Body: Committee of the Whole Type: Agenda Meeting: Committee of the Whole Date: October 13, 2020 Collection: Council Agendas Municipality: South Frontenac
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TOWNSHIP OF SOUTH FRONTENAC COMMITTEE OF THE WHOLE MEETING AGENDA
Audio Broadcast on Township’s Facebook Page https://www.facebook.com/SouthFrontenacTwp TIME: 7:00 PM, DATE: Tuesday, October 13, 2020 PLACE: Council Chambers/Electronic Participation. 1.
Call to Order
(a)
Roll Call & Motion
Declaration of pecuniary interest and the general nature thereof
Approval of Agenda
(a)
Motion
Public Meeting - N/A
Delegations - N/A
Reports Requiring Direction
(a)
Seniors Affordable Housing Presentation
3 - 21
(b)
Long Range Financial Plan Presentation
22 - 43
• (c)
CAO Priorities for 2021 •
(d)
Motion
Motion
Strategic Plan Progress Update •
44 - 46
Motion
Reports for Information - N/A
Rise & Report from Committees of Council
(a)
County Council
(b)
Arena Board
(c)
Police Services Board
Information Items - N/A
Notice of Motions
47 - 49
Page 2 of 49
Announcements/Statements by Councillors
Question of Clarity (from the public on outcome of agenda items)
Scheduled Closed Session
(a)
Motion: As permitted by the Municipal Act, Section 239.2 (b) Committee of the Whole will move into closed session to discuss personal matters about identifiable individuals, including municipal or local board employees, to receive a verbal report from the CAO regarding Township organizational structures, and succession planning; and (b) to discuss personal matters about identifiable individuals, including municipal or local board employees; and (d) labour relations or employee negotiations; to receive a verbal report from the CAO regarding the potential for Township delivery of Part 8 services to neighbouring municipalities.
(b)
Verbal report from the CAO regarding: • Township organizational structures, and succession planning.
(c)
Verbal report from the CAO regarding: • The potential for Township delivery of Part 8 services to neighbouring municipalities. Motion:
(d)
That Council move out of the Closed Session meeting 14.
Adjournment
(a)
Motion
South Frontenac Affordable Seniors Housing Proposed Steps and Timeline Page 3 of 49
Purpose Primary • To increase the availability of affordable housing for seniors Secondary • To increase the availability of housing for other demographics • To support the revitalization of Verona Page 4 of 49
Current Status • Approved Seniors Affordable Housing Business Case in 2017 • Acquired property in Verona in 2020 • Approved the acquisition of Verona Street/K&P Trail in Verona
• $340,000 in reserve with the County of Frontenac for affordable housing development in South Frontenac • To be accessed as 1/3 share of eligible costs Page 5 of 49
Recent Developments • Engaged Kingston Frontenac Housing Corporation (KFHC) regarding possibility of: • Consulting/project management on housing development • Contracted operation of housing
• Engaged Cunningham Swan (Township Legal) for recommendations on structure and governance of affordable housing development Page 6 of 49
• Formed internal staff Task Team to guide the development process
Proposed Steps in Development of Affordable Housing
Master Plan for Lands and surrounding area
Consulting Agreement
Market Research
Financial Modelling/Target Demographics
Property Management
Construction
Marketing/Rentals
Page 7 of 49
Zoning & Other Land use Planning
Not-for-Profit Housing Corporation
Site Plan/Architectural
1. Master Plan for Lands and Surrounding Area • High-level land use plan for property and surrounding lands • How the housing fits into Verona’s downtown • Traffic and parking • Pedestrian access and trails • Future connections • Lighting • Other amenities
Page 8 of 49
• Planning consultant to be hired • Public consultation
*Figures are intended as examples only
2. Consulting Agreement • Expertise in planning, funding, development and operations required • Township has in-house construction project management capacity • Significant value in affordable housing experience in project planning phase
Page 9 of 49
• Early discussions with Kingston Frontenac Housing Corporation (KFHC) regarding this consulting arrangement
*Figures are intended as examples only
3. Market Research • Limited data on current rental market demand • Updated info will inform housing design • Who is most in need? • What built form is best? • Multiple demographics/price points? • What sort of amenities are required? • What rental rates can the market bear? Page 10 of 49
• To be completed before financial modelling/target demographics
*Figures are intended as examples only
4. Financial Modelling/Target Demographics • Full cost recovery model desired • Typically requires a mix of market rate and affordable units
• Demographics based on market research • Higher density/unit count for economies of scale
te me nt
n 2019-Dec
2019
REVENUE Rents
Ye ar to Da
Non-rental revenue RGI Operat ing Subsidy TOTA L RE VENUE EXPENDIT URES Maintenance ex penses Municipal ta xes Administratio n serv ices Insurance co sts Prof essiona l serv ices Utilities Capital ex pe nditures Salaries an d benefits Sub-tota l Op
erat ing Ex
pe nse
Mortgage Interest co sts Mortgage Principal Tota l Oper
at ing Cost
Capital Rese
rv e
Net Cash S urplus
s
te
199, 455. 00 4, 951. 25 35,490.73 239,896.98 19,330.17 41,527.36 97.11 4, 464. 00 1, 491. 99 14,315.57 5, 159. 26 11,388.00 97,773.46 45,205.66 25,616.17 168,595.29 14,500.00
56,801.69
Page 11 of 49
• 2-3 stories possible • Between 10-30 units
Income S ta
Period = Ja
*Figures are intended as examples only
Cash Flow Operating Budget/Project Cost vs. Contribution PRO FORMA: 8 x one bdrm/1 x bachelour
Pro Forma
EXAMPLE
Revenue AHP - 6 units one bedroom @$736 MR - 1 unit Bach. bedroom @$ 850 MR - 2 units one bedroom @$1100 Parking Revenue (94012) Laundry Rent Loss 2% Net Annual Revenue
52,992 10,200 26,400 4,320 2,070 (1,792) 94,190
Operating Expense Maintenance-Materials and Services Common area Utilities Insurance Property Tax Sub-total Operating Expense
13,500 8,100 3,000 16,800 41,400
Total Net Operating Income (EBITDA)
52,790
Mortgage Payments ( 4.5%, 30 years) to match with AH level 30
42,826
Capital & Operating Reserve ( $500 per year x9 units) achieved 5% of rent
4,500
Net Cash Surplus
5,464
DSCR Assumptions: Construction Cost Soft Cost Hard Cost Total Project Cost Project Contributions Township Financing (external) Other Government Contribution CMHC Grant Total Contributions/Mortgage
1.23
209,353 1,357,291 1,566,644
Page 12 of 49
704,354 853,290 9,000 1,566,644
*Figures are intended as examples only
5. Zoning & Other Land-use Planning • Must be zoned for the intended use • Modelling/demographics will inform site uses • Number of units • Ancillary uses/purposes • Easements or Rights of way • Trails, parking, servicing requirements
Page 13 of 49
• Takes place concurrently with a number of other steps
*Figures are intended as examples only
6. Create Not-for-Profit Housing Corporation • What’s the best way to structure and govern the new development? • Direct Township involvement vs. separate Corporate structure • Limited liability desirable • Operate independently; self-funding business model • Let expertise guide ongoing operation/development • Involve Council and the community
• Township working with Cunningham Swan on a report to Council
Page 14 of 49
7. Financing • Identify best funding source • Infrastructure Ontario fixed rate long term loan? • In-house financing (reserves)? • CMHC or other affordable housing programs?
• Interest rate savings vs. stable payments • Who holds debt: Township or new NFP Corporation? Page 15 of 49
• Self finance and pay ourselves interest?
*Figures are intended as examples only
7. Site Plan/Architectural/Engineering • Contract architectural firm with affordable housing experience • HVAC/Mechanical • Laundry • Accessibility • Durability • Maintenance costs
Page 16 of 49
• Built form based on market research and modelling + desire to promote revitalization of Verona; local aesthetic important
*Figures are intended as examples only
8. Property Management Agreement • Ensure property management in place prior to commencing construction • Neither a new NFP structure nor the Township would have sufficient in-house property management capacity • Involves regular residential building maintenance, cleaning, leasing, tenant management
Page 17 of 49
• Contracted Property Management has potential to serve as resource to the Board • Early conversations with KFHC regarding property management contract
9. Tender/Construction • Proposing in-house project management with support from Affordable Housing consultant and engineering firm/architect
• Estimate 1½ years for tendering and construction • Q4 2021 – Q1 2023
• Consists of on-site and off-site works Page 18 of 49
• Works associated with the trail, roadway, off-site parking, road improvements, etc. may be treated as separate Township capital projects
*Figures are intended as examples only
10. Marketing/Rentals • Contracted Property Management responsibility • Availability/allocation subject to approved business model • seniors affordable units & market rate units
• Affordable Housing • Not associated with social or other subsidized housing wait lists Page 19 of 49 *Figures are intended as examples only
Potential Development Timeline 2020 Q3
2021 Q1
Q4
Q2
Q3
2022 Q1
Q4
Q2
Q3
Q4
2023 Q1
Verona Master Plan 12/20 - 4/21
Market Research 9/20 - 2/21
Planning
Financial Modelling/Target Demographics 4/21 - 6/21
NFP Corporation 5/21 - 7/21
Agreement for Consulting Services 1/21
Operating Agreement Jul 1
Financing 7/21 - 9/21 Development
Site Plan/Architecture 7/21 - 10/21
11/21 - 3/23
Marketing/Rentals 11/22 - 3/23
Page 20 of 49
Tender/Construction
Questions?
Page 21 of 49
2021 LONG RANGE FINANCIAL PLAN
Page 22 of 49
WHY? Every year, Council approves an annual budget which includes both operating and capital. The budget process is considered sufficient on a short-term basis to address the Township’s priorities and operational needs. However, as municipalities continue to face mounting financial challenges such as infrastructure costs, impacts from climate change, economic uncertainty, legislative pressures, and increased expectations from residents related to the delivery of service, there is a need for a long-term financial planning approach that goes beyond the annual budget process. The long-term financial plan does not commit council to the items or figures included within the plan. It is strictly a forecast to plan ahead for anticipated future needs. All future years will continue to go through the annual budget approval process.
Page 23 of 49
The long-term financial plan does not commit council to the items or figures included within the plan
BEST PRACTICE Both the Government Finance Officers Association (GFOA) and Municipal Financial Officers Association (MFOA) recommend that governments regularly engage in long-term financial planning and that this planning should combine financial forecasting with strategizing. A long-term financial plan should include an analysis of the financial environment, revenue and expense forecasts, affordability analysis, strategies for achieving/maintaining financial balance.
Page 24 of 49
Long-range forecast based on currently best available information
STRATEGIC LINK The long range financial plan is a key component in meeting Council’s priorities. Mission: • Setting exemplary service and infrastructure standards that the community can be proud of; • Managing our operations and assets in a financially sustainable manner; • Planning for the future, being proactive and having the capacity to adapt to change: Overarching Strategic Priority #3: • Ensure the organizational capacity to deliver cost-effective services in a changing world.
Page 25 of 49
Natural, Vibrant and Growing A Progressive Rural Leader
FINANCIAL STRATEGY
Responsible
Supporting the sound financial management and stewardship of public funds Balancing financial needs with providing reasonable rate increase for property owners
Flexible
Being able to respond to opportunities and challenges as they arise while maintaining a position of financial strength
Sustainable
Planning for tomorrow while addressing the priorities and needs of today Maintain service levels, invest in infrastructure and grow with the community while delivering value for money
Page 26 of 49
Balancing needs and priorities with affordability
GROWTH Delivering services for a growing community means ongoing financial pressures and challenges. Growth has led to the need for upgraded infrastructure and expanded municipal services.
Population and Household Projections 25,000
21,800
20,800
19,900
20,000 15,000
10,686
11,126
11,626 Households
10,000
Population
5,000 0 2021
2026
2031
Source: 2019 ‐ Watson & Associates Economists Ltd.
Page 27 of 49
80% of Frontenac County’s growth over the next 25 years will be in South Frontenac
AFFORDABILITY The median household income in South Frontenac was estimated to be $89,000 in 2015, which is higher than the provincial average of $74,000. The Township’s historical approach to financial planning has kept property taxes at affordable levels. South Frontenac has one of the lowest residential tax bills when comparing taxes to other neighboring municipalities.
Property Tax Comparison 0.0140
$3,494
$4,000 $3,435 $3,500
0.0120 $2,506
$2,964 $3,000
0.0100 0.0080
$2,500
$2,107
$2,000 0.0060 $1,500 0.0040
$1,000
0.0020
$500 $‐ South Frontenac
2019 tax rate
Gananoque
2020 tax rate
Loyalist
Central Frontenac City of Kingston
2020 Taxes ($) on average phase in assessment $267,286
Page 28 of 49
0.0000
FINANCIAL CONDITION To develop a long-range financial plan, a municipality must first assess its financial condition. Many factors should be considered when analyzing the Township’s financial position. Four indicators have been selected to analyze the financial position: • • • •
Taxes receivable as a % of taxes levied Reserves/Reserve Funds as a % of operating expenses Debt servicing costs as a % of operating revenues Capital asset consumption ratio
Through the Ministry of Municipal Affairs, the province provides annual financial indicators to each Municipality and assigns a rating of low to high based on a comparison to similar municipalities in the same region. The Township has a low rating in every ratio except the Capital Asset consumption ratio. Although above the provincial average, this ratio has been decreasing yearly which is reflective of the capital investments the Township has made. Overall, the ratios suggest that the Township is in good financial condition.
Financial Indicators *based on 2018 Financial Information Return
Rating
Actual
Average
Low
5.6%
8.7%
Reserve as a % of operating expenses
Low
73.0%
69.5%
Debt servicing costs as % of revenues
Low
0.1%
3.2%
Capital asset consumption ratio
Moderate
55.8%
46.3%
Page 29 of 49
Taxes receivable as a % of taxes levied
KEY CHALLENGES Infrastructure funding In 2012, the Township implemented a 1% of levy transfer to a dedicated Asset Investment Reserve (AIR) along with applying a yearly 5% increase to its roads construction capital budget – an example of our commitment to fully funding our infrastructure. The continuous review and update of the asset management plan remains a key driver of the estimates within the long range financial plan. Climate Change Climate change is having an impact on weather and weather patterns. In recent years, extreme weather events have been increasing in frequency and severity. This uncertainty impacts areas such as winter control and roads maintenance including drainage. The Township is developing a climate change adaptation and mitigation strategy which takes a risk-based approach in developing future actions. Mitigating risk and uncertainty External factors outside of the Township’s control can have an impact from a financial perspective. Changes to legislation, reduction in Provincial or Federal grant funding, or increases to fuel and energy prices are some examples of these factors.
Page 30 of 49
2021-2030 FORECAST The development of the long range financial plan incorporates the following assumptions: Assessment:
Phase-in of 1.5% per year except 2020 at 0% Growth of 1.75% per year
Inflation Factors:
Cost of Living Allowance Wages and benefits Insurance Utilities/Communications Fuel
Staffing:
One union and non-union position from 2021 to 2026 and one union position from 2027 to 2030
2% 2% 5% 4% 3%
Page 31 of 49
2021-2030 OPERATING FORECAST Projected Operating Expenses 35 Transfer to reserve‐ AIR 30
Transfer to reserve Other
Millions
25
Supplies Utilities/Communications
20
Insurance Other contracted Services
15
Other Waste Diversion Garbage and Recycling Collection
10
Policing Winter Control (incl Wages and Benefits)
5
Wages and Benefits 0 2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
The four main areas covering an average 74% of forecasted operating costs are: 32% 10%
*including associated wages and benefits
Policing Transfers to Reserve** **including Asset Investment Reserve (AIR)
13% 19%
Page 32 of 49
Wages and Benefits Winter Control*
2021-2030 OPERATING FORECAST Forecasted Operating Revenue 35
30
Other Income
25 Millions
Penalties on Taxes Investment Income
20
Government Grants Licenses, Rents and Permits
15
User Charges Other Taxes
10
Property Taxes
5
0 2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
Page 33 of 49
Property taxation represents 80% of operating revenues to fund operating expenses with the next highest revenue stream being government grants at 7%
2021-2030 CAPITAL FORECAST Forecasted Capital Expenses 18 16 14 12
Millions
10 8 6 4 2 0 2021 2022 2023 2024 2025 Roads & Bridges New guiderails/sidewalks/streetlights
2026 2027 2028 2029 2030 Equipment replacement Facilities ‐ existing Facilities ‐ new
Other*
*Other: Land/parks, studies, Solid Waste
Roads and Bridges and Equipment Replacement make up, on average, approximately 75% of the yearly capital expenses Page 34 of 49
2021-2030 CAPITAL FORECAST Projected Capital Funding 18 16 Parkland
14
Federal Gas Tax
Millions
12
Development Charges
10
Other Reserves
8
Equipment Reserves Government Grants
6
Asset Investment Reserve 4
Property Taxes
2 0 2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
Capital priorities shift year to year based on asset replacement needs and timing of specific projects which matches the required fluctuations in the funding. On average the funding can be broken down: 31%
Asset Investment Reserve
24%
Obligatory Reserves
21%
Other Reserves
21%
Government Grants
2%
Page 35 of 49
Taxation
2021-2030 FORECASTED RESERVES Forecasted Reserves 20 18 16
Millions
14 12
Reserve Balance‐Operating
10
Reserve Balance‐Capital Transfer to Reserves
8
Tranfer from Reserves 6 4 2 0 2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
Page 36 of 49
Stable reserve contributions yearly help to support the required Yearly capital funding and smooth out the impact of yearly fluctuations. • Capital reserves fluctuate between 1.4 to 10.5 million • Overall reserves range from 7.8 to 17.7 million • Average reserve balance 12.2 million compared to 14.3 in 2020 plan
2021-2030 FORECAST Forecasted Tax Levy and Expenses 60
50
Millions
40 Property Taxes 30
Capital Expenses Operating Expenses
20
10
0 2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
Page 37 of 49
• On average, property taxes fund 64% of operating and capital expenses • Under this scenario, taxpayer impact ranges from 2.03% to 2.43% (future estimates only)
2021-2030 FORECAST & ANNUAL BUDGETS •
The long-term financial plan does not commit council to the items or figures included within the plan.
•
The most important parts of the long range financial plan are the priorities within the plan.
•
Over the course of 10 years, changes to Council priorities and associated cost estimates are inevitable.
•
Council will have the opportunity to set target a tax rate for the 2021 budget at a subsequent budget direction meeting (est. November), independent of the estimated rates from the long range plan.
Page 38 of 49
2021-2030 CHANGES Below is a summary of changes from the 2020 version of the LRFP: Operating • Winter Control updated to 3 year average + 2% along with standby cost • Updated Recycling and Garbage Collection to reflect new contract including new households and 2% annual increases • Transfer to Reserves based on updated Fire Capital Plan Capital • Moved 2025 fire hall to 2024 and updated amount from $2 million to $4 million to incorporate consolidation of Verona and Hartington fire halls and adding joint facility for OPP (includes removal of prior year amounts for upgrades to existing OPP station and removal of generator in 2020 budget) • Removed Keeley Road Improvements $550,000 in 2021 • Administrative offices updated to $500,000 in 2023 and $2 million in 2024 • Road 38, phase 2 moved from 2024 to 2023 • Added $50,000 per year for new sidewalks • Moved Transportation masterplan from 2021 to 2022 • Removed Fire Master Plan $30,000 in 2021 (different from the Station Location Study) • Added Community Risk Assessment $50,000 in 2023 • Removed Community Benefit Plan $25,000 in 2020 and 2025 • Moved Waste Management Study to 2023 • Added Landfill Optimization Study $50,000 in 2022 • Added Feasibility Study – Municipal Servicing $100,000 in 2021 • Updated landfill closure based on Cambium report • Updated Senior’s affordable housing – Mortgage through operation and County grant , 2021 to 2023 with second project in 2027 to 2029
Page 39 of 49
Does the long range financial plan align with Council’s strategic priorities?
Questions?
Page 40 of 49
APPENDIX A Operating Forecast 2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
Property Taxes
17,795,000
18,626,000
19,321,000
20,176,000
20,997,000
21,804,000
22,499,000
23,253,000
23,979,000
24,727,000
Other Taxes
199,000
203,000
207,000
211,000
215,000
220,000
224,000
228,000
233,000
238,000
User Charges
1,159,000
1,194,000
1,230,000
1,267,000
1,305,000
1,344,000
1,384,000
1,426,000
1,468,000
1,512,000
Operating Revenues
Licenses, Rents and Permits
926,000
963,000
1,001,000
1,041,000
1,083,000
1,126,000
1,171,000
1,218,000
1,267,000
1,317,000
Government Grants
1,806,000
1,819,000
1,832,000
1,845,000
1,858,000
1,871,000
1,885,000
1,898,000
1,912,000
1,926,000
Investment Income
348,000
355,000
362,000
370,000
377,000
385,000
392,000
400,000
408,000
416,000
Penalties on Taxes
377,000
385,000
393,000
400,000
409,000
417,000
425,000
434,000
442,000
451,000
Other Income
11,000
12,000
12,000
12,000
12,000
13,000
13,000
13,000
13,000
14,000
22,621,000
23,557,000
24,358,000
25,322,000
26,256,000
27,180,000
27,993,000
28,870,000
29,722,000
30,601,000
Wages and Benefits
5,835,000
6,161,000
6,497,000
6,845,000
7,204,000
7,575,000
7,811,000
8,053,000
8,302,000
8,556,000
Winter Control (incl Wages and Benefits)
2,476,000
2,565,000
2,495,000
2,562,000
2,592,000
2,592,000
2,601,000
2,634,000
2,647,000
2,661,000
Policing
3,112,000
3,174,000
3,238,000
3,303,000
3,369,000
3,436,000
3,505,000
3,575,000
3,646,000
3,719,000
Garbage and Recycling Collection
1,143,000
1,166,000
1,189,000
1,213,000
1,237,000
1,262,000
1,287,000
1,313,000
1,339,000
1,366,000
837,000
854,000
871,000
888,000
906,000
924,000
943,000
962,000
981,000
1,000,000 2,290,000
Total Operating Expenses
Other Waste Diversion Other contracted Services
1,916,000
1,955,000
1,994,000
2,034,000
2,074,000
2,116,000
2,158,000
2,201,000
2,245,000
Insurance
280,000
294,000
309,000
324,000
340,000
358,000
375,000
394,000
414,000
435,000
Utilities/Communications
822,000
850,000
879,000
910,000
941,000
973,000
1,007,000
1,042,000
1,078,000
1,116,000
Supplies
1,974,000
2,018,000
2,063,000
2,109,000
2,156,000
2,204,000
2,253,000
2,303,000
2,355,000
2,408,000
Other
397,000
405,000
413,000
421,000
429,000
438,000
447,000
456,000
465,000
474,000
2,142,000
2,211,000
2,280,000
2,349,000
2,399,000
2,440,000
2,481,000
2,537,000
2,564,000
2,592,000
Transfer to reserve Transfer to reserve- AIR
1,687,000
1,904,000
2,130,000
2,364,000
2,608,000
2,861,000
3,125,000
3,400,000
3,686,000
3,984,000
Total
22,621,000
23,557,000
24,358,000
25,322,000
26,255,000
27,179,000
27,993,000
28,870,000
29,722,000
30,601,000
Page 41 of 49
APPENDIX B Capital Forecast 2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
Property Taxes
3,266,000
3,279,000
3,455,000
Asset Investment Reserve
2,150,000
1,900,000
2,000,000
3,463,000
3,621,000
3,823,000
4,181,000
4,499,000
4,937,000
5,338,000
5,906,000
2,900,000
2,500,000
2,750,000
2,862,000
5,479,000
3,291,000
Government Grants
570,000
581,000
593,000
604,000
0
0
0
0
0
0
Equipment Reserves
1,527,000
765,000
769,000
1,270,000
743,000
1,146,000
1,652,000
2,387,000
1,364,000
928,000
Capital Funding
Other Reserves
1,761,000
888,000
2,835,000
2,449,000
625,000
1,565,000
1,152,000
1,033,000
1,537,000
724,000
Development Charges
1,283,000
954,000
1,773,000
1,610,000
1,300,000
1,300,000
1,403,000
950,000
1,389,000
1,248,000
Federal Gas Tax
1,251,000
1,173,000
1,196,000
1,220,000
1,245,000
1,271,000
1,297,000
1,350,000
1,379,000
1,409,000
143,000
136,000
149,000
136,000
156,000
159,000
122,000
176,000
179,000
168,000
11,951,000
9,676,000
12,770,000
16,658,000
10,590,000
11,764,000
12,557,000
13,257,000
16,264,000
13,106,000
Roads
5,500,000
5,475,000
4,229,000
2,720,000
6,953,000
7,304,000
7,671,000
8,054,000
8,457,000
8,880,000
Bridges
800,000
1,000,000
1,076,000
1,130,000
1,187,000
1,246,000
1,309,000
1,376,000
1,444,000
1,517,000
Arterial Reserve
400,000
550,000
0
0
0
0
0
0
0
0
0
0
2,450,000
4,650,000
0
0
0
0
0
0
Subtotal Roads and Bridges
6,700,000
7,025,000
7,755,000
8,500,000
8,140,000
8,550,000
8,980,000
9,430,000
9,901,000
10,397,000
Roads -re-designed intersections
255,000
0
265,000
0
276,000
0
287,000
0
299,000
299,000
Guiderail upgrades
51,000
52,000
53,000
54,000
55,000
56,000
57,000
59,000
60,000
60,000
Sidewalks - New
50,000
50,000
50,000
50,000
50,000
50,000
50,000
50,000
50,000
50,000
Streetlights - New
31,000
31,000
32,000
32,000
33,000
34,000
34,000
35,000
36,000
36,000 894,000
Parkland Total Capital Expenses
Road 38
Facilities - Existing Facilities - New/Replacement Vehicles/Equipment-PW Vehicles/Equipment-PW- New Vehicles/Equipment-Fire Vehicles/Equipment-Building Vehicles/Equipment-Other Vehicles/Equipment-Other - New
750,000
764,000
781,000
796,000
812,000
829,000
845,000
861,000
880,000
2,000,000
510,000
2,081,000
5,306,000
0
0
0
0
2,343,000
0
712,000
722,000
724,000
729,000
692,000
945,000
760,000
706,000
766,000
860,000
0
0
371,000
0
0
394,000
0
0
418,000
0
815,000
44,000
45,000
496,000
51,000
156,000
892,000
1,682,000
553,000
68,000
0
0
0
45,000
0
45,000
0
0
45,000
0
301,000
218,000
348,000
319,000
315,000
248,000
377,000
258,000
430,000
263,000
0
0
0
0
0
0
0
0
0
0
Land/Parks
153,000
156,000
159,000
271,000
166,000
169,000
172,000
176,000
179,000
179,000
Studies
133,000
104,000
106,000
60,000
0
0
103,000
0
66,000
0
0
0
0
0
0
288,000
0
0
238,000
0
11,951,000
9,676,000
12,770,000
16,658,000
10,590,000
11,764,000
12,557,000
13,257,000
16,264,000
13,106,000
Solid Waste Management - closure costs Total
Page 42 of 49
APPENDIX C Capital Expenses Breakdown (non-indexed) 2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
0
0
0
4,000,000
0
0
0
0
0
0
Facilities - New/Replacement Firehall- joint facility with Police Station, combine Verona/Hartington Firehall
2,000,000
0
0
0
0
0
0
0
2,000,000
0
Community facility - growth related
0
0
0
1,000,000
0
0
0
0
0
0
Administrative Offices
0
500,000
2,000,000
0
0
0
0
0
0
0
Studies Growth Plan/Oficial Plan
30,000
0
0
0
0
0
40,000
0
0
0
Transportation master plan
0
50,000
0
0
0
0
50,000
0
0
0
Recreation Master Plan
0
0
0
0
0
0
0
0
0
0
Firehall Study
0
0
0
0
0
0
0
0
0
0
Community Risk Assessment
0
0
50,000
0
0
0
0
0
0
0
Service Delivery Review
0
0
0
0
0
0
0
0
0
0
Community Benefit Plan
0
0
0
0
0
0
0
0
0
0
Waste Management Study
0
0
50,000
0
0
0
0
0
0
0
DC Study
0
0
0
55,000
0
0
0
0
55,000
0
0
50,000
0
0
0
0
0
0
0
0
100,000
0
0
0
0
0
0
0
0
0
Landfill Optimization Feasibility Study- Municipal Servicing (incl Communal)
Seniors Affordable Housing* *to be financed through Mortgage
Page 43 of 49
Page 44 of 49
REPORT TO COMMITTEE OF THE WHOLE Office of the Chief Administrative Officer AGENDA DATE:
October 13, 2020
SUBJECT:
2021 CAO Priorities
RECOMMENDATION: That the report dated October 13, 2020 regarding the 2021 CAO Priorities be received. That Committee of the Whole provide staff with feedback regarding the proposed 2021 CAO Priorities as presented in this report. BACKGROUND: In August of 2020 Council completed the annual performance review for the Chief Administrative Officer (CAO). As part of that process, goals and objectives are to be set for the coming year. This report presents potential goals & objectives for the CAO for feedback prior to being formalized as part of the CAO’s ongoing performance management process. ANALYSIS/DISCUSSION: Goals & objectives for the CAO should follow the SMART theory of goal-setting meaning that they should be Specific, Measureable, Achievable, Realistic and Timely. The CAO’s oversight is at a necessarily high level within the organization; however, the position is ultimately responsible for ensuring that key strategic initiatives within each department are completed and that the organization is moving towards its longer term goals. This responsibility is fulfilled through the performance management of senior staff; by coordination of activities; ensuring sufficient resources and supports are available to achieve desired outcomes; and by managing challenges and opportunities that could impact the outcomes of those initiatives. Through discussions with senior staff and review of Council 2019-2022 Strategic Plan, the following goals & objectives are being put forward for discussion and feedback from Council. Priority #1 - Position South Frontenac as a Regional Leader
- Service Delivery Review Implementation (?) o Specific initiatives forthcoming o Municipal partner buy-in required
- Sydenham Water Consultation o Was delayed due to COVID-19 o Barring further pandemic impacts, roll out original plan in early 2021
- Communal Servicing Action Plan o The County is undertaking a second phase of the communal servicing project to identify a desirable governance model “Natural, Vibrant and Growing – a Progressive Rural Leader”
Page 45 of 49
REPORT TO COMMITTEE OF THE WHOLE Office of the Chief Administrative Officer o SF will need to incorporate communal servicing into its own policies including the new OP and subdivision standards 4. Delegated Planning Authority from the County o Formally express interest and set out a plan/timeline for delegation Priority #2 - Promote and support growth that meets the community’s needs while maintaining the integrity of our natural environment 5. Seniors Affordable Housing Development o Achieve target milestones in 2021 6. New Subdivision Standards o Nearing completion (~75%) o Requires consultant to refine areas that are currently urban-focused 7. Complete a Municipal Servicing (Water/Sewer) feasibility study o Companion to Communal servicing work being done by the County o Consider options for high-growth areas o Subject to budgetary approval 8. Climate Change Strategy o Completed in time to incorporate into 2022 budget 9. Successful Part 8 Implementation o Based on cost recovery; customer feedback; data tracking 10. Official Plan o Consultant hired, consultation underway or completed, and initial draft of new OP by end of 2021 o Will achieve a number of Strat Plan action items Priority #3 - Ensure the organizational capacity to deliver cost-effective services in a changing world 11. Procedural By-Law / Council / Committee Structure review o What is Council’s appetite for such a review? o Alternative is simply to update existing procedural by-law and other processes 12. Public Services Alternative Service Delivery Implementation o Initial phase to involve winter control and some other currently contracted services; roll out in Fall of 2021 o Likely a multi-year implementation 13. SFFR Fire Station Location Study / Joint Facilities o Was postponed until conclusion of Joint Service Delivery Review with Frontenac municipalities 14. Strategic Plan Mid-point Review 15. Construction of New Fire Hall in Battersea o Next priority station for SFFR due to closure of Station 9 on Carrying Place Road; “Natural, Vibrant and Growing – a Progressive Rural Leader”
Page 46 of 49
REPORT TO COMMITTEE OF THE WHOLE Office of the Chief Administrative Officer o Relocation from Storrington Centre site provides needed public services garage space
Priority #4 - Be a catalyst for the creation of vibrant, complete communities 16. Develop revitalization Plan for Verona o In conjunction with Seniors Affordable Housing 17. Recreation Master Plan o Underway – should be completed before end of 2021 18. Complete Township Branding o Implementation across various mediums will take place in 2021 19. Establish Lake Study Grant Program o First round of grants should be awarded by Q3 of 2021
STRATEGIC PLAN ALIGNMENT: The annual goals and objectives of the CAO should be aligned with the strategic priorities of the Township. This is the first time that formal goals and objectives will be established since the CAO was hired in July 2019. FINANCIAL/STAFFING IMPLICATIONS: CAO goals and objectives requiring a budgetary allocation will be brought forward for approval in the 2021 budget. If there is insufficient funding to achieve an objective, the CAO may propose changes to the annual goals. ATTACHMENTS:
- None. Submitted/Approved by: Neil Carbone Chief Administrative Officer
“Natural, Vibrant and Growing – a Progressive Rural Leader”
Page 47 of 49
REPORT TO COMMITTEE OF THE WHOLE Office of the Chief Administrative Officer AGENDA DATE:
October 13, 2020
SUBJECT:
2019-2022 Strategic Plan – Action Plan Update
RECOMMENDATION: That the report dated October 13, 2020 regarding 2019-2022 Strategic Plan/Action Plan Update be received. That Committee of the Whole provide staff with feedback regarding the 2019-2022 Strategic Action Plan. BACKGROUND: In the fall of 2019 Council approved a new Strategic Plan for the Township for this term of Council (2019-2022). The Township’s new Vision, Natural, Vibrant and Growing – a Progressive Rural Leader, has served as the organization’s mantra for the past ten (10) months, with all departments being involved in and kept informed of the Township’s progress towards achieving this vision and our four (4) overarching strategic objectives. In early 2020, an Action Plan was developed by the Senior Leadership Team to operationalize the strategic priorities. These actions were reviewed and approved by Council in Q1 of 2020. This report provides an update on the organization’s progress towards completing those strategic activities. ANALYSIS/DISCUSSION: Attached to this report is the approved strategic action plan which includes initiatives that were to be undertaken over a two-year period in 2021 and 2022. Of the 64 total activities identified:
13 have been completed or are ongoing activities that are now in place;
21 have had significant progress or are nearing completion (50-99%);
Several items will need to be rescheduled due in part to delays caused by the COVID-19 pandemic or other factors; and
Three (3) are proposed to be omitted due to changing needs/circumstances, as outlined below: o B7 – Develop Community Benefit Charge Policy – no longer applicable under legislative changes o D2 – Implement complaint/service request tracking system for customer service – need not as great as initially perceived; assessing the functionality/sufficiency of upcoming software (CityView & County Public Engagement Platform)
“Natural, Vibrant and Growing – a Progressive Rural Leader”
Page 48 of 49
REPORT TO COMMITTEE OF THE WHOLE Office of the Chief Administrative Officer o D4 – Create sign pollution by-law – Current Roads By-law already contains robust guidelines for signage; question of enforcement and/or revisions to the current by-law Staff is able to answer questions regarding any of the items contained within the plan and is seeking Council feedback regarding priority levels or additional items. This action plan information is also intended to assist Council in discussing the CAO’s Goals and Objectives for 2021. A final updated action plan will be brought for Council endorsement at a later date.
STRATEGIC PLAN ALIGNMENT: Review of the status of the current Action Plan is an interim step before a more robust review of the strategic plan in 2021. Since the Strategic Plan/Action Plan were only established in late 2019/early 2020, staff does not intend to conduct a full review/update with Council until 2021 unless Council requests otherwise. FINANCIAL/STAFFING IMPLICATIONS: No financial implications. Activities within the plan with budgetary implications will be proposed/incorporated into annual budgets and/or brought forward to Council separately for approval. Endorsing action items does not constitute budgetary approval of the activities.
ATTACHMENTS:
- 2020-2021 Strategic Plan – Action Plan
Submitted/Approved by: Neil Carbone Chief Administrative Officer
“Natural, Vibrant and Growing – a Progressive Rural Leader”
Page 49 of 49 SOUTH FRONTENAC STRATEGIC PLAN ACTION ITEMS 2020 - 2021
2020
Strategic Priority Action Items TASK NAME
ASSIGNED TO
% COMPLETE
PRIORITY
Metric?
Jan
Feb
Mar
Apr
May
Jun
Jul
2021 Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
INDIVIDUAL SUCCESS INDICATOR (KPIs)
Priority #1 - Position South Frontenac as a Regional Leader A
1 Share South Frontenac’s successes regionally and provincially
A
2 Regional Service Delivery Review
Louise
A
3 Assess opportunities to collaborate with regional partners
Neil
A
3a
Fire Hall Location Study (w/regionalconsiderations)
Darcy
A
3b
Develop 1:1 relationships with senior governmentsand City of Kingston
Neil
A
3c
Regional Roads leadership & explore partnership opportunities
Neil
A
3d
Champion Eastern Ontario or regional waste/recycling approach
Mark
A
4 Plan annual senior staff/council strategy & team building activity
Neil
A
5 Increased lobbying of Province through delegations and briefing notes
Neil
A
6 Implement service level standards stage of Asset Management
Louise
A
7 Integrate Strategic and other Plans with 2020+ Budget Processes
Neil
A
8 Council/Dept. planning capacity to assume delegated authority
Neil
A
9 Enhance and Formalize Communications Role
Neil
A
9a
A
10 Major Planning Activties
A 10a
All
Sydenham Water consultation and outreach
Mark
Develop Communal Servicing standards and financial model
Claire
A 10b
Initiate Recreation Master Plan
Tim
A 10c
Update SFFR asset management plan; medical call considerations
Darcy
A 10d
Transportation Master Plan
Mark
A 10e
Township branding exercise
Neil
75 100 100 5 100 50 0 50 10 50 100 80 75 10
50 75 100 0 50
Ongoing
Yes
of events/engagements/recognition
Increased
Yes
quantified savings or efficiencies ($)
Ongoing
Yes
quantifiable benefits ($)
Regular
No
Completion/savings through consolidation
Ongoing
No
communications/Partnerships
Increased
No
Establish a RRN (or progress); savings realized;
Regular
No
Develop and present a strategy to EOWC
Regular
No
2 x teambuilding events in 2020
Ongoing
Yes
At least 1 x delegation at FCM or AMO annually;
Increased
No
Service Level stage completed
Regular
No
Regular
No
Regular
No
Increased
No
High
No
High
No
Increased
Yes
Updated budget process for 2021; allocations and presentation Achieve full complement; formally notify County of request
press releases, # earned media, # social
media posts, # impressions Qualitative; stakeholder survey
Standards estabilshed and presented to Council for consdieration Consultant hired; committees working with them on Plan cost savings from SDR recommendations and reduced fleet size ($)
Regular
No
Completed;
Increased
No
New branding ready for implementation in 2021
Priority #2 - Promote and support growth that meets the community’s needs while maintaining the integrity of our natural environment B
1 Implement Land Management software/technology solutions
Claire
100
High
Yes
reduced permit timelines;
B
2 Climate Change Adaptation and Mitigation Strategy
Neil
25
High
No
Completed;
B
3 Get seniors housing development in Verona underway
Jamie
75
High
No
of new units created; full cost -recovery
operation
B
4 Review and Update Roads By-Law
Mark
0
Regular
No
Completed;
B
5 Establish formal committee with Lake Associations/residents
Neil
100
High
No
Completed;
B
5a
Establish Lake Study grant program
Mark
0
Increased
Yes
$ leveraged; studies completed
B
5b
Develop cost-effective approach to septic tank concerns
Tom
0
Increased
Yes
tanks inspected; tank inventory;
septics repaired/improved/new
B
6 Finalize subdivision standards
Claire
75
Increased
No
Completed;
B
6a
Develop Village Revitalization Standards
David
10
Regular
No
Completed;
B
6b
Establish policies for Roads reconstruction - complete streets (OP)
David
0
Regular
No
Completed;
B
7 Develop Community Benefit Charge policy
High
Yes
$ generated through charge
B
8 Begin tracking timeframes for application processing
B
Claire
Omit
Project Manager
15
Increased
Yes
Establish baseline timeframes
9 Pursue recruitment and other options to address volunteer FF deficiencies
Alex
50
Regular
No
volunteers recruited; complement at
each station
B
10 Develop multi-year plan for code compliance inspections
Darcy
25
Ongoing
Yes
of inspections; reduced code infractions
B
11 Implement electronic burn permit program
Darcy
50
High
Yes
permits sold; $ generated; reduction in
incidents responded to
Priority #3 - Ensure the organizational capacity to deliver cost-effective services in a changing world
completed development plans; training
completed Employee survey feedback; % completion of action items
C
1 Succession-planning; establish training and development plans
All
75
Ongoing
No
C
2 Establish strategic plan implementation plan & comms strategy/rollout
Neil
100
High
No
C
3 Review of Administrative and other office/facility needs
Neil
25
Regular
No
Updated LR financial/capital plan
C
3a
Neil
15
Regular
No
identified opportunities; $ savings from
original LRFP/Capital
C
4 Initiate records management update; initial phase (electronic) in 2020
Angela
35
Increased
No
Completion;
C
5 Identify required by-law updates and initiate their review
All
25
Ongoing
No
Review Township lands and other land opportunities to identify highest/best uses
C
5a
Update procedural by-law including review of standing committees
Angela
10
Increased
No
Buy-in from Council; staff/council time saved; $ saved
C
5b
Prioritize and update HR policies
Jillian
50
Increased
No
Completion;
C
5c
Review and update procurement by-law
Louise
0
Regular
No
Completion;
C
5d
Consolidated and updated fees & charges by-law withannual indexing
Louise
50
Increased
Yes
Additional revenue generated;
C
5e
Burn By-Law updated re: new permitting system
Darcy
100
Increased
No
C
5f
Building By-Law updates re: Septic Inspection
Tom
75
Increased
No
C
6 Transition By-law enforcement administration from DS to CLERK
Angela
75
Increased
No
Completion;
C
6a
Review By-law enforcement and animal control contracts in 2020
Angela
25
Increased
No
Completion;
C
6b
Assess opportunities to utilize Administrative Penalties; developby-law
Angela
90
Increased
No
C
6c
Begin code infraction enforcement and institute related penalties
Darcy
100
Regular
Yes
C
7 Revise permit and other application forms and processes
Claire
50
Regular
Yes
C
8 Renovate Development Services Offices to accommodate growth
Jamie
100
High
No
Completion;
C
9 Recruit for Planners & Project management position
Claire
100
High
No
Completion; Reduced staff overtime
C
10 Update/create standard operating procedures for SFFR
Darcy
50
Ongoing
No
Completion;
Ongoing
No
Regular
No
Completed profile; supported investment $; # new businesses
Admin Penalties established; Fine $ generated; infraction reduction fine revenues/% cost recovery; deterrence/reduced incidents Customer satisfaction survey improvements
Priority #4 - Be a catalyst for the creation of vibrant, complete communities D
1 Enhance our Economic Development Activities
Neil
D
1a
Work with Executive Assistant to develop community profile
Emily
D
1b
Support updated EcDev strategy at County level w/greater SF input
Neil
15
Regular
No
new businesses, Open Farms data
D
1c
Pursue grant funding opportunities where aligned with priorities
Neil
100
Ongoing
Yes
grant $ secured; # projects supported
D
2 Implement complaint/service request tracking for customer service
Angela
Regular
Yes
Establish base line data; track resolution timeframes
D
3 OP supports complete communities and innovative rural development
Claire
10
High
No
amount of new development
D
3a
Prioritize public amenities and seniors needs in capital works
Claire
0
Regular
No
Complete; included in OP
D
3b
Develop revitalization plans for Verona (assoc.with seniors housing)
Mark
15
Increased
No
Completion; $ private investment leveraged
D
4 Create sign polution by-law (determine nature of by-law)
Mark
Regular
No
Reduced sign pollution
D
5 Consider wayfinding signage plan (following branding)
Neil
0
Regular
No
D
6 Ensure success of new Recreation Committee structures and input
Tim
50
High
No
25
Omit
Omit
Grants obtained for implementation; public feedback; Committee continuation; Rec Master Plan completion
