Council - 05 May 2020 - Agenda — North Frontenac News Media

Published May 5, 2020

Word Count 12876 words

Reading Time 61 min read

Body: Council Type: Agenda Meeting: Regular Date: May 5, 2020 Collection: Council Agendas Municipality: South Frontenac

[View Document (PDF)](/docs/south-frontenac/Agendas/Council/2020/Council - 05 May 2020 - Agenda.pdf)

Document Text

Page 1 of 44

TOWNSHIP OF SOUTH FRONTENAC COUNCIL MEETING AGENDA

TIME: DATE: PLACE:

7:00 PM, Tuesday, May 5, 2020 Electronic Participation.

Call to Order

Roll Call (Council Members and Staff)

Resolution

Declaration of pecuniary interest and the general nature thereof

Approval of Agenda

Resolution

Scheduled Closed Session - not applicable

Recess* - n/a

Delegations - not applicable

Public Meeting - not applicable

Approval of Minutes - not applicable

Business Arising from the Minutes - not applicable

Reports Requiring Action

Procedural By-law Amendment

3-5

Temporary Delegated Authority Amendment

6-8

Support for Residential Construction - Verbal Report from Mayor Vandewal

9 - 10

Committee Meeting Minutes - not applicable

By-laws - not applicable

Reports for Information

Building Activity Report - First Quarter 2020

11 - 12

Capital Works and Essential Services

13 - 21

Procurement Agreement with the City of Kingston

22 - 23

Page 2 of 44

COVID-19 Financial Impacts

Information Items

South Frontenac Museum - Strategic Plan 2020-2023 (to be officially presented at a later date)

Notice of Motions

Announcements/Statements by Councillors

Question of Clarity (from the public on outcome of agenda items)

COVID-19 Pandemic - Questions from the Community

Closed Session (if requested)

Confirmatory By-law

By-law 2020-24

Adjournment

Resolution

24 - 25

26 - 39

40 - 43

Page 3 of 44

REPORT TO COUNCIL CLERK’S DEPARTMENT

AGENDA DATE:

May 5, 2020

SUBJECT:

By-law 2020-18 – Procedural By-law Amendment

RECOMMENDATION: That Council approve an amendment to the wording in Schedule A to By-law 2020-18, item 6 d) Motions – Voting, by removing the following language: “ a recorded vote shall be conducted on all motions/resolutions…” And replacing it with: “…the Chair shall ask if any member wishes to oppose the proposed resolution/motion. If a member indicates that they oppose the motion by way of a verbal “no” or other remark, then a recorded vote shall be conducted on the said motion/resolution so that the Clerk can accurately document the way in which each Councillor votes on each matter. If there is no opposition to the proposed motion then the motion will be considered approved and the Chair shall state that is “carried”.” BACKGROUND: Having had an opportunity to reflect on the first electronic participation at Council meetings, the amendment to the Procedural By-law presented at the April 14, 2020 Council meeting did not accurately reflect the manner in which votes were taken. It had been anticipated that for clarity the Clerk would conduct a recorded vote on each motion, however due to the number of reports, the Chair asked if any Council member wishes to vote against the motion as read and if there was opposition, then a recorded vote would be taken. While this worked very well given the number of reports at that meeting, it did not follow the amended version of the procedural by-law. This report and recommendation simply addresses the way in which motions/resolutions will be addressed going forward when electronic participation is utilized. FINANCIAL/STAFFING IMPLICATIONS: Not at this time. ATTACHMENTS:

By-law 2020-18 (Amended Version – new wording highlighted)

Submitted by: Angela Maddocks, Clerk Approved by: Neil Carbone, CAO

Natural, Vibrant and Growing – A Progressive Rural Leader

Page 4 of 44

TOWNSHIP OF SOUTH FRONTENAC BY-LAW 2020-18 BEING A BY-LAW TO AMEND SCHEDULE A OF BY-LAW 2017-76 TO ALLOW FOR ELECTRONIC PARTICIPATION BY COUNCIL MEMBERS AT COUNCIL MEETINGS. WHEREAS Bill 187, the Municipal Emergency Act amended the Municipal Act, 2001, provide that, during emergencies, should they choose to, members of councils, local boards and committees who participate electronically in open and closed meetings may be counted for purposes of quorum; AND WHEREAS the Council of the Township of South Frontenac deems it wise and expedient to allow for electronic participation in Council meetings; AND WHEREAS Bill 187 has provided that Section 238 of the Municipal Act, 2001 is amended by adding the following subsections: Electronic participation, emergencies (3.3) The applicable procedure by-law may provide that, during any period where an emergency has been declared to exist in all or part of the municipality under section 4 or 7.0.1 of the Emergency Management and Civil Protection Act, (a) despite subsection (3.1), a member of a council, of a local board or of a committee of either of them who is participating electronically in a meeting may be counted in determining whether or not a quorum of members is present at any point in time; and (b) despite subsection (3.2), a member of a council, of a local board or of a committee of either of them can participate electronically in a meeting that is closed to the public. Same, procedure by-law (3.4) A municipality or local board may hold a special meeting to amend an applicable procedure by-law for the purposes of subsection (3.3) during any period where an emergency has been declared to exist in all or part of the municipality under section 4 or 7.0.1 of the Emergency Management and Civil Protection Act and despite subsection (3.1), a member participating electronically in such a special meeting may be counted in determining whether or not a quorum of members is present at any time during the meeting. NOW THEREFORE BE IT RESOLVED THAT Sections 1, 2 (d) and (e) 4 (a) of Schedule A of By-law 2017-76 be amended to include the electronic participation of Council members for the purposes of being counted towards having quorum. This By-law shall come into force and take effect on the date of its passing. Read and first and second time this 14 day of April, 2020. Read a third time and finally sealed this 14 day of April, 2020. THE CORPORATION OF THE TOWNSHIP OF SOUTH FRONTENAC

Ron Vandewal, Mayor

Angela Maddocks, Clerk

Page 5 of 44

BY-LAW 2020-18 Amendment to Schedule A of By-law 2017-76

1 - DEFINITIONS v) ELECTRONIC PARTICIPATION - shall mean the participation in a meeting by means of telephone conferencing, or use of “skype” along with the use of iPads and the CivicWeb portal. 2 - MEETINGS a) MEETING LOCATION - All meetings of Council shall be held at the municipal complex, 4432 George Street, Sydenham, Ontario, unless otherwise stipulated as permitted under Bill 187, the Municipal Emergency Act allowing for electronic participation by Council members and staff. e) CONVENING MEETINGS - Unless otherwise stipulated, Council shall meet at 7:00 p. m. on the first and third Tuesday in each month from January to December inclusive with the exception of the months of July and August when only one meeting will be held each month, on the first Tuesday of the month. In the case of meetings being convened under the authority of Bill 187, the Municipal Emergency Act, the Clerk will notify members of the public through the events calendar on the township website and through the CivicWeb Portal if there is a change in the date or time of any Committee of the Whole or Council meeting. 4 – QUORUM AND PRESIDING OFFICER a) REGULAR MEETINGS - As soon as there is a quorum, either in person or via electronic participation after the hour fixed for the meeting, the Presiding Officer will assume the role as Chair and call the members to order. The Clerk will then take note of attendance. b) TIME LIMIT - The time limit for a quorum is 30 minutes after the time appointed for the meeting. If no quorum is present after 30 minutes, the Council or Committee will stand adjourned until the next regular day of meeting or until a special meeting is called. The special meeting will deal with the matters intended to be addressed at the adjourned meeting. The Clerk will record the names of the members present at the expiration of the time limit and append this record to the next agenda. As permitted by Bill 187, the Municipal Emergency Act, Electronic participation will be permitted and counted as attendance by members of Council at Council and Committee meetings in order to participate under section 4 or 7.0.1 of the Emergency Management and Civil Protection Act and despite subsection (3.1), a member participating electronically in such a special meeting may be counted in determining whether or not a quorum of members is present at any time during the meeting.

6 – MOTIONS d) VOTING – When electronic participation in a Council meeting is permitted, the Chair shall ask if any member wishes to oppose the proposed resolution/motion. If a member indicates that they oppose the motion by way of a verbal “no” or other remark, then a recorded vote shall be conducted on the said motion/resolution so that the Clerk can accurately document the way in which each Councillor votes on each matter. If there is no opposition to the proposed motion then the motion will be considered “carried” and the Chair will state this verbally.

Page 6 of 44

REPORT TO COUNCIL CLERK’S DEPARTMENT

AGENDA DATE:

May 5, 2020

SUBJECT:

Temporary Delegation of Authority – By-law Clarity

RECOMMENDATION: That Council approve an amendment to the wording in By-law 2020-16, item 2 by removing the following language: “That this by-law shall come into force on March 18, 2020 and remain in effect until such time as Council is reconvened.” And replacing it with: “That this by-law shall come into force on March 18, 2020 and remain in effect until such time as the State of Emergency by both South Frontenac and the Province of Ontario is lifted or Council votes to revoke the by-law”. BACKGROUND: The authority delegated by the original version of By-law 2020-16 passed by Council on March 17, 2020 was intended by staff to be in place until such time as the current states of emergency were lifted. This was in recognition of the need for added procurement flexibility, delegated signing authority and greater discretion over the scheduling and timing of meetings in order to better respond to the implications of the pandemic and any emergency orders that are put in place. However, the wording included in the original by-law could be interpreted to mean that the delegated authority was revoked upon Council convening its very next meeting, which was not the intent in bringing the by-law forward. DISCUSSION/ANALYSIS: To ensure Council maintains discretion over the delegation of authority, the proposed amendment includes language allowing for the revocation of the delegated authority by Council at any time. Notwithstanding this temporary delegation of authority, Section 2 g) of the Township’s Procedural By-Law also allows for a Special meeting of Council to be called at any time by the Mayor or upon the Clerk’s receipt of a petition of the majority of the members of Council. If approved, the proposed wording will amend the original by-law to provide clarity to the intended terms of expiry. FINANCIAL/STAFFING IMPLICATIONS: Not at this time.

Natural, Vibrant and Growing – A Progressive Rural Leader

Page 7 of 44

REPORT TO COUNCIL CLERK’S DEPARTMENT

ATTACHMENTS:

By-law 2020-16 (Amended Version)

Submitted by: Angela Maddocks, Clerk

Approved by: Neil Carbone Chief Administrative Officer

Natural, Vibrant and Growing – A Progressive Rural Leader

Page 8 of 44

TOWNSHIP OF SOUTH FRONTENAC BY-LAW 2020-16 BEING A BY-LAW TO TEMPORARILY DELEGATE AUTHORITY TO THE CHIEF ADMINISTRATIVE OFFICER, DIRECTOR OF CORPORATE SERVICES AND TREASURER, THE MAYOR AND THE CLERK WHEREAS Section 23.1 of the Municipal Act, 2001, S.O. 2001, c.25 as amended (the Act) provides that without l i m i t i n g sections 9, 10 and 11 of the Act, those sections authorize a municipality to delegate its powers and duties under this or any other Act to a person or body subject to the restrictions set out in this Part; AND WHEREAS The Council of the Township of South Frontenac adopted By-law 2007-81 on the 20th day of November 2007, being a by-law to adopt a delegation of authority policy as per Section 270(1) of the Act; AND WHEREAS Section 5(i) of By-law 2007-81 states that all delegations of Council powers, duties or functions shall be by by-law; AND WHEREAS the global outbreak of the COVID-19 virus threat has impacted the ability to conduct regular Council and Committee of the Whole meetings due to self isolating and concern about the spread of the virus; AND WHEREAS the Council of the Township of South Frontenac may be restricted from meeting regularly as provided for in the Procedural By-law 2017-76 due to regulations put in place by the provincial government with respect to the gathering of people in public places;

AND WHEREAS South Frontenac Council does not wish the operations of the municipality to be limited by these restrictions; NOW THEREFORE the Council of the Corporation of the Township of South Frontenac deems it expedient to enact as follows: 1.

That the Chief Administrative Officer, Director of Corporate Services and Treasurer be delegated the following authority from Council: • To expend or incur liability, in the best interests of the Municipality, which may exceed the threshold of $50,000 for budgeted items to a maximum of 20% and to notify the Mayor and Council prior to these decisions being jointly approved by the CAO and Director • The Chief Administrative Officer and the Clerk to execute contracts in the best interests of the municipality • The Mayor and the Clerk with respect to the cancelling and calling to order of Council meetings and Committee of the Whole as they deem necessary.

That this by-law shall come into force on March 18, 2020 and remain in effect until such time as the State of Emergency by both South Frontenac and the Province of Ontario is lifted or Council votes to revoke the by-law.

Read a first and second time this 17 day of March 2020. Read a third time, signed and sealed this 17 day of March 2020.

CORPORATION OF THE TOWNSHIP OF SOUTH FRONTENAC

Ron Vandewal, Mayor

Angela Maddocks, Clerk

Page 9 of 44

Agenda Item #: TOWNSHIP OF SOUTH FRONTENAC RESOLUTION Resolution No.:

2020-

Date:

Moved by Councillor ____________________ Seconded by Councillor _________________ WHEREAS on March 17, 2020 the government of Ontario announced that it was declaring a state of emergency under s 7.0.1 (1) of the Emergency Management and Civil Protection Act so that the Province could use every power possible to protect the health and safety of all individuals and families during the COVID-19 pandemic; AND WHEREAS On Friday, April 3, 2020, the government of Ontario gave notice of changes to Ontario Regulation 82/20 being the Order for the temporary closure of places of non-essential business made under subsection 7.0.2 (4) of the Emergency Management and Civil Protection Act, which reduced the list of essential businesses permitted to continue operation during the provincial state of emergency; AND WHEREAS Section 30 of the new Schedule 2 of Ontario Regulation 82/20 has been generally interpreted to prohibit residential construction where a building permit had not been issued prior to April 4, 2020; AND WHEREAS residential construction represents a significant number of jobs in rural Ontario and forms an integral part of the rural Ontario economy through considerable direct, indirect and induced impacts; AND WHEREAS on Monday, April 27, 2020 the government of Ontario released A Framework for Reopening our Province, which outlines the criteria Ontario’s Chief Medical Officer of Health and health experts will use to advise the government on the loosening of emergency measures, as well as guiding principles for the safe, gradual reopening of businesses, services and public spaces; AND WHEREAS Stage 1 of the Framework will consider the opening of workplaces that can immediately meet or modify operations to meet public health guidance and occupational health and safety requirements; AND WHEREAS residential construction in rural areas is characterized by single-family dwelling types situated on large lots, which are attended by a very limited number of tradespersons and contractors at any given time, and are being constructed for specific clientele with planned occupancy dates; NOW THEREFORE BE IT RESOLVED THAT the Council of the Township of South Frontenac requests that the government of Ontario consider lifting the prohibition on residential construction where no building permit had been issued prior to April 4, 2020, in all instances where such construction can take place in accordance with the principles outlined in the government’s Framework for Reopening our Province at its earliest opportunity in order to alleviate the economic hardships being experienced by rural Ontario’s construction sector and the residents and families which it serves; AND THAT this resolution be forwarded to the Office of the Honourable Doug Ford, Premiere of Ontario and the Honourable Steve Clark, Minister of Municipal Affairs and Housing;

Page 10 of 44

AND FURTHER THAT a copy of this resolution be sent to the Association of Municipalities of Ontario (AMO), the Eastern Ontario Warden’s Caucus (EOWC), and to all rural Ontario municipalities, requesting their support.

CARRIED ______________ DEFEATED _____________ DEFERRED _____________ MAYOR ________________ I certify that this is a true copy of No.________ Dated_________ and approved at __________________. CLERK-ADMINISTRATOR ___________________________________ RECORDED VOTES YES NO P. Barr R. Leonard D. Morey A. Revill

YES NO N. Roberts R. Ruttan R. Sleeth R. Sutherland R. Vandewal

Page 11 of 44

REPORT TO COUNCIL DEVELOPMENT SERVICES DEPARTMENT ~~BUILDING~~ AGENDA DATE:

May 5th, 2020

SUBJECT:

1st Quarter Building Activity Report for 2020

Summary of Report: The following report details Quarterly Construction Values from 2017 to present, as well as types of construction that have occurred, building permits that have been issued and closed, and Walk-in inquiry data in 2020. Quarterly Construction Values for all projects: 2017 2018 2019 2020 CONSTRUCTION PERMITS CONSTRUCTION PERMITS CONSTRUCTION PERMITS CONSTRUCTION PERMITS VALUE ISSUED VALUE ISSUED VALUE ISSUED VALUE ISSUED January-March

$2,077,900.00

$2,990,962.00

$2,211,814.00

April-June

$12,728,150.00

148

$13,050,757.00

146

$14,794,702.00

142

July-September

$11,499,769.00

129

$10,174,862.00

126

$11,678,813.00

134

October-December

$5,650,400.00

$5,501,998.00

$7,112,000.00

Totals

$31,956,219.00

418

$31,718,579.00

406

$35,797,329.00

387

$2,130,500.00

Quarterly Construction Values for Single Family Dwellings: 2017 2018 2019 2020 CONSTRUCTION PERMITS CONSTRUCTION PERMITS CONSTRUCTION PERMITS CONSTRUCTION PERMITS VALUE ISSUED VALUE ISSUED VALUE ISSUED VALUE ISSUED January-March

$1,010,000.00

$900,000.00

$1,283,000.00

April-June

$8,108,000.00

$7,844,000.00

$11,770,355.00

July-September

$7,169,000.00

$7,027,500.00

$8,042,000.00

October-December

$3,290,500.00

$3,787,000.00

$4,405,000.00

Totals

$19,577,500.00

$19,558,500.00

$25,500,355.00

$1,392,000.00

Building Permits Issued: Type of Construction

JAN-MAR

Single Family Dwellings

Seasonal Dwellings

Additions & Renovations

Garage, Accessory Bldgs, Decks

Woodstove/Pellet/Chimney

Agricultural Buildings

New ICI/Multi-Res Bldgs.

Reno/Additions to ICI/Multi-Res Bldgs.

Demolitions

Pool enclosure

Other (Signs, Solar Panels, Investigations)

TOTAL PERMITS

APR-JUNE JULY-SEPT OCT-DEC

Natural, Vibrant and Growing – a Progressive Rural Leader

YTD

Page 12 of 44

Building Permits Closed: Type of Construction

JAN-MAR

APR-JUN

JUL-SEP

Single Family Dwellings

Seasonal Dwellings

Additions & Renovations

Garage, Accessory Bldgs, Decks

Woodstove/Pellet/Chimney

Agricultural Buildings

New ICI/Multi-Res Bldgs.

Reno/Additions to ICI/Multi-Res Bldgs.

Demolitions

Pool enclosure

Other (Signs, Solar Panels, Investigations)

TOTALS

132

APR-JUN

JUL-SEP

OCT-DEC

YTD

132

Building Department Walk-In Inquiries:

Type of Inquiry

JAN-MAR

OCT-DEC

YTD

New Inquiry

Inquiry about existing building file

Other**

TOTALS

157

**Other = Real Estate agent inquiries, inquiries meant for other departments etc. Note: No March data recorded due to office renovations and COVID-19/closure of office to public.

Prepared by: Peggy Spafford Administrative Assistant – Building Department

Submitted/Approved by: Tom Berriault Chief Building Official

Approved by: Neil Carbone Chief Administrative Officer

Natural, Vibrant and Growing – a Progressive Rural Leader

Page 13 of 44

INFORMATION REPORT TO COUNCIL PUBLIC SERVICES DEPARTMENT AGENDA DATE:

May 5, 2020

SUBJECT:

Capital Construction during the COVID-19 Pandemic

RECOMMENDATION: This report is for information purposes only. BACKGROUND: Essential Services Order Following advice from Ontario’s Chief Medical Officer of Health, on April 3, 2020, Ontario updated the list of essential businesses that can remain open under O.Reg 82/20 of the Emergency Management and Civil Protection Act. The restrictions are aimed at further reducing contact between people and stopping the spread of COVID-19. The complete listing can be found here. The province announced that only critical construction projects will continue, including industrial projects such as refineries and petrochemical plants, and infrastructure projects such as new hospitals, roads and bridges. The following excerpts from the updated essential services list describe the activities permitted to continue which are relevant to municipal capital projects: Maintenance 20.

Maintenance, repair and property management services strictly necessary to manage and maintain the safety, security, sanitation and essential operation of institutional, commercial, industrial and residential properties and buildings. Construction

Construction projects and services required to ensure safe and reliable operations of, or to provide new capacity in, critical provincial infrastructure, including transit, transportation, energy and justice sectors beyond the day-to-day maintenance. Community Services

i. ii. iii. iv. v. vi. vii.

Businesses that deliver or support the delivery of services including: Sewage treatment and disposal. Collecting, transporting, storing, processing, disposing or recycling of any type of waste. Potable drinking water. Critical infrastructure repair and maintenance including road, dams, bridges, etc. Environmental rehabilitation, management and monitoring, and spill clean-up and response. Administrative authorities that regulate and inspect businesses. Professional and social services that support the legal and justice system. “Natural, Vibrant and Growing – a Progressive Rural Leader”

Page 14 of 44

INFORMATION REPORT TO COUNCIL PUBLIC SERVICES DEPARTMENT viii.

Government services including but not limited to policing and law enforcement, fire and emergency services, paramedics, coroner and pathology services, corrections and court services, licences and permits.

Township Capital Works Staff have done their due diligence by participating in conference calls with various municipal organizations (e.g. Ontario Good Roads Association) and discussions with several of our neighbours in Eastern Ontario for assistance in interpreting the new orders. In addition, Township staff obtained a recommendation from our solicitor regarding an approach to defending any decision to move ahead with capital works. This involves documentation of a review of the criteria applying to each project. Letters from both our solicitor and the Medical Officer of Health for KFL&A Public Health have also been attached and help to provide clarity to our interpretation of “essential services”. Based on this information, staff have assessed and categorized the various Capital Construction Projects on the attached 2020 Capital Budget List. At this time, we will be proceeding with those construction projects we have defined as “Yes” in the far right column of the attachment. For clarity, design work on some projects can continue although construction cannot commence at this time.

FINANCIAL/STAFFING IMPLICATIONS: This is not a complete listing of all the 2020 approved Capital Budget. There are several multi-year projects in the design phase that have not been listed that will be proceeding. The total approved 2020 Capital, with previous years carryover, is $13,491,775. Staff will provide an update on anticipated capital expenditures for 2020 once we know if projects must be rescheduled for a future year or simply delayed. ATTACHMENTS: a) Cunningham Swan Opinion b) Letter from Medical Officer of Health c) Listing of 2020 Construction Projects

Prepared by: Mark Segsworth, P. Eng. Director of Public Services Submitted/approved by: Neil Carbone Chief Administrative Officer “Natural, Vibrant and Growing – a Progressive Rural Leader”

Page 15 of 44

Updated Essential Businesses and Potential Impacts on Municipalities On Friday, April 3, 2020, the government of Ontario gave notice of changes to Ontario Regulation 82/20, being the Order for the temporary closure of places of non-essential business. The updated regulation reduced the list of essential businesses during the COVID-19 emergency. Beginning at 11:59 p.m. on Saturday, April 4th, every person responsible for a place of business that is not listed in the new Schedule 2 of the regulation must close the business. Attached is a copy of the order amending the regulation, including the new Schedule 2. Nothing in the original Order or its amendments precludes a non-essential business from operating remotely, without attending at the place of business, for the purpose of providing goods by mail or making goods available for pick-up or providing services online or by other remote means. Further, the amendments to do not change the permitted temporary access to a closed place of business for, among other things: performing work at the place of business in order to comply with any applicable law; allowing for inspections, maintenance and repairs to be carried out at the place of business; attending at the place of business temporarily, (i) to deal with other critical matters relating to the closure of the place of business, if the critical matters cannot be attended to remotely; or (ii) to access materials, goods or supplies that may be necessary for the business to be operated remotely. Certain sections of Schedule 2 will impact municipalities more than others, particularly those sections dealing with the construction industry (sections 27-31) and community services (34). “Critical” Infrastructure – Suspending and Delaying Projects Section 28 of the Schedule 2 provides as follows: Construction projects and services required to ensure safe and reliable operations of, or to provide new capacity in, critical provincial infrastructure, including transit, transportation, energy and justice sectors beyond the day-to-day maintenance. We view section 28 as being infrastructure that is critical to the safe and reliable operation of the province, it is not restricted to provincially-owned infrastructure. This would allow municipal projects that add capacity to critical infrastructure to continue. Further, in our view, section 28 would also permit work that is “critical” for the repair and maintenance of infrastructure, even if the infrastructure is not critical (see section 34(iv)).

Page 16 of 44

A difficulty with the amended regulation is that what is considered “critical” has been left undefined. Without a clear definition of this and some other concepts it is difficult to know at this early stage what to advise generally. The words of the regulation must be read in their entire context and in their grammatical and ordinary sense, harmoniously with the scheme of the legislation. The word “critical” is variously defined as having a decisive or crucial importance in the success, failure, or existence of something – being indispensable, vital. The intent of the Order is to close down as much of the province as possible to limit the further spread of the virus. Therefore, unless the project needs to continue, it should be shut down. That shutdown process, to make it safe and protect the integrity of work already done, is exempt (s. 31). If it continues, it must do so with strict distancing and health and safety concerns respected. If the municipality has a project that is at a stage where the safety of the public or the integrity of the project make completion (or at least completing certain stages before closing it down) “critical”, our assessment is that this work can continue. That same applies for repairs and maintenance – if the work has a safety component that makes doing the work now versus delaying it “critical” then the work can proceed. Provided that the municipality turns its attention to these issues, gives due consideration and makes a reasonable assessment, it should be better positioned if controversies arise in the future. For strength of a due diligence defense, consider having a professional engineer provide the municipality with a written opinion about the need to continue the project and what the implications are if it does not go ahead. We are also available to provide opinions interpreting and applying the regulation in circumstances specific to each municipality. We are also available to assist in giving consideration to the underlying contracts and tenders and what implication suspension of work will have in terms of delay provisions, force majeure clauses, and whether certain contracts have been frustrated. It is important to ensure that proper notices are issued as required by the underlying agreements. Residential Construction – Permits and Continuing Inspections Section 30 of the new Schedule 2 deals with residential construction projects. It permits the following projects to continue: Residential construction projects where, i.

a footing permit has been granted for single family, semi-detached and townhomes,

Page 17 of 44

ii.

an above grade structural permit has been granted for condominiums, mixed use and other buildings, or

iii.

the project involves renovations to residential properties and construction work was started before April 4, 2020.

In our opinion section 30 needs to be read with the overall intent of the regulation in mind as a guiding principle – the intent being to close all non-essential workplaces to limit the number of people who are interacting and furthering the spread of the virus. Therefore, when we read subparagraphs i. and ii. we interpret “has been granted” to mean permits issued before April 4, 2020. Any permit issued after that does not allow construction to start. Subparagraph iii. is not dependent on a permit, it is dependent on work actually having been started, regardless of when the permit was issued. This would mean that if permit holders have started renovation work they can finish, so that a potentially unsafe condition is not left for the duration of the Order. For new construction, if a holder already had a permit, whether work has started or not, the permit holder can finish that work, but no new work under a permit that has not already been issued can commence. The municipality therefore should not be undertaking any inspections for any work that would contravene the emergency order. You should consider adding to the information to be provided to builders that any person who continues construction in breach of the emergency order may be prosecuted (and each municipality can decide if it will be enforcing that aspect of the order). It would also be appropriate to remind builders that any work done in contravention of the order that cannot be inspected may need to be uncovered/modified for purposes of inspection/correction of deficiencies once the order is lifted. It appears that you can issue permits still – but you need to make it clear that no new construction can proceed under that permit.

Page 18 of 44

April 16, 2020

Neil Carbone Sent via Electronic Email to ncarbone@southfrontenac.net Chief Administrative Officer Township of South Frontenac Box 100, Sydenham, ON K0H 2T0 Dr. Kieran Moore, MOH KFL&A Public Health 221 Portsmouth Avenue Kingston, ON K7M 1V5 Re: Support and guidance for continuing road infrastructure development in the Township of South Frontenac Dear Mr. Neil Carbone, With the rapidly evolving COVID-19 pandemic, governments at all levels in Ontario have taken responsible and decisive action to prioritize the control of the disease. I am grateful for this enduring effort by the Township of South Frontenac. I am writing this letter of support to provide guidance for safely continuing to work on local road infrastructure development during the pandemic. The health and safety of workers remains a top concern. Social distancing aims to minimise physical contact between people to reduce the possibility for new infections. Decisions on when and how to implement social distancing measures in order to keep job sites open is always informed by the latest COVID-19 evidence, but also, these decisions must be considered and weighed against additional health and safety concerns. Improving our roads prevents injury and reduces harm from road traffic collisions; these important factors must also be taken into account. I support the Township of South Frontenac to forge ahead with road infrastructure development and to do so following best practices to protect co-workers. All measures taken to prevent the spread of COVID-19 should be done in compliance with requirements under the Occupational Health and Safety Act. The novel coronavirus is spread through respiratory droplets. Practicing the following list of guidance tips will help to prevent coronaviruses and other germs spreading through close contact at work. • • • • • • • • • •

As much as possible, practice physical distancing (maintain 2m/6 ft distance from others) while at work Wash your hands often with soap and water or alcohol-based hand sanitizer. Sneeze and cough into your sleeve. If you use a tissue, discard immediately and wash your hands afterward. Avoid touching your eyes, nose or mouth. Avoid contact with people who are sick. Stay home if you are sick. Avoid high-touch areas, where possible, or ensure you clean your hands after. Where possible, wear gloves when interacting with high-touch areas. Do not touch your face with gloved hands. Take care when removing gloves. Ensure you wash your hands after removing them. Wash your clothes as soon as you get home.

Page 19 of 44

• •

When not at work, practice physical distancing to reduce your exposure to other people. Do your best to avoid close contact with people outside of your immediate family. If you are ill: notify your supervisor immediately, complete the self-assessment and follow the instructions you get.

In order to promote physical distancing on work sites, the Township of South Frontenac should consider a number of options outlined throughout government communications, such as: • • • • • • • •

staggering start times staggering breaks staggering lunches restricting the number of people on-site and where they are assigned to work controlling site movement (by limiting the potential for workers to gather, including personnel in material hoists and site trailers) limiting the number of people who use elevators and hoists at one time holding meetings in an outside or large space to enable physical distancing limiting unnecessary on-site contact between workers, and between workers and outside service providers, and encourage physical distancing in these areas (for example, by removing coffee trucks from site)

We all have roles and responsibilities to prevent the spread of COVID-19 in our communities, as well as continuing the essential work to protect and prevent people from injury. Thank you so much for all you do.

Sincerely,

Dr. Kieran Michael Moore, MD, CCFP(EM), FCFP, MPH, DTM&H, FRCPC Medical Officer of Health

Page 20 of 44

2020 CAPITAL BUDGET PROJECT

PROJECT YEAR(S)

SYDENHAM WATER Carryovers Water Hauling Station New Projects Mechanical, instrumentation and eletrical upgrades (Utilites Kingston recommended) TOWNSHIP FACILITIES MANAGEMENT Carryovers Bradshaw - station 1-paving (per study) Paving - station 7 - Latimer Energy Retrofits Keeley Road Garage - Communications tower relocation Hartington Sand/Salt Storage Building - Replace building cover Town Hall - air conditioning in server room Verona Medical Centre - roof shingles Verona Medical Centre - Stretcher accessibility OPP Station - Asphalt repairs OPP Station - Generator Sydenham - Station 5 - Front Eavesthrough/ asbestos tile removal and replacement New Projects Townhall - Charging Station for Electric Vehicles

TOTAL

2020 REVISED

CRITERIA AS PER

HEALTH & SAFETY

RECOMMEND

PROJECT

BUDGET (with carryovers)

ONTARIO REGULATIONS

RISK

TO PROCEED AT THIS TIME

18-18

2018

55,000

54,267

20-23

2020

50,000

YES

14-18 16-31 18-23

2014 2016 2018-2020

8,000 10,000 75,000

8,000 10,000 23,466

34 34 20

NO NO NO

19-29

2019

50,000

YES

19-30

2019

100,000

10,000

YES

19-32 19-35 19-36 19-37 18-24

2019 2019 2019 2019 2018-19

15,000 15,000 15,000 10,000 180,000

15,000 14,412 13,741 10,000 180,000

34 34 34

YES YES YES NO

8,500

YES

19-40 20-26

2020

30,000

Townhall - Accessible Entrance Ramp & Front Step

20-27

2019-20

125,000

115,000

YES

Glendower Hall- Gravel Parking Lot Extension Keeley Admin Office - Window Replacement Verona Fire Hall - Repairs to Septic System Keeley Road Improvements (including office/washroom/lunchroom upgrades)

20-30 20-31 20-33

2020 2020 2020

15,000 12,000 10,000

34 34 34

NO NO YES

19-27

2019-2020

450,000

348,865

YES

16-39

2016

80,000

75,687

18-45

2018

10,000

5,573

19-43

2019

10,000

19-46

2019

20,000

19-47

2019

25,000

19-50

2019

5,000

19-56

2019

35,000

19-58

2019

5,000

20-35

2020

100,000

20-36

2020

40,000

19-55

2019-2020

40,000

20-38

2020

10,000

20-39

2020

25,000

20-40 20-41

2020 2020

6,000 50,000

NO YES

NO NO

20-43

2020

40,000

YES

20-45

2020

10,000

YES

20-46

2019-20

30,000

25,000

RECREATION Carryovers Fermoy Hall - Building Upgrades -Structural Integrity Walls/Chimney/Foundation Gerald Ball Park - Resurface Tennis Court & 1 new court Davidson Beach - Floating Dock (swimming lessons back up location) Sydenham Point - Bunker roof replacement Sydenham Point - Multi-purpose pad work incl painitng, basketball/tennis posts/netting Centennial Park & Gerald Ball Park - securing movable soccer nets Gerald Ball Park - Playground structure near soccer field Boat Launch Fencing New Projects Centennial Park - Ice Stock Dedicated Lanes Centennial Park - Resurface & Paint - Pickle Ball & Tennis Courts Gerald Ball Park - Resurface & Paint - Pickle Ball & Tennis Courts Point Park - Paint - Pickle Ball Point Park - Pedestrian Access to Tennis Court & Pickle Ball Point Park - Additional Dock for paddle sports Davidson Beach - Access Road to swim area Playground Rubberized Surfaces & Equipment various sites Bowes/Centennial/Inverary/Point Ball DiamondsLighting key switches & timers - Safety concern Boat Launch Upgrades - Shipyards

Year 2020 Linear Asset Construction Schedule Carryover Projects Guide Rail - New installation Green Bay Bridge Desert Lake Causeway Petworth Culvert Masonville Road Deyos/Bunker Hill Roads Perth Road Preservation New Projects Buck Bay Road Bridge Bunker Hill Road Bridge Carrying Place Road Deyos Road Fish Creek Road Bridge Hinchinbrooke Road Hinchinbrooke Road Culvert Northshore Road Petworth Road Road 38 at Portland WDS Sunbury Village Hard Surface Preservation Total

Project Year(s) 2019 2017 2018 2018 2018 2019 2019

Total Project 50,000 261,572 501,018 301,384 50,000 350,000 520,000

2020 Budget 50,000 115,830 57,785 286,919 31,835 85,581 520,000

Criteria as Per Ontario Regulations 28 28 28 28 28 28 28

Health & Safety Risk YES YES YES YES NO YES YES

Recommend To Proceed at this Time YES YES YES YES NO YES YES

Replace and widen for two lanes Removal, Close Road at Structure Complete Ditching and Surface Road, End to Fire Hall Complete Ditching Design 2019 - 2020, Replace 2020 Design in 2020, Relocate Poles, Complete 2021 Replace 2020

2020 2020 2018 - 2020 2020 - 2021 2019-2020 2020 - 2021 2020

550,000 110,000 867,300 400,000 820,000 846,200 345,000

550,000 110,000 196,835 110,000 820,000 440,000 345,000

28 28 28 28 28 28 20

YES YES YES YES YES YES YES

Reconstruction from North Shore Crescent to Leland Rd Kerr Road to Road 38, Reconstruction Mill asphalt, Profile surface, Pave with Fibres Start 2019, Complete July 2020 Various Roads

2020 2020 2020 2019 - 2020 2020

660,000 660,000 86,000 2,115,600 1,129,000 10,444,900

660,000 660,000 86,000 2,102,087 1,129,000 9,057,680

28 28 20 28 20

YES YES YES YES YES

Page 21 of 44

Page 22 of 44

INFORMATION REPORT TO COUNCIL Office of the Chief Administrative Officer AGENDA DATE:

May 5, 2020

SUBJECT:

Procurement Partnership with the City of Kingston

RECOMMENDATION: This report is for information purposes only. BACKGROUND: The Township requires things like crack sealing, micro-surfacing, and surface treatment to be completed annually as part of its pavement preservation program, along with other road construction and related capital works. While the Township has had relative success in the past procuring these service through the issuance of tenders, other municipalities have experienced challenges with their relatively low volume of work sometimes making it challenging to attract a desired number of competitive bids resulting in higher prices. A strategy to ensure the Township’s procurement is competitive into the future is to combine the purchasing power of multiple municipalities to leverage the economies of scale. By combining the procurements of municipalities that are geographically appropriate, municipal partners can attract more interest from construction service providers and reduce administrative burdens. The strategy of entering into these sorts of agreements with other municipalities is allowed under the Municipal Act, specifically section 20: A municipality may enter into an agreement with one or more municipalities or local bodies, as defined in section 19, or a combination of both to jointly provide, for their joint benefit, any matter which all of them have the power to provide within their own boundaries. The Township has already partnered with some of our neighbours on several projects through informal arrangements. Over the past several months the Public Services Department has been meeting with the City of Kingston Engineering Services Group to investigate the viability of joint procurement for some road construction services given our many shared arterial roads and other common interests. Both parties concluded that there is mutual benefit for the procurement of some services annually. Furthermore, the two municipalities share the same standardized specifications for quality and construction of these services. ANALYSIS/DISCUSSION: As a result of the above discussions, the Township has entered into an agreement with the City that allows the parties to partner on procurement of those construction and related services that can be combined to increase the volumes to be tendered. The agreement provides for local discretion for which procurements are conducted jointly and which party will serve as the lead on each procurement. The agreement does not bind the Township to any capital expenditures and Council retains approval for capital items within the annual budget. All tenders would continue to be bound by tender law in Ontario. “Natural, Vibrant and Growing – a Progressive Rural Leader”

Page 23 of 44

INFORMATION REPORT TO COUNCIL Office of the Chief Administrative Officer

The agreement is for an initial year with the option for up to two additional one-year extensions. It is anticipated that this agreement will foster increased collaboration between the Township and the City, benefitting our mutual interests and resulting in cost savings on the procurement of construction services over time. FINANCIAL/STAFFING IMPLICATIONS: None for the purposes of this report. STRATEGIC PLAN ALIGNMENT: This report aligns with Priority #1 - Position South Frontenac as a Regional Leader and the related action items: A

Assess opportunities to collaborate with regional partners

Develop 1:1 relationships with senior governments and City of Kingston

Regional Roads leadership & explore partnership opportunities

Mission  

Managing our operations and assets in a financially sustainable manner; Planning for the future, being proactive and having the capacity to adapt to change;

Values   

Communication & Collaboration Financial Sustainability Progressive and Flexible

ATTACHMENTS: 

None

Submitted/Approved by: Mark Segsworth, P.Eng Director of Public Services Approved by: Neil Carbone Chief Administrative Officer

“Natural, Vibrant and Growing – a Progressive Rural Leader”

Page 24 of 44

REPORT TO COUNCIL TREASURY DEPARTMENT

AGENDA DATE:

May 5th, 2020

SUBJECT:

COVID-19 Financial Impacts

RECOMMENDATION: This report is for information. BACKGROUND: A state of emergency was declared by the province on March 17, 2020 due to the outbreak of the Novel Coronavirus/COVID-19. As a result, essential services and day-to-day operations have been modified to reduce the spread of the virus, follow public health recommendations and to comply with Federal and Provincial emergency orders. Lost revenues and unforeseen expenses have been incurred by the Township due to the current situation and required changes. At this time, it is difficult to quantify the impact of individual items as well as the overall impact to the Township. The following provides a list of areas where financial impacts are anticipated as well as mitigating measures being assessed on an on-going basis. Lost Revenues       

Tax and Utility penalties Tipping fees at landfills Building permits Planning applications Possible impact to swim and day camp revenues Interest Income due to prime rate reductions and adjustments to due dates Investment earnings due to volatility in markets. Our investments are longterm based which provides the ability for funds to recover in the long-term but it is unknown how quickly they will recover in 2020.

Additional Expenses     

Additional personal protective equipment and cleaning supplies Technology related expenses including software and hardware requirements to work from home and hold electronic meetings Signage Purchase of 2 sanitizing units for vehicles and workspaces Accelerated the retrofit of 3 existing fire vehicles with rapid response units for medical emergencies

Availability of Staff and Capacity In order to adapt to the requirements from the health unit and other levels of government, changes to day to day operations were put in place in March and April and continue with some modifications in May. During the months of March and April, the Township had staff who were required to be in isolation or quarantine and in April, unionized staff worked reduced schedules in order to observe appropriate health and safety measures including social distancing. Staff wages were maintained during these situations. .

“Natural, Vibrant and Growing – a Progressive Rural Leader”

Page 25 of 44

REPORT TO COUNCIL TREASURY DEPARTMENT

Assessment and Assessment Growth The provincial government announced that the 2020 assessment update has been postponed. From this review, property assessments would have been updated as of 2021 for a four year period. For 2021, assessment values will remain the same as 2020 unless a property has had changes such as a new home, a renovation or the addition of auxiliary buildings. As of March 16th, MPAC has also suspended all inspections except for those related to upcoming appeals. This provides uncertainty as to the amount of growth that will be recorded within the 2021 tax roll which is normally finalized by mid-November. This could have a significant impact on the 2021 budget. Reduced Expenditures and other Mitigating Factors While the impact of the pandemic on the Township’s expenses is still being assessed, a preliminary listing of anticipated savings are shown below:     

Reduction in the number of summer student positions Cancellation of meeting and conferences including related mileage and travel expenses Since mid-March, cancellation of weekly training for volunteer firefighters Short/medium term savings due to drop in fuel prices and reduced consumption Short term savings in electricity cost from time of day rate change and reduced use of facilities

Staff continues to review programs offered by the provincial and federal governments but to date, the Township is only eligible for the Temporary Wage subsidy program which will provide up to $25,000 in subsidy. This would allow the Township to recoup some of the wage costs associated with staff absences due to mandatory self-isolations and reduced schedules. Staff will continue to track, monitor and assess the financial implications related to COVID-19 and will provide updates to Council with respect to year-end projections and any action that may be required as more details become known. ATTACHMENTS: None Prepared by: Louise Fragnito Director of Corporate Services & Treasurer Submitted/approved by: Neil Carbone Chief Administrative Officer

“Natural, Vibrant and Growing – a Progressive Rural Leader”

Page 26 of 44

April 22, 2020 To: The Council and Staff of the Township of South Frontenac From: The South Frontenac Museum Society

The South Frontenac Museum Society 2020- 2023 Strategic Plan Over the past six months, the Society has been working on a new three-year Strategic Plan for the Museum, under the direction of Rob Wood of 8020Info Inc. The process was funded through the generosity of the Province of Ontario through the Regional Tourism Organization 11, The Township of South Frontenac and the SFMS Society. The Plan, complete with its Mission, Vision and Strategic Priorities, was accepted by the Board of Directors at its Annual General Meeting on Feb.11, 2020 and is attached for your consideration. We had hoped to introduce our new Plan to Council at a Committee of the Whole, but the pandemic will not permit this. We will arrange an update in the future to keep you informed of our progress. We deeply appreciate the on-going support of Council and Staff as we move ahead with the three year implementation activities. Yours most sincerely,

Wilma Kenny, Secretary, South Frontenac Museum Society

THE MISSION OF THE SOUTH FRONTENAC MUSEUM SOCIETY At the South Frontenac Museum, our job is to fascinate and educate residents and visitors by bringing our history, creativity and culture to life. We honour the people who have lived in this region over the centuries by collecting, preserving and sharing their authentic stories and artifacts. We also present stimulating experiences and exhibitions from other communities as a complement to this educational work.

South Frontenac Museum Society 5595 Road 38, Box 100, Hartington, Ontario, K0H 1W0

Page 27 of 44

South Frontenac Museum – Strategic Plan 2020-2022 Index: Introduction & Trends, Issues and Forces for Change ………………….. Page 2 Mission/Statement of Purpose and Desired Outcomes …………………. Page 5 Our Vision and Core Values ………………………………………………… Page 6 Strategic Priorities and Other Important Activities ………………………. Page 8 • • • •

Strengthen/expand capacity to deliver on the vision Expand, renew & better structure collections & exhibits Attract more visitors — residents and tourists Connect with educators to develop active programs

Implementation Overview ………………………………………………….. Page 13

Board Participants and Contributors: Andy Adamson John Angus Irene Bauder Alan Boyce Margaret Brand Gerrit Buitenhuis Neil Carbone Floyd Deyo

Consulting support provided by

JoAnne Himmelman Lynne Hutcheson Wilma Kenny Kristen Koen Tim Laprade Ian Mackay John McDougall Doug Morey

Stephen Paul Paul Robertson Carol Rogers Janice Templeman Denise Tipton Nicole Van Camp Ron Vandewal Alvin Wood

Page 1 of 13

Page 28 of 44

South Frontenac Museum: An Introduction to the Plan In the late spring of 2019, the South Frontenac Museum Board launched a process to renew the organization’s strategic plan to guide its focus and priorities for action over the next three years. The project was funded with support from RTO9, the regional tourism organization that promotes tourism product development initiatives. Consultations: The first phase of the project involved an online survey with museum visitors as well as potential visitors in the community. The museum also reached out to other comparable (small rural) museums with similar focus and to the president of the Ontario Museum Association to invite their perspectives. Support from the Township of South Frontenac is critical to the museum’s long-term future, and consultations were also conducted with the Mayor, CAO, and Arena & Recreation Supervisor. Strategy Development: Board members met several times in workshop format, facilitated by 8020Info, to consider findings, clarify issues and determine strategic priorities. The following plan, finished in January 2020, is a product of that work.

Consulting support provided by

Page 2 of 13

Page 29 of 44

Context: Trends, Issues and Forces for Change The priorities in this plan reflect a number of significant issues, external conditions and trends that will affect the museum’s future success. Some key points include: •

How the Museum Came to Be: The story of the South Frontenac Museum begins with the formation of the Verona Area Heritage Society, which was registered as a corporation in 2004. Three years later, the name was changed to Portland District & Area Heritage Society. In June 2008, the society became a Committee of South Frontenac Township Council and, in 2012, the society was contracted by the municipality to manage the museum, which is located at 5595 Road 38 in the hamlet of Hartington. More recently (in 2019) the Society changed its name to the South Frontenac Museum Society.

•

Continuing Transition: More recently, it has pursued renewal of the board, collections management, development of new exhibitions (e.g. South Frontenac from 1900 to 1929 – Before, During, and After the Great War) and this new plan.

•

Preparing for Future Expectations: More is expected of museums today — more stimulating exhibits and speakers, use of digital technologies, and always something interesting to see, which means more and higher quality offerings.

•

Resource Pressures: The museum has been well supported by the Township of South Frontenac and past volunteers, but to realize its future plans, the SF Museum will need to expand its resources in a variety of ways — financially, and through more volunteers and staff, partnerships and community support.

•

Varied Audiences: While the ambition of the museum is not restricted to the local area and year-round residents, it’s worth noting that a significant proportion of the population that lives, works or visits Frontenac County includes many seasonal residents and cottagers. Students are also a priority.

Consulting support provided by

Page 3 of 13

Page 30 of 44

•

Change in the Community: South Frontenac is experiencing significant growth and change in its population, bringing new residents to the area and influencing the community’s identity and culture. The museum has an important role to play in preserving the stories, history and artifacts from the community’s past as well as new ones that will emerge in the future. It also can play a role in uniting the area in a shared identity across Loughborough, Bedford, Portland, Storrington and beyond.

•

Working with South Frontenac Township: The Township is considering a number of potential future initiatives that may influence opportunities for the museum. One involves a desire to develop clear brand positioning for its community, economic and tourism development (much as Frontenac County has done with its award-winning effort to build its reputation for trips and trails, food and beverage, and recreational lifestyle.) Another option involves potential support from Township staff in terms of community programming.

•

Opportunities to Play a Bigger Role: While the museum has enjoyed regular traffic from visitors during summer months when it is open, it could potentially expand its value significantly as a signature community asset, education partner, tourism attraction and promoter of South Frontenac’s identity, history, rural lifestyle and natural environment.

•

Opportunities to Partner: The Frontenac County region has many festivals and attractions that present opportunities for the South Frontenac Museum to partner — both to help other organizations succeed as well as promote the museum’s profile and attract visits to its exhibitions/programs. o Interviews conducted with other museums in the region also indicate some potential to partner in various ways with the Kingston Association of Museums, Art Galleries and Historic Sites (KAM), the Frontenac County Schools Museum, and L&A County Museum and Archives among others. o Indigenous peoples in the area are also important potential partners.

Consulting support provided by

Page 4 of 13

Page 31 of 44

SF Museum Mission: Statement of Purpose Any organization operates within the context of its core purpose, aim or mandate. The South Frontenac Museum’s mission statement has been slightly revised as follows:

Bringing Our History, Art and Culture To Life: At the South Frontenac Museum, our job is to fascinate and educate residents and visitors by bringing our history, creativity and culture to life. We honour the people who have lived in this region over the centuries by collecting, preserving and sharing their authentic stories and artifacts. We also present stimulating experiences and exhibitions from other communities as a complement to this educational work. [Note: “Local history and culture” is taken to include natural, social and economic dimensions. The “region” is taken to mean South Frontenac and Eastern Ontario.]

Defining Success and Priority Outcomes: Specific outcomes have been identified to frame the direction of this strategic plan: •

To serve as a signature attraction or cultural hub for the community, and becoming better known as an interesting, changing, entertaining place to visit. This also implies continuing work on the museum’s brand and visual identity.

•

To attract more visits and interactions with students, residents and visitors.

•

To enhance collections, content, genealogy resources, exhibitions & programming.

•

To engage more volunteers/members and, in time, curatorial staff/expertise.

•

To continue seeking and increasing financial support and other resources, such as expanding active partnerships, especially within South Frontenac.

Consulting support provided by

Page 5 of 13

Page 32 of 44

The Museum’s Long-Term Vision The South Frontenac Museum plays a unique stewardship role as a champion for local history, heritage and culture. Our focus is on sharing local stories, artifacts and experiences that help visitors, residents, students and future generations to better understand our identity.

Collect. Preserve. Share. Learn. In moving forward, the South Frontenac Museum will become an essential cultural asset of the community as: •

an engaging centre for learning, fun and education,

•

an attraction for visitors, students, current and former residents alike,

•

a platform for promoting the identity of South Frontenac and Eastern Ontario,

•

a safe place to preserve artifacts, archives and historical materials.

Our collections will reflect the diversity of our community with a distinctly local perspective on a wide range of disciplines and themes — from history and heritage to the arts and culture, geographic features, the natural environment, the story of Indigenous peoples and our agricultural, economic, military and social development. Our educational activities, programs and outreach will be pro-active, using the museum, community sites and new technologies.

Our Vision as an Organization: As a growing organization, we will be financially stable and well supported by the community, well resourced with volunteers and staff, innovative and professional in our practices, and a soughtafter partner to build on the rich culture and traditions of South Frontenac.

Consulting support provided by

Page 6 of 13

Page 33 of 44

Core Values that Guide Organizational Strategy: The following values have been identified as being particularly pivotal in shaping how the South Frontenac Museum will fulfill its organizational mission and vision. In our goals, strategies and day-to-day practices, we shall strive to: •

Be stable, secure and supported (financially & with sufficient volunteers/staff).

•

Celebrate a love of local history, heritage and culture.

•

Be unique — grounded locally and within the context of the broader stage.

•

Focus on learning, education, knowledge and understanding.

•

Be creative, innovative, resourceful, ingenious and imaginative.

•

Be community focused and “grassroots” oriented.

•

Place priority on preservation of artifacts, materials, archives and collections.

•

Operate with well-organized and effective professional approaches.

Consulting support provided by

Page 7 of 13

Page 34 of 44

Strategic Priorities and Objectives: Strategic planning involves making choices — sometimes about which path forward should be taken and sometimes to identify areas most in need of special effort, attention and resources. For this plan, four strategic priorities have been identified:

 Strengthen and expand SF Museum’s capacity to deliver on its vision.  Expand, renew and better structure Museum collections and exhibits.  Attract more visitors — full-time/seasonal residents and tourists.  Connect with educational leaders to develop active learning programs.

Other Important Activities: While these four top priorities have been identified for strategic planning purposes, and will need special effort, attention and resources, other functions remain equally important on a day-to-day basis over the next three years, including: •

Collections management, artifact documentation, research and display

•

Exhibits, programs and presentations

•

Branding, Communications, Marketing and Promotions

•

Fundraising, grant-writing, sponsorship development & financial management

•

Township, community and partner relations

•

Governance and Board development (e.g. recruitment, skill set and training)

Consulting support provided by

Page 8 of 13

Page 35 of 44

Strategic Priority #1 Strengthen and expand SF Museum’s capacity to deliver on its vision. In practice, this means that over the next three years, the South Frontenac Museum will significantly grow and mature as an energetic organization well prepared to:  serve as a signature attraction or cultural hub for the community,  attract more visits and interactions with students, residents and visitors, and  have good policies and processes in place to enhance collections, exhibitions and programming. Supporting Action Objectives for 2020-2022: •

Develop a new governance model over the next three years, with various functional roles to be defined and filled to manage the work.

•

Attract more volunteers (e.g. triple current levels) with the necessary skills, time and interest to help.

•

Attract more members (financial supporters, advisors and supporters).

•

Secure additional financial support, sponsorships, grants and funding.

•

Connect with curatorial expertise and, as possible, engage dedicated staff. (This might include hiring a curator on a contract, seasonal/part-time or fulltime basis when and as resources permit.)

•

Develop capacity through new and deeper community partnerships.

•

Enhance the museum’s marketing and communications expertise/capability.

•

Advance the organization’s digital/technological capabilities.

Initiatives led by:

The Board, Volunteer Coordinator and/or Working Groups.

Timelines:

Attracting volunteers, members and partnerships would be the priority for Year 1. Other milestones will be determined later.

Measures of Success: Numbers of individuals engaged and the level of engagement, increased funds, & completion of organizational growth projects.

Consulting support provided by

Page 9 of 13

Page 36 of 44

Strategic Priority #2 Expand, renew and better structure Museum collections and exhibits. In practice, this means that a continuing effort will be needed to establish policies, enlist curatorial expertise and undertake extensive work to manage the existing collection as well as new artifacts and materials that may be important to the museum’s future role. Supporting Action Objectives: •

Develop a collections management and de-accessioning plan.

•

Reach out into the full region to identify lost stories and overlooked sites.

•

Accelerate documentation of artifacts, materials and archives in a database.

•

Plan how best to structure exhibits (permanent overview, rotating themes).

•

Explore ways to present exhibits, stories and artifacts outside the museum.

•

Explore ways to bring in or participate in joint/rotating/touring exhibits.

•

Explore collaborative programming opportunities with KAM, Schools Museum, Indigenous peoples, and other partners as may be possible and productive.

•

Provide more training and “crib sheets” for docents, enabling them to engage visitors with more informative explanations of exhibits, stories and artifacts.

Initiatives led by:

The Board/Work Team, contracted curator or expert volunteers.

Timelines:

Planning and policy work would be the priority for Year 1. Documentation of artifacts and materials would be on-going.

Measures of Success: Effective plans and policies in place, milestones reached in processing collections, new exhibits presented in and outside of the South Frontenac Museum.

Consulting support provided by

Page 10 of 13

Page 37 of 44

Strategic Priority #3 Attract more visitors — full-time/seasonal residents and tourists. In practice, this means developing plans that identify key audiences, what their interests might be and how to satisfy them — preferably on a recurring basis. Channels to engage them, including social media, would be part of the planning. Key audiences are expected to include both full-time local residents as well as cottagers/lake associations and other seasonal residents, new residents, students at all levels, businesses and commuters working in the Township, those passing through the township (e.g. on Road 38) for work or pleasure, day-trippers attending local festivals and events, tours and self-guided tourists. Supporting Action Objectives: •

Develop an overall plan for positioning the museum with target audiences (brand strategy), ensuring the value proposition is appealing to each, and coordinating the overall approach consistent with audience development, work on collections/exhibits, communications, staffing, finances and so on.

•

Develop a promotional/editorial plan that covers content, messaging, timing, and channels such as website, social media, traditional media, events etc.

•

Develop outreach displays, presentations or other supports to engage audiences outside the museum site.

•

Develop collaborative marketing partnerships with other organizations (e.g. RTO9, other attractions and museums, business sponsors and/or media).

Initiatives led by:

The Board and/or Working Group.

Timelines:

Brand positioning and communications planning would be the priority for Year 1. Other milestones will be determined later.

Measures of Success: Increased numbers of visits tracked against the various target audiences, more repeat visits, and measures of engagement.

Consulting support provided by

Page 11 of 13

Page 38 of 44

Strategic Priority #4 Connect with educational leaders to develop active learning programs. In practice, this means the South Frontenac Museum team will work closely with schools, colleges and universities, adult education programs, curators, pedagogical experts and other learning-oriented partners to align museum exhibits and programs with curriculum goals, standards, and with the interests of students and other learners. •

Research educational requirements, curriculum standards and teacher needs.

•

Identify resources and program partnerships required.

•

Develop formal partnerships with teachers and other key leaders in regional education systems.

•

Develop programs to offer learning opportunities in the community/off-site (might be combined with promotional appearances or “pop-ups” at events).

Initiatives led by:

The Board and/or Working Group.

Timelines:

Exploratory discussions and planning work would be the priority for Year 1. Formal programs and implementation would follow.

Measures of Success: Well crafted and aligned exhibits and programs, supported by strong working relationships, that engage high numbers of students and adult learners. (Potential projects, for example, might feature Indigenous peoples or local Women’s Institutes.)

Consulting support provided by

Page 12 of 13

Page 39 of 44

Implementation Overview: Strategy is activated through operational plans. South Frontenac Museum will develop annual workplans that respond to the future challenges and opportunities outlined in this document. This work will be led by the Board’s executive. The workplans will be expected to translate the board’s strategic goals and objectives into ongoing activities and initiatives. These plans will provide more specific direction for the Museum’s work and identify responsibilities and timelines — detailing who will do what by when. A successful roll-out of this strategic plan will also depend on effective two-way communications to develop understanding of what it means — both for volunteers and members of the Museum as well as for the municipality, funders, community and museum partners. Related best practices in the areas of change management, capacity building, and community and partner relations will also be employed. As with any well-managed implementation, progress on these strategic priorities will be reviewed regularly. Operational plans will be updated when necessary (as will the strategic plan itself, as appropriate from time to time). This will help ensure the South Frontenac Museum continues to anchor its activities in its mission and vision, adapt to the latest conditions and best practices, and respond effectively to circumstances as they may change through 2022 and beyond.

This planning project has been funded by the RTO9 Regional Tourism Organization and the Province of Ontario, the Township of South Frontenac, and the South Frontenac Museum Society.

SOUTH FRONTENAC MUSEUM SOCIETY

Consulting support provided by

Page 13 of 13

Page 40 of 44

QUESTIONS FOR COUNCIL

AGENDA DATE:

May 5, 2020

SUBJECT: Public Service Announcement – COVID 10 – Pandemic Community Questions

Do you have a pandemic related question for Council? 1.

Submitted at Tuesday April 28th 2020 5:23 PM I am one of the public health resident physicians working at KFLA public health. I live in Inverary. Unfortunately our street does not have access to high speed fibre internet. It’s available in our community and the next street over has access. This makes working from home very difficult. Does council have a plan to encourage WTC to extend the fibre lines by one street and provide better access to the community? Township Response: The Canadian Radio-television and Telecommunications Commission (CRTC), has released a Broadband Fund to provide funding support for providers wishing to “close the digital divide” in areas of the Country, particularly rural areas, where broadband access is limited. The Township has provided letters of support to companies who are making application to the fund in order to improve broadband access within South Frontenac. https://crtc.gc.ca/eng/internet/internet.htm The Eastern Ontario Regional Network (EORN) is a non-profit organization established by the Municipalities of Eastern Ontario which is dedicated to improving rural connectivity, supporting economic growth and enhancing quality of life. You can learn more about EORN’s efforts to expand broadband into rural areas here: https://www.eorn.ca/en/index.aspx

Submitted at Tuesday April 28th 2020 8:07 PM As times are tough for many and community resources like South Frontenac Community Services will see increases of use such as the food bank, is South Frontenac approving an increase in some funding being provided this year to assist with this very essential service? Township Response: Many organizations have experienced challenges associated with the COVID19 pandemic. In response, the Township has deferred payments, waived interest and penalties, and taken other financial measures to ease the impact of the pandemic on all taxpayers including commercial and NFP property owners. This attempts to provide relief across the Township to all those affected. The Township has been a financial supporter of South Frontenac Community Services for many years. In addition to funding which has been earmarked annually for SFCS (one of few organizations which has received a specific budget allocation annually) the Township provided additional financial support in each of the past two years (2019 and 2020) through an arrangement with the Kingston Kinsmen Dream Home Lottery. Natural, Vibrant and Growing – A Progressive Rural Leader

Page 41 of 44

QUESTIONS FOR COUNCIL

The Township also considers applications from various organizations for community grants, a merit-based application process which allocates a set amount of funding for worthwhile community initiatives. Council is not currently considering additional funding for any of these purposes. We are also mindful that there may be significant need for financial support across many other organizations and sectors, and that the Township is unable to provide support to all those in need. 3.

Submitted at Tuesday April 28th 2020 8:07 PM Due to state of emergency and not wanting to tie up fire departments, there is a burn ban in place. The offer of the brush drop off, and opening dumps are only helpful if you have a vehicle to transport the yard waste. Will we have to wait till the state of emergency is over before the burn ban is lifted? Or, could we have a day where twp truck could pick up yard waste? Twp employees might be able to work this into their schedule this year with them having a disruption to their regular workload. Piles of paper products & yard waste is piling up, attracting rodents, and also a fire liability. Thanks so much for setting up this format & keeping us informed. Township Response: While part of the reason for the burn ban is to ensure sufficient fire department capacity for pandemic-related emergency response, cool, windy weather and dryness of brush continue to support enacting a ban. Even with a few days of recent rain, numerous large grass fires have had to be extinguished in the past few weeks. The Ministry of Natural Resources and Forestry (MNRF) has also enacted a province-wide fire ban for its entire restricted fire zone which encompasses the entire northern portion of the Township including all of Bedford district and Frontenac Provincial Park. The Township has no discretion over this provincial ban. Regular seasonal work has not subsided for public works personnel during the pandemic, and for various logistical reasons a separate residential yard waste door to door collection program is not possible at this time. The Township recognizes the challenges posed by the fire ban and will begin to lift its restrictions at the earliest possible opportunity.

Submitted at Wednesday April 29th 2020 6:52 AM When are you going to lift the total fire ban? Township Response: Part of the reason for the burn ban is to ensure sufficient fire department capacity for pandemic-related emergency response; however, cool, windy weather and dry conditions continue to support the need for a ban as well. Natural, Vibrant and Growing – A Progressive Rural Leader

Page 42 of 44

QUESTIONS FOR COUNCIL

Even with a few days of recent rain, numerous large grass fires have had to be extinguished in the past few weeks. The Ministry of Natural Resources and Forestry (MNRF) has also enacted a province-wide fire ban for its entire restricted fire zone which encompasses the entire northern portion of the Township including all of Bedford district and Frontenac Provincial Park. The Township has no discretion over this provincial ban. The Township recognizes the challenges posed by the fire ban and will begin to lift its own restrictions at the earliest possible opportunity. 5.

Submitted on Wednesday April 29th 2020 10:43 AM Do you have an idea of when the dog park will be opened up? Dog owners were practicing social distancing before things were closed down. If the boat ramps can be safely opened, surely the dog park can be. Township Response: The government of Ontario has enacted Ontario Regulation 104/20 which requires that all outdoor recreation amenities including dog parks be closed to the public at least until May 6, 2020 – unless that date is extended (again) by the Province. As such, the Township has no discretion in reopening the dog park at this time. O.Reg 104/20 can be found here for your reference: https://www.ontario.ca/laws/regulation/200104 Boat Launches are not included in this order, and have been interpreted to fall under a separate essential services order which generally permits transportation-related infrastructure or infrastructure that is used to access individuals’ residences to remain in operation. Notwithstanding, some other municipalities have elected to close their boat launches to the public.

Submitted at Wednesday April 29th 2020 5:16 PM Hi I am curious why staff have decided to cancel committee of adjustment meetings? Why aren’t we joining other municipalities and holding virtual meetings to ensure we can ensure things are still progressing. If we hold off then there will be considerable back log. Township Response: The Township elected to postpone only its April and May Committee of Adjustment meetings, as did many other municipalities, while we waited for guidance from the Province on acceptable ways of satisfying the public participation requirements of statutory public meetings so that decisions of the Committee could be deemed procedurally lawful. Also, earlier Provincial directives suggested that appeal periods for any Committee of Adjustment decisions would not begin until the Provincial State of Emergency was lifted, which would prevent any decisions from taking effect.

Natural, Vibrant and Growing – A Progressive Rural Leader

Page 43 of 44

QUESTIONS FOR COUNCIL

The Township has since determined how it can comply with the public participation requirements of the Planning Act through electronic/virtual means and the Province has clarified that appeal periods can begin and conclude in the typical manner during the state of emergency. For these reasons, we are preparing to reconvene Committee of Adjustment in late May or Early June. Notice of these meetings will be posted through the Township website and other usual avenues. 7.

Seen submitted at Thursday April 30th 2020 6:43 AM Will council spell out a policy on short-term cottage rentals? And explain a system for complaint/enforcement. Township Response: In response to the COVID-19 pandemic, the government of Ontario enacted an essential workplaces order (O. Reg 82/20 under the Emergency Management and Civil Protection Act which requires that short-term rental properties are only permitted to operate if they are providing longer-term residential accommodations. Typical short-term, transient/vacation-type accommodations are prohibited at this time. That order can be found here under schedule 3 s. 3.(1). If you feel that a property is in contravention of this or any other Provincial emergency orders you can report it locally to Kingston Frontenac Lennox and Addington Public Health (KFL&APH) using the form on the following KFL&APH webpage: https://www.kflaph.ca/en/healthy-living/covid-19-enforcement.aspx Notwithstanding the COVID-19 pandemic, the Township of South Frontenac is in the process of reviewing and updating its Official Plan which governs land use planning within the Township. Regulations for Short-term rentals typically begin with policies within an Official Plan followed by zoning by-law regulations and/or licensing requirements. Any policies or eventual regulations related to short-term rentals will be informed by public input, research, data collection and Council’s direction.

Natural, Vibrant and Growing – A Progressive Rural Leader

Page 44 of 44

TOWNSHIP OF SOUTH FRONTENAC BY-LAW 2020-24 A BY-LAW TO CONFIRM GENERALLY PREVIOUS ACTIONS OF THE COUNCIL OF THE CORPORATION OF THE TOWNSHIP OF SOUTH FRONTENAC. THEREFORE THE CORPORATION OF THE TOWNSHIP OF SOUTH FRONTENAC, BY ITS COUNCIL, HEREBY ENACTS AS FOLLOWS: 1.

The actions of the Council of the Corporation of the Township of South Frontenac at its Council Meeting of May 5, 2020 be confirmed.

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.

Dated at the Township of South Frontenac this 5 day of May, 2020. Read a first and second time this 5 day of May, 2020. Read a third time and finally passed this 5 day of May, 2020.

THE CORPORATION OF THE TOWNSHIP OF SOUTH FRONTENAC

Ron Vandewal, Mayor

Angela Maddocks, Clerk

Help support independent journalism

If NFNM’s reporting matters to you, Buy Me a Coffee is a simple way to help keep local watchdog coverage going.