Body: Council Type: Agenda Meeting: Regular Date: July 19, 2017 Collection: Council Agendas Municipality: Frontenac County
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Frontenac County Council Meeting Wednesday, July 19, 2017 – 9:30 a.m. The Kingston Frontenac Rotary Auditorium 2069 Battersea Road, Glenburnie, ON
AGENDA Page Call to Order Closed Session Approval of Addendum a) Resolved That the addendum for the July 19, 2017 meeting of the Council of the County of Frontenac be approved; and further, That By-law 2013-0020 be waived to consider Deputations and/or Presentations clause b) following Public Question Period. Disclosure of Pecuniary Interest and General Nature Thereof
11 - 21
Adoption of Minutes a) Minutes of Meeting held June 21, 2017 Resolved That the minutes of the regular Council meeting held June 21, 2017 be adopted. Deputations and/or Presentations
22 - 37
a)
Ms. Louise Moody, Executive Director, Northern Frontenac Community Services and Ms. Gail Young, Frontenac Transportation Services, will address County Council regarding the Frontenac Transportation Services annual report on rural transportation and how it continues to grow, and budget implications.
b)
Ms. Bonnie Carter, Occupational Health Nurse will provide County Council with the mandatory Ministry of Labour Health and Safety Training. This training presentation will be made following the Public Question Period and will last approximately 30 minutes.
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Proclamations Move into Committee of the Whole a) That Council adjourn and meet as Committee of the Whole Council, with the Deputy Warden in the Chair.
38 - 50
51 - 69
Briefings a) Alison Vandervelde, Chelsea Shogren, Katrina Lasher and Sara Saunders will provide Council with a brief presentation and introduction to the new Leadership Team priorities. [See Information Reports from the Chief Administrative Officer, clause d) 2017-100 Leadership Team Goals - 2017-18] b)
Mr. Kelly Pender, Chief Administrative Officer, will provide Council with his monthly CAO briefing.
Unfinished Business
70 - 97
98 - 249
Recommend Reports from the Chief Administrative Officer a) Staff Briefing: Mr. Paul Blais, MDB Insight Terra Consulting will brief the Committee of the Whole with respect to Report 2017-093, Accommodation Management Study. [See Recommend Reports from the Chief Administrative Officer, clause b)] b)
2017-093 Planning and Economic Development Accommodation Review and Strategy for Growth Recommendation: Resolved That the Council of the County of Frontenac receive and endorse the Accommodation Review and Strategy for Growth dated July, 2017, attached to this report as Exhibit A; And Further That the Council direct staff to implement the recommendations of this report in coordination with the Community Development Advisory Committee (CDAC); And Further That copies of this report and recommendations be sent to each of the Frontenac member municipalities as information.
250 - 253
c)
2017-094 Emergency and Transportation Services Community Paramedicine Funding Announcement
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Page Recommendation: Be It Resolved That the Council of the County of Frontenac receive the Emergency and Transportation Services – Community Paramedicine Funding report; And Further That the Council of the County of Frontenac authorize the Warden and Clerk to execute an agreement with the South East Local Health Integrated Network (SELHIN) for Community Paramedicine Funding in the amount of $109,375.00. And Further That the Council of the County of Frontenac authorize the Warden and Clerk to execute an agreement with the Kingston Health Sciences Centre (KHSC) to flow the Community Paramedicine program funds from the SELHIN to the County of Frontenac. And Further That the Council of the County of Frontenac authorize the Warden and Clerk to execute an agreement with the McMaster University to partner in a project entitled: A Community Paramedicine Initiative for Older Adults Living in Subsidized Housing (CP@clinic). And Finally That the Council of the County of Frontenac authorize the expenditure of these funds for Community Paramedicine initiatives by December 31, 2017. 25 425 6
d )
2017-095 Corporate Services Solicitation of Public Input and Setting of the 2018 County Budget Deliberations Recommendation: Resolved That the Council of the County of Frontenac receive the Corporate Services – Solicitation of Public Input and Setting of the 2018 County Budget Deliberations report for information; And Further That the Council of the County of Frontenac confirm the following dates for the 2018 Budget Deliberations: Wednesday, September 20, 2017
Public Meeting to permit citizens, businesses and other Frontenac stakeholders to come to Council to make representation on the 2018 budget.
Wednesday, October 4, 2017
Council Liaison Presentation – 2017 KPIs, 2018 Business Plans & Project Proposals. Council Presentation – 2017 KPIs, 2018 Business Plans & Project Proposals and Detailed budget presentation.
Wednesday, October 25, 2017
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Page Thursday, October 26, 2017
257 - 261
e)
Council Presentation – 2017 KPIs, 2018 Business Plans & Project Proposals and Detailed budget presentation
2017-096 Human Resources Chief Administrative Officer Performance Appraisal Policy Recommendation: Resolved that the Council of the County of Frontenac endorse the Chief Administrative Officer Performance Appraisal Policy as appended to Report 2017-093; And Further, that the County of Frontenac Procedural By-law be amended to establish a Chief Administrative Officer Performance Appraisal Review Panel as a Committee of Council supported by the Manager of Human Resources.
262 - 265
f)
2017-101 Emergency and Transportation Services Ambulance Act Legislative Consultation Including Fire-Medic Proposal Recommendation Be It Resolved That the Council of the County of Frontenac receive the Emergency and Transportation Services – Ambulance Act Legislative Consultation Including Fire-Medic Proposal report; And Further That the Council of the County of Frontenac direct staff to submit comments as outlined in the report to the Enhancing Emergency Services in Ontario (ESSO) office of the Ministry of Health and LongTerm Care (MOHLTC).
266 - 268
Information Reports from the Chief Administrative Officer a) 2017-097 Emergency and Transportation Services Refurbishing of Ambulance Fleet Strategy – Final Report
269 - 290
b)
2017-098 Emergency and Transportation Services 2016 Year in Review
291 - 299
c)
2017-099 Corporate Services
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Page Four Month Attendance Management Report Card 300 - 304
d)
2017-100 Office of the CAO Leadership Team Goals – 2017-18
Reports from Council Liaison Appointees a) Emergency and Transportation Services - Councillor Nossal b)
Long Term Care (Fairmount Home) - Councillor Inglis
c)
Corporate Services - Councillor Dewey
d)
Planning and Economic Development - Councillor McDougall
Reports from External Boards and Committees a) Kingston Frontenac Library Board Update - Warden Vandewal
305 - 316
b)
KFL&A Public Health Board Update - Councillor Doyle
c)
RULAC, LSR and other Updates
d)
Algonquin Land Claim Update - Councillor Inglis
e)
Frontenac County Youth Justice Advisory Committee Update Councillor Nossal
f)
Housing and Homelessness Committee Update - Councillor McDougall
g)
Rideau Corridor Landscape Steering Committee Update - Councillor McDougall
h)
Mississippi Rideau Tay Rural Health Hub Organizing Committee Councillor Smith
i)
Food Policy Council of Kingston, Frontenac, Lennox and Addington Councillor Doyle
Reports from Advisory Committees of County Council a) Report of the Planning Advisory Committee All items listed on the Planning 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 Advisory Committee Report to be separated from that motion and considered separately, whereupon the Planning Advisory Committee Report without the separated item(s) shall be put to the vote and the separated item(s) shall be considered immediately thereafter. THAT the Report received from the Planning Advisory Committee be received and adopted. Report of the Planning Advisory Committee
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The Planning Advisory Committee reports and recommends as follows: 1.
2017-090 Planning Advisory Committee Request from the Township of South Frontenac for expanded public notification provisions regarding planning applications Be It Resolved That the Planning Advisory Committee accept the Planning Advisory Committee – Request from the Township of South Frontenac for expanded public notification provisions regarding planning applications report for information; And Further That the Council of the County of Frontenac take no further action at this time.
Staff are recommending that the below item which was supported by the Planning Advisory Committee be postponed to a special Council meeting on August 23, 2017 due to the submission of comments received late last week by the Mississippi Valley Conservation Authority which will require further amendments and modifications to be made to the Plan. Staff are recommending that a special Council meeting will be held on Wednesday, August 23 to receive a staff report on the comments received from the Mississippi Valley Conservation Authority with recommendations to Council on any required amendments and subsequent approval of the Township of North Frontenac Official Plan. 2017-088 Planning Advisory Committee Approval of the Township of North Frontenac Adopted Official Plan Whereas the Council of the County of Frontenac considered all written and oral submissions received on this application, the effect of which helped Council to make an informed decision; Be It Resolved That the Planning Advisory Committee receive and review the required documents for submission of the adopted Official Plan for the Township of North Frontenac; And Further That the Council of the County of Frontenac approve the Township of North Frontenac Official Plan dated May 19, 2017, as contained in Appendix A subject to the following amendments: That Section 1.6.5 be amended to remove at the end of the paragraph the words,
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Page “but may decline to have a meeting if they refuse to adopt the amendment or the application is not deemed to be complete”; and further, That Section 4.3.3 C - Conversion of Buildings to Live/Work Units clause vi) be amended to remove the words “a person directly” and replaced with “persons”.
Return to Council a) That Council revert from Committee of the Whole Council, to Council.
Adoption of the Report of the Committee of the Whole Council a) That the report of the Committee of the Whole Council be adopted and that the necessary actions or by-laws be enacted. Motions, Notice of Which has Been Given a) Support for the VIA Rail High-Frequency Train proposal to the Government of Canada Windsor-Québec Corridor Moved by: Deputy Warden Higgins Seconded by: Warden Vandewal Whereas VIA Rail has submitted a High-Frequency Train proposal to the Government of Canada for the Windsor-Québec Corridor, the busiest in Canada; Whereas this project aims to improve the quality, frequency and reliability of passenger rail services and will have a direct effect on the viability of Via Rail by attracting more customers while stimulating economic growth; Whereas the VIA Rail project allows more options for connections with other modes of transportation such as light rail and local railways; Whereas the VIA Rail project provides access to the city centers of the railway network, which maximizes its relevance, efficiency and use; Whereas the VIA Rail project increases connections with smaller communities and increases intercity transit, and increases services on existing lines; Whereas this project requires a significant financial contribution from the
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Page Government of Canada but also from private sector investments; Whereas this project allows an increase in intercity passenger services, which will lead to a significant reduction in greenhouse gas emissions from the transportation sector, thereby effectively supporting the Government of Canada’s environmental objectives and directions following the signing of the Paris Protocol; Whereas the VIA Rail Project is consistent with the Government of Canada’s priorities for public transit infrastructure; Therefore Be It Resolved That the County of Frontenac support the Eastern Ontario Wardens’ Caucus’ resolution to:
- Support VIA Rail’s High-Frequency Train project;
- Call upon the Government of Canada to provide financial support for Via Rail’s High-Frequency Train project;
- Request the Government of Ontario to include VIA Rail’s proposed High-Frequency Train project in the list of priority infrastructure projects for Ontario;
- Call on the governments of Canada and Ontario to ensure that the High-Frequency Train projects of Via Rail are carried out in a way that enables the user to have direct and fast access to railway stations and hubs in communities across rural Eastern Ontario Giving Notice of Motion Communications That Council consent to the following communications of interest to Council listed below be received and filed: a) From the Kingston & Frontenac Housing Corporation providing its Public Agenda for Meeting 05-2017 [Distributed to Members of County Council on June 23, 2017] b)
From Southern Frontenac Community Services providing its monthly News Letter [Distributed to Members of County Council on June 23, 2017]
c)
From the Minister for Seniors Affairs thanking County Council for Proclaiming June as Seniors’ Month
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Page [Distributed to Members of County Council on June 23, 2017] d)
From the Township of South Frontenac Providing Township Resolution regarding EORN Submission [Distributed to Members of County Council on June 23, 2017]
e)
From the County of Lennox and Addington advising of the Appointment of New Chief Administrative Officer [Distributed to Members of County Council on June 23, 2017]
f)
From the Community Foundation of Kingston and Area Providing its Issue of Ripples [Distributed to Members of County Council on June 23, 2017]
g)
From the Township of Edwardsburgh Cardinal regarding Bill 7 - Property Standards Downloading [Distributed to Members of County Council on June 30, 2017]
h)
From UHKF Providing Follow Up Information from the June Council Presentation [Distributed to Members of County Council on June 30, 2017]
i)
From the Kingston Frontenac Lennox & Addington Board of Health Meeting Minutes-May 24, 2017 [Distributed to Members of County Council on June 30, 2017]
j)
From the Minister of Education regarding Ontario’s Plan to Strengthen Rural and Northern Education [Distributed to Members of County Council on June 30, 2017]
k)
From the Council of Ontario Universities seeking feedback on how to make Ontario’s future better. [Distributed to Members of County Council on July 7, 2017]
l)
From Via Rail providing a presentation on Delivering Sustainable Mobility to Canadians [Distributed to Members of County Council on July 7, 2017]
m)
From the Canadian Association of Nuclear Host Communities issue support and endorsement of Deep Geologic Repository [Distributed to Members of County Council on July 14, 2017]
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n)
From the Ministry of Health and Long-Term Care regarding funding for dedicated nurses to receive ambulance patients [Distributed to Members of County Council on July 14, 2017]
Other Business Public Question Period By-Laws – General By-laws and Confirmatory By-law a) First and Second Reading Resolved That leave be given the mover to introduce by-laws a) through d) that have been circulated to all Members of County Council and that by-laws a) through d) be read a first and second time. b)
Third Reading Resolved That by-laws a) through d) be read a third time, signed, sealed and finally passed. By-Laws
317 - 318
a)
To Authorize the Warden and Clerk to Execute an Agreement with the South Eastern Local Health Integrated Network (SELHIN); Kingston Health Sciences Centre (KHSC); and McMaster University for Community Paramedicine initiatives. (Proposed By-Law No. 2017-0027)
319 - 322
b)
To Adopt a Chief Administrative Officer Performance Appraisal Policy (Proposed By-Law No. 2017-0028)
323 - 326
c)
To amend By-law No. 2013-0020 (to govern the proceedings of the Council and its Committees, the Conduct of Members and the Calling of Meetings) as it relates to the establishment of a Chief Administrative Officer Performance Appraisal Review Panel. (Proposed By-Law No. 2017-0029)
327 - 328
d)
To Confirm All Actions and Proceedings of Council (Proposed By-Law No. 2017-0030)
Adjournment
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AGENDA ITEM #a)
Minutes of the Regular Meeting of Council June 21, 2017 A regular meeting of the Council of the County of Frontenac was held in the Kingston Frontenac Rotary Auditorium at the County Administrative Office, 2069 Battersea Road, Glenburnie on Wednesday, June 21, 2017 and was called to order at 9:00 a.m. Regular business commenced at 9:44 a.m. There was a “Closed Meeting” of the Committee of the Whole from 9:00 a.m. to 9:28 a.m. Present:
Also Present:
Warden Ron Vandewal, Deputy Warden Ron Higgins, Councillors Denis Doyle, Fran Smith, Natalie Nossal, Tom Dewey, John Inglis and John McDougall County: Kelly Pender, Chief Administrative Officer Paul Charbonneau, Chief/Director of Emergency & Transportation Services Joe Gallivan, Director of Planning and Economic Development Susan Brant, Director of Corporate Services/Treasurer Lisa Hirvi, Administrator-Fairmount Home Jannette Amini, Manager of Legislative Services/Clerk Marco Smits, Communications Officer Richard Allen, Manager of Economic Development Media: Jeff Green, The Frontenac News, Elliot Ferguson, The Kingston Whig Standard and Tori Spafford, Frontenac EMC
Closed Session Motion #: 96-17
Moved By: Seconded By:
Councillor McDougall Councillor Inglis
Resolved That Council resolve itself into Committee of the Whole closed session as authorized under Section 239 of the Municipal Act, to consider:
- Adoption of Closed Minutes of Meetings held May 17, 2017;
- A proposed or pending acquisition or disposition of land by the municipality or local board - as it relates to current negotiations of the acquisition of lands for the K&P Trail;
- Personal matters about an identifiable individual, including municipal or local board employees - as it relates to certain employees of the Corporation;
Minutes of Meeting held June 21, 2017
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AGENDA ITEM #a)
- Labour relations or employee negotiations as it relates to certain positions within the CUPE bargaining unit. Carried Motion #: 97-17
Moved By: Seconded By:
Councillor Dewey Councillor Nossal
Resolved That Council rise from closed session without reporting. Carried Approval of Addendum Motion #: 98-17
Moved By: Seconded By:
Deputy Warden Higgins Councillor Doyle
Resolved That the addendum for the June 21, 2017 meeting of the Council of the County of Frontenac be approved; and further, That By-law 2013-0020 be waived to consider Deputations and/or Presentations clause c) following Public Question Period. Carried Disclosure of Pecuniary Interest and General Nature Thereof There were none. Adoption of Minutes a)
Minutes of Meeting held May 17, 2017
Motion #: 99-17
Moved By: Seconded By:
Councillor Smith Councillor Nossal
Resolved That the minutes of the regular Council meeting held May 17, 2017 be adopted. Carried Deputations and/or Presentations a)
Mr. Sheldon Laidman, Director, Housing & Social Services Department, City of Kingston, presented to County Council the completed review of the homelessness services offered in the County, including the report of the Rural Housing and Homelessness Service Delivery Report from OrgCode Consulting.
Regular Meeting of Council Minutes June 21, 2017
Minutes of Meeting held June 21, 2017
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AGENDA ITEM #a)
b)
Ms. Denise Cumming, President and CEO, Mr. Mike McDonald and Ms. Sue Creasy of the University Hospitals Kingston Foundation, presented an update to Council on the impact of Frontenac’s 10 years of support, as well as a brief look-ahead at hospital capital redevelopment projects on the horizon.
c)
Demonstration by Frontenac Paramedic Services - The Anatomy of a 911 Response, PCP with ACP Back Up. This presentation was made following the Public Question Period. (See page xx) Proclamations Move into Committee of the Whole
Motion #: 100-17
Moved By: Seconded By:
Councillor Dewey Councillor McDougall
That Council adjourn and meet as Committee of the Whole Council, with the Deputy Warden in the Chair. Carried Briefings a)
Mr. Kelly Pender, Chief Administrative Officer provided Council with his monthly CAO briefing. Unfinished Business
Regular Meeting of Council Minutes June 21, 2017
Minutes of Meeting held June 21, 2017
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AGENDA ITEM #a)
Recommend Reports from the Chief Administrative Officer a)
2017-081 Planning & Economic Development Extension of Approval of Draft Plan of Subdivision – 2292 Sands Road Township of South Frontenac – County File #10T-2011/002
Motion #: 101-17
Moved By: Seconded By:
Councillor Inglis Warden Vandewal
Resolved That the Council of the County of Frontenac receive the Planning & Economic Development – Extension of Approval of Draft Plan of Subdivision – 2292 Sands Road Township of South Frontenac – County File #10T-2011/002; And Further That the Council of the County of Frontenac extend the draft approval for the plan of subdivision for 2292 Sands Road, Battersea, to July 17, 2018, based on the attached conditions detailed in Appendix B, approved by County Council July 17, 2013. Carried b)
2017-082 Planning & Economic Development Extension of Approval of Draft Plan of Condominium – Cranberry Cove – County File 10CD-2012/002
Motion #: 102-17
Moved By: Seconded By:
Councillor Doyle Councillor Smith
Resolved That the Council of the County of Frontenac receive the Planning & Economic Development – Extension of Approval of Draft Plan of Condominium – Cranberry Cove – County File 10CD-2012/002; And Further That the Council of the County of Frontenac extend the draft approval for the plan of condominium for Cranberry Cove, to July 16, 2018, based on the attached conditions detailed in Appendix B, approved by County Council July 16, 2014. Carried c)
2017-083 Planning and Economic Development Seniors Housing Business Plan Proposal for the Township of Central Frontenac Motion #: 103-17 Moved By: Councillor Nossal Seconded By: Councillor Dewey Resolved That the Council of the County of Frontenac receive report 2017-083 Seniors Housing Business Plan Proposal for the Township of Central Frontenac;
Regular Meeting of Council Minutes June 21, 2017
Minutes of Meeting held June 21, 2017
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AGENDA ITEM #a)
And Further That Council authorize staff to request SHS Consulting to complete a Business Plan for the Central Frontenac Senior’s Housing Business Plan, (to a maximum upset of $7,500 + HST); And Further That funding for the business plan be taken from monies allocated by County Council for Senior’s projects based upon the formula noted in the report; Carried d)
2017-084 Office of the Chief Administrative Officer Waste Management Opportunities – Regional Approach to Optimize Waste Diversion in Frontenac County
Motion #: 104-17
Moved By: Seconded By:
Councillor McDougall Councillor Inglis
Be It Resolved That the Council of the County of Frontenac receives the Office of the Chief Administrative Officer – Waste Management Opportunities - Regional Approach to Optimize Waste Diversion in Frontenac County report; And Further That Council approves retaining Cambium Inc. to submit a final grant submission to the Continuous Improvement Fund (CIF) for funding a study to identify opportunities to develop a regional approach to optimize waste diversion in Frontenac County. And Further That should the grant submission be approved by CIF a final work plan and cost estimate be provided to County Council for their consideration prior to proceeding with the project, including Phase I and a potential Phase II. Carried e)
2017-085 Corporate Services Amendment to Frontenac-Howe Islander Ferry Fees and Fares Schedule Motion #: 105-17 Moved By: Warden Vandewal Seconded By: Councillor Doyle Resolved That the Council of the County of Frontenac receive the Corporate Services – Amendment to 2017 Frontenac-Howe Islander Ferry Fees and Fares Schedule report; And Further That a by-law be introduced later in the meeting to adopt the amended 2017 Frontenac-Howe Islander Ferry Fees and Fares Schedule. Carried Information Reports from the Chief Administrative Officer
Regular Meeting of Council Minutes June 21, 2017
Minutes of Meeting held June 21, 2017
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AGENDA ITEM #a)
Reports from Council Liaison Appointees a)
Emergency and Transportation Services - Councillor Nossal
Councillor Nossal provided an overview of the Emergency and Transportation Services liaison activities since the last Council meeting. b)
Long Term Care (Fairmount Home) - Councillor Inglis
Councillor Inglis provided an overview of the Fairmount Home liaison activities since the last Council meeting. c)
Corporate Services - Councillor Dewey
Councillor Dewey provided an overview of the Corporate Services liaison activities since the last Council meeting. d)
Planning and Economic Development - Councillor McDougall
Councillor McDougall provided an overview of the Planning and Economic Development liaison activities since the last Council meeting. Reports from External Boards and Committees a)
Kingston Frontenac Library Board Update - Warden Vandewal
No Report b)
KFL&A Public Health Board Update - Councillor Doyle
Councillor Doyle provided an update of the happenings of the KFL&A Public Health Board since the last meeting. c)
RULAC, LSR and other Updates
No Report d)
Algonquin Land Claim Update - Councillor Inglis
No Report
Regular Meeting of Council Minutes June 21, 2017
Minutes of Meeting held June 21, 2017
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AGENDA ITEM #a)
e)
Frontenac County Youth Justice Advisory Committee Update Councillor Nossal
No Report f)
Housing and Homelessness Committee Update - Councillor McDougall
No Report g)
Rideau Corridor Landscape Steering Committee Update - Councillor McDougall
No Report h)
Mississippi Rideau Tay Rural Health Hub Organizing Committee Councillor Smith
No Report i)
Food Policy Council of Kingston, Frontenac, Lennox and Addington Councillor Doyle
Councillor Doyle provided an update of the happenings of the Food Policy Council of Kingston, Frontenac, Lennox and Addington since the last meeting. Reports from Advisory Committees of County Council Return to Council Motion #: 106-17
Moved By: Seconded By:
Councillor Smith Councillor Nossal
That Council revert from Committee of the Whole Council, to Council. Carried Adoption of the Report of the Committee of the Whole Council Motion #: 107-17
Moved By: Seconded By:
Councillor Dewey Councillor McDougall
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 June 21, 2017
Minutes of Meeting held June 21, 2017
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AGENDA ITEM #a)
18
Motions, Notice of Which has Been Given
Warden Vandewal removed himself from the Chair and Deputy Warden Higgins assumed the Chair. a)
Support for the Sydenham Lakes and Trails Festival
Motion #: 108-17
Moved By: Seconded By:
Warden Vandewal Councillor McDougall
Be It Resolved That the County of Frontenac provide a financial contribution to the Sydenham Lakes and Trails Festival in the amount of Five Hundred ($500.00) Dollars; And Further That this expenditure be taken from the Working Fund Reserve. Carried Warden Vandewal took back the Chair. Giving Notice of Motion Communications That Council consent to the following communications of interest to Council listed below be received and filed: a)
From the Township of Champlain regarding Resolution that it is Not a willing host for wind turbines. [Distributed to Members of County Council May 19, 2017]
b)
Letter of Support from Adjala-Tosorontio regarding Waive Taxes on Canada Flags for the 150th Anniversary. [Distributed to Members of County Council May 19, 2017]
c)
From the Ministry of Municipal Affairs regarding Septic Tank Maintenance Records. [Distributed to Members of County Council May 19, 2017]
d)
From the Township of Cavan Monaghan to AMO regarding Resolution distribution. [Distributed to Members of County Council May 19, 2017]
e)
From the Township of Cavan Monaghan to Premier Wynne regarding cost of Electricity. [Distributed to Members of County Council May 19, 2017]
Regular Meeting of Council Minutes June 21, 2017
Minutes of Meeting held June 21, 2017
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AGENDA ITEM #a)
f)
From the Township of Essa regarding New Driver Sign [Distributed to Members of County May 19, 2017]
g)
From Deputy Warden Higgins providing his 2017-05-19 RMFEO Update. [Distributed to Members of County May 26, 2017]
h)
From Lisa Hirvi. Administrator, Fairmount Home regarding follow up to Report 2017-073 FMT Q1 Report-Response. [Distributed to Members of County May 26, 2017]
i)
From the Ministry of Seniors Affairs regarding June as Seniors Month in Ontario. [Distributed to Members of County May 26, 2017]
j)
From Mayor Ron Higgins to Jeff Green, Frontenac News regarding the 2015 Residential Waste Diversion Rates. [Distributed to Members of County Council June 2, 2017]
k)
From the Kingston Frontenac Housing Corporation providing its Meeting Minutes of April 24, 2017. [Distributed to Members of County Council June 2, 2017]
l)
From the Kingston Frontenac Lennox & Addington Board of Health providing its Meeting Minutes of April 26, 2017. [Distributed to Members of County Council June 2, 2017]
m)
From the Ministry of Municipal Affairs regarding Proposed Changes to the 2012 Ontario Building Code. [Distributed to Members of County Council June 2, 2017]
n)
From the Sydenham Lakes and Trails Festival thanking Council for its generous donation. [Distributed to Members of County Council June 2, 2017] From the University Hospitals Kingston Foundation providing its May 2017 report on the County of Frontenac. [Distributed to Members of County Council June 2, 2017]
o)
p)
Unconfirmed May 29, 2017 Accessibility Advisory Committee Minutes [Distributed to Members of County Council June 9, 2017]
q)
From AMO regarding Critical Matters that Impact Municipalities [Distributed to Members of County Council June 9, 2017] Unconfirmed May 17, 2017 Regular County Council Meeting Minutes [Distributed to Members of County Council June 9, 2017]
r) s)
Kingston, Frontenac, Public Library Boards’ 2016 Financial Statements – Period Ending, December 31, 2016 [Distributed to Members of County Council June 16, 2017]
t)
From the College of Physicians & Surgeons of Ontario regarding the Outstanding Ontario Physician Award. [Distributed to Members of County Council June 16, 2017]
Regular Meeting of Council Minutes June 21, 2017
Minutes of Meeting held June 21, 2017
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AGENDA ITEM #a)
u)
From the Minister of Seniors Affairs thanking County Council for proclaiming June as Seniors Month in Frontenac County. [Distributed to Members of County Council June 16, 2017]
v)
From the Ministry of Tourism, Culture and Sport announcing the launch of the OMCC Cycling Program. [Distributed to Members of County Council June 16, 2017] Other Business
Councillor McDougall noted that representatives of the Frontenac Transportation Services will be attending the July Council meeting to discuss among other things accessible transportation. Council McDougall also noted the work taking place at Point Park in the Township of South Frontenac that will make the park, once complete, fully accessible. Public Question Period Council recessed at 11:22 a.m. Council reconvened at 11:34 a.m. Deputations and/or Presentations, clause c) was considered at this time. See page xx By-Laws – General By-laws and Confirmatory By-law a)
First and Second Reading
Motion #: 109-17
Moved By: Seconded By:
Councillor Inglis Deputy Warden Higgins
Resolved That leave be given the mover to introduce by-laws a) through c) that have been circulated to all Members of County Council and that by-laws a) through c) be read a first and second time. Carried b)
Third Reading
Motion #: 110-17
Moved By: Seconded By:
Deputy Warden Higgins Councillor Inglis
Resolved That by-laws a) through c) be read a third time, signed, sealed and finally passed. Carried Regular Meeting of Council Minutes June 21, 2017
Minutes of Meeting held June 21, 2017
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AGENDA ITEM #a)
By-Laws a)
To Authorize the Warden and Clerk to Execute an Agreement of Purchase and Sale with (K&P Trail Acquisition) [Proposed By-Law No. 2017-0024]
b)
To establish a fees and fares schedule for the Frontenac-Howe Islander Ferry operation for the year 2017 and to rescind By-law 2016-0037 [Proposed By-law No. 2017-0025]
c)
To Confirm All Actions and Proceedings of Council [Proposed By-Law No. 2017-0026] Adjournment
Motion #: 111-17
Moved By: Seconded By:
Councillor Doyle Councillor Smith
That the meeting hereby adjourn at 12:04 p.m. Carried
Ron Vandewal, Warden
Regular Meeting of Council Minutes June 21, 2017
Minutes of Meeting held June 21, 2017
Jannette Amini, Clerk
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Ms. Louise Moody , Executive Director, Northern Frontenac Co…
Frontenac Transportation Service
1
AGENDA ITEM #a)
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A partnership between Northern Frontenac Community Services, Southern Frontenac Community Services and the County of Frontenac
Ms. Louise Moody , Executive Director, Northern Frontenac Co…
Frontenac Transportation Service
.
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AGENDA ITEM #a)
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Frontenac Transportation Service provides rides for adults, seniors and children living in North, Central and South Frontenac and Frontenac Islands. We work with the County to fulfil the County’s strategic goal of providing: A safe, convenient, effective transportation system for all citizens of Frontenac County, including those citizens who do not have access to a personal vehicle
Ms. Louise Moody , Executive Director, Northern Frontenac Co…
Frontenac Transportation Service In the year 2016-2017 we provided:
3
AGENDA ITEM #a)
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6881 rides for seniors (medical appointments, shopping and social activities including day away) 2337 rides for Third Party Billing (this includes ODSP, OW, Triboard, Veterans Affairs etc.) Others residents including low income families, children and youth We have offered the service to the Islands and as of today there has been no requests for rides
Ms. Louise Moody , Executive Director, Northern Frontenac Co…
Frontenac Transportation Service FTS is committed to addressing the transportation needs for people in the County. We recently heard from a family thanking us for all we had done to help their father who had recently passed away. They continued on to say they didn’t know how they could have handled everything if not for us.
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AGENDA ITEM #a)
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As you can see, we are definitely making a difference in the communities we serve and we want to continue to make a difference for the residents.
Ms. Louise Moody , Executive Director, Northern Frontenac Co…
Frontenac Transportation Service
5
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Rides are dispatched from the Frontenac Transportation Office in Sharbot Lake. We employ three part time staff who: Match ride requests with our volunteer drivers Assist clients in accessing travel subsidy Support high risk clients when issues are identified, e.g.. Depression, dementia, isolation Manage the database, billing and driver reimbursement
Ms. Louise Moody , Executive Director, Northern Frontenac Co…
Frontenac Transportation Service Volunteers are essential to our service To maintain accessibility and availability in the system, we need to maintain and sustain our volunteer workforce. We celebrate our volunteers annually at our Volunteer Appreciation event. For the last two years a volunteer driver has received our Volunteer Of the Year Award.
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Ms. Louise Moody , Executive Director, Northern Frontenac Co…
Frontenac Transportation Service Volunteers We now have 41 drivers, 14 in the South and 27 in North and Central Townships. We have been able to increase our drivers in South Frontenac, which will cut down their out Km costs. 15/16
16/17
Distance:
727,848
748,683
Hours:
17,638
18,377
We reimbursed drivers over $280,000 for their mileage. 7
AGENDA ITEM #a)
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That is an increase of over 20,000 km and 739 hours.
Ms. Louise Moody , Executive Director, Northern Frontenac Co…
Frontenac Transportation Service Trends we are seeing We make the bulk of our revenue from third party billing which has been declining.
The number of third party drives were down between 15/16 to 16/17. Last year we had 142 fewer rides. There has been a steady decline in third party rides since 2012. We are down 745 rides since then.
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The revenue that is generated by third party drives is 36 cents a km which is 18 cents more than other rides. The original model of FTS is based on third party rides subsidizing the service.
Ms. Louise Moody , Executive Director, Northern Frontenac Co…
Frontenac Transportation Services Trends we are seeing Our Senior rides are increasing but the revenue generated by these rides is 18 cents less than from third party billing. Senior rides are up in numbers from 15/16 to 16/17 by 245.
There has been a steady gain since 2012/2013. We have increased our seniors rides by 690 since then. The revenue that is generated by Senior rides (CSS) is 18 cents a km.
AGENDA ITEM #a)
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Ms. Louise Moody , Executive Director, Northern Frontenac Co…
Frontenac Transportation Service Trends we are seeing LHIN funded rides for Community Support Services (CSS) only cover the cost of the ride when the senior is in the car.
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AGENDA ITEM #a)
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The cost of getting the driver to the client for pick up, is not covered by their funding. We use the County funding to cover this cost, because the seniors are not able to afford this.
Ms. Louise Moody , Executive Director, Northern Frontenac Co…
Frontenac Transportation Service The trends are continuing this year Reporting for April 1 to June 30 2017 Our third party rides are down by 160 from same time period last year. Our senior rides are up by 21.
AGENDA ITEM #a)
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Ms. Louise Moody , Executive Director, Northern Frontenac Co…
Frontenac Transportation Service Our Challenge: With the decrease in third party rides and with an increase in seniors rides, our model is stressed.
The 2016/2017 budget demonstrates the issue. We had a deficit budget of $11,000.00.
AGENDA ITEM #a)
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Ms. Louise Moody , Executive Director, Northern Frontenac Co…
Frontenac Transportation Service We need to find a solution Options: FTS stop subsidizing the kilometers out (when client is not in the car) for seniors and charge them the same as third party billing.
FTS increase the cost of all rides, seniors and third party.
The County increase funding for FTS to offset the deficit.
13
AGENDA ITEM #a)
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Ms. Louise Moody , Executive Director, Northern Frontenac Co…
Frontenac Transportation Service Accessibility We have identified a need for accessible travel requiring a wheel chair van. It has been suggested we investigate enhancing FTS services to address this need. This would require additional financial funding from County.
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A small group of us are meeting in July to discuss options. We will come back to you in the fall with our suggestion for the most cost effective model to address this need.
Ms. Louise Moody , Executive Director, Northern Frontenac Co…
Frontenac Transportation Service Appendix A Breakdown of Rides between townships
15/16
North Central South
16/17
Seniors: 155
Seniors: 72
TPR:
TPR:
400
391
Seniors: 1671
Seniors: 1865
TPR:
TPR:
1590
1340
Seniors: 1867
TPR:
TPR:
488
606
There has been a steady increase in Senior rides in the amount of 245 and a decrease in Third Party billing of 142.
- TPR – third party rides this includes ODSP, OW, Triboard, Veterans Affairs etc…)
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Seniors: 1733
Ms. Louise Moody , Executive Director, Northern Frontenac Co…
Frontenac Transportation Service Appendix B Regional disparity How best can FTS support all our resident’s access affordable transportation with this range of cost?
cost to senior
cost of ride
Sydenham – Kingston
$9.10
$21.36
Ompah – Kingston
$58.18
$114.80
Henderson – Kingston
$52.78
$94.82
Sharbot Lake – Kingston
$42.00
$68.96
Central Frontenac average ride costs $25.00 South Frontenac average ride costs $18.00 16
AGENDA ITEM #a)
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North Frontenac average ride costs $42.00
Alison Vandervelde, Chelsea Shogren, Katrina Lasher and Sara…
Priorities 2017-2018
AGENDA ITEM #a)
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Chelsea Shogren Katrina Lasher S a r a S a u n d e r s A l i s o n Va n d e r v e l d e
Alison Vandervelde, Chelsea Shogren, Katrina Lasher and Sara…
The Leadership Team • Communicating / discussing direction from Council and the Senior Leadership Team • Training on corporate wide policies, procedures and practices • Improving leadership skills • Improving communications and fellowship across divisions AGENDA ITEM #a)
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Alison Vandervelde, Chelsea Shogren, Katrina Lasher and Sara…
2015/16 Accomplishments
• • •
• • • •
•
Social Media Eastern Ontario GIS & IT Telehealth Brand Ambassador Program Toy & Food Drives
•
• • •
Business Planning & Budget Process Shared Procurement Planning & Ec Dev Integration Paramedic Research
AGENDA ITEM #a)
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•
LEAN Just Culture Road to Mental Readiness Big Data for Small Places
Bullet 3 Bullet 4
Alison Vandervelde, Chelsea Shogren, Katrina Lasher and Sara…
• Bullet 1 • Bullet 2
AGENDA ITEM #a)
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Alison Vandervelde, Chelsea Shogren, Katrina Lasher and Sara…
Continue the Frontenac ambassador program
AGENDA ITEM #a)
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2017 – 2018 Priorities: Community
Alison Vandervelde, Chelsea Shogren, Katrina Lasher and Sara…
Continue participating in local fundraising and events
AGENDA ITEM #a)
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2017 – 2018 Priorities: Community
Alison Vandervelde, Chelsea Shogren, Katrina Lasher and Sara…
Promote shared services and procurement
AGENDA ITEM #a)
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2017 – 2018 Priorities: Municipality
Alison Vandervelde, Chelsea Shogren, Katrina Lasher and Sara…
Staff department presentations to municipalities
AGENDA ITEM #a)
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2017 – 2018 Priorities: Municipality
Alison Vandervelde, Chelsea Shogren, Katrina Lasher and Sara…
Continue the “taking a Councillor to work”
AGENDA ITEM #a)
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2017 – 2018 Priorities: Council
Alison Vandervelde, Chelsea Shogren, Katrina Lasher and Sara…
Invite councillors to attend awards and conferences
AGENDA ITEM #a)
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2017 – 2018 Priorities: Council
Alison Vandervelde, Chelsea Shogren, Katrina Lasher and Sara…
Continue team building across departments
AGENDA ITEM #a)
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2017 – 2018 Priorities: Internal
Alison Vandervelde, Chelsea Shogren, Katrina Lasher and Sara…
Promote LEAN projects and success
AGENDA ITEM #a)
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2017 – 2018 Priorities: Internal
Alison Vandervelde, Chelsea Shogren, Katrina Lasher and Sara…
We’ll be back
AGENDA ITEM #a)
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July 17, 2017 Report 2017-06
Mr. Kelly Pender , Chief Administrative Officer, will provid…
Administrative Report
AGENDA ITEM #b)
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Mr. Kelly Pender , Chief Administrative Officer, will provid…
Meeting Attendance EOWC Meeting – PEC – June 23
•
Emergency Management Training – June 26
•
Meeting with Via Rail CEO/President & Warden – June 28
•
Planning Advisory Committee Meeting – Regular and Public – June 28
•
North Frontenac Council Meeting Senior’s Housing – June 30
•
Eastern Ontario Leadership Council – July 5
•
CUPE 2290 Conciliation – July 17
AGENDA ITEM #b)
Page 52 of 328
•
Mr. Kelly Pender , Chief Administrative Officer, will provid…
Policy Updates WSIB Looking for Input on PTSD Strategy: The Workplace Safety and Insurance Board (WSIB) is currently in the process of developing a new policy to support recent provincial legislation that would allow compensation for work-related chronic mental stress.
•
Ontario Introduces Emergency Services Reforms: The province has announced a series of reforms to emergency health services, including a new system for paramedic dispatching and two fire service paramedicine pilot programs.
•
OMERS Makes Key Plan Changes: The OMERS Sponsors Corporation has approved three important changes to the OMERS Pension Plan.
•
Ombudsman Releases Annual Report: The Ontario Ombudsman released his 2016-17 annual report.
AGENDA ITEM #b)
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•
Mr. Kelly Pender , Chief Administrative Officer, will provid…
AMO Updates Provincial Matters Government announces new program to facilitate community hub development on surplus public land. Municipal governments and community partners can apply for this program online starting July 4, 2017 until October 16, 2017.
AGENDA ITEM #b)
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Investing In Canada Infrastructure Plan – Phase 2 Negotiations The Honourable Amarjeet Sohi, Minister of Infrastructure Canada, wrote today to all Provincial and Territorial Ministers of Infrastructure to provide details on the federal government’s framework for infrastructure funding in Phase 2 of the Investing In Canada Infrastructure Plan. The documents released provide more details on the federal commitment for the next ten years to funding municipal and provincial infrastructure systems and signalled a strong desire for collaboration between all orders of government.
Mr. Kelly Pender , Chief Administrative Officer, will provid…
AMO Update Cont. The Phase 2 funding covers a range of programs to support provincial and municipal infrastructure. For Ontario, allocations are: Public Transit Infrastructure Fund (PTIF) – supporting, expanding or improving public transit infrastructure, including active transportation – $8.34 billion
Rural and Northern Infrastructure Fund – supporting wideranging needs in small communities including local roads, renewable energy, and broadband – $250 million
Community, Culture and Recreational Infrastructure – supporting new, expanded or renewed cultural, amateur sport, community and recreational facilities – $407 million.
AGENDA ITEM #b)
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Green Infrastructure Fund – supporting greenhouse gas mitigation projects, adaptation, resilience, green infrastructure and disaster mitigation, and clean water and wastewater projects – $2.84 billion
Mr. Kelly Pender , Chief Administrative Officer, will provid…
Proposed Asset Management Regulation
AGENDA ITEM #b)
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- Policy & Strategy – Jan. 1/19 and review every 5 years • Municipal goals, plans and policies such as OP, strategic plan, master plans, land use planning framework • Define the role of staff, council and public • Need an executive staff lead
- Asset Inventory – Core Jan. 1, 2020, All Jan.1 2021 Phase 1 & 2 • Asset type, quantity, replacement costs, average age, condition information and approach to condition assessments Phase 3 • Update the inventory
- Levels of Service Phase 1 & 2 • Two types including Community and Technical • Community are citizens expectations and technical includes the process to provide the level of service • Cost to sustain the level of service
Mr. Kelly Pender , Chief Administrative Officer, will provid…
Proposed Asset Management Regulations Cont.
AGENDA ITEM #b)
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Phase 3 • Mandatory performance measures • 10 year horizon for service level planning including documentation of “Where do we want to be with the level of service?” 4. Lifecycle Management Phase 1 & 2 • Document the lifecycle costs of assets and estimated the cost to service growth for municipalities over 25,000 • Phase 3 • Lifecycle management strategies to maintain level of services and manage risk • Lifecycle activities over 10 years which align with the levels of service 5. Financing Strategy • With desired level of service and capital forecasts, determine how the assets will be finance including revenue, reserves and debt. • Identify shortfalls/funding gaps and how they will be addressed
Mr. Kelly Pender , Chief Administrative Officer, will provid…
Proposed Asset Management Regulations Cont.
AGENDA ITEM #b)
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- Risk Analysis • Determine ways the asset management plans may fail to meet levels of service, actions to address these risks, assess risks such as low, medium, high with probabilities • Document risks, financial implications, operational implications, health & safety risks, environmental risks and mitigation strategies
- Community Engagement • Inform citizens in simple language about what you do & how you do it on website such as small videos, provide one page documents outlining services so an education campaign • Consultation including discussion on cost versus service, where do you want to see your community in 5 – 10 years • Collaborate with Townships, other municipalities and levels of government to provide the services
Warden and CAO Meeting with VIA Rail – June 29 •
Mr. Kelly Pender , Chief Administrative Officer, will provid…
M e e t i n g w i t h Vi a R a i l
AGENDA ITEM #b)
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Mr. Kelly Pender , Chief Administrative Officer, will provid…
EOWC UPDATE •
New Webpage currently being constructed – to be completed by end of September
•
Discussion regarding the AMO Local Share proposal
•
Supported OFA position regarding farm value added
•
Motion re definition of “rural” for the purposes of grants. <30,000 pop or 50 residents/km 2
AGENDA ITEM #b)
Page 60 of 328
Mr. Kelly Pender , Chief Administrative Officer, will provid…
EOLC UPDATE •
Province has committed to completing a regional economic development plan for E. Ontario. Also N. Ontario First meeting to discuss – August 24 th Will not be moving forward with a grow plan
•
Three Working Groups have been constituted
AGENDA ITEM #b)
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Workforce Development Integrated, Intelligent Transportation Systems Technology Integration and Innovation
Mr. Kelly Pender , Chief Administrative Officer, will provid…
EORN UPDATE •
Approved a “fee for service” wholly owned subsidiary
•
Made a submission to the CRTC re expenditure of $700M for expanding broadband – recommending a community based model with private sector
AGENDA ITEM #b)
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Mr. Kelly Pender , Chief Administrative Officer, will provid…
Economic Development Update
AGENDA ITEM #b)
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K&P Trail at Road 38 & Wagner Rd
Mr. Kelly Pender , Chief Administrative Officer, will provid…
Economic Development Update
AGENDA ITEM #b)
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K&P Trailhead Project - Verona
Mr. Kelly Pender , Chief Administrative Officer, will provid…
Economic Development Update Construction underway on K&P Trail – Ribbon Cutting “K&P Day” event in Sharbot Lake on August 26, at 1:00pm – Canada 150 plaque dedication.
•
Brand Ambassador Network now over 90 strong
•
Accommodation Review and Strategy for Growth completed
•
Uniform Signage design work to be completed this Fall. – Draft framework will be circulated to CDAC, Township Councils and staff.
AGENDA ITEM #b)
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•
Mr. Kelly Pender , Chief Administrative Officer, will provid…
Frontenac Seniors Housing Update
AGENDA ITEM #b)
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Mr. Kelly Pender , Chief Administrative Officer, will provid…
Twitter Stats – FPS – June
AGENDA ITEM #b)
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Mr. Kelly Pender , Chief Administrative Officer, will provid…
Twitter Stats – County – June
AGENDA ITEM #b)
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Mr. Kelly Pender , Chief Administrative Officer, will provid…
Upcoming Meetings • • • •
• •
•
REMINDER – No Scheduled County Council Meeting in August
AGENDA ITEM #b)
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• • •
EOWC CAO Meeting – July 21 – Prescott Russell Treasurers Meeting – July 24 Community Development Advisory Committee Meeting – August 10 AMO Conference, August 13-16, Ottawa – Includes EOWC Meeting and Multi Minister Meeting for Warden EOLC Meeting – City of Kingston - August 24 AMCTO’s Municipal Clerk’s Institute Level I - Hosted by the County of Frontenac, August 24 – 26 Emergency Management Meeting – September 5 Planning Advisory Committee Meeting – September 11 Eastern Ontario Municipal Conference – Ambassador Hotel, Kingston – September 13 – 15
Staff Briefing : Mr. Paul Blais, MDB Insight Terra Consultin…
Building a Toolkit To Increase Overnight Stays Across Frontenac County Presented by
Paul Blais MDB Insight & Libby Smith Terra Consulting
July 19, 2017
AGENDA ITEM #a)
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Accommodations #InFrontenac
Staff Briefing : Mr. Paul Blais, MDB Insight Terra Consultin…
Project Deliverables
Phase 1 •Project Start Up Meeting & Charter
Phase 2 •Asset Inventory Collection •Review of Existing Accommodation Policies •Best Practice Research in Accommodation Development
Phase 3
Phase 4 •Develop Investment Toolkit •Marketing Action Plan •Investment Prospectus 2
MillierInsight MDB MDB Insight Dickinson & Terra Blais Consulting: Accommodations #inFrontenac
AGENDA ITEM #a)
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•County Council Interviews •Interviews with Brand Ambassadors, Investors and Brokers •Community Workshops
Staff Briefing : Mr. Paul Blais, MDB Insight Terra Consultin…
Understanding Frontenac’s Tourist Market
MDB Insight & Terra Consulting: Accommodations #inFrontenac
AGENDA ITEM #a)
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Staff Briefing : Mr. Paul Blais, MDB Insight Terra Consultin…
Understanding Frontenac’s Tourist Market
Consumer Segmentation
MillierInsight MDB MDB Insight Dickinson & Terra Blais Consulting: Accommodations #inFrontenac
AGENDA ITEM #a)
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Staff Briefing : Mr. Paul Blais, MDB Insight Terra Consultin…
Understanding Frontenac’s Tourist Market
Travelers to North and Central Frontenac
5
MillierInsight MDB MDB Insight Dickinson & Terra Blais Consulting: Accommodations #inFrontenac
Nature Lovers
Outgoing Mature Couples
AGENDA ITEM #a)
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Connected Explorers
Staff Briefing : Mr. Paul Blais, MDB Insight Terra Consultin…
Understanding Frontenac’s Tourist Market
Travelers to South Frontenac and Frontenac Islands
Nature Lovers
Sports Lovers
6
MillierInsight MDB MDB Insight Dickinson & Terra Blais Consulting: Accommodations #inFrontenac
AGENDA ITEM #a)
Up & Coming Explorers
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Connected Explorers
Staff Briefing : Mr. Paul Blais, MDB Insight Terra Consultin…
Understanding Current Supply & Opportunities
MDB Insight & Terra Consulting: Accommodations #inFrontenac
AGENDA ITEM #a)
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Staff Briefing : Mr. Paul Blais, MDB Insight Terra Consultin…
Understanding Current Supply & Opportunities
Accommodation Assets Identified Through Business Directories 30 25
24 23
25
20
16
15 9
10 5
5
4
9 3
4
6
6 1 2 2
1 2 1 2
1
1
Short-term Rental
Cottages
North Frontenac
Campgrounds South Frontenac
• 145 profiled accommodations • 38% are Short term rentals 8
MDB Insight & Terra Consulting: Accommodations #inFrontenac
Commercial roof accomodations
Traditional B&B
Central Frontenac
Retreat
Frontenac Islands
AGENDA ITEM #a)
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0
Staff Briefing : Mr. Paul Blais, MDB Insight Terra Consultin…
Understanding Current Supply & Opportunities
Policy and Planning Implications
9
MDB Insight & Terra Consulting: Accommodations #inFrontenac
AGENDA ITEM #a)
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Reviewed Official Plans, Zoning By-Laws and available incentive programs (Community Improvement Plans) – Findings reveal that most accommodation types are an available use throughout the County and lower-tier municipalities, certain accommodations may require minor variances or single one-off approvals. – Findings reveal that there needs to be a firm commitment to maintain commercial zoning when under pressure from residential developers (private residence cottages vs. commercial cottages). – Findings reveal that most incentive programs across the various townships do not include, but also do not preclude, specific incentives towards accommodation properties.
Staff Briefing : Mr. Paul Blais, MDB Insight Terra Consultin…
Understanding Current Supply & Opportunities
Policy and Planning Implications Overall, alternative accommodation development needs: – Flexible zoning by-laws (e.g. ancillary uses on farms or rural properties)
– Short-term rental restrictions on noncommercial accommodators to assist in regulating and standardizing the short-term rental industry
– Incentives that include accommodation uses as part of the overall Community Improvement Plan program.
10
MDB Insight & Terra Consulting: Accommodations #inFrontenac
AGENDA ITEM #a)
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– Streamlined application processes that answer any land use / zoning restrictions
Staff Briefing : Mr. Paul Blais, MDB Insight Terra Consultin…
Understanding Current Supply & Opportunities
External Viewpoints Kingston - Tourism Kingston; Kingston Accommodations Partners Local/Regional - Frontenac Community Futures Development Corporation; Land O’Lakes Tourist Association; Regional Tourism Organizations 9 and 11 Ontario - Ministry of Tourism, Culture and Sport Industry and Investment Consultants Private Sector - Real estate professionals; Hotel/Resort developer
MDB Insight & Terra Consulting: Accommodations #inFrontenac
AGENDA ITEM #a)
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Staff Briefing : Mr. Paul Blais, MDB Insight Terra Consultin…
Understanding Current Supply & Opportunities
External Viewpoints The vast majority of tourists are coming to the region for an experience, most often for outdoor activities and an escape/change from everyday life in urban areas Frontenac has significant tourism related opportunities but lacks the accommodation and amenities to support the industry to its full potential
A need to develop accommodations which cater to the types of tourists who come to the area 12
MDB Insight & Terra Consulting: Accommodations #inFrontenac
AGENDA ITEM #a)
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There are a lot of tourist related opportunities but there is a lack of awareness outside of the region of these opportunities
Staff Briefing : Mr. Paul Blais, MDB Insight Terra Consultin…
Understanding Current Supply & Opportunities
External Viewpoints Promoted experiences include cycling, hiking, boating, trails, nature and wilderness activities (all seasons) Demand generators are the prime reason that hotel sites are chosen – there have to be multiple demand generators. Build an industry on upscale cottages, upscale camping, bed and breakfast and pod-type accommodations.
Concern was expressed about the ability for accommodation investors to start new developments on lakes
13
MDB Insight & Terra Consulting: Accommodations #inFrontenac
AGENDA ITEM #a)
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The area is better suited to smaller scale accommodations than larger developments, allowing excellent quality of service and the personal touch that tourists appreciate
Staff Briefing : Mr. Paul Blais, MDB Insight Terra Consultin…
Opportunities and Priorities
AGENDA ITEM #a)
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MDB Insight & Terra Consulting: Accommodations #inFrontenac 14
Staff Briefing : Mr. Paul Blais, MDB Insight Terra Consultin…
Opportunities and Priorities
‘Best Bet’ Opportunities Redevelopment of Existing Cottage Accommodations
Bed and Breakfast Establishments Pod-Based Accommodations
Niche Resort Accommodations
15
MDB Insight & Terra Consulting: Accommodations #inFrontenac
AGENDA ITEM #a)
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Upscale Camping and Campground Accommodations
Staff Briefing : Mr. Paul Blais, MDB Insight Terra Consultin…
Opportunities and Priorities
Investment Readiness Toolkits Definition of Opportunity Investment Readiness Self-assessment
Resources and Contacts 16
MDB Insight & Terra Consulting: Accommodations #inFrontenac
AGENDA ITEM #a)
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Key Criteria For Investment Success
Staff Briefing : Mr. Paul Blais, MDB Insight Terra Consultin…
Opportunities and Priorities
Investment Readiness Toolkits
MDB Insight & Terra Consulting: Accommodations #inFrontenac
AGENDA ITEM #a)
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Staff Briefing : Mr. Paul Blais, MDB Insight Terra Consultin…
Opportunities and Priorities
Investment Readiness Toolkits
MDB Insight & Terra Consulting: Accommodations #inFrontenac
AGENDA ITEM #a)
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Staff Briefing : Mr. Paul Blais, MDB Insight Terra Consultin…
Bed and Breakfast Accommodations
Page 88 of 328
Alignment – Connected Explorers – Up and Coming Explorers – Outgoing Mature Couples
Opportunities and Priorities
Short-term accommodations in a private home, or other comparable location, and traditionally includes breakfast as part of the service Potential – Alternative to cottage and campground accommodations – Small owner operated and flexible
MDB Insight & Terra Consulting: Accommodations #inFrontenac
AGENDA ITEM #a)
19
Staff Briefing : Mr. Paul Blais, MDB Insight Terra Consultin…
Opportunities and Priorities
Redevelopment of Existing Cottage Accommodations Privately owned cottages are easily and inexpensively advertised on the internet as alternatives to hotels and resorts. Potential – Frontenac has 46 commercial cottage rental properties – Operate in small scale and, compared to hotels or inns, require less investment
20
MDB Insight & Terra Consulting: Accommodations #inFrontenac
AGENDA ITEM #a)
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Alignment – Connected Explorers + Up and Coming Explorers – Outgoing Mature Couples – Family Memory Builders
Staff Briefing : Mr. Paul Blais, MDB Insight Terra Consultin…
Opportunities and Priorities
Pod-Based Accommodations Conveniently located, well designed tiny spaces for price-conscious travellers Potential – Alternative choice of accommodation for nature lovers and sports lovers, two of the top tourist profiles in the region – Small owner operated and flexible
21
MDB Insight & Terra Consulting: Accommodations #inFrontenac
AGENDA ITEM #a)
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Alignment – Nature Lovers – Sports Lovers
Staff Briefing : Mr. Paul Blais, MDB Insight Terra Consultin…
Opportunities and Priorities
Upscale Camping and Campground Accommodations Upscale camping or ‘glamping’ is a luxury camping experience that offers modern facilities and services, such as wi-fi, and is typically aimed at higher income customers who may not typically camp
Alignment – Nature Lovers + Up and Coming Explorers + Family Memory Builders 22
MDB Insight & Terra Consulting: Accommodations #inFrontenac
AGENDA ITEM #a)
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Potential – Growing in popularity in part due to the increase in prices of overseas vacations – Outdoor major festivals are looking for destinations that can offer attendees a variety of camping options including upscale units
Staff Briefing : Mr. Paul Blais, MDB Insight Terra Consultin…
Opportunities and Priorities
Niche Resort Accommodations Self-contained commercial establishments that endeavour to provide a specific vacationer want.
Alignment – Outgoing Mature Couples 23
MDB Insight & Terra Consulting: Accommodations #inFrontenac
AGENDA ITEM #a)
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Potential – Niche resort accommodations can leverage existing assets such as farms – Farm stays are a great example of a smaller-scale niche resort that is focused on delivering on-farm experiences to a select number of individuals.
Staff Briefing : Mr. Paul Blais, MDB Insight Terra Consultin…
Opportunities and Priorities
Investment Prospectus
MDB Insight & Terra Consulting: Accommodations #inFrontenac
AGENDA ITEM #a)
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Staff Briefing : Mr. Paul Blais, MDB Insight Terra Consultin…
Taking Action
AGENDA ITEM #a)
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MDB Insight & Terra Consulting: Accommodations #inFrontenac 25
Staff Briefing : Mr. Paul Blais, MDB Insight Terra Consultin…
Taking Action
Action Plan Critical Path 1 Establish and strengthen relationships required to pursue investment in the tourism and accommodation industry
Critical Path 2 Pursue sophisticated marketing and sales tactics that will generate leads, turn them into prospects, and attract investment
Establish and invest in infrastructure, land use policies and improvement programs to ensure Frontenac is a competitive investment destination 26
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Critical Path 3
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Thank You!
Building a Toolkit To Increase Overnight Stays Across Frontenac County MDB Insight and Terra Consulting
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Report 2017-093 Council Recommend Report To:
Warden and Council
From:
Kelly Pender, Chief Administrative Officer
Prepared by:
Richard Allen, Manager of Economic Development
Date of meeting:
July 19, 2017
Re:
Planning and Economic Development Accommodation Review and Strategy for Growth
Recommendation Resolved That the Council of the County of Frontenac receive and endorse the Accommodation Review and Strategy for Growth dated July, 2017, attached to this report as Exhibit A; And Further That the Council direct staff to implement the recommendations of this report in coordination with the Community Development Advisory Committee (CDAC); And Further That copies of this report and recommendations be sent to each of the Frontenac member municipalities as information. Background In 2016 the County of Frontenac launched the “Advancing Economic Development Through Collaboration” strategy in partnership with each of the four townships along with financial support from the Ontario Ministry of Farms, Agriculture and Rural Affairs through the Rural Economic Development (RED) program. This regional strategy at the County level supports several grassroots economic development initiatives through the new Frontenac brand. One of the initiatives included as part of this strategy is the completion of an Accommodation Study with the purpose of identifying strategies to sustainably grow the number of accommodation opportunities across Frontenac County.
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After completing a competitive RFP process, the project was awarded to the MDB Insight/Terra Consulting team whose submission received the highest ranking while also having the lowest proposed cost. Asset Inventory The initial stage of the consultant work consisted of the development of an accommodation and tourism inventory of assets – including attractions and features of interest to visitors, as well as identifying the various accommodation operations across Frontenac County. This inventory has been analyzed to identify gaps in accommodation options and has assisted in the development of the recommendations in the attached report. Stakeholder Engagement With assistance from Township staff, Councils and committees, Frontenac County staff and consultants hosted four workshops across the County to engage with accommodators and tourism stakeholders. In total, these meetings attracted approximately 44 persons representing hotels, campgrounds, retreats, tourism, economic development and political leadership. The dates of these workshops were: April 19, 7:00pm: Clar- Mill Community Hall, Plevna May 1, 1:00pm: Community Hall, Wolfe Island May 1, 7:00pm: Sunbury Fire Hall, Sunbury May 2, 9:00am: St. Lawrence College Employment Services, Sharbot Lake In addition, one-on-one interviews have taken place with most of County Council and approximately 35 interviews have taken place with brand ambassadors and accommodators from across the County. A group of external stakeholders considered to be influencers engaged in tourism and accommodations was also consulted. This group included:
Tourism Kingston Kingston Accommodation Partners Regional Tourism Organizations 9 and 11 Ministry of Tourism, Culture and Sport, Industry and Investment Consultants Frontenac Community Futures Development Corporation Land O’Lakes Tourist Association Hotel/Resort Developer Real Estate Professionals
Comments Accommodation & Tourism Assets The Frontenac region has 145 profile accommodations identified through business directories and local knowledge, of which, approximately 33% are located in Central Recommend Report to County Council Planning and Economic Development - Accommodation Review and Strategy for Growth July 19, 2017
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Frontenac, 31% in North Frontenac, 28% in South Frontenac and 8% on the Frontenac Islands. The accommodations range from short term rentals to cottages, campgrounds and commercialized roof accommodations which includes hotels, motels, and inns. It was observed that there are a significant number of potential tourism and accommodation assets across the region after reviewing municipal assessment data. Policy Review As part of the process to identify opportunities and barriers to accommodation development, the official plans for each township and the county were all reviewed. The existing policies are generally supportive of Bed & Breakfasts, Campgrounds, and other accommodations, however, there needs to be a firm commitment to maintain commercial zoning when under pressure from residential developers (private residence cottages vs. commercial cottages). The project also reveals that incentive programs across the various townships do not include specific incentives towards accommodation properties, but also do not prevent accommodation properties from participation. Recommendations include the development of an Accommodation Grant/Loan Program to be included as part of Community Improvement Plans. As part of the implementation of the Accommodation Review and Growth Strategy, staff will work with township planners to consider any necessary policy adjustments to further enable investment in Tourism accommodations. Emerging Themes in Regard to Tourism Through the stakeholder engagement process the relationship between Tourism destination development and accommodation success/growth was repeated on a regular basis. For a full list of themes, opportunities and barriers associated with Tourism, see pages 17-19 of the consultant report. Below are some of the key themes identified: Nature Based/Outdoor Activities - Overall, there are a significant number of outdoor opportunities throughout the Frontenac region, including hiking, cycling, motorcycling, hunting, ATVing and snowmobiling as well as water-based actives including fishing, paddling and canoeing. Related to these activities is the opportunity for camping and visiting lakes and forests. Experiences - Tourists are looking for an experience (i.e. lake, culinary, studio tours, community events) with waterfront and lake activities being the primary demand generators for the Frontenac region. Tourists to the Frontenac region include families, groups of adults, couples and millennials, all looking for opportunities which cannot be experienced in more urban settings. Artisan Assets - The Frontenac region is also home to a number of artisans and community events, which help to attract visitors. However, other than an annual ‘tour’ there is a lack of coordination and promotion of local artisans as well as opportunities for tourists to view and purchase products. Recommend Report to County Council Planning and Economic Development - Accommodation Review and Strategy for Growth July 19, 2017
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Signature Attractions - Other significant tourist assets include world class attractions such as the Frontenac Arch Biosphere and the Dark Sky Preserve, both of which are open year-round. The Frontenac region is the home to several annual events including the very popular ATV rallies in North Frontenac which can draw up to 1,000 participants as well as other community events including Verona’s Garlic Festival and Day of the Pig. Camping - Camping is a big attraction in Frontenac County with a full range of camping services and facilities including Bon Echo Provincial Park, Sharbot Lake Provincial Park and Frontenac Provincial Park. North Frontenac is unique due to its abundance of crown land which offers opportunities for a ‘wilderness experience’. Farm to Table - Local businesses such as Five Star Farm (Harrowsmith), Seed to Sausage (Sharbot Lake) and Back Forty Cheese (Mississippi Station) have realized the benefits of culinary tourism in the Frontenac region. The attraction of tourists to experiential and food related attractions holds significant tourism potential as well as being a stopping point to meet locals and other tourists. Trails - With the popularity of the ATV rallies (and snowmobiling in the winter months) in the Frontenac region visitors who will make use of trails networks are a significant and very important emerging segment of the tourism potential of the region. The K&P Trail is an excellent recreational asset and is augmented by other smaller trails throughout the area. Emerging Themes in relation to Accommodations Specific characteristics related to accommodations also emerged during the engagement phase. Key themes are below, see pages 19-21 of the consultant report for more detailed feedback on trends, opportunities and barriers. Seasonality - The busiest months for accommodations are the summer months. The hunting and snowmobile season also bring in travellers but there is a lack of accommodations that remain open in the winter due to high operating expenses. Availability - Concerns were raised about the lack of accommodations for single/double night accommodations as most accommodators are booked with seasonal visitors or only take bookings for a full week/weekend. Concerns were also raised about the limited supply of accommodations throughout the Frontenac region, leading travellers looking elsewhere for accommodation, particularly in the Kingston market. Broadband - Concerns were raised about the limited and sporadic broadband and cellphone connectivity in some areas of the Frontenac region. Broadband connectivity is increasingly becoming a necessity to the accommodation sector. Operators are concerned that more travelers are requesting broadband Internet access in their accommodations. Local operators noted that competitors in other parts of the province have been growing its broadband offerings. As broadband’s importance to the industry grows, accommodation operators in Frontenac are
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beginning to invest in broadband networks, services, and applications but are still lacking the infrastructure to do so. Best Bet Opportunities Based on the findings from the engagement and research done by the consultant team, five opportunities were identified to best support the Frontenac tourism industry:
- Bed and Breakfast Accommodations For Frontenac, Bed and Breakfast Accommodations offer the ability to introduce accommodations into communities where demand generators are not as abundant. These can provide alternatives to cottage and campground accommodations in areas near lakes and trails.
- Redevelopment of Existing Cottage Accommodations There has been a significant loss of this type of accommodation in Frontenac over the past two decades. Frontenac has 46 commercial cottage rental properties, with the majority available for rent only through the summer months. Conversations with owners indicate many are considering or have committed to upgrades on their properties to meet the demands of today’s clientele. These properties require less investment, operate on a smaller scale and would provide more flexibility to respond to shifting markets.
- Pod-Based Accommodations A growing segment of the tourism industry believes that price conscious travellers will stay in tiny spaces as long as they are well designed. One of the challenges in Frontenac is the amount of available one-night-stay accommodations, especially during the off-season months. Pod-based accommodations can present an alternative choice for nature lovers, and sports lovers two of the top tourist profiles in the region.
- Upscale Camping and Campground Accommodations The Frontenac region is already established as a camping destination. Upscale camping, or “glamping,” offers modern facilities to higher income customers who may not typically camp. Trends include yurts, roofed tents, pods, and treehouses.
- Niche Resort Accommodations Niche resort accommodations are self-contained commercial establishments that endeavor to provide a specific vacationer “Want.” Niche resort accommodations can include farm stays, health retreats, spiritual retreats, nature-based retreats or hermitage cabins. There is potential to execute smaller scale resorts in Frontenac when considering the unique natural assets of the region. Actions specific to the development of the opportunities listed above can be found in section 5.3 (pages 38-39) of the consultant report. Strategy for Growth Implementation of the recommendations of the consultant report should be responsive to the current trends and experiences identified in the report. Many initiatives require regular engagement with stakeholders and investors, while tourism product Recommend Report to County Council Planning and Economic Development - Accommodation Review and Strategy for Growth July 19, 2017
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development takes time to create and bring to market. Many initiatives require coordination with township officials. Three critical paths have been identified to encourage tourism investment, with each path containing a number of actions to achieve success. The critical paths and action summaries are below, detailed actions are found on pages 34-37 of the consultant report. Critical Path 1 - Establish and strengthen relationships required to pursue investment in the tourism and accommodation industry.
- Setup a steering committee to provide direction on rolling out this strategy and act as the primary connection to accommodation development in the community.
- Use Brand Ambassadors as points of information, mentorship and promotion of the Frontenac region as a place to invest in accommodation development.
- Continue relationships with the administration in each member municipality to determine how Frontenac can support its tourism industry, including accommodation operators.
- Engage the realtor community that has an appreciation for the beauty of the area and shows a commitment to showcasing the region. Critical Path 2 - Pursue sophisticated marketing and sales tactics that will generate leads, turn them into prospects, and attract investment
- Complete an annual investment marketing and sales action plan
- Continue to grow the exposure of the #InFrontenac brand and website
- Distribute toolkits to encourage the development or redevelopment of accommodation properties in Frontenac
- Ensure the current and future promotional materials are easily accessible and well-communicated to partners
- Develop an outreach program that includes a plan for strategically attending Trade Shows and events where lead generation activities are confirmed Critical Path 3 - Establish and invest in infrastructure, land use policies and improvement programs to ensure Frontenac is a competitive investment destination.
- Work with local planning and development departments to review land-use policies in regards to potential accommodation opportunities
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- Develop resource guides that encourage existing accommodation operators and assist future investors in navigating permits, incentive programs and approval processes
- Working with the local municipalities, introduce an Accommodation Grant/Loan program as part of Community Improvement Plans. Next Steps Staff will proceed to implement the recommendations of the consultant report, beginning with the establishment of a stakeholder steering committee to lead process of prioritization and decision making associated with the recommended actions. This work will begin in Q3 of 2017. Sustainability Implications The Frontenac County Integrated Community Sustainability Plan (ICSP) identifies recreation and leisure as a focus area. This is also reflected in the County Economic Development Charter as a key pillar and strength. As visitors seek adventures and recreational activities in Frontenac, a strong network of accommodation options and partners should be in place to ensure the long term viability of this tourism industry. Financial Implications The accommodation study has a budget maximum of $50,000 and is funded through the Rural Economic Development (RED) program as part of the “Advancing Economic Development in the Frontenacs’ through Collaboration” project. Organizations, Departments and Individuals Consulted and/or Affected Community Development Advisory Committee Economic Development Task Force (North Frontenac) Economic Development Committee (Central Frontenac) Central Frontenac Township Frontenac Islands Township North Frontenac Township South Frontenac Township Frontenac Brand Ambassadors Tourism Kingston Kingston Accommodation Partners RTO 9 – The Great Waterway RTO 11 – Ontario Highlands Tourism Organization Land O’Lakes Tourist Association Ministry of Tourism Culture and Sport Real Estate Professionals Frontenac Community Futures Development Corporation
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Table of Contents 1.
Introduction ………………………………………………………………………………………………….. 1
Current Context ……………………………………………………………………………………………… 2
2.1
Accommodation and Tourism Asset Overview ……………………………………………………………… 2
2.2
Policy and Planning Implications for Accommodation Uses ……………………………………………. 6
2.3
Profile of Frontenac’s Tourists ………………………………………………………………………………….. 14
Community Consultation ……………………………………………………………………………….. 17 3.1
Engagement Process ……………………………………………………………………………………………….. 17
3.2
Emerging Themes ……………………………………………………………………………………………………. 17
3.3
External Stakeholder Consultations …………………………………………………………………………… 21
Opportunity Identification ……………………………………………………………………………… 26 4.1
Best Bet Opportunities …………………………………………………………………………………………….. 26
4.2
Opportunity One: Bed and Breakfast Accommodations ……………………………………………….. 27
4.3
Opportunity Two: Redevelopment of Existing Commercial Cottage Accommodations …….. 28
4.4
Opportunity Three: Pod-Based Accommodations ……………………………………………………….. 29
4.5
Opportunity Four: Upscale Camping and Campground Accommodations ………………………. 30
4.6
Opportunity Five: Niche Resort Accommodations ……………………………………………………….. 31
Strategy For Accommodation Growth ………………………………………………………………. 32 5.1
Preparing for Investment …………………………………………………………………………………………. 32
5.2
Action Plan……………………………………………………………………………………………………………… 33
5.3
Recommendations for Identified Opportunities ………………………………………………………….. 38
Appendix A Case Studies for Accommodation Development ………………………………………… 40 Appendix B Township Profiles ………………………………………………………………………………… 54 Township of North Frontenac ………………………………………………………………………….. 55 Township of Central Frontenac ………………………………………………………………………… 62 Township of South Frontenac ………………………………………………………………………….. 69 Township of Frontenac Islands …………………………………………………………………………. 77
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- Introduction 1.1 Report Contents Frontenac County, in cooperation with its four member municipalities, has contracted MDB Insight to conduct a review and study of accommodations and provision of a strategy to grow the range of accommodation opportunities available in Frontenac. The report contains the following sections that outline support the development of this strategy.
Existing and expected visitor profiles.
Existing profiled accommodations and tourism assets throughout the Frontenac region.
Assessing existing land uses that provide for accommodation development.
Reviewing planning and policy implications surrounding accommodation development within each municipality.
Synthesizing results from targeted and open community consultation, including conversations with existing accommodators and tourism operators, Brand Ambassadors, investors and influencers.
Identifying opportunities for development of accommodations throughout the Frontenac region.
Reviewing case studies that present lessons learned for Frontenac County and its member municipalities.
A strategy for growth in accommodations across the Frontenac region.
1.2 Notes on Data Data was collected from a variety of sources, including the County and its member municipalities’ business directories, web searches, Highlands Tourism Organization, and the Great Waterway Tourism Organization. The County provided relevant assessment data. The assessment data was used to further refine the existing inventory of accommodation providers (e.g. bed and breakfasts, hotels, motels, campgrounds), as well as to identify underutilized properties or buildings that could be re-purposed for accommodation (e.g. secondary on-farm structures, upper storey residential units, seasonal dwellings).
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- Current Context 2.1 Accommodation and Tourism Asset Overview 2.1.1
Accommodation Assets Identified Through Business Directories
Accommodation assets, with a form of marketing presence, throughout the Frontenac region have been identified via business directories or public knowledge and are represented by member municipality in Figure 1. In total, the Frontenac region has 145 profiled accommodations, of which, approximately 33% are located in Central Frontenac, 31% in North Frontenac, 28% in South Frontenac and 8% in the Frontenac Islands. The accommodations range from short term rentals (STR) to cottages, campgrounds and commercialized roof accommodations that include hotels, motel and inns. Short term rentals make up the largest categories of accommodation (38%) across the region, followed by cottages (36%) and campgrounds (13%). On examining the individual municipalities, South Frontenac has the largest percentage of STR, 43%, followed by Central Frontenac with 41%, North Frontenac with 9% and Frontenac Islands with 7%. North Frontenac has the highest number of cottages; 47% of total cottage accommodations in the county. Although, Frontenac islands do not have any campgrounds, it has two commercialized roof accommodations, two traditional Bed and Breakfasts (B&B’s) accommodations and one retreat center. South Frontenac has the only other listed retreat center in the region. Figure 1: Accommodation Assets Identified Via Business Directories in Frontenac County, 2017 30 24
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Commercialized Traditional B&B Roof Accommodations Central Frontenac
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2.1.2
Accommodation Assets By Designated Property Use
The 2017 accommodation assessment data for the Frontenac region is shown in Figure 2. The figure illustrates the type and number of accommodations present in the each municipality through designated property codes. It can be observed that seasonal/recreational dwellings are high in all four municipalities. The seasonal/recreational dwellings include those located on water and not located on water. The assessment data also shows that campgrounds and house-keeping cottages are relatively abundant throughout the region. When comparing the data obtained through business directories to the assessment data, many discrepancies are observed. For example, Figure 2 shows that the total number of seasonal/recreational dwellings (homes that are not occupied by full time residents) in South Frontenac is 3,119 followed by Central Frontenac with 2,002, North Frontenac with 2,674 and Frontenac Islands with 545 dwellings. However, Figure 1 shows only 145 accommodations overall. Furthermore, the business directories show only 37 cottages and 17 campgrounds in the region whereas the assessment data indicates 238 cottages and 262 campgrounds. The discrepancy highlights that there are many potential accommodation assets throughout Frontenac County, particularly seasonal and recreational dwellings that have capability to impact the tourism industry. Maintaining an accurate business directory is an essential first step to ensuring that travellers to the region have access to current and relevant information. Figure 2: Accommodation Assessment Data, 2017 600
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Campground
Hotel, Inn or Motel
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2.1.3
Tourism Related Assets Identified Through Business Directories
Tourism Related Businesses Tourism related businesses are important supporters of the tourism industry and as such, quantifying them will enable the development of a more informed strategy for growth. Figure 3 shows the tourism related businesses identified via business directories in Frontenac County in 2017. There are a total of 70 tourism related businesses, profiled and marketed, in the region. 34% of the listed businesses are Food and Entertainment Establishments and 30% is artisan Food and Entertainment Establishments. South Frontenac represents 39% of total businesses in the county. The business directories show no recreation areas in South and Central Frontenac; this indicates a possible gap in listed businesses. Figure 3: Tourism Related Businesses Identified Via Business Directories in Frontenac County, 2017 12
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South Frontenac
Marine Outfitter Central Frontenac
Recreation Frontenac Islands
Cultural Assets In addition to the general tourism related businesses, there are 191 cultural assets throughout Frontenac (Figure 4). These assets include tourist attractions (e.g. Silent Valley Alpaca, 30 Acre Ranch), community groups (e.g. North Frontenac Little Theatre Company, Wolfe Island Network for Healthy Community) and cultural businesses (e.g. Gallery on the Bay, Free Spirit Gallery). These cultural assets help to attract visitors and provide recreational opportunities. To this end, they are critical assets in supporting the overall tourism sector in Frontenac.
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Figure 4: Cultural Assets Identified Via Business Directories in Frontenac County, 2017 40
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Natural Assets The natural setting and environmental assets of Frontenac also act as key attractors for tourists. There are 200 natural assets in the region, 50% of which are located in North Frontenac Township. There are 125 lakes and boat launches (63% of all total natural assets). Parks and trails are found throughout the Frontenac region and account for 22% of total natural assets. Beaches are the third largest category as they make up 9% of total natural assets, followed by Conservation Areas (4%). This suggests that waterfront and lakefront tourism assets play a significant role in supporting the tourism industry throughout the area and particularly in North Frontenac. Figure 5 does not include assets like the Rideau Trail, and the Frontenac K&P Trail, as they snake through multiple townships. Figure 5: Natural Assets Identified Via Business Directories in Frontenac County, 2017 90 77
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Parks and Trails
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2.2 Policy and Planning Implications for Accommodation Uses A key consideration in trying to support the creation of new accommodation options is the permissiveness of the current land use policy framework and the degree to which the county and its member municipalities are supporting the development of tourism accommodation. To determine this, a high-level review of the current Official Plans and Community Improvement Plans (CIPs) was completed. The information that follows is not exhaustive but rather intended to reflect the current policy position of the various municipalities as it relates to providing for a select range of alternative accommodation uses.
2.2.1
Official Plan and Land Use Policies
The Official Plans of Frontenac County and its member municipalities, recognize the importance of tourism to the economy. Tourism related goals in the Official Plans include supporting tourism by working to develop a regional trail network to encourage recreational opportunities and tourist related project throughout the region, which benefit local communities and the local economy. In examining the Official Plans of the County and the four member municipalities, key promoted tourist accommodations include bed and breakfasts, hotels/motels and campgrounds. Frontenac County’s Official Plan also highlights opportunities for on-farm activities and agri-tourism, all of which could be interpreted to mean support for bed and breakfasts and on-farm accommodations throughout the Frontenac region. The following table highlights the key accommodation related policies found in the Official Plans. Figure 6: Official Plan Policy Implications for Accommodation Development Frontenac County Section 2.0 – Support Economic Sustainability Across the Region This includes, but is not limited to, the development of golf courses, resorts, campgrounds, trailer parks, marinas, tourist accommodation facilities, museums, historical and scenic tours and heritage sites as elements of a successful tourism economy. The maintenance and use of lakes and rivers in Frontenac also play a significant role in providing opportunities for tourism and leisure activities. To succeed, Frontenac County will need to work with its member municipalities, the Province, Frontenac Community Futures Development Corporation, City of Kingston, and various tourism agencies and organizations to promote tourism activity. Section 3.3 - Rural Lands Provide Tourism Opportunities
This includes the promotion of the tourism economy across the Frontenac region by ensuring suitable lands are available to satisfy demands for tourism and tourism related development. To encourage economic diversification in rural lands is to include a greater flexibility for on-farm activities, home-based businesses and agri-tourism, and new small scale industrial-type ventures that are connected to the farm economy such as milk processing, cheese factories and craft breweries.
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Frontenac County Special Policies – Rural Waterfront Areas
To permit shore land development that allows for sustainable growth of existing and new tourist developments and innovative and appropriately designed new residential developments.
Section 4.1 Trail Development and Scenic Routes as a Priority
Frontenac County’s location and scenic assets provide ample opportunities for creating scenic or heritage routes. These routes draw both local residents and tourists to the scenic areas of the County. Cycle tourism can benefit the economy of businesses across the Frontenac region.
Central Frontenac Section 3.5.1 Residential Districts Allow For Tourism Related Commercial Uses
Commercial uses such as convenience stores which serve the day-to-day needs of residents or uses which cater to the tourist industry (e.g. antique store, craft shop, restaurant, bed and breakfast and professional offices through the conversion of residential dwellings). In Hamlets or Cross Road communities, commercial uses may also include small-scale retail outlets and personal service uses.
Section 3.6.2 Rural Area – Residential Units in Rural Areas Allow For Accommodations As An Accessory Use
Accessory uses may include a home based business, a bed and breakfast establishment and a garden suite.
Section 3.6.3 Rural Area -Waterfront Units in Rural Areas Permit The Use Of Seasonal and Permanent Accommodation Uses
Permitted uses within the Waterfront District Designation include seasonal and permanent residential and recreational commercial uses such as campgrounds, recreational vehicle parks, marinas, tourist lodges, golf courses and restaurants.
Section 3.8 Rural Area – Accommodation Based Development Is Permitted In Areas Zoned Recreational Commercial Use
In areas designated Rural on Schedules ‘A1 - A4’, the Land Use Plan permits recreational commercial uses that can include uses and services which meet the needs of rural residents or which are oriented to the vacationing public or which are leisure or recreation oriented (such as campgrounds, lodging, marinas, golf courses, outdoor recreation, automotive uses, eateries).
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Frontenac Islands Section 4.10 Bed and Breakfast Operations Permitted In Certain Areas
Bed and Breakfast operations can be permitted in certain areas as established in the implementing Zoning By-law. Such establishments must be operated by one or more permanent residents of the dwelling house. A maximum of three guest rooms may be used for overnight accommodation of the travelling public.
Section 5.2 Rural Designated Lands Allow For Tourism and Accommodation Related Uses
The predominant use of land within the Rural designation may include all agricultural uses outlined in Section 5.1 of this Plan, forestry, “Wind Farms”, reforestation, conservation, community facilities, home occupations and professional offices in residences and accessory buildings, outdoor recreational facilities such as golf courses, hiking and cross-country ski trails which require a large land area, bed and breakfast establishments and similar, small-scale accommodation which caters to tourists and travellers and is compatible with the rural character of the area.
Section 5.2.4.2 Shoreline Residential Uses Permit Accessory Uses for Accommodation Development
Resort commercial uses which provide lodging and accommodation for the vacationing public such as motels, lodges, cottage establishments and cabins, and bed and breakfast operations, with accessory residential uses for the owner and recreational uses such as tennis courts, swimming pools and golf courses. Resort institutional uses which provide camping and resort type accommodation for religious and private non-profit organizations are also permitted.
Section 5.2.4.4 Tent, Trailer and Recreational Vehicle Parks Are Limited to Seasonal Operations and Size
The uses permitted for tent, trailer and recreational vehicle parks are limited to seasonally operated schedules along with any accessory facilities such as docks and convenience stores catering to the day-today needs of tourists. Tent, trailer and recreational vehicle park shall be large enough to support the proposed number of campsites, accessory uses and open space areas but shall be not less than 4 ha. [9.88 ac.] in area
Section 5.5 Village Land Use Policies Allow For Bed and Breakfast Establishments
The predominant form of land use will be single detached dwellings. Other residential permitted uses will include; a full range of low and medium housing types, multiple unit residential development; apartments-in-a-house; apartment units associated with a retail commercial use; bed and breakfast establishments; and senior citizen’s housing.
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North Frontenac Section 4.6 Rural Recreational and Conservation Uses Allow For Camp-Cabin Type Accommodations
A camp (recreational based camp) may be permitted under a land use permit with the Crown or as a remote use on private land, provided that appropriate arrangements are made for on-site servicing. The requirements for frontage on a road may be waived.
Section 4.7 Rural Commercial Uses Are Geared Towards Tourism and Accommodation Development
Commercial uses shall include a range of commercial facilities that principally serve the tourist trade, such as lodging facilities, motels and resorts, recreation facilities, golf courses, parks and facilities related to boat traffic, such as marinas, docks and other services. Buildings or other items of historic interest, and institutional uses (such as museums and related facilities), shall also be permitted. However, limitations exist for tenured housing that is oriented to short-term or seasonal occupancy (i.e. condominiums, fractional ownership, and timesharing facilities).
Section 4.8 Recreational Vehicles And Recreational Vehicle Parks And Campgrounds Are Limited To Seasonal Commercial Operations But Can Provide Short-Term Occupancy During The Winter Months For Select Days
It is expected that these parks would be operated on a seasonal basis, e.g., May - October and closed during the winter months. The Plan allows for the over wintering or storage of recreational vehicles in these parks. Recreational Vehicle Parks shall for the purposes of this Plan, be understood to include a campground for tents. Notwithstanding the provisions of this clause, short-term occupancy of recreational vehicles during the period November will be permitted. Short-term occupancy may pertain, but is not limited to, weekends, Christmas and New Year’s holidays and school breaks. Short-term occupancy during this period shall not exceed 10 days per calendar month.
South Frontenac Section 5.6.1 Residential Policies Allow For Bed and Breakfast Related Uses
The uses permitted shall include single detached dwellings; semi-detached or duplex dwellings, multiple unit dwellings, single detached dwellings converted to multiple unit dwellings; group homes established in accordance with the provisions of Section 6.5, bed and breakfasts and home occupations.
Section 5.6.3 Commercial Policies Allow For Roofed Accommodation Uses
The uses permitted include those commercial establishments offering goods and services which serve the residents of the Settlement Areas or the market area as a whole such as retail commercial establishments, personal service shops, recreational uses, motels and hotels, tourist homes, and other.
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South Frontenac Section 5.7 Rural Designated Land Policies Limit Accommodation Development
The predominant use of land in the Rural designation shall be for agricultural; aquaculture; open space; conservation; limited service residential; recreational; community facility and rurally oriented non-farm residential; group homes established in accordance with the provisions of Section 6.5; commercial and industrial and bed and breakfast and home occupation uses.
Recreational and resort commercial uses shall include tent and trailer parks; resorts, including privately managed lodges; health spas; tourist accommodations such as cabins, motels and hotels; marinas. Bed and breakfast operations are not considered recreational and resort commercial uses but as a home occupation in accordance with the provision of the implementing zoning by-law.
Highway commercial uses shall include; motels; hotels; taverns; restaurants; convenience retail stores and similar uses. Tent and trailer parks shall include seasonally operated parks for tents and recreational vehicles, not including mobile homes together with accessory facilities such as an accessory dwelling, docks, and convenience stores catering to the day-to-day needs of the visitors. The minimum lot area for tent and trailer parks shall be 4 ha (10 acres); the maximum number of campsites should be 50 in order to avoid excessive concentrations of development in waterfront areas.
No campsite, building or structure except a marine facility for launching and/or servicing of boats or a water pumphouse is permitted within 50 metres (164 feet) of the high water mark of any water body.
Motels, hotels, rental cabins or other roofed accommodation, including accessory facilities such as docks, eating establishments, and convenience stores shall have a minimum lot area of 2 ha (5 acres). The maximum density shall be one unit per 2,000 m2 (½ acre) to a maximum of 50 units, provided the appropriate authority will approve of the sewage disposal systems which are used.
Source: Frontenac County, Jan. 2016; Township of Central Frontenac, June 2008; Township of Frontenac Islands, Oct. 2011; Township of North Frontenac, 2017; Township of South Frontenac, May 2013
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2.2.2
Community Improvement Plans
The Community Improvement Plans of Frontenac County’s member municipalities are similar in terms of programming, with slight differences in terms of funding availability in each. Among all the programs, the Community Improvement Loan Program, Commercial Space Conversion Program, Commercial Building Improvement Grant, and Business Start-up Funding Program available in the member municipalities stand out as important tools to leverage in supporting the creation of new accommodations (e.g. bed and breakfasts) in the region. The Façade Improvement Program stands out as an opportunity to support existing accommodations throughout the region. The following table highlights the CIP programs available in each member municipality. Figure 7: Community Improvement Plan Policies for Frontenac’s Four Member Municipalities Program
North Frontenac CIP
Harrowsmith- CIP South Frontenac
Marysville- CIP Frontenac Islands
Sharbot Lake- CIP Central Frontenac
Community Improvement Loan Program: Preferential financing for eligible projects, approved under the Grant Programs but excludes the Municipal Fees Grant Program. Façade Improvement Program: Intended to improve the appearance of commercial and residential buildings in order to improve the overall aesthetics and character of the community.
Not Applicable
An interest free loan to a maximum of $7,500 amortized over five years is available to assist property owners in addition to the grant programs.
An interest free loan to a maximum of $7,500 amortized over five years is available to assist property owners in addition to the grant programs.
An interest free loan to a maximum of $7,500 amortized over five years is available to assist property owners in addition to the grant programs.
A onetime grant of 50% to a maximum of eligible project costs in order to improve commercial building features. The maximum grant per property is $2,500
A onetime grant of 50% to a maximum of $2,000 for residential or $3,500 for commercial of eligible project costs in order to improve exterior building features. Residential projects must front onto Road 38, Harrowsmith Road or Colebrook Road Commercial projects must be for properties zoned commercial.
A onetime grant of 50% to a maximum of $3,000 of eligible project costs in order to improve commercial building features. A onetime grant of 50% to a maximum of $1,000 of eligible project costs in order to undertake residential building improvements on Road 96 in the CIP area.
A onetime grant of 50% to a maximum of $3,000 of eligible project costs in order to improve commercial building features
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Program
North Frontenac CIP
Harrowsmith- CIP South Frontenac
Marysville- CIP Frontenac Islands
Sharbot Lake- CIP Central Frontenac
Accessibility Enhancement: Encourage commercial property owners to retrofit entranceways and other access points to ensure facilities and commercial outlets are accessible to all members of the community.
A onetime grant of 50% to a maximum of eligible project costs in order to improve accessibility for commercial properties. The maximum grant per property of $2,500
Not Applicable
A onetime grant of 50% to a maximum of $2,500 of eligible project costs in order to improve accessibility for commercial properties
Municipal Fees Grant Program: Intended to reduce the costs of development and/or rehabilitation of existing buildings that contribute to the quality of the community.
A onetime grant equal to the total application costs or $2,000, whichever is the lesser.
A onetime grant of 50% to a maximum of $3,500 of eligible project costs for projects that improve the commercial building stock within the CIP area. The intent of this program is complement the Façade Improvement Program noted above but specifically tailored to businesses. A onetime grant equal to the total application costs or $2000, whichever is the lesser. Application fees must be for improvement projects for commercial or residential properties fronting onto Road 38, Harrowsmith Road or Colebrook Road
A onetime grant equal to the total application costs or $2,000, whichever is the lesser. Application fees must be for improvement projects that qualify for other programs.
A onetime grant equal to the total application costs or $2000, whichever is the lesser. Application fees must be for improvement projects that qualify for other programs.
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Program
North Frontenac CIP
Harrowsmith- CIP South Frontenac
Marysville- CIP Frontenac Islands
Sharbot Lake- CIP Central Frontenac
Commercial Space Conversion: Support new businesses looking to locate in the village core and also provides some funds to existing residential properties along Highway 96 for conversion into new businesses to increase the overall business activity within the village area.
A onetime grant of 50% to a maximum of eligible project costs for projects that increase commercial building stock within the CIP area. The maximum grant per property of $2,500
Not Applicable
A onetime grant of 50% to a maximum of $1,000 of eligible project costs for projects that increase commercial building stock within the CIP area.
Not Applicable
Other Community Specific Programs
South Frontenac Harrowsmith CIP- Commercial Building Improvement Grant: seeks to restore the existing building stock and relates to projects that are beyond basic Façade Improvement and are focused inside the commercial unit. A onetime grant of 50% to a maximum of $3,500 of eligible project costs for projects that improve the commercial building stock within the CIP area. The intent of this program is complement the Façade Improvement Program noted above but specifically tailored to businesses.
Frontenac Islands Marysville CIP- Seniors Housing Study Incentives: Funding is available to help promote the development of new affordable seniors housing in and around the village of Marysville including supportive housing for seniors, through the funding of background studies. This would be focused on new projects, rather than renovation of existing dwellings. However funding for conversions could also be considered on a case-by-case basis if the units are accessible. A onetime grant of 50% to a maximum of $5,000 of eligible project costs for studies to support a new seniors housing development of 4 or more units in the CIP area.
Central Frontenac Sharbot Lake CIP- Business Start-up Funding: Funding is available to help new businesses looking to locate in the village core or the Highway 7 corridor. Some existing residential properties along Road 38 may also be desirable for conversion into new businesses to increase the overall business activity within the village area and bridge the gaps between the Elizabeth Street and Highway 7/38 commercial areas. The program provides financial assistance for projects creating new commercial/employment opportunities within existing buildings or through additions. A onetime grant of 50% to a maximum of $2,500 of eligible project costs for projects that increase commercial building stock within the CIP area.
Source: Township of Central Frontenac, Sharbot Lake, Aug. 2012; Township of Frontenac Islands, Marysville, Oct. 2013; Township of North Frontenac, Mar. 2016, Township of South Frontenac, May 2013
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2.3 Profile of Frontenac’s Tourists In order to understand the opportunities associated with providing additional and support existing accommodations in the Frontenac region, consideration must be given to the types of travellers who visit the Frontenac region and its member municipalities. The Frontenac region is split between two Regional Tourism Organizations (RTO). Central and North Frontenac are in RTO 11, Ontario’s Highlands Tourism Organization. South Frontenac and the Frontenac Islands are in RTO 9, the Great Waterway Tourism Organization. Visitor profiles have been developed for both regions – a project co-managed and commissioned by the Ministry of Tourism Culture and Sport and the Ontario Tourism Marketing Partnership Corporation. There are similarities and differences between the tourist profiles. The following table captures the most common tourist profile and preferred activities and accommodation choices that are associated with each. Understanding what types of accommodations and activities desired by tourists is important to developing and supporting accommodations and the broader tourism sector in the region. Figure 8 shows that, overall, hotels and motels are the preferred accommodation choices for the tourists who visit the Frontenac region; only ‘Nature Lovers’ prefer campgrounds. Figure 8: Profiles of Tourists who Visit the Frontenac Region Segment
Definition
Accommodation Choices
Tourist Profiles for those visiting the Frontenac Region Nature Lovers
Typically, this group is made up of families with children, with a passion for outdoor experiences. Travel is seen as an opportunity about exporting new places, off the beaten path.
32% serviced campground/ trailer park
26% hotels
Typically they have a lower than average travel budget and are happy with the basics (i.e. camping), spending time with their families, and finding opportunities for family bonding and creating new family memories.
19% family/friends
11% unserviced campgrounds
Preferred activities include hiking, beaches, canoeing, parks and fishing. 42% rely on family and friends for travel tips. 78% use the internet to plan, including accommodation sites, online travel agencies and destination sites.
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Segment
Definition
Accommodation Choices
Connected Explorers
Typically, this group is under 40 years old, both with and without children. This group is characterized as a confident and youthful and are an optimistic group with a need to travel and to expose themselves to new experiences as well as expand their horizons.
57% hotel/boutique hotel
21% family/friends
14% motel
Typically they look for a fully packed schedule of activities, using the internet to research, book, plan and share their travel experiences.
9% inn/bed and breakfast
45% hotel/boutique hotel
23% friends/family
22% motels
10% resorts
Typically, this groups is middle-aged men, aged 35-54. They are enthusiastic about sports and see themselves as more active than typical travellers, although, in reality, they look for rest and relaxation more than other groups.
55% hotel/boutique hotel
19% family/friends
11% motels
Typically, they are looking for organized sports and golf.
7% resorts
Preferred activities include visiting museums, galleries, shopping, parks, landmarks, culinary, spa and beaches. They like to do what the locals are doing (e.g. events, restaurants, attractions). Often prefer accommodations that provide consistent internet connectivity. Additional Tourist Profiles for those visiting South Frontenac and Frontenac Islands Up and Coming Explorers
Typically, this group are young families, aged 18-34 with children and have diverse backgrounds, including visible minorities (45%) and immigrants (40%). This group is recently affluent and emerging into a new life phase that includes fresh experiences such as travel. Travel is seen as an opportunity to learn and explore as a nuclear family. Typically this group starts with tourist destinations nearby and visits areas typically considered to have core tourist attractions. Typically rely heavily on the internet to plan trips including accommodation websites and online travel agents. 57% visit attractions such as amusement parks/zoo/aquariums. 70% plan trips around the world’s most famous sites. Often prefer accommodations that provide consistent internet connectivity.
Sports Lovers
50% attend sporting events and 37% say it is their main reason to travel. 47% take part in sports while travelling. 16% played golf on their most recent trip. 38% rely on family friends for travel planning, 22% use their own experience, 15% use brochures and 11% use associations.
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Segment
Definition
Accommodation Choices
Family Memory Builders
Typically, this group is made up of couples with young children, aged 3554. They have built their lives around their children and are looking for tourism experiences that allow them to spend time as a family.
51% hotel/boutique hotel
27% family/friends
13% motels
8% resorts
30% hotel/boutique hotel
28% motels
25% family/friends
8% rental cottages
45% visited amusements parks, theme parks, zoos, aquariums. 54% went shopping and 42% visited a beach. 77% want to connect with family on vacation and create lasting memories as a family. Often prefer accommodations that provide consistent internet connectivity. Additional Tourist Profile for those visiting Central and North Frontenac Outgoing Mature Couples
Typically, this group is made up of older, retired couples aged 55+ with below average income. Travel is seen as an opportunity to enjoy the company of others, and socializing with fellow travellers as well as locals. Typically for this group, travel is seen as an opportunity to stay active and relax rather than adventure or exploration of new cultures. 31% believe socializing and meeting new people (travellers and locals) is one of the greatest benefits of travelling. 77% enjoy group tours because they can sightsee in vibrant cities, visit museums, galleries, landmarks and gardens. Enjoys culinary experiences (40%), beaches/resorts (43%) and natural wonders (30%). Plans vacations using word of mouth recommendations, printed materials and online sources including accommodations websites to a lesser extent.
Source: TNS, Reference Report- Accommodations in Ontario (2012), TNS, Tourist Segments (n.d.)
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- Community Consultation 3.1 Engagement Process In order to develop an understanding of the tourism and accommodation sector throughout Frontenac County, tourism related business and stakeholders were interviewed. The stakeholder engagement process was extensive and included Brand Ambassadors, accommodation providers, and community organizations/leaders. The following captures the key themes uncovered through the interviews. These themes are subdivided into tourism related and accommodation-related findings. Some general comments heard included:
The vast majority of tourists are coming to the Frontenac region for an experience, most often for outdoor activities and an escape/change from everyday life in urban areas.
Frontenac County has significant tourism related opportunities but lacks the accommodation and restaurants and other traveller amenities to support the industry to its full potential.
There is a general feeling that there are a lot of tourist related opportunities but there is a lack of awareness outside of the Frontenac region of these opportunities.
There is a need to develop accommodations and opportunities which cater to the types of tourists who come to the area. Campsites, Airbnb and small bed and breakfasts are considered more nimble than hotels or motels and are better suited for the types of visitors who travel to the Frontenac region.
The majority of travellers come from outside the area, including Kingston, Toronto, Montreal and Ottawa as well as a recovering United States market.
3.2 Emerging Themes 3.2.1
Tourism-related themes
Nature Based/Outdoor Activities - Overall, there are a significant number of outdoor opportunities throughout the Frontenac region, including hiking, cycling, motorcycling, hunting, ATVing and snowmobiling as well as water-based actives including fishing, paddling and canoeing. Related to these activities is the opportunity for camping and visiting lakes and forests.
Experiences - Tourists are looking for an experience (i.e. lake, culinary, studio tours, community events) with waterfront and lake activities being the primary demand generators for the Frontenac region. Tourists to the Frontenac region include families, groups of adults, couples and millennials, all looking for opportunities which cannot be experienced in more urban settings.
Artisan Assets - The Frontenac region is also home to a number of artisans and community events, which help to attract visitors. However, other than an annual ‘tour’ there is a lack of coordination and promotion of local artisans as well as opportunities for tourists to view and purchase products.
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Signature Attractions - Other significant tourist assets include world class attractions such as the Frontenac Arch Biosphere and the Dark Sky Preserve, both of which are open year-round. The Frontenac region is the home to several annual events including the very popular ATV rallies in North Frontenac which can draw up to 1,000 participants as well as other community events including Verona’s Garlic Festival and Day of the Pig.
Camping - Camping is a big attraction in Frontenac County with a full range of camping services and facilities including Bon Echo Provincial Park, Sharbot Lake Provincial Park and Frontenac Provincial Park. North Frontenac is unique due to its abundance of crown land and the North Frontenac Parklands which offer opportunities for ‘wilderness experiences’.
Farm to Table - Local businesses such as Five Star Farm (Harrowsmith), Seed to Sausage (Sharbot Lake) and Back Forty Cheese (Mississippi Station) have realized the benefits of culinary tourism in the Frontenac region. The attraction of tourists to experiential and food related attractions holds significant tourism potential as well as being a stopping point to meet locals and other tourists.
Trails - With the popularity of the ATV rallies (and snowmobiling in the winter months) in the Frontenac region visitors who will make use of trails networks are a significant and very important emerging segment of the tourism potential of the region. The K&P Trail is an excellent recreational asset and is augmented by other smaller trails throughout the area.
Identified Trends - Tourism trends were discussed as the modern landscape of tourism has created a new set of challenges in meeting the needs of tourists to the Frontenac region. Trends identified by stakeholders are:
More birders, hikers and cyclists are coming to the Frontenac region
Increasingly, Frontenac is seeing more individual travellers and families rather than large touring groups
The Frontenac region is welcoming more millennial travellers who are interested in culinary and adventure camping/glamping as well as older travellers who want to keep fit with moderate outdoor activities
More travellers are visiting in the spring and fall to experience nature during quieter times
The lakes are getting more permanent residents than transient visitors
American visitation is beginning to rebound with the recent fall in the value of the Canadian dollar
Identified Opportunities - There are many opportunities for future growth given the assets of the Frontenac region which are closely matched to its visitor demographics. Opportunities to expand on current assets and increase tourism potential were noted as:
Better signage and mapping of trails and canoe/paddling routes and grooming trails for the winter months
The creation of more multi-use trails
Additional year-round restaurants and eating establishments located near trails
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Increased promotion of seasonal and shoulder season opportunities (e.g. hunting, snowmobiling), which would require ensuring that accommodations also remain open during those times
Increased promotion/marketing of the Frontenac region as a whole and its individual townships as well as the Rideau Canal
Stronger partnerships and relationships between the Frontenac region and its local municipalities with tourism related businesses
Branding the Frontenac region as an eco-tourist friendly place, with local food and beverages and shops
Improvements to docking areas for Wolfe Island travellers
Increased presence of visitor information centres or points of information at local establishments (note: with the exception of the ‘Outgoing Mature Couples’, all of Frontenac’s visitor profiles rely on the internet and word of mouth for travel planning)
Renewed relationships with the Land O’ Lakes Tourism Association and the two Regional Tourism Organizations represented in Frontenac County
3.2.2
Accommodation-related themes
Seasonality - The busiest months for accommodations are the summer months. The hunting and snowmobile season also bring in travellers but there is a lack of accommodations that remain open in the winter due to high operating expenses.
Availability - Concerns were raised about the lack of accommodations for single/double night accommodations as most accommodators are booked with seasonal visitors or only take bookings for a full week/weekend. Concerns were also raised about the limited supply of accommodations throughout the Frontenac region, leading travellers looking elsewhere for accommodation, particularly in the Kingston market.
Broadband - Concerns were raised about the limited and sporadic broadband and cellphone connectivity in some areas of the Frontenac region. Broadband connectivity is increasingly becoming a necessity to the accommodation sector. Operators are concerned that more travelers are requesting broadband Internet access in their accommodations. Local operators noted that competitors in other parts of the province have been growing its broadband offerings. As broadband’s importance to the industry grows, accommodation operators in Frontenac are beginning to invest in broadband networks, services, and applications but are still lacking the infrastructure to do so.
Identified Trends - Accommodation trends were discussed as the profile of the visitor and their needs have changed significantly over recent years. Trends were identified as:
ATVers look for bed and breakfasts and cottages over other types of accommodation
More Airbnbs are opening throughout the Frontenac region meeting the needs of some travellers interested in this type of accommodations and looking for a shorter stay solution
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Closing down of some cottage developments due to retirement or relocation. Many of these developments choose to sell their cottages to individual owners rather than sell the business as an entity
Increasing desire by travellers to have wi-fi and internet capabilities
Travellers have increased expectations in terms of their accommodations and are looking for a higher standard of amenities and security
Cyclists and motorcyclists have different travel characteristics and look for unique services (e.g. providing security for their vehicles, transporting of luggage between stops)
Bed and breakfasts are gaining in popularity with the 40+ segment
Identified Priorities - Accommodation related priorities were discussed with the following suggestions:
More bed and breakfasts are needed close to primary activities (i.e. trails, lakes)
Alternative accommodations like yurts, cycling pods or glamping facilities
More serviced camping and RV lots are required with additional transient spots for weekends and shorter stays
Fishing lodges catering to those who are interested in fishing, paddling and other water-based activities
Additional accommodations along the Rideau Canal, with a focus on bed and breakfasts as well as an opportunity to market and promote the Canal for on-water accommodations like boatels and houseboats
Increased accommodation open year-round which also have restaurants for locals and visitors travelling throughout the region
Shorter term accommodations, for one or two night stays
Identified Barriers - Barriers to accommodation development were significant in some cases given the cost of infrastructure and limited access to funding:
The initial cost of development (e.g. septic tanks and water systems)
Accessing funds to support installation of electricity, water and roads
The lack of a water-side gas station and sewage dump station on Wolfe Island hurts the community in attracting boaters
The amount of permitting required starting and operating a business
The lack of communication and cross-promotion between communities within the Frontenac region and between the RTOs and the local municipalities
Smaller campgrounds find it difficult to compete with provincial sites who have more convenient booking engines and marketing reach
Identified Opportunities - Future opportunities were discussed with the following comments:
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Frontenac County and Township develop/resource guides to facilitate the permit and approval process for those interested in accommodation and tourism related businesses
Frontenac County managed marketing strategy to attract entrepreneurs to start an accommodation/tourism related business
Utilize the online reservation infrastructure being used by North Frontenac Parklands
Develop partnerships between local municipalities to market and promote the region as a whole supporting existing accommodation and tourism businesses and helping to incentivize new ones
Accommodators to improve their marketing through their websites including photos and more relevant information
Increased use of Brand Ambassadors as points of information, mentorship and promotion of the Frontenac region as a place to invest and visit
Development of on-site experiences at accommodations (e.g. farm related activities, wood chopping, spiritual guidance, food/culinary/cooking experiences)
3.3 External Stakeholder Consultations In addition to internal stakeholders described in earlier, interviews were held with a group referred to as ‘external stakeholders’. This group included those considered to be influencers engaged in sectors pertinent to this strategy and its goals. Groups consulted included:
Tourism Kingston
Kingston Accommodations Partners
Regional Tourism Organizations 9 and 11
Ministry of Tourism, Culture and Sport Industry and Investment Consultants
Real Estate professionals
Frontenac Community Futures Development Corporation
Land O’Lakes Tourist Association
Hotel/Resort Developer
The following are emerging themes from these conversations.
Ministry of Tourism, Culture and Sport – Ministry Industry Advisors and Investment Consultants, Regional Tourism Organizations
The primary point of promotion is Wolfe Island given its proximity to Kingston and its unique ferry/island experience. Frontenac does not have any strong tourism attractions but does have an exceptional outdoor product and is known for its position as a ‘cottage country’ area and an area rich in lake and waterfront experiences.
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It was felt that the ‘soft wilderness’ approach (e.g. outdoor recreation, trails, snowmobiling) would be best suited to Frontenac rather than attraction development. Development needs to take place to improve the calibre of the experiences while not compromising its ‘rustic’ qualities.
It was felt that investment into facilities and development in the Frontenac region will, for the most part, not be from external investors due to the risk involved in developing in a rural area. Investment will likely come from within the Frontenac region or its ‘friends’ – ex-pats are an excellent source of external/internal investment.
Funding programs for events and non-capital infrastructure can be applied for through the Regional Tourism Partners’ Partnership Funds and the Eastern Ontario Development Fund (EODF). Events can access funding via Celebrate Ontario and larger events can apply for Blockbuster Funding also through the Ministry of Tourism, Culture and Sport which supports major events with a budget over $1M.
Ontario Highland’s (RTO 11) key tourism generators focus more on the stronger assets in the Ottawa fringe area than the Frontenac region (e.g. white water rafting, hunting). While these assets may be available in the Frontenac region, the lack of accommodations and tourism services make it a less popular area.
Frontenac has to determine a strategy that differentiates itself from other areas offering similar products and experiences. A significant set of assets is its proximity to 1000 Islands and Kingston – areas which can be used in combination with assets currently within the Frontenac region and new ones that will round out a strong tourism product offering. Offering a quality product with exceptional service will be key. Glamping was considered to be a ‘natural’ product to pursue which would be unique and marketing worthy with a minimal investment.
It was considered imperative that Frontenac County and its municipalities remain connected and interactive with the Regional Tourism Organizations and Land O’Lakes Tourist Association to ensure inclusion in a strong marketing strategy as well as staying aware of opportunities within all organizations to benefit tourism and accommodations partners within the Frontenac region.
Local/Regional Tourism Organizations – Tourism Kingston, Kingston Accommodations Partners, Land O’Lakes Tourist Association
Organizations promoted experiences to their guests/visitors primarily, particularly cycling, hiking, boating, trails, nature and wilderness experiences.
The experience of Wolfe Island is the ferry and the views of Kingston harbour from this viewpoint. Some visitors take advantage of the trip to visit a restaurant or the beach but the ferry trip experience is the main generator for visiting the islands. The annual music festival is popular on Wolfe Island. The ferry also generates problems given the length of time between ferry dockings and the winter docking which makes it impossible for visitors to walk to the village of Maryville.
Hotels in Kingston will be obliged to pay a 4% hotel/hospitality tax starting in January 2018. This is a municipal fee and will replace the voluntary 3% Destination Marketing Fee which has funded the local accommodation partnership. This will not eliminate the Destination Marketing
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Organization; however their budget may be compromised due to the new funding model through the municipality.
All stakeholders were unanimous in their opinion that, if available, guided tours of Frontenac would be embraced by visitors, tourism operators and accommodators. This would be similar to the model that Prince Edward County is benefiting from where people tour by bus to experience wines, craft brews and beaches. Frontenac could promote its five best experiences (e.g. a day on the lake, fishing or cycling/hiking on the trails).
Kingston’s tourist information centre indicates that a popular inquiry is where to go for nature based experiences – second only to what is available to do in Kingston. The centre refers visitors to the Frontenac region frequently and stocks DMO guides as well as the Frontenac Provincial Park newspaper. They would be very interested in carrying more information from individual Frontenac operators as well as any municipal publications. Guided tours are often requested. Ahoy Rentals, a Kingston company, is now offering cycle rentals and is promoting touring on Wolfe Island as part of their online promotions.
The Land O’Lakes Tourist Association has a new marketing plan in place which will give more exposure to the Frontenac region in the future. The organization indicates they work closely with the Townships who are encouraged to continue participation within the organization and communicate with them to update and promote experiences and events. It is felt that the Townships need help with their marketing, particularly social media, due to a lack of dedicated tourism staff. Other counties (Lennox and Addington and Hastings) are now ahead of Frontenac County in terms of tourism staffing and marketing efforts.
It was felt that partnerships between the RTOs as well as Land O’Lakes Tourist Association would be welcomed. Partnerships have existed in the past and there are ongoing projects in the area of cycling between the RTOs as well as joint promotion of a new Rideau Canal luxury boat rental venture, Le Boat, to be based in Smiths Falls, beginning in May of 2018. Successful partnerships between the RTOs and Land O’Lakes Tourist Association have also taken place in the past particularly for marketing of fishing experiences.
RTO 9 indicated that cycling remains as one of their strongest experiences. They have published cycling routes along the entire tourism region which also encompasses parts of Frontenac County (thegreatwaterway.com/pt-explore/hiking-cycling).
Real Estate Professionals
Real estate professionals noted that the accommodations and tourism sector, particularly in Central and North Frontenac are a remnant of what they were. Related, and adding to the worry, is the belief that the heads of the families who built the tourism businesses of the past are no longer alive or have retired and, for the most part, their children and grandchildren have not taken up the entrepreneurial challenge. Properties which were sold to outside interests suffered from owners not being present year round and from lack of investment. Ultimately, the properties have declined. The main challenge behind this, as one looks forward, is that the ‘easiest’ business investment to find is from those who live in the immediate area – those who are personally vested in the success of a region. Without them finding investment is much more challenging.
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The Canadian Shield lakes of South, Central and North Frontenac are being scouted by property buyers from ever further afield. The area is definitely on the map for those in the Ottawa Area, Greater Toronto Area and even Southwestern Ontario who are trying to find waterfront property that is less expensive than that found in the Kawarthas, Prince Edward County, Haliburton and Muskoka. Evidence of this occurred earlier in 2017 when a cottage development sold to enthusiastic new owners who remain committed to the business and to being a part of the tourism industry. The former property owner indicated that it is critical to engage a realtor that is familiar with the area and has an appreciation for the beauty of the area and shows a commitment to showcasing the property, the Township and the County as an entire ‘package’. As a result of applying this criterion, the property owner hosted 25 viewings and eventually entertained multiple offers before settling on new ownership for the development. The profile of the potential buyers were from the Peterborough/Toronto/Hamilton areas, were mostly over 50 and retired, although some clients were 39 – 42 and looking to the property as a business venture rather than retirement income potential.
The area is better suited to smaller scale accommodations than larger developments, allowing excellent quality of service and the personal touch that tourists appreciate. Most of the prospective clients were interested in expanding the current offerings to include shoulder and winter season activities. The primary generator and motivator for interest in properties in Frontenac was the ability to earn a living while enjoying a pristine and enviable quality of life in the Frontenac region.
Concern was expressed about the ability for accommodation investors to start new developments on lakes. Beyond provincial regulatory and Crown Land/Land Claim barriers, other property owners have also been known to get in the way. An excellent example of this is the withdrawal of a plan to build an eco-tourism resort on Sheldrake Lake (Lennox and Addington County) in 2009 which was proudly fought against by the Skootamatta District Ratepayers Association.1
Hotel/Resort Developer
An interview was held with a hotel/resort developer and hospitality management professional with the following comments:
1
Demand generators are the prime reason that hotel sites are chosen – demand generators are the main reason that prompts someone to travel and visit an area on a vacation or shorter stay getaway. There have to be multiple demand generators. Hotel developers will look to see if there is economic activity – optimum size of a community is 10,000. There has to be some major industry in the community (e.g. retail, manufacturing, government services). The site has to be within 2 hours of a major centre.
Infrastructure is critical and water and sewer services are imperative. Supportive services are essential such as restaurants, gas stations, shopping, markets etc. A cluster of supportive services and amenities would be necessary to support hotel traffic and create a ‘destination’.
http://skootamatta.ca/files/5713/8120/1974/Newsletter_2010.pdf
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There has to be ‘weekend traffic’ (e.g. attendance at sports tournaments, ski hill, waterslide). Hotel developers will look for a leisure attraction generator. Snowmobiling would be ‘extra’ if you already built a hotel but is not enough to generate traffic especially in the non-tourist months.
Build an industry on upscale cottages, upscale camping/glamping. With this type of concept there also has to be attractions which could be built around lakes (e.g. beach, boating, trails, waterslides, farmers markets, artisan shopping, water activities). Could also consider an exclusive resort/spa type of business where the resort becomes the attraction and would include such features as beach, golf, spa services, spiritual activities, equine activities, yoga, spiritual healing, health and wellness, etc.
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- Opportunity Identification 4.1 Best Bet Opportunities Based on the findings from the engagement and research phases, the following five opportunities were identified as ‘best bet’ areas that can support Frontenac County’s tourism industry:
- Bed and Breakfast Accommodations
- Redevelopment of Existing Cottage Accommodations
- Pod-Based Accommodations
- Upscale Camping and Campground Accommodations
- Niche Resort Accommodations Where applicable these opportunities are further linked to a specific asset and where information was available the specific development sites associated with that opportunity. Investment toolkits were created for each best bet area to be used by Frontenac County and its partners to generate new interest and investment in the region. Appendix A provides Ontario and New York State case studies and lesson learned for these accommodation alternatives.
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4.2 Opportunity One: Bed and Breakfast Accommodations
What is a Bed and Breakfast? A bed and breakfast is a small lodging establishment that offers overnight accommodation and breakfast. Bed and breakfasts are often private family homes and typically have four rooms. A normal bed and breakfast usually has the owner or manager living in the house where the guests stay. Generally, guests are accommodated in private bedrooms with private bathrooms, or in a suite of rooms including an ensuite bathroom. Some homes have private bedrooms with a bathroom which is shared with other guests. Breakfast is served in the bedroom, a dining room, or the host’s kitchen. Bed and breakfasts and guest houses may be operated as either a secondary source of income or a primary occupation. Often the owners themselves prepare the breakfast and clean the rooms, but some bed and breakfasts hire staff for cleaning or cooking. Properties with hired professional management are uncommon (unlike inns or hotels) but may exist if the same owner operates multiple bed and breakfasts. Potential in Frontenac County While most hotels offer traditional rooms in humdrum buildings, each bed and breakfast is unique in its architectural style, guest room decor, and amenities offered. Bed and breakfast styles range from elegant to rustic, and are reflective of its community character and surroundings. For Frontenac, bed and breakfasts offer the ability to introduce accommodations into communities where demand generators are not as abundant. Bed and breakfasts can provide an alternative to cottage and campground accommodations in areas that are adjacent to lake access and trails. Bed and breakfasts are predominantly small owner operated and can be flexible to operate as additional commercial uses (e.g. breakfast service for residents and visitors). The Frontenac Community Futures Development Corporation (CFDC) has also previously offered workshops on how to start a bed and breakfast. Challenges with bed and breakfast development across Ontario include the variant regulations placed by existing municipal zoning and taxes, technology changes and social media upkeep, accessibility legislations required for accommodators and changing guest expectations (e.g. increasing preference for private bathrooms).
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4.3 Opportunity Two: Redevelopment of Existing Commercial Cottage Accommodations
What does Redevelopment of Existing Accommodations Look Like? Just a decade or two ago, cottage rental expectations were far less demanding and much more adaptable in terms of what was acceptable in a rental property. At the time, that tourist demographic identified self-sufficiency as the key to enjoying a great family vacation. Television access and internet were rare. Tourists focused on creating their own fun. However, cottage rentals have evolved and commercial properties in Frontenac have, largely, been slow to react (or unable to react in the case of Wi-Fi ability). Privately owned cottages are easily and inexpensively advertised on the internet as alternatives to hotels and resorts. They have taken significant market share and upped consumers’ overall expectations, which now include plenty of indoor entertainment options, posh beds, roundthe-clock access to owners, heating and cooling, broadband, renovated rooms and, in some instances, stocked cupboards and refrigerators. Commercial operators have also faced increased regulations on water that are expensive to install and maintain. Potential in Frontenac County Currently Frontenac has 46 commercial cottage rental properties, each containing between 1-40 cottages and are promoted across several directories. Of these 46, the majority are available for rent only through the summer months. Conversations with cottage owners have suggested that the majority of cottages are considering or have committed upgrades to properties to meet the demands of today’s clientele. As has been shown, there has been a significant loss of this type of accommodation in the last two decades and there is the threat to lose these commercial properties to residential zoning. There are several ways that an enhanced cottage product could assist in generating economic activity. Firstly, cottage rentals operate in small scale and, compared to hotels or inns, require less investment. It is an easier way for outside investors to buy into Frontenac. The CFDC also provides short-term opportunities to obtain access to capital for a portion of the renovations. Cottage rentals also provide more flexibility in times when unstable demand and market uncertainty are constant challenges. Encouraging the redevelopment of existing commercial cottage rental properties can also extend the operating season into spring, summer and winter.
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4.4 Opportunity Three: Pod-Based Accommodations
What are Pod-Based Accommodations? A growing segment of the tourism industry believes that price-conscious travellers will happily stay in tiny spaces as long as they are well designed. In these lodgings, which have been dubbed “pod-based accommodations,” space and amenities like staff and restaurants and sometimes even bathrooms and windows are sacrificed in exchange for greatly reduced rates and ramped-up style. Pod-based accommodations have been around Asia for decades, but have been slow to materialize in the western world. However, the trend over the past decade in Britain and parts of the United States indicates that it is quickly becoming a requested commodity. In general, pod-based accommodations are well designed for short stays or for people who are not looking to spend much time at their accommodation. Potential in Frontenac County One of the emerging challenges with the Frontenac region is the amount of available one-night-stay accommodations, particularly a harder challenge in the off-season months. Pod-based accommodations can present an alternative choice of accommodation with nature lovers and sports lovers, two of the top tourist profiles in the region. These tourists are often out and about away from their accommodations either cycling, ATVing, snowmobiling or hiking and are interested in low-rate accommodation options to rest. Across Britain, pod-based accommodations have become part of trail infrastructure. The pods are often located on premises near or around trailheads. The pods have also been located on non-conventional properties like farms, churches, community centres, and libraries.
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4.5 Opportunity Four: Upscale Camping and Campground Accommodations
What are upscale Camping and Campground Accommodations? Upscale camping or ‘glamping’ is a luxury camping experience that offers modern facilities and services, such as wi-fi, and is typically aimed at higher income customers who may not typically camp. Popular trends include vacationing in roofed tents, pods, treehouses, tepees, yurts and cabins. Potential in Frontenac County The domestic market for upscale camping is growing in popularity in part due to the increase in prices of overseas vacations. The Frontenac region has already established itself as a camping destination. Across the area, tourists can camp at Provincial Parks, Crown Land, conservation grounds and lakeside properties. In some instances, campgrounds in Frontenac have begun to introduce upscale camping units. The tourism trends illustrate that several outdoor major festivals are looking for destinations that can offer attendees a variety of camping options including upscale units. The trends also illustrate that the upscale camping market is expected to continue to grow, particularly in the urban traveller segment.
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4.6 Opportunity Five: Niche Resort Accommodations
What are Niche Resort Accommodations? Niche resort accommodations are self-contained commercial establishments that endeavor to provide a specific vacationer want. The term resort refers to getaway experiences and not necessarily defined as hotel properties only. Examples of niche resort accommodations can include farm stays, exercise and heath-oriented retreats, spiritual retreats, nature-based retreats, and hermitage cabins. These accommodations are focused on delivering on-site experiences with basic living amenities (food, water, washroom facilities) for a period of days. Niche resort accommodations are gaining popularity throughout the world, as people become more interested in self-experiences and reconnecting either with themselves, spiritually, or environmentally. Potential in Frontenac County From yoga retreats to nature centres, a few niche resort accommodations are already present in the Frontenac region. However, these current resorts are larger in scale. A successful niche resort does not need to have multiple rooms and on-site facilities. Niche resort accommodations can leverage existing assets such as farms. Farm stays are a great example of a smaller-scale niche resort that is focused on delivering on-farm experiences to a select number of individuals. Niche resort accommodations could add to Frontenac’s diverse portfolio of tourist experiences.
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- Strategy For Accommodation Growth 5.1 Preparing for Investment The process by which any investment considers to locate in a particular community will typically fluctuate from investment to investment. This discrepancy can range from an initial direct investment or to a slower paced gradually established operation. Each investor will have their own methods and reasons for investing. When it comes to sourcing out investment, a community can take a proactive approach and seek out opportunities that are a strategic fit. More frequently, information is being filtered and sought online before players are coming to the community, so it is important to have the necessary information prepared and readily available. Investment will more likely come to a place that is prepared. Many communities have basic market research available (e.g. population, labour force and a quick overview of economic sectors). But what does it mean to become investment ready? Being investment ready means a community is prepared to provide and illustrate relevant, up-to-date information beyond a basic community overview. A community must understand what it wants for investment and then align itself accordingly. Sometimes particular investments will happen only if the community wants the investment as was illustrated above with the Sheldrake Lake proposed ecotourism resort. As such being investment ready requires that a community have both the relevant information (marketing and sales components) and the wiliness of its residents and administration to want the investment (resource components). Preparing for investment also requires a balance and execution of marketing and sales exercises. Marketing exercises include asset assessment (determining what it wants to sell and understand the strengths and weaknesses of its products and services), target market selection (determining which targeted groups are most likely to be attracted to the product and service’s strength) and promotional campaign development (determining what forms of media that will most effectively reach out to the target markets). Sale exercises include prospecting (identifying potential prospects who fit the profile and are able, willing and authorized to make a location decision), pre-approach (identifying and analysing all the information available to understand as much about the prospect as possible), approach (meeting and introducing the prospect to the community, establishing a rapport, that sets the foundation of the relationship) and pitch delivery (telling the story in a way that speaks directly to the identified requests of the prospect). The most critical point in preparing for investment is that there are enough positive features of the products that the investments will be attracted to. The inFrontenac Brand Ambassador program is a great first step in recruiting an active audience that can promote, encourage and motivate investment within the Frontenac region.
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5.2 Action Plan The following action plan identifies key goals for investment opportunities with regards to accommodation development and provides guidance on the best practices for achieving goals, including specific tactics, activities, and timeframes. However, more importantly, it sets a critical path for Frontenac County staff and their partners to follow. The actions in the plan are divided into three strategic objectives emerging from the purpose of this analysis and focused on assisting the region’s municipalities in increasing their competitiveness for tourism investment in Ontario and Canada. The associated actions are prioritized as immediate (within a year), short (within two years), and long term (3 years+) to provide an indication of the urgency with which the action should be pursued. Figure 9: Critical Paths to Investment Attraction
Critical Path 1 Establish and strengthen relationships required to pursue investment in the tourism and accommodation industry
Critical Path 2 Pursue sophisticated marketing and sales tactics that will generate leads, turn them into prospects, and attract investment
Critical Path 3 Establish and invest in infrastructure, land use policies and improvement programs to ensure Frontenac is a competitive investment destination
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Critical Path 1 – Establish and strengthen relationships required to pursue investment in the tourism and accommodation industry
1
Details
Partner(s)
Set up a steering committee to provide direction on rolling out this strategy and act as the primary connection to accommodation development in the community.
Set up a steering committee with representation from each municipality, the Community Futures Development Corporation, tourism businesses, Land O’Lakes Tourist Association (LOLTA), and RTOs
Frontenac County Municipalities
Reach out to regional economic development officers and tourism managers on a semi-annual basis to track updates on regional investment projects, new investors to the area and report back to the working group.
RTO 9 and 11
Work to continue improving the profile of accommodation opportunities in the area.
2
3
4
Timing (Years) 0-1 1-2 3+
Action
Use Brand Ambassadors as points of information, mentorship and promotion of the Frontenac region as a place to invest in accommodation development.
Educate Brand Ambassadors on the identified accommodation opportunities that are well-suited for Frontenac.
Continue relationships with each municipality’s administration to determine how Frontenac County can support its tourism industry, including accommodation operators.
Ensure all municipalities are aware of the investment initiatives that the County is pursuing in its area. Request that the municipality have a representative be present throughout any investment process.
Engage the realtor community that has an appreciation for the beauty of the area and shows a commitment to showcasing the region.
Create a small network of committed realtors who are active across Frontenac. Engage with the group once a month to determine properties of interest, discuss marketing tactics and determine potential sale opportunities.
Provide Brand Ambassadors with promotional material that they can provide to potential investors.
LOLTA
Staff Time CFDC Ontario East Economic Development Corporation (OEEDC)
Brand Ambassadors
Part of Brand Ambassador budget
Frontenac County Municipalities
Staff Time
Realtors
Staff Time
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Critical Path 2 – Pursue sophisticated marketing and sales tactics that will generate leads, turn them into prospects, and attract investment
Action
Details
5
Complete an annual investment marketing and sales action plan.
The focus on each plan will be to capitalize prioritize tactics with existing resources.
Continue to grow the exposure of the inFrontenac brand and website.
Work with regional partners and the provincial government to identify opportunities to promote the brand and website. Add a resource centre to the website that includes available funding programs, online resources for tourism businesses, including accommodation operators, and a regional profile that has investment related data, key contacts, and maps out the existing tourism ecosystem.
6
7
Distribute toolkits to encourage the development or redevelopment of accommodation properties in Frontenac.
Partner(s)
Timing (Years) 0-1 1-2 3+
Budget Allocation
Staff Time
Staff Time RTO 9 and 11 LOLTA
$5,000 – 10,000/ year for website additions
Any future toolkit should identify the value proposition of the accommodation opportunity and the key criteria for success. Promote and distribute the toolkits to existing operators and new investors, illustrating the investment that the County has made towards the growth of these opportunities.
Frontenac County Municipalities
Provided with strategy Staff Time
Customize resource contacts for each toolkit (specific to each municipality).
8
Ensure that current and future promotional materials and tools are easily accessible and wellcommunicated to partners.
Promotional materials and tools must be available online and readily available to the user. Create a promotional package for investors that can be easily customized. The package should include any prospectuses, available properties, recent analysis and immediate contact information.
Part of marketing budget
Develop a searchable map-based online platform that includes commercial and development properties that are for sale/lease and businesses that are available for sale.
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Critical Path 2 – Pursue sophisticated marketing and sales tactics that will generate leads, turn them into prospects, and attract investment
9
Develop an outreach program that includes a plan for strategically attending trade shows and events where lead generation activities are confirmed.
Connect with the Ministry of Tourism, Culture and Sport (MTCS) and Ontario East Economic Development Corporation on joining any external tourism related investment opportunity. Example MTCS’s perfecting the pitch workshops and overseas tradeshow expeditions. Many opportunities will come from investors within the community so investigate potential investment targets through local industry knowledge gathering. Initiate a familiarization tour to host potential investors and influencers across the region.
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Staff Time $25,000 per year MTCS OEEDC
Including additional costs associated with MTCS and Fam Tours
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Critical Path 3 – Establish and invest in infrastructure, land use policies and improvement programs to ensure Frontenac is a competitive investment destination
10
11
12
Timing (Years) 0-1 1-2 3+
Budget Allocation
Action
Details
Partner(s)
Work with local planning and development departments to review land-use policies in regards to potential accommodation opportunities.
Review local land-use policies that restrict the development of certain accommodations in certain areas. In most instances, the current identified opportunities are not prohibited in Frontenac. It is still important for investors to know all limitations to any accommodation development that is pursued.
Local Planning and Development Departments
Staff Time
Develop resource guides that encourage existing accommodation operators and assist future investors in navigating permits, incentive programs and approval processes.
The resource guides should include key local contacts for any planning and development related questions, a list of available incentive programs (ex. Community Improvement Plan incentives) and application forms for permits and incentive programs.
Local Planning and Development Departments
Staff Time
Working with the local municipalities, introduce an Accommodation Grant/Loan Program as part of community improvement plans.
The program should provide financial assistance in the cost of developing short-term and seasonal accommodations.
Local Planning and Development Departments
Staff Time
Promote the incentive programs to existing accommodation operators.
The program should specifically target areas of high potential (ex. lakefront properties, agriculture lands, commercial areas, and rural and town nodes).
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5.3 Recommendations for Identified Opportunities
Recommendation
Recommendations for all opportunities
1
Host workshops to educate existing and potential owners on the opportunities associated with developing short-term accommodations. Include a resource guide on how individuals can get started.
2
Expand, where applicable, the Community Improvement Plan definition and programs to include short-term and seasonal accommodations.
3
Leverage industry newsletters and websites to inform potential investors/entrepreneurs of available accommodation properties across the Frontenac region.
Opportunity One: Bed and Breakfast Accommodations
4
Work with the Brand Ambassadors to include testimonials on the website and manuals which showcase traditional and unique bed and breakfast accommodation operators. Leverage testimonials to create a list that can be promoted and used in materials. Propose policy amendments to local official plans to encourage (if applicable) (See Appendix A for examples):
The development of bed and breakfasts on a variety of land uses including rural farmland, rural areas, urban cores or downtowns
The recognition of bed and breakfasts as commercial establishments eliminating the need of a property landlord to be living on premise.
The introduction of restrictions on short-term rental units that operate in a secondary dwelling or a residential unit outside of the main dwelling. For example, an individual owning a residential unit or secondary dwelling should not be allowed to promote and rent a bedroom or living quarter for five or less days to a visitor unless they are a registered commercial operation.
5
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Recommendation
6
Encourage the development of a Bed and Breakfast Association among bed and breakfast operators across the Frontenac region and in adjacent communities. The association should support bed and breakfast operators by providing a forum for owners to come together to discuss relevant issues, collect and facilitate content that can be distributed to tourism websites, and help each other book guests when accommodations are full. The association can also provide training sessions for new bed and breakfast owners and sets standards for accreditation, based on bedrooms and bathroom, cleanliness, and breakfast offerings.
Opportunity Two: Redevelopment of Existing Cottage Accommodations 7
Frontenac CFDC’s strategic plan has identified upgrades to tourism accommodations as a focus area for continued investment. Working with the CFDC, promote the services and workshops offered by the CFDC to existing cottage rental owners.
8
Remain firm on maintaining commercial zoning when under pressure from residential developers.
Opportunity Three: Pod-Based Accommodations Propose policy amendments to local Official Plans to include (if applicable):
9
10
Pod-developments as a form of short-term rental
Pod-developments to be an allowed use on properties adjacent to trailheads, existing campgrounds and in rural areas.
Allow the placement of pods on community facility property such as churches, parks, and libraries
Invest and encourage in the development of pod accommodations alongside K&P and Cataraqui trailheads to support a growing market. Investigate if funds for pod development are available from the Province’s Tourism Development Fund as an element of its Cycling Tourism Plan.
Opportunity Four: Upscale Camping and Campground Accommodations 11
Work with existing campgrounds and the CFDC to encourage the introduction of signature upscale camping products and experiences into the Frontenac region.
Opportunity Five: Niche Resort Accommodations 12
Develop a short list of farm-based assets that could support the development of farm stay experiences across the region.
13
Host workshops to educate farmers, home owners and seasonal cottage/cabin owners on the opportunities associated with developing niche accommodations on their properties.
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Appendix A Case Studies for Accommodation Development Upscale Camping and Pod-Based Accommodation Trends and Practices Camping provides opportunities for families and friends to come together and enjoy the outdoors, creating life-long memories and discovering Ontario`s natural landscape. Canadian campers are lively between the age of 25-34, often plan four camping trips per year to campgrounds less than 300 km away from home. It was estimated that in 2014, the camping industry contributed $1.2 billion to Ontario’s gross domestic product. However, campgrounds have recently experienced a decline in visitors. Between 2000 and 2013, the number of overnight camping stays fell by 10% in Ontario’s provincial parks. Visitors are increasingly turning to other nature-based experiences, including “glamping” in both private and public campgrounds. Glamorous camping or ‘glamping’ is a luxury camping experience that offers modern facilities and is typically aimed at higher income customers. Popular trends include vacationing in tents, treehouses, tepees, yurts, cabins, and lodges. As an attempt to bring back campers, 14 national parks across Canada have developed oTENTik cabintents. These tents offer a blend of comfort with a taste of the outdoors, making the camping experience more comfortable, assessable and easier for visitors. Each oTENTik unit has three beds and can accommodate up to six people, acting as an accommodation for families, friends and couples of all ages. A similar product is the pod-based accommodation developed by private contractors such as the Algonquin Pod Company. The pods use special roofing material to reduce noise and use a special type of wood and foil under the roof to regulate temperatures in the winter and summer. This allows the pods to be used throughout the year, helping to extend the tourism season. Glamping also connects with the increasing interest in ecotourism. The Government of Australia has developed a number of best practices in supporting ecotourism development. These include key considerations such as:
Natural and cultural compatibility with the values of the park
Minimal footprint on park with the design and layout fitting with the character of the park
Contributes to protecting and positively enhancing the park and encourages visitors to appreciate and want to protect and conserve the national park
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Key considerations for businesses in Frontenac who are thinking of opening a glamping facility include:
Discussions with a planning consultant to choose the most appropriate land and making the most of your facilities
Most glamping facilities are at least half an acre, providing space for visitors to enjoy the rural environment
Understand your customers to create unique opportunities for visitors including outdoor activities like hiking, biking, wood chopping or farm work
Invest in online booking systems to help grow awareness of your facilities and to increase accessibility to your property
Start small and grow, building spaces and activities are you go
Relevance to Frontenac
Camping facilities, including serviced facilities for RVs, provide a unique type of accommodation which allows visitors of all income levels to enjoy Ontario`s natural environment.
As ecotourism and glamping continue to rise in popularity and building on the rural nature of Frontenac, glamping facilities provide an opportunity to extend the tourist season, offering unique and small-scale accommodations.
Farm Stays and Niche Resort Accommodation Trends and Practices In order to maximize the impact of agri-tourism possibilities, communities and governments have begun to develop agri-tourism policies. One important tool developed is the Ontario Ministry of Agriculture, Food and Rural Affairs’ (OMAFRA) Guidelines on Permitted Uses in Ontario’s Prime Agricultural Areas, which provides support to municipalities, decision makers, and farmers on interpreting the policies in the Provincial Policy Statement 2014 (PPS). Permitted uses and activities are broken into three categories as a method to maintain the land based for agriculture uses as well as support value-added agriculture. These categories are agricultural uses, agricultural-related uses and on-farm diversified uses. On-farm diversified uses are:
Located on a farm
Secondary to principal agricultural use of the property
Limited in area (ensuring that agriculture remains the main land use)
Includes, but is not limited to, home occupations, home industries, agri-tourism uses and uses that produce value-added agricultural products
This could include farm vacation suites, B&Bs, and seasonal events
Compatible with, and shall not hinder, surrounding agricultural operation
The criteria used to determine if a use can be considered an on-farm diversified use is often tied to the element of scale and the necessity to limit the amount of land removed from agricultural use. The
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guidelines recommend that municipalities consider the use of partial lot zoning for on-farm diversified uses, whereby a portion of the property dedicated to this use would be zoned for those use with the remainder of the property remaining in an agricultural zone. A number of tourism organizations across Ontario and Canada have identified agri-tourism as an opportunity for farm operators to enter new markets for farm products and services and suggested that the growth of agri-tourism provides opportunities to more fully utilize farm resources while providing additional income for farm families. Opportunities identified include bed and breakfasts, farm vacations, seasonal festivals, school tours and roadside markets. In this regard, OMAFRA has developed a guide Developing Agri-Tourism Operations in Ontario that encourages the creation of alternative accommodations. The Minnesota Institute for Sustainable Agriculture’s Diversifying Your Farm Business through Agri-tourism has also provided information on regulations related to developing assets (e.g. licensing, zoning and land use designations) and marketing opportunities and information and stress the importance of understanding the market prior to product creation. It also discusses the importance of online reservations, as travellers increasingly use only online methods to plan and book their vacations. The rural nature of the County and its member municipalities provide opportunities for the growth of agri-tourism based accommodation opportunities, leveraging natural and cultural characteristics to broaden the tourism sector locally. Relevance to Frontenac
Understanding how to connect and leverage agricultural areas and rural settings to support alternative accommodation and agri-tourism will help to position the Frontenac region.
Through developing and adhering to dedicated agri-tourism policies, the County and its municipalities will be able to grow the agri-tourism sector and provide clear guidelines to enable residents to take advantage of agri-tourism related opportunities including on-farm accommodation and farm related tourism.
Redevelopment of Commercial Cottage Rentals Land Use Policies and Practices A number of communities in Canada and the United States developed innovative land use policies to support the creation and renovation of cottage rentals, restricting the size of the building as well as promoting housing affordability and greater choice by encouraging smaller and more diverse home sizes and mixes of income levels. Michigan has developed a Redevelopment Ready Communities waterfront planning toolkit and guideline. Included in the toolkit are discussions related to:
Developing sustainable Waterfront Plans based on current and future needs. This includes conducting an inventory of existing water-dependent businesses, facilities and opportunities and developed land use policies which give priority to tourism-related businesses and compatible waterfront industrial uses
Ensuring the developing of the waterfront protects the historic and scenic character of the community while also providing opportunities for visitors and residents
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Developing specific zoning regulations including view protections (e.g. fence and pool restrictions, shoreline setbacks), identifying specific uses (e.g. boat clubs, marinas, recreational uses), including provisions for docks and piers, as well as providing minimum water frontage and depth of parcel guidelines
To support environmental sustainability, the Muskoka Watershed Council has developed a Best Practices Program to support the public and local businesses to provide advice on how to live, work and develop properties along a watershed. This program is being developed in partnership with local businesses as well as municipal governments. Best practice tips related to septic systems, natural shorelines, low impact development and caring for woodlots, and is disseminated through brochures, newspapers, workshops and community events. Best practices discussed include:
Understanding the best type of septic system for your needs and recognizing maintenance requirements
Using only native species if doing any planting around your wetland and recognizing the recreational opportunities which exist (e.g. birding, canoeing) and impact (e.g. improve water quality and reduce flooding)
Using low impact development and LID features including rain barrels, grass swales and stormwater management
Additionally, to support the sustainable development along waterfronts, the Federation of Ontario Cottagers’ Associations has developed a Lake Capacity Assessment, in cooperation with member associations and planning practitioners. The Assessment is designed to act as a tool to assist in evaluating the efforts of cottage development on inland lakes, similar to those found in Frontenac. Key considerations included in the assessment include:
Density of shoreline development/overcrowding
Amount of available developable land
Aesthetic considerations (e.g. light and noise pollution and boating traffic)
Recurrent water quality problems and/or algal blooms
The environmental considerations are critical for ensuring the success of cottage development along waterfront areas in Frontenac County. However, is it important to understand the land use policy and zoning requirements, which support the creation of sustainable cottage communities. Building off existing resource on cottage zoning, Frontenac would be excellently placed to support the creation of long-term, sustainable cottage development, leveraging existing tourism assets like the Rideau Canal. Relevance to Frontenac
While it is understood that the Rideau Canal is an important tourism asset, opportunities exist to develop sustainable cottage developments, guided by policies which support long-term viability and sustainability of the waterway and the tourism sector.
Cottage housing development not only supports the creation of a greater variety of residential opportunities but also supports additional tourist related accommodation, suitable for families and groups of tourists alike.
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By working with cottagers and businesses along lakefronts throughout Frontenac and along the Rideau Canal, the County and its municipalities could guide cottage development to ensure sustainable development which supports resident, business, and tourist’s needs.
Examples of Brand Ambassador Programs in Other Jurisdictions Brand Ambassadors support the economic development and tourism efforts of a community and, at the same time, develop a network of people who create a high energy exchange of ideas and knowledge that foster personal and professional growth, expanding the reputation of the area. In a time when advertising dollars can be limited, Brand Ambassadors can provide an extremely valuable source of promotion to an area that would not normally be available or affordable. The challenge of a Brand Ambassador Program is to capture the talent, energy and enthusiasm of local residents and best equip them with the tools they will need to promote Frontenac County in a way that will create a positive image for the area and create momentum to support growth. A Brand Ambassador Program should be designed to meet the specific needs of the community through established goals and programs. Firstly, it should be noted that there are two kinds of ‘Ambassadors’ that Frontenac County can initiate. 1. Front Line – some Ambassador Programs are meant to inspire and train front-line employees and volunteers to make every visitor experience into a positive and long lasting impression. While significant dollars are spent on marketing, the first impression is the most important and front-line staff must be engaged and onboard with providing the best experience for the visiting tourist possible. This type of service generates positive (in person and online) word of mouth and will in turn generate return visits as well as new. There are several companies providing front line customer service training including RTO 9 and RTO 11. Additionally, OTEC provides innovative training and certification programs for tourism hospitality and service industries through their ‘Online Tourism Excellence Ambassador Program’. They are well known for their customer service training and service strategy development for destinations and often work with DMOs and tourism businesses to development Tourism Excellence Ambassador Programs that meet the unique needs of each destination. Frontenac County could access more information and evaluate the options to provide this training at: http://www.otec.org/Training-Solutions-Overview/Tourism-Excellence-Ambassador-Program.aspx 2. Local Residents and Business Owners – this type of Ambassador Program is delivered by local residents and current/retired business people most typically are associated with the tourism industry and who have a strong sense of pride in their area and are anxious to ‘spread the word’. Administration of this type of Brand Ambassador Program can be managed at the County level and is worthwhile for assistance at trade events, fam tours and media events. Local Ambassadors can be extremely valuable as local experts with subject authority on core attraction themes and encourage content from them and other local resources.
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Case Studies Leduc Nisku Economic Development Authority (EDA) has created an Ambassador Program that is considered an excellent example of community involvement which has resulted in substantial social and economic benefits. In 1992 the EDA introduced an Ambassador program to recognize the contribution made by volunteers for the community. Nominated by a colleague, anyone who boosts the community is eligible to become a ‘Leduc Nisku Ambassador’. Installation is done publicly at a Partnership Breakfast, where Ambassadors are introduced and receive a certificate signed by both Mayor and Reeve. In addition, personalized pins and business cards, luggage tags and a license plate for their car are provided. This simple program enables the community to thank citizens who may otherwise be overlooked and is especially useful for recognizing visitors and other dignitaries. Currently, Leduc/ Nisku has over 600 Ambassadors, essentially a huge unpaid sales force promoting the community worldwide. Both the Partnership concept and the Ambassador program have been recognized internationally for their innovation and excellence in delivering community economic development services. The Ambassador Program promotes the ‘International Region’ in a unique way by creating extensive word of mouth from reliable sources with firsthand knowledge of the area. The Ambassador Team is a group of local individuals, dedicated to the program, who volunteer their time to provide support and assistance to promote their region and assistance to trade missions. The Kelowna, BC Chamber of Commerce formed an Ambassador Program as a networking system to learn from each other and exchange ideas and talent. ‘Kelowna Business Ambassadors’ are a dynamic network of business people in Canada’s fastest growing city who have come together to create a high energy exchange of ideas and knowledge that foster personal and professional growth. http://www.kelownachamber.org/chamber/ambassadors.aspx The Province of Newfoundland and Labrador has an Ambassador Program which is described as ‘an active network of ambassadors, spanning the globe and promoting Newfoundland and Labrador, giving direct access to potentially valuable market information and access to an expanded business network in foreign markets.’ The province facilitates communications amongst the Ambassadors, the provincial government and the business community. The Ambassadors are individuals who are ‘friends’ of the province who promote it to the world. Many are ex-patriots. To support the Ambassadors and to supplement the program, the province produces a bimonthly publication, ‘The Ambassador,’ which includes supplementary information on the economy and specific sectors are also highlighted as a focus feature. Produced by the Department of Innovation, Trade and Rural Development, The Ambassador Newfoundland and Labrador newsletter highlights many of the innovative companies, exporters and industry success stories dominating the news in Newfoundland and Labrador, and garnering attention around the world. The Province maintains direct contact with Ambassadors on an individual and collective basis as well as through smaller meetings hosted in conjunction with business travel. Relevance to Frontenac Throughout the stakeholder engagement program, all Brand Ambassadors were asked their opinion on the current program managed by Frontenac County including suggestions for enhanced features. All Brand Ambassadors were very enthusiastic to be part of the program and were eager to participate at a greater level to grow the tourism and economic opportunities of their area and Frontenac County in general. Most were somewhat unclear of their role, however since this is a new and evolving program,
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there was a great deal of anticipation for what the program will mean in the future and what their involvement will be. All Brand Ambassadors were aware of the ‘#InFrontenac’ tagline and appreciate the social media campaign which brings recognition to their business as well as to the County in general. The following comments were gathered from the stakeholders interviewed as well as suggestions from the consulting team and is offered for consideration in future development of Frontenac County’s Brand Ambassador Program:
Frontenac County’s role: Develop a ‘catalogue’ of Brand Ambassador members which details their talents, experience, areas of interest, time availability etc., and share with all Brand Ambassadors.
Identify all members with appropriate Brand Ambassador branded materials i.e. pins, licence plates, business cards etc.
Identify Brand Ambassador businesses with signage, flags, banners etc. to ensure that tourists and visitors will be aware that the designation of a ‘Brand Ambassador’ means a stopping point where they will receive a Frontenac County ‘welcome’ and will get tourism information and other information they may need to ensure an interesting and interactive experience in Frontenac County.
Provide all Brand Ambassadors with current and relevant information on Frontenac County for distribution to their contacts, visitors and customers - both in electronic format for the Brand Ambassador and in printed form in a branded rack card format updated monthly.
Provide sufficient material and training to inform the Ambassadors on various aspects of life in all areas of Frontenac County including tourism and economic development opportunities.
Assign members to teams or groups depending on their strengths or interests - examples of these teams include marketing, education, business attraction, agriculture etc., or by sectors of cottage developments, campground developments, culinary/food businesses etc. These members/teams can be called on for various functions for trade events or a familiarization tour.
Provide networking opportunities on a regular basis (perhaps twice a year) to provide opportunities for members to meet each other, learn of best practices and establish relationships to cross promote and partner on future initiatives and projects.
Host an annual Brand Ambassador event in a conference format including guest speakers and awards/recognition from the Warden and Mayors of their respective Townships.
Encourage positive media coverage of the program and celebrate successes.
Consider enhancement of the Brand Ambassador Program on Frontenac County’s website including good news stories, milestones and other items of interest.
Contact with Brand Ambassadors by the County’s program administrator should be frequently including regular visits. It is also recommended that input is requested frequently to continually improve the Brand Ambassador to keep it current and of great interest and pride to its members.
Provide Brand Ambassadors with access to this study including the tool kit for ease of investment and new business development.
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Frontenac County should develop a strategy to engage residents and create an awareness of the #InFrontenac tagline. While these residents aren’t Brand Ambassadors, they are Frontenac ambassadors none the less and should be encouraged to participate through display of the brand via various promotional tools i.e. bumper stickers, pins, buttons, flags etc.
Work with RTO 9 resources to develop ‘visitor tracking’ process to determine basic demographics and travel motivators for visitors to Frontenac County. Sites for collection will be determined and the Brand Ambassadors will be responsible to collect and submit the survey data to Frontenac County for their analysis and use in marketing initiatives.
Brand Ambassador’s roles:
Once identified as a Brand Ambassador ’location’, business owners and staff could wear ‘Ask Me about #InFrontenac’ buttons to encourage questions and dialogue providing an opportunity to promote Frontenac County, its attractions, events and businesses.
Some businesses indicated an interest in being part of a team to attract new business to Frontenac County. They are keen to increase the inventory of tourism assets and amenities/services in their area and understand the value of cluster and complimentary development to ensure that all businesses maximize their potential and provide the best possible experience for Frontenac County visitors.
Develop a program for ‘peer to peer’ and mentorship support for new business development within Frontenac County. Businesses will assist new and lesser experienced business owners who will benefit greatly from having a ‘buddy’ to assist them in the process of their new business venture.
Encourage Brand Ambassadors to take advantage of any opportunity to promote tourism or business development to students and youth groups within their Townships. Brand Ambassadors can play an integral role in inspiring young entrepreneurs to stay close to home and develop their future in Frontenac County’s many economic development opportunities.
Brand Ambassadors should be invited to brand their products and services with the tagline #InFrontenac as per Frontenac County’s guidelines. This can range from product packaging to collateral material and invoicing forms. The tagline should be seen often and displayed prominently.
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Examples of Alternative Accommodations in Other Jurisdictions Stratford, Ontario Stratford was reviewed as a best practice, largely due to the number of bed and breakfast establishments within the community. In order to support bed and breakfast owners in the region, the Stratford Tourism Organization markets and communicates the opportunity of running a bed and breakfast within the City, highlighting statistics on income generated and the number of nights per stay. The Stratford Area Bed and Breakfast Association (SABBA), based on a model developed in Niagara Falls, also support bed and breakfast owners, by providing a forum for B&B owners to come together to discuss relevant issues. The SABBA website provides a comprehensive guide for visitors on what is available in Stratford and provides information on current activities for visitors to Stafford. bed and breakfast owners also indicate their availability on the website, helping both visitors as well as other bed and breakfast owners to book guests when accommodations are full. SABBA provides training sessions for new bed and breakfast owners and sets standards for accreditation, based on bedrooms and bathroom, cleanliness, and breakfast offerings. The City is also home to the Stratford Chef School, which operates during the off-season of the Shakespeare Festival. In order to find accommodations for its students, the School reached out to a number of B&B operators to house their students. This resulted in the bed and breakfasts remaining open year-round and also provided short-term accommodations for students. It is important to connect local students with learning opportunities, particularly in fields related to eco-tourism and agri-tourism. This will help keep students in the County and help to growth the sector locally. Additionally, opening accommodations to students would bring additional income to farmers or property owners, where applicable, who have extra space while also helping to provide students with more on the job experience, with students and farm owners or accommodation providers working together, transferring skills and knowledge. Relevance to Frontenac
The Stratford example illustrates a creative way, albeit on a small scale, to push the tourist season into the shoulder and winter season by partnering with the local chef school.
Developing a website where accommodation establishments can see which other accommodations have space is one way to ensure that travellers hoping to stay in the County find accommodations.
The Finger Lakes, New York The Finger Lakes region is seen as a best practice in the organic growth and municipal support for the accommodation sector. The area covers over 9,000 square miles of New York State, including 11 Finger Lakes, parts of Lake Ontario, and sections of the Erie Canal. The area became a tourist destination due to the region’s wine production and its Mennonite community. In order to support the tourism sector, wine producers have worked collaboratively to bring awareness to the region as a whole, establishing joint marketing initiatives. The Economic Development Centre (one of 100+ Industrial Development Agencies in the State of New York) provides support through marketing and education to assist in establishing accommodations as well as providing grants and loans at low-interest rates and reinvesting
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the returns into other tourism related projects.2 For example, one property owner in Penn Yan, a community in the Yates County, Finger Lakes, used the Town’s façade improvement program to renovate second-floor apartments in the downtown to be an Airbnb space. The Chamber of Commerce also supports the tourism industry through its tourism-marketing program, focused on putting “heads in beds” and attracting people to sleep and spend money within the county.3 The Chamber also runs a lodging tax, where half the funds support tourism advertising outside of the area and hosts training programs to teach general customer service for frontline workers in B&Bs and other accommodation offerings. Additionally, Yates County also offers a Payment In Lieu of Taxes Pilot program, which offers an average percentage of 60% property tax abatement over 10 years on business capital investment or job enabling projects for retail and destination tourism firms.4 The Finger Lakes Tourism Alliance website also provides a great deal of information for visitors to the region.5 Visitors to the site are provided information on things to do, places to stay, service offerings, and more, using an interactive map highlighting both accommodation options and recreational opportunities. Accommodations have organically developed in the District based on the high number of tourists, the wineries, the rich agricultural heritage, and the lakes. These experiences have helped to develop alternative accommodations, including farm stays, bed and breakfasts, and vineyard accommodations. Leveraging existing assets, including wineries and farms, has been critical to the creation of a unique vacation destination. Wineries have added accommodations, the most popular of which is the Glenora Winery6. Other unique accommodations include The Farm Sanctuary, a farm stay opportunity, where guests stay in cabins or tiny houses, learn about farm animal issues, and connect with rescued animals at the Sanctuary.7 The development of new amenities (e.g. wineries and breweries), cultural offerings (e.g. wine trails) and seasonal events help to attract visitors and new accommodation businesses to the area. Building off this, the Finger Lakes Economic Development Centre is actively trying to attract winery investment and accommodation investment while, its county counterparts, the Yates County Chamber of Commerce, helps to develop programs in the region. In discussions with a staff member of the Economic Development Centre, marketing, financial support, and an interactive website were recognized as a key support function offered by the Chamber of Commerce and the County. By not only supporting the creation of accommodations but also the broader, tourism sector, the Finger Lakes is better positioned to attract tourists to a fully developed tourism destination, leveraging existing natural and cultural heritage resources. Relevance to Frontenac
2
New York State Economic Development Council, Industrial Development Agencies. Retrieved from: http://www.nysedc.org/economic-incentive/industrial-development-agencies/ 3
Yates County Chamber of Commerce (2015) About us. Retrieved from: http://www.yatesny.com/about
4
Norfolk County (2016)
5
Finger Lakes Tourism Alliance (2017), Homepage. Retrieved from: http://www.fingerlakes.org/
6
Glenora Wine Cellars, Inn. Retrieved from: http://www.glenora.com/Inn/Accommodations
7
The Farm Sanctuary, Home. Retrieved from: https://www.farmsanctuary.org/#
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A similar type of accommodation development could be fostered in Frontenac, catering directly to the tourists who come to the area (e.g. water-based tourism and agri-tourism).
Finger Lakes Economic Development Centre has recognized the importance of marketing and financial incentives to attract accommodation investments to the region. The incentives and marketing support offered by the Centre and the Tourism Alliance illustrate a model where local government helps to guide short-term accommodations without direct involvement.
The Northwest Farm Stay Website While it is important to give policy consideration to the development of accommodations, equally important are the marketing and communication considerations. To this end, as the concept of responsible travel and farm stays continue to rise in popularity, websites are increasing being developed to streamline the booking process. A number of online platforms have been developed to support the marketing efforts of on-farm accommodations.8 Farm Stays UK,9 and the New Zealand Tourism website10 were investigated as best practices for supporting the online presence of farm stay accommodations.11 The approach to these sites could easily be expanded to include not just farm stays, but a whole range of accommodation options, establishing a single, county-wide online repository of accommodations and booking opportunities. Each website has activities and accommodations broken down by region, helping people to plan the majority of their trip on one site. Additionally, vacationers can also find booking information for accommodations, including the type of accommodation, the price, and the capacity. The sites also link to the accommodation’s website, allowing people to book their stay with ease. Going one step further, the Sustainable Agriculture Research & Education (SARE) helped to fund the development of the Farm Stay U.S. website in 2010, with the assistance of a Western SARE grant. Originally, the website was developed as a resource directory for Oregon, Washington, Idaho, Montana, and California. The project’s goals were to create a website that could be scaled for the entire U.S. and to introduce the farm stay option as a value-added operation aimed at improving the financial situation of farms and ranchers unfamiliar with the farm/ranch stay model.12 Since its creation, the website has since broadened to cover the majority of the U.S. To educate farmers about the model, a number of talks were given, brochures were sent to organizations, and connections were made with large ranching cooperatives.13 Interested people were consulted by an existing farm stay owner on an individual basis. In the first year of operations, the website increased from 50 hits per day to as high as 1,800 hits in one
8
Any type of accommodation on a working farm, including vineyards, and includes cabins, tiny homes, B&Bs, etc.
9
Farm Stay UK (2017), Homepage. Retrieved from: http://www.farmstay.co.uk/
10
New Zealand Tourism (n.d.), Farmstays. Retrieved from: http://www.newzealand.com/ca/farmstays/
11
Farm Stay U.S., (2016), retrieved from: http://www.farmstayus.com/ ; Farm Stays UK, (2014), retrieved from: http://www.farmstay.co.uk/; New Zealand Tourism, retrieved from: http://www.newzealand.com/ca/farmstays/ 12
SARE (2016), Development of a Northwest Farm Stay Website. Retrieved from: http://mysare.sare.org/sare_project/fw10-029/?page=final&view=print 13
SARE (2016)
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day. Currently, the site receives between 350-500 daily visitors.14 The website ranks well on Internet searches and has an established community on Facebook and Twitter.15 This illustrates the importance of having a single online database of all accommodations within the County. Following the creation of the website and associated marketing campaign, the States involved saw increased awareness of the opportunities to stay at on farms rather than travelling to more traditional commercial destinations. On farm accommodation resulted in increased revenues for farmers, with income from overnight guests accounted for 10-50+ percent of the farm’s income.16 Building off the success of the SARE Program, the Farm Stay US website developed a Farm Stay Business Guide, including a feasibility workshop, legal and liability considerations, and customer service information and a checklist for people thinking of starting a farm stay. 17 Relevance to Frontenac
The creation of the “how-to“ guide web page and manual helped individuals in the to understand what is needed to develop a farm stay or alternative accommodation with minimal effort on their part, potentially increasing the likelihood of uptake.
Developing a website which outlines not only the accommodation options in an area but also the activities is well suited for experience based travellers, who are looking for a full range of opportunities in a single area.
A similar online portal could be developed to support other forms of accommodations across the county, including cottages, campsites, and bed and breakfasts as well as related tourism opportunities (e.g. beaches, marinas, etc.).
Huron-Kinloss The Township of Huron-Kinloss is within Bruce County, which is located in Western Ontario, on Lake Huron. The Township is relatively remote and remains a primarily rural region of farmland and woodlots. The Cultural Action Plan developed for the Township of Huron-Kinloss in 2013 highlights how all participants in the community engagement process have expressed agriculture and farming as a distinct element of the local culture that links the young and the old, Mennonite and non-Mennonite, different genders, and those engaged in other industries in the community. Local economic development strategies therefore include ways to accommodate tourists while visiting agri-tourism related activities. One way to accommodate this need was to integrate the establishment of bed and breakfasts as a feasibly option permitted in the Official Plan of the Township and encouraged in Secondary Plans. Agriculture is the predominant use of land in the Township of Huron-Kinloss and the protection of such 14
SARE (2016)
15
SARE (2016)
16
SARE (2016)
17
Farm Stay US (2017), Farm Stay Business Guide. Retrieved from: http://www.farmstayus.com/for-farms/farmstay-business-guide; Farm Stay US (n.d.), Farm Stay Agri-tourism. Retrieved from: https://www.farmstayus.com/media/50803/farm%20stay%20101%20basics.pdf
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land base is the primary importance for the maintenance of the economic and social fabric of the community. Lands that are designated as Agricultural Areas permit primary agricultural related uses such as growing crops, raising livestock, orchards, forestry, agricultural research, and farm building structures including greenhouses and buildings and related infrastructure. In addition to the primary farm residence, an additional dwelling unit can be created either through an addition or conversion of existing primary farm residence. Secondary related agricultural uses are permitted on Agricultural Areas and include small scale tourist accommodation. This includes the establishments of bed and breakfasts and farm vacation uses on farm parcels provided they are associated with an existing farm operation and are appropriately zoned to regulate the size and scale of the use. Secondary Plans in the Township also reflect the encouragement of establishing bed and breakfasts. This includes promoting the establishment of small scale tourist accommodation the largest urban settlement in the Village of Lucknow Secondary Plan in the Commercial Core Area. Relevance to Frontenac
The Huron-Kinloss example illustrates a creative use of land use policy tools to encourage the establishment of bed and breakfasts on non-conventional properties like farms.
Town of Blue Mountains Short Term Accommodation By-Law Short term accommodation has been a concern for Town of The Blue Mountains residents for a number of years. The Town has received numerous complaints over the years pertaining to residential properties being used for short term stays. Many of these complaints have been identified by neighbouring residents and include: noise issues (including public drunkenness); public disturbances; traffic safety and parking issues (including both on-street and on-lot parking congestion and blocked driveways); number of occupants in buildings; property standards issues; Ontario Fire Code issues; personal safety and security issues (including unknown and transient individuals and trespassing); vandalism to both private and public properties; loss of property values; and sustainability of public costs to the Town of The Blue Mountains and the Ontario Provincial Police for enforcement programs. Another factor affecting the compatibility of short term accommodation uses is the form of management. A number of operations are strictly controlled by management agencies while others have minimal supervision from absentee landlords. This presents a problem with uneven landowner/lesser enforcement. In response to these factors, the Town of Blue Mountains introduced a short-term accommodation regulation called the Short Term Accommodation Licensing Program (STA Licensing Program). The regulation applies to buildings or structures or any part thereof that operates or offers a place of temporary residence, lodging or occupancy by way of concession, permit, lease, licence, rental agreement or similar commercial arrangement for any period less than thirty consecutive calendar days, throughout all or any part of a calendar year. The regulation does not include motels, hotels, bed and breakfast establishments, tourist cabins or cottages, commercial resort units, village commercial resort units or similar commercial or institutional uses. The intent of the regulation is to balance the needs of property owners with those of residents looking for safe, adequate and properly maintained short-term accommodation premises. Under the STA Licensing Program, property owners must apply for and obtain a licence, and renew it bi-annually. The
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licence may be suspended or revoked by the Town should the property owner not comply with the provisions of the By-law. If the STA premises is sold, the new owner must apply for a new licence, which includes providing all necessary documentation and having the necessary inspections completed. The STA Licensing requirement has been very effective in meeting its objectives, including but not limited to:
Ensuring that STA occupants are provided with safe accommodations in terms of fire, electrical and building safety;
Ensuring that STA premises are operated and maintained in a sanitary and acceptable levels of interior conditions as per Property Standards;
Ensuring an enhanced level of care and maintenance of STA premises and requiring STA Operators to maintain records of same;
Identifying substandard STA premises;
Ensuring STA Operators are apprised of their responsibilities to comply with Town by-laws and other regulations (public nuisance and noise);
Protecting the character, amenities and maintain the quality of existing residential neighborhoods; and
Creating a level playing field for all STA Operators and providing enhanced consumer protection.
Relevance to Frontenac
The Blue Mountains example showcases that a regulated STA licensing program can create a level playing field for all short-term accommodation operators without impacting traditional forms of accommodation operators include bed and breakfast establishments. The mission of the program is to ensure consumers are provided a proven quality of accommodation experiences during their stay in Town.
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Appendix B Township Profiles
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Township of North Frontenac The following report is a short overview of the County of Frontenac Accommodation Review and Strategy for Growth. The report has specifically been generated to reflect North Frontenac’s tourist profiles, current policy considerations, best bets and recommendations.
Tourist Profiles Understanding what types of accommodations and activities desired by tourists is important to developing and supporting accommodations and the broader tourism sector in the region. The following figure shows that, overall, hotels and motels are the preferred accommodation choices for the tourists who visit the Frontenac region; only ‘Nature Lovers’ prefer campgrounds. Figure 1: Profiles of Tourists who Visit the North Frontenac Region Segment Definition Tourist Profiles for those Visiting the North Frontenac Region Nature Lovers Typically, this group is made up of families with children, with a passion
Accommodation Choices
32% serviced campground/ trailer park
26% hotels
19% family/friends
11% unserviced campgrounds
Typically, this group is under 40 years old, both with and without children. This group is characterized as a confident and youthful and are an optimistic group with a need to travel and to expose themselves to new experiences as well as expand their horizons.
57% hotel/boutique hotel
21% family/friends
14% motel
Typically they look for a fully packed schedule of activities, using the internet to research, book, plan and share their travel experiences.
9% inn/bed and breakfast
for outdoor experiences. Travel is seen as an opportunity about exporting new places, off the beaten path. Typically they have a lower than average travel budget and are happy with the basics (i.e. camping), spending time with their families, and finding opportunities for family bonding and creating new family memories. Preferred activities include hiking, beaches, canoeing, parks and fishing. 42% rely on family and friends for travel tips. 78% use the internet to plan, including accommodation sites, online travel agencies and destination sites. Connected Explorers
Preferred activities include visiting museums, galleries, shopping, parks, landmarks, culinary, spa and beaches. They like to do what the locals are doing (e.g. events, restaurants, attractions). Often prefer accommodations that provide consistent internet connectivity.
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Segment Outgoing Mature Couples
Definition
Accommodation Choices
Typically, this group is made up of older, retired couples aged 55+ with below average income. Travel is seen as an opportunity to enjoy the company of others, and socializing with fellow travellers as well as locals.
30% hotel/boutique hotel
28% motels
25% family/friends
8% rental cottages
Typically for this group, travel is seen as an opportunity to stay active and relax rather than adventure or exploration of new cultures. 31% believe socializing and meeting new people (travellers and locals) is one of the greatest benefits of travelling. 77% enjoy group tours because they can sightsee in vibrant cities, visit museums, galleries, landmarks and gardens. Enjoys culinary experiences (40%), beaches/resorts (43%) and natural wonders (30%). Plans vacations using word of mouth recommendations, printed materials and online sources including accommodations websites to a lesser extent.
Source: TNS, Reference Report- Accommodations in Ontario (2012), TNS, Tourist Segments (n.d.)
Current Policy Considerations Official Plan Considerations The following table highlights the key accommodation related policies found in the Township Official Plan. Figure 2: Official Plan Policy Implications for Accommodation Development North Frontenac Official Plan Section 4.6 Rural Recreational and Conservation Uses Allow For Camp-Cabin Type Accommodations
A camp (recreational based camp) may be permitted under a land use permit with the Crown or as a remote use on private land, provided that appropriate arrangements are made for on-site servicing. The requirements for frontage on a road may be waived.
Section 4.7 Rural Commercial Uses Are Geared Towards Tourism and Accommodation Development
Commercial uses shall include a range of commercial facilities that principally serve the tourist trade, such as lodging facilities, motels and resorts, recreation facilities, golf courses, parks and facilities related to boat traffic, such as marinas, docks and other services. Buildings or other items of historic interest, and institutional uses (such as museums and related facilities), shall also be permitted. However, limitations exist for tenured housing that is oriented to short-term or seasonal occupancy (i.e. condominiums, fractional ownership, and timesharing facilities).
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North Frontenac Official Plan Section 4.8 Recreational Vehicles And Recreational Vehicle Parks And Campgrounds Are Limited To Seasonal Commercial Operations But Can Provide Short-Term Occupancy During The Winter Months For Select Days
It is expected that these parks would be operated on a seasonal basis, e.g., May - October and closed during the winter months. The Plan allows for the over wintering or storage of recreational vehicles in these parks. Recreational Vehicle Parks shall for the purposes of this Plan, be understood to include a campground for tents. Notwithstanding the provisions of this clause, short-term occupancy of recreational vehicles during the period November will be permitted. Short-term occupancy may pertain, but is not limited to, weekends, Christmas and New Year’s holidays and school breaks. Short-term occupancy during this period shall not exceed 10 days per calendar month.
Frontenac County Official Plan Section 2.0 – Support Economic Sustainability Across the Region This includes, but is not limited to, the development of golf courses, resorts, campgrounds, trailer parks, marinas, tourist accommodation facilities, museums, historical and scenic tours and heritage sites as elements of a successful tourism economy. The maintenance and use of lakes and rivers in Frontenac also play a significant role in providing opportunities for tourism and leisure activities. To succeed, Frontenac County will need to work with its member municipalities, the Province, Frontenac Community Futures Development Corporation, City of Kingston, and various tourism agencies and organizations to promote tourism activity. Section 3.3 - Rural Lands Provide Tourism Opportunities
This includes the promotion of the tourism economy across the Frontenac region by ensuring suitable lands are available to satisfy demands for tourism and tourism related development. To encourage economic diversification in rural lands is to include a greater flexibility for on-farm activities, home-based businesses and agri-tourism, and new small scale industrial-type ventures that are connected to the farm economy such as milk processing, cheese factories and craft breweries. Special Policies – Rural Waterfront Areas
To permit shore land development that allows for sustainable growth of existing and new tourist developments and innovative and appropriately designed new residential developments.
Section 4.1 Trail Development and Scenic Routes as a Priority
Frontenac County’s location and scenic assets provide ample opportunities for creating scenic or heritage routes. These routes draw both local residents and tourists to the scenic areas of the County. Cycle tourism can benefit the economy of businesses across the Frontenac region.
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Community Improvement Plan The following table highlights the key accommodation related policies found in the Community Improvement Plan. Figure 3: Community Improvement Plan Policies for North Frontenac Program
North Frontenac CIP
Community Improvement Loan Program: Preferential financing for eligible projects, approved under the Grant Programs but excludes the Municipal Fees Grant Program. Façade Improvement Program: Intended to improve the appearance of commercial and residential buildings in order to improve the overall aesthetics and character of the community. Accessibility Enhancement: Encourage commercial property owners to retrofit entranceways and other access points to ensure facilities and commercial outlets are accessible to all members of the community. Municipal Fees Grant Program: Intended to reduce the costs of development and/or rehabilitation of existing buildings that contribute to the quality of the community. Commercial Space Conversion: Support new businesses looking to locate in the village core and also provides some funds to existing residential properties along Highway 96 for conversion into new businesses to increase the overall business activity within the village area.
Not Applicable
A onetime grant of 50% to a maximum of eligible project costs in order to improve commercial building features. The maximum grant per property is $2,500 A onetime grant of 50% to a maximum of eligible project costs in order to improve accessibility for commercial properties. The maximum grant per property of $2,500 A onetime grant equal to the total application costs or $2,000, whichever is the lesser.
A onetime grant of 50% to a maximum of eligible project costs for projects that increase commercial building stock within the CIP area. The maximum grant per property of $2,500
Best Bets Based on the findings from the engagement and research phases, the following five opportunities were identified as ‘best bet’ areas that can support North Frontenac’s tourism industry:
- Bed and Breakfast Accommodations
- Redevelopment of Existing Cottage Accommodations
- Pod-Based Accommodations
- Upscale Camping and Campground Accommodations
- Niche Resort Accommodations
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Recommendations The following recommendations identify key goals for investment opportunities with regards to accommodation development. Each recommendation includes specific tactics, activities, and timeframes. However, more importantly, it sets a critical path for Township staff to follow.
Action
Timing (Years) 0-1 1-2 3+
Budget Allocation
Critical Path 1 – Establish and strengthen relationships required to pursue investment in the tourism and accommodation industry 1
Connect with the County to set up a steering committee to provide direction on rolling out this strategy and act as the primary connection to accommodation development in the community.
Staff Time
2
Connect with the County how it can support its tourism industry, including accommodation operators.
Staff Time
3
Assist the County in creating a small network of committed local realtors.
Staff Time
Critical Path 2 – Pursue sophisticated marketing and sales tactics that will generate leads, turn them into prospects, and attract investment Work with the County to distribute toolkits to encourage the development or redevelopment of accommodation properties.
4
Any future toolkit should identify the value proposition of the accommodation opportunity and the key criteria for success.
Promote and distribute the toolkits to existing operators and new investors, illustrating the investment that has been made towards the growth of these opportunities.
Provided with strategy Staff Time
Customize resource contacts for each toolkit (specific to each municipality).
Critical Path 3 – Establish and invest in infrastructure, land use policies and improvement programs to ensure Frontenac is a competitive investment destination 5
Connect with the County and work with local and regional planning and development departments to review land-use policies in regards to potential accommodation opportunities.
Staff Time
6
Connect with the County and work with local and regional planning and development departments to develop resource guides that encourage existing accommodation operators and assist future investors in navigating permits, incentive programs and approval processes.
Staff Time
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Action
7
Connect with the County and work with local and regional planning and development departments to introduce an Accommodation Grant/Loan Program as part of community improvement plans.
Timing (Years)
Budget Allocation Staff Time
Recommendations for Best Bet Opportunities
Recommendation
Recommendations for all opportunities Host workshops (in conjunction with the County and other Townships) to educate existing and potential owners on the opportunities associated with developing short-term accommodations. Include a resource guide on how 1 individuals can get started. Expand, where applicable, the Community Improvement Plan definition and programs to include short-term and 2 seasonal accommodations. Leverage industry newsletters and websites to inform potential investors/entrepreneurs of available 3 accommodation properties across the Frontenac region. Opportunity One: Bed and Breakfast Accommodations Work with the Brand Ambassadors to include testimonials on the website and manuals which showcase 4 traditional and unique bed and breakfast accommodation operators. Leverage testimonials to create a list that can be promoted and used in materials. Propose policy amendments to local official plans to encourage (if applicable) (See Appendix A for examples):
The development of bed and breakfasts on a variety of land uses including rural farmland, rural areas, urban cores or downtowns
The recognition of bed and breakfasts as commercial establishments eliminating the need of a property landlord to be living on premise.
The introduction of restrictions on short-term rental units that operate in a secondary dwelling or a residential unit outside of the main dwelling. For example, an individual owning a residential unit or secondary dwelling should not be allowed to promote and rent a bedroom or living quarter for five or less days to a visitor unless they are a registered commercial operation.
5
Opportunity Two: Redevelopment of Existing Cottage Accommodations Frontenac CFDC’s strategic plan has identified upgrades to tourism accommodations as a focus area for continued investment. Working with the CFDC, promote the services and workshops offered by the CFDC to 6 existing cottage rental owners. 7 Remain firm on maintaining commercial zoning when under pressure from residential developers. Opportunity Three: Pod-Based Accommodations 8
Invest and encourage in the development of pod accommodations alongside K&P and Cataraqui trailheads to support a growing market. Investigate if funds for pod development are available from the Province’s Tourism Development Fund as an element of its Cycling Tourism Plan.
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9
Recommendation Propose policy amendments to local Official Plans to include (if applicable):
Pod-developments as a form of short-term rental
Pod-developments to be an allowed use on properties adjacent to trailheads, existing campgrounds and in rural areas.
Allow the placement of pods on community facility property such as churches, parks, and libraries
Opportunity Four: Upscale Camping and Campground Accommodations Work with existing campgrounds and the CFDC to encourage the introduction of signature upscale camping 10 products and experiences into the Frontenac region. Opportunity Five: Niche Resort Accommodations Develop a short list of farm-based assets that could support the development of farm stay experiences across the 11 region. Host workshops (in conjunction with the County and other Townships) to educate farmers, home owners and 12 seasonal cottage/cabin owners on the opportunities associated with developing niche accommodations on their properties.
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Township of Central Frontenac The following report is a short overview of the County of Frontenac Accommodation Review and Strategy for Growth. The report has specifically been generated to reflect Central Frontenac’s tourist profiles, current policy considerations, best bets and recommendations.
Tourist Profiles Understanding what types of accommodations and activities desired by tourists is important to developing and supporting accommodations and the broader tourism sector in the region. The following figure shows that, overall, hotels and motels are the preferred accommodation choices for the tourists who visit the Frontenac region; only ‘Nature Lovers’ prefer campgrounds. Figure 1: Profiles of Tourists who Visit the Central Frontenac Region Segment Definition Tourist Profiles for those Visiting the Central Frontenac Region Nature Lovers Typically, this group is made up of families with children, with a passion
Accommodation Choices
32% serviced campground/ trailer park
26% hotels
19% family/friends
11% unserviced campgrounds
Typically, this group is under 40 years old, both with and without children. This group is characterized as a confident and youthful and are an optimistic group with a need to travel and to expose themselves to new experiences as well as expand their horizons.
57% hotel/boutique hotel
21% family/friends
14% motel
Typically they look for a fully packed schedule of activities, using the internet to research, book, plan and share their travel experiences.
9% inn/bed and breakfast
for outdoor experiences. Travel is seen as an opportunity about exporting new places, off the beaten path. Typically they have a lower than average travel budget and are happy with the basics (i.e. camping), spending time with their families, and finding opportunities for family bonding and creating new family memories. Preferred activities include hiking, beaches, canoeing, parks and fishing. 42% rely on family and friends for travel tips. 78% use the internet to plan, including accommodation sites, online travel agencies and destination sites. Connected Explorers
Preferred activities include visiting museums, galleries, shopping, parks, landmarks, culinary, spa and beaches. They like to do what the locals are doing (e.g. events, restaurants, attractions). Often prefer accommodations that provide consistent internet connectivity.
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Segment Outgoing Mature Couples
Definition
Accommodation Choices
Typically, this group is made up of older, retired couples aged 55+ with below average income. Travel is seen as an opportunity to enjoy the company of others, and socializing with fellow travellers as well as locals.
30% hotel/boutique hotel
28% motels
25% family/friends
8% rental cottages
Typically for this group, travel is seen as an opportunity to stay active and relax rather than adventure or exploration of new cultures. 31% believe socializing and meeting new people (travellers and locals) is one of the greatest benefits of travelling. 77% enjoy group tours because they can sightsee in vibrant cities, visit museums, galleries, landmarks and gardens. Enjoys culinary experiences (40%), beaches/resorts (43%) and natural wonders (30%). Plans vacations using word of mouth recommendations, printed materials and online sources including accommodations websites to a lesser extent.
Source: TNS, Reference Report- Accommodations in Ontario (2012), TNS, Tourist Segments (n.d.)
Current Policy Considerations Official Plan Considerations The following table highlights the key accommodation related policies found in the Township Official Plan. Figure 2: Official Plan Policy Implications for Accommodation Development Central Frontenac Official Plan Section 3.5.1 Residential Districts Allow For Tourism Related Commercial Uses
Commercial uses such as convenience stores which serve the day-to-day needs of residents or uses which cater to the tourist industry (e.g. antique store, craft shop, restaurant, bed and breakfast and professional offices through the conversion of residential dwellings). In Hamlets or Cross Road communities, commercial uses may also include small-scale retail outlets and personal service uses.
Section 3.8 Rural Area – Accommodation Based Development Is Permitted In Areas Zoned Recreational Commercial Use
In areas designated Rural on Schedules ‘A1 - A4’, the Land Use Plan permits recreational commercial uses that can include uses and services which meet the needs of rural residents or which are oriented to the vacationing public or which are leisure or recreation oriented (such as campgrounds, lodging, marinas, golf courses, outdoor recreation, automotive uses, eateries).
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Central Frontenac Official Plan Section 3.6.2 Rural Area – Residential Units in Rural Areas Allow For Accommodations As An Accessory Use
Accessory uses may include a home based business, a bed and breakfast establishment and a garden suite.
Section 3.6.3 Rural Area -Waterfront Units in Rural Areas Permit The Use Of Seasonal and Permanent Accommodation Uses
Permitted uses within the Waterfront District Designation include seasonal and permanent residential and recreational commercial uses such as campgrounds, recreational vehicle parks, marinas, tourist lodges, golf courses and restaurants.
Frontenac County Official Plan Section 2.0 – Support Economic Sustainability Across the Region This includes, but is not limited to, the development of golf courses, resorts, campgrounds, trailer parks, marinas, tourist accommodation facilities, museums, historical and scenic tours and heritage sites as elements of a successful tourism economy. The maintenance and use of lakes and rivers in Frontenac also play a significant role in providing opportunities for tourism and leisure activities. To succeed, Frontenac County will need to work with its member municipalities, the Province, Frontenac Community Futures Development Corporation, City of Kingston, and various tourism agencies and organizations to promote tourism activity. Section 3.3 - Rural Lands Provide Tourism Opportunities
This includes the promotion of the tourism economy across the Frontenac region by ensuring suitable lands are available to satisfy demands for tourism and tourism related development. To encourage economic diversification in rural lands is to include a greater flexibility for on-farm activities, home-based businesses and agri-tourism, and new small scale industrial-type ventures that are connected to the farm economy such as milk processing, cheese factories and craft breweries. Special Policies – Rural Waterfront Areas
To permit shore land development that allows for sustainable growth of existing and new tourist developments and innovative and appropriately designed new residential developments.
Section 4.1 Trail Development and Scenic Routes as a Priority
Frontenac County’s location and scenic assets provide ample opportunities for creating scenic or heritage routes. These routes draw both local residents and tourists to the scenic areas of the County. Cycle tourism can benefit the economy of businesses across the Frontenac region.
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Community Improvement Plan The following table highlights the key accommodation related policies found in the Community Improvement Plan. Figure 3: Community Improvement Plan Policies for North Frontenac Program
Sharbot Lake- CIP
Community Improvement Loan Program: Preferential financing for eligible projects, approved under the Grant Programs but excludes the Municipal Fees Grant Program. Façade Improvement Program: Intended to improve the appearance of commercial and residential buildings in order to improve the overall aesthetics and character of the community. Accessibility Enhancement: Encourage commercial property owners to retrofit entranceways and other access points to ensure facilities and commercial outlets are accessible to all members of the community. Municipal Fees Grant Program: Intended to reduce the costs of development and/or rehabilitation of existing buildings that contribute to the quality of the community. Commercial Space Conversion: Support new businesses looking to locate in the village core and also provides some funds to existing residential properties along Highway 96 for conversion into new businesses to increase the overall business activity within the village area. Other Community Specific Programs
An interest free loan to a maximum of $7,500 amortized over five years is available to assist property owners in addition to the grant programs.
A onetime grant of 50% to a maximum of $3,000 of eligible project costs in order to improve commercial building features A onetime grant of 50% to a maximum of $2,500 of eligible project costs in order to improve accessibility for commercial properties
A onetime grant equal to the total application costs or $2000, whichever is the lesser. Application fees must be for improvement projects that qualify for other programs. Not Applicable
Central Frontenac Sharbot Lake CIP- Business Start-up Funding: Funding is available to help new businesses looking to locate in the village core or the Highway 7 corridor. Some existing residential properties along Road 38 may also be desirable for conversion into new businesses to increase the overall business activity within the village area and bridge the gaps between the Elizabeth Street and Highway 7/38 commercial areas. The program provides financial assistance for projects creating new commercial/employment opportunities within existing buildings or through additions. A onetime grant of 50% to a maximum of $2,500 of eligible project costs for projects that increase commercial building stock within the CIP area.
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Best Bets Based on the findings from the engagement and research phases, the following five opportunities were identified as ‘best bet’ areas that can support Central Frontenac’s tourism industry:
- Bed and Breakfast Accommodations
- Redevelopment of Existing Cottage Accommodations
- Pod-Based Accommodations
- Upscale Camping and Campground Accommodations
- Niche Resort Accommodations
Recommendations The following recommendations identify key goals for investment opportunities with regards to accommodation development. Each recommendation includes specific tactics, activities, and timeframes. However, more importantly, it sets a critical path for Township staff to follow.
Action
Timing (Years) 0-1 1-2 3+
Budget Allocation
Critical Path 1 – Establish and strengthen relationships required to pursue investment in the tourism and accommodation industry 1
Connect with the County to set up a steering committee to provide direction on rolling out this strategy and act as the primary connection to accommodation development in the community.
Staff Time
2
Connect with the County how it can support its tourism industry, including accommodation operators.
Staff Time
3
Assist the County in creating a small network of committed local realtors.
Staff Time
Critical Path 2 – Pursue sophisticated marketing and sales tactics that will generate leads, turn them into prospects, and attract investment Work with the County to distribute toolkits to encourage the development or redevelopment of accommodation properties.
4
Any future toolkit should identify the value proposition of the accommodation opportunity and the key criteria for success.
Promote and distribute the toolkits to existing operators and new investors, illustrating the investment that has been made towards the growth of these opportunities.
Provided with strategy Staff Time
Customize resource contacts for each toolkit (specific to each municipality).
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Action
Timing (Years)
Budget Allocation
Critical Path 3 – Establish and invest in infrastructure, land use policies and improvement programs to ensure Frontenac is a competitive investment destination 5
Connect with the County and work with local and regional planning and development departments to review land-use policies in regards to potential accommodation opportunities.
Staff Time
6
Connect with the County and work with local and regional planning and development departments to develop resource guides that encourage existing accommodation operators and assist future investors in navigating permits, incentive programs and approval processes.
Staff Time
7
Connect with the County and work with local and regional planning and development departments to introduce an Accommodation Grant/Loan Program as part of community improvement plans.
Staff Time
Recommendations for Best Bet Opportunities
Recommendation
Recommendations for all opportunities Host workshops (in conjunction with the County and other Townships) to educate existing and potential owners on the opportunities associated with developing short-term accommodations. Include a resource guide on how 1 individuals can get started. Expand, where applicable, the Community Improvement Plan definition and programs to include short-term and 2 seasonal accommodations. Leverage industry newsletters and websites to inform potential investors/entrepreneurs of available 3 accommodation properties across the Frontenac region. Opportunity One: Bed and Breakfast Accommodations Work with the Brand Ambassadors to include testimonials on the website and manuals which showcase 4 traditional and unique bed and breakfast accommodation operators. Leverage testimonials to create a list that can be promoted and used in materials. Propose policy amendments to local official plans to encourage (if applicable) (See Appendix A for examples):
The development of bed and breakfasts on a variety of land uses including rural farmland, rural areas, urban cores or downtowns
The recognition of bed and breakfasts as commercial establishments eliminating the need of a property landlord to be living on premise.
The introduction of restrictions on short-term rental units that operate in a secondary dwelling or a residential unit outside of the main dwelling. For example, an individual owning a residential unit or secondary dwelling should not be allowed to promote and rent a bedroom or living quarter for five or less days to a visitor unless they are a registered commercial operation.
5
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Recommendation Opportunity Two: Redevelopment of Existing Cottage Accommodations Frontenac CFDC’s strategic plan has identified upgrades to tourism accommodations as a focus area for continued investment. Working with the CFDC, promote the services and workshops offered by the CFDC to 6 existing cottage rental owners. 7 Remain firm on maintaining commercial zoning when under pressure from residential developers. Opportunity Three: Pod-Based Accommodations Propose policy amendments to local Official Plans to include (if applicable): 8
9
Pod-developments as a form of short-term rental
Pod-developments to be an allowed use on properties adjacent to trailheads, existing campgrounds and in rural areas.
Allow the placement of pods on community facility property such as churches, parks, and libraries
Invest and encourage in the development of pod accommodations alongside K&P and Cataraqui trailheads to support a growing market. Investigate if funds for pod development are available from the Province’s Tourism Development Fund as an element of its Cycling Tourism Plan.
Opportunity Four: Upscale Camping and Campground Accommodations Work with existing campgrounds and the CFDC to encourage the introduction of signature upscale camping 10 products and experiences into the Frontenac region. Opportunity Five: Niche Resort Accommodations Develop a short list of farm-based assets that could support the development of farm stay experiences across the 11 region. Host workshops (in conjunction with the County and other Townships) to educate farmers, home owners and 12 seasonal cottage/cabin owners on the opportunities associated with developing niche accommodations on their properties.
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Township of South Frontenac The following report is a short overview of the County of Frontenac Accommodation Review and Strategy for Growth. The report has specifically been generated to reflect South Frontenac’s tourist profiles, current policy considerations, best bets and recommendations.
Tourist Profiles Understanding what types of accommodations and activities desired by tourists is important to developing and supporting accommodations and the broader tourism sector in the region. The following figure shows that, overall, hotels and motels are the preferred accommodation choices for the tourists who visit the Frontenac region; only ‘Nature Lovers’ prefer campgrounds. Figure 1: Profiles of Tourists who Visit the South Frontenac Region Segment
Definition
Tourist Profiles for those Visiting the South Frontenac Region Nature Lovers Typically, this group is made up of families with children, with a passion
Accommodation Choices
32% serviced campground/ trailer park
26% hotels
19% family/friends
11% unserviced campgrounds
Typically, this group is under 40 years old, both with and without children. This group is characterized as a confident and youthful and are an optimistic group with a need to travel and to expose themselves to new experiences as well as expand their horizons.
57% hotel/boutique hotel
21% family/friends
14% motel
Typically they look for a fully packed schedule of activities, using the internet to research, book, plan and share their travel experiences.
9% inn/bed and breakfast
for outdoor experiences. Travel is seen as an opportunity about exporting new places, off the beaten path. Typically they have a lower than average travel budget and are happy with the basics (i.e. camping), spending time with their families, and finding opportunities for family bonding and creating new family memories. Preferred activities include hiking, beaches, canoeing, parks and fishing. 42% rely on family and friends for travel tips. 78% use the internet to plan, including accommodation sites, online travel agencies and destination sites. Connected Explorers
Preferred activities include visiting museums, galleries, shopping, parks, landmarks, culinary, spa and beaches. They like to do what the locals are doing (e.g. events, restaurants, attractions). Often prefer accommodations that provide consistent internet connectivity.
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Segment
Definition
Additional Tourist Profiles for those visiting South Frontenac and Frontenac Islands Up and Coming Typically, this group are young families, aged 18-34 with children and have Explorers diverse backgrounds, including visible minorities (45%) and immigrants
Accommodation Choices
45% hotel/boutique hotel
23% friends/family
22% motels
10% resorts
Typically, this groups is middle-aged men, aged 35-54. They are enthusiastic about sports and see themselves as more active than typical travellers, although, in reality, they look for rest and relaxation more than other groups.
55% hotel/boutique hotel
19% family/friends
11% motels
Typically, they are looking for organized sports and golf.
7% resorts
51% hotel/boutique hotel
27% family/friends
13% motels
8% resorts
(40%). This group is recently affluent and emerging into a new life phase that includes fresh experiences such as travel. Travel is seen as an opportunity to learn and explore as a nuclear family. Typically this group starts with tourist destinations nearby and visits areas typically considered to have core tourist attractions. Typically rely heavily on the internet to plan trips including accommodation websites and online travel agents. 57% visit attractions such as amusement parks/zoo/aquariums. 70% plan trips around the world’s most famous sites. Often prefer accommodations that provide consistent internet connectivity. Sports Lovers
50% attend sporting events and 37% say it is their main reason to travel. 47% take part in sports while travelling. 16% played golf on their most recent trip. 38% rely on family friends for travel planning, 22% use their own experience, 15% use brochures and 11% use associations. Family Memory Builders
Typically, this group is made up of couples with young children, aged 3554. They have built their lives around their children and are looking for tourism experiences that allow them to spend time as a family. 45% visited amusements parks, theme parks, zoos, aquariums. 54% went shopping and 42% visited a beach. 77% want to connect with family on vacation and create lasting memories as a family. Often prefer accommodations that provide consistent internet connectivity.
Source: TNS, Reference Report- Accommodations in Ontario (2012), TNS, Tourist Segments (n.d.)
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Current Policy Considerations Official Plan Considerations The following table highlights the key accommodation related policies found in the Township Official Plan. Figure 2: Official Plan Policy Implications for Accommodation Development South Frontenac Official Plan Section 5.6.1 Residential Policies Allow For Bed and Breakfast Related Uses
The uses permitted shall include single detached dwellings; semi-detached or duplex dwellings, multiple unit dwellings, single detached dwellings converted to multiple unit dwellings; group homes established in accordance with the provisions of Section 6.5, bed and breakfasts and home occupations.
Section 5.6.3 Commercial Policies Allow For Roofed Accommodation Uses
The uses permitted include those commercial establishments offering goods and services which serve the residents of the Settlement Areas or the market area as a whole such as retail commercial establishments, personal service shops, recreational uses, motels and hotels, tourist homes, and other.
Section 5.7 Rural Designated Land Policies Limit Accommodation Development
The predominant use of land in the Rural designation shall be for agricultural; aquaculture; open space; conservation; limited service residential; recreational; community facility and rurally oriented non-farm residential; group homes established in accordance with the provisions of Section 6.5; commercial and industrial and bed and breakfast and home occupation uses.
Recreational and resort commercial uses shall include tent and trailer parks; resorts, including privately managed lodges; health spas; tourist accommodations such as cabins, motels and hotels; marinas. Bed and breakfast operations are not considered recreational and resort commercial uses but as a home occupation in accordance with the provision of the implementing zoning by-law.
Highway commercial uses shall include; motels; hotels; taverns; restaurants; convenience retail stores and similar uses. Tent and trailer parks shall include seasonally operated parks for tents and recreational vehicles, not including mobile homes together with accessory facilities such as an accessory dwelling, docks, and convenience stores catering to the day-to-day needs of the visitors. The minimum lot area for tent and trailer parks shall be 4 ha (10 acres); the maximum number of campsites should be 50 in order to avoid excessive concentrations of development in waterfront areas.
No campsite, building or structure except a marine facility for launching and/or servicing of boats or a water pumphouse is permitted within 50 metres (164 feet) of the high water mark of any water body.
Motels, hotels, rental cabins or other roofed accommodation, including accessory facilities such as docks, eating establishments, and convenience stores shall have a minimum lot area of 2 ha (5
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South Frontenac Official Plan acres). The maximum density shall be one unit per 2,000 m2 (½ acre) to a maximum of 50 units, provided the appropriate authority will approve of the sewage disposal systems which are used. Frontenac County Official Plan Section 2.0 – Support Economic Sustainability Across the Region This includes, but is not limited to, the development of golf courses, resorts, campgrounds, trailer parks, marinas, tourist accommodation facilities, museums, historical and scenic tours and heritage sites as elements of a successful tourism economy. The maintenance and use of lakes and rivers in Frontenac also play a significant role in providing opportunities for tourism and leisure activities. To succeed, Frontenac County will need to work with its member municipalities, the Province, Frontenac Community Futures Development Corporation, City of Kingston, and various tourism agencies and organizations to promote tourism activity. Section 3.3 - Rural Lands Provide Tourism Opportunities
This includes the promotion of the tourism economy across the Frontenac region by ensuring suitable lands are available to satisfy demands for tourism and tourism related development. To encourage economic diversification in rural lands is to include a greater flexibility for on-farm activities, home-based businesses and agri-tourism, and new small scale industrial-type ventures that are connected to the farm economy such as milk processing, cheese factories and craft breweries. Special Policies – Rural Waterfront Areas
To permit shore land development that allows for sustainable growth of existing and new tourist developments and innovative and appropriately designed new residential developments.
Section 4.1 Trail Development and Scenic Routes as a Priority
Frontenac County’s location and scenic assets provide ample opportunities for creating scenic or heritage routes. These routes draw both local residents and tourists to the scenic areas of the County. Cycle tourism can benefit the economy of businesses across the Frontenac region.
Community Improvement Plan The following table highlights the key accommodation related policies found in the Community Improvement Plan. Figure 3: Community Improvement Plan Policies for North Frontenac Program
Harrowsmith- CIP
Community Improvement Loan Program: Preferential financing for eligible projects, approved under the Grant Programs but excludes the Municipal Fees Grant Program.
An interest free loan to a maximum of $7,500 amortized over five years is available to assist property owners in addition to the grant programs.
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Program
Harrowsmith- CIP
Façade Improvement Program: Intended to improve the appearance of commercial and residential buildings in order to improve the overall aesthetics and character of the community.
A onetime grant of 50% to a maximum of $2,000 for residential or $3,500 for commercial of eligible project costs in order to improve exterior building features. Residential projects must front onto Road 38, Harrowsmith Road or Colebrook Road Commercial projects must be for properties zoned commercial. A onetime grant of 50% to a maximum of $3,500 of eligible project costs for projects that improve the commercial building stock within the CIP area. The intent of this program is complement the Façade Improvement Program noted above but specifically tailored to businesses. A onetime grant equal to the total application costs or $2000, whichever is the lesser. Application fees must be for improvement projects for commercial or residential properties fronting onto Road 38, Harrowsmith Road or Colebrook Road Not Applicable
Accessibility Enhancement: Encourage commercial property owners to retrofit entranceways and other access points to ensure facilities and commercial outlets are accessible to all members of the community. Municipal Fees Grant Program: Intended to reduce the costs of development and/or rehabilitation of existing buildings that contribute to the quality of the community. Commercial Space Conversion: Support new businesses looking to locate in the village core and also provides some funds to existing residential properties along Highway 96 for conversion into new businesses to increase the overall business activity within the village area. Other Community Specific Programs
South Frontenac Harrowsmith CIP- Commercial Building Improvement Grant: seeks to restore the existing building stock and relates to projects that are beyond basic Façade Improvement and are focused inside the commercial unit. A onetime grant of 50% to a maximum of $3,500 of eligible project costs for projects that improve the commercial building stock within the CIP area. The intent of this program is complement the Façade Improvement Program noted above but specifically tailored to businesses.
Best Bets Based on the findings from the engagement and research phases, the following five opportunities were identified as ‘best bet’ areas that can support South Frontenac’s tourism industry:
- Bed and Breakfast Accommodations
- Redevelopment of Existing Cottage Accommodations
- Pod-Based Accommodations
- Upscale Camping and Campground Accommodations
- Niche Resort Accommodations
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Recommendations The following recommendations identify key goals for investment opportunities with regards to accommodation development. Each recommendation includes specific tactics, activities, and timeframes. However, more importantly, it sets a critical path for Township staff to follow.
Action
Timing (Years) 0-1 1-2 3+
Budget Allocation
Critical Path 1 – Establish and strengthen relationships required to pursue investment in the tourism and accommodation industry 1
Connect with the County to set up a steering committee to provide direction on rolling out this strategy and act as the primary connection to accommodation development in the community.
Staff Time
2
Connect with the County how it can support its tourism industry, including accommodation operators.
Staff Time
3
Assist the County in creating a small network of committed local realtors.
Staff Time
Critical Path 2 – Pursue sophisticated marketing and sales tactics that will generate leads, turn them into prospects, and attract investment Work with the County to distribute toolkits to encourage the development or redevelopment of accommodation properties.
4
Any future toolkit should identify the value proposition of the accommodation opportunity and the key criteria for success.
Promote and distribute the toolkits to existing operators and new investors, illustrating the investment that has been made towards the growth of these opportunities.
Provided with strategy Staff Time
Customize resource contacts for each toolkit (specific to each municipality).
Critical Path 3 – Establish and invest in infrastructure, land use policies and improvement programs to ensure Frontenac is a competitive investment destination 5
Connect with the County and work with local and regional planning and development departments to review land-use policies in regards to potential accommodation opportunities.
Staff Time
6
Connect with the County and work with local and regional planning and development departments to develop resource guides that encourage existing accommodation operators and assist future investors in navigating permits, incentive programs and approval processes.
Staff Time
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Action
7
Connect with the County and work with local and regional planning and development departments to introduce an Accommodation Grant/Loan Program as part of community improvement plans.
Timing (Years)
Budget Allocation Staff Time
Recommendations for Best Bet Opportunities
Recommendation
Recommendations for all opportunities Host workshops (in conjunction with the County and other Townships) to educate existing and potential owners on the opportunities associated with developing short-term accommodations. Include a resource guide on how 1 individuals can get started. Expand, where applicable, the Community Improvement Plan definition and programs to include short-term and 2 seasonal accommodations. Leverage industry newsletters and websites to inform potential investors/entrepreneurs of available 3 accommodation properties across the Frontenac region. Opportunity One: Bed and Breakfast Accommodations Work with the Brand Ambassadors to include testimonials on the website and manuals which showcase 4 traditional and unique bed and breakfast accommodation operators. Leverage testimonials to create a list that can be promoted and used in materials. Propose policy amendments to local official plans to encourage (if applicable) (See Appendix A for examples):
The development of bed and breakfasts on a variety of land uses including rural farmland, rural areas, urban cores or downtowns
The recognition of bed and breakfasts as commercial establishments eliminating the need of a property landlord to be living on premise.
The introduction of restrictions on short-term rental units that operate in a secondary dwelling or a residential unit outside of the main dwelling. For example, an individual owning a residential unit or secondary dwelling should not be allowed to promote and rent a bedroom or living quarter for five or less days to a visitor unless they are a registered commercial operation.
5
Opportunity Two: Redevelopment of Existing Cottage Accommodations Frontenac CFDC’s strategic plan has identified upgrades to tourism accommodations as a focus area for continued investment. Working with the CFDC, promote the services and workshops offered by the CFDC to 6 existing cottage rental owners. 7 Remain firm on maintaining commercial zoning when under pressure from residential developers. Opportunity Three: Pod-Based Accommodations 8
Invest and encourage in the development of pod accommodations alongside K&P and Cataraqui trailheads to support a growing market. Investigate if funds for pod development are available from the Province’s Tourism Development Fund as an element of its Cycling Tourism Plan.
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9
Recommendation Propose policy amendments to local Official Plans to include (if applicable):
Pod-developments as a form of short-term rental
Pod-developments to be an allowed use on properties adjacent to trailheads, existing campgrounds and in rural areas.
Allow the placement of pods on community facility property such as churches, parks, and libraries
Opportunity Four: Upscale Camping and Campground Accommodations Work with existing campgrounds and the CFDC to encourage the introduction of signature upscale camping 10 products and experiences into the Frontenac region. Opportunity Five: Niche Resort Accommodations Develop a short list of farm-based assets that could support the development of farm stay experiences across the 11 region. Host workshops (in conjunction with the County and other Townships) to educate farmers, home owners and 12 seasonal cottage/cabin owners on the opportunities associated with developing niche accommodations on their properties.
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Township of Frontenac Islands The following report is a short overview of the County of Frontenac Accommodation Review and Strategy for Growth. The report has specifically been generated to reflect Frontenac Islands’ tourist profiles, current policy considerations, best bets and recommendations.
Tourist Profiles Understanding what types of accommodations and activities desired by tourists is important to developing and supporting accommodations and the broader tourism sector in the region. The following figure shows that, overall, hotels and motels are the preferred accommodation choices for the tourists who visit the Frontenac region; only ‘Nature Lovers’ prefer campgrounds. Figure 1: Profiles of Tourists who Visit the Frontenac Islands Region Segment Definition Tourist Profiles for those Visiting the Frontenac Islands Region Nature Lovers Typically, this group is made up of families with children, with a passion
Accommodation Choices
32% serviced campground/ trailer park
26% hotels
19% family/friends
11% unserviced campgrounds
Typically, this group is under 40 years old, both with and without children. This group is characterized as a confident and youthful and are an optimistic group with a need to travel and to expose themselves to new experiences as well as expand their horizons.
57% hotel/boutique hotel
21% family/friends
14% motel
Typically they look for a fully packed schedule of activities, using the internet to research, book, plan and share their travel experiences.
9% inn/bed and breakfast
for outdoor experiences. Travel is seen as an opportunity about exporting new places, off the beaten path. Typically they have a lower than average travel budget and are happy with the basics (i.e. camping), spending time with their families, and finding opportunities for family bonding and creating new family memories. Preferred activities include hiking, beaches, canoeing, parks and fishing. 42% rely on family and friends for travel tips. 78% use the internet to plan, including accommodation sites, online travel agencies and destination sites. Connected Explorers
Preferred activities include visiting museums, galleries, shopping, parks, landmarks, culinary, spa and beaches. They like to do what the locals are doing (e.g. events, restaurants, attractions). Often prefer accommodations that provide consistent internet connectivity. Additional Tourist Profiles for those visiting South Frontenac and Frontenac Islands
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Segment Up and Coming Explorers
Definition
Accommodation Choices
Typically, this group are young families, aged 18-34 with children and have diverse backgrounds, including visible minorities (45%) and immigrants (40%).
45% hotel/boutique hotel
23% friends/family
22% motels
10% resorts
Typically, this groups is middle-aged men, aged 35-54. They are enthusiastic about sports and see themselves as more active than typical travellers, although, in reality, they look for rest and relaxation more than other groups.
55% hotel/boutique hotel
19% family/friends
11% motels
Typically, they are looking for organized sports and golf.
7% resorts
51% hotel/boutique hotel
27% family/friends
13% motels
8% resorts
This group is recently affluent and emerging into a new life phase that includes fresh experiences such as travel. Travel is seen as an opportunity to learn and explore as a nuclear family. Typically this group starts with tourist destinations nearby and visits areas typically considered to have core tourist attractions. Typically rely heavily on the internet to plan trips including accommodation websites and online travel agents. 57% visit attractions such as amusement parks/zoo/aquariums. 70% plan trips around the world’s most famous sites. Often prefer accommodations that provide consistent internet connectivity. Sports Lovers
50% attend sporting events and 37% say it is their main reason to travel. 47% take part in sports while travelling. 16% played golf on their most recent trip. 38% rely on family friends for travel planning, 22% use their own experience, 15% use brochures and 11% use associations. Family Memory Builders
Typically, this group is made up of couples with young children, aged 3554. They have built their lives around their children and are looking for tourism experiences that allow them to spend time as a family. 45% visited amusements parks, theme parks, zoos, aquariums. 54% went shopping and 42% visited a beach. 77% want to connect with family on vacation and create lasting memories as a family. Often prefer accommodations that provide consistent internet connectivity.
Source: TNS, Reference Report- Accommodations in Ontario (2012), TNS, Tourist Segments (n.d.)
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Current Policy Considerations Official Plan Considerations The following table highlights the key accommodation related policies found in the Township Official Plan. Figure 2: Official Plan Policy Implications for Accommodation Development Frontenac Islands Official Plan Section 4.10 Bed and Breakfast Operations Permitted In Certain Areas
Bed and Breakfast operations can be permitted in certain areas as established in the implementing Zoning By-law. Such establishments must be operated by one or more permanent residents of the dwelling house. A maximum of three guest rooms may be used for overnight accommodation of the travelling public.
Section 5.2 Rural Designated Lands Allow For Tourism and Accommodation Related Uses
The predominant use of land within the Rural designation may include all agricultural uses outlined in Section 5.1 of this Plan, forestry, “Wind Farms”, reforestation, conservation, community facilities, home occupations and professional offices in residences and accessory buildings, outdoor recreational facilities such as golf courses, hiking and cross-country ski trails which require a large land area, bed and breakfast establishments and similar, small-scale accommodation which caters to tourists and travellers and is compatible with the rural character of the area.
Section 5.2.4.2 Shoreline Residential Uses Permit Accessory Uses for Accommodation Development
Resort commercial uses which provide lodging and accommodation for the vacationing public such as motels, lodges, cottage establishments and cabins, and bed and breakfast operations, with accessory residential uses for the owner and recreational uses such as tennis courts, swimming pools and golf courses. Resort institutional uses which provide camping and resort type accommodation for religious and private non-profit organizations are also permitted.
Section 5.2.4.4 Tent, Trailer and Recreational Vehicle Parks Are Limited to Seasonal Operations and Size
The uses permitted for tent, trailer and recreational vehicle parks are limited to seasonally operated schedules along with any accessory facilities such as docks and convenience stores catering to the day-today needs of tourists. Tent, trailer and recreational vehicle park shall be large enough to support the proposed number of campsites, accessory uses and open space areas but shall be not less than 4 ha. [9.88 ac.] in area
Section 5.5 Village Land Use Policies Allow For Bed and Breakfast Establishments
The predominant form of land use will be single detached dwellings. Other residential permitted uses will include; a full range of low and medium housing types, multiple unit residential development; apartments-in-a-house; apartment units associated with a retail commercial use; bed and breakfast establishments; and senior citizen’s housing.
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Frontenac County Official Plan Section 2.0 – Support Economic Sustainability Across the Region This includes, but is not limited to, the development of golf courses, resorts, campgrounds, trailer parks, marinas, tourist accommodation facilities, museums, historical and scenic tours and heritage sites as elements of a successful tourism economy. The maintenance and use of lakes and rivers in Frontenac also play a significant role in providing opportunities for tourism and leisure activities. To succeed, Frontenac County will need to work with its member municipalities, the Province, Frontenac Community Futures Development Corporation, City of Kingston, and various tourism agencies and organizations to promote tourism activity. Section 3.3 - Rural Lands Provide Tourism Opportunities
This includes the promotion of the tourism economy across the Frontenac region by ensuring suitable lands are available to satisfy demands for tourism and tourism related development. To encourage economic diversification in rural lands is to include a greater flexibility for on-farm activities, home-based businesses and agri-tourism, and new small scale industrial-type ventures that are connected to the farm economy such as milk processing, cheese factories and craft breweries. Special Policies – Rural Waterfront Areas
To permit shore land development that allows for sustainable growth of existing and new tourist developments and innovative and appropriately designed new residential developments.
Section 4.1 Trail Development and Scenic Routes as a Priority
Frontenac County’s location and scenic assets provide ample opportunities for creating scenic or heritage routes. These routes draw both local residents and tourists to the scenic areas of the County. Cycle tourism can benefit the economy of businesses across the Frontenac region.
Community Improvement Plan The following table highlights the key accommodation related policies found in the Community Improvement Plan. Figure 3: Community Improvement Plan Policies for North Frontenac Program
Marysville- CIP
Community Improvement Loan Program: Preferential financing for eligible projects, approved under the Grant Programs but excludes the Municipal Fees Grant Program. Façade Improvement Program: Intended to improve the appearance of commercial and residential buildings in order to improve the overall aesthetics and character of the community.
An interest free loan to a maximum of $7,500 amortized over five years is available to assist property owners in addition to the grant programs. A onetime grant of 50% to a maximum of $3,000 of eligible project costs in order to improve commercial building features. A onetime grant of 50% to a maximum of $1,000 of eligible project costs in order to undertake residential building improvements on Road 96 in the CIP area.
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Program
Marysville- CIP
Accessibility Enhancement: Encourage commercial property owners to retrofit entranceways and other access points to ensure facilities and commercial outlets are accessible to all members of the community. Municipal Fees Grant Program: Intended to reduce the costs of development and/or rehabilitation of existing buildings that contribute to the quality of the community. Commercial Space Conversion: Support new businesses looking to locate in the village core and also provides some funds to existing residential properties along Highway 96 for conversion into new businesses to increase the overall business activity within the village area. Other Community Specific Programs
Not Applicable
A onetime grant equal to the total application costs or $2,000, whichever is the lesser. Application fees must be for improvement projects that qualify for other programs. A onetime grant of 50% to a maximum of $1,000 of eligible project costs for projects that increase commercial building stock within the CIP area.
Frontenac Islands Marysville CIP- Seniors Housing Study Incentives: Funding is available to help promote the development of new affordable seniors housing in and around the village of Marysville including supportive housing for seniors, through the funding of background studies. This would be focused on new projects, rather than renovation of existing dwellings. However funding for conversions could also be considered on a case-by-case basis if the units are accessible. A onetime grant of 50% to a maximum of $5,000 of eligible project costs for studies to support a new seniors housing development of 4 or more units in the CIP area.
Best Bets Based on the findings from the engagement and research phases, the following five opportunities were identified as ‘best bet’ areas that can support Frontenac Islands’ tourism industry:
- Bed and Breakfast Accommodations
- Redevelopment of Existing Cottage Accommodations
- Pod-Based Accommodations
- Upscale Camping and Campground Accommodations
- Niche Resort Accommodations
Recommendations The following recommendations identify key goals for investment opportunities with regards to accommodation development. Each recommendation includes specific tactics, activities, and timeframes. However, more importantly, it sets a critical path for Township staff to follow.
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Action
Timing (Years) 0-1 1-2 3+
Budget Allocation
Critical Path 1 – Establish and strengthen relationships required to pursue investment in the tourism and accommodation industry 1
Connect with the County to set up a steering committee to provide direction on rolling out this strategy and act as the primary connection to accommodation development in the community.
Staff Time
2
Connect with the County how it can support its tourism industry, including accommodation operators.
Staff Time
3
Assist the County in creating a small network of committed local realtors.
Staff Time
Critical Path 2 – Pursue sophisticated marketing and sales tactics that will generate leads, turn them into prospects, and attract investment Work with the County to distribute toolkits to encourage the development or redevelopment of accommodation properties.
4
Any future toolkit should identify the value proposition of the accommodation opportunity and the key criteria for success.
Promote and distribute the toolkits to existing operators and new investors, illustrating the investment that has been made towards the growth of these opportunities.
Provided with strategy Staff Time
Customize resource contacts for each toolkit (specific to each municipality).
Critical Path 3 – Establish and invest in infrastructure, land use policies and improvement programs to ensure Frontenac is a competitive investment destination 5
Connect with the County and work with local and regional planning and development departments to review land-use policies in regards to potential accommodation opportunities.
Staff Time
6
Connect with the County and work with local and regional planning and development departments to develop resource guides that encourage existing accommodation operators and assist future investors in navigating permits, incentive programs and approval processes.
Staff Time
7
Connect with the County and work with local and regional planning and development departments to introduce an Accommodation Grant/Loan Program as part of community improvement plans.
Staff Time
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Recommendations for Best Bet Opportunities
Recommendation
Recommendations for all opportunities Host workshops (in conjunction with the County and other Townships) to educate existing and potential owners on the opportunities associated with developing short-term accommodations. Include a resource guide on how 1 individuals can get started. Expand, where applicable, the Community Improvement Plan definition and programs to include short-term and 2 seasonal accommodations. Leverage industry newsletters and websites to inform potential investors/entrepreneurs of available 3 accommodation properties across the Frontenac region. Opportunity One: Bed and Breakfast Accommodations Work with the Brand Ambassadors to include testimonials on the website and manuals which showcase 4 traditional and unique bed and breakfast accommodation operators. Leverage testimonials to create a list that can be promoted and used in materials. Propose policy amendments to local official plans to encourage (if applicable) (See Appendix A for examples):
The development of bed and breakfasts on a variety of land uses including rural farmland, rural areas, urban cores or downtowns
The recognition of bed and breakfasts as commercial establishments eliminating the need of a property landlord to be living on premise.
The introduction of restrictions on short-term rental units that operate in a secondary dwelling or a residential unit outside of the main dwelling. For example, an individual owning a residential unit or secondary dwelling should not be allowed to promote and rent a bedroom or living quarter for five or less days to a visitor unless they are a registered commercial operation.
5
Opportunity Two: Redevelopment of Existing Cottage Accommodations Frontenac CFDC’s strategic plan has identified upgrades to tourism accommodations as a focus area for 6 continued investment. Working with the CFDC, promote the services and workshops offered by the CFDC to existing cottage rental owners. 7 Remain firm on maintaining commercial zoning when under pressure from residential developers. Opportunity Three: Pod-Based Accommodations Propose policy amendments to local Official Plans to include (if applicable): 8
Pod-developments as a form of short-term rental
Pod-developments to be an allowed use on properties adjacent to trailheads, existing campgrounds and in rural areas.
Allow the placement of pods on community facility property such as churches, parks, and libraries
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Recommendation
9
Invest and encourage in the development of pod accommodations alongside K&P and Cataraqui trailheads to support a growing market. Investigate if funds for pod development are available from the Province’s Tourism Development Fund as an element of its Cycling Tourism Plan.
Opportunity Four: Upscale Camping and Campground Accommodations Work with existing campgrounds and the CFDC to encourage the introduction of signature upscale camping 10 products and experiences into the Frontenac region. Opportunity Five: Niche Resort Accommodations Develop a short list of farm-based assets that could support the development of farm stay experiences across the 11 region. Host workshops (in conjunction with the County and other Townships) to educate farmers, home owners and 12 seasonal cottage/cabin owners on the opportunities associated with developing niche accommodations on their properties.
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AGENDA ITEM #b)
BED AND BREAKFAST ACCOMMODATIONS INVESTMENT READINESS TOOLKIT July 2017
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How To Use The Toolkit This toolkit provides communities with important information and tools to guide the development of bed and breakfast accommodations across the Frontenac region. It has been designed to assist in the efforts of attracting an investment lead, managing the required information, responding to requests and the aftercare once the investment has been successfully closed. The toolkit provides the resources including a self-assessment and key criterion for success to adapt to specific local needs and additional sources of information and assistance.
Table of Contents 1.
What is a Bed and Breakfast? ……………………………………………………………………………. 1 1.1
Potential of Bed and Breakfasts in the Frontenac Region……………………………………………….. 1
1.2
Alignment with Frontenac’s Tourist Profiles …………………………………………………………………. 2
1.3
Build or Buy ……………………………………………………………………………………………………………… 3
1.4
Boutique vs Traditional Bed and Breakfast …………………………………………………………………… 4
Community Investment Readiness Self- Assessment …………………………………………….. 5 2.1
Part One – Expertise ………………………………………………………………………………………………….. 5
2.2
Part Two – Resources ………………………………………………………………………………………………… 7
2.3
Part Three – Communications …………………………………………………………………………………….. 8
2.4
Part Four – Bed and Breakfast …………………………………………………………………………………….. 9
2.5
Score ……………………………………………………………………………………………………………………….. 9
Key Criteria For Investment Success …………………………………………………………………. 10
Resources and Contacts …………………………………………………………………………………. 11
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- What is a Bed and Breakfast? A bed and breakfast is a business that provides short-term accommodations in a private home, or other comparable location, and traditionally includes breakfast as part of the service. Accommodations can vary from one establishment to the next, as each building has its own unique characteristics. Locations that might provide bed and breakfast accommodations can range from historic buildings and cottages, to houseboats and private homes. The amenities offered by different bed and breakfast businesses can also vary. In some cases, you may have private rooms with private bathrooms, or several private rooms with shared bathrooms. Bed and breakfasts generally emphasize a high level of personalized customer service and will often be connected to local tourist attractions.
1.1 Potential of Bed and Breakfasts in the Frontenac Region While most hotels offer traditional rooms in humdrum buildings, each bed and breakfast is unique in its architectural style, guest room decor, and amenities offered. Bed and breakfast styles range from elegant to rustic, and are reflective of its community character and surroundings. For Frontenac, bed and breakfasts offer the ability to introduce accommodations into communities where demand generators are not as abundant. Bed and breakfasts can provide an alternative to cottage and campground accommodations in areas that are adjacent to lake access and trails. Bed and breakfasts are predominantly small owner operated and can be flexible to operate as additional commercial uses (e.g. breakfast service for residents and visitors). Challenges with bed and breakfast development across Ontario include the variant regulations placed by existing municipal zoning and taxes, technology changes and social media upkeep, accessibility legislations required for accommodators and changing guest expectations (e.g. increasing preference for private bathrooms). Short-term rental accommodations often found on sites similar to AirBnB would not count as part of this opportunity. However, bed and breakfasts are encouraged to use sites like AirBnB to showcase their properties.
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1.2 Alignment with Frontenac’s Tourist Profiles The following tourists prefer to use bed and breakfast accommodations. Connected Explorers
Up and Coming Explorers
Outgoing Mature Couples
Typically, this group is under 40 years old, both with and without children. This group is characterized as a confident and youthful and are an optimistic group with a need to travel and to expose themselves to new experiences as well as expand their horizons.
Typically they look for a fully packed schedule of activities, using the internet to research, book, plan and share their travel experiences.
Preferred activities include visiting museums, galleries, shopping, parks, landmarks, culinary, spa and beaches.
They like to do what the locals are doing (e.g. events, restaurants, attractions).
Typically, this group are young families, aged 18-34 with children and have diverse backgrounds, including visible minorities (45%) and immigrants (40%).
This group is recently affluent and emerging into a new life phase that includes fresh experiences such as travel. Travel is seen as an opportunity to learn and explore as a nuclear family. Typically this group starts with tourist destinations nearby and visits areas typically considered to have core tourist attractions.
Typically rely heavily on the internet to plan trips including accommodation websites and online travel agents.
57% visit attractions such as amusement parks/zoo/aquariums.
70% plan trips around the world’s most famous sites.
Typically, this group is made up of older, retired couples aged 55+ with below average income. Travel is seen as an opportunity to enjoy the company of others, and socializing with fellow travellers as well as locals.
Typically for this group, travel is seen as an opportunity to stay active and relax rather than adventure or exploration of new cultures.
31% believe socializing and meeting new people (travellers and locals) is one of the greatest benefits of travelling.
77% enjoy group tours because they can sightsee in vibrant cities, visit museums, galleries, landmarks and gardens.
Enjoys culinary experiences (40%), beaches/resorts (43%) and natural wonders (30%).
Plans vacations using word of mouth recommendations, printed materials and online sources including accommodations websites to a lesser extent.
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1.3 Build or Buy Across the region there are usually quite a number of accommodation properties available for purchase at a given time. It is important to understand the advantages and disadvantages of when an investor decides to buy or build these properties. Being able to respond to their questions can support a community in securing that investment. While an investor would retain total flexibility in design and concept when they build new, there may be some advantages in purchasing an existing property. Below is a chart that summarizes some of the advantages and disadvantages of each approach. Advantages Buy
Disadvantages
Immediate take over and possible operation
- even if you are renovating it does not take as long as new construction
If the property has a poor reputation, it might be very difficult to overcome
Established location means you know what will be around you
Existing design may make it difficult to renovate to contemporary standards
Possible good reputation provides a base of business to build on
Age may make maintenance difficult and things such as heating and plumbing expensive
Costs may be less than new construction
Condition of building may make renovations impossible and/or too expensive
Restrictions on site development, municipal bylaws on building, etc. may prevent the renovations you want to make and/or future expansion
Build
Size and design of property can be suited to current market conditions and demands
Construction time will delay opening and revenue generation
Can design building for easy future expansion
Building a customer base and reputation will take time
Opportunity to establish your own market image and position rather than adapt one established by someone else
Potentially higher costs
Good design, construction techniques and efficient equipment can minimize maintenance and utility costs
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1.4 Boutique vs Traditional Bed and Breakfast When traveling, people are always looking to compare stays between a regular/traditional accommodation and a boutique-styled accommodation. A traditional accommodation provides several expected qualities and level of hospitality, items such as a breakfast, linens change, maid service, etc. A boutique accommodation happens to be more personalized, customized and unique. Usually, it will contain experiences like social rooms and living rooms in luxurious environments. Below is a chart that summarizes some of the advantages and disadvantages of each. Boutique Bed and Breakfast Advantages
Traditional Bed and Breakfast
Customized and personalized services
Cheaper
Unique
Easier to maintain
Often offers more amenities (Wi-Fi, Cable services)
More rooms
Streamlined services
Disadvantages
Requires additional upkeep
Less rooms
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- Community Investment Readiness Self- Assessment The guideline provided is intended to help understand the investor’s point of view. It is an assessment of the experience the investor would have when considering an investment in the accommodation sector. The completion of the assessment will give a better understanding of the level of readiness for inward investment. The tool will assist in identifying investment readiness gaps and determine the effectiveness of existing planning and economic development processes.
2.1 Part One – Expertise Contacts
Yes
No
Yes
No
Does your community have a person designated as the key or main contact for investment inquiries? Does that person have a familiarity with the land use planning, development approvals, and building permit processes in your community? Does that person have an up-to-date copy of the local policies and by-laws that showcase what is allowed/disallowed in terms of uses?
Land Use Planning Does the local official plan have a general designation for accommodation uses?
Does your community have an effective information system that you use to provide official plan and zoning information to prospective investors? Are the policies and designations in the local official plan general enough so an official plan amendment is not required to accommodate most investment proposals in your community? Is your zoning by-law flexible enough to allow desired accommodation development in your community?
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Land Use Planning
Yes
No
Yes
No
Does your municipality have information on how long it takes for a typical planning application/proposal in your community to be approved? Does your municipal planning staff discuss/coordinate their work with economic development staff (county and local)? Does your municipality have any materials for internal or external use that quickly and easily illustrate in layperson’s language how development approvals and land use planning work, as well as time guidelines and costs in your municipality? Does your municipality have a designated individual to guide the investor through any approvals process?
Liaising With Existing Businesses In Your Community Does any senior member of your organization monitor/evaluate your community’s track record on liaising with existing investors? Does your Mayor, CAO, Economic Development Officer or planning staff meet with local business people, including the chamber of commerce on a regular basis to talk about their business needs and future plans? Does your municipality liaise with the local chamber of commerce/business association about accommodation challenges or opportunities?
Total For Expertise
Yes
No
Out of 14
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2.2 Part Two – Resources Land Inventory
Yes
No
Yes
No
Yes
No
Does your municipality have an available property sheet? Is the information updated quarterly? Does the inventory provide potential investors with relevant information such as availability, cost, site service requirements, location, size, etc? Does the inventory include both publically and privately owned land? If you have a website, is the inventory posted? (Can be posted on a regional website) Does your community work closely with Commercial Real Estate Agencies in your area to make sure that you are aware of what is available?
Joint Ventures Do you partner with business groups, local chambers of commerce or tourism boards to jointly market your community as a tourism investment destination? Is your municipality pooling resources with neighbouring communities to jointly fund promotional and marketing activities?
Capacity Has your community established a tourism investment committee? Or part of a tourist investment committee? Does your municipality employ full or part-time professional staff to support investment and land use planning matters?
Total For Resources
Yes
No
Out of 10
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2.3 Part Three – Communications Community Profile
Yes
No
Yes
No
Does your municipality have a community profile? Is it updated on a regular basis (every year)? Does the profile include the following elements (point for each):
News of recent investments? Local municipal and volunteer services and business partnerships? References to local business groups? List of local services? List of attractions?
Web Presence Does your community have a standalone or connected website that illustrates existing tourism investment? Does your website list key contacts and resources for accommodation investment? Does your website include a list of available real estate? Has your municipality reviewed and improved the mapping used to illustrate your regulatory and promotional documents? Do you maintain regular contact with media representatives?
Total For Communications
Yes
No
Out of 12
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2.4 Part Four – Bed and Breakfast Community Profile
Yes
No
Does the local official plan have a general designation for bed and breakfast accommodation uses? Is there a person that can speak to local policies and by-laws that allow/disallow bed and breakfast accommodation uses? Is there an inventory of all bed and breakfasts in your community? Does your community liaise with existing bed and breakfast operators?
Total For Bed and Breakfast
Yes
No
Total Yes
Total No
Out of 4
2.5 Score Scorecard Expertise Resources Communications Bed and Breakfast Total
How you scored: There are 40 questions. For each “yes” answer, score 1 point. At the end of the self-assessment, total your number of “yes” answers.
A score greater than 30 out of 40: Your municipality is VERY READY!
A score of 20 to 30: Your municipality is READY and can still improve.
A score of 11 to 19: Your municipality is close to being READY but has some work to do.
A score 10 and under: There are lots of opportunities for your municipality to ensure its readiness.
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- Key Criteria For Investment Success
Policy Implications • Need to have flexible Zoning By-Laws • Need to have short-term rental restrictions on residential properties that do not carry a commercial accommodation license • Need to have a streamlined application process that answers all bed and breakfast related land use questions
Marketing and Promotion Implications • Prepare marketing materials and prospectuses that illustrate the existing opportunities for bed and breakfast development in your commuity • Arrange an investor response team that can actively be ambassadors and promote the community as a destination for bed and breakfast development
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Product Development Implications • Encourage investment by directing investors to available incentives, funding support and partners (CIP / CFDC) • Support the development of a bed and breakfast assoication that can provide training sessions and set standards for accreditation improving the overall product within the community
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- Resources and Contacts Frontenac County Economic Development Office
Richard Allen Economic Development Manager 613.548.9400 rallen@frontenaccounty.ca
Frontenac Community Futures Development Corporation
Anne Prichard Executive Director 613.372.1414 anne@frontenaccfdc.com
Regional Tourism Organization 9 – The Great Waterway
Bonnie Ruddock, Executive Director 613.344.2095 bruddock@thegreatwaterway.com
Regional Tourism Organization 11 – Ontario’s Highlands
Nicole Whiting Executive Director 613.629.6486 nicole.whiting@ohto.ca
Insert Municipality (To be customized by each municipality) Mayor/Warden
Economic Development
Planning
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NICHE RESORT ACCOMMODATIONS INVESTMENT READINESS TOOLKIT July 2017
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How To Use The Toolkit This toolkit provides communities with important information and tools to guide the development of niche resort accommodations across the Frontenac region. It has been designed to assist in the efforts of attracting an investment lead, managing the required information, responding to requests and the aftercare once the investment has been successfully closed. The toolkit provides the resources including a self-assessment and key criterion for success to adapt to specific local needs and additional sources of information and assistance.
Table of Contents 1.
What Are Niche Resort Accommodations? ………………………………………………………….. 1 1.1
Potential of Niche Resort Accommodations in the Frontenac Region ………………………………. 1
1.2
Alignment with Frontenac’s Tourist Profiles …………………………………………………………………. 1
1.3
Types of Niche Resort Accommodations that work in the Frontenac Region ……………………. 2
Community Investment Readiness Self- Assessment …………………………………………….. 3 2.1
Part One – Expertise ………………………………………………………………………………………………….. 3
2.2
Part Two – Resources ………………………………………………………………………………………………… 5
2.3
Part Three – Communications …………………………………………………………………………………….. 6
2.4
Part Four – Niche Resort Accommodations ………………………………………………………………….. 7
2.5
Score ……………………………………………………………………………………………………………………….. 7
Key Criteria For Investment Success …………………………………………………………………… 8
Resources and Contacts …………………………………………………………………………………… 9
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- What Are Niche Resort Accommodations? Niche resort accommodations are self-contained commercial establishments that endeavour to provide a specific vacationer want. The term resort refers to getaway experiences and not necessarily defined as hotel properties only. Examples of niche resort accommodations can include farm stays, exercise and heath-oriented retreats, spiritual retreats, nature-based retreats, and hermitage cabins. These accommodations are focused on delivering on-site experiences with basic living amenities (food, water, washroom facilities) for a period of days. Niche resort accommodations are gaining popularity throughout the world, as people become more interested in self-experiences and reconnecting either with themselves, spiritually, or environmentally.
1.1 Potential of Niche Resort Accommodations in the Frontenac Region From yoga retreats to nature centres niche resort accommodations, a few are already present in the Frontenac region. However, these current resorts are larger in scale. A successful niche resort does not need to have multiple rooms and on-site facilities. Niche resort accommodations can leverage existing assets such as farms. Farm stays are a great example of a smaller-scale niche resort that is focused on delivering on-farm experiences to a select number of individuals. Niche resort accommodations could add to Frontenac’s diverse portfolio of tourist experiences.
1.2 Alignment with Frontenac’s Tourist Profiles The following tourists prefer to use bed and breakfast accommodations. Outgoing Mature Couples
Typically, this group is made up of older, retired couples aged 55+ with below average income. Travel is seen as an opportunity to enjoy the company of others, and socializing with fellow travellers as well as locals.
Typically for this group, travel is seen as an opportunity to stay active and relax rather than adventure or exploration of new cultures.
31% believe socializing and meeting new people (travellers and locals) is one of the greatest benefits of travelling.
77% enjoy group tours because they can sightsee in vibrant cities, visit museums, galleries, landmarks and gardens.
Enjoys culinary experiences (40%), beaches/resorts (43%) and natural wonders (30%).
Plans vacations using word of mouth recommendations, printed materials and online sources including accommodations websites to a lesser extent.
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1.3 Types of Niche Resort Accommodations that work in the Frontenac Region Type
Details
Farm Stays
A farm stay (or farmstay) is any type of accommodation on a working farm. Some farm stays may be interactive. Some are family-focused, offering children opportunities to feed animals, collect eggs and learn how a farm functions. Others don’t allow children and instead offer a peaceful retreat for adults. For the accommodations, guests normally pay rates similar to area bed & breakfasts or vacation rentals, although pricing varies considerably. The term “farm stay” can also describe a work exchange agreement, where the guest works a set number of hours per week in exchange for free or affordable accommodation
Health and Wellness Retreat
The Canadian Tourism Commission defines Health and Wellness Resorts as spa facilities that offer health and wellness programs administered by professionally trained medical personnel with fixed accommodations
Eco-Retreat
Eco-retreat is an accommodation involving visiting fragile, pristine, and relatively undisturbed natural areas, intended as a low-impact and often small scale alternative to standard commercial (mass) tourism. It means responsible travel to natural areas conserving the environment and improving the well-being of the local people. Its purpose may be to educate the traveler, to provide funds for ecological conservation, to directly benefit the economic development and political empowerment of local communities, or to foster respect for different cultures and for human rights.
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- Community Investment Readiness Self- Assessment The guideline provided is intended to help understand the investor’s point of view. It is an assessment of the experience the investor would have when considering an investment in the accommodation sector. The completion of the assessment will give a better understanding of the level of readiness for inward investment. The tool will assist in identifying investment readiness gaps and determine the effectiveness of existing planning and economic development processes.
2.1 Part One – Expertise Contacts
Yes
No
Yes
No
Does your community have a person designated as the key or main contact for investment inquiries? Does that person have a familiarity with the land use planning, development approvals, and building permit processes in your community? Does that person have an up-to-date copy of the local policies and by-laws that showcase what is allowed/disallowed in terms of uses?
Land Use Planning Does the local official plan have a general designation for accommodation uses?
Does your community have an effective information system that you use to provide official plan and zoning information to prospective investors? Are the policies and designations in the local official plan general enough so an official plan amendment is not required to accommodate most investment proposals in your community? Is your zoning by-law flexible enough to allow desired accommodation development in your community?
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Land Use Planning
Yes
No
Yes
No
Does your municipality have information on how long it takes for a typical planning application/proposal in your community to be approved? Does your municipal planning staff discuss/coordinate their work with economic development staff (county and local)? Does your municipality have any materials for internal or external use that quickly and easily illustrate in layperson’s language how development approvals and land use planning work, as well as time guidelines and costs in your municipality? Does your municipality have a designated individual to guide the investor through any approvals process?
Liaising With Existing Businesses In Your Community Does any senior member of your organization monitor/evaluate your community’s track record on liaising with existing investors? Does your Mayor, CAO, Economic Development Officer or planning staff meet with local business people, including the chamber of commerce on a regular basis to talk about their business needs and future plans? Does your municipality liaise with the local chamber of commerce/business association about accommodation challenges or opportunities?
Total For Expertise
Yes
No
Out of 14
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2.2 Part Two – Resources Land Inventory
Yes
No
Yes
No
Yes
No
Does your municipality have an available property sheet? Is the information updated quarterly? Does the inventory provide potential investors with relevant information such as availability, cost, site service requirements, location, size, etc? Does the inventory include both publically and privately owned land? If you have a website, is the inventory posted? (Can be posted on a regional website) Does your community work closely with Commercial Real Estate Agencies in your area to make sure that you are aware of what is available?
Joint Ventures Do you partner with business groups, local chambers of commerce or tourism boards to jointly market your community as a tourism investment destination? Is your municipality pooling resources with neighbouring communities to jointly fund promotional and marketing activities?
Capacity Has your community established a tourism investment committee? Or part of a tourist investment committee? Does your municipality employ full or part-time professional staff to support investment and land use planning matters?
Total For Resources
Yes
No
Out of 10
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2.3 Part Three – Communications Community Profile
Yes
No
Yes
No
Does your municipality have a community profile? Is it updated on a regular basis (every year)? Does the profile include the following elements (point for each):
News of recent investments? Local municipal and volunteer services and business partnerships? References to local business groups? List of local services? List of attractions?
Web Presence Does your community have a standalone or connected website that illustrates existing tourism investment? Does your website list key contacts and resources for accommodation investment? Does your website include a list of available real estate? Has your municipality reviewed and improved the mapping used to illustrate your regulatory and promotional documents? Do you maintain regular contact with media representatives?
Total For Communications
Yes
No
Out of 12
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2.4 Part Four – Niche Resort Accommodations Niche Resort Accommodations
Yes
No
Does the community provide incentives for accommodation development? Is there a person that can speak to local policies and by-laws that allow/disallow ancillary uses on properties? Is there an inventory of all accommodation types in your community? Does your community liaise with local accommodation operators?
Total For Niche Resort Accommodations
Yes
No
Total Yes
Total No
Out of 4
2.5 Score Scorecard Expertise Resources Communications Niche Resort Accommodations Total
How you scored: There are 40 questions. For each “yes” answer, score 1 point. At the end of the self-assessment, total your number of “yes” answers.
A score greater than 30 out of 40: Your municipality is VERY READY!
A score of 20 to 30: Your municipality is READY and can still improve.
A score of 11 to 19: Your municipality is close to being READY but has some work to do.
A score 10 and under: There are lots of opportunities for your municipality to ensure its readiness.
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- Key Criteria For Investment Success
Policy Implications • Need to remain firm on maintaing commercial zoning when under pressure from residential developers • Need to introduce incentives through Community Improvement Plans to support accommodation development
Marketing and Promotion Implications Product Development Implications • Encourage investment by directing investors to available incentives and partners (CIP / CFDC)
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• Prepare marketing materials and prospectuses that illustrate the existing opportunities for accommodation development in your commuity • Arrange an investor response team that can actively be ambassadors and promote the community as a destination for accommodation development
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- Resources and Contacts Frontenac County Economic Development Office
Richard Allen Economic Development Manager 613.548.9400 rallen@frontenaccounty.ca
Frontenac Community Futures Development Corporation
Anne Prichard Executive Director 613.372.1414 anne@frontenaccfdc.com
Regional Tourism Organization 9 – The Great Waterway
Bonnie Ruddock, Executive Director 613.344.2095 bruddock@thegreatwaterway.com
Regional Tourism Organization 11 – Ontario’s Highlands
Nicole Whiting Executive Director 613.629.6486 nicole.whiting@ohto.ca
Insert Municipality (To be customized by each municipality) Mayor/Warden
Economic Development
Planning
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POD-BASED ACCOMMODATIONS INVESTMENT READINESS TOOLKIT July 2017
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How To Use The Toolkit This toolkit provides communities with important information and tools to guide the development of pod-based accommodations across the Frontenac region. It has been designed to assist in the efforts of attracting an investment lead, managing the required information, responding to requests and the aftercare once the investment has been successfully closed. The toolkit provides the resources including a self-assessment and key criterion for success to adapt to specific local needs and additional sources of information and assistance.
Table of Contents 1.
What is a Pod-Based Accommodation? ………………………………………………………………. 1 1.1
Potential of Pod-Based Accommodations in the Frontenac Region …………………………………. 1
1.2
Alignment with Frontenac’s Tourist Profiles …………………………………………………………………. 1
1.3
Ideal Locations for Pod-Based Accommodations …………………………………………………………… 2
Community Investment Readiness Self-Assessment ……………………………………………… 3 2.1
Part One – Expertise ………………………………………………………………………………………………….. 3
2.2
Part Two – Resources ………………………………………………………………………………………………… 5
2.3
Part Three – Communications …………………………………………………………………………………….. 6
2.4
Part Four – Pod-Based Accommodations ……………………………………………………………………… 7
2.5
Score ……………………………………………………………………………………………………………………….. 7
Key Criteria For Investment Success …………………………………………………………………… 8
Resources and Contacts …………………………………………………………………………………… 9
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- What is a Pod-Based Accommodation? A growing segment of the tourism industry believes that price-conscious travellers will happily stay in conveniently located tiny spaces as long as they are well designed. In these lodgings, which have been dubbed “pod-based accommodations,” space and amenities like staff and restaurants and sometimes even bathrooms and windows are sacrificed in exchange for greatly reduced rates and ramped-up style. Pod-based accommodations have been around Asia for decades, but have been slow to materialize in the western world. However, the trend over the past decade in Britain and parts of the United States indicates that it is quickly becoming a requested commodity. In general, pod-based accommodations are well designed for short stays or for people who are not looking to spend much time at their accommodation.
1.1 Potential of Pod-Based Accommodations in the Frontenac Region One of the emerging challenges with the Frontenac region is the amount of available one-night-stay accommodations, particularly a harder challenge in the off-season months. Pod-based accommodations can present an alternative choice of accommodation with nature lovers and sports lovers, two of the top tourist profiles in the region. These tourists are often out and about away from their accommodations either cycling, ATVing, snowmobiling or hiking and are interested in low-rate accommodation options to rest. Across Britain, pod-based accommodations have become part of trail infrastructure. The pods are often located on premises near or around trailheads. The pods have also been located on nonconventional properties like farms, churches, community centres, and libraries.
1.2 Alignment with Frontenac’s Tourist Profiles The following tourists prefer to use pod-based accommodations. Nature Lovers
Typically, this group is made up of families with children, with a passion for outdoor experiences. Travel is seen as an opportunity about exporting new places, off the beaten path.
Typically they have a lower than average travel budget and are happy with the basics (i.e. camping), spending time with their families, and finding opportunities for family bonding and creating new family memories.
Preferred activities include hiking, beaches, canoeing, parks and fishing.
42% rely on family and friends for travel tips.
78% use the internet to plan, including accommodation sites, online travel agencies and destination sites.
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Sports Lovers
Typically, this groups is middle-aged men, aged 35-54. They are enthusiastic about sports and see themselves as more active than typical travellers, although, in reality, they look for rest and relaxation more than other groups.
Typically, they are looking for organized sports and golf.
50% attend sporting events and 37% say it is their main reason to travel.
47% take part in sports while travelling.
16% played golf on their most recent trip.
38% rely on family friends for travel planning, 22% use their own experience, 15% use brochures and 11% use associations.
1.3 Ideal Locations for Pod-Based Accommodations Pod-based accommodations should be designed to accommodate 2‐3 people (without being cramped) for a 1‐3 night stay (to encourage use of the trail network and align with market demand). The pods should be located close to the long distance trails and, ideally, near access to food/drinks, restrooms and fuel. Where possible locate pod-based accommodations in areas that are more scenic. Comparator research has shown pod-based accommodations located in spaces set aside from the main activity area have been successful. It is important that all the pod-based accommodations along the network offer a consistently good quality experience, underpinned by accreditation standards.
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- Community Investment Readiness Self-Assessment The guideline provided is intended to help understand the investor’s point of view. It is an assessment of the experience the investor would have when considering an investment in the accommodation sector. The completion of the assessment will give a better understanding of the level of readiness for inward investment. The tool will assist in identifying investment readiness gaps and determine the effectiveness of existing planning and economic development processes.
2.1 Part One – Expertise Contacts
Yes
No
Yes
No
Does your community have a person designated as the key or main contact for investment inquiries? Does that person have a familiarity with the land use planning, development approvals, and building permit processes in your community? Does that person have an up-to-date copy of the local policies and by-laws that showcase what is allowed/disallowed in terms of uses?
Land Use Planning Does the local official plan have a general designation for accommodation uses?
Does your community have an effective information system that you use to provide official plan and zoning information to prospective investors? Are the policies and designations in the local official plan general enough so an official plan amendment is not required to accommodate most investment proposals in your community? Is your zoning by-law flexible enough to allow desired accommodation development in your community?
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Land Use Planning
Yes
No
Yes
No
Does your municipality have information on how long it takes for a typical planning application/proposal in your community to be approved? Does your municipal planning staff discuss/coordinate their work with economic development staff (county and local)? Does your municipality have any materials for internal or external use that quickly and easily illustrate in layperson’s language how development approvals and land use planning work, as well as time guidelines and costs in your municipality? Does your municipality have a designated individual to guide the investor through any approvals process?
Liaising With Existing Businesses In Your Community Does any senior member of your organization monitor/evaluate your community’s track record on liaising with existing investors? Does your Mayor, CAO, Economic Development Officer or planning staff meet with local business people, including the chamber of commerce on a regular basis to talk about their business needs and future plans? Does your municipality liaise with the local chamber of commerce/business association about accommodation challenges or opportunities?
Total For Expertise
Yes
No
Out of 14
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2.2 Part Two – Resources Land Inventory
Yes
No
Yes
No
Yes
No
Does your municipality have an available property sheet? Is the information updated quarterly? Does the inventory provide potential investors with relevant information such as availability, cost, site service requirements, location, size, etc.? Does the inventory include both publically and privately owned land? If you have a website, is the inventory posted? (Can be posted on a regional website) Does your community work closely with Commercial Real Estate Agencies in your area to make sure that you are aware of what is available?
Joint Ventures Do you partner with business groups, local chambers of commerce or tourism boards to jointly market your community as a tourism investment destination? Is your municipality pooling resources with neighbouring communities to jointly fund promotional and marketing activities?
Capacity Has your community established a tourism investment committee? Or part of a tourist investment committee? Does your municipality employ full or part-time professional staff to support investment and land use planning matters?
Total For Resources
Yes
No
Out of 10
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2.3 Part Three – Communications Community Profile
Yes
No
Yes
No
Does your municipality have a community profile? Is it updated on a regular basis (every year)? Does the profile include the following elements (point for each):
News of recent investments? Local municipal and volunteer services and business partnerships? References to local business groups? List of local services? List of attractions?
Web Presence Does your community have a standalone or connected website that illustrates existing tourism investment? Does your website list key contacts and resources for accommodation investment? Does your website include a list of available real estate? Has your municipality reviewed and improved the mapping used to illustrate your regulatory and promotional documents? Do you maintain regular contact with media representatives?
Total For Communications
Yes
No
Out of 12
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2.4 Part Four – Pod-Based Accommodations Pod-Based Accommodation Readiness
Yes
No
Does the local official plan have a general designation for pod-based accommodation uses? Is there a person that can speak to local policies and by-laws that allow/disallow podbased accommodation uses? Is your community investing in its local trailheads? Does your community liaise with pod-based accommodation producers?
Total For Bed and Breakfast
Yes
No
Total Yes
Total No
Out of 4
2.5 Score Scorecard Expertise Resources Communications Pod-Based Accommodations Total
How you scored: There are 40 questions. For each “yes” answer, score 1 point. At the end of the self-assessment, total your number of “yes” answers.
A score greater than 30 out of 40: Your municipality is VERY READY!
A score of 20 to 30: Your municipality is READY and can still improve.
A score of 11 to 19: Your municipality is close to being READY but has some work to do.
A score 10 and under: There are lots of opportunities for your municipality to ensure its readiness.
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- Key Criteria For Investment Success
Policy Implications • Need to recognize pod-based accommodations as a short-term rental option • Need to have flexible Zoning By-Laws • Need to allow private and public properties to place pod-based accommodations on premises
Product Development Implications
Marketing and Promotion Implications
• Encourage investment by directing investors to available incentives and partners (CIP / CFDC) • Invest and encourage in the development of pod-based accommodations alongside the K&P, Cataraqui and Eastern Ontario Trails Network trailheads to support a growing market.
• Prepare marketing materials and prospectuses that illustrate the existing opportunities for podbased accommodation development in your commuity • Arrange an investor response team that can actively be ambassadors and promote the community as a destination for pod-based accommodation development
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AGENDA ITEM #b)
- Resources and Contacts Frontenac County Economic Development Office
Richard Allen, Economic Development Manager 613.548.9400 rallen@frontenaccounty.ca
Frontenac Community Futures Development Corporation
Anne Prichard, Executive Director 613.372.1414 anne@frontenaccfdc.com
Regional Tourism Organization 9 – The Great Waterway
Bonnie Ruddock, Executive Director 613.344.2095 bruddock@thegreatwaterway.com
Regional Tourism Organization 11 – Ontario’s Highlands
Nicole Whiting Executive Director 613.629.6486 nicole.whiting@ohto.ca
Insert Municipality (To be customized by each municipality) Mayor/Warden
Economic Development
Planning
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REDEVELOPMENT OF EXISTING COTTAGE ACCOMMODATIONS INVESTMENT READINESS TOOLKIT July 2017
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How To Use The Toolkit This toolkit provides communities with important information and tools to guide the redevelopment of existing cottage accommodations across the Frontenac region. It has been designed to assist in the efforts of attracting an investment lead, managing the required information, responding to requests and the aftercare once the investment has been successfully closed. The toolkit provides the resources including a self-assessment and key criterion for success to adapt to specific local needs and additional sources of information and assistance.
Table of Contents 1.
What Does Redevelopment of Existing Accommodations Look Like? ……………………….. 1 1.1
Potential of Bed and Breakfasts in the Frontenac Region……………………………………………….. 1
1.2
Alignment with Frontenac’s Tourist Profiles …………………………………………………………………. 2
1.3
Build or Buy ……………………………………………………………………………………………………………… 3
Community Investment Readiness Self- Assessment …………………………………………….. 5 2.1
Part One – Expertise ………………………………………………………………………………………………….. 5
2.2
Part Two – Resources ………………………………………………………………………………………………… 7
2.3
Part Three – Communications …………………………………………………………………………………….. 8
2.4
Part Four – Cottage Redevelopment ……………………………………………………………………………. 9
2.5
Score ……………………………………………………………………………………………………………………….. 9
Key Criteria For Investment Success …………………………………………………………………. 10
Resources and Contacts …………………………………………………………………………………. 11
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- What Does Redevelopment of Existing Accommodations Look Like? Just a decade or two ago, cottage rental expectations were far less demanding and much more adaptable in terms of what was acceptable in a rental property. At the time, that tourist demographic identified self-sufficiency as the key to enjoying a great family vacation. Television access and internet were rare. Tourists focused on creating their own fun. However, cottage rentals have evolved and commercial properties in Frontenac have, largely, been slow to react (or sometimes unable to react in the case of wi-fi ability). Privately owned cottages are easily and inexpensively advertised on the internet as alternatives to hotels and resorts. They have taken significant market share and upped consumers’ overall expectations, which now include plenty of indoor entertainment options, posh beds, round-the-clock access to owners, heating and cooling, broadband, renovated rooms and, in some instances, stocked cupboards and refrigerators. Commercial operators have also faced increased regulations on water that are expensive to install and maintain.
1.1 Potential of Bed and Breakfasts in the Frontenac Region Currently Frontenac has 46 commercial cottage rental properties, each containing between 1-40 cottages and is promoted across several directories. Of these 46, the majority are available for rent only through the summer months. Conversations with cottage owners have suggested that the majority of cottages are considering or have committed upgrades to properties to meet the demands of today’s clientele. As has been shown, there has been a significant loss of this type of accommodation in the last two decades and there is the threat to lose these commercial properties to residential zoning. There are several ways that an enhanced cottage product could assist in generating economic activity. Firstly, cottage rentals operate in small scale and, compared to hotels or inns, require less investment. It is an easier way for outside investors to buy into Frontenac. A larger scale property like a hotel or inn would require a larger amount of capital, property packaging and branding and intensive marketing strategies. Cottage rentals provide more flexibility in times when unstable demand and market uncertainty are constant challenges. Encouraging the redevelopment of existing commercial cottage rental properties can also extend the operating season into spring, summer and winter.
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1.2 Alignment with Frontenac’s Tourist Profiles The following tourists prefer to use bed and breakfast accommodations. Connected Explorers
Up and Coming Explorers
Outgoing Mature Couples
Typically, this group is under 40 years old, both with and without children. This group is characterized as a confident and youthful and are an optimistic group with a need to travel and to expose themselves to new experiences as well as expand their horizons.
Typically they look for a fully packed schedule of activities, using the internet to research, book, plan and share their travel experiences.
Preferred activities include visiting museums, galleries, shopping, parks, landmarks, culinary, spa and beaches.
They like to do what the locals are doing (e.g. events, restaurants, attractions).
Typically, this group are young families, aged 18-34 with children and have diverse backgrounds, including visible minorities (45%) and immigrants (40%).
This group is recently affluent and emerging into a new life phase that includes fresh experiences such as travel. Travel is seen as an opportunity to learn and explore as a nuclear family. Typically this group starts with tourist destinations nearby and visits areas typically considered to have core tourist attractions.
Typically rely heavily on the internet to plan trips including accommodation websites and online travel agents.
57% visit attractions such as amusement parks/zoo/aquariums.
70% plan trips around the world’s most famous sites.
Typically, this group is made up of older, retired couples aged 55+ with below average income. Travel is seen as an opportunity to enjoy the company of others, and socializing with fellow travellers as well as locals.
Typically for this group, travel is seen as an opportunity to stay active and relax rather than adventure or exploration of new cultures.
31% believe socializing and meeting new people (travellers and locals) is one of the greatest benefits of travelling.
77% enjoy group tours because they can sightsee in vibrant cities, visit museums, galleries, landmarks and gardens.
Enjoys culinary experiences (40%), beaches/resorts (43%) and natural wonders (30%).
Plans vacations using word of mouth recommendations, printed materials and online sources including accommodations websites to a lesser extent.
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Family Memory Builders
Typically, this group is made up of couples with young children, aged 35-54. They have built their lives around their children and are looking for tourism experiences that allow them to spend time as a family.
45% visited amusements parks, theme parks, zoos, aquariums.
54% went shopping and 42% visited a beach.
77% want to connect with family on vacation and create lasting memories as a family.
1.3 Build or Buy Across the region there are usually quite a number of cottage properties available for purchase at a given time. It is important to understand the advantages and disadvantages of when an investor decides to buy or build these properties. Being able to respond to their questions can support a community in securing that investment. While an investor would retain total flexibility in design and concept when they build new, there may be some advantages in purchasing an existing property. Below is a chart that summarizes some of the advantages and disadvantages of each approach. Advantages Buy
Disadvantages
Immediate take over and possible operation
- even if you are renovating it does not take as long as new construction
If the property has a poor reputation, it might be very difficult to overcome
Established location means you know what will be around you
Existing design may make it difficult to renovate to contemporary standards
Possible good reputation provides a base of business to build on
Age may make maintenance difficult and things such as heating and plumbing expensive
Costs may be less than new construction
Condition of building may make renovations impossible and/or too expensive
Restrictions on site development, municipal bylaws on building, etc. may prevent the renovations you want to make and/or future expansion
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Advantages Build
Disadvantages
Size and design of property can be suited to current market conditions and demands
Construction time will delay opening and revenue generation
Can design building for easy future expansion
Building a customer base and reputation will take time
Opportunity to establish your own market image and position rather than adapt one established by someone else
Potentially higher costs
Good design, construction techniques and efficient equipment can minimize maintenance and utility costs
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AGENDA ITEM #b)
- Community Investment Readiness Self- Assessment The guideline provided is intended to help understand the investor’s point of view. It is an assessment of the experience the investor would have when considering an investment in the accommodation sector. The completion of the assessment will give a better understanding of the level of readiness for inward investment. The tool will assist in identifying investment readiness gaps and determine the effectiveness of existing planning and economic development processes.
2.1 Part One – Expertise Contacts
Yes
No
Yes
No
Does your community have a person designated as the key or main contact for investment inquiries? Does that person have a familiarity with the land use planning, development approvals, and building permit processes in your community? Does that person have an up-to-date copy of the local policies and by-laws that showcase what is allowed/disallowed in terms of uses?
Land Use Planning Does the local official plan have a general designation for accommodation uses?
Does your community have an effective information system that you use to provide official plan and zoning information to prospective investors? Are the policies and designations in the local official plan general enough so an official plan amendment is not required to accommodate most investment proposals in your community? Is your zoning by-law flexible enough to allow desired accommodation development in your community?
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Land Use Planning
Yes
No
Yes
No
Does your municipality have information on how long it takes for a typical planning application/proposal in your community to be approved? Does your municipal planning staff discuss/coordinate their work with economic development staff (county and local)? Does your municipality have any materials for internal or external use that quickly and easily illustrate in layperson’s language how development approvals and land use planning work, as well as time guidelines and costs in your municipality? Does your municipality have a designated individual to guide the investor through any approvals process?
Liaising With Existing Businesses In Your Community Does any senior member of your organization monitor/evaluate your community’s track record on liaising with existing investors? Does your Mayor, CAO, Economic Development Officer or planning staff meet with local business people, including the chamber of commerce on a regular basis to talk about their business needs and future plans? Does your municipality liaise with the local chamber of commerce/business association about accommodation challenges or opportunities?
Total For Expertise
Yes
No
Out of 14
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2.2 Part Two – Resources Land Inventory
Yes
No
Yes
No
Yes
No
Does your municipality have an available property sheet? Is the information updated quarterly? Does the inventory provide potential investors with relevant information such as availability, cost, site service requirements, location, size, etc? Does the inventory include both publically and privately owned land? If you have a website, is the inventory posted? (Can be posted on a regional website) Does your community work closely with Commercial Real Estate Agencies in your area to make sure that you are aware of what is available?
Joint Ventures Do you partner with business groups, local chambers of commerce or tourism boards to jointly market your community as a tourism investment destination? Is your municipality pooling resources with neighbouring communities to jointly fund promotional and marketing activities?
Capacity Has your community established a tourism investment committee? Or part of a tourist investment committee? Does your municipality employ full or part-time professional staff to support investment and land use planning matters?
Total For Resources
Yes
No
Out of 10
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2.3 Part Three – Communications Community Profile
Yes
No
Yes
No
Does your municipality have a community profile? Is it updated on a regular basis (every year)? Does the profile include the following elements (point for each):
News of recent investments? Local municipal and volunteer services and business partnerships? References to local business groups? List of local services? List of attractions?
Web Presence Does your community have a standalone or connected website that illustrates existing tourism investment? Does your website list key contacts and resources for accommodation investment? Does your website include a list of available real estate? Has your municipality reviewed and improved the mapping used to illustrate your regulatory and promotional documents? Do you maintain regular contact with media representatives?
Total For Communications
Yes
No
Out of 12
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2.4 Part Four – Cottage Redevelopment Cottage Redevelopment
Yes
No
Does the community provide incentives for cottage redevelopment? Is there a person that can speak to local policies and by-laws that allow/disallow ancillary uses on cottage properties? Is there an inventory of all cottage rentals in your community? Does your community liaise with cottage rental operators?
Total For Cottage Redevelopment
Yes
No
Total Yes
Total No
Out of 4
2.5 Score Scorecard Expertise Resources Communications Cottage Redevelopment Total
How you scored: There are 40 questions. For each “yes” answer, score 1 point. At the end of the self-assessment, total your number of “yes” answers.
A score greater than 30 out of 40: Your municipality is VERY READY!
A score of 20 to 30: Your municipality is READY and can still improve.
A score of 11 to 19: Your municipality is close to being READY but has some work to do.
A score 10 and under: There are lots of opportunities for your municipality to ensure its readiness.
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- Key Criteria For Investment Success
Policy Implications • Need to remain firm on maintaing commercial zoning when under pressure from residential developers • Need to introduce incentives through Community Improvement Plans to support commercial cottage rental development
Product Development Implications • Encourage investment by directing investors to available incentives and partners (CIP / CFDC) • Support the development of a commercial cottage assoication that can provide training sessions and set standards for accreditation improving the overall product within the community
Marketing and Promotion Implications • Prepare marketing materials and prospectuses that illustrate the existing opportunities for commercial cottage development in your commuity • Arrange an investor response team that can actively be ambassadors and promote the community as a destination for commercial cottage development
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AGENDA ITEM #b)
- Resources and Contacts Frontenac County Economic Development Office
Richard Allen Economic Development Manager 613.548.9400 rallen@frontenaccounty.ca
Frontenac Community Futures Development Corporation
Anne Prichard Executive Director 613.372.1414 anne@frontenaccfdc.com
Regional Tourism Organization 9 – The Great Waterway
Bonnie Ruddock, Executive Director 613.344.2095 bruddock@thegreatwaterway.com
Regional Tourism Organization 11 – Ontario’s Highlands
Nicole Whiting Executive Director 613.629.6486 nicole.whiting@ohto.ca
Insert Municipality (To be customized by each municipality) Mayor/Warden
Economic Development
Planning
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UPSCALE CAMPNG AND CAMPGROUNDS INVESTMENT READINESS TOOLKIT July 2017
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How To Use The Toolkit This toolkit provides communities with important information and tools to guide the development of upscale camping and campground accommodations across the Frontenac region. It has been designed to assist in the efforts of attracting an investment lead, managing the required information, responding to requests and the aftercare once the investment has been successfully closed. The toolkit provides the resources including a self-assessment and key criterion for success to adapt to specific local needs and additional sources of information and assistance.
Table of Contents 1.
What is Upscale Camping? ……………………………………………………………………………….. 1 1.1
Potential of Upscale Camping in the Frontenac Region ………………………………………………….. 1
1.2
Alignment with Frontenac’s Tourist Profiles …………………………………………………………………. 1
1.3
Benefits of Upscale Camping for Existing Campground Owners………………………………………. 2
Community Investment Readiness Self- Assessment …………………………………………….. 3 2.1
Part One – Expertise ………………………………………………………………………………………………….. 3
2.2
Part Two – Resources ………………………………………………………………………………………………… 5
2.3
Part Three – Communications …………………………………………………………………………………….. 6
2.4
Part Four – Upscale Camping and Campground Accommodations ………………………………….. 7
2.5
Score ……………………………………………………………………………………………………………………….. 7
Key Criteria For Investment Success …………………………………………………………………… 8
Resources and Contacts …………………………………………………………………………………… 9
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- What is Upscale Camping? Upscale camping or ‘glamping’ is a luxury camping experience that offers modern facilities and services, such as wi-fi, and is typically aimed at higher income customers who may not typically camp. Popular trends include vacationing in roofed tents, pods, treehouses, tepees, yurts and cabins.
1.1 Potential of Upscale Camping in the Frontenac Region The domestic market for upscale camping is growing in popularity in part due to the increase in prices of overseas vacations. The Frontenac region has already established itself as a camping destination. Across the area, tourists can camp at Provincial Parks, Crown Land, conservation grounds and lakeside properties. In some instances, campgrounds in Frontenac have begun to introduce upscale camping units. The tourism trends illustrate that several outdoor major festivals are looking for destinations that can offer attendees a variety of camping options including upscale units. The trends also illustrate that the upscale camping market is expected to continue to grow, particularly in the urban traveller segment.
1.2 Alignment with Frontenac’s Tourist Profiles The following tourists prefer to use bed and breakfast accommodations. Nature Lovers
Typically, this group is made up of families with children, with a passion for outdoor experiences. Travel is seen as an opportunity about exporting new places, off the beaten path.
Typically they have a lower than average travel budget and are happy with the basics (i.e. camping), spending time with their families, and finding opportunities for family bonding and creating new family memories.
Preferred activities include hiking, beaches, canoeing, parks and fishing.
42% rely on family and friends for travel tips.
78% use the internet to plan, including accommodation sites, online travel agencies and destination sites.
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Up and Coming Explorers
Family Memory Builders
Typically, this group are young families, aged 18-34 with children and have diverse backgrounds, including visible minorities (45%) and immigrants (40%).
This group is recently affluent and emerging into a new life phase that includes fresh experiences such as travel. Travel is seen as an opportunity to learn and explore as a nuclear family. Typically this group starts with tourist destinations nearby and visits areas typically considered to have core tourist attractions.
Typically rely heavily on the internet to plan trips including accommodation websites and online travel agents.
57% visit attractions such as amusement parks/zoo/aquariums.
70% plan trips around the world’s most famous sites.
Typically, this group is made up of couples with young children, aged 35-54. They have built their lives around their children and are looking for tourism experiences that allow them to spend time as a family.
45% visited amusements parks, theme parks, zoos, aquariums.
54% went shopping and 42% visited a beach.
77% want to connect with family on vacation and create lasting memories as a family.
1.3 Benefits of Upscale Camping for Existing Campground Owners
Stand out from the crowd of multiple other campsites.
Higher occupancy rate. Trends indicate upscale campgrounds receive up to 70% higher occupancy rates.
New revenue stream. If your campsite is located in a weather-sensitive region or some parts of your land are not so suitable for standard camping options, e.g. are wetlands, are exposed to strong winds, snowfalls and rainfalls. Best glamping options on the market are now very durable and generally weatherproof, so there is no need to worry they might not come up trumps.
Earn four times the higher revenue per night. Trends indicate that upscale campsites can be booked up to four times your traditional campsite costs.
Swift return on investment. A fully-featured glamping tent can usually pay for itself after 6 months of being in business.
Low Risk. Because you are only investing in different camping options.
Higher perceived value of your site in the minds of customers. Adding just a few luxury tents boosts your offering greatly, and it’s not just glamping that you are expanding into.
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- Community Investment Readiness Self- Assessment The guideline provided is intended to help understand the investor’s point of view. It is an assessment of the experience the investor would have when considering an investment in the accommodation sector. The completion of the assessment will give a better understanding of the level of readiness for inward investment. The tool will assist in identifying investment readiness gaps and determine the effectiveness of existing planning and economic development processes.
2.1 Part One – Expertise Contacts
Yes
No
Yes
No
Does your community have a person designated as the key or main contact for investment inquiries? Does that person have a familiarity with the land use planning, development approvals, and building permit processes in your community? Does that person have an up-to-date copy of the local policies and by-laws that showcase what is allowed/disallowed in terms of uses?
Land Use Planning Does the local official plan have a general designation for accommodation uses?
Does your community have an effective information system that you use to provide official plan and zoning information to prospective investors? Are the policies and designations in the local official plan general enough so an official plan amendment is not required to accommodate most investment proposals in your community? Is your zoning by-law flexible enough to allow desired accommodation development in your community?
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Land Use Planning
Yes
No
Yes
No
Does your municipality have information on how long it takes for a typical planning application/proposal in your community to be approved? Does your municipal planning staff discuss/coordinate their work with economic development staff (county and local)? Does your municipality have any materials for internal or external use that quickly and easily illustrate in layperson’s language how development approvals and land use planning work, as well as time guidelines and costs in your municipality? Does your municipality have a designated individual to guide the investor through any approvals process?
Liaising With Existing Businesses In Your Community Does any senior member of your organization monitor/evaluate your community’s track record on liaising with existing investors? Does your Mayor, CAO, Economic Development Officer or planning staff meet with local business people, including the chamber of commerce on a regular basis to talk about their business needs and future plans? Does your municipality liaise with the local chamber of commerce/business association about accommodation challenges or opportunities?
Total For Expertise
Yes
No
Out of 14
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2.2 Part Two – Resources Land Inventory
Yes
No
Yes
No
Yes
No
Does your municipality have an available property sheet? Is the information updated quarterly? Does the inventory provide potential investors with relevant information such as availability, cost, site service requirements, location, size, etc? Does the inventory include both publically and privately owned land? If you have a website, is the inventory posted? (Can be posted on a regional website) Does your community work closely with Commercial Real Estate Agencies in your area to make sure that you are aware of what is available?
Joint Ventures Do you partner with business groups, local chambers of commerce or tourism boards to jointly market your community as a tourism investment destination? Is your municipality pooling resources with neighbouring communities to jointly fund promotional and marketing activities?
Capacity Has your community established a tourism investment committee? Or part of a tourist investment committee? Does your municipality employ full or part-time professional staff to support investment and land use planning matters?
Total For Resources
Yes
No
Out of 10
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2.3 Part Three – Communications Community Profile
Yes
No
Yes
No
Does your municipality have a community profile? Is it updated on a regular basis (every year)? Does the profile include the following elements (point for each):
News of recent investments? Local municipal and volunteer services and business partnerships? References to local business groups? List of local services? List of attractions?
Web Presence Does your community have a standalone or connected website that illustrates existing tourism investment? Does your website list key contacts and resources for accommodation investment? Does your website include a list of available real estate? Has your municipality reviewed and improved the mapping used to illustrate your regulatory and promotional documents? Do you maintain regular contact with media representatives?
Total For Communications
Yes
No
Out of 12
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2.4 Part Four – Upscale Camping and Campground Accommodations Upscale Camping and Campground Accommodation Readiness
Yes
No
Do your local campgrounds offer any existing upscale camping options? Is there a local directory that contains all upscale campgrounds in the area? Do your local campgrounds and campsites liaise with one another? Does your community liaise with upscale tent producers?
Total For Upscale Camping and Campground
Yes
No
Total Yes
Total No
Out of 4
2.5 Score Scorecard Expertise Resources Communications Upscale Camping and Campground Accommodations Total
How you scored: There are 40 questions. For each “yes” answer, score 1 point. At the end of the selfassessment, total your number of “yes” answers.
A score greater than 30 out of 40: Your municipality is VERY READY!
A score of 20 to 30: Your municipality is READY and can still improve.
A score of 11 to 19: Your municipality is close to being READY but has some work to do.
A score 10 and under: There are lots of opportunities for your municipality to ensure its readiness.
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- Key Criteria For Investment Success
Policy Implications • None
Product Development Implications • Encourage investment by directing investors to available funding partners (CFDC) • Encourage the development of upscale campgrounds alongside K&P and Cataraqui trailheads to support use of that network.
Marketing and Promotion Implications • Prepare marketing materials and prospectuses that illustrate the existing opportunities for upscale campgrounds in your commuity • Arrange an investor response team that can actively be ambassadors and promote the community as a destination for upscale campgrounds
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- Resources and Contacts Frontenac County Economic Development Office
Richard Allen Economic Development Manager 613.548.9400 rallen@frontenaccounty.ca
Frontenac Community Futures Development Corporation
Anne Prichard Executive Director 613.372.1414 anne@frontenaccfdc.com
Regional Tourism Organization 9 – The Great Waterway
Bonnie Ruddock, Executive Director 613.344.2095 bruddock@thegreatwaterway.com
Regional Tourism Organization 11 – Ontario’s Highlands
Nicole Whiting Executive Director 613.629.6486 nicole.whiting@ohto.ca
Insert Municipality (To be customized by each municipality) Mayor/Warden
Economic Development
Planning
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AGENDA ITEM #c)
Report 2017-094 Council Recommend Report To:
Warden and Members of County Council
From:
Kelly J. Pender, Chief Administrative Officer
Prepared by:
Paul J. Charbonneau, Chief Paramedic/Director
Date of meeting:
July 19, 2017
Re:
Emergency and Transportation Services – Community Paramedicine (CP) Funding Announcement
Recommendation Be It Resolved That the Council of the County of Frontenac accept the Emergency and Transportation Services – Community Paramedicine Funding report; And Further That the Council of the County of Frontenac authorize the Warden and Clerk to execute an agreement with the South East Local Health Integrated Network (SELHIN) for Community Paramedicine Funding in the amount of $109,375.00. And Further That the Council of the County of Frontenac authorize the Warden and Clerk to execute an agreement with the Kingston Health Sciences Centre (KHSC) to flow the Community Paramedicine program funds from the SELHIN to the County of Frontenac. And Further That the Council of the County of Frontenac authorize the Warden and Clerk to execute an agreement with the McMaster University to partner in a project entitled: A Community Paramedicine Initiative for Older Adults Living in Subsidized Housing (CP@clinic). And Finally That the Council of the County of Frontenac authorize the expenditure of these funds for Community Paramedicine initiatives by December 31, 2017. Background At its regular County Council meeting on April 18th, 2017 Council received Information Report “2017-064 Emergency and Transportation Services - Community Paramedicine (CP) Funding Through the South East Local Health Integrated Network (LHIN)”.
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Staff prepared a two (2) page briefing and submitted it to the SE-LHIN for funding consideration. The briefing included the following: Community Paramedicine Initiatives Referrals to CCAC: This program targets frequent 911 callers, isolated individuals, patients not connected to primary care and patients living in isolated, rural areas or poor conditions and attempts to connect them to the services they require. Paramedics identify individuals requiring new or additional services while attending emergency calls or home visits and make referrals directly to CCAC. Wellness Clinics: Wellness Clinics in the County of Frontenac primarily target seniors who are connected with North and South Frontenac Community Services. On Wolfe Island FPS has partnered with The Wolfe Island Medical Centre to provide Wellness Clinics during times that a blood collection service agency is also on-site. Wellness Clinics will be expanded into the City of Kingston and Amherstview and will focus on individuals living in social or supported housing. Home Visits: FPS has connected with the Rural Kingston Health Link (rural Frontenac and L&A) to develop a system to identify patients who would benefit from home visits. This could include at-risk seniors, patients with mental illness, patients living in isolated areas or with multiple chronic diseases. Visits may also be set up for frequent 911 callers identified by FPS. The intended outcome of these Community Paramedicine initiatives is to assist seniors or other vulnerable individuals to live safely and independently at home and to reduce 911 calls and to decrease emergency department utilization and hospital admissions. Frontenac Paramedic Services will measure 911 calls to patients before and after they are enrolled in the programs. The number of referrals to CCAC will also be measured. Surveys will be distributed to determine patient satisfaction with the Community Paramedicine programs and identify gaps. A communication plan with Primary Care will be developed and evaluated to facilitate referrals and to ensure physicians are aware of the care their patients are receiving and to avoid duplication of services. Core Paramedic services will not be impacted as these Community Paramedicine initiatives will be undertaken outside of regularly-scheduled hours. Proposed Budget: One-time vehicle purchase (2017) Annual Vehicle Operating Costs 0.5 FTE Program Coordinator Wellness Clinics Home Visiting Program TOTAL
$28,921.00 $10,000.00 $59,528.00 $29,676.00 $10,000.00 $138,125.00
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Approved Funding: County of Frontenac (2017 Budget) MPOHLTC Pilot Project Funding SE-LHIN
$15,000.00 $13,750.00 $109,375.00
Total
$138,125.00
Comment At the SE LHIN Executive team meeting on June 21st, 2017 the following recommendations were approved related to Community Paramedicine: Recommend that the South East LHIN Executive approve the following overarching parameters related to the funding of CP programs:
- Funding would be provided as 18 months one time recurring with evaluation expected after 12 months per the existing process for new projects funded
- EMS representatives to work with Sub Region directors, Health Links, and local hospitals to identify target populations and develop referral process to CP program
- EMS to work with HCC representatives to identify regional approach to referrals from CP programs to HCC Recommend that the South East LHIN Executive approve the following specific parameters related to each proposal:
- Kingston proposal – covers 2 sub regions Allocate $58,800 base funding per MOHLTC direction for the continuation of the original CP pilot through Kingston Health Science Centre (KHSC) Allocate an additional $50,575 onetime recurring to expand the existing model through KHSC As part of the initiative going forward, FPS will partner with Dr. Gina Agarwal of McMaster University in a project entitled: A Community Paramedicine Initiative for Older Adults Living in Subsidized Housing (CP@clinic). What is CP@clinic? The Community Paramedicine at Clinic (CP@clinic) is a health assessment and health promotion program for residents living in subsidized seniors’ buildings. It focuses on a cardiovascular, diabetes, and falls risk assessment and empowers the residents to take action to address identified risk factors to these chronic diseases. CP@clinic sessions take place within the seniors’ building, and include an automated blood pressure measurement with an accurate validated device, referral for follow-up, and feedback of results to the participant and their primary care practitioner. CP@clinic uses existing resources, such as local health promotion/education resources and community paramedics who are trained specifically for CP@clinic. The ultimate goal is to improve building residents’ health by improving their use of health-appropriate resources and at the same time reducing their use of emergency medical services and, in turn, health care costs. Recommend Report to Council Emergency and Transportation Services – Community Paramedicine (CP) Funding Announcement July 19, 2017
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The Intervention: CP@clinic sessions are offered weekly within the intervention buildings, where paramedic staff assess residents and perform targeted health promotion and chronic disease prevention activities. A CP@clinic session has 4 key components: (1) Residents living in the intervention sites are assessed for their blood pressure, cardiovascular, diabetes, and falls risk; (2) Based on the risk assessment, residents are given health promotion/education on their risk factors or are referred to the community resources that can help them reduce their health risk; (3) All information is collected using an electronic database and, if the participant consents, the information collected will be sent to their family physician so that they will be informed of the findings in the session; (4) Participants are invited to come back for follow up sessions to discuss how they were able to operationalize their goals. Sustainability Implications Directions for Our Future, under Capacity Building and Governance on page 36, states: “Strong links ensure seamless relationships between community and municipalities.” This work also contributes to the sustainability indicator – number of collaborative projects developed and implemented with two or more municipalities and many outside stakeholders in the primary health care field. Financial Implications There are no additional financial implications, not already approved in the 2017 County budget, associated with this report. Organizations, Departments and Individuals Consulted and/or Affected Darryl Tooley, PMP®, Cert. APM, Sr. Consultant – Performance Optimization, South East Local Health Integration Network Dr. Gina Agarwal, McMaster University
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AGENDA ITEM #d)
Report 2017-095 Recommend Report to Council To:
Warden and Members of County Council
From:
Kelly J. Pender, Chief Administrative Officer
Prepared by:
Jannette Amini, Manager of Legislative Services/Clerk
Date of meeting:
July 19, 2017
Re:
Corporate Services – Solicitation of Public Input and Setting of the 2018 County Budget Deliberations
Recommendation Resolved That the Council of the County of Frontenac receive the Corporate Services – Solicitation of Public Input and Setting of the 2018 County Budget Deliberations report for information; And Further That the Council of the County of Frontenac confirm the following dates for the 2018 Budget Deliberations: Wednesday, September 20, 2017
Public Meeting to permit citizens, businesses and other Frontenac stakeholders to come to Council to make representation on the 2018 budget.
Wednesday, October 4, 2017
Council Liaison Presentation – 2017 KPIs, 2018 Business Plans & Project Proposals.
Wednesday, October 25, 2017
Council Presentation – 2017 KPIs, 2018 Business Plans & Project Proposals and Detailed budget presentation
Thursday, October 26, 2017
Council Presentation – 2017 KPIs, 2018 Business Plans & Project Proposals and Detailed budget presentation
Background Under the Municipal Act, 2001, 2001, as amended, Section 289(1) states an upper-tier municipality shall in each year prepare and adopt a budget including estimates of all sums required during the year for the purposes of the upper-tier municipality. Dates for the 2018 budget deliberations had been set as follows:
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October 4
Council Liaison Presentation – 2017 KPIs, 2018 Business Plans & Project Proposals
October 24-25
Council Presentation – 2017 KPIs, 2018 Business Plans & Project Proposals Detailed budget presentation
November 15
Budget adopted
Comment The Finance unit annually sets a budget schedule early in the year for the following years budget. This schedule sets out both staff meeting dates and timelines with respect to departmental budget submissions as well as meeting dates for presentation to Council Liaisons and Council. Once this schedule has been developed, it is shared with the Council Liaisons for input and ultimately shared with County Council early in the spring. With respect to the 2018 budget deliberations, it was shared with both Council Liaisons and Council that October 4th had been set aside for Council Liaison Presentation regarding the 2017 KPIs and the 2018 Business Plans & Project Proposals and that October 24th and 25th had been set aside for these same presentations to be made to full Council, based on modifications made as are result of the Liaison presentations. The adoption of the 2018 budget would then be made at the November 15th County Council meeting. Since the setting of these budget dates, it has come to staff’s attention that some members of Council will not be available on October 24th. Staff are seeking Council’s approval of the amended budget presentation dates as noted in the recommendation, specifically that they be changed from the Tuesday/Wedenesday to the Wednesday/Thursday. In addition to this, as noted in the County of Frontenac’s Budget Policy, citizen input and customer satisfaction plays a key role in the County’s budget process. Citizen input is to be welcomed throughout the budget process, including but not limited to, strategic planning, business planning, budget development and service level changes, with consultation to include input from member municipalities. Council is to be the primary conduit for such consultations, with support provided by the Chief Administrative Officer and Treasurer, where appropriate. Similar to the 2017 budget process, staff are recommending that as part of the September 20, 2017 Council meeting, a public meeting be held to permit citizens, businesses and other Frontenac stakeholders to come to Council to make representation on the budget. Staff are also recommending that communication of this public meeting include a September 1 deadline for requests to ensure that time can be appropriately allocated. Recommend Report to Council Corporate Services - Solicitation of Public Input and Setting of the 2018 County Budget Deliberations July 19, 2017
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Sustainability Implications Governance – appropriate stewardship of County resources. Financial Implications There are no financial implications associated with this report. Organizations, Departments and Individuals Consulted and/or Affected Susan Brant, Director of Corporate Services/Treasurer Alex Lemieux, Deputy Treasurer
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AGENDA ITEM #e)
Report 2017-096 Council Recommend Recommendation Report To:
Warden and Council
From:
Kelly Pender, Chief Administrative Officer
Prepared by:
Barb McCulloch, Manager of Human Resources
Date of meeting:
July 19, 2017
Re:
Chief Administrative Officer Performance Appraisal Policy
Recommendation Resolved that the Council of the County of Frontenac endorse the Chief Administrative Officer Performance Appraisal Policy as appended to Report 2017-093; And Further, that the County of Frontenac Procedural By-law be amended to establish a Chief Administrative Officer Performance Appraisal Review Panel as a Committee of Council supported by the Manager of Human Resources. Background At the May 17, 2017 meeting of County Council, motion #89-17 was passed: Resolved That the Council of the County of Frontenac direct staff to formally develop a performance appraisal policy for Council consideration; And Further That the policy be developed to reflect Option Number 2 noted in Report 2017-072, that being to have the Performance Appraisal completed by a broader Committee of Council composed of the 4 Mayors; And Further That Option 2 be amended to include a formal 360 process being undertaken by the HR Manager at least once every Council term. The purpose of this report is to provide to Council the policy requested in the above motion.
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Comment Attached to this report, Schedule A is a copy of a draft policy for Council consideration. Please note that the anniversary date for the current Chief Administrative Officer is May 5, 2014. Sustainability Implications Ensuring clear communications and performance expectations for the Chief Administrative Officer will result in clearer lines of communications and results for the County. Financial Implications n/a Organizations, Departments and Individuals Consulted and/or Affected Chief Administrative Officer
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HR Policy & Procedure Manual Human Resources Subject:
Index Number: A09-HR-XX-XX Replaces: HR-XX-XX Page 1 of X
Approved:
Effective Date: Date Revised: Date
Policy:
Performance Appraisal for the Chief Administrative Officer
Objective: The objective of this policy is to outline the procedure for the evaluation of the performance of the Chief Administrative Officer and reporting of same to County Council. It is understood that the performance appraisal of the CAO will be based upon the core competencies for the position and achieving the objectives outlined by Council – both on a strategic corporate and personal development level. Definitions: Chief Administrative Officer or CAO or Employee refers to the senior employee of the County of Frontenac as described by the Municipal Act, S. 229. The CAO reports directly to Council. Performance Appraisal or PA means the process adopted by the County of Frontenac for the purposes of Council evaluating the performance of the Chief Administrative Officer for the County. Protection of Privacy means the responsibility to ensure that confidential information obtained in the process of evaluating the performance of the CAO remains confidential in accordance with the Municipal Freedom of Information and Protection of Privacy Act. Review Panel refers to the Mayors of the four municipalities who sit on the Council of the County of Frontenac. The Review Panel shall be Chaired by the sitting Warden and supported by the Manager of Human Resources. The Review Panel shall be considered a Committee of Council and bound by the meeting requirements of the County’s Procedural By-law and the Municipal Act. Procedure:
- For the purpose of determining the timing of the Performance Appraisal for the CAO, the date of hire (or promotion) to the position will be utilized.
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HR Policy & Procedure Manual Human Resources
Index Number: A09-HR-XX-XX Replaces: HR-XX-XX
Subject:
Page 2 of X
Approved:
Effective Date: Date Revised: Date
- All communications, correspondence and forms completed during the performance appraisal process are considered confidential in order to ensure the protection of privacy of the incumbent.
- Unless superseded by an employment contract or an engagement letter, the process outlined in this policy (including a 360o review) will also be utilized to evaluate the performance of the CAO at the conclusion of a six month probation period. a. Prior to hiring (or promotion) to the position of CAO the nature of this policy will be disclosed to the potential candidate.
- The annual PA process will proceed as follows: a. In the month of the anniversary date, the CAO will provide to the review panel the following: i. A list of accomplishments on a professional and personal development level. The accomplishments will be tied to the goals and objectives outline in the previous PA, or in the event of a probationary review, the goals and objectives outline in the letter of engagement. ii. A completed PA form completed in draft for consideration by the panel. iii. A draft outline of objectives for the upcoming year. iv. Any other information deemed necessary for the evaluation of the CAO’s performance (e.g., reports, research, commendations) b. At least once per Council term, the Review Panel will work with the Manager of Human Resources to conduct a 360o review including Directors, Managers and front line staff. At the discretion of Council, the 360o review may include key outside stakeholders.
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HR Policy & Procedure Manual Human Resources Subject:
Index Number: A09-HR-XX-XX Replaces: HR-XX-XX Page 3 of X
Approved:
Effective Date: Date Revised: Date
i. The 360o will be coordinated by the Manager of Human Resources in a confidential manner and provided to the Review Panel in an aggregate format that protects the confidentiality of the respondents. c. The Review Panel shall review their findings and provide a final draft Performance Review and objectives for the upcoming year to the CAO for review and comment. d. The CAO can: i. Sign the Performance Review, acknowledging the feedback ii. Acknowledge but not sign the PA and provide comment to the Review Panel iii. Request a subsequent meeting with the Review Panel to provide clarification. e. Should a stalemate over the contents of the PA occur between the Review Panel and the CAO, the parties may agree to non-binding mediation by an objective third party. f. Upon completion of the Performance Review the Chair/Warden shall provide a summary report to all of Council in closed session. 5. Should a step increase be available and approved, the effective date shall be the anniversary date for the incumbent.
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AGENDA ITEM #f)
Report 2017-101 Council Recommend Report To:
Warden and Members of County Council
From:
Kelly J. Pender, Chief Administrative Officer
Prepared by:
Paul J. Charbonneau, Chief Paramedic/Director
Date of meeting:
July 19, 2017
Re:
Emergency and Transportation Services – Ambulance Act Legislative Consultation Including Fire-Medic Proposal
Recommendation Be It Resolved That the Council of the County of Frontenac receive the Emergency and Transportation Services – Ambulance Act Legislative Consultation Including FireMedic Proposal report; And Further That the Council of the County of Frontenac direct staff to submit comments as outlined in the report to the Enhancing Emergency Services in Ontario (ESSO) office of the Ministry of Health and Long-Term Care (MOHLTC). Background On June 5, 2017, the Province of Ontario announced its intention to review the Ambulance Act of Ontario, the legislation that oversees paramedic service delivery within the province of Ontario. The Ambulance Act has not seen a major revision in almost twenty years. The vision for the legislative change is based on two areas:
- To bring the Ambulance Act legislation in closer alignment to the principles of the Patients First Act, and
- To enable the Province to pilot firefighter paramedics within the province of Ontario. The Ministry of Health and Long-Term Care (MOHLTC) is facilitating an immediate and brief Phase 1 consultation, in order to be able to introduce amended legislation to the Ambulance Act in the upcoming Fall 2017 session. There are substantial proposed changes to emergency health services, including providing alternative paramedic
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options for medical treatment, medical oversight, and inter-facility transportation of critical patients. These changes will have operational and cost implications for municipal governments and District Social Service Administration Boards (DSSABs) delivering ambulance services. AMO have stated that, “Municipal governments and DSSABs are strongly encouraged to respond to the government consultation. Responses may be submitted until July 26, 2017”. The government is seeking to expand the scope of paramedics, in order to provide alternate on-scene treatment. If adopted, paramedics will have the ability and authority to refer patients to destinations other than hospitals, as is currently required by law. This proposal needs careful consideration. While it may benefit patients and avert low-acuity emergency room visits, it raises serious questions about standards, training, and liability for municipal governments and DSSABs that need to be resolved before proceeding. The proposed changes will also open the door to the use of the fire-medic model. In a recent announcement in June, the Minister confirmed that once the Act is changed and a regulation is in place, that there will be two pilot projects that will test the use of firefighters certified as paramedics in responding to calls. Given the legislative process, it is likely these pilots will not occur until 2018, at the earliest, and perhaps not at all – if there are no willing municipal governments that agree to host these pilots. There is still no evidence available that such pilots would improve patient outcomes, yet municipal labour and risk management issues could be significant. If the government proceeds with these pilots, there must be a commitment to conduct a third-party proof of concept evaluation. AMO will continue to actively engage the Province about the pilots’ implications and advocate on behalf of municipal governments. There is still time for municipal input into this proposal. AMO and its municipal partners will also continue to urge MOHLTC to make immediate improvements to the call triaging and dispatch system, as well as addressing the current non-urgent transfer requirements on an emergency service. Both matters are part of the MOHLTC Phase 2 plan to enhance emergency services in Ontario. Comment In preparation for the legislative rewrite of the Ambulance Act, the MOLTC has initiated an immediate and brief consultation phase to guide the process. It is believed that the new Ambulance Act will be tabled for First Reading sometime in September 2017, with passage no later than December 2017 (when the Legislature rises), and could be in effect as early as January 2018. Once the legislation has been enacted into law, the Government of Ontario will continue the work required to rewrite of all the associated regulations that would accompany the new Ambulance Act of Ontario (which we believe could start sometime as early as the Fall of 2017). At this time, we expect that the key cornerstones of the Ambulance Act revisions will be to expand the scope of paramedic practice, which would include: Recommend Report to Council Emergency and Transportation Services – Ambulance Act Legislative Consultation Including Fire-Medic Proposal July 19, 2017 Page 2 of 4
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AGENDA ITEM #f)
- Treatment on scene, and release of patients;
- Transportation of patients to alternative destinations, such as Urgent Care Centres and Walk-In Clinics;
- Assessment of patients on scene and potentially referring these patients to alternative destinations with transport via non-paramedic services. The primary focus of these cornerstones is to deal with lower acuity patients, with a goal to:
- Reduce the number of Emergency Department (ED) visits
- Reduce ED overcapacity
- Reduce or eliminate offload delays
- Reduce the number of ambulance transports of patients to the ED These, and other potential modernization changes need to be carefully considered and examined to ensure that any change:
- Places the patients’ needs first;
- Is clinically supported through evidence based documentation;
- Is designed in such a way that any and all changes carefully consider the impact to all stakeholders, (e.g., Urgent Care Centres, Walk-in-clinics). While the proposed changes on their merits appear progressive, and moving in the direction of improving response to the growing demand for service, if not carefully examined these could have a substantive negative impact on patient care. For example, lower acuity patients may actually require higher level and more detailed assessments, due to the potential for other underlying chronic issues which could impact their presentation and subsequent treatment. In short, patients are unpredictable; the clinical status of a patient that appears ’stable’ can fluctuate. With these proposals, such extensive changes to clinical practices related to the assessment and treatment of patients requires cautious planning, preparation & training, and Performance Standards programs to avoid putting patient at risk. The proposed changes will also allow the Province to move forward with the piloting of the fire-paramedic models that were announced in June by the Premier and Ontario’s Health Minister, Dr. Eric Hoskins. The premise of these pilots is to:
- Test the use of firefighters (who are certified as paramedics), to respond to paramedic service calls, specifically, calls identified as lower acuity;
- Proceed with the goal of treating and releasing patients at the scene;
- Avoid the requirement for paramedics, in a transporting ambulance, to attend the scene. As you may recall, last August, the Premier and the Health Minister both committed to examining the potential for pilots. Along with this commitment, they also maintained the position that they would “follow the evidence”, and only implement projects where the evidence supported a pilot phase. To date, no evidence has been provided to support a decision to move forward with pilots. Further, it is believed that all municipal associations (AMO, MARCO, LUMCO, NOSDA, ESSC, et al.), have informed the Government that they did not support moving forward with any pilots. Recommend Report to Council Emergency and Transportation Services – Ambulance Act Legislative Consultation Including Fire-Medic Proposal July 19, 2017 Page 3 of 4
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AGENDA ITEM #f)
In regard to the proposed pilots, all municipal stakeholders have identified significant risks, liabilities, and duplication of services. This concept was never requested by municipalities and certainly does not address the key priorities for improvement in paramedic service delivery in Ontario, the number one priority being the review and overhaul of the provincial land ambulance dispatch system. The feedback document contains nine specific questions (of a high-level policy type), as well as an area for generalized comments. Municipal stakeholders are encouraged to respond to the consultation input survey during the in-take period. While the majority of the questions deal with the policy framework, there is a general comment section. Some of the key themes that have been suggested to include and expand upon in this section are:
- That the Province not move forward with any Pilot that duplicates paramedic services within Ontario.
- That the Province respond to the request by Municipal Stakeholders to address the number one priority with paramedic services in Ontario - fixing and investing much needed technology and process improvements within the dispatch system.
- That the Province fully examine the changes to the Ambulance Act (including any Pilots) with a focus on patient risk, quality assurance, and municipality liability/exposure.
- That prior to any implementation, all affected stakeholders are fully engaged, consulted and that reasonable timelines are put in place to allow for an appropriate system transition (alternative destinations especially). Sustainability Implications Provincial legislation sets the framework for municipal land ambulance services and outlines the manner in which municipally controlled paramedics practice. It is imperative that the legislation and regulations support best practice for the patient, while providing municipalities with the powers to balance risk and liability for the paramedic practitioner and the municipality. Financial Implications At present, this is a Consultation Process with respect to potential amendments to the Ambulance Act; there are not financial implications associated with this report. Organizations, Departments and Individuals Consulted and/or Affected Association of Municipalities of Ontario (AMO) Ontario Association of Paramedic Chiefs (OAPC)
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AGENDA ITEM #a)
Report 2017-097 Council Recommend Report To:
Warden and Members of County Council
From:
Kelly J. Pender, Chief Administrative Officer
Prepared by:
Paul J. Charbonneau, Chief Paramedic/Director
Date of meeting:
July 19, 2017
Re:
Emergency and Transportation Services – Refurbishing of Ambulance Fleet Strategy – Final Report
Recommendation This report is for information purposes only. Background During early 2013 County Council received several reports regarding ambulance fleet options including remounting programs and refurbishing programs. At its meeting held June 19, 2013 the following motion, regarding Report 2013-107, was carried: Motion #: 280-13
Moved By: Seconded By:
Councillor Purdon Councillor Doyle
Resolved That the Council of the County of Frontenac accept the Emergency and Transportation Services – Refurbishing of Ambulance Fleet Strategy report for information; And Further the Council of the County of Frontenac approve the implementation of a Refurbishing of Ambulance Fleet Strategy for 2013/2014; And Further the Council of the County of Frontenac approve the refurbishing of three (3) ambulances for fiscal 2013 and the purchase of three (3) new ambulances for fiscal 2014, in accordance with the Council approved useful life cycle schedule of an ambulance.
Information Report Emergency and Transportation Services – Refurbishing of Ambulance Fleet Strategy – Final Report July 19, 2017
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And Finally that the Council of the County of Frontenac pass a bylaw later in the meeting to amend the 2013 budget to provide $115,000 for the refurbishment of 3 vehicles in 2013, to be covered by a transfer from the vehicle replacement reserve. Carried FPS implemented the Council resolution for 2014 and upon further direction refurbished ambulances in 2015 and 2016 to a total of five (5) units. Comment What is the refurbishing process? The concept of matching all vehicle parts – engine, transmission, water pumps or hoses – to the original vehicle identification number must be used, linking all parts to the refurbished vehicle identification number. Another important aspect of the refurbishing process is that only OEM parts are used in replacing vehicle components. This ensures that parts used on the ambulance are the same ones that the vehicle would have had coming from the factory. The engines and transmissions are replaced utilizing North America’s largest engine, transmission, and rear end supplier. This ensures that all engines and transmissions are dyno tested prior to leaving the factory. In addition, warranty issues are not questioned by the manufacturer. The process is as follows: • • • • • • • •
Replace engine and transmission with factory re-manufactured equipment; Replace all of the suspension components; Replace all of the steering components from the steering shaft right out to the tie rod ends; Replace all of the brake components from the master cylinder down to the brake pads; Remove the complete interior of the car, repairing minor dash damage and replace the rubber floor covering; Rebuild and recover the driver’s seat; Ensure all wiring is in good shape before re installing the interior; Detail the car inside and out, inclusive of lighting systems;
The vehicle goes back to the agency with the warranty. For all intents and purposes the County is getting back a nearly new vehicle that will be safe and reliable for a second lifecycle. The refurbishing of the ambulance may extend its life cycle by up to three (3) years. Maintenance costs over those three (3) years are higher than those of a new vehicle, due to the fact the “ambulance box” had no refurbishment. As anticipated, the transfer to reserve costs decreased during the trial period however the maintenance costs increased; this is illustrated below in the “Financial Implications” section of this report. Information Report Emergency and Transportation Services – Refurbishing of Ambulance Fleet Strategy – Final Report July 19, 2017
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The trial has demonstrated that over all there is a ~$224,400 net savings to the land ambulance budget over an eight (8) year period. Sustainability Implications Regular review of replacement schedules ensures the County is managing its fleet assets by controlling both capital investments and maintenance expenses. Financial Implications The financial analysis focused on the differential costs – or costs which varied between whether the vehicles were refurbished or not. These included the cost of capital for purchasing or refurbishing a vehicle, and the cost of maintaining the vehicle. •
The cost of a new purchased vehicle was $138,000 and had an $8,000 salvage value after 5 years.
•
The average cost of refurbishment was $40,150 and had a $3,000 salvage value 8 years after it was originally purchased.
•
Based on Acetech tracking data measuring both our refurbished and nonrefurbished vehicles, the historical cost of maintenance on a per kilometre, per year basis was:
Year Cost/KM
1 $0.17
2 $0.23
3 $0.41
4 $0.65
5 $0.63
6 $0.41
7 $0.52
8 $0.53
The costs of tires, fuel, insurance and licensing do not vary with the lifecycle of the vehicle and were excluded from the analysis. The capital costs of purchase, refurbishment and maintenance costs per vehicle per year were then extrapolated over a 30-year replacement schedule to estimate the savings of the refurbishment program. While operating older vehicles was more costly to maintain, these costs are more than offset through savings from reduced capital purchases. The chart below shows the breakdown between the average annual differences in capital and maintenance costs. No Refurbishment Partial Refurbishment (50%) Savings through Refurbishment
Annual Capital Costs Annual Maintenance Costs Total Costs 391,000.00 200,280.91 591,280.91 354,836.67 208,393.86 563,230.53 36,163.33 (8,112.96) 28,050.38
Organizations, Departments and Individuals Consulted and/or Affected Alex Lemieux, Deputy Treasurer, Corporate Services Mike Harbec, Crestline Coach, Saskatoon SK
Information Report Emergency and Transportation Services – Refurbishing of Ambulance Fleet Strategy – Final Report July 19, 2017
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AGENDA ITEM #b)
Report 2017-098 Council Information Report To:
Warden and Council Members of the County of Frontenac
From:
Kelly J. Pender, Chief Administrative Officer
Prepared by:
Paul J. Charbonneau, Chief Paramedic/Director
Date of meeting:
July 19, 2017
Re:
Emergency and Transportation Services - 2016 Year in Review
Recommendation This Report is for information purposes only. Background In order to improve service delivery and build upon past achievements, it is important to review accomplishments and success. “Our Purpose” at FPS is: •
To excel in compassionate patient care as key partners in out of hospital health care;
•
To actively engage our communities;
•
To be leaders in staff growth, recognition and development through progressive programs, training and equipment.
Comment FPS witnessed a significant 4% call volume increase in 2016 over the previous year. This is noteworthy because FPS saw a 12% decrease in call volume over the previous 4 years; that decrease was directly attributable to the placement of an ambulance in
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Loyalist Township by L&A County, first as a 12 hour ambulance resource and then as a 24 hour ambulance resource. Despite this significant increase the County of Frontenac Paramedic Services exceeded all of its legislated Response Time Standards. The most closely followed standard; CTAS 1 is displayed below:
The impact of the Aging Tsunami is evident in the fact that 54% of our call volume is for patients 60 years of age or older; and a 60% increase in call volume to patients 100 years of age or older. We continue to engage our communities with Community Paramedicine Clinics, public relations events and visits to schools and community organizations where we promote healthy and safe lifestyles in our message to reduce demand for 911 responses. We continue to journey along the Collabrative Culture of Safety (Just Culture) pathway. We are leaders in this program within Ontario and are participating in a pilot project, approved by Emergency Health Services Branch, with the Regional Paramedic Program of Eastern Ontario (RPPEO) wherein investigations are conducted and compared utilizing the traditional methods and the Just Culture methods and how it improves staff growth toward speaking up freely when errors occur; this leads to improved patient safety. The introduction of the power load stretchers has made a hugely significant improvement to paramedic physical wellness and the continued support of County Council toward paramedic mental wellness has actively promoted open and frank discussion on the matters of Occupational Stress Injuries (OSI) including Post Traumatic Stress Injury (PTSI). Staff growth and development continues with support of individual education funding and corporate mentoring and coaching. During Paramedic Week many staff received recognition for years of service and participation in assisting with the delivery of new life as well as saving lives of cardiac arrest patients. The most significant recognition event in 2016 was the awarding of the
Council Information Report Emergency and Transportation Services – 2016 Year in Review July 19, 2017
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highest honour to two (2) of our members, Dale Hodgins and Joe Ferguson, of the Paramedic Award of Bravery.
Sustainability Implications In viewing the 2016 Year in Review, one can appreciate the importance of community engagement and protection provided through the programs operated by ETS and the quality patient care offered and advocacy undertaken by FPS. Financial Implications There are no financial implications associated with this report. Organizations, Departments and Individuals Consulted and/or Affected None.
Council Information Report Emergency and Transportation Services – 2016 Year in Review July 19, 2017
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2016 Year in Review Emergency and Transportation Services (ETS), County of Frontenac
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Welcome from the Chief Paramedic & Director
I am excited to present to you the 2016 Year in Review for Emergency and Transportation Services! It is a pleasure to reflect on some of the highlights and milestones of the year that our teams have worked so hard on, making our service sought out by many and one of best practice. I take comfort in the developments this year, both within our service and the government that paramedic wellness is of great importance. PTSD Prevention is top on the priority list and our medics’ mental wellness is a significant focus. We have been able to further enhance their physical well-being, by outfitting all of our rigs with power-load stretchers. This investment is anticipated to cut back injuries significantly, leading to a healthier workforce with greater longevity. This year, I was also humbled and honoured to join two of our medics, Joe Ferguson and Dale Hodgins, at Queen’s Park, who were awarded the Ontario Award for Paramedic Bravery.
2017-098 Emergency and Transportation Services 2016 Year in …
Without a doubt, 2016 was a very busy year providing service to the citizens, either travelling on our ferry or the patients our paramedics provided excellent care to. You will have the opportunity to read about those highlights in the pages following. Staff continue to strive to improve the organization and ourselves, while being guided by County Councils’ mission, vision, strategic goals and the priorities of: • Improve – Community Engagement • Embrace – Skills Enhancement • Strengthen – Leadership The front line teams, management, logistics staff and Senior Leadership at ETS hope you enjoy our 2016 Year in Review as much as we have enjoyed reminiscing about our positive achievements during the year.
Paul J. Charbonneau, Chief Paramedic & Director Emergency and Transportation Services
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Performance Standards
16, 456 Calls in 2016 * *Calls based on Final Code Group
Calls by Final Code Group (% increase from 2015) Response Time Standard (RTS)
1% (242)
13% (2089)
21% (3384)
65% (10741)
Cardiac Arrest
Other *
Trauma
Medical **
- Other: Transfers, lift assist, no complaints, organ retrieval ** Medical: chest pain, shortness of breath, stroke, diabetic emergency, allergic reaction
SINCE 2015
Increases: Cardiac Arrest (28 calls) Trauma (156 calls) Medical (503 calls)
Decreases: Other (432 calls)
Responses by Patient Age RTS is set annually, and measures the time it takes from when a call is received to when a paramedic arrives on scene. We are happy to report that Frontenac Paramedic Services are exceeding the standard that we set.
54% of FPS’s call volume is for those 60 years or older; call volumes increased by 60% for 100 years & older.
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2834 2494 2511 2073 1534 1030
1297 1224
1210
498
30
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AGENDA ITEM #b) 2016 Year in Review Emergency and Transportation Services
3 Year Ministry of Health Review Every three years, all Paramedic services in Ontario are reviewed by The Ministry of Health and Long Term Care Emergency Services Branch, in order to be re-certified. This review was conducted in June 2016 and FPS not only met the certification criteria, but received commendations in the following areas:
Ambulance Call Reports reviewed demonstrated 94.6 % of documented patient care was in accordance with the ALS/BLS Patient Care Standards.
Ministry Review Commendations (cont.)
Ambulances inspected met the equipment and supply requirements of the Provincial Equipment Standards 99.7% of the time.
99.9% of patient care and accessory equipment was clean and sanitary and 100% was in working order.
Paramedic Wellness With the ongoing support of Frontenac County Council, Frontenac Paramedic Services continues to support and invest $20,000 in the mental wellness of Paramedics. We hosted the Mental Health Commission of Canada’s, “Road to Mental Readiness (R2MR)” train-the-trainer course. This provided 24 individuals within partnering services with the aim to improve short term performance and long term mental health outcomes, and to reduce barriers to care and improve access to care.
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FPS formed a very active Peer Support Team, who are available 24/7 to assist Paramedics with issues that may be affecting their mental wellness in the workplace.
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Community Paramedicine Number of Community Paramedicine Clinics in 2016 1
3
11 7
6
4
Wolfe Island
Ompah
Arden
Sydenham
Plevna
Harrowsmith
Frontenac Paramedic Services received continued funding from the Ministry of Health and Long Term Care for continuing Community Paramedicine Projects within the County of Frontenac and the City of Kingston.
Community Paramedicine Wellness Clinics expanded to 32 in 2016, compared to that of 19 in 2015. For participants that had utilized 911 frequently, there was a 51% decrease in 911 calls for these individuals once they started attending Wellness Clinics as compared with the two years before. In addition, a Paramedic referral to Community Care Access Centre program was also launched, which was responsible for making 90 new referrals.
Community Wellness Clinics
32
90
Referrals made to CCAC
Wolfe Island 11
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Community Wellness Clinics
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“Just Culture” Events Analysis & Investigations Course The “Just Culture” philosophy has seen Frontenac Paramedic Services shift from a traditional culture of “blame and discipline” to one of “risk assessment and systems corrections”. This has been accomplished in part by having medics actively involved in a process that first evaluates the systems to identify risks, and then the specific actions of the employee, in order to assess whether they were able to follow the system or whether a deviation was justified. Employee actions are then measured again against what others would do in their circumstances, to further determine risk. All throughout, the employee is actively involved in the discussions.
Safety training received in 2015, and incorporated the next phase, Events Analysis & Investigations Course. Participants learned how to deconstruct actual events and build operational and practical skills around the Collaborative Culture of Safety model. Since receiving this training, FPS has applied these skills to scenarios which have resulted in very successful outcomes. Paramedic Testimony “Every scenario is different and we make patient-centric choices regarding care for each individual situation. These decisions are made for a reason and can be justified based on the uniqueness of the call. Historically, employers’ mentality when investigating had seem to be a medic was “guilty until proven innocent”. This approach, on top of processing severe calls, could and did have detrimental effects on the medics’ mental wellness. Having now been through a ‘Just Culture’ investigation I can attest that it is night and day from what it used to be and management at Frontenac Paramedic Services are definitely working towards protecting and supporting our mental wellness.”
medic involved in an applied “Just Culture” investigation process
In April 2016, FPS Management staff, along with the Paramedic Union Executive and Council Liaison, built on the Collaborative Culture of Gale Chevalier Deputy Chief of Performance Standards
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Operations Power to the Medics Over the years, the paramedic profession has seen an increase in work-related back injuries. Frontenac Paramedic Services has not been exempt from these. Averaged across all County and City ambulances, an FPS paramedic performs 3 patient carrying calls per shift, with each call requiring 5 separate lifts totaling some 1,500 lbs. This total lift of approximately 4,500 lbs. a day is reflected in the wear and tear that paramedics’ backs must endure.
Paramedic perspectives from the evaluation team included: “…first day with stretcher, wow, amazing piece of equipment” “felt great” (end of shift) “…this stretcher changes the job, it makes it so much easier” “….consistently meets our needs and makes performing calls safer”
With council support, FPS formed a medic-centric research team to test two (2) types of power-assisted stretchers that would help alleviate this chronic problem. A group of eight (8) paramedics, representing the full range of employee gender, height, weight and experience level, were selected as evaluators. The evaluation team utilized scenarios and real call situations to rate the stretchers. Additionally, they visited many locations in Kingston and area known to be difficult access and egress spots to evaluate each stretcher. As part of the evaluation process, both trial stretchers were also taken to the offices of the physiotherapists that treat many of our paramedics, for their professional input. The results were unanimous all endorsed the Stryker Power-Pro XT Powered Ambulance Cot with the Automated Stryker PowerLoading System as their clinical preference.
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The “Hippest” Concert On August 20, 2016 more than 25,000 fans gather at Springer Market Square to watch the live streaming of The Tragically Hip concert at the Rogers K-Rock Centre.
KGH’s emergency department – to avoid patients being brought to the Emergency Department. Throughout the evening individuals were treated for collapses, trips and falls, and some chest pain. Those transported to hospital were those who doctors felt needed more intensive testing. Of the 50 people treated at the livestream event, only 10 were transported to hospital.
In +30c weather, FPS worked with a coordinated team of 10 paramedics, three incident commanders, and about 15 medical residents and attending physicians, including the head of
“[The physicians] all enjoyed the opportunity to work alongside the paramedics, and it was a totally new experience to have paramedics assisting doctors…and a new experience for doctors to respond as a member of a team to an actual ambulance call. They don’t usually get to do those sorts of things.” Chief Charbonneau
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Superintendent Exchange Program FPS initiated a Superintendent Exchange Program with Hastings and Peterborough paramedic services, in order to share knowledge, best practices and generate new ideas for the region. From these visits, our six (6) Superintendents observed possible ways to improve efficiencies within scheduling, logistics & vehicle maintenance, work space (office/vehicle), performance standards processes, operations, superintendent autonomy, support and training. Operations will explore these further and look to implement processes where relevant. The exhange was very beneficial, generated useful discussions, and opened the department to new persepctives that can only enhance our service.
Project “Band-Aid”, a Lean Six Sigma Committee, set out to analyze the process of the reporting of missing and broken equipment. They discovered
multiple levels of confusion, which ultimately meant that staff responsible for fixing equipment were not always aware of what needed to be replaced or repaired. To streamline the process and ensure staff are easily able to report this crucial information accurately, a new shift log was proposed to include a section to note if an item needs serviced. The hope is that the process is streamlined, but more importantly provides paramedics with the tools required to perform the job for the citizens of Frontenac County.
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Community Engagement We were very proud to support over 30 initiatives in 2016 that promoted community and paramedic well-being, safety, health, education, culture, sport and recreation.
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In the News Frontenac Paramedic Services received a lot of attention from the media in 2016, particularly around the use of Narcan in overdoses, support of the PTSD Bill, Community Paramedicine funding, Bravery Award, and the unionization of Wolfe Island base.
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AGENDA ITEM #b) 2016 Year in Review Emergency and Transportation Services
Emergency Management
Under the guidance of the Emergency Management Program Committee, the team strives to enhance the resiliency of Frontenac County by providing a comprehensive and inclusive approach with the townships, including training courses, collaborative planning, and communication. Under the Emergency Management Civil Protection Act, the team is obliged to meet the set requirements for annual compliance, which the County of Frontenac is pleased to receive confirmation that the 2016 compliance requirements have been met.
2016 Achievements Include:
The County was again able to host the Ontario Fire Marshals and Emergency Management mandatory training for the community control groups. All four townships (47 people) participated to meet the 2016 training and exercise compliance standards. This training consisted of guest speakers from the Ministry of Housing on the new disaster funding formulas and process and the Salvation Army’s Disaster Services. The County’s Community Emergency Management Coordinator also facilitated an operations and note-taking overview, as well as a hazard review.
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The 2016 public awareness strategy included an interactive, collaborative Twitter chat initiated by County staff, for four schools from within the Limestone District School Board, County of Frontenac, Frontenac Paramedic Services, KFL&A Public Health, City of Kingston Fire & Rescue’s Office of Emergency Management, and the City of Kingston’s Communication Department.
This year’s public education campaign included: o A Twitter campaign to bring awareness to the importance of emergency preparedness o An emergency management display board located in the lobby of Fairmount Home which contained information on local hazards, emergency kits, preparedness strategies for seniors, and provided brochures and audio-visual materials. o The County also held a lunch and learn for staff during Emergency Preparedness Week in May.
The County Emergency Management Coordinator assisted the Ministry of Transportation with response planning for the Wolfe Island and Howe Island Ferries Mark Podgers
Community Emergency Management Coordinator
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AGENDA ITEM #b) 2016 Year in Review Emergency and Transportation Services
Marine Services
It is a privilege to serve the travelling public and the residents, in the operation of the ferry for transportation to-andfrom Howe Island. Marine Services is pleased to report The Frontenac – Howe Islander transported 221,140 vehicles, an increase of 2120 vehicles over the previous year, and performed 25,673 crossings, which is a 9% decrease from 2015 (2403 voyages*).
The number of trucks/busses (over 3000KG) increased from 5055 in 2015 to 6683 in 2016, an increase of 32%, which is primarily due to construction on the island and the additional trucks required as well as an additional school bus was scheduled this year bringing the daily bus total to 4.
of Voyages by Year
Number of Voages Made
2016 Highlights
28500 28000 27500 27000 26500 26000 25500 25000 24500 24000
28076 9% 26035
2014
25673
2015
2016
*A voyage is defined as leaving the mainland and returning.
221,140 vehicles transported
25,673 crossings. The number of heavy truck voyages, 6683, saw a 32% increase from last year.
61.31 hours of service interruption due to environmental factors.
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AGENDA ITEM #b) 2016 Year in Review Emergency and Transportation Services
Dock Renovations The dock renovations, on both the island and mainland, were completed by the contractor early in 2016. The new staving and batter boards have improved the overall appearance and will greatly contribute to the life extension of the docks.
Example of ice free ferry track.
Docks wit batter boa
Bubbler System and Ice Control The bubbler system continued to receive annual inspections, and when necessary refinements were made by MTO in 2016 to the piping component of the system. Seasonal testing on the system was also carried out in order to identify any deficiencies that may have occurred over the inactive summer period. We are pleased to report that it is fully operational and is ready for the 2017 winter season. A mild winter resulted in a relatively ice free ferry track, with no excavator ice clearing operations required to assist in ferry crossings. However, spring ice break up did contribute to minor delays which were the result of shifting pack ice during the spring break-up.
Lean Marine Project Marine Services embarked on a Lean 6 Sigma project that looked for efficiencies to be had in the collection of ferry revenue and the transfer of funds to the Finance Department at the County offices, a 44km roundtrip journey. The data collected over two evaluation periods, January and June, revealed that the number of money transfers could be reduced in the winter months by 2/3rd and 1/3rd in the summer months.
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The difference in the seasons is mainly due to decreased traffic to the island in the colder parts of the year. In making this reduction, it was proposed that there would be a savings in both employee time and cost. This was proposed to senior management, and a January 2017 process implementation date is anticipated.
Service Interruptions In 2016 mechanical maintenance was required, in addition to the regular by- weekly maintenance scheduled. Items such as engine change outs take considerably longer time that what can be accomplished in the regular by weekly 2 hour time period, which is reflected in this total. In 2016 the unscheduled service interruptions were primarily due to cable related issues. Environmental related delays were equal to 61.31 hours, which were mostly as a result of the seasonal wind during Jan, Feb, Mar, Nov & Dec.
“Out-of-Water” 2017 To ensure safety, the Frontenac Howe Islander is required to meet Transport Canada’s criteria, mandating that all vessels are required to undergo both annual and periodic “out of water” inspections, which the County ferry is due for 2017.
There are three parameters that can impact service delivery of the ferry:
- Scheduled Preventative Maintenance = 78.7 hours in 2016
- Unscheduled Maintenance (i.e. broken equipment) = 24 hours in 2016
- Environmental (i.e. wind or ice has curtailed service delivery) = 61.3 hours in 2016
In previous years during this inspection, MTO has provided a replacement ferry to accommodate the transportation needs of Howe island residents, and it is anticipated that the same accommodation will be provided again.
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AGENDA ITEM #b) 2016 Year in Review Emergency and Transportation Services
A Weighty Concern There are two types of vehicle weights that have impact on the vessel, the first being a point or concentrated weight load with the second being overall distributed weight. MTO states that while the ferry can carry 45 metric tons, this total is based on the weight being distributed evenly over the entire deck of the ferry. This is to ensure that the vessel and its transfer ramps are not overstressed.
Correctly loaded transport boarding vessel. Note load distributed over trailer wheels.
It is County policy that when a trucks’ weight distribution is in question, the crews are to request total weight of truck and its load prior to boarding, in order to safety manage the loading of the vessel. Passage can be refused if it is not within the restrictions.
Example of point load.
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40 Years Marine Services is pleased to share that Mel Beaubiah has reached a very significant milestone in 2016, with 40 years of continuous service. Marine Services is most appreciative of Mel, who is never without a smile and a kind word, and thank him for his dedicated service.
Campbell Dailey Marine Services Supervisor
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Where to find us @FPSParamedics @HICountyFerry @FrontenacCounty
Main 613-544-9400 2069 Battersea Road Glenburnie, Ontario K0H 1S0
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AGENDA ITEM #c)
Report 2017-099 Information Report to Council To:
Warden and Members of County Council
From:
Kelly J. Pender, Chief Administrative Officer
Prepared by:
Susan Brant, Director of Corporate Services/Treasurer
Date of meeting:
July 19, 2017
Re:
Corporate Services – Four Month Attendance Management Report Card
Recommendation This report is for information only. Background The County of Frontenac expects regular attendance at work from all employees. Since June 2013 when staff identified the challenge of increasing sick time, regular reports have been provided to Council. Improving attendance has been a key priority for County staff and Council. The revised Employee Attendance Awareness Program was implemented at Fairmount in 2014 and in 2015 for the Frontenac Paramedic Service, due to an outstanding group grievance. The County has encountered ongoing resistance from the unions in consistently and effectively implementing the program. Comment Changes in leadership at the County, Fairmount Home and Human Resources has brought a renewed commitment to consistent monitoring and implementation of the Employee Attendance Awareness Program (EAAP) with the goal of improving attendance and reducing the costs of absenteeism. We continue to experience small improvements in attendance. This report reflects the benchmark information provided to Council in previous reports. Key Performance Indicator (KPI) Given the lack of directly comparable absenteeism statistics from Statistics Canada and other organizations, the County’s established its own statistics for KPIs.
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AGENDA ITEM #c)
The County’s KPI objective will be to bring this indicator to 80% of employees meeting the target. The County’s attendance targets are based on a rolling 12 month average and were developed based on industry comparators, if available. Attendance Targets Paramedics (OPSEU) Nursing (CUPE 2290) Non-Nursing/ Marine Services / Non-union
12 days 10 days 7 days
The detail found in the table below reveals that Corporate Services and the Non-Union departments improved from the start of 2016 and are now meeting the departmental KPI. However, segments from Frontenac Paramedic Services, Fairmount Home, and Marine Services continue to struggle to meet the target. Table 1: Percentage of staff meeting attendance targets – 2016 Period Comparison Period 1 - 2016 Period 2 - 2016 Period 3 - 2016 Period 1 – 2017 *Corporate Services – CUPE 2290
83.3%
84.6%
84.6%
84.6%
*Corporate Services – Non-union
84.6%
84.6%
76.9%
84.6%
ETS OPSEU
- 7%
52.5%
57.7%
65.4%
*ETS Non- union
70.6%
82.3%
82.3%
82.3%
*Fairmount CUPE 2290 Nursing
67.9%
58.9%
58.2%
60.7%
Fairmount CUPE 2290 Non-Nursing
64.7%
52.9%
64.7%
67.6%
*Fairmount Nonunion
50.0%
100.0%
100.0%
100.0%
*Marine Services CUPE109
55.5%
66.7%
55.5%
55.5%
*Due to the small number of employees in some departments, one or two employees can have a significant impact on the percentages. Information Report to Council Corporate Services –Four Month Attendance Management Report Card July 19, 2017 Page 2 of 9
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AGENDA ITEM #c)
Alternate Work Alternate work is an additional component of the attendance statistic, which is provided to employees who can be accommodated in the workplace and if not accommodated, would continue to be accounted for in the attendance statistics. The Human Rights Code identifies that employees with disabilities have the right to accommodation in the workplace, even when those accommodations are only required on a temporary basis. Returning to work as soon as possible has been proven to promote a more complete and faster recovery for many employees. The County offers alternate work on a temporary basis, to employees who have incurred an injury or illness outside of the workplace (classified as non-occupational) and wish to return to work prior to complete recovery. Alternate work is only provided if and when there is sufficient meaningful and purposeful work for the employee to perform. Factors considered are the individual’s precautions/limitations and the number of other employees on accommodated work who may have similar precautions, which causes the volume of available suitable work to be scarce. Those on alternate work are not reflected in the absenteeism statistics. The cost of alternate work in Frontenac Paramedic Services for Period 1 is $98,251 and Fairmount Home is $2,585 in wages only. Mitigation In previous reports, staff committed to providing Council with mitigation strategies if there is not a marked improvement in the absenteeism trends. Fairmount management staff are monitoring and meeting with employees who have repeat absences, and if patterns are apparent, a medical certificate is required for any sick leave. Those who receive EAAP Step 2 or 3 letters are required to meet with the Occupational Health Nurse, and management meets with employees at Step 4 or 5 of the attendance program. Furthermore, employees who have been at Step 5 for more than one four-month period are now moved from the EAAP to the discipline process. The attendance for these employees is monitored on a more frequent basis and addressed, as appropriate. At Frontenac Paramedic Services, the EAAP program continues to be challenged by individual paramedics represented by OPSEU Local 462. The grievances filed by twelve (12) employees has been referred to arbitration on August 1st, 2017. During bargaining and ratification of a new Collective Agreement (CA) with OPSEU Local 462 significant changes were agreed to regarding attendance management concerns and issues including clarification of what a “medical note” must contain and a reduction of “sick pay” after the 7th and all subsequent occurrences. In addition, when an employee has been asked to provide a medical note and fails to provide the documentation within seven business days, the Employer may recover the amount of sick pay. The superintendents have Information Report to Council Corporate Services –Four Month Attendance Management Report Card July 19, 2017 Page 3 of 9
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AGENDA ITEM #c)
received education from Human Resources (HR) on meeting etiquette and ensuring each meeting focuses on the individual circumstances regarding the employee. Staff are currently working with a third party disability management company to actively manage some of the more complex absenteeism cases for which managers and directors have neither the skill or time. Corporate Services (Union and Non-Union) Year Quarter Total Employees Employees Meeting Target Percentage Meeting Target Variance Cost of Absenteeism
Jan-Apr
$
2016 May-Aug
25 21 84% 4% $
Sept-Dec
26 22 85% 5% $
2017 Jan-Apr 26 21 81% 1% $
26 22 85% 5% 3,039
At least 80% of corporate services staff have met the attendance target for the past four quarters.
The cost of absenteeism is minimal for Corporate Services since most absences are not replaced outside of longer-term absences. There has been one instance in early 2017 where a temporary employee was brought in for three weeks.
Corporate Services Absenteeism Percentage by Month 7.0% 6.0% 5.0% 4.0% 3.0% 2.0% 1.0% 0.0%
Actual %
Target = 3.04%
Rolling 4-month average
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AGENDA ITEM #c)
Frontenac Paramedic Services (Union, OPSEU 462)
Quarter Total Employees Employees Meeting Target Percentage Meeting Target Variance Cost of Absenteeism
Jan-Apr
2016 May-Aug
78 52 67% -13% $ 251,103 $
2017 Jan-Apr
Sept-Dec 78 78 41 45 53% 58% -27% -22% 221,159 $ 251,417 $
78 51 65% -15% 244,878
Frontenac Paramedic Services had the fewest hours absent in any four-month reporting period to start 2017 and the lowest percentage of hours absent in April.
The costs of employee absence declined in the first period of 2017. Improvement to Collective Agreement language, a decline in musculoskeletal injuries due to the power load stretchers and progressive management of attendance will continue to be monitored to effectively manage the issue. However, a focus on paramedic mental wellness will continue to be supported and monitored.
FPS Union Absenteeism Percentage by Month 18.0% 16.0% 14.0% 12.0% 10.0% 8.0% 6.0% 4.0% 2.0% 0.0%
Actual %
Target = 7.69%
Rolling 4-month average
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AGENDA ITEM #c)
Marine Services (Union, CUPE 109) Year Quarter Total Employees Employees Meeting Target Percentage Meeting Target Variance Cost of Absenteeism
Jan-Apr
$
2016 May-Aug
9 5 56% -24% 6,115 $
2017 Jan-Apr
Sept-Dec 9 9 6 5 67% 56% -13% -24% 2,322 $ 27,866 $
9 5 56% -24% 31,825
Marine Services saw a sharp reduction in absences in early 2016. Through August 2016, the department was on pace to be at 4 sick days per full-time employee for the year, well below the annual absence target of 7.
Of the 9 full-time employees, 3 missed over 40 days with longer-term illnesses from October 2016 to April 2017. The sharp increase in absenteeism percentage in recent months can be attributed to the small number of staff within that department.
Ferry Absenteeism Percentage by Month 35.0% 30.0% 25.0% 20.0% 15.0% 10.0% 5.0% 0.0%
Actual %
Target = 4.49%
Rolling 4-month average
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AGENDA ITEM #c)
Fairmount Full-Time and Part-Time (Union, Nursing)
Quarter Total Employees Employees Meeting Target Percentage Meeting Target Variance Cost of Absenteeism
Jan-Apr
$
2016 May-Aug
78 53 68% -12% 91,803 $
2017 Jan-Apr
Sept-Dec 78 79 46 46 59% 58% -21% -22% 65,477 $ 94,927 $
79 51 65% -15% 37,581
Fairmount Nursing had a significant reduction in hours absent in the first reporting period for 2017, which has resulted in a decrease in the cost of absenteeism.
There is criteria in place to determine whether nursing staff are replaced for sick leave, which is different for nursing staff on day, evening and night shifts and for registered nursing staff. This is not a new practice.
The decrease in the cost of absenteeism in the first period in 2017 may be due to management actively managing absenteeism that includes issuing letters, meetings with applicable employees and escalating employees to the disciplinary process as appropriate.
Fairmount Nursing Absenteeism Percentage by Month 20.0% 15.0% 10.0% 5.0% 0.0%
Actual %
Target = 4.35%
Rolling 4-month average
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AGENDA ITEM #c)
Fairmount Full-Time and Part-Time (Union, Non-Nursing)
Quarter Total Employees Employees Meeting Target Percentage Meeting Target Variance Cost of Absenteeism
Jan-Apr
$
2016 May-Aug
34 22 65% -15% 38,926 $
2017 Jan-Apr
Sept-Dec 34 34 18 22 53% 65% -27% -15% 35,862 $ 11,204 $
34 23 68% -12% 45,808
The cost of absenteeism and days absent have increased in 2017. This is largely driven by a few employees who were on extended sick leaves at the start of the year.
However, the instances of employees meeting their attendance target is at its highest level since 2016.
Fairmount Union, Non-Nursing, Absenteeism Percentage by Month 15.0% 10.0% 5.0% 0.0%
Actual %
Target = 3.04%
Rolling 4-month average
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AGENDA ITEM #c)
Table 2: Occupational Health January to April 2017* Number of Cases
Corporate Services
ETS
Fairmount
4
2
12
10
Hospitalization Chronic Conditions Non Occupational Injury/Hospitalization
1
Employees are not required to divulge the reason for their absence. These numbers are based on information that has been shared with the Occupational Health Nurse. Hospitalization is any illness or condition that requires hospitalization such as surgery Chronic is any condition that will never go away but can be managed with treatment. These will flare up and remain as is or worsen with time such as arthritis, mental health illness, substance abuse, cancer, chronic dermatitis, etc. Chronic conditions may require a few days off every few months for treatments, periods of absence periodically for weeks at a time such as if they are exacerbated seasonally, or occasional extended periods of absence. Non-occupational illness/injury are cases of illness, injury or medical conditions of both a physical and psychological nature incurred by an employee outside of his/her work. Sustainability Implications It is acknowledged that costs related to attendance management are challenging. Management is pursuing attendance management programs and the audit of its processes to mitigate the financial impact. Financial Implications Absenteeism has a direct impact on the County’s budget and staffing levels. With ongoing attendance management, it is the expectation of managers to regularly monitor employee attendance in order to reduce costs, increase productivity and morale. Organizations, Departments and Individuals Consulted and/or Affected Alex Lemieux, Deputy Treasurer Bonnie Carter, Occupational Health Nurse Fairmount Home Emergency & Transportation Services Information Report to Council Corporate Services –Four Month Attendance Management Report Card July 19, 2017 Page 9 of 9
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AGENDA ITEM #d)
Report 2017-100 Council Information Report To:
Warden and Council
From:
Kelly Pender, Chief Administrative Officer
Prepared by:
Kelly Pender, Chief Administrative Officer
Date of meeting:
July 17, 2017
Re:
Leadership Team Goals – 2017-18
Recommendation This report is for information purposes only. Background The County of Frontenac Leadership Team (LT) was developed in 2015 as a way to improve leadership skills for managers and new leaders. The group meets in the afternoon after County Council for approximately two hours with a rotating Chair providing leadership training. The LT is also an opportunity for team members to become acquainted with their counter parts in other divisions, share learning experiences and improve communications. It also ensures that communications and priorities are relayed to front line staff in a consistent manner. Comment In 2015 the LT collaborated to establish three priority areas for actions over the two year period of 2015-16. They included: • • •
Community Engagement Skills Enhancement Leadership
For the period covering 2017-18, the team has established four priority areas: • •
Community Municipality
2017-100 Office of the CAO Leadership Team Goals – 2017-18
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AGENDA ITEM #d)
• •
Council Internal
Attached to this report, Schedule A is the poster and background on the new priorities and a summary of some of the 2015-16 accomplishments. Four of our new leaders (Alison Vandervelde, Chelsea Shogren, Katrina Lasher and Sara Saunders) will provide Council with a brief presentation and introduction to the new LT priorities. Sustainability Implications Over the next five years a significant segment of our senior management will be retiring. Growing the next generation of leaders is serious and important work for the sustainability of the County. Financial Implications There are no financial implications associated with this report. Organizations, Departments and Individuals Consulted and/or Affected Leadership Team
Information Report to Council Leadership Team Goals – 2017-18 July 19, 2017
2017-100 Office of the CAO Leadership Team Goals – 2017-18
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AGENDA ITEM #d)
Priorities 2017-2018 FIND YOUR PATH COMMUNITY | MUNICIPALITY | COUNCIL | INTERNAL
JUNE 21, 2017 FRONTENAC ROOM
2017-100 Office of the CAO Leadership Team Goals – 2017-18
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AGENDA ITEM #d)
COMMUNITY
MUNICIPALITY
Continuation of the Brand Ambassador Program More education, both for public and internal engagement, on services Strengthen social media presence Continue to participate in local community fundraising and events Continue to celebrate & grow community business Where appropriate, proactively engage with citizens
Where requested, assist the townships with their own social media presence Showcase an events calendar Promote shared services and procurement Intranet that includes townships Consider rotation of council meeting locations Staff department presentation to member municipality Municipalities to report back to County Council about local activity Shared best practices/knowledge, both formally and informally More alignment and cooperation on policies with municipalities
COUNCIL
INTERNAL
Rotating council meetings in the summer Take a councillor to work day – Ferry, Paramedics…. Bring a township councillor to work Provide an executive summary page for council reports Get councillors more involved in social media Improved orientation to services Lift/Lean projects and participation Social media training (council and township level) Make more inclusive – invite councillors to attend awards and conferences Continue with Council Liaison Provide support to councillors interested in provincial and national orgainizations
2017-100 Office of the CAO Leadership Team Goals – 2017-18
Celebrating unique cultures of Frontenac services; host events, i.e. company picnic and group outings Team building opportunities
- activities, events and training Improve internal communications Branded apparel available for purchase More working groups/ committees to bring staff from different departments together Participative leadership Improve communication tools, including an Intranet Promote LEAN projects and successes Continue with the rotation of members through the Leadership Team
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AGENDA ITEM #d)
2015-2016 Accomplishments LEADERSHIP
COMMUNITY ENGAGEMENT
Lean/Lift/ Continuous Quality Culture Just Culture Road to Mental Readiness Mental Health First Aid Psychological Safety Standard Big Data for Small Places Leadership Team 3As of leadership (Align, Assure, Activate) Gentle Persuasion Application Incivility Training Surge Learning Software Staff Stat Software FMW/Budget Training/ Workshops/ Conferences.
Public Service Social Media Food Drive Santa Toy Drive Public Relations 150th Branding Brand Ambassador Rotated Council Meetings United Way Dress Down Friday for Charity Paramedic Awareness Community Paramedicine Telehealth Paramedical National Research Eastern Ontario GIS Ontario Paramedic Communications Officer Group Eastern Ontario IT Wellness Team Media Relations
2017-100 Office of the CAO Leadership Team Goals – 2017-18
EMPLOYEE SKILLS ENHANCEMENT Frontenac Municipal Information Services Business Planning Budget Process Introduced Shared Procurement Integrated Planning/ Economic Development GIS Regional Communications Improvement Plan Rural Sustainability Private Roads Study Paramedic Research
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AGENDA ITEM #a)
COMMITTEE REPORT To:
Warden and Council Members of the County of Frontenac
From:
Jannette Amini Manager of Legislative Services/Clerk
Date of meeting:
July 19, 2017
Re:
Planning Advisory Committee – Report to Council
All items listed on the Planning 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 Advisory Committee Report to be separated from that motion and considered separately, whereupon the Planning 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 Advisory Committee reports and recommends as follows:
- 2017-090 Planning Advisory Committee Request from the Township of South Frontenac for expanded public notification provisions regarding planning applications Be It Resolved That the Planning Advisory Committee accept the Planning Advisory Committee – Request from the Township of South Frontenac for expanded public notification provisions regarding planning applications report for information; And Further That the Council of the County of Frontenac take no further action at this time.
Staff are recommending that the below item which was supported by the Planning Advisory Committee be postponed to a special Council meeting on August 23, 2017 due to the submission of comments received late last week by the Mississippi Valley Conservation Authority which will require further amendments and modifications to be made to the Plan. Staff are recommending that a special Council meeting will be held on Wednesday, August 23 to receive a staff report on the comments received from the Planning Advisory Committee Report to Council July 19, 2017
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AGENDA ITEM #a)
Mississippi Valley Conservation Authority with recommendations to Council on any required amendments and subsequent approval of the Township of North Frontenac Official Plan. 2017-088 Planning Advisory Committee Approval of the Township of North Frontenac Adopted Official Plan Whereas the Council of the County of Frontenac considered all written and oral submissions received on this application, the effect of which helped Council to make an informed decision; Be It Resolved That the Planning Advisory Committee receive and review the required documents for submission of the adopted Official Plan for the Township of North Frontenac; And Further That the Council of the County of Frontenac approve the Township of North Frontenac Official Plan dated May 19, 2017, as contained in Appendix A subject to the following amendments: That Section 1.6.5 be amended to remove at the end of the paragraph the words, “but may decline to have a meeting if they refuse to adopt the amendment or the application is not deemed to be complete”; and further, That Section 4.3.3 C - Conversion of Buildings to Live/Work Units clause vi) be amended to remove the words “a person directly” and replaced with “persons”.
Planning Advisory Committee Report to Council July 19, 2017
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AGENDA ITEM #a)
Minutes of the Planning Advisory Committee Meeting June 28, 2017 A meeting of the Planning Advisory Committee was held in the Township of South Frontenac Council Chamber, 4432 George St, Sydenham, on Wednesday, June 28, 2017 at 4:00 p.m. Present: Deputy Warden Higgins, Chair Councillor Smith, Vice-Chair Warden Vandewal Councillor Doyle (late 4:41 p.m.) Phil Leonard Jim McIntosh Darwyn Sproule Staff Present: Jannette Amini, Manager of Legislative Services/Clerk (Recording Secretary) Joe Gallivan, Director of Planning and Economic Development Kelly Pender, Chief Administrative Officer Megan Rueckwald, Community Planner 1.
Call to Order
The Chair called the meeting to order at 4:00 p.m. 2.
Adoption of the Agenda
Moved By: Seconded By:
Councillor Smith Mr. Leonard
That the agenda for the June 28, 2017 meeting of the Planning Advisory Committee be adopted. Carried 3.
Disclosure of Pecuniary Interest and General Nature Thereof
There were none.
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AGENDA ITEM #a)
Adoption of Minutes a)
Minutes of Meeting held April 10, 2017
Moved By: Seconded By:
Councillor Smith Mr. McIntosh
That the minutes of the Planning Advisory Committee meeting held April 10, 2017 be adopted. Carried 5.
Deputations and/or Presentations
Briefings a)
Mr. Joe Gallivan, Director of Planning and Economic Development provided the Planning Advisory Committee with his monthly committee briefing. A copy of his presentation is attached to the record in the Clerk’s Office. Reports to the Planning Advisory Committee
a)
2017-088 Planning Advisory Committee Approval of the Township of North Frontenac Adopted Official Plan
Moved By: Seconded By:
Councillor Smith Councillor Doyle
Whereas the Council of the County of Frontenac considered all written and oral submissions received on this application, the effect of which helped Council to make an informed decision; Be It Resolved That the Planning Advisory Committee receive and review the required documents for submission of the adopted Official Plan for the Township of North Frontenac; And Further That the Council of the County of Frontenac approve the Township of North Frontenac Official Plan dated May 19, 2017, as contained in Appendix A subject to the following amendments: That Section 1.6.5 be amended to remove at the end of the paragraph the words,
Planning Advisory Committee Meeting Minutes June 28, 2017
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AGENDA ITEM #a)
“but may decline to have a meeting if they refuse to adopt the amendment or the application is not deemed to be complete”; and further, That Section 4.3.3 C - Conversion of Buildings to Live/Work Units clause vi) be amended to remove the words “a person directly” and replaced with “persons”. Carried as Amended (See motions to amend below which were Carried) Motions to Amend Moved By: Seconded By:
Mr. Leonard Mr. Sproule
That Section 1.6.5 be amended to remove at the end of the paragraph the words, “but may decline to have a meeting if they refuse to adopt the amendment or the application is not deemed to be complete”. Carried Moved By: Seconded By:
Warden Vandewal Councillor Doyle
That Section 4.3.3 C - Conversion of Buildings to Live/Work Units clause vi) be amended to remove the words “a person directly” and replaced with “persons”. Carried Ms. Megan Rueckwald provided a PowerPoint presentation of the North Frontenac Official Plan, a copy of which is attached to the record in the Clerk’s Office. b)
2017-089 Planning Advisory Committee Applications for Plan of Vacant Land Condominium – Ardoch Lake
Mr. Gallivan provided an overview of the report which was provided to the Committee for information purposes only. The Committee set the date of the public meeting for Saturday, August 19 at 10 a.m. with the location to be determined. Mr. Darwyn Sproule and Mr. Jim McIntosh were assigned to attend the site visit with Deputy Warden Higgins as the Mayor of the Township of North Frontenac.
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AGENDA ITEM #a)
c)
2017-090 Planning Advisory Committee Request from the Township of South Frontenac for expanded public notification provisions regarding planning applications
Moved By: Seconded By:
Councillor Smith Councillor Doyle
Be It Resolved That the Planning Advisory Committee accept the Planning Advisory Committee – Request from the Township of South Frontenac for expanded public notification provisions regarding planning applications report for information; And Further That the Council of the County of Frontenac take no further action at this time. Carried The Committee recessed at 5:30 p.m. 8.
Recess - reconvene at 6:00 p.m. for Public Meeting Session Public Meeting Introduction
NOTICE OF COLLECTION – Personal information collected as a result of this public meeting and on the forms provided at the back of the room is collected under the authority of the Planning Act and will be used to assist in making a decision on these matters. All names, addresses, opinions and comments may be collected and may form part of the minutes which will be available to the public. Questions regarding this collection should be forwarded to Jannette Amini, Manager of Legislative Services/Clerk. The purpose of public meetings is to present planning applications in a public forum as required by The Planning Act. Following presentations by staff, the meeting will then be opened to the public for comments and questions. Interested persons are requested to give their name and address for recording in the minutes. There is also a sign in sheet for interested members of the public at the back of the room. No decisions are made at public meetings concerning applications, unless otherwise noted. The public meeting is held to gather public opinion. Public meeting reports are provided to inform the public of all relevant information. Information gathered is then referred back to Planning Staff for the preparation of a comprehensive report and recommendation to the Planning Advisory Committee to approve (with conditions) or to deny the application. The Committee then makes a recommendation on the applications to County Council. County Council is the approval authority for all applications for Plans of Subdivision and Plans of Condominium.
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AGENDA ITEM #a)
Following Council’s decision notice will be circulated in accordance with the Planning Act, and anyone with an interest in the matter may file an appeal. Interested persons are advised that if a person or public body does not make oral submissions at a public meeting or make written submissions before the application is approved, the person or public body is not entitled to appeal the decision of Council to the Ontario Municipal Board, unless, in the opinion of the Board, there are reasonable grounds to do so. a)
2017-091 Review of Applications for Plan of Condominium, Part of Lots 15, 16 & 17, Concession IX, Storrington District, Township of South Frontenac (Shield Shores)
Deputy Warden Higgins explained the purpose of the public meeting. Ms. Jannette Amini, Manager of Legislative Services/Clerk, announced that pursuant to the requirements of the Planning Act, notices were sent by mail to all property owners (according to the latest Assessment Rolls) within 120 metres of the subject property. A courtesy notice was also placed in The Frontenac Gazette on June 15, 2017. A courtesy notice was also placed on the County of Frontenac Website as well as on the Township of South Frontenac Website and was publicized through the County’s Social Media outlets. Deputy Warden Higgins reviewed the procedure for the public meeting and read the rights and obligations given to the Committee members and members of the public during public meetings. Mr. Joe Gallivan, Director of Planning and Economic Development provided an overview of the proposed application for Plan of Condominium. A copy of his presentation is attached to the record in the Clerk’s Office. Mr. Mike Keene, Fotenn Consulting, representing the applicant, Barry Campbell, provided a PowerPoint presentation outlining the application, a copy of which is attached to the record in the Clerk’s Office. He clarified that the Hydro right-of-way noted in Mr. Gallivan’s report has been stopped up and closed. He further noted the studies that have been done in addition to those noted in Mr. Gallivan’s report. Deputy Warden Higgins asked that any person who wishes to receive notice of the passing of the proposed application for Plan of Condominium, should give their full name, address and postal code to the Clerk prior to leaving the meeting. Deputy Warden Higgins provided members of the public with an opportunity to provide comment. Ms. Sharon Freeman, adjacent land owner, asked if the home that was built earlier this spring meets the current setback standards of exceeding 30 metres. She also noted the “For Sale” sign on the lot on the other lane and asked if this was part of the development to which Mr. Keene responded that this is not part of the development; however is owned by the same person. The house under construction is located on lot Planning Advisory Committee Meeting Minutes June 28, 2017
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AGENDA ITEM #a)
8 and would be part of the development. There are 2 white lots noted in the plan that are not part of this Plan of Condominium but are owned by the same person. These were developed 2 years ago. Mr. Ross Sutherland stated that the map shown today is not the map that was dealt with last night and the comments in the environmental studies should be noted. Lots 1, 2, 6, 7, and 8 (waterfront lots at the lower level) were to have a no cut zone of any trees with a trunk greater than 8 inches in diameter; however that entire area has been cut so the concept of a no cut zone is not relevant. He suggested that the area along the lake frontage should have an aggressive re-planting plan as these lots are low to the water and they have been cut almost bare. He further suggested that this be a strict no cut zone and that this no cut zone be extended a further 15 metres back. With respect to the right-of-way’s, he is unsure if they are all equal and asked if they are currently legally there or if they will be established. Mr. Keene responded that he will need to verify this. Mr. Sutherland noted that in South Frontenac, the Township is experiencing a shortage of waterfront property and that developers are finding unique ways to access to the waterfront with smaller water lot frontages. In the Townships Official Plan, Council spent a lot of time trying to protect waterfronts and lakes by requiring large lots with controlled access to the water by the public. These back lots gain limited access to the water which in turn increases their property value so this will likely increase more back lots being created. The concern is the concentration of septic’s on the lakes. These rights-of-way are in essence lots in a functional sense as they provide deeded access to the water. He also expressed concern that a key factor in water health is the shoreline where 90% of species spend a significant part of their life cycle and these rights-of-way all become paths to the water. They may not have a dock; however back lot owners can bring patio stones to the lake, then deck chairs, then BBQ’s then build storage sheds and now you have a waterfront that is no longer a naturalized shoreline. Essentially this development process is a way of getting around the Townships lot size requirements and he would encourage the committee to take this into consideration. Mr. Matt Rennie stated that he is opposed to the configuration of the plan and supports the comments made by Mr. Sutherland. He noted the measurement of Lot 1 was previously noted as 91 metres; however the concept provided this evening now indicates 130m and questioned how this measurement was made. Mr. Keene confirmed that the lot is not 130m. Lot 2 consumes the entire bay so the frontage is less. Mr. Gallivan added that Township staff have confirmed that the frontage meets the zoning by-law requirements and that the Township will be holding a public meeting on the zoning by-law amendment at which time this concern may be brought forward. This is a township issue and if it does not meet the zoning by-law it will need to be changed. He further noted that prior to the County approving this application, it requires confirmation from the Township that it meets the Townships Official Plan and Zoning By-law. Mr. Rennie felt that unit 2 does not meet the requirements to which Mr. Keene responded that there are 2 lots that are not part of this plan and the lot being spoken of meets the Wellington Street frontage requirements. Mr. Rennie indicated that in general, he is concerned that when you look at this or any development in isolation it may not appear to be bad; however in 50 years if all land has been developed like this, it gets out of hand. Planning Advisory Committee Meeting Minutes June 28, 2017
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AGENDA ITEM #a)
Deputy Warden Higgins concluded the Public Meeting and noted that staff will be presenting a comprehensive report on this matter to the Planning Advisory Committee at a future meeting. The public meeting regarding the application for Plan of Condominium – Shield Shores adjourned at 6:50 p.m. The Committee recessed at 6:50 p.m. The Committee reconvened the Public Meeting at 7:00 p.m. b)
2017-092 Planning Advisory Committee – Public Meeting Report Review of Applications for Plan of Subdivision – Part of Lots 14-15, Concession 8, Former Municipal Township of Loughborough Part 2, Township of South Frontenac: 10T-2017-001 (McFadden Road)
Deputy Warden Higgins explained the purpose of the public meeting. Ms. Jannette Amini, Manager of Legislative Services/Clerk, announced that pursuant to the requirements of the Planning Act, notices were sent by mail to all property owners (according to the latest Assessment Rolls) within 120 metres of the subject property. A courtesy notice was also placed in The Frontenac Gazette on June 15, 2017. A courtesy notice was also placed on the County of Frontenac Website as well as on the Township of South Frontenac Website and was publicized through the County’s Social Media outlets. Deputy Warden Higgins reviewed the procedure for the public meeting and read the rights and obligations given to the Committee members and members of the public during public meetings. Ms. Megan Rueckwald, Community Planner provided an overview of the proposed application for Plan of Subdivision. A copy of the presentation is attached to the record in the Clerk’s Office. Deputy Warden Higgins asked that any person who wishes to receive notice of the passing of the proposed application for Plan of Subdivision, should give their full name, address and postal code to the Clerk prior to leaving the meeting. Deputy Warden Higgins provided members of the public with an opportunity to provide comment. Mr. Shawn Marshall President of Pittsburgh Building and Applicant noted the housing crisis in Ontario and is pleased that he can be part of the solution. He also noted the current bidding wars in the housing market which indicates a lack of housing stock. He noted that the 2 water bodies in the plan are man-made water bodies and as such, is having discussions with the CRCA as these are seasonal water-bodies with no habitat in them so the normal 30m setback should not apply and is suggesting that a 15m
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AGENDA ITEM #a)
setback might be more appropriate. He felt that the type of person who will build on these lots is looking for a rural life style and will want to keep the trees and have the frontages as large as possible. He noted one comment from the Township around the Cataraqui Trail and whether there could be an easement to the lots; however the CRCA has advised that it does not provide private easements across the trail. This development requires no roads or infrastructure and will have no real traffic changes to the roadway. Ms. Lyn Pople, 5539 McFadden Road has lived in her home since 1987 and during that time, the ownership of the subject property has changed hands 3 times and has allowed for 5 houses. She noted the adverse effects that any agitation to the site has had on her well, to the point where her pump required replacement and the pipes required shortening. In April of 2008 her plumbing system was filled with sand and the system was unusable at which point they were advised to try and pump out the sand but that this would offer no guarantees or they could install a new well. Since there has been no activity in the sand pit, she has had no issues with the well. She questioned who takes responsibility for their well if this proposal goes forward. She feels the testing that has been done on the site with respect to wells is inadequate and is concerned with the methods of well testing. The pre-existing wells in the report are all downhill and feels that the report uses guess work. She provided a written submission which is attached to the record in the Clerk’s Office. In addition to her submission, she noted that the water bodies on the property did exist prior to this and last year was unusual due to the dry weather. Mr. John Pyke, Malroz Engineering advised that when they are doing well testing, they are looking for the studies to substantiate an adequate and sustainable long term yield for wells and there are guidelines established to determine how this is done. He responded to questions raised by Ms. Pople, noting that the testing done exceeded the requirements and expectations. Mr. Mark Young indicated that he lives across from lot 1 and asked how many wells were drilled on this property and how can you test 5 lots with only 3 wells drilled to which Mr. Pyke responded that within the guidelines, it sets out the area for testing based on lot size. Mr. Young advised that after the testing was done, he took a sample bottle of water from his kitchen taps and provided the Committee with that sample, which indicated that the water was a cloudy tan colour. Mr. Vern Revel, 5494 McFadden Road stated that this development would see 5 more houses being built with everyone drawing for water at the same time and pointed to the dirty water provided by Mr. Young and stated that there is no guarantee that this will not affect his well. The septic on lot 5 is above ground and noted that currently, the run off from that lot runs onto his property and questioned where this will leach. There are no guarantees that the rest of the neighbouring homes will not be affected. Mr. Hank Pople stated that he lives across from lot 4 and during the well testing he was home all day and by 2:30 p.m. his well was down by 8 inches. He indicated that he spoke to the person doing the testing and they never checked the recovery time for the well. His well was back up the next morning; however he questioned how much water these lots will be taking. He noted that in the past when they were working on the well Planning Advisory Committee Meeting Minutes June 28, 2017
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AGENDA ITEM #a)
all his taps were full of sand. The sand was pumped out and he had a new well drilled but once work starts again this will create sand in his well. With respect to the waterbodies noted on the development, he noted that when he was building his house he went to those water bodies to swim so lot 2 and 3 will require a lot of fill and he questioned where this fill will come from. His main concern is his water level. Mr. Ross Sutherland noted that the water quality is related to the sand subsidy and suggested moving the development further back from the road. He also suggested that with respect to lot 5, you might want to put into the site plan that it be moved away from the border. Deputy Warden Higgins asked those who spoke, the depth of their individual wells. Mr. Shawn Marshell responded to the concern regarding the need for fill and noted that he has dug holes on the property and encountered only 1 area where he hit rock at 3 feet. There is no requirement for fill. He is surprised at the water comments and asked Mr. Pike if these issues indicate there is only 1 aquifer to which Mr. Pyke responded that it appears there may be 2 aquifers. Ms. Lyn Pople asked how pumping only 1 well can sufficiently determine how that will affect neighbouring properties to which Mr. Pyke responded that the intent of the testing is to obtain bulk analysis and look for consistency among those tests. He again noted the guidelines which were followed and that a 6 hour test is generally representative of many lots and even if the development were to have 50 lots it would only require 5 wells to be tested. Deputy Warden Higgins concluded the Public Meeting and noted that staff will be presenting a comprehensive report on this matter to the Planning Advisory Committee at a future meeting. The public meeting regarding the application for Plan of Subdivision – McFadden Road adjourned at 7:45 p.m. 9.
Communications a)
From Mathew Rennie providing comments regarding Public Meeting Report 2017-091 Application for Plan of Condominium, Part of Lots 15, 16 & 17, Concession IX, Storrington District, Township of South Frontenac: Shield Shores Other Business
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Next Meeting a)
The next regular meeting of the Planning Advisory Committee is scheduled for Monday, September 11, 2017 at 10:00 a.m. at the County Administrative Office. Adjournment
Moved By: Seconded By:
Councillor Smith Councillor Doyle
That the meeting hereby adjourn at 7:45 p.m. Carried
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AGENDA ITEM #a)
By-Law Number 2017-0027 of The Corporation of the County of Frontenac being a by-law to Authorize the Warden and Clerk to Execute an Agreement with South Eastern Local Health Integrated Network (SELHIN); Kingston Health Sciences Centre (KHSC) and McMaster University for Community Paramedicine initiatives. Whereas In 2014 the County of Frontenac supported an application for Community Paramedicine under the “Community Paramedicine – Identifying and Filling The Gaps” initiative; and, Whereas funding for the Paramedic Health and Wellness Program must flow through a government partner; and, Whereas SE LHIN Executive team has recommended that the South East LHIN Executive approve the Kingston proposal submitted by the County of Frontenac which allocates $58,800 of base funding per MOHLTC direction for the continuation of the original CP pilot through Kingston Health Science Centre (KHSC) and an additional $50,575 onetime recurring to expand the existing model through KHSC16 and 2016-17 funding continued to flow to support these initiatives; and, Whereas the County of Frontenac wishes to enter into Agreement with South Eastern Local Health Integrated Network (SELHIN); Kingston Health Sciences Centre (KHSC) and McMaster University, for Community Paramedicine initiatives: Now Therefore Be It Resolved That the Council of the Corporation of the County of Frontenac hereby enacts as follows: 1.
That the Council of the County of Frontenac authorize the Warden and Clerk to execute an agreement with the South East Local Health Integrated Network (SELHIN) for Community Paramedicine Funding in the amount of $109,375.00.
That the Council of the County of Frontenac authorize the Warden and Clerk to execute an agreement with the Kingston Health Sciences Centre (KHSC) to flow the Community Paramedicine program funds from the SELHIN to the County of Frontenac.
That the Council of the County of Frontenac authorize the Warden and Clerk to execute an agreement with the McMaster University to partner in a project entitled: A Community Paramedicine Initiative for Older Adults Living in Subsidized Housing (CP@clinic).
That this By-law shall come into force and take effect upon the date of final passing.
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AGENDA ITEM #a)
Read a First and Second Time this 19th day of July, 2017. Read a Third Time, Signed, Sealed and Finally Passed this 19th day of July, 2017.
The Corporation of the County of Frontenac
Ron Vandewal, Warden
Jannette Amini, Clerk
By-law 2017-0027 – to Authorize the Warden and Clerk to Execute an Agreement with South Eastern Local Health Integrated Network (SELHIN); Kingston Health Sciences Centre (KHSC) and McMaster University for Community Paramedicine initiatives. July 19, 2017 Page 2 of 2
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AGENDA ITEM #b)
By-Law No. 2017-0028 of The Corporation of the County of Frontenac Being a By-Law to Adopt a Chief Administrative Officer Performance Appraisal Policy Whereas in the past, the annual performance appraisal of the Chief Administrative Officer for the County of Frontenac has been carried out by the Warden and Deputy Warden with a verbal report being provided to Council in closed session; And Whereas there is no formalized policy in place for assessing or carrying out the Performance Appraisal of the Chief Administrative Officer; And Whereas the Council of the County of Frontenac deems it expedient to pass a Chief Administrative Officer Performance Appraisal Policy; Now Therefore Be It Resolved That the Council of the Corporation of the County of Frontenac authorizes the following:
- That Council herby adopts the Chief Administrative Officer Performance Appraisal Policy for the County of Frontenac attached hereto as Schedule “A” to this by-law;
- That this By-law shall come into force and take effect upon the date of final passing. Read a First and Second Time this 19th day of July, 2017. Read a Third Time, Signed, Sealed and Finally Passed this 19th day of July, 2017.
The Corporation of the County Of Frontenac
Ron Vandewal, Warden
To Adopt a Chief Administrative Officer Performance Appraisa…
Jannette Amini, Clerk
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AGENDA ITEM #b)
HR Policy & Procedure Manual
Index Number: A09-HR-XX-XX
Human Resources
Replaces: N/A
Subject:
Page 1 of X
Approved: July 19, 2017
Effective Date: July 19, 2017 Revised:
Policy:
Performance Appraisal for the Chief Administrative Officer
Objective: The objective of this policy is to outline the procedure for the evaluation of the performance of the Chief Administrative Officer and reporting of same to County Council. It is understood that the performance appraisal of the CAO will be based upon the core competencies for the position and achieving the objectives outlined by Council – both on a strategic corporate and personal development level. Definitions: Chief Administrative Officer or CAO or Employee refers to the senior employee of the County of Frontenac as described by the Municipal Act, S. 229. The CAO reports directly to Council. Performance Appraisal or PA means the process adopted by the County of Frontenac for the purposes of Council evaluating the performance of the Chief Administrative Officer for the County. Protection of Privacy means the responsibility to ensure that confidential information obtained in the process of evaluating the performance of the CAO remains confidential in accordance with the Municipal Freedom of Information and Protection of Privacy Act. Review Panel refers to the Mayors of the four municipalities who sit on the Council of the County of Frontenac. The Review Panel shall be Chaired by the sitting Warden and supported by the Manager of Human Resources. The Review Panel shall be considered a Committee of Council and bound by the meeting requirements of the County’s Procedural By-law and the Municipal Act. Procedure:
- For the purpose of determining the timing of the Performance Appraisal for the CAO, the date of hire (or promotion) to the position will be utilized.
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AGENDA ITEM #b)
HR Policy & Procedure Manual
Index Number: A09-HR-XX-XX
Human Resources
Replaces: N/A
Subject:
Page 1 of X
Approved: July 19, 2017
Effective Date: July 19, 2017 Revised:
- All communications, correspondence and forms completed during the performance appraisal process are considered confidential in order to ensure the protection of privacy of the incumbent.
- Unless superseded by an employment contract or an engagement letter, the process outlined in this policy (including a 360o review) will also be utilized to evaluate the performance of the CAO at the conclusion of a six month probation period. a. Prior to hiring (or promotion) to the position of CAO the nature of this policy will be disclosed to the potential candidate.
- The annual PA process will proceed as follows: a. In the month of the anniversary date, the CAO will provide to the review panel the following: i. A list of accomplishments on a professional and personal development level. The accomplishments will be tied to the goals and objectives outline in the previous PA, or in the event of a probationary review, the goals and objectives outline in the letter of engagement. ii. A completed PA form completed in draft for consideration by the panel. iii. A draft outline of objectives for the upcoming year. iv. Any other information deemed necessary for the evaluation of the CAO’s performance (e.g., reports, research, commendations) b. At least once per Council term, the Review Panel will work with the Manager of Human Resources to conduct a 360o review including Directors, Managers and front line staff. At the discretion of Council, the 360o review may include key outside stakeholders.
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AGENDA ITEM #b)
HR Policy & Procedure Manual
Index Number: A09-HR-XX-XX
Human Resources
Replaces: N/A
Subject:
Page 1 of X
Approved: July 19, 2017
Effective Date: July 19, 2017 Revised:
i. The 360o will be coordinated by the Manager of Human Resources in a confidential manner and provided to the Review Panel in an aggregate format that protects the confidentiality of the respondents. c. The Review Panel shall review their findings and provide a final draft Performance Review and objectives for the upcoming year to the CAO for review and comment. d. The CAO can: i. Sign the Performance Review, acknowledging the feedback ii. Acknowledge but not sign the PA and provide comment to the Review Panel iii. Request a subsequent meeting with the Review Panel to provide clarification. e. Should a stalemate over the contents of the PA occur between the Review Panel and the CAO, the parties may agree to non-binding mediation by an objective third party. f. Upon completion of the Performance Review the Chair/Warden shall provide a summary report to all of Council in closed session. 5. Should a step increase be available and approved, the effective date shall be the anniversary date for the incumbent.
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AGENDA ITEM #c)
By-Law Number 2017-0029 of The Corporation of the County of Frontenac being a by-law to amend By-law No. 2013-0020 (to govern the proceedings of the Council and its Committees, the Conduct of Members and the Calling of Meetings) as it relates to the establishment of the Chief Administrative Officer Performance Appraisal Review Panel Whereas Section 238(2) of the Municipal Act, 2001, S.O. 2001, c.25, as amended (the Act) provides that Council shall pass a procedure by-law for governing the calling, place and proceedings of meetings; And Whereas By-law No. 2013-0020, being a bylaw to provide for governing the proceedings of the Council and its committees, the conduct of members and the calling of meetings, was adopted by the Council of the Corporation of the County of Frontenac on May 15, 2013; And Whereas By-law No. 2013-0020 allows Council to establish Committees, their memberships, mandates and reporting practice, with said committees forming part of By-law 2013-0020 as Schedule B; And Whereas The Corporation of County of Frontenac deems it expedient to amend By-law No. 2013-0020 as it relates to the establishment of a Chief Administrative Officer Performance Appraisal Review Panel; Now Therefore Be It Resolved That the Council for The Corporation of the County of Frontenac hereby enacts as follows:
- That By-law 2013-0020 be amended to add Schedule B-5 attached to this by-law hereto as Appendix A:
- That this amending by-law shall come into force and take effect on the date of final passing. Read a First and Second Time this 19th day of July, 2017. Read a Third Time, Signed, Sealed and Finally Passed this 19th day of July, 2017. The Corporation of the County of Frontenac
Ron Vandewal, Warden
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Jannette Amini, Clerk
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AGENDA ITEM #c)
Appendix A to By-law 2017-0029 Schedule B-5 – Advisory Committee to County Council Committee Name:
Chief Administrative Officer Performance Appraisal Review Panel
Establishment of the Panel The County of Frontenac Chief Administrative Officer Performance Appraisal Review Panel shall be comprised of the Mayors of the four municipalities who sit on the Council of the County of Frontenac. (i) The members of the County of Frontenac Chief Administrative Officer Performance Appraisal Review Panel shall hold office from the date of their appointment, at the pleasure of Council, up to the end of the term of Council; (ii) The Review Panel shall be Chaired by the sitting Warden and supported by the Manager of Human Resources. (iii) The Review Panel shall be considered a Committee of Council and bound by the meeting requirements of the County’s Procedural By-law No. 2013-0020 and any amendments thereto, and the Municipal Act. Terms of Reference (i) Goal/Vision The vision of the County of Frontenac stated in Directions for Our Future is Fresh with Opportunity Growing Vibrant, Innovative, Natural, Sustainable Places. Within the context of the Values and Principles detailed, the Chief Administrative Officer Performance Appraisal Review Panel will be guided by the Vision Statement: Fifty years into the future, the County of Frontenac is one of the most progressive municipalities in terms of community based sustainability planning because priorities and beliefs are determined through community consultation and County-wide considerations are well thought through and incorporate the four pillars of sustainability. The vision, developed to ensure the ongoing appreciation and continued improvements to our social, cultural, economic and environmental systems, strongly defines the region. Mandate/Terms of Reference: The Chief Administrative Officer Performance Appraisal Review Panel is responsible for carrying out the annual Performance Appraisal of the County of Frontenac’s Chief Administrative Officer by the following procedure, as set out in By-law 2017-0028 being a By-Law to Adopt a Chief Administrative Officer Performance Appraisal Policy:
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- For the purpose of determining the timing of the Performance Appraisal for the CAO, the date of hire (or promotion) to the position will be utilized.
- All communications, correspondence and forms completed during the performance appraisal process are considered confidential in order to ensure the protection of privacy of the incumbent.
- Unless superseded by an employment contract or an engagement letter, the process outlined in this policy (including a 360o review) will also be utilized to evaluate the performance of the CAO at the conclusion of a six month probation period. a. Prior to hiring (or promotion) to the position of CAO the nature of this policy will be disclosed to the potential candidate.
- The annual PA process will proceed as follows: a. In the month of the anniversary date, the CAO will provide to the review panel the following: i. A list of accomplishments on a professional and personal development level. The accomplishments will be tied to the goals and objectives outline in the previous PA, or in the event of a probationary review, the goals and objectives outline in the letter of engagement. ii. A completed PA form completed in draft for consideration by the panel. iii. A draft outline of objectives for the upcoming year. iv. Any other information deemed necessary for the evaluation of the CAO’s performance (e.g., reports, research, commendations) b. At least once per Council term, the Review Panel will work with the Manager of Human Resources to conduct a 360o review including Directors, Managers and front line staff. At the discretion of Council, the 360o review may include key outside stakeholders. i. The 360o will be coordinated by the Manager of Human Resources in a confidential manner and provided to the Review Panel in an aggregate format that protects the confidentiality of the respondents. c. The Review Panel shall review their findings and provide a final draft Performance Review and objectives for the upcoming year to the CAO for review and comment. d. The CAO can: By-law No. 2017-0029 – To Amend By-law No. 2013-0020 (Council and Committee Procedural By-law) as it relates to the establishment of the Chief Administrative Officer Performance Appraisal Review Panel July 19, 2017 Page 3 of 4
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AGENDA ITEM #c)
i. Sign the Performance Review, acknowledging the feedback ii. Acknowledge but not sign the PA and provide comment to the Review Panel iii. Request a subsequent meeting with the Review Panel to provide clarification. e. Should a stalemate over the contents of the PA occur between the Review Panel and the CAO, the parties may agree to non-binding mediation by an objective third party. f. Upon completion of the Performance Review the Chair/Warden shall provide a summary report to all of Council in closed session. 5. Should a step increase be available and approved, the effective date shall be the anniversary date for the incumbent. Composition of the Committee The Council of the County of Frontenac hereby appoints the following individuals to the County of Frontenac Planning Advisory Committee: Four (4) members of County Council, those being the Mayors of each Township: North Frontenac – Councillor Higgins Central Frontenac – Councillor Smith South Frontenac – Councillor Vandewal Frontenac Islands – Councillor Doyle
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AGENDA ITEM #d)
By-Law No. 2017-0030 of The Corporation of the County of Frontenac being a by-law to confirm all actions and proceedings of County Council on July 19, 2017
Whereas Section 8 of the Municipal Act, S.O. 2001, c.25 and amendments thereto provides that a municipality has the capacity, rights, powers and privileges of a natural person for the purpose of exercising its authority under the Municipal Act or any other Act; and; Whereas Subsection 2 of Section 11 of the Municipal Act, S.O. 2001, c.25 and amendments thereto provides that a lower-tier municipality and an upper-tier municipality may pass by-laws respecting matters within the spheres of jurisdiction described in the Table to Subsection 2 subject to certain provisions, and; Whereas Section 5 of the Municipal Act, S.O. 2001, c. 25 and amendments thereto provides that a municipal power, including a municipality’s capacity, rights, powers and privileges under Section 8 shall be exercised by its council and by by-law unless the municipality is specifically authorized to do otherwise; and; Whereas the Council of the County of Frontenac deems it expedient to confirm its actions and proceedings; Now Therefore Be It Resolved That the Council of the Corporation of the County of Frontenac hereby enacts as follows:
- That all actions and proceedings of the Council of the County of Frontenac taken at its regular meeting held on July 19, 2017 be confirmed as actions for which the municipality has the capacity, rights, powers and privileges of a natural person.
- That all actions and proceedings of the Council of the County of Frontenac taken at its regular meeting held on July 19, 2017 be confirmed as being matters within the spheres of jurisdiction described in Subsection 2 of Section 11 of the Municipal Act, S.O. 2001, c.25 and amendments thereto.
- That all actions and proceedings of the Council of the Corporation of the County of Frontenac taken at its regular meeting held on July 19, 2017 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.
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AGENDA ITEM #d)
- That this by-law shall come into force and take effect as of the final passing thereof. Read a First and Second Time this 19th day of July 2017. Read a Third Time and Finally Passed, Signed and Sealed this 19th day of July 2017.
The Corporation of the County Of Frontenac
Ron Vandewal, Warden
Jannette Amini, Clerk
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