Council - 19 Nov 2019 - Agenda — North Frontenac News Media

Published November 19, 2019

Word Count 39950 words

Reading Time 188 min read

Body: Council Type: Agenda Meeting: Regular Date: November 19, 2019 Collection: Council Agendas Municipality: South Frontenac

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Document Text

Page 1 of 152

TOWNSHIP OF SOUTH FRONTENAC COUNCIL MEETING AGENDA

TIME: DATE: PLACE:

7:00 PM, Tuesday, November 19, 2019 Council Chambers.

Call to Order

Resolution

Declaration of pecuniary interest and the general nature thereof

Approval of Agenda

Resolution

Scheduled Closed Session - not applicable

Recess- not applicable

Delegations - not applicable

Public Meeting

Open Public Meeting (resolution)

Rezoning Application Z-19-12-B - Concession 4, Part Lot 1, 220 Abrams Lane

Close Public Meeting (resolution)

Approval of Minutes

November 5, 2019 Council Meeting

Business Arising from the Minutes

Notice of Motion - Ontario by Bike Publication

Reports Requiring Action

Parking and Traffic Restrictions (See By-law 2019-63)

Proposed Speed Reduction on Snider Road ( See By-law 2019-64)

Close and Transfer of Portions of Road Allowance - RC-19-05 McDonald, RC-19-06 Lansdell (See By-laws 2019-65 and 2019-66)

17 - 23

Emergency Management Program and Emergency Response Plan (See By-law 2019-68)

24 - 55

3-7

8 - 12

13 - 14

Page 2 of 152

Municipal Modernization Program

Insurance Renewal Extension

January 2020 Council Meeting Schedule

Committee Meeting Minutes - not applicable

By-laws

By-law 2019-63 - Parking and Traffic Restrictions - Devil Lake Causeway

59 - 60

By-law 2019-64 - Lower speed limit on Snider Road

61 - 62

By-law 2019-65 - McDonald Road Closing -3742 Fairgrounds Rd

By-law 2019-66 - Lansdell Road Closing - 6449 Road 38

By-law 2019-68 - Emergency Management Program and Emergency Response Plan

Reports for Information

Fire Prevention Week Activities - October 6 -12, 2019

68 - 70

Accounts Payable and Payroll Listing

71 - 82

Information Items

Marg Isbestor,Mayor, Town of Greater Napanee, re: Support for Indoor Aquatic Facility

83 150

Marcia Wallace, Assistant Deputy Minister, Ministry of Municipal Affairs and Housing, re: Municipal Modernization Program - Intake 1

151

Notice of Motions

Announcements/Statements by Councillors

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

Closed Session (if requested)

Confirmatory By-law

By-law 2019-69

Adjournment

65 - 67

152

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Report to Council Development Services - Planning Public Meeting Report – Zoning Bylaw Amendment Report Date:

November 13, 2019

Application No:

Z-19-12-B

Owner:

Robert Abrams

Location of Property:

Part Lot 1, Concession 4, Being Parts 6 & 7 on Plan 13R19636, District of Bedford, Township of South Frontenac, municipally known as 220 Abrams Lane, Desert Lake Purpose of Application: Rezone land from Rural (RU) Zone, to the Limited Services Residential – Waterfront (RLSW) Zone as a condition of consent application S-19-19-B for a lot addition Date of Public Meeting: November 19, 2019

Recommendation It is recommended that South Frontenac Council receive comments from the public and pending comments received to direct staff to prepare a bylaw to Rezone the severed lands from Rural (RU) Zone to the Limited Services Residential – Waterfront (RLSW) Zone as a condition of consent application S-19-19-B.

Proposal An application has been submitted to amend the Township of South Frontenac Comprehensive Zoning Bylaw 2003-75 to rezone the subject property owned by Robert Adams for the severed lands to be merged with the lands owned by Jan Maika at 42A Windy Bay Lane from Rural (RU) Zone to Limited Services Residential – Waterfront (RLSW) Zone as a condition of a consent application S-1919-B. The rezoning is required in order to fulfill condition 9 of the consent application for the benefitting lands to one consistent zone to recognize the enlarged property as one consistent zone. The consent application was processed by the Township in October 2018. The benefitting lands are located in the Limited Services Residential – Waterfront (RLSW) Zone. Under the Planning Act, a public meeting is required to be held to receive comments from citizens on the proposed rezoning. With the information presented, planning staff are recommending that Council receive comments but defer passing a bylaw until a later Council meeting to allow staff to incorporate comments received. The property at 42A Windy Bay Lane is a small residential waterfront property on Desert Lake with a cottage close to the waterfront. The property owner of 42A Windy Bay Lane presently travels over a portion of the property at 220 Abrams Lane. With the lot addition, the lot will be enlarged and the existing access will be formalized. The lands to be merged are vacant, rocky and heavily treed and comprise a portion of lands that are not presently used by 220 Abrams Lane which is part of a larger land holdings that contain an existing campground.

Background The subject property has received provisional consent approval for application S-19-19-B for a lot addition from an existing property at Part Lot 1, Concession 4, Being Parts 6 & 7 on Plan 13R19636, District of Bedford, Township of South Frontenac, municipally known as 220 Abrams Lane, Desert Lake. The severed lands consist of approximately 0.69 hectares (1.7 acres) of land with 6 metres (19.7 ft.) water frontage and 6 metres of frontage on Windy Bay Lane to a developed lot municipally known as 42A Windy Bay Lane. The total lot size will be 0.83 hectares (2.05 acres) once the severance is finalized. The retained lands consist of approximately 26.71 hectares (66 acres) with approximately 886 metres of frontage along Dessert Lake and lane frontage of 532 metres (1,745 ft.). The lands will remain in the Rural (RU) Zone and the site specific Recreational Resort Commercial (RRC-46) Zone. No further development is proposed for the benefitting lands. 1

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Report to Council Development Services - Planning

The proposed zoning by-law amendment will bring the benefitting lands into compliance with the current provisions for waterfront residential lots. Provincial Policy Statement (2014) The 2014 Provincial Policy Statement (PPS) provides direction on matters of Provincial interest related to land use planning and development. 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. When assessing consent applications on rural lands, planning authorities must comply with Section 1.1.5.1 of the PPS; this section requires application of relevant policy of Section 1: Building Healthy Communities, Section 2: Wise Use and Management of Recourses, and Section 3: Protecting Public Health and Safety by the approval authority. Section 1: Building Healthy Communities of the PPS promotes the building of strong, healthy communities and includes policies about avoiding development and land use patterns which may cause environmental or public health and safety concerns. Section 1.1.5.2 of the PPS permits limited residential development on rural lands and Section 1.1.5.4 promotes development that is compatible with the rural landscape and can be sustained by rural service levels. The lot addition increases the benefitting lands which consists of 0.14 hectares (0.35 acres), to create a lot that meets the waterfront residential zone provisions in the Township’s Zoning Bylaw. Section 2: Wise Use and Management of Resources of the PPS contains policies that encourage the protection of natural heritage, water, agricultural, mineral and cultural heritage and archaeological resources for their economic, environmental and social benefits. The benefitting lands are developed with an existing cottage and out buildings. The additional lands will create a buffer from neighbouring properties and enlarge the lands to recognize the location of the existing access. Section 3: Protecting Public Health and Safety directs development away from areas of natural or human-made hazards where there is an unacceptable risk to public health or safety or of property damage. The application was not circulated to the Cataraqui Region Conservation Authority as the lands to be merged with 42A Windy Bay Lane will be maintained under the present RLSW Zone. County of Frontenac Official Plan, 2016 The County of Frontenac Official Plan is a framework for guiding development in the County through the management and protection of the natural environment and by providing direction and influence on growth patterns. It is focused on the six themes of economic sustainability, growth management, community building, housing and social services, heritage and culture, and environmental sustainability. Section 3.3 Rural Lands provides policies for all lands outside of the settlement areas. The Plan recognizes that rural lands are used as an alternative location for those preferring a rural lifestyle. The consent application increases the size of the befitting lands to bring the lands into compliance with the Township’s Official Plan. Township of South Frontenac Official Plan, 2003 The subject property and benefitting lands are designated as Rural in the Township of South Frontenac Official Plan. Policies of the Rural designation speak to permitting development that is consistent with maintaining the Township’s rural, natural heritage, and cultural landscape. Section 5.7.4 Rural Residential Policies permit limited non-agricultural development within the Rural area. The enlarged parcel will bring the benefitting lands into conformity with the policies for lot sizes for rural residential uses. The retained lot continues to comply with the existing zoning. Township of South Frontenac Zoning Bylaw The subject property is located in the Rural (RU) Zone and the site specific Recreational Resort Commercial (RRC-46) Zone in the Township Zoning Bylaw. The portion of lands to be merged with the property at 42A Windy Bay Lane are located in the Rural (RU) Zone. The intent of the Rural 2

Page 5 of 152

Report to Council Development Services - Planning zoning is to permit a variety of uses including agricultural and residential. The benefitting lands are zoned Limited Services Residential – Waterfront (RLSW) in the Township Zoning Bylaw. The lot addition will increase the size of the benefitting lands to come into compliance with the zoning provisions. One zone is proposed to ensure consistency of permitted uses across the subject property.

Agency Analysis and Comments Public Services Department – The application was not required to be circulated to Public Services as the existing entrance will be maintained at 42A Windy Bay Lane which is a private lane not maintained by the Township. KFL&A Public Health – The application was not required to be circulated to the Health Unit as the existing septic system will not be impacted and the existing septic system will be maintained. Cataraqui Region Conservation Authority – The application was not circulated to the Conservation Authority given the nature of the request that an existing undersized lot will be enlarged and that the remaining land holdings will consist of 66 acres. No development is proposed as a result of this application. Public Comments – No comments have been received from the public to date. Submitted by: Trudy Gravel, CPT, AMCT, Planner, Township of South Frontenac Approved by: Claire Dodds, MCIP, RPP, Director of Development Services, Township of South Frontenac Date of Site Visit: September 26, 2019 Attachments:

Draft Zoning By-law & Mapping

Page 6 of 152

TOWNSHIP OF SOUTH FRONTENAC BY-LAW NUMBER 2019-XX Being a by-law to amend By-law Number 2003-75, as amended, to rezone land from Rural (RU) Zone to the Limited Services Residential – Waterfront (RLSW) Zone, Part Lot 1, Concession 4, Being Parts 6 & 7 on Plan 13R19636, District of Bedford, Township of South Frontenac: Abrams (Maika)

WHEREAS pursuant to the provisions of the 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 by its Council, hereby enacts as follows: 1.

This by-law shall apply to the severed lands being a lot addition created through consent application S-19-19-B for lands at 42A Windy Bay Lane. The lands are located in Part Lot 1, Concession 4, Being Parts 6 & 7 on Plan 13R19636, District of Bedford, Township of South Frontenac municipally known as 220 Abrams Lane.

THAT Schedule “D”, to Zoning By-law Number 2003-75 as amended, is hereby further amended by changing the zoning from Rural (RU) Zone, to the Limited Services Residential – Waterfront (RLSW) Zone for those lands shown on the attached map designated as 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 XXth day of XX, 2019. Read a first and second time this XXst day of XX, 2019. Read a third time and finally passed this XXth day of XX, 2019. THE CORPORATION OF THE TOWNSHIP OF SOUTH FRONTENAC

Ron Vandewal, Mayor

Angela Maddocks, Clerk

Page 7 of 152 Schedule 1

This is Schedule “1” to By-law No. 2019-XX Passed this XXth day of XX, 2019 MAYOR________________________________________________ CLERK____________________________________________ ____

Page 8 of 152 Minutes of Council November, 5, 2019 Time: 6:00 PM Location: Council Chambers

Meeting # 29 Present: Mayor Ron Vandewal, Pat Barr, Doug Morey, Alan Revill, Norm Roberts, Randy Ruttan, Ron Sleeth, Ross Sutherland Staff: Neil Carbone, Chief Administrative Officer, Angela Maddocks, Clerk, Claire Dodds, Director of Development Services, Mark Segsworth, Director of Public Services, Louise Fragnito, Director of Corporate Services, Darcy Knott, Fire Chief, Jillian McCormick, HR/Legislative Compliance (for Closed Session portion only) 1.

Call to Order

Resolution Resolution No. 2019-29-01 Moved by Deputy Mayor Sleeth Seconded by Councillor Morey That the Council meeting of November 5, 2019 be called to order at 6:00 p.m. Carried

Declaration of pecuniary interest and the general nature thereof

There were no declarations.

Approval of Agenda

Resolution Resolution No. 2019-29-02 Moved by Deputy Mayor Sleeth Seconded by Councillor Morey That the agenda for the November 5, 2019 Council meeting be approved as presented. Carried

Scheduled Closed Session

As permitted by the Municipal Act, Section 239.2, (d) Council will move into closed session to discuss labour relations and employee negotiations. Resolution No. 2019-29-03 Moved by Deputy Mayor Sleeth Seconded by Councillor Morey That Council move into closed session as permitted by the Municipal Act, Section 239.2 (d) to discuss labour relations and employee negotiations. Carried

Employee Negotiations and Labour Relations

Resolution

Page 9 of 152 Minutes of Council November, 5, 2019 Resolution No. 2019-29-04 Moved by Councillor Revill Seconded by Councillor Ruttan That Council move out of closed session. Carried 5.

Rise & Report

Resolution Mayor Vandewal stated that Council truly appreciated the great staff employed at South Frontenac. Resolution No. 2019-29-05 Moved by Deputy Mayor Sleeth Seconded by Councillor Morey That Council approve the updated Non-union Salary Grid including revised banding and pay equity adjustments, attached to this report as Schedule “A”; and, That Staff be directed to implement the updated Salary grid effective Monday, November 4, 2019. Carried

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

Delegations - 2020 Budget

Sharron Brown, Staff Sergeant, Frontenac OPP and David Townsend on behalf of the S.A.L.T. Initiative Sharron Brown provided an overview of the “Seniors and Law Enforcement Together” initiative including funding partners, meeting schedule, participation numbers and topics offered for seniors. There is growing interest in the program and they are requesting continued funding for this program in the 2020 township budget.

Bob Clinton and Robert Charest on behalf of South Frontenac Rides Committee Bob Clinton and Robert Charest attended on behalf of the South Frontenac Rides Committee requesting assistance in having the County financially support the inclusion of the the K & P and the Cataraqui Trail in the “Ontario By Bike” publication. These trails are a valuable asset for residents and draws many tourists into the area and having . The South Frontenac Rides Committee would like to have hardcopy maps of the cycling trails throughout the region. While the committee is anxious to move forward with the mapping project, they have not had an opportunity to speak with Richard Allen at the County about funding the submission in the “Ontario By Bike” publication so that the trails within Frontenac County are identified There was no direct request for funding from the township, rather a request to support the County fund the publication through their economic development budget.

Karl Hammer on behalf of South Frontenac Stocksport Club Karl Hammer provided an overview of the ice stock sport, club membership and a vision for a facility in South Frontenac; there is an allocation of $100,000 in the 2020 Recreation Capital Budget. He outlined the benefits to having a facility unique to the sport but that could be used for a skating rink, shinny and

Page 2 of 5

Page 10 of 152 Minutes of Council November, 5, 2019 carnival activities from late fall to early spring. He outlined the Canadian competitions, the America Cup and international competitions that the South Frontenac Club have been involved. He suggested that the proposal for an ice stock pad aligns with Township Strategic Plan and suggested that naming rights could be a part of the fundraising aspect. The South Frontenac Ice Stock Club would like to apply to host the American’s Cup; deadline for submission is March 2020. Mr Hammer speculated that hosting such an event would bring in 100 to 125 visitors to South Frontenac with economic spin off for local businesses. Council expressed concerns about the costs for the ice stock pad and requested copies of the estimates for the work. There is a estimation tool available that will assist in getting a sense of the economic impact for hosting an event that the CAO agreed to look into. This will be included in the budget deliberations to be held on November 7. 8.

Public Meeting - not applicable

Approval of Minutes

October 8, 2019 Committee of the Whole Resolution No. 2019-29-06 Moved by Councillor Ruttan Seconded by Councillor Revill That the minutes of the October 8, 2019 Committee of the Whole meeting be approved. Carried

October 15, 2019 Council Resolution No. 2019-29-07 Moved by Councillor Revill Seconded by Councillor Ruttan That the October 15, 2019 Council meeting be approved. Carried

Business Arising from the Minutes - not applicable

Reports Requiring Action

Acting CAO Policy Resolution No. 2019-29-08 Moved by Councillor Roberts Seconded by Councillor Barr That Council approves the Delegation of CAO Duties Policy as attached to the CAO’s Report as Schedule “A” dated November 5, 2019. Carried

Land Donation - Bedford Road Resolution No. 2019-29-09 Moved by Councillor Barr Seconded by Councillor Roberts That Council direct staff to initiate the process of acquiring donated land identified as Lot 6, Concession 6, 4817 Bedford Road, subject to the terms outlined in this report. Carried

Page 3 of 5

Page 11 of 152 Minutes of Council November, 5, 2019 12.

Committee Meeting Minutes

Public Services Committee meeting held September 19, 2019 Councillor Sutherland inquired about the timeline for the community engagement initiative for the Sydenham Water that had been identified at the February meeting.

Bellrock Hall Committee meeting held September 19, 2019

South Frontenac Rides Committee meeting held September 23, 2019

Harrowsmith Beautification Committee meeting held September 26, 2019

Development Services Committee meeting held September 30, 2019 Resolution No. 2019-29-10 Moved by Councillor Barr Seconded by Councillor Roberts That Council receives for information the minutes of the following committee meetings: • Public Services Committee meeting held September 19, 2019 • Bellrock Hall Committee meeting of September 19, 2019 • South Frontenac Rides Committee meeting of September 23, 2019 • Harrowsmith Beautification Committee meeting of September 26, 2019 • Development Services Committee meeting held September 30, 2019 Carried

By-laws - not applicable

Reports for Information

3rd Quarter 2019 Update - Fire and Emergency Services

Accounts Payable and Payroll Listing

2020 Draft Budget (for Special Committee of the Whole Mtg on November 7)

Information Items

South Frontenac Stocksport Club - Presentation from October 15, 2019 Council meeting

Thank You from Lakes and Trails Organizing Committee

Thank You to Fire Services from M. Jeane Davis

Notice of Motions

Councillor Sutherland served a notice of motion that Council requests that the County of Frontenac fund the advertising of trails in the “Ontario By Bike” publication.

Announcements/Statements by Councillors

Mayor Vandewal noted the “New Recruit Celebration” for the 25 new volunteer firefighting recruits on November 27 at Station 6. He commended them for the extensive training they have had to undertake to get to this point.

Page 4 of 5

Page 12 of 152 Minutes of Council November, 5, 2019 18.

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

There were no questions from those in attendance.

Closed Session - not applicable

Confirmatory By-law

By-law 2019-62 Resolution No. 2019-29-11 Moved by Councillor Barr Seconded by Councillor Sutherland That By-law 2019-62, being a by-law to confirm generally previous actions of the Council of the Township of South Frontenac, be given first and second reading this 5 day of November 2019. Carried Resolution No. 2019-29-12 Moved by Councillor Sutherland Seconded by Councillor Barr That By-law 2019-62 being the confirmatory by-law, be given third reading, signed and sealed this 5 day of November, 2019. Carried

Adjournment

Resolution Resolution No. 2019-29-13 Moved by Councillor Barr Seconded by Councillor Sutherland That the Council meeting of November 5, 2019 be adjourned at 8:35 p.m. Carried

Ron Vandewal, Mayor

Angela Maddocks, Clerk

Page 5 of 5

Page 13 of 152

REPORT TO COUNCIL CLERKS DEPARTMENT

AGENDA DATE: November 19, 2019 SUBJECT:

Notice of Motion – Ontario By Bike Publication – South Frontenac Rides Request

RECOMMENDATION That Council petition the County of Frontenac to fund the Ontario By Bike 2020 publication to promote the great trails throughout Frontenac County that currently are not identified as part of the Eastern Ontario bike trails.

BACKGROUND Council’s Procedural By-law 2017-76 establishes the process for Notice of Motion. At the Council Meeting on November 5, 2019, a presentation and request was made by Bob Clinton and Robert Charest to ensure the promotion of trails within the County of Frontenac as they were not identified in the 2019 Ontario By Bike magazine. Councillor Sutherland served a notice of motion that Council petition the County of Frontenac to fund the 2020 publication of the Ontario By Bike so that the entire County can receive the economic benefit and recognition of the beautiful trail systems that exists in the Frontenac’s. A notice of motion requires a seconder at the next regular Council meeting. If seconded, the motion is debated and voted on. A link to the entire Ontario By Bike 2019 edition can be found using the link below: http://www.transportationoptions.org/uploads/8/7/2/0/8720033/cio2019-eng.pdf

ATTACHMENTS Page 27 of the 2019 Ontario By Bike publication. Submitted/approved by: Angela Maddocks Clerk

Our strength is our community.

Page 14 of 152 ‘Recreational Cyclist

1 Mountain Biker

EASTERN ONTARIO NORTHUNBEBUNDCOUNTY Campingisbetterwithbikes and can easily be enjoyed at Ferns Provincial Park, on the shores of the Trent River. Ride

acrossthe spectacularRaineyGorge Suspension Bridge and connect to

the crushedstoneGreatTrailheading westtowardsHastings.Cutthrough the hills of Northumberland on this

picturesquerail trail. The20kmride to Hastings makes a perfect morning out and destination for lunch on a

patio overlooking the Trent River and Lock 18 on the Trent Severn

Waterway. Ride back to Campbellford and enjoy local craft beer and music at the Church Pub & Grmdhouse

or stopin attheWorld’sFinest Chocolate outlet for treats. Enter

More suited to novice and

CampbeUfordin searchat:

intermediate riders, the trails

thegreattraiL ca/explore-the-map

in Ken Reid Conservation Area are

just a 5kmride northfrom Lindsay Trent River Truckin’ is a

along the Victoria Rail TraU. Less

63km looped route on paved roads and one offive signedcycling

technicalandrelatively flat, the 10kmtrail networkhasmanyrest

routes on the Northumberland

Cycling Adventures Map. Start out of the artisan village ofWarkworth and quickly embrace the scenic countryside ride to Campbellford.

North oftown, enjoyviewsfrom the eastern shoreline of the Trent

THE PACTS

FAVOURITE POSTRIDE

TREAT 36% Beer

River as the route transitionsback

into rural ridingbeforemaking a final crossingofthe Trent River

33% Ice Cream

in KeUers.

northumberlcoidtourism.cojn/cycling

KAW1RTHALAKES Coffee

destination for some

spectacular lakeside riding, following mapped routes and a selection of secondary roads

intersectingthe Trent Severn Waterwayandlock stations across Kawarthas Lakes. The

Bexley Ramble is a 70km route

andcanbe pairedwiththe 67km

an areaalsoweUknownfor birding.

Water, Hot

Chocolate)

stop m at the cafe in McCracken’s

PETERBOROUBH&THEKAWiRTHiS

andCampgroundbeforeriding

Designatedas a bicycle friendlybusinessarea, downtownPeterboroughis a perfect destinationfor your next 17kmloop onpavedandunpaved paths starts out from Silver Bean Cafe on the shores of Little Lake. Cross the converted raU bridge Rotary Greenway Trail. Ride

Other

offfrom Millennium Park quiddy cormectingto windingroadswith fewercars,a routepopularwith localcyclists.Fora mid-ridebreak,

bitly/kenreid

and quicklyconnectto thepaved (e. g. Fruit,

Peterborough, As with each of the region’s three signed routes, start

Landing,whichhangsovertheStony Lakewaterfront.Buddingtouring riders canpacktheirpanniers and

bike holiday, A family friendly Baked Goods

Make BalsamLakeyour

areas andwaterfeatureslaid out on the southern arm of Sturgeon Lake,

ExploreCottageCountry on this 100kmloopnorth of

north to Trent Universitybefore dismountingto crossthe Otonabee

overnight at the Warsaw Caves back to town.

thekawartkas.ca/cycling

HALIBURTONNIBHLANDS Themostchallengingroadroute in the Haliburtonarea is what we like to callthe Haliburton Highlands South Loop. Mapped as

route 1’ onthe CydetheHaliburton HighlandsMap,this 107kmloop passesthroughHalitourton,ToryHill, Gooderham, Kinmount and LodUtn,

River at Nassau Mills Road. Kids

andhasa roughly900melevation

wiUlove a stop at the Riverview Zoo beforepedallingthe Parkway Trail southto JacksonPark. Back

gain with a steepest grade of 7%.

Garden Ramble to the west for

on city streets, ride or walk the last fewblocks back to MUIeniumPark

a greater exploration ofthe area.

for ice cream.

bit. ly/cyclinginkawarthalakes

tkekawarthas.ca/cycling

tf tackled dockwise, the route flattens

outafterthefirst2Skm. Challenge yourself on the 40km stretch between

ToryHill andKinmount,a perfect speed segment on a freshly paved roadwithpavedshouldersmostof

ONTARIOBYBIKE. CA/CYCLING IN ONTARIO 2019

Page 15 of 152

REPORT TO COUNCIL PUBLIC SERVICES DEPARTMENT

AGENDA DATE:

November 19th, 2019

SUBJECT:

Parking and Traffic Restrictions

RECOMMENDATION: That Council approve By-law 2019-63, to amend Parking Restrictions at Devil Lake on Perth Road. BACKGROUND: A report was presented to council in 2018 and a by-law was passed restricting parking for a length of 150m on both sides of the road at the Devil Lake Culvert on Perth Road. Public works has received several requests for an extension of these parking restrictions. Council also heard a delegation from area residents about the need to prohibit parking at this location. The extension of the No Parking Zone will aid in an overall increase in safety to the public. ATTACHMENTS: See By-law 2019-63 Submitted/approved by:

Prepared by:

Mark Segsworth, P. Eng. Public Works Manager

David Holliday Area Supervisor

Our strength is our community.

Page 16 of 152

REPORT TO COUNCIL PUBLIC SERVICES DEPARTMENT

AGENDA DATE:

November 19th, 2019

SUBJECT:

Proposed Speed Reduction on Snider Road

RECOMMENDATION: That Council approve By-law 2019-64 to amend By-law 2000-01 to regulate traffic, parking and stopping on Township Highways and Bridges, by including Schedule A47. BACKGROUND: Request for reduced speed limits are received, complete with petition from a majority of residents affected, on an ad-hoc basis and reviewed on a seasonal basis. This year only Snider Road was submitted inclusive of the Petition. Under the Highway Traffic Act the current speed limit is 50 km/h by default in built up areas and 80 km/h elsewhere. Snider Road has been reviewed incorporating the council endorsed TAC Automated Speed Limit Guidelines analysis tool. The result of this analysis was the recommendation for a speed limit reduction to 60 km/h for the entire length of Snider Road. FINANCIAL/STAFFING IMPLICATIONS: Sufficient funds exist within the 2019 Operating budget for the purchase of the required Regulation Signage. Submitted/approved by:

Prepared by:

Mark Segsworth, P. Eng. Public Works Manager

David Holliday, CET Area Supervisor

Our strength is our community.

Page 17 of 152

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

November 14, 2019 November 19, 2019

SUBJECT:

By-law to Stop Up, Close and Transfer Ownership of a Portion of Road Allowance RC-19-05 Gary & Lucille McDonald 3742 Fair Grounds Road, Inverary, Plan 24 Pt Lot 50 Pt Lot 51, District of Storrington, Township of South Frontenac

RC-19-06 Lansdell (Estate of Irene Belle Lansdell) 6449 Highway 38, Pt Lot 10, Concession 10, Pt 1, RP13R1459, District of Portland, Township of South Frontenac

RECOMMENDATION Council pass the attached By-law 2019-65 and By-law 2019-66 to stop up, close and transfer ownership of a portion of an unopened road allowance adjacent to the property at 3742 Fair Grounds Road (RC-19-05) and an unopened road allowance adjacent to the property addressed as 6449 Highway 38 (RC-19-06).

BACKGROUND RC-19-05 Gary & Lucille McDonald An application was submitted by the McDonalds to Development Services Department to stop up and close a portion of unopened road allowance at the north side of the property at 3742 Fair Grounds Road and an approximately 20 foot strip of the road allowance to the west of the subject property to be closed and sold to the McDonalds. The unopened road allowance located between 3738 and 3742 Fair Grounds Road contains an existing pathway on the unopened road allowance that provides access and entrance to the Ken Garrett Memorial Park. Planning and Public Services staff had indicated that they were not in support of closing a portion of the unopened road allowance for the lands that provide access to the Ken Garrett Park. This proposal came before Council for consideration at the September 3, 2019 Council Meeting and a Public Meeting was held on October 15, 2019. Council were supportive of providing approval in principle to the McDonald’s to stop up and close a portion of unopened road allowance at the north side of their property in Inverary, but not the approximately 20 foot strip of the road allowance to the west of the subject property which provides access to Ken Garrett Memorial Park. The by-law to stop up, close and transfer ownership of the unopened road allowance to the McDonalds has been drafted consistent with the direction of Council and is recommended to be approved. Prior to the registration of the transfer Mr. McDonald will pay $8,764.50 based on 166 foot long portion of the road allowance x 0.80 per square feet for the purchase of the road allowance. The McDonalds have had the survey prepared and the survey was deposited on September 18, 2019.

Page 18 of 152

RC-19-06 Lansdell (Estate of Irene Belle Lansdell) An application was submitted by James and William Lansdell (File RC-19-06) on behalf of the Estate of Irene Belle Lansdell to stop up and close a portion of unopened road allowance for a small triangular portion of land located on the unopened road allowance at the north side of the existing dwelling. The lands subject to the road closing have 7.2 metres of frontage along Highway 38, a depth of 43.467 metres and consists of approximately 153m2. The property at 6449 Hwy 38 backs onto the K&P Trail which is located to the west of the residential dwelling. This portion of property is identified as part of an unopened street in the name of Adelaide Street on Plan 13R-5794 dated December 13, 1982. This proposal came before Council for consideration at the September 3, 2019 Council Meeting and a Public Meeting was held on October 15, 2019. Council were supportive of the request by the Lansdell’s to stop up and close a portion of unopened road allowance for a small triangular portion of land located on the unopened road allowance. The by-law to stop up, close and transfer ownership of the unopened road allowance to the Lansdell Estate has been drafted consistent with the direction of Council is recommended to be approved. Prior to the transfer of the portion of the unopened road allowance the Lansdell Estate are required to pay $1,343.20 based on 156m2 or 1,679 ft2 for the portion of the road allowance x 0.80 per square feet consistent with the Township policy. The Lansdell’s have had the survey prepared and their Lawyer provided direction to have the survey deposited which occurred on October 31, 2019.

NOTICE & PUBLIC COMMENTS Consistent with the requirements of the Municipal Act, a Notice of Road Closing was posted on the Township website on September 6, 2019 and advertised in the Frontenac News. A public meeting was held on October 15, 2019. On October 9, 2019, a resident stopped into the Township offices to discuss the road closing and transfer inquiry pertaining to file RC-19-06 Lansdell (Estate of Irene Belle Lansdell). Based on the discussion, it appears that the resident had no objection to this road closing. No objections have been received from any members of the public.

FINANCIAL and STAFFING CONSIDERATIONS Staff time to prepare reports, advertising, hold a public meeting and liaise with lawyers involved in the transfer.

ATTACHMENTS RC-19-05 Gary & Lucille McDonald Attachment #1 – Location Map – 3742 Fair Grounds Road, Inverary Attachment #2 – Plan 13R-22101 Attachment #3 – By-law 2019-65 to Sop Up and Close Road Allowance (Under By-law Section of agenda) RC-19-06 Lansdell (Estate of Irene Belle Lansdell) Attachment #1 – Location Map – 6449 Highway 38 Attachment #2 – Plan 13R-21430 Attachment #3 – By-law 2019-66 to Stop Up and Close Road Allowance (Under By-law Section of agenda)

Page 19 of 152

Submitted by: Trudy Gravel, CPT, AMCT, Planner, Township of South Frontenac Approved by: Claire Dodds, MCIP, RPP, Director of Development Services, Township of South Frontenac

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While the Township makes every effort to insure that the information presented is accurate for the intended uses of this map, there is an inherent error in all mapping products, and accuracy of the mapping cannot be guaranteed for all possible uses. This map displays basic topographic features only.

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Page 20 of 152

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Produced by the Township of South Frontenac under license with the Ontario Ministry of Natural Resources © Queen’s Printer for Ontario, 2015. While the Township makes every effort to insure that the information presented is accurate for the intended uses of this map, there is an inherent error in all mapping products, and accuracy of the mapping cannot be guaranteed for all possible uses. This map displays basic topographic features only.

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Page 22 of 152

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Page 23 of 152

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Page 24 of 152

REPORT TO COUNCIL EMERGENCY MANAGEMENT

AGENDA DATE: SUBJECT:

November 19, 2019

Emergency Management Program and Emergency Response Plan

RECOMMENDATION: That Council pass By-law 2019-68, being a by-law to adopt an Emergency Management Program and Emergency Response Plan and to meet other requirements under the Emergency Management and Civil Protection Act. BACKGROUND: The Emergency Management and Civil Protection Act, R.S.O. 1990, c. E.9 (the “Act”) and Ontario Regulation 380/04 (the “Reg”) every municipality in the Province of Ontario is required to:  Develop and implement an emergency management program, which shall consist of: o an emergency plan; o training programs and exercises for employees of the municipality and other persons with respect to the provision of necessary services and the procedures to be followed in emergency response and recovery activities; o public education on risks to public safety and on public preparedness for emergencies; and o any other elements required by the standards for emergency management set under the Act or by Emergency Management Ontario;  Designate an employee of the municipality or a member of the council as its emergency management program coordinator;  Establish a municipal emergency program committee;  Establish a municipal emergency control group;  Establish an emergency operations centre to be used by the municipal emergency control group in an emergency; and  Designate an employee of the municipality as its emergency information officer; INFORMATION: On November 6, 2019, members of the Primary Municipal Emergency Control Group (MECG) met in Council Chambers for a full day. Staff and Mayor Vandewal received training on Emergency Management Ontario’s Intro to Incident Management (IMS 100) training program. The MECG also reviewed and updated the Township of South Frontenac Critical Infrastructure Listings, Hazard Identification Risk Assessment (HIRA), and Emergency Response Plan. The MECG committed to exploring the potential to switch the Emergency Response Program and Plan to an Incident Management System model in 2020. The MECG also conducted a Tabletop Exercise that included severe drought conditions and an associated fast moving, large wildfire. This simulated exercise impacted the Portland District and had simulated impacts to the community. The emergency response plan was referenced and used during the exercise to mitigate the risk and impact to the community. Our strength is our community.

Page 25 of 152

REPORT TO COUNCIL EMERGENCY MANAGEMENT

FINANCIAL/STAFFING IMPLICATIONS: None at this time. ATTACHMENTS: Updated Emergency Response Plan – 2019 By-law 2019-68 (under By-law section of agenda) Submitted/approved by: Darcy W. Knott

Our strength is our community.

Page 26 of 152

South Frontenac - Emergency Response Plan

Emergency Quick Reference Guide



Upon the arrival of three or more members, the Municipal Emergency Control Group (MECG) may initiate its function.



Ensure that all municipal departments have been notified and either activated or placed on standby. Each MECG member is responsible for their own department.



The Mayor must inform the Province of Ontario that the Township of South Frontenac has declared an emergency, and specify the nature of the emergency situation. The provision of a return contact number is required for communications purposes. The call is made to the Emergency Management Ontario.



Turn to individual responsibilities within the plan. Provide input and assistance as required.



Each member of the MECG will report and respond to immediate needs in accordance with the Operations Cycle format.

Updated November 2019

Page 27 of 152

South Frontenac - Emergency Response Plan

Part 1 - Administration Quick Reference Guide Table of Contents List of Appendices Introduction Aim Authority Plan Maintenance Distribution List Amendments

1 2 3 4 5 6 7 8 9

Part 2 – Emergency Operations 2.0 2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 2.9 2.10 2.11

MECG Membership & Responsibilities Implementation Emergency Op’s Centre Procedures Operations Cycle Control Group (Responsibilities) Mayor CAO (Incident Commander) Director of Fire & Emergency Services Director of Public Services CEMC Director of Development Services/Evacuation Coordinator Director of Corporate Services Clerk – Emergency Information Officer

10 11 12 13 14 15 16 17 18 19 20 21 22

Part 3 – Emergency Support 3.0 3.1 3.2 3.3 3.1 3.2 3.3 3.4

Executive Assistant & Administrative Assistants OPP Representative EMS/Ambulance Medical Officer of Health Canadian Red Cross Clergy Board of Education Legal Advisor

Updated November 2019

23 24 25 26 27 28 29 30

Page 28 of 152

South Frontenac - Emergency Response Plan Appendices 

Appendix A - Emergency Notification System o MECG o Members of Council o Outside Emergency Assistance



Appendix B - Vital Services Directory



Appendix C - Local Resources Directory



Appendix D - Emergency Management Act, 2003



Appendix E - Local Bylaw



Appendix F - Hazard Identification & Risk Assessment



Appendix G - Critical Infrastructure



Appendix H - EOC Log’s & Message Forms



Appendix I - Declaration of Emergency Checklist



Appendix J - Declaration of Emergency



Appendix K - Termination of Emergency



Appendix L - EOC Layout & Set-up Guide



Appendix M - Guide to Emergency Media Relations



Appendix N - Glossary of Terms

Updated November 2019

Page 29 of 152

South Frontenac - Emergency Response Plan

Introduction

The Emergency Plan for the Township of South Frontenac has been developed to reflect the public safety requirements of our community. The effective use and maintenance of this plan is reliant upon all concerned being aware of its provisions and prepared to fulfill their roles and responsibilities in the event of an emergency. Responsible individuals are expected to participate in emergency training, and exercises which will assist them in the fulfillment of their roles accordingly. The directors of departments and agencies are expected to develop their own internal notification lists, procedures and contingency plans to fulfill their departmental or agency responsibilities. Together we work to ensure that our community is prepared to respond to an emergency in the most effective manner possible.

Updated November 2019

Page 30 of 152

South Frontenac - Emergency Response Plan

Aim

The Aim of this plan is to protect the health, safety, welfare and property of our citizens, from the effects of a natural, technological or human caused emergency.

Updated November 2019

Page 31 of 152

South Frontenac - Emergency Response Plan

Authority

This Plan has been developed and will be implemented in accordance with the Emergency Management and Civic Protection Act, detailed in Appendix D, which is the Provincial statute under which all emergency management activities are conducted in the Province of Ontario. Our By-law No. 2019-68 is the local authority for this plan and related activities. The By-law is itself “Appendix E” of this Emergency Plan.

Updated November 2019

Page 32 of 152

South Frontenac - Emergency Response Plan

Plan Maintenance

The Plan was written in 2004 and it is essential that it be kept current and viable by adherence to a maintenance schedule. Responsibility for the plan being kept up to date rests with the Community Emergency Management Coordinator who may delegate tasks accordingly. The emergency telephone numbers will be reviewed on an annual basis. The notification system will be tested annually. The plan will be exercised once every year as a minimum requirement. The Municipal Emergency Control Group shall receive training and participate in an exercise, once every year as a minimum requirement. The Vital Services and/or Local Services Directory should be updated annually. The Community Emergency Management Coordinator will determine the schedule under which the maintenance activities will be performed.

Updated November 2019

Page 33 of 152

South Frontenac - Emergency Response Plan

Distribution List

Position/Location

Number of Copies

Mayor

CAO

OPP

Director of Fire & Emergency Services

CEMC

EMS / Ambulance

Fire Dispatch

Director of Public Services

Medical Officer of Health

Director of Corporate Services/Treasurer

Director of Emergency Services

Clerk – Emergency Information Officer

Emergency Management Ontario

Emergency Operations Centre

14 *

(* = complete copy of plan with Annexes)

Updated November 2019

Page 34 of 152

South Frontenac - Emergency Response Plan

Emergency Response Plan Amendments

Amendment No.

Date of Amendment Date Entered

Entered by Deidre Babcock

January 24, 2006

April 23, 2007

Angela Maddocks

By-law 2010-03

January 12, 2010

Angela Maddocks

By-law 2010-03

April – May 2014

May 2014

Angela Maddocks

By-law 2018-64

September 11, 2018

October 2, 2019

Darcy Knott

By-law 2019-68

November 6, 2019

November 19, 2019

Darcy Knott

By-law 2006-11 By-law 2006-11

Updated November 2019

Page 35 of 152

South Frontenac - Emergency Response Plan

Part 2

Emergency Operations and Procedures

Municipal Emergency Control Group (MECG) – Responsibilities and Procedures

2.0

The Municipal Emergency Control Group is the group, which is responsible for the direction and control of the overall emergency response within the community. The MECG ensures the provision of the essential services necessary to minimize the effects of an emergency on the community. The MECG is made up of the following members;       

Mayor CAO Director of Emergency Services /Fire Chief / CEMC Director of Public Services (or alternate CEMC) Director of Development Services/Evacuation Coordinator Director of Corporate Services/Treasurer Clerk/Emergency Information Officer

The following Affiliated Organizations and MECG member designates (alternates) will be invited to attend the MECG meetings as appropriate:          

OPP representative EMS/Ambulance Medical Officer of Health Executive Assistant Deputy Mayor Chief Building Official Assistant Fire Chief Technical Support Supervisor Deputy Treasurer Human Resources Officer

Updated November 2019

Page 36 of 152

South Frontenac - Emergency Response Plan

IMPLEMENTATION: Any member of the Municipal Emergency Control Group or one of the Affiliated Organizations or MECG designates may request, through the CAO, that the Emergency Plan be implemented. It is the responsibility of the agency that is first at the scene of an emergency to decide whether the emergency plan should be implemented. If the size or seriousness of the emergency is beyond the capability or responsibility of that agency, then the Emergency Plan will be activated. The Emergency Plan may be implemented in whole, or in part, based on conditions at the site or severity of the situation. The CAO will immediately notify the Mayor and other members of the MECG. Notification lists and procedures are located in Appendix A.

Updated November 2019

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South Frontenac - Emergency Response Plan 2.1

Emergency Operations Centre Procedures (EOC)

The Emergency Operations Centre (EOC) has both a primary and a secondary or alternate location. During the notification process, direction as to which location members of the MECG will report to will be given. For example, members will be told that this is emergency plan activation and that they should report to the primary EOC immediately. The primary and secondary locations are geographically separated so that if one or the other is endangered or rendered non-functional as a result of the emergency situation the other should be safe and operational. Primary EOC Location:  Township of South Frontenac Council Chambers - 4432 George St, Sydenham, On Primary Alternate EOC Location:  Township of South Frontenac Public Services Facilities - 2490 Keeley Rd, Sydenham On. Secondary Alternate EOC Location:  South Frontenac Fire & Rescue Station 6 - 5855 Perth Rd, Perth Road, On Alternate EOC Location:  Ontario Provincial Police Detachment Office - 5282 Hinchinbrooke Rd, Hartington, ON Upon receiving notification the CAO/Operations Officer will contact the administrative staff who has been assigned the task of setting up the EOC. The EOC will be set up and operational within one hour of activation. The Operations Officer will supervise the set up and ensure operational viability. Upon arrival at the EOC, each MECG member/designate will; a. b. c. d. e. f. g. h.

Sign In Check telephone/communications devices. Open personal log. Contact their own agency and obtain a status report. Participate in the initial briefing. Participate in planning initial response/decision making process. Pass MECG decisions on to member’s agencies/areas of responsibility. Continue participation in the EOC Operations Cycle.

Upon leaving the EOC, each MECG member will; a. b.

Conduct a hand over with the person relieving them. Sign out on the location board indicating where they can be reached.

Once the initial response is established, routines are put into place by the Incident Commander. The MECG functions most efficiently on a system known as an Operations Cycle. Updated November 2019

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South Frontenac - Emergency Response Plan 2.2

Operations Cycle

An operations cycle is how the MECG manages overall emergency operations. MECG members will come together usually around a planning board or map at which time they will in turn report their agencies’ status to the Mayor and Operations Officer. It is essential that every member, covering each area of responsibility, be heard from during this process. The MECG is a team, and the actions taken by one, or the lack of action by one, may have a significant impact upon operations. The round table discussion should include problems, questions, resources requests and any other relevant information so that timely informed decisions can be made as a group. Once the meeting is completed, the members should contact their agencies’ and pass on any relevant information or directives that come out of the MECG meeting. The frequencies of the meetings are determined by the Operations Officer in conjunction with the Mayor, but should reflect the pace of the emergency and occur on a scheduled basis which may be adjusted accordingly. During the period after the meeting and dissemination of information, members will be in the process of gathering information and preparing for the next scheduled meeting. MECG members use this time to follow up and ensure MECG decisions are being implemented. Each member is responsible for informing their respective agency of the schedule for MECG meetings. No calls are supposed to interrupt the proceedings. All calls must occur prior to or after the formal meetings of the MECG. It is essential that the EOC is comfortable, has good communications and is secure from unnecessary distractions. Only MECG members and EOC support staff should have access to the EOC. No media are allowed into the EOC, nor is anyone who has not been authorized by the Operations Officer.

Emergency Operations and Procedures

Updated November 2019

Page 14

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South Frontenac - Emergency Response Plan 2.3

Municipal Emergency Control Group (MECG)

The MECG is responsible for the following: 1.

Implementing the Emergency Plan in whole or in part to respond to an impending, potential, or existing emergency.

Coordination and direction of Community resources used to mitigate the effects of an emergency.

Ensuring that the composition of the MECG is appropriate to mitigate the effects of a given emergency situation, by determining which, if any, ad-hoc members are required.

Advise the Head of Council regarding need for declaration or termination of an emergency.

Advising the Head of Council regarding requests for assistance from the Province, and the Federal Government.

Ensuring the provision of essential resources and services to support emergency response activities.

Coordination of services provided by outside agencies.

Appointing or Confirming an Emergency Site Manager.

Ensuring that the Public Information Officer is kept informed and up to date to facilitate the information flow to the media and the public.

Coordinating the evacuation of citizens who may be in danger.

Discontinuing utilities or services provided by public or private concerns, ie. Hydro, water, gas, closing businesses.

Appeals for volunteers.

Establishment of advisory subcommittees to work on specific problem areas related to the emergency, as required.

Authorization of expenditures during the emergency; provision for cost accounting and facilitation of cost recovery.

Maintenance of an operational log detailing the group’s decisions and activities.

Deactivating the plan, and notifying all of those who had been notified of its activation.

Conducting and participating in a debriefing, generating a post-emergency report and implementing recommendations for improvement of the emergency response plan.

Updated November 2019

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South Frontenac - Emergency Response Plan 2.4

Mayor

The Head of Council, or designate, is responsible for:

Declaration of an Emergency.

Termination of an Emergency.

Notifying the Province of Ontario of the declaration of emergency, and termination of the emergency. (Contact made through Emergency Management Ontario)

Take such action and make such orders, as considered necessary and not contrary to law, in order to protect the health, safety, welfare, environment and property of residents in the Township of South Frontenac.

Ensuring the members of Council are advised of the declaration and termination of an emergency, and are kept informed of the emergency operational situation.

Ensuring that the local MPP and MP, neighboring municipalities and the County are advised of the declaration and termination, and kept informed of the emergency situation.

Approving all major announcements and media releases prepared by the Emergency Information Officer, in conjunction with the CAO & Control Group.

Maintain a personal log.

Updated November 2019

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South Frontenac - Emergency Response Plan 2.5

CAO / Incident Commander

The CAO is referred to as the “Incident Commander” for emergency purposes. The responsibilities of the Operations Officer (or alternate) are:

Activating the emergency notification system.

As the Incident Commander, coordinating all operations within the Emergency Operations Centre, including the scheduling of regular meetings.

Chair meetings of the Municipal Emergency Control Group.

Advising the head of council on policies and procedures, as appropriate.

Approving, in conjunction with the head of council, major announcements and media releases prepared by the Emergency Information Officer, in conjunction with the MECG.

Ensuring that a communication link is established between the MECG and the Emergency Site Manager.

Calling out additional staff as required.

Maintaining a master record of all events and actions taken. (main events board)

Maintaining a personal log.

Updated November 2019

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South Frontenac - Emergency Response Plan 2.6

Director of Fire & Emergency Services

The Director of Fire and Emergency Services, or designate, is responsible for:

Activating the emergency notification system.

Providing the MECG with the information and advice on fire fighting and rescue matters.

Establishing an ongoing communications link with the senior fire official at the scene of the emergency.

Initiating Mutual Aid as required.

Determining if additional or specialized equipment is required ie. Protective suits, CBRN team, etc.

Coordinating or providing assistance with, rescue, first aid, casualty collection, evacuation etc.

Providing an Emergency Site Manager (ESM) as required.

Maintain a log.

Updated November 2019

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South Frontenac - Emergency Response Plan 2.7

Director of Public Services

The Director of Public Services or alternate is responsible for; a.

Activating the emergency notification system.

Providing the MECG with information and advice on Public Works matters.

Ensure Municipal facilities are available for evacuation or reception center purposes if required.

Liaison with the senior public works officers from the neighboring community(s) to ensure a coordinated response.

The provision of engineering assistance.

The construction, maintenance and repair of public roads.

Assistance with road closures and/or roadblocks.

Maintenance of sanitation and a safe supply of potable water, as required.

The provision of equipment for emergency pumping operations.

Discontinuing any public works service to any consumer, as required, and restoring these services when appropriate.

Liaise with Electrical utilities.

Providing public works vehicles and resources to any other emergency service, as required.

Maintain liaison with flood control, conservation and environmental agencies and being prepared to take preventative action.

Providing an Emergency Site Manager (ESM) if required.

Maintain a log.

Updated November 2019

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South Frontenac - Emergency Response Plan 2.8

CEMC

The Community Emergency Management Coordinator is responsible for:

Activating the emergency notification system.

Provide information, advice and assistance to members of the MECG on Emergency Management programs and principles.

Provide direction to EOC support staff as required in support of the Control Group, and ensure proper set-up and operation of the EOC.

Maintain Emergency Response Plan in accordance with requirements of the Emergency Management Act.

In conjunction with the CAO, coordinate a post-emergency debriefing and assist in the development of a final report to Mayor and Council.

Maintain a personal log.

The Director of Fire & Emergency Services is appointed as the Primary CEMC.

Updated November 2019

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South Frontenac - Emergency Response Plan 2.9

Director of Development Services - Evacuation Coordinator

The Director of Development Services - Evacuation Coordinator or alternate is responsible for;

Ensuring or arranging for the care, feeding and temporary shelter of evacuees.

Management of reception and evacuation centres.

Liaison with the Medical Officer of Health in areas regarding public health in evacuation centers.

Liaison with the public and separate school boards regarding the use of school facilities for reception and evacuation centers if required.

Liaison with Canadian Red Cross if required.

Liaison with local volunteer groups regarding care of citizens at local reception or evacuation centers.

Maintain a personal log.

Updated November 2019

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South Frontenac - Emergency Response Plan

2.10

Director of Corporate Services/Treasurer

The Director of Corporate Services/Treasurer is responsible for;

Documentation of expenditures, accounts payable and receivable.

Advice regarding all financial aspects of an emergency.

Open and maintain the Main Event board.

Other duties as assigned by CAO/Incident Commander.

Maintain a personal log.

Updated November 2019

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South Frontenac - Emergency Response Plan 2.11

Clerk - Emergency Information Officer

The Public Information Officer is responsible for;

Notifying information centre staff.

Ensuring that the Information Centre is set up and operational.

Initial and subsequent media releases, subject to approval by the Mayor and Operations Officer.

Establish and maintain linkages with provincial, county and industry media officials as appropriate.

Coordinate interviews and media conferences.

Designate a site media spokesperson as appropriate.

Ensuring set up and staffing of public inquiry lines.

Coordination of public inquiries.

Monitoring news coverage.

Maintaining copies of all media releases.

Maintain a personal log.

Updated November 2019

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South Frontenac - Emergency Response Plan

Part 3

3.0

Emergency Support

Executive Assistant & Administrative Assistant(s)

The Administrative Assistant(s) is/are responsible for: a.

Assisting the CAO and CEMC, as required.

Ensuring all important decisions made and actions taken by the Community Control Group are recorded.

Ensuring that maps and status boards are kept up to date.

Notifying any additional support staff required to assist.

Arranging for printing of material, as required;

Coordinating the provision of clerical staff to assist in the Emergency Operations Centre, as required.

Ensuring identification cards are issued to authorized MECG members and Support Staff for access to EOC.

Other duties as assigned by the CAO and/or CEMC.

Updated November 2019

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South Frontenac - Emergency Response Plan 3.1

OPP representative – Affiliate Member

The Ontario Provincial Police Representative or alternate is responsible for: a.

Activating the emergency notification system.

Establishing and maintaining ongoing communications with the senior police representative at the emergency site.

The provision of traffic control to facilitate the movement of emergency vehicles.

Co-ordination of evacuation routes.

The protection of life and property and the provision of law and order.

Ensure perimeter security and crowd control at emergency site.

The provision of police services in evacuation centres, morgues, and other facilities as required.

Notifying the coroner of fatalities.

Liaison with external police agencies, as required.

Providing an Emergency Site Manager if requested to by the MECG.

Maintaining a log.

Updated November 2019

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South Frontenac - Emergency Response Plan 3.2

EMS / Ambulance – Affiliate Member

The EMS/Ambulance representative is responsible for:

Activating the emergency notification system.

Providing the MECG with information and advice on treatment and transport of casualties.

Liaise with the Medical Officer of Health, area hospitals, police and fire officials during an emergency situation.

Alert all staff using the Provincial Health Emergency Alert System.

Take charge of casualties within the emergency area and be responsible for triage, lifesaving care, and the transport to area hospitals.

Maintain a personal log.

Updated November 2019

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South Frontenac - Emergency Response Plan 3.3

Medical Officer of Health – Affiliate Member

The Medical Officer of Health, or designate, is responsible for: a.

Acting as a coordinating link for all emergency health services at the MECG.

Liaison with the Ontario Ministry of Health, Public Health Branch.

Liaison with the ambulance service representatives.

Liaison with the Community Care Access representative.

Providing advice on any matters, which may adversely affect public health.

Providing authoritative instructions on health and safety matters to the public through the Public Information Officer.

Coordinating the response to disease related emergencies or anticipated emergencies such as epidemics, according to Ministry of Health policies.

Ensuring liaison with voluntary and private agencies, as required, for augmenting and coordinating public health resources.

Ensuring coordination of all efforts to prevent and control the spread of disease during an emergency.

Ensuring the safety of drinking water in conjunction the public works representative.

Liaison with the senior social services representative regarding health services in evacuee centres.

Maintain a log.

Updated November 2019

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South Frontenac - Emergency Response Plan

3.4

Canadian Red Cross - Responsibilities

Upon receiving notification, activate the local Red Cross Emergency Response Plan.

Provide support to the emergency response.

Provide registration and inquiry services if required.

Assist Ambulance personnel at first aid stations established at reception centres, on an as-need basis.

Liaise with Regional Red Cross to access additional resources. i.e. Emergency Response Team.

Establish and maintain contact with the Director, Social Services in the EOC to coordinate activities.

Updated November 2019

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South Frontenac - Emergency Response Plan 3.5

Clergy Responsibilities

Provide for multi-denominational religious observances.

Establish visitations to evacuees in evacuation centres on a scheduled basis.

Provide guidance to the MECG regarding matters of a religious nature.

Provide advice regarding care of the deceased in areas which relate to religious observances.

Liaise with Director, Social Services regarding the use of churches and related facilities for reception and evacuation centres.

Updated November 2019

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South Frontenac - Emergency Response Plan

3.6

Boards of Education - Responsibilities

Provide schools for reception centres.

Provide schools for evacuation centres.

Provide access to school facilities in accordance with the agreement regarding access/use of schools by the municipality in the event of an emergency for reception and evacuation facilities.

Provide liaison with the Director, Social Services and the MECG.

Updated November 2019

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South Frontenac - Emergency Response Plan 3.7

Legal Advisor - Responsibilities

Provide legal opinions and advice to the MECG as required.

Provide legal representation as required.

Updated November 2019

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REPORT TO COUNCIL TREASURY DEPARTMENT AGENDA DATE:

November 19th, 2019

SUBJECT:

Municipal Modernization Program

RECOMMENDATION: That Council support the submission of an expression of interest to the Municipal Modernization Program and further that Council support the a joint submission with the other Frontenac municipalities.. BACKGROUND: On November 1st 2019, the Honourable Steve Clark, Minister of Municipal Affairs and Housing announced the opening of the new Municipal Modernization Program. This program is available to the 405 small and rural municipalities that received a Municipal Modernization payment in March 2019, Further information was received on November 12th on the program. The program is to be available until 2023 with the first intake of the program being focused on municipal service delivery expenditures by independent third-party reviewers. The work on the first intake needs to be completed by June 30, 2020. Future intakes of the program will provide an opportunity to implement projects aimed at service delivery efficiencies and cost savings. Eligible municipalities can apply individually or collectively with other eligible municipalities. Below is a summary of the program timelines:     

November 22nd – Deadline to advise Municipal Service Office of intention to apply December 6th – Deadline for submission of Expression of Interest January-February 2020 – Learn if application is approved. If approved, enter into a transfer payment agreement. June 15th, 2020 Submit third-party draft report to the ministry June 30th, 2020 Post final third-party report on website and submit to ministry

Our 2020 budget includes $50,000 for a service delivery focused on taking a regional approach in reviewing services provided to find efficiencies and best use of limited resources. I have reached out to the County and other lower tiers in the County to consider a joint application. Although the specific terms of a joint RFP would need to be further discussed, the group was supportive of a joint submission. ATTACHMENTS None Submitted/approved/prepared by: Louise Fragnito, Director of Corporate Services & Treasurer

Our strength is our community.

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REPORT TO COUNCIL TREASURY DEPARTMENT AGENDA DATE:

November 19th, 2019

SUBJECT:

Insurance renewal extension

RECOMMENDATION: That Council extend the current insurance policy expiry date from December 31, 2019 to December 31, 2020 BACKGROUND: In October of 2016, a joint insurance RFP was issued through the County for all lower tiers as well as the County. Through this process, the Township engaged Jardine Lloyd Thompson Canada (JLT) as its carrier. The contract provided for a 3 year term with the option to renew for two - 1 year terms. All participants of the joint tendering process felt it was a worthwhile process and for this reason, it was recommended that the same approach be taken. However, due to the timing of renewals, issuing the RFP in 2020 fits better in everyone’s scheduling. For this reason, it is recommended that Council support a one year extension of services with JLT to December 31, 2020. We have had a good working relationship with this current provider and have no concerns in requesting this extension. ATTACHMENTS None Submitted/approved/prepared by: Louise Fragnito, Director of Corporate Services & Treasurer

Our strength is our community.

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REPORT TO COUNCIL CLERKS DEPARTMENT

AGENDA DATE: November 19, 2019 SUBJECT:

January 2020 Council Meeting Schedule

RECOMMENDATION That Council suspend the rules of the Procedural By-law 2017-76 and schedule the January 2020 Council meetings for January 14 and 28 and the Committee of the Whole meeting for January 21, 2020.

BACKGROUND By-law 2017-76, the Procedural By-law Section 2 stipulates that Council shall meet at 7:00 pm on the first and third Tuesday in each month from January to December inclusive with the exception of the months of July and August. As Council is aware, the Municipal Offices close at 12:00 noon on Tuesday, December 24, 2019 and reopen on Thursday, January 2, 2020. Staff recommend that for January the schedule be advanced one week with the first Council meeting being held January 14, 2020 and then to follow the alternating pattern with Committee of the Whole on January 21, 2020 and Council again on January 28, 2020. The February meetings will follow the regular scheduling as outlined in By-law 2017-76.

ATTACHMENTS - n/a

Submitted/approved by: Angela Maddocks Clerk

Our strength is our community.

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TOWNSHIP OF SOUTH FRONTENAC BY-LAW 2019-63 A BY-LAW TO AMEND BY-LAW 2000-01, BEING A BY-LAW TO REGULATE THE USE OF TRAFFIC, PARKING AND STOPPING ON HIGHWAYS AND BRIDGES IN THE TOWNSHIP OF SOUTH FRONTENAC, TO REGULATE SPEEDS AS OUTLINED IN SCHEDULE “B-4”. WHEREAS By-law 2000-01 regulates the use of traffic, parking and stopping on highways and bridges under the jurisdiction of the Council of the Corporation of the Township of South Frontenac, pursuant to the Municipal Act, R.S.O. 1990, Ch. 45, as amended and the Municipal Act, 2001, Ch. 25, as amended; and WHEREAS Council wishes to amend By-law 2000-01 as amended, for the purposes of creating no parking restrictions on Perth Road at Devil Lake and on Moreland Dixon Road at Inverary Lake. NOW THEREFORE THE CORPORATION OF THE TOWNSHIP OF SOUTH FRONTENAC, BY ITS COUNCIL, HEREBY ENACTS AS FOLLOWS: 1.

That the attached Schedule “B-4” is hereby added to By-law 2000-01 as amended.

This by-law shall come into force and take effect upon the posting of the appropriate restricted parking signs.

Dated at the Township of South Frontenac this 19 day of November, 2019. Read a first and second time this 19 day of November, 2019. Read a third time and finally passed this 19 day of November, 2019. THE CORPORATION OF THE TOWNSHIP OF SOUTH FRONTENAC

Ron Vandewal, Mayor

Angela Maddocks, Clerk

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SCHEDULE “B-4” (By-law 2019-63) Schedule B - Restricted Parking. Highway

From To

Side or Sides

Perth Road

1100 m South of Tett Crescent Southerly 350 m

Both

Applicable Time Anytime

And that the following be removed from Schedule B – Restricted Parking: Highway Perth Road

From To 1200 m South of Tett Crescent Southerly 150 m

Side or Sides Both

Applicable Time Period Anytime

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TOWNSHIP OF SOUTH FRONTENAC BY-LAW 2019-64 A BY-LAW TO AMEND BY-LAW 2000-01, BEING A BY-LAW TO REGULATE THE USE OF TRAFFIC, PARKING AND STOPPING ON HIGHWAYS AND BRIDGES IN THE TOWNSHIP OF SOUTH FRONTENAC, TO REGULATE SPEEDS AS OUTLINED IN SCHEDULE “A”. WHEREAS By-law 2000-01 regulates the use of traffic, parking and stopping on highways and bridges under the jurisdiction of the Council of the Corporation of the Township of South Frontenac, pursuant to the Municipal Act, R.S.O. 1990, Ch. 45, as amended and the Municipal Act, 2001, Ch. 25, as amended; and WHEREAS Council wishes to amend By-law 2000-01 as amended, for the purposes of regulating speed on various roads. NOW THEREFORE THE CORPORATION OF THE TOWNSHIP OF SOUTH FRONTENAC, BY ITS COUNCIL, HEREBY ENACTS AS FOLLOWS: 1.

That the attached Schedule “A-47” is hereby added to By-law 2000-01 as amended.

This by-law shall come into force and take effect upon the posting of the appropriate speed limit signs.

Dated at the Township of South Frontenac this 19th day of November, 2019. Read a first and second time this 19th day of November 2019. Read a third time and finally passed this 19th day of November, 2019. THE CORPORATION OF THE TOWNSHIP OF SOUTH FRONTENAC

Ron Vandewal, Mayor

Angela Maddocks, Clerk

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SCHEDULE “A-47” (By-law 2019-64)

Maximum Rate of speed 60 kilometers (35 miles) per hour. Highway Snider Road

From Arena Boundary Road

To Easterly 4,850m To Road 38

Page 63 of 152 TOWNSHIP OF SOUTH FRONTENAC BY-LAW NUMBER 2019-65 BEING A BY-LAW TO STOP UP, CLOSE AND SELL A PORTION OF AN UNOPENED ROAD ALLOWANCE THAT FORMS PART OF RAGLAN STREET, REGISTERED PLAN 24, PART 1, REFERENCE PLAN 13R22101, DISTRICT OF STORRINGTON: MCDONALD

WHEREAS, the Municipal Council of the Township of South Frontenac may pass a by-law to stop up, close and sell any highway or part thereof pursuant to the Municipal Act, section 34(1): AND WHEREAS the said road allowance is not used as a publically travelled road: AND WHEREAS no objections have been received to the road closing: NOW THEREFORE THE CORPORATION OF THE TOWNSHIP OF SOUTH FRONTENAC BY ITS COUNCIL, HEREBY ENACTS AS FOLLOWS: 1.

THAT the portion of road allowance in Part 1 of Reference Plan 13R22101, shall be stopped up and closed and ownership transferred to the abutting property-owner to the south at Plan 24 Pt Lot 50 Pt Lot 51 District of Storrington, Pin No. 3629-10022;

THAT the Mayor and Clerk are hereby authorized and directed to execute such documents as are required; and

THAT this By-law shall come into force and take effect upon registration of this By-law. Dated at the Township of South Frontenac this 19th day of November, 2019. Read a first and second time this 19th day of November, 2019. Read a third time and finally passed this 19th day of November, 2019. THE CORPORATION OF THE TOWNSHIP OF SOUTH FRONTENAC

Ron Vandewal, Mayor

Angela Maddocks, Clerk

Page 64 of 152 TOWNSHIP OF SOUTH FRONTENAC BY-LAW NUMBER 2019-66 BEING A BY-LAW TO STOP UP, CLOSE AND SELL A PORTION OF AN UNOPENED ROAD ALLOWANCE BEING PART 1 ADELAIDE STREET, REGISTERED PLAN NO. 35, PART 1, PLAN 13R-21430, DISTRICT OF PORTLAND: LANSDELL (ESTATE OF IRENE BELLE LANSDELL)

WHEREAS, the Municipal Council of the Township of South Frontenac may pass a by-law to stop up, close and sell any highway or part thereof pursuant to the Municipal Act, section 34(1): AND WHEREAS Council is prepared to waive the requirements under the Township of South Frontenac’s Notice By-law No. 2016-73, Council of the Corporation of the Township of South Frontenac exempted the advertising of the proposal to close the said road allowance: AND WHEREAS the said road allowance is not used as a publically travelled road: AND WHEREAS no objections have been received to the road closing: NOW THEREFORE THE CORPORATION OF THE TOWNSHIP OF SOUTH FRONTENAC BY ITS COUNCIL, HEREBY ENACTS AS FOLLOWS: 1.

THAT the portion of road allowance in Part 1 of Reference Plan 13R21430, shall be stopped up and closed and ownership transferred to the abutting property-owner to the south at Concession 10 Part Lot 10 RP13R1459; Part 1, District of Portland, PIN No. 36143-0048;

THAT the Mayor and Clerk are hereby authorized and directed to execute such documents as are required; and

Ron Vandewal, Mayor

Angela Maddocks, Clerk

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TOWNSHIP OF SOUTH FRONTENAC BY-LAW 2019-68 A By-law to adopt an Emergency Management Program and Emergency Response Plan and to meet other Requirements under the Emergency Management and Civil Protection Act WHEREAS under the Emergency Management and Civil Protection Act, R.S.O. 1990, c. E.9 (the “Act”) and Ontario Regulation 380/04 (the “Reg”) every municipality in the Province of Ontario is required to:  Develop and implement an emergency management program, which shall consist of: o an emergency plan; o training programs and exercises for employees of the municipality and other persons with respect to the provision of necessary services and the procedures to be followed in emergency response and recovery activities; o public education on risks to public safety and on public preparedness for emergencies; and o any other elements required by the standards for emergency management set under the Act or by Emergency Management Ontario;  Designate an employee of the municipality or a member of the council as its emergency management program coordinator;  Establish an municipal emergency program committee;  Establish an municipal emergency control group;  Establish an emergency operations centre to be used by the municipal emergency control group in an emergency; and  Designate an employee of the municipality as its emergency information officer; AND WHEREAS it is prudent that the emergency management program developed under the Act be in accordance with international best practices, including the five core components of emergency management; prevention, mitigation, preparedness, response and recovery; AND WHEREAS the purpose of such a program is to help protect public safety, public health, the environment, critical infrastructure and property during an emergency and to promote economic stability and a disaster resilient community; NOW THEREFORE the Council of the Corporation of The Township of South Frontenac hereby enacts as follows: Emergency Management Program 1.

An Emergency Management Program for the municipality will be developed and reviewed annually by the Emergency Management Program Committee consistent with and in accordance with the Act and Reg and international best practices, including the five components of emergency management, namely: prevention, mitigation, preparedness, response and recovery, and such program shall include: a. training programs and exercises for employees of the municipality and other persons with respect to the provision of necessary services and the procedures to be followed in emergency response and recovery activities; b. public education on risks to public safety and on public preparedness for emergencies; and c. any other elements required by the standards for emergency management set under the Act or by Emergency Management Ontario.

The Emergency Management Program shall be consistent with the objectives of protecting public safety, public health, the environment, critical infrastructure and property, and to promote economic stability and a disaster-resilient community.

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Emergency Response Plan 3.

The Emergency Response Plan, which has been developed in accordance with the requirements of the Act and Reg and international best practices, and which is attached hereto as Schedule A is hereby adopted (the “Plan”).

The Plan shall be reviewed annually by the CEMC and the Townships Municipal Emergency Control Group. The CEMC is authorized to make such administrative changes to the Plan as appropriate to keep the Plan current, such as personnel, organizational and contact information updates. Any significant revision to the body of the Plan shall be presented to Council for approval.

When an emergency exists but has not yet been declared to exist, Township employees and the Emergency Control Group may take such action under the Plan as may be required to protect property and the health, safety and welfare of the inhabitants of the Township.

Community Emergency Management Coordinator 6.

The Director of Fire and Emergency Services, is hereby appointed as the primary community emergency management coordinator (the “CEMC”) responsible for the emergency management program for the Township including maintenance of the Plan, training, exercises, public education and such other duties and responsibilities as outlined in the Act and Reg.

The Director of Public Services is hereby appointed as alternate CEMCs to act in place of the primary CEMC in his/her absence.

Municipal Emergency Control Group (MECG) 8.

The persons from time to time holding the following positions in the municipality, shall be Primary members of the Emergency Control Group: a. Chief Administrative Officer (CAO) (Chair) – Incident Commander b. CEMC and Alternates CEMCs c. Director of Development Services d. Director of Corporate Services; e. Director of Fire and Emergency Services; f. Director of Public Services; g. Clerk – Emergency Information Officer h. Head of Council (Mayor)

The CAO is hereby appointed as chair of the Municipal Emergency Control Group.

The Emergency Control Group shall meet a minimum of twice annually and shall advise Council on the development and implementation of the municipality’s Emergency Management Program and shall review the program annually.

Municipal Emergency Program Committee (MEPC) 11.

The persons from time to time holding the following positions in the municipality, or their designate, shall be the members of the Municipal Emergency Management Program Committee: a. Head of Council – Mayor b. Chief Administrative Officer c. Clerk d. Director of Development Services e. Chief Building Official f. Assistant Fire Chief g. Public Services Technical Support Supervisor h. Director of Public Services i. Director of Corporate Services

Page 67 of 152

j. k. l. m. n. o. p. q.

Director of Fire and Emergency Services Deputy Treasurer Human Resources Officer Executive Assistant Deputy Mayor OPP Staff Sergeant Medical Director of Public Health Frontenac Paramedic Chief

Emergency Operations Centre 12.

A primary and an alternate Emergency Operations Centre have been established for use by the MECG in an emergency and with the appropriate technological and telecommunications systems to ensure effective communication in an emergency. The locations of the Emergency Operations Centres are identified in an annex to the Plan.

Emergency Information Officer 13.

The Township Clerk is hereby appointed as the Emergency Information Officer for the municipality to act as the primary media and public contact for the municipality in an emergency. The CAO will act as the alternate Emergency Information Officer.

Administration 14.

The Plan shall be made available to the public for inspection and copying at the Township Administration Office, 4432 George Street, Sydenham, Ontario, during regular business hours.

The Plan, or any amendments to the Plan, shall be submitted to the Chief, Emergency Management Ontario identified in the Act.

By-laws 2018-64, 2010-03, 2006-11, and 2004-56 are hereby repealed.

Dated at the Township of South Frontenac this 19th day of November, 2019. Read a first and second time this 19th day of November, 2019 Read a third time and finally passed this 19th day of November, 2019. THE CORPORATION OF THE TOWNSHIP OF SOUTH FRONTENAC

Ron Vandewal, Mayor

Angela Maddocks, Clerk

Page 68 of 152

INFORMATION REPORT TO COUNCIL FIRE AND RESCUE AGENDA DATE:

November 19, 2019

SUBJECT:

Fire Prevention Week Activities

BACKGROUND: This year Fire Prevention Week was from October 6 – 12, 2019. South Frontenac Fire & Rescue (SFFR) – Fire Prevention week activities: Message: South Frontenac Fire and Rescue was very active during Fire Prevention Week this year. The National Fire Protection Association’s international message and campaign was “Not every hero wears a cape, Plan and Practice your Escape”. This is an important message for all residents to practice their home escape plan that can be used during an emergency.

Open Houses: SFFR hosted open houses at 5 of the 8 firehalls on Tuesday October 8, 2019 from 7pm – 9pm. The opens houses attracted a large number of people from the community and we successfully were able to deliver this year’s Fire Prevention Week message to over 150 residents. We also handed out information about home escape planning and smoke and carbon monoxide alarm details and requirements. School Visits: SFFR also attended all 6 elementary schools and gave two presentations at each school. The first presentation at each school was delivered to JK – Gr.3 students and the second to Gr. 4 – Gr. 8 students. Assistant Fire Chief Bennett and various Volunteer Firefighters assisted with the school visits. SFFR staff was able to reach approx. 1,200 students in the Township of South Frontenac with the intention of bringing our safety message home and to practice with their families.

Our strength is our community.

Page 69 of 152

INFORMATION REPORT TO COUNCIL FIRE AND RESCUE

The school visits were originally schedule for the days during Fire Prevention Week, but were rescheduled for two weeks later due to a potential labour dispute with school support staff workers. The Principals at each school were helpful and supportive of rescheduling due to the unknown potential circumstances. Since visiting the schools, SFFR has participated and activated fire alarms drills in each of the schools and all schools were successful evacuating with no concerns. Media Campaign: SFFR actively promoted this year’s Fire Prevention Week message through a number of media outlets. We had our campaign message in the Frontenac News (newspaper), on the Townships website, twitter, and Facebook accounts and local radio stations. This year’s major media focus was with the radio ads that aired on 98.3 FLY FM and 98.9 PURE FM. During Fire Prevention Week, 4 SFFR staff voice recorded 4 separate messages that played a total of 56 times on air during the week. The following were the 4 scripted radio ads: Script No. 1 Re: Smoke Alarm “Hi, I’m Fire Chief Darcy Knott from South Frontenac Fire & Rescue. It’s Fire Prevention week in South Frontenac. Did you know that the Ontario Fire Code requires a working smoke alarm on every level of your home? This is the first line of defense for you and your family in the event of a fire. Your smoke alarm should be less than 10 years old, and tested on a monthly basis. Think safe. Be Safe.” Script No. 2 Re: Carbon Monoxide “Hi, I’m Assistant Fire Chief Alex Bennett from South Frontenac Fire & Rescue. It’s Fire Prevention week in South Frontenac. In the province of Ontario; a working carbon monoxide alarm is required adjacent to any sleeping areas in residential occupancy with a fuel burning appliance. Carbon monoxide (CO) is a colourless and odorless gas that can be hazardous to you and your family. If you have a wood stove, oil or propane fired furnace, you must have a working carbon monoxide alarm. Think safe. Be Safe.” Script No. 3 Re: Home Fire Escape Plan “Hi, I’m Firefighter Ellie Steele from South Frontenac Fire & Rescue. It’s Fire Prevention week in South Frontenac. In the event of a fire in your home, do you have an escape plan? How do I get out? Where do we all meet? Does everyone know how to call for help? Take a moment and develop a home fire escape plan for you and your family. Make sure everyone knows what to do in the event of a fire.

Our strength is our community.

Page 70 of 152

INFORMATION REPORT TO COUNCIL FIRE AND RESCUE Think safe. Be Safe.” Script No. 4 Re: Cooking with Care “Hi, I’m Firefighter Jason Guindon from South Frontenac Fire & Rescue. It’s Fire Prevention week in South Frontenac. Did you know cooking fires are the number one cause of home fires and injuries? The leading cause of fires in the kitchen is unattended cooking:   

Be alert! If you’re sleepy or have consumed alcohol, don’t use the stove or stovetop. Stay in the kitchen while you are frying, grilling, boiling, or broiling food. Keep anything that can catch fire such as oven mitts, wooden utensils, food packaging, towels or curtains away from your stovetop.

Think safe. Be Safe.” The radio ads reached many people in the community and surrounding areas. Fire Chief Knott and Assistant Fire Chief Bennett receive a lot of positive feedback from members of the community that heard and appreciated the message.

Submitted/approved by: Darcy Knott

Our strength is our community.

Page 71 of 152

Payment Listing For the period of November 6, 2019 to November 19, 2019

Accounts Payable Payment Listing:

877,200.04 For the period of November 6, 2019 to November 19, 2019

Payroll Payment Listing: Pay Period #19-23

Pay date November 6, 2019

101,444.79

For the period of October 20, 2019 to November 2, 2019

Total Payments

RECOMMENDATION:

It is recommended that Council receive for information the listing of the Accounts Payable and Payroll for the period ending November 19, 2019 in the amount of

978,644.83

Submitted by: Mark Foster - Accounting Clerk Approved by: Louise Fragnito - Director of Corporate Services /Treasurer

978,644.83

System:

2019-11-14

User ID:

mfoster

Ranges: Cheque Date:

Township of South Frontenac CHEQUE DISTRIBUTION REPORT

11:33:01 AM

From: 2019-11-06

To: 2019-11-19

Page:

Page 72 of 152

Distribution Types Included: PURCH, MISC

10 GG 0000 Gen Cheque EFT000000012364

Date

Inv #

2019-11-19 70791

Vendor

Description

THE FRONTENAC NEWS Ad- Sept 5, 12, 19, 26

Total EFT000000012364

Total Gen

Amount $2,645.76 $2,645.76

$2,645.76

1000 Cheque 070591 Total 070591 EFT000000012328

Date

Inv #

2019-11-19

Vendor

Description

239420

ATKINSON HOME BUILDING CENTRE Ice Melt

1165 1166

1000 ISLANDS CUTTING EDGE LAWN CARE Grass Cutting Grass Cutting

2019-11-19

Total EFT000000012328 EFT000000012352 2019-11-19

Amount $53.39 $53.39 $162.82 $203.52 $366.34

CULLIGAN 8701TI 2637542

Total EFT000000012352 EFT000000012359 2019-11-19

Water Cooler Rental

$38.56 $10.12 $48.68

Repair Furnace Venting

$688.05 $688.05

EVERTEMP INC 34391

Total EFT000000012359 EFT000000012368 2019-11-19

HAMBLY GROUP 19 096

Total EFT000000012368 EFT000000012371 2019-11-19 2019477 2019488 2019510 2019532 2019463 2019441 2019553

Ramp Design J & J LANDSCAPING Rake + Remove Wallnuts Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting

Total EFT000000012371

Total

$1,259.28 $1,259.28 $106.85 $21.88 $21.88 $21.88 $21.88 $21.88 $21.88 $238.13

$2,653.87

1100 Counc Cheque 070598

Date

Inv #

2019-11-19

Vendor

Description

ORMSBEE’S MERCANTILE Food for Bus Tour

Amount

Total 070598

$160.78 $160.78

Total Counc

$160.78

19/11/01-45

1250 Clk Cheque EFT000000012407

Date

Inv #

2019-11-19

Vendor

Description

9289

TROUSDALE’S FOODLAND Milk + Cream

98387

TROUSDALE’S HOME HARDWARE Storage Box

Total EFT000000012407 EFT000000012408 2019-11-19 Total EFT000000012408

Total Clk

Amount $8.57 $8.57 $28.47 $28.47

$37.04

1275 Fin Cheque 070599

Date

Inv #

2019-11-19

Vendor

Description

SHRED-IT INTERNATIONAL ULC Shredding Services Shredding Services

Amount

Total 070599

$75.20 $75.20 $150.40

Total Fin

$150.40

Total GG

$5,647.85

8100876754 8100850988.

20 PP&P 2100 Fire Cheque 070596 Total 070596 EFT000000012328

Date

Inv #

2019-11-19

Vendor

Description

4934

KINGSTON FIRE AND RESCUE Q4 Dispatching Fees

1165 1165 1165 1166 1166

1000 ISLANDS CUTTING EDGE LAWN CARE Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting

2019-11-19

Amount $9,056.64 $9,056.64 $366.34 $122.11 $122.11 $457.92 $152.64

System:

2019-11-14

User ID:

mfoster

11:33:01 AM

Township of South Frontenac CHEQUE DISTRIBUTION REPORT 1166

Total EFT000000012328 EFT000000012330 2019-11-19

Grass Cutting

A2441793 A2447927 A2435659

ABELL PEST CONTROL INC. 19/10 Pest Control 19/10 Pest Control 19/10 Pest Control

1-252786

BELL MOBILITY (RADIO DIVISION) 19/11 Site Rental

2305 2309

CAMERON MECHANICAL Master Drain Valve Master Drain Valve

Total EFT000000012330 EFT000000012338 2019-11-19 Total EFT000000012338 EFT000000012342 2019-11-19

Total EFT000000012342 EFT000000012345 2019-11-19

Page 73 of 152 $152.64 $1,373.76 $41.18 $50.80 $48.54 $140.52 $295.38 $295.38 $1,411.41 $1,340.18 $2,751.59

CANADIAN TIRE 127573 136455

Total EFT000000012345 EFT000000012347 2019-11-19

Tools Tools

KIN/098720

CITY ELECTRIC SUPPLY Bulbs + Ballasts

238403

COLLINS SAFETY INC. Ear Plugs + Cleaning Wipes

441595

FIRE SERVICE MANAGEMENT Wash + Repair

IN155797

FIRE MARSHAL’S PUBLIC FIRE 8X Books

131815

FRASSO AUTOMOTIVE SERVICE Head Light + Wiper Blades

2019494 2019516 2019538 2019469 2019447 2019559 2019493 2019515 2019537 2019468 2019446 2019558 2019492 2019513 2019535 2019466 2019444 2019556 2019500 2019522 2019544 2019475 2019453 2019565 2019476 2019523 2019501 2019454 2019566

KS26401 KS26219 KS26128 KS26455

KENWORTH ONTARIO - KINGSTON Replaced Faulty Check Valve Safety+ Emerg Lights Repair Safety + Brakes+Bulb Heater Controls

2101449417 2101520368 2101484361 2101491269

MESSER CANADA INC. Oxygen Small Cylinder Utilization Fee Oxygen Oxygen

19/11/01

MARK R. HALLADAY EMERGENCY 108X Certifications

7673

PPE SOLUTIONS INC. Hero Wipes

1057-7817 1057-7854 1057-7956

ROSESON DISTRIBUTORS INC. 10.53L @1.1761 34.22L @1.0145 77.23L @ .988

11454

R. THURSTON TECHNOLOGIES Radio Battery

Total EFT000000012347 EFT000000012350 2019-11-19 Total EFT000000012350 EFT000000012360 2019-11-19 Total EFT000000012360 EFT000000012361 2019-11-19 Total EFT000000012361 EFT000000012363 2019-11-19 Total EFT000000012363 EFT000000012371 2019-11-19

Total EFT000000012371 EFT000000012375 2019-11-19

Total EFT000000012375 EFT000000012377 2019-11-19

Total EFT000000012377 EFT000000012380 2019-11-19 Total EFT000000012380 EFT000000012392 2019-11-19 Total EFT000000012392 EFT000000012398 2019-11-19

Total EFT000000012398 EFT000000012399 2019-11-19 Total EFT000000012399 EFT000000012401 2019-11-19

Page:

SIGNS PLUS

$127.05 $676.00 $803.05 $341.91 $341.91 $76.39 $76.39 $265.84 $265.84 $509.81 $509.81 $131.66 $131.66 $25.44 $25.44 $25.44 $25.44 $25.44 $25.44 $28.49 $28.49 $28.49 $28.49 $28.49 $28.49 $28.75 $28.75 $28.75 $28.75 $28.75 $28.75 $36.63 $36.63 $36.63 $36.63 $36.63 $36.63 $45.79 $45.79 $45.79 $45.79 $45.79 $944.81 $183.17 $1,400.92 $3,398.01 $671.49 $5,653.59 $337.89 $85.48 $438.55 $444.00 $1,305.92 $20,001.95 $20,001.95 $768.37 $768.37 $12.61 $35.32 $77.64 $125.57 $64.05 $64.05

System:

2019-11-14

User ID:

mfoster

11:33:01 AM

Township of South Frontenac CHEQUE DISTRIBUTION REPORT 3173

Total EFT000000012401 EFT000000012416 2019-11-19 3935-89234 2706-88826 4896-88902

4X Civic EARL ROSEBUSH FUELS 348.6L @.889 233.80L @.827 476.70L @.827

Total EFT000000012416

Total Fire

Page:

Page 74 of 152 $36.63 $36.63 $334.41 $209.53 $427.22 $971.16

$45,618.60

2105 Pub Ed Cheque 070592

Date

Inv #

2019-11-19

Vendor

Description

Amount

BELL MEDIA INC.

Total 070592

$968.75 $569.86 $1,538.61

Total Pub Ed

$1,538.61

1468179-1 1468199-1

98.3 Fly FM-Fire Prevention Country 99- Fire Prevention

2400 Police Cheque EFT000000012384

Date 2019-11-19

Inv #

Vendor

NOLAN, MIKE 2019 PSB HONORARIUM 19/10 PSB MILEAGE

Description 2019 PSB Honorarium 19/10 PSB Mileage

Total EFT000000012384

Total Police

Amount $600.00 $84.70 $684.70

$684.70

2605 Build Cheque 070605 Total 070605 EFT000000012350

Date 2019-11-19

Inv #

Vendor

Description

1324789 ONTARIO INC 15-287 PERMIT REFUND 15-287 Permit Refund

2019-11-19 241735

COLLINS SAFETY INC. First aid Supplies

Total EFT000000012350

Total Build

Amount $1,946.50 $1,946.50 $45.76 $45.76

$1,992.26

2620 Anml Ctl Cheque EFT000000012396

Date

Inv #

2019-11-19

Vendor

Description

RIVOIRE, THOMAS R Legal Services

34 Total EFT000000012396

Total Anml Ctl

Amount $651.26 $651.26

$651.26

Total PP&P

$50,485.43

30 Trans 3000 PW OH Cheque EFT000000012332

Date

Inv #

2019-11-19 C14258-110119

Vendor

Description

ALLIANCE WIRELESS COMMUNICATIONS 19/11 Answering Services

Total EFT000000012332

Total PW OH

Amount $228.37 $228.37

$228.37

3005 RdAdmOH Cheque EFT000000012338

Date

Inv #

2019-11-19

Vendor

Description

1-252786

BELL MOBILITY (RADIO DIVISION) 19/11 Site Rental

241735

COLLINS SAFETY INC. 3X Ont. A Kits

779

PRO-TECH TRAINING SERVICES INC. Winter Patrollers Course T.J.

Total EFT000000012338 EFT000000012350 2019-11-19 Total EFT000000012350 EFT000000012394 2019-11-19 Total EFT000000012394

Total RdAdmOH

Amount $295.38 $295.38 $74.21 $74.21 $356.16 $356.16

$725.75

3010 Cheque 070591

Total 070591 070593 Total 070593 070594 Total 070594 070597

Date

Inv #

2019-11-19

Vendor

Description

237427 237465 237713

ATKINSON HOME BUILDING CENTRE Poly Tarp Poly Tarp Recepticle Cover

1633

DALE BABCOOK MASONRY LIMITED Pad Extenstion + New Bollards

4709

JUSTUS AUTO BODY Paint Truck

17734 17737

MR. AUTO AUTOMOTIVE Emissions Test Emissions Test

2019-11-19

Amount $9.86 $22.38 $8.13 $40.37 $3,383.52 $3,383.52 $3,805.82 $3,805.82 $254.40 $254.40

System:

2019-11-14

User ID:

mfoster

11:33:01 AM

Township of South Frontenac CHEQUE DISTRIBUTION REPORT 17733 17736 17732 17735

Total 070597 070600

2019-11-19

Page 75 of 152

Emissions Test Emissions Test Emissions Test Emissions Test

$254.40 $254.40 $254.40 $254.40 $1,526.40

Flagging Flagging Flagging Flagging Flagging Flagging Flagging Flagging Flagging Big Sweeper Little Sweeper Little Sweeper Flagging

$463.77 $438.59 $438.59 $438.59 $438.59 $438.59 $438.59 $438.59 $438.59 $228.96 $651.26 $595.30 $438.59 $5,886.60

31051 31050

BOULTON SEPTIC/LARMON’S Flagging Flagging

70663797

AIR LIQUIDE CANADA INC. Oxygen

6-191800 6-192587

ARMTEC CANADA CULVERT Culvert 13X Culverts+ 10 Couplers

24233352

BATTLEFIELD EQUIPMENT RENTALS 5X Turbidity Curtains

37564 37733 37522 37490 37438 36343

BLACK DOG TIRE & LUBRICANTS Tire Change Flat Repair 4X Tires 4X Tires 4X Tires Flat Repair

19-16315

CADUCEON ENTERPRISES INC. Magnesium Analysis

Total EFT000000012329 EFT000000012331 2019-11-19 Total EFT000000012331 EFT000000012333 2019-11-19

Total EFT000000012333 EFT000000012336 2019-11-19 Total EFT000000012336 EFT000000012339 2019-11-19

Total EFT000000012339 EFT000000012340 2019-11-19 Total EFT000000012340 EFT000000012346 2019-11-19

$2,320.13 $1,856.10 $4,176.23 $35.32 $35.32 $1,419.18 $8,562.72 $9,981.90 $3,816.00 $3,816.00 $190.09 $45.79 $1,123.43 $1,095.95 $1,095.95 $164.79 $3,716.00 $13.99 $13.99

CINTAS 884301896 884301896 884301897 884301897

Total EFT000000012346 EFT000000012348 2019-11-19

Uniform Cleaning Supplies Uniform Cleaning Supplies

335174

COCO PROPERTIES CORP Gravel

9483 9487 9488

D.MARTIN WELDING & FABRICATING Tap Holes in Air Tank Patch Holes in Truck Sink on Stand

Total EFT000000012348 EFT000000012354 2019-11-19

Total EFT000000012354 EFT000000012355 2019-11-19

$50.13 $122.88 $10.16 $32.37 $215.54 $203.72 $203.72 $177.06 $488.37 $926.02 $1,591.45

DRAPER DOORS 14808

Total EFT000000012355 EFT000000012357 2019-11-19 23102019-51 Total EFT000000012357 EFT000000012362 2019-11-19

Service Doors ENVIRONMENTALL CONTRACTING SERV Type 1 Abestos Abatement

$428.41 $428.41 $989.39 $989.39

FISH, DOROTHY 6012

Cleaning

57667 57650 57649

GIN-COR INDUSTRIES INC 25X Chain Pins and Cotter Spring Supen. Upper Wing Arm Chain + Kit Cross Conveyor

P331549

GRAND & TOY LIMITED Key Tags + Desk Cal.

7326

G WILLIAMS PAVING LTD Driveway Entrance Repairs

979156

HEAT DESIGN EQUIPMENT Tiger Torch Orifice

9307160379 9307160378 9307129099 9307129100

KENT AUTOMOTIVE 43 Series Fittings 25X Tap Bolts Screws+ Nuts+ Cable Ties Screws+ Nuts

DAR 21111003

LIEBHERR CANADA LTD Gear Wheel Motor

Total EFT000000012362 EFT000000012365 2019-11-19

Total EFT000000012365 EFT000000012366 2019-11-19 Total EFT000000012366 EFT000000012367 2019-11-19 Total EFT000000012367 EFT000000012369 2019-11-19 Total EFT000000012369 EFT000000012374 2019-11-19

Total EFT000000012374 EFT000000012376 2019-11-19 Total EFT000000012376

SNIDER, PERCY 19/10/24-34 19/10/22-32 19/10/21-31 19/10/31-08 19/10/30-07 19/10/29-06 19/10/28-05 19/10/25-04 19/10/23-03 19/10/02-26 19/10/03-27 19/10/10-28 19/11/01-12

Total 070600 EFT000000012329

Page:

$320.00 $320.00 $167.65 $177.52 $585.75 $930.92 $55.08 $55.08 $9,388.38 $9,388.38 $37.00 $37.00 $594.91 $111.38 $199.96 $325.48 $1,231.73 $1,305.59 $1,305.59

System:

2019-11-14

User ID:

mfoster

EFT000000012377

11:33:01 AM

Township of South Frontenac CHEQUE DISTRIBUTION REPORT

2019-11-19 2101285175 2101520512 2101485599 2101491927

MESSER CANADA INC. Gases Cylinder Utilization Fee Gases Gases

19/10/31

LOUIS W BRAY CONSTRUCTION LIMITED Progress Billing #3-HB

Total EFT000000012377 EFT000000012379 2019-11-19 Total EFT000000012379 EFT000000012381 2019-11-19

MCNICHOLS CONSTRUCTION LTD 19/11/01-GREEN BAY Hi Hoe+ Tri Axle + Hoe Rams

Total EFT000000012381 EFT000000012382 2019-11-19 DA0007384858 Total EFT000000012382 EFT000000012383 2019-11-19

MICHELIN NORTH AMERICA CANADA INC 4X Tires

MILLER PAVING LIMITED AUM-102-2019-0689 Mircro Surfacing

Total EFT000000012383 EFT000000012386 2019-11-19 5201873 5201874

ONTARIO HOSE SPECIALTIES LIMITED Rags+ Ratchet strap Pump+ Wheel+ Garden Hose parts

C0153

PAT ROGERS TOWING SERVICE Tow to Keeley

143506 143963

PAT’S RADIATOR SERVICE LTD. Replaced Battery Rubber End Edges

Total EFT000000012386 EFT000000012388 2019-11-19 Total EFT000000012388 EFT000000012389 2019-11-19

Total EFT000000012389 EFT000000012391 2019-11-19

Total EFT000000012391 EFT000000012393 2019-11-19

Filters Latch Filters Filters Coolant + Oil Coolant + Oil B/U Lamp

864135908 864138919

PREMIER TRUCK GROUP Motor+ Shaft + Assembly Hose+ Clamps+ 2X Belts

1058-7837 1058-7786

ROSESON DISTRIBUTORS INC. 54.67L @1.0145 82.02L @1.0234

Total EFT000000012393 EFT000000012398 2019-11-19

Total EFT000000012398 EFT000000012401 2019-11-19

Page 76 of 152 $303.24 $64.11 $12.31 $264.12 $643.78 $2,967.32 $2,967.32 $57,362.11 $57,362.11 $2,520.47 $2,520.47 $312,260.84 $312,260.84 $45.94 $700.16 $746.10 $190.80 $190.80 $333.13 $367.76 $700.89 $150.91 $15.62 $224.94 $208.40 $74.99 $37.49 $185.57 $897.92 $567.57 $190.66 $758.23 $56.44 $85.42 $141.86

SIGNS PLUS 3171

Total EFT000000012401 EFT000000012402 2019-11-19

20X Decals+ Truck Numbers

90808160

STRONGCO EQUIPMENT Motor

181492KP 181521KP 181522KP

SURGENOR TRUCK CENTRE Air Tank 4X Elbows + Drain Safety Valve

S-0061894 S-0062041 S-0061660 S-0061660

SWEET’S SAND & GRAVEL Gravel Gravel Gravel Equipment Rental

PS040669372

TOROMONT INDUSTRIES LTD. Elements + Filter

6083-571854 6083-572663 6083-563677 6083-573242

TOWN AND COUNTRY AUTO SUPPLY Undercoat for Trucks Absorbent Hub Assembly Electrical Tape

4950 7765

TROUSDALE’S FOODLAND Coffee+ Milk + Cream+Tissues Coffee+ Sugar

173-252293

UNIVERSAL SUPPLY GROUP Chain Oil

23712463

WURTH CANADA LIMITED Shop Tools

3160-89936 1058-88866 0363-90617

EARL ROSEBUSH FUELS 90.5L @.891 Lubes Lubes

Total EFT000000012402 EFT000000012403 2019-11-19

Total EFT000000012403 EFT000000012404 2019-11-19

Total EFT000000012404 EFT000000012405 2019-11-19 Total EFT000000012405 EFT000000012406 2019-11-19

Total EFT000000012406 EFT000000012407 2019-11-19

Total EFT000000012407 EFT000000012409 2019-11-19 Total EFT000000012409 EFT000000012415 2019-11-19 Total EFT000000012415 EFT000000012416 2019-11-19

Total EFT000000012416

PETRIE FORD 280014 279995 279759 279760 280075 280075 280019

Total

Page:

$342.93 $342.93 $865.53 $865.53 $510.07 $140.53 $51.87 $702.47 $1,558.61 $9,819.45 $1,450.97 $11,961.38 $24,790.41 $232.41 $232.41 $126.61 $257.05 $416.50 $33.78 $833.94 $25.38 $20.97 $46.35 $67.00 $67.00 $591.68 $591.68 $87.00 $82.63 $1,074.58 $1,244.21

$461,986.61

System:

2019-11-14

User ID:

mfoster

11:33:01 AM

Township of South Frontenac CHEQUE DISTRIBUTION REPORT

Page:

Page 77 of 152

3115 Bvr Dms Cheque EFT000000012345

Date

Inv #

2019-11-19

Vendor

Description

Amount

CANADIAN TIRE 136457

2X Waders

Total EFT000000012345

Total Bvr Dms

$345.96 $345.96

$345.96

3206 Mowing Cheque 070600

Date

Inv #

2019-11-19

Vendor

Description

Amount

SNIDER, PERCY 19/10/24-29 19/09/20-14 19/09/24-15 19/10/04-09 19/10/07-10 19/09/27-12 19/09/30-13 19/10/12-11 19/10/18-21 19/11/01-18

Roadside Mowing Roadside Mowing Roadside Mowing Roadside Mowing Roadside Mowing Roadside Mowing Roadside Mowing Roadside Mowing Roadside Mowing Roadside Mowing

Total 070600

Total Mowing

$1,373.76 $725.04 $457.92 $686.88 $305.28 $686.88 $610.56 $534.24 $801.36 $610.56 $6,792.48

$6,792.48

3215 Drainage Cheque 070600

Date

Inv #

2019-11-19

Vendor

2019-11-19 326532 327631

Total EFT000000012348 EFT000000012381 2019-11-19

Amount

SNIDER, PERCY 19/10/01-20 19/09/30-07 19/10/03-16 19/10/24-19 19/10/18-35 19/10/18-23 19/10/23-33 19/10/25-45 19/10/18-36 19/11/05-13

Total 070600 EFT000000012348

Description Flagging Flagging Flagging Backhoe Rental Flagging Shovel Rental Flagging Flagging Back Hoe Rental Flagging

COCO PROPERTIES CORP Gravel Gravel

MCNICHOLS CONSTRUCTION LTD 19/10/07-YARKER Hi Hoe + Tri Axle Rental

Total EFT000000012381 EFT000000012404 2019-11-19 S-0061660 S-0061660

SWEET’S SAND & GRAVEL Gravel Gravel

Total EFT000000012404

Total Drainage

$478.53 $478.53 $478.53 $305.28 $264.45 $310.37 $438.59 $388.21 $2,442.24 $352.60 $5,937.33 $351.09 $171.66 $522.75 $8,853.12 $8,853.12 $353.06 $1,383.81 $1,736.87

$17,050.07

3310 Hardtop Patching Cheque EFT000000012413

Date

Inv #

2019-11-19 4171

Vendor

Description

WILLIAMS HOT MIX LTD 10.12MT Hot Mix

Total EFT000000012413

Total Hardtop Patching

Amount $1,023.80 $1,023.80

$1,023.80

3505 Snw Plwng Cheque 070600

Date

Inv #

2019-11-19

Vendor

Amount

SNIDER, PERCY 19/11/07-15 19/11/07-14

Total 070600 EFT000000012399

Description

2019-11-19 11465 11465 11465 11465

Snow Plowing Snow Plowing R. THURSTON TECHNOLOGIES Installing Radios Installing Radios Installing Radios Installing Radios

Total EFT000000012399

Total Snw Plwng

$93.62 $318.51 $412.13 $263.80 $86.50 $86.50 $172.99 $609.79

$1,021.92

3506 Snow Clearing Sidewalks Cheque 070600

Date

Inv #

2019-11-19

Vendor

Description

Amount

SNIDER, PERCY 19/11/07-15 19/11/07-16 19/11/07-16

Snow Plowing Snow Plowing Snow Plowing

Total 070600

Total Snow Clearing Sidewalks

$101.76 $203.52 $69.20 $374.48

$374.48

3601 Barricds & Sfty Matls Cheque

Date

Inv #

Vendor

Description

Amount

System:

2019-11-14

User ID:

mfoster

11:33:01 AM

EFT000000012350

Township of South Frontenac CHEQUE DISTRIBUTION REPORT

2019-11-19 238888

COLLINS SAFETY INC. Boots C.M.

11593

PERFECT SOLUTIONS 36X Gloves+ 20X Eyewear

Total EFT000000012350 EFT000000012390 2019-11-19 Total EFT000000012390

Total Barricds & Sfty Matls

Page:

Page 78 of 152 $234.04 $234.04 $403.30 $403.30

$637.34

3615 Street signs Cheque EFT000000012401

Date

Inv #

2019-11-19

Vendor

Description

Amount

SIGNS PLUS

Total EFT000000012401

$27.41 $27.41

Total Street signs

$27.41

3173

Street Sign

3625 RR cross mnt Cheque EFT000000012344

Date

Inv #

2019-11-19 11116010

Vendor

Description

CANADIAN PACIFIC RAILWAY 19/10 Flasher Contract

Amount

Total EFT000000012344

$744.00 $744.00

Total RR cross mnt

$744.00

3638 Locates Cheque EFT000000012385

Date

Inv #

2019-11-19 201905309

Vendor

Description

ONTARIO ONE CALL 19/10 Notifications

Total EFT000000012385

Total Locates

Amount $119.16 $119.16

$119.16

3800 Crssng Guards Cheque EFT000000012351

Date

Inv #

2019-11-19 89502 89719

Vendor

Description

COMMISSIONAIRES SECURITY SOLUTIONS Crossing Guards Crossing Guards

Amount

Total EFT000000012351

$1,135.91 $1,022.31 $2,158.22

Total Crssng Guards

$2,158.22

Total Trans

$493,235.57

40 Env 4110 Water Treat Cheque EFT000000012337

Date 2019-11-19

Inv #

Vendor

Description

BELL CANADA-WATER TOWER PHONE LINE N6027631-19/10 19/10- Telephone

Amount

Total EFT000000012337

$89.61 $89.61

Total Water Treat

$89.61

5105 Garb coll Cheque EFT000000012373

Date

Inv #

2019-11-19

Vendor

Description

U04949

JOE JOHNSON EQUIPMENT INC. 2019 Labrie Minimax

11459

R. THURSTON TECHNOLOGIES Install New Radio

Total EFT000000012373 EFT000000012399 2019-11-19 Total EFT000000012399

Total Garb coll

Amount $238,236.44 $238,236.44 $654.13 $654.13

$238,890.57

5110 Gab disp Cheque EFT000000012330

Date

Inv #

2019-11-19

ABELL PEST CONTROL INC. 19/11 Pest Control

6714

ASSELSTINE HARDWARE Pipes

Total EFT000000012334 EFT000000012341 2019-11-19 Total EFT000000012341 EFT000000012356 2019-11-19 96198

2 New Sampling Locations ENVIRO-GUARD PLUS INC. 19/10 Pest Control

WASTE CONNECTIONS OF CANADA 7150-0000334471 Dump + Exchange 7150-0000338321 Dump + Exchange 647-0000026051 103.42 MT ICI Waste

Total EFT000000012411 EFT000000012412 2019-11-19 812370

Total Gab disp

Amount $111.21 $111.21 $82.16 $82.16

CAMBIUM INC. 2019-28418

Total EFT000000012412

Description

A2487984 Total EFT000000012330 EFT000000012334 2019-11-19

Total EFT000000012356 EFT000000012411 2019-11-19

Vendor

WHALEY, GEORGE 19/10 Landfill Services

$675.69 $675.69 $44.77 $44.77 $1,801.25 $1,687.58 $10,248.53 $13,737.36 $5,359.70 $5,359.70

$20,010.89

System:

2019-11-14

User ID:

mfoster

11:33:01 AM

Township of South Frontenac CHEQUE DISTRIBUTION REPORT

Total Env

Page:

Page 79 of 152 $258,991.07

70 Cem 7000 Health Cheque EFT000000012328

Date

Inv #

2019-11-19

Vendor

Description

1165 1165 1165 1165 1165 1165 1166 1166 1166 1166 1166 1166

1000 ISLANDS CUTTING EDGE LAWN CARE Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting

2568 2568 2568 2568

D G YOUNGE CONCRETE BURIAL VAULTS 19/10 Cemetary Services 19/10 Cemetary Services 19/10 Cemetary Services 19/10 Cemetary Services

2019568 2019562 2019472 2019479 2019495 2019517 2019539 2019470 2019448 2019560 2019496 2019518 2019540 2019471 2019449 2019561 2019497 2019519 2019541

J & J LANDSCAPING Limb + Brush Removal Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting

98129

TROUSDALE’S HOME HARDWARE Canadian Flag

Total EFT000000012328 EFT000000012353 2019-11-19

Total EFT000000012353 EFT000000012371 2019-11-19

Total EFT000000012371 EFT000000012408 2019-11-19 Total EFT000000012408

Amount $325.63 $1,037.95 $284.93 $284.93 $305.28 $1,221.12 $407.04 $1,297.44 $356.16 $356.16 $381.60 $1,526.40 $7,784.64 $178.08 $966.72 $356.16 $81.41 $1,582.37 $335.81 $274.75 $274.75 $132.29 $24.93 $24.93 $24.93 $24.93 $24.93 $24.93 $45.79 $45.79 $45.79 $45.79 $45.79 $45.79 $274.75 $274.75 $274.75 $2,266.17 $36.62 $36.62

Total Health

$11,669.80

Total Cem

$11,669.80

80 Rec 8000 Rec Cheque 070595

Total 070595 070603 Total 070603 EFT000000012328

Date 2019-11-19

Inv #

KILGOUR, JILL 19/11/04-COMM. PROG. 19/11/04-COMM. PROG.

2019-11-19

19/11/04-Comm. Prog. 19/11/04-Comm. Prog.

VANDEWAL, AARON Grading Ball Fields

1165 1165 1165 1165 1165 1166 1166 1166 1166 1166

1000 ISLANDS CUTTING EDGE LAWN CARE Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting

CAMPBELL, ANNIE 19/09/16-SPECIAL 19/09/16-Special Meeting 19/09/16-SPECIAL 19/09/16-Special Meeting 19/11/04-COMM. PROG. 19/11/04-Comm. Prog. 19/11/04-COMM. PROG. 19/11/04-Comm. Prog.

Total EFT000000012343 EFT000000012347 2019-11-19 KIN/098720 Total EFT000000012347 EFT000000012358 2019-11-19

CITY ELECTRIC SUPPLY Ballasts

Amount $32.47 $25.75 $58.22 $560.00 $560.00 $936.19 $142.46 $834.43 $122.11 $244.22 $1,170.24 $178.08 $1,043.04 $152.64 $305.28 $5,128.69 $32.47 $14.66 $32.47 $13.37 $92.97 $82.43 $82.43

ESKEROD SIGNS 28629

Total EFT000000012358 EFT000000012359 2019-11-19

Description

19/11/01-50 2019-11-19

Total EFT000000012328 EFT000000012343 2019-11-19

Vendor

Install Cables For Scoreboard EVERTEMP INC

$793.73 $793.73

System:

2019-11-14

User ID:

mfoster

11:33:01 AM

Township of South Frontenac CHEQUE DISTRIBUTION REPORT 34393

Total EFT000000012359 EFT000000012370 2019-11-19

Installed Capacitors

HOLLAND, TRACY 19/11/04-COMM. PROG. 19/11/04-Comm. Prog. 19/11/04-COMM. PROG. 19/11/04-Comm. Prog.

Total EFT000000012370 EFT000000012371 2019-11-19 2019476 2019523 2019501 2019454 2019566 2019488 2019510 2019532 2019463 2019441 2019553 2019498 2019520 2019542 2019473 2019451 2019563 2019499 2019521 2019543 2019474 2019452 2019564 2019491 2019514 2019536 2019467 2019445 2019557 2019490 2019512 2019534 2019465 2019443 2019555 2019489 2019511 2019533 2019464 2019442 2019554 2019487 2019509 2019531 2019462 2019440 2019552 2019486 2019508 2019530 2019461 2019439 2019551 2019485 2019507 2019529 2019460 2019438 2019550 Total EFT000000012371 EFT000000012378 2019-11-19

J & J LANDSCAPING Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting Grass Cutting

Total EFT000000012387 EFT000000012400 2019-11-19

19/11 Monitoing + Rental 19/11 Monitoing + Rental

PANTREY, AMANDA 19/11/04-COMM. PROG. 19/11/04-Comm. Prog. 19/11/04-COMM. PROG. 19/11/04-Comm. Prog. SCHJERNING, MARK 19/11/04-COMM. PROG. 19/11/04-Comm. Prog. 19/11/04-COMM. PROG. 19/11/04-Comm. Prog.

Total EFT000000012400 EFT000000012404 2019-11-19 S-0061660

SWEET’S SAND & GRAVEL Gravel

97529 97529 97524 98029 98129 98064 97577 97576

TROUSDALE’S HOME HARDWARE Screws for Gates Screws for Gates Screws + Bolts Mircrowave Canadian Flag Canadian Flag Canadian Flag Cable Ties

Total EFT000000012404 EFT000000012408 2019-11-19

Total EFT000000012408 EFT000000012410 2019-11-19

Page 80 of 152 $335.05 $335.05 $32.47 $17.34 $49.81 $45.79 $45.79 $45.79 $45.79 $45.79 $21.88 $21.88 $21.88 $21.88 $21.88 $21.88 $87.51 $87.51 $87.51 $87.51 $87.51 $87.51 $131.78 $131.78 $131.78 $131.78 $131.78 $131.78 $81.41 $81.41 $81.41 $81.41 $81.41 $81.41 $122.11 $122.11 $122.11 $122.11 $122.11 $122.11 $75.30 $75.30 $75.30 $75.30 $75.30 $75.30 $35.62 $35.62 $35.62 $35.62 $35.62 $35.62 $64.11 $64.11 $64.11 $64.11 $64.11 $64.11 $30.53 $30.53 $30.53 $30.53 $30.53 $30.53 $4,130.45

LONDRY ALARMS 200441 200441

Total EFT000000012378 EFT000000012387 2019-11-19

Page:

WASH, PAUL

$28.49 $28.49 $56.98 $32.47 $18.33 $50.80 $32.47 $18.83 $51.30 $1,623.17 $1,623.17 -$4.06 $4.66 $15.21 $96.66 $36.62 $36.62 $36.62 $16.06 $238.39

System:

2019-11-14

User ID:

mfoster

11:33:01 AM

Township of South Frontenac CHEQUE DISTRIBUTION REPORT 19/11/04-COMM. PROG. 19/11/04-COMM. PROG.

Total EFT000000012410 EFT000000012416 2019-11-19 0838-89914 91093

19/11/04-Comm. Prog. 19/11/04-Comm. Prog.

EARL ROSEBUSH FUELS 148.00L @.890 Furnace Oil

Total EFT000000012416

Total Rec

Page:

Page 81 of 152 $32.47 $18.33 $50.80 $142.14 $158.38 $300.52

$13,603.31

8025 Day Cmps Cheque 070604

Date

Inv #

2019-11-19 1165 1866

Vendor

Description

VERONA FOODLAND Snacks Water

Total 070604

Total Day Cmps

Amount $25.88 $4.29 $30.17

$30.17

8205 Pumpkinfest Cheque 070590 Total 070590 EFT000000012372

Date

Inv #

2019-11-08

Description

6319

VANDERLAAND THE BARNYARD ZOO Petting Zoo

15371

JODY CAMPBELL’S SEPTIC SERVICE Ad- Sept 5, 12, 19, 26

2019-11-19

Total EFT000000012372 EFT000000012414 2019-11-19

Vendor

WOOD, ALVIN 19/08/14-AMAZON

Amount $1,424.64 $1,424.64 $381.60 $381.60

Total EFT000000012414

$40.69 $40.69

Total Pumpkinfest

$1,846.93

Orange Sheets

8210 VCA Cheque EFT000000012335

Date

Inv #

2019-11-19

Vendor

Description

Amount

BABCOCK, CHET 2019081

Engraved Plate

2019083 2019082

COLEMAN, DONALD R.Day+ Christmas Cash Advances 19/10/09- Refreshments

Total EFT000000012335 EFT000000012349 2019-11-19

Total EFT000000012349

$20.35 $20.35 $1,350.00 $20.68 $1,370.68

Total VCA

$1,391.03

Total Rec

$16,871.44

90 Plan 9000 Plan Cheque 070602

Date

Inv #

2019-11-19

Vendor

Amount

TROPHY HOUSE 6740

Total 070602 EFT000000012395

Description

2019-11-19

3X Name Tags

$36.63 $36.63

Shipment to Ainley Graham

$24.14 $24.14

PUROLATOR INC. 442861243

Total EFT000000012395

Total Plan

$60.77

9971 Dev Chgs Cheque 070605

Date 2019-11-19

Inv #

Vendor

Description

1324789 ONTARIO INC 15-287 PERMIT REFUND 15-287 Permit Refund

Total 070605

Amount $14,989.52 $14,989.52

Total Dev Chgs

$14,989.52

Total Plan

$15,050.29

99 9999 Cheque 070610 Total 070610 EFT000000012397

Date

Inv #

2019-11-19

Description

CRADJ5754-1

ZEGERS MARY ALICE TAX REFUND

637704 637703 637702 637831 637832 637795 637835 637830 637837 637836

ROSEN ENERGY GROUP F 939.2L MKD @.8957 F 1255.4L CLR @1.0187 F 2008.6L GAS @.9682 B 1289.9L CLR @1.0497 B 1407.2L MKD @.9167 SUN 1500.3L CLR @1.0597 F 2134.6L GAS @.9612 B 334.9L GAS @.9612 F 686.6L MKD @.9167 F 1236.3L CLR @1.0497

2019-11-19

Total EFT000000012397

Vendor

Amount $12,427.30 $12,427.30 $856.05 $1,301.39 $1,978.95 $1,377.84 $1,312.68 $1,617.85 $2,087.89 $327.57 $640.49 $1,320.58 $12,821.29

System:

2019-11-14

User ID:

mfoster

11:33:01 AM

Township of South Frontenac CHEQUE DISTRIBUTION REPORT

Page:

Page 82 of 152

Total

$25,248.59

Total

$25,248.59

Total

$877,200.04

Page 83 of 152

Greater Napanee GREAtER FOR MANY REASONS

Community & Corporate Services 12 Market Square, P.O. Box 97 Naponee. ON K7R 3L4 TEL 61 3354-3351 FAX 61 3354-599 1 www.greoternopanee.com

October 29, 2019

Township of South Frontenac Aun: Mayor & Council: You may be aware the Town of Greater Napanee, over an extended time, has been considering the construction of an indoor pool facility to replace a closed outdoor municipal pool and a closed indoor pool rented from a private individual. Both of those were not cost effective and needed considerable investment to bring them up to day’s standards. The attached feasibility study was presented to the Greater Napanee Council in June 2018. We now have a unique opportunity to pursue an Investing Canada Infrastructure Program (ICIP) grant for the construction of an indoor aquatic facility to be attached to the PaperWorks Centre (formerly Strathcona Paper Centre), 16 McPherson Drive. Many of your residents already utilize our recreation facilities and adding an aquatic centre to the existing facility can only enhance their quality of life and pursuit of a healthy active lifestyle. For this reason, Greater Napanee is asking for a show of support through a resolution of your Council. The existing PaperWorks Centre is 93,315 sq ft, has 2 NHL-size ice pads, 7,000 sq ft of retail space, meeting rooms, and a banquet hall with a capacity for 300 people. The Indoor Aquatic Facility will add 21,000 sq. ft. with a 2,725 sq ft four lane lap pool, and a 1,915 sq ft warm water instructional pool. The Town of Greater Napanee is working closely with the YMCA of Central East Ontario to achieve a high level of programming at the proposed aquatic facility. The YMCA of Central East Ontario have indicated a wiliness to consider a commitment of staff resources, subsidy support, and capital contributions. Once completed, your show of support for your resident’s access to the Greater Napanee aquatic centre can be as simple as a rental agreement or a commitment to a permitted time. Thank you for your time.

Marg Isbester, Mayor Town of Greater Napanee

Page 84 of 152

Page 85 of 152

Staff Report to Council

20’

flnVe,s0,

1998

2018

Greater Napanee CRIATER

To:

Mayor Schermerhorn and Members of Councii

Date:

June 26, 2018

Prepared By:

Peter Dafoe, General Manager of infrastructure Services Vicki Hallam, Manager of Safety Compliance & Accessibility

Presented By:

Peter Dafoe, General Manager of Infrastructure Services

Re:

Infrastructure Services (Facilities) Pool Task Force Committee Report and Aquatics Feasibility Study Final Phase Report April 2018

Staff Recommendation: That Council receive for information the LeisurePlan International, Aquatics Feasibility Study Final Phase Report April 2018; And further that Council approves the Pool Task Force Committee’s request to enter into negotiations with the YMCA in good faith to reach a memorandum of understanding (MOU). And further that Council approve the Multi-Use Aquatic/Fitness Facility option in principle, subject to an approved financial strategy and any other imposed conditions of Council. And further that staff prepare a financial strategy for Council consideration.

Page 86 of 152

Financial Implications: Upon review, there are no financial implications at this time. Accessibility Implications: This report may be available in alternate format upon request. Information Technology Implications: Upon review, there are no information technology implications. Energy Management Implications: Upon review, there are no energy management implications. Background Information: Attached LeisurePlan International Aquatics Feasibility Study Final Phase Report, April 2018. Discussion: A Memorandum of Understanding would not only provide the key details for a potential operating contract but is a critical component of a financing strategy. A final MOU would be subject to Council approval. Approval in principle is required to submit grant funding applications. The Pool Task Force Committee is seeking approval in order to fulfill the mandate within the Council approved Terms of Reference. The remaining pieces of information will help determine if the Town of Greater Napanee can afford a Multi-Use Aquatic/Fitness Facility.

Sincerely;

Peter Dafoe, Vicki Hallam

rr– :

LeisurePlan International Inc. 450 Kingston Road, Suite 100, Toronto, Ontario, M4L 1V3

Town of Greater Napanee Aquatics Feasibility Study Final Phase Report April 2018

Page 87 of 152

THE FACILITY CONCEPTS

April 2018

The Multi-Use Aquatic/Fitness Facility Concept: includes the indoor aquatic facility components of the Indoor Aquatic Facility Concept as well as a 7,365 square foot facility area to support fitness programs and activities based on the results of the demand analysis presented in the Aquatic Feasibility Study including a multi-purpose room and a studio room for group exercise, a fitness conditioning/weight area, a pre school/babysitting/multi-purpose room and a children’s play space. The Multi-Use Aquatic/Fitness Facility Concept represents a net building area of 27,455 square feet and a gross area of 32,300 square feet.

FACILITY CAPITAL COST ESTIMATES

LeisurePlan International Inc.

The total project capital cost to develop the Multi-Use Aquatic/Fitness Facility Concept, based on the concept described and a total gross floor area of 32,300 square feet, is projected to be in the order of $14,608,500.00 (2018$).

Preliminary estimates of the order of magnitude total project capital costs for new facility construction, at a level comparable to contemporary municipal facilities, including the provision of up-to-date public and user amenities were developed for each facility concept. The order of magnitude total project capital costs for each option are based on current per square foot costs for comparable municipal facilities and also include consideration of project costs associated with site development fittings, furnishings and equipment, fees associated with design, management, legal, and a contingency allowance. The total project capital cost to develop the Indoor Aquatic Facility Concept, based on the concept described and a total gross floor area of 21,000 square feet, is projected to be in the order of $9,910,000.00 (2018$).

Both facility concepts are based on the assumption that the proposed facility in either option will be located at the existing municipal Strathcona Paper Centre (SPC) facility site as an addition to the existing facility. It has also been assumed that specific facility areas of the Strathcona Paper Centre facility will be used to support the proposed facility in either option.

•

The Indoor Aquatic Facility Concept: provides aquatic features to support participation in the indoor aquatic programs and activities identified in Phase 1 of the research of the Aquatic Feasibility Study. The IndoorAquatic Facility Concept represents a net building area of 17,850 square feet and a gross area of 21,000 square feet and is based on the design concepts of the existing Gravenhurst Indoor Aquatic Centre and the Wasaga Beach YMCA aquatic facility. This facility concept would provide two (2) separate pool areas: a 1,915 square foot warm water instructional/leisure pool component with a capacity of 132 swimmers; and a 2,725 square foot, four lane lap pool with a capacity of 144 swimmers. The warm water instructional/leisure pool component would include a beach entry with water spray features.

Two potential facility concepts regarding the potential future provision of indoor aquatic services in the community have been developed for analysis:

Final Phase Report

EXECUTIVE SUMMARY

Town of Greater Napanee Aquatics Feasibility Study

Page 88 of 152

MANAGEMENT AND SERVICE DELIVERY MODEL

Final Phase Report April 2018

The YMCA is a highly qualified organization with significant local experience and organizational capabilities associated with the management and operation of aquatic, fitness and multi-purpose program space and the delivery of aquatic, fitness and community services to residents of all ages. In addition to its experience as a facility operator and program provider, the YMCA has been actively involved in local, provincial and national initiatives that contribute to wetiness and healthy and active lifestyles. These initiatives can complement those of the Municipality. The YMCA brings to the community expertise and involvement in a broad range of non-recreational, socially focused programs (e.g. employment assistance, youth-at-risk, new Canadians, etc.). While not directly connected to the aquatic/fitness facility, these are complementary services and in communities where other providers may not be offering these services, or may be limited in the scope of their programming, having the YMCA as an active community service provider can be a significant benefit to the community. The YMCA may support community fund-raising efforts and bring their extensive expertise and resources in this regard to any municipal or community based capital campaign. The YMCA management and operation model typically results in significantly lower annual operating costs to the Municipality associated with the management and operation of the facility and the provision of aquatic and fitness programs and activities to residents compared to the Municipal management and operation approach.

LeisurePlan International Inc.

The consultants have engaged executive representatives of the YMCA of Central East Ontario during the conduct of the research to establish the possibility for a potential collaboration with the Municipality as well as to ensure that key determinants of potential participation by the YMCA were reflected in the conceptual planning of the proposed facility. As a result of these discussions, the YMCA of Central East Ontario has confirmed their interest in the potential of collaboration with the Municipality.The implications to the Municipality of such management and operation collaboration would be determined during the agreement negotiation process and as such are not explored or assessed as part of this report.

•

There are a number of potential advantages of YMCA Involvement in the management and operation of a municipal multi-use aquatic/fitness facility compared to the municipal management and operation model:

The analysis concluded that based on the proposed facility concepts and the associated programs and activities, the potential for an ‘operational partnership with the YMCA” may be the most effective governance and facility management/operation approach associated specifically with the Multi-Use Aquatic/Fitness Facility Concept. It was also concluded that the Indoor Aquatic Facility Concept would not offer the opportunity for potential collaboration with the YMCA associated with its management and operation due to its exclusive focus on aquatic services. As a result it was concluded that municipal management and operation may represent the only viable approach for the Indoor Aquatic Facility Concept.

There are four basic management/service delivery models that municipalities typically adopt to operate multi-purpose aquatic/fitness facilities including: direct operation by the municipality; joint/shared management and operation by an organization specific to the facility; operation of a municipal facility by a third party such as a YMCA; and operation by a for-profit business or organization.

Town ofGreater Napanee Aquatics Feasibility Study

Page 89 of 152

Final Phase Report

April 2018

MANAGEMENT AND OPERATIONAL ANALYSIS AND EVALUATION

OPERATIONAL FINANCIAL PERFORMANCE ASSESSMENT MUNICIPAL MANAGEMENT AND OPERATION

assumptions concerning the proposed size and components of the planned facility assumptions concerning the facility operational schedule a proposed program/service delivery model and a program and activity schedule a staffing allocation and deployment plan reflecting assumptions concerning a proposed organizational structure, operational season, daily facility operating hours and assumed public use levels

a projection of operational revenues and operational expenditures a projection of net operating costs

LeisurePlan International Inc.

The analysis projected that municipal management and operation of the Multi-Use Aquatic/Fitness Facility Concept would incur an operational deficit in the order of $383,500.00 excluding provision for a contribution to a capital conservation reserve fund (Table A). The analysis projected that municipal management and operation of the Indoor Aquatic Facility Concept would incur an operational deficit in the order of $399,500.00 excluding provision for a contribution to a capital conservation reserve fund (Table B).

For the purpose of the assessment, the proposed facility has been treated as an operating cost centre; all costs for staffing, utilities, programming, and general office are attributed to the expenses of the facility in each option. A projection of operational financial performance was developed based on facility management and operation and delivery of aquatic and fitness programs and activities by the Municipality.

• •

An analysis of the financial implications associated with municipal management and operation of both facility concepts was undertaken. The analyses included:

• • • •

An analysis of the implications associated with municipal management and operation of both facility concepts was undertaken in the event that the proposed agreement with the YMCA did not proceed. The analyses included:

building components.

It should also be understood that the YMCA will not participate in the capital financing of the proposed facility. The YMCA may participate in fund-raising and may make a capital contribution to the purchase of equipment for the pool and a fitness facility, however, all capital costs, after fund-raising and grants from senior levels of government, would typically be a municipal responsibility. In addition, as the building’s owner, the Municipality would be expected to assume full responsibility for capital conservation costs, including the repair and replacement of all equipment and the maintenance of the building and major

Town of Greater Napanee Aquatics Feasibility Study

Page 90 of 152

EXPENDITURE CATEGORY

REVENUE CATEGORY Membership Fees Aquatic Programs And Activities TOTAL REVENUE NET Capital Conservation Reserve

EXPENDITURE CATEGORY Salaries/Wages General Office Costs Occupancy & Maintenance Costs Program Costs TOTAL EXPENDITURES

—________

$1500000

PROJECTED REVENUE $755,000.00 $167,000.00 $922,000.00 (-$399,500.00) (-$414,500.00)

PROJECTED EXPENDITURE (2018$) $979,000.00 $107,500.00 $216,000.00 $19,000.00 $1,321,500.00

Indoor Aquatic Facility

Municipal Management and Operation

(-$383,500.00) (-$403,500.00)

520.00000

$1,227,500.00

$1,611,000.00

NET Capital Conservation Reserve

$1,000,500.00 $167,000.00 $60,000.00

PRoJECTED REVENUE

$1,160,000.00 $12000000 $305,000.00 $26,000.00

Table 8: Consolidated Expenditures/Revenues Projection - Year 1 Operations

LeisurePlan International Inc.

Municipal Management and Operation

PROJECTED EXPENDITURE (2018$)

April 2018

Membership Fees Aquatic Programs And Activities Fitness Program And Activities TOTAL REVENUE

REVENUE CATEGORY

Salaries/Wages General Office Costs Occupancy & Maintenance Costs Program Costs TOTAL EXPENDITURES

Final Phase Report

Year 1 Operations Multi-Use Aquatic/Fitness Facility

Table A: Consolidated Expenditures/Revenues Projection

Town of Greater Napanee Aquatics Feasibility Study

Page 91 of 152

FINANCING FACILITY DEVELOPMENT

Final Phase Report

April 2018

Grants from the provincial and federal levels of government. Municipal financing through capital funds accrued in a municipal reserve fund account. Municipal financing through debt financing or debenture. Municipal building user fee surcharges. Community fund-raising activities and donations. Local private sector sponsorships.

LeisurePlan International Inc.

• • • • • •

The funding of the proposed facility in either option will in all likelihood require a funding strategy that includes a combination of the following potential sources of capital funds:

Town of Greater Napanee Aquatics Feasibility Study

Page 92 of 152

BACKGROUND

Introduction The Aquatic Facility Concept Fitness Activity Component Space Program Multi-Usc Aquatic/Fitness Facility Concept Space Program Comparison

Introduction Total Project Capital Cost Estimate: The Indoor Aquatic Facility Concept Total Project Capital Cost Estimate: The Multi-Use Aquatic/Fitness Facility Concept Total Project Capital Cost Comparison

—

Introduction Proposed Aquatic Programming Indoor Aquatic Facility Staffing Levels and Organizational Structure Operational Financial Performance Assessment

SECTION?: FINANCING FACILITY DEVELOPMENT

6,1 6.2 6.3 6.4

MULTI-USE AQUATIC/FITNESS FACILITY

INDOOR AQUATIC FACILITY

Introduction Proposed Aquatic and Fitness Programming Multi-Use Aquatic/Fitness Facility Staffing Levels and Organizational Structure Operational Financial Performance Assessment

SECTION 6: MUNICIPAL MANAGEMENT AND OPERATIONAL ANALYSIS AND EVALUATION

5.1 5.2 5.3 5.4

Management and Service Delivery Model/Approach Fundamental Consideration: Municipal YMCA Partnerships and Collaborations YMCA Municipal Operating Agreements Potential Collaboration with the YMCA of Central East Ontario

SECTIONS: MUNICIPAL MANAGEMENT AND OPERATIONAL ANALYSIS AND EVALUATION

4.1 4.2 4.3 4.4

SECTION 4: MANAGEMENT AND SERVICE DELIVERY MODEL

3.1 3.2 3.3 3.4

SECTION 3: FACILITY CAPITAL COST ESTIMATES

2.1 2.2 2.3 2.4 2.5

SECTION 2: THE FACILITY CONCEPTS

SECTION 1: INTRODUCTION

Executive Summary

TABLE OF CONTENTS

38 39 43 46

18 19 24 27

12 13 14 15

9 10 11 11

3 4 6 7 8

’

Page 93 of 152

BACKGROUND

Final Phase Report

April 2018

Page 1

There was significant potential future demand identified for participation in each of the indoor aquatic activities tested (except for competitive swimming) among adults 20-64 years of age; the activity that the largest proportion of adults 20-64 years of age were very likely to participate in was indoor recreational swimming. An estimate of the total potential future demand for participation in indoor aquatic activities at the proposed indoor aquatic facility expressed as the total number of adult participants was derived by extrapolating the projected future rates of participation in the indoor aquatic activities tested to the total population of adults 20-64 years of age in Greater Napanee. The order of magnitude size of potential future demand for participation in the indoor aquatic programs and activities in the proposed indoor aquatic facility among adults 20-64 years of age is significantly greater than current levels of participation in similar indoor aquatic programs and activities among this age group. The provision of an indoor aquatic facility in Greater Napanee would accommodate current demand for participation in indoor aquatic programs and activities that occurs in aquatic facilities outside of the municipality and, more importantly, would accommodate a significant number and proportion of adult residents that are not currently participating in indoor aquatic opportunities largely as a consequence of the lack of opportunities to do so in Greater Napanee.

There was significant potential future demand identified for participation in each of the indoor aquatic activities tested; the activity that the largest proportion of children, youth and teens 0-19 years of age were very likely to participate in was indoor recreational swimming. An estimate of the total potential future demand for participation in indoor aquatic activities at the proposed indoor aquatic facility expressed as the total number of children, youth and teen participants was derived by extrapolating the projected future rates of participation in the indoor aquatic activities tested to the total population of children, youth and teens 0 to 19 years of age in Greater Napanee. The order of magnitude size of potential demand for participation in the indoor aquatic programs and activities in the proposed indoor aquatic facility among children, youth and teens is significantly greater than current levels of participation in similar indoor aquatic programs and activities among this age group identified through the research. The provision of an indoor aquatic facility in Greater Napanee would accommodate current demand for participation in indoor aquatic programs and activities that occurs in aquatic facilities outside of the municipality and, more importantly, would accommodate a significant number of children, youth and teen residents that are not currently participating in indoor aquatic opportunities largely as a consequence of the lack of opportunities to do so in Greater Napanee.

LeisurePlan International Inc.

The research documented in the Aguatics Feasibility Study Final Report identified significant potential demand for participation in indoor aquatic programs and activities specifically among residents of Greater Napanee in three age groups: children, youth and teens 0 to 19 years of age; adults 20-39 years of age; and adults 40-64 years of age.

This report presents an analysis of facility development and operation associated with responding to the demand for indoor aquatic and fitness programs and activities as documented in the Aguatics Feasibility Study Final Report prepared for the Town of Greater Napanee and the Pool Task Force by LeisurePlan International Inc. dated April 2017.

SECTION 1: INTRODUCTION

Town of Greater Napanee Aquatics Feasibility Study

Page 94 of 152

Final Phase Report

April 2018

The research also identified potential future demand for participation in each of the health and fitness activities tested among adults 20 to 64 years of age. The findings also indicated that most adults very likely or somewhat likely to participate in health and fitness activities are also very likely or somewhat likely to participate in the aquatic activities tested; approximately 75% of adults very likely to participate in each health and fitness activity are very likely to participate in recreational swimming and a further 15% are somewhat likely to participate, approximately 65% of adults somewhat likely to participate in each health and fitness facility are very likely to participate in recreationol swimming and a further 25% are somewhat likely to participate.

Napance Aquatics Feasibility Study

Final Phase Report presents the findings and conclusions of the analyses conducted during the final phase of the

facility planning and design concepts and associated space requirements capital cost of facility development facility management and operation approaches and the potential for partnerships aquatic and fitness program and activity provision the financial implications of facility operation

LeisurePlan International Inc.

Page 2

The findings and conclusions of the research are intended to inform and guide municipal decision making concerning the future provision of indoor aquatic services in the community of Greater Napanee.

• • • • •

This report, The Aguatics Feasibility Study feasibility study process including:

The Aquatics Feasibility Study Final Report concluded that, based on the findings of the market research and the magnitude and characteristics of the potential future demand, which has been identified for participation in indoor aquatic programs and activities among the three age groups studied, there is sufficient potential demand to justify undertaking the next steps in the facility feasibility planning process which should focus on the assessment of facility space planning, facility development options, assessment of partnership opportunities, an assessment of facility management and operation and aquatic service delivery options, and an assessment of the financial viability of facility operation and service provision.

Town of Greater

Page 95 of 152

Introduction

The Indoor Aquatic Facility Concept The Multi-Use Aquatic/Fitness Facility Concept

April 2018

LeisurePlan International Inc.

The following presents a general description of the major features of each facility concept and an associated preliminary outline space program.

PageS

The potential facility concepts are based on the assumption that the proposed facility in either option will be located at the existing municipal Strathcona Paper Centre (SPC) facility site as an addition to the existing facility. As such is has been assumed that specific facility areas of the Strathcona Paper Centre facility will be used to support the proposed indoor facility including common public use areas such as entrance, lobby, general public washrooms, general facility associated storage, meeting and multi-purpose rooms and general facility operation and maintenance support areas. It has also been assumed that in the order of 4,000 square feet of space within the SPC will be renovated for use as part of either of the proposed indoor facility concepts. Based on a preliminary review of the existing facility and site the preferred positioning of the proposed facility would be adjacent to the arena’s south side and this will have implications to the design of access and lobby areas for the proposed aquatic and fitness facility components.

The Indoor Aquatic Facility Concept provides aquatic features to support participation in the indoor aquatic programs and activities identified in Phase 1 of the research of the Aquatic Feasibility Study. The Multi-Use Aquatic/Fitness FacUlty Concept includes the indoor aquatic facility components as well as a facility area to support fitness programs and activities. The fitness facility component is based on a preliminary outline space program associated with the accommodation of fitness activity areas based on the results of the demand analysis presented in the Aquatic Feasibility Study.

• •

Two potential facility concepts have been developed for analysis as follows:

2.1

Final Phase Report

SECTION 2: THE FACILITY CONCEPTS

Town of Greater Napanee Aquatics Feasibility Study

Page 96 of 152

General Description

2.2,1

Final l’liase Report April2018

LeisurePlan International Inc.

Lap Pool Program/Activity Orientation: Swimming instruction and skill development, lane, length and lap swimming, recreational swimming, aquatic fitness, water based play • 4 lanes (2.1 m. wide) 25 metre length • Water depth: mm of 3 feet to approximately 7 feet • Entry ramp area Warm Water Instruction/Leisure Pool Program/Activity Orientation: Swimming instruction and skill development, recreational swimming, aquatic fitness, water based ploy, physical therapy and rehabilitation • zero depth entry (beach like) • water spray/play features • entry ramp Pool Deck Program/Activity Orientation: Instruction and guarding .4.5 m width at deep end, typical max 3.0 m width in other areas

POOL COMPONENT

Table 1: The Indoor Aquatic Facility Concept Pool Components

The proposed pool components associated with the Indoor Aquatic Facility Concept are summarized in Table 1.

3.000 sf.

1,915 sI,

AREA ALLOCATED (Square Feet) 2,725 sf.

Page 4

The Indoor Aquatic Facility Concept is based on the design concepts of the existing Gravenhurst Indoor Aquatic Centre and the Wasaga Beach YMCA aquatic facility (both operated by the YMCA of Simcoe/Muskoka). This facility concept would provide two (2) separate pool areas, a warm water instructional/leisure pool component with a capacity of 132 swimmers and a four lane lap pool with a capacity of 144 swimmers, The warm water instructional/leisure pool component would include a beach entry with water spray features.

The Indoor Aquatic Facility Concept

Town LII Griater Napanee Aquatics Feasibility Study

Page 97 of 152

Outline Space Program

Final Phase Report April 2018

LeisurePlan International Inc.

Total Net Area (85%) Total Gross Area

Aquatics Rectangular Lap Pool/Tank Area Warm Water Instruction/Leisure Pool Pool Deck Pool Storage (off Deck) Program And Pool Equipment Male, Female and Family Change.room/Washroom/Shower Administration and Aquatic Staff Area General Administration (Open Work Space) Staff Work Area/ Lunch Room, Change/Washroom And Locker Area General Administration Storage Registration/Membership Files/Records Private Meeting/Interview/consultation Room (Membership Sales) Reception/Entry control/Information/cashier Counter First Aid/Emergency Holding Room Aquatic Facility Component Lobby/Viewing Area/Public Washrooms/Vending Buggies, Walkers and Wheelchair Storage General Facility 5torage Filtration, Mechanical, Electrical Area Meeting/Training Room (15-20 Capacity 25 5f./person) Maintenance Area (Workshop, Maintenance Equipment and Supply Storage, Garbage Storage, Facility Operation Staff Support Area, and Receiving/Shipping Area)

1.0 1.1 1.2 1.3 1.4 2.0 3.0 3.1 3.2 3.3 3.4 4.0 5.0 6.0 7.0 8.0 9.0 10.0 11.0 1,000 sf. 300 sf. 250 sf. 150 sf.

2,725 sf. 1,915 sf. 3.000 Sf. 650 sf.

NET AREA ALLOCATION (Square Feet)

Preliminary Outline Space Program

FACILITY COMPONENT

Ref. ft

Table 2: the Indoor Aquatic Facility Concept

17,850 sf. 21,000 sf.

Included in lobby 110 sf. 1,200 sf. 150 sf. 400 sf. 1,500 sf. assume use existing space in SPC 500 sf.

4000 sf. 1,700 sf.

8,290 sf.

PROPOSED NET AREA (Square Feet)

Page S

Table 2 presents a preliminary outline space program for the Indoor Aquatic Facility Concept. The Indoor Aquatic Facility Concept represents a net building area of 17,850 square feet and a gross area of 21,000 square feet.

2.2.2

Town of Greater Napanee Aquatics Feasibility Study

Page 98 of 152

Fitness Activity Component Space Program

Final Phase Report April ZO1S

LeisurePlan International Inc.

Multi-Purpose Room; Group Exercise Classes, capacity For 35 Users Studio Room: Group Exercise. Hard wood floor, Capacity For 35 Users Multi-Purpose Room Storage: Program Equipment Fitness Conditioning/Weight Area: Cardiovascular Conditioning Equipment, Free Weights, Weight Machines • Fitness Consultation, Fitness Program Development and Fitness Testing Room • conditioning/Weight Area Supplies and Equipment Storage • change Room, Washroom, Shower and Lockers • Pre-School/Baby-Sitting/Multi-Purpose Room: To accommodate pre-school programs and child minding to support participation by adults with children • Consultation/Interview Room: Private meeLing space for meetings/interviews with potential users to discuss confidential matters such as a request for financial assistance • Children’s Play Space (including play structure, unsupervised) • First Aid/Emergency Care Room: First aid treatment and emergency/ambulance holding area • Buggies, Walkers and Wheelchair Storage • Fitness Centre Administration (Management and Operations) • Reception/Customer Service Counter/Control Centre (IT Cabinet) • Staff Room • Multi-Purpose Room • Mechanical And Electrical Services • Maintenance Area (Workshop, Maintenance Equipment and Supply Storage, Garbage Storage, Facility Operation Staff Support Area, and Receiving/Shipping Area) Janitorial Equipment and Supplies Storage

• • • •

FACILITY COMPONENT

1500 sf.

615 sf.

250 sf. 250 sf.

PROPOSED NET AREA (Square Feet) 1,000 sf. 1000 sf. 250 Sf. 4,000 sf.

V V

PRO VIDEO IN INDOOR AQUATIC FACILITY COMPONENT

TableS: Proposed Fitness Facility Component Preliminary Outline Space Program

Page 6

PROVIDED IN STRATHCONA PAPER CENTRE

A prototypical space program associated with the accommodation of fitness activity areas has been developed based on the results of the demand analysis presented in the Aquatic Feasibility Study and current trends in the industry associated with the planning and design of these types of activity areas (Table 3). The fitness activity component is incorporated with the Indoor Aquatic Facility Concept to derive a Multi-Use Aquatic/Fitness Facility Concept.

2.3

Town of Greater Napanee Aquatics Feasibility Study

Page 99 of 152

Multi-Use Aquatic/Fitness Facility Concept

Final Phase Report

April 201S

Pool/Aquatics Component Male, Female And Family change-roam/washroom/shower Fitness Centre and Multi-Purpose Rooms Multi-Purpose Room: Group Exercise, capacity For 35 Users Studio Room: Group Exercise, Hard wood floor, capacity For 35 Users Multi-Purpose Room Storage: Program Equipment Fitness Conditioning/weight Area Fitness consultation, Fitness Program Development and Testing Room Conditioning/Weight Area Supplies and Equipment Storage Pre-School/Baby-Sitting/Multi-Purpose Room children’s Play Space (including play structure, unsupervised) Administration: Aquatic and Fitness Staff Area General Administration (Open work Space) Staff work Area! Lunch Room, Change/Washroom And Locker Area General Administration Storage Private Meeting/Interview/Consultation Room Reception/Customer Service Counter/ cashier Counter First Aid/Emergency Holding Room Lobby/Viewing Area/Public Washrooms/Vending Buggies, Walkers And Wheelchair Storage General Facility Storage Filtration, Mechanical, Electrical Area Multi-purpose Meeting/Training Room Maintenance Area

1.0 2.0 3.0 3.1 3.2 3.3 3.4 3.5 3.6 3.7 4.0 5.0 5.1 5.2 S.3 5.4 6.0 7.0 8.0 9.0 10.0 11_a 12.0 13_a

LeisurePlan International Inc.

Total Gross Area

Total Net Area (85%)

FACILITY COMPONENT

Ref. It

assume use existing space in SPC

1,000 sf. 400 sf. 250 sf. 150 sf. Included in lobby

27,455 sf. 32,300 Sf.

Included in lobby 200 sf. 1.500 sf. 200 sf. 400 sf. 1,600 sf. assume use existing space in SPC 600 sf.

1,500 sf. 1,800 sf.

(Square Feet) 8,290 sf. 4.000 Sf. 7,365 sf.

(Square Feet)

1.000 sf. 1,000 sf. 250 sf. 4,000 sf. 250 sf. 250 sf. 615 sf.

PROPOSED NET AREA

NET AREA ALLOCATION

Table 4: Proposed Multi-Use Aquatic/Fitness Facility Concept Preliminary Outline Space Program

Page 7

Table 4 presents a preliminary outline space program for the Multi-Use Aquatic/Fitness Facility Concept (incorporating the Indoor Aquatic Facility Concept and the Fitness Activity Component). The Multi-Use Aquatic/Fitness Facility Concept represents a net building area of 27,455 square feet and a gross area of 32,300 square feet.

2.4

Town of Greater Napanee Aquatics Feasibility Study

Page 100 of 152

Space Program Comparison

Final l’hase Report April 20 lB

LeisurePlan International Inc.

Total Net Area (85%) Total Gross Area

Pool/Aquatics Male, Female and Family Change-room Fitness Centre and Multi-Purpose Rooms Children’s Play Space Administration Area Reception/Entry Control/Information/Cashier Counter First Aid/Emergency Holding Roam Lobby/Viewing Area/Public Washrooms/Vending Buggies, Walkers and Wheelchair Storage General Facility Storage Filtration, Mechanical, Electrical Area Meeting/Training Room Maintenance Area

FACILITY COMPONENT

17,850 sf. 21,000 sf.

1,700sf. Included in lobby 110sf 1.200 sI. 150 sI. 400 sI. 1,500 sf. assume use existing space in SPC 500 sf.

21,455 Sf. 32,300 sf.

8,200 sf. 4,000 sf. 7.365 sf. 1,500 sf. 1,800 sf. Included in lobby 200 sf. 1,500 sI. 200 sI. 400 sf. 1,600 sf. assume use existing space in SPC 600 sf.

(square Feet)

(square Feet) 8,290 sf. 4,000 sf.

PROPOSED NET AREA Multi-Use Aquatic/Fitness Facility Concept

PROPOSED NET AREA Indoor Aquatic Facility Concept

Table 5: comparison of Proposed Facility Concepts Preliminary Outline Space Program

Page 8

Table S summarizes the preliminary outline space programs for each of the 2 facility concepts. The net area of the Multi-Use Aquatic/Fitness Facility Concept is 54% larger (representing 9,605 sf.) compared to the net area of the Indoor Aquatic Facility Concept.

2.5

Town oiGreater Napanee Aquatics Feasibility Study

Page 101 of 152

Introduction

April 2018

Fittings, furnishings and equipment: Fittings, furnishings and equipment include all of the interior fittings, furnishings and equipment in the building such as office furniture, workshop equipment, electronics, etc. The allowance for these items is 5% of the total cost for the building and site development.

Soft cost allowance: Soft costs include professional fees incurred associated with the design of the building, management of the construction process, legal services, etc. The allowance for soft costs is 10% of the total cost for the building and site development.

Contingencies: A contingency allows for any increase in the capital cost of a facility due to unforeseen circumstances. The allowance for contingencies

•

Page 9

The facility will be designed to facilitate secure separate exterior access of specific facility areas where there may be variation in the hours of operation (e.g. the arena/multi-purpose community centre/fitness centre combination). The facility will be designed to facilitate control of public access to specific areas of the proposed facility where appropriate (e.g. the Fitness Centre).

•

LeisurePlan International Inc.

The new facility will include energy conservation measures. The visual impact of the structure will be minimized through a design approach utilizing windows, canopy projections, and sheltered overhangs to create a more inviting and human scaled building. The facility will be fully compliant with ODA requirements. Generally the facility will reflect an open design concept with visual access in all areas to ensure public safety and to foster a sense of belonging among users and visitors. The main entrance will be a public entry only; a separate “delivery! supplier” entrance will be provided.

•

The following assumptions have been included in the development of the cost estimates:

is 10%.

Site development: Site development includes landscaping of the grounds, construction of parking lots, and the provision of servicing (i.e. utilities). The allowance for site development is 10% of the cost of facility construction (i.e. the building).

•

The order of magnitude total project capital costs for each option are based on current per square foot costs for comparable municipal facilities and also include consideration of project costs associated with site development, fittings, furnishings and equipment, fees associated with design, management, legal, and a contingency allowance as follows:

The following identifies preliminary estimates of the order of magnitude capital costs for new facility construction, at a level comparable to contemporary municipal facilities, including the provision of up-to-date public and user amenities.

3.1

Final Phase Report

SECTION 3: FACILITY CAPITAL COST ESTIMATES

Town olGreater Napanee Aquatics Feasibility Study

Page 102 of 152

Total Project Capital Cost Estimate: The Indoor Aquatic Facility Concept

It should be noted that the cost estimates do not include provision for LEED designation. The LEED Green Building Rating System”’ is a voluntary building rating system based on existing proven technology. It evaluates environmental performance from a whole building perspective over a building’s life cycle, providing a definitive standard for what constitutes a “green building”. The LEED program offers 4 levels of certification: Certified, Silver, Gold and Platinum. Certification at any of these levels requires the collection of a specific number of credits available from a prescribed list of 78 available credits. The strategies implemented to obtain these credits each reduce the operating costs and the burden of buildings on the environment. Examples of strategies that receive LEED credits are site selection to encourage use of public transit, landscaping that does not require irrigation, a high performance building envelope, use of day lighting to minimize electric lighting, use of recycled wood, solar thermal hot water for a radiant heating system, a vegetated green roof and radiant in-floor heating system. Including these LEED initiatives in the building design will increase the capital cost of facility development; Silver Certification typically adds in the order of 5% to estimated costs of facility construction. The payback period on most of the initiatives is generally considered to be relatively short through the reduction in operating expenses and this is typically defined as part of the LEED design process.

•

LeisurePlan International Inc.

Building site development allowance (Landscape, Parking, Services) Fittings, furnishings, equipment allowance C D Soft cost allowance (Design Fees, Management, and Legal etc.) contingencies (Design 5%, Construction 5%) E Total Cost Estimate Figures are rounded

cost Items

21,000 sf. @ 5325/ Sf. 10% of A 5% of MB 10% of A+B 10% allowance (of A+B+c+D)

Costing Benchmark

Table 6: Total Project Capital Cost Estimate The Indoor Aquatic Facility Concept Capital Cost Estimate (2018$) 57,120,000.00 $712,000.00 $392,000.00 $785,000.00 $901,000.00 $9,910,000.00

Page 10

The size of the indoor aquatic facility concept is estimated to be in the order of 21,000 square feet (gross).The total project capital cost to develop the facility, based on the concept described and a total gross floor area of 21,000 square feet, is projected to be in the order of $9,910,000.00 (2018$) (Table 6).

3.2

Exterior site development will include provision for a drop-off zone for parents with young children, school bus access and parking, and the provision of an outdoor shaded children’s play area.

•

April 2018

Interior finishes will be specified to ensure suitability for levels of use and associated cleaning and maintenance standards. Water fountains will be provided throughout the facility.

Final Phase Report

•

Town of Greater Napanee Aquatics Feasibility Study

Page 103 of 152

Total Project Capital Cost Estimate: The Multi-Use Aquatic/Fitness Facility Concept

Final Phase Report

April 2018

Total Project Capital Cost Comparison

32,300 sf. @ 5325/ sI. 10% of A 5% of MB 10% of MB 10% allowance (of A+B+C+D)

casting Benchmark

Capital cast Estimate (2018$) $10,498,000.00 $1,050,000.00 $577,400.00 $1,155,000.00 $1,328,000.00 $14,608,500.00

LeisurePlan International Inc.

Figures are rounded

Total Net Area (85%) Total Gross Area Total Project Capital Cost Estimate

Facility Component

17,850 Sf. 21,000 sf. $9,910,000.00

Indoor Aquatic Facility Concept

27,455 sf. 32,300 sf. $14,608,500.00

Multi-Use Aquatic/Fitness Facility Concept

Table 8: Comparison of Estimated Total Project Capital Cost

Page 11

Table 8 summarizes the estimated total project capital cost for each of the facility concepts based on the preliminary outline space programs for each. The estimated total project cost of the Multi-Use Aquatic/Fitness Facility Concept is 47% greater (representing an additional $4,698,500.00) compared to the estimated total project cost of the Indoor Aquatic Facility Concept.

A B C 0 E

Building Site development allowance (Landscape, Parking, Services) Fittings, furnishings, equipment allowance Soft cost allowance (Design Fees. Management, and Legal etc.) Contingencies (Design 5%, Construction 5%) Total Cost Estimate

Figures are rounded

Cast Items

Table 7: Total Project capital cost Estimate The Multi-Use Aquatic/Fitness Facility Concept

The size of the multi-use aquatic/fitness facility is estimated to be in the order of 32,300 square feet (gross).The total project capital cost to develop the facility, based on the concept described and a total gross floor area of 32,300 square feet, is projected to be in the order of $14,608,500.00 (2018$) (Table 7).

3.3

Town of Greater Napanee Aquatics Feasibility Study

Page 104 of 152

Management and Service Delivery Model/Approach

April 2018

Joint/shared management and operation by an organization specific to the facility: This approach is typically used when two or more separate municipalities share in the development and/or operation of a facility. The partner municipalities may jointly own the facility asset and contribute to capital and operating costs based on an “agreement”. A variation on this approach is a shared service agreement where a municipality enters into a “management” or “shared service” agreement with other municipalities concerning the management and operation of a facility owned by a single municipality.

Operation of a municipal facility by a third party such as a YMCA. This model has been chosen by many municipalities typically in situations where the municipality does not have the organizational/operational capacity or interest in the management or operation of aquatic/fitness facilities or the planning and delivery of aquatic/fitness programs and activities. There are examples where this type of approach involves multiple municipalities. There are numerous examples of YMCAs operating multi-purpose recreation facilities on behalf of municipalities throughout Ontario and Canada. In some cases these facilities are typical YMCA facilities and in other cases they are municipal community centres for which the YMCA is the “contracted” operator and the municipality is the owner.

Operation by a for-profit business or organization. This operating model became popular throughout Canada in the late ‘SOs and ‘90s typically associated with municipal arena facilities and to a lesser extent fitness facilities. There is limited opportunity for this approach associated with the management and operation of indoor aquatic facilities and services as there is a lack of private sector organizational capacity primarily due to the financial implications of indoor aquatic facilities, which do not typically generate an operational profit. This is not considered to be a realistic approach for the proposed facility in either option.

•

LeisurePlan International Inc.

Page 12

The following provides an overview of important considerations associated with potential collaborations between yMCAs and municipalities for the operation of indoor aquatic/fitness facilities. The focus has been placed on partnerships with the YMCA as opposed to other organizations, because they are currently the most common. In the past, boards of education, colleges and universities had entered into agreements with municipalities for the development and/or

Based on the proposed facility concept and the associated programs and activities, the potential for an “operational partnership with the YMCA” may be the most effective governance and facility management/operation approach associated specifically with the proposed Multi-Use Aquatic/Fitness Facility Concept.

Direct operation by the municipality: This approach is typically used where there is an existing municipal recreation department with operational and program capacity related to the planning and delivery of aquatic and fitness programs and activities.

•

There are four basic management/service delivery models that municipalities typically adopt to operate multi-purpose aquatic/fitness facilities including:

4.1

Final Phase Report

SECTION 4: MANAGEMENT AND SERVICE DELIVERY MODEL

Town olOreater Napanee Aquatics Feasibility Study

Page 105 of 152

Final Phase Report

April 2018

Fundamental Consideration: Municipal —

YMCA Partnerships and Collaborations

The Municipality is the owner of the facility and engages the YMCA for the management and operation of the facility and the provision of aquatic/fitness services (programs and activities) to residents. In this model both the YMCA and the Municipality assume significant and on-going roles and responsibilities. This is a management and operation collaboration approach that has a number of precedents throughout Ontario and more widely across Canada, It is also the approach that may be feasible associated with the proposed facility in Greater Napanee.

•

In addition to its experience as a facility operator and program provider, the YMCA has been actively involved in local, provincial and national initiatives that contribute to wellness and healthy and active lifestyles. These initiatives can complement those of the Municipality.

•

Leisureplan International Inc.

groups including seniors and adults. Page 13

Some Boys and Girls Clubs in Ontario (such as the London Boys and Girls Club) operate indoor pool facilities however their specific programming focus on children, youth and teens limits their potential role as a potential management/operation collaborator with a municipality for the provision of a full range of aquatic services to all age

•

There are a number of potential advantages of YMCA involvement in the management and operation of a municipal aquatic/fitness facility in Greater Napanee compared to the municipal management and operation model:

The YMCA owns and operates the facility with full responsibility for all major, ongoing costs and receives some form of municipal financial support. The nature of the financial support from the municipality may include: municipal contribution to the cost of facility development, exemption from municipal property tax or from specific municipal fees and service charges, the provision of municipal services free of charge (or at a nominal rate), the provision of an annual municipal operational grant (associated with securing public access for the community), the provision of a program or service specific grant, or support with the marketing and promotion of YMCA programs and services.

•

Collaborations between municipalities and YMCAs may be broadly grouped into two categories on the basis of facility ownership:

4.2

operation of indoor aquatic facilities. These types of partnerships are no longer common due primarily to fiscal constraints experienced by educational authorities that have resulted in a primary focus on their core educational mandate’.

Town of Greater Napanee Aquatics Feasibility Study

Page 106 of 152

YMCA Municipal Operating Agreements

This YMCA management and operation model typically results in significantly lower annual operating costs to the Municipality associated with the management and operation of the facility and the provision of aquatic and fitness programs and activities to residents compared to the Municipal management and operation approach. The factors that typically contribute to lower net operating costs include: economies of scale based on a YMCA operating multiple facilities which offer efficiencies associated with staffing costs and the purchase of goods and services, lower staffing costs, greater utilization of volunteers, access to non-traditional revenue sources such as donations, ongoing fund-raising or revenue streams from associated activities, and extensive experience with the provision of services on a membership basis. The potential for a reduced annual financial obligation associated with the management and operation of these types of facilities and services has been among the main motivations for a municipality to seek collaboration with a YMCA associated with the management and operation of these types of facilities.

•

Procedures for performance measurement and on-going service evaluation.

The financial and other arrangements that would govern a party when terminating the agreement.

•

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• •

Page 14

The long term responsibilities for capital conservation and facility and equipment renewal. The establishment of a governance board and the associated terms of reference, reporting relationships, etc. Marketing policies concerning the name of the facility, signage, representation in promotional media, etc. Program provision model, including the types of programs offered, and pricing. Policies that may apply such as facility allocation priorities, user fee and pricing policies.

• • •

•

Each party’s contribution to capital and operating costs, limits to contributions, availability of ongoing municipal subsidy, access to reserves and grants from senior levels of government, ownership of surpluses, if any, etc. The role of the YMCA in fund-raising and the ownership of fund-raising revenues, both prior to construction and on an on-going basis.

•

Collaboration between a YMCA and a municipality associated with the management and operation of a municipal facility requires a formal operating agreement that establishes each party’s responsibilities, financial obligations, and rights. There is no standard model for these types of agreement as the agreement must reflect the specific context of the proposed facility and the municipal and YMCA organizations. These agreements typically include a wide range of topics:

4.3

The YMCA may support community fund-raising efforts and bring their extensive expertise and resources in this regard to any municipal or community based capital campaign.

•

April 2010

The YMCA brings to the community expertise and involvement in a broad range of non-recreational, socially focused programs fe.g., employment assistance, youth-at-risk, new Canadians, etc.)- While not directly related to an aquatic/fitness facility, these are complementary services and in communities where other providers may not be offering these services, or may be limited in the scope of their programming, having the YMCA as an active community service provider can be a significant benefit to the community.

Final Phase Report

•

Town of Greater Napanee Aquatics Feasibility Study

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Potential Collaboration with the YMCA of Central East Ontario

Market exclusions and restrictions.

•

April 2018

LeisurePlan International Inc.

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We are particularly proud of the work that we have been able to accomplish with the City of Quinte West with the opening of the new, community YMCA. This partnership of providing a state of the art 50,000 square foot facility has been a tremendous addition to the community. Over the last eight years the new YMCA

The volunteer Board of Directors of the YMCA of Central East Ontario is very proud of the success of our local YMCA Centre and the impact we have on the citizens of our community. We are active partners with many organizations including the Hastings and Prince Edward School Board, Canadian Mental Health Association, Quinte Health Care, Quinte United Immigrant Services and Loyalist College to name but a few.

The YMCA is a large and active partner with municipalities across Ontario and Canada. I have attached for your information a document entitled “YMCAs and Municipalities: Working Together for Canadians” (YMCA Canada January 15, 2008). This document highlights many creative ways that Municipalities and YMCAs work together for the betterment on their communities.

—

The YMCA is a community organization owned by the community and for the purpose of community health. We see an amazing opportunity for the betterment and health of the community of Greater Napanee with the potential addition of an aquatic and wellness facility.

In 2007 we opened our new 60,000 square foot Peterborough Branch and in 2009 we opened the new 50,000 square foot YMCA of the City of Quinte West in partnership with the city.

The YMCA of Central East Ontario has been serving our communities for over 100 years. Currently, we serve over 30,000 residents from the City of Belleville, Peterborough, Quinte West and surrounding area.

Background

The YMCA of Central East Ontario is a charity dedicated to strengthening the foundations of community. Our Values include Caring, Honesty, Respect Responsibility and Inclusive.

As a result of these discussions the YMCA through Mr. David Allen, President and Chief Executive Officer of the YMCA of Central East Ontario provided the following information as confirmation of their interest in the potential of collaboration with the Municipality.

4.4

Arrangements governing community access both for YMCA members and non-members.

Final Phase Report

•

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Final Phase Report April 2018

Capital support for equipping of the new Centre. In the case of the City of Quinte West we committed $750,000 for equipping the 501000 square foot facility. We would be prepared to have the same discussion with the Town of Greater Napanee around equipping the new centre.

The YMCA will bring solid operational and financial management to the town. The original pro-formas for a recreation complex in the City of Quinte West was approximately $250,000-$300,000 annual operating deficit. The YMCA has been able to operate with a surplus meaning there was no deficit for the City to cover. We would be prepared to work with the Municipality to look at what may work in Napanee.

As the YMCA is a charity, no one is turned away due to financial need. It is our estimate that we would bring upwards of $175,000 worth of financial subsidy and assistance to the community through this new Centre during the first two years of operation.

Increased Programming:

LeisurePlan International Inc.

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In summary, we would enjoy the opportunity to have a conversation with staff and members of Council about the potential for a YMCA partnership with the Town of Greater Napanee for a new Aquatic and Wellness Centre. Aside from the strength of our National Movement, we would be prepared to bring the full talent and skill of our volunteers and staff to the project. As well, we would be prepared to consider a commitment in excess of $600,000 in staff time and expertise, subsidy support, and capital contributions to the project. We are prepared to investigate other avenues of support and collaboration with the town that would benefit the rate payers of Greater Napanee.

Children and Family Programs & Services: Swim Lessons, Family Swim, Family Memberships, Child care, before and After School Outreach services, Summer Day Camps, Child Minding, Parent/Tot Education, Holiday Day Camps, PA. Day Programs, and Family Night. Youth Programs & Services: Leaders in Training, Teen Night Swim Lessons, After School Program, Exercise Programs, Youth Basketball, Youth Iron Kids, Babysitting Courses, Day Camps. Adult and Seniors Programs & Services: Learn to Swim, Aqua fitness, Cardiac Rehab, Fitness Classes, Seniors Social Activities, Seniors Classes, Cycle Fit Aerobics, Individual conditioning, Tai Chi & Yoga.

Design and construction experience. Aside from the support and resources through YMCA Canada, our Senior Management Teams brings significant experience to the project. During the initial discussions in 2005 through planning and construction phase right through until opening we worked with the staff and council of the City of Quinte West. Our estimate of the staffing resources that we would bring to the Town for a two and half to three year period would be in the range of $300,000.

As a potential partner we would be prepared to bring to the Project:

On that note, and as a significant community partner with the town of Greater Napanee, we would offer our support in the development design and operation of the new aquatic and weliness centre. The YMCA has significant experience and expertise in the planning, design, construction and operation of facilities similar to what the Town of Greater Napanee are considering building.

has already exceeded many of our expectations and our relationship and partnership with the community and the City has grown stronger. The facility has met many if not all of the outcomes for the City of Quinte West and the YMCA as it pertains to community participation and financial viability and in particular costs to the City of Quinte West.

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Final Phase Report

April 2018

LeisurePlan International Inc.

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The following sections of this report assess the implications of Municipal management and operation of the proposed the Indoor Aquatic Facility Concept and the Multi-Use Aquatic/Fitness Facility Concept in the event that the proposed agreement with the YMCA did not proceed.

The implications to the Municipality of such management and operation collaboration would be determined during the agreement negotiation process and as such are not explored or assessed as part of this report.

It should also be understood that the YMCA will not participate in the capital financing of the proposed facility. The YMCA may participate in fund-raising and may make a capital contribution to the purchase of equipment for the pool and a fitness facility. However, all capital costs, after fund-raising and grants from senior levels of government, would typically be a municipal responsibility. In addition, as the building’s owner, the Municipality would likely be expected to assume full responsibility for capital conservation costs, including the repair and replacement of all equipment and the maintenance of the building and major building components.

Given the potential benefits of management and operation collaboration between the Municipality and the YMCA it is concluded that this would be the preferred management and operation model for the proposed facility. However it is important to note that the YMCA’s interest in collaboration is specifically associated with the proposed Multi-Use Aquatic/Fitness facility Concept as it would support the YMCA management and operation model. The Indoor Aquatic Facility Concept would in all likelihood not be the type of facility that would support the YMCA service model and therefore it is concluded that a potential collaboration with the YMCA associated with the management and operation of the facility and the delivery of services to residents is contingent upon a facility design similar to the proposed Multi-Use Aquatic/Fitness Facility Concept as opposed to the Indoor Aquatic Facility Concept.

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April 2018

Introduction

assumptions concerning the proposed size and components of the planned facility an aquatic and fitness program and activity schedule for the proposed facility based on the results of the Aquatic Feasibility Study, assumptions concerning the facility’s operational season, daily operating hours and levels and modes of public use a staffing allocation and deployment plan reflecting assumptions concerning a proposed organizational structure, operational season, daily facility operating hours and assumed public use levels a projection of operational revenues from public use based on assumptions concerning level of use, program and membership fees and rental rates derived from the results of the Aquatic feasibility Study, subsequent consultation activities undertaken by the Task Force, and the experience of similar facilities a projection of operational expenditures a projection of net operating costs

• The Multi-use Aquatic/Fitness Facility will be open for public use 14 hours during weekdays (7am Saturdays and Sundays (8am 8pm).

Page 18

9pm Monday to Friday) and 12 hours on

• The facility will be closed for a total of 7 days/year for statutory holidays. The aquatic facility component will also close for annual maintenance for 3 weeks/year (August 26-September 17). The fitness facility component may operate on a reduced schedule of service during the pool maintenance period; for analysis purposes it has been assumed that it is closed during the pool maintenance period. As a result it has been assumed that the Multi-use Aquatic/Fitness Facility Concept will be open for public use 48 weeks/year.

Facility Operational Schedule

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The assessment of the management and operational implications associated with the Multi-use Aquatic/Fitness Facility based on Municipal facility management and operation and delivery of aquatic and fitness programs and activities is based on the following assumptions:

• •

•

• •

The following assess the implications of the management and operation of the proposed Multi-use Aquatic/Fitness Facility by the Municipality. The assessment includes and is based upon:

5.1

Final Phase Report

SECTION 5: MUNICIPAL MANAGEMENT AND OPERATIONAL ANALYSIS AND EVALUATION MULTI-USE AQUATIC/FITNESS FACILITY

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Potential Target Markets Aquatic and Fitness Services

Fall: September18- December (assume 15 weeks duration) Winter: January April (assume 17 weeks duration) Spring/Summer: May August25 (assume 16 weeks duration)

April 2018

Adults 40-64 Years of Age

Seniors 65+ Years of Age

Private Rentals Special Events (Birthday Parties)

•

LeisurePlan International Inc.

Adults 20-39 Years of Age

•

children, Youth and Teens 0-19 Years of Age

•

POTENTIAL TARGET MARKET

• Aquatics Feasibility Study demand projections • Experience from similar sized Ontario municipalities • National and provincial aquatic activity participation data • Aquatics Feasibility Study demand projections • Experience from similar sized Ontario municipalities • National and provincial aquatic and fitness activity participation data • Aquatics Feasibility Study demand projections • Experience from similar sized Ontario municipalities • National and provincial aquatic and fitness activity participation data • Input derived from Task Force consultation activities • Experience from similar sized Ontario municipalities • National and provincial aquatic and fitness activity participation data • Experience from similar sized Ontario municipalities

BASIS OF PROJEcTED 5E

Table 9: Potential Target Market Segments for Aquatic and Fitness Services and Source of Projected use Estimates

Page 19

There are a number of potential target market segments for use of the proposed facility. The potential target market segments and the source of projected use estimated in this report are summarized in Table 9. The projections of potential use and associated operational revenue developed for the analysis for each potential target market are based on a combination of the results of the Aquatic Feasibility Study demand projections, input derived from community consultations undertaken by the Pool Task Force subsequent to the completion of the Aquatic Feasibility Study specifically among seniors, national and provincial data concerning participation rates and trends associated with indoor aquatic and fitness activities, programs and sport, and the experience of similar sized Ontario municipalities that provide an indoor aquatic/fitness facility and associated programs and activities.

5.2.2

• • •

It has been assumed that there would be 3 seasons for aquatic and fitness program/activity provision:

Program Seasons

5.2.1

Proposed Aquatic and Fitness Programming Multi-use Aquatic/Fitness Facility

Final Phase Report

5.2

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Final I’hase Repurt April 2D1 H

Program/Service Model

Potential Aquatic and Fitness Programs and Activities

$40/month $35/month $75/month $55/month $50/month $35/month

Fee Assumptions

Estimated Number of Memberships (Year lj 400 50 1,000 600 50 400 2,500

Year 1 Operations Multi-Use Aquatic/Fitness Facility

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There are a variety of types of aquatic and fitness programs and activities that could potentially be provided in the proposed facility. Each represents a potential source of operational revenue. The projections of potential use and participation in the aquatic and fitness programs and activities are based on a prototypical weekly schedule of programs and activities to be provided, seasonal variations in programming and participation, the demand projections presented in the Aquatic Feasibility Study and input derived from community consultations undertaken by the Pool Task Force subsequent to the completion

5.2.4

Adult Pool Only Membership Senior Pool Only Membership Family Pool/Fitness Membership Adult Pool t Fitness Membership Senior Pool + Fitness Membership children/Youth/Teen/student Membership

Potential Membership Categories

Table 10: Estimated Number of Memberships

The membership categories and proposed monthly fees are based on the results of the Aquatic Feasibility Study as well as the provision of municipal membership services in comparable facilities in the region. The estimated number of members is based on further analysis of the results of the Aquatic Feasibility Study including consideration of membership capture rates (the proportion of total membership demand that may be realized), membership retention and turnover trends in comparable municipal operations, seasonal variations in activity participation based on the results of the Aquatic Feasibility Study and typical trends in participation in indoor aquatic and fitness activities in the province (Table 10).

It has been assumed that the municipal operation and provision of services will be based on a hybrid membership model where the core of use is provided through the purchase of a monthly membership and this will be complemented by the provision of limited opportunities for non-membership based service access through the purchase of a single use pass, or registration in a scheduled program for a specified fee.

5.2.3

The facility may also experience use from non-residents, educational institutions/schools, special needs populations, health institutions and professionals and community based groups and organizations. Data concerning the potential demand from these types of users has not been collected and as such they have not been included in the projections of potential use or operational revenue, However it should be understood that each of these types of potential use and users could be accommodated in the proposed facility.

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Final Phase Report

April 2018

Seniors Fitness Adult Fitness Seniors Fitness Adult Fitness

CYT Fitness CYT Fitness Adult Fitness Adult Fitness

Seniors Fitness Adult Fitness Seniors Fitness Adult Fitness

CYT Fitness CYT Fitness Adult Fitness Adult Fitness

Seniors Fitness Adult Fitness Seniors Fitness Adult Fitness

Adult Fitness Adult Fitness

Seniors Fitness Adult Fitness Seniors Fitness Adult Fitness

Adult Fitness Adult Fitness

6-7 7-8

THURSDAY

9-10 10-11 11-12 12-1 1-2 2-3 3-4 4-5 5-6

-—

WEDNESDAY

TUESDAY

MONDAY

Time

SUNDAY

SATURDAY Adult Fitness CYT Fitness (5(2) Adult Fitness

FRIDAY Seniors Fitness Adult Fitness Seniors Fitness Adult Fitness

Multi-Use Aquatic/Fitness Facility

Private Rental

Adult Fitness CYT Fitness (X2) Adult Fitness

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Family Swim Family Swim Family Swim Leisure Swim Leisure Swim Lane/Lap Swim Leisure Swim Lane/Lap Swim

Leisure Swim Family Swim Family Swim Leisure Swim Leisure Swim Lane/Lap Swim Private Rental Aquatic Therapy Aquatic Therapy Leisure Swim Leisure Swim Leisure Swim

Aquatic Therapy Aquatic Therapy Lessons Lessons Lessons Aquatic Therapy Aquatic Fitness Advanced Lessons Adult/Senior Lesson Advanced Lessons

Aquatic Therapy Aquatic Therapy Lessons Lessons Lessons Aquatic Therapy Aquatic Fitness Advanced Lessons Leisure Swim Advanced Lessons

Aquatic Therapy Aquatic Therapy Lessons Lessons Lessons Aquatic Therapy Aquatic Fitness Advanced Lessons Adult/Senior Lesson Advanced Lessons

Table 12: Prototypical Weekly Fitness Schedule

Aquatic Fitness Lessons Leisure Swim Family Swim Family Swim Aquatic Fitness Lessons Lessons Family Swim Lessons

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8-9

7-8

2-3 3-4 4-S 5-6 6-7

11-12 12-1 1-2

10-11

Private Rental

Lane/Lap Swim Leisure Swim Leisure Swim

Lane/Lap Swim Lessons Lessons

Lane/Lap Swim Adult Leisure Swim Aquatic Fitness Parent/Tot Swim Aquatic Fitness Seniors Swim Seniors Swim Parent/Tot Swim Aquatic Therapy

Lane/Lap Swim Adult Leisure Swim Aquatic Fitness Parent/Tot Swim Aquatic Fitness Seniors Swim Seniors Swim Parent/Tot Swim Adult Leisure Swim

Lane/Lap Swim Adult Leisure Swim Aquatic Fitness Parent/Tot Swim Aquatic Fitness Seniors Swim Seniors Swim Parent/Tot Swim Aquatic Therapy Adult/Senior Lesson Aquatic Therapy Aquatic Therapy Lessons Lessons Lessons Aquatic Therapy Aquatic Fitness Advanced Lessons Leisure Swim Advanced Lessons

Lane/Lap Swim Adult Leisure Swim Aquatic Fitness Parent/Tot Swim Aquatic Fitness Seniors Swim Seniors Swim Parent/Tot Swim Adult Leisure Swim

Lane/Lap Swim Adult Leisure Swim Aquatic Fitness Parent/Tot Swim Aquatic Fitness Seniors Swim Seniors Swim Parent/Tot Swim Aquatic Therapy

7-8 8-9 9-10

SUNDAY

SATURDAY

FRIDAY

THURSDAY

WEDNESDAY

MONDAY

Time

TUESDAY

Table 11: Prototypical Weekly Aquatic Schedule Multi-Use Aquatic/Fitness Facility

of the Aquatics Feasibility Study specifically among seniors. The proposed provision of aquatic and fitness program and activities were developed based on a prototypical weekly schedule for each (Table 11 and Table 12).

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Final Phase Report April 2018

10 hours/week 9 hours/week 42 hours/week

23 hours/week

59 hours/week 21 hours/week 8 hours/week 16 hours/week 17 l,ourslssn,L 3 hours/week 124 hours/week

WEEKLY PROGRAM/ AcTIVITY PROVISION

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Assumptions concerning the pricing of the non-membership aquatic and fitness services (programs and activities) were developed based on the results of the Aquatic Feasibility Study and the pricing of similar services at the indoor pool facilities which Napanee residents currently use including: the Wi Henderson Pool in Amherstview, the Quinte Sports And Weilness Centre (Templeman Menninga) in Selleville, and Artillery Park AC in Kingston. The potential aquatic and fitness programs and activities and assumptions concerning pricing and programming are summarized in Table 14.

a Seniors Fitness a Children/youth/teen Fitness Program

Fitness Programs And Activities Adult Fitness

Leisure/Recreational Swim Swimming Instruction Programs • Specialized/Advanced Aquatic Instruction • Aquatic Fitness Programs a Aquatic Physical Therapy a Private Rentals

Aquatic Programs And Activities

POTENTIAL PROGRAMS/AcTIVITIES

Table 13: Proposed Aquatic and Fitness Program and Activities/Week Multi-Use Aquatic/Fitness Facility

These assumptions result in an estimated 124 hours of aquatic programming and 42 hours of fitness programming per week (Table 13).

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April 2018

Adult Drop-in Senior Drop-In Adult Registered Sessions Senior Registered Sessions Adult Fitness Drop-in Adult Fitness Registered Sessions Senior Fitness Drop-in Senior Fitness Registered Sessions Fitness Drop-in Fitness Registered Sessions

Adult drop-in Senior drop-in Adult Aquatic Fitness Registered Programs Senior Aquatic Fitness Registered Programs

Adult/senior Children/youth/teen

Swim lessons; children, youth and teens Swim lessons: adults and seniors Private-semi private instruction (All Ages) Lifeguard/Instructor Certification

Adult Lane/ Lap Swim Drop-in Senior Lane Swim Drop-in

Leisure swim Orop-in All Ages Adult Leisure Swim Drop-in Senior Swim Drop-in Parent and Tot Swim Drop-in Family Swim Drop-in

Age Group

$200/event

Adult $10.00/visit Senior $9.00/visit Adult $100/14 week program session Senior $90114 week program session $9.00/visit $65.00/la week program $8.00/visit $60.00/b week program session $5.00/visit $35.00/program $3.00/visit

Adult $10.00/visit Senior $9.00/visit Adult $100/14 week program session Senior $90/14 week program session

$150/la week program session $150/la week program session

$100/program session $100/ program session $100/to x 1 hour sessions $150/B week program session

$3.00/visit $3.00/visit

$3.00/visit $3.00/visit $3.00/visit $3.00/visit per person $3.00/visit per person

Price Assumptions

S 4 4 4 23 hours/week (4 program base) 10 hours/week (2 program base) 9 hours/week (4 program base) 340/year 3 hours/week

S 3

1 1

18 3 3 3

6 4

14 7 10 10 B

Number of Hrs/Week’

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More than one program/activity can occur concurrently, particularly swim lessons. Lane swim can occur in two lanes while other activities happen in the remainder of the pool. Such as; Aqua Fit/Group Fitness, Shallow Aqua Fit, Deep Water Aqua Fit, Water Run, Aqua Yoga, Aqua Zumba, Water Power Fitness, CrossTraining, Mind And Body Fitness, Dance, Senior’s Aqua Fit, Men’s Aqua Fit, Women’s Aqua Fit, etc, Such as; Balance training, Strengthening and stabilising, Cardiovascular conditioning, Adapted swimming, Flexibility or exercises for range of movement, Deep Water Running, Aqua Jogging, Arthritis and fibromyalgia fitness, etc, Such as: Yoga, Tai Chi, group training, Zumba, cross training, cardio, etc.)

Adult/Senior Conditioning Centre Single Use Private Rentals

Children/youth/teen Fitness Program

Seniors Fitness

Adult Fitness5

Aquatic Physical Therapy4

Aquatic Fitness Programs1

Specialized Aquatic Instruction

Swimming Instruction Programs

Lane/Lap Swim

Leisure/Recreational Swim

Potential Programs/Activities

Final Phase Report

Table 14: Potential Aquatic and Fitness Programs and Activities Multi-Use Aquatic/Fitness Facility

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April2018

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Staffing Levels and Organizational Structure

Final Phase Report

April 2018

Municipal full and part-time salary, wage and benefit rates will be used in the estimation of the expenditures associated with staffing. Where no equivalent municipal position exists, local/regional salary/wage rates are used. It is assumed that full time municipal staff positions work 35 hours/week and part time positions work a maximum of 28 hours/week.

Projected operational staff deployment levels assume that the facility will operate approximately 94 hours per week for approximately 48 weeks a year. It has been assumed that there will always be two full time staff members on duty when the facility is open. It has also been assumed that there would be a minimum of two lifeguards at any given time guarding or available to guard the pool. Additional guards are required by legislated regulations based on bather load and water depth assumptions. Aquatic and fitness instructional/program staff requirements (and associated costs) are based on the projected hours of programming to be provided, the number of classes, size of classes, and usage calculations.

•

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The proposed staffing plan is summarized in Table 15; it is based on the proposed operational and programming schedules and an analysis of the staffing requirements associated with the delivery of the proposed aquatic and fitness service. The main role/responsibility of each position has been identified for each management and operational function.

The staffing plan reflects assumptions associated with the proposed programming schedule, operational hours and season, as well as the proposed hybrid membership service delivery model.

•

A number of assumptions have been made to develop a proposed staffing plan for the management and operation of the proposed facility and the delivery of municipal aquatic and fitness programs and activities:

5.3

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—

–

—

–

—

11PT PT PT PT PT PT 3PT 1FT 2FT

1FT

2PT 3,5PT

1FT

28/week 30 hrs/week 38 hrs/week 38 hrs/week 10 hrs/week 10 hrs/week 28 hrs/week 35 hrs/week 35 hrs/week

28/week 28/week

1FT

Number of Hours/Week

April2018

FTE5

Multi-Use Aquatic/Fitness Facility

BASIC ROLE/RESPONSIBILITY Business strategy/plan Financial reporting Policies and procedures Aquatics/Fitness Marketing Memberships and program design Staff training and development Staff supervision/duty officer Program design and schedule Promotion/publicity/marketing Membership sales Head Guard duty relief Schedule Promotion/publicity!marketing Membership sales Program enrolment Administrative duties Entry control, information, cash handling Monitor fitness area and fitness testing Entry control Guarding during public use and programs Supervise, train, evaluate guards Lifeguard/life saving, basic instruction Plan, deliver aquatic instruction Plan, deliver aquatic fitness and physical therapy instruction Plan and deliver fitness instruction Plan and deliver fitness instruction Babysitting/child minding Facility cleaning: daily and over night Maintain, repair, service: Facility and pool equipment Maintain, repair, service: Facility and pool equipment

Final Phase Report

4,520

52 52 52

15,000 1,440 1,824 1824 480 480

2,690 4,700

Number of Hours/Year

48 48 48 48 48 48

48 48

Number of Weeks/Year 52

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The organizational structure of the proposed staffing plan is summarized in Figure A assuming that Multi-Use Aquatic/Fitness Facility management staff and facility operation and maintenance staff report to the Strathcona Paper Centre Facility Manager position.

Facility Operator (Lead hand) Facility Attendant

Pie-School/Baby Sitting Facility Janitor (PT Facility Labourer)

Guards Aquatic Instructors -Lessons Aquatic Instructors Fitness and Physical Therapy Fitness Instructions Adult and Seniors Fitness Instructions Children Youth teens

Head Guard

Reception/Cashier/Attendants Fitness Attendants/Reception

Aquatic/Fitness Administration

Aquatics/Fitness Supervisor

POSITION Aquatics/Fitness Manager

Table 15: Proposed Staffing Plan

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Lifeguards

Head Guard

Aquatic Instructors

Fitness Instructors

Fitness Attendants! Reception

Facility Labourer Janitorial

Aquatic/Fitness Administration

Aquatics/Fitness Manager

-,1_fl -a-

Aquatics/Fitness Supervisor

Final Phase Report

Figure A: Proposed Organizational Structure

Town of Greater Napanee Aquatics Feasibility Study

Operator Lead hand

-S____

Stathcona Paper Centre Facility Manager

April 2018

Page 27

Page 120 of 152

Introduction

5.4.1

Final Phase Report April 2018

Operational Expenditures

Projections of membership based revenue Projections of non-membership based revenue (participation in programs and activities) were developed based on the estimated program and activity capacity given the proposed membership base and assumptions concerning the number of programs and activity sessions provided each week and how these may vary on a monthly basis Expenditures associated with staffing reflect current municipal salary, wage and benefit rates, and the proposed staff allocation and deployment plan Expenditures associated with ‘Utilities based on the experience of similar sized facilities Program and activity expenditures based on the experience of similar sized facilities General management and administration expenditures based on the experience of similar sized facilities A projection of net operating costs

Page 28

An estimate of the annual staffing costs has been developed based on the proposed operational and programming schedules and an analysis of the staffing requirements associated with the delivery of the proposed service and the proposed staffing plan (Table 16). The estimate of staffing costs includes consideration of the full costs of labour by including the cost or value of benefits associated with each proposed staff position. Additional annual staffing related expenses associated with staff training and development, professional association memberships and certifications and staff uniforms are included in the consolidated expenditure estimate (Table 17).

Estimated Staffing Costs

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(a)

An estimate of the annual expenditures associated with staffing costs, general office costs, occupancy and maintenance costs, program costs, service contracts and capital conservation reserve contribution was developed.

5.4.2

• • • • •

• •

The financial assessment includes:

For the purpose of the assessment, the Facility has been treated as an operating cost centre; all costs for staffing, utilities, programming, and general office are attributed to the expenses of the Facility. A projection of operational financial performance associated with the facility concept was developed based on facility management and operation and delivery of aquatic and fitness programs and activities by the Municipality.

Operational Financial Performance Assessment

5.4

Town of Greater Napanee Aquatics Feasibility Study

Page 121 of 152

28 hrs/week

2FT

3PT

Facility Attendant

Facility janitor (PT Facility Labourer)

General Office Costs

4,520

15,000 1,440 1,824 1,824 480 480

2,690 4,700

Number of Hours/Year

Average $33.20/hr 51,162.00/week Average 523.60/hr $826.00/week 542,952.00/year

536,400,00

565,000.00 $48,000.00 $48,000.00

Estimated Salary

April 2018

Average $17.30/hr $485.00/week

$11.00/hr $17.00/hr $20.00/hr $17.00/hr 518.00/hour $30.00/hour $30.00/hour $17.00/hour $16.00/hr

Estimated Wage Rate

marketing, promotion and advertising of the facility, membership opportunities and programs and activities general office supplies office equipment telephone/cellular internet postage and courier

LeisurePlan International Inc.

5Amounts have been rounded

• • • • • •

The estimate of operational expenditures associated with general office costs include provision for:

(b)

35 hrs/week

1FT 1FT 1FT 2PT 3.SPT 1Ff 11PT PT PT PT PT PT 1FT

Aquatics/Fitness Manager Aquatics/Fitness Supervisor Aquatic/Fitness Administration Reception/Cashier/Attendants Fitness Attendants Head Guard Guards Aquatic Instructors -Lessons Aquatic Instructors Fitness + Therapy Fitness Instructions Adult + Seniors Fitness Instructions Children Youth Teens Pre-School/Baby Sitting Facility Operator (Lead Hand)

TOTAL

Number of Hours/Week 35 35 35 28/week 28/week 35 28/week 30 hrs/week 38 hrs/week 38 hrs/week 10 hrs/week 10 hrs/week 35 hrs/week

FTEs

Position

Final Phase Report

15%

35%

Benefit Rate 35% 35% 35% 15% 15% 35% 15% 15% 15% 15% 15% 15% 35%

Table 16: Estimated Annual Staffing Costs Year 1 of Operations Multi-Use Aquatic/Fitness Facility

Town olGreaterNapaneeAquatics Feasibility Study

$1,162,000.00

$87,000.00

5115,000.00

Estimated Total Annual Expenditure5 $88,000.00 $65,000.00 $65,000.00 $53,000.00 $92,000.00 550,000.00 5290,000.00 $30,000.00 563,000.00 $63,000.00 510,000.00 59,000.00 582,000.00

Page 29

Page 122 of 152

hank fees vehicle costs dues and subscriptions volunteer recruitment training and recognition

Final Phase Report April 2018

Occupancy and Maintenance Costs

utilities (hydro, gas, water) pool chemicals cleaning and maintenance supplies equipment repair, parts and supplies minor building repair program equipment maintenance/repair

Program Costs

membership program supplies aquatic program supplies fitness program supplies birthday/special event rentals supplies

LeisurePlan International Inc.

The allowance for this expenditure category is based on the proposed service plan and the experience of similar sized pool/fitness facilities.

• • • •

The estimate of operational expenditures associated with program costs includes provision for the following:

Cd)

The allowance for this expenditure category is based on the proposed service plan and the experience of similar sized pool/fitness facilities.

• • • • • •

The estimate of operational expenditures associated with occupancy and maintenance costs include provision for the following:

(c)

The allowance for this expenditure category is based on the proposed service plan and the experience of similar sized pool/fitness facilities.

• • • •

Town o[Greater Napanee Aquatics Feasibility Study

Page 30

Page 123 of 152

Contribution to Capital Conservation Reserve Fund

Final Phase Report

April 2018

Projected Annual Expenditures

Year I Operations

LeisurePlan International Inc.

Page 31

Table 17 presents a summary of the projected annual operational expenditures (Year 1) based on the analysis and assumptions as stated in this report. These are high level estimates that reflect the anticipated and assumed use of the proposed facility.

(f)

An allowance for a contribution from operations is made to a reserve fund specifically associated with the long term replacement of the facility. This is considered to be a ‘best practice’ among municipalities however the financial implications of this often mean that the amount contributed is far less than what would be required. For analysis purposes an allowance for a contribution of $20,000/year has been provided for.

(e)

Town olGreater Napanee Aquatics Feasibility Study

Page 124 of 152

LeisurePlan International Inc.

Final Phase Repurt April 2018

Training/Development Memberships Uniforms GENERAL OFFICE COSTS Marketing/Promotion/Advertising Office Supplies Office Equipment Telephone/Internet Postage/Courier Insurance Bank fees Vehicle Costs Dues/Subscriptions Volunteer Recruitment/Training/Recognition OCCUPANCY & MAINTENANCE COSTS Utilities (hydro, gas, water) Pool chemicals Cleaning and maintenance supplies Equipment repair Minor building repair Program equipment and repair PROGRAM COSTS Membership program supplies Aquatic program supplies Fitness program suppliers Birthday/Special event supplies SUB-TOTAL CAPITAL CONSERVATION RESERVE TOTAL

PT Wages/Benefits

SALARIES/WAGES FT Salaries/Benefits

EXPENDITURE CATEGORY

$6,000.00 $12,000.00 $6,000.00 $2,000.00

$220,000.00 $25000.00 $25,000.00 $15,000.00 $10,000.00 $10,000.00

$25,000.00 $15,000.00 $12,000.00 $10,000.00 $3,000.00 $43,000.00 $3,000.00 $3,000.00 $1,000.00 $5,000.00

$465,000.00 $687,000.00 $5,000.00 $1,000.00 $2,000.00

PROJECTED EXPENDITURE (2018$)

$1,611,000.00 $20,000.00 $1,631,000.00

$26,000.00

$305,000.00

$120,000.00

CATEGORY SUB-TOTAL (2018$) $1,160,000.00

Table 17: Estimated Annual Operational Expenditures Year 1 of Operations Multi-Use Aquatic/Fitness Facility

luwn niGreater Napanee Aquatics Feasibility Study

Page 32

Page 125 of 152

Estimated Operational Revenue

Final Phase Report

April 2018

Membership Fee Revenue

Aquatic and Fitness Program Fees

$40/month $35/month $75/month $55/month $50/month $35/month

Fee Assumptions

Estimated Number of Members (Year 1) 400 50 1,000 600 50 400 2,500

Year 1 Operations Multi-Use Aquatic/Fitness Facility

LeisurePlan International Inc.

Page 33

A projection of the total annual revenue that may be generated through fees associated with the provision of registered instructional aquatic and fitness programs was developed. Data from the Aquatics Feasibility Study was complemented by the experience of similar municipal facilities to estimate the potential number of registered participants that may be realized. Program fees reflect the pricing of similar aquatic and fitness programs in the surrounding region. Table 19 summarizes the proposed aquatic and fitness programs to be provided, the number of hours of program provision per week and the assumed price of program registration.

(I,)

Adult Pool Only Membership Senior Pool Only Membership Family Pool/Fitness Membership Adult Pool + Fitness Membership senior Pool + Fitness Membership children/Youth/Teen/student Membership

Potential Membership Categories

Table 18: Membership Revenue

A projection of the total annual revenue that may be generated through the purchase of memberships at the facility was developed. Data from the Aquatics Feasibility Study was complemented by the experience of similar municipal facilities to estimate the potential number of annual memberships that may be realized. Six membership categories have been used in the projection, each based on an assumed monthly fee that reflects the results of the Aquatics Feasibility Study as well as the experience of similar facilities in the region. Table 18 summarizes the estimated revenue derived from memberships.

(a)

An estimate of the annual operational revenue associated with membership fees, aquatic program fees, fitness program fees, and day use and drop-in fees was developed.

5.4.3

Town of Greater Napanee Aquatics Feasibility Study

Page 126 of 152

Day Use and Drop-In Fees

April 2018

Adult Fitness Registered Sessions Senior Fitness Registered Sessions Fitness Registered Sessions

Adult Registered Sessions Senior Registered Sessions

Adult Aquatic Fitness Registered Programs Senior Aquatic Fitness Registered Programs

Adult/senior children/youth/teen

Swim lessons: children, youth and teens Swim lessons: adults and seniors Private-semi private instruction (All Ages) lifeguard/Instructor certification

Age Group

Sb5.OD/lO week program $60.00/la week program session $35.00/program

Adult $l00/14 week program session senior $90/i4 week program session

Adult $100/Il week program session Senior $90/14 week program session

$150/iD week program session $150/iD week program session

$100/program session $100/ program session $100/to x 1 hour sessions $150/S week program session

Price Assumptions

4 program base 2 program base 4 program base

4 4

1 1

18 3 3 3

Number of Hn/Week’

LeisurePlan International Inc.

Page 34

More than one program/activity can occur concurrently, particularly swim lessons. lane swim can occur in two lanes while other activities happen in the remainder of the pool. Such as Aqua Fit/Group F,rness. Shallow Aqua Fit, Deep Water Aqua Fit, Water Run, Aqua Yoga, Aqua Zumba, Water Power Fitness, cross Training, Mind and Body Fitness, Dance, Senior’s Aqua Fit, Men’s Aqua Fit, Women’s Aqua Fit, etc. Suits as: Balance training, Strengthening and stabilising, cardiovascular conditioning. Adapted swimming, Flexibility or exercises for range of niovemnent, Deep water running. Aqua ;oggiilg, A,thr,tis and tibroniyalgia fitness, etc. Such as: Yoga, Tat chi, group training, Zumba, cross training, cardio, etc.

A projection of the total annual revenue that may be generated through fees associated with the accessing the facility and specific programs and activities through the purchase of a “day use or visit pass” provision was developed. Data from the Aquatics Feasibility Study was complemented by the experience of similar municipal facilities to estimate the potential number of participants that may access services through this method. The proposed fees associated with day use and drop-in access reflect the pricing of similar aquatic and fitness services in the surrounding region. Table 20 summarizes the proposed aquatic and fitness day use and drop-in opportunities to be provided, the number of hours of access provided per week and the assumed price of day use and drop-in fees.

(c)

Fitness Programs Adult Fitness1’ Seniors Fitness Children/youth/teen Fitness Program

Aquatic Physical Therapy

Aquatic Fitness Programs’

Specialized Aquatic Instruction

Swimming Instruction Programs

Potential Programs/Activities

Final Phase Report

Table 19: Proposed Aquatic and Fitness Programs and Associated Fees Multi-use Aquatic/Fitness Facility

l’own of Greawr Napanee Aquatics Feasibility Study

Page 127 of 152

April 2018

Private Rental

Fitness Drop-in: Adult Fitness” Seniors Fitness Children/youth/teen Fitness Conditioning Centre Single Use

Aquatic Physical Therapy”

Aquatic Fitness Programs”

Lane/Lap Swim

Leisure/necreational Swim

Potential Prog,ams/Activities

Adult Fitness Drop-in Senior Fitness Drop-in Fitness Drop-in Adults/seniors

Adult Drop-in senior Drop-In

Adult drop-in Senior drop-in

Adult Lane? Lap Swim Drop-in Senior Lane Swim Drop-in

Leisure swim Drop-in All Ages Adult Leisure Swim Drop-in Senior Swim Drop-in Parent and Tnt Swim Drop-in Family swim Drop-in

Age Group

$9.00/visit $8.00/visit $5.00/visit $3.00/visit

Adult $10.00/visit Senior $900/visit

$3.00/visit $3.00/visit

$3.00/visit $300/visit $3.00/visit $3.00/visit per person $3.00/visit per person

Price Assumptions

23 hours/week 10 hours/week 9 hours/week 340/year

S 4

S 3

6 4

14 7 10 10 8

Number of Hrs/Week”

Any

Private Rentals

$200/event

Price Assumptions

3 hours/week

Number of Hrs/week

LeisurePlan International Inc.

Page 35

More than one program/activity can occur concurrently, particularly swim lessons. Lane swim can occur in two lanes while other activities happen in the remainder of the pool. Such as: Aqua Fit/Group Fitness, ShallowAqua Fit, Deep Water Aqua lit. Water Run, Aqua Yoga, Aqua Zumba, Water Power Fitness, crossTraining, Mind and Body Fitness, Dance, Senior’s Aqua Fit, Men’s Aqua Fit, Women’s Aqua Fit, etc “Such as: Balance training, Strengthening and stabilizing, Cardiovascularconditioning, Adapted swimming, Flexibility or exercises for range ol movement. Deep water running, Aqua jogging. Arthritis and fibromysigia fitness, etc. ‘ Such as: Yoga, Tai Chi, group training, zumba, cross training, cardio, etc.)

“

Age Group

Potential Programs/Activities

Table 21: Proposed Private Rental Associated Fees Multi-Use Aquatic/Fitness Facility

A projection of the total annual revenue that maybe generated through rental fees associated with private use of specific areas of the facility was developed. The proposed rental rate associated this type of use reflect the pricing in similar types of municipal facilities. Table 21 summarizes the proposed rental fee and the number of hours of rental provided per week.

(d)

Final Phase Report

Table 20: Proposed Aquatic and Fitness Activity Day Use/Drop-in Opportunities and Associated Fees Multi-Use Aquatic/Fitness Facility

Town of Greater Napanee Aquatics Feasibility Study

Page 128 of 152

Additional Potential Sources of Operational Revenue

Final Phase Report

April 2018

Projected Annual Revenues

Year 1 Operations

LeisurePlan International Inc.

Page 36

Table 22 presents a summary of the projected annual operational revenues (Year 1) based on the analysis and assumptions as stated in this report. These are high level estimates that reflect the anticipated and assumed use of the proposed facility.

if)

There are also at least 4 potential sources of operational revenue that are not directly or specifically associated with the provision of aquatic or fitness programs and activities but are related to public use of the proposed facility including advertising, sponsorships, vending and retail sales. Revenue from these sources varies significantly among municipal facilities, For the purpose of this analysis these are considered to be potential additional sources of revenue, however they have not been included in the financial assessment. It should be noted that revenue from these sources associated with the proposed MultiUse Aquatic/Fitness Facility maybe impacted by the provision of these opportunities in the existing SPC facility.

Some municipal aquatic/fitness facilities generate revenue from the provision of coin or token activated lockers. This may be a potential source of revenue for the facility however since the analysis is based on a hybrid membership model of service provision, it would be reasonable to assume that “members’ will assume that access to locker facilities would be provided free of charge and included in their membership. This would mean that supervision of locker use and access could become problematic if a charge for their use was introduced. As a result, for the purposes of this analysis it has been assumed that any lockers provided for use in the facility will be provided free of charge for all users.

(e)

Town of Greater Napanee Aquatics Feasibility Study

Page 129 of 152

Fitness Program & Activities

Aquatic Programs & Activities

Membership Fees (Based on 2500 memberships)

LeisurePlan International Inc.

Final Phase Report

April 2018

Adult Fitness Seniors Fitness Children/Youth/Teen Fitness Program Adult/senior Conditioning Pass

Leisure/Recreational Swim Lane/Lap Swim Swimming Instruction Programs Aquatic Fitness Programs Aquatic Physical Therapy Private Rentals

Adult Pool Only Membership Senior Pool Only Membership Family Pool/Fitness Membership Adult Pool + Fitness Membership Senior Pool + Fitness Membership Children/Youth/Teen/Student Membership

Revenue 5aurce

$25,000.00 $14,000.00 $2000000 $1,000.00

$30,000.00 $4,000.00 $65,000.00 $25,000.00 $25,000.00 $18,000.00

$110,000.00 $12,500.00 $530,000.00 $235,000.00 $18,000.00 $95,000.00

Estimated Annual Revenue Detail (2018$)

$1,227,500.00

$60,000.00

$167,000.00

Estimated Annual Revenue (2018$J $1,000,500.00

Table 22: Estimated Annual Operational Revenues Year 1f Operations Multi-Use Aquatic/Fitness Facility

Town of Greater Napanee Aquatics Feasibility Study

Page 37

Page 130 of 152

Consolidated Expenditures/Revenues Statement Year I Operations Multi-Use Aquatic/Fitness Facility

Final Phase Report April 2018

LeisurePlan International Inc.

$20000.00

$1,227,500.00 (-$383,500.00) (-$403,500.00)

$1,611,000.00

NET Capital Conservation Reserve

$1,000,500,00 $167,000.00 $60,000.00

PROJECtED REVENUE

$1160000.00 $120,000.00 $305,000.00 $26,000.00

PROJECtED EXPENDITURE (2018$)

Membership Fees Aquatic Programs And Activities Fitness Program And Activities TOTAL REVENUE

REVENUE CATEGORY

Salaries/Wages General Office Costs Occupancy & Maintenance Costs Program casts TOTAL EXPENWTURES

EXPENDITURE CATEGORY

Table 23: Consolidated Expenditures/Revenues Statement Year 1 Operations Multi-Use Aquatic/Fitness Facility

Page 38

A projection of the consolidated operational expenditures and revenues associated with the proposed Multi-Use Aquatic/Fitness Facility based upon municipal management and operation is presented in Table 23. It is estimated that the facility may incur an operational deficit in the order of $383,500.00 excluding provision for a contribution to a capital conservation reserve fund.

(g)

ToWn oiGreater Napanee Aquatics Feasibility Study

—-

Page 131 of 152

Introduction

INDOOR AQUATIC FACILITY

April 2013

assumptions concerning the proposed size and components of the planned facility an aquatic program and activity schedule for the proposed facility based on the results of the Aquatic Feasibility Study, assumptions concerning the facility’s operational season, daily operating hours and levels and modes of public use a staffing allocation and deployment plan reflecting assumptions concerning a proposed organizational structure, operational season, daily facility operating hours and assumed public use levels a projection of operational revenues from public use based on assumptions concerning level of use, program and membership fees and rental rates derived from the results of the Aquatic Feasibility Study, subsequent consultation activities undertaken by the Task Force, and the experience of similar facilities a projection of operational expenditures a projection of net operating costs

Page 39

9pm Monday to Friday) and 12 hours on Saturdays and

The facility will be closed for a total of 7 days/year for statutory holidays. The facility will also close for annual maintenance for 3 weeks/year (August26- September 17). As a result it has been assumed that the Indoor Aquatic Facility will be open for public use 48 weeks/year.

• The Indoor Aquatic Facility will be open for public use 14 hours during weekdays (7am Sundays (Sam 8pm).

•

Facility Operational Schedule

LeAsurePlan International Inc.

The assessment of the management and operational implications associated with the Indoor Aquatic Facility based on Municipal facility management and operation and delivery of aquatic programs and activities is based on the following assumptions:

• •

•

• •

The following section assesses the implications of the management and operation of the proposed Indoor Aquatic Facility by the Municipality (i.e. no fitness specific facilities provided). The assessment includes and i5 based upon:

6.1

Final Phase Report

SECTION 6: MUNICIPAL MANAGEMENT AND OPERATIONAL ANALYSIS AND EVALUATION

Town of Greater Napanee Aquatics Feasibility Study

Page 132 of 152

Program Seasons

6.2.1

Indoor Aquatic Facility

Final Phase Report

Potential Target Markets Aquatic Services

Fall: September18- December (assume 15 weeks duration) Winter: January April (assume 17 weeks duration) Spring/Summer: May August ZS (assume 16 weeks duration)

April 201K

• Experience from similar sized Ontario municipalities . National and provincial aquatic activity participation data • As above • As above • Input derived from Task Force consultation activities • Experience from similar sized Ontario municipalities • National and provincial aquatic activity participation data • Experience from similar sized Ontario municipalities

• Aquatics Feasibility study demand projections

BASIS OF PROJECTED USE

LeisurePlan International Inc.

Page 40

Special Events (Birthday Parties)

Private Rentals

•

Adults 20-39 Years Of Age Adults 40-64 Years Of Age Seniors 65 Years Of Age.

• •

children, Youth And Teens 0-19 Years of Age

POTENTIAL TARGET MARKET

Table 24: Potential Target Market Segments for Aquatic Services and Source of Projected Use Estimate5

There are a number of potential target market segments for use of the proposed facility. The potential target market segments and the source of projected use estimated in this report are summarized in Table 24. The projections of potential use and associated operational revenue developed for the analysis for each potential target market are based on a combination of the results of the Aquatic Feasibility Study demand projections, input derived from community consultations undertaken by the Pool Task Force subsequent to the completion of the Aquatic Feasibility Study specifically among seniors, national and provincial data concerning participation rates and trends associated with indoor aquatic activities and programs and the experience of similar sized Ontario municipalities that provide an indoor aquatic facility and associated programs and activities.

6.2.2

• • •

It has been assumed that there would be 3 seasons for aquatic program/activity provision:

Proposed Aquatic Programming

6.2

Town otGreater Napanee Aquatics Feasibility Study

Page 133 of 152

Final Phase Report April 2018

Program/Service Model

Potential Aquatic Programs and Activities

$40/month $35/month $65/month $30/month

Fee Assumptions

2,225

Estimated Number of Members (Year 1) 800 125 900

LeisurePlan International Inc.

Page 41

There are a variety of types of aquatic programs and activities that could potentially be provided in the proposed facility. Each represents a potential source of operational revenue. The projections of potential use and participation in the aquatic programs and activities are based on a prototypical weekly schedule of programs and activities to be provided, seasonal variations in the schedule of programming and potential participation, the results of the demand projections presented in the Aquatic Feasibility Study and input derived from community consultations undertaken by the Pool Task Force subsequent to the completion of the Aquatics Feasibility Study specifically among seniors. The proposed provision of aquatic program and activities were developed based on a prototypical weekly schedule as summarized in Table 26.

6.2.4

Adult Pool Membership Senior Pool Membership Family Pool Membership children/youth/Teen/Student Pool Membership

Potential Membership categories

Table 25: Estimated Number of Memberships Year 1 Operations Indoor Aquatic Fatility

6.2.3

not been included in the potential use or operational revenue projections. However it should be understood that each of these types of potential use and users could be accommodated in the proposed facility.

Town of Greater Napanee Aquatics Feasibility Study

Page 134 of 152

Aquatic Therapy Aquatic Therapy Lessons Lessons Lessons Aquatic Therapy Aquatic Fitness Advanced Lessons Leisure Swim Advanced Lessons

Aquatic Therapy Aquatic Therapy Lessons Lessons Lessons Aquatic Therapy Aquatic Fitness Advanced Lessons Adult/Senior Lesson Advanced Lessons

WEDNESDAY

Aquatic Therapy Aquatic Therapy Lessons Lessons Lessons Aquatic Therapy Aquatic Fitness Advanced Lessons AduIt/Senor Lesson Advanced Lessons

Lane/Lap Swim Adult Leisure Swim Aquatic Fitness Parent/Tot Swim Aquatic Fitness Seniors Swim Seniors Swim Parent/Tot Swim Adult Leisure Swim

THURSDAY

Indoor Aquatic Facility

59 hours/week 21 hours/week B hours/week 16 hours/week 17 ItLitirs ‘ce k 3 hours/week 124 hours/week

WEEKLY PROGRAM/ AcTIVITY PROVISION

Private Rental

Aquatic Therapy Aquatic Therapy Leisure Swnn Leisure Swim Leisure Swim

Lane/Lap Swim Adult Leisure Swim Aquatic Fitness Parent/Tot Swim Aquatic Fitness Seniors Swim Seniors Swim Parent/Tot Swim Aquatic Therapy

FRIDAY

Leisure Swim Family Swim Family Swim Leisure Swimmi Leisure Swiimm Lane/Lap Swim Private Rental

Aquatic Fitness Lessons Lessons Family Swim Lessons

Lane/Lap Swim Lessons Lessons

SATURDAY

April 20 Ui

Family Swim Family Swim ramily Swim Leisure Swim Leisure Swim Lane/Lap Swim Leisure Swim Lane/Lap Swim

Aquatic Fitness Lessons Leisure Swim Family Swim Family Swim

Lane/Lap Swim Leisure Swim Leisure Swim

SUNDAY

LeisurePlan International Inc.

Page 42

Feasibility Study and the pricing of similar services at the indoor pool facilities which Napanee residents currently use including: the Wi Henderson Pool in

Assumptions concerning the pricing of the non-membership aquatic services (programs and activities) were developed based on the results of the Aquatic

• Leisure/Recreational Swim . Swimming Instruction Programs • Specialized/Advanced Aquatic Instruction a Aquatic Fitness Programs a Aquatic Physical Therapy a Private Rentals

POTENTIAL pRoGRAMS/AcTIVITIEs

Table 27: Proposed Aquatic Program and Activities/week

These assumptions result in an estimated 124 hours of aquatic programming per week (Table 27),

8-9

7-8

2-3 3-4 4-5 5-6 6-7

11-12 12-1 1-2

10-11

Lane/Lap Swim Adult Leisure Swim Aquatic Fitness Parent/Tot swim Aquatic Fitness Seniors Swim Seniors Swim Parent/Tot Swim Adult Leisure Swim

Latte/Lap Swint Adult Leisure Swim Aquatic Fitness Parent/Tot Swim Aquatic Fitness Seniors Swini Seniors Swim Parent/Tot Swim Aquatic Therapy

7-8 8-9 9-10

TUESDAY

MONDAY

Time

Final Phase Report

Table 26: Prototypical Weekly Aquatic Schedule Indoor Aquatic Facility

Town oiGrcatcrNapanee Aquatics FeasibiliLy Study

Page 135 of 152

Final Phase Report

April 2018

Adult Drop-in Senior Drop-In Adult Registered Sessions Senior Registered Sessions

Adult drop-in Senior drop-in Adult Aquatic Fitness Registered Programs Senior Aquatic Fitness Registered Programs

Adult/senior children/youth/teen

Swim lessons: children, youth and teens swim lessons: adults and seniors Private-semi private instruction (All Ages) Lifeguard/Instructor certification

Adult Lane/ Lap Swim Drop-in Senior Lane Swim- Drop-in

Leisure swim Drop-in All Ages Adult Leisure Swim -Drop-in Senior Swim- Drop-in Parent and Tot Swim Drop-in Family swim -Drop-in

Age Group

$200/event

Adult $10.00/visit Senior $9.00/visit Adult $100/14 week program session Senior $90/14 week program session

Adult $10.00/visit Senior $9.00/visit Adult $b00/14 week program session Senior $90/14 week program session

$150/b week program session $150/iD week program session

$100/program session $100/ program session $100/lox 1 hour sessions $150/B week program session

$3.00/visit $300/visit

$3.00/visit $3.00/visit $3.00/visit $3.00/visit per person $3.00/visit per person

Price Assumptions

3 hours/week

5 4 4

5 3 4 4

18 3 3 3

6 4

14 7 10 10 B

Number of Hrs/week

More than one program/activity can occur concurrently, particularly swim lessons. Lane swim can occur in two lanes while other activities happen in the remainder ofthe pool.

LeisurePlan International Inc.

Private Rentals

Aquatic Physical Therapy

Aquatic Fitness Programs

Specialized Aquatic Instruction

Swimming Instruction Programs

Lane/Lap Swim

Leisure/Recreational Swim

Potential Programs/Activities

Table 28: Potential Aquatic Programs and Activities Indoor Aquatic Facility

Page 43

Amherstview, the Quinte Sports And Wellness Centre (Templeman Menninga) in Belleville, and Artillery Park AC in Kingston. The potential aquatic programs and activities and assumptions concerning pricing and programming are summarized in Table 28.

Town of Greater Napanee Aquatics Feasibility Study

Page 136 of 152

Staffing Levels and Organizational Structure

Final Phase Report April 2018

Municipal full and part-time salary, wage and benefit rates will be used in the estimation of the expenditures associated with staffing. Where no equivalent municipal position exists local/regional salary/wage rates are used. It is assumed that full time municipal staff positions work 35 hours/week and part time positions work a maximum of 28 hours/week.

Projected operational staff deployment levels assume that the facility will operate approximately 94 hours per week for approximately 48 weeks. It has been assumed that there will always be two full time staff members on duty when the facility is open. It has also been assumed that there would be a minimum of two lifeguards at any given time guarding or available to guard the pool. Additional guards are required by legislated regulations based on bather load and water depth assumptions. Aquatic instructional/program staff requirements (and associated costs) are based on the projected hours of programming to be provided, the number of classes’, size of classes, and usage calculations.

•

LeisurePlan International Inc.

Page 44

The proposed staffing plan is summarized in Table 29 based on the proposed operational and programming schedules and an analysis of the staffing requirements associated with the delivery of the proposed aquatic service. The main role/responsibility of each position has been identified for each management and operational function.

The staffing plan reflects assumptions associated with the proposed programming schedule, operational hours and season as well as the proposed hybrid membership service delivery model.

•

A number of assumptions have been made to develop a proposed staffing plan for the management and operation of the proposed facility and the delivery of municipal aquatic programs and activities:

6.3

Town niGreater Napanee Aquatics Feasibility Study

Page 137 of 152

—

Business strategy/plan Financial reporting Policies and procedures Aquatics/Fitness Marketing Memberships and program design Staff training and development Staff supervision/duty officer Program design and schedule Promotion/publicity/marketing Membership sales Head Guard duty relief Schedule Promotion/publicity/marketing Membership sales Program enrolment Administrative duties Entry control, Information, Cash handling Guarding during public use and programs Supervise, train, evaluate guards Lifeguard/life saving, basic instruction Plan, deliver aquatic instruction Plan, deliver aquatic fitness and physical therapy instruction Facility cleaning: daily and over night Maintain, repair, service: Facility and pool equipment Maintain, repair, service: Facility and pool equipment

Basic Role/Responsibility

11PT PT PT 3PT 1FT 2FT

2PT 1Ff

1Ff

1FT

FTE5

28/week 30 hrs/week 38 hrs/week 28 hrs/week 35 hrs/week 35 hrs/week

28/week 35

Number of Hours/Week 35

April 2018

48 48 48 52 52 52

48 52

Number of Weeks/Year 52

15,000 1.440 1,824 4,520

2,690

Number of Hours/Year

LeisurePlan International Inc.

Page 45

The organizational structure of the proposed staffing plan is summarized in Figure 6 assuming that Indoor Aquatic Facility management staff and facility operation and maintenance staff report to the Strathcona Paper Centre Facility Manager position.

Guards Aquatic Instructors -Lessons Aquatic Instructors Fitness and Physical Therapy Facility Janitor (PT Facility Labourer) Facility Operator (Lead hand) Facility Attendant

Reception/Cashier/Attendants Head Guard

Aquatic Administration

Aquatics Supervisor

Aquatics Manager

POSITION

Final Phase Report

Table 29: Proposed Staffing Plan Indoor Aquatic Facility

Town of Greater Napanee Aquatics Feasibility Study

Page 138 of 152

LeisurePlan International Inc.

Lifeguards

Head Guard

Aquatic Instructors

Aquatic Administration

Reception Attendants/ Cashier

[uatics aer

Aquatics Supervisor

Facility Labourer Janitorial

Final Phase Report

FigureS: Proposed Organizational Structure

Town of Greater Napanee Aquatics Feasibility Study

Operator Lead hand

Stathcona Paper Centre Facility Manager

April 2018

Page 46

Page 139 of 152

Introduction

6.4.1

Final Phase Report

April 2018

Projections of membership based revenue Projections of non-membership based revenue (participation in programs and activities) were developed based on the estimated program and activity capacity given the proposed membership base and assumptions concerning the number of programs and activity sessions provided each week and how these may vary on a monthly basis Expenditures associated with staffing reflect current municipal salary, wage and benefit rates and the proposed staff allocation and deployment plan Expenditures associated with “Utilities” based on the experience of similar sized facilities Program and activity expenditures based on the experience of similar sized facilities General management and administration expenditures based on the experience of similar sized facilities A projection of net operating costs

Operational Expenditures

Page 47

Estimated Staffing Costs

LeisurePlan International Inc.

(a)

6.4.2

The annual cost of capital debt financing for the proposed Indoor Aquatic Facility is identified based on information provided by the Municipality and is added to the projected net operating deficit to determine the estimated annual property tax increase for the average assessed home in the municipality. This provides an understanding of the potential order of magnitude impact on residential property taxes.

• • • • •

• •

The financial assessment includes:

For the purpose of the assessment, the Indoor Aquatic Facility has been treated as an operating cost centre; all costs for staffing, utilities, programming, and general office are attributed to the expenses of the Indoor Aquatic Facility. A projection of operational financial performance associated with the Indoor Aquatic Facility Concept was developed based on facility management and operation and delivery of aquatic programs and activities by the Municipality.

Operational Financial Performance Assessment

6.4

Town of Greater Napanee Aquatics Feasibility Study

Page 140 of 152

irr 2FT

3PT

Facility Attendant

Facility Janitor (PT Facility Labourer)

General Office Costs

1FT 1FT 1FT 2PT lfl 11PT PT PT

Aquatics Manager Aquatics Supervisor Aquatic Administration Reception/Cashier/Attendants Head Guard Guards Aquatic Instructors -lessons Aquatic Instructors Fitness t Therapy Facility Operator (Lead Hand)

flE’s

28 hrs/week

35 hrs/week

Number of Hours/Week 35 35 35 28/week 35 28/week 30 hrs/week 38 hrs/week 35 hrs/week

4,520

15,000 1,440 1,824

2,690

Number of Hours/Year

536,4D0.00

$60,000.00 $45,000.00 $45,000.00

Estimated Salary

Average $33.20/hr $1,162.00/week Average $23.60/hr $826.00/week $42,952.00/year

Average $17.30/hr $485.00/week

LeisurePlan International Inc.

15%

35%

Benefit Rate 35% 35% 35% 15% 35% 15% 15% 15% 35%

marketing, promotion and advertising of the facility, membership opportunities and programs and activities general office supplies office equipment telephone/cellular internet postage and courier

Amounts have been rounded

• • • •

Estimated Wage Rate

$17.00/hr $20.00/hr $17.00/hr $18.00/hour $30.00/hour

The estimate of operational expenditures associated with general office costs include provision for:

(b)

Kprll 21)18

Table 30: Estimated Annual Staffing Costs Year 1 of Operations Indoor Aquatic Facility

Position

TOTAL

Final Phase Report

$972,500.00

$87,000.00

$115,000.00

Estimated Total Annual Expenditure’6 $81,000.00 $60,750.00 $60,750.00 $53,000.00 $50,000.00 5290,000.00 $30,000.00 $63,000.00 $82,000.00

Page 48

annual staffing related expenses associated with: Staff training and development, professional association memberships and certifications and staff uniforms are included in the consolidated expenditure estimate (Table 30).

Town oiGreaterNapanee Aquatics Feasibility Study

Page 141 of 152

vehicle costs dues and subscriptions volunteer recruitment, training and recognition

• • •

Final Phase Report

April 2018

Occupancy and Maintenance Costs

utilities (hydro, gas, water) pool chemicals cleaning and maintenance supplies equipment repair, parts and supplies minor building repair program equipment maintenance/repair

Program Costs

membership program supplies aquatic program supplies birthday/special event rentals supplies

Contribution to Capital Conservation Reserve Fund

LeisurePlan International Inc.

Page 49

An allowance for a contribution from operations is made to a reserve fund specifically associated with the long term replacement of the facility. This is considered to be a “best practice” among municipalities however the financial implications of this often mean that the amount contributed is far less than what would be required. For analysis purposes an allowance for a contribution of $15,000/year has been provided for.

(d)

The allowance for this expenditure category is based on the proposed service plan and the experience of similar sized pool facilities.

• • •

The estimate of operational expenditures associated with program costs includes provision for the following:

(d)

The allowance for this expenditure category is based on the proposed service plan and the experience of similar sized pool facilities.

• • • • • •

The estimate of operational expenditures associated with occupancy and maintenance costs include provision for the following:

(c)

The allowance for this expenditure category is based on the proposed service plan and the experience of similar sized pool facilities.

bank fees

•

Town of Greater Napanee Aquatics Feasibility Study

Page 142 of 152

Projected Annual Expenditures

Year 1 Operations

Fina’ Phase Report April 2018

LeisurePlan International Inc.

Training/Development Memberships Uniforms GENERAL OFFICE COSTS Marketing)Promotion/Advertising Office Supplies Office Equipment Telephone/Internet Postage/Courier Insurance Bank fees Vehicle Costs Dues/Subscriptions Volunteer Rec ru i tmen t/Tra in i ng/Recogni t ion OCCUPANCY & MAINTENANCE COSTS Utilities (hydro, gas, water Pool Chemicals Cleaning and maintenance supplies Equipment repair Minor building repair Program equipment and repair PROGRAM COSTS Membership program supplies Aquatic program supplies Birthday/Special event supplies SUB-TOTAL CAPITAL CONSERVATION RESERVE TOTAL

Ft Salaries/Benefits Pt Wages/Benefits

SALARIES/WAGES

EXPENDITURE CATEGORY

Indoor Aquatic Facility

$5,000.00 $12,000.00 $2,000.00

S140.000.00 $25,000.00 $20,000.00 $15,000.00 $10,000.00 $6,000.00

$20,000.00 $13,000.00 $11,000.00 $10,000.00 $2,500.00 $40,000.00 $2,500.00 $3,000.00 $1,000.00 54,500.00

$4,000.00 $1,000.00 $1500.00

$449,500.00 $523,000.00

$1,321,500.00 $15,000.00 $1,336,500.00

$19,000.00

$216,000.00

$107,SOOMO

$979,000.00

(2018$)

CATEGORY SUB-TOTAL

Year 1 of Operations

(2018$)

PROJECTED EXPENDITURE

Table 31: Estimated Annual Operational Expenditures

are high level estimates that reflect the anticipated and assumed use of the proposed facility.

Page 50

Table 31 presents a summary of the projected annual operational expenditures (Year 1) based on the analysis and assumptions as stated in this report. These

(e)

Town of Greater Napanee Aquatics Feasibili’ Study

Page 143 of 152

Estimated Operational Revenue

Final Phase Report

April 201S

Membership Fee Revenue

Aquatic Program Fees

$40/month $35/month $55/month $30/month

Fee Assumptions

2,225

Estimated Number of Members (Year 1) 800 125 900

LeisurePlan International Inc.

Page 51

A projection of the total annual revenue that may be generated through fees associated with the provision of registered instructional aquatic programs was developed. Data from the Aquatics Feasibility Study was complemented by the experience of similar municipal facilities to estimate the potential number of registered participants that may be realized. Program fees reflect the pricing of similar aquatic programs in the surrounding region. Table 33 summarizes the proposed aquatic programs to be provided, the number of hours of program provision per week, and the assumed price of program registration.

Adult Pool Membership Senior Pool Membership Family Pool Membership Children/Youth/Teen/student Pool Membership

Potential Membership Categories

Table 32: Membership Revenue Year 1 Operations Indoor Aquatic Facility

A projection of the total annual revenue that may be generated through the purchase of memberships at the facility was developed. Data from the Aquatics Feasibility Study was complemented by the experience of similar municipal facilities to estimate the potential number of annual memberships that may be realized. Four membership categories have been used in the projection each based on an assumed monthly fee that reflects the results of the Aquatics Feasibility Study as well as the experience of similar facilities in the region. Table 32 summarizes the estimated revenue derived from memberships.

(a)

An estimate of the annual operational revenue associated with membership fees, aquatic program fees, fitness program fees, day use and drop-in fees, was developed.

64.3

Town of Greater Napanee Aquatics Feasibility Study

Page 144 of 152

Day Use and Drop-In Fees

April 201H

Adult Registered Sessions Senior Registered Sessions

Adult Aquatic Fitness Registered Programs Senior Aquatic Fitness Registered Programs

Adult/senior children/youth/teen

Swim lessons: children, youth and teens swim lessons: adults and seniors Private-semi private instruction (All Ages) Lileguard/Instructor Certification

Age Group

Adult $100/14 week program session Senior $90114 week program session

Adult 5100/14 week program session senior 590/14 week program session

5150/10 week program session 5150/10 week program session

$100/program session $100, program session $100/ic x 1 hour sessions $150/S week program session

Price Assumptions

4 4

1 1

18 3 3 3

Number of Hn/Week”

LeisurePlan International Inc.

More than one program/activity_can occur concurrently,_particularly swim lessons. Lane swim can occur in two lanes while other activities happen in the remainder of the pool.

Page 52

A projection of the total annual revenue that may be generated through fees associated with the accessing the facility and specific programs and activities through the purchase of a “day use or visit pass” provision was developed. Data from the Aquatics Feasibility Study was complemented by the experience of similar municipal facilities to estimate the potential numher of participants that may access services through this method. The proposed fees associated with day use and drop-in access reflect the pricing of similar aquatic services in the surrounding region. Table 34 summarizes the proposed aquatic day use and drop-in opportunities to be provided, the number of hours of access provided per week, and the assumed price of day use and drop-in fees.

(c)

Aquatic Physical Therapy

Aquatic Fiti,ess Programs

specialized Aquatic Instruction

swimming Instruction Programs

Potential Programs/Activities

Final Phase Report

Table 33: Proposed Aquatic Programs and Associated Fees Indoor Aquatic Facility

Town ol Greater Napanee Aquatics Feasibility Study

Page 145 of 152

Aquatic Physical Therapy

Aquatic Fitness Programs

Private Rental

AprI 2018

Adult Drop-in Senior- Drop-In

Adult drop-in Senior drop-in

Adult Lane/ Lap Swim Drop-in Senior Laneswim- Drop-in

Leisure swim Drop-in All Ages Adult Leisure Swim -Drop-in Senior Swim Drop-in Parent and Tot Swim Drop-in Family Swim -Orop-,n

Age Group

Adult $1000/visit Senior $9.00/visit

Adult $10.00/visit Senior $9.00/visit

$3.00/visit $3.00/visit

$3.00/visit $3.00/visit $3.00/visit $3.00/visit per person $3.00/visit per person

Price Assumptions

S 4

5 3

6 4

14 7 10 10 8

Number of Hrs/ Week

Any

Private Rentals

Additional Potential Sources of Operational Revenue

$200/event

3 hours/week

Number of Hrs/week

LeisurePlan International Inc.

Page 53

Some municipal aquatic facilities generate revenue from the provision of coin or token activated lockers. This may be a potential source of revenue for the Centre however since the analysis is based on a hybrid membership model of service provision, it would be reasonable to assume that members” will assume that access to locker facilities would be provided free of charge and included in their membership. This would mean that supervision of locker use and

(e)

Price Assumptions

Age Group

Potential Programs/Activities

Table 35: Proposed Private Rental Associated Fees Indoor Aquatic Facility

A projection of the total annual revenue that maybe generated through rental fees associated with private use of specific areas of the facility was developed. The proposed rental rate associated this type of use reflect the pricing in similar types of municipal facilities. Table 35 summarizes the proposed rental fee and the number of hours of rental provided per week.

(d)

Leisure/Recreational Swim

Potential Programs/Activities

Lane/Lap swim

Final Phase Report

Table 34: Proposed Aquatic Activity Day Use/Drop-in Opportunities and Associated Fees Indoor Aquatic Facility

Town of Greater Napanee Aquatics Feasibility Study

Page 146 of 152

Final Phase Report April 2018

Projected Annual Revenues

Year 1 Operations

LeisurePlan International Inc.

Aquatic Programs & Activities

Membership Fees (Based on 2,225 memberships)

Leisure/Recreational Swim Lane/Lap Swim Swimming Instruction Programs Aquatic Fitness Programs Aquatic Physical Therapy Private Rentals

Adult Pool Membership Senior Pool Membership Family Pool Membership children/Youth/Teen/student Membership

Revenue source

$3000000 54,000.00 $65,000.00 $25,000.00 $25,000.00 $18,000.00

$230,000.00 $30,000.00 $410,000.00 85,000.00

Estimated Annual Revenue Detail (2018$)

$922,000.00

5 167,000.00

$75500000

Estimated Annual Revenue (2018$)

Table 36: Estimated Annual Operational Revenues Year 1 of Operations Indoor Aquatic Facility

Page 54

Table 36 presents a summary of the projected annual operational revenues (Year 1) based on the analysis and assumptions as stated in this report. These are high level estimates that reflect the anticipated and assumed use of the proposed facility.

(f)

There are also at least 4 potential sources of operational revenue that are not directly or specifically associated with the provision of aquatic programs and activities but are related to public use of the proposed facility including advertising, sponsorships, vending and retail sales. Revenue from these sources varies significantly among municipal facilities. For the purpose of this analysis these are considered to be potential additional sources of revenue, however they have not been included in the financial assessment. It should be noted that revenue from these sources associated with the proposed Facility may be impacted by the provision of these opportunities in the existing SPC facility.

access could become problematic if a charge for their use was introduced. As a result, for the purposes of this analysis it has been assumed that any lockers provided for use in the Centre will be provided free of charge for all users.

1’uvn of Greater Napanee Aquatics Feasibility Study

Page 147 of 152

Consolidated Expenditures/Revenues Statement Year 1 Operations Indoor Aquatic Facility

Final Phase Report

April 2018

LeisurePlan International Inc.

REVENUE CATEGORY Membership Fees Aquatic Programs And Activities TOTAL REVENUE NET Capital conservation Reserve

EXPENDITURE CATEGORY Salaries/Wages General Office costs Occupancy & Maintenance costs Program costs TOTAL EXPENDITURES

$15,000.00

PROJECTED REVENUE $755,000.00 $167,000.00 $922,000.00 (-$399,500.00) (-$414,500.00)

PROJECTED EXPENDITURE (2018$) $979,000.00 $107,500.00 $216,000.00 $19,000.00 $1,321,500.00

Table 37: Consolidated Expenditures/Revenues Statement Year 1- Operations Indoor Aquatic Facility

Page 55

A projection of the consolidated operational expenditures and revenues associated with the proposed Indoor Aquatic Facility based upon municipal management and operation is presented in Table 37. It is estimated that the facility would incur an operational deficit in the order of $399,500.00 excluding provision for a contribution to a capital conservation reserve fund.

(g)

Town of Greater Napanee Aquatics Feasibility Study

Page 148 of 152

Final Phase Report

April 2018

Page 56

Municipalfinancing through capitalfunds accrued in a municipal reserve fund account. Many municipalities have established capital reserve funds associated with the development of specific municipal facilities. In municipalities experiencing growth, many have a development charges policies by which funds are collected from developers and set aside to assist in funding municipal service costs associated with growth. Municipal financing through debt financing or debenture. The use of this source is often influenced by current, on-going debt servicing of the Municipality as specific limits to the amount of debt a municipality can incur are mandated by the provincial governments. This form of financing also has a high degree of political sensitivity as it directly impacts on municipal property taxes.

LeisurePlan International Inc.

•

As a result of the unknown timing or focus of federal and provincial infrastructure grant programs, many Ontario municipalities prepare for possible new government grant programs by undertaking all pre-development work so that their project is “shovel-ready” upon announcement of a new grant program. It is also common for municipalities to monitor all government grant programs to identify if the proposed facility may qualify for funding within the context of other grant funding themes such as energy conservation or economic development.

The Federal Gas Tax Fund Communities are able to use the federal GTF towards: Sport and Recreation. The 2014-2019 allocation to GTF for Ontario projects is approximately $3.9 million. Specific allocations to municipalities are determined through federal-provincial-territorial GTF agreements.

The 2014 New Building Canada Fund Provincial Territorial Infrastructure Component Small Communities Fund may offer a potential source of funding as eligible categories under the PTIC-SCF include “recreation”, “civic assets” and “municipal buildings”. In the provinces most projects will be federally cost-shared on a one-third basis. The following sub-categories of recreation projects are supported: new construction, additional capacity or rehabilitation of publicly owned, multi-use amateur sport or recreational facilities (including training facilities for high performance amateur athletes); parks, recreational trails, and paths; and community centres. Projects must support one or more of the following outcomes: Increases public access to, and participation in, physical activity or sports; supports programs for the development of Canadian amateur athletes, including hosting opportunities for regional, national or international amateur sporting events; supports community vitality by providing spaces for community activities, such as clubs, volunteer activities, social support, physical activity, and public meetings; or extends the life of an existing asset.

Grants from the provincial and federal levels of government. Senior levels of government typically provide financial support to these types of facility developments based on the provisions of a government capital investment program. These programs typically involve provisions as to the qualifying focus of the capital investment and a funding formula which specifies the proportion of total project costs that may qualify for senior level government funding. Currently there are no specific provincial or federal grant programs specifically oriented to facility development such as proposed for Greater Napanee.

The funding or financing of the capital cost of the development of a municipal facility similar to the Multi-Use Aquatic/Fitness Facility Concept or the Indoor Aquatic Facility Concept typically relies on a combination of funding sources including the following:

SECTION 7: FINANCING FACILITY DEVELOPMENT

Town oiGreater Napanee Aquatics Feasibility Study

Page 149 of 152

April 2018

equipment and furnishings. The Town of Pelham recently received a $1 million donation towards their new community centre facility and named the facility after the donor. Additional donations were received for individual facility areas. Sponsorship of the entire facility and individual facility components is typically negotiated for set periods of time and then renewed or new sponsorships are sought. An example is the Lebovic Leisure Centre (indoor pool, fitness centre, library, and multi-purpose rooms) in the Town of Whitchurch-StoufMlle where the naming rights were ‘sold’ to the Lebovic development company for a period of ten years at $100,000 per year.

Local private sector sponsorships. These include the ‘selling” of facility naming rights and sponsorships associated with individual facility components,

community fund-raising activities. While the success of these activities varies widely they are also considered an important activity to build community support for the proposed facility development.

Community fund-raising activities and donations. Most municipal recreational facility development in Ontario has benefited from some form of

recreational facility project. This works best where the user fee surcharge is associated with improvements to an existing municipal service such as the provision of indoor ice arenas. In the case of a new municipal service or facility, a surcharge may be applied in the form of a building fund so that eventual facility/service users contribute to the capital financing of the facility they use.

LeisurePlan International Inc.

Page 57

The funding of the proposed facility in either option will in all likelihood require a funding strategy that includes each of these potential sources of funds.

•

Final Phase Report

Municipal building user fee surchorges may be placed on recreational user tees whereby a portion of the user fee is allocated to funding a specific

Town of Greater Napanee Aquatics Feasibility Study

Page 150 of 152

Page 151 of 152

Page 152 of 152

TOWNSHIP OF SOUTH FRONTENAC BY-LAW 2019-69 A BY-LAW TO CONFIRM GENERALLY PREVIOUS ACTIONS OF THE COUNCIL OF THE CORPORATION OF THE TOWNSHIP OF SOUTH FRONTENAC. THEREFORE THE CORPORATION OF THE TOWNSHIP OF SOUTH FRONTENAC, BY ITS COUNCIL, HEREBY ENACTS AS FOLLOWS: 1.

The actions of the Council of the Corporation of the Township of South Frontenac at its Council Meeting of November 19, 2019 be confirmed.

Execution by the Mayor and the Clerk of all Deeds, Instruments and other Documents necessary to give effect to any such Resolution, Motion or other action and the affixing of the Corporate Seal to any such Deed, Instruments or other Documents is hereby authorized and confirmed.

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

Dated at the Township of South Frontenac this 19 day of November, 2019. Read a first and second time this 19 day of November, 2019. Read a third time and finally passed this 19 day of November, 2019.

THE CORPORATION OF THE TOWNSHIP OF SOUTH FRONTENAC

Ron Vandewal, Mayor

Angela Maddocks, Clerk

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