TOWN OF COLLINGWOOD COUNCIL AGENDA. August 25, 2014

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1 TOWN OF COLLINGWOOD COUNCIL AGENDA August 25, 2014 "Inspire confidence, wonder and a sense of possibility deliver today s services and realize tomorrow s promise." A meeting of Council will be held Monday August 25, 2014 in the Council Chambers, Town Hall, Collingwood commencing at 5:00pm. ORDER OF BUSINESS 1. CALL OF COUNCIL TO ORDER 2. ADOPTION OF AGENDA THAT the content of the Council Agenda for August 25 th, 2014 be adopted as presented. 3. DECLARATIONS OF PECUNIARY INTEREST AND/OR RECEIPT OF GIFT (over $200) 4. a) ADOPTION OF MINUTES, for the regular meeting of Council held August 11 th, 2014.(p.3) (errors & omissions) b) BUSINESS ARISING FROM THE PREVIOUS MINUTES 5. COMMUNITY ANNOUNCEMENTS 6. DEPUTATION 7. CONSENT AGENDA General Consent Items A.1 S-A. Reynolds, Quest Collegiate re: Request for proclamation of Recovery Day Simcoe County (response from Office of the Mayor attached) (p.12) A.2 C. Macgregor, Prostate Cancer Canada re: Request for proclamation of September as Prostate Cancer Awareness Month (response from Office of the Mayor attached) (p.15) Received for information Received for information 8. MOVE INTO COMMITTEE OF THE WHOLE (Staff Reports/By-laws if deemed expedient) 9. REPORTS/MINUTES OF COMMITTEES/BOARDS 10. STAFF REPORTS CAO Organizational Review Phase I Strategic Priority #3 (p.17) RECOMMENDING THAT Council receive Staff Report CAO and authorize the CAO to implement the recommendations as detailed in the staff report. P Amending Zoning By-law No ; Blue Fairways - File No. D14214 (p.32) RECOMMENDING THAT Council enact and pass amending Zoning By-law No (Blue Fairways). THAT By-law No , being a By-law under the provisions of Sections 34 of the Planning Act, R.S.O. 1990, c. P.13, as amended, for prohibiting the use of land for or except for such purposes as may be set out in the by-law, be enacted and passed this 25 th day of August, (p.38) August 25, 2014 Council Agenda - Page 1 of 2 1 of 98

2 P Bed and Breakfast Accommodation (p.40) RECOMMENDING THAT Council receive this staff report for information purposes; AND THAT Council includes the review of bed and breakfast accommodation as part of the Town s five year Official Plan review. P Authorizing By-law to Execute a Site Plan Control Agreement; (Town File No. D11214); Project Name: 370 Raglan Shop; Civic Address: 370 Raglan Street (p.47) RECOMMENDING THAT Council enacts and passes an Authorization By-law to execute a Site Plan Control Agreement for the 370 Raglan Street development. THAT By-law No , being a by-law to authorize the execution of a Site Plan Control Agreement between Steven John Gendron and the Corporation of the Town of Collingwood be enacted and passed this 25 th day of August, (p.67) PRC Collingwood Curling Club Lease Agreement Update (p.68) RECOMMENDING THAT Council authorizes the Mayor and staff to execute a lease agreement between the Town of Collingwood and the Collingwood Curling Club; AND THAT Council hereby accepts the 2014 promissory note as executed by the Collingwood Curling Club for the repayment of their share of the approved 2014 building renovation/expansion project. T Capital Asset Management Plan (p.88) RECOMMENDING THAT Council receive staff report T for information and approves the following recommendations: 1. That the Town of Collingwood Asset Management Plan be received and approved by Council; 2. That consideration of the Asset Management Plan be included in the annual budgeting process to ensure sufficient capital funds are available to fund capital requirements; and 3. That the Asset Management Plan be updated as needed to reflect the current priorities of the Town. 11. MOTIONS THAT this Council proceeds in camera in order to address a matter pertaining to: personal matters about an identifiable individual, including municipal or local board employees; Items for Discussion: a) Collus PowerStream 12. BY-LAWS 13. NOTICE OF MOTION 14. OLD or DEFERRED BUSINESS 15. OTHER BUSINESS 16. CONFIRMATORY BY-LAW THAT By-law No , being a by-law to confirm the proceedings of the regular meeting of Council held August 25, 2014 be enacted and passed this 25 th day of August, (p.98) 17. ADJOURNMENT August 25, 2014 Council Agenda - Page 2 of 2 2 of 98

3 TOWN OF COLLINGWOOD COUNCIL MINUTES August 11, 2014 "Inspire confidence, wonder and a sense of possibility deliver today s services and realize tomorrow s promise." A meeting of Council was held Monday August 11, 2014 in the Council Chambers, Town Hall, Collingwood commencing at 5:00pm. Members of Council Present: Mayor Cooper Deputy Mayor Lloyd Councillor Edwards Councillor Lloyd Councillor Chadwick Councillor Hull (regrets) Councillor West Councillor Cunningham Councillor Gardhouse Staff Present: John Brown, CAO Sara Almas, Clerk Marjory Leonard, Treasurer Nancy Farrer, Director of Planning Services Peter Dunbar, Interim Director of Parks, Recreation and Culture Brian MacDonald, Director of Public Works and Engineering Services Marcus Firman, Chief Operating Officer (Water/Wastewater) Larry Irwin, Director of IT Services ADOPTION OF AGENDA No. 321 Moved by Deputy Mayor Lloyd Seconded by Councillor Edwards THAT the content of the Council Agenda for August 11 th, 2014 be adopted as presented. CARRIED DECLARATIONS OF PECUNIARY INTEREST AND/OR RECEIPT OF GIFT (over $200) Councillor West declared a pecuniary interest with respect to Staff Report P (Cranberry Harbour Castle Hotel - Phase 3) as he is employed by Cranberry Resorts. ADOPTION OF MINUTES No. 322 Moved by Councillor Edwards Seconded by Councillor Lloyd THAT the minutes of the regular meeting of Council held July 21 st, 2014, be approved as presented. CARRIED BUSINESS ARISING FROM THE PREVIOUS MINUTES - Nil 3 of 98

4 COMMUNITY ANNOUNCEMENTS Mayor Cooper introduced Director of Marketing and Business Development Martin Rydlo. Martin thanked Council for the opportunity and expressed his enthusiasm for the future of economic development in Collingwood. Council reported on various community events they had attended and announced upcoming events. DEPUTATIONS Parkland Dedication Fee - 80 Madeline Drive Nancy O Donnell addressed Council providing a review to the Ontario Municipal Board hearing that identified the parkland dedication requirement and expressed concern that the imposition of the fee is not appropriate, and requested Council s favourable consideration to have the fee waived. Hume Street Reconstruction Concerns Noel Bates addressed Council to request reconsideration of the Hume Street reconstruction design and eliminate the proposed traffic light at the intersection of Minnesota and Hume Street. Mr. Bates further explained the requirements under the Town s Official Plan with respect to local roads. Mr. Bates expressed concern with the 100m roadway between the YMCA and Minnesota Street, requesting consideration be given to permit a pedestrian crosswalk at the trail junction to achieve compliance with the intent of the Official Plan. Staff will review the request with the respective Engineers and advise if any changes are recommended. Site Plan Control Agreement (300 Balsam Street) re: Staff Report P Glenn Lucas, Agent for Mariners Haven residence, and Al Ionson, Mariners Haven Board Member re-addressed Council confirming its position, not opposed to the development or expansion of the hotel, but how Phase 2 was developed and the manner in which Phase 3 is proposed to be taken. Mr. Lucas further expressed his concerns with the planning process for site development, noting there is no statutory requirement for site plans to go through a public meeting process, notice requirements or right to appeal, addressing further concerns with grading standards and interpretation of such, building elevations and height, parking, hotel use and standards under the Urban Design Manual. Colin Travis, Consultant for Cranberry Resort requested Councils favourable consideration of the staff report before them, further noting that the requests of Mariners Haven go beyond the intent of the development. Mr. Travis reviewed the intent of the grading of the property to provide for a walk-out amenity that is to be part of Phase 2 and 3 of the development. Mr. Travis expressed his clients concerns with the request to removing a level to reduce height of the building, restricting access to the restaurant and outdoor patio connected directly to the restaurant, and roof top amenity space for recreational use. Mr. Law has agreed to include more parking, has addressed concerns with the slope over harbour side yard, and will remove the decorative ends on the buildings to help reduce the visual effect of the building height. Larry Law, Owner expressed his concern with the approach taken by Mr. Lucas and the need for consistent rules and regulations to how applications are addressed. Mr. Law confirmed the slope and height of the development and operator of the restaurant. Mr. Law provided a brief history of his company and his contributions to the community, confirming the petition submitted to Council in support of the development. Mr. Law volunteered to plant a row of evergreens along the slop and enhance the look of the building. Nancy Farrer, Director of Planning Services confirmed that staff will investigate the matter of grade within the next policy review. ** Councillor West removed himself from the table and did not participate in the vote or discussion on the above noted matter with respect to his previously declared conflict. 4 of 98

5 P Authorization By-law to execute an amending Site Plan Control Agreement; 9 & 15 Harbour Street East / 300 Balsam St (Cranberry Harbour Castle Hotel - Phase 3) No. 323 No. 324 Moved by Councillor Cunningham Seconded by Councillor Lloyd THAT Staff Report P , recommending Council enact and pass an Authorization By-law to execute an amending Site Plan Control Agreement for 9 & 15 Harbour Street East and 300 Balsam Street (Phase 3), be received. CARRIED (recorded vote) Moved by Councillor Cunningham Seconded by Councillor Lloyd THAT By-law No , being a by-law to authorize the execution of a Site Plan Control Agreement between Law Cranberry Resort Limited, HSBC Bank Canada and The Corporation of the Town of Collingwood for the development commonly known as Cranberry Harbour Castle Hotel (Phase 3), be enacted and passed this 11 th day of August, CARRIED (recorded vote) ** Councillor West removed himself from the table and did not participate in the vote or discussion on the above noted matter with respect to his previously declared conflict. CONSENT AGENDA No. 325 Moved by Councillor Lloyd Seconded by Councillor West THAT the General Consent Agenda, having been given due consideration by Council, be received. General Consent Items A.1 Ontario Heritage Trust re: Nominations for 2014 Young Heritage Leaders and Lieutenant Governor s Ontario Heritage Awards (motion prepared to support application to nominate the Town of Collingwood for Lieutenant Governor s Ontario Heritage Award for Community Leadership) A.2 E. Yamamoto, Consul-General of Japan re: Thank you for assistance and support during tenure. New Consul General of Japan will be announced soon Direction Required Received for Information A.3 Simcoe Muskoka District Health Unit re: Annual community report for Received for Information CARRIED COUNCIL Yea Nay Cooper R. Lloyd Edwards K. Lloyd Chadwick Hull (absent) West (conflict) Cunningham Gardhouse TOTAL 7 0 COUNCIL Yea Nay Cooper R. Lloyd Edwards K. Lloyd Chadwick Hull (absent) West (conflict) Cunningham Gardhouse TOTAL 7 0 A.1 Ontario Heritage Trust re: Nominations for 2014 Young Heritage Leaders and Lieutenant Governor s Ontario Heritage Awards No. 326 Moved by Councillor Lloyd Seconded by Councillor West THAT Council support the nomination of the Corporation of the Town of Collingwood for the Lieutenant Governor s Ontario Heritage Award for Community Leadership. CARRIED 5 of 98

6 REPORTS/MINUTES OF COMMITTEES/BOARDS No. 327 Moved by Councillor Chadwick Seconded by Deputy Mayor Lloyd THAT the Collingwood Downtown BIA Board of Management Minutes of June 25, 2014 be hereby received. CARRIED No. 328 Moved by Councillor Gardhouse Seconded by Councillor West THAT the Collingwood Heritage Advisory Committee Minutes of July 17, 2014 be hereby received and the recommendation therein be approved: Recommendation: THAT Council request Simcoe County participate in the Heritage Tax Relief program. STAFF REPORTS CARRIED Safe Sidewalks and Active Transportation Network presentation Mark Bryan, Community Planner provided a presentation on the background and update to sidewalk use regulations. C Delegation of Authority During Election Lame Duck Period No. 329 Moved by Councillor West Seconded by Councillor Gardhouse THAT Staff Report C , recommending Council hereby delegates to the Chief Administrative Officer (CAO) the authority to take the following actions and to do anything necessary to effect and complete such actions during any period in which the Council may be in a lame duck status pursuant to section 275 of the Municipal Act, 2001, S.O. 2001, c. 25, during 2014: the appointment or removal from office of any officer of the municipality; the hiring or dismissal of any employee of the municipality; the disposition or purchase of any real or personal property of the municipality; and making any expenditures or incurring any other liability deemed necessary for the continuous operation and provision of services to the residents of the municipality, including the executing of documents deemed necessary to ensure residents are well served; AND FURTHER THAT the CAO report to Council on any and all actions taken under the delegated authority granted herein and as outlined in the subject report; be approved. CARRIED CPU No. 330 Recommendation of Risk Management Official and Risk Management Inspector delivery from the Nottawasaga Valley Conservation Authority Moved by Councillor Edwards Seconded by Councillor Lloyd WHEREAS subsection 47(1)(b) of the Clean Water Act, 2006 (the "Act"), provides that a municipality that has authority to pass By-laws respecting water production, treatment and storage under the Municipal Act, 2001 is responsible for the enforcement of Part IV of the Act in the municipality; 6 of 98

7 AND WHEREAS subsection 47(6) of the Act provides that a municipality that is responsible for the enforcement of Part IV of the Act shall appoint a risk management official and such risk management inspectors as are necessary for that purpose; AND WHEREAS the Town of Collingwood recommends that the Nottawasaga Valley Conservation Authority to provide Risk Management Services for the Town for ; THEREFORE BE IT RESOLVED THAT Staff Report CPU , recommending Council authorize the Mayor and staff to execute the Source Protection Plan Part IV Enforcement Transfer Agreement, be received. CARRIED No. 331 Moved by Councillor Edwards Seconded by Councillor Lloyd THAT By-law No , being a by-law to authorize the execution of a Source Protection Plan Part IV Enforcement Transfer Agreement with the Nottawasaga Valley Conservation Authority, be enacted and passed this 11 th day of August, CARRIED P Madeline Drive - Request for Parkland Cash-in-lieu Exemption No. 332 Moved by Councillor Edwards Seconded by Councillor Gardhouse THAT Staff Report P , recommending the Town of Collingwood continue to collect parkland dedication as authorized by Section 42(1) of the Planning Act, R.S.O. 1990, c. P. 13, as amended, the Town s Parkland Dedication By-law No and the Ontario Municipal Board Minutes of Settlement, be hereby approved. Moved by Councillor West Seconded by Councillor Gardhouse THAT Staff Report P be deferred to allow Planning Staff to review the negotiations made between the property owner and the Town. DEFEATED No. 332 Moved by Councillor Edwards Seconded by Councillor Gardhouse THAT Staff Report P , recommending the Town of Collingwood continue to collect parkland dedication as authorized by Section 42(1) of the Planning Act, R.S.O. 1990, c. P. 13, as amended, the Town s Parkland Dedication By-law No and the Ontario Municipal Board Minutes of Settlement, be hereby approved. DEFEATED (recorded vote) COUNCIL Yea Nay Cooper R. Lloyd Edwards K. Lloyd Chadwick Hull (absent) West Cunningham Gardhouse TOTAL of 98

8 No. 333 Moved by Councillor Chadwick Seconded by Councillor Lloyd THAT Council hereby grant an exemption to the payment of parkland dedication fees applicable to 80 Madeline Drive, as set out in Section 42(1) of the Planning Act, R.S.O. 1990, c. P. 13, as amended, the Town s Parkland Dedication By-law No and as previously negotiated in the Ontario Municipal Board Minutes of Settlement; AND FURTHER THAT Council authorize the Development Agreement applicable to the property be amended to recognize the waiving of the parkland dedication fee. COUNCIL Yea Nay Cooper R. Lloyd Edwards K. Lloyd Chadwick Hull (absent) West Cunningham Gardhouse TOTAL 4 4 DEFEATED (recorded vote) No. 334 Moved by Councillor Chadwick Seconded by Councillor Lloyd THAT Council hereby grant an exemption to the payment of parkland dedication fees applicable to 80 Madeline Drive, as set out in Section 42(1) of the Planning Act, R.S.O. 1990, c. P. 13, as amended, the Town s Parkland Dedication By-law No and as previously negotiated in the Ontario Municipal Board Minutes of Settlement; AND FURTHER THAT the property owner be responsible for the necessary amendments to the Development Agreement applicable to the property be amended to recognize the waiving of the parkland dedication fee. COUNCIL Yea Nay Cooper R. Lloyd Edwards K. Lloyd Chadwick Hull (absent) West Cunningham Gardhouse TOTAL 5 3 CARRIED (recorded vote) PW No. 335 Award of Tender PW Sandford Fleming SWMM Pond Retrofit Project Moved by Deputy Mayor Lloyd Seconded by Councillor Lloyd THAT Staff Report PW , recommending Council award Tender PW , being the Sandford Fleming SWMM Pond Retrofit project, to TDI Golf/XGD Systems Construction for the tendered amount of $141,479.26; AND FURTHER THAT Council authorize the Mayor and Staff to sign all necessary documents to execute the contract; be approved. CARRIED T Reserve Funds and Reserves No. 336 Moved by Deputy Mayor Lloyd Seconded by Councillor Chadwick THAT Council receive Staff Report T , entitled 2013 Reserve Funds and Reserves, for information. CARRIED 8 of 98

9 T Development Charges Public Meeting update and By-law No. 337 Moved by Deputy Mayor Lloyd Seconded by Councillor Edwards THAT Council receive Staff Report T for information; AND THAT Council hereby approve the recommendations contained within the Development Charge Background Study dated June 9, 2014 as amended by Addendum No. 1 dated June 20, 2014 and as listed below; AND FURTHER THAT Council enact and pass the Town-wide Development Charge By-law as attached. Recommendations: 1. Whenever appropriate, request that grants, subsidies and other contributions be clearly designated by the donor as being to the benefit of existing development (or new development as applicable); 2. Adopt the assumptions contained herein as an anticipation with respect to capital grants, subsidies and other contributions; 3. Approve the capital project listing set out in Chapter 5 of the Development Charges Background Study dated June 9, 2014, subject to further annual review during the capital budget process; 4. Approve the Development Charges Background Study date June 9, 2014, as amended; 5. Determine that no further public meeting is required; and, 6. Approve the Development Charge By-law as set out in the staff report. CARRIED No. 338 Moved by Deputy Mayor Lloyd Seconded by Councillor Edwards THAT By-law No , being a by-law to establish Development Charges for the Corporation of the Town of Collingwood, be enacted and passed this 11 th day of August, CARRIED MOTIONS No. 339 Moved by Deputy Mayor Lloyd Seconded by Councillor Lloyd THAT the Corporation of the Town of Collingwood (the Town) supports the Collingwood Blue Mountains Transit Service (Public Transportation Program) and is committed to provide support annually to this service; AND THAT beginning August 15, 2014, the Town agrees to receive and be responsible for the Dedicated Gas Tax Funds from the Province of Ontario as the Host Municipality for the Collingwood Blue Mountains Transit Service (Public Transportation Program) serving the contributing municipalities of the Corporation of the Town of Collingwood and the Corporation of the Town of the Blue Mountains. CARRIED 9 of 98

10 No. 340 Moved by Deputy Mayor Lloyd Seconded by Councillor Lloyd THAT By-law No , being a by-law to authorize the execution of a letter of agreement between her Majesty the Queen in Right of the Province of Ontario as represented by the Minister of Transportation, and the Corporation of the Town of Collingwood related to funding provided by the Province of Ontario to the Municipality under the Dedicated Gas Tax funds for the Collingwood Blue Mountains Transit Service Public Transportation Program, be enacted and passed this 11 th day of August, CARRIED No. 341 Moved by Councillor Cunningham Seconded by Councillor Lloyd THAT this Council proceeds in camera in order to address a matter pertaining to: labour relations or employee negotiations. Items for discussion: CUPE Negotiations Update CARRIED BY-LAWS No. 342 Moved by Councillor Gardhouse Seconded by Councillor West THAT By-law No , being a by-law to provide interim amendments and appointments to various committees and boards, be enacted and passed this 11 th day of August, (Library Board, Accessibility Advisory Committee and Collingwood Heritage Advisory Committee) CARRIED NOTICE OF MOTION - Nil COUNTY REPORT (County Council Update No. 68 June) Deputy Mayor Lloyd referred to the County Council Update and identified the new artifact at the museum, focus on support of the local food sector, savings on environmental initiatives and education programs on emergency response. Mayor Cooper provided an update to the County s funding initiative for Georgian College and trail networks. OLD or DEFERRED BUSINESS Mayor Cooper announced that the Capital Asset Management report will be presented August 25, OTHER BUSINESS Councillor Lloyd acknowledged a specific freedom of information request that included records with respect to questions he requested clarification to. He noted that he has no objection to make the information available to the public. Councillor Chadwick asked if Collus PowerStream could investigate opportunities to install an electrical vehicle charging station in one of the municipal parking lots. Mayor Cooper advised she would bring the request forward to the Board and Mr. Houghton. Mayor Cooper informed Council of an invitation, along with other Mayors, to meet with the Premier regarding the auto and manufacturing industry, with a follow-up to be provided after the AMO Conference. Mayor Cooper further noted a meeting has been set up with the Ministry of Municipal of Affairs and Housing at the AMO Conference. 10 of 98

11 Council proceeded to in-camera session as previously resolved. (7:32pm) Moved by Councillor Chadwick Seconded by Councillor Edwards THAT Council rise from in-camera and return to public session. (8:02pm) CARRIED CONFIRMATORY BY-LAW No. 343 Moved by Councillor Cunningham Seconded by Councillor Lloyd THAT By-law No , being a by-law to confirm the proceedings of the regular meeting of Council held August 11, 2014 be enacted and passed this 11 th day of August, CARRIED ADJOURNMENT Moved by Councillor Gardhouse THAT the meeting of Council be hereby adjourned at 8:03pm. CARRIED MAYOR CLERK 11 of 98

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17 STAFF REPORT Report #CAO August 25, 2014 Submitted to: Submitted by: Mayor and Council John Brown, Chief Administrative Officer Subject: Organizational Review Phase I Strategic Priority #3 EXECUTIVE SUMMARY The current organizational structure in Collingwood has been in place for many years and has never been comprehensively reviewed. As a result of the Strategic Priorities, Council mandated that a review be undertaken to analyze the current structure and identify opportunities for change / adaption with an overall goal to ensure efficient and effective Town operations. Phase 1: It is critical to note that this Phase 1 review has its primary focus at the Corporate level, specifically the corporate management structure and senior level reporting responsibilities, including span of managerial control. This Phase 1 report should be seen as the start of an ongoing strategic management process of adaptive change to the organization and its practices as circumstances now, and in the future, suggest necessary. As new opportunities for structural and reporting realignment are identified they will be advanced to Council for consideration. Phase 2: The Phase 2 review will occur within the context of a more detailed and departmentally focused operational review process, as approved by Council in response to the BMA report received by Council in February, The primary focus of Phase 2 will be a review of the organization to ensure the provision of efficient and effective services as well as look for opportunities to streamline service provision within a strong customer service focus. PURPOSE The purpose of this report is to present the conclusions arising from an organizational review undertaken of the Town s administrative functions and identify opportunities for positive change, reflective of municipal management best practices. RECOMMENDATION: THAT Council receive Staff Report CAO and authorize the CAO to implement the recommendations as detailed in the staff report. Organizational Review Phase 1 Report (F) Page of of 98

18 1. BACKGROUND The KPMG Phase One Report: CAO EMT Alignment was presented to Council May 13, 2013 and was received May 27, 2013 by resolution No Council approved the Town of Collingwood continuing the use of the Chief Administrative Officer (CAO) structure with the support of an Executive Management Team (EMT) and approved the CAO profile and job description as presented. Some of the key characteristics of the CAO structure as detailed in the report include: The CAO is hired by Council to carry out its policies and strategic direction The CAO serves as Council s chief advisor Leadership of the organization is entrusted to the CAO and his/her management team The CAO s role is to horizontally integrate the diverse departments of the municipality into one corporate entity. In January, Council provided direction to the CAO to lead and facilitate an Organizational Review which had been on hold since August, Council confirmed through their Strategic Priority setting session held in December 2013, that the organizational review was Council s third highest priority. With the review process utilizing internal resources, the KPMG contract was terminated resulting in a total cost savings of $75,705 (Phase 2: $55,935) No external consulting services were used in the preparation of this report. Undertaking an internal review process provided the ability to utilize existing capacity, experience and expertise of staff and stakeholders to ensure a thorough understanding of the existing organizational structure and issues arising. It also builds competence within the organization to deal with complex organizational and management issues. It should be appreciated that there have been fundamental changes in municipal government responsibilities which have led to a highly complex organization delivering a broad range of services to a growing community, with increasing financial pressures. The review provided the opportunity to re-think the organizational structure, particularly at the senior management level, taking into account the current challenges and where appropriate, realign it to be more responsive to the highly complex operating environment now characteristic of municipalities in general. As previously noted, a fully comprehensive review of such a highly complex organization cannot be accomplished within a single report. Rather, organizational review and renewal should be viewed as a necessary corporate managerial responsibility and competence, with adaptations and change being identified and recommended on an ongoing basis, as determined necessary. The scope of the organizational assessment undertaken for Phase 1 included the following: 1. A gap analysis taking into account the opportunity for managerial and operational efficiencies together with the consideration of municipal management and operational best practices. 2. Examination of issues related to CAO direct reports, departmental staffing, managerial span of control, organizational design principles, work load balance, managerial capability and the potential for efficiency opportunities from change. Organizational Review Phase 1 Report (F) Page of of 98

19 3. Opportunities to create a more cohesive, coordinated senior management team reflecting consolidated, complementary responsibilities with enhanced competencies. 4. Matters related to succession planning at the senior level of management. Organizational Review Methodology Objectives: Interview all senior staff and perform an organizational diagnostic to determine if, and to what extent, change was considered necessary. Determine opportunities for departmental realignment and consolidation. Identification of an organizational structure capable of providing efficient and effective service delivery and the implementation of Council s strategic priorities. Review and consider the re-alignment of departments to ensure manageable span of control within departmental structures, strengthen accountability and enhance corporate management capability. Understand and assess departmental connectivity, cooperation and teamwork by addressing perceptions related to silo issues typical in many large multi faceted organizations. Address the need to implement succession planning for all senior management and other critical positions. To enhance communications at both the corporate and departmental levels. To heighten appreciation and capability to pursue opportunities for enhanced cost efficiency, cost reduction, cost containment and cost control on a go forward basis within all areas and at all levels, within the corporation. In addition a review was undertaken of the current organizational structure, related job descriptions, reporting relationships and detailed departmental service inventory of current programs. There was also an evaluation of various comparable municipal organizational structures together with a review of several municipal organizational review reports from various consultants as background information. 2. INPUT FROM OTHER SOURCES i) An informal discussion package was developed and provided a structure to the questions and concepts that were reviewed and explored through reflection and brainstorming. (Attached as Appendix A) Consultation sessions were facilitated with elected officials, department heads, and various partners / stakeholders. A number of staff across the organization were interviewed one-on-one to avoid skewed input reflecting upper management concerns. ii) Staff completed a detailed service inventory in 2013 that provided a comprehensive review of the services and programs provided by each department. Organizational Review Phase 1 Report (F) Page of of 98

20 3. APPLICABLE POLICY OR LEGISLATION Council has approved goals based on the strategic plan and priorities established throughout this Council term. This report addresses Council s third strategic priority for the last year of their term. The Municipal Act, 2001, as amended (and applicable legislation) establishes and defines the functions/regulations of services as well as identifying statutory officers and role of the Chief Administrative Officer. 4. ANALYSIS The approach taken was to provide an open opportunity for all those interviewed to comment on the many positives which exist within the organization, but also to focus on areas where opportunities for positive change were believed to exist. All comments were noted however they were consolidated into specific themes and key findings for analytical and reporting purposes. Many organizational strengths were identified during the review including, but not limited to: commitment by staff to the administration and residents of the Town of Collingwood (expressed by virtually all of those interviewed), the very positive and supportive relationships between staff and departments which exist (repeatedly noted) and an atmosphere where people work together as staff and volunteers in the best interests of the community. Morale was generally found to be high with many comments acknowledging enjoyment working for the Town. As would be expected, many suggestions were made as to how the organization could be improved. These were noted and validated in terms of their inclusion within this Phase 1 report with its primary focus being at the corporate level. The many comments dealing with operational issues within departments were noted and will be incorporated within the Phase 2 and subsequent reports (explained earlier). It was concluded that the organization requires change and adaption to operate more efficiently and effectively. Within the context of this Phase 1 report, the changes include recommendations impacting the structure of the organization, (focus at the senior management level) change in reporting responsibilities to the CAO, change in reporting responsibilities at the departmental level and change in program responsibilities within certain departments. Certain interim reporting responsibilities are also suggested. It was also acknowledged by many that greater strategic direction and policy guidance would be of significant benefit to the advancement of the many highly positive facets of the organization, its staff and for the Town generally. Further organizational review is required and Phase 2 will provide Council with the opportunity to consider further changes and adaptations to the organization and business processes at the operational level. Organizational Review Phase 1 Report (F) Page of of 98

21 5. RECOMMENDATIONS Office of the Chief Administrative Officer It was heavily commented on that the lack of a constant and consistent CAO presence had been a difficult experience for staff and that a lack of administrative and policy development direction from this position was a significant impediment to various departmental and corporate responsibilities. With respect to the reporting responsibilities to this position, significant change is recommended. There are currently twelve direct reports. This is well beyond commonly accepted management theory which suggests that the span of control be not more than six direct reports to be effective. It should be noted that lower ratios pertaining to span of control are typical in the municipal sector as compared with the private sector as local government must provide and manage a diverse variety of functions and services relying on vastly differing management skill-sets. Further it was identified that there is a lack of strong corporate management presence and that action to address this should remain a high level priority of the CAO position. It was very clear that the span of control was too wide for the role of Chief Administrative Officer. Historically a number of stand-alone functions were assigned to report to the CAO in addition to departmental direct reports. In terms of reducing the number of direct reports to the CAO the following recommendations are made: It is recommended that Planning Services and Building Services be consolidated into a single department with the CBO being a direct report to the Director of Planning, reflective of the logical grouping of services being combined. It is recommended that the corporate function and position of Manager, Fleet, Facilities and Purchasing be transferred to the Public Works and Engineering Department and be a direct report to the Director of Public Works and Engineering. It is recommended that the position of Communications Officer be transferred to the Clerk s department, with direct access to Council and all corporate functions, and particularly to the Marketing / Economic Development function. It is recommended that the vacant role of Manager, Planning & Infrastructure Projects not be resourced and the role made redundant. The corporation requires a succession planning program that identifies and fosters the next leaders through mentoring, training and stretch assignments in preparation for larger leadership roles, and particularly for the CAO position. This has been and should remain a high level priority for senior management and will be reported back on in terms of the options available to enhance stability when this most senior position is being renewed. As a final note, the CAO position does not have administrative support relying on assistance from the Clerk Services for limited support functions, essentially arranging meetings. This lack of support resource adds to the challenge of a heavy mandate of direct reports and contributes to the limiting of time available for corporate directional and managerial policy initiatives. Organizational Review Phase 1 Report (F) Page of of 98

22 Executive Management Team The KPMG work undertaken in 2013 commented on the EMT and endorsed its existence. Further to this report, it is recommended that the membership of this team not be rigidly defined allowing for fluid participation reflective of corporate managerial needs, policy review considerations and operational issues requiring the involvement of senior management. Communications between the senior level of management and the rest of the administration is central to the organization s operational success and should become a priority for the level of senior management. Clerk Services The Clerk s statutory role is to act as Council s secretariat, manage corporate records and perform other legislative responsibilities. Most Clerks departments have responsibilities beyond this core mandate as is the case in Collingwood. As a result of Council s recent decision to adopt a Standing Committee governance structure with focus on public engagement, Clerk Services will have an enhanced responsibility for the implementation of the new system and ensure all necessary procedures and protocols are in place and adhered to. In addition, there were functions within Clerk Services that were identified as shared services with other departments. Consolidating responsibilities and aligning them under one department will streamline processes, eliminate duplication, create efficiencies and enhance accountability. It is recommended that the following responsibilities currently positioned within the Clerk s department be transferred as follows: Land Management policy matters/agreements including the registration of easements etc. be transferred to the Planning Department with real estate processes and transactions remaining with Clerk Services. Custodial services of Town Hall to Fleet, Facilities Maintenance and Purchasing Insurance to Treasury Department Clerk s purchasing functions to Treasury and Fleet, Facilities and Purchasing These initial changes are recommended prior to the operational review however, each function will be closely reviewed and monitored and may require further change or adaption. Human Resources A recommendation was identified for the Payroll/Benefits staff person to assist the purchasing function and has been deferred with alternate resources having been identified for assistance on a temporary basis. The role of HR in terms of its specific program responsibilities and staffing will be an outcome of the Phase 2 operational review. Resourcing for the purchasing function will also be added within Phase 2. Organizational Review Phase 1 Report (F) Page of of 98

23 Treasury Council has mandated that a strategic financial plan be developed and approved a new position to undertake this critical function (position now filled). One of the priorities for this position will be the need to review the budget format/process consistent with the development of more informed financial decision making. This represents a major increase in responsibility for the Treasury Department. Other than the transfer in of the new responsibilities related to payroll, insurance and purchasing on an interim basis, no further changes are contemplated in advance of an operational review of the department. Information Technology Information Technology services are provided to the Town by Collingwood PowerStream Utility Services Corporation exclusively. As a result there is no potential for duplication in the delivery of these services or in the cost of provision. It is noted however that there is no current service delivery agreement between the Town and Collus Solutions Inc. and it is recommended that one be developed. Legal Services The Town has no in-house legal staff with all such advice being contracted out. An RFP for legal services is currently being developed. When this is completed, it is recommended that consideration be given as to whether some level of in-house legal service might be more cost effective. Parks, Recreation & Culture It is recommended that a review be undertaken of the department s responsibility for Arts and Culture the Manager of Marketing / Economic Development and the new Director of Parks, Recreation and Culture have transitioned into their respective roles. Additionally, as a result of the recent Council approval of the a Governance Review (CAO Staff Report # ), the role of Manager, Elvis Festival (contract) should be transferred to the Town within Parks, Recreation and Events under the purview of the Manager, Culture & Events. Further, the role be re-titled Coordinator, Elvis Festival and other assigned events (contract). Public Works & Engineering Beyond the transfer in of Fleet, Facilities & Purchasing including Town Hall custodial and a change in reporting of the Administrative Assistance Engineering to the Director, Public Works & Engineering to assist with temporarily resourcing the purchasing function, no additional changes are recommended until an operational review is undertaken. Organizational Review Phase 1 Report (F) Page of of 98

24 Collingwood Public Utilities Services Board The Collingwood Public Utilities Services Board (CPUSB) was reported on in An independent operational review of the services agreement has been directed by Council at its meeting of July 21, The CAO and the CPUSB COO are implementing Council s direction for this review which is anticipated to be presented to Council for consideration before the end of September by the CAO and COO (CPUSB). Marketing / Economic Development This updated function should be a direct report to the CAO. It has been suggested that the title for this position should be that of Director, as opposed to Manager as was originally intended. Based on the nature of this post, this change in title is recommended. Further, the position of Small Business Enterprise Centre Consultant for administrative purposes, currently reports to the Director of Planning. It is recommended that this position be transferred and become an administrative direct report to the Director* of Marketing / Economic Development. *Subject to Council approval Corporate Communications It is fully appreciated that the Communications Officer must be highly engaged with the marketing function however as earlier noted, it is recommended that this function be transferred to the Clerk s Department from the CAO, as it has both corporate internal and external responsibility. It is most important to appreciate that being a direct report to a position does allow control however in smaller municipalities, where cost efficiency is becoming a driving force, collegiality and a commitment to a team ethic enables optimum effectiveness through staff cooperation, without necessarily relying on direct reporting.the CAO has ultimate authority over all staff and is fully aware of the need for close cooperation between these functions and is fully accountable to Council for the success of this relationship. Fire Services It is recommended that the Fire Department undertake a Fire Master Plan and an operational review prior to any change being contemplated. Organizational Review Phase 1 Report (F) Page of of 98

25 Conclusion Organizational restructuring is long overdue and necessary. The process of identifying and recommending change in both the structure and processes of the organization should become an integral part of the corporate management responsibility vested within the CAO, Department Heads and management generally. Program audits, operational reviews, variance reporting, compliance auditing, value for money audits and customer service feedback, together with best practices and benchmarking comparisons are some of the ways to maintain organizational relevance, effectiveness, cost efficiency and ultimately value for money spent (taxes). Implementation It is recommended that all of the changes referenced including reporting responsibility recommended, occur at the discretion of the CAO in light of the need to ensure seamless transition. This will occur as soon as is feasible. It is expected that the changes will be completed with a phased in approach and the CAO will keep Council updated as to the progress achieved. Phase 2 timing is indeterminate at this point. It is further recommended that should Council approve the revised Organizational structure that the number of established positions, as funded through the 2014 budget process not be changed without the approval of council through recommendation by the CAO. Notations: It is to be noted that this report does not deal with the Town and Collus PowerStream interface. This is a matrix of multiple service provision outside the scope of this report. However, as with all business arrangements this interface should be considered to ensure that it remains in the best interests of all committed parties. As noted within the report, the operational review process is crucial to the next iteration of organizational change required and will address potential cost efficiencies through a review of the service responsibilities at the operational level. Council approved and funded an operational review process to identify all opportunities for cost reduction, cost avoidance, cost control and cost elimination on February 24, EFFECT ON TOWN FINANCES There would be no immediate costs resulting from Council s approval of the recommendations in this report. In 2013, Council budgeted $100,000 for the completion of (i) a review of the CAO and senior management team responsibilities, (ii) a governance review and (iii) an organizational review. As a result of Phase 2 & 3 being completed internally, there was a total cost savings of $75,705.00, for the town s taxpayers. Organizational Review Phase 1 Report (F) Page of of 98

26 7. APPENDICES & OTHER RESOURCES Resource A Appendix A Appendix B Appendix C Staff Report CAO Strategic Goals & Priority Establishment for Discussion package (includes Interview Guide and Internal Audit Questionnaire) Current Organizational Chart Proposed Organizational Chart SIGNATURES Prepared by: John Brown, CAO Town of Collingwood With assistance of: Marianne Nero, Human Resources Manager Town of Collingwood Organizational Review Phase 1 Report (F) Page of of 98

27 October 24, 2013 Department Heads 1 Introduction Town of Collingwood Audit Check Questionnaire Interview Guide The interview guide contained herein provides an approach to obtaining the information needed to administer the Town s of Collingwood s Internal Audit Questionnaire. Key Questions Teamwork: Does the organization have a clear vision of service delivery, and is this vision supported through the organization s strategies, plans and adequate resources? Is there senior management awareness of, and support for, change involved in providing our services? Do we have the people, tools and knowledge necessary to provide traditional and future government service delivery? Are the mechanisms in place to ensure staff acquire the skills and competencies necessary to deliver services? Corporate Management / Corporate Culture & Corporate Direction: Are service delivery processes sufficiently well defined and understood to support the strategic direction of the Town of Collingwood? Is the infrastructure in place to manage current and future demands? Has the organization adequately addressed the key risks in current and future service delivery at the organization, project, and service program levels? Are we meeting the expectations of our residents and partners? Are there opportunities to integrate services or to build partnerships in the delivery of our services? Is our organization measuring, monitoring service metrics and resident satisfaction and adjusting accordingly? Budget: One of Council s greatest responsibilities is approving and regularly monitoring a municipality s budget that provides money to implement the Towns vision. In turn, the delivery of these services affects the Town of Collingwood residents lives every day. Effective financial management ensures that there are funds available to implement council policies. Financial Management includes budgeting, safeguarding, monitoring and auditing primarily two types of budgets. The operating budget and the capital budget. Has a long-term strategy been developed to fund future budgets, projects and initiatives? Does the organization have the organizational and strategic capabilities to manage proactively, monitor and plan for risks on an ongoing basis? Capital Planning: Council as good stewards oversees the capital planning processes in order that the Town s infrastructure provides the services needed today and in the decades ahead through proper asset management which includes investment in infrastructure repairs, rehabilitation and replacement. This includes managing infrastructure through the development of framework inclusive of financial and environmental sustainability processes. Does the organization have the capabilities to manage proactively, monitor and plan for capital expenditures and risks on an ongoing basis? 27 of 98

28 October 24, 2013 Department Heads CRITERIA GENERAL QUESTIONS PROBES 1. Team Work a) Are you aware of any performance standards? To what extent has the senior management team addressed the organization s issues? b) What is the role of the CAO in overseeing the Is there a management structure in place to support the Town of Collingwood? transformation of the organization? To what extent are management and staff involved in the organization s decision-making processes? Are roles, responsibilities, and accountabilities clear? Most staff are cooperative and work as part of a team? 2. Corporate Management / Corporate Culture Challenges: a) What do you feel are the MOST significant issues facing the Town of Collingwood today? Please be specific and note your top 5 issues you consider to be important. Is the Town s vision consistently understood and shared by the public, partners and staff? Do we have a clear direction of where the organization is headed? Strategic Plan: a) With respect to the Town of Collingwood s Strategic Plan, is it clear to you as a Dept. Head? Are you guided by the strategic Plan? Do you believe we are meeting the strategic objectives outlined in the plan? b) Do you believe the Town has one set of strategic priorities? c) Do Committees provide guidance to Council are they aware of our Strategic Plan? Are you aware of the strategic plan and comfortable the vision been communicated across the organization? Are partners and members of the public involved in shaping the town s vision? Is the strategic plan being implemented in a cohesive manner across the organization? Is the strategic plan continually refined to address taxpayer needs and evolution? Are our strategies and plans closely linked to the organization s strategic plan? Are we able to meet short-term demands without compromising our long-term vision? Services: a) What would you consider the five most important services provided by the Town of Collingwood? How well do you think the Town s services are meeting expectations of the citizens of the Town of Collingwood? How would you rate the services being provided by the Town? There is good alignment of services across the organization and levels of the organization? Culture: a) Adaptability Are we listening to our environment and our tax payers? b) Communication We have good communication? Council, CAO, Dept. Heads, staff, Union, Public. c) Consistency Do we have proper systems and procedures in place? d) Involvement Is staff in alignment with the We respond well to taxpayers and other changes in the municipal environment? Learning is an important objective in our day-to-day work? There is continuous investment in the skills of staff? We have good communication between Council& Staff at all levels? We make certain that the right hand knows what the left hand is doing? Our approach to conducting our business is very consistent and predictable? It is easy to coordinate projects across different parts of the organization? Authority is delegated so that staff can act on their own? 28 of 98 2

29 October 24, 2013 Department Heads CRITERIA GENERAL QUESTIONS PROBES direction of the corporation? Our bench strength (capability of people) is constantly improving? We effectively manage our staff? We have capable Department Heads? Problems seldom arise because we have the skills and resources necessary to do the job. 3. Budget a) Is funding adequate to achieve the goals of the Is there sufficient funding for development as well as ongoing operational support? Town s strategic plan? Has an investment strategy been developed to fund future Town initiatives? Are there performance metrics in place? b) Are resource commitments (human and financial) reviewed in light of changing priorities and new opportunities? 4. Capital Planning a) What two things you would change? b) Do you know infrastructure assets the Town owns? (Quantity, year of construction, remaining life?) c) Do you know the financial state of our municipality? (value of infrastructure, current operating & maintenance costs for various asset classes, cost & timing of upcoming infrastructure work over next 10 years, full costs of providing current services? 5. Corporate Direction a) There is a clear mission that gives meaning and direction to our work? b) There is a clear strategy for the future? c) Are you aware of the level of services that the Town is current providing? d) Are you aware of service delivery strategies? e) For our corporate to improve, what areas most needs work? Have funding re-allocations been made to support Town initiatives? Are models in place to assess government funding requirements? Are there cost-benefit analyses and client satisfaction surveys to determine the impact on service levels and cost of service/ Cost-Effective Management Strategies We have a plan for doing the right things at the right time in terms of maintenance, rehabilitation, renewal of infrastructure to minimize ongoing costs (proactive vs. reactive management). We have defined the current level of service and possibly the optimal level of service, that is or should be provided to the community. This includes indications of how infrastructure performance is or will be measured. Demand Management we recognize future changes that are anticipated within the municipality and how these might impact the services we provide (i.e. population changes, demographic changes, regulations change, etc.) Risk Management we have a plan for managing the risks associated with providing services, including those that can result for failure of infrastructure. Continuous Improvement we understand asset management is an every changing area and all plans & documents need to be current to support decision making. Ongoing review and improvements are considered a critical part of our asset management planning. Are you aware of the Town s various strategic plans? Financial, Capital Plan, I.T., Economic Development, Waterfront, HR Strategy, etc.? Areas that may need development a. Direction & context, b. Programs & Services, c. Community Building, c. Organizational culture, Systems & Processes 29 of 98 3

30 TOWN OF COLLINGWOOD ORGANIZATIONAL CHART (August 2014) Elvis Board Mayor & Council Manager Elvis Festival (contract) Executive Assistance, Mayor, Council & CAO Chief Administrative Officer Manager, Marketing and Business Development Fire Chief Treasurer Director, Parks, Recreation & Culture Administrative Assis., PRC Manager, Planning & Infrastructure Projects Clerk Communications Officer Facilities Manager, Human Resources Director, Building Services / CBO Director, Planning Services Director, Public Works & Engineering Receptionist SBEC (Contract) Deputy Fire Chief Captain (4) Fire Prevention Officer Fire Prevention Inspector Firefighter (20) Volunteer Firefighter (13) Custodian, Fire Hall Administrative Assistant, Fire Finance Deputy Director Financial Planning Policy Development Manager, Finance Deputy Treasurer Tax Collector Accounts Payable Administrator Tax Clerk Finance Assistant Cashier Community Supervisor, Community Recreation Coordinator, Registration & Permits Aquatics Coordinator (2) Head Lifeguard / Instructor (PT) (3) Lifeguard / Instructor (PT) (8) Customer Service Representative (Aquatics) (4) Lifeguard / Instructor Seasonal (4) Culture & Events Manager, Culture & Events Coordinator, Arts and Culture Coordinator, Special Events Supervisor, Museum Assistant, Museum Programmer, Education, (Seasonal) (3) Collection Asst. (Seasonal) Attendant, Station (Casual- 3) Parks Manager, Parks Lead Hand, Parks Parks Attendant / Fabricator Parks Seasonal Staff (21) Operator, Parks/ Arena/Harbour (4) Rec. Facilities Manager, Recreation Facilities Building Operator, Recreation Facility Operator (4) Arena Operator 1 Attendant, Arena (PT) (4) By-Law MLEO 2 - Parking & Animal Control (2) MLEO 3 - Property Standards (2) Town Hall Facility Custodian (Town Hall) Clerk Services Deputy Clerk FOI / Accessibility Coordinator PT Receptionist Coordinator, Clerk Services Coordinator, Records & By-law Crossing Guard (PT) (15) Committee Secretary Manager, Fleet, Facility and Purchasing Building Operator Coordinator, Payroll & Benefits H & S Coordinator HR Office Assistant (Seasonal) Building Construction Manager / Deputy Chief Building Official Building and Plumbing Inspector Administrative Assistant, Building Planning Senior Planner Community Planner Planner Technician Planning Technician Administrative Assistant, Planning Services Economic Development Coordinator South Georgian Bay SBEC Youth Business Advisor (Contract) Public Works Manager, Public Works Supervisor, Public Works Lead Hand Mechanic Machine Operator (4) Truck Driver/ Labourer (12) Custodian Administrative Assistant, Public Works Engineering Manager, Engineering Services Project Coordinator, Engineering Engineering Technologist Engineering Technician Administrative Assistant, Engineering Foresty/Arborist Seasonal 30 of 98

31 TOWN OF COLLINGWOOD ORGANIZATIONAL CHART PROPOSED STAFF REPORT #CA PROPOSED Collingwood Public Library Board Collingwood Public Utilities Services Board Mayor & Council Chief Executive Officer Manager, Environmental Services Executive Assistant, Mayor & Council 12 FT Staff 10 PT Staff 7 FT Staff Chief Administrative Officer Director, Marketing and Business Development Fire Chief Treasurer Director, Parks, Recreation & Culture Administrative Assistant, PRC ELMINATED Manager, Planning & Infrastructure Projects Clerk Manager, Human Resources Director, Planning & Building Services Director, Public Works & Engineering Administrative Assistant, Engineering Receptionist SBEC (Contract) Coordinator South Georgian Bay SBEC Youth Business Advisor (contract) Deputy Fire Chief Captain (4) Fire Prevention Officer Fire Prevention Inspector Firefighter (20) Volunteer Firefighter (13) Custodian, Fire Hall Administrative Assistant, Fire Finance Deputy Director Financial Planning Policy Development Manager, Finance Deputy Treasurer Tax Collector Payroll & Benefits Coordiantor Accounts Payable Administrator Tax Clerk Community Supervisor, Community Recreation Coordinator, Registration & Permits Aquatics Coordinator (2) Head Lifeguard / Instructor (PT) (3) Lifeguard / Instructor (PT) (8) Customer Service Representative (Aquatics) (4) Lifeguard / Instructor Seasonal (4) Culture & Events Manager, Culture & Events Coordinator, Arts and Culture Coordinator, Special Events Coordinator, Elvis Festival (contract) Supervisor, Museum Assistant, Museum Programmer, Education, (Seasonal) (3) Parks Manager, Parks Lead Hand, Parks Parks Attendant / Fabricator Parks Seasonal Staff (21) Operator, Parks/ Arena/Harbour (4) Rec. Facilities Manager, Recreation Facilities Building Operator, Recreation HOLD Facility Operator (4) Arena Operator 1 Attendant, Arena (PT) (4) Communications Communications Officer By-Law (Parking) MLEO 3 - Property Standards (2) MLEO 2 - Parking & Animal Control (2) Clerk Services Deputy Clerk FOI / Accessibility Coordinator PT Receptionist Coordinator, Clerk Services Coordinator, Records & By-law Crossing Guard (PT) (15) Committee Secretary H & S Coordinator HR Office Assistant (Seasonal) Building Director, Building Services / CBO Construction Manager / Deputy Chief Building Official Building and Plumbing Inspector Administrative Assistant, Building Planning Senior Planner Community Planner Planner Technician Planning Technician Administrative Assistant, Planning Services Facilities Manager, Fleet, Facility and Purchasing Building Operator Town Hall Facility Custodian (Town Hall) Public Works Manager, Public Works Supervisor, Public Works Lead Hand Mechanic Machine Operator (4) Truck Driver/ Labourer (12) Custodian Engineering Manager, Engineering Services Project Coordinator, Engineering Engineering Technologist Engineering Technician Foresty/Arborist Seasonal Administrative Assistant, Public Works Finance Assistant Collection Asst. (Seasonal) Cashier Attendant, Station (Casual 3) Full-time Headcount = of 98

32 STAFF REPORT Report # P /25/2014 Submitted to: Submitted by: Mayor and Council Nancy Farrer, Director of Planning Services Subject: Amending Zoning By-law No Blue Fairways - File No. D14214 PURPOSE The purpose of this report is to provide Council with an analysis regarding a proposed zoning by-law amendment for vacant lands within the Blue Fairways draft approved plan of subdivision. RECOMMENDATION: THAT Council enact and pass amending Zoning By-law No (Blue Fairways). 1. BACKGROUND The proposed Zoning By-law Amendment is to rezone the subject land from the Residential Third Density Exception Thirty-Two (R3-32) zone to a Residential Third Density Exception Fifty (R3-50) zone in order to permit the property to be divided into freehold dwelling units accessed by private condominium roads while maintaining compliance with the provisions of the zoning by-law as if the parcels continued to comprise one lot. The subject lands are located to the east of the extension of Cranberry Trail West, and to the west of the existing Tanglewood at Cranberry and Blue Fairways Enclave residential developments and are legally described as Blocks 5, 6, 7, 8 and 9, and a Block identified for the future extension of Cranberry Trail East, all on Draft Approved Plan of Subdivision 43T Town of Collingwood, County of Simcoe. The applicant wishes to have freehold lots for dwelling units on a condominium road for financing and marketing reasons. This ownership approach would however create problems for zoning compliance since the by-law requires that lots front directly onto a public road. Additionally, it is possible that some of the eventual units to be built would not comply with zone provisions for individually owned lots whereas under a standard condominium arrangement they would. 32 of 98

33 In order to address this problem the applicant is requesting that the Town s Zoning By-law be amended to permit freehold lots on a condominium road and address any resulting zoning compliance issues. The proposed zoning would treat all individual freehold lots and other parcels in the development as constituting one lot for the purposes of zoning compliance. 2. INPUT FROM OTHER SOURCES This report was forwarded to Department Heads on August 19 th, 2014 for review and it was recommended to proceed to Council for consideration. Town Council held a public meeting regarding the proposed change to the Collingwood Zoning By-law on July 21 st, Generally comments received indicated no objections or concerns with the proposed rezoning. The Nottawasaga Valley Conservation Authority did however indicate that due to mapping changes over the past several years, the subject lands are now shown as having natural heritage and hazard features. Consequently the NVCA is requesting that through the planning process the applicant demonstrate that the development is proceeding in a safe manner in terms of natural hazards, examines opportunities to protect/enhance all wetland features, and show that stormwater runoff is being appropriately managed. Planning staff reiterate that the subject lands are already designated and zoned for residential uses and constitute development blocks on a plan of subdivision given draft approval long before the noted changes. The NVCA will have opportunities through the planning process (e.g., satisfaction of the conditions of draft plan approval and/or site plan control), and their own permitting process, to address their concerns. 3. APPLICABLE POLICY OR LEGISLATION Matters of Provincial Interest Section 2 of the Planning Act requires that regard be given to matters of provincial interest. Upon having regard to the criteria itemized in Section 2 of the Planning Act it is the opinion of Senior Staff that amending Zoning By-law No , if enacted, approved and passed, would have proper regard for this subsection of the Planning Act. Provincial Policy Statement (2014) Section 3(5) of the Planning Act states that any planning decision rendered must be consistent with the Provincial Policy Statement (PPS). It is the opinion of Senior Staff that amending Zoning By-law No , if enacted, approved and passed, are consistent with the PPS. Growth Plan for the Greater Golden Horseshoe The Growth Plan for the Greater Golden Horseshoe area plans and manages growth to support a strong economy and to build complete communities, while emphasizing intensification. 33 of 98

34 Senior Staff is satisfied that amending Zoning By-law No , if enacted, approved and passed, are consistent with the policies of the Growth Plan for the Greater Golden Horseshoe area. County of Simcoe Official Plan Schedule 5.1 entitled Land Use Designations of the County of Simcoe Official Plan, as amended, identifies the Town of Collingwood as a Settlement. The County of Simcoe Official Plan contains policies encouraging development to occur in areas designated as Settlement. Notwithstanding that the County of Simcoe did not provide any comments related to this site specific Zoning By-law Amendment, Planning Staff are of the opinion that amending Zoning Bylaw No , if enacted, approved and passed, will maintain the general intent and purpose of the County of Simcoe Official Plan. 4. ANALYSIS Collingwood Official Plan Schedule A entitled Land Use Plan of the Town of Collingwood Official Plan identifies the subject property as being designated Residential and further defined as Special Residential Density on Schedule C entitled Residential Density Plan in the Town of Collingwood Official Plan, as amended. Senior Staff advise that amending Zoning By-law No , if enacted, approved and passed, will maintain the general intent and purpose of the Town of Collingwood Official Plan. Collingwood Zoning By-law Schedule A, Map 11 of the Town of Collingwood Zoning By-law No , as amended, identifies the subject property as being zoned, Residential Third Density Exception Thirty-Two (R3-32) which permits single detached, semi-detached, townhouse dwellings, apartment dwellings and group or cluster dwellings, but would not permit freehold townhome dwelling units on a private road. Amending Zoning By-law No The proposed zoning by-law amendment is essentially a means of allowing flexibility for land tenure. Future dwelling units, could either be owned as condominium units or as freehold units on individually owned lots accessed by a private (condominium road) rather than a public road. The zoning proposed to allow this flexibility would treat such a development as if it were continuing to take place on a single lot which would recognize the entire project as fronting onto a public road. The proposed Zoning By-law Amendment would also address any potential zoning issues resulting from the introduction of lot lines for individual lots that would not have been at issue under a standard condominium development (i.e., issues with minimum lot area, frontage, setbacks and landscaping provisions) This general approach was taken previously for a number of developments, including Tanglewood Block 10B (now Blue Fairways - The Enclave), Regency Heights and the Raglan Village retirement community. 34 of 98

35 Conclusion Based upon the above analysis, it is the opinion of Planning staff that this zoning by-law amendment represents good land-use planning. Planning staff recommends that Council enact and pass amending Zoning By-law No A copy of the amendment is attached to this staff report (Appendix B ). 5. EFFECT ON TOWN FINANCES There are no direct impacts on Town finances as a result of this amending zoning by-law. 6. APPENDICES & OTHER RESOURCES Appendix A Location Map Appendix B Amending Zoning By-law No SIGNATURES 35 of 98

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37 EXPLANATORY NOTE TO THE CORPORATION OF THE TOWN OF COLLINGWOOD BY-LAW No The proposed Zoning By-law Amendment (Town File No. D14214), pertains to lands located to the east of Cranberry Trail West and to the west of the existing Tanglewood at Cranberry residential development and are legally described as Blocks 5, 6, 7, 8 and 9, and a Block identified for the future extension of Cranberry Trail East, all on Draft Approved Plan of Subdivision 43T Town of Collingwood, County of Simcoe. The lands are presently designated in the Town of Collingwood Official Plan as Residential Special Residential Density A and are presently zoned in the Town of Collingwood Zoning By-law No , as amended, as Residential Third Density Exception Thirty-Two (R3-32). The purpose and effect of the proposed Zoning By-law Amendment is to rezone the subject land from the R3-32 zone to the Residential Third Density Exception Fifty (R3-50) zone in order to allow for dwelling units to be located on individual lots and accessed by private condominium roads and maintain compliance with the provisions of the zoning by-law as if the various parcels continued to comprise one lot. 37 of 98

38 BY-LAW No OF THE CORPORATION OF THE TOWN OF COLLINGWOOD BEING A BY-LAW UNDER THE PROVISIONS OF SECTIONS 34 OF THE PLANNING ACT, R.S.O. 1990, c. P.13, AS AMENDED, FOR PROHIBITING THE USE OF LAND FOR OR EXCEPT FOR SUCH PURPOSES AS MAY BE SET OUT IN THE BY-LAW WHEREAS the Planning Act, R.S.O. 1990, c. P. 13, as amended, Section 34 permits the Council of local municipalities to pass Zoning By-laws for prohibiting the use of land or the erection of buildings or structures except for such purposes as may be set out in the By-law; AND WHEREAS Zoning By-law No is the governing By-law of the Corporation of the Town of Collingwood and such was finally passed by the Council of the Town of Collingwood on April 12 th, 2010; AND WHEREAS the Council of the Corporation of the Town of Collingwood has deemed it advisable to amend Zoning By-law No , and thus implement the Official Plan of the Town of Collingwood; AND WHEREAS Council deems that adequate public notice of the public meeting was provided and adequate information regarding this Amendment was presented at the public meeting held July 21, 2014, and that a further meeting is not considered necessary in order to proceed with this Amendment; NOW THEREFORE THE COUNCIL OF THE CORPORATION OF THE TOWN OF COLLINGWOOD ENACTS AS FOLLOWS: 1. THAT Schedule A, Map 7, of Zoning By-law No is hereby amended, as it pertains to those lands shown more particularly on Schedule A affixed hereto, by changing the RESIDENTIAL THIRD DENSITY EXCEPTION THIRTY-TWO (R3-32) ZONE to the RESIDENTIAL THIRD DENSITY EXCEPTION FIFTY (R3-50) ZONE. 2. THAT Section 6.5 entitled Residential Exception Zones of Zoning By-law No is hereby amended by adding thereto the following new paragraph entitled in proper sequence to read as follows: RESIDENTIAL THIRD DENSITY EXCEPTION FIFTY (R3-50) ZONE Uses shall be limited to the following: Single detached dwellings, Semi-detached dwellings, Townhouse dwellings, Apartment dwellings, and Group or cluster dwellings. For the purposes of determining zoning conformity lands within this zone shall be considered to be one contiguous lot. 3. THAT Zoning By-law No , is hereby amended to give effect to the foregoing, but that Zoning By-law No , as amended, shall in all other respects remain in full force and effect. 4. THAT this By-law shall come into force and effect on the date it is passed by the Council of the Corporation of the Town of Collingwood, subject to the notice hereof being circulated in accordance with the provisions of Section 34 of the Planning Act, R.S.O. 1990, c. P. 13, as amended, and Ontario Regulation 199/96, as amended, and if required as a result of such circulation the obtaining of the approval of the Ontario Municipal Board. ENACTED AND PASSED this 25 th day of August, MAYOR CLERK 38 of 98

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45 Appendix A Staff Report P Municipality Official Plan Policy Zoning By-law & Site Plan Control Business License Town of the Blue Mountains B & B is defined, permitted in single detached dwellings in Agricultural, Rural & Residential designations, considered distinct from short term accommodation, max. 3 guest rooms, amendment to Zoning By-law required, provision needed for landscaping, buffering and parking, may be subject to Site Plan Control. (Zoning By-law) B & B is defined, a distinct use from short term accommodation, max. 3 guest rooms, parking is 2 spaces for the dwelling plus 1 space per guest room. Use permitted by right in the Thornbury Zoning By-law 10-77, a zoning by-law amendment is required for areas in the former Collingwood Township By-law Not required. (Site Plan Control) Required as of Town of Wasaga Beach B & B permitted in single detached dwellings in Low Density and Country Club Community designations, to be secondary to the residential use, not to alter the character of the area, Zoning By-law to set out the appropriate regulations, may be subject to Site Plan Control. (Zoning By-law) B & B is defined, use permitted by right subject to conformity to general provisions, parking is 2 spaces for the dwelling plus 1 space per guest room, max. 3 guest rooms allowed. Permitted in Residential (R1, R2, RE) and Rural (RU) zones. Required, $ per year. (Site Plan Control) May be required. Town of Niagara-on-the-Lake B & B is defined, permitted in Urban, Rural and Agricultural designations, allowed by right as an accessory use, max. 3 guest rooms, the larger country inn use may be considered subject to special criteria. (Zoning By-law) B & B is defined, max. 3 guest rooms, use permitted by right subject to conformity with general provisions, parking is 2 spaces for the dwelling plus 1 space per guest room. Permitted in Residential (R1, R2, ER, ER1, ER2, ER3, RM1) zones. Required, $ per guest room per year. (Site Plan Control) Not required. 45 of 98

46 City of Stratford B & B permitted in the Residential Areas, permitted in private homes, evaluated on criteria such as suitability of the dwelling, number of quest rooms, adequacy of municipal water and sewer, parking, driveways, signage and building additions, must meet the Building Code and conformity to Zoning By-law. Special policy to permit more guest rooms than typical via a zoning by-law amendment and subject to special criteria. (Zoning By-law) B & B is defined, min. of 2 guest rooms to max. 4 guest rooms, use permitted by right subject to conformity with general provisions, parking is 1 space for the dwelling plus 1 space per guest room. Permitted in Residential (R1, R2, R3), Mixed Use Residential (MUR), Highway Commercial (C2) & Central Commercial (C3) zones. (Site Plan Control) Not required. Not required. County of Prince Edward B & B permitted in a single detached dwelling, max. 3 guest rooms, may serve light meals, tourism accommodation to be fostered including B & Bs, allowed in the Agriculture, Villages, Hamlet & Shoreline designations, requires sufficient parking and adequate water service and sewage treatment. (Zoning By-law) B & B is defined, max. 3 guest rooms, use permitted by right subject to conformity with general provisions, parking is 2 spaces for the dwelling plus 1 space per guest room. Permitted in Rural (RU1, RU2, RU3), Residential (R1, R2, HR, RR1, RR2) & Local Commercial (CL) zones. Not required. (Site Plan Control) Not required. 46 of 98

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67 BY-LAW No OF THE CORPORATION OF THE TOWN OF COLLINGWOOD BEING A BY-LAW TO AUTHORIZE THE EXECUTION OF A SITE PLAN CONTROL AGREEMENT BETWEEN STEVEN JOHN GENDRON AND THE CORPORATION OF THE TOWN OF COLLINGWOOD WHEREAS Section 41 of the Planning Act, R.S.O. 1990, c. P.13, delegates authority to local municipal councils for matters within their jurisdiction for Site Plan Control Approval and to enter into agreements thereunder; NOW THEREFORE THE COUNCIL OF THE CORPORATION OF THE TOWN OF COLLINGWOOD HEREBY ENACTS AS FOLLOWS: 1. THAT the Mayor and Clerk be hereby authorized to execute a Site Plan Control Agreement for the development commonly known as 370 Raglan Shop located at 370 Raglan Street, Collingwood between Steven John Gendron and the Corporation of the Town of Collingwood, affixed hereto as Schedule A ; 2. THAT this by-law shall come into full force and effect on the date of final passage hereof at which time all by-laws that are inconsistent with the provisions of this by-law and the same are hereby amended insofar as it is necessary to give effect to the provisions of this by-law. ENACTED AND PASSED this 25 th day of August, MAYOR CLERK 67 of 98

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72 Statement of Purpose The site of the Collingwood Curling Club has been a focus of the Town of Collingwood since The community spirit and collaboration continues today. The cooperative partnership of the Town and curlers has created this unique facility development and is reflected in the conditions of this lease. THIS LEASE AGREEMENT made this day of August, 2014 B E T W E E N: WHEREAS: COLLINGWOOD CURLING CLUB (the Curling Club ) - and - THE CORPORATION OF THE TOWN OF COLLINGWOOD (the Town ) A. The Curling Club is a duly incorporated and subsisting not-for-profit corporation which operates curling and ancillary programming in the Town of Collingwood; B. The Town is a duly incorporated municipal corporation under the Municipal Act, 2001; C. The Town owns the property located at 250 Hume Street (the Lands ), in the Town of Collingwood on which is located a building (the Facility ) as set out in the survey sketch attached as Schedule A which the Town has leased to the Curling Club for many decades and which, pursuant to and subject to the terms and conditions of this Lease, the Town will continue to lease to the Curling Club for the purpose of recreational and competitive curling and ancillary programming to promote and provide recreational curling to the community; D. It is the intention of both the Curling Club and the Town that the Curling Club shall be responsible for all costs associated with the seasonal programming, including the operation of the building on the Lands, but not limited to, shared expenses as identified and agreed upon herein for renovations, modifications, maintenance, upkeep, insurance, utilities, snow removal and grounds maintenance. WITNESSETH that in consideration of the rents, covenants and agreements hereinafter reserved and contained on the part of the Curling Club to be paid, observed and performed, the Town has demised and rented and by these presents doth demise and rent the Facility to the Curling Club for the rents and as provided for herein. 72 of 98

73 1. DEFINITIONS & SCHEDULES 1.1 Definitions The terms defined herein shall have, for all purposes of this Lease and all instruments supplemental hereto, the following meanings unless the context expressly or by necessary implication otherwise requires: (a) (b) (c) (d) (e) (f) (g) (h) Basic Rent means the basic annual rent set out in Section 3.1 of the Lease. Common Facilities means those areas within the Facility which are appurtenant to or which serve the property, and which may include, without limitation, landscaped areas, parking areas, roadways, sidewalks, service ramps, loading and receiving facilities, corridors, interior atriums, enclosed walkways, electrical vaults, electrical meter, garbage, fire sprinkler valve and storage rooms and other space and Common Use Equipment, and which are designated from time to time by the Town for the common use and enjoyment of the tenants, owners, including the Curling Club, and their agents, invitees, servants, employees and licensees, or for use by the public, but excluding facilities within the property which are from time to time designated by the Town for private use by one or a limited group of tenants, owners or occupants. Common Use Equipment means all mechanical, plumbing, electrical and HVAC equipment, pipes, ducts, wiring, machinery and equipment and other integral services, utility connections and the like providing services to the Property, and which are not from time to time designated by the Town for private use by, or intended for the exclusive benefit of, one or a limited group of tenants, owners or occupants. Curling Club means the Collingwood Curling Club who is the tenant pursuant to this Lease. Facility means all of the Curling Club s building, including the area of the curling ice surfaces and adjacent lands located on the Lands, used primarily for recreational and competitive curling and ancillary uses, and which includes the Lounge, the Common Facilities and Parking. Lands means the lands and all appurtenances on which the Facility is located and described in Schedule A and the survey sketch attached hereto, as the boundaries thereof may be varied from time to time by additions functionally integrated therewith Lease means this Lease Agreement including any Schedules, as amended from time to time pursuant hereto. Leasehold Improvements means all items generally considered as leasehold improvements undertaken by the Curling Club at its expense. 73 of 98

74 (i) (j) (k) (l) (m) (n) Lounge means the portion of the Facility that includes access to the parking area, the facility main entrance, foyer and main entry stairs, elevator, and the area on the first and second floor including the washrooms, bar area, kitchen, meeting rooms and access to the second emergency exit and stairwell. The lounge area shall include access to the curling floor area, change rooms and washrooms on the lower level during the six months from October 1 to April 1 next following for the curling season. During the other six months, the Town shall have use of those areas save as to shared access to the entrances, stairs and elevator to the second floor which the Curling Club has sole control of for all twelve months of the year (without additional rents or costs). Parking means the area shown on Schedule A allocated to the Curling Club which shall consist of not less than 100 parking spaces and signage posted by the Town to advise that this parking area is reserved for curling events during the curling season from October 1 to April 1. Rent means Basic Rent shall be inclusive of hydro, water and sewer utility costs. Term means the term of this Lease as specified in Section 2.1 which may may be extended or renewed pursuant to options given to the Curling Club as contained in this Lease. Town means The Corporation of the Town of Collingwood who is the landlord pursuant to this Lease. Work means any repairs, alterations or improvements or repairs to the Lands and Facility. 1.2 Schedule All schedules attached to this Lease comprise an integral part of the Lease and are to be interpreted and construed in accordance with the terms of the Lease. 1.3 Legal Authority The Town warrants that it has the legal authority to enter into this Lease knowing the said purpose of the Lands is for a curling club and is in compliance with the Planning Act, and municipal zoning and official plan designation. 2. TERM 2.1 Term The Curling Club shall be entitled to have and to hold the Facility for and during the term of twenty (20) years to be computed from the first day of October, 2014 and from thenceforth ensuing and to be fully completed and ended on the first day of April, 2034 (the Term ). During the period from the first day of October to the first day of April of 74 of 98

75 the following year, the Curling Club has use of both the ground floor and upper floor of the Facility. During the summer months, from April 2 nd to September 30 th, the Curling Club shall be restricted to use of the upper floor of the Facility and the Town shall have use of the ground floor of the Facility subject to rights of ingress and egress by Curling Club over the entrances, stairs and elevators to the upper floor. 2.2 Renewal Term The Curling Club shall have the option to renew this Lease for three (3) further consecutive terms of ten years each on the same terms except that the Rent shall be adjusted to an amount which the Town and the Curling Club shall negotiate in good faith for each ten (10) year renewal period. In the event that the Town and the Curling Club are not able to agree on the Rent for any ten (10) year renewal period, this matter may be referred to arbitration pursuant to the provisions referred to in Section 14 hereto. The option to renew must be exercised by written notice to the Town no later than three (3) months prior to the expiry of the Term or Renewal Term, as the case may be. 2.3 Summer Use The Curling Club shall have free access and use to the ice surface area of the Facility on two (2) days during the summer months in each year of the Term of this Lease. These dates are to be booked through the Town s Department of Parks, Recreation and Culture in advance. 3. RENT & RENTABLE AREA 3.1 Rent The Parties agree as follows: (a) (b) the Curling Club shall pay to the Town the sum of twenty-five thousand dollars ($25,000.00) per annum plus applicable HST thereon, payable on the first day of October each and every year during the Term, the first payment to be made on the 1 st day of October, 2014 as Basic Rent; Basic Rent shall be adjusted by annual increases not exceeding three percent (3%) of the prior year s rent per annum. 3.2 Rentable Area The property and premises comprising the rentable area for the purposes of this Lease include the Facility, Lounge, and Common Facilities on the property located at 250 Hume Street, identified on Schedule A and as further described elsewhere in this Lease. 75 of 98

76 4. GENERAL TERMS AND CONDITIONS 4.1 Leasehold Improvements The Parties agree: (a) (b) (c) (d) that all Leasehold Improvements shall immediately upon installation become the absolute property of the Town, free and clear of any liens or encumbrances. However, it is agreed and understood that the Curling Club retains a leasehold interest in the Leasehold Improvements notwithstanding that same become the property of the Town immediately upon affixation without compensation therefore to the Curling Club and the Curling Club is entitled to all rights of depreciation to the extent to which the Curling Club is entitled pursuant to the Income Tax Act (Canada); the Town may, by notice to the Curling Club prior to or promptly after the expiration or other termination of this Lease, require the removal forthwith, at the expense of the Curling Club, of any or all of the Curling Club s trade fixtures, shelving, racking, equipment, inventory and/or other personal property; notwithstanding anything herein contained, provided the Curling Club has paid the Rent hereby reserved and performed and observed all the covenants and conditions herein contained, the Curling Club shall have, at the expiration or other termination of this Lease, the right to remove its trade fixtures, shelving, racking, inventory and/or other personal property, provided that the Curling Club repairs by the expiration or other termination of this Lease, at its own expense, any damage to the Premises or the Development caused by such removal, such work to be done by or at the direction of the Town and at the expense of the Curling Club; and the Town acknowledges that all furniture and equipment except common use equipment are the property of the Curling Club. 4.2 Utility Charges / HVAC Effective October 1 st, 2014, the Curling Club shall pay all charges related to and for natural gas, and any other utility provided or used, with the exception of the utilities included in the Basic Rent. 4.3 Heating, Ventilating and Air Conditioning The Parties agree: (a) the Curling Club shall, throughout the Term, operate and regulate the heating, ventilating and air conditioning systems, fixtures and equipment in, on or exclusively serving the Facility in such a manner as to maintain reasonable conditions of temperature and humidity within the Facility and 76 of 98

77 so as not to affect the temperature or humidity of any other portion of the facility. The Town shall be responsible for all capital HVAC improvements as a result of normal wear and replacement requirements; and (b) that, if the Curling Club decides to add electricity-consuming devices in the future which cause a fundamental increase in electricity consumption, to review such usage which may result in a rent increase greater than 3% per annum. 4.4 Common Facilities The Parties agree that: (a) (b) (c) except as otherwise provided, the Town shall be responsible for landscaping, surface parking lot repairs/replacement, sidewalk repairs and regulate any other common facilities as a reasonably prudent owner would do having regard to the type and age of the property, and the Curling Club will be responsible for winter maintenance; except as otherwise provided or necessary to enable the Curling Club to operate as a curling club, the Common Facilities shall be subject at all times to the exclusive control and management of the Town and that the Town shall be entitled to operate and police the same, to change the area and location thereof, to employ all personnel and to make all rules and regulations necessary for the proper operation and maintenance thereof, and to do such other acts with respect thereto as the Town, acting reasonably, shall determine to be advisable; and the Town will, at all times, have the right of control over the Common Facilities, it being understood that this does not negatively impact the Curling Club s operations. 4.5 Interruption in Services The Town has the right to use or temporarily stop the use of the Facility, when necessary by reason of accident or during the making of repairs, replacements, alterations or improvements, that in the sole and absolute discretion of the Town is necessary or desirable to be made, until the repairs, replacements, alterations or improvements have been completed to the satisfaction of the Town provided that all reasonable steps shall be taken to minimize any interference with the Curling Club s use and enjoyment of the Facility. 4.6 Signs The Curling Club shall not erect, install and maintain any awning, or any sign or signs of any kind or size in any location, whether outside the Facility or anywhere within which may be visible from outside the Facility except as first approved in writing by the Town. Any awnings and signs, as well as the advertising practices of the Curling Club and any 77 of 98

78 display windows, shall comply with the reasonable requirements of the Town, and any applicable municipal by-laws. 4.7 Nuisance The Curling Club shall not carry on any business or do or suffer any act or thing which constitutes a nuisance or which is offensive or an annoyance to the Town or other occupants of the Lands. 4.8 Cleaning At the sole cost and expense of the Curling Club, the Facility shall be kept by the Curling Club in a clean and sanitary condition and in the event that the Town designates an area adjacent to the Facility as exclusive use common area for the use of the Facility, then the Curling Club covenants to maintain such designated area and to keep and operate such area in a clean and tidy manner. 4.9 Remedial Action If the Curling Club is in breach of any of the provisions of this Lease despite notice given to it and an opportunity to determine if a breach has occurred and, if so, reasonable time to rectify the breach, the Town may, in addition to any other remedies that it may have hereunder, enter upon the Lands and take such remedial action as is necessary to remedy the breach and repair any damage caused thereby and the Curling Club shall pay to the Town the Town s costs incurred in connection therewith. 5. CONTROL OF PROPERTY ALTERATIONS/REPAIRS 5.1 Control of Property Except as provided for herein for the benefit of the Curling Club during the Term or any Renewal Term, the Town shall have at all times exclusive control of the Lands. 5.2 Alterations/Repairs by Curling Club The Curling Club agrees: (a) (b) (c) not to undertake any Work on the Facility or the Lands without the prior written consent of the Town, including not to make, erect, repair, alter or install any Leasehold Improvements; to apply for the Town s consent to do any Work and furnish such plans, specifications and designs as may be required by the Town and whose consent shall not be unreasonably withheld or delayed; that any Work shall be at the expense of the Curling Club, if consented by the Town, to be performed by employees or contractors who have been designated by the Curling Club and who have contracted directly with the Curling Club and agreed to carry out such Work in a good and 78 of 98

79 workmanlike manner and at a cost to the Curling Club which is not unreasonable when compared with the amounts which would be charged by reputable contractors performing the same Work; (d) that the Town shall have the right to inspect any Work and require any Work not being properly done to be immediately rectified, repaired or corrected. 5.3 No Financing of Leasehold Improvements by Curling Club The Curling Club shall not create any lien, mortgage, charge, security interest, conditional sale agreement or other encumbrance in respect of its Leasehold Improvements without the consent of the Town. 5.4 Right of Entry and Inspection The Town may give notice to the Curling Club requiring that the Curling Club perform such maintenance, repairs, replacements or decorations which are the responsibility of the Curling Club hereunder as may be deemed necessary upon examination by the Town. Failure of the Town to give such notice shall not however, relieve the Curling Club from its obligations. The Curling Club agrees that the Town is entitled to enter onto the Lands at any time to inspect any Work or other matters undertaken by the Curling Club. 5.5 Notice of Damage The Curling Club shall give to the Town prompt notice of any defect in or any damage to the Facility, including any systems or equipment or any part thereof howsoever caused, provided that nothing herein shall be construed so as to require repairs to be made by the Town except as expressly provided in this Lease. 5.6 Premises to be Left in Good Repair The Curling Club shall leave the Lands and the Facility, including the Leasehold Improvements, at the expiration or other termination of the Term, in a condition of good repair, reasonable wear and tear excepted, and shall surrender all keys for the Facility to the Town at the place then fixed for the payment of Rent and shall inform the Town of all combinations on locks, safes and vaults, if any, in the Facility. 6. ASSIGNMENT The Curling Club shall not assign this Lease in whole or part without the consent of the Town, which consent may be unreasonably withheld. The Curling Club shall be released from all obligations hereunder upon a valid assignment of this Lease. 7. RENTAL The Curling Club shall be permitted to rent or sublet the Facility to any person, organization or other entity, at a rate determined by the Curling Club. The Curling Club shall be responsible for all actions, responsibilities, damages, injuries that may result of 79 of 98

80 such rental or sublet. The Town shall not be unreasonably restricted access for use of the Facility, upon appropriate notices, and without compensation. 8. OPERATION The Curling Club agrees that the Facility and the Lands will not during the Term or any Renewal Term be at any time used for any other purpose than that set out above, namely a curling club for the activities of the Curling Club and such other commonly accepted ancillary social uses. Any uses which are not in compliance with the permitted uses of the municipal zoning by-law are not permitted, unless otherwise consented by the Town. 9. INSURANCE 9.1 Landlord s Insurance The Town shall obtain and maintain: (a) (b) insurance for damage to the Lands and the Facility and for liability in respect of ownership, use or operation of boilers, machinery, pressure vessels and motor vehicles; and may also obtain and maintain loss of rental income insurance, comprehensive public liability insurance and such other insurance coverage as the Town may consider necessary. For greater certainty, the Curling Club acknowledges that the Town is not obligated to insure Leasehold Improvements or other fixtures or improvements in the Facility or on the Lands, including any trade fixtures, machinery, furniture, equipment, inventory or other personal property of the Curling Club. The insurance to be maintained by the Town shall be that which would be carried by a reasonably prudent owner of properties similar to the Lands and Facility, all as from time to time determined by insurance advisers selected by the Town, and whose written opinion shall be conclusive. 9.2 Curling Club s Insurance The Curling Club shall, at its own expense, take out and keep in force during the Term and any Renewal Term: (a) comprehensive insurance of the type commonly called commercial general liability, which shall include coverage for personal injury, contractual liability, tenant s legal liability, non-owned automobile liability, bodily injury, death and property damage, all on an occurrence basis with respect to the business carried on in the Lands and the Curling Club s use and occupancy of the Lands and its use of the Common Facilities or of any other part of the Development, with coverage for any one occurrence or claim of not less than $5,000,000 or such other amount as the Town may from time to time reasonably require upon not less than thirty (30) days notice at any time during the Term, which insurance shall protect the Town in respect of claims as if the Town were separately insured and 80 of 98

81 which insurance shall contain a severability of interest provision and a cross-liability provision; and (b) insurance against such other perils and in such amounts as the Town may from time to time reasonably require upon not less than sixty (60) days notice. 9.3 Indemnity of Town by Curling Club The Curling Club shall indemnify and save harmless the Town against and from any and all expenses, costs, damages, suits, actions or liabilities arising or growing out of any default by the Curling Club hereunder, and from all claims and demands of every kind and nature made by any person or persons to or against the Town, for all and every manner of costs, damages or expenses incurred by or injury or damage to such person or persons or his, her or their property, which claims or demands may arise howsoever out of the use and occupation of the Lands and Facility by the Curling Club or any subtenant or occupant authorized by the Curling Club or by any assignee or sublessee thereof or any of the above-mentioned or his, her or their servants, agents, assistants, employees, invitees or other persons entering upon the Lands or Facility or onto the Lands to go to the Facility or any part thereof, and from all costs, counsel fees, expenses and liabilities incurred in or about any such claim or any action or proceeding brought thereon. 10. COMPLIANCE WITH LAWS The Curling Club shall comply with and conform to the laws and regulations of all governmental entities having jurisdiction over the Lands and shall save the Town harmless from all fines, penalties and costs (including reasonable legal fees) resulting from violations of or non-compliance with same. 81 of 98

82 11. NOTICE Any notice which either of the parties is required or permitted to give pursuant to any provision of this lease may, if intended for the Curling Club, to be given in writing left at the premises or mailed by registered mail addressed to the Curling Club at: The Collingwood Curling Club 115 First Street Suite 445 Collingwood, Ontario L9Y 4W3 Attention: The President and if intended for the Town, be given in writing, personally delivered or mailed by registered mail addressed to the municipal offices of the Town at: The Corporation of the Town of Collingwood 97 Hurontario Street PO Box 157 Collingwood, Ontario L9Y 2L9 Attn: The Clerk and such notice shall be deemed to have been given at the time it was delivered or mailed, as the case may be. 12. OVER HOLDING It is hereby agreed that should the Curling Club remain in possession of the Lands after the expiration of the Term of this Lease and the Town thereafter accepts Rent for the Lands, the Curling Club shall hold the Lands as a yearly tenant only of the Town but subject in all other respects to the terms and conditions of this Lease but with no option to renew under Section TERMINATION Notwithstanding any other rights granted herein, the Town shall be entitled to terminate this Lease: (a) (b) if the Town determines there is a reasonable need to use the Lands and/or the Facility for a different municipal purpose which the Town Council deems is in the best interest of the Town and which is of such importance that it justifies the re-location of the use by the Curling Club to a new curling club facility with the same curling and other amenities; for a material breach of any of the terms and covenants on the part of the Curling Club, provided the Town has given the Curling Club written notice of the breach and an opportunity to remedy or rectify such breach and the Curling Club has failed to remedy or rectify the breach within sixty (60) days of receipt of said written notice; and 82 of 98

83 (c) without notice at any time upon or after the Curling Club becomes bankrupt, files an assignment in bankruptcy, following the appointment of a receiver for all or substantially all of the property or assets of the Curling Club or upon or after the Curling Club makes or institutes any proceedings for the winding-up of its business. 14. ARBITRATION All matters of difference between the Parties in relation to this Lease shall be referred to the arbitration of a single arbitrator, if the Parties agree upon one, otherwise to three arbitrators, one to be appointed by each Party and a third to be chosen by the first two named before they enter upon the business of arbitration. The determination of the issue(s) by the arbitrator or arbitrators or any two of the three arbitrators shall be binding upon the Parties and their respective successors. 15. INTENTION The Parties agree, from time to time, to do or cause to be done all such things, and that they shall execute and deliver all such documents, agreements and instruments reasonably required by the other or as may be necessary to complete the transactions contemplated by this Lease and to carry out its provisions and intentions. 16. MISCELLANEOUS This Lease shall be interpreted in accordance with the following: (a) (b) (c) (d) the words importing the singular number only shall include the plural, and vice versa, and words importing the masculine gender shall include the feminine gender, and words importing persons shall include firms and corporations and visa versa; unless the context otherwise requires, the term Town and the term Curling Club wherever used shall be construed to include and shall mean the executors, administrators, successors and/or assigns of the said Town and Curling Club, respectively, and when there are two or more tenants bound by the same covenants herein contained their obligations shall be joint and several; if any covenant or term of this Lease is found to be invalid, illegal or incapable of being enforced by reason of any rule of law or public policy, all other covenants and terms of this Lease shall, nonetheless remain in full force and effect and no covenant or term shall be deemed dependent on any other covenant term herein; and the covenants and terms of this Lease shall be construed and enforced in accordance with, and the rights of the parties shall be governed in accordance with, the laws of the Province of Ontario. 83 of 98

84 17. WARRANTY The Curling Club represents and warrants to the Town as follows: (a) (b) the Curling Club is a not for profit corporation validly subsisting under the laws of Ontario and has full corporate power and capacity to enter into this Lease and any documents arising from this Lease; and all necessary corporate actions have been taken by the Curling Club to authorize the execution and delivery of this Lease. 18. REPRESENTATIONS AND WARRANTIES There is no representation, warranty, collateral agreement or condition, which affects this Lease other than as expressed herein. 19. NON-WAIVER No failure or neglect by the Town to require strict or prompt performance by the Curling Club or any of its obligations under this Lease shall affect the right of the Town thereafter to enforce such obligations. The remedies of the Town under this Lease are cumulative and the exercise by the Town of a right to remedy for default or breach of an obligation in this Lease shall not be considered to constitute a waiver; or to alter, affect or prejudice another right or remedy to which the Town may be lawfully entitled to at law for the same default or breach. 20. ENUREMENT This Lease shall be binding and enforceable by the Parties by and against their successors and assigns, administrators and trustees. IN WITNESS WHEREOF the parties hereto have executed these presents as of the date first indicated above. COLLINGWOOD CURLING CLUB Per: President Per: Secretary We have the authority to bind the corporation. 84 of 98

85 THE CORPORATION OF THE TOWN OF COLLINGWOOD Per: Sandra Cooper, Mayor Per: Sara Almas, Clerk We have the authority to bind the corporation. 85 of 98

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87 PROMISSORY NOTE made this day of August, 2014: Statement of Purpose: The site of the Collingwood Curling Club has been a focus of Collingwood since The community spirit and collaboration continues today. The cooperative partnership of the Town and curlers has created this unique facility development. B E T W E E N: COLLINGWOOD CURLING CLUB (hereinafter called the Curling Club ) - and - THE CORPORATION OF THE TOWN OF COLLINGWOOD (hereinafter called the Town ) WHEREAS part of the process leading to the development of the long term lease, the Town and the Curling Club have agreed on a program to expand and renovate the Curling Club Building with costs to be shared between the Town and the Curling Club. The Town agrees to construct the addition and make the other renovations to the Curling Club building in AND WHEREAS The estimated total construction costs for the Renovation Program is $1,000,000. The Curling Club agrees to contribute one-half of the actual costs in twenty equal payments. WITNESSETH that in consideration for the value received: The Curling Club does hereby promise to pay to the order of: THE CORPORATION OF THE TOWN OF COLLINGWOOD The sum of: Payable as follows: FOUR HUNDRED SEVENTY-FIVE THOUSAND ($475,000) Dollars TWENTY-THREE THOUSAND SEVEN HUNDRED FIFTY -- ($23,750) -- Dollars Principal only per annum, without interest, on the 1 st day of each and every year from December, 2014 and thereafter on December 1 st in each and every successive year up to and including December 31, Sign, sealed and delivered this day of, 2014 COLLINGWOOD CURLING CLUB Per: Chair, Executive Committee Director (We have authority to bind the corporation) Approved and accepted by Council on August, 2014, in accordance with By-law Treasurer, Marjory Leonard 87 of 98

88 STAFF REPORT Report #T /25/2014 Submitted to: Submitted by: Subject: Mayor and Council Marjory Leonard, Treasurer Capital Asset Management Plan PURPOSE The purpose of this report is to provide Council and the public with information related to the questions and comments received from the public on the Capital Asset Management Plan (AMP) presented to Council on July 7 th, 2014 RECOMMENDATION: THAT Council receives staff report T for information and approves the following recommendations: 1. That the Town of Collingwood Asset Management Plan be received and approved by Council; 2. That consideration of the Asset Management Plan be included in the annual budgeting process to ensure sufficient capital funds are available to fund capital requirements; and 3. That the Asset Management Plan be updated as needed to reflect the current priorities of the Town. 1. BACKGROUND On July 7 th, 2014 Dan Wilson of Watson & Associates Economists Ltd. presented the Town of Collingwood Asset Management Plan to Council and the public. The plan itself is intended as a tool for staff to use during various decision making processes including the annual budget and capital grant applications. It is a requirement for the Ontario Community Infrastructure Fund that eligible municipalities submit: A comprehensive up-to-date asset management plan, covering at least core infrastructure assets (bridges, roads, water and wastewater), and including all of the information and analysis described in Building Together: Guide for Municipal Asset Management Plans. The public was asked to submit comments or questions regarding the plan. This report will address the comments of 98

89 2. INPUT FROM OTHER SOURCES This report was reviewed by the CAO on August 21, 2014 and was recommended to proceed to Council. 3. APPLICABLE POLICY OR LEGISLATION N/A 4. ANALYSIS Public comments: The most common comment received was related to the conclusion that an increase in the Town s taxation levy of 3.6% per year would be required for the years 2015 to 2022, declining to 1.8% thereafter. It was noted that there was some confusion and that it would be beneficial to the general taxpayer to know if the 3.6% per annum is inclusive or exclusive of the 2% inflation built into the calculation (i.e. 3.6% increase or 5.6% increase). Response: The consultant prepared a memorandum attached as Appendix A of the report and responded to this comment in Item #1. Staff prepared some additional analysis that will assist with the explanation. In the scenario presented to Council July 7 th, the determination of the amount to be transferred to a Tax Supported Capital Reserve Fund or Funds was derived from the 2014 capital budget forecast, the detailed asset inventory and condition thereof, and reports such as the Development Charge Background Study and the Water/Wastewater Rate Study. The analysis resulted in the following schedule of reserve transfers and tax impacts: of 98

90 The required Transfer to Tax Supported Capital reserves is $1,660,620; a 1% increase in assessment is $270,472; and, the additional taxes required are $984,055. Assuming that the $1,660,620 transfer is constant, a change in the operating inflation rate from 2.0% to 3.0% would produce: The tax levy requirement would increase to $1,219,040 or 4.46% of 98

91 Again assuming that the $1,660,620 transfer is constant and that operating inflation rate is 2.0%, an increase in the assessment growth rate from 1.0% to 2.0% would produce the following results: To maintain the $1,660,620 transfer to reserve, the tax levy increase required would decrease from 3.60% to 2.59%. It should be noted that a 3.60% increase in the tax levy does not directly translate into a 3.60% tax increase. The levy is the total amount of tax dollars required to meet the budgeted expenditures for the current year. The model does not take into consideration the impact of phased-in assessment, any potential movement in the County established tax ratios, or one-time revenues or expenditures. A request relating to Figure 5-3 on page 5-11 was received which asked if the results could be compared to other municipalities. Response: The consultant has provided a response shown as Item #2 on the memorandum. In short, the consultant indicates that the Town is in a similar position to other municipalities in the province. Written comments (letter attached): A request was made to: Include in the report a section on unpaved roads, their costs to maintain as such on an annual basis as compared to them being paved and the resulting future maintenance; A strategy to upgrade unpaved roads; A criteria for when an unpaved road qualifies to be paved i.e. what should the governing factors be; and, Impact on the tax base if our taxes were reduced because we live on an unpaved road of 98

92 Response: The intent of the Asset Management Plan was to inventory the tangible capital assets of the community, determine their current condition and develop a long term plan to renew and rehabilitate the assets in a fiscally responsible manner. The emphasis is on maintenance of the assets. Upgrading an unpaved road to a paved road is an improvement as is the addition of a turning lane or the installation of traffic lights. These items are outside the scope of the AMP. There are a very small number of roads in Town that are not paved mostly comprised of road ends and small laneways/alleyways. In order to upgrade these roads to paved roads there would need to be a budget program to allow for the expenditure. Staff will advance this request to the 2015 budget. In regard to the impact of a tax reduction due to the unpaved nature of a road, there would be no relief/reduction available. The only recourse for a property owner living on an unpaved road is to contact MPAC and ensure that their assessment is correct. The Town still provides similar services to all property owners regardless of whether the road is paved or unpaved. MPAC is the body that would determine if the nature of the road surface has an impact on assessed value. 5. EFFECT ON TOWN FINANCES The Capital Asset Management Plan is a blueprint for the future direction of capital spending within the context of critical need and forms an integral part of the Strategic Financial Plan. 6. APPENDICES & OTHER RESOURCES Appendix A Appendix B Memorandum from Watson & Associates Letter from Stuart Brown SIGNATURES Prepared by: Marjory Leonard MBA, CPA, CMA, CFP Treasurer Town of Collingwood of 98

93 Plaza Three Argentia Rd. Mississauga, Ontario Canada L5N 1V9 Phone: (905) Fax: (905) MEMORANDUM To: Town of Collingwood Fax From: Watson & Associates Economists Ltd. Courier Date: August 6, 2014 Mail Re: Asset Management Plan Questions Below please find further clarification on the Town s recently completed Asset Management Plan report: 1. With respect to the report s tax supported conclusions of an increase in the Town s taxation levy of 3.60% per year would be required for the years 2015 to 2022, declining to 1.80% thereafter : a) This conclusion assumes that the Town would fund all capital needs through own sources (i.e. taxation, reserve funds, debt) as well as gas tax and development charges going forward. To the extent that other funding sources, such as grants and other external contributions become available, the required taxation levy impact will decline. b) This conclusion also provides for a 2.0% adjustment to Town operating accounts each year. In the event that operating needs differ from 2.0% per year, the impacts on the Town s taxation levy would also change. This was included so the total impact on taxation rates could be forecasted each year. A provision for 1.0% taxation assessment growth was also built into the calculation. c) The conclusions were shown based on a percentage impact on taxation within the body of the report, however the dollar impact per year was shown in Appendix F, Table F-5. Taking operating impacts out of the calculation (including required debt payments), the following investments in capital would be required for the next 10 years for tax supported assets: Budget Forecast Tax Supported Assets Transfer to Capital 151, Transfer to Capital Reserve Fund (Inflated) 532,000 1,660,620 2,539,586 3,327,557 4,081,014 4,735,675 5,621,103 7,426,162 8,499,926 9,096,482 9,712,141 Total 683,000 1,660,620 2,539,586 3,327,557 4,081,014 4,735,675 5,621,103 7,426,162 8,499,926 9,096,482 9,712,141 Investment in capital is defined as amounts going directly to capital projects in that year in addition to amount being transferred to capital reserve funds. For presentation purposes, Table F-5 shows all annual investments in capital going to a tax supported capital reserve fund, and current year capital being funded from that same reserve fund. In summary, it is H:\Collingwood\2013 Asset Management\Memo - AM Plan Questions.dot SERVICES Demographics, Pupil Forecasting, Industrial/Commercial Forecasts Land Needs and Market Studies Development/Education Development Charge Policy Long Range Financial Planning for Municipalities Financial Analysis of Municipal Restructuring Options Municipal Management Improvement Fiscal Impact of Development OMB Hearings Financial, Market, Demographic School Board Planning and Financing Servicing Cost Sharing Tax Policy Analysis Waste Management Rate Setting, Valuation and Planning 93 of 98

94 Watson & Associates Economists Ltd. 2. suggested that, as part of 2015 budget deliberations, the investment in capital increase from 2014 levels of $683,000 to $1,660,620 (i.e. an increase of $977,620). d) Another important aspect to the investment requirement calculation is the asset database. Variables such as replacement cost, useful life, condition and risk play an important role in determining capital needs and investment levels over the forecast period. As this is the Town s introduction to asset management for tax supported assets, assumptions with respect to these variables were required where information was not available. Going forward as these variables are updated, the asset management plan as well as the conclusions coming out of the plan will be more accurate. e) The analysis described above is for tax supported assets, and therefore excludes water and wastewater. The recently completed Water & Wastewater Rate Study was referenced within the report in order to have the plan include all Town owned assets. f) Appendix F, Table F-2 provides the capital forecast (tax supported) as calculated within the asset management plan. As referenced within the Table, main funding sources going forward include transfers from reserve funds (i.e. the Town s annual investment in capital goes into this reserve fund, to be used to fund the capital plan), gas tax, debt, and development charges for growth related costs. Therefore, the tax supported capital reserve fund is only funding a portion of the annual capital requirement. g) Appendix F, Table F-4 shows the reserve fund continuity schedules for tax supported assets. The first Table shows the development charges reserve funds which, due to the capital identified within the Town s DC Background Study, will require either internal or external borrowing to keep the balance above zero. The second table illustrates the capital reserve fund where the Town s annual investment in tax supported capital is allocated. As shown in the Table, the amount allocated to the reserve fund exceeds the amount transferred out to fund capital in each year, allowing an increasing balance to accrue and be available for future asset lifecycle needs. 2. With respect to Figure 5-3 on page 5-11 of the report: Annual Infrastructure Funding Gap Analysis (Inflated) $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $ Current Capital with Inflation Recommended Funding Increase Optimal Funding This figure is intended to show current investments in capital, excluding debt (in blue), proposed increases in investments in capital (in red) as well as the optimal investment in capital (in green) over the next 10 years. The goal is to have the increases in capital investment approach the optimal investment levels over the forecast period. Appendix F illustrates the 20-year version of this Figure. The Town is in a similar position as other municipalities in Ontario, where there is not a significant investment in capital built in to the annual tax supported budget. However, the Figure illustrates the ability to mitigate the annual funding gap through annual increases in capital investment. H:\Collingwood\2013 Asset Management\Memo - AM Plan Questions.dot 94 of 98

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