Body: Council Type: Agenda Meeting: Regular Date: April 21, 2021 Collection: Council Agendas Municipality: Frontenac County
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Frontenac County Council Meeting Wednesday, April 21, 2021 – 9:00 a.m. Council will resolve into Closed Meeting and will reconvene as regular Council at 9:30 a.m. Meeting to be held in Virtual Electronic Format, and live streamed on the County of Frontenac’s YouTube Channel https://youtu.be/n_NpWYHnOQ4
Agenda Page Call to Order Closed Session a) Resolved That Council resolve itself into Committee of the Whole closed session as authorized under Section 239 of The Municipal Act, to consider:
- Adoption of Closed Minutes of Meetings held March 17, 2021
- Labour relations or employee negotiations - as it relates to upcoming negotiations with CUPE Local 109 and OPSEU Local 462 Resolved That Council rise from Committee of the Whole closed session with/without reporting Approval of Addendum a) Resolved That the addendum for the April 21, 2021 meeting of the Council of the County of Frontenac be approved. Disclosure of Pecuniary Interest and General Nature Thereof
14 - 25
Adoption of Minutes a) Minutes of Meeting held March 17, 2021 Resolved That the minutes of the regular Council meeting held March 17, 2021 be adopted. Deputations and/or Presentations
Page 26 - 30
a)
Mr. Howard Allen, Allen Chartered Accountants will address County Council regarding the audit findings report for the year ended December 31, 2020 [See Recommend Reports from the Chief Administrative Officer, clause a)]
b)
Presentation to Councillor Fran Smith in recognition of her support for improved internet and cell coverage #inFrontenac County.
Proclamations a) Volunteer Week April 18 – 24, 2021 Whereas the value of one sharing their time, the power of many contributing to healthy aging, improving quality of life and providing a sense of wellbeing; And Whereas this past year has been challenging for our volunteers who have both stepped up and stepped back to keep our community safe. Therefore Be It Resolved That the Council of the County of Frontenac hereby proclaim April 18 – 24, 2021 to be National Volunteer Week in the County of Frontenac, with the theme #VolunteersBringChange; And Further That the County of Frontenac celebrate and thank each of our volunteers for their commitment to others!
Page 2 of 219
Page b)
Emergency Preparedness Week May 2 to May 8, 2021 Whereas the Council of the County of Frontenac recognizes the importance of everybody being prepared for emergencies; And Whereas the goal of Emergency Preparedness Week is to raise community awareness and the need to prepare for the possibility of an emergency; And Whereas the safety of our community is the responsibility of each and every one of us, we must prepare now and learn how to secure a strong and healthy tomorrow; Now Therefore Be It Resolved That the Council of the County of Frontenac hereby proclaim the week of May 2 to May 8, 2021, to be Emergency Preparedness Week throughout the County of Frontenac with the theme of “Emergencies can happen anytime - Are you Ready” And Further That all citizens are encouraged to make a plan, build a kit, stay informed and to participate in educational activities on emergency preparedness.
c)
Nursing Week May 10 – 16, 2021 Whereas May 12 commemorates the birthday of nursing pioneer Florence Nightingale; And Whereas nurses are leaders and part of a strong interdisciplinary health care team at Fairmount Home; and, And Whereas nurses are part of our local community and shape and deliver effective interventions to meet the needs of our residents, families and communities; Therefore Be It Resolved That the week of May 10 to May 16 ,2021 be proclaimed Nursing Week in the County of Frontenac with the theme of " We Answer The Call " to showcase the many roles that nurses play in a patient’s health-care journey..
Page 3 of 219
Page d)
Personal Support Worker (PSW) Day May 19, 2021 Whereas the Canadian PSW Network promotes support and advocacy for PSWs across Ontario that offers support for mental health, education, resources and strength to our community’s most invaluable PSWs; And Whereas the Canadian PSW Network advocates that PSWs are the ones who take care of our community’s seniors and most vulnerable every day while they live, work and raise their own families; And Whereas the Canadian PSW Network takes action to improve the PSWs access to affordable education, resources and increased awareness to the public of the importance of the role that the PSW plays in our communities in the care of our community’s loved ones; And Whereas the Canadian PSW Network actively encourages everyone to join in recognizing the monumental importance of the Personal Support Workers who provide the utmost of care, respect and dignity to our community’s most vulnerable and acknowledge that the work and services they provide selflessly every day are truly invaluable, especially during the current crisis they are faced with in this Global Pandemic; Therefore Be It Resolved That the Council of the County of Frontenac hereby proclaim May 19, 2021 to be “Personal Support Worker (PSW) Day” in the County of Frontenac.
Page 4 of 219
Page e)
Paramedic Services Week Paramedic as Educator – Citizen Ready May 23 to May 29, 2021 Whereas each year the paramedics of Frontenac Paramedic Services will respond to approximately 22,000 calls for assistance from the public; And Whereas the paramedics are ready to provide lifesaving care to those in need 24 hours a day, 7 days a week, 365 days a year; And Whereas access to quality emergency medical care dramatically improves the survival and recovery rate of those who experience sudden illness or injury; And Whereas the members of paramedic services teams, engage in thousands of hours of specialized training and continuing education to enhance their life saving skills; And Whereas the members of paramedic services teams often find themselves in dangerous and traumatic situations requiring spontaneous decision-making; And Whereas the members of paramedic services teams provide a vital pre-hospital service to the residents of the geographic area of the County of Frontenac and the City of Kingston; Therefore Be It Resolved That the week of May 23 to May 29 ,2021 be proclaimed Paramedic Services Week in the County of Frontenac with the theme of “Paramedic as Educator – Citizen Ready” which demonstrates the important role that paramedics play as educators to the public.
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.
31 - 47
Briefings a) Mr. Kelly Pender, Chief Administrative Officer, will provide Council with his monthly CAO briefing. Unfinished Business Recommend Reports from the Chief Administrative Officer
Page 5 of 219
Page 48 - 87
a)
2021-031 Corporate Services 2020 County of Frontenac Audited Financial Statements Recommendation Resolved Thatthe Council of the County of Frontenac receive the Corporate Services - 2020 Audited Financial Statements report; And Further That the Council of the County of Frontenac approve the 2020 Audited Financial Statements of the Corporation of the County of Frontenac.
88 - 91
b)
2021-032 Planning and Economic Development Authorization to enter into a contribution agreement with the Province of Ontario (ICIP Community, Culture & Recreation Stream) Recommendation Whereas an application was filed with the Investing in Canada Infrastructure Program Community, Culture & Recreation Stream in November of 2019; Be It Resolved That the CAO be authorized to enter into an agreement with the Province of Ontario should the said application be successful. And Further That$88,331.04 from the accessibility reserve be allocated for the County 2021-22 contribution to this project should the said application be successful
92 - 95
c)
2021-034 Corporate Services Direction to proceed with the investigation and implementation of By-laws for the Provision of an Administrative Monetary Penalty Process Recommendation Resolved That the Council of the County of Frontenac receive the Corporate Services – Direction to proceed with the investigation and implementation of By-laws for the Provision of an Administrative Monetary Penalty Process report for information; And Further Thatstaff report back to Council no later than June, 2021 for Council’s consideration, with provisions for a by-law respecting Enforcement of Orders During a Declared Emergency and a by-law to Establish a Process for Administrative Penalties.
Page 6 of 219
Page 96 - 184
d)
2021-035 Office of the Chief Administrative Officer Frontenac Regional Roads Network – KPMG Final Report Recommendation Be It Resolved that the Frontenac Regional Roads Network – KPMG Final Report be received; And Further That the Council of the County of Frontenac forward the report to each of the member municipalities for their review and action; And Further That the County provide the report to the Ministry of Municipal Affairs and Housings advising that any further action will be at the discretion of the member municipalities; And Further ThatCounty involvement in this project moving forward be at the request of the member municipalities.
185 - 188
e)
2021-036 Planning and Economic Development Communal Service Governance/Operations Model Review Committee – Creation of a Municipal Services Corporation Recommendation Resolved That the Council of the County of Frontenac receive and approve the ‘Communal Services Governance Model – Final Report’ (03 March 2021) prepared by WSP consulting; And Further That Council endorse the recommendations of the Communal Service Governance/Operations Committee to create a Municipal Service Corporation (MSC) to manage communal service development across Frontenac, and that each Township invest in the MSC using a weighted assessment model; And Further ThatCouncil send this recommendation to each Township for consideration and endorsement in May, 2021.
189 - 203
Information Reports from the Chief Administrative Officer a) 2021-033 Fairmount Home Resident and Family Annual Satisfaction Survey 2020
Page 7 of 219
Page 204 - 207
b)
2021-037 Corporate Services Queen’s University Archives Annual Report to the County of Frontenac for 2020
208 - 216
c)
2021-038 Office of the Chief Administrative Officer Annual Complaints Handling Report
Reports from Council Liaison Appointees a) Emergency and Transportation Services - Councillor Higgs b)
Long Term Care (Fairmount Home) - Councillor Martin
c)
Corporate Services - Councillor MacDonald
d)
Planning and Economic Development - Councillor Revill
Reports from External Boards and Committees a) Kingston Frontenac Library Board Update - Councillor Revill b)
KFL&A Public Health Board Update - Deputy Warden Doyle
c)
Housing and Homelessness Committee Update - Warden Smith
d)
Food Policy Council of Kingston, Frontenac, Lennox and Addington Councillor Higgs
Reports from Advisory Committees of County Council 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
Page 8 of 219
Page a)
Amendments to Councillor Liaison Reports to Council Moved by Warden Vandewal Seconded by Councillor Higgins Whereas Procedural By-law 2013-0020, Schedule D – Council Liaisons sets out the purpose of Council Liaisons to act as a conduit between Council and senior leadership and to be the primary spokesperson for issues related to the operation of the department and direction; And Whereas Schedule D also sets out the expectations of Council Liaisons, with one being to provide on a monthly basis, an overview of the Departmental activities to County Council. Therefore Be It Resolved That Procedural By-law 2013-0020, Schedule D, Expectations be amended to:
- require that councillor liaison reports be written and included for information in the council agenda package, with no verbal updates provided at the meeting unless there are any questions on written report; or
- delete the requirement for providing a monthly overview of the Departmental activities unless there is something that needs county council support.
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 South Glengarry regarding Resolution concerning the Provincial Rollout of COVID-19 vaccines [Distributed to Members of County Council March 19, 2021] b)
From the Municipality of Tweed Regarding Advocacy for Reform of Joint and Several Liability [Distributed to Members of County Council March 19, 2021]
c)
Letter of Support from the Municipality of Leamington Regarding the Ontario Fire College [Distributed to Members of County Council March 19, 2021]
d)
From Jacalyn Duffin, Concerned Citizen Regarding allowing motorized vehicles on the K&P Trail [Distributed to Members of County Council March 19, 2021]
Page 9 of 219
Page e)
From the Muskoka District Council requesting the Province to reverse its decision to close the Ontario Fire College [Distributed to Members of County Council March 19, 2021]
f)
From EORN providing a 5G Resource Guide that EORN [Distributed to Members of County Council March 19, 2021]
g)
From the Ontario Recreation Facilities Association Inc. regarding Open Letter to ORFA Members and Industry Employers [Distributed to Members of County Council March 19, 2021]
h)
From the Town of Plympton-Wyoming Supports Norfolk County resolution regarding Carbon Tax [Distributed to Members of County Council March 19, 2021]
i)
From the Town of Plympton-Wyoming Supporting the Town of Gravenhurst resolution on the Ontario Fire College [Distributed to Members of County Council March 19, 2021]
j)
From the Town of Plympton-Wyoming Supporting the City of Sarnia resolution for Colour Coded Capacity Limits [Distributed to Members of County Council March 19, 2021]
k)
From the Municipality of Grey Highlands Regarding the Ontario Fire College [Distributed to Members of County Council March 26, 2021]
l)
From the Niagara Region Regarding Homelessness, Mental Health and Addiction in Niagara [Distributed to Members of County Council March 26, 2021]
m)
From the Town of Fort Erie regarding support of Sarnia resolution on Colour Coding and adjusting capacity limits [Distributed to Members of County Council March 26, 2021]
n)
From the Town of Fort Erie regarding support of Township of Brock resolution on Cannabis licensing and enforcement [Distributed to Members of County Council March 26, 2021]
o)
From the Town of Fort Erie regarding support of the Town of Lincoln resolution for McNally House Hospice End of Life [Distributed to Members of County Council March 26, 2021]
p)
From the Town of Fort Erie regarding support of Niagara Region for Homelessness, Mental Health, and Addiction [Distributed to Members of County Council March 26, 2021]
q)
From the Township of Edwardsburgh Cardinal regarding resolution respecting the Closure of Ontario Fire College [Distributed to Members of County Council March 26, 2021]
Page 10 of 219
Page r)
From the City of Owen Sound regarding support of the Municipality of West Grey resolution for Municipal Insurance Rate [Distributed to Members of County Council March 26, 2021]
s)
From the Municipality of Calvin regarding a resolution in support of Universal Paid Sick Days [Distributed to Members of County Council March 26, 2021]
t)
Email from Sarah Keyes regarding Bill 216 - Policy Briefing Note requesting input and support [Distributed to Members of County Council March 26, 2021]
u)
From the Township of Pickle Lake regarding a resolution requesting changes to the Municipal Elections Act [Distributed to Members of County Council March 26, 2021]
v)
Resolution from the Municipality of Calvin Regarding Universal Paid Sick Days [Distributed to Members of County Council April 2, 2021]
w)
Resolution from the Town of Orangeville Regarding Bill 257 [Distributed to Members of County Council April 2, 2021]
x)
From the Town of Kingsville Regarding Bill C-21 [Distributed to Members of County Council April 2, 2021]
y)
From the Township of Hudson regarding resolution of Support for Fire Departments [Distributed to Members of County Council April 2, 2021]
z)
Letter from the City of Kitchener regarding a resolution concerning Planning Act Timelines [Distributed to Members of County Council April 2, 2021]
aa) From the Minister of the Solicitor General regarding County of Frontenac 2020 Compliance results under the Emergency Management and Civil Protection Act (EMCPA) [Distributed to Members of County Council April 2, 2021] ab) From Eastern Ontario Wardens’ Caucus Regarding Broadband Funding Commitment [Distributed to Members of County Council April 2, 2021] ac)
Kingston & Frontenac Housing Corporation Annual Occupancy Report ending December 31, 2020 [Distributed to Members of County Council April 2, 2021]
ad) Letter of resignation by Barrie Gilbert from the Community Development Advisory Committee (CDAC) [Distributed to Members of County Council April 2, 2021] ae) Letter of resignation by Mary Kloosterman from the Community Development Advisory Committee (CDAC) [Distributed to Members of County Council April 2, 2021]
Page 11 of 219
Page af)
From Daryl Krampco regarding updates on Food Literacy for Students and Bill 216 [Distributed to Members of County Council April 2, 2021]
ag) From the Town of Caledon providing Letter to Minister Hajdu in Support for 988 a 3-digit Suicide and Crisis Prevention Hotline [Distributed to Members of County Council April 9, 2021] ah) From the Town of Caledon providing Letter to Premier Ford regarding Ontario Fire College Closure [Distributed to Members of County Council April 9, 2021] ai)
Letter of Support from the Town of Amherstburg Regarding Universal Paid Sick Days in Ontario [Distributed to Members of County Council April 9, 2021]
aj)
Letter of Support from the Town of Amherstburg Regarding Amendments to the Agricultural Tile Drainage Installation Act. [Distributed to Members of County Council April 9, 2021]
ak)
Southern Frontenac Community Services April 2021 Newsletter [Distributed to Members of County Council April 9, 2021]
al)
From the Township of Lake of Bays to the City of Sarnia supporting its resolution in support of Colour Coded Capacity Limits [Distributed to Members of County Council April 9, 2021]
am) Letter of Support from the Township of Zorra Regarding Reform of Joint and Several Liability [Distributed to Members of County Council April 9, 2021] an) Letter of Support from the Township of Essa Regarding Bill 257, Schedule C [Distributed to Members of County Council April 16, 2021] ao) From the Township of Frontenac Islands requesting release of Gas Tax Funding Double Up [Distributed to Members of County Council April 16, 2021] ap) Letter from the City of Kitchener Regarding Planning Act Timelines [Distributed to Members of County Council April 16, 2021] aq) From the Township of Springwater Regarding Clean Fuel Standard [Distributed to Members of County Council April 16, 2021] Other Business Public Question Period By-Laws – General By-laws and Confirmatory By-law
Page 12 of 219
Page a)
First and Second Reading Resolved That leave be given the mover to introduce by-laws a) and b) that have been circulated to all Members of County Council and that bylaws a) and b) be read a first and second time.
b)
Third Reading Resolved That by-laws a) and b) be read a third time, signed, sealed and finally passed. By-Laws
217
a)
To authorize the execution of an Agreement with Province of Ontario should the application to the Investing in Canada Infrastructure Program Community, Culture & Recreation Stream for the purpose improving access, safety and amenities along the K&P Trail. [Proposed By-law No. 2021-0013]
218 - 219
b)
To confirm all actions and proceedings of County Council on April 21, 2021 [Proposed By-law No. 2021-0014]
Adjournment
Page 13 of 219
AGENDA ITEM #a)
Minutes of the Regular Meeting of Council March 17, 2021 A regular meeting of the Council of the County of Frontenac was held in virtual electronic format, hosted at the County Administrative Office, 2069 Battersea Road, Glenburnie on Wednesday, March 17, 2021 and was called to order at 9:00 a.m. Regular business commenced at 9:30 a.m. There was a “Closed Meeting” of the Committee of the Whole from 9:02 am to 9:10 am and then reconvened from 11:33 am to 12:23 pm. Present:
Warden Ron Vandewal, Deputy Warden Denis Doyle, Councillors Fran Smith, Bruce Higgs, Bill MacDonald, Gerry Martin and Alan Revill
Present Electronically:
Councillor Ron Higgins
Also Present:
County: Kelly Pender, Chief Administrative Officer Gale Chevalier, Chief/Director of Emergency & Transportation Services Jannette Amini, Manager of Legislative Services/Clerk
Also Present Electronically:
Susan Brant, Administrator-Fairmount Home Joe Gallivan, Director of Planning and Economic Development Alex Lemieux, Director of Corporate Services/Treasurer Barb McCulloch, Director of Human Resources Richard Allen, Manager of Economic Development
Closed Session Motion #: 38-21
Moved By: Seconded By:
Deputy Warden Doyle Councillor Smith
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 February 17, 2021
- Labour relations or employee negotiations - as it relates to attendance management
- A proposed or pending acquisition or disposition of land by the municipality or local board - as it relates to the potential location of an additional land ambulance base
Page 14 of Minutes of Meeting held March 17,219 2021
AGENDA ITEM #a)
- Labour relations or Employee Negotiations - as it relates to the potential location of an additional land ambulance base
- A position, plan, procedure, criteria or instruction to be applied to any negotiations carried on or to be carried on by or on behalf of the municipality or local board - as it relates to the potential location of an additional land ambulance base Carried Motion #: 39-21
Moved By: Seconded By:
Councillor Higgs Councillor MacDonald
Resolved That Council rise from Committee of the Whole closed session without reporting and reconvene as part of Recommend Reports from the Chief Administrative Officer, clauses g) and h) Carried Approval of Addendum Motion #: 40-21
Moved By: Seconded By:
Councillor Revill Councillor Martin
Resolved That the addendum for the March 17, 2021 meeting of the Council of the County of Frontenac be approved. Carried Disclosure of Pecuniary Interest and General Nature Thereof There were none. Adoption of Minutes a)
Minutes of Meeting held February 17, 2021
Motion #: 41-21
Moved By: Seconded By:
Councillor Higgins Deputy Warden Doyle
Resolved That the minutes of the regular Council meeting held February 17, 2021 be adopted. Carried Deputations and/or Presentations a)
Mr. Marc Moeys of the Verona District ATV Club addressed Council in support of ATV access on the K&P Trail through Verona. [See Recommend Reports from the Chief Administrative Officer, clause e)]
Regular Meeting of Council Minutes March 17, 2021
Page 15 of Minutes of Meeting held March 17,219 2021
Page 2 of 12
AGENDA ITEM #a)
Proclamations Move into Committee of the Whole Motion #: 42-21
Moved By: Seconded By:
Councillor Smith Councillor Higgs
That Council adjourn and meet as Committee of the Whole Council, with the Deputy Warden in the Chair. Carried Briefings a)
Mr. Kelly Pender, Chief Administrative Officer, provided Council with his monthly CAO briefing. Unfinished Business Recommend Reports from the Chief Administrative Officer
a)
2021-022 Emergency and Transportation Services Community Paramedicine for Long-Term Care
Motion #: 43-21
Moved By: Seconded By:
Councillor MacDonald Councillor Revill
Resolved That the Council of the County of Frontenac receive the Emergency and Transportation Services –Frontenac Paramedics – Community Paramedicine for LongTerm Care report for information. And Further That the Council of the County of Frontenac authorize the Warden and Clerk to execute an agreement with the Her Majesty the Queen in right of Ontario as represented by the Minister of Long-Term Care for a Community Paramedicine program. And Further That the Council of the County of Frontenac accept the staffing plan and hiring of positions to support this Community Paramedicine Program. Carried
Regular Meeting of Council Minutes March 17, 2021
Page 16 of Minutes of Meeting held March 17,219 2021
Page 3 of 12
AGENDA ITEM #a)
b)
2021-023 Emergency and Transportation Services 2020 Legislated Response Time Standard Performance Plan - Reporting to the Ministry of Health and Long Term Care (MOHLTC)
Motion #: 44-21
Moved By: Seconded By:
Councillor Martin Warden Vandewal
Resolved That the Council of the County of Frontenac receive the Emergency and Transportation Services - 2020 Legislated Response Time Standard Performance Plan Reporting to Ministry of Health and Long Term Care (MOHLTC) for information, And Further That the 2020 Response Time Standard Performance Plan outcomes for the County of Frontenac be reported to the Director, Emergency Health Regulatory and Accountability Branch, Ministry of Health and Long Term Care as required by legislation. Carried c)
2021-024 Corporate Services Amendments to Procedural By-law 2013-0020 regarding updates to the CAO Performance Appraisal Review Panel Terms of Reference
Motion #: 45-21
Moved By: Seconded By:
Councillor Higgins Councillor Smith
Resolved that the Council of the County of Frontenac receive the Corporate Services – Amendments to Procedural By-law 2013-0020 regarding updates to the CAO Performance Appraisal Review Committee Terms of Reference report for information; And Further That Procedural By-law 2013-0020, as amended, be further amended to add to Schedule B-6, under Mandate/Terms of Reference: 4, a., an additional bullet as follows: v.
To avoid any real or perceived conflict of interest, pecuniary interest or personal gain for the CAO, their family or associates, an annual disclosure memo be presented to the Panel on any external activities that he/she is currently engaged in. Carried
d)
2021-025 Corporate Services Appointment of an Area Weed Inspector for the County of Frontenac
Motion #: 46-21
Moved By: Seconded By:
Councillor Higgs Councillor MacDonald
Be It Resolved That the Council of the County of Frontenac receive the Corporate Services – Appointment of an Area Weed Inspector for the County of Frontenac report for information; Regular Meeting of Council Minutes March 17, 2021
Page 17 of Minutes of Meeting held March 17,219 2021
Page 4 of 12
AGENDA ITEM #a)
And Further That the Clerk be directed to bring forward a by-law later in the meeting appointing Kelly J. Pender as Area Weed Inspector for the County of Frontenac. Carried Council recessed at 10:30 a.m. Council reconvened at 10:42 a.m. e)
2021-028 Planning and Economic Development Review of motorized access to the Verona Corridor of the Frontenac K&P Trail
Motion #: 47-21
Moved By: Seconded By:
Councillor Revill Councillor Martin
Be it Resolved That access for ATV use on the Frontenac K&P Trail from Craig Road south to the Verona Trailhead at Bellrock Road be extended on a temporary basis until further information is available on the anticipated housing development in Verona, with consultation between the County and the Township of South Frontenac. Carried as Amended (See motion to amend below which was Carried) Motion to Amend Motion #: 48-21
Moved By: Seconded By:
Councillor Revill Warden Vandewal
That the motion be amended to delete the words “permitted on a permanent basis” and replace with the words “be extended on a temporary basis until further information is available on the anticipated housing development in Verona, with consultation between the County and the Township of South Frontenac.” Carried f)
Staff Briefing: Mr. Kelly Pender, CAO and Chief Chevalier, briefed the Committee of the Whole with respect to Proposed Paramedic Deployment Plan [See Recommend Reports from the Chief Administrative Officer clause g)]
Motion #: 49-21
Moved By: Seconded By:
Councillor Higgins Warden Vandewal
Resolved That Council resolve itself into Committee of the Whole closed session as authorized under Section 239 of The Municipal Act, to consider:
Regular Meeting of Council Minutes March 17, 2021
Page 18 of Minutes of Meeting held March 17,219 2021
Page 5 of 12
AGENDA ITEM #a)
- A proposed or pending acquisition or disposition of land by the municipality or local board - as it relates to the potential location of an additional land ambulance base
- Labour relations or Employee Negotiations - as it relates to the potential location of an additional land ambulance base
- A position, plan, procedure, criteria or instruction to be applied to any negotiations carried on or to be carried on by or on behalf of the municipality or local board - as it relates to the potential location of an additional land ambulance base Carried Motion #: 50-21
Moved By: Seconded By:
Councillor MacDonald Councillor Revill
Resolved That Council rise from Committee of the Whole closed session without reporting. Carried g)
2021-027 Office of the Chief Administrative Officer Proposed Paramedic Deployment Plan
Motion #: 51-21
Moved By: Seconded By:
Councillor Smith Councillor Higgs
Be It Resolved That the Council of the County of Frontenac receive the briefing and report 2021-027 – Proposed Paramedic Deployment Plan: And Further That the Council of the County of Frontenac direct staff to proceed with the planning process for the construction of a paramedic station to be located at the property identified in the closed session report; And Further That as part of the planning process a detailed financial plan be completed that will provide for a predictable budget impact; And Further That the sum of $25,000 be taken from the sustainability reserve for the purpose of completing the planning process; And Further That staff report back to Council regarding progress on the plan prior to the end of September 2021. Carried Information Reports from the Chief Administrative Officer a)
2021-029 Corporate Services 2020 Remuneration and Reimbursement of Expenses to Council Members and Non-Council Appointees Report
Regular Meeting of Council Minutes March 17, 2021
Page 19 of Minutes of Meeting held March 17,219 2021
Page 6 of 12
AGENDA ITEM #a)
Reports from Council Liaison Appointees a)
Emergency and Transportation Services - Councillor Higgs
Councillor Higgs provided an overview of the Emergency and Transportation Services liaison activities since the last Council meeting. b)
Long Term Care (Fairmount Home) - Councillor Martin
Councillor Martin provided an overview of the Long Term Care (Fairmount Home) liaison activities since the last Council meeting. c)
Corporate Services - Councillor MacDonald
Councillor MacDonald provided an overview of the Corporate Services liaison activities since the last Council meeting. d)
Planning and Economic Development - Councillor Revill
Councillor Revill provided an overview of the Planning and Economic Development liaison activities since the last Council meeting. Reports from External Boards and Committees a)
Kingston Frontenac Library Board Update - Councillor Revill
No Report. b)
KFL&A Public Health Board Update - Deputy Warden Doyle
Deputy Warden Doyle provided an overview of the KFL&A Public Health Board activities since the last Council meeting. c)
Housing and Homelessness Committee Update - Warden Smith
Councillor Smith provided an overview of the Housing and Homelessness Advisory Committee activities since the last Council meeting. d)
Food Policy Council of Kingston, Frontenac, Lennox and Addington Councillor Higgs
Councillor Higgs provided an overview of the Food Policy Council of Kingston, Frontenac, Lennox and Addington activities since the last Council meeting.
Regular Meeting of Council Minutes March 17, 2021
Page 20 of Minutes of Meeting held March 17,219 2021
Page 7 of 12
AGENDA ITEM #a)
Reports from Advisory Committees of County Council a)
Staff Briefing: Mr. Kelly Pender, Chief Administrative Officer, briefed the Committee of the Whole with the Detailed Designs developed by Colbourne & Kembel Architects Inc. as being recommended by the Administrative Building Design Task Force.
b)
Report of the Administrative Building Design Task Force
Motion #: 52-21
Moved By: Seconded By:
Councillor Martin Councillor MacDonald
That the Report received from the Administrative Building Design Task Force be received and adopted. Report of the Administrative Building Design Task Force The Administrative Building Design Task Force reports and recommends as follows: 2021-021 Office of the Chief Administrative Officer Review of Detailed Design Plans and Budget Financial Analysis for the Joint Administrative Building Be It Resolved That the Office of the Chief Administrative Officer – Office of the Chief Administrative Officer – Review of Detailed Design Plans and Budget/Financial Analysis for the Joint Administrative Building be received; And Further That the Council of the County of Frontenac approve the Detailed Designs developed by Colbourne & Kembel Architects Inc. and proceed through Phase 3 of the Workplan – RFP for Detailed Design, as noted in the report. Carried Return to Council Motion #: 53-21
Moved By: Seconded By:
Councillor Higgs Warden Vandewal
That Council revert from Committee of the Whole Council, to Council. Carried Adoption of the Report of the Committee of the Whole Council Motion #: 54-21
Moved By: Seconded By:
Deputy Warden Doyle Councillor Higgins
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 March 17, 2021
Page 21 of Minutes of Meeting held March 17,219 2021
Page 8 of 12
AGENDA ITEM #a)
Motions, Notice of Which has Been Given Giving Notice of Motion Communications That Council consent to the following communications of interest to Council listed below be received and filed: a) b) c) d) e) f) g) h) i) j) k) l) m) n)
From Robert Tremblay, AMCTO President Regarding An Open Letter to Ontario Municipal Councils [Distributed to Members of County Council February 19, 2021] From the Township of Perry Regarding Community Safety & Well-Being Plan
- Extension Request [Distributed to Members of County Council February 26, 2021] Letter of Support from the Township of Perry Regarding Children and Childcare as part of the Governments Post Pandemic Recovery Plan [Distributed to Members of County Council February 26, 2021] Letter of Support from the Township of Perry regarding the Ontario Fire College [Distributed to Members of County Council February 26, 2021] From the Township of the Archipelago Regarding the Review of the Municipal Elections Act [Distributed to Members of County Council February 26, 2021] Letter of Support from the Municipality of St. Charles Regarding the Cannabis Act and Health Can Guideline [Distributed to Members of County Council February 26, 2021] From the Township of South Glengarry Regarding MFIPPA Reform [Distributed to Members of County Council February 26, 2021] From the Township of South Glengarry Regarding Automatic Speed Enforcement [Distributed to Members of County Council February 26, 2021] From Kingston & Frontenac Housing Corporation Regarding the February 22, 2021 Meeting Agenda [Distributed to Members of County Council February 26, 2021] Letter of Support from the Township of Strong Regarding the Ontario Fire College Closure [Distributed to Members of County Council February 26, 2021] Letter of Support from the City of Port Colborne Regarding the Ontario Fire College Closure [Distributed to Members of County Council February 26, 2021] Letter of Support from the Town of Mono Regarding the Ontario Fire College Closure [Distributed to Members of County Council February 26, 2021] Letter of Support from the Township of the Archipelago Regarding the Ontario Fire College Closure [Distributed to Members of County Council February 26, 2021] From the Township of Tiny regarding Letter to AMO regarding Closure of
Regular Meeting of Council Minutes March 17, 2021
Page 22 of Minutes of Meeting held March 17,219 2021
Page 9 of 12
AGENDA ITEM #a)
o) p) q) r) s) t) u) v) w) x) y) z) aa) ab) ac) ad) ae)
Ontario Fire College [Distributed to Members of County Council February 26, 2021] From the Municipality of West Grey regarding support of resolution for Municipal Insurance Rates [Distributed to Members of County Council February 26, 2021] From the Regional Municipality of Halton Regarding Long-Term Care Homes [Distributed to Members of County Council March 5, 2021] Motion from the Regional Municipality of Halton Regarding Long-Term Care Homes [Distributed to Members of County Council March 5, 2021] From the Township of Howick regarding a letter to Premier Ford over the closure of the Ontario Fire College campus [Distributed to Members of County Council March 5, 2021] From the Township of Lake of Bays Regarding Capacity Limits for Restaurants in Stage 2 under the Reopening Ontario Act, 2020 [Distributed to Members of County Council March 5, 2021] Resolution from Sarnia City Council regarding Colour Coded Capacity Limits [Distributed to Members of County Council March 5, 2021] From Niagara Region Regarding Schedule 6, Bill 197, COVID-19 Economic Recovery Act, 2020 [Distributed to Members of County Council March 5, 2021] Motion from Niagara Region Regarding Homelessness, Mental Health and Addiction in Niagara [Distributed to Members of County Council March 5, 2021] From Howick Township regarding resolution requesting OMAFRA amend the Tile Drainage Installation Act [Distributed to Members of County Council March 5, 2021] Background information from Howick Township regarding the Tile Drainage Act [Distributed to Members of County Council March 5, 2021] From the Township of Adjala-Tosorontio supporting request for OMAFRA to amend the Tile Drainage Act [Distributed to Members of County Council March 5, 2021] From the Township of Brock Regarding Cannabis Licencing and Enforcement [Distributed to Members of County Council March 12, 2021] From the Township of Brock Regarding Ontario Fire College, Gavenhurst [Distributed to Members of County Council March 12, 2021] From the Town of Bracebridge regarding the request to the Province of Ontario to reverse the decision to close the Ontario Fire College [Distributed to Members of County Council March 12, 2021] From the Township of Limerick providing resolution regarding the decision to close the Ontario Fire College [Distributed to Members of County Council March 12, 2021] From the Municipality of Morris-Turnberry regarding Support of Resolution regarding Ontario Fire College [Distributed to Members of County Council March 12, 2021] Fire Marshal’s Communiqué 2021-02 - Ontario Fire College Training
Regular Meeting of Council Minutes March 17, 2021
Page 23 of Minutes of Meeting held March 17,219 2021
Page 10 of 12
AGENDA ITEM #a)
af)
Modernization [Distributed to Members of County Council March 12, 2021] Invitation from EORN regarding Cell Gap Contract Announcement [Distributed to Members of County Council March 12, 2021] Other Business
a)
EORN Resolution of Support for Gig Project
Motion #: 55-21
Moved By: Seconded By:
Councillor Smith Deputy Warden Doyle
Whereas residents and businesses across our municipality need access to modern and adequate high-speed broadband services. And Whereas the demand for high-speed broadband services will continue to grow year after year. And Whereas our residents and businesses should not continue to be disadvantaged by the lack of access to high-speed services. And Whereas the Eastern Ontario Regional Network (EORN) has submitted a comprehensive regional project to deliver a Gig (up to 1,000 Mbps) of speed that will serve our residents and businesses long into the future. And Whereas EORN’s approach has proven itself very successful and represents an efficient and effective way to solve our broadband needs. Now Therefore Be It Resolved That the Council of the County of Frontenac request both the federal and provincial governments to immediately fund the EORN Gig Project; And Further That a letter of support with a copy this resolution be sent to The Honourable Maryam Monsef, Minister for Women and Gender Equality and Rural Economic Development and The Honourable Laurie Scott, Minister of Infrastructure, with copies to Scott Reid, MP, Lanark-Frontenac-Kingston, Mark Gerretsen, MP, Kingston and the Islands, Randy Hillier, MPP, Lanark-Frontenac-Kingston and Ian Arthur, MPP, Kingston and the Islands. Carried Public Question Period By-Laws – General By-laws and Confirmatory By-law a)
First and Second Reading
Motion #: 56-21
Moved By: Seconded By:
Councillor Martin Councillor Revill
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. Carried
Regular Meeting of Council Minutes March 17, 2021
Page 24 of Minutes of Meeting held March 17,219 2021
Page 11 of 12
AGENDA ITEM #a)
b)
Third Reading
Motion #: 57-21
Moved By: Seconded By:
Councillor Martin Councillor Revill
Resolved That by-laws a) through d) be read a third time, signed, sealed and finally passed. Carried By-Laws a) b) c)
d)
To appoint an Area Weed Inspector for the County of Frontenac. [Proposed By-law No. 2021-0009] To amend By-law No. 2013-0020 (CAO Performance Appraisal Review Panel Terms of Reference) [Proposed By-law No. 2021-0010] To authorize the execution of an agreement with the Her Majesty the Queen in the right of Ontario as represented by the Minister of Long-Term Care for a Community Paramedicine Program. [Proposed By-law No. 2021-0011] To confirm all actions and proceedings of County Council on March 17, 2021 [Proposed By-law No. 2021-0012] Adjournment
Motion #: 58-21
Moved By: Seconded By:
Councillor Higgs Councillor MacDonald
That the meeting hereby adjourn at 12:42 p.m. Carried
Ron Vandewal, Warden
Regular Meeting of Council Minutes March 17, 2021
Page 25 of Minutes of Meeting held March 17,219 2021
Jannette Amini, Clerk
Page 12 of 12
AGENDA ITEM #a)
2020
2019
$
$
10,883,873 3,568,107 16,786,426 11,608,704 174,000 878,884 136,321 140,000 739,206
10,855,470 3,436,036 20,675,545 10,733,106 –816,780 21,138 212,231 1,047,077
10,354,357 3,538,501 17,702,995 11,090,845 87,750 819,832 129,588 277,539 705,230
44,915,521
47,797,383
44,706,637
3,159,322 10,030 1,083,424 18,767,674 782,885 15,773,281 863,489 732,503 1,045,611 953,245
4,277,719 721 1,161,787 19,606,806 785,970 15,368,869 874,313 507,507 993,520 887,455
3,919,015 4,306 1,165,941 19,213,836 771,315 13,583,991 876,292 767,106 1,122,699 1,181,850
TOTAL EXPENDITURES
43,171,464
44,464,667
42,606,351
NET REVENUES FROM OPERATIONS
1,744,057
3,332,716
2,100,286
248,040 406,000 654,040
153,516 472,618 626,134
130,491 164,587 295,078
ANNUAL SURPLUS
2,398,097
3,958,850
2,395,364
MUNICIPAL EQUITY, BEGINNING OF YEAR
34,099,560
34,099,560
31,704,196
MUNICIPAL EQUITY, END OF YEAR
36,497,657
38,058,410
34,099,560
REVENUES Taxation ▸ from other governments User charges Government grants ▸ provincial ▸ other municipalities ▸ Federal Deferred revenues earned (note 4) Provincial offences fines penalties Investment income Other income
TOTAL REVENUES
$
D
For the year ended December 31
ra
(Note 16) Budget
ft
County of Frontenac Consolidated Statement of Operations
EXPENDITURES General government Protection to persons and property Transportation services Ambulance services Health services Social and family services Libraries Social housing Planning and development Other
OTHER Grants and transfers related to capital Other municipalities Deferred revenue (note 4)
The accompanying notes are an integral part of these consolidated financial statements.
8
Page 26 of 219 Mr. Howard Allen, Allen Chartered Accountants will address County Counci…
AGENDA ITEM #a)
County of Frontenac Consolidated Statement of Changes in Net Financial Assets (Note 16) Budget
2020
$
$
ANNUAL SURPLUS
2,398,097
3,958,850
2,395,364
Amortization of tangible capital assets Acquisition of tangible capital assets (Loss) gain on sale of tangible capital assets Proceeds on sale of tangible capital assets (Acquisition) disposal of inventories of supplies Acquisition (disposal) of prepaid expenses
1,832,291 (1,559,429)
1,742,193 (1,331,330) (23,706) 50,372 (196,183) 72,681
1,700,642 (1,224,545) 16,741 20,300 34,391 (81,476)
272,862
314,027
466,053
INCREASE IN NET FINANCIAL ASSETS
2,670,959
4,272,877
2,861,417
NET FINANCIAL ASSETS, BEGINNING OF YEAR
10,525,571
10,525,571
7,664,154
NET FINANCIAL ASSETS, END OF YEAR
13,196,530
14,798,448
10,525,571
ra
ft
2019
The accompanying notes are an integral part of these consolidated financial statements.
9
Page 27 of 219 Mr. Howard Allen, Allen Chartered Accountants will address County Counci…
$
D
For the year ended December 31
AGENDA ITEM #a)
County of Frontenac Consolidated Statement of Financial Position 2019
ft
2020
ra
December 31
$
$
D
ASSETS Financial Assets Cash Investments Accounts receivable
12,786,929 9,034,379 2,620,717
8,597,637 8,395,685 2,806,495
24,442,025
19,799,817
5,670,733 370,031 635,060 445,554 2,522,199
3,879,123 349,210 291,263 907,758 3,846,892
9,643,577
9,274,246
14,798,448
10,525,571
22,821,397 377,135 61,430
23,258,926 180,952 134,111
23,259,962
23,573,989
38,058,410
34,099,560
LIABILITIES Financial Liabilities Accounts payable and accrued liabilities Employee future benefit obligations (note 3) Deferred revenues Deferred revenues ▸ obligatory reserve fund (note 4) Long term liabilities (note 5)
NET FINANCIAL ASSETS NON-FINANCIAL ASSETS Tangible capital assets (note 14) Inventories Prepaid expenses
Commitments (note 11) Contingent Liabilities (note 9)
MUNICIPAL EQUITY (note 6)
The accompanying notes are an integral part of these consolidated financial statements.
7
Page 28 of 219 Mr. Howard Allen, Allen Chartered Accountants will address County Counci…
AGENDA ITEM #a)
County of Frontenac Five Year Financial Review 2020
2019
2018
2016
Population (Statistics Canada)
26,677
26,677
26,677
26,677
26,677
Number of Households (MPAC)
19,761
19,668
19,588
19,461
19,358
Residential Multi-residential Commercial Industrial Farmland
$ 5,639,914 6,532 54,316 19,428 229,602
$ 5,489,065 6,287 52,569 18,118 204,987
$ 5,351,072 6,006 50,325 16,468 180,121
$ 5,229,875 5,697 49,096 15,368 153,079
$ 5,274,145 5,416 48,787 13,117 130,330
Total
5,949,792
5,771,026
5,603,992
5,453,115
5,471,795
0.186451 0.186451 0.186451 0.186451
0.182728 0.182728 0.182728 0.182728
0.178446 0.178446 0.178446 0.178446
0.175201 0.175201 0.175201 0.175201
0.166857 0.166857 0.166857 0.166857
$ 10,855 31,409 5,533 626
$ 10,354 28,882 5,471 295
$ 9,823 27,087 5,299 11
$ 9,400 25,304 5,310 444
$ 9,041 24,619 4,948 746
48,423
45,002
42,220
40,458
39,354
44,464 1,742
42,606 1,701
40,597 1,616
38,698 1,576
38,642 1,420
30.89% 136.32%
23.54% 101.65%
18.16% 78.02%
15.80% 67.25%
13.00% 55.52%
Taxable Assessment (000’s)
2017
D
December 31
ra
ft
(not subject to audit)
Rates of Taxation ▸ ▸ ▸ ▸
residential (municipal) multi-residential (municipal) commercial (municipal) industrial (municipal)
Revenues for County Purposes (000’s) ▸ ▸ ▸ ▸
Taxation Government transfers Other Revenues related to capital assets
Total
Expenditures (000’s) ▸ Operations ▸ Amortization
Net Financial Assets (Net Debt) ▸ % of Operating Revenue (>(20%))** ▸ % of Taxation (>(50%))**
** Represents the Provincial Low Risk Indicator. (Note: All dollar amounts are in thousands of dollars.)
1
Page 29 of 219 Mr. Howard Allen, Allen Chartered Accountants will address County Counci…
AGENDA ITEM #a)
County of Frontenac Five Year Financial Review (not subject to audit) 2019
2018
$
$
$
▸ Net long term debt (000’s)
2,522
3,847
▸ Long term debt charges (000’s)
1,528
▸ Total annual repayment limit (000’s)
2017
2016
ft
2020
ra
December 31
$
5,093
6,265
7,368
1,528
1,528
1,528
1,528
2,040
2,309
2,236
2,194
2,092
▸ Long term debt per household (Frontenac portion)
83
83
83
83
83
▸ Debt charges (000’s) ▸ tax supported ▸ City of Kingston ▸ Government of Ontario
334 711 483
334 711 483
334 711 483
334 711 483
334 711 483
▸ Surplus and Reserves
17,863
14,777
13,103
12,889
12,770
▸ Invested in capital assets
20,299
19,412
18,679
17,261
15,614
▸ Asset consumption ratio
40.81%
38.75%
37.27%
36.40%
35.38%
▸ Reserves as % of operating expenses (>20%)**
40.17%
34.68%
32.27%
33.31%
33.05%
▸ Sustainability ▸ financial assets to liabilities
2.5345
2.1349
1.8027
1.6056
1.3997
▸ financial assets to liabilities excluding long term debt
3.4322
3.6482
3.8638
4.0163
3.3864
▸ long term debt to tangible capital assets
11.05%
16.54%
21.42%
26.63%
32.06%
▸ capital reserves to accumulated amortization
53.28%
45.23%
43.03%
47.34%
51.40%
▸ Flexibility ▸ Debt charges to total operating revenue (<5%)**
3.19%
3.45%
3.62%
3.82%
3.96%
▸ Total operating revenue to taxable assessment
0.80%
0.77%
0.75%
0.73%
0.71%
▸ Working capital to operating expenses (>10%)**
38.95%
33.73%
31.42%
32.53%
32.06%
▸ Vulnerability ▸ Operating government transfers ▸ to operating revenue
65.56%
64.60%
64.17%
63.24%
63.77%
▸ Total government transfers ▸ to total revenues
66.00%
64.83%
64.18%
63.64%
64.45%
D
$
Long Term Debt
Municipal Equity (000’s)
Financial Indicators
2
Page 30 of 219 Mr. Howard Allen, Allen Chartered Accountants will address County Counci…
April 21, 2021 Report 2021-04
Page 31 of 219 Officer, will provide Council wi… Mr. Kelly Pender , Chief Administrative
Administrative Report
AGENDA ITEM #a)
Page 32 of 219 Officer, will provide Council wi… Mr. Kelly Pender , Chief Administrative
CAO Schedule • • • • • • •
AGENDA ITEM #a)
• • •
Provincial – Municipal Covid19 MOU Technical Working Group, March 23 AMO Long Term Care webinar, March 24 KFL&A Public Health Board presentation, March 24 Provincial – Municipal Covid19 MOU Technical Working Group, March 30 Frontenac CAO’s meeting, April 1 Communal Services Governance Committee meeting April 7 Provincial – Municipal Covid19 MOU Technical Working Group, April 13 Interviews for Project and Policy Coordinator, April 14, 15 EOWC CAO’s Planning Meeting, April 16 County Council April 21
Page 33 of 219 Officer, will provide Council wi… Mr. Kelly Pender , Chief Administrative
Update – EOWC and EOLC • Presentation re: Long-Term Care Report to the KFL&A Public Board of Health held on March 24, 2021 with the County of L&A
AGENDA ITEM #a)
Page 34 of 219 Officer, will provide Council wi… Mr. Kelly Pender , Chief Administrative
EORN welcomes 2021 Ontario Budget Broadband commitment The Government of Ontario announced a massive $2.8-billion additional investment to improve broadband access for residents across Ontario. This could represent another big step toward fast and reliable internet access for virtually all residents of Frontenac County, regardless of where they live Media release AGENDA ITEM #a)
Page 35 of 219 Officer, will provide Council wi… Mr. Kelly Pender , Chief Administrative
AMO Updates Every year at the AMO Conference the PJ Marshall Awards recognize municipal excellence and innovation in capital projects, operating efficiencies and new approaches to service delivery. If you have something you are proud to share, the deadline for 2021 submissions is May 28, 2021
•
April 30 is the last day to take advantage of the AMO 2021 early bird registration rate
•
On March 24, AMO hosted a webinar on long-term care for members. Link to the recording is here.
AGENDA ITEM #a)
•
Page 36 of 219 Officer, will provide Council wi… Mr. Kelly Pender , Chief Administrative
AMO Provincial Matters • The Creating More Inclusive Ontario: age-friendly community planning guide for municipalities and community organizations and its three supporting documents can be used to develop and support age-friendly communities in Ontario.
AGENDA ITEM #a)
• The Community Building Fund will support two streams - the operating stream will open to nonprofits on March 31, while the capital funding stream for municipalities and nonprofits will open later in 2021. The $50 million capital funding stream will go to municipalities and non-profit organizations to carry out sport and recreation facility infrastructure repairs, including retrofits and rehabilitation to meet COVID-19 public health protocol requirements.
Page 37 of 219 Officer, will provide Council wi… Mr. Kelly Pender , Chief Administrative
Policy Updates • • •
•
AGENDA ITEM #a)
•
Province Flows Gas Tax Funding – On January 14th, 2021 the Minister of Transportation announced that the Province is providing $375 million through the Gas Tax program to 109 municipalities for transit projects. 2021 Ontario Community Infrastructure Fund – During the 2021 ROMA conference, the Premier announced a $200 million investment for the 2021 Ontario Community Infrastructure Fund (OCIF). Consultations on Growing the Greenbelt – On February 17th, the Minister of Municipal Affairs and Housing announced the launch of a 60-day consultation on Growing the Greenbelt. The comment period ends on April 19th, 2021. Additional Funds for Audit and Accountability Program – On March 1st, 2021, the Province announced additional dollars towards the Audit and Accountability Fund to help large municipalities find better and more efficient ways to operate and save taxpayers’ dollars. Update on Marriage Licence Services – The Ontario Registrar General has sent two memos to Ontario Marriage Licence Issuers with information and updates as a result of the province-wide declaration of emergency.
Page 38 of 219 Officer, will provide Council wi… Mr. Kelly Pender , Chief Administrative
Bills and Lawmaking Bill 218: Supporting Ontario’s Recovery and Municipal Elections Act (Received Royal Assent on November 20, 2020). This bill amends the Municipal Elections Act to change Nomination Day to the 3rd Friday in August, removes a municipality’s ability to choose to implement ranked ballot voting, and changes the timeline for passing a bylaw authorizing the use of voting and vote-counting equipment or alternative voting method to May 1st of the year of an election. This effectively changes the timeline for clerks to establish corresponding procedures and forms to June 1st in the year of the election.
•
Bill 254: Protecting Ontario’s Election Act, 2020 (referred to Standing Committee on March 29th, 2021). The bill proposes a number of changes to processes and rules for Provincial elections as well as amendments to the Municipal Elections Act that would enable clerks to allow candidates and third-party advertisers to: 1) submit their nomination and registration forms electronically; 2) allow registered third-party advertisers to end their advertising campaigns before voting day; and 3) clarify that if a third-party advertiser files a nomination to run for office, their advertising campaign automatically ends.
AGENDA ITEM #a)
•
Page 39 of 219 Officer, will provide Council wi… Mr. Kelly Pender , Chief Administrative
Bills and Lawmaking Continued Bill 214: The Time Amendment Act (Received Royal Assent). If proclaimed, the Bill would amend the Time Act to make daylight savings time the standard time year-round. Consequential amendments are made to the Election Act, 1990 the Labour Relations Act, 1995, and the Mining Act, 1990. Of note is that when the Member introduced the Bill in the Legislative Assembly, he stated that in order for the Bill to be proclaimed into force, there would need to be similar changes made in other jurisdictions such as Quebec and New York.
•
Bill 260: Stopping Harassment and Abuse by Local Leaders Act (First Reading). This Bill would amend the Municipal Act and the City of Toronto Act in order to require the code of conduct for municipal councillors and members of local boards to include requirements for those councillors and members to comply with workplace violence and harassment policies. It would also permit municipalities and local boards to direct the Integrity Commissioner to apply to the court to vacate a member’s seat if a Commissioner’s inquiry determines that the member has contravened the code of conduct by failing to comply with the workplace violence or harassment policies.
AGENDA ITEM #a)
•
Page 40 of 219 Officer, will provide Council wi… Mr. Kelly Pender , Chief Administrative
Green Municipal Fund’s new funding initiative for community building retrofits The Government of Canada, the Green Municipal Fund (GMF) launched its new $167 million Community Buildings Retrofit (CBR) initiative to help Canadian municipalities* of all sizes and not-for-profit organizations retrofit existing community facilities – like, arenas, pools and libraries – to significantly reduce GHG emissions, while reviving important community assets. CBR recipients can retrofit a building to meet lower emissions targets, or advance longer-term solutions for deeper GHG reduction in their community facilities. Access grants and loans to make upgrades that lower GHGs and keep local cultural hubs thriving. Apply now.
AGENDA ITEM #a)
Are you interested in learning more about this initiative? Attend our info session on April 28 to hear municipal success stories, identify next steps for your community and discover how GMF can support you.
Page 41 of 219 Officer, will provide Council wi… Mr. Kelly Pender , Chief Administrative
Communications Update March, 2021 Website Pageviews FrontenacCounty.ca InFrontenac.ca FrontenacMaps.ca
34,035 7,496 7,668
Social media posts about the search for and rescue of young Jude Leyton were by far the most engaging to audiences of our channels in March.
Social Media Engagement 6,818 425 85 5.138 2,161 391
Total engagements % Change from prev
64,217
- 41
AGENDA ITEM #a)
County Facebook County Twitter County Instagram FPS Twitter Fairmount Facebook H.I. Ferry Twitter
Page 42 of 219 Officer, will provide Council wi… Mr. Kelly Pender , Chief Administrative
Communications Update Social media audiences also engaged very well with material posted to mark International Women’s Day, especially with a post about leaders in Frontenac Paramedics who are women.
AGENDA ITEM #a)
Audiences also showed very strong interest in a social media piece about new vinyl door coverings installed in the Lilac Terrace home area at Fairmount.
Page 43 of 219 Officer, will provide Council wi… Mr. Kelly Pender , Chief Administrative
Eastern Ontario Business Journal Power Book • •
• •
Frontenac County - Check out Page 14 20,000 print copies delivered via Canada Post and across the OBJ distribution network The publication is also available online with the digital smart edition Link to the digital issue
AGENDA ITEM #a)
Page 44 of 219 Officer, will provide Council wi… Mr. Kelly Pender , Chief Administrative
Planning Department Update South Frontenac New Official Plan • County and South Frontenac Township staff have met to discuss the process for the new Official Plan that is underway. The Township has hired Dillon Consulting to assist them.
•
Central Frontenac New Official Plan • The final open house for the Official Plan will be held on April 28.
•
North Frontenac Community Improvement Plan (CIP) • The revised CIP was presented at a public meeting on April 16.
•
Frontenac Islands Site Plan Control By-Law • Township Council has directed staff to prepare a site plan control bylaw for commercial, industrial, institutional, and multi-residential uses on the islands.
•
Communal Services Governance Committee has approved the recommendation report from the consultant. The report will be presented to County Council on April 21.
AGENDA ITEM #a)
•
Page 45 of 219 Officer, will provide Council wi… Mr. Kelly Pender , Chief Administrative
Planning Application Update - Townships 11
•
•
•
North and Central Frontenac continued to see a number of applications in March and April. A large percentage of applications were deferred over the winter because septic inspections could not be done.
9 8 7
6 5 4
4
3 2 1
1 0 North Frontenac
Central Frontenac Number of Applications
Frontenac Islands
AGENDA ITEM #a)
Number of inquiries across all townships continues to be high with interest in severances, purchasing and renovating residential properties, and newcomers to the area interested in opening a business.
10
10
Page 46 of 219 Officer, will provide Council wi… Mr. Kelly Pender , Chief Administrative
2021 HR Update • • • • • • •
Application for Municipal Modernization funding grant for Human Resources Information System Ongoing bargaining prep for OPSEU and commenced prep for CUPE 109 – Marine Services 180 competitions YTD as at April 12, 2021 (additional 62 since last update) Part time Paramedic recruitment – testing and interviewing for 51 candidates OH – ongoing support for COVID response Leadership development series planned for 2021 Labour Relations Strategy update
AGENDA ITEM #a)
Welcome to new hires: • Dmitry Kurylovich, Community Planner, • Lise-Anne, Community Paramedicine Program • Carolyn Heath, Human Resources Coordinator
Page 47 of 219 Officer, will provide Council wi… Mr. Kelly Pender , Chief Administrative
Admin Office Project • CRCA approved continuing with the joint project – onto the next phase. Detailed design and cost estimates • Material costs continue to increase • In preparation for a site plan amendment, preapplication meetings have been held with the City of Kingston – City may be seeking a road widening for Battersea Rd. which may necessitate design/location changes for the Council Chambers
AGENDA ITEM #a)
• A task force meeting will be scheduled when outstanding issues have been finalized
AGENDA ITEM #a)
Report 2021-031 Recommend Report to Council To:
Warden and Council of the County of Frontenac
From:
Kelly J. Pender, Chief Administrative Officer
Prepared by:
Alex Lemieux, Director of Corporate Services/Treasurer
Date of meeting:
April 21, 2021
Re:
Corporate Services – 2020 County of Frontenac Audited Financial Statements
Recommendation Resolved That the Council of the County of Frontenac receive the Corporate Services 2020 Audited Financial Statements report; And Further That the Council of the County of Frontenac approve the 2020 Audited Financial Statements of the Corporation of the County of Frontenac. Background The County is required to prepare financial statements, comprised of a Financial Report and a Financial Information Return, on an annual basis. The financial statements are required to be audited. Allan Chartered Accountant Professional Corporation was appointed as the County auditors for 2020. Municipalities are required to present financial statements which comply with the requirements of the Public Sector Accounting Board Standards (PSAB). These standards require a presentation that reflects full accrual accounting. Comment The external auditor has concluded a review of the financial records of the County of Frontenac for 2020. There were no significant internal financial control deficiencies or material errors noted during the audit.
2021-031 Corporate Services 2020 County of Frontenac Audited Financial Page 48 of 219 S…
AGENDA ITEM #a)
The section below provides a summary of the components of the financial statements and an explanation of any significant changes from 2019 or from the budgeted amount for 2020. Consolidated Statement of Financial Position The Consolidated Statement of Financial Position provides a snapshot of the financial assets, liabilities and municipal equity of the County of Frontenac as of December 31, 2020. The Municipal Equity as of December 31, 2020 increased compared to December 31, 2019 as a result of an increase in our net financial assets.
Cash/Investments: The balance between Cash and Investments increased roughly by the net cash inflows into our reserves, less the increase in Accounts Payable. Money raised between our levy, operations for the WSIB reserve, and the allocation of Safe Restart funding to reserve all helped increase our cash and investment balance over 2020.
Accounts Receivable: The decrease in accounts receivable is mostly related to a decrease in costs owing from the resolution of a dispute with the City of Kingston and the cost sharing agreement with them. As of the end of 2019, the City of Kingston owed a total of $601,895 between Frontenac Paramedics, Fairmount Home and interest charges from outstanding receivables. The amount owing for operations from the City is $292,325 as of the end of 2020 and is driven by recoveries for Social Services and Social Housing. Specifically, there was funding formula changes for childcare services implemented by the Provincial government that created additional revenue and administration costs that were lower than anticipated.
Accounts Payable: Funding to support COVID-19 operations and a shift in priorities for both Fairmount Home and Frontenac Paramedics resulted in both departments being under-budget in 2021. This resulted in a payable amount to the City of Kingston based on the aforementioned cost sharing agreement at the end of the year of $967,196. Other notable increases in payables included the reimbursement of forwarded pandemic pay premium money of $315,346 and a general increase in purchase payables of $416,280.
Deferred Revenue: The increases in Deferred Revenue relate to COVID-19 funding. The payment of $238,000 for 2021 Safe Restart Funding was received on December 30. Amounts of $73,017 for PSW Premium Funding and $35,244 for Minor Capital Funding were carried over for Fairmount Home into 2021 to match the Ministry of Health and Long Term Care’s funding year of April 2020March 2021.
Deferred Revenue – Obligatory Reserve Fund: The decrease in deferred revenue is driven by K&P Trail development in 2020. $472,618 was used in 2020 from the Federal Gas Tax reserve to fund K&P Trail construction.
Long-Term Liabilities: The decrease in long-term liabilities represent the principal paid on the debenture taken out to fund the construction of the Fairmount Home addition in 2002. The balance will continue to fall until September 2022 when the amount of the debenture will be fully repaid.
Recommend Report Corporate Services – 2020 County of Frontenac Audited Financial Statements April 21, 2021
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AGENDA ITEM #a)
Consolidated Statement of Operations The Consolidated Statement of Operations shows the revenues earned by the County of Frontenac by source, as well as the expenses incurred by business unit for 2020. At an organizational level, both revenues and expenses exceeded what was budgeted in 2020, largely driven by response efforts resulting from the COVID-19 pandemic. However, while any additional expenses incurred to respond to COVID were offset by funding, many planned expenditures did not occur due to shifting priorities or a lack of resources available. As a result, the County of Frontenac incurred a surplus in 2020. Some of the major sources of the variances are explained in more detail below: Revenue Operating revenue for 2020 was $44,706,637 compared to the budgeted amount of $42,767,745.
Province of Ontario (+$3,889,119): Revenue received from the Province of Ontario was higher than expected mostly due to payments received as part of COVID-19 relief. Funds received for Safe Restart funding (+$1,187,000), Fairmount Home operational funding (+$435,000), Frontenac Paramedic operational funding (+$384,493), various provincially-mandated pandemic pay premium streams (+$922,511) were all unbudgeted. Additional funding to support minor capital within Fairmount Home (+$47,268) and K&P Trail construction (+$237,561) were also unbudgeted. The amount received for regular operations for Frontenac Paramedics exceeded budget by $429,545.
Other municipalities (-$875,598): The City of Kingston’s contribution per our cost sharing agreement was $121,631 lower than budget for Fairmount Home and the contribution was $751,041 lower for Land Ambulance, due to lower than budgeted net expense after COVID-19 funding was applied to support those services.
Investment Income (+$72,231): Investment income exceeded what was budgeted. Investments locked into longer maturities and fixed returns helped offset the decrease in rates on bank deposits.
Recommend Report Corporate Services – 2020 County of Frontenac Audited Financial Statements April 21, 2021
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AGENDA ITEM #a)
Other (+$307,871): The County of Frontenac received $300,828 from Kingston Health Sciences Centre to recover costs incurred to provide paramedics to assist with the staffing of the COVID-19 Assessment Centre. Most other costs came in near the budgeted amounted.
Expense Operating expense for 2020 was $44,464,667 compared to the budgeted amount of $43,171,464. COVID-19 accounted for most of the variances to budget in expense in some form. All departments saw decreases in training and travel expenses due to lockdown measures. As well, departments saw a decrease in hydro, natural gas, and fuel costs due to energy prices being lower throughout the year. Other departments with a greater focus on frontline services saw increased costs relating to PPE, staffing costs, and self-isolation measures, although these costs were for the most part offset with provincial funding. Further discussion on some of the larger variances within departments can be found below: Department General Government Protection to Persons and Property Transportation Services Social Housing Long-Term Care Social and Family Services Ambulance Services Health Services Recreation & Library Planning & Economic Development Other Total
Budget Actuals 3,159,322 3,122,503 10,030 721 1,083,424 1,161,787 732,503 507,507 14,513,830 15,368,869 1,259,451 887,455 18,767,674 19,606,806 782,885 785,970 863,489 874,313 1,045,611 993,520 953,245 1,155,216 43,171,464 44,464,667
Variance -36,819 -9,309 78,363 -224,996 855,039 -371,996 839,132 3,085 10,824 -52,091 201,971 1,293,203
Transportation Services (+$78,363): An unbudgeted Service Delivery Review at a cost of $48,706 occurred in 2020, with the revenue being offset through the Ferry Revenue reserve. The remaining variance in Transportation Services was primarily labour driven, as the costs of part-time staff, sick leave and WSIB costs all exceeded budget.
Social Housing (-$224,996)/ Social and Family Services (-$371,996): Social Housing and Social and Family Services were both under budget due to recoveries for reconciled expenses in 2019 being received in 2020. We had additional recovery in 2020 due to a Provincial Government funding formula change for childcare services that resulted in higher revenue, which was offset by lower than expected administration expenses.
Recommend Report Corporate Services – 2020 County of Frontenac Audited Financial Statements April 21, 2021
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AGENDA ITEM #a)
Long-Term Care (+$855,039): Fairmount Home was significantly over budget on salaries and benefits in 2020. Salaries relating to provincially-mandated temporary pandemic pay premiums, sick leave and overtime were $671,000 more than budgeted, although much of that was alleviated through ministry COVID-19 funding. Pandemic supply purchases totaled $295,011, which were also offset by COVID-19 funding. Contracted Services were under budget by $120,122 as Fairmount had challenges bringing contractors in to perform routine maintenance activities based on essential service restrictions driven by the color status levels in the Provincial COVID-19 Response Framework.
Paramedic Services (+$839,132): Frontenac Paramedics were also significantly over budget on salaries and benefits in 2020. Salaries relating to direct wages, pandemic pay premiums, sick leave and overtime were more than $800,000 than budgeted. As was the case with Fairmount Home, most of the salary expenses over budget were offset through ministry COVID-19 funding or wage recoveries through other organizations.
Other (+$201,971): The added expenses in Other mostly relate to the payment to EORN for the Cell Gap Project. The County opted to prepay $389,749.78 as its contribution to EORN, with $194,874.90 recognized as an expense in 2020, and the remainder as an interest-bearing investment through 2021 and 2022 .The added costs of the $194,874.90 recognized in 2020 were offset by a transfer through the Municipal Modernization Funds in the Stabilization Reserve.
Year-End Surplus After adjusting for the various funding streams to directly fund Frontenac Paramedics and Fairmount Home, the County of Frontenac used $135,616 of the $1.187 million received in Safe Restart Funding in 2020. As discussed during budget, unused Safe Restart funding is permitted to be placed in a reserve and carried forward into 2021. The funding has been used to continue to support the added resources required for service delivery in 2021 without any firm commitments for any ongoing COVID-19 funding at this time. After accounting for the budgeted transfers and allocations to reserves, the County had a year-end surplus of $749,422. In accordance with the County’s budget policy since the amount in the Stabilization Reserve exceeds 15% of the County levy, that amount will be transferred to the Asset Replacement reserve. Sustainability Implications Audited financial statements are significant to ensure accountability and transparency to citizens, and to assist municipalities with long-term and strategic planning. Financial statements are an important tool for municipal council and administration to use to report to the taxpayers on the municipal services provided with the resources at their disposal. Organizations, Departments and Individuals Consulted and/or Affected Senior Leadership Team Recommend Report Corporate Services – 2020 County of Frontenac Audited Financial Statements April 21, 2021
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AGENDA ITEM #a)
Allan Chartered Accountant Professional Corporation
Recommend Report Corporate Services – 2020 County of Frontenac Audited Financial Statements April 21, 2021
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CONSOLIDATED FINANCIAL STATEMENTS DECEMBER 31, 2020
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AGENDA ITEM #a)
CONTENTS Five Year Financial Review ………………………………………………………………………………………………….1 - 2 Management’s Responsibility for the Consolidated Financial Statements …………………………………………3 Independent Auditor’s Report ……………………………………………………………………………………………….4 - 6 Consolidated Statement of Financial Position ………………………………………………………………………………7 Consolidated Statement of Operations ……………………………………………………………………………………….8 Consolidated Statement of Changes in Net Financial Assets ………………………………………………………….9 Consolidated Statement of Cash Flows …………………………………………………………………………………….10 Notes to the Consolidated Financial Statements ………………………………………………………………….. 11 - 24 Schedule 1 ▸ Continuity of Reserves and Reserve Funds …………………………………………………… 25 - 26 Schedule 2 ▸ Tangible Capital Assets ……………………………………………………………………………… 27 - 28 Independent Auditor’s Report ▸ Trust Funds …………………………………………………………………….. 29 - 31 Trust Fund ▸ Statement of Financial Position and Statement of Financial Activities………………………. 32 Trust Fund ▸ Notes to the Financial Statements………………………………………………………………………. 33
County of Frontenac Consolidated Financial Statements December 31, 2020
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AGENDA ITEM #a)
County of Frontenac Five Year Financial Review 2020
2019
2018
2016
Population (Statistics Canada)
26,677
26,677
26,677
26,677
26,677
Number of Households (MPAC)
19,761
19,668
19,588
19,461
19,358
Residential Multi-residential Commercial Industrial Farmland
$ 5,639,914 6,532 54,316 19,428 229,602
$ 5,489,065 6,287 52,569 18,118 204,987
$ 5,351,072 6,006 50,325 16,468 180,121
$ 5,229,875 5,697 49,096 15,368 153,079
$ 5,274,145 5,416 48,787 13,117 130,330
Total
5,949,792
5,771,026
5,603,992
5,453,115
5,471,795
0.186451 0.186451 0.186451 0.186451
0.182728 0.182728 0.182728 0.182728
0.178446 0.178446 0.178446 0.178446
0.175201 0.175201 0.175201 0.175201
0.166857 0.166857 0.166857 0.166857
$ 10,855 31,409 5,533 626
$ 10,354 28,882 5,471 295
$ 9,823 27,087 5,299 11
$ 9,400 25,304 5,310 444
$ 9,041 24,619 4,948 746
48,423
45,002
42,220
40,458
39,354
44,464 1,742
42,606 1,701
40,597 1,616
38,698 1,576
38,642 1,420
30.89% 136.32%
23.54% 101.65%
18.16% 78.02%
15.80% 67.25%
13.00% 55.52%
Taxable Assessment (000’s)
2017
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December 31
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(not subject to audit)
Rates of Taxation ▸ ▸ ▸ ▸
residential (municipal) multi-residential (municipal) commercial (municipal) industrial (municipal)
Revenues for County Purposes (000’s) ▸ ▸ ▸ ▸
Taxation Government transfers Other Revenues related to capital assets
Total
Expenditures (000’s) ▸ Operations ▸ Amortization
Net Financial Assets (Net Debt) ▸ % of Operating Revenue (>(20%))** ▸ % of Taxation (>(50%))**
** Represents the Provincial Low Risk Indicator. (Note: All dollar amounts are in thousands of dollars.)
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AGENDA ITEM #a)
County of Frontenac Five Year Financial Review (not subject to audit) 2019
2018
$
$
$
▸ Net long term debt (000’s)
2,522
3,847
▸ Long term debt charges (000’s)
1,528
▸ Total annual repayment limit (000’s)
2017
2016
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2020
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December 31
$
5,093
6,265
7,368
1,528
1,528
1,528
1,528
2,040
2,309
2,236
2,194
2,092
▸ Long term debt per household (Frontenac portion)
83
83
83
83
83
▸ Debt charges (000’s) ▸ tax supported ▸ City of Kingston ▸ Government of Ontario
334 711 483
334 711 483
334 711 483
334 711 483
334 711 483
▸ Surplus and Reserves
17,863
14,777
13,103
12,889
12,770
▸ Invested in capital assets
20,299
19,412
18,679
17,261
15,614
▸ Asset consumption ratio
40.81%
38.75%
37.27%
36.40%
35.38%
▸ Reserves as % of operating expenses (>20%)**
40.17%
34.68%
32.27%
33.31%
33.05%
▸ Sustainability ▸ financial assets to liabilities
2.5345
2.1349
1.8027
1.6056
1.3997
▸ financial assets to liabilities excluding long term debt
3.4322
3.6482
3.8638
4.0163
3.3864
▸ long term debt to tangible capital assets
11.05%
16.54%
21.42%
26.63%
32.06%
▸ capital reserves to accumulated amortization
53.28%
45.23%
43.03%
47.34%
51.40%
▸ Flexibility ▸ Debt charges to total operating revenue (<5%)**
3.19%
3.45%
3.62%
3.82%
3.96%
▸ Total operating revenue to taxable assessment
0.80%
0.77%
0.75%
0.73%
0.71%
▸ Working capital to operating expenses (>10%)**
38.95%
33.73%
31.42%
32.53%
32.06%
▸ Vulnerability ▸ Operating government transfers ▸ to operating revenue
65.56%
64.60%
64.17%
63.24%
63.77%
▸ Total government transfers ▸ to total revenues
66.00%
64.83%
64.18%
63.64%
64.45%
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$
Long Term Debt
Municipal Equity (000’s)
Financial Indicators
2
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AGENDA ITEM #a)
Management’s Responsibility for the Consolidated Financial Statements
The accompanying consolidated financial statements of the Corporation of the County of Frontenac are the responsibility of the County’s management and have been prepared in compliance with legislation, and in accordance with Canadian Public Sector Accounting Standards. A summary of significant accounting policies are described in note 2 to the consolidated financial statements. The preparation of consolidated financial statements necessarily involves the use of estimates based on management’s judgement, particularly when transactions affecting the current accounting period cannot be finalized with certainty until future periods. The County’s management maintains a system of internal controls designed to provide reasonable assurance that assets are safeguarded, transactions are properly authorized and recorded in compliance with legislative and regulatory requirements, and reliable financial information is available on a timely basis for preparation of consolidated financial statements. These systems are monitored and evaluated by management. The consolidated financial statements have been audited by Allan and Partners LLP, independent external auditors appointed by the County. The accompanying Auditor’s Report outlines their responsibilities, the scope of their examination and their opinion on the County’s consolidated financial statements.
Kelly Pender, Chief Administrative Officer
Alex Lemieux, Director of Corporate Services / Treasurer
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AGENDA ITEM #a)
INDEPENDENT AUDITOR’S REPORT
To the Members of Council, Inhabitants and Ratepayers of the Corporation of the County of Frontenac: Opinion We have audited the consolidated financial statements of the Corporation of the County of Frontenac (the ‘Entity’), which comprise: • • • • •
the consolidated statement of financial position as at December 31, 2020; the consolidated statement of operations and accumulated surplus for the year then ended; the consolidated statement of changes in net financial assets for the year then ended; the consolidated statement of cash flows for the year then ended; and the notes to the consolidated financial statements, including a summary of significant accounting policies; (Hereinafter referred to as the ‘financial statements’).
In our opinion, the accompanying financial statements present fairly, in all material respects, the consolidated financial position of the Entity as at December 31, 2020, and its consolidated results of operations, its consolidated changes in net financial assets and its consolidated cash flows for the year then ended in accordance with Canadian Public Sector Accounting Standards. Basis for Opinion We conducted our audit in accordance with Canadian generally accepted auditing standards. Our responsibilities under those standards are further described in the ‘Auditors’ Responsibilities for the Audit of the Financial Statements’ section of our auditor’s report. We are independent of the Entity in accordance with the ethical requirements that are relevant to our audit of the financial statements in Canada and we have fulfilled our other ethical responsibilities in accordance with these requirements We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
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AGENDA ITEM #a)
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Responsibilities of Management and Those Charged with Governance for the Financial Statements Management is responsible for the preparation and fair presentation of the financial statements in accordance with Canadian Public Sector Accounting Standards and for such internal control as management determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, management is responsible for assessing the Entity’s ability to continue as a going concern, disclosing as applicable, matters related to going concern and using the going concern basis of accounting unless management either intends to liquidate the Entity or to cease operations, or has no realistic alternative but to do so. Those charged with governance are responsible for overseeing the Entity’s financial reporting process. Auditor’s Responsibilities for the Audit of the Financial Statements Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with Canadian generally accepted auditing standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of the financial statements. As part of an audit in accordance with Canadian generally accepted auditing standards, we exercise professional judgement and maintain professional skepticism throughout the audit. We also: •
Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis of our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.
•
Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Entity’s internal control.
•
Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by management. 5
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AGENDA ITEM #a)
Conclude on the appropriateness of management’s use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Entity’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditors’ report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditors’ report. However, future events or conditions may cause the Entity to cease to continue as a going concern.
•
Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation.
•
Communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.
•
Obtain sufficient appropriate audit evidence regarding the financial information of the entities or business activities within the group Entity to express an opinion on the financial statements. We are responsible for the direction, supervision and performance of the group audit. We remain solely responsible for our audit opinion.
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Allan and Partners LLP Chartered Professional Accountants Licensed Public Accountants Perth, Ontario April 21, 2021.
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AGENDA ITEM #a)
County of Frontenac Consolidated Statement of Financial Position 2019
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2020
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December 31
$
$
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ASSETS Financial Assets Cash Investments Accounts receivable
12,786,929 9,034,379 2,620,717
8,597,637 8,395,685 2,806,495
24,442,025
19,799,817
5,670,733 370,031 635,060 445,554 2,522,199
3,879,123 349,210 291,263 907,758 3,846,892
9,643,577
9,274,246
14,798,448
10,525,571
22,821,397 377,135 61,430
23,258,926 180,952 134,111
23,259,962
23,573,989
38,058,410
34,099,560
LIABILITIES Financial Liabilities Accounts payable and accrued liabilities Employee future benefit obligations (note 3) Deferred revenues Deferred revenues ▸ obligatory reserve fund (note 4) Long term liabilities (note 5)
NET FINANCIAL ASSETS NON-FINANCIAL ASSETS Tangible capital assets (note 14) Inventories Prepaid expenses
Commitments (note 11) Contingent Liabilities (note 9)
MUNICIPAL EQUITY (note 6)
The accompanying notes are an integral part of these consolidated financial statements.
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AGENDA ITEM #a)
2020
2019
$
$
10,883,873 3,568,107 16,786,426 11,608,704 174,000 878,884 136,321 140,000 739,206
10,855,470 3,436,036 20,675,545 10,733,106 –816,780 21,138 212,231 1,047,077
10,354,357 3,538,501 17,702,995 11,090,845 87,750 819,832 129,588 277,539 705,230
44,915,521
47,797,383
44,706,637
3,159,322 10,030 1,083,424 18,767,674 782,885 15,773,281 863,489 732,503 1,045,611 953,245
4,277,719 721 1,161,787 19,606,806 785,970 15,368,869 874,313 507,507 993,520 887,455
3,919,015 4,306 1,165,941 19,213,836 771,315 13,583,991 876,292 767,106 1,122,699 1,181,850
TOTAL EXPENDITURES
43,171,464
44,464,667
42,606,351
NET REVENUES FROM OPERATIONS
1,744,057
3,332,716
2,100,286
248,040 406,000 654,040
153,516 472,618 626,134
130,491 164,587 295,078
ANNUAL SURPLUS
2,398,097
3,958,850
2,395,364
MUNICIPAL EQUITY, BEGINNING OF YEAR
34,099,560
34,099,560
31,704,196
MUNICIPAL EQUITY, END OF YEAR
36,497,657
38,058,410
34,099,560
REVENUES Taxation ▸ from other governments User charges Government grants ▸ provincial ▸ other municipalities ▸ Federal Deferred revenues earned (note 4) Provincial offences fines penalties Investment income Other income
TOTAL REVENUES
$
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For the year ended December 31
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(Note 16) Budget
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County of Frontenac Consolidated Statement of Operations
EXPENDITURES General government Protection to persons and property Transportation services Ambulance services Health services Social and family services Libraries Social housing Planning and development Other
OTHER Grants and transfers related to capital Other municipalities Deferred revenue (note 4)
The accompanying notes are an integral part of these consolidated financial statements.
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AGENDA ITEM #a)
County of Frontenac Consolidated Statement of Changes in Net Financial Assets (Note 16) Budget
2020
$
$
ANNUAL SURPLUS
2,398,097
3,958,850
2,395,364
Amortization of tangible capital assets Acquisition of tangible capital assets (Loss) gain on sale of tangible capital assets Proceeds on sale of tangible capital assets (Acquisition) disposal of inventories of supplies Acquisition (disposal) of prepaid expenses
1,832,291 (1,559,429)
1,742,193 (1,331,330) (23,706) 50,372 (196,183) 72,681
1,700,642 (1,224,545) 16,741 20,300 34,391 (81,476)
272,862
314,027
466,053
INCREASE IN NET FINANCIAL ASSETS
2,670,959
4,272,877
2,861,417
NET FINANCIAL ASSETS, BEGINNING OF YEAR
10,525,571
10,525,571
7,664,154
NET FINANCIAL ASSETS, END OF YEAR
13,196,530
14,798,448
10,525,571
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2019
The accompanying notes are an integral part of these consolidated financial statements.
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$
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For the year ended December 31
AGENDA ITEM #a)
County of Frontenac Consolidated Statement of Cash Flows
$
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$
2019
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2020
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For the year ended December 31
OPERATING ACTIVITIES Annual surplus for the year Amortization (Loss) gain on disposal of capital assets
3,958,850 1,742,193 (23,706)
2,395,364 1,700,642 16,740
5,677,337
4,112,746
185,778 1,791,610 20,821 343,797 (462,204) (196,183) 72,681
(488,264) 142,213 24,751 107,906 697,879 34,391 (81,475)
1,756,300
437,401
7,433,637
4,550,147
Net increase in short term investments
(638,694)
(240,954)
Net increase in investments
(638,694)
(240,954)
Acquisition of tangible capital assets Proceeds on sale of tangible capital assets
(1,331,330) 50,372
(1,224,545) 20,300
Net investment in tangible capital assets
(1,280,958)
(1,204,245)
Debt principal repayments
(1,324,693)
(1,246,176)
Net decrease in cash from financing activities
(1,324,693)
(1,246,176)
NET INCREASE IN CASH
4,189,292
1,858,772
CASH, BEGINNING OF YEAR
8,597,637
6,738,865
CASH, END OF YEAR
12,786,929
8,597,637
Net Change in Non-Cash Working Capital Balances Accounts receivable Accounts payable and accrued liabilities Employee future benefit obligations Deferred revenues Deferred revenues ▸ obligatory reserve funds Inventories Prepaid expenses
Working Capital from Operations INVESTING ACTIVITIES
CAPITAL ACTIVITIES
FINANCING ACTIVITIES
The accompanying notes are an integral part of these consolidated financial statements.
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AGENDA ITEM #a)
County of Frontenac Notes to the Consolidated Financial Statements
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Status of the County of Frontenac
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December 31, 2020
The County of Frontenac (the ‘County’) was incorporated in 1865 and assumed its responsibilities under the authority of the Provincial Secretary. The County operates as an upper tier government in the County of Frontenac, in the Province of Ontario, Canada and provides municipal services such as emergency measures, public health services, ambulance services, social and family assistance, planning and development and other general government operations.
Significant Accounting Policies The consolidated financial statements of the Corporation of the County of Frontenac are the representations of management and have been prepared in all material respects in accordance with Canadian Public Sector Accounting Standards. Significant aspects of the accounting policies adopted by the County are as follows: Basis of Consolidation (i)
The consolidated financial statements reflect financial assets, liabilities, operating revenues and expenditures, reserves, reserve funds and changes in investment in tangible capital assets of the County. The reporting entity is comprised of all organizations, committees and local boards accountable for the administration of their financial affairs and resources to the County and which are owned or controlled by the County. Interdepartmental and inter-organizational transactions and balances between these organizations are eliminated. These consolidated financial statements include: ▸ Fairmount Home for the Aged
(ii)
Non-consolidated entities: Kingston, Frontenac and Lennox and Addington Public Health is not consolidated and only the contributions by the County are reported on the Consolidated Statement of Operations The Kingston-Frontenac Public Library Board is not consolidated and only the contributions by the County are reported on the Consolidated Statement of Operations.
Basis of Accounting (i)
The consolidated financial statements are prepared using the accrual basis of accounting. The accrual basis of accounting records revenue as it is earned and measurable. Expenditures are recognized as they are incurred and measurable based on receipt of goods and services and/or the creation of a legal obligation to pay.
(ii)
Non-financial assets are not available to discharge existing liabilities and are held for use in the provision of services. They have useful lives extending beyond the current year, and are not intended for sale in the ordinary course of operations. The change in non-financial assets during the year, together with the excess of revenues over expenses, provides the change in net financial assets for the year.
(iii) Trust funds and their related operations administered by the County are not included in these financial statements but are reported separately on the Trust Funds Statement of Financial Activities and Financial Position.
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AGENDA ITEM #a)
County of Frontenac Notes to the Consolidated Financial Statements
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Significant Accounting Policies / continued
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December 31, 2020
Basis of Accounting / continued Tangible Capital Assets
Tangible capital assets are recorded at historical cost or where historical cost records were not available, other methods determined to provide a best estimate of historical cost and accumulated amortization of the assets. In certain cases the County used replacement costs and appropriate indices to deflate the replacement cost to an estimated historical cost at the year of acquisition. Costs include all amounts that are directly attributable to acquisition, construction, development or betterment of the asset. The cost, less residual value, of the tangible capital assets are amortized on a straight line basis over their estimated useful lives as follows: Land Land Improvements Buildings Vehicles Machinery and Equipment Bridges Work in Progress
10 - 30 years 10 - 50 years 4.5 - 10 years 3 to 30 years 16 to 50 years
Amortization is charged for the months in use. Assets under construction are not amortized until the asset is available for productive use, at which time they are capitalized. Tangible capital assets received as contributions are recorded at their fair value at the date of receipt, and that fair value is also recorded as revenue. When tangible capital assets are disposed of, either by way of a sale, destruction or loss, or abandonment of the asset, the asset’s net book value, historical cost less accumulated amortization, is written off. Any resulting gain or loss, equal to the proceeds on disposal less the asset’s net book value, is reported on the consolidated statement of operations in the year of disposal. When conditions indicate that a tangible capital asset no longer contributes to the County’s ability to provide services or the value of the future economic benefits associated with the tangible capital asset are less than its net book value, and the decline is expected to be permanent, the cost and accumulated amortization of the asset are reduced to reflect the revised estimate of the value of the asset’s remaining service potential. The resulting net adjustment is reported as an expense on the consolidated statement of operations. Leases Leases are classified as capital or operating leases. Leases which transfer substantially all of the benefits and risks incidental to ownership of property are accounted for as capital leases. All other leases are accounted for as operating leases and the related lease payments are charged to expenses as incurred.
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AGENDA ITEM #a)
County of Frontenac Notes to the Consolidated Financial Statements
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Significant Accounting Policies / continued
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December 31, 2020
Inventories and Prepaid Expenses
Inventories and prepaid expenses held for consumption are recorded at the lower of cost or replacement cost. Pension and Employee Benefits The County accounts for its participation in the Ontario Municipal Employees Retirement System (‘OMERS’), a multi-employer public sector pension fund, as a defined benefit plan. The OMERS plan specifies the retirement benefits to be received by employees based on length of service and pay rates. Cash and Cash Equivalents The County considers cash and cash equivalents to be highly liquid investments with original maturities of three months or less. Government Transfers Government transfers are recognized in the financial statements as revenues in the period in which events giving rise to the transfer occur, providing the transfers are authorized, any eligibility criteria have been met, and reasonable estimates of the amounts can be made. Deferred Revenues The County defers recognition of user charges and fees which have been collected but for which the related services have yet to be performed. Government transfers of gas taxes, are reported as deferred revenues in the Consolidated Statement of Financial Position. These amounts will be recognized as revenues in the fiscal year the services are performed. The County receives restricted contributions under the authority of Federal and Provincial legislation and County by-laws. These funds by their nature are restricted in their use and until applied to applicable costs are recorded as deferred revenue. Amounts applied to qualifying expenses are recorded as revenue in the fiscal period they are expended. Deferred revenue represents certain user charges and fees which have been collected but for which the related services have yet to be performed. Deferred revenue also represents contributions that the County has received pursuant to legislation, regulation or agreement that may only be used for certain programs or in the completion of specific work. These amounts are recognized as revenue in the fiscal year the services are performed or related expenses incurred. Investments Short-term and long-term investments are recorded at cost plus accrual interest. If the market value of investments become lower than cost and the decline in value is considered to be other than temporary, the investments are written down to market value. Investment income earned on available current funds and reserve funds (other than obligatory funds) are reported as revenue in the period earned. Investment income earned on obligatory reserve funds is added to the fund balance and forms part of the respective deferred revenue balance.
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AGENDA ITEM #a)
County of Frontenac Notes to the Consolidated Financial Statements
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Significant Accounting Policies / continued
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December 31, 2020
Financial Instruments
All financial instruments are initially recognized at fair value on the consolidated statement of financial position. The County has classified each financial instrument into one of the following categories: held-for-trading financial assets and liabilities, loans and receivables, held-to-maturity financial assets and other financial liabilities. Subsequent measurement of financial instruments is based on their classification. Held-for-trading financial assets and liabilities are subsequently measured at fair value with changes in those fair values recognized in net revenues. Loans and receivables, held-to-maturity financial assets and other financial liabilities are subsequently measured at amortized cost using the effective interest method. The County classifies cash and cash equivalents as held-for-trading financial assets, accounts receivable as loans and receivables, and accounts payable and accrued liabilities as other financial liabilities. Measurement Uncertainty The preparation of consolidated financial statements requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities and disclosure of contingent assets and liabilities at the date of the consolidated financial statements and the reported amounts of revenue and expenditures during the period. Actual results could differ from these estimates. These estimates are reviewed periodically and as adjustments become necessary, they are recorded in the consolidated financial statements in the period in which they become known.
Employee Future Benefit Obligations Extended health care and dental: The County provides extended health care and dental to employees who meet specific criteria within the Fairmount Home and Paramedic Services. Extended health care and dental benefits continue to be available to early retirees at 100% of their cost up to the age of 60, then between the age of 60 and 65, the retiree will generally be responsible for paying 50% of the benefit premiums. Retirement Benefits An independent actuarial study of the employee non-pension retirement benefits has been undertaken. The most recent valuation of the employee future benefits was completed at December 31, 2018. The accrued benefit obligations relating to employee non-pension retirement benefits has been actuarially determined using the projected benefit method pro-rated on services. At December 31, 2020, based on actuarial update, the accrued benefit obligation was $370,031 (2019 $349,210).
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AGENDA ITEM #a)
County of Frontenac Notes to the Consolidated Financial Statements
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Employee Future Benefit Obligations / continued
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December 31, 2020
The significant actuarial assumptions adopted in estimating the County’s accrued benefit obligation are as follows: Discount rate Inflation rate Salary escalation Dental benefits escalation Health benefits escalation
4.00% per annum 1.75% per annum 2.75% per annum 3.75% per annum 6.42% per annum
Employee benefit obligations are comprised of: 2020
2019
$
$
Opening balance Expense recognized for the year Interest cost Benefit payments Amortization of actuarial losses
349,210 18,748 14,500 (12,460) 33
324,459 17,672 13,608 (6,562) 33
Accrued benefit obligation, end of year
370,031
349,210
Deferred Revenues A requirement of public sector accounting standards of the Chartered Professional Accountants of Canada is that obligatory reserve funds be reported as deferred revenues. This requirement is in place as Provincial legislation restricts how these funds may be used and under certain circumstances these funds may possibly be refunded. The transactions for the year are summarized as follows:
Federal Gas Tax ▸ January 1, 2020 Federal grant ▸ gasoline tax Investment income Transfer to operating fund Federal Gas Tax ▸ December 31, 2020
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2020
2019
$
$
907,758
209,879
809,280 17,914 (1,289,398)
1,664,994 17,304 (984,419)
445,554
907,758
AGENDA ITEM #a)
County of Frontenac Notes to the Consolidated Financial Statements
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Long Term Liabilities (a)
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December 31, 2020
The balance of long term liabilities reported on the “Consolidated Statement of Financial Position” is comprised of the following: 2020
2019
$
$
Debenture issue
2,522,199
3,846,892
Net long term liabilities at the end of the year
2,522,199
3,846,892
A debenture was issued on September 12, 2002 maturing September 12, 2022, to finance a building project at Fairmount Home for the Aged. The debenture has an interest rate of 6.157% with principal repayments commencing on September 12, 2003. Debt repayment costs will be recovered from future revenue. The City of Kingston’s share of the debt repayment was established through a Mediated Settlement dated August 7, 2002 and is based on 50% of the repayments related to the 32 new beds and 74% of the repayments related to the 96 existing beds. (b) Principal payments fall due as follows: General Revenues $ 1,408,157 1,114,042
2021 2022
2,522,199
(c)
Interest expense on long term liabilities in 2020 amounted to $202,352 (2019 $281,306).
(d) These payments are within the annual debt repayment limit prescribed by the Ministry of Municipal Affairs and Housing.
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AGENDA ITEM #a)
County of Frontenac Notes to the Consolidated Financial Statements
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Municipal Equity
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December 31, 2020
2020
2019
$
$
22,821,397 (2,522,199)
23,258,926 (3,846,892)
20,299,198
19,412,034
(103,591)
(89,643)
Reserves (Schedule 1)
16,790,549
13,609,546
Reserve Funds (Schedule 1)
1,072,254
1,167,623
Total Municipal Equity
38,058,410
34,099,560
Investment in tangible capital assets Tangible capital assets Long term liabilities
Unfunded Future Employee Liabilities
Pension Contributions The County makes contributions to the Ontario Municipal Employees Retirement System (“OMERS”), which is a multi-employer plan, on behalf of all permanent members of its staff. The plan is a defined benefit plan which specifies the amount of the retirement benefit to be received by the employees based on the length of service and rates of pay. Employers and employees contribute to the plan. Since any surpluses or deficits are a joint responsibility of all Ontario municipalities and their employees, the County does not recognize any share of the OMERS pension surplus or deficit in these consolidated financial statements. The amount contributed to OMERS was $1,794,638 (2019 $1,765,878) for current services and is included as an expenditure on the Consolidated Statement of Operations classified under the appropriate functional expenditure. Contributions by employees were a similar amount.
Trust Funds Trust funds administered by the County amounting to $11,999 (2019 $11,034) are presented in a separate financial statement of trust fund balances and operations. As such balances are held in trust by the County for the benefit of others, they are not presented as part of the County’s financial position or financial activities.
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AGENDA ITEM #a)
County of Frontenac Notes to the Consolidated Financial Statements
(a)
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Contingent Liabilities
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December 31, 2020
The County is contingently liable for its share of any operating deficit of the Kingston-Frontenac Public Library Board, which is approximately 13% of the accumulated balance as at the end of the year for the Board. The County’s share of the accumulated operating surplus is $74,758 (2019 $12,394).
(b) The nature of municipal activities is such that there may be litigation pending or in prospect at any time. With respect to claims as at December 31, 2020, management believes that the County has valid defences and adequate insurance coverages in place. In the event any claims are successful, management believes that such claims are not expected to have a material effect on the County’s financial position.
Contributions to Joint Boards (a)
The assets and liabilities of the Kingston-Frontenac Public Library Board have not been consolidated. The County contributions to the Library Board for 2020 are $874,313 (2019 $876,291) and are reported on the Consolidated Statement of Operations.
(b) The assets and liabilities of the Kingston-Frontenac and Lennox and Addington Health Board have not been consolidated. The County made the following contributions to the Kingston, Frontenac and Lennox and Addington Health Board for 2020 $785,970 (2019 $771,315).
Commitments (a)
The County leases premises under long term operating lease agreements with terms as follows: (i)
$29,226 per annum plus HST to February 28, 2021, adjusted annually for additional rent and realty taxes through February 28, 2026;
(ii) $44,772 per annum plus HST to December 31, 2020 adjusted annually for a 2% increase per annum through December 2029; (iii) $74,400 per annum plus HST to September 31, 2021; adjusted annually for additional rent through September 30, 2024; (iv) $4,000 per annum plus HST first five year term to 2015 and the following 15 years $4,000 plus CPI escalator, plus HST; (b) In 2018, the County pledged $55,061 annually for 10 years to the University Hospitals Kingston Foundation, a joint fund raising appeal undertaken by the Foundation on behalf of local hospitals. The County has recognized $165,183 for three of 10 payments, as of December 31, 2020 (2019 $110,122).
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AGENDA ITEM #a)
County of Frontenac Notes to the Consolidated Financial Statements
Commitments / continued (c)
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December 31, 2020
In 2012, the Kingston Frontenac Housing Corporation entered into an agreement with the City of Kingston to pay $12,500 per year beginning in 2012 to provide for a new septic system at the social housing site in Verona. Through the cost sharing agreement with the City of Kingston the County of Frontenac is obligated for 100% of the costs of the social housing units in the County, including this annual repayment.
Cost Sharing Allocations The Local Service Realignment sets out formulae under which the costs for Social Services, Child Care, Social Housing, Provincial Offences and Land Ambulance are shared between the County of Frontenac and the City of Kingston. A new cost sharing arrangement was derived for the period of 2004 to 2006 through an arbitrated settlement and continued on a year to year basis. Program costs for Social Services and Child Care are distributed on the basis of caseload and Social Housing costs are allocated by the location of the unit. The administrative costs for these services are allocated on the basis of weighted assessment. The cost of Land Ambulance and the net revenue of Provincial Offences are distributed on the basis of weighted assessment.
Risk Management In the normal course of operations, the County is exposed to a variety of financial risks which are actively managed by the County. The County’s financial instruments consist of cash, investments, accounts receivable and accounts payable and accrued liabilities. The fair values of cash, investments and accounts payable and accrued liabilities approximate their carrying values because of their expected short term maturity and treatment on normal trade terms. The County’s exposure to and management of risk has not changed materially from December 31, 2019. Credit Risk Credit risk arises from the possibility that the entities to which the County provides services to may experience difficulty and be unable to fulfill their obligations. The County is exposed to financial risk that arises from the credit quality of the entities to which it provides services. The County does not have a significant exposure to any individual customer or counter party. As a result, the requirement for credit risk related reserves for accounts receivable is minimal. Interest Rate Risk Interest rate risk arises from the possibility that the value of, or cash flows related to, a financial instrument will fluctuate as a result of changes in market interest rates. The County is exposed to financial risk that arises from the interest rate differentials between the market interest rate and the rates on its cash and cash equivalents. Changes in variable interest rates could cause unanticipated fluctuations in the County’s operating results.
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AGENDA ITEM #a)
County of Frontenac Notes to the Consolidated Financial Statements
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Risk Management / continued
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December 31, 2020
Liquidity Risk
Liquidity risk is the risk that the County will not be able to meet its obligations as they fall due. The County requires working capital to meet day-to-day operating activities. Management expects that the County’s cash flows from operating activities will be sufficient to meet these requirements.
Tangible Capital Assets
Land Land Improvements Buildings Vehicles Machinery and Equipment Bridges Work in Progress
2020
2019
$
$
1,031,465 2,749,196 14,631,552 1,291,758 2,341,678 755,198 20,550
1,031,147 2,309,210 15,110,002 1,393,313 2,682,200 718,492 14,562
22,821,397
23,258,926
For additional information, see Schedule 2 ▸ Tangible Capital Assets.
Segmented Information The County is a diversified municipal government that provides a wide range of services to its citizens. The services are provided by departments and their activities are reported in the consolidated statement of operations. Departments have been separately disclosed in the segmented information, along with the service they provide, as set out in the schedule below. For each reported segment, expenditures represent both amounts that are directly attributable to the segment and amounts that are allocated on a reasonable basis. Therefore, certain allocation methodologies are employed in the preparation of segmented financial information. The accounting policies used in these segments are consistent with those followed in the preparation of the consolidated financial statements as disclosed in note 2.
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AGENDA ITEM #a)
County of Frontenac Notes to the Consolidated Financial Statements
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Segmented Information / continued
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December 31, 2020
Salaries, Wages & Employee Benefits
Rents and Debenture Debt Interest
Materials & Services
External Transfers
Amortization
Total
$
$
$
$
$
$
1,427,541
7,008
1,357,666
1,155,216
330,288
4,277,719
Protection to Persons and Property
721
721
Transportation
1,001,092
151,429
9,266
1,161,787
Health Services Public Health Services Ambulance
–16,056,205
–212,507
785,970 2,528,309
–809,785
785,970 19,606,806
2020
General Government Administration
Social and Family Assistance General Assistance Assistance to Aged Persons Social Housing
887,455
887,455
11,933,740
204,915
2,643,856 507,507
586,358
15,368,869 507,507
Recreation and Cultural Services Libraries
874,313
874,313
682,410
304,614
6,496
993,520
31,100,988
424,430
10,041,840
1,155,216
1,742,193
44,464,667
Planning and Development 2020
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AGENDA ITEM #a)
County of Frontenac Notes to the Consolidated Financial Statements
Segmented Information / continued
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December 31, 2020
Salaries, Wages & Employee Benefits
Rents and Debenture Debt Interest
Materials & Services
External Transfers
Amortization
Total
$
$
$
$
$
$
General Government Administration
1,344,519
6,489
1,272,317
954,011
341,679
3,919,015
Protection to Persons and Property
4,306
4,306
Transportation
1,035,233
121,875
8,832
1,165,940
Health Services Public Health Services Ambulance
–15,182,080
–213,835
771,315 3,046,665
–771,256
771,315 19,213,836
2019
Social and Family Assistance General Assistance Assistance to Aged Persons Social Housing
1,181,850
1,181,850
10,301,584
281,306
2,433,365 767,106
567,736
13,583,991 767,106
Recreation and Cultural Services Libraries
876,292
876,292
442,870
668,690
11,139
1,122,699
28,306,286
501,630
11,143,781
954,011
1,700,642
42,606,350
Planning and Development 2019
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AGENDA ITEM #a)
County of Frontenac Notes to the Consolidated Financial Statements
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Budget Figures
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December 31, 2020
The 2020 budget amounts that were approved were not prepared on a basis consistent with that used to report actual results (Public Sector Accounting Board Standards). The budget included capital items such as infrastructure replacements and estimated costs for constructed assets, as program expenses, but the actual expenses have been removed in the Consolidated Statement of Operations. The revenues attributable to these items continue to be included in the Consolidated Statement of Operations, resulting in a significant variance. The following analysis is provided to assist readers in their understanding of differences between the approved budget and the audited consolidated financial statements: Budget
Actual
Total Revenues Total Expenses
$ 44,915,521 (43,171,464)
$ 47,797,383 (44,464,667)
Net Revenues Amortization
1,744,057 1,832,291
3,332,716 1,742,193
Adjusted Net Revenues
3,576,348
5,074,909
Capital Revenues
654,040
626,134
Funds Available
4,230,388
5,701,043
Capital Expenditures Disposal of Tangible Capital Assets Principal Repayments Unfunded Expense
(1,559,429) –(1,324,693)
(1,331,330) 26,668 (1,324,693) 13,946
Increase in Operating Surplus
1,346,266
3,085,634
1,346,266
3,085,634
Allocated as Follows: Net Transfers from reserves
Impact of COVID-19 On March 11, 2020, the World Health Organization characterized the outbreak of a strain of the novel coronavirus (‘COVID-19’) as a pandemic. This resulted in governments worldwide, including the Canadian, Ontario and municipal governments, enacting emergency measures to combat the spread of the virus. The pandemic has had significant operational and financial impacts including service reductions, declines in associated user fee revenues and additional costs. While impacts have been mitigated by associated funding and other cost saving measures, the pandemic has created uncertainty over current and future year operations and the financial position of the Municipality.
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AGENDA ITEM #a)
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County of Frontenac Notes to the Consolidated Financial Statements
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December 31, 2020
Impact of COVID-19 / continued
The duration and impact of COVID-19 are unknown at this time. It is not possible to reliably estimate the impact that the length and severity of these developments will have on the financial results and conditions of the Municipality in future periods. The Municipality continues to closely monitor and assess the impact on its operations. It is management’s assessment that the Municipality will have sufficient resources to mitigate the potential losses in 2021 as a result of COVID-19. The Province of Ontario provided temporary pandemic pay to frontline workers between April 24 – August 13, 2020. This consisted of $4.00 / hour to existing regular wages and lump sum payments of $250 per month for employees who worked over 100 hours per month. The County of Frontenac received $460,382 for this initiative for Fairmount Home and $634,200 for Frontenac Paramedic Services. The County paid $410,664 to Fairmount Home front line workers and $368,572 to Paramedic frontline workers. At December 31, 2020, the County of Frontenac is showing revenue of $779,236 to offset the premiums paid and has a balance owing to the Province of Ontario of $315,346. The County of Frontenac was provided $389,988 in one-time funding for the 2020 calendar year to support paramedic services and dispatch centres as part of the COVID-19 response in the emergency health services sector. This funding covers COVID-19 related expenses from March 1, 2020 – December 31, 2020. At year end, the County has incurred offsetting COVID-19 expenses of $384,943 and has $5,045 in deferred revenue. This amount will offset costs incurred January 1, 2021 – March 31, 2021. In 2020, the County has received COVID-19 Prevention and Containment Funding Allocations from the Ministry of Long Term Care totaling $435,000. These funds were aimed at protecting the health and well-being of residents and staff in long term care homes to prevent and contain the spread of COVID-19. These funds were fully utilized during the year to offset additional pandemic related supplies and equipment purchases and staffing challenges related to the pandemic. The County of Frontenac received $1,187,600 from the Ontario government, as Phase 1 of the Federal-Provincial Safe Restart Agreement, to support COVID-19 operating costs and measures. The funding agreement stipulates that funds not used by December 31, 2020 to offset COVID-19 operating costs and measures be transferred to reserves for use during 2021. As of December 31, 2020, the County of Frontenac has transferred $1,163,680 to reserves. In December 2020, the County of Frontenac received $238,000 in funds from the Ontario government as part of the Safe Restart Agreement, to help municipalities manage the financial impacts of COVID-19 for 2021. At year end the County has recorded the entire $238,000 as deferred revenue. In 2020, the County of Frontenac received funding of $82,512 from the Ministry of Long Term Care for eligible IPAC minor capital purchases that address COVID-19 related pressures. These funds are to support long term care homes in completing urgent minor capital upgrades and improvement directly linked to improved IPAC practices for the safety of their residents, staff and families. As of December 31, 2020, the County has spent $47,268 of this funding and will be carrying forward $35,244 into 2021. As of March 31, 2021, the County will be carrying forward $10,770 into the Ministry of Long Term Care’s funding year 2021 – 2022.
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AGENDA ITEM #a)
2020
$
$
Revenues
ft
(Note 16) Budget
2019
ra
For the year ended December 31
D
Schedule 1 ▸
County of Frontenac Continuity of Reserves and Reserve Funds
$
Investment income
58,310
85,685
Total Net Revenues
58,310
85,685
–1,346,266
1,334,323 1,693,001
1,120,658 468,935
Total Net Transfers
1,346,266
3,027,324
1,589,593
Balances, Change in Year
1,346,266
3,085,634
1,675,278
Balances, Beginning of Year
14,777,169
14,777,169
13,101,891
Reserves and Reserve Fund Balances, End of Year
16,123,435
17,862,803
14,777,169
Net Transfers From / (To) Other Funds Transfers from operations Transfers to capital acquisitions
The accompany notes are an integral part of these consolidated financial statements.
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AGENDA ITEM #a)
County of Frontenac Composition of Reserves and Reserve Funds 2020
2019
ra
For the year ended December 31
ft
Schedule 1 ▸
Reserves set aside for specific purposes by Council: Operating County of Frontenac ▸ working fund ▸ operating ▸ WSIB Frontenac Paramedic Service ▸ Severance ▸ WSIB Fairmount Home ▸ operating ▸ severance Sustainability Community development reserve Safe Restart Asset Replacement Capital replacement Ontarians with Disabilities Fairmont Home ▸capital replacement Fairmount Home ▸ capital reserve fund * Frontenac Paramedic Service ▸ vehicle replacement ▸ equipment replacement External Agency Reserves Library reserve Social housing ▸ Out of Scope Strategic Regional Reserves Strategic projects reserve Stabilization Reserves County of Frontenac Legally Restricted Frontenac Howe Islander Ferry Reserve Donations * Pathways * Frontenac Howe Island Ferry WSIB
$
D
$
1,220,798 23,302 61,866 297,456 2,002,248 145,064 111,401 220,020 16,095 1,051,984
1,220,798 9,302 16,892 263,107 1,558,207 115,120 80,615 190,044 34,241
4,077,437 117,354 940,230 865,394 740,746 1,643,015
2,764,793 110,000 910,647 970,183 592,117 1,307,123
237,070 287,686
185,590 262,686
1,811,141
2,252,601
1,779,353
1,662,623
–163,584 43,277 6,282
49,269 155,572 41,868 23,771
Total Reserves and Reserve Funds
17,862,803
14,777,169
Reserves
16,790,549
13,609,546
Reserve Funds *
1,072,254
1,167,623
Total Reserves and Reserve Funds
17,862,803
14,777,169
The accompany notes are an integral part of these consolidated financial statements.
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AGENDA ITEM #a)
Additions
(Disposals)
Cost 31/12/20
$
$
$
$
1,031,147
318
1,031,465
Land Improvements
3,430,959
650,375
4,081,334
Buildings
22,337,370
22,337,370
Vehicles
3,269,617
409,891
(586,594)
3,092,914
Machinery & Equipment
7,091,808
214,566
(161,045)
7,145,329
797,779
50,192
847,971
Land
Bridges Work in Progress
D
Cost 01/01/20
Asset Class
ft
County of Frontenac 2020 Tangible Capital Assets
ra
Schedule 2 ▸
14,562
5,988
20,550
37,973,242
1,331,330
(747,639)
38,556,933
Accumulated Amortization 01/01/20
Amortization
(Disposals)
Accumulated Amortization 31/12/20
Net Book Value 31/12/20
$
$
$
$
$
1,031,465
Land Improvements
1,121,749
210,389
1,332,138
2,749,196
Buildings
7,227,368
478,450
7,705,818
14,631,552
Vehicles
1,876,304
487,446
(562,594)
1,801,156
1,291,758
Machinery & Equipment
4,409,608
552,422
(158,379)
4,803,651
2,341,678
79,287
13,486
92,773
755,198
20,550
14,714,316
1,742,193
(720,973)
15,735,536
22,821,397
Asset Class
Land
Bridges Work in Progress
The accompany notes are an integral part of these consolidated financial statements.
27
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AGENDA ITEM #a)
Schedule 2 ▸
County of Frontenac 2019 Tangible Capital Assets
Cost 01/01/19 $
$
$
$
Land
996,411
34,736
1,031,147
Land Improvements
3,202,622
228,337
3,430,959
Buildings
22,120,650
216,720
22,337,370
Vehicles
3,266,100
522,415
(518,898)
3,269,617
Machinery & Equipment
7,448,502
270,659
(627,353)
7,091,808
Bridges
797,779
797,779
Work in Progress
62,883
14,562
(62,883)
14,562
37,894,947
1,287,429
(1,209,134)
37,973,242
Net Book Value 31/12/19 $
Asset Class
Land
Cost 31/12/19
ra
(Disposals)
D
Additions
ft
Asset Class
Accumulated Amortization 01/01/19
Amortization
(Disposals)
Accumulated Amortization 31/12/19
$
$
$
$
1,031,147
926,833
194,916
1,121,749
2,309,210
Buildings
6,751,508
475,860
7,227,368
15,110,002
Vehicles
1,921,012
450,822
(495,530)
1,876,304
1,393,313
Machinery & Equipment
4,457,562
565,727
(613,681)
4,409,608
2,682,200
65,969
13,318
79,287
718,492
14,562
14,122,884
1,700,643
(1,109,211)
14,714,316
23,258,926
Land Improvements
Bridges Work in Progress
The accompany notes are an integral part of these consolidated financial statements.
28
2021-031 Corporate Services 2020 County of Frontenac Audited Financial Page 82 of 219 S…
D
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ft
AGENDA ITEM #a)
INDEPENDENT AUDITOR’S REPORT
To the Members of Council, Inhabitants and Ratepayers of the Corporation of the County of Frontenac: Opinion We have audited the statement of financial statements of the trust fund of the Corporation of the County of Frontenac (the ‘Entity’), which comprise: • • •
the statement of financial position as at December 31, 2020; the statement of financial activities for the year then ended; and the notes to the financial statements, including a summary of significant accounting policies;
(Hereinafter referred to as the ‘financial statements’). In our opinion, the accompanying financial statements present fairly, in all material respects, the financial position of the Entity as at December 31, 2020, and its financial activities for the year then ended in accordance with Canadian Public Sector Accounting Standards. Basis for Opinion We conducted our audit in accordance with Canadian generally accepted auditing standards. Our responsibilities under those standards are further described in the ‘Auditors’ Responsibilities for the Audit of the Financial Statements’ section of our auditor’s report. We are independent of the Entity in accordance with the ethical requirements that are relevant to our audit of the financial statements in Canada and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. 29
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ra
ft
AGENDA ITEM #a)
D
Responsibilities of Management and Those Charged with Governance for the Financial Statements Management is responsible for the preparation and fair presentation of the financial statements in accordance with Canadian Public Sector Accounting Standards and for such internal control as management determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, management is responsible for assessing the Entity’s ability to continue as a going concern, disclosing as applicable, matters related to going concern and using the going concern basis of accounting unless management either intends to liquidate the Entity or to cease operations, or has no realistic alternative but to do so. Those charged with governance are responsible for overseeing the Entity’s financial reporting process. Auditor’s Responsibilities for the Audit of the Financial Statements Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with Canadian generally accepted auditing standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of the financial statements. As part of an audit in accordance with Canadian generally accepted auditing standards, we exercise professional judgement and maintain professional skepticism throughout the audit. We also: •
Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis of our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.
•
Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Entity’s internal control. 30
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D
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ft
AGENDA ITEM #a)
•
Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by management.
•
Conclude on the appropriateness of management’s use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Entity’s ability to continue as a going concern.
•
If we conclude that a material uncertainty exists, we are required to draw attention in our auditors’ report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditors’ report. However, future events or conditions may cause the Entity to cease to continue as a going concern.
•
Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation.
•
Communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.
Allan and Partners LLP Chartered Professional Accountants Licensed Public Accountants Perth, Ontario April 21, 2021.
31
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AGENDA ITEM #a)
County of Frontenac Trust Funds Statement of Financial Position 2020
$
$
$
$
6,885
5,114
11,999
11,033
6,885
5,114
11,999
11,033
ASSETS Cash
FUND BALANCES
ft
Bridget Fowler
2019
ra
D
December 31
Fairmount Home Residents’
Statement of Financial Activities Fairmount Home Residents’
Bridget Fowler
2020
2019
$
$
$
$
8,576
–500
8,576 500
16,175 532
8,576
500
9,076
16,707
8,110
8,110
15,653 300
8,110
8,110
15,953
466
500
966
754
BALANCE AT THE BEGINNING OF THE YEAR
6,419
4,614
11,033
10,279
BALANCE AT THE END OF THE YEAR
6,885
5,114
11,999
11,033
For the year ended December 31
REVENUES Residents’ deposits Interest
EXPENDITURES Residents’ withdrawals Payments
NET REVENUES FOR THE YEAR
The accompanying notes are an integral part of these financial statements.
32
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AGENDA ITEM #a)
ft
County of Frontenac Trust Funds Notes to the Financial Statements
D
ra
December 31, 2020 Significant Accounting Policies Reporting Entity
Expenditures are reported on the cash basis of accounting with the exception of administrative expenses which are reported on the accrual basis of accounting, which recognizes expenditures as they are incurred and measurable as a result of the receipt of goods or services and the creation of a legal obligation to pay.
33
2021-031 Corporate Services 2020 County of Frontenac Audited Financial Page 87 of 219 S…
AGENDA ITEM #b)
Report 2021-032 Council Recommend Report To:
Warden and Council
From:
Kelly Pender, Chief Administrative Officer
Prepared by:
Richard Allen, Manager of Economic Development
Date of meeting:
April 21, 2021
Re:
Planning and Economic Development – Authorization to enter into a contribution agreement with the Province of Ontario (ICIP Community, Culture & Recreation Stream)
Recommendation Whereas an application was filed with the Investing in Canada Infrastructure Program Community, Culture & Recreation Stream in November of 2019; Be It Resolved That the CAO be authorized to enter into an agreement with the Province of Ontario should the said application be successful. And Further That $88,331.04 from the accessibility reserve be allocated for the County 2021-22 contribution to this project should the said application be successful Background At Council’s regular meeting in September 2018, County Council received a presentation which confirmed five principles for the development of the Frontenac K&P Trail:
- Trail Spine – County trail responsibility will extend from the US border at Horne’s Ferry (Frontenac Islands) to where the K&P Trail exits North Frontenac into Lanark.
- Quality of Build – The K&P Trail is built to the Ministry of Transportation trail standard, ensuring a high quality, accessible experience for cycling, walking and motorized off-road use.
- Trailheads – The County will develop trailheads in each Frontenac Township
2021-032 Planning Page 88 of 219 to enter into a… and Economic Development Authorization
AGENDA ITEM #b)
- Signature Destination – The K&P Trail will be a recognized trail across Ontario with appropriate wayfinding signage, maps and branding to support ongoing efforts to attract new visitors for the K&P Trail experience.
- Partnership and Recognition – The County will participate in regional partnerships to ensure the K&P Trail is included in regional and provincial networks. These principles were further explored as part of the Frontenac Regional Active Transportation Plan, approved by County Council in July of 2019. This plan further identified the Frontenac K&P Trail as key spine infrastructure from Snow Road Station south to the Frontenac Islands. In 2020 the County furthered the above vision in partnership with the Township of Central Frontenac by rehabilitating 14 kilometres of the Frontenac K&P Trail from Sharbot Lake to Clarendon Station after receiving funding from the Rural Economic Development (RED) Program. The RED funding was used in conjunction with the Federal Gas Tax and the Ontario Municipal Commuter Cycling Program to realize success on this project. Comment With the completion of core infrastructure on the Frontenac K&P Trail between the City of Kingston and Sharbot Lake in 2019, and with subsequent trail development to Clarendon Station in 2020 the County now actively manages 70 kilometers of multi-use trail on a daily basis. As a result of this work, and with the influence of the 2020 COVID19 Pandemic on recreational behaviour, the Frontenac K&P Trail has seen a significant increase of use by walkers, cyclists, and ATV users. This increase of use has increased demand for appropriate parking areas along the length of the trail, and improved amenities to support users of all ages and abilities. In November of 2019, County staff submitted a grant application to the Investing in Canada Infrastructure program to improve access, safety and amenities along the K&P Trail over a 4 year period. This application outlined the need for the following improvements:
Accessibility upgrades to the Verona Trailhead: This includes leveling, grading and paving of the parking area, installation of benches and picnic tables, improved lighting infrastructure and providing barrier free access to the K&P Trail from the parking area. Removal of barriers and construction of accessibility improvements at minor access points: Reconstruction or removal of 26 gate structures and making improvements for improved trail access for users of all abilities by using gravel or paving to ensure slope is kept to an appropriate level easily navigated by users with mobility challenges. Road Crossing Improvements: Signage and minor infrastructure changes will be used to improve visibility of trail crossings and trail users.
Recommend Report to Council Planning and Economic Development – Authorization to enter into a contribution agreement with the Province of Ontario (ICIP Community, Culture & Recreation Stream) April 21, 2021 Page 2 of 4
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AGENDA ITEM #b)
Edge Protection: As required by the AODA Design for Public Spaces regulation, edge protection should be installed along the edge of the trail in places where there are steep drop offs or water to prevent trail users of all abilities from injury. Park Benches: These areas will be developed throughout the Frontenac K&P Trail, with a focus on settlement areas where seniors and users with mobility challenges are most likely to access and use the Trail. This includes benches and enough off-trail space to support persons using assistive mobility devices. The Frontenac Regional Active Transportation plan recommends placement of benches every 500-1000 meters. Trail Counters: In order to provide consistent reporting data over time on the use of the trail, automated trail counting infrastructure will be installed at consistent intervals along the trail and near busy access points.
These improvements will not only improve access and safety, but strengthen the overall trail experience on the K&P, raising the bar for rail-trail development in eastern Ontario. If successful, the ICIP CCR grant will provide up to 80% funding towards the above projects over 4 years, distributed as follows: Fiscal Year (Apr 1 to Mar 31)
% Project Completion
Federal Funding
Provincial Funding
Frontenac County Contribution
Total
2021-22
40
$132,480.00
$110,388.96
$88,331.04
$331,200.00
2022-23
25
$82,800.00
$68,993.10
$55,206.90
$207,000.00
2023-24
20
$66,240.00
$55,194.48
$44,165.52
$165,600.00
2024-25
15
$49,680.00
$41,395.86
$33,124.14
$124,200.00
For the K&P Trail Development work in 2020, staff were able to match the $164,001.11 of funding from the Rural Economic Development Program (RED) with $472,618.37 from the Federal Gas Tax and augment that funding with $73,560.33 from the Ontario Municipal Commuter Cycling Program matched to $18,409.11 of capital funding from the K&P Trail budget. Unfortunately the Gas Tax cannot be used to match ICIP funding, and as such, staff have provisionally allocated $88,331.04 from the accessibility reserve to match this grant in 2021-2022. Matching fund allocations for future years will be presented to Council during the annual budget deliberations. If this application is deemed successful, community engagement will take place over the summer to help “crowdsource” potential locations for benches along the trail. Trail Counters will be purchased and installed immediately to establish a baseline of use for the entire 2021 peak season through this Summer and Fall. Recommend Report to Council Planning and Economic Development – Authorization to enter into a contribution agreement with the Province of Ontario (ICIP Community, Culture & Recreation Stream) April 21, 2021 Page 3 of 4
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AGENDA ITEM #b)
Strategic Priority Implications Priority 2.1: To meet the needs of future capital projects, explore new sources of funding support (current and future programs), cost-sharing options and other potential economies. The ICIP CCR program will provide $73.33% of project funding for rehabilitate recreational infrastructure to improve safety and accessibility should the application be successful. This will be the first time the County has accessed this funding stream for a strategic project. Financial Implications The ICIP program will provide $607,172.40 towards the access and safety improvements to the Frontenac K&P Trail between Orser Road and Sharbot Lake. The project budget is $828,000 distributed over four years, and the County share for 2021-22 has been provisionally allocated from the Accessibility Reserve. At the end of 2020 there was a balance of $117,354 in the Accessibility Reserve (Ontarians with Disabilities). Should Council approve the recommendation, the reserve will be left with a balance of $39,023 by the end of 2021 once the 2021 contribution of $10,000 has been added. Fiscal Year (Apr 1 to Mar 31)
% Project Federal Completion Funding
Provincial Funding
Frontenac County Total Contribution
2021-22
40
$132,480.00 $110,388.96
$88,331.04
$331,200.00
2022-23
25
$82,800.00
$68,993.10
$55,206.90
$207,000.00
2023-24
20
$66,240.00
$55,194.48
$44,165.52
$165,600.00
2024-25
15
$49,680.00
$41,395.86
$33,124.14
$124,200.00
Organizations, Departments and Individuals Consulted and/or Affected Frontenac County Planning and Economic Development Department Alex Lemieux, Director of Corporate Services/Treasurer Phil Piasetzki, Deputy Treasurer Kathie Shaw, Senior Financial Analyst Jannette Amini, Manager of Legislative Services/Clerk
Recommend Report to Council Planning and Economic Development – Authorization to enter into a contribution agreement with the Province of Ontario (ICIP Community, Culture & Recreation Stream) April 21, 2021 Page 4 of 4
2021-032 Planning Page 91 of 219 to enter into a… and Economic Development Authorization
AGENDA ITEM #c)
Report 2021-034 Recommend Report to Council To:
Warden and Members of County Council
From:
Kelly Pender, Chief Administrative Officer
Prepared by:
Jannette Amini, Manager of Legislative Services/Clerk
Date of meeting:
April 21, 2021
Re:
Corporate Services – Direction to proceed with the investigation and implementation of By-laws for the Provision of an Administrative Monetary Penalty Process
Recommendation Resolved That the Council of the County of Frontenac receive the Corporate Services – Direction to proceed with the investigation and implementation of By-laws for the Provision of an Administrative Monetary Penalty Process report for information; And Further That staff report back to Council no later than June, 2021 for Council’s consideration, with provisions for a by-law respecting Enforcement of Orders During a Declared Emergency and a by-law to Establish a Process for Administrative Penalties. Background Under the Emergency Management and Civil Protection Act, the County has authority to declare an emergency and make orders respecting the health, safety and welfare of persons in the municipality. While the EMCPA contains provisions for orders issued by the Province, including creating offences for failing to comply with Provincial orders, any contravention of these offences are enforced through the Provincial Offences Act. Section 11 of the Municipal Act, 2001, provides that a municipality may pass by-laws respecting the economic, social and environmental well-being of the municipality; the health, safety and well-being of persons; and the protection of persons and property. The issuance of orders during a declared emergency is a matter that fits within this authority. In addition Part XIV of the Municipal Act provides a municipality with the authority to create offences, set penalties and enforce its by-laws under the Act.
2021-034 Corporate 92with of 219 Services Direction toPage proceed the investigation …
AGENDA ITEM #c)
Comment There are a number of by-laws and policies that the County has, or is in the process of developing, that place restrictions or require compliance by users. Examples of these include
- By-law 2018-0027 to regulate and control the parking of vehicles in the County of Frontenac on County owned lands;
- By-law 2020-0042 to Establish 2021 HI Ferry Fees and Fares which is passed annually;
- A Care and Use of Trails By-law currently being developed;
- Land Use Policy that sets out criteria and on-going requirements for property owners that make requests for use of County property such as easements, Right of Ways and Encroachments;
- Weed Inspection. Currently, the County is facing issues with motorists boarding the Howe Island Ferry and then not paying the fare, as well as some refusing to wear a face covering, as mandated by Transport Canada. In order for municipal by-laws to be enforced, they must carry an offence for someone found in contravention of the by-law. With the exception of the Parking By-law 20180027, none of these by-laws/policies actually create offences or carry enforcement provisions. As a result, in order for the County to start enforcing compliance, these by-laws must be amended to create offences and include enforcement provisions. Enforcement Options
- Provincial Offences Act Offences prosecuted/enforced by Municipalities typically are administered through the Provincial Offences Act. The Provincial Offences Act, commonly referred to as the POA, sets out the method for enforcement and adjudication of regulatory offences and by-laws in the province. The Act sets out three different types of offences: Part I Offences which are offences where tickets can be issued such as contravention to, among other things such as speeding, municipal by-laws such as Animal Control, Noise, or Nuisance. These are general offences for which a Municipality has received consent to issue a Certificates of Offence; Part II Offences which are specific on the parking offences; or Part III Offences which are issued for more serious offences or by-law offences. Section 1(1) of the POA defines an offence as “..an offence under an Act of the Legislature or under a regulation or by-law made under the authority of an Act of the Legislature.” A municipal bylaw can create an “offence” for the purpose of section 1(1) of the POA. Recommend Report to Council Corporate Services – Direction to proceed with the investigation and implementation of By-laws for the Provision of an Administrative Monetary Penalty Process April 21, 2021 Page 2 of 4
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AGENDA ITEM #c)
Apart from a parking by-law, By-Laws are enforced primarily through the issuance of a Part I Summons where the provincial offences officer serves the defendant with the offence notice, or summons, and then files the certificate of offence in the court office. Individuals charged are required to appear before a Justice of the Peace in Kingston, regardless of where they live, and do not have the option to settle the charge by mail, online or by phone. Parking by-laws are enforced through the issuance of a Part II where a provincial offences officer issues a parking infraction notice and completes a certificate of parking infraction. Payment may be made to the municipal offices. The County of Frontenac does not have any persons delegated as provincial offences officers and as a result, has no one on staff that is able to enforce its By-laws. There is a commitment from the County to participating in any agreement regarding by-law enforcement that the municipalities arrived at through the Joint Service Delivery Review being carried out by Strategy Corp. and Township staff have begun the investigation process to develop a regional approach to by-law enforcement with a target to have it implemented in 2021. As reported previously to Council, Weed Inspection will form a part of the RFP process and once finalized, the Care and Use of Trails By-law currently being developed may also form part of agreement. 2. Administrative Penalties Administrative penalties are authorized under section 434.1 of the Municipal Act as a civil mechanism for enforcing compliance with regulatory requirements. Administrative monetary penalties are an increasingly popular enforcement mechanism, as they are administered by municipal staff and independent hearing officers, resulting in a more efficient process than traditional prosecutions. Administrative monetary penalties are becoming increasingly popular with municipalities as courts continue to face challenges in light of the pandemic. These financial penalties may be imposed on persons who fail to comply with municipal bylaws. They are administered by municipal staff and independent hearings officers rather than court system. The efficiency of this process has led many municipalities to rely on administrative penalties rather than traditional prosecutions to enforce parking and other by-law infractions. Administrative penalties are not automatically available. A municipality must amend its by-laws to impose administrative penalties for contraventions. A municipality should also pass an administrative penalties by-law that provides for a fair review process with measures to promote procedural fairness, such as appeals to independent officers. As noted, administrative penalties can only be applied if the municipality is satisfied that the person has failed to comply with a by-law of the municipality. They cannot be applied if a person has failed to comply with provincial or federal legislation. In terms of enforcement of orders issued by the province under the Emergency Management and Civil Protection Act, the POA allows corporations and individuals to be ticketed and issued set fines under Part I of the Act for committing an offence under subsection 7.0.11(1) of the Emergency Management and Civil Protection Act, or subsection 10(1) of the Re-Opening Ontario Act; however tickets under the POA can only be issued by a Recommend Report to Council Corporate Services – Direction to proceed with the investigation and implementation of By-laws for the Provision of an Administrative Monetary Penalty Process April 21, 2021 Page 3 of 4
2021-034 Corporate 94with of 219 Services Direction toPage proceed the investigation …
AGENDA ITEM #c)
provincial offences officer. This leaves the County at this point, unable to enforce such requirements as face coverings on the Howe Island Ferry. Section 4(1) of the EMCPA allows the head of council to declare that an emergency exists in the municipality and may make orders considered necessary and are not contrary to law to protect property and the health, safety and welfare of the inhabitants of the emergency area and although the EMCPA contains provisions for orders issued by the Province, including creating offences for failing to comply with Provincial orders, it lacks a mechanism for the enforcement of emergency orders issued by a municipality. This gap in the legislation can be addressed by the County passing a by-law to establish a process for issuing and enforcing municipal emergency orders and in turn, impose administrative monetary penalties for violations of orders issued in accordance with the declaration. Staff are looking to Council to determine if there is an appetite for the County to proceed with the investigation and implementation of By-laws for the provision of an administrative monetary penalty process. Strategic Priorities Implications As part of the Vision for the County of Frontenac in its 2019-2022 Strategic Plan, it identifies accountability and states: As a framework for strategic planning, this future vision incorporate goals related to: • Building the County’s organizational capacity in line with its mandate and accountabilities. Additionally, Other Important and Continuing County Priorities, identifies: Continually improve customer and financial services. Maintain a strong organization and positive work culture through leadership, human resources, training and development, physical and IT infrastructure, and partnerships. Financial Implications There are no financial implications associated with this report. Organizations, Departments and Individuals Consulted and/or Affected Tony Fleming, County Solicitor, Cunningham Swan Kevin Farrell, Manager of Continuous Improvement Alex Lemieux, Director of Corporate Services/Treasurer
Recommend Report to Council Corporate Services – Direction to proceed with the investigation and implementation of By-laws for the Provision of an Administrative Monetary Penalty Process April 21, 2021 Page 4 of 4
2021-034 Corporate 95with of 219 Services Direction toPage proceed the investigation …
AGENDA ITEM #d)
Report 2021-035 Council Recommend Report To:
Warden and Council
From:
Kelly Pender, Chief Administrative Officer
Prepared by:
Kelly Pender, CAO, County of Frontenac
Date of meeting:
April 21, 2021
Re:
Office of the Chief Administrative Officer – Frontenac Regional Roads Network –KPMG Final Report
Recommendation Be It Resolved that the Frontenac Regional Roads Network – KPMG Final Report be received; And Further That the Council of the County of Frontenac forward the report to each of the member municipalities for their review and action; And Further That the County provide the report to the Ministry of Municipal Affairs and Housings advising that any further action will be at the discretion of the member municipalities; And Further That County involvement in this project moving forward be at the request of the member municipalities. Background As Council will recall, on July 18, 2018 Council approved a motion directing staff to fully investigate methods to access senior level government funding for roads investment that are specific to roads infrastructure, while permitting the County to use Gas Tax Funding allocated to the County (i.e., not member municipality gas tax allocation) for regional purposes such as economic development, the K&P Trail or Community Improvement Plans. This began the process of the Frontenac CAOs meeting to review, discuss and determine whether or not to proceed with the establishment of a regional roads system, with the outcome being that KPMG Canada was commissioned to review Options 3 and 5 from the list of options presented at the April 17, 2019 meeting, those being:
2021-035 Office Page Officer 96 of Frontenac 219 of the Chief Administrative Regional R…
AGENDA ITEM #d)
Option Three: Regional Approach – Contracted Engineering, Limited County Involvement (No Known Precedent) Description: County assumes 1% ownership in regional roads and bridges, but provides no support to the project and engages an independent engineering firm to lead the program. Operational Model: A contracted engineering firm would be hired by the County to develop a work program that would include maintaining regional road priority schedules, recommending projects, working with township public works managers on project coordination. Working with township treasurers on accounting/reporting. County submits application on behalf of the Township. Deficiencies: There are no County staff or dollars available to support this approach. County may assume some liability for work performed by township employees. May be cost prohibitive. Consulting fees generally are calculated at 2-2.5x the salary of the consultant. County Impact: No County involvement other than submission of grant applications prepared by the Consultant. Increased liability. Could be resolved through an indemnity agreement. County will incur legal and (perhaps) survey costs to assume 1% ownership in the regional road network. Grant dollars received in excess of current County gas tax allocation would be available for County use on regional projects such as trails and community improvement plans. Member Municipality Impact: Now eligible to receive regional grants. Increased work load for public works and treasury staff. Township may need to engage additional resources to support this model. Governance: The Consultant working with the four public works managers and treasurers prepare an annual report for review by the five chief administrative officers in June of each year for presentation to County Council for consideration in September. The report would highlight works completed in the prior year and recommendations for the following year. County Council approves the final report. Member municipalities would provide input into the plan through their public works manager and CAO as appropriate. Option Five Regional Approach – County Resources (Similar to Lennox & Addington) Description – County assumes 1% ownership in regional roads and bridges. Similar to Lennox & Addington County, the County employs a limited engineering staff complement to administer the program, maintain roads needs study and provide project management/support.
Recommend Report to Council Office of the Chief Administrative Officer – Frontenac Regional Roads Network –KPMG Final Report April 21, 2021
2021-035 Office Page Officer 97 of Frontenac 219 of the Chief Administrative Regional R…
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AGENDA ITEM #d)
Operational Model: All “on the ground” maintenance works would continue to be local and managed in the same manner as currently. Regional Engineer, plus project manager would be employed commencing in early-mid 2020. Adding a .5 FTE in 2021. (Approximately 50% of the L&A Model) Deficiencies: Funding model would need to be developed to address cost sharing and perhaps the cost related with the municipal share of the capital costs. County Impact: Currently, no physical space allocated for new staff. Additional governance/oversight required by Council/CAO. Increased liability. County will incur legal and (perhaps) survey costs to assume 1% ownership in the regional road network. Grant dollars received in excess of current County gas tax allocation would be available for County use on regional projects such as trails and community improvement plans. Member Municipality Impact: Now eligible to receive regional grants. Regional projects administered solely or jointly with member municipality. Current resources will be freed up. Governance: The Regional Engineer working with the four public works managers and five treasurers prepare an annual report for review by the five chief administrative officers in June of each year for presentation to County Council for consideration in September. The report would highlight works completed in the prior year and recommendations for the following year. County Council approves the final report. Member municipalities would provide input into the plan through their public works manager and CAO as appropriate. Consulting engineering will need to be evaluated on a project by project basis, but would be included in the overall project cost. Recommendation: Recommended for Further Study In January of 2020, the Frontenac CAO’s further met, with a consensus that KPMG be retained to conduct further research and consultation with respect to refining the recommendation and examining the potential of implementing a variation of Option #5 – being the regional in-house approach. While there was general support and optimism for an in-house approach to regional roads management, the Chief Administrative Officers felt that variations to the Countyled governance structure and/or operating model identified in Option 5 should be considered before a more detailed business case was developed. Further, the KPMG report acknowledged a possible reduction of provincial grant funding in the near term; however, based on announcements at the 2020 Rural Ontario Municipal Association conference (ROMA) and a desire to be prepared should funding cuts not materialize, the Chief Administrative Officers felt that the Townships should remain open to the 1% ownership transfer to the County or other means of improving access to those grants. Recommend Report to Council Office of the Chief Administrative Officer – Frontenac Regional Roads Network –KPMG Final Report April 21, 2021
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At a Joint Council meeting held on January 29, 2020, a report was presented that outlined a work plan that proposed the following approach: Phase One: Start-Up
Meet with the CAOs, Treasurers and Public Works Managers to: o Review results of local Council discussions resulting from the Joint Council meeting o Explore options for governance and operations model for the RRN o Develop a consensus on the preferred option
Phase Two:
Research and further interviews if necessary
Phase Three: Pro Forma and Work Plan
Develop a 5 year Pro Forma budget for the RRN including potential sources of funding and phasing
Phase Four: Presentation of the Final Report
Joint Meeting of Council (TBD)
This led to County Council, at that same meeting, passing the following resolution: 2020-009 Office of the Chief Administrative Officer Regional Roads Network – Report from KPMG Motion #: 21-20 Moved By: Councillor Doyle Seconded By: Councillor Vandewal Be It Resolved that the Office of the Chief Administrative Officer – Regional Roads Network – Report from KPMG report be received; And Further That the report of KPMG be received; And Further That County Council direct staff to engage KPMG Canada to complete a second phase of the Regional Roads Network project at an upset cost of $26,000; And Further That this be expensed from the Municipal Modernization Fund and/or the Stabilization Reserve. Carried Comment The following are five key findings resulting from the KPMG analysis of the current model for the Regional Road Network.
Recommend Report to Council Office of the Chief Administrative Officer – Frontenac Regional Roads Network –KPMG Final Report April 21, 2021
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- The Watson and Associates Roads Management Study and the D.M. Wills Associates Frontenac Corridor Needs Study both identified an integrated capital management plan as the most effective and efficient approach to maintaining the Frontenac Corridor.
- The overall roads reserve position of the Frontenac County Townships is consistent with their peers, and is the second largest reserve position among the comparator group. However, the roads reserve position per lane kilometer for the Frontenac County Townships is substantially less than Hastings, Lanark, and Lennox & Addington Counties. While Frontenac County is positioned well in overall roads reserves among the comparator group, the low reserve position per lane kilometer indicates an unsustainable financial position if the current model remains unchanged.
- Since 2016, the Frontenac County Townships have received significantly less grant funding when compared to their peers. In 2018, Frontenac County received an average of $3 million less in grant funding than their comparator group. On a per lane kilometer basis, Frontenac County received, on average, 81% less grant dollars per lane kilometer when compared to their neighbouring municipalities
- In the next 5 years, the individual Road Needs Studies of member Townships indicate the Frontenac County Townships will collectively need to invest approximately $32.5 million to maintain the 960 lane kilometers of regional roads as identified in the County of Frontenac Official Plan; per lane kilometer this equals $33,854. Currently, the Townships spend up to 60% of their annual operating budgets on road operations and maintenance.
- The unstable nature of infrastructure grant funding provided by the Province of Ontario will require municipalities in the future to find alternative ways to fund their transportation networks. Based upon the above, there is a case for change in how the regional road network within Frontenac County is managed and supported. The municipal road reserve position per lane kilometer is behind its comparators, the future of traditional grant programs is uncertain, and there is a large unfunded capital liability for the regional road network over the next five years. It is apparent that the service delivery model of the regional road network will have to be fundamentally rethought to address these challenges. The reports presents 3 options for Council to consider, those being:
- Option 1: Regional Approach with County Resources
- Option 2: Regional Approach Using Contracted Engineering Services
- Option 3: Joint Services Board A full description of each option, including Advantages, Challenges and Financial Projections of each is contained in the Frontenac Regional Roads Network –KPMG Final Report.
Recommend Report to Council Office of the Chief Administrative Officer – Frontenac Regional Roads Network –KPMG Final Report April 21, 2021
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AGENDA ITEM #d)
The Frontenac Township CAO’s met on June 18, 2020 for a KPMG facilitated discussion regarding a Regional Road Network. The member Township CAO’s agreed that a coordinated approach to regional roads has potential to realize significant benefits for the member Townships through operational and procurement efficiencies, the establishment of consistent maintenance standards and levels of service throughout the road network, improved asset management, capital works priority setting, and financial planning. Township CAO’s agreed on six guiding principles for a Regional Road Network:
- Access to increased funding opportunities
- Cost savings and operational efficiencies
- Investment in road infrastructure
- Standardize level of service for regional transportation across the County
- Responsible, well-defined, neutral governance with transparent controlling interest
- Model that will facilitate the stable, consistent and sustainable financing component of Regional Road Network At the June workshop, member Township CAO’s evaluated and scored each approach based on the six guiding principles for a Regional Road Network. The Joint Services Board (JSB) received the highest evaluation, scoring 16 out of a maximum of 18 points. In conclusion, the reports recommends a regional approach with County resources (Option 1). The reasons for this recommendation are as follows:
- The capital needs for regional roads will be a significant burden on the Townships in the near term. Additional taxation in the form of a County levy would guarantee stable, reliable and sustainable funding over the long term to support the necessary infrastructure of regional roads, and ensure a higher and more consistent level of service to all residents. The JSB does not provide this guaranteed sustainable funding mechanism for roads infrastructure.
- The JSB duplicates an existing more effective governance model for regional service delivery across the county. Governance and reporting frameworks already exist with Option 1 and is a model used by all but one other similar jurisdiction in the Province of Ontario.
- Since the JSB is not a corporate entity, it is unlikely to be capable of grant applications. The County would have the ability to make grant applications on behalf of the Regional Road Network without jeopardizing the ability of member Townships to apply for their own grants.
- The County’s involvement with the Regional Road Network would support other transportation initiatives across the county e.g. ferries, trails that would increase the overall mobility of County residents.
- Municipal staff acknowledge that there is limited public works and treasury capacity for increased workload at the Township level, the savings under Option 3 does not appear to be sustainable. Subsequently, comments from the Township CAOs were received and incorporated into a final report that was received on March 4, 2021.
Recommend Report to Council Office of the Chief Administrative Officer – Frontenac Regional Roads Network –KPMG Final Report April 21, 2021
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AGENDA ITEM #d)
A copy of the KPMG report is attached to this report as Appendix A. At a Frontenac CAO’s meeting held on April 1, 2021 the consensus of the group was for the County to receive the report and forward to the member municipalities for their consideration and that the County involvement going forward be only at the request of the municipalities. This report was funded by the first phase of the Province of Ontario, Municipal Modernization Fund. While formal reporting is not required for the first phase, the Ministry is tracking projects and outcomes. A draft of this report was also provided as background to StrategyCorp as part of their overall review of Frontenac municipal service delivery. The primary recommendation from StrategyCorp was centred on advocacy for Provincial grant support. A similar recommendation is included in the potential implement plan from KPMG (this last bullet point, page 37) Strategic Priority Implications Priority 2: Explore new funding sources and invest wisely in critical long-term infrastructure. 2.1
To meet the needs of future capital projects, explore new sources of funding support (current and future programs), cost-sharing options and other potential economies.
2.5
Explore a collaborative upper-tier role for the County in securing potential funding and support for township maintenance of roads & bridges in a regional road system.
Priority 3: Champion and coordinate collaborative efforts with partners to resolve complex problems otherwise beyond the reach of individual mandates and jurisdictions. 3.1
Work with the townships, other municipalities and levels of government on broad infrastructure issues — ranging from environmental concerns to regional transportation strategies for residential, social and economic purposes, and access to funding.
3.3
Continue to pursue collaborative opportunities to achieve service and cost efficiencies and other economies through cost-sharing and shared services.
Financial Implications The cost of the KPMG report was $40,000+HST which was offset by a $40,000 transfer from the County of Frontenac’s Municipal Modernization Funding allocation.
Recommend Report to Council Office of the Chief Administrative Officer – Frontenac Regional Roads Network –KPMG Final Report April 21, 2021
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AGENDA ITEM #d)
Organizations, Departments and Individuals Consulted and/or Affected Member Municipalities – CAO’s, Treasurers, Public Works Managers Alex Lemieux, Director of Corporate Services/Treasurer KPMG
Recommend Report to Council Office of the Chief Administrative Officer – Frontenac Regional Roads Network –KPMG Final Report April 21, 2021
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Frontenac Regional Roads Network Final Report County of Frontenac & Member Townships
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July 27, 2020
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Frontenac Regional Roads Network
Disclaimer This report has been prepared by KPMG LLP (“KPMG”) for the County of Frontenac (“Client”) pursuant to the terms of our Agreement with the Client dated October 3, 2019. KPMG neither warrants nor represents that the information contained in this report is accurate, complete, sufficient or appropriate for use by any person or entity other than Client or for any purpose other than set out in the Engagement Agreement. This report may not be relied upon by any person or entity other than Client, and KPMG hereby expressly disclaims any and all responsibility or liability to any person or entity other than Client in connection with their use of this report. This report is based on information and documentation that was made available to KPMG at the date of this report. KPMG has not audited nor otherwise attempted to independently verify the information provided unless otherwise indicated. Should additional information be provided to KPMG after the issuance of this report, KPMG reserves the right (but will be under no obligation) to review this information and adjust its comments accordingly. Pursuant to the terms of our engagement, it is understood and agreed that all decisions in connection with the implementation of advice and recommendations as provided by KPMG during the course of this engagement shall be the responsibility of, and made by, the County of Frontenac. KPMG has not and will not perform management functions or make management decisions for the County of Frontenac. This report may include or make reference to future oriented financial information. Readers are cautioned that since these financial projections are based on assumptions regarding future events, actual results will vary from the information presented even if the hypotheses occur, and the variations may be material. Comments in this report are not intended, nor should they be interpreted, to be legal advice or opinion. KPMG has no present or contemplated interest in the County of Frontenac nor are we an insider or associate of the County of Frontenac. Accordingly, we believe we are independent of the County of Frontenac and are acting objectively.
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© 2021 KPMG LLP, an Ontario limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved.
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Frontenac Regional Roads Network
Table of Contents Page Disclaimer
2
Introduction
4
Current State
8
Analysis of Proposed RRN Models
22
Conclusion and Recommendations
32
Implementation Plan
35
Appendix A: Lennox & Addington County Agreement for Construction and Maintenance of County Roads and Bridges
38
Appendix B: Lennox & Addington County Budget for Paved Roads Administration
Appendix D: Original 6 Options (April 17, 2019)
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Appendix C: KPMG Facilitated Session with Member Township CAOs (June 18, 2020)
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Introduction
Frontenac Regional Roads Network
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Final Report
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Frontenac Regional Roads Network
Project Overview Project Objectives KPMG was engaged by the County of Frontenac (“the County”) to present analysis on two proposed delivery models for the creation of a Regional Roads Network (“RRN”) in the County of Frontenac. The County and member Townships have determined there are three preferred options for a RRN delivery model – an outsourcing model that relies on contracted engineering with limited County involvement, a model where County resources directly support the delivery of the RRN and a model that establishes a Joint Services Board (“JSB”) with no County involvement. KPMG was engaged to undertake a review of each delivery model and perform an analysis on the merits of each option. The overall goal of the project was to present the County and the Township Councils with a business case for the preferred option, a high level implementation plan, and a 5 year pro-forma budget for the new Regional Roads Network. The report’s analysis is based upon research, stakeholder consultation, document review, and the benchmarking of the County against comparable municipalities. KPMG anticipates this report will provide the necessary assessment regarding the merits and challenges of each option to enable the County and member Townships to select their preferred delivery model for implementation.
Project Principles The project was conducted in accordance with the following principles: The knowledge and expertise of Township staff was fully engaged, building upon their knowledge and expertise to arrive at recommended actions through a transparent, participative and inclusive process facilitated by KPMG.
•
The aim was to, wherever possible, transfer knowledge and necessary “tools” to Township employees to enable them to better develop their own solutions to operational and process issues and challenges over time.
•
Opportunities and recommendations are based on leading practice from other municipalities comparable to the County, with specific focus on the County of Lennox and Addington model of delivery.
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•
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Frontenac Regional Roads Network
Introduction and Context Setting the Stage Frontenac County and its member Townships of North Frontenac, Central Frontenac, South Frontenac and Frontenac Islands are linked by an extensive road network that serve both a local and regional purpose. In addition, Provincial Highways 7 and 41 connect the County to its neighbouring municipalities across the northern portion of the County. The regional road network within the County is important to the maintenance and sustainability of the local economy. The region is dependent on the transportation system for the movement of goods and services, tourism, and access to health and social services and is an essential part of the infrastructure that supports the County.¹ When the County was restructured in 1998, the local amalgamation board determined the County would not be deemed a County for road purposes and accordingly would not own, maintain, repair or construct roads. As a result, more than 400 kilometers of Provincial highways and County roads were downloaded to the four Townships of Frontenac County. It is the responsibility of the four Townships to provide regional transportation services and the financial liabilities of maintaining and repairing these regional roads.
2 Source: County of Frontenac Report to Council, April 17, 2019 © 2021 KPMG LLP, an Ontario limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved.
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The County recognizes the importance of the regional road network as a commuter, commercial, and recreational link across the Townships. Additionally, the County recognizes there is a potential benefit to a consolidated management model to ensure consistent road standards, adequate funding, and the overall strength of the connecting link through the County. Accordingly, in April 2019, County Council requested that an analysis be conducted on two preferred options for a regional road network across the County. KPMG was subsequently retained to conduct the analysis. 1 Source: County of Frontenac (2014). Official Plan.
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Project Overview Project Scope This engagement commenced on October 11, 2019, and was completed when the final report was submitted to the County on July 27, 2020. The diagram below depicts the key phases as outlined in the Project Charter.
Project Initiation
• • • •
Kick Off Meeting Project Charter/Plan Schedule and Milestones Communication / Engagement Plan
Current State Review
• •
Documentation Review Stakeholder Interviews
Analysis
• • • •
Delivery model options analysis Lennox & Addington Interviews and review 5 year pro-forma budget for each option Working session with Project Team to select delivery model
Final Report
• • •
Half day working session with Project Team Final business case and implementation plan for preferred delivery model Presentation to Councils
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Current State
Frontenac Regional Roads Network
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Final Report
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Document Review Overview KPMG undertook a comprehensive document review relevant to the regional roads network within the County. This review provided us with an understanding of the needs and challenges facing the County and member Townships in the delivery of regional road transportation, as well as provided context and history to the discussion of a regional roads network. Road Needs Studies and asset management plans (where applicable), were reviewed for each of the four member townships. Additionally, KPMG reviewed staff recommendations and reports from County Council, the County Official Plan, current budgets and Financial Information Returns (FIRs) for member Townships, existing Shared Service Agreements between the County and member Townships, and two prior Regional Roads Reports (Watson, 2011; D.M. Wills 2013).
County of Frontenac, Roads Management Study – Fiscal Management Plan. Watson & Associates Economists Ltd. (2011) In 2009, the County adopted their Integrated Community Sustainability Plan (ICSP) which established principles and decision-making policies to support sustainable behavior throughout the County. A list of strategic initiatives were identified, and an integrated long-term plan for future road development, maintenance and financing was identified as one of these priorities. In 2011, the County retained Watson and Associates to develop a fiscal management plan and roads management study. The Watson study created a life-cycle based capital plan, assessed the sufficiency of existing funding levels and determined appropriate levels of funding to maintain a defined Regional Roads Network. The Watson Report considered three options for a Regional Roads Network: Option 1: Only downloaded Provincial Highways and former County Roads Total Road Length (km) = 381.76
Total Road Length (km) = 454.40 Option 3: Option 2 plus existing municipal roads that connect to regional status roads in neighbouring jurisdictions (Crow Lake Road, Fifth Lake Road, Long Lake Road, Mountain Grove Road, Wagerville Road) Total Road Length (km) = 519.40 Source: Watson & Associates (2011) County of Frontenac Roads Management Study – Fiscal Management Plan © 2021 KPMG LLP, an Ontario limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved.
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Option 2: Option 1 plus existing area municipal roads in North and Central Frontenac (Arden Road, Henderson Road, Ardoch Road, Buckshot Lake Road, Harlowe Road)
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Frontenac Regional Roads Network
Document Review Watson Report (continued) The Watson Report considered the full life-cycle capital replacement needs for a Regional Roads Network with a 30-year phase in scenario, attempting to reach a sustainable replacement level within the 30-year period. The fiscal impact analysis completed in 2011 identified the current level of regional roads funding as insufficient relative to the long-term lifecycle needs for each Township. The report identified the Township’s historic reliance on grant funding for regional roads needs as a risk to sustainability and identified the need to establish a funding strategy to address the anticipated deficit. The report also identified current gaps in tax levy funding for roads across all Townships and recommended the tax impact for sufficient funding levels could be mitigated by financing the capital costs for roads infrastructure at the County level. “By smoothing, and thereby minimizing, future tax impacts to all County constituents, the provision of a better and more consistent overall level of service to all residents and businesses for regional roads will be facilitated. By the very nature of their regional benefit, the cost of maintaining regional roads should ideally impact County constituents in a relatively uniform manner. This is particularly important in light of scarce municipal funding to address a continuing overall needs deficit, unless a significant strategic action is identified and supported.”¹
Frontenac Corridor Roads Needs Study. D. M. Wills Associates Ltd. (2013) In 2013, the Townships of Frontenac County led an initiative to procure a roads needs study for a Frontenac Corridor (“the Corridor”) identified as the geographic portions of former Highways 506, 509, 38, 95, and 96, which connect together to complete a Corridor through the County and across Wolfe Island. The Townships intended to be proactive in response to anticipated funding opportunities for a roads corridor. Accordingly, the Townships retained D.M. Wills Associates Ltd to assess the state of infrastructure and related asset management and financial plans for roads maintenance and capital improvement on the Corridor.
The Wills report also identified best management practices based on asset type and maintenance category. Levels of service, built from the Minimum Maintenance Standards for Municipal Highways (O. Reg. 239/02), were established for roads capital improvements (reconstruction and upgrades), roads repairs (hard top), roads resurfacing, roadside maintenance (brushing & ditching), and bridges (including culverts). 1
Source: Watson & Associates (2011). County of Frontenac Roads Management Study – Fiscal Management Plan. Pg 5-3
2
Source: D.M. Wills Association Ltd. (2013) Frontenac Corridor Needs Study © 2021 KPMG LLP, an Ontario limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved.
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Data collected as a result of the study was used to identify a prioritized list of road network needs. The study and related recommendations considered the overall corridor as an asset group, spanning across the four Townships. The study noted that this integrated capital planning approach to maintenance and improvements within the Corridor would result in the lowest overall lifecycle costs and ensure the full service life of the road assets are realized.
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Documentation Review Road Needs Studies Road Needs Studies provide Council and staff with an inventory of all roads, a comprehensive review of existing conditions, and a plan to repair and maintain the road network to a satisfactory level of service. The purpose of a Road Needs Study is to present an up to date inventory and assessment of the road network within a municipality from which a financial program for the maintenance and capital improvements can be developed. Up-to-date Road Needs Studies and a comprehensive asset management plan are key components for a successful road infrastructure grant application. Three of the four Townships have procured updated Roads Needs Studies within the last 2 years. North Frontenac selected D. M. Wills to complete their comprehensive Roads Needs Study in 2017 (which was updated in 2019), Central Frontenac selected Greer Galloway to complete their study in 2018, and Frontenac Islands selected Jewel Engineering to complete their study in 2018. An updated condition assessment for South Frontenac’s roads infrastructure is completed internally every two years; their 2016 assessment was referenced for the purposes of this report.
Source: Greer Galloway Group Inc. (2019). Township of Central Frontenac 2018 Road Needs Study
2
Source: D.M. Wills Association Ltd. (2017) North Frontenac Road Needs Study Report
3
Source: Jewell Engineering Inc. (2018) The Township of Frontenac Islands Road Needs Study
4
Source: South Frontenac Township Asset Management Plan (2016)
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1
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Summary of Interview Findings Common Themes On October 25, 2019, KPMG staff conducted interviews with municipal stakeholders regarding the proposed regional road network. The interviews provided the context and history of regional road operations within the County, and involved a discussion regarding the two proposed RRN delivery models. Interviews were completed by all four member Townships and the County. Key themes identified during these interviews included: •
The County of Frontenac and its member Townships, while connected geographically and proximally throughout the County, are all very different in their transportation system requirements, use, and challenges
•
The Township’s concerns regarding the original methodology used in the Financial Information Return (FIR) analysis on the comparative reserve position of the Townships and County
•
The various stages of development for asset management plans and differing capital project budget processes across each of the Townships
•
The inconsistency in methodology regarding asset management and road needs studies throughout the County
•
Confusion regarding the regional road network as identified in the County of Frontenac Official Plan (2014)
•
Outstanding questions on how the 1% ownership stake proposed by the County would impact the OCIF funding formula for the Townships, as well as future access to grant funding for those municipalities who have had high levels of success in securing additional funds through grant applications
There was general agreement on the following benefits of a RRN: Improved consistency in levels of service, maintenance standards, and investment in infrastructure across the RRN From the consultation on the RRN, all parties see the merits of a regional approach as identified above. There are some outstanding questions that will need to be answered prior to implementation.
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Increased efficiencies in procurement, economies of scale, project bundling, and project management across the RRN
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Frontenac Regional Roads Network
Projected Capital Needs The following table illustrates number of kilometers of regional road held by each Township as identified in the County of Frontenac Official Plan, and the corresponding capital expenditures required in the short (1-5 years) and medium (6-10 years) term. The capital needs identified below have been extracted from each Township’s most recent Road Needs Study, and the methodology may vary between Townships.
Township
Lane Kilometers of Regional Roads
Projected Capital Expenditure 1-5 years
Projected Capital Expenditure 6-10 years
North Frontenac
240
$2,406,000
$6,446,000
Central Frontenac
216
$5,191,000
$1,936,000
South Frontenac
382
$24,862,500
$7,230,000
Frontenac Islands
122
$49,638
*$3,032,279
Total
960
$32,509,138
$18,644,279
It is clear from the projected capital improvements required for the Regional Roads Network within the next 10 years, that greater financial investment in the County’s transportation system will be critical to maintain the current level of service moving forward. Potential consequences of delaying/reducing road maintenance programs and levels of service include: Deterioration of road conditions Detachment of local communities Diminished tourism and positive public perception Reduced efficiency and movement of goods and services Damage to vehicles due to road conditions Decreased emergency response times Source – Member Townships most recent Roads Needs Studies based on Regional Road Network as identified in County of Frontenac Official Plan (2016) *Frontenac Islands – Includes Howe Island Drive estimates by Director of Public Works, based on road needs as identified in Frontenac Islands Road Needs Study (2018) © 2021 KPMG LLP, an Ontario limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved.
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Compromising of road safety
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Frontenac Regional Roads Network
Projected Capital Needs The following tables identify the regional roads held by each Township as identified in the County of Frontenac Official Plan, and the corresponding capital expenditures required in the short (1-5 years) and medium (6-10 years) term. The capital needs identified below have been extracted from each Township’s most recent Road Needs Study, and the methodology may vary between Townships. North Frontenac Township
Central Frontenac Township
Road Name
1-5 years
6-10 years
Ardoch Road
$997,000
$1,208,000
Ardoch Road
Buckshot Lake Road
$815,000
$763,000
Arden Road
$682,000
$88,000
Henderson Road
$1,749,000
Harlowe Road Henderson Road
Road Name
1-5 years
$660,000
Long Lake Road
$594,000
Road 506
$1,973,000
Mountain Grove Road
Road 509
$2,195,000
Road 38
South Lavant Road
$219,000
Road 509
$6,446,000
Westport Road
$2,760,000
Total
$5,191,000
Total
$2,406,000
Frontenac Islands Township
Road Name
1-5 years
6-10 years
$1,276,000 $1,936,000
6-10 years *$2,160,000
Road 95
$119,131
Road 96
$49,638
$753,148
Total
$49,638
$3,032,279
Source – Member Townships most recent Roads Needs Studies based on Regional Road Network as identified in County of Frontenac Official Plan (2014) *Frontenac Islands – Howe Island Drive estimates by Director of Public Works, based on road needs as identified in Frontenac Islands Road Needs Study (2018) © 2021 KPMG LLP, an Ontario limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved.
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AGENDA ITEM #d)
Howe Island Drive
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Frontenac Regional Roads Network
Projected Capital Needs The following table identifies the regional roads held by South Frontenac Township as identified in the County of Frontenac Official Plan, and the corresponding capital expenditures required in the short (1-5 years) and medium (6-10 years) term. The capital needs identified below have been extracted from South Frontenac’s Asset Management Plan (2016), and the methodology may vary between Townships. South Frontenac Township
Road Name
South Frontenac Township
1-5 years
6-10 years
Road Name
Battersea Road
$5,925,000
Sydenham Road
Bedford Road
$1,080,000
Sydenham William Street
Bellrock Road
Westport Road
Desert Lake Road
$90,000
1-5 years
$420,000
Wilton Road Yarker Road
$922,500
Henderson Road
Total
$24,862,500
Perth Road
$1,335,000 $1,485,000
Harrowsmith Road Moreland-Dixon Road
6-10 years
$7,230,000
$1,867,500 $4,875,000
$90,000
$10,050,000
$1,732,500
Portland Avenue Road 38 Rutledge Road
$630,000 $1,590,000
Sydenham Church Street
Source – South Frontenac Asset Management Plan (2016) based on Regional Road Network as identified in County of Frontenac Official Plan (2014) © 2021 KPMG LLP, an Ontario limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved.
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AGENDA ITEM #d)
Sunbury Road
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Frontenac Regional Roads Network
Reserves Position of County verses Comparators The following graph represents the total roads reserve position for the County’s four Townships compared against the municipalities of Hastings County, Lanark County, Leeds and Grenville United Counties and Lennox and Addington County. Lanark County, Leeds and Grenville, and Lennox and Addington are responsible for the maintenance of a regional road network. Their reserve position is specific to the County funded regional roads. Frontenac County and Hastings County reserve position is the sum of all the member Township’s road reserves. The roads reserve position of the Frontenac County Townships is consistent with their peers, Lanark, Leeds and Grenville, and Lennox and Addington Counties, which have all experienced a growth in their road reserves over the past five years. Frontenac County has the second largest reserve position among the comparator group.*
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AGENDA ITEM #d)
*Reserve position of Frontenac County includes a portion of non-designated reserves from the Township of South Frontenac
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Frontenac Regional Roads Network
Dedicated Roads Reserves per lane kilometer The following graph represents the dedicated roads reserve position per lane kilometer for the County’s four Townships compared against the municipalities of Hastings County, Lanark County, Leeds and Grenville United Counties and Lennox and Addington County. Lanark County, Leeds and Grenville, and Lennox and Addington are responsible for the maintenance of a regional road network. Their reserve position per lane kilometer is specific to the County funded regional road network. The Frontenac County and Hastings County reserve position per paved lane kilometer is the sum of all the member Township’s road reserves. The roads reserve position per lane kilometer of the Frontenac County Townships is the second lowest among the comparator group.
17
AGENDA ITEM #d)
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Frontenac Regional Roads Network
Grant Position of County vs Comparators The graph below shows the transportation grant position of Frontenac County Townships against the comparator group of four neighbouring Counties. The County of Frontenac and the County of Lennox and Addington are both comprised of four lower tier municipalities. Lanark County is comprised of eight lower tier municipalities, the United Counties of Leeds and Grenville is comprised of ten lower tier municipalities, and Hastings County is comprised of fourteen lower tier municipalities. The graph illustrates both conditional grants (yellow) and tangible capital asset grants (blue). Since 2016, the Frontenac County Townships have received significantly less grant funding when compared to their peers. In 2018, Frontenac County received an average of $3 million less in grant funding in contrast to the comparator group.
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AGENDA ITEM #d)
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Frontenac Regional Roads Network
Grant Position of County vs Comparators The following graph shows the transportation grants per lane kilometer of municipal roadway. Lanark, Leeds and Grenville, and Lennox and Addington Counties are responsible for the maintenance of a regional roads network and the grants per lane kilometer is specific to the amount of lane kilometers maintained by the comparator County. Frontenac County and Hastings County are not responsible for a regional road network so the grants per lane kilometer reflect the total municipal lane kilometers of the member Townships. In 2018, Frontenac County received on average, 81% less grant dollars per lane kilometer when compared to their neighbouring municipalities.
19
AGENDA ITEM #d)
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Frontenac Regional Roads Network
Available Grant Programs KPMG conducted an examination of senior level grants available for municipal roads transportation infrastructure, reviewed eligibility requirements and total funding offered to construct a high level synopsis of the current state of grant funding. The Province of Ontario informed KPMG that the ICIP Funding for Rural and Northern Communities would be concluding at the end of 2019. The conclusion of this application based funding opportunity eliminates virtually all discretionary roads funding grant programs and will require municipalities in the future to find alternative ways to fund their transportation networks.
Grant Name Ontario Community Infrastructure Fund (OCIF)* Investing in Canada Infrastructure Program (ICIP): Rural and Northern Communities**
Funding Priorities
Eligibility
Funds available annually
Capital expenditures on core infrastructure that are part of asset management plan 2019 priorities: Near-term transportation improvement projects, for more reliable roads, bridges, air, and marine infrastructure
All small municipalities with populations less than 100k; Formula based
$200 million; guaranteed receipt of $50k minimum
All small municipalities with populations less than 100k; Application based
$250 million; concluding at end of 2019
Ontario Municipal Partnership Fund (OMPF)
Operating support for local frontline services
Unconditional, supporting northern and rural municipalities
$500 million
Federal Gas Tax Funding
Local Infrastructure Projects
Unconditional
$1.64 Billion (Ontario)
**Joint projects were identified as a priority within the ICIP: Rural and Northern Communities funding stream and additional consideration would be given to multiple eligible applicants partnering on projects in their region. Joint projects, as defined in ICIP, are those where each co-applicant contributes financially to the project. Joint projects count as project put forward by each municipality, and each partner may not also submit an individual application. Funds are only released to lead applicant, who is responsible for the financial management of the project and provincial reporting requirements. © 2021 KPMG LLP, an Ontario limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved.
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AGENDA ITEM #d)
*The Ontario Community Infrastructure Fund Top-Up (OCIF-TU) was used in the County’s calculation of senior level grant funding available to comparator counties in their April 17, 2019 report to Council. Since then, the Provincial government announced they would be redesigning the Top-Up portion of the OCIF and would no longer fund projects through the application-based top up portion of the Fund, redirecting $150 million in infrastructure funds.
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Frontenac Regional Roads Network
Key Findings The following are five key findings resulting from our analysis of the current model for the Regional Road Network.
- The Watson and Associates Roads Management Study and the D.M. Wills Associates Frontenac Corridor Needs Study both identified the an integrated capital management plan as the most effective and efficient approach to maintaining the Frontenac Corridor.
- The overall roads reserve position of the Frontenac County Townships is consistent with their peers, and is the second largest reserve position among the comparator group. However, the roads reserve position per lane kilometer for the Frontenac County Townships is substantially less than Hastings, Lanark, and Lennox & Addington Counties. While Frontenac County is positioned well in overall roads reserves among the comparator group, the low reserve position per lane kilometer indicates an unsustainable financial position if the current model remains unchanged.
- Since 2016 , the Frontenac County Townships have received significantly less grant funding when compared to their peers. In 2018, Frontenac County received an average of $3 million less in grant funding than their comparator group. On a per lane kilometer basis, Frontenac County received, on average, 81% less grant dollars per lane kilometer when compared to their neighbouring municipalities
- In the next 5 years, the individual Road Needs Studies of member Townships indicate the Frontenac County Townships will collectively need to invest approximately $32.5 million to maintain the 960 lane kilometers of regional roads as identified in the County of Frontenac Official Plan; per lane kilometer this equals $33,854. Currently, the Townships spend up to 60% of their annual operating budgets on road operations and maintenance.
- The unstable nature of infrastructure grant funding provided by the Province of Ontario will require municipalities in the future to find alternative ways to fund their transportation networks.
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AGENDA ITEM #d)
Based upon the above, there is a case for change in how the regional road network within Frontenac County is managed and supported. The municipal road reserve position per lane kilometer is behind its comparators, the future of traditional grant programs is uncertain, and there is a large unfunded capital liability for the regional road network over the next five years. It is apparent that the service delivery model of the regional road network will have to be fundamentally rethought to address these challenges.
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Analysis of Proposed RRN Models
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AGENDA ITEM #d)
Frontenac Regional Roads Network Final Report
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Frontenac Regional Roads Network
Analysis of Proposed RRN Models Introduction KPMG was engaged by the County to explore the merits of two regional roads network delivery models previously selected by County Council; specifically a model using contracted engineering with limited County involvement and a model where County resources support the delivery of the RRN. As a result of the January 29th 2020 Joint Council meeting, a second phase of work was authorized to look at additional regional road network delivery models that precluded County involvement. On June 18th, an on-line working session was held with the Township CAO’s to discuss the different models available to the Townships of Frontenac County. Each model was evaluated and scored by the Township CAO’s. The highest scoring model has been included in our analysis. It is assumed, for purposes of this review, that the Regional Road Network are the roads of regional significance as identified in the County of Frontenac Official Plan, adopted in 2014. County of Lennox and Addington In the initial analysis performed by the County in April 2019, the County of Lennox and Addington (“L&A County”) regional roads transportation model was identified as a comparator municipality that could serve as a model for the proposed Frontenac County Regional Road Network. L&A County spans 2,777 square kilometers from Lake Ontario in the south to Renfrew County in the north. In addition to the County, there are four member municipalities: Town of Greater Napanee, Township of Addington Highlands, Loyalist Township and the Township of Stone Mills. The County maintains a significant transportation network that includes: 916 lane kilometers of urban, semi-urban and rural roads, specifically: 596 lane km of hot mix asphalt road 300 lane km of surface treated road 50 bridges and 18 major culvert structures 1 roundabout The County is responsible for all costs of the County road network, including, operation, maintenance, and capital construction. The member municipalities maintain the upper-tier County road network under contract on behalf of the County. L&A County has a Director of Infrastructure Services, a Supervisor of Roads and Bridges, a GIS Specialist, and 2 Certified Engineering Technologists to provide engineering and asset management support to the County road network. 1
Source: https://lennox-addington.on.ca/traffic-roads-bridges/overview
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AGENDA ITEM #d)
20 lane km of concrete road
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Frontenac Regional Roads Network
Analysis of Proposed RRN Models L&A Maintenance Agreement with member Townships and Technical Advisory Committee (TAC) The County and the member municipalities have an “Agreement for the Construction and Maintenance of County Roads and Bridges,” which is reviewed annually and agreed to by all parties. Key highlights of the construction and maintenance agreement between the County and the Townships includes:
County Technical Advisory Committee (TAC) Terms of Reference
Annual base amount fee per kilometer for maintenance of County roads paid to the Townships, adjusted annually based on the Consumer Price Index
Scope of Services including winter control, bridges and culverts, hard top maintenance, road maintenance, safety devices, storm water management
Emergency maintenance authorization and procedures
Capital Construction program
Health and Safety
Insurance and Indemnity
Joint Inspection
Records, Documentation and GIS
Dispute Resolution
In addition to interviews with County staff, KPMG attended a TAC Meeting on October 29, 2019 and observed the service delivery model for the County road network. It appears to meet the transportation network requirements of both the County and the member municipalities. There is a belief that the integrated capital planning approach realizes maximum value for money by creating efficiencies in joint procurement, project bundling, and economies of scale. © 2021 KPMG LLP, an Ontario limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved.
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AGENDA ITEM #d)
The Technical Advisory Committee is comprised of one or more technical representatives from the County and member municipalities, as well as representatives from the Ontario Provincial Police (OPP). The Committee is chaired by the Director of Infrastructure for L&A County. The Committee meets monthly to coordinate capital and maintenance work, review and recommend long range construction programs and review proposed capital project designs. In addition, the Committee establishes work and payment scheduling for capital improvements, discusses traffic incidents, road safety and joint procurement opportunities as required.
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Frontenac Regional Roads Network
Analysis of Proposed RRN Models L& A Model – Legal Liability A key difference between the L&A County road network and the similar option, proposed by Frontenac County, is the difference in overall ownership of the road network. L&A County maintain official ownership and control of 100% of the regional roads network, including its asset management, GIS, and capital construction costs. There is an indemnity clause included in the Agreement for Construction and Maintenance of Roads and Bridges Terms of Reference that outlines legal liability between L&A County and it’s member municipalities.
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AGENDA ITEM #d)
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Frontenac Regional Roads Network
Analysis of Proposed RRN Models Option 1: Regional Approach with County Resources This proposed operational model consists of a Regional engineer to support the regional roads network. The County would secure a 1% ownership stake in the Regional Roads Network and hire an engineer and engineering technician to work in conjunction with the Township Public Works Managers. The Regional Engineer would be responsible for developing regional priorities for capital construction, coordinate tendering and contract administration, establish key performance indicators (KPIs) for the regional roads network, provide project management and asset management support to the Townships, and report regularly to Council. Grant funding applications for regional roads would be prepared by the regional engineer and engineering technician and the County would be responsible for the submission of the grant applications and subsequent reporting, to the applicable funding agency. Member Townships would continue to be responsible for ongoing maintenance and roads operations.
Challenges
Responsibility and workload of regional road grant applications centralized to the County and facilitated by Regional Engineer
Greater requirement to restructure the service delivery model and associated governance for roads when compared to the outsourcing model
Regional Engineer can provide project management and asset management support to member Townships
There are space constraints at the current County administrative offices
In-house engineering staff provide the County and member Townships the ability to build long term relationships, institutional memory and in-house capacity
Limited capacity to accommodate the administrative burden of administering large construction projects, grant funded project reporting, accounts payable etc.
Regional engineer readily available for emergencies and/or key political engagements on short notice
Recruitment of qualified Regional Engineer could require substantial lead time
Regional Engineer serves only one client the County member Townships in comparison to the outsourcing model where a engineering firm has to balance multiple clients
Added expense of ongoing training requirements and certifications of Regional Engineer
Clear reporting relationships and delegation of authority County and member Townships already have experience with a shared services model in GIS, IT, and Planning services © 2021 KPMG LLP, an Ontario limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved.
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AGENDA ITEM #d)
Advantages
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Frontenac Regional Roads Network
Option 1 Financial Projection: In-House Regional Engineering The Lennox & Addington County budget for the administration of paved roads (Appendix B) was used as a model to estimate the cost of the In-House Regional Engineering option. 2020
2021
2022
2023
2024
Salaries & Benefits1
216,000
220,320
278,596
284,168
289,852
Materials & Supplies2
160,000
163,200
166,464
169,793
173,189
Services3
60,000
60,000
60,000
60,000
60,000
Departmental Allocation4
100,000
100,000
100,000
100,000
100,000
One Time Start Up5 Costs
200,000 543,520
605,060
613,962
623,041
Annual Costs Option 1
736,000
Notes:
- Materials and supplies to support the work of in-house regional engineering work is consistent with the L&A County requirements. Materials and supplies are adjusted by 2% annually.
- Services include engineering consulting, legal and audit services and reflect the budgeted expenditures of L&A County.
- Departmental allocation is an indirect cost assigned to the In-house Regional Engineering reflecting corporate overhead.
- One time start up costs to standardize and organize the road data for all member municipalities estimated at $200,000. © 2021 KPMG LLP, an Ontario limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved.
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AGENDA ITEM #d)
- Salaries and benefits for Frontenac County is based upon two positions in 2020 -2021 and an additional .5 position in 2022. Salaries and benefits are adjusted by 2% annually. Comparatively, L&A County budget for Regional Engineer, two Technologists and administrative support is $538,700.
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Frontenac Regional Roads Network
Analysis of Proposed RRN Models Option 2: Regional Approach Using Contracted Engineering Services This proposed operational model has limited Frontenac County involvement. The County would secure a 1% ownership stake in the Regional Road Network and would engage an independent engineering firm on a retention basis to work in conjunction with Township Public Works Managers. The consulting engineer would work collaboratively with the County and member Townships to develop regional priorities for capital construction, coordinate tendering and contract administration, establish key performance indicators (KPIs) for the regional roads network, and report regularly to Council. Grant funding applications for regional roads would be prepared by the consulting engineer (in consultation with the Township Public Works Managers). The County would be responsible for the submission of the grant applications to the applicable funding agency. Member Townships would continue to be responsible for ongoing maintenance and roads operations.
Challenges
Specialized staff from engineering firm available specific to type of capital construction project
Significant work still required at the Township staff level for preparation of grant applications and reporting
Transfer partial liability to contracted engineering firm
Risk of staffing fluctuations due to conflicting resource requirements for selected firm
Option to pay/utilize resources from consultant on an ‘as-needed’ basis
Selected firm could have travel/location constraints and not available on short notice for RRN needs/priorities/political engagements
Option to terminate the consulting agreement with consultant if not meeting expectations
Inability to build corporate knowledge and capacity when contracting out vs. maintaining resources in-house
Consultant has no political associations with member Townships or County
Contracted firm will have competing priorities and multiple clients
Firm has existing administrative infrastructure to support contract administration for large projects, accounts payable, etc.
Increased demands on Township administration for asset management administration
Contracted firm is able to scale up or down quickly based on demand, projects, etc.
Unclear reporting relationship between consulting engineer and County and member Townships; delegated authority would need to be defined
Contracted firm could start immediately, requiring minimal lead time
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AGENDA ITEM #d)
Advantages
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Frontenac Regional Roads Network
Option 2 Financial Projection: Regional Approach using Contracted Engineering Services The Contracted Engineering budget for the administration of a Regional Road Network was developed based upon the typical cost of an engineer and engineering technician and anticipated start up costs.
2020
2021
2022
2023
5% annual increase
2024
Contracted Engineer¹
$
243,360 $
255,528 $
268,304 $
281,720 $
295,806
Contracted Technician²
$
87,360 $
91,728 $
96,314 $
101,130 $
106,187
Departmental Allocation³
$
100,000 $
100,000 $
100,000 $
100,000 $
100,000
One Time Start Up Costs⁴
$
200,000 447,256 $
464,619 $
482,850 $
501,992
Annual Costs Option 1 $
630,720 $
Notes 2. Contracted engineering technician estimated at $70/hr. or $560/day for three days per week. 3. Townships would require more coordination/resources to support the contracted engineer so there should be an overhead allocation under this scenario for time spent providing guidance, information, feedback, etc. 4. One time start up costs to standardize and organize the road data for all member municipalities estimated at $200,000.
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AGENDA ITEM #d)
- Contracted engineer estimated at $195/hr. or $1,560/day for three days per week.
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Frontenac Regional Roads Network
Analysis of Proposed RRN Models Option 3: Joint Services Board This proposed operational model has no Frontenac County involvement. The member Townships would establish a Joint Services Board (JSB) which would be delegated the control and management of the regional transportation network. A Joint Services Board can be created under the Act by an agreement between two or more municipalities and the passage of corresponding delegation of authority bylaws. The Regional Roads Joint Services Board would hire an engineer who would report directly to the JSB and who would be supported by existing Township staff. The JSB Engineer would develop regional priorities for capital construction, coordinate tendering and contract administration, establish key performance indicators (KPIs) for the regional roads network and report regularly to member Township Councils. Grant funding applications for regional roads would be prepared by the JSB Engineer.
Advantages
Challenges
JSB has been successfully used my member Townships for other municipal services. Terms of reference, level of service standards, and shared services agreement would formalize role and responsibility of JSB for regional transportation.
Joint Services Board would promote joint procurement efforts, shared equipment and in-house resources and a holistic approach to regional roads across member Townships.
JSB Engineer would be readily available for emergencies and/or key political engagements on short notice.
JSB Engineer would serve only one client, the JSB, in comparison to the outsourcing model where an engineering firm has to balance multiple clients and demands.
The governance and controlling interest of the JSB needs to be determined to avoid the perception of unequal benefit and unfair distribution of costs. There are several different options to determining the governance model and controlling interest e.g. number of lane kilometers, assets value, road class, weighted assessment or equal controlling interest among all four townships.
Since the JSB is not a corporate entity, it has no taxation authority. The levy to fund regional roads would be subject to the annual approval of each member Township Council. The selected governance model would determine the annual levy amount for each Township.
The addition of RRN asset management support on member Township administrations may place increased demands on already limited Township resources.
The delegated authority between the member Townships, the JSB and its Engineer would need to be defined to ensure clarity in the reporting relationship
JSBs are not corporate entities; liability for regional roads would remain with the member Townships.
The JSB does not provide long-term sustainable funding for a Regional Road Network. If one Township withdraws from the JSB then it jeopardizes the sustainability of the Regional Road Network.
Because the JSB is not a corporate entity, it is unlikely that it would be able to submit grant applications on behalf of the Regional Road Network. It would need to be applied by one of the member Townships which would limit their ability to apply for Township grants; similar to the Eastern Ontario Warden’s Caucus (corporation) and the Eastern Ontario Leadership Council (unincorporated) © 2021 KPMG LLP, an Ontario limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited, a 30 It duplicates the existing County governance model. private English company limited by guarantee. All rights reserved.
AGENDA ITEM #d)
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Frontenac Regional Roads Network
Option 3 Financial Projection: Joint Services Board The Engineering budget for the administration of a Regional Road Network managed by a JSB was developed based upon the typical cost of an engineer and anticipated start up costs consistent with a regional approach to roads management. 2% annual 2024 increase
2020
2021
2022
2023
Salaries & Benefits¹
145,800
148,716
151,690
154,724
157,819
Materials & Supplies²
160,000
163,200
166,464
169,793
173,189
Services³
60,000
60,000
60,000
60,000
60,000
Township Allocation⁴
100,000
100,000
100,000
100,000
100,000
One Time Start Up Costs⁵
200,000 471,916
478,154
484,517
491,008
Annual Costs Option 1
665,800
Notes
Salaries and benefits for Regional Engineer hired by JSB calculated at $108,000 annual salary plus 35% benefits. Salaries and benefits are adjusted by 2% annually.
Services include engineering consulting, legal and audit services and are consistent with a regional approach to roads management.
Townships would provide increased coordination and resources to support the JSB Engineer so there should be an overhead allocation under this scenario for time spent providing guidance, administrative support, technician support, information, feedback, etc.
One time start up costs to standardize and organize the road data for all member municipalities estimated at $200,000.
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AGENDA ITEM #d)
- Materials and supplies to support the work of JSB regional engineering are consistent with a regional approach to roads management. Materials and supplies are adjusted by 2% annually.
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Conclusion and Recommendations
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AGENDA ITEM #d)
Frontenac Regional Roads Network Final Report
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Frontenac Regional Roads Network
Conclusion KPMG was engaged by the County to explore the merits of two regional roads network delivery models previously selected by County Council; specifically a model using contracted engineering with limited County involvement and a model where County resources support the delivery of the RRN. The objective of the proposed RRN was to allow the County and the Townships to collectively apply for infrastructure grants, coordinate priority setting for capital projects and procurement, realize operational efficiencies through greater collaboration, and develop and manage the asset management plan for a regional transportation network. As a result of the January 29th 2020 Joint Council meeting, a second phase of work was authorized to look at additional regional road network delivery models that precluded County involvement. On June 18th, an on-line working session was held with the Township CAO’s to discuss the different models available to the Townships of Frontenac County. It is assumed, for purposes of this review, that the Regional Road Network are the roads of regional significance as identified in the County of Frontenac Official Plan, adopted in 2014. KPMG has completed our analysis of the three proposed delivery models and worked with the Project Team to refine the different options. Some key findings from our analysis include: In the next 5 years, the individual Road Needs Studies of member Townships indicate the Frontenac County Townships will collectively need to invest approximately $32.5 million to maintain the 960 lane kilometers of regional roads as identified in the County of Frontenac Official Plan; per lane kilometer this equals $33,854. Currently, the Townships spend up to 60% of their annual operating budgets on road operations and maintenance. The unstable nature of infrastructure grant funding provided by the Province of Ontario will require municipalities in the future to find alternative ways to fund their transportation networks.
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AGENDA ITEM #d)
Based upon the above, there is a case for change in how the regional road network within Frontenac County is managed and supported. The municipal road reserve position per paved lane kilometer is behind its comparators, the future of traditional grant programs is uncertain, and there is a large unfunded capital liability for the regional road network over the next five years. It is apparent that the service delivery model of the regional road network will have to be fundamentally rethought to address these challenges.
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Frontenac Regional Roads Network
Recommendations Highest Scoring Option: The CAO’s of member Townships met on June 18, 2020 for a KPMG facilitated discussion regarding a Regional Road Network. The member Township CAO’s agreed that a coordinated approach to regional roads has potential to realize significant benefits for the member Townships through operational and procurement efficiencies, the establishment of consistent maintenance standards and levels of service throughout the road network, improved asset management, capital works priority setting, and financial planning. All member Township CAO’s agreed on six guiding principles for a Regional Road Network:
- Access to increased funding opportunities
- Cost savings and operational efficiencies
- Investment in road infrastructure
- Standardize level of service for regional transportation across the County
- Responsible, well-defined, neutral governance with transparent controlling interest
- Model that will facilitate the stable, consistent and sustainable financing component of Regional Road Network At the June workshop, member Township CAO’s evaluated and scored each approach based on the six guiding principles for a Regional Road Network. The Joint Services Board received the highest evaluation, scoring 16 out of a maximum of 18 points.
KPMG Recommendation: Based on the findings of this report, KPMG recommends a regional approach with County resources (Option 1). The reasons for this recommendation are as follows: The capital needs for regional roads will be a significant burden on the Townships in the near term. Additional taxation in the form of a County levy would guarantee stable, reliable and sustainable funding over the long term to support the necessary infrastructure of regional roads, and ensure a higher and more consistent level of service to all residents. The JSB does not provide this guaranteed sustainable funding mechanism for roads infrastructure.
The JSB duplicates an existing more effective governance model for regional service delivery across the county. Governance and reporting frameworks already exist with Option 1 and is a model used by all but one other similar jurisdiction in the Province of Ontario.
Since the JSB is not a corporate entity, it is unlikely to be capable of grant applications. The County would have the ability to make grant applications on behalf of the Regional Road Network without jeopardizing the ability of member Townships to apply for their own grants.
The County’s involvement with the Regional Road Network would support other transportation initiatives across the county e.g. ferries, trails that would increase the overall mobility of County residents.
Municipal staff acknowledge that there is limited public works and treasury capacity for increased workload at the Township level, the savings under Option 3 does not appear to be sustainable.
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AGENDA ITEM #d)
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Implementation Plan
© 2021 KPMG LLP, an Ontario limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved.
35
AGENDA ITEM #d)
Frontenac Regional Roads Network Final Report
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Frontenac Regional Roads Network
Implementation Plan for KPMG Recommendation A high-level implementation plan is proposed for year one in the progression toward the establishment of a Regional Roads Network, facilitated by the County of Frontenac for Option 1 In-House Engineering delivery model. This implementation plan should be considered as a starting point for a framework and structure which will evolve over time. This KPMG recommended operational model consists of a Regional engineer to support the regional roads network. The County would hire an engineer and engineering technician to work in conjunction with the Township Public Works Managers. The Regional Engineer would be responsible for developing regional priorities for capital construction, coordinate tendering and contract administration, establish key performance indicators (KPIs) for the regional roads network, provide project management and asset management support to the Townships, and report regularly to Council. Member Townships would continue to be responsible for ongoing maintenance and roads operations. Suggested Preliminary Implementation Plan:
- Establish a RRN Steering Committee, with participation from each of the four member Townships and the County, to provide the leadership and direction required to build out the foundation and framework for the RRN. As the Frontenac RRN program progresses, this committee could become the Frontenac Technical Advisory Committee (TAC).
- Seek professional legal advice and guidance to arrange for the County to purchase 1% ownership stake of the regional road network from member Townships.
- Hire a Regional Engineer to begin administration and coordination of the RRN. The Regional Engineer would be responsible for executing the following priorities: Plan, coordinate and lead monthly TAC meetings Undertake an evaluation of the RRN as identified in the County OP and obtain consensus from member Townships on Regional Roads for which to base the RRN on moving forward.
Establish levels of service and maintenance standards for regional roads to ensure a harmonized approach to maintenance and improvements within the regional road network. Levels of service provide a comprehensive approach to the maintenance of municipal infrastructure by setting out objectives and expectations to be achieved, as well as provide a measuring stick to ensure the municipal infrastructure is maintained to a standard that sustains or prolongs the life of the asset.
© 2021 KPMG LLP, an Ontario limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved.
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AGENDA ITEM #d)
Procure the completion of a comprehensive Road Needs Study for regional roads as identified above, produced by one consultant, using consistent methodology throughout the assessment.
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Frontenac Regional Road Network
Implementation Plan Suggested Preliminary Implementation Plan (continued): Use the results of the Regional Roads Needs study for priority setting for capital projects and create 5-10 year capital plan. This integrated capital planning approach is important to realize maximum value for money and economies of scale, and ensure the full service life of the asset is realized. Prioritization of projects should be based on levels of service and priorities such as safety, life cycle cost, remaining service life, risk, AADTs, economic development, tourism, and recreation should be considered.¹ Establish and/or streamline asset management for the regional roads network into one software methodology and financial management system. Consider and evaluate alternative regional road policies and funding models to account for significant infrastructure funding gap and create sustainable funding plan. Identify and prepare two shovel ready projects for grant funding application and coordinate project completion. Establish and implement a procurement program for a minimum of five high value roads maintenance products/supplies and/or contracted services. Support political efforts to meet with provincial and federal departments and politicians, to ensure that a unified Frontenac voice is recognized at senior levels of government and funding agencies. Provide quarterly progress reports to each municipality and host two meetings annually of all municipal councils, to review progress and solicit feedback.
Source: D.M. Wills Association Ltd. (2013) Frontenac Corridor Needs Study © 2021 KPMG LLP, an Ontario limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved.
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AGENDA ITEM #d)
In Year 2, develop and prepare a business plan for review by all municipalities.
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Appendix A Lennox & Addington County Agreement for Construction and Maintenance of County Roads and Bridges
© 2021 KPMG LLP, an Ontario limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved.
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AGENDA ITEM #d)
Frontenac Regional Roads Network Final Report
AGENDA ITEM #d)
AGREEMENT FOR THE CONSTRUCTION AND MAINTENANCE OF COUNTY ROADS AND BRIDGES THIS AGREEMENT made in duplicate this _________ day of ________, 201 Between:
The Corporation of the County of Lennox and Addington (hereinafter called the “County”) and The Corporation of the _________________ (hereinafter called “the Municipality”)
WHEREAS: a) The County has, by by-law, established certain roads or public highways located within its boundaries and, further thereto, incorporated such roads, highways, and related bridge facilities into its road system; b)
The Municipal Act (Ontario) permits a municipality to enter into agreements for the joint management and operation of, among other things, a road system;
c)
The County and the Municipality as identified above have reached agreement as to the terms by which the Municipality shall undertake such maintenance responsibilities in respect of roads, highways, and related bridge facilities incorporated in the County road system and which are located within the boundaries of the Municipality;
In consideration of the mutual covenants and agreements contained herein the parties and their respective administrators, successors and assigns agree as follows:
- Agreement The following schedules are attached to and shall form part of this Agreement: i) Schedule “A” referred to as a detailed description of roads and bridge/culvert facilities for which maintenance/repair services are required; ii) Schedule “B” referred to as a sketch identifying the location of relevant County roads and bridge/culvert facilities; iii) Schedule “C” referred to as Scope of Services for the County road system including County Roadway Service Standards attached as Appendix 1 within this Schedule; iv) Schedule “D” referred to as the Terms of Reference for the County Technical Advisory Committee – Roads and Bridges;
- General Conditions The County will maintain ownership and control of the County road system listed in Schedule “A”. The Municipality will be responsible for the maintenance of the County road system located within the Municipality and may elect to perform some, or all, of the annual construction program on these roads and bridges in accordance with section 6 below.
- Term This agreement shall commence on January 1, 2020 and continue thereafter unless notice is provided by either party to terminate the agreement no later than June 30th for effect on January 1st of the following year of proposed termination. This agreement may be revised at any time with the written consent of the parties.
Construction and Maintenance Agreement
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AGENDA ITEM #d)
- County Technical Advisory Committee - Roads and Bridges In order that there continues to be good ongoing communication between the parties, a Technical Advisory Committee shall be formed and be comprised of technical representatives from each of the local municipalities within the County; the County Manager, Roads and Bridges and relevant support staff; and the County Director, Financial and Physical Services. The Terms of Reference of the County Technical Advisory Committee - Roads and Bridges are set out in Schedule “D” of this agreement.
- Maintenance i) The Municipality agrees to provide maintenance services to those roads identified in Schedules “A” and “B” of this agreement as set out in Schedule “C” at least equal to the standards as specified in County By-law No. 3361/17 (“A Bylaw to Repeal By-Law 2941/03 and to Establish Roadway Service Standards for the Lennox and Addington County Road System”) as amended from time to time. The County shall pay the annual base amount of $6,016.58 for the maintenance of 458_ kilometres of County roads within the Municipality as set out in Schedule “A”, commencing with the calendar year 2020. For subsequent years, the maintenance compensation rate shall be adjusted based on the annual change in the Consumers Price Index in Ontario for the month of November of the previous year. The base maintenance amount is payable in equal installments on the same dates that the County Levy is paid by the Municipality to the County. For purposes of clarity, where a County Road intersects a road owned by or otherwise under the jurisdiction of the Municipality, the continuation of the County Road to its full width across the road so intersected is considered part of the County Road. Where a County Road intersects a Provincial Highway owned or otherwise under the jurisdiction of the Province of Ontario and/or the Ministry of Transportation Ontario, the continuation of the said Provincial Highway to its full width across the County Road so intersected is deemed to be part of the Provincial Highway and not part of the County Road and, as such, is not subject to the obligations set forth in this Agreement. ii) Within 120 days of the end of a calendar year, the local municipality will submit to the County a summary of all eligible County road and bridge maintenance costs incurred during the previous year on forms supplied by the County to determine the annual reconciliation amounts. Once all of the information has been submitted, County and local treasurers will meet to review the reconciliation adjustments. If the total of the actual eligible costs for the year is greater than 110% of the County’s maintenance allocation, the County will pay 100% of the excess greater than 110% to the Municipality. If the total of the actual eligible costs for the year is less than 90% of the County’s maintenance allocation, the Municipality will pay 100% of the amount less than 90% to the County. Staffing costs shall be determined using payroll burden including benefits. Equipment costs shall be determined using the Ontario Provincial Standard Specification “Schedule of Rental Rates for Construction Equipment, Including Model and Specification Reference” (OPSS 127). Municipalities will be compensated at 70% of the OPSS 127 listed rates. The rate will be reviewed and updated on a three year cycle with the first year being the year of this agreement’s commencement. Construction and Maintenance Agreement
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AGENDA ITEM #d)
iii) Additional road maintenance/repair services, either not identified or exceeding the expectations for maintenance stated in the Scope of Services identified in Schedule “C” may be performed by the Municipality by mutual agreement between the Municipality and the County. In the event that additional services are required by the County, they shall be reviewed with the Municipality, and the Municipality shall have the option of either seeking to perform such work or declining to perform such work. If the Municipality chooses to seek to perform such services, it shall provide a written cost estimate to the County, which shall have the option of either accepting the said cost estimate or rejecting such estimate, in which former case, the accepted estimate shall constitute the mutual agreement for such additional services between the parties as referred to above. In the event that the Municipality, in the first instance, rejects the opportunity to seek to perform such additional services or the County, in the second instance, rejects the written estimate prepared and delivered by the Municipality, then in either such instances, the County shall be at liberty to arrange for the additional services to be performed by a third party contractor other than the Municipality. In those circumstances where the Municipality is of the opinion that certain road maintenance/repairs are of an emergency nature and that such notice to the County is not practical and, as such, the Municipality shall have the right to arrange for and complete those emergency services and shall thereafter notify the County within the next working day of the services so provided. The Municipality shall prepare and deliver an invoice to the County for such additional maintenance/repair services, including any such emergency services. iv) The parties acknowledge that the Scope of Services set forth in Schedule “C” have been approved by County Council but may be amended during the term of this Agreement by the said County Council. The parties also acknowledge that the Minister of Transportation - Ontario may by regulation establish minimum standards for maintenance and repair of County Roads. Any proposed revisions to the Scope of Services shall be reviewed by the County and the Municipality prior to the anticipated passage of same by County Council. In this regard and in respect of a change in minimum standards by the Minister of Transportation Ontario, the County and Municipality shall review such proposed standards in relation to the Scope of Services to determine whether the said standards as proposed by the Province of Ontario are greater than or less than the requirements of the Scope of Services approved by Council. In this regard and in the event that the Province of Ontario adopts a regulation which contains minimum performance standards that are higher than the Scope of Services adopted by Council, then the parties shall adopt those higher performance standards and present to County Council and Municipal Council any amendments required to this Agreement. v) The Municipality hereby acknowledges and agrees that the maintenance and or repair works undertaken upon County Roads pursuant to this Agreement shall at all times satisfy the obligations to maintain and/or repair County Roads as established pursuant to the Municipal Act, 2001, as amended and to the Ontario Regulation Minimum Maintenance Standards, as amended. The Municipality hereby further acknowledges and agrees that its road maintenance/repair practices are of a nature and of a quality to satisfy all statutory obligations to maintain/or repair a highway. vi) It is understood and mutually agreed upon for services where a County road infrastructure component is new, upgraded or rehabilitated, the services are deemed to be beyond routine repair and maintenance. These operations will then be paid by the County and may be undertaken by the municipality subject to clause 5iii).
Construction and Maintenance Agreement
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AGENDA ITEM #d)
Determination if the scope of the service is routine maintenance or an upgrade or rehabilitation may require an informal decision by County senior staff in consultation with the local municipality and/or the County Technical Advisory Committee. 6. Capital Construction In order to determine a construction budget in each year, a long range County road and bridge capital construction program will be developed through consultation with County and local municipal staff and by the Technical Advisory Committee for consideration by County Council. County Council shall determine in each year the budget and schedule of construction for the County road system. Once the budget has been established and prior to tendering, the Municipality then has the first right of refusal and may elect to undertake select projects within the construction program. Prior to undertaking the work, the Municipality shall first submit its cost estimate to the County based on the detailed design developed by the County or the project’s consulting engineer. The submitted cost estimate shall not exceed the project’s cost estimate. Any additional expenditures due to changes in plan design or unforeseen conditions must be approved by the County. If a tendered County project is cancelled and deferred due to budget limitations, the local municipality where the project is located shall be advised as soon as practicable. In consultation with the local municipality, the County will review potential compensation to the local municipality for any additional costs necessary to sustain the road or bridge until it is addressed in the future if the road surface condition rating is a score of 5 or less as defined in Schedule “C”, item iv). 7. Additional Construction and Maintenance by the Municipality For additional construction and maintenance/repair services provided by the Municipality, including emergency services and within 60 days of completion of such services, the Municipality shall submit to the County an invoice detailing the nature and extent of such service, including a breakdown as between labour, equipment, materials, and taxes and a calculation of such charges. 8. Health and Safety The County and the Municipality agree to comply with the requirements of the Occupational Health and Safety Act and regulations as well as any other Federal or Provincial Legislative Act or regulation relating to health and safety. 9. Insurance i) During the term of this Agreement, each party shall obtain and maintain in full force and effect, Comprehensive General Liability Insurance naming the other party as an additional insured regarding their respective obligations under the Agreement. Each party shall also maintain Automobile Liability Insurance for owned vehicles and Non-Owned Automobile Liability Insurance for non-owned vehicles as may be used under this Agreement. Each of the coverages shall have limits of not less than ten million dollars ($10,000,000), and shall be issued by insurance companies licensed to carry on business in the Province of Ontario. Upon request, each party shall deposit for the other party, such evidence of its insurance as provided in or required under this Agreement. Each party shall take all reasonable steps to not do or omit or do anything that would impair or invalidate the insurance policies. The insurance coverages shall in no manner discharge, restrict or limit the liabilities and obligations assumed by the parties under this Agreement. ii) Effective the date of this Agreement, the Municipality shall require that contractors and third parties which perform maintenance and/or repair works upon any County road, bridge/culvert, highway or traffic control device in accordance with this Agreement shall maintain a comprehensive general liability Construction and Maintenance Agreement
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AGENDA ITEM #d)
insurance policy in an amount required as per the Municipality’s procurement policy, such policy to provide insurance coverage for and including bodily injury, death or property damage as sustained in connection with the performance of maintenance/repair services undertaken pursuant to this Agreement. The County and the Municipality shall each be named as additional insureds under the terms of this insurance policy. 10. Joint Inspection i) Without limiting the right of the County to do so at any time, the County and Municipality’s duly authorized employees or representatives may jointly inspect the condition of the roads, bridges/culverts and related features which are the subject of this Agreement and in relation to the Scope of Services attached as Schedule “C” to this Agreement. The County and Municipality representatives will then determine the appropriate action regarding the repairs and/or maintenance works to be completed. These joint inspections may be conducted in the Spring and Fall of each year or as necessary. ii)
Upon determination of the appropriate action to be taken, the Municipality shall forthwith undertake and complete all required repairs and/or maintenance works and shall advise the County of completion of those works within a reasonable period of time and in accordance with the requirements of the Minimum Maintenance Standards as amended. The Municipality shall contact the County’s representative to advise of its schedule to undertake this work.
iii) The Municipality acknowledges and agrees that the performance of joint inspections and the determination of the appropriate action for required repair and/or maintenance pursuant to paragraph 10i) above does not relieve the Municipality of its obligations to otherwise perform repairs and/or maintenance works to County roads, bridges/culverts and related features as set forth in this Agreement. 11. Records i) The Municipality shall maintain accurate records and documentation of works performed pursuant to this Agreement. ii)
The Municipality shall maintain records of its activities undertaken pursuant to this Agreement and shall allow access to such records and documentation to the County including access until the completion of any and all litigation, including appeals, to which such records and documentation are relevant.
iii) In order for the County to maintain current infrastructure records, the local municipality shall transfer updates regarding the upgrade or replacement of County roadside assets including but not limited to guide rails, culverts and signs utilizing one of the two following methods: a) A common infrastructure mapping application (preferred); or b) Through data transfer in a format that is congruent to the County’s existing infrastructure data holdings. Updates are to be submitted on a semi-annual basis as a minimum. 12. Indemnity i) The Municipality hereby indemnifies and saves harmless the County, its employees, agents and councillors, from any and all claims, demands, losses, costs, damages, actions, lawsuits or other proceedings by whomsoever made, sustained or prosecuted which may arise either directly or indirectly by any act, neglect or refusal of the Municipality, its servants, employees, agents, invitees or contractors to perform the maintenance services prescribed by this Agreement on County roads. Construction and Maintenance Agreement
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AGENDA ITEM #d)
ii)
In the event the maintenance services are undertaken without fault or negligence by the Municipality, it’s employees or agents, then the County hereby indemnifies and saves harmless the Municipality, its employees, agents, and councillors from any and all claims, demands, losses, or other proceedings that may be advanced against the County or the Municipality arising from the proper performance by the Municipality of the maintenance services on County roads.
iii) In the event that a Statement of Claim or legal proceeding arising from the responsibilities set out in this Agreement is commenced by a third party, each party named in the suit shall provide for its own legal representation. iv) All of the indemnities that arise from this Agreement extend beyond the term. v)
In the event the Municipality assigns or sub-contracts its responsibilities under the Agreement or otherwise employs sub-contractors, the Municipality shall be responsible for all payment requirements or other obligations of an owner pursuant to the Construction Lien Act. The Municipality shall be responsible to certify the completion of the works as required and shall comply with all notice requirements as set out in the Construction Lien Act.
- Dispute Resolution County Council may retain a third party to provide an assessment of and report on the standard of repair, maintenance or construction of any County road or bridge and the cost of bringing the road or bridge up to the standard set in Section 5 (Maintenance) or Section 6 (Capital Construction) of this agreement. If the Municipality does not undertake the necessary repairs to bring the County road or bridge up to the standard set in Section 5 or Section 6 within a reasonable period of time after having received written notice, the County may undertake the work and deduct the cost from the amount payable to the Municipality. Any other dispute between the parties with respect to this agreement, which they are unable to resolve through negotiations, shall at the request of a party, be submitted to arbitration pursuant to the Arbitration Act, 1991, Chap. 17, and the decision of the arbitrator or, if more than one, the decision of a majority shall be final and binding on the parties. The arbitrator will not have any power to alter or change any provisions of this Agreement or to impose any new provisions to this Agreement or to substitute any new provisions for any existing provisions or to give any decision inconsistent with the terms and provisions of the Agreement. Each party shall pay its own costs of the arbitration and shall share equally the costs of the arbitrator(s).
- Enurement This Agreement shall enure to the benefit of and be binding upon the parties hereto and their respective successors and permitted assigns. The parties hereto agree for themselves and on behalf of the foregoing persons to undertake such further acts and execute such further documents as may be necessary or expedient in order to carry out the purpose and intent of this Agreement.
Construction and Maintenance Agreement
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AGENDA ITEM #d)
IN WITNESS WHEREOF the County and the Municipality by their duly authorized representatives have set forth their signatures on the dates herein written below: Signed this ____________ day of _______________________, _____ THE CORPORATION OF THE COUNTY OF LENNOX AND ADDINGTON
Warden
Chief Administrative Officer
Signed this ____________ day of _______________________, _____ THE CORPORATION OF THE _______________________________
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AGENDA ITEM #d)
COUNTY ROAD
SCHEDULE “A” County of Lennox & Addington Location of Roads and Bridge/Major Culvert Structures TOWN of TOWNSHIP TOWNSHIP of LOYALIST GREATER of STONE ADDINGTON TOWNSHIP NAPANEE MILLS HIGHLANDS
TOTALS
LENGTH OF ROAD IN MUNICIPALITY (KM) 1
13.1
2**
17.8
2.0 15.8
5
8.1
6
18.2
7
7.6
33.7
16.3
3 4**
20.6
34.1 0.7
2.7
27.0
42.8
4.8
12.9 15.9
34.1 7.6
8
30.0
30.0
9
38.1
38.1
10*
4.3
4.3
11
10.6
12*
10.7
7.2
17.8 10.7
13
4.8
4.8
14
21.6
21.6
15
17.6
17.6
16
1.4
1.4
17
4.5
4.5
0.2
1.0
18
0.8
19
3.8
3.8
20
3.5
3.5
21
3.1
3.1
3.0
6.9
22
3.9
23
9.9
9.9
24*
1.4
1.4
25
5.4
26
5.4
1.1
1.1
27
14.0
28
14.0
7.3
7.3
29
10.8
10.8
30*
19.8
19.8
41** TOTAL
98.4
16.3
27.1
7.3
50.7
158.5
162.6
37.9
457.4
Road - Notes:
- Includes 50% adjustment for Boundary Road portions. ** Reference is to be made to Assumption By-law No. 1928, as amended, which designates County Roads by “plan method” of description.
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AGENDA ITEM #d)
SCHEDULE “A” County of Lennox & Addington Location of Roads and Bridge/Major Culvert Structures ROAD NUMBER
LOYALIST TOWNSHIP
TOWN of GREATER NAPANEE
TOWNSHIP of STONE MILLS
NAME OF STRUCTURE Wiggins (B) CNR Overpass (B) CNR Subway (B) Minks (B)
1
2
4
6
8
9 10 11 12
Morven (B) Millhaven Creek (B)
Napanee River
- Yarker (C) Napanee River – east of Yarker (C)
Napanee River (B) Deseronto (C) Little Creek (C) Spring Creek (C)
Drews (B) Millhaven (B) CNR Overpass (B) Ernestown (B) Odessa (B) Wilton Creek (B)
Camden East (B) Centreville (B) Tamworth (B) Yarker (B) CNR Viaduct (B) Outlet (B) Centre Street (B) Little Creek (B) Big Creek (B) Youngs (B) 0.5km west of S.Fred./Adol. bndry (C) Cuthill (B) Sucker Creek* (B) 0.3km north of County Road 1 (C) Rickley (B)
Neely’s (C)
Forest Mills (B) 0.7km north of Buttermilk Falls Rd (B)
14
15
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Carman Creek (B) Croydon (B) 1.4km west of Lake Road (C) 0.2km east of County Rd 27 (C) Salmon River (B) Puzzle Lake (C) Gull Creek (C)
TOWNSHIP of ADDINGTON HIGHLANDS
AGENDA ITEM #d)
SCHEDULE “A” County of Lennox & Addington Location of Roads and Bridge/Major Culvert Structures ROAD NUMBER
LOYALIST TOWNSHIP
TOWN of GREATER NAPANEE
TOWNSHIP of STONE MILLS
TOWNSHIP of ADDINGTON HIGHLANDS
NAME OF STRUCTURE Strathcona (B)
16
Alkenbrack (C)
17 20 22
23
Fisk (C) CNR Spur Overpass (B) CNR Overpass (B) Millhaven Creek (B) 2.1km west of County Rd 6 (C) CPR Subway (B) Black Creek (B) Newburgh (B)
27
28
Millhaven Creek (B) 1.3km south of Buckshot Dr.* (B) 1.9km south of East Bay Rd* (B) 0.7km south of North Shore Rd* (C)
30
41
N/A
Salmon River (B) Mud Creek (B) Sucker Creek (B) Thompsons (B) Centre St/CNR Underpass (B) 1.0km north of County Rd 11 (C) Kingsford* (B)
Melon Creek (B) Clare River (B) Beaver Creek (C)
Colebrook (B)
TOTAL 12 20* 16 2* BRIDGE TOTAL MAJOR 2 6 9 1* CULVERT Bridge - Notes: *Inventory includes Boundary Structures, one of which is on local road (Kingsford Bridge) (B) is Bridge, (C) is major culvert
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AGENDA ITEM #d)
SCHEDULE “B” County of Lennox & Addington Location of Roads and Bridge/Major Culvert Structures Location Maps
SCHEDULE “B”
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AGENDA ITEM #d)
County of Lennox & Addington Location of Roads and Bridge/Major Culvert Structures Location Maps
SCHEDULE “B” County of Lennox & Addington
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AGENDA ITEM #d)
Location of Roads and Bridge/Major Culvert Structures Location Maps
SCHEDULE “B” County of Lennox & Addington Location of Roads and Bridge/Major Culvert Structures
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AGENDA ITEM #d)
Location Maps
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AGENDA ITEM #d)
SCHEDULE “C” Scope of Services for Maintenance of County of Lennox and Addington Roads, Bridges and Culverts i.
A local municipality shall undertake the responsibility to provide maintenance activities as detailed below on the County roads, bridges and culverts located in that municipality. These activities will be performed in compliance with County standards and policies and Provincial regulations and legislation, in particular the Minimum Maintenance Standards For Municipal Highways – Ontario Regulation 239/02, as amended and County By-law No. __________, as amended.
ii.
This Scope of Services describes maintenance activities required to be completed by a local municipality and are included in a local municipality’s annual base compensation payment. No additional compensation will be provided to a local municipality for the execution of the works included in the base maintenance allocation items described herein.
iii.
A local municipality’s fee to provide additional maintenance activities beyond those described herein will be reviewed and negotiated with the County to determine further action.
iv.
The following service costs will be assumed by the County and are not included in the annual base compensation payment the local municipality receives from the County: a) hot mix capital work included resurfacing and related rehabilitations b) surface treatment capital work including resurfacing and related rehabilitations c) concrete road major repairs and resurfacing d) local drainage/ditch grading upgrades and improvements including rock ditching and embankment stabilization – the County will review and assess ditch improvement requests from landowners e) annual location specific major right-of-way vegetation clearing and brushing program f) bridge and major/minor road crossing culvert structure rehabilitations and repairs/replacements (or relining as appropriate) g) traffic line painting h) capital and maintenance/operational costs for all electrical infrastructure including the County Road 41 RWIS station; Centre Street pumping station in Napanee; and traffic signals, beacons, streetlight illumination and rail level crossing flashers on County roads - the local municipality will undertake the necessary administration associated with the required maintenance and operations i) crack sealing j) bridge/major culvert protective sealant application with related pressure washing k) guide rail installation and maintenance l) shoulder rehabilitation including berm removals and associated edge of pavement repairs m) all costs associated with installation of new or revised road signs as directed by the County n) when the County directs the local municipality to provide vegetation and brush control and clearing operations beyond a distance of 2.0 m outside the established roadside grass line through the County’s brushing program o) installation, labour/equipment and material costs for new and upgraded sign installations the County or other regulatory agency initiates p) drainage infrastructure major repairs, upgrades, replacements or new facilities q) entrance culvert repairs, upgrades or replacements
v.
The local municipalities shall provide the following services included in their annual base compensation.
2021-035 Office Page Officer 156 ofFrontenac 219 of the Chief Administrative Regional R…
AGENDA ITEM #d)
WINTER CONTROL Service 1.1 – Winter Maintenance • Local municipalities shall provide winter maintenance operations in compliance with the winter control requirements of the Minimum Maintenance Standards for Municipal Highways – Ontario Regulation No. 239/02, as amended and County policy. • Local municipalities shall follow the “Canadian Code of Practice for the Environmental Management of Road Salts” and the County/local municipality joint road salt management plan. BRIDGES & CULVERTS MAINTENANCE Service 2.1 – Bridge and Major Culvert Structure Repairs • The local municipality shall be responsible for repairing minor defects on the travelled surface; • The local municipality shall be responsible for removing obstructions impeding watercourse flows and deck drain function. Service 2.2 – Bridge and Major Culvert Structure Cleaning • Structure deck, deck drains and expansion joints shall be cleaned annually. The local municipality shall remove graffiti when it becomes aware of it. • The balance of a structure’s exposed surfaces shall be cleaned as part of the County’s cleaning and sealing program. HARD TOP MAINTENANCE Service 3.1 – Asphalt Pavement • Maintenance to include pothole patch and repairs across entire pavement platform including paved shoulder; edge of pavement repair including related necessary roadside corrections. • All maintenance operations to be in compliance with Minimum Maintenance Standards. Service 3.2 – Surface Treated Pavement • Maintenance to include pothole patch and repairs across entire pavement platform; edge of pavement repair including related necessary roadside corrections. • All maintenance operations to be in compliance with Minimum Maintenance Standards. Service 3.3 – Concrete Pavement • Maintenance to include pothole and repairs across entire pavement platform in accordance with Minimum Maintenance Standards using temporary patching materials; edge of pavement repair including related necessary roadside corrections. • All maintenance operations to be in compliance with Minimum Maintenance Standards Service 3.4 – Gravel Shoulders • Maintenance shall include annual grading and as required in accordance with Minimum Maintenance Standards. • To eliminate edge of pavement drop-offs, standing water and depressions, isolated shoulder gravelling may be required. Service 3.5 – Hard Surface Sweeping • Maintenance shall consist of sweeping of the travelled road surface including curbs and gutters as required in urban areas. • Sweeping of the entire pavement platform in rural areas shall be completed as required.
2021-035 Office Page Officer 157 ofFrontenac 219 of the Chief Administrative Regional R…
AGENDA ITEM #d)
ROAD MAINTENANCE Service 4.1 – Vegetation Control • Cutting/clearing of vegetation shall be completed a minimum of two times per year, once in the Spring and once in the Fall or when required. The cutting width shall be a minimum of 2.0 metres beyond the established roadside grass line where physically possible. • Herbicides may be used to control unwanted vegetation and shall conform to the County’s policy and Provincial regulations and legislation in this regard. • Noxious weed concerns will be investigated and administered by the County through its authority as Area Weed Inspector in accordance with the Weed Control Act. • Vegetation that interferes with and obstructs roadside drainage systems shall be reviewed annually and removed as required. • Vegetation that obscures any road sign recognized by the Ontario Traffic Manual shall be removed in accordance with the Minimum Maintenance Standard requirements. Service 4.2 – Brush Control • Cutting of brush shall be completed annually and removed underneath and within 3.0 metres of culverts, bridges and guide rails and to a minimum of 2.0 m beyond the established roadside grass line. • Brush that interferes with and obstructs roadside drainage systems shall be reviewed annually and removed as required. • Brush that obscures any road sign recognized by the Ontario Traffic Manual shall be removed in accordance with Minimum Maintenance Standard requirements. Service 4.3 – Tree Maintenance • Dead trees located within a minimum of 2.0 m beyond the established roadside grass line on the road allowance limit shall be removed within the time required by County policy. • Tree limbs located within this limit that are broken and/or are a potential hazard to public safety shall be removed as required by County policy. • When trees are removed, stumps shall be ground down to be level with the adjacent terrain. In maintained lawn areas, ground stumps shall also be restored with topsoil and seed to match the adjacent terrain. Service 4.4 – Debris Control • All material deposited on the travelled portion of the road, shoulder, boulevard, bridge or culvert shall be removed upon the local municipality becoming aware of its presence. Examples include but are not limited to mud, rocks, dead animals and trash. Service 4.5 – Ditches • Ditches shall be maintained to provide positive drainage flow, embankment stabilization and to eliminate local standing water wherever possible. • Refer to Services 4.1 and 4.2 regarding vegetation and brush removal in ditches. Service 4.6 – Culverts, Inlets/Outlets and Subdrains • Entrance and road crossing culverts shall be cleaned as required by flushing or other effective means to ensure water flow is not restricted due to blockage by debris. • Drainage system inlets/outlets (culverts, ditches, subdrains) shall be maintained to be clean of obstructions impacting the outlet’s capacity in accordance with Service 4.2 (Brush Control). • Culverts shall be thawed as required to restore flow capacity and remove ice/snow blockages.
2021-035 Office Page Officer 158 ofFrontenac 219 of the Chief Administrative Regional R…
AGENDA ITEM #d)
COUNTY SAFETY DEVICES Service 5.1 – Road Signs • The local municipality shall be responsible to maintain all existing regulatory, warning and information road signs in accordance with the Ontario Traffic Manual and Minimum Maintenance Standards for Municipal Highways, Ontario Regulation 239/02, as amended. • The local municipality shall be responsible for costs to install and supply all materials to replace damaged, deteriorated or missing signs including requesting utility locates as required. • Sign post requirements shall be as follows: a) maximum sign area of 0.60 sq. metres: one “U-Flange” steel post b) maximum sign area of 0.90 sq. metres: one 100 cm x 100 cm wood post c) maximum sign area of 1.50 sq. metres: two 100 cm x 100 cm breakaway wood posts OR one 150 cm x 150 cm breakaway wood posts d) maximum sign area of 4.50 sq. metres: two 150 cm x 150 cm breakaway wood posts with 5 cm x 10 cm cross bracing • Any roadside signage not in compliance that is a safety concern due to sightline or drainage obstruction, is found to be in an unsafe condition or location potentially posing a hazard to pedestrian and motorist safety or fails retroreflectivity standards shall be removed and replaced by the local municipality when identified. Any unapproved signage attached to County infrastructure shall be removed immediately. Service 5.2 – Guide Rail and Traffic Barrier Systems • Local municipalities shall, as part of their regular road patrols, document and report observed deficiencies and concerns with any County road safety device infrastructure to the County. • When a system is damaged to the extent that its structural integrity and function is compromised, the local municipality shall install temporary measures and notify the County so that repairs can be scheduled to restore its structural integrity and function. Service 5.3 – Electrical Infrastructure (Traffic Beacons, Traffic Signals and Streetlight Illumination) • Local municipalities shall, as part of their regular road patrols, document and report observed deficiencies and concerns with any County road electrical infrastructure to its electrical services contractor. It shall also notify the County of deficiencies and concerns regarding electrical infrastructure that the County has assumed repair and maintenance costs for. Service 5.4 – Road Closure Events and Detour Routes • The local municipality shall cooperate and coordinate with the appropriate emergency response agencies regarding all emergency road closure events and detour routes that are implemented. • Costs to facilitate and participate in an emergency closure event shall be borne by the municipality and are included in its annual base allocation for maintenance services. The local municipality may further choose to recover its related costs from the party/parties determined to be responsible for creating the event. • The local municipality shall have full access to use of the County’s portable variable message signs for emergency road closure and detour events and in accordance with County policy when the signs are available. • All costs to facilitate and participate in a road closure event on a County road that is a result of a public event shall be borne by the municipality.
2021-035 Office Page Officer 159 ofFrontenac 219 of the Chief Administrative Regional R…
AGENDA ITEM #d)
STORMWATER Service 3.3 – Storm Sewers, Curbs and Gutters, Catchbasins • Storm sewer drainage systems shall be cleaned when restricted flows have been identified which may require the removal of obstructions by flushing or other appropriate means. If required, the County will undertake video investigations to identify if obstructions are present. • Catchbasins shall be cleaned at least once every two years if debris has filled the sump. • Repairs involving maintenance hole or catchbasin cover/grate replacement or riser repairs and patching shall be completed under maintenance operations by the local municipality. Correction of all other defects or replacements shall be assumed by the County. • Gaps between curb and gutter or pavement surface at maintenance holes or catchbasins shall be filled when identified. Erosion occurring at curb and gutter outlets shall be stabilized and restored when identified with the appropriate materials. Obstructions at a curb and gutter outlet shall be removed when identified. OTHER SERVICES Service 9.1 – Other Maintenance Services • The local municipality shall be responsible for performing any other maintenance services not specifically identified in this agreement in accordance with the requirements of the Minimum Maintenance Standards for Ontario Highways, Ontario Regulation 239/02, as amended, and County By-law 3361/17, as amended.
2021-035 Office Page Officer 160 ofFrontenac 219 of the Chief Administrative Regional R…
AGENDA ITEM #d)
SCHEDULE “D” Terms of Reference County Technical Advisory Committee - Roads and Bridges A. MANDATE The mandate of the County Technical Advisory Committee - Roads and Bridges is to recommend in an advisory capacity to the Council of the County of Lennox and Addington with regard to the co-ordination and monitoring of construction and maintenance of the County road system and in particular: i)
Co-ordinate capital and maintenance work activity on County Roads and Bridges by the lower tier municipalities, utilities and others;
ii)
Annually review and recommend the long-range construction program for roads and bridges;
iii) Review proposed capital project designs as required (Note: alternatively, review of capital project designs may only include the host local municipality); iv) Develop, review and monitor the County’s Minimum and Desirable Roadway Standards, Policies and Road Classifications; v)
Share and update information databases including standardizing data collection and reporting;
vi) Establish work and payment scheduling for annual road and bridge capital improvements; vii) Review any other matters pertaining to the effective and efficient delivery of services on County Roads and Bridges. B. MEMBERSHIP The County Technical Advisory Committee - Roads and Bridges will be comprised of one or more technical representatives from each of the municipalities which form part of the County road system, the County Supervisor, Roads and Bridges, County support staff as required and the County Director, Infrastructure Services. C. GENERAL i)
Meetings will be chaired by the County Supervisor, Roads and Bridges whose responsibility will be to prepare agendas in advance of the meeting. A separate recording secretary to be agreed upon by the Committee will record and maintain a record of the proceedings.
ii)
Meetings will be held quarterly or more frequently as determined by the majority of members.
iii) Minutes of the Committee’s meetings shall be filed at the next regularly scheduled meeting of County Council. iv) A quorum will consist of greater than 50% of the Committee’s membership. Committee decisions and recommendations will be based on member consensus.
2021-035 Office Page Officer 161 ofFrontenac 219 of the Chief Administrative Regional R…
2021-035 Office Page Officer 162 ofFrontenac 219 of the Chief Administrative Regional R…
Appendix B Lennox & Addington County Budget for Paved Roads Administration
© 2021 KPMG LLP, an Ontario limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved.
39
AGENDA ITEM #d)
Frontenac Regional Roads Network Final Report
2021-035 Office Page Officer 163 ofFrontenac 219 of the Chief Administrative Regional R…
Corporation of the County of Lennox & Addington
Paved Roads Revenue (G-310-3101)
2019-11-12
For the Ten Months Ending Thursday, October 31, 2019
G/L Account
Description
2019 October Actual
2019 YTD Actual
YTD Budget
$24,810.30 0.00 0.00 2,150.00
$2,007,474.85 0.00 0.00 98,342.60
$1,301,100.00 758,500.00 50,000.00 90,000.00
($706,374.85) 758,500.00 50,000.00 (8,342.60)
154.29% 0.00% 0.00% 109.27%
$26,960.30
$2,105,817.45
$2,199,600.00
$93,782.55
95.74%
$2,105,817.45
$2,199,600.00
$93,782.55
95.74%
Variance
% of Budget
Revenues 0211 0212 0213 0791
Gas Tax Grants OCIF Grants Other Infrastructure Grants Miscellaneous Revenue
Total Revenue
Expenses
Net Income
$26,960.30
AGENDA ITEM #d)
2021-035 Office Page Officer 164 ofFrontenac 219 of the Chief Administrative Regional R…
Corporation of the County of Lennox & Addington
Paved Roads Administration (G-310-3111)
2019-11-12
For the Ten Months Ending Thursday, October 31, 2019
G/L Account
Description
2019 October Actual
2019 YTD Actual
YTD Budget
Variance
% of Budget
Expenses Salaries & Benefits 1110 1120 1310 1311 1320 1321 1330 1331 1335 1336 1337 1340 1350 1351 1352 1353 1360 1361 1363
Salaries & Wages - Full Time Salaries & Wages - Part Time Employment Insurance FT Employment Insurance PT Canada Pension Plan FT Canada Pension Plan PT EHT - Full Time EHT - Part Time WSIB Premiums Retirement Benefits Retirement Allowance OMERS- Full Time Extended Health Care Semi Private Dental Vision Care Life Insurance AD&D Long Term Disability
$34,048.04 0.00 350.68 0.00 1,142.84 0.00 666.66 0.00 177.80 254.60 184.30 3,507.96 1,288.02 89.94 753.44 79.76 140.66 16.20 972.04
$309,773.05 31,333.73 5,055.29 710.63 13,237.83 1,405.79 6,067.92 610.99 1,780.98 2,444.16 1,769.28 31,941.83 11,376.48 728.04 5,716.58 663.32 1,396.15 148.13 9,935.38
$400,300.00 25,900.00 5,100.00 500.00 13,700.00 1,100.00 7,300.00 500.00 2,000.00 3,300.00 2,400.00 38,700.00 13,600.00 900.00 6,700.00 800.00 1,900.00 200.00 13,800.00
$90,526.95 (5,433.73) 44.71 (210.63) 462.17 (305.79) 1,232.08 (110.99) 219.02 855.84 630.72 6,758.17 2,223.52 171.96 983.42 136.68 503.85 51.87 3,864.62
77.39% 120.98% 99.12% 142.13% 96.63% 127.80% 83.12% 122.20% 89.05% 74.07% 73.72% 82.54% 83.65% 80.89% 85.32% 82.92% 73.48% 74.07% 72.00%
Total Salaries & Benefits
$43,672.94
$436,095.56
$538,700.00
$102,604.44
80.95%
0.00 0.00 0.00 133.17 305.00 0.00 0.00 3,715.10 0.00 0.00 0.00 0.00
479.73 297.00 105.77 1,970.97 3,234.01 7,454.22 1,719.77 3,715.10 0.00 5,528.60 0.00 80,286.40
1,500.00 1,000.00 300.00 4,000.00 4,000.00 1,000.00 2,500.00 3,500.00 1,000.00 8,600.00 500.00 109,200.00
1,020.27 703.00 194.23 2,029.03 765.99 (6,454.22) 780.23 (215.10) 1,000.00 3,071.40 500.00 28,913.60
31.98% 29.70% 35.26% 49.27% 80.85% 745.42% 68.79% 106.15% 0.00% 64.29% 0.00% 73.52%
Materials & Supplies Office Supplies Printing & Advertising Postage & Courier Other Materials & Supplies Telecommunications Furniture & Equipment Equipment Computer Software RWIS Annual Maintenance RWIS Forecast Service MVAR System Insurance
AGENDA ITEM #d)
3001 3004 3005 3009 3010 3020 3021 3023 3056 3057 3058 3106
2021-035 Office Page Officer 165 ofFrontenac 219 of the Chief Administrative Regional R…
Corporation of the County of Lennox & Addington
Paved Roads Administration (G-310-3111)
2019-11-12
For the Ten Months Ending Thursday, October 31, 2019
G/L Account 3200 3201 3205
Description Staff Training Travel & Expenses Memberships
2019 October Actual
2019 YTD Actual
YTD Budget
Variance
% of Budget
0.00 0.00 0.00
961.63 10,083.51 2,853.51
5,000.00 18,500.00 2,200.00
4,038.37 8,416.49 (653.51)
19.23% 54.51% 129.71%
$4,153.27
$118,690.22
$162,800.00
$44,109.78
72.91%
0.00 0.00 0.00 136.46 4,723.19 0.00 0.00
20,636.53 5,524.04 (127.64) 1,293.10 26,961.84 4,373.77 169.73
53,100.00 3,000.00 3,900.00 0.00 10,000.00 5,500.00 500.00
32,463.47 (2,524.04) 4,027.64 (1,293.10) (16,961.84) 1,126.23 330.27
38.86% 184.13% -3.27% 0.00% 269.62% 79.52% 33.95%
$4,859.65
$58,831.37
$76,000.00
$17,168.63
77.41%
16,691.67 1,808.33 3,016.66
166,916.70 18,083.30 30,166.60
200,300.00 21,700.00 36,200.00
33,383.30 3,616.70 6,033.40
83.33% 83.33% 83.33%
$21,516.66
$215,166.60
$258,200.00
$43,033.40
83.33%
Total Expenses
$74,202.52
$828,783.75
$1,035,700.00
$206,916.25
80.02%
Net Income
($74,202.52)
($828,783.75)
($1,035,700.00)
($206,916.25)
80.02%
Total Materials & Supplies Services 4001 4002 4003 4052 4059 4060 4451
Consulting Legal Audit Equipment Services AVL Hosting Road Patrol Software Right of Way/Bylaw Enforcement
Total Services Departmental Allocations 8001 8011 8051
Program Support Allocation Property Services Allocation IT Capital Allocation
Total Departmental Allocations
AGENDA ITEM #d)
2021-035 Office Page Officer 166 ofFrontenac 219 of the Chief Administrative Regional R…
Corporation of the County of Lennox & Addington
Paved Roads Municipal Maintenance (G-310-3121)
2019-11-12
For the Ten Months Ending Thursday, October 31, 2019
G/L Account
Description
2019 October Actual
2019 YTD Actual
YTD Budget
Variance
% of Budget
Expenses
Services 4461 4462 4463 4464
Addington Highlands Greater Napanee Loyalist Stone Mills
$0.00 0.00 0.00 0.00
$171,021.00 690,221.00 393,389.41 733,722.00
$228,000.00 953,600.00 592,000.00 978,300.00
$56,979.00 263,379.00 198,610.59 244,578.00
75.01% 72.38% 66.45% 75.00%
Total Services
$0.00
$1,988,353.41
$2,751,900.00
$763,546.59
72.25%
Total Expenses
$0.00
$1,988,353.41
$2,751,900.00
$763,546.59
72.25%
Net Income
$0.00
($1,988,353.41)
($2,751,900.00)
($763,546.59)
72.25%
AGENDA ITEM #d)
2021-035 Office Page Officer 167 ofFrontenac 219 of the Chief Administrative Regional R…
Corporation of the County of Lennox & Addington
Paved Roads Non Capital Repairs (G-310-3131)
2019-11-12
For the Ten Months Ending Thursday, October 31, 2019
G/L Account
Description
2019 October Actual
2019 YTD Actual
YTD Budget
Variance
% of Budget
Expenses
Materials & Supplies 3711 3731
Line Painting Cty Rd 23 Extension Design
$0.00 0.00
$177,263.03 5,841.27
$210,000.00 0.00
$32,736.97 (5,841.27)
84.41% 0.00%
$0.00
$183,104.30
$210,000.00
$26,895.70
87.19%
Total Expenses
$0.00
$183,104.30
$210,000.00
$26,895.70
87.19%
Net Income
$0.00
($183,104.30)
($210,000.00)
($26,895.70)
87.19%
Total Materials & Supplies
AGENDA ITEM #d)
2021-035 Office Page Officer 168 ofFrontenac 219 of the Chief Administrative Regional R…
Corporation of the County of Lennox & Addington
Paved Roads OSIFA Debt Payments (G310-3191)
2019-11-12
For the Ten Months Ending Thursday, October 31, 2019
G/L Account
Description
2019 October Actual
2019 YTD Actual
YTD Budget
Variance
% of Budget
Expenses
Interest on Long Term Debt 2201
Roads OSIFA Interest Expense
Total Interest
$0.00
$13,368.07
$33,700.00
$20,331.93
39.67%
$0.00
$13,368.07
$33,700.00
$20,331.93
39.67%
Inter Fund Transfers 9061
Transfers to LT Debt
0.00
0.00
201,100.00
201,100.00
0.00%
$0.00
$0.00
$201,100.00
$201,100.00
0.00%
Total Expenses
$0.00
$13,368.07
$234,800.00
$221,431.93
5.69%
Net Income
$0.00
($13,368.07)
($234,800.00)
($221,431.93)
5.69%
Total Inter Fund Transfers
AGENDA ITEM #d)
2021-035 Office Page Officer 169 ofFrontenac 219 of the Chief Administrative Regional R…
Corporation of the County of Lennox & Addington
Paved Roads Capital (G-310-3195)
2019-11-12
For the Ten Months Ending Thursday, October 31, 2019
G/L Account
Description
2019 October Actual
2019 YTD Actual
YTD Budget
$0.00 153,129.86 3,554.63 8,550.99 17,036.32 0.00 0.00 0.00 (61,472.27) 12,144.29 5,547.09 0.00 0.00 0.00 0.00 0.00 16,259.62 297,014.58 0.00 0.00 108,803.27 0.00 85,054.77
$27,470.29 3,598,167.62 142,030.91 10,537.19 17,036.32 88,836.48 0.00 85,878.32 520,530.95 40,640.59 52,388.38 17,105.75 0.00 2,301.80 8,784.78 (91,275.74) 59,793.60 1,030,028.69 8,613.73 29,834.36 108,803.27 176.04 89,981.58
$9,000.00 4,950,000.00 200,000.00 35,000.00 100,000.00 100,000.00 25,000.00 25,000.00 1,578,300.00 25,000.00 150,000.00 20,000.00 50,000.00 285,000.00 0.00 0.00 250,000.00 2,500,000.00 0.00 40,000.00 510,000.00 10,000.00 390,000.00
($18,470.29) 1,351,832.38 57,969.09 24,462.81 82,963.68 11,163.52 25,000.00 (60,878.32) 1,057,769.05 (15,640.59) 97,611.62 2,894.25 50,000.00 282,698.20 (8,784.78) 91,275.74 190,206.40 1,469,971.31 (8,613.73) 10,165.64 401,196.73 9,823.96 300,018.42
305.23% 72.69% 71.02% 30.11% 17.04% 88.84% 0.00% 343.51% 32.98% 162.56% 34.93% 85.53% 0.00% 0.81% 0.00% 0.00% 23.92% 41.20% 0.00% 74.59% 21.33% 1.76% 23.07%
$645,623.15
$5,847,664.91
$11,252,300.00
$5,404,635.09
51.97%
Variance
% of Budget
Expenses Capital & Amortization 7131 7201 7202 7203 7205 7206 7215 7220 7225 7231 7235 7240 7246 7271 7272 7702 7703 7704 7711 7723 7724 7753 7754
Vehicles Hot Mix Construction (501) Hot Mix Design/CA (501) Next Year Hot Mix Design (501) Asset Management Crack Sealing Odessa West Subdivision Des/CA Misc. Railroad Repairs Surface Treatment Program (500) CR 4 Concrete Des/CA (501) Bridge St/Centre St Intersection Construction Line Painting, Bars, Symbols CR1/10 Intersection Des/CA Cross Culvert Construction (530) Cross Culvert Design/CA (530) Cty Rd 1 Construction Cty Rd 2 Des & Adm Cty Rd 2 Construction Cty Rd 6 Des & Adm Cty Rd 12 Des & Adm Cty Rd 12 Construction Cty Rd 27 Des & Adm Cty Rd 27 Construction
Total Capital & Amortization
9121
Transfers from Reserves
0.00
0.00
(1,107,800.00)
(1,107,800.00)
0.00%
$0.00
$0.00
($1,107,800.00)
($1,107,800.00)
0.00%
Total Expenses
$645,623.15
$5,847,664.91
$10,144,500.00
$4,296,835.09
57.64%
Net Income
($645,623.15)
($5,847,664.91)
($10,144,500.00)
($4,296,835.09)
57.64%
Total Inter Fund Transfers
AGENDA ITEM #d)
Inter Fund Transfers
2021-035 Office Page Officer 170 ofFrontenac 219 of the Chief Administrative Regional R…
Corporation of the County of Lennox & Addington
Structures Non Capital Repairs (G-320-3231)
2019-11-12
For the Ten Months Ending Thursday, October 31, 2019
G/L Account
Description
2019 October Actual
2019 YTD Actual
YTD Budget
Variance
% of Budget
Expenses
Materials & Supplies 3750
Bridge Protectant Program
$0.00
$22,076.83
$40,000.00
$17,923.17
55.19%
$0.00
$22,076.83
$40,000.00
$17,923.17
55.19%
Total Expenses
$0.00
$22,076.83
$40,000.00
$17,923.17
55.19%
Net Income
$0.00
($22,076.83)
($40,000.00)
($17,923.17)
55.19%
Total Materials & Supplies
AGENDA ITEM #d)
2021-035 Office Page Officer 171 ofFrontenac 219 of the Chief Administrative Regional R…
Corporation of the County of Lennox & Addington
Structures Capital (G-320-3295)
2019-11-12
For the Ten Months Ending Thursday, October 31, 2019
G/L Account
Description
2019 October Actual
2019 YTD Actual
YTD Budget
Variance
% of Budget
Expenses Capital & Amortization 7869 7870 7892 7913 7914
Forest Mills B CR12 Des & Adm Forest Mills B CR12 Const. CNR Overpass CR22 Const. Salmon River B CR41 Des & Adm Salmon River B CR41 Const.
$228.96 0.00 40,535.90 0.00 0.00
$18,956.92 106,993.53 40,535.90 3,938.65 0.00
$30,000.00 180,000.00 15,000.00 30,000.00 255,000.00
$11,043.08 73,006.47 (25,535.90) 26,061.35 255,000.00
63.19% 59.44% 270.24% 13.13% 0.00%
Total Capital & Amortization
$40,764.86
$170,425.00
$510,000.00
$339,575.00
33.42%
Total Expenses
$40,764.86
$170,425.00
$510,000.00
$339,575.00
33.42%
Net Income
($40,764.86)
($170,425.00)
($510,000.00)
($339,575.00)
33.42%
AGENDA ITEM #d)
2021-035 Office Page Officer 172 ofFrontenac 219 of the Chief Administrative Regional R…
Corporation of the County of Lennox & Addington
Traffic & Roadside Municipal Maintenance (G-330-3321)
2019-11-12
For the Ten Months Ending Thursday, October 31, 2019
G/L Account
Description
2019 October Actual
2019 YTD Actual
YTD Budget
Variance
% of Budget
Expenses
Services 4461 4462 4463 4464
Addington Highlands Greater Napanee Loyalist Stone Mills
$6,604.21 0.00 0.00 0.00
$6,604.21 (25,000.00) 0.00 0.00
$5,000.00 35,000.00 25,000.00 30,000.00
($1,604.21) 60,000.00 25,000.00 30,000.00
132.08% -71.43% 0.00% 0.00%
Total Services
$6,604.21
($18,395.79)
$95,000.00
$113,395.79
-19.36%
Total Expenses
$6,604.21
($18,395.79)
$95,000.00
$113,395.79
-19.36%
Net Income
($6,604.21)
$18,395.79
($95,000.00)
($113,395.79)
-19.36%
AGENDA ITEM #d)
2021-035 Office Page Officer 173 ofFrontenac 219 of the Chief Administrative Regional R…
Corporation of the County of Lennox & Addington
Traffic & Roadside Non Cap Repairs (G-330-3331)
2019-11-12
For the Ten Months Ending Thursday, October 31, 2019
G/L Account
Description
2019 October Actual
2019 YTD Actual
YTD Budget
Variance
% of Budget
Expenses
Materials & Supplies 3108 3109 3778 3784 3791
Streetlight Utilities CR 41 Stormwater Pumping Station Clearing & Spraying Program ROW Control Materials (Spot) Misc Well Decommissions (Spot)
$10,311.46 29,190.99 10,070.95 427.39 0.00
$91,054.68 88,146.59 62,438.05 2,336.40 2,696.64
$110,000.00 35,000.00 85,000.00 0.00 0.00
$18,945.32 (53,146.59) 22,561.95 (2,336.40) (2,696.64)
82.78% 251.85% 73.46% 0.00% 0.00%
Total Materials & Supplies
$50,000.79
$246,672.36
$230,000.00
($16,672.36)
107.25%
Total Expenses
$50,000.79
$246,672.36
$230,000.00
($16,672.36)
107.25%
Net Income
($50,000.79)
($246,672.36)
($230,000.00)
$16,672.36
107.25%
AGENDA ITEM #d)
2021-035 Office Page Officer 174 ofFrontenac 219 of the Chief Administrative Regional R…
Corporation of the County of Lennox & Addington
Traffic & Roadside Capital (G-330-3395)
2019-11-12
For the Ten Months Ending Thursday, October 31, 2019
G/L Account
Description
2019 October Actual
2019 YTD Actual
YTD Budget
Variance
% of Budget
Expenses Capital & Amortization 7350 7353 7356 7359 7361 7362 7375
Guide Rail Construction (520) Streetlight/Beacon/Signal/APS Programs (540) Cty Rd 23 Parrott’s Bay Injection (Spot) Shoulder & Roadside Program Ditching & Drainage Miscellaneous Land Purchases (Spot) Cty Boundary Signs (Spot) (541)
$16,104.54 9,583.88 0.00 0.00 3,752.04 115,318.19 0.00
$56,564.77 49,627.77 1,716.19 3,681.17 5,975.65 117,455.15 2,661.49
$75,000.00 80,000.00 0.00 120,000.00 100,000.00 150,000.00 50,000.00
$18,435.23 30,372.23 (1,716.19) 116,318.83 94,024.35 32,544.85 47,338.51
75.42% 62.03% 0.00% 3.07% 5.98% 78.30% 5.32%
$144,758.65
$237,682.19
$575,000.00
$337,317.81
41.34%
Total Expenses
$144,758.65
$237,682.19
$575,000.00
$337,317.81
41.34%
Net Income
($144,758.65)
($237,682.19)
($575,000.00)
($337,317.81)
41.34%
Total Capital & Amortization
AGENDA ITEM #d)
2021-035 Office Page Officer 175 ofFrontenac 219 of the Chief Administrative Regional R…
Appendix C Frontenac Regional Roads Network Working Session KPMG Facilitated Session with Member Township CAOs June 18, 2020
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40
AGENDA ITEM #d)
Frontenac Regional Roads Network Final Report
2021-035 Office Page Officer 176 ofFrontenac 219 of the Chief Administrative Regional R…
Frontenac Regional Roads Network
Agenda and Objectives Agenda: 1.
Confirm Regional Road Network Guiding Principles.
Review four Regional Road Network options.
Determine preferred model for implementation
Objective: Come to an agreement regarding the preferred model for establishing a Regional Roads Network.
41
AGENDA ITEM #d)
© 2021 KPMG LLP, an Ontario limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved.
2021-035 Office Page Officer 177 ofFrontenac 219 of the Chief Administrative Regional R…
Frontenac Regional Roads Network
Guiding Principles Why are we here? Why is a Regional Roads Network important? Guiding principles form the criteria against which to measure the different regional road models. Access to increased funding opportunities Cost savings and operational efficiencies Investment in road infrastructure Standardize level of service for regional transportation across the County Responsible, well-defined, neutral governance with transparent controlling interest Additional guiding principles for consideration?
42
AGENDA ITEM #d)
© 2021 KPMG LLP, an Ontario limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved.
2021-035 Office Page Officer 178 ofFrontenac 219 of the Chief Administrative Regional R…
Frontenac Regional Roads Network
Agreement on Guiding Principles?
= Agree X = Does not agree
Guiding Principles
North
Central
South
Islands
- Access to increased funding opportunities
- Cost savings and operational efficiencies
- Investment in road infrastructure
- Standardize level of service for regional transportation across the County
- Responsible, well-defined, neutral governance with transparent controlling interest
- Model that will facilitate the stable, consistent and sustainable financing component of regional road network
43
AGENDA ITEM #d)
© 2021 KPMG LLP, an Ontario limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved.
2021-035 Office Page Officer 179 ofFrontenac 219 of the Chief Administrative Regional R…
Frontenac Regional Roads Network
Options Analysis Option
Ownership
Governance
Staffing
Funding
Township Involvement
County Role
Dispute Resolution
Regional Approach with County Resources
99% Township – 1% County
TWP > TAC > Regional Engineer > County
Regional Engineer
- Eng Tech hired by the County level. Phased implementation
Paid by County portion of Levy for County staff
Membership on TAC, 2 reps on County Council
Levy, approval of TAC/Twp plan
County levy is mandatory. 2 votes each for FI, CF and NF. 3 votes for SF
May require legal and survey for some roads. Can be phased
Political representation at all levels
Maintenance remains at Twp.
Financial support staff could be hired or contracted if required
resources only. Capital contribution would require an agreement at the Twp level.
Grant application, submission and reporting
Insurance and audit at the County
Municipal Service Corporation (MSC)
MSC> TAC > Twp.
Likely require legal and survey for roads. Can be phased
Separate Board appointed by each Twp. Twp’s control the Board through appointments, but not involved in the day to day governance and decision making
Maintenance of RRN contracted to Twp. by MSC This ownership model is essentially the L&A model, except as MSC
Requires the creation of a municipal MSC in accordance with the M.A. S.194 and O.Reg. 599/06
Business case study and public consultation required
Uses existing staff, rotating TAC Chair every three years For the purposes of RRN, TAC Chair would report to the MSC, not to the Twps. Financial support staff could be hired or contracted by the MSC from member township, external firm
Funding levels determined by weighted assessment, lane kms or asset value; SF majority shareholder
Appointment of Board members to the MSC Input as requested by the MSC Lobbying the MSC Levying and paying the MSC
N/A
Built into the MSC business plan Legal remedies, typically mediation then arbitration with all parties responsible for their own costs
MSC not eligible for municipal grants Separate audit and insurance required
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44
AGENDA ITEM #d)
Regional Roads 100% owned by MSC who manages capital component, but delegates maintenance to Twps.
Additional Finance Admin support available Twp’s annually approve their share of the MSC budget
Assist with the coordination of procurement for operations
2021-035 Office Page Officer 180 ofFrontenac 219 of the Chief Administrative Regional R…
Frontenac Regional Roads Network
Options Analysis Option
Ownership
Governance
Staffing
Funding
Township Involvement
County Role
Dispute Resolution
Regional Approach Using Contracted Engineering Services
99% Township – 1% County
Contracted Engineer -> TAC -> TWP -> County for grant submission
Supported by TWP staffing and TAC
Paid by County portion of Levy for contracted
Membership on TAC, 2 reps on County Council for approval of grants only
Limited to contracting of the Engineering Services and grant submission
County levy is mandatory. 2 votes each for FI, CF and NF. 3 votes for SF
May require legal and survey for some roads. Can be phased Maintenance remains at Twp.
Political representation at all levels
Financial support staff could be hired or contracted
engineering only. Capital contribution would require an agreement at the Twp. level.
Levy for contracted engineering
Insurance at the County
Joint Service Board (JSB)
Townships maintain ownership, managed by JSB Maintenance performed by Twps
Twp. > TAC = JSB Results in the creation of a joint service board in accordance with the M.A. s.202
Requires TAC/JSB members to represent Twp. interests
JSB would report to the Twp’s Councils
Eligible for municipal grants Separate entity audit and insurance not required, however additional insurance and audit costs would be incurred
Appointment of Committee members to the JSB, existing Council members Span of control outlined in Joint Service Agreement Township Councils approve By-Laws proposed by JSB
N/A
Built into the JSB service agreement Legal remedies, typically mediation then arbitration with all parties responsible for their own costs
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45
AGENDA ITEM #d)
Board members appointed by each Twp. Twp’s control the Committee through appointments, but not involved in the day to day operations and decision making
Uses existing staff to support JSB Engineer
Audit part of County audit Twp’s annually approve their share of the JSB budget proposed to Councils
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Frontenac Regional Roads Network
1 = weak support
Evaluation of Delivery Models
2 = support 3 = strong support
Proposed Delivery Models
Project Guiding Principles
Option 2: Contracted Engineering
Option 3: Municipal Service Corporation
Option 4: Joint Services Board
Access to increased grant funding
2
2
0
2
Cost savings and operational efficiencies
2
1
1
3
Investment in road infrastructure
1
1
3
3
Standard level of service for regional roads across County
3
3
3
3
Responsible, welldefined, neutral governance model
2
2
1
3
Stable, consistent sustainable funding model
2
2
1
2
Total
12
11
9
16
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46
AGENDA ITEM #d)
Option 1: County Resources
2021-035 Office Page Officer 182 ofFrontenac 219 of the Chief Administrative Regional R…
Appendix D Original 6 Options (April 17, 2019)
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47
AGENDA ITEM #d)
Frontenac Regional Roads Network Final Report
2021-035 Office Page Officer 183 ofFrontenac 219 of the Chief Administrative Regional R…
Frontenac Regional Roads Network
Original 6 Options (April 17, 2019) Option 2: Ltd. County Involvement
Option 3: Contracted Engineering – Limited County Involvement
Option 4: County Augments Resources at Selected Municipality
Option 5: County Resources
Option 6: Full County Model
All roads are local responsibility. No regional road collaboration.
County assumes 1% ownership in regional roads and bridges, but provides no support to the project. All grant applications are developed, submitted, managed and reported by the benefitting municipality. Only County role is “signing off” on grant applications.
County assumes 1% ownership in regional roads and bridges, but provides no support to the project and engages an independent engineering firm to lead the program.
County assumes 1% ownership in regional roads and bridges, but provides no support to the project but would contract with one of the four member municipalities to provide oversight, management of a regional system.
County assumes 1% ownership in regional roads and bridges. Similar to Lennox & Addington County, the County employs a limited engineering staff complement to administer the program, maintain roads needs study and provide project management/support.
County assumes 100% ownership in regional roads and bridges. Similar to Lanark and Leeds & Grenville, the County employs a full engineering staff complement, maintenance and operations staff to administer the program, maintain roads needs study, provide project management/supp ort and provide day to day operations and maintenance of the regional roads.
Not Recommended by member Townships/County
Not Recommended by member Townships/County
Recommended by member Townships/County for further review
Not Recommended by member Townships/County
Recommended by member Townships/County for further review *South not in support
Not Recommended by member Townships/County
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48
AGENDA ITEM #d)
Option 1: Status Quo
2021-035 Office Page Officer 184 ofFrontenac 219 of the Chief Administrative Regional R…
kpmg.ca
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AGENDA ITEM #d)
AGENDA ITEM #e)
Report 2021-036 Council Recommend Report To:
Warden and Council
From:
Kelly Pender, Chief Administrative Officer
Prepared by:
Joe Gallivan, Director, Planning and Economic Development
Date of meeting:
April 21, 2021
Re:
Planning and Economic Development – Communal Service Governance/Operations Model Review Committee – Creation of a Municipal Services Corporation
Recommendation Resolved That the Council of the County of Frontenac receive and approve the ‘Communal Services Governance Model – Final Report’ (03 March 2021) prepared by WSP consulting; And Further That Council endorse the recommendations of the Communal Service Governance/Operations Committee to create a Municipal Service Corporation (MSC) to manage communal service development across Frontenac, and that each Township invest in the MSC using a weighted assessment model; And Further That Council send this recommendation to each Township for consideration and endorsement in May, 2021. Background In June, 2019, County Council formally endorsed the Frontenac Communal Services Study. As part of that endorsement, County Council also directed staff to “investigate financial models and utility models that can be used to significantly reduce the municipal financial
2021-036 Planning Page 185 of 219 Service Governance/O… and Economic Development Communal
AGENDA ITEM #e)
risk of approving development on communal services and entering into a Municipal Responsibility Agreement (MRA) and report back to Council.” Subsequently, in June, 2020, Council passed a motion to create a ‘Communal Services Governance/Operations Review Committee’ to review different governance models to manage communal systems. The Committee is comprised of the four Mayors of the Townships as well as four citizens that have expertise in land development, civil engineering, financing, and governance. Also, representatives from the Ministry of Environment, Conservation and Parks and the Ministry of Municipal Affairs have attended the sessions to assist with any questions with respect to the Municipal Act, the Planning Act, and the Water Resources Act. A consulting firm was retained to report directly to the Committee and to assist in the following:
Conducting a review of governance and management structure best practices and governance structures in Ontario;
Developing a set of governance models to be considered; and
Recommending a preferred governance model for the Frontenac region.
Since August, 2020, the committee has held six meetings to review the options for how best to manage communal systems. Technically, the Communal Services committee is a sub-committee of the Frontenac County Planning Advisory Committee (PAC) and report through the PAC. However, since the majority of this committee and the PAC are the four mayors it is the request of the Committee and the recommendation of staff that this report come directly to County Council. This report will be shared with the full PAC and reviewed at their next meeting. Committee Meeting – April, 2021 – Final Consultant Report The consultants delivered a final report to the governance committee at their meeting held on April 7, 2021. The report recommended the use of the Municipal Service Corporation (MSC) as the preferred model, in part for the following reasons:
MSC allows for a consistent governance and management model that can be applied to all municipalities;
Services remain in 100% public ownership with the participating municipalities as shareholders.
MSC operates separately from municipalities with separate financials and objectives.
Recommend Report to Council Planning and Economic Development – Communal Service Governance/Operations Model Review Committee – Creation of a Municipal Service Corporation April 21, 2021 Page 2 of 4
2021-036 Planning Page 186 of 219 Service Governance/O… and Economic Development Communal
AGENDA ITEM #e)
MSC can be set up to help promote future land use planning objectives in the local Official Plans.
Allows for dividends for municipal shareholders and joint risk sharing.
Also at the committee meeting, County staff reported on a meeting held on April 1, 2021 with the CAOs and Treasurers from all four Townships to review the consultant recommendations, specifically the options with respect to initial share allocation of a MSC. In their report the consultants had recommended that the total number of ‘ownership’ shares of the corporation cover the cost of the initial financial contribution required for initiation. Four options were presented in the study:
Option 1 – Weighted split by municipal tax base, based on the most recent assessment;
Option 2 – Equal share split between the four Townships;
Option 3 – Weighted split by population based on most recent population count; and
Option 4 – Hybrid split that would mandate an equal number of shares among the Townships and additional shares based on municipal tax assessments.
The CAO/Treasurers meeting concluded with a consensus that the ‘weighted split’ option was preferred. As a result, the Committee passed the following resolution: Moved By: Councillor Ron Higgins Seconded By: Ms. Glover Be It Resolved That the Communal Service Governance/Operation Model Review Committee recommend to Council Option 1, that being: Option 1 ‘Weighted Assessment’ for inclusion in staff’s report back to County Council.” Next Steps Should Council adopt the recommendations of the Communal Service Governance/Operations Model Committee, it is suggested that this Council resolution be sent to all four Townships for consideration and endorsement. It is also recommended that the consulting firm (WSP) make a presentation on their study to the Township Councils to provide the background to creating a municipal service corporation and the ‘weighted assessment’ option that has been endorsed by both the Committee and the municipal CAOs and Treasurers.
Recommend Report to Council Planning and Economic Development – Communal Service Governance/Operations Model Review Committee – Creation of a Municipal Service Corporation April 21, 2021 Page 3 of 4
2021-036 Planning Page 187 of 219 Service Governance/O… and Economic Development Communal
AGENDA ITEM #e)
As Council is aware, no other regional jurisdiction in Ontario has attempted to create a governance model to develop a singular approach to supporting new development on communal services. As a result of the studies and analysis completed in the past three years, Frontenac is at the final the stage of this process. Following the review by the Townships, the next steps in the process can begin, including the undertaking of a Business Case as required by the Municipal Act. Financial Implications None at this time. Organizations, Departments and Individuals Consulted and/or Affected Frontenac County All four Townships Ontario Ministry of Municipal Affairs Ontario Ministry of Environment, Conservation and Parks
Recommend Report to Council Planning and Economic Development – Communal Service Governance/Operations Model Review Committee – Creation of a Municipal Service Corporation April 21, 2021 Page 4 of 4
2021-036 Planning Page 188 of 219 Service Governance/O… and Economic Development Communal
AGENDA ITEM #a)
Report 2021-033 Council Information Report To:
Warden and Council
From:
Kelly Pender, Chief Administrative Officer
Prepared by:
Susan Brant, Administrator
Date of meeting:
April 21, 2021
Re:
Fairmount Home – Resident and Family Annual Satisfaction Survey 2020
Recommendation This report is for information purposes only. Background The Long-Term Care Homes Act (LTCHA), 2007, s. 85, states long-term care homes shall ensure that, at least once in every year, a survey is taken of the residents and their families to measure their satisfaction with the home and the care, services, programs and goods provided at the home. Comment Resident Family Satisfaction Survey Fairmount was one of six (6) LTC homes that developed common satisfaction surveys for residents and families that meet the homes’ requirements under the LTCHA as well as accreditation standards. There was an individual survey for residents and a separate survey for family members, Powers of Attorney (POA) or friends of residents. Two additional COVID-19 related questions were added to the 2020 satisfaction surveys, which were “Has the Home kept you informed of the COVID-19 policies, procedures and changes?” and “Has resident visiting options including virtual, outdoor and indoor been
2021-033 Fairmount of Satisfaction 219 Home Resident and Page Family 189 Annual Survey 2…
AGENDA ITEM #a)
organized, accessible and accommodating during this pandemic?”. Survey respondents were able to complete the survey by hardcopy or online. There were 346 survey responses among the six (6) LTC homes with an overall average score for residents of 83% and families/POA of 92%. At Fairmount, there were 57 survey responses which is a 6% increase in the number of Fairmount’s residents who responded when compared to 2019. In addition, the family members’ response rate increased by 41% when compared to the previous year. Overall, Fairmount’s satisfaction survey results at 86% was marginally lower than the previous year (93%) and consistent with the other homes’ overall results (88%). Management has reviewed the survey responses including the comments and will ensure that action is taken, as appropriate. The satisfaction survey results were shared with the Residents’ Council, family members and staff. The Resident and Family Annual Satisfaction Survey Response Summary for 2020 is attached. Strategic Priorities Implications Continuing County Priorities
- Implement strategic plans for Fairmount Home
- Continually improve customer and financial services Organizations, Departments and Individuals Consulted and/or Affected Fairmount Management Team Fairmount Staff Residents & Families
Information Report to Council Fairmount Home – Annual Resident and Family Satisfaction Survey April 21, 2021
2021-033 Fairmount of Satisfaction 219 Home Resident and Page Family 190 Annual Survey 2…
Page 2 of 2
2021-033 Fairmount of Satisfaction 219 Home Resident and Page Family 191 Annual Survey 2…
Resident and Family Satisfaction Survey Results Response rate Family Residents Total Residency - less than 1 year Residency - 1 to 3 years Residency - 4 to 10 years More than 10 years
Fairmount Home 2019 2020 17 24 31 33 48 57 37% 37% 48% 40% 15% 23% 0% 0%
All LTC Homes (6) 2020 Variance 150 196 24% 45% 28% 3%
13% -5% -5% -3%
Average score Family/Substitute Decision Makers Residents
2019 92% 93%
2020 92% 80%
2020 92% 83%
Variance 0% -3%
Family/Substitute Decision Maker Responses
2019
2020
2020
Variance
85%
90%
90%
0%
88% 97% 95%
89% 93% 100%
95% 95% 95%
-6% -2% 5%
95%
91%
95%
-4%
94%
93%
99%
-6%
94%
89%
93%
-4%
91%
94%
92%
2%
99%
95%
4% 1
AGENDA ITEM #a)
Q2. I feel informed about policies, routines and services at the Home so that I understand the context of my loved one`s care. Q3. I am involved as much as I want to be in decisions about care. Q4. I am comfortable approaching staff with my concerns. Q5. The Home respects my loved one’s spiritual and cultural values. Q6. As POA/SDM, I am provided with enough information regarding changes in medication, physical condition and plan of care in order to provide my informed consent. Q7. The Home responds to my questions and concerns in a timely manner. Q8. I am aware of how I could access external healthcare services (i.e. dental, advanced foot care, hearing services). Q9. I am satisfied with the respect and emotional support given to my loved one. Q10. Has the Home kept you informed of the COVID-19 policies, procedures and changes?
2021-033 Fairmount of Satisfaction 219 Home Resident and Page Family 192 Annual Survey 2…
Resident and Family Satisfaction Survey Results Response rate Q11. Has resident visiting options including virtual, outdoor, and indoor been organized, accesible and accomodating during this pandemic? Q12. I would recommend this Home to others
Fairmount Home 2019 2020
92%
All LTC Homes (6) 2020 Variance
96%
94%
2%
96%
95%
1%
Family Responses - Comments Q13. Do you have any additional comments you would like to add? All support staff are very helpful at this time. I’m so very happy with the excellent care my mom receives and so is she. The staff are very accommodating beyond usual practices. Both Ellen and myself feel that all staff have done very well during this pandemic and wish to thank everyone for their tireless efforts and long hours. We appreciate calls concerning our loved ones and feel that more is always better. Staff are professional, accommodating, friendly and attentive. They do require additional staff in order to provide more hours of care to each and every resident and to alleviate staff being overworked during each shift and month. I would like to have regular updates/contact with the Fairmount Home doctor regarding my father’s health status and needs. Thank you to all staff. You are doing a great job. Our family find the staff at Fairmount Home to be very understanding and accomodating whether it be answering questions the family has or interacting with our mom when the see she needs that extra care some days. Excellent and caring staff. Fairmount has always had outstanding care, and I feel that they have dealt with the pandemic very professionally. Great staff and great care!
All All All
All All All All All All
2
AGENDA ITEM #a)
Many thanks to staff for their continued dedication and care during this challenging time. I am incredibly happy with the care provided to my father, with the compassion, friendliness and support of the staff. We are blessed to have gotten a bed at Fairmount!
Department
2021-033 Fairmount of Satisfaction 219 Home Resident and Page Family 193 Annual Survey 2…
Resident and Family Satisfaction Survey Results Fairmount Home Response rate 2019 2020 My one concern is that my sister who is intellectually disabled cannot make informed decisions for herself and as a result things that normally we would enforce re hygiene and diet and clothing is left to her to decide but she is not capable of doing this and staying healthy. I would like more enforcement of some of these aspects.
All LTC Homes (6) 2020 Variance Nursing Nursing
The nurses are great. I think there should be more physicians or physician support available in the home for more timely response to patient care.
Nursing All
I have always been impressed with the positive interactions the staff has with my loved one. Yes 1 ; No 15 Q14. Are you in interested in participating in the Family Council Yes 2 ; No 16 Q15. Are you interested in becoming a volunteer at the Home Resident Questions Q1. I am completing the survey for the following home: Fairmount Home
Q6. Team members take into consideration my religious, ethnic and cultural values Q7. I am encouraged and/or involved in decisions about my care
2020
2020
Variance
48
57
346
0% 88%
0% 89% 37% 40% 23% 0%
0% 90% 24% 45% 28% 3%
0% -1% 13% -5% -5% -3%
98%
91%
87%
4%
96%
90%
86%
4%
91%
88%
84%
4%
89%
90%
83%
7% 3
AGENDA ITEM #a)
Q2. How did you complete the survey? Q3. How long have you lived in the Home? Residency - less than 1 year Residency - 1 to 3 years Residency - 4 to 10 years More than 10 years Nursing & Personal Care Services Q4. I am treated with kindness, courtesy, compassion, fairness, respect and dignity. Q5. I feel that team members(nursing staff),appreciate/respect my privacy
2019
2021-033 Fairmount of Satisfaction 219 Home Resident and Page Family 194 Annual Survey 2…
Resident and Family Satisfaction Survey Results Response rate Q8. Team members (nursing staff) answer when I call (when they do so, they are respectful - knock on the door, introduce themselves, etc.) Q9. Good personal care is provided Q10. Nursing staff actively listen to me (listen and acknowledge what I am saying) Q11. My preferences are respected regarding bathing (day/time/bath or shower) Q12. My preferences are respected regarding time I prefer to go to bed Q13. My preferences are respected regarding time I prefer to get up Q14. I am given enough information about changes in my medication, physical condition and plan of care to feel capable of giving my consent. Q15. I am given timely information on how I could access external healthcare services when I require them (i.e. dental, advanced foot care, hearing services) Q16.The incontinence products (briefs, pads, liners) provided in the Home meet my needs. Q17. I am satisfied with the medical attention provided by my Physician (and Nurse Practitioner if applicable)
Fairmount Home 2019 2020
All LTC Homes (6) 2020 Variance
96%
90%
83%
7%
94%
90%
86%
4%
93%
87%
84%
3%
92%
85%
83%
2%
94%
87%
86%
1%
93%
90%
84%
6%
90%
84%
80%
4%
87%
83%
79%
4%
93%
89%
87%
2%
93%
86%
85%
1%
Resident Responses - Nursing & Personal Care Services Comments
Nursing Nursing Nursing Nursing Nursing Nursing Nursing
4
AGENDA ITEM #a)
Q18. Please feel free to add additional comments/suggestions for improvements: Have only seen her once I’d like time to talk to the doctor, perhaps an extra doctor is required Basin from co-resident room continues to be put in the incorrect place in bathroom It’s the best care It’s perfect! If I need somethinkg they are there as soon as they can. When I’m not feeling myself they stop I think the nursing care I receive is good and I’m pleased with the condition of my skin and my
Department
2021-033 Fairmount of Satisfaction 219 Home Resident and Page Family 195 Annual Survey 2…
Resident and Family Satisfaction Survey Results Fairmount Home Response rate 2019 2020 When I ask the nurse to put me on the list to see the Doctor I don’t get to see the Doctor. The nursing staff could be more respectful of my privacy when they enter my room without knocking. Would like teeth brushed more. Like to stay up more often. Like to get up early. Environmental Services Q19. The overall cleanliness of the Home Q20. I feel safe and secure with all team members (all staff) Q21. I feel safe and secure with my fellow residents Q22. I feel safe and secure in my home environment Q23. Feeling the gardens and grounds outside are inviting and well maintained Q24. Feeling the décor in public and shared areas is homelike Q25. The cleanliness and layout of my room Q26. Feeling an overall homelike environment
All LTC Homes (6) 2020 Variance Nursing Nursing
97% 97% 87% 95%
93% 92% 86% 93%
89% 88% 86% 88%
4% 4% 0% 5%
94%
88%
85%
3%
90% 92% 88%
86% 88% 89%
84% 86% 84%
2% 2% 5%
Resident Responses - Environmental Services Comments
All All All All All
80%
2%
5
AGENDA ITEM #a)
Q27. Please feel free to add additional comments/suggestions for improvements: The staff are amazing You feel protected and nobody is going to hurt you Feel like prisoner brighter colours It would be nice if the room was a litter bigger. Lighting that is accessible to turn off from my bed, as I’m bed bound. We are unable to access many parts of the home together so I am not aware of some of the areas available in order to get out of the room. Laundry Services Q28. The Laundry Services provided over the past year (i.e. were they delivered timely and to the appropriate owner; quality of care of my 94% 82% clothing; missing items being found)
Department
2021-033 Fairmount of Satisfaction 219 Home Resident and Page Family 196 Annual Survey 2…
Resident and Family Satisfaction Survey Results Response rate Q29. Overall, I am treated with kindness, courtesy, compassion, fairness, respect and dignity by the environmental team (staff members - including housekeeping, laundry, maintenance)
Fairmount Home 2019 2020 100%
95%
90%
5%
Department
Resident Responses - Laundry Services Comments Q30. Please feel free to add additional comments/suggestions for improvements: Some of my expensive clothing have been brought back to me unwearable Sometimes things go down to laundry and don’t come back My socks seem to disappear after being sent down to be cleaned (they are labelled) Clothes come back with stain on them. A lot of missing clothes. I’ve given a list of missing things to laundry and they haven’t found any of it. Missing items Everyone is super friendly and helpful Dietary Services Q31. Menu choices - variety and meal options for breakfast/lunch/dinner 89% 80%
Environmental Environmental Environmental Environmental Environmental All 77%
3%
91%
85%
81%
4%
85% 90% 86%
77% 85% 84%
76% 79% 82%
1% 6% 2%
96%
93%
90%
3%
Resident Responses - Dietary Services Comments Q37. Please feel free to add additional comments/suggestions for improvements: Often meals are served cold because the are left sitting and sandwiches are often not fresh at lunch Sometimes too much! Sometimes food is cold. Sometimes too large! I do love the meals
Department
Dietary Dietary Dietary
6
AGENDA ITEM #a)
Q32. The availability and choice of nourishments and between meal snacks Q33. Taste and temperature of meals Q34. Quality and quantity of meals Q35. Overall dining experience (service and atmosphere) Q36. Overall, I am treated with kindness, courtesy, compassion, fairness, respect and dignity by the Dietary (staff) team members
All LTC Homes (6) 2020 Variance
2021-033 Fairmount of Satisfaction 219 Home Resident and Page Family 197 Annual Survey 2…
Resident and Family Satisfaction Survey Results Fairmount Home Response rate 2019 2020 Sometimes we have to wait too long for our meals. Maybe more staff are needed to make it go faster.
All LTC Homes (6) 2020 Variance
Vegetables are always cold, when I put butter on them it doesn’t melt. Portions are too big. Food could be warmer, but it is hard to manage that Is usually luke warm to cold Soup in the evening at supper would be nice I have eating restrictions and we are trying to sort it out. It’s a work in progress. Bit of a guess but my loved one seems happy enough with everything and from a nutrition point of view, I am happy.
Dietary Dietary Dietary Dietary Dietary Dietary
96% 97% 97% 91% 95%
93% 90% 92% 93% 93%
91% 92% 92% 91% 93%
2% -2% 0% 2% 0%
95%
88%
88%
0%
96%
91%
88%
3%
94%
81%
84%
-3%
94% 94% 93%
95% 98% 91%
92% 93% 91%
3% 5% 0%
88%
81%
78%
3%
98%
94%
87%
7%
98%
94%
91%
3% 7
AGENDA ITEM #a)
Programming Services Q38. Recreational activities (Bingo, cards and games) Q39. Community outings (shopping trips, lunches and day trips) Q40. Intellectual programs (trivia, reminiscing, current events) Q41. Social programs (special events, socials and parties) Q42. Spiritual Services (Church, Bible Study) Q43. The assistance/encouragement I receive from team members (Activation/Recreation staff) to enjoy a program Q44. The team members (Activation/Recreation staff) are respectful of my wishes not to participate in activities Q45. I am always asked if I want to participate in activities happening in the Home Q46. Satisfaction with Physiotherapy Services Q47. Satisfaction with Restorative Care Program Q48. Satisfaction with Exercise Programs Q49. My involvement and/or the work of the Residents Council in the Home Q50. Satisfaction with Hairdressing Services Q51. Overall, I am treated with kindness, courtesy, compassion, fairness, respect and dignity by the Recreation team members
Dietary
2021-033 Fairmount of Satisfaction 219 Home Resident and Page Family 198 Annual Survey 2…
Resident and Family Satisfaction Survey Results Response rate
Fairmount Home 2019 2020
All LTC Homes (6) 2020 Variance Department
Resident Responses - Programming Services Comments Q52. Please feel free to add additional comments/suggestions for improvements: 42. I have not been getting the calendars so I don’t know what is on. 48. I only went once. I would go again. Could be more activities Very pleased with the physio I receive and the hairdressing services Not much going on right now Activities aren’t geared toward my age group. All activities are geared toward elderly. COVID has taken away the outings and shopping trips I liked. Because of COVID there aren’t church services with Pastor Lewis. Physio is 3 times a week and I would prefer 5 days a week.
Programming Programming Programming Programming Programming
I think they should try to get people outside more I have not received an activity calendar for some time Most questions do not apply during this time of COVID and there is no place to put “no opinion”. Nevertheless, I would like to see more one on one interaction and perhaps small group activites.
Programming Programming
Q53. I can share my opinion without fear of consequences Q54. Team members (staff) care about any issues I may convey, I feel listened to. Q55. Team members (staff) take the time to understand my concerns Q56. The Home responds to my questions/concerns in a timely manner
91%
95%
88%
7%
93%
85%
82%
3%
91%
88%
83%
5%
93%
86%
82%
4%
Q57. The Home resolves my concerns(s) to my satisfaction
97%
88%
86%
2%
Q58. Please feel free to add additional comments/suggestions for improvements: I think there should be more communication. Management should come to the dining rooms to share up to date information with everyone.
Department
All 8
AGENDA ITEM #a)
Resident Responses - General Comments
Programming
2021-033 Fairmount of Satisfaction 219 Home Resident and Page Family 199 Annual Survey 2…
Resident and Family Satisfaction Survey Results Fairmount Home Response rate 2019 2020 My complaints are about my ears and eyes and they can’t do much about that until the virus is done More money in the budget to hire more people Have asked about more stimulation before with little result but have recently asked again and am hoping to see a change Q59. Has the Home kept you informed of the COVID-19 policies, procedures and changes? Q60. Has resident visiting options including virtual, outdoor and indoor been organized, accessible and accommodating during this pandemic? Q61. I would recommend this Home to others Q62. Overall, I am happy with the home and the staff
96% 96%
All All All
72%
80%
-8%
74%
75%
-1%
92% 93%
89% 91%
3% 2%
Resident Responses - Final Comments
Department All All All All All All All All All All All 9
AGENDA ITEM #a)
Q63. Please feel free to add additional comments/suggestions: I can trust staff We could us more staff, often we are short staffed Nice Home. Really no faults. I couldn’t wish for better staff - you could ask them anything No concerns - off course on his spiritual beliefs We’re short PSWs too often. When we are short we feel it. It effects the mood of the place when people are mandated & miserable. I should be able to order food in. I feel the staff do there very best to make us all happy. I am very happy and I will be happier when I can see my family Staff is great! I hope the home continues to meet the needs of the people Would like life better as if I was younger More help, especially for residents who are bed bound
All LTC Homes (6) 2020 Variance
2021-033 Fairmount of Satisfaction 219 Home Resident and Page Family 200 Annual Survey 2…
Resident and Family Satisfaction Survey Results Fairmount Home Response rate 2019 2020 My loved one hasn’t been at Fairmount long but so far, we are very happy with his care. Just needs more activity but that’s mostly COVID.
All LTC Homes (6) 2020 Variance All
AGENDA ITEM #a)
10
AGENDA ITEM #a)
Resident and Family Annual Satisfaction Survey Survey Comments - 2020
Survey Comments Family/Substitute Decision Maker Q18 - Additional Comments - My personal Care Have only seen her once I’d like time to talk to the doctor, perhaps an extra doctor is required It’s the best care It’s perfect! if I need something they are there as soon as they can. When I’m not feeling myself they stop and talk to me I think the nursing care I receive is good and I am pleased with the condition of my skin and emotional state When I ask the nurse to put me on the list to see the Doctor I don’t get to see the Doctor. The nursing staff could be more respectful of my privacy when they enter my room without Would Like teeth brushed more. Like to stay up more often. Like to get up early Residents Q27 Comments - Section - My Home Enviroment The staff are amazing You feel protected and nobody is going to hurt you Feel like prisoner brighter colours It would be nice if the room was a littler bigger. Lighting that is accessible to turn off from my bed as I am bed bound we are unable to access many parts of the home together (penny and patrick) so I am not aware of some of the areas available in order to get out of the room Q29 Comments - Section - Laundry Service Some of my expensive clothing have been brought back to me unwearable i.e jeans with studs $65.00 Blouses bought at boutiques with shiny beads $40 Sometimes things go down to laundry and don’t come back My socks seem to disapear after being sent down to be cleaned (they are labelled) Clothes come back with stain on them. A lot of missing clothes. I’ve given a list of missing things to laundry and they haven’t found any of it. Missing items Everyone is super helpful and friendly Q32 Comments - Section - Dietary Services Often meals are served cold because they are left sitting. Sandwhiches are often not fresh at lunch Sometimes too much. Sometimes food is cold. Sometimes too large I do love the meals Sometimes we have to wait too long for our meals. Maybe more staff are needed to make it go faster Vegatables are always cold. When I put butter on them it doesn’t melt. Portions are too big Food could be warmer, but it is hard to manage that Is usually luke warm to cold Soup in the evening would be nice
Department/ Program
Medical Team Medical Team Medical Team Medical Team Nursing Nursing Nursing & Medical Team Nursing
All All Decorating Enviromental Service All
Laundry Laundry Laundry Laundry All All
Food Services Food Services Food Services Food Services & Nursing Food Services Food Services Food Services Food Services 11
2021-033 Fairmount of Satisfaction 219 Home Resident and Page Family 201 Annual Survey 2…
AGENDA ITEM #a)
Survey Comments I have food restrictions and we are trying to sort it out. It’s a work in progress Bit of a guess here as Patrick seems happy enough with everything and from a nutrition point of view, I am happy Q54 Comments - Section - Recreation and Therapy Services 42. I have not been getting calendars so I don’t know what is on. 48. I only went once. I would go again Could be more activites Very pleased with physio I receive and the Hairdressing services Not much going on right now Activities arent geared toward my age group. All activites are geared toward elderly. COVID has take away the outings and shopping trips I liked. Because of COVID there arent church services with Pastor Leiws. Physio is three times a week and I would prefer 5 days a week. I think they should try to get people outside more I have not received an activity calendar for sometime Most questions do not apply during this time of COVID and there is no place to put “no opinion”. Nevertheless, I would like to see more one on one interation and perhaps small group Q60 Comments - Section - Communication I think there should be more communication. Management should come to the dining rooms to share up to date information with everyone My complaints are about my ears and eyes and they cant do much about that until the virus is done More money in the budget to hire more people Have asked about more stimulation before with little result but have recently asked again and am hoping to see a change Q70 Comments - Section - Overall I can trust staff we could use more staff. Often we are short staffed Nice home, really no faults I couldn’t wish for better staf - you could ask them anything no concerns- off course on his spiritual beliefs we are short on PSW’s too often. When we are short we feel it. It effects the modo of the place when people are mandated and miserable. I should be able to order food in. I feel the staff do there very best to make us all happy I am happy and will be happier when I can see my family Staff is great! I hope the home continues to meet with needs of the people would like life better as if I was younger More help, especially for residents who are bed bound Patrick hasn’t been at Fairmount long but so far, we are very happy with his care. Just needs more activity but that’s mostly COVID Family Comments All support staff are very helpful at this time. I am so very happy with the excellent care my mom recieves and so is she The staff are very accomodating beyond usual practices
Department/ Program Food Services Food Services Food Services
Programming Programming Physio & Hairdressing All Programming & Physio & Spiritual Care All Programming Programming
Management Nursing external services Management All
All All All All All All Management All All All All All
All All 12
2021-033 Fairmount of Satisfaction 219 Home Resident and Page Family 202 Annual Survey 2…
AGENDA ITEM #a)
Department/ Survey Comments Program Both Ellen and myself feell that all staff have done very well during the pandemic and wish to thank everyone for their tireless efforts and long hours. We appreciiate clals concerning our loves once and feel that more is always better All Staff are profession, accomodating, friendly and attentive. The do require additional staff in order to provide more hours of care to each and every residents and to alleviate staff being All & overworked during each shift and month. I would like to have regualr updates/contact with the Management & Fairmount Home doctor regarding my fathers health status and needs Medical Team Thank you to all the staff. You are doing a great job All Our family find the staff at Fairmount Home to be very understanding and accomodating whether it be answering questions the family has or interative with our mom when they see she needs extra care some days. Excellent and caring staff All Faimount has always had outstanding care, and I feel that they have dealt with the pandemic very professionally. Great staff and great care! All Many thanks to staff for their continued dedicaiton and care during this challenging time. All I am incredibly happy with the care provided to my father, with the compassion, friendliness and support of the staff. We are blessed to have gotten a bed at Faimount All My one concern is that my sister who is intellectually disabled cannot make informed decisions for herself and as a result things that normally we would enforce re hygiene and diet and clothing is left to her to decide and these all have taken a step backwards. I appreciate that the policy is to let residents decide but she is not capable of doing this and staying healthy. I would like more enforcement of some of these aspects All The nurses are great Nursing I think there should be more physicians or physician support available in the home for more timely response to patient care. Medical Team I have always been impressed with the positive interactions the stafff has with my loved one. All
13
2021-033 Fairmount of Satisfaction 219 Home Resident and Page Family 203 Annual Survey 2…
AGENDA ITEM #b)
Report 2021-037 Information Report to Council To:
Warden and Members of County Council
From:
Kelly Pender, Chief Administrative Officer
Prepared by:
Jannette Amini, Manager of Legislative Services/Clerk
Date of meeting:
April 21, 2021
Re:
Corporate Services – Queen’s University Archives Annual Report to the County of Frontenac for 2020
Recommendation This report is for information purposes only. Background The County’s archival records are housed at Queen’s University, in Kathleen Ryan Hall, home of Queen’s University Archives. These archival records, formerly located at the Frontenac County Court House, were sent to Queen’s University for archival purposes in 1998 following the amalgamation of the City of Kingston and the County of Frontenac. These records include County Council minutes and by-laws, correspondence dating from 1837 to 1970, administrative, legal and financial records, engineering reports, census records, County planning records, taxation records, architectural drawings, maps, photographs and education records dated 1842 to 1975, including those of Sydenham High School. Comment Since 2015, Queen’s University and the County of Frontenac have operated under a formal agreement to have Queen’s University Archives house and manage the County’s archival records. In accordance with the terms of agreement, Queen’s University Archives is asked to provide an annual report on the condition of the collection, any loans that may be made from the collection, and to provide relevant user statistics. There were no loans made to the County, from the County of Frontenac Collection, this past reporting period; however during 2020, 5 recorded inquiries were received via email concerning the County’s archival collection. All requests concerning County records in 2020 were made by community members. These numbers are down from
2021-037 Corporate Page 204 of 219 Services Queen’s University Archives Annual Report to…
AGENDA ITEM #b)
previous year due to COVID-19 pandemic which caused the building that houses the County’s archives to be closed to users on March 18 and saw Archives staff moved to providing entirely online reference support. Inquiries involved consulting land records, surveys, registries, assessment rolls, copybooks and the Frontenac County Surrogate Court Wills and Abstract Indexes for Grenville and Dundas County. The report also notes a number of initiatives that Queen’s Archives took in 2020 including the hiring of a new Conservator and the creation of a crowd-sourced transcription project, which it anticipates putting more historical records, including those of the County, on the site and encouraging more community “citizen volunteers” to participate in the project. Attached as Appendix A is the Queen’s University Archives Annual Report to the County of Frontenac for 2020. Strategic Priorities Implications Priority 3
3.3
Champion and coordinate collaborative efforts with partners to resolve complex problems otherwise beyond the reach of individual mandates and jurisdictions.
Continue to pursue collaborative opportunities to achieve service and cost efficiencies and other economies through cost-sharing and shared services.
Financial Implications There are no financial implications associated with this report. Organizations, Departments and Individuals Consulted and/or Affected Alex Lemieux, Director of Corporate Services/Treasurer Ken Hernden, Queen’s University Archivist & Associate University Librarian
Information Report to Council Corporate Services – Queen’s University Archives Annual Report to the County of Frontenac for 2020 April 21, 2021
2021-037 Corporate Page 205 of 219 Services Queen’s University Archives Annual Report to…
Page 2 of 2
AGENDA ITEM #b)
QUEEN’S UNIVERSITY ARCHIVES ANNUAL REPORT TO THE COUNTY OF FRONTENAC FOR 2020
PREAMBLE Since 2015, Queen’s University and the County of Frontenac have operated under a formal agreement to have Queen’s University Archives house and manage the County’s archival records. In accordance with the terms, Queen’s University Archives makes an annual report on the condition of the collection, any loans that may be made from the collection, and provides relevant user statistics. For the calendar year 2020, the Archives is pleased to submit the following report. CONDITION OF THE COLLECTION Overall, the condition of the collection remains stable. The collection is housed in a climatecontrolled environment and material is not subject to rapid fluctuations in temperature and humidity. Some degradation of certain items is inevitable due to use by County residents and County staff alike. The Archives monitors such material constantly and recommends appropriate conservation treatment as required. LOANS FROM THE COLLECTION There were no loans made to the County, from the County of Frontenac Collection, this past reporting period. STATISTICS During 2020, five recorded inquiries were received via e-mail concerning the County’s archival collection. All requests concerning County records in 2020 were made by community members. These numbers are down from previous year due to the COVID19 pandemic, which caused the building to be closed to users on March 18, when the Archives staff moved to providing entirely online reference support. Staff were only permitted in the building to do vault checks from March to July. In mid-July, the University and public health guidelines permitted to Archives to have a limited number of staff onsite for several days each week to provide an “enhanced scanning” service for users. The University approved the Archives to schedule researchers in the Reading Room on a one person per appointment block basis starting in mid-September until the province went into lockdown in December. Unfortunately, there are some requests that cannot be fulfilled by email or scanning, and onsite visits were not an option for most of the year. Inquiries involved consulting land records, surveys, registries, assessment rolls, copybooks, and the Frontenac County Surrogate Court Wills and Abstract Indexes for Grenville and Dundas County.
1
2021-037 Corporate Page 206 of 219 Services Queen’s University Archives Annual Report to…
AGENDA ITEM #b)
CONSERVATION The library hired a new Conservator into a continuing role in 2020 to develop a comprehensive conservation program for the library system, including the Queen’s University Archives. The Conservator will base the program on the Conservation Assessment 2019 report, which identified, assessed, and provided recommendations concerning the system’s conservation needs. On the Conservator’s recommendation, in late 2020 the Archives upgraded its environmental monitoring capabilities by adding 15 HOBO dataloggers to our collection areas (including the County’s collection spaces). The dataloggers facilitate data recording several times per minute and allow staff to acquire and analyze the data digitally. OTHER ITEMS OF NOTE With the end of the most recent agreement, the University prepared an updated five-year agreement for 2020-2024, which the County reviewed and both parties executed by the end of 2020. To engage the community during the pandemic, the Archives created a crowd-sourced transcription project using the FromThePage transcription service, which is used by many research-intensive universities around the world. The QUA FromThePage site currently hosts four sets of regional records for transcription: • • • •
Kingston City Council Proceedings 1886-1894 Kingston City Council Proceedings 1894-1897 Kingston Sleighing Club Minutes 1849-1851 Ballingall Diary - Fifteen Months on Lake Ontario Upper Canada in the years 1841 & 1842
Since we started this project, we have had 26 community members transcribing these records. They have transcribed 273 pages; made 1,198 edits; indexed 210 pages; created 785 references; and identified 393 new subjects for local people, places, and things. We anticipate putting more historical records, including those of the County, on the site and encouraging more community “citizen volunteers” to participate in this project.
Respectfully submitted by
Ken Hernden, BA (hons.), MLIS University Archivist & Associate University Librarian
2
2021-037 Corporate Page 207 of 219 Services Queen’s University Archives Annual Report to…
AGENDA ITEM #c)
Report 2021-038 Council Information Report To:
Warden and Council
From:
Kelly Pender, Chief Administrative Officer
Prepared by:
Jannette Amini, Manager of Legislative Services/Clerk
Date of meeting:
April 21, 2021
Re:
Office of the Chief Administrative Officer – Annual Complaints Handling Report
Recommendation This report is for information purposes only. Background In 2014, amendments made to the Ombudsman Act through the Public Sector and MPP Accountability and Transparency Act, 2014 (Bill 8), saw the Ontario Ombudsman become the default Ombudsman if a municipality had not appointed its own ombudsman. In a letter dated November 30, 2015 to all Ontario Municipalities, the Ombudsman’s Office strongly encouraged municipalities to resolve local issues at the local level, and to create their own complaint resolution mechanisms. As a result, at its regular meeting held October 19, 2016, County Council passed the following resolution, being Recommend Reports from the Chief Administrative Officer, clause c): c)
2016-114
Corporate Services Complaints Handling Policy Information Report to Council Office of the Chief Administrative Officer – Annual Complaints Handling Report April 21, 2021
2021-038 Office Page Officer 208 ofAnnual 219 Complaints Ha… of the Chief Administrative
Page 1 of 3
AGENDA ITEM #c)
Resolved That the Council of the County of Frontenac receive the Corporate Services –Complaints Handling Policy and Procedures report; And Further That the Clerk be authorized to bring forward a by-law later in the meeting to establish a formal Complaints Handling Policy attached to this report as Appendix A. Comment The County of Frontenac aims to deliver exceptional, equitable, and accessible customer service. If customers are dissatisfied with the service they receive, the County’s goal is to make it easy for customers to make a complaint. As noted in the Complaint Policy, attached to this report as Appendix A, an annual report will be provided to Council indicating the number of complaints received during the year, the number of complaints meeting service standards, the number of complaints outstanding and the number of complaints not meeting service standards. The Service Standards, with respect to complaints, as noted in the policy, are as follows: Service Standards The following Service Standards will be adhered to in the handling of all complaints received. Complainants must receive an acknowledgement of receipt of their complaint and an assigned tracking number within three business days. This acknowledgement must identify who will be following up on the complaint as well as their contact information. A final response or update must be sent to the complainant within 20 business days, barring exceptional circumstances. In addition, the policy also sets out, under Application, the types of complaints that are outside of the County’s jurisdiction as follows: Application The following types of complaints are outside of the County’s jurisdiction and should be directed as follows: •
Complaints about the County’s member municipalities:
•
Township of North Frontenac Township of Central Frontenac Township of South Frontenac Township of Frontenac Islands
Complaints regarding the City of Kingston in terms of its role as the Consolidated Service Manager responsible for providing social programs and services such as the Ontario Works Social Assistance Program, Provincial Child Care services, social housing, and Provincial Offences Court on behalf of the County of Frontenac should be directed to the City of Kingston
Information Report to Council Office of the Chief Administrative Officer – Annual Complaints Handling Report April 21, 2021
2021-038 Office Page Officer 209 ofAnnual 219 Complaints Ha… of the Chief Administrative
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AGENDA ITEM #c)
Two (2) complaints were received in 2020, with 1 being a complaint regarding the Township of Central Frontenac, and 1 being a complaint regarding the Township of Frontenac Islands. Of the 2 complaints, both met the Corporate Complaints Handling procedures which state: 6.2
A complaint received that is meant for an external body. If a complaint is received and falls under the jurisdiction of an external body such as the County’s member municipalities or the City of Kingston, the department or staff person receiving the complaint should contact the complainant to tell them that their complaint was received but does not fall under the jurisdiction of the County and advise the complainant that their complaint should be re-directed to the appropriate body. This includes complaints against County staff when working on behalf of the Townships under a shared service agreement.
Both complainants were notified either on the same day, or within 1 day of the complaint being made. Strategic Priorities Implications Other Important and Continuing County Priorities: Continually improve customer and financial services. Financial Implications At this time, there are no financial implications associated with this report. Organizations, Departments and Individuals Consulted and/or Affected All Departments Member Municipalities
Information Report to Council Office of the Chief Administrative Officer – Annual Complaints Handling Report April 21, 2021
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AGENDA ITEM #c)
Corporate Policy & Procedure Manual Subject:
County of Frontenac Complaints Handling Policy
Approved:
October 19, 2016
Revision Date: Index Number A09-ADM-005 Page 1 of 6 Effective Date: October 19, 2016
Policy Statement Integrity is the foundation of public service and our shared values are the pillars that support it. As County employees, we are proud to perform our work with: Transparency, Impartiality, Respect, Trust and Accountability. The County of Frontenac is committed to a consistent and uniform process to respond to complaints received from members of the public regarding its services, staff or operational procedures. This policy will outline the process to be followed and service standards for the handling of public complaints. Purpose The County of Frontenac recognises the importance of public feedback and welcomes complaints as a valuable form of feedback regarding its services, operations and staff. The information gained from complaints helps improve the quality of the services provided by the County and the client experience of those who reside in it. Application This policy applies to: County employees, with the following exceptions: This policy does not apply to: a)
Members of County Council, who are governed by the County of Frontenac Code of Conduct for Members of County Council and Committees. Any complaints against a Member of County Council should be directed to the County of Frontenac’s Integrity Commissioner. Information on how to make a complaint to the County’s Integrity Commissioner may be found on the County’s website at: www.frontenaccounty.ca
Corporate Policy & Procedure Manual
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AGENDA ITEM #c)
b)
Staff, when working on behalf of the County’s member municipalities, including shared services and contracted services. Such complaints should be directed to the member municipality that the service is being performed on behalf of. Contact information for the County’s member municipalities can be found below under Complaints about the County’s member municipalities.
The following types of complaints are outside of the County’s jurisdiction and should be directed as follows: •
Complaints about the County’s member municipalities:
•
Township of North Frontenac Township of Central Frontenac Township of South Frontenac Township of Frontenac Islands
Complaints regarding the City of Kingston in terms of its role as the Consolidated Service Manager responsible for providing social programs and services such as the Ontario Works Social Assistance Program, Provincial Child Care services, social housing, and Provincial Offences Court on behalf of the County of Frontenac should be directed to the City of Kingston
Policy Requirements The County of Frontenac will deal with all complaints promptly, courteously, impartially and professionally. All complainants will be treated with respect and will not receive adverse treatment or any form of reprisal. All complaints will be dealt with in accordance with the Municipal Freedom of Information and Protection of Privacy Act and other applicable legislation. The identity of the complainant will be made known only to those who need to know in order to consider the complaint. All participants in the complaints process shall keep the details of the complaint confidential except as may be required by law. If the matter goes beyond the Chief Administrative Officer, it may be necessary to release the complainant’s name and contact information during the resolution process. Definitions Complaint – any expression of dissatisfaction about the action or lack of action taken regarding operations or services provided by the County of Frontenac or by a person or body acting on behalf of the County of Frontenac. Complaints imply that the complainant is unhappy with the service and that they require a follow-up response in regards to the issue. All complaints filed necessitate a response.
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Complainant – the person who is dissatisfied and filing the complaint. Anyone who uses or is affected by County services can make a complaint including: residents, people who work in or visit the County, local businesses or community groups. What is not a formal complaint? Regular feedback is encouraged and an important part of quality customer service. Regular feedback includes the following:
Feedback: If you would like to provide feedback or ideas about the County’s programs and services you may contact us via email or visit us in person. Compliment – an expression of appreciation for satisfactory or above-satisfactory service. Request for accommodations: If you require accommodations, you can visit our website accessibility page or call us at 613-548-9400.
Privacy Complaints will be processed in accordance with the Municipal Freedom of Information and Protection of Privacy Act and other applicable legislation. The identity of the complainant and any associated personal information that could lead the complainant to be identified will be made known only to those who require the information to assess the complaint effectively. All participants in the complaints process will keep the personal information of the complainant confidential except where required by law. Complaints can be submitted: Complaints of a general nature may be submitted online via the County website at: www.frontenaccounty.ca; By telephone at: 613-548-9400; By email: info@frontenaccounty.ca; By mail: 2069 Battersea Road, Glenburnie, ON K0H 1S0; By fax at: 613-580-2567; In person at the County Administrative Offices, 2069 Battersea Road, Glenburnie.
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If your complaint is regarding the Frontenac Paramedic Service it may contain personal health information and should be directed to the, Deputy Chief of Performance Standards, 613-548-9400, ext. 420 or via email at: FPScomplaints@frontenaccounty.ca If your complaint is regarding the Fairmount Home it may contain personal health information and should be directed to the Director of Care, 613-548-9400, ext. 510 or via email at fmtcomplaints@frontenaccounty.ca Ontario Ombudsman The Ombudsman encourages municipalities to have local mechanisms for resolution of complaints. Accordingly, prior to submitting a complaint to the Ombudsman, a formal written complaint should be submitted to the County of Frontenac for review. Service Standards The following Service Standards will be adhered to in the handling of all complaints received.
Complainants must receive an acknowledgement of receipt of their complaint and an assigned tracking number within three business days. This acknowledgement must identify who will be following up on the complaint as well as their contact information.
A final response or update must be sent to the complainant within 20 business days, barring exceptional circumstances.
Compliance Senior Leadership is responsible for implementation and ongoing compliance with the Corporate Complaints Handling Policy. An annual report will be provided to Council indicating the number of complaints received during the year, the number of complaints meeting service standards, the number of complaints outstanding and the number of complaints not meeting service standards. Responsibilities Employees: All employees are to have knowledge and awareness of the County’s requirement to receive complaints, the process through which a complaint can be made and the service standards that apply to complaints. Managers: Managers are responsible for the receipt and response of all complaints according to the service standards set out. Senior Leaders: Senior Leaders hold responsibility for departmental compliance to the Corporate Complaints Handling Policy.
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Legislative and Administrative Authorities Bill 8, the Public Sector and MPP Accountability and Transparency Act Municipal Freedom of Information and Protection of Privacy Act (MFIPPA) Complaint Handling Principles: What are our values? The Employee Code of Conduct The County of Frontenac acknowledges each member of our community our staff and clients, including residents, family members, auxiliary, volunteers, and other members of our extended community is unique and must be treated with respect, dignity and compassion. Each employee must carry out his/her duties and responsibilities in a manner that recognizes a fundamental commitment to the betterment of the community and the wellbeing of its residents and the public he/she serves. What guides the County in its complaint handling?
Customer-focus: We are committed to continuous improvement in service delivery. Accountability: Complaints are handled in a fair, respectful and transparent manner, as quickly as possible. Responsiveness: Complaints are tracked and the Complainant is informed of each step. Accessibility: Information on how to submit a complaint is easily found on the County’s website and through other County outreach mechanisms. Simplicity: The process must be simple to understand and easy to use. Complainants are guided on what to include in the complaint. Confidentiality: Complaints will be dealt with in a confidential manner according to MFIPPA. Information will be collected, used and disclosed in accordance with the Act.
Formal complaint process: Formal complaints should be in writing. A form is provided and available on the website as well as in alternative formats. Include information such as: o o o o o o o
Details of what happened. Where did this happen? Is it within the County’s areas of responsibility? When? Who was involved? What was said or done? What kind of resolution is being sought? Contact details of the Complainant.
Anonymous complaints: The County of Frontenac will not investigate anonymous complaints. Corporate Policy & Procedure Manual
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Note: Early and informal resolution is encouraged. Staff must have clear delegation and authority to resolve complaints in an informal manner at first contact, without the necessity of engaging this formal process. These types of complaints resolution should be saved in the complaints folder to that they can be included in annual statistical reports to Council. Monitoring/Contraventions The Chief Administrative Officer (CAO) will monitor compliance with this policy and will follow up with appropriate departments as required. Enquiries For more information on this policy please contact: Jannette Amini, Dipl.M.M., CMO Manager of Legislative Services/Clerk County of Frontenac - Corporate Services 2069 Battersea Road Glenburnie ON K0H 1S0 Phone: 613-548-9400 x 302
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AGENDA ITEM #a)
By-Law Number 2021-0013 of The Corporation of the County of Frontenac being a by-law to authorize the execution of an Agreement with Province of Ontario should the application to the Investing in Canada Infrastructure Program Community, Culture & Recreation Stream for the purpose improving access, safety and amenities along the K&P Trail. Whereas Sections 5 of the Municipal Act, 2001, as amended (hereinafter the Act) provides that a municipal power, including a municipality’s capacity, rights, powers and privileges, shall be exercised by its council by by-law, unless the municipality is specifically authorized to do otherwise; and, Whereas the County of Frontenac wishes to enter into an Agreement with the Province of Ontario should the application to the Investing in Canada Infrastructure Program Community, Culture & Recreation Stream for the purpose improving access, safety and amenities along the K&P Trail be successful; Now Therefore Be It Resolved That the Council of the Corporation of the County of Frontenac enacts as follows: 1.
That the Warden and Clerk are hereby authorized to enter into an Agreement with the Province of Ontario should to the Investing in Canada Infrastructure Program Community, Culture & Recreation Stream for the purpose improving access, safety and amenities along the K&P Trail be successful.
That this By-law shall come into force and take effect upon the date of final passing.
Read a First and Second Time this 21st day of April, 2021. Read a Third Time, Signed, Sealed and Finally Passed this 21st day of April, 2021. The Corporation of the County of Frontenac
Ron Vandewal, Warden
To authorize the Page 217 of 219 of Ontario shou… execution of an Agreement with Province
Kelly Pender, Deputy Clerk
AGENDA ITEM #b)
By-Law No. 2021-0014 of The Corporation of the County OF Frontenac being a by-law to confirm all actions and proceedings of County Council on April 21, 2021
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 April 21, 2021 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 April 21, 2021 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 April 21, 2021 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 #b)
- That this by-law shall come into force and take effect as of the final passing thereof. Read a First and Second Time this 21st day of April, 2021 Read a Third Time and Finally Passed, Signed and Sealed this 21st day of April, 2021.
The Corporation of the County Of Frontenac
Ron Vandewal, Warden
Jannette Amini, Clerk
By-Law No. 2021-0012 – To Confirm all Actions and Proceedings of County Council April 21, 2021
To confirm all actions and proceedings of County Page 219 of 219 Council on April 21, 20…
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