Published September 18, 2024

Word Count 50723 words

Reading Time 239 min read

Body: Council Type: Agenda Meeting: Regular Date: September 18, 2024 Collection: Council Agendas Municipality: Frontenac County

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Frontenac County Council Meeting Wednesday, September 18, 2024 – 9:00 a.m. County of Frontenac Administration Building, 2069 Battersea Road, Glenburnie, ON Council will resolve into Closed Meeting and will reconvene as regular Council at 9:30 a.m. https://youtube.com/live/A5gPE1_Fo8w?feature=share

Agenda Page Call to Order We begin this gathering by acknowledging and celebrating these traditional lands as a gathering place of the first peoples and their ancestors who are entrusted to care for mother earth since time immemorial. We do so respecting both the land and the Indigenous People who continue to walk with us through this world. Today, the County is committed to working with Indigenous peoples and all residents to pursue a united path of reconciliation. Roll Call 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 July 17, 2024
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; - as it relates to the Howe Island Ferry Operations. b)

Resolved That Council rise from Committee of the Whole closed session with/without reporting

Public Meeting

The following is a public meeting to permit members of the public to make presentations and/or funding requests to County Council for consideration in the 2025 budget. a) Submission from the Food Policy Council regarding its annual funding

Page request. Submission from the Food Policy Council regarding its annual funding request. Approval of Addendum Disclosure of Pecuniary Interest and General Nature Thereof

15 - 27

Adoption of Minutes a) Minutes of Meeting held July 17, 2024 Resolved That the minutes of the regular Council meeting held July 17, 2024 be adopted. Minutes of Meeting held July 17, 2024 Delegations and/or Presentations Proclamations Move into Committee of the Whole a) That Council adjourn and meet as Committee of the Whole Council, with the Warden in the Chair. Briefings a) Consultant Briefing: Nina Carter, President, The Information Professionals, will address Council regarding the findings and recommendations of the Current State Assessment carried out for the County of Frontenac. [See Information Reports from the Chief Administrative Officer, clause a)]

28 - 41

Mr. Kevin Farrell, Chief Administrative Officer, will provide Council with his monthly CAO briefing. CAO Monthly Report

Unfinished Business Consent Reports from the Chief Administrative Officer Committee of Management of Fairmount Home Recommend Reports from the Chief Administrative Officer a) Consultant Briefing: Hannah Mayes-Frenett, Senior Consultant for ORH, will address County Council regarding the Ten Year Paramedic

Page 2 of 202

Page Human Resources and Facilities Master Plan [See Recommend Reports from the Chief Administrative Officer, clause b)] 42 - 66

2024-088 Emergency and Transportation Services ORH Update Report Recommendation: Be it Resolved That the Council of the County of Frontenac receive for information the report “Updating the Deployment Review” for Frontenac Paramedics; And Further That the Council of the County of Frontenac direct staff to incorporate recommendations into the Frontenac Paramedics’ Business Plan and Project Proposals for future consideration by Council ORH Update Report Appendix A Accessible version

67 - 70

2024-087 Emergency and Transportation Services Frontenac Paramedics Central Book-On Station Follow Up Recommendation: Be It Resolved That County Council receive the update report regarding a Paramedic Central Book-On Station; And That County Council accept the recommendation to remain with the current model for developing full paramedic bases, as opposed to moving to a model based on a large, Central Book-On location with smaller posts; And Further That the Council of the County of Frontenac direct staff to investigate opportunities to construct a Paramedic Headquarters and training facility. Frontenac Paramedics Central Book-On Station Follow Up

71 - 72

2024-090 Emergency and Transportation Services Continuation of the Neighbours Saving Neighbours Program Recommendation: Be It Resolved That the Council of the County of Frontenac receive the Emergency and Transportation Services – Neighbours Saving Neighbours Study Update report further to the last update in June 2024.

Page 3 of 202

Page And Further That the Council of the County of Frontenac support continuing the Neighbours Saving Neighbours program through to December 2025 in order to maintain current program delivery. And Further That the Council of the County of Frontenac authorizes the estimated cost of maintaining the program of $2,300 to be absorbed into current operating budget. Continuation of the Neighbours Saving Neighbours Program 73 - 149

2024-091 Corporate Services Approval of 2024 Asset Management Plan Recommendation: Be It ResolvedThat the Council of the County of Frontenac receive the Approval of 2024 Asset Management Plan report for information. And Further Thatthe Clerk be authorized to bring forward a by-law later in the meeting to approve the Asset Management Plan attached to this report as Appendix A Approval of 2024 Asset Management Plan Appendix A Accessible version

150 - 154

2024-092 Corporate Services Long Range Financial Plan Recommendation: Be It ResolvedThat the Council of the County of Frontenac receive the Corporate Services – Long Range Financial Plan report; And FurtherThat the Council of the County of Frontenac direct staff to build the recommended increases to capital reserve contributions for consideration during the 2025 budget. And Finally That the Council of the County of Frontenac direct staff to build the recommended increases to capital reserve contributions for consideration during the 2026-2034 budget years. Long Range Financial Plan

155 - 158

Information Reports from the Chief Administrative Officer a) 2024-089 Corporate Services County of Frontenac Information Management Assessment Findings and Recommendations

Page 4 of 202

Page County of Frontenac Information Management Assessment Findings and Recommendations 159 - 165

2024-093 Corporate Services Rural and Southern Frontenac Community Services Q2-2024 Transportation Report Rural and Southern Frontenac Community Services Q2-2024 Transportation Report 2024-093 Appendix A RFCS Q2 2024-093 Appendix B SFCS Q2

166 - 170

2024-094 Office of the CAO Key Performance Indicators (KPIs), and Balanced Scorecard Update Key Performance Indicators (KPIs), and Balanced Scorecard Update

171 - 177

2024-095 Corporate Services 2024 Second Quarter Financial Summary and Outlook 2024 Second Quarter Financial Summary and Outlook

178 - 185

2024-096 Corporate Services Engagement on Proposed Modernization of the Emergency Management and Civil Protection Act Engagement on Proposed Modernization of the Emergency Management and Civil Protection Act Appendix A - County of Frontenac Comments on Proposed Modernization of EMCPA

186 - 192

2024-097 Corporate Services Proposed Recommendations on Amendments to the Design of Public Spaces Standard Proposed Recommendations on Amendments to the Design of Public Spaces Standard

193 - 199

Reports from Advisory Committees of County Council a) Report of the Planning and Economic Development Advisory Committee All items listed on the Planning and Economic 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 Planning and Economic Development Advisory Committee Report to be separated from that motion and considered separately, whereupon the Planning and Economic Development Advisory Committee Report without the

Page 5 of 202

Page separated item(s) shall be put to the vote and the separated item(s) shall be considered immediately thereafter. Report of the Planning and Economic Development Advisory Committee

That the Report received from the Planning and Economic Development Advisory Committee be received and adopted. Report of the Planning and Economic Development Advisory Committee The Planning and Economic Development Advisory Committee reports and recommends as follows: 1.

2024-084 Indigenous Presenters Gathering on Wolfe Island Be It Resolved That the Committee recommends to County Council that a letter be provided to LodgePole Arts Alliance in support of the Indigenous Presenters Gathering event.

2024-083 Eastern Ontario Physician Recruitment Alliance (EOPRA) Be It Resolved That he County of Frontenac take the following actions:

That The County of Frontenac authorize the Warden and Clerk to enter into a partnership agreement with the Eastern Ontario Physician Recruitment Alliance (EOPRA), and
That Staff from the County of Frontenac be authorized to participate in activities led by the Eastern Ontario Physician Recruitment Alliance, including but not limited to meetings, recruitment events, and joint marketing initiatives, and
That $500 in 2024 and $5,000 in 2025, be authorized from the Strategic Project Reserve for the membership fee for Frontenac County to participate in the Eastern Ontario Physician Recruitment Alliance, and
That staff report back at the end of 2025 with an update on Eastern Ontario Physician Recruitment Alliance partnership.

Page 6 of 202

Page 

Parking capacity for approximately 30 vehicles and trailers on a hard-packed, well-defined surface. Adjustments to the parking capacity may be made to accommodate sitespecific constraints or to reflect anticipated usage patterns, ensuring that the design aligns with the unique needs and conditions of each location  Accessible parking spaces and appropriate access to the K&P Trail in accordance with the Design of Public Spaces Regulation.  Direct access to the K&P Trail (or a dedicated path connecting the trailhead to the K&P Trail)  Trail map and informational signage  Identifying signage and directional signage from nearest high-volume roadway and around trailhead site to assist visitors in finding parking and other amenities. Secondary Criteria  Lighting  Paved Surface  Toilets  Trash and Recycling  Picnic Areas or Benches  Drinking Water  Bike Racks  Charging Infrastructure Criteria for Trailhead Partnership Funding Proposed trailheads should meet the primary criteria for infrastructure and amenities, while any proposals centered around additional amenities or secondary criteria should be accompanied by a clear plan for addressing the primary requirements and a memorandum of understanding (MOU) shall be entered into outlining the roles and responsibilities of each party which must be approved by County Council. Planning and Economic Development Advisory Committee Report to Council Planning and Economic Development Advisory Committee Minutes of Meeting held September 4, 2024 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

Page 7 of 202

Page 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 Council listed below be received and filed: a) From Loyalist Township regarding a Resolution to resolve financial and budgetary pressures relating to Infrastructure Services [Distributed to Members of County Council July 19, 2024] b)

From the City of Stratford regarding a Resolution for the creation of a Municipal Accessibility Fund [Distributed to Members of County Council July 19, 2024]

From the City of Stratford regarding a Resolution to resolve financial and budgetary pressures relating to Infrastructure [Distributed to Members of County Council July 19, 2024]

From the EOWC regarding Eastern Ontario Organizations Receive $1 Million in Funding from Canada Mortgage and Housing Corporation [Distributed to Members of County Council July 19, 2024]

From the Kingston Frontenac Public Library providing its Board Minutes of May 22, 2024 [Distributed to Members of County Council July 19, 2024]

From the Town of Cochrane regarding a Resolution on O’Reg 391-21 Blue Box for ineligible sources [Distributed to Members of County Council July 19, 2024]

From the Town of Petrolia regarding a Resolution concerning the phasing out of free water testing for private wells [Distributed to Members of County Council July 19, 2024]

From the Town of Smiths Falls regarding a Resolution on the Keeping of Non-Native Wild Animals-June 2024 [Distributed to Members of County Council July 19, 2024]

From the Township of Evanturel regarding a Resolution on the Shortage of Physician Care and Access to Physician Care [Distributed to Members of County Council July 19, 2024]

From the Township of Larder Lake regarding a Resolution concerning a Social and Economic Prosperity Review [Distributed to Members of County Council July 19, 2024]

From Kevin Farrell, CAO, providing July Council Meeting Follow up Memo to Council

Page 8 of 202

Page [Distributed to Members of County Council July 26, 2024] l)

From the City of Stratford regarding Regulations for Importation and Safe Use of Lithium-ion Batteries [Distributed to Members of County Council July 26, 2024]

From the Municipality of St. Charles regarding a Resolution on the Need for Increased Funding for Libraries and Museums [Distributed to Members of County Council July 26, 2024]

From the Township of Georgian Bluffs regarding a Resolution in Support of AMO-OMA Joint Health Resolution Campaign [Distributed to Members of County Council July 26, 2024]

From Public Health providing an update on merger of Public Health Boards [Distributed to Members of County Council August 2, 2024]

From the City of Toronto regarding a Resolution requesting the Province to support Family Physicians [Distributed to Members of County Council August 2, 2024]

From the EOWC providing its July 2024 Newsletter [Distributed to Members of County Council August 2, 2024]

From the Municipality of St. Charles regarding a Resolution on the Phase-Out of Free Water Well Testing [Distributed to Members of County Council August 2, 2024]

From the Municipality of Tweed regarding a Resolution sustainable funding and uploading OPP costs [Distributed to Members of County Council August 2, 2024]

From the Municipality of Wawa regarding a Resolution for assistance on Asset Retirement Obligation PS 3280 [Distributed to Members of County Council August 2, 2024]

From the Municipality of Wawa regarding a Resolution for the AMOOMA Joint Health Resolution Campaign - Physician Shortage [Distributed to Members of County Council August 2, 2024]

From the Municipality of Wawa regarding a Resolution supporting the Ontario Forest Industries Association [Distributed to Members of County Council August 2, 2024]

From the Municipality of Wawa regarding a Resolution sustainable funding and uploading OPP costs [Distributed to Members of County Council August 2, 2024]

From the Municipality of Wawa regarding Regulations for Importation and Safe Use of Lithium-ion Batteries [Distributed to Members of County Council August 2, 2024]

From the Township of Limerick regarding a Resolution on the AMO-

Page 9 of 202

Page OMA Joint Health Campaign on Physician Shortage [Distributed to Members of County Council August 2, 2024] z)

From the Township of Lucan Biddulph regarding a Resolution on the AMO-OMA Joint Health Campaign on Physician Shortage [Distributed to Members of County Council August 2, 2024]

aa) From the Township of North Dundas Requesting the Provincial Governemnt to Recognize the Physician Shortage in ND [Distributed to Members of County Council August 2, 2024] ab) From the Township of Pelee regarding a Resolution on the Phase-Out of Free Water Well Testing [Distributed to Members of County Council August 2, 2024] ac)

From the Township of Schreiber regarding a Letter sent to the Hon. Patty Hajdu concerning Wastewater [Distributed to members of County Council August 2nd, 2024]

ad) From the City of Quinte West regarding a Resolution on the Canada Community-Building Fund [Distributed to Members of County Council August 16, 2024] ae) From the EOWC regarding a Resolution Supporting AMO OMA Joint Campaign on Physician Shortage [Distributed to Members of County Council August 16, 2024] af)

From the Mayor of the City of Cambridge regarding the Citys Mental Health and Addictions Survey results [Distributed to Members of County Council August 16, 2024]

ag) From the Municipality of West Nipissing regarding a Resolution for Sustainable Infrastructure Funding for Small Rural Municipalities [Distributed to Members of County Council August 16, 2024] ah) From the Municipality of West Nipissing regarding a Resolution to resolve significant financial pressures of infrastructure [Distributed to Members of County Council August 16, 2024] ai)

From the Town of Bradford West Gwillimbury regarding a Resolution on the AMO OMA Joint Health Resolution Campaign [Distributed to Members of County Council August 16, 2024]

aj)

From the Township of Lake of Bays regarding a Resolution to recognize Physician Shortages [Distributed to Members of County Council August 16, 2024]

ak)

From the Township of Larder Lake regarding a Resolution concerning the Physician Shortage [Distributed to Members of County Council August 16, 2024]

al)

From the Township of Loyalist regarding a Resolution to resolve significant financial pressures of infrastructure [Distributed to Members of County Council August 16, 2024]

Page 10 of 202

Page am) From the Township of Red Rock regarding a Resolution on Catch and Release justice [Distributed to Members of County Council August 16, 2024] an) From the Township of Terrace Bay regarding a Resolution of Support for the Ontario Immigrant Nominee Program [Distributed to Members of County Council August 16, 2024] ao) From the Township of Terrace Bay regarding a Resolution on Public Health Phasing out Free Water Testing for Private Wells [Distributed to Members of County Council August 16, 2024] ap) From the Township of Terrace Bay regarding a Resolution on the AMO OMA Joint Health Resolution Campaign [Distributed to Members of County Council August 16, 2024] aq) From the EOWC regarding information provided at AMO - Mind The Gap - Municipal Infrastructure Handout (1) [Distributed to Members of County Council August 23, 2024] ar)

From the EOWC-WOWC-EOMC regarding a joint News Release - Solve The Crisis Campaign [Distributed to Members of County Council August 23, 2024]

as)

From the EOWC of its photo taken with Minister Calandra [Distributed to Members of County Council August 23, 2024]

at)

From the EOWC regarding the AMO 2024 Briefing Package [Distributed to Members of County Council August 23, 2024]

au) From the EOWC regarding a News Release as EOWC Advocates for Regional Priorities at AMO 2024 Conference [Distributed to Members of County Council August 23, 2024] av)

From the EOWC-WOWC-EOMC Joint Letter as AMO Continues to Advocate for a Social and Economic Prosperity Review [Distributed to Members of County Council August 23, 2024]

aw) From the Town of Essex Letter regarding a Resolution Declaring Intimate Partner Violence an Epidemic in Ontario [Distributed to Members of County Council August 23, 2024] ax)

From the Town of Grimsby regarding a Resolution on Increasing Funding for Public Libraries and Community Museums [Distributed to the members of County Council August 23rd, 2024]

ay)

From the City of Brantford regarding a Resolution to Improve Municipal Codes of Conduct and Enforcement [Distributed to Members of County Council September 6, 2024]

az)

From the City of Orillia regarding a Resolution requesting the Province Support Family Physician [Distributed to Members of County Council September 6, 2024]

Page 11 of 202

Page ba) From the EOWC providing its August 2024 Newsletter [Distributed to Members of County Council September 6, 2024] bb) From the Town of Fort Erie regarding a Resolution requesting the Province Support Family Physician [Distributed to Members of County Council September 6, 2024] bc)

From the Town of Plympton Wyoming regarding a Resolution concerning the Canada Community Building Fund [Distributed to Members of County Council September 6, 2024]

bd) From the Township of Nairn and Hyman regarding a Resolution on Radioactive Material being Transported to the Township [Distributed to Members of County Council September 6, 2024] be) From the Township of Russell regarding a Resolution to Support AMCTO Provincial Updates to the Municipal Elections Act [Distributed to Members of County Council September 6, 2024] bf)

From the Township of Stirling Rawdon regarding a Resolution on adding inflation to Public Sector Salary Disclosure [Distributed to Members of County Council September 6, 2024]

bg) From the Township of Tay Valley regarding a Resolution concerning the jurisdiction of Ontario’s Ombudsman [Distributed to the Members of County Council September 6, 2024] bh) From the Town of Quinte West regarding a Resolution concerning AMCTO Provincial Updates to the Municipal Elections Act [Distributed to Members of County Council September 13, 2024] bi)

From the Township of McGarry regarding a Resolution concerning water testing [Distributed to Members of County Council September 13, 2024]

bj)

From the Town of Smith Falls regarding a Resolution on the AMO OMA Joint Health Resolution Campaign [Distributed to Members of County Council September 13, 2024]

bk)

From the City of Stratford regarding a Resolution Requesting the Province to Support Family Physicians [Distributed to Members of County Council September 13, 2024]

Other Business By-Laws – General By-laws and Confirmatory By-law a) First and Second Reading Resolved That leave be given the mover to introduce by-laws a) and b) that have been circulated to all Members of County Council and that bylaws a) and b) be read a first and second time. b)

Third Reading

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Page Resolved That by-laws a) and b) be read a third time, signed, sealed and finally passed.

200

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By-Laws a) To adopt an Asset Management Plan for Core Assets of the County of Frontenac [Proposed By-law No. 2024-027] To adopt an Asset Management Plan for Core Assets of the County of Frontenac b)

To confirm all actions and proceedings of County Council on September 18, 2024 [Proposed By-law No. 2024-028] To confirm all actions and proceedings of County Council on September 18, 2024

Adjournment

Page 13 of 202

September 13, 2024 Jannette Amini Manager of Legislative Services/Clerk 2069 Battersea Road Glenburnie, Ontario K0H 1S0 To the Frontenac County Council; On behalf of the Food Policy Council for Frontenac, Lennox and Addington, we wish to thank you for your service to our communities. As you may recall, the FPC is tasked with advancing and implementing the Food Charter, which was endorsed by the County in 2012. I am pleased to report that we have recently been awarded a grant through the Social Sciences and Humanities Research Council, in partnership with Queen’s University. The funding will enable us to hire a Community Researcher to begin developing a Food Strategy for the region. Our goal is to create a strategy through extensive consultation with the community, engaging a wide range of stakeholders over the next year. We will be building on the research completed this past spring by the PhD Community initiative project with the City of Kingston, a project in which we participated in an advisory role. The students developed a framework of potential pillars for a food strategy, including: • • • • •

Food Access Food infrastructure and Distribution Food Education & Literacy Food Production Food system governance

With the grant, we hope to work with our partners to take this framework out to the people and businesses of KFL&A to make sure their concerns, issues and needs are incorporated in a food strategy that will help guide policies around food for years to come. We plan to host a wide range of public consultations over the next two years, and request your financial support to help facilitate this important work in 2025. We are asking for $2500 to assist with expenses for these events including promotion, room rental, hospitality and printing costs. The FPC is grateful for your past support, and we are excited to begin working with you on a much needed Food Strategy for our region. Ellen Mortfield, FPC Co-Chair 613-770-3710

14 of Council 202 regarding its annual funding req… Submission from thePage Food Policy

Minutes of the Regular Meeting of Council July 17, 2024 A regular meeting of the Council of the County of Frontenac was held in the Council Chamber of the County Administration Building, 2069 Battersea Road, Glenburnie, on Wednesday, July 17, 2024, at 9:00 am. There was a “Closed Meeting” of the Committee of the Whole from 9:00 am to 9:33 am, with regular business commencing at 9:37 am. Roll Call Present:

Warden Fran Smith, Deputy Warden Ron Vandewal, Councillors Fred Fowler, Nicki Gowdy, Judy GreenwoodSpeers, Ray Leonard, Gerry Lichty, and Bill Saunders

Also Present:

County: Richard Allen, Manager of Economic Development Jannette Amini, Manager of Legislative Services/Clerk Susan Brant, Administrator, Fairmount Home Gale Chevalier, Chief/Director of Emergency & Transportation Services Rob Dillabough, Manager of Marine Services Kevin Farrell, Chief Administrative Officer Joe Gallivan, Director of Planning and Economic Development Marc Goudie, Deputy Chief of Performance Standards Tyler LaLonde, Municipal Climate Intern Alex Lemieux, Director of Corporate Services/Treasurer Barb McCulloch, Director of Human Resources Brieanna McEathron, Deputy Clerk Debbi Miller, Community Development Officer Matt Mills, Communications Officer

Call to Order We begin this gathering by acknowledging and celebrating these traditional lands as a gathering place of the first peoples and their ancestors who are entrusted to care for mother earth since time immemorial. We do so respecting both the land and the Indigenous People who continue to walk with us through this world. Today, the County is committed to working with Indigenous peoples and all residents to pursue a united path of reconciliation.

Page 1517,of2024 202 Minutes of Meeting held July

Closed Session Motion #: 118-24

Moved By: Seconded By:

Councillor Lichty Councillor Greenwood-Speers

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, 2024
Labour relations or employee negotiations - as it relates to the Labour Relations Strategy for Union Negotiations
Litigation or potential litigation, including matters before administrative tribunals, affecting the municipality or local board - as it relates to a Notice of Intent to Arbitrate with a contractor Carried Motion #: 119-24

Moved By: Seconded By:

Deputy Warden Vandewal Councillor Gowdy

Resolved That Council rise from Committee of the Whole closed session without reporting Carried Approval of Addendum Disclosure of Pecuniary Interest and General Nature Thereof There were none. Adoption of Minutes a)

Minutes of Meeting held June 19, 2024

Motion #: 120-24

Moved By: Seconded By:

Councillor Fowler Councillor Saunders

Resolved That the minutes of the regular Council meeting held June 19, 2024 be adopted. Carried Delegations and/or Presentations

Regular Meeting of Council Minutes July 17, 2024

Page 1617,of2024 202 Minutes of Meeting held July

Page 2 of 13

Proclamations a)

Open Farm Days August 16 to September 30, 2024 Motion #: 121-24 Moved By: Councillor Leonard Seconded By: Councillor Lichty Whereas the County of Frontenac recognizes the importance of agriculture in the region; and, Whereas Frontenac County believes a strong agricultural economy is essential for enduring communities, for the health of our residents, and to establish a strong community in support of food security for our citizens as well as our businesses, and organizations; and, Whereas Frontenac County has a vision of a strong agriculture community that is rooted in the character of Frontenac and its residents: welcoming, natural, healthy, clean, tranquil, entrepreneurial, and rural by choice and conviction; and Whereas the County of Frontenac is committed to supporting agriculture to grow businesses, attract more visitors and expand the tax base; Now Therefore Be It Resolved That the Council of the Corporation of the County of Frontenac hereby declares August 16 to September 30, 2024, as Open Farm Days in Frontenac County, and reminds individuals of the importance of this six-week celebration which supports local agriculture and food businesses in our communities And Further That the County encourages all residents to support local farms and food businesses by participating in this series of events. Carried Move into Committee of the Whole Motion #: 122-24

Moved By: Seconded By:

Councillor Greenwood-Speers Deputy Warden Vandewal

That Council adjourn and meet as Committee of the Whole Council, with the Deputy Warden in the Chair. Carried Briefings a)

Mr. Kevin Farrell, Chief Administrative Officer, provided Council with his monthly CAO briefing. Unfinished Business

Regular Meeting of Council Minutes July 17, 2024

Page 1717,of2024 202 Minutes of Meeting held July

Page 3 of 13

Consent Reports from the Chief Administrative Officer All items listed on the Consent Reports from the Chief Administrative Officer shall be the subject of one motion. Any member may ask for any item(s) included in the Consent Reports from the Chief Administrative Officer to be separated from that motion, whereupon the Consent Reports from the Chief Administrative Officer without the separated item(s) shall be put and the separated item(s) shall be considered immediately thereafter. Motion #: 123-24

Moved By: Seconded By:

Councillor Gowdy Councillor Fowler

That Council consent to the approval of Reports a) through d) the are considered routine items Carried Consent Reports a)

2024-072 Corporate Services Approval of a Municipal Tree Canopy Policy

Be It Resolved That Report 2024-072 Requirement for Municipal Tree Canopy Policy be received; And Further That the Clerk be directed to bring forward a by-law later in the meeting hereby confirming that the policies set out in the following sections of the County Official Plan shall constitute the policy as require by Section 270(1) 7 of the Municipal Act, 2001 the tree protection and enhancement policies: a. Section 2.1.3 establishes the definition of and encourages ‘good forestry practices’ to ensure a sustainable forestry industry in the County. This typically translates to no clear cutting, establishing mitigation measures, and areas of protection. b. Section 7.1.3 establishes objectives to protect and enhance the natural heritage system. A healthy tree canopy is part of the natural heritage system. c. Section 7.1.4.6 establishes policies for the protection of significant woodlands. d. Section 7.1.4.8 establishes polices for the protection of natural linkages and biodiversity areas. e. Section 7.1.4.10 sets out enabling policies that allow staff to request an environmental impact study to delineate, characterize, analyze, and plan for the protection of natural heritage systems and its components in the development review process. Carried

Regular Meeting of Council Minutes July 17, 2024

Page 1817,of2024 202 Minutes of Meeting held July

Page 4 of 13

2024-073 Office of the Chief Administrative Officer Support for EORN and 2B Developments (Rural Impact), Localizing Communal Servicing Project CMHC Housing Supply Challenge

Be It Resolved That the Council of the County of Frontenac offer its supports for EORN and 2B Developments (Rural Impact), Localizing Communal Servicing Project CMHC Housing Supply Challenge; And Further That the Chief Administrative Officer, on behalf of the County of Frontenac, be authorized to issue a letter of support. Carried c)

2024-075 Corporate Services Canada Community Building Fund Agreement 2024-2033

Be It Resolved That the Council of the County of Frontenac receive the Corporate Services – Canada Community Building Fund Agreement 2024-2033 report; And Further That the Council of the County of Frontenac authorize the Warden and Clerk to sign the Municipal Funding Agreement for the Canada Community Building Fund. Carried d)

2024-076 K&P Trail Authorization to Amend Easement Agreement across K&P Trail at 13823 Road 38; located at Lot 10, Concession 1, being Part 11 of Registered Plan 13R21601, Geographic Township of Oso, Township of Central Frontenac

Be It Resolved That the Council of the County of Frontenac authorize the Warden and Clerk to execute an amending agreement for the easement agreement across K&P Trail at 13823 Road 38; located at Lot 10, Concession 1, being Part 11 of Registered Plan 13R21601, Geographic Township of Oso, Township of Central Frontenac to permit underground utility access across the K&P Trail. Carried Committee of Management of Fairmount Home Motion #: 124-24

Moved By: Seconded By:

Councillor Saunders Warden Smith

That Committee of the Whole Council adjourn and meet as Committee of Management of Fairmount Home, with the Deputy Warden in the Chair. Carried Regular Meeting of Council Minutes July 17, 2024

Page 1917,of2024 202 Minutes of Meeting held July

Page 5 of 13

2024-079 Fairmount Home Quarterly Update Activity Report

This report was for information purposes only. Motion #: 125-24

Moved By: Seconded By:

Councillor Lichty Councillor Fowler

That the Committee of Management of Fairmount Home adjourn and revert back to Committee of the Whole Council. Carried Recommend Reports from the Chief Administrative Officer a)

Consultant Briefing: Ms. Nishat Afrin, CEM, CMVP Conservation and Energy Management Lead, Aladaco, briefed the Committee of the Whole with respect to the County of Frontenac Energy Conservation and Demand Management Plan [See Recommend Reports from the Chief Administrative Officer, clause b)]

2024-071 Corporate Services Approval of the County of Frontenac Energy Conservation and Demand Management Plan

Motion #: 126-24

Moved By: Seconded By:

Councillor Leonard Councillor Greenwood-Speers

Be It Resolved That the Council of the County of Frontenac approve the 2024 County of Frontenac Energy Conservation and Demand Management (ECDM) Plan attached to this report as Appendix A. And Further That Staff bring back a report to Council for future considerations on how the County can implement the recommendations within the ECDM plan Carried

Regular Meeting of Council Minutes July 17, 2024

Page 2017,of2024 202 Minutes of Meeting held July

Page 6 of 13

2024-074 Planning and Economic Development Futures Grant Award and Partnership Agreement with Frontenac Business Services for Operational Review of Medical Clinics in Frontenac County

Motion #: 127-24

Moved By: Seconded By:

Councillor Gowdy Councillor Saunders

Whereas an application was filed with the Frontenac Business Services 20th Anniversary – Futures Grant funding to support the Operational Review of Medical Clinics in Frontenac County. Now Therefore Be It Resolved That the Warden and the Clerk be authorized to enter into a partnership agreement with Frontenac Business Service for $5,000, and And Further That the Council of the County of Frontenac offer its formal congratulations to Frontenac Business Services on its 20th Anniversary, and And Further That up to $20,000 from the Strategic Project Reserve be authorized to complete the operational review. Carried d)

2024-077 Planning and Economic Development Update to the Charter for Economic Development

Motion #: 128-24

Moved By: Seconded By:

Councillor Leonard Councillor Fowler

Be It Resolved That the Council of the County of Frontenac approve and adopt the update to the Charter for Economic Development, attached to this report as Appendix 1. Carried e)

2024-078 Corporate Services Authorization to enter into an Agreement with the Township of Frontenac Islands for the Removal of Boarding Restrictions and Indemnification of the County of Frontenac for the Howe Island Ferry

Motion #: 129-24

Moved By: Seconded By:

Councillor Lichty Warden Smith

Be It Resolved That the Council of the County of Frontenac authorize the Warden and Clerk to execute an agreement with the Township of Frontenac Islands for the Removal of Boarding Restrictions and Indemnification of the County of Frontenac for the Howe Island Ferry; And Further That the removal of boarding restrictions take effect commencing Monday, July 22, 2024. Carried Regular Meeting of Council Minutes July 17, 2024

Page 2117,of2024 202 Minutes of Meeting held July

Page 7 of 13

2024-080 K&P Trail Central Frontenac Request for Trailhead Funding to support the construction of an accessible washroom at the Sharbot Lake Beach

Motion #: 130-24

Moved By: Seconded By:

Councillor Greenwood-Speers Councillor Gowdy

Be It Resolved That the Council of the County of Frontenac acknowledge the request from the Township of Central Frontenac for Trailhead funding to support the construction of an accessible washroom at the Sharbot Lake Beach; And Further That staff be directed to develop criteria for establishing trailheads and for considering funding requests for the development of trailheads; And Further That the draft trailhead criteria and funding mechanisms be reviewed by the Planning and Economic Development Advisory Committee. Carried Information Reports from the Chief Administrative Officer Reports from Advisory Committees of County Council Return to Council Motion #: 131-24

Moved By: Seconded By:

Councillor Saunders Councillor Leonard

That Council revert from Committee of the Whole Council, to Council. Carried Adoption of the Report of the Committee of the Whole Council Motion #: 132-24

Moved By: Seconded By:

Councillor Fowler Councillor Lichty

That the report of the Committee of the Whole Council be adopted and that the necessary actions or by-laws be enacted. Carried

Regular Meeting of Council Minutes July 17, 2024

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Page 8 of 13

Motions, Notice of Which has Been Given a)

Request for the Provincial Government to Recognize the Physician Shortage in Frontenac County

Motion #: 133-24

Moved By: Seconded By:

Deputy Warden Vandewal Councillor Saunders

Whereas the state of health care in Ontario is in crisis, with 2.3 million Ontarians lacking access to a family doctor, emergency room closures across the province, patients being de-rostered and 40% of family doctors considering retirement over the next five years; and, Whereas it is becoming increasingly challenging to attract and retain an adequate healthcare workforce throughout the health sector across Ontario; and, Whereas Ontario municipal governments play an integral role in the health care system through responsibilities in public health, long-term care, paramedicine, and other investments; and, Whereas the percentage of family physicians practicing comprehensive family medicine has declined from 77 in 2008 to 65 percent in 2022; and, Whereas per capita health-care spending in Ontario is the lowest of all provinces in Canada, and, Whereas a robust workforce developed through a provincial, sector-wide health human resources strategy would significantly improve access to health services across the province; Now Therefore Be It Resolved That the Council of the County of Frontenac urges the Province of Ontario to recognize the physician shortage in Frontenac County and Ontario, to fund health care appropriately and ensure every Ontarian has access to physician care. 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)

Eastern Ontario Wardens’ Caucus Municipal Infrastructure Policy Paper [Distributed to Members of County Council June 28, 2024] From the City of Brantford regarding the Support for the Decision of the Ontario Energy Board to End the Gas Letter

Regular Meeting of Council Minutes July 17, 2024

Page 2317,of2024 202 Minutes of Meeting held July

Page 9 of 13

c) d) e) f) g) h) i) j) k) l) m) n) o) p) q) r)

[Distributed to Members of County Council June 28, 2024] From the EOWC regarding the June 2024 Newsletter Release of Infrastructure Paper and Strategic Plan [Distributed to Members of County Council June 28, 2024] From the Municipality of Tween regarding a Resolution sustainable funding for OPP costs [Distributed to Members of County Council June 28, 2024] From the Town of Cobalt regarding a Resolution on Asset Retirement Obligation [Distributed to Members of County Council June 28, 2024] From the Township of North Glengarry regarding a Resolution concerning the impending debt dilemma of rural municipalities [Distributed to Members of County Council June 28, 2024] From the City of Pickering regarding a Resolution on Water Testing Services for Private Drinking Water [Distributed to Members of County Council July 5, 2024] From the City of St. Catharines regarding a Resolution on the Green Roads Pilot Project [Distributed to Members of County Council July 5, 2024] From the County of Northumberland regarding a Resolution concerning Catch and Release Justice [Distributed to Members of County Council July 5, 2024] From the County of Northumberland regarding a Resolution on Sustainable Infrastructure Funding for Small Rural Municipalities [Distributed to Members of County Council July 5, 2024] From the County of Northumberland regarding a Resolution to Support a Social and Economic Prosperity Review [Distributed to Members of County Council July 5, 2024] From the Municipality of Leamington regarding a Resolution for Regulations to Restrict Keeping of Non-native wild animals [Distributed to Members of County Council July 5, 2024] From the Town of Kearney regarding a Resolution for the Government to Implement Sustainable Infrastructure [Distributed to Members of County Council July 5, 2024] From the Town of Tecumseh regarding a Resolution on Affordability of Water and Wastewater Systems [Distributed to Members of County Council July 5, 2024] From the Town of Tecumseh regarding a Resolution for Sustainable Infrastructure Funding for Small Rural Municipalities [Distributed to Members of County Council July 5, 2024] From the Township of New Tecumseth regarding a Resolution on the Phasing Out Free Water Testing for Private Wells [Distributed to Members of County Council July 5, 2024] From the Township of Otonabee-South Monaghan regarding Regulations for Importation and Safe Use of Lithium-ion Batteries [Distributed to Members of County Council July 5, 2024] From AMO requesting support for resolution on Campaign regarding Physician Shortage in Ontario

Regular Meeting of Council Minutes July 17, 2024

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Page 10 of 13

s) t) u) v)

[Distributed to Members of County Council July 12, 2024] From the Municipality of East Ferris regarding a Regulations for Importation and Safe Use of Lithium-ion Batteries [Distributed to Members of County Council July 12, 2024] From the Town of Petrolia regarding a Resolution to support fee increases for family doctors [Distributed to Members of County Council July 12, 2024] From the Township of Terrace Bay regarding a Resolution concerning Sustainable Funding for OPP [Distributed to Members of County Council July 12, 2024] Invitation to Open Farm Days 2024 [Distributed to Members of County Council July 12, 2024] Other Business

Councillor Saunders asked what delegations the County has at the upcoming AMO Conference. Mr. Farrell confirmed that the County requested and has received a delegation with the Ministry of the Environment regarding Communal Services and the EOWC will be making delegations around their 3 priorities of Infrastructure, Long Term Care, and Housing. By-Laws – General By-laws and Confirmatory By-law a)

First and Second Reading

Motion #: 134-24

Moved By: Seconded By:

Councillor Greenwood-Speers Councillor Leonard

Resolved That leave be given the mover to introduce by-laws b) through g) that have been circulated to all Members of County Council and that by-laws b) through g) be read a first and second time. Carried b)

Third Reading

Motion #: 135-24

Moved By: Seconded By:

Councillor Greenwood-Speers Councillor Leonard

Resolved That by-laws a) through g) be read a third time, signed, sealed and finally passed. Carried

Regular Meeting of Council Minutes July 17, 2024

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Page 11 of 13

By-Laws a)

To declare lands Legally Described as Part Lot 12, Concession 2, being Part 1 of Registered Plan 13R22990, Geographic Township of Hinchinbrooke, Township of Central Frontenac, Surplus for the purpose of granting a right-of-way over part of the K&P Trail. [Proposed By-law No. 2024-018]

To Adopt a Policy with Respect to the Manner in which the Corporation of the County of Frontenac will Protect and Enhance the Tree Canopy and Natural Vegetation in the Municipality [Proposed By-law No. 2024-021]

To authorize the execution of a partnership agreement with Frontenac Business Service for $5,000 [Proposed By-law No. 2024-022]

To Authorize the Warden and Clerk to Execute a Municipal Funding Agreement with the Association of Municipalities of Ontario (AMO) for the Transfer of the Canada Community Building Fund to 2033 [Proposed By-law No. 2024-023]

To Authorize the Warden and Clerk to Execute an Agreement with the Township of Frontenac Islands for the Removal of Boarding Restrictions and Indemnification of the County of Frontenac for the Howe Island Ferry [Proposed By-law No. 2024-024]

To Authorize the Warden and Clerk to Execute an Amending Agreement for the easement agreement across K&P Trail at 13823 Road 38; located at Lot 10, Concession 1, being Part 11 of Registered Plan 13R21601, Geographic Township of Oso, Township of Central Frontenac to permit underground utility access across the K&P Trail. [Proposed By-law No. 2024-025]

To confirm all actions and proceedings of County Council on July 17, 2024 [Proposed By-law No. 2024-026]

Regular Meeting of Council Minutes July 17, 2024

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Page 12 of 13

Adjournment Motion #: 136-24

Moved By: Seconded By:

Councillor Gowdy Councillor Saunders

That the meeting hereby adjourn at 10:43 a.m. Carried

Frances Smith, Warden

Regular Meeting of Council Minutes July 17, 2024

Page 2717,of2024 202 Minutes of Meeting held July

Jannette Amini, Clerk

Page 13 of 13

September 18, 2024 Report 2024-08

Page 28 of 202 Officer, will provide Council w… Mr. Kevin Farrell , Chief Administrative

Administrative Report

Page 29 of 202 Officer, will provide Council w… Mr. Kevin Farrell , Chief Administrative

CAO Schedule – September • •

• • • • • • •

•

EOWC CAOs Housing Working Group Meeting – September 4th Senior Leadership Team – September 13th & September 25th Integrating Technology Into Your Capital Development Plan Webinar – September 17th Frontenac County Council – September 18th Old House Staff Meeting – September 19th Leadership Team Meeting – September 19th EOWC CAO’s Meeting – September 20th TOMRMS Training with InfoPros – September 24th FLA OHT Health Home Support Structure – September 25th Joint CAO/Treasurers Meeting – September 26th

Page 30 of 202 Officer, will provide Council w… Mr. Kevin Farrell , Chief Administrative

AMO Communications Provincial Matters The Ontario government is accepting applications for its new $200-million Community Sport and Recreation Infrastructure Fund that will revitalize existing infrastructure and support new construction across the province. Apply now! Apply for Ontario’s new Housing-Enabling Core Servicing funding to help municipalities build, maintain and repair municipal roads, bridges and culverts to unlock new housing. Register for the September 16 webinar. Apply for Ontario’s new Housing-Enabling Water Systems Fund intake to help municipalities develop, repair, rehabilitate and expand drinking water, wastewater and stormwater infrastructure to enable housing. Register for the September 26 webinar. LAS Many municipalities are considering how to transition their buildings to net zero operations. Whether using heat pumps or other low carbon technologies, LAS is here to help. Sign up for one of our customized Low Carbon/Net Zero workshops to learn how to transition effectively. Contact Christian for more information.

Page 31 of 202 Officer, will provide Council w… Mr. Kevin Farrell , Chief Administrative

Human Resources Update – Key Activity •

Recruitment o o o o o

•

Labour Relations o

o o

240 postings as of August 31 Interviews ongoing in all areas at Fairmount Deputy Chief of Performance Standards – Congrats to Jeremie Hurtubise Superintendent of Performance Standards – Congrats to Shauna Dunn GIS Specialist – Welcome to Anand Gopalakrishnan

CUPE 2290 – initial bargaining dates booked for November; preparations and research Investigation – Fairmount wrapped up; 3 grievances resolved/withdrawn Day to day communication and resolution of employee and labour relations issues and grievances

Miscellaneous • • • •

Vairkko scheduling software – IS testing payroll codes Wellness committee organized Business plan and budget finalized 360 portal preparation and scheduling of 27 leaders from September through December

Page 32 of 202 Officer, will provide Council w… Mr. Kevin Farrell , Chief Administrative

Fairmount Home Update •

KFL&A Public Health conducted an IPAC inspection, and the inspection results required no corrective actions.

•

KHSC & Fairmount will participate in Project AMPLIFI funded by the Government of Ontario to digitally share clinical data. Secure transfer of health data will reduce delays in sharing health data, avoid unnecessary diagnostic testing and allow for more time to provide quality care.

•

Fairmount staff often receive kind words from families thanking them for their care and support of residents. On August 15, a resident’s family member provided a generous gift of a pizza lunch for all staff as a thank you for their care.

Page 33 of 202 Officer, will provide Council w… Mr. Kevin Farrell , Chief Administrative

Fairmount Home Qi Gong Sessions

A Ministry of Senior Affairs & Accessibility grant has made it possible to provide three free classes per week to residents, family members, and local seniors.

Page 34 of 202 Officer, will provide Council w… Mr. Kevin Farrell , Chief Administrative

Communications update, August 2024 Website Pageviews FrontenacCounty.ca VisitFrontenac.ca FrontenacMaps.ca EngageFrontenac.ca CivicWebPortal

20,284 41,646 6,089 4,579 680

Social Media Engagement County Facebook & Instagram County X Twitter County Youtube County LinkedIn FPS X Twitter Visit Frontenac Facebook & Instagram Fairmount Facebook K&P Trail Facebook Group H.I. Ferry X Twitter

12,032 320 304 294 404 663 863 595 22

Total engagements in May Change from July 2024 Change from August 2023

88,775 15% 19%

Page 35 of 202 Officer, will provide Council w… Mr. Kevin Farrell , Chief Administrative

Planning Applications – Townships (July to September) • By the end of September, staff will have processed 64 township applications in 2024, which is 60% of the 2023 total. • To date, approximately 40% of the 2024 applications are consents that are being processed under delegated authority to staff.

9 8 7 6

6 5 4 3 2 1 0 North Frontenac

Central Frontenac Number of Applications

Frontenac Islands

Page 36 of 202 Officer, will provide Council w… Mr. Kevin Farrell , Chief Administrative

Provincial Planning Statement, 2024 • The Province has issued a new Provincial Planning Statement (PPS) • Comes into effect on October 20, 2024 • Replaces the 2020 Provincial Policy Statement and the 2019 Growth Plan for the Greater Golden Horseshoe • All planning decisions must be consistent with it • Future amendments and updates to the County and Township Official Plans to ensure conformity.

Page 37 of 202 Officer, will provide Council w… Mr. Kevin Farrell , Chief Administrative

Open Farm Days August 16 – September 30 • Connecting farming & food in Frontenac & Kingston. • See all the experiences and locations at openfarmdays.ca • Thanks to all who attended the Launch Event on August 16

Page 38 of 202 Officer, will provide Council w… Mr. Kevin Farrell , Chief Administrative

Frontenac County 2024 Business Retreat & Awards Award nominations open until September 30. 5 Award Categories: • Business of the Year • New Business • Partnership & Collaboration • Sustainability • Women-Led Business Nomination forms on Engage Frontenac https://engagefrontenac.ca/frontenac-business-awards Retreat – Tuesday, November 5 at RKY Camp. • Retreat begins at noon. Awards begin at 6. • RSVP to attend on Engage Frontenac https://engagefrontenac.ca/frontenac-businessawards/surveys/rsvp-business-retreat-awards

Page 39 of 202 Officer, will provide Council w… Mr. Kevin Farrell , Chief Administrative

Healthcare in Our Community • The Operational Review with local clinics is underway.

• A joint meeting with the all participating clinics took place at the end of August. • Individual meetings with the clinics are now scheduled and will take place in September and October. • Visit Healthcare in our Community on Engage Frontenac for project updates: https://engagefrontenac.ca/healthcare-in-our-community

Page 40 of 202 Officer, will provide Council w… Mr. Kevin Farrell , Chief Administrative

Sirens for Life Blood Drive The results are in for this year’s Sirens for Life Blood donation drive! I am pleased to congratulate everyone who donated so far this year for securing first place once again for Frontenac Paramedics among area emergency systems partners! Thank You!

Page 41 of 202 Officer, will provide Council w… Mr. Kevin Farrell , Chief Administrative

The County of Frontenac Recognizes and congratulates Paramedic Chief Gale Chevalier on the occasion of her retirement from Frontenac Paramedics after more than 30 years of service!

Report 2024 – 088 Council Recommend Report To:

Warden and Council

From:

Kevin Farrell, Chief Administrative Officer

Prepared by:

Gale Chevalier, Paramedic Chief/Director, Emergency and Transportation Services

Date of meeting:

September 18, 2024

Re:

Emergency and Transportation Services – ORH Update Report

Recommendation Be it Resolved That the Council of the County of Frontenac receive for information the report “Updating the Deployment Review” for Frontenac Paramedics; And Further That the Council of the County of Frontenac direct staff to incorporate recommendations into the Frontenac Paramedics’ Business Plan and Project Proposals for future consideration by Council. Background County Council received a 10-Year Paramedic Human Resources and Facilities Master Plan created by Operational Research in Health Limited (ORH) in 2019. Recommendations from this report were incorporated into Frontenac Paramedics’ business plans and project proposals from 2020-2024. County Council approved an update to this plan for 2024 utilizing updated call volumes, UHU, response times and station locations. This updated report was received from ORH and presented to Council on September 18, 2024.

Page 42 of 202 Services ORH Update Report 2024-088 Emergency and Transportation

Comment The Updating the Deployment Review plan makes recommendations for future Paramedic resources, as well as station locations and deployment through to 2034 with a goal to returning Unit Hour Utilization (UHU) to the target of 0.35.

Strategic Priority Implications The Strategic Plan – Priority #3: Strengthening Quality of life through Enhanced Service Delivery, states: Focus on Frontenac Paramedics

Improve response times and coverage throughout Frontenac County.
Increase the number of paramedics to meet the growing demand for services.
Provide additional facilities for Frontenac Paramedics that will effectively meet steadily growing demand for services and accommodate more paramedic training. Other Important and Continuing County Priorities Frontenac Paramedics Response Time Standard Plan EOWC 2023 Study

Recommend Report to Council Emergency and Transportation Services – ORH Update Report September 18, 2024

Page 43 of 202 Services ORH Update Report 2024-088 Emergency and Transportation

Page 2 of 3

Financial Implications None for this report. Financial implications for implementation of recommendations will be incorporated into the Frontenac Paramedics’ Business Plan and Project Proposals. Organizations, Departments and Individuals Consulted and/or Affected Operational Research in Health Limited (ORH) Alex Lemieux, Director of Corporate Services/Treasurer

Recommend Report to Council Emergency and Transportation Services – ORH Update Report September 18, 2024

Page 44 of 202 Services ORH Update Report 2024-088 Emergency and Transportation

Page 3 of 3

Final Report September 10, 2024 ORH/FPS/4

Page 45 of 202 Services ORH Update Report 2024-088 Emergency and Transportation

EXECUTIVE SUMMARY 0.1

In 2019, Operational Research in Health Limited (ORH) completed a Ten-Year Paramedic Human Resources and Facilities Master Plan for Frontenac Paramedics (FP). Since that review, the COVID-19 pandemic has impacted health care systems globally. For FP, call volumes have increased at a slightly higher rate than predicted in the original review, and offload delays at the hospitals have increased significantly.

0.2

FP commissioned ORH to update the deployment review using up-to-date data and assumptions, and to reevaluate and extend the recommendations of the original review through to 2034. This is the Final Report for the review.

0.3

ORH collected an approximately four-year sample of workload and resourcing data (October 2019 to December 2023) to examine and analyze trends in demand and performance (see Section 2). For comparison purposes, the analysis is largely reported against four sample periods: 2022 to 2023 (Sample 1), 2020 to 2021 (Sample 2), 2019 (Sample 3), October 2016 to September 2018 (Sample 4, the previous review sample).

0.4

Unless otherwise specified, demand is defined in this report as FP-responded incidents, that is, where at least one FP vehicle arrives on scene. FP responded to an average of 62.5 Priority 1 (P1) to Priority 4 (P4) incidents per day during the most recent two-year sample (Sample 1). This has increased across the full sample period from 52.3 incidents per day in Sample 4, 55.2 incidents per day in Sample 3, and 57.0 incidents per day in Sample 2. The number of FP vehicle assignments (T2_Notified timestamp completed) and vehicle mobilizations (T3_Enroute timestamp completed) have increased at a higher rate than the number of FP-responded incidents.

0.5

Between 2019 and 2023, CTAS performance has gradually worsened for all categories, with 2022 and 2023 being particularly challenging years given the increases in demand and time on task. Average time at hospital increased from 35 minutes in Sample 4 to 53 minutes in Sample 1. As time at hospital accounts for a large proportion of total time on task for FP vehicles, this has a significant impact on the availability of resources and therefore response performance.

0.6

As of 2024, FP plan to deploy 1,680 ambulance hours per week. This has increased from 1,596 in 2019. Average ambulance utilization for Sample 1 was around 41%.

0.7

ORH uses sophisticated predictive modelling tools that have been developed in-house to assist with the development of master plans for paramedic services. ORH updated its simulation model, AmbSim, to reflect the 2022 to 2023 sample. A 2024 Base Position was then created to provide a comparison for future scenarios (see Section 3).

0.8

To understand resource requirements for the next ten years, a demand projection was required. Demand projections were created using a population-based projection method with the underlying hypothesis that demand is strongly related to the population age profile (see Section 4).

0.9

The predicted increasing and ageing in population, coupled with increasing demand rates, suggests that the number of incidents per day, excluding out-of-area demand, will increase from 63 in 2023 to 92 in 2034. This represents a 3.6% increase per annum. An alternative projection was created using the slightly higher population projections from the Watson reports (197,000 by 2034). This higher projection suggests that the number of incidents per day could increase to 96 in 2034. This represents a 3.9% increase per annum.

Page 46 of 202 Services ORH Update Report 2024-088 Emergency and Transportation

0.10

To highlight the impact on future performance if no investment is made to FP frontline operations, the demand projections were applied to the Base Position in AmbSim. No other operational changes or deployment enhancements were made (a ‘Do Nothing’ scenario). In this scenario, P4 10-minute response performance would fall from 71% in 2024 to 56% in 2034.

0.11

To offset the projected demand increases and negative impacts on response performance outlined in the previous sub-section, FP will need to deploy additional resources by 2034.

0.12

ORH’s optimization model was used to assess optimal station locations for 2034. ‘Blank canvas’ modelling indicated that Palace Road, the proposed Demers Avenue station, and the County stations were already well located. Given the capacity challenges at existing Kingston stations, targeted optimization was undertaken to identify potential configurations, which were then run through the simulation model to understand the response performance impacts in 2034.

0.13

In agreement with FP senior leadership, a five-site scenario for Kingston was identified as the recommended station configuration for 2034. including Palace Road, Demers Avenue, Railway Street, Woodbine Road and MacLean Park (see Section 5). Using this configuration, a 30% increase in weekly ambulance hours above the Base Position would enable Base Position response performance to be maintained or slightly improved against all metrics, compared to a 50% increase in demand.

0.14

A further objective was set to reduce utilization to a target level of 35%, and to improve performance to the levels observed earlier in the analyzed sample period. The weekly ambulance hours requirement therefore increases by 1,176, from 1,680 in the Base Position to 2,856. This is equivalent to a 70% increase above the Base Position. P4 10-minute response performance under this scenario would improve from 71.4% in the Base Position to 82.7%.

0.15

Deployment recommendations for the next ten years have been set out according to the trajectory outlined in Figure I (see Section 6).

0.16

Sensitivity modelling was undertaken to test assumptions about the parameters included in the core modelling scenarios, including the impact of a hub and spoke facilities model, and a Wolfe Island deployment.

Page 47 of 202 Services ORH Update Report 2024-088 Emergency and Transportation

Contents 1

Introduction …………………………………………………………………………………………………………………………..1

Current Service Profile …………………………………………………………………………………………………………..2 Data Collection ………………………………………………………………………………………………………………………………………………………..2 Demand Analysis ……………………………………………………………………………………………………………………………………………………..3 Performance and Call Component Analysis …………………………………………………………………………………………………………………4 Resourcing Analysis …………………………………………………………………………………………………………………………………………………5

The Model Base Position…………………………………………………………………………………………………………6 Modelling Capabilities………………………………………………………………………………………………………………………………………………6 Model Setup and Base Position ………………………………………………………………………………………………………………………………….6

The Do Nothing Scenario………………………………………………………………………………………………………..8 Demand Projections ………………………………………………………………………………………………………………………………………………….8 Do Nothing Performance in 2034 ……………………………………………………………………………………………………………………………..10

Identifying Future Requirements ………………………………………………………………………………………….11 Vehicle Requirements with Current Stations………………………………………………………………………………………………………………11 Identifying Optimal Station Locations……………………………………………………………………………………………………………………….12 Vehicle Requirements with Recommended Stations ……………………………………………………………………………………………………13

Recommendations and Trajectory…………………………………………………………………………………………15

Sensitivity Modelling …………………………………………………………………………………………………………….16 Hub and Spoke ……………………………………………………………………………………………………………………………………………………….16 Wolfe Island…………………………………………………………………………………………………………………………………………………………..17

Page 48 of 202 Services ORH Update Report 2024-088 Emergency and Transportation

Introduction

1.1

In 2019, Operational Research in Health Limited (ORH) completed a Ten-Year Paramedic Human Resources and Facilities Master Plan for Frontenac Paramedics (FP). The review involved a comprehensive analysis of FP data to understand the balance between demand, resources and performance. This was combined with modelling and consultation to determine short-, medium-, and long-term recommendations for the optimal location of stations and staff resources.

1.2

Since that review, the COVID-19 pandemic has impacted health care systems globally. For FP, call volumes have increased at a slightly higher rate than predicted in the original review, and offload delays at hospitals have increased significantly. This has resulted in a dramatic rise in time on task and unit utilization.

1.3

FP have built a new station on Battersea Road that was not part of the original Master Plan, and the proposed co-located Division/Elliott build by Kingston Fire and Rescue is now being considered at a different location.

1.4

As a result, FP commissioned ORH to update the deployment review using up-to-date data and assumptions, and to re-evaluate and extend the medium- and long-term recommendations of the original review through to 2034.

1.5

This is the Final Report for the review.

Page 49 of 202 Services ORH Update Report 2024-088 Emergency and Transportation

Current Service Profile ORH collected an approximately four-year sample of workload and resourcing data (October 2019 to December 2023). For comparison purposes, the analysis is largely reported against four sample periods: 2022 to 2023 (Sample 1), 2020 to 2021 (Sample 2), 2019 (Sample 3), October 2016 to September 2018 (Sample 4, the previous review sample). Unless otherwise specified, demand is defined in this report as FP-responded incidents, that is, where at least one FP vehicle arrives on scene. FP responded to an average of 62.5 Priority 1 (P1) to Priority 4 (P4) incidents per day during the most recent two-year sample (Sample 1). This has increased across the full sample period from 52.3 incidents per day in Sample 4, 55.2 incidents per day in Sample 3, and 57.0 incidents per day in Sample 2. The number of FP vehicle assignments (T2_Notified timestamp completed) and vehicle mobilizations (T3_Enroute timestamp completed) have increased at a higher rate than the number of FP-responded incidents. Between 2019 and 2023, CTAS performance has gradually worsened for all categories, with 2022 and 2023 being particularly challenging years given the increases in demand and time on task. Average time at hospital increased from 35 minutes in Sample 4 to 53 minutes in Sample 1. As time at hospital accounts for a large proportion of total time on task for FP vehicles, this has a significant impact on the availability of resources and therefore response performance. As of 2024, FP plan to deploy 1,680 ambulance hours per week. This has increased from 1,596 in 2019. Average ambulance utilization for Sample 1 was around 41%.

Data Collection 2.1

2.2

ORH collected an approximately four-year sample of workload and resourcing data (October 2019 to December 2023) and combined this with information from the previous review to examine and analyze trends in demand and performance. This included: •

Ambulance Dispatch Reporting System (ADRS) call and workload data

•

Resource data (planned deployments)

•

Geographical data (station and hospital locations)

•

Operational policies and procedures (deployment protocols, meal break policies)

For comparison purposes in this report, the analysis is largely reported against four sample periods: •

January 2022 to December 2023 (Sample 1)

•

January 2020 to December 2021 (Sample 2)

•

October 2018 to December 2019 (Sample 3)

•

October 2016 to September 2018 (Sample 4, the previous review sample)

Page 50 of 202 Services ORH Update Report 2024-088 Emergency and Transportation

2.3

The number of incidents in October 2018 to December 2018 looked erroneously low, so these months have been excluded from Sample 3.

Demand Analysis 2.4

Unless otherwise specified, demand is defined in this report as FP-responded incidents, that is, where at least one FP vehicle arrives on scene. If two vehicles mobilize to or attend the scene of the same incident, this unique incident is only counted once. This includes out-of-area incidents. Demand is grouped into the four main priority categories (Priority 4 through Priority 1) or the five main Canadian Triage Acuity Scale (CTAS) categories (1 through 5).

2.5

FP responded to an average of 62.5 Priority 1 (P1) to Priority 4 (P4) incidents per day during the most recent two-year sample (Sample 1). This has increased across the full sample period from 52.3 incidents per day in Sample 4, 55.2 incidents per day in Sample 3, and 57.0 incidents per day in Sample 2 (see Figure 2-1). In Sample 1, for example, there were a further 4.9 incidents per day that occurred within the FP service area but were responded to by another non-FP service only.

2.6

There has generally been an increase in P4 demand year-on-year, except for in early 2020 which is attributed to the COVID-19 pandemic lockdown restrictions (see Appendix A1a). P1 to P3 demand levels have remained at a fairly stable level for each month in the full sample period. The number of Priority 8 (P8) standby move ‘incidents’ has been reducing and were stopped completely for the City of Kingston at the end of 2023.

2.7

Demand has increased between the samples in almost every Lower Tier Municipality (LTM) in Frontenac County (see Figure 2-2). Kingston accounts for the highest proportion of demand at around 55 incidents per day in Sample 1, while Frontenac Islands and North Frontenac account for the lowest proportion with fewer than 0.5 incidents per day. FP responded to 2 incidents per day outside of Frontenac County in Sample 1.

2.8

A demand projection was made for P1 and P4 Frontenac County demand in the original review, equivalent to a 3.8% increase per year. Based on the now up-to-date data sample, analyzed figures have tracked the original projections reasonably well overall (see Figure 2-3). However, there has been variation year-on-year. Analyzed incidents increased by 7% for 2020/21 and 2021/22 when compared to the previous year, but only by 0.3% for 2022/23.

2.9

The number of FP vehicle assignments (T2_Notified timestamp completed) and vehicle mobilizations (T3_Enroute timestamp completed) have increased at a higher rate than the number of FP-responded incidents (see Appendix A1b). For example, there were 1.32 assignments per incident and 1.19 mobilizations per incident in Sample 1 compared with 1.14 assignments per incident and 1.12 mobilizations per incident in Sample 3. The number of eventual responses (T4_ArrivedScene timestamp completed) per incident has remained stable at around 1.05 per incident.

2.10

Conveyance rates (the percentage of incidents resulting in a transport to hospital) for P4 incidents reduced between Sample 3 and Sample 1, from 85% to 79%. For P3 incidents, conveyance rates reduced slightly between Sample 3 and Sample 1, from 75% to 72% (see Appendix A1c).

2.11

Kingston General Hospital received the most FP-transported patients, with an average of 46 per day in Sample 1 (see Appendix A1d). The only other hospital that receives more than one FP-transported patient per day is Perth Great War Memorial Hospital.

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Performance and Call Component Analysis 2.12

Mandated reporting of response performance to the Ministry of Health (MoH) calculates County-wide performance from the time the first arriving vehicle is notified to the time it arrives on scene. Targets are set by CTAS code but not by priority code.

2.13

Between 2019 and 2023, CTAS performance has gradually worsened for all categories (see first table in Figure 2-4), with 2022 and 2023 being particularly challenging years given the increases in demand and time on task (discussed below). This is broken down by LTM in Appendix A2a.

2.14

ORH also monitors performance based on the time the first vehicle is notified to the time the first vehicle arrives on scene (see second table in Figure 2-4), noting that these may not be the same vehicle if the first vehicle notified is stood down or diverted to another call. The difference between the first and second tables grows slightly larger in the later years of the sample, which reflects the increased assignments per incident discussed in paragraph 2.9.

2.15

Similarly, ORH also monitors performance measured from the time the call is answered (see third table in Figure 2-4), including the processes undertaken in the Central Ambulance Communications Centre (CACC); therefore, representing the full patient experience.

2.16

The CTAS code for each incident is not known at the time of dispatch and is only assigned when a paramedic arrives on scene and assesses the patient. However, as the priority code is known at the time of dispatch, ORH also necessarily reports performance against these categories. When looking at P4 8-minute and P3 10-minute performance by month, there was a slightly worsening trend from 2016 to 2020, followed by a bigger fall in 2022 (see Appendix A2b).

2.17

ORH calculates each ‘call component’ of the incident cycle separately and analyzes these to understand how they may vary (see Figure 2-5 for P4 averages). Average time at scene increased slightly from Sample 4 to Sample 2, and then decreased again slightly for Sample 1. The increase in Sample 2 for time at scene is assumed to be driven by the additional restrictions and protection measures imposed during the COVID-19 pandemic.

2.18

Average time at hospital for Sample 4 was around 35 minutes. This increased by around 5 minutes between Samples 4 and 3 and Samples 3 and 2, and increased by a further 10 minutes between Samples 2 and 1, to an average of 53 minutes. As time at hospital accounts for a large proportion of total time on task for FP vehicles, this has a significant impact on the availability of resources and therefore response performance.

2.19

P3 averages are given in Appendix A2c. The averages and trends observed are similar to P4 incidents, although the time from call answer to vehicle assign for P3 incidents is much longer.

2.20

The total time at hospital can be broken down into two further components: arrival to handover time and handover to clear time (see Appendix A2d). The breakdown was not available by month for Sample 4, but across Samples 3, 2 and 1 the arrival to handover time has been slowly increasing (with a sudden increase at the end of 2021), and handover to clear time has remained relatively stable.

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Resourcing Analysis 2.21

As of 2024, FP plan to deploy 1,680 ambulance hours per week. This has increased from 1,596 in 2019 (see Figure 2-6). A 24/7 resource has historically been planned for Wolfe Island, but was rarely staffed and ceased in 2023.

2.22

There is a peak of 12 ambulances deployed in the day across Frontenac County in 2024, and 8 ambulances at night (see Appendix A3a). There is a reasonably good match between the hourly profile of demand and the hourly profile of resources (see demand resource matching in Appendix A3b). There are, however, limitations as to how well FP can match demand levels given that only 12hour shifts are deployed, and a certain level of coverage must always be maintained, even in rural areas.

2.23

In evaluating the current use of resources, it is of interest to measure how well ambulances are utilized. Utilization here is defined as the proportion of a vehicle’s planned shift time that is spent responding and dealing with patient care (measured from time of mobilization to posting clear). This therefore excludes time spent on rest breaks, returning to base, and other duties such as completing paperwork.

2.24

Average ambulance utilization for Sample 1 was around 41% (see Figure 2-6). This ranged from 21% at Robertsville and 26% at Parham, to 50% at Palace Road and Woodbine Road.

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The Model Base Position ORH uses sophisticated predictive modelling tools that have been developed in-house to assist with the development of master plans for paramedic services. ORH updated its simulation model, AmbSim, to reflect the 2022 to 2023 sample for FP discussed in Section 2. A 2024 Base Position was then created to provide a comparison for future scenarios.

Modelling Capabilities Simulation 3.1

ORH has developed a sophisticated simulation model, AmbSim, for modelling the operations of emergency medical services. AmbSim is a discrete event simulation model that replicates the key characteristics of an emergency medical service and can be used to predict future behaviour under a variety of different scenarios when run by ORH’s experienced modelling consultants.

3.2

AmbSim can be described as ‘off-the-shelf’, as it has been developed by ORH and is used both by ORH and our clients. It does, however, require customization to reflect the geography, demand and operations of the service in which it is to be used.

3.3

Once customized, AmbSim can provide evidence-based answers to a wide range of ‘what if’ questions. The model can assess the impact of changes to several factors, such as station locations and resource deployments, dispatch protocols and resource use, or demand increases or decreases. AmbSim reports operational performance in terms of response times, resource workload and utilization. It can simulate multiple vehicle types and incident types with specified response rules. Location Optimization

3.4

ORH can also utilize ‘Auto Add’ functionality within the Demand Coverage Model (DCM), a powerful model that evaluates response time coverage and optimizes the locations of emergency service resources. Auto Add uses a substitution algorithm to assess millions of options in minutes, quickly identifying optimum solutions given agreed criteria.

3.5

DCM is a flexible model, ideally suited to identifying the scope for operational efficiencies, improving service delivery, and optimizing the use of resources. Only travel time to incidents is accounted for in the optimization process; the exact impact of changing resource deployments within a changed station configuration is therefore fully evaluated in AmbSim to check that optimal locations deliver service improvements.

Model Setup and Base Position 3.6

A virtual replica of FP operations was created within AmbSim by populating inputs using parameters derived from the analysis referenced in Section 2.

3.7

The model was validated by comparing a wide range of outputs from the model, such as response performance, vehicle workload (utilization) and hospital workload, to the corresponding analyzed

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figures for these factors based on actual data (see examples in Appendix B). The comparison of outputs, including others not listed here, showed that the model replicated historical operations accurately and therefore was appropriate to use for different ‘what if’ modelling scenarios. 3.8

The model was initially set up to reflect FP operations during the 2022 to 2023 sample period to provide a robust sample for model validation; however, it was then possible to switch to a more up-todate Base Position for 2024.

3.9

In line with projections, demand was uplifted slightly in the model and the vehicle shift pattern was updated to reflect the latest 2024 position, assuming that Battersea Road (HQ) is open as a response location. All other model parameters were assumed to remain at analyzed levels.

3.10

The P4 response performance results for the 2024 Base Position are set out in Figure 3-1.

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The ‘Do Nothing’ Scenario To understand resource requirements for the next ten years, a demand projection was required. Demand projections were created using a population-based projection method with the underlying hypothesis that demand is strongly related to the population age profile. Permanent population in 2016 was around 155,000 across Frontenac County, increasing to 171,000 by 2023 (an 11% increase over 7 years), then to 183,000 by 2029 (a further 7% increase over 6 years), and to 191,000 by 2034 (a further 5% increase over 5 years). The population is projected to continue to age by 2034; for example, the percentage of the population aged 75 and over was 9% in 2016 compared to 13% in 2034. The predicted increasing and ageing in population, coupled with increasing demand rates, suggests that the number of incidents per day, excluding out-of-area demand, will increase from 63 in 2023 to 92 in 2034. This represents a 3.6% increase per annum. An alternative projection was created using the slightly higher population projections from the Watson reports (197,000 by 2034). This higher projection suggests that the number of incidents per day could increase to 96 in 2034. This represents a 3.9% increase per annum. To highlight the impact on future performance if no investment is made to FP frontline operations, the demand projections were applied to the Base Position in AmbSim. No other operational changes or deployment enhancements were made (a ‘Do Nothing’ scenario). In this scenario, P4 10-minute response performance would fall from 71% in 2024 to 56% in 2034.

Demand Projections Methodology Overview 4.1

To understand resource requirements for the next ten years, a demand projection was required.

4.2

Demand projections were created using a population-based projection method (see Appendix C1). This method is based on the hypothesis that demand is strongly related to the population age profile, and that there is an underlying trend for increased demand at all age groups due to unquantifiable factors such as the overall level of health provision and public expectation which, it is assumed, will continue into the foreseeable future.

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4.3

Historical population is compared with historical demand to calculate demand rates per head of population for different age and area combinations. These are then investigated to understand how they have changed over time and combined with future population projections to calculate expected future demand levels. This method captures three factors that impact demand: •

Changes to the population size

•

Changes to the age profile of the population

•

Changes to the base demand rates per head of population

Historical and Projected Population 4.4

Population figures by year, age, and municipality for each year from 2016 to 2034 were required to feed into the demand projection calculation. ORH was provided with several datasets regarding the historical and projected population of Frontenac County (see Appendix C2); no single dataset contained every element required.

4.5

In agreement with FP senior leadership, the Stats Canada historical data was used for 2016 to 2023, and Ministry of Finance (MoF) age projection data was used initially for 2024 to 2034. Given that the MoF data was only given for Frontenac County as a whole, Watson & Associates Ltd (Watson) reports1 were used to generate assumptions for breaking down the data by municipality.

4.6

Permanent population in 2016 was around 155,000 across Frontenac County, increasing to 171,000 by 2023 (an 11% increase over 7 years), then to 183,000 by 2029 (a further 7% increase over 6 years), and to 191,000 by 2034 (a further 5% increase over 5 years). The population is projected to continue to age by 2034 (see Figure 4-1). For example, the percentage of the population aged 75 and over was 9% in 2016 compared to 13% in 2034. Historical Demand and Projected Demand Rates

4.7

Historical demand figures by year, age, and municipality for each year from 2016 to 2023 were also required to feed into the demand projection calculation (see Figure 4-2). In 2023, the percentage of the demand aged 75 and over was 36%.

4.8

There is a clear correlation between age and demand, with the older age groups generating the most incidents. As a result, when comparing historical population and historical demand, demand rates per 1,000 population are substantially higher for the ‘75+’ age group than for other age groups (see Appendix C3). Demand rates in each age group have generally followed an upward trend and are therefore predicted to increase again between 2024 and 2034.

County of Frontenac Population, Housing and Employment Projections Study Final Report January 20, 2020 and City of Kingston City-

wide Growth Forecast Scenarios - Final Draft Findings Memo, November 23, 2023

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Demand Projections 4.9

4.10

An alternative projection was created using the slightly higher population projections from the Watson reports (197,000 by 2034). This higher projection suggests that the number of incidents per day could increase to 96 in 2034 (see Figure 4-3). This represents a 3.9% increase per annum.

4.11

Detailed projection results by LTM for the original and higher projection scenarios are provided in Appendix C4.

4.12

In discussion with the City of Kingston Planning Department, greenfield areas with anticipated housing developments were identified (see Appendix C5). Using the proposed units and expected persons of each development area, combined with the projected demand per population in 2034, the expected demand produced by the new developments would be around 10 incidents per day. This was therefore incorporated into the projections.

‘Do Nothing’ Performance in 2034 4.13

To provide meaningful context for future resource recommendations, it was important to model a ‘Do Nothing’ scenario through to 2034. This helps to highlight the impact on performance if no investment is made to FP frontline operations. The demand projections were therefore applied to the Base Position in AmbSim, and no other operational changes or deployment enhancements were made.

4.14

In this ‘Do Nothing’ scenario, based on the core projection scenario (see Figure 4-4), P4 response performance would: •

Fall from 55% in 2024 to 42% in 2034 at the 8-minute target

•

Fall from 71% in 2024 to 56% in 2034 at the 10-minute target

•

Fall from 89% in 2024 to 77% in 2034 at the 15-minute target

4.15

Clearly there will be frontline resource investments required by 2034 to offset the demand increases and, at a minimum, maintain current response performance levels.

4.16

Detailed P4 response performance results by LTM are provided in Appendix C6.

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Identifying Future Requirements To offset the projected demand increases and negative impacts on response performance outlined in the previous sub-section, FP will need to deploy additional resources by 2034. ORH’s optimization model was used to assess optimal station locations for 2034. ‘Blank canvas’ modelling indicated that Palace Road, the proposed Demers Avenue station, and the County stations were already well located. Given the capacity challenges at existing downtown Kingston stations, targeted optimization was undertaken to identify potential configurations, which were then run through the simulation model to understand the response performance impacts in 2034. In agreement with FP senior leadership, a five-site scenario for Kingston was identified as the recommended station configuration for 2034, including Palace Road, Demers Avenue, Railway Street, Woodbine Road and MacLean Park. Using this configuration, a 30% increase in weekly ambulance hours above the Base Position would enable Base Position response performance to be maintained or slightly improved against all metrics, compared to a 50% increase in demand. A further objective was set to reduce utilization to a target level of 35%, and to improve performance to the levels observed earlier in the analyzed sample period. The weekly ambulance hours requirement therefore increases by 1,176, from 1,680 in the Base Position to 2,856. This is equivalent to a 70% increase above the Base Position. P4 10-minute response performance under this scenario would improve from 71.4% in the Base Position to 82.2%.

Vehicle Requirements with Current Stations 5.1

To offset the projected demand increases and negative impacts on response performance outlined in the previous sub-section, FP will need to deploy additional resources by 2034.

5.2

An initial target was set to maintain Base Position performance in each LTM in 2034 using current stations only. There are already plans for a new station at Demers Avenue, and so this was also considered to be a deployment option in this scenario.

5.3

In order to determine the appropriate resource requirements, ORH tested the impact of independently adding a 24/7 resource at each existing station. It was established that:

5.4

•

A single additional 24/7 resource in Kingston would not be enough to offset demand increases

•

As there is no space currently at Palace Road or Woodbine Road, Demers Avenue was therefore the best site for additional resources

•

Additional resources are required in the County to maintain performance in all LTMs, but likely not at every single station

Therefore, the recommended additional resources for 2034 are: 2 x 24/7 ambulances at Demers Avenue (and move 1 x 12/7 from Woodbine Road to Demers Avenue to alleviate capacity pressures at Woodbine Road), 1 x 12/7 ambulance at Parham, and 1 x 12/7 ambulance at Robertsville. The total ambulance hours per week with these resources increases by 504, from 1,680 in the Base Position to 2,184.

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5.5

The number of peak ambulances would increase by 4, from 12 to 16. Peak ambulances are a measure of the absolute minimum number of physical ambulances required to deploy the recommended shifts. For example, a day shift of 07:00 to 19:00 followed by a night shift of 19:00 to 07:00 technically only requires one physical ambulance under the optimistic assumption that neither shift overruns. Alternatively, a day shift of 07:00 to 19:00 along with a day shift of 08:00 to 20:00 would require a minimum of two physical ambulances for at least the 08:00 to 19:00 period.

5.6

With the additional resources, P4 response performance in 2034 is equal to, or better than, the 2024 Base Position in almost all metrics (see Figure 5-1).

Identifying Optimal Station Locations 5.7

ORH’s optimization model was then used to assess optimal station locations for 2034. The aim of the optimization process was to minimize average travel time to P4 incidents. ‘Blank canvas’ modelling, which involves identifying optimal locations taking no account of where current stations are located or other constraints, indicated that Palace Road, the proposed Demers Avenue station, and the County stations were already well located.

5.8

The original review recommended opening a station at Division/Elliott, however this opportunity is no longer available. Given the capacity challenges at existing downtown Kingston stations, targeted optimization was undertaken to identify potential configurations, which were then run through the simulation model to understand the response performance impacts in 2034.

5.9

A summary of the performance impacts for the various optimal configuration options is given in Figure 5-2. All scenarios discussed below assume that a 12/7 ambulance is retained at Battersea Road, as this station opened in 2024.

5.10

Given that Palace Road and Demers Avenue were already optimally located, the optimization model was used to identify an additional optimal site for Kingston which was found at Montreal Street (see Appendix D1a).

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5.11

The Kingston resources from the Base Position and the additional resources required for 2034, as identified in the previous sub-section, were therefore redeployed across the three sites. There were therefore four peak ambulances deployed at each of Palace Road and Demers Avenue, and two peak ambulances at Montreal Street. P4 10-minute response performance in Kingston under this scenario would improve from 65.2% (when using current sites only) to 67.8%.

5.12

FP are aware of potential available land at Railway Street which is close to the optimal Montreal Street site. The performance impacts of using this site instead of Montreal Street are very similar (see Appendix D1b).

5.13

Although a site to the east of the river was not specifically identified as optimal for overall Kingston performance, it is acknowledged that retaining a site to the east would better service the population and call volume in this area of Kingston. The impact of moving one of the two peak ambulances at Railway Street back to Highway 15 was therefore tested in AmbSim (see Appendix D1c). P4 10minute response performance in Kingston under this scenario would improve from 65.2% (when using current sites only) to 66.8%.

5.14

When the optimization process looked at a total of four or five sites in Kingston, taking account of housing development demand, Woodbine Road was also identified as an optimal location. The impact of re-introducing this station was therefore tested, with the four peak ambulances deployed at Demers Avenue split between Woodbine Road and Demers Avenue (see Appendix D1d). P4 10-minute response performance in Kingston under this scenario would improve from 65.2% (when using current sites only) to 67.1%.

5.15

The lease for Highway 15 is due to expire in 2026, and this station is in poor condition. Targeted optimization was therefore undertaken to the east of the river to find a more optimal alternative for Highway 15, which was identified at Maclean Park (see Appendix D1e).

5.16

Average response time heat maps are provided in Appendix D2, which show the difference in performance equity across Kingston for three scenarios: (a)

Vehicle Requirements for 2034 with Current Stations

(b)

As above but with three optimal sites at Palace Road, Demers Avenue and Railway Street

(c)

As above but with five optimal sites, including Woodbine Road and Maclean Park

Vehicle Requirements with Recommended Stations Maintaining Base Position Performance 5.17

In agreement with FP senior leadership, the five-site scenario for Kingston, including Maclean Park, was identified as the recommended station configuration, with 2034 resources deployed as follows: •

Palace Road: 2 x 24/7 plus 1 x 12/7 ambulances (3 peak)

•

Woodbine Road: 2 x 24/7 ambulances (2 peak)

•

Parham: 1 x 24/7 plus 1 x 12/7 ambulances (2 peak)

•

Sydenham: 1 x 24/7 ambulance (1 peak)

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•

Robertsville: 2 x 12/7 ambulances (2 peak)

•

Battersea Road: 1 x 12/7 ambulance (1 peak)

•

Demers Avenue: 1 x 24/7 plus 1 x 12/7 ambulances (2 peak)

•

Railway Street: 2 x 24/7 ambulances (2 peak)

•

Maclean Park: 1 x 24/7 ambulance (1 peak)

5.18

This represents a 30% increase in weekly ambulance hours above the Base Position, compared to an approximately 50% increase in demand. This enables Base Position performance to be maintained or slightly improved against all metrics (see top table in Figure 5-3).

5.19

In this scenario overall utilization is 44%, ranging from a low of 19% at Robertsville to a high of 56% at Demers Avenue. Improving Performance and Reducing Utilization

5.20

A further objective was set to reduce utilization to a target level of 35%, and to improve performance to the levels observed earlier in the analyzed sample period. To do so, a further four 24/7 ambulances would be required in Kingston, deployed as follows (see recommended configuration and peak vehicles in Figure 5-4): •

Palace Road: 1 x 24/7 ambulance (4 peak total)

•

Demers Avenue: 2 x 24/7 ambulances (4 peak total)

•

Railway Street: 1 x 24/7 ambulances (3 peak total)

5.21

The weekly ambulance hours requirement therefore increases by 1,176, from 1,680 in the Base Position to 2,856. This is equivalent to a 70% increase above the Base Position. The number of peak ambulances would increase by 8, from 12 to 20.

5.22

P4 10-minute response performance under this scenario would improve from 71.4% in the Base Position to 82.7% (see bottom table in Figure 5-3). Overall utilization reduces to 34%, ranging from a low of 18% at Robertsville to a high of 45% at Woodbine Road.

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Recommendations and Trajectory

6.1

Based on the options explored in Section Error! Reference source not found., deployment recommendations for the next ten years have been set out according to the trajectory outlined in Figure 6-1.

6.2

The key recommendations can be summarized as follows: •

In order to achieve target utilization levels and improve response performance, an additional 1,176 weekly ambulance hours are required. This represents an increase of 70% above the Base Position resource levels.

•

Assuming a 42-hour working week and two staff per ambulance, an additional 56 full-time frontline staff positions will be required. This will need to be supported by an increase in PT positions to account for approved absences.

•

It is recommended that stations at Demers Avenue and Railway Street be opened, along with a new station at Maclean Park to replace Highway 15. All other stations are already optimally located.

•

The number of physical frontline vehicles will need to increase to a total of 20 peak ambulances to accommodate the resource requirements. This will need to be supported by an increase in spare vehicles to account for vehicle maintenance requirements.

6.3

The process for determining an appropriate trajectory aims to stagger ambulance increases so that the financial impacts are as evenly spread across the ten years as possible, while balancing this with the need to improve performance in an equitable fashion across the LTMs.

6.4

The trajectory assumes that Demers Avenue opens in 2026, Railway Street opens in 2030, and Maclean Park opens in 2034 (along with the closure of Highway 15). As there is no capacity for additional day shifts at Palace Road or Woodbine Road, additional Kingston resources at the start of the trajectory are added at Highway 15 and Battersea Road, and then moved to Demers Avenue once it has opened.

6.5

The current lease for Highway 15 expires in 2026. Although the move from Highway 15 to Maclean Park is not explicitly recommended until 2034, this may need to move up the trajectory if a lease extension is not possible.

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Sensitivity Modelling Sensitivity modelling was undertaken to test assumptions about the parameters included in the core modelling scenarios from the previous section, including: •

Hub and Spoke

•

Wolfe Island deployment

Hub and Spoke 7.1

The recommend scenarios outlined in the report so far have focused on the requirements under a traditional facilities model. However, FP were also interested in understanding the implications of operating a hub and spoke facilities model.

7.2

Under a hub and spoke model, the recommended locations would operate as ‘spokes’, and ambulances associated with these stations would book on and off at a single hub location and get deployed to these locations.

7.3

The following assumptions were made for the operation of a hub and spoke facilities model:

7.4

•

A dynamic system is implemented whereby vehicles will move to cover the highest priority vacancies at a post whenever a vehicle becomes unavailable.

•

Shift start/end times are staggered, to avoid all vehicles returning to a hub at the same time.

•

Crews can take meal breaks at any hub or spoke.

•

In theory, deploying from a hub can save cleaning/stocking time for crews at the start and end of shifts. However, in reality a hub must be operating highly efficiently to see significant differences. Therefore, a conservative approach has been taken to not increase availability of each shift.

•

County stations continue to operate as traditional stations.

Two hub locations were tested independently of each other; one at Battersea Road and one at Railway Street. The hub and spoke scenarios were tested with the resources from the maintaining base position performance scenario from Section 5.

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7.5

Due to the dynamic deployment of resources and the ability to take meal breaks at any hub or spoke, P4 10-minute response performance under this scenario would improve by around 6 percentage points (see Appendix E1). Similar impacts are seen for both hub locations, although if shifts were not staggered, Battersea Road would be far more disadvantaged than Railway Street.

7.6

While the sizes of the recommended stations could be reduced, a large hub footprint would be required to accommodate 11 peak ambulances plus spares (see Figure 7-1).

Wolfe Island 7.7

Sensitivity modelling was undertaken to understand the impact of re-introducing a deployment on Wolfe Island; both a 12/7 and 24/7 ambulance were tested in addition to the maintaining Base Position performance scenario.

7.8

Adding a 12/7 ambulance increases P4 performance for Frontenac Islands to make it broadly comparable to the other County LTMs in terms of mean and 15-minute response performance (see Appendix E2a). The P4 90th percentile response performance is worse than the County LTMs, because Frontenac Islands includes Howe Island (which accounts for approximately 25% of all demand in Frontenac Islands). The 8- and 10-minute response performance is better than the County LTMs given the relatively small geography to cover.

7.9

Adding a 24/7 ambulance increases P4 90th percentile response performance to make it comparable to Central and South Frontenac, and better than North Frontenac (see Appendix E2b).

7.10

However, utilization of either a 12/7 or 24/7 ambulance would be particularly low, at around 5%.

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1.1 1.2

FIND OUT MORE You can find out more about our range of services at: www.orhltd.com

1.3

If you would like to talk to one of our consultants please call: +44(0)118 959 6623

1.4

Or click: enquiries@orhltd.com

1.5

Alternatively write to us at: ORH, 3 Queens Road, Reading, Berkshire RG1 4AR, UK

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Report 2024-087 Recommend Report to Council To:

Warden and Council

From:

Kevin Farrell, Chief Administrative Officer

Prepared by:

Gale Chevalier, Paramedic Chief/Director Emergency and Transportation Services

Date of meeting:

September 18, 2024

Re:

Emergency and Transportation Services – Frontenac Paramedics Central Book-On Station Follow Up

Recommendation Be It Resolved That County Council receive the update report regarding a Paramedic Central Book-On Station; And That County Council accept the recommendation to remain with the current model for developing full paramedic bases, as opposed to moving to a model based on a large, Central Book-On location with smaller posts; And Further That the Council of the County of Frontenac direct staff to investigate opportunities to construct a Paramedic Headquarters and training facility. Background At the June 21, 2023, meeting of Council, the County Strategic Plan (2023-2026) was approved. In October 2023, a presentation and discussion occurred regarding options for both Fairmount Home and Frontenac Paramedics facilities as part of the implementation phase of the Strategic Plan. For Frontenac Paramedics, the following four options were discussed during the working session: Option #1 – Minimal Planning Option #2 – Investigate Central Book-On at Current Fairmount Site Option #3 – Investigate Central Book-On at Battersea Road Option #4 – Pursue Partnership with the City of Kingston at Railway St. for a Central Book-On Station

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At that time, the Recommendation of Council was Option #4. Staff was directed to investigate this option and report back to County Council. Comment The concept of a Central Book-On (CBO) facility was investigated including considerations such as building costs, impact on Paramedic response and logistics. Building Costs A central book-on model would require the construction of a large facility that would house multiple vehicles, equipment, logistics and administration. It would require a minimum of 36,000 square feet at an estimated cost of $1,100 per square foot at 2024 costs (post disaster rated). This results in an estimated cost of close to $40 million. The CBO model would allow for the construction of smaller “posts” in the future, rather than full Paramedic stations. The concept would be to build a larger number of smaller posts throughout the city in strategic locations. These posts would be designed to house one Paramedic crew and create a smaller footprint than the current station design. They would not require facilities such as medical equipment storage or shower facilities. While these posts would be less expensive to build individually compared to full paramedic stations, the cost of land in the city is prohibitive and there is not always land available in the desired locations. It was calculated that thirty posts would be required as a breakeven point to realize savings in building costs over the current model of Paramedic stations. With our forecasted compliment of 5 bases, the annual costs of leasing five full bases are forecasted at $1.175 million, as opposed to $3.298 million with the construction of 5 posts and a Central Book-On station. With the current infrastructure of Paramedic stations that already exists in the City of Kingston, the availability and cost of land, and the rate of anticipated population growth, any potential savings in building costs would not be seen through the planning horizon of the life of the building. Discussions with the City of Kingston continue to be undertaken. The most cost-effective model is for the City of Kingston to build a facility on land they own, and the County of Frontenac would lease the facility. There are currently plans underway to build a colocation with Kingston Fire and Rescue (KFR) at Demers and Centennial in the west end. There are also plans for a potential co-location on Railway Street and it is possible that land is available at this location for the construction of a Paramedic Headquarters on this site as well. Paramedic Response Times ORH evaluated future Paramedic response times in the City of Kingston utilizing the existing and currently planned station locations, as well as utilizing a CBO model. The CBO model did provide the potential for improved response times in the city of around one (1) minute with a CBO model on Railway Street. These improved times would only be realized with full optimization of Paramedic deployment. This would require a dynamic deployment system, moving Paramedic crews multiple times during a shift to different posts depending on the number of resources available, as well as staggered Recommend Report to Council Frontenac Paramedics Central Book-On Station Follow-up September 18, 2024

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start times. This level of optimization was based on a computer model, and as ORH outlined, unlikely to achieve the same level of efficiency in a real-world scenario. Challenges to real-life implementation would include Collective Agreement requirements to manage meal breaks, shift-overruns, etc., as well as issues such as offload delays. Overall, the CBO model would not significantly change Paramedic response times in the city. Logistics Potential cost savings and operational efficiencies could be achieved through the logistics of a central book-on model. Examples include: •

The majority of medical supplies would be located at the CBO location and rotated efficiently, minimizing medication expiries, duplication of equipment, etc.

•

The amount of equipment and supplies stock required would be reduced compared to fully equipping each station.

•

Ambulances would be restocked and prepared for deployment by the logistics staff, ensuring all required equipment is present, consistency throughout all vehicles and time savings for front-line Paramedics.

•

Improved communication as the Superintendent would be able to see each crew at the start of their shift to communicate operational updates, etc.

A large number of spare ambulances would be required for the central book-on process to run effectively. At least ten (10) new ambulances would need to be added to the fleet. Considering the challenges in obtaining new vehicles, and the increasing vehicle prices, this would add a significant cost to the project. As well, there would be a need for increased logistics staff to complete the vehicle stocking and readiness to obtain the benefit from this model. Conclusion: While a CBO model presents operational efficiencies and potential longterm savings, the increase in ongoing costs as well as the currently existing infrastructure does not make it a financially sound recommendation. Paramedic Headquarters As part of the discussion in October 2023, if a CBO model is not implemented, the need for a stand-alone Paramedic headquarters (HQ) should be addressed. In 2003, the Operations division of Frontenac Paramedics was moved to a separate location from the remainder of Frontenac Paramedics’ administration. This move was due to space limitations for the Superintendent staff and logistics/equipment. This has created numerous challenges. •

Communication – Decisions are made in separate locations without understanding the impacts on each other. This results in both staff time and financial inefficiencies associated with improper planning.

Recommend Report to Council Frontenac Paramedics Central Book-On Station Follow-up September 18, 2024

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•

• • •

Training – Training requirements could be addressed more quickly and effectively if all of the paramedic leadership team and training staff were on the same site. Having a dedicated training facility on site would also allow for efficient scheduling of paramedic training. Documentation – Currently documents need to be moved from Fortune Crescent to HQ resulting in extra work and time delays. Equipment – Duplication of equipment is necessary as well as the need to move equipment between locations for regular usage. Team Cohesion – Team building is challenging with the team separated in two separate locations.

The limited size of the current location at Fortune Crescent is leading to challenges supporting the amount of supplies, equipment and vehicles required to operate the paramedic service. There is no room for expansion at this location. As well, the present location of the paramedic HQ at the County building is already full to capacity with Leadership and administrative staff, as well as the Community Paramedic program. During the renovation of the County administration building, unforeseen challenges and design changes did not allow for the inclusion of a dedicated training facility. While there is the potential to build above the current Council chamber, this would be disruptive to existing operations. It is predicted that the current County building facility will be too small to accommodate Paramedic Services into the future. Strategic Priority Implications The Strategic Plan – Priority #3: Strengthening Quality of life through Enhanced Service Delivery, states: Focus on Frontenac Paramedics:

Improve response times and coverage throughout Frontenac County.
Increase the number of paramedics to meet the growing demand for services.
Provide additional facilities for Frontenac Paramedics that will effectively meet steadily growing demand for services and accommodate more paramedic training. Financial Implications There are no financial implications at this time. Organizations, Departments and Individuals Consulted and/or Affected Alex Lemieux, Director of Corporate Services/Treasurer Operational Research in Health Limited (ORH)

Recommend Report to Council Frontenac Paramedics Central Book-On Station Follow-up September 18, 2024

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Report 2024-090 Recommend Report to Council To:

Warden and Council of the County of Frontenac

From:

Kevin Farrell, Chief Administrative Officer

Prepared By:

Marc Goudie, Deputy Chief of Performance Standards, Frontenac Paramedics

Date of Meeting:

September 18, 2024

Re:

Emergency and Transportation Services – Continuation of the Neighbours Saving Neighbours Program

Recommendation Be It Resolved That the Council of the County of Frontenac receive the Emergency and Transportation Services – Neighbours Saving Neighbours Study Update report further to the last update in June 2024. And Further That the Council of the County of Frontenac support continuing the Neighbours Saving Neighbours program through to December 2025 in order to maintain current program delivery. And Further That the Council of the County of Frontenac authorizes the estimated cost of maintaining the program of $2,300 to be absorbed into current operating budget. Background In April 2022, County Council authorized Frontenac Paramedics to participate in the Neighbours Saving Neighbours Feasibility Study. This program targets rural communities with longer than average response times for Paramedics. Citizen volunteers are trained in CPR and equipped with automated external defibrillators (AEDs). They are then dispatched to calls for cardiac arrests in their communities. COVID-19 caused delays in the launch of the program, but it has now been running for 10 months with close to 100 volunteers trained. Volunteers have responded to more than 40 calls and have had one successful cardiac arrest resuscitation. This was recognized at the March 20, 2024, meeting of Council.

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Comments The funding for this research project ended in June 2024. Based on a successful proofof-concept implementation in Frontenac County, Dr. Brooks is planning a larger implementation with interest from several paramedic services in Ontario, Alberta, and British Columbia. More time and increased sample size are required to provide reliable research data. In the June 2024 Council update, it was reported that Dr. Brooks would be applying for funding through the Canadian Institutes of Health Research (CIHR) in the Fall of 2024. Since that report, the research team has decided to further develop and refine their interventions to maximize their chances for a successful CIHR grant application and therefore has pushed back their grant submission until the Spring of 2025. Successful applicants to CIHR grants would be notified in late 2025. It is recommended that Frontenac Paramedics continue to participate in the Neighbours Saving Neighbours program until December 2025. No new volunteers will be recruited during this time and there will be minimal costs for oversight of the program. At that time, it should be known if there will be additional funding available to continue with this beneficial program. If no further funding is available, a Project Proposal will be presented at the 2026 budget deliberations for County Council’s consideration regarding the future of this program in Frontenac County. Strategic Priorities Implications Strengthen Quality of Life through Enhanced Service Delivery To provide high quality patient care To ensure effective operations and continued leadership Financial Implications It is estimated that the maintenance of the Neighbours Saving Neighbours program will cost $2,300. This would be absorbed in the current operational budget. No new dollars are being sought at this time. Organizations, Departments and Individuals Consulted and/or Affected Dr. Steven Brooks Investigator, Queen’s University Alex Lemieux, Director of Corporate Services/Treasurer Gale Chevalier, Paramedic Chief / Director, Emergency and Transportation Services Jason Kervin, Community Paramedicine/Education Coordinator, Frontenac Paramedics

Recommend Report to Council Emergency and Transportation Services – Continuation of Neighbours Saving Neighbours Program September 18, 2024,

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Report 2024-091 Council Recommend Report To:

Warden and Council

From:

Kelly Pender, Chief Administrative Officer

Prepared by:

Alex Lemieux, Director of Corporate Services/Treasurer

Date of meeting:

September 18, 2024

Re:

Corporate Services – Approval of 2024 Asset Management Plan

Recommendation Be It Resolved That the Council of the County of Frontenac receive the Approval of 2024 Asset Management Plan report for information. And Further That the Clerk be authorized to bring forward a by-law later in the meeting to approve the Asset Management Plan attached to this report as Appendix A. Background On December 27, 2017, under the Infrastructure for Jobs and Prosperity Act, 2015, the province enacted Ontario Regulation 588/17, Asset Management Planning for Municipal Infrastructure. The regulation set forth the following timelines: •

Strategic Asset Management Policy (July 1, 2019): Requires municipalities to outline commitments to best practices and continuous improvements.

•

Asset Management Plan (July 1, 2022*): For “Core Assets”, include inventory of assets, current levels of service measured by standard metrics and the costs to maintain level of service. Core assets are defined as roads, bridges, stormwater, and wastewater assets.

•

Asset Management Plan (July 1, 2024*): Extend requirements for core assets to all asset classes.

•

Asset Management Plan (July 1, 2025*): Builds on first phases of the asset management plan and add proposed levels of services and lifecycle management and financial strategy to asset management plan.

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*Deadlines were extended by one year from the original O. Reg 588/17 dates following the COVID-19 pandemic. Comment The County of Frontenac took the first step towards compliance with O. Reg 588/17 by approving the Strategic Asset Management Policy in 2019 (Appendix B). The principles of being forward looking, transparent, consistent, and community-focused outlined in the policy guided the development of the asset management plan. The approval of the Asset Management Plan provided in Appendix A will allow the County of Frontenac to remain in line with provincial standards and regulations to enable the organization to take full advantage of available grant funding opportunities. More importantly, it represents an important step to align the County’s mission and goals to a formal plan to ensure that core municipal infrastructure assets are maintained and provided to the community in a reliable, sustainable manner. Strategic Priority Implications Ensure efficient and responsible financial management of County resources. Financial Implications There are no financial implications directly associated with this report. However, the report identifies that there is an annual funding deficit of $2.961 million per year to fully fund all of the capital assets that we currently own and operate. The report recommends the following financial strategies to address the annual funding deficits. Financial Strategies Review the feasibility of adopting a full-funding scenario that achieves 100% of the average annual requirements for the asset categories analyzed. This involves: • implementing a 1.6% annual tax increase over a 15-year phase-in period and allocating the full increase in revenue towards capital funding. • using risk frameworks and staff judgement to prioritize projects, particularly to aid in elimination of existing infrastructure backlogs. • increasing existing and future infrastructure budgets by the applicable inflation index on an annual basis in addition to the deficit phase-in. It is important to note that the 1.6% annual tax increase over a 15-year phase-in period represents the current replacement cost, as opposed to the anticipated future cost of replacement. To fully fund replacement, an additional provision needs to be made to account for inflation, as indicated in the third bullet above. Staff will seek direction upon how to implement the financial strategies with which to develop the 2025 budget through the 2024-092 Corporate Services Long Range Financial Plan report later in the agenda. Recommend Report to Council Corporate Services - Approval of 2024 Asset Management Plan September 18, 2024

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Organizations, Departments and Individuals Consulted and/or Affected Kathie Shaw, Senior Financial Analyst Richard Allen, Manager of Economic Development Chris McBain, Superintendent – Logistics, Frontenac Paramedics Sara Saunders, Manager of Environmental Services, Fairmount Home

Recommend Report to Council Corporate Services - Approval of 2024 Asset Management Plan September 18, 2024

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Appendix E: Risk Rating Criteria

2024

Asset Management Plan

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This Asset Management Program was prepared by:

Empowering your organization through advanced asset management, budgeting & GIS solutions

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Table of Contents List of Figures …………………………………………………………………………………..ii List of Tables……………………………………………………………………………………iv Executive Summary ……………………………………………………………………………1 About this Document ………………………………………………………………………….3 An Overview of Asset Management …………………………………………………………7 Portfolio Overview…………………………………………………………………………….17 Financial Strategy …………………………………………………………………………….26 Recommendations and Key Considerations ………………………………………………31 Appendix A: Buildings………………………………………………………………………..33 Appendix B: Vehicles…………………………………………………………………………40 Appendix C: Machinery & Equipment ……………………………………………………..47 Appendix D: K&P Trail ……………………………………………………………………….54 Appendix E: Risk Rating Criteria …………………………………………………………..62 Appendix F: Condition Assessment Guidelines…………………………………………..66

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List of Figures Figure 1: Service Life Remaining Calculation ……………………………………………..9 Figure 2 Standard Condition Rating Scale ………………………………………………..10 Figure 3 Lifecyle Management Typical Interventions …………………………………..13 Figure 4 Risk Equation ……………………………………………………………………….14 Figure 5 Target vs Actual Reinvestment Rates ………………………………………….19 Figure 6: Portfolio Replacement Value ……………………………………………………19 Figure 7 Forecasted Capital Requirements ……………………………………………….21 Figure 8 Overall Asset Risk Breakdown …………………………………………………..23 Figure 9 Buildings Replacement Cost ……………………………………………………..33 Figure 10 Buildings Average Age vs Average EUL ………………………………………34 Figure 11 Buildings Condition Breakdown ………………………………………………..34 Figure 12 Buildings Current Lifecycle Strategy ………………………………………….35 Figure 13 Buildings Forecasted Capital Replacement Requirements …………………36 Figure 14 Buildings Risk Matrix …………………………………………………………….37 Figure 15: Buildings Strategic Levels of Service ………………………………………..38 Figure 16 Vehicle Replacement Costs……………………………………………………..40 Figure 17 Vehicles Average Age vs Average EUL………………………………………..41 Figure 18 Vehicles Condition Breakdown …………………………………………………41 Figure 19 Vehicles Current Lifecycle Strategy……………………………………………42 Figure 20 Vehicle Forecasted Capital Replacement Requirements……………………43 Figure 21 Vehicles Risk Matrix ……………………………………………………………..44 Figure 22: Vehicles Strategic Levels of Service………………………………………….45 Figure 23 Machinery & Equipment Replacement Costs…………………………………47 Figure 24 Machinery & Equipment Average Age vs Average EUL …………………….48 Figure 25 Machinery & Equipment Condition Breakdown………………………………48 Figure 26 Machinery & Equipment Current Lifecycle Strategy ………………………..49 Figure 27 Machinery & Equipment Forecasted Capital Replacement Requirements.50 Figure 28 Machinery & Equipment Risk Matrix…………………………………………..51 Figure 29: Machinery & Equipment Strategic Levels of Service ………………………52 Figure 30 K&P Trail Replacement Costs …………………………………………………..54 Figure 31 K&P Trail Average Age vs Average EUL ………………………………………55

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Figure 32 K&P Trail Condition Breakdown ………………………………………………..55 Figure 33 K&P Trail Current Lifecycle Strategy ………………………………………….56 Figure 34 K&P Trail Network Forecasted Capital Replacement Requirements ……..57 Figure 35 K&P Trail Network Risk Matrix………………………………………………….58 Figure 36: K&P Trail Network Strategic Levels of Service ……………………………..59 Figure 37: K&P Trail Map ……………………………………………………………………61

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List of Tables Table 1 Ontario Regulation 588/17 Requirements and Reporting Deadlines…………3 Table 2 Asset Classifications………………………………………………………………….9 Table 3 Frontenac County & Ontario Census Information ……………………………..17 Table 4 Frontenac County State of the Infrastructure Summary …………………….18 Table 5 Assessed Condition Data Sources………………………………………………..22 Table 6 Frontenac County Populations Projections ……………………………………..25 Table 7 Average Annual Capital Requirements ………………………………………….27 Table 8 Current Funding Position vs Required Funding ………………………………..29 Table 9 Phasing in Annual Tax Increases …………………………………………………29 Table 10: Premiums for Debt Financing Projects………………………………………..30 Table 11 Buildings State of Infrastructure Summary …………………………………..33 Table 12 Buildings System-Generated 10-Year Capital Costs…………………………36 Table 13 Ontario Regulation 588/17 Buildings Community Levels of Service………39 Table 14 Ontario Regulation 588/17 buildings Technical Levels of Service …………39 Table 15 Vehicles State of Infrastructure Summary ……………………………………40 Table 16 Vehicles System-Generated 10-Year Capital Costs ………………………….43 Table 17 Ontario Regulation 588/17 Vehicles Community Levels of Service ……….46 Table 18 Ontario Regulation 588/17 Vehicles Technical Levels of Service ………….46 Table 19 Machinery & Equipment State of Infrastructure Summary…………………47 Table 20 Machinery & Equipment System-Generated 10-Year Capital Costs ………50 Table 21 Ontario Regulation 588/17 Machinery & Equipment Community Levels of Service………………………………………………………………………………………….53 Table 22 Ontario Regulation 588/17 Machinery & Equipment Technical Levels of Service………………………………………………………………………………………….53 Table 23 Buildings State of Infrastructure Summary …………………………………..54 Table 24 K&P Trail Network System-Generated 10-Year Capital Costs ……………..57 Table 25 Ontario Regulation 588/17 K&P Trail Network Community Levels of Service …………………………………………………………………………………………………..60 Table 26 Ontario Regulation 588/17 K&P Trail Network Technical Levels of Service …………………………………………………………………………………………………..60 Table 27 Buildings Risk Frameworks ………………………………………………………63 Table 28 Bridges Risk Frameworks ………………………………………………………..64

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Table 29 Culverts Risk Frameworks ……………………………………………………….64 Table 30 Machinery & Equipment, Trails, and Vehicles Risk Frameworks …………..65

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Asset Management Plan

Executive Summary Municipal infrastructure provides the foundation for the economic, social, and environmental health and growth of a community through the delivery of services. The goal of asset management is to balance delivering critical services in a costeffective manner. This involves the development and implementation of asset management strategies and long-term financial planning. The overall replacement cost of the asset categories owned by Frontenac County totals $135 million; 50% of all assets analysed are in fair or better condition and assessed condition data was available for 46% of assets. For the remaining assets, assessed condition data was unavailable, and asset age was used to approximate condition – a data gap that persists in most municipalities. Generally, age misstates the true condition of assets, making assessments essential to accurate asset management planning, and a recurring recommendation. The development of a long-term, sustainable financial plan requires an analysis of whole lifecycle costs. Using a combination of proactive lifecycle strategies (buildings) and replacement only strategies (all other assets) to determine the lowest cost option to maintain the current level of service, a sustainable financial plan was developed. To meet capital replacement and rehabilitation needs for existing infrastructure, prevent infrastructure backlogs, and achieve long-term sustainability, the county’s average annual capital requirement totals $4.6 million. Based on a historical analysis of sustainable capital funding sources, the county is committing approximately $1.6 million towards capital projects or reserves per year. As a result, the county is funding 36% percent of long-term annual capital requirements. This creates a total annual funding deficit of $3 million. Addressing annual infrastructure funding shortfalls is a difficult and long-term endeavour for municipalities. Considering the county’s current funding position, it will require many years to reach full funding for current assets. Short phase-in periods to meet these funding targets may place too high a burden on taxpayers too quickly, whereas a phase-in period beyond 20 years may see a continued deterioration of infrastructure, leading to larger backlogs. To close annual deficits for capital contributions from tax revenues for asset needs, it is recommended the county review the feasibility of implementing a 1.6% annual increase in revenues over a 15-year phase-in period. In addition to annual needs, there is also an infrastructure backlog of $5.2 million, comprising assets that remain in service beyond their estimated useful life. It is highly unlikely that all such assets are in a state of disrepair, requiring immediate replacements or full reconstruction. This makes targeted and consistent condition assessments integral to refining long-term replacement and backlog estimates. Risk frameworks and levels of service targets can then be used to prioritize projects and help select the right lifecycle intervention for the right asset at the right time— including replacement or full reconstruction. The county has developed preliminary

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Asset Management Plan risk models which are integrated with its asset register. These models can produce risk matrices that classify assets based on their risk profiles. Most municipalities in Ontario, and across Canada, continue to struggle with meeting infrastructure demands. This challenge was created over many decades and will take many years to overcome. To this end, several recommendations should be considered, including: • • •

Continuous and dedicated improvement to the county’s infrastructure datasets, which form the foundation for all analysis, including financial projections and needs. Continuous refinements to the risk and lifecycle models as additional data becomes available. This will aid in prioritizing projects and creating more strategic long-term capital budgets. Development of key performance indicators for all infrastructure programs to meet 2024 Ontario Regulation 588/17 requirements, and to establish benchmark data to calibrate levels of service targets for 2025 regulatory requirements.

The county has taken important steps in building its asset management program, including developing a more complete and accurate asset register—a substantial initiative. Continuous improvement to this inventory will be essential in maintaining momentum, supporting long-term financial planning, and delivering affordable service levels to the Frontenac County community.

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Asset Management Plan

About this Document The Frontenac County Asset Management Plan was developed in accordance with Ontario Regulation 588/17 (“O. Reg 588/17”). It contains a comprehensive analysis of Frontenac County’s infrastructure portfolio. This is a living document that should be updated regularly as additional asset and financial data becomes available.

Ontario Regulation 588/17 As part of the Infrastructure for Jobs and Prosperity Act, 2015, the Ontario government introduced Regulation 588/17 - Asset Management Planning for Municipal Infrastructure. Along with creating better performing organizations, more livable and sustainable communities, the regulation is a key, mandated driver of asset management planning and reporting. It places substantial emphasis on current and proposed levels of service and the lifecycle costs incurred in delivering them. Table 1 Ontario Regulation 588/17 Requirements and Reporting Deadlines

Requirement

2019

Asset Management Policy



Asset Management Plans State of infrastructure for core assets

2022



Current levels of service for all assets



Proposed levels of service for all assets Lifecycle costs associated with current levels of service

 



Lifecycle costs associated with proposed levels of service Growth impacts Financial strategy

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2025



State of infrastructure for all assets Current levels of service for core assets

2024

 



 

Asset Management Plan

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Asset Management Plan

Scope The scope of this document is to identify the current practices and strategies that are in place to manage public infrastructure and to make recommendations where they can be further refined. Through the implementation of sound asset management strategies, the county can ensure that public infrastructure is managed to support the sustainable delivery of municipal services. The following asset categories are addressed in further sections:

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Asset Management Plan

Limitations and Constraints The asset management program development required substantial effort by staff, it was developed based on best-available data, and is subject to the following broad limitations, constrains, and assumptions: •

•

The analysis is highly sensitive to several critical data fields, including an asset’s estimated useful life, replacement cost, quantity, and in-service date. Inaccuracies or imprecisions in any of these fields can have substantial and cascading impacts on all reporting and analytics. User-defined and unit cost estimates, based typically on staff judgment, recent projects, or established through completion of technical studies, offer the most precise approximations of current replacement costs. When this isn’t possible, historical costs incurred at the time of asset acquisition or construction can be inflated to present day. This approach, while sometimes necessary, can produce highly inaccurate estimates. In the absence of condition assessment data, age was used to estimate asset condition ratings. This approach can result in an over- or understatement of asset needs. As a result, financial requirements generated through this approach can differ from those produced by staff. The risk models are designed to support objective project prioritization and selection. However, in addition to the inherent limitations that all models face, they also require availability of important asset attribute data to ensure that asset risk ratings are valid, and assets are properly stratified within the risk matrix. Missing attribute data can misclassify assets.

These limitations have a direct impact on most of the analysis presented, including condition summaries, age profiles, long-term replacement and rehabilitation forecasts, and shorter term, 10-year forecasts that are generated from Citywide, the county’s primary asset management system. These challenges are quite common among municipalities and require long-term commitment and sustained effort by staff. As the county’s asset management program evolves and advances, the quality of future AMPs and other core documents that support asset management will continue to increase.

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Asset Management Plan

An Overview of Asset Management Municipalities are responsible for managing and maintaining a broad portfolio of infrastructure assets to deliver services to the community. The goal of asset management is to minimize the lifecycle costs of delivering infrastructure services, manage the associated risks; while maximizing the value and levels of service the community receives from the asset portfolio. Lifecycle costs can span decades, requiring planning and foresight to ensure financial responsibility is spread equitably across generations. An asset management plan is critical to this planning, and an essential element of the broader asset management program. The industry-standard approach and sequence to developing a practical asset management program begins with a Strategic Plan, followed by an Asset Management Policy and an Asset Management Strategy, concluding with an Asset Management Plan (AMP). This industry standard, defined by the Institute of Asset Management (IAM), emphasizes the alignment between the corporate strategic plan and various asset management documents. The strategic plan has a direct, and cascading impact on asset management planning and reporting.

Foundational Documents In the municipal sector, ‘asset management strategy’ and ‘asset management plan’ are often used interchangeably. Other concepts such as ‘asset management framework’, ‘asset management system’, and ‘strategic asset management plan’ further add to the confusion; lack of consistency in the industry on the purpose and definition of these elements offers little clarity. To make a clear distinction between the policy, strategy, and the plan see the following sections for detailed descriptions of the document types.

Strategic Plan The strategic plan has a direct, and cascading impact on asset management planning and reporting, making it a foundational element. At the beginning of each term of Council, Council holds strategic planning exercises and discussions to identify major initiatives and administrative improvements it wishes to achieve during its tenure. Staff then identify the scope, resources, timing & other logistical matters associated with proposed initiatives.

Asset Management Policy An asset management policy represents a statement of the principles guiding the county’s approach to asset management activities. It aligns with the organization and provides clear direction to municipal staff on their roles and responsibilities.

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Asset Management Plan Frontenac county adopted their asset management policy 2019-068 on June 19, 2019, in accordance with Ontario Regulation 588/17. The policy identifies the asset management vision is to proactively manage its assets to best serve the county’s objectives, including: • • • • •

Provide a consistent framework for implementing asset management throughout the organization Provide transparency and accountability to its stakeholders with evidence based decision-making processes that align with strategic plans, budgets, service levels and risk management practices Prioritize the need for existing and future assets to effectively deliver services to the community and stakeholders Maintain prudent financial planning and decision-making Support sustainability and economic development

Asset Management Strategy An asset management strategy outlines the translation of organizational objectives into asset management objectives and provides a strategic overview of the activities required to meet these objectives. It provides greater detail than the policy on how Frontenac County plans to achieve its asset management objectives through planned activities and decision-making criteria.

Asset Management Plan The asset management plan is often identified as a key output within the strategy. The AMP has a sharp focus on the current state of the county’s asset portfolio, and its approach to managing and funding individual service areas or asset groups. It is tactical in nature and provides a snapshot in time.

Key Technical Concepts Effective asset management integrates several key components, including data management, lifecycle management, risk management, and levels of service. These concepts are applied throughout this asset management plan and are described below in greater detail.

Asset Hierarchy and Data Classification Asset hierarchy illustrates the relationship between individual assets and their components, and a wider, more expansive network and system. How assets are grouped in a hierarchy structure can impact how data is interpreted. Assets were structured to support meaningful, efficient reporting and analysis. Key category details are summarized at the asset segment level.

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Asset Management Plan Table 2 Asset Classifications

CLASS

AM CATEGORY

AM SEGMENT County Administration Fairmount Home Ambulance Bases Trail Trail Bridges Trail Culverts Trail Equipment Trail Parking Lots County Administration Fairmount Home Paramedic Services County Administration Ambulances Paramedic (Non-Ambulance)

Buildings & Land Improvements

Trail Network General Capital Machinery & Equipment

Vehicles

Replacement Costs There are a range of methods to determine the replacement cost of an asset, and some are more accurate and reliable than others. The two methodologies are: •

•

User-Defined Cost and Cost/Unit: Based on costs provided by municipal staff which could include average costs from recent contracts; data from engineering reports and assessments; staff estimates based on knowledge and experience Cost Inflation/CPI Tables: Historical cost of the asset is inflated based on Consumer Price Index or Non-Residential Building Construction Price Index

User-defined costs based on reliable sources are a reasonably accurate and reliable way to determine asset replacement costs. Cost inflation is typically used in the absence of reliable replacement cost data. It is a reliable method for recently purchased and/or constructed assets where the total cost is reflective of the actual costs that the county incurred. As assets age, and new products and technologies become available, cost inflation becomes a less reliable method.

Estimated Useful Life and Service Life Remaining The estimated useful life (EUL) of an asset is the period over which the county expects the asset to be available for use and remain in service before requiring replacement or disposal. The EUL for each asset was assigned according to the knowledge and expertise of municipal staff and supplemented by existing industry standards when necessary. By using an asset’s in-service date and its EUL, the county can determine the service life remaining (SLR) for each asset. Using condition data and the asset’s SLR, the county can more accurately forecast when it will require replacement. The SLR is calculated as follows: Figure 1: Service Life Remaining Calculation

Service Life Remaining (SLR)

9|Page

In Service Date

Estimated Useful Life (EUL)

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Asset Condition An incomplete or limited understanding of asset condition can mislead long-term planning and decision-making. Accurate and reliable condition data helps to prevent premature and costly rehabilitation or replacement and ensures that lifecycle activities occur at the right time to maximize asset value and useful life. A condition assessment rating system provides a standardized descriptive framework that allows comparative benchmarking across the county’s asset portfolio. The table below outlines the condition rating system used to determine asset condition. This rating system is aligned with the Canadian Core Public Infrastructure Survey which is used to develop the Canadian Infrastructure Report Card. Figure 2 Standard Condition Rating Scale

The analysis is based on assessed condition data (only as available). In the absence of assessed condition data, asset age is used as a proxy to determine asset condition. Appendix F: Condition Assessment Guidelines includes additional information on the role of asset condition data and provides basic guidelines for the development of a condition assessment program.

Lifecycle Management Strategies The condition or performance of most assets will deteriorate over time. This process is affected by a range of factors including an asset’s characteristics, location, utilization, maintenance history and environment. Asset deterioration has a

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Asset Management Plan negative effect on the ability of an asset to fulfill its intended function, and may be characterized by increased cost, risk and even service disruption. To ensure that municipal assets are performing as expected and meeting the needs of customers, it is important to establish a lifecycle management strategy to proactively manage asset deterioration. There are several field intervention activities that are available to extend the life of an asset. These activities can be generally placed into one of three categories: maintenance, rehabilitation, and replacement. The following table provides a description of each type of activity and the general difference in cost. Depending on initial lifecycle management strategies, asset performance can be sustained through a combination of maintenance and rehabilitation, but at some point, replacement is required. Understanding what effect these activities will have on the lifecycle of an asset, and their cost, will enable staff to make better recommendations.

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Asset Management Plan Figure 3 provides a description of each type of activity, the general difference in cost, and typical risks associated with each. The county’s approach to lifecycle management is described within each asset category. Developing and implementing a proactive lifecycle strategy will help staff to determine which activities to perform on an asset and when they should be performed to maximize useful life at the lowest total cost of ownership.

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Asset Management Plan Figure 3 Lifecyle Management Typical Interventions

Risk Management Strategies Municipalities generally take a ‘worst-first’ approach to infrastructure spending. Rather than prioritizing assets based on their importance to service delivery, assets in the worst condition are fixed first, regardless of their criticality. However, not all assets are created equal. Some are more important than others, and their failure or disrepair poses more risk to the community. For example, a road with a high volume of traffic that provides access to critical services poses a higher risk than a low volume rural road. These high-value assets should receive funding before others. By identifying the various impacts of asset failure and the likelihood that it will fail, risk management strategies can identify critical assets, and determine where maintenance efforts, and spending, should be focused. A high-level evaluation of asset risk and criticality was performed. Each asset has been assigned a probability of failure score and consequence of failure score based on available asset data. These risk scores can be used to prioritize maintenance, rehabilitation, and replacement strategies for critical assets. Risk is a product of two variables: the probability that an asset will fail, and the resulting consequences of that failure event. It can be a qualitative measurement,

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Asset Management Plan (low, medium, high) or quantitative measurement (1-5), that can be used to rank assets and projects, identify appropriate lifecycle strategies, optimize short- and long-term budgets, minimize service disruptions, and maintain public health and safety. Figure 4 Risk Equation

Risk

Probability of Failure

Consequence of Failure

Probability of Failure Several factors can help decision-makers estimate the probability or likelihood of an asset’s failure, including its condition, age, previous performance history, and exposure to extreme weather events, such as flooding and ice jams—both a growing concern for municipalities in Canada.

Consequence of Failure Estimating criticality also requires identifying the types of consequences that the organization and community may face from an asset’s failure, and the magnitude of those consequences. Consequences of asset failure will vary across the infrastructure portfolio; the failure of some assets may result primarily in high direct financial cost but may pose limited risk to the community. Other assets may have a relatively minor financial value, but any downtime may pose significant health and safety hazards to residents. See for definitions and the developed risk models.

Levels of Service A level of service (LOS) is a measure of the services that Frontenac County is providing to the community and the nature and quality of that service. Within each asset category, technical metrics and qualitative descriptions that measure both technical and community levels of service have been established and measured as data is available. At this stage, three strategic levels of service are measured for every asset category, and they are: • • •

Financial – this is a target reinvestment rate compared to the actual current reinvestment rate. Performance – this is the condition breakdown for the asset category. Risk – this is the risk profile for the asset category.

Only those LOS that are required under O. Reg for core asset categories are included in addition to the strategic LOS.

Community Levels of Service Community LOS are a simple, plain language description or measure of the service that the community receives. For core asset categories, the Province through O.

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Asset Management Plan Reg. 588/17, has provided qualitative descriptions that are required. For non-core asset categories, the county must determine the qualitative descriptions that will be used by July 1, 2024. The community LOS can be found in the Levels of Service subsection within each core asset category section.

Technical Levels of Service Technical LOS are a measure of key technical attributes of the service being provided to the community. These include mostly quantitative measures and tend to reflect the impact of the county’s asset management strategies on the physical condition of assets or the quality/capacity of the services they provide. For core asset categories, the Province through O. Reg. 588/17, has provided technical metrics that are required. For non-core asset categories, the county must determine the technical metrics that will be used by July 1, 2024. The metrics can be found in the LOS subsection within each core asset category.

Current and Proposed Levels of Service Frontenac County is focused on measuring the current LOS provided to the community. Once current LOS have been measured and trended the county plans to establish their proposed LOS over a 10-year period, in accordance with O. Reg. 588/17. Proposed levels of service should be realistic and achievable within the timeframe outlined by the county. They should also be determined with consideration of a variety of community expectations, fiscal capacity, regulatory requirements, corporate goals, and long-term sustainability. Once proposed LOS have been established, and prior to July 2025, the county must identify lifecycle management and financial strategies which allow these targets to be achieved.

Climate Change Climate change can cause severe impacts on human and natural systems around the world. The effects of climate change include increasing temperatures, higher levels of precipitation, droughts, and extreme weather events. In 2019, Canada’s Changing Climate Report (CCCR 2019) was released by Environment and Climate Change Canada (ECCC). The report revealed that between 1948 and 2016, the average temperature increase across Canada was 1.7°C; moreover, during this period, Northern Canada experienced a 2.3°C increase. The temperature increase in Canada has doubled that of the global average. If emissions are not significantly reduced, the temperature could increase by 6.3°C in Canada by the year 2100 compared to 2005 levels. Observed precipitation changes in Canada include an increase of approximately 20% between 1948 and 2012. By the late 21st century, the projected increase could reach an additional 24%. During the summer months, some regions in Southern Canada are expected to experience periods of drought at a higher rate. Extreme weather events and climate conditions are more common across Canada. Recorded events include droughts, flooding, cold extremes, warm extremes, wildfires, and record minimum arctic sea ice extent.

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Asset Management Plan The changing climate poses a significant risk to the Canadian economy, society, environment, and infrastructure. Physical infrastructure is vulnerable to damage and increased wear when exposed to these extreme events and climate variabilities. Canadian municipalities are faced with the responsibility to protect their local economy, citizens, environment, and physical assets.

Integration Climate Change and Asset Management Asset management practices aim to deliver sustainable service delivery - the delivery of services to residents today without compromising the services and wellbeing of future residents. Climate change threatens sustainable service delivery by reducing the useful life of an asset and increasing the risk of asset failure. Desired levels of service can be more difficult to achieve because of climate change impacts such as flooding, high heat, drought, and more frequent and intense storms. To achieve the sustainable delivery of services, climate change considerations should be incorporated into asset management practices. The integration of asset management and climate change adaptation observes industry best practices and enables the development of a holistic approach to risk management.

Impacts of Growth The demand for infrastructure and services will change over time based on a combination of internal and external factors. Understanding the key drivers of growth and demand will allow the county to plan for new infrastructure more effectively, and the upgrade or disposal of existing infrastructure. Increases or decreases in demand can affect what assets are needed and what level of service meets the needs of the community.

Impact of Growth on Lifecycle Activities By July 1, 2025, the county’s asset management plan must include a discussion of how the assumptions regarding future changes in population and economic activity informed the preparation of the lifecycle management and financial strategy. As growth-related assets are constructed or acquired, they should be integrated into Frontenac County’s asset management program. While the addition of residential units will add to the existing assessment base and offset some of the costs associated with growth, the county will need to review the lifecycle costs of growth-related infrastructure. These costs should be considered in long-term funding strategies that are designed to, at a minimum, maintain the current level of service.

Reinvestment Rate As assets age and deteriorate, they require additional investment to maintain a state of good repair. The reinvestment of capital funds, through asset renewal or replacement, is necessary to sustain an adequate level of service. The reinvestment rate is a measurement of available or required funding relative to the total replacement cost. By comparing the actual vs. target reinvestment rate the county can determine the extent of any existing funding gap.

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Portfolio Overview Community Profile Frontenac County is an upper tier municipality located along Lake Ontario, southwest of Ottawa. The county is comprised of the townships of North Frontenac, Central Frontenac, South Frontenac, and the Frontenac Islands. The City of Kingston resides within the borders of the Frontenac census division but is not included in the county. The county has incredible access to natural areas through the nearby provincial park and the Frontenac K&P Trail. This offers tourists and locals the opportunity to fish, bike ride, canoe, and explore. In addition, the county boasts one of the best stargazing locations in the province at the Dark Sky Preserve. Frontenac County is located near Ottawa, Montreal, and Toronto, allowing local businesses access and exposure to these large markets and opportunities that they offer. The county has full time staff dedicated to continued economic development including one on one business consultations. The county places particular emphasis on supporting brand fortitude, supporting business profitability, and growing the artisan beverage and food sector. The county has experienced continued growth over the last 15 years. Around 22% of the population is above the age of 65, this is around 4% higher than for Ontario as a whole. The county generates a total revenue of $11.4 million from taxes and has an annual capital budget of $1.6 million as of 2022. The county’s infrastructure priorities include maintaining county facilities, K & P Trail, machinery, equipment, and vehicles. Table 3 Frontenac County & Ontario Census Information

Census Characteristic

Frontenac County

Ontario

Population 2021

29,255

14,223,942

Population Change 2016-2021

+9.8%

+5.8%

Total Private Dwellings

80,226

5,929,250

Population Density

43.4/km2

15.9/km2

Land Area

3,725 km2

892,411.76 km2

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State of the Infrastructure Table 4 Frontenac County State of the Infrastructure Summary

Asset Category Buildings and Land Improvements Machinery & Equipment

Trail Network

Vehicles

Overall

Replacement Cost $103,710,000

Asset Condition Fair (56%)

Financial Capacity Annual Requirement: Funding Available:

$14,045,000

$12,646,000

$4,657,000

$135,058,000

Poor (30%)

Fair (56%)

Poor (26%)

Fair (52%)

$2,191,000 $284,000

Annual Deficit:

$1,907,000

Annual Requirement:

$1,539,000

Funding Available:

$612,000

Annual Deficit:

$927,000

Annual Requirement:

$217,000

Funding Available:

$78,000

Annual Deficit:

$139,000

Annual Requirement:

$640,000

Funding Available:

$652,000

Annual Surplus:

$12,000

Annual Requirement:

$4,587,000

Funding Available:

$1,626,000

Annual Deficit:

$2,961,000

Reinvestment Rate The graph below depicts funding gaps or surpluses by comparing target vs actual reinvestment rate. To meet the long-term replacement needs, the county should be allocating approximately $4.6 million annually, for a target reinvestment rate of 3.4%. Actual annual spending on infrastructure totals approximately $1.6 million, for an actual reinvestment rate of 1.2%.

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Asset Management Plan Figure 5 Target vs Actual Reinvestment Rates

Replacement Cost The asset categories have a total replacement cost of $135.1 million based on available inventory data. This total was determined based on a combination of user-defined costs and historical cost inflation. This estimate reflects replacement of historical assets with similar, not necessarily identical, assets available for procurement today. Figure 6: Portfolio Replacement Value

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Forecasted Capital Requirements Aging assets require maintenance, rehabilitation, and replacement. Error! Not a valid bookmark self-reference. below illustrates the cyclical short-, medium- and long-term infrastructure replacement requirements for all asset categories analyzed. On average, $4.6 million is required each year to remain current with capital replacement needs for Frontenac County’s asset portfolio (red dotted line represents the 5yr trend). Although actual spending may fluctuate substantially from year to year, this figure is a useful benchmark for annual capital expenditure targets (or allocations to reserves) to ensure projects are not deferred and replacement needs are met as they arise. This figure relies on age and available condition data. Based on the current replacement cost of the portfolio, estimated at $135 million, this represents an annual target reinvestment rate of 3.4%. Figure 7 Forecasted Capital Requirements

The chart also illustrates a backlog of $5.2 million, comprising assets that remain in service beyond their estimated useful life. It is unlikely that all such assets are in a state of disrepair, requiring immediate replacements or major renewals. This makes targeted and consistent condition assessments integral. Risk frameworks, proactive lifecycle strategies, and levels of service targets can then be used to prioritize projects, continuously refine estimates for both backlogs and ongoing capital needs and help select the right treatment for each asset.

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Condition of Asset Portfolio The current condition of the assets is central to all asset management planning. Collectively, 50% of assets in Frontenac County are in fair or better condition. This estimate relies on both age-based and field condition data. Assessed condition data is available for 46% of assets; for the remaining portfolio, age is used as an approximation of condition. Assessed condition data is invaluable in asset management planning as it reflects the true condition of the asset and its ability to perform its functions. The table below identifies the source of condition data. Table 5 Assessed Condition Data Sources

Asset Category

Assets with Assessed Condition

Source of Condition Data

Buildings & Land Improvements

53%

2022 ABSI Inc.

Trails

50%

2022 OSIM

Machinery & Equipment

Vehicles

2022 ABSI Inc. No Condition Data Available

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Service Life Remaining Based on asset age, available assessed condition data and estimated useful life, 34% of the county’s assets will require rehabilitation / replacement within the next 10 years. Details of the capital requirements identified in each asset section.

Risk & Criticality Frontenac County has noted key trends, challenges, and risks to service delivery that they are currently facing: Growth Frontenac County is experiencing higher than projected growth and it is expected to continue. Population and employment growth will increase the demand on municipal services and potentially decrease the lifecycle of certain assets. As the population continues to grow, the county must prioritize expanding its capacity to serve a larger population. Funding Major capital rehabilitation projects (bridges and culverts in particular) are entirely dependant on the availability of grant funding opportunities. When grants are not available, projects may be deferred. Aging Infrastructure Historically, lifecycle management strategies have been reactive. Focusing on replacing poor condition assets at the end of their life expectancy but playing catch up on deferred lifecycle activities is an ongoing issue. The over all risk breakdown for Frontenac County’s asset inventory is portrayed in the figure below. Figure 8 Overall Asset Risk Breakdown

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Reviewing the list of very high-risk assets to evaluate how best to mitigate the level of risk the county is experiencing will help advance Frontenac County’s asset management program.

Frontenac County Climate Profile Frontenac County is located in Eastern Ontario where the St. Lawrence meets Lake Ontario. The county is expected to experience notable effects of climate change which include higher average annual temperatures, an increase in total annual precipitation, and an increase in the frequency and severity of extreme events. According to Climatedata.ca – a collaboration supported by Environment and Climate Change Canada (ECCC) – the county may experience the following trends: Higher Average Annual Temperature: • Between the years 1971 and 2000 the annual average temperature was 5.9 ºC • Under a high emissions scenario, the annual average temperatures are projected to increase by 2.7ºC by the year 2050 and over 6.5 ºC by the end of the century. Increase in Total Annual Precipitation: • Under a high emissions scenario, the county is projected to experience a 12% increase in precipitation by the year 2050 and an 17% increase by the end of the century. Increase in Frequency of Extreme Weather Events: • It is expected that the frequency and severity of extreme weather events will change. • In some areas, extreme weather events will occur with greater frequency and severity than others, especially those on or near the many bodies of water in the area.

Impacts of Growth As per O. Reg 588/17, prior to July 1, 2025, the county’s asset management plan must include a discussion of how the assumptions regarding future changes in population and economic activity informed the preparation of the lifecycle management and financial strategy. The 2023-2026 strategic plan for Frontenac County has indicated “Develop a Regional Approach to Overcome Infrastructure Issues and Maximize Infrastructure Development Opportunities” as a strategic goal moving forward. This strategic goal is intermingled with another indicating “Contribute to the Progress of Sustainable Economic Growth and Prosperity Throughout the County”. With these two goals together, the county has communicated the readiness and desire to grow sustainably and manage assets efficiently through this process. The commitment to growth will be completed in a

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Asset Management Plan matter that maintains or enhances the natural environment and assets of the county.

Frontenac County Population Housing and Employment Projections (2016-2046) The goal of the projections was to communicate the long-term growth and the drivers for such growth. The report indicated that the Counties population will increase over the next 30 years with an annual growth rate of 0.7%. This would mean a population of 33,200 by 2046. Within this population, the study identified that the aging population is higher than the provincial average. With a projected 35% of the population being older than 65, there will be challenges in employment, housing, and healthcare within the area. The aging population will also lead to a decrease in the yearly annual growth rate as the average home occupancy is inversely correlated with the size of the aging community. Approximately 80% of the growth expected for the county will be within the Township of South Frontenac. This large bias is due to its proximity to the City of Kingston. The plan indicates that growth will not only be achieved through an increase of permanent residents and that seasonal housing will grow as well, empowered by the population and economic activity of the City of Kingston. Table 6 Frontenac County Populations Projections

Historic & Projected Figures

2006

2016

2026

2036

2046

Population

27,520

27,290

29,600

31,800

33,200

Population Over 65

14%

21%

27%

31%

35%

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Financial Strategy Financial Strategy Overview Each year, Frontenac County makes important investments in its infrastructure’s maintenance, renewal, rehabilitation, and replacement to ensure assets remain in a state of good repair. However, increasing needs will soon exceed fiscal capacity. In fact, most municipalities continue to struggle with annual infrastructure deficits. Achieving full-funding for infrastructure programs will take many years and should be phased-in gradually to reduce burden on the community. This financial strategy is designed for the county’s existing asset portfolio and is premised on two key inputs: the average annual capital requirements and the average annual funding typically available for capital purposes. The annual requirements are based on the replacement cost of assets and their serviceable life, and where available, lifecycle modeling. This figure is calculated for each individual asset and aggregated to develop category-level values. The annual funding typically available is determined by averaging historical capital expenditures on infrastructure, inclusive of any allocations to reserves for capital purposes. For Frontenac County, the funding allocated to capital for 2022 were used to project available funding. Only reliable and predictable sources of capital funding are used to benchmark funds that may be available on any given year. The funding sources include: • • •

Revenue from taxation allocated to reserves for capital purposes The Canada Community Benefits Fund (CCBF), formerly the Federal Gas Tax Fund The Ontario Community Infrastructure Fund (OCIF)

Although provincial and federal infrastructure programs can change with evolving policy, CCBF, and OCIF are considered as permanent and predictable.

Annual Capital Requirements The annual requirements represent the amount the county should allocate annually to each asset category to meet replacement needs as they arise, prevent infrastructure backlogs, and achieve long-term sustainability. For most asset categories the annual requirement has been calculated based on a “replacement only” scenario, in which capital costs are only incurred at the construction and replacement of each asset. As the lifecycle strategy scenario represents the lowest cost option available to the county, we have used this annual requirement in the development of the financial strategy. Table 7 outlines the total average annual capital requirements for existing assets in each asset category. Based on a replacement cost of $135 million, annual capital requirements total more than $4.6 million for all the asset categories analysed.

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Asset Management Plan The table also illustrates the system-generated, equivalent target reinvestment rate (TRR) of each category, calculated by dividing the annual capital requirements by the total replacement cost. The cumulative target reinvestment for these categories is estimated at 3.4%. Table 7 Average Annual Capital Requirements

Asset Category

Replacement Cost

Buildings

$103,710,000

$2,191,000

2.1%

Machinery & Equipment

$14,045,000

$1,539,000

11.0%

Trails

$12,646,000

$217,000

1.7%

Vehicles

$4,657,000

$640,000

13.7%

$135,058,000

$4,587,000

3.4%

Total

Annual Capital Requirements

Target Reinvestment Rate

Although there is no industry standard guide on optimal annual investment in infrastructure, the TRRs above provide a useful benchmark for organizations. In 2016, the Canadian Infrastructure Report Card (CIRC) produced an assessment of the health of municipal infrastructure as reported by cities and communities across Canada. The CIRC remains a joint project produced by several organizations, including the Federation of Canadian Municipalities (FCM), the Canadian Society of Civil Engineers (CSCE), the Canadian Network of Asset Managers (CNAM), and the Canadian Public Works Association (CPWA). The 2016 version of the report card also contained recommended reinvestment rates that can also serve as benchmarks for municipalities. The CIRC suggest that, if increased, these reinvestment rates can “stop the deterioration of municipal infrastructure.” The report card contains both a range for reinvestment rates that outlines the lower and upper recommended levels, as well as current municipal averages.

Current Funding Levels

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Asset Management Plan Table 8 summarizes how current funding levels compare with funding required for each asset category. At existing levels, the county is funding 36% of its annual capital requirements for all infrastructure analyzed. This creates a total annual funding deficit of $3 million.

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Asset Management Plan Table 8 Current Funding Position vs Required Funding

Annual Capital Requirements

Annual Funding Available

Annual Infrastructure Deficit

Funding Level

$2,191,000

$284,000

$1,907,000

13%

$1,539,000

$612,000

$927,400

40%

Trails

$217,000

$78,000

$139,000

36%

Vehicles

$640,000

$652,000

$(12,000)

102%

$4,587,000

$1,626,262

$2,901,000

36%

Asset Category Buildings and Land Improvements Machinery & Equipment

Total

Closing the Gap Eliminating annual infrastructure funding shortfalls is a difficult and long-term endeavor for municipalities. Considering the county’s current funding position, it will require many years to reach full funding for current assets. This section outlines how Frontenac County can close the annual funding deficits using own-source revenue streams, i.e., property taxation, and without the use of additional debt for existing assets.

Full Funding Requirements Tax Revenues In 2022, Frontenac County had an annual tax revenue of $11,433,000. As illustrated in the following table, without consideration of any other sources of revenue or cost containment strategies, full funding would require a 26% tax change over time. To achieve this increase, several scenarios have been developed using phase-in periods ranging from five to twenty years. Shorter phase-in periods may place too high a burden on taxpayers, whereas a phase-in period beyond 20 years may see a continued deterioration of infrastructure, leading to larger backlogs. Table 9 Phasing in Annual Tax Increases

Total % Increase Needed in Annual Property Taxation Revenues

5 Years

10 Years

15 Years

20 Years

26%

4.8%

2.4%

1.6%

1.2%

Phase-in Period

Funding 100% of annual capital requirements ensures that major capital events, including replacements, are completed as required. Under this scenario, projects are unlikely to be deferred to future years. This delivers the highest asset performance and customer levels of service.

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Use of Debt For reference purposes, the following table outlines the premium paid on a project if financed by debt. For example, a $1M project financed at 3.0%1 over 15 years would result in a 26% premium or $260,000 of increased costs due to interest payments. For simplicity, the table does not consider the time value of money or the effect of inflation on delayed projects. Table 10: Premiums for Debt Financing Projects

Number of Years Financed

Interest Rate

7.0% 6.5% 6.0% 5.5% 5.0% 4.5% 4.0% 3.5% 3.0% 2.5% 2.0% 1.5% 1.0% 0.5% 0.0%

22% 20% 19% 17% 15% 14% 12% 11% 9% 8% 6% 5% 3% 2% 0%

42% 39% 36% 33% 30% 26% 23% 20% 17% 14% 11% 8% 6% 3% 0%

65% 60% 54% 49% 45% 40% 35% 30% 26% 21% 17% 12% 8% 4% 0%

89% 82% 74% 67% 60% 54% 47% 41% 34% 28% 22% 16% 11% 5% 0%

115% 105% 96% 86% 77% 69% 60% 52% 44% 36% 28% 21% 14% 7% 0%

142% 130% 118% 106% 95% 84% 73% 63% 53% 43% 34% 25% 16% 8% 0%

1 Current municipal Infrastructure Ontario rates for 15-year lending is 3.2%.

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Recommendations and Key Considerations Financial Strategies Review the feasibility of adopting a full-funding scenario that achieves 100% of the average annual requirements for the asset categories analyzed. This involves: • • •

implementing a 1.6% annual tax increase over a 15-year phase-in period and allocating the full increase in revenue towards capital funding using risk frameworks and staff judgement to prioritize projects, particularly to aid in elimination of existing infrastructure backlogs increasing existing and future infrastructure budgets by the applicable inflation index on an annual basis in addition to the deficit phase-in.

NOTE: Although difficult to capture inflation costs, supply chain issues, and fluctuations in commodity prices will also influence capital expenditures.

Asset Data

Continuously review, refine, and calibrate lifecycle and risk profiles to better reflect actual practices and improve capital projections. In particular: • •

the timing of various lifecycle events, the triggers for treatment, anticipated impacts of each treatment, and costs. the various attributes used to estimate the likelihood and consequence of asset failures, and their respective weightings.

Asset management planning is highly sensitive to replacement costs. Periodically update replacement costs based on recent projects, invoices, or estimates, as well as condition assessments, or any other technical reports and studies. Material and labour costs can fluctuate due to local, regional, and broader market trends, and substantially so during major world events. Accurately estimating the replacement cost of like-for-like assets can be challenging. Ideally, several recent projects over multiple years should be used for this estimate. Staff judgement and historical data can help attenuate extreme and temporary fluctuations in cost estimates and keep them realistic.
Like replacement costs, an asset’s established serviceable life can have dramatic impacts on all projections and analyses, including long-range forecasting and financial recommendations. Periodically reviewing and updating these values to better reflect in-field performance and staff judgement is recommended.

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Risk and Levels of Service

Risk models and matrices can play an important role in identifying high-value assets, and developing an action plan which may include repair, rehabilitation, replacement, or further evaluation through updated condition assessments. As a result, project selection and the development of multi-year capital plans can become more strategic and objective. Initial models have been built into Citywide for all asset groups. As the data evolves and new attribute information is obtained, these models should also be refined and updated.
Although Ontario Regulation 588/17 requires reporting on specific, prescribed KPIs for the county’s core assets, municipalities have discretion on the KPIs they select to track the performance of their non-core assets, such as buildings and vehicles. This information is required for the 2024 iteration of the AMP. KPIs should be established for all non-core asset groups to support regulatory compliance. Further, as available, data on current performance should be centralized and tracked to support any calibration of service levels ahead of O. Reg’s 2025 requirements on proposed levels of service.
Staff should monitor evolving local, regional, and environmental trends to identify factors that may shape the demand and delivery of infrastructure programs. These can include population growth, and the nature of population growth; climate change and extreme weather events; and economic conditions and the local tax base. This data can also be used to revise service level targets.

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Appendix A: Buildings

Appendix A: Buildings State of the Infrastructure Frontenac County owns and maintains several facilities that provide key services to the community. These include: • • •

Long-term care, Fairmount Home (FMT) Paramedic services, Ambulance Bases (FP) County administration (Admin)

The state of the infrastructure for the buildings and facilities is summarized in the following table. Table 11 Buildings State of Infrastructure Summary

Replacement Cost

Condition

Financial Capacity Annual Requirement:

$103.7 million

Fair (56%)

Capital Funding Available: Annual Deficit:

$2,191,000 $284,000 $1,907,000

Inventory & Valuation The graph below displays the total replacement cost of each asset segment in Frontenac County’s buildings inventory. As the county has had a complete componentization of their buildings inventory Frontenac County is able to track the replacement/lifecycle needs more accurately. Figure 9 Buildings Replacement Cost

Each asset’s replacement cost should be reviewed periodically to determine whether adjustments are needed to represent capital requirements more accurately.

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Appendix A: Buildings

Asset Condition & Age The graph below identifies the average age, and the estimated useful life for each asset segment. The values are weighted based on replacement cost. Figure 10 Buildings Average Age vs Average EUL

These assets are componentized which helps to add accuracy to the projections. The graph below visually illustrates the average condition for each asset segment on a very good to very poor. Figure 11 Buildings Condition Breakdown

To ensure that the municipal buildings continue to provide an acceptable level of service, the county should monitor the average condition of all assets. If the average condition declines, staff should re-evaluate their lifecycle management strategy to determine what combination of maintenance, rehabilitation and replacement activities is required to increase the overall condition of the buildings. Each asset’s estimated useful life should also be reviewed to determine whether adjustments need to be made to better align with the observed service life.

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Appendix A: Buildings

Current Approach to Condition Assessment Accurate and reliable condition data allow staff to determine the remaining service life of assets and identify the most cost-effective approach to managing them. Currently, the county performs assessments on a five-year cycle. The last assessment was completed in 2019, and the next began in 2023. The 2019 assessment used a 1-5 rating scale, from unacceptable to good, and following the Uniformat II industry standard. Buildings are repaired as needed based on deficiencies identified by outside experts, staff, or residents.

Lifecycle Management Strategy To ensure that municipal assets are performing as expected and meeting the needs of customers, it is important to establish a lifecycle management strategy to proactively manage asset deterioration. The following table outlines the county’s current lifecycle management strategy. Figure 12 Buildings Current Lifecycle Strategy

Forecasted Capital Requirements The annual capital requirement represents the average amount per year that Frontenac County should allocate towards funding rehabilitation and replacement needs. The following graph identifies capital requirements over the next 85 years. This projection is used as it ensures that every asset has gone through one full iteration of replacement. The forecasted requirements are aggregated into 5-year bins and the trend line represents the average annual capital requirements at $2.18 million or $10.9 million over a 5-year period.

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Appendix A: Buildings Figure 13 Buildings Forecasted Capital Replacement Requirements

Table 12 below summarizes the projected cost of lifecycle activities (capital activities only) that may need to be undertaken over the next 10 years to support current levels of service. Table 12 Buildings System-Generated 10-Year Capital Costs

Segment

Total

Ambulance Bases

$862k

County Administration Fairmount Home

2026

2027

2028

2029

2030

2031

2032

2033

$0 $197k $178k

$36k

$3k

$93k

$43k $165k

$145k

$1k

$31k

$10.1m $563k $1.9m $2.8m

$389k

$59k

2024

$15k

2025

$14k

$833k $1.0m

$164k $911k

$69k $1.5m

These projections are generated in Citywide and rely on the data available in the asset register, which was limited to asset age, replacement cost, and useful life.

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Appendix A: Buildings

Risk & Criticality The risk matrix provides a visual representation of the relationship between the probability of failure and the consequence of failure for the assets within this asset category based on available inventory data. See Appendix E: Risk Rating Criteria for the criteria used to determine the risk rating for all asset categories. This is a high-level model that has been developed based on information currently available and should be reviewed and adjusted to reflect an evolving understanding of both the probability and consequences of asset failure. The identification of critical assets allows the county to determine risk mitigation strategies and treatment options. Risk mitigation may include asset-specific lifecycle strategies, condition assessment strategies, or simply the need to collect better asset data. Figure 14 Buildings Risk Matrix Very Low

Low

Moderate

High

Very High

Levels of Service The following tables identify the Municipality’s metrics to identify their current level of service for the buildings. By comparing the cost, performance (average condition) and risk year-over-year, Frontenac County will be able to evaluate how their services/assets are trending. The county will use this data to set a target level of service and determine proposed levels for the regulation by 2025.

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Appendix A: Buildings Figure 15: Buildings Strategic Levels of Service

Target vs Actual Reinvestment Rate

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Performance (Average Condition)

Risk Breakdown

Appendix A: Buildings

Community Levels of Service The following table outlines the qualitative descriptions that determine the community levels of service provided by buildings. Table 13 Ontario Regulation 588/17 Buildings Community Levels of Service

Service Attribute

Qualitative Description

Accessible & Reliable

Description of monthly and annual facilities inspection process

Safe & Regulatory

Description of the current condition of municipal facilities and the plans that are in place to maintain or improve the provided level of service

Current LOS FMT: Annual inspection of Sprinkler System, Extinguishers, Bed Entrapment, Ceiling Lift Track Load Bearing, Septic System, FIT Testing Machines; semi-annual testing of the Fire Suppression system; bi-annual load testing of generators. A Building Condition Assessment (BCA) was received in 2024. This report outlines repairs, maintenance and capital works forecast yearly to 2048 based on the current condition of the County-owned buildings assessed. Generally, the buildings are in fair to very good condition, with only the Parham Paramedic base being assessed as poor condition. The BCA estimated $5.5M building work would be required from 2024 to 2026. Fairmount Home, assessed as fair condition, accounts for $5.1M of these costs; this is 10% of the building replacement cost.

Technical Levels of Service The following table outlines the quantitative metrics that determine the technical level of service provided by county buildings. Table 14 Ontario Regulation 588/17 buildings Technical Levels of Service

Service Attribute

Technical Metric

Accessible & Reliable

of annual work orders issued

through Ameresco Asset Work Order System

Affordable

O&M Annual Maintenance Costs Annual capital reinvestment rate

Safe & Regulatory

% of facilities that are in fair or better condition % of facilities that are in poor or very poor condition

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Current LOS 683 Admin

$15,286

FMT

$276,776

$202,271 0.3% 47 53

Appendix B: Vehicles

Appendix B: Vehicles State of the Infrastructure Vehicles allow staff to efficiently deliver municipal services and personnel. County vehicles are used to support several service areas, including: • • •

Paramedic services County administration Non-ambulance paramedic services

The state of the infrastructure for the vehicles is summarized in the following table. Table 15 Vehicles State of Infrastructure Summary

Replacement Cost

$4.66 million

Condition

Poor (26%)

Financial Capacity Annual Requirement:

$640,000

Capital Funding Available:

$652,000

Annual Surplus:

$12,000

Inventory & Valuation The graph below displays the total replacement cost of each asset segment in the vehicle inventory. Figure 16 Vehicle Replacement Costs

Each asset’s replacement cost should be reviewed periodically to determine whether adjustments are needed to represent capital requirements more accurately.

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Appendix B: Vehicles

Asset Condition & Age The graph below identifies the average age and the estimated useful life for each asset segment. The values are weighted based on replacement cost.

Figure 17 Vehicles Average Age vs Average EUL

Each asset’s estimated useful life should also be reviewed periodically to determine whether adjustments need to be made to better align with the observed length of service life for each asset type. The graph below visually illustrates the average condition for each asset segment on a very good to very poor scale. Figure 18 Vehicles Condition Breakdown

To ensure that the county’s vehicles continue to provide an acceptable level of service, the county should monitor the average condition of all assets. If the average condition declines, staff should re-evaluate their lifecycle management

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Appendix B: Vehicles strategy to determine what combination of maintenance, rehabilitation and replacement activities is required to increase the overall condition of the vehicles.

Current Approach to Condition Assessment Accurate and reliable condition data allows staff to determine the remaining service life of assets and identify the most cost-effective approach to managing assets. An example of the county’s current approach is staff complete regular visual inspections of vehicles to ensure they are in state of adequate repair prior to operation.

Lifecycle Management Strategy The condition or performance of assets will deteriorate over time. To ensure vehicles are performing as expected, it is important to establish a lifecycle management strategy to proactively manage asset deterioration. Figure 19 Vehicles Current Lifecycle Strategy

Forecasted Capital Requirements The annual capital requirement represents the average amount per year that the county should allocate towards funding rehabilitation and replacement needs. The following graph identifies capital requirements over the next 45 years. This projection is used as it ensures that every asset has gone through one full iteration of replacement. The forecasted requirements are aggregated into 5-year bins and the trend line represents the average annual capital requirements at $640 thousand or $3.2 million over a 5-year period.

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Appendix B: Vehicles Figure 20 Vehicle Forecasted Capital Replacement Requirements

Table 16 below summarizes the projected cost of lifecycle activities (capital replacement only) that may need to be undertaken over the next 10 years to support current levels of service. These projections are generated in Citywide and rely on the data available in the asset register. Table 16 Vehicles System-Generated 10-Year Capital Costs

Segment

Total

2024

2025

2026

2027

2028

2029

Ambulances

$5.5m $660k $660k $660k

$440k

$660k

$0 $1.1m $880k $440k

County Administration

$119k

$42k

$35k

Paramedic (non-ambulance)

$1.2m

$42k $302k $263k

$33k

$0 $211k

2030

2031

2032 2033

$84k $302k

As no assessed condition data was available for the vehicles, only age was used to determine forthcoming replacement needs. These projections can be different from actual capital forecasts. Consistent data updates, especially condition, will improve the alignment between the system-generated expenditure requirements, and the county’s capital expenditure forecasts

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Appendix B: Vehicles

Risk & Criticality The risk matrix provides a visual representation of the relationship between the probability of failure and the consequence of failure for the assets within this asset category based on available inventory data. See Appendix E: Risk Rating Criteria for the criteria used to determine the risk rating for all asset categories. This is a high-level model that has been developed based on information currently available and should be reviewed and adjusted to reflect an evolving understanding of both the probability and consequences of asset failure. The identification of critical assets allows the county to determine appropriate risk mitigation strategies and treatment options. Risk mitigation may include assetspecific lifecycle strategies, condition assessment strategies, or simply the need to collect better asset data. Figure 21 Vehicles Risk Matrix Very Low

Low

Moderate

High

Very High

Levels of Service The following tables identify the Municipality’s metrics to identify their current level of service for the vehicles. By comparing the cost, performance (average condition) and risk year-over-year, Frontenac County will be able to evaluate how their services/assets are trending. The county will use this data to set a target level of service and determine proposed levels for the regulation by 2025.

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Appendix B: Vehicles Figure 22: Vehicles Strategic Levels of Service

Target vs Actual Reinvestment Rate

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Performance (Average Condition)

Risk Breakdown

Appendix B: Vehicles

Community Levels of Service The following table outlines the qualitative descriptions that determine the community levels of service provided by vehicles. Table 17 Ontario Regulation 588/17 Vehicles Community Levels of Service

Service Attribute

Qualitative Description

Current LOS

Accessible & Reliable

Description of the Fleet Management and Safety Program

Safe & Regulatory

Description of the current condition of municipal vehicles and the plans that are in place to maintain or improve the provided level of service

There is a Frontenac Paramedics policy as well as MOH requirements (a policy must be in place for maintenance) Currently ambulances are remounted after 5 years, with the remounts being in service for another 5 years; other paramedic vehicles 5-10 years depending on its purpose, county admin vehicles are replaced every 10 years as required. Future plans will be assisted by the AMP analysis. E.g. minimize downtimes by monitoring idle time & the impact on vehicle replacement schedules.

Technical Levels of Service The following table outlines the quantitative metrics that determine the technical level of service provided by county vehicles. Table 18 Ontario Regulation 588/17 Vehicles Technical Levels of Service

Service Attribute

Accessible & Reliable

Technical Metric

Current LOS

% of vehicles that meet maintenance and inspection requirements

100%

Average Annual KM Driven by Paramedic Ambulances

38,604

of motor vehicle at-fault

accidents involving municipal vehicles

Affordable

Annual capital reinvestment rate

Safe & Regulatory

% of vehicles that are in fair or better condition % of vehicles that are in poor or very poor condition

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14% 29 71

Appendix C: Machinery & Equipment

Appendix C: Machinery & Equipment State of the Infrastructure To maintain the quality stewardship of Frontenac County’s infrastructure and support the delivery of services, municipal staff own and employ various types of equipment. This includes: • • •

Computer hardware, software, and phone systems to support all county services Specialized equipment to support the delivery of paramedic services Equipment to support long-term care at Fairmount home.

The state of the infrastructure for equipment is summarized in the following table. Table 19 Machinery & Equipment State of Infrastructure Summary

Replacement Cost

$14.05 million

Condition

Poor (30%)

Financial Capacity Annual Requirement:

$1,539,000

Funding Available:

$612,000

Annual Deficit:

$927,000

Inventory & Valuation The graph below displays the total replacement cost of each asset segment in the Frontenac County’s equipment inventory. Figure 23 Machinery & Equipment Replacement Costs

Each asset’s replacement cost should be reviewed periodically to determine whether adjustments are needed to more accurate represent capital requirements.

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Appendix C: Machinery & Equipment

Asset Condition & Age The graph below identifies the average age and the estimated useful life for each asset segment. The values are weighted based on replacement cost. Figure 24 Machinery & Equipment Average Age vs Average EUL

Figure 25 Machinery & Equipment Condition Breakdown

To ensure that the county’s equipment continues to provide an acceptable level of service, Frontenac County should continue to monitor the average condition. If the average condition declines, staff should re-evaluate their lifecycle management

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Appendix C: Machinery & Equipment

strategy to determine what combination of maintenance, rehabilitation and replacement activities is required to increase the overall condition.

Current Approach to Condition Assessment Accurate and reliable condition data allows staff to determine the remaining service life of assets and identify the most cost-effective approach to managing assets. Machinery and equipment are evaluated in the last year of their useful life for replacement to determine if the life can be extended. These assessments are primarily administered internally. There are some types with very established assessments (i.e. Paramedic Services), but also many don’t have any formal annual assessment procedures.

Lifecycle Management Strategy The condition or performance of most assets will deteriorate over time. To ensure that municipal assets are performing as expected and meet the needs of customers, it is important to establish a lifecycle management strategy to proactively manage asset deterioration. Figure 26 Machinery & Equipment Current Lifecycle Strategy

Forecasted Capital Requirements The following graph identifies capital requirements over the next 20 years. This projection is used as it ensures that every asset has gone through one full iteration of replacement. The forecasted requirements are aggregated into 5-year bins and the trend line represents the average annual capital requirements at $1.5 million or or $7.7 million over a 5-year period.

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Appendix C: Machinery & Equipment

Figure 27 Machinery & Equipment Forecasted Capital Replacement Requirements

Table 20 below summarizes the projected cost of lifecycle activities (capital replacement only) that may need to be undertaken over the next 10 years to support current levels of service. These projections are generated in Citywide and rely on the data available in the asset register. Table 20 Machinery & Equipment System-Generated 10-Year Capital Costs

Segment

Total

2024

2025

2026

2027

2028

2029

2030

2031

County Administration

$1.7m $108k

$16k

$12k

$70k

$81k $764k

Fairmount Home

$5.7m $698k $430k $328k

$224k

$78k $2.8m $365k $194k

$543k

Paramedic Services

$5.2m $1.2m $253k $236k

$271k

$148k $287k $1.5m $864k

$164k $273k

$75k $316k

2032

2033

$70k $157k $46k

As no assessed condition data was available for the equipment, only age was used to determine forthcoming replacement needs. These projections can be different from actual capital forecasts. Consistent data updates, especially condition, will improve the alignment between the system-generated expenditure requirements, and the county’s capital expenditure forecasts.

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Appendix C: Machinery & Equipment

Risk & Criticality The risk matrix provides a visual representation of the relationship between the probability of failure and the consequence of failure for the assets within this asset category based on available inventory data. See Appendix E: Risk Rating Criteria for the criteria used to determine the risk rating for all asset categories. This is a high-level model that has been developed based on information currently available and should be reviewed and adjusted to reflect an evolving understanding of both the probability and consequences of asset failure. The identification of critical assets allows the county to determine appropriate risk mitigation strategies and treatment options. Risk mitigation may include assetspecific lifecycle strategies, condition assessment strategies, or simply the need to collect better asset data. Figure 28 Machinery & Equipment Risk Matrix Very Low

Low

Moderate

High

Very High

Levels of Service The following tables identify the Municipality’s metrics to identify their current level of service for machinery and equipment. By comparing the cost, performance (average condition) and risk year-over-year, Frontenac County will be able to evaluate how their services/assets are trending. The county will use this data to set a target level of service and determine proposed levels for the regulation by 2025.

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Appendix C: Machinery & Equipment Figure 29: Machinery & Equipment Strategic Levels of Service

Target vs Actual Reinvestment Rate

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Performance (Average Condition)

Risk Breakdown

Appendix C: Machinery & Equipment

Community Levels of Service The following table outlines the qualitative descriptions that determine the community levels of service provided by machinery and equipment. Table 21 Ontario Regulation 588/17 Machinery & Equipment Community Levels of Service

Service Attribute

Qualitative Description

Accessible & Reliable

Description of the machinery & equipment inspection process and any licensing requirements for operators

Safe & Regulatory

Description of the current condition of machinery & equipment and the plans that are in place to maintain or improve the provided level of service

Current LOS Frontenac Paramedics: Patient care equipment is operated by Licensed paramedics. Logistics staff is certified for maint of equip, certified for working at heights. Currently only the defibrillators require licensing and must be operated by a licensed paramedic. Fairmount: Policies and procedures are in place for regular inspection of equipment that is mandated by legislation or internal policy. Frontenac Paramedics & Fairmount: current plans follow manufacturers best practices. No mechanical equipment manufacturer guidelines have been documented but this practice is planned with the construction of the new paramedic base.

Technical Levels of Service The following table outlines the quantitative metrics that determine the technical level of service provided by machinery and equipment. Table 22 Ontario Regulation 588/17 Machinery & Equipment Technical Levels of Service

Service Attribute

Technical Metric

Accessible & Reliable

FP: % Equipment under a regulatory requirement that meets compliance standards FP: % of regulatory inspections completed monthly, quarterly, or annually as required FMT % of regulatory inspections completed on schedule

Affordable

Annual capital reinvestment rate

Safe & Regulatory

% of machinery & equipment that are in fair or better condition % of machinery & equipment that are in poor or very poor condition

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Current LOS 100% 100% 100% 2.1% 29 69

Appendix D: K&P Trail

Appendix D: K&P Trail State of the Infrastructure Frontenac County owns several asset types that compliment the K&P Trail network. These include: • • • •

The trail itself Bridges and culverts Equipment and signage Parking areas

The state of the infrastructure for the county trail is summarized in the following table. Table 23 Buildings State of Infrastructure Summary

Replacement Cost

$12.65 million

Condition

Fair (56%)

Financial Capacity Annual Requirement:

$217,000

Funding Available:

$78,000

Annual Deficit:

$139,000

Inventory & Valuation K&P Trail asset category has a replacement value of $12.6 million. Figure 30 K&P Trail Replacement Costs

Each asset’s replacement cost should be reviewed periodically to determine whether adjustments are needed to represent capital requirements more accurately.

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Appendix D: K&P Trail

Asset Condition & Age The graph below identifies the average age, and the estimated useful life for each asset segment. The values are weighted based on replacement cost. Figure 31 K&P Trail Average Age vs Average EUL

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Appendix D: K&P Trail

To ensure that the county’s K&P trail continues to provide an acceptable level of service, Frontenac County should monitor the average condition of all assets. Staff should re-evaluate their lifecycle management strategy to determine what combination of maintenance, rehabilitation and replacement activities is required to maintain or increase asset service longevity.

Current Approach to Condition Assessment Accurate and reliable condition data enable staff to determine the remaining service life of assets and identify the most cost-effective management strategies. The current approach is like that used for buildings, where many trail assets are assessed on a five-year cycle. However, structural bridges and culverts are inspected every two years in accordance with OSIM (Ontario Structure Inspection Manual) requirements. Each asset is assigned a condition rating on a scale from 1 to 5, ranging from unacceptable to good. Most assessments are conducted by external contractors.

Lifecycle Management Strategy To ensure that municipal assets are performing as expected and meeting the needs of residents, it is important to establish a lifecycle management strategy to proactively manage asset deterioration. The following figure outlines the current lifecycle management strategy. Figure 33 K&P Trail Current Lifecycle Strategy

Forecasted Capital Requirements The annual capital requirement represents the average amount per year that should be allocate towards funding rehabilitation and replacement needs. The following graph identifies capital requirements over the next 50 years. This projection is used as it ensures that every asset has gone through one full iteration of replacement. The forecasted requirements are aggregated into 5-year bins and the trend line represents the average annual capital requirements at $217 thousand or $1.1 million over a 5-year period.

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Appendix D: K&P Trail Figure 34 K&P Trail Network Forecasted Capital Replacement Requirements

Table 24 below summarizes the projected cost of lifecycle activities (capital replacement only) that may need to be undertaken over the next 10 years to support current levels of service. These projections are generated in Citywide and rely on the data available in the asset register. Table 24 K&P Trail Network System-Generated 10-Year Capital Costs

Segment

Total

2024

2025

2026

2027

2028

2029

2030

2031

2032

2033

Trail Bridges

$1.1m

Trail Culverts

$216k

$42k

$29k

$145k

Trail

Trail Equipment Trail Parking Lots

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Appendix D: K&P Trail

A staff assessment from 2020 for culverts and 2022 for bridges on the trail were used to determine forthcoming replacement needs. These projections can be different from actual capital forecasts. Consistent data updates, especially condition, will improve the alignment between the system-generated expenditure requirements, and the county’s capital expenditure forecasts.

Low

Moderate

High

Very High

This is a high-level model that has been developed based on information currently available and should be reviewed and adjusted to reflect an evolving understanding of both the probability and consequences of asset failure. The identification of critical assets allows the county to determine risk mitigation strategies and treatment options. Risk mitigation may include asset-specific lifecycle strategies, condition assessment strategies, or simply the need to collect better asset data.

Levels of Service The following tables identify the county’s metrics to identify their current level of service for the trail network. By comparing the cost, performance (average condition) and risk year-over-year, Frontenac County will be able to evaluate how their services/assets are trending. The county will use this data to set a target level of service and determine proposed levels for the regulation by 2025.

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Appendix D: K&P Trail

Figure 36: K&P Trail Network Strategic Levels of Service

Target vs Actual Reinvestment Rate

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Performance (Average Condition)

Risk Breakdown

Appendix D: K&P Trail

Community Levels of Service The following table outlines the qualitative descriptions that determine the community levels of service provided by the K&P Trail network. Table 25 Ontario Regulation 588/17 K&P Trail Network Community Levels of Service

Service Attribute

Qualitative Description

Current LOS

Accessible & Reliable

Description, which may include maps, of trails and the proximity to the surrounding community

As illustrated in Figure 37 below, the trail runs from the County’s south boundary with the City of Kingston, through South, Central, and North Frontenac Townships. While still under development, it will eventually reach 90 kilometres in length to meet the boundary with the County of Lanark to the north.

Safe & Regulatory

Description of the trails inspection process and timelines for inspections

Monthly inspections of the trail network, including legislated OSIM bridge inspections every two years; proactive planned annual maintenance for the entire length of the trail.

Technical Levels of Service The following table outlines the quantitative metrics that determine the technical level of service provided by the K&P Trail network. Table 26 Ontario Regulation 588/17 K&P Trail Network Technical Levels of Service

Service Attribute

Sustainable

Accessible & Reliable

Affordable

Safe & Regulatory

Technical Metric Annual use tracked through trail counters

Current LOS 144,384

Km of trail network

Trail Network Inspection Target (1x per month)

Number of Hazards Reported during inspections

O&M cost for the trail network per km

$2,046

Annual capital reinvestment rate

0.6%

% of trail assets that are in good or very good condition

84%

% of trail assets that are in poor or very poor condition

16%

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Appendix D: K&P Trail Figure 37: K&P Trail Map

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Appendix E: Risk Rating Criteria

Appendix E: Risk Rating Criteria Risk Definitions Risk

Probability of Failure (POF) POF - Structural

Integrating a risk management framework into your asset management program requires the translation of risk potential into a quantifiable format. This will allow you to compare and analyze individual assets across your entire asset portfolio. Asset risk is typically defined using the following formula: Risk = Probability of Failure (POF) x Consequence of Failure (COF) The probability of failure relates to the likelihood that an asset will fail at a given time. The current physical condition and service life remaining are two commonly used risk parameters in determining this likelihood. The likelihood of asset failure due to aspects of an asset such as load carrying capacity, condition or breaks

POF - Functional

The likelihood of asset failure due to its performance

POF - Range

1 - Rare

2 - Unlikely 3 - Possible 4 - Likely 5 - Almost Certain

COF - Economic COF - Social

The consequence of failure describes the overall effect that an asset’s failure will have on an organization’s asset management goals. Consequences of failure can range from noneventful to impactful: a small diameter water main break in a subdivision may cause several rate payers to be without water service for a short time. However, a larger trunk water main may break outside a hospital, leading to significantly higher consequences. The monetary consequences of asset failure for the organization and its customers The consequences of asset failure on the social dimensions of the community

COF - Environmental

The consequence of asset failure on an asset’s surrounding environment

COF - Operational

The consequence of asset failure on the Town’s day-to-day operations

COF - Health & safety

The consequence of asset failure on the health and well-being of the community

COF - Strategic COF - Range

The consequence of asset failure on strategic planning 1 - Insignificant 2 - Minor 3 - Moderate 4 - Major 5 - Severe

Consequences of Failure (COF)

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Appendix E: Risk Rating Criteria

Risk Frameworks Buildings Table 27 Buildings Risk Frameworks

Asset Category

Asset Segment

Risk Criteria

COF

Criteria

Economic

Weighting (%)

100%

Buildings

Weighting (%)

Value/Range

Score

100%

$0 - $50k $50k - $100k $100k - $500k $500k – $1.5m

$1.5m

1 - Insignificant 2 - Minor 3 - Moderate 4 - Major 5 - Severe

99%

4.1 3.1 – 4.1 2.1 - 3.1 1.1 – 2.1 0 – 1.1

1 - Rare 2 - Unlikely 3 - Possible 4 - Likely 5 - Almost Certain

20 15 – 20 10 – 15 5 – 10 0- 5

1 - Rare 2 - Unlikely 3 - Possible 4 - Likely 5 - Almost Certain

100% Performance

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Replacement Cost

Assessed Condition

Performance

POF

Sub-Criteria

Service Life Remaining (years)

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Appendix E: Risk Rating Criteria

Bridges Table 28 Bridges Risk Frameworks

Asset Category

Asset Segment

Risk Criteria

COF

Criteria

Economic

Weighting (%)

Sub-Criteria

100%

Replacement Cost

Weighting (%)

Value/Range

Score

100%

$0 - $50k $50k - $100k $100k - $500k $500k – $1.5m

$1.5m

1 - Insignificant 2 - Minor 3 - Moderate 4 - Major 5 - Severe 1 - Rare 2 - Unlikely 3 - Possible 4 - Likely 5 - Almost Certain

Bridges POF

Condition

100%

Assessed Condition

100%

90 75 - 90 55 - 75 40 - 55 0 – 40

Criteria

Weighting (%)

Sub-Criteria

Weighting (%)

Value/Range

Score

100%

$0 - $50k $50k - $100k $100k - $500k $500k – $1.5m

$1.5m

1 - Insignificant 2 - Minor 3 - Moderate 4 - Major 5 - Severe

100%

4 3-4 2-3 1–2 0–1

1 - Rare 2 - Unlikely 3 - Possible 4 - Likely 5 - Almost Certain

Culverts Table 29 Culverts Risk Frameworks

Asset Category

Asset Segment

Risk Criteria

COF

Economic

100%

Replacement Cost

Culverts POF

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Condition

100%

Assessed Condition

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Appendix E: Risk Rating Criteria

Vehicles, Machinery & Equipment Table 30 Machinery & Equipment, Trails, and Vehicles Risk Frameworks

Asset Category

Asset Segment

Risk Criteria

Criteria

Weighting (%)

Sub-Criteria

Weighting (%)

COF

Economic

100%

Replacement Cost

100%

POF

Condition

100%

Assessed & Age Based Condition

100%

Machinery & Equipment, Vehicles, Trails

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Value/Range

Score

$0 - $50k $50k - $100k $100k - $250k $250k – $500k

$500k 80 60 - 80 40 - 60 20 - 40 0 – 20

1 - Insignificant 2 - Minor 3 - Moderate 4 - Major 5 - Severe 1 - Rare 2 - Unlikely 3 - Possible 4 - Likely 5 - Almost Certain

Appendix F: Condition Assessment Guidelines

Appendix F: Condition Assessment Guidelines The foundation of good asset management practice is accurate and reliable data on the current condition of infrastructure. Assessing the condition of an asset at a single point in time allows staff to have a better understanding of the probability of asset failure due to deteriorating condition. Condition data is vital to the development of data-driven asset management strategies. Without accurate and reliable asset data, there may be little confidence in asset management decision-making which can lead to premature asset failure, service disruption and suboptimal investment strategies. To prevent these outcomes, the county’s condition assessment strategy should outline several key considerations, including: • • •

The role of asset condition data in decision-making Guidelines for the collection of asset condition data A schedule for how regularly asset condition data should be collected

Role of Asset Condition Data The goal of collecting asset condition data is to ensure that data is available to inform maintenance and renewal programs required to meet the desired level of service. Accurate and reliable condition data allows municipal staff to determine the remaining service life of assets, and identify the most cost-effective approach to deterioration, whether it involves extending the life of the asset through remedial efforts or determining that replacement is required to avoid asset failure. In addition to the optimization of lifecycle management strategies, asset condition data also impacts the county’s risk management and financial strategies. Assessed condition is a key variable in the determination of an asset’s probability of failure. With a strong understanding of the probability of failure across the entire asset portfolio, the county can develop strategies to mitigate both the probability and consequences of asset failure and service disruption. Furthermore, with conditionbased determinations of future capital expenditures, the county can develop longterm financial strategies with higher accuracy and reliability.

Guidelines for Condition Assessment Whether completed by external consultants or internal staff, condition assessments should be completed in a structured and repeatable fashion, according to consistent and objective assessment criteria. Without proper guidelines for the completion of condition assessments there can be little confidence in the validity of condition data and asset management strategies based on this data. Condition assessments must include a quantitative or qualitative assessment of the current condition of the asset, collected according to specified condition rating criteria, in a format that can be used for asset management decision-making. As a result, it is important that staff adequately define the condition rating criteria that 66 | P a g e

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Appendix F: Condition Assessment Guidelines

should be used and the assets that require a discrete condition rating. When engaging with external consultants to complete condition assessments, it is critical that these details are communicated as part of the contractual terms of the project. There are many options available to the county to complete condition assessments. In some cases, external consultants may need to be engaged to complete detailed technical assessments of infrastructure. In other cases, internal staff may have sufficient expertise or training to complete condition assessments.

Developing a Condition Assessment Schedule Condition assessments and general data collection can be both time-consuming and resource intensive. It is not necessarily an effective strategy to collect assessed condition data across the entire asset inventory. Instead, the county should prioritize the collection of assessed condition data based on the anticipated value of this data in decision-making. The International Infrastructure Management Manual (IIMM) identifies four key criteria to consider when making this determination: • • • •

Relevance: every data item must have a direct influence on the output that is required Appropriateness: the volume of data and the frequency of updating should align with the stage in the assets life and the service being provided Reliability: the data should be sufficiently accurate, have sufficient spatial coverage and be appropriately complete and current Affordability: the data should be affordable to collect and maintain

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Report 2024-092 Recommend Report to Council To:

Warden and Council of the County of Frontenac

From:

Kevin Farrell, Chief Administrative Officer

Prepared by:

Alex Lemieux, Director of Corporate Services/Treasurer

Date of meeting:

September 18, 2024

Re:

Corporate Services – Long Range Financial Plan

Recommendation Be It Resolved That the Council of the County of Frontenac receive the Corporate Services – Long Range Financial Plan report; And Further That the Council of the County of Frontenac direct staff to build the recommended increases to capital reserve contributions for consideration during the 2025 budget. And Finally That the Council of the County of Frontenac direct staff to build the recommended increases to capital reserve contributions for consideration during the 2026-2034 budget years. Background At the September 3, 2014, Committee of the Whole, staff provided an overview of the topic of Capital Asset Planning. In particular, building upon the report presented by the Public Sector Digest (PSD) to Council on April 16, 2014, which resulted in the following motion: RESOLVED THAT Council of the County of Frontenac accept the Corporate Services – Capital Asset Management Plan report; AND FURTHER direct that the Asset Management Plan (AMP) as attached, be updated annually or as required in accordance with changes to best management

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practices, technology, financial constraints and the outcome of asset condition assessments. At the September 17, 2014, Council Meeting, staff provided Council with an update on the asset management plan, the funding deficit to maintain such assets, and three options for consideration to close the funding deficit, summarized as follows: •

•

Option One: Public Sector Digest recommendation o 1% dedicated levy increase for capital assets o No borrowing o No change/shift in assessment from City to County Option Two: Reasonable Borrowing o .65% dedicated levy increase for capital assets o 50% borrowing on building and land improvements o Total anticipated debt = $3.268M or a 2.47% Levy Increase o Change/shift in assessment from 79.11% to 77.0% over a ten-year period Option Three: No Borrowing o 1.26% dedicated levy increase for capital assets o No borrowing for any capital asset category o No debt or deficit financing required o Change/shift in assessment from 79.11% to 77.0% over a ten-year period

Council selected Option 2, a 0.65% dedicated levy increase, which was later extended to a 10-year commitment through the adoption of the budget policy in 2015. Additionally, jointly held reserves with the City of Kingston have increased annually in line with inflation, which has resulted in a greater than 0.65% levy increase going to capital reserves each year. As with any service level, the capital levy increase has to be adopted at Council through the budget process. The 0.65% dedicated levy has been adopted for the last 10 years from 2015 through 2024. Comment County Council received the updated asset management plan in Report-2024-098, which identified the funding gap to maintain the current level of service with our capital assets to be $2,961,000. This means contributions to maintain and replace the capital assets we currently own were $1.626 million for 2023 and should have been $4.587 million to fully fund future costs. Unfortunately, when comparing the funding deficit of $947,000 in 2014, the gap has widened by $2,014,000. Looking back at the report and analysis from 2014, three key points help explain the widening of the gap. •

Inflation: Inflation on all capital items, particularly vehicles and buildings, has outpaced the 2% estimate. For illustration purposes, Fairmount Home was anticipated as a $22,000,000 build in 2014, while being forecasted as an $85,000,000 in 2024. The administration building which was forecasted as a $2,000,000 project in 2014 ended up being over $5.6 million in 2023.

•

Added Assets: A significant portion of K&P Trail construction has occurred, as well as acquisition of bridges on the trail. The new construction of a Paramedic

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Page 2 of 5

Base, as well as the vehicles and equipment required to keep up with the service demands from the last 10 years were not factored into the increase from 2014. •

Lowest option selected: As indicated above, Council in 2014 selected the lowest cost option which did not fully fund the gap with Option 2. Option 1 would have narrowed the annual funding gap by $354,586 and would have increased the reserve balance holding all transfers out equal by $1,830,259, while Option 3 would have narrowed the annual funding gap by $617,994 and have increased the reserve balance holding all transfers out equal by $3,189,879.

Of note: Opting for the lowest increase enlarged the funding gap in 2024, and also resulted in cost deferral as opposed to cost avoidance. To illustrate the difference between Options 2 and 3 above, the County borrowed $3,000,000 to fund the renovation of its Administration building in 2024. The annual increases to the levy would have been $53,000 to $75,000 higher each year in option 3 but would have avoided an annual debenture payments for the next 20 years which will be $226,396. Looking Ahead Within the Asset Management Plan report received on September 18, 2024, Public Sector Digest made the following financial recommendations to close the funding gap of $2.961 million: •

Implementing a 1.6% annual tax increase over a 15-year phase-in period and allocating the full increase in revenue towards capital funding

•

Increasing existing and future infrastructure budgets by the applicable inflation index on an annual basis in addition to the deficit phase-in

It is important to note that the 1.6% does not include any provisions for additional assets and used 2024 costs which have not been indexed to inflation for future replacement. As such, the 1.6% figure is unlikely to fully close the funding gap by 2039 but is a reasonable starting point to narrow the gap. Additionally, consideration has to be given to the mix of assets held by the County, and the reserves from which each asset class is funded. The County has five reserves dedicated to Capital Replacement. Three of which are held by the County but contributed to jointly by the County of Frontenac and the City of Kingston based on the agreed upon percentages for which each service is funded. The reserves are: •

Frontenac Paramedic Vehicle Replacement (Joint) – Used for vehicle replacement for Frontenac Paramedics.

•

Frontenac Paramedic Equipment Replacement (Joint) – Used for equipment replacement for Frontenac Paramedics.

•

Fairmount Home Capital Replacement (Joint) – Used for building improvements and equipment at Fairmount Home.

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Page 3 of 5

•

Fairmount Home Capital Replacement (County-only) – Reserve to be retired based on decision during 2023 budget. Amounts in Capital Reserve used to fund County portion of contribution to Fairmount Joint Reserve until County-only reserve is depleted, after which contributions to come from dedicated levy.

•

County of Frontenac Capital Replacement (County-only) – Used for County vehicles, equipment, K&P Trail, bridges, buildings and land improvements. Also eligible to fund County portion of shared building (i.e. Fairmount Home, Paramedics) costs upon replacement. The annual dedicated levy for capital replacement have gone into this reserve.

Based on the projected replacement costs and timelines for capital replacement, it is recommended that an increase in the joint equipment and vehicle reserves is prioritized before putting forward sustained annual increases of 1.6% into the dedicated capital reserve, where the majority of projects have a longer time horizon. Financial Implications The amounts below have been developed using annual percentage increases to the joint reserves, and a dedicated levy percentage for the County-only Capital Replacement Reserve. The figures below represent only the County contribution to the reserves; any joint reserves would need to be matched by the City of Kingston based on the applicable percentage. Adjusting for inflationary increases to existing infrastructure budgets, the combination of the increases for all reserves are approximately 1.75% to 1.80% on the levy for all years. Staff are recommending that the following phase-ins be approved for the development of the following upcoming budgets. These amounts will not be levied for until they are confirmed in the adoption of each annual budget. 2025 Recommendations

Increase Contribution to Joint Reserve by 20% for Joint Fairmount
Increase Contribution to Joint Reserves by 25% for Joint Frontenac Paramedics
Dedicate 1.0% of 2024 Levy to Capital, County-Only Total Levy Increase

50,294 50,840 128,384 229,518

2026 Recommendations

Increase Contribution to Joint Reserve by 5% to Joint Fairmount
Increase Contribution to Joint Reserves by 3% for Joint Frontenac Paramedics
Dedicate 1.6% of 2025 Levy to Capital, Transfer to Joint Fairmount Total Levy Increase (2026 Est.)

15,088 9,151

213,630 237,870

2027 – 2034 Recommendations

Increase Contribution to Joint Reserve by 3% for Joint Frontenac Paramedics
Increase Contribution to Joint Reserves by 3% for Joint Fairmount Recommend Report Corporate Services – 2024 Long Range Financial Plan September 18, 2024

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9,426 9,506

Page 4 of 5

3. Dedicate 1.6% of 2025 Levy to Capital, County-Only Total Levy Increase (2027 Est.)

222,175 241,107

Sustainability Implications Developing a plan for the timely replacement of capital assets is a critical step in the County’s Long Range Financial Plan. Sustainable, predictable and timely funding of capital assets, combined with a reasonable funding policy will assist future generations by spreading the tax burden and ensuring that vital community assets are maintained and replaced as needed to maintain service delivery. Organizations, Departments and Individuals Consulted and/or Affected Senior Leadership Team Kathie Shaw, Senior Financial Analyst

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Report 2024-089 Council Recommend Report To:

Warden and Council

From:

Kevin Farrell, Chief Administrative Officer

Prepared by:

Jannette Amini, Manager of Legislative Services/Clerk Brieanna McEathron, Executive Assistant/Deputy Clerk

Date of meeting:

September 18, 2024

Re:

Corporate Services – County of Frontenac Information Management Assessment Findings and Recommendations

Recommendation This Report is for information purposes only. Background As part of the 2024 budget, County Council authorized staff to retain a consultant to carry out a Current State Assessment (CSA) of the County’s records to help understand: •

Gaps and weaknesses in our current system and how we currently file records

•

Gain knowledge around the different types of information management systems and how they might assist the County, to ensure the system we chose meets our needs.

The CSA included: •

A review of our by-law, policies, and naming conventions

•

How we manage items electronically

•

Group interviews and surveys with County staff.

The proposed CSA addresses the rapid growth in digital information resulting from a shift from paper to electronic records as the County begins the implementation of an Electronic Document Records Management System (EDRMS).

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An EDRMS will help the County: •

move from paper to digital records management.

•

manage email more effectively as corporate records.

•

reduce or eliminate use of shared and network drives.

•

provide robust back-end records management functionality to support collaborative work systems.

Comment Information Professionals was retained to conduct a comprehensive assessment of the County’s electronic records and information management program along with the associated technologies. The primary objectives of the review were to benchmark the County’s practices against established municipal best practices, present actionable recommendations to bridge any identified gaps, and facilitate the County’s transition towards automated information management. It found that the County of Frontenac produces significant volumes of information to facilitate service delivery to its community members and ensure accountability and transparency in its actions. Given that these information resources are vital to the success of every initiative, structured planning and management are essential for effectively delivering programs and services to the community. The County’s Information Management (IM) Program was reviewed and analyzed, including its by-laws, policies, and systems of record such as network drives, OneDrive, Teams, Outlook, and other applications and services. Additionally, over forty online surveys and ten interviews were conducted with County departments, focusing on their current information management practices, technologies used, and challenges faced in their respective areas of specialization. The assessment’s key findings are as follows: gaps exist between the County’s information management practices and the essential elements necessary for effective management of digital information from creation to disposition. The information management survey, a crucial part of the assessment, found that just over half of staff are aware of Records and Information Management policies, procedures, and guidelines (figure 1). It also highlighted that searching for and retrieving documents, as well as identifying the most recent version, pose the biggest challenges in information management. These challenges, as confirmed by interviews with staff, often led to duplicated efforts, decision-making delays, and redundant copies of information for sharing. The analysis conducted by the InfoPros identified meaningful gaps between the County’s current Records and Information Management Program and practices and the essential elements required for a successful EDRMS implementation. As such, the Information Professionals recommends that the County revise its Information Management Program to ensure that its information management practices are compliant with current legislation. Moreover, the InfoPros recommends the

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implementation of M365 and SharePoint online to improve the way that information is organized, shared, secured, and managed. The report contained four (4) key recommendations, which defines phases that are based on industry best practices and InfoPros 25+ years experience in supporting municipalities management of records in physical and electronic formats. Recommendations

Information Management Training The InfoPros have been retained to deliver one full day in-person training session for staff later in September. For those staff not able to attend, virtual sessions will be organized later in the year. This training will cover TOMRMS, Email Management, Microsoft Teams, and OneDrive. In addition, the virtual sessions will be recorded and used for future training of new staff, refresher training, and for those who were unable to attend the initial training.
Records Retention Policies and Schedules Policy development and updates will form part of the Legislative Services 2025 Workplan.
Dedicated Records Management Personnel Staff are in the process of implementing a records management team with representation from each department. There are no plans at this time to ask Council for additional staff.
Leverage Microsoft 365’s SharePoint Online As noted in the CSA, limited revenues combined with increasing mandates necessitate the need for even greater fiscal responsibility. As a result, the County intends to leverage its existing investments in Microsoft 365 (M365) and implement an EDRM solution that uses native M365 functionality to address the County’s Document and Records Management requirements before considering the purchase of additional software. SharePoint Online offers: • • • • • •

Document Management Records Management Reporting capabilities Workflows Security Data Sovereignty and Storage

The County will need to invest a very nominal cost to upgrade certain users from a standard business license to an E5 license to access these functions. Council will see a project proposal next month during budget deliberations. Although the County already has an existing investment in M365, it will require contracting out a firm to build and design a SharePoint Architecture including:

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• • • • • • • • •

Project Management Current state review of Information Technology (Microsoft 365) Solution Documentation (Information Architecture, Solution Design) EDRMS Configuration and testing Content-Cleanup and Content Reorganization workshops Migrate up to 900,000 documents, as per information provided System Administrator Training and Training Materials Business User Training and Training Materials Records Manager Training and Training Materials

Strategic Priorities Implications Priority 4 • •

Maximize Administrative Leadership within the County Administration.

Ensure efficient and responsible financial management of County resources. Ensure transparency and accountability of the governance of the County of Frontenac (Council and its Committees).

Financial Implications There are no financial implications associated with this report. However, as noted above, Council will see a project proposal for consideration during budget deliberations. Organizations, Departments and Individuals Consulted and/or Affected Nina Carter, President, The Information Professionals Brieanna McEathron, Executive Assistant/Deputy Clerk David Millard, Manager of FMIS Alex Lemieux, Director of Corporate Services/Treasurer

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Report 2024-093 Information Report to Council To:

Warden and Council of the County of Frontenac

From:

Kevin Farrell, Chief Administrative Officer

Prepared by:

Jannette Amini, Manager of Legislative Services/Clerk

Date of meeting:

September 18, 2024

Re:

Corporate Services – Rural and Southern Frontenac Community Services Q2-2024 Transportation Report

Recommendation This report is for information purposes only. Background In 2010, the County of Frontenac provided $80,000 to Frontenac Transportation Services (FTS) to support drives totaling over 500,000 kms. In 2011, FTS sought County of Frontenac support in the amount of $86,000. In 2014, this was increased by an additional $10,000 to $96,000 to support senior transportation services in the County. The grant was in support of the prior Council’s strategic priority namely: “Addressing the existing gap in Seniors Affordable Housing stock by leveraging and/or funding the construction of a project in each of the four Frontenac townships – to be accomplished by the end of the 2015-18 term of Council.” In prior years, the entire grant was provided to Frontenac Transportation Services (FTS) who in turn supported transportation services provided by Southern Frontenac Community Services (SFCS); however, in 2019, the grant was split between the two organizations, with both services now reporting to Council. It was identified that given this grant was and continues to be supported annually by County Council, there was a need to standardize reporting for Council to be able to evaluate performance against stated objectives. As a result, at its regular meeting held October 16, 2019, Council passed the following resolution, being Recommend Reports from the Chief Administrative Officer, clause f):

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2019-121 Office of the Chief Administrative Officer Transportation Services – Reporting Document

Motion #: 179-19

Moved By: Seconded By:

Councillor Martin Councillor Higgs

Be It Resolved That the Council of the County of Frontenac receive for information the Office of the Chief Administrative Officer – Transportation Services – Reporting Document report; And Further That County Council approve the Transportation Reporting Document, to be used by Southern Frontenac Community Services and Rural Frontenac Community Services when submitting quarterly reports on the use of the County grant funding in support of their respective Transportation Services. Carried The standard reporting form compiled quarterly by each agency is to be submitted within 15 days of the end of each quarter. Comments The purpose of this report is to provide County Council with the Q2-2024 reports of Rural and Southern Frontenac Community Services, which are attached to this report as Appendices A and B respectively. These reports were provided to Council previously through its weekly distribution package, however a quarterly report to Council provides better transparency and accountability on how County funds are being utilized. Strategic Priorities Implications Priority 1 1.2

Develop strategies to improve regional transportation connectivity and accessibility.

Priority 4 4.1 4.2

Develop a Regional Approach to Overcome Infrastructure Issues and Maximize Infrastructure Development Opportunities

Maximize Administrative Leadership within the County Administration

Ensure efficient and responsible financial management of County resources. Ensure transparency and accountability of the governance of the County of Frontenac.

Financial Implications There are no financial implications associated with this report. Organizations, Departments and Individuals Consulted and/or Affected Nicki Gowdy, Rural Frontenac Community Services Heather Rogers, Southern Frontenac Community Services Alex Lemieux, Director of Corporate Services/Treasurer Information Report to Council Corporate Services – Rural and Southern Frontenac Community Services Q2-2024 Transportation Report September 18, 2024 Page 2 of 2

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Rural Frontenac Community Services Transportation Reporting - 2024

16/Sep/24

DATA Reporting CFCS Funding County Funding (Annual) Row

Base Informtation

of Drives

of KMs Driven

of Clients Driven

of New Clients

of Seniors Driven

6 Total # Subsidized 7 % Subsidized 9 Total Fees Charged for Rides 10 $ Paid to Drivers 11

of Drivers

12 # of New Drivers 13 14 15 16 17 18 19 20 21 22 23 24

Reason for ride Appointments non medical Employment Groups/Programs/Classes Hospital appointments/treatments Medical Appointment Miscellaneous School/Daycare Shopping/Errands Social Visits/Events Deliveries of food/pharmacy/other Delivery of Meals On Wheels Check

Row

26 27 28 29 30 31 32

33 34 35 36 37

48,000

Expense Summary Salaries, Wages & Benefits (SWB) Mileage Paid to Volunteers Drivers Allocation of Overhead Advertising Bad Debt Volunteer Recognition Expenditure Total

2,210 132,682 118 18.0% 45 45 100% 77,017 63,986 26 2

2,316 144,926 114 11.0% 45 45 100% 84,160 69,629 26 1

10 0 234 390 1,014 0 0 152 32 88 290 2,210

8 0 230 366 1,094 0 0 164 46 116 292 2,316

18 0 464 756 2,108 0 0 316 78 204 582 4,526

Good

Total

12,000 50,213 21,686 2,873 8,233

12,000

84,990

95,005

12,000

48,000 91,177 42,814 5,649 16,355 0 203,995 0

13,899 56,937 7,928 726 2,113

19,313 60,732 6,100 523

81,603

692 87,360

Input Cells

Q1 Revenue Summary County of Frontenac Grant 12,000 Client Fees Collected for Rides 40,964 Min of Health transportation funding for seniors 21,128 Ride Subsidies 2,776 Meals on Wheels Deliveries 8,122 Revenue Total

Indicates ->

Total 4,526 277,608

0 100%

All Drives Provided by the Agency All Drives Provided by the Agency

2 161,177 133,615

Comment

33,212 117,669 14,028 1,249 2,113 692 168,963

based on billing system

Good if Row 1 - Row = 0, Otherwise ERR

Comment County funding was not received by June 30 ODSP caught up on past due accounts

based on accounting system revenue received

based on pay periods which doesn’t aline to month end

Net ( Cost ) or Profit $3,387 $7,645 $12,000 $12,000 $35,032 Transferred to 2023 Attestation: I, Nicki Gowdy FTS Supervisor, hereby attest the above submission is a true representation of Frontenac Transportation Services during the reporting period. I understand the information is subject to audit by the County of Frontenac. April 19 2024 Date

Nicki Gowdy Signature

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16/Sep/24

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13-Sep-24

DATA Reporting CFCS Funding County Funding (Annual) Row

Base Informtation

of Drives

of KMs Driven

of Unique Clients

4 % of Seniors 5

of Unique Seniors

6 Total # Subsidized 7 % Subsidized 8

of KMs Driven/Client

9 $’s/KM Charged to Client 10 $’s/KM Paid to Drivers 11

of Drivers

12 13 Destination Information 14 Hospital 15 GSAC Programs 16 Adult Day Programs 17 Medical 18 Shopping 19 Miscellaneous 20 Meals on Wheels Routes 21 Diners 22 23 24

Total Check

Note: Working Password = Transportation Indicates -> Input Cells

48,000 Q1

1,486 38,805 114 92.0% 105 14 12.3% 340 9,378 16,838 47

1,469 53,743 119 90.0% 107 18 15.1% 452 8,882 19,824 46

75 62 652 281 123 28 234 31

125 78 536 297 91 69 243 30

1,486

1,469

2,955

Good

0.0% 0

Total

Comment

2,955 92,548 233

All Drives Provided by the Agency All Drives Provided by the Agency Cumulative Total

212 32 13.7% 397 18,260 36,662 93

Row 3 x Row 4

200 140 1,188 578 214 97 477 61

Row 3/Row 6 Row 2/Row 3

Social 70 clients received MOW delivered Diners & SALT

Good if Row 1 - Row 23 = 0, Otherwise ERR

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13-Sep-24

Row

Revenue Summary

25 County of Frontenac Grant 26 Total Fees Collected 27 Subsidy from LHIN 28 Subsidy from 3rd Party 29 County of Frontenac monies not received 30 31 Revenue Total

32 33 34 35 36 37 38 39 40 41

Expense Summary Salaries, Wages & Benefits (SWB) Paid to Volunteers Allocation of Overhead Advertising Bad Debts Written Off Expenditure Total

Net ( Cost ) or Profit

Total

12,000 8,879 23,063 4,365

12,000 8,883 14,998

12,000

48,000 17,762 38,061 4,365 -12,000 0 96,187 0

County Grant/4

Insert Salary Allocated to the Program All Expenses Paid to Volunteers In Accordance with Your Budget Policy

Row 31 - Row 38

-12,000 48,306

23,881

12,000

23,701 21,035 665 156 179.1

14,455 19,611 338

45,736

34,404

38,156 40,646 1,003 156 179 0 80,140

$2,570

$10,523

$12,000

$16,047

Comment

Bingo funds received in July.

Attestation: I, _______________________________________, representing Southern Frontenac Community Services (SFCS), hereby attest the above submission is a true representation of the transportation services provided by SFCS during the reporting period. I understand the information is subject to audit by the County of Frontenac.

Date

Signature

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Southern Frontenac Community Services Transportation Reporting - 2019

13-Sep-24

GRAPHS (To Date)

of Drives

1,490

of Unique Clients

of KMs Driven

60,000

1,486

1,485

50,000

1,480

40,000

1,475

120 119 118 117 116 115 114 113 112 111

53,743 38,805

30,000 1,469

1,470

20,000

1,465

10,000

1,460

0 Q1

340

Destination

452

114

of KMs Driven/Client

500 450 400 350 300 250 200 150 100 50 0

119

Diners Meals on Wheels Routes Miscellaneous Shopping Medical Adult Day Programs GSAC Programs Hospital

61 477 97 214 578 1,188 140 200 0

200

400

600

800

1,000

1,200

1,400

Report 2024-094 Information Report to Council To:

Warden and Council Members of the County of Frontenac

From:

Kevin Farrell, Chief Administrative Officer

Prepared by:

Kevin Farrell, Chief Administrative Officer Brieanna McEathron, Executive Assistant/Deputy Clerk

Date of meeting:

September 18, 2024

Re:

Office of the CAO – Key Performance Indicators (KPIs) and Balanced Scorecard Update

Recommendation This report is for information purposes only. Background County Council embarked on a Service Delivery and Organizational Review in the fall of 2013. At that time, KPMG, the successful consulting firm, recommended undertaking a Lean review of 2 processes. Since then, the County of Frontenac has made a commitment to quality and quality improvement in all its processes. The County has been working towards establishing a culture of continuous improvement across the organization by engaging staff through training and participation in project teams that use Lean Six Sigma methodology. As part of this commitment to quality and quality improvement, County staff have also developed Key Performance Indicators (KPIs) along with a Balanced Scorecard to provide Council with a view of how effectively the organization is achieving its operational goals. This report provides on update on these initiatives. Operational Performance – KPIs and Balanced Scorecard Key Performance Indicators (KPIs) are an important aspect of measuring and demonstrating how an organization is achieving its key objectives. County staff have developed meaningful indicators that align with the goals and objectives of each department. These KPIs are reviewed and compiled each year to provide Council and staff with insights and to track trends over time. The KPIs align with four key perspectives: Customer Focus, Financial Performance, Process Improvement, and

Page 202 2024-094 Office of the CAO166 Key of Performance Indicators (KPIs), and Balanc…

Learning and Growth. This allows us to generate a Balanced Scorecard for the organization as a whole and identify opportunities for improvement. Customer Focus: The County strives to improve customer focus and engagement and aims to provide efficient and effective services. This remains a top priority across the organization. In 2023, we achieved our targets in 13 out of the 25 KPIs. The main factor contributing to the missed Customer Focus targets can be attributed to Paramedic Response Times as described below: •

KPI CTAS 1 CTAS 2 CTAS 3 CTAS 4 CTAS 5 SCA

In both 2022 and 2023 Frontenac Paramedics failed to meet all 6 of the Legislated Response Time targets that have been established for CTAS-1 through CTAS-5 and Sudden Cardiac Arrest (SCA). There are several challenges associated with meeting the established response times (e.g., call volumes, off load delays, resources, etc.) Going forward it will be important to review these targets and address the challenges. Description 8 Min or Less 70% 10 Min or Less 75% 10 Min or Less 75% 10 Min or Less 75% 10 Min or Less 75% 6 Min or Less 48%

Target 68% 75% 75% 75% 75% 48%

2018 70.1% 80.7% 78.6% 76.9% 73.8% 50.0%

2019 73.8% 81.3% 78.5% 76.6% 75.3% 53.1%

2020 69.1% 79.0% 77.0% 75.4% 71.9% 58.7%

2021 70.2% 78.2% 75.4% 74.0% 70.3% 47.2%

2022 66.0% 69.0% 65.0% 61.0% 57.0% 38.0%

2023 51.7% 68.2% 67.0% 63.3% 64.5% 35.9%

Financial Performance: Since 2016, the KPIs related to financial performance have trended steadily upward. This speaks to the long-term financial stability of the organization. In 2023, we achieved our targets in 6 out of 13 KPIs. Return on investment continues to improve and we continue to have success securing grant funding. Reserve Solvency, which compares our reserve contributions to annual depreciation, saw an uptick in 2023 resulting from an increased contribution to reserves which had previously been used to pay down a 20-year debenture for Fairmount Home. KPI Grant Funds Projects Funded Audit Opinion Invest. Yield Sustainability

Description 50,000 / year Grants / Expenses Unqualified Above Target Reserve Solvency

Target 100% 40% Y 0.95% Annual

2018 358% 38.7% Y 1.76% 86.75%

2019 255% 68% Y 1.86% 84.05%

2020 557% 67% Y 1.84% 86.10%

2021 246% 67% Y 2.06% 89.07%

2022 192% 79% Y 2.41% 96.73%

2023 292% 33% Y 4.06% 166.6%

The main factor contributing to the missed Financial Performance targets can be attributed to attendance management as described below: •

Attendance management continues to be a financial challenge and a focus for improvement. Although a number of positive results have been realized through active management, staff fatigue and recruitment challenges continue to have a significant impact on front line operations. Chronic illnesses and temporary disability illnesses/injuries also contribute to these numbers. Although we did not meet the 80% target across all segments in 2023, it should be noted that there

Information Report Office of the CAO – KPIs and Balanced Scorecard Update September 18, 2024

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are noticeable improvements compared to 2022. We hope to see this trend towards the set target and will continue to track and monitor. KPI Attendance Attendance Attendance Attendance Attendance Attendance Attendance Attendance

Description FMT - Nursing < 10 FMT - Non-Nursing < 7 FMT - Non-Union < 7 FP - Union < 12 FP - Non-Union < 7 CORP - Union < 7 CORP - Non-Union < 7 MS - < 7 Days Absent

Target 80% 80% 80% 80% 80% 80% 80% 80%

2018 57.9% 66.7% 100.0% 60.5% 68.8% 72.7% 88.2% 44.4%

2019 57.3% 62.5% 83.3% 53.0% 64.7% 83.3% 75.0% 53.3%

2020 47.9% 64.9% 75.0% 56.8% 62.5% 83.3% 90.0% 72.7%

2021 50.0% 63.9% 83.3% 48.8% 76.2% 93.8% 90.5% 44.4%

2022 36.9% 37.1% 85.7% 35.8% 56.5% 76.9% 91.3% 40.0%

2023 48.2% 61.1 100% 64.9% 75.0% 78.6% 100% 55.6%

Diff. +11.3% +24.0% +14.3% +29.1% +18.5% +1.7% +8.7% +15.6%

Process Improvement: Process improvement remains an important function of our efforts to engage staff as we work towards changing the narrative from “we’ve always done it that way” to “how can we do it better?” In 2023, we achieved our targets in 15 out of the 22 KPIs and the overall trend remains stable. Although still not meeting the established target, there was a slight improvement in Unit Hour Utilization (UHU) from 2022. Ferry service uptime, along with planning staff capacity are some key targets that were not achieved in 2023. KPI Unit Hour Utilization (UHU) Ferry Service Uptime Planning Staff Capacity Filling Vacancies

Description <= target % uptime 50% strategic <= 35 days

Target 0.35 98% 50% 35

2018 0.36 98% 18% 22

2019 0.38 99% 27% 22

2020 0.42 99% 8.2% 29

2021 0.47 97% 9.7% 25.5

2022 0.56 96% 12% 42.4

2023 0.47 94% 13% 26

Learning and Growth: We continue to grow as an organization and invest in staff training and opportunities. This has helped us to attract top talent and develop both technical and leadership skills. As a result, our Learning and Growth KPIs have remained strong. In 2023, we achieved our targets in all 12 out of the 12 KPIs. The upward trend over a several year period, speaks to the strength and adaptability of staff. The graph below shows the overall trends by category from 2016 to 2023:

Information Report Office of the CAO – KPIs and Balanced Scorecard Update September 18, 2024

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Overall, in 2023, we achieved 46 out of 72 measurable KPI targets:

Sustainability Implications Key Performance Indicators (KPIs) allow us to track our progress over time and identify opportunities to improve our processes. Combined with our Lean efforts this helps staff implement innovative solutions that allow us to provide more effective and sustainable services. Financial Implications There are no financial implications associated with this report. Organizations, Departments, and Individuals Consulted and/or Affected Corporate Services Planning and Economic Development Fairmount Home Frontenac Paramedics Marine Services

Information Report Office of the CAO – KPIs and Balanced Scorecard Update September 18, 2024

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Page 202 2024-094 Office of the CAO170 Key of Performance Indicators (KPIs), and Balanc…

Appendix A: Balanced Scorecard (2023)

Report 2024-095 Council Information Report To:

Warden and Council

From:

Kevin Farrell, Chief Administrative Officer

Prepared by:

Alex Lemieux, Director of Corporate Services/Treasurer

Date of meeting:

September 18, 2024

Re:

Corporate Services – 2024 Second Quarter Financial Summary and Outlook

Recommendation This report is for information purposes only. Background The County of Frontenac financial summary for the second quarter of 2024 is attached. Comment Most variances to budget are primarily related to timing differences through the first six months. Most of the commentary below will relate to when a trend has been identified that may impact the remainder of the year’s financial performance relative to budget. Further discussion on the variances to budget can be found below: Revenue The Year-to-Date operating revenue for the first quarter has exceeded budget totals by $506,321. •

User Charges: Revenue from Fairmount residents is $83,858 below what was budgeted through the first quarter of the year. Through programs that were initiated in response to COVID-19, some residents have private accommodations while paying basic rates, which will be topped-up by the Ministry at a later date. However, based on projections, it is likely that resident revenue will be less than what was budgeted for in 2024 based on the mix of rooms allocated and rate reductions in excess of what was expected.

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•

Fairmount Home has additional funding from a number of new funding envelopes from the Ministry. Fairmount was successful with two grant application with the first from the Local Priorities Fund in the amounts of $75,860 and $300 and the second grant from the Equipment and Training Fund in the amount of $36,673. In addition, Fairmount received $2,543 per bed in “One-Time Funding” to relieve financial pressures and address key priorities. The revenue received is unlikely to have any impact on the operating surplus of the County, as the revenue will either offset 2024 projects that were anticipated to be drawn from reserves or may assist in bringing a project forward a year. Frontenac Paramedics revenue for the Land Ambulance Service Grant for the province is $307,272 underbudget through June. Ministry funding runs from January to December, and the funding announcements typically occur midway through the year. Assuming the Province does not deviate from funding 50% of the eligible operating costs from the previous year’s budget, Ministry revenue should be in line with what was budgeted. Frontenac Paramedics have also received $130,530 in 2024 due to cost recoveries for the Street Health Clinic. Frontenac Paramedics have contracts to provide staffing for this facility and the revenue received covers the expenses incurred to run this program. Investment Income is $69,145 ahead of what was budgeted year-to-date through June. The revenue for 2024 was front-loaded for the year in the budget based on interest rate projections decreasing throughout 2024. While it is difficult to predict exactly where interest rates and returns will go for the remainder of the year, investment income will exceed the amount budgeted. Community Paramedicine has received $500,000 year-to-date to run the LTC program. The revenue will be reconciled versus the expenses incurred to run the program and based on the expenses through June. Historically, the revenue received has exceeded the expenses required to run the program, so it is likely some of that funding will need to be returned. Fairmount Home continued to receive payments from the Ministry of Long-Term Care with respect to the development of its addition in 2003 which was fully paid off as of December 2022. There was a timing offset when the County began making debenture payments in 2003, and when the Ministry began paying its share once occupancy was achieved in 2004. In 2024, Fairmount Home will be receiving $118,995 which was not budgeted for. These recoveries will be cost shared in line with the agreement to operate Fairmount Home with the City of Kingston.

Expenses County expenses for 2024 are $568,567 under budget through the first six months of the year. Most of the amount under budget relates to salaries and benefits and can be attributed to timing differences and continued use of agency staff at Fairmount, with further context below.

Information Report to Council Corporate Services - Finance - 2024 Second Quarter Financial Summary and Outlook September 18, 2024

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Salaries and Benefits •

•

Regular Earnings, which measures the wages worked and paid at regular time, are under budget by $819,085. The difference is primarily absence driven and offset by other expense lines overbudget such as Overtime, which is overbudget by $533,426. Fairmount wage costs are under budget, as staffing shortages are pushing budgeted hours from Salaries and Benefits to Contracted Services. Costs for agency staffing do not show up in Salaries and Benefits, as they are included within the Contracted Services category and are $554,191 through June. Frontenac Paramedics have seen WSIB-related salary costs of $535,788 through the first half of the year. These costs will be offset through a reserve transfer at year end. Other factors increasing salaries and benefits are the timing differences on Training (+$62,287) and additional overtime incurred (+$89,409). The County of Frontenac has also undergone an actuarial valuation of its liability with regards to its WSIB benefits. There was a slight improvement based on experience with regards to Administration and Marine Services, but a significant increase in liabilities with regards to Paramedic Services. The adjustments to these liabilities are non-cash items but will need to be recorded in the 2024 financial statements, and will reduce any operating surplus which may occur.

Materials •

Materials are largely tracking on budget from a unit and cost perspective. Differences in relation to budget can be mostly attributed to timing differences.

Contracted Services •

• •

Fairmount Home incurred $554,191 in agency labour costs through the first six months of the year. The ongoing agency costs are needed to cover staffing shortages and to provide increased care as the County progresses towards the Ministry’s mandate of an average of four hours of care per resident per day. Insurance costs at $32,938 under budget for 2024. The budgeted annual increase was set at 15% based on recent increases, as well as industry trends. The annual increase for the County for 2024 compared to 2023 was 11.4%. The remainder of the variance is attributable to timing differences. Pricing and usage of contracted services are largely tracking towards budget.

Net Capital Expense • •

Capital purchases are incurring at the rate anticipated through the six months of 2024. Looking forward, two projects budgeted for completion in 2023 will have expenses incurred in 2024 for completion. Both the Admin Building Redevelopment project, and the Paramedic Base at Battersea Road will have expenses in 2024. The Paramedic Base will be funded by a combination of revenue from the City of Kingston and reserve transfer from the County of Frontenac. The reserve transfer for the first 50% of the Admin Building was taken in 2023; the remainder will be funded through the $3,000,000 debenture that was issued on February 1, 2024, to fund a portion of the 2023 construction, and the construction to occur in 2024.

Information Report to Council Corporate Services - Finance - 2024 Second Quarter Financial Summary and Outlook September 18, 2024

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Strategic Plan Implications The mission of Frontenac County is to ensure “the effective, efficient and sustainable delivery of services to citizens”. By publishing the quarterly financial report, the County ensures that Council and the public are aware of the costs incurred by the County in relation to the budget throughout the year. This ensures that the County is accountable to the ratepayer for its revenues and expenditures for the services it provides. Organizations, Departments and Individuals Consulted and/or Affected Senior Leadership Team Phil Piasetzki, Deputy Treasurer Kathie Shaw, Senior Financial Analyst

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2024

June

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 Us er Cha rges Pa yments i n Li eu of Ta xes Federa l a nd Provi nci a l

61,000 3,981,235

2,005,874

1,890,795

(115,079)

47.49%

42,839 24,206,164

11,787,439

12,221,836

434,397

50.49%

Provi nci a l Offences Net Revenue

68,372

17,567

32,288

14,721

47.22%

Inves tment Income

600,000

463,441

532,586

69,145

88.76%

1,064,190

519,372

504,572

(14,800)

47.41%

Other Tra ns fers from Obl i ga tory Res erve

892,851

54,192

6.07%

Tra ns fers from Res erve

627,477

64,355

10.26%

Total Operating Revenue

31,544,128

14,793,693

15,300,624

506,931

(48.51%)

Sa l a ri es & Benefi ts

41,094,136

20,798,464

21,510,413

711,949

52.34%

Ma teri a l s

4,465,370

2,084,968

1,677,682

-407,286

37.57%

Contra cted Servi ces

9,202,286

4,594,720

4,988,395

393,675

54.21%

Rents & Fi na nci ng

218,395

99,177

102,715

3,538

47.03%

Externa l Tra ns fers

1,034,712

32,598 300

300

#DIV/0!

Depreci a ti on

2,056,311

1,028,154

935,112

-93,042

45.48%

Res erve Tra ns fers

3,484,970

21,366

13,417

-7,949

Opera ti ng Expens e

-32,598

Other

Four Hours of Ca re Una pproved Projects Total Operating Expense

0.38% #DIV/0! #DIV/0!

61,556,180

28,659,447

29,228,034

568,587

47.48%

Net Muni ci pa l Contri buti on

30,012,052

13,865,754

13,927,410

61,656

46.41%

LESS: Depreci a ti on

(2,056,311)

(1,028,154)

(935,112)

93,042

(45.48%)

Net Muni ci pa l Contri buti on LESS Depreci a ti on

27,955,741

12,837,600

12,992,298

154,698

46.47%

Ci ty of Ki ngs ton

-15,409,626

-7,704,810

-7,705,814

-1,004

50.01%

County Contribution - Operating

12,546,115

5,132,790

5,286,484

153,694

42.14%

Ca pi ta l Revenue

2,433,236

45,500

73,558

28,058

3.02%

Ca pi ta l Expens e

2,433,236

1,067,135

1,074,005

6,870

44.14%

1,021,635

1,000,447

-21,188

#DIV/0!

1,021,635

1,000,447

-21,188

#DIV/0!

282,241

-55,203

-337,444

19.56%

12,828,356

6,436,666

6,231,728

-204,938

48.58%

Net Ca pi ta l Expens e Ci ty of Ki ngs ton - Ca pi ta l

#DIV/0!

County Contribution - Capital County Contri buti on - Debenture Total Requisition

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2024

June

YTD

Tota l Annua l

Budget

YTD Budget

YTD Actua l

Va ri a nce

Spent

Opera ti ng Revenue Us er Cha rges

3,506,776

1,753,380

1,669,420

(83,960)

47.61%

Federa l a nd Provi nci a l

9,810,670

4,911,084

5,773,731

862,647

58.85%

Other

118,567

60,247

47,496

(12,751)

40.06%

Tra ns fers from Res erve

25,000

Total Operating Revenue

13,461,013

6,724,711

7,490,647

765,936

(55.65%)

Sa l a ri es & Benefi ts

15,281,588

7,657,217

7,185,469

-471,748

47.02%

Ma teri a l s

1,458,599

704,827

615,487

-89,340

42.20%

Contra cted Servi ces

1,587,102

767,692

1,273,453

505,761

80.24%

Rents & Fi na nci ng

3,401

1,611

643

-968

18.91%

Depreci a ti on

627,745

313,872

349,668

35,796

55.70%

Res erve Tra ns fers

834,681

Opera ti ng Expens e

Four Hours of Ca re

#DIV/0!

Una pproved Projects

#DIV/0!

Total Operating Expense

19,793,116

9,445,219

9,424,720

-20,499

47.62%

Net Muni ci pa l Contri buti on

6,332,103

2,720,508

1,934,073

-786,435

30.54%

LESS: Depreci a ti on

(627,745)

(313,872)

(349,668)

(35,796)

(55.70%)

Net Muni ci pa l Contri buti on LESS Depreci a ti on

5,704,358

2,406,636

1,584,405

-822,231

27.78%

Ci ty of Ki ngs ton

-3,876,963

-1,938,480

-1,939,482

-1,002

50.03%

County Contribution - Operating

1,827,395

468,156

-355,077

-823,233

19.43%

Ca pi ta l Revenue

641,304

73,557

11.47%

Ca pi ta l Expens e

641,304

208,356

140,136

-68,220

21.85%

208,356

66,579

-141,777

#DIV/0!

208,356

66,579

-141,777

#DIV/0!

-99,330

#DIV/0!

-387,828

-1,064,340

21.22%

Net Ca pi ta l Expens e Ci ty of Ki ngs ton - Ca pi ta l

#DIV/0!

County Contribution - Capital County Contri buti on - Debenture Total Requisition

1,827,395

676,512

Information Report to Council Corporate Services - Finance - 2024 Second Quarter Financial Summary and Outlook September 18, 2024

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2024

June

YTD

Tota l Annua l

Budget

YTD Budget

YTD Actua l

Va ri a nce

Spent

Opera ti ng Revenue Us er Cha rges

56,560

#DIV/0!

5,388,612

(98,296)

48.59%

Other

2,356

#DIV/0!

Tra ns fers from Res erve

1,721

#DIV/0!

Federa l a nd Provi nci a l

Total Operating Revenue

11,090,743

5,486,908

11,090,743

5,486,908

5,449,249

(37,659)

(49.13%)

Sa l a ri es & Benefi ts

20,675,800

10,569,917

11,222,276

652,359

54.28%

Ma teri a l s

1,436,851

779,859

738,012

-41,847

51.36%

Contra cted Servi ces

2,155,557

1,140,710

1,070,315

-70,395

49.65%

Rents & Fi na nci ng

214,273

97,205

97,514

309

45.51%

Depreci a ti on

913,312

456,654

358,797

-97,857

39.29%

Opera ti ng Expens e

Res erve Tra ns fers

1,068,012

Una pproved Projects

#DIV/0!

Total Operating Expense

26,463,805

13,044,345

13,486,914

442,569

50.96%

Net Muni ci pa l Contri buti on

15,373,062

7,557,437

8,037,665

480,228

52.28%

LESS: Depreci a ti on

(913,312)

(456,654)

(358,797)

97,857

(39.29%)

Net Muni ci pa l Contri buti on LESS Depreci a ti on

14,459,750

7,100,783

7,678,868

578,085

53.11%

Ci ty of Ki ngs ton

-11,532,663

-5,766,330

-5,766,332

-2

50.00%

County Contribution - Operating

2,927,087

1,334,453

1,912,536

578,083

65.34%

Ca pi ta l Revenue

1,057,432

Ca pi ta l Expens e

1,057,432

763,279

647,251

-116,028

61.21%

763,279

647,251

-116,028

#DIV/0!

763,279

647,251

-116,028

Net Ca pi ta l Expens e Ci ty of Ki ngs ton - Ca pi ta l

#DIV/0!

County Contribution - Capital County Contri buti on - Debenture Total Requisition

#DIV/0! #DIV/0!

2,927,087

2,097,732

2,559,787

Information Report to Council Corporate Services - Finance - 2024 Second Quarter Financial Summary and Outlook September 18, 2024

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462,055

87.45%

Page 7 of 7

Report 2024-096 Council Recommend Report To:

Warden and Council

From:

Kevin Farrell, Chief Administrative Officer

Prepared by:

Jannette Amini, Manager of Legislative Services/Clerk

Date of meeting:

September 18, 2024

Re:

Corporate Services – Engagement on Proposed Modernization of the Emergency Management and Civil Protection Act

Recommendation This Report is for information purposes only. Background The Province of Ontario is engaging partners and stakeholders on proposed modernization of the Emergency Management and Civil Protection Act to support a safe, practiced and prepared Ontario – before, during and after emergencies. The province continues to work with partners to strengthen emergency management through targeted investments, enhanced capabilities, and expanded training across Ontario as highlighted in the 2023 annual report for the Provincial Emergency Management Strategy and Action Plan. Engagement on a modernized legislative framework is an integral next step to identify opportunities to strengthen tools to ensure that the province is ready for the challenges of today and the future. Building on feedback from partners and stakeholders, best practices, and lessons learned from past emergencies, Ontario is engaging on five key areas of focus as a first step of a phased approach to inform opportunities for a proposed modernized legislative framework. These five key areas of focus are:

The scope of an emergency and emergency management
One window approach to provincial emergency management coordination
Enhancing coordination between government, broader public sector, and external partners

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4. Improving the consistency, quality and inclusivity of emergency management programs 5. Reflecting how Ontario works with First Nations in emergency management To support engagement, a discussion guide was posted to Ontario’s Regulatory Registry and the Environmental Registry of Ontario, which included further details and questions for partners, stakeholders and members of the public. This discussion guide was open for feedback until August 26, 2024. Emergency Management Ontario also held focused engagements with partners and stakeholders, including Community Emergency Management Coordinators (CEMC’s), to seek further feedback and build upon what was heard. Responses from this engagement over the Summer of 2024 are meant to help inform how Ontario could modernize the emergency management legislative framework to strengthen the province’s ability to prevent, mitigate, prepare for, respond to, and recover from emergencies and align with Ontario’s emergency management vision for a safe, practiced and prepared Ontario. Comment The Manager of Legislative Services/Clerk also holds the role of the County’s CEMC and sits as a member of a CEMC Collaborative which is an informal group of CEMCs from Counties in southwestern Ontario. The Collaborative met on August 1st to have an informal discussion around input the province is looking for regarding the “modernization” of the EMCPA. In addition, she also attended one of the over 30 in-person and virtual engagement sessions held by Emergency Management Ontario (EMO) over the last couple of months where the province heard from communities all across Ontario who provided input on opportunities to modernize the EMCPA. The discussion guide was open for feedback until Monday August 26, 2024. The County’s CEMC provided written comments on August 22nd, which focused on feedback that could potentially impact the County. A copy of the CEMC’s submission is attached as Appendix A. As noted in the submission, the County will continue to follow the proposed modernization of the EMCPA through the legislative process, continuing to strongly represent and communicate the interests of the County of Frontenac where appropriate. Strategic Priorities Implications Priority 4 • •

Maximize Administrative Leadership within the County Administration.

Ensure efficient and responsible financial management of County resources. Ensure transparency and accountability of the governance of the County of Frontenac (Council and its Committees).

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•

Ensure community engagement remains a continued priority and to develop dynamic solutions to improve citizen awareness/involvement in County of Frontenac activities and to promote collaboration with member municipalities.

Financial Implications There are no financial implications associated with this report. Organizations, Departments and Individuals Consulted and/or Affected Alex Lemieux, Director of Corporate Services/Treasurer Gale Chevalier, Paramedic Chief / Director, Emergency and Transportation Services Marc Goudie, Deputy Chief of Performance Standards and alternate CEMC Dean Popov, Deputy Chief of Operations and alternate CEMC

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County of Frontenac 2069 Battersea Rd. Glenburnie, ON K0H 1S0 T: 613.548.9400 F: 613.548.8460 frontenaccounty.ca

22 August 2024 Mr. Bernie Derible Deputy Minister and Commissioner of Emergency Management Treasury Board Secretariat 25 Morton Shulman Avenue Toronto, ON M3M 0B1 Via email:

Bernie.Derible@ontario.ca

Dear Sir: Re:

County of Frontenac’s Submission on Proposed Modernization of the Emergency Management and Civil Protection Act

The County of Frontenac would like to thank you for the opportunity to provide feedback on the proposed Modernization of the Emergency Management and Civil Protection Act (EMCPA). Your commitment to working with partners to strengthen emergency management across Ontario displays a collaborative approach in ensuring that all of Ontario is ready for the challenges of today and the future. The County of Frontenac is also appreciative of the twelve in- person EMCPA Modernization Engagement Sessions with partners and stakeholders that were offered by EMO to seek feedback and build upon what has been heard, one of which County of Frontenac staff had the opportunity to attend. Below is the County’s preliminary analysis of the potential impact of the proposed modernization of the EMCPA based on the five key focus areas where engagement and input are being sought, and our comments and advice for mitigating issues and concerns related to any changes to the Act: Focus Area 1: Scope of an emergency and emergency management

Much discussion has taken place on regionalization. It should be clarified if this will be mandatory, or discretionary. If the Province is considering regionalization, will this then

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Emergency Management Policy and Governance County of Frontenac comments on Modernization of the EMCPA August 22, 2024,

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become the role of the upper tiers and if so, there needs to be funding attached to this change as currently, we do not have the resources to support this. In addition, some lower tiers may wish to maintain their autonomy. As such, if the province is considering regionalization, that it be discretionary. 2. If Regionalization is not placed onto upper tiers, upper tiers must be given a defined role as they do not provide emergency management oversight on property or citizens which are those areas most affected by an emergency. 3. External agencies and NGO’s such as local Health Units or Addiction Centres should be mandated to consult with municipalities on emergency management as many are not aware that municipalities have Emergency Response Plans and services. Consider mandatory or discretionary consultation, in order to provide better and more efficient continuity of services in the event of an emergency. 4. In terms of the Alert Ready system, municipal staff are on the ground when incidents occur and are best positioned to judge if the municipality requires the system for communication and the safety of residents. 5. Consideration should be given to the Declaration of Emergency as it currently stands. There are many types of incidents such as flooding that require a response but are not necessarily an emergency. What municipalities are considering to be emergencies are changing, such as the emergence of social emergencies, and the declaration of emergency needs to identify the resources the municipality requires when declaring. There should be different types of declarations to address different types of incidents such as the recent solar eclipse where municipalities in the path of totality knew it was coming, as opposed to others such as fires that occur with no prior warning. It could also curtail potential civil unrest, which was seen during the COVID pandemic, the Canada Convoy protests, or most recently the political protests resulting from the Israeli Palestinian conflict. This can also be seen in terms of a municipality’s Hazard Identification Risk Assessment (HIRA) where a hazard in one municipality might not be considered a hazard in another. For example, loss of hydro (regardless of the time it is down) is a hazard in a large urban centre but not in a rural area where residents are much more resilient to this. 6. During a declared emergency, section 4 of the EMCPA permits the head of Council to take such action and make such orders as he or she considers necessary and are “not contrary to law” to implement the emergency plan of the municipality and to protect property and the health, safety and welfare of the inhabitants of the emergency area. There should be some consideration given to what constitutes “contrary to law”.

2069 Battersea Road, Glenburnie, ON K0H 1S0 T: 613.548.9400 | F: 613.548.8460 | frontenaccounty.ca

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Emergency Management Policy and Governance County of Frontenac comments on Modernization of the EMCPA August 22, 2024,

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Focus Area 2: One window approach to provincial emergency management coordination

Many municipalities have agreements with NGOs such as the Canadian Red Cross, however, are required to pay for these. Agreements with NGO’s should be administered at the Provincial level, paid for by the province, and would allow municipalities to tap into those agreements when needed.
EMO needs to lead the province in emergency management and not just facilitate it. During the COVID 19 pandemic, municipalities were receiving differing information from different Ministries, and many times, this was conflicting information. During the 2024 Solar Eclipse, there was no collaboration or unification between the PEOC and the MTO. This creates confusion and leaves municipalities scrambling at the last minute. If the Province is truly looking to ensure that all of Ontario is ready for the challenges of today and the future, EMO must become a leader in emergency management, and not just a facilitator.
EMO needs to be added to the legislation with a defined role.
There needs to be defined roles and responsibilities around training. For many, emergency management sits on the side of their desks. This should be kept in mind when placing additional responsibilities on Community Emergency Management Coordinators (CEMC’s).
There needs to be more support for municipalities in terms of not only developing its HIRA but on how to use it. Municipal CEMC’s are not risk managers. Focus Area 3: Enhancing coordination between government and emergency management partners
There is a huge gap in terms of critical infrastructure in a municipality. Hydro One does a great job; however, telecommunications does not. A recent example of this is the 2024 Solar Eclipse where thousands of visitors were anticipated to descend in communities within the path of totality, yet telecommunication providers did not respond or plan to consider the impact that this would have on existing towers and services. This again left individual municipalities each having to reach out to these providers. Coordination at the provincial level would be beneficial when there are large scale impending events or incidents that reach far beyond one municipality. Focus Area 4: Improving the consistency, quality and inclusivity of emergency management programs
Providing certification training in terms of Continuity of Operations Plans (COOP) would help municipalities to create a document that will be helpful and enable municipalities to

2069 Battersea Road, Glenburnie, ON K0H 1S0 T: 613.548.9400 | F: 613.548.8460 | frontenaccounty.ca

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Emergency Management Policy and Governance County of Frontenac comments on Modernization of the EMCPA August 22, 2024,

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implement them. 2. In terms of enhancing emergency management programs, and if this is to be imbedded in the legislation, it should be done as a tiered approach as the capacities and capabilities of a small municipality are not the same as those in larger urban centres such as Toronto. Small municipalities require greater support. For example, based on the size of a municipality, the municipality would only need to meet xx number of components. There needs to be flexibility as upper tier is very different than lower tier and single tier municipalities. 3. Again, if the province is looking at this regionally, and considering making the upper tier responsible for the region or County, it should be made as an “opt in” so that lower tiers have the option of maintaining their autonomy. 4. In terms of enhancing programs, the Act should ➢ Differentiate between the size of a municipality, and ➢ Differentiate between urban and rural. Rural residents are much more resilient to incidents such as loss of critical infrastructure as these services are not consistently reliable in a rural setting. 5. Past provincial downloading has strapped municipalities. Even if the province is looking to provide funding in terms of emergency management, other staff in the organization (who also play a role as members of the EOC or the EMPC) do not have the time needed to address new requirements. 6. Any changes to the EMCPA needs to be a political priority, both at the provincial and municipal level. This cannot be driven by staff. Focus Area 5: Reflecting how Ontario works with First Nations in emergency management

The County of Frontenac is pleased to see that the province continues to work with our First Nations partners. In closing, history has shown that changes in Provincial legislation tend to bring with it the requirement of additional time and human resources to support these changes which is an additional operational cost that the municipality must bear. The province continues to place undue administrative and operational burdens on municipal staff who must implement these initiatives. The County of Frontenac would caution that any changes in the EMCPA are discretionary and not mandatory in terms of municipal responsibilities to ensure that no additional administrative or financial burdens are placed on municipalities. Requiring municipalities to do more with less puts them in impossible positions, ultimately shifting the extra burden on their residents through property taxes to pay for hard and soft

2069 Battersea Road, Glenburnie, ON K0H 1S0 T: 613.548.9400 | F: 613.548.8460 | frontenaccounty.ca

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Emergency Management Policy and Governance County of Frontenac comments on Modernization of the EMCPA August 22, 2024,

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services, or alternatively, cut services. Sweeping changes with cumulative impacts to municipal budgets and local processes should be made in partnership with municipalities to deliver on shared municipal-provincial priorities. Thank you again for the opportunity to make a submission and we will continue to follow the proposed modernization of the EMCPA through the legislative process, continuing to strongly represent and communicate the interests of the County of Frontenac where appropriate. Yours truly,

Jannette Amini, Dipl.M.M., M.A. CMO Manager of Legislative Services/Clerk Community Emergency Management Coordinator Copy EMOPolicy@Ontario.ca

2069 Battersea Road, Glenburnie, ON K0H 1S0 T: 613.548.9400 | F: 613.548.8460 | frontenaccounty.ca

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Report 2024-097 Council Recommend Report To:

Warden and Council

From:

Kevin Farrell, Chief Administrative Officer

Prepared by:

Jannette Amini, Manager of Legislative Services/Clerk

Date of meeting:

September 18, 2024

Re:

Corporate Services – Proposed Recommendations on Amendments to the Design of Public Spaces Standard

Recommendation This Report is for information purposes only. Background The Accessibility for Ontarians with Disabilities Act, 2005 (AODA) was passed in 2005 with the aim of achieving a fully accessible Ontario by 2025. Amendments to the Act saw the development of five (5) accessible standards aimed at achieving an accessible Ontario through the development, implementation and enforcement of accessibility standards that apply to the public, private and not-for-profit sectors, those being:

Customer Service Standard
Employment Standard
Information and Communications Standard
Transportation Standard
Design of Public Spaces Standard In December 2021, the Minister for Seniors and Accessibility established the Design of Public Spaces Standards Development Committee (Committee) to undertake an evidence-based and focused review of the province’s accessible built environment standards in regulation under both the AODA and the 2015 barrier-free accessibility requirements in the Ontario Building Code. Specifically, the committee was tasked by the Minister for Seniors and Accessibility to:

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1. Re-examine the long-range objectives of the standard. 2. If required, revise the measures, policies, practices, and requirements to be implemented on or before January 1, 2025, and the timeframe for their implementation. 3. Develop another proposed standard containing modifications or additions that the committee deems advisable for public comment. 4. Make such changes it considers advisable to the proposed accessibility standard based on comments received and make recommendations to the minister. Although the Committee was tasked with and has made recommendations on both the AODA and the barrier-free accessibility requirements under the Ontario Building Code, the County of Frontenac does not have jurisdiction over, or administer the Ontario Building Code and as such, the focus of this report will be specifically on the Design of Public Spaces Standard under the AODA. Regarding the Design of Public Spaces Standard, the committee identified a lack of alignment in the terminologies used between the accessibility legislation and other existing regulations, such as the Ontario Building Code. Differences between the design of public spaces standards and the Ontario Building Code, such as in the definitions of major/extensive renovations, have the potential to cause confusion, non-compliance and reduced accessibility in buildings and outdoor spaces. It recognized that new accessibility standards are also being created by Accessibility Standards Canada, and that harmonization across all levels of government are essential moving forward as this can reduce confusion and aid in the seamless integration of accessibility requirements across different laws, guidelines and standards. At present, the Design of Public Spaces Standard applies to public spaces that are newly constructed or redeveloped and covers:

Recreational Trails/beach access routes
Outdoor Public Eating Spaces
Outdoor Play Spaces
Outdoor Paths of Travel
Accessible Parking
Service-Related Elements such as service counters and queuing lines
Maintenance and Restoration policies on how you will maintain and restore public spaces This report focuses on recreational trails as the proposed amendments directly affect the K&P Trail which is a strategic economic development initiative that Frontenac County has pursued for over 15 years, with 70 of 90 kilometers rehabilitated during that time, and more planned to take place. It also plays a critical north-south connection in a 350km rail trail loop formed through its connections with the Cataraqui Trail, the Ottawa Valley Recreational Trail, and the Algonquin Trail and serves as a unique and attractive tourism product, which attracts visitors travelling to Eastern Ontario to experience some or all of this loop through hiking, cycling or in some cases riding ATV’s or snowmobiles. Information Report to Council Corporate Services – Proposed Recommendations on Amendments to the Design of Public Spaces Standard September 18, 2024, Page 2 of 7

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Comment Based on their review, the Design of Public Spaces Standards Development Committee drafted 127 initial recommendations that focus on improving Ontario’s existing accessibility standards to further reduce and prevent accessibility barriers when designing and building public spaces. The committee’s report was launched for public consultation on June 5, 2024, with feedback on its proposed changes to the Accessible Built Environment Standards and the Ontario Building Code open until August 24. The recommendations focused on five areas:

Long-term objective
Overarching barriers in the built environment
Design of public spaces standards definition and application
Recreational trails and beach access routes
Outdoor public use eating areas.
Outdoor play spaces
Exterior paths of travel
Accessible parking
Obtaining services
Maintenance
Additional recommendations The County’s Manager of Legislative Services/Clerk provided written feedback on August 24th, which focused on the Design of Public Spaces Standard, Recreational trails and beach access routes, and Exterior Paths of travel. Feedback was solicited via an online survey that asked the respondent if they agree, disagree, and an opportunity to provide comments. A review of the proposed recommendations by the Committee would appear that the focus of the review of trails and exterior paths of travel were focused on urban settings and did not consider the rural landscape. Below are the specific comments provided by staff:
Long Term Objective The County noted that Provincial legislation tends to bring with it the requirement of additional time and operational cost that the municipality must bear. The County of Frontenac is pleased to see that the Committee recognizes in its recommendations that the long-term objective will be accomplished by providing obligated organizations with financial and informational resources needed to design, construct or renovate spaces not governed by the Ontario Building Code in such a way as to create access for everyone.
Overarching barriers in the built environment In terms of the requirement for municipalities to develop defined policies on processes for reviewing site plans, the County recommended that separate wording needs to be considered where Joint Accessibility Advisory Committees are in place, as these are typically administered at the upper tier level. The upper tier may develop these policies Information Report to Council Corporate Services – Proposed Recommendations on Amendments to the Design of Public Spaces Standard September 18, 2024, Page 3 of 7

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but cannot force a lower tier to follow them. If lower tiers develop these policies on how they will present this to a joint AAC, it will likely lead to some inconsistency of these policies. In terms of ramps and limiting a vertical rise, where going beyond a vertical rise will require an elevator, the County recommended that this needs to be clarified as under the design of public spaces, it tends to look at outdoor spaces and it is not possible to install an elevator outdoors. In terms of ramps servicing public buildings needing to accommodate two-way traffic, the County recommended that consideration should be given to the type of public building. For buildings which are public but very seldom used, this could create additional expenses on a municipality where those funds could be used elsewhere to create greater accessibility where actually needed. In terms of bilingual signage and the adoption of Unified English Braille (UEB) and Code Braille Français Uniformisé (CBFU), and the recommended requirements to now include French braille code signage when English braille is provided, the County recommended that this should be discretionary. Both the French Language Services Act and Bill 126 which replaces the French Language Services Act with a new La Francophonie Act, 2019 make it discretionary for municipal Councils to pass by-laws providing that the administration of the municipality shall be in both French and English. This proposed recommendation will place an undue financial burden on municipalities and would appear to supersede the French Language Services Act, R.S.O. 1990. 3. Design of public spaces standards definition and application In terms of expanding the definitions section, the County recommended that clear definitions about what assistive devices or mobility aids are under the AODA would be beneficial. Currently there are “mobility” scooters being marketed and sold to individuals requiring assistance that are too large for trail entryways under the AODA and in some cases appear to be motorized vehicles akin to Recreational ATV’s. When something is marketed as a “mobility device” are municipalities required to adjust infrastructure to accommodate these new and larger devices/vehicles? In terms of the expanded definition of redevelopment, the County recommended that it should be worded to any “major” planned changes. Adding for example, a loading zone in front of Fairmount Home is a change to an exterior path of travel but would not warrant the Standard to kick in. Material alteration could also capture “repair” and as such, if a repair is made, it would have to be upgraded to meet the AODA standards as opposed to the structures existing state. In terms of amending the definitions for trails and sidewalks, the County recommended that in terms recreational trails, it should be clarified that this only applies to recreational trails in urban or rural settlement areas. The County noted that in rural Ontario, there are many trails which may fall under the definition of multi-use trails, but some are used for recreation purposes such as cross-country skiing and snowmobiling in the winter months or hiking and cycling in the summer months. These rural trails stretch thousands of kilometers and would bankrupt municipalities if they were forced to adhere to Information Report to Council Corporate Services – Proposed Recommendations on Amendments to the Design of Public Spaces Standard September 18, 2024, Page 4 of 7

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recommendation #18 regarding rest areas. The AODA does refer to Wilderness Trails, however this is not well defined. In terms of the recommendations regarding consultation, the County questioned the inclusion of “compensation shall be provided for persons with disabilities who participate in the consultation process.” For example, if consultation is done by way of public meetings, this places an undue burden on municipalities. In addition, how does the municipality determine if someone has a disability? The County suggested it might be framed as some kind of assistance to overcome barriers such as travel, technological, and loss of employment income. 4. Recreational trails and beach access routes In terms of the definition of rest area and the criteria being placed on the requirements on distances between rest areas, the County recommended that there should be a distinction between urban or rural settlement area trails and rural recreational trails. As noted previously, these rural trails stretch thousands of kilometers and would bankrupt small municipalities serving small populations if they were forced to adhere to this recommendation. A rest area every 30m on a long-distance trail that runs 70 km through rural and remote areas is not feasible. There should be consideration for volume of use, proximity to settlement areas, and much more flexibility for trails travelling long distances between destinations. Recreational Trails perhaps need a subset of definitions considering rural, remote, and urban situations that would all apply differently for persons with disabilities in their consideration of the experience. In terms of the definition of firm and stable, again, the County reiterated its comments that there needs to be a distinction between urban or rural settlement areas, and rural trails. The County agreed that this makes sense in urban and settlement area trails which are highly used for walking, but not in rural trails. The definition of firm and stable must include compacted stone dust or something similar. It is not feasible to create and maintain pavement or cement surfaces for long distance trails through rural and remote areas without significant funding support. In terms of passing areas along trails and access routes, the County recommended that this should be dependent on the volume of users on the trail at one specific time. It could create a burden on municipalities to implement this if the trail does not have high volumes of users at one specific time. This recommendation would appear to be more for urban or waterfront trails. In terms of trails and route widths and the requirement that the width of divided bidirectional paths of travel be doubled to (3600 mm), the County advised that if a trail does not have a high density of users at one specific time, this will become a cost burden for municipalities. 5. Outdoor public use eating areas This does not apply to the County. 6. Outdoor play spaces This does not apply to the County. Information Report to Council Corporate Services – Proposed Recommendations on Amendments to the Design of Public Spaces Standard September 18, 2024, Page 5 of 7

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7. Exterior paths of travel In terms of expanding these requirements to small organizations, the County cautioned that although the County is not considered a small organization, the province will want to ensure that it does not create regulations that will bankrupt or place hardships on small organizations. There are many “mom and pop” businesses in the County that may not have the ability to comply with this. In terms of wider exterior paths of travel, the County also suggested expanding the minimum openings to support larger mobility devices and allow trail users to pass through gates with ease. In terms of the recommendation for the consideration of bridges as paths of travel, the County again reiterated that in remote or rural areas, on wilderness paths, this may not be feasible or reasonable. In terms of new requirements regarding temporary obstructions to exterior paths of travel, the County felt that this might become difficult if rural (multi-use) trails are now considered exterior paths of travel. Some consideration should be given to this. In terms of Recommendation 34 which requires wider allowances for gates and entryways, the County suggested the creation of larger minimum openings to support larger mobility devices and allow trail users to pass through gates with ease. For example, adaptive Mountain Bikes can require a minimum width of up to 1800mm, and certain e-scooters with wide tires now exceed the 1000mm mark. Trail operators require clarity on what is appropriate and expected. In terms of the recommendation concerning visual and tactile identification of bike paths, accessible pedestrian signals, lighting requirements, and signage requirements, the County noted that more clarity is required here as this seems to be looking at city streets or urban areas. Again, there needs to be a distinction between urban and rural trails. 8. Accessible parking The County had no comments. 9. Obtaining services The County had no comments. 10. Maintenance The County had no comments. 11. Additional recommendations In terms of now requiring municipal licensing bodies to enforce the accessibility requirements in the Integrated Accessibility Standards Regulation in future re/developments, the County noted that this would likely not apply to the County of Frontenac, as it would be more the jurisdiction at the local level, however this appears to be a form of provincial downloading and will likely place additional expenses on the municipality. Information Report to Council Corporate Services – Proposed Recommendations on Amendments to the Design of Public Spaces Standard September 18, 2024, Page 6 of 7

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The Committee will now review all feedback before it submits its final report and recommendations to the Minister for Seniors and Accessibility for consideration. Strategic Priorities Implications Priority 4 • • •

Maximize Administrative Leadership within the County Administration.

Ensure efficient and responsible financial management of County resources. Ensure transparency and accountability of the governance of the County of Frontenac (Council and its Committees). Ensure community engagement remains a continued priority and to develop dynamic solutions to improve citizen awareness/involvement in County of Frontenac activities and to promote collaboration with member municipalities.

Financial Implications There are no financial implications associated with this report. Organizations, Departments and Individuals Consulted and/or Affected Alex Lemieux, Director of Corporate Services/Treasurer Joe Gallivan, Director of Planning and Economic Development Richard Allen, Manager of Economic Development

Information Report to Council Corporate Services – Proposed Recommendations on Amendments to the Design of Public Spaces Standard September 18, 2024, Page 7 of 7

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Committee Report To:

Warden and Council Members of the County of Frontenac

From:

Jannette Amini, Manager of Legislative Services/Clerk

Date of meeting:

September 18, 2024

Re:

Planning and Economic Development Advisory Committee – Report to Council

All items listed on the Planning and Economic 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 Planning and Economic Development Advisory Committee Report to be separated from that motion and considered separately, whereupon the Planning and Economic 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 Planning and Economic Development Advisory Committee reports and recommends as follows: 1.

2024-083 Eastern Ontario Physician Recruitment Alliance (EOPRA) Be It Resolved That he County of Frontenac take the following actions:

That The County of Frontenac authorize the Warden and Clerk to enter into a partnership agreement with the Eastern Ontario Physician Recruitment Alliance (EOPRA), and
That Staff from the County of Frontenac be authorized to participate in activities led by the Eastern Ontario Physician Recruitment Alliance, including

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but not limited to meetings, recruitment events, and joint marketing initiatives, and 3. That $500 in 2024 and $5,000 in 2025, be authorized from the Strategic Project Reserve for the membership fee for Frontenac County to participate in the Eastern Ontario Physician Recruitment Alliance, and 4. That staff report back at the end of 2025 with an update on Eastern Ontario Physician Recruitment Alliance partnership. 3.

2024-085 Establishing Criteria for Trailheads on the K&P Trail Be It Resolved That the K&P Trail Management Plan, Section 5.2.1 be amended to include the following: Primary Criteria  Located in or near a settlement area  Parking capacity for approximately 30 vehicles and trailers on a hard-packed, well-defined surface. Adjustments to the parking capacity may be made to accommodate site-specific constraints or to reflect anticipated usage patterns, ensuring that the design aligns with the unique needs and conditions of each location  Accessible parking spaces and appropriate access to the K&P Trail in accordance with the Design of Public Spaces Regulation.  Direct access to the K&P Trail (or a dedicated path connecting the trailhead to the K&P Trail)  Trail map and informational signage  Identifying signage and directional signage from nearest high-volume roadway and around trailhead site to assist visitors in finding parking and other amenities. Secondary Criteria  Lighting  Paved Surface  Toilets  Trash and Recycling  Picnic Areas or Benches  Drinking Water  Bike Racks  Charging Infrastructure Criteria for Trailhead Partnership Funding Proposed trailheads should meet the primary criteria for infrastructure and amenities, while any proposals centered around additional amenities or secondary criteria should be accompanied by a clear plan for addressing the primary requirements and a memorandum of understanding (MOU) shall be entered into outlining the roles and responsibilities of each party which must be approved by County Council.

Planning and Economic Development Advisory Committee Report to Council September 18, 2024

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Page 2 of 2

Minutes of the Planning and Economic Development Advisory Committee Meeting September 4, 2024 [Note: Minutes are not Verbatim, please refer to full video at https://youtube.com/live/CVBCiPe96cw?feature=share] A meeting of the Planning and Economic Development Advisory Committee was held in the County of Frontenac Administration Building, 2069 Battersea Road, Glenburnie, ON, on Wednesday, September 4, 2024 at 10:00 AM Present: Deputy Warden Ron Vandewal, Chair Councillor Fred Fowler, Vice Chair Warden Fran Smith Councillor Judy Greenwood-Speers Leona Fleischmann Mike Hage (late 10:25 a.m.) Phil Leonard Jim McIntosh Staff Present: Jannette Amini, Manager of Legislative Services/Clerk Sonya Bolton, Manager of Community Planning Joe Gallivan, Director of Planning and Economic Development Dmitry Kurylovich, Project Manager/Senior Planner Staff Present Electronically: Richard Allen, Manager of Economic Development 1.

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Adoption of the Agenda

Moved By: Seconded By:

Mr. Leonard Ms. Fleischmann

That the agenda for the September 4, 2024 meeting of the Planning and Economic Development Advisory Committee be adopted. Carried 3.

Disclosure of Pecuniary Interest and General Nature Thereof

There were none. 4.

Adoption of Minutes a)

Minutes of Meeting held April 10, 2024

Moved By: Seconded By:

Warden Smith Mr. McIntosh

That the minutes of the Planning and Economic Development Advisory Committee meeting held April 10, 2024 be adopted. Carried 5.

Deputations and/or Presentations a)

Terri-Lynn Brennan, on behalf of LodgePole Arts, addressed the Committee regarding their upcoming event from October 7 to 10th, National Indigenous Presenters Gathering. A copy of the PowerPoint presentation, which was not provided in an accessible format, is attached to the record in the Clerk’s office and available upon request.

Ms. Brennan noted that, in terms of a location, they are looking at Lemoine Point farm in the City of Kingston. They intend to utilize the current footprint of the site with no new construction. 6.

Briefings a)

Mr. Joe Gallivan, Director of Planning and Economic Development provided the Planning Advisory Committee with the planning briefing and responded to questions on same.

In terms of communal servicing, Mr. Gallivan noted that the delay is at the provincial level with the MOE requiring environmental assessments on wastewater and the Planning and Economic Development Advisory Committee Meeting Minutes September 4, 2024

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Page 2 of 5

Conservation Authorities requiring amendments to Source Water Protection Plans. The lack of consultation between these two agencies is causing a delay in the process. In terms of where these systems are located, staff are recommending that the Townships place communal servicing in their Official Plans in terms of where development will be focused. Deputy Warden Vandewal noted that during the meeting with the Minister of Municipal Affairs, MPP John Jordan indicated that he does intend to bring forward and amendment for inclusion in the More Homes Built Faster Act to address this issue. 7.

Reports to the Planning Advisory Committee a)

2024-084 Indigenous Presenters Gathering on Wolfe Island Moved By: Warden Smith Seconded By: Councillor Fowler Be It Resolved That the Planning and Economic Development Committee receives report 2024-035 – Indigenous Presenters Gathering on Wolfe Island And That the Committee recommends to County Council that a letter be provided to LodgePole Arts Alliance in support of the Indigenous Presenters Gathering event. Carried b)

Consultant Briefing: Richard Allen, Manager of Economic Development provided introductory remarks. Ms. Lori Richey from Peterborough County/EOPRA, made a 5-minute virtual presentation to the Committee about the Eastern Ontario Physician Recruitment Alliance to accompany Report. Please Note: The information being presented, which the County does not have control over, is not in an accessible format but can be provided upon request.

Ms. Richey confirmed that the maximum cost per year is $5,000 and those international doctors already here are in the process of working towards being able to practice here. She did note that the marketing team has backgrounds in marketing, medical, and previous physician recruitment experience. Regarding the question of why the Alliance does not lobby for a speedier accreditation process for international doctors, Ms. Richey noted that this will be a focus of the Alliance to put pressure on MP’s and MPP’s.

Planning and Economic Development Advisory Committee Meeting Minutes September 4, 2024

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2024-083 Eastern Ontario Physician Recruitment Alliance (EOPRA) Moved By: Warden Smith Seconded By: Mr. Hage Be It Resolved That the Planning and Economic Development Committee receives Report 2024-083 Eastern Ontario Physician Recruitment Alliance; And Further That the County of Frontenac take the following actions:

That The County of Frontenac authorize the Warden and Clerk to enter into a partnership agreement with the Eastern Ontario Physician Recruitment Alliance (EOPRA), and
That Staff from the County of Frontenac be authorized to participate in activities led by the Eastern Ontario Physician Recruitment Alliance, including but not limited to meetings, recruitment events, and joint marketing initiatives, and
That $500 in 2024 and $5,000 in 2025, be authorized from the Strategic Project Reserve for the membership fee for Frontenac County to participate in the Eastern Ontario Physician Recruitment Alliance, and
That staff report back at the end of 2025 with an update on Eastern Ontario Physician Recruitment Alliance partnership. Carried In terms of point 2, it was asked if this would be travel by County staff to just local events and not international, to which Mr. Allen confirmed that they will try to keep this local. d)

2024-085 Establishing Criteria for Trailheads on the K&P Trail Moved By: Mr. McIntosh Seconded By: Mr. Leonard Be It Resolved That the K&P Trail Management Plan, Section 5.2.1 be amended to include the following: Primary Criteria  Located in or near a settlement area  Parking capacity for approximately 30 vehicles and trailers on a hard-packed, well-defined surface. Adjustments to the parking capacity may be made to accommodate site-specific constraints or to reflect anticipated usage patterns, ensuring that the design aligns with the unique needs and conditions of each location  Accessible parking spaces and appropriate access to the K&P Trail in accordance with the Design of Public Spaces Regulation.  Direct access to the K&P Trail (or a dedicated path connecting the trailhead to the K&P Trail)  Trail map and informational signage  Identifying signage and directional signage from nearest high-volume roadway and around trailhead site to assist visitors in finding parking and other amenities. Planning and Economic Development Advisory Committee Meeting Minutes September 4, 2024

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Secondary Criteria  Lighting  Paved Surface  Toilets  Trash and Recycling  Picnic Areas or Benches  Drinking Water  Bike Racks  Charging Infrastructure Criteria for Trailhead Partnership Funding Proposed trailheads should meet the primary criteria for infrastructure and amenities, while any proposals centered around additional amenities or secondary criteria should be accompanied by a clear plan for addressing the primary requirements and a memorandum of understanding (MOU) shall be entered into outlining the roles and responsibilities of each party which must be approved by County Council. Carried It was stated that there should be some flexibility for trailheads in more built-up areas such as Sharbot Lake. In terms of partnership agreements, these could be with Townships who have land, clubs or trails organizations. In the case noted in the report, we do have a request from the Township of Central Frontenac but this may be different with the other townships. e)

2024-086 Community Planning Permit System (CPPS) – Project Update

This report is for information purposes only. 8.

Communications

Other Business

Next Meeting a)

The next meeting of the Planning and Economic Development Advisory Committee will be held on Wednesday, October 9, 2024 at 9:00 a.m. Adjournment

Moved By: Seconded By:

Warden Smith Ms. Fleischmann

That the meeting hereby adjourn at 11:19 a.m. Carried Planning and Economic Development Advisory Committee Meeting Minutes September 4, 2024

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By-Law No. 2024-027 of The Corporation of the County of Frontenac Being a By-Law to adopt an Asset Management Plan for Core Assets of the County of Frontenac Whereas on December 27, 2017, under the Infrastructure for Jobs and Prosperity Act, 2015, the province of Ontario enacted Ontario Regulation 588/17, Asset Management Planning for Municipal Infrastructure; And Whereas the Infrastructure for Jobs and Prosperity Act, 2015 and Ontario Regulation 588/17 require municipalities to adopt an Asset Management Plan for “Core Assets”, which includes inventory of assets, current levels of service measured by standard metrics and the costs to maintain level of service; And Whereas the approval of this policy will allow the County of Frontenac to remain in line with provincial standards and regulations to enable the organization to take full advantage of available grant funding opportunities, as well as represents an important step to align the County’s mission and goals to a formal plan to ensure that core municipal infrastructure assets are maintained and provided to the community in a reliable, sustainable manner; Now Therefore Be It Resolved That the Council of the Corporation of the County of Frontenac hereby enacts the following:

That the Council of the County of Frontenac herby adopts an Asset Management Plan for Core Assets of the County of Frontenac, attached to this by-law as Appendix A;
That this By-law shall come into force and take effect upon the date of final passing. Read a First and Second Time this 18th day of September, 2024. Read a Third Time, Signed, Sealed and Finally Passed this 18th day of September, 2024. The Corporation of the County Of Frontenac

Frances Smith, Warden

Jannette Amini, Clerk

Page 200 Plan of 202 To adopt an Asset Management for Core Assets of the County of Front…

By-Law No. 2024-026 of The Corporation of the County OF Frontenac being a by-law to confirm all actions and proceedings of County Council on September 18, 2024

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 September 18, 2024, 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 September 18, 2024, 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 September 18, 2024, 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 201 of 202of County Council on September 1… T o confirm all actions and proceedings

4. That this by-law shall come into force and take effect as of the final passing thereof. Read a First and Second Time this 18th day of September 2024 Read a Third Time and Finally Passed, Signed and Sealed this 18th day of September 2024.

The Corporation of the County of Frontenac

Frances Smith, Warden

Jannette Amini, Clerk

By-Law No. 2024-028 – To Confirm all Actions and Proceedings of County Council September 18, 2024

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