Body: Committee of the Whole Type: Agenda Meeting: Committee of the Whole Date: March 10, 2020 Collection: Council Agendas Municipality: South Frontenac
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TOWNSHIP OF SOUTH FRONTENAC COMMITTEE OF THE WHOLE MEETING AGENDA
TIME: DATE: PLACE:
7:00 PM, Tuesday, March 10, 2020 Council Chambers.
Call to Order
Declaration of pecuniary interest and the general nature thereof
Approval of Agenda
Scheduled Closed Session - not applicable
Recess - not applicable
Public Meeting - not applicable
Delegations
(a)
Joe Gallivan - Director of Planning and Economic Development, County of Frontenac, re: Communal Services
3 - 49
(b)
Megan Rueckwald - Manager of Community Planning, County of Frontenac, re: Population Projections
50 - 73
Reports Requiring Direction
(a)
Draft Terms of Reference for a Lake Ecosystem Advisory Committee
74 - 80
(b)
Strategic Plan Action Items
81 - 86
(c)
Ad Bags (included with newspaper distribution) & Photos courtesy of Deputy Mayor Sutherland
87 - 97
Reports for Information - not applicable
Rise & Report from Committees of Council
(a)
County Council
(b)
Arena Board
(c)
Police Services Board
Information Items
(a)
Sommer Casgrain-Robertson, General Manager/Secretary Treasurer, Rideau Valley Conservation Authority, re: RVCA 2020 Work Plan and Budget - Comment Window Extended
98 124
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Notice of Motions
Announcements/Statements by Councillors
Question of Clarity (from the public on outcome of agenda items)
Closed Session (if requested)
Adjournment
Communal Services in Frontenac County Study Update S o ut h F r o n te na c To w n s hi p C ou n c il Ma r ch 1 0 t h , 2 0 2 0 Page 3 of 124
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South Frontenac Council – March 10th, 2020
Frontenac – Villages and Hamlets • No municipal water or sewer services. • Historical settlement areas – building lots in village cores too small. • Significant Public Infrastructure Investment • Majority of Commercial Assessment
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South Frontenac Council – March 10th, 2020
Frontenac – Villages and Hamlets
• “Lack of municipal services in our villages challenges future community viability.”
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South Frontenac Council – March 10th, 2020
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South Frontenac Council – March 10th, 2020
Battersea
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South Frontenac Council – March 10th, 2020
Harrowsmith
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South Frontenac Council – March 10th, 2020
Sydenham
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South Frontenac Council – March 10th, 2020
Inverary
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South Frontenac Council – March 10th, 2020
Sharbot Lake
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South Frontenac Council – March 10th, 2020
Marysville
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South Frontenac Council – March 10th, 2020
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South Frontenac Council – March 10th, 2020
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South Frontenac Council – March 10th, 2020
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South Frontenac Council – March 10th, 2020
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North Frontenac Council – February 28th, 2020
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South Frontenac Council – March 10th, 2020
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South Frontenac Council – March 10th, 2020
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South Frontenac Council – March 10th, 2020
Communal Services Advantages • Better environmental protection and public health than private on-site services Fewer malfunctions, longer life • Regular maintenance – measure performance, monitor impact, fix problems early •
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South Frontenac Council – March 10th, 2020
Communal Services Community Planning Advantages • Smaller lots = better fit into village/hamlet • Strengthen local economy • “walkable communities”
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South Frontenac Council – March 10th, 2020
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South Frontenac Council – March 10th, 2020
Full Municipal Services
Communal Services
Private Services
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South Frontenac Council – March 10th, 2020
Full Municipal Services
Not Feasible $$$$$$
Communal Services
Private Services
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South Frontenac Council – March 10th, 2020
Standard Rural Development
Full Municipal Services
Not Feasible $$$$$$
Communal Services
Potential Village and Hamlet Development
Private Services
Standard Rural Development
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South Frontenac Council – March 10th, 2020
Reducing Risk • Municipal Responsibility – common thinking is that it is assumed to be a high risk • New Rules since 1995 – tools to reduce/eliminate public sector risk • New Communal Systems since 1995 – better technology • New Planning Rules since 1995 – vacant land condominium development • What legal tools are available to reduce risk? Page 31 of 124
South Frontenac Council – March 10th, 2020
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South Frontenac Council – March 10th, 2020
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South Frontenac Council – March 10th, 2020
Project Description • evaluate 2019 measures to promote / reduce risk of communal systems • Regional and Lower Tier Official Plan policies • planning tools / phasing programs • settlement areas
• case studies in Ontario – best practices • financial model
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South Frontenac Council – March 10th, 2020
Project Description • evaluate 2019 measures to promote / reduce risk of communal systems • Regional and Lower Tier Official Plan policies • planning tools / phasing programs • settlement areas
• case studies in Ontario – best practices • financial model is the ‘make or break’
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South Frontenac Council – March 10th, 2020
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South Frontenac Council – March 10th, 2020
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South Frontenac Council – March 10th, 2020
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South Frontenac Council – March 10th, 2020
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South Frontenac Council – March 10th, 2020
Now What? • final work presented in June, 2019 to County Council •communication meet with Councils, business groups, tourist operators brochure on-line information
• County Official Plan Amendment • Detailed financial model Page 43 of 124
South Frontenac Council – March 10th, 2020
Financial Implementation Plan RFP • create FINANCIAL MODEL to reduce financial risk to municipalities to support communal service development. •Recommend GOVERNANCE STRUCTURE that looks for collective risk reduction. Options include: Municipal Service Corporation (s. 203 Municipal Act) Municipal Services Board (ss. 195-202 Municipal Act) Contract with Existing Utility (e.g., Utilities Kingston) In-house or contract services Combination thereof Page 44 of 124
South Frontenac Council – March 10th, 2020
Financial Implementation Plan RFP Expected that the Study will review different models of ownership: • Publically owned and installed (e.g., business parks) • Privately installed where Township / utility eventually assumes ownership • Privately owned and installed systems (e.g., waterfront development)
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South Frontenac Council – March 10th, 2020
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South Frontenac Council – March 10th, 2020
Communal Services Symposium October 2020 Expected Attendees • Township Councillors • Municipal Staff • Developers • Installers • Provincial Government • Engineers • Financial Experts Page 47 of 124
South Frontenac Council – March 10th, 2020
Questions?
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Joe Gallivan Director Planning & Economic Development Frontenac County jgallivan@frontenaccounty.ca
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Population, Housing and Employment Projections Study County of Frontenac
South Frontenac Council – March 10, 2020
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Study Overview • Update to the 2014 study based on recent demographic and economic trends using 2016 Statistics Canada Census and other data sources including MPAC information and building permits • Population forecast is based on cohortsurvival methodology: • Assess annual population by age and sex taking into account age specific death rates and agespecific fertility rates for female populations • Estimate rate of net migration Page 51 of 124
• Permanent and seasonal population
What Drives Population Growth?
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Trends Shaping Development and Population Growth
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• Kingston CMA economy has recently exhibited increasing strength in both goods and service providing sections
outdoors and affordable housing contributing
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Trends • Regional and local employment opportunities with commuting patterns showing new locations for places of work Shaping Development • Population growth of the 55+ age group and Growth • Quality of life is an attraction with culture, entertainment, access to the
Total Employment Change by Township, 2001-2016
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Components of Population Growth, 2001-2016
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Preferred Residential Growth Forecast
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Preferred Residential Growth Forecast • Permanent population growth forecast to increase from 27,300 in 2016 to 33,200 in 2046. Annual growth rate of approximately 0.7%. This is higher than Kingston CMA projected to grow, but lower than the Province as a whole. • County population is older and aging slightly more rapidly than Province. Percentage of population aged 65+ will increase from 21% to 35%.
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• Rate of population growth is forecast to gradually decline over next 30 years, largely as a result of the aging population.
Permanent Population Forecast, 2016-2046
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Population by Age Forecast, 2016-2046
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Implications for future housing needs across the County including seniors’ housing and affordable housing option.
Allocation of Permanent and Seasonal Growth • Over the long-term planning horizon, approximately 80% of the forecast permanent population is anticipated to occur in South Frontenac. • Over the long-term planning horizon, approximately 38% of seasonal growth is anticipated to occur in Central Frontenac, followed by 35% in North Frontenac and 31% in South Frontenac. • An increasing share of permanent population and housing growth is anticipated in settlement areas. Page 61 of 124
• Over the forecast period the housing mix by structure type is 98% low-density, 1% medium density, and 2% high-density.
Allocation of Permanent & Seasonal, 2016-2046
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Growth Allocation by Settlement Area and Rural Settlement Area Growth Drivers • Long-term housing market demand largely driven by an aging population • Provincial planning policy • Potential for communal services Page 63 of 124
Preferred Employment Growth Forecast
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Preferred Employment Growth Forecast • Job growth will be largely concentrated in the retail and tourism services sector to serve the growing permanent and seasonal population base • Modest employment growth is also forecast in the industrial sector related to small/medium-scale manufacturing, construction, wholesale trade and transportation and warehousing
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• A large percentage of forecast job growth is anticipated to be accommodated through home occupations, home-based businesses and off-site employment
Long-Term Total Employment Scenarios, 2016-2046
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Share of Employment Growth by Sector, 2016-2046 No Fixed Place of Work (N.F.P.O.W.) –This employment category is expected to continue to steadily grow within the County over the long term, largely driven by labour force demands in the construction and transportation, warehousing and business services sectors Page 67 of 124
Detailed North Frontenac Forecasts and Historical Data
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Township of South Frontenac • Continue to attract a large proportion of Countywide permanent population growth largely due to its proximity to the City of Kingston, employment opportunities for commuters and continued local employment growth opportunities. • South Frontenac’s total permanent population is forecast to reach approximately 23,800 persons by 2046, an increase of 4,700 persons from 2016 to 2046; • The average annual permanent population growth rate for South Frontenac over the 20162046 forecast period is projected at 0.7%; • Over the 30-year forecast period, South Frontenac is forecast to average just over 80 new housing units per year, of which approximately 90% are anticipated to be low-density housing forms (i.e. single-detached); Page 69 of 124
Township of South Frontenac
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• Approximately 40% of new permanent housing development is expected to occur in rural areas outside of designated settlement areas; • Demand for new seasonal housing development is expected to be relatively low in South Frontenac, averaging approximately 7 new units per year; • The potential for seasonal housing conversions to permanent use in South Frontenac is anticipated to be fairly strong, averaging approximately 7 net conversions per year (roughly 50% of the County’s total conversions); and • Including the seasonal population base, South Frontenac’s total population is forecast to reach approximately 34,800
Questions? Visit the County’s website to view the entire study: Population, Housing and Employment Projections Study - County of Frontenac
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Permanent + Seasonal Housing Growth, 2016 - 2046
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REPORT TO COMMITTEE OF THE WHOLE Office of the Chief Administrative Officer
AGENDA DATE:
March 10, 2020
SUBJECT:
Draft Terms of Reference for a Lake Ecosystem Advisory Committee
RECOMMENDATION: This report is for information only. Staff is seeking Council feedback regarding the attached Draft terms of reference for a Lake Ecosystem Advisory Committee prior to it coming forward for approval at an upcoming Council meeting. BACKGROUND: At the Council meeting of October 1, 2019, Council passed the following motion, as amended: Resolution No. 2019-26-07 Moved by: Councillor Ruttan Seconded by: Councillor Revill That Council direct staff to develop terms of reference for a Lake Association Committee of Council for consideration by Council. ANALYSIS/DISCUSSION: Objectives Staff considered the following principles when drafting these terms of reference:
Place a emphasis on the health and sustainability of Lake ecosystems Recognize the representative role of Lake Associations while also acknowledging the value of non-member lakeshore residents and other community expertise Create a scope that promotes efficient use of volunteer and staff time and ensures focus on the mandate provided by Council Balance citizen input with technical expertise Ensure a size and structure that facilitates manageable meetings Mitigate the potential for unequal representation or influence (or perception thereof)
Mandate In addition to providing a new conduit through which Council and senior staff can receive feedback from Lake Associations annually in advance of the budget process, the Advisory Committee would also provide feedback to the Township as we develop a Lake Study Grant Program. Other advisory duties would be as referred by Council.
“Natural, Vibrant and Growing – a Progressive Rural Leader”
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REPORT TO COMMITTEE OF THE WHOLE Office of the Chief Administrative Officer Meetings and Membership Meetings of the Committee would be quarterly or more often if deemed necessary by the Committee to fulfill its mandate. The Committee is proposed to have a maximum of 10 members:
Two (2) Councillors The Mayor (1) (ex-officio – only votes in the absence of one of the Councillors) A maximum of six (6) Lake Association representatives A maximum of two (2) other citizen representatives who may reside on lakeshore property and/or bring other relevant expertise to the Committee (as determined by Council)
*Importantly, of the six official Lake Association representatives, there can be no more than one (1) representative from any Association. Staff Resources Staff resources for the Committee would be the Director of Public Services and the Director of Development Services or their designate(s). A representative from a local conservation authority will also be asked to serve as a support person for the Committee. STRATEGIC PLAN ALIGNMENT: The draft Committee Terms of Reference were developed with consideration for the following elements of the Strategic Plan, and closely aligns with Strategic Priority #2: Mission
Engaging and collaborating with citizens and partners in an open and transparent manner;
Preserving and leveraging the community’s natural assets, history and rural lifestyle.
Recognizing the Township’s role in the stewardship of our environment; seeking and taking advantage of practical opportunities to improve and sustain it.
Values
Communication & Collaboration Environmental Sustainability
Priorities 2. Promote and support growth that meets the community’s needs while maintaining the integrity of our natural environment “Natural, Vibrant and Growing – a Progressive Rural Leader”
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REPORT TO COMMITTEE OF THE WHOLE Office of the Chief Administrative Officer FINANCIAL/STAFFING IMPLICATIONS: None at this time. Once established, the Committee would incur some costs related to committee member travel and/or expenses. Some degree of additional staff time will be required to support the new Committee. ATTACHMENTS:
- DRAFT Lake Ecosystem Advisory Committee Terms of Reference
Submitted/Approved by: Neil Carbone, CAO
“Natural, Vibrant and Growing – a Progressive Rural Leader”
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South Frontenac
Lake Ecosystem Advisory Committee Terms of Reference
Purpose It shall be the goal of the Committee to support the health and welfare of the Township’s lake ecosystems and the enjoyment and use of those lakes by lake residents, visitors and future generations through specific duties and functions outlined within this terms of reference and other items that may be specifically referred to the Committee by Township Council from time to time.
Specific Duties and Functions a) To host an annual Lake Associations Forum where members of local Lake Associations and other lakeshore residents can network with one another other, share best practices, voice common concerns, discuss emerging trends, and provide feedback to the Committee regarding Township policy, strategic plans and budgets; b) Each year prior to September 30, to compile and provide to Township Council and Senior staff a submission relating to the next year’s budget and strategic plan implementation activities related to the mandate of the Committee; c) To advise on the development of a Lake Study Grant program, in collaboration with Township staff, for recommendation to Council before the end of 2020; d) To coordinate the collection of feedback from Lake Associations and other lakeshore owners and residents, as deemed necessary to fulfill its assigned duties and functions; e) To provide periodic advice or recommendations to the Township on items referred to it by Senior Staff or Township Council; f)
To foster meaningful, respectful and productive working relationships between local Lake Associations, their members, other lakeshore residents, and municipal elected officials and staff;
g) Members may conduct research, analyse information, participate in outreach activities, and undertake other tasks related to the Committee’s mandate;
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- Membership and Appointments a) The Committee shall be comprised of the following voting members: i)
Two (2) members of Township Council;
ii)
A maximum of six (6) members from Lake Associations, the candidacy of which has been officially endorsed by their Lake Association, to a maximum of one (1) representative from any association;
iii) A maximum of two (2) citizen members who own and/or reside on Lakeshore property within the Township and/or that possess specific knowledge or expertise beneficial to the mandate of the Lake Ecosystem Advisory Committee; iv) Notwithstanding section 3a) sub ii) above, citizen members may hold membership in a Lake Association that also has an official representative on the Committee without limiting the latter’s official representation; v)
The Mayor shall sit on the Committee in an ex‐officio capacity;
b) The following staff shall serve as non‐voting resources to the Committee: i)
The Director of Development Services or their designate
ii)
The Director of Public Services or their designate
iii) One (1) representative from local Conservations Authorities or their designate, at the discretion of that Conservation Authority; c) Attendance by and input from representatives of other Township departments or outside agencies may be requested by the Committee;
Employees The Committee has no employees. All formal resource persons shall be employees of the Township and/or a local Conservation Authority, and are subject to the conditions of employment with their employer.
Term, Appointment & Vacancies a) Appointments shall be made by Council for the term of Council;
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Page 79 of 124 Wednesday, March 4, 2020 b) Notwithstanding 4) above, any member may be removed and/or vacancies filled at the discretion of Council, as provided for by Township policy;
Meetings a) Committee meetings shall adhere to the Township’s procedural by‐law and any other applicable legislation or by‐laws; b) The Committee shall meet quarterly, or more often as it deems necessary to fulfill its assigned duties and functions, on dates to be determined by resolution of the Committee, with notice provided in accordance with applicable by‐laws; c) The Committee shall report to Council via regular meeting minutes and may elect to make a delegation to Council or Committee of the Whole from time to time; d) Township support staff or their designate shall serve as recording secretary for the purpose of taking Committee meeting minutes;
Quorum A quorum of the Committee is required for a meeting to take place. Quorum shall mean a simple majority of voting members (50% +1).
Officers The officers of the Committee shall consist of a Chair and Vice‐Chair elected from the voting members by the Committee and appointed by formal motion at its first meeting of each year;
Subcommittees a) The Committee shall have the discretion to strike subcommittees or working groups for specific purposes, provided those purposes fall within an approved mandate of the Committee; b) The Committee may only appoint members to a subcommittee from within its membership; c) Subcommittees and their member appointments must be made by resolution of the Committee; d) Subcommittees serve in an advisory capacity to the Committee only;
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Governance and Guidance a) At all times the Committee shall be governed by: i) These Terms of Reference ii) The Township Procedural By‐Law iii) Applicable Codes of Conduct iv) Any other applicable Legislation and by‐laws b) At all times the Committee shall be guided by: i) The Township’s Strategic Plan ii) Applicable Official Plan(s) iii) Other Master Plans (Recreation, Transportation, etc.) iv) The Planning Act v) All other applicable policies or plans
Remuneration a) Committee members shall serve without remuneration and shall not directly or indirectly profit from their position. b) Notwithstanding section 11a), Committee members shall be paid reasonable expenses incurred in the performance of their duties in accordance with Township policy.
Financial a) The Committee is advisory in nature and shall have no delegated authority or discretion to expense Township or any other funds; b) Any financial matters relating to the Committee or to the activities or initiatives to which it is referred, shall be managed in accordance with the Township’s procurement policy and any other applicable legislation, by‐laws or policies;
Periodic Review At the first meeting of the second year of the Committee’s existence, and in each year thereafter, the Committee will review these terms of reference. Any recommendations for changes to these Terms of Reference will be forwarded to Council for consideration.
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REPORT TO COMMITTEE OF THE WHOLE Office of the Chief Administrative Officer
AGENDA DATE:
March 10, 2020
SUBJECT:
Strategic Plan Action Items
RECOMMENDATION: This report is for information. Staff is seeking Council feedback on Draft Action Items that require Council endorsement prior to their initiation. BACKGROUND: At its December 17, 2019 meeting, Council approved a new Strategic Plan for the Township and directed staff to develop associated action items and key performance indicators (KPIs) for that plan. In January of 2020, a set of draft action items was presented to Council for initial feedback. In the absence of any objections to the proposed items, senior staff refined that list including staff assignments, timelines and KPIs. The updated list is being presented to Committee of the Whole for feedback specifically related to those items which require Council endorsement prior to being initiated by staff. Other items have either already been endorsed by Council or are operational in nature and are being provided for information. ANALYSIS/DISCUSSION: Two action item lists are attached to this report for review by Council: 1) a list of all proposed strategic action items for 2020 and 2021; and, 2) a list of only those items requiring Council approval prior to being initiated. Of the items requiring Council approval, staff is seeking feedback from Council on which items,
- are supported without the need for additional information;
- require additional information prior to a Council decision; or,
- are not supported and should be removed Following this feedback, staff will bring a final action plan to Council on March 17th which includes proposed timelines and KPIs. FINANCIAL/STAFFING IMPLICATIONS: The strategic plan and related action items will drive Township budgeting in 2021 and into the future. The action plan will serve as a means of evaluating the effectiveness of proposed initiatives and will inform performance management. ATTACHMENTS:
- DRAFT Action Item Listing
- Action Items requiring Council approval
Submitted/Approved by: Neil Carbone, CAO “Natural, Vibrant and Growing – a Progressive Rural Leader”
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Strategic Priority Action Items TASK NAME
DIRECTION
Priority #1 - Position South Frontenac as a Regional Leader A
1 Share South Frontenac’s successes regionally and provincially
Staff
A
2 Regional Service Delivery Review
Staff
A
3 Assess opportunities to collaborate with regional partners
Council
A
3a
Fire Hall Location Study (w/regionalconsiderations)
Staff
A
3b
Develop 1:1 relationships with senior governmentsand City of Kingston
Council
A
3c
Regional Roads leadership & explore partnership opportunities
Council
A
3d
Champion Eastern Ontario or regional waste/recycling approach
Council
A
4 Plan annual senior staff/council strategy & team building activity
Staff
A
5 Increased lobbying of Province through delegations and briefing notes
Council
A
6 Implement service level standards stage of Asset Management
Staff
A
7 Integrate Strategic and other Plans with 2020+ Budget Processes
Staff
A
8 Council/Dept. planning capacity to assume delegated authority
Council
A
9 Enhance and Formalize Communications Role
Council
A
9a
Sydenham Water consultation and outreach
Staff
A
10 Major Planning Activties
A 10a
Develop Communal Servicing standards and financial model
Council
A 10b
Initiate Recreation Master Plan
Staff
A 10c
Update SFFR asset management plan; medical call considerations
Council
A 10d
Transportation Master Plan
Council
A 10e
Township branding exercise
Council
Priority #2 - Promote and support growth that meets the community’s needs while maintaining the integrity of our nat B
1 Implement Land Management software/technology solutions
Staff
B
2 Climate Change Adaptation and Mitigation Strategy
Council
B
3 Get seniors housing development in Verona underway
Staff
B
4 Review and Update Roads By-Law
Staff
B
5 Establish formal committee with Lake Associations/residents
Staff
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B
5a
Establish Lake Study grant program
Council
B
5b
Develop cost-effective approach to septic tank concerns
Council
B
6 Finalize subdivision standards
B
6a
Develop Village Revitalization Standards
Council
B
6b
Establish policies for Roads reconstruction - complete streets (OP)
Council
B
7 Develop Community Benefit Charge policy
Staff
B
8 Begin tracking timeframes for application processing
Staff
B
9 Pursue recruitment and other options to address volunteer deficiencies
Staff
B
10 Develop multi-year plan for code compliance inspections
Council
B
11 Implement electronic burn permit program
Council
Staff
Priority #3 - Ensure the organizational capacity to deliver cost-effective services in a changing world C
1 Succession-planning; establish training and development plans
Staff
C
2 Establish strategic plan implementation plan & comms strategy/rollout
Staff
C
3 Review of Administrative and other office/facility needs
Staff
C
3a
Staff
C
4 Initiate records management update; initial phase (electronic) in 2020
Staff
C
5 Identify required by-law updates and initiate their review
Staff
C
5a
Update procedural by-law including review of standing committees
Council
C
5b
Prioritize and update HR policies
Staff
C
5c
Review and update procurement by-law
Council
C
5d
Consolidated and updated fees & charges by-law withannual indexing
Council
C
5e
Burn By-Law updated re: new permitting system
Council
C
5f
Building By-Law updates re: Septic Inspection
Council
C
6 Transition By-law enforcement administration from DS to CLERK
Staff
C
6a
Review By-law enforcement and animal control contracts in 2020
Staff
C
6b
Assess opportunities to utilize Administrative Penalties; developby-law
Council
C
6c
Begin code infraction enforcement and institute related penalties
Council
C
7 Revise permit and other application forms and processes
Staff
C
8 Renovate Development Services Offices to accommodate growth
Staff
Review Township lands and other land opportunities to identify highest/best uses
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C
9 Recruit for Senior Planner & Project management position
Staff
C
10 Update/create standard operating procedures for SFFR
Staff
Priority #4 - Be a catalyst for the creation of vibrant, complete communities D
1 Enhance our Economic Development Activities
Staff
D
1a
Work with Executive Assistant to develop community profile
Staff
D
1b
Support updated EcDev strategy at County level w/greater SF input
Staff
D
1c
Pursue grant funding opportunities where aligned with priorities
Staff
D
2 Implement complaint/service request tracking for customer service
Staff
D
3 OP supports complete communities and innovative rural development
Council
D
3a
Prioritize public amenities and seniors needs in capital works
Council
D
3b
Develop revitalization plans for Verona (assoc.with seniors housing)
Council
D
4 Create sign polution by-law (determine nature of by-law)
Council
D
5 Consider wayfinding signage plan (following branding)
Council
D
6 Ensure success of new Recreation Committee structures and input
Staff
Other Action Items E
11 Determine direction for licensing of docks on public land
Council
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Strategic Priority Action Items TASK NAME
DIRECTION
Priority #1 - Position South Frontenac as a Regional Leader A
3 Assess opportunities to collaborate with regional partners
Council
A
3b
Develop 1:1 relationships with senior governmentsand City of Kingston
Council
A
3c
Regional Roads leadership & explore partnership opportunities
Council
A
3d
Champion Eastern Ontario or regional waste/recycling approach
Council
A
5 Increased lobbying of Province through delegations and briefing notes
Council
A
8 Council/Dept. planning capacity to assume delegated authority
Council
A
9 Enhance and Formalize Communications Role
Council
A
10 Major Planning Activties
A 10a
Develop Communal Servicing standards and financial model
Council
A 10c
Update SFFR asset management plan; medical call considerations
Council
A 10d
Transportation Master Plan
Council
A 10e
Township branding exercise
Council
Priority #2 - Promote and support growth that meets the community’s needs while maintaining the integrity of our nat B
2 Climate Change Adaptation and Mitigation Strategy
Council
B
5a
Establish Lake Study grant program
Council
B
5b
Develop cost-effective approach to septic tank concerns
Council
B
6a
Develop Village Revitalization Standards
Council
B
6b
Establish policies for Roads reconstruction - complete streets (OP)
Council
B
10 Develop multi-year plan for code compliance inspections
Council
B
11 Implement electronic burn permit program
Council
Priority #3 - Ensure the organizational capacity to deliver cost-effective services in a changing world C
5a
Update procedural by-law including review of standing committees
Council
C
5c
Review and update procurement by-law
Council
C
5d
Consolidated and updated fees & charges by-law withannual indexing
Council
C
5e
Burn By-Law updated re: new permitting system
Council
C
5f
Building By-Law updates re: Septic Inspection
Council
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C
6b
Assess opportunities to utilize Administrative Penalties; developby-law
Council
C
6c
Begin code infraction enforcement and institute related penalties
Council
Priority #4 - Be a catalyst for the creation of vibrant, complete communities D
3 OP supports complete communities and innovative rural development
Council
D
3a
Prioritize public amenities and seniors needs in capital works
Council
D
3b
Develop revitalization plans for Verona (assoc.with seniors housing)
Council
D
4 Create sign polution by-law (determine nature of by-law)
Council
D
5 Consider wayfinding signage plan (following branding)
Council
Other Action Items E
11 Determine direction for licensing of docks on public land
Council
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REPORT TO COMMITTEE OF THE WHOLE CLERKS DEPARTMENT
AGENDA DATE:
March 3, 2020
SUBJECT:
Ad Bags (included with newspaper distribution)
RECOMMENDATION: That Council provide direction to staff on how they wish to proceed with the matter of newspapers that include ad bags being left along township roads. BACKGROUND: The concern about the practice of ad bags and newspaper delivery thrown alongside the township roads and road allowance came about initially at the inaugural meeting of this term of Council when Mayor Vandewal served a notice of motion that ad bags no longer be thrown alongside the road by local newspaper distributors. A copy of the initial report to Council is attached. Prior to this there had been some discussions with the existing local newspapers and a report was presented on April 25, 2017 by Forbes Symon, Manager of Development Services. A meeting was organized on April 23, 2019 with Jeff Lundy, Regional Distribution Manager with Postmedia and Rob Mclellan, Distribution Supervisor, Mayor Vandewal and Councillor Sutherland and the Deputy Clerk to discuss the concern. At that time it was proposed that we would move forward with a “Pilot Project” in Harrowsmith with residents being able to pick up a copy of the newspapers when they attended the Canada Post mailboxes located in Centennial Park as a start to transitioning to community newspaper boxes with this being an extension to the annual “Pitch in Canada” campaign as there was evidence from this campaign that newspapers and ad bags were being left alongside township roads. The representatives from Postmedia were initially receptive to this change and provided some “artwork” for the township to use in cases where residents wanted to start, stop or suspend the delivery of the newspaper; this included their distribution hotline or an email address. On May 6, 2019 via email, Mr. Lundy indicated that Postmedia would re-educate their delivery force to start using mailboxes as much as possible and that they would provide a couple of boxes for the Harrowsmith Pilot Project. Township staff had created a notice to South Frontenac residents about this change and shared the notice for Postmedia staff to review. On May 8, 2019 an email was received from Mr. Lundy that indicated he wanted to review the notice with Postmedia’s VP of communications. A different message was received from Postmedia on May 14, 2019 which essentially confirmed they would NOT be supporting the community newspaper box in Harrowsmith and would be maintaining their current house to house delivery method. The option to call the office and have delivery stopped or suspended was reinforced and an offer of a free public service ad to promote the township’s blue box recycling program and waste management tips was extended. The Waste Management By-law 2005-98, Part VII, Clause 40 states that “No person shall throw, place or deposit waste, refuse, debris or garbage on private property or Municipal property, on any roadway within the boundaries of the Municipality or any property owned or operated by any such local board thereof within the authority of the owner or occupant of such property.” If a littering “Natural, Vibrant and Growing – a Progressive Rural Leader”
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REPORT TO COMMITTEE OF THE WHOLE CLERKS DEPARTMENT problems exists which requires enforcement, this would be one approach to addressing the issue. A more targeted approach could also be considered under the broad spheres of authority provided through Section 11(2) and 11(3) of the Municipal Act. Consideration should be given to those residents who appreciate receiving Kingston news and the advertising flyers that are included with the circulation. Other residents may focus more on the on-line version of local news or receiving local news directly with their mail. Is the issue of the newspapers and ad bags being left alongside the road only in isolated areas? Is this unique to South Frontenac? Staff is seeking Council direction regarding its desire for a report and recommendation on this issue. FINANCIAL/STAFFING IMPLICATIONS: None at this time. ATTACHMENTS:
April 25, 2017 Report to Council February 5, 2019 Report to Council
Submitted by
Approved by:
Angela Maddocks, Clerk
Neil Carbone, CAO
“Natural, Vibrant and Growing – a Progressive Rural Leader”
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REPORT TO COMMITTEE OF WHOLE DEVELOPMENT SERVICES
AGENDA DATE: April 25, 2017 SUBJECT: Littering & Weekly Newspapers/Flyers RECOMMENDATION That staff monitor the situation and work with weekly newspaper/flyer distributors to reduce occurrence of littering.
BACKGROUND Staff were asked to look into concerns related to littering associated with the delivery of weekly newspapers/flyers. As part of the investigation into this matter By-law Enforcement staff were interviewed, discussions with Distribution Managers at Metroland were held (one of the companies distributing weekly newspapers/flyers in the community) and a review of the South Frontenac Waste Management By-law 2005-98 was carried out. Discussion: Springtime tends to expose litter and waste which has accumulated during the winter months. That is why the annual Pitch-in-Canada week is held in late spring. One source of litter can be newspapers and flyers which were not picked up. Based on discussions with By-law Enforcement, the distribution of weekly newspaper/flyers is considered a legal practice under the right to advertise. Bylaw Enforcement staff was aware of two littering complaints related to weekly newspaper/flyers received over the past few years. Upon interviewing the Regional Director of Distribution and the local Distribution Manager for Metroland it was discovered that the Company has established a proactive code of conduct designed to minimize associated littering concerns. Their weekly newspaper/flyers are distributed to rural residents in two ways: •
•
Direct delivery to rural properties which have frontage on public roads and have an individual mailbox. The individual distributers (contracted by Metroland) also have the option for placing the product in see-through green bags and dropping the newspaper/flyers off at the end of the driveway instead of placing the product in the mailbox; or, Group delivery to company owned newspaper boxes where the rural properties are serviced by a Canada Post community mail box (typically in subdivisions, hamlets or where private lanes meet municipal roads).
In order to minimize the potential for their product becoming litter, Metroland has a Cottage Reduction Program whereby the number of papers placed in the newspaper boxes on “cottage” routes are reduced in the fall and increased again in the spring. On a weekly basis, the individual distributers are instructed to pick up uncollected papers from the newspaper boxes and recycle them in blue boxes provided by the Company. Drivers are also encouraged to pick up any waste around the newspaper box, regardless of where it originated from. As well, if there is a littering problem and the Company is contacted, their policy is to send an individual out to clean up the mess. If an individual no longer wishes to receive the newspaper/flyers in their mailbox or at the end of their driveway, or if they will be away from home for a period of time, they can call the local Our strength is our community.
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REPORT TO COMMITTEE OF WHOLE DEVELOPMENT SERVICES Metroland Distribution office at (613) 546-8885 ext. 212 and have their address removed. It is worth noting that the Frontenac News weekly newspaper has a different distribution system and uses Canada Post to deliver their product “as mail” to individual mail boxes and Canada Post community mail boxes. Copies of the newspaper can also be picked up a various community retail stores. The Township of South Frontenac By-law 2005-98 represents the Municipality’s waste management regulations. Part VII, Clause 40 states that “No person shall throw, place or deposit waste, refuse, debris, or Garbage on private property or Municipal Property, on any roadway within the boundaries of the Municipality or on any property owned or operated by any local board thereof without the authority of the owner or occupant of such property.” If there is a littering problem which requires enforcement, By-law 2005-98 would provide the Council and staff with the authority to address the matter. The ultimate goal of Council and staff is to seek compliance with the established regulations. Prior to taking enforcement action, it is recommended that staff work with those responsible for the littering to change their practices and bring their actions in compliance with the regulations. This would require staff to monitor the situation and ensure follow-through on commitments made by the business.
FINANCIAL and STAFFING CONSIDERATIONS There are no financial or staffing implications associated with this report beyond normal day to day service delivery.
ATTACHMENTS None.
Submitted/approved by: Wayne Orr, CAO
Prepared by: Forbes Symon, Manager of Development Services
Our strength is our community.
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REPORT TO COUNCIL CLERK’S DEPARTMENT
AGENDA DATE:
February 5, 2019
SUBJECT:
Ad Bag Delivery/Local Newspapers
RECOMMENDATION: Open BACKGROUND: At the inaugural meeting of Council on December 4, 2018 Mayor Vandewal served a notice of motion that ad bags no longer be thrown alongside the road by local newspapers distributors. At the December 18, 2018 Council meeting Council directed staff to review the regulations with regard to ad bag delivery and to review the options for restricting the practice of them being thrown alongside roads in South Frontenac. The Waste Management By-law 2005-98, Part VII, Clause 40 states that “No person shall throw, place or deposit waste, refuse, debris or garbage on private property or Municipal property, on any roadway within the boundaries of the Municipality or any property owned or operated by any such local board thereof within the authority of the owner or occupant of such property”. If a littering problem exists which requires enforcement, this would be the basis to address the issue. A report came before Council on April 25, 2017 from Forbes Symon, Manager of Development Services. At that time there were two local newspapers being delivered door to door throughout the township. The Regional Director for Distribution of Metroland (Frontenac Gazette at that time but no longer operational) indicated they had an established proactive code of conduct designed to minimize associated littering concerns and had a cottage reduction program whereby the number of papers placed in newspaper boxes on “cottage” routes were reduced in the fall and increased again in the spring. The Frontenac News continues to use Canada Post to deliver their product as mail to individual mail boxes and community mail boxes. Staff reached out to Rob McLellan, the Distribution Supervisor for Eastern Ontario Communities for Post Media about this concern. The “Frontenac This Week” is produced and printed by “Kingston This Week” a local newspaper with distribution in the city and includes portions of South Frontenac for their “Frontenac This Week” distribution. Mr. McLellan was very receptive to assisting with this concern and indicated that residents who do not wish to receive the newspaper can contact the distribution office by calling Mr. McLellan at 544-5000 Ext 547147 and providing their civic number and street address to have it cancelled, or the service suspended. In order to address the issue of having newspapers left alongside township roads, staff recommends that we initiate an awareness campaign of the problem and provide residents with the alternative of having newspaper deliveries cancelled. The newspapers that are discovered after the snow is gone that were delivered throughout the winter could also be included as part of the focus for Pitch-In Week in April, weekly advertising and social media. Another alternative would be to provide a box at the township office whereby interested residents could pick up copies of local newspapers instead of having them delivered.
Our strength is our community.
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REPORT TO COUNCIL CLERK’S DEPARTMENT
FINANCIAL/STAFFING IMPLICATIONS: No significant costs are anticipated. ATTACHMENTS: Submitted/approved by: Angela Maddocks, Clerk
Our strength is our community.
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March 2, 2020 Angela Maddocks Clerk Township of South Frontenac 4432 George Street, Box 100 Sydenham, ON K0H 2T0 Re:
RVCA 2020 Work Plan and Budget – Comment Window Extended
Dear Ms. Maddocks, On December 17, 2019 the Rideau Valley Conservation Authority provided a copy of our proposed 2020 budget and municipal levy apportionment sheet to all municipalities for review and comment. We originally requested comments by February 18, 2020 so that RVCA’s Board of Directors could consider municipal feedback before voting on the budget at their Annual General Meeting in late February. RVCA’s Annual General Meeting has now been rescheduled to March 26, 2020 so we are extending the timeline for comments. Please find attached, RVCA’s 2020 workplan which accompanies our proposed budget and levy. We would welcome municipal comments on our proposed budget, municipal levy or workplan by March 24, 2020. All comments received will be considered by the Board of Directors before voting on the budget at their March meeting. If you have any questions about our budget or work plan, please do not hesitate to contact me or your municipal representative on our Board of Directors. We would also be pleased to make a presentation to your council about our budget and workplan if you wish. You are also welcome to attend our March 26, 2020 Annual General Meeting when the budget will be considered for approval. This meeting will be held at 6:30 pm at the Rideau Valley Conservation Authority, 3889 Rideau Valley Drive, just north of Manotick.
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Sincerely
Sommer Casgrain-Robertson General Manager / Secretary-Treasurer Attachments:
cc:
2020 Workplan 2020 Proposed Budget 2020 Proposed Municipal Levy Apportionment
Neil Carbone, Chief Administrative Officer Louise Fragnito, Treasurer Pat Barr, RVCA Representative
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2020 Budget & Workplan
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S
ince our formation in 1966, the RVCA has worked with our municipal partners to deliver programs and services that protect the Rideau watershed for the benefit of everyone. Our goal is to ensure actions upstream don’t have detrimental impacts downstream. Municipalities understand that it takes a healthy watershed to support local economies, protect public health, reduce flooding, droughts and erosion and make communities resilient to climate change. In 2020, we continue on this path as we work to conserve our shared watershed and ensure our future. Our Legislative Mandate To provide programs and services designed to further the conservation, restoration, development and management of natural resources in the Rideau watershed (Conservation Authorities Act). Our Vision A thriving watershed with clean abundant water, natural shorelines, rich forests and wetlands, diverse habitats and sustainable land use that is valued and protected by all. Our Mission To understand, manage, protect, restore and enhance the Rideau watershed through science, stewardship, education, policy and leadership. Our Priorities Our Strategic Plan outlines a number of key priorities. Some are now complete, while others will be achieved this year and are highlighted in our “Special for 2020” boxes.
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2020 Budget The RVCA’s proposed budget for 2020 is $10.74 million and will enable the RVCA to continue making progress on a number of important priorities. This budget is a small decrease from last year’s budget of $10.76 million due in large part to fewer erosion control infrastructure projects being undertaken in 2020, offset by an increase in ice management costs.
Our proposed budget for 2020 can be broken down into three main expenditures: • 9 percent for Rideau River Ice Management • 5 percent for capital projects • 86 percent for operations to deliver all programs and services
Expenditures
Revenues
• Staff time has been reallocated among programs and departments for 2020 to support the completion of strategic priorities, better reflect program costs and better serve our municipalities and watershed residents • Reserve contributions for regularly occurring capital expenses have been included as recommended by our Auditor • This budget continues to reflect our 2018 corporate restructuring which resulted in an overall reduction of 2 permanent staff FTEs • Like our member municipalities, salary costs increase annually. While benefit and OMERS contribution rates as well as payroll taxes remained relatively steady over last year, grid movement is set at 2 percent for any staff still moving through their salary band. The RVCA also uses the Consumer Price Index as our economic adjustment figure. This year the figure was 1.9 percent but this budget has only accommodated an increase of 1.5 percent.
• Annual provincial funding from the Ministry of Natural Resources and Forestry was cut by $117,401 in 2019 which has been absorbed in this budget • Other revenue streams such as program and user fees, fundraising and grants is increasing by 4.2% or $418,865 from last year • Special levies to the City of Ottawa will increase overall by $371,156 to reflect increased costs for Rideau River Ice Management • The municipal levy will increase by $186,351. This is a 3.5 percent increase which equates to a 2 percent tax increase as 1.5 percent will come from new assessment growth in the watershed. This is in keeping with municipal Special Levies $1,181,715 budget direction in recent years. $354,751
Provincial Funding Other Revenue
$3,167,654
Municipal Levy
$6,037,522
Total: $10,741,642
Where does the money come from?
Where does the investment go?
Watershed Science & Engineering Services $3,519,590 Special Levies
$1,181,715 Stewardship Services $1,628,031
Provincial Funding
$354,751 Planning Advisory & $2,180,818
Other Revenue
$3,167,654
Regulatory Services
Municipal Levy
$6,037,522
Conservation Land Management Services $1,300,006
Total: $10,741,642
Corporate Services
$1,573,336
Capital Projects
$300,568
Transfer to Reserves
$239,293
Total: $10,741,642 Watershed Science & Engineering Services $3,519,590
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Municipal Levy Being a municipally-based organization, the foundation of our budget is the municipal levy. However, we are committed to minimizing pressure on the levy and for the sixth consecutive year, the RVCA has kept its municipal levy increase to a two percent tax increase by reducing costs, finding efficiencies and maximizing other revenue sources. While the levy remains the foundation of our budget, other sources make up nearly half our revenue. This means that for every dollar invested through the municipal levy, the RVCA is able to double that investment to deliver a variety of programs and services in the Rideau watershed. Our other revenue sources include: • Charging fees for education programs, conservation areas, permits and planning comments • Getting grants for special projects, students and interns
RVCA Services Serving our Municipalities and Residents RVCA staff work closely with municipal staff because our work is so interconnected. In fact, it’s hard to find a municipal service that our programs don’t support either directly or indirectly! For example, our work supports municipal development review, emergency management, water and sewage services, tourism and recreation and of course economic development. And the benefit of a conservation authority is that these programs are delivered consistently across the watershed at a fraction of the cost because our staff are shared among 18 municipalities and sometimes neighbouring Conservation Authorities. This saves money and avoids duplication. RVCA’s programs also serve a wide range of public interests and needs benefiting local watershed residents from lake country to agricultural areas to urban communities. Through the RVCA, municipalities and residents have access to expert staff who develop a strong understanding of our local watershed and share their knowledge, expertise and skills with our partners. In the following pages, you will find information about all of RVCA’s programs and services organized into five key areas:
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- Watershed Science and Engineering Services
- Planning Advisory & Regulatory Services
- Stewardship Services
- Conservation Land Management Services
- Corporate Services
• Fundraising through our Foundation • Special levies for specific projects that benefit a particular municipality • Joint programming and staff sharing with neighbouring conservation authorities • Landowner contributions for services they receive
Municipal Levy Apportionment Based on assessment value, the City of Ottawa will pay almost 91 percent of RVCA’s levy in 2020. This amounts to $5.49 million leaving our other 17 municipalities to share the remaining $547,411. Levy costs for these municipalities range from $1,600 to $99,975 depending on their assessment.
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Watershed Science & Engineering Services RVCA collects, monitors and analyses watershed data to gain a better understand of natural hazards and the health of our watershed. This includes understanding local flood, erosion and slope stability hazards as well as the condition of local lakes and streams, forest and wetland cover as well as fish and aquatic communities. This knowledge enables RVCA, municipalities and other partners to make informed decisions about how best to manage our shared natural resources, protect people and property from natural hazards and tailor programs and services to meet the evolving needs of our watershed. This information and data is shared with municipalities, partners and the public through online tools, maps, reports, presentations and other accessible means.
Watershed Science and Engineering Services includes: • • • • • • • • • •
Watershed Reporting Drinking Water Source Protection Surface Water Quality Monitoring Hydrometric Monitoring and Forecasting Flood and Hazard Mapping Groundwater Monitoring Aquatic & Terrestrial Habitat Monitoring Habitat and Wetland Restoration City Stream Watch Water, Flood and Erosion Control Structures
Special for 2020 • • • • • • • •
Enhance RVCA’s monitoring network and modeling for flood forecasting and warning Complete flood and hazard mapping on Bilberry Creek, Stevens Creek, Upper Jock River and Mosquito Creek Deliver the City Stream Watch Program on Black Rapids, Sawmill Creek, Mud Creek and Cardinal Creek Incorporate Watershed Watch water quality data into RVCA’s centralized database (WISKI) Review RVCA’s environmental monitoring efforts watershed-wide Target poor water quality sites to better understand causes and develop mitigation plans Complete the Stillwater Creek Stabilization Project Conduct post-effectiveness monitoring on recent habitat creation and improvement projects at Jebbs Creek, Remic Rapids, Wolfe Lake, Scanlan Creek, Otter Lake and Otty Lake • Work with the Province to update technical rules under the Clean Water Act and then revise local technical reports and source protection policies to reflect these changes
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Watershed Science and Engineering Services includes: Watershed Reporting • Report on the health of the watershed through userfriendly, accessible analysis of the RVCA’s extensive monitoring programs. • Identify concerns, trends and priority areas for action at both a subwatershed and catchment scale. • Engage with municipalities, watershed residents, NGOs and government agencies to focus watershed management actions where they are needed most. Drinking Water Source Protection • Administer the province’s Drinking Water Source Protection Program under the Clean Water Act in the Mississippi and Rideau watersheds. • Help protect present and future sources of municipal drinking water from contamination and overuse. • Work with municipalities, provincial ministries, property owners, businesses, health units and others to implement source protection policies. Surface Water Quality Monitoring • Provide a consistent baseline dataset that can give a general indication of water quality in the watershed. • Assess the contribution of tributary streams to loadings in the Rideau River and upper watershed lakes. • Monitor ambient water quality conditions at locations on major tributary streams and watershed lakes. • Involve local lake residents in monitoring to increase the extent of monitoring activities and provide training to develop consistent methods to ensure data integrity. • Sample bottom dwelling bugs (benthic invertebrates) to determine water quality and habitat conditions using a biological method which compliments water chemistry sampling programs. Hydrometric Monitoring and Forecasting • Collect, manage, analyze and disseminate data and information about the abundance or scarcity of surface water resources within the watershed. • Issue flood and drought advisories and warnings as needed. • Expand data availability through the RVCA website. Flood and Hazard Mapping • Study and map hazard lands as defined by the MNRF such as floodplain, steep slopes and unstable soils for effective administration and enforcement of regulations under Section 28 of the Conservation Authorities Act. • Support municipalities with up-to-date mapping of hazard
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lands for Official Plan and Zoning By-law schedules. • Refine RVCA’s numerical watershed modeling system for use in floodplain hydrology and hydraulic analyses for ungauged watersheds and for investigating the potential impacts of land use and climate change on a watershed scale. Groundwater Monitoring • Monitor groundwater conditions as part of the Provincial Groundwater Monitoring Network. • Collect data from 16 groundwater monitoring wells at 13 different locations. • House and share hydrogeological information with watershed partners.
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Aquatic & Terrestrial Habitat Monitoring • Collect information on the physical and biological attributes of surveyed creeks and streams (habitat surveys, fish sampling, thermal regime) through the Stream Characterization program. • Inventory detailed land cover information to help facilitate land use planning and regulations, ecosystem management and conservation objectives for the RVCA and member municipalities. • Collect field survey information to assist landowners and municipalities when attempting to understand flooding issues as a result of beaver dam activity. • Collect information on headwater drainage features through a rapid assessment method characterizing the amount of water, sediment transport, and storage capacity within headwater drainage features. • Undertake Ontario Stream Assessment Protocol at special Habitat Restoration project sites as a tool for post effective monitoring. Habitat and Wetland Restoration • Create, restore and/or enhance fish and wildlife habitats in the watershed. • Use watershed monitoring data to identify opportunities and at-risk areas.
• Partner with like-minded organizations to secure funds and complete restoration work. • Conduct post-construction monitoring for five years to measure project success. City Stream Watch • Monitor, record and report on the health of 25 creeks and streams within the City of Ottawa. • Gather information using a robust network of trained volunteers. • Collect information about the physical and biological characteristics of creeks and streams following rigorous protocol. • Use data to guide rehabilitation and enhancement projects. Water, Flood and Erosion Control Structures • Operate and maintain water, flood and erosion control structures (berms, dams and weirs). • Determine whether to maintain, rehabilitate or decommission existing structures. • Work with municipalities interested in constructing or replacing structures to alleviate flooding or erosion concerns.
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Planning Advisory & Regulatory Services RVCA plays a key role in development review to help municipalities and the province meet their legislative responsibilities of providing safe drinking water, protecting people from natural hazards and protecting important natural features. Our role includes providing comments to municipalities on Planning Act applications and municipal planning documents; issuing permits for development in areas vulnerable to flooding, erosion or unstable slopes or near wetlands, shorelines or watercourses; issuing approvals for septic systems and reinspecting lakefront septic systems in some municipalities; and regulating activities near sources of municipal drinking water. Staff provide a comprehensive streamlined service to municipalities and applicants that brings together local watershed
knowledge and provincial policies to reduce municipal liability, avoid delays and unnecessary expenses for applicants, and create safe sustainable communities. Planning Advisory & Regulatory Services include: • • • • • •
Site-Specific Plan Review Non Site-Specific Plan Input Section 28 Regulations Septic Approvals Septic Re-Inspection Source Water Regulations
Special for 2020 • • • • • • •
Update Planning MOUs with Lanark County and the United Counties of Leeds and Grenville Prepare policies for site-specific and non-site specific plan review Update policies for the administration of Section 28 of the Conservation Authorities Act Enhance follow-up monitoring to ensure compliance with Section 28 permit conditions Continue to promote septic approval and septic re-inspection services to municipalities Work with municipalities to further streamline development review and improve client service Implement annual reporting on RVCA’s compliance with timelines to process permits and provide planning comments to municipalities
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Planning Advisory & Regulatory Services include: Site-Specific Plan Review • Review planning applications on behalf of the Province and municipalities. • Provide comments to municipalities on natural hazards (floodplains, steep slopes, unstable soils), natural heritage (wetlands, significant woodlands, significant valley lands) and surface and ground water quality and quantity. • Staff work closely with applicants to discuss concerns and alternatives and prepare recommendations to the municipal approval authority. • RVCA’s review and recommendations brings local watershed science, provincial policies and guidelines, and individual municipality needs together to ensure sustainable development. Non Site-Specific Plan Input • Provide input to municipalities on official plans, comprehensive zoning by-laws, environmental assessments and other special studies in an effort to identify natural hazards and protect and enhance surface and groundwater quality and quantity, wetlands and other natural features. • Participate on technical advisory committees that oversee the preparation of master servicing studies, community design plans, subwatershed studies and environmental management plans. • Sharing watershed knowledge and expertise with municipalities through these processes helps build sustainable communities. Section 28 Regulations • Regulate development, interference with wetlands and alterations to shorelines and watercourses as mandated by the Conservation Authorities Act. • Mapping is prepared to show where development is regulated including hazard lands such as floodplains, steep slopes and unstable soils. • Staff work closely with property owners to guide them through the permitting process and encourage preconsultation to avoid unnecessary costs and delays. • Staff also work with property owners to resolve issues of non-compliance and violations outside of the legal system wherever possible.
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Septic Approvals • Provide full review and approval services for private septic systems under Part 8 of the Ontario Building Code. • This service is available to interested municipalities and is currently provided in the City of Ottawa and Tay Valley Township in partnership with our neighbouring Conservation Authorities. • Staff work closely with local septic designers and installers as well as property owners when delivering this service. Septic Re-Inspection • Provide mandatory and discretionary inspection programs for existing private septic systems under the Ontario Building Code. • This service is available to interested municipalities and is currently provided in the Township of Central Frontenac, Township of North Frontenac, Township of Rideau Lakes and Tay Valley Township. • Staff work closely with property owners, lake associations and other local partners when delivering this service. Source Water Regulations • Act as Risk Management Inspectors and Officials on behalf of 12 municipalities in the Mississippi and Rideau watersheds. This service implements policies in the Mississippi-Rideau Source Protection Plan under Part IV of the Clean Water Act. • Screen development applications within vulnerable drinking water areas on behalf of municipalities.
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Stewardship Services RVCA provides technical and financial support to landowners and other partners to help them undertake projects on private and public property that will improve watershed health. Projects include tree planting, naturalizing shorelines, managing runoff, enhancing habitat and upgrading wells and septic systems. Staff work closely with private landowners, municipalities, lake associations, NGOs, community groups, businesses, government agencies and the public to complete these important onthe-ground projects. Information from RVCA’s science and monitoring programs help target areas and projects that provide the most benefit. Completing landowner stewardship projects across the watershed helps improve water quality, increase forest
and wetland cover, reduce flooding and erosion and increase climate change resiliency. Stewardship Services includes: • • • • • •
Tree Planting Butternut Recovery Rural Clean Water Shoreline Naturalization Beaver Management Ontario Rural Wastewater Centre
Special for 2020 • • • • • •
Complete thinning of conservation area plantations Explore forest certification on RVCA properties Complete a tree planting compensation project for Hydro Ottawa along the Jock River Assist with the Bilberry Creek Shoreline Restoration Project Target shoreline naturalization projects in the Tay and Lower Rideau subwatersheds Continue to promote small-scale runoff reduction projects, invasive species management and pollinator/wildlife habitat enhancement • Complete planting projects on Mosquito Creek in partnership with the Riverside South Community Association • Work with member municipalities to promote and implement shoreline buffer conditions as part of site plan control
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Stewardship Services includes: Tree Planting • Deliver a quality, full-service tree planting program to rural landowners that plants 200,000 trees a year on private land. • Provide significant cost subsidies through external funding. • Provide technical advice on woodlot management and best practices for landowners • Review Conservation Areas coniferous plantations for thinning opportunities and potential revenue generation. Butternut Recovery • Help repopulate the endangered butternut tree through the development of healthy, disease-tolerant seedlings. • Locate healthy, disease-tolerant butternuts on private lands. • Collect seeds to grow seedlings for distribution to landowners free of charge. Rural Clean Water • Provide financial and technical assistance to farmers and rural landowners undertaking projects to protect and improve water quality in the watershed. • Address erosion control and reduce the amount of nutrients, bacteria and microorganisms entering groundwater and surface water. • Provide financial support through cost-share grants. • Promote and support best management practices that address both surface and groundwater issues. Shoreline Naturalization • Increase the amount of natural shoreline cover across the watershed. • Provide a simple and affordable option for landowners to complete naturalization projects on their shoreline by providing free advisory site visits, customized planting plans, subsidized native trees and shrubs, project management and monitoring and assistance with planting installation. • Work closely with municipalities, Parks Canada and RVCA regulatory staff to facilitate planting requirements for planning and permit applications when needed. • Fundraise for special large-scale projects and stewardship targeting. Beaver Management • Track nuisance beaver calls, distribute beaver management information to landowners and municipalities and assist with advice on managing beavers and dams • In certain circumstances, provide monitoring and coordinate trapping and dam breaching for municipalities addressing wide-spread beaver activity causing flood damage.
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Ontario Rural Wastewater Centre • Develop and teach courses for septic installers, designers and regulators looking to advance their knowledge of design, inspection, and repairing on-site systems. • Ensure best practices, technology and innovations are being used across the industry. • Manage and maintain a demonstration site at Baxter Conservation Area that provides hands-on learning through displays of a wide variety of wastewater treatment technologies.
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Conservation Land Management Services RVCA accepts land donations to protect valuable features like forests, wetlands and shorelines in perpetuity. Staff manage these properties so natural features are left to perform natural functions like slowing runoff, filtering pollutants, reducing flooding and erosion and providing habitat. Some properties are developed into public conservation areas to encourage residents to spend time outdoors and develop an appreciation for nature. Two conservation areas also offer outdoor education programs to get children outside and teach them about the importance of our natural environment and the need to protect it for future
generations. RVCA’s conservation areas are valued by local communities and municipalities as they provide affordable recreation, tourism and education for local residents and visitors. Conservation Land Management Services includes: • Conservation Lands • Conservation Areas • Outdoor Education
Special for 2020 • • • • • •
Update Foley Mountain Conservation Area’s Management Plan Complete Natural Areas Management Plans for recently acquired lands Revitalize the pond at Perth Wildlife Reserve as a Species at Risk compensation project Work with Ducks Unlimited to install a new flood control structure and culvert at Mica Mines Work with local partners to enhance the Hutton Creek Marsh upstream of the Motts Mills Conservation Area Improve parking at Chapman Mills Conservation Area, renovate picnic shelter at Portland Bay Conservation Area and replace culverts at Baxter Conservation Area • Continue fundraising campaign to improve boardwalks and accessibility at Baxter Conservation Area and complete interim repairs to the boardwalk bridge • Expand RVCA’s Forest School program
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Conservation Land Management Services include: Conservation Lands • Accept land donations to protect high-quality natural areas in perpetuity for their invaluable environmental and ecological services and public benefits. • Manage 59 properties (3,000+ hectares) of critical green infrastructure. • Develop management plans for each property to ensure strategic land use planning and efficient use of resources. Conservation Areas • Welcome more than 200,000 visitors annually to 11 public conservation areas. • Provide nature-based recreation and visitor experiences through trails, picnic shelters, beaches, boat launches, docks and lookout points. • Connect people to nature and ensure people of all backgrounds, abilities and circumstances can access natural areas and the Rideau River system.
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Outdoor Education • Deliver high quality, curriculum-based education programs, day camps and group programs that promote the values of conservation and environmental stewardship. • Maintain quality facilities and interpretive centres at Baxter and Foley Mountain Conservation Areas where these programs and camps are offered. • Incorporate new technology into education programs to enhance learning experiences. • Encourage families and children to be active in outdoor play all-year-round.
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Corporate Services The RVCA is a public sector body committed to operating in an open, accountable and transparent manner. Working with all levels of government, residents, businesses and community partners the RVCA delivers programs and services that conserve, restore and responsibly manage land and water resources while balancing human, environmental and economic interests. As the needs of our watershed change, RVCA remains agile in the face of increasing growth pressure, fiscal constraints and climate change impacts. Through strategic planning, program reviews and consultation with partners and stakeholders, the
RVCA is focused on modernizing our programs to ensure they are effective and cost-efficient at meeting the current and future needs of our watershed. Corporate Services includes: • • • •
Management, Finance & Human Resources Communications and Outreach GIS and Information Management Rideau Valley Conservation Foundation
Special for 2020 • Engage with the Province regarding changes to legislation and support the implementation of recommendations from the Special Flood Advisor • Create an asset management plan • Implement an information management strategy • Prepare a records retention policy and schedule • Develop an open data policy for GIS data • Develop additional offline field collection data apps for staff • Create client feedback surveys for additional programs • Raise $125,000 over three years for the Steve Simmering Conservation Land Endowment Fund which enables us to continue accepting land donations
15
Page 115 of 124
Corporate Services includes: Management, Finance & Human Resources • Provide overall management of the RVCA through work planning, budgeting, financial reporting, policy development, issues management, municipal and government relations, partnership development, employee management and payroll. • Serve the needs of the Board of Directors (training, meetings, agendas and minutes). • Operate the RVCA efficiently, effectively and safely for staff and patrons while providing excellent customer service.
Rideau Valley Conservation Foundation • Support the RVCA in its conservation efforts by raising much-needed funds for conservation programs and services. • Solicit donations from corporate and private donors, manage multiple special fundraising campaigns, apply for grants and administer compensation projects. • Focus efforts on raising funds for land care, river care and conservation education.
Communications and Outreach • Increase awareness, knowledge, and understanding of RVCA services, programs and initiatives. • Build effective relationships with municipal, provincial and federal levels of government as well as other stakeholders and partners. • Maintain a positive, proactive relationship with watershed media to ensure a high level of accurate, comprehensive regional media coverage. • Provide communication support through communication planning, media relations and plain language services. • Distribute corporate information through annual reports, Around the Rideau newsletter, municipal information sheets, program brochures, displays, media releases, website, social media and public events/workshops. GIS and Information Management • Create and manage high-quality databases of watershed data and provide high-quality technical mapping to help staff make sound and informed watershed decisions. • Support flood and hazard mapping studies, analysis and delineation as well as the development of catchment and subwatershed reports. • Create tools to ensure the data is readily accessible to staff, consultants and the public.
Questions? Sommer Casgrain-Robertson, General Manager Rideau Valley Conservation Authority 3889 Rideau Valley Drive, P.O. Box 599, Manotick, ON K4M 1A5 613-692-3571, ext. 1214 | sommer.casgrain-robertson@rvca.ca 16
Page 116 of 124 Rideau Valley Conservation Authority 2020 Draft Budget (dated February 19, 2020)
Operating Revenue Municipal operating levies Special levies Rideau River Ice Management Water Quality Monitoring Water Control Operations Provincial funding MNRF Operating Grant Drinking Water Source Protection Program Revenues Watershed Science and Engineering Services Surface Water Quality Monitoring Hydrometric Monitoring and Forecasting Flood Erosion and Drought Studies Groundwater Monitoring Aquatic and Terrestrial Habitat Monitoring Water Control Infrastructure Operations Planning Advisory and Regulatory Services Site Specific Plan Review S. 28 Conservation Authorities Act Part IV Clean Water Act Part VIII Building Code Act Septic Re-Inspection Program Stewardship Services LRC - Storefront\General Stewardship LRC - Production Centre Private Land Forestry Assistance Clean Water Program Shoreline Stewardship Program Beaver Management Ontario Rural Wastewater Centre Conservation Land Management Services Land Donations / Acquisitions Baxter Conservation Area Foley Mountain Conservation Area Other Developed Conservation Areas Other Conservation Lands Lease and Management Agreements Corporate Services Finance and Administration Communications GIS Engineering Projects Water Control Structures/Engineering TOTAL REVENUES - OPERATING
Fiscal 2018 (Audited)
2019 Budget
2020 Budget
$ $ $ $ $ $ $ $
5,647,004 826,514 793,014 10,000 444,561 242,687 201,874
$ $ $ $ $ $ $ $
5,371,170 809,059 575,059 194,000 40,000 473,490 242,687 230,803
$ $ $ $ $ $ $ $
5,559,161 1,144,911 946,215 158,696 40,000 354,751 121,344 233,407
$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $
472,485 113,001 8,000 125,015 141,144 82,513 2,812 1,383,471 369,038 295,273 20,599 678,707 19,854 972,112 538 73,787 598,546 138,043 61,757 99,441 332,999 4,207 161,813 88,711 40,259 3,766 34,243 110,684 107,433 3,251 298,863 298,863 10,488,693
$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $
273,425 88,425 145,000 40,000 1,134,941 340,000 240,000 7,800 524,251 22,889 963,632 506,845 256,000 134,064 66,723 344,000 20,000 150,000 70,000 59,000 13,000 32,000 41,800 40,000 1,800 9,411,516
$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $
213,288 169,488 43,800 1,183,336 346,800 284,800 7,800 505,828 38,108 962,230 605,932 206,000 82,000 68,298 337,000 20,000 175,000 72,000 30,000 8,000 32,000 41,800 40,000 1,800 400,000 400,000 10,196,477
Page 117 of 124
Expense Watershed Science and Engineering Services Program Management Watershed Report Cards Drinking Water Source Protection Surface Water Quality Monitoring Hydrometric Monitoring and Forecasting Flood Erosion and Drought Studies Groundwater Monitoring Aquatic and Terrestrial Habitat Monitoring Water Control Infrastructure Operations Amortization Planning Advisory and Regulatory Services Program Management Site Specific Plan Review Non-Site Specific Plan Input S. 28 Conservation Authorities Act S. 28 Conservation Authorities Act - Program Dev. Part IV Clean Water Act Part VIII Building Code Act Septic Re-Inspection Program Amortization Stewardship Services Program Management LRC - Storefront\General Stewardship LRC - Production Centre Private Land Forestry Assistance Clean Water Program Shoreline Stewardship Program Beaver Management Ontario Rural Wastewater Centre Amortization Conservation Land Management Services Program Management Land Donations / Acquisitions Baxter Conservation Area Foley Mountain Conservation Area Other Developed Conservation Areas Other Conservation Lands Lease and Management Agreements Amortization Corporate Services Management and Members Finance and Administration Communications Foundation GIS Headquarter Lease and Management Internal Cost (Recoveries) Common Cost Vehicles and Equipment Amortization Contingency
Fiscal 2018 (Audited)
2019 Budget
2020 Budget
$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $
3,114,286 91,483 159,395 233,407 435,043 225,129 377,792 110,655 403,301 1,078,082 2,180,818 129,580 642,911 170,551 665,600 20,439 7,800 505,828 38,108 1,628,031 152,519
$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $
720,421 451,885 228,908 6,000 68,298 1,300,006 85,693 20,000 337,310 305,675 297,179 222,148 32,000 1,552,302 316,099 464,336 280,418 92,736 231,690 167,023 (0) 0 (0)
3,124,640 177,164 203,429 201,874 320,871 224,025 321,262 236,311 405,973 982,586 51,143 1,855,084 92,283 459,358 120,997 554,559 40,594 20,599 544,000 19,957 2,736 1,653,548 139,711 159,592 84,367 595,476 372,234 202,070 9,070 88,361 2,667 1,114,254 57,413 4,207 309,759 265,735 204,099 188,778 33,365 50,898 1,302,166 265,241 433,946 150,844 77,111 185,061 189,965 152,098 (1,537) (104,921) 263,003
2,971,714 59,971 165,073 230,803 476,179 255,396 323,578 292,208 410,649 757,858 2,085,638 126,824 613,817 173,730 595,727 20,599 7,800 524,251 22,889 1,646,751 148,197 646,778 498,744 279,846 6,463 66,723 1,246,684 88,449 20,000 310,206 298,142 287,098 210,789 32,000 1,493,516 298,674 421,772 276,396 87,849 229,118 179,705 (53,820) 0 (68,518) 14,699
Page 118 of 124 Gain on Disposal Engineering Projects Water Control Structures/Engineering Non Pension Post Retirement Benefit Obligation Non pension post retirement benefit obligation TOTAL EXPENSES - OPERATING ANNUAL SURPLUS/(DEFICIT) - OPERATING
$ $ $ $ $ $ $
(4,447) 204,491 204,491 21,034 21,034 9,427,315 1,061,378
$ $ $ $ $ $ $
21,034 21,034 9,411,516 0
$ $ $ $ $ $ $
400,000 400,000 21,034 21,034 10,196,477 0
Capital Budget Municipal levies - Capital Headquarters Building - Capital (repayments) Building Life Cycle Reserve Investment Other Asset Management - Capital - see schedule Transfers to Reserves Special levies - Capital Britannia Water Control Structure - Capital Other Water Control Structures - Capital Province - Capital Foundation - Capital Funded Capital Projects Transfers from Capital Reserves - see schedule TOTAL REVENUES - CAPITAL
$ $ $ $ $ $ $ $ $ $ $ $ $
462,185 274,667 70,000 20,000 97,518 31,500 21,500 10,000 860,000 35,000 1,388,685
$ $ $ $ $ $ $ $ $ $ $ $ $
478,361 255,568 70,000 15,000 137,793 31,500 21,500 10,000 0 30,000 539,861
Capital Expenses Principle Repayment of Obligation under Capital Lease HQ Capital Projects/Purchases - see schedule Transfer to Building Life Cycle Reserve Transfers to Reserves - see schedule TOTAL EXPENSES - CAPITAL ANNUAL SURPLUS/(DEFICIT) - CAPITAL
$ $ $ $ $ $ $
1,259,667 274,667 915,000 70,000 129,018 1,388,685
$ $ $ $ $ $ $
370,568 255,568 45,000 70,000 169,293 539,861 0
ANNUAL SURPLUS - OPERATING & CAPITAL
$
0
$
0
Accounting Reconciling Items
TCA, Reserves, and Debenture Activity Assets Capitalized as TCA Gain on Disposal of Tangible Capital Assets Amortization Proceeds on Disposal of Tangible Capital Assets Repayment of obligation under capital lease Transfers from reserves Transfers to reserves Accounting Surplus/(Deficit)
Fiscal 2018 (Audited)
2019 Budget
2020 Budget
$ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $
$
45,000
$
(420,190)
$ $ $ $
255,568 (30,000) 169,293 19,671
(243,866) (4,447) 370,448 12,871 (263,667) 68,803 (1,000,909) 611
915,000 (358,600) 274,667 (35,000) 119,018 915,085
Page 119 of 124 2020 Capital Budget Schedule Capital Purchases $ $ $
30,000 Funded from Existing Reserves 15,000 Funded from Current Year Capital Budget 45,000
$ $ $ $ $ $ $
6,000 Flood Erosion and Drought Studies software tool 3,000 GIS data 10,000 GIS data 12,000 Hydrometrics data 100,000 structures other than Britannia 6,793 fleet reserve 137,793
$ $ $
10,000 21,500 31,500
Transfers other than Building
$
169,293
Building Life Cycle
$
70,000 mandatory annual transfer
Total Capital Reserve Transfers
$
239,293
Baxter Boardwalk and Bridges Hydrometrics Monitoring Gauges Total Capital Purchases
Transfers to Capital Reserves Funded by Municipal Capital Levy Mike 11 Drape Topographical Data Flood Event Aerial Imaging Water Control Infrastructure Vehicles Funded by Special Levy Ottawa WCI Britannia
Rideau Valley Conservation Authority Revenue Breakdown 2020 Draft Operating Budget (dated February 19, 2020) Watershed Science and Engineering Services Program Management Watershed Report Cards Drinking Water Source Protection Surface Water Quality Monitoring Hydrometric Monitoring and Forecasting Flood Erosion and Drought Studies Groundwater Monitoring Aquatic and Terrestrial Habitat Monitoring Water Control Infrastructure Operations Amortization
Planning Advisory and Regulatory Services Program Management Site Specific Plan Review Non-Site Specific Plan Input S. 28 Conservation Authorities Act S. 28 Conservation Authorities Act - Program Dev. Part IV Clean Water Act Part VIII Building Code Act Septic Re-Inspection Program Amortization
Stewardship Services Program Management LRC - Storefront\General Stewardship Private Land Forestry Assistance Clean Water Program Shoreline Stewardship Program Beaver Management Ontario Rural Wastewater Centre Amortization
Conservation Land Management Services Program Management Land Donations / Acquisitions Baxter Conservation Area Foley Mountain Conservation Area Other Developed Conservation Areas Other Conservation Lands Lease and Management Agreements Amortization
Special Levy
Province
Foundation
Other Revenue
TOTAL REVENUE
EXPENSES TOTAL EXPENSES
2019 Budget 2020 Budget
2019 Budget
2020 Budget
2019 Budget
2020 Budget
2019 Budget
2020 Budget
2019 Budget
2020 Budget
2019 Budget
2020 Budget
2019 Budget
2020 Budget
$ 42,508 $ 164,610 $ $ 281,715 $ 217,433 $ 173,003 $ 146,745 $ 362,685 $ 24,836 $ $ 1,413,534
$ 82,983 $ 159,395 $ $ 276,346 $ 215,129 $ 180,461 $ 110,655 $ 359,501 $ 27,866 $ $ 1,412,336
$ $ $ $ $ $ $ $ $ $ $
194,000 615,059 809,059
$ $ $ $ 158,696 $ $ $ $ $ 986,215 $ $ 1,144,911
$ $ $ $ $ $ $ $ $ $ $
17,000 230,803 10,000 55,687 117,500 430,990
$ $ $ $ $ $ $ $ $ $ $
8,500 233,407 10,000 27,844 64,000 343,751
$ $ $ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $ $ $
169,488 43,800 213,288
$ 59,508 $ 164,610 $ 230,803 $ 475,715 $ 227,433 $ 317,115 $ 291,745 $ 402,685 $ 757,395 $ $ 2,927,008
$ 91,483 $ 159,395 $ 233,407 $ 435,042 $ 225,129 $ 377,792 $ 110,655 $ 403,301 $ 1,078,081 $ $ 3,114,286
$ 59,971 $ 165,073 $ 230,803 $ 476,179 $ 255,396 $ 323,578 $ 292,208 $ 410,649 $ 757,858 $ $ 2,971,714
$ 91,483 $ 159,395 $ 233,407 $ 435,043 $ 225,129 $ 377,792 $ 110,655 $ 403,301 $ 1,078,082 $ $ 3,114,286
$ $ $ $ $ $ $ $ $ $
126,361 273,353 161,266 355,264 20,135 936,380
$ $ $ $ $ $ $ $ $ $
129,581 296,111 159,551 380,800 20,439 986,482
$ $ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $ $
12,000 12,000
$ $ $ $ $ $ $ $ $ $
11,000 11,000
$ $ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $ $
$ $ 340,000 $ $ 240,000 $ $ 7,800 $ 524,251 $ 22,889 $ $ 1,134,941
$ $ 346,800 $ $ 284,800 $ $ 7,800 $ 505,828 $ 38,108 $ $ 1,183,336
$ 126,361 $ 613,353 $ 173,266 $ 595,264 $ 20,135 $ 7,800 $ 524,251 $ 22,889 $ $ 2,083,321
$ 129,581 $ 642,911 $ 170,551 $ 665,600 $ 20,439 $ 7,800 $ 505,828 $ 38,108 $ $ 2,180,818
$ 126,824 $ 613,817 $ 173,730 $ 595,727 $ 20,599 $ 7,800 $ 524,251 $ 22,889 $ $ 2,085,638
$ 129,580 $ 642,911 $ 170,551 $ 665,600 $ 20,439 $ 7,800 $ 505,828 $ 38,108 $ $ 2,180,818
$ $ $ $ $ $ $ $ $
147,733 0 139,470 242,280 145,318 6,000 680,802
$ $ $ $ $ $ $ $ $
152,519 114,490 245,885 146,907 6,000 665,801
$ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $
20,000 94,000 114,000
$ $ $ $ $ $ $ $ $
120,000 40,000 160,000
$ $ $ $ $ $ $ $ $
486,845 256,000 40,064 66,723 849,632
$ $ $ $ $ $ $ $ $
485,932 206,000 42,000 68,298 802,230
$ 147,733 $ 0 $ 646,315 $ 498,280 $ 279,382 $ 6,000 $ 66,723 $ $ 1,644,434
$ 152,519 $ $ 720,422 $ 451,885 $ 228,907 $ 6,000 $ 68,298 $ $ 1,628,031
$ 148,197 $ $ 646,778 $ 498,744 $ 279,846 $ 6,463 $ 66,723 $ $ 1,646,751
$ 152,519 $ $ 720,421 $ 451,885 $ 228,908 $ 6,000 $ 68,298 $ $ 1,628,031
$ $ $ $ $ $ $ $ $
87,986 159,743 227,679 227,635 197,325 900,367
$ $ $ $ $ $ $ $ $
85,693 162,310 233,675 267,179 214,148 963,004
$ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $
10,000 5,000 6,000 21,000
$ $ $ $ $ $ $ $ $
10,000 5,000 6,000 8,000 29,000
$ $ $ $ $ $ $ $ $
10,000 145,000 64,000 59,000 13,000 32,000 323,000
$ $ $ $ $ $ $ $ $
10,000 170,000 66,000 30,000 32,000 308,000
$ 87,986 $ 20,000 $ 309,743 $ 297,679 $ 286,635 $ 210,325 $ 32,000 $ $ 1,244,367
$ 85,693 $ 20,000 $ 337,310 $ 305,675 $ 297,179 $ 222,148 $ 32,000 $ $ 1,300,004
$ 88,449 $ 20,000 $ 310,206 $ 298,142 $ 287,098 $ 210,789 $ 32,000 $ $ 1,246,684
$ 85,693 $ 20,000 $ 337,310 $ 305,675 $ 297,179 $ 222,148 $ 32,000 $ $ 1,300,006
$ 316,099 $ 424,338 $ 278,618 $ 92,736 $ 231,690 $ 167,023 $ 1,510,504
$ $ $ $ $ $ $
$ $ $ $ $ $ $
$ $ $ $ $ $ $
10,500 20,000 30,500
$ $ $ $ $ $ $
$ $ $ $ $ $ $
$ $ $ $ $ $ $
$ $ $ $ $ $ $
40,000 1,800 41,800
$ $ $ $ $ $ $
40,000 1,800 41,800
$ 298,211 $ 431,261 $ 275,470 $ 87,386 $ 225,655 $ 179,705 $ 1,497,688
$ 316,099 $ 464,338 $ 280,418 $ 92,736 $ 231,690 $ 167,023 $ 1,552,304
$ 298,674 $ 421,772 $ 276,396 $ 87,849 $ 229,118 $ 179,705 $ 1,493,515
$ 316,099 $ 464,336 $ 280,418 $ 92,736 $ 231,690 $ 167,023 $ 1,552,302
$ 287,711 $ 371,261 $ 273,670 $ 87,386 $ 225,655 $ 179,705 $ 1,425,388
88,425 145,000 40,000 273,425
Page 120 of 124
Corporate Services Management and Members Finance and Administration Communications Foundation GIS Headquarter Lease and Management
REVENUE Municipal Levy
Internal Cost (Recoveries) Common Cost Vehicles and Equipment Amortization Contingency Gain on Disposal
Engineering Projects Water Control Structures/Engineering
Non Pension Post Retirement Benefit Obligation Non pension post retirement benefit obligation
OPERATING SURPLUS/(DEFICIT)
$ $ $ $ $ $
14,699 14,699
$ $ $ $ $ $
$ $ $ $ $ $
$ $ $ $ $ $
$ $ $ $ $ $
$ $ $ $ $ $
$ $ $ $ $ $
$ $ $ $ $ $
$ $ $ $ $ $
$ $ $ $ $ $
$ $ $ $ $ $
14,699 14,699
$ $ $ $ $ $
$ $ $ $ $ $
$ $
$ $
$ $
$ $
$ $
$ $
$ $
$ $
$ $
$ $
400,000 400,000
$ $
$ $
400,000 400,000
$ $
$ $
$ $
21,034 21,034
$ $
$ $
$ $
$ $
$ $
$ $
$ $
$ $
$ $
$ $
21,034 21,034
$ $
$ 5,559,161
$
809,059
$ 1,144,911
$
473,490
$
354,751
$
135,000
$
189,000
$ 5,371,170
$ 2,622,798
$ 2,948,654
$ 9,411,516
$ 10,196,477
0 (68,518) 14,699 (53,820)
$ $ $ $ $ $
0 (0) (0)
$ $
400,000 400,000
21,034 21,034
$ $
21,034 21,034
$ 9,411,516
$ 10,196,477
Page 121 of 124
Rideau Valley Conservation Authority Revenue Breakdown 2020 Draft Capital Budget (dated February 19, 2020) Watershed Science and Engineering Services Program Management Watershed Report Cards Drinking Water Source Protection Surface Water Quality Monitoring Hydrometric Monitoring and Forecasting Flood Erosion and Drought Studies Groundwater Monitoring Aquatic and Terrestrial Habitat Monitoring Water Control Infrastructure Operations Amortization
Planning Advisory and Regulatory Services Program Management Site Specific Plan Review Non-Site Specific Plan Input S. 28 Conservation Authorities Act S. 28 Conservation Authorities Act - Program Dev. Part IV Clean Water Act Part VIII Building Code Act Septic Re-Inspection Program Amortization
Stewardship Services Program Management LRC - Storefront\General Stewardship Private Land Forestry Assistance Clean Water Program Shoreline Stewardship Program Beaver Management Ontario Rural Wastewater Centre Amortization
Conservation Land Management Services Program Management Land Donations / Acquisitions Baxter Conservation Area Foley Mountain Conservation Area Other Developed Conservation Areas Other Conservation Lands Lease and Management Agreements Amortization
Special Levy
Province
Foundation
Other Revenue
EXPENSES TOTAL EXPENSES
TOTAL REVENUE
2019 Budget 2020 Budget
2019 Budget
2020 Budget
2019 Budget
2020 Budget
2019 Budget
2020 Budget
2019 Budget
2020 Budget
2019 Budget
2020 Budget
2019 Budget
2020 Budget
$ $ $ $ $ $ $ $ $ $ $
27,500 6,000 7,500 41,000
$ $ $ $ $ $ $ $ $ $ $
27,000 6,000 100,000 133,000
$ $ $ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $ $ $
27,500 6,000 7,500 41,000
$ $ $ $ $ $ $ $ $ $ $
27,000 6,000 100,000 133,000
$ $ $ $ $ $ $ $ $ $ $
27,500 6,000 7,500 31,500 72,500
$ $ $ $ $ $ $ $ $ $ $
27,000 6,000 100,000 133,000
$ $ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $
30,000 30,000
$ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $
30,000 30,000
$ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $
30,000 30,000
$ $ $ $ $ $ $
3,000 344,667 347,667
$ $ $ $ $ $ $
13,000 325,568 338,568
$ $ $ $ $ $ $
$ $ $ $ $ $ $
$ $ $ $ $ $ $
$ $ $ $ $ $ $
$ $ $ $ $ $ $
$ $ $ $ $ $ $
$ $ $ $ $ $ $
$ $ $ $ $ $ $
$ $ $ $ $ $ $
3,000 344,667 347,667
$ $ $ $ $ $ $
13,000 325,568 338,568
$ $ $ $ $ $ $
3,000 344,667 347,667
$ $ $ $ $ $ $
13,000 325,568 338,568
Page 122 of 124
Corporate Services Management and Members Finance and Administration Communications Foundation GIS Headquarter Lease and Management
REVENUE Municipal Levy
Internal Cost (Recoveries) Common Cost Vehicles and Equipment Amortization Contingency Gain on Disposal
Engineering Projects Water Control Structures/Engineering
Non Pension Post Retirement Benefit Obligation Non pension post retirement benefit obligation
CAPITAL SURPLUS/(DEFICIT)
$ $ $ $ $ $
73,518 73,518
$ $ $ $ $ $
6,793 6,793
$ $ $ $ $ $
$ $ $ $ $ $
$ $ $ $ $ $
$ $ $ $ $ $
$ $ $ $ $ $
$ $ $ $ $ $
$ $ $ $ $ $
35,000 35,000
$ $ $ $ $ $
$ $ $ $ $ $
108,518 108,518
$ $ $ $ $ $
6,793 6,793
$ $ $ $ $ $
0 108,518 0 0 0 108,518
$ $ $ $ $ $
6,793 6,793
$ $
$ $
$ $
31,500 31,500
$ $
31,500 31,500
$ $
$ $
$ $
$ $
$ $
860,000 860,000
$ $
$ $
891,500 891,500
$ $
31,500 31,500
$ $
860,000 860,000
$ $
31,500 31,500
$ $
$ $
$ $
$ $
$ $
$ $
$ $
$ $
$ $
$ $
$ $
$ $
$ $
$ $
$
462,185
$
478,361
$
31,500
$
31,500
$
$
$
$
$
895,000
$
30,000
$ 1,388,685
$
539,861
$ 1,388,685
$
539,861
Page 123 of 124
Rideau Valley Conservation Authority - 2020 Proposed Municipal Levy Apportionment
(February 19, 2020) Current Value Assessment (modified) in Watershed RVCA Member Municipality
Percentage in Watershed
For 2019
For 2020
Levy Portion Based on CVA (modified)
Difference
For 2019
For 2020
Municipal Levy
Difference
For 2019
For 2020
Difference
4 $
12,592,060
$
12,857,817
$
265,756.78
0.0121
0.0120
-0.0001 $
1,500.00
$
1,600.00
$100.00
North Dundas*
1 $
15,361,337
$
16,359,627
$
998,290.11
0.0148
0.0152
0.0004 $
1,500.00
$
1,600.00
$100.00
Clarence-Rockland
3 $
90,820,629
$
94,381,892
$
3,561,262.89
0.0876
0.0879
0.0003 $
5,108.64
$
5,305.75
$197.11
Westport
100 $
113,587,437
$
118,120,928
$
4,533,490.85
0.1096
0.1100
0.0004 $
6,389.27
$
6,640.26
$250.99
Augusta
19 $
152,973,266
$
157,955,403
$
4,982,136.69
0.1475
0.1471
-0.0004 $
8,604.71
$
8,879.58
$274.87
Central Frontenac
22 $
200,910,283
$
207,003,784
$
6,093,501.44
0.1938
0.1928
-0.0010 $
11,301.16
$
11,636.87
$335.71
Merrickville-Wolford
100 $
378,495,995
$
393,570,010
$
15,074,015.25
0.3651
0.3666
0.0015 $
21,290.32
$
22,124.83
$834.52
Montague
100 $
384,241,190
$
404,161,141
$
19,919,951.25
0.3706
0.3764
0.0058 $
21,613.48
$
22,720.22
$1,106.74
South Frontenac
13 $
421,589,078
$
433,431,737
$
11,842,659.15
0.4066
0.4037
-0.0029 $
23,714.29
$
24,365.69
$651.40
Elizabethtown - Kitley
61 $
690,548,792
$
702,302,839
$
11,754,046.57
0.6660
0.6541
-0.0119 $
38,843.22
$
39,480.48
$637.27
Beckwith
64 $
756,573,135
$
785,659,419
$
29,086,284.20
0.7297
0.7317
0.0020 $
42,557.07
$
44,166.44
$1,609.36
Drummond/North Elmsley
70 $
765,180,901
$
788,293,037
$
23,112,136.35
0.7380
0.7342
-0.0038 $
43,041.26
$
44,314.49
$1,273.23
Tay Valley
65 $
807,896,542
$
829,004,474
$
21,107,931.76
0.7792
0.7721
-0.0071 $
45,444.00
$
46,603.11
$1,159.11
Smiths Falls
100 $
864,768,062
$
886,651,308
$
21,883,246.15
0.8341
0.8258
-0.0083 $
48,643.01
$
49,843.77
$1,200.76
Perth
100 $
880,975,615
$
907,156,260
$
26,180,644.70
0.8497
0.8449
-0.0048 $
49,554.68
$
50,996.47
$1,441.79
Rideau Lakes
51 $
1,162,003,636
$
1,194,637,120
$
32,633,483.78
1.1208
1.1126
-0.0082 $
65,362.45
$
67,157.43
$1,794.98
North Grenville
67 $
1,708,213,328
$
1,778,421,344
$
70,208,016.39
1.6476
1.6563
0.0087 $
96,086.62
$
99,975.29
$3,888.67
Ottawa
46 $
94,272,384,576
$
97,661,448,790
$
3,389,064,214.18
90.9271
90.9567
0.0296 $
5,302,800.81
$ 5,490,111.87
$187,311.06
TOTALS: $ 103,679,115,862
$
107,371,416,930
3,692,301,068
100
100
*Athens and North Dundas are charged our minimum levy amount which is $1,600 for 2020.
0
5,833,355 $
6,037,523
Levy Increase:
$
Page 124 of 124
Athens*
204,168
3.5%
