs to overall project development. Provided that care was taken in addressing the concerns of neighbours through the planning process, it should be possible to secure necessary approvals. Each of the approvals processes also involve the remittance of fees which would add development costs to the project. Given the small scale of the project and since the Township is a primary proponent of the project, it is assumed in pro forma modelling that application fees would be waived by the Township.
Sustainability An important lens for project development is the County’s sustainability principles, as articulated in “Directions for our Future: County of Frontenac Guide to Sustainability”. A stated objective of this business plan is to ensure that the proposed project concept supports sustainability objectives. In comparing the proposed project concept with “Directions for our Future”, it’s clear that a number of objectives are being promoted across a range of sustainability areas. These include:
Land use planning/management – the efficient and orderly development of vacant lands in a compact footprint, allowing for future expandability as warranted
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Energy – the inclusion of energy efficient building features and conservation measures that can be adapted over time (e.g. low voltage lighting, occupancy sensors in common areas, etc.)
Water – having safe, effective waste management systems (i.e. septic) that protect groundwater and features that promote conservation (e.g. low flow faucets, toilets)
Solid waste management – reduction in solid waste through the use of recycling and composting
Transportation – encouraging walkability and pedestrian access to settlement areas where possible
Housing – providing more diversity in housing choice, encouraging ‘aging in place’ for area residents and promoting quality, compact design
While pursuing sustainability practices is a prime consideration of the County, it is recognized that utilizing certain green and renewable energy technologies can be cost‐prohibitive for projects of a smaller scale. In these instances, the payback period can be unrealistic for the upfront investment required. For that reason, practical, modest cost features are encouraged to promote energy efficiency. These can include things like:
Solar orientation of the building
Added insulation in roof and walls
Efficient thermal windows and doors
High efficiency HVAC systems
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FINANCIAL FEASIBILITY A key part of determining a project’s viability involves assessing its financial feasibility. At the initial concept phase, this feasibility is based on preliminary assumptions, recognizing that a project’s composition can change as the concept is refined. Throughout a project’s development, this feasibility is tested repeatedly at key milestones as estimates, costs and assumptions are refined. This process enables continued viability checks leading up to the point of construction and allows for decision‐making at key milestones as to whether to proceed. For the purposes of this business plan, financial feasibility has been based on preliminary estimates and assumptions that reflect the current project concept. It is fully expected that as this concept evolves, financial parameters would need to be reviewed and re‐tested to ensure continued viability. Two development scenarios have been created to test project viability: Option 1 includes 2 one bedroom units funded through a program similar to the Investment in Affordable Housing (IAH) capital funding program. In this scenario, rents for funded units are set at 80% of average market rent (AMR), receiving $150,000 per unit. The remaining 2 one bedroom units and the lone two bedroom unit rents are set at the AMR and do not receive capital funding from this program. Under this scenario, the agreed County commitment of $330,000 is required to make it financially feasible. Option 2 does not receive capital funding from an IAH‐type program. Rent amounts for units are set at similar levels as under Option 1 with both AMR and below AMR rents. The outcome of this scenario requires an estimated equity contribution of about $475,000 beyond the agreed County commitment of $330,000 to make it financially feasible and to offset the absence of the IAH‐type capital funding mentioned above.
Project assumptions/parameters As an integral part of the business plan, the project must demonstrate financial self‐sufficiency in order to attract financing commitments. Therefore, the pro forma must clearly show that the operation of the project will generate sufficient revenues to cover debt service (i.e. mortgage), operating costs and funding of a capital reserve, all while achieving a positive debt service ratio. In order to achieve operational viability, capital costs and associated borrowing requirements must be minimized where possible. Contributions to offset capital costs are also used to reduce debt service costs for the project (i.e. mortgage payments) and in that regard, a number of funding sources have been identified to meet these costs. General assumptions utilized in the financial analysis of the project are as follows:
5 units total – 4 one bedroom units (600 sf/unit) and 1 two bedroom (800 sf/unit)
Total buildable area – 4,000 sf (GFA), including modest amenity space
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Building construction – single storey slab on grade, wood frame with standard sloped roof
Servicing – Private well and septic system
Procurement ‐ design/tender (stipulated price contract)
Financing – conventional mortgage via private lender with CMHC insurance
Contributions – fees waivers and land provided by Township, capital contribution from the County, IAH‐type funding for 2 units ($150,000 x 2 = $300,000) for option 1 only
Owner status – municipal corporation
Using these guiding assumptions, a financial plan for the proposed project has been established and tested for feasibility. The following sections identify the estimated capital and operating costs of the proposed project as well as the funding and capital equity requirements. In addition to detailed assumptions that are discussed in the sections following, summary pro forma tables are also provided in Appendix A that help to clarify the basis for the estimates used.
Estimated capital budget Capital costs are those costs associated with establishing the project and include land, construction and related development costs. The table below is a general summary of the overall estimated capital costs for the proposed senior’s housing project for Option 1 (funded units). Estimated Capital Budget – Option 1 (2 units funded under IAH‐type Program)
Capital Costs Soft Costs Building Consultant Costs Site Costs Legal and Organizational Costs Financing Costs Fees and Permits Contingency SOFT COSTS TOTAL
$172,134 $80,795 $24,013 $32,521 $15,750 $14,668 $339,879
Hard Costs Construction Costs Land Costs HARD COSTS TOTAL
$1,016,153 $50,000 $1,066,153
HST (include in above lines) TOTAL CAPITAL COSTS
$148,763 $1,406,032
The total capital costs for the proposed project under this configuration are estimated to be $1,406,032. This total includes hard costs (land and construction) of $1,066,153 and soft costs of $339,879. It also includes an HST amount of $148,763. Details regarding component capital costs are identified below. Total capital costs would be offset by the financial resources and funding outlined in Section 5.4.
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Estimated Capital Budget – Option 2 (no units funded under IAH‐type Program)
Capital Costs Soft Costs Building Consultant Costs Site Costs Legal and Organizational Costs Financing Costs Fees and Permits Contingency SOFT COSTS TOTAL
$154,054 $80,795 $24,013 $17,348 $15,750 $55,283 $305,068
Hard Costs Construction Costs Land Costs HARD COSTS TOTAL
$1,016,153 $50,000 $1,066,153
HST (include in above lines) TOTAL CAPITAL COSTS
$146,683 $1,371,221
As illustrated above, the total capital costs for the proposed project under Option 2 (not funded) are estimated to be $1,371,221. This total includes hard costs (land and construction) of $1,066,153 and soft costs of $305,068. It also includes an HST amount of $146,683. Details regarding component capital costs are identified below. Total capital costs would be offset by the financial resources and funding outlined in Section 5.4.
Soft Costs Soft costs account for the many items/tasks necessary to design and bring the project to the point where construction can occur. Soft costs for the proposed project are assumed to include:
Building consultant costs – includes architect, development consultant and quantity surveyor costs as well as associated disbursements
Site‐related costs – includes site surveying, technical testing and a phase 1 environmental site assessment as well as septic system and well installation
Legals and organizational expenses – includes legal and organizational expenses as well as capital audit, appraisal and property taxes during construction
Financing costs – includes interest during construction as well as lender fees and mortgage insurance premiums (CMHC insured mortgage)
Fees and permits – these include development application fees and building permit fees (offsets for these costs are identified in Section 5.4)
Contingency ‐ a contingency of 5% has been included to account for unforeseen soft cost variances
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Hard Costs Hard costs account for land, construction and associated costs for building and fitting up the project. For the proposed project, hard costs are assumed to include the following:
Construction costs – base costs are assumed at $200/sf (GFA) and reflect build‐on‐site construction
Site servicing – includes costs for hydro connection fees
Appliances ‐ includes costs for in‐unit appliances (fridges/stoves) as well as washer/dryer facilities in the common area
Escalation and contingency – assumed at 10% of construction cost + site servicing costs to account for unforeseen costs/charges
Land – assumed cost of $50,000 (owned land used as equity)
Harmonized Sales Tax – assumed as applicable for total capital costs
Estimated operating budget Once built, there are on‐going costs associated with operating and maintaining a project. The tables following provide a general summary of the overall estimated operating costs for the first year of operation for the proposed senior’s housing project. These can be summarized as follows: Option 1 (funded units)‐ The total operating costs for the proposed project under this configuration are estimated to be $46,212. This total includes maintenance and administration costs, as well as mortgage costs and capital reserve contributions. HST payable and associated rebates have also been factored into these costs. Net revenues are projected at $49,476 and include rents, laundry revenues and vacancy loss. As a result, a net annual surplus of $3,264 is projected which translates into a debt coverage ratio of 1.12, which demonstrates financial feasibility. Details regarding component costs and revenues are identified in the section that follows. Option 2 (not funded) ‐ The total operating costs for the proposed project under Option 2 are estimated to be $44,322. This total includes maintenance and administration costs, as well as mortgage costs and capital reserve contributions. HST payable and associated rebates have also been factored into these costs. Net revenues are projected at $49,476 and include rents, laundry revenues and vacancy loss. As a result, a net annual surplus of $5,154 is projected which translates into a debt coverage ratio of 1.21, which demonstrates financial feasibility. Details regarding component costs and revenues are identified in the section that follows.
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Estimated Year One Operating Budget – Option 1 (2 units funded under IAH‐type Program)
Operating Budget Estimated Operating Revenue Rental Income from Tenants Laundry Revenue Vacancy Loss Total Operating Revenue Estimated Operating Expenses Maintenance – Wages, Materials and Services Heat & Water Electricity Property Management Fee Other Administrative Materials & Services Capital Replacement Reserves Contribution Insurance Property Taxes HST HST Rebate Mortgage Payments Total Operating Expenses Net Operating Income Debt Service Debt Coverage Ratio NET OPERATING PROFIT/LOSS
$49,666 $1,300 ‐$1,490 $49,476 $3,250 $0 $1,000 $5,366 $0 $2,039 $1,250 $6,000 $2,458 ‐$2,126 $26,975 $46,212 $30,239 $26,975 1.12 $3,264
Estimated Year One Operating Budget – Option 2 (no units funded under IAH‐type Program)
Operating Budget Estimated Operating Revenue Rental Income from Tenants Laundry Revenue Vacancy Loss Total Operating Revenue Estimated Operating Expenses Maintenance – Wages, Materials and Services Heat & Water Electricity Property Management Fee Other Administrative Materials & Services Capital Replacement Reserves Contribution Insurance Property Taxes HST
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HST Rebate Mortgage Payments Total Operating Expenses Net Operating Income Debt Service Debt Coverage Ratio NET OPERATING PROFIT/LOSS
‐$2,126 $25,085 $44,322 $30,239 $25,085 1.21 $5,154
Operating Revenue The operating revenue refers to the on‐going income for the project and would include such components as rental income, sundry income and funding contributions. The sources of revenue during the operational phase of this senior’s housing development are expected to include only rental income from tenants and laundry revenue. Operating revenues in the first year are assumed to include the following:
Rental income – rents are based on surveyed market rents for the North/Central Frontenac area
Laundry revenue ‐ laundry revenue generated from coin‐operated machines has been estimated at $1,300 annually
Vacancy loss – throughout a typical year, vacancies can occur due to the timing of move‐ins and move‐outs. An allowance of 3% of revenue has been used to account for this loss.
While not defined in first year budget figures, it is anticipated that the annual increase in tenant income will be based on the average rate of change of the Ontario Rent Increase Guideline over the last five years.
Operating Expenses Operating expenses include regular day‐to‐day costs for running the housing project, such as maintenance and services, utility costs, property taxes, landscaping, property management, insurance, administrative materials and services, HST and contributions to a long‐term capital replacement reserve fund. Estimates of operating expenses for the proposed project have been developed using data from projects of a similar nature. The total operating expenses for the proposed project are estimated for the first year to be $46,212 for option 1 and $44,322 for option 2 and are comprised of the following notable items:
Maintenance, administration, insurance and property management – Cost estimates are based on average per unit costs in actual projects and assume the use of contract or part time staff for necessary duties, given the small scale of the project.
Utilities – have been assumed for hydro in common areas only as it is expected that heat and hydro for individual units would be paid directly by tenants.
Capital Replacement reserves – in accordance with CMHC mortgage insurance requirements and prudent practice, an annual contribution to the project’s capital reserve fund is assumed in an amount equal to 4% of total operating revenue. This reserve would be used to fund future lifecycle capital repair costs as needs arise.
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Property taxes – property taxes for all units have been assumed at the current multiple residential rate. However, it may be necessary to provide property taxes at a reduced rate. Under past programs, taxes for the funded units would need to be equivalent to the single residential rate to qualify for funding. This would require a formal tax reduction by the Township and County.
Harmonized Sales Tax – applicable HST has been assumed as well as an associated rebate. The rebate is equivalent to that permitted by municipal providers.
Mortgage payment – Option 1: An annual mortgage payment of $26,975 has been assumed based on the projected lending amount ($584,102), a 35 year amortization period and an interest rate of 3.00%. Option 2: An annual mortgage payment of $25,085 has been assumed based on the projected lending amount ($376,090), a 25 year amortization period and an interest rate of 4.50%.
Preferred rates and amortization are assumed under Option 1 as the mortgage would be CMHC insured but held with a private lender. Consideration could also be given for self‐financing by the Township or County as this could result in savings to the project for financing costs.
While not expressed in the first year operating budget, expenses for maintenance, other administrative materials and services, insurance and property taxes are assumed to increase by 2% per year. This is based on the 5 year average rate of increase in the Consumer Price Index. Other expenses, such as hydro, are assumed to increase by 4.34% annually based on the five‐year average rate of increase in the Consumer Price Index for utilities.
Funding/capital requirements As an affordable housing project, there typically are contributions, fee relief and/or funding that is required in order to ensure affordability and maintain financial viability. These contributions provide an important revenue bridge between the lending capacity of the project and total costs. The table below provides a general summary of the sources of funding that have been assumed for the proposed senior’s housing project. Anticipated Project Contributions – Option 1 (2 units funded under IAH‐type Program)
Contributions HST Rebate Fees and Charges Waived Capital Grant from the County IAH Funding Equity Contribution (land) TOTAL CONTRIBUTIONS
$128,680 $13,250 $330,000 $300,000 $50,000 $821,930
Anticipated Project Contributions – Option 2 (no units funded under IAH‐type Program)
Contributions HST Rebate Fees and Charges Waived Capital Grant from the County IAH Funding Equity Contribution (land + cash) TOTAL CONTRIBUTIONS
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$126,881 $13,250 $330,000 $0 $525,000 $995,131
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Many of these contributions involve waivers of municipal fees/charges while others involve eligible tax rebates or cash contributions. Details regarding contributions are identified below.
HST Rebate – The project has been assumed as sponsored by a municipal entity and as such, the project would be entitled to receive a 78% PST rebate and a 100% GST rebate, resulting in a total HST rebate of $128,680 for development option 1 and $126,881 for option 2.
Wavier of Planning/Building Fees and Development Charges – As a County and Township‐supported project, it is assumed that municipal contributions in‐kind that enhance financial viability would be welcome. Accordingly, it has been assumed that municipal fees for required land use planning approvals, building permit fees and development charges, estimated in the order of $13,250 would be waived for both development options of the project.
Capital Grant from the County – In accordance with the terms of reference for the business plan and based on funding allocated for seniors housing by the County, it has been assumed that the project would receive a capital grant of $330,000 from the County of Frontenac
Land Value – The Township is assumed to own the property for the project and as such, the value of the property would be deemed an equity contribution to the project at a value of $50,000.
Equity Contribution – Based on current estimates of total project costs, potential contributions and assumed debt service capacity, no capital shortfall is projected for development option 1. For development option 2, a total equity contribution of $475,000 is required to make the project financially viable, primarily given the absence of IAH‐type funding. This equity could be secured in the form of an additional cash contribution, fund raising or some combination thereof.
Financial viability The financial plan outlined above presents capital and operating budgets that result in a feasible and self‐ sustaining project used current assumptions. Based on these estimates, total project costs would be in the order of $1.4M for development option 1 and $1.37M for option 2. Funding for development costs in option 1 would be provided through conventional financing of approximately $584,102, and a range of project contributions/rebates totaling $821,930. For option 2, these costs include $376,090 in mortgage costs and contributions and rebates totalling $995,131. Operationally, development option 1 is estimated to have an initial annual operating cost of $46,212 which would be offset by rents and revenues in the order of $49,476. This would result in a modest annual operating surplus of approximately $3,264. Calculations show that, based on this operating cost structure, the project would achieve a debt coverage ratio of 1.12, demonstrating that it is financially viable. Development option 2 is estimated to have an initial annual operating cost of $44,322 which would be offset by rents and revenues in the order of $49,476. This would result in a modest annual operating surplus of approximately $5,154. Calculations show that, based on this operating cost structure, the project would achieve a debt coverage ratio of 1.21, demonstrating that it is financially viable. That said, viability assumptions do rely on a number of contributions and fee relief to help defray project costs. These contributions would require the support of both the Township and the County in order to be realized.
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Going forward, it will be critical to re‐test assumptions as cost and revenue estimates are refined. This will help ensure that as the project concept evolves, options to maintain financial viability can be considered and applied as needed.
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GOVERNANCE An important consideration in moving forward with the proposed project is understanding how it will be sponsored and operated on an on‐going basis. This has implications not only for basic operations and sustainability but can have an impact the financial assumptions for the project. Following is a review of key governance issues.
Project ownership/oversight The project sponsor – the owner – has a fundamental role in the development and long term success of the project. Typically for a project of this nature, an established non‐profit housing organization would be a prime sponsor. The experience they have in project operations and property management would be highly beneficial. The one local organization with experience in the ownership and management of affordable rental housing is North Frontenac Non‐Profit Housing Corporation (NFHC), which owns and operates a number of building in and around the Sharbot Lake area. Based on preliminary discussions, the Corporation may have an interest in some form of involvement in the project. Their expertise and experience in property management of affordable housing make them well suited to be retained as the property managers for the project. This should be strongly considered. While the Township may be best suited to own the project, any form of involvement in the ownership of the building by the NFHC would need to be discussed with their Board and senior staff. One alternate approach which could be considered in view of the interest of the Township and NFHC in the project would be the creation of a separate, legally distinct non‐profit housing corporation that has representation from both organizations on its Board of Directors. This mix of representation on the Board of the corporation would facilitate arm’s length local oversight while at the same time compartmentalizing liability and risks associated with operations. The on‐going involvement of the Township would further help to provide stability and continuity for the project. The stability of this alternate approach is seen as highly desirable in getting the project up and running where the Township does not want to take on ownership responsibilities.
Planned approach to management As noted above, North Frontenac Non‐Profit Housing Corporation possesses the experience and expertise to undertake the property management and maintenance of a building of this nature. Given the modest size of the project, this involvement would be on a part‐time basis. They could be retained on this basis for an annual property management fee which would be negotiated with the Board of Directors.
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MOVING FORWARD Summary of preferred concept Based on demonstrated needs, community consultation and business case analysis, the concept for a small scale seniors housing project situated in either Plevna or Cloyne has been developed. This concept has been tested and found to be viable, subject to the assumptions outlined in this report. Based on the proposed concept, the senior’s housing project would:
Be modest in scale – 5 self‐contained apartment units (4 one bedroom, 1 two bedroom) plus amenity space for a total buildable area of 4,000 s.f. (GFA)
Include basic amenity space ‐ laundry facilities (1 pair) and a small indoor common area for gathering/socialization would be provided
Accommodate seniors mobility needs – providing a safe, indoor access to apartment units while incorporating visitability and accessibility throughout units and common spaces
Support basic affordability – all units would be rental and offered at or below average market rent levels. Rents for 2 of the one bedroom units could be lowered to 80% of average market rent if IAH‐type funding is obtained from the City of Kingston.
Be procured as new construction – this approach would enable a single storey slab‐on‐grade building, with a cost‐effective double‐loaded main corridor, wood frame structure and standard sloped roof
Incorporate practical sustainability features that promote energy efficiency
Be situated on land currently owned by the Township of North Frontenac
Be procured through a formal design/tender process (stipulated price contract)
Be financed using a conventional mortgage that is CMHC‐insured in concert with an equity contribution of $330,000 from the County or, in the case of the non‐funded option, have a conventional mortgage and $330,000 equity contribution from the County as well as a further equity contribution in the order of $475,000 to achieve viability
Be owned by the Township of North Frontenac
Be managed by North Frontenac Non‐Profit Housing Corporation, should they be agreeable to take on that role.
As a result of the financial analysis, it has been determined that the project would be viable based on preliminary cost estimates, anticipated revenues and assumed contributions. While a series of land use approvals are required to permit the intended use, there do not appear to be any significant barriers to securing these approvals. Prior to acquiring the project site, due diligence testing would be required to ensure that no environmental concerns or project servicing impediments exist. Based on an initial scan of current conditions and background information, no impediments are anticipated. Viable project governance options exist, the most plausible of which would see ownership of the project by the Township and management of the project by NFHC, an experienced local housing provider.
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Process/critical path While preliminary feasibility of the project concept has been demonstrated, there are a number of steps necessary to advance the project. Moving forward through these steps, there are a number of decision points where the plausibility of advancing would need to be reconfirmed as the project concept is refined. Initially, this would involve steps confirming the parameters for moving forward from the initial feasibility testing, including the following tasks:
Confirm decision to move forward – in addition to endorsing the business plan, this task would involve securing development consulting expertise to advance the project
Confirm decisions with regards governance/oversight – this would involve defining the Township role in the project going forward, as well as pursuing incorporation of the sponsor entity (if the alternate approach is preferred). Discussions would be required with the Board of North Frontenac Non‐Profit Housing Corporation about potential representation on the Board of Directors if this approach was pursued.
Determine which of the preferred sites will be used for the project – this would involve cursory investigations to determine the technical capacity of each site to meet private servicing needs and accommodate multiple uses. Based on this review, the project site would be selected for advancing pre‐development work.
Enter into discussions with North Frontenac Non‐Profit Housing Corporation about property management – this would involve meeting with NFHC to determine their interest in assuming the role of property managers of the building
Confirm initial funding commitments – to enable project planning, County and Township contributions would need to be confirmed. Access to financing would also need to be confirmed on a preliminary basis as well as the funding/resources necessary to undertake the next stage of pre‐development work. The City of Kingston would also need to be approached regarding the availability of IAH‐type funding.
With these activities completed, a decision regarding proceeding/not would be made in order to move forward to the pre‐development stage. Under this phase, the following activities would be required to advance development of the project to the point of construction commitment:
Assemble technical/design team – this would involve identifying or recruiting development team members, including a project architect and technical testing specialists
Formalize project design – preliminary design drawings would be developed for comment and subsequent refinement in accordance with the finalized project concept
Complete due diligence for land – in order to finalize site acquisition, environmental and technical testing would need to be conducted to formally confirm that no development constraints existed
Confirm specific service requirements – having confirmed technical parameters and preliminary design, final servicing designs would be developed for well, septic systems and utilities into the site
Re‐confirm costs, funding and mortgage financing – in addition to updated pro forma figures, a conditional financing commitment would be secured to confirm financial parameters prior to tendering
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With these activities completed, a decision regarding proceeding/not would be made in order to move forward to the construction stage. Under this phase, the following activities would be required:
Prepare contract documents for bidding – final design drawings and accompanying specifications would be developed for tendering purposes
Tendering for construction pricing – contract documents would be tendered for pricing to qualified bidders and results would be evaluated against budgeted construction costs. Both conventional contractors and modular contractors could be invited.
Reconfirm financing and project commitment – final budget adjustments would be made based on tendered costs to secure final financing approvals, thereby enabling owner approval for project commitment to proceed with construction
Negotiate construction contract and commence construction – with approval in hand, a standard construction contract would be executed with the selected bidder
Construction monitoring – through the construction process, regular progress reviews would be undertaken to track progress against the building schedule as well as costs versus budget
Pre‐occupancy planning – during the construction phase, planning would be undertaken in order to prepare for tenant move‐in and project operations
Post‐occupancy wrap‐up – with the conclusion of construction and the subsequent certification for project occupancy, capital cost reconciliation, HST self‐assessment, warranty inspections, etc. would be completed in order to close out the capital development phase of the project
Key elements & critical success factors As noted, there are a number of tasks require to move the project forward through successive stages of development. Each stage is punctuated with a decision point on whether to proceed or not to the next stage. While this progressive process lays out a stepwise approach to move from initial viability through to construction, there are some fundamental success factors that are key ingredients for realizing the proposed project. Having these elements in place goes a long way to supporting project viability. Key elements required for a successful project include:
Allocating sufficient resources – having the funds/resources to undertake pre‐development work and advance through construction is essential to the success of the project
Having a clear governance/accountability framework – during development and after occupancy, having a clear and straight‐forward decision‐making structure for oversight
Acquiring strong technical expertise – through the development process, a range of technical issues must be addressed/overcome and having an experienced team is key to staying on track
Securing access to financing – securing financing is a critical component to meeting the financial obligations of development
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AGENDA ITEM #d)
APPENDIX A – PRO FORMA DETAILS Option 1 – Funded Model Option 2 – Non‐Funded Model
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AGENDA ITEM #d)
CONFIDENTIAL - for internal use only
Project Statistics
Pro Forma Version: NF seniors (1 x 5 unit pod ) FUNDED v1.2
Sponsor Group: Project Address: Project Type:
NF seniors (municipal) TBC - assumed on vacant lands New construction - mixed affordability Rental tenure. Minimal ancillary space new private services required
Site Area: Building footprint: Site Coverage:
87,120 s.f. 4,000 s.f. 4.6%
Units
(2 acres, owned)
of Units Unit Size (SF)
Rental (assist) one bedroom one bedroom (mod.) two bedroom Rental (market) one bedroom two bedroom Total Units
Pro forma use: initial modelling - v 1.2 Summary as at: 2019-05-10
2 0 0
600 0 0
2 1 5
600 750
Construction Period: 8 months (est.)
Rent/charge per Rent as % of AMR month
Unit Size (m²) 0 0 0
$ $ $
665
$ $
832 1,144
100.00% 100.00%
$ $ $ $ $ $
Comments
832 assumed at BMR 832 assumed at AMR 1,144 assumed at AMR
*AMR based on results of rental survey of private units in CF area+ 4%
Revenue Annual Rent/charge Revenue Rental revenue (BMR) $ 15,970 Rental revenue (market) $ 33,696 Total occupancy revenue $ 49,666
GFA allocation
(SF)
(m²)
Total GFA of Dwelling Units Residential circ. space Other res. amenity space Non-residential space Commercial rental space Total Building Area
3,150 350 500 0 0 4,000
0 0 0
Parking Surface parking spaces Sheltered parking spaces U/G parking spaces Total spaces
79.98% #DIV/0! #DIV/0!
AMR*
Res.
% of Total Comments Space 78.75% units only 8.75% incl. halls, stairs, vestibule, etc. 12.50% common room/amenity (incl. laundry) 0.00% offices/admin space 0.00% 100.00%
0 0
Non Res.
% of total If @ AMR 32.2% $ 19,968 33,696 67.8% $ 100.0% $ 53,664
Total
8
0
8
0
8 ZBL requires 1.5/unit for apt. uses 0 0 8
PRO FORMA SUMMARY - Key indicators Capital Expenses Land $ 50,000 3.6% Soft costs $ 339,879 24.2% Hard costs (const.) $ 1,016,153 72.3% Total $ 1,406,032 100.0% Capital Contribution - other (county) Revenues equity $ 821,930 58.5% financing $ 584,102 41.5% Total $ 1,406,032 100.0%
cap. percent
Operating - year 1 Revenues Generated $ Supplemented $ Total $
50,966 50,966
100.0% 0.0% 100.0%
Operations $ Mortgage $ Total $
19,237 26,975 46,212
41.6% 58.4% 100.0%
Net surplus $
3,264
7.1%
NOI $
30,239
Expenses
DCR
1.12
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Comments
AGENDA ITEM #d)
CONFIDENTIAL - for internal use only
SOFT COSTS
NF seniors (1 x 5 unit pod ) FUNDED v1.2
Building 1 Architect, Engineer, Landscape 2 Cost Consultant (Quantity Surveyor) 3 Development Consultant 4 Planning Consultant 5 Other 6 Other - septic system design 7 Other 8 HST 9 Building Sub-total
Res. $71,131 $16,000 $60,200 $0 $0 $5,000 $0 $19,803 $172,134
Non-Res.
Site 10 Building and/or Property Appraisal 11 Topographic Survey 12 Boundary Survey(s) 13 Geotechnical Assessment 14 Environmental Site Assessment 15 Stormwater Management Study 16 Noise study 17 Traffic study 18 Other - well drilling/testing 19 Other - install septic system 20 HST 21 Site Sub-total
Res. $5,000 $2,500 $2,500 $8,500 $5,000 $0
Non-Res.
Legal and Organizational 22 Legal Fees - land/development 23 Legal Fees - contracts/agreement 24 Organizational Expenses 25 Marketing/Rent-up 26 Board/Org. Insurance 27 Capital Cost Audit 28 Other - FMV appraisal for HST 29 Other 30 Other 31 HST 32 Legal and Organization Sub-total
Res.
Financing Costs 33 Interest on Bridge Funding (pre-cons.) 34 Interest During Construction 35 Lender’s Application Fee 36 Lender’s Legal Fees 37 Lender’s Mortgage Advance Fee 38 CMHC Mortgage Ins. Application Fee 39 CMHC Mortgage Ins. Premiums 40 Other - Title insurance for land sale 41 Other 42 Other 43 Financing Costs Sub-total
Res.
Fees and Permits 44 Official Plan amendment fees 45 Zoning By-law amendment fees 46 Minor varinace/severance fees 47 Site Plan Approval Fees 48 Development Charges - Regional 49 Development Charges - Local 50 Development Charges - School Levy 51 Development Charges - Other 52 Impost Charges (water/sewer) 53 Water meter charges 54 Parkland Dedication Fees 55 Cash-in-lieu of Parking 56 Demolition Permit fees 57 Building Permit Fees 58 Occupancy Permit Fees 59 Property Taxes During Construction 60 Other - allowance for ancillary fees 61 Other 62 Other 63 HST 64 Fees and Permits Sub-total
Res. $1,000 $750 $750 $750
Soft Costs Summary 65 Soft Costs before HST (Sub-total) 66 HST on Soft Costs (Sub-total) 67 Soft Costs incl. HST 68 Soft Cost Contingency 69 Soft Costs Total
Res. $293,351 $31,860 $325,212 $14,668 $339,879
$8,000 $40,000 $9,295 $80,795
$0 $0
Total Comments $71,131 est. allowance, incl disbursements $16,000 assumed as required $60,200 est. allowance, incl disbursements $0 incl. in dev cons. allowance $0 $5,000 technical design for new system $0 $19,803 $172,134
$0 $0
Total Comments $5,000 for financing purposes $2,500 $2,500 may be rqd. $8,500 bearing/soils and hydrogeo analysis for servicing $5,000 ESA Phase 1 only $0 $0 assumed n/a $0 assumed n/a $8,000 assumed for 1 new water well $40,000 est.for new septic system + approvals (KFL&A) $9,295 $80,795
Non-Res.
Total
$0 $10,000 $1,000 $500 $1,250 $5,000 $3,500
$2,763 $24,013
$0 $0 Non-Res.
Total
$8,650 $2,500 $2,500 $2,100 $1,000 $15,771 $0
$32,521
$0 Non-Res.
Comments $0 $8,650 estimated $2,500 est. only $2,500 est. only $2,100 est. at $350/draw for 6 draws $1,000 $200/unit $15,771 4.5% of loan value for non-funded units $0 n/a - already owned $0 $0 $32,521
$0
Total Comments $1,000 OPA rqd., fees per bylaw 70-18 $750 ZBA rqd., fees per bylaw 70-18 $750 assumed rqmt. for severance $750 fees per bylaw 70-18 $0 $0 n/a $0 $0 $0 $0 $0 n/a $0 $0 $10,000 fee based on bylaw 70-18 $0 $0 n/a - munc. owned land $2,500 allowance only $0 $0 $0 $15,750
$0 $0 $0 $0 $0
Total $293,351 $31,860 $325,212 $14,668 assumed at 5% $339,879
$0
$0
$10,000 $0 $2,500
$15,750
Comments $0 $10,000 est. $1,000 allowance $500 based on $100/unit $1,250 $250 per unit $5,000 assumed rqd.for funder/lender $3,500 to support HST self-assesment value $0 $0 $2,763 $24,013
Non-Res.
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AGENDA ITEM #d)
CONFIDENTIAL - for internal use only
HARD COSTS Construction Costs 70 Base Construction Cost 71 Demolition Costs 72 Remediation Costs 73 Site Servicing 74 Hydro Connection Fee 75 Sprinklers 76 Appliances (Fridges & Stoves) 77 Appliances (Modified Units) 78 Appliances (Washers/Dryers) 79 Furniture & Equipment 80 Other 81 Other 82 Contingency 83 Escalation 84 HST 85 Construction Costs Sub-total Land/Property Acquisition Costs 86 Purchase Price/Land Value 87 Land transfer tax 88 HST (as applicable) 89 Land Cost Sub-total TOTAL CAPITAL COSTS 90 Hard Cost Total (L.85+L.89) 91 Soft Cost Total (L.46) 92 Total Project Cost 93 HST Included in Project Cost EQUITY Contributions 94 Land Value Donated 95 Official Plan Amendment Fees - waived 96 Zoning By-law Amendment Fees - waived 97 Minor Variance/Severance Fees - waived 98 Site Plan Approval Fees - waived 99 Development Charges - Regional - waived 100 Development Charges - Local - waived 101 Development Charges - School Levy - waived 102 Development Charges - Other - waived 103 Impost Charges (water/sewer) - waived 104 Parkland Dedication Fees - waived 105 Cash-in-lieu of Parking - waived 106 Demolition Permit Fees - waived 107 Building Permit Fees - waived 108 Occupancy Permit Fees - waived 109 IAH Funding (via SM) 110 Service Manager Grant 111 Capital Contribution - other (county) 112 Capital Contribution - other (local) 113 Fund raising 114 PST Rebate 115 HST Rebate 116 Total Contributions 117 Total Project Cost Less Contributions FINANCING Mortgage 118 1st Mortgage 119 1st Mortgage Interest Rate 120 1st Mortgage Amortization (years) 121 Annual Mortgage Payments for 1st Mortgage 122 2nd Mortgage 123 2nd Mortgage Interest Rate 124 2nd Mortgage Amortization 125 Annual Mortgage Payments for 2nd Mortgage 126 Total Mortgage Amounts 127 Total Annual Mortgage Payments
Res. $800,000 $0 $0 $0 $10,000 $0 $6,000 $1,500 $0 $0 $0 $81,750 $0 $116,903 $1,016,153
Non-Res.
$0 $0 $0 $0
Res. $50,000 $0 $0 $50,000
Non-Res.
Res. $1,066,153 $339,879 $1,406,032 $148,763
Non-Res. $0 $0 $0 $0
Res. $50,000 $1,000 $750 $750 $750
Non-Res.
NF seniors (1 x 5 unit pod ) FUNDED v1.2 Total Comments $800,000 new construction @ $200/s.f. $0 $0 $0 $10,000 est. for connecting service to site $0 $6,000 assumed at $1,200/unit for 5 units $0 $1,500 assumed at $1,500/pair for 1 pair $0 assumed as donated $0 $0 $81,750 assumed at 10% $0 $116,903 $1,016,153 Total Comments $50,000 est.property value for 2 acre parcel $0 n/a (already owned) $0 n/a (already owned) $50,000
$0 $0
Total $1,066,153 $339,879 $1,406,032 $148,763
Comments
$0 $128,680 $821,930
$0
Total Comments $50,000 owned property contributed as equity $1,000 assumed as waived $750 assumed as waived $750 assumed as waived $750 assumed as waived $0 $0 $0 $0 $0 $0 $0 $0 $10,000 assumed as waived $0 $300,000 2 units funded $0 $330,000 grant/contribution from County $0 $0 $0 $128,680 assumed at munc. rate (86.5%) $821,930
$584,102
$0
$584,102
$0 $0 $10,000 $300,000 $330,000 $0
Res. $584,102 3.00% 35 $26,975
$584,102 $26,975
Non-Res.
$0 $0
Total Comments $584,102 3.00% assumed CMHC insured 35 $26,975 $0
$0 $584,102 $26,975
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AGENDA ITEM #d)
CONFIDENTIAL - for internal use only
Operating Budget First Full Year Estimated Operating Revenue 128 Rental Income from Tenants 129 Other Revenue 130 Laundry Revenue 131 Parking Revenue 132 Locker Rental Revenue 133 Commercial Rental Revenue 134 Other Revenue 135 Other Revenue 136 Other Revenue 137 Vacancy Loss 138 Total Operating Revenue Estimated Operating Expenses 139 Admin. Salaries/Management Fees 140 Other Admin. Expenses & Fees 141 Maintenance - Salaries, Materials & Services 142 Heat (Gas, Oil, etc.) 143 Electricity 145 Water/Sewer - water testing 146 Insurance 147 Property Taxes 148 Bad Debts 149 Capital Replacement Reserve Contribution 150 Other Operating Costs 151 Other Operating Costs 152 HST 153 HST rebate 154 Sub-Total 155 Mortgage payments 156 Total Operating Expenses
NF seniors (1 x 5 unit pod ) FUNDED v1.2 Res. $49,666 $0 $1,300 $0
Non-Res.
$0
-$1,490 $49,476 Res. $5,366 $0 $3,250 $0 $1,000 $0 $1,250 $6,000
$0 Non-Res.
Total Comments $49,666 mix of 40% BMR and 60% AMR $0 $1,300 $5/unit/week $0 n/a $0 $0 $0 $0 $0 -$1,490 assumed at 3% of rental revenues $49,476 Total Comments $5,366 10.0% of rental revenue as at AMR $0 $3,250 est. at $650/unit $0 unit heating by hydro, tenants pay $1,000 est. at $200/unit common area only $0 $1,250 est. at $250/unit $6,000 est. at $1,200/unit $0 $2,039 assumed at 4% of effective gross income $0 $0 $2,458 -$2,126 assumed at munc. rate (86.5%) $19,237 $26,975 $46,212
$2,039
$0
$2,458 -$2,126 $19,237 $26,975 $46,212
$0 $0 $0 $0 $0
157 Net Operating Profit/Loss
$3,264
$0
$3,264
158 Net Operating Income 159 Debt Service Costs 160 Debt Coverage Ratio
$30,239 $26,975 1.12
$0 $0 #DIV/0!
$30,239 $26,975 1.12
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AGENDA ITEM #d)
CONFIDENTIAL - for internal use only
Project Statistics
Pro Forma Version:
Sponsor Group: Project Address: Project Type:
NF seniors (municipal) TBC - assumed on vacant lands New construction - mixed affordability Rental tenure. Minimal ancillary space new private services required
Site Area: Building footprint: Site Coverage:
87,120 s.f. 4,000 s.f. 4.6%
Units
(2 acres, owned)
of Units Unit Size (SF)
Rental (assist) one bedroom one bedroom (mod.) two bedroom Rental (market) one bedroom two bedroom Total Units
2 0 0
600 0 0
2 1 5
600 750
Construction Period: 8 months (est.)
Rent/charge per Rent as % of AMR month
Unit Size (m²) 0 0 0
$ $ $
665
$ $
832 1,144
79.98% #DIV/0! #DIV/0! 100.00% 100.00%
AMR* $ $ $ $ $ $
832 832 1,144
Comments assumed at BMR assumed at BMR
assumed at AMR assumed at AMR
*AMR based on results of rental survey of private units in CF area + 4%
Revenue Annual Rent/charge Revenue Rental revenue (BMR) $ 15,970 Rental revenue (market) $ 33,696 Total occupancy revenue $ 49,666
GFA allocation
(SF)
(m²)
Total GFA of Dwelling Units Residential circ. space Other res. amenity space Non-residential space Commercial rental space Total Building Area
3,150 350 500 0 0 4,000
0 0 0
Parking Surface parking spaces Sheltered parking spaces U/G parking spaces Total spaces
NF seniors (1 x 5 unit pod ) NON-funded v 1.2
Pro forma use: initial modelling v 1.2 Summary as at: 2019-05-10
Res.
% of Total Comments Space 78.75% units only 8.75% incl. halls, stairs, vestibule, etc. 12.50% common room/amenity (incl. laundry) 0.00% offices/admin space 0.00% 100.00%
0 0
Non Res.
% of total If @ AMR 32.2% $ 19,968 33,696 67.8% $ 100.0% $ 53,664
Total
8
0
8
0
8 ZBL requires 1.5/unit for apt. uses 0 0 8
PRO FORMA SUMMARY - Key indicators Capital Expenses Land $ 50,000 3.6% Soft costs $ 305,068 22.2% Hard costs (const.) $ 1,016,153 74.1% Total $ 1,371,221 100.0% Capital Contribution - other (county) Revenues equity $ 995,131 72.6% financing $ 376,090 27.4% Total $ 1,371,221 100.0%
cap. percent
Operating - year 1 Revenues Generated $ Supplemented $ Total $
50,966 50,966
100.0% 0.0% 100.0%
Operations $ Mortgage $ Total $
19,237 25,085 44,322
43.4% 56.6% 100.0%
Net surplus $
5,154
11.6%
NOI $
30,239
Expenses
DCR
1.21
Page of 344 Officer Request by the Towns… 2019-086 Office of the Chief213 Administrative
Comments
AGENDA ITEM #d)
CONFIDENTIAL - for internal use only
SOFT COSTS
NF seniors (1 x 5 unit pod ) NON-funded v 1.2
Building 1 Architect, Engineer, Landscape 2 Cost Consultant (Quantity Surveyor) 3 Development Consultant 4 Planning Consultant 5 Other 6 Other - septic system design 7 Other 8 HST 9 Building Sub-total
Res. $71,131 $0 $60,200 $0 $0 $5,000 $0 $17,723 $154,054
Non-Res.
Site 10 Building and/or Property Appraisal 11 Topographic Survey 12 Boundary Survey(s) 13 Geotechnical Assessment 14 Environmental Site Assessment 15 Stormwater Management Study 16 Noise study 17 Traffic study 18 Other - well drilling/testing 19 Other - install septic system 20 HST 21 Site Sub-total
Res. $5,000 $2,500 $2,500 $8,500 $5,000 $0
Non-Res.
Legal and Organizational 22 Legal Fees - land/development 23 Legal Fees - contracts/agreement 24 Organizational Expenses 25 Marketing/Rent-up 26 Board/Org. Insurance 27 Capital Cost Audit 28 Other - FMV appraisal for HST 29 Other 30 Other 31 HST 32 Legal and Organization Sub-total
Res.
Financing Costs 33 Interest on Bridge Funding (pre-cons.) 34 Interest During Construction 35 Lender’s Application Fee 36 Lender’s Legal Fees 37 Lender’s Mortgage Advance Fee 38 CMHC Mortgage Ins. Application Fee 39 CMHC Mortgage Ins. Premiums 40 Other - Title insurance for land sale 41 Other 42 Other 43 Financing Costs Sub-total
Res.
Fees and Permits 44 Official Plan amendment fees 45 Zoning By-law amendment fees 46 Minor varinace/severance fees 47 Site Plan Approval Fees 48 Development Charges - Regional 49 Development Charges - Local 50 Development Charges - School Levy 51 Development Charges - Other 52 Impost Charges (water/sewer) 53 Water meter charges 54 Parkland Dedication Fees 55 Cash-in-lieu of Parking 56 Demolition Permit fees 57 Building Permit Fees 58 Occupancy Permit Fees 59 Property Taxes During Construction 60 Other - allowance for ancillary fees 61 Other 62 Other 63 HST 64 Fees and Permits Sub-total
Res. $1,000 $750 $750 $750
Soft Costs Summary 65 Soft Costs before HST (Sub-total) 66 HST on Soft Costs (Sub-total) 67 Soft Costs incl. HST 68 Soft Cost Contingency 69 Soft Costs Total
Res. $262,179 $29,780 $291,959 $13,109 $305,068
$8,000 $40,000 $9,295 $80,795
$0 $0
Total Comments $71,131 est. allowance, incl disbursements $0 assumed as NOT required $60,200 est. allowance, incl disbursements $0 incl. in dev cons. allowance $0 $5,000 technical design for new system $0 $17,723 $154,054
$0 $0
Total Comments $5,000 for financing purposes $2,500 $2,500 may be rqd. $8,500 bearing/soils and hydrogeo analysis for servicing $5,000 ESA Phase 1 only $0 $0 assumed n/a $0 assumed n/a $8,000 assumed for 1 new water well (use existing too) $40,000 est.for new septic system + approvals (KFL&A) $9,295 $80,795
Non-Res.
Total
$0 $10,000 $1,000 $500 $1,250 $5,000 $3,500
$2,763 $24,013
$0 $0 Non-Res.
Total
$0
Comments $0 $10,248 estimated $2,500 est. only $2,500 est. only $2,100 est. at $350/draw for 6 draws $0 assumed as NOT required $0 assumed as NOT required $0 n/a - already owned $0 $0 $17,348
$0
Total Comments $1,000 OPA rqd., fees per bylaw 70-18 $750 ZBA rqd., fees per bylaw 70-18 $750 assumed rqmt. for severance $750 fees per bylaw 70-18 $0 $0 n/a $0 $0 $0 $0 $0 n/a $0 $0 $10,000 fee based on bylaw 70-18 $0 $0 n/a - municipally owned land $2,500 allowance only $0 $0 $0 $15,750
$0 $0 $0 $0 $0
Total $262,179 $29,780 $291,959 $13,109 assumed at 5% $305,068
$10,248 $2,500 $2,500 $2,100 $0 $0 $0
$17,348 Non-Res.
$0
$0
$10,000 $0 $2,500
$15,750
Comments $0 $10,000 est. $1,000 allowance $500 based on $100/unit $1,250 $250 per unit $5,000 assumed rqd.for funder/lender $3,500 to support HST self-assesment value $0 $0 $2,763 $24,013
Non-Res.
Page of 344 Officer Request by the Towns… 2019-086 Office of the Chief214 Administrative
Comments
AGENDA ITEM #d)
CONFIDENTIAL - for internal use only
HARD COSTS Construction Costs 70 Base Construction Cost 71 Demolition Costs 72 Remediation Costs 73 Site Servicing 74 Hydro Connection Fee 75 Sprinklers 76 Appliances (Fridges & Stoves) 77 Appliances (Modified Units) 78 Appliances (Washers/Dryers) 79 Furniture & Equipment 80 Other 81 Other 82 Contingency 83 Escalation 84 HST 85 Construction Costs Sub-total Land/Property Acquisition Costs 86 Purchase Price/Land Value 87 Land transfer tax 88 HST (as applicable) 89 Land Cost Sub-total TOTAL CAPITAL COSTS 90 Hard Cost Total (L.85+L.89) 91 Soft Cost Total (L.46) 92 Total Project Cost 93 HST Included in Project Cost EQUITY Contributions 94 Land Value Donated 95 Official Plan Amendment Fees - waived 96 Zoning By-law Amendment Fees - waived 97 Minor Variance/Severance Fees - waived 98 Site Plan Approval Fees - waived 99 Development Charges - Regional - waived 100 Development Charges - Local - waived 101 Development Charges - School Levy - waived 102 Development Charges - Other - waived 103 Impost Charges (water/sewer) - waived 104 Parkland Dedication Fees - waived 105 Cash-in-lieu of Parking - waived 106 Demolition Permit Fees - waived 107 Building Permit Fees - waived 108 Occupancy Permit Fees - waived 109 IAH Funding (via SM) 110 Service Manager Grant 111 Capital Contribution - other (county) 112 Capital Contribution - other (local) 113 Fund raising 114 PST Rebate 115 HST Rebate 116 Total Contributions 117 Total Project Cost Less Contributions FINANCING Mortgage 118 1st Mortgage 119 1st Mortgage Interest Rate 120 1st Mortgage Amortization (years) 121 Annual Mortgage Payments for 1st Mortgage 122 2nd Mortgage 123 2nd Mortgage Interest Rate 124 2nd Mortgage Amortization 125 Annual Mortgage Payments for 2nd Mortgage 126 Total Mortgage Amounts 127 Total Annual Mortgage Payments
Res. $800,000 $0 $0 $0 $10,000 $0 $6,000 $1,500 $0 $0 $0 $81,750 $0 $116,903 $1,016,153
Non-Res.
$0 $0 $0 $0
Res. $50,000 $0 $0 $50,000
Non-Res.
Res. $1,066,153 $305,068 $1,371,221 $146,683
Non-Res. $0 $0 $0 $0
Res. $50,000 $1,000 $750 $750 $750
Non-Res.
NF seniors (1 x 5 unit pod ) NON-funded v 1.2 Total Comments $800,000 new construction @ $200/s.f. $0 $0 $0 $10,000 est. for connecting service to site $0 $6,000 assumed at $1,200/unit for 5 units $0 $1,500 assumed at $1,500/pair for 1 pair $0 assumed as donated $0 $0 $81,750 assumed at 10% $0 $116,903 $1,016,153 Total Comments $50,000 est.property value for 2 acre parcel $0 n/a (already owned) $0 n/a (already owned) $50,000
$0 $0
Total $1,066,153 $305,068 $1,371,221 $146,683
Comments
$0 $126,881 $995,131
$0
Total Comments $50,000 owned property contributed as equity $1,000 assumed as waived $750 assumed as waived $750 assumed as waived $750 assumed as waived $0 $0 $0 $0 $0 $0 $0 $0 $10,000 assumed as waived $0 $0 no units funded $0 $330,000 grant/contribution from County $475,000 Required local grant/contribution $0 $0 $126,881 assumed at munc. rate (86.5%) $995,131
$376,090
$0
$376,090
$0 $0 $10,000 $0 $330,000 $475,000
Res. $376,090 4.50% 25 $25,085
$376,090 $25,085
Non-Res.
$0 $0
Total Comments $376,090 4.50% assumed conv. bank mortgage 25 $25,085 $0
$0 $376,090 $25,085
Page of 344 Officer Request by the Towns… 2019-086 Office of the Chief215 Administrative
AGENDA ITEM #d)
CONFIDENTIAL - for internal use only
Operating Budget First Full Year Estimated Operating Revenue 128 Rental Income from Tenants 129 Other Revenue 130 Laundry Revenue 131 Parking Revenue 132 Locker Rental Revenue 133 Commercial Rental Revenue 134 Other Revenue 135 Other Revenue 136 Other Revenue 137 Vacancy Loss 138 Total Operating Revenue Estimated Operating Expenses 139 Admin. Salaries/Management Fees 140 Other Admin. Expenses & Fees 141 Maintenance - Salaries, Materials & Services 142 Heat (Gas, Oil, etc.) 143 Electricity 145 Water/Sewer - water testing 146 Insurance 147 Property Taxes 148 Bad Debts 149 Capital Replacement Reserve Contribution 150 Other Operating Costs 151 Other Operating Costs 152 HST 153 HST rebate 154 Sub-Total 155 Mortgage payments 156 Total Operating Expenses
NF seniors (1 x 5 unit pod ) NON-funded v 1.2 Res. $49,666 $0 $1,300 $0
Non-Res.
$0
-$1,490 $49,476 Res. $5,366 $0 $3,250 $0 $1,000 $0 $1,250 $6,000
$0 Non-Res.
Total Comments $49,666 mix of 40% BMR and 60% AMR $0 $1,300 $5/unit/week $0 n/a $0 $0 $0 $0 $0 -$1,490 assumed at 3% of rental revenues $49,476 Total Comments $5,366 10.0% of rental revenue as at AMR $0 $3,250 est. at $650/unit $0 unit heating by hydro, tenants pay $1,000 est. at $200/unit common area only $0 $1,250 est. at $250/unit $6,000 est. ar $1,200/unit $0 $2,039 assumed at 4% of effective gross income $0 $0 $2,458 -$2,126 assumed at munc. rate (86.5%) $19,237 $25,085 $44,322
$2,039
$0
$2,458 -$2,126 $19,237 $25,085 $44,322
$0 $0 $0 $0 $0
157 Net Operating Profit/Loss
$5,154
$0
$5,154
158 Net Operating Income 159 Debt Service Costs 160 Debt Coverage Ratio
$30,239 $25,085 1.21
$0 $0 #DIV/0!
$30,239 $25,085 1.21
Page of 344 Officer Request by the Towns… 2019-086 Office of the Chief216 Administrative
AGENDA ITEM #d)
APPENDIX B – FREQUENCY TABLES Responses to Community survey questions
re fact
Township of North Frontenac Business Plan for Seniors Housing
consulting
Page of 344 Officer Request by the Towns… 2019-086 Office of the Chief217 Administrative
AGENDA ITEM #d) Township of North Frontenac - Seniors Housing Questionnaire
SurveyMonkey
Q1 Are you a permanent or seasonal resident in North Frontenac? Answered: 69
Skipped: 0
Permanent
Seasonal
0%
10%
20%
30%
40%
50%
60%
70%
80%
90% 100%
ANSWER CHOICES
RESPONSES
Permanent
91.30%
63
Seasonal
8.70%
6
Total Respondents: 69
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Page of 344 Officer Request by the Towns… 2019-086 Office of the Chief218 Administrative
AGENDA ITEM #d) Township of North Frontenac - Seniors Housing Questionnaire
SurveyMonkey
Q2 Where is your residence located?I currently reside in: Answered: 69
Skipped: 0
Cloyne
Fermleigh
Ardoch
Plevna
Ompah
Snow Road Outside of a Hamlet 0%
10%
20%
30%
40%
50%
60%
70%
80%
90% 100%
ANSWER CHOICES
RESPONSES
Cloyne
21.74%
15
Fermleigh
0.00%
0
Ardoch
1.45%
1
Plevna
8.70%
6
Ompah
36.23%
25
Snow Road
4.35%
3
Outside of a Hamlet
27.54%
19
Total Respondents: 69
2 / 20
Page of 344 Officer Request by the Towns… 2019-086 Office of the Chief219 Administrative
AGENDA ITEM #d) Township of North Frontenac - Seniors Housing Questionnaire
SurveyMonkey
Q3 What is your age range: Answered: 68
Skipped: 1
55-60
61-75
75+
0%
10%
20%
30%
40%
50%
60%
70%
80%
90% 100%
ANSWER CHOICES
RESPONSES
55-60
17.65%
12
61-75
66.18%
45
75+
16.18%
11
Total Respondents: 68
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Page of 344 Officer Request by the Towns… 2019-086 Office of the Chief220 Administrative
AGENDA ITEM #d) Township of North Frontenac - Seniors Housing Questionnaire
SurveyMonkey
Q4 In terms of accommodation, I currently: Answered: 68
Skipped: 1
Rent
Own
Other
0%
10%
20%
30%
40%
50%
60%
70%
80%
90% 100%
ANSWER CHOICES
RESPONSES
Rent
5.88%
4
Own
89.71%
61
Other
4.41%
3
Total Respondents: 68
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Page of 344 Officer Request by the Towns… 2019-086 Office of the Chief221 Administrative
AGENDA ITEM #d) Township of North Frontenac - Seniors Housing Questionnaire
SurveyMonkey
Q5 What is the total number of people living in your household? Answered: 66
Skipped: 3
1
2
3 or more
0%
10%
20%
30%
40%
50%
60%
70%
80%
90% 100%
ANSWER CHOICES
RESPONSES
1
16.67%
11
2
80.30%
53
3 or more
3.03%
2
Total Respondents: 66
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Page of 344 Officer Request by the Towns… 2019-086 Office of the Chief222 Administrative
AGENDA ITEM #d) Township of North Frontenac - Seniors Housing Questionnaire
SurveyMonkey
Q6 How do you currently manage your transportation requirements? Answered: 67
Skipped: 2
I have my own personal…
I rely on others for…
0%
10%
20%
30%
40%
50%
60%
70%
80%
90% 100%
ANSWER CHOICES
RESPONSES
I have my own personal transportation
95.52%
64
I rely on others for transportation
4.48%
3
Total Respondents: 67
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Page of 344 Officer Request by the Towns… 2019-086 Office of the Chief223 Administrative
AGENDA ITEM #d) Township of North Frontenac - Seniors Housing Questionnaire
SurveyMonkey
Q7 Please indicate your total gross household income Answered: 63
Skipped: 6
Under $20,000
$20,000-$40,000
$40,001-$60,000
$60,001+
0%
10%
20%
30%
40%
50%
60%
70%
80%
90% 100%
ANSWER CHOICES
RESPONSES
Under $20,000
14.29%
9
$20,000-$40,000
30.16%
19
$40,001-$60,000
23.81%
15
$60,001+
31.75%
20
Total Respondents: 63
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Page of 344 Officer Request by the Towns… 2019-086 Office of the Chief224 Administrative
AGENDA ITEM #d) Township of North Frontenac - Seniors Housing Questionnaire
SurveyMonkey
Q8 Are you currently planning to stay or move away from North Frontenac? Answered: 67
Skipped: 2
Stay
Move away (if so why):
0%
10%
20%
30%
40%
50%
60%
70%
80%
90% 100%
ANSWER CHOICES
RESPONSES
Stay
95.52%
64
Move away (if so why):
4.48%
3
Total Respondents: 67
MOVE AWAY (IF SO WHY):
DATE
1
Alot depends on Health and the services available to help me stay in my own home
3/26/2018 9:31 AM
2
would move if no services/accommodations available if they are would stay
3/19/2018 10:58 AM
3
closer to doctors and hospitals
3/12/2018 6:48 PM
A few respondents, while indicating they would stay, also included the following comments: • “would move if no service/accommodations” • “eventually move away closer to services and conveniences” • “stay if help is available (paying reasonable rates)” • “stay if help is available (paying reasonable rates)”
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Page of 344 Officer Request by the Towns… 2019-086 Office of the Chief225 Administrative
AGENDA ITEM #d) Township of North Frontenac - Seniors Housing Questionnaire
SurveyMonkey
Q9 If housekeeping and maintenance services were readily available for a fee or you had the option to move to a new low-maintenance housing unit in North Frontenac, what form of accommodation would you most prefer? Answered: 63
Skipped: 6
Stay in Existing Hom…
Stay in Existing Hom…
Move to Low-Maintena…
0%
10%
20%
30%
40%
50%
60%
70%
80%
90% 100%
ANSWER CHOICES
RESPONSES
Stay in Existing Home as-is; OR
31.75%
20
Stay in Existing Home and access available services; OR
44.44%
28
Move to Low-Maintenance Housing Unit
26.98%
17
Total Respondents: 63
9 / 20
Page of 344 Officer Request by the Towns… 2019-086 Office of the Chief226 Administrative
AGENDA ITEM #d) Township of North Frontenac - Seniors Housing Questionnaire
SurveyMonkey
Q10 How difficult do you find the following activities? Answered: 63
Skipped: 6
Housekeeping
Level of Difficulty
0%
10%
20%
Extremely difficult
30%
40%
50%
Moderately difficult
60%
70%
Not difficult
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Page of 344 Officer Request by the Towns… 2019-086 Office of the Chief227 Administrative
80%
90% 100%
AGENDA ITEM #d) Township of North Frontenac - Seniors Housing Questionnaire
SurveyMonkey
Home Maintenance
Level of Difficulty
0%
10%
20%
Extremely difficult
30%
40%
50%
Moderately difficult
60%
70%
Not difficult
11 / 20
Page of 344 Officer Request by the Towns… 2019-086 Office of the Chief228 Administrative
80%
90% 100%
AGENDA ITEM #d) Township of North Frontenac - Seniors Housing Questionnaire
SurveyMonkey
Transportation
Level of Difficulty
0%
10%
20%
Extremely difficult
30%
40%
50%
Moderately difficult
60%
70%
Not difficult
12 / 20
Page of 344 Officer Request by the Towns… 2019-086 Office of the Chief229 Administrative
80%
90% 100%
AGENDA ITEM #d) Township of North Frontenac - Seniors Housing Questionnaire
SurveyMonkey
Paying for housing
Level of Difficulty
0%
10%
20%
Extremely difficult
30%
40%
50%
Moderately difficult
60%
70%
80%
90% 100%
Not difficult
Housekeeping EXTREMELY DIFFICULT Level of Difficulty
MODERATELY DIFFICULT 4.76% 3
NOT DIFFICULT 28.57% 18
TOTAL
66.67% 42
63
Home Maintenance EXTREMELY DIFFICULT Level of Difficulty
MODERATELY DIFFICULT 12.90% 8
NOT DIFFICULT 46.77% 29
TOTAL
40.32% 25
62
Transportation EXTREMELY DIFFICULT Level of Difficulty
MODERATELY DIFFICULT 3.33% 2
NOT DIFFICULT 16.67% 10
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Page of 344 Officer Request by the Towns… 2019-086 Office of the Chief230 Administrative
80.00% 48
TOTAL 60
AGENDA ITEM #d) Township of North Frontenac - Seniors Housing Questionnaire
SurveyMonkey
Paying for housing EXTREMELY DIFFICULT Level of Difficulty
MODERATELY DIFFICULT 5.08% 3
NOT DIFFICULT 23.73% 14
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Page of 344 Officer Request by the Towns… 2019-086 Office of the Chief231 Administrative
71.19% 42
TOTAL 59
AGENDA ITEM #d) Township of North Frontenac - Seniors Housing Questionnaire
SurveyMonkey
Q11 Are you currently getting outside assistance with any of these services? (please select all applicable) Answered: 63
Skipped: 6
Cooking
Cleaning
Yard and exterior hou…
Transportation
Snow plowing
None
0%
10%
20%
30%
40%
50%
60%
70%
80%
90% 100%
ANSWER CHOICES
RESPONSES
Cooking
1.59%
1
Cleaning
12.70%
8
Yard and exterior house maintenance
28.57%
18
Transportation
3.17%
2
Snow plowing
55.56%
35
None
39.68%
25
Total Respondents: 63
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Page of 344 Officer Request by the Towns… 2019-086 Office of the Chief232 Administrative
AGENDA ITEM #d) Township of North Frontenac - Seniors Housing Questionnaire
SurveyMonkey
Q12 Do you expect you will need help with any of the following services in the near future? (please select all applicable) Answered: 64
Skipped: 5
Cooking
Cleaning
Yard and exterior hou…
Transportation
Snow Plowing
None
0%
10%
20%
30%
40%
50%
60%
70%
80%
90% 100%
ANSWER CHOICES
RESPONSES
Cooking
4.69%
3
Cleaning
31.25%
20
Yard and exterior house maintenance
64.06%
41
Transportation
7.81%
5
Snow Plowing
68.75%
44
None
20.31%
13
Total Respondents: 64
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Page of 344 Officer Request by the Towns… 2019-086 Office of the Chief233 Administrative
AGENDA ITEM #d) Township of North Frontenac - Seniors Housing Questionnaire
SurveyMonkey
Q13 If available, would you use a central agency to get access to these services? Answered: 58
Skipped: 11
Yes
No
0%
10%
20%
30%
40%
50%
60%
70%
80%
90% 100%
ANSWER CHOICES
RESPONSES
Yes
72.41%
42
No
27.59%
16
Total Respondents: 58
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Page of 344 Officer Request by the Towns… 2019-086 Office of the Chief234 Administrative
AGENDA ITEM #d) Township of North Frontenac - Seniors Housing Questionnaire
SurveyMonkey
Q14 If the opportunity for a Low-Maintenance Housing Unit was available, would you be interested in renting or purchasing? Answered: 54
Skipped: 15
Rent
Purchase
0%
10%
20%
30%
40%
50%
60%
70%
80%
90% 100%
ANSWER CHOICES
RESPONSES
Rent
72.22%
39
Purchase
31.48%
17
Total Respondents: 54
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Page of 344 Officer Request by the Towns… 2019-086 Office of the Chief235 Administrative
AGENDA ITEM #d) Township of North Frontenac - Seniors Housing Questionnaire
SurveyMonkey
Q15 How much would you be willing to pay monthly for senior’s housing? Answered: 50
Skipped: 19
$500 to $750 per month…
$751 to $1,000 per month…
$1,000 to $1,250 per…
Other amount (please…
0%
10%
20%
30%
40%
50%
60%
70%
80%
90% 100%
ANSWER CHOICES
RESPONSES
$500 to $750 per month (household income of $20,000 to $30,000 per year)
36.00%
18
$751 to $1,000 per month (household income of $30,001 to $40,000 per year)
24.00%
12
$1,000 to $1,250 per month (household income of $40,001 to $50,000 per year)
32.00%
16
Other amount (please specify)
8.00%
4
Total Respondents: 50
OTHER AMOUNT (PLEASE SPECIFY)
DATE
1
up to $1500 but depends on inclusions
3/26/2018 10:16 AM
2
Ownership and pay
3/26/2018 9:32 AM
3
400 would like to have money to travel if Abu.
3/19/2018 1:18 PM
4
The price I would be will to pay would I
3/19/2018 10:59 AM
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Page of 344 Officer Request by the Towns… 2019-086 Office of the Chief236 Administrative
AGENDA ITEM #d) Township of North Frontenac - Seniors Housing Questionnaire
SurveyMonkey
Q16 Which Hamlet would you prefer the location of the housing unit to be? Answered: 55
Skipped: 14
Cloyne
Fernleigh
Ardoch
Plevna
Ompah
Snow Road Outside of a Hamlet 0%
10%
20%
30%
40%
50%
60%
70%
80%
90% 100%
ANSWER CHOICES
RESPONSES
Cloyne
30.91%
17
Fernleigh
0.00%
0
Ardoch
1.82%
1
Plevna
18.18%
10
Ompah
27.27%
15
Snow Road
10.91%
6
Outside of a Hamlet
12.73%
7
Total Respondents: 55
A few respondents added additional comments as follows: • “recommend building by Pine Meadow Nursing Home” • “near Pine Meadow best idea” • “none - put money into assistance for low income pensioners living in their own homes” Note: there are RGI and Nursing home facilities located in Northbrooke, near Cloyne
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Report 2019-088 Council Recommend Report To:
Warden and Council of the County of Frontenac
From:
Kelly Pender, Chief Administrative Officer
Prepared by:
Kelly Pender, Chief Administrative Officer Jannette Amini, Manager of Legislative Services/Clerk
Date of meeting:
May 15, 2019
Re:
Corporate Services – Approval of the County of Frontenac Energy Conservation and Demand Management Plan
Recommendation Be It Resolved That the Council of the County of Frontenac approve the 2019 County of Frontenac Energy Conservation and Demand Management Plan attached to this report as Appendix A; Background In 2014, the County of Frontenac produced a comprehensive Energy Conservation and Demand Management (ECDM) Plan to satisfy its 2014 O. Reg. 397/11 obligations and meet its vision to reduce greenhouse gas emissions by its activities. In addition, Fairmount Home carried out an Audit ++ Report in 2008 that identified the typical energy assessment deliverables for Fairmount Home. Part of Ontario Regulation. 397/11 required that on or before July 1, 2019 and on or before every fifth anniversary thereafter, that public agencies update their ECDM’s, including a revised forecast of the expected results of the current and proposed measures as well as actual results achieved. Although O. Reg. 397/11 was passed under the Green Energy Act, 2009 which was repealed in 2018, portions of the Green Energy Act, including the requirement for municipalities to have and update their ECDM’s was incorporated into amendments made to the Electricity Act, 1998,, specifically through O. Reg. 507/18. Comment Through an RFP process, Red Squirrel Conservation Services, a local non-profit organization that provides energy conservation and water protection programs, services and education in Eastern Ontario, was retained to carry out the project. The objectives of the project were to update the current corporate Energy Conservation and Demand Management (ECDM) Plan and the Fairmount Home Audit ++ Report, resulting in a comprehensive Energy Conservation and Demand Management (ECDM)
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Plan for the County of Frontenac as well as to meet the County’s 2019 O. Reg. 507/18 obligations. The Plan identifies a set of initiatives and includes a timeline for implementation that will achieve the County’s goal of reducing its carbon emissions, based upon the utility information that was provided and observations made by Red Squirrel Conservation Services while on location at the County of Frontenac facilities included in the report.1 The deliverables for the Energy Conservation and Demand Management Plan include: a) A description of proposed measures for conserving and otherwise reducing energy consumption and GHG emissions and managing the County’s demand for energy. This includes identifying human behaviours that contribute to energy consumption and steps or actions that can lead to energy reduction; b) A revised forecast of the expected results of the proposed measures; c) A review of the actual results achieved over the last five years; d) A description of the proposed changes to be made to assist the County in reaching its target of a 1% reduction per year; e) Best practices for tracking/monitoring energy consumption; f) Development of a five (5) year strategy that will move the County in the direction of the long-term targets. The five year strategy consists of a work plan and a list of opportunities the County can reasonably accomplish along with the following information for each opportunity: Initial cost and annual monetary savings; Annual energy and GHG savings; Identification of what departments will be impacted and how; Key Performance Indicators (KPI’s) and metrics to evaluate the performance of the opportunity; A description of what success will look like. As part of the County’s commitment to quality and quality improvement in all of its processes, with a focus on Lean/Six Sigma process improvement, the RFP required that the successful proponent identify human behaviours that contribute to energy consumption and steps or actions that can lead to energy reduction. The report identifies such behaviours as noted by Red Squirrel during random visits to all FPS bases as well as the Battersea Road facility. As noted in the ECDM, a key part of achieving energy savings in an organization involves employee training and attitude, including the recommendation to consider recruiting a third party to implement a staff training program, possibly tied to the County’s current Lean 6 Sigma program, that outlines the financial, energy-use and emissions consequences of various behaviours and simple, effective ways to address them. This would also include ongoing quarterly monitoring and consultation, bill analysis and progress updates on the EDCM,
1 The Howe Island Ferry Office was not included in this report as all utility bills are paid by the Ministry.
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incentives/rebates research, solar monitoring, as well as review and advise on RFQs for new HVAC & other equipment. In order to ensure continuous improvement, Council will note that Report 2019-090 Office of the CAO - Proposed Allocation of Supplemental Provincial Funding recommends that a portion of the Modernization Fund be used to support the Energy Conservation and Demand Management Plan. This would include training and monitoring of the ECDM and the progress made towards achieving the County’s annual 1% GHG reduction goal. It will also ensure that the ECDM is unfolding as intended and provides opportunities to refocus conservation efforts or equipment upgrades should the circumstances warrant. Strategic Priority Implications The Strategic Plan identifies “Forces for Change: Highlights from the Situation Analysis” It states the County is making strategic decisions within a general climate of uncertainty and change — in provincial/federal policy, funding and program expectations; economic and environmental trends; and changes in how we ‘look after ourselves and our neighbours’ as well as having a complete understanding of its revenues and expenditures to ensure County taxpayer interests are respected. In addition, feedback conveyed a general, pragmatic desire for protection of the natural environment and a sense we should all ‘do our part’ in addressing impacts of climate change. Priority 3.3 Continue to pursue collaborative opportunities to achieve service and cost efficiencies and other economies. Financial Implications There are no financial implications directly associated with this report. Organizations, Departments and Individuals Consulted and/or Affected Senior Leadership Team Kevin Farrell, Manager of Continuous Improvement/GIS Tom Mercer, Manager of Environmental Services Chris McBain, Superintendent-Logistics, Frontenac Paramedic Services
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County of Frontenac Energy Assessment As Per: O. Reg. 507/18 Energy Conservation and Demand Management Plan
June 2019
Prepared By: Red Squirrel Conservation Services 99 York St, Kingston, ON K7K 1P9 Email: executivedirector@redsquirrelconservation.ca Website: http://www.redsquirrelconservation.ca/ Phone: (613) 547-8122
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Disclaimer The observations, analysis, and recommendations listed in this report are based upon the utility information provided and observations made by Red Squirrel Conservation Services while on location at the County of Frontenac facilities described in this report. The findings of this assessment are estimates, and energy savings have been calculated using averaged historical weather data and may vary per year. The impact of building changes, building use changes, new equipment, additional hardware and future weather data needs to be considered when evaluating savings. The dollar savings calculations are also estimates and not guaranteed. The costs of energy conservation measures were derived from supplier websites and/or RSMeans and will require verification with local contractors, since prices are subject to change and vary by region. Therefore, the information, analyses, and recommendations listed in this report are to be regarded as suggestions. Red Squirrel Conservation assumes no liability with respect to the use of, or for damages resulting from the use of, any information, apparatus, method or process disclosed in this report.
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Executive Summary ………………………………………………………………………………………………………………… 6 Introduction ………………………………………………………………………………………………………………………….10 Methodology and Scope of Work …………………………………………………………………………………………….11 Energy Use Intensity ………………………………………………………………………………………………………………13 Energy Benchmarking Analysis ………………………………………………………………………………………………..14 2069 Battersea Road…………………………………………………………………………………………………………..14 Frontenac Paramedic Service Stations ………………………………………………………………………………….15 GHG Emissions ………………………………………………………………………………………………………………………16 Battersea Road Facility ……………………………………………………………………………………………………….16 Frontenac Paramedic Service Stations ………………………………………………………………………………….17 Energy Analysis by Building (2018 Data) …………………………………………………………………………………..18 Battersea Road Facility ……………………………………………………………………………………………………….18 Paramedic Services Bases ……………………………………………………………………………………………………19 Understanding Demand Charges and the Battersea Road Electrical Bill ……………………………………….26 Recommended Energy Conservation Measures ………………………………………………………………………..28 Fairmount Home & Municipal Offices …………………………………………………………………………………..28 Paramedic Services Bases ……………………………………………………………………………………………………39 Human Factors and Energy Usage ……………………………………………………………………………………………47 Strategies to Achieve 1% Annual GHG Reduction ………………………………………………………………………51 Conclusion …………………………………………………………………………………………………………………………….52 Appendices …………………………………………………………………………………………………………………………..54 Appendix A Battersea Road Infrastructure…………………………………………………………………………….54 Appendix B Paramedic Stations Infrastructure ………………………………………………………………………60 Appendix C Energy Unit Prices (June 2019) ……………………………………………………………………………62
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The following is a list of acronyms (in order of appearance) used in the report: · · · · · · · · · · · · · · · · · · · · · · · · · · · · · · · · · · · · · · ·
FPS (Frontenac Paramedic Service) ekWh (equivalent kilowatt hour) GHG (greenhouse gas) VFD (variable frequency drive) ECM (electronically commutated motor) LED (light emitting diode) BAS (building automation system) ASHP (air sources heat pump) CFL (compact fluorescent lamp) DHW (domestic hot water) ECDM (energy conservation and demand management) kWh (kilowatt hour) kW (kilowatt) DOE-2 (department of energy) R-value (resistance to heat flow – value) HVAC (Heating Ventilation and Air Conditioning) EUI (energy use intensity) GJ (gigajoule) GJ/m2 (gigajoules per metre squared) RTU (roof top unit) CO2 (carbon dioxide) Btu (British thermal units) kVA (kilo-volt-ampere) CFM (cubic feet per minute) PPM (parts per million) L/s (litres per second) ERV (energy recovery ventilator) HRV (heat recovery ventilator) DCKV (Demand-controlled kitchen ventilation) PVC (Polyvinyl chloride) HP (horsepower) ∆ T (delta temperature) ∆ P (delta pressure) PSI (pounds per square inch) COP (coefficient of performance) Btu/h (British thermal units per hour) CO (carbon monoxide) EMS (emergency medical services) IESO (Independent Electricity System Operator)
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Executive Summary This report summarizes an energy analysis of the County of Frontenac’s facilities and prescribes measures to conserve energy and reduce greenhouse gas emissions. The facility at 2069 Battersea Rd. – comprising the County’s administrative offices, training space for Frontenac Paramedic Service (FPS), and the Fairmount long-term care home – is the largest energy consumer in the Frontenac County asset mix. The charts following include electricity and all other fuels, expressed as equivalent kilowatt hours (ekWh).
The following chart presents the energy use of the Paramedic Stations in more detail:
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Recommendations have been made for upgrades, as shown in the following tables. Some have a big impact on greenhouse gas emissions (GHG), while others are more desirable from a financially point of view. A few offer benefits in both areas. Recommendations are meant to be signals for areas where more investigation is warranted. Bear in mind that the capital costs cited here are not based on real on-site quotes, and savings estimates should be refined using more detailed information input before committing funds. Battersea Road Upgrade Recommendations: Upgrade Control mixed air dampers* Reduce fan speed with VFD in air handlers Remove possible exhaust air heating Change Kitchen Range Hood Fan to variable speed demand control Install strip curtains on walk-in coolers and freezer Install ECM motors on cooler & freezer evaporator coils Upgrade Lighting in Coolers and Freezer to LED Install variable-speed drives on boiler circulation pumps Insulate ceiling of Old House Night set back of temperature in Municipal office areas using BAS Switch laundry to Ozone Cold Water System Convert Old House at Battersea to ASHP Continue replacement of T8 and CFL lighting with LED. Prioritize lights that are on 24/7
Annual Savings Potential $3000
Capital Cost Estimate
Simple Payback (in years)
$3000
1.0
$12,000
$10,000
0.8
Unknown
Low to moderate
immediate
$800
$2400
3.0
$1000
$1500
1.5
$550
$2400
4.4
$460
$1500
3.3
$5200
$7500
1.4
$425
$5000
11.8
$3200
$3000
0.9
$11,200
$15,000
1.3
$1800
$60,000
33
$1860 (for 124 cabinet lights as an example)
$2356
1.3
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Paramedic Stations Recommendations: Upgrade Convert Heating in Parham to Air Source Heat Pump Insulate foundation wall - Parham Palace Road – reduce excessive gas heat * Robertsville - reduce water temperature in radiant floor
Annual Savings Potential $2700
Capital Cost Estimate $16,000
Simple Payback (in years) 5.9
$850 $1500
$2500 $500
2.9 0.3
$240
$800
3.3
GHG Recommendations Frontenac County has a stated goal of reducing municipal GHG emissions at a rate of 1% per year. Strategies to achieve this fall into two broad categories: · ·
Reduce fossil fuel use through equipment upgrades and better controls Switch from fossil fuel to lower-carbon energy sources, primarily electricity
The opportunities to reduce GHG can also be divided into three categories: · · ·
Changes that also have a good business case, with a quick financial return on investment Changes will have long-term economic paybacks, but still positive Changes that will result reduced GHG but increased overall cost
When replacing fossil fuels with electricity, the most expensive fuels should be replaced first. The energy content of oil and propane costs much more than it does for natural gas. This naturally leads to changing heating systems at the rural FPS stations that are not fuelled by gas. The table on the following page summarizes the opportunities for GHG reduction. Some of the upgrades also appear in the previous tables.
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GHG Reduction Recommendations
Upgrade Measure Ozone cold water laundry at Fairmount Convert Old House at Battersea Road to air source heat pump (ASHP) heating Switch Parham station to ASHP for space heating and electric resistance for domestic hot water (DHW). Switch FPS bases with propane heat to ASHP (Robertsville, Sydenham, Wolfe Island) Control ventilation air at Battersea Road Set back temperature setpoint at Municipal Offices, Battersea Road, when unoccupied Reduce fan speed in air handlers with VFD Reduce apparent overheating at Palace Road
Annual GHG Reduction (tonnes)
% of Current GHG Total
66
9.9%
57
8.6%
18
2.7%
Robertsville 5.8 Sydenham 11.3 Wolfe Island 1.9
2.8%
3.2 per 1000 CFM air reduction
unknown
13
2%
8.23
1.2%
6.3
1%
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Introduction This report was commissioned by the County of Frontenac for several purposes: · · ·
To fulfil the Ontario government’s requirement to implement an Energy Conservation and Demand Management (ECDM) plan for the period 2019-2024 To identify ways to help Frontenac County meet its objective to reduce its greenhouse gas emissions (GHG) by 1% per year To identify ways to save money by implementing cost-effective upgrades to energyconsuming equipment and modifying procedures and behaviours that affect energy use.
According to Ontario Regulation 507/18: (1) A public agency shall prepare, publish, make available to the public and implement energy conservation and demand management plans or joint plans in accordance with section 25.35.2 of the Act and with this Regulation. (2) An energy conservation and demand management plan is composed of two parts as follows:
- A summary of the public agency’s annual energy consumption and greenhouse gas emissions for its operations.
- A description of previous, current and proposed measures for conserving and otherwise reducing the amount of energy consumed by the public agency’s operations and for managing the public agency’s demand for energy, including a forecast of the expected results of current and proposed measures.
Reference: https://www.ontario.ca/laws/regulation/r18507 The County of Frontenac is a public agency and legally required to record its buildings’ annual energy consumption. To create an energy conservation and demand management plan (ECDM) and establish energy-use baselines, the County of Frontenac enlisted Red Squirrel Conservation Services to assess how energy is used in County-operated facilities. The facilities assessed for potential energy conservation and greenhouse gas emission reduction include: ● ●
Fairmount Home and Municipal Offices, 2069 Battersea Rd, Glenburnie Six Frontenac Paramedic Services sites: ○ Station 1-250 Palace Rd, Kingston ○ Station 3-1665 Highway 15, Kingston (rented) ○ Station 4-10579 Highway 38, Parham ○ Station 6-108 Highway 95, Wolfe Island ○ Station 7-4264 Stagecoach Rd, Sydenham ○ Station 8-509 Robertsville Rd, Robertsville ○ Station 12-706 Fortune Cres, Kingston (rented)
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The ambulance station at 666 Justus Dr. in Kingston was not assessed because it is rented and, as of June 2019, the lease is not expected to be renewed. The Howe Island ferry facility was also not assessed because it was determined that the Ministry of Transportation, not the County, pays the utility bills there. The other two rented facilities in Kingston – the ambulance stations at Fortune Crescent and Highway 15 – were assessed for overall energy use but not for capital upgrades, because the buildings and assets such as heating systems are not owned by the County. The Battersea Road facility consists of Fairmount Long Term Care Home, the County administrative offices, and offices and training space for the Frontenac Paramedic Service (FPS). These facilities are served by a common heating system and a single electrical meter account, so for the purposes of this report they have been treated as a single facility.
Methodology and Scope of Work Overall Audit Process Utility, propane, and oil bills were obtained for all buildings included in the audit. The bills were analysed to compare the buildings’ energy use to the energy-use averages of similar buildings nationally – a process called “benchmarking” – and to other County-owned and/or operated buildings. Building plans, where available, were collected to enable software modelling of the buildings and to identify levels of insulation in the building envelopes. Hourly data electrical data for one year was obtained for the Fairmount facility, and the billing tariff was analysed to determine the actual savings that can be obtained from kWh energy reductions as well as demand (kW) reductions. The Red Squirrel audit team visited all County properties in person to photograph lighting and all other significant energy-consuming equipment, record key equipment specifications, and ask staff questions about how the building was normally used (e.g., operating schedules). The field data and building plans were used to build energy models of each facility in software. The models were adjusted until the predicted utility consumption matched the consumption from actual bills to an accuracy of +/- 5%. Using the software models, possible upgrades to the buildings or systems were modelled and energy savings predicted.
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Software Used The audit team used eQUEST energy management software to build a working model of the County of Frontenac facilities. eQUEST is based on the DOE-2 engine developed by James J. Hirsch and the US Department of Energy.
Utility Analysis Electricity, natural gas, propane and fuel oil utility billing data from 2018 were used to determine a suitable energy consumption target and create accurate harmonized fuel rate estimates.
Building Envelope Analysis The building envelopes for all facilities were studied in detail to achieve an accurate breakdown of the building materials, R-values of the insulative layers, and the types of windows and doors. The building envelope was assessed and modelled in eQUEST based on the review of architectural and as-built drawings and measurements taken on site.
Mechanical Systems Analysis The Heating Ventilation and Air Conditioning (HVAC) systems were analysed and modelled to represent the function of the air handling units, gas fired burners, boilers, DX coils, heat recovery ventilators, pumps and exhaust fans. This information was obtained through an on-site review of equipment and examination of drawings and documentation provided by operational staff.
Electrical and Lighting Analysis The electrical and lighting loads were calculated through billing analysis and site visits. During the site visits, all the lamps and fixture types were counted. A spreadsheet, including light wattage and daily run time for all major light sources, was developed for each facility. The values from this spreadsheet were then compiled and entered, zone by zone, into each eQUEST building model. The electrical loads from pumps, compressors, miscellaneous equipment (e.g., fridges, computers, monitors), vending machines, laundry facilities, and other plug loads were also included in the energy model.
Reconciliation with Utility Bills After the initial data entry, all eQUEST models were adjusted until they matched the actual consumption of all utilities according to the billing data.
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Energy Use Intensity EUI refers to the amount of energy used in a facility per square metre, irrespective of the source(s) of that energy. This enables the energy use performance of large facilities to be compared to that of smaller ones. (Put another way, it allows for apples-to-apples comparisons.) An energy use intensity (EUI) calculation was completed for all facilities. To do this, the energy value of electricity, natural gas, oil, and propane used at each site was converted to Gigajoules (GJ) and then divided by the site’s size in square metres, resulting in a ratio of GJ/m2. The chart below compares the EUI score (GJ/m 2) of the different Frontenac facilities:
Frontenac Paramedic Station 1 on Palace Road is clearly an outlier, with an energy use intensity higher than the other stations. Please see the ‘Recommended Energy Conservation Measures’ section for further analysis.
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Energy Benchmarking Analysis A benchmark is a standard or point of reference against which energy use can be compared and assessed. Energy benchmarking can be used to compare a building to an overall average for that type of building, or to compare the building to itself at different points in time. The following section compares the EUI scores presented above to those of similar buildings elsewhere and to national averages.
2069 Battersea Road This facility includes substantial office space, but also the Fairmount Long Term Care Home. This mixed use makes it somewhat challenging to find a close benchmark for comparison purposes. The external references used are long-term care facilities in Toronto that have a similar floor area and are used singularly for extended care. The Battersea Road facility was also compared to a similar building using a software tool called ‘Energy Star Portfolio Manager’. The classification selected for the benchmark was ‘Health Care Residential Care Facility’.
Battersea Road scores very favourably against the external comparison properties in Toronto and is very similar to the Canadian median value. Energy use since the last audit in 2007 has risen 8.5% for gas and 9% for electricity due to the addition of the Auditorium and air conditioning in several parts of the building. Without the recent and ongoing improvements to lighting efficiency, the increase would have been even greater.
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Frontenac Paramedic Service Stations A benchmark analysis was completed for the eight Frontenac Paramedic Service Stations using external reference metrics. Two of the external reference facilities used are ambulance stations in Toronto that have a floor area similar to that of the Frontenac Paramedic Service Stations. They are both gas heated and have a similar external appearance. The Frontenac stations were also compared to an average similar building using ‘Energy Star Portfolio Manager’. The classification selected for the benchmark was ‘Public Service - Fire Station’.
The data show, once again, that Palace Road is an outlier. Most of the other bases moderately exceed the Toronto comparable for ambulance stations but average a little less than the Canadian average for a fire hall. Further analysis has shown that the main cause of the high EUI at Palace Road is heating, not electrical. Palace Road has a heating-fuel EUI (in ekWh/m2) approximately 40% higher than the average heating EUI of the stations. Further work is required to determine why this is the case. Possible causes are: · Air Handlers are introducing outside air. There are already and HRV and garage exhaust fans, so no additional outside air should be needed. The other stations have none. · The bay doors are open much more often or for longer than other stations. · The heating setpoint is too high. · The gas burner in the RTU is malfunctioning and running very inefficiently.
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GHG Emissions An analysis of GHG emissions was completed as per the Energy Star Portfolio Manager technical reference for greenhouse gas emissions. Emissions were calculated by multiplying facility energy values by emissions factors. For emissions analysis of on-site fuels, the standard method is one emissions factor per fuel type. These factors incorporate the emissions of carbon dioxide, methane, and nitrous oxide, to provide a single carbon dioxide equivalent number. Portfolio Manager uses custom factors for Canada, which are further regionalized to account for differences within each province. For example, natural gas factors in Canada are computed by province to account for differences in gas content and supply across the country. The analysis of GHG emissions in this report comprises total direct emissions, which are fuel sources directly consumed at the facility.
Battersea Road Facility A GHG emissions analysis was completed for Fairmount Home and the associated offices on Battersea Road. The facility produced a total of 561 tonnes of CO2-equivalent emissions in 2018. The following chart breaks down the Battersea Road GHG emissions by fuel type:
Because Ontario has a relatively clean electrical grid, the emissions from electrical consumption are negligible in comparison to natural gas. However, on an energy production basis, electricity is far more expensive than other fuels (because there are more hidden costs in its production and delivery).
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Frontenac Paramedic Service Stations A GHG emissions analysis was completed for the eight Frontenac Paramedic Service Stations displayed in the chart below:
Note that the highest station with the highest emissions (nearly 25 tonnes), is a very small emitter compared to Battersea Road (560 tonnes). Station 3 has the lowest GHG emissions, as it is a fully electric facility. Generally, electricity in Ontario has a small GHG emissions factor, since the carbon generation from hydro and nuclear sources is relatively low. Station 6 (on Wolfe Island) also has low GHG emissions. It is a small building with only crew facilities and no County-owned garages. (The garage building is owned by the Township of Frontenac Islands, not the County of Frontenac.)
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Energy Analysis by Building (2018 Data) Battersea Road Facility
The graphic above shows the building as modelled in eQUEST energy software.
Energy by End-Use
The graphic above displays the energy by end-use summary produced by the eQUEST energy model.
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Paramedic Services Bases Energy by End-Use EMS Station (1) - 250 Palace Rd, Kingston
The graphic above shows the building as modelled in eQUEST energy software.
The graphic above displays the energy by end-use summary produced by the eQUEST energy model.
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EMS Station (2) - 666 Justus Dr, Kingston (rented building) As per direction from County officials, this building was not visited by the audit team, as it is rented, and services are likely to be relocated in the near future.
EMS Station (3) - 1665 Highway 15, Kingston (rented building)
The graphic above shows the building as modelled in eQUEST energy software.
The graphic above displays the energy by end-use summary produced by the eQUEST energy model.
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EMS Station (4) - 10579 Highway 38, Parham
The graphic above shows the building as modelled in eQUEST energy software.
The graphic above displays the energy by end-use summary produced by the eQUEST energy model.
*Note about Parham energy model: eQUEST simulates energy consumption for fuels in BTU (British thermal units) which is then converted through a calculated multiplier to the fuel source of each site, in this case heating oil.
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EMS Station (6) - 108 Highway 95, Wolfe Island
The graphic above shows the building as modelled in eQUEST energy software.
The graphic above displays the energy by end-use summary produced by the eQUEST energy model.
*Note about Wolfe Island: The propane bills provided align only with the consumption of the paramedic crew quarters behind the main fire/ambulance hall, so only this building was modelled. eQUEST simulates energy consumption for fuels in BTU (British thermal units), which is then converted through a calculated multiplier to the fuel source of each site (in this case, propane).
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EMS Station (7) - 4264 Stagecoach Rd, Sydenham
The graphic above shows the building as modelled in eQUEST energy software.
The graphic above displays the energy by end-use summary produced by the eQUEST energy model.
*Note about Sydenham: eQUEST simulates energy consumption for fuels in BTU (British thermal units), which is then converted through a calculated multiplier to the fuel source of each site (in this case, propane).
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EMS Station (8) – 509 Robertsville Rd
The graphic above shows the building as modelled in eQUEST energy software.
The graphic above displays the energy by end-use summary produced by the eQUEST energy model.
Note about Robertsville: eQUEST simulates energy consumption for fuels in BTU (British thermal units), which is then converted through a calculated multiplier to the fuel source of each site (in this case, propane).
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EMS Station (12) - 706 Fortune Cres, Kingston
The graphic above shows the building as modelled in eQUEST energy software.
The graphic above displays the energy by end-use summary produced by the eQUEST energy model.
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Understanding Demand Charges and the Battersea Road Electrical Bill The graphic below is a portion of the June 2019 electricity bill for Battersea Road:
The charges fall into three categories: · · ·
Fixed charges that are the same every month, regardless of consumption Charge based on energy or kWh used that month Charge based on the peak demand (highest 15 minutes) for the month
All charges have 13% HST added and the 8% rebate removed. The fixed charge is buried in ‘delivery’ and not shown but can be found on the Hydro One website. It is $89.73, before tax. All other parts of the bill are variable and based on consumption. The kWh charges are charged at two rates – 7.7 and 8.9 cents per kWh – regardless of time of use. Note that if you save a kWh, you save from the second-rate block, unless you save so much that this block disappears.
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The demand charge forms most of the charge called ‘delivery’ at the bottom of the bill. Demand is based on the highest wattage that the building requires for any 15-minute period in the month. On this bill, the value is 232 kW. There is, however, a penalty on this value if the power factor of the load is worse than 90%. This is applied by using kVA instead of kW as the demand, if it is greater. On this bill, the kVA was 277 (90% of 277 = 249). Since 249 is higher than the kW (232), the higher number is used. A rigorous estimation of electrical savings at Battersea Road must include kWh, as well as intelligent thinking about whether a given upgrade will also reduce demand. Any load that is on 24/7 will reduce demand. Demand charges are typically about 30% of the overall bill at Battersea Road.
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Recommended Energy Conservation Measures Fairmount Home & Municipal Offices Summary of Possible Upgrades Upgrade
Annual Savings Potential $3000
Capital Cost Estimate
Simple Payback (in years)
Control mixed air $3000 1.0 dampers* Reduce fan speed with $12,000 $10,000 0.8 VFD in air handlers Remove possible Unknown Low to moderate immediate exhaust air heating Change Kitchen Range $800 $2400 3.0 Hood Fan to variable speed demand control Install strip curtains on $1000 $1500 1.5 walk-in coolers and freezer Install ECM motors on $550 $2400 4.4 cooler & freezer evaporator coils Upgade Lighting in $460 $1500 3.3 Coolers and Freezer to LED Install variable speed $5200 $7500 1.4 drives on boiler circulation pumps Insulate ceiling of Old $425 $5000 11.8 House Night set back of $3000 0.9 $3200 temperature in Municipal office areas using BAS Switch laundry to $11,200 $15,000 1.3 Ozone Cold Water System Convert Old House at $60,000 33 $1800 Battersea to ASHP Continue replacement $1860 $2356 1.3 of T8 and CFL lighting (for 124 cabinet lights as an example) with LED. Prioritize light that are on 24/7 *savings is based on 5000 CFM of outside air reduction. Actual level is unknown.
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Recommended Upgrades That Are Likely Cost Effective, But Savings Cannot Be Accurately Predicted · · ·
Ensure dishwasher power supply is locked out with overall kitchen schedule to avoid standby heating of water. Provide local override switch with timer. When replacing A/C units, consider buying units with heat-pump capability. Ensure dishwasher exhaust fans run only when dishwashers are in use.
Upgrades That Require More Study · · ·
Passive cooling for server room Demand management Power factor correction
Detailed Discussion Control Mixed Air Dampers Ventilation air to the facility is provided by six rooftop units (RTUs). Each has a mixed-air damper that controls the amount of air that is recirculated vs replaced by outside air. Running higher levels of outside air increases energy cost due to heating in the winter and cooling and dehumidification in the summer. Outside air levels that are too low cause poor indoor air quality. Discussion with staff and inspection of one unit revealed that the mixed-air dampers are not actively controlled, and their position is largely unknown. The one unit that was inspected was found to have the damper closed and completely disconnected from the actuator. This would cause 100% outside air to be used, with no recirculation. Outside air needs can be determined in two ways:
- Measure CO2 levels in the return air in real time. A common setpoint is 900 ppm. When CO2 levels rise above this, the proportion of outside air is increased.
- Set the level according to building occupancy. A value of 9 L/s per person of outside air is a common target. Using this approach, outside air could be reduced at night when fewer people are in the building, especially in office areas. Actual CO2 levels could be measured during commissioning and then damper position established and repeated without further measurement.
Reduce fan speed with VFD in rooftop air handlers Analysis shows that 3500 to 4500 CFM (cubic feet per metre) of outside air should be adequate to provide proper ventilation to the building. Each air handler (RTUs 1-4) has a capacity far in excess of this – estimated to be 9000 CFM each. These units run at full speed, 24/7. They are not needed to deliver heat to the building, since the delivered air setpoint is only 65F. Their only purpose is to heat the fresh air supply coming from outside. 29 Red Squirrel Conservation Services
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It is recommended that the actual CFM being moved by these units be measured and then a VFD (Variable Frequency Drive) installed on one as a test. Reduce fan speed and open outside air to maintain max 900 ppm CO2 in the return air. If the CO2 level varies a lot through the day, then a demand-based control is warranted. This will allow the fans and outside air to modulate to hold a setpoint of 900 ppm in the return air. If the CO 2 is relatively level, then a new fan speed and damper position can be chosen and fixed. A 20% reduction in fan speed results in a 50% reduction in energy cost. This has been assumed in the savings. More savings may well be possible.
Remove Possible Exhaust Air Heating Study of one RTU and the associated graphic in the Building Automation System (BAS) raised the possibility that a design or installation error has created an arrangement where heated boiler water is flowing through a coil in the exhaust air stream, needlessly heating this air before it is exhausted. The graphic from the BAS is reproduced below:
Even if the flow direction in the red glycol pipe was reversed, it is almost impossible that the temperature of the water in the exhaust coil would be lower than the outgoing air (70F). If the water is warmer than the air flowing through the coil, heat is being lost. An isolated glycol loop with an exhaust coil and an intake coil could transfer heat effectively between exhaust and intake air if it was not connected to boiler water. The intake coil would preheat incoming outside air, but then a second coil with boiler water would be needed to finish the heating. On inspection, only one heating coil was found on the intake side of the RTU. It is recommended that further study of the actual installation be undertaken. If the exhaust coil is warmer than 70F when the boiler is operating, the system can be confirmed to be incorrectly configured and needlessly dumping heat.
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The graphics below illustrate properly configured systems:
Image source above: http://www.dac-hvac.com/pumped-glycol-energy-recovery-efficiency-vseffectiveness/
There are other ways to recover heat from exhaust air, including a heat wheel system, ERV/HRV units, heat pipe systems, or an air-air heat pump. When the existing RTUs need replacement, careful consideration of the options should be made.
The cost of losing this heat has not been calculated, but actual building gas consumption is near the level expected by modelling the building in software, so a large heat waste here is not likely. If even one coil had boiler water running continuously all winter, the gas consumption for the building would not balance with software predictions.
Change Kitchen Range Hood Fan to Variable Speed The exhaust hood in the kitchen is needed to remove humidity and smoke caused by cooking. It currently is turned on by staff at the beginning of each day and turned off at the end of the day, and runs at constant speed with a 3hp motor the whole time. Reducing unnecessary exhaust saves 31 Red Squirrel Conservation Services
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energy by reducing both the electrical consumption of the motor and the need to heat or cool all the air that must enter the building to replace the exhausted air. Demand-controlled kitchen ventilation (DCKV) systems use sensors in the hood to detect temperature, humidity, or smoke and then run the fan at a variable speed to ensure that just enough air is moved. Enbridge Gas currently offers a $1700 rebate on the installation of this equipment. https://www.uniongas.com/business/save-money-and-energy/equipment-incentiveprogram/foodservice-programs/dckv
Install Strip Curtains on Walk-In Coolers and Freezer When staff open the doors to coolers and freezers to enter the space, cold air is lost and replaced with warm room air. It was observed that the staff tend to leave the doors open when making short visits to the rooms, which is understandable (given that the doors are heavy and awkward). Clear PVC strip curtains installed inside the doors substantially reduce the ingress of warm air when the doors are opened. They are commonly used at many facilities in Ontario.
Image source: https://www.steelguardsafety.com/restaurant-refrigeration-strip-curtains Savings were estimated from the following source: https://www.energy.ca.gov/appliances/2004rulemaking/documents/case_studies/CASE_WalkIn_Cooler.pdf
Install ECM Motors on Cooler/Freezer Evaporator Coils Inefficient motors incur more electricity costs to operate, but even worse, when installed in a cooled space, the substantial extra heat produced by the motors must be removed by the refrigeration system. The motors could not be clearly observed during the audit, but if they have not been upgraded to ECM-type motors, they should be. Savings were estimated using the same reference used for strip curtains, above.
Upgrade Lighting in Coolers and Freezer to LED Savings are based on changing existing T12 40W to 13W LED. Coolers and freezers have a very high return on upgrading lighting due to the fact that excess heat produced by inefficient lighting must be removed by the refrigeration system. Savings are operating costs plus avoided refrigeration costs.
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Install Variable Speed Drives on Boiler Circulation Pumps Three boiler circulation pumps (7.5 hp each) currently operate continuously whenever the boilers are operating, estimated to be 5,760 hours per year. Full flow is only needed at times of maximum heat load. Savings are based on a conservative assumption that electrical use would be reduced by 50% over a year. Motor speed must only be reduced by 25% to save 50% of input power. Pump speed is typically controlled by maintaining a fixed ∆T (delta temperate difference) of inlet vs output water at the boiler (e.g., 20 degress F) or by maintaining a fixed ∆P setpoint of pressure difference across the pump (eg 15 psi). The details of this design must be carefully worked out by a hydronics professional with due regard to all aspects of the system, including boiler minimum flow requirements and the effect of outdoor reset controls.
Insulate Ceiling of Old House The ceiling of the Old House was found to be uninsulated, as was stated in a previous audit report dated 2008. It is recommended that cellulose insulation be blown into the cavity between the ceiling and the floor above. Savings are based on the assumption that 10 inches of material can be put in this area. The rooms above this floor are not in use and the building envelope is in poor repair. Alternatively, insulation could be put one storey higher, above the ceiling of the unused rooms, but this would introduce additional heat loss through the walls and windows of this abandoned area. This option is only recommended if the area is likely to be reclaimed as heated space.
Night Setback of Temperature in Municipal Office Areas Unlike the rest of the Fairmount facility, municipal offices are not occupied outside of normal business hours. The areas have no mechanical ventilation that can be powered down, but the heating setpoint can be lowered in winter and the cooling setpoint can be raised in summer. The hydronic heating is slower to respond to change than an air-based system, but significant savings can still be realized. The savings estimated are based on changing setpoint by 5F during unoccupied times. It is recommended that control be managed by bringing this area into the Building Automation System (BAS) and implementing a ‘smart’ control algorithm that changes the set-up time based on outside air temperature. On a cold night, for example, it will take longer to get the space up to setpoint than on a mild night.
Continue to Replace T8 and CFL Lighting with LED Detailed recommendations are not given for this upgrade, because it is being well managed by the Fairmount facilities team already. Most corridor lighting has been upgraded to LED. Priority should be given to lights that are on 24/7.
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Lighting that is on 24/7 but not yet upgraded to LED includes: · · · · ·
2x2 CFL fixtures in the main reception area Some basement corridor lighting Elevator lighting (currently T12) Bowl-type corridor fixtures with three CFL lamps in corridors Overhead lighting in ‘memory box’ cabinets, which is currently 26 W CFL.
Inexpensive ‘off brand’ LED lighting has a poor record for reliability. For major purchases, it is recommended that products from well-established manufacturers be used. Also, keep detailed records and proof of purchase to retain the ability to claim warranty replacement if needed. Fairmount is paying penalties every month for low power factor. Ensure that LED upgrades have a power factor of 90% or higher, and test samples to be sure. Here is an example of the economy of replacing a 25W cabinet light with a 12W LED direct plug-in lamp: Annual savings: 14 W x 8760 h x 0.0962 $/kWh = $11.79 Additional savings from demand reduction: 14/1000 x 19.44 $/kW x 12 month = $3.26 Total savings: $15.04 Cost of LED lamp: $19.00 Payback: 19.0/15.04 = 1.3 years
Ozone Low-Temperature Washing Laundry washing in hot water is a large consumer of natural gas in Fairmount Home. Cold water washing using water that has been infused with ozone gas is an alternative that is commercially available and appears to offer the necessary disinfectant properties required in a health care facility. An ozone generator creates ozone gas from ambient air and injects it into the wash water. Ozone is 90% oxygen and opens fibres, releasing stains. References are provided, including reference to a healthcare facility. Enbridge Gas provides partial rebates for ozone laundry installations in Ontario. Studies show that in addition to natural gas savings, ozone washing offers: · · · ·
Decreased drying times due to fibre separation Reduction of water use due to less rinse required Lower labour costs due to shorter cycle times Reduced pollutants in wastewater
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Current consumption estimates for laundry hot water: laundry/bed/day Beds Hot Hot Hot Water Gas Gas GHG lb* Water Water L/yr m3/yr $/yr tonne/yr L/lb L/day 12 124 7.96 11,842 4,322,330 41,040 $13,130 78 This number comes from industry ‘rules of thumb’. More exact measurement of water use at Fairmount is needed. Assuming the ozone system results in 85% savings on water heating: $/yr gas savings GHG savings, Estimated Capital Payback, yr tonne Cost* $11,160 66 $15,000 1.3 This cost is very approximate and should be confirmed. Ozone Washing References: Enbridge incentive https://www.uniongas.com/business/save-money-and-energy/equipment-incentiveprogram/water-heating-programs/ozone-laundry US Department of Energy Study on Ozone Washing in Healthcare and Hospitality facilities: https://www.pnnl.gov/main/publications/external/technical_reports/PNNL-23536.pdf Other non-vendor references: https://betterbuildingssolutioncenter.energy.gov/sites/default/files/attachments/Ozone_Tech_Dem o_Flyer_508.pdf https://www.healthcarefacilitiestoday.com/posts/Ozone-laundry-system-expected-to-mean-energysavings-Wisconsin-hospital--2551 Washing load in hospitals: http://learning.ahe.org/communities/myahe/questions/16fbc603-68d3-4fa6-a893f68366dc9fc3/linen-use-per-patient-average-lbs
Convert Old House at Battersea Road to ASHP This conversion does not have an attractive economic return, but it has been modelled because if the space is repurposed and renovated, a change to ASHP would allow for significant GHG reduction by moving off the natural gas hydronic system that is currently in place. GHG reduction resulting from this upgrade is estimated at 57 tonne/yr, representing an 8.5% reduction in the County’s overall GHG emission. The annual operating cost would be about $1800 lower. (The air source heat pump was assumed to have a seasonal COP (Coefficient of Performance) in heating of 2.5.)
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Heat pumps are available in air-to-air or air to water configurations. In either case, they tend to produce output (air or water) that is not as hot as a fuel fired appliance. This can mean that changes to ducts or radiators are needed to allow more air flow or greater radiator surface area in order to deliver the same Btu/h to the space. It is recommended that a renovation at this level be designed by a professional engineer experienced with heat pumps. A sample of an air-to-water heat pump is shown below. This unit has a 20kW output, and three of them would be needed to heat the Old House area. This upgrade does not result in an attractive payback but is presented as an example of what is possible, and needed, to move a building from fossil fuel to low-carbon electric heating.
Passive Cooling for Server Room The room housing the computer servers requires active air conditioning in all months of the year. During the winter, outside air could be ducted to the room instead of operating a compressor-based cooling system. The distance from the server room to an outside wall is approximately 15m. A duct, fan, and controller would be required. Balanced air flow could be achieved by allowing the warm server room air to passively vent into the building through a grille. The best control strategy would be to bring the system into the BAS so that both outside air temp and server room temperature could be used to decide where the passive fan or the A/C system should be operated.
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Demand management As discussed in the utility bill section, Fairmount currently pays $19.44 for every kW of peak demand every month. Reducing these peaks by just 10 kW would save $2300/yr. Another way to think about this is to consider a 1500 W coffee maker unnecessarily left on during a peak electrical cost period almost $30 for that month. An effective demand management strategy involves carefully logging when peaks occur (hourly data is available for download from Hydro One) and discovering all the loads that were on during the peak. In anticipation of a peak, any non-essential loads would be switched off for a short time by a control system. Such loads might include refrigerated vending machines, domestic refrigerators, or even walk-in coolers if a slight temperature rise could be tolerated.
The graphic above shows a sample two-week period in summer for Battersea Road. The peak for each day is obvious, but it can be seen that one is noticeably higher than the others. If this were a month, that high peak would trigger the demand charge for the whole month. Demand charges are about 30% of the overall electricity bill for this facility, so reducing monthly peak demand can have a strong payback.
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Power Factor Correction Power factor penalties are imposed on customers by their utilities when loads in the building cause electrical current and voltage to slip out of timing with each other. A perfect power factor is ‘1’, when current and voltage are rising and falling exactly in time with each other. Certain loads, such as electric motors, tend to cause power factors less than 1. Some fluorescent and LED lights can also have low power factors. When the overall power factor at the service entrance drops below 0.9 or 90%, a penalty is added to the monthly bill. The table below shows the power factor charges that Battersea Road incurred in 2018. The power factor can be corrected at the service panel entrance by installing capacitor banks. Many vendors are available who specialize in this. It is recommended that a quote be obtained and compared to the annual penalty to determine if power factor correction is cost effective. When upgrading lighting to LED, choose units with a power factor of 90% or higher. Inexpensive ‘unknown’ brands frequently have a low power factor. Power factor can be easily tested for any device with a plug on it. Power Factor Correction Penalty (2018)
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
kW 246 249 250 245 242 262 343 357 344 362 283 241
kVA 292 294 295 292 289 316 400 415 402 422 339 289
90% Demand Charge 263 265 266 263 260 284 360 374 362 380 305 260
Power Factor 84% 85% 85% 84% 84% 83% 86% 86% 86% 86% 83% 83%
Penalty (kW) 16.8 15.6 15.5 17.8 18.1 22.4 17 16.5 17.8 17.8 22.1 19.1 216.5
$ 18.00 Penalty Cost $ 302.40 $ 280.80 $ 279.00 $ 320.40 $ 325.80 $ 403.20 $ 306.00 $ 297.00 $ 320.40 $ 320.40 $ 397.80 $ 343.80 $ 3,897.00
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Paramedic Services Bases Summary of Significant Upgrades Additional smaller upgrades are noted building by building in the details section. Upgrade
Annual Savings Potential
Capital Cost Estimate
Simple Payback (in years) 5.9
Convert Heating in Parham to Air $2700 $16,000 Source Heat Pump Insulate foundation wall - Parham $850 $2500 2.9 Palace Road – reduce excessive gas $1500 $500 0.3 heat * Robertsville - reduce water $240 $800 3.3 temperature in radiant floor *Capital cost assumes that the problem is resolved with a simple HVAC service and diagnosis.
Recommendations Common to All Bases · · ·
Continue to replace lighting to LED, with emphasis on 24/7 lighting and outdoor lighting Convert fossil fuel heating to air source heat pumps to reduce GHG. The first priority is stations that use propane: Robertsville, Parham, Sydenham, and Wolfe Island. Convert fuel-fired domestic hot water heating to air source heat pump (hybrid hot water heater) or electric resistance heaters on a case by case basis to reduce GHG.
EMS Station (1) - 250 Palace Rd, Kingston This large station has a higher energy use intensity (EUI) than any other and exceeds the average for this type of building. The audit visit did not reveal any unusual energy usage or obvious upgrade suggestions. The HVAC systems are mostly inaccessible, as they are located on the former flat roof, which is now an attic space accessible only through a high hatch that could only be accessed with a scissor lift. One RTU was inspected on an outdoor accessible roof. Analysis has shown that the main cause of the high EUI at Palace Road is heating, not electrical. Palace Road has a heating fuel EUI (in ekWh/m2) approximately 40% higher than the average heating EUI of the other stations. Further work is required to determine the cause of this. Possible causes are: · Air Handlers are introducing outside air. There is already an HRV and garage exhaust fans, so no additional outside air should be needed. The other stations have none. · The bay doors are open much more often or for longer than other stations. · The heating setpoint is too high. · The RTU’s gas burner is malfunctioning and running very inefficiently.
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EMS Station (2) - 666 Justus Dr, Kingston (rented building) As per direction from County officials, the audit team did not visit this building, as it is rented, and the paramedic services housed there are likely to be relocated in the near future.
EMS Station (3) - 1665 Highway 15, Kingston (rented building) This is a rented building. The station is fully electric and uses no fossil fuels. It is heated with a heat pump using air distribution. The operating cost is 12% less than Parham, and the GHG emissions are the lowest of all the buildings in the group. Bay lights are excellent LED and could serve as a model for upgrading other stations. The foundation insulation was found to be damaged on the exterior of the building, likely from the use of a weed trimmer:
EMS Station (4) - 10579 Highway 38, Parham The Parham station is one of the oldest in the group and would benefit from numerous upgrades: Upgrade
Replace oil furnace with ASHP and replace oil domestic hot water heater with electric resistance heater Insulate Foundation Wall* Decouple second fan unit in bay Cover sump in basement
Annual Savings ($) $2700
Annual Saving GHG (tonnes) 17.72
Capital Cost Estimate $16,000
Payback (in years) 5.9
$850 0.2 $2500 2.9 $35 negligible $0 immediate $100 negligible negligible immediate (730 kWh) *savings assumes that the heating has been upgraded to ASHP. It will be more if left as oil heat.
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An air source heat pump (ASHP), as installed at the Hwy 15 station, could be considered the ‘state of the art’ heating system and offers the greatest reduction in greenhouse gas emissions of all the choices. If an electric domestic hot water tank (DHW) was also installed, no propane or oil would be used. The Highway 15 station, which uses air source heat pump technology, operates at a 12% lower overall cost than Parham. As an alternative, an air source heat pump hot water tank (often called a ‘hybrid water heater’) could be used. This would also act as a dehumidifier for the basement in the summer, reducing the need for existing plug-in dehumidifiers. A less expensive option, but one that still uses fossil fuels, would be a condensing propane furnace and an instant condensing domestic water heater. Ensure that water hardness is controlled before installing any instant DHW equipment. The building has insulated frame walls, but the foundation wall is uninsulated and partially exposed above grade. The savings above are estimated based on adding R-value 15 to the wall, which can be done using rigid XPS foam or sprayed two-component polyurethane. A fire rated coating can be sprayed on top of the foam, eliminating the need for a frame wall. Two dehumidifiers were observed running in the basement. Foam wall insulation will reduce the humidity, but there is also an open sump pit with standing water that is contributing to the humidity. This sump should be covered with a lid to reduce evaporation of moisture that must then be removed by the dehumidifiers. A dehumidifier removing 12 L of water per day uses about $300 of electricity in a year. The bathroom exhaust fan was found to be running continuously and mostly plugged. It should be cleaned and put on an occupancy sensor or crank timer. When a vehicle is started and the bay doors opened, an exhaust fan starts to purge carbon monoxide (CO). Simultaneously, a second fan in a self-contained filter unit hanging from the ceiling also starts. This fan unit is designed with filters for dust removal and serves no purpose for removal of CO. No other station has such a dust-removal system. It is recommended that this second fan be removed from the automated circuit.
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Above: The ceiling-mounted fan unit does not reduce CO. Below: Upgraded energy consumption at Parham, with all upgrades included:
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EMS Station (6) - 108 Highway 95, Wolfe Island This station includes two buildings, a garage/lounge building shared with the municipal fire service of the Township of Frontenac Islands, and, behind this, a paramedic lounge/office building behind used only by the paramedic service. Only this rear building is owned by Frontenac County, so the front garage building was not studied by the audit team. No upgrades are recommended for the building at this time, except continuation of facility-wide upgrading of high-use lighting to LED. To reduce GHG production, an air source heat pump could be used to replace the propane currently used a fuel to heat the facility.
EMS Station (7) - 4264 Stagecoach Rd, Sydenham This station is relatively new, and all its systems are in good condition. Minor conditions to upgrade/repair are: · ·
· ·
·
One small outdoor light at front was found to be on in daytime. Garage lights come on automatically with an occupancy sensor, even when there is bright sun and they are not needed. Replace this sensor with a unit that includes light-level sensing. The thermostat appeared to be set for 69oF in cooling season. This is too cold. The cooling setting should be 72oF to 75oF for reasonable occupant comfort and energy efficiency. The photovoltaic array behind the building features a rack with adjustable slope. The angle should be changed four times every year for reasonable production. On the date of the audit, the angle was observed to be far too steep for that time of year, which substantially reduces production. Continue facility-wide upgrading of high-use lighting to LED.
EMS Station (8) – 509 Robertsville Rd This is the newest of all the stations owned by Frontenac County. The garage exhaust system features an intake air damper and exhaust fan that are both triggered by a CO detector in the garage. This system is efficient and should be used as a model for upgrading other facilities when these systems malfunction. Heating System Issues The building is heated with in-floor radiant heat from a high-efficiency propane boiler, an excellent choice for energy efficiency. However, the audit team noted that the boiler appears to be heating both the floor as well as the domestic hot water without the use of a temperature-mixing valve. Domestic hot water typically requires 140oF boiler water, whereas the maximum temperature for a radiant floor is typically 100oF. This problem is usually resolved by including a mixing valve on the floor loop to recycle some of the water and keep the temperature low, or by using a different heating system for the domestic hot water. The staff present reported problems with overheating in some areas in the winter, which would be consistent with water that it too hot being delivered to the floor. 43 Red Squirrel Conservation Services
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When the return water temperature to the boiler is hotter than 130oF, it cannot run in condensing mode, causing efficiency to drop from mid-90s to low-80s. An outdoor reset control appears to be present, but it will not enable efficient low-temperature water production in the present configuration of the boiler. If a separate tankless propane heater for DHW was installed, the boiler could run at the reduced temperatures needed for condensing operation. It is recommended that a hydronics specialist review this installation and recommend changes. Many smaller contractors do not have the training to adequately configure an advanced system like this. Mechanical drawings from original construction should also be checked to see if the apparent error was included in the design or if the installing contractor made unauthorized changes.
Reconfigure boiler to operate in condensing mode with outdoor reset
Annual Savings $240
Capital Cost $800
Payback 3.3
The photo on the following page displays the heating system.
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Heating System
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Miscellaneous Issues The building has many occupancy sensors to control lighting, but many were not operating properly. The garage lights were found to be on 24/7 due to a faulty or misplaced occupancy sensor. Replace the faulty sensors with better quality units that also feature light detection to avoid daytime operation. Solicit feedback from crews after replacement to ensure the problems are resolved. Formation of ice on the inside of a steel door was reported. Staff suspected the cause was the makeup air duct located above the door. The audit team found the weather-stripping on the door to be of low quality. Replace the weather-stripping with a good-quality magnetic product designed for steel doors, as well as a good-quality airtight threshold and re-assess whether ice is still an issue.
EMS Station (12) - 706 Fortune Cres, Kingston This large facility is in a rented building and comprises a three-bay garage, supplies storage, repair workbenches, and an equipment washing station. Offices and a small kitchen are at the front. Domestic hot water is electric resistance, and heating in the garage is accomplished with overhead gas unit heaters. For more on this topic, see our comments about lighting in the following section.
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Human Factors and Energy Usage A key part of achieving energy savings in an organization involves employee training and attitude. Random visits to all FPS bases and the Battersea Road facility allowed the audit team to see the state of lights and appliances on normal days at each facility. Frequently, the lights were off when adequate daylighting was present in FPS bases, and coffeemakers or TV’s were rarely found on when unattended. The following photos and comments highlight places where improvements could be made. This is the control for the HRV at Palace Road. It triggers the HRV to run on high humidity. The control is taped in position and the unit is running. This is the inside of the HRV at Palace Road. The intake filter is heavily blocked.
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The switch on this coffee maker is taped, with a request to leave it on, presumably 24/7. The 1500W heater inside will cycle all the time, maintaining hot water in an uninsulated container. (Located main floor, Old House, Battersea Road)
This is a light switch taped on in a washroom. Good-quality occupancy sensors, combined with delay off features, can operate washroom lights effectively. (Image taken near Fairmount boardroom This washroom exhaust fan was found to be running continuously and is very plugged with dust. Continuous exhaust incurs costs not just for the electricity, but also for heating or cooling the air that it exhausts. Crank-style timers are an effective upgrade for small washroom exhaust fans. (Located at Parham FPS)
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These lights were found to be left on at Fortune Cres FPS, although nobody was in the building. The lights in this area total 2100 W and costing $0.36 per hour, or $8.57 per 24-hour day. Good- quality occupancy sensors located in multiple places around the room could control these lights effectively. The garage exhaust fan was found to be running continuously, apparently because it had been turned on by the override switch shown in the photo below. The crew onsite at the time were unaware that the fan was running and why it might have been switched on. It is recommended that the override be changed to a timer-style control, so that when placed into ‘override on’ it goes off automatically after a period of time.
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.
This evaporator coil in the walk-in freezer is clogged with dust. Restricted airflow over evaporator coils reduces the thermodynamic efficiency of the refrigeration system and increases runtime of the fans.
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Strategies to Achieve 1% Annual GHG Reduction The County of Frontenac has a policy goal to reduce its GHG emissions by 1% per year. The table following summarizes the upgrades that offer significant GHG reductions. Usually these involve reducing the volumes of fossil fuels used for heating. Electrical upgrades typically have a much lower GHG impact. Emissions factor for electricity in Ontario is about 40 g CO 2 per kWh of electricity. The upgrades presented here are explained more fully in the section entitled ‘Recommended Energy Conservation Measures’.
Upgrade Measure Ozone cold-water laundry at Fairmount Convert Old House at Battersea Road to ASHP heating Switch Parham station to ASHP for space heating and electric resistance DHW. Switch FPS bases with propane heat to ASHP* (Robertsville, Sydenham, Wolfe Island) Control ventilation air at Battersea Road Set back temperature setpoint at Municipal Offices, Battersea Road, when unoccupied Reduce fan speed in air handlers with VFD Reduce apparent overheating at Palace Road
Annual GHG Reduction, tonne
% of Current Total
66
9.9%
57
8.6%
18
2.7%
Robertsville 5.8 Sydenham 11.3 Wolfe Island 1.9
2.8%
3.2 per 1000 CFM air reduction
unknown
13
2%
8.23
1.2%
6.3
1%
*Upgrading these FPS stations to ASHP creates GHG reductions but, at today’s energy prices, increased overall cost. (If carbon taxes increase, this could shift.) The increased annual operating costs are: Robertsville: $1530 Sydenham: $1440 Wolfe Island: $540 51 Red Squirrel Conservation Services
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Conclusion This report has summarized the total energy use – as measured in equivalent kilowatt hours – for each facility owned and operated by the County of Frontenac, and contains a variety of recommendations that together will help the County reduce its overall energy use, lower its greenhouse gas (GHG) emissions by 1% per year, and save money on its utility bills. According to our utility analysis, the County of Frontenac’s 2018 energy consumption (expressed in ekWh) was: · · · ·
2,149,129 kWh in electricity 2,937,214 ekWh in natural gas 106,413 ekWh in propane 73,297 ekWh in fuel oil
The Battersea Road Facility accounts for 85% of the total energy consumption in the County of Frontenac. As a result, the bulk of the energy conservation opportunities will focus on this facility. The greenhouse gas emission reductions calculated through the energy conservation measures are: · ·
Total GHG reduction estimate from energy savings upgrades: 191 tonnes of CO 2 equivalent. Total maximum estimated reduction of the County’s GHG emissions: 28%
These energy conservation measures are described in the report, although some will require much more detailed investigation than warranted or mandated for this audit. Reference was made in the report to the role of individual human behaviour in some aspects of the County’s energy use (e.g., lights or coffee makers left on 24/7). Although each individual behaviour or action might seem inconsequential, together they can add up to noticeable increases in energy use and costs to the County. To address these behaviours, the County should consider recruiting a third party to implement a staff training program – possibly tied to the County’s current Lean 6 Sigma program – that outlines the financial, energy-use and emissions consequences of various behaviours and simple, effective ways to address them.
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Another option the County might consider is annual monitoring of its ECDM and the progress made towards achieving its annual 1% GHG reduction goal. Regular monitoring, along with energy measurement and verification (using tools such as data loggers), is a good way to ensure the ECDM is unfolding as intended and provides opportunities to refocus conservation efforts or equipment upgrades should the circumstances warrant. Assuming that the County of Frontenac follows up on most or all of the recommendations in this report, it will have to make a number of significant investments in new equipment and infrastructure over the next five years to meet its emissions reduction goal. Fortunately, various grant and incentive programs offered by Ontario’s Independent Electricity System Operator (IESO), Enbridge Gas, the Federation of Canadian Municipalities and others can offset the costs of these investments, sometimes to a considerable degree. If the county deems the energy conservation measures in this report financially and environmentally feasible moving forward, a detailed analysis of applicable incentives at the time will be required. The detail provided in this report will be sufficient for relevant contractors to implement necessary measures to reduce greenhouse gas emissions and potentially reduce energy consumption. Thank you for the opportunity to conduct this audit. Red Squirrel Conservation Services Alec Ross, Executive Director
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Appendices Appendix A Battersea Road Infrastructure Lighting Floor Location Basement Old House
Room/Area Basement Hall Exit Stairwell Paramedic Base Entrance Hall Exit Hall Lunch Room Frontenac rm Frontenac rm Washrooms Main Office Fairmount Home Kitchen Kitchen Laundry Hall Garbage Lockers Staff Room Maintenance Exit Exercise Room Boiler Room
1st
Fairmount Home Servery
Auditorium
Offices
Old House
Fixture Type F 4 ft F 4 ft Exit Sign F 4 ft Pot Light Exit Sign F 4 ft F 4 ft F 4 ft Wall Mount F 4 ft F 4 ft 2x4 (3 tube) F 4 ft 2x4 (2 tube) F 4 ft F 4 ft F 4 ft F 4 ft F 4 ft
Lamp Type # Fixtures # Lamps hr/day day/yr Lamps Wattage kWh/yr T8 7 2 0.5 52 32 11.65 T12 4 2 24 364 40 2,795.52 Incandescent 2 2 24 364 28 978.43 T8 12 2 24 364 32 6,709.25 CFL 4 1 24 364 15 524.16 LED 4 2 24 364 10 698.88 T8 13 2 24 364 32 7,268.35 T8 5 2 4 260 32 332.80 T8 21 2 2 260 32 698.88 CFL 19 1 2 260 26 256.88 T8 10 2 2 260 32 332.80 T8 44 2 8 260 32 5,857.28 T8 16 3 10 364 32 5,591.04 T8 3 2 10 364 32 698.88 T8 12 2 8 260 32 1,597.44 T8 26 2 24 364 32 14,536.70 T8 5 1 24 364 32 1,397.76 T8 3 2 2 260 32 99.84 T8 7 2 12 260 32 1,397.76 T8 8 2 12 260 32 1,597.44
Exit Sign F 4 ft
LED T8
8 9
F 4 ft
T8
21
2
2
260
32
698.88
2x4 (3 tube)
T8
9
3
6
364
32
1,886.98
2 2
24 1
364 260
10 32
10,494.85
15,970.03
1,397.76 149.76
Elevator
F
T12
2
2
24
364
40
1,397.76
Dining
F 2x2
CFL
15
2
12
364
40
5,241.60
Corridor
LED 4ft
LED
24
2
24
364
13
5,451.26
Nurse Stn
LED 4 ft
LED
3
2
24
364
13
681.41
Lounge N Wing
Wall Sconce
CFL
9
2
8
364
26
1,362.82
Corridor
Ceiling Flush Mount CFL
4
3
24
364
26
2,725.63
Lounge
Wall Sconce
CFL
3
2
8
364
26
454.27
Activity Room
F 4 ft
T8
6
2
8
364
32
1,118.21
Activity Room
F 4 ft
T8
4
1
8
364
32
372.74
Corridor
LED 4ft
LED
4
2
24
364
13
908.54
Dining 2
2x2 CFL
CFL
16
2
12
364
40
5,591.04
Lounge
Wall Sconce
CFL
5
2
8
364
26
757.12
Activity Room 2
F 4 ft
T8
11
2
8
364
32
2,050.05
Activity Room 2
F 4 ft
T8
3
1
8
364
32
279.55
Corridor
LED 4ft
LED
43
2
24
364
13
9,766.85
Nurse Stn
LED 4 ft
LED
4
2
24
364
13
908.54
Lounge
Wall Sconce
CFL
5
2
8
364
26
757.12
Cabinet Light
CFL POT
CFL
62
1
24
364
26
14,082.43
Reception
2x2 CFL
CFL
28
2
24
364
40
19,568.64
Reception Corridor
CFL POT 2x2 CFL
CFL CFL
15 3
1 2
24 24
364 364
26 40
3,407.04 2,096.64
Pool Table Room
2x2 LED
LED
16
1
4
364
24
559.10
Auditorium Corridor 2x2 LED
LED
18
1
12
364
24
1,886.98
Hanging Atrium
4 ft LED 2x2 LED
LED LED
20 16
1 1
8 8
364 364
50 24
2,912.00 1,118.21
Greenhouse
4 ft LED
LED
5
1
2
364
35
127.40
Meeting room
LED
LED
2
2
8
260
10
83.20
Meeting room Bathroom
F 2 ft Globe
T5 LED
6 1
1 2
8 8
260 260
24 10
299.52 41.60
Offices
F 4 ft
T8
18
2
8
260
32
2,396.16
Offices
F 4 ft
T8
8
2
8
260
32
1,064.96
Foyer
F 4 ft
T8
3
2
8
260
32
399.36
Foyer
F 4 ft
T8
1
4
8
260
32
266.24
Kelly Office
F 4 ft
T8
2
4
8
260
32
532.48
Entrance Hall Entrance Hall
F 4 ft Pot Light
T8 LED
5 2
2 3
24 24
364 364
32 8
2,795.52 419.33
Exit
Exit Sign
LED
5
1
24
364
18
786.24
29,163.26
81,425.34
6,044.58
2,820.48
6,264.13
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Floor
Location
2nd
Fairmount Home Servery
Room/Area Dining
Old House
Fixture Type
Lamp Type
2x4 (3 tube)
T8
9
3
6
364
32
1,886.98
2x2 CFL
CFL
15
2
12
364
40
5,241.60
Fixtures # Lamps hr/day day/yr Lamps Wattage kWh/yr
Activity Room
F 4 ft
T8
8
2
12
260
32
1,597.44
NW Hall
LED 4 ft
LED
8
2
24
364
13
1,817.09
NW Hall
Pendant
CFL
2
4
24
364
28
1,956.86
NW Wing
LED 4 ft
LED
7
2
24
364
13
1,589.95
NW Wing
Pendant
CFL
2
4
24
364
28
1,956.86
Spa
LED 4 ft
LED
3
1
2
260
13
20.28
Spa
Ceiling Flush Mount CFL
4
1
2
364
28
81.54
Shower
Ceiling Flush Mount CFL
2
1
2
364
28
40.77
Shower
LED 4 ft
LED
2
1
2
364
13
18.93
Lounge
Wall Sconce
CFL
4
2
8
364
26
605.70
N Hall
LED 4 ft
LED
14
2
24
364
13
3,179.90
Lounge
Wall Sconce
CFL
6
2
8
364
26
908.54
E Hall
LED 4 ft
LED
20
2
24
364
13
4,542.72
Foyer
Wall Sconce
CFL
5
1
24
364
26
1,135.68
Office
F 4 ft
T8
2
2
8
260
32
266.24
Office
F 4 ft
T8
4
2
8
260
32
532.48
Therapy
F 4 ft
T8
11
2
8
260
32
1,464.32
Family
Wall Sconce
CFL
6
2
3
364
26
340.70
Office
Ceiling Flush Mount CFL
7
2
8
260
28
815.36
S Hall
LED 4 ft
LED
40
2
24
364
13
9,085.44
Lounge
Wall Sconce
CFL
5
2
8
260
26
540.80
Shower
Ceiling Flush Mount CFL
2
1
2
364
28
40.77
Shower
Ceiling Flush Mount LED
2
1
2
364
18
26.21
S Foyer
Wall Sconce
CFL
8
2
24
364
26
3,634.18
Lounge
F 4 ft
T8
15
2
8
364
32
2,795.52
SW Hall
LED 4 ft
LED
7
2
24
364
13
1,589.95
Dining Foyer
2x2 CFL F 4 ft
CFL T8
15 6
2 2
12 24
364 364
40 32
5,241.60 3,354.62
Cabinet Light
CFL POT
CFL
62
1
24
364
26
14,082.43
Nancy Office
F 4 ft
T8
2
2
8
260
32
266.24
Kevin Office
F 4 ft
T12
2
2
8
260
40
332.80
2nd Foyer
F 4 ft
T8
1
4
10
260
32
332.80
Exit
Exit Sign
LED
4
1
24
364
18
628.99
2nd Hall
Ceiling Flush Mount CFL
4
2
8
260
28
465.92
Jannette Office
F 4 ft
T8
2
2
8
260
32
266.24
Office Office
F 4 ft F 4 ft
T8 T8
6 3
2 2
8 8
260 260
32 32
798.72 399.36
Bathroom All
County of Frontenac
Stairwells
All
Resident Rooms Main
Main
Exterior Lighting
Bathroom
Globe
CFL
3
1
8
260
26
162.24
1 F 4 ft
T8
10
2
24
364
32
5,591.04
2 F 4 ft
T8
10
2
24
364
32
5,591.04
3 F 4 ft
T8
10
2
24
364
32
5,591.04
4 F 4 ft 5 F 4 ft
T8 T8
10 10
2 2
24 24
364 364
32 32
5,591.04 5,591.04
6 F 4 ft
T8
10
2
24
364
32
5,591.04
Wall Sconce
CFL
372
2
8
364
26
56,329.73
Pot Light
LED
124
1
8
364
13
4,694.14
Wall Sconce
CFL
31
1
12
364
26
3,520.61
Lamp Post
HID
36
1
12
364
150
23,587.20
Flood Light
LED
6
1
12
364
40
1,048.32
Wall Pack
HID
10
1
12
364
175
7,644.00
Wall Sconce Flood Light
Incandescent HID
1 1
1 1
12 12
364 364
60 175
262.08 764.40
Flood Light
HID
1
1
12
364
175
Total kWh/yr
764.40
70,391.46
3,653.31
33,546.24 61,023.87
37,591.01
358,388.58
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Other Electrical Equipment Electrical Load Estimate Description Count TV Mini Fridge Dehumidifier Fridge/Freezer Dishwasher Stove/Range TV Supply Rm Blanket Warmer Oxygen refill Room Portable AC Fairmount 1st Games Rm Vending Machine Offices Water Cooler Mini Fridge Computer Monitor General Store Nescafe Coffee Hot Water (tea) Freezer Sliding Door Fridge Hair Salon Salon Hair Dryer Fairmount Basement Staff Room Fridge/Freezer Microwave Toaster Water Cooler Fairmount Kitchen Dishwasher Commerical Steamer Commerical Ice Mach. Commercial Toaster Commercial Microwave Meat Slicer Blender Walk-In Fridge Commercial Fridge Floor Location Fairmount Residence Rooms Rooms Spas Lounge
58 40 4 2 2 2 2 2 3 1 3 1 1 12 24 1 1 1 2 1 1 1 2 1 1 1 1 1 1 1 1 3 2
Estimated kW Total kW 0.06 3.48 0.15 6 0.6 2.4 0.35 0.7 1.8 3.6 4 8 0.06 0.12 0.01 0.02 0.02 0.06 0.89 0.89 0.5 1.5 0.25 0.25 0.15 0.15 0.06 0.72 0.04 0.96 1.3 1.3 1.4 1.4 0.35 0.35 2 4 2 2 0.35 0.35 1 1 0.9 1.8 0.25 0.25 15 15 10 10 0.86 0.86 1.7 1.7 1 1 0.19 0.19 1.4 1.4 2.8 8.4 1 2
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Fairmount Serveries
Auditorium
Kitchen
FPS Office
Kitchen
Offices Old House 2nd
Offices
Old House 1st
Offices Kitchen
Fairmount
Laundry
Electrical Load Estimate Dishwasher Hot table Commercial Fridge Vitality Juice Machine Commercial Coffee Stove/Range Dishwasher Fridge/Freezer Coffee Machine Microwave Water Cooler Water Cooler Toaster Coffee Machine Microwave Fridge/Freezer Stove/Range Dishwasher Computer Monitor Computer Monitor Water Cooler Printer Computer Monitor Mini Fridge Coffee Machine Dishwasher Microwave Toaster Water Cooler Commercial Washer Commercial Dryer
2 4 2 2 2 1 1 1 3 1 1 1 1 2 2 1 1 1 20 40 16 32 1 1 11 12 1 1 1 1 1 1 4 4
15 3.5 1 1 1.3 4 1.8 0.35 0.85 1 0.25 0.25 0.9 0.85 1 0.35 4 1.8 0.06 0.04 0.06 0.04 0.25 0.3 0.06 0.04 0.15 0.85 1.8 1 0.9 0.25 0.4 5 Total kW
30 14 2 2 2.6 4 1.8 0.35 2.55 1 0.25 0.25 0.9 1.7 2 0.35 4 1.8 1.2 1.6 0.96 1.28 0.25 0.3 0.66 0.48 0.15 0.85 1.8 1 0.9 0.25 1.6 20 186.68
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Mechanical Load Estimate Type Description HP kW Air Handling Units RTU 1 Fan 10 7.457 RTU 1 Compressor 30 RTU 2 Fan 10 3.7285 RTU 2 Compressor 30 RTU 3 Fan 10 7.457 RTU 3 Compressor 30 RTU 4 Fan 10 7.457 RTU 4 Compressor 30 RTU 5 Fan 5 3.7285 RTU 5 Compressor 20 RTU 6 Fan 5 3.7285 RTU 6 Compressor 20 Old House Split AC Compressor 1.4 Fan 0.07 0.05 Split AC 1.00 Split AC Compressor 1.00 Fan 0.25 0.19 Fairmount Mitsubishi Split AC 4 Count 9.20 Fairmount Exhaust Fan Fan 4.00 2.98 Exhaust Fan Fan 0.25 0.19 Exhaust Fan Fan 0.25 0.19 Exhaust Fan Fan 0.25 0.19 Exhaust Fan Fan 3.00 2.24 Pumps Recirc. Pump 0.8 0.6 Heating Pump 1 7.5 5.6 Heating Pump 2 7.5 5.6 Heating Pump 3 3 2.2 Heating Pump 4 3 2.2 Boiler Circ. Pump 1 0.5 0.4 Boiler Circ. Pump 2 0.5 0.4 Circ. Pump 0.25 0.2 Circ. Pump 0.25 0.2 DHW Pump 0.5 0.4 DHW Pump 0.5 0.4 DHW Pump 0.25 0.2 DHW Pump 0.25 0.2 Booster Pump 5 3.7 Booster Pump 7.5 5.6 Fairmount Unit A Fan 0.25 0.2 Compressor 1.4 Unit B Fan 0.5 0.4 Compressor 1.7 Unit C Fan 0.25 0.2 Compressor 1.4 Unit D Fan 0.5 0.4 Compressor 1.4 Fairmount Roof Defrost 2.4 Total kW 249 Location Roof
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Fuel Fired Equipment Unit Lochinvar CBN1797 Natural Gas Boiler Lochinvar CWN0647PM Natural Gas DHW Lochinvar CBN0985 Natural Gas
Count 3
Btu/hr Input 1,795,000
Btu/hr Output 1,454,760
2
645,000
522,450
2
985,000
797,850
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Appendix B Paramedic Stations Infrastructure Lighting Station
Total kW
Station 1-250 Palace Rd
3.1
Station 3-1665 Highway 15
1.8
Station 4-10579 Highway 38
1.3
Station 6-108 Highway 95 (includes fire hall)
4.1
Station 7-4264 Stagecoach Rd
1
Station 8-509 Robertsville Rd
.37
Station 12-706 Fortune Cres
2.6
Miscellaneous Electrical Loads (Not HVAC) Station
Total kW
Station 1-250 Palace Rd
7.8
Station 3-1665 Highway 15
3.3
Station 4-10579 Highway 38
5.1
Station 6-108 Highway 95 (includes fire hall)
3.7
Station 7-4264 Stagecoach Rd
4.1
Station 8-509 Robertsville Rd
3
Station 12-706 Fortune Cres
7.1
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HVAC Equipment Base
Base Heat
Garage Heat
Base A/C
Garage cooling
HRV
Air Exchanger
01 Palace Rd
Carrier Weather Master 48HJE004351HQ York D7CG036N07958A
Infrasave Radiant
Carrier Weather Master 48HJE00351HQ York D7CG036N07958A
Fans
Carrier
Extractor
Fans
None
Lennox Air X
Carrier 40AQO30350JR
None
None
Yes
Fans
None
Luxaire S42566A50
Fans
None
Airmation AMB 302ND x2 Airmation AMB 302ND x 1 and extractor fan Fan extractor
Luxaire TCGF2454153A
Fans
None
Honeywell extractor
Mitsubishi Model #MSY-GE15NA-8, Serial #3002190 2 x wall units in offices EKTC09-135J
Fans
None
Extractor
Fans
None
Extractor
2 Justice Dr
3 Hwy 15
ASHP + Baseboard
4 Parham
Oil Furnace (separate unit to garage furnace)
6 Wolf Island
Luxaire TG9S040A08MP11A
7 Sydenham
Lifebreath Air Handler AHU2
8 Robertsville
Venmar Model #41500, Serial #BA0Z140100012 Base board heaters in offices; PTAC Unit
12 Fortune Cres
Reznor gas heater & Modine gas heater 2 x Fan Heaters Oil Furnace (separate unit to base furnace) Owned by fire hall Lochinvar Knight floor heat See base heat Reznor gas heater x 2
61 Red Squirrel Conservation Services
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AGENDA ITEM #e) Energy Assessment
County of Frontenac
Appendix C Energy Unit Prices (June 2019) Electricity Monthly fixed fees are approximately. $340 per year for each electric meter/account. Rates vary due to different utilities and different time of use profiles. Hydro one also charges more for rural locations than urban.
Location
$/kWh
Battersea Road
0.0962 + $19.44/kW peak demand
FPS Station 8 - Robertsville
$0.171
FPS Station 4 - Parham
$0.171
FPS Station 7 - Sydenham
$0.170
FPS Station 3 - Pittsburgh
$0.172
FPS Station 12 - Fortune Cr
$0.138
FPS Station 2 - Justus Dr
$0.135
FPS Station 1 - Palace Rd
$0.188
FPS Station 6 - Wolfe Island
$0.204
Fossil Fuels Natural Gas, Typical $/m3 $0.40
Propane, typical $/L $0.57
Oil, typical $/L $1.17
62 Red Squirrel Conservation Services
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AGENDA ITEM #f)
Report 2019-089 Council Recommend Information Report To:
Warden and Council
From:
Kelly Pender, Chief Administrative Officer
Prepared by:
Kelly Pender, Chief Administrative Officer Susan Brant, Director of Corporate Services/Treasurer
Date of meeting:
July 17, 2019
Re:
Office of the Chief Administrative Officer – Proposed Allocation of Supplemental Provincial Funding
Recommendation Whereas, the Province of Ontario has provided two one-time, supplemental funding grants to the County of Frontenac in the amount of $1,534,729; And Whereas, the County wishes to use the funds to deliver services in a more efficient and effective manner, increase economic activity, improve cellular access for citizens and reduce the need to borrow for planned projects; And Whereas, the projects identified are aligned with the County Strategic Plan and the program spending guidelines; Now Therefore, the Council of the County of Frontenac approve the following projects as described in Report 2019-089:
- Long-term Care Review - $70,000
- EORN Cell Gap Project - $250,000 (2019)
- Communications/Engagement Tool - $25,000 (2019)
- Regional Roads Needs Update - $40,000
- Scheduling Software - $40,000 (2019)
- Continuous Improvement/Planning Intern - $90,000 (2019)
- Administration Facility Architectural - $100,000 (2019)
- Communal Services Implementation - $50,000
- Energy Conservation and Demand Management Plan Energy Initiatives - $30,000
- EOWC – Eastern Ontario Initiatives - $25,000
- Municipal 5-1-1 - $5,000
- K&P Trail Construction - $809,729
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AGENDA ITEM #f)
And Further, that for projects identified for budget years 2020 and beyond, staff be directed to incorporate these projects into business plan and budgets. Background This spring, the Province of Ontario announced two supplemental funding sources for municipalities.
- The Municipal Modernization Fund (MMF) was announced by Minister of Municipal Affairs and Housing on March 20, 2019. In the announcement the Minister advised, “taxpayers need their local government to deliver modern, efficient services that show respect for their hard-earned dollars. This funding will help small and rural municipalities improve how they deliver services and reduce the ongoing costs of providing those services”. The announcement provided examples of how the Province anticipates that funding will be utilized, including, “service delivery reviews, development of shared services agreements, IT solutions, capital investments or other projects”. The County of Frontenac was one of 404 municipalities that received funding under the MMF program. The County’s allocation is $725,000. While there are no reporting requirements and no expenditure guidelines for the MMF, the expectation of the Province is that the funds be utilized to create efficiencies and improve service delivery.
- For 2019, Ontario municipalities were provided double their normal allocation of gas tax as a one-time capital supplement. For the County of Frontenac, this amounts to $809,729. The expenditure rules for gas tax includes recreational trails. The total amount of one-time funding through these two programs is $1,534,729. Comment Municipal Modernization Fund Staff have reviewed the program aspirations, the County strategic plan and departmental business plans and provide the following list of projects for Council consideration:
- Long Term Care Review Description: Review current Fairmount operations and compare against long term care best practices for resident care and staffing models. Benchmark against similar size homes. Provide recommendations regarding changes to operating model. Review progress related to the goal of four hours of care per resident and make recommendations. Investigate efficiencies related to expansion. Analysis of administration and support services costs. Prepare Fairmount for dealing with increased Recommend Report to Council Office of the Chief Administrative Officer – Proposed Allocation of Supplemental Provincial Funding July 17, 2019
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AGENDA ITEM #f)
acuity of residents and recommend potential area(s) for specialization. Review/recommend alternative funding and partnership opportunities. Develop a five (5) pro forma budget incorporating preferred operations model. We suggest that an invitation be extended to the City of Kingston (Rideaucrest) to participate in the review (at their own expense), in order share learning and best practices. Cost: $70,000 – entirely funded by the MMF Time Frame: 2020 (subject to reconsideration depending upon Provincial direction) County Strategic Plan: 2.1 To meet the needs of future capital projects, explore new sources of funding support (current and future programs), cost-sharing options and other potential economies 2.2 Design a framework, explore options and initiate plans for development of a long-term care facility that will meet Fairmount Home’s mandate 3.3 Continue to pursue collaborative opportunities to achieve service and cost efficiencies and other economies Provincial Target Area: Service delivery review, efficiency 2. EORN Cell Gap Capacity Expansion Project Description: The Eastern Ontario Regional Network (EORN) has successfully secured funding commitments from the Provincial ($71M) and Federal ($71M) governments in the amount $142M towards improvement of the cellular coverage in Eastern Ontario. The total estimated project cost is $299M, with eastern Ontario municipalities contributing $10M and the private sector anticipated to contribute $61M. For every dollar contributed by eastern Ontario municipalities, it is anticipated that an additional $21 will be contributed by other sources. As noted in the Eastern Ontario Leadership Council (EOLC) economic development strategy re-fresh, the availability and expansion of cellular (and broadband) access is a key requirement for the retention and attraction of business to the region. Cost: $400,000 - $250,000 from the MMF and $150,000 from reserves. The use of reserves and payback options will be reviewed with Council during the 2020 budget process. See Report 2018-076 for further details on the project. Timeframe: Late 2019. County Strategic Plan: 1.1 Provide committed leadership and continuing support to the long-term regional plan to enhance broadband and cell service. 1.2 Refine and invest in efforts to accelerate economic development – to grow businesses, attract more visits and expand the tax base. Provincial Target Area: I.T. Solutions, Capital Investment 3. Communications/Engagement Tool Description: A key principle of Municipal Act, is the provision of services and a commitment to operations in an open and transparent manner. As well, Provincial Recommend Report to Council Office of the Chief Administrative Officer – Proposed Allocation of Supplemental Provincial Funding July 17, 2019
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AGENDA ITEM #f)
Regulation 588/17 under the Infrastructure for Jobs and Prosperity Act, 2015, now requires each municipality to ensure that: 12. The municipality’s commitment to provide opportunities for municipal residents and other interested parties to provide input into the municipality’s asset management planning. Further, the County strategic plan commits to “continue to pursue collaborative opportunities to achieve service and cost efficiencies and other economies through costsharing and shared services”. Towards these objectives, it is proposed to move towards augmenting current communications/consultation methods with the addition of an online engagement tool. While it is anticipated that such a tool will never replace face to face communications and public interaction, the expectations of citizens is increasingly becoming one where an on-line option is available. For Frontenac this will also facilitate receiving input from seasonal residents. Many municipalities have adopted a public engagement platform that solicits public input on issues and invites feedback from all citizens, not just those able or motivated to attend public meetings. For examples see: Town of Smiths Falls City of Kingston
https://speakupsmithsfalls.com/ https://getinvolved.cityofkingston.ca/
Municipal World magazine1 describes the benefits of a well designed and implemented, broad-based community engagement as:
Increasing satisfaction with government performance. Enhancing trust in civic institutions. Helping make better, more robust, and resilient solutions, which, in turn, saves large amounts of time and money.
The proposed project would see the County in cooperation with willing member municipalities developing a request for proposals (RFP) for the procurement of an online public engagement platform. It is recommended that the cost for year one of the platform be paid by the County (through MMF), with participating municipalities being responsible for second and subsequent years at their discretion. This model will ensure that the most cost effective procurement/training and promotion required will be achieved. Each individual municipality would be required to endorse confirm their participation in the RFP. The platform would also be a useful economic development tool, by enhancing, promoting and collaborating with businesses and Frontenac Ambassadors and generally enhancing and highlighting the Frontenac brand.
1 https://www.municipalworld.com/feature-story/case-investing-civic-engagement/
Recommend Report to Council Office of the Chief Administrative Officer – Proposed Allocation of Supplemental Provincial Funding July 17, 2019
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AGENDA ITEM #f)
The online collaboration tool would also permit a broader level of public consultation on planning matters and invite participation from a wider range of citizens, not just those available to attend meetings. Enhancing our online collaboration/communications efforts will build upon the increased access to cellular resulting from the EORN project (see #2 above). Cost: $25,000 for year one for County + Member Municipalities (on going expense TBD) Timeline: 2019 County Strategic Plan: 1.3 Refine and invest in efforts to accelerate economic development – to grow businesses, attract more visits and expand the tax base 3.2 Play a leadership role on communications to promote shared messaging for all regional initiatives such as economic development, tourism and lifestyle alternatives, and broadband and cell services 3.3 Continue to pursue collaborative opportunities to achieve service and cost efficiencies and other economies through cost-sharing and shared services Provincial Target Areas: Efficiency, Shared Services, IT solutions 4. Regional Roads Update Description: Pending a final decision by County Council and member municipalities on a regional roads approach, the County is committed to working with the Townships on the development of a regional road governance model in order to maximize the opportunity for grant funding for roads. (See Report 2019-087 on today’s Agenda) Should the regional roads not move forward, it is recommended that the funds be directed to the EORN cellular project (see #2 above). Cost: $40,000 Timelines: 2020 County Strategic Plan: 2.5 Explore a collaborative upper-tier role for the County in securing potential funding and support for township maintenance of roads & bridges in a regional road system. Provincial Target Areas: Shared services, Infrastructure
Recommend Report to Council Office of the Chief Administrative Officer – Proposed Allocation of Supplemental Provincial Funding July 17, 2019
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AGENDA ITEM #f)
- Scheduling Software Description: Of the 400 full and part time employees of the County of Frontenac, approximately 370 work in a variety of 24/7/365 shifts, either in paramedic services or Fairmount Home. This project is intended to replace the current scheduling software with a more robust/on-line software that provides employees with direct access to their schedules, vacation and over-time status and provides management/scheduling staff with improved reporting tools and less time intensive shift deployment options. Member municipalities would be invited to participate in the RFP process. Costs: $40,000 Timelines: 2019 County Strategic Plan: 3.3 Continue to pursue collaborative opportunities to achieve service and cost efficiencies and other economies through cost-sharing and shared services. Provincial Target Areas: Efficiency, Shared Services
- Continuous Improvement/Planning Intern Description: Since 2015, the County has been developing a culture of continuous improvement by providing training in LEAN Six/Sigma to staff and improving processes in order to drive efficiencies and reduce costs. Our Lean Implementation Frontenac Team (LIFT) is led by Kevin Farrell, our Manager of Continuous Improvement who allocates approximately 40% of his time to providing leadership to the CI program. The purpose of this project is to provide Kevin with a dedicated staff resource for twelve months to support and drive efficiency. The initial emphasis will be working with planning staff and the member municipalities to improve, and where possible, automate planning processes in order to meet the more restrictive planning response times implemented by the Province. Currently planning staff from the County and member municipalities are working through the process of streamlining the consent and severance process. The Intern would work with Kevin and the planners to implement the recommendations resulting from this process and expand upon them to other planning application process such as zoning, subdivisions and condominiums. While we are looking to standardize processes/efficiencies where possible, we will are committed to maintaining local identity and recognize different approaches. The project is intended to reduce process, improve customer/citizen experience and provide a culture supportive of good planning and economic development. Subject to the timelines of the above, the Intern will provide support and research related to other LIFT projects in corporate services, long term care, paramedic services as required. Costs: $90,000 – includes salary and support/travel costs Timelines: Fall 2019 to Summer 2020 County Strategic Plan:
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AGENDA ITEM #f)
3.3 Continue to pursue collaborative opportunities to achieve service and cost efficiencies and other economies through cost-sharing and shared services. Provincial Target Areas: Service Delivery Review, Efficiency, Shared Services, IT Solutions. 7. Administration Facility Architectural Description: Complete the architectural consultation, drawings, tender package for the reconstruction/reconfiguration of the Administration Offices. Pending further discussion, the project may be in cooperation with the Cataraqui Region Conservation Authority (CRCA). Project will address current facility inadequacies, including accessibility, washrooms and privacy/security issues. Costs: $100,000 – subject to further review and approval by Council Timelines: Fall 2019 to Summer 2020 County Strategic Plan: 2.4 Finalize plans and financing to replace/construct/renovate aging County buildings now used for administration services (through a shared admin facility if possible) 3.3 Continue to pursue collaborative opportunities to achieve service and cost efficiencies and other economies through cost-sharing and shared services. Provincial Target Areas: Efficiency, Shared Services, Capital Investment 8. Communal Servicing Implementation Description: Implement the recommendations in the communal servicing study, including the development of a plan of condominium process and/or utility service. Costs: $50,000 Timelines: Fall 2019 to Summer 2020 County Strategic Plan: 1.2 Refine and invest in efforts to accelerate economic development – to grow businesses, attract more visits and expand the tax base. Provincial Target Areas: Efficiency, Capital Investment 9. Energy Conservation and Demand Management Implementation: Description: Complete the projected intended opportunities to reduce energy consumption as per the recently completed Energy and Demand Management Plan. Costs: $30,000 Timelines: Fall 2019 to Summer 2020 County Strategic Plan: 3.3 Continue to pursue collaborative opportunities to achieve service and cost efficiencies and other economies through cost-sharing and shared services. Provincial Target Areas: Efficiency, Capital Investment
Recommend Report to Council Office of the Chief Administrative Officer – Proposed Allocation of Supplemental Provincial Funding July 17, 2019
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Page 7 of 10
AGENDA ITEM #f)
- Eastern Ontario Warden’s Caucus (EOWC) Initiatives: Description: With government mandated Provincial restructuring of core County functions, it is anticipated that opportunities will be available to partner with the EOWC on regional projects/plans. Costs: $25,000 Timelines: 2019-20 County Strategic Plan: 3.3 Continue to pursue collaborative opportunities to achieve service and cost efficiencies and other economies through cost-sharing and shared services. Provincial Target Areas: Efficiency
- Municipal 5-1-1 Description: Enroll the four member municipalities in the municipal 5-1-1 road network notification system. Recommend that County pay the first year subscription with the member municipalities pay their share in year two based upon lane kilometers in the total system. The system can be linked to municipal websites and used by Public Works Managers/Forepersons to inform citizens of road closures, construction work. The network is the pre-eminent road notification system in Ontario. Frontenac is one last regions to join the system. Training costs can be reduced by joint procurement. The service will reduce effort required to do notifications and improve communications with citizens and visitors. This is a high priority project for the Eastern Ontario Leadership Council (EOLC). See https://www.municipal511.ca/. Costs: $5,000 Timeline: 2019 County Strategic Plan: 3.3 Continue to pursue collaborative opportunities to achieve service and cost efficiencies and other economies through cost-sharing and shared services. Provincial Target Areas: Efficiency, I.T. Solutions
- K&P Trail Construction Description: Connecting North Frontenac to Frontenac Islands via the K&P Trail has been a priority for the County for the past 10 years. To date, the construction of the trail has been funded by Gas Tax and grant dollars. The trail is now largely complete to from the City of Kingston to Sharbot Lake, with the last construction scheduled to take place this fall. In September 2018, Council reviewed and approved report 2018-118 and provided authority to borrow up to $250,000 to support further construction and affirmed five (5) guiding principles for future development as follows: Recommend Report to Council Office of the Chief Administrative Officer – Proposed Allocation of Supplemental Provincial Funding July 17, 2019
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AGENDA ITEM #f)
- Trail Spine – the County’s primary objective is the completion of the main spine of the trail extending from the Horne Ferry on Wolfe Island to the full extent of the K&P trial in North Frontenac. With Townships responsible for any connecting trails.
- Quality of Build – the main spine will be built to currently utilized MTO trail standard
- Trailheads – as part of the commitment to the spine, the County will commit $100,000 towards the construction of four (4) trailheads in consultation with each Township.
- Signature Destination – the marketing and signage will be in character with a destination attraction.
- Partnership & Recognition – the County will actively seek out partners for collaboration on growing the trail network Every attempt will be made to obtain grants to contribute to the overall build. It is anticipated that total build to finish the trail spine from North to South to the standards identified will be over $2M, plus land acquisition (to be determined). In order to borrow funds the same funds for the trail at a 5% interest rate, an annual payment of $65,000 (or approximately 0.6% County tax impact) would be required. The completion of the K&P trail will connect the four Frontenac Townships to the United States, Kingston, Waterfront Trail, Cataraqui Trail, Trans Canada Trail and trail systems in Renfrew and Lanark County. The Manager of Economic Development will bring back an implementation and staging plan for Council review. Costs: $809,279 + grants dollars as available. Subject to further Council review Timeline: 2019 Planning – 2020-21 implementation Council Strategic Plan: 1.1 To meet the needs of future capital projects, explore new sources of funding support (current and future programs), cost-sharing options and other potential economies 1.2 Refine and invest in efforts to accelerate economic development – to grow businesses, attract more visits and expand the tax base Provincial/Federal Target Areas: Trails are an eligible expenditure under this category. Strategic Plan Implications See above. Financial Implications See above. The EORN cell gap project and the completion were intended to be funded by borrowing. The allocation of these supplemental projects totals $1,059,729 in non-tax dollars. If these funds were borrowed at 5% interest for 20 years the tax impact to Frontenac residents would be $85,000 (or approximately 0.8% County tax impact). Recommend Report to Council Office of the Chief Administrative Officer – Proposed Allocation of Supplemental Provincial Funding July 17, 2019
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Page 9 of 10
AGENDA ITEM #f)
Given the potential for reductions/freezing of Provincial funding for long term care, paramedic services and social services, the expenditures listed above will help mitigate tax impacts for Council priorities and help develop more efficient and cost effective service delivery models. Organizations, Departments and Individuals Consulted and/or Affected Senior Leadership Team Megan Rueckwald, Manager of Community Planning Kevin Farrell, Manager of Continuous Improvement Richard Allen, Manager of Economic Development
Recommend Report to Council Office of the Chief Administrative Officer – Proposed Allocation of Supplemental Provincial Funding July 17, 2019
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Page 10 of 10
AGENDA ITEM #a)
Report 2019-085 Council Information Report To:
Warden and Council
From:
Kelly J. Pender, Chief Administrative Officer
Prepared by:
Susan Brant, Director of Corporate Services/Treasurer
Date of meeting:
July 17, 2019
Re:
Corporate Services – 2019 First Quarter Financial Summary
Recommendation This report is for information purposes only. Background The County of Frontenac financial summary for the first quarter of 2019 is attached. Comment Most variances are primarily due to timing with additional context provided below. Revenue User Charges
Fairmount Resident revenues are under budget in the first quarter by $4,437. Unbudgeted donations have been received in the amount of $2,278. Frontenac Paramedics have received $1,018 in unbudgeted Event Revenue. Ferry ticket and pass sales are $3,410 over budget through to March. Heavy truck usage is down in the first quarter, while car traffic has increased. Increased car volume is shown in Ferry pass sales which are 6% higher than in the same period in 2018.
Taxation
Taxation from Other Governments and Payments in Lieu of taxes will be reconciled at year end.
313 of 344 2019-085 Corporate Page Services 2019 First Quarter Financial Summary
AGENDA ITEM #a)
Federal and Provincial Funding
There is some degree of uncertainty in funding from the current provincial government and budget estimates may be difficult to achieve in the upcoming year. Fairmount funding is over budget by $12,377. The funding received at the beginning of 2019 is at the same rate as 2018 but budgeted lower. With the uncertainty in funding levels this variance will change in the coming months. Funding for a paramedic research project has resulted in $203,000 in unbudgeted revenue. The County acts as a flow-through between the federal government and the research organization for this project, and there is an associated $203,000 unbudgeted expense. Unbudgeted paramedic funding was received from Kingston Community Health Centre (KCHC) for $39,843 to the end of March. This is funding for a paramedic to be stationed at the Street Health Centre with costs included in salaries and wages. The Paramedic Provincial subsidies was under budget by $40,443 due to timing differences. The payments received in the first quarter are based on 2018 while it is budgeted at the estimated 2019 rates. Funding uncertainties for 2019 may continue this trend. Frontenac Paramedics Community Paramedicine program is under budget by $31,145 as no funding had been received in the first three months of the year. Funding was received in June 2019 for the first quarter from the Kingston Health Sciences Centre. There has been $3,800 in costs to this account in reference to a past year reconciliation for an amount owed. The County of Frontenac has received an unbudgeted $725,000 from the Provincial Government’s Modernization Fund, as well as an unbudgeted Ontario Cannabis Legalization Implementation Fund in the amount of $53,036. Economic Development is under budget by $23,499 for payments on the RED program that ended in March 2019 but payment has not been received as yet. The MTO Ferry payments are under budget by $84,477. The payment for March 2019 was received in May while the 2018 reconciliation payment from MTO has not been received to date.
Provincial Offences
Provincial offences revenue is currently on budget.
Investment Income
Investment income is over budget by $10,867. This is due to higher than anticipated interest rates for the current period.
Other Income
Other income is under budget by $6,388 due to estimates and timing in the General Recoveries account.
Information Report to Council Corporate Services - Finance – First Quarter Financial Summary July 17, 2019
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Page 2 of 7
AGENDA ITEM #a)
Expenses Salaries and Benefits
Fairmount Home is $35,672 under budget for salaries and benefits through the first quarter. Of note is that overtime costs are over budget by $31,814 due to vacant positions; staffing shortfalls are covered by overtime staff. This is offset by the regular salary and benefit accounts which are under budget by $67,486. This can be attributed to timing and will adjust in the summer during peak vacation time when staff cover for vacationing employees. Frontenac Paramedic Services is $94,212 over budget in salaries and benefits, all of which is due to sick leave and overtime costs. Marine Services is $7,466 over budget. Sick leave and overtime costs account for $16,632 with the remaining salaries and benefits under budget due to timing. This will adjust in the summer during peak vacation time. Frontenac County Planning is over budget by $21,295. This is due to an additional contract worker employed to cover a leave during this period.
Materials
Timing of estimates for purchases results in the variances for Materials.
Contracted Service
An unbudgeted expense of $203,000 under Contracted Services is offset by unbudgeted revenue for the paramedic research project as discussed under the Provincial and Federal Funding section. Timing for purchases accounts for most of the variances.
Rents and Financing
Rents and Financing are tracking as per budget.
Net Capital Expense
The Net Capital Expense includes a realized gain on the sale of a Frontenac Paramedic vehicle and lights in the amount of $9,846. This presents as a negative value at this early point in the year as planned capital projects will be completed later in the year.
City of Kingston Contribution
City of Kingston contributions will be reconciled at year end.
Information Report to Council Corporate Services - Finance – First Quarter Financial Summary July 17, 2019
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AGENDA ITEM #a)
Strategic Plan Implications The mission of Frontenac County is “the effective, efficient and sustainable delivery of services to citizens”. Increasing demand for services, inflationary, contracted and mandated costs, plus new government policies and regulations, can cause pressure for budget increases. By publishing the quarterly financial report, the County ensures that the council and public is aware of the costs incurred by the County in relationship to the budget at a given point in time during the year. This enables the County to be accountable for its revenues and expenditures and ensures respect for the taxpayer. The quarterly financial report assists with the goal of the Strategic Plan “to anchor the County’s activities in the municipality’s mission and vision, adapt to the latest evidence and best practices, and respond effectively to circumstances”. Organizations, Departments and Individuals Consulted and/or Affected Senior Leadership Team Alex Lemieux, Deputy Treasurer Kathie Shaw, Senior Financial Analyst
Information Report to Council Corporate Services - Finance – First Quarter Financial Summary July 17, 2019
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AGENDA ITEM #a)
2019
2019
Ma rch
YTD
Tota l Annua l
Budget
YTD Budget
YTD Actua l
Va ri a nce
Spent
$
$
$
$
%
Opera ti ng Revenue Ta xa ti on from Other Governments
70,000
17,499
3,513,961
953,276
42,897
10,725
16,167,148
4,013,601
4,871,657
Provi nci a l Offences Net Revenue
133,211
33,303
Inves tment Income
140,000
35,001
Other
519,646
25,217
Tra ns fers from Obl i ga tory Res erve
801,884
Us er Cha rges Pa yments i n Li eu of Ta xes Federa l a nd Provi nci a l
(17,499) 955,495
2,219
27.19%
(10,725) 858,056
30.13%
32,397
(906)
24.32%
45,867
10,866
32.76%
18,829
(6,388)
3.62%
Other Muni ci pa l i ti es
Tra ns fers from Res erve
344,327
171,103
103,708
(67,395)
30.12%
Total Operating Revenue
21,733,074
5,259,725
6,027,953
768,228
(27.74%)
Sa l a ri es & Benefi ts
28,561,898
6,876,956
6,971,963
95,007
24.41%
Ma teri a l s
3,337,058
703,668
595,759
(107,909)
17.85%
Contra cted Servi ces
7,753,989
2,131,831
2,366,097
234,266
30.51%
Rents & Fi na nci ng
238,789
59,540
57,168
(2,372)
23.94%
Externa l Tra ns fers
151,361
24,000
24,000
Depreci a ti on
1,658,628
414,658
413,942
(716)
24.96%
Res erve Tra ns fers
1,656,232
6,249
11,250
5,001
0.68%
Total Operating Expense
43,357,955
10,216,902
10,440,179
223,277
24.08%
Net Muni ci pa l Contri buti on
21,624,881
4,957,177
4,412,226
(544,951)
20.40%
LESS: Depreci a ti on
(1,658,628)
(414,658)
(413,942)
716
(24.96%)
Net Muni ci pa l Contri buti on LESS Depreci a ti on
19,966,253
4,542,519
3,998,284
(544,235)
20.03%
Ci ty of Ki ngs ton
(9,919,791)
(2,542,185)
(2,474,803)
67,382
24.95%
County Contribution - Operating
10,046,462
2,000,334
1,523,481
(476,853)
15.16%
0.81%
Opera ti ng Expens e
15.86%
Una pproved Projects
Ca pi ta l Revenue
693,075
Ca pi ta l Expens e
879,886
(7,166)
(7,166)
Net Ca pi ta l Expens e
186,811
(7,166)
(7,166)
3.84%
Ci ty of Ki ngs ton - Ca pi ta l
(180,416)
(48,833)
(29,503)
19,330
(16.35%)
County Contribution - Capital
6,395
(48,833)
(36,669)
12,164
573.40%
210,295
83,824
78,588
(5,236)
37.37%
10,263,152
2,035,325
1,565,400
(469,925)
15.25%
County Contri buti on - Debenture Total Requisition
Information Report to Council Corporate Services - Finance – First Quarter Financial Summary July 17, 2019
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Page 5 of 7
AGENDA ITEM #a)
2019
2019
Ma rch
YTD
Tota l Annua l
Budget
YTD Budget
YTD Actua l
Va ri a nce
Spent
$
$
$
$
%
Opera ti ng Revenue Us er Cha rges
3,236,808
809,202
807,043
(2,159)
24.93%
Federa l a nd Provi nci a l
6,323,720
1,539,601
1,551,978
12,377
24.54%
Other
73,663
20,360
15,670
(4,690)
21.27%
Tra ns fers from Res erve
21,700
2,700
Total Operating Revenue
9,655,891
2,371,863
2,374,691
2,828
(24.59%)
Sa l a ri es & Benefi ts
10,523,558
2,417,385
2,381,713
(35,672)
22.63%
Ma teri a l s
1,155,156
329,569
249,962
(79,607)
21.64%
Contra cted Servi ces
1,329,459
395,785
329,395
(66,390)
24.78%
Depreci a ti on
574,219
143,556
141,426
(2,130)
24.63%
Res erve Tra ns fers
135,880 3,286,295
3,102,496
(183,799)
22.62%
(2,700)
Opera ti ng Expens e
Una pproved Projects Total Operating Expense
13,718,272
Net Muni ci pa l Contri buti on
4,062,381
914,432
727,805
(186,627)
17.92%
LESS: Depreci a ti on
(574,219)
(143,556)
(141,426)
2,130
(24.63%)
Net Muni ci pa l Contri buti on LESS Depreci a ti on
3,488,162
770,876
586,379
(184,497)
16.81%
Ci ty of Ki ngs ton
(2,319,558)
(642,126)
(573,245)
68,881
24.71%
County Contribution - Operating
1,168,604
128,750
13,134
(115,616)
1.12%
1.02%
Ca pi ta l Revenue
99,832
Ca pi ta l Expens e
263,850
2,680
2,680
Net Ca pi ta l Expens e
164,018
2,680
2,680
1.63%
Ci ty of Ki ngs ton - Ca pi ta l
(162,418)
(44,430)
(26,503)
17,927
(16.32%)
County Contribution - Capital
1,600
(44,430)
(23,823)
20,607
1,488.94%
210,295
83,824
78,588
(5,236)
37.37%
1,380,499
168,144
67,899
(100,245)
4.92%
County Contri buti on - Debenture Total Requisition
Information Report to Council Corporate Services - Finance – First Quarter Financial Summary July 17, 2019
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Page 6 of 7
AGENDA ITEM #a)
2019
2019
Ma rch
YTD
Tota l Annua l
Budget
YTD Budget
YTD Actua l
Va ri a nce
Spent
$
$
$
$
%
Opera ti ng Revenue Us er Cha rges Federa l a nd Provi nci a l
8,942,229
2,235,558
Inves tment Income Other
1,018
1,018
2,411,177
175,619
3,013
3,013
249
249
26.96%
Tra ns fers from Res erve
84,000
Total Operating Revenue
9,026,229
2,235,558
2,415,457
179,899
(26.76%)
15,033,808
3,740,271
3,834,483
94,212
25.51%
982,624
278,545
280,962
2,417
28.59%
Contra cted Servi ces
1,533,006
474,818
702,994
228,176
45.86%
Rents & Fi na nci ng
238,539
59,290
57,099
(2,191)
23.94%
Depreci a ti on
757,253
189,312
185,501
(3,811)
24.50%
Res erve Tra ns fers
886,465 26.05%
Opera ti ng Expens e Sa l a ri es & Benefi ts Ma teri a l s
Una pproved Projects Total Operating Expense
19,431,695
4,742,236
5,061,039
318,803
Net Muni ci pa l Contri buti on
10,405,466
2,506,678
2,645,582
138,904
25.42%
(757,253)
(189,312)
(185,501)
3,811
(24.50%)
LESS: Depreci a ti on Net Muni ci pa l Contri buti on LESS Depreci a ti on
9,648,213
2,317,366
2,460,081
142,715
25.50%
Ci ty of Ki ngs ton
(7,600,233)
(1,900,059)
(1,901,558)
(1,499)
25.02%
County Contribution - Operating
2,047,980
417,307
558,523
141,216
27.27%
Ca pi ta l Revenue
593,243
Ca pi ta l Expens e
616,036
(9,846)
(9,846)
1.60%
Net Ca pi ta l Expens e
22,793
(9,846)
(9,846)
43.20%
Ci ty of Ki ngs ton - Ca pi ta l
(17,998)
(4,403)
(3,000)
1,403
(16.67%)
County Contribution - Capital
4,795
(4,403)
(12,846)
(8,443)
267.90%
2,052,775
412,904
545,677
132,773
26.58%
County Contri buti on - Debenture Total Requisition
Information Report to Council Corporate Services - Finance – First Quarter Financial Summary July 17, 2019
319 of 344 2019-085 Corporate Page Services 2019 First Quarter Financial Summary
Page 7 of 7
AGENDA ITEM #b)
Report 2019-087 Information Report to Council To:
Warden and Council
From:
Kelly Pender, Chief Administrative Officer
Prepared by:
Jannette Amini, Manager of Legislative Services/Clerk
Date of meeting:
July 17, 2019
Re:
Office of the Chief Administrative Officer – Regional Roads update
Recommendation This report is for information purposes only. Background At a Special meeting held jointly with its member municipalities on April 17, 2019, County Council passed the following resolution: Resolved That the Council of the County of Frontenac receive the Chief Administrative Officer report – Regional Roads – Overview and Background Report for information; And Further That the Council of the County of Frontenac request that each member Council review and consider this report by May 31, 2019. And Further That each member Council formally endorse a petition to the Province of Ontario to remove Section 6.2 from The County of Frontenac/City of Kingston Restructuring Order, 1997 related to the prohibition of County involvement in roads. And Further That the County engage a consulting team to assist with the development of a business plan for both options 3 and 5, including consultation with each Council and the study be to a maximum upset limit of $40,000 to be funded from the County portion of the recently announced Municipal Modernization Fund (MMF).
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AGENDA ITEM #b)
And Further That the report be reviewed at a joint meeting of all Councils and a preferred option be finalized prior to the end of September 2019 for consideration during the 2020 budget cycle. A copy of the resolution was forwarded to the four member municipalities on April 29 th, 2019. Comment To date, the Councils of the Township of South Frontenac and the Township of Frontenac Islands have passed resolutions endorsing a petition to the Province of Ontario to remove section 6.2 from the County of Frontenac/City of Kingston Restructuring Order, 1997 related to the prohibition of the County involvement in roads. The Township of South Frontenac conditionally endorsed the petition to the province, as well as endorsed the development of a business plan for option 3. The Township of Frontenac Islands fully endorsed the petition to the province as well as endorsed the development of a business plan for both options 3 and 5. A copy of the resolutions of the Townships of South Frontenac and Frontenac Islands are attached to this report. The Councils of the Township of Central Frontenac and the Township of North Frontenac deferred a decision on County’s resolution to move forward with a preferred option until confirmation from its legal counsel as to how the ownership model would integrate with the jurisdiction sections of the Municipal Act, and to receive further input from the Public Works Managers once they have met to discuss the options further. Although a legal opinion has been obtained, to date, the Public Works Managers have not met to discuss the options further. It is anticipated that they will meet later this month, with a possible Council resolution from the Townships of Central and North Frontenac at their respective August meetings. A copy of the resolutions of the Townships of Central Frontenac and North Frontenac are attached to this report. This matter is on the agenda for the July 23rd CAO’s Group meeting; however the motion required staff to report back in to County Council June. In addition to this status update, it should be noted that the County will no longer be in a position to apply for a 2020 grant in August. Strategic Priorities Implications Priority 2: Explore new funding sources and invest in critical long-term infrastructure using sound judgement Specifically, the objectives in support of this strategy state: Explore a collaborative upper-tier role for the County in securing potential funding and support for township maintenance of roads & bridges in a regional road system
Information Report to Council Office of the Chief Administrative Officer – Regional Roads update July 17, 2019
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Page 2 of 3
AGENDA ITEM #b)
Expenditures on roads are a necessary and integral part of municipal operations. As well, it is important to ensure that the municipality has sufficient resources and financial flexibility to invest in quality of life resources such as parks and programs in order to attract and maintain youth and seniors in the community. Financial Implications There are no financial implications directly associated with this report; however as noted, the County is no longer be in a position to apply for a 2020 grant in August. Organizations, Departments and Individuals Consulted and/or Affected Member Municipalities Susan Brant, Director of Corporate Services/Treasurer Kevin Farrell, Manager of Continuous Improvement
Information Report to Council Office of the Chief Administrative Officer – Regional Roads update July 17, 2019
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Page 3 of 3
AGENDA ITEM #b)
TOWNSHIP OF SOUTH FRONTENAC ^’
4432 George St, Box 100 Sydenham ON, KOH 2TO 613-376-3027 Ext 2222 or1-800-559-5862 amaddocks@southfrontenac. net
May 13, 2019 Jannette Amini
Manager of Legislative Services/Clerk County of Frontenac 2069 Battersea Rd Glenburnie ON
KOH 1SO Dear Ms. Amini:
Re: Regional Roads - Overview and Background Report
Furtherto the presentation made at theApril 17, 2019 Joint Council meeting regarding the above-noted, please be advised thatthe Council ofthe Township ofSouth Frontenac passed the following resolution at their meeting May 7, 2019:
“ThatCouncil only endorses the development of a business plan for option 3; And further that the result ofthe business plan be presented at a joint meeting of the Frontenac Councils;
And that prior to making a decision to implement option 3, that there be unanimous consent by the four member Councils;
And that the Council ofthe Township of South Frontenac conditionally endorses the petition to the Province of Ontarioto remove Section 6.2 from the County of
Frontenac/City of Kingston Restructuring Order, 1997, related to the prohibition ofCounty involvement in roads subject to the conditions outlined above.
Carried”
We look forward to being notified ofthe decision made by member municipalities as to whether or not they wish to proceed with the establishment of a regional roads system for the purposes of accessing funding from senior levels of government. Yours truly
Cheryl Robson, ChiefAdministrative Officer, Township of North Frontenac Cathy MacMunn, Clerk-Administrator, Township of Central Frontenac Darlene Plumley, CAO/Clerk, Township of Frontenac Islands Mark Segsworth, Director of Public Services www. southfrontenac. net
Our strength is our community.
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AGENDA ITEM #b)
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AGENDA ITEM #b)
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AGENDA ITEM #b)
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AGENDA ITEM #b)
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AGENDA ITEM #a)
COMMITTEE REPORT To:
Warden and Council Members of the County of Frontenac
From:
Jannette Amini Manager of Legislative Services/Clerk
Date of meeting:
July 17, 2019
Re:
Rural Urban Liaison Advisory Committee (RULAC) – Report to Council
The Rural Urban Liaison Advisory Committee reports and recommends as follows: Be It Resolved That the County of Frontenac reopen the 2019 budget for Frontenac Paramedic Service and Fairmount Home for budget levy.
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AGENDA ITEM #a)
Rural-Urban Liaison Advisory Committee Wednesday, June 26, 2019 Notes Frontenac Room, County Administration Building, 2069 Battersea Road, Glenburnie 6:30 pm. Present:
County of Frontenac Ron Higgins, Warden Ron Vandewal, Councillor Kelly Pender, Chief Administrative Officer Susan Brant, Director of Corporate Services/Treasurer Paul Charbonneau, retiring Director of Emergency and Transportation Services Gale Chevalier, incoming Director of Emergency and Transportation Services Lisa Hirvi, Administrator - Fairmount Home Brieanna Saunders, Administrative Clerk (Recording Secretary)
Present:
City of Kingston Bryan Paterson, Mayor Ryan Boehme, Councillor Gary Oosterhof, Councillor Lanie Hurdle, Commissioner of Community and Family Services and Acting Chief Administrative Officer Desiree Kennedy, Treasurer Alan McLeod, Director of Legal Services/City Solicitor
Call to Order
Warden Higgins called the meeting to order at 6:30 p.m. and welcomed those in attendance. 2.
Adoption of Minutes a)
Minutes of Meeting held September 12, 2016
Staff were unable to locate a copy of the finalized minutes of the previous meeting held September 12, 2016.
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AGENDA ITEM #a)
Briefings ▪
Overview of the Restructuring Order and Cost Sharing Agreements
Mr. Kelly Pender, Chief Administrative Officer for the County of Frontenac provided a PowerPoint presentation on the history of the Restructuring Order of 1997 along with the Cost Sharing Agreements, including those currently in place. A copy of Mr. Pender’s presentation is attached to the record in the Clerk’s Office. 4.
County of Frontenac Program Review - Budget Challenges and Expectations
- Frontenac Paramedics
Mr. Pender continued with a PowerPoint presentation on the Program Review, including Budget Challenges and Expectations of the Frontenac Paramedics, a copy of which is attached to the record in the Clerk’s Office. 2. Fairmount Home Mr. Pender continued with a PowerPoint presentation on the Program Review, including Budget Challenges and Expectations of Fairmount Home, a copy of which is attached to the record in the Clerk’s Office. 5.
City of Kingston Program Review - Budget Challenges and Expectations
- Community and Family Services
Lanie Hurdle, Acting Chief Administrative Officer for the City of Kingston provided an overview of the Community and Family Services activities including Budget Challenges and Expectations of the City of Kingston Ms. Hurdle noted the recent announcement that there will be a $400,000 reduction in child care funding for 2019. 2. Housing and Homelessness Ms Hurdle, provided an overview of the Housing and Homelessness activities including Budget Challenges and Expectations of the City of Kingston. Ms. Hurdle noted that the City of Kingston is anticipating a $40,000 short fall from the province in regards to homelessness funding and stated they the City will use reserves to cover the funding loss. The Province will be putting $114,000 into the step down funding, translating to a positive effect on the budget. She also announced that there will be capital funding for the next three years, and noted that she feels confident that it will be subsidized. The City will make the operational changes needed to meet the 2.5% increase. RULAC Meeting Minutes June 26, 2019
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Page 2 of 4
AGENDA ITEM #a)
- Provincial Offences Ms. Hurdle provided an overview of the Provincial Offences impact including Budget Challenges and Expectations of the City of Kingston
- City of Kingston – Communication & Budget Concerns The City of Kingston has a concern with the 2019 Budget that was provided by the County of Frontenac. The 2019 Budget showed an increase of 14.4 % for Fairmount Home and 8.4% for Frontenac Paramedic Services. The City of Kingston has stated that they have only allotted for a 5% increase for both services and noted that they did not think that council will accept any increase that is over the allotted 5%. The City is proposing that they go back to Kingston City Council with the 7.7% increase for Frontenac Paramedic Services and 6.9% increase for Fairmount, with the increase taken from City reserves to cover the increase from 5%. The City has stated that the County should pay the difference from County of Frontenac reserves for 2019. Mr. Pender, CAO noted that although we can take the money out of the reserves to compensate for the difference for 2019 this will make next year’s budget problems bigger. The County has been phasing an additional FPS shift increase over a three year period as FPS is not currently meeting its response time standards. If there is a shift reduction for Frontenac Paramedic Services or Fairmount homes this will only make the situation worse. Mr. Pender noted that under the cost sharing agreement the dispute resolution process is prescribed as progressing from the Chief Administrative Officers, RULAC, mediation, arbitration. However, the arbitrator only has jurisdiction over the apportionment formula aspect of the agreement. Ms. Brant, Treasurer for the County of Frontenac advised that staff does not support the City’s request to fund operating costs from County reserves as this will create an even greater increase in 2020. In response to a procedural question, Mr. Pender advised that as a decided matter, the only recourse to deal with the Mayor’s proposal to utilize County’s reserves was through a reconsideration motion at the July 17, 2019 County Council meeting. It was suggested that City Staff and County Staff meet to determine the exact amount of County reserves that the Mayor proposed be used to fund the City’s increase. In the absence of reconsideration by the County, the Mayor indicated the City is prepared to go to court if the levy to the City is not reduced. Moved By: Seconded By:
Councillor Boehme Councillor Vandewal
Be It Resolved That the County of Frontenac reopen the 2019 budget for Frontenac Paramedic Service and Fairmount Home for budget levy. Carried
RULAC Meeting Minutes June 26, 2019
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Page 3 of 4
AGENDA ITEM #a)
Other Business
Confirmation of Next Meeting
The date of the next RULAC meeting will be hosted by the City of Kingston with a date to be confirmed. Mr. Pender indicated that the consultant providing the ten year review of paramedic services would be presenting to County Council on September 18, 2019 and that the Warden/Mayor may wish to consider a meeting on that date or provide an invitation to the City members of RULAC to be present for the review presentation. The Warden/Mayor will take this matter under advisement when selecting a meeting date. 8.
Adjournment
Moved By: Seconded By:
Councillor Vandewal Councillor Boehme
That the meeting hereby adjourn at 8:32 p.m. Carried
RULAC Meeting Minutes June 26, 2019
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Page 4 of 4
AGENDA ITEM #b)
Committee Report To:
Warden and Council Members of the County of Frontenac
From:
Jannette Amini, Manager of Legislative Services/Clerk
Date of meeting:
July 17, 2019
Re:
Community Development Advisory Committee – Report to Council
All items listed on the Community Development Advisory Committee Report shall be the subject of one motion. Any member of County Council may ask for any item(s) included in the Community Development Advisory Committee Report to be separated from that motion and considered separately, whereupon the Community Development Advisory Committee Report without the separated item(s) shall be put to the vote and the separated item(s) shall be considered immediately thereafter. The Community Development Advisory Committee reports and recommends as follows: 1.
2019-082 Community Development Advisory Committee Big Sandy Bay Shuttle Bus Reallocation of Grant Funds To Wolfe Island Farm to Table Event That the Council of the County of Frontenac endorse the “Wolfe Island Farm-toTable Tour” project; And Further That any unused funds for the Big Sandy Bay bus program be reallocated to the development and implementation of the “Wolfe Island FarmTo-Table Tour”
The Below report did not receive a seconder at the CDAC meeting and will require disposition by Council. For Councils reference, report 2019-081 is attached. 1.
2019-081 Community Development Advisory Committee Request to expand Ambassador Program to Rural Kingston Be It Resolved That the 2019 Annual Ambassador Survey include a question about expanding the program to include businesses located outside of Frontenac’s municipal boundaries;
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AGENDA ITEM #b)
And Further That staff report back at the November Community Development Advisory Committee meeting with Ambassador responses to inform a discussion on this topic.
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AGENDA ITEM #b)
Minutes of the Community Development Advisory Committee Meeting July 11, 2019 A meeting of the Community Development Advisory Committee was held in the Frontenac Room, County Administrative Office, 2069 Battersea Road, Glenburnie on Thursday, July 11, 2019 at 10:00 AM Present: Betty Hunter, Chair Wilma Kenny, Vice Chair Barrie Gilbert Mary Kloosterman Gregory Rodgers Councillor Alan Revill, Council Liaison Councillor Denis Doyle Regrets: Lisa Henderson Staff Present: Richard Allen, Manager of Economic Development Alison Vandervelde, Community Development Officer Erica Sellwood, Digital Marketing Summer Student Jannette Amini, Manager of Legislative Services/Clerk Brieanna Saunders, Administrative Clerk (Recording Secretary) 1.
Call to Order
The Chair called the meeting to order at 10:08 a.m. 2.
Adoption of the Agenda
Moved By: Seconded By:
Councillor Doyle Councillor Revill
That the agenda for the July 11, 2019 meeting of the Community Development Advisory Committee be adopted. Carried 3.
Disclosure of Pecuniary Interest and General Nature Thereof
There were none
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AGENDA ITEM #b)
Adoption of Minutes a)
Minutes of Meeting held May 9, 2019
Moved By: Seconded By:
Councillor Doyle Mr. Rodgers
That the minutes of the Community Development Advisory Committee meeting held May 9, 2019 be adopted. Carried 5.
Deputations and/or Presentations a)
Ms. Nancy Mucklow addressed the Community Development Advisory Committee regarding the Camino Trail Proposal. Ms. Mucklow provided a PowerPoint presentation regarding the Camino Trail Proposal. A copy of Ms. Mucklow’s presentation is attached to the record in the Clerk’s Office. [See Reports to the Community Development Advisory Committee, clause a)]
Reports to the Community Development Advisory a)
2019-077 Community Development Advisory Committee Camino Trail Proposal
This report is for information only and was intended to solicit advice from the Committee on options to consider in the development of an Eastern Ontario “Camino”. It was noted that the Cataraqui Trail is in bad shape and that this would not appeal to Camino walkers in Europe. Appalachian Trail was also noted but this is more of a camping model and wouldn’t attract the Camino walkers. Committee members noted concern that the section of the K&P Trail that allows motorized vehicles would conflict with the traditional non-motorized Camino model. It was suggested that staff draft a survey for those using the trails as well as solicit feedback from adjacent land owners on permitted uses on the trail. b)
2019-076 Community Development Advisory Committee Ambassador Program Review & Annual Survey
This report is for information only and was intended to solicit advice from the Committee on the draft questions for the annual Frontenac Ambassador Program Survey.
Community Development Advisory Committee Meeting Minutes July 11, 2019
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Page 2 of 6
AGENDA ITEM #b)
As for those completing the survey who are not currently ambassadors, it was suggested they be asked what they know about the program as this could potentially increase the number of ambassadors. c)
2019-078 Community Development Advisory Committee Draft Active Transportation Plan
This report is for information only and was intended to solicit comment from the Committee on the draft Regional Active Transportation Plan to inform the final draft to be submitted to County Council. Mr. Allen noted that the report recommends a variety of policies for Townships to adopt as appropriate. The plan recommends a 1.5 metre width for paved shoulders, and the guidelines vary based on traffic volume and speed limits of the roads. . Mr. Allen also noted that paved shoulders support increasing the life span of the infrastructure. d)
2019-079 Community Development Advisory Committee Implementation Plan for Open Farms in Frontenac 2019
This report is for information only and was intended to solicit advice from the Committee on the implementation of the Open Farms Event to be hosted on September 8, 2019. With respect to the Implementation Plan for Open Farms in Frontenac, it was noted that there are concerns with opening this project to non-Frontenac Farms. It was the opinion of some committee members that opening the project to Kingston farms gives less incentive for people outside of the community to travel to Frontenac County. The committee also had a discussion about where to draw the boundary line in terms of allowing non-Frontenac farms to participate. Staff indicated that this is a partnership and it is beneficial to farms in Frontenac County that the County work with farms in Kingston, otherwise there will be a divide in the small local farming community. Staff also mentioned that more farms participating in the event helps grow the event to reach more customers. Councillor Doyle suggested that County Council should have a vote in the decision to include the City of Kingston farms as County dollars pay for the project. Mr. Rodgers noted that allowing farms within the City of Kingston creates greater incentives to visit the County. Ms. Vandervelde mentioned that including the Kingston farms expands the audience for Open Farms – because those farms already have well established, loyal customer bases – which will drive more traffic to Frontenac farms.
Community Development Advisory Committee Meeting Minutes July 11, 2019
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Page 3 of 6
AGENDA ITEM #b)
Mr. Allen noted that this event has been attracting enough attention for the plowing match to move its date to align with Open Farms and that for farming organizations such as the Plowing match, Frontenac County includes rural Kingston. e)
2019-080 Community Development Advisory Committee Law and Local Food in Frontenac County Report
This report is for information purposes only. f)
2019-081 Community Development Advisory Committee Request to expand Ambassador Program to Rural Kingston Moved By: Ms. Kloosterman Seconded By: . Be It Resolved That the 2019 Annual Ambassador Survey include a question about expanding the program to include businesses located outside of Frontenac’s municipal boundaries; And Further That staff report back at the November Community Development Advisory Committee meeting with Ambassador responses to inform a discussion on this topic. This recommendation did not receive a seconder. In regards to the expansion of the Ambassador Program to Rural Kingston it was noted that there was a concern that our brand could be watered down if we extend the program beyond the borders of the County. It was noted that there is not a lot of critical mass in the County and those from other cities that are traveling here do not pay attention to where the County line begins or ends. It was noted that if we want to grow we should expand the lines and be more inclusive. It was also noted that we are already partnering with Tourism Kingston, and the ambassador program is about strengthening our brand as a region. It was noted by one committee member that we need to get the opinion of the current ambassadors and how they feel about expanding the Ambassador Program.
Community Development Advisory Committee Meeting Minutes July 11, 2019
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Page 4 of 6
AGENDA ITEM #b)
g)
2019-082 Community Development Advisory Committee Big Sandy Bay Shuttle Bus Reallocation of Grant Funds To Wolfe Island Farm to Table Event
Moved By: Seconded By:
Mr. Gilbert Councillor Revill
That the Council of the County of Frontenac endorse the “Wolfe Island Farm-to-Table Tour” project; And Further That any unused funds for the Big Sandy Bay bus program be reallocated to the development and implementation of the “Wolfe Island Farm-To-Table Tour” Carried h)
2019-083 Community Development Advisory Committee Authorization to enter into a non-exclusive use agreement with the Verona ATV Club (VATVC) for the maintenance and motorized vehicle use of the K&P
Be It Resolved That the Council of the County of Frontenac authorize the Warden and Clerk to enter into a non-exclusive use agreement with the Verona ATV Club (VATVC) for the maintenance and motorized vehicle use of the K&P Trail from Craig Road to Sharbot Lake; And Further That County Council direct staff to develop a Trail Use Policy allowing motorized vehicles with an approved Permit obtained through an authorized partner or licensed organization use on portions of the Frontenac K&P Trail;. And Further That the above policy be included in a comprehensive bylaw to regulate and manage the Frontenac K&P Trail as a recreational trail Deferred (See motion to be Defer below which was Carried) Motion to Defer Moved By: Seconded By:
Councillor Doyle Mr. Gilbert
Be it Resolved That the motion be differed to the September 12, 2019 meeting pending an additional report from staff on the benefits to the County of entering into this agreement Carried It was noted that the members of the committee wanted additional details on the benefits of aligning with the Verona ATV Club. It was noted by one committee member
Community Development Advisory Committee Meeting Minutes July 11, 2019
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Page 5 of 6
AGENDA ITEM #b)
that there should be a survey asking how motorized use affects the current users, residents and land owners located near the trail. The committee wanted more details about implementation and enforcement of permits and club memberships and impact on County staff time. It was also noted that enforcement may require the involvement of a By-Law Officer and/or the Ontario Provincial Police and this could have long term impacts for the future of the trail. In regards to the agreement with the Verona ATV Club the committee is looking for a specific proposal from the ATV club outlining the administration of permits and the financial component, logistics of enforcement, and expectations of Frontenac County. 7.
Communications
Other Business
Next Meeting a)
The next regular meeting of the Community Development Advisory Committee is scheduled for Thursday, September 12, 2019 at the County Administrative Offices. Adjournment
Moved By: Seconded By:
Councillor Revill Ms. Kloosterman
That the meeting hereby adjourn at 12: 07 p.m. Carried
Community Development Advisory Committee Meeting Minutes July 11, 2019
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Page 6 of 6
AGENDA ITEM #b)
Report 2019-081 Committee Recommend Report To:
Chair and Members of the Community Development Advisory Committee
From:
Alison Vandervelde, Community Development Officer
Date of meeting:
July 11, 2019
Re:
Community Development Advisory Committee – Request to expand Ambassador Program to Rural Kingston
Recommendation Be It Resolved That the 2019 Annual Ambassador Survey include a question about expanding the program to include businesses located outside of Frontenac’s municipal boundaries; And Further That staff report back at the November Community Development Advisory Committee meeting with Ambassador responses to inform a discussion on this topic. Background At its regular meeting on February 20, 2019 County Council received Report 2019-027 Planning and Economic Development – Request to expand Ambassador Program to Rural Kingston. County Council referred the request to “include farms, farm families and agricultural businesses located in the Countryside ward and former Pittsburgh be eligible to participate in the Frontenac Ambassador Program” to the Community Development Advisory Committee. Please refer to the report linked above for full details concerning the request. Comment As indicated in Report 2019-027, when surveyed in 2017, Ambassadors at the time provided 70% support for inclusion, but also indicated mixed reactions about expanding the program beyond Frontenac’s municipal boundaries. Over the last two years, staff have focused efforts on recruiting businesses physically located within Frontenac, with a few rare exceptions. In the 2017 survey, the question was phrased as:
PageDevelopment 341 of 344Advisory Committee All items listed … Report of the Community
AGENDA ITEM #b)
“A few businesses with ties to Frontenac – that are technically not located in Frontenac – have expressed interest in becoming Frontenac Ambassadors. What do you think, do we let them in the club or not?” Staff are proposing inclusion of the same question verbatim in the 2019 survey. The Frontenac Ambassadors themselves have guided staff activities and program priorities, and staff wish to place the needs and desires of our Frontenac stakeholders at the top of our program. Although the request from the Frontenac Federation of Agriculture concerns a narrow subset of businesses located in the City of Kingston, it is likely that the decision to include these businesses would have broader implications for the program, with the potential of requests from other industries or geographical regions following suit. Strategic Priorities At its June meeting, County Council approved Frontenac County Strategic Plan 20192022. Priority 3 - Champion and coordinate collaborative efforts with partners to resolve complex problems otherwise beyond the reach of individual mandates and jurisdictions. This priority indicates that opportunities for increased regional collaboration should be seriously and thoughtfully considered. Financial Implications Costs for the Frontenac Ambassador program are included in the 2019 Operating Budget for Economic Development. Organizations, Departments and Individuals Consulted and/or Affected Members of Community Development Advisory Committee Frontenac County Council & staff Township of Frontenac Islands Township of South Frontenac Township of Central Frontenac Township of North Frontenac Frontenac Community Futures Development Corporation Local Businesses in and around Frontenac Frontenac Federation of Agriculture Frontenac County Residents
Recommend Report to Community Development Advisory Committee Request to Expand Ambassador Program July 11, 2019
PageDevelopment 342 of 344Advisory Committee All items listed … Report of the Community
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AGENDA ITEM #a)
By-Law No. 2019-0027 of The Corporation of the County OF Frontenac being a by-law to confirm all actions and proceedings of County Council on July 17, 2019
Whereas Section 8 of the Municipal Act, S.O. 2001, c.25 and amendments thereto provides that a municipality has the capacity, rights, powers and privileges of a natural person for the purpose of exercising its authority under the Municipal Act or any other Act; and; Whereas Subsection 2 of Section 11 of the Municipal Act, S.O. 2001, c.25 and amendments thereto provides that a lower-tier municipality and an upper-tier municipality may pass by-laws respecting matters within the spheres of jurisdiction described in the Table to Subsection 2 subject to certain provisions, and; Whereas Section 5 of the Municipal Act, S.O. 2001, c. 25 and amendments thereto provides that a municipal power, including a municipality’s capacity, rights, powers and privileges under Section 8 shall be exercised by its council and by by-law unless the municipality is specifically authorized to do otherwise; and; Whereas the Council of the County of Frontenac deems it expedient to confirm its actions and proceedings; Now Therefore Be It Resolved That the Council of the Corporation of the County of Frontenac hereby enacts as follows:
- That all actions and proceedings of the Council of the County of Frontenac taken at its regular meeting held on July 17, 2019 be confirmed as actions for which the municipality has the capacity, rights, powers and privileges of a natural person.
- That all actions and proceedings of the Council of the County of Frontenac taken at its regular meeting held on July 17, 2019 be confirmed as being matters within the spheres of jurisdiction described in Subsection 2 of Section 11 of the Municipal Act, S.O. 2001, c.25 and amendments thereto.
- That all actions and proceedings of the Council of the Corporation of the County of Frontenac taken at its regular meeting held on July 17, 2019 except those taken by by-law and those required by by-law to be done by resolution are hereby sanctioned, ratified and confirmed as though set out within and forming part of this by-law.
Page 343 of 344[Proposed By-law No. 2019-0027] To Confirm the Proceedings of Council.
AGENDA ITEM #a)
- That this by-law shall come into force and take effect as of the final passing thereof. Read a First and Second Time this 17th day of July 2019. Read a Third Time and Finally Passed, Signed and Sealed this 17th day of July, 2019.
The Corporation of the County Of Frontenac
Ron Higgins, Warden
Jannette Amini, Clerk
By-Law No. 2019-0027 – To Confirm all Actions and Proceedings of County Council July 17, 2019
Page 344 of 344[Proposed By-law No. 2019-0027] To Confirm the Proceedings of Council.
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