Council - 07 May 2019 - Agenda — North Frontenac News Media

Published May 7, 2019

Word Count 41467 words

Reading Time 195 min read

Body: Council Type: Agenda Meeting: Regular Date: May 7, 2019 Collection: Council Agendas Municipality: South Frontenac

[View Document (PDF)](/docs/south-frontenac/Agendas/Council/2019/Council - 07 May 2019 - Agenda.pdf)

Document Text

Page 1 of 187

TOWNSHIP OF SOUTH FRONTENAC COUNCIL MEETING AGENDA

TIME: DATE: PLACE:

6:00 PM, Tuesday, May 7, 2019 Council Chambers.

Call to Order

Resolution

Declaration of pecuniary interest and the general nature thereof

Approval of Agenda

Scheduled Closed Session

Section 239.2 (d) Labour Relations and Employee Negotiations & Approve Minutes

Minutes of Closed Session meetings held March 19 and April 16, 2019

Labour Relations and Employee Negotiations

***Recess - reconvene at 7:00 p.m. for Open Session

Rise & Report from Closed Session

Delegations

Brenda Crawford, Harrowsmith Beautification Committee, re: Proposed plans and projects

Public Meeting - n/a

Approval of Minutes

April 16, 2019 Council Meeting

Business Arising from the Minutes

Reports Requiring Action

Appointment of Building Inspector (See By-law 2019-27)

Retirement/Auxiliary Firefighter Policy and Job Description

15 - 18

Strategic Planning - Next Steps

19 - 20

Women’s Institute - Centennial Celebration

21 - 22

ICIP Funding

3-6

7 - 13

Page 2 of 187

Regional Roads - Overview and Background Report

24 - 43

Waste Management in Frontenac County - Options for the Future

Committee Meeting Minutes

Heritage Committee meeting held November 26, 2018

153 154

Loughborough District Canada Day Committee meeting held March 27, 2019

155 156

Development Services Committee meeting held March 25, 2019

157 162

Harrowsmith Beautification Committee meeting held April 3, 2019

163

Bedford District Recreation Committee meeting held April 23, 2019

164 165

By-laws

By-law 2019-27 - Appointment of Building Inspector

Reports for Information

Accounts Payable and Payroll Listing

167 177

2019 Community Grants

178 179

Information Items

City of Brantford - Resolution Single-Use Plastic Straws

180 181

Elections Ontario - Report on Transformative Election

182 183

Steve Clark, Minister of Municipal Affairs and Housing, re: Ontario’s Housing Supply Action Plan

184 186

Notice of Motions

Announcements/Statements by Councillors

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

Closed Session (if requested)

Confirmatory By-law

By-law 2019-28

Adjournment

44 152

166

187

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To Mayor and Council: The Harrowsmith Beautification Committee is hoping to get clarification of exactly what land is township owned in the new village traffic light section. We are going to present a design plan for a small privacy fence section extending from the cement wall of the parking lot beside the Kim Perry rental. We also want to have some large stones placed where the closed off second driveway of the once Tiffany Gift Shop used. It is now home to a pile of branches, dead wood. We also are hoping to have a small covered gazebo somewhere in the parkette area. Also a black ribbon donated bench cemented in place in front of the large stones. The same type of donated bench cemented in at the children’s play area at .Centennial Park is needed as well. Everything will be donated, i.e. the gazebo and the cement needed to make it safe. Thanks, Brenda

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Page 7 of 187 Minutes of Council April, 16, 2019 Time: 7:00 PM Location: Council Chambers

Meeting # 11 Present: Mayor Ron Vandewal, Pat Barr, Ray Leonard, Doug Morey, Alan Revill, Norm Roberts, Randy Ruttan, Ron Sleeth, Ross Sutherland Staff: Angela Maddocks, Clerk, Claire Dodds, Director of Development Services, Mark Segsworth, Director of Public Services, Louise Fragnito, Director of Corporate Services and Treasurer, Darcy Knott, Fire Chief, Jamie Brash, Facilities and Solid Waste Supervisor, Emily Caird, Executive Assistant. 1.

Call to Order

Resolution Resolution No. 2019-11-01 Moved by Councillor Barr Seconded by Councillor Sutherland That the Council meeting of April 16, 2019 be called to order at 7:00 p.m. Carried

Declaration of pecuniary interest and the general nature thereof

a) Deputy Mayor Sleeth declared a pecuniary interest with respect to Agenda Item 10.(b) the Draft Plan - Vacant Land Condominium - Shield Shores, as he owns land that abuts this property. Councillor Leonard declared a pecuniary interest with respect to Agenda Item 13.(f), the Accounts Payable and Payroll listing. 3.

Approval of Agenda

Resolution Resolution No. 2019-11-02 Moved by Councillor Barr Seconded by Councillor Sutherland That the agenda be adopted as presented. Carried

Scheduled Closed Session - n/a

Recess - n/a

Delegations

Stephanie Reeder, Cambium Consulting & Engineering, re: Annual Update Waste Disposal Sites

Stephanie Reeder presented an update on the Township’s active and closed

Page 8 of 187 Minutes of Council April, 16, 2019 waste disposal sites. Councillor Revill inquired about the estimated additional capacity should the Loughborough site meet compliance. Stephanie Reeder noted that meeting compliance would mean an increase to 20 years for the site itself and an additional 5 years for the Township as a whole. Councillor Sutherland inquired about the quantity of methane gas being produced at waste sites and how this is measured. He also asked if a reduction in organic waste would reduce gas emissions and ground water pollution. Stephanie Reeder explained that gas samples were collected through pipes placed throughout the sites. She also noted that ground water contaminates do not come from organics, and that there is not a real methane gas issue to begin with. Mayor Vandewal requested input on whether or not Council should consider closing the smaller sites as it may be less costly to monitor than operate. Stephanie Reeder explained that they would never recommend prematurely closing a site, however, if it was open to the public or used as a transfer site would be an operational decision to be made by the Township. Mayor Vandewal inquired if the use of pollinators had been explored as a tool to reseed some of the closed sites. Mark Segsworth responded that the option has not been reviewed as of yet. b)

Wayne Conway, President, Verona Community Association, re: Cenotaph Site Wayne Conway presented his proposal for upgrades to the Cenotaph area in Verona. He highlighted that there would be no additional costs to the Township and that he was merely seeking Council’s permission to make the changes to Township property. Councillor Morey expressed his satisfaction with the project and commended the VCA for the work they have done so far and their dedication to making the new area accessible for all. The rest of Council echoed Councillor Morey’s comments. Mayor Vandewal inquired about offsite parking options for the Cenotaph. Wayne Conway explained that two churches and a nearby restaurant had offered their parking lots for Remembrance Day services.The Mayor thanked Wayne Conway for his time and consistent contributions to the community.

Claire Dodds & Louise Fragnito, re: Development Charges Presentation Claire Dodds provided an update to Council on an overview of Development Charges in general, the changes that are coming to the Act as a result of Bill 73, and the Township’s Projected Timeline to make these changes. Deputy Mayor Sleeth inquired about the process of having different rating areas throughout the Township vs. a blanket development charge for the entire municipality. Claire Dodds noted that in order to implement a system with different ratings, the area would have to have a specific cost impacting that location such as hamlet specific sewage infrastructure. Louise Fragnito commented that the different rating would need to be based on the types of serviced offered in that area. Deputy Mayor Sleeth inquired about about how the Township’s current fee structure compares to similar municipalities. Claire Dodds explained that this was hard to do as each municipality’s capital costs are different. She noted that some municipalities farther north do not have development charges, however, they also do not have the amount of growth that this Township has.

Page 2 of 7

Page 9 of 187 Minutes of Council April, 16, 2019 Councillor Morey inquired about the proposed Local Services Policy. Claire Dodds explained that it is a general document that will delineate the cost responsibilities between the Township and developers. She noted that it is a high-level document that puts forth general deciding principles as responsibility of cost between the municipality and developers is an important part noted in Bill 73. Councillor Sutherland inquired as to when Bill 73 was passed - Claire Dodds noted that it was in 2017. Mayor Vandewal asked for clarification on what type of reserve Development Charges were held in. Louise Fragnito explained that fees collected through development charges were legislated to be held in an obligatory reserve. Mayor Vandewal inquired if the charge was a flat rate or calculated based on the value of the project. He explained that is seemed odd that a tiny home and a mansion would have the same development charge fee, as an example. Claire Dodds noted that it is a straight fee that is charged despite the value of the project. She agreed with Mayor Vandewal and stated that they would look into the concept. She did explain that the value of the project could not be included in the equation. Finally, Mayor Vandewal inquired if Staff planned to use the website, social media, and/or mail to engage the community. Claire Dodds noted that they would look into options for input collection. 7.

Public Meeting - n/a

Approval of Minutes

April 2, 2019 Council Meeting Resolution No. 2019-11-03 Moved by Councillor Barr Seconded by Councillor Sutherland That the minutes of the April 2, 2019 Council meeting be approved. Carried

Business Arising from the Minutes

Notice of Motion - Extension of Recreation Committee Appointment Resolution No. 2019-11-04 Moved by Councillor Barr Seconded by Councillor Sutherland That Schedule A to By-law 2019-16 is amended to indicate that the term for appointments expires on July 5, 2019. Carried

Reports Requiring Action

Site Plan Agreement - RKR Landholdings Corp - 13M-88, Lot 21 - Morgan Drive - Loughborough See By-law 2019-25 Claire Dodds gave an overview of the attached report to Council in reference to a 6 unit, one storey residential building at 118 Morgan Dr. She noted that the Development Services Department recommends that Council pass a by-law for Council to enter into a Site Plan Control Agreement with RKR Landholdings

Page 3 of 7

Page 10 of 187 Minutes of Council April, 16, 2019 Corp. Council expressed concerns in regards to the location of the waste receptacle and it’s proximity to the other residential homes in the subdivision. Council requested that an amendment be made to the agreement that requires the waste receptacle to be placed at the rear of the building, subject to KFL&A approval. b)

Draft Plan - Vacant Land Condominium - Shield Shores - Concession 9, Part of Lots 15, 16 & 17, Storrington Council expressed concerns in relation to the lack of vegetation at the site due to possible clear cutting in the past. Claire Dodds noted that she walked the area that day and observed that the area contained little soil and high cliffs that were not conducive with some plant species. She explained that the developer is willing to prepare a vegetation planting plan and work with other professional entities in order to improve the site. The Mayor and Councillor Revill recommended Watersheds Canada located in Perth, On. Claire Dodds noted that the developer has been provided their contact information by Township staff. Resolution No. 2019-11-05 Moved by Councillor Leonard Seconded by Councillor Roberts That South Frontenac Council recommend the County of Frontenac approve plan of condominium 10CD-2016/001 with the conditions outlined in the Planning Report prepared by the Director of Development Services dated April 11, 2019. Carried

Quinte Source Protection Committee Representative Resolution No. 2019-11-06 Moved by Councillor Roberts Seconded by Councillor Leonard That the Council of the Township of South Frontenac support the re-appointment of Ron Hamilton to the Quinte Source Protection Committee as the representative for Group 5 (No Municipal System). Carried

Committee Meeting Minutes

Lakes and Trails Committee meeting held January 22, 2019 Councillor Sutherland announced that the Lakes and Trails festival has recently changed it’s name from the Sydenham Lakes and Trails festival in order to be more representative of South Frontenac as a whole.

Public Services Committee meeting held February 21, 2019

Harrowsmith Beautification Committee meeting held March 6, 2019.

Lakes and Trails Committee meeting held March 18, 2019 Resolution No. 2019-11-07 Moved by Councillor Leonard Seconded by Councillor Roberts That Council receives for information the minutes of the following committee meetings:

Page 4 of 7

Page 11 of 187 Minutes of Council April, 16, 2019 • • •

Public Services Committee meeting held February 21, 2019 Harrowsmith Beautification Committee meeting held March 6, 2019 Lakes and Trails Committee meetings held January 22 and March 18, 2019. Carried

By-laws

By-law 2019-25 - Site Plan Agreement with RKR Landholdings Resolution No. 2019-11-08 Moved by Deputy Mayor Sleeth Seconded by Councillor Morey That By-law 2019-25, be given first and second reading. Carried Resolution No. 2019-11-09 Moved by Councillor Morey Seconded by Deputy Mayor Sleeth That By-law 2019-25, being a by-law to authorize the Mayor and the Clerk to execute a Site Plan Agreement between the Corporation of the Township of South Frontenac and RKR Landholdings Corporation, be given third reading, signed and sealed, as amended. Carried

Reports for Information

1st Quarter 2019 Update - Fire and Emergency Services Fire Chief Darcy Knott provided an overview of his report to Council. Council as a whole commended the Fire Chief and his staff on their progress and successes so far this year in regards to Emergency Management compliance and successful recruitment of 25 new firefighters. Councillor Morey inquired about the ratio of female recruits hired this year. Fire Chief Knott noted that of the 42 candidates interviews, 14 were women, and of those 14, 6 were offered positions. Councillor Roberts inquired about the current fire ban in effect and if there was an option for electronic signage. Fire Chief Knott explained that the fire prevention Committee has been looking at pre-made fire ban notification signs that are made by KFL&A. He noted that he will be bringing a report and recommendation to Council in the future in regards to this type of signage.

Building Activity Report - 1st Quarter 2019

1st Quarter - 2019 Planning Activity Report

PW-2019-07 Roadside Weed Spraying

PW-RFQ-1-2019 Contracted Equipment, Materials & Trades

Accounts Payable and Payroll Listing

2018 Draft Financials

Information Items

Southern Frontenac Community Services - Letter of Thanks

Page 5 of 7

Page 12 of 187 Minutes of Council April, 16, 2019 15.

Notice of Motions - n/a

Announcements/Statements by Councillors

a) Mayor Vandewal encouraged Council to welcome the interim Deputy Treasurer, Tracey Pritchard filling in for a maternity leave on May 6th, and Jillian McCormick, the new HR officer that started April 15. Councillor Roberts congratulated Mayor Vandewal on the arrive of two new grandchildren this week. Mayor Vandewal also provided an update to Council on the status of the ad bag delivery issue. He explained that the Clerk has been trying to follow up with the distribution company, and that they were now willing to meet. 17.

Question of Clarity - n/a

Closed Session

Section 239 of the Municipal Act; 2 (c) a proposed or pending acquisition or disposition of land by the municipality or local board; Resolution No. 2019-11-10 Moved by Deputy Mayor Sleeth Seconded by Councillor Morey That Council move into closed session as permitted by the Municipal Act, Section 239.2 (c) a proposed or pending acquisition or disposition of land by the municipality or local board; regarding seniors housing. Carried

Land Acquisition - Verbal Update from Mayor Vandewal

Resolution Resolution No. 2019-11-11 Moved by Councillor Revill Seconded by Councillor Ruttan That Council move out of closed session. Carried

Rise and Report

The Clerk reported that Council has made a conditional offer to purchase a property in Verona for a potential seniors housing development.

Confirmatory By-law

By-law 2019-26 Resolution No. 2019-11-12 Moved by Councillor Revill Seconded by Councillor Ruttan That By-law 2019-26, being a by-law to confirm generally previous actions of the Council of the Township of South Frontenac, be given first and second reading this 16 day of April, 2019. Carried Resolution No. 2019-11-13 Moved by Councillor Revill Seconded by Councillor Ruttan

Page 6 of 7

Page 13 of 187 Minutes of Council April, 16, 2019 That By-law 2019-26, being a by-law to confirm generally previous actions of the Council of the Township of South Frontenac, be given third reading, signed and sealed this 16 day of April 2019. Carried 21.

Adjournment

Resolution Resolution No. 2019-11-14 Moved by Councillor Revill Seconded by Councillor Ruttan That the Council meeting of April 16, 2019 be adjourned at 9:13 p.m. Carried

Ron Vandewal, Mayor

Angela Maddocks, Clerk

Page 7 of 7

Page 14 of 187

REPORT TO COUNCIL CLERKS DEPARTMENT

AGENDA DATE: May 7, 2019 SUBJECT: Building Inspector Appointment RECOMMENDATION That Council pass By-law 2019-27 to appoint a Building Inspector for the Township of South Frontenac.

BACKGROUND Christopher Beeg joined the Township as our new Building Inspector on April 10, 2019.Chris is an experienced carpenter, has previously worked in the building supply industry and has most recently been employed with Guildcrest Homes as a Site Supervisor overseeing new factory built home construction. We welcome Chris to the Building Department and need to proceed with his official role of Building Inspector.

ATTACHMENTS See By-law 2019-27

Submitted/approved by: Angela Maddocks Clerk

Our strength is our community.

Page 15 of 187

REPORT TO COUNCIL FIRE AND RESCUE

AGENDA DATE:

May 7, 2019

SUBJECT:

Retirement/Auxiliary Firefighter Policy and Job Description

RECOMMENDATION: That Council adopt the recommendation from the Corporate Service Committee and approve the SFFR Retirement/Auxiliary Firefighter Policy and Job Description. BACKGROUND: The Corporate Services Committee reviewed the “Retirement/Auxiliary Firefighter Policy and Job Description” at their meeting on April 30, 2019 as outlined below in this report and recommended that this be brought forward to Council for final approval. A task of the Fire Chief is to review, create, and implement Standard Operating Procedures, Policy, and Guidelines to ensure the safety of fire department staff and reduce potential liability against the Township of South Frontenac related to our fire services. As part of this process, Fire Chief Knott has identified the need to implement a retirement policy to ensure that firefighters do not become injured while performing their duties and reduce the risk of a catastrophic event. A Retirement Policy and Auxiliary Firefighter Job Description have been written to address this risk. Considering the potential risk of implementing this policy, the CAO arranged for the draft policy to be reviewed by our lawyer to be sure that the proposals were in compliance with applicable law. Based on the feedback the policy and job description were revised and are presented below. It should be noted, that a Mandatory Retirement Age for fire suppression personnel is not unique to South Frontenac Fire and Rescue. Many municipalities locally have implemented such policy to reduce the risk to their suppression staff and the corporations. Other municipalities have the following in place:    

Loyalist Township – Age 60 Firefighters, Age 65 Auxiliary Firefighters Greater Napanee – Age 60, All firefighters (Career and Volunteer) Kingston – Age 60 (Career), Age 65 (Vol Firefighters become Auxiliary) Gananoque – Age 60, All Firefighters

If this policy is implemented, as prescribed in the policy, it would impact 4 SFFR Volunteer Firefighters as of January 1, 2020. FINANCIAL/STAFFING IMPLICATIONS: January 1, 2020 – 4 SFFR would have the option to Retire from the fire service, or become Auxiliary Firefighters. ATTACHMENTS: None Submitted/approved by:

Prepared by:

Angela Maddocks, Clerk

Darcy Knott, Fire Chief Our strength is our community.

Page 16 of 187

REPORT TO COUNCIL FIRE AND RESCUE

South Frontenac Fire and Rescue SOP 115

Retirement/Auxiliary Firefighter Policy

Policy/Administration

Date Issued: May 1, 2019

Purpose:

To establish a policy regarding firefighter retirement and restrictions.

Scope:

This applies to all South Frontenac Fire and Rescue Suppression Staff and follows industry standards and acceptable practice based on Insurance Underwriters recommendations

. This policy will be introduced and phased in during 2019 and will lead to full implementation on January 1st, 2020. Definitions:

Auxiliary Firefighter – A member of South Frontenac Fire and Rescue with restrictions related to Fire Suppression Activities due to age or other considerations. These members will be given a Black Helmet and will lose any previous rank. Auxiliary Firefighters will be permitted to attend and provide training, assist with equipment and Firehall maintenance, attend a structure fire incident in a support role only, or any other duties assigned directly by the Fire Chief. Support Role – Support roles at a structure fire include acting as a Scribe for the Incident Commander, Assist with transporting equipment with Utility Vehicles, Rehab Officer, Water Supply Officer, fill SCBA bottles, and coordinate on scene logistics.

Policy:

During 2019, South Frontenac Fire and Rescue Suppression Staff over the age of 65 will continue in their normal function as applicable and defined in their position specific job description. As of January 1, 2020, any member of SFFR at or over the age of 65 will have the option of retirement from the fire department or will become an Auxiliary Firefighter as defined in this policy. Effective January 1, 2020, any member of SFFR who reaches the age of 65, will notify their Volunteer Deputy Chief and the Fire Chief in writing on or before the date they turn 65. If required, a meeting will be scheduled with the Volunteer Deputy Chief, Fire Chief, and the member regarding this policy and the optional restrictions.

Other Considerations: Occupational Health and Safety Act, Section 25 (2) (h)

Our strength is our community.

Page 17 of 187

REPORT TO COUNCIL FIRE AND RESCUE

Job Description

Auxiliary Firefighter

Department: South Frontenac Fire & Rescue Direct Report To: Captains

Division: Support Date: May 1, 2019

JOB SUMMARY An Auxiliary Firefighter is a former Suppression Volunteer Firefighter or Officer with South Frontenac Fire and Rescue who has chosen to assume a support role for the fire service rather than retire from active service at the age of 65. Auxiliary Firefighters are identified by a black helmet and have a limited scope that reduces the chances of a workplace related injury. Auxiliary Firefighters lose their previous rank and will only hold the rank of Auxiliary Firefighter. An Auxiliary Firefighter will follow the restrictions outlined in this job description and SFFR SOP 115. PERMITTED SUPPORT ROLE FUNCTIONS      

Attend weekly training and act as an instructor if appropriate Participate in Fire Prevention and Public Education Activities Participate in various SFFR Committees such as the Fire Prevention Committee, Training Committee, and Joint Health and Safety Committee Assist with Firehall and equipment maintenance, as assigned by an officer Attend structure fires in a support role only. This includes various roles outside of the Hot Zone and Warm Zone. Support roles are as follows: Scribe for Incident Commander, Rehab Officer, Water Supply Officer, transport equipment with department pickup truck units, fill SCBA bottles, and coordinate approved on scene logistics.

RESTRICTIONS    

Will not operate or drive any SFFR apparatus or vehicles during emergency calls and incidents other than Utility Pickup Trucks to structure fires. Will not wear a SCBA Will not enter the Hot or Warm Zone at a structure fire Will not undertake any physical work that is strenuous in nature that would significantly elevate heart rate, require lifting any weight above 25lbs, and any other activity which may cause physical strain or discomfort.

QUALIFICATIONS REQUIRED   

Have a minimum 10 years’ experience with SFFR. Demonstrate and maintain a thorough knowledge of the operation and maintenance of all apparatus and equipment. Demonstrate and maintain a thorough knowledge of policies, procedures and guidelines governing the Fire Department and of standing orders of the Department. Our strength is our community.

Page 18 of 187

REPORT TO COUNCIL FIRE AND RESCUE

    

Possess and maintain a valid Class G driver’s license. Maintain a satisfactory CPIC. Communicate clearly under normal situations. Ability to interact harmoniously with co-workers, superiors and members of the public Excellent listening and communication skills

NOTE: Above duties are representative of a typical position and are not to be construed as all inclusive.

Our strength is our community.

Page 19 of 187

Report to Council OFFICE OF C.A.O.

AGENDA DATE:

May 7, 2019

SUBJECT:

Strategic Planning Next Steps

RECOMMENDATION: That Council provide direction on:  

Who is attending which open house The focus of the on line survey

BACKGROUND: In April Council passed the following motion: That Council adopts the Strategic Planning Timeline as outlined in the Coordination of Public Input attachment, and direct the CAO to coordinate, schedule and promote the various stages in the plan. The Adopted Timeline is outlined below: May-07 May-14

meeting meeting

Jun-04 Jun-11

Confirm broad input areas and Set Schedule LAST DAY for council to confirm schedule On Line Tool is launched Tax Bill Communication - FIXED DATE

Thursday Thursday Tuesday Tuesday

Aug-01 Aug-08 Aug-13 Aug-20

evening evening evening evening

District OPEN HOUSE - introduce new CAO District OPEN HOUSE - introduce new CAO District OPEN HOUSE - introduce new CAO District OPEN HOUSE - introduce new CAO

Thursday

Sep-05 Sep-17

full day meeting

Council and Mgmt. meeting - DAY TIME Table DRAFT Strategic Plan

Oct-01 Oct-15

meeting meeting

Public Delegations on Draft ADOPT Strategic Plan and Communications plan

Based on Councillor availability staff need to communicate which District Open House is on what night and at what facility. Generally speaking, the Township is faced with competing demands to: enhance services, reduce costs and protect the environment. The intent of the strategic plan will be to prioritize these competing demands. The following questions are proposed for the online survey and as a frame work for the discussion at the District open houses:

Is South Frontenac currently heading in the right direction? Yes / No

Our strength is our community.

Page 20 of 187

Report to Council OFFICE OF C.A.O.

What more would you like to see? Rank your top 3 priorities: Encourage commercial and industrial development Encourage residential / seasonal development Enhance Fire department Services Enhance investments in parks, playgrounds and parkland Enhance the Police presence in the community Expand or Provide Water and Sewer Services Expand the programs / services offered in Recreation Improve Waste Diversion and Recycling Invest more in Road repair / construction / maintenance
From a service perspective what would you like to see? Rank your top 3 priorities: Enhance service delivery from Township departments Explore efficiencies in Council operations Increase financial support for community groups Maintain the current level property tax increases Move towards full cost recovery for individual services Reduce individual Fees for services Reduce overall spending Strengthen enforcement of bylaws Strengthen policies for protecting our natural environment Take steps necessary to address Climate Change
Are you prepared to pay increased property taxes to pay for your priorities? Yes / No
What is your overall recommendation for Council to address? OPEN ENDED Do we need Demographic Questions or are all response of equal value? Potential questions? A. Are you a year round resident or a seasonal resident? B. Do you live in a hamlet / village? C. Do you have waterfront property? D. Which District are you from? FINANCIAL / STAFFING IMPLICATIONS To be determined.

Submitted/approved by:

Prepared by:

Wayne Orr, CAO

Our strength is our community.

Page 21 of 187

REPORT TO COUNCIL CLERKS DEPARTMENT

AGENDA DATE: May 7, 2019 SUBJECT:

Women’s Institute - Centennial Celebration

RECOMMENDATION That Council proclaim the week of June 17 to June 22, 2019 as Women’s Institute Week in South Frontenac.

BACKGROUND Women’s Institute is a not-for-profit organization with affiliations around the world, working with and for women in Ontario. They offer educational programming and community support and are strong advocates for social, environmental and economic change and work toward the personal growth of all women, for home and country. Since 1919 Women’s Institutes across Ontario, members have had a strong voice through education and support programs and services in their communities. Today there are approximately 3000 members in 250 branches in Ontario and on June 22, 2019 the Sydenham Women’s Institute will be celebrating their Centennial at the Grace Centre. In order to recognize the role that Women’s Institute has played in our local communities, Council is asked to proclaim June 17 to June 22 as Women’s Institute Week in South Frontenac.

ATTACHMENTS Invitation to Centennial Celebration. Submitted/approved by: Angela Maddocks Clerk

Our strength is our community.

Page 22 of 187

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Light refreshments

be served throughout the day

Mingle with members old and new

Tweedsmuir history books Historical artifacts Heritage costumes

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Page 23 of 187

Report to Council OFFICE OF C.A.O.

AGENDA DATE:

May 7, 2019

SUBJECT:

ICIP Funding

RECOMMENDATION: That Council agree with the recommendation of the Public Services Committee not to submit an application this round to the Investing in Canada Infrastructure Program (ICIP). BACKGROUND: Council was previously provided with a copy of correspondence from the Province advising the Township that the Ontario Community Infrastructure Program (OCIF) program is being redesigned and the 2018 and 2019 top up component was cancelled. That correspondence went on to advise that our application for top up funding had been assessed by Ministry staff and would not have been successful even if funding had been left in place. The ICIP program has been launched in place of the OCIF Top Up program. The Province went so far as to provide those municipalities who had an eligible program for OCIF Top Up, before the funding was cut, to apply for the ICIP program on a “fast track” front of the line basis. The Public Services Committee was briefed on the changes, the criteria for ICIP applications, the work involved in submitting an application, the tight timeline for developing a project and the likelihood of being successful given the lack of joint project and our stable financial position. Given several unsuccessful funding applications in recent years, the Committee agreed that due to the criteria for this funding and the deadline for submission they are not optimistic that South Frontenac would be successful in getting any funding based on the criteria set out. It was therefore recommended that no application be submitted this round.

Submitted/approved by:

Prepared by:

Wayne Orr, CAO

Our strength is our community.

Page 24 of 187

REPORT TO COUNCIL CLERKS DEPARTMENT

AGENDA DATE: May 7, 2019 SUBJECT:

Regional Roads – Overview and Background Report

RECOMMENDATION That the Council of the Township of South Frontenac endorse the petition to the Province of Ontario to remove Section 6.2 from the County of Frontenac/City of Kingston Restructuring Order, 1997, related to the prohibition of County involvement in roads: And that Council endorse the County proposal to engage a consulting team to assist with the development of a business plan for both options 3 and 5, including consultation with each Council and the study to be a maximum upset limit of $40,000 to be funded from the County portion of the recently announced Municipal Modernization Fund.

BACKGROUND In July 2018, County Council directed their staff to fully investigate the process for accessing the Ontario Community Infrastructure Fund Top-Up (OCIF-TU) grant for core infrastructure, including consultation with legal counsel, and the CAO from the member municipalities. Further investigation into the methods to access senior level government funding for roads investments that are specific to roads infrastructure, while permitting the County to use Gas Tax Funding allocated to the County for regional purposes such as economic development, the K &P Trail or Community Improvement Funds. Initial emphasis was on the OCIF, however the change in provincial government means that this program will likely be changed. Due to the 1997 restructuring, there has not been an opportunity for Frontenac County to access funding for road improvements and it is has been recognized that Frontenac County and Hastings County are unique in that they do not have a roads system at the upper tier level and have therefore missed out on funding opportunities that could be distributed to the lower tier member municipalities. Frontenac CAO’s, Treasurers and Public Works Managers participated in the initiative. At a Special meeting of County Council on April 17, 2019, Kelly Pender, Chief Administrative Officer, County of Frontenac presented the highlights of the key items and a statistical review. Options 3 and 5 were recommended to be studied further as outlined in the report. Each Council within the Frontenac’s have been asked to review and consider this report by May 31, 2019. See the attached letter from the Manager of Legislative Services/Clerk, Jannette Amini.

ATTACHMENTS Letter from Jannette Amini, Manager of Legislative Services/Clerk, re: Resolutions passed by County Council regarding Waste Management and Regional Roads Report # 2019-46 – Regional Roads – Overview and Background Report Submitted/approved by: Angela Maddocks, Clerk Our strength is our community.

Page 25 of 187 County

FRONTENAC

of Frontenac

Glenburnie,

ON KOH1SO

T: 613.548.9400 F: 613.548.8460 frontenaccounty.ca

29 Apr“ 2019 Mr. Wayne Orr, Chief Administrative Officer Township of South Frontenac P.O. Box 100 Sydenham, ON KOH 2T0 <

Dear Mr. Orr; Re:

Frontenac County Council Special Meeting April 17, 2019 Options for the Future of Waste Management in Frontenac and Regional Roads —

—

Please be advised that the Council of the County of Frontenac at its special meeting held April 17, 2019 passed the following resolutions: 2019-045 Office of the Chief Administrative Officer Frontenac Waste Management Review

Motion #2 73-19

Moved By: Seconded By:

Councillor MacDonald Councillor Higgs

Be It Resolved That the Council of the County of Frontenac receive for information and except as final, the Frontenac Waste Management Review dated April 17, 2019, prepared by Cambium Inc. And Further That a copy of the Frontenac Waste Management Review be forwarded to the Frontenac Townships for their review and consideration and that Frontenac County Council defer further discussion on the matter to the June 19, 2019 meeting in order allow for discussion at the Township level. Carried

Page 26 of 187

2019-046 Regional Roads Motion #: 74-19

Overview and Background

Moved By: Seconded By:

Report

Councillor Doyle Councillor Martin

Resolved That the Council of the County of Frontenac receive the Chief Administrative Officer report Regional Roads Overview and Background Report for information; —

And Further That the Council of the County of Frontenac request that each member Council review and consider this report by May 31, 2019. And Further That each member Council formally endorse a petition to the Province of Ontario to remove Section 6.2 from The County of Frontenac/City of Kingston Restructuring Order, 1997 related to the prohibition of County involvement in roads. And Further That the County engage a consulting team to assist with the development of a business plan for both options 3 and 5, including consultation with each Council and the study be to a maximum upset limit of $40,000 to be funded from the County portion of the recently announced Municipal Modernization Fund (MMF). And Further That the report be reviewed at a joint meeting of all Councils and a preferred option be finalized prior to the end of September 2019 for consideration during the 2020 budget cycle. Carried

A copy of the Waste Management Review is attached to Report 2019-045 and the Regional Roads overview is found in Report 2019-046. i trust that you will find this in order, however, should you have any questions or concerns, please do not hesitate to contact me at 613~548-9400, ext. 302 or via email at “amini@frontenaccounty.ca. Yours truly,

?’?/)1/L/i”L,«{ iiljannette Amini, CMO Manager of Legislative Services/Clerk Cc

Kelly Pender, Chief Administrative Officer County file

2069 Battersea

Road, Glenburnie,

T: 613.548.9400

I F: 613.548.8460

ON KOH lSO

l frontenaccountyca

Page 27 of 187

Report 2019-046 Council Recommend Information Report To:

Warden and Council

From:

Kelly Pender, Chief Administrative Officer

Prepared by:

Kelly Pender, Chief Administrative Officer

Date of meeting:

April 17, 2019

Re:

Regional Roads – Overview and Background Report

Recommendation Resolved That the Council of the County of Frontenac receive the Chief Administrative Officer report – Regional Roads – Overview and Background Report for information; And Further That the Council of the County of Frontenac request that each member Council review and consider this report by May 31, 2019. And Further That each member Council formally endorse a petition to the Province of Ontario to remove Section 6.2 from The County of Frontenac/City of Kingston Restructuring Order, 1997 related to the prohibition of County involvement in roads. And Further That the County engage a consulting team to assist with the development of a business plan for both options 3 and 5, including consultation with each Council and the study be to a maximum upset limit of $40,000 to be funded from the County portion of the recently announced Municipal Modernization Fund (MMF). And Further That the report be reviewed at a joint meeting of all Councils and a preferred option be finalized prior to the end of September 2019 for consideration during the 2020 budget cycle. Background At the July 18, 2018 meeting of County Council the following motion was approved by County Council: Motion 136-18

Page 28 of 187 Resolved That the Council of the County of Frontenac receive the Chief Administrative Officer – Ontario Community Infrastructure Fund – Access to Funding report for information; And Further That the Council of the County of Frontenac direct staff to fully investigate the process for accessing the Ontario Community Infrastructure Fund – Top Up (OCIF-TU) grant for core infrastructure, including consultation with legal counsel, Frontenac County Chief Administrative Officers and other municipalities; And Further That a full report and recommendation be presented to County Council in January 2019, with a view towards a first application to the fund in August 2019. And Further That a copy of this resolution be forwarded to the County’s Member Municipalities. The purpose of the above motion1 was to provide direction to staff to investigate methods to access senior level government funding for roads investment that are specific to roads infrastructure, while permitting the County to use Gas Tax Funding allocated to the County (i.e., not member municipality gas tax allocation) for regional purposes such as economic development, the K&P trail or Community Improvement Plans. While the initial emphasis was on the Ontario Community Infrastructure Fund (OCIF), the change in Provincial government means that this program will likely be changed. Following the approval of this motion, the Frontenac CAOs met on September 24, 2018, November 22, 2018, January 31, 2019 and April 4, 2019 to review and discuss the motion. Our meetings also included treasurers and public works managers as appropriate. As part of our review, we examined the following:

The County of Frontenac/City of Kingston Restructuring Order (R.O.), February 1997, Reference Section 6.2 [R.O. Link]
County of Frontenac, Roads Management Study – C.N. Watson, Fiscal Management Plan, March 2011. [Roads Management Study Link]
Frontenac Corridor, Road Needs Study – 2013, D.M. Wills, January 2014 [Roads Needs Study Link]
County of Frontenac Official Plan, January 2016 (Provincial Approval). Reference Section 4.1.1 [Link - Official Plan] See attached Schedule ‘A’ to this report for a map of the regional road network defined by the Official Plan.

1 For further background see Report 2018-097 and the related presentation - Link

Recommend Report to Council Office of the CAO – Regional Roads – Overview and Background Report April 17, 2019

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Page 29 of 187 5. Municipal Financial Indicator Reports (FIR), Province of Ontario, 2015, 2016, 2017 [FIR Link] In particular, the D.M. Wills report defines the regional road network and needs as of 2013. Should this initiative proceed, an update of this report will be necessary. The purpose of this report is to provide County Council and member municipalities with background necessary to make a determination whether or not to proceed with the establishment of a regional roads system. The Chief Administrative Officer will provide a presentation that highlights the key items in this report, plus a statistical review based upon the 2015-17 FIR (Link #5 above). Comment In 1996-97 the Province undertook a series of initiatives to rationalize municipal service delivery and restructuring. Along with the City of Kingston, Frontenac County entered into negotiations and developed a framework for service delivery and municipal restructuring. The resulting agreement was promulgated by the Province, February 1997 (Link #1 above). Of particular relevance to this discussion is Section 6.2 of the order which states that, “the Board [now County] is not deemed to be a county for road purposes and shall not own, maintain, repair or construct roads”. In reviewing the matter with our solicitor, it was confirmed that an amendment to the order would be required in order to proceed with a regional/County approach to roads involving the County. Further, the solicitor provided advice with respect to the requirement for the County to potentially “own” the road in order to be eligible to apply for grants. In order to meet the ownership requirement, staff would pursue a one percent ownership stake in the proposed County roads infrastructure. Summary of Statistical/Financial Review In preparation for this report, staff reviewed the FIRs (Link #5 above) for five counties and their member municipalities covering the three most recent reporting periods (201517). A total of 13 data points from 45 municipalities were extracted and analyzed including:

Number of Households
Population
Road Grants
Assessment
Tax Levy
Roads Expenditures
Total Book Value for Roads
Total Reserves
Dedicated Roads Reserves
Number of Public Works Employees
Lane km (Paved and Unpaved) Recommend Report to Council Office of the CAO – Regional Roads – Overview and Background Report April 17, 2019

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Page 30 of 187 12. Total Bridges & Culverts 13. Total km of Roads Rated Good+ While it is reasonable to say that there are no perfect comparators for any municipality in Ontario, this group was selected due to proximity, geography and weather patterns. In particular, the municipalities are generally comparable when this region is viewed from an east to west perspective. Attached, Schedule ‘B’ is a map of the five counties. Schedule ‘C’ summarizes each County’s role in roads2. Where the County and member municipalities both operate a roads network, the aggregate data for both tiers is indicated. For Frontenac, the aggregate member municipal data is used. Statistical Summary – High Level Findings A full summary of the data collected will be presented in the presentation at the meeting, but a summary of the most pertinent information is below:

Over the study period (2015-17) Frontenac County municipalities received 10% the senior level grant dollars distributed to the study group, despite operating 17% of the road network, having 15% total assessment, 20% of the total land area and 13% of the bridges and culverts. a. Based upon lane kilometers, if Frontenac received funding at the same level as the other four study areas, the total would have been $3M to $5.3M dollars higher over a three year period
Frontenac is the lowest tax jurisdiction in the study group. Per dollar of assessment, Lennox and & Addington collects 47% more, while Leeds & Grenville collects 10% more than Frontenac.
Collectively Frontenac municipalities expend a larger percentage of their budget than other municipalities. Individually we expend between 47% and 60% of our budgets on roads.
Our expenditure per lane km is the second lowest in the comparator group and $2,849 less than Lennox & Addington.
47% of Frontenac roads are unpaved, while Lennox & Addington has 30% of their total road network unpaved.
While Frontenac total reserves are high, our dedicated road reserves are the lowest.
Frontenac road employees are responsible for more lane kms/employee than all but Hastings

2 The FIRs include the operation of ferries under the road category. In the study area, the County of

Frontenac, Township of Frontenac Islands and Loyalist Township operate ferries. This data study removes all revenues and expenses for ferry operation. Recommend Report to Council Office of the CAO – Regional Roads – Overview and Background Report April 17, 2019

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Page 31 of 187 While there are clearly some good news stories contained in the analysis, particularly around reserves and comparative tax position, it is also clear that on many of the road related metrics, Frontenac’s position lags behind the comparator group. Sustainability Implications Expenditures on roads are a necessary and integral part of municipal operations. As well, it is important to ensure that the municipality has sufficient resources and financial flexibility to invest in quality of life resources such as parks and programs in order to attract and maintain youth and seniors in the community. Six options are provided for Council consideration. The options cover the spectrum from continuing with the status quo to a full County roads department. Should Council select to maintain the status quo (Option One), no action would be undertaken by Council or staff for the term of the current Councils. Should any of the other options be selected, County and member municipality staff would be directed to develop a five year Business Plan for consideration. The Business Plan would utilize the standard County of Frontenac Business Plan template. (For example see Link - Business Plan). Caution: While the regional road approach would be most effective with all four member municipalities participating, it may be possible to have a regional roads system with contiguous roads with less than four municipalities participating, although this question has not been asked of the Province who continue to express a preference for regional approaches. Option One: Status Quo – Local Approach (Similar to Hasting County) Description: All roads are local responsibility. No regional road collaboration. Operational Model: No change. Roads remain local. Shared procurement where a business case warrants. No County involvement. Deficiencies: No ability to apply for regional grants. County Impact: No ability to apply for regional roads grants. No increase in grant funding can be anticipated. Member Municipality Impact: No change Governance: No change. All roads decisions continue to be made locally. Recommendation: Not Recommended

Recommend Report to Council Office of the CAO – Regional Roads – Overview and Background Report April 17, 2019

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Page 32 of 187 Option Two: Regional Approach – Limited County Involvement (No Known Precedent) Description: County assumes 1% ownership in regional roads and bridges, but provides no support to the project. All grant applications are developed, submitted, managed and reported by the benefitting municipality. Only County role is “signing off” on grant applications. Operational Model: Existing municipal public works managers and treasurers assume a larger role. Deficiencies: There are no County staff or dollars available to support this approach. County may assume some liability for work performed by township employees. County Impact: Increased liability. Could be resolved through an indemnity agreement. County will incur legal and (perhaps) survey costs to assume 1% ownership in the regional road network. Grant dollars received in excess of current County gas tax allocation would be available for County use on regional projects such as trails and community improvement plans. Member Municipality Impact: Now eligible to receive regional grants. Increased work load for public works and treasury staff. Governance: The four public works managers and treasurers prepare an annual report for review by the five chief administrative officers in June of each year for presentation to County Council for consideration in September. The report would highlight works completed in the prior year and recommendations for the following year. County Council approves the final report. Member municipalities would provide input into the plan through their public works manager and CAO as appropriate. Recommendation: Not Recommended

Option Three: Regional Approach – Contracted Engineering, Limited County Involvement (No Known Precedent) Description: County assumes 1% ownership in regional roads and bridges, but provides no support to the project and engages an independent engineering firm to lead the program. Operational Model: A contracted engineering firm would be hired by the County to develop a work program that would include maintaining regional road priority schedules, recommending projects, working with township public works managers on project coordination. Working with township treasurers on accounting/reporting. County submits application on behalf of the Township. Deficiencies: There are no County staff or dollars available to support this approach. County may assume some liability for work performed by township employees. May be Recommend Report to Council Office of the CAO – Regional Roads – Overview and Background Report April 17, 2019

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Page 33 of 187 cost prohibitive. Consulting fees generally are calculated at 2-2.5x the salary of the consultant. County Impact: No County involvement other than submission of grant applications prepared by the Consultant. Increased liability. Could be resolved through an indemnity agreement. County will incur legal and (perhaps) survey costs to assume 1% ownership in the regional road network. Grant dollars received in excess of current County gas tax allocation would be available for County use on regional projects such as trails and community improvement plans. Member Municipality Impact: Now eligible to receive regional grants. Increased work load for public works and treasury staff. Township may need to engage additional resources to support this model. Governance: The Consultant working with the four public works managers and treasurers prepare an annual report for review by the five chief administrative officers in June of each year for presentation to County Council for consideration in September. The report would highlight works completed in the prior year and recommendations for the following year. County Council approves the final report. Member municipalities would provide input into the plan through their public works manager and CAO as appropriate. Recommendation: Recommended for Further Study

Option Four – Regional Approach – County Augments Resources at a Selected Municipality (No Known Precedent) Description: County assumes 1% ownership in regional roads and bridges, but provides no support to the project but would contract with one of the four member municipalities to provide oversight, management of a regional system. Operational Model: County would pay a portion of the Manager of Public Works salary (say 50%), plus an additional FTE dedicated to the regional roads project. Deficiencies: Divided reporting/accounting relationships. May stretch existing municipal resources. County Impact: No County involvement other than submission of grant applications prepared by the contracted municipality. Increased liability. Could be resolved through an indemnity agreement. County will incur legal and (perhaps) survey costs to assume 1% ownership in the regional road network. Grant dollars received in excess of current County gas tax allocation would be available for County use on regional projects such as trails and community improvement plans. Member Municipality Impact: Now eligible to receive regional grants. Increased work load for public works and treasury staff. County to pay for increased staffing required to support the model. Recommend Report to Council Office of the CAO – Regional Roads – Overview and Background Report April 17, 2019

Page 7 of 15

Page 34 of 187 Governance: The contracted municipality working with the three public works managers and treasurers prepare an annual report for review by the five chief administrative officers in June of each year for presentation to County Council for consideration in September. The report would highlight works completed in the prior year and recommendations for the following year. County Council approves the final report. Member municipalities would provide input into the plan through their public works manager and CAO as appropriate. Recommendation: Not Recommended Option Five – Regional Approach – County Resources (Similar to Lennox & Addington) Description – County assumes 1% ownership in regional roads and bridges. Similar to Lennox & Addington County, the County employs a limited engineering staff complement to administer the program, maintain roads needs study and provide project management/support. Operational Model: All “on the ground” maintenance works would continue to be local and managed in the same manner as currently. Regional Engineer, plus project manager would be employed commencing in early-mid 2020. Adding a .5 FTE in 2021. (Approximately 50% of the L&A Model) Deficiencies: Funding model would need to be developed to address cost sharing and perhaps the cost related with the municipal share of the capital costs. County Impact: Currently, no physical space allocated for new staff. Additional governance/oversight required by Council/CAO. Increased liability. County will incur legal and (perhaps) survey costs to assume 1% ownership in the regional road network. Grant dollars received in excess of current County gas tax allocation would be available for County use on regional projects such as trails and community improvement plans. Member Municipality Impact: Now eligible to receive regional grants. Regional projects administered solely or jointly with member municipality. Current resources will be freed up. Governance: The Regional Engineer working with the four public works managers and five treasurers prepare an annual report for review by the five chief administrative officers in June of each year for presentation to County Council for consideration in September. The report would highlight works completed in the prior year and recommendations for the following year. County Council approves the final report. Member municipalities would provide input into the plan through their public works manager and CAO as appropriate. Consulting engineering will need to be evaluated on a project by project basis, but would be included in the overall project cost. Recommendation: Recommended for Further Study Recommend Report to Council Office of the CAO – Regional Roads – Overview and Background Report April 17, 2019

Page 8 of 15

Page 35 of 187 Option Six – Regional Roads – Full County Model (Similar to United Counties of Leeds & Grenville and Lanark County) Description – County assumes 100% ownership in regional roads and bridges. Similar to Lanark and Leeds & Grenville, the County employs a full engineering staff complement, maintenance and operations staff to administer the program, maintain roads needs study, provide project management/support and provide day to day operations and maintenance of the regional roads. Operational Model: Based upon a review of comparators models, would require the employment of 25+ employees, plus related fleet and maintenance facilities. Deficiencies: Highest cost option. Staffing, fleet and property acquisition would be time consuming and protracted. County Impact: This option would require a considerable phase in period, likely involving negotiations regarding staffing/staff sharing, property and fleet acquisition. Member Municipality Impact: Now eligible to receive regional grants. Regional projects administered by the County. Governance: Regional plans centrally developed, with input from member municipalities. Final approval rest with County. Recommendation: Not Recommended It is the consensus recommendation of the five Chief Administrative Officers to further investigate options 3 and 5 with the assistance of a consultant with considerable experience in municipal operations, finance and shared services delivery models. Financial Implications In 2011, the C.N. Watson report (See Link #2) calculated the immediate life cycle cost for regional roads to be between $37.2 and $42.2M (See Sect 3-11). In the interim, a considerable amount of work has been completed on regional roads by member municipalities. No attempt has been made to recalculate the Watson findings, but given inflation and general roads pressures, it would likely be a safe assumption that the figure has not decreased. Should all member Councils opt to enter into the regional roads initiative, the D.M. Wills study could be financed by the County. Likely expenditure of between $25-40,000. Should less than four municipalities elect to participate, each would be responsible for their own share. As noted in the recommendation, the recently announced MMF would be used by the County to complete the business plan.

Recommend Report to Council Office of the CAO – Regional Roads – Overview and Background Report April 17, 2019

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Page 36 of 187 Organizations, Departments and Individuals Consulted and/or Affected Tony Fleming, David Munday, Cunningham Swan County Chief Administrative Officers, Treasurers and Public Works Managers Chief Administrative Officers, Survey Group Kevin Farrell, Manager of Continuous Improvement

Recommend Report to Council Office of the CAO – Regional Roads – Overview and Background Report April 17, 2019

Page 10 of 15

Page 37 of 187 Schedule ‘A’ – Land Use (and Regional Roads) – County of Frontenac Official Plan

Schedule ‘B’ – Regional Map of Five County Comparators Recommend Report to Council Office of the CAO – Regional Roads – Overview and Background Report April 17, 2019

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Page 38 of 187

Recommend Report to Council Office of the CAO – Regional Roads – Overview and Background Report April 17, 2019

Page 12 of 15

Page 39 of 187 Schedule ‘C’ – Summary of County Roads Involvement

County of Frontenac Role None. No involvement in day to day operations or grants. Identified regional roads in Official Plan Dedicated Staff None. No engineering or public work employees. No skill level present to deliver service. Total Budget (less None. Ferry) United Counties of Leeds and Grenville Role The Roads Department is responsible for 636 kilometres of Source: Link road built over the last one hundred years, and 230 kilometres UCL&G of former Provincial Highway delegated to the United Counties of Leeds and Grenville from 1993 thru to 1997 totalling 866 kilometres of paved highway. Road assets also include 85 bridges and 34 major culverts. Work includes:          

Contract Administration of Construction Projects Under County Jurisdiction; Tendering of County Owned Capital Works Projects; Fleet Tendering; Maintenance & Rebuilding of County Roads; Winter Maintenance; Traffic Counts; Issuance of Moving Permits and Entranceway Permits; Pavement Marking; Signage; Preparation of By-laws, Deeds, Road Right-of-Way.

Dedicated Staff 30 FT – 4 PT – Seasonal 22. (From 2017 FIR Tab 80A 0225)) Total Budget $22,736,136 (includes inter-functional adjustments). (From 2017 FIR – Tab 40, 0699)

Recommend Report to Council Office of the CAO – Regional Roads – Overview and Background Report April 17, 2019

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Page 40 of 187 Lanark County Role Source: Link Lanark

The Public Works Department builds, operates, maintains and repairs the County road network consisting of 561 two-lane kilometres of roads, 1 four-lane kilometre of road and 77 bridge and culvert structures with spans greater than three metres. The Department also manages three patrol yards, three gravel pits and two office buildings. The Public Works fleet includes approximately 40 vehicles including light and heavy trucks, heavy equipment, trailers and various tools and equipment. The Department is organized into four divisions: Operations, Construction, Administration and Fleet and Facilities. 26 FT – 6 PT.

Dedicated Staff (From 2017 FIR Tab 80A 0225)) Total Budget $12,952,285 (includes inter-functional adjustments). (From 2017 FIR – Tab 40, 0699)

Lennox & Addington County Role The County of Lennox & Addington spans 2,777 square Source: Link - L&A kilometres: from Lake Ontario in the south, 130 kilometres northward to Renfrew County. In order to allow people who live and work in the county, visitors to the county community, and people involved in trade and commerce to travel safely, the county maintains a significant transportation grid including: 

458 kilometres of urban, semi-urban and rural roads, specifically:    



298 km of hot mix asphalt road1; 150 km of surface treated road; 10 km of concrete road; 50 bridges and 18 major culvert structures;

One roundabout constructed in 2009 at the intersection of County Road 2 and County Road 4 in Loyalist Township; Local municipalities maintain the upper-tier County road system, but these roads remain under the ownership and control of the County. The County is responsible for all costs of the system’s road, bridge, paving, and capital construction program.

Dedicated Staff 5 FT – 2 Seasonal (From 2017 FIR Tab 80A 0225))

Recommend Report to Council Office of the CAO – Regional Roads – Overview and Background Report April 17, 2019

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Page 41 of 187 Total Budget (From 2017 FIR – Tab 40, 0699) Hastings County Role Dedicated Staff Total Budget (less Ferry)

$11,271,640 (includes inter-functional adjustments).

None. No involvement in day to day operations or grants. Identified regional roads in Official Plan. None. No engineering or public work employees. $175,745

Recommend Report to Council Office of the CAO – Regional Roads – Overview and Background Report April 17, 2019

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Frontenac – Regional Roads Discussion – Summary of Options April 17, 2019

Issue Description

Option One Status Quo (Similar to Hastings County) All roads are local responsibility. No regional road collaboration.

Option Two Regional Approach – Limited County Involvement (No Known Precedent) County assumes 1% ownership in regional roads and bridges, but provides no support to the project. All grant applications are developed, submitted, managed and reported by the benefitting municipality. Only County role is “signing off” on grant applications.

Operational Model

No change. Roads remain local. Shared procurement where a business case warrants. No County involvement.

Existing municipal public works managers and treasurers assume a larger role.

Deficiencies

No ability to apply for regional grants.

There are no County staff or dollars available to support this approach. County may assume some liability for work performed by township employees.

Option Three Regional Approach – Contracted Engineering – Limited County Involvement (No Known Precedent) County assumes 1% ownership in regional roads and bridges, but provides no support to the project and engages an independent engineering firm to lead the program.

Option Four Regional Approach – County Augments Resources at Selected Municipality (No Known Precedent) County assumes 1% ownership in regional roads and bridges, but provides no support to the project but would contract with one of the four member municipalities to provide oversight, management of a regional system.

A contracted engineering firm would be hired by the County to develop a work program that would include maintaining regional road priority schedules, recommending projects, working with township public works managers on project coordination. Working with township treasurers on accounting/reporting. County submits application on behalf of the Township. There are no County staff or dollars available to support this approach. County may assume some liability for work performed by township employees. May be cost prohibitive. Consulting fees generally are billed at 2-2.5x the salary of the consultant.

County would pay a portion of the Manager of Public Works salary (say 50%), plus an additional FTE dedicated to the regional roads project.

All “on the ground” maintenance works would continue to be local and managed in the same manner as currently. Regional Engineer, plus project manager would be employed commencing in earlymid 2020. Adding a .5 FTE in 2021. (Approximately 50% of the L&A Model)

Divided reporting/accounting relationships. May stretch existing municipal resources.

Funding model would need to be developed to address cost sharing and perhaps the cost related with the municipal share of the capital costs.

Option Six – Regional Approach – Full County Model (Similar to UCLG and Lanark County) County assumes 100% ownership in regional roads and bridges. Similar to Lanark and Leeds & Grenville, the County employs a full engineering staff complement, maintenance and operations staff to administer the program, maintain roads needs study, provide project management/support and provide day to day operations and maintenance of the regional roads. Based upon a review of comparators models, would require the employment of 25+ employees, plus related fleet and maintenance facilities.

Highest cost option. Staffing, fleet and property acquisition would be time consuming and protracted.

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Page 1 of 2

Option Five Regional Approach – County Resources (Similar to Lennox & Addington County) County assumes 1% ownership in regional roads and bridges. Similar to Lennox & Addington County, the County employs a limited engineering staff complement to administer the program, maintain roads needs study and provide project management/support.

Frontenac – Regional Roads Discussion – Summary of Options April 17, 2019

Issue County Impact

Option One Status Quo (Similar to Hastings County) No ability to apply for regional roads grants. No increase in grant funding can be anticipated.

Option Two Regional Approach – Limited County Involvement (No Known Precedent) Increased liability. Could be resolved through an indemnity agreement. County will incur legal and (perhaps) survey costs to assume 1% ownership in the regional road network. Grant dollars received in excess of current County gas tax allocation would be available for County use on regional projects such as trails and community improvement plans.

Member Municipality Impact

No change

Now eligible to receive regional grants. Increased work load for public works and treasury staff.

Governance

No change. All roads decisions continue to be made locally.

The four public works managers and treasurers prepare an annual report for review by the five chief administrative officers in June of each year for presentation to County Council for consideration in September. The report would highlight works completed in the prior year and recommendations for the following year. County Council approves the final report. Member municipalities would provide input into the plan through their public works manager and CAO as appropriate. Not Recommended

Recommendation

Not Recommended

Option Three Regional Approach – Contracted Engineering – Limited County Involvement (No Known Precedent) No County involvement other than submission of grant applications prepared by the Consultant. Increased liability. Could be resolved through an indemnity agreement. County will incur legal and (perhaps) survey costs to assume 1% ownership in the regional road network.

Now eligible to receive regional grants. Increased work load for public works and treasury staff. Township may need to engage additional resources to support this model. The Consultant working with the four public works managers and treasurers prepare an annual report for review by the five chief administrative officers in June of each year for presentation to County Council for consideration in September. The report would highlight works completed in the prior year and recommendations for the following year. County Council approves the final report. Member municipalities would provide input into the plan through their public works manager and CAO as appropriate.

Page 2 of 2

Not Recommended

Option Five Regional Approach – County Resources (Similar to Lennox & Addington County) Currently, no physical space allocated for new staff. Additional governance/oversight required by Council/CAO. Increased liability. County will incur legal and (perhaps) survey costs to assume 1% ownership in the regional road network. Grant dollars received in excess of current County gas tax allocation would be available for County use on regional projects such as trails and community improvement plans.

Option Six – Regional Approach – Full County Model (Similar to UCLG and Lanark County) This option would require a considerable phase in period, likely involving negotiations regarding staffing/staff sharing, property and fleet acquisition.

Now eligible to receive regional grants. Regional projects administered solely or jointly with member municipality. Current resources will be freed up.

Now eligible to receive regional grants. Regional projects administered by the County.

The Regional Engineer working with the four public works managers and five treasurers prepare an annual report for review by the five chief administrative officers in June of each year for presentation to County Council for consideration in September. The report would highlight works completed in the prior year and recommendations for the following year. County Council approves the final report. Member municipalities would provide input into the plan through their public works manager and CAO as appropriate. Consulting engineering will need to be evaluated on a project by project basis, but would be included in the overall project cost. Recommended for Further Consideration

Regional plans centrally developed, with input from member municipalities. Final approval rest with County.

Not Recommended

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Recommended for Further Consideration

Option Four Regional Approach – County Augments Resources at Selected Municipality (No Known Precedent) No County involvement other than submission of grant applications prepared by the contracted municipality. Increased liability. Could be resolved through an indemnity agreement. County will incur legal and (perhaps) survey costs to assume 1% ownership in the regional road network. Grant dollars received in excess of current County gas tax allocation would be available for County use on regional projects such as trails and community improvement plans. Now eligible to receive regional grants. Increased work load for public works and treasury staff. County to pay for increased staffing required to support the model. The contracted municipality working with the three public works managers and treasurers prepare an annual report for review by the five chief administrative officers in June of each year for presentation to County Council for consideration in September. The report would highlight works completed in the prior year and recommendations for the following year. County Council approves the final report. Member municipalities would provide input into the plan through their public works manager and CAO as appropriate.

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REPORT TO COUNCIL CLERKS DEPARTMENT

AGENDA DATE: May 7, 2019 SUBJECT: Waste Management in Frontenac County – Options for the Future RECOMMENDATION Open

BACKGROUND In February of 2017, County Council directed their staff to investigate options to assist with making the Frontenac County Waste Strategic Goal and to report back on their finding. Public Works Manager and Cambium Inc. determined that the best course of action would be to complete the recommended study in order to take full advantage of the changes that were coming under Bill 151, Waste Free Ontario Act. The report is intended to provide each municipality with the data and tools necessary to develop further strategies for addressing the needs of their citizens while also providing recommendation for continuing to work together on matters such as procurement and data collection. At a Special meeting of County Council on April 17, 2019, Cambium Inc. presented their report, the “Frontenac Waste Management Review” for review and consideration. County Council recommended that the Frontenac Waste Management Review be forwarded to each of the Frontenac townships for their review and consideration and that Frontenac County Council defer further discussion on the matter to the June 19,2 019 meeting in order to allow discussion at the Township level. A copy of the letter from Jannette Amini, Manager of Legislative Services/Clerk outlining the resolutions passed by County Council is attached to this report.

ATTACHMENTS Letter from Jannette Amini, Manager of Legislative Services/Clerk, re: Resolutions passed by County Council regarding Waste Management and Regional Roads Report # 2019-45 –Waste Management Review Submitted/approved by: Angela Maddocks Clerk

Our strength is our community.

Page 45 of 187 County

FRONTENAC

of Frontenac

Glenburnie,

ON KOH1SO

T: 613.548.9400 F: 613.548.8460 frontenaccounty.ca

29 Apr“ 2019 Mr. Wayne Orr, Chief Administrative Officer Township of South Frontenac P.O. Box 100 Sydenham, ON KOH 2T0 <

Dear Mr. Orr; Re:

Frontenac County Council Special Meeting April 17, 2019 Options for the Future of Waste Management in Frontenac and Regional Roads —

—

Motion #2 73-19

Moved By: Seconded By:

Councillor MacDonald Councillor Higgs

Page 46 of 187

2019-046 Regional Roads Motion #: 74-19

Overview and Background

Moved By: Seconded By:

Report

Councillor Doyle Councillor Martin

Resolved That the Council of the County of Frontenac receive the Chief Administrative Officer report Regional Roads Overview and Background Report for information; —

?’?/)1/L/i”L,«{ iiljannette Amini, CMO Manager of Legislative Services/Clerk Cc

Kelly Pender, Chief Administrative Officer County file

2069 Battersea

Road, Glenburnie,

T: 613.548.9400

I F: 613.548.8460

ON KOH lSO

l frontenaccountyca

Page 47 of 187

Report 2019-045 Council Recommend Report To:

Warden and Council of the County of Frontenac

From:

Kelly Pender, Chief Administrative Officer

Prepared by:

Kelly Pender, Chief Administrative Officer Jannette Amini, Manager of Legislative Services/Clerk

Date of meeting:

April 17, 2019

Re:

Office of the Chief Administrative Officer – Frontenac Waste Management Review

Recommendation Be It Resolved That the Council of the County of Frontenac receive for information and except as final, the Frontenac Waste Management Review dated April 2, 2019, prepared by Cambium Inc. And Further That a copy of the Frontenac Waste Management Review be forwarded to the Frontenac Townships for their review and consideration and that Frontenac County Council defer further discussion on the matter to the June 19, 2019 meeting in order allow for discussion at the Township level. Background In June of 2014, County Council adopted a Strategic Plan facilitated by Performance Concepts Consulting Inc., which included public consultation and meetings with each member Council. The approved Strategic Plan included three specific goals that centred on the following:   

Seniors and the Aging Tsunami The Future of Waste Management Long Range Financial Planning and Economic Development

The implementation plan for Councils goals set out the following with respect to the future of waste management: Goal #2: Meet the emerging “post landfill” Solid Waste Management challenge for Frontenac residents:  Coordinate the establishment of a “Made in Frontenac” position and financial plan to be executed by the end of the current Council term, to

Page 48 of 187 inform the Eastern Ontario Wardens caucus on solid waste management solutions, including energy-from-waste.  Frontenac’s position will be supported by technical data and financial planning in collaboration with local municipalities. In February of 2017, Council directed staff to investigate options to assist Council to make progress with the Frontenac County Waste Strategic Goal and report back their findings, including considering such programs as recently approved by the Ministry of the Environment and Climate Change to divert all organic material to a local Anaerobic Bio-digester on Wolfe Island and current energy-from-waste technologies for nonorganic waste. Public Works Managers and Cambium determined the best course of action would be to complete the recommended study in order to take full advantage of the changes coming under Bill 151, Waste Free Ontario Act, which addresses the options to assist Council with progress towards the Frontenac County Waste Strategic Goal. A grant submission to the Continuous Improvement Fund (CIF) to fund a study that identifies opportunities to develop a regional approach to optimize waste diversion in Frontenac County resulted in the County receiving a grant. The study was focused on Central Frontenac, but will provide our member municipalities with an understanding of both their blue box program and waste stream which will allow them to make decisions regarding optimization and/or negotiations with producers regarding recyclables. The report is intended to provide each municipality with the data and tools necessary to develop further strategies for addressing the needs of their citizens, while also providing recommendations for continuing to work together on matters such as procurement and data collection. Comment After extensive work and data collection with the four Public Works Managers, the Frontenac CAO’s group met on April 4, 2019 with Cambium and were presented with updates based on previous meetings with both the CAO’s as well as the Public Works Managers. Attached is a copy of the final draft report from Cambium. The draft report has been completed based on the comments provided. Staff are recommending that a copy of the Frontenac Waste Management Review be forwarded to the Frontenac Townships for their review and consideration and that Frontenac County Council defer further discussion on the matter to the June 19 Council meeting in order allow for discussion at the Township level. Sustainability Implications The Cambium report is structured such that each municipality can select best practices and recommendations based upon their priorities under the headings of:

Maximum Environmental Benefit
Extending Life Expectancy
Low Cost Recommend Report to Council Office of the Chief Administrative Officer – Frontenac Waste Management Review April 17, 2019

Page 2 of 3

Page 49 of 187 The report will provide each municipality with the ability to select a local solution that reflects their needs and resources, while providing baseline data to prepare for the new reality under the Waste Free Ontario Act. In particular, the data collection portion report will provide each municipality to prepare for the changes contemplated by the Act and/or prepare for alternative service delivery. Finally, our appreciation is extended to the four Public Works Managers who have diligently worked with Cambium to collect data and formulate the made in Frontenac recommendations contained in the report. Their time, dedication and skills are appreciated. Financial Implications To be determined locally. There are no further financial considerations for the County associated with this report. Organizations, Departments and Individuals Consulted and/or Affected Frontenac CAO’s Group Frontenac Public Works Managers

Recommend Report to Council Office of the Chief Administrative Officer – Frontenac Waste Management Review April 17, 2019

Page 3 of 3

Page 50 of 187

Waste Management Review

Cambium Reference No.: 6164-001 2019-04-11 Prepared for: County of Frontenac

Cambium Inc. P.O. Box 325 52 Hunter Street East, Peterborough Ontario, K9H 1G5 Telephone: (866) 217.7900 Facsimile: (705) 742.7907 cambium-inc.com

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Executive Summary An executive summary of this report has been provided as a separate document.

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Table of Contents 1.0

Introduction………………………………………………………………………………………….6

1.1

State of Waste in Ontario ……………………………………………………………………………….. 6

1.2

WMR Objectives……………………………………………………………………………………………. 8

1.3

WMR Approach …………………………………………………………………………………………….. 8

1.4

Potential Impact of Waste Related Legislation …………………………………………………… 9

2.0

Review of Current Waste Management Programs ………………………………. 11

2.1

Waste Disposal Site Summary ………………………………………………………………………. 11

2.2

Landfill Capacity Summary ……………………………………………………………………………. 12

2.3

Waste Program Summary …………………………………………………………………………….. 13

2.4

Waste Bylaw Summary ………………………………………………………………………………… 16

3.0

Review of Current Waste Management Practices ……………………………….. 17

3.1

Waste Collection …………………………………………………………………………………………. 17

3.2

Waste Transportation …………………………………………………………………………………… 19

3.3

Waste Processing ……………………………………………………………………………………….. 20

3.4

Promotion & Education …………………………………………………………………………………. 22

3.5

Waste Management Contracts ………………………………………………………………………. 24

3.6

Sharing Effective Programs & Practices ………………………………………………………….. 26

4.0

Waste Performance Review ………………………………………………………………. 27

4.1

What is Datacall? ………………………………………………………………………………………… 27

4.2

Total Waste Generated ………………………………………………………………………………… 27

4.3

Average Waste Generated ……………………………………………………………………………. 32

4.4

Waste Per Capita ………………………………………………………………………………………… 33

4.5

Waste Stream Tonnage Breakdown ……………………………………………………………….. 34

4.6

Blue Box Tonnage ……………………………………………………………………………………….. 36

4.7

Diversion Rates …………………………………………………………………………………………… 39

5.0

Financial Review……………………………………………………………………………….. 43

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5.1

Cost of Waste Management ………………………………………………………………………….. 43

5.2

Cost of Blue Box Program …………………………………………………………………………….. 44

5.3

Revenues from Blue Box program …………………………………………………………………. 46

5.4

Cost of Diversion Programs…………………………………………………………………………… 50

6.0

Summary of Waste Free Ontario Act ………………………………………………….. 51

6.1

Used Tires Program …………………………………………………………………………………….. 51

6.2

Waste Electrical and Electronic Equipment ……………………………………………………… 52

6.3

Municipal Hazardous or Special Waste …………………………………………………………… 52

6.4

Blue Box …………………………………………………………………………………………………….. 53

6.5

Organics …………………………………………………………………………………………………….. 53

7.0

Summary of Findings – Current Programs, Policies, Practices …………… 55

8.0

Review of Options & Opportunities ……………………………………………………. 56

8.1

Competing Objectives ………………………………………………………………………………….. 56

8.2

Options Review Process ………………………………………………………………………………. 56

8.3

Options Analysis - Impact on Objectives …………………………………………………………. 65

8.4

Options Rating as Short, Medium, or Long Term ……………………………………………… 72

8.5

Graphical Summary of Options Analysis …………………………………………………………. 72

9.0

Our ‘Made in Frontenac’ Path Forward ………………………………………………. 75

9.1

Guiding Strategies ……………………………………………………………………………………….. 75

9.2

Short Term Options – Years 1 – 2 ………………………………………………………………….. 76

9.3

Medium and Long Term Options – Years 3+……………………………………………………. 77

9.4

Sample Annual Report …………………………………………………………………………………. 78

10.0

Conclusion ……………………………………………………………………………………….. 79

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Glossary of Terms List of Inserted Figures Figure 1 – Waste Disposal Sites – Frontenac County …………………………………………………….. 12 Figure 2 - Average Waste Generated…………………………………………………………………………… 32 Figure 3 – Average Waste Generated per Capita ………………………………………………………….. 33 Figure 4 - Average Waste Generated per Household …………………………………………………….. 34 Figure 5 - Blue Box Marketed Tonnage………………………………………………………………………… 37 Figure 6 - Blue Box Tonnage Annual Breakdown ………………………………………………………….. 38 Figure 7– Breakdown of Blue Box Marketed Tonnage per Municipality (2016) …………………… 39 Figure 8 - Waste Diversion Rates………………………………………………………………………………… 40 Figure 9 - Average Diversion Rate vs. Datacall Category ……………………………………………….. 41 Figure 10 - Blue Box - Net Costs per Tonne …………………………………………………………………. 45 Figure 11 - Historical Market Prices Paid for Blue Box Materials ……………………………………… 49 Figure 12 Graphical Summary of Options Analysis ………………………………………………………… 74

List of Inserted Tables Table 1 - Waste Disposal Site Summary ………………………………………………………………………. 11 Table 2 - Landfill Capacity Summary……………………………………………………………………………. 13 Table 3 - Waste Diversion Programs Summary …………………………………………………………….. 15 Table 4 - Summary of Waste Bylaws …………………………………………………………………………… 16 Table 5 - Summary of Waste Program Components ………………………………………………………. 17 Table 6 - Summary of Operating Hours………………………………………………………………………… 18 Table 7 - Summary of Waste Collection Methods ………………………………………………………….. 19 Table 8 - Summary of Transportation Methods ……………………………………………………………… 20 Table 9 - Summary of Waste Processing Methods ………………………………………………………… 21 Table 10 - Summary of Waste Management Contracts…………………………………………………… 25 Table 11 - Total Waste Generated ………………………………………………………………………………. 28 Table 12 - Central Frontenac – Waste Generated Breakdown …………………………………………. 29 Table 13 - Frontenac Islands - Waste Generated Breakdown ………………………………………….. 29 Table 14 - North Frontenac - Waste Generated Breakdown ……………………………………………. 29

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Table 15 - South Frontenac - Waste Generated Breakdown……………………………………………. 30 Table 16 - 2016 Population Figures & Sources ……………………………………………………………… 31 Table 17 – Waste Stream Tonnage Collected ……………………………………………………………….. 35 Table 18 - Source of Landfill Waste Tonnage ……………………………………………………………….. 36 Table 19 – 2017 Waste Management Operating Costs per Capita …………………………………… 43 Table 20 Blue Box - Summary of Costs ……………………………………………………………………….. 44 Table 21 – 2015 Blue Box Costs per Tonne versus Category ………………………………………….. 46 Table 22 - 2016 Blue Box Funding Summary ………………………………………………………………… 47 Table 23 - Cost Description for Diversion Programs ………………………………………………………. 50 Table 24 - Comparison of Used Tire Programs ……………………………………………………………… 52 Table 25 – Summary of Options – Impact on Objectives ………………………………………………… 66

List of Appendices Appendix A Operating Hours of Waste Disposal Sites Appendix B Datacall Diversion Calculations Appendix C Prioritization of Options Appendix D Sample Annual Report

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1.0 Introduction Cambium Inc. (Cambium) was retained to assist the municipalities of Frontenac County (County) in completing a Waste Management Review (WMR). The review was initiated by the County, through its 2014 “Wildly Important Goal” of working with its municipalities to develop a “Made in Frontenac” position and financial plan on solid waste management. Additional factors supporting the WMR include: increasing waste management costs, decreasing landfill capacity, the County’s Integrated Community Sustainability Plan and the recently enacted Waste Free Ontario Act. The four (4) municipalities included in the WMR are: the Municipality of Central Frontenac, the Municipality of Frontenac Islands, the Municipality of North Frontenac and the Municipality of South Frontenac. Each municipality has a unique set of circumstances (i.e. size, density, island community) that has influenced the design of their waste management program. In addition, each municipality currently operates their waste management program entirely independently of the others, and there is no involvement by the County in any of the programs.

1.1 State of Waste in Ontario This WMR is being undertaken at a time where a relatively high level of both uncertainty and opportunity exists in the waste arena. The Waste Free Ontario Act, enacted in 2016, represents an opportunity to move the province toward the circular economy (where waste is essentially eliminated) and shift the responsibility for waste from municipalities to the producers (see Section 1.4 for further discussion). However, the recent change in provincial government has caused uncertainty in the province’s commitment to fully implement the act. The market for recycled waste streams, mainly Blue Box items, has become unstable following the implementation of China’s National Sword program in January 2018. The program has either banned various streams entirely, or reduced the acceptable contamination rate to such a level that it is not achievable by most municipalities. Other markets for these Blue Box

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materials (e.g. Vietnam, Malaysia) are following suit which is severely limiting to places where these items are sent. The result has been stories of diversion cost increases, stockpiling of various streams, and sending others directly to landfill. The cost of municipal diversion programs continues to rise. New products and materials are entering the market quicker than the waste/recycling industry is able to develop management strategies for them. In the interim, they are disposed of via landfill or incineration. In addition, the amount of heavy materials (e.g. newspapers, magazines and glass jars) in the Blue Box has been declining, while the amount of light, thin and complex plastics has been rising. Manufacturers often prefer lighter products and packaging, which can save them money, consume fewer raw materials and require less energy to transport. But these lighter, thinner, more complex plastics and other packaging materials also increase recycling costs. This trend of “the evolving tonne” continues, whereby lighter plastic and combination packaging are replacing heavier cardboard, glass and fibre materials. The result is a higher cost per tonne. The overall landfill life remaining in Ontario is approximately 14 years, which is quite short given the requirements and time necessary to open new landfills.1 While the current Blue Box funding structure remains in place, disagreement will likely continue between the municipalities and the producers on the calculation for 50% coverage of the program’s cost. Status quo is expected to continue for the short to medium term. Food waste is becoming a very high profile; both from a social point of view and a greenhouse gas emissions point of view (food waste in the landfill generates GHG emissions). A growing effort is underway to reduce food waste for both reasons stated. In addition, the federal government’s mandate to reduce GHG emissions has the potential to impact the food waste issue and possibly waste related transportation.

Source: Ontario Waste Management Association, 2017

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1.2 WMR Objectives Based upon discussion with the County and the Municipal Public Works managers, the objective for the project was to explore opportunities for the four municipalities to collaborate to achieve one or more of the following (listed in order to priority): 

Increase waste diversion;



Reduce the net costs for waste management; and



Reduce the negative environmental impacts associated with waste management.

Increasing diversion entails increasing the success of the current diversion programs and/or adding new diversion programs. Reducing net costs can be accomplished through increasing the revenue derived from the current waste management programs and/or reducing operating costs (increasing efficiency, eliminating programs). Reducing negative environmental impacts involves diverting more environmentally hazardous waste and reducing greenhouse gas emissions generated from the waste management programs. Most of the municipalities were in agreement on the prioritization order of the objectives; however, North Frontenac did rank the environmental objective slightly ahead of the financial one. In addition, the best options were anticipated as those which helped achieve more than one objective while not adversely impacting the other(s).

1.3 WMR Approach The approach to the WMR involved four phases:

Complete a detailed review of current waste management programs and practices.
Complete a detailed review of the performance of the four waste management programs.
Complete a financial review of the four waste management programs.
Develop, analyze and prioritize options and opportunities that would assist in achieving the WMR goals. The approach involved a considerable amount of data gathering, research, site visits and engagement of the municipal Public Works Managers. It was important to gain a very clear

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understanding of the current waste management situation in the municipalities, including: program similarities and differences, waste performance and how it was measured, and the financial costs associated with the four programs.

1.4 Potential Impact of Waste Related Legislation In November 2016, the province of Ontario introduced the most progressive waste legislation in decades – The Waste Free Ontario Act (WFOA). With the vision of creating a “circular economy”, the WFOA sets out two bold objectives: zero waste and zero greenhouse gas emissions from the waste sector. The zero waste objective has the potential to extend landfill life by diverting more waste away from them and the zero greenhouse gas emissions objective has the potential to reduce negative environmental impact of landfills. The associated WFOA strategy established aggressive targets for waste diversion (i.e. waste being “diverted” from landfills through reuse and recycling): 30% diversion by 2020, 50% diversion by 2030 and 80% diversion by 2050. A foundational component of the WFOA is extended producer responsibility (EPR), whereby the producers must take on greater responsibility (financial and operational) to recover their products, specifically paper and packaging. This will potentially have significant impacts on municipalities, particularly pertaining to the Blue Box Program (BBP). Municipalities may have the opportunity to receive full (100%) funding for their BBP operation. Municipalities may also have the option to leave BBP altogether for the producers to develop and deliver their own program. In completing the WMR, the potential impacts of the Waste Free Ontario Act were considered and highlighted. In December 2018, the Province unveiled its new environment plan - Preserving and Protecting our Environment for Future Generations. In respect to waste, the following actions were proposed: 

Reduce and divert food and organic waste from households and businesses;



Reduce plastic waste;



Increase opportunities for Ontarians to participate in waste reduction efforts;

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

Make producers responsible for the waste generated from their products and packaging;



Explore opportunities to recover the value of resources in waste;



Provide clear rules for compostable products and packaging;



Support competitive and sustainable end markets for Ontario’s waste; and,



Reduce litter in our neighbourhoods and parks.

Specific details on the above actions are still to come. Of particular interest was the action related to extended producer responsibility, which indicates support of movement in that direction.

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2.0 Review of Current Waste Management Programs This section provides a summary of the current landfill capacity, along with an overview of the waste streams accepted by each municipality at both their landfills and transfer stations. The section also provides a summary of each municipality’s waste management bylaws.

2.1 Waste Disposal Site Summary Each municipality in the County has a unique combination of landfills and transfer stations. In total, there are 11 operating landfills and five (5) transfer stations, as shown in Table 1. Frontenac Islands has no operating landfills, following the closure of their Wolfe Island landfill in 2015. Table 1 - Waste Disposal Site Summary Central Frontenac

Frontenac Islands

North Frontenac**

South Frontenac

Total

Number of Operating Landfills

Number of Transfer Stations

1***

Total

Oso landfill scheduled to close in 2022. ** Addington Highlands (AH) and North Frontenac share the Cloyne waste disposal site, but AH waste is collected, transported and tracked separately. AH residents can only utilize the 506 waste disposal site for household hazardous waste, which is also tracked & invoiced separately. *** Permanent Household Hazardous Waste Depot

Figure 1 below highlights the locations of all waste disposal sites in the County and denotes landfills with a yellow dot and transfer stations with a red dot.

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Figure 1 – Waste Disposal Sites – Frontenac County

2.2 Landfill Capacity Summary Landfill capacity is the estimated number of years remaining before the landfill is full. It is calculated using the landfill’s remaining volume of capacity and its current annual waste generation figures. It does not consider the impact of future potential waste diversion improvements - in other words, it’s a “business as usual” scenario.

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Table 2 provides a summary of the landfill capacities for each municipality and for the County combined. Note that Frontenac Islands has no operating landfills. Table 2 - Landfill Capacity Summary Central Frontenac

North Frontenac

South Frontenac

Site

Years 1 Remaining

Site

Years 1 Remaining

Site

Years 1 Remaining

Oso

4.5

506

34.0

Portland

27.1

Olden

34.0

Kashwakamak

44.0

Loughborough

7.6

Mississippi

38.0

Bradshaw

9.5

Plevna

32.0

Salem

9.5

Green Bay

14.7

Combined

20.3

Combined

34.1

Combined

36.0

Frontenac County – Combined Years Remaining: 25 1

Remaining Site Life as of October 2017. Source: 2017 Annual Reports for Waste Disposal Sites: Oso, Olden, 506, Kashwakamak, Mississippi Station, Plevna, Portland, Loughborough, Bradshaw, Salem, and Green Bay.

The landfill capacities are updated yearly during the completion of annual monitoring reports. The “years remaining” may increase or decrease depending on a variety of factors. In the case of Central Frontenac, it is projected that the Oso WDS will close in 2022; therefore, the calculation considered the waste volume that will be added to the Olden WDS following closure. Overall, if waste practices and diversion follow the current trend, Frontenac County is estimated to have a combined site life of 25 years, meaning it will meet landfill capacity by the end of 2042. As the municipalities look to work more closely together, the option of sharing landfills could be explored. Point of Interest – it takes 5-10 years to receive approval for the creation of a new landfill.

2.3 Waste Program Summary All four (4) municipalities offer a combination of waste management programs involving both garbage (waste to landfill) and diversion (re-use, recycle) programs. Garbage programs are

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offered at all municipalities while diversion programs vary somewhat, even within the municipalities themselves, as outlined in Table 3 below. Although all of the municipalities provide a Blue Box recycling program, only South Frontenac, due to its larger population, is required to do so, as any municipality over 10,000 that provides curb side garbage collection must provide Blue Box collection. All other diversion programs offered by the municipalities are “voluntary”. However, the benefits of these programs include extending the life of the landfill, reducing environmental impacts, generating revenue and meeting residents’ expectations.

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Table 3 - Waste Diversion Programs Summary DIVERSION PROGRAM OFFERED

Central Frontenac

Frontenac Islands

North Frontenac

South Frontenac

Mixed Containers (Plastic , Aluminum)

Yes

Mixed Fibres/Paper

Yes

Cardboard/OCC

Yes

Glass

Yes

Household Hazardous Waste

Yes

Organics

Yes (Wolfe Is)

Appliances, Scrap Metal

Yes

Leaf & Yard

Yes

Electronics, Tires

Yes

Textiles (Clothing)

Yes

Yes (Wolfe Is)

Yes

Construction Bulky Plastics

Styrofoam

Returnable Bottles Mattresses

Re-Use Centre Notes: 1

All municipalities accept plastics #1 through #7, except South Frontenac which does not accept PVC (#3), colored Styrofoam (#6), and other plastics (#7) 2

All municipalities accept clear and coloured glass; glass must be clean and food grade bottles/jars only. Wolfe Island also accepts mirrors, windows, and broken glass. 3

All municipalities accept bulky rigid plastics. Central Frontenac adds bulky plastics to the landfill; South Frontenac currently stockpiles bulky plastics until a hauler is contracted to remove this waste from the site. 4

White Styrofoam packaging (no “peanuts”).

All municipalities accept mattresses; mattresses are landfilled in South Frontenac.

NF accepts household garbage and Blue Box recycling at all WDSs and accepts Construction / Demolition waste and large household items at Plevna, 506 and Mississippi. NF also offers a battery recycling program. Batteries are collected at the 506, Plevna, and Mississippi Sites, then transported and processed by KIMCO.

North Frontenac plans to open a Re-Use Centre in 2019 at their 506 waste disposal site. The centre will serve both North Frontenac and Addington Highlands’ residents. Impact of Waste Free Ontario Act – will attempt to harmonize the eligible Blue Box items across the province.

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2.4 Waste Bylaw Summary Each municipality has one or more current waste related by-laws in place, which dictate how waste is to be handled. Table 4 provides a high-level by-law summary. Table 4 - Summary of Waste Bylaws Municipality

Bylaw

Year

Areas of Focus

Central Frontenac

#2012-10

2012

Waste site logistics and provisions. Various waste schedules including accepted/prohibited materials, recycling and burning policies and tipping fees.

Frontenac Islands

#07-2016

2016

Waste site logistics and information on accepted/prohibited materials, tipping fees, and direction on the disposal of HHW in Kingston.

North Frontenac

#60-17

2017

Waste site logistics and provisions. Various waste schedules, including accepted/prohibited materials, accepted materials by site, and recycling and burning policies.

North Frontenac

#61-17

2017

Landfill Tipping Fees

South Frontenac

#2005-98

2005

Waste site logistics and provisions. Various waste schedules, including accepted/prohibited materials, HHW agreement, Provincial Offences Act & Fines, and tipping fees.

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3.0 Review of Current Waste Management Practices Waste management practices are the methods in which the waste programs are delivered. Practices include the collection, transportation, and processing of the various waste streams as well as the promotion and education of the programs. The sections below provide a summary of collection, transportation and processing by waste stream and municipality.

3.1 Waste Collection Waste collection is the process by which the waste stream is gathered. The main methods include curbside pickup and depot/landfill drop-off. Each municipality offers a slightly different approach to waste collection, as noted in Table 5. Table 5 - Summary of Waste Program Components Central

Frontenac

North

South

Frontenac

Islands

Frontenac

Curbside or Depot

Depot

Both

Depot

Both

Permit Required to Access Site

Yes*

Yes

Bag Limit – Garbage

Bag Tag Program

Yes**

Yes

Clear Bag Required

Yes***

Yes

Bag Inspection

Yes

*Proof required from contractors **Each clear bag of waste accompanied by an equivalent Blue Box recycling bag is free ***Municipal bags only

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Operating Hours The total operating hours for each municipality’s waste disposal sites are provided in Table 6 along with the total number of waste disposal sites. The specific operating hours for each municipality’s WDS is detailed in Appendix A. Table 6 - Summary of Operating Hours Central

Frontenac

Islands

Winter Hours (per week)

Summer Hours (per week)

37.5

123

Total Annual Hours per WDS

4,160

1,590

4,380

2,912

Total # Waste Disposal Sites

MUNICIPALITY

North Frontenac

South Frontenac

Frontenac Islands and North Frontenac reduce operating costs by reducing their waste disposal site hours during the winter months. Central and South Frontenac should consider a similar approach. Collection Method The specific waste collection methods by municipality for each waste stream are provided in Table 7.

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Table 7 - Summary of Waste Collection Methods PROGRAM

WASTE COLLECTION METHOD Central Frontenac

Frontenac Islands

North Frontenac

South Frontenac

Garbage

Drop-off

Drop-off - Wolfe Curbside - Howe

Drop-off

Curbside (municipal roads only)

Plastic, Cans, Paper, Cardboard, Glass

Drop-off

Curbside (municipal roads only)

Electronics

Drop-off

Drop-off*

Household Hazardous

Not offered

Drop-off

Drop-off*

Organics (Kitchen)

Not offered

Drop-off – Wolfe Not offered – Howe

Not offered

Appliances, Scrap Metal

Drop-off

Leaf & Yard

Drop-off

Not offered

Drop-off

Construction

Drop-off

Not offered

Drop-off

Bulky Plastics

Drop-off

Drop-off – Wolfe Island only

Drop-off

Tires

Drop-off

Textiles**

Not offered

Drop-off

Not offered

Styrofoam

Drop-off

Drop-off – Wolfe Island only

Drop-off

Curbside (white only)

Returnable Bottles

Drop-off

Drop-off – Wolfe Island only

Drop-off

Not offered

Mattresses

Drop-off

Drop-off – Wolfe Island only

Drop-off

*Drop-off at Keeley Rd. facility only **North Frontenac textiles are placed in the KIMCO bin with the bulky items. Cost is included in the KIMCO costs. North Frontenac transports all mixed containers to their Plevna site to be compacted, before transporting it to HGC for processing.

3.2 Waste Transportation Waste transportation is the manner in which the waste stream is moved from its initial collection point to its place of processing or its final resting place. The two main methods are municipal transport or 3rd party contractor transport. Table 8 provides a summary of the transportation methods by municipality for each waste stream.

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Table 8 - Summary of Transportation Methods PROGRAM

WASTE TRANSPORTATION METHOD Central Frontenac

Frontenac Islands

North Frontenac

South Frontenac

Garbage

In-house; transfer to landfill

Manco (Wolfe Is.); Island Property Mgmt. (Howe)

In-house

In-house & 3 party (various)*

Plastics, Cans, Paper, Cardboard, Glass

In-house**

Manco

In-house***

Percy Snider / Brian Larmon

Electronics

Waste Management

Tomlinson

Dumpy’z

Goat Transport

Household Hazardous

Not offered

Drain-All & KIMCO (batteries)

Brendar Environmental

Organics

Not offered

Debruin Farms (Wolfe Is.)

Not offered

Appliances, Scrap Metal

KIMCO

Manco (Wolfe Is.); Kimco (Howe Is.)

KIMCO

Snider / Whaley

Leaf & Yard

In-house

Not offered

In-house

Construction

In-house

Not offered

In-house

Bulky Plastics

In-house

Manco (Wolfe Is.)

KIMCO

In-house

Tires

OTS****

OTS

Textiles

Not offered

Canadian Diabetes Assoc. (Wolfe Is.)

Not offered

Styrofoam

In-house

Manco

In-house

Snider/Larmon

Returnable Bottles

Lion’s Club

Various Community Groups

Lion’s Club

Not offered

Mattresses

KIMCO

Manco (Wolfe Is.)

KIMCO

In-house

*South Frontenac – uses in-house haulers for Portland area garbage and Percy Snider / Brian Larmon for the rest **Central Frontenac – in-house haulers transport BB items from each site directly to HGC (Belleville) for processing. ***North Frontenac – in-house haulers transport BB items to Plevna site for compacting, then to HGC (Belleville) for processing ****Ontario Tire Stewardship

Transportation of diverted materials represents a significant cost for the municipalities, particularly Central and North Frontenac who handle transportation in-house. The municipalities could consider partnering on transportation to processors of diverted materials.

3.3 Waste Processing Waste processing is the manner in which the waste stream managed once it is transported. Generally, garbage is sent to a landfill (municipally-owned or 3rd party-owned) where it remains. Divertible materials are generally sent to processing facilities (materials recovery

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facilities or MRFs) where they are sorted, bundled and either processed on site or sold to a processor elsewhere. MRFs can also be municipally owned or 3rd party owned. Table 9 - Summary of Waste Processing Methods PROGRAM

WASTE PROCESSING METHOD Central Frontenac

Frontenac Islands

North Frontenac

South Frontenac

Garbage

Own landfill

Waste Management

Own landfill

Own landfill & 3 party (Storrington area)

Plastics, Cans, Paper, Cardboard, Glass

HGC Belleville

Manco

HGC Belleville

KARC*

Electronics

Waste Management

Tomlinson

Dumpy’z

GOAT Transport

Household Hazardous

Drain-all

Not offered

Drain-all & KIMCO

Brendar Environmental

(batteries)

Organics

Not offered

Debruin Farms

Not offered

Appliances / Scrap Metal

KIMCO

KIMCO (Wolfe Is.)

KIMCO

Leaf & Yard

In-house; burned

Not offered

In-house; burned w/ brush

In-house; chipped and added as cover

Construction

In-house; stockpiled or chipped and used as cover (Olden)

Not offered

In-house; compacted and landfilled

Drywall & shingles – stockpiled Other – grinded

Bulky Plastics

In-house; landfilled

KIMCO

Stockpiled – Portland Landfill

Tires

OTS**

Textiles

Not offered

Canadian Diabetes Assoc.

Not offered

Styrofoam

HGC Management

Manco Recycling

HGC Management

KARC*

Returnable Bottles

LCBO, Beer Store

Not offered

Mattresses

KIMCO

Waste Connections

*KARC – Kingston Area Recycling Centre ** OTS – Ontario Tire Stewardship

It is noted that Central Frontenac brought in a compactor to increase the lifespan of their sites as well as a shredder to reduce piles of materials. This could become a shareable practice for processing waste onsite.

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Impact of Waste Free Ontario Act – if extended producer responsibility is implemented it will partially or fully eliminate the responsibility for municipalities to collect, transport, and process Blue Box streams.

3.4 Promotion & Education Internal and external promotion and education (P&E) of municipal waste management programs is crucial to their success, particularly when trying to increase diversion. P&E works best when the message is consistent and the delivery method is creative. Currently, each municipality has their own P&E program. Common methods of communication utilized include flyer handouts, websites, site signage and one-on-one conversations with residents at the WDSs. More unique methods include in-person school education sessions and reaching new homeowners through local real estate agents. Potentially, the best education option involves the one-on-one conversation with residents with the combination of a clear bag policy and thorough bag inspections by site staff. While clear bags are considered a best practice in the industry, not all municipalities are in favour of the option. A summary of each municipality’s P&E program is provided below. Central Frontenac Currently, the municipality offers various handouts to its residents, either online or as a physical copy, including: 

Central Frontenac Recycling Guidelines – Outlines the acceptable and prohibited materials for each recyclable waste stream;



Waste Disposal Overview – Details logistic information such as operating hours/days, site locations, associated fees, and waste programs and policies;

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

E-Waste and Battery Recycling – Provides several locations accepting e-waste and dry cell batteries free of charge; and



A Waste Site Location Map.

In addition to these handouts, each waste policy (i.e. recycling and hazardous waste) is provided on the municipal website. Frontenac Islands Currently, the Wolfe Island WDS and Howe Island WDS offer different waste programs, including their P&E programs. P&E material offered by each site is as follows: 

Wolfe Island: Handout flyers outlining accepted/prohibited items for recycling and for organic waste.



Howe Island: Handout flyers outlining accepted/prohibited items for recycling, operational hours and waste disposal data/information on the WFOA.

In addition, the Wolfe Island site attendant has been teaching proper recycling and its benefits at the local elementary schools and plans to add a lesson on organic composting in the future. Past P&E events on Howe Island include the Pitch-In and Open House events. However, those events are no longer offered. North Frontenac North Frontenac’s waste diversion rate has more than doubled since 2014 and the staff feel that their P&E program is a major reason. Their P&E is consistent at each site across their municipality and includes handouts, a website, and site signage. Their website information in particular is very thorough, and not only includes the common waste information but also the benefits of recycling and the various uses for recycled products and packaging. Recently, the municipality has begun working through local realtors to distribute P&E material to new homeowners. Staff feel that this is also a major contributor to their strong waste diversion rate.

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South Frontenac Given that South Frontenac is the only municipality that provides curbside pick-up of garbage and Blue Box recyclables, their P&E program is somewhat different. The municipality provides the following to residents: 

A Recycle Calendar, to establish which recyclables are picked up and on which day;



Notices to residents when their Blue Box recyclables are not picked up, explaining why it was rejected and how to fix the issue;



A waste handout, detailing accepted/prohibited materials and how they should be grouped (i.e. bagged, bundled, or boxed);



An online explanation of each plastic recycling symbol;



Information and tips on backyard composting;



An online explanation of the Household Hazardous Waste program and a list of accepted hazardous and e-waste;



Information on tire recycling and communal bins; and,



Local newspaper ads that serve to remind residents of proper waste disposal practices, update them on changes to waste programs, inform the transient community on waste policies and additional ways they can Reduce, Reuse and Recycle.

In addition, South Frontenac offers a Communal Bin & Recycle Station Assistance program (which includes a 50/50 cost share) to encourage seasonal residents to use curbside collection.

3.5 Waste Management Contracts All four municipalities use 3rd party contractors for a portion of their waste management programs. In some cases, the contracts are formal while in other cases they are a continuation of previous agreements and based on a historical working relationship. Table 10 summarizes the waste contracts that are currently in place.

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Table 10 - Summary of Waste Management Contracts Contract Details Central Frontenac

Frontenac Islands

North Frontenac

South Frontenac

Contractor(s)

Expiry

Termination Rights

Automotive Materials

Automotive Materials Stewardship Inc.

N/A

Yes

Garbage – Transfer Station – Wolfe Island

Haulage & Processing – Island Property Management

N/A

Garbage – Curbside Pickup – Howe Island

Haulage & Processing – Manco

N/A

Organics – Transport / Processing (Wolfe Island only)

Debruin Farms

N/A

Electronics

Dunphy’s

Month to Month

N/A

Hazardous Waste

Drain-All

November 15, 2018

Yes

Appliances / Scrap Metal / Textiles / Mattresses

KIMCO

Month to Month

N/A

Garbage – Pickup / Transport

Brian Larmon Percy Snider

August 31, 2020

Yes

Recyclables – Curbside Pickup

Brian Larmon, Percy Snider

August 31, 2020

Yes

KARC

Year to Year

Blue Box Processing

Both Central and North Frontenac use HGC (Belleville) for the processing of their Blue Box waste streams; however, there is no contract in place for this service. Frontenac Islands currently uses Manco to transport and process their Blue Box items, however, there is no contract in place for this service. South Frontenac currently uses Kingston Area Recycling Centre to process their Blue Box materials. The contract originated in 2006 and remains in place until terminated by either party.

WFOA Impact: with the planned move to extended producer responsibility, it is suggested that municipalities avoid long term contracts and ensure that any contracts entered into have a termination right for the municipality.

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3.6 Sharing Effective Programs & Practices Through the analysis of the current waste management programs and practices of all four municipalities, a number of sharable options were identified which can be adopted by one or more of the municipalities. These include options in collection, transportation, processing and P & E. This is one strategy for achieving the WMR objectives (with the other being the adoption of new programs, policies and practices). A detailed review of the sharable options can be found in Section 8.0.

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4.0 Waste Performance Review The waste performance review evaluated the performance of the various waste management programs in recent years and compares the findings across the four (4) municipalities. The main source for the waste performance review involved the provincial Datacall information. In addition, supplemental information was gathered directly from each municipality and their various third party contractors. The analysis presented several significant (and sometimes unexpected) differences in performance between the municipalities. However, it was noted that each municipality uses a variety of methods and sources, particularly for Datacall submissions, to determine the various waste performance metrics. Thus, while comparison across the four municipalities was helpful in determining opportunities for improvement, the results, in some cases, were taken as an opportunity to explore a more consistent or uniform approach.

4.1 What is Datacall? Datacall is a program operated by the Resource Productivity and Recovery Authority (RPRA), which collects data annually to determine the net Blue Box cost and allocation of funding under the Blue Box Program Plan. The annual Datacall is also the source of information used by RPRA to determine the residential waste diversion rates by municipal program, municipal grouping and the province overall. It should be noted that for 2016, the Short Form Datacall (SFD) form was introduced and offered to all municipal programs with a population under 30,000. With the SFD, only limited Blue Box data is required to be submitted by eligible municipalities. Central Frontenac and Frontenac Islands have begun using the SFD submission; therefore, 2016 data for these two (2) municipalities is limited.

4.2 Total Waste Generated One aspect of the waste performance assessment was the total waste generated by each municipality. The total waste generated consists of the waste sent to landfill and the waste diverted from landfill. The 2013 - 2016 totals for each municipality are presented in Table 11. Cambium Inc.

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Diverted waste includes any waste that is not disposed in a landfill while landfilled waste is all waste sent to landfill because it cannot be diverted anywhere else. Examples of diverting materials may include: burning clean wood, sending blue box material to a recycling facility, donating bottles through LCBO/Beer Store programs and donating clothing. Landfill waste can consist of garbage bags, treated wood, construction material and mattresses. Table 11 - Total Waste Generated Total Waste Generated (Tonnes) 2013

2014

2015

2016

2017*

Central Frontenac

1,259

1,420

1,536

Frontenac Islands

737

735

726

North Frontenac

1,019

1,319

1,312

2,758

2,113

South Frontenac

7,829

7,720

8,397

6,340

5,391

Total

10,844

11,194

11,971

9,098**

7,504**

*Source: 2017 Datacall entry sheets (not final report) ** Total waste for Central Frontenac and Frontenac Islands is not available due to use of the short-form Datacall Source: Datacall Reports: 2013, 2014, 2015, 2016

South Frontenac produced the most waste each year while Frontenac Islands produced the least, both of which were expected based on the population of each municipality. Two items of note from the table include the significant jump in North Frontenac’s numbers from 2015 to 2016 and the significant drop in South Frontenac’s numbers over the same two years. In addition, the total waste generated shows an increasing trend over the 2013-2015 period; however, data is not available for Central Frontenac and Frontenac Islands in 2016 due to their switch to Datacall’s Short Form report. A more detailed breakdown for each municipality is presented below. Central Frontenac Table 12 provides the breakdown for Central Frontenac, which has shown an increasing trend in diverted tonnage, specifically between 2013 to 2014 when it increased by approximately 35%. Their diversion rate increased by 7.6% over that same period.

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Table 12 - Central Frontenac – Waste Generated Breakdown Central Frontenac 2013

2014

2015

2016

Landfill (tonnes)

773

765

857

Not Available

Diverted (tonnes)

486

655

679

Not Available

Total (tonnes)

1,259

1,420

1,536

Not Available

Diversion Rate

38.6%

46.2%

44.2%

Not Available

Source: Datacall

Frontenac Islands Table 13 shows a detailed breakdown for Frontenac Islands. From 2013 to 2014, Frontenac Islands saw a decrease of 45% in diverted materials and an increase of 22% in landfilled waste. Over the three years, diverted tonnage and the corresponding diversion rates have declined. Table 13 - Frontenac Islands - Waste Generated Breakdown Frontenac Islands 2013

2014

2015

2016

Landfill (tonnes)

432

525

Not Available

Diverted (tonnes)

305

210

201

Not Available

Total (tonnes)

737

735

726

Not Available

Diversion Rate

41.4%

28.6%

27.7%

Not Available

Source: Datacall

North Frontenac Table 14 provides a detailed breakdown for North Frontenac. Between 2015 and 2016, North Frontenac showed a significant increase in its landfilled waste (up 44%), diverted waste (up 227%) and its diversion rate (up 55%). Table 14 - North Frontenac - Waste Generated Breakdown North Frontenac 2013

2014

2015

2016

Landfill (tonnes)

772

1,021

838

1,210

Diverted (tonnes)

247

298

474

1,549

Total (tonnes)

1,019

1,319

1,312

2,758

Diversion Rate

24.2%

22.6%

36.1%

56.1%

Source: Datacall

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In 2016, North Frontenac experienced a large increase in both its landfilled waste and its diverted tonnage. The change in diverted tonnage was due mainly to their improved tracking of diverted waste streams, specifically wood. The wood tonnage consists of clean (untreated) construction waste wood and trees/brush, both of which are estimated in cubic yards by the site attendant and converted to tonnes. In 2016, North Frontenac reported 1,158 tonnes of diverted wood waste (no wood waste was reported the previous year), which made up the majority of the 227% increase in total diverted tonnes. All clean wood is burned at the end of the season as a training opportunity for the Fire Department, and thus is diverted from landfill. South Frontenac Table 15 shows the breakdown for South Frontenac. In 2016, South Frontenac experienced a decrease of 34% in landfilled material and an increase of 11% in diverted materials; resulting in a diversion rate increase of almost 10%. Table 15 - South Frontenac - Waste Generated Breakdown South Frontenac 2013

2014

2015

2016

Landfill (tonnes)

6,530

6,081

6,709

4,461

Diverted (tonnes)

1,299

1,639

1,688

1,879

Total (tonnes)

7,829

7,720

8,397

6,340

Diversion Rate

16.6%

21.2%

20.1%

29.6%

Source: Datacall

According to the municipality, the drop in landfilled tonnes from 2015 to 2016 was due in part to a miscalculation in 2015 reporting, where IC&I tonnage was included. For diverted materials, between 2015 and 2016, the municipality collected roughly the same amount of blue box recyclables; however, they collected an additional 193 tonnes of non-blue box recyclables. These non-blue box materials consisted of bulky goods (303 tonnes), scrap metal (100 tonnes) and wood (150 tonnes). Prior to 2016, there was no wood tonnage recorded, and as such it appears to be the main reason for the diverted waste increase.

4.2.1 Impact of Population The population of a municipality plays a key role in waste generation and waste statistics. Generally, the higher the population, the higher the total waste generated. In addition, the

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municipal population is used to determine various “per capita” figures, which allow for comparison of waste performance across various municipalities. The Datacall population utilizes the population figures (both permanent & seasonal) supplied by the municipalities and applies a formula to determine the full-time equivalent population, as follows: 𝑃𝑒𝑟𝑚𝑎𝑛𝑒𝑛𝑡 𝑃𝑜𝑝𝑢𝑙𝑎𝑡𝑖𝑜𝑛 = 𝑅𝑒𝑝𝑜𝑟𝑡𝑒𝑑 𝑃𝑜𝑝𝑢𝑙𝑎𝑡𝑖𝑜𝑛 +

𝑅𝑒𝑝𝑜𝑟𝑡𝑒𝑑 𝑆𝑒𝑎𝑠𝑜𝑛𝑎𝑙 𝐻𝑜𝑢𝑠𝑒ℎ𝑜𝑙𝑑𝑠 2.4

The Reported Seasonal Households is divided by 2.4 because it is assumed that seasonal residents are only in the specified municipality for 5 months of the year. Table 16 provides a summary of each municipality’s calculated population and its source. Table 16 - 2016 Population Figures & Sources Municipality

Reported 2016 Population*

Seasonal Population

Full-time Equivalent Population

% Seasonal

Population Source

Central Frontenac

3,841

854

4,695

18%

Municipal Property Assessment Corporation

Frontenac Islands

1,649

211

1,860

11%

Ministry of Municipal Affairs

North Frontenac

1,842

1,069

2,911

37%

Statistics Canada

South Frontenac

18,646

1,263

19,909

6%**

Statistics Canada

*Source: 2016 Municipal Datacall Input Sheets While the Datacall figures indicate a 6% increase, the municipality itself estimates a population increase of almost 50% in the summer, greatly increasing the demand for waste services.

It is noted that three different sources for the population numbers are used across the four municipalities. In pursuing a more consistent approach, the municipalities may consider using the same source for their population data. It is also noted that North Frontenac has the highest percentage of seasonal residents. Further on in our report (Figure 3), it is noted that North Frontenac generates more total waste per capita (landfilled + diverted) than the other three municipalities and the province. These two factors may be linked: seasonal residents generate more waste than permanent residents. It is recommended that this connection be explored.

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One factor that may not be captured by the current population calculations is the use of the waste disposal sites by the institutional, commercial and industrial (ICI) sector – particularly campgrounds, trailer parks and resorts. This would be less prevalent in South Frontenac, which offers curbside pickup.

4.3 Average Waste Generated For comparison, the average annual waste generated over the 2014 – 2016 period (2014-2015 in the case of Central Frontenac and Frontenac Islands) was calculated. The results are shown in Figure 2. Figure 2 - Average Waste Generated

Source: RPRA Datacall 2014 - 2016

The results generally fall in line with the municipal populations – meaning the higher the population the higher the waste generated. The exception to that is North Frontenac whose average waste was higher, but population was lower, than Central Frontenac.

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4.4 Waste Per Capita The waste distribution among the four municipalities was further illustrated by assessing the waste generated per capita (Figure 3) and the waste generated per household (Figure 3). The provincial average of waste generated per capita is 361 kilograms (kg). Frontenac Islands (385 kg) and South Frontenac (383 kg) generally align with the Ontario average. Central Frontenac (315 kg) has consistently produced less waste per capita than the average Ontarian, while North Frontenac (624 kg) generates more. The provincial average for waste generated per household is 661 kilograms. Central Frontenac generated the least at 359 kilograms per household (kg/HH). North Frontenac generated 511 kg/HH, Frontenac Islands generated 526 kg/HH and South Frontenac generated the most waste per household, 738kg/HH. Figure 3 – Average Waste Generated per Capita

WASTE GENERATED PER CAPITA - 2014-2016 700 600

kg/capita

500 400 CENTRAL FRONTENAC 300 200 100

FRONTENAC ISLANDS NORTH FRONTENAC SOUTH FRONTENAC ONTARIO

Source: RPRA Datacall 2014 - 2016

In North Frontenac, each property receives two (2) access passes to their waste disposal sites. However, since 2017, it was noted that a considerable number of additional passes have been

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issued for various reasons to property owners in the municipality. It is possible that these passes are being used by patrons from short term recreational property rentals. This increased occupancy is not reflected in the per capita analysis. The occurrence should be confirmed and quantified if possible. Figure 4 - Average Waste Generated per Household

WASTE GENERATED PER HOUSEHOLD - 2014-2016 800 700

kg/household

600 500

Central Frontenac Frontenac Islands

400

North Frontenac 300

South Frontenac

200

Ontario

100 0 Central Frontenac

Frontenac Islands

North Frontenac

South Frontenac

Ontario

Source: RPRA Datacall 2014-2016

4.5 Waste Stream Tonnage Breakdown Each waste stream is displayed below in Table 17 and includes total tonnage for 2016 and 2017. The tonnages were drawn from several sources including Datacall, 3rd party contractors and the municipalities themselves.

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Table 17 – Waste Stream Tonnage Collected CF

2016

2017

2016

2017

2016

2017

2016

2017

Garbage*

1,016

1,036

267

355

1,210

893

4,461

3,538

Mixed Containers (Plastics, Aluminum, Metals)**

272

278

Mixed Fibres**

122

111

498

467

Cardboard / OCC**

121

123

Mixed Glass**

119

112

Electronics***

Hazardous***

Not Available

Not Offered

Scrap Metal/Appliances**

100

Leaf/Yard (Organics)***

Not Reported

207

199

Wood***

Not Reported

1,158

1,219

150

131

160

303

418

0.7

1.0

3.3

Construction / Mattresses / Bulky Items**

Tires

Generally Not Tracked.

Styrofoam (Polystyrene)

1.3

1.7

0.7

0.2

0.5

*Source: FI tonnage based on 3 party weigh scale tonnage. NF, SF tonnage based on Datacall (2017 unaudited). CF tonnage based on landfill assessment conversion (volume to tonnage). rd ** Source: 3 Party Waste Contractors *** Source: Datacall and/or Municipal Staff

As would be expected, South Frontenac had the highest tonnages in 2016 and 2017 for each waste stream, while Frontenac Islands generally had the lowest. Items of note include: 

North Frontenac’s wood tonnage in both years



Frontenac Island’s high construction/mattress/bulky item tonnage relative to its size and the other municipalities



all four municipalities showed a noticeable increase in construction/bulky items in 2017

Differing Approaches to Landfill Waste Tonnage Landfill waste tonnage is a key number used in the calculation of performance metrics (i.e. diversion rate) and landfill life. However, the source and method of calculating the tonnage varies across the municipalities, as outlined in Table 18.

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Table 18 - Source of Landfill Waste Tonnage Municipality

Source

Central Frontenac

Based on estimate of annual volume of landfill waste (completed through annual topographic survey) which was converted to tonnage

Frontenac Islands

Based on weigh scale tonnage supplied by 3 party landfills

North Frontenac

Based on estimated number of bags disposed, multiplied by average weight per bag. Previously, it was (prior to 2016) based on estimate of annual volume of landfill waste which was converted to tonnage

South Frontenac

Based on weigh scale tonnage of their landfill and a 3 party landfill. Was previously (prior to 2017) based on estimate of annual volume of landfill waste, which was converted to tonnage

In addition, the landfill waste (or waste disposed), as reported in the Datacall records, adds a residual waste figure to that reported by the municipalities. The residual waste is comprised of the estimated portion of the diverted waste tonnage that was not “recyclable” or “reusable” essentially the contamination. Other Recyclables Tonnage Estimate In addition, each municipality has a different means of estimating “other recyclables” tonnage (including textiles, bulky goods, scrap metal, drywall, wood, brick and concrete, other C&D recyclables). Based on available Datacall records, the following examples were noted: 

South Frontenac uses weigh scales to estimate bulky goods and scrap metal



North Frontenac uses weigh scales to estimate scrap metal and bulky goods



North Frontenac also uses volume estimates for drywall and wood material.

4.6 Blue Box Tonnage The Blue Box program holds particular interest for the municipalities due to its increasing operational costs and its pending changes as a result of the WFOA. Blue Box items are generally grouped into four categories: paper, plastic, metal and glass. The total “marketed” tonnage of those categories over the past 3 years is shown in Figure 5Error! Reference source not found.. Marketed tonnage is calculated by subtracting the total of all Blue Box materials collected with the non-recyclable items, or “contaminants”. In cases where the municipality does not have its marketed tonnage available, the residual figure is calculated through the Datacall system based on the collection type. If the collection Cambium Inc.

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type is multi-stream, then it’s calculated as 7% of the collected tonnage. If the collection type was single stream, it’s calculated as 11% of the collected tonnage. Figure 5 - Blue Box Marketed Tonnage

Blue Box Tonnage - 2014-2016 1,000 900 800

Tonnage

700 600

CENTRAL FRONTENAC

500

FRONTENAC ISLANDS

400

NORTH FRONTENAC

300

SOUTH FRONTENAC

200 100 0 2013

2014

2015

2016

2017

Year

Source: RPRA Datacall 2014 - 2016

Looking at the combined Blue Box tonnage by year and material (Figure 6) between 2014 and 2016, two important trends are noted: 

a decrease in the total tonnage collected over the past 3 years, and



a shift in materials collected – paper and metal are decreasing, while plastic is increasing.

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Figure 6 - Blue Box Tonnage Annual Breakdown

Blue Box Tonnage - By Year and Material 1,800 1,600 1,400

Tonnes

1,200 1,000 800 600 400 200

2014

2015

2016

Year Total Paper

Total Plastic

Total Metal

Total Glass

Source: RPRA Datacall 2014 - 2016

Both trends align with what is happening across the province and beyond, where there has been a shift from the traditional packaging materials of metal, paper and glass to lightweight plastics and laminates. This is referred to as the “evolving tonne” and results in lighter blue box loads that are more expensive to sort and transport. The analysis also observed the breakdown of Blue Box materials by municipality, as shown in Figure 7. Paper constitutes printed materials and paper packaging such as newsprint, magazines and catalogues, gable top and aseptic containers, paper laminates, corrugated cardboard, boxboard and other paper packaging. Plastic constitutes plastic packaging such as PET bottles, HDPE bottles and jugs, LDPE/HDPE film, expanded polystyrene, non-expanded polystyrene and plastic laminates. Metal constitutes aluminium packaging such as aluminium food and beverage containers, aluminium aerosol containers and other aluminium packaging. Metal also constitutes steel and other metal packaging such as steel aerosol containers, steel paint cans, other steel and metal containers and packaging. Glass constitutes clear and coloured glass packaging.

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Figure 7– Breakdown of Blue Box Marketed Tonnage per Municipality (2016)

CENTRAL FRONTENAC

FRONTENAC ISLANDS 10%

11%

Paper Plastic

17%

68%

Glass

SOUTH FRONTENAC 3%

Plastic

22%

Metal

56%

16%

Paper

12%

11%

Paper

59%

Glass

NORTH FRONTENAC

Plastic 26%

Metal

13%

Paper 43%

Metal Glass

Plastic Metal

33%

Glass

Source: RPRA Datacall 2014 – 2016

Generally, the tonnage of Blue Box materials for each municipality in order from greatest to least was: paper, plastic, metals, glass. The only exception was South Frontenac, whose glass tonnage was higher than its metal tonnage. Each municipality saw the greatest tonnage in paper; however, all have had an increasing tonnage of plastics, as previously discussed.

4.7 Diversion Rates The diversion rate is the key metric used in the waste industry to measure the success of waste diversion programs. It is the percentage of the total waste generated that is diverted from a landfill through diversion programs (Blue Box, composting, etc.) and is determined by the following formula: 𝐷𝑖𝑣𝑒𝑟𝑠𝑖𝑜𝑛 𝑅𝑎𝑡𝑒 =

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𝑊𝑎𝑠𝑡𝑒 𝐷𝑖𝑣𝑒𝑟𝑡𝑒𝑑 𝑓𝑟𝑜𝑚 𝐿𝑎𝑛𝑑𝑓𝑖𝑙𝑙 𝑊𝑎𝑠𝑡𝑒 𝐷𝑖𝑣𝑒𝑟𝑡𝑒𝑑 + 𝑊𝑎𝑠𝑡𝑒 𝑆𝑒𝑛𝑡 𝑡𝑜 𝐿𝑎𝑛𝑑𝑓𝑖𝑙𝑙

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Based on Datacall information, Ontario diverts nearly half of its residential waste (49.2% in 2016), a rate which has hovered in that range over the past 5 years (2012 – 2016)2 In comparison, the 2013 - 2016 diversion rates for each of the four municipalities are shown in Figure 8. Figure 8 - Waste Diversion Rates

WASTE DIVERSION RATES - 2013-2016 60.00% 55.00% 50.00% 45.00%

CENTRAL FRONTENAC

40.00%

FRONTENAC ISLANDS

35.00%

NORTH FRONTENAC SOUTH FRONTENAC

30.00%

ONTARIO AVERAGE

25.00% 20.00% 15.00% 2013

2014

2015

2016

Source: RPRA Datacall 2014 – 2016

The wide variation and yearly fluctuation in diversion rates for the municipalities, versus the more stable Ontario rate, indicates that changes in reporting, tracking or measuring may have occurred. North Frontenac’s more detailed tracking of wood waste as of 2016 is one such example. Figure 9 compares the average diversion rate (2013-2016) of each municipality with the respective Datacall category averages. With the exception of Central Frontenac, all municipalities are running below their category average. However, it should be noted that the

Source: https://rpra.ca/wp-content/uploads/2018/02/2016-Residential-Diversion-Rates.pdf

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Central Frontenac and Frontenac Islands figures are only three year averages, as the 2016 data is not available as a result of the short call. Figure 9 - Average Diversion Rate vs. Datacall Category

Average Diversion Rate- 2013-2016 50.00% 45.00% 40.00% kg/capita

35.00% 30.00% 25.00% 20.00% 15.00% 10.00% 5.00% 0.00%

4.7.1 Datacall Diversion Rate Calculation This section summarizes the methods that Datacall uses to calculate diverted tonnage, disposed tonnage, and the diversion rate (see Appendix B for a more in depth discussion). Note that the values of each waste stream are largely dependent on the type of information that each municipality entered into Datacall; therefore, these explanations are more of an overview. It is suggested to conduct further investigation of the similarities and differences between those municipalities in each of the two relevant municipal groupings (i.e. year-round versus seasonal residents). Calculation of Diverted Tonnage Datacall calculates diverted tonnage using the following formula: Diverted Tonnage = D. 1 + D. 2 + D. 3 + D. 4 + D. 5 + D. 6 Each component is explained below. Cambium Inc.

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D.1 =

Residential Component Deposit, Return and Stewardship Program

Datacall calculates at 5.51 kg/capita.

D.2 =

Residential Reuse

Tonnage collected through municipally sponsored or supported activities.

D.3 =

Residential On-Property Management

Mainly backyard composting (100 kg/composter distributed). Also includes grasscyling, in-home burning and onsite (open) burning.

D.4 =

Residential Recyclables Diverted

Blue Box, scrap metal, WEEE, bulky items, and used tires (7.1 kg/capita). Also includes energy from waste residuals.

D.5 =

Residential Organics Diverted

Yard and kitchen waste

D.6 =

MHSW Treatment

Hazardous waste recycled or reused

Calculation of Disposed Tonnage Datacall calculates disposed tonnage using the following formula: Disposed Tonnage = D. 7 + D. 8 + D. 9 Each component is explained below. D.7 =

Energy from Waste (EFW) Mass Reduction

D.8 =

Hazardous Waste Disposal

Hazardous materials that were not reused or recycled.

D.9 =

Landfill of Residential Waste

A combination of landfill waste quantities, EFW related waste, and processing residues from diversion programs.

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5.0 Financial Review Our financial review looked at the total costs for each municipality’s waste management program. In addition, we reviewed the specific costs associated with each municipality’s Blue Box program.

5.1 Cost of Waste Management Table 19 provides a summary of the 2016 & 2017 net waste management operating costs for each municipality, as well as the net cost per capita and per household. The values do not include capital items. Table 19 – 2017 Waste Management Operating Costs per Capita Central Frontenac

Frontenac Islands

North Frontenac

South Frontenac

2016

2017

2016

2017

2016

2017

2016

2017

Total Expenses*

$358,630

$324,285

$205,790

$232,589

$545,165

$502,089

$2,008,335

$2,154,538

Total Revenues*

$198,112

$178,187

$25,806

$89,361

$172,589

$137,611

$535,899

$652,505

Net Cost*

$160,519

$146,097

$179,984

$143,228

$372,576

$364,478

$1,472,436

$1,502,129

Population**

4,695

4,708

1,860

2,911

2,973

19,910

19,924

Households**

4118

4128

1361

1368

3554

3553

10336

10425

Net Cost per Capita

$34

$31

$97

$77

$128

$123

$74

$75

Net Cost per HH

$39

$35

$132

$105

$103

$142

$144

*Source: Municipal Financial Records **Source: 2017 Datacall entry sheets

The table indicates a wide variation in the net operating costs, which translates to variation in cost per capita and cost per household figures. Central Frontenac operates at a lower cost per capita and per household than the other three (3) municipalities. Part of the reason may be the fact that the municipality operates only three (3) WDS’s, which leads to lower operating costs versus those operating more sites. It’s interesting to note the difference between net cost per capita and net cost per household. Three of the four municipalities have a higher figure for net cost per household, while North

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Frontenac’s figure is lower as a result of their number of households being higher than their population. This situation requires further investigation. South Frontenac’s higher expenses are driven by its curbside pick-up service and much larger population. Given the small population of Frontenac Island, expenses are relatively high because the island locations result in added costs for transportation (time and ferry crossings).

5.2 Cost of Blue Box Program The cost of each municipality’s Blue Box program is outlined below. Table 20 Blue Box - Summary of Costs 2014*

2015*

2016*

2017**

$213,821

193,858

$178,434

Not Available

$736

$713

$686

$629

Net Cost

$55,786

$65,606

$70,919

Not Available

Net Cost per Tonne

$443

$573

$571

$589

$125,349

$206,231

$184,344

Not Available

$706

$1,211

$1,177

$1,149

$576,718

$598,802

$627,259

Not Available

$617

$652

$686

$655

Central Frontenac Net Cost Net Cost per Tonne Frontenac Islands

North Frontenac Net Cost Net Cost per Tonne South Frontenac Net Cost Net Cost per Tonne

Source: 2014 – 2016 - Datacall annual reports ** Source: 2017 – estimated from Datacall entry sheets

As shown in Figure 10, the net costs per tonne for all four municipalities are significantly higher than their category average. Central Frontenac, North Frontenac and Frontenac Islands are part of the “Rural Depot – South” category, while South Frontenac is part of the “Rural Collection – South” category. The 2017 category averages were not available at the time of the report.

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Figure 10 - Blue Box - Net Costs per Tonne

2016 & 2017 - Blue Box Cost per Tonne $1,200 $1,000 $800 $600 $400 $200 $Central Frontenac

Frontenac Islands

North Frontenac

2016

Rural Depot South

South Frontenac

Rural Collection South

2017

Net costs per tonne for the Blue Box program are driven by two factors: the net costs and the marketed tonnes. In seeking to understand the reasons for the higher Blue Box costs relative to their categories, a comparison of both categories was completed. The year 2015 was chosen for the comparison as it is the last year that all municipalities completed the long form Datacall. The results are shown in Table 21.

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Table 21 – 2015 Blue Box Costs per Tonne versus Category Blue Box Program - 2015 Municipality

Marketed Tonnes

Net Costs

Net Costs / Tonne

Tonnes / Capita

Net Cost / Capita

Central Frontenac

272

$193,858

$713

.058

$41

Frontenac Islands

114

$65,606

$573

.061

$35

North Frontenac

170

$206,231

$1,211

.060

$72

Datacall Category 9 Average

288

$145,651

$506

.055

$28

South Frontenac

919

$598,802

$652

.047

$31

Datacall Category 7 Average

579

$248,543

$429

.048

$20

Central Frontenac, Frontenac Islands, and North Frontenac are part of Datacall Category 9. South Frontenac is part of Datacall Category 7

All municipalities, except South Frontenac, reported less marketed tonnes than their category average, but more marketed tonnes per capita. All municipalities, except Frontenac Islands, reported higher net costs than their category average. However, all municipalities are higher than their category average from a net cost per capita point of view.

5.3 Revenues from Blue Box program Revenue from Stewardship Ontario The Blue Box program is eligible for funding from the stewards (producers) of the Blue Box items. The complex revenue calculation is completed by Stewardship Ontario and is outlined below. Total Blue Box Funding Allocation

Net Cost Allocation + Recovered Cost Allocation + Best Practices Allocation

Funding Component

Maximum

Description

Allocation re Net Cost

50%

Based on municipal percentage of provincial total net costs (up to a maximum cost threshold for each grouping)

Allocation re Recovered Cost

35%

Based on municipal percentage of provincial total tonnage collected

Allocation re Best Practices

15%

Based on Best Practices Score

Table 22 provides a summary of the 2016 Blue Box funding for each municipality, along with percentage of net Blue Box costs funded.

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Table 22 - 2016 Blue Box Funding Summary Allocation Component

Municipality Central Frontenac

Frontenac Islands

North Frontenac

South Frontenac

Net Cost (50%)

$ 42,703

$ 16,972

$ 41,113

$ 129,776

Recovered Tonnage (35%)

$ 12,945

$ 6,184

$ 7,793

$ 45,532

Best Practices (15%)

$ 10,020

$ 2,238

$ 12,701

$ 32,161

Total Blue Box Funding

$ 65,668

$25,394

$ 61,607

$ 207,469

Total Net Blue Box Costs

$178,434

$70,918

$184,342

$609,832

% of Net Blue Box Cost Recovered

37%

36%

33%

34%

It should be noted that each year’s funding is based on results from 2 years prior. Therefore, the 2018 funding reimbursement is based on the costs and performance from the 2016 Blue Box program. Funds are paid out by Stewardship Ontario in equal quarterly installments. Revenue opportunities noted from the analysis include: 

Increasing best practice scores. In 2016, North Frontenac scored 83% while Central Frontenac, Frontenac Islands and South Frontenac scored 59%, 24% and 63%, respectively.



Keeping net costs within the category threshold. In 2016, North and South Frontenac’s net costs were over their category threshold by $12,000 (7%) and $60,000 (12%) respectively, meaning those costs were not eligible for reimbursement.



Increasing recovered tonnage from diversion programs.

Revenue from the Sale of Blue Box Materials In addition to revenue from Stewardship Ontario, municipalities have historically received funds from the sale of various Blue Box items (e.g. plastic, aluminum, cardboard) to recycling processors. Over the years, these rebates have fluctuated based on prices paid by the endusers of the recycled waste streams, or in other words, based on “market conditions.” In 2018, market conditions changed significantly with the world’s largest end-user, China, banning or placing severely limiting acceptable contamination rates on many recycled waste streams. In recent months, other countries (e.g. Vietnam) have also placed bans on these

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materials. The result is that most, if not all Blue Box streams, are now strictly an expense, with no associated rebate. All four municipalities have seen the impact, with processors eliminating rebates and or increasing costs on waste streams such as cardboard and mixed plastics. An illustration of the changing market is presented in Figure 11. The fibre market (mixed paper, cardboard) in particular has seen a dramatic decrease in market price, while other streams, such as steel and aluminum cans have maintained or increased their market price. The municipalities should explore the possibility of source separating higher value streams such as aluminum, in order to generate additional revenue.

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Figure 11 - Historical Market Prices Paid for Blue Box Materials

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5.4 Cost of Diversion Programs Some municipal diversion programs generate revenues (through rebates per tonne), while others are strictly an expense. In addition, some waste streams are eligible for full or partial funding from industry stewardship organizations. Below is a summary of each. Table 23 - Cost Description for Diversion Programs Waste Stream

Details

Mixed Containers (Plastic, Aluminum) Mixed Fibres/Paper Cardboard/OCC

Total costs sometimes reduced by material rebate (fluctuates). Total net cost eligible for 50% funding through Stewardship Ontario.

Glass

All program costs are paid for by municipality. Total net cost eligible for 50% funding through Stewardship Ontario

Household Hazardous Waste

Collection & transportation costs are paid for by the municipality. Processing costs are partially paid for by producer organizations (i.e. Stewardship Ontario, Product Care)

Appliances, Scrap Metal

Total costs sometimes reduced by material rebate (fluctuates).

Electronics

All program costs are paid for by the producers through the Ontario Electronics Stewardship (OES)

Tires

Collection costs are paid for by the municipality. Transportation and Processing costs are potentially paid for the producer organization (Ontario Tire Stewardship)

Leaf & Yard Construction & Demolition Bulky Plastics Textiles Styrofoam Mattresses Re-Use Centre Organics

All program costs are paid for by municipality

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6.0 Summary of Waste Free Ontario Act The implementation of the WFOA continues, with four programs in particular being transitioned toward the extended producer responsibility model: used tires, waste electronics and electrical equipment, municipal hazardous & special waste, and Blue Box. An overview of each is described below.

6.1 Used Tires Program The Ontario Tire Stewardship wound up its operations in December 2018. A new tire regulation came into effect on January 1 2019. Under the new regulation, tire producers will be required to meet mandatory collection and management targets. Collection refers to collecting used tires at their end of life and management refers to reusing, retreading or processing used tires after they have been collected. A producer’s annual collection target is based on the producer’s tire supply and the tire management target is calculated based on what a producer actually collects in the year. The tire collection and management targets must be met according to the Tire Regulation. Producers have the option of setting up and managing their own collection and management systems to achieve their targets or engaging the services of a producer responsibility organization (PRO) to set up and manage the required collection and management systems. At the time of writing, six (6) PRO’s had been established in Ontario. A comparison summary between the two programs is provided below:

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Table 24 - Comparison of Used Tire Programs ITEM

CURRENT

WFOA

Materials

New & Used Tires

Same

Funding

Producers paid fee/tire to OTS

Producers paid fee/tire to PROs

OTS

PROs

Collection

OTS registered Collector

RPRA Registered Collector

Management

OTS

PROs

OTS, Processors

PROs

Responsibility

P&E

Municipalities Obligations

None

Collect at WDS- charge/no charge – OTS pick up

Redirect to local collectors

Process

No registration required Sign up with PRO for pick-up

Costs

 Space for collecting tires  Labour time re paperwork

Ad/Sign on website/Collection site redirecting users to bring their tires elsewhere

 Service to residents  Revenue source

 Zero responsibility  Safety: Zero

Common Practice

Advantages

Also at the time of writing, all four municipalities were planning to continue to collect tires as a service to their residents and avoid improper disposal of tires (i.e. left on vacant properties).

6.2 Waste Electrical and Electronic Equipment The Ontario Electronic stewardship currently operates and oversees the collection and recycling of end-of-life electronics. In February 2018, the provincial government issued directions to wind up the Waste Electrical and Electronic Equipment (WEEE) Program on June 30, 2020. This will enable the transition of electronic waste to individual producer responsibility under the Resource Recovery and Circular Economy Act 2016. This new “outcomes based” producer responsibility regime holds responsible persons accountable for recovering resources and reducing waste associated with their products and packaging.

6.3 Municipal Hazardous or Special Waste In April 2018, the Minister of the Environment and Climate Change issued direction to Stewardship Ontario to wind up the Municipal Hazardous or Special Waste (MHSW) program on December 31, 2020. This wind up will allow the transition of materials collected under the

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program to individual producer responsibility under the Resource Recovery and Circular Economy Act 2016. In December 2018, the Minister of the Environment, Conservation and Parks amended the timelines for the wind up of single-use batteries. The waste diversion program for single-use batteries will now cease operation on June 30, 2020, to allow for coordination with waste electrical and electronic equipment. Programs for other MHSW materials will continue to cease operation on December 31, 2020.

6.4 Blue Box On August 2017, the Minister of the Environment and Climate Change issued directions to the Authority and Stewardship Ontario to work collaboratively with stewards, municipalities and affected stakeholders to develop a proposal for an amended Blue box Program plan and if approved, to submit the proposal by February 2018 for the Minister’s consideration. The amended Blue Box plan reflects those elements that stewards have been advocating for some time, such as: 

A transition from the current shared responsibility model to full Extended Producer Responsibility (EPR) is achieved in a thoughtful, orderly and step-wise manner that ensures no disruption to residential recycling services;



The transfer of operational control over recycling decision occurs as producers’ financial obligations increase;



A consistent recycling experience is provided for all Ontario residents by establishing a broad and uniform set of paper products and packaging to be collected across the province.

6.5 Organics In addition to the four programs above, the WFOA has also focused on addressing food waste (organics). In April 2018, the Ontario government released the Food and Organic Waste Framework. The framework aimed to reduce food waste, redistribute surplus food, compost organics and restore healthy soils. It also included government commitments related to

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organics, and policy statements that directed municipalities and private businesses to take action. For smaller municipalities, the direction was focused on a “best efforts” to reduce organics. At the time of writing, the current provincial government had not taken any further steps to implement an organics strategy.

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7.0 Summary of Findings – Current Programs, Policies, Practices Given the review of the policies, programs, and practices of the four municipalities, along with the current state of the waste in Ontario (Section 1.1), a number of high level findings are noted below. 

A small rural municipal waste management program may be at a disadvantage when weathering the current uncertainty in the provincial waste sector. A collaborative, unified approach across the county and even beyond represents an opportunity to reduce operating costs through efficiencies, and strengthen their “bargaining” position for any pending changes.



The municipalities would benefit from having a clearer understanding of tonnages and full costs for each waste stream. Better and more accurate data tracking is needed. This is echoed by the Association of Municipalities of Ontario and Stewardship Ontario (via the Continuous Improvement Fund) in anticipation of potential changes driven by the Waste Free Ontario Act.



A detailed review of the Datacall information revealed low confidence in the relevance of reporting due to questionable completeness of data and an inconsistent approach (e.g. the inclusion of North Frontenac’s wood waste tonnage in 2016 resulted in an artificially high diversion rate). Going forward, the Datacall program should be used as a vehicle to achieve maximum funding for the Blue Box program, but not necessarily as a performance reporting tool.



Collectively, the four municipalities have an estimated landfill life beyond that of the province.



If the province does not push forward on extended producer responsibility in the near future, it will likely remain “business as usual” for the next five to ten years. As such, the cost of the Blue Box or other diversion programs will continue to rise.



Increasing diversion while lowering waste management costs will not be possible over the medium to long term, and municipalities may have to choose one or the other.



The four municipalities are not receiving 50% recovery of their eligible Blue Box costs.

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8.0 Review of Options & Opportunities 8.1 Competing Objectives One of the challenges encountered in the project was the “competing” nature existing between the three objectives (increase diversion, reduce net operating costs and reduce environmental impact) in that there are few options that assist in achieving all three at the same time. Increasing diversion (and extending landfill life) and/or reducing environmental impact generally results in higher net operating costs. A focus on reducing net operating costs will likely impede efforts to increase diversion and reduce environmental impact. In the short term (1-2 years), some movement forward on the three objectives may be achievable, particularly if the four municipalities work collectively. However, over medium and longer terms (3+ years), it may prove difficult to achieve the highest diversion rate, the lowest environmental impact, and the lowest net costs. Therefore, a decision will likely have to be made on which to pursue.

8.2 Options Review Process The options for achieving the WMR objectives have been derived from two categories: 1) sharable options currently in use by one or more of the Frontenac municipalities, and 2) new options currently not in use by any of the Frontenac municipalities (and which generally involve working collectively). The options review process involved two steps:

The options were reviewed according to their ability to achieve the objectives
With Step 1 in mind, the options were categorized by each municipality as short term, medium term, or long term. Following that the options were recommended as either short-term (Years 1 – 2) or medium / long-term (Years 3+).

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8.2.1 Options Review - Impact on Objectives The review of each option’s impact on the WMR objectives includes the following two components: 

A listing of all options considered along with a brief description (Section 0 & 0)



An analysis of each option in terms of its impact on each of the WMR objectives (Section 8.3)

The options are not listed in any particular order. Description of Sharable Options - Programs, Practices and Policies

Implement a County Wide Textile/Clothing Recovery Program A simple way to combat large quantities of textiles from entering landfills is to provide textile collection bins at Waste Disposal sites, community centers, municipal offices, local businesses, etc. Third party contractors could be used to collect, maintain and transport clothing to thrift stores such as The Salvation Army or Value Village (via Diabetes Canada). Frontenac Islands currently provides this program.
Implement a Returnable Liquor Bottles Program Diverting returnable bottles (i.e. liquor and beer bottles) can increase diversion and reduce operating costs. The income gained could be returned to the community as well, which could incentivize recycling. Currently, North Frontenac, Central Frontenac and Frontenac Islands have such a program in place. Third party, non-profit organizations (e.g. service clubs) could be used to collect, maintain and transport returnable bottles in return for being able to inject the deposit monies into their organizations.
Implement Construction & Demolition (C & D) Waste Re-use Program A program that requires contractors or building owners to source separate aggregates, roof shingles, wood, drywall, metals, glass, plastics, carpeting and all other forms of construction waste could be implemented. Emphasis must be placed on source separating construction waste at the time of loading or unloading. In addition, adding a “deconstruction process” requirement to demolition permits could further reduce waste to landfill by encouraging reuse Cambium Inc.

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of construction materials where possible. Such a process would require the owner of the permit to leave the building ‘open’ for a specified time period to allow reusable materials to be salvaged prior to the demolition. 4. Add Re-Use Centres at Waste Disposal Sites Consider installing a re-use centre at all waste disposal sites (WDS) that allows residents to drop off gently used items and others to pick them up - all free of charge. This program has the potential to increase diversion and extend landfill life. Currently, South Frontenac offers this program and North Frontenac is preparing to launch this year at their 506 waste disposal site. 5. Reduce WDS Operating Hours for Winter Season Both North Frontenac and Frontenac Islands reduce their operating hours in the winter to reflect the lower seasonal population during that time of year. Both Central and South Frontenac may want to consider a similar approach given that they also have significant seasonal populations. This change would lower operating costs with minimal impact on diversion performance. 6. Implement A Clear Bag Policy With Inspection/Enforcement Clear bag policies for waste often assist in increasing diversion, even more so when combined with a clear bag inspection policy. With reference to Section 4.0 of this WMR, it is noted that Central Frontenac and North Frontenac have both clear bag and inspection policies, and also have the highest diversion rates of the four municipalities. South Frontenac and Frontenac Islands may want to consider implementing these types of policies. 7. Encourage Greater Use of Backyard Composting Backyard composting offers the potential to increase diversion, reduce environmental impact and lower net operating costs. Currently, North Frontenac, South Frontenac, and Frontenac Islands offer subsidized composters. Central Frontenac could benefit by adding the program, and all four municipalities could benefit from a stronger, county-wide promotion & education push to increase the use of backyard composters for residents and businesses.

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Implement ‘Bag for a Bag’ Program North Frontenac recently implemented a unique “bag tag” program which has the potential to increase diversion in each municipality. Residents of North Frontenac are required to purchase a bag tag ($2.00) for each bag of garbage they wish to dispose of. However, for every bag of recycling brought to a WDS, the resident receives one free bag tag for their garbage. If they bring in recycling, they would receive one free bag tag for any additional bags of recycling compared to the number of bags of waste. In municipalities without bag tag programs (Central and Frontenac Islands), it may be worthwhile to initiate one.
Utilize a Permit Policy for Access to WDSs Central and North Frontenac have implemented a permit policy, whereby residents and/or contractors must present a permit in order to use the WDS. This option can reduce waste by preventing residents from other municipalities from using their WDS.
Eliminate Waste Amnesty Days A popular, previous program involved waste amnesty days, where tipping fees at WDSs for various streams were temporarily waived, but current best practices have eliminated this offering. By doing so, municipalities can increase diversion and lower their net operating costs. Central Frontenac continues to offer this program, and should consider eliminating it. Description of New Options - Programs, Practices and Policies
Implement Mattress Recycling Events With this option, each municipality would carry out one annual mattress recycling event, utilizing one of several mattress recyclers that currently operate in the province. Mattresses could be dropped off at each WDS over a 2 day period (Sat/Sun) and stored in delivery trucks. Residents would be required to a pay mattress recycling fee that would be set to cover the costs of collection and transportation. All the mattresses collected from this event would be delivered to the recycler.

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Improve Consistency of Waste Disposal Site Experience Maintaining consistency throughout the sites (diversion programs, disposal process, staff training, etc.) allows residents to become better educated in diversion, thereby increasing diversion and reducing the need for hands-on assistance from site staff, which will reduce costs.
Implement Shared / Combined Transportation of Blue Box Items All municipalities would work together to transport and/or store their Blue Box streams. For example, as commingled recyclables in front end bins. These bins would then be serviced by a single truck that would carry out a “milkrun” across all WDSs across the County of Frontenac. Costs would be shared by all four municipalities, but would likely be lower than the current situation due to economies of scale.
Purchase or Contract out a County-wide Mobile Shredder The municipalities would collectively purchase or contract out a single mobile shredder that would shred all bulky waste. The shredder would be used across all four municipalities equally. Shredded waste would vastly reduce the volume of material being sent to landfill.
Improve Tracking of WDS User Behaviour North Frontenac’s extensive tracking system (tracking each vehicle and different waste streams; counting number of bags) has allowed them to measure more accurately the amount of waste users bring in to the depot. Once further reduction and recycling programs are set in place, this system will aid in measuring the overall success of a program. The other municipalities may want to consider this option.
Hire a Part-time County Wide Waste Management Coordinator It would be very difficult to work collectively without such a role. A Waste Coordinator would be responsible for coordinating and overseeing efficiency of waste management operations, reporting to RPRA, creating a “Made in Frontenac” playbook, tendering contracts, researching options, implementing shareable practices, etc.

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The role would be funded jointly by the four municipalities, and could be a contract or permanent position. 17. Develop a Datacall “Playbook” with a Consistent and Simplified Approach to Quantifying Waste Most of the Datacall information is based on estimates, which vary between the municipalities. A standardized approach would be used by all four municipalities to estimate the weight of various materials. A similar format would be used for determining population and seasonal population. For example, counting the number of bags dropped off at each WDS could 1) assist in estimating the weight of materials sent to landfill and 2) measure success of various diversion programs. 18. Implement Fully Costed Tipping Fees for Waste Disposal Fully costed tipping is an emerging best practice for municipal waste operations.3 Often, tipping fees do not reflect the long term cost of ownership for landfill and transfer station operations, such as annual monitoring programs and future closure costs. Fully costed tipping fees tend to be higher, and can improve waste diversion and lower operating costs. The first step in implementing fully costed fees involves detailed analysis of the net costs of waste management operations and a survey surrounding municipalities and private transfer stations. 19. Implement Rotating Two-Season Waste Audits Waste audits provide insight into the success and opportunities for waste diversion programs. The municipalities should consider rotating 2-season waste audits for two municipalities per year. Alternatively, they could lobby Stewardship Ontario’s Continuous Improvement Fund to include Frontenac in its future annual audits.

Ecofiscal Commission Report, 2018

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Implement a More Market-Based Approach to the Collection & Processing of Blue Box Streams Given the market uncertainty for Blue Box waste streams, the municipalities should consider working to cater their programs to market conditions and projections, and focus on getting high value streams to market, while possibly stockpiling, landfilling or shredding other streams as necessary.
Enforce Recycling Practices at IC&I Centres Across all Four Municipalities Collection may be carried out by a private hauler, but waste from the IC&I sector is brought to the same landfill. The municipalities should consider introducing a PAYT program for IC&I sectors with greater enforcement.
Lead by Example The municipalities should lead by example with their internal waste management activities and ensure that proper and consistent diversion program infrastructure is in place at all municipal properties (offices, arenas, community centres, etc.). If working collectively, they could complete group purchases of infrastructure (e.g. multi-stream bins) to achieve economies of scale.
Implement a Disposal Ban on Organics and Textiles A disposal ban could be implemented after backyard composters and textile depots are fully provided across all four municipalities. This is a long term solution and would depend on the provincial direction taken with the Waste Free Ontario Act.
Investigate Possibility of Developing a Centralized, Mini Materials Recovery Facility or a Regional Transfer Station Consider building a regional transfer station or mini material recovery facility that would be used to consolidate materials from all four municipal sites. The transfer station/material recovery facility could be maintained and operated by a third party agency or handled directly by the County. Material collected at the transfer station could be marketed by the agency or directly by the County. Cambium Inc.

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Implement a County-Wide Promotion and Education Program. All of the Municipalities have promotion and education (P & E) programs in place to better inform its residents of appropriate waste disposal to increase diversion. Many of these practices can be adopted by those municipalities without such a program/practice in place.
Investigate the Possibility of a County-Wide Mobile Compactor for High Value Waste Streams Purchasing or contracting out a front end truck with compaction ability could enable the County to pick up high value waste streams such as aluminium or cardboard. The mobility of the equipment and the ability to have it taken directly to a processor provides an advantage.
Pursue Joint Tenders for Waste Related Contracted Services Consider creating joint tenders for waste related services to reduce costs. Benefits of the services would also be shared between all four municipalities.
Explore the Use of Norterra Or Debruin Farms to Support an Organics Diversion Program Norterra has two facilities in the Kingston area that have the capacity to support composting for up to 20,000MT. The company has advised that it would welcome organics collected by the County. Debruin Farms currently accepts a portion of Wolfe Island’s organics but has the capacity to accept more.
Investigate Possibility of Crushing Glass and Sending to Landfill Glass is costly to transport and to process. However, it does not biodegrade or create greenhouse gas emissions, and thus could be crushed and mixed with landfill cover material. This avoids transportation and processing costs from recycling.
Use the Capacity of Smaller Landfills First, Then Close Them By closing smaller landfills first, human resources could be shifted from one landfill to another. It would also spur increase in cost to dispose and improve diversion.

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Investigate the Benefits of All Municipalities Using the Same Processor Using the same processor could result in economies of scale and lower operating costs.
Develop a More Detailed Understanding of Net Costs for Each Diversion Program A detailed understanding of net costs can improve the search for inconsistencies with each program. Better solutions can be found if cost is brought into the equation.
Implement Front-end Bins Instead of Roll-off Bins Most waste disposal sites currently have Roll-off bins to collect recyclable materials. Implementing front-end bins can reduce costs by at least a third, if not more, of the total cost of transportation. It will also increase the serviceability of each site.

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8.3 Options Analysis - Impact on Objectives Each option was reviewed for its impact on the three objectives and rated as positively impacting the objective (given a “+”), negatively impacting the objective (given a “-“), or no impact on the objective (given a “0”). The results of the analysis are shown in below. A brief overview of each objective is as follows: Increase Waste Diversion

Decreasing the amount and percentage of waste sent to landfill by reducing, reusing, recycling, repairing, etc.

Reduce Net Waste Management Costs

Decreasing the net operating costs of waste management programs. Could be increasing waste related revenue or reducing waste related costs. Does not include capital expenditures.

Reduce Environmental Impact

Reduces environmental impact in three ways: a) prevents hazardous waste from entering landfill b) reduces greenhouse gas emissions from landfill and c) reduces greenhouse gas emissions from transportation.

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Table 25 – Summary of Options – Impact on Objectives Option No.

IMPACT ON THE 3 OBJECTIVES OPTIONS

Increase

Reduce Net

Reduce

Waste

Operating

Environmental

Diversion /

Costs for

Impact

Extend Landfill SHAREABLE OPTIONSWaste Mgmt. Life

Implement County Wide 1

Implement Returnable Liquor

All collection costs at expense of processor.

Bottles Program Currently practicing: CF & FI

Implement C&D Waste Reuse Program 3

Textile/Clothing Recovery Program Currently practicing: FI.

Currently practicing: CF, NF & FI

Less glass to be processed.

Construction waste diverted from landfill. Resident/Contractor must source separate. Less C&D reduces transportation & processing costs.

Add Re-Use centres at waste

disposal sites These centres could include re-usable construction waste,

toys, books, souvenirs and re-usable furniture. Long term cost Currently practicing: CF & SF

savings from reduced disposal of C&D and bulky waste overshadow cost of building a re-use centre. Frequency of bulk waste pickups decrease and decrease in amount of

Reduce WDS operating hours 5

waste sent to landfill.

during winter season Currently practicing: NF & FI

Reducing operating hours at all waste disposal sites can reduce operation costs.

Implement clear bag policy +

inspection / enforcement

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Option No.

IMPACT ON THE 3 OBJECTIVES OPTIONS

Increase

Reduce Net

Reduce

Waste

Operating

Environmental

Diversion /

Costs for

Impact

Extend Landfill Mgmt. organics, hazardous or Clear bags will indicateWaste if recyclables,

Currently practicing: CF & NF

electronic Lifematerial is in the garbage

Encourage greater use of

backyard composting Currently practising: All

Reduced presence of organics in landfill and extended landfill

municipalities have voluntary purchase program. Consider using FCM Funding to procure backyard composters for all residents

Implement ‘Bag for a Bag’ program

life. One time initial expenditure on backyard composter. Extended landfill life saves money long term. Reduced methane gas from landfill, replenished nutrients into soil.

Residents are required to purchase a bag tag to dispose of

one bag of waste. However if they bring in recycling, they will

Currently practising: NF

receive one free bag tag for any additional bags of recycling compared to number of bags of waste.

Utilize a permit policy for

access to WDSs

A waste site permit is required to gain access into all of the

Currently practising: CF & NF

waste sites. If a resident is unable to show a permit, access into the waste site will be denied.

Eliminate waste amnesty days

Residents are currently allowed to dispose of a single load of Currently practising: SF, NF & FI

household refuse at no charge (up to $40 limit). Eliminating this will reduce

NEW OPTIONS 11

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Implement a rotating mattress recycling event

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Option No.

IMPACT ON THE 3 OBJECTIVES OPTIONS

Increase

Reduce Net

Reduce

Waste

Operating

Environmental

Diversion /

Costs for

Impact

Mattresses have high volume. Recycling them Landfill would see increased diversion and reduced volume Extend Waste Mgmt. use at landfill

Life

Improve the consistency of the 12

waste disposal site experience Consistency at waste disposal sites will ensure increased familiarity of the program for residents. This will lead to an overall decrease in contamination rates

Implement shared/combined

transportation of blue box Group items purchase and/or sharing of truck. Cost reduction due to economies of scale. Transportation related GHG’s reduced due to less trips overall.

Collectively purchase or 14

contract out a mobile shredder

for use on bulky items Reduces volume of waste. Increases landfill life.

Improve tracking of WDS user

behaviour Tracking WDS user behaviour will allow the ability to increase awareness amongst residents about the recyclability of an item. This can increase landfill life.

Hire a part-time waste

management coordinator Higher focus on waste management activities & diversion activities. Potentially cost neutral or minimal cost as a result of savings from economies of scale.

Develop a Datacall “Playbook”

Developing such a playbook will not only allow all four municipalities create a standardized approach but it can also help focus on revenue maximization

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Option No.

IMPACT ON THE 3 OBJECTIVES OPTIONS

Implement full cost of tipping 18

fees for waste disposal

Increase

Reduce Net

Reduce

Waste

Operating

Environmental

Diversion /

Costs for

Impact

Extend Landfill + Life

Waste Mgmt. +

(includes monitoring, expansion, etc.) operation costs, cost of monitoring, etc. Completely covers Implement rotating 2-season 19

waste audits - two

municipalities per year A waste audit is essential for maximizing the effectiveness of a program, measuring success and improving operations.

Implement a more market20

based approach to the

collection & processing of Blue Box

Current diverted streams may end up in landfill. Avoids cost of selling diverted items at a loss.

Enforce recycling practices at IC&I centres across all four 21

municipalities Waste from ICI also going to same landfill. Focus on ICI can reduce waste. Initial cost from P&E towards ICI, but possible source of revenue from establishing bag tag programs and capturing divertible.

Lead by example - township 22

owned facilities & spaces All four municipalities need to lead by example and source separate at their own facilities and spaces.

Consider a disposal ban on organics and textiles across all

four municipalities

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Option No.

IMPACT ON THE 3 OBJECTIVES OPTIONS

Increase

Reduce Net

Reduce

Waste

Operating

Environmental

Diversion /

Costs for

Impact

Wastewill Mgmt. A disposal ban on organics and textiles Extend across allLandfill four municipalities ensure maximum diversion of Life these items, which can lead to increased landfill life and reduced environmental impact. Investigate possibility of developing a centralized, mini 24

materials recovery facility or a

regional transfer station to take advantage of market conditions Developing a centralized MRF or transfer station can greatly reduce operation costs that arise from haulage.

Implement county wide 25

promotion and education

program Would see higher diversion and participation.

Investigate the possibility of a shared mobile compactor for 26

high value waste streams (aluminium, cardboard) A shared mobile compactor for high value waste streams such as aluminium cans can increase revenue.

Pursue joint tenders for waste

related contracted services Pursuing joint tenders for waste related contracted services can reduce operational costs.

Explore the use of Norterra or Debruin Farms to support an

organics program

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Option No.

IMPACT ON THE 3 OBJECTIVES OPTIONS

Increase

Reduce Net

Reduce

Waste

Operating

Environmental

Diversion /

Costs for

Impact

Extendorganics Landfillgenerated Waste Mgmt. Norterra Organics has the capacity to compost from all four municipalities. Life Debruin Farms can partially support such a program. Investigate possibility of crushing glass and sending it 29

to landfill Such a program will reduce operational costs arising from hauling glass. Glass can instead be used as cover.

Use capacity of smaller 30

landfills first then close them Cost of operations will reduce- less landfills to manage; possibility to convert into transfer station and focus on generating revenue from recyclables.

Investigate the benefits of using the same diversion 31

stream processors for all 4 municipalities Using the same processor could result in lower operating costs.

Develop a more detailed understanding of net costs for 32

each diversion program Can improve search for inconsistency with each program.

Implement front-end bins instead of roll-off bins

33 Implementing front-end bins can reduce costs by at least a third, if not more, of the total cost of transportation. It will also increase the serviceability of each site.

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8.4 Options Rating as Short, Medium, or Long Term The second step of the options review involved rating the options as short, medium, or long-term. This step considered the impact of each option on the objectives, but also included subjectivity on the part of the consulting team and the Public Works Managers, based on experience, best practices, and the practicality of implementation. Specifically, if an option achieved all three objectives if wasn’t automatically ranked as a short-term option. For example, Option 23 (Implement a disposal ban on organics and textiles) supports all three objectives but is not feasible in the short-term due to the unavailability of sufficient diversion options for organics and textiles. Similarly, if an option achieved only one objective it was not automatically ranked as a long-term option. Option 27 (Pursue joint tenders for contracted waste services) supports only the “reduce costs” objective but still is feasible sense to pursue in the shortterm. The other consideration involved the desire of the four municipalities to work closer together, and the project team agreed that options which were unanimous were more practical to pursue in the short-term. Based upon feedback received from the municipalities, a number of the options were unanimously chosen for implementation in the short-term. The others were to be considered for implementation in the medium to long term. However, changes in market conditions or individual municipal situations may make it more practical to push off short-term options or expedite longer term options. A summary of prioritization of options by each municipality is shown in Appendix C.

8.5 Graphical Summary of Options Analysis Following the options analysis above, the results were summarized graphically in Figure 12. The figure allows for easy identification of which objectives are achieved by which options, and which options were recommended in the short-term (highlighted by their red font). The graphical summary reveals that, at minimum, all of the short-term options supported the ‘Reduce Costs’ objective. Only three short term options supported all three objectives.

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The result of the analysis led to the creation of an approach that is unique to the region, and forms the “Made in Frontenac” path forward found in Section 9.0.

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NEW OPTIONS

SHAREABLE OPTIONS

Figure 12 Graphical Summary of Options Analysis

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1 Implement county wide textile/clothing recovery program 2 Implement returnable liquor bottles program 3 Implement C&D waste reuse program 4 Add re-use centres at waste disposal sites 5 Reduce WDS operating hours during winter season 6 Implement clear bag policy + inspection / enforcement 7 Encourage greater use of backyard composting 8 Implement ‘Bag for a Bag’ program 9 Utilize a permit policy for access to WDS’s 10 Eliminate waste amnesty days 11 Implement mattress recycling event 12 Improve consistency of waste disposal site experience 13 Implement shared/combined transportation of blue box 14 Purchase or contract out a county-wide mobile shredder 15 Improve tracking of WDS site user behaviour 16 Hire a part-time waste management coordinator 17 Develop a datacall “Playbook” in a consistent and simplified 18 Implement full cost of tipping fees for waste disposal 19 Implement rotating 2-season waste audits 20 Implement a more market-based approach to the collection 21 Enforce recycling practices at IC&I centres across all four 22 Lead by example - corporate/city owned spaces. 23 Implement a disposal ban on organics and textiles 24 Investigate possibility of developing a centralized, mini 25 Implement county wide promotion and education program 26 Investigate the possibility of a county-wide mobile 27 Pursue joint tenders for waste related contacted services 28 Exploration of use of Norterra or Debruin farms to support 29 Investigate possibility of crushing glass and sending it to 30 Use up capacity of smaller landfills first then close them 31 Investigate the benefits of all municipalities using the same 32 Develop a more detailed understanding of net costs for each 33 Implement front-end bins instead of roll-off bins

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9.0 Our ‘Made in Frontenac’ Path Forward This WMR was initiated by the County, through its 2014 “Wildly Important Goal” of working with its municipalities to develop a “Made in Frontenac” position and financial plan for solid waste management. There was desire expressed by the municipalities to take control of their own destiny, which included working more closely together on waste management. In addition, throughout the review the municipalities expressed an openness to trying new approaches to waste management. Given the current uncertainty of the state of waste in Ontario, this willingness to break away from the status quo can bode well. As expressed by one Public Works Manager during the WMR, “the current waste management procedures, specifically the Blue Box program, were developed during a different time with different conditions. It doesn’t mean that they make sense now”.

9.1 Guiding Strategies As noted in the WMR, it is nearly impossible to achieve all three objectives: the highest diversion rate, the lowest environmental impact, and the lowest net operating costs. In the short-term (1 – 2 years), some movement forward on the three objectives may be achievable, particularly if the four municipalities work together. However, over the medium to long term (3+ years), a decision will likely have to be made between the objectives, and this may be impacted by changes related to the Waste Free Ontario Act. Thus, the path forward begins with a more collective approach among the four Frontenac municipalities. This is also prudent to be better positioned to deal with future changes in the waste sector in Ontario. Our Made in Frontenac approach to waste management will be based on the following guiding strategies: 

Create as much consistency as possible/pragmatic in the policies, processes and practices of all four municipalities



Develop a collective approach, where possible/pragmatic, to waste collection, transportation, processing and promotion & education

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

Report collectively and annually to municipal Council & the communities



Develop a Frontenac approach to waste performance reporting including Datacall reporting



Continue to improve the understanding of the performance and costs of waste management programs



Remain fully engaged in evolving waste management legislation in Ontario



Explore opportunities to work with others beyond Frontenac County



Begin exploring opportunities to support the transition to a circular economy

9.2 Short Term Options – Years 1 – 2 The short term options will centre on developing the ability for the four municipalities to work more closely together and to implement the actions that will have the most impact on the three objectives: increase waste diversion/increase landfill life, reduce net operating costs and reduce environmental impact. Recommended Options 

Implement county wide textile/clothing recovery program



Implement returnable liquor bottles program



Encourage greater use of backyard composting



Improve tracking of WDS site user behaviour



Develop a Datacall “Playbook” to standardize the approach & focus on revenue maximization



Lead by example



Pursue joint tenders for waste related contracted services



Investigate the benefits of using the same diversion stream processors for all 4 municipalities



Develop a more detailed understanding of net costs for each diversion program

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

Implement a more market-based approach to the collection & processing of Blue Box.

9.3 Medium and Long Term Options – Years 3+ The medium term options will be partially dictated by how the state of the waste industry evolves over the next three years – in particular, individual producer responsibility and the Blue Box program. Over the medium to long term (3+ years), it may prove very difficult to achieve all three objectives as diversion program costs will continue to rise. In that case, a choice between the objectives or prioritization will have to be made. Recommended Options 

Hire part-time county wide waste management coordinator



Add Re-Use Centres at waste disposal sites



Reduce WDS operating hours during winter season



Implement clear bag policy and/or bag inspection/enforcement



Eliminate waste amnesty days



Investigate the possibility of a county-wide mobile compactor for high value waste streams(aluminium, cardboard)



Investigate possibility of crushing glass and sending it to landfill



Implement Front-end bins instead of Roll-off bins



Implement rotating 2-season waste audits – two municipalities per year to short term from medium term.



Implement shared/combined transportation Blue Box items



Improve the consistency of the WDS experience



Utilize a permit policy for access to WDSs



Implement C&D Waste Reuse Program



Implement fully costed tipping fees for waste disposal (includes cost of monitoring, expansion, etc.)

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

Investigate possibility of developing a centralized, mini materials recovery facility or a Regional Transfer Station to take advantage of market conditions



Explore the use of Norterra or Debruin Farms to support an organics program



Implement a strategy of using up capacity of smaller landfills first, then closing them



Implement ‘Bag for a Bag’ program



Implement a rotating mattress recycling event



Collectively purchase or contract out a mobile shredder for use on bulky items



Enforce recycling practices at IC&I centres across all four municipalities



Implement County Wide Promotion and Education program

9.4 Sample Annual Report One of the guiding strategies calls for annual collective reporting on waste management. A sample annual report can be found in Appendix D

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10.0 Conclusion The County of Frontenac’s waste management review looked at the current policies, programs, practices and costs of all four municipalities. It identified options for a more efficient and effective approach in managing waste. These options place emphasis on improving the performance of existing waste diversion programs and include future initiatives that will further increase their diversion efforts. The objectives of reducing costs, increasing diversion and reducing environmental impact were used to analyse these initiatives. This analysis, which included significant input from the municipalities, produced a series of short-term recommendations and longer term options. Overall, greater collaboration amongst the municipalities was the consistent message, particularly in light of the current state of waste in Ontario. The result was a ‘Made in Frontenac’ path forward on waste management, which includes all four municipalities working more closely together.

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Glossary of Terms Bag Tag

A clearly identifiable sticker approved for sale by resolution of the Council of the Municipality and used to indicate that a fee has been paid for the disposal of the tagged waste.

Best Practices

Waste system practices concerning diversion programs that result in the attainment of provincial and municipal material diversion goals in the most costeffective way possible.

Blue Box

A plastic container, often blue in colour, for conveying acceptable recyclable materials. Also refers to a municipal curbside or transfer station recycling program.

Capture Rate

The amount of materials diverted from the waste stream for recycling expressed as a percentage of the total quantity generated of those materials.

Co-mingled

Recycling programs where a number of different materials are mixed together, not collected separately.

Composting

The controlled microbial decomposition of organic matter, such as food and yard wastes, in the presence of oxygen, into humus, a soil-like material. Compost can be used in vegetable and flower gardens, hedges, etc.

Construction &

Solid waste produced in the course of residential, commercial, industrial, or

Demolition Waste

institutional building construction, demolition or renovation (e.g. lumber,

(C & D)

concrete, brick, plaster, glass, stone, drywall, wire, paint, etc.).

Continuous

Provides grants and loans to municipalities to execute projects that will increase

Improvement Fund

the efficiency of municipal Blue Box recycling and help boost system

(CIF)

effectiveness.

Disposal

Final placement or destruction of wastes. Disposal is typically accomplished through the use of approved sanitary landfills or incineration with or without energy recovery.

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Diversion

The process of reducing, recycling, or reusing materials with the purpose of keeping waste out of landfills.

Diversion Rate

The percentage of waste diverted from landfill through means of diversion programs (Blue Box, composting, etc.). The diversion rate is determined by dividing the total quantity of waste diverted by the total amount diverted and disposed. Also known as the waste diversion rate.

Environmental

A license or permit issued by the Ministry of Environment, Conservation and

Compliance of

Parks for the operation of a waste management site/ facility or system.

Approval (ECA) Extended Producer

A policy to shift the responsibility of a product’s life cycle away from the

Responsibility

municipality to the producers and to provide incentives for producers to consider

(EPR)

the environmental impacts in the selection of materials and the design of their product(s).

Federation of

A national organization that represents the interests of municipalities in Canada.

Canadian Municipalities (FCM) Green Municipal

A funding program established by the Federation of Canadian Municipalities to

Fund (GMF)

support municipal sustainability initiatives, including waste management projects and studies.

Hazardous Waste

Any residual hazardous materials which by their nature are potentially hazardous to human health and/or the environment, as well as any materials, wastes or objects assimilated to a hazardous material. Hazardous waste is defined by Ontario Regulation 347 and may be explosive, gaseous, flammable, toxic, radioactive, corrosive, combustive or leachable.

Landfill

An approved, engineered site/facility used for the long-term or permanent disposal of waste.

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Municipal

Includes the following materials that are considered hazardous waste materials

Hazardous or

generated from the municipal sector (paints, solvents, adhesives, pesticides,

Special Waste

acids/bases, aerosols, fuels and batteries). Also sometimes referred to as

(MHSW)

Household Hazardous Waste.

MOLOK™

A patented type of container used to hold source separated organics.

Ontario Electronic

The Industry Funding Organization (IFO) for Waste Electrical and Electronic

Stewardship (OES)

Equipment. Companies that are designated as stewards for Waste Electrical and Electronic Equipment can discharge their legal obligations under the Waste Diversion Act by registering, reporting and paying fees to OES.

Ontario Tire

The Industry Funding Organization established to develop a diversion program

Stewardship (OTS)

for used tires. Companies that are designated as stewards for used tires can discharge their legal obligations under the Waste Diversion Act by registering, reporting and paying fees to OTS.

Organic Waste

Waste of animal or plant origin, typically food, yard waste, and paper. It is what feeds a compost site.

Pay As You Throw

A program in which every individual bag or container of waste to be disposed of

/ User Pay

is paid for directly by the resident, commonly by the purchase of bag tags.

Plastics #1

Polyethylene Terephthalate (PETE or PET): typically used to make soda/water bottles, mouthwash/peanut butter containers, etc. This plastic can be safe, but is known to allow bacteria to accumulate.

Plastics #2

High Density Polyethylene (HDPE): typically opaque plastic that is used to make milk jugs, juice bottles, shampoo bottles, etc. One of the 3 plastics considered to be safe.

Plastics #3

Polyvinyl chloride (PVC): typically used to make food wrap, plumbing pipes, detergent bottles, etc. It is linked to several health issues and contains the carcinogen, DEHA.

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Plastics #4

Low Density Polyethylene (LDPE): typically found in squeezable bottles, shopping bags, clothing, carpet, bread bags, etc.

One of the 3 plastics

considered to be safe. Plastics #5

Polypropylene (PP): typically found in yogurt containers, ketchup bottles, medicine bottles, etc. Considered one of the safer plastics.

Plastics #6

Polystyrene (PS): Styrofoam; found in egg cartons, meat trays, and disposable plates/cups.

This plastic poses a health risk, leaching potentially toxic

chemicals, especially when heated. Plastics #7

Other/miscellaneous plastic; typically found in sunglasses, iPod and computer cases, hard plastic toys, etc. Includes polycarbonate, which contains the toxic chemical bisphenol-A (BPA), linked to several health issues.

Promotion &

Materials prepared and distributed by a municipality to help promote the proper

Education

participation in waste management and waste diversion programs.

Materials (P&E) Recyclables

Any material destined for recycling, often through the Blue Box program. Includes materials such as: glass, metal food and beverage cans, aluminum foil, rigid shell plastic, containers, newspaper, cardboard, fine paper, boxboard.

RPRA

The Resource Productivity and Recovery Authority. The regulatory authority supporting the new Waste Free Ontario Act.

Source Separated

This includes residential organic waste such as food waste and non-recyclable

Organics (SSO)

paper that is segregated for composting or other organic waste processing. Some municipalities have widened the definition of SSO to include diapers, sanitary products and pet waste.

Stewardship

The Industry Funding Organization (IFO) that operates the Blue Box (recycling)

Ontario

and Orange Drop (municipal hazardous & special wastes) programs.

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Transfer Station

A depot-style location where residents of a Municipality may come to dispose of their wastes; residents generally separate wastes into designated areas. Accumulated wastes are transferred to a disposal site or diversion facility.

Waste

A general term that describes all waste generated including “garbage,” recyclables, organic waste, leaf and yard waste, MHSW, and WEEE.

Waste Audit

Exercise of determining the quantity and composition of waste which is disposed.

Waste Diversion

A non-crown corporation created under the Waste Diversion Act (WDA) on June

Ontario (WDO)

27, 2002. WDO was established to develop, implement and operate waste diversion programs for a wide range of materials (Blue Box Waste, Used Tires, Used Oil Material, Waste Electrical and Electronic Equipment and Municipal Hazardous or Special Waste) under the WDA.

Waste Electrical

Any broken or unwanted electrical or electronic appliances including computers,

and Electronics

phones and other items that have reached the end of their usable life.

Equipment (WEEE) Waste

A plan designed to help an organization, such as municipality, achieve goals and

Management Plan

best practices in the area of waste management.

(WMP) Waste Stream

The waste output of a community, region, or facility. Total waste can be categorized into different waste stream components (e.g., organic waste, construction waste, household hazardous waste, or white goods).

White Goods

Refers to larger home appliances (e.g. refrigerators, washing machines, etc.) that are often finished in white enamel. It is becoming more common for these items to have different finishes, however the name still refers to these types of appliances.

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Appendix A Operating Hours of Waste Disposal Sites

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10.1.1 Municipality of Central Frontenac Table 26 - CF Operating Hours Winter/Summer

Oso

Olden

Hinchinbrooke

MONDAY

8 AM - 12 PM

CLOSED

1 PM - 5 PM

TUESDAY

1 PM - 5 PM

CLOSED

8 AM - 12 PM

WEDNESDAY

CLOSED

8 AM - 5 PM

CLOSED

THURSDAY

CLOSED

8 AM - 5 PM

CLOSED

FRIDAY

8 AM - 12 PM

8 AM - 5 PM

1 PM - 5 PM

SATURDAY

8 AM - 12 PM

8 AM - 5 PM

1 PM - 5 PM

SUNDAY

1 PM - 5 PM

8 AM - 5 PM

8 AM - 12 PM

20 hours

40 hours

20 hours

SITE TOTAL

Notes: All sites are closed between 12 – 1 PM.

10.1.2 Municipality of Frontenac Islands Table 27 - FI Operating Hours Winter/Summer

Wolfe Island

Howe Island

MONDAY

9 AM - 5 PM

CLOSED

TUESDAY

CLOSED

6 PM - 8 PM

WEDNESDAY

9 AM - 5 PM

CLOSED

THURSDAY

CLOSED

6 PM - 8 PM

FRIDAY

CLOSED

SATURDAY SUNDAY

9 AM – 5 PM 1

SITE TOTAL

8:30 AM – 12 PM

9 AM – 5 PM

CLOSED

22.5/30 hours

5.5/7.5 hours

Notes: All sites are closed between 12 – 12:30 PM. 1

Summer operating hours: June – September (Wolfe Island) or May – September (Howe Island).

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10.1.3 Municipality of North Frontenac Table 28 - NF Winter Operating Hours Winter

506

Kashwakamak

Mississippi

Plevna

Ompah

Cloyne

MONDAY

9 AM - 1 PM

CLOSED

TUESDAY

CLOSED

10 AM - 2 PM

CLOSED

WEDNESDAY

CLOSED

10 AM - 4 1 PM

CLOSED

1 PM - 4 PM

THURSDAY

9 AM - 1 PM 1 PM - 4 PM 9 AM - 1 PM

CLOSED

Closed

CLOSED

10 AM - 4 1 PM

CLOSED

9 AM - 12 PM

CLOSED

10 AM - 2 PM

CLOSED

12 PM - 4 PM

9 AM - 4 PM

4 hours

12.5 hours

FRIDAY SATURDAY SUNDAY

CLOSED

12 PM - 4 PM

CLOSED

SITE TOTAL

15 hours

4 hours

8 hours

10 AM - 4 1 PM 16.5 hours

Notes: New operating hours effective March 2017. Winter hours: October – May. 1

Select sites are closed between 1 – 1:30 PM.

Table 29 - NF Summer Operating Hours 506

Kashwakamak

Mississippi

Plevna

Ompah

Cloyne

MONDAY

9 AM - 2 PM

CLOSED

9 AM - 4:30 1 PM

TUESDAY

9 AM - 2 PM

CLOSED

10 AM - 2 PM

CLOSED

WEDNESDAY

9 AM - 6 PM

CLOSED

8:30 AM – 1 4:30 PM

10 AM - 2 PM

9 AM - 1 PM

THURSDAY

CLOSED

12 PM - 5 PM

CLOSED

9 AM - 2 PM

CLOSED

Closed

FRIDAY

1 PM - 5 PM

CLOSED

9 AM - 5 PM

12 PM - 4 PM

9 AM - 1 PM

SATURDAY

12 PM - 5 PM 10 AM - 3 PM 32.5 hours

9 AM - 1 PM

10 AM - 4 1 PM

CLOSED

9 AM - 2 PM

CLOSED

9 AM - 5 PM

1 PM - 5 PM

9.5 hours

27.5 hours

12 hours

Summer

SUNDAY SITE TOTAL

10 AM - 4 PM 14.5 hours

Notes: New operating hours effective March 2017. Summer hours: May – September. 1

Select sites are closed between 1 – 1:30 PM.

Cambium Inc.

9 AM - 4:30 1 PM 27 hours

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10.1.4 Municipality of South Frontenac Table 30 - SF Operating Hours Winter/Summer

Portland

Loughborough

Bradshaw

Salem

Green Bay

MONDAY

CLOSED

8:30 AM - 4:30 PM

CLOSED

TUESDAY

CLOSED

8:30 AM - 4:30 PM

CLOSED

WEDNESDAY

8:30 AM - 4:30 PM

CLOSED

THURSDAY

CLOSED

8:30 AM - 4:30 PM

CLOSED

FRIDAY

CLOSED

8:30 AM – 1 4:30 PM

SATURDAY

8:30 AM - 4:30 PM

CLOSED

SUNDAY

CLOSED

16 hours

8 hours

SITE TOTAL Notes: 1

Winter operating hours shown. Summer operating hours: June – October; 8:30 AM – 12:30 PM.

Summer operating hours: June – October.

Cambium Inc.

12:30 PM – 2 4:30 PM 8 hours

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Appendix B Datacall Diversion Calculations

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Datacall Diversion Rate Calculation This section summarizes the methods that Datacall uses to calculate diverted tonnage, disposed tonnage, and the diversion rate. Note that the values of each waste stream are largely dependent on the type of information the municipality entered into Datacall; therefore, most explanations are high level. Calculation of Diverted Tonnage Datacall calculates diverted tonnage using the following formula: Diverted Tonnage = D. 1 + D. 2 + D. 3 + D. 4 + D. 5 + D. 6 Where: 

D.1 = Residential Component Deposit, Return and Stewardship Program



D.2 = Residential Reuse



D.3 = Residential On-Property Management



D.4 = Residential Recyclables Diverted



D.5 = Residential Organics Diverted



D.6 = MHSW Treatment/Refuse/Recycling

D.1 Residential Component Deposit-Return and Stewardship Program 

Refers to activities where certain components of the residential waste stream are managed through programs that are independent or parallel to the municipal waste management system. i (i.e. The Beer Store deposit return program)



Tonnage is his is input by the municipality.

D.2 Residential Reuse

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

Refers to tonnages collected through municipally sponsored or supported activities such as bins in drop off areas or during special collection days to allow people to drop off used items, or municipal reuse centers such as the Halton Reuse Centre



Tonnage is estimated by municipality and input into Datacall. If no municipally sponsored program exists, the value is zero.

D.3 Residential On-Property Management 

Refers to the combination 6 factors: o backyard composting - tonnage estimated by multiplying number of composters x an average composter diversion rate of 100kg/unit/year. The resulting tonnage is considered diverted. o grasscycling – grass clippings as a percentage of leaf & yard waste stream. Tonnage is estimated based on municipal policies on grass clippings. The resulting tonnage is considered diverted. o garburators – tonnage estimated by multiplying number of garburators x 72 kg/units/year. Tonnage could be considered diverted or disposed depending on end use. o evapotranspiration – refers to the weight reduction that occurs when transporting organics from the house and the curb. It is only applicable where municipalities use aerated carts for source separation organics collection. This would be estimated by the Municipality. The resulting tonnage is considered diverted. o in-home burning – tonnage burned in fireplace. This tonnage is considered disposed (garbage) o onsite (open) burning – tonnage burned in barrel or fire pit. This tonnage is considered disposal (garbage)



Tonnage is estimated by municipality and input into Datacall

D.4 Residential Recyclables Diverted

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

Refers to a combination of factors: o Residential Recyclables Marketed (Blue Box, Bulky Goods, Scrap Metal, WEEE, Other), o Residential Waste Incineration & EFW, Bottom Ash Recycled; GAP C.6, o Residential Waste Incineration & EFW, and o Residential Tonnes, Used Tires Program.



All are input by the Municipality.

D.5 Residential Organics Diverted 

Refers to the combination of yard and kitchen waste, and is calculated by deducting Residue from Processed. This is input by the Municipality.

D.6 MHSW Treatment/Refuse/Recycling 

Refers to MHSW that is reused and/or recycled. If MHSW is recycled/reuse then is considered diverted. Otherwise it is considered disposed. Tonnage is input by the municipality based on documentation.

Note on Marketed Tonnage The diverted tonnage used to calculate the diversion rate is the marketed tonnes, as opposed to collected tonnes. The collected tonnage is described as the entirety of the material collected, and the marketed tonnage is described as the total material collected minus residue/non-recyclables. Therefore, the collected tonnage will always be greater than the marketed tonnage. According to the RPRA, many municipalities do not know their marketed tonnage. As a result, RPRA calculates marketed tonnes using a Municipal Funding Allocation Model. Calculation of Disposed Tonnage At a high level, Datacall calculates disposed tonnage using the following formula: Disposed Tonnage = D. 7 + D. 8 + D. 9

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Where: 

D.7 = Residential Energy from Waste (EFW) Mass Reduction



D.8 = Hazardous Waste Disposal



D.9 = Landfill of Residential Waste

D.7 Residential Energy from Waste (EFW) Mass Reduction Residential Energy from Waste (EFW) Mass Reduction comes from Garbage, Residential Garbage Disposed, total of column Tonnes Disposed at EFW Facilities or at Other Facilities as Fuel less total of GAP Questions p) if disposed or recycled, q), r) and s). D.8 Hazardous Waste Disposal 

Refers to materials such as paint, pesticides, used oil, etc.



Tonnage is input by municipality based on documentation. If documentation shows tonnage reused and recycled, then HSW is diverted. Otherwise HSW should be considered disposed.

D.9 Landfill of Residential Waste 

Refers to a combination of garbage including: 

Landfilled waste quantities



EFW related waste (ash, residue)



Processing Residues from diversion program (Blue Box, WEEE, textiles, bulky goods, scrap metal, drywall, wood, C & D)



Tonnage is input by municipalities based on documentation and estimates.

Calculation of Diversion Rate 𝐷𝑖𝑣𝑒𝑟𝑠𝑖𝑜𝑛 𝑅𝑎𝑡𝑒 =

Cambium Inc.

𝑇𝑜𝑡𝑎𝑙 𝑅𝑒𝑠𝑖𝑑𝑒𝑛𝑡𝑖𝑎𝑙 𝑊𝑎𝑠𝑡𝑒 𝐷𝑖𝑣𝑒𝑟𝑡𝑒𝑑 𝑇𝑜𝑡𝑎𝑙 𝑅𝑒𝑠𝑖𝑑𝑒𝑛𝑡𝑖𝑎𝑙 𝑊𝑎𝑠𝑡𝑒 𝐺𝑒𝑛𝑒𝑟𝑎𝑡𝑒𝑑

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Appendix C Prioritization of Options

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NEW OPTIONS

SHAREABLE OPTIONS

MUNICIPALITY D

Short Term 1-2 Years Medium Term 3-5 Years Long Term 5+ Years

MUNICIPALITY C

MUNICIPALITY B

Options

MUNICIPALITY A

Legend

1 Implement county wide textile/clothing recovery program Short Term Short Term Short Term Short Term 2 Implement returnable liquor bottles program Short Term Short Term Short Term Short Term 3 Implement C&D waste reuse program Medium Term Medium Term Medium Term Medium Term 4 Add re-use centres at waste disposal sites Short Term Long Term Long Term Long Term 5 Reduce WDS operating hours during winter season Short Term Short Term Short Term Long Term 6 Implement clear bag policy + inspection / enforcement Short Term Long Term Short Term Short Term 7 Encourage greater use of backyard composting Short Term Short Term Short Term Short Term 8 Implement ‘Bag for a Bag’ program Short Term Long Term Medium Term Long Term 9 Utilize a permit policy for access to WDS’s Short Term Long Term Medium Term Long Term 10 Eliminate waste amnesty days Short Term Long Term Short Term Short Term 11 Implement mattress recycling event Long Term Long Term Long Term Long Term 12 Improve consistency of waste disposal site experience Medium Term Medium Term Medium Term Short Term 13 Implement shared/combined transportation of blue box Medium Term Medium Term Short Term Long Term 14 Purchase or contract out a county-wide mobile shredder Medium Term Long Term Long Term Medium Term 15 Improve tracking of WDS site user behaviour Short Term Short Term Short Term Short Term 16 Hire a part-time waste management coordinator Medium Term Medium Term Short Term Medium Term 17 Develop a datacall “Playbook” in a consistent and simplified Short Term Short Term Short Term Short Term 18 Implement full cost of tipping fees for waste disposal Medium Term Long Term Medium Term Medium Term 19 Implement rotating 2-season waste audits Short Term Long Term Short Term Long Term 20 Implement a more market-based approach to the collection Short Term Short Term Short Term Short Term 21 Enforce recycling practices at IC&I centres across all four Long Term Long Term Long Term Long Term 22 Lead by example - corporate/city owned spaces. Short Term Short Term Short Term Short Term 23 Implement a disposal ban on organics and textiles Long Term Long Term Long Term Long Term 24 Investigate possibility of developing a centralized, mini Long Term Long Term Long Term Long Term 25 Implement county wide promotion and education program Medium Term Short Term Short Term Short Term 26 Investigate the possibility of a county-wide mobile Medium Term Long Term Medium Term Long Term 27 Pursue joint tenders for waste related contacted services Short Term Short Term Short Term Short Term 28 Exploration of use of Norterra or Debruin farms to support Medium Term Long Term Medium Term Short Term 29 Investigate possibility of crushing glass and sending it to Short Term Long Term Medium Term Medium Term Long Term Short Term Short Term Long Term 30 Use up capacity of smaller landfills first then close them 31 Investigate the benefits of all municipalities using the same Short Term Short Term Short Term Short Term 32 Develop a more detailed understanding of net costs for each Short Term Short Term Short Term Short Term 33 Implement front-end bins instead of roll-off bins Long Term Medium Term Medium Term Long Term

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Appendix D Sample Annual Report

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Page 147 of 187 County of Frontenac - Solid Waste Services 2017 Annual Report (Sample)

COUNTY OF FRONTENAC SOLID WASTE MANAGEMENT 2017 ANNUAL REPORT

Page 148 of 187 County of Frontenac - Solid Waste Services 2017 Annual Report (Sample)

1.0 State of Waste in Ontario – Review & Preview The Waste Free Ontario Act, enacted in 2016, represents an opportunity to move the province towards the circular economy (where waste is essentially eliminated) and shift the responsibility for waste from municipalities to the producers (see section 1.4 for further discussion). However, the recent change in provincial government has resulted in uncertainty in the province’s commitment to fully implement the act. The market for recycled waste streams, mainly Blue Box items, has become unstable following the implementation of China’s National Sword program in January 2018. The program has either banned various streams entirely, or reduced the acceptable contamination rate to such a level, that it is not achievable by most municipalities. Other markets for these materials (e.g. Vietnam, Malaysia) are following suit which is severely limiting places where these items can be sent. The result has been stories of diversion cost increases, stockpiling various streams, and sending others straight to landfill. The cost of municipal diversion programs continues to rise. For years, the amount of heavy materials (like newspapers, magazines and glass jars) in the Blue Box has been plunging, while the amount of light, thin and complex plastics has dramatically risen. Manufacturers often prefer lighter products and packaging, which can save them money, consume fewer raw materials and require less energy to transport. But these lighter, thinner, more complex plastics and other packaging materials also increase recycling costs. The overall landfill life remaining in Ontario is approximately 14 years, which is quite short given the requirements and time necessary to open new landfills. (OWMA 2017) While the current Blue Box funding structure remains in place, disagreement will likely continue between the municipalities and the producers on the calculation for 50% coverage of the program’s cost. Status quo is likely to continue. New products and materials continue to enter the market quicker than the waste industry is able to develop ways to deal with these new materials. In the interim they are disposed of via landfill or incineration. The trend of “the evolving tonne” continues, whereby lighter plastic and combination packaging are replacing heavier cardboard, glass, and fibre materials. The result is a higher cost per tonne. Food waste is becoming very high profile, both from a social point of view and a greenhouse gas emissions point of view (food waste in the landfill generates GHG emissions). A growing effort is being made to reduce food waste for both reasons stated. In addition, the federal government’s mandate to reduce GHG emissions has the potential impact the food waste issue, and possible waste related transportation.

2.0 Financial Review Our financial review looked at the total costs for each municipality’s waste management program over the past year. In addition, we reviewed the specific costs associated with each municipality’s Blue Box program.

2.1

Net Cost of Waste Management

Figure 1 provides a summary of the 2017 net waste management operating costs, as well as the net cost per capita. The values do not include capital items.

Page 149 of 187 County of Frontenac - Solid Waste Services 2017 Annual Report (Sample) Figure 1 - 2017 Net Waste Management Costs Central Frontenac

Frontenac Islands

North Frontenac

South Frontenac

County Total

2017

Total Expenses*

$324,285

$232,589

$502,089

$2,014,147

$3,073,110

Total Revenues*

$178,187

$89,361

$137,611

$369,018

$774,177

Net Cost*

$146,097

$143,228

$364,478

$1,645,129

$2,298,933

Population**

4,708

1,860

2,973

19,924

29,465

Net Cost per Capita

$31

$77

$123

$83

$78

The table indicates a wide variation in the net operating costs and the costs per capita. Central Frontenac operates at a significantly lower cost per capita, while North Frontenac is significantly higher. One key difference of note between those two municipalities is that Central Frontenac operates three (3) waste disposal sites, while North Frontenac operates six, likely resulting in higher operating costs (e.g. wages). South Frontenac’s higher expenses are driven by its curbside pick-up service and much larger population. Given their much smaller population, Frontenac Island’s expenses are relatively high; however, their island locations result in added cost for transportation (time and ferry crossings).

2.2

Cost Per Tonne - Blue Box Program

As shown in Figure 2, the net costs per tonne for all four municipalities are significantly higher than their category average. Central Frontenac, North Frontenac and Frontenac Islands are part of the “Rural Depot – South” category, while South Frontenac is part of the “Rural Collection – South” category. The 2017 category averages were not yet available at the time of the report. Figure 2 - Blue Box Cost per Tonne

2016 & 2017 - Blue Box Cost per Tonne $1,200 $1,000 $800 $600 $400 $200 $Central Frontenac North Rural South Rural Frontenac Islands Frontenac Depot - Frontenac Collection South

South 2016

2017

Source: Datacall Reports

2.3

Revenues from Blue Box program (Stewardship Ontario)

Figure 3 provides a summary of the 2016 Blue Box funding for each municipality, along with percentage of net Blue Box costs funded.

Page 150 of 187 County of Frontenac - Solid Waste Services 2017 Annual Report (Sample)

Figure 3 - 2016 Blue Box Revenue Allocation Component

Municipality Central Frontenac

Frontenac Islands

North Frontenac

South Frontenac

County Total

Net Cost (50% Maximum)

$ 42,703

$ 16,972

$ 41,113

$ 129,776

$230,564

Recovered Tonnage (35% Maximum)

$ 12,945

$ 6,184

$ 7,793

$ 45,532

$72,454

Best Practices (15% Maximum)

$ 10,020

$ 2,238

$ 12,701

$ 32,161

$57,120

Total Blue Box Funding

$ 65,668

$25,394

$ 61,607

$ 207,469

$360,138

Total Net Blue Box Costs

$178,434

$70,918

$184,342

$609,832

$1,043,526

37%

36%

33%

34%

35%

% of Net Blue Box Cost Recovered

It should be noted that each year’s funding is based on results from 2 years prior – so the 2018 funding reimbursement is based upon the costs and performance from the 2016 Blue Box program. Funds are paid out by Stewardship Ontario in equal quarterly installments. Revenue opportunities noted from the analysis include: 

Increasing best practice scores. In 2016 North Frontenac scored 83% while Central Frontenac, Frontenac Islands, and South Frontenac scored 59%, 24%, and 63% respectively.



Increasing recovered tonnage from diversion programs.

2.4

Revenue from the Sale of Diverted Materials

In addition to revenue from Stewardship Ontario, municipalities have historically received funds from the sale of various Blue Box items (e.g. plastic, aluminum, cardboard) to recycling processors. Over the years, these rebates have fluctuated based on prices being paid by the end-users of the recycled waste streams, or in other words based on “market conditions.” In 2018 market conditions changed significantly with the world’s largest end-user, China, banning or placing severely limiting acceptable contamination rates on many recycled waste streams. In recent months, other countries (e.g. Vietnam) have also placed bans on these materials. The result is that most, if not all Blue Box streams, are now strictly an expense, with no associated rebate. All four municipalities have seen the impact, with processors eliminating rebates and or increasing costs on waste streams such as cardboard and mixed plastics. The fibre market (mixed paper, cardboard) in particular has seen a dramatic decrease in market price, while other streams, such as steel and aluminum cans have maintained or increased their market price. The municipalities should explore the possibility of source separating higher value streams such as aluminum, in order to generate additional revenue.

3.0 Waste Performance Review The waste performance review looked at how the various waste management programs have performed in recent years, and compares the findings across the four (4) municipalities.

Page 151 of 187 County of Frontenac - Solid Waste Services 2017 Annual Report (Sample) The main source for the waste performance review was the provincial Datacall information. In addition, supplemental information was gathered directly from each municipality and their various third party contractors.

3.1

Total Waste Generated & Diverted

One aspect of the waste performance assessment was the total waste generated by each municipality. The total waste generated consists of the waste sent to landfill plus the waste diverted from landfill. The 2013 2016 totals for each municipality are shown in Table 1.5. Diverted waste includes any waste that is not placed in a landfill while landfilled waste is classified as all waste that cannot be diverted somewhere else. Examples of diverted materials may include: burning clean wood, sending blue box material to a recycling facility, donating bottles through LCBO/Beer Store programs, and donating clothing. Landfill waste can consist of garbage bags, treated wood, construction material, and mattresses. Figure 4 - Total Waste Generated 2017 Waste Performance Landfilled Waste

Diverted Waste

Total* Waste

Central Frontenac

1,536

Frontenac Islands

726

North Frontenac

1,312

2,758

2,113

South Frontenac

8,397

6,340

5,391

County Total

11,971

9,098**

7,504**

Diversion Rate

*Source: 2017 Datacall entry sheets (not final report) ** Total waste for Central Frontenac and Frontenac Islands is not available due to the short-form Datacall being used. Source: Datacall Reports: 2013, 2014, 2015, 2016

In addition, the total waste generated shows an increasing trend over the 2013-2015 period, however, data is not available for Central Frontenac and Frontenac Islands in 2016, due to their switch to Datacall’s Short Form report. A more detailed breakdown for each municipality is shown below.

3.2

Blue Box Tonnages

Looking at the combined Blue Box tonnage by year and material (Error! Reference source not found.) between 2014 and 2016, two important trends are noted: 

a decrease in the total tonnage collected over the past 3 years, and



a shift in materials collected – paper and metal are dropping, while plastic is increasing.

Page 152 of 187 County of Frontenac - Solid Waste Services 2017 Annual Report (Sample) Figure 5 - Breakdown of Blue Box Tonnage

Blue Box Tonnage - By Year and Material 2,000

Tonnes

1,500 1,000 500 2014

2015

2016

Year Total Paper

Total Plastic

Total Metal

Total Glass

Source: Datacall 2014 - 2016

Both trends are in line with what is happening across the province and beyond, where there has been a shift away from the traditional packaging materials of metal, paper and glass and towards lightweight plastics and laminates. This is referred to as the “evolving tonne”, and the result is lighter blue box loads that are more expensive to sort and transport.

4.0 Challenges & Opportunities One of the challenges encountered in the project was the “competing” nature existing between the three objectives (increase diversion, reduce net operating costs, and reduce environmental impact) in that there are few options that assist in achieving all three. Increasing diversion (and extending landfill life) generally results in higher operating costs. Reducing environmental impact also generally results in higher operating costs. And thus, a focus on reducing net operating costs will likely impede efforts to increase diversion and reduce environmental impact. In short, it’s nearly impossible to have the highest diversion rate, the lowest environmental impact, and the lowest net costs. So over the medium to long term (5+ years), a decision will have to be made on which to pursue. In the short-term (1 – 5 years) some movement forward on the three objectives may be achievable, particularly if the four municipalities work collectively. The options for achieving the WMR objectives have been derived from two categories: 1) sharable options currently being used by one or more municipalities, and 2) new options currently not being used by any of the Frontenac municipalities.

Page 153 of 187 Heritage Committee November 26, 2018 Time: 6:30 PM Location: Council Chambers

Present: Wilma Kenny, Chair, Councillor Brad Barbeau, Linda Caird, Michael Gemmell, David Jefferies, Mark Millar, Pat Barr Staff: Claire Dodds, Director of Development Services, Angela Maddocks, Deputy Clerk 1.

Call to Order

The Chair called the meeting to order at 6:30 pm.

Declaration of pecuniary interest and the general nature thereof

There were no declarations of pecuniary interest.

Approval of Minutes

July 23, 2018 Minutes Resolution No. 2018-HC-11/26-01 Moved by David Jefferies Seconded by Brad Barbeau THAT the minutes of the July 23, 2018 Heritage Committee meeting be approved. Carried

Business Arising from the Minutes

Update on Ranked Priority Initiatives Wilma Kenny will continue to work on developing the handout for distribution to the public. She will send the complete draft version to committee members for review. Mike Gemmell has researched forms from across Canada, all having their own slant on basic information. The City of Ajax has a good example to use as a guideline and he agreed to meet with Brad Barbeau and draft a form suitable for South Frontenac that will include information on heritage designation processes. Claire Dodds noted the accessibility component to consider when creating forms.

Community Foundation Grants David Jefferies committed to looking into the grant in the spring of 2019.

Distribution of Heritage Tool Kits Heritage Tool Kits were given to Pat Barr for the Bedford Heritage Society and to David Jefferies for the Portland District and Area Heritage Society. Two copies will remain at the municipal office and a copy kept on file for public access at the Sydenham Library.

Page 154 of 187 Heritage Committee November 26, 2018 5.

New Business

Update on Smiths Falls Annual Heritage Symposium Claire Dodds reviewed her presentation with regard to the village of Brussels, Ontario in Huron County that had been a topic at the symposium in Smiths Falls. The presentation provided highlights on the various ways in which that community guided the upgrading and development of buildings with historical significance. The committee members who had attended the symposium with Ms. Dodds felt it had been very informative and interesting. Claire Dodds reviewed the resources/websites/ publications available to committee members. There is funding allocated in the 2019 budget for some publications and memberships.

Committee Appointments Existing council members were reminded about the application process for reapply. There will be advertising on the website and in the Frontenac News regarding all committee appointments.

Pat Barr noted the upcoming “Heritage House Tour” where homes are decorated for the Christmas season by professionals. The cost is $30.00 per ticket and there is more information available in local newspapers.

Next Meeting

The Director of Development Services will schedule meetings for 2019 once the new committee appointments are confirmed by Council early in the New Year.

Adjournment

Resolution Resolution No. 2018-HC-11/26-02 Moved by Mike Gemmell Seconded by Pat Barr THAT the meeting be adjourned at 7:45 pm. Carried

Page 155 of 187

Loughborough District Parks and Recreation Canada Day Sub-Committee March 27, 2019-7p. m. Attendance: Chair Mike Howe, John Trousdale, Janet Knights, Carol Spalding Report from the Committee Fireworks Report

Tim Lapradeis in process of ordering fireworks. He is trying to find local vendor instead of ordering from the east coast. Flvers/Advertisements/Website

JasonSilver hascommitted to operating the website again. Pleaseforward him info to add to it. Joanne Barr has agreed to do update and produce the brochure.

Melanie Blair and Laura Hackett are recruiting volunteers through Facebook and will be running the social media aspect.

A note will be posted on webslte and in the local newspaper as a thank you for donations. Volunteers

Approximately 6 volunteers are needed for facepainting. Volunteers will be needed for the set up and evening crew. Chair Mike Howe wants someone other than himself to shut the event down at the end of the

night. He is looking for a mature volunteer/senior student but will givea small stipend aswell. There will be no t-shirt order this year as we ordered double last year. Janet Knights will need 3 or 4 volunteers for the cookie decorating activity. Fundraisine/Finances

$5000wasreceivedfrom the heritagegrant. JohnTrousdale will have Lyle start canvassing at the end April for donations Parade

John Trousdale will ask the Legion about taking part in the parade

Johncalledthe OPPsotheyareawarethatthe paradeis happeningandaskedthemto takepart, if possible. Activities

ChairMikeHoweisto askCouncillorRossSutherlandwhothesingerwasforthe little kidsatthe Lakes and Trails Festival.

Page 156 of 187

OPP dog demo is not available this year.

The petting 200 should be on the other side of the path in the shade as it was too hot in the sun last year.

Thefishingderbywasextremely popular. Thecommittee would like to run it once again. JanetKnightswill beorganizingthe cookiedecoratingtableonceagain. The bouncy castles have been booked. Theyarethe same models that weordered last year.The down payment made and the set up will be at the same location. Chair Mike Howeto look into getting a permanent power source set up.

JoanneBarrwill becoordinatingtheface-paintingstationonceagain. Joanne Deline will arrange the petting zoo again this year.

JohnTrousdale will talk to the fire-chief about having the water slide again. Mark Segsworth will have public works help to set it up.

TheArthur’s PetSupply will help with the dog show. Carol Spalding offered to discuss it with them further.

Tablesandchairswill bebroughtdownfrom the highschool for face-painting etc. Theycanbeput into the bunker early so they are ready. Food

The canteen with beoffered to the BoyScouts again. The committee will donate $300 towards the purchase of meat. Ifnot, the Canoe Club or minor baseball may be interested There is no news on vendors so far. Music

Charlie King is booked and confirmed.

Red RoseExpressandJackandTheGangarethe bandsthat havebeenconfirmed. ChairMikeHawe is looking into more band options.

Veronalionsclubstagehasbeenconfirmedfor usefor CanadaDayatThePoint. PublicWorks hopefully with beable to transport it. A stage was submitted into the capital budged for 2019.

ChairMike Howewill gotothe elementary schooland seeifthere areanyinterested slngers/bands. Miscellaneous

N/A Next Meeting: April 24, 2019 Adjournment: 7:45 p. m. Recording Secretary: Sarah Vandewal

Page 2

Page 157 of 187 Minutes of Development Services March, 25, 2019 Time: 8:30 AM Location: Council Chambers

Present: Chair Councillor Sutherland, Councillor Norm Roberts, Councillor Randy Ruttan, Mayor Ron Vandewal Staff: Claire Dodds, Director of Development Services, Wayne Orr, Chief Administrative Officer, Emily Caird, Executive Assistant 1.

Call to Order

The Chair called the meeting to order at 8:30 am.

Declaration of pecuniary interest and the general nature thereof

Councillor Roberts declared a pecuniary interest in the agenda item 6. b) with specific reference to the Collins Lake development. His personal residence currently abuts this land.

Approval of Agenda

Resolution Resolution No. 2019-DCS-03/25-01 Moved by Mayor Vandewal Seconded by Councillor Roberts That the agenda be adopted as presented. Carried

Approval of Minutes

February 25, 2019 Resolution No. 2019-DCS-03/25-02 Moved by Councillor Roberts Seconded by Mayor Vandewal That the minutes from the February 25th, 2019 Development Services Committee meeting be adopted as presented. Carried

Business Arising from the Minutes

Potential effects on Water Bills due to Changes to Development Charges

The Chair presented a copy of an email announcement from the Peel Region outlining their concerns about the restructuring of development charges and the effect it may have on residential and commercial water bills. Claire Dodds addressed the topic by explaining that the consultants, Watson & Associates, chosen to help with the updating of the Townships Development Charge Bylaw are plugged into the provincial government’s current review of the Development Charges Act. Township staff continue to work closely with the consultants. She also noted that many of the larger cities in the GTA are the

Page 158 of 187 Minutes of Development Services March, 25, 2019 primary sources expressing concerns. Some of the bigger cities have had to incur large amounts of bed in order to expand water and sewer works ahead of developments. These municipalities have typically included water and sewer infrastructure cost into the calculations of their development charges. Claire Dodds explained that changes to the way development charges are calculated could leave many of these metropolitan cities at a loss for funding, hence their concerns. This topic was less of a concern for the Township’s water works system, as it is separately funded outside of development charges. Claire Dodds stated that more information may be available on this topic in June 2019. The Chair inquired as to if the Township requires subdivision developers to absorb the full cost of new builds within the water service area. Clair Dodds confirmed that all new lines and connection costs are bore by the developer, however, if the plant requires system upgrades due to new development, this cost would potentially be shared between the developer and the Township. 6.

New Business

Agreements for Temporary Dwellings & Trailers for Temporary Living Accommodation

Claire Dodds addressed the Committee on the topic of temporary dwelling and trailer agreements to accommodate residents while building a new house on the property. She brought forth an example from the Committee of Adjustment that involved a resident living in the existing dwelling while construction took place on a new dwelling. This was permitted on the basis that the old structure would be demolished once the new dwelling was completed. Upon completion of the new dwelling, the applicant stated that they wanted to re-purpose the existing dwelling as opposed to demolishing it, and applied for a minor variance. This request was denied by the Committee of Adjustment, but brought attention to the issue of two dwellings on one lot. Claire Dodds noted that Tom Berriault, CBO, and herself had done research on how to approach this issue. She explained to the Committee that the building by-law allows the municipality to require an agreement be entered into between the Township and the property owner. This concept would consist of a legally binding agreement that is signed by the property owner, as well a mandatory ‘security deposit’ being provided to the Township. For temporary trailers there would be a $227.00 administrative fee and a deposit of $3000.00 collected, and for a temporary dwelling there would be a security deposit of $10,000 collected. Claire Dodds explained that the Townships lawyer has been consulted in the creation of the agreements and given his final review. She noted that this puts the Township in a better position and highlighted the strengths of a legally binding agreement. Mayor Vandewal inquired as to is the deposit amount would be a bond? Claire Dodds explained that the amount would need to be cash or certified funds. The Township would not pay interest on this deposit. Not only does this structure give more incentive for residents to complete their projects in a timely manner and stay on course, but it also ensures that should a a situation of noncompliance arise, the municipality will have securities to pull from. Claire Dodds explained that the deposit would be returned to the applicant once the trailer or original dwelling was removed to the satisfaction of the CBO. Councillor Ruttan expressed concerns about the deposit amount being insufficient should a the Township be required to demolish a secondary structure. Claire Dodds confirmed that a potential demolition would be

Page 2 of 6

Page 159 of 187 Minutes of Development Services March, 25, 2019 significantly higher. She noted that both agreements have a clause stating that any additional costs incurred would be billed back to the property owner. She explained that this type of agreement provided protection and options to the municipality, currently there is nothing that protects the Township in these types of situations as it has not been part of our practice to collect the fee or have an agreement. The Committee agreed that the introduction of legally binding agreement in this instance was a good idea. Resolution No. 2019-DCS-03/25-03 Moved by Councillor Ruttan Seconded by Councillor Roberts THAT the Development Services Committee recommend to Council that the attached template agreements be used when the Building Department is issuing permits for two temporary dwellings on one lot and for trailers for temporary living accommodation during construction. Carried b)

Status of Plans of Subdivision and Condominium in South Frontenac

Claire Dodds presented a map of all of the plan of subdivisions and condominiums in the Township and their current status. She started the discussion about referencing projects that were still in the application stage, projects nearing draft plan approval, and developments that have already received final approval. She explained that there there were two projects, Johnston Point and Cranberry Cove, with draft plan approval set to expire in June of 2019. She noted that this stage of the process requires a significant amount of staff resources, and the Department is working to streamline processes as much as possible. She opened the floor to questions from the Committee. Council Ruttan inquired about the consistency and collection of securities from developers. Claire Dodds noted that securities are collected after the final approval of the draft plan and that 100% of the cost of works for plans of subdivisions is required via a letter of credit. Claire Dodds explained that the Lyon’s Landing subdivision is an unusual case as the securities collected were obtained during the 1970’s and 1980’s. This has left the Township with very little funds to draw from for Lyon’s Landing. Councillor Ruttan also inquired about what options the Township has should a developer choose to work outside the rules. Claire Dodds responded by noting that the Township has the authority to deny final approval, which means the developer would be unable to sell any lots or units. Claire Dodds also explained that she is researching options for a site alteration bylaw and tree cutting bylaw as the Township currently has neither. This would put more protection controls in place for the municipality. The Chair inquired if the Township could advise residents in advance of the public meeting process. He felt that the studies required by the Township do not always address the community’s concerns. Claire Dodds explained that there is a clause in the Planning Act that allows for the distribution of a notice of application completeness, separate from a public meeting notice. This would provide the public with information and study results for review prior to the public meeting. This is something that could be discussed with the County, who

Page 3 of 6

Page 160 of 187 Minutes of Development Services March, 25, 2019 circulates Subdivision & Condominium applications. Claire Dodds explained to the Committee that once applications get to the final draft plan stages, the Township will work with the developer to find solutions to any outstanding issues. She noted that a lot of staff time is spent at this point as there are large volumes of detailed work and coordinating with other Departments and entities. Councillor Ruttan inquired about compensation for developments that tend to take significantly longer than expected. Claire Dodds confirmed that although the Township collects application fees, it is difficult to account for stalls in the process. She noted that in the newer Plan of Subdivision and Condominium agreements, there is the option for the Township to bill the developer for planning time, legal invoices, and engineering costs incurred. Claire Dodds also noted that the Development Services department in looking into the merits of having a contract engineer on staff to assist with the review and implementation of plans of Subdivision & Condominium. The Committee then asked Claire Dodds to go through each development on the map and provide a status update. Johnston Point Condominium: • Claire Dodds noted that the Township has reached out to the new Planner project managing this development. She noted that until the Condominium agreement is signed, the Township does not have legal authority to visit the property or enforce any conditions. • She explained that the Development Services Department is still getting up to speed on the entirety of the file, and are working very closely with the County. • Councillor Roberts inquired about the materials used in the construction of the walking bridge that had recently been brought to Council’s attention. Claire Dodds noted that the Conservation Authority approved the materials used and the construction and based on a review of the file it appeared that there was no consultation with the Township. She noted that a there should still be a building permit issued by the Township from the Development Service’s perspective. McFadden Rd Subdivision: • Claire Dodds explained that this development was fairly unique. It is a small Plan of Subdivision but has no internal works and consists of 5 lots. • No securities were collected due to lack of internal works. • Claire Dodds noted that this process is going smoothly and the Subdivision agreement will be brought to Council in April. Valleyview Estates Subdivision: • This Plan of Subdivision is almost completely built out. • Claire Dodds noted that the Township is working with the Developer to look at options for a six-plex. This would help address the current rental/housing shortage in Township. It is predicted to come to Council within the next two months. • The Chair inquired about the outcome of public concerns in relations to swallow and drainage issues, and the street lights drawing power from individual houses as opposed to be separately wired. Claire Dodds noted that she was not aware of these two issues and would consult with Mark Segsworth, Director of Public Services. Willowbrook Subdivision: • This Plan of Subdivision has final approval and is ready to go with 7 building lots. • Claire Dodds confirmed that all of the securities for internal works has been collected.

Page 4 of 6

Page 161 of 187 Minutes of Development Services March, 25, 2019 •

Councillor Roberts commented that he believed there to be three (3) dwellings either completed or in progress within the development.

Brett Campbell Subdivision: • There is currently no active application for this proposed 24 lot Plan of Subdivision. Collins Lake Subdivision: • Claire Dodds noted that a formal application has been made for a 51 lot Plan of Subdivision. • Claire Dodds explained that there were previously concerns with this developer finding enough water to support this development, however, the developer has reached out and confirmed that they will be sharing their new data on the hydrogeological investigation soon. Claire Dodds assured the Committee that this information would be peer reviewed. • The Chair inquired about the change in development size from 108 units to 51 units, and the potential possibility of another public meeting on the topic. Claire Dodds noted that with the changes following the introduction of LPAT, this developmental may require an zoning additional review as it its outside of the settlement area. She explained that further planning analysis is required, and would recommend a further public meeting be held. Ouellette Subdivision: • Claire Dodds informed the Committee that the draft plan for this Plan of Subdivision is due to expire July 17, 2019. She also noted that the property is currently for sale and as such this may have an effect on a potential extension. Lyons Landing Subdivision: • Claire Dodds noted that there are approximately four (4) lots left to build on in Phase 2 and fifteen (15) left in Phase 3 of this development. • There have been concerns from residents in regards to roads. Mark Segsworth has been in contact with the developer to address these concerns. This ensures that roads are in the proper condition prior to being assumed by the Township. Hartington Subdivision: • Claire Dodds explained to the Committee that there had not been much activity since LPAT made their decision on this Subdivision in 2018. Sandstone Shores Subdivision: • Claire Dodds noted that this Plan of Subdivision had been almost completely built out and that there is a current agreement in place and the Township is in possession of the correct securities . • She Confirmed that the next step would be for the Township to assume the road. • Councillor Roberts inquired as to whether or not the street light issues in 2018 has been resolved. Claire Dodds confirmed that David Holliday and and Jamie Brash had been working with the developer and now both Hydro One and Township appear to be satisfied. • Claire Dodds noted that there are a few details to be reviewed prior to recommending the assumption of the road. Applewood Condominium: • Claire Dodds confirmed that there were some outstanding compliance issued with this development, including the collection of parkland fees and some house keeping issues in relation to holding zones. • The CAO inquired as to if the Township is holding future building permits until the parkland fees are paid. Claire Dodds responded that the

Page 5 of 6

Page 162 of 187 Minutes of Development Services March, 25, 2019

•

developer has been advised that building permits will not be issued until the developer is in compliance with the development agreement. Claire Dodds then explained that there is currently now signed agreement for this property and that the draft plan is due to lapse July 16, 2019. She anticipates a request for an extension.

Shied Shores Condominium: • Claire Dodds noted that this development is now moving forward. Previous concerns from Council included issues arising from a shallow water body - this is no longer an issue. There has also been a minor change to the road structure. • Claire Dodds explained that the Township is now working with the County and the developer. All agencies will complete one final review and then the project should be ready to bring to Council in the next two months. • Mayor Vandewal inquired about the possibility of the roads being surface treated. Claire Dodds explained that the township required the roads be brought to private lane standards. Pine Point Condominium: • Claire Dodds explained to the Committee that there was an active application for this project, however, there are currently outstanding concerns from Public Health that the developer has yet to address. Claire Dodds noted that until this is addressed, there will be no movement on this application. Mayor Vandewal requested a status updated on any changes to the zoning of the Scofield Camp property. Claire Dodds noted that there had been very little activity. She explained that due to the property being on Buck Lake, any development would require various impact studies as the lake is considered a highly sensitive, at capacity lake. The owner has been advised of this information. Mayor Vandewal also inquired about the topic of tiny homes and how the this trend may play into the review of the Official Plan. Claire Dodds explained that the community had definitely shown interest in the concept of tiny homes, however, the existing zoning bylaw had a minimum square footage requirement that is larger than most tiny home designs. She noted that other townships have moved away from the minimum size requirements,leaving the size of the dwelling to be established by the Building Code Minimums. Claire Dodds felt there was merit in having public input on the topic through the Official Plan process. 7.

Information Items

Other Business:

Next Meeting; April 29, 2019

Adjournment

The meeting was adjourned at 10:17 am. Resolution No. 2019-DCS-03/25-04 Moved by Councillor Roberts Seconded by Councillor Ruttan THAT the meeting be adjourned at 10:17 am. Carried

Page 6 of 6

Page 163 of 187

HARROWSMITH BEAUTIFICATION COMMITTEE MEETING MINUTES WEDNESDAY APRIL 3, 2019

Meeting called to order at 7:15pm.
Present: Brenda Crawford, Aimanda Dirksen, Brenda Taylor, Ray Leonard, Pam Redden. Regrets: Sean Irish.
Approval of Minutes from Previous Meeting: Moved by Brenda Crawford, Seconded by Brenda Taylor. No errors or omissions.
Treasurer Report. No change.
Business Arising from Minutes March 6 Meeting: Brenda Crawford spoke with Rick Law who will have measuring and plans for Remembrance Day sculpture to be completed by our next meeting
New Business: Tom Bruce in attendance on behalf of Social and Athletic Club. a. Electronic sign too costly for right now. Committee to look into grants for next year. b. Ray to talk to Mark Segsworth about a walk around village for directions in placing plants and benches. c. Ray reported back to Committee that Canada Post does not allow structures over their mailboxes. At the time mailboxes were placed in Centennial Park there to be sidewalks constructed on Notre Dame Street to Centennial Park. d. Mark Segsworth has approved a Christmas tree to be planted in Parkette. e. Atkinson’s Home Hardware and Trousdale Home Hardware have donated gazebos size, specifications and building permits have to be worked out with Building Department.

Adjourn: Moved by Brenda Taylor and Seconded by Ray Leonard to adjourn at 8:15pm.

Next Meeting

Wednesday, May 1, 2019, 7:00pm Golden Links Hall

Page 164 of 187

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S. 0. 1990, Chapter B.13, as amended, requires that the Council of each municipality shall appoint a Chief Building Official and such inspectors as necessary for the enforcement of the Act; NOW THEREFORE THE CORPORATION OF THE TOWNSHIP OF SOUTH FRONTENAC, BY ITS COUNCIL, HEREBY ENACTS AS FOLLOWS: 1. Christopher Beeg is hereby appointed as a Building Inspector for the Township of South Frontenac, effective May 8, 2019. 2. All other by-laws, resolutions or actions of Council that are not consistent with or which are contrary to the provisions of this by-law are hereby repealed. 3. This by-law shall come into force and take effect on May 8, 2019. Dated at Sydenham this 7th day of May 2019. Read a first and second time this 7th day of May 2019. Read a third time and finally passed this 7th day of May 2019. The Corporation of the Township of South ___________________________________ Mayor Ron Vandewal ___________________________________ Angela Maddocks, Clerk Page 167 of 187 Payment Listing For the period of April 17, 2019 to May 7, 2019 Accounts Payable Payment Listing: 579,558.33 For the period of April 17, 2019 to May 7, 2019 Payroll Payment Listing: Pay Period #19-09 Pay date April 24, 2019 84,320.16 For the period of April 07, 2019 to April 20, 2019 Council Honorarium: Pay date April 30, 2019 14,883.09 For the period of April 1, 2019 to April 30, 2019 Total Payments $ RECOMMENDATION: 1. It is recommended that Council receive for information the listing of the Accounts Payable and Payroll for the period ending May 7, 2019 in the amount of $ 678,761.58 Submitted by: Mark Foster - Accounting Clerk Approved by: Stephanie Kuca - Deputy-Treasurer 678,761.58 System: 2019-05-02 User ID: mfoster Ranges: Cheque Date: Township of South Frontenac CHEQUE DISTRIBUTION REPORT 10:58:45 AM From: 2019-04-17 To: 2019-05-07 Page: 1 Page 168 of 187 Distribution Types Included: PURCH, MISC 10 GG 0000 Gen Cheque EFT000000011184 Date Inv # 2019-05-07 Vendor Description 69672 THE FRONTENAC NEWS Ad- Apr 4,11,18,25 IN-63183-01 ZYCOM TECHNOLOGY INC. 1 Year Backup Server Total EFT000000011184 EFT000000011232 2019-05-07 Total EFT000000011232 Total Gen Amount $2,645.76 $2,645.76 $12,019.89 $12,019.89 $14,665.65 1000 Cheque EFT000000011162 Date Inv # 2019-05-07 Vendor Description 6182 ASSELSTINE HARDWARE Water Softener Salt 3046 DEDICATED ENVIRONMENTAL SERVICES INC Install 3 Wells 8969 D.MARTIN WELDING & FABRICATING Mailbox 9198 GREENSHIELD PEST CONTROL INC Clean False Ceiling Total EFT000000011162 EFT000000011173 2019-05-07 Total EFT000000011173 EFT000000011176 2019-05-07 Total EFT000000011176 EFT000000011186 2019-05-07 Total EFT000000011186 EFT000000011198 2019-05-07 Amount $24.39 $24.39 $3,894.07 $3,894.07 $413.78 $413.78 $381.60 $381.60 LONDRY ALARMS 197906 Total EFT000000011198 EFT000000011205 2019-05-07 19/04-OFFICE 19/04-OFFICE Total EFT000000011205 EFT000000011211 2019-05-07 Add Users C.B. + M.R. R&D NELSON GENERAL MAINTENANCE 19/03+19/04 General Maint. 19/03+19/04 General Maint. $40.70 $40.70 $1,327.97 $181.13 $1,509.10 SIGNS PLUS 3125 Total EFT000000011211 EFT000000011215 2019-05-07 Hours of Op. Applied to Door 24539762 SUPERIOR PROPANE INC. 2078.5L @.51 9276 TROUSDALE'S FOODLAND First Aid Kit Supplies 91490 TROUSDALE'S HOME HARDWARE Key Total EFT000000011215 EFT000000011221 2019-05-07 Total EFT000000011221 EFT000000011222 2019-05-07 Total EFT000000011222 Total $40.70 $40.70 $1,144.26 $1,144.26 $11.49 $11.49 $3.04 $3.04 $7,463.13 1100 Counc Cheque 070182 Date Inv # 2019-05-07 Vendor Description TWO BOUNCE SOLUTIONS 6X Pickleball Net Amount Total 070182 $1,293.36 $1,293.36 Total Counc $1,293.36 1035 1250 Clk Cheque EFT000000011221 Date Inv # 2019-05-07 8138 338 8081 1142 7269 Vendor Description TROUSDALE'S FOODLAND Coffee+Sugar+Cream Coffee+Sugar Cream Filters+Milk+Cream Cream+Milk+Sweetner Total EFT000000011221 Total Clk Amount $29.69 $39.97 $6.03 $12.85 $16.15 $104.69 $104.69 1275 Fin Cheque 070161 Date Inv # 2019-05-07 STHFT-1904B STHFT-1904A Total 070161 070164 Total 070164 EFT000000011161 2019-05-07 2019-05-07 Vendor Description APPLIED GEOLOGICS INC 2019 AGL Subscription 2019 Cartelite Subscription CANADA COMPUTERS ARHD00295976 6X Solid State Drives ALLAN & PARTNERS LLP IAA-SOUFRO-44333 2018 Second Interim Audit Total EFT000000011161 EFT000000011175 2019-05-07 117 DIXON ACTUARIAL SERVICES Actuarial Report Amount $534.24 $913.40 $1,447.64 $314.37 $314.37 $6,105.60 $6,105.60 $2,849.28 System: 2019-05-02 User ID: mfoster 10:58:45 AM Township of South Frontenac CHEQUE DISTRIBUTION REPORT Total EFT000000011175 EFT000000011185 2019-05-07 Page: 2 Page 169 of 187 $2,849.28 N655254 GRAND & TOY LIMITED Mouse Total EFT000000011185 Total Fin $21.21 $21.21 $10,738.10 1280 HR Cheque 070165 Total 070165 EFT000000011185 Date Inv # 2019-05-07 Vendor Description 12030 CORNERSTONES MANGEMENT SOLUTIONS LIMITED Health+Safety Consulting N650716 GRAND & TOY LIMITED 2X First Aid Signs 43983 INDEPENDENT TELEPHONE SERVICES Ext 2290 J.M. 2019-05-07 Total EFT000000011185 EFT000000011188 2019-05-07 Total EFT000000011188 Amount $1,780.80 $1,780.80 $11.36 $11.36 $86.50 $86.50 Total HR $1,878.66 Total GG $36,143.59 20 PP&P 2100 Fire Cheque 070176 Total 070176 070178 Total 070178 070181 Total 070181 EFT000000011158 Date Inv # 2019-05-07 Vendor Description 42533 ORMSBEE'S MERCANTILE Pizza+ Dessert 20190042002 RECEIVER GENERAL RADIO LICENCES 2019 Radio Licence Renewal 27-19 TOWNSHIP LEEDS AND THE THOUSAND ISLANDS NFPA Training S.P. 29429 BOULTON SEPTIC/LARMON'S Holding Tank Pumped A1561220 A1566340 A1569853 ABELL PEST CONTROL INC. 19/03 Pest Control 19/03 Pest Control 19/03 Pest Control 145645 145262 145262 145571 AJ STONE COMPANY LIMITED 6X Gloves+Wipes 20X Helmets 5X Helmets Pant Repair 6156 ASSELSTINE HARDWARE Water Softner Salt 38523 COMMERCIAL DOOR SYSTEMS LTD. 2X Remote Control 55691 COUNTY OF FRONTENAC Meraki Renewal 440459 FIRE SERVICE MANAGEMENT Wash+Repair 131594 131593 FRASSO AUTOMOTIVE SERVICE Check for Leaks Check Valve 13645 JODY CAMPBELL'S SEPTIC SERVICE Portable Toilet Rental KP62239 KENWORTH ONTARIO - KINGSTON Coolant 146-163938 146-164100 KROWN RUST CONTROL Rust Spray Rust Spray 2019-05-07 2019-05-07 2019-05-07 Total EFT000000011158 EFT000000011159 2019-05-07 Total EFT000000011159 EFT000000011160 2019-05-07 Total EFT000000011160 EFT000000011162 2019-05-07 Total EFT000000011162 EFT000000011168 2019-05-07 Total EFT000000011168 EFT000000011170 2019-05-07 Total EFT000000011170 EFT000000011179 2019-05-07 Total EFT000000011179 EFT000000011182 2019-05-07 Total EFT000000011182 EFT000000011189 2019-05-07 Total EFT000000011189 EFT000000011191 2019-05-07 Total EFT000000011191 EFT000000011193 2019-05-07 Total EFT000000011193 EFT000000011195 2019-05-07 Amount $81.36 $81.36 $451.00 $451.00 $300.00 $300.00 $244.22 $244.22 $39.40 $46.45 $48.61 $134.46 $831.35 $6,624.74 $1,656.18 $172.99 $9,285.26 $8.13 $8.13 $101.76 $101.76 $147.55 $147.55 $236.69 $236.69 $95.25 $330.11 $425.36 $101.76 $101.76 $16.99 $16.99 $203.52 $203.52 $407.04 LEONARD FUELS 0647-983297 0647-986621 0647-60541C 1057-991426 1057-985515 1057-989293 1057-987387 1057-990189 1057-992411 1057-992429 1057-992604 1057-986967 1057-57994 1357.6L @.861 58.80L @.9903 2X Service Furnace 286.8L @.915 498.1L @.801 605.8L @.907 510.1L @.815 26.2L @.946 47.31L @1.0699 61.44L@.9460 84.01L @1.0699 86.00L @.9637 Service Furnace $1,189.47 $59.25 $447.64 $267.04 $406.00 $559.13 $423.04 $25.22 $50.54 $57.90 $89.75 $82.59 $211.91 System: 2019-05-02 User ID: mfoster 10:58:45 AM Township of South Frontenac CHEQUE DISTRIBUTION REPORT 1057-60540C 1057-993294 Total EFT000000011195 EFT000000011196 2019-05-07 19/04/16-34 LEONARD, ELIZABETH Cleaning 2100511317 2100568802 MESSER CANADA INC. Oxygen Oxygen 21577 NORTHWAY HARDWARE V Belt 11326 R. THURSTON TECHNOLOGIES 19/04-19/06 Site Rental 253855 253959 SAFEDESIGN APPAREL LTD. Boots K.S. Boots M.D. Total EFT000000011196 EFT000000011197 2019-05-07 Total EFT000000011197 EFT000000011202 2019-05-07 Total EFT000000011202 EFT000000011208 2019-05-07 Total EFT000000011208 EFT000000011209 2019-05-07 Total EFT000000011209 EFT000000011213 2019-05-07 Service HVAC 57.01L @1.0876 SNIDER, LISA 19/01+19/02+19/03 Total EFT000000011213 EFT000000011215 2019-05-07 Cleaning 24556609 SUPERIOR PROPANE INC. 1402.9L @.51 SALES0072930 TOTAL POWER LTD Service+Inspection- Generator 43919 TRIM-LINE OF SOUTH EAST 7X Helmet Numbers 91343 TROUSDALE'S HOME HARDWARE Canadian Flag 896-922743 UNIVERSAL SUPPLY GROUP Head Light Bulb Total EFT000000011215 EFT000000011219 2019-05-07 Total EFT000000011219 EFT000000011220 2019-05-07 Total EFT000000011220 EFT000000011222 2019-05-07 Total EFT000000011222 EFT000000011224 2019-05-07 Total EFT000000011224 Total Fire Page: 3 Page 170 of 187 $223.97 $61.93 $4,155.38 $60.00 $60.00 $451.71 $359.85 $811.56 $7.11 $7.11 $381.60 $381.60 $126.08 $126.08 $252.16 $210.00 $210.00 $792.47 $792.47 $850.71 $850.71 $35.62 $35.62 $21.94 $21.94 $13.07 $13.07 $19,533.20 2110 Cvc# Cheque EFT000000011211 Date Inv # 2019-05-07 Vendor Description Amount SIGNS PLUS 3123 6X Civic Signs Total EFT000000011211 Total Cvc# $54.95 $54.95 $54.95 2400 Police Cheque 070175 Date 2019-05-07 Inv # Vendor Description MINISTER OF FINANCE-POLICE SERVICES 111504190858092 19/04 Policing Services Amount Total 070175 $250,492.00 $250,492.00 Total Police $250,492.00 2605 Build Cheque 070170 Date Inv # 2019-05-07 19/04/17 Total 070170 070172 Total 070172 070179 2019-05-07 Vendor KC SPENCER & ASSOCIATES WSIB Cert. P.S. LAND OF LAKES CHAPTER OBOA 2019 MEMBERSHIP C.B. OBOA Membership C.B. 2019-05-07 Amount $300.19 $300.19 $40.00 $40.00 SANTINI, KELLY 170407 Total 070179 EFT000000011188 Description 2019-05-07 43965 Legal Fees INDEPENDENT TELEPHONE SERVICES Ext 2227 C.B. Total EFT000000011188 Total Build $753.02 $753.02 $66.14 $66.14 $1,159.35 2620 Anml Ctl Cheque EFT000000011155 Date 2019-04-30 Total EFT000000011155 EFT000000011192 2019-05-07 Total EFT000000011192 Total Anml Ctl Inv # Vendor Description FRONTENAC MUNICIPAL LAW SF-AC-2019-APRIL 19/04 ANIMAL CONTROL KINGSTON HUMANE SOCIETY SF_KHS POUND_19-3 19/03 Pound Services SF_KHS POUND_19-3 19/03 Pound Services SF_KHS POUND_19-3 19/03 Pound Services SF_KHS POUND_19-3 19/03 Pound Services Amount $3,256.19 $3,256.19 -$186.83 -$45.00 $16.00 $1,157.14 $941.31 $4,197.50 System: 2019-05-02 User ID: mfoster 10:58:45 AM Township of South Frontenac CHEQUE DISTRIBUTION REPORT Page: 4 Page 171 of 187 2640 Bylaw enf Cheque EFT000000011155 Date 2019-04-30 Total EFT000000011155 EFT000000011183 2019-05-07 Inv # Vendor Description FRONTENAC MUNICIPAL LAW SF-P-2019-APRIL 19/04- PARKING BYLAW SF-P-2019-APRIL 19/04- PARKING BYLAW FRONTENAC MUNICIPAL LAW SF-B-2019-JANUARY 19/01 Bylaw Enforcement SF-B-2019-FEBRUARY 19/02 Bylaw Enforcement Total EFT000000011183 Total Bylaw enf Amount $457.92 $634.98 $1,092.90 $729.41 $528.54 $1,257.95 $2,350.85 Total PP&P $277,787.85 30 Trans 3000 PW OH Cheque 070174 Date Inv # 2019-05-07 14552 Total 070174 070190 2019-05-07 Vendor LLOYD BURNS MCINNIS LLP Insurance Deductible Amount $4,971.72 $4,971.72 VELDMAN, TONY 19/04/01-TIRE Total 070190 EFT000000011221 Description 2019-05-07 Tire 3393 TROUSDALE'S FOODLAND Drinks+ Food 212887 W.I. VILLAGER LTD 101 Umbrellas Total EFT000000011221 EFT000000011230 2019-05-07 Total EFT000000011230 Total PW OH $1,088.11 $1,088.11 $119.52 $119.52 $995.51 $995.51 $7,174.86 3005 RdAdmOH Cheque 070161 Total 070161 070176 Total 070176 EFT000000011221 Date Inv # 2019-05-07 Vendor Description STHFT-1904B STHFT-1904A APPLIED GEOLOGICS INC 2019 AGL Subscription 2019 Cartelite Subscription 42533 ORMSBEE'S MERCANTILE Pizza+ Dessert 6683 TROUSDALE'S FOODLAND Drinks for Training 2019-05-07 2019-05-07 Total EFT000000011221 Total RdAdmOH Amount $2,136.96 $3,653.59 $5,790.55 $81.36 $81.36 $22.70 $22.70 $5,894.61 3010 Cheque 070162 Total 070162 070170 Total 070170 EFT000000011158 Date Inv # 2019-05-07 Vendor Description 200390 618669 ATKINSON HOME BUILDING CENTRE Tape Measure 2 way Radios 19/04/17 KC SPENCER & ASSOCIATES WSIB Cert. S.M. 29461 A 29526 BOULTON SEPTIC/LARMON'S Brushing Flagging 24226837 24227024 BATTLEFIELD EQUIPMENT RENTALS 3X Chainloops Paint 2019-05-07 2019-05-07 Total EFT000000011158 EFT000000011163 2019-05-07 Total EFT000000011163 EFT000000011174 2019-05-07 Amount $30.52 $61.05 $91.57 $300.19 $300.19 $122.11 $506.76 $628.87 $69.67 $24.35 $94.02 DIG'N DIRT LTD. 1222 1218 Total EFT000000011174 EFT000000011180 2019-05-07 Float Roller- Keeley- Round Lk Took Roller from Cat to Keeley $254.40 $254.40 $508.80 Cleaning $320.00 $320.00 112.5L @.9991 83.35L @.9106 80.53L @.9106 98.52L @.9283 74.50L @.9283 98.79L @.9991 55.85L @.9991 75.73L @.9991 75.73L @.9991 77.83L @.9814 77.83L @.9814 104.34L@.9903 88.03L @.9903 80.00L @1.0434 711.7L @.895 $114.37 $75.54 $72.97 $91.05 $68.87 $98.41 $55.64 $75.45 $91.51 $76.14 $73.95 $103.01 $86.92 $83.31 $648.18 FISH, DOROTHY 5999 Total EFT000000011180 EFT000000011195 2019-05-07 LEONARD FUELS 0363-998391 1058-994738 1058-995518 1058-996780 1058-997102 1058-997687 1058-997989 1058-998521 1058-999166 1058-999572 1058-100021 1058-100105 1058-100126 1058-100183 1058-996898 System: 2019-05-02 User ID: mfoster 10:58:45 AM Township of South Frontenac CHEQUE DISTRIBUTION REPORT 1058-993666 1056-998945 Total EFT000000011195 EFT000000011196 2019-05-07 824.6L @.917 LUBES 19/04/27-35 LEONARD, ELIZABETH Cleaning 544 PRO-TECH TRAINING SERVICES INC. 22X Air Brake Course 19/04-G,B,P 19/04-G,B,P 19/04-G,B,P 19/04-G,B,P R&D NELSON GENERAL MAINTENANCE 19/03+19/04 General Maint. 19/03+19/04 General Maint. 19/03+19/04 General Maint. 19/03+19/04 General Maint. 2505462 RIGNEY BUILDING SUPPLIES Ceiling Tiles S-0058216 SWEET'S SAND & GRAVEL Float Rental K609018 K609605 SWISH MAINTENANCE LIMITED Garbage Bags+Paper Towels Garbage Bags 3615 6614 6614 TROUSDALE'S FOODLAND Water Coffee+Cream+Sugar+Water Coffee+Cream+Sugar+Water 91791 91749 221684 221759 603721 603720 91342 506261 TROUSDALE'S HOME HARDWARE Nozzle+Utility Blades Strapping+Staples+Rope+Tape Ceiling Panel 5X Marking Paint Steel Roof Edge Electical Box Plywood to Fix Roof Ceiling Rail 836520 834091 UCF/MCKEOWN & WOOD FUELS 803.20L @.921 1768.50l @.901 101021918 VERONA HARDWARE LIMITED Batteries+Rake Total EFT000000011196 EFT000000011204 2019-05-07 Total EFT000000011204 EFT000000011205 2019-05-07 Total EFT000000011205 EFT000000011206 2019-05-07 Total EFT000000011206 EFT000000011216 2019-05-07 Total EFT000000011216 EFT000000011217 2019-05-07 Total EFT000000011217 EFT000000011221 2019-05-07 Total EFT000000011221 EFT000000011222 2019-05-07 Total EFT000000011222 EFT000000011225 2019-05-07 Total EFT000000011225 EFT000000011227 2019-05-07 Total EFT000000011227 Total Page: 5 Page 172 of 187 $769.47 $182.92 $2,767.71 $300.00 $300.00 $2,910.34 $2,910.34 $128.22 $109.90 $90.22 $90.22 $418.56 $56.07 $56.07 $498.62 $498.62 $212.62 $100.58 $313.20 $59.80 $32.41 $32.42 $124.63 $360.75 $151.77 $23.48 $35.56 $10.16 $45.78 $30.47 $46.24 $704.21 $796.66 $1,718.10 $2,514.76 $35.19 $35.19 $12,586.74 3210 Brushing Cheque 070167 Date Inv # 2019-05-07 Vendor 2019-05-07 2019-05-07 Flagging Flagging Flagging Flagging Flagging Flagging Flagging Brushing $413.40 $413.40 $413.40 $413.40 $438.59 $211.91 $463.77 $463.77 $3,231.64 BOULTON SEPTIC/LARMON'S Flagging Brushing Brushing Brushing Brushing 24226657 24226837 BATTLEFIELD EQUIPMENT RENTALS Hot Patching Geotextile Total EFT000000011163 EFT000000011174 2019-05-07 $485.39 $485.39 $485.39 $485.39 $485.39 $2,426.95 $119.09 $539.18 $658.27 DIG'N DIRT LTD. 1219 Total EFT000000011174 EFT000000011194 2019-05-07 Float 904+ Bush Hog 43452 L.D. POWER SPORTS Chainsaw Chain S-0058232 S-0058212 SWEET'S SAND & GRAVEL Brush Cutter Rental Brush Cutter Rental Total EFT000000011194 EFT000000011216 2019-05-07 Total EFT000000011216 $1,221.12 $1,221.12 29525 29556 29554 29557 29555 Total EFT000000011158 EFT000000011163 2019-05-07 Total Brushing Remove Birch+ Prune 3 Maples SNIDER, PERCY 19/03/28-33 19/03/29-34 19/04/02-35 19/04/04-36 19/04/10-43 19/04/11-44 19/04/16-11 19/04/17-12 Total 070180 EFT000000011158 Amount GIDDY, RYAN 19/04/18 Total 070167 070180 Description $381.60 $381.60 $76.31 $76.31 $5,604.94 $6,923.75 $12,528.69 $20,524.58 System: 2019-05-02 User ID: mfoster 10:58:45 AM Township of South Frontenac CHEQUE DISTRIBUTION REPORT Page: 6 Page 173 of 187 3215 Drainage Cheque EFT000000011216 Date Inv # 2019-05-07 S-0058213 Vendor Description SWEET'S SAND & GRAVEL Gravel Total EFT000000011216 Total Drainage Amount $200.78 $200.78 $200.78 3310 Hardtop Patching Cheque 070180 Date Inv # 2019-05-07 Vendor Amount SNIDER, PERCY 19/04/05-45 19/04/09-47 19/04/10-48 19/04/10-49 19/04/11-50 19/04/11-01 19/04/12-13 19/04/15-14 19/04/16-15 19/02/26-11 Total 070180 EFT000000011158 Description 2019-05-07 29527 29528 Total EFT000000011158 EFT000000011203 2019-05-07 Patching Patching Patching Patching Patching Patching Patching Patching Patching Patching BOULTON SEPTIC/LARMON'S Hot Patching Hot Patching $934.16 $934.16 $934.16 $934.16 $934.16 $934.16 $817.39 $934.16 $934.16 $992.55 $9,283.22 $4,721.66 $944.33 $5,665.99 O. BETTSCHEN 42171 Total EFT000000011203 EFT000000011222 2019-05-07 988309 Cold Patch TROUSDALE'S HOME HARDWARE Patching Total EFT000000011222 Total Hardtop Patching $10,663.73 $10,663.73 $5,182.13 $5,182.13 $30,795.07 3315 Sweeping Cheque 070180 Date Inv # 2019-05-07 Vendor Description Amount SNIDER, PERCY 19/04/01-04 19/03/29-02 19/04/02-05 19/04/03-06 19/04/04-07 19/04/05-08 Sweeping Sweeping Sweeping Sweeping Sweeping Sweeping Total 070180 Total Sweeping $732.67 $366.34 $412.13 $732.67 $356.16 $676.70 $3,276.67 $3,276.67 3405 Washout Cheque EFT000000011203 Date Inv # 2019-05-07 Vendor Description Amount O. BETTSCHEN 42191 42191 42137 42129 42129 42129 42130 42127 42128 42128 Total EFT000000011203 EFT000000011216 2019-05-07 S-0058173 S-0058295 S-0058281 Gravel Gravel Gravel Gravel Gravel Gravel Gravel Gravel Gravel Gravel SWEET'S SAND & GRAVEL Gravel Gravel Gravel Total EFT000000011216 Total Washout $419.99 $127.48 $54.88 $468.83 $2,015.39 $177.82 $1,560.05 $268.31 $635.57 $2,865.14 $8,593.46 $4,181.36 $3,183.35 $322.66 $7,687.37 $16,280.83 3425 Gradng & Grvl resurf Cheque EFT000000011203 Date Inv # 2019-05-07 Vendor Description Amount O. BETTSCHEN 42191 42137 42168 Total EFT000000011203 EFT000000011216 2019-05-07 S-0058173 S-0058213 S-0058282 S-0058281 S-0058174 Gravel Gravel Gravel SWEET'S SAND & GRAVEL Gravel Gravel Grader Rental Gravel Gravel Total EFT000000011216 Total Gradng & Grvl resurf $666.62 $250.79 $1,595.59 $2,513.00 $115.59 $2,671.98 $1,738.06 $2,534.10 $1,518.00 $8,577.73 $11,090.73 3502 Winter Prop Damage Cheque Date Inv # Vendor Description Amount System: 2019-05-02 User ID: mfoster 10:58:45 AM Township of South Frontenac CHEQUE DISTRIBUTION REPORT 2019-05-07 SYDENHAM LANDSCAPE PRODUCTS Grass Seed EFT000000011218 3957 Total EFT000000011218 Total Winter Prop Damage Page: 7 Page 174 of 187 $131.27 $131.27 $131.27 3506 Snow Clearing Sidewalks Cheque 070180 Date Inv # 2019-05-07 Vendor Description Amount SNIDER, PERCY 19/01/16-24-2 19/01/16-24-2 19/02/24-02 19/02/25-03 19/02/25-03 Snow Plowing Snow Plowing Sanding Sanding Sanding Total 070180 Total Snow Clearing Sidewalks $193.34 $101.76 $315.46 $437.57 $183.17 $1,231.30 $1,231.30 3515 Stock Snd&Slt Cheque EFT000000011190 Date Inv # 2019-05-07 Vendor Description K+S WINDSOR SALT LTD Winter Salt Amount Total EFT000000011190 $3,493.49 $3,493.49 Total Stock Snd&Slt $3,493.49 5300432284 3615 Street signs Cheque EFT000000011164 Date Inv # 2019-05-07 361036 Total EFT000000011164 EFT000000011211 2019-05-07 Vendor Description BMR MANUFACTURING INC. Sign Posts+Signs Amount $4,054.24 $4,054.24 SIGNS PLUS 3127 Total EFT000000011211 EFT000000011222 2019-05-07 91791 91885 Street Sign TROUSDALE'S HOME HARDWARE Lumber Lumber Total EFT000000011222 Total Street signs $37.59 $37.59 $29.27 $54.52 $83.79 $4,175.62 3620 Reg signs Cheque EFT000000011164 Date Inv # 2019-05-07 361036 Total EFT000000011164 EFT000000011211 2019-05-07 Vendor Description BMR MANUFACTURING INC. Sign Posts+Signs Amount $6,076.12 $6,076.12 SIGNS PLUS 3123 3X Street Signs Total EFT000000011211 Total Reg signs $82.27 $82.27 $6,158.39 3625 RR cross mnt Cheque EFT000000011167 Date Inv # 2019-05-07 11110744 Vendor Description CANADIAN PACIFIC RAILWAY 19/04 Flasher Contract Amount Total EFT000000011167 $744.00 $744.00 Total RR cross mnt $744.00 3640 Warning Sgns Cheque EFT000000011164 Date Inv # 2019-05-07 Vendor Description BMR MANUFACTURING INC. 50X "Overhead Wire" signs Amount Total EFT000000011164 $349.04 $349.04 Total Warning Sgns $349.04 361035 3800 Crssng Guards Cheque EFT000000011169 Date Inv # 2019-05-07 86449 Vendor Description COMMISSIONAIRES SECURITY SOLUTIONS Crossing Guards Amount Total EFT000000011169 $1,022.31 $1,022.31 Total Crssng Guards $1,022.31 Total Trans $125,130.29 40 Env 5005 SW & Fac OH Cheque EFT000000011162 Date Inv # 2019-05-07 Description 6193 ASSELSTINE HARDWARE Rake 91787 TROUSDALE'S HOME HARDWARE Ratchet Straps Total EFT000000011162 EFT000000011222 2019-05-07 Total EFT000000011222 Vendor Amount $39.66 $39.66 $30.52 $30.52 System: 2019-05-02 User ID: mfoster 10:58:45 AM Township of South Frontenac CHEQUE DISTRIBUTION REPORT Total SW & Fac OH Page: 8 Page 175 of 187 $70.18 5105 Garb coll Cheque 070159 Total 070159 EFT000000011154 Date 2019-04-30 2019-04-30 Inv # Vendor SNIDER, PERCY 19/04 DISPOSAL 19/04 DISPOSAL 19/04 DISPOSAL -FUEL 19/04 DISPOSAL -FUEL Description 19/04 DISPOSAL 19/04 DISPOSAL 19/04 DISPOSAL Fuel Adj 19/04 DISPOSAL Fuel Adj BOULTON SEPTIC/LARMON'S COLLECTION 19/04 COLLECTION 19/04 COLLECTION19/04-FUEL COLLECTION 19/04- Fuel Adj. Total EFT000000011154 Total Garb coll Amount $11,940.74 $9,856.55 $94.95 $78.37 $21,970.61 $12,197.80 $96.99 $12,294.79 $34,265.40 5110 Gab disp Cheque EFT000000011157 Date 2019-04-30 Total EFT000000011157 EFT000000011200 2019-05-07 Inv # Vendor Description WHALEY, GEORGE 19/04 DISPOSAL 19/04 DISPOSAL MCNICHOLS CONSTRUCTION LTD 19/04/17-SALEM DUMP Excavator+Triaxle Rental Total EFT000000011200 EFT000000011203 2019-05-07 Amount $1,935.80 $1,935.80 $2,706.82 $2,706.82 O. BETTSCHEN 42195 Total EFT000000011203 EFT000000011229 2019-05-07 812364 Shot Rock WHALEY, GEORGE 19/04 Landfill Services Total EFT000000011229 Total Gab disp $946.90 $946.90 $5,271.17 $5,271.17 $10,860.69 5200 Recyc Cheque 070183 Date Inv # 2019-05-07 Vendor Description VIP DISTRIBUTION (2000) INC. 100X Mesh Covers Amount Total 070183 $934.96 $934.96 Total Recyc $934.96 30812 5205 Recyc Coll Cheque 070159 Total 070159 EFT000000011154 Date 2019-04-30 2019-04-30 Inv # Vendor SNIDER, PERCY 19/04 DISPOSAL 19/04 DISPOSAL 19/04 DISPOSAL 19/04 DISPOSAL -FUEL 19/04 DISPOSAL -FUEL 19/04 DISPOSAL -FUEL Description 19/04 DISPOSAL 19/04 DISPOSAL 19/04 DISPOSAL 19/04 DISPOSAL Fuel Adj 19/04 DISPOSAL Fuel Adj 19/04 DISPOSAL Fuel Adj BOULTON SEPTIC/LARMON'S COLLECTION 19/04 COLLECTION 19/04 COLLECTION19/04-FUEL COLLECTION 19/04- Fuel Adj. Total EFT000000011154 Total Recyc Coll Amount $12,881.10 $11,232.19 $11,989.49 $102.44 $89.31 $95.34 $36,389.87 $10,492.73 $83.44 $10,576.17 $46,966.04 5305 HHW Cheque EFT000000011165 Date Inv # 2019-05-07 20190067 Vendor Description BRENDAR ENVIRONMENTAL INC. 19/03 HHW Services Total EFT000000011165 Amount $6,090.60 $6,090.60 Total HHW $6,090.60 Total Env $99,187.87 70 Cem 7000 Health Cheque EFT000000011153 Date 2019-04-30 Inv # Vendor Description D G YOUNGE CONCRETE BURIAL VAULTS SERVICES 19/04 SERVICES 19/04 Total EFT000000011153 Amount $875.14 $875.14 Total Health $875.14 Total Cem $875.14 80 Rec 8000 Rec Cheque 070163 Date Inv # 2019-05-07 2582 Total 070163 070168 2019-05-07 Vendor Description CANADIAN RAMP COMPANY Skakeboard Park Study 50% GOWER, TERRA Amount $6,750.00 $6,750.00 System: 2019-05-02 User ID: mfoster 10:58:45 AM Township of South Frontenac CHEQUE DISTRIBUTION REPORT 19/04/23 LOUGH REC Total 070168 070169 Total 070169 070177 Total 070177 EFT000000011156 2019-05-07 2019-05-07 2019-04-30 HOLLAND, TRACY 19/04/01 SF REC 19/04/01 SF REC 19/04/01 SF REC 19/04/01 SF REC 19/04/23 LOUGH REC 19/04/23 LOUGH REC PARFITT, HELEN 19/04/23 LOUGH REC 19/04/23 LOUGH REC LEONARD, ELIZABETH 19/04 MAINTENANCE 19/04 MAINTENANCE Total EFT000000011156 EFT000000011162 2019-05-07 6152 Total EFT000000011162 EFT000000011166 2019-05-07 Total EFT000000011166 EFT000000011177 2019-05-07 Total EFT000000011181 EFT000000011187 2019-05-07 ERLICHMAN, WOLFE 19/04/01 SF REC 19/04/01 SF REC 19/04/01 SF REC 19/04/01 SF REC $32.47 $32.47 $142.50 $142.50 $48.77 $48.77 $32.47 $44.58 $77.05 $32.47 $37.14 $69.61 FOX, KEVIN 19/04/01 SF REC 19/04/01 SF REC 19/04/01 SF REC 19/04/01 SF REC $32.47 $31.70 $64.17 HOWE, MIKE 19/04/01 SF REC 19/04/01 SF REC 19/04/23 LOUGH REC 19/04/01 SF REC 19/04/01 SF REC 19/04/23 LOUGH REC $32.47 $4.96 $32.47 $69.90 198051 198051 19/05 Monitoring+Rental 19/05 Monitoring+Rental $28.49 $28.49 $56.98 MOREY, PAM 19/04/01 SF REC 19/04/01 SF REC 19/04/01 SF REC 19/04/01 SF REC $32.47 $5.25 $37.72 LONDRY ALARMS 19/04-G,B,P 19/04-G,B,P R&D NELSON GENERAL MAINTENANCE 19/03+19/04 General Maint. 19/03+19/04 General Maint. 2505462 RIGNEY BUILDING SUPPLIES Ceiling Tiles SCHJERNING, MARK 19/04/01 SF REC 19/04/01 SF REC 19/04/01 SF REC 19/04/01 SF REC 19/04/23 LOUGH REC 19/04/23 LOUGH REC $348.02 $90.23 $438.25 $56.07 $56.07 $32.47 $4.16 $32.47 $69.10 SLEETH, SARAH 19/04/26-46 Total EFT000000011212 EFT000000011216 2019-05-07 Cleaning S-0058280 SWEET'S SAND & GRAVEL Stone Dust 3968 SYDENHAM LANDSCAPE PRODUCTS Sand-Horseshoe Pits 91372 91790 91464 TROUSDALE'S HOME HARDWARE Lumber+Hardware Solar Dock Light+ Caps Key+Utility Box Cover Total EFT000000011216 EFT000000011218 2019-05-07 Total EFT000000011218 EFT000000011222 2019-05-07 Total EFT000000011228 EFT000000011231 2019-05-07 $32.47 $3.07 $32.47 $68.01 $624.41 $246.56 $870.97 Total EFT000000011210 EFT000000011212 2019-05-07 Total EFT000000011226 EFT000000011228 2019-05-07 $32.47 $32.47 Thermostat Service Heat Pump Total EFT000000011205 EFT000000011206 2019-05-07 Total EFT000000011222 EFT000000011226 2019-05-07 Page 176 of 187 EVERTEMP INC Total EFT000000011201 EFT000000011205 2019-05-07 Total EFT000000011206 EFT000000011210 2019-05-07 9 33570 33571 Total EFT000000011187 EFT000000011198 2019-05-07 Total EFT000000011198 EFT000000011201 2019-05-07 ASSELSTINE HARDWARE Water Softener Salt BROWN, DONNA 19/04/01 SF REC 19/04/01 SF REC 19/04/01 SF REC 19/04/01 SF REC Total EFT000000011177 EFT000000011178 2019-05-07 Total EFT000000011178 EFT000000011181 2019-05-07 19/04/23 LOUGH REC Page: VANDEWAL, SARAH 19/04/23 LOUGH REC 19/04/23 LOUGH REC $560.00 $560.00 $885.80 $885.80 $152.64 $152.64 $132.31 $83.92 $4.56 $220.79 $65.00 $65.00 WASH, PAUL 19/04/23 LOUGH REC 19/04/23 LOUGH REC $32.47 $32.47 WOOD, ALVIN 19/04/01 SF REC 19/04/01 SF REC 19/04/01 SF REC 19/04/01 SF REC $32.47 $21.80 $54.27 Total EFT000000011231 Total Rec $10,855.01 8036 Family Day Cheque EFT000000011228 Date Inv # 2019-05-07 Description Amount WASH, PAUL 261 Total EFT000000011228 Vendor Family Day Photography $300.00 $300.00 System: 2019-05-02 User ID: mfoster 10:58:45 AM Township of South Frontenac CHEQUE DISTRIBUTION REPORT Total Family Day Page: 10 Page 177 of 187 $300.00 8250 HSMITH BEAUT. COMM. Cheque 070173 Date Inv # 2019-05-07 Vendor Description Amount LAW, RICK 19/04/12-16 2X Metal Poppy Sprays Total 070173 Total HSMITH BEAUT. COMM. $400.00 $400.00 $400.00 8405 Ver&Dis Hist Cheque EFT000000011184 Date Inv # 2019-05-07 Vendor Description THE FRONTENAC NEWS Ad-Frontenac Visitor Guide Amount Total EFT000000011184 $178.08 $178.08 Total Ver&Dis Hist $178.08 69703 Total Rec $11,733.09 90 Plan 9000 Plan Cheque 070166 Date Inv # 2019-05-07 Vendor 2019-05-07 25127 Total 070184 070188 2019-05-07 19/04 COA 19/04 COA WATSON & ASSOCIATES ECONOMISTS LTD Background Study and By-law $200.00 $109.96 $309.96 $1,428.46 $1,428.46 NOLAN, MIKE 19/04 COA 19/04 COA Total 070188 EFT000000011170 Amount GEE, KEN 19/04 COA 19/04 COA Total 070166 070184 Description 2019-05-07 55685 Total EFT000000011170 EFT000000011187 2019-05-07 19/04 COA 19/04 COA COUNTY OF FRONTENAC COA Training $100.00 $140.16 $240.16 $396.51 $396.51 HOWE, MIKE 19/04 COA 19/04 COA Total EFT000000011187 EFT000000011199 2019-05-07 36809 19/04 COA 19/04 COA MARCHANT MARKING DEVICES LTD. Commissioner Stamp M.H. Total EFT000000011199 $50.00 $14.86 $64.86 $56.93 $56.93 Total Plan $2,496.88 Total Plan $2,496.88 99 9999 Cheque 070186 Total 070186 EFT000000011207 Date 2019-05-07 Inv # Description MALTBY CENTRE 2019 TAX REFUND Tax Refund 2019-05-07 634139 634140 634138 634137 634136 634134 634135 634133 633750 633747 633746 633745 633748 633752 633751 633668 633644 633647 633643 633864 633863 633862 633867 633749 Total EFT000000011207 Vendor ROSEN ENERGY GROUP B 692.3L CLR @1.0637 B 885.1L MKD @.9307 B 440.6L GAS @1.1272 P 585.7L MKD @.9307 P 878.2L CLR @1.0637 F 994.7L CLR @1.0637 F 884.8L MKD @.9307 F 372.9L GAS @1.1272 B 688.3L GAS @1.0642 F 1057.5L MKD @.9077 F 609.2L CLR @1.0407 F 1312.6L GAS @1.0642 P 1540.2L CLR @ 1.0407 B 1140.8L MKD @.9077 B 783.7L CLR @1.0407 SUN 638.4L CLR @ 1.0387 F 1015.4L CLR @1.0407 F 1811.9L MKD @.9077 F 2300.2L GAS @ 1.0152 F 1599.2L MKD @.9087 F 656.2L CLR @1.0417 F 1535.6L GAS @1.0872 SUN 631.4L CLR @1.0417 P 1163.9 L MKD @.9077 Amount $1,542.08 $1,542.08 $749.36 $838.26 $505.38 $554.69 $950.58 $1,076.69 $837.97 $427.72 $745.38 $976.79 $645.15 $1,421.45 $1,631.11 $1,053.17 $829.95 $674.77 $1,075.32 $1,673.61 $2,376.26 $1,478.76 $695.59 $1,699.22 $669.30 $1,075.06 $24,661.54 Total $26,203.62 Total $26,203.62 Total $579,558.33 Page 178 of 187 REPORT TO COUNCIL TREASURY DEPARTMENT AGENDA DATE: May 7, 2019 SUBJECT: 2019 Community Grants RECOMMENDATION: For information. BACKGROUND: On April 30th, the Corporate Services Committee met and reviewed the staff recommendation on the received community grants. 2019 is the sixth year that the Township accepted applications for the Community Project Grant program. Website and newspaper ads were placed soliciting applications. The program’s scope and guidelines were expanded for 2019 along with an increase in the available funding from $20,000 to $35,000. In addition, there was a carryover from 2018 of $1,707. On March 19th, Council endorsed the revised Community Grants Policy, attached. The revised program includes:    allow capital projects up to an amount of $5,000 as long as the applicant was also providing matching funding. Increase the limit for other projects or events from $2,000 to a maximum $2,500 Expand the scope to also allow sponsorship of community events provided that the requested amount is for a specific aspect of the event and that the sponsorship be clearly acknowledged and promoted with the event and in all materials. Some pre-existing guidelines remain unchanged, such as:   The organization or group must operate a business, provide a service or event within the geographic boundaries of the Township of South Frontenac Community organizations are defined as not for profit including unincorporated groups or registered charities. Due to the change in the program, the normal March 31st deadline was extended to April 15th. 20 applications were received. The CAO and Treasurer reviewed and evaluated the applications against the Community Project Grant Policy. The applications were summarized along with recommendations and presented to the Corporate Services Committee. The attached document provides a summary of all applications received along with the allocations approved by the Committee. A remaining amount of $4,965 will be carried over for the 2020 Community Grants program. ATTACHMENTS Summary of applications received and allocations Submitted/approved/prepared by: Louise Fragnito, Director of Corporate Services & Treasurer Our strength is our community. Summary of Grant Applications received and recommended: Applicant Purpose 2019 Budget Amount Comments requested 36,707.00 Eligible Amount Staff Recommended Committee Approved Sponsorship South Frontenac Rides Entertainment 1,750.00 1,750.00 1,750.00 1,750.00 Battersea Pumpkin Festival Festival supplies and rentals 2,500.00 2,500.00 2,500.00 2,500.00 Sydenham Women's Institute 100th celebration 2,500.00 not for laptop, printer or digitizing 2,500.00 2,000.00 2,500.00 S&A Club Façade/parking lot repairs 5,000.00 No financials and no matching funds , recommend for CIP 0.00 0.00 0.00 Queen's Biological - Elbow lake new accessible trail 5,000.00 5,000.00 4,500.00 0.00 Sydenham Lake Canoe Club 2nd dock 2,200.00 submitted late 0.00 0.00 0.00 Fourteen Island North Feeder Lake Association Lane signage/blue box storage 1,000.00 62 households 1,000.00 1,000.00 1,000.00 Inverary Youth Bathroom renovations 5,000.00 5,000.00 5,000.00 5,000.00 Capital Community Assets Sydenham Minor Softball Association Canteen upgrades 2,500.00 submitted late VCA Cenotaph sidewalks and benches 2,500.00 in conjunction with Lions Club 2,500.00 0.00 2,500.00 2,500.00 Lions Club of Verona Sydenham & District Lions Club Cenotaph bench Sydenham Village entrance lighting - Rutledge Road (West entrance) 2,500.00 in conjunction with VCA, bench cost is 1,492.17 2,000.00 1,492.17 2,000.00 1,492.00 1,500.00 1,492.00 2,000.00 Sydenham Minor Softball Association Portland and District Heritage Society 20 helmets and screen to meet new safety standards Student - Digitize records - Harrowsmith, Sydenham and Battersea 2,500.00 no financials provided 2,000.00 May not be sufficient dollars for staffing 0.00 2,000.00 0.00 1,500.00 0.00 2,000.00 New Leaf Link (NeLL) New Summer Program 2,000.00 Council endorsed 2,000.00 2,000.00 2,000.00 Frontenac 4H Horse Club Start up costs for season 1,500.00 no financials provided 1,500.00 1,500.00 1,500.00 Wintergreen Studios Establish bee program and apiary 2,079.25 2,079.25 1,965.00 0.00 Frontenac Fury Coach and player development program Computer, composter and community gardens - community access 2,500.00 2,500.00 2,500.00 2,500.00 2,500.00 2,500.00 2,500.00 2,500.00 2,500.00 52,029.25 2,500.00 38,821.42 2,500.00 36,707.00 - 2,500.00 31,742.00 4,965.00 Operating Bellrock Community Hall Frontenac Minor Hockey Association IP/Minor Equipment Purchase Total Grant previously provided in 2018 or not fully funded in 2019 Remaining Budgeted Funds ( to be carried over to 2020) Page 179 of 187 Page 180 of 187 April 16, 2019 Below is a copy of a Resolution adopted by Brantford City Council at its meeting held March 26, 2019. In keeping with City Council’s direction, a copy is being distributed to other municipalities in the Province of Ontario. C. Touzel City Clerk RESOLUTION 6.1 Single-Use Plastic Straws WHEREAS section 8(1) of the Municipal Act, 2001 requires that the powers of a municipality are to be interpreted broadly so as to confer broad authority on the municipality to enable the municipality to govern its affairs as it considers appropriate and to enhance the municipality’s ability to respond to municipal issues; and WHEREAS section 8(3) of the Municipal Act, 2001 permits the municipality to pass by-laws under section 10 and 11 which: regulates or prohibits the matter; and to require persons to do things respecting the matter; and WHEREAS section 10(2) of the Municipal Act, 2001 permits single-tier municipalities to pass by-laws respecting the following matters: economic, social and environmental well-being of the municipality, including respecting climate change; and WHEREAS the Council of The Corporation of the City of Brantford wishes to consider regulating or prohibiting the sale and distribution of single-use plastic straws in the municipality in order to reduce: (a) littering; (b) the impact on landfills; (c) the impact on sewers; and (d) the contribution to climate change; NOW THEREFORE BE IT RESOLVED THAT City Staff BE DIRECTED to: 1. Analyze the impacts of single-use plastic straws in the municipality; and how to reduce those impacts through the regulation and prohibition of single-use plastic straws; Page 181 of 187 2 2. Consult with the public and impacted industries, including but not limited to: i. Retail Stores; ii. Restaurants; iii. Manufacturers and Distributors, as applicable; iv. Chamber of Commerce; v. Brantford Accessibility Advisory Committee; and vi. Brantford Environmental Policy Advisory Committee; 3. THAT City Staff REPORT BACK to Council on the results of their analysis and consultation; along with a process, including timelines, to: a. In the first phase, regulate the sale and distribution of single-use plastic straws, taking into account existing inventories and the sourcing of alternate suppliers; and b. In the final phase, prohibit the sale and distribution of single-use plastics straws. 4. THAT a copy of this resolution BE FORWARDED to the MP and MPP Brantford-Brant, the Association of Municipalities of Ontario (AMO), the Federation of Canadian Municipalities (FCM) and other municipalities in the Province of Ontario. Page 182 of 187 For accessibility as sistanc e with this doc ument, please phone Elections Ontari o at 1-888-668- 8683, F ax at 1- 866-714-2809, TTY at 1-888- 292-2312 or hr@ elections.on.c a. News Release FOR IMMEDIATE RELEASE Elections Ontario reports on transformative election TORONTO, April 18, 2019 – Elections Ontario today released its 2018 general election report, Modernizing Ontario’s Electoral Process. In the report, the Chief Electoral Officer makes 13 recommendations for legislative change to further enhance elections in Ontario. Key recommendations include creating a single address authority, taking responsibility for municipal voters lists, and advancing a number of legislative revisions to better ensure the integrity of provincial elections. The 2018 general election was the first time technology had been used in polls across Ontario for a provincial election. Over 50% of voting locations used electronic poll books (e-Poll books) and vote tabulators to serve 90% of Ontario’s voters on election day. Election officials used e-Poll books to quickly strike names off the voters list, while vote tabulators electronically counted ballots—delivering results within 15 minutes of the close of polls. Recommendations  Establish a single address authority to standardize addressing across Ontario and improve services that rely on address information.  Make Elections Ontario responsible for municipal voters lists to increase consistency and accuracy between voters lists.  Extend the election calendar to ensure the successful delivery of provincial elections.  Allow Elections Ontario to levy administrative penalties to address minor infractions of the Election Act and Election Finances Act.  Provide a regular, scheduled review of electoral district boundaries to maintain effective representation for Ontario’s growing population.  Establish standards for voting technology to preserve the integrity of the vote for Ontario elections.  Change election day to a day when school is not in session to provide easier access to schools as voting locations, while enhancing the safety and security of school children. Page 183 of 187  Set a threshold for audit of financial statements from political entities to reduce the subsidies paid to auditors by Elections Ontario.  Subject Ontario’s political parties to privacy laws to protect the personal information of voters.  Establish 10 days of rotating advance voting to support a growing interest in alternative voting options.  Make administrative and technical adjustments to the Election Act and Election Finances Act to streamline processes and meet changing needs. Quote “I am pleased to share this report and the journey that led to the introduction of technology in the polls. I have made a number of recommendations to build upon this success and to continue improving elections for voters in this province.” – Greg Essensa, Chief Electoral Officer of Ontario Elections Ontario is the non-partisan agency responsible for administering provincial elections, byelections and referenda. For more information, visit elections.on.ca or call 1.888.668.8683 (TTY: 1.888.292.2312). Aussi disponible en français Contact Elections Ontario Media media@elections.on.ca 1.866.252.2152 Page 184 of 187 19-002850 Dear Head of Council: Ontario’s Government for the People is committed to building more housing and bringing down costs for the people of Ontario. To help fulfill this commitment, we have developed a broadbased action plan to address the barriers getting in the way of new ownership and rental housing. More Homes, More Choice (the action plan) outlines our government’s plan to tackle Ontario’s housing crisis, while encouraging our partners to do their part. We are taking steps to make it faster and easier for municipalities, non-profits and private firms to build the right types of housing in the right places, to meet the needs of people in every part of Ontario. As part of the action plan, we are proposing changes that would streamline the complex development approvals process to remove unnecessary duplication and barriers, while making costs and timelines more predictable. We are also proposing changes that would make it easier to build certain types of priority housing such as second units. On May 2, 2019, the government introduced Bill 108 (the bill), the proposed More Homes, More Choice Act, 2019, in the Ontario Legislature. While the bill contains initiatives from various ministries, I would like to share some details regarding initiatives led by the Ministry of Municipal Affairs and Housing. Planning Act Schedule 12 of the bill proposes changes to the Planning Act that would help make the planning system more efficient and effective, increase housing supply in Ontario, and streamline planning approvals. If passed, the proposed changes would:    Streamline development approvals processes and facilitate faster decisions, Increase the certainty and predictability of the planning system, Support a range and mix of housing options, and boost housing supply, Page 185 of 187   Make charges for community benefits more predictable, and Make other complementary amendments to implement the proposed reforms, including how the proposed changes would affect planning matters that are in-process. Amendments to the Planning Act are also proposed to address concerns about the land use planning appeal system. Proposed changes would broaden the Local Planning Appeal Tribunal’s jurisdiction over major land use planning matters (e.g., official plan amendments and zoning by-law amendments) and give the Tribunal the authority to make a final determination on appeals of these matters. The Ministry of the Attorney General is also proposing changes to the Local Planning Appeal Tribunal Act, 2017 to complement these changes (see Schedule 9 of the bill). Development Charges Act Schedule 3 of the bill proposes changes to the Development Charges Act that would make housing more attainable by reducing costs to build certain types of housing and would increase the certainty of costs to improve the likelihood of developers proceeding with cost sensitive projects, such as rental housing. If passed, the proposed changes would:     Make it easier for municipalities to recover costs for waste diversion, Increase the certainty of development costs in specific circumstances and for certain types of developments, Make housing more attainable by reducing costs to build certain types of homes, and Make other complementary amendments to implement the proposed reforms. Further consultation on the Planning Act and Development Charges Act We are interested in receiving any comments you may have on the proposed changes to the Planning Act and the Development Charges Act. Comments on these proposed measures can be made through the Environmental Registry of Ontario as follows:   Planning Act: posting number 019-0016 Development Charges Act: posting number 019-0017 The Environmental Registry postings provide additional details regarding the proposed changes. A Place to Grow: Growth Plan for the Greater Golden Horseshoe Page 186 of 187 A Place to Grow: Growth Plan for the Greater Golden Horseshoe is an important part of the action plan that addresses the needs of the growing population, the diversity of the region and its people, and the local priorities. With A Place to Grow, we will make it faster and easier to build housing so that the growing number of people who live and work in the Greater Golden Horseshoe can find a home. We recognize that different parts of Ontario need different solutions, including Northern and rural Ontario. While the Growth Plan for Northern Ontario continues to guide long-term economic growth in the North, our government is taking steps right now to support this growth by reducing red tape and burdens in Ontario’s Northern and rural communities with More Homes, More Choice. Taken together, the actions outlined in More Homes, More Choice - including the proposed changes detailed above - will make it easier to build the right types of housing in the right places, make housing more affordable and help taxpayers keep more of their hard-earned dollars. Building more housing will make the province more attractive for employers and investors, proving that Ontario is truly Open for Business. This action plan is complemented by our recently announced Community Housing Renewal Strategy, which will help sustain, repair and grow our community housing system. Together these two plans will ensure that all Ontarians can find a home that meets their needs. At the same time, More Homes, More Choice underscores our commitment to maintain Ontario’s vibrant agricultural sector and employment lands, protect sensitive areas like the Greenbelt, and preserve cultural heritage. Our plan will ensure that every community can build in response to local interests and demand while accommodating diverse needs. Our government recognizes the key role that municipalities will play in implementing the action plan, and we know that you share our desire to bring more housing to the people of Ontario. I look forward to working with you as we implement More Homes, More Choice. Sincerely, Steve Clark Minister c: Chief Administrative Officer Clerk Page 187 of 187 TOWNSHIP OF SOUTH FRONTENAC BY-LAW 2019-28 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 7, 2019 be confirmed. 2. 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. 3. This By-law shall come into force and take effect on the date of its passage. Dated at the Township of South Frontenac this 7 day of May, 2019. Read a first and second time this 7 day of May, 2019. Read a third time and finally passed this 7 day of May, 2019. THE CORPORATION OF THE TOWNSHIP OF SOUTH FRONTENAC ______________________________ Ron Vandewal, Mayor ____________________________________ Angela Maddocks, Clerk

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