Council - 15 Jun 2021 - Agenda — North Frontenac News Media

Published June 15, 2021

Word Count 77824 words

Reading Time 366 min read

Body: Council Type: Agenda Meeting: Regular Date: June 15, 2021 Collection: Council Agendas Municipality: South Frontenac

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Page 1 of 344

TOWNSHIP OF SOUTH FRONTENAC COUNCIL MEETING AGENDA

Audio Broadcast to the Township’s Facebook Page https://www.facebook.com/SouthFrontenacTwp TIME: DATE: PLACE: Chambers.

7:00 PM, Tuesday, June 15, 2021 Electronic Participation/Council

Call to Order and Roll Call

Resolution

Declaration of pecuniary interest and the general nature thereof

Approval of Agenda

Resolution

Scheduled Closed Session - not applicable

Delegations

Allan and Partners - Audit Findings Report for the Year Ended December 31, 2020

Public Meeting

Resolution - Open Public Meeting and Statement

Z-21-05 - Zoning By-law Amendment - 5056 Battersea Road (Storrington)

64 - 83

Z-21-07 - Zoning By-law Amendment - 1127 Cliffside Drive (Loughborough)

84 - 99

Resolution - Close Public Meeting

Approval of Minutes - none

Business Arising from the Minutes

Reports Requiring Action

Official Plan Road Map & Engagement

100 159

Request for Conservation Authority Review of Ministerial Zoning Order Applications

160 164

Resurfacing of Verona/McMullen Netsport Courts

165 166

4 - 62

Page 2 of 344

Support for application to the Canadian Health Communities Initiative funding for Multi Use Facility roof construction

167 170

Tender # PS-2021-23- Stafford Lane Culvert Rehabilitation

171 173

Fire Hall Supplemental Report

174 179

Community Safety and Wellbeing Plan

180 256

CAO Performance Evaluation Committee

257 258

2020 Project Closures

259 268

Zoning By-law Amendment Z-21-03 - 4826 North Shore Road Kapler/Luce-Kapler (See By-law 2021-33)

269 270

Heritage Designation: 3981 Harrowsmith Road - The Stewart House (See By-law 2021-34 also)

271 280

Communal Services - Approval to Conduct Business Case

281 308

Committee Meeting Minutes

Lakes and Trails Committee Meeting held June 7, 2021 (2021 Lakes and Trails Festival endorsed by South Frontenac Rides)

By-laws

First and Second Readings of By-laws

By-law 2021-33 - Rezone Concession 6, Part Lot 21, Loughborough (Kapler and Luce-Kapler) - Third Reading

311 312

By-law 2021-34 - Designate Stewart House to be of Cultural Heritage Value and Interest - Third Reading

313 322

Reports for Information

Accounts Payable and Payroll Listing

323 337

27th Annual Battersea Bumpkin Festival

338 339

2021 New Funding

340 341

Information Items

Thank you from the “Save the Bellrock Mill Committee”

342

County of Frontenac - Destination Steering Committee Invitation

343

309 310

Page 3 of 344

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 2021-35

Adjournment

Resolution Natural, Vibrant and Growing - A Progressive Rural Leader

344

Page 4 of 344

Township of South Frontenac Consolidated Statement of Operations (Note 20) Budget

2019

20,469,669 1,174,094 1,012,469 2,596,321 543,919 341,500 370,000 6,000 49,491

20,500,924 1,124,018 924,576 3,074,260 474,154 300,261 183,463 52,589 171,329

19,927,618 1,198,567 1,074,600 2,826,497 482,760 485,110 322,581 69,498 97,250

26,538,463

26,805,574

26,484,481

2,360,336 1,971,573 3,063,522 240,875 700,079 1,559 11,842,948 47,257 452,219 2,947,437 –70,437 1,114,417 760,141

2,094,029 1,742,593 3,076,896 226,110 640,223 442 10,967,103 47,244 418,525 2,640,029 587,991 76,397 1,112,312 533,373

2,005,867 1,663,822 3,110,095 232,053 558,858 864 11,391,762 37,554 406,784 2,948,719 (71,996) 74,304 1,311,535 396,326

25,572,800

24,163,267

24,066,547

965,663

2,642,307

2,417,934

2,286,835

1,581,972

1,008,576

3,252,498

4,224,279

3,426,510

MUNICIPAL EQUITY, BEGINNING OF YEAR

108,863,217

105,436,707

MUNICIPAL EQUITY, END OF YEAR

112,115,715

113,087,496

108,863,217

$ REVENUES Property taxation User charges Licences, permits and rents Government grants Grants from other municipalities Investment income Penalties and interest on taxes Donations Other

TOTAL REVENUES

D ra ft

2020

For the year ended December 31

EXPENSES General government Fire Police Conservation authority Protective inspections and control Emergency measures Roadways and winter control Street lighting Waterworks Garbage collection and disposal Landfill closure and post-closure costs Cemeteries Parks, recreation and cultural services Planning and development

TOTAL EXPENSES NET REVENUES FROM OPERATIONS OTHER Grants and transfers related to capital Deferred revenues earned (note 8)

ANNUAL SURPLUS

The accompanying notes are an integral part of these consolidated financial statements.

Page 5 of 344

Township of South Frontenac Consolidated Statement of Changes in Net Financial Assets (Note 20) Budget

2019

3,252,498

4,224,279

3,426,510

7,090,831 (12,727,889)

6,268,305 (9,461,811) 5,786 9,346 29,407 233,248

6,453,470 (6,654,510) 72,536 5,017 (25,470) 196,603

(5,637,058)

(2,915,719)

47,646

INCREASE (DECREASE) IN NET FINANCIAL ASSETS

(2,384,560)

1,308,560

3,474,156

NET FINANCIAL ASSETS, BEGINNING OF YEAR

16,928,431

13,454,275

NET FINANCIAL ASSETS, END OF YEAR

14,543,871

18,236,991

16,928,431

$ ANNUAL SURPLUS Amortization of tangible capital assets Acquisition of tangible capital assets Disposal of tangible capital assets Reduction of prepaid expenses Reduction (acquisition) of supplies inventories Change in accumulated remeasurement gains

D ra ft

2020

For the year ended December 31

Consolidated Statement of Remeasurement Gains and Losses 2020

2019

285,111

88,508

Unrealized gains attributable to investments

233,248

196,603

Change in accumulated remeasurement gains

518,359

285,111

Accumulated Remeasurement Gains End of Year

518,359

285,111

518,359

285,111

For the year ended December 31

Accumulated Remeasurement Gains Beginning of Year

Accumulated Remeasurement Gains Comprised of: Investments

The accompanying notes are an integral part of these consolidated financial statements.

Page 6 of 344

Township of South Frontenac Consolidated Statement of Financial Position 2020

2019

11,703,624 1,469,110 991,994 14,951,392 227,841 6,550

19,085,553 1,279,834 857,029 5,575,505 249,724 11,465

29,350,511

27,059,110

2,639,699 489,793 213,000 4,369,016 227,841 3,174,171

2,410,302 168,325 188,500 4,527,648 249,724 2,586,180

11,113,520

10,130,679

18,236,991

16,928,431

95,144,519 166,600 57,745

91,956,799 196,007 67,091

95,368,864

92,219,897

113,605,855

109,148,328

113,087,496 518,359

108,863,217 285,111

113,605,855

109,148,328

D ra ft

December 31

ASSETS Financial Assets Cash and short term deposits Taxes receivable (net of allowance $95,928) Accounts receivable Long term investments (note 5) Sydenham Water Works debenture receivable (note 17) Long term receivables (note 6)

LIABILITIES Financial Liabilities Accounts payable and accrued liabilities Other current liabilities Employee future benefit obligations (note 9) Deferred revenues (note 8) Sydenham Water Works debenture payable (note 17) Accrued landfill closure and post closure (note 11)

NET FINANCIAL ASSETS

NON-FINANCIAL ASSETS Tangible capital assets (note 18) Inventories Prepaid expenses

Contingent Liabilities (note 13)

MUNICIPAL EQUITY (note 12)

Municipal Equity Consists of: (note 12) Accumulated Surplus Accumulated Remeasurement Gain

The accompanying notes are an integral part of these consolidated financial statements.

Page 7 of 344

Township of South Frontenac Five Year Financial Review

D ra ft

(not subject to audit) December 31

2020

2019

2018

2017

2016

Population (Statistics Canada)

18,646

Number of Households (MPAC)

10,557

10,489

10,425

10,336

$ 3,428,589 35,940

$ 3,325,230 34,207

$ 3,229,448 31,820

$ 3,141,748 31,182

$ 3,130,056 30,995

3,464,529

3,359,437

3,261,268

3,172,930

3,161,051

1.04%

1.02%

0.98%

0.601812 0.186451 0.153000

0.602546 0.182728 0.161000

0.599794 0.178446 0.170000

0.597198 0.175201 0.179000

0.531548 0.166857 0.188000

0.941263

0.946274

0.948240

0.951399

0.886405

0.941263 2.038263 2.038263

0.946274 2.075274 2.075274

0.948240 2.118240 2.118240

0.951399 2.162399 2.162399

0.886405 2.098405 2.198405

4.53%

4.05%

5.63%

7.55%

6.71%

< County < School Boards

6,346 5,567

6,037 5,670

5,736 5,807

5,489 5,942

5,216 6,223

Revenues (000’s)

$ 20,501 3,548 1,124 1,632 1,582

$ 19,928 3,309 1,199 2,049 1,009

$ 19,299 2,683 1,231 1,983 1,571

$ 18,733 2,687 1,228 1,740 916

$ 17,933 2,473 1,115 1,747 1,405

28,387

27,494

26,767

25,304

24,673

24,163 6,268

24,067 6,453

23,360 5,924

22,465 5,911

21,397 5,868

68.03% 84.33%

63.92% 80.13%

53.19% 65.53%

60.02% 73.34%

48.62% 56.72%

Taxable Assessment (000’s) Residential and farm Commercial and industrial

Total Commercial, industrial as % of assessment

Rates of Taxation < for general municipal purposes < for county purposes < for school board purposes

Total Multi-Residential (total) Commercial (total) Industrial (total)

Tax Arrears < percentage of current levy (‹10%)** Taxes Transferred (000’s)

< Property taxation < Government grants < User charges < Other < Revenues related to capital assets

Total Expenses (000’s) < Operations < Amortization

Net Financial Assets (Net Debt) < % of Operating Revenue (>(20%)) ** < % of Taxation and User Charges (>(50%)) **

** Represents the Provincial Low Risk Indicator. (Note: All dollar amounts are in thousands of dollars.)

Page 8 of 344

Township of South Frontenac Five Year Financial Review

2020

2019

< Long term debt (000’s)

228

< Long term debt charges (000’s)

D ra ft

(not subject to audit) 2018

2017

2016

250

270

290

308

5,569

5,394

5,163

4,873

4,744

< Long term debt per household

< Debt charges (000’s) < user charges

< Surplus and Reserves

18,461

17,191

14,109

15,314

12,000

< Invested in capital assets

95,145

91,957

91,828

86,706

87,189

< Asset consumption ratio

57.04%

56.67%

55.45%

55.50%

54.00%

< Reserves as % of operating expenses (> 20%) **

90.99%

83.74%

71.41%

74.11%

62.08%

< Sustainability < financial assets to liabilities

2.64

2.67

2.45

2.67

2.33

< financial assets to liabilities excluding long term debt

2.70

2.74

2.53

2.76

2.41

< long term debt to tangible capital assets

0.24%

0.27%

0.29%

0.33%

0.35%

< capital reserves to accumulated amortization

12.00%

10.63%

9.80%

9.75%

9.35%

< Flexibility < Debt charges to total operating revenue (<5%)**

0.13%

0.14%

0.15%

< Total operating revenue to taxable assessment

0.77%

0.79%

0.78%

0.77%

0.74%

< Working capital to operating expenses (>10%) **

76.42%

71.38%

58.75%

66.45%

54.32%

< Vulnerability < Operating government transfers < to operating revenue

11.47%

10.67%

8.65%

8.61%

7.78%

< Total government transfers < to total revenues

13.60%

12.06%

8.14%

9.59%

7.99%

December 31

Long Term Debt

< Total annual repayment limit (000’s)

Municipal Equity (000’s)

Financial Indicators

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CONSOLIDATED FINANCIAL STATEMENTS DECEMBER 31, 2020

D ra ft

Page 26 of 344

CONTENTS

Five Year Financial Review.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 - 2 Management’s Responsibility for the Consolidated Financial Statements. . . . . . . . . . . . . . . . . . . . . . . . 3 Independent Auditor’s Report. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 - 6 Consolidated Statement of Financial Position. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Consolidated Statement of Operations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Consolidated Statement of Changes in Net Financial Assets. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Consolidated Statement of Remeasurement Gains and Losses. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Consolidated Statement of Cash Flows. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 Notes to the Consolidated Financial Statements. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 - 28 Schedule 1 < Continuity of Reserves. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 Schedule 2 < Tangible Capital Assets. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30 - 31 Independent Auditor’s Report < Trust Funds. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 - 34 Trust Funds < Statement of Financial Position and Statement of Financial Activities. . . . . . . . . . . . . . . 35 Trust Funds < Notes to the Financial Statements.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36

Township of South Frontenac Consolidated Financial Statements December 31, 2020

Page 27 of 344

Township of South Frontenac Five Year Financial Review

D ra ft

(not subject to audit) December 31

2020

2019

2018

2017

2016

Population (Statistics Canada)

18,646

Number of Households (MPAC)

10,557

10,489

10,425

10,336

$ 3,428,589 35,940

$ 3,325,230 34,207

$ 3,229,448 31,820

$ 3,141,748 31,182

$ 3,130,056 30,995

3,464,529

3,359,437

3,261,268

3,172,930

3,161,051

1.04%

1.02%

0.98%

0.601812 0.186451 0.153000

0.602546 0.182728 0.161000

0.599794 0.178446 0.170000

0.597198 0.175201 0.179000

0.531548 0.166857 0.188000

0.941263

0.946274

0.948240

0.951399

0.886405

0.941263 2.038263 2.038263

0.946274 2.075274 2.075274

0.948240 2.118240 2.118240

0.951399 2.162399 2.162399

0.886405 2.098405 2.198405

4.53%

4.05%

5.63%

7.55%

6.71%

< County < School Boards

6,346 5,567

6,037 5,670

5,736 5,807

5,489 5,942

5,216 6,223

Revenues (000’s)

$ 20,501 3,548 1,124 1,632 1,582

$ 19,928 3,309 1,199 2,049 1,009

$ 19,299 2,683 1,231 1,983 1,571

$ 18,733 2,687 1,228 1,740 916

$ 17,933 2,473 1,115 1,747 1,405

28,387

27,494

26,767

25,304

24,673

24,163 6,268

24,067 6,453

23,360 5,924

22,465 5,911

21,397 5,868

68.03% 84.33%

63.92% 80.13%

53.19% 65.53%

60.02% 73.34%

48.62% 56.72%

Taxable Assessment (000’s) Residential and farm Commercial and industrial

Total Commercial, industrial as % of assessment

Rates of Taxation < for general municipal purposes < for county purposes < for school board purposes

Total Multi-Residential (total) Commercial (total) Industrial (total)

Tax Arrears < percentage of current levy (‹10%)** Taxes Transferred (000’s)

< Property taxation < Government grants < User charges < Other < Revenues related to capital assets

Total Expenses (000’s) < Operations < Amortization

Net Financial Assets (Net Debt) < % of Operating Revenue (>(20%)) ** < % of Taxation and User Charges (>(50%)) **

** Represents the Provincial Low Risk Indicator. (Note: All dollar amounts are in thousands of dollars.)

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Township of South Frontenac Five Year Financial Review

2020

2019

< Long term debt (000’s)

228

< Long term debt charges (000’s)

D ra ft

(not subject to audit) 2018

2017

2016

250

270

290

308

5,569

5,394

5,163

4,873

4,744

< Long term debt per household

< Debt charges (000’s) < user charges

< Surplus and Reserves

18,461

17,191

14,109

15,314

12,000

< Invested in capital assets

95,145

91,957

91,828

86,706

87,189

< Asset consumption ratio

57.04%

56.67%

55.45%

55.50%

54.00%

< Reserves as % of operating expenses (> 20%) **

90.99%

83.74%

71.41%

74.11%

62.08%

< Sustainability < financial assets to liabilities

2.64

2.67

2.45

2.67

2.33

< financial assets to liabilities excluding long term debt

2.70

2.74

2.53

2.76

2.41

< long term debt to tangible capital assets

0.24%

0.27%

0.29%

0.33%

0.35%

< capital reserves to accumulated amortization

12.00%

10.63%

9.80%

9.75%

9.35%

< Flexibility < Debt charges to total operating revenue (<5%)**

0.13%

0.14%

0.15%

< Total operating revenue to taxable assessment

0.77%

0.79%

0.78%

0.77%

0.74%

< Working capital to operating expenses (>10%) **

76.42%

71.38%

58.75%

66.45%

54.32%

< Vulnerability < Operating government transfers < to operating revenue

11.47%

10.67%

8.65%

8.61%

7.78%

< Total government transfers < to total revenues

13.60%

12.06%

8.14%

9.59%

7.99%

December 31

Long Term Debt

< Total annual repayment limit (000’s)

Municipal Equity (000’s)

Financial Indicators

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Management’s Responsibility for the Consolidated Financial Statements

The accompanying consolidated financial statements of the Corporation of the Township of South Frontenac are the responsibility of the Township’s management and have been prepared in compliance with legislation, and in accordance with Canadian Public Sector Accounting Standards. A summary of significant accounting policies are described in note 2 to the consolidated financial statements. The preparation of consolidated financial statements necessarily involves the use of estimates based on management’s judgement, particularly when transactions affecting the current accounting period cannot be finalized with certainty until future periods. The Township’s management maintains a system of internal controls designed to provide reasonable assurance that assets are safeguarded, transactions are properly authorized and recorded in compliance with legislative and regulatory requirements, and reliable financial information is available on a timely basis for preparation of consolidated financial statements. These systems are monitored and evaluated by management. Management meets with the external auditors to review the consolidated financial statements and discuss any significant financial reporting or internal control matters prior to Council approval of the consolidated financial statements. The consolidated financial statements have been audited by Allan and Partners LLP, independent external auditors appointed by the Township. The accompanying Auditor’s Report outlines their responsibilities, the scope of their examination and their opinion on the Township’s consolidated financial statements.

Neil Carbone Chief Administrative Officer / Deputy Clerk

Louise Fragnito, CPA, CGA Director of Corporate Services & Treasurer

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INDEPENDENT AUDITOR’S REPORT

To the Members of Council, Inhabitants and Ratepayers of the Corporation of the Township of South Frontenac: Opinion We have audited the consolidated financial statements of the Corporation of the Township of South Frontenac (the ‘Entity’), which comprise: • • • • •

the consolidated statement of financial position as at December 31, 2020; the consolidated statement of operations and accumulated surplus for the year then ended; the consolidated statement of changes in net financial assets for the year then ended; the consolidated statement of cash flows for the year then ended; and the notes to the consolidated financial statements, including a summary of significant accounting policies;

(Hereinafter referred to as the ‘financial statements’). In our opinion, the accompanying financial statements present fairly, in all material respects, the consolidated financial position of the Entity as at December 31, 2020, and its consolidated results of operations, its consolidated changes in net financial assets and its consolidated cash flows for the year then ended in accordance with Canadian Public Sector Accounting Standards. Basis for Opinion We conducted our audit in accordance with Canadian generally accepted auditing standards. Our responsibilities under those standards are further described in the ‘Auditors’ Responsibilities for the Audit of the Financial Statements’ section of our auditor’s report. We are independent of the Entity in accordance with the ethical requirements that are relevant to our audit of the financial statements in Canada and we have fulfilled our other ethical responsibilities in accordance with these requirements We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

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Responsibilities of Management and Those Charged with Governance for the Financial Statements Management is responsible for the preparation and fair presentation of the financial statements in accordance with Canadian Public Sector Accounting Standards and for such internal control as management determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, management is responsible for assessing the Entity’s ability to continue as a going concern, disclosing as applicable, matters related to going concern and using the going concern basis of accounting unless management either intends to liquidate the Entity or to cease operations, or has no realistic alternative but to do so. Those charged with governance are responsible for overseeing the Entity’s financial reporting process. Auditor’s Responsibilities for the Audit of the Financial Statements Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with Canadian generally accepted auditing standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of the financial statements. As part of an audit in accordance with Canadian generally accepted auditing standards, we exercise professional judgement and maintain professional skepticism throughout the audit. We also: C

Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis of our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.

Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Entity’s internal control.

Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by management.

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Conclude on the appropriateness of management’s use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Entity’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditors’ report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditors’ report. However, future events or conditions may cause the Entity to cease to continue as a going concern.

Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation.

Communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.

Obtain sufficient appropriate audit evidence regarding the financial information of the entities or business activities within the group Entity to express an opinion on the financial statements. We are responsible for the direction, supervision and performance of the group audit. We remain solely responsible for our audit opinion.

Allan and Partners LLP Chartered Professional Accountants Licensed Public Accountants Perth, Ontario June 15, 2021.

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Township of South Frontenac Consolidated Statement of Financial Position 2020

2019

11,703,624 1,469,110 991,994 14,951,392 227,841 6,550

19,085,553 1,279,834 857,029 5,575,505 249,724 11,465

29,350,511

27,059,110

2,639,699 489,793 213,000 4,369,016 227,841 3,174,171

2,410,302 168,325 188,500 4,527,648 249,724 2,586,180

11,113,520

10,130,679

18,236,991

16,928,431

95,144,519 166,600 57,745

91,956,799 196,007 67,091

95,368,864

92,219,897

113,605,855

109,148,328

113,087,496 518,359

108,863,217 285,111

113,605,855

109,148,328

D ra ft

December 31

NET FINANCIAL ASSETS

NON-FINANCIAL ASSETS Tangible capital assets (note 18) Inventories Prepaid expenses

Contingent Liabilities (note 13)

MUNICIPAL EQUITY (note 12)

Municipal Equity Consists of: (note 12) Accumulated Surplus Accumulated Remeasurement Gain

The accompanying notes are an integral part of these consolidated financial statements.

Page 34 of 344

Township of South Frontenac Consolidated Statement of Operations (Note 20) Budget

2019

20,469,669 1,174,094 1,012,469 2,596,321 543,919 341,500 370,000 6,000 49,491

20,500,924 1,124,018 924,576 3,074,260 474,154 300,261 183,463 52,589 171,329

19,927,618 1,198,567 1,074,600 2,826,497 482,760 485,110 322,581 69,498 97,250

26,538,463

26,805,574

26,484,481

2,360,336 1,971,573 3,063,522 240,875 700,079 1,559 11,842,948 47,257 452,219 2,947,437 –70,437 1,114,417 760,141

2,094,029 1,742,593 3,076,896 226,110 640,223 442 10,967,103 47,244 418,525 2,640,029 587,991 76,397 1,112,312 533,373

2,005,867 1,663,822 3,110,095 232,053 558,858 864 11,391,762 37,554 406,784 2,948,719 (71,996) 74,304 1,311,535 396,326

25,572,800

24,163,267

24,066,547

965,663

2,642,307

2,417,934

2,286,835

1,581,972

1,008,576

3,252,498

4,224,279

3,426,510

MUNICIPAL EQUITY, BEGINNING OF YEAR

108,863,217

105,436,707

MUNICIPAL EQUITY, END OF YEAR

112,115,715

113,087,496

108,863,217

$ REVENUES Property taxation User charges Licences, permits and rents Government grants Grants from other municipalities Investment income Penalties and interest on taxes Donations Other

TOTAL REVENUES

D ra ft

2020

For the year ended December 31

TOTAL EXPENSES NET REVENUES FROM OPERATIONS OTHER Grants and transfers related to capital Deferred revenues earned (note 8)

ANNUAL SURPLUS

The accompanying notes are an integral part of these consolidated financial statements.

Page 35 of 344

Township of South Frontenac Consolidated Statement of Changes in Net Financial Assets (Note 20) Budget

2019

3,252,498

4,224,279

3,426,510

7,090,831 (12,727,889)

6,268,305 (9,461,811) 5,786 9,346 29,407 233,248

6,453,470 (6,654,510) 72,536 5,017 (25,470) 196,603

(5,637,058)

(2,915,719)

47,646

INCREASE (DECREASE) IN NET FINANCIAL ASSETS

(2,384,560)

1,308,560

3,474,156

NET FINANCIAL ASSETS, BEGINNING OF YEAR

16,928,431

13,454,275

NET FINANCIAL ASSETS, END OF YEAR

14,543,871

18,236,991

16,928,431

D ra ft

2020

For the year ended December 31

Consolidated Statement of Remeasurement Gains and Losses 2020

2019

285,111

88,508

Unrealized gains attributable to investments

233,248

196,603

Change in accumulated remeasurement gains

518,359

285,111

Accumulated Remeasurement Gains End of Year

518,359

285,111

518,359

285,111

For the year ended December 31

Accumulated Remeasurement Gains Beginning of Year

Accumulated Remeasurement Gains Comprised of: Investments

The accompanying notes are an integral part of these consolidated financial statements.

Page 36 of 344

Township of South Frontenac Consolidated Statement of Cash Flows 2020

2019

4,224,279 6,268,305 587,991 24,500

3,426,510 6,453,470 (71,996) 22,800

11,105,075

9,830,784

(189,276) (134,965) 229,397 321,468 (158,632) 9,346 29,407

456,502 417,540 9,886 (80,466) 1,019,829 5,017 (25,470)

106,745

1,802,838

11,211,820

11,633,622

Acquisition of tangible capital assets Proceeds from disposal of capital assets

(9,461,811) 5,786

(6,654,510) 72,536

Net investment in tangible capital assets

(9,456,025)

(6,581,974)

Increase in long term investments Decrease in long term receivables

(9,142,639) 4,915

(159,106) 10,380

Net increase in cash from investing activities

(9,137,724)

(148,726)

NET (DECREASE) INCREASE IN CASH

(7,381,929)

4,902,922

CASH, BEGINNING OF YEAR

19,085,553

14,182,631

CASH, END OF YEAR

11,703,624

19,085,553

D ra ft

For the year ended December 31

OPERATING ACTIVITIES Annual surplus for the year Amortization Change in landfill liability Change in employee benefit obligations

Net Change in Non-Cash Working Capital Balances Taxes receivable Accounts receivable Accounts payable and accrued liabilities Other current liabilities Deferred revenues Prepaid expenses Inventory not for resale

Working Capital from Operations CAPITAL ACTIVITIES

INVESTING ACTIVITIES

The accompanying notes are an integral part of these consolidated financial statements.

Page 37 of 344

Township of South Frontenac Notes to the Consolidated Financial Statements

Status of the Township of South Frontenac

D ra ft

December 31, 2020

The Township of South Frontenac (the ‘Township’) was incorporated January 1, 1998 (being an amalgamation of the former Township of Bedford, Loughborough, Portland and Storrington) and assumed its responsibilities under the authority of the Ministry of Municipal Affairs and the Municipal Act. The Township operates as a lower tier government in the County of Frontenac, in the Province of Ontario, Canada and provides municipal services such as police, fire, public works, planning, parks and recreation, library and other general government operations.

Significant Accounting Policies The consolidated financial statements of the Corporation of the Township of South Frontenac are the representations of management and have been prepared in all material respects in accordance with Canadian Public Sector Accounting Standards. Significant aspects of the accounting policies by the Township are as follows: Reporting Entity (i)

The consolidated financial statements reflect financial assets, liabilities, operating revenues and Expenses, reserves, reserve funds and changes in investment in tangible capital assets of the Township. The reporting entity is comprised of all organizations, committees and local boards accountable for the administration of their financial affairs and resources to the Township and which are owned or controlled by the Township. Interdepartmental and inter-organizational transactions and balances between these organizations are eliminated. These consolidated financial statements include: < Sydenham Cemetery < Sandhill Cemetery < Portland Cemetery < Frontenac Community Arena (proportionately consolidated) Proportionate consolidation: The Frontenac Community Arena is accounted for using the proportionate consolidation method of accounting and reporting, whereby the municipality’s pro-rata share of each of the assets, liabilities, revenues and expenses is combined on a line-by-line basis in the consolidated financial statements.

(ii)

The charges for long term liabilities assumed by consolidated entities or by individuals in the case of the drainage loans are reflected in the consolidated financial statements.

(iii) The taxation, other revenues, Expenses, assets and liabilities with respect to the operations of the school boards and county are not reflected in the municipal fund balances of these consolidated financial statements.

Page 38 of 344

Township of South Frontenac Notes to the Consolidated Financial Statements

Significant Accounting Policies / continued Basis of Consolidation

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December 31, 2020

(i)

The consolidated financial statements are prepared using the accrual basis of accounting. The accrual basis of accounting records revenue as it is earned and measurable. Expenses are recognized as they are incurred and measurable based on receipt of goods and services and/or the creation of a legal obligation to pay.

(ii)

Non-financial assets are not available to discharge existing liabilities and are held for use in the provision of services. They have useful lives extending beyond the current year, and are not intended for sale in the ordinary course of operations. The change in non-financial assets during the year, together with the excess of revenues over expenses, provides the change in net financial assets for the year.

(iii) Trust funds and their related operations administered by the Township are not included in these consolidated financial statements but are reported separately on the Trust Funds Statement of Financial Activities and Financial Position. Taxation and Related Revenues Property tax billings are prepared by the Township based on assessment rolls issued by the Municipal Property Assessment Corporation (‘MPAC’). Tax rates are established by the Township Council, incorporating amounts to be raised for local services, amounts to be raised on behalf of County of Frontenac for regional services, and amounts the Township is required to collect on behalf of the Province of Ontario in respect of education taxes. Taxation revenues are recorded at the time tax billings are issued. Adjustments to taxation revenue can occur during the year related to the issuance of supplementary tax billings and/or assessment appeals. These adjustments are recorded when the amount of the adjustments can be quantified. The Township is entitled to collect interest and penalties on overdue taxes. These revenues are recorded in the period in which the interest and penalties are applied. Tangible Capital Assets Tangible capital assets are recorded at cost, which include all amounts that are directly attributable to acquisition, construction, development or betterment of the asset. The cost, less residual value, of the tangible capital assets are amortized on a straight line basis over their estimated useful lives as follows:

Land Land Improvements Buildings and Building Improvements Vehicles, Machinery and Equipment Linear Assets Roads Bridges Sidewalks Water Infrastructure

15 - 20 years 20 - 50 years 3 - 25 years 7 - 50 years 7 - 50 years 20 years 50 - 70 years

Amortization is charged from the year of acquisition. Assets under construction are not amortized until the asset is available for productive use, at which time they are capitalized.

Page 39 of 344

Township of South Frontenac Notes to the Consolidated Financial Statements

D ra ft

December 31, 2020

Significant Accounting Policies / continued Tangible Capital Assets / continued

The Township has a capitalization threshold of $5,000 for vehicles and equipment and $10,000 for buildings and $15,000 for linear assets so that individual capital assets of lesser value are expensed, unless they are pooled because, collectively, they have significant value, or for operations reasons. Tangible capital assets received as contributions are recorded at their fair value at the date of receipt, and that fair value is also recorded as revenue. Similarly, transfers of assets to third parties are recorded as an expense equal to the net book value of other asset as of the date of transfer. When tangible capital assets are disposed of, either by way of a sale, destruction or loss, or abandonment of the asset, the asset’s net book value, historical cost less accumulated amortization, is written off. Any resulting gain or loss, equal to the proceeds on disposal less the asset’s net book value, is reported on the consolidated statement of operations in the year of disposal. Transfers of assets to third parties are recorded as an expense equal to the net book value of the asset as of the date of transfer. When conditions indicate that a tangible capital asset no longer contributes to the Township’s ability to provide services or the value of the future economic benefits associated with the tangible capital asset are less than its net book value, and the decline is expected to be permanent, the cost and accumulated amortization of the asset are reduced to reflect the revised estimate of the value of the asset’s remaining service potential. The resulting net adjustment is reported as an expense on the consolidated statement of operations. (i)

Natural Resources Natural resources that have not been purchased are not recognized as assets in the consolidated financial statements.

(ii)

Works of Art and Cultural and Historic Assets Works of art and cultural and historic assets are not recorded as assets in these consolidated financial statements.

Leases Leases are classified as capital or operating leases. Leases which transfer substantially all of the benefits and risks incidental to ownership of property are accounted for as capital leases. All other leases are accounted for as operating leases and the related lease payments are charged to expenses as incurred. Inventories and Prepaid Expenses Inventories and prepaid expenses held for consumption are recorded at the lower of cost or replacement cost. Pension and Employee Benefits The Township accounts for its participation in the Ontario Municipal Employees Retirement System (‘OMERS’), a multi-employer public sector pension fund, as a defined benefit plan. The OMERS plan specifies the retirement benefits to be received by employees based on length of service and pay rates.

Page 40 of 344

Township of South Frontenac Notes to the Consolidated Financial Statements

D ra ft

December 31, 2020

Significant Accounting Policies / continued Pension and Employee Benefits / continued

Employee benefits include vacation entitlement and sick leave benefits. Vacation entitlements are accrued as entitlements are earned. Sick leave benefits are accrued in accordance with the Township’s policy. Employee Future Benefit Obligations The Township accrues its obligation for employee benefit plans. The cost of post-retirement benefits earned by employees is actuarially determined using the projected benefit method pro-rated on services and management’s best estimate of salary escalation, retirement ages of employees and expected health care costs. Actual gains (losses) which can arise from changes in the actuarial assumptions used to determine the accrued benefit obligation will be amortized over the average remaining service period of active employees. Cash and Cash Equivalents The Township considers cash and cash equivalents to be highly liquid investments with original maturities of three months or less. Government Transfers Government transfers are recognized in the consolidated financial statements as revenues in the period in which events giving rise to the transfer occur, providing the transfers are authorized, any eligibility criteria have been met, and reasonable estimates of the amounts can be made. Deferred Revenues < Obligatory Reserve Funds The Township defers recognition of user charges and fees which have been collected but for which the related services have yet to be performed. Government transfers of gas taxes, development charges collected under the Development Charges Act, 1997, and recreational land collected under the Planning Act are reported as deferred revenues in the Consolidated Statement of Financial Position. These amounts will be recognized as revenues in the fiscal year the services are performed. The Township receives restricted contributions under the authority of provincial legislation and Township bylaws. These funds by their nature are restricted in their use and until applied to applicable costs are recorded as deferred revenue. Amounts applied to qualifying expenses are recorded as revenue in the fiscal period they are expended. The Township receives restricted contributions under the authority of Federal and Provincial legislation and Township by-laws. These funds by their nature are restricted in their use and until applied to applicable costs are recorded as deferred revenue. Amounts applied to qualifying expenses are recorded as revenue in the fiscal period they are expended. Deferred revenue represents certain user charges and fees which have been collected but for which the related services have yet to be performed. Deferred revenue also represents contributions that the Township has received pursuant to legislation, regulation or agreement that may only be used for certain programs or in the completion of specific work. These amounts are recognized as revenue in the fiscal year the services are performed or related expenses incurred.

Page 41 of 344

Township of South Frontenac Notes to the Consolidated Financial Statements

D ra ft

December 31, 2020

Significant Accounting Policies / continued Investments

Short-term and long-term investments are recorded at cost plus accrual interest. If the market value of investments become lower than cost and the decline in value is considered to be other than temporary, the investments are written down to market value. Investment income earned on surplus, current funds, capital funds, reserves and reserve funds (other than obligatory reserve funds) are reported as revenue in the period earned. Investment income earned on development charges and parkland obligatory reserve funds is added to the fund balance and forms part of respective deferred revenue balances. Landfill Closure and Post-Closure Liabilities The Township accrues landfill closure and post-closure care requirements that have been defined in accordance with industry standards and include final covering and landscaping of the landfill, pumping of ground water and leachates from the site, and ongoing environmental monitoring, site inspection and maintenance. The reported liability is based on estimates and assumptions with respect to events extending over a fifty year period using the best information available to management. Future events may result in significant changes to the estimated total Expenses, capacity used or total capacity and the estimated liability, and would be recognized prospectively, as a change in estimate, when applicable. Liability for Contaminated Sites Contaminated sites are a result of contamination being introduced into air, soil, water or sediment of a chemical, organic or radioactive material or live organism that exceeds an environmental standard. The liability is recorded net of any expected recoveries. A liability for remediation of contaminated sites is recognized when a site is not in productive use and all the following criteria are met: (a) (b) (c)

(d) (e)

an environmental standard exists; contamination exceeds the environmental standard; the Township: (i) is directly responsible; or (ii) accepts responsibility it is expected that future economic benefit will be given up; and a reasonable estimate of the amount can be made.

The liability is recognized as management’s estimate of cost of post-remediation including operation, maintenance and monitoring that are an integral part of the remediation strategy for a contaminated site. Financial Instruments All financial instruments are initially recognized at fair value on the consolidated statement of financial position. The Township has classified each financial instrument into one of the following categories: held-for-trading financial assets and liabilities, loans and receivables, held-to-maturity financial assets and other financial liabilities. Subsequent measurement of financial instruments is based on their classification.

Page 42 of 344

Township of South Frontenac Notes to the Consolidated Financial Statements

D ra ft

December 31, 2020

Significant Accounting Policies / continued Financial Instruments / continued The Township’s financial assets and liabilities are measured as follows: (i) (ii) (iii) (iv) (v)

Cash at fair value Portfolio investments as fair value Accounts receivable at amortized cost Accounts payable and accrued liabilities at amortized cost Debt at amortized cost.

Unrealized gains and losses from changes in the fair value of financial instruments are recognized in the consolidated statement of remeasurement gains and losses. When the restricted nature of a financial instrument and any related changes in fair value create a liability, unrealized gains and losses are recognized as deferred revenue. All financial assets are tested annually for impairment. When financial assets are impaired, impairment losses are recorded in the consolidated statement of operations. For financial instruments measured using amortized cost, the effective interest rate method is used to determine interest revenue or expenses. Transaction costs are a component of cost for financial instruments measured using cost or amortized costs. Transaction costs are expensed for financial instruments measured at fair value. Investment management fees are expensed as incurred. The purchase and sale of cash equivalents and portfolio investments are accounted for using trade-date accounting. The Municipality does not use foreign currency contracts or any other type of derivative financial instruments of trading or speculative purposes. Measurement Uncertainty The preparation of consolidated financial statements requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities and disclosure of contingent assets and liabilities at the date of the consolidated financial statements and the reported amounts of revenue and Expenses during the period. Actual results could differ from these estimates. These estimates are reviewed periodically and as adjustments become necessary, they are recorded in the consolidated financial statements in the period in which they become known.

Operations of the School Boards and County of Frontenac During 2020, the Township collected and made property tax transfers including payments in lieu of property taxes, to the County of Frontenac and School Boards as follows:

Amounts requisitioned and paid

School Boards $

County $

5,566,990

6,345,631

Page 43 of 344

December 31, 2020

Contributions to Consolidated Joint Board The following contributions were made by the Township to the Board:

Frontenac Community Arena

D ra ft

Township of South Frontenac Notes to the Consolidated Financial Statements

2020

2019

326,383

87,958

The Township is contingently liable for its share, which is approximately 59% of any accumulated deficits as at the end of the year for this Board. The Township’s share of the accumulated surpluses (or deficits) of this joint board are as follows:

Frontenac Community Arena

2020

2019

798,761

616,695

Long Term Investments 2019

2020

For Township Purposes < CIBC Wood Gundy < One Investment < equity portfolio

For Obligatory Reserve Funds < CIBC < One Investment < equity portfolio

Total

Cost

Market

Cost

Market

12,295,038 698,750

12,515,569 996,578

3,180,517 698,750

3,228,635 935,743

12,993,788

13,512,147

3,879,267

4,164,378

1,110,135 195,000

1,161,130 278,115

1,132,862 195,000

1,150,045 261,082

1,305,135

1,439,245

1,327,862

1,411,127

14,298,923

14,951,392

5,207,129

5,575,505

Page 44 of 344

Township of South Frontenac Notes to the Consolidated Financial Statements

D ra ft

December 31, 2020

Long Term Investments / continued

All of the above investments are valued as Level 1 investments. The investments are valued based on the degree to which the fair value is observable, as follows: (i) Level 1 (ii) Level 2

(iii) Level 3

Fair value measurements are those derived from quoted prices (in active) Fair value measurements are those derived from inputs other than quoted included with Level 1 that are observable for the assets, either directly (ie: as prices) or indirectly (ie: derived from prices); Fair value measurements are those derived from valuation techniques that include inputs for the asset that are not based on observable data (unobservable inputs).

Long Term Receivables Long term receivables are comprised of:

Community Improvement Loans

2020

2019

6,550

11,465

The Community Improvement loans are repayable over 5 years. Any unpaid loan payments are added to the taxpayer’s property taxes.

Trust Funds Trust funds administered by the Township amounting to $718,265 (2019 $695,690) are presented in a separate financial statement of trust fund balances and operations. As such balances are held in trust by the Township for the benefit of others, they are not presented as part of the Township’s financial position or financial activities.

Deferred Revenues A requirement of the public sector accounting standards of the Chartered Professional Accountants of Canada is that obligatory reserve funds be reported as deferred revenue. This requirement is in place as provincial legislation restricts how these funds may be used and under certain circumstances these funds may possibly be refunded.

Page 45 of 344

Township of South Frontenac Notes to the Consolidated Financial Statements

D ra ft

December 31, 2020

Deferred Revenues / continued

The balances in the obligatory reserve funds of the Township are summarized below: 2020

2019

Balance, Beginning of Year Development contributions Subdivider contributions Investment income Federal Gas Tax funding Cannabis legalization funding Grant utilized

4,527,648 740,433 3,000 114,258 565,649 –(1,581,972)

3,507,819 689,212 4,500 145,050 1,153,311 36,332 (1,008,576)

Balance, End of Year

4,369,016

4,527,648

2020

2019

1,157,995 37,533 2,789,371 199,777 184,340

1,359,796 37,109 2,701,141 248,262 181,340

4,369,016

4,527,648

Analyzed as follows: Federal Gas Tax funding Cannabis legalization funding Development charges Cash in lieu of parkland Subdivider contributions

Employee Post Employment Benefit Liability Employee non-pension retirement benefits (extended health care for early retirees): Effective January 1, 2008, the Township began to provide extended health care to its employees. Extended health care continues to be available to early retirees up to the age of 65, with the retiree generally being responsible for paying 50% of the benefit premiums. An independent actuarial study of the employee non-pension retirement benefit has been undertaken. The most recent valuation of the employee future benefits was completed for 2018 and will be applied effective January 1, 2018. The accrued benefit obligation relating to the employee non-pension retirement benefits has been actuarially determined using the projected benefit method pro-rated on services. At December 31, 2020, based on an actuarial update, the accrued benefit obligation was $213,000 (2019 $188,500). The significant actuarial assumptions adopted in estimating the Township’s accrued benefit obligation are as follows: Discount Rate Health Benefits Escalation

3.40% per annum 7.44% per annum, scaling down over 15 years to 4.00% thereafter

Page 46 of 344

Township of South Frontenac Notes to the Consolidated Financial Statements

Employee Post Employment Benefit Liability / continued

D ra ft

December 31, 2020

Information with respect to the Township’s non-pension retirement obligations are as follows: 2020

2019

Accrued benefit obligation at beginning of year Expense recognized for the year Interest cost Benefits paid for the year

188,500 28,900 8,500 (12,900)

165,700 28,100 7,900 (13,200)

Accrued benefit obligation at end of year

213,000

188,500

The accrued benefit liability at December 31, includes the following components:

2020

2019

Accrued benefit obligation end of year Unamortized actuarial loss

252,600 (39,600)

234,000 (45,500)

Accrued benefit obligation end of year

213,000

188,500

Pension Contributions The Township makes contributions to the Ontario Municipal Employees Retirement System (“OMERS”), which is a multi-employer plan, on behalf of all permanent members of its staff. The plan is a defined benefit plan which specifies the amount of the retirement benefit to be received by the employees based on the length of service and rates of pay. Employers and employees contribute to the plan. Since any surpluses or deficits are a joint responsibility of all Ontario municipalities and their employees, the Village does not recognize any share of the OMERS pension surplus or deficit in these consolidated financial statements. The amount contributed to OMERS was $377,147 (2019 $356,115) for current services and is included as an expenditure on the Consolidated Statement of Operations classified under the appropriate functional expenditure. Contributions by employees were a similar amount.

Landfill Closure and Post Closure Liability The Environmental Protection Act sets out the regulatory requirements to properly close and maintain all active and inactive landfill sites. Closure and post closure cost requirements are to be provided over the estimated remaining life of the landfill sites based on usage.

Page 47 of 344

Township of South Frontenac Notes to the Consolidated Financial Statements

Landfill Closure and Post Closure Liability / continued

D ra ft

December 31, 2020

Landfill closure and post-closure care requirements have been defined in accordance with industry standards and include final covering and landscaping of the landfill, pumping of ground water and leachates from the site, and ongoing environmental monitoring, site inspection and maintenance. The reported liabilities are based on estimates and assumptions with respect to events extending over a period of up to fifty years using the best information available to management. Future events may result in significant changes to the estimated total Expenses, capacity used or total capacity and the estimated liability, and would be recognized prospectively, as a change in estimate, when applicable. The Township currently has five active and five inactive landfill sites. The estimated remaining capacity of the active landfill sites ranges from 14% to 43% of the total estimated capacity and the estimated remaining life of the active landfill sites ranges from seven years to thirty-six years. The period for post-closure care for all sites is estimated to be fifteen years. Estimated total expenses represent the sum of the discounted future cash flows for closure and postclosure care activities using an estimated inflation rate of 2.56% and discounted at the Township’s average long term borrowing rate of 2.57% (2019 2.03%). The estimated total landfill closure and postclosure care expense are calculated at approximately $4,329,504 (2019 $3,541,337). For sites that are still active, the estimated liability for these expenses is recognized as the landfill site’s capacity is used. For sites that are inactive, the estimated liability for these expenses is recognized immediately. Included in liabilities at December 31, 2020 is an amount of $3,174,171 (2019 $2,586,180) with respect to landfill closure and post-closure liabilities recognized to date.

Municipal Equity Municipal equity consists of: 2020

2019

95,144,519 (357,977)

91,956,799 (365,621)

94,786,542

91,591,178

6,777

(10,626)

Landfill Closure and Post-Closure To Be Recovered

(3,174,171)

(2,586,180)

Reserves

21,986,707

20,153,956

Total Municipal Equity

113,605,855

109,148,328

Invested in Tangible Capital Assets Tangible capital assets Unfinanced capital expense

Unrestricted Surplus Frontenac Community Arena

Page 48 of 344

Township of South Frontenac Notes to the Consolidated Financial Statements

D ra ft

December 31, 2020

Contingent Liabilities

The nature of municipal activities is such that there may be litigation pending or in prospect at any time. With respect to claims as at December 31, 2020, management believes that the Township has valid defences and appropriate insurance coverages in place. In the event any claims are successful, management believes that such claims are not expected to have a material effect on the Township’s financial position. As a result, no provision has been made in these consolidated financial statements for any settlement which may arise as a result of these claims.

Contractual Obligations (a)

The Township has entered into an agreement with the Ontario Provincial Police for the provision of police services. The term of the agreement is six years, commencing December 2020 at an annual cost of approximately $3.1 million.

(b)

The Township entered into an Agreement with 1425445 Ontario Limited operating as Utilities Kingston for the operation and maintenance of the water system. The term of the Agreement expires December 31, 2021. The annual cost as at December 31, 2020 was $148,321 (2019 $166,863).

Risk Management In the normal course of operations, the Township is exposed to a variety of financial risks which are actively managed by the Township. The Township’s financial instruments consist of cash, investments, accounts receivable and accounts payable and accrued liabilities. The fair values of cash, accounts receivable, investments and accounts payable and accrued liabilities approximate their carrying values because of their expected short term maturity and treatment on normal trade terms. The Township’s exposure to and management of risk has not changed materially from December 31, 2019. Market Risk Market risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in market prices. Market risk comprises three types of risk: currency risk, interest rate risk and other price risk. The Township is mainly exposed to interest and price risk.

Page 49 of 344

Township of South Frontenac Notes to the Consolidated Financial Statements

D ra ft

December 31, 2020

Risk Management Price Risk

Price risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in market prices (other than those arising from interest rate risk or currency risk), whether those changes are caused by factors specific to individual financial instrument or its issuer, or factors affecting all similar financial instruments traded in the market. The Township is exposed to price risk through its investment in quoted One Fund investments. The following details the Township’s portfolio sensitivity to a 1.0% increase or decrease in the market prices. At December 31, 2020, if market prices had a 1.0% increase or decrease with all other variables remaining the same the increase or decrease in accumulated remeasurement gains and losses on the investments for the year would have totalled $14,951 (2019 $11,966). Credit Risk Credit risk arises from the possibility that the entities to which the Township provides services to may experience difficulty and be unable to fulfill their obligations. The Township is exposed to financial risk that arises from the credit quality of the entities to which it provides services. The Township does not have a significant exposure to any individual customer or counter party. As a result, the requirement for credit risk related reserves for accounts receivable is minimal. Interest Rate Risk Interest rate risk arises from the possibility that the value of, or cash flows related to, a financial instrument will fluctuate as a result of changes in market interest rates. The Township is exposed to financial risk that arises from the interest rate differentials between the market interest rate and the rates on its cash and cash equivalents and operating loan. Changes in variable interest rates could cause unanticipated fluctuations in the Township’s operating results. Liquidity Risk Liquidity risk is the risk that the Township will not be able to meet its obligations as they fall due. The Township requires working capital to meet day-to-day operating activities. Management expects that the Township’s cash flows from operating activities will be sufficient to meet these requirements.

Fair Value of Financial Assets and Financial Liabilities The carrying value of taxes receivable, accounts receivable and accounts payable approximate their fair values due to the relatively short periods to maturity of these items or because they are receivable or payable on demand. The market value of long term investments is disclosed in note 5.

Page 50 of 344

Township of South Frontenac Notes to the Consolidated Financial Statements

Sydenham Water Works Debenture Receivable and Payable

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December 31, 2020

The debenture was issued on December 1, 2008, bears annual interest at 5.75% and is repayable in forty equal bi-annual instalments of blended principal and interest at $17,966 commencing June 1, 2009. The responsibility of principal and interest for the loan has been assumed by individuals and therefore has been shown in the consolidated financial statements as both a loan receivable and payable.

Tangible Capital Assets

Land Land improvements Buildings and building improvements Vehicles, machinery and equipment Linear Assets Roads Bridges Sidewalks Water infrastructure Construction in progress Frontenac Community Arena

2020

2019

3,541,605 1,466,450 11,589,029 6,924,393

3,194,772 1,474,128 11,206,653 6,704,103

53,250,403 7,345,745 150,630 7,301,859 2,782,422 791,983

52,558,363 6,813,010 154,603 7,483,569 1,740,278 627,320

95,144,519

91,956,799

For additional information, see Schedule 2 < Tangible Capital Assets. Assets under construction having a value of $2,782,422 (2019 $1,740,278) have not been amortized. Amortization of these assets will commence when the asset is put into service.

Segmented Information The Township is a diversified municipal government that provides a wide range of services to its citizens, including police, fire, transportation, recreational and environmental. For management reporting purposes the Township’s operations and activities are organized and reported by department. Funds were created for the purpose of recording specific activities to attain certain objectives in accordance with special regulations, restrictions or limitations. Municipal services are provided by departments and their activities are reported in these funds.

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Township of South Frontenac Notes to the Consolidated Financial Statements

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December 31, 2020

Segmented Information / continued

Certain departments that have been separately disclosed in the segmented information, along with the services they provide are as follows: (a) Administration Includes corporate services and governance of the Township. Administration as a segment includes human resource management, support to Council for policy development, by-law development in compliance with the Municipal Act, tax billing and collection responsibilities, financial management reporting, monitoring and overall budget status as well as frontline reception and customer service. (b) Protection Services Includes policing, fire protection, conservation authority, protective inspection and control and emergency measures. The mandate of the police services contract is to ensure the safety of the lives and property of citizens; preserve peace and good order; prevent crimes from occurring; detect offenders; and enforce the law. Fire protection includes inspection, extinguishing and suppression services; emergency medical first response; and prevention education and training programs. Inspection and control includes building inspection, by-law enforcement and dog control services. (c) Transportation Services This department provides the winter and summer maintenance, the repair and the construction of the municipal roads system including bridges and culverts. (d) Environmental Services Includes the management and maintenance of water treatment and distribution and solid waste management. (e) Cemetery Boards Includes the management and maintenance of municipal cemeteries. (f)

Parks, Recreation and Culture Provides services that contribute to neighbourhood development and sustainability through the provision of recreation and leisure programs and facilities including community halls, libraries, parks, recreation fields and the proportionate share of Frontenac Community Arena.

(g) Planning and Development Manages development for business interest, environmental concerns, heritage matters, local neighbourhoods and community development. It facilitates economic development by providing services for the approval of all land development plans, the application and enforcement of the zoning by-law and official plan, and the provision for geomatics services.

Page 52 of 344

Township of South Frontenac Notes to the Consolidated Financial Statements

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December 31, 2020

Segmented Information / continued (g)

Planning and Development / continued

For each segment separately reported, the segment revenue and expense represent both amounts that are directly attributable to the segment and amounts that are allocated on a reasonable basis. Therefore, certain allocation methodologies are employed in the preparation of segmented financial information. These municipal services are funded primarily by property tax revenue. Taxation is apportioned to these services based on the funding requirement. Certain government transfers, transfer from other funds, and other revenue have been apportioned based on a percentage of budgeted expenses. The accounting policies used in these segments are consistent with those followed in the preparation of the consolidated financial statements as disclosed in note 2.

2020

Revenues Taxation Penalties & interest Government Grants < Unconditional < Conditional Other municipalities Licenses, permits & rent User fees & service charges Other

Expenses Salaries, wages & employee benefits Interest on long term debt Materials Contracted services Rents & financial expenses External transfers Amortization

Excess of Revenues Over Expenses

Adminis -tration

Protective Services

Transport -ation Services

Environ -mental Services

Health Services

Parks, Recreation & Culture

Planning & Development

Total

20,500,924 183,463

1,552,500 456,489 –198,854

–267,413 –581,973

–562,553 472,091 92,666

235,305 —-2,400

—-2,063 48,682

1,787,805 1,286,455 474,154 924,575

23,525 251,538

59,693 30,351

34,920 1,177,857

780,036 58,841

43,025 12,537

40,865 564,673

141,954 10,355

1,124,018 2,106,152

23,167,293

939,430

2,340,087

1,076,582

55,562

656,283

152,309

28,387,546

1,254,970 –825,063 (236,627) 7,958 154,342 88,326

1,199,409 –1,318,029 2,514,128 –227,922 426,775

2,292,828 –3,143,689 301,351 —-5,276,479

547,731 14,049 240,384 2,625,417 —-218,963

989 –7,493 67,915

199,596 –170,273 484,681 —-257,762

380,686 –47,531 105,155

5,876,209 14,049 5,752,462 5,862,020 7,958 382,264 6,268,305

2,094,032

5,686,263

11,014,347

3,646,544

76,397

1,112,312

533,372

24,163,267

21,073,261

(4,746,833)

(8,674,260)

(2,559,962)

(20,835)

(456,029)

(381,063)

4,224,279

Page 53 of 344

Township of South Frontenac Notes to the Consolidated Financial Statements

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December 31, 2020

Segmented Information / continued

2019

Revenues Taxation Penalties & interest Government Grants < unconditional < conditional Other municipalities Licenses, permits & rents User fees & service charges Other

Expenses Salaries, wages & employee benefits Interest on long term debt Materials Contracted services Rents & financial expenses External transfers Amortization

Excess of Revenues Over Expenses

Adminis -tration

Protective Services

Transport -ation Services

Environmen -tal Services

Health Services

19,927,618 322,581

1,553,400 517,129 10,553 207,596

–34,300 –633,771

–499,738 472,207 96,035

209,680 —-2,400

43,441 432,965

55,025 32,309

33,106 676,717

23,015,283

755,405

1,177,420 –290,940 250,818 10,730 209,405 66,553

Parks, Recreation & Culture

Planning & Development

Total

19,927,618 322,581

8,000 4,250 –134,798

1,771,080 1,055,417 482,760 1,074,600

757,081 77,342

87,521 9,848

116,285 395,717

106,109 35,535

1,198,568 1,660,433

1,777,803

1,046,503

97,369

659,050

141,644

27,493,057

1,075,729 –679,528 3,161,606 –236,441 412,389

2,510,302 –3,409,403 372,815 —-5,136,796

479,235 15,555 483,910 1,722,466 —-582,341

346 –6,962 66,996

269,432 –264,997 521,714 —-255,391

292,862 –31,823 71,642

5,805,326 15,555 5,167,563 6,168,057 10,730 445,846 6,453,470

2,005,866

5,565,693

11,429,316

3,283,507

74,304

1,311,534

396,327

24,066,547

21,009,417

(4,810,288)

(9,651,513)

(2,237,004)

23,065

(652,484)

(254,683)

3,426,510

Budget Figures The 2020 budget amounts that were approved were not prepared on a basis consistent with that used to report actual results (Public Sector Accounting Board Standards). The budget included capital items such as infrastructure replacements and estimated costs for constructed assets, as program expenses, but the actual expenses have been removed in the Statement of Operations. The revenues attributable to these items continue to be included in the Statement of Operations, resulting in a significant variance.

Page 54 of 344

Township of South Frontenac Notes to the Consolidated Financial Statements

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December 31, 2020

Budget Figures

The following analysis is provided to assist readers in their understanding of differences between the approved budget and the audited financial statements: Budget

Actual

Total Revenues Total Expenses

26,538,463 29,729,773

26,805,574 24,163,267

Net (Expenses) Revenues Amortization

(3,191,310) 7,090,831

2,642,307 6,268,305

Adjusted Net Revenues

3,899,521

8,910,612

Capital Revenues

2,286,835

1,581,972

Funds Available

6,186,356

10,492,584

Capital Expenses Disposal of tangible capital assets Unfunded landfill liability Decrease in unfinanced capital Remeasurement gain

(8,570,916)

(9,461,811) 5,786 587,991 (7,643) 233,248

(Decrease) Increase in Operating Surplus

(2,384,560)

1,850,155

Allocated as follows: Net transfers (to) from reserves Change in Frontenac Community Arena

(2,640,458) 255,898

1,832,751 17,404

(2,384,560)

1,850,155

Impact of COVID-19 On March 11, 2020, the World Health Organization characterized the outbreak of a strain of the novel coronavirus (‘COVID-19’) as a pandemic. This resulted in governments worldwide, including the Canadian, Ontario and municipal governments, enacting emergency measures to combat the spread of the virus. The pandemic has had significant operational and financial impacts including service reductions, declines in associated user fee revenues and additional costs. While impacts have been mitigated by associated funding and other cost saving measures, the pandemic has created uncertainty over current and future year operations and the financial position of the Municipality. The duration and impact of COVID-19 are unknown at this time. It is not possible to reliably estimate the impact that the length and severity of these developments will have on the financial results and conditions of the Municipality in future periods. The Municipality continues to closely monitor and assess the impact on its operations. It is management’s assessment that the Municipality will have sufficient resources to mitigate the potential losses in 2021 as a result of COVID-19.

Page 55 of 344

Township of South Frontenac Schedule 1 < Continuity of Reserves and Reserve Funds 2020

2019

3,662,440 (6,302,898)

4,933,750 (3,100,999)

5,945,372 (2,472,692)

Total Net Transfers

(2,640,458)

1,832,751

3,472,680

Reserves and Reserve Fund Balances, Change in Year

(2,640,458)

1,832,751

3,472,680

Reserves and Reserve Fund Balances, Beginning of Year

20,153,956

16,681,276

Reserves and Reserve Fund Balances, End of Year

17,513,498

21,986,707

20,153,956

Net Transfers From / (To) Other Funds Transfers from operations Transfers to capital acquisitions

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(Note 20) Budget

For the year ended December 31

Composition of Reserves and Reserve Funds For the year ended December 31

2020

2019

5,871,207 57,389 895,589

6,432,386 31,739 906,863

6,824,185

7,370,988

6,755,678 1,259,324 892,623 743,538 2,063,795 500,956 1,243,116 1,703,492

6,132,396 1,190,383 839,249 43,538 1,902,713 426,307 1,026,014 1,222,368

15,162,522

12,782,968

21,986,707

20,153,956

Reserves set aside for specific purposes by Council: Fiscal < for working capital < for election < for building inspection

Equipment and Infrastructure < for global < for vertical < for roadways < for linear < for rolling stock < for future landfill closing < for water infrastructure < for stabilization

Total Reserves

The accompany notes are an integral part of these consolidated financial statements.

Page 56 of 344

Township of South Frontenac Schedule 2 < 2020 Tangible Capital Assets Additions

(Disposals)

Cost 31/12/20

3,194,772

346,833

3,541,605

Land Improvements

2,368,362

114,124

2,482,486

Buildings & Building Improvements

15,359,458

775,085

16,134,543

Vehicles, Machinery & Equipment

15,586,311

1,094,955

(178,449)

16,502,817

Linear Assets Roads Bridges Sidewalks Water infrastructure

150,804,410 12,469,079 248,500 9,445,218

5,158,652 725,100 –2,825

155,963,062 13,194,179 248,500 9,448,043

1,740,278

1,042,144

2,782,422

993,232

202,093

1,195,325

212,209,620

9,461,811

(178,449)

221,492,982

Net Book Value 31/12/20

Land

Construction in Progress Frontenac Community Arena

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Cost 01/01/20

Asset Class

Accumulated Amortization 01/01/20

Amortization

(Disposals)

Accumulated Amortization 31/12/20

3,541,605

Land Improvements

894,234

121,802

1,016,036

1,466,450

Buildings & Building Improvements

4,152,805

392,709

4,545,514

11,589,029

Vehicles, Machinery & Equipment

8,882,208

868,879

(172,663)

9,578,424

6,924,393

Linear Assets Roads Bridges Sidewalks Water infrastructure

98,246,047 5,656,069 93,897 1,961,649

4,466,612 192,365 3,973 184,535

102,712,659 5,848,434 97,870 2,146,184

53,250,403 7,345,745 150,630 7,301,859

2,782,422

365,912

37,430

403,342

791,983

120,252,821

6,268,305

(172,663)

126,348,463

95,144,519

Asset Class

Land

Construction in Progress Frontenac Community Arena

The accompany notes are an integral part of these consolidated financial statements.

Page 57 of 344

Township of South Frontenac Schedule 2 < 2019 Tangible Capital Assets Additions

(Disposals)

Cost 31/12/19

Land

3,194,772

Land Improvements

1,968,004

400,358

2,368,362

Buildings & Building Improvements

14,918,547

440,911

15,359,458

Vehicles, Machinery & Equipment

15,355,459

793,238

(562,386)

15,586,311

Linear Assets Roads Bridges Sidewalks Water infrastructure

147,055,151 12,068,375 248,500 9,253,959

3,749,259 400,704 –191,259

150,804,410 12,469,079 248,500 9,445,218

1,155,545

584,733

1,740,278

899,184

94,048

993,232

206,117,496

6,654,510

(562,386)

212,209,620

Net Book Value 31/12/19

Construction in Progress Frontenac Community Arena

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Cost 01/01/19

Asset Class

Accumulated Amortization 01/01/19

Amortization

(Disposals)

Accumulated Amortization 31/12/19

3,194,772

Land Improvements

380,344

513,890

894,234

1,474,128

Buildings & Building Improvements

3,773,348

379,457

4,152,805

11,206,653

Vehicles, Machinery & Equipment

8,521,333

850,725

(489,850)

8,882,208

6,704,103

Linear Assets Roads Bridges Sidewalks Water infrastructure

93,930,888 5,466,794 89,924 1,791,060

4,315,159 189,275 3,973 170,589

98,246,047 5,656,069 93,897 1,961,649

52,558,363 6,813,010 154,603 7,483,569

1,740,278

335,510

30,402

365,912

627,320

114,289,201

6,453,470

(489,850)

120,252,821

91,956,799

Asset Class

Land

Construction in Progress Frontenac Community Arena

The accompany notes are an integral part of these consolidated financial statements.

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Page 58 of 344

INDEPENDENT AUDITOR’S REPORT

To the Members of Council, Inhabitants and Ratepayers of the Corporation of the Township of South Frontenac: Opinion We have audited the financial statements of the Corporation of the Township of South Frontenac trust funds (the ‘Entity’), which comprise: • • •

the statement of financial position as at December 31, 2020; the statement of financial activities for the year then ended; and the notes to the financial statements, including a summary of significant accounting policies;

(Hereinafter referred to as the ‘financial statements’). In our opinion, the accompanying financial statements present fairly, in all material respects, the financial position of the Entity as at December 31, 2020, and its financial activities for the year then ended in accordance with Canadian Public Sector Accounting Standards. Basis for Opinion We conducted our audit in accordance with Canadian generally accepted auditing standards. Our responsibilities under those standards are further described in the ‘Auditors’ Responsibilities for the Audit of the Financial Statements’ section of our auditor’s report. We are independent of the Entity in accordance with the ethical requirements that are relevant to our audit of the financial statements in Canada and we have fulfilled our other ethical responsibilities in accordance with these requirements We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

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Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by management.

Page 60 of 344

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Allan and Partners LLP Chartered Professional Accountants Licensed Public Accountants Perth, Ontario June 15, 2021.

Page 61 of 344

December 31

Fire

Cemete ry Perpetu al Care

Monument Perpetual Care

Muriel Burns

13,262 –6,615

19,013

30,335 494,816

19,877

Portland Histor -ical Society

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Township of South Frontenac Trust Funds Statement of Financial Position

OHRP

Grant Family Memorial Endowment

2020

2019

15,767 82,546

25,000

26,736

130,113 577,362 6,615

106,209 578,267 7,039

4,175

19,013

525,151

98,313

25,000

4,175

26,736

718,265

695,690

19,013

525,151

98,313

25,000

4,175

26,736

718,265

695,690

ASSETS Cash Investments Term deposits Long term notes receivable

LIABILITIES Fund Balance

Statement of Financial Activities Portland Histor -ical Society

OHRP

Grant Family Memorial Endowment

2020

2019

2,450 –1,877

—-330

14,700 5,253 15,112

14,800 1,100 26,374

24,740

4,327

330

35,065

42,274

12,490

13,093

4,907

761

12,250

4,327

330

22,575

29,181

BALANCE AT THE BEGINNING OF THE YEAR

14,970

18,252

512,901

93,986

25,000

4,175

26,406

695,690

666,509

BALANCE AT THE END OF THE YEAR

19,877

19,013

525,151

98,313

25,000

4,175

26,736

718,265

695,690

For the year ended December 31

Fire

Cemetery Perpetual Care

Monument Perpetual Care

Muriel Burns

–4,711 196

–542 219

12,250 –12,490

4,907

761

Transfer to Operating Fund

NET REVENUES FOR THE YEAR

REVENUES Sales of Perpetual Care Donations Interest earned

EXPENSES

The accompanying notes are an integral part of these financial statements.

Page 62 of 344

Township of South Frontenac Trust Funds Notes to the Financial Statements

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December 31, 2020

Significant Accounting Policies

The financial statements of the Corporation of the Township of South Frontenac Trust Funds are prepared by management in accordance with Canadian Public Sector Accounting Standards. Basis of Accounting These statements reflect the assets, liabilities, revenues and expenses of the Trusts. Revenue Recognition Revenues and expenses are recorded on an accrual basis. The accrual basis recognizes revenue as they become available and measurable; expenses are recognized as they are incurred and measurable as a result of the receipt of goods or services and the creation of a legal obligation to pay. Measurement Uncertainty The preparation of financial statements in conformity with Canadian Public Sector Accounting Standards requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities and disclosure of contingent assets and liabilities at the date of the financial statements and the reported amounts of revenues and expenses during the period. Actual results could differ from those estimates. These estimates are reviewed periodically and as adjustments become necessary, they are recorded in the financial statements in the period in which they become known.

Ontario Home Renewal Program (O.H.R.P.) The Ontario Home Renewal Program was established by the Ontario Ministry of Housing in 1973 to provide grants for municipalities to make loans to assist owner occupants to repair, rehabilitate and improve their homes to local property standards. Individual loans are limited to $7,500 of which the maximum forgivable portion is $4,000. Ontario Home Renewal Program loans receivable at December 31, 2020 are comprised of repayable loans of $4,175 (2019 $4,175) and forgiveable loans of $Nil (2019 $Nil). Loan forgiveness is earned and recorded at a rate of up to $600 per year of continued ownership and occupancy. In the event of the sale or lease of the home or in the event of the homeowner ceasing to occupy the home, the balances of the repayable loan and the unearned forgiveable loan immediately become due and payable by the homeowner. The OHRP program was discontinued by the Ontario Ministry of Housing in July 1993. At that time the Ministry requested the repayment of all trust funds held by the Township. The cash accumulated in the trust fund is being repaid to the Ministry on an annual basis.

Monument Perpetual Care Perpetual care receipts are reported on the cash basis of accounting and interest income is reported on the accrual basis of accounting. The capital balance of monument perpetual care includes the original capital contributions received as well as accumulated unspent income on the capital contributions received. The unspent income of $27,754 (2019 $25,878) is available for future expenses related to monument perpetual care.

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Tonight’s public meeting is held to hear Zoning By-law Amendment Applications Z-21-05 and Z-21-07. If a person or public body does not make oral or written submissions at this public meeting, or make written submissions to South Frontenac Township before the bylaw is passed, the person or public body may not be added to the hearing of an appeal before the Local Planning Appeal Tribunal unless, in the opinion of the Tribunal, there are reasonable grounds to do so. Anyone who wishes to be notified must submit a written request to the Clerk” via email at amaddocks@southfrontenac.net and by doing so this will also entitle you to be advised of a possible Local Planning Appeal Tribunal. To clarify, anyone may appeal the decision to the Local Planning Appeal Tribunal by filing with the Clerk within 20 days of the notice of decision. An appeal to the Local Planning Appeal Tribunal may be filed with the Clerk of the Township not later than 20 days after the day that the notice of decision was given. The notice of appeal must set out the objection to the by-law and the reasons in support of the objection, accompanied by the required fee.

Page 64 of 344

REPORT TO COUNCIL DEVELOPMENT SERVICES

Public Meeting Report – Zoning By-law Amendment Report Date:

June 8, 2021

Application No: Owner: Agent: Location of Property: Purpose of Application:

Z-21-05 Catherine Reynolds Gary Beach 5056 Battersea Road, Battersea, Storrington District Rezone from Urban Residential First Density (UR1) to Urban Residential First Density – Special Provision (UR1-XX and UR1-XX-H) Date of Public Meeting: June 15, 2021 (Virtual Public Meeting)

Recommendation This report is for information only. Consistent with Council’s Procedural By-law, Council will receive comments from the public on application Z-21-05 and staff will bring a more detailed report considering public comments and making a recommendation to a future meeting.

Proposal An application was submitted to amend Zoning By-law No. 2003-75 to rezone the subject property from Urban Residential First Density (UR1) to Urban Residential First Density – Special Provision (UR1-XX and UR1-XX-H). Background The subject property is located within the Battersea Settlement Area, and has frontage on Battersea Road. The lands are developed with a single detached dwelling and a barn. The lands are currently zoned Urban Residential First Density (UR1). Attachment 1 to this reports shows the location of the subject property relative to local landmarks. The subject lands are subject to consent application S-08-20-S to create one residential lot. Provisional approval of the consent application was granted subject to conditions by the Committee of Adjustment on November 12, 2020. Conditions 9 and 10 require these lands to be rezoned. The new residential lot (severed parcel) consists of approximately 0.8 hectares (2 acres) of land with 61 metres of frontage on Battersea Road. The dwelling and barn are located on the severed parcel. The zone on the severed parcel needs to be changed to a UR1 Special Provision to recognize that the parcel would have less than the required minimum 76 metres of frontage on Battersea Road. The retained parcel consists of approximately 12.7 hectares (31.5 acres) of vacant land with 20 metres of frontage on Battersea Road. The lands consist primarily of farmland Natural, Vibrant and Growing – a Progressive Rural Leader 1

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REPORT TO COUNCIL DEVELOPMENT SERVICES

and forest. The retained parcel is intended to be used to assemble lands for future development. The zone on the retained parcel needs to be changed to UR1 Special Provision to recognize that the parcel would have less than the required minimum 76 metres of frontage on Battersea Road. The frontage of the retained parcel is sufficient to accommodate a future road that can provide access to the retained lands and has the potential to connect to other lands proposed for development in this area of Battersea. A future road would be required to be established via a plan of subdivision. A holding symbol must be placed on the zone in order to prohibit any building or development until such time as a subdivision agreement is entered between the owner of the lands and South Frontenac Council for the lands. Attachment 2 to this report is a draft by-law. Department, Agency and Public Comments Comments from departments, agencies and the public are summarized in this section of this report. Public Services and Cataraqui Conservation were not circulated the rezoning application, as they had no objection to the approval of consent application S-08-20-S when they reviewed it in 2020. The Building Department was also not circulated the rezoning application, as it has no implications for sewage systems. KFL&A Public Health had no objection to the approval of consent application S-08-20-S when they reviewed it in 2020. They were satisfied at that time that the retained parcel would be capable of providing flexibility in siting a sewage disposal system.

Public Comments Chris Chesbro (5088 Battersea Road) provided a verbal indication to Planning staff that he has no objection to this application. However, he does not support the potential development of a subdivision on the retained parcel. Under the Planning Act, a public meeting is required to be held to receive comments from citizens on the proposed rezoning. The province has provided direction that public meetings are able to be held virtually using technology such as Zoom to obtain public input on planning applications. The public meeting for application Z-21-05 will be a virtual public meeting. Further public comments may be provided through the virtual public meeting.

Natural, Vibrant and Growing – a Progressive Rural Leader 2

Page 66 of 344

REPORT TO COUNCIL DEVELOPMENT SERVICES

Planning Analysis Provincial Policy Statement, 2020 The Provincial Policy Statement, 2020 (PPS) provides policy direction on matters of provincial interest related to land use planning and development. Section 3 of the Planning Act requires that Council decisions be “consistent with” the PPS. The PPS promotes efficient land use and development patterns that support strong, liveable and healthy communities, protect the environment and public health and safety, and facilitate economic growth. The Committee of Adjustment had consideration for the 2020 PPS in its decision to approve consent application S-08-20-S. The proposal is consistent with the 2020 PPS. Specifically, section 1.1.3 which indicates that appropriate development standards should be promoted which facilitate intensification, redevelopment and compact form in settlement areas, while avoiding or mitigating risks to public health and safety. County of Frontenac Official Plan, 2016 The County of Frontenac Official Plan sets out the general direction for planning and development by defining strategic goals, broad objectives and policies. Section 3 – Growth Management sets outs policies intended to help guide new development across the County as well as manage change at a regional level. The Settlement Area policies note that efficient development patterns and road connections will be encouraged in Settlement Areas to optimize public services and to make the most efficient use of land and resources. The proposal is consistent with the direction of the County Official Plan.

Township of South Frontenac Official Plan, 2003 The subject property is located in Battersea, which is a designated Settlement Area. In the Official Plan on Schedule A. In accordance with the Provincial Policy Statement 2020 and the County of Frontenac Official Plan, the Township of South Frontenac Official Plan intends for a majority of new growth to be directed to existing settlement areas where it can be supported by appropriate servicing. The reduced road frontage for the severed parcel is appropriate as the parcel is located in a settlement area where growth is encouraged, and is in keeping with the character of Battersea. A 20 metre road frontage is appropriate for the retained parcel given the intent for this frontage to become a road that would be developed through a future plan of subdivision. The Township requires a standard 20 metre wide road allowance, as per the Road and Lane Standard Cross-Section Policy. Any future lot creation from the retained parcel must occur by plan of subdivision to ensure the orderly development of the land. The purpose of the Holding (-H) symbol is to prohibit building or development on the retained parcel until such time as a Natural, Vibrant and Growing – a Progressive Rural Leader 3

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subdivision agreement between the property owner and the Township has been executed and registered on title. To date, a plan of subdivision application has not been submitted and there are no immediate plans to develop the retained parcel. Should a plan of subdivision application be submitted, numerous studies including a hydrogeological assessment, terrain analysis, environmental impact assessment, species at risk assessment and traffic impact study would be required. The concerns raised by the public through the consent and rezoning application processes would be considered and addressed through the plan of subdivision process. Landowners within 120 metres of the plan of subdivision would be notified of any future plan of subdivision application. A decision on a future plan of subdivision would be made by the County of Frontenac with input from South Frontenac Council and would go through a fulsome public consultation process. Comments and concerns raised by the public would be addressed through the plan of subdivision process.

Summary This rezoning application is consistent with the Provincial Policy Statement 2020, the County of Frontenac Official Plan, and the Township of South Frontenac Official Plan. It also represents appropriate planning for the subject lands. Use of a Holding symbol will prohibit buildings and structures on the retained parcel, ensuring the future orderly development of the retained parcel following fulsome study, public consultation, reviews and approval through the plan of subdivision process. A report with a recommendation will be brought to a future Council meeting. Prepared by: Christine Woods, MCIP, RPP, Senior Planner Submitted/approved: Claire Dodds, MCIP, RPP, Director of Development Services Approved by: Neil Carbone, CAO Date of Site Visit: May 25, 2021 Attachments:

Location Map
Draft By-law 2021-XX

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Public Meeting Z-21-05 Applicant: Agent: Property:

Catherine Reynolds Gary Beach 5056 Battersea Road, Storrington District Tuesday, June 15, 2021 7:00 p.m. Virtual Public Meeting Page 68 of 344

South Frontenac Council

Public Meeting Statement • The purpose of this public meeting is to hear comments on Zoning By-Law Amendment application Z-21-05. • If a person or public body does not make oral or written submissions at a public meeting, or make written submissions to South Frontenac Township before the by-law is passed, the person or public body may not be added to the hearing of an appeal before the Local Planning Appeal Tribunal unless, in the opinion of the Tribunal, there are reasonable grounds to do so. • If you wish to be notified of the decision of Council in respect to the application, you must submit a written request to the Clerk via email at amaddocks@southfrontenac.net. This will also entitle you to be advised of a possible Local Planning Appeal Tribunal. • Anyone may appeal the decision to the Local Planning Appeal Tribunal by filing with the Clerk within 20 days of the notice of decision.

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• An appeal to the Local Planning Appeal Tribunal may be filed with the Clerk of the Township not later than 20 days after the day that the notice of decision was given. The notice of appeal must set out the objection to the by-law and the reasons in support of the objection, accompanied by the required fee.

Agenda for Public Meeting • Planner reviews proposal and delivers report • Questions from Council • Comments from Applicant/Owner, Agent and the Public • Comments/Questions from Council • Close Public Meeting

Public Meeting Z-21-05

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Location

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Proposal • Rezone from UR1 to UR1-XX and UR1-XX-H • Recognize reduced frontages • Prohibit development on retained parcel until subdivision agreement in place

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Frontage of severed parcel (5056 Battersea Road)

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Frontage of retained parcel on Battersea Road

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Retained parcel

Department and Public Comments • Building Department (Sewage System Review) / KLF&A Public Health – no objection to consent application • Public Services – no objection to consent application • Cataraqui Conservation – no objection to consent application • Chris Chesbro (5088 Battersea Road) •

Does not support proposal for a future subdivision

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Policy Framework Provincial Policy Statement Direct majority of new growth to settlement areas

Frontenac County Official Plan Township of South Frontenac Official Plan

Holding (-H) Symbol

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Prohibits buildings and development Ensures orderly development of land

Recommendation and Next Steps

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• It is recommended that South Frontenac Council receive comments from the public and pending comments received, direct staff to prepare a by-law to rezone the subject lands from Urban Residential First Density (UR1) to Urban Residential First Density – Special Provision (UR1-XX and UR1-XX-H) to recognize the reduced lot frontages of the severed and retained parcels and to establish a holding symbol on the retained parcel that would prohibit any building or development until such time as a subdivision agreement is entered between the owner of the lands and South Frontenac Council for the lands. • Planning staff will bring forward a report providing a further recommendation and by-law to an upcoming Council meeting for consideration.

Questions and Comments • Questions from Council • Comments from Applicant/Owner, Agent and the Public • Comments/Questions from Council

Public Meeting Z-21-05

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Attachment 1. Location Map of 5056 Battersea Road

Legend Road Highway Major Road Secondary Road Ferry Route

Assessment Parcels Settlement Area Citations

1.8

0.92

1.8 Kilometers

Notes Z-21-05

This map is a user generated static output from an Internet mapping site and is for reference only. Data layers that appear on this map may or may not be accurate, current, or otherwise reliable. THIS MAP IS NOT TO BE USED FOR NAVIGATION

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1: 36,112

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TOWNSHIP OF SOUTH FRONTENAC BY-LAW 2021-## BEING A BY-LAW TO AMEND BY-LAW 2003-75, AS AMENDED, TO REZONE LAND FROM URBAN RESIDENTIAL FIRST DENSITY (UR1) TO URBAN RESIDENTIAL FIRST DENSITY – SPECIAL PROVISION (UR1-XX AND UR1-XX-H) ON LANDS DESCRIBED AS 5056 BATTERSEA ROAD, PART OF LOT 9, CONCESSION 9, DISTRICT OF STORRINGTON: REYNOLDS WHEREAS pursuant to the provisions of Section 34 of the Planning Act, RSO 1990 as amended, the Council of a Municipality may enact by-laws regulating the use of land and the erection, location and use of buildings and structures thereon; AND WHEREAS By-law 2003-75 being the Zoning By-law regulates the use of land and the erection, location and use of buildings and structures within the Township of South Frontenac; AND WHEREAS the Council of the Corporation of the Township of South Frontenac considered all written and oral submissions received on this application, the effect of which helped Council make an informed decision; NOW THEREFORE, the Council of the Corporation of the Township of South Frontenac, hereby enacts as follows: 1.

THAT Schedule “H”, to Zoning By-law Number 2003-75 as amended, is hereby further amended by changing the zoning from Urban Residential First Density (UR1) to Urban Residential First Density – Special Provision (UR1-XX and UR1-XX-H) for the lands shown on Schedule “1”.

THAT Zoning By-law number 2003-75 as amended is hereby further amended by adding a new section UR1-XX (5056 Battersea Road, Part of Lot 9, Concession 9, District of Storrington – Reynolds) immediately after the last Urban Residential First Density – Special Provision section to read as follows: UR1-XX (5056 Battersea Road, Part of Lot 9, Concession 9, District of Storrington – Reynolds) Notwithstanding the provisions of Section 14 or any other provision of this Bylaw to the contrary, on the lands zoned Special Urban Residential First Density (UR1-XX), the following provisions apply: •

Lot Frontage (Minimum)

60 Metres (196.8 ft.)

All other provisions of this by-law shall apply. 3.

AND THAT Zoning By-law number 2003-75 as amended is hereby further amended by adding a new section UR1-XX-H (Part of Lot 9, Concession 9, District of Storrington – Reynolds) immediately after UR1-XX (5056 Battersea Road, Part of Lot 9, Concession 9, District of Storrington – Reynolds) to read as follows: UR1-XX-H (Part of Lot 9, Concession 9, District of Storrington – Reynolds) Notwithstanding the provisions of Section 14 or any other provision of this Bylaw to the contrary, on the lands zoned Special Urban Residential First Density (UR1-XX-H), the following provisions apply: •

Lot Frontage (Minimum)

20 Metres (66 ft.)

The holding (“H”) symbol shall prohibit the construction of any buildings or development on the parcel until such time as a plan of subdivision agreement is entered into between the property owner and the Township to ensure the orderly development of the lands zoned UR1-XX-H. Upon entering into a plan of

Page 82 of 344 subdivision agreement – a by-law may be passed in order to remove the holding (“H”) symbol. All other provisions of this by-law shall apply. 4.

THIS BY-LAW shall come into force in accordance with Section 34 of the Planning Act, 1990, as amended, either upon the date of passage or as otherwise provided by said Section 34. Dated at the Township of South Frontenac this ##th day of MONTH, 2021. Read a first and second time this ##th day of MONTH, 2021. Read a third time and finally passed this ##th day of MONTH, 2021. THE CORPORATION OF THE TOWNSHIP OF SOUTH FRONTENAC

Ron Vandewal, Mayor

Angela Maddocks, Clerk

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Schedule 1 This is Schedule “1” to By-law No. 2021- XX.

Passed this ##th day of MONTH, 2021

Ron Vandewal, Mayor

Angela Maddocks, Clerk

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REPORT TO COUNCIL DEVELOPMENT SERVICES

Public Meeting Report – Zoning By-law Amendment Report Date: Application No: Owner: Location of Property: Purpose of Application:

June 8, 2021 Z-21-07 Scott and Dulande Joaquin 1127 Cliffside Drive, Loughborough District Rezone from Rural (RU) to Rural – Special Provision (RUXX) Date of Public Meeting: June 15, 2021 (Virtual Public Meeting)

Recommendation This report is for information only. Consistent with Council’s Procedural By-law, Council will receive comments from the public on application Z-21-07 and staff will bring a more detailed report considering public comments and making a recommendation to a future meeting.

Proposal An application was submitted to amend Zoning By-law No. 2003-75 to rezone the subject property from Rural (RU) to Rural – Special Provision (RU-XX). Background The subject property is 0.7 hectares (1.74 acres) in area. The lands are developed with a single detached dwelling and two small sheds. The existing sewage system is located near the dwelling, between the dwelling and Cliffside Drive. The lands consist of lawn with wooded areas to the south and north. Attachment 1 to this report is a map showing the location of the property relative to local landmarks. The Owner proposes to establish an additional residential unit in an ancillary (accessory, detached) building for a family member. The approximately 887 square foot ancillary building would be located to the south of the existing dwelling, between the dwelling and Cliffside Drive. It would be setback approximately 25 metres from the front lot line (Cliffside Drive). The ancillary building would be located approximately 6 metres from the southern property line. The dwelling and the additional residential unit in an ancillary building would share the existing driveway, well and hydro connection. The additional dwelling unit would have its own sewage system, south of the building, due to the building’s location relative to the existing sewage system and the cost associated with upgrading the existing system. The submitted sketch shows an alternative location for the ancillary building on the north side of the dwelling. Attachment 2 to this report is a sketch of buildings on the property. The Owner has requested a zoning by-law amendment to change the Rural (RU) zone on the subject lands to Rural – Special Provision (RU-XX). The special provision is

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requested to permit an additional dwelling unit in an ancillary building on the property and in the front yard. Public Comments Xavier and Eathamma Parayankuzhiyil (1110 Cliffside Drive) have expressed objection to the rezoning for three reasons. First, that it would set a precedent for other properties on the street which could lead to changing the population density of the area. Second, allowing an additional residential unit compromises the consistency and desirability of the neighbourhood and could negatively affect property values. And third, they note the area may not be suitable for an additional septic system as the property is prone to surface flooding in the spring. They suggested that a granny suite attached to the dwelling is a more suitable solution. Under the Planning Act, a public meeting is required to be held to receive comments from citizens on the proposed rezoning. The province has provided direction that public meetings are able to be held virtually using technology such as Zoom to obtain public input on planning applications. The public meeting for application Z-21-07 will be a virtual public meeting. Further public comments may be provided through the virtual public meeting.

Preliminary Planning Analysis The Planning Act was amended in September 2019 by Bill 108 to permit additional residential units on a property which contains a detached house, semi-detached house or rowhouse. A second residential unit may be permitted within these structures, and an additional residential unit may be permitted in a building or structure ancillary to the house on the same property. This amendment to the Planning Act, once implemented in an official plan and zoning by-law, supports the accommodation of affordable housing in local municipalities. The Township Official Plan does not provide specific direction on how many dwellings or dwelling units may be permitted on a property. In this situation, one must look to the Planning Act and the Provincial Policy Statement for direction. As indicated above, the accommodation of affordable housing through additional residential units is required under the provisions of the Planning Act. In the absence of Official Plan policies, the Township looks to the information published by the Province in the Second Unit Info Sheet (Ministry of Municipal Affairs, Spring 2017) and to recent amendments to the Planning Act. The Info Sheet describes what an additional residential unit is, and provides considerations for where it may be appropriate to permit these units. These considerations include locations that are not prone to flooding or other natural hazards, locations on roads that are maintained yearround and accessible by Emergency Services, as well as demonstrating that on-site water and sewage services have sufficient capacity for the additional dwelling unit.

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Ensuring residential uses are not located in areas that are prone to flooding is an important consideration. Based on the observations of seasonal flooding raised by members of the public, and a further review of aerial photography, Planning staff will consult further with the Public Services and Building Services to determine whether the proposed location for the additional dwelling unit and the required sewage system is appropriate for the proposed use. As indicated above, the submitted sketch shows an alternative location for the ancillary building on the north side of the dwelling. Planning staff are not supportive of the alternative location as it is not in proximity to the actively used portion of the property. The alternative location is not practical nor accessible given its distance from the existing driveway (approximately 30 metres) and the need to cross the existing sewage system. The land also appears to be a low-lying area. The proposed placement of the additional dwelling unit in an ancillary building on the south side of the property within the front yard is contrary to the Zoning By-law, which requires accessory buildings to be located behind the principal building. However, this appears to be the most appropriate location on the property, barring any flooding hazards. If appropriate, a site-specific zone permitting an additional dwelling unit in an ancillary building on the property would also permit the building’s location in the front yard. Staff recommend that this property be subject to site plan control to regulate the specific placement of the ancillary building on the property. Site plan control may also help to address concerns raised by members of the public. For example, by requiring vegetation to be maintained or established between the front lot line and the sewage system to provide visual screening from the road, and regulating the design and placement of the ancillary building. Site plan control would be required as the Planning Act does not permit conditions to be attached to a decision on a zoning by-law amendment application. Township of South Frontenac Site Plan Control By-law No. 2003-25 may be applied to the subject property, as it contains lands within 300 metres of a Sensitive Lake Trout Lake. Summary There are several items that require further review and consideration before Council should consider a by-law to change the zone on the subject property from RU to RUXX. Planning staff will work with the applicant to obtain further information, and with internal Departments to further evaluate the proposal. A report with a recommendation will be brought to a future Council meeting. Prepared by: Christine Woods, MCIP, RPP, Senior Planner Submitted/approved: Claire Dodds, MCIP, RPP, Director of Development Services Approved by: Neil Carbone, CAO Date of Site Visit: May 25, 2021

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Attachments:

Location Map
Site & Grading Plan

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Public Meeting Z-21-07 Applicant: Scott and Dulande Joaquin Property: 1127 Cliffside Drive, Loughborough District Tuesday, June 15, 2021 7:00 p.m. Virtual Public Meeting Page 88 of 344

South Frontenac Council

Public Meeting Statement • The purpose of this public meeting is to hear comments on Zoning By-Law Amendment application Z-21-07. • If a person or public body does not make oral or written submissions at a public meeting, or make written submissions to South Frontenac Township before the by-law is passed, the person or public body may not be added to the hearing of an appeal before the Local Planning Appeal Tribunal unless, in the opinion of the Tribunal, there are reasonable grounds to do so. • If you wish to be notified of the decision of Council in respect to the application, you must submit a written request to the Clerk via email at amaddocks@southfrontenac.net. This will also entitle you to be advised of a possible Local Planning Appeal Tribunal. • Anyone may appeal the decision to the Local Planning Appeal Tribunal by filing with the Clerk within 20 days of the notice of decision.

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Location

Public Meeting Z-21-07

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Proposal • Rezone from RU to RU-XX • Permit an additional dwelling unit in an ancillary building

Public Meeting Z-21-07

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Additional dwelling unit would be located in the trees on the left side of the photo.

Department and Public Comments • Public Services and Building Services – additional discussion required based on public comment • Xavier and Eathamma Parayankuzhiyil (1110 Cliffside Drive) object to rezoning •

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it would set a precedent for other properties on the street which could lead to changing the population density of the area • allowing an additional residential unit compromises the consistency and desirability of the neighbourhood and could negatively affect property values • the area may not be suitable for an additional septic system as the property is prone to surface flooding in the spring • They suggested that a granny suite attached to the dwelling is a more 2021-06-15 Public Meeting Z-21-07 suitable solution

Policy Framework Planning Act

Additional residential units permitted

Provincial Policy Statement Frontenac County Official Plan

Need to confirm suitability of location – is it prone to flooding?

Township of South Frontenac Official Plan

Supports housing goals

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Provincial considerations for locating units

Next Steps • South Frontenac Council should receive comments from the public • Planning staff will work with the applicant to obtain further information, and with internal Departments to further evaluate the proposal based on comments received • A report with a recommendation will be brought to a future Council meeting

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Questions and Comments • Questions from Council • Comments from Applicant/Owner, Agent and the Public • Comments/Questions from Council

Public Meeting Z-21-07

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Attachment 1: Location Map 1127 Cliffside Drive

Legend Road Highway Major Road Secondary Road Ferry Route

Assessment Parcels Citations

1.8

0.92

1.8 Kilometers

Notes Z-21-07

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

June 15, 2021 June 9, 2021

SUBJECT:

Official Plan Road Map & Engagement

RECOMMENDATION That Council endorse the Official Plan Road Map, Stakeholder Engagement and Consultation Strategy, and the Indigenous Engagement Strategy prepared by Dillon Consulting, dated June 9, 2021.

BACKGROUND South Frontenac has begun the process of preparing a new Official Plan (OP) that will provide the framework for growth, development, and protection of built and natural heritage assets across the Township over a 25 year time-horizon. The OP is also being brought into conformity with the latest update to the Provincial Policy Statement (P.P.S., 2020) and the Planning Act. Dillon Consulting has been engaged to assist the Township in preparing the new Official Plan. Dillon Consulting and Planning staff met with Council at a special Committee of the Whole meeting on May 11, 2021 to provide input on the strategic direction for the Official Plan. Dillon Consulting captured Council’s responses and used those responses to help shape a vision, goals and guiding principles for shaping the work on the Official Plan. Dillon consulting met with Senior Management Team staff on May 31, 2021 to review the Road Map document that contains the vision, goals and guiding principles for the Official Plan, as well as the Engagement Strategies. Staff provided feedback and input into the documents attached to this report. The Official Plan Road Map documents the vision, goals and guiding principles that will shape the development of policy throughout the new Official Plan. It also shapes and influences the approach that will be taken to communication and consultation about this important project. It assigns timelines to each major phase of the development of the Official Plan. The Stakeholder Engagement and Consultation Strategy is a key document that provides a framework to the consultant and Township staff of how and who we will consult through the development of the Official Plan. This Engagement Plan has been developed to present a holistic approach to capturing feedback from a range of stakeholders and the public. It includes a full spectrum of potential activities as well the proposed allocation of roles and responsibilities between South Frontenac Staff and Dillon team that align to achieve the engagement objectives for the new O.P. This Plan has been informed by consultation with Council and Township staff. The Engagement Plan is intended to be a living document, and will continue to be updated as the project progresses. With evolving health directives due to COVID-19 – early consultation events will be primarily online/virtual/phone/paper, with the hope of moving to in-person events for latter stages of the project. In addition to the Stakeholder Engagement and Consultation Strategy, a separate Indigenous Engagement Strategy has been prepared. This strategy has been developed to present a holistic, meaningful, relationship-building approach to capture feedback and guidance from Indigenous Rights Holders. Natural, Vibrant and Growing – a Progressive Rural Leader 1

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REPORT TO COUNCIL DEVELOPMENT SERVICES DEPARTMENT Provincial Policy Statement 2020 recognizes that Indigenous communities have a unique relationship with the land and its resources, which continues to shape the history and economy of the Province today. Ontario recognizes the unique role Indigenous communities have in land use planning and development, and the contribution of Indigenous communities’ perspectives and traditional knowledge to land use planning decisions. The Province recognizes the importance of consulting with Aboriginal communities on planning matters that may affect their section 35 Aboriginal or treaty rights. Planning authorities are encouraged to build constructive, cooperative relationships through meaningful engagement with Indigenous communities to facilitate knowledge-sharing in land use planning processes and inform decision-making. The Indigenous Engagement Strategy lays out a plan that will be informed with input from Indigenous communities that staff and Dillon Consulting will speak with early in the Official Plan process. Relationships that will be built through this engagement will form a basis for building a long-lasting and meaningful relationship between our communities over the long-term. Staff can provide an update to Council on the conversations with Indigenous communities as this aspect of the project unfolds. Dillon Consulting will be in attendance virtually at the June 15, 2021 Council Meeting to provide an overview of the three documents.

FINANCIAL/STAFFING IMPLICATIONS • •

The Official Plan has already been budgeted for in the 2021 budget. The Road Map and Engagement Strategy helps provide scope and detail of the Township’s expectations to ensure the project deliverables meet Council’s expectations and lead to the completion of a new Official Plan that reflects South Frontenac’s diverse stakeholders, including an Indigenous Perspective on land use planning in South Frontenac.

Prepared/Submitted by: Claire Dodds, MCIP, RPP, Director of Development Services Approved by: Neil Carbone, CAO ATTACHMENTS

Official Plan Road Map, June 9, 2021
Official Plan Stakeholder Engagement and Consultation Strategy, June 9, 2021
Indigenous Engagement Strategy, June 9, 2021
New Official Plan Road Map and Engagement Presentation, June 15, 2021

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Official Plan Road Map South Frontenac 2040 Our Community Our Vision Our Official Plan June 9, 2021

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South Frontenac 2040 Our Community Our Vision Our Official Plan The Township’s Official Plan is an expression of Council’s vision for the future development of the municipality. The Official Plan provides policies regarding protection of the valuable natural resources of the Township while specifying the conditions under which future growth will be accommodated. A new Official Plan is being prepared to respond to new provincial government regulations and to chart a course for the future of South Frontenac. Proposed Vision for the Official Plan: South Frontenac is a progressive, forward-looking municipality that balances facilitating growth that meets the needs of all our residents with environmental leadership in the protection of our outstanding natural assets to enhance the exceptional lifestyle, rural character, and economic opportunities offered by the Township.

Proposed Goals for the Official Plan Goal 1:

Goal 2:

Goal 3:

Goal 4:

We support our villages to meet the daily needs of our residents through all stages of their lives.

We are leaders in the protection of our environmental areas and lakes to support the quality of life in South Frontenac.

We support a wide range and scale of businesses that contribute to the vitality of our community and enhance investment in villages and rural areas of the Township.

We support the enhancement of the rural character through the way we manage growth, support rural land uses, and by recognizing the cultural heritage of the Township.

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Page 1

Township of South Frontenac New Official Plan Road Map

June 9, 2021

Proposed Guiding Principles for the Official Plan:

Be open-minded in consideration of potential solutions which may meet the unique needs of the community.
Adopt a sustainability lens, which considers the social, environmental and economic impacts of decisions.
Consider the impacts of climate change on the future of our community and do our part to mitigate, adapt, and increase our resilience to those impacts.
Work with, understand, and integrate First Nation’s interests in the future of South Frontenac.
Be equitable and transparent, inviting input from community members frequently and in meaningful ways.

Phase 1: Project Initiation, Issue Identification, and Development of a Vision for the New Official Plan 1.1 Phase 1 Objectives ● ● ●

Internal re-launch of development of new Official Plan Council endorsement of the vision, goals and guiding principles for the Official Plan Formal project commencement

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Page 2

Township of South Frontenac New Official Plan Road Map

June 9, 2021

1.2 Phase 1 Tasks

Status

Task

Timing

Description 

✓

Project initiation

Council workshop: Strategic directions for the Official Plan

March, 2021

  

Gain preliminary input from Council on strategic directions for the Official Plan, based on: Council’s Strategic Plan; input received from the 2019 consultation sessions held with the community; and the staff presentation and meeting minutes from the Section 26 Public Meeting.



Establish Vision, Goals, Guiding Principles, and roadmap for the new Official Plan Create the Stakeholder Engagement and Consultation Strategy Create the First Nations Consultation Strategy Present the Vision, Goals, and Guiding Principles to Council for endorsement Present the road map for preparing the new Official Plan, including the Stakeholder Engagement and Consultation Strategy

May, 2021

VIRTUAL

Council endorsement of the vision, goals and guiding principles for the Official Plan

 June, 2021

VIRTUAL

  

 June, 2021

Prepare project initiation and public notice to formally acknowledge the project’s commencement to the public

Page 3

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Notice of project commencement

Kick-off meetings with the project team, including staff, the consulting team, and the extended team members at the County Data collection and background review Policy audit

Township of South Frontenac New Official Plan Road Map

June 9, 2021

Phase 2: Discussion Papers, Policy Brochures and Policy Framework 2.1 Phase 2 Objectives ● ●

Review the settlement area boundaries Establish and consult on the policy framework to be endorsed by Council

2.2 Phase 2 Tasks Status

Task

Land supply and land needs analysis

Timing

May/June, 2021

Description      

Review of settlement area boundaries

May/June, 2021

  

Residential supply analysis Non-residential supply analysis Determine long-term land needs and growth accommodation options Assessment of urban residential and nonresidential land needs

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Review Township’s Primary and Secondary Settlement Area boundaries Review current land use designations within the Official Plan Analysis of land uses within and surrounding the settlement areas Evaluate land inventories Analysis of residential and non-residential location options for urban expansion in select Primary and Secondary Settlement Areas

Township of South Frontenac New Official Plan Road Map

June 9, 2021

 Undertake and consult on policy analysis

 May through October, 2021



VIRTUAL OR IN PERSON 



Policy framework report

Council endorsement of the policy framework report VIRTUAL OR IN PERSON

October/November, 2021

 

December, 2021

 

Complete Growth and Management Discussion Paper Complete Economic Diversification Discussion Paper Prepare policy brochures to distribute to the public for information and review Consultation on Discussion Papers and policy brochures with stakeholders and agencies Recommendations on policy, based on policy audit, discussion papers, and feedback received on the discussion papers Policy framework infographic Summary memo to Council to provide a review on project progress, key findings from the discussion papers and brochures, and a summary of the received feedback, and to introduce the policy framework Provide update on the project Present the policy framework to Council for endorsement

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Page 5

Township of South Frontenac New Official Plan Road Map

June 9, 2021

Phase 3: Prepare Draft New Official Plan 3.1 Phase 3 Objectives ● ● ● ●

Prepare first draft of the Official Plan Consult Council, stakeholders, and agencies on the first draft of the Official Plan Incorporate feedback and input into the second draft of the Official Plan Consult the public on the second draft of the Official Plan

3.2 Phase 3 Tasks Status

Task

Prepare Draft 1 of the new Official Plan for stakeholder and agency consultation

Timing

January/February, 2022

Stakeholder and agency consultation March, 2022

Description

Work with staff to prepare Draft 1 of the Official Plan and its associated mapping schedules



Consult stakeholders and agencies on Draft 1 of the Official Plan



Meetings with Councilors to brief them on draft Official Plan policies



Prepare Draft 2 of the Official Plan for broader consultation, including year-round and seasonal residents

VIRTUAL OR IN PERSON Council briefings on draft Official Plan VIRTUAL OR IN PERSON

March, 2022

Consultation on draft Official Plan VIRTUAL OR IN PERSON

April through June, 2022

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

Township of South Frontenac New Official Plan Road Map

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Statutory Open House



June, 2022 VIRTUAL OR IN PERSON

Present Draft 2 of the Official Plan to the public and gather their input

Phase 4: Prepare Final Official Plan 3.1 Phase 4 Objectives  

Finalize the Official Plan for adoption Council adoption of the Official Plan

3.2 Phase 4 Tasks Status

Task

Prepare final draft Official Plan

Timing

July, 2022

Statutory Public Meeting August, 2022

Description 

Prepare Draft 3 (the final draft) of the Official Plan for Council adoption



Present the final draft Official Plan and comments received to-date to the public



Update the final draft Official Plan, based on feedback received during the Statutory Public Meeting

VIRTUAL OR IN PERSON Prepare final Official Plan recommended for adoption

August, 2022

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Township of South Frontenac New Official Plan Road Map

Present final draft Official Plan to Council for adoption

September, 2022

June 9, 2021



Present the final draft Official Plan recommended for adoption to Council

VIRTUAL OR IN PERSON

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Official Plan Stakeholder Engagement and Consultation Strategy South Frontenac 2040 Our Community Our Vision Our Official Plan June 9, 2021

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Township of South Frontenac New Official Plan Stakeholder Engagement and Consultation Strategy

June 9, 2021

1.0 Background 1.1 Project Overview The Township of South Frontenac is undertaking the development of a new Official Plan, a central guiding document that provides the framework for growth, development, and protection of built and natural heritage assets across the Township over a 25 year time-horizon. The Official Plan is also being brought into conformity with the latest update to the Provincial Policy Statement (P.P.S., 2020) and the Planning Act. People living and/or working in South Frontenac are passionate and eager to help shape the future growth of the community, and this engagement plan provides a guide to how a range of audiences will be engaged, their voices channeled, and their feedback considered throughout the planning process for updating its Official Plan.

1.2 Guide to South Frontenac Engagement Plan This Engagement Plan has been developed to present a holistic approach to capturing feedback from a range of stakeholders and the public. It includes a full spectrum of potential activities as well the proposed allocation of roles and responsibilities between South Frontenac Staff and Dillon team that align to achieve the engagement objectives for the new Official Plan. This Plan has been informed by consultation with Council and Township staff.

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The Implementation Plan outlined in Section 4 of this document provides an array of tools and tactics which will be selected from at each phase of the project, to provide an appropriate range of opportunities for engagement of stakeholders and the wider public. This Engagement Plan is intended to be a living document, and will continue to be updated as the project progresses. Given the context of the COVID-19 pandemic and public health precautions related to social gathering, the engagement tactics identified will be primarily online/virtual in the early engagement events, with options for hardcopy/telephone based input and a combination of online/virtual and in-person events contingent upon public health directives.

Township of South Frontenac New Official Plan Stakeholder Engagement and Consultation Strategy

June 9, 2021

2.0 Engagement Principles & Objectives 2.1 Engagement Principles The following principles will guide our process and will inform the public engagement objectives and techniques at each decision step. INCLUSION AND DIVERSITY: We will work diligently to remove or reduce barriers, the best that we can, to ensure that diverse voices are heard throughout this engagement process. This includes people from across South Frontenac of different ages, ethnicities/cultures, socioeconomic standings and gender identities/sexual orientations. MEANINGFUL INVOLVEMENT: Growth and how the Township plans for present and future opportunities and challenges is a complex and technical subject, but one that affects all the residents of South Frontenac. Participants will be provided with the information they need to participate in a meaningful way, and guided on what key aspects of the process they can provide feedback on. Education and outreach to create clear connections between the Official Plan policies and how development decisions get made down the line will be a central part of the process. POSITIVE EXPERIENCE & INNOVATIVE: Host creative activities that engage people beyond the traditional public meeting presentation format. Provide a positive experience that helps foster trust and encourage participation in the future. ENGAGE EARLY, ENGAGE OFTEN: We will keep public and stakeholders informed and will involve participants at key decision points early in the process and regularly throughout.

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ACCESSIBLE AND PROACTIVE ENGAGEMENT: Excite and attract stakeholders and the public to a South Frontenac-wide dialogue through engaging techniques and visuals and the use of jargon-free

Township of South Frontenac New Official Plan Stakeholder Engagement and Consultation Strategy

June 9, 2021

communication. A diversity of outreach and engagement approaches will be used so that residents are aware and can choose their level of involvement. We will meet people where they are at in terms of their level of understanding and options to engage at their convenience, in order to include more voices, and more diverse voices, in the process. TRANSPARENCY: The decision-making process, including how participant feedback will be considered, will be clearly communicated throughout the process and particularly at the outset. This will help to build buy-in for final recommendations among Ministry and County officials and elected representatives.

3.0 Communications 3.1 Target Audiences The consultation and communication activities are set out to engage a wide variety of stakeholder and public participants. Consultation and communications activities will be tailored as appropriate to the different engagement levels and anticipated audience. The new Official Plan will affect a wide variety of interested stakeholders. The engagement activities will attempt to reach this diverse and broad audience in meaningful ways. In addition to the general public, there are a number of key stakeholders for the project team to engage. These include:

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Township of South Frontenac New Official Plan Stakeholder Engagement and Consultation Strategy

                 

June 9, 2021

Local businesses and interest groups; Resident/Community Associations; Cottage and Lake Associations/Committees; Campground Associations; Local sports clubs and associations; Community leaders; School board; Frontenac C.F.D.C.; Frontenac Ambassadors Network; Eastern Workforce Innovation Board; Community services groups; Conservation authorities; Frontenac Federation of Agriculture; Kingston Frontenac Home Builders’ Association; Township Council; Township staff; County staff; and, Provincial staff.

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3.2 Key Messaging Key Message 1: The Township of South Frontenac is undertaking the development of a new Official Plan, a key guiding document that directs growth and development in the Township. Recent Provincial policy changes as well as the need to plan for the changing needs of residents are key drivers for undertaking the process, which builds on work undertaken over the past few years to plan for growth and changing community needs in South Frontenac. The project is anticipated to be completed in the fall of 2022. Key Message 2: The new Official Plan is about how the Township will continue to grow, building on the foundation from growth management work, and planning for growth to 2040 by directing growth to the right places to protect our key assets. Key Message 3: South Frontenac is undertaking a number of key projects to proactively plan for sustainable growth, and these projects will come together to inform and be informed by the Official Plan. Key Message 4: This study process will assist in providing direction for growth and development while ensuring that our policies conform to the requirements of the province and the County of Frontenac. Key Message 5: Community and Stakeholder input is a key aspect of the planning process, and your input will be sought at key milestones throughout the process to inform the creation of the Plan. Keep posted on the Township’s social media, website or Engage South Frontenac for updates.

3.3 Communications Approach

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Our approach to the development and release of communication materials is that communication information will be aligned with consultation activities throughout the project. For each phase of consultation, communication materials will provide information on and mirror consultation events. The

Township of South Frontenac New Official Plan Stakeholder Engagement and Consultation Strategy

June 9, 2021

communications approach is intended to be transparent, timely, relevant, accessible, and user-friendly. The preparation and distribution of project communications will follow the approach outlined in Table 1. Table 1: Communications Approach Communication Step

Communication Purpose

Pre-Event Communication Inform public and stakeholders of upcoming events (notices/invitations/advertising provided three (3) weeks before events). During Consultation Event Replicate materials presented Period to public and stakeholders on the project website. Includes posting presentations, panels, meeting summaries, handouts, and project reports. Following Consultation Inform public and stakeholders Events of what occurred, what we heard, and how it is being considered in the study.

Communication Methods/Tools for Intended Audience

Public informed through advertisements/ notices, e-mail, website, Engage South Frontenac, and social media. Stakeholders informed through email, mail-outs, and telephone (where necessary). Public informed through website. The Township can also provide updates through their social media posts. Stakeholders informed through email and website. A Summary Document of each engagement period will be prepared and posted on Engage South Frontenac. Stakeholders informed through email and website. How input is used for the project will be presented/displayed at each consultation event using display panels and presentations. Page 117 of 344

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Communication Step

Communication Purpose

Communication Methods/Tools for Intended Audience

Ongoing Communications

Provide an avenue through which the public and stakeholders can communicate with project staff about the project.

A project email address and comments received through the website will be monitored for incoming communications (comments, questions) throughout the study. The project email address will be officialplan@southfrontenac.net. The Township of South Frontenac will be responsible for monitoring these emails, but Dillon can provide support.

3.4 Documentation Dillon will prepare documentation of public and stakeholder engagement activities, with input from Township planning staff. Consultation Summaries will be prepared at the end of each major phase of engagement. Documentation will include identification of key themes, number and general demographics of participants, and issues to be resolved with the community/stakeholders. Communication channels will be used to inform people of the availability of the consultation summaries. This will allow people to confirm that their key issues and ideas were captured for consideration by the team. The reporting will also allow people to see how diverse members of the community are engaging in the process. The documentation will include meeting and workshop summaries, website activity, survey input and social media interest.

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4.0 Implementation Plan Stat

Event(s)

Timing

Tactics

Options for Supporting Materials, Communications

Roles and Responsibilities Dillon

South Frontenac

June 2021

Township Website, Engage South Frontenac, Newspaper

Phone line, email, Twp website/Engage South Frontenac, newspaper

● Support preparation of notice ● Prepare content for webpage/Engage SF

● Prepare notice and distribute ● Coordinate webpage/Engage SF launch ● Social media post(s)

Consultation on Significant Planning Issues

Four (4) Events Between July

October 2021

Focus groups (1.5h max, whether online or in person), online surveys, virtual meetings. The four events will be themed to align with the topics covered in the discussion papers and policy brochures (pending confirmation of topics).

Phone line, email, Twp website/Engage South Frontenac

● Collaborate on preparation of materials for events and webpage/Engage SF updates ● Provide input on maps required for events ● Run and take notes on the consultation session ● Document feedback and provide to Twp

● Collaborate on preparation of materials for events and webpage/Engage SF updates ● Coordinate preparation of maps ● Provide final approval on engagement materials ● Distribute notices of engagement sessions ● Coordinate website updates ● Attend the consultation

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Public Launch of Project (Formal Notice)

Township of South Frontenac New Official Plan Stakeholder Engagement and Consultation Strategy

Stat

Event(s)

Timing

Tactics

Options for Supporting Materials, Communications

June 9, 2021

Roles and Responsibilities Dillon

South Frontenac session ● Social media post(s)

Meeting (virtual or in person)

If virtual: Zoom, PowerPoint; If in person, PowerPoint.

● Present ● Document feedback on Policy Framework

● Attend the meeting of Council

Consultation March 2022 with Stakeholders and Agencies on Early Draft of Official Plan

Virtual event (1.5hr) to hear from seasonal residents and, if possible, an in-person event, interviews

Zoom and PowerPoint (if virtual), Jamboard, phone line, email, Twp website

● Collaborate on preparation of materials ● Provide input on maps required for events ● Run and take notes on the consultation session ● Document feedback and provide to Twp

● Collaborate on preparation of materials ● Coordinate preparation of maps ● Provide final approval on engagement materials ● Distribute notices of engagement sessions ● Coordinate website updates ● Attend the consultation session

Council Member

Meeting (virtual or in person),

Small focus groups (in person or virtual),

● Collaborate on preparation of

●

Consecutive short

Collaborate on preparation of

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Presentation December, to Council 2021 on the Policy Framework Report

Township of South Frontenac New Official Plan Stakeholder Engagement and Consultation Strategy

Stat

Event(s)

Timing

Tactics

Options for Supporting Materials, Communications

June 9, 2021

Roles and Responsibilities Dillon

South Frontenac

MiniBriefings

meetings held Presentation in April, 2022

PowerPoint, Jamboard (if virtual)

materials ● Document feedback

Statutory Open House

May 2022

Meeting (virtual or in person)

If virtual: Zoom, PowerPoint; If in person: poster boards

● Collaborate on preparation of materials for event and webpage/Engage SF updates ● Provide input on maps required for events ● Run and take notes on the consultation session ● Document feedback and provide to Twp

● Collaborate on preparation of materials for event and webpage/Engage SF updates ● Coordinate preparation of maps ● Provide final approval on engagement materials ● Distribute notices of engagement sessions ● Coordinate website updates ● Attend the consultation session ● Social media post(s)

Additional Follow-Up Meetings

Two (2) Meetings in May/June

Meetings/interviews Zoom, PowerPoint, Jamboard

● Collaborate on identification of target

●

materials Coordinate scheduling

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Township of South Frontenac New Official Plan Stakeholder Engagement and Consultation Strategy

Stat

Event(s)

Timing

Tactics

Options for Supporting Materials, Communications

2022

June 9, 2021

Roles and Responsibilities Dillon

South Frontenac

audience(s) and preparation of materials ● Document feedback and provide to Twp

audience(s) and preparation of materials ● Coordinate preparation of any necessary maps

August 2022

Meeting (virtual or in person)

PowerPoint; maps; printed supporting materials

● Collaborate on preparation of materials for event and webpage/Engage SF updates ● Run and take notes on the consultation session ● Document feedback and provide to Twp

● Collaborate on preparation of materials for event and webpage/Engage SF updates ● Provide final approval on engagement materials ● Distribute notices of engagement sessions ● Coordinate website updates ● Attend meeting

Present to Council for Adoption

September 2022

Meeting (virtual or in person)

If virtual: Zoom, PowerPoint. If in person: PowerPoint

● Prepare presentation materials ● Attend meeting

● Distribute notices ● Attend meeting

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Statutory Public Meeting

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Appendix - List of Stakeholder Groups Note: Contact information that is missing for some stakeholders below will be gathered in due course. Sub-Audiences

Additional Details

Community Groups

Resident/ Community Associations

● ● ● ● ● ● ● ● ●

Bellrock Hall Community Association Grandmothers-by-the-Lake Hartington Community Association Harrowsmith Odd Fellows and Rebekahs Harrowsmith Women’s Institute Sunbury Community Group Sydenham District Association Sydenham Women’s Institute Verona Community Association

Local Lake and Cottage Associations

● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●

Battersea Loughborough Lake Association Big Gull Lake East End Cottage Association Bobs & Crow Lake Buck Lake Association Buffy Lake Association Canoe Lake Property Owners Association Cronk Lake Desert Lake Property Owners’ Association Devil Lake Association Dog and Cranberry Lakes Association Draper Lake Federation of Ontario Cottagers’ Association Fourteen Island & Mink Lakes Association Friends of the Salmon River Garter Lake Greater Bob’s and Crow Lakes Association Inverary Lake Association Kingsford Lake Knowlton Lake Loughborough Lake

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Audience

Township of South Frontenac New Official Plan Stakeholder Engagement and Consultation Strategy

Audience

Sub-Audiences

Additional Details ● ● ● ● ● ● ● ●

Little Silver and Rainbow Lakes Property Owners Association North and South Otter Lake Association Opinicon Property Owner’s Community Sharbot Lake Property Owners’ Association Sunset Shores Association Sydenham Lake Association West Devil Lake Property Owners Wolf Lake Association

Campground Associations

●

Friends of Frontenac Park

Local sports clubs and associations

● ● ● ● ● ●

Frontenac Pickleball Club Harrowsmith Social & Athletic Club Storrington Lions Club Sydenham Lions Club Verona Lions Club South Frontenac Stock Sports Club

Businesses

● ●

Businesses located on SF lands. Inform businesses on the importance of the Official Plan, the process for Official Plan development, and contact information for key staff. Provide connections with community businesses as an opportunity for further economic development for SF (i.e., joint ventures)

● Regional Stakeholders

June 9, 2021

Frontenac County

●

Limestone District School Board

● ●

School board overseeing public schools in South Frontenac Provide insights into the educational needs of the township

Algonquin & Lakeshore

●

School board overseeing Catholic schools in South Frontenac

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●

Region surrounding the City of Kingston and includes the townships of North Frontenac, Central Frontenac, South Frontenac and Frontenac Islands Frontenac County completed their Official Plan in 2016

Township of South Frontenac New Official Plan Stakeholder Engagement and Consultation Strategy

Audience

Sub-Audiences

June 9, 2021

Additional Details

Catholic School Board

●

Contact info: 613-354-2255; info@alcdsb.on.ca

Frontenac Business Services (Frontenac C.F.D.C.)

●

Represents C.F.D.C.’s in South Frontenac “that offer free business counselling, loans for start-up and expansion of small business, strategic planning on local projects and community economic development in rural areas” Contact info: ○ Frontenac C.F.D.C.: Anne Prichard, General Manager – 613-3721414 ext. 204; info@frontenaccfdc.com

●

Eastern Workforce Innovation Board

● ●

Rural Frontenac Community Services

●

South Frontenac Community Services Corporation

● ● ● ● ● ●

Provides a wide range of social services to adults and children throughout the county (youth programs, leadership training, summer camps, family counselling, home supports, respite programs and home care, and a county-wide volunteer transportation network. Contact info: ○ Adult Services; Children and Youth Services: 613-279-3151 ○ Frontenac Transportation Services: 613-279-3151 ext. 301 Provides health and social services for the SF communities Supports educational and employment opportunities for community members; ensure that education and employment is incorporated in the new Official Plan Supports community members through programs and services aimed at families, infants and young children; ensure that programs and initiatives aimed at family and children are incorporated in the new Official Plan Contact info: 613-376-6477; info@sfcsc.ca Supported by the Ontario Federation of Agriculture (O.F.A.) Represents the voice of agriculture in the local community and advocates on behalf of farm families in Frontenac on local agricultural issues

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Frontenac Federation of Agriculture

Champion community initiatives and partnerships that use available resources to develop a skilled, effective, and adaptable local workforce. Contact info: 613-382-7462; frank@workforcedev.ca

Township of South Frontenac New Official Plan Stakeholder Engagement and Consultation Strategy

Audience

Sub-Audiences

June 9, 2021

Additional Details ●

Contact info: ○ Ron Sleeth, Director on the Frontenac Federation of Agriculture (F.F.A.) ○ Dudley Shannon, Secretary of the F.F.A. – shanlake@kingston.net

Frontenac Ambassadors Network

● ●

Group of more than 170 local business owners from all types of industries Contact info: Frontenac Economic Development, 613-548-9400

Regional Conservation Authorities

●

Cataraqui Region Conservation Authority ○ Contact info: 613-546-4228 Quinte Conservation Authority ○ Contact info: 613-968-3434 Rideau Valley Conservation Authority ○ Contact info: 613-692-3571

● ● Kingston Frontenac Home Builders’ Association

● ●

Advocates on behalf of the home industry regarding local and provincial policies and issues Contact info: 613-547-0986; khba@khba.ca

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Indigenous Engagement Strategy South Frontenac 2040 Our Community Our Vision Our Official Plan June 9, 2021

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Township of South Frontenac New Official Plan Indigenous Engagement Strategy

June 9, 2021

1.0 Background 1.1 Project Overview The Township of South Frontenac is undertaking the development of a new Official Plan, a principal policy document that provides the goals and objectives for growth and development. It provides the land use planning framework to guide the physical, social, economic, and environmental management and growth of the Township over a 25-year horizon. The existing Official Plan was created in 2003, following amalgamation, and the new Official Plan will align with the Council’s Strategic Plan to support the vision of South Frontenac as natural, vibrant, and growing, and to become a progressive rural leader. To achieve this vision, the Township is:  Planning for the future, being proactive, and having the capacity to adapt to change;  Engaging and collaborating with citizens, partners, and Treaty Rights Holders in an open and transparent manner;  Preserving and leveraging the community’s natural assets, history, and rural lifestyle;  Recognizing the Township’s role in the stewardship of our environment, seeking and taking advantage of practical opportunities to improve and sustain it, and creating co-management opportunities for Indigenous communities to steward their territories; and,  Developing an approach that recognizes Treaty Rights Holders as decision-makers within their traditional territory.

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The Official Plan will be brought into conformity with the latest update to the Provincial Policy Statement (P.P.S., 2020) and Planning Act. As the Official Plan will guide change within the Township, it is important that this engagement plan provides a framework to how Indigenous Rights Holders are meaningfully and respectfully included in shaping the future growth of South Frontenac located in their traditional territories. The Indigenous Engagement Strategy is a guide to how Indigenous Rights Holders will be engaged, have their voices amplified, and have their feedback considered throughout the development of the Official Plan.

Township of South Frontenac New Official Plan Indigenous Engagement Strategy

June 9, 2021

1.2 Guide to South Frontenac Indigenous Engagement Strategy This draft Indigenous Engagement Strategy has been developed to present a holistic, meaningful, relationship-building approach to capture feedback and guidance from Indigenous Rights Holders. The Indigenous Engagement Strategy recognizes that limited capacity and resources for Indigenous communities to actively and fully participate in engagement and engagement activities is a common barrier met by Indigenous communities. Therefore, this Indigenous Engagement Strategy is developed to address challenges and support Indigenous communities’ participation. It also includes a full spectrum of potential activities, as well the proposed allocation of roles and responsibilities between South Frontenac Staff and Dillon team that align to achieve the engagement objectives for the Official Plan. This Indigenous Engagement Strategy has been informed by engagement with South Frontenac Staff and Township Council. The Implementation Plan outlined in Section 3.0 of this document provides an array of tools and tactics that will be selected at each phase of the project, to provide an appropriate range of opportunities for engagement of Indigenous communities. This Engagement Strategy is intended to be a living document and will continue to be updated as the project progresses. Given the context of the COVID-19 pandemic and public health precautions related to social gathering, the engagement tactics identified will be primarily online/virtual in Phase 1 of the project, with options for hardcopy/telephone-based input and a combination of online/virtual and in-person events, contingent upon the direction of the public health directives that they can safely be held.

1.3 Indigenous Engagement Strategy Decision Steps

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Focused treaty-based planning dialogue supported by principled approaches to reconciliation will be critical to the success of amplifying the Indigenous voice in the development of the new Official Plan. Table 1 provides an overview of the main decision points and focus of associated engagement activities.

Township of South Frontenac New Official Plan Indigenous Engagement Strategy

Decision Step and Timeline Project initiation Spring 2021

Description Send out early correspondence to identified Treaty Rights holders via email to identify interest in an introduction meeting that will include the introduction of the City planning staff, Dillon team, and project information. The introduction meeting will also allow for the Indigenous community to identify planning areas of interest and an opportunity to provide education and awareness on the history and treaty rights in the area.

June 9, 2021

Engagement Phase Phase 1

An engagement strategy will be developed based on the conversations held in the introduction meeting to create an Indigenous-led engagement process. The engagement strategy will provide engagement on the key topics that will form the basis for the policy updates to the Official Plan while also identifying areas of capacity building and support opportunities for long lasting relationship building. The engagement strategy will have approval and guidance by Indigenous communities. Engagement on significant planning issues July through October, 2021 VIRTUAL OR IN PERSON

Presenting the draft Official Plan January through May, 2022

General education on the role of the Official Plan, how development decisions get made, and engagement on planning issues will be undertaken. Develop engagement summary to guide the technical team and report back to the community on the engagement process (“What We Heard”). Engagement will be held in a virtual/digital format (unless in-person engagement is permitted by local public health directives), with analog tactics to reach communities without stable internet access.

Phase 2

Present Draft Policies for the new Official Plan based on the feedback received. Engagement will be with the same groups as in Phases 1 and 2, and may include some in-person engagement, if permitted by the public health directives. An engagement summary will be developed to inform the finalization of the policies.

Phase 3

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VIRTUAL OR IN PERSON

Township of South Frontenac New Official Plan Indigenous Engagement Strategy

Decision Step and Timeline

Description

Final Official Plan July through September, 2022

A final engagement report for the project will be developed to accompany the new draft Official Plan for final review and approval by Indigenous communities, to confirm that the policy language aligns with the intentions of the communities.

June 9, 2021

Engagement Phase Phase 4

2.0 Indigenous Engagement Principles 2.1 Principles The following principles will guide our process and inform the Indigenous engagement objectives and techniques at each decision step. Indigenous communities will have an opportunity to formulate engagement principles as they pertain to relationship-building and land development throughout the engagement process. INCLUSION AND DIVERSITY: We will work diligently to remove or reduce barriers, the best that we can, to ensure that diverse voices are heard throughout this engagement process. This includes people from across South Frontenac of different ages, ethnicities/cultures, socioeconomic standings, and gender identities and sexual orientations.

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MEANINGFUL INVOLVEMENT: Growth and how the Township plans for present and future opportunities and challenges is a complex and technical subject, but it is one that affects all the residents of Central Elgin. Participants will be provided with the information they need to participate in a meaningful way, and they will be guided on what key aspects of the process they can provide feedback. Education and outreach to create clear connections between the Official Plan policies and how development decisions get made down the line will be a central part of the process.

Township of South Frontenac New Official Plan Indigenous Engagement Strategy

June 9, 2021

ENGAGE EARLY, ENGAGE OFTEN: We will keep Indigenous communities informed and will involve participants at key decision points early in the process and regularly throughout. ACCESSIBLE AND PROACTIVE ENGAGEMENT: We will excite and attract Indigenous planning dialogue through engaging techniques that are identified by Indigenous communities and visuals and the use of jargon-free communication. Indigenous communities will be invited to participate in a diversity of outreach and engagement approaches and can choose their level of involvement. We will meet people where they are in terms of their level of understanding and options to engage at their convenience, in order to amplify the Indigenous voice on various topics in the process. TRANSPARENCY: The decision-making process, including how participant feedback will be considered, will be clearly communicated throughout the process and particularly at the outset. TRUST AND HONESTY: The intention of the Indigenous engagement strategy is to build a meaningful relationship between the Township of South Frontenac and Indigenous communities, promote Indigenous planning perspectives, and create an avenue for treaty-based planning practices.

2.2 Key Messaging Message 1: The Township of South Frontenac recognizes that we are on the traditional territory of the Algonquins, Huron Wendat, Mohawks of the Bay of Quinte, Mississaugas and Chippewa Nations. The Township of South Frontenac is undertaking the development of a new Official Plan, a key guiding document that directs growth and development in the Township.

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Message 2: We feel it is important that Indigenous interests are included in our Official Plan from the early stages. We believe there is significant opportunity to enhance our strategy to better reflect Indigenous planning perspectives of the territory and build an inclusive and sustainable future for generations to

Township of South Frontenac New Official Plan Indigenous Engagement Strategy

June 9, 2021

come. The new South Frontenac Official Plan will provide planning directives for the Township of South Frontenac over a 25-year horizon and will be driven by its diversity, opportunities, and inclusiveness. Message 3: Indigenous input is a key aspect of the planning process, and your input will be sought at key milestones throughout the process to inform the creation of the Plan. Keep posted on the Township’s social media, website or Engage South Frontenac for updates. Message 4: Recent Provincial policy changes as well as the need to plan for the changing needs of residents are key drivers for undertaking the process, which builds on work undertaken over the past few years to plan for growth and changing community needs in South Frontenac. The project is anticipated to be completed in the fall of 2022. Message 5: The new Official Plan is about how the Township will continue to grow, build on the foundation from past growth management work, and plan for growth to 2040 by directing growth to the right places to protect our key assets. Message 6: South Frontenac is undertaking a number of key projects to proactively plan for sustainable growth, and these projects will come together to inform and be informed by the new Official Plan. Message 7: This study process will assist in providing direction for growth and development while it ensures that our policies conform to the requirements of the Province and the County of Frontenac.

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3.0 Indigenous Rights Holders 3.1 Engaging Indigenous Rights and Treaty Holders Approaches for engagement are to be determined; they will be informed by the initial consultation meetings. Rights Holders Treaty Rights Holders

Goals, Interests and Perceived Issues

Tactics to Engage with Them

Algonquin Nation of Ontario

●

TBD

Algonquin Communities in close proximity to South Frontenac**

●

TBD

Tyendinaga/ Mohawks of the Bay of Quinte

●

TBD

Alderville First Nation



TBD

Huron Wendat



TBD

●

TBD

Métis Nation of Ontario

●

Page 7

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Métis Rights Holders

Definition, Interest Area, Contacts

Township of South Frontenac New Official Plan Indigenous Engagement Strategy

June 9, 2021

3.2 Indigenous Interest Topics (Preliminary) Topics will be identified and informed by the initial consultation meetings. Audience

Hot Topic

Treaty Rights Holders

Natural environment

Additional Information

Climate change Lake and river ecosystem health and shoreline protection Water quality Archeology Decision-making Hunting and Fishing Good quality of life/ future generations

Rights Holders

Hunting and Fishing Rights

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Page 8

Township of South Frontenac New Official Plan Indigenous Engagement Strategy

June 9, 2021

3.3 Key Engagement Risks and Mitigations Risk

Mitigation

Communication Gaps Misunderstanding/Confusion/Apathy Opposing Values General Suspicion/Lack of Trust Feelings of Alienation/Discrimination Knowledge Gaps/Worldview Differences Lack of Capacity and Resources to Participate Power and Decision-Making Roles

3.4 Communications Approach Our approach to the development and release of communication materials is that communication information will be aligned with engagement activities throughout the project. For each phase of engagement, communication materials will provide information on and mirror engagement events. The communications approach is intended to be transparent, timely, relevant, accessible, and user-friendly. The preparation and distribution of project communications will follow the approach outlined in the table below.

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Page 9

Township of South Frontenac New Official Plan Indigenous Engagement Strategy

Communication Step Pre-Event Communication

During Engagement Event Period

Communication Purpose Inform Indigenous communities of upcoming events (notices/invitations/advertising provided three (3) weeks before events). Provide copies of presentations, panels, meeting summaries, handouts, and project reports as an opportunity to be posted on Indigenous community media forums, if desired.

June 9, 2021

Communication Methods/Tools for Intended Audience Indigenous communities informed through advertisements/notices, e-mail, website, Engage Indigenous communities, and social media. Indigenous communities informed through email, mail-outs, and telephone (where necessary). Send ongoing engagement materials to nonresponsive communities. Send pubic engagement materials to Indigenous communities as additional opportunities to engage in discussions.

Provide update memos to Indigenous communities. Following Engagement Events

Inform Indigenous communities of what occurred, what we heard, and how it is being considered in the study.

Ongoing Communications

Provide an avenue through which the Indigenous communities can communicate with project staff about the project.

A Summary Document of each engagement period will be prepared and emailed to each community. How input is used for the project will be presented/displayed at each engagement event using display panels and presentations. A project email address and comments received through the website will be monitored for incoming communications (comments, questions) throughout the study. The project email address will be officialplan@southfrontenac.net. The Township of South Frontenac will be responsible for monitoring these emails but Dillon can provide support.

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Page 10

Township of South Frontenac New Official Plan Indigenous Engagement Strategy

June 9, 2021

4.0 Implementation Plan Considerations: o Indigenous communities may have limited capacity to participate in extensive discussions. o Indigenous communities may require their own engagement approach for discussions. o Approaches to engage effectively are expected to align with a growing, progressive relationship between Indigenous rights holders and the Township. o Opportunities for Indigenous treaty education and awareness to be promoted by the Township on its webpage. Stat

Event(s)

Timing

Tactics

Options for Supporting Materials, Communications

Roles and Responsibilities Dillon

South Frontenac

May 2021

Email and phone call

n/a

● Draft email

● Send email to identified contacts

Introductory meeting

June 2021

Virtual meeting

Hard copy of presentation and engagement strategy approval

● Draft presentation content ● Draft engagement tactics and set dates with Indigenous communities ● Indigenous community engagement direction/

● Presentation delivery ● Engagement strategy approval

VIRTUAL

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Project Introduction outreach to Indigenous communities

Township of South Frontenac New Official Plan Indigenous Engagement Strategy

Stat

Event(s)

Timing

Tactics

Options for Supporting Materials, Communications

June 9, 2021

Roles and Responsibilities Dillon

South Frontenac

approval Township Website, Engage South Frontenac, send website link to Indigenous communities

Phone line, email, Twp website/Engage South Frontenac, Indigenous community local newsletter if at no cost

● Support preparation of notice ● Prepare content for webpage/Engage SF ● Send launch information to Indigenous communities.

● Prepare notice and distribute ● Coordinate webpage/Engage SF launch ● Social media post(s)

Engagement on Four (4) Indigenous Events planning issues Between July VIRTUAL OR IN October PERSON 2021

Focus groups (1.5h max if online or in person), online surveys, interviews

Phone line, email, Twp website/Engage South Frontenac

● Collaborate on preparation of materials for events and webpage/Engage SF updates ● Provide input on maps required for events ● Run and take notes on the engagement session ● Document feedback and provide to Twp and Indigenous

Page 12

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Notice of June 2021 project commencement

Township of South Frontenac New Official Plan Indigenous Engagement Strategy

Stat

Event(s)

Memo to Indigenous Community

Timing

December 2021

Engagement March 2022 with Indigenous communities on early draft of Official Plan VIRTUAL OR IN PERSON

Tactics

Options for Supporting Materials, Communications

June 9, 2021

Roles and Responsibilities Dillon

South Frontenac

community

website updates ● Attend the engagement session ● Social media post(s)

n/a

● Draft update memo to community

● Approve memo ● Send memo thanking for participation

One-hour meeting to review the Draft Official Plan and collect comments.

Zoom and PowerPoint (if virtual), Jamboard, phone line, email, Twp website

● Collaborate on preparation of materials ● Provide input on maps required for events ● Run and take notes on the engagement session ● Document feedback and provide to Twp

Page 13

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Township of South Frontenac New Official Plan Indigenous Engagement Strategy

Stat

Event(s)

Timing

Tactics

Options for Supporting Materials, Communications

June 9, 2021

Roles and Responsibilities Dillon

South Frontenac

Indigenous community briefing note

April 2022

n/a

● Collaborate on preparation of materials ● Document feedback

●

Indigenous community invite to participate in the Statutory Open House

April 2021

n/a

● Draft invite

● Send invite

Collaborate on preparation of materials

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Page 14

Township of South Frontenac New Official Plan Indigenous Engagement Strategy

Stat

Event(s)

Statutory Open House

Timing

May 2022

Meeting (virtual or in person)

Two (2) Meetings in May/June 2022

Meetings/interviews Zoom, PowerPoint, Jamboard

VIRTUAL OR IN PERSON

Additional Follow-Up Meetings

Tactics

Options for Supporting Materials, Communications If virtual: Zoom, PowerPoint; If in person: poster boards

June 9, 2021

Roles and Responsibilities Dillon

South Frontenac

● Collaborate on preparation of materials for event and webpage/Engage SF updates ● Provide input on maps required for events ● Run and take notes on the engagement session ● Document feedback and provide to Twp

● Document feedback and provide to Twp

● Coordinate preparation of any necessary maps

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VIRTUAL OR IN PERSON

Township of South Frontenac New Official Plan Indigenous Engagement Strategy

Stat

Event(s)

Timing

Presentation on 1 meeting in draft O.P September

Tactics

Meeting

Options for Supporting Materials, Communications Zoom, powerpoint

June 9, 2021

Roles and Responsibilities Dillon ● Draft materials ● Deliver presentation

●

● Prepare presentation materials ● Attend meeting

● Distribute notices ● Attend meeting

VIRTUAL Present to Council for Adoption

September 2022

Meeting (virtual or in person)

If virtual: Zoom, PowerPoint. If in person: PowerPoint

South Frontenac

●

Approve materials Deliver presentation

VIRTUAL OR IN PERSON

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Page 16

New Official Plan Road Map and Engagement Township of South Frontenac Page 144 of 344

June 15, 2021

Overview

Official Plan Road Map 1. 2.

Engagement Strategies 1. 2.

Vision, Goals and Guiding Principles Steps towards adoption of the Official Plan Stakeholders Indigenous Communities

Next Steps Questions Page 145 of 344

Page 146 of 344

Land Acknowledgement

Road Map

Setting the Stage - A Vision for the Official Plan: South Frontenac is a progressive, forward-looking municipality that balances facilitating growth that meets the needs of all our residents with environmental leadership in the protection of our outstanding natural assets to enhance the exceptional lifestyle, rural character, and economic opportunities offered by the Township. Page 147 of 344

Road Map

Hitting our Target - Goals for the Official Plan:

We support our villages to meet the daily needs of our residents through all stages of their lives. Page 148 of 344

Road Map

Hitting our Target - Goals for the Official Plan:

We are leaders in the protection of our environmental areas and lakes to support the quality of life in South Frontenac. Page 149 of 344

Road Map

Hitting our Target - Goals for the Official Plan:

We support a wide range and scale of businesses that contribute to the vitality of our community and enhance investment in villages and rural areas of the Township. Page 150 of 344

Road Map

Hitting our Target - Goals for the Official Plan:

We support the enhancement of the rural character through the way we manage growth, support rural land uses, and by recognizing the cultural heritage of the Township. Page 151 of 344

Road Map

Directing Decision-Making - Guiding Principles for the Official Plan: 1. 2.

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Be open-minded Adopt a sustainability lens Consider the impacts of climate change on the future of our community Work with, understand, and integrate First Nation’s interests Be equitable and transparent

Road Map

Visioning Council Workshop: Workshops Strategic Directions Fall 2019

May 2021

Consultation: Policy Directions

Council Briefings: Draft OP

Statutory Open House and Public Meeting for Draft OP

July - October 2021

Spring 2022

Summer 2022

June 2021

December 2021

Spring 2022

Fall 2022

Consulting Team Engaged

Council Presentation: Vision, Goals and Guiding Principles

Road Map for the new OP

Policy Framework Report + Council Presentation

Consultation: Draft OP

Final OP for Council Adoption

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March 2021

Engagement Strategies

Stakeholders

Indigenous Communities Page 154 of 344

Engagement Strategies- Audiences Indigenous Communities

Stakeholders • • • •

•

• • •

• •

•

Algonquins of Ontario Tyendinaga Mohawks Bay of Quinte Alderville First Nation Williams Treaties Metis Nation Huron-Wendat Sharbot Obaadjiwan First Nation

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• • • • •

Residents, community leaders Local businesses, networks, boards Community associations and committees Special interest groups (agriculture, home-builders, campgrounds, sports, etc.) School board, community services groups Conservation authorities Township Council and staff County staff Provincial staff

Engagement Strategies - Principles Indigenous Communities

Stakeholders Inclusion and Diversity

•

Inclusion and Diversity

•

Meaningful Involvement

•

Meaningful Involvement

•

Positive Experience and Innovation

•

Engage Early, Engage Often

•

Engage Early, Engage Often

•

Accessible and Proactive Engagement

•

Accessible and Proactive Engagement

•

Transparency

•

Transparency

•

Trust and Honesty

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•

Engagement Strategies – Timelines for Engagement Indigenous Communities

Stakeholders •

Formal project launch: June 2021

•

Significant Planning Issues: Summer – Fall 2021

•

Introductory Outreach: May - ongoing

•

Formal project launch: June 2021

•

Indigenous Planning Issues: Summer – Fall

2021

Draft Official Plan: Early Spring 2022

Open House: Late Spring 2022 Public Hearing: Late Summer 2022

•

Draft Official Plan: Early Spring 2022

•

Open House: Late Spring 2022

•

Public Hearing: Late Summer 2022

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•

Next Steps

Formal Public Project Launch

Policy Analysis and Preparation for Summer Consultation

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Questions?

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

June 15, 2021 June 9, 2021

SUBJECT:

Request for Conservation Authority Review of Ministerial Zoning Order Applications

RECOMMENDATION That Council endorse the following resolution: That prior to tabling requests to endorse a Ministerial Zoning Order which affects lands regulated under Section 28 of the Conservation Authorities Act, municipal staff shall: • • • •

Notify the Conservation Authority of the request; Provide a copy of the request to the Conservation Authority; Request the conservation authority provide comments to the municipality regarding any issues or concerns related to natural hazards or natural heritage; and; Request the Conservation Authority to delineate the extent of the regulated land on the site such that the development project can be directed outside of any regulated features.

And direct the Clerk to notify Quinte Conservation, Rideau Valley Conservation Authority and Cataraqui Conservation Authority of the passing of this resolution.

BACKGROUND Under the Planning Act, the Minister of Municipal Affairs and Housing has the discretionary power to issue a Ministerial Zoning Order (MZO) to permit development anywhere in Ontario, bypassing normal review and approval processes under the Planning Act. MZOs are intended to be used by the Minister to expedite critical government priorities such as transit-oriented communities, affordable housing, longterm care homes and strategic economic recovery projects, removing potential barriers and delays. The Planning Act was recently amended (through Bill 257) to no longer require that an MZO be consistent with policy statements issued under the Planning Act such as the Provincial Policy Statement, 2020. The Conservation Authorities Act was also recently amended (through Bill 229) to require conservation authorities to issue a Section 28 permit for any development authorized by an MZO. South Frontenac staff have been contacted by both Quinte Conservation (April 29, 2021) and Rideau Valley Conservation Authority (May 28, 2021) with the request for Council to endorse a resolution directing municipal staff to engage Conservation Authorities to review a MZO application prior to tabling a request for Council to endorse a MZO application. Municipal staff anticipate that we will also be contacted by Cataraqui Conservation Authority about the same matter. While most recent MZO applications seem concentrated in Southwestern Ontario, Conservation Authorities have identified that they would like to ensure a process is in

Natural, Vibrant and Growing – a Progressive Rural Leader 1

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REPORT TO COUNCIL DEVELOPMENT SERVICES DEPARTMENT place that includes input from the Conservation Authorities, should an MZO application be proposed in Eastern Ontario. The Minister of Municipal Affairs and Housing has indicated they would look favourably on a MZO that has been endorsed by a local municipal council. If a MZO is proposed in South Frontenac, it is anticipated that Council would be notified of the application and be requested to indicate Council’s support of the MZO. As Council is aware, municipal staff work in partnership with Conservation Authority staff to regularly review development applications to ensure the protection of people, property, water quality and natural heritage features. Conservation Authorities are key partners in the review of development applications in the Township. Staff support the request of the Conservation Authorities to notify them of a MZO application which effects lands regulated under Section 28 of the Conservation Authorities Act in South Frontenac. Municipal staff would request Conservation Authority staff review and provide comments for Council’s consideration of whether to endorse a MZO application. Conservation Authority staff have committed to provide information regarding a MZO application within 10 working days of receipt.

FINANCIAL/STAFFING IMPLICATIONS • •

It is not anticipated that it will take any additional staff resources to engage the Conservation Authorities in a review of a MZO application. The appropriate review of a MZO application by the Conservation Authorities will assist in the protection of people and property, thereby minimizing financial risk to property owners.

Prepared/Submitted by: Claire Dodds, MCIP, RPP, Director of Development Services Approved by: Neil Carbone, CAO

ATTACHMENTS

Letter from Quinte Conservation (April 29, 2021)
Email from Rideau Valley Conservation Authority (May 28, 2021)

Natural, Vibrant and Growing – a Progressive Rural Leader 2

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April 29, 2021 Neil Carbone, Chief Administrative Officer Township of South Frontenac Via Email: RE: Consideration of Ministerial Zoning Orders On behalf of the Quinte Conservation Board of Directors, I am writing regarding recent changes to the Conservation Authorities Act (CA Act) specifically in reference to Ministerial Zoning Orders (MZO) provided by the Minister of Municipal Affairs and Housing. These orders are now included under the CA Act Section 28.0.1. As you are aware, Quinte Conservation administers planning services and regulation permits to protect people and property. Included in Section 28.0.1, is the statement, “an authority shall not refuse to grant permission for a development project” even if the orders are against current regulatory mechanisms. The Province has indicated that it will look favourably upon MZO applications that have been endorsed at the local level by municipal council. However, there is a degree of inconsistency in how these requests are being managed across the province. To aid in Council’s consideration of applications to the Minister, and to safe guard public safety and ensure a fair, transparent, and consistent approach across the watershed, we respectfully request that Council consider and endorse the following motion: “THAT Prior to tabling requests to endorse an MZO application which affects lands regulated under Section 28 of the Conservation Authorities Act, municipal staff shall:  Notify the Conservation Authority of the request;  Provide a copy of the request to the Conservation Authority; and  Request the Conservation Authority to delineate the extent of the regulated land on the site such that the development project can be directed outside of any regulated features” We are committed to providing municipal staff the information within 10 working days of receipt. On behalf of the Board, thank you for considering this matter. Sincerely and respectfully,

Brad McNevin CAO Quinte Conservation

Page 163 of 344 From: To: Subject: Date:

Neil Carbone Claire Dodds FW: Minister’s Zoning Orders May 28, 2021 11:00:42 AM

This just came through. J Neil Carbone Chief Administrative Officer Township of South Frontenac Box 100, Sydenham ON K0H 2T0 613-376-3027 Ext 2225 613-376-6657 (Fax) www.southfrontenac.net Natural, Vibrant and Growing – a Progressive Rural Leader From: Michelle Paton [mailto:michelle.paton@rvca.ca] Sent: May 28, 2021 10:56 AM To: Athens, Darlene Noonan, CAO/Clerk athens@myhighspeed.ca; Doug Robertson MerrickvilleWolford (cao@merrickville-wolford.ca) cao@merrickville-wolford.ca; Jasmin Ralph, Montague jralph@township.montague.on.ca; ‘cao@perth.ca’ cao@perth.ca; Smiths Falls, Malcolm Morris, CAO mmorris@smithsfalls.ca; Karl Grenke kgrenke@smithsfalls.ca; Neil Carbone ncarbone@southfrontenac.net; Christine Woods cwoods@southfrontenac.net; Paul Snider psnider@villageofwestport.ca Cc: Sommer Casgrain-Robertson sommer.casgrain-robertson@rvca.ca Subject: Minister’s Zoning Orders SENT ON BEHALF OF: Sommer Casgrain-Robertson Good morning municipal colleagues, As you know, conservation authorities provide plan review services and administer regulatory permits to protect people and property. We deliver these services in partnership with our member municipalities and we appreciate the collaborative and integrated working relationship we have with you and your development review staff. We are reaching out today about recent changes to the Planning Act and Conservation Authorities Act related to Minister Zoning Orders (MZOs). The purpose of our email is to ask that municipalities contact their local conservation authority to solicit input should their Council be asked to support an MZO application in their municipality. Background Under the Planning Act, the Minister of Municipal Affairs and Housing has the discretionary power to issue an MZO to permit development anywhere in Ontario, bypassing normal review and approval processes under the Planning Act. MZOs are intended to be used by the Minister to expedite government priorities such as transit-oriented communities, affordable housing, long-term care homes and strategic economic recovery projects.

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Recent Change to the Planning Act The Planning Act was recently amended (through Bill 257) to no longer require that an MZO be consistent with policy statements issued under the Planning Act such as the Provincial Policy Statement. Recent Change to the Conservation Authorities Act The Conservation Authorities Act was also recently amended (through Bill 229) to require conservation authorities to issue a Section 28 permit for any development authorized by an MZO. Request to Consult Conservation Authorities While most MZO applications seem focused in southwestern Ontario, we would like to ensure that a process is in place should one ever arise in the east. Since the Minister of Municipal Affairs and Housing has indicated that he will only consider issuing an MZO if the local municipal council supports the development, we anticipate that should someone apply for an MZO in your municipality, your Council will receive a request to support it. To assist Council in their review and to ensure a transparent and consistent approach across our watersheds, we ask that prior to tabling any request to endorse a MZO application that municipal staff: Provide a copy of the request to the conservation authority; and Request that the conservation authority provide comments to the municipality regarding any issues or concerns related to natural hazards or natural heritage (e.g. potential impacts on the control of flooding or erosion, pollution, conservation of land, public safety, protection of property or ecological impacts). We are committed to providing this information to our municipalities within 10 working days of receipt. If you have any questions or concerns or if you wish to discuss the matter above, please do not hesitate to contact us at any time. Sincerely, Sommer Casgrain-Robertson General Manager Rideau Valley Conservation Authority 1-800-267-3504

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STAFF REPORT RECREATION DEPARTMENT

AGENDA DATE: June 15, 2021 SUBJECT: Resurfacing of Verona/McMullen Netsport Courts RECOMMENDATION That Council authorize the cancellation of Capital project 21-21 being the Resurfacing of the McMullen Park Netsports Courts, and reconsider the project in 2022 in the context of the Recreation, Parks and Leisure Master Plan. BACKGROUND As part of the 2021 Budget Council had approved $55,000 to resurface and install equipment to support two full size Tennis courts, a small basketball court and a shuffleboard area at McMullen Park in Verona. The work would create a premier space for Tennis as many of the other courts are being highly utilized by the playing of Pickleball. Staff issued a Tender for the project and received 2 bids along with a 3rd quote from a Vendor of record. The prices far exceeded the budget by between 34-96% ANALYSIS/DISCUSSION: Given the current condition of the court and the cost of the work required, Staff feel it may be more cost effective to replace the entire surface/fence/etc. This would increase longevity and provide opportunity to enlarge the surface area to meet actual recreational/or higher play specifications. For this reason, staff are recommending the cancellation of this project, and reconsideration with the potential for an increased scope (replace instead of refurbish) in the 2022 budget. This will also allow the project to be reviewed in the context of the completed Recreation, Parks and Leisure Master Plan. STAFFING/FINANCIAL IMPLICATIONS: Cancellation of the project will result in $45,000 being returned to the Infrastructure Reserve and $10,000 in donations held in reserve in anticipation of re-budgeting in 2022. ATTACHMENTS:

21-21 McMullen Park Court Capital Detail Sheet Prepared by: Tim Laprade Manager of Recreation and the Frontenac Community Arena Approved by: Neil Carbone Chief Administrative Officer

Natural, Vibrant and Growing – a Progressive Rural Leader

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REPORT TO COUNCIL RECREATION DEPARTMENT AGENDA DATE:

June 15th, 2021

SUBJECT:

Support for application to the Canada Healthy Communities Initiative funding for Multi-Use Facility roof construction

RECOMMENDATION: That Council support a grant application to the federal infrastructure fund – Canada Healthy Communities Initiative (CHCI) – in the amount of $250,000 to construct a roof on the Multi-Use Facility at Centennial Park in Harrowsmith. BACKGROUND: With financial support in the amount of $15,000 from the South Frontenac Stock Sport Club and a $20,000 anonymous donation. Council approved construction for the new Multi-Use Facility (MUF) at Centennial Park in the 2020 budget. The original architectural drawings and specifications of the project included a roof over the facility supported by columns to allow the space to be as open as possible. The base construction specification includes footings to support columns for this purpose. Construction is nearing completion and the facility should be available for public use by July, 2021. The CHCI grant is a $31 million federal fund in response to COVID-19 and will support communities as they develop new ways to adapt spaces and services to meet the ongoing and continuing needs arising from the pandemic. The funded projects must fall within at least one of the three Healthy Communities Initiative theme areas: safe and vibrant public spaces; improved mobility options; and/ or digital solutions. Applications are being accepted until June 25th, 2021. DISCUSSION/ANALYSIS: Staff are recommending an application to construct a roof on the MUF under the CHCI funding stream “Safe and vibrant public spaces”. The funding stream is described as “community projects that create and adapt public spaces, or programming and services for public spaces including parks, commercial main streets, and access to other amenities. Community projects that adapt public spaces to meet public health guidance.” Additional Funding Details: •

All funded budget items must be project-related and funding recipients must incur expenses between April 1, 2020, and June 30, 2022;

•

There are no cost sharing requirements. The CHCI will fund 100% or a portion of the project;

•

Proof of permit approvals are not required to apply to CHCI. However, applicants must be clear of what permits are required and submit the approved permits before receiving funding;

•

The minimum funding amount for projects is $5,000 and the maximum funding amount is $250,000 for each project.

Natural, Vibrant and Growing – a Progressive Rural Leader

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REPORT TO COUNCIL RECREATION DEPARTMENT Project Readiness: •

The Township received architectural concept drawing from Mikaela Hughes Architect in 2020 to include in the application;

•

Frontenac County, the South Frontenac Stock Sport Club have indicated they would provide a letter of support for the application. Staff will request a letter of support from thinc design, consultants for the development of the Recreation, Parks & Leisure Master Plan. Staff will also approach the Recreation Committees, the Harrowsmith Social & Athletic Club, the Frontenac Pickleball Club, The Grace Centre, the South Frontenac Museum Society, and KFL&A Public Health for additional letters of support.

•

Architectural drawings and specifications of the project include the roof and construction has included footings to support columns for this purpose.

STAFFING/FINANCIAL IMPLICATIONS: A budget estimate for roof construction is not available at this time, but will be obtained before the application is submitted; it is not anticipated to be in excess of the maximum funding allocation of $250,000 and so would be fully funded if the application is approved. ALIGNMENT WITH THE STRATEGIC PLAN: This project is in alignment with South Frontenac’s Strategic Plan, specifically the following priorities: •

To promote and support growth than meets the community’s needs while maintaining the integrity of our natural environment;

•

To be a catalyst for the creation of vibrant, complete communities

ATTACHMENTS: •

Original architectural drawings produced by Mikaela Hughes Architect – for reference

Prepared by: Amanda Pantrey Program, Events & Education Coordinator Submitted/approved by: Tim Laprade Manager of Recreation and Frontenac Community Arena Approved by: Neil Carbone Chief Administrative Officer

Natural, Vibrant and Growing – a Progressive Rural Leader

POSSIBLE LOCATION FOR CONCESSIONS

14 M ( 46 FT )

STOCKSPORT PLAYING FACILITY

PLAN SHOWING 3 PLAYING

32 M ( 105 FT )

SURFACES FOR STOCKSPORT

SIDE ELEVATION

END ELEVATION

MIKAELA HUGHES ARCHITECT

CONCEPT DRAWING

CENTENNIAL PARK MULTIPURPOSE PAVILLION

Feb 9, 2020

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TOWNSHIP OF SOUTH FRONTENAC

STOCK SPORT

PUBLIC SKATING

TOWNSHIP OF SOUTH FRONTENAC MIKAELA HUGHES ARCHITECT

CONCEPT DRAWING

CENTENNIAL PARK MULTIPURPOSE PAVILLION

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SOCIAL EVENTS SUCH AS CONCERTS,, MARKETS, AND CELEBRATIONS

Feb 9, 2020

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REPORT TO COUNCIL PUBLIC SERVICES DEPARTMENT

AGENDA DATE: June 15, 2021 SUBJECT: Tender # PS-2021-23 – Stafford Ln Culvert Rehabilitation

RECOMMENDATION: That Council accept the bid from Crains Construction Ltd. in the amount of $289,027.40 (Including Non-Refundable HST) for the Stafford Lane culvert rehabilitation project; And That Council award the third stage of the engineering assignment with Ainley Group for contract administration services at the bid rate of $2,800 per week (RFP PW-P02-2019); and That the estimated budget shortfall of $64,211.84 be funded from the Asset Investment Reserve. BACKGROUND: In January of this year Council approved its 2021 Operating and Capital budgets which included the rehabilitation of the Stafford Lane culvert (2750mm diameter) including widening of the causeway, new headwalls, guide rails and bank stabilization. This tunnel plate liner project involves some construction challenges that include: limited staging areas, significant dewatering activities and the requirement to maintain emergency/public access over the crossing throughout the duration of construction. On May 19th, 2021 the Township released tenders for the project and advertised on the Township’s website. On June 9th, 2021 the bid period for the tender closed with a total of five (5) tender submissions received. One of the tenders was subsequently found to be incomplete and was rejected based on the requirements of the procurement bylaw. The results of the remaining tender bids were as follows: Supplier AWD Contractors Coco Paving Inc. Crains Construction Ltd. Louis W. Bray Construction Ltd.

Total (Inc. Non-Refundable HST) $371,424.00 $792,710.40 $289,027.40 $430,444.80

All of the remaining tender submissions were reviewed for accuracy and found to be compliant with the Township’s procurement bylaw. ANAYLSIS AND OPTIONS: Staff also completed a detailed review of the bid from Crains Construction Ltd. and have confirmed that the low bidder has completed other projects of similar scope in Frontenac County and Lanark County. The conditions of the Stafford Lane culvert crossing (2,750m diameter) remain poor as the wing walls of the culvert crossing are experiencing structural failure

Natural, Vibrant and Growing – a Progressive Rural Leader

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REPORT TO COUNCIL PUBLIC SERVICES DEPARTMENT

and are being further undermined by surface drainage. Investing in this structure is therefore critical this year to fully restore the crossing on the causeway and improve emergency vehicle access as well. The construction permits for the project currently identify that in-water works must be performed on or after July 1st, 2021 and be completed by September 30th, 2021 thus adding greater time constraints. It is therefore recommended that the low bid from Crains Construction Ltd. be accepted and that the Township proceed with the award of contract.

FINANCIAL/STAFFING IMPLICATIONS: The 2021 Budget allowance for the overall project is $300,000 ($328,000 total project budget) to cover the remaining project (See Attached capital detail sheet). To move forward this year, the Township requires additional funding of approximately $64,200 which includes necessary expenses for project management, quality assurance testing and associated contingencies. The additional funding would be allocated from the asset investment reserve and would have a negligible impact on long range financial planning. A breakout of the revised project budget is provided below: ACTIVITY

COST ($)

Design / Permit (expenses & commitments YTD) Crains Construction Ltd. (low bid Net HST) Contract Administration (2021 Budget) Subtotal Contingency Allowance - Construction (10% of 2021 budget) Revised Project Budget Approved Budget Estimated Shortfall

$41,281.70 $289,027.40 $30,000.00 $360,309.10 $31,902.74 $392,211.84 $328,000.00 $64,211.84

ATTACHMENTS:

Stafford Lane Culvert Rehabilitation 2021 Capital Detail Sheet Prepared by: W. Troy Dunlop, C.E.T. Manager of Technical Services and Infrastructure Approved by: Neil Carbone Chief Administrative Officer

Natural, Vibrant and Growing – a Progressive Rural Leader

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REPORT TO COUNCIL Public Services Department

AGENDA DATE:

June 15, 2021

SUBJECT:

New Station 8 Fire Hall – Supplemental Report

RECOMMENDATION: That Council support the use of an air-source heat pump with electric backup for the office portion of the new Station 8 Fire Hall and maintain the use of a high-efficiency propane boiler system for the remainder of the heating requirements; and, That Council support further investigation of a net-metering solar option concurrent to the construction of Station 8; and That Council direct staff to continue to assess alternatives for possible implementation provided it does not delay the design or tendering process for the new Station 8 Fire Hall. BACKGROUND: At its regular meeting on May 18, 2021, Council pass the following motion, as amended, awarding the design of a new Station 8 Fire Hall to Ron Awde Architect, and requesting further information be brought back to Council at its regular meeting on June 15th, 2021: Resolution No. : 2021-19-15 Moved by Councillor Revill Seconded by Councillor Ruttan That Council support the proposed design changes to the Station #8 Fire Hall as indicated in Attachment #1 to this report; and, That Council approve the proposal submitted by Ronald Awde Architect in the amount of $99,990 for the Design and Construction Services of a new Station #8 Fire Hall, and That Council direct staff to report back on comparative costs of using an air source heat pump as the primary method of heating and cooling in the fire hall, including the long term operating cost implications and its effect on greenhouse gas emissions compared to fossil fuel alternatives and report back to Council no later than June 15, 2021, and That Council direct staff to report back on the feasibility, costs and savings associated with installing solar panels for the purpose of joining Hydro One’s net metering program prior to finalizing the design of the New Fire Hall including the option of ground mount panels. This report provides the information requested by Council on May 18th, 2021. ANALYSIS/DISCUSSION: Solar Panels and Net Metering Program Staff consulted with the architect and their electrical engineers, as well as Hydro One representatives and local off-grid specialists regarding the installation of solar panels

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REPORT TO COUNCIL Public Services Department

at the new Station 8 Fire Hall, and the prospect of participating in Hydro One’s Net Metering Program. Building Demand and Solar The annual electricity demand for the new Station 8 is estimated at 40,000+/-kWh. Based on the roof area available for solar panel installation (3,500 sqft.), the new Fire Hall could support 120 roof-mount panels which would have the capacity to generate approximately 42,000+/-kWh per year. The cost of the system is estimated at $100,000 plus peripherals including inverters and other equipment for a total of $132,500. Despite system output having the potential to offset 100% of the building’s electricity demands, the time-based availability of solar power and lack of storage capacity mean that grid-based electricity would still be required, and a base rate for delivery, debt reduction and other fixed charges would continue. Net Metering Program Hydro One’s Net Metering program is available to any Hydro One customer who generates electricity primarily for their own use from a renewable energy source (wind, water, solar radiation or agricultural biomass). Net metering allows you to send electricity generated from Renewable Energy Technologies (RETs) to Hydro One’s distribution system for a credit towards your electricity costs. Excess generation credits can be carried forward for a consecutive 12 month period to offset future electricity costs. Net metering also results in delivery charge reductions since they are calculated on the net usage. Participation in the Net Metering program is based on the size (generation capacity) of a system and the availability of feeder station/grid capacity. Since the proposed Station 8 system would have a nameplate capacity of greater than 10kW (and greater than 30kW 3-phase), it would be subject to a lengthier application process which requires engineered design, a connection impact assessment and other information including the identification of the feeder station and grid capacity. *Until feeder station capacity is known, and a full application submitted and reviewed by Hydro One, acceptance into the Net Metering program cannot be guaranteed. Ground-Mount Solar Option Based on discussions with local alternative energy contractors, should the Township wish to pursue a net metering agreement, a ground mount solar system may be a better alternative to a roof-mount system. A ground-mount system could be connected to the building at a later date, allowing the Fire Station construction to proceed unimpeded by the Hydro One application or any unforeseen issues or delays. It would also provide greater flexibility on the size of the solar system and allow for easier maintenance and better orientation to the sun to maximize output. Important Note An important consideration in review of net metering was the effect of potential changes to the HVAC system (air-source heat pump/electric backup) on the electricity demands for the building. This is discussed in the next section. Natural, Vibrant and Growing – a Progressive Rural Leader

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REPORT TO COUNCIL Public Services Department

Air-Source Heat Pump and Backup Systems The Township’s consultant was asked to report on the potential of using an airsource heat pump system for heating and cooling of the new fire station instead of the high-efficiency propane furnace and boiler installed at the Station 6 Fire Hall. Heat Pump/electric for Office Areas Awde suggests that an air-source heat pump system could be used to reduce energy consumption (and ghg emissions) at the new facility compared to a propane furnace, and that electric backup (duct heaters or electric furnace) could be utilized to heat the office areas when temperatures fall below those that the heat pump can deal with effectively rather than relying on a propane furnace backup. Garage Bays and Boiler System The Station 6 design utilizes propane boiler-driven in-floor heating for the garage bays and snow melting. Due to temperature regulation challenges in garage bays, and the energy requirements of an air-source heat pump if run on electricity, conversion of the boiler system to heat pump with electric backup would result in a considerable increase in electricity requirements. The consultants estimate a demand of 125,000kWh (compared to 40,000kWh) to move to a full electric backup for the garage heating system including snow melt loops. Further, the additional reliance on electric backup will result in a larger backup generator being require at a premium of $20,000+/-. The consultant suggested that the in-floor heating loops would be more effectively driven by a ground-source heat pump, but that this would add considerable cost and may result in more challenging and costly maintenance in the future. Also, as noted in the last section, if the Township pursued a solar system and net metering, the greater electricity demands of a heat pump/electric backup system in the garage may significantly reduce or eliminate any savings realised from the solar/net metering. Payback Periods and Greenhouse Gas Emission Comparisons

Delivery/debt reduction & other fixed fees will apply

Ground Mount Solar w/Heat Pump Boiler + Electric Backup 360 $ 500,000.00 125,000 kWh Minimal amount to run generator Delivery/debt reduction & other fixed fees will apply

24,655.744

3,809.125

10-12 years

25+ years

$6,000

$18,000 (hydro)

$7,500

Roof Mount Solar w/Propane Boiler + Backup Number of Solar Panels Estimated Fixed Costs Total Estimate Demand

120 $ 132,550.00 40,000 kWh

Estimated Propane Use

16,000 L to run boiler

Electricity Use (Net Metering assumption) Est. Greenhouse Gas Emissions kGHG/ year * Estimated Pay Back Annual utility fee savings (Hydro/propane) Remaining annual fees

*Base utility costs for Station 8 w/o HVAC changes is $6,000 hydro and $7,500 propane

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REPORT TO COUNCIL Public Services Department

Recommendation The township’s consultant suggests that 120 solar panels (roof-mount, more are possible if ground-mount) would be sufficient to cover the building load if the boiler remains as a high-efficiency propane unit. The Township would also achieve a good operating case for net metering in the future. Based on this information and additional feedback from Hydro One and local solar contractors, staff recommends that the Township proceed with an air-source heatpump with electric backup for the office area HVAC at the new Station 8. A recommendation regarding air-source heat pump for the boiler and backup, given the load requirements, is more difficult to make at this time without more information. Staff recommends that the Township accommodate solar in the roof load bearing capacity and also explore a ground-mount solar system, either of which could reduce grid electricity usage/costs through direct generation. It is also recommended that the Township explore the net metering option with Hydro One prior to solar investment in order to develop a more accurate business case and potentially increase the cost savings. Either solar option could be reviewed concurrent to the station construction (or afterwards) without impacting the construction timing or design, and may ultimately result in a shorter payback period or greater net metering savings than could be achieved if a roof-mount system without confirmation of net metering was committed to at this early stage. Due to the agenda deadline for this report, additional or more refined information may be available before or at the Council meeting on June 15th. STRATEGIC PLAN ALIGNMENT: The recommendations of this report support Council’s Strategic Priority #2: Promote and Support Growth that meets the community’s needs while maintaining the integrity of our natural environment FINANCIAL/STAFFING IMPLICATIONS: All amounts indicated in this report are high-level estimates based on best available information. Addition of solar to the Station 8 capital project would result in increased costs of between $132,550 and $500,000 depending on the size of the system. Assuming net metering, the payback periods of these systems would be between 10 and 20 years respectively, with the longer period resulting in a significant reduction in greenhouse gas emissions; however, utilizing an electrically-run air-source heat pump system to drive the boiler results in either higher annual utility fees or a high fixed capital cost for solar, and would require commitment now without confirmation of net metering or a fulsome business case for solar. ATTACHMENTS: Letter from Ron Awde re: costs of updated building systems (Air-source heat pump/solar)

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REPORT TO COUNCIL Public Services Department

Submitted/Approved by: Neil Carbone Chief Administrative Officer Jamie Brash Manager of Facilities & Solid Waste Darcy Knott Director of Emergency Services Fire Chief/CEMC

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Memo to: Jamie Brash, Facilities & Solid Waste Supervisor Township of South Frontenac from: Ron Awde re: Township of South Frontenac - Fire & Rescue Station No. 8 Solar Power Generation - Net Metering date: June 10, 2021

Per discussions on the provision of solar energy and achieving net metering, please note the following: Total Estimated Demand Area of Roof Available Number of Panels Production Capacity

40,000 +/- kWh 3,500 s.f. 120 42,000 kWh

Solar Panel Costs Peripherals Additional Fees

$100,000 +/$20,000 +/$12,550 (est.)

Estimated Cost

$132,550 +/-

In discussion with our mechanical and electrical sub-consultants, they advise that if the boiler is kept as propane high efficiency, that a 42,000+/- kWh solar panel system should be able to cover 100% of the load for the building, including snow melting at the exterior. Given this, it would appear to make more sense to leave the boiler fueled by propane, since that there will be propane on site for the generator. This also eliminates a significant premium for the air to liquid heat pump and for increasing generator size to handle the heat pump as well as needing to accommodate nearly 3 times the number of panels if the boiler is replaced with the heat pump. Based on past and projected electrical costs and extrapolation of consumption for Station 6, it is anticipated that the system should have a 10 to 12 year payback assuming average weather conditions.

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

June 15, 2021

SUBJECT:

Community Safety & Wellbeing Plan

RECOMMENDATION: That South Frontenac Council adopts the joint Community Safety and Well Being Plan for the Townships of Central Frontenac, North Frontenac, South Frontenac and Frontenac Islands; and, That Council directs the Clerk to post a copy on the Township’s website and have a copy available in the Township office within 30 days of this approval. BACKGROUND: As part of legislative amendments to the Police Services Act, 1990, every municipal council is responsible for preparing and adopting a Community Safety and Well Being Plan (CSWB plan). This requirement for CSWB planning came into force on January 1, 2019, and municipalities were to have two years from that date to prepare and adopt a plan (i.e., by January 1, 2021). This deadline was extended six (6) months to July 1, 2021 by the Ministry of the Solicitor General as a result of the Covid-19 pandemic. Under the legislation, the responsibility to prepare and adopt a CSWB plan applies to single, lower-tier, and regional municipalities; however, municipalities have the discretion and flexibility to develop joint plans with surrounding municipalities or First Nation communities. The completed and approved plan must be published and made available in multiple formats within 30 days of its adoption by Council. ANALYSIS/DISCUSSION: The Townships of Central Frontenac, North Frontenac, South Frontenac and Frontenac Islands have undertaken this process collectively, and engaged the services of consultants Jane Torrance and Stephanie Gray (Big Thinking), to complete the plan as prescribed by legislation. A multi-sectoral Advisory Committee was assembled to work with these consultants to develop the plan. South Frontenac’s representative on that Committee was former Police Services Board Committee member David Harrington. The plan was completed as required by the legislation, including consultation consisting of surveys, stakeholder interviews and input from the Advisory Committee and via a well-attended “Partner Day”. The Advisory Committee members, consisting largely of community agencies representing the region, have expressed their willingness to continue working towards implementing the strategies outlined in this plan, alongside the Townships. A draft Plan was presented to Council at a Joint Council Meeting hosted by Central Frontenac Township on May 20, 2021. Purpose As required by the legislation, the intent of the CSWB Plan is to:

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REPORT TO COUNCIL Office of the Chief Administrative Officer • • •

Identifying priority risks (e.g. systemic discrimination and other social factors that contribute to crime, victimization, addiction, drug overdose and suicide) Identify strategies to reduce those risk factors (e.g. new services, changing/coordinating existing services) Setting measurable outcomes

The plan identifies the following risk areas through the committee’s consultation: • • • • • • • • •

Substance Abuse Mental Health Crime and Violence Health and Well-being Poverty Housing Transportation Cultural (indigenous) Geographic/Social Isolation

For the purposes of implementation, the recommendations of the plan are categorized under three (3) themes:

Rural Economic and Community Development
Health, Mental Health and Addictions
Violence and Justice The plan makes high-level recommendations but does not include costing or other specific details. At the recent joint Council meeting, there was discussion regarding implementation expectations and it was suggested each Council could consider how it would prioritize and implement the recommendations, with many involving a change in approach or awareness rather than direct funding. That said, the Association of Municipalities of Ontario (AMO) has noted that implementation of CSWB Plans remain an unfunded mandate and has called for financial support from the province as a result. Additional regulations prescribing requirements related to monitoring, evaluating, reporting, and reviewing of the CSWB plan do not currently exist but may be outlined at a later date. Approval of the CSWB Plan does not constitute approval of funding for any specific purposes. STRATEGIC PLAN ALIGNMENT: The recommendations of the CSWB Plan should be considered alongside other priorities at Council’s upcoming Strategic Plan review meeting. The recommendations of plan aligns with Council’s Strategic Priority #4: Be a Catalyst for the creation of vibrant and complete communities.

FINANCIAL/STAFFING IMPLICATIONS: None for the purposes of this report.

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REPORT TO COUNCIL Office of the Chief Administrative Officer

ATTACHMENTS: Community Safety and Well Being Plan – Frontenac Townships

Submitted/Approved by: Neil Carbone Chief Administrative Officer

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June 2021

Community Safety & Well-Being Plan Townships of Central Frontenac, North Frontenac, South Frontenac and Frontenac Islands

Jane Torrance Stephanie Gray

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Table of Contents Executive Summary

Introduction to Community Safety and Well-being

1.2

Environmental Scan

1.3

Objectives

1.4

Approach and Methodology

Risks to Community Safety and Well-Being

2.1

Rural Economic and Community Development

Poverty

Income

Employment

Strategies to Mitigate the Risk

Housing and Homelessness

Strategies to Mitigate the Risk

Transportation

Strategies to Mitigate the Risk

First Nations Indigenous Culture

Strategies to Mitigate the Risk

Rural Community Development

Strategies to Mitigate the Risk

Health, Mental Health and Substance Use

Health

Youth

Seniors

Special Needs/Services

Primary Care

Substance Use and Mental Health

Strategies to Mitigate the Risk

Violence Against Persons (physical, emotional, sexual, domestic)

Strategies to Mitigate the Risk

Outcomes and Actions and Implementation

2.2

2.3 3.

References

Appendix 1 – Draft Implementation Plan

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Executive Summary The Townships of Central Frontenac, North Frontenac, South Frontenac and Frontenac Islands have been working with their community partners since October of 2019 to develop a Community Safety and Well-being Plan, as mandated by legislation under the Police Services Act. More than 80 individuals, groups, organisations and agencies have been consulted in this process. The Ministry of Solicitor General has provided a framework to help municipalities undertaking the community safety and well-being planning process. A critical element of this framework is understanding the importance of planning in the following four areas “to ensure local plans are as efficient and effective as possible in making communities safer and healthier”: • • • •

social development prevention risk intervention, and incident response

Consequently, this Community Safety and Well-being Plan will work mostly within the Social Development and Prevention rings of this diagram.

(Community Safety and Well-being Planning Framework, 2019)

Social Development Social development requires long-term, multi-disciplinary efforts and investments to improve the social determinants of health (i.e., the conditions in which people are born, grow, work, live, and age such as education, early childhood development, food security, quality housing, etc.) and thereby reduce the probability of harm and victimization. Specifically, social development is where a wide range of sectors, agencies and organizations bring different perspectives and expertise to the table to address complex social issues, like poverty, from every angle. The key to successful social

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development initiatives is working together in ways that challenge conventional assumptions about institutional boundaries and organizational culture, with the goal of ensuring that individuals, families and communities are safe, healthy, educated, and have housing, employment and social networks that they can rely on. Social development relies on planning and establishing multi-sectoral partnerships. To work effectively in this area, all sectors need to share their long-term planning and performance data so they have a common understanding of local and systemic issues. Strategies need to be bolstered or put into place that target the root causes of these issues. Social development in action will be realized when all community members are aware of services available to them and can access those resources with ease. Knowing who to contact (community agency versus first responder) and when to contact them (emerging risk versus crisis incident) allows communities to operate in an environment where the response matches the need. Communities that invest heavily in social development by establishing protective factors through improvements in things like health, employment and graduation rates, will experience the social benefits of addressing the root causes of crime and social disorder. (Community Safety and Well-being Planning Framework, 2019) Prevention: Proactively reducing identified risks Planning in the area of prevention involves proactively implementing evidencebased situational measures, policies or programs to reduce locally identified priority risks to community safety and well-being before they result in crime, victimization and/or harm. In this area, community members who are not specialists in “safety and well-being” may have to be enlisted depending on the priority risk, such as business owners, if the risk is retail theft, and property managers, if the risk is occurring in their building. Service providers, community agencies and organizations will need to share data and information about things like community assets, crime and disorder trends, vulnerable people and places, to identify priority risks within the community in order to plan and respond most effectively. Successful planning in this area may indicate whether people are participating more in risk-based programs, are feeling safe and less fearful, and that greater engagement makes people more confident in their own abilities to prevent harm. While planning in this area is important, municipalities, First Nations and their partners should be focusing their efforts on developing and/or enhancing strategies in the social development area to ensure that risks are mitigated before they become a priority that needs to be addressed through prevention (Community Safety and Well-being Planning Framework, 2019). Risk Intervention is where tools such as situation tables (an intervention table that provides wraparound support for individuals at acutely elevated risk) are called into play, and Incident Response is when the police and other emergency responders get involved. Beyond the legislative requirement, this Community Safety and Well-being Plan is an

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opportunity for the community to work together on a plan to enhance health and wellbeing across all Townships in the County of Frontenac. Many residents, community partners and organizations are already doing tremendous work to contribute to wellbeing, safety and a sense of belonging in Frontenac. It is important to continue to build and strengthen partnerships across sectors, and the Community Safety and Well-being Plan is a great opportunity to accomplish shared goals. Through the many months of consultation and development of this plan, nine priority risks areas have been identified as impediments to Community Safety and Well-being. Strategies have been developed to mitigate risks specific to these areas: • • • • • • • • •

Substance Use Mental Health Violence against persons (physical, emotional, sexual, domestic) Health and well-being (basic needs, neglect, parenting, specialized supports) Poverty (lack of employment Housing (emergency, affordable, supportive) Transportation Cultural (Indigenous) Geographic/social isolation (rural realities, service delivery, stigma/selfawareness, staff retention, equity of opportunity)

We will group the risks into a themed approach for implementation: • • •

Rural Economic and Community Development: Poverty, Income, Employment, Staff Retention; Housing and Homelessness, Affordable Housing, Transportation, Indigenous Services, Rural Service Delivery, Equity of Opportunity Health, Mental Health and Substance Use: Health and Well-being (basic needs, neglect, parenting, specialized supports); Mental Health and Substance Use Violence Against Persons: Against Persons (physical, emotional, sexual, domestic)

This planning framework and approach can be embedded into the work of all partnering organisations across the county and can be used to guide future activities and inform planning and prioritization. It is dynamic and will evolve and adapt over time as response to emerging issues emerges, and innovative ways to improve systems are found. Everyone has a role to play in community safety and well-being. The four Townships, working collaboratively alongside the community, can accomplish these shared goals and keep residents safe and thriving. We sincerely thank the many community partners who serve the entire area and have come together to develop this Community Safety and Well-Being Plan. Stephanie Gray Jane Torrance

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Introduction to Community Safety and Well-being 1.1 Background The Police Services Act requires that municipalities in Ontario prepare and adopt a community safety and well-being plan by July 1, 2021. The Act outlines requirements for an advisory committee, consultation and establishing priority risks. A CSWB plan must show outcomes and measurables with strategies to meet them. The framework for planning was provided by the Province. Municipalities are required to engage with partners to develop the plan and are required to consider data from multiple sources across the broad range of issues and factors. The CSWB plan must include the following core information: • Local priority risk factors that have been identified based on community consultations and multiple sources of data including data from Statistics Canada as well as local sector-specific information. • Evidence-based programs and strategies to address those priority risk factors. • Measurable outcomes with associated performance measures to ensure that the strategies are effective, and the outcomes are being achieved. A CSWB plan identifies risks and proactively develops evidence-based strategies and programs to address local priorities related to crime and complex social issues. These strategies can then be implemented. The vision is to work together to support and promote sustainable communities where everyone feels safe, has a sense of belonging, access to services, and where individuals and families can meet their education, health care, food, housing, income, social and cultural needs. Developing a Community Safety and Well-Being Plan is about working together to ensure the right services get to the right people at the right time. It involves an integrated approach to service delivery by working with a wide range of agencies and organizations, and to build on the many successful efforts that contribute to a strong sense of safety and well-being in our community. A Community Safety and Well-Being Plan is about preventive action and identifies areas to promote and maintain community safety and well-being through social development, and proactively reduces risk through prevention programs and activities.

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1.2 Environmental Scan Frontenac County is located on unceded Algonquin Territory, and the Shabot Obaadjiwan First Nation and Ardoch Algonquin First Nation call this area home. The four municipalities of North Frontenac, Central Frontenac, South Frontenac and Frontenac Islands make up the County of Frontenac, with a combined area of almost 4000 square kilometres.

Frontenac County is served by: • Kingston General Hospital, Hotel Dieu Hospital, Perth and Smiths Falls District Hospital, Lennox and Addington Hospital (Napanee) • Two Family Health Teams (Sharbot Lake Family Health Team, Lakelands Family Health Team with clinics in Northbrook and Denbeigh serving North Frontenac) • Three Medical Clinics (Verona Medical Clinic, Wolfe Island Community Health Clinic, Sydenham Medical Centre) • Police services are supplied by the OPP: Frontenac OPP has detachments in Sharbot Lake and Hartington; Lennox and Addington OPP has a detachment in Napanee • Frontenac Paramedic Services has seven ambulance stations serving people in Frontenac and Kingston with a mix of Advanced Care Paramedics and Paramedics. There is one ambulance station in each of North, Central and South Frontenac and Frontenac Islands. Community Paramedicine provides wellness CSWB – Frontenac North, Central, South, Islands

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• •

•

• • •

check clinics in Arden, Glenburnie, Ompah, Plevna, Sydenham, and Wolfe Island. Two publicly funded school boards serve Frontenac – the Limestone District Schoolboard (LDSB) and the Algonquin Lakeshore Catholic District School Board (ALCDSB) Library services are provided by Kingston Frontenac Public Library (KFPL). There are 11 library branches in Frontenac, located in Arden, Cloyne, Hartington, Howe Island, Mountain Grove, Parham, Plevna, Sharbot Lake, Sunbury, Sydenham and Wolfe Island. Community (children, youth, family, and senior) support services are provided by Rural Frontenac Community Services in Sharbot Lake, Southern Frontenac Community Services in Sydenham and Land O’ Lakes Community Services in Northbrook An abundance of social and human service agencies are generally located in Kingston but also serve the rural townships Various service collaboratives Social Services offer services to the townships but are managed out of Kingston

The 2016 Census provides a profile of the four townships: 2016 Census Data Population Median age

0-14
15-24
25-54
55-64
65+ Total dwellings (includes seasonal) Dwellings by usual residents (yearround)
Single Family
Semi-detached
Other (row, apt, mobile)
Owner
Renter
1 person/house
2 person/house
3+ person
Average household size Shelter Costs Owner $ Shelter Costs Rental $ More than 30% on mortgage More than 30% on rent Median income Prevalence LIM after tax

North 1898 59.5 185 95 470 450 700 2966 923

Central 4373 53.5 530 435 1345 890 1155 3726 1885

South 18646 46.9 2990 2040 6950 3345 3320 9213 7186

Islands 1760 55.9 205 135 510 375 530 1273 783

910 5 10 92.4% 7% 30.4% 52.7% 16.9% 2.0 838 664 22.6% 53.8% 48,064 19.9%

1785 25 80 88.1% 11.9% 25.5% 45.6% 28.3% 2.3 89 897 19.2 47.8 56,550 19.1%

6880 40 240 92.1% 7.9% 16.5% 42.6% 40.9% 2.6 1271 954 13.6 45.9 89,457 7.7%

770 5 5 88.1% 11.9% 22.9% 51% 26.8% 2.3 1047 1116 10.3 53.8 80,512 10%

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Employed Unemployed Not in labour force Employment Rate Unemployment Rate English as first language Indigenous

625 75 1005 36.8% 10.7% 97.6 3.8%

1695 170 1875 45.3% 9.1 98.5 9.8%

9670 450 5480 62% 4.4 97.8 3.6%

915 20 620 59% 2.1% 98 2.6%

Central Frontenac The Township of Central Frontenac has an area of 1,025 square kilometres and has a permanent population of 4,373 that more than doubles in the summer. Central Frontenac was amalgamated in 1998 and is made up of four former townships, including Kennebec, Olden, Oso and Hinchinbrooke. The municipal office is located in Sharbot Lake. Central Frontenac straddles Highway 7 with easy access to Perth and Kingston. The people of Central Frontenac enjoy a unique character and quality of life with homes spread between the village of Sharbot Lake and the hamlets and crossroad communities of Parham, Mountain Grove, Arden, Tichborne, Piccadilly, Godfrey, Henderson, Elm Tree and Crow Lake. There are 3,726 dwellings with 1,885 permanent residences and 1,841 seasonal homes. The majority (1,785) are single-family homes with an average household size of 2.3 people. With a 9.1% unemployment rate, the median household income is $56,550 and 19.1% of the population live below the low-income measure. The majority (98.5%) of residents speak English as a first language, and 9.8% identify as Aboriginal. Thirty percent of the Central Frontenac population is aged 25 to 54 (the working years) and the median age of resident is 53.5. Central Frontenac has the largest number of Indigenous people of the four townships, and the Shabot Obaadjiwan First Nation band office is located in Sharbot Lake. North Frontenac The Township of North Frontenac has an area of 1,165 square kilometres and is home to more than 1,898 permanent and 7,000 seasonal residents. North Frontenac was amalgamated in 1998 from the former Townships of Barrie, Clarendon and Miller, Palmerston and North and South Canonto. The municipal office is located in Plevna. The people of North Frontenac have a very rural lifestyle, with homes spread between the villages of Cloyne, Plevna and Ompah, the crossroad communities of Ardoch, Harlowe, Mississippi Station, Fernleigh, Coxvale, Myers Cave, Snow Road Station and Robertsville, and lots of rural properties. There are 2,966 dwellings, of which 923 are permanent and 2,074 are seasonal homes. The majority (910) are single-family homes and have an average household size of two

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people. With a 10.7% unemployment rate the median household income is $48,064 and almost 20% of the population lives below the low-income measure. The majority of residents speak English as a first language, and 3.8% identify as Aboriginal. North Frontenac has an older population, with a median age of resident at 59.5. North Frontenac is the largest (by area) of the townships and has the largest number of seasonal residents, who are attracted by the pristine lakes and wilderness, the sparse population and the beautiful four-season recreational activities. It is also the most remote and has the highest unemployment rate, and the highest rate of single occupant households. South Frontenac The Township of South Frontenac has an area of 941 square kilometres and is home to 18,646 permanent residents. South Frontenac was amalgamated in 1998 and is made up of four former townships: Bedford, Loughborough, Portland and Storrington. The municipal office is located in Sydenham. South Frontenac is 20 minutes from the 401 and the City of Kingston. South Frontenac is home to families, farmers, artisans, self-employed tradespeople, entrepreneurs and professionals who contribute to this vibrant community spread between numerous villages and hamlets, crossroad communities and rural properties nestled around 75 lakes. There are 9,213 dwellings, including 7,186 permanent and 2,027 seasonal homes, with a majority (6,880) comprised of single-family homes and an average household size of 2.6 people. With a low 4.4% unemployment rate, the median household income is $89,457, but still 7.7% of the population live below the low-income measure. The majority of residents speak English as a first language, and 3.6% identify as Aboriginal. South Frontenac has a fairly young population, and the median age of resident is 46.9. South Frontenac has the closest proximity to Kingston, the highest employment, the highest income in the county, as well as the highest mortgage costs. Frontenac Islands The Township of Frontenac Islands has an area of 175 square kilometres and is home to 1,760 permanent residents. Frontenac Islands was formed in 1998 by the amalgamation of Wolfe Island, Howe Island and Simcoe Island, which are accessed by ferry, as well as Arabella, Bayfield, Black Ant, Garden, Goose, Hickory, Horseshoe and Simcoe Islands, which can only be accessed by private boat. The people of Frontenac Islands have a mixture of agricultural and rural lifestyles. Only Wolfe Island has a recognizable concentrated settlement, the village of Marysville, with around 400 inhabitants.

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There are 1,273 dwellings (including 783 permanent and 490 seasonal homes, with a majority (770) comprised of single-family homes and an average household size of 2.3 people. With a low unemployment rate of 2.1% (only 20 people), the median household income is $80,512, although 10% of the population lives below the low-income measure. The majority of residents speak English as a first language, and only 2.6% identify as Aboriginal. Frontenac Islands has a middle-aged population, and the median age of resident is 55.9. Frontenac Islands is the smallest of the townships with the lowest population, the lowest unemployment rate, the most stable population across the age groupings, as well as the highest rents.

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1.3 Objectives The overall purpose of the plan is to examine assets in the community, assess gaps and develop strategies to enhance the community safety and well-being for residents of the four townships in Frontenac. There are many positive benefits of developing a CSWB plan, including: • Enhanced communication and collaboration across sectors, agencies and organizations • Effective alignment of resources and responsibilities to better address local priorities and needs • Better understanding of local risks and vulnerable groups • Increased awareness of and access to services for community members, including vulnerable groups • An opportunity to keep the municipalities safe and ensure residents enjoy a high quality of life Multi-sectoral collaboration is a key factor to successful Community Safety and WellBeing planning, as it ensures an integrated approach to identifying and addressing local priorities. The Province of Ontario identifies seven critical success factors required for CSWB planning. These include: Seven critical success factors o Strength-Based: Leverage existing resources, programs and services in the community o Risk-Focused: Risk-based planning rather than incident-driven o Awareness and Understanding: Ensuring all understand the benefits of, and their role in, CSWB planning o Highest Level Commitment: Commitment from local government, senior public officials, and leadership through multi-sectoral agencies/organizations o Effective Partnerships: Creating meaningful, integrated partnerships across multiple sectors o Evidence and Evaluation: Using research, data, and performance measures throughout the planning process, and working collaboratively across sectors to identify and address local priority risks to safety and well-being o Cultural Responsiveness: Effectively collaborating with, and responding to, the needs of diverse groups of people in the community

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(Community Safety and Well-being Planning Framework)

1.4 Approach and Methodology The professional services of Stephanie Gray and Jane Torrance were retained by the Townships of Central Frontenac, North Frontenac, South Frontenac and Frontenac Islands to facilitate, advise and guide the municipality in establishing a structure and process to develop a community safety and well-being plan to be implemented locally. The consultants were contracted to: • identify a local champion who will gain commitment from local government; to obtain multi-sectoral buy-in, to communicate effectively with potential partners; and to engage the community • conduct local research to support identification of risks and to prioritize those risks • establish a multi-sectoral advisory committee that will map community assets and identify gaps in service for prioritized risks • identify strategies that can be enhanced and implemented; to write a community safety and well-being plan • assess, evaluate the plan, and to help form an implementation team. Mayor Fran Smith (Central Frontenac) was identified as the municipal government liaison, willing and assigned to lead the advisory committee and champion the community safety and well-being planning process along with Deputy Clerk Cindy Deachman (Central Frontenac) providing administrative support. The CSWB Advisory developed terms of reference with the stated purpose being “to collaborate across sectors to build a sustainable and endorsed Community Plan for

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Safety and Well-being for the Townships of Central Frontenac, North Frontenac, South Frontenac and Frontenac Islands that is part of risk-driven, community safety model that evolves as social needs change. The overall purpose of this plan will be to examine the assets in the community, assess gaps and develop strategies to enhance the community safety and well-being for residents of the Townships.” Members of the cross-sectoral CSWB Advisory include a political representative from municipal government, Rural Frontenac Community Services, South Frontenac Community Services, OPP, South Frontenac Police Service Board, Social Services, Housing Services, KFLA Public Health, Limestone District School Board, Algonquin and Lakeshore Catholic District School Board, Maltby Centre, FLA Family and Children’s Services, KFLA United Way, Addictions and Mental Health Services KFLA and the Shabot Algonquin First Nation, as well as administrative support from Central Frontenac.

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Risks to Community Safety and Well-Being Local priority risk factors have been identified in consultation with the Advisory Committee and through agency surveys, interviews and input through a Partner Day, as well as through researching multiple sources of data, including Statistics Canada and local sector-specific information. The individual risk areas have been grouped into theme areas in order to support future implementation plans. 2.1 Rural Economic and Community Development: Poverty, Income, Employment, Staff Retention; Housing and Homelessness, Affordable Housing, Transportation, Indigenous Services, Rural Service Delivery, Equity of Opportunity Objective: Economic Development – sustainable and continued economic development; increased meaningful employment environment and opportunities for all residents of Frontenac County. Rationale: Prosperity, economic health and equity. Objective: Community Development – sustainable and continued community development; increased connection to service, support and social opportunities for all residents of Frontenac County. Rationale: Social connection, community health and equity. The County of Frontenac has many assets to assist in economic and community development. There are lots of jobs and training opportunities available, and unemployed or underemployed people can get help through drop-in resource centres, job-search assistance programs and job-skills workshops. Connections Adult Learning helps with purchasing equipment and cellular data plans to loan to clients while they are taking courses. Food security is managed with food banks, local food production, Meals on Wheels, and many social dinners. There is an abundance of active community and support programs and dedicated services, and the two multi-service rural agencies, Rural Frontenac and South Frontenac Community Services, provide hub models of incredible community support. Lots of agencies offer mobile services in Frontenac – youth, mental health, counselling, employment – many with a wrap-around approach to support people. A gateway to human services for individuals and planners, 211 is the helpline and website that provides information on and referrals to community, social, health-related and government services – a free 24/7 confidential phone call away. Income support (social assistance) is delivered by Social Services through administration of Ontario Works benefits. Social Services also supports people in financial emergency situations and provides referrals to help people get employment, addictions, mental health services, etc. Social Services is located in Kingston. Once a week a caseworker has office hours in Sydenham, and four days a week in Sharbot Lake, with extended hours to try to meet need. Application for Ontario Works can be made online, and ongoing management

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of social assistance through the “My Benefits” portal can help reduce the stigma of unemployment. A rural lifestyle often means that a sharing economy helps people get what they need, and in the County of Frontenac the sharing or bartering of goods and services between people is second nature. The people are proud and resilient, and often resistant to urban solutions and standards. The agency survey conducted for this plan in early 2021 identified the risk factors encountered in client service: Frontenac - CSWB Plan - Agency Survey (January 2021) Risks Encountered Answer Choices Housing/homelessness - person does not have access to or is at risk of losing appropriate housing Poverty - person living in less than adequate financial situation Basic needs - person unable or unwilling to have basic needs met Unsafe living conditions Lack of transportation affecting ability to connect to services, employment, school Social isolation - person does not have access to family or social supports Negative social environments/neighbourhoods Unemployment - person temporarily or chronically unemployed Fire safety - residence poses a fire hazard to itself and/or neighbours Geographic isolation leading to victimization or self-harm Unemployment - caregivers temporarily or chronically unemployed

Responses 76.47% 76.47% 70.59% 64.71% 52.94% 52.94% 47.06% 41.18% 29.41% 23.53% 17.65%

Poverty Poverty is almost always seen as the number one, overarching social determinant of health. All human-service partner organisations recognize that poverty is a risk to community safety and well-being, and removal of this barrier would allow people to access appropriate services and fully engage in the community. Living in poverty means there is not enough money for the basics of a healthy life. Poverty imposes hard economic choices — between shelter and medicine, nutritious food and transportation, childcare and employment opportunities, moving towards a self-sufficient future versus just getting through today. Collectively, we need to change these circumstances, so all residents can live without worrying about their next meal or a roof over their heads. (United Way, Poverty Reduction Report, 2018)

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The County of Frontenac participates in the development and delivery social services from the City of Kingston through a Local Service Realignment (LSR) agreement. This agreement ensures fair access to social programs and services. Not all people who live in poverty are on social services or are connected to service provision. Income The distribution of household income is where we start to see the disparity between the North and South of the county. With a provincial median household income of 74,287, both North and Central Frontenac fall below the provincial average, while South Frontenac and Frontenac Islands, with a close proximity to Kingston, are above provincial average.

How do we measure poverty? Maytree, a respected foundation committed to advancing systemic solutions to poverty and work on research and public policy, advocates for using the Low-Income Measure as the yardstick for measuring poverty. Under the LIM, a household has low income if its income is substantially below the average. The LIM is calculated at 50 per cent of the national household median income. Using “equivilisation factors,” incomes are adjusted to account for the household size (because a couple would need more income than a single person to reach the same living standard, but not double) so the poverty threshold can be adjusted to fit any household composition. The LIM is the most overtly relative measure of poverty. In theory, it is a measure of inequality, not between the bottom and the top but between the bottom and the middle. With LIM, the concept of poverty is having substantially less than what is typical in CSWB – Frontenac North, Central, South, Islands

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society (either typical today using the variable LIM or, with the fixed LIM, what was typical in the recent past) (Maytree, 2017). The LIM-AT, as defined by Statistics Canada, refers to a fixed percentage (50%) of median adjusted after-tax income of private households. The household after-tax income is adjusted by an equivalence scale to take economies of scale into account. This adjustment for different household sizes reflects the fact that a household’s needs increase, but at a decreasing rate, as the number of members increases. The prevalence of low income is the proportion or percentage of units that fall below the LIM-AT. In the Community Profiles 2020, as prepared by the United Way KFLA, a picture of poverty begins to emerge. With a provincial average of 14.4%, the prevalence of low income-after tax is measured at 24.3% in North Frontenac, 17% in Central Frontenac, 9.1% in South Frontenac, and 10.3% in Frontenac Islands (United Way Kingston Frontenac Lennox & Addington, Community Profiles, 2020).

(United Way Kingston Frontenac Lennox & Addington, 2020)

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(United Way Kingston Frontenac Lennox & Addington, 2020)

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(United Way Kingston Frontenac Lennox & Addington, 2020)

Employment The data tells us that Frontenac County as a whole does not have a high unemployment risk; however, much of the employment is seasonal and at times near to minimum wage. The anecdotal information gathered suggests that training does not match the jobs available, transportation is a barrier to reach employment, and Internet connection is a barrier to working from home.

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2016 Census Data Unemployment Rate (Statistics Canada, 2016)

North 10.7%

Central 9.1

South 4.4

Islands 2.1%

Ontario 7.4%

In a recent 2020 Frontenac County Population, Housing and Employment Projection Study by economists Watson and Associates, historical employment growth trends across Frontenac County were recorded by local municipality. Key observations include the following: • • •

•

Between 2001 and 2006, all Frontenac County townships experienced positive employment growth, with South Frontenac growing by the largest increment. South Frontenac continued to demonstrate strong employment growth over the 2006 to 2011 period, with only Frontenac Islands experiencing negative growth. As previously discussed, Frontenac County and the Kingston CMA was hit relatively hard by the 2008/2009 economic downturn. In particular, South Frontenac experienced the greatest number of job losses, with North Frontenac also declining in total employment. Across all three of the previous Census periods, Central Frontenac has been the only township to continually experience positive employment growth. It is important to note that while Frontenac County’s employment base during the 2011 to 2016 period declined, more recent employment data provided by Employment Modelling Specialists International (EMSI) suggests that the county’s employment base has increased by approximately 50 jobs between 2016 and 2019. During this most recent period, employment growth has been observed in South Frontenac, Frontenac Islands and North Frontenac (Watson & Associates, 2020, pp. 3-12).

The same report also projects a positive growth forecast: •

•

It is expected that job growth within Frontenac County will be steady over the next 30 years, with employment growth in retail and tourism services to serve the growing permanent and seasonal population base. Local job growth within the county is expected to be in response to permanent and seasonal population growth within the county and surrounding area. The number of residents within the county who work from home or have no fixed place of work are expected to steadily increase. This increase is anticipated to be primarily driven by the transition of the economy towards the service sector and “knowledge-based” economy, combined with continued improvements to telecommunications and communication technology. The county is expected to experience modest employment growth in the industrial sector. Potential industrial sectors include utilities and construction, small scale manufacturing and energy. Over the 2016-2046 period, the county’s employment base is forecast to increase from approximately 5,400 in 2016 to 7,000 by 2046. This represents an increase of approximately 1,600 employees from 2016 to 2046, of which almost

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56% of job growth is forecast in the “work at home” and “no fixed place of work” employment categories. Remaining county job growth (approximately 700 employees) is forecast within the commercial sector and, to a lesser extent, the industrial and institutional sectors. Specific occupational needs are also forecasted in this report: •

Over the long-term the county’s employment activity rate is anticipated to slowly increase from approximately 20% in 2016 to 22% by 2046 (refer to Figure 8-4). This moderate increase is anticipated to be largely driven by local employment opportunities within the County’s export-based employment sectors (e.g. transportation, wholesale trade, construction, small-scale manufacturing and agribusiness) as well as population-related employment sectors such as retail, accommodation and food, professional, scientific and technical scientific services and health care. A large percentage of forecasted job growth is anticipated to be accommodated through home occupations, home-based businesses and off-site employment (pp. 8-4).

(Watson & Associates, 2020)

The recent 2020 Blackline Service Delivery Review of Economic Development in Frontenac County outlines a clear statement of economic development objectives for the county, including to “set the objectives of sustaining residents and businesses, increasing

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the supply of living wage employment and completing your communities,” and to “Create a working group that allows the County, member municipalities and the Frontenac CFDC to collaborate on ED” (Blackline, 2020). In 2016, a Rural Summit community process was led by Northern Frontenac Community Services (NFCS) to respond to issues of poverty and homelessness. One of the strategic directives of the City of Kingston’s 10-year plan to eliminate homelessness is to develop a rural homelessness strategy (more on this later) and strategies were developed at this summit, including the creation of a rural poverty coalition. With these two studies in mind, the strategies to mitigate the risk of poverty and unemployment come full circle and address the gaps noted through the consultation and research for this community safety and well-being plan. Strategies to Mitigate the Risk Action Evaluation

Outcomes

Create a regional employment plan that includes a crosssectoral staff attraction, retention and development component • Increase in employment rates and full-time employment. • Increase in household income and decrease in LIM-AT. • Reduced staff turn-over. • Positive service outcomes. • Employment opportunities are increased to meet future employment need projections and participation raises income. • Full-time and fairly compensated employment increases income and health. • Qualified staff is hired and remains in the position allowing for positive job placements for employee (job satisfaction). • Employer is not in constant state of recruit/hire/train/separate (staff retention). • Stable service levels for community (service satisfaction). • Trusted relationships can develop with clients for stronger outcomes (client satisfaction and growth). • Collaborative relationships possible between crosssectoral partners. • Employment and service stability builds trust in rural clientele. • Relationships are nurtured, service delivery is sensitive to rural realities. • Hiring processes are competitive as rural service delivery is seen in positive light.

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Steps Needed

• • • • •

• • • • • • • • Action Evaluation

Create a working group that allows the county, member municipalities and the Frontenac CFDC to collaborate on economic development. Set the objectives of sustaining residents and businesses, increasing the supply of living wage employment and completing your communities. Explore and expand training opportunities for rural youth – ready to meet job opportunities as projected. Explore and advocate for rural transportation options so people can travel for work. Advocate for digital access and equity through Eastern Ontario Warden’s Caucus to increase access and affordability for training and projected increased workfrom-home (and no-fixed-place-of-work) employment opportunities. Monitor COVID impact – successfully working virtually, impact on families and schools, people relocating to rural areas. Invite community service organizations, municipalities, and others interested to work together and develop staff attraction, retention and development component. Share best practices of staff recruitment and retention. Determine if any collaborative hiring, housing or supervision is possible. Involve colleges – Kingston and Perth. Work with multiple partners, including municipalities, to share hiring notices to local job candidates. Consider hub model of service delivery to create placebased network of service providers who support each other. Encourage cross-sector mentoring relationships to build rural network.

Create a rural poverty coalition to act collectively to break the cycle of poverty and health inequity. • Coalition members meet and develop annual work plan that includes advocacy. • Caseworkers in newly transformed OW system are able to work with partners to quickly navigate a networked system.

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Outcomes

Steps Needed

• Increased understanding of service delivery in a rural model that is not a simple duplication of an urban service; rural people and lifestyle are acknowledged. • Stigma is reduced. • Coordinated food strategy across the four townships. • System navigation is strengthened. • Continued and enhanced coordination and referrals within Social Services. • Municipalities could be more involved in helping create change. • Find a champion, a catalyst. • Determine which partners are also interested in the work. • Build on past successes – poverty summit, plus Ardoch Algonquin First Nation project. • Work in a collective impact model. • Determine best time to approach this work – when there is time and energy post-COVID. • Food Security: Develop a comprehensive and coordinated food strategy across the four townships to address food insecurity. • Stigma: Work within the newly transformed social services model and reduce stigma where possible; consider continuing digital meetings between client caseworkers beyond pandemic. • Rural Issues: More conversations between partners about issues to improve understanding and to develop solutions; education around eligibility; volunteers to help with system navigation and financial management; social services transformation for OW. • Shared Economy: Acknowledgement and support of shared economy with promotion of available tools (freecycle, rideshare, carshare, buy nothing, etc.). • Advocate for Universal Basic Income, including education and resulting long- term impact on regional economy and community development. • Consider a managed volunteer bank for bartering/sharing of services. • Review current social services model, delivered out of Kingston, provides a challenge in applying some recommendations in existing plan to rural work; are programs in city right ones for county; need to look at regional approach.

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Housing and Homelessness The City of Kingston manages the social housing for the County of Frontenac. Social housing units located in the county include two seniors’ apartment buildings in Sydenham, built and managed by Loughborough Housing Corporation; non-profit housing in Sharbot Lake managed by North Frontenac Non-Profit Housing; and the recently fire-damaged McMullen Manor apartment building in Verona that will be rebuilt, managed by Kingston and Frontenac Housing Corporation. Frontenac County is rich in services in the area of housing and homelessness. Social Services offer formal housing supports in terms of intensive ongoing case management, as well as rent subsidies. The Portable Housing Benefit (PHB) is a portable rent subsidy; the Homelessness Prevention Fund/Discretionary Residency Benefit provides financial assistance to aid in maintaining/obtaining housing; Prevention Diversion and Housing First programs support people at risk of or experiencing homelessness; Kingston Frontenac Renovates Program is a financial assistance to make homes more accessible or for emergency repairs; KFHC pilot program is a Tenant Support Services provided to assist with managing tenancy; a Hoarding Coalition was recently re-established; and there is also a homelessness prevention worker in rural Frontenac. Social Services and Housing is managed out of Kingston. There are four main streams: housing assistance and emergency shelters (Kingston only); prevention and diversion (helping people at imminent risk of homelessness maintain housing or newly homeless to get back on feet); rapid rehousing and Housing First (distinct programs for adult and youth); Homelessness Prevention Fund (financial assistance to secure and maintain housing – similar to discretionary housing through ODSP but meant for those who can’t access it). City of Kingston is currently undergoing review of homeless services: a youth - family mediation program (through Kingston Youth Shelter funded by United Way) helps youth in KFLA and families mediate to prevent youth from becoming homeless; Kingston Youth Shelter is available for youth in Frontenac for emergency homelessness situations; Transitional Housing for youth is also available for youth in Frontenac; Kingston Pen Tours are funding the youth homelessness initiative. There is a 10-Year Housing and Homelessness Plan for the City of Kingston and County of Frontenac that plans for and documents change in the social housing sector. The plan builds on the Municipal Housing Strategy of 2011 and was developed in partnership with community organisations and has been guiding change since 2013, with a midpoint update in 2019 (City of Kingston, 10-Year Housing and Homelessness Plan, 2013). This plan has identified twelve strategic directions. The first five are consistent with the strategic directions identified in the Municipal Housing Strategy (2011) and relate to housing. The plan further identifies seven additional strategic directions related to ending homelessness to end homelessness in Kingston and Frontenac by 2023:

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Managing the Housing Agenda: This strategic direction relates to creating a clear, visible direction for housing that aligns efforts. 2. Creating a Complementary Regulatory Environment: These recommendations involve establishing a conducive environment that creates opportunities and minimizes barriers. 3. Leveraging Resources and Tools: These recommendations encourage using and maximizing available resources to help generate positive housing-related outcomes. 4. Building Housing Capacity: This strategic direction seeks to increase knowledge, resources and support to better respond to the needs of the community. 5. Cultivating Partnerships: These recommendations involve building and harnessing the strengths of stakeholders. 6. Systems Reorientation: Leadership, Integration & Coordination: This strategic direction focuses on aligning the efforts of homeless serving agencies, the Service Manager, and other community partners. 7. Strengthening Homelessness Prevention & Diversion: These recommendations relate to improving the effectiveness of existing homelessness prevention efforts and implementing shelter diversion policies where applicable. 8. Redefining the Role of Emergency Shelters: This strategic direction includes recommendations that reframe emergency shelters as “Housing Assistance and Emergency Shelter Services,” which assist clients to quickly obtain housing assistance. 9. Increasing Housing Options for Those with Highest Needs: This set of recommendations focuses on increasing the quantity and range of housing units available for individuals and households with higher needs. 10. Improving Housing Stability for the Most in Need: This strategic direction focuses on implementing Housing First and Rapid Re-Housing programs within the Kingston and Frontenac area. 11. Developing a Rural Homelessness Strategy: These recommendations revolve around providing more affordable housing in rural areas and improving access to services. 12. Measuring Outcomes & Report Successes of the Strategy to End Chronic Homelessness: These recommendations encourage effective data collection and analysis in order to provide more effective, targeted services and track progress towards ending homelessness.

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It is in Strategic Direction #11 that the County of Frontenac might have the most interest: • Expand housing options for low-income and homeless individuals in rural areas. o Promote secondary suites within existing structures without compromising safety or the character of the older buildings. o Consider rent supplements as a vehicle for promoting housing access in rural areas rather than extensive new construction. • Improve access to services in rural areas. o Promote online resources that can be accessed to assist with housing security. o Increase outreach programs to better connect at risk households with available services. o Investigate options to address the transportation issue in rural areas. • Enhance targeted prevention in rural areas. o Increase awareness of resources within and across the broader region. o Assess needs of presenting households and exercise diversion as much as possible to connect people with natural supports first, rather than system supports. • Promote local leadership in ending homelessness. o Identify a “glue person” to improve local service delivery o Identify a “champion” to raise public awareness of rural homelessness.

In the five-year midpoint update, 10-Year Municipal Housing and Homelessness Plan for the City of Kingston and County of Frontenac – Five-Year Review: Environmental Scan and Needs Assessment, no progress was shown in this area. This update proposes that “the next steps will involve another round of consultations to review and refine the proposed new goals, targets and associated actions. Ideally the updated plan will be focused around the three suggested overarching strategies, articulate clear outcomes and targets (to monitor progress) and either consolidate, remove or replace some of the more detailed actions” (City of Kingston, 10-Year Municipal Housing and Homelessness Plan for the City of Kingston and County of Frontenac – Five-Year Review, 2019). Affordable Housing It is clear that the plan is being worked on by an active and committed housing department, and that there are no quick solutions to a complex problem. What has become obvious in the research and consultation for this community safety and well-being plan is that affordable housing that is attainable for people not connected with social

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services is also in short supply and presents perhaps a far greater risk to a wider population. In any community there is a wide range of household types and income levels, and affordability is relative to those situations. The Province has defined, through the Provincial Policy Statement, that “housing is deemed affordable when annual accommodation costs which do not exceed 30 percent of gross annual household income for low- and moderateincome households” (Provincial Policy Statement, 2020, p. 39). The cost of housing has escalated across the country in past years and Frontenac is no exception. Purchase and rental costs are skyrocketing. People are employed for the most part, but in lower-paying occupations with little income to manage mortgages or rent, or to repair or upgrade current housing. The 2016 census showed that, on average, 16.5% of owner households spend more than 30% of income on housing, and 50.3% of tenant households spend more than 30% of income on housing. These figures were captured before the current housing boom. 2016 Census Data Total dwellings (includes seasonal) Dwellings by usual residents (yearround) Shelter costs owner households $ Shelter costs tenant households $ Owner households spending more than 30% of income on housing Tenant households spending more than 30% of income on housing (Statistics Canada, 2016)

North 2966 923

Central 3726 1885

South 9213 7186

Islands 1273 783

838 664 22.6%

89 897 19.2

1271 954 13.6

1047 1116 10.3

53.8%

47.8

45.9

53.8

Most communities have a wide range of housing types that are appropriate for a wide range of income levels. In Frontenac County, housing stock is almost exclusively singlefamily, owner-occupied dwellings. 2016 Census Data Total dwellings (includes seasonal) Dwellings by usual residents (yearround)

Single Family home
Semi-detached
Other (row, apt, mobile)
Owner
Renter (Statistics Canada, 2016)

North 2966 923

Central 3726 1885

South 9213 7186

Islands 1273 783

910 5 10 92.4% 7%

1785 25 80 88.1% 11.9%

6880 40 240 92.1% 7.9%

770 5 5 88.1% 11.9%

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The population of Frontenac County is aging, and a significant amount of housing stock is seasonal. As these seasonal residents retire, there has been a trend to convert the cottage to a year-round dwelling, as noted in the Watson report, and much of the modest population growth is realized through these additional permanent senior residents. Opportunity and risk will co-exist in this likely scenario as an increase of more affluent senior residents sell their primary residence, renovate and inhabit their season residence in Frontenac. It frees up housing stock in another community, but puts more pressure on the already stretched services here. Household size is decreasing, with the burden of household bills falling more and more to single people, and we know that this will continue as the population ages. 2016 Census Data Total dwellings (includes seasonal) Dwellings by usual residents (yearround)

1 person/house
2 person/house
3+ person
Average household size (Statistics Canada, 2016)

North 2966 923

Central 3726 1885

South 9213 7186

Islands 1273 783

30.4% 52.7% 16.9% 2.0

25.5% 45.6% 28.3% 2.3

16.5% 42.6% 40.9% 2.6

22.9% 51% 26.8% 2.3

Strategies to Mitigate the Risk Action

Develop a rural affordable housing and homelessness strategy (as proposed in 10-Year Housing and Homelessness Strategy)

Evaluation

• • •

Outcomes

• • • • • •

2016, 2021 and 2026 census data prove trends. Continued/enhanced coordination and referrals to Social Services where appropriate. Affordable housing policies developed and embedded in planning documents. Acknowledgement that rural housing issues are different than urban, and solutions may be different as well. Expanded housing options for low-income and homeless individuals in rural areas. Working in alliance with regional economic development working group to determine best practice for affordable (attainable) housing opportunities through policy direction. Improved access to services in rural areas. Enhanced targeted prevention in rural areas. Local leadership in ending homelessness.

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Steps Needed •

•

• • • •

•

• • •

•

Rural Affordable Housing Working Group Post-pandemic review of housing and homelessness in Frontenac County with eye on senior housing, service delivery and social service transformation plans, wait lists, RGI subsidies, portable benefits, landlord/tenant rights education, transportation, definitions of substandard/legal housing, eligibility of working poor, cottage conversions, uptake of renovate Kingston and Frontenac in rural areas to improve substandard housing, increasing house evaluation and tax implication, property standards, rigidity of rules, lack of housing options that force people out of their communities. Conduct a County and lower-tier municipal policy and planning review with eye to affordable (attainable) housing; Review housing types – encourage conversion of larger homes or secondary homes on property as recommended in the 10-year Housing and Homelessness Plan. Look at vacant land inventory and determine if partnerships with not-for-profit housing provider is possible to build affordable housing units. Devote more resources to planning and expediting processes, communications and by-law enforcement. Create Housing Hub with services for all ages and include service navigation, shelter/transitional housing, second-stage options, computers, health services, etc. Address staffing retention and change. In rural communities, relationship building is so important; if a caseworker changes it is a step back in relationship building; Limited staff and homelessness means less service for rural areas. In Kingston two primary homelessness programs: prevention diversion (at imminent risk of homelessness) and Housing First in county funded for only two full-time staff to run everything. Supportive Housing – demand for supportive housing is greater than supply; existing supportive housing programs have very long wait lists and there is no appropriate housing for clients in the interim; end up living in environments where the needed supports do not exist, or they remain homeless. Opportunity for home-sharing/room rental in existing stock of houses. Senior Housing options to address the tsunami that is coming Partner with not-for-profit housing providers where possible to increase stock of rural senior housing, affordable housing, supportive housing: Kingston, SFCS, Salvation Army, Central Housing Corporation, North Frontenac Housing Corporation, Aboriginal Housing. Work with landlords to advocate regarding long wait times for hearings and tribunals (Landlord and Tenant Board) to help reduce barriers to landlords supporting housing programs.

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Transportation Transportation was identified as a risk to community safety and well-being for a variety of reasons, both from an economic development (transportation to access work) standpoint as well as a community development barrier (transportation to access service and reduce isolation). Transportation services do exist for seniors or for medical transportation, and Frontenac Transportation Services and South Frontenac Community Services have Seniors Volunteer drivers to give rides to people in the county with a cost attached. Many rides are covered through ODSP or OW (there is a limited amount of money Social Services can spend on client transportation), and Veterans Affairs, EarlyON and some agencies set aside funds to pay for transportation. Subsidy is often available with fundraised dollars. For the general population, these services are not available. There is no taxi service or public transit available north of the 401.The result is that transportation is a huge barrier for residents to get to appointments, school, employment, any programming or training. Youth feel trapped and unable to get away, they can’t participate in after-school work or recreation or in co-op placements, and there is no free bus pass for Kingston transit for county students, a service available to Kingston students. The coordination of transportation is overwhelming. A Ride Share service (https://www.communitycarpool.ca) was prepared to launch before the pandemic and is currently on hold and untested. The 2020 KFLA Rural Transportation Project Final Report prepared by the Child and Youth Service Planning Committee (The Table) offers excellent insight into the details of need in rural Frontenac. Beginning with the 15-year history of discussions and planning on the topic:

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(Child and Youth Service Planning Committee, 2020)

This multi-year discussion has focused both on transportation as well as alternatives to service delivery. The pandemic has hastened the rapid delivery of virtual services. The need for transportation services for rural residents still exist to participate in their

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communities and meet their basic needs. To address gaps and inefficiencies in the current system, the following actions were suggested: • • •

• •

Explore option for extending funding for transportation programs from Frontenac County. Speak to Ministers and MPPs about rural transportation and lobby Ontario government to redefine “Public Transit.” Lobby school boards to offer late bus option at every rural high school that allows students to use for all purposes, with late bus stopping at local Youth Hubs after the school pick-up. Allow students to bring infant and pre-school siblings/children on the bus to attend childcare at or near their school. Lobby funders to relax age limitations for programs to allow economies-of-scale ride shares and resource sharing between programs.

Reliable digital access and affordability was also determined to be a critical companion to transportation to allow for full participation and access to services. Knowing that the Eastern Ontario Regional Network (EORN) Cell Gap Project and Gig Project, as endorsed by the Eastern Ontario Warden’s Caucus, continue to advocate for project funding and have a high likelihood of success, the Table will work on the affordability of digital service. They have purchased wifi hubs for placement across the county to help those who otherwise would not have access: The Table agreed to purchase four extreme weather, outdoor wifi hubs. A call went out to agencies through the CYSPC network to solicit partners to host the hubs, offering free Internet to the public at these four sites. This pilot project successfully partnered with North Frontenac Council and Limestone District School Board to install free wifi hot spots at the following locations: ✓ Clara Mills Hall in Plevna ✓ North Addington Education Centre in Cloyne ✓ Tamworth Public School in Tamworth ✓ Mountain Grove or Parham (still to be determined) The Table further agreed that, based on the success of the pilot, a funding proposal would be developed and submitted for more wifi hubs to be installed across the region. Strategies to Mitigate the Risk Action Evaluation

Continue the work started by the Child and Youth Planning Committee to move transportation and digital strategies forward. • Participation and access are expanded. • Alternate system delivery systems is achieved and residents have no barrier to receiving service – choice is made on personal preference.

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Outcomes

• • • •

Participation in employment and training opportunities. Participation in community. Access to food and basic needs. Access to medical and other services.

Steps Needed

• •

Coordination of transportation services. Explore option for extending funding for transportation programs from Frontenac County. Speak to Ministers and MPPs about rural transportation and lobby Ontario Gov’t to redefine “Public Transit.” Lobby school boards to offer late bus option at every rural high school that allows students to use for all purposes, with late bus stopping at local Youth Hubs after the school pick-up. Allow students to bring infant and pre-school siblings/children on the bus to attend childcare at or near their school. Lobby funders to relax age limitations for programs to allow economies-of-scale ride shares and resource sharing between programs. Use volunteer drivers to drive kids who can’t get into town to job placement or to a spot to hop on bus to get to placement. Advocate for digital access and equity through Eastern Ontario Warden’s Caucus to increase access to services/supports and social connection.

• •

First Nations Indigenous Culture Long before European settlers arrived in Frontenac, First Nations people, mostly Algonquin, lived on this land. The Ardoch Algonquin First Nation and the Shabot Obaadijiwan First Nation continue work to be self-governed and self-sustaining to better meet community needs in Frontenac and beyond. 2016 Census Data Population Indigenous (Statistics Canada, 2016)

North 1898 3.8%

Central 4373 9.8%

South 18646 3.6%

Islands 1760 2.6%

The band office of the Shabot Obaadijiwan First Nation is in Sharbot Lake in Central Frontenac and the Ardoch Algonquin head office is in Westport. With a provincial average of 7.4% of Indigenous population, Central Frontenac boasts almost 10% of its population as self-identified Indigenous. The vibrant culture and community is kept active through an annual pow-wow, training on traditional culture (field dressing, birch bark canoes, harvest, dream-catcher), fishing derbies, healing circles, sweat lodges, fish fries and numerous community dinners and meetings. A Food Bank for the Algonquin people of Shabot Obaadjiwan has been established.

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In recognition of the harm caused by colonial practices to Indigenous children and families, historically and presently, the child welfare sector has been undergoing a transformative truth and reconciliation process. Currently, 30% of kids in care in Ontario are Indigenous, a vast over-representation that continues long past the days of residential schools. Family and Children’s Services of Frontenac, Lennox and Addington is working with members of First Nations, Metis and Inuit (FNMI) communities in this area and has formed an advisory group. The Kewaywin Circle initiates and fosters support, guidance and connections to community and cultural knowledge for families, children and youth working with the agency who self-identify as Indigenous, as well as caregivers who have selfidentifying Indigenous children/youth living in their homes. The Circle further assists and guides agency staff to provide services to Indigenous families, children and youth, and to the Board of Directors, who hold the agency accountable to commitments made, work being done and policies/procedures in place. The Circle also offers input with an Indigenous lens regarding services FCSFLA provides and makes recommendations for change. The FNMI service team includes a cultural advisor as part of the team to help build support into the culture of organisation, including equity training and examining white privilege and systemic racism. The Kewaywin Circle vision is to reignite and ground children, youth and families Indigenous to Turtle Island in their culture and to make connections, with opportunities for sharing knowledge, while ensuring that those children and youth grow up healthy and integrated within their families, cultures, and communities. The KLFA Children and Youth Planning Committee has collated an Indigenous e-resource library, and has created a virtual learning circle that is helpful to all service providers: https://kflachildrenandyouthservices.ca/indigenouslearningcircle/ To note, FNMI is the naming convention right now and seen to be most respectful. First Nation, Metis and Inuit peoples see themselves as a separate cultural group, not a racialized BIPOC (Black, Indigenous, People of Colour) group. To take care of the earth and the community of life we need to remember the teachings of the First Elder, who has handed on the gifts of knowledge that he received from the Seven Grandfathers when he was just a boy. Each grandfather gave him a great gift. One gave him the gift of Wisdom, and he learned to use that wisdom for his people. Another gave the gift of Love so that he would love his brother and sister and share with them. The third offered the gift of Respect, so that the First Elder would respect everyone, all human persons and all the things that are created. Bravery was the next gift, bravery to do things even in the most difficult times. One grandfather gave the boy Honesty so that he would be honest in every action and provide good feelings in his heart. One grandfather gave the boy Humility, to teach the boy to know that he was equal to everyone else, no better or no less, just the same as anybody else. The last gift that he received was Truth. The

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Grandfathers told him, “Be true in everything that you do. Be true to yourself and true to your fellow man. Always speak the truth.” They told him, “Each of these teachings must be used with the rest; you cannot have wisdom without love, respect, bravery, honesty, humility and truth. You cannot be honest if you use only one or two of these, or if you leave out one. And to leave out one is to embrace the opposite of what that teaching is” (Shabot Obaadjiwan First Nation, The Seven Grandfather Teachings, n.d.). Strategies to Mitigate the Risk Action

Evaluation

Outcomes

Steps Needed

Support First Nation people in Frontenac County in efforts to be self-sustaining, to increase understanding of shared history and to support well-being and truth and reconciliation efforts. • Indigenous children, youth, and families are connected to their culture, with opportunities for sharing knowledge. • Children and youth grow up healthy and integrated within their families, cultures, and communities. • Indigenous First Nation people in Frontenac are well connected to appropriate services. • Progress in meeting Truth and Reconciliation Commission Actions. • Reduced number of Indigenous children in care. • Appropriate service is offered to a large population of Indigenous youth. • Trust in 211 system that includes First Nation support. • Social and digital connection – pandemic has meant remote assistance and people cannot be connected with Elders or hold socials, healing circles, sweat lodges, etc., creating communication issues. • Increased financial supports to help families hit hardest by pandemic. • Capacity is built by Shabot Obaadijiwan First Nation, Ardoch Algonquin First Nation and partners. • Follow the Seven Grandfather teachings in all relations with Indigenous First Nation people in Frontenac County when providing service. • Increase education and appreciation in community of trauma and harm of colonial history. • Work with community and local government to implement Truth and Reconciliation Calls to Action that includes statements on appropriate protocols.

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• Capture the recommendations of the TRC in all actions of this report, woven throughout. Rural Community Development: Geographic/social isolation, rural realities, service delivery, stigma/self-awareness, staff retention, equity of opportunity Frontenac County is a large geographic area with thousands of square kilometers and a relatively small number of people. The challenges to service the community are many and the geography becomes both an asset and a risk to community safety and well-being. 2016 Census Data Population permanent residents Square Kilometres (Statistics Canada, 2016)

North 1898 1,164.77

Central 4373 1,025.20

South 18646 971.56

Islands 1760 175.04

As with most rural areas, the larger Frontenac County is the political and census division, but the township (and often the villages or crossroad communities) is the insular, selfsupporting and resilient community. These small rural communities are often resistant to the imposition of urban wisdom, program and service. There is no “one size fits all” approach to planning in a rural area. Solutions are place-based, and what works in South Frontenac may not work in Frontenac Islands and what works in Kingston will probably not work in Central or North Frontenac in the same way that policy developed in Toronto may be blind to the needs of Kingston or Frontenac County. The saying in rural community development is that “once you have seen one rural community, you have seen one rural community.” With this in mind, it is not hard to see why the abundance of programs and services coming from Kingston are so difficult to deliver in rural Frontenac. It is not just the geography that is the challenge, but also the acceptance of service and trust in the relationship with the service provider. There is also a reluctance to accept service, perhaps rooted in pride, fear of stigma, fear of judgment, or a simple forbearance of difficult situations. Without this relationship, people fall through the cracks because they don’t access the service available when needed, and community safety, health and well-being are put at risk. The four Townships of Frontenac are all beautiful green spaces where you can live without neighbours nearby, but people can be incredibly isolated both physically and socially, especially if they live with other vulnerabilities. Rural people are friendly, and neighbours may take care of each other. Municipal services are strong with cost-effective delivery of asset management, infrastructure, environmental services, good governance and effective administration, health, recreation, culture and lifestyle, protection and health of natural environment, infrastructure, bylaw enforcement, fire and emergency services.

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The community hub models of service that are evident in both South Frontenac and Rural Frontenac Community Health Services have been building on trusted relationships with people over many years. Alternate service delivery (virtual or by telephone) is often easier, both in terms of the burden of service delivery on provider, and acceptance of service by the user. Traditional service delivery often means that a staff member from a service agency based in Kingston drives to an office in Frontenac once or twice a week to deliver program. Staff retention is difficult, the staff person is isolated from their colleagues, and much of the time is spent in travel. With regular changeover in staffing, trusting and supportive relationships aren’t possible with clients or between service providers. The seasonal population of Frontenac spikes to 67,000 from 26,000 permanent residents, along with a risk and how to protect safety and well-being. Seasonal people don’t have the personal connections or knowledge of the community when they need help, and don’t know who to call on in Kingston. Fire services are often first point of contact in emergency situations because the ambulance cannot always get there in time to meet the standards, or police can’t respond immediately to a motor vehicle incident. At the same time, the Frontenac Townships struggle with finding and rigorously training volunteer firefighters and retaining these volunteers. The Limestone District School Board sees equity of opportunity as the biggest challenge with Frontenac, with lots of students moving into the secondary system who can’t access extracurricular programming or services because of busing. They try to connect families to services through partners, but without transportation this is often not possible, so the school and staff is being asked to support families who have greater need with less money and staff.

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Strategies to Mitigate the Risk Action Evaluation Outcomes Steps needed

Serve the rural areas with a variety of program delivery methods to achieve health and service equity. • Increase in service uptake and greater participation in community development opportunities. • Service is available no matter where you live in Frontenac and delivered in an appropriate place-based program. • Make high schools into community hubs so all members of community can reach service. • Encourage networked approach to service provision so that services are not duplicated. • Improve digital access for alternate service delivery. • Recognize and embrace sharing economy. • Free up space on municipal service delivery; need more support when government downloads services for training and facilitation; streamline reporting requirements so can focus more on service delivery and make it more efficient; address provincial response to aging infrastructure that creates financial pressures for road repairs and maintenance, leaving little for bare essentials or to develop recreation programs or community grant opportunities; embed program at township level if possible. • Encourage congregate living; lower-income people are hard to serve when they are residents who choose to live alone and are not connected. • Include transportation costs for staff and participants in all funding applications serving rural. • Approach rural service provision with an equity mindset.

2.2 Health, Mental Health and Substance Use Objective: Enhance availability and access to health, mental health and substance use supports across the townships. Rationale: Access to needed supports helps residents to live a healthy life and prevents risk. Elements of physical health, mental health and substance use are integrally tied together to affect a person’s overall well-being. This section covers identified risk areas, including general health and well-being (health services, youth, seniors, specialized supports), and mental health and substance use (addictions). Many services are provided throughout the four townships; however, the bulk are centred in Kingston.

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211 is available to access help 24/7. Service providers have suggested it is better if a client calls 211 instead of a worker, and that accessing by phone is better than doing so online. Many agencies have responded to the COVID-19 pandemic by adding virtual services to their complement. While in-person continues to be an important approach for many circumstances, a large number of surveyed agencies have indicated some form of virtual service will continue post pandemic. The success of virtual service has been an increase in accessibility. Health The agency survey conducted for this plan in early 2021 shows the range of healthrelated, parenting and demographic risk factors encountered in clients the responding agencies serve. A chart outlining mental health and substance use issues is located later in this section. Frontenac - CSWB Plan - Agency Survey (January 2021) Risks Encountered Answer Choices Responses Health - difficulty meeting nutrition or basic needs 70.59% Developmental disability - affected by 52.94% Social isolation - person does not have access to family or social supports 52.94% Person not providing proper parenting 47.06% Learning disability - affected by 47.06% Health - not following prescribed treatment 41.18% Acquired brain injury - affected by 41.18% Lack of supports for elderly person(s) 41.18% Parenting - person not receiving proper parenting; parent/child conflict 35.29% Cognitive disability - affected by 35.29% Language/communication barriers affecting ability to access services 35.29% Gender issues 35.29% Truancy or chronic absenteeism from school 29.41% Perpetrator of elder abuse 23.53% Missing/runaway - with or without parents’ knowledge; history of 23.53% Custody issues/child welfare 23.53% Rural Frontenac Community Services (RFCS) offers a wide variety of programs and services for all demographics. They have permanent space in Sydenham and Sharbot Lake, and rent space in Arden, Parham, Plevna and Storrington. They provide transportation services for childcare, youth/school and medical appointment, and they offer counselling services with no wait list and no diagnosis required. RFCS rents and shares office space to agencies to work in Frontenac County at Sharbot Lake and Sydenham. CSWB – Frontenac North, Central, South, Islands

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Partners at Sharbot Lake include Community Living, Adult Protective Service Worker, Connections, pre-school speech and language, food bank, income tax clinics, Maltby, Ontario Works, Ontario Disability Support Program, Child and Family Services, Providence Care Occupational Therapy, Addictions and Mental Health, Land of Lakes Community Services, violence against women services, St. Lawrence Employment Services, Family Health Team health and mental health rounds, legal services, libraries and Salvation Army. Services specific to youth and seniors are listed below. South Frontenac Community Services Centre (SFCSC) also offers specific demographic services (see below), as well as a food bank serving between 50 and 60 households each month, housing listings, telephone reassurance, social and exercise programs, a tabletlending library and referrals. SFCSC networks and coordinates with other agencies in order to meet community needs. Their Rural Services Worker knows where resources are for various services and aims to connect people to them. Kingston Frontenac Lennox & Addington Public Health (KFLAPH) also provides numerous programs across all demographics. Based in Kingston, it has offices in Sharbot Lake and Cloyne and concentrates on upstream prevention and health promotion, as well as resiliency. It is willing to work with family health teams. For adult learners, clients of Connections Adult Learning have been able to access sufficient, affordable Internet service thanks to funders who have stepped up to provide assistance for equipment and data cost coverage for cell-based internet. Online programming has also been developed and is ongoing. Development of Ontario Health Teams are underway and are designed to streamline services and operate in a patient-centred mobile with access to one team of health-service providers in a variety of disciplines. Youth A United Way Kingston Frontenac Lennox & Addington Community Profiles report in 2020 measured contains Early Development Indicators (EDI) for various communities throughout the region. EDI measures early childhood development to assess children’s readiness to learn before entering Grade 1. Five core areas scored include physical health and well-being, social knowledge and competence, emotional health/maturity, language and cognitive development, and communications skills and general knowledge. “One of the key measures of the EDI is the percentage of children who are vulnerable or at risk for problems in later childhood, by capturing those that are struggling, but may have not been formally identified” (United Way KFLA, 2020). The chart below shows the most vulnerable in KFLA tracking slightly above the provincial average in the five core areas.

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(United Way Kingston Frontenac Lennox & Addington, 2020)

There are several assets to support child and youth development and care throughout the townships: RFCS has EarlyON programs available for families with children ages 0 to 6. For daycare, there are special needs supports and subsidized spaces for families needing social support. For ages 6 to 12, social recreation program is available, and there is a Youth Hub for ages 13 to 25. They also offer a Home Alone/babysitting course and Northern Rural Youth Leadership program, funded by the United Way. For families and children, KFLAPH has Child & Baby Talk programming, prenatal classes, breastfeeding support, Healthy Babies Healthy Children, nutritional advice for school food programming, parenting campaigns and vaccinations. There is a visiting nurse in all high schools, and a nurse practitioner with the family health team. Youth Diversion offers a mentoring program for ages 12 to 17 that matches at-risk youth with positive role models, as well as the Rebound program for the same age group, which is a 10-week Cognitive Skills program. The Youth Outreach program is a prevention and intervention program that supports atrisk youth to make healthy life choices and is designed to connect youth, 12 to 21 years of age, and their families to services in the community. The ACES Working Group is doing community training on resilience.

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The Limestone District School Board accepts everyone and is 100% inclusive. Its strategic plan emphasizes and actions wellness, collaboration and innovation. These three mandates mesh together, and activities fall within each with a report back to senior leadership. Limestone seeks ways to support students through co-op and Prior Learning Assessment to help them graduate. The Maltby Centre is based in Kingston and offers mental health and autism supports for children and youth and their families. They are co-located with Family and Children’s Services in Sydenham and have a total of seven locations in KFLA. A coordinated approach to service and system planning is taken by the KFLA Child and Youth Services Planning Committee. This children’s planning table is a group of service providers working together to plan and promote a seamless network of responsive services and supports for children, youth and their families in the region. With a networked approach, the CYSPC can engage in collaborative planning, implement initiatives, monitor services and influence policy to ensure that community needs and priorities guide the planning and delivery of children and youth services in the City of Kingston and the Counties of Frontenac and Lennox & Addington. Municipalities can be involved in this collaborative. As well, established inter-agency groups meet monthly (Sydenham and Sharbot Lake) to do some of the collaborative work.

(Kingston Frontenac Lennox& Addington Child and Youth Services Planning Committee, 2020)

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The United Way Report on Youth Homelessness 2021 contains recommendations that are specific to Frontenac and offers programs. While the report is about youth homelessness, the focus is prevention, which means programs such as Intersections start with young participants – as young as six years old. A steering committee has been working on implementing the plan, and the United Way reports great progress in the last five years. The plan is based on consultation with youth, including 170 this year and a separate consultation with Frontenac youth that received input from more than 100 youth a couple of years ago. Seniors Social and geographic isolation tend to be significant factors for the aging population, which has been exacerbated by the COVID-19 pandemic. Many agencies have worked creatively to maintain some form of contact with isolated seniors. RFCS provides Meals on Wheels and a Diners club, which is a social program for 60+. Home help for seniors to maintain their homes is available at an hourly rate, and there is a senior services transportation subsidy to assist with going shopping, visiting and for medical appointments. Community rounds connects service providers with each other, and there is a geriatric rounds in Sharbot Lake as well. SFCSC provides adult day programs, Meals on Wheels, transportation, home making/maintenance, foot care, volunteer visiting hospice and Diners Clubs. Special Needs/Services There is a range of assets available to address specific special needs: A partnership with ABI Canada/MedicAlert Connect Protect is available through MedicAlert and connected to Frontenac OPP. The Connect Protect program gives emergency responders and healthcare providers quick and secure, 24/7 access to a MedicAlert subscriber’s electronic medical profile, helping to ensure successful responses. The Maltby Centre provides free psychoeducation groups for parents, and a singlesession walk-in clinic (which can be used by parents). There are phone, in-person and virtual options. There are supports for individuals who have suffered an acquired brain injury (ABI) and their families. For qualifying individuals there is an ABI System Navigator and Community ABI Programs (CBIS) with one-on-one outreach supports. This involves travel to Kingston for group services and has been impacted by COVID-19 protocols. Education, system navigation and referrals are available. Other assets include a Stroke Services Program for stroke survivors through VON Greater Kingston; an online services and support group for caregivers/survivors through Ontario Brain Injury Services, which is not regional but connects people.

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Various services providers have identified a need for enhanced developmental disabilities locally. Family and Children’s Services indicates youth are being placed in other parts of Ontario far from family supports in order to meet this need. As well, wait lists for specialized mental health services such as eating disorders are long. Primary Care Multidisciplinary family health services are offered in Sharbot Lake, but the bulk of primary care is located in Kingston. KFLA has been approved for an Ontario Health Team and more information about pathways of care and client-centred approaches, including primary care, is anticipated. Community rounds are run by the Family Health Team. In the rural areas, emergency services and volunteer firefighters are covering for medical emergencies until paramedics arrive, creating additional stress on these emergency services. There are mutual aid medical calls when ambulances are unable to meet time requirements for response. This results in increased training cross-over. Municipalities also face recruitment issues in terms of finding volunteers who are employed close enough to service areas to be able to respond to call. Substance Use and Mental Health Through interviews, Advisory Committee discussions and surveys it became clear that risks in the area of substance use and mental health overlap in numerous ways, particularly when it comes to servicing rural areas, supporting the staff and agencies in order to do so, and helping individuals and families to recognize when they are actually at risk of harm and encouraging them to reach out for or to accept help – a difficult thing in a proud, self-sufficient community where anonymity is difficult due to its small population and close-knit nature. The agency survey conducted for this plan in early 2021 showed that mental health problems (diagnosed or suspected), made up the vast majority of contacts made with clients – at 88%. The chart below shows the percentage of risk factors this group of agency respondents identified that are related to mental health and substance use issues. Frontenac - CSWB Plan - Agency Survey (January 2021) Risks Encountered Answer Choices Responses Mental health problem - diagnosed or suspected 88.24% Alcohol or drug use/abuse by an individual 70.59% Grief/trauma 70.59% Mental health problem affecting others 64.71% Mental health - not following prescribed treatment 64.71% Harm caused by someone’s use/abuse of alcohol or drugs 52.94% Hoarding 47.06% Self-harm - engaged in or threatening to do so 41.18% CSWB – Frontenac North, Central, South, Islands

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Acquired brain injury - affected by Suicide - current or previous risk Individual affected by a suicide Methamphetamine use Problematic opioid use

41.18% 35.29% 35.29% 35.29% 35.29%

Fortunately, the Kingston and Frontenac area has a wide range of assets to help individuals and families dealing with mental health and addictions issues. The tendency for residents in the more rural areas has, anecdotally, trended towards self-sufficiency and leaning on family, which can result in chronic states of risk. In many cases, families/individuals may not understand the level of risk they are in due to this sustained, often intergenerational, tendency. Agencies report the data shows where demand for service is, but anecdotal evidence may indicate otherwise, making it difficult to find the people who need the services most. For Frontenac, Lennox and Addington, the Ontario Health Team is pursuing an integrated mental health and addictions process with approximately 20 members taking part and using a rural focus. Substance Use Addictions and Mental Health Services KFLA indicates it has three case managers and one addictions worker covering this large service area and vast geography, meaning transportation is a significant barrier to getting people to the services they need. Encouraging staff to take on the more isolated jobs in this geography has been deemed challenging. The cost to the agency to offer services in this way (with significant travel time) is also high; one worker may end up doing only one visit in a day, which is a benefit to the client but expensive. Staffing is crucial and there can be a lot of turnover before someone is found who is willing to work in the more rural areas. Kairos has a youth diversion program for ages 9 to 24 that includes having counsellors in the high schools and elementary schools. It can offer psychoeducational workshops on substance-use topics for children and youth ages 9 to 18. Youth Diversion deals with addictions. KFLAPH has programs to support individuals and families around substance use. Its Healthy Babies Healthy Children program is mandated across the province and will support parents with substance use issues. KFLAPH plays a key education and advocacy role, offering various health promotional campaigns, supporting curriculum implementation around substance use for all schools and advocating at the provincial level for change. It notes the glamourization of alcohol in society is creating risk and harm in society and currently has programming on this topic now, along with a targeted media campaign for high school about harm reduction. They advocate to the province about accessibility of alcohol. “This is not just a public health issue, it is a community issue” (Susan Stewart, KFLAPH, Partner Day, 2021).

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The opioid crisis continues to accelerate across Canada. KFLAPH issues warnings when toxic drugs are found in the community and has played a key role in the distribution and training on naloxone, which can save lives in the event of an overdose. It is also actively involved with the Municipal Drug Strategy. The KFL&A Community Drug Strategy Advisory Committee has released its Opioid Action Plan to the public. Key commitments include preserving the health and safety of those who use drugs, reducing opioid overdose mortality in the at-risk population and reducing harms associated with licit and illicit use of opioids. The foundation for the strategy is active surveillance. (Kingston Frontenac Lennox & Addington Public Health, Community Drug Strategy, 2020). Data from The Ontario Drug Policy Research Network shows the increase in opioid-related deaths in KFLA during the pandemic.

(The Ontario Drug Policy Research Network, et. al., 2020)

KFLAPH has a service agreement with Street Health for needle exchange (Kingston Community Health Services). Feedback from Street Health has been there is less anonymity than in larger centres, creating a barrier for residents who might be seen going into the van. Rural Frontenac Health Services is working on a drop-off system, but has found reluctance by agencies to welcome people who are active users, as well as service providers not being able to find capacity.

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KFLAPH’s annual report for 2019 shows “the proportion of the KFL&A population exceeding either of the two low-risk drinking guidelines continues to be higher than the province, 49% in KFL&A versus 44% in Ontario (2017); however, the rate in KFL&A has decreased from 52% (2015 and 2016)” (Kingston Frontenac Lennox & Addington Public Health, Annual Report, 2019). Rural Frontenac Community Services is available for substance use support and consultation. Intersections KFLA is an evidence–informed early intervention program for children and youth who are at-risk of becoming justice-involved. It provides supports to their families as needed. The program covers the KFLA area and helps to identify substance use issues early. Youth Diversion reports providing addiction services to children and youth is more challenging if they are not in school and the geography is taken into account. Workers identify the complexities are even greater in rural areas; youth in urban areas tend to use substance sometimes for social reasons, but in the north it is “primarily because of family circumstances or other trauma presence in life” and youth in the north may be less likely to engage in social use of substance (Shawn Quigley, Youth Diversion, Partner Day, 2021). For the Granite Ridge Education Centre, an addictions counsellor attends the high schools one day per week and has a float day for emergencies. Regular programs are offered at high schools as needed, and there are usually grade assemblies held at the beginning of the year. Counsellors can attend elementary schools on a sign-up basis and have therapy visits. Youth Diversion will also conduct home visits or go to wherever is most convenient. With ample real estate in the townships to facilitate the growth or making of drugs, it has anecdotally become a more prevalent coping solution during COVID-19, and access to the CERB made it more affordable. OPP report an “apparent” increase in prevalence of acquiring drugs; not necessarily an increase in people but more regular users have had police contact than before (Sharron Brown, Frontenac OPP, Partner Day, 2021). Emergency service providers indicate a lack of awareness of overdose incidents when various responders are involved. Mental Health Addictions and Mental Health Services KFLA offers case management and diversion. It has locations in Verona, Sharbot Lake and Northbrook. There is a Mobile Crisis Team in Kingston, and the agency is considering a similar service for Frontenac, Lennox and Addington. The Maltby Centre provides single session and on-going counselling for children, youth and families. In addition, there is support for students at Granite Ridge Education Centre and Sydenham High School through supportive programs. Maltby provides professional

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clinical services to children with mental health and autism diagnosis. It strives to engage youth in a number of ways. Maltby makes an effort to ensure services are not just in Kingston; they have seven sites across KFLA and work to bring youth in from the whole region to participate in things that happen in Kingston. Schools are a significant access point for Maltby to see clients. The Youth Diversion Intersections Program offers temporary clinical supports for children and youth who are coming into contact with police and Family and Children’s Services. The Hotel Dieu Hospital has a neuropsychiatry focus on Acquired Brain Injury (ABI) as well as system navigation tools, such as “Managing Powerful Emotions specific to ABI: Distress Tolerance group,” which was created by Community Brain Injury Services (CBIS) and accessible for CBIS clients. The wait list for neuropsychiatry, however, is long (reported as a year long in 2021). The KFLA ABI and Addictions/Mental Health Collaborative, which is similar to a risk watch table, provides system navigation when there is confirmed or suspected ABI and addictions/mental health concerns. This is provided for service providers by service providers to address situations of high risk with the client’s consent. KFLAPH promotes mental health and well-being through school curricula, as well as in the provincially mandated Healthy Babies Healthy Children program. They also provide a mental health way-finding pathway for health-care providers looking for mental health services for a patient. It comes from the “Moving Towards Wellness” table and includes an up-to-date online tool for searching for services and regions. RFCS has a family counsellor who is often a triage to connect to other mental health services in rural Frontenac. This is funded through United Way and provides the flexibility of not requiring a diagnosis. It can be a one-time meeting. Youth over the age of 16 cannot be served, but RFCS will bridge to the Maltby Centre when possible. Various kinds of counselling, including financial, can be offered. The counsellor attends rounds in Sharbot Lake and can refer and be a warm hand-off if not already counselling the client. A part-time counsellor is also housed with Sharbot Lake Health Team. The United Way has a family mediation worker serving Frontenac who helps with homelessness prevention, which is often related to addictions and mental health. Hoarding is a complex issue that involves collaborative support. Housing and Social Services (City of Kingston) can provide financial support to help clean out hoarding situations, but this has strict criteria, which is barrier to housing and mental health support. OPP have highlighted a number of crisis service gaps, including long wait times when officers bring a mental health patient to hospital. They indicate there is a good working relationship with Kingston General Hospital emergency, which is creating improvements. OPP have established efficiencies in terms of hospitals when they have a mental health apprehension, travelling to Kingston instead of Perth and then Brockville if an individual is formed. There are six safe beds available, but they are in Kingston and this can also

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lengthen call times when trying to find a local safe bed for someone. In 2019, an agreement was reached between Frontenac OPP and AMHS-KFLA for a collaborative model to see a member of the AMHS team working in the detachment to provide real-time support for people in crisis, with immediate follow up after police involvement available. Service agencies from Frontenac take part in the Community Risk Watch Table based in Kingston, which is an intervention table designed to provide wraparound support for individuals they refer who meet a threshold of acutely elevated risk. Discussion has taken place about ways to make better use of this tool to support rural residents. Strategies to Mitigate the Risk Action Evaluation

Outcomes

Steps Needed

Collaborate with partners to explore ways to increase presence throughout the region and to maximize existing resources and awareness of programs. • Increased number of outreach services available in underserved areas. • Increased number of shared spaces available for meeting with clients/conducting outreach and/or group sessions. • Increased participation by agencies in 211. • Increased use of 211 by residents. • Increased number of residents accessing services. • Residents/clients have increased number of services available to them closer to home. • Increased availability of harm-reduction services/supplies. • Increased awareness of services provided by other agencies and procedures to facilitate referrals for clients. • Warming centre established for day use. • Increased awareness and improved communication across Frontenac regarding services and how to get information. • Increased uptake with 211 system by both agencies and clients. • Increased volunteer base to support program aspects where appropriate. • Increase communication about and availability of economical spaces for group/outreach activities (shared spaces). • Increase awareness/education for staff serving rural areas of spaces available for meeting clients. • In addition to 211, have information cards available in various service locations and take advantage of radio outlets to disseminate information. • Explore possibility of shared mobile services and/or home visits. • Support efforts identified in Economic Development strategies for staff retention, particularly in isolated areas. • Advocate for increased human resources and incentives for

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sustainability/consistency of personnel for mental health and substance use programs in under-served rural areas. Action

Evaluation

Outcomes

Steps Needed

Enhance or create training, education and communication plan for rural residents to increase awareness of dangers of substance use, tools to help with addictions and mental health, and methods to reduce stigma about accessing help in a small, rural area. • Strategy developed to support youth adversely affected by family substance use or mental health issues. • Increased number of rural residents accessing addictions/ substance use services. • Decrease in number of individuals exceeding low-risk drinking guidelines. • Decrease in opioid-related deaths. • Increase in number of individuals accessing local services. • Number of presentations provided in schools and to businesses/employers. • More residents feel comfortable accessing needed substance use and mental health services in a way that is not stigmatizing (factoring in rural nature of community). • More children and youth are supported in family addictions and mental health situations. • Increased opportunities created for individuals/families to access services, including virtual, sharing resources to reach, e.g. technology. • Communication plan developed with partners to provide education through social media and local traditional media resources. • Consider possible tools for access, e.g. virtual or home visits (explore opportunities to create mobile services). • Continue to advocate on the issue of glamourization of alcohol. • Coordinate with Ontario Health Team to ensure involvement with integrated mental health and addictions process. • Recognize in education planning the definitions of masculinity and its role in stigmatization around mental health, as well as barriers faced in small communities. (Key partners: Addictions and Mental Health, KFLAPH, school boards, Maltby Centre, family counsellors, AA group). • Develop a calendar of articles and topics for publication through local media and social media as part of communication plan. • Communication plan should include presentations to local businesses and employers. • Include people with lived experience in education around reducing stigma.

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• Determine need for additional study to identify most at-risk peer groups, particularly for rural Frontenac.

Action Evaluation

Outcomes

Steps Needed

Action Evaluation

Outcomes

Steps Needed

Increase and raise awareness of after-hours crisis services for addictions and mental health. • Increased use of rural Mobile Crisis Team and subsequent referrals. • Increased resources for rural Mobile Crisis Team. • Increased referrals to service providers. • Increased use of 211 by agencies and clients. • Enhanced Mobile Crisis Team for rural Frontenac to work with OPP. • Establish safe beds in Central and North Frontenac. • Availability of existing after-hours crisis services is welldocumented and communicated to agencies and public. • Improved access to local after-hours medical care, mental health and addictions services, social services (e.g. housing supports). • More robust use of 211 by agencies (via updates) to ensure upto-date crisis information available. • Advocate for program enhancements where needed. • Inventory and share up-to-date crisis services information amongst all relevant service providers, including schools. • Increase promotion of agency services through their own websites and social media. Enhance programs, services and opportunities to reduce social isolation. • Increased number of participants in programs to connect residents. • Increased number of seniors access home support services. • Increased opportunities for residents to connect in order to reduce social isolation, increase safety and improve mental health. • Increased information and opportunities for seasonal residents to get acquainted with opportunities for social connection and build a connected community. • Advocacy for more personal support workers and home support to enhance services for seniors. • Welcome Wagon or similar program created where needed to connect newcomers to programs and services. • Inventory available services and consider alternate delivery methods.

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• Engage faith community to support outreach. • Encourage care providers to consider a “social prescription” that takes such things as social interaction/involvement, physical activity and outdoor time into account. Action Evaluation

Outcomes

Reduce wait times and improve access to specialized supports. • Reduced wait times for neuropsychiatry appointments • Increased number of individuals accessing ABI/mental health support programs. • Increased access by community ABI programs in long-term care for one-on-one support. • Increased access to Assertive Community Treatment Team for mental health supports. • Increased access to psychoeducational assessments. • Increased number of individuals receiving hoarding supports. • Reduced wait lists for eating disorder clinics. • Increased access to local developmental services. • Increased availability of autism supports. • Advocacy for additional resources for neuropsychiatry and child/adolescent psychiatry, as well as specialized services such as eating disorders. • Improved diagnosis supports for ABI and mental health to improve access to support programs. • Increase ability for programs to work with memory and cognitive impairments of ABI. • Facilitate access by community ABI programs into long-term care to provide one-on-one supports. • Increase service and reduce wait times for child/adolescent psychiatry. • Improve access to Assertive Community Treatment Team for mental health supports. • Improve access to psychoeducational assessments. • Increase opportunities for early identification and support for hoarding situations. • Greater number of clients experiencing hoarding are supported and connected to appropriate services, including mental health services. • More first responders (e.g. by-law, fire services) are confident in hoarding responses and the connections to make to support individuals/families. • Advocacy for increased resources/support for local developmental services. • Advocacy for increased autism supports available locally.

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Steps Needed

• Monitor mental health wait lists post-COVID – action may be needed.

Action

Increased collaboration in privacy-protective formats to facilitate wraparound supports for individuals and families. • Number of partners involved in collaborative tables. • Number of trainings held for VTRA. • Increased referral numbers to Risk Watch Table from rural Frontenac. • Increased number of referrals with acutely elevated risk lowered from rural Frontenac. • A large group of partners is routinely collaborating to provide supports to clients before they are at risk of harm. • Increased education and training for community partners to participate or understand referral process for Risk Watch Table. • VTRA training is provided to partners to provide confidence in use of protocol and collaboration opportunities. • Increased number of community rounds opportunities. • Provide education or create protocols to clarify how community rounds and community partners can collaborate at various levels of risk. • Explore virtual platforms as venue for sharing threat risk assessments. • Ensure collaboration with Ontario Health Team for FLA regarding integrated mental health and addictions process and wraparound support planning.

Evaluation

Outcomes

Steps Needed

Action Evaluation

Outcomes

Increase opportunities for a “social prescription” to support mental and physical wellness. • Increased number of recreation opportunities and clubs for residents throughout rural communities. • Increased participation in recreation opportunities. • Increased communication about available opportunities. • More opportunities are created to share common spaces at low or no cost – partnerships with community agencies. • Volunteer base is increased to facilitate recreation and clubs resulting in increased socialization and decreased social isolation for both volunteers and participants. • Increased sense of community connection created for both longtime and new residents. • Reduced social isolation.

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Steps Needed

• Work with schools/school boards to find ways to collaborate and partner on sharing school spaces with community partners at low or no cost. • Work with other community partners on sharing space. • Inventory volunteer base and find ways to increase involvement. • Advocacy for funding support to expand/enhance recreation services and seek collaborative funding or shared resources. • Work with family doctors to encourage support for “social prescription.” • Promote as part of public health wellness campaign.

2.3 Violence Against Persons (physical, emotional, sexual, domestic) Objective: To prevent violence against persons across all demographics. Rationale: Preventing violence reduces victimization and its consequences and increases health and well-being. Violence takes many forms and affects a person’s physical and mental well-being. In the agency survey conducted in early 2021, respondents identified risk factors they encounter with clients, and half are involved with various forms of violence. Victimization from physical, emotional or sexual violence is a frequent risk, followed closely by social isolation, perpetrating violence, domestic violence and elder abuse. Frontenac - CSWB Plan - Agency Survey (January 2021) Risks Encountered Answer Choices Victim of physical, emotional or sexual violence Social isolation - person does not have access to family or social supports Perpetrator of physical, emotional or sexual violence Domestic violence Victim of crime Victim of elder abuse Human trafficking Bullying; victim of or perpetrator of Perpetrator of elder abuse Geographic isolation leading to victimization or self-harm Gang association or membership Threatened or victimized by gang Homicidal ideation - person has expressed thoughts/ideas about homicide Sex trade CSWB – Frontenac North, Central, South, Islands

Responses 58.82% 52.94% 47.06% 47.06% 41.18% 41.18% 35.29% 35.29% 23.53% 23.53% 17.65% 17.65% 17.65% 17.65% 56

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The 2019 Progress Report from Frontenac OPP highlights major categories they track for violent crime.

(Brown, 2019)

The OPP have specialized investigative training to support specific violent crimes, such as sexual assault, and including training on child interviewing and domestic violence. They also have the benefit of cross-detachment area support, and a wide range of partnerships, including: • Victim Services for referrals • Family and Children’s Services • Harm Reduction Team (HaRT) • Sexual Assault Centre • AMHS – KFLA (Mobile Crisis Intervention Team) • Seniors and Law Enforcement Together (SALT) • Community Risk Watch Table (Frontenac OPP made four referrals in 2019) The SALT program provides fraud prevention information specifically for seniors, safety tips and encourages reporting incidents to police. The South Frontenac SALT presentations continued in 2019, and the Central North SALT committee was reestablished and organized four presentations in the fall of 2019. Three presentations addressed frauds and scams and more than 200 seniors attended the sessions. Fraud is one of the factors involved with elder abuse (Brown, 2019). Family and Children’s Services notes it has a strong relationship with police. Courts have started to embrace technology more, which is facilitating more virtual service. The agency highlights domestic violence (particularly in rural areas), housing and addictions as big issues in child welfare. They have been able to maintain in-person service through the pandemic. A continued emphasis on community partnerships has led to successful outcomes; they strive to avoid contributing to the trauma of a child being in the care of the state if there is any way for the child/youth to remain safe at home or with someone they know. KFLAPH can partner in this work in light of Healthy Babies, Healthy Children CSWB – Frontenac North, Central, South, Islands

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program, Food for You, Food for Two program and Child and Baby Talk program (early interventions). As well, EarlyON is delivering programs at nine sites in a prevention model for families with children ages 0 to 6. The ACES group is active in Kingston and Frontenac. KFLAPH has begun a literature review on the role of public health in violence prevention. This work has been delayed due to the pandemic, but could provide good guidance upon completion. Isolation – both social and geographic – has repeatedly been highlighted as a risk for various vulnerable populations and demographics, and this has been exacerbated by the COVID-19 pandemic. Participation in virtual EarlyON services was reduced, and there has been limited observation of children and spontaneous family connections. Sharbot Lake Retirement reports isolation has been debilitating for seniors, with more in-person contact between seniors and various therapists needed. School boards, Family and Children’s Services and violence against women agencies have repeatedly flagged the “lack of having eyes on people” due to pandemic isolation has increased risk of harm in many areas. Seniors are particularly vulnerable to this risk, as social interactions through employment or school are not a given for this demographic. Strategies to mitigate social and geographic isolation are included in previous sections. In Frontenac, almost half of the those responding to the agency survey noted “domestic violence” as a risk they encounter. OPP statistics for all of East Region, which includes Frontenac, for the last five years up to 2020, show a slight decline in sexual assault occurrences, but an increase in domestic disturbances. Violent crime declined slightly.

(Ross, 2021)

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(Ross, 2021)

The closest shelters for women and children fleeing violence are located in Kingston and Napanee. The Land O’ Lakes Violence Against Women Program will accompany women fleeing violence to Napanee or Kingston and will help with court visits (North Rural Women’s Program). In its 2019 Progress Report, Frontenac OPP indicated it worked with service partners to create a standardized Domestic Violence report for use by all community agencies engaged with victims to provide consistency with support services. It was launched in 2019. As well, a High-Risk Assessment Team meets on an ad hoc basis and is attended by the Community Services Officer to identify and resolve safety issues of victims when an offender is released from custody.

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Limestone District School Board strives to offer a climate of support in its schools. Some students, however, are not safe and they are attending school, which creates a conflict between the human right to education and that of keeping staff safe. It is difficult for schools to access alternative services for those students, and they are missing out on good opportunities and supports. The Violent Threat Risk Assessment protocol is a way for schools to respond quickly to threatening incidents and to bring community partners together to initiate supports for students. School is not a healthy place for everyone – bullying, segregation, kids who transfer in are not included. Youth Diversion offers youth justice programs for young people ages 12 to 17. This includes pre- and post-charge diversion. The Intersections programs for youth ages 9 to 17 who come into contact with police or Family and Children’s Services. Frontenac OPP outlined various education sessions held in partnership with the Sexual Assault Centre in high schools in its 2019 Progress Report, including violent crime (assault, sexual assault, cyber related offences, sexting, etc.). The OPP KIDS program for elementary schools includes lessons on cyber bullying and Internet safety. The Community Services Officer worked with platoon members to deliver the program and, on an ad hoc basis, brought frontline officers into schools to introduce them to students and to deliver short presentations on safety, including cyber safety. Police have highlighted the limited availability of agency resources in the northern parts of Frontenac. Increasing the supports and access as highlighted in previous sections will also help to provide supports for victims of violence. Strategies to Mitigate the Risk Action

Enhance system navigation and community collaboration.

Evaluation

• Increased referrals to Community Risk Watch Table from across the Frontenac Townships. • Increased number of discussions at Risk Watch Table that demonstrate acutely elevated risk lowered. • Decreased involvement by police with individuals referred to Risk Watch Table. • Increased number of court diversions for individuals with acquired brain injury. • Increased satisfaction for victims of violence in system navigation and referrals. • Increased number of shelter beds available in rural Frontenac (Central, North) for women and children fleeing violence.

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Outcomes

Steps Needed

Action Evaluation

Outcomes

• Develop system navigation for acquired brain injury that includes court diversion focused specifically on ABI partnered with mental health. • Victims of violence are supported in court process through system navigation and referral processes. • More individuals and families receive early intervention and wraparound supports through community rounds or Risk Watch Table processes. • Women and children at immediate risk of violence are supported for short stays in Central and North Frontenac (safe house) until a shelter can be accessed. • Explore creation of a victim advocate/liaison program through police in partnership with other service providers to support victims of violence in navigating processes, referrals to other services, and the justice system that takes privacy legislation and procedures into account to support wraparound service. • Confirm and promote referral processes to community rounds and Risk Watch Table to encourage more connections. • Enhance inter-agency connections where needed (Land O’ Lakes Violence Against Women Program, Interval House, Sexual Assault Centre Kingston, Family Health Team mental health rounds). • Establish and increase number of informal shelter beds available in rural Frontenac (Central, North) for women and children fleeing violence. • Consider establishment of formal shelter beds. Children and youth are supported to grow up in their families, communities and cultures. • Increased number of after-school programs and youth centres in rural areas to support staying in community for activities. • Increased privacy-protective collaboration amongst community partners to provide wraparound supports for families and children in crisis. • Reduced instances of stress leave for teachers/school staff. • Increased numbers of youth encountering law accessing diversion/Intersections. • Greater understanding amongst community partners of long-term impact of children being in the care of the state. • Early community partnerships cultivated to help prevent family crisis. • More students who have had encounters with the law supported through education and rehabilitation.

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Steps Needed

Action Evaluation

Outcomes

Steps Needed

• Wraparound supports between schools and community partners for children and families also improves support/safety for school staff. • Have skill trades program and ways to get students educated and rehabilitated (if they have had encounters with law). Create database of Frontenac employers who would be willing to work with students. The employers would also get supports. This could be for co-ops, jobs or volunteer hours - all pieces of what students need to graduate. • Advocacy for increased special education supports/funding. • Enhance community partnerships to continue to support and promote access to and available of existing early intervention programs. Address root causes of violence against persons through education, training and trauma-informed approaches. • Increased trauma-informed care training opportunities offered to all sectors in region (partnership approach). • Increased workplace training for diversity, inclusion and cultural sensitivity. • Number of education programs delivered to address myths about sexual assault. • Decline in intimate partner violence statistics. • Trauma-informed training and approaches incorporated into human services providing care to victims of violence. • Trauma-informed training and approaches incorporated into human services connected with perpetrators of violence in order to address root causes. • Education programs developed and delivered to address myths about sexual assault and generational stereotypes about violence in women/family relationships. • Increased diversity, inclusion and sensitivity protocols incorporated into workplaces across sectors (public, agencies/ organizations, schools, community groups, etc.). • Seek partnerships to assist with provision of identified trainings and education sharing. • Shelter beds available in rural Frontenac (Central, North) for women and children fleeing violence (e.g. safe house for short stays for women/children at immediate risk until shelter can be accessed).

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Outcomes and Actions and Implementation

The legislation for Community Safety and Well-being plans indicates that once a municipal council has adopted its plan, it must be published according to regulations, and that the council “shall, in accordance with the regulations, if any, monitor, evaluate and report on the effect the plan is having, if any, on reducing the prioritized risk factors” (Police Services Act, 2018, c. 3, Sched. 1, s. 211 (6). It must also, according to the Act, provide the Solicitor General with information regarding the adoption and implementation of the plan and its outcomes. As of April 2021, the only regulations in place pertaining to CSWB plans were the completion deadline and the publication requirement. Public consultation has reflected that community partners would like to work together to follow through on the actions in the plan, and a coordinated approach is most appropriate. Implementation should include evidence-based programs and strategies to address those priority risk factors. An Implementation Team will take over once the Community Safety and Well-being Plan is complete and has been presented to the Township Councils. It is this team that will finalize and prioritize the actions in the plan. The composition of the Implementation Team, reporting frequency, mechanism, and structure has not yet been determined. Risks will be grouped into a themed approach for ease of implementation: •

• •

Rural Economic and Community Development: Poverty, Income, Employment; Housing and Homelessness, Affordable Housing, Transportation, Indigenous Services, Geographic and Social Isolation, rural realities, service delivery, stigma/self-awareness, staff retention, equity of opportunity Health, Mental Health and Addictions: Health and well-being (basic needs, neglect, parenting, specialized supports); Mental Health and Addictions Violence Against Persons: against persons (physical, emotional, sexual, domestic)

In order to achieve the actions within the plan, it will be critical for all partners to ensure good communication between working groups and sectors in relation to the plan’s activities, particularly to ensure goals are met in terms of regional objectives across a range of demographics and sectors.

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The following is a summary of the themes, objectives, rationale and strategies upon which the implementation plan will be based: Rural Economic and Community Development Objective: Economic Development – sustainable and continued economic development; increased meaningful employment environment and opportunities for all residents of Frontenac County. Rationale: Prosperity, economic health and equity. Objective: Community Development – sustainable and continued community development; increased connection to service, support and social opportunities for all residents of Frontenac County. Rationale: Social connection, community health and equity. Action Action Action Action Action Action

Create a regional employment plan that includes a crosssectoral staff attraction, retention and development component. Create a rural poverty coalition to act collectively to break the cycle of poverty and health inequity. Develop a rural affordable housing and homelessness strategy (as proposed in 10-Year Housing and Homelessness Strategy). Continue the work started by the Child and Youth Planning Committee to move transportation and digital strategies forward. Support First Nation people in Frontenac County in efforts to be self-sustaining, to increase understanding of shared history and to support well-being and truth and reconciliation efforts. Serve the rural areas with a variety of program delivery methods to achieve health and service equity.

Health, Mental Health and Substance Use Objective: Enhance availability and access to health, mental health and substance use supports across the townships. Rationale: Access to needed supports helps residents to live a healthy life and prevents risk. Action Action

Collaborate with partners to explore ways to increase presence throughout the region and to maximize existing resources and awareness of programs. Enhance or create training, education and communication plan for rural residents to increase awareness of dangers of substance use, tools to help with addictions and mental

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Action Action Action Action

health, and methods to reduce stigma about accessing help in a small, rural area. Enhance programs, services and opportunities to reduce social isolation. Reduce wait times and improve access to specialized supports. Increased collaboration in privacy-protective formats to facilitate wraparound supports for individuals and families. Increase opportunities for a “social prescription” to support mental and physical wellness.

Violence Against Persons (physical, emotional, sexual, domestic) Objective: To prevent violence against persons across all demographics. Rationale: Preventing violence reduces victimization and its consequences and increases health and well-being. Action

Enhance system navigation and community collaboration.

Action

Children and youth are supported to grow up in their families, communities and cultures. Address root causes of violence against persons through education, training and trauma-informed approaches.

Action

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United Way KFLA. (2013). Plan for action as a community. Retrieved from https://www.unitedwaykfla.ca/wp-content/uploads/2018/10/Poverty_Reduction_Report_Final1.pdf United Way KFLA. (2021) Youth homelessness report 2021. Retrieved from https://www.unitedwaykfla.ca/wpcontent/uploads/2021/04/Youth_homelessness_Review_2021.pdf Watson and Associates. (2020). 2020 Frontenac County Population, Housing and Employment Projection Study. Retrieved from https://www.frontenaccounty.ca/en/government/resources/Documents/Frontenac-CountyPopulation-Housing-and-Employment-Projections-2016-to-2046-Final-Report-2020.pdf ) Interviews: Sharron Brown and Jamie Davis, 2019, Frontenac OPP. Cindy Deachman, 2019, Central Frontenac. Scot Gillam, 2019, Limestone District School Board. Heather Mitchell, 2019, City of Kingston. Louise Moody, 2019, Rural Frontenac Community Services. David Townsend, 2019, South Frontenac Community Services. Bhavana Varma, 2019, United Way. David Herrington, 2019, South Frontenac Police Services Board Kieran Moore, 2019, Kingston Frontenac Lennox and Addington Public Health Unit Fran Smith, 2019, Central Frontenac Kat Riley, 2019, City of Kingston

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Appendix 1 Draft Implementation Plan Community Safety and Well-being Plan North, South, Central Frontenac and Frontenac Islands This plan will best be implemented across all of Frontenac unless noted. North and Central do have some different needs than South and the Islands, and “north of the 401” and “north of 7” are common descriptors of the transition points. This Implementation Plan will be finalized by the Implementation Committee after the adoption of the CSWB Plan by the Townships. It is meant to be dynamic, and the actions listed can change/grow/be modified as the implementation progresses. This is a starting point to Community Safety and Well-being. With three Strategic Areas – Rural and Economic Development; Health, Mental Health and Substance Use; and Violence Against Persons – this implementation plan includes 19 strategic actions that will mitigate the risk to community safety and well-being. These actions are intended to be spread over five years and are prioritized by year for implementation. Where possible, a lead organization has been identified, along with partners willing to help in the work.

CSWB – Frontenac North, Central, South, Islands

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Rural and Economic Development Poverty, Income, Employment, Housing and Homelessness, Affordable Housing, Transportation, Indigenous Services, Geographic and Social Isolation, Rural Realities, Service Delivery, Stigma/Self-awareness, Staff Retention, Equity of Opportunity Economic Development Objective: Economic Development – sustainable and continued economic development; increased meaningful employment environment and opportunities for all residents of Frontenac County. Rationale: Prosperity, economic health and equity. Strategic Actions

Action: Create a regional employment plan.
Action: Develop crosssectoral rural staff retention plan.
Action: Advocate for increased human resources and incentives for sustainability/ consistency of personnel for mental health and substance use programs in under-served, rural areas.
Action: Create a rural poverty coalition to act collectively to break the cycle of poverty and health inequity.

Priority in Year 1,3,5 1

Launch in year 1 work in years 3-5

CSWB – Frontenac North, Central, South, Islands

Lead and Partners/Funding Lead: County Economic Development Partners: Frontenac Business Services, employment agencies (St. Lawrence College), Connections, Townships. Consult Community Living, Pillar Financial Services, Sharbot Lake Business Group, Seed to Sausage and Deans Grocery Store, Lanark/ Leeds/Grenville employers or employment groups (CFDCs, eastern Ontario) Lead: Maltby Partners: municipalities, other service agencies, FCS, Resolve, Colleges – Kingston and Perth Lead: Implementation Committee

Lead: United Way, RFCS, SFCS Partners: County, Family and Children’s Services, First Nations, RFCS, Salvation Army Frontenac Created for all; implemented North and South

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Community (and Social) Development Objective: Community Development – sustainable and continued community development; increased connection to service, support and social opportunities for all residents of Frontenac County. Rationale: Social connection, community health and equity. Strategic Actions 5. Action: Develop a rural affordable housing and homelessness strategy (as proposed in 10-Year Housing and Homelessness Strategy).

Action: Review Municipal policy and planning documents regionally, with eye to affordable (attainable) housing.
Action: Continue work started by the KFLA Children and Youth Services Planning Committee to move transportation and digital strategies forward.
Action: Support First Nation people in Frontenac County in efforts to be selfsustaining, to increase understanding of shared history and to support wellbeing and truth and reconciliation efforts.
Action: Serve the rural areas with a variety of program delivery methods to achieve health and service equity.

Priority in Year 1,3,5 1

May be underway

Lead and Partners/Funding Lead: Kingston and County Partners: SFCS, Salvation Army Frontenac, current housing stock owners (Central Housing Corporation, North Frontenac Housing Corporation, Aboriginal Housing) Municipalities to ask for prioritization of the rural strategy Lead: All Townships North, Central, South Frontenac and Frontenac Islands

ongoing

Lead: Partners: EORN, RFCCS, KF Public Library - digital strategies

ongoing

Ardoch Algonquin First Nation and the Shabot Obaadijiwan First Nation, municipalities, FCS (Keewayin); KCHS

CSWB – Frontenac North, Central, South, Islands

Current Network tables

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Health, Mental Health and Substance Use Health and well-being, Basic needs, Neglect, Parenting, Specialized supports, Mental Health, Substance Use Objective: Enhance availability and access to health, mental health and substance use supports across the townships. Rationale: Access to needed supports helps residents to live a healthy life and prevents risk. Strategic Actions 10. Action: Collaborate with partners to explore ways to increase presence throughout the region and to maximize existing resources and awareness of programs. 11. Action: Enhance or create training, education and communication plan for rural residents to increase awareness of dangers of substance use, tools to help with addictions and mental health, and methods to reduce stigma about accessing help in a small, rural area. 12. Action: Increase and raise awareness of afterhours crisis services for addictions and mental health. 13. Action: Enhance programs, services and opportunities to reduce social isolation. 14. Action: Reduce wait times and improve access to specialized supports (Since covid there are now wait lists for many mental health services – this could be a crisis)

Priority in Year 1,3,5 ongoing

Lead and Partners/Funding Lead: Implementation Committee Partners: Current collaboratives – CYSPC, inter-agency groups, rounds; OHT Lead: Implementation Committee Partners: Current collaboratives – CYSPC, inter-agency groups, rounds, OHT; Family Health Team; public health

Lead: Implementation Committee Partners:

Year 1

CSWB – Frontenac North, Central, South, Islands

Lead: Implementation Committee Partners: Current collaboratives – CYSPC, inter-agency groups, rounds; OHT; Family Health Team; public health Lead: Partners:

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Action: Increased collaboration in privacyprotective formats to facilitate wraparound supports for individuals and families.
Action: Increase opportunities for a “social prescription” to support mental and physical wellness.

CSWB – Frontenac North, Central, South, Islands

Lead: Implementation Committee Partners: OHT; Risk Watch Table

Lead: Implementation Committee Partners: Family docs; rounds

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Violence Against Persons

Physical, Emotional, Sexual, Domestic

Objective: To prevent violence against persons across all demographics. Rationale: Preventing violence reduces victimization and its consequences and increases health and well-being. Strategic Actions 17. Action: Enhance system navigation and community collaboration; promotion of existing services.

Priority in Year 1,3,5

Action: Support children and youth to grow up in their healthy families, communities and cultures.
Action: Address root causes of violence against persons through education, training and trauma-informed approaches.

Lead and Partners/Funding Lead: Partners: Land O’ Lakes VAW program – Ally staff in Frontenac, Interval House, SAC Kingston, link with Family Health Team mental health rounds, Interagency Lead: Family and Children Services Partners: all Lead: Partners: KFLA Public Health

Leadership of the Implementation Committee Although a great deal of commitment has been shown at the strategic action level, work remains to be completed by the Advisory Committee members to determine some of the Implementation Team roles, including: • • • • • •

Co-Chairs of the Implementation Team and team membership (e.g. Advisory Committee members) Central coordination for the whole plan Administration support for the plan Data coordination for the measurement and evaluation pieces Possible technical support (e.g. website to host information) Funding: E.g. for paid coordination if necessary, particular actions

CSWB – Frontenac North, Central, South, Islands

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

June 15, 2021

SUBJECT:

CAO Performance Evaluation Committee

RECOMMENDATION: THAT Council appoints Mayor Vandewal, Councillor ___________________ and Councillor __________________ to a CAO performance review committee for 2021. BACKGROUND: In 2020, Council approved a modified CAO performance evaluation process based on the Canadian Association of Municipal Administrator (CAMA) CAO Performance Review Toolkit. As part of that process, a CAO Performance Review Committee consisting of the Mayor, Councillor Revill and Councillor Leonard was assembled to undertake the review. DISCUSSION/ANALYSIS: The CAO’s anniversary date with the Township is July 15th. With an employee’s anniversary comes the requirement for a performance appraisal as per Township policy. As was done last year, the annual Performance appraisal process for the CAO involves the following:

The CAO will release a short survey to the senior management team – (June 2021);
The CAO will complete a self-evaluation and submit a report on his goals and objectives to Council – (July 2021);
The CAO Review Committee will meet to conduct its own evaluation – (July 2021);
The CAO Review Committee will submit their evaluation to Council in a closed session for approval – (August, 2021);
The Committee or a representative from the Committee will review the appraisal with the CAO prior to goal setting for the following year (August, 2021). For Committee members, the performance appraisal will involve review of 1) Senior staff survey results, 2) CAO self-evaluation, 3) CAO report on goals and objectives, and 4) assessment of performance under the following six (6) competency areas: • • • •

Staff effectiveness & human resource management Operational expertise and planning, and quality assurance Initiative, risk-taking, vision, creativity and innovation Public engagement; interpersonal communications and media relations

Natural, Vibrant and Growing – A Progressive Rural Leader

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REPORT TO COUNCIL Office of the Chief Administrative Officer • •

Budgeting & financial analysis Strategic planning

The process is not anticipated to require a great deal of time on the part of members and would be supported by the Human Resources and Legislative Compliance Officer. FINANCIAL/STAFFING IMPLICATIONS: None for the purposes of this report.

ATTACHMENTS: None. Submitted/Approved by: Neil Carbone Chief Administrative Officer

Natural, Vibrant and Growing – A Progressive Rural Leader

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REPORT TO COUNCIL TREASURY DEPARTMENT

AGENDA DATE:

June 15th, 2021

SUBJECT:

2020 Project closures

RECOMMENDATION: That Council approve the cancellation/closure of projects as listed in the staff report. BACKGROUND: At the December 8th meeting a 2020 capital budget status update was provided where some projects were identified with a cancelled status. Draft 2020 year end financials were also presented on May 4th where the capital listing also reflected projects identified to be cancelled. At that time, staff indicated that a report would come forward in 2021 to formalize those cancellations. ANALYSIS/DISCUSSION: Below is the listing of projects identified to be cancelled which were part of the 2020 budget year including prior year carryovers. Project

Project Name

Budget Amount

Cancellation Reason

14-18

Bradshaw-Station 1 - Paving

$8,000

To be reassessed in future budget years

16-31

Latimer – Station 7 - Paving

$10,000

To be reassessed in future budget years

18-24

OPP Station – Generator

$180,000

To be considered with future project – new/joint facility

19-37

OPP Station – Asphalt Repairs

$10,000

Other repairs done instead of Capital Investment

19-43

Davidson Beach – Floating Dock

$10,000

Not being used as back up swim lesson location

19-50

Centennial/Gerald Ball Parksecure movable soccer nets

$5,000 No legislation changes

20-19

Electronic Sign- Sydenham Road & Keeley

Assessment of location and types $50,000 of electronic signs across Township

20-26

Town Hall – Charging Station for Electric Vehicles

$30,000

20-48

Community Benefit Charge Strategy

$15,000 Not required based on legislation

To be reviewed jointly with facility study and fleet considerations

One project, No. 16-19 Fermoy Hall Building Upgrades, was shown as cancelled in the 2020 COTW report pending the outcomes of the Recreation Master Plan, but has been kept in following 2021 budget deliberations and anticipated completion of the Rec Master Plan this Fall.

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

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REPORT TO COUNCIL TREASURY DEPARTMENT

STAFFING/FINANCIAL IMPLICATIONS: If approved, the cancellation of these projects will result in funds being returned to their various reserve sources, to be re-budgeted in future years. ATTACHMENTS: •

December 8, 2020 COTW Report – 2020 Capital Budget Status

Prepared by: Louise Fragnito Director of Corporate Services & Treasurer Submitted/approved by: Neil Carbone Chief Administrative Officer

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

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REPORT TO COMMITTEE OF THE WHOLE TREASURY DEPARTMENT AGENDA DATE:

December 8th, 2020

SUBJECT:

2020 Capital Budget Status

RECOMMENDATION: This report is for information BACKGROUND: Attached is the 2020 Capital budget listing of all projects including any prior year carryovers. The report provides updated actuals to November 20th and any budget variances. A year-end status column is also included to provide an update on the project and whether it is anticipated to be completed or carried over, or in some circumstances, proposed to be cancelled as of the end of the year (to be approved by Council when the capital budget is approved in January). This status is based on the physical work being completed regardless of the timing of receiving invoices on the project. ATTACHMENTS: •

2021 Capital Budget update

Prepared by: Louise Fragnito Director of Corporate Services & Treasurer Submitted/approved by: Neil Carbone Chief Administrative Officer

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

2020 CAPITAL BUDGET Project Number GENERAL GOVERNMENT Corporate Services Carryovers Server Upgrade Asset Management Software & Document Update New Projects Council Projectors Budgeting software incl reporting, self serve and metrics Town Hall - Upgrade Electronic Sign Branding Strategy and Implementation Service Delivery Review Verona Land Purchase Total - Corporate Services

PROJECT

TOTAL

2020 REVISED

YEAR(S)

PROJECT

BUDGET (with carryovers)

Actuals to Nov 20th

Variance

Year end status

19-04

2019

27,000

-27,000 Carryover

19-06

2019

72,500

-72,500 Carryover

20-01

2020

7,500

7,517

17 Completed

20-02

2020

50,000

-50,000 Carryover

20-03 20-04 20-05 19-62

2020 2020/21 2020 2019/20

45,000 40,000 50,000

45,000 25,000 204,581

192,500

431,581

0 9,235 204,581 290,331 511,663

-45,000 Carryover -15,765 Carryover 0 Completed 290,331 Completed -210,249

50,000

47,062

-2,938 Completed

45,460

45,460 Completed

Comments

Implementation Q1 2021 Waiting for branding

PROTECTIVE SERVICES Building New Projects Inspection Truck - convert to SUV (replace 2011 Chev Colorado 152,000 kms)

20-06

2020

Deputy CBO SUV

20-49

2020

Planning/Building Software & Support

20-07

2020/21

Sub-total Fire Carryovers SCBA Tanker 331 replacement (1994)

275,416

243,264

-32,152 Carryover

390,416

325,416

335,786

10,370

18-03 19-08

2018 2019

0 391,845

-4,780 148,653

-4,780 Completed -243,192 Carryover

19-12

2019

15,000

-15,000 Carryover

Purchase typically overlaps 2 years Postponed until Service delivery review was complete

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Firehall Study

340,416

2020 CAPITAL BUDGET Project Number New Projects SUV - Assistant Fire Chief Volunteer Firefighters Standardized Uniforms & Safety Boots (125) Radio Repeaters - 1st Run Pumpers (8) Bunker Gear (10) Hoses and Appliances - Replacement Forceable Entry - Training Prop Drone - DJI Enterprise Breathing Apparatus Bench Tester Sub-total

PROJECT

TOTAL

2020 REVISED

YEAR(S)

PROJECT

BUDGET (with carryovers)

Hartington Fuel System - Addition of gas for PW & Fire 1 Ton Truck - Truck for parks - replace F55-3 Ton (2013 with 210,000 kms) New Projects New Truck/SUV - replace Truck 13-56 3/4 Ton Truck - replace Truck 12-52 Tandem Truck - Replace Tandem 01-14 Tag Along Trailer Electronic Sign - Sydenham Road & Keeley Streetlights - (includes 18-17/19-14)

Total

Year end status

2020

48,000

48,917

917 Completed

20-09

2020

63,000

-63,000 Carryover

20-10 20-11 20-12 20-13 20-14 20-15

2020 2020 2020 2020 2020

28,800 25,000 18,000 10,000 7,200 12,000 212,000

28,800 25,000 18,000 10,000 7,200 12,000 618,845

26,937 25,186 17,117 7,937 5,282 0 275,249

-1,863 Completed 186 Completed -883 Completed -2,063 Completed -1,918 Completed -12,000 -338,815

602,416

944,261

611,036

-328,445

19-17

2019

40,000

-40,000 Carryover

19-19

2019

40,000

39,767

-39,767 Carryover

19-21

2019

100,000

99,861

-139 Completed

20-16 20-17 20-18 20-50 20-19

2020 2020 2020 2020 2020

40,000 65,000 290,000 50,000 50,000

37,745 47,149 281,483 40,773 0

-2,255 Completed -17,851 Completed -8,517 Completed -9,227 Completed -50,000 Cancelled -55,755 Carryover

20-20

2018-2029

370,000

63,662

7,907

10,420,800

8,877,485

6,318,135

-2,559,350

11,285,800

9,615,914

6,833,053

-2,782,861

Comments

Listing of streetlights includes: Opinicon & Perth Road, Hidden Valley & Perth Road, Wilmer & Perth Road and Battersea Road & Frontenac/McGarvey Road

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Linear Asset Construction-Villages/Local Roads/Arterial Roads (separate Listing)

Variance

20-08

Total - Protection Services TRANSPORTATION DEPARTMENT Carryovers Storrington Pit Fencing

Actuals to Nov 20th

2020 CAPITAL BUDGET Project Number SYDENHAM WATER Carryovers Water Hauling Station & Mill Pond Drinking Station New Projects Mechanical, instrumentation and eletrical upgrades (Utilites Kington recommended) Total ENVIRONMENTAL SERVICES Sanitation-Disposal Carryovers Loughborough Waste Site - Ground Penetrating radar Required for MOE approval New Projects Salem WDS- Vegetation & Benthic Monitoring Green Bay WDS - Additional Monitoring Wells Sub-total Total

TOTAL

2020 REVISED

YEAR(S)

PROJECT

BUDGET (with carryovers)

Actuals to Nov 20th

Variance

Year end status

18-18

2018

55,000

94,267

2,044

-92,223 Carryover

20-23

2020

50,000

-50,000 Carryover

50,000

144,267

2,044

Comments

-142,223

19-25

2019

45,000

6,400

-6,400 Carryover

20-24 20-25

2020 2020

8,500 20,000 73,500 123,500

8,500 20,000 34,900 179,167

0 0 0 2,044

-8,500 Carryover -20,000 Carryover -34,900 -177,123

8,000 10,000

0 0 1,771 7,265

-8,000 Cancelled -10,000 Cancelled 1,771 Completed -12,058 Carryover

14-18 16-31 17-08 18-23

2018-2020

75,000

8,000 10,000 0 19,323

19-30

2019

100,000

106,179

6,179 Completed

19-31 19-32 19-34 19-35 19-36 19-37

2019 2019 2019 2019 2019 2019

5,000 15,000 5,000 15,000 15,000 10,000

5,000 15,000 5,000 14,412 13,741 10,000

0 0 0 14,861 0 0

-5,000 Carryover -15,000 Completed -5,000 Carryover 449 Completed -13,741 Carryover -10,000 Cancelled

COVID Delay - waiting for follow up with MOE

Council chamber and main floor

Completion May 2021

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TOWNSHIP FACILITIES MANAGEMENT Carryovers Bradshaw - station 1-paving (per study) Paving - station 7 - Latimer Keeley Admin Office - renovations Energy Retrofits Hartington Sand/Salt Storage Building - Replace building cover Sydenham Library - Replace plastic fencing on roof Town Hall - air conditioning in server room Town Hall - Main Floor washroom upgrades Verona Medical Centre - roof shingles Verona Medical Centre - Stretcher accessibility OPP Station - Asphalt repairs

PROJECT

Other repairs done instead of capital investment

2020 CAPITAL BUDGET Project Number OPP Station - Generator Burridge Station 2 - Lighting retrofit Sunbury - Station 8 - Front Step Sydenham - Station 5 - Front Eavesthrough/ asbestos tile removal and replacement Old Station 6 - Decommissioning New Projects Townhall - Charging Station for Electric Vehicles Townhall - Accessible Entrance Ramp & Front Step Townhall - Lower Floor renovations/reconfiguration & furnace Verona Medical Clinic - Design 2nd floor accessible entrance Glendower Hall- Gravel Parking Lot Extension Keeley Admin Office - Window Replacement Radon Abatement - various facilities Verona Fire Hall - Repairs to Septic System Keeley Road Garage - Communications tower relocation Keeley Road Improvements (including office/washroom/lunchroom upgrades) Battersea Land Acquisition Total

TOTAL

2020 REVISED

YEAR(S)

PROJECT

BUDGET (with carryovers)

Actuals to Nov 20th

Variance

Year end status

18-24

2018-19

180,000

-180,000 Cancelled

19-38 19-39

2019 2019

10,000 5,000

5,029 5,000

1,729 3,687

-3,300 Completed -1,313 Completed

19-40

8,500

-8,500 Carryover

19-41

25,000

15,809

14,406

-1,403 Completed

20-26

2020

30,000

-30,000 Cancelled

20-27

2019-20

125,000

115,000

-115,000 Carryover

20-28

2020

50,000

40,152

-9,848 Completed

20-29

2020

5,000

-5,000 Carryover

20-30 20-31 20-32 20-33

2020 2020 2020 2020

15,000 12,000 100,000 17,000

0 0 6,665 15,273

-15,000 Completed -12,000 Carryover -93,335 Completed -1,727 Completed

19-29

2019

50,000

5,867

-44,133 Carryover

19-27

2019-2020

450,000

445,507

287,333

-158,174 Carryover

854,000

1,254,321

55,852 561,039

55,852 Completed -693,282

14-39 15-33

2,087 36,612

0 2,436

-2,087 Completed -34,176 Completed

16-39

59,009

-59,009 Cancelled

17-22

25,563

-25,563 Completed

18-34 18-37

8,458 261,771

13,610 265,830

5,152 Completed 4,059 Completed

20-51

Comments Combined with future project - joint facility

To be reviewed jointly with facility study

Design under way

On order, delivery 2021

Wait for recreation master plan outcome

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RECREATION Carryovers Recreation buildings - re-keying Facility Signage Fermoy Hall - Building Upgrades -Structural Integrity Walls/Chimney/Foundation Storrington centre-washrooms/septic/parking lot retroffitting Boat Launch Upgrades - Various Gilmour Point-Washrooms

PROJECT

2020 CAPITAL BUDGET Project Number Wilmer Ball Park - Pump/Storage Building Wall Repair Davidson Beach - Floating Dock (swimming lessons back up location) Glendower Hall - Painting, misc repairs Sydenham Point - Bunker roof replacement Sydenham Point - Multi-purpose pad work incl painitng, basketball/tennis posts/netting Wilmer Ball Park - foundation repairs pumphouse building Centennial Park & Gerald Ball Park - securing movable soccer nets Harris Park - painting, trim work & decommissioning outbuilding Centennial - Dog Park - walkway Storrington Centre - Design work for hall expansion Gerald Ball Park - Playground structure near soccer field Boat Launch Fencing New Projects Centennial Park - Multi-purpose Lanes

TOTAL

2020 REVISED

YEAR(S)

PROJECT

BUDGET (with carryovers)

Actuals to Nov 20th

Variance

Year end status

Comments

18-43

6,000

6,253

253 Completed

19-43

10,000

-10,000 Cancelled

19-44 19-46

10,000 20,000

12,776 11,449

2,776 Completed -8,551 Completed

19-47

25,000

21,322

-3,678 Completed

19-49

6,000

-6,000 Carryover

Additional amount requested under 2021 Capital Budget

19-50

5,000

-5,000 Cancelled

No legislation changes

19-51

12,236

1,221

-11,015 Completed

19-52 19-54

4,349 50,000

0 0

-4,349 Completed -50,000 Carryover

19-56

35,000

17,434

-17,566 Carryover

19-58

5,000

-5,000 Carryover

Fencing around structure pending

20-35

2020

142,464

3,114

-139,350 Carryover

20-36

2020

40,000

45,957

54,849

8,892 Completed

Donation of $6,000 received

19-55

2019-2020

40,000

51,530

54,849

3,319 Completed

Donation of $6,000 received

20-38

2020

10,000

12,720

2,720 Completed

20-39

2020

25,000

-25,000 Carryover

20-40 20-41 20-42

2020 2020 2020

6,000 50,000 6,000

4,291 0 0

-1,709 Carryover -50,000 Carryover -6,000 Completed

20-43

2020

40,000

15,259

-24,741 Carryover

20-44

2020

5,000

-5,000 Carryover

Design in progress

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Centennial Park - Resurface & Paint - Pickle Ball & Tennis Courts Gerald Ball Park - Resurface & Paint - Pickle Ball & Tennis Courts (includes 18-45) Point Park - Paint - Pickle Ball Point Park - Pedestrian Access to Tennis Court & Pickle Ball Point Park - Additional Dock for paddle sports Davidson Beach - Access Road to swim area Inverary Ball Park - Field Lighting Requirements Playground Rubberized Surfaces & Equipment various sites Bowes/Centennial/Point Ball Diamonds- Design of accessible washrooms

PROJECT

2020 CAPITAL BUDGET Project Number

PROJECT

TOTAL

2020 REVISED

YEAR(S)

PROJECT

BUDGET (with carryovers)

Actuals to Nov 20th

Variance

Year end status

Bowes/Centennial/Inverary/Point Ball DiamondsLighting key switches & timers - Safety concern

20-45

2020

10,000

-10,000 Carryover

Boat Launch Upgrades - Shipyards

20-46

2019-20

30,000

25,000

16,728

-8,272 Carryover

20-47

2020

58,545 463,009

58,545 1,057,580

0 514,141

-58,545 Carryover -543,439

19-59

2019

50,000

9,669

-40,331 Completed

19-60 20-48

2019-2021 2020

176,000 15,000 241,000

145,232 15,000 210,232

0 0 9,669

-145,232 Carryover -15,000 Cancelled -200,563

13,762,225

13,693,056

9,042,644

Recreation Master Plan Total - Recreation PLANNING Carryovers Growth Management Study New Projects Official Plan Community Benefit Charge Strategy Total - Planning

TOTALS Item on hold - requiring follow up report to Council for release

Comments Additional amount requested under 2021 Capital Budget

-4,935,963

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Linear Asset Construction Schedule Project

Total

2020

Year(s) 2019 2017 2017/18 2017 2018 2018 2018 2018 2019 2019 2019 2019 2019

Project

Budget

50,000 620,000 425,000

Actuals to Nov 20th 0 5,831 0 74,481 0 20,244 0 3,130 56,314 80,081 286,919 250,798 0 679 31,835 0 24,794 29,398 0 7,614 45,843 7,601 620,000 563,773 255,639

550,000 50,000 550,000 110,000

100,000 50,000 550,000 110,000

100,259 49,636 0 14,392

259 Completed -364 Completed -550,000 Carryover -95,608 Carryover

18-R14 Carrying Place Road 18-R15/20-R03 Deyos Road 19-R05 Fish Creek Road Bridge

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

2019-2029 2020 2020 2020 2018 - 2020 2020 - 2021 2019-2020

867,300 400,000 820,000

232,411 193,710 816,957

165,854 86,443 37,232

-66,557 -107,267 Carryover -779,725 Carryover

20-R04 20-R05

Design in 2020, Relocate Poles, Complete 2021 Replace 2020

2020 - 2021 2020

846,200 345,000

440,000 345,000

64,111 5,210

-375,889 -339,790 Completed

2020

660,000

1,096,515

50,000 660,000 86,000 2,115,600 705,800 1,129,000 1,100,000 10,444,900

50,000 660,000 86,000 1,957,255 75,808 1,129,000 100,000 8,877,485

438 628,201 87,608 1,817,116 8,889 1,012,601 100,000 6,318,135

19-23 17-R06 17-R08 17-R10 18-R03 18-R04 18-R05 18-R13 19-R02 19-R08 19-R13 19-R14

19-16/20-21 19-63 20-R01 20-R02

Carryover Projects Upgrading intersections Green Bay Bridge Bridge replacement study Bedford Road Desert Lake Causeway Petworth Culvert Sydenham Dam Bridge Masonville Road Devils Saddle Culvert Scanlan Road Perth Road Intersection Perth Road Preservation Contingency New Projects Guide Rail - Upgrades Village Revitalization Buck Bay Road Bridge Bunker Hill Road Bridge

Hinchinbrooke Road Hinchinbrooke Road Culvert

Design work - @ Northway Hardware

2019 carryover and 2020

Northshore Road

Hard Surface Preservation Microsurfacing Single Surface treatments/seal coats

2020 2020 2020 2019 - 2020 2020 - 2021 2020 2019-2022

501,018 301,384 50,000 425,000

Road 38 Snyder, Steeles, Buck Bay, Bob’s Lake, Gould, Bedford, Railton, Copper Kettle, Old Boy, Lake Side Road

Carryover

Completed - 70k of overage paid by

436,515 Developer contribution Carryover

-49,562 -31,799 Completed 1,608 Completed -140,139 Completed -66,919 Carryover -116,399 Completed 0 -2,559,350

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Reconstruction from North Shore Crescent to Leland Rd Design for culvert replacement, Widen, Boat Launch 20-R07 Perth Road at Buck Lake - Design Kerr Road to Road 38, Reconstruction 20-R08 Petworth Road Mill asphalt, Profile surface, Pave with Fibres 20-R09 Road 38 at Portland WDS Start 2019, Complete July 2020 19-R03 Sunbury Village 17-R02/20-R10 Stars Corner/Yarker Road and Wilton Road Design Various Roads 20-R11 Hard Surface Preservation* Arterial Reserve Total 20-R06

275,133

Variance 5,831 Completed 74,481 Completed 20,244 Completed 3,130 Completed 23,767 Completed -36,121 Completed 679 Completed -31,835 Cancelled 4,604 Completed 7,614 Completed -38,242 Carryover -56,227 Carryover -255,639

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REPORT TO COUNCIL DEVELOPMENT SERVICES

Zoning By-law Amendment Agenda Date: Report Date:

June 15, 2021 June 10, 2021

Application No: Owners: Location of Property: Purpose of Application:

Z-21-03 Kevin Kapler and Rebecca Luce-Kapler 4826 North Shore Road, Loughborough District Rezone from Limited Service Residential - Waterfront (RLSW) to Limited Service Residential - Waterfront – Special Provision (RLSW-59) and to Residential Waterfront (RW) Date of Public Meeting: June 1, 2021 (Virtual Public Meeting)

Recommendation THAT By-law 2021-33 to amend the zoning for two separate portions from Limited Service Residential – Waterfront (RLSW) to Limited Service Residential – Waterfront – Special Provision (RLSW-59) and from Limited Service Residential to Residential Waterfront (RW) of 4826 North Shore Road, Part Lot 21, Concession 6, being Part 1 on Plan 13R16168, District of Loughborough, Township of South Frontenac be passed.

Proposal An application has been submitted to amend Zoning By-law No. 2003-75 to rezone the subject lands from Limited Service Residential - Waterfront (RLSW) to Limited Service Residential - Waterfront - Special Provision (RLSW-59) and Residential Waterfront (RW). By-law 2021-33 is listed on the Council agenda under By-laws.

Background The subject property (municipally known as 4826 North Shore Road) is subject to consent application S-03-21-L for a lot addition to a property municipally known as 1036 Brittara Lane. Provisional approval of this application was granted subject to conditions on April 9, 2021. Condition 9 requires the severed parcel to be rezoned so that the lands will have the same zone as the parcel receiving the subject lands. In the case of a lot addition severance, it is good planning practice to ensure the enlarged parcel has one consistent zoning that applies to the whole property The RLSW-59 zone applies to the lot that is being enlarged. The lands that are being added through the lot addition severance are also proposed to be zoned RLSW-59 to have one consistent zone on the enlarged parcel once the severance is finalized. Through the review of the consent application, staff determined that the retained parcel should also be rezoned. The retained parcel is zoned RLSW. However, it should be zoned Waterfront Residential (RW) since the property has frontage on, and is accessed from, a public road. This rezoning proposes to change the zoning on both the severed and retained parcels relating to consent application S-03-21-L.

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REPORT TO COUNCIL DEVELOPMENT SERVICES

Public Meeting A virtual public meeting was held under the Planning Act on June 1, 2021. No comments were received from Council or members of the public.

Summary A comprehensive report reviewing this zoning by-law amendment against the policies of the Provincial Policy Statement 2020, the County of Frontenac Official Plan and the South Frontenac Official Plan was provided to Council in advance of the June 1, 2021, public meeting. As this rezoning is consistent and conforms to the Provincial Policy Statement 2020, the County of Frontenac Official Plan, and the South Frontenac Official Plan, and represents good planning for the subject property, it is recommended Council approve this application by passing By-law 2021-33.

Prepared by: Anna Geladi, Planner Reviewed by: Christine Woods, MCIP, RPP, Senior Planner Submitted/approved: Claire Dodds, MCIP, RPP, Director of Development Services Approved by: Neil Carbone, CAO Date of Site Visit: March 10, 2021

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REPORT TO COUNCIL DEVELOPMENT SERVICES DEPARTMENT AGENDA DATE:

June 15, 2021

REPORT DATE:

June 10, 2021

SUBJECT:

Heritage Designation: 3981 Harrowsmith Road - The Stewart House

RECOMMENDATION

That Council receive the Statement of Cultural Heritage Value and Designation of Heritage Attributes for 3981 Harrowsmith Road - The Stewart House, and that this Statement be used as the basis for staff to prepare the Notice of Designation and Designation by-law for the property; and
That Council approve a by-law designating 3981 Harrowsmith Road under Part IV of the Ontario Heritage Act and THAT By-law 2021-34 to designate a property located at 3981 Harrowsmith Road also known as The Stewart House, Township of South Frontenac be passed.
That Council direct staff to serve a Notice of Designation for the property located at 3981 Harrowsmith Road being called The Stewart House, as a property of cultural heritage value or interest pursuant to Part IV of the Ontario Heritage Act, R.S.O. 1990, c. O.18,; and carry out the requirements as prescribed under Section 29(6) of the Ontario Heritage Act. BACKGROUND An application to designate a property located at 3981 Harrowsmith Road under Part IV of the Heritage Act was submitted by the property owner and received by Township Staff on March 21, 2021. The application was brought to Heritage Committee for review on April 1, 2021. At the April 1, 2021 Heritage Committee Meeting, Heritage Committee members passed a motion in which the Heritage Committee recommends Council initiate the process to designate the property located at 3981 Harrowsmith Rd, under section 29 of the Ontario Heritage Act, R.S.O 1990. At the April 20, 2021 Council meeting, staff were directed to serve a notice of intention to designate the property located at 3981 Harrowsmith Road. The Notice of Intention to Designate was served by the Clerk to the property owner(s) and the Ontario Heritage Trust and was published in a newspaper, having general circulation in the municipality, pursuant to Section 29 of the Ontario Heritage Act. The notice remained on the website for the duration of 30 days. Staff are bringing back the Designation By-law as the objection period for the notice of intention to designate has passed and no objections were received. The Owner of 3981 Harrowsmith Road requested the designation, and has no objection to the designation by-law and designation under Part IV of the Ontario Heritage Act. DISCUSSION Section 29 of the Ontario Heritage Act gives permission to the Council of a Municipality to enact by-laws to designate individual properties, including buildings and structures, to be of cultural heritage value or interest.

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REPORT TO COUNCIL DEVELOPMENT SERVICES DEPARTMENT The purpose of this report is to recommend to Council that the property located at 3981 Harrowsmith Road (The Stewart House) be recognized as a property of cultural heritage value and be designated under Part IV of the Ontario Heritage Act, R.S.O. 1990, c. O.18. A comprehensive report reviewing this property and its merits for designation against Ontario Regulation 9/06 for designation was provided to Council on April 20, 2021 and in advance of the June 15, 2021 Council meeting. Attachment 1 – Heritage Designation Statement of Cultural Heritage Value provides information outlining the reasons for designating the Stewart House as a property of cultural heritage value. Photographs of the subject property are included in the Statement of Cultural Heritage Value. As this designation meets the criteria under O. Reg 9/06 and no objections have been received, it is recommended Council approve this application by passing Bylaw 2021-34 and direct staff to serve a Notice of Designation under Section 29 of the Ontario Heritage Act for 3981 Harrowsmith Road, known as the Stewart House. (Attachment 2 - Notice of Designation). By-law 2021-34 is listed on the Council agenda under By-laws. Conclusion Both the South Frontenac Heritage Committee and Township staff are satisfied that the Stewart House, municipally known as 3981 Harrowsmith Road, meets the provincial criteria for assessing cultural heritage resources as set out in Ontario Regulation 9/06 and request Council to provide direction to staff to proceed with passing By-law 2021-34 and serving Notice of Designate the property under the Ontario Heritage Act. FINANCIAL/STAFFING IMPLICATIONS: Not Applicable ATTACHMENTS: Attachment 1: Heritage Designation Statement of Cultural Heritage Value Attachment 2: Notice to Designate a Property under Ontario Heritage Act

Prepared by: Anna Geladi, Planner Submitted/approved by: Claire Dodds, MCIP, RPP, Director of Development Services Approved by: Neil Carbone, CAO

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TOWNSHIP OF SOUTH FRONTENAC 4432 George St, Box 100 Sydenham ON, K0H 2T0 613-376-3027 Ext 2222 or 1-800-559-5862 amaddocks@southfrontenac.net

Notice of Intention to Pass a By-Law to Designate Stewart House at 3981 Harrowsmith Road To be of Cultural Heritage Value and Interest Pursuant to the Provisions of the Ontario Heritage Act (R.S.O 1990, Chapter 0.18)

Take Notice that the Council of the Township of South Frontenac intends to pass a bylaw under Section 29, Part IV of the Ontario Heritage Act, R.S.O. 1990, Chapter 0.18, to designate the following property to be of cultural heritage value and interest: Description of Property: 3981 Harrowsmith Road (Part Lots 1 to 4, Block A, Plan 57, District of Portland, Township of South Frontenac, County of Frontenac), known as The Stewart House. Short Statement of Cultural Heritage Value or Interest The property being called the Stewart House, includes a good example of a mid-19th century Georgian influenced stone dwelling, including its symmetrical front façade with gable roof, rough-hewn, regularly coursed, squared limestone and three bay windows. The corners of the house have raised ashlar quoins. On the east side of the stone house, a limestone one and a half story carriage house abuts at a right angle to the main house at the back corner featuring a later addition of machine lath versus the hand riven lath of the main house. The two-storey dwelling, built c.1846, has direct association with former owners Samuel and Isabella Stewart, prominent figures in the former Township of Portland. Samuel Stuart was Reeve of Portland Township in the later half of 1850’s and also a Postmaster. Together Samuel and his daughter Isabella operated the general store. The Stewart House contributes to the heritage character of Harrowsmith Road as it is one of the many stone houses remaining in former Portland village. Description of Heritage Attributes Cultural Heritage Attributes associated with the property include:     

Stonework for the main house and carriage house Windows Exterior Doors Fascia & Soffit Attic Trusses and Framework

Additional Information, including a full description of the reasons for designation is available upon request from Anna Geladi, Planner, Development Services at 613-3763027, extension 2350 or at heritage@southfrontenac.net during regular business hours. Any notice of objection to the Intention to Designate the property at 3981 Harrowsmith Road must be submitted in writing, include the reason(s) for objection(s), all relevant facts, to Angela Maddocks, Clerk by end of business on Monday June 7, 2021. Should no objection be received, the designation bylaw will be presented to Council on June 15, 2021, and a decision on the passing of the designation bylaw will be made.

Dated at the Township of South Frontenac

Angela Maddocks

This 6th day of May, 2021

Township Clerk

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Heritage Designation Statement of Cultural Heritage Value or Interest 3981 Harrowsmith Road “The Stewart House” The subject property has been researched and evaluated in order to determine its cultural heritage significance under Ontario Regulation 9/06 of the Ontario Heritage Act R.S.O. 1990. A property is eligible for designation if it has physical, historical, associative or contextual value and meets at least one of the nine criteria set out under Regulation 9/06 of the Act. Staff have determined that 3981 Harrowsmith Road, also known as the Stewart House, has cultural heritage value or interest and merits designation under the Ontario Heritage Act. Design or Physical Value 3981 Harrowsmith Road is a representative example of a two and a half story stone dwelling with an attached one and a half story stone carriage house. This imposing limestone house sits prominently on the streetscape of Harrowsmith near the main intersection of the Village Constructed circa 1846, it is representative of a housing type that was popular in area in the mid nineteenth century. This mid-19th century Georgian influenced stone dwelling, includes a symmetrical front façade with gable roof, roughhewn, regularly coursed, squared limestone and three bay windows. The stonework is coursed rough ashlar on all four sides of both the main stone dwelling and the stone carriage house. The facades of both buildings is one colour of stone, while the remaining three sides have alternating courses of darker and lighter stone, a style that is unique to Harrowmith and Portland Township. There are a number of similar executions in this style in the vicinity, however the Stewart House is the largest and best proportioned.

Figure of Photo 1: 3981 PhotoHarrowsmith of 3981 Harrowsmith Road 1 Road

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Description of the Exterior Elements of the Stone House The two storey house has a gable roof with a stone chimney at each gable end. A gable is a triangular section of wall at the end of a pitched roof. A soffit and facia terminates the roofline.

Front Facade of Stone House

Figure 2: Front Facade of two storey House

The main facade of the building consists of rough-hewn, regularly coursed square limestone walls. It has three bays, with the main entrance in the central bay. The main entrance is attached to a crosspiece separating the door from the window above. The windows over the cross piece, also known as the transom light, have four vertically divided panes. The solid main door has two conforming vertical raised panels. An existing 19th century photograph (circa 1880s) of the house indicates that the original windows were casements. The window openings are large, with a one over one glazing pattern, double sash. The windows are separated by a vertical moulding. The window openings, and the front door recess, are topped by voussoirs of a distinctly different colour of limestone than that of the main body of the house. Voussiours the wedge-shaped stones used in constructing an arch. The side elevations have two bays with similar window placement and description to those on the front facade. The attic storey is signified by quarter round windows on either side of the interior chimney flue.

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Central Bay of Stone House

Ashlar Quoins of Stone House

Windows and Attic Storey of Stone House

All corners of the house have smooth pronounced raised ashlar “quoins”. Quoins are masonry blocks typically located at the corner of a wall. The side elevations have a distinctly different masonry units, or coursing, than that of the front elevation. The side elevations depict the ashlar courses are wide then narrow. The wide courses (masonry units) are a lighter coloured limestone, and the narrow courses are of darker coloured limestone. The treatment of the courses results in a horizon striped “pattern”. There are other buildings in the surrounding area with this similar distinctive “striped pattern” of ashlar coursing. It was likely a trademark of a particular stone Mason/Builder. One can speculate that stone was brought from two different quarries.

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Description of the Exterior Elements of the Carriage House On the east side of the house, a limestone one-and-one half storey “carriage house” abuts at a right angle to the main house at the back corner. The manner by which this structure connects to the house indicates that it was a later addition. A wide, plain soffit and fascia terminates the roofline with a stone chimney at the west gable end.

Carriage House

Carriage House Front Facade

The north elevation (façade) of the carriage house is constructed of a similar style to the main house with rough-hewn, regularly coursed, squared limestone. The remaining side elevations are identical to the side elevations of the main house with alternating courses of light and dark, narrow and wide, limestone. The principal fenestration of the building are the large central doors for carriages on both the north and south elevations. Smaller doors, at the west end of the façade as well as the west side, are recessed in a similar manner to the doors of the main house. The windows of this building are sash, the large window on west side is a remaining original window to this building. The window openings and door recess are similar to the main house and topped by voussoirs of a distinctly different colour of limestone.

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Description of the Interior Elements of the House The interiors contains elements of period joinery that are unique to the Harrowsmith area such as doors with two panels (rather than the more common four or six panels). The window returns of the main house have panels that match the moulding profile of the doors. The millwork in the main house is of three distinct styles, increasing in size and detail to correspond with the use of the room. The main house contains a central staircase with railings of turned butternut and walnut balusters.

Millwork. Window Return (above) and Door (below)

Millwork (above) and Staircase (below)

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Attic Details

The attic of the main house has two trusses with large hand-hewn beams that divide the attic space into thirds at waist height. These trusses bear the weight of the rafters. The carriage house is constructed in a similar manner. The rafters of both buildings are small trees, some still bearing their bark, squared on one side. Similarly, the cross beams in the cellar of the main house are large trees, squared on one side. Historical / Associative Value 3981 Harrowsmith Road, the Stewart House, has good historical and associative value as an upper-middle class house in Harrowsmith from the mid nineteenth century. Built in 1846, it was constructed as part of the building boom from this period. The Stewarts lived in the stone building and were a prominent family in the Portland Area. Samuel was a village merchant and had significant land holdings. He severed a number of terms as Mayor of Portland in the latter half of the 1850’s. He also operated a general store (the stone building on the corner of Harrowsmith Road), was the postmaster for the village and owned a number of farms. When Samuel died, his daughter Isabella Stewart continued to operate the store until 1922. The Stewart House and the general store were then sold to the Gallagher family. Contextual Value This imposing limestone house sits prominently on the streetscape of Harrowsmith near the main intersection of the Village. It is the largest residence constructed of limestone in the area. The carriage house is larger than the main house although it is clearly a secondary building to the main house because of its position and elevation. This building contained the servant quarters and kitchen. Food was brought to the main house through a cellar tunnel or through the outside. It contrasts to similar buildings in the City of Kingston.

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Cultural Heritage Attributes

Stonework for the main house and carriage house Windows Exterior Doors Fascia & Soffit Attic Trusses and Framework

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

June 15, 2021

SUBJECT:

Communal Services – Approval to Conduct Business Case

RECOMMENDATION: That Council endorse the recommendations of the Communal Service Governance/Operations Committee to create a Municipal Service Corporation (MSC) to manage communal service development across the Frontenac’s, with initial municipal ownership based on a weighted assessment model; and, That Council agree to participate in the next step in the Communal Services initiative being the development of a business case based on the recommendations of the WSP report. BACKGROUND: At its regular meeting on May 4, 2021, Council received a delegation from WSP on behalf of the Communal Service Governance/Operations Committee regarding progress to date on the Communal Services initiative and the recommendation of a Municipal Services Corporation (MSC) as the desirable governance model to deliver Communal Services. An MSC would provide the following benefits: •

Facilitates the separation of politics from service provision & allows for an operational board with a technical focus

•

Business Oriented: Business/financial viability-oriented (business case required) & allows flexible risk management

•

Allows for allocation of dividends which could be used to provide other community benefits

•

Separate Finances: o Can finance outside municipal budgets and constraints (i.e., may borrow and secure independently, limited liability) o Limits cross-subsidization and frees municipal borrowing capacity

•

Allows consistent implementation and approach across Townships

•

Ownership: Services and the corporation(s) remain 100% publicly owned by participating municipalities

•

Transitional: Opportunity for smooth launch since no existing system in place

•

Corporate Control & Flexibility: Shareholder Declarations can be used to limit MSC’s authority and outline responsibilities & operating philosophy

•

Management/admin flexibility: could be in-house, third-party, or municipallycontracted

ANALYSIS/DISCUSSION: As outlined in the WSP presentation, the next step in the process is for a business case to be conducted to validate the assumptions and estimates made by the Natural, Vibrant and Growing – a Progressive Rural Leader

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REPORT TO COUNCIL Office of the Chief Administrative Officer committee. The business case would be based on the number of municipalities involved in the model and so each of the lower tiers must decide whether or not to participate in the process moving forward. Participation in the business case would not bind the Township to ownership in an MSC but it is a required next step to move the process forward.

We Are Here Next Step

DISCUSSION/ANALYSIS: Following the May 4 presentation by Alec Knowles of WSP, a number of questions were posed by Councillors. Staff have attempted to answer those here; however, a more fulsome response would be provided as part of the business case should Council proceed. MSC vs. Township Authority The Township would retain control of the MSC as a Shareholder. Typically, shareholders retain responsibility for approval of auditors, passing of the corporate by-laws and the appointment/removal of directors to the Board(s) of the MSC. That said, nothing about the establishment of an MSC for communal services alters the Townships’ land-use planning authority which is entirely separate from system ownership/operation. In instances where communal services are proposed, the MSC would likely serve as a resource or commenting agency on development proposals. Dividend Options Many publicly owned utilities generate dividends for shareholders which are used to provide other public services/community benefits. While the MSC model allows for the issuance of dividends, whether or not the MSC would establish a financial model that produced dividends or how those dividends would be distributed has not been determined. This would be part of the business case process.

Natural, Vibrant and Growing – a Progressive Rural Leader

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REPORT TO COUNCIL Office of the Chief Administrative Officer Development Charges The cost of communal services, as with other development-related infrastructure, would be the responsibility of the developer. As such, it is unlikely that development charges would be levied for communal services since water/waste water has been deemed a full user-pay service. Developers would simply incorporate the cost of those works into their pricing. In the case where a communal system is installed for the benefit of existing dwellings, be it Township initiated (like Sydenham water) or as an upsized installation during private development, the Township would incur the cost directly and offset that cost through a local improvement charge (LIC) to the benefitting properties so that the general tax payer does not bare any of the cost. The benefit of communal services for developers is that the typical 100% security cost on a communal system – which effectively doubles the cost of the system, making it cost prohibitive – would no longer be required. The financial risk of system failure would instead be managed through a pooled approach via the MSC. Sydenham Water The Township’s Sydenham Water system could be assumed by the MSC in accordance with the asset transfer Policy which would be developed (Step 6 in the implementation next steps). This policy would outline how the value of assets are calculated, the cash value provided and/or the change in shares that may result. Regardless of individual system ownership, Townships will likely bear responsibility for assumption of systems in the event of MSC dissolution. A Municipal Responsibility Agreement (MRA) which applies across the Townships is the likely mechanism to outline the terms of that responsibility and transfer. It’s important to note that ownership of systems may be separate from operations of those systems. As noted earlier, the MSC can contract operations to a third party or maintain current contracted service relationships (e.g. Utilities Kingston with Sydenham Water) or could consider in-house operations once suitable economies of scale exist. Limited Liability As an independent corporate entity, it is expected that the debts and other obligations of the MSC would not accrue to the stakeholder Townships in the case of MSC insolvency. That said, in such instances the communal systems themselves would likely become the property and responsibility of the Townships. That transfer would be mandated by the Province and the terms of which likely dictated by an MRA. During the May 4 presentation, the consultant stated that insolvency would result in the MSC’s debts being transferred to the Municipal shareholders. Staff does not believe this is the case and the County has engaged corporate law experts with the law firm of Templemen Menninga to verify the limited liability relationship. Borrowing Costs A MSC receives preferential borrowing rates through Infrastructure Ontario, at a rate that is 0.3% higher than equivalent rates for municipalities.

Natural, Vibrant and Growing – a Progressive Rural Leader

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REPORT TO COUNCIL Office of the Chief Administrative Officer Private lenders such as banks also provide preferential rates to MSCs, but at the same rate as would be charged to Municipalities. Recommendation: Staff is recommending that Council support the recommendations of the Communal Service Governance/Operations Committee and participate in the development of a more detailed business case based on the MSC model with initial ownership shares based on weighted assessment. STRATEGIC PLAN ALIGNMENT: The recommendations of this report support Council’s Strategic Priorities #1: Position South Frontenac as a Regional Leader, and #2: Promote and Support Growth that meets the community’s needs while maintaining the integrity of our natural environment. *The communal services initiatives was also a high priority action item within the strategic plan on account of its ability to facilitate anticipated growth, higher densities and a variety of housing types and affordability within the Township. Additional work to determine the viability of the MSC through the completion of a business case would also inform growth management and servicing policies in the new Official Plan while it is being drafted. Task Name A

10a

Priority

Develop Communal Servicing standards and financial model

High

FINANCIAL/STAFFING IMPLICATIONS: None for the purposes of this report. Consulting and legal costs for the Communal Services initiative and the recommended business case are being funded directly by Frontenac County. Some senior staff time has and will continue to be involved in guiding and providing input to this process.

ATTACHMENTS: •

Communal Services Presentation from WSP – May 4, 2021

Submitted/Approved by: Claire Dodds, RPP, MCIP Director of Development Services Louise Fragnito Director of Corporate Services & Treasurer Neil Carbone Chief Administrative Officer

Natural, Vibrant and Growing – a Progressive Rural Leader

Com m u n al Services Govern an ce M od el St u d y Su m m a ry of Fin d in gs

4 M ay 20 21 Page 285 of 344

Com m un al Se rvic e s Go ve rn a n c e Mo d e l

Agen d a — St ud y Con t ext & Ob ject ive — St ud y Process Sum m ary

— Govern an ce M od el Recom m en d at ion — M SC St ruct ure Descrip t ion

— Im p lem en t at ion Next St ep s

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— M SC Cost s, Tim elin es, & Tow n sh ip Con t rib ut ion s

Com m un al Se rvic e s Go ve rn a n c e Mo d e l

St u d y Con t ext – Back grou n d

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Com m un al Se rvic e s Go ve rn a n c e Mo d e l

St u d y Con t ext – Back grou n d — Issu e/Op p ort u n it y: Ad d re ss issu e s o f m o d e st g ro w t h b y in c re a sin g t h e d e n sit y & sc a le o f d e ve lo p m e n t in t h e re g io n

— Prop osed Focu s: Co m m u n a l w a t e r a n d w a st e w a t e r se rvic e s — Sup p ort s m ore la nd -efficient d evelop m ent t h a n p riva t e servicing — At a low er cost t h a n cent ra lized m unicip a l services

— Oversee governa nce st ud y a nd d ow nst rea m d ecision-m a king — Includ es rep resent a t ion from a ll const it uent m unicip a lit ies

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— Com m it t ee Oversigh t : Co u n t y e st a b lish e d Co m m u n a l Se rvic e s Go ve rn a n c e Co m m it t e e

Com m un al Se rvic e s Go ve rn a n c e Mo d e l

St u d y Con t ext – St u d y Ob ject ives

— W SP St u d y Ob ject ive: Id e n t ify a p re fe rre d m o d e l fo r g o ve rn a n c e a n d m a n a g e m e n t o f c o m m u n a l w a t e r a n d w a st e w a t e r se rvic e s in Fro n t e n a c Co u n t y 5

— W SP Key St u d y Com p on en t s: — Governa nce a nd M a na gem ent — Fina ncia l Fea sib ilit y — Ph a sing & Risk

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Com m un al Se rvic e s Go ve rn a n c e Mo d e l

St u d y Con t ext – St u d y Ob ject ives

— Th e recom m en d ed m od el sh ou l d : — Fa cilit a t e a collect ive w a t er/w a st ew a t er service p rogra m — Account for t h e fisca l req uirem ent s of Tow nsh ip s & Count y 6

— Be flexib le in m a na ging risk — Ga in a ccep t a nce a nd sup p ort — Provid e a consist ent a p p roa ch a cross m unicip a l jurisd ict ions — Incent ivize p riva t e-sect or d evelop m ent s und er a coord ina t ed ,

region-w id e p la n/a p p roa ch Page 290 of 344

Co m m u n a l Se rvic e s Go ve rn a n c e Mo d e l

St u d y Process Su m m ary Governa nce st ruct ure b est -p ra ct ice a nd Ont a rio p eer st ruct ure review Develop m ent of init ia l set of governa nce a nd m a na gem ent op t ions for a ssessm ent a nd sh ort -list ing

Assessm ent of b enefit s, risks, a nd a p p lica b ilit y of sh ort -list ed op t ions:

M unicip a l Services Corp ora t ion
Joint M unicip a l Service Boa rd
Count y-Level Governa nce Recom m en d a t ion of M SC a s t h e p ref erred m od el Page 291 of 344

Id en t if ica t ion of M SC im p lem en t a t ion , con t rib u t ion , a n d vot e a lloca t ion req u irem en t s a n d op t ion s

Co m m u n a l Se rvic e s Go ve rn a n c e Mo d e l

St u d y Process Su m m ary (Con t ’d )

En d orsem en t of Com m it t ee Recom m en d at ion s:

Du rin g a jo in t m e e t in g o n Ap ril 1st , To w n sh ip CAOs /Tre a su re rs e n d o rse d t h e re c o m m e n d a t io n s o f t h e Co m m u n a l Se rvic e Go ve rn a n c e /Op e ra t io n s Co m m it t e e t o c re a t e a Mu n ic ip a l Se rvic e Co rp o ra t io n (MSC) t o m a n a g e c o m m u n a l se rvic e d e ve lo p m e n t a c ro ss Fro n t e n a c , a n d t h a t e a c h To w n sh ip in ve st in t h e MSC u sin g a w e ig h t e d a sse ssm e n t m o d e l. Page 292 of 344

Com m un al Se rvic e s Go ve rn a n c e Mo d e l

Govern an ce M od el Recom m en d at ion

— Th e M u n icip al Services Corp orat ion m od el p re se n t s b e n e fit s t h a t a re b e t t e r a lig n e d w it h g ro w t h a n d lo n g t e rm o b je c t ive s t h a n o t h e r a sse sse d m o d e ls 9

— In it ia l m o d e ls e xc lu d e d : — Priva t e Ut ilit y m od el: Incom p a t ib le w it h essent ia l services — M u n icip a l Bu yer-Seller m od el: p ot ent ia l for int er-m unicip a l

p olit ica l d iscont ent em erging & a t yp ica l a rra ngem ent for d ecent ra lized infra consensus & b eing a n a t yp ica l m od el

Page 293 of 344

— In d ep en d en t M u n icip a l Services m od el: lim it s b uild ing regiona l

Com m un al Se rvic e s Go ve rn a n c e Mo d e l

Govern an ce M od el Recom m en d at ion (con t ’d )

— Join t M u n icip al Services Board m o d e l e xc lu d e d : — Fina ncia l d ecisions reflect ed on m unicip a l “b ooks” — Pot ent ia l t o b e h ind ered b y p olit ica l d isa greem ent 10

— Guid ed b y m unicip a l a greem ent (ca n t a ke t im e t o rea ch fulsom e

a greem ent )

— Cou n t y-Level Govern an ce m o d e l: — Fina ncia l d ecisions reflect ed on m unicip a l “b ooks”

— Tra nsferring p ow er eit h er w a y is b urd ened w it h rules a nd

p rocesses

Page 294 of 344

— Req uires t h e t ra nsfer of p ow er from Low er-Tier t o Up p er-Tier

Com m un al Se rvic e s Go ve rn a n c e Mo d e l

M SC St ru ct u re Descrip t ion - St ru ct u re Ben ef it s — Lim it s Pol it ical In f l u en ce: Fa c ilit a t e s t h e se p a ra t io n o f p o lit ic s fro m se rvic e p ro visio n & fa c ilit a t e s t e c h n ic a l b o a rd — Bu sin ess Orien t ed : Bu sin e ss/fin a n c ia l via b ilit y-o rie n t e d (b u sin e ss c a se re q u ire d ) & a llo w s fle xib le risk m a n a g e m e n t — A l l ow s Prof it : On ly m o d e l fro m t h e a sse sse d t h a t a llo w s p ro fit a n d p ro fit sh a rin g if d e sire d — Sep arat e Fin an ces: — Ca n fina nce out sid e m unicip a l b ud get s a nd const ra int s (i.e., m a y

b orrow a nd secure ind ep end ent ly) — Lim it s cross-sub sid iza t ion a nd frees m unicip a l b orrow ca p a cit y

Page 295 of 344

— Con sist en t A p p roach : Allo w s c o n sist e n t im p le m e n t a t io n a n d a p p ro a c h a c ro ss t o w n sh ip s & o p e ra t e s a s a se p a ra t e e n t it y

Com m un al Se rvic e s Go ve rn a n c e Mo d e l

M SC St ru ct u re Descrip t ion - Im p lem en t at ion Ben ef it s — Ow n ersh ip : Se rvic e s a n d t h e c o rp o ra t io n s re m a in 10 0 % p u b lic ly o w n e d b y p a rt ic ip a t in g m u n ic ip a lit ie s — Tran sit ion al Im p act : Op p o rt u n it y fo r sm o o t h la u n c h sin c e n o e xist in g syst e m in p la c e — Corp orat ion Con t rol & Fl ex ib il it y: Sh a re h o ld e r De c la ra t io n s c a n b e u se d t o lim it MSC’s a u t h o rit y a n d o u t lin e re sp o n sib ilit ie s & o p e ra t in g p h ilo so p h y — M an agem en t : Ma n a g e m e n t c o u ld b e in -h o u se , t h ird p a rt y, o r m u n ic ip a lly c o n t ra c t e d Page 296 of 344

Com m un al Se rvic e s Go ve rn a n c e Mo d e l

M SC St ru ct u re Descrip t ion - Risk s

— Lim it s Cou n t y In vol vem en t : Co u ld lim it t h e Co u n t y’s in vo lve m e n t in d e c isio n -m a kin g d u e t o w a t e r p o w e r ju risd ic t io n s — M u n icip al Bu y-In Im p act s: De g re e o f su c c e ss w ill b e re la t e d t o t h e e xt e n t o f To w n sh ip b u y-in a n d c o n t rib u t io n s — Prof it Gu aran t ees: Eve n if a d o p t in g a re t u rn -b a se d o p e ra t in g p o lic y, Co rp o ra t io n m a y n o t b e a b le t o g u a ra n t e e p ro fit g a in a n d c o u ld re su lt in sh a re d lia b ilit y Page 297 of 344

Co m m u n a l Se rvic e s Go ve rn a n c e Mo d e l

M SC St ru ct u re Descrip t ion – Govern an ce & M an agem en t Layou t Ma yo rs & Co u n c ils

Lo w e r-Tie r Mu n ic ip a lit ie s

Page 298 of 344

Co m m u n a l Se rvic e s Go ve rn a n c e Mo d e l

M SC St ru ct u re Descrip t ion – Govern an ce & M an agem en t Layou t Ma yo rs & Co u n c ils

Lo w e r-Tie r Mu n ic ip a lit ie s

Mu n ic ip a lit ie s In c o rp o ra t e MSC(s)

Ho ld in g Co . MSC Page 299 of 344

Op e ra t in g MSC

Co m m u n a l Se rvic e s Go ve rn a n c e Mo d e l

M SC St ru ct u re Descrip t ion – Govern an ce & M an agem en t Layou t 2 Ma yo rs & Co u n c ils

Lo w e r-Tie r Mu n ic ip a lit ie s

Mu n ic ip a lit ie s In c o rp o ra t e MSC(s)

Co u n c ils Ap p o in t Bo a rd (Ca n b e sa m e b o a rd fo r b o t h MSC)

Bo a rd o f Dire c t o rs

Ho ld in g Co . MSC Page 300 of 344

Op e ra t in g MSC

Co m m u n a l Se rvic e s Go ve rn a n c e Mo d e l

M SC St ru ct u re Descrip t ion – Govern an ce & M an agem en t Layou t 2 Ma yo rs & Co u n c ils

3 Mu n ic ip a lit ie s & MSC Exe c u t e Ag re e m e n t s

Lo w e r-Tie r Mu n ic ip a lit ie s

Mu n ic ip a lit ie s In c o rp o ra t e MSC(s)

Co u n c ils Ap p o in t Bo a rd (Ca n b e sa m e b o a rd fo r b o t h MSC)

Bo a rd o f Dire c t o rs

Ho ld in g Co . MSC Page 301 of 344

Op e ra t in g MSC

Com m un al Se rvic e s Go ve rn a n c e Mo d e l

M SC Cost s, Tim elin es, & Con t rib u t ion s – Set u p Tim elin e TA SKS

TIM ELINE ESTIM A TE H IGH

AVG.

De ve lo p /Re fin e Bu sin e ss Ca se

2 Mo n t h s

6 Mo n t h s

3-4 Mo n t h s

Ho ld P u b lic Co n su lt a t io n s Ba se d o n Ou t c o m e s

1 Mo n t h s

2 Mo n t h s

1-1.5 Mo n t h s

Co u n c il Ad o p t io n o f Bu sin e ss P la n

1 Mo n t h s

2 Mo n t h s

1-1.5 Mo n t h s

P re p a re Re q u ire d Do c u m e n t a t io n : Art ic le s o f In c o rp o ra t io n , Ag re e m e n t s, e t c .

2 Mo n t h s

5 Mo n t h s

3-3.5 Mo n t h s

Asse t Tra n sfe r & Op e ra t io n a l Se t u p

2 Mo n t h s

5 Mo n t h s

3-3.5 Mo n t h s

Tot al Op erat ion al M SC Tim el in e

8 M on t h s

20 M on t h s

11-14 M on t h s

Page 302 of 344

LOW

Com m un al Se rvic e s Go ve rn a n c e Mo d e l

M SC Cost s, Tim elin es, & Con t rib u t ion s - Cost s

YEA R

COSTS

DESCRIPTION

YEA R

COSTS

DESCRIPTION

$ 18 2,0 0 0

MSC Se t u p Ye a r

$ 248 ,6 0 0

Est a b lish e d Se rvic e

$ 171,6 0 0

In it ia l Se rvic e

$ 248 ,6 0 0

Est a b lish e d Se rvic e

$ 171,6 0 0

In it ia l Se rvic e

$ 248 ,6 0 0

Est a b lish e d Se rvic e

$ 171,6 0 0

In it ia l Se rvic e

$ 248 ,6 0 0

Est a b lish e d Se rvic e

$ 248 ,6 0 0

Est a b lish e d Se rvic e

$ 248 ,6 0 0

Est a b lish e d Se rvic e

Cu m u l at ive 10 -Year Cost : $2,188,40 0 Page 303 of 344

Co m m u n a l Se rvic e s Go ve rn a n c e Mo d e l

M SC Cost s, Tim elin es, & Con t rib u t ion s - Ow n ersh ip — Tw o t yp es of sh ares: — Ow nersh ip Sh a res — Vot ing Sh a res

— In it ia l c o n t rib u t io n (In it ia l se t u p c o st + First 3 ye a rs o f o p e ra t io n ): $697,0 0 0 20

2021

2022

MSC Start-Up Cost

2023

2024

2025

2026

MSC Annual Costs - Initial Contracted

2027

2028

2029

2030

MSC Annual Costs - Established

Page 304 of 344

$300,000 $250,000 $200,000 $150,000 $100,000 $50,000 $-

Co m m u n a l Se rvic e s Go ve rn a n c e Mo d e l

M SC Cost s, Tim elin es, & Con t rib u t ion s - Ow n ersh ip — Assum es all Tow n sh ip s p art icip at e — Hyb rid Op t ion 4 is a m ix of w eigh t ed assessm en t + m in im um b uy-in — Govern an ce Com m it t ee vot ed in favor of Op t ion 1 – W eigh t ed Assessm en t

NF CF Percen t SF Ow n ersh ip Sh are FI A l l ocat ion Co F Su m Tot al

OPTION 2 – EQUA L A LLOCA TION 20 % 20 % 20 % 20 % 20 % 10 0 %

$ 9 7,29 4 $ 119 ,0 6 7 $ 29 9 ,5 8 0 $ 41,49 9 $ 139 ,36 0 $ 696,80 0

$ 139 ,36 0 $ 139 ,36 0 $ 139 ,36 0 $ 139 ,36 0 $ 139 ,36 0 $ 696,80 0

$ 39 ,6 6 0 $ 9 1,378 $ 38 9 ,6 25 $ 36 ,777 $ 139 ,36 0 $ 696,80 0

OPTION 4 – HYBRID A LLOCA TION 17% 19 % 31% 13% 20 % 10 0 % $ 118 ,327 $ 129 ,213 $ 219 ,470 $ 9 0 ,430 $ 139 ,36 0 $ 696,80 0

Page 305 of 344

In it ial Fin an cial Con t rib u t ion Eq u ival en t

NF CF SF FI Co F Su m Tot al

OPTION 1 – W EIGHTED A SSESSM ENT 14% 17% 43% 6% 20 % 10 0 %

OPTION 3 – W EIGHTED POPULA TION A LLOCA TION 6% 13% 56% 5% 20 % 10 0 %

Co m m u n a l Se rvic e s Go ve rn a n c e Mo d e l

M SC Cost s, Tim elin es, & Con t rib u t ion s - Vot in g — Vot in g allocat ion assum ed t o b e a fun ct ion of ow n ersh ip sh ares + n um b er of com m un al un it s + CoF sh are d ist rib ut ion — *M ajorit y vot e req uired t o p ass an y vot e, b ut at least t w o m un icip alit ies m ust vot e in favour, even if on e m un icip alit y ow n s 50 %+ of sh ares — **Coun t y of Fron t en ac n ot a vot in g m em b er un d er an y op t ion b ecause Coun t y d oes n ot h ave jurisd ict ion over d rin kin g w at er, an d Coun t y is m ad e up of low er-t ier rep resen t at ives an d w ould t h us d oub le-coun t vot es

OPTION 2 – EQUA L A LLOCA TION 25 % 25 % 25 % 25 % 0% 10 0 %

OPTION 4 – HYBRID A LLOCA TION 21% 23% 39 % 16 % 0% 10 0 %

Page 306 of 344

Percen t Vot in g Sh are A l l ocat ion

NF CF SF FI Co F** Su m Tot al

OPTION 1 – W EIGHTED A SSESSM ENT* 17% 21% 5 4% 7% 0% 10 0 %

OPTION 3 – W EIGHTED POPULA TION A LLOCA TION* 7% 16 % 70 % 7% 0% 10 0 %

Co m m u n a l Se rvic e s Go ve rn a n c e Mo d e l

Im p lem en t at ion Next St ep s 1

To w n sh ip s Vo t e In /Ou t & Fo rm a lly Co n firm MSC Se le c t io n

Un d e rt a ke a Bu sin e ss Ca se St u d y

Ho ld P u b lic (a n d De ve lo p e r/In d u st ry, if d e sire d ) Co n su lt a t io n s

Co u n c il Ad o p t io n o f Bu sin e ss Ca se

Dra ft , Ap p ro ve , a n d P a ss Ag re e m e n t & Do c u m e n t s

De ve lo p & Ad o p t Asse t Tra n sfe r P o lic y

Ap p o in t MSC Bo a rd s, Offic e rs/Dire c t o rs, a n d Tra n sfe r Asse t s

Page 307 of 344

Co m m u n a l Se rvic e s Go ve rn a n c e Mo d e l

Th an k You 24

Qu est ion s? Page 308 of 344

Page 309 of 344

Lakes & Trails Minutes June 7, 2021 7 pm – Zoom meeting Present: Ross Sutherland, Dave Linton, Amanda Pantrey, Wilma Kenney, Christine Kennedy , Bob Clinton, Mark Schjerning, Steve Tanner, Melissa Elliot, Jonathon and Ellie Russel, Shelly and Colston LeBrun and Dawn Mordon. 1. 2.

Update on Covid Restrictions from Ross. 10 is the number of participants that we can have at the moment and it should be up to 25 by July 2nd. South Frontenac Rides virtually endorsed the Festival again and committed to organizing the Round the Lake bike ride and the Family bike ride. We have Neil Scott from Gear Up On Board. They fix up bikes and are located in the old Boys & Girls Club. They are willing to come and set up a Pop Up Station and will accept donations of $30.00(or pay what you can afford) for a Tune Up Wilma said that she didn’t really have time to put together a walk. Ross- yes, we only have 6 weeks now and we need to set up a registration platform. Some sort of online sign up, somehow. Dave said that he has reserved the day for a Lakes and Trails paddling event, rather than Cataraqui Canoe Club event. Dave questioned whether he should host a long or short paddle. Long would be 20 km or 3.5 hours. There was a debate about where to input the canoes because the boat ramp will be in use and parking will be reduced. Wilmer Road input was suggested. Beside the football field at the Point was debated as a parking area. Ross will book the ramp for a few hours in the morning, the parking besides the football field and space in the small diamond. Ross asked Melissa to assist with the paddle safety. She agreed. She also mentioned that she would like to keep it simple. No poker run plan this year. Ross and others agreed. Ross asked Amanda Pantry if she could set up a registration platform on the Township site. Amanda recommended using EventBrite instead as it is free and simpler. She agreed to do that, and would like event details from the organizers asap. Total no./ participant no.s/ Total time. Ross suggested that each group can meet at different locations and stagger times to reduce crowding. Wilma concerned about high registration numbers. Amanda said that registration will prevent that. Helen suggested a QR based historical outdoor escape. Christine can help with historical information. Helena and Christine agreed to set up a self-guided historical walk event. Wilma suggested using the map in her guide book and making adjustments. Send map to shelley for photocopying Dave thought that we should contact Zak at Frontenac Outfitters to make it clear that we aren’t asking them this year because of covid and the additional cleaning required for boats. Ross agreed. Steve suggested that someone earlier had mentioned asking businesses for discounts, but he thought that we should just ask participants to support local. Group agreed.

Page 310 of 344

Helen asked about any expenses that we may acquire. Ross replied that we have 1300.00 remaining from last year and only about 200 in expenses, so far. 113 hats to give away. We also have 20 tables that they bought last year Amanda said that washrooms should be open by then. Ross said that we should ask people to bring their own personal water bottles. Date Reminder: July 17th Ross said that we can advertise by putting up posters and use social media. Group felt that we should keep advertising local. Conversation about parking and boat ramp ensued. Ross suggested setting up barriers the evening before. Next meeting on June 29. Times for events to be to Amanda by early next week, around June 14.

Page 311 of 344

TOWNSHIP OF SOUTH FRONTENAC BY-LAW 2021-33 BEING A BY-LAW TO AMEND BY-LAW 2003-75, AS AMENDED, TO REZONE LAND FROM (RLSW) TO RLSW – SPECIAL PROVISION (RLSW-59) AND WATERFRONT RESIDENTIAL (RW) ON LANDS DESCRIBED AS PART OF LOT 21, CONCESSION 6, DISTRICT OF LOUGHBOROUGH, TOWNSHIP OF SOUTH FRONTENAC, BEING PART 1 ON PLAN: (KAPLER AND LUCE-KAPLER) WHEREAS pursuant to the provisions of Section 34 of the Planning Act, RSO 1990 as amended, the Council of a Municipality may enact by-laws regulating the use of land and the erection, location and use of buildings and structures thereon; AND WHEREAS By-law 2003-75 being the Zoning By-law regulates the use of land and the erection, location and use of buildings and structures within the Township of South Frontenac; AND WHEREAS the Council of the Corporation of the Township of South Frontenac considered all written and oral submissions received on this application, the effect of which helped Council make an informed decision; AND that there be no further notice pursuant to Section 34(17) of the Planning Act; NOW THEREFORE, the Council of the Corporation of the Township of South Frontenac, hereby enacts as follows: 1.

THAT Schedule “B”, to Zoning By-law Number 2003-75 as amended, is hereby further amended by changing the zoning from Limited Service Residential – Waterfront (RLSW) to RLSW – Special Provision (RLSW-59) and Waterfront Residential (RW) for the lands shown on Schedule “1”.

THIS BY-LAW shall come into force in accordance with Section 34 of the Planning Act, 1990, as amended, either upon the date of passage or as otherwise provided by said Section 34. Dated at the Township of South Frontenac this 15th day of June, 2021. Read a first and second time this 15th day of June, 2021. Read a third time and finally passed this 15th day of June, 2021. THE CORPORATION OF THE TOWNSHIP OF SOUTH FRONTENAC

Ron Vandewal, Mayor

Angela Maddocks, Clerk

Page 312 of 344 Schedule 1 This is Schedule “1” to By-law No. 2021- 33

Passed this 15th DAY OF JUNE, 2021

Ron Vandewal, Mayor

Angela Maddocks, Clerk

Page 313 of 344

TOWNSHIP OF SOUTH FRONTENAC BY-LAW 2021– 34 BEING A BY-LAW TO DESIGNATE THE STEWART HOUSE AT 3981 HARROWSMITH ROAD TO BE OF CULTURAL HERITAGE VALUE AND INTEREST PURSUANT TO THE PROVISIONS OF THE ONTARIO HERITAGE ACT (R.S.O. 1990, C. 0.18) WHEREAS pursuant to the provisions of Section 29 of the Ontario Heritage Act, R.S.O. 1990, Chapter 0.18, the Council of a Municipality may enact by-laws to designate real property, including all buildings and structures thereon, to be of cultural heritage value or interest; AND WHEREAS Council has consulted with its Municipal Heritage Committee and has approved the designation of the property located at 3981 Harrowsmith Road ,Part Lots 1-4, Block A, Plan 57, District of Portland, Township of South Frontenac, on April 1, 2021; AND WHEREAS a notice of intention to designate the property was published in the Frontenac News, which is a newspaper having general circulation in the Municipality on May 5, 2021; AND WHEREAS no notice of objection to the proposed designation was served to the Clerk of the Corporation of the Township of South Frontenac; NOW THEREFORE, the Council of the Corporation of the Township of South Frontenac, hereby enacts as follows: 1.

That the real property located at Part Lots 1-4, Block A, Plan 57, municipally known as 3981 Harrowsmith Road, in the District of Portland, Township of South Frontenac, referred to as the Stewart House, is designated as being of Cultural and Heritage value under the Ontario Heritage Act;

That the Township Solicitor is hereby authorized to cause a copy of the designating by-law to be registered against the property affected in the property land registry office.

The Township Clerk is hereby authorized hereby authorized to cause a copy of this by-law to be served on the owner of the land described in Schedule “1” hereto and on The Ontario Heritage Trust and to cause notice of the passing of this by-law to be published in Frontenac News and on the Township’s official website;

That the the document titled Heritage Designation Statement of Cultural Heritage Value or Interest - 3981 Harrowsmith Road “The Stewart House” shall form part of this by-law as Schedule 2;

THIS BY-LAW shall come into force and take effect on the date of its passing. Dated at the Township of South Frontenac this 15th day of June, 2021. Read a first and second time this 15th day of June, 2021. Read a third time and finally passed this 15th day of June, 2021. THE CORPORATION OF THE TOWNSHIP OF SOUTH FRONTENAC

Ron Vandewal, Mayor

Angela Maddocks, Clerk

Page 314 of 344 Schedule 1 This is Schedule “1” to By-law No. 2021- 34 Description and Reasons for Designation The Stewart House Civic Address: Legal Description: Property Roll Number:

3981 Harrowsmith Road Part Lots 1-4, Block A, Plan 57, Portland, County of Frontenac 102908002006500

Description of Property The Stewart House at 3981 Harrowsmith Road is located on the south side of Harrowsmith Road, close to the intersection with Road 38. The property contains a two and a half story stone dwelling (constructed circa 1846) with an attached one and a half story stone carriage house. Statement of Cultural Hertiage Value and Interest/Statement of Significance Physical/Design Value The Stewart House has design value as a well-preserved example of a 2 storey home from the late 19th century. It retains many original features including soffits, fascia, and fenestration that were once commonly found on homes of this era. The house, of rough-hewn regularly coursed square limestone walls has three bays with symmetrical arrangement of equal size second floor windows. The main entrance is composed of a door with transom. The window openings and door recess, for both the main house and carriage house, and are topped by voussoirs of a distinctly different colour of limestone. All corners of the house have smooth pronounced raised ashlar quoins. The side elevations depict the ashlar courses are wide then narrow. The wide courses (masonry units) are a lighter coloured limestone, and the narrow courses are of darker coloured limestone. The treatment of the courses results in a horizon striped “pattern”. There are other buildings in the surrounding area with this similar distinctive “striped pattern” of ashlar coursing. It was likely a trademark of a particular stone Mason/Builder. On the east side of the house, a limestone one-and-one half storey “carriage house” abuts at a right angle to the main house at the back corner. The manner by which this structure connects to the house indicates that it was a later addition. A wide, plain soffit and fascia terminates the roofline with a stone chimney at the west gable end. The attic of the main house has two trusses with large hand-hewn beams that divide the attic space into thirds at waist height. These trusses bear the weight of the rafters. The rafters of both buildings are small trees, some still bearing their bark, squared on one side. Historical / Associative Value 3981 Harrowsmith Road, the Stewart House, has good historical and associative value as an upper-middle class house in Harrowsmith from the mid nineteenth century. Built in 1846, it was constructed as part of the building boom from this period. The Stewarts lived in the stone building and were a prominent family in the Portland Area. Samuel was a village merchant and had significant land holdings. He severed a number of terms as Mayor of Portland in the latter half of the 1850’s. He also operated a general store (the stone building on the corner of Harrowsmith Road), was the postmaster for the village and owned a number of farms. When Samuel died, his daughter Isabella Stewart continued to operate the

Page 315 of 344 store until 1922. The Stewart House and the general store were then sold to the Gallagher family. Contextual Value This imposing limestone house sits prominently on the streetscape of Harrowsmith near the main intersection of the Village. Its built form displays the architectural trends and styles popular at the time and it is known to be the largest residence constructed of limestone in the Portland area. The carriage house contrasts to similar buildings in the City of Kingston. Together, the stone house and the carriage house are good examples of the influence of the Georgian style on vernacular residential buildings of the late 19th century. The Stewart House has contextual value for its contribution to the heritage character of this established residential street. It is noteworthy because of its architectural style and status. It also has contextual value as part of an intact, historic neighborhood constructed around the nineteenth century. Surrounded by houses of similar age, construction method and style, it forms part of a historic landscape and maintains the character of the neighborhood. Cultural Heritage Attributes To ensure that the cultural heritage value of this property is conserved, certain heritage attributes that contribute to its value have been identified. The heritage attributes of the property at 3981 Harrowsmith Road are:

Two-storey limestone Georgian influenced residence depicting incredible stonework for the main house and carriage house Fenestration including: windows and transoms Exterior Doors Entrances with Transoms View from Harrowsmith Road The soffit and fascia Attic Trusses and Framework

Page 316 of 344

Figure of Photo 1: 3981 PhotoHarrowsmith of 3981 Harrowsmith Road 1 Road

Page 317 of 344

Front Facade of Stone House

Figure 2: Front Facade of two storey House

Page 318 of 344

Central Bay of Stone House

Ashlar Quoins of Stone House

Windows and Attic Storey of Stone House

Page 319 of 344

Carriage House

Carriage House Front Facade

Page 320 of 344

Millwork. Window Return (above) and Door (below)

Millwork (above) and Staircase (below)

Page 321 of 344

Attic Details

Page 322 of 344

Cultural Heritage Attributes

Stonework for the main house and carriage house Windows Exterior Doors Fascia & Soffit Attic Trusses and Framework

Page 323 of 344

Payment Listing For the period of May 11, 2021 to June 9, 2021

Accounts Payable Payment Listing: For the period of May 11, 2021 to June 9, 2021

2,413,531.09

For the period of May 11, 2021 to June 9, 2021

221,515.95

2,635,047.04

Payroll:

Total Payments

System:

2021-06-09

User ID:

mfoster

Ranges: Cheque Date:

Township of South Frontenac CHEQUE DISTRIBUTION REPORT

1:36:27 PM

From: 2021-05-11

To: 2021-06-09

Page:

Page 324 of 344

Distribution Types Included: PURCH, MISC

10 GG 0000 Gen Cheque 071487 Total 071487 EFT000000015265

Date

Inv #

2021-06-08

Vendor

Description

INV83311568

ZOOM VIDEO COMMUNICATIONS INC Zoom Subscription

74629

THE FRONTENAC NEWS Ad- Apr 1,8,15,22,29

74865

THE FRONTENAC NEWS Ad- May 6,13,20,27

2021-05-18

Total EFT000000015265 EFT000000015351 2021-06-08 Total EFT000000015351

Total Gen

Amount $3,976.78 $3,976.78 $3,553.38 $3,553.38 $2,645.76 $2,645.76

$10,175.92

0035 TaxSB-EP Cheque EFT000000015364

Date 2021-06-08

Inv #

Vendor

Description

LIMESTONE DISTRICT SCHOOL 2021 JUNE LEVY 2021 JUNE LEVY

Total EFT000000015364

Total TaxSB-EP

Amount $1,255,212.20 $1,255,212.20

$1,255,212.20

0036 TaxSB-ES Cheque EFT000000015317

Date 2021-06-08

Inv #

Vendor

Description

ALGONQUIN AND LAKESHORE 2021 JUNE LEVY 2021 JUNE LEVY

Total EFT000000015317

Total TaxSB-ES

Amount $101,670.42 $101,670.42

$101,670.42

0037 TaxSB-FP Cheque EFT000000015337

Date 2021-06-08

Inv #

Vendor

Description

CONSEIL DES ECOLES PUBLIQUES 2021 JUNE LEVY 2021 June Levy

Total EFT000000015337

Total TaxSB-FP

Amount $5,677.70 $5,677.70

$5,677.70

0038 TaxSB-FS Cheque EFT000000015338

Date 2021-06-08

Inv #

Vendor

Description

CONSEIL SCOLAIRE CATHOLIQUE DU 2021 JUNE LEVY 2021 June Levy

Total EFT000000015338

Total TaxSB-FS

Amount $7,707.68 $7,707.68

$7,707.68

1000 Cheque EFT000000015244

Date

Inv #

2021-05-18 103893 501377

Total EFT000000015244 EFT000000015256 2021-05-18

Vendor

Description

ATKINSON HOME BUILDING CENTRE Water Softener Salt Water Softener Salt

Amount $8.44 $16.87 $25.31

CULLIGAN 99118TK 2873409

Total EFT000000015256 EFT000000015263 2021-05-18

Water 21/05 Water Cooler Rental

$45.56 $10.12 $55.68

Inspection+ Repairs

$239.54 $239.54

Add User K.K.

$40.70 $40.70

EVERTEMP INC 36108

Total EFT000000015263 EFT000000015278 2021-05-18

LONDRY ALARMS 206981

Total EFT000000015278 EFT000000015286 2021-05-18 21/04-OFFICE 21/04-OFFICE

R&D NELSON GENERAL MAINTENANCE 21/03+21/04 Gen. Maintenance 21/03+21/04 Gen. Maintenance

235402 611376

TROUSDALE’S HOME HARDWARE Screws+ Plywood Screws+ Anchors+ Bits

Total EFT000000015286 EFT000000015300 2021-05-18

Total EFT000000015300 EFT000000015340 2021-06-08

$2,326.23 $260.90 $2,587.13 $102.04 $37.29 $139.33

CULLIGAN 7250TK

Total EFT000000015340 EFT000000015385 2021-06-08

Water

6641

SIMMONS PLUMBING & PUMP SERV. Repair Toilet

235883

TROUSDALE’S HOME HARDWARE Lube

1000394956

TROY LIFE & FIRE SAFETY LTD. Extinguisher Maintenance

Total EFT000000015385 EFT000000015392 2021-06-08 Total EFT000000015392 EFT000000015393 2021-06-08

$59.56 $59.56 $103.79 $103.79 $6.81 $6.81 $82.64

System:

2021-06-09

User ID:

mfoster

1:36:27 PM

Township of South Frontenac CHEQUE DISTRIBUTION REPORT 1000394956 1000394956

Total EFT000000015393 EFT000000015401 2021-06-08 57662 57662 Total EFT000000015401 EFT000000015402 2021-06-07

Extinguisher Maintenance Extinguisher Maintenance XCG CONSULTANTS LTD. Drinking Water Sampling Drinking Water Sampling

Page:

Page 325 of 344 $82.64 $82.64 $247.92 $127.67 $127.67 $255.34

ESKEROD SIGNS 29182

50% Deposit-Sign Refurbishment

Total EFT000000015402

Total

$21,461.44 $21,461.44

$25,222.55

1100 Counc Cheque 071485

Date 2021-06-08

Inv #

Vendor

Description

SYDENHAM HIGHSCHOOL 2021 BURSARY Graduation Bursary

Amount

Total 071485

$500.00 $500.00

Total Counc

$500.00

1250 Clk Cheque EFT000000015299

Date

Inv #

2021-05-18

Vendor

Description

9482 6487 8969.

TROUSDALE’S FOODLAND Coffee+ Cream +Sugar+ Sweetner Cream Cream+ Whitener

TSF0012

1DEA DESIGN + MEDIA INC. Additional Logo

171444

CUNNINGHAM SWAN CARTY Legal Advice

45813

INDEPENDENT TELEPHONE SERVICES Holiday Update

3922 9050

TROUSDALE’S FOODLAND Cream Coffee+ Milk+ Cream

377618

UPPER CANADA OFFICE SYSTEMS Copier Usage

Total EFT000000015299 EFT000000015314 2021-06-08 Total EFT000000015314 EFT000000015341 2021-06-08 Total EFT000000015341 EFT000000015359 2021-06-08 Total EFT000000015359 EFT000000015391 2021-06-08

Total EFT000000015391 EFT000000015397 2021-06-08 Total EFT000000015397

Total Clk

Amount $60.35 $3.59 $10.37 $74.31 $101.76 $101.76 $508.80 $508.80 $86.50 $86.50 $3.79 $22.26 $26.05 $778.11 $778.11

$1,575.53

1275 Fin Cheque 071484 Total 071484 EFT000000015318

Date

Inv #

2021-06-08

Vendor

Description

8101269856

SHRED-IT INTERNATIONAL ULC Shredding Services

2021-217625 227365

ASSOC OF MUNICIPAL CLERKS & TREASURERS Membership Fee S.K. Job Ad- Financial Analyst

2021-06-08

Total EFT000000015318 EFT000000015330 2021-06-08

Amount $75.20 $75.20 $309.10 $539.33 $848.43

CDW CANADA INC C909778 D169673

Total EFT000000015330 EFT000000015359 2021-06-08 45754

4X Mouse/Keyboard Combos 4X Mini Doc INDEPENDENT TELEPHONE SERVICES Phone Set Up

Total EFT000000015359

Total Fin

$365.11 $543.85 $908.96 $1,170.14 $1,170.14

$3,002.73

1280 HR Cheque 071445 Total 071445 071487

Date

Inv #

2021-05-18

Vendor

Description

2894

BEST SAFETY TRAINING & CONSULTING H&S Training

INV84835937

ZOOM VIDEO COMMUNICATIONS INC Zoom Subscription

2021-06-08

Total 071487

Amount $814.08 $814.08 $798.48 $798.48

Total HR

$1,612.56

Total GG

$1,412,357.29

20 PP&P 2100 Fire Cheque 071446

Date

Inv #

2021-05-18 6350

Total 071446 071447 Total 071447

2021-05-18

Vendor

Description

KINGSTON FIRE AND RESCUE Q2 Dispatch Fees

MINISTER OF FINANCE 212104211335029 New Registration Fees

Amount $9,228.64 $9,228.64 $1,430.00 $1,430.00

System:

2021-06-09

User ID:

mfoster

071450

Total 071450 071480 Total 071480 071481 Total 071481 071482 Total 071482 071483

1:36:27 PM

Township of South Frontenac CHEQUE DISTRIBUTION REPORT

2021-05-18 21/04/26-12 21/04/27-11

SNIDER, THE ESTATE OF PERCY Grass Cutting Sweeping

93695160

GOODYEAR CANADA INC. 4X Tires

1070

IRON TRADE WORKS INC Installation for Pelican Cases

215401

REVELL FORD LINCOLN Knob- Lighting Switch

2021-06-08

Page 326 of 344 $42.74 $345.98 $388.72 $1,807.42 $1,807.42 $500.75 $500.75 $17.52 $17.52

SANI GEAR INC 7258

Total 071483 EFT000000015242

Page:

2021-05-18

Suit Cleaning + Repairs

A3374547 A3408915

ABELL PEST CONTROL INC. 21/05 Pest Control 21/05 Pest Control

1-260545

BELL MOBILITY (RADIO DIVISION) 21/05 Site Rental

Total EFT000000015242 EFT000000015246 2021-05-18 Total EFT000000015246 EFT000000015258 2021-05-18

$1,145.44 $1,145.44 $50.80 $41.18 $91.98 $328.00 $328.00

DARCH FIRE CI30002782

Total EFT000000015258 EFT000000015261 2021-05-18 1057-163399 Total EFT000000015261 EFT000000015263 2021-05-18

Adapter EARL ROSEBUSH FUELS 238.20L @.773

$568.89 $568.89 $213.38 $213.38

EVERTEMP INC 36108

Total EFT000000015263 EFT000000015264 2021-05-18

Inspection+ Repairs

132442 132443

FRASSO AUTOMOTIVE SERVICE Oil Change Safety Inspection

21/04/19-39

LEONARD, ELIZABETH Cleaning

2103672726

MESSER CANADA INC. Oxygen

7379

M&L SUPPLY, FIRE & SAFETY Quick Connect

Total EFT000000015264 EFT000000015276 2021-05-18 Total EFT000000015276 EFT000000015277 2021-05-18 Total EFT000000015277 EFT000000015279 2021-05-18 Total EFT000000015279 EFT000000015285 2021-05-18

$239.55 $239.55 $402.61 $190.50 $593.11 $60.00 $60.00 $494.39 $494.39 $34.76 $34.76

PRODECAL LTD 10151 10185

Total EFT000000015285 EFT000000015286 2021-05-18

Accountability Boards 3X Reflective Decals

21/04-PRFH 21/04-PRFH

R&D NELSON GENERAL MAINTENANCE 21/03+21/04 Gen. Maintenance 21/03+21/04 Gen. Maintenance

11784

R. THURSTON TECHNOLOGIES Radio Charger

K653748

SWISH MAINTENANCE LIMITED Disinfectant Spray

SALES0109143

TOTAL POWER LTD Oil Leak

73080

UNITY SOD FARM LTD. Snow Plowing

173-306620

UNIVERSAL SUPPLY GROUP LED Markers+Reflectors+Bulbs

34340

BOULTON SEPTIC/LARMON’S Holding Tank Pumped

A3380890

ABELL PEST CONTROL INC. 21/05 Pest Control

8092

ASSELSTINE HARDWARE Water Softener Salt

66394950

BUNZL CANADA INC 300X Gloves

Total EFT000000015286 EFT000000015289 2021-05-18 Total EFT000000015289 EFT000000015294 2021-05-18 Total EFT000000015294 EFT000000015297 2021-05-18 Total EFT000000015297 EFT000000015301 2021-05-18 Total EFT000000015301 EFT000000015302 2021-05-18 Total EFT000000015302 EFT000000015313 2021-06-08 Total EFT000000015313 EFT000000015315 2021-06-08 Total EFT000000015315 EFT000000015320 2021-06-08 Total EFT000000015320 EFT000000015324 2021-06-08 Total EFT000000015324 EFT000000015327 2021-06-08

$798.25 $28.43 $826.68 $293.07 $45.51 $338.58 $79.37 $79.37 $459.14 $459.14 $834.43 $834.43 $113.97 $113.97 $33.32 $33.32 $244.22 $244.22 $48.54 $48.54 $32.51 $32.51 $1,424.64 $1,424.64

CANADIAN TIRE 147350

Total EFT000000015327 EFT000000015328 2021-06-08

2X Velcro

48475-1

CANADIAN SAFETY EQUIPMENT Holley Tubes

103263 104349

UNISYNC GROUP LIMITED Uniform- R.H. Collar Dog Pins

Total EFT000000015328 EFT000000015329 2021-06-08

$47.81 $47.81 $6,310.14 $6,310.14 $228.96 $484.38

System:

2021-06-09

User ID:

mfoster

1:36:27 PM

Township of South Frontenac CHEQUE DISTRIBUTION REPORT

Total EFT000000015329 EFT000000015339 2021-06-08

Page:

Page 327 of 344 $713.34

2021-813

COPPERWOOD ELECTRICAL CONTRACTORS Electrical Renovation

1278628

DALTCO ELECTRIC & SUPPLY 4X LED Floods

Total EFT000000015339 EFT000000015344 2021-06-08 Total EFT000000015344 EFT000000015356 2021-06-08

$1,681.03 $1,681.03 $406.62 $406.62

GRIBB SEPTIC 7857

Holding Tank Pumped

3466

GROUNDWORK ENGINEERING LTD Geotechinical Report

45754

INDEPENDENT TELEPHONE SERVICES Phone Set Up

21400

JODY CAMPBELL’S SEPTIC SERVICE Portable Toilet Rental

KS29387 KS30254

KENWORTH ONTARIO - KINGSTON Brakes + Tail Light Out Shift Selector Cover Plate

8439 8441

PPE SOLUTIONS INC. 20X Bunker Suits 9X Bunker Suits

Total EFT000000015356 EFT000000015357 2021-06-08 Total EFT000000015357 EFT000000015359 2021-06-08 Total EFT000000015359 EFT000000015360 2021-06-08 Total EFT000000015360 EFT000000015362 2021-06-08

Total EFT000000015362 EFT000000015377 2021-06-08

Total EFT000000015377 EFT000000015379 2021-06-08

$251.84 $251.84 $2,200.00 $2,200.00 $585.06 $585.06 $101.76 $101.76 $2,074.17 $337.72 $2,411.89 $46,085.39 $20,542.29 $66,627.68

PRODECAL LTD 10226

Total EFT000000015379 EFT000000015381 2021-06-08

Decals For Masks

SCO93238073

RICOH CANADA INC. 21/04 Copier Usage + Rental

11804

R. THURSTON TECHNOLOGIES 2X Repairs and 2X Batteries

53619

TRIM-LINE OF SOUTH EAST 20X Helmet Numbers

10037

TROUSDALE’S FOODLAND Water

235482

TROUSDALE’S HOME HARDWARE Antifreeze

1000394956 1000394956 1000394956 1000394956 1000394956 1000394956 1000394956 1000394956 1000394956

TROY LIFE & FIRE SAFETY LTD. Extinguisher Maintenance Extinguisher Maintenance Extinguisher Maintenance Extinguisher Maintenance Extinguisher Maintenance Extinguisher Maintenance Extinguisher Maintenance Extinguisher Maintenance Extinguisher Maintenance

Total EFT000000015381 EFT000000015382 2021-06-08 Total EFT000000015382 EFT000000015390 2021-06-08 Total EFT000000015390 EFT000000015391 2021-06-08 Total EFT000000015391 EFT000000015392 2021-06-08 Total EFT000000015392 EFT000000015393 2021-06-08

Total EFT000000015393

Total Fire

$85.22 $85.22 $120.18 $120.18 $242.48 $242.48 $101.76 $101.76 $89.70 $89.70 $38.59 $38.59 $82.64 $82.64 $82.64 $82.64 $82.64 $82.64 $82.64 $82.64 $82.64 $743.76

$104,336.81

2110 Cvc# Cheque EFT000000015290

Date

Inv #

2021-05-18

Vendor

Description

Amount

SIGNS PLUS

Total EFT000000015290

$9.16 $9.16

Total Cvc#

$9.16

3252

Civic Blade

2400 Police Cheque 071460

Date

Inv #

2021-05-28

Vendor

Description

MINISTER OF FINANCE-POLICE SERVICES 21/05 Policing Services

Amount

Total 071460

$245,373.00 $245,373.00

Total Police

$245,373.00

21/05

2605 Build Cheque EFT000000015253

Date 2021-05-18

Inv #

Vendor

CITYVIEW MUNCT0000077 MUNCT0000096

Total EFT000000015253 EFT000000015298 2021-05-18

Description Budget Validation Milestone Additional Configuration Serv.

6083-643259

TOWN AND COUNTRY AUTO SUPPLY Thermostat

112929

TROUSDALE’S HOME HARDWARE 2X Keys

2021-3507

BUSINESS INTERIORS(ONTARIO)INC Desk-Permit Intake Coordinator

Total EFT000000015298 EFT000000015300 2021-05-18 Total EFT000000015300 EFT000000015325 2021-06-08

Amount $8,552.93 $2,293.68 $10,846.61 $65.54 $65.54 $6.09 $6.09 $3,960.59

System:

2021-06-09

User ID:

mfoster

1:36:27 PM

Township of South Frontenac CHEQUE DISTRIBUTION REPORT

Total EFT000000015325 EFT000000015352 2021-06-08

Page:

Page 328 of 344 $3,960.59

317062

GANANOQUE CHEVROLET BUICK GMC Repair Hard Shift

45754

INDEPENDENT TELEPHONE SERVICES Phone Set Up

37802

MARCHANT MARKING DEVICES LTD. Self Inking Stamp

6083-644981

TOWN AND COUNTRY AUTO SUPPLY Battery

113327

TROUSDALE’S HOME HARDWARE 4X Keys

Total EFT000000015352 EFT000000015359 2021-06-08 Total EFT000000015359 EFT000000015367 2021-06-08 Total EFT000000015367 EFT000000015389 2021-06-08 Total EFT000000015389 EFT000000015392 2021-06-08 Total EFT000000015392

Total Build

$74.16 $74.16 $585.07 $585.07 $125.01 $125.01 $167.64 $167.64 $12.16 $12.16

$15,842.87

2620 Anml Ctl Cheque EFT000000015274

Date 2021-05-18

Total EFT000000015274 EFT000000015311 2021-05-28

Inv #

Vendor

Description

KINGSTON HUMANE SOCIETY SF_KHS POUND_21-04 21/04 Pound Services FRONTENAC MUNICIPAL LAW SF-AC-2021-MAY 21/05 Animal Control

Total EFT000000015311

Total Anml Ctl

Amount $1,603.52 $1,603.52 $3,256.19 $3,256.19

$4,859.71

2625 Lvstck Cheque EFT000000015287

Date

Inv #

2021-05-18

Vendor

Description

Amount

REDDEN, JOSEPH 956276 956276

21/04/17-Livestock 21/04/17-Livestock

Total EFT000000015287

Total Lvstck

$50.00 $28.23 $78.23

$78.23

2640 Bylaw enf Cheque EFT000000015257

Date

Inv #

2021-05-18 171404

Total EFT000000015257 EFT000000015311 2021-05-28

Vendor

Description

CUNNINGHAM SWAN CARTY Legal Services

FRONTENAC MUNICIPAL LAW SF-P-2021-MAY 21/05 Parking SF-P-2021-MAY 21/05 Parking

Total EFT000000015311

Total Bylaw enf

Amount $1,526.40 $1,526.40 $457.92 $634.98 $1,092.90

$2,619.30

Total PP&P

$373,119.08

30 Trans 3000 PW OH Cheque EFT000000015243

Date

Inv #

2021-05-18

Vendor

Description

C14258-050121

ALLIANCE WIRELESS COMMUNICATIONS 21/05 Answering Service

45754

INDEPENDENT TELEPHONE SERVICES Phone Set Up

SCO93238073

RICOH CANADA INC. 21/04 Copier Usage + Rental

Total EFT000000015243 EFT000000015359 2021-06-08 Total EFT000000015359 EFT000000015381 2021-06-08 Total EFT000000015381

Total PW OH

Amount $244.63 $244.63 $585.06 $585.06 $178.97 $178.97

$1,008.66

3005 RdAdmOH Cheque 071449 Total 071449 071479 Total 071479 EFT000000015246

Date

Inv #

2021-05-18

Description

59444

ONTARIO GOOD ROADS ASSOCIATION Job Posting-Tech. Supervisor

5104

CANADA MUNICIPAL JOBS INC. Job Ad- Construction+Tech Serv

1-260545

BELL MOBILITY (RADIO DIVISION) 21/05 Site Rental

258963

COLLINS SAFETY INC. Boots B.K.

R841853

GRAND & TOY LIMITED Cover Stock Paper

25405

BAYRIDGE PRINTER PROS Service Call+ Ink

2021-06-08

2021-05-18

Total EFT000000015246 EFT000000015254 2021-05-18 Total EFT000000015254 EFT000000015267 2021-05-18 Total EFT000000015267 EFT000000015322 2021-06-08 Total EFT000000015322

Vendor

Amount $356.16 $356.16 $147.55 $147.55 $295.38 $295.38 $196.10 $196.10 $39.59 $39.59 $911.72 $911.72

System:

2021-06-09

User ID:

mfoster

EFT000000015343

1:36:27 PM

Township of South Frontenac CHEQUE DISTRIBUTION REPORT

2021-06-08

SMARTCELL COMMUNICATION INC Samsung Galaxy A32

KINBIIN577 Total EFT000000015343

Total RdAdmOH

Page:

Page 329 of 344 $132.27 $132.27

$2,078.77

3010 Cheque 071448

Date

Inv #

2021-05-18

Vendor

2021-05-18 21/04-14 21/04/19-20 21/04/20-21 21/04/22-22 21/04/26-23 21/04/27-24 21/04/28-25 21/04/29-26 21/05/03-27

Total 071450 071452 Total 071452 071477

Total 071477 071478

2021-05-18

Gates for Entrance SNIDER, THE ESTATE OF PERCY 21/04 Bin Rental Flagging Flagging Flagging Flagging Flagging Flagging Flagging Flagging

Progress Draw #2

299 299

A&D MECHANICAL 2019 Propane Inspection Propane Inspection

2021-06-08

$76.32 $239.25 $239.25 $239.25 $239.25 $239.25 $163.70 $239.25 $251.86 $1,927.38 $15,348.27 $15,348.27 $122.11 $122.11 $244.22

A-1 LOCKSMITHS

2021-05-18

Lock- Boiler Room 2XLock- Side Door + Front Door

A3322642

ABELL PEST CONTROL INC. Pest Control

24245871

BATTLEFIELD EQUIPMENT RENTALS Paint+ Rope

47547 49591 49588

BLACK DOG TIRE & LUBRICANTS Tire Mount New Tire Service Call- Flat Repair

718947

CERTIFIED LABORATORIES Cut Thru Aerosol

Total EFT000000015242 EFT000000015245 2021-05-18 Total EFT000000015245 EFT000000015247 2021-05-18

Total EFT000000015247 EFT000000015251 2021-05-18 Total EFT000000015251 EFT000000015252 2021-05-18

$282.89 $384.65 $667.54 $72.85 $72.85 $213.10 $213.10 $1,346.63 $140.53 $160.09 $1,647.25 $191.00 $191.00

CINTAS 4083442193 4083442193 4083442187 4083442187

Total EFT000000015252 EFT000000015255 2021-05-18

Uniforms Cleaning Supplies Uniforms Cleaning Supplies

W 3353

CROSSIRON TRUCK & EQUIPMENT Exhaust Back Pressure Valve

10302

D.MARTIN WELDING & FABRICATING Weld Boat

1058-163400

EARL ROSEBUSH FUELS 600.40L @.773

267957

EMMONS WELDING Cut Steel

Total EFT000000015255 EFT000000015260 2021-05-18 Total EFT000000015260 EFT000000015261 2021-05-18 Total EFT000000015261 EFT000000015262 2021-05-18 Total EFT000000015262 EFT000000015263 2021-05-18

$10.16 $32.37 $33.72 $158.04 $234.29 $3,168.99 $3,168.99 $86.19 $86.19 $537.83 $537.83 $144.50 $144.50

EVERTEMP INC 36108

Total EFT000000015263 EFT000000015266 2021-05-18

Inspection+ Repairs

67058 65639 67141 67204

GIN-COR INDUSTRIES INC Tarp Troubleshoot Lift Axle Pressure Switch Hyd Cylinder Lift+ Pin

R940977

GRAND & TOY LIMITED Laminating Pouches+Hand San.

97585

J.L. RICHARDS & ASSOCIATES LIMITED Professional Services

21362

JODY CAMPBELL’S SEPTIC SERVICE Portable Toilet Rental

P36843

JOE JOHNSON EQUIPMENT INC. Mirror+Door Handle + Filters

9308429818

KENT AUTOMOTIVE Flapwheels+Washers+ZipCutWheel

Total EFT000000015266 EFT000000015267 2021-05-18 Total EFT000000015267 EFT000000015270 2021-05-18 Total EFT000000015270 EFT000000015271 2021-05-18 Total EFT000000015271 EFT000000015272 2021-05-18 Total EFT000000015272 EFT000000015273 2021-05-18 Total EFT000000015273 EFT000000015275 2021-05-18

$3,581.95 $3,581.95

TOLLES LTD. 1015

692011 792034 Total 071478 EFT000000015242

Amount

NYBOM WELDING 2290

Total 071448 071450

Description

LEONARD HEATING & COOLING

$239.54 $239.54 $184.58 $123.13 $64.48 $3,861.49 $4,233.68 $101.30 $101.30 $3,739.68 $3,739.68 $122.11 $122.11 $770.48 $770.48 $950.47 $950.47

System:

2021-06-09

User ID:

mfoster

1:36:27 PM

Township of South Frontenac CHEQUE DISTRIBUTION REPORT 63020

Total EFT000000015275 EFT000000015276 2021-05-18 21/04/30-40

LEONARD, ELIZABETH Cleaning

2103674730

MESSER CANADA INC. Gases

Total EFT000000015276 EFT000000015277 2021-05-18 Total EFT000000015277 EFT000000015281 2021-05-18

Furnace Service Call

MCNICHOLS CONSTRUCTION LTD 21/04/23-HINCHINBROO Hoe Ram + Excavator + Tri Axle

Total EFT000000015281 EFT000000015282 2021-05-18 DA0008161568 DA0008168367

MICHELIN NORTH AMERICA CANADA INC Tire Tire

5232689

ONTARIO HOSE SPECIALTIES LIMITED Hose Assembly

Total EFT000000015282 EFT000000015283 2021-05-18 Total EFT000000015283 EFT000000015284 2021-05-18

Page:

Page 330 of 344 $127.20 $127.20 $375.00 $375.00 $283.88 $283.88 $16,095.89 $16,095.89 $638.21 $1,025.17 $1,663.38 $99.56 $99.56

PRINCESS AUTO 1851384

Total EFT000000015284 EFT000000015286 2021-05-18

Fuel Hose + Gorilla Tape

21/04-GBPK 21/04-GBPK 21/04-GBPK 21/04-GBPK 21/04-GBPK 21/04-GBPK

R&D NELSON GENERAL MAINTENANCE 21/03+21/04 Gen. Maintenance 21/03+21/04 Gen. Maintenance 21/03+21/04 Gen. Maintenance 21/03+21/04 Gen. Maintenance 21/03+21/04 Gen. Maintenance 21/03+21/04 Gen. Maintenance

92015604

STRONGCO EQUIPMENT Freight

K651743

SWISH MAINTENANCE LIMITED Cleaning Supplies

370212KI 368460KI

RUSH TRUCK CENTRES Switch Wiper Motor

PS40681999 PS040682000

TOROMONT INDUSTRIES LTD. Washer Pad Assembly

6083-643667 6083-644057 6083-644061 6083-644063 6083-644462 6083-644705

TOWN AND COUNTRY AUTO SUPPLY Double Flaring Tool Oil Filter Rags Rags+ Filters + Glass Cleaner Coil + Iridium 4X Gloves

235444 307397 307398 408804 235592 235592 235588

TROUSDALE’S HOME HARDWARE 2X Rakes Wood Filler Wood Putty Drill Bit Shovel Tow Hitch Ball+ Lumber Drain Pipe

173-307003 173-308823 173-309055 173-309194 173-309196 173-309237

UNIVERSAL SUPPLY GROUP Axle Bearing Kit+ Oil Seal Coil Kit Back Up Alarm + 2X Pig Tail DEF Bearing Kit + Oil Seal

102019431

VERONA HARDWARE LIMITED Bailer Plug

A3379068

ABELL PEST CONTROL INC. Pest Control

8085

ASSELSTINE HARDWARE Twine

24248346 24248197

BATTLEFIELD EQUIPMENT RENTALS Roller Rental Dozer Rental

49939

BLACK DOG TIRE & LUBRICANTS 2X Tires

Total EFT000000015286 EFT000000015291 2021-05-18 Total EFT000000015291 EFT000000015294 2021-05-18 Total EFT000000015294 EFT000000015295 2021-05-18

Total EFT000000015295 EFT000000015296 2021-05-18

Total EFT000000015296 EFT000000015298 2021-05-18

Total EFT000000015298 EFT000000015300 2021-05-18

Total EFT000000015300 EFT000000015302 2021-05-18

Total EFT000000015302 EFT000000015303 2021-05-18 Total EFT000000015303 EFT000000015315 2021-06-08 Total EFT000000015315 EFT000000015320 2021-06-08 Total EFT000000015320 EFT000000015321 2021-06-08

Total EFT000000015321 EFT000000015323 2021-06-08 Total EFT000000015323 EFT000000015330 2021-06-08

$101.00 $101.00 $119.06 $274.75 $43.34 $43.34 $651.26 $21.44 $1,153.19 $61.06 $61.06 $532.31 $532.31 $34.76 $513.82 $548.58 $6.92 $954.37 $961.29 $37.03 $9.26 $36.25 $183.16 $125.81 $117.84 $509.35 $69.18 $6.10 $6.10 $44.76 $13.22 $95.38 $101.75 $336.49 $495.16 $92.36 $36.34 $51.79 $192.33 $38.68 $906.66 $7.09 $7.09 $72.85 $72.85 $20.34 $20.34 $4,450.17 $8,092.17 $12,542.34 $2,251.46 $2,251.46

CDW CANADA INC D015603

Total EFT000000015330 EFT000000015332 2021-06-08

Wifi Range Extender

$91.40 $91.40

Uniform Cleaning Supplies

$33.72 $158.13

CINTAS 4084077797 4084077797

System:

2021-06-09

User ID:

mfoster

1:36:27 PM

Township of South Frontenac CHEQUE DISTRIBUTION REPORT 4084077833 4084077833

Total EFT000000015332 EFT000000015345 2021-06-08 4701

DEDICATED ENVIRONMENTAL SERVICES INC Install Silt Fence

2215

DPH SERVICE STATION MAINTENANCE Installed Hoses on Fuel Truck

267986

EMMONS WELDING Shop Steel

12052021-58

ENVIRONMENTALL CONTRACTING SERV Asbestos Caulking-Garage Doors

113923

JEWELL ENGINEERING INC. Intersection Design

67227 67246 67228

GIN-COR INDUSTRIES INC Hyd Quick Disconnect Body Hoist Hyd Quick Disconnect

24493 24493

GREER GALLOWAY CONSULTING ENGINEERS Engineering Services Engineering Services

IV66132

HARTINGTON EQUIPMENT LIMITED Kubota Parts

21414 21617

JODY CAMPBELL’S SEPTIC SERVICE Portable Toilet Rental Portable Toilet Rental

P36867

JOE JOHNSON EQUIPMENT INC. Window Hatch

712230

KINGSTON DODGE CHRYSLER LTD Foam

2103766201 2103789205

MESSER CANADA INC. Heating Tube Gases

568

LYNN BROTHERS CONSTRUCTION Excavator+ Tandem

168051 168052

WILL MCILROY ASPHALT Flagging Flagging

Total EFT000000015345 EFT000000015347 2021-06-08 Total EFT000000015347 EFT000000015348 2021-06-08 Total EFT000000015348 EFT000000015349 2021-06-08 Total EFT000000015349 EFT000000015353 2021-06-08 Total EFT000000015353 EFT000000015354 2021-06-08

Total EFT000000015354 EFT000000015355 2021-06-08

Total EFT000000015355 EFT000000015358 2021-06-08 Total EFT000000015358 EFT000000015360 2021-06-08

Total EFT000000015360 EFT000000015361 2021-06-08 Total EFT000000015361 EFT000000015363 2021-06-08 Total EFT000000015363 EFT000000015365 2021-06-08

Total EFT000000015365 EFT000000015366 2021-06-08 Total EFT000000015366 EFT000000015369 2021-06-08

Total EFT000000015369 EFT000000015370 2021-06-08

Uniform Cleaning Supplies

MCNICHOLS CONSTRUCTION LTD 21/05/07-HINCHIN Excavator+Truck+Hoe Ram Rental 21/05/20-HINCHIN Excavator+Truck+Hoe Ram+Hi Hoe

Total EFT000000015370 EFT000000015371 2021-06-08 DA0008197578 Total EFT000000015371 EFT000000015373 2021-06-08

MICHELIN NORTH AMERICA CANADA INC Tire

Page 331 of 344 $10.16 $32.37 $234.38 $3,246.14 $3,246.14 $314.44 $314.44 $412.13 $412.13 $615.17 $615.17 $9,254.56 $9,254.56 $196.34 $3,861.85 $294.53 $4,352.72 $354.84 $172.99 $527.83 $413.76 $413.76 $122.11 $122.11 $244.22 $49.93 $49.93 $271.70 $271.70 $173.56 $283.88 $457.44 $7,606.56 $7,606.56 $1,882.56 $1,958.88 $3,841.44 $22,804.42 $19,660.03 $42,464.45 $638.21 $638.21

BRANDT 5005076

Total EFT000000015373 EFT000000015375 2021-06-08

Service + Repairs

$3,110.55 $3,110.55

PETRIE FORD 301801

Total EFT000000015375 EFT000000015376 2021-06-08

Relay Valve

$155.48 $155.48

Tri-Axle Rental

$6,141.23 $6,141.23

PLEASANT VIEW 12475

Total EFT000000015376 EFT000000015380 2021-06-08

PUROLATOR INC. 447567880

Total EFT000000015380 EFT000000015386 2021-06-08

Shipping from Joe Johnson

92019976

STRONGCO EQUIPMENT Pin

388110

SURGENOR TRUCK CENTRE Engine Fan Drive Assy

370494KI 370605KI 370607KI 370672KI

RUSH TRUCK CENTRES Tufftex + Arms + Adapter Plate Filters + Delo Glad Seal Assorted Parts

6083-646445 6083-646686 6083-646996 6083-647025

TOWN AND COUNTRY AUTO SUPPLY Flexilla Reusable End Battery Oil Lube

Total EFT000000015386 EFT000000015387 2021-06-08 Total EFT000000015387 EFT000000015388 2021-06-08

Total EFT000000015388 EFT000000015389 2021-06-08

Total EFT000000015389 EFT000000015392 2021-06-08

Page:

TROUSDALE’S HOME HARDWARE

$35.94 $35.94 $153.96 $153.96 $4,877.25 $4,877.25 $781.05 $290.14 $1.95 $328.05 $1,401.19 $24.32 $181.53 $109.03 $10.72 $325.60

System:

2021-06-09

User ID:

mfoster

1:36:27 PM

Township of South Frontenac CHEQUE DISTRIBUTION REPORT 235793

Total EFT000000015392 EFT000000015393 2021-06-08

Plumbing Parts

1000394956 1000394956 1000394956 1000394956 1000394956 1000394956

TROY LIFE & FIRE SAFETY LTD. Extinguisher Maintenance Extinguisher Maintenance Extinguisher Maintenance Extinguisher Maintenance Extinguisher Maintenance Extinguisher Maintenance

173-310665 173-310838 173-311158 173-311265 173-311935 173-311944 173-312046 173-312565

UNIVERSAL SUPPLY GROUP Parts 4X Bearing Kits + 4X Oil Seal AC Recovery System Flipper Valve + Tubing U Joint Assembly Hose Parts Grease Gun Lube + Clamps + Filter

101062616

VERONA HARDWARE LIMITED Tire Protectant

Total EFT000000015393 EFT000000015396 2021-06-08

Total EFT000000015396 EFT000000015398 2021-06-08 Total EFT000000015398

Total

Page:

Page 332 of 344 $101.75 $101.75 $82.64 $82.64 $82.64 $82.64 $82.64 $82.64 $495.84 $97.66 $74.41 $1,772.34 $72.74 $219.73 $291.52 $84.40 $423.37 $3,036.17 $43.31 $43.31

$171,786.29

3210 Brushing Cheque EFT000000015245

Date

Inv #

2021-05-18 24247788

Vendor

Description

BATTLEFIELD EQUIPMENT RENTALS Shaft/Gear Kit

Total EFT000000015245

Total Brushing

Amount $291.30 $291.30

$291.30

3215 Drainage Cheque EFT000000015241

Date

Inv #

2021-05-18

Vendor

Description

34346

BOULTON SEPTIC/LARMON’S Flagging

6-240796 6-240796

ARMTEC CANADA CULVERT Culverts + Couplers Culverts + Couplers

Total EFT000000015241 EFT000000015319 2021-06-08

Total EFT000000015319 EFT000000015350 2021-06-08

Amount $2,055.55 $2,055.55 $15,942.09 $15,942.08 $31,884.17

HUBB CAP 1024421 1024421

Culverts + Couplers Culverts + Couplers

Total EFT000000015350

Total Drainage

$15,784.56 $15,784.56 $31,569.12

$65,508.84

3310 Hardtop Patching Cheque EFT000000015334

Date

Inv #

2021-06-08 575323

Total EFT000000015334 EFT000000015394 2021-06-08

Vendor

Description

COCO PAVING INC HL2 58-28

Amount $116.45 $116.45

TW PATCHING 53762 53763

Patching Patching

Total EFT000000015394

Total Hardtop Patching

$6,800.11 $7,212.24 $14,012.35

$14,128.80

3415 dust layer Cheque EFT000000015372

Date

Inv #

2021-06-08 INV0082618 INV0082654 INV0082653 INV0082659 INV0082660

Vendor

Description

MORRIS CHEMICALS INCORPORATED Calcium Chloride Calcium Chloride Calcium Chloride Calcium Chloride Calcium Chloride

Total EFT000000015372

Total dust layer

Amount $5,585.75 $2,894.26 $2,988.87 $2,911.46 $5,365.50 $19,745.84

$19,745.84

3425 Gradng & Grvl resurf Cheque EFT000000015293

Date

Inv #

2021-05-18

Total EFT000000015307

Description

S-0068664 S-0068699 S-0068774 S-0068661

SWEET’S SAND & GRAVEL Gravel Gravel Gravel Gravel

134869 134872

WHITE’S WEARPARTS LTD 20X Grader Blades 15X Grader Blades + 15X Edges

Total EFT000000015293 EFT000000015307 2021-05-18

Total Gradng & Grvl resurf

Vendor

Amount $3,772.81 $2,150.83 $3,055.41 $3,561.72 $12,540.77 $2,848.26 $3,975.82 $6,824.08

$19,364.85

System:

2021-06-09

User ID:

mfoster

1:36:27 PM

Township of South Frontenac CHEQUE DISTRIBUTION REPORT

Page:

Page 333 of 344

3515 Stock Snd&Slt Cheque EFT000000015269

Date

Inv #

2021-05-18

Vendor

Description

HARTINGTON EQUIPMENT LIMITED Fuel for Rental

Amount

Total EFT000000015269

$111.73 $111.73

Total Stock Snd&Slt

$111.73

WO23541

3535 Surface Fldng Cheque EFT000000015336

Date

Inv #

2021-06-08

Vendor

Description

COMPTON PROPANE SOLUTIONS 100lb Propane

Amount

Total EFT000000015336

$441.28 $441.28

Total Surface Fldng

$441.28

33746

3601 Barricds & Sfty Matls Cheque EFT000000015245

Date

Inv #

2021-05-18

Vendor

Description

24245871

BATTLEFIELD EQUIPMENT RENTALS First Aid Kits

258963

COLLINS SAFETY INC. Glasses

259312

COLLINS SAFETY INC. 13X Hard Hats + Lens Tissues

Total EFT000000015245 EFT000000015254 2021-05-18 Total EFT000000015254 EFT000000015335 2021-06-08 Total EFT000000015335

Total Barricds & Sfty Matls

Amount $114.10 $114.10 $43.85 $43.85 $474.51 $474.51

$632.46

3615 Street signs Cheque EFT000000015290

Date

Inv #

2021-05-18

Vendor

Description

Amount

SIGNS PLUS

Total EFT000000015290

$189.99 $189.99

Total Street signs

$189.99

3252

Civic Blade + 6X Street Signs

3625 RR cross mnt Cheque EFT000000015326

Date

Inv #

2021-06-08 11130918

Vendor

Description

CANADIAN PACIFIC RAILWAY 21/05 Flasher Contract

Amount

Total EFT000000015326

$888.00 $888.00

Total RR cross mnt

$888.00

3630 Gd ps/rl mnt Cheque EFT000000015241

Date

Inv #

2021-05-18

Vendor

Description

BOULTON SEPTIC/LARMON’S Flagging

Amount

Total EFT000000015241

$1,210.94 $1,210.94

Total Gd ps/rl mnt

$1,210.94

34345

3650 Street Lights Cheque EFT000000015383

Date

Inv #

2021-06-08

Vendor

Description

Amount

R.W. ELECTRIC

Total EFT000000015383

$1,390.04 $1,390.04

Total Street Lights

$1,390.04

39406

21/04 Streetlight Repair

Total Trans

$298,777.79

40 Env 4110 Water Treat Cheque EFT000000015333

Date

Inv #

2021-06-08

Vendor

Description

CITY OF KINGSTON Q1 Meter Reading Q1 Operation + Maintenance

Amount

Total EFT000000015333

$474.49 $53,828.61 $54,303.10

Total Water Treat

$54,303.10

14268 14267

5000 SW mgmt Cheque EFT000000015359

Date

Inv #

2021-06-08 45754

Vendor

Description

INDEPENDENT TELEPHONE SERVICES Phone Set Up

Total EFT000000015359

Total SW mgmt

Amount $585.06 $585.06

$585.06

5105 Garb coll Cheque 071459

Date 2021-05-28

Inv #

Vendor

Description

SNIDER, THE ESTATE OF PERCY 21/05 COLLECTION 21/05 Collection

Amount $9,990.49

System:

2021-06-09

User ID:

mfoster

1:36:27 PM

Township of South Frontenac CHEQUE DISTRIBUTION REPORT 21/05 COLLECTION 21/05 COLLECTION 21/05 FUEL ADJ. 21/05 FUEL ADJ. 21/05 FUEL ADJ.

Total 071459 EFT000000015280

2021-05-18

21/05 Collection 21/05 Collection 21/05 Fuel Adj. 21/05 Fuel Adj. 21/05 Fuel Adj.

23188

MADDOCKS ENGINEERING 7X TyeDee Bins

235472

TROUSDALE’S HOME HARDWARE Screws+ Lumber for Tydee Bins

P36994

JOE JOHNSON EQUIPMENT INC. Switches + Harness

445956

RUSH TRUCK CENTRES Gasket+Filters + Trans Fluid

Total EFT000000015280 EFT000000015300 2021-05-18 Total EFT000000015300 EFT000000015361 2021-06-08 Total EFT000000015361 EFT000000015388 2021-06-08 Total EFT000000015388

Total Garb coll

Page:

Page 334 of 344 $22,938.40 $9,179.60 $123.90 $284.47 $113.84 $42,630.70 $11,401.06 $11,401.06 $106.80 $106.80 $642.67 $642.67 $755.21 $755.21

$55,536.44

5110 Gab disp Cheque 071450

Total 071450 EFT000000015242

Date

Inv #

2021-05-18

Description

21/04-15 21/04-16 21/04/16-09 21/04/29-18 21/04/29-19

SNIDER, THE ESTATE OF PERCY 21/04 Bin Rental 21/04 Bin Rental Portland Dump/Waste Portland Dump/Dozer Portland Dump/Waste

4065919 4065919 4065919

ABELL PEST CONTROL INC. 21/04 Pest Control 21/04 Pest Control 21/04 Pest Control

21231 21232 21367 21368 21369

JODY CAMPBELL’S SEPTIC SERVICE Portable Toilet Rental Portable Toilet Rental Portable Toilet Rental Portable Toilet Rental Portable Toilet Rental

235544

TROUSDALE’S HOME HARDWARE Duct Tape

30704-0639-6 30704-0639-6 30704-0639-6

WASTE MANAGEMENT OF CANADA CORP ICI Waste ICI Waste ICI Waste

812388

WHALEY, GEORGE 21/04 Landfill Maintenace

2021-05-18

Total EFT000000015242 EFT000000015271 2021-05-18

Total EFT000000015271 EFT000000015300 2021-05-18 Total EFT000000015300 EFT000000015304 2021-05-18

Total EFT000000015304 EFT000000015306 2021-05-18 Total EFT000000015306 EFT000000015312 2021-05-28

Vendor

WHALEY, GEORGE 21/05 DISPOSAL 21/05 Disposal

Total EFT000000015312 EFT000000015315 2021-06-08 A3451354

ABELL PEST CONTROL INC. 21/06 Pest Control

30727-0639-7 30727-0639-7 30727-0639-7

WASTE MANAGEMENT OF CANADA CORP ICI Waste ICI Waste ICI Waste

Total EFT000000015315 EFT000000015399 2021-06-08

Total EFT000000015399

Total Gab disp

Amount $76.32 $152.64 $356.16 $1,465.34 $1,246.56 $3,297.02 $58.81 $58.81 $58.81 $176.43 $117.02 $117.02 $117.02 $117.02 $117.02 $585.10 $20.34 $20.34 $2,947.80 $2,165.35 $928.57 $6,041.72 $6,410.88 $6,410.88 $1,935.80 $1,935.80 $111.21 $111.21 $2,843.40 $2,240.91 $881.83 $5,966.14

$24,544.64

5200 Recyc Cheque EFT000000015378

Date

Inv #

2021-06-08 115045

Vendor

Description

PRINTFUSION INC. 12,000 X Recycling Schedules

Total EFT000000015378

Total Recyc

Amount $1,218.77 $1,218.77

$1,218.77

5205 Recyc Coll Cheque 071459

Date 2021-05-28

Inv #

Vendor

Description

SNIDER, THE ESTATE OF PERCY 21/05 COLLECTION 21/05 Collection 21/05 COLLECTION 21/05 Collection 21/05 COLLECTION 21/05 Collection 21/05 FUEL ADJ. 21/05 Fuel Adj. 21/05 FUEL ADJ. 21/05 Fuel Adj. 21/05 FUEL ADJ. 21/05 Fuel Adj.

Total 071459

Total Recyc Coll

Amount $13,112.20 $22,938.40 $20,060.50 $162.61 $284.47 $248.78 $56,806.96

$56,806.96

5210 Rec Disp/Prc Cheque

Date

Inv #

Vendor

Description

Amount

System:

2021-06-09

User ID:

mfoster

071450 Total 071450 EFT000000015333

1:36:27 PM

Township of South Frontenac CHEQUE DISTRIBUTION REPORT

2021-05-18 21/04/29-17

SNIDER, THE ESTATE OF PERCY Dump Cardboard

16359 16359 16359 16359

CITY OF KINGSTON Q1 Solid Waste Billing Q1 Solid Waste Billing Q1 Solid Waste Billing Q1 Solid Waste Billing

2021-06-08

Page:

Page 335 of 344 $193.34 $193.34

Total EFT000000015333

-$37,918.50 $61,845.80 $850.00 $7,551.22 $32,328.52

Total Rec Disp/Prc

$32,521.86

5305 HHW Cheque EFT000000015248

Date

Inv #

2021-05-18 20210097

Vendor

Description

BRENDAR ENVIRONMENTAL INC. 21/04 HHW

Total EFT000000015248

Amount $5,367.91 $5,367.91

Total HHW

$5,367.91

Total Env

$230,884.74

70 Cem 7000 Health Cheque 071450

Date

Inv #

2021-05-18 21/04/26-13

Total 071450 EFT000000015310

2021-05-28

Vendor

Description

SNIDER, THE ESTATE OF PERCY Grass Cutting

D G YOUNGE CONCRETE BURIAL VAULTS 21/05 SERVICES 21/05 Cemetery Services

Total EFT000000015310 EFT000000015346 2021-06-08 3090 3090 3090 3113 3114 3114 3114

D G YOUNGE CONCRETE BURIAL VAULTS 21/03 Cemetery Services 21/03 Cemetery Services 21/03 Cemetery Services Cemetery Services 21/04 Cemetery Services 21/04 Cemetery Services 21/04 Cemetery Services

Total EFT000000015346

Amount $107.87 $107.87 $875.14 $875.14 $1,755.36 $1,399.20 $585.12 $432.48 $178.08 $1,043.04 $152.64 $5,545.92

Total Health

$6,528.93

Total Cem

$6,528.93

80 Rec 8000 Rec Cheque 071445 Total 071445 071450 Total 071450 071451 Total 071451 071462 Total 071462 EFT000000015260

Date

Inv #

2021-05-18

Vendor

2894

21/04/27-10

SNIDER, THE ESTATE OF PERCY Sweeping

2021-05-18

Master Plan Draw #2

JUEN 2/21

ROYAL LEPAGE PROALLIANCE REALTY BROKERAGE DEPOSIT

10302

D.MARTIN WELDING & FABRICATING Fabricate Bar for Dock

2021-05-18

Total EFT000000015260 EFT000000015263 2021-05-18

$814.08 $814.08 $213.70 $213.70 $6,751.78 $6,751.78 $5,000.00 $5,000.00 $86.19 $86.19

EVERTEMP INC 36108 36108

Total EFT000000015263 EFT000000015265 2021-05-18 74757 Total EFT000000015265 EFT000000015268 2021-05-18

Inspection+ Repairs Inspection+ Repairs THE FRONTENAC NEWS Activity Guide

$239.54 $239.54 $479.08 $8,140.80 $8,140.80

HAMBLY GROUP 21 033

Total EFT000000015268 EFT000000015286 2021-05-18

Site Inspection

21/04-GBPK 21/04-GBPK 21/04-LIB 21/04-LIB

R&D NELSON GENERAL MAINTENANCE 21/03+21/04 Gen. Maintenance 21/03+21/04 Gen. Maintenance 21/03+21/04 Gen. Maintenance 21/03+21/04 Gen. Maintenance

5080

WEMP & SMITH CONSTRUCTION LTD. Payment #3

Total EFT000000015286 EFT000000015305 2021-05-18

LEONARD, ELIZABETH 21/05 MAINTENANCE 21/05 Maintenance

Total EFT000000015309 EFT000000015383 2021-06-08

$457.92 $457.92 $119.06 $43.35 $1,611.88 $157.76 $1,932.05 $20,469.36 $20,469.36 $142.50 $142.50

R.W. ELECTRIC 39431

Total EFT000000015383

Amount

THINC DESIGN 20020-02

2021-06-02

Total EFT000000015305 EFT000000015309 2021-05-28

Description

BEST SAFETY TRAINING & CONSULTING H&S Training

Field Irrigation Repair

$2,311.22 $2,311.22

System:

2021-06-09

User ID:

mfoster

1:36:27 PM

EFT000000015384

Township of South Frontenac CHEQUE DISTRIBUTION REPORT

2021-06-08 SI005429

SELECT DOOR AND FRAME Door Lever

113149

TROUSDALE’S HOME HARDWARE Plumbing Parts

1000394956 1000394956 1000394956 1000394956 1000394956 1000394956 1000394956 1000394956

57662 57662 57662 57662

XCG CONSULTANTS LTD. Drinking Water Sampling Drinking Water Sampling Drinking Water Sampling Drinking Water Sampling

Total EFT000000015384 EFT000000015392 2021-06-08 Total EFT000000015392 EFT000000015393 2021-06-08

Total EFT000000015393 EFT000000015401 2021-06-08

Total EFT000000015401

Total Rec

Page:

Page 336 of 344 $62.38 $62.38 $26.53 $26.53 $82.64 $82.64 $82.64 $82.64 $82.63 $82.63 $82.64 $82.64 $661.10 $127.67 $127.67 $141.76 $127.67 $524.77

$48,073.46

8245 BCHC Cheque 071486

Date 2021-06-08

Inv #

Vendor

Description

TYENDINAGA PROPANE 2021 TANK RENTAL Propane Tank Rental

Amount

Total 071486

$66.14 $66.14

Total BCHC

$66.14

8405 Ver&Dis Hist Cheque EFT000000015368

Date

Inv #

2021-06-08

Vendor

Description

21/04/30-BILLS 21/04/30-BILLS 21/04/30-BILLS 21/04/30-BILLS

MCDOUGALL, JOHN BL#17 KAM Membership BL#26 Linseed Oil BL#18 File Folders+Box BL#18 Postage

92640 92639

TROUSDALE’S HOME HARDWARE BL#26 Corner Plate BL#26 4X Corner Plates +Screws

Total EFT000000015368 EFT000000015392 2021-06-08

Amount $45.79 $43.83 $27.98 $18.73 $136.33

Total EFT000000015392

$13.73 $98.50 $112.23

Total Ver&Dis Hist

$248.56

Total Rec

$48,388.16

90 Plan 9000 Plan Cheque EFT000000015249

Date

Inv #

2021-05-18

Vendor

Description

2021-3623

BUSINESS INTERIORS(ONTARIO)INC Desk

236273

DILLON CONSULTING Official Plan

21/05/11-33

ORMSBEE’S MERCANTILE Desert Tray

2364

TROUSDALE’S FOODLAND Coffee+ Sugar+ Cream

Total EFT000000015249 EFT000000015259 2021-05-18 Total EFT000000015259 EFT000000015374 2021-06-08 Total EFT000000015374 EFT000000015391 2021-06-08 Total EFT000000015391

Total Plan

Amount $488.30 $488.30 $2,308.87 $2,308.87 $35.00 $35.00 $45.26 $45.26

$2,877.43

9800 Dev Serv Cheque EFT000000015250

Date

Inv #

2021-05-18

Vendor

Description

Amount

CAMBIUM INC. 2020-32752

Prep of RMO Report

Total EFT000000015250

Total Dev Serv

$610.56 $610.56

$610.56

Total Plan

$3,487.99

99 9999 Cheque EFT000000015288

Date

Inv #

2021-05-18 652764 652765 652766 652767 652768 652770 652771

Vendor

Description

ROSEN ENERGY GROUP F 2165.10L GAS @.9730 F 5717.7L CLR @.8680 F 2523.8L MKD @.7350 P 1845.2L CLR @.8680 P 691.7L MKD @.7350 B 449.1L GAS @.9730 B 1842.6L CLR @.8680

Amount $2,338.47 $5,674.62 $2,163.20 $1,831.29 $592.87 $485.07 $1,828.72

System:

2021-06-09

User ID:

mfoster

1:36:27 PM

Township of South Frontenac CHEQUE DISTRIBUTION REPORT 652772

B 613.0L MKD @.7350

8375690 8375688 8375695 8375696 8375698 8375702

W.O. STINSON & SON LTD. F 738.50L GAS @.9460 F 539.3L GAS @.974 B 482.6L GAS @.974 B 834.60L CLR @.851 B 150.0L MKD @.708 B 1014.00L CLR @.851

16339

CITY OF KINGSTON Damage at KARC

8375703 8380476 8380603 8385110 8385111 8385114 8385115 8385116 8385117 8390246 8390247 8390248 8392042 8392043 8392044 8393587 8393588 8393589 8399613 8399614

W.O. STINSON & SON LTD. SUN 1450.00L CLR @.8470 F 1611.1L CLR @.8420 F 1100.00L MDK @.7040 F 1296.80L GAS @.9560 F 1511.30L CLR @.8540 B 800.00 L CLR @.8540 B 700.00 MKD @.7110 P 1229.00L CLR @.8640 P 1285.70L MKD @.7110 P 500.00L GAS@.9440 F 1000.60L CLR @.8450 F 950.20L MKD @.7020 F 1264.40L GAS @.9610 F 1168.40L CLR @.8550 F 1057.80L MKD @.7120 B 800.00L CLR @.8550 B 750.00L MKD @.7120 P 573.00L CLR @.8550 B 600.00L CLR @.8480 B 650.00L MKD @.7050

Total EFT000000015288 EFT000000015308 2021-05-18

Total EFT000000015308 EFT000000015333 2021-06-08 Total EFT000000015333 EFT000000015400 2021-06-08

Total EFT000000015400

Page:

Page 337 of 344 $525.41 $15,439.65 $777.34 $583.02 $521.72 $813.87 $124.45 $988.80 $3,809.20 $1,614.22 $1,614.22 $1,408.09 $1,556.34 $908.15 $1,378.22 $1,478.38 $782.58 $582.89 $1,214.73 $1,070.61 $525.29 $969.64 $782.53 $1,350.21 $1,144.14 $881.90 $783.39 $625.29 $561.10 $583.27 $537.29 $19,124.04

Total

$39,987.11

Total

$39,987.11

Total

$2,413,531.09

Page 338 of 344

REPORT TO COUNCIL RECREATION DEPARTMENT

AGENDA DATE:

June 15, 2021

SUBJECT:

27th Annual Battersea Pumpkin Festival

RECOMMENDATION: This report is for information only. BACKGROUND: As one of the longest standing events in South Frontenac, the Battersea Pumpkin Festival has rooted itself as a tradition in the community and as a significant contributor for cultural celebration. The Festival offers affordable family fun and draws visitors from South Frontenac and the surrounding region. In an average year (pre COVID-19) with ideal weather, the Pumpkin Festival sees attendance of 2000 people. Festival goals include providing an opportunity for community development, connection, and social cohesion; connecting consumers with local vendors and encouraging positive economic development; and to celebrate the harvest and the rural traditions of the community. In 2020, the Pumpkin Festival adapted its delivery model in response to the COVID-19 pandemic. Through the resourcefulness of the event coordinators, the four-week virtual event hosted on the Festival’s Facebook group was able to garner a total reach of over 28,200 views on over 30 unique content posts. With coordination support from South Frontenac Township staff, the Battersea Pumpkin Festival is well positioned to continue the success of the event and provide an opportunity to reconnect residents to their communities. The event directly aligns with South Frontenac’s 2019 – 2022 Strategic Plan, specifically the priority to “be a catalyst for the creation of vibrant, complete communities”. DISCUSSION/ANALYSIS: Lead by Amanda Pantrey, Festival Chair and the Township’s Program, Events & Education Coordinator, the organizing committee is adapting the 2021 Pumpkin Festival once again to meet public health measures in place due to COVID-19. Event planners are coordinating a hybrid event taking place October 2nd, 2021, and will feature the following in-person and virtual components: •

A walk-though festival at the Battersea Ball Field featuring passive event elements. This will include a vendor market with stalls for 40 local businesses and associations, live local music, giant pumpkin carving display/ guess the weight contest, photo/ selfie booths, an animal exhibit, and a Frontenac Society of Model Engineer education display/ demonstration.

•

At the exit point of the festival, families will receive a take home kit featuring the traditional interactive elements of the festival (i.e. cookies to decorate, a pumpkin to carve, kids crafts, etc.).

•

Families will be required to purchase tickets beforehand. Tickets will be available at local businesses; there will be a limited amount available. The amount of tickets available will be established closer to the event and will comply with provincial public safety measures at the time of the event. The tickets will specify a one-hour admission timeslot to avoid overcrowding and to

Natural, Vibrant and Growing – a Progressive Rural Leader

Page 339 of 344

REPORT TO COUNCIL RECREATION DEPARTMENT

ensure adherence to capacity limits. Admission and exit booth volunteers will ensure capacity limits are controlled. •

The Festival Committee is developing a dedicated website and will post content leading up to, during, and directly after the event. Content will focus on the traditional family entertainment elements that cannot take place onsite, and promotion of vendors and local businesses.

All components will comply with public health measures and have a safety plan in place. In the event that in-person gatherings are impossible, a contingency plan outlines a shift to an entirely a virtual delivery model. Event planners have an open dialogue established with KFL&A Public Health regarding the Pumpkin Festival and other local festival and events. FINANCIAL/STAFFING IMPLICATIONS: •

In-kind use of Battersea Ball Park from October 1st – 2nd, 2021 (value of $226.00)

•

In-kind usage of necessary equipment as available (road signs, blockades, etc.)

ATTACHMENTS: None Prepared by: Amanda Pantrey Program, Events & Education Coordinator Submitted/approved by: Tim Laprade Manager of Recreation and Frontenac Community Arena Approved by: Neil Carbone Chief Administrative Officer

Natural, Vibrant and Growing – a Progressive Rural Leader

Page 340 of 344

REPORT TO COUNCIL TREASURY DEPARTMENT

AGENDA DATE:

June 15th, 2021

SUBJECT:

2021 New Funding

RECOMMENDATION: This report is for information only. ANALYSIS/DISCUSSION: Below is a listing of new funding dollars received to date in 2021 along with a description of the purpose of funding and next steps. Safe Restart In January and March of 2021, the province announced additional allocations of $128,000 and $191,846 respectively would be provided to the Township. In total from 2020 and 2021, the Township will have received $957,246 in safe restart funding. An allocation of $548,370 was used in 2020 to cover costs such as lost revenues (penalties deferral and bank interest), staff absences, as well as equipment and materials in relation to COVID-19. The remaining allocation is being reviewed by staff and a further update will be provided to council at a later date. MAMP In 2020, the Township applied to the FCM Municipal Asset Management Program for funding in relation to updating our current asset management plan and software (Cartegraphe). On April 26th, 2021, we were advised that we were approved for funding in the amount of $50,000. Staff have had a meeting with the software provider to establish timelines on updating our Asset Management Software by the end fall 2021 after which staff will work on updating the current asset management plan and meeting the 2022 legislative requirements. OCLIF On March 29th, 2021, the province provided a final update on the Ontario Cannabis Legalization Implementation Fund. This program was announced in 2018 as an initiative over two years to help municipalities with the implementation costs of recreational cannabis legalization. The final allocation received in 2021 is $5,000. In total, the Township now has $ 42,533.30 in reserve. These funds are under review and have not been allocated to any projects. Federal Gas Tax In March 2021, the federal government announced it was providing a one-time top up to the Municipal Federal Gas Tax allocations for 2021. The top up is equivalent to the amount received in 2020 of $568,492. Through a Council resolution on May 18, 2021, this funding was allocated to the Battersea Road Reconstruction project. ATTACHMENTS: •

None

Prepared by:

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

Page 341 of 344

REPORT TO COUNCIL TREASURY DEPARTMENT

Louise Fragnito Director of Corporate Services & Treasurer Submitted/approved by: Neil Carbone Chief Administrative Officer

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

Page 342 of 344

June 6, 2021 To: Council and Staff of the Township of South Frontenac From: The SAVE THE BELLROCK MILL COMMITTEE of the South Frontenac Museum Society We were absolutely thrilled with Council’s decision to purchase the Bellrock Mill and its surrounding property. It was not an easy decision to make in these busy complicated times and we deeply appreciate the vision and trust that you have exhibited in returning this beautiful place to the citizens of South Frontenac. Turning the Mill into an historical destination will be a long-term process. Be assured that our Committee and the Museum Society have taken responsibility for working with you to protect and save what is possible of the Mill and for making the property safe for the public. This goal will be a part of our mission to celebrate the role of our Mills in the early economic life of our Township. Thank you to Council for the deliberations that resulted in this decision. Thank you to staff for their many hours spent in research and negotiation to make the purchase a reality. Yours most sincerely, John McDougall, President, South Frontenac Museum Society for the Save the Bellrock Mill Committee: John Angus, Bob Brown, Wilma Kenny, Virginia Lavin, John McDougall

Page 343 of 344 County of Frontenac 2069 Battersea Rd. Glenburnie, ON K0H 1S0 T: 613.548.9400 F: 613.548.8460 frontenaccounty.ca

May 25, 2021

CAO Carbone, As you may be aware, Frontenac County has undertaken the creation of a Destination Development Plan. A Destination Development Plan is a 5-10 year road map that aligns government, economic development, community and tourism priorities. The plan will address the interactions between visitors, the industry that serves them, the community that hosts them, and the environment to deliver a more sustainable and equitable year-round local economy. Ultimately, the Plan will be designed to protect and enhance the character of the destination, increase destination competitiveness and visitor spend and optimize the overall quality of life for residents. Earlier this year, we asked for you and your Council members to complete a destination diagnostic tool, the DestinationNEXT survey. As we prepare to review the results of this survey and chart out the next steps, we are forming a steering committee of multi-sectoral perspectives. Members of the Steering Committee will help oversee the project’s direction and ensure the Destination Development Plan is created with a broad base of community input and support. The time commitment is minimal, requiring four meetings over the course of the next 8-10 months, with the first meeting planned to take place in mid-June. Steering Committee Roles:   

Provide strategic guidance on the project Establish priorities for goals and initiatives Be a champion in the region for the Plan and implementation

As the township is an important partner in community development and tourism, I am writing today to seek a representative of the organization (staff or elected official) to participate in our steering committee. Please let me know as soon as possible who the volunteer will be, along with relevant contact information. In the meantime, updates on the Destination Plan development process will be shared regularly at engagefrontenac.ca/destinationplan

Thank you for your consideration,

Richard Allen, Manager of Economic Development (613) 548-9400 ext. 330

Page 344 of 344

TOWNSHIP OF SOUTH FRONTENAC BY-LAW 2021-35 A BY-LAW TO CONFIRM GENERALLY ALL ACTIONS AND PROCEEDINGS OF THE COUNCIL OF THE CORPORATION OF THE TOWNSHIP OF SOUTH FRONTENAC ON JUNE 15, 2021 Whereas Section 8 of the Municipal Act, S.O. 2001 c. 25 and amendments thereto provides that a municipality has the capacity, rights powers and privileges of a natural person for the purpose of exercising its authority under the Municipal Act of any other Act; and; Whereas Subsection 2 of Section 11 of the Municipal Act S.O. 2001, c. 25 and amendments thereto provides that a lower-tier municipality and an upper-tier municipality may pass by-laws respecting matters within the spheres of the jurisdiction described in the Table to Subsection 2,subject to certain provisions, and; Whereas Section 5 of the Municipal Act, S.O 2001 c. 25 and amendments thereto provides that a municipal power, including a municipality’s capacity, rights, powers and privileges under Section 8 shall be exercised by its council and by by-law unless the municipality is specifically authorized to do otherwise, and Whereas the Council of the Township of South Frontenac deems it expedient to confirm its actions and proceedings; NOW THEREFORE BE IT RESOLVED THAT THE COUNCIL CORPORATION OF THE TOWNSHIP OF SOUTH FRONTENAC, HEREBY ENACTS AS FOLLOWS: 1.

The all actions and proceedings of the Council of the Corporation of the Township of South Frontenac taken at its regular meeting held on June 15, 2021 be confirmed as actions for which the municipality has the capacity, rights, powers and privileges of a natural person.

That all actions and proceedings of the Council of the Corporation of the Township of South Frontenac held June 15, 2021 be confirmed as being matters within the spheres of jurisdiction described in Subsection 2 of Section 11 of the Municipal Act, S.O. 2001, c.25 and amendments thereto.

That all actions and proceedings of the Council of the Corporation of the Township of South Frontenac taken at its regular meeting held on June 15, 2021 except those taken by by-law and those required by bylaw to be done by resolution are hereby sanctioned, ratified and confirmed as though set out within and forming part of this by-law.

Execution by the Mayor and the Clerk of all Deeds, Instruments and other Documents necessary to give effect to any such Resolution, Motion or other action and the affixing of the Corporate Seal to any such Deed, Instruments or other Documents is hereby authorized and confirmed.

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

Read a first and second time this 15 day of June, 2021. Read a third time and finally passed this 15 day of June, 2021. THE CORPORATION OF THE TOWNSHIP OF SOUTH FRONTENAC

Ron Vandewal, Mayor

Angela Maddocks, Clerk

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