Council - 02 Sep 2025 - Agenda — North Frontenac News Media

Published September 2, 2025

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Body: Council Type: Agenda Meeting: Regular Date: September 2, 2025 Collection: Council Agendas Municipality: South Frontenac

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Page 1 of 138

Township of South Frontenac Council Meeting Agenda

TIME: DATE: PLACE:

6:15 PM, Tuesday, September 2, 2025 3910 Battersea Road/Virtual Via Zoom .

Meeting to Order

Resolution

That the Council meeting of September 2, 2025 be called to order at ___ p.m. 2.

Roll Call

Approval of Agenda (and Addendum)

Resolution

4-6

That the agenda be amended to include the addendum.
That the agenda as amended, be approved.

Disclosure of Pecuniary Interest

Committee of the Whole “Closed Session”

Resolution

That Council resolve itself into Committee of the Whole “Closed Meeting” to consider the following items:

Personal matters about an identifiable individual, including municipal or local board employees - Performance Review
Approval of August 12, 2025, Committee of the Whole, “Closed Meeting” Minutes. b)

Personal Matters about an identifiable individual, including municipal or local board employees - Performance Review

Approval of August 12, 2025, Committee of the Whole, “Closed Meeting” Minutes.

Resolution

That Council rise from Committee of the Whole “Closed Meeting” without reporting. 6.

Recess (If Required)

Ceremonial Presentations

Public Meeting

Delegations

Briefings

Representatives from Watson & Associates Economists LTD. will be present to speak to Council regarding the Asset Management Plan for Non-core Infrastructure Assets.

7 - 20

Page 2 of 138

Reports from Administration

Asset Management Plan – Non-core Assets

21 - 75

That Council approve the 2025 Asset Management Plan – Non-core assets including the gravel roads component which falls under core assets as attached under Attachment A of Report 2025-129. b)

City of Kingston- COCHI/OPHI – Grant Application

76 - 78

That Council endorse the grant requests submitted to the City of Kingston under the Canada-Ontario Community Housing Initiative (COCHI) and Ontario Priorities Housing Initiative (OPHI) totalling $1.4 million to support the Verona Housing Project. That Council authorize the Mayor and Clerk to execute all corresponding agreements and registrations should the requests be successful. c)

Appointment of Deputy Chief Building Official

79 - 81

That Matt Doyle be appointed as a Deputy Chief Building Official for the Township of South Frontenac; That By-law 2025-58, attached to Report Number 2025-123, as Exhibit A, being a Bylaw to amend By-law 2024-11, A By-Law to Appoint Deputy Chief Building Officials, be given first and second reading; That By-law 2025-58 be presented to Council for third reading. d)

Stop up and Close a Portion of Hinchinbrooke Road

82 - 85

That Council approve By-law 2025-59 to close a portion of Hinchinbrooke Road; That notwithstanding By-law 2025-33, being “A By-law to Prescribe the Form, Manner and Times for the Provision of Notice”, By-law 2025-59, attached to Report Number 2025-124, as Exhibit A, “A By-Law to Stop up, Close, and Declare Surplus a Portion of Road in the Township of South Frontenac as a result of Reconstruction on Hinchinbrooke Road” be given first and second reading; and That By-law 2025-59 be presented to Council for third reading. e)

Purchase of Used Fire Pumper

86 - 87

That Council support the purchase of a 2007 Spartan Pumper, required upgrades and supplies to an upset budget of $130,000; and That the purchase be funded from the Asset Investment Reserve. 12.

Reports from Advisory Committees

Information Reports

Strong Mayor Powers – Procedural Guide

88 106

Verona Housing Update

107 114

Page 3 of 138

Committee of the Whole

Communications

Received from Eastern Ontario Wardens’ Caucus (EOWC) regarding the August 2025 newsletter.

Tabling of Documents

New Business

Notice of Motion

Councillor Pegrum presented the following Notice of Motion at the August 12, 2025 Council meeting:

115 130

That the Director of Emergency Services prepare a report to Council prior to 2026 Budget Deliberations outlining options and costs associated with erecting signs to communicate fire burn ban status at Township of South Frontenac Fire Stations. 19.

Approval of Minutes

Resolution

131 137

That the minutes of the August 12, 2025 Council meeting be approved. 20.

Approval of By-laws

Resolution

That By-laws Number (1) and (2) be given third reading.

By-law 2025-58 - A By-Law to Amend By-Law Number 2024-11, A By-Law to appoint Deputy Chief Building Officials
By-law 2025-59 - A By-Law to Stop up, Close and Declare Surplus a Portion of Road in the Township of South Frontenac as a result of Reconstruction on Hinchinbrooke Road

Committee of the Whole “Closed Session”

Confirmation By-law

Resolution

138

That By-law 2025-60, being a by-law to confirm generally all actions and proceedings of the Council of the Township of South Frontenac, be given first and second reading; and That By-law 2025-60, being the confirmatory by-law, be given third reading, signed and sealed. 23.

Date of Next Meeting

The next Council meeting is scheduled for October 7, 2025 at 7:00 p.m.

Adjournment

Resolution

That the Council meeting of September 2, 2025 be adjourned at ___ p.m. South Frontenac is a welcoming and thriving rural community

Page 4 of 138 Office of the Clerk 4432 George St, Box 100 Sydenham ON, K0H 2T0 613-376-3027 jthompson@southfrontenac.net Addendum – September 2, 2025 Council Meeting 11. Reports from Administration f)

Committee of Adjustment – Appointment of Public Member

That ________ be appointed to the Committee of Adjustment, as a public representative, for the term of Council.

www.southfrontenac.net

Page 5 of 138

To:

Council

From:

Office of the Clerk

Date of Meeting:

September 2, 2025

Subject:

Committee of Adjustment – Appointment of Public Member

Report Number:

2025-131

Summary The purpose of the Report is to provide Council with the necessary background information to appoint one member of the public to the Committee of Adjustment for the remainder of the term of Council, to fill the existing public member vacancy. Recommendation That ________ be appointed to the Committee of Adjustment, as a public representative, for the term of Council. Background Report Number 2025-099, considered by Council at the July 15, 2025 meeting provides additional context regarding this matter. Discussion/Analysis Detailed information regarding the mandate of the Committee of Adjustment can be found in the Committee By-law. As mandated in the Notice By-law, between August 7, 2025 and August 27, 2025 members of the public were afforded an opportunity to submit an application to serve on the Committee of Adjustment for the remainder of the term of Council. Advertisement occurred in the Frontenac News on August 7, 14 and 21, 2025. Throughout the recruitment period additional advertisement appeared on the Township of South Frontenac website and social media channels. Four residents submitted applications to serve on the Committee of Adjustment. All applicants were required to complete the application form found on the Township of South Frontenac website and were welcome to submit additional documentation in support of their application. Additionally, all applicants were required to confirm that they are eligible to serve on a Township of South Frontenac committee or board.

www.southfrontenac.net South Frontenac is a welcoming and thriving rural community.

Township of South Frontenac Staff Report Number -2025-0XX

Page 6 of 138

Applications were received from the following residents Patrick Diotte, Kent Labbett, Adam Douglas Pilszak and Ross Weldon. Application packages were distributed to members of Council separately and are available upon request. Financial Implications Not applicable. Relationship to Strategic Plan ☒ Not applicable to this report. ☐ This initiative adheres to the following strategic pillars and directions of the 2023-2026 Strategic Plan. • •

Pillar: Choose an item. Action Item (If Applicable): Insert Text

James Thompson, Clerk Approved By:

Louise Fragnito, Chief Administrative Officer www.southfrontenac.net South Frontenac is a welcoming and thriving rural community.

Township of South Frontenac

Asset Management Plan for Non-core Infrastructure Assets September 2, 2025

Page 7 of 138

Council Presentation

Introduction Asset Management Plan

• Watson & Associates Economists Ltd. (Watson) was retained to assist with the development of an Asset Management Plan for the Township of South Frontenac’s (Township) non-core assets and gravel roads. • The main objectives of this AMP are:

Levels of Service

Lifecycle Expenditures

Bring the Municipality into compliance with the July 1, 2024, requirements of O. Reg. 588/17.

Develop a Levels of Service framework for tracking performance and setting future targets.

Develop a 10-year forecast of upcoming lifecycle expenditures to maintain current levels of service.

Page 8 of 138

Regulatory Compliance

Introduction Ontario Regulation 588/17 1-Jan-18

1-Jul-19

1-Jul-20

1-Jul-21

1-Jul-22

1-Jul-23

1-Jul-24

1-Jul-25

Strategic Asset Management Policy Asset Management Plans - Current Levels of Service

Current lev els of serv ice
Asset (inv entory) analysis
Current performance of assets
Lifecycle activities and costs to maintain current lev els of serv ice
Impacts of growth on current lev els of serv ice

Core municipal infrast ruct ure asset s

All municipal infrast ruct ure asset s

Asset Management Plans - Proposed Levels of Service

Proposed lev els of serv ice
Proposed performance of assets
Lifecycle activities and costs to achiev e proposed lev els of service
Financial strategy
Impacts of growth on proposed lev els of serv ice
Risk assessment

Update 2

Page 9 of 138

Deadline for completion

Current Asset Valuation Core Assets, $394.8M, 64%

Asset Category

$618

Fleet and Equipment

• Fire fleet (e.g., pumpers, tankers, rescue vehicles, etc.) • Fire equipment (e.g., extrication equipment, pumps, cameras, etc.) • Heavy equipment (e.g., graders, backhoes, etc.) • Passenger vehicles and trucks (including tandems) • PW Equipment (e.g., trailers, mowers, etc.)

Transportation

• 11 traffic signals • 606 streetlights • 17.4 km of sidewalks • 195.4 km of gravel roads*

Parks and Recreation

Various pieces of play equipment as well as built infrastructure emplaced at baseball diamonds, soccer fields, sports courts, and football fields

Parks and Recreation, $12.3M, 6%

Transportation, $55.2M, 25%

$223.4 million

Fleet and Equipment, $37.8M, 17%

Facilities, $118.1M, 53%

Page 10 of 138

Facilities

66 facilities that support General Government operations, Protection Services, Recreation and Culture Services, and Transportation Services

million

Non-core Assets and Gravel Roads, $223.4M, 36%

Description

*Although gravel roads are classified as core infrastructure assets by O. Reg. 588/17, they are included within this non-core AMP because they were previously excluded from the Township’s 2023 AMP for its core infrastructure assets

Condition Assessment Methodologies Asset Category

Condition Assessment Methodology

Facilities

Facility Condition Index (FCI) ratings calculated by forecasting the repair, maintenance, rehabilitation, and replacement requirements for each building over a 5-year forecast horizon and expressing the sum of these requirements as a percentage of the replacement cost of the facility

Fleet and Equipment

Assessed based on age relative to useful service life (i.e., based on the percentage of useful life consumed (ULC%))

Transportation

*Weighted average

FCI Rating: 13.0% (Poor)

ULC%: 65% (Good)

Condition State: Fair Qualitative condition states assigned to assets based on their observed physical condition utilizing a five-point scale ranging from ‘Very Good’ to ‘Very Poor’

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Parks and Recreation

Average Condition*

Condition State: Fair

Asset Condition – Facilities

10 Facilities

3 Facilities

2 Facilities

1 Facility

10,000 sq.ft

1 Facility

20,000 sq.ft

3 Facilities

30,000 sq.ft

6 Facilities

40,000 sq.ft

7 Facilities

50,000 sq.ft

5 Facilities

Gross Floor Area

60,000 sq.ft

9 Facilities

70,000 sq.ft

12 Facilities

Distribution of Facilities (square footage) by FCI% Rating Range

0 sq.ft

Page 12 of 138

FCI% Rating Range

Asset Condition – Fleet & Equipment Distribution of Replacement Cost by Condition State $20M

Replacement Cost

$15M

$10M

$5M

Very Good

Good

Fair

Poor

Very Poor

Condition State 6

Page 13 of 138

$0M

Asset Condition – Transportation Distribution of Replacement Cost by Condition State

Asset Type

Streetlights

Traffic Control Signals & Beacons

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Percentage of Replacement Cost Very Good

Good

Fair

Poor

Very Poor 7

Page 14 of 138

Asset Condition – Transportation Distribution of Length by Condition State

Asset Type

Gravel Roads

Sidewalks

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Percentage of Length in Kilometres Very Good

Good

Fair

Poor

Very Poor 8

Page 15 of 138

Asset Condition – Parks & Recreation Distribution of Replacement Cost by Condition State $6.5M

Replacement Cost

$5.2M $3.9M

$2.6M $1.3M

Very Good

Good

Fair

Poor

Very Poor

Condition State 9

Page 16 of 138

$0.0M

Lifecycle Expenditure Forecast – Current Levels of Service Asset Category Facilities Fleet and Equipment Transportation Parks and Recreation

Methodology to Develop Lifecycle Expenditure Forecast Repair, rehabilitation, and replacement requirements assessed at a component level through Building Condition Assessments conducted on each facility

Gravel roads: Annual allowance ($340K) to gradually reconstruct entire gravel road network Other assets: Timing of upcoming lifecycle activities determined through physical condition assessments and, where necessary, based on asset ages and useful life expectancies

*Uninflated (i.e., values in 2025$)

$28,332,000

$24,806,000

$4,884,000

$4,884,000 Page 17 of 138

TOTAL

Total CAPEX* (2026-2035)

$62,906,000

10-year Lifecycle Expenditure Forecast $12.0M

$10.0M

$9.6M

$8.0M

$7.2M

$6.0M

$6.9M $5.2M

$5.2M

$4.4M $4.0M

$3.6M

$3.7M

2033

2034

$2.0M

2026

2027

Facilities

2028

2029

Fleet & Equipment

2030

2031

2032

Transportation

2035

Parks & Recreation 11

Page 18 of 138

$0.0M

Next Steps • Council to consider approval of Asset Management Plan for Noncore Infrastructure Assets and Gravel Roads • Watson to submit finalized version of Asset Management Plan under “Final Report” label • Asset Management Plan to be published on Township’s website

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Q&A and Discussion

Page 20 of 138

Page 21 of 138

To:

Council

From:

Office of the Chief Administrative Officer

Date of Meeting:

September 2, 2025

Subject:

Asset Management Plan – Non-core assets

Report Number:

2025-129

Summary This report provides information on the Township’s Asset Management Plan on non-core assets and is submitted for Council approval. Recommendation That Council approve the 2025 Asset Management Plan – Non-core assets including the gravel roads component which falls under core assets as attached under Attachment A of Report 2025-129. Background In 2017, the Province approved O.Reg 588/17, which requires Ontario municipalities develop Asset Management Plans (AMP). The Regulation indicated that municipalities must: • • • •

Develop a strategic asset management policy by July 01, 2019 Develop an asset management plan including core infrastructure assets with current levels of service by July 01, 2022 Develop an asset management plan including all infrastructure assets with current levels of service by July 01, 2024 Develop an asset management plan with proposed levels of service, and lifecycle management and financial strategy by July 01, 2025

South Frontenac approved the Asset Management Policy in 2019. The Township of South Frontenac approved its first Asset Management Plan (AMP) in 2016, which provided a base inventory and financial direction at that time on the Township core assets. An updated Asset Management Plan (AMP) on core assets was approved in December 2023 which includes hard surfaced roads, large bridges and culverts, drinking water and stormwater drainage assets.

www.southfrontenac.net South Frontenac is a welcoming and thriving rural community.

Township of South Frontenac Staff Report Number: 2025-129

Page 22 of 138

Discussion/Analysis Over the last year, Public Services has coordinated the creation and consolidation of the required data to create the non-core asset management plan (AMP) for the Township. As referred to in the attached report from Watson & Associates Economist Ltd (Watson), page 8, the following key steps were required:

Compile asset information into complete inventories that contain relevant asset attributes such as size, quantity, age, useful service life expectations, and replacement cost. As part of this step, replacement costs were updated, where required, using applicable inflationary indices.
Define and assess the current condition of assets utilized data from condition assessments completed by third-party service providers, staff-led condition assessments, and, where necessary, age-based condition analyses.
Define and document current levels of service based on the Township’s best available data.
Develop lifecycle management strategies that identify the activities required to maintain current levels of service.
Prepare a summary of forecasted capital and significant operating expenditures arising from the activities identified in the lifecycle management strategies.
Document the asset management plan in a formal report to inform future decisionmaking and to communicate planning to municipal stakeholders. All the steps mentioned above were undertaken internally by staff except for step 5 and 6 which were coordinated through Watson with input and review from staff and the facility condition assessment. The estimated replacement cost of the assets included in the non-core asset management plan is $223.4 million. Below is the distribution of the replacement cost by category and its corresponding percentages (Table 1-1 and figure 1-1 of Appendix A):

www.southfrontenac.net South Frontenac is a welcoming and thriving rural community.

Township of South Frontenac Staff Report Number: 2025-129

Page 23 of 138

Information is also provided on the condition rating of assets. The attached report under Appendix A further clarifies how each asset categories assessed its condition. It is important to note that many factors can impact how condition is assessed and a categorization of poor, for example does not automatically mean than an asset will take priority in the capital forecast. Assets will be addressed on a priority basis using a riskbased approach. The information such as the projected date of renewal are estimates or guidelines but the data will be reviewed yearly as well as obtaining further information required to inform the development of the capital plan and long-range financial plan. The detailed version of the Asset Management Plan for non-core assets is included under Appendix A. Please note that this document also includes gravel roads. Gravel Roads fall under core assets but have been added in this document to supplement the 2023 core asset information.

www.southfrontenac.net South Frontenac is a welcoming and thriving rural community.

Township of South Frontenac Staff Report Number: 2025-129

Page 24 of 138

Financial Implications The Asset Management Plan does not commit Council to fund any one project, but it is a tool that is used to assess the financial requirements of the municipality relating to its noncore asset renewals. Relationship to Strategic Plans ☐ Not applicable to this report. ☒ This initiative adheres to the following guiding principle of the 2023-2026 Strategic Plan. •

Priority: Financial Sustainability

Climate Considerations ☒ Not applicable to this report. Notice/Consultation Watson & Associates Economists Kyle Bolton, Director of Public Services Troy Dunlop, Manager of Engineering and Capital Projects Tim Laprade, Recreation and Facilities Manager Del Blaney, Director of Emergency Services/Fire Chief Stephanie Kuca, Director of Finance/Treasurer Kyle Griese, Financial Analyst Attachments Appendix A Asset management plan – non-core assets Approvals Approved By:

Louise Fragnito, CPA CGA, Chief Administrative Officer

www.southfrontenac.net South Frontenac is a welcoming and thriving rural community.

Page 25 of 138

Asset Management Plan for Non-core Infrastructure Assets Township of South Frontenac

Draft Report – R1

August 27, 2025

Watson & Associates Economists Ltd. 905-272-3600 info@watsonecon.ca

Page 26 of 138

Table of Contents Page 1.

Introduction………………………………………………………………………………………… 1-1 1.1 Overview ……………………………………………………………………………………. 1-1 1.2 Legislative Context for Municipal Asset Management ………………………. 1-2 1.3 Asset Management Plan Development …………………………………………… 1-4

State of Local Infrastructure and Levels of Service ………………………………. 2-2 2.1 Facilities …………………………………………………………………………………….. 2-2 2.1.1 State of Local Infrastructure ………………………………………………. 2-2 2.1.2 Condition ………………………………………………………………………… 2-5 2.1.3 Current Levels of Service ………………………………………………….. 2-8 2.2 Fleet and Equipment ………………………………………………………………….. 2-10 2.2.1 State of Local Infrastructure …………………………………………….. 2-10 2.2.2 Condition ………………………………………………………………………. 2-11 2.2.3 Current Levels of Service ………………………………………………… 2-14 2.3 Transportation …………………………………………………………………………… 2-15 2.3.1 State of Local Infrastructure …………………………………………….. 2-15 2.3.2 Condition ………………………………………………………………………. 2-17 2.3.3 Current Levels of Service ………………………………………………… 2-20 2.4 Parks and Recreation ………………………………………………………………… 2-22 2.4.1 State of Local Infrastructure …………………………………………….. 2-22 2.4.2 Condition ………………………………………………………………………. 2-25 2.4.3 Current Levels of Service ………………………………………………… 2-27 2.5 Population and Employment Growth ……………………………………………. 2-27

Lifecycle Management Strategies ………………………………………………………… 3-2 3.1 Introduction ………………………………………………………………………………… 3-2 3.2 Facilities …………………………………………………………………………………….. 3-3 3.3 Fleet and Equipment ……………………………………………………………………. 3-5 3.4 Transportation …………………………………………………………………………….. 3-8 3.5 Parks and Recreation ………………………………………………………………… 3-11

Summary ……………………………………………………………………………………………. 4-1

Watson & Associates Economists Ltd.

Page 27 of 138

Report

Page 28 of 138

Chapter 1 Introduction

Watson & Associates Economists Ltd.

Page 29 of 138

Introduction 1.1 Overview The main objective of an asset management plan is to use a municipality’s best available information to develop a comprehensive long-term plan for capital assets. In addition, the plan should provide a sufficiently documented framework that will enable continual improvement and updates of the plan, to ensure its relevancy over the long term. The Township of South Frontenac (Township) retained Watson & Associates Economists Ltd. (Watson) to assist with the development of this asset management plan. The scope of this asset management plan covers the Township’s non-core[1] infrastructure assets and gravel roads, as these were not included in the Township’s 2023 Asset Management Plan for core assets. The completion of this asset management plan brings the Township into compliance with the July 1, 2022 and July 1, 2024 requirements of Ontario Regulation 588/17 (O. Reg. 588/17). Following the completion of this asset management plan, the Township will shift its focus to developing a comprehensive asset management plan to meet the July 1, 2025 requirements of O. Reg. 588/17, building upon the asset management planning work that has been completed to date. Core elements of the comprehensive asset management plan will include filling remaining data gaps, identifying proposed levels of service, establishing lifecycle management strategies to achieve those service levels, and developing a financial strategy. The estimated current replacement cost of the assets within the scope of this asset management plan is $223.4 million. Facilities account for the largest share of this replacement cost at $118.1 million (53%), followed by transportation assets at $55.2 million (25%), fleet and equipment at $37.8 million (17%), and lastly, parks and recreation assets at $12.3 million (6%). The distribution of replacement cost by asset category is summarized in Table 1-1 and presented graphically in Figure 1-1.

[1]Core infrastructure assets are defined by Ontario Regulation 588/17 as being roads, bridges,

culverts, and any asset that is utilized in the provision of water, wastewater, and stormwater services. Any other assets owned and managed by a municipality that are not included within the definition of core infrastructure assets are classified as non-core infrastructure assets.

Watson & Associates Economists Ltd.

PAGE 1-1

Page 30 of 138

Table 1-1: Distribution of Replacement Cost by Asset Category Asset Category

Replacement Cost (2025$)

Percentage of Total

Facilities

$118,090,000

53%

Fleet and Equipment

$37,777,000

17%

Transportation

$55,238,000

25%

Parks and Recreation

$12,292,000

TOTAL

$223,397,000

100%

Figure 1-1: Distribution of Replacement Cost by Asset Category Parks and Recreation, $12.3M, 6%

Transportation, $55.2M, 25%

$223.4 million

Fleet and Equipment, $37.8M, 17%

Facilities, $118.1M, 53%

1.2 Legislative Context for Municipal Asset Management Asset management planning in Ontario has evolved significantly over the past decade. Prior to 2009, it was common municipal practice to expense capital assets in the year of their acquisition or construction. Consequently, this meant that many municipalities did not have appropriate tracking of their capital assets, especially with respect to any changes that capital assets may have undergone (i.e., betterments, disposals, etc.). Furthermore, this also meant that many municipalities had not yet established

Watson & Associates Economists Ltd.

PAGE 1-2

Page 31 of 138

inventories of their capital assets, both in their accounting structures and financial statements. As a result of revisions to Section 3150 – Tangible Capital Assets of the Public Sector Accounting Board (PSAB) handbook, which came into effect for the 2009 fiscal year, municipalities were forced to change this long-standing practice and capitalize their tangible capital assets over the term of the asset’s expected useful service life. In order to comply with this revision, municipalities needed to establish asset inventories if none previously existed. In 2012, the Province launched the Municipal Infrastructure Strategy, which required municipalities and local service boards seeking provincial funding to demonstrate how any proposed project fits within a broader asset management plan. In addition, asset management plans encompassing all municipal assets needed to be prepared by the end of 2016 to meet Federal Gas Tax (now the Canada Community-Building Fund) agreement requirements. To help define the components of municipal asset management plans, the Province produced a document entitled Building Together: Guide for Municipal Asset Management Plans. This document outlined the information and analyses that were required to be included in municipal asset management plans under this initiative. The Province’s Infrastructure for Jobs and Prosperity Act, 2015 (IJPA) was proclaimed on May 1, 2016. This legislation details principles for evidence-based and sustainable long-term infrastructure planning. The IJPA also gave the Province the authority to regulate municipal asset management planning. In late 2017, the Province introduced O. Reg. 588/17 under the IJPA. The intent of O. Reg. 588/17 is to establish standard content for municipal asset management plans. Specifically, the regulation requires that asset management plans be developed that define levels of service, identify the lifecycle activities that will be undertaken to achieve those levels of service, and provide a financial strategy to support the levels of service and lifecycle activities. As noted earlier, this asset management plan was developed to bring the Township into compliance with the July 1, 2024 requirements of O. Reg. 588/17. Over the coming months the Township will be developing its comprehensive asset management plan, which will identify level of service targets for both core and non-core infrastructure assets and be accompanied by a financial strategy. The comprehensive asset management plan will bring the Township into compliance with the July 1, 2025 requirements of O. Reg. 588/17.

Watson & Associates Economists Ltd.

PAGE 1-3

Page 32 of 138

1.3 Asset Management Plan Development The development of this asset management plan was guided by asset management principles contained in the Township’s Strategic Asset Management Policy, asset management strategies and objectives identified through discussions with the Township’s asset managers, and the Township’s capital asset data. The key steps in the development process of this asset management plan are summarized below:

Compile asset information into complete inventories that contain relevant asset attributes such as size, quantity, age, useful service life expectations, and replacement cost. As part of this step, replacement costs were updated, where required, using applicable inflationary indices.
Define and assess the current condition of assets utilized data from condition assessments completed by third-party service providers, staff-led condition assessments, and, where necessary, age-based condition analyses.
Define and document current levels of service based on the Township’s best available data.
Develop lifecycle management strategies that identify the activities required to maintain current levels of service.
Prepare a summary of forecasted capital and significant operating expenditures arising from the activities identified in the lifecycle management strategies.
Document the asset management plan in a formal report to inform future decision-making and to communicate planning to municipal stakeholders.

Watson & Associates Economists Ltd.

PAGE 1-4

Page 33 of 138

Chapter 2 State of Local Infrastructure and Levels of Service

Watson & Associates Economists Ltd.

Page 34 of 138

State of Local Infrastructure and Levels of Service 2.1 Facilities 2.1.1 State of Local Infrastructure The Township owns and manages 66 facilities that support General Government operations, Protection Services, Recreation and Culture Services, and Transportation Services. Examples of facilities included within each service area are provided in Table 2-1. The estimated current replacement cost of the Township’s facilities is $118.1 million. Transportation Services facilities represent the largest share of replacement cost at $48.0 million (41%), followed by Recreation and Culture Services facilities at $31.7 million (27%), Protection Services facilities at $29.9 million (25%), and lastly, General Government facilities at $8.4 million (7%). The average age of the Township’s facilities is 41.4 years. Table 2-1 summarizes the quantity, gross floor area, average age, and estimated current replacement cost of the Township’s facilities by service area. This information is further illustrated in Figure 2-1.

Watson & Associates Economists Ltd.

PAGE 2-2

Table 2-1: Facilities – Number of Facilities, Gross Floor Area, Average Age, and Replacement Cost by Service Area Service Area

Number of Facilities

General Government Protection Services Recreation and Culture Services Transportation Services Total

Examples

Gross Floor Area

Average Age[1]

Municipal office, public health facilities, cemetery buildings

13,104 ft2

103.8 years[2]

$8,394,000

42,445 ft2

33.9 years

$29,919,000

53,961 ft2

61.1 years

$31,728,000

133,410 ft2

29.6 years

$48,049,000

242,920 ft2

41.4 years

$118,090,000

9 Fire halls and OPP station Community centres and halls, 31 storage facilities, libraries, museum, pavilions, storage PW garages, PW offices, 19 salt/sand storage, landfill scale house, storage 66

Replacement Cost (2025$)

[1]Weighted average utilizing the gross floor area (ft2) of each facility as weights.

Government facilities presented herein reflects the original construction year of the Municipal Office (1874).

Watson & Associates Economists Ltd.

PAGE 2-3

Page 35 of 138

[2]It should be noted that the Township completed major renovations to its Municipal Office in 2012. However, the average age of General

Figure 2-1: Facilities – Gross Floor Area, Average Age and Replacement Cost Gross Floor Area Transportation Services (133,410 sq.ft)

Average Age

Replacement Cost (2025$)

General Government (13,104 sq.ft)

242,920

Protection Services (42,445 sq.ft)

square feet

Transportation Services

29.6 years

Recreation and Culture Services

Protection Services General Government

General Government, $8.4M, 7%

Transportation Services, $48M, 41%

61.1 years

$118.1

Protection Services, $29.9M, 25%

million

33.9 years

103.8 years

Recreation and Culture Services (53,961 sq.ft)

https://watsonecon.sharepoint.com/sites/SouthFrontenac-2025AMPforNon-coreAssets/Shared Documents/Report/South Frontenac - Non-core Assets - Draft Report - R1.docx

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Recreation and Culture Services, $31.7M, 27%

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2.1.2 Condition The Township assessed the condition of its facilities through Building Condition Assessments (BCAs) completed by an external service provider. The BCAs identify repair, maintenance, rehabilitation, and replacement requirements for facilities at a component level. As part of the BCAs, individual facility components are inspected, and Facility Condition Index (FCI) ratings are calculated to provide an overall measure of each facility’s condition. FCI ratings are calculated by forecasting the repair, maintenance, rehabilitation, and replacement requirements for each building over a 5year forecast horizon and expressing the sum of these requirements as a percentage of the replacement cost of the facility (referred to as a ‘5-year FCI rating’). To better communicate the condition of facilities, qualitative condition states are assigned to facilities based on their respective FCI ratings as summarized in Table 2-2. The scale is set to show that if the sum of forecasted expenditures over a 5-year forecast horizon for a given facility is lower than 5.9% of the building’s current replacement value, the facility would be deemed to be in a “Good” condition state. Conversely, if the sum of forecasted expenditures over a 5-year forecast horizon for a given facility is higher than 30% of the building’s current replacement value, the facility would be deemed to be in a “Very Poor” condition state. Table 2-2: Facilities – Definition of Condition States with Respect to FCI Rating FCI Rating

Condition State

0% ≤ FCI < 5.9%

Good

5.9% ≤ FCI < 10.9%

Fair

10.9% ≤ FCI < 30%

Poor

30% ≤ FCI

Very Poor

The 5-year cumulative FCI rating for Township’s facilities is 13.0%, indicating that facilities are currently in a ‘Poor’ condition state on average. The average FCI ratings and associated condition states of facilities within each service area are summarized in Table 2-3.

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Table 2-3: Facilities – Average Condition Ratings and Condition States by Service Area Average FCI%[1]

Average Condition State

General Government

53.2%

Very Poor

Protection Services

15.0%

Poor

Recreation and Culture Services

12.9%

Poor

Transportation Services

8.4%

Fair

Average

13.0%

Poor

Service Area

The distribution of the Township’s facilities is illustrated by condition state and service area in Figure 2-2 and by FCI rating range in Figure 2-3.

[1]Weighted average utilizing the gross floor area (ft2) of each facility as weights.

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Figure 2-2: Distribution of Facilities (ft2) by Condition State and Service Area

Service Area

Transportation Services

Recreation and Culture Services

Protection Services

General Government

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Percentage of Gross Floor Area Good

Fair

Poor

Very Poor

10 Facilities

3 Facilities

2 Facilities

1 Facility

10,000 sq.ft

1 Facility

20,000 sq.ft

3 Facilities

30,000 sq.ft

6 Facilities

40,000 sq.ft

7 Facilities

50,000 sq.ft

5 Facilities

Gross Floor Area

60,000 sq.ft

9 Facilities

70,000 sq.ft

12 Facilities

Figure 2-3: Distribution of Facilities (ft2) by FCI% Rating Range

0 sq.ft

FCI% Rating Range

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2.1.3 Current Levels of Service The levels of service being provided by the Township’s facilities are, in part, a result of the state of local infrastructure identified above. The levels of service framework presented in this subsection defines performance measures that will be monitored over time and reports the current performance with respect to each measure. In contrast to core infrastructure assets, O. Reg. 588/17 does not prescribe any level of service measures for non-core infrastructure assets. The levels of service presented in this asset management plan were developed through the identification of service aspects that would be of interest to facility users and in consideration of available data. In future iterations of the asset management plan, targets will be set for the performance measures presented below. The levels of service tables presented below are structured as follows: •

The Service Attribute headings and columns indicate the high-level attribute being addressed;

•

The Community Levels of Service column in Table 2-4 explains the Township’s intent in plain language and provides additional information about the service being provided;

•

The Performance Measure column in Table 2-5 describes the performance measure(s) connected to the identified service attribute; and

•

The Current Performance column in Table 2-5 reports the current performance of each measure based on the best data available to the Township at this time.

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Table 2-4: Facilities – Community Levels of Service Service Attribute

Community Levels of Service

Quality

The Township strives to maintain its facilities in adequate condition to continue functioning as intended.

Capacity

The Township strives to align the capacity of its facilities with the service demands of its community. Table 2-5: Facilities – Technical Levels of Service

Service Attribute

Quality

Capacity

Performance Measure

Current Performance

Percentage of General Government facilities (by gross floor area) in a ‘Very Poor’ condition state.

55% (3 facilities)

Percentage of Protection Services facilities (by gross floor area) in a ‘Very Poor’ condition state.

0% (0 Facilities)

Percentage of Recreation and Culture facilities (by gross floor area) in a ‘Very Poor’ condition state.

9% (6 facilities)

Percentage of Transportation Services facilities (by gross floor area) in a ‘Very Poor’ condition state.

3% (1 facility)

Gross floor area (square footage) of General Government facilities per 100 residents.[1]

65 ft2

Gross floor area (square footage) of Protection Services facilities per 100 residents.[1]

210 ft2

Gross floor area (square footage) of Recreation and Culture facilities per 100 residents.[1]

267 ft2

Gross floor area (square footage) of Transportation Services facilities per kilometre of roadways.

166 ft2 per km

Based on 2021 Census population of 20,188 residents.

[1]

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2.2 Fleet and Equipment 2.2.1 State of Local Infrastructure The Township owns and manages numerous fleet and equipment assets that support the delivery of various services provided to the public. The Township’s inventory of fleet assets comprises vehicles ranging from passenger vehicles and pickup trucks to plow trucks and fire apparatus such as tankers, pumpers, and rescue vehicles. The Township’s inventory of equipment assets comprises heavy equipment assets (e.g., graders, backhoes, tractors, etc.) and smaller pieces of equipment (e.g., generators, steamers, trailers, etc.). The inventory also includes equipment utilized by Fire Services (e.g., radios, extrication equipment, self-contained breathing apparatus, etc.). The estimated current replacement cost of the Township’s fleet and equipment assets is $37.8 million. Pumpers and tankers used by Fire Services account for the largest portion of the total replacement cost at $12.9 million (34%), followed by passenger vehicles and trucks (including tandem trucks) at $11.2 million (30%). Heavy equipment assets such as bulldozers, graders, and tractors amount to $6.5 million (17%), while equipment used by Fire Services, including extrication equipment, thermal imaging cameras, and defibrillators, totals $4.0 million (11.0%). Miscellaneous fleet assets utilized by Fire Services (such as rescue vehicles and boats are valued at $1.9 million (5%), and equipment assets used by Transportation Services, such as trailers, mowers, and steamers, account for $1.2 million (3%). The average age of the Township’s fleet and equipment assets is 9.0 years. Table 2-6 summarizes the average age and estimated current replacement cost of the Township’s fleet and equipment assets by asset type. This information is further illustrated in Figure 2-4.

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Table 2-6: Fleet and Equipment – Average Age and Replacement Cost Average Age[1]

Asset Type

Replacement Cost (2025$)

Fire Services – Pumpers & Tankers

9.6 years

$12,941,000

Fire Services – Equipment

3.3 years

$4,034,000

Fire Services – Misc. Fleet

7.8 years

$1,882,000

Passenger Vehicles & Trucks

8.0 years

$11,174,000

Transportation Services Equipment

13.3 years

$1,242,000

Heavy Equipment

12.2 years

$6,504,000

TOTAL

9.0 years

$37,777,000

Figure 2-4: Fleet and Equipment – Average Age, and Replacement Cost Average Age

Replacement Cost (2025$)

Heavy Equipment

12.2 years

Misc. Equipment

13.3 years

Passenger Vehicles & Trucks

8.0 years

Fire - Misc. Fleet

7.8 years

Fire Equipment

Heavy Equipment, $6.5M, 17%

Fire - Pumpers & Tankers, $12.9M, 34%

Misc. Equipment, $1.2M, 3%

$37.8 million

3.3 years

Fire - Pumpers & Tankers

9.6 years

Passenger Vehicles & Trucks, $11.2M, 30%

Fire - Misc. Fleet, $1.9M, 5%

Fire Equipment, $4M, 11%

2.2.2 Condition The condition of the majority of the Township’s fleet and equipment assets has not been directly assessed through physical condition assessments. For the purposes of this asset management plan, the condition of these assets is reported based on age relative to useful service life (i.e., based on the percentage of useful service life consumed (ULC%)). A brand-new asset would have a ULC% of 0%, indicating that none of the asset’s life expectancy has been utilized. Conversely, an asset that has reached the end of its life expectancy would have a ULC% of 100%. It is possible for assets to have [1] Weighted average utilizing replacement cost of assets as weights.

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a ULC% greater than 100%, which occurs if the asset has exceeded its typical life expectancy but continues to be in service. This is not necessarily a cause for concern; however, it must be recognized that assets near or beyond their typical useful service life expectancy are likely to require replacement or rehabilitation in the near term, may exhibit reduced reliability, and may have increasing repair and maintenance costs. To better communicate the condition of fleet and equipment assets for which condition was assessed based on age relative to useful service life, ULC% ratings have been segmented into qualitative condition states as summarized in Table 2-7. The scale is set to show that if assets are replaced at the end of their expected useful service life, they would be in a “Fair” condition state. For assets that remain in service beyond their useful service life (i.e., ULC% > 100%), the probability of failure is assumed to have increased to a point where these assets would be characterized as being in a “Poor” or “Very Poor” condition state. Table 2-7: Definition of Condition States with Respect to ULC% Condition State

ULC%

Very Good

0% ≤ ULC% ≤ 45%

Good

45% < ULC% ≤ 90%

Fair

90% < ULC% ≤ 100%

Poor

100% < ULC% ≤ 125%

Very Poor

125% < ULC%

The condition of all equipment assets used by Fire Services and some equipment assets used by Transportation Services has been evaluated through staff-led assessments of their observed physical condition. As part of these assessments, staff assign a qualitative condition rating to each asset utilizing a five-point scale ranging from Very Good to Very Poor. A ULC% score has not been calculated for these assets because the condition rating assigned based on physical condition is more accurate. The overall average ULC% for fleet and equipment assets for which condition was assessed based on age relative to useful service life is 65%, indicating that, on average, these assets are currently in a ‘Good’ condition state. Table 2-8 summarizes the average ULC% and condition states of the Township’s fleet and equipment assets.

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Table 2-8: Fleet and Equipment– Average ULC% and Condition State by Asset Type Average ULC%[1]

Condition State

Fire Services – Pumpers & Tankers

53%

Good

Fire Services – Equipment

N/A[2]

Good

Fire Services – Misc. Fleet

72%

Good

Passenger Vehicles & Trucks

65%[3]

Good

Transportation Services Equipment

75%

Good

Heavy Equipment

84%

Good

Average

65%

Good

Asset Type

The distribution of replacement cost of the Township’s fleet and equipment assets by condition state is illustrated in Figure 2-5, with a further breakdown by asset type shown in Figure 2-6.

[1]Weighted average utilizing replacement cost of assets as weights. [2]The condition of equipment assets utilized by Fire Services is determined through staff-led

assessments. As such, a ULC% for these assets has not calculated. [3Please note that the Township currently has 3 tandem trucks which have been assessed to be in

‘Poor’ and ‘Very Poor’ condition states based on their ages relative to their useful service lives. These assets are included within the calculation of the average ULC% and, consequently, the condition state of ‘Passenger Vehicles & Trucks’. However, it should be noted that the Township has already purchased replacements for these assets, which have not yet been received.

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Figure 2-5: Fleet and Equipment – Distribution of Replacement Cost by Condition State $20M

Replacement Cost

$15M

$10M

$5M

$0M Very Good

Good

Fair

Poor

Very Poor

Condition State

Figure 2-6: Fleet and Equipment – Distribution of Replacement Cost by Condition State and Asset Type

Transportation Services Equipment

Asset Type

Heavy Equipment

Passenger Vehicles & Trucks

Fire - Misc. Fleet

Fire Equipment

Fire - Pumpers & Tankers

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Percentage of Replacement Cost Very Good

Good

Fair

Poor

Very Poor

2.2.3 Current Levels of Service This subsection presents the Township’s levels of service framework for its fleet and equipment assets. Table 2-9 presents the service attributes and community levels of service, while Table 2-10 presents the technical levels of service (i.e., performance

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measures) and their current performance. Please refer to Section 2.1.3 for further details on the structure of the Township’s levels of service framework. Table 2-9: Fleet and Equipment – Community Levels of Service Service Attribute

Community Levels of Service

Reliability

In order to minimize service interruptions, the Township strives to maintain its fleet and equipment assets in adequate condition so that they perform reliably.

Table 2-10: Fleet and Equipment – Technical Levels of Service Service Attribute

Reliability

Performance Measure

Current Performance

Percentage (by replacement cost) of pumpers and tankers utilized by Fire Services in a “Fair” or better condition.

100%

Percentage (by replacement cost) of equipment assets utilized by Fire Services in a “Fair” or better condition.

86%

Percentage (by replacement cost) of miscellaneous fleet assets utilized by Fire Services in a “Fair” or better condition.

81%

Percentage (by replacement cost) of passenger vehicles & trucks in a “Fair” or better condition.

97%

Percentage (by replacement cost) of heavy equipment assets in a “Fair” or better condition.

72%

Percentage (by replacement cost) of equipment assets utilized by Transportation Services in a “Fair” or better condition.

85%

2.3 Transportation 2.3.1 State of Local Infrastructure The Township owns and manages a number of transportation assets comprising 11 traffic control signals & beacons, 606 streetlights, 17.4 km of sidewalks, and 195.4 km of gravel roads. As noted earlier in Section 1.1, although gravel roads are classified as

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core infrastructure assets by O. Reg. 588/17, they are included within this non-core asset management plan because they were previously excluded from the Township’s 2023 Asset Management Plan for its core infrastructure assets The estimated current replacement cost of the Township’s transportation assets is $55.2 million. Gravel roads represent the largest share of total replacement cost at $47.8 million (87%), followed by sidewalks at $4.7 million (9%), streetlights at $1.9 million (4%), and lastly, traffic control signals & beacons at $710,000 (1%). The average age of the Township’s transportation assets included within the scope of this asset management plan is 19.2 years. A summary of the quantity, average age, and estimated current replacement cost of the Township’s transportation assets by asset type is summarized in Table 2-11 and illustrated in Figure 2-7. Table 2-11: Transportation – Quantity, Average Age, and Replacement Cost by Asset Type Replacement Cost (2025$)

Asset Type

Quantity

Average Age[1]

Traffic Control Signals and Beacons

11 traffic signals

18.0 years

$710,000

Streetlights

606 streetlights

7.9 years

$1,943,000

Sidewalks

17.4 km

27.0 years

$4,747,000

Gravel Roads

195.4 km

18.9 years

$47,838,000

19.2 years[2]

$55,238,000

TOTAL

[1] The calculation of weighted average age of the Township’s traffic control signals and streetlights

utilizes the replacement cost of each individual asset as weights. The calculation of weighted average age of the Township’s sidewalks utilizes the length of each sidewalk segment as weights. The calculation of weighted average age of the Township’s gravel roads utilizes the area of each gravel road segment as weights. [2] Weighted average utilizing the replacement cost of asset types as weights.

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Figure 2-7: Transportation – Average Age and Replacement Cost Average Age

Replacement Cost (2025$) Traffic Control Signals & Beacons, $710k, 1%

Gravel Roads

18.9 years

Sidewalks

Streetlights

Streetlights, $1.9M, 4% Sidewalks, $4.7M, 9%

27.0 years

million

7.9 years

Traffic Control Signals & Beacons

$55.2

18.0 years Gravel Roads, $47.8M, 87%

2.3.2 Condition The condition of the Township’s Transportation Services assets is evaluated through inspections of each asset’s observed physical condition. Based on these inspections, assets are assigned a qualitative condition state utilizing a five-point scale ranging from Very Good to Very Poor. On average, the Township’s Transportation Services assets are currently in a ‘Fair’ condition. Table 2-12 summarizes the average condition of the Township’s Transportation Services assets by asset type.

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Table 2-12: Transportation – Average Condition Rating by Asset Type Asset Type

Average Condition Rating[1]

Traffic Control Signals & Beacons

Good

Streetlights

Good

Sidewalks

Good

Gravel Roads

Fair

The distribution of the Township’s Transportation Services assets by condition state is illustrated in Figure 2-8. Figure 2-8: Transportation – Distribution of Replacement Cost by Condition State $30M

Replacement Cost

$25M $20M $15M $10M $5M $0M Very Good

Good

Fair

Poor

Very Poor

Conditon State

[1]The calculation of weighted average condition state of the Township’s traffic control signals and

streetlights utilizes the replacement cost of each individual asset as weights. The calculation of weighted average condition state of the Township’s sidewalks utilizes the length of each sidewalk segment as weights. The calculation of weighted average condition state of the Township’s gravel roads utilizes the area of each road segment as weights.

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The distribution of the replacement cost of the Township’s traffic control signals and streetlights by condition state is illustrated in Figure 2-9. Figure 2-9: Traffic Control Signals and Streetlights – Distribution of Replacement Cost by Condition State

Asset Type

Streetlights

Traffic Control Signals & Beacons

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Percentage of Replacement Cost Very Good

Good

Fair

Poor

Very Poor

The distribution of the length of the Township’s gravel roads and sidewalks by condition state is illustrated Figure 2-10.

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Figure 2-10: Gravel Roads and Sidewalks – Distribution of Length by Condition State

Asset Type

Gravel Roads

Sidewalks

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Percentage of Length in Kilometres Very Good

Good

Fair

Poor

Very Poor

2.3.3 Current Levels of Service This subsection presents the Township’s levels of service framework for transportation assets. Table 2-13 presents the relevant service attributes and community levels of service, while Table 2-14 presents the technical levels of service (i.e., performance measures) and their current performance. Please refer to Section 2.1.3 for further details on the structure of the Township’s levels of service framework.

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Table 2-13: Transportation – Community Levels of Service Service Attribute

Community Levels of Service

Scope

The road network for the Township of South Frontenac includes over 1,603 lane kilometers of roadway that are predominantly located in rural residential areas. A single tier network of collector roads and arterial roads formerly managed by the County provide key connectivity to a series of hamlets and villages, the latter of which includes most commercial and industrial services. The Township’s major road network provides key service for the movement of commercial traffic, public transportation, emergency services, service vehicles and motor vehicles within the County. The network is also highly integrated into the major networks serving the County of Lanark, County of Lennox and Addington, County of Lanark, Leeds and Grenville, and the City of Kingston.

Quality

The Township strives to maintain its road surfaces in adequate condition to support the comfortable and safe passage of vehicular traffic.

Reliability

The Township strives to maintain its road-related assets in adequate condition to continue performing as intended.

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Table 2-14: Transportation – Technical Levels of Service Service Attribute

Performance Measure

Current Performance

Scope

Lane-kilometres of gravel roads as a percentage of the total lane-kilometres of the road network.

21%

Quality

Average surface condition of unpaved roads.

Fair

Percentage (by replacement cost) of traffic control signals and beacons in a “Fair” or better condition state.

100%

Percentage (by replacement cost) of streetlights in a “Fair” or better condition state.

100%

Percentage (by length) of sidewalks in a “Fair” or better condition state.

87%

Reliability

2.4 Parks and Recreation 2.4.1 State of Local Infrastructure The Township owns and manages a number of parks and recreation assets comprising various pieces of play equipment as well as built infrastructure emplaced at its baseball diamonds, soccer fields, sports courts, and football fields. The estimated current replacement cost of the Township’s parks and recreation assets is $12.3 million. Play equipment represents the largest share of total replacement cost at $3.85 million (31%), followed by baseball diamonds at $3.8 million (31%), sports courts at $1.9 million (16%), soccer fields at $1.9 million (16%) and lastly, the football field at $784,000 (6%). The average age of the Township’s parks and recreation assets is 12.2 years. Table 2-15 summarizes the quantity, average age, and estimated current replacement cost of the Township’s parks and recreation assets by asset type. This information is further illustrated in Figure 2-11.

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Table 2-15: Parks and Recreation – Quantity, Average Age, and Replacement Cost by Asset Type Asset Type

Average Age[1]

Quantity

Replacement Cost (2025$)

Play Equipment

9.3 years

$3,848,000

Baseball Diamond

N/A[2]

$3,804,000

Soccer Field

19.0 years

$1,926,000

Sports Courts

15.9 years

$1,930,000

Football Field

10.0 years

$784,000

TOTAL

12.2 years

$12,292,000

[1]Weighted average utilizing the replacement cost of assets as weights. [2]The in-service year of the built infrastructure emplaced at the Township’s baseball diamonds is

currently unknown. As such, these assets are excluded from the calculation of weighted average age presented herein.

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Figure 2-11: Parks and Recreation Assets – Quantity, Average Age, and Replacement Cost by Asset Type Quantity

Average Age

Replacement Cost (2025$)

Football Field (1) Sport Court (5)

Football Field, $784k, 6% Play Equipment (12)

Football Field

10.0 years

Sport Court

Soccer Field (6)

Baseball Diamond Baseball Diamond (9)

$12.3

19.0 years Soccer Field, $1.9M, 16%

N/A 9.3 years

million

Baseball Diamond, $3.8M, 31%

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Play Equipment

Play Equipment, $3.8M, 31%

15.9 years

Soccer Field

assets

Sport Court, $1.9M, 16%

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2.4.2 Condition The condition of the Township’s parks and recreation assets is assessed through staffled inspections of each asset’s observed physical condition. Based on these inspections, staff assign a qualitative condition rating to each asset utilizing a five-point scale ranging from Very Good to Very Poor. On average, the Township’s parks and recreation assets are currently in ‘Fair’ condition. Table 2-16 summarizes the average condition of the Township’s parks and recreation assets by asset type. Table 2-16: Parks and Recreation – Average Condition Rating by Asset Type Asset Type

Average Condition Rating[1]

Play Equipment

Good

Baseball Diamond

Poor

Soccer Field

Poor

Sports Courts

Fair

Football Field

Fair

The distribution of the Township’s parks and recreation assets by condition state is illustrated in Figure 2-12, with a further breakdown by asset type shown in Figure 2-13.

[1] Weighted average utilizing the replacement cost of assets as weights.

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Figure 2-12: Parks and Recreation – Distribution of Replacement Cost by Condition State $6.5M

14 assets

Replacement Cost

$5.2M $3.9M

9 assets

7 assets

$2.6M $1.3M

2 assets

1 assets

$0.0M

Very Good

Good

Fair

Poor

Very Poor

Condition State Figure 2-13: Parks and Recreation – Distribution of Replacement Cost by Condition State and Asset Type

Asset Type

Football Field

Sport Court

Soccer Field

Baseball Diamond

Play Equipment 0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Percentage of Replacement Cost Very Good

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Good

Fair

Poor

Very Poor

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2.4.3 Current Levels of Service This subsection presents the Township’s levels of service framework for parks and recreation assets. Table 2-17 presents the relevant service attributes and community levels of service, while Table 2-18 presents the technical levels of service (i.e., performance measures) and their current performance. Please refer to Section 2.1.3 for further details on the structure of the Township’s levels of service framework. Table 2-17: Parks and Recreation Assets – Community Levels of Service Service Attribute Reliability

Community Levels of Service The Township strives to maintain its parks and recreation assets in adequate condition to continue performing as intended.

Table 2-18: Parks and Recreation Assets – Technical Levels of Service Service Attribute

Reliability

Performance Measure

Current Performance

Percentage (by replacement cost) of play equipment in a “Fair” or better condition state.

100%

Percentage (by replacement cost) of built infrastructure emplaced at baseball diamonds in a “Fair” or better condition state.

54%

Percentage (by replacement cost) of built infrastructure emplaced at soccer fields in a “Fair” or better condition state.

50%

Percentage (by replacement cost) of built infrastructure emplaced at sports courts in “Fair” or better condition.

78%

Percentage (by replacement cost) of built infrastructure emplaced at football fields in “Fair” or better condition.

100%

2.5 Population and Employment Growth O. Reg. 588/17 requires municipalities with a population less than 25,000, as reported in the most recent Census, to identify in their asset management plan assumptions

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regarding future changes in population or economic activity and their impact on the lifecycle activities that need to be undertaken to maintain current levels of service. Based on its 2024 Development Charges Background Study, the Township’s population is expected to grow to 23,872 by 2039, representing an increase of 3,684 residents relative to its 2021 census population of 20,188. This increase represents an average annualized population growth rate of 0.94%. Continued population growth is expected to result in incremental service demands that would impact levels of service. The investments that the Township will need to make to maintain service levels in light of the incremental service demands are summarized in the Township’s 2024 Development Charges Background Study and are funded through development charges imposed on new development. Utilizing development charges ensures that the effects of population and employment growth do not increase the cost of maintaining levels of service for existing tax and rate payers.

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Chapter 3 Lifecycle Management Strategies

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Lifecycle Management Strategies 3.1 Introduction The lifecycle management strategies in this asset management plan identify the lifecycle activities that would need to be undertaken to maintain the current levels of service presented in Chapter 2[ 1]. Within the context of this asset management plan, lifecycle activities are the specified actions that can be performed on an asset in order to ensure it is performing at an appropriate level, and/or to extend its service life [ 2]. These actions can be carried out on a planned schedule in a prescriptive manner, or through a dynamic approach where the lifecycle activities are only carried out when specified conditions are met. F

In accordance with O. Reg. 588/17, the lifecycle activities and associated costs presented in this chapter consider the full lifecycle of assets. In general terms, an asset’s lifecycle starts with its initial planning and acquisition (or construction), includes both the capital and significant operating/maintenance activities the asset is expected to undergo throughout its life, and ends with its eventual disposal. Additionally, O. Reg. 588/17 requires that all potential lifecycle activity options be assessed, with the aim of identifying the set of lifecycle activities that can be undertaken at the lowest cost to provide the proposed levels of service. The following subsections summarize the ten-year forecasts of lifecycle activities and associated costs that would be required for the Township to maintain current levels of service. Brief descriptions of the methodologies and data sources utilized to develop the forecasts are also provided in the following subsections. The 10-year lifecycle expenditure forecasts represent preliminary estimates which may be revised in the next iteration of this asset management plan relative to the Township’s proposed levels of service.

Upcoming iterations of the Municipality’s asset management plan will include proposed levels of service and the lifecycle management strategies will identify the lifecycle activities that would need to be undertaken to provide the proposed levels of service. [1]

The full lifecycle of an asset includes activities such as initial planning and maintenance which are typically addressed through master planning studies and maintenance management, respectively. [2]

Watson & Associates Economists Ltd.

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3.2 Facilities This section presents an estimate of costs associated with maintaining current levels of service for the Township’s facilities. Upcoming lifecycle expenditures for the Township’s facilities were assessed at a component level through condition assessments conducted on each facility. The lifecycle expenditure forecast presented herein reflects the repair, rehabilitation, and replacement requirements identified through those assessments. The 10-year lifecycle expenditure forecast is summarized in Figure 3-1 and provided in tabular form in Table 3-1. Average annual expenditures over the forecast period have been estimated at $2.8 million.

Watson & Associates Economists Ltd.

PAGE 3-3

Figure 3-1: Facilities: Capital Expenditure Forecast (2025$) $4.5M

$4.0M $3.5M $3.0M

$2.5M $2.0M $1.5M $1.0M

$0.5M $0.0M 2026

2027

2028

General Government

2029

2030

Protection Services

2031

2032

2033

Recreation and Culture Services

2034

2035

Transportation Services

Table 3-1: Facilities – Capital Expenditure Forecast (2025$) Service Area

2027

2028

2029

2030

2031

2032

2033

2034

2035

General Government

$1,004,000

$803,000

$320,000

$119,000

Protection Services

$933,000

$953,000

$370,000

$559,000

Rec. & Culture Services

$1,007,000

$422,000

$1,681,000

Transportation Services

$1,122,000

$1,246,000

$499,000

$1,222,000

Total Capital Expenditures

$4,066,000

$4,210,000

$1,611,000

$3,581,000

Watson & Associates Economists Ltd.

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2026

Page 65 of 138

3.3 Fleet and Equipment This section presents an estimate of costs associated with maintaining the current level of service for the Township’s fleet and equipment assets. The capital expenditure forecast for the Township’s fleet and equipment assets that were formally evaluated through physical condition assessments conducted by staff was developed based on the timing of replacements identified through those assessments. Please see section 2.2.2 for further details on these staff-led condition assessments. The lifecycle expenditure forecast for the remainder of fleet and equipment assets was developed based on ages and expected useful service lives of individual assets. For assets for which age is currently unknown, the lifecycle expenditure forecast includes an annual allowance based on each asset’s estimated average annual lifecycle cost. This approach ensures that sufficient funds are being allocated on an annual basis to fund the asset’s eventual replacement. The ten-year lifecycle expenditure forecast is summarized in Figure 3-2 and provided in tabular form in Table 3-2. Average annual expenditures over the forecast period have been estimated at $2.5 million. Based on the best information available on the Township’s assets, the current replacement backlog of fleet and equipment assets is $625,000. This represents the estimated current replacement cost of all fleet and equipment assets that are currently in-service beyond their useful service life expectancies.

Watson & Associates Economists Ltd.

PAGE 3-5

Figure 3-2: Fleet and Equipment – Capital Expenditure Forecast (2025$) $5.0M

$4.0M

$3.0M

$2.0M

$1.0M

$0.0M 2026

2027

2028

2029

2030

2031

2032

Current Backlog

Fire - Pumpers & Tankers

Fire Equipment

Passenger Vehicles & Trucks

Heavy Equipment

Misc. Equipment

2034

2035

Fire - Misc. Fleet

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Watson & Associates Economists Ltd.

2033

Table 3-2: Fleet and Equipment – Capital Expenditure Forecast (2025$) Asset Type

2026

2027

2028

2029

2030

2031

2032

2033

2034

2035

Fire – Pumpers & Tankers

$758,000

$784,000

$1,569,000

$1,516,000

$758,000

$680,000

Fire – Equipment

$313,000

$353,000

$313,000

$353,000

$313,000

$353,000

$313,000

Fire – Misc. Fleet

$26,000

$94,000

$282,000

$335,000

$146,000

$10,000

$282,000

Passenger Veh. & Trucks

$1,595,000

$199,000

$3,038,000

$173,000

$654,000

$241,000

$1,014,000

$94,000

$565,000

$701,000

Heavy Equipment

$491,000

$1,077,000

$345,000

$356,000

$444,000

$648,000

$84,000

$340,000

Misc. Equipment

$28,000

$10,000

$52,000

Current Backlog

$625,000

Total Capital Expenditures

$3,782,000

$2,427,000

$4,624,000

$2,411,000

$2,535,000

$2,078,000

$2,310,000

$1,435,000

$1,228,000

$1,976,000

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Page 67 of 138

Watson & Associates Economists Ltd.

Page 68 of 138

3.4 Transportation This section presents an estimate of costs associated with maintaining the current level of service for the Township’s transportation assets. Similar to fleet and equipment assets, the capital expenditure forecast for the Township’s road-related assets (i.e., sidewalks, streetlights, and traffic control signals) that were formally evaluated through physical condition assessments was developed based on the timing of capital lifecycle activities identified through those assessments. Please refer to Section 2.3.2 for further details on these condition assessments. The lifecycle expenditure forecast for the remainder of road-related assets was developed based on ages and expected useful service lives of individual assets. For assets with unknown age, the lifecycle expenditure forecast includes an annual allowance based on each asset’s estimated average annual lifecycle cost. This approach ensures that sufficient funds are being allocated on an annual basis to fund the asset’s eventual replacement. In accordance with the Township’s current lifecycle management strategy for gravel roads, the capital expenditure forecast presented herein includes an annual allowance of $340,000 for reconstruction of gravel roads, with the goal of gradually reconstructing the entire gravel road network. In addition to these reconstruction activities, which the Township plans to undertake over the short- to medium-term, the Township also completes regular maintenance activities on its gravel roads (e.g., dust suppressant applications, periodic re-grading, periodic re-application of granular, etc.) which are funded through its annual operating budgets. Following the reconstruction of its gravel road network, the Township expects to maintain its gravel roads in adequate condition over the long-term through the completion of these regular maintenance activities. As such, once fully reconstructed, the Township does not expect to incur any future capital expenditures related to its gravel road network. The ten-year lifecycle expenditure forecast is summarized in Figure 3-3 and provided in tabular form in Table 3-3. Average annual expenditures over the forecast period have been estimated at $488,000.

Watson & Associates Economists Ltd.

PAGE 3-8

Figure 3-3: Transportation Assets – Capital Expenditure Forecast (2025$) $1.2M

$1.0M

$0.8M

$0.6M

$0.4M

$0.2M

$0.0M 2026

2027

Gravel Roads

2029

2030

2031

Traffic Control Signals & Beacons

2032

Streetlights

2033

2034

2035

Sidewalks

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Watson & Associates Economists Ltd.

2028

Table 3-3: Transportation Assets - Capital Expenditure Forecast (2025$) Asset Type

2026

2027

2028

2029

2030

Traffic Signals & Beacons

$10,000

$329,000

$10,000

Streetlights

$13,000

Sidewalks

$184,000

$292,000

$58,000

$176,000

$125,000

$48,000

$92,000

Gravel Roads

$340,000

Total Capital Expenditures

$547,000

$363,000

$974,000

$421,000

$539,000

$478,000

$401,000

$363,000

$353,000

$445,000

2032

2033

2034

2035

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Page 70 of 138

Watson & Associates Economists Ltd.

2031

Page 71 of 138

3.5 Parks and Recreation This section presents an estimate of costs associated with maintaining the current level of service for the Township’s parks and recreation assets. Similar to fleet and equipment as well as road-related assets, the capital expenditure forecast for the Township’s parks and recreation assets that were formally evaluated through physical condition assessments conducted by staff was developed based on the timing of asset replacements identified through those assessments. Please refer to section 2.4.2 for further details on these staff-led condition assessments. The lifecycle expenditure forecast for the remainder of parks and recreation assets was developed based on ages and expected useful service lives of individual assets. For assets with unknown age, the lifecycle expenditure forecast includes an annual allowance based on each asset’s estimated average annual lifecycle cost. This approach ensures that sufficient funds are being allocated on an annual basis to fund the asset’s eventual replacement. The ten-year lifecycle expenditure forecast is summarized in Figure 3-4 and provided in tabular form in Table 3-4. Average annual expenditures over the forecast period have been estimated at $488,000. Based on the best information available on the Township’s assets, the current replacement backlog for parks and recreation assets is $1.0 million. This represents the estimated current replacement cost of all parks and recreation assets that are currently in service beyond their useful service life expectancies.

Watson & Associates Economists Ltd.

PAGE 3-11

Figure 3-4: Parks and Recreation Assets – Capital Expenditure Forecast (2025$) $1.4M $1.2M $1.0M

$0.8M $0.6M $0.4M $0.2M $0.0M 2026

2027

Current Backlog

2029

Play Equipment

2030

2031

Baseball Diamond

2032

Soccer Field

2033

Sport Court

2034

2035

Football Field

PAGE 3-12

Page 72 of 138

Watson & Associates Economists Ltd.

2028

Table 3-4: Parks and Recreation Assets- Capital Expenditure Forecast (2025$) Asset Type

2026

2027

2028

2029

2030

2031

2032

2033

2034

2035

Play Equipment

$23,000

$337,000

$23,000

$713,000

Baseball Diamonds

$115,000

Soccer Fields

$49,000

$691,000

$49,000

Sports Courts

$342,000

Football Field

$187,000

$501,000

$187,000

$829,000

$187,000

$529,000

$877,000

Current Backlog

$1,026,000

Total Capital Expenditures

$1,213,000

PAGE 3-13

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Watson & Associates Economists Ltd.

Page 74 of 138

Chapter 4 Summary

Watson & Associates Economists Ltd.

Page 75 of 138

Summary This asset management plan has been developed to address the July 1, 2024 requirements of O. Reg. 588/17. The plan provides summary information for the Township’s non-core infrastructure assets (including replacement cost valuation and condition), identifies current levels of service, and includes a 10-year forecast of lifecycle activities and associated costs that would be required for the Township to maintain current levels of service. The plan is based on the best information available to the Township at this time. The Township is actively working to identify proposed levels of service, and to develop a detailed financial strategy. The ongoing development of the AMP will ensure the Township’s compliance with the July 1, 2025 requirements of O. Reg. 588/17. Beyond regulatory compliance, the Township should continue working on integrating asset management planning with other municipal financial and planning documents. Furthermore, the Township will need to establish processes for reviewing and updating assumptions underlying the asset management plan on a regular basis to keep the plan relevant and reliable.

Watson & Associates Economists Ltd.

PAGE 4-1

Page 76 of 138

To:

Council

From:

Office of the Chief Administrative Officer

Date of Meeting:

September 2, 2025

Subject:

City of Kingston- COCHI/OPHI – Grant Application

Report Number:

2025-127

Summary The purpose of this report is to seek Council’s endorsement of an application for funding from the City of Kingston under the Canada-Ontario Community Housing Initiative (COCHI) and Ontario Priorities Housing Initiative (OPHI) programs for the Verona Housing project. Recommendation That Council endorse the grant requests submitted to the City of Kingston under the Canada-Ontario Community Housing Initiative (COCHI) and Ontario Priorities Housing Initiative (OPHI) totalling $1.4 million to support the Verona Housing Project. That Council authorize the Mayor and Clerk to execute all corresponding agreements and registrations should the requests be successful. Background The City of Kingston is the service manager for Housing and Social Services for the County of Frontenac. After discussions with the City of the last year, the Township was advised of funding opportunities available through the City in relation to the Verona Housing project for units that meet the affordability criteria within their programs. As the service manager, the City is the recipient of funding under the Canada-Ontario Community Housing Initiative (COCHI) and Ontario Priorities Housing Initiatives (OPHI) programs. The Canada-Ontario Community Housing Initiative (COCHI) is provided to maintain Ontario’s social housing supply and to expand the supply of rent-assisted units. The initiative promotes the long-term sustainability of non-profit and co-operative housing providers. The Ontario Priorities Housing Initiative (OPHI) provides flexible funding to address local housing priorities and improve access to affordable housing options. The initiative will help to increase affordable housing supply and improve the state of repair of the affordable and social housing stock.

www.southfrontenac.net South Frontenac is a welcoming and thriving rural community.

Township of South Frontenac Staff Report Number: 2025-127

Page 77 of 138

Discussion/Analysis In recent discussions with the City, requests for funding under the OPHI and COCHI programs needed to be submitted by August 26th in order to be considered for this year’s intake. A report seeking approval of the funding allocations for the City’s OPHI and COCHI programs is on the City of Kingston’s Council agenda on September 2nd, 2024 Below is an excerpt from their report which speaks to the request submitted in relation the Verona Housing project: Affordable Housing Investment – Verona, Township of South Frontenac As outlined in this report, the recommended allocations under the 2025–2026 COCHI and OPHI programs include investment in new affordable housing construction. As the Service Manager for housing programs across the Kingston-Frontenac service area, staff have received a request from the Township of South Frontenac for financial support for an affordable housing project proposed in Verona. The project is recommended to be supported through 2025–2026 COCHI and OPHI funding, up to a total amount of $1.4 million. Funding will support investment in fifty-six (56) one- and two-bedroom units ranging between 65% and 80% of Canada Mortgage and Housing (CMHC) Average Market Rent (AMR) for an affordability period of of fifty (50) plus years, well beyond the COCHI-OPHI minimum affordability period of twenty (20) years. The 90 to 110 unit residential project is being developed by the Township of South Frontenac and intended to address local housing needs. The project will be providing a range of rental rates between 65%, 80%, and 100% of the CMHC AMR. The affordable units are geared to all ages with seniors, a target population of the National Housing Strategy being prioritized for units. Both all age and senior units are in demand in the community. The proposed design includes a mix of townhouse and low-rise multi-unit buildings and will contribute to the expansion of the community housing supply in alignment with the 10-Year Municipal Housing and Homelessness Plan for the City of Kingston and County of Frontenac. Funding support for this project is recommended to include $801,050 from the COCHI New Build Component and $598,950 from the OPHI Rental Housing Component. These contributions will be leveraged alongside other Township and potential upper-tier government funding sources. The City of Kingston as Service Manager for the City and the County of Frontenac is obligated to support the affordable housing needs of both. Utilization of COCHI-OPHI funding supports this obligation through the use of non-tax levy funding. These units will also be included in the service area’s rent-assisted unit count, as referenced earlier in this report. Under program requirements, the weighted average rent of the funded units must not exceed 80% of the Canada Mortgage and Housing Corporation (CMHC) average market rent. The Township has indicated its intent to provide deeper levels of affordability and is currently modelling 37 units at 65% average market rent and 37 units at 80% average www.southfrontenac.net South Frontenac is a welcoming and thriving rural community.

Township of South Frontenac Staff Report Number: 2025-127

Page 78 of 138

market rent. The funding contribution will support affordability among 56 of these affordable units. Following the program guidelines, the project will start construction in spring 2026, with completion and occupancy targeting late 2027. The funding and affordable housing considerations do not impact the Township’s ability to manage and maintain its own waitlist for the Verona Housing Project. The Township will need to maintain the affordable units allocated within the grant as submitted but all other units will be set at its discretion. Financial Implications The funding does not require any cost sharing from the Township. The funding is tied to the units meeting the Canada Mortgage Housing Corporation (CMHC) guidelines of affordability for a period of 20 years. This requirement will be maintained through the housing operator. Relationship to Strategic Plans ☐ Not applicable to this report. ☒ This initiative adheres to the following guiding principle of the 2023-2026 Strategic Plan. •

Priority: Community

Climate Considerations ☒ Not applicable to this report. Notice/Consultation Lindsay Blair, Executive Director 2B Developments Attachments None. Approvals Approved By:

Louise Fragnito, CPA CGA, Chief Administrative Officer

www.southfrontenac.net South Frontenac is a welcoming and thriving rural community.

Page 79 of 138

To:

Council

From:

Director, Development Services

Date of Meeting:

September 2, 2025

Subject:

Appointment of Deputy Chief Building Official

Report Number:

2025-123

Summary This report recommends the appointment of Matt Doyle as Deputy Chief Building Official. Recommendation That Matt Doyle be appointed as a Deputy Chief Building Official for the Township of South Frontenac; That By-law 2025-58, attached to Report Number 2025-123, as Exhibit A, being a By-law to amend By-law 2024-11, A By-Law to Appoint Deputy Chief Building Officials, be given first and second reading; That By-law 2025-58 be presented to Council for third reading. Background As per the Building Code Act 3(2), the Council of each municipality shall appoint a Chief Building Official and such inspectors as are necessary for the administration and enforcement of the Building Code Act in the areas in which the municipality has jurisdiction. Assigning a Deputy CBO allows for continuity of operations in the absence of the CBO. Discussion/Analysis Staff recommend that Matt Doyle be appointed as Deputy Chief Building Official effective September 2nd, 2025. Matt Doyle will fulfill the duties of Deputy Chief Building Official as outlined in the Building Code Act. Financial Implications There are no financial implications associated with this report. Relationship to Strategic Plans ☐ Not applicable to this report. www.southfrontenac.net South Frontenac is a welcoming and thriving rural community.

Township of South Frontenac Staff Report 2025-123 – Appointment of Deputy Chief Building Official

Page 80 of 138

☒ This initiative adheres to the following guiding principle of the 2023-2026 Strategic Plan. • •

Priority: Engagement Action Item (If Applicable): Recognizing the importance of staff engagement, succession planning, and attracting top talent to ensure the Township’s ability to provide excellent municipal services to its residents.

Climate Considerations ☒ Not applicable to this report. ☐ This initiative supports climate change mitigation/adaption efforts in South Frontenac; and/or impacts the Township’s resilience to climate change. Notice/Consultation Manager of Human Resources Chief Administrative Officer Attachments Exhibit A – By-law 2025-58 Approvals Prepared By: Rebecca Roy, Chief Building Official/ Manager of Building Services Submitted By:

Brad Wright, RPP, MCIP, AICP, PLE Director of Development Services Approved By:

Louise Fragnito, CGA, CPA Chief Administrative Officer

www.southfrontenac.net South Frontenac is a welcoming and thriving rural community.

Page 81 of 138 Township of South Frontenac By-Law Number 2025-58 Page 1 of 1 By-Law Number 2025-58 A By-Law to Amend By-Law Number 2024-11, A By-Law to appoint Deputy Chief Building Officials Whereas the Council of the Township of South Frontenac considers it necessary and desirable to amend By-law 2024-11; Therefore Be It Resolved That the Council of the Corporation of the Township of South Frontenac hereby enacts as follows: 1.

That all references to Chris Beeg within Clause 1, Clause 2 and Clause 3 of By-law 2024-11 be deleted and replaced with Matt Doyle.

That By-law 2024-11 be further amended to include the following as Clause 4 and Clause 5 of By-law 2024-11: “4. That By-law 2021-04 being a By-law to appoint a Building Inspector be repealed by Council. 5. All other by-laws, resolutions, or action of Council that are not consistent with or which are contrary to the provisions of this by-law are hereby repealed.”;

This By-law shall come into force and take effect on the date of its passage.

Given First and Second Readings: Tuesday, September 2, 2025 Given Third Reading and Passed: Tuesday, September 2, 2025

James Thompson, Clerk

Ron Vandewal, Mayor

Page 82 of 138

To:

Council

From:

Office of the Clerk

Date of Meeting:

September 2, 2025

Subject:

Stop up and Close a Portion of Hinchinbrooke Road

Report Number:

2025-124

Summary This report is to request that Council approve a by-law to close a section of Hinchinbrooke Road as a result of road improvements completed to realign the intersection at Desert Lake Road. Recommendation That Council approve By-law 2025-59 to close a portion of Hinchinbrooke Road; That notwithstanding By-law 2025-33, being “A By-law to Prescribe the Form, Manner and Times for the Provision of Notice”, By-law 2025-59, attached to Report Number 2025-124, as Exhibit A, “A By-Law to Stop up, Close, and Declare Surplus a Portion of Road in the Township of South Frontenac as a result of Reconstruction on Hinchinbrooke Road” be given first and second reading; and That By-law 2025-59 be presented to Council for third reading. Discussion/Analysis In the summer of 2020, staff met with the property owners at 4063 Desert Lake Road to negotiate various land transfers to support the road improvements at the intersection of Hinchinbrooke and Desert Lake Road. A signed Agreement of Purchase and Sale was completed. In 2021, the project advanced to construction with the understanding that legal surveys would follow to describe all associated lands subject to transfers. Throughout 2022 and 2023, the Township contracted Hopkins Chitty Land Surveyors to survey the corridor which resulted in the development of a new Reference Plan to support the widenings and land transfers. The Township continued to work with the property owners and ultimately reached an agreement for the land transfers required to support the project. The mutually agreed Reference Plan was deposited with Land Registry under Plan 13R-23130, attached as Exhibit B, in April of 2024. An updated Agreement of Purchase and Sale was executed on September 12, 2024. A by-law is required to stop up and close a portion of the road shows as Part 2 in Survey Plan 13R-23130, attached as Exhibit B, to complete the transfers as outlined in the signed www.southfrontenac.net South Frontenac is a welcoming and thriving rural community.

Township of South Frontenac Staff Report Number: 2025-124

Page 83 of 138

agreement. Staff are recommending that the by-law be passed notwithstanding the notice by-law as the work has been completed for some time, and the closure of the portion of the road does not have any impacts on the public. Once the property transfers are complete, staff will return to Council with a by-law to assume Part 1 and Parts 3 through 6 of Survey Plan 13R-23130 as a public highway to finalize the process. Financial Implications Not applicable. Relationship to Strategic Plan ☒ Not applicable to this report. ☐ This initiative adheres to the following strategic pillars and directions of the 2023-2026 Strategic Plan. •

Pillars: Choose an item.

Climate Considerations ☒ Not applicable to this report. Notice/Consultation Manager of Engineering and Capital Projects Attachments Exhibit A – By-law 2025-59 Exhibit B – Survey Plan 13R-23130 Approvals Prepared By: Heather Woodland, Deputy Clerk Submitted By:

James Thompson, Clerk Approved By:

Louise Fragnito, Chief Administrative Officer www.southfrontenac.net South Frontenac is a welcoming and thriving rural community.

Page 84 of 138 Township of South Frontenac By-Law Number 2025-59 Page 1 of 1 By-Law Number 2025-59 A By-Law to Stop up, Close and Declare Surplus a Portion of Road in the Township of South Frontenac as a result of Reconstruction on Hinchinbrooke Road Whereas Council of the Township of South Frontenac may pass a by-law to stop up, close, and sell any highway or part thereof pursuant to the Municipal Act, section 34(1); Whereas Council has permitted an exemption from the Township of South Frontenac Notice By-law 2025-33, Schedule A, related to the public notice of the closure of highways; and Whereas due to the Hinchinbrooke Road reconstruction project this section is no longer a publicly traveled road; Therefore be it resolved that the Council of the Corporation of the Township of South Frontenac hereby enacts as follows:

That the portion of Hinchinbrooke Road being Part 2, Plan 13R-23130 shall be stopped up and closed.
This By-law shall come into force and take effect on the date of its passage. Given First and Second Readings: Tuesday, September 16, 2025 Given Third Reading and Passed: Tuesday, September 16, 2025

James Thompson, Clerk

Ron Vandewal, Mayor .

Page 85 of 138

PLAN 13R-23130 Received and deposited April 12th, 2024 Elizabeth Borrow Representative for the Land Registrar for the Land Titles Division of Frontenac (No.13)

Page 86 of 138

To:

Council

From:

Office of the Chief Administrative Officer

Date of Meeting:

September 2, 2025

Subject:

Purchase of used fire pumper

Report Number:

2025-130

Summary The purpose of this report is seeking Council approval for the purchase of used fire pumper through Dependable Emergency Vehicles. Recommendation That Council support the purchase of a 2007 Spartan Pumper, required upgrades and supplies to an upset budget of $130,000; and That the purchase be funded from the Asset Investment Reserve. Background In May 2025, the CAO received Council approval to negotiate for the purchase of a used pumper to provide for the reinstatement of a spare in the current inventory of pumpers. After further discussion, this opportunity is no longer available. Discussion/Analysis Fire Services have been investigating possible opportunities for the purchase of a used pumper within Canada and the United States. There is little to no availability in the current market. Through our recent purchases of new fleet through Dependable Emergency Vehicles (Dependable), they advised Fire Services that they have recently refurbished a 2007 pumper that was previously owned by the Town of Oakville. The entire truck has been refurbished including repainting, new turbo, new exhaust, and many other component replacements. The body, frame and equipment are in great condition and will also come fully rust proofed. The manufacturer has suggested the truck should experience a 7 to 10-year apparatus life given the extensive refurbishing. Fire Services have also inspected the truck. The pumper would come with valid safety, fully equipped with hose, a new light package, pump test certification and be ready for pick up within a 2–3-week period. The cost for the truck, equipment, customization, decaling, and radio is estimated and not to exceed $130,000. www.southfrontenac.net South Frontenac is a welcoming and thriving rural community.

Township of South Frontenac Staff Report Number: 2025-128

Page 87 of 138

The purchase of this pumper would provide for the reinstatement of a spare pumper in the fleet inventory. As seen from some repairs and replacements over the last year, keeping a pumper in the fleet inventory is of great benefit to ensure seamless continuity of operations from all stations. Financial Implications The purchase of the pumper would be funded from the Asset Investment Reserve with a budget of an upset limit of $130,000. Relationship to Strategic Plans ☐ Not applicable to this report. ☒ This initiative adheres to the following guiding principle of the 2023-2026 Strategic Plan. •

Priority: Community

Climate Considerations ☒ Not applicable to this report. Notice/Consultation Del Blakney, Director of Emergency Services/Fire Chief Attachments None. Approvals Approved By:

Louise Fragnito, CPA CGA, Chief Administrative Officer

www.southfrontenac.net South Frontenac is a welcoming and thriving rural community.

Page 88 of 138

To:

Council

From:

Office of the Clerk

Date of Meeting:

September 2, 2025

Subject:

Strong Mayor Powers – Procedural Guide

Report Number:

2025-121

Summary The purpose of the Report is to provide members and Council with a procedural guide intended to outline provincial legislation related to Strong Mayor Powers. Recommendation This Report is for information purposes. Background On April 1, 2025, Council adopted a new Council Procedural By-law. However, on April 9, 2025, the Township of South Frontenac received correspondence from the Honourable Rob Flack, Minister of Municipal Affairs and Housing regarding the proposed expansion of Strong Mayor Powers to the Township of South Frontenac. Subsequently, at the April 15, 2025 meeting of the Council of the Township of South Frontenac, the following resolution was approved: “Moved by Mayor Vandewal Seconded by Councillor Pegrum That staff be directed to send a letter to Honourable Rob Flack, Minister of Municipal Affairs and Housing, writing in opposition to the proposed expansion of Strong Mayor Powers to the Township of South Frontenac.” On May 1, 2025 the Township of South Frontenac received further correspondence from Minister Flack noting that Strong Mayor Powers have been expanded to an additional 170 municipalities, including the Township of South Frontenac. Discussion/Analysis Clause 3.1. of Article III of the Council Procedural By-law regarding General Provisions states as follows:

www.southfrontenac.net South Frontenac is a welcoming and thriving rural community.

Township of South Frontenac Staff Report Number: 2025-121

Page 89 of 138

“3.1 The rules and regulations contained in this By-law shall be observed in all proceedings of Council and shall be the rules and regulations for the order and dispatch of business of all Council meetings and committee meetings in so far as they are applicable or as otherwise provided for in the Committee By-law and shall be suspended by a two-thirds (2/3) vote of Members of the Council or committee present and voting, and any such vote to suspend shall not be debatable or amendable.” Further, Clause 3.3. outlines as follows: “3.3

Governing legislation, Procedural By-law, Committee By-law or any standing or special rules of order adopted by the Township of South Frontenac shall govern the procedures of the Council and its committees. Where inconsistencies exist, the current edition of “Robert’s Rules of Order” shall be the parliamentary authority, which governs the proceedings of the Township of South Frontenac.”

Given that the new “Special Powers and Duties of the Head of Council” as outlined in Section 284 of the Municipal Act, as well as O. Reg 530/22 and O. Reg 580/22 represent a significant change to ‘governing legislation’, staff have prepared a resource to highlight relevant provincial legislation related to Strong Mayor Powers. A copy of the guide is attached to the Report as Exhibit A. Staff have prepared the guide to ensure that the municipal government conducts business in an accountable, open and transparent manner within the new framework implemented by the Provincial Government. Additional information regarding this matter can be found on the following Government of Ontario website: https://www.ontario.ca/document/ontario-municipal-councillors-guide/10-strong-mayorpowers-and-duties The guide will not formally form part of the Council Procedural By-law as the By-law would be required to be amended every instance that either an O. Reg or the Municipal Act is amended. However, it is intended that the guide be referenced in conjunction with the Council Procedural By-law. Further, a copy of the guide will be placed on the Township of South Frontenac Corporate website. Financial Implications Not applicable.

www.southfrontenac.net South Frontenac is a welcoming and thriving rural community.

Township of South Frontenac Staff Report Number: 2025-121

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Relationship to Strategic Plan ☒ Not applicable to this report. ☐ This initiative adheres to the following strategic pillars and directions of the 2023-2026 Strategic Plan. Climate Considerations ☒ Not applicable to this report. ☐ This initiative supports climate change mitigation/adaption efforts in South Frontenac; and/or impacts the Township’s resilience to climate change. Notice/Consultation Not applicable. Attachments Exhibit A – Strong Mayor Powers Guide Approvals Submitted By:

James Thompson, Clerk Approved By:

Louise Fragnito, Chief Administrative Officer

www.southfrontenac.net South Frontenac is a welcoming and thriving rural community.

Page 91 of 138

The Corporation of the Township of South Frontenac Strong Mayor Powers Reference Guide

Page 92 of 138 Township of South Frontenac Strong Mayor Powers Reference Guide Updated – August 19, 2025 Municipal Act References Part VI.1 Special Powers and Duties of The Head of Council Application 284.2 The Minister may, by regulation, designate municipalities to which this Part applies. 2022, c. 18, Sched. 2, s. 1. Directions to municipal employees 284.3 For the purposes of exercising powers or performing duties under this Part, the head of council may, in writing, exercise the powers of the municipality to direct municipal employees to,

(a) undertake research and provide advice to the head of council and the municipality on policies and programs of the municipality or of the head of council as they relate to the powers and duties under this Part; and
(b) carry out duties related to the exercise of the power or performance of the duty, including implementing any decisions made by the head of council under this Part. 2022, c. 18, Sched. 2, s. 1. In writing 284.4 (1) If the head of council exercises a power or performs a duty under this Part, the head of council shall do so in writing and in accordance with the regulations, if any. 2022, c. 18, Sched. 2, s.

Making information available (2) The head of council shall, in accordance with the regulations, make any prescribed information and documents available to the public and to any other prescribed persons or classes of persons. 2022, c. 18, Sched. 2, s. 1. Powers re chief administrative officer 284.5 The powers of a municipality under section 229, with respect to the chief administrative officer, are assigned to the head of council. 2022, c. 18, Sched. 2, s. 1. Section Amendments with date in force (d/m/y) Powers re organizational structure 284.6 (1) Subject to subsection (3), the powers of the municipality with respect to determining the organizational structure of the municipality are assigned to the head of council. 2022, c. 18, Sched. 2, s. 1.

Employment matters

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(2) Subject to subsection (3) and the regulations, subsection (1) includes the power to hire, dismiss or exercise any other prescribed employment powers with respect to the head of any division or the head of any other part of the organizational structure. 2022, c. 18, Sched. 2, s. 1. Limitation (3) The powers assigned under subsection (1) do not include the power to hire, dismiss or exercise any other prescribed employment powers with respect to any of the following persons:

The clerk or deputy clerk.
A treasurer or deputy treasurer.
An Integrity Commissioner.
An Ombudsman.
An Auditor General.
A registrar, as described in section 223.11.
A chief building official, as defined in the Building Code Act, 1992.
A chief of police, as defined in the Police Services Act.
A fire chief, as defined in the Fire Protection and Prevention Act, 1997.
A medical officer of health, as defined in the Health Protection and Promotion Act.
Other officers or heads of divisions required to be appointed under this or any other Act.
Any other prescribed persons. 2022, c. 18, Sched. 2, s. 1. Transition (4) Any organizational structure in place in a municipality immediately before being designated under this Part shall continue unless the organizational structure is changed by the head of council under subsection (1). 2022, c. 18, Sched. 2, s. 1. Same (5) The head of any division or of any other part of the organizational structure who held that position immediately before the municipality was designated under this Part shall continue in that position unless they are dismissed by the head of council under subsection (2). 2022, c. 18, Sched. 2, s. 1. Same (6) A head of council may exercise a power under subsection (2) with respect to a person regardless of when that person started their employment. 2022, c. 18, Sched. 2, s. 1.

Powers re local boards

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284.7 The power of the municipality to appoint chairs and vice-chairs of local boards is assigned to the head of council for any prescribed local board or local board within a prescribed class of local boards. 2022, c. 18, Sched. 2, s. 1. Powers re committees 284.8 Subject to the regulations, if any, the following powers of the municipality with respect to prescribed committees, or committees within a prescribed class of committees, are assigned to the head of council:

The power to establish or dissolve committees.
The power to appoint chairs and vice-chairs of committees.
The power to assign functions to committees. 2022, c. 18, Sched. 2, s. 1. Provincial priorities 284.9 (1) The Lieutenant Governor in Council may, by regulation, prescribe provincial priorities for the purposes of sections 284.10, 284.11 and 284.11.1. 2022, c. 18, Sched. 2, s. 1; 2022, c. 24, Sched. 3, s. 5 (1). Same (2) For greater certainty, sections 284.10, 284.11 and 284.11.1 only apply if the Lieutenant Governor in Council prescribes provincial priorities. 2022, c. 18, Sched. 2, s. 1; 2022, c. 24, Sched. 3, s. 5 (2). Powers re meetings 284.10 (1) Despite any procedure by-law passed by the municipality under subsection 238 (2), if the head of council is of the opinion that considering a particular matter could potentially advance a prescribed provincial priority, the head of council may require the council to consider the matter at a meeting. 2022, c. 18, Sched. 2, s. 1; 2022, c. 24, Sched. 3, s. 6. Interpretation (2) In this section, “meeting” has the same meaning as in subsection 238 (1). 2022, c. 18, Sched. 2, s. 1. Veto powers Application 284.11 (1) This section applies with respect to by-laws under, (a) this Act and the regulations, other than under any prescribed section; (b) the Planning Act and its regulations, other than any prescribed section; and (c) any other prescribed Act or regulation or prescribed section of an Act or regulation. 2022, c. 18, Sched. 2, s. 1.

By-law for consideration

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(2) Despite any procedure by-law passed by the municipality under subsection 238 (2) and subject to subsection (3) of this section, if the head of council is of the opinion that all or part of a by-law that is subject to this section could potentially interfere with a prescribed provincial priority, the head of council may provide written notice to the council of the intent to consider vetoing the by-law. 2022, c. 18, Sched. 2, s. 1; 2022, c. 24, Sched. 3, s. 7. Same, timing (3) If the head of council intends to consider vetoing the by-law, the head of council shall provide the written notice described in subsection (2) on or before the earlier of two days after the day council voted in favour of the by-law or the prescribed deadline, if any. 2022, c. 18, Sched. 2, s. 1. By-law commencement (4) Despite any other Act, a by-law that is subject to this section shall be deemed not to have been passed by council until, (a) if notice has not been given under subsection (3), the earlier of, (i) the day written approval of the by-law is given by the head of council to the municipality, and (ii) two days after the day council voted in favour of the by-law or the prescribed deadline, as the case may be; or (b) if notice has been given under subsection (3), the earlier of, (i) the day written approval of the by-law is given by the head of council to the municipality, and (ii) 14 days, or such other prescribed time period, after the day the council voted in favour of the by-law. 2022, c. 18, Sched. 2, s. 1. Veto powers (5) Subject to subsection (6), if the head of council is of the opinion that all or part of the by-law could potentially interfere with a prescribed provincial priority, the head of council may veto the by-law by providing to the clerk, on the day of the veto, a written veto document that includes the veto and the reasons for the veto. 2022, c. 18, Sched. 2, s. 1; 2022, c. 24, Sched. 3, s. 7. Same, timing (6) The head of council shall not veto a by-law after giving approval under subclause (4) (b) (i) or after the expiry of the time period described in subclause (4) (b) (ii), as the case may be. 2022, c. 18, Sched. 2, s. 1.

Duties of clerk

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(7) If the head of council vetoes a by-law the clerk shall, (a) by the next business day after the clerk receives the written veto document under subsection (5), provide each member of council, other than the head of council, a copy of the written veto document; and (b) make the written veto document available to the public in accordance with the regulations, if any. 2022, c. 18, Sched. 2, s. 1. Effect of veto (8) If the head of council vetoes a by-law, clause (4) (b) does not apply and the by-law shall be deemed not to have been passed by council. 2022, c. 18, Sched. 2, s. 1. Override of veto (9) Within 21 days, or such other prescribed time period, after the day the clerk provides the written veto document to the members of council under clause (7) (a), council may override the head of council’s veto if two-thirds of the members of council vote to override the veto. 2022, c. 18, Sched. 2, s. 1. Head of council may vote (10) For greater certainty, the head of council may vote as a member of council in a vote to override a veto. 2022, c. 18, Sched. 2, s. 1. Effect of override (11) If the council overrides the veto, subsection (8) does not apply and the by law shall be deemed to have passed on the day the council votes to override the veto. 2022, c. 18, Sched. 2, s. 1. No notice (12) The head of council shall not give notice under subsection (3) after giving approval under subclause (4) (a) (i). 2022, c. 18, Sched. 2, s. 1. Powers re by-laws 284.11.1 (1) This section applies with respect to by-laws under, (a) this Act and the regulations, other than under any prescribed section; (b) the Planning Act and its regulations, other than under any prescribed section; and (c) any other prescribed Act or regulation or prescribed section of an Act or regulation. 2022, c. 24, Sched. 3, s. 8.

Procedure

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(2) Despite any procedure by-law passed by the municipality under subsection 238 (2) and subject to any prescribed requirements, if the head of council is of the opinion that a by-law could potentially advance a prescribed provincial priority, the head of council may propose the by-law to the council and require the council to consider and vote on the proposed by-law at a meeting. 2022, c. 24, Sched. 3, s. 8. Same (3) The head of council shall, in accordance with the regulations, provide to the clerk and to each member of council, (a) a copy of any by-law proposed under subsection (2); and (b) the head of council’s reasons for the proposal. 2022, c. 24, Sched. 3, s. 8. More than one-third vote required (4) Despite any procedure by-law passed by the municipality under subsection 238 (2) and despite section 245, a by-law described in subsection (2) is passed if more than one third of the members of council vote in favour of the by-law. 2022, c. 24, Sched. 3, s. 8. Head of council may vote (5) For greater certainty, the head of council may vote as a member of council in a vote to pass a bylaw described in subsection (2). 2022, c. 24, Sched. 3, s. 8. Vacancy, head of council 284.12 (1) Despite section 263, if a vacancy occurs in the office of the head of council, the municipality shall, subject to subsection (3) and in accordance with the regulations, if any, require a by-election to be held, in accordance with the Municipal Elections Act, 1996, to fill the vacancy. 2022, c. 18, Sched. 2, s. 1. Rules applying to filling vacancy (2) Subject to subsection (3) and the regulations, if any, the following rules apply to filling a vacancy in the office of head of council:

Within 60 days after the day a declaration of vacancy is made under section 262 with respect to the vacancy, the municipality shall pass a by-law requiring a by-election be held to fill the vacancy.
Despite paragraph 1, if a court declares the office of head of council to be vacant, the council shall act under subsection (1) within 60 days after the court makes its declaration.
Despite subsection (1), if the vacancy occurs within 90 days before voting day of a regular election, the municipality is not required to fill the vacancy. 2022, c. 18, Sched. 2, s. 1.

Page 98 of 138 Township of South Frontenac Strong Mayor Powers Reference Guide Updated – August 19, 2025 Vacancy after March 31 in the year of a regular election (3) Subject to the regulations, if any, if a vacancy in the office of head of council occurs after March 31 in the year of a regular election, (a) within 60 days after the day a declaration of vacancy is made under section 262 with respect to the vacancy, the municipality shall fill the vacancy by appointing a person who has consented to accept the office if appointed; and (b) the municipality is deemed not to be prescribed for the purposes of this Part for the remainder of the term of the head of council appointed under clause (a). 2022, c. 18, Sched. 2, s. 1. Vacancy — upper-tier municipalities (4) The Minister may, by regulation, prescribe the procedures, rules and other matters pertaining to vacancies in upper-tier municipalities that will apply despite anything in this section. 2022, c. 18, Sched. 2, s. 1. Delegation 284.13 (1) Subject to the prescribed limitations, if any, the head of council may delegate their powers and duties under the following sections:

Section 284.5 (chief administrative officer).
Section 284.6 (organizational structure).
Section 284.7 (local boards).
Section 284.8 (committees). 2022, c. 18, Sched. 2, s. 1. Same (2) The rules in subsection 23.1 (2) apply with necessary modifications to a delegation under subsection (1). 2022, c. 18, Sched. 2, s. 1. Immunity 284.14 A decision made, or a veto power or other power exercised, legally and in good faith under this part shall not be quashed or open to review in whole or in part by any court because of the unreasonableness or supposed unreasonableness of the decision or exercise of the veto power or other power. 2022, c. 18, Sched. 2, s. 1.

Transition

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284.15 (1) A person who held one of the following positions immediately before the municipality was designated under this Part shall continue in that position unless they are dismissed or their appointment is revoked, as the case may be, by a head of council:

Chief administrative officer.
Chair or vice-chair of a local board.
Chair or vice-chair of a committee. 2022, c. 18, Sched. 2, s. 1. Same (2) A head of council may dismiss or revoke the appointment of a person set out in subsection (1) regardless of when that person started in their position. 2022, c. 18, Sched. 2, s. 1. Section Amendments with date in force (d/m/y) Powers and duties re. budget 284.16 (1) In accordance with this section and subject to the regulations, the powers and duties of a municipality with respect to proposing and adopting a budget are assigned to the head of council of the municipality. 2022, c. 18, Sched. 2, s. 1. Proposed budget (2) The head of council shall, in accordance with the regulations, prepare a proposed budget for the municipality and provide the proposed budget to the council for the council’s consideration. 2022, c. 18, Sched. 2, s. 1. Council may adopt or amend budget (3) After receiving the proposed budget, council may, in accordance with the regulations, pass a resolution making an amendment to the proposed budget. 2022, c. 18, Sched. 2, s. 1. Veto power (4) The head of council may, in accordance with the regulations, veto a resolution passed under subsection (3). 2022, c. 18, Sched. 2, s. 1. Override of veto (5) Council may, in accordance with the regulations, override the head of council’s veto under subsection (4) if two-thirds of the members of council vote to override the veto. 2022, c. 18, Sched. 2, s. 1. Adoption of budget (6) The budget for the municipality shall be adopted in accordance with the regulations. 2022, c. 18, Sched. 2, s. 1. Same (7) For greater certainty, the regulations may provide for the circumstances in which the budget is deemed to be adopted. 2022, c. 18, Sched. 2, s. 1.

Page 100 of 138 Township of South Frontenac Strong Mayor Powers Reference Guide Updated – August 19, 2025 Regulations 284.17 (1) The Minister may make regulations for the purposes of this Part, including, (a) designating municipalities for the purposes of section 284.2; (b) requiring a head of council to make information and documents available to the council, the public and other persons or classes of persons and prescribing the information and documents to be made available; (c) respecting the form, manner and timing in which information and documents are to be made available to the council, the public or other persons or classes of persons; (d) respecting procedures and rules a head of council, a council and the clerk are required to follow in connection with this Part; (e) respecting the powers assigned to the head of council in connection with committees, for the purposes of section 284.8; (f) governing by-elections with respect to the office of head of council for the purposes of section 284.12; (g) respecting procedures, rules and other matters in connection with filling a vacancy in the office of head of council; (h) providing for such transitional matters as the Minister considers necessary or advisable in connection with the implementation of this Part; (i) defining, for the purposes of this Part and any regulations under this Part, any word or expression not defined in section 1 of this Act, and in so doing may define a word or expression differently for different provisions; (j) respecting the use of powers and performance of duties under this Part, including respecting conditions and limits with respect to their use or performance; (k) providing that a head of council cannot use a power or perform a duty, assigning those powers and duties to a council and prescribing procedures, rules and other matters in connection with such circumstances; (l) prescribing provisions of the Act or any other Act that apply or do not apply for the purposes of this Part and providing for such modifications to those provisions as the Minister considers appropriate; (m) prescribing deadlines, dates and time periods for the purposes of this Part. 2022, c. 18, Sched. 2, s. 1; 2022, c. 24, Sched. 3, s. 9. Same (2) Subject to subsection 284.9 (1), the Minister may make regulations prescribing anything that, under this Part, may or must be prescribed. 2022, c. 18, Sched. 2, s. 1.

Regulations, budget

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(3) The Minister may, for the purposes of section 284.16, make regulations, (a) respecting the powers and duties of the head of council and of the council in connection with preparing and adopting a budget in a municipality; (b) respecting procedures, rules and other matters in connection with preparing and adopting a budget in a municipality; and (c) providing for the circumstances in which a budget is deemed to be adopted. 2022, c. 18, Sched. 2, s. 1. Retroactive (4) A regulation under this section may be retroactive to a date not earlier than six months before the date the regulation was made. 2022, c. 18, Sched. 2, s. 1.

Page 102 of 138 Township of South Frontenac Strong Mayor Powers Reference Guide Updated – August 19, 2025 Ontario Regulation 530/22 Part VI.1 of The Act Designated municipalities

The municipalities set out in Schedule 1 are designated for the purposes of section 284.2 of the Act. O. Reg. 41/25, s. 1. In writing requirements re s. 284.3 of Act
When directing municipal employees under section 284.3 of the Act, the head of council shall, by the next business day, provide a written record of the direction to the clerk and chief administrative officer, if one is appointed. Other in writing requirements
Except as otherwise provided in the Act and this Regulation, when exercising a power or performing a duty under Part VI.1 of the Act the head of council shall, (a) by the next business day, provide the written record produced in accordance with subsection 284.4 (1) of the Act to each member of council and to the clerk; and (b) subject to the Municipal Freedom of Information and Protection of Privacy Act, make the written record available to the public. Prescribed committees
Committees established under the Act that consist solely of members of council are prescribed for the purposes of section 284.8 of the Act. Veto power, s. 284.11 of Act
(1) Section 284.11 of the Act does not apply with respect to by-laws under sections 289 and 290 of the Act. (2) Section 284.11 of the Act applies with respect to by-laws under section 2 of the Development Charges Act, 1997. Vacancy, upper-tier municipality 5.1 If a vacancy in the office of the head of council of a local municipality causes a vacancy on the council of its upper-tier municipality, the local municipality and not the upper-tier municipality shall fill the vacancy in accordance with section 284.12 of the Act. O. Reg. 180/23, s. 2.

Limitations on delegation, s. 284.13 of Act

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(1) The head of council may not delegate their powers and duties under the sections referred to in paragraphs 1 and 4 of subsection 284.13 (1) of the Act except to council. (2) The head of council may not delegate their powers and duties under the section referred to in paragraph 2 of subsection 284.13 (1) of the Act except to council or to the chief administrative officer, if one is appointed. Annual budget
(1) The head of council shall, on or before February 1 of each year, (a) prepare a proposed budget for the municipality that includes the estimates of sums required under subsection 289 (1) or 290 (1) of the Act, as the case may be; (b) provide the proposed budget to each member of council and to the clerk; and (c) make the proposed budget available to the public. (2) If the head of council does not propose a budget to council by February 1 in accordance with subsection (1), the council shall prepare and adopt the budget for the municipality. (3) Subject to subsection (4), within 30 days after receiving the proposed budget from the head of council in accordance with clause (1) (b), the council may pass a resolution making an amendment to the proposed budget. (4) A council may in a year pass a resolution to shorten the 30-day period referred to in subsection (3) for the year. (5) If council does not pass a resolution under subsection (3) within 30 days, or, if a shorter period is set under subsection (4), within that period, the proposed budget shall be deemed to be adopted by the municipality. (6) Subject to subsection (7), within 10 days after the expiry of the time period for council to pass a resolution under subsection (3), the head of council may veto a resolution passed by council under subsection (3) by providing on the day of the veto to each member of council and to the clerk a written veto document that includes the veto and the reasons for the veto. (7) The head of council may in a year shorten the 10-day period referred to in subsection (6) for the year by providing to each member of council and to the clerk a written document specifying a shorter period. (8) If the head of council vetoes a resolution in accordance with subsection (6), the resolution shall be deemed not to have been passed by council. (9) If the head of council does not veto a resolution in accordance with subsection (6) within 10 days or, if a shorter period is set under subsection (7), within that period, the proposed budget shall be deemed to be adopted by the municipality. (10) Subject to subsection (11), within 15 days after the expiry of the time period for the head of council to veto a resolution under subsection (6), council may override the head of council’s veto if two-thirds of the members of council vote to override the veto. (11) A council may in a year pass a resolution to shorten the 15-day period referred to in subsection

(10) for the year.

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(12) For greater certainty, the head of council may vote as a member of council in a vote to override a veto. (13) If the council overrides the veto under subsection (10), subsection (8) does not apply, and the resolution shall be deemed to be passed by council. (14) After the expiry of the time period for council to override the head of council’s veto under subsection (10), the proposed budget is deemed to be adopted by the municipality. Budget process — conflict of interest 8. If, under section 5.3 of the Municipal Conflict of Interest Act, the head of council is prohibited from using the power and exercising the duty under subsection 284.16 (2) of the Act to prepare the proposed budget for the municipality with respect to a matter, (a) council may pass a resolution to amend the proposed budget with respect to the matter; and (b) the head of council may not veto the resolution. Budget process — in-year budget amendments 9. (1) The head of council may, for the purpose of raising an additional general upper-tier levy or a special upper-tier levy in the year under section 311 of the Act or a general local municipality levy or a special local municipality levy in the year under 312 of the Act, as the case may be, prepare a proposed budget amendment for the municipality and, (a) provide the proposed budget amendment to each member of council and to the clerk; and (b) make the proposed budget amendment available to the public. (2) Subject to subsection (3), within 21 days after receiving the proposed budget amendment from the head of council in accordance with subsection (1), the council may pass a resolution making an amendment to the proposed budget amendment. (3) A council may in a year pass a resolution to shorten the 21-day period referred to in subsection (2) for the year. (4) If council does not pass a resolution under subsection (2) within 21 days, or, if a shorter period is set under subsection (3), within that period, the proposed budget amendment shall be deemed to be adopted by the municipality. (5) Subject to subsection (6), within 5 days after the expiry of the time period for council to pass a resolution under subsection (2), the head of council may veto a resolution passed by council under subsection (2) by providing to each member of council and to the clerk, on the day of the veto, a written veto document that includes the veto and the reasons for the veto. (6) The head of council may in a year shorten the 5-day period referred to in subsection (5) for the year by providing to each member of council and to the clerk a written document specifying a shorter period. (7) If the head of council vetoes a resolution in accordance with subsection (5), the resolution shall be deemed not to have been passed by council.

Page 105 of 138 Township of South Frontenac Strong Mayor Powers Reference Guide Updated – August 19, 2025 (8) If the head of council does not veto a resolution in accordance with subsection (5) within 5 days, or, if a shorter period is set under subsection (6), within that period, the proposed budget amendment shall be deemed to be adopted by the municipality. (9) Subject to subsection (10), within 10 days after the expiry of the time period for the head of council to veto a resolution under subsection (5), council may override the head of council’s veto if two-thirds of the members of council vote to override the veto. (10) A council may in a year pass a resolution to shorten the 10-day period referred to in subsection (9) for the year. (11) For greater certainty, the head of council may vote as a member of council in a vote to override a veto. (12) If the council overrides the veto under subsection (9), subsection (7) does not apply, and the resolution shall be deemed to be passed by council. (13) After the expiry of the time period for council to override the head of council’s veto under subsection (9), the proposed budget amendment is deemed to be adopted by the municipality. Powers re by-laws, s. 284.11.1 of the Act 10. (1) Section 284.11.1 of the Act does not apply with respect to, (a) by-laws under sections 238, 289 and 290 of the Act; and (b) by-laws with respect to the filling of vacancies under section 263 of the Act. O. Reg. 581/22, s. 1. (2) Section 284.11.1 of the Act applies with respect to by-laws under section 2 of the Development Charges Act, 1997. O. Reg. 581/22, s. 1.

Page 106 of 138 Township of South Frontenac Strong Mayor Powers Reference Guide Updated – August 19, 2025 Ontario Regulation 580/22 Provincial Priorities Provincial priorities

The following are provincial priorities prescribed for the purposes of sections 284.10, 284.11 and 284.11.1 of the Act:
Building 1.5 million new residential units by December 31, 2031.
Constructing and maintaining infrastructure to support housing, including, i. transit, ii. roads, iii. utilities, and iv. servicing.
Omitted (provides for coming into force of provisions of this Regulation).

Page 107 of 138

To:

Council

From:

Office of the Chief Administrative Officer

Date of Meeting:

September 2, 2025

Subject:

Verona Housing Update

Report Number:

2025-128

Summary The purpose of this report is to provide an update on the Verona Housing project. Recommendation This Report is for information purposes. Background The Township started the Verona Housing project in 2020 with the purchase of the two parcels of land on Verona Street with the purpose of building affordable housing including seniors housing. As a next step, the Verona Housing Master Plan was created to ensure the development would be compatible with surrounding uses as well as consider opportunities for connections between housing and various public amenities. The master plan incorporated the results of extensive public consultation as well as best land use planning practices. The plan identified that additional study was required to determine the best approach to servicing the proposed multi-unit apartment buildings and adjacent townhomes. The plan was endorsed by Council in 2022 with direction to undertake required next steps for the servicing of the site. In late 2022, JL Richards was contracted to undertake the Verona Housing Water and Wastewater Servicing master plan to evaluate available options and preferred solutions to service the housing project which are considered phases 1 and 2 of the Municipal Class Environmental Assessment (MCEA) process. In May of 2024, the Master Plan findings were presented to Council with the Ministry of Citizenship and Multiculturalism (MCM) accepting the final report in September 2024. In December 2024, Council approved next steps in the MCEA process for JL Richards to advance the Schedule C Class EA for water servicing and the corresponding Schedule B Class EA for wastewater servicing or phase 3 of the process. At the same time as the MCEA process has taken place, the Township hired 2B Developments in March 2024, to support the Township on the project including items such as feasibility studies, grant applications, various design stages and required studies for the property along with issuance of tender documents and project management. Some www.southfrontenac.net South Frontenac is a welcoming and thriving rural community.

Township of South Frontenac Staff Report Number: 2025-128

Page 108 of 138

significant steps that took place in 2024 includes the hiring of Cambium for the Environmental Impact Study as well as the hiring of RAW for architectural services. In collaboration with 2B developments, the Township was also successful obtaining predevelopment grants from the Federation of Canadian Municipalities (FCM) and the Canada Mortgage and Housing Corporation (CMHC). Discussion/Analysis For 2025, JL Richards is currently undertaking the phase 3 component of the MCEA and Cambium is nearing its finalization of the Environmental Impact Study. RAW architects has provided concept drawings and draft site plan for the project attached as attachment A. Other items that are also happening in parallel to these items includes through 2B Developments includes: •

preparing the project for the zoning bylaw amendment application.

•

meeting with the architect team to progress more detailed site plans and further develop the design of the development including development of 33% Drawings for parcel A (Apartment buildings) and parcel B (Townhomes). coordinating a high-level civil review for the proposed site plans and roadway. advancing the work related to the FCM Studies Grant and leading the submission of further grant applications. updated project proforma + 2026 budget forecast. develop an approval process for tenants interested in applying and becoming renters. reviewing ownership options for the project including a Municipal Service Corporation.

• • • • •

The project has had two significant funding applications approved, which are:

The FCM Studies Grant for $312,500; and
Housing-Enabling Water System Fund for $3,200,000 In addition to these confirmed funding sources, the following grant applications are currently in progress. These applications and anticipated funding amounts are:
CMHC Innovation Fund for $3,100,000; and
City of Kingston - OPHI Grant for $1,400,000. Financial Implications Not applicable Relationship to Strategic Plans ☐ Not applicable to this report. ☒ This initiative adheres to the following guiding principle of the 2023-2026 Strategic Plan. •

Priority: Community www.southfrontenac.net South Frontenac is a welcoming and thriving rural community.

Township of South Frontenac Staff Report Number: 2025-128

Climate Considerations ☒ Not applicable to this report. Notice/Consultation Lindsay Blair, Executive Director 2B Developments Attachments Attachment A – Concept drawings and draft site plan Approvals Approved By:

Louise Fragnito, CPA CGA, Chief Administrative Officer

www.southfrontenac.net South Frontenac is a welcoming and thriving rural community.

Page 109 of 138

24070 ELEVATION CONCEPTS August 26, 2025

Page 110 of 138

BLOCK A-D TOWNHOUSE - CONCEPT RENDERING

24070 ELEVATION CONCEPTS August 26, 2025

Page 111 of 138

BLOCK E-F APARTMENT - CONCEPT RENDERING

THIS DRAWING IS THE PROPERTY OF THE ARCHITECT AND MAY NOT BE REPRODUCED OR USED WITHOUT THE EXPRESS CONSENT OF THE ARCHITECT. THE CONTRACTOR IS RESPONSIBLE FOR CHECKING AND VERIFYING ALL LEVELS AND DIMENSIONS AND SHALL REPORT ALL DISCREPANCIES TO THE ARCHITECT AND OBTAIN CLARIFICATION PRIOR TO COMMENCING WORK. DRAWING IS IN METRIC UNITS U.N.O. IF IMPERIAL DIMENSIONS ARE INDICATED, IT IS FOR CONVENIENCE ONLY. IF A ROUNDING DISCREPANCY EXISTS, THE METRIC MEASUREMENT SHALL GOVERN

ISSUE RECORD

REVISION RECORD

1 A004

NE AERIAL

2 A004

NW AERIAL

405-317 ADELAIDE STREET WEST TORONTO CANADA M5V 1P9 +1 416 599 9729 WWW.RAWDESIGN.CA

24070 VERONA ST, SOUTH FRONTENAC, ON VERONA HOUSING 2B DEVELOPMENTS BUILDING MASSING

3 A004 1/8/2025 11:13:01 AM

SE AERIAL

4 A004

SW AERIAL

A004

Page 112 of 138

SCALE:

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(1352)

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TS TS BS

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BOARD FENCE

SITE PLAN

SCALE:As indicated

A100 1/8/2025 11:13:25 AM

Page 113 of 138

SITE PLAN

0.1 1

TOWNHOUSE BLOCK B 2 STOREYS FFE: XXX.XX

6.05 N73°15'10"W (P2&M)

A100 1 : 500

(N14°58'20"E P1)

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PIN 36146-0606(LT)

(P2&M

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(N16°42'00"E P7))

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10825

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0.4 2

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0.6∅ CULVERT

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P EP TS

(N14°58'30"E P1)

PIN 36146-0591(LT)

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0.5 5

0.4 8

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VERONA PART 1 13R-11818(P6)

SSIB (798)

(N19°53'50"E P4)

(N73°50'50"W P4)

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TRAVELLED ROAD KNOWN AS

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APARTMENT BLOCK F 2 STOREYS FFE: XXX.XX

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7.7 0

REVISION RECORD 6.6 4

0.7 6

5.0 3

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6.5 8

0.5 3

0.9 4

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OLS O A S T ATE

3 PIN

T) 09(L 6-00 614

LOT

SION MIS SUB M FOR

4 3 RT 26 PA -11 R 13

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T) 10(L 6-00 614

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CHAIN LINK FENCE

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CLF

14 0.1 0

IVE

PIN 36146-0588(LT)

14 0.4 3

14 0.2 1

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CHAIN LINK FENCE

31.34 (P5&M)

CLF

(P4&S) N73°50'40"W 20.12

14 0.5 6

E & NOT

RIB (798)

SSIB (873)

: END LEG

SSIB (1407)

14 0.0 2

PART 2 13R-20774(P4)

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B SYM MH

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14 0.4 1

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IB (1022)

13 9.8 2

14 0.2 8

PART 2

2.9

NORTH

PIN 36146-0104(LT)

PIN 36146-0105(LT)

PART 1(P3)

SUBJECT TO EASEMENT (AS IN INST. No. FR616995)

PIN 36146-0106(LT)

PART 5(P3)

PART 2(P3)

PIN 36146-0107(LT)

PIN 36146-0108(LT)

PIN 36146-0109(LT)

PIN 36146-0106(LT)

PART 1 13R-6170

PIN 36146-0110(LT)

PIN 36146-0111(LT)

PART 1 13R-536

PART 1 13R-11397

PIN 36146-0113(LT)

PIN 36146-0114(LT)

PART 2 13R-10998

PIN 36146-0115(LT)

PIN 36146-0112(LT)

(P2&M) N73°20'50"W 1.52

SSIB (1596)

IB (1596)

IB IB (1596)

13R-3194(P1)

42.21 (P2&M)

SSIB (1596)

IB (1596) BS

14 0.0 1

(P2&M) N17°22'00"E 21.28

OF INT (PO

PART 1 13R-10593

BS INV

0.6∅ CULVERT

13 9.8 13 13 8 9.32 9.6 3 13 13 9.4 9.9 6 4

PART 2 13R-3194(P1)

14 0.4 5

13 9.7 6

PIN 36146-0607(LT)

N71°53'50"W (P2&M)

PIN 36146-0103(LT)

PART 1(P2)

13 9.0 5

M FRO ED ERIV ASE B S D , TN) RING E 18 BEA WORK(R ZON TM ET GRID U N TO ARE TIME E ED WIS ON L T ). K C ERE G REA ELA 10.0 CLO N H E R (20 IN R ) A S ‘50” HOW NS US S S AND 3 (CSR IO 1°10 1). RING ERVAT P 8 OF NES UND ES BEA NAD SELI D (R GRO ANC BS TION A N ) O DIST ) A ONTAL OTA R B GITUDE GPS (P4 A R OVE N IZ UND . , R S R 1) LO GRO 07 ISON ON (P RE HO AND WEST THE 0.9998 A PAR S ° ING F COM ARING (75 EON IPLY R O RING TO BE N HER MULT FACTO M BEA OW D BY FRO LE FOR APPLIE ES SH TED SCA IVED C LA U ED DER WAS DISTAN CALC COMBIN EEN K(RTN) . BE E B R ALL NCES THE HAV ETWO CAN Y DISTA ES AND TIME N N B ANC TIC PLA L E A D E DIST THE GEO G R D GRID N ON ARE G USIN NTE W PLA OWN SHO SIN H D NT S S E S U OUN R UME ELIN IONS VATION MON MENT F BA BAS VAT U VEY ELE OBSER OVER IRON SUR MON R RD GPS ND VEY NDA R E A SUR STA ON BA S BAS RT IR OTE SHO RD DEN NDA " STA BAR " IRON LUG BAR K P ROC D IRON " N SSIB ROU SS " E SIB WITN ULATED " IB CALC " . O.L.S RPL " SET ED SON SUR IGGIN .S. . RIB " MEA M. H EN O.L AM LTD LIE WIT H ALL " LES URG ER . PET & B CALC " M. O.L.S IES . IER PHR S ORM " O.L.S HUM J. C PBELL . M " DAN AM O.L.S .L.S. 6 . C RR O 159 " N. B . KE SEE 7 N W DOX . 140 " BRIA RD A. O.L.S NA H&B " TER LEO 1 HUN 3194 180 " RAY R 3 2 N 13 -2223 102 " PLA R 2 N 13 -11819 135 " PLA R 7 N 13 -1936 739 " PLA R 74 N 13 738 207 LA " P R N 13 P1 " PLA UND PE P2 " GRO SLO PE OF SLO P3 " T TOP OF MEN TOM P4 AVE " BOT F P EL E O P5 RAV " EDG F G G E O " EDG NT TS EME " PAV RT BS E " EDG INVE EP ER’S " WAT OST EG E P T " GAT POS CE P CE FEN " FEN CE NK FEN IN LI INV " CHA & WIRE T WE " E POS ENC GP E F CE " WIR LINE FEN RD FP SION " BOA POLE SMIS N RO CLF TRA " HYD AD PWF RHE " OVE LINE RO WF " HYD R RES ETE BF CTU " DIAM TRU HP & S " ES L VIC OHT SER " ND LD. HL ROU HE FIE ERG IN T UND ∅ HE LISHED F T TAB N O ITIO EN ES POS BE THE OT E N M HAV 1/100 M 1/10

SSIB WIT (1596)

1.00 (P2&S)

PART 13 13R-11827

PIN 36146-0591(LT)

14 0.0 0

14.66 (P2&M)

14 0.4 6

IB (1022)

(N16°11'40"E P5)

14 0.2 2

13 9.9 0

13 9.7 5

14 0.5 2

14 0.1 9

N16°03'40"E

SSIB

13 9.5 8

EG EG

14 0.0 8

13 9.5 8

14 0.2 6

14 0.3 1 14 0.2 5

1 13 39.5 9.6 5 4

13 9.7 2

INV

0.4∅ ERT CULV

13 8.8 9

13 8.8 5 13 8.9 3

19.61 N16°19'20"E (P2&M)

CHIT

AN HT Y L YRIG HITT SON COP INS C GIN K HIG HOP M. LIE LES

KINS

CE ODU EPR RT WI A Y, R IN P Y LA COP MAY OLE OR CHITT S H SON PER N IN W HOPKIN NO OF PLA THIS MISSION PER

HOP

O: P FILE

NS TOW

OF AN PL RT PA OF ES NC CO

E AL SC

U CO

GRA (GEO N

10m

D A

3 3 PIN

T3 PAR 464 -6 13R T) 28(L 6-00 614

LOT

5 98.7 S) & (P1

NC LO

SIO

0 T 1

“W 2'30 N3°2 1&S) (P .43 122 S ) & (P1

) (LT 285 46-0 361 PIN

4 202 23, U LY D JU INSTR DATE F:JO CHIE TY PAR OAD S R K INER IO ARD ONTAR ax) 4 G (f 122 STON, 9266 G KIN ) 384(613 ‘D 9

INV

BS TS

13 9.9 3

27.80 (P2&M)

13 9.2 3

13 GATE 9 9.7 13 .86 2 9.7 13 4 9.6 3 13 9.7 4

HIGHWAY

13 139 9.8 .83 3

(P2&M) 404.25

SSIB (1407)

INV

13 9.8 0

13 9.7 1

13 9.9 3

13 9.5 2 13 9.8 2

13 9.4 9

13 9.7 6

13 9.5 1

13 8.1 7 13 7.9 2 13 13 8.1 8.7 9 13 9 8.1 13 9

13 9.6 5

13 9.1 9

13 9.7 7

13 9.0 7

INV TS

13 9.6 6

9.1 8

13 9.8 1

TS ∅ 0.6 ERT LV CU

13 8.2 6

13 9.0 6

GRAVEL DRIVE

13 9.7 4 13 9.2 7

13 8.9 6 13 8.7 13 3 8.7 5

13 9.7 3

13 8.0 13 7 8.6 3

13 8.0 0

BS EG

INV

13 1 13 7.9 38.7 9.3 1 5 6 13 8.6 7 13 138 7.9 .96 13 13 137 3 8.6 7.9 .99 4 4 13 8.6 5

13 9.6 9

13 9.6 6

EG EP

0.4∅ RT E CULV

13 7.7 9

13 9.6 8

(P4&S) 56.84

13 9.2 7

EP 13 9.8 3

13 9.8 6

PART 1 13R-19367(P4) 13 8.6 6

13 9.3 8 13

23.53 (P2&M)

INV

13 8.8 2

14 0.0 1

14 0.0 3

13 9.0 139 .74 3

BS SP

13 9.6 8

13 9.4 8

13 8.7 9

44.38 N18°15'10"E (P2&M)

SSIB

13 8.1 4

13 9.5 5 13 9 13.54 9.6 1

13 9.6 2

13 9.6 8

13 8.6 1 13 8.5 0

13 138 8.0 .76 3

13 8.4 6

13 9.5 7

) (P2 T2 PAR

13 9.5 1 13 9.3 8

13 9.5 0

14 0.8 6

13 9.7 9

SSIB (1596)

13 8.2 7

13 9.4 9

13 8.4 9

14 0.7 2

0.9∅ CULVERT

P BS SSIB (1596)

BS 13 8.3 7

13 9.4 4

13 8.7 3 13 8.3 5

CLF

14 0.0 5

30.61 (P2&M)

N16°37'40"E (P2&M)

2.00(P2&S) G SSIB WIT (1596)

2.2 RPL WIT (1596)

14 1.8 5

TS RIB (798)

14 2.1 7

13 9.1 4

14 1.7 6

13 9.5 4

1.52 N71°35'40"W (P2&M)

14 1.6 2

(P2&S) 2.59

CHAIN LINK FENCE

T EN EM 98) EAS 234 TO . FR6 o CT BJE ST. N SU IN IN (AS

L O T

14 3.1 7

14 1.8 1

2.6

14 3.2 4

13 8.9 1

13 9.4 0

SSIB (1596)

WIRE FENCE

14 1.6 4

CLF

30.92 (P2&M)

RPL (1596)

N17°45'50"E (P2&M)

RIB WIT (798)

CHAIN LINK FENCE

14 1.3 8

13 9.7 5

(P2&M) N19°18'40"E 22.95

13 9.4 6

13 8.7 4

(P4&S) N16°09'20"E

13 8.3 6

13 9.9 9

13 9.6 7

13 9.4 1

13 9.6 9

13 8.5 3 13 8.9 6

TS 13 9.6 8

10.81 (P2&M)

13 9.0 5

SSIB (1407)

47.21 (P2&M)

14 2.8 6

2.93 N72°15'20"W (P2&M)

0.8

0.31 N72°57'30"W (P2&S)

14 2.5 4

0.48 N72°15'20"W (P2&S)

IB (1596)

6.62 N73°16'20"W (P2&M)

15.49 N17°41'10"E (P2&M)

14 3.2 3

14 2.6 5

13 9.7 1

13 8.4 9

PIN 36146-0606(LT)

G G

14 2.5 6

13 9.9 4

14 0.1 6

PART 3 13R-22233(P3)

RPL (1596)

(P2&M) N72°31'50"W 0.29

14 1.9 2

14 0.6 9

14 0.9 0

SSIB (798)

13 9.7 8

13 9.7 5 13 9.6 0

13 8.5 8

13 7.7 4

13 9.7 1

13 9.6 5

13 9.8 1

13 9.8 0 13 9.5 9

13 9.7 2

TS 14 0.5 0

14 0.2 6 14 0.2 0

13 7.8 2

13 7.9 1

13 8.1 4

13 9.8 4

13 9.5 6

PART 6 13R-11819(P3)

13 9.0 0

13 8.5 8 13 9.6 1 13 9.7 8

13 9.8 3 13 9.6 1

13 8.9 9

81.85 (P3&S)

0.3∅ CULVERT

P EP BS

TS BS

13 9.1 7 13 9.4 0

(P4&M) N17°44'20"E 13 7.8 6 33.09

P EP TS BS S T

P EP

13 9.9 1 13 9.7 9

13 9.9 9 13 9.8 0 13 9.1 5 13 9.4 7

13 9.7 5 13 9.8 8

13 9.9 6

14 0.0 5

13 8.8 3 13 9.5 9

13 9.8 3 13 9.9 8

13 9.0 3

(P4&M) 77.28

13 9.1 5

14 0.2 2

13 9.7 2

13 9.2 0

13 9.4 13 4 8.9 5 13 9.7 0 13 9.9 1

D TS

INV

13 9.1 2

14 0.1 1

14 0.4 5

13 9.1 9

SSIB (798)

WF INV TS

14 0.1 3

INV

14 0.0 3

14 0.0 9 13 9.9 4 13 9.4 8

WIRE FENCE

G 14 1.3 1

13 8.6 7

(104.85 P5)

104.81(M)

13 9.7 2

13 7.4 2

20.12 N12°20'40"E 14 1.1 4 (P2&M)

IB (739)

14 1.0 6

8.3 14 0.9 6

IB (1352)

WIRE FENCE

14 1.0 4

14 1.1 9

BOARD FENCE

2.80 N17°15'20"E (P2&M)

14 1.2 6

14 0.8 9

14 1.0 2

14 0.9 1

14 0.9 4

0.1

0.7

14 0.7 3

1.4

WIRE FENCE

(P2&M) N17°15'00"E 16.84

SSIB P (1352) F

PIN 36146-0116(LT)

PART 1 13R-10998

HIGHWAY

14 0.3 5

14 0.7 7

(P2&M) N17°44'20"E 20.12

RIB (798)

14 0.4 2

13 9.1 5

13 9.1 3 13 9.9 139 1 .86

13 8.4 2

(P4&M) N21°21'40"E

13 9.0 8

6.05 N73°15'10"W (P2&M)

IB (H&B)

0.8 FP

BOARD FENCE

14 0.7 1

N73°51'10"W

(N73°50'00"W P5)

14 0.1 6

14 0.0 6

13 8.3 2

14 0.6 3

14 0.5 8

87(L T)

14 0.2 0

13 8.1 6

14 0.3 0

CHAIN LINK FENCE

IB (1352)

14 0.9 9

14 0.4 3

14 0.3 9

14 0.0 5

14 0.4 3

PART 3 13R-22233(P2)

PIN 36146-0606(LT)

SSIB (798)

FP G

SIO

CONCESSION

38.68 (P2&M)

PIN 36146-0117(LT)

39.89 (P2&M)

(P2&M) N17°52'40"E 20.15

13 9.5 8

25.00 (P3&M)

FENCE

N17°50'50"E (P2&M)

14 0.1 2

14 0.1 4 14 0.0 5

13 8.7 7

14 0.0 9

PARCEL A 14 0.0 3

14 0.1 8

14 0.4 3

30.69(P4&M) N73°47'10"W

(N73°50'50"W P4)

TS BS

(P2&M) N16°09'10"E

SSIB (1596)

14 0.3 6

14 0.1 1

P EP

HP TS

TS TS BS

TS BS 14 0.0 1

14 0.6 0

14 0.0 2

14 0.9 3

P EP

14 0.6 9

0.3∅ CULVERT

14 0.1 9

14 0.1 9 13 9.9 8 13 9.5 1

14 0.2 8

14 0.6 3

0.6

89.27 (P2&M)

FP WIRE

N72°16'30"W (P2&M)

14 1.3 0.3 2 14 0.3 7

14 0.4 3

14 0.9 9

14 0.5 2

13 9.6 9

14 0.5 7

VERONA STREET

14 0.2 7

14 0.2 8 14 0.2 1 13 9.5 1

14 0.3 2

13 9.6 9

14 0.3 2

14 0.3 8 14 0.2 7

14 0.4 14 0 0.3 6

14 0.2 3

SSIB (1407)

RIB (798)

N19°57'10"E 40.06(P4&M)

STREET 14 0.2 8 14 0.3 9

P EP

BS HP

SSIB (1596)

IB (798)

0+4.28

14 0.4 7 14 0.3 13 4 9.5 13 5 9.7 14 2 0.2 0

14 0.3 4 14 0.4 2

P EP

P EP TS

33.54(P2&M)

14 0.4 2 14 0.4 5

INV

EP INV

N16°05'50"E(P2&M)

0.6∅ CULVERT

VERONA EP

14 0.5 5

14 0.4 13 7 9.5 5

14 0.5 6

14 0.4 9

14 0.0 6

14 0.0 9

14 0.5 5

SSIB (1022)

WELL

13 8.1 1

13 7.5 1

13 9.2 9

14 0.1 3

(N19°53'50"E P4)

TRAVELLED ROAD KNOWN AS

PIN 36146-0591(LT) 14 0.4 7

PWF

RIB (798)

14 0.4 8

14 0.5 7

14 0.4 6

CANADIAN PACIFIC RAILWAY

14 0.4 1

13 7.3 7

13 7.8 7

14 0.3 6

(151.72 P4)

14 0.5 2

14 0.4 8

PART 1 13R-19367(P4)

PART 1 13R-11818(P6)

TOP

14 0.4 7

14 0.3 5

14 0.4 4

14 0.4 7

14 0.4 6

13 8.2 6

13 8.8 1

151.68(M)

14 0.3 2

14 0.4 2

G G

13 9.6 4

14 1.4 6

PWF

14 0.2 2

13 7.4 9

N19°49'00"E 25.32(P4&M)

88.93(M)

WIRE FENCE

13 8.1 4

P 13R ART 1 -207 74(P PIN 5) 361 46-0 5

13 9.9 7

13 8.2 4

13 7.7 0

14 0.4 6

14 0.3 7

N16°08'20"E 14 1.1 3

14 1.5 5

13 9.9 6

14 0.1 4

13 6.9 2

14 0.0 1

(N19°53'50"E P4)

(88.89 P4)

14 3.2 4

0+17.90

OVERALL SITE PLAN

13 6.7 9

13 9.6 9

14 0.5 1

(N16°09'20"E P4)

13 8.8 3

13 9.7 1

13 9.9 6

14 0.1 1

13 9.6 1

13 7.0 7

14 0.3 0

14 0.4 5

14 0.7 6

14 0.4 2

14 1.5 7

0+0.00

A101 1 : 1000

SIO

14 2.3 7

13 9.8 2

13 8.5 9

13 8.4 4

14 1.9 6

14 2.8 8

BS 14 0.3 7

14 0.3 9

14 0.0 5

13 6.7 6

14 1.4 2

14 2.1 2

P4)

14 0.4 4

13 7.7 4

13 8.3 2

14 0.3 9

14 0.3 6

N11°31'50"E

(N11°32'50"E

14 0.4 5

14 0.3 0

14 0.4 5

14 0.3 3

13 7.9 1

14 0.7 9

14 0.0 5

SSIB (798)

14 0.2 7

14 0.2 3

14 0.3 8

14 0.2 9 14 0.5 0

13 6.9 1

13 9.6 8

13 9.6 13 9.6 0 4

14 0.4 8

14 0.6 4

14 2.6 2 14 2.5 4

13 9.6 3

13 9.4 4

13 9.9 3

14 2.9 5

14 2.6 6

14 1.8 8

13 9.0 7

13 9.2 7

13 7.0 5

13 7.6 8

14 0.0 4

14 0.4 6

14 1.7 3

14 4.8 2

14 0.4 3

14 0.3 5

EG 14 0 14 .26 0.3 6

14 0.2 6

14 0.2 5

14 0.3 6

14 0.3 8

14 0.1 14 3 0.2 8

14 0.1 4

131.81 (P4&M)

14 5.2 1

14 0.3 2

G 14 0.0 5 14 0.2 6

14 0.2 9

14 0.1 0 14 0.3 3

14 0.3 9

14 0.2 5

(N16°13'00"E P4)

14 0.1 7 14 0.3 0

14 0.3 5

N16°13'00"E

13 9.9 4

13 9.7 3

14 0.6 6

14 0.4 3

13 9.0 4

14 0.5 2

14 3.8 6

14 14 0.0 0.1 3 7

13 9.9 0

13 9.8 6

14 0.2 4

13 9.7 9

13 9.6 8

SSIB (1801)

EG 05

14 0.3 7

14 0.7 8

13 9.9 1

13 9.7 7

6-01 3614 PIN

13 9.6 9

13 8.0 1

13 7.1 8

14 0.0 8

14 1.8 6

EG 13 9.7 8

13 9.7 2

14 5.9 0

14 3.1 1

14 1.2 6

14 0.3 3

13 6.9 5

14 0.2 2

14 1.4 1

14 4.2 3

14 6.4 5

14 1.9 1

13 9.7 4

14 4.4 9

14 4.5 6

14 7.9 1

14 7.4 4

14 5.4 7

14 6.4 3

14 0.6 8

14 0.5 2

T1 PAR (P1) 3194 13RT) 02(L

TS TS

14 0.0 0

13 7.8 5

13 9.8 8

14 0.5 2

14 0.5 1

14 0.3 6

14 5.5 2

BS G

G 14 0.0 0

13 7.3 7

13 7.2 1

13 6.6 4

14 1.1 9 14 0.6 0

173.00 (P5&M)

13 8.9 7

13 9.1 0

13 8.7 0

13 8.1 0

14 4.9 1

14 1.9 2

13 9.8 0

13 9.7 2

14 8.2 4

14 7.0 8

14 1.4 6

14 0.5 2

14 7.6 2

14 6.9 1

14 3.9 8

14 0.1 6

13 9.9 7

13 9.7 2

14 5.8 6

14 1.3 8

N16°07'30"E (N16°07'55"E P5)

13 6.9 1

14 0.5 3

14 0.6 0

14 4.9 6

BEDROCK OUTCROP

14 1.4 7

14 0.6 8

14 0.6 5

13 9.8 8

14 7.6 3

14 8.7 6

78(LT) PIN 36146-01

13 6.8 0

14 6.5 8

14 0.4 3

REVISION RECORD

13 9.0 2

13 9.0 1

13 7.9 1

14 5.0 3

14 0.4 4

13 8.8 8

14 0.1 0

13 6.5 4

13 7.5 6

14 6.3 5

14 0.7 6

14 1.3 0

14 4.6 9

13 9.1 2

14 6.2 7

14 9.1 7

14 8.7 9

14 7.9 5

14 0.9 6

13 7.7 3

13 8.8 6 13 8.7 7

14 6.4 3

14 0.6 4

14 0.5 4

14 9.4 3

14 5.0 5

14 4.1 8

13 7.2 8

14 7.5 4

14 6.4 4

14 0.3 0

PART 2 13R-2259

PIN 36146-0178(LT)

PART 1 13R-2259

14 1.4 3

14 0.3 8

15 1.1 9

14 8.0 0

14 6.6 8

13 6.6 7

13 6.9 6

13 8.2 6

14 4.9 6

14 0.6 1

14 7.9 1

13 8.3 3

13 7.6 3

13 9.1 4

13 8.4 7

14 0.5 9

14 1.3 4

14 9.0 4

14 9.3 0

14 3.9 5

14 7.7 0

15 1.5 1

14 8.2 3

13 9.3 6

14 4.6 2

14 0.5 5

15 0.2 5

13 7.8 2

13 8.8 1

13 6.5 9

13 6.6 2

P2) E (R ) ERV RES 275(LT OT -0 1 FO 36146 PIN

14 1.1 4

14 9.9 7 15 0.1 2

13 8.1 0

E LAN

T) 23(L 6-00

614

14 1.5 2

14 2.6 8

PARCEL B

15 1.1 3

14 6.8 8

13 6.6 2

14 2.5 8

14 0.7 1

14 7.3 1

14 9.4 5

13 8.2 7

13 6.9 7

13 7.1 6

13 8.1 3

3 PIN

13 9.7 2

14 5.7 5

15 0.2 9

13 6.6 9

13 8.7 1 13 8.8 4

13 6.7 2

13 7.2 4

13 9.3 5

14 0.2 0

14 0.5 3

15 1.5 7

13 7.7 3

14 6.5 3

15 3.0 5

13 8.4 7

14 1.7 1

14 0.7 1

&S ) (P1 1 .2 172

S MAR

13 6.6 2

14 2.7 1

14 0.8 3

14 0.9 4

13 6.6 3

13 9.0 8

14 5.7 5

14 4.5 6

14 5.6 8

13 6.6 5

13 6.8 5

14 3.3 0

14 2.2 9

14 4.6 7

14 0.4 8

14 0.7 4

13 7.0 9

13 6.6 8

13 6.7 1

14 0.7 4

ER EEV McK

14 0.7 8

14 0.9 8

13 6.6 3

13 6.7 2

13 7.8 3

13 6.8 7

14 1.7 1

13 9.0 4

14 0.6 0

13 6.7 0

13 13 6.7 6.7 4 1

13 6.6 6

13 6.7 8

13 8.9 5

14 0.4 2

14 1.5 1

14 2.2 3

14 1.7 3

14 1.1 6

14 0.1 5

13 6.7 4

(102 SSIB NING LEA

13 7.1 5

14 0.2 0

T1 PAR (P1) 3194 13R-

T) 02(L 6-01 3614 PIN

13 6.9 5

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ISSUE RECORD

405-317 ADELAIDE STREET WEST TORONTO CANADA M5V 1P9 +1 416 599 9729 WWW.RAWDESIGN.CA

24070 VERONA ST, SOUTH FRONTENAC, ON VERONA HOUSING 2B DEVELOPMENTS OVERALL SITE PLAN

A101 1/8/2025 11:13:32 AM

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SCALE: 1 : 1000

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Newsletter August 2025

EOWC Advocacy Update EOWC Advocates for Rural Priorities at 2025 AMO Conference

Left-to-right: Mike Gladstone, Vice President, Utility Public Affairs and Communications, Enbridge; Lisa Thompson, Minister, Ministry of Rural Affairs; Bonnie Clark, Chair, EOWC; Kevin Mariott, Vice-Chair, WOWC; Pauline Rochefort, Parliamentary Secretary, Secretary of State (Rural Development); Christa Lowry, Chair, ROMA.

The Eastern Ontario Wardens’ Caucus (EOWC) was proud to represent our 103 rural and small urban municipalities at the 2025 Association of Municipalities of Ontario (AMO) Conference in Ottawa. During the conference, the EOWC held a joint meeting alongside the Western Ontario Wardens’ Caucus (WOWC). Together, we discussed shared rural opportunities and challenges, and committed to a unified stand in support of the Elect Respect campaign. We encourage all elected officials, organizations, and members of the public to join us in signing the pledge at www.electrespect.ca. Throughout the week, the EOWC engaged in productive meetings with

provincial and federal leaders, opposition parties, and sector partners. These conversations focused on the key issues facing Eastern Ontario— Page 116 of 138 from housing and infrastructure to healthcare and economic development. These meetings included: Parliamentary Secretary, Jennifer McKelvie, Canada’s Ministry of Housing, Infrastructure and Communities The Honourable Natalia Kusendova-Bashta, Minister of Long-Term Care, Parliamentary Assistant John Jordan, Ministry of Long-Term Care Parliamentary Assistant Amarjot Sandhu, Ministry of Infrastructure Parliamentary Assistants Bob Bailey and Steve Pinsonneault, Ministry of Rural Affairs Premier’s Office (Ottawa Regional Office), Scott Phelan Ontario New Democratic Party (NDP) Ontario Liberal Party Rebecca Bligh, President of the Federation of Canadian Municipalities Ontario Medical Association Hydro One We were pleased to meet with partners and decision-makers throughout the conference to share our advocacy and highlight the priorities of eastern Ontario’s rural communities. Read the EOWC’s AMO 2025 briefing package

The EOWC Submission: Federal 2025 Pre-Budget Consultation

The EOWC has submitted its 2025 Pre-Budget recommendations to the Page 117 of 138 House of Commons Standing Committee on Finance and the Department of Finance Canada, calling for federal action to support sustainable growth, infrastructure investment, and service delivery in eastern Ontario’s rural and small urban communities. The submission outlines seven key recommendations: 1. 2. 3. 4.

A modern, reliable fiscal framework for municipalities Targeted rural and small urban support Investment in trade and transport-enabling ports Federal investment in municipalities and other subsidiary industries and supports to help advance the commitment to allocate 1.5% of GDP toward critical defence and security-related expenditures 5. Inclusive design of Build Canada Homes, recognizing Ontario’s Municipal Service Manager role 6. Federal recognition of municipalities’ role in housing and longterm care 7. Direct investment in modernizing municipally operated paramedic services The EOWC continues to advocate for collaborative, cross-government solutions to strengthen the communities that form the backbone of Canada and its economy. Read the EOWC’s submission

The EOWC Participates in Roundtable on U.S. Tariffs and Ontario’s Trade-Impacted Communities Program

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Left-to-right: Bonnie Clark, Chair, EOWC; Victor Fedeli, Minister, Ministry of Economic Development, Job Creation and Trade.

Eastern Ontario Wardens’ Caucus Chair Bonnie Clark and Director of Government Relations and Policy Meredith Staveley-Watson recently joined a roundtable hosted by Minister Victor Fedeli, focused on the impacts of U.S. tariffs and Ontario’s $40 million Trade-Impacted Communities Program. The EOWC welcomed the opportunity to highlight how this new program can help address the unique challenges faced by rural and small-urban communities in eastern Ontario.

EOWC Presents to Standing Committee on Bill 9: The Municipality Accountability Act

On July 14, EOWC Chair Bonnie Clark presented to the Standing Committee on Heritage, Infrastructure and Cultural Policy regarding Bill Page 119 of 138 9, The Municipality Accountability Act. The EOWC supports stronger accountability measures to ensure respectful, harassment-free workplaces for municipal staff and elected officials. With the 2026 municipal election ahead, these protections are more important than ever. Read the EOWC’s Committee Submission

In The Media EOWC Chair Bonnie Clark Appointed County Caucus Chair on AMO’s Board of Directors

The EOWC’s Chair, Bonnie Clark, has been appointed as the County Caucus Chair on AMO’s board of directors, joining AMO’s Executive Leadership Team to represent counties’ voices in meetings with the Ontario government.

Ontario Invests $5M+ to Train 2,900 Workers in Northumberland & Peterborough The Ontario government is investing over $5 million through the Skills Development Fund (SDF) to help more than 2,900 youth, jobseekers, and apprentices in the Northumberland and Peterborough regions prepare for in-demand jobs in skilled trades, construction, manufacturing, aviation, and more. This investment supports hands-on training, mentorship, and paid placements, helping workers gain the skills needed to succeed— especially amid challenges from U.S. tariffs.

Key projects: Page 120 of 138 Junior Achievement of Northern and Eastern Ontario: $609K for skilled trades training and mentorship for 2,650 students Northumberland Builders & Construction Association: $230K for mobile onsite training Nventure Business Development Corp.: $562K to launch Canada’s first VR tool for manufacturing recruitment OPCMIA Local 598 Training Centre: Nearly $4M to train apprentices and pre-apprentices in restoration trades

South Frontenac Receives $3.2M to Unlock Housing Opportunities

The Township of South Frontenac in the County of Frontenac have secured $3.2 million through the Housing-Enabling Water Systems Fund. This critical investment will help unlock up to 1,150 new housing opportunities and drive long-term economic growth in the Verona area.

Meredith Staveley-Watson Featured on Podcast Discussing the Future of Local Government

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Meredith Staveley-Watson, Director of Government Relations and Policy at the EOWC, is featured on the latest episode of Fempire. Meredith shared insights on the financial realities municipalities face, the importance of strong local leadership, and how she’s helping over 100 municipalities advocate for smarter, more sustainable policy. Listen to the FEMPIRE episode

Partner Updates

EORN Partners with CIRA to Map Internet Gaps in Eastern Ontario EORN, in partnership with the Canadian Internet Registration Authority (CIRA), is collecting internet speed data to better understand the quality of connectivity across eastern Ontario. By promoting and taking the CIRA Internet Performance Test, residents and businesses can help build a clearer picture of internet access in their communities. This data is vital for informing decisionmakers and funders, guiding future investments to improve broadband service. The more tests completed, the stronger the case for bringing reliable, high-speed internet to all corners of the region. Take the test and help shape the future of connectivity.

Regional Updates and News

Canada Invests $748M in Ontario to Build Stronger, More Connected Communities The Government of Canada is investing over $748 million in Ontario and the Association of Municipalities of Ontario through the Canada Community-Building Fund to support local infrastructure that strengthens communities and enables housing growth. This funding will help build and improve roads, water systems, public transit, and community spaces across the province. By investing in both essential and recreational infrastructure, the federal government is helping municipalities prepare for future housing needs while improving quality of life today.

Ontario Invests $89M to Help Seniors Age Safely at Home The Ontario government is investing $89 million to make the Community Paramedicine for Long-Term Care (CPLTC) program permanent, expanding it to serve even more communities, including First Nations. CPLTC offers 24/7 non-emergency medical care—like athome treatments and remote monitoring—so seniors can safely remain in their homes and avoid unnecessary hospital visits. Since its launch, CPLTC has supported over 81,000 people with more than 310,000 hours of care. This new funding will extend services to areas like Pikangikum and Weenusk First Nations, as part of Ontario’s plan to strengthen long-term care by delivering faster, more convenient care where it’s needed most.

Ontario Invests $56.8M to Train 2,200 New Nurses by 2029 The Ontario government is investing $56.8 million to expand nursing

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education across the province, adding 2,200 new nursing seats in colleges and universities by 2029. This initiative will grow the Page 123 of 138 province’s health-care workforce, ensuring more nurse practitioners, registered nurses, and registered practical nurses are available to meet rising health-care demands, especially in hospitals, long-term care homes, and community clinics. The investment also supports flexible online learning pathways to help personal support workers and registered practical nurses advance their careers. An additional $7.5 million will be provided to universities to upgrade clinical supplies and lab equipment, giving students access to the latest training tools.

Ontario Launches $1B Financing Program to Protect Jobs Amid U.S. Tariffs The Ontario government has launched the Protect Ontario Financing Program, a $1 billion initiative to support local businesses—particularly in the steel, aluminum, and auto sectors, hit hard by rising U.S. tariffs. This is the first phase of the province’s broader $5 billion Protecting Ontario Account, announced in the 2025 Budget. The program will provide liquidity support through loans to help companies cover key expenses like payroll and utilities, protecting jobs and critical supply chains. Eligible businesses can apply through a dedicated website, where they’ll complete a screening tool before being contacted for next steps.

Ontario Invests Additional $1.6B in Housing Infrastructure to Support Growth and Jobs The Ontario government is investing an additional $1.6 billion into the Municipal Housing Infrastructure Program (MHIP), nearly doubling the fund to $4 billion. This major boost will help municipalities and Indigenous communities build the essential infrastructure, like roads, bridges, and water systems, that is needed to support hundreds of thousands of new homes across the province.

Ontario Launches New Funding Model to Accelerate Long-Term Care Construction The Ontario government is introducing a new Capital Funding Program (CFP) to make it faster and easier to build long-term care homes. The new model shifts from a fixed cost-per-bed approach to a flexible, percentage-based funding system, covering up to 85% of eligible construction costs based on regional conditions. This approach aims to overcome barriers such as labour shortages and rising costs while helping not-for-profit, hospital, and Indigenous operators access funding earlier, so projects can break ground sooner. The program will help deliver on Ontario’s plan to build 58,000 new and upgraded long-term care beds, with redevelopment projects like Maxville Manor already underway. The updated 160-bed facility will

feature modern amenities and is expected to open in 2027.

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Ontario Invests $70M to Support Workers Impacted by U.S. Tariffs

The Ontario government is investing $70 million to support workers affected by U.S. tariffs and economic uncertainty. The funding will expand access to training and job support through two major initiatives: $20 million for Protect Ontario Workers Employment Response (POWER) Centres, which will now offer proactive support—responding to layoffs within 24 hours and launching even before job losses occur. These centres will connect workers to training, job search help, and Employment Ontario services. $50 million for Better Jobs Ontario (BJO) , offering up to $35,000 per person for tuition, child care, and other supports to help jobseekers retrain for in-demand careers.

CAMEA’s Building a Best Practices Library – and Needs Your Help! The Canadian Association of Municipal Executive Assistants (CAMEA) is creating a members-only Best Practices Library featuring sample policies, templates, and checklists tailored to the unique roles of Executive Assistants in local government. Launching in January 2026, this library will be a go-to resource for Executive Assistants across Canada. To make this resource as valuable as possible, CAMEA is inviting members to share non-confidential documents—final or draft—that others may find useful. Submissions can include municipal branding and be in English, French, or both. High-priority topics include: Council meeting procedures, report templates, onboarding checklists, event planning tools, social media policies, and more. Submit by September 30, 2025 to admin@camacam.ca with the subject line: CAMEA Library Contribution. View an exmaple here.

Upcoming Events

IESO Webinar: Electricity Planning from Peterborough to Kingston The Independent Electricity System Operator (IESO) has launched regional electricity planning for the Peterborough to Kingston region, which including the Cities of Belleville, Kingston, Peterborough, Quinte West, Prince Edward County, the Municipality of Clarington in the Region of Durham, and the Counties of Hastings, Lennox and Addington, Northumberland, and Peterborough. Join the IESO webinar on September 11, 2025, at 1 p.m. to learn more, review draft demand forecasts, and share your feedback. Materials will be available in advance and written comments after the webinar are welcomed until October 2, 2025 to engagement@ieso.ca. Register for the webinar here.

Unlocking Opportunity through Human Rights in Municipal Planning AMO is offering a specialized workshop for elected officials titled “Unlocking Opportunity through Understanding Human Rights Requirements in Municipal Planning.” Taking place on September 11, 2025, from 10:00 AM to 1:00 PM, this session will explore how applying a human-centered approach to land use planning can help municipalities secure funding, build community trust, ensure legal compliance, and drive local economic development. Register for the workshop here.

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P3s for Municipalities: 6-Part Webinar Series The EOWC is excited to build its partnership with the Canadian Council for Public-Private Partnerships (CCPPP). CCPPP is offering the free P3s for municipalities webinar series available for municipal and Indigenous employees and elected officials across Canada. Designed for those new to or seeking a refresher on P3 infrastructure delivery, the series covers fundamentals, opportunities, challenges, and tools for successful P3 procurement. CCPPP is also introducing the Council’s new municipal P3 recommendations and insights from the updated Public-Private Partnerships: A Guide for Municipalities. Upcoming webinars: September 16. Webinars will continue to be available on the CCPPP site. Sign up for the webinar here

Ontario East Municipal Conference 2025 The Ontario East Municipal Conference returns from September 17–19, 2025, at the Ottawa Conference and Event Centre, bringing together economic developers, municipal leaders, and industry experts from across the region. As Eastern Ontario’s premier economic development event, OEMC offers a unique opportunity for attendees to connect with key decisionmakers, gain valuable insights from experts, and collaborate on strategies to drive regional growth. Register here.

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Eastern Ontario Housing Summit 2025 The 2025 Eastern Ontario Housing Summit will explore how to meet the region’s anticipated growth over the coming decades, and the rising demand it brings, even amid a challenging market. The summit will focus on strategies to ensure a sufficient and sustainable housing supply for residents today and in the future. The event will be taking place October 8, 2025 at the Ottawa Events and Conference Centre. Register here.

Western Ontario Municipal Conference 2025 The Western Ontario Municipal Conference (WOMC), presented by the Western Ontario Wardens’ Caucus, offers dynamic programming focused on sharing knowledge, best practices, and strategies to support municipal success. This event is ideal for elected officials,

municipal staff (including administration, planners, social services, and economic development professionals), service providers, and provincial Page 128 of 138 and federal partners The event will be taking place October 17, 2025 in London Ontario. Register here.

AMO Second Annual Healthy Democracy Forum

Join the Association of Municipalities of Ontario for the 2nd Annual Healthy Democracy Forum—a key event supporting local democracy ahead of the 2026 municipal elections. The forum will take place October 18-19 in Toronto at the Westin Harbour Castle Hotel.

This year’s Forum will spotlight two major initiatives from AMO’s Healthy Democracy Project: Day 1: Explore strategies to increase voter turnout, attract and retain diverse candidates, and boost public engagement. Day 2: Dive into AMO’s Municipal Civility and Anti-Harassment Strategy with tools and resources to foster respectful, safe, and inclusive municipal environments. Register for the forum here.

EOWC Parliament Hill Advocacy Day The EOWC is heading to Ottawa on October 21, 2025, to host its Parliament Hill Advocacy Day. As part of the day’s events, the EOWC will hold a breakfast reception and meet with ministers and senior staff to present and discuss the unique challenges facing rural and small urban communities across eastern Ontario.

AMO Forum on Trade, Tariffs, and the Municipal

Role in Long-Term Economic Growth

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The international trade landscape remains in flux. U.S. tariffs introduced during former President Trump’s administration continue to evolve, with their legality under review in U.S. courts. Potential new trade negotiations are also on the horizon, adding further uncertainty. On October 24, AMO is hosting an event focused on what this uncertainty means for municipalities. The session will explore how tariffs could affect municipal revenues and expenditures, and how local governments can contribute to broader federal and provincial strategies aimed at building a more resilient and prosperous economy. Register for the forum here.

Connect With Us on LinkedIn, Facebook and X

About the EOWC The EOWC is a regional non-profit organization representing 13 upper and single-tier municipalities across eastern Ontario. The EOWC supports and advocates on behalf of 103 municipalities and serves 1.1 million residents. The EOWC covers an area of approximately 50,000 square kilometers from Northumberland County to the Québec border. The EOWC has gained support and momentum by speaking with a united voice to champion regional municipal priorities and work with government, business leaders, the media, and the public. Visit the EOWC’s website at eowc.org.

Connect with the EOWC 2025 Chair, Warden of Peterborough County, Bonnie Clark 2025 Vice-Chair, Mayor of Prince Edward County, Steve Ferguson Director of Government Relations and Policy, Meredith Staveley-Watson info@eowc.org

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Meredith Staveley-Watson, Director of Government Relations and Policy | 235 Pinnacle Street | Belleville, ON K8N 3A9 CA Unsubscribe | Update Profile | Constant Contact Data Notice

Page 131 of 138 Minutes of Council August, 12, 2025

Township of South Frontenac Council Meeting Minutes

Meeting #2025-16 Time: 7:00 PM Location: 3910 Battersea Road/Virtual Via Zoom Present: Ray Leonard, Doug Morey, Steve Pegrum, Norm Roberts, Randy Ruttan, Ron Sleeth, Scott Trueman, Adam Turcotte, Mayor Ron Vandewal Staff: Louise Fragnito - Chief Administrative Officer, James Thompson - Clerk, Heather Woodland - Deputy Clerk, Brad Wright - Director of Development Services, Kyle Bolton

Director of Public Services, Stephanie Kuca - Director of Finance and Treasurer, Troy Dunlop - Manager of Engineering and Capital Projects, Christine Woods - Manager of Planning Services, Rebecca Roy - Chief Building Official

Meeting to Order

Resolution Resolution No. [2025-16]-01 Moved by Councillor Leonard Seconded by Councillor Roberts That the Council meeting of August 12, 2025 be called to order at 7:01 p.m. Carried

Roll Call

The Deputy Clerk conducted roll call.

Approval of Agenda (and Addendum)

Resolution Resolution No. [2025-16]-02 Moved by Councillor Pegrum Seconded by Councillor Sleeth That the agenda be approved, as presented. Carried

Disclosure of Pecuniary Interest

There were none.

Committee of the Whole “Closed Session”

Not applicable.

Recess (If Required)

Ceremonial Presentations

There were none.

Public Meeting

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Resolution Resolution No. [2025-16]-03 Moved by Councillor Morey Seconded by Councillor Turcotte That the public meeting be called to order. Carried

The Deputy Clerk read the Notice of Collection and Public Meeting statement.

Zoning By-law Amendment Application PL-ZBA-2025-0017, 1029 Benjamin Lane, Loughborough District Christine Woods provided an overview of the application. Mayor Vandewal afforded members of Council the opportunity to ask questions. There were no questions received from members of Council. Mayor Vandewal afforded members of the public an opportunity to speak to the application. No members of the public spoke to the application.

Zoning By-law Amendment Application PL-ZBA-2025-0082, 223 Spruce Lane, Bedford District Christine Woods provided an overview of the application. Mayor Vandewal afforded members of Council the opportunity to ask questions. There were no questions received from members of Council. Mayor Vandewal afforded members of the public an opportunity to speak to the application. No members of the public spoke to the application.

Resolution Resolution No. [2025-16]-04 Moved by Councillor Trueman Seconded by Deputy Mayor Ruttan That the public meeting be closed. Carried

Delegations

There were none.

Briefings

There were none.

Reports from Administration

Zoning By-law Amendment Application PL-ZBA-2025-0045, Heyman, 2529 Freeman Road Resolution No. [2025-16]-05 Moved by Councillor Pegrum Seconded by Councillor Leonard

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Page 133 of 138 Minutes of Council August, 12, 2025 That the Zoning By-law Amendment Application (File Number PL-ZBA-20250045) submitted by Brad and Tanya Heyman, regarding 2529 Freeman Road, be approved; That By-law 2025-52, attached to Report Number 2025-117, as Exhibit A, being a By-law to amend the zoning on lands known as 2529 Freeman Road, Part of Lot 6, Concession 6, District of Loughborough, Township of South Frontenac, be given first and second reading; and That By-law 2025-52 be presented to Council for third reading. Carried b)

Zoning By-law Amendment Application PL-ZBA-2025-0017, 1029 Benjamin Lane, Loughborough District Resolution No. [2025-16]-06 Moved by Councillor Morey Seconded by Councillor Turcotte That the Zoning By-law Amendment Application (File Number PL-ZBA-20250017) submitted by Marilyn Votary, regarding three properties associated with 1029 Benjamin Lane, be approved; That By-law 2025-55, attached to Report Number 2025-112, as Exhibit A, being a By-law to amend the zoning on a portion of lands in Part of Lots 9 and 10, Concession 7, District of Loughborough, Township of South Frontenac, be given first and second reading; and That By-law 2025-55 be presented to Council for third reading. Carried

Zoning By-law Amendment Application PL-ZBA-2025-0082, 223 Spruce Lane, Bedford District Resolution No. [2025-16]-07 Moved by Councillor Sleeth Seconded by Councillor Roberts That the Zoning By-law Amendment Application (File Number PL-ZBA-20250082) submitted by Robert and Jamie Bechard, regarding 223 Spruce Lane, be approved; That By-law 2025-56, attached to Report Number 2025-113, as Exhibit A, being a By-law to amend the zoning on a portion of lands known as 223 Spruce Lane, Part of Lot 2, Concession 3, District of Bedford, Township of South Frontenac, be given first and second reading; and That By-law 2025-56 be presented to Council for third reading. Carried

Proposed Bylaw Updates - Waste Management By-law – Loughborough Waste Disposal Site Resolution No. [2025-16]-08 Moved by Councillor Morey Seconded by Councillor Leonard That Council approve the updated service and fee changes for the Loughborough Waste Disposal Site in principle; and

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Page 134 of 138 Minutes of Council August, 12, 2025 That Council direct staff to provide notice for Council to Hold a Public Meeting on September 16th, 2025, in accordance with Notice By-law 2025-33, regarding the proposed fee changes to the Waste Management By-law 2005-98. Carried e)

Verona Housing Servicing EA – Stage 2 Archaeological Assessments Resolution No. [2025-16]-09 Moved by Deputy Mayor Ruttan Seconded by Councillor Morey That Council accept the proposal for scope changes from J. L. Richards totalling $67,582.42 plus HST for the required Stage 2 Archaeological Assessments required through the screening requirements of the Ministry of Citizenship and Multiculturalism; and That Council direct staff to proceed with the required Stage 2 field investigations required under the Ministry of Citizenship and Multiculturalism (MCM) 2011 Standards and Guidelines for Consultant Archaeologists. Carried

Dog Control By-law Amendment Resolution No. [2025-16]-10 Moved by Councillor Roberts Seconded by Councillor Trueman That Council approve the proposed amendment to the Dog Control By-law, as outlined in Exhibit A of Report Number 2025-108 related to dog licensing; and That By-law 2025-51, attached to Report Number 2025-108 as Exhibit A, being a By-law to Amend By-law 2001-66, As Amended, be given first and second reading; and That By-law 2025-51 be presented to Council for third reading. Carried

Appointment of Fence-Viewers – Line Fences By-law Update Resolution No. [2025-16]-11 Moved by Councillor Pegrum Seconded by Councillor Sleeth That Ben Hogan, Shane Kidd, Doug Bancroft, and Will Herbert be appointed as Fence Viewers for the Township of South Frontenac for a term concluding November 1, 2030; That By-law 2025-53, attached to Report Number 2025-110, as Exhibit A, being a By-law to amend By-law 2016-68, Being A By-law to Deal with Line Fences within the Township of South Frontenac, be given first and second reading; That By-law 2025-54, attached to Report Number 2025-110, as Exhibit B, being a By-law to amend By-law 2024-59, Being A By-Law to Establish Fees and Charges Collected by The Corporation of the Township of South Frontenac, be given first and second reading; That By-law 2025-53 and By-law 2025-54 be presented to Council for third reading. Carried

Town Hall Expansion Project Budget Update

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Page 135 of 138 Minutes of Council August, 12, 2025 Resolution No. [2025-16]-12 Moved by Councillor Leonard Seconded by Councillor Sleeth That Council approve an additional $75,000 for the Town Hall Office Expansion project to be funded from the Facility Reserve. Carried 12

Reports from Advisory Committees

There were none.

Information Reports

4th Quarter 2024 – Building Services Report

Planning Services Report – Q4 2024

Committee of the Whole

Not applicable.

Communications

Received from Todd McCarthy, Minister of the Environment, Conservation and Parks, confirming receipt of the letter sent by the Township regarding the Lake Partner Program. Mayor Vandewal suggested that the letter be shared at the Lake Forum scheduled for Wednesday August 13, 2025.

Tabling of Documents

There were none.

New Business

There was none.

Notice of Motion

Councillor Pegrum presented the following notice of motion: That the Director of Emergency Services prepare a report to Council prior to 2026 Budget Deliberations outlining options and costs associated with erecting signs to communicate fire burn ban status at Township of South Frontenac Fire Stations.

Approval of Minutes

Resolution Resolution No. [2025-16]-13 Moved by Councillor Pegrum Seconded by Councillor Turcotte That the minutes of the July 15, 2025 Council meeting be approved. Carried

Approval of By-laws

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Resolution Resolution No. [2025-16]-14 Moved by Deputy Mayor Ruttan Seconded by Councillor Roberts That By-laws Numbers (1) through (6) be given third reading. Carried

By-law 2025-51 - A By-Law to Amend By-law 2001-66, As amended, “A Bylaw to License Dogs, and for Regulating the Running at Large of Dogs within the Corporation of the Township of South Frontenac”
By-law 2025-52 - A By-Law to amend By-law 2003-75, as amended, to rezone land from Rural (RU) to Rural – Special Provision (RU-84) on lands described as 2529 Freeman Road, Part Lot 6, Concession 6, District of Loughborough
By-law 2025-53 - A By-law to Amend By-law 2016-68, “Being a By-law to Deal with the Line Fences within the Township of South Frontenac”
By-law 2025-54 - A By-Law to Amend By-Law Number 2024-59, A By-Law to Establish Fees and Charges Collected by The Corporation of the Township of South Frontenac, As Amended
By-law 2025-55 - A By-Law to amend By-law 2003-75, as amended, to rezone land from RLSW to RU, and other land from RU and RLSW to RLSW147 in Part of Lots 9 and 10, Concession 7, District of Loughborough: Votary
By-law 2025-56 - A By-Law to amend By-law 2003-75, as amended, to rezone land from RU to RLSW-148 on a portion of lands described as 223 Spruce Lane, Part of Lot 2, Concession 3, District of Bedford: Bechard

Committee of the Whole “Closed Session”

Resolution Resolution No. [2025-16]-15 Moved by Councillor Sleeth Seconded by Councillor Trueman That Council resolve itself into the Committee of the Whole “Closed Meeting” to consider the following items:

A proposed or pending acquisition or disposition of land by the municipality or local board - Portland District
Approval of Closed Meeting Minutes Carried

Resolution Resolution No. [2025-16]-16 Moved by Councillor Leonard Seconded by Councillor Morey That Council rise from the Committee of the Whole “Closed Meeting” and the Clerk report. Carried Resolution No. [2025-16]-17 Moved by Councillor Trueman Seconded by Councillor Pegrum That Council authorize and delegate the Chief Administrative Officer to execute the direction received in closed session. Carried

Confirmation By-law

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Page 137 of 138 Minutes of Council August, 12, 2025 a)

Resolution Resolution No. [2025-16]-18 Moved by Councillor Roberts Seconded by Deputy Mayor Ruttan That By-law 2025-57, being a by-law to confirm generally all actions and proceedings of the Council of the Township of South Frontenac, be given first and second reading. Carried Resolution No. [2025-16]-19 Moved by Councillor Pegrum Seconded by Councillor Morey That By-law 2025-57, being the confirmatory by-law, be given third reading, signed and sealed. Carried

Date of Next Meeting

The next Council meeting is scheduled for September 2, 2025 at 7:00 p.m.

Adjournment

Resolution Resolution No. [2025-16]-20 Moved by Councillor Sleeth Seconded by Councillor Trueman That the Council meeting of August 12, 2025 be adjourned at 8:57 p.m. Carried

Ron Vandewal, Mayor James Thompson, Clerk South Frontenac is a welcoming and thriving rural community

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Page 138 of 138 Township of South Frontenac By-Law Number 2025-60 Page 1 of 1 By-Law Number 2025-60 A By-Law to Confirm generally all actions and proceedings of the Council meeting of the corporation of the Township of South Frontenac on September 2, 2025 Whereas Section 8 of the Municipal Act, S.O. 2001 c. 25 and amendments thereto provides that a municipality has the capacity, rights powers and privileges of a natural person for the purpose of exercising its authority under the Municipal Act of any other Act and; Whereas Subsection 2 of Section 11 of the Municipal Act S.O. 2001, c. 25 and amendments thereto provides that a lower-tier municipality and an upper-tier municipality may pass by-laws respecting matters within the spheres of the jurisdiction described in the Table to Subsection 2, subject to certain provisions, and; Whereas Section 5 of the Municipal Act, S.O 2001 c. 25 and amendments thereto provides that a municipal power, including a municipality’s capacity, rights, powers and privileges under Section 8 shall be exercised by its council and by by-law unless the municipality is specifically authorized to do otherwise, and; Whereas the Council of the Township of South Frontenac deems it expedient to confirm its actions and proceedings; Therefore, be it resolved that the Council of the Corporation of the Township of South Frontenac hereby enacts as follows:

The all actions and proceedings of the Council of the Corporation of the Township of South Frontenac taken at its regular meeting held on September 2, 2025, be confirmed as actions for which the municipality has the capacity, rights, powers and privileges of a natural person.
That all actions and proceedings of the Council of the Corporation of the Township of South Frontenac held September 2, 2025, be confirmed as being matters within the spheres of jurisdiction described in Subsection 2 of Section 11 of the Municipal Act, S.O. 2001, c.25 and amendments thereto.
That all actions and proceedings of the Council of the Corporation of the Township of South Frontenac taken at its regular meeting held on September 2, 2025, except those taken by by-law and those required by bylaw to be done by resolution are hereby sanctioned, ratified and confirmed as though set out within and forming part of this bylaw.
Execution by the Mayor and the Clerk of all Deeds, Instruments and other Documents necessary to give effect to any such Resolution, Motion or other action and the affixing of the Corporate Seal to any such Deed, Instruments or other Documents is hereby authorized and confirmed.
This By-law shall come into force and take effect on the date of its passage. Given First and Second Readings: Tuesday, September 2, 2025 Given Third Reading and Passed: Tuesday, September 2, 2025

James Thompson, Clerk

Ron Vandewal, Mayor

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