Regular Council - 19 Jan 2016 - The Township of Greater Madawaska

Transcription

Regular Council
Agenda
Tuesday, January 19, 2016 5:30 PM
Council Chambers
1. Call to Order
1.01b.1 Call to Order
1.01b.2 O Canada
1.01b.3 Additions, Deletions and Excused
2. Declaration of Pecuniary Interest
3. Delegation/Presentation
3.01b.1 Sgt. Gilbert Cadieux - OPP
3.01b.2 Donnie McAlear - Wind Turbines
4. Facilities - Council Rep: Glenda McKay
4.01b.1 Chairperson's update
5. Public Works Department - Council Rep: Brian Hunt
5.01b.1 Chairperson's Update
6. Environmental Management Department - Council Rep: Brian Hunt
7. Planning Department - Council Rep: Brian Hunt
7.01b.1 Building Permit Report to December 31, 2015
7.01b.2 Application for Consent B134/13
8. Finance & Administration Department - Council Rep: Brian Hunt
8.01b.1 Summer Student Funding Programs
8.01b.2 Merit Criteria
8.01b.3 Budgetary Control Summary - Documentation to be handed out at meeting
8.01b.4 Greater Madawaska Strategic Plan
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9. Protection Services Department - Council Reps: Brian Hunt and Glen MacPherson
9.01b.1 Municipal/MNR Forest Fire Management Agreement Renewal
9.01b.2 Disposal of Boat
10. Economic Development & Technology Department - Council Rep: Wayne Fraser
11. Community & Health Committee - Council Rep: Glenda McKay
12. Community Parks & Recreation - Council Reps: Glenda McKay, Wayne Fraser, Harold Murphy
and Glen MacPherson
12.01b.1 Calabogie Winter Carnival February 12-13 2016
13. Minutes
13.01b.1 Minutes
 December 8, 2015 Calabogie and Area Recreation Committee
 December 17, 2015 Library Board
14. Other
15. Closed Session
15.01b.1 Personal matters about an identifiable individual, including municipal or local board
employee - CAO Goals
16. Open Session
16.01b.1 Move to Open Session
16.01b.2 Rise and Report
17. By-Law (s)
17.01b.1 By-Law Approval
 05-2016 Confirmatory
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18. Adjournment
18.01b.1 Motion to Adjourn
Note: Any submissions received by the public, either orally or in writing may become part of
the public record/package.
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Proposed Wind Turbine Project
Considerations
Presentation to Council,
Township of Greater Madawaska
January 18, 2016
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Current Situation
• Ontario’s Auditor General Criticized Current Program
– Contracting for more capacity when surplus of power exists
– Contract pricing double amounts being paid for wind in other
jurisdictions
• 2015 Large Renewable Program
– Deadline for submissions – September 2015
– Announcement of contracts – delayed from December 2015 to
March 2016
• No Announcements about 2016 Program
– May not proceed given the Auditor General’s analysis
– If proceeds, deadline for package will in the fall of 2016
• Any deadlines for municipal support decision are artificial
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Myth vs. Fact:
Wind Turbines are not ‘Green’
• More wind generation = Increased carbon emissions
– Ontario Society of Professional Engineers’ findings:
• Current Ontario system averages 40 grams CO2 emissions/kWh
• Wind, with natural gas backup, produces electricity @ 200 grams of
CO2 emissions/kWh
– Wind turbines are not a solution to climate change concerns
• Turbines destroy habitat for endangered species/kill
migrating birds
– Examples - Ostrander Point, White Pines and Amherst Island
projects
– Wolfe Island – 2nd worse record of bird kill after Altamont Pass in
California
• Need to consider impact turbines on Greater Madawaska
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Wind Turbines and Health
• Experience in Other Communities With Turbines
– People living 5 or more kilometres report new health problems
– People are forced to leave their homes to protect their health
• Health Canada 2014 Findings
– Research results showed that Ontario regulations are not sufficient to
protect the health of nearby residents
• Study in Cape Bridgewater, Australia
– Study funded by wind company
– Links sensations reported by residents to changes in turbine operations
• Low frequency noise/infrasound documented in problem homes
– No regulations even though behaviour is different
• New proposals moving to larger 3.0 MW turbines
– No change in set-backs; Immediate reports of health issues
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• Township has the responsibility under the Municipal Act to protect
the health, safety and well-being of their residents
Wind Turbine Noise
• Ontario Regulations
– Health Canada shows audible noise standards are inadequate
– No regulation of infrasound/low frequency noise
• Limited or no enforcement of audible standards in Ontario
– FOI request for 2,700 complaints has been filed
• Problems are forcing other communities to develop local
sound testing capabilities
– Documenting non-compliance with audible standards
– Developing profile of low frequency noise/infrasound
• Municipalities are responsible under the Municipal Act for
regulating noise
– Is Township prepared to take on this responsibility?
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Economy of Greater Madawaska
•
•
•
•
Generally turbines provide small benefits for a few landowners but have a
negative impact on the wider economy of a community
570,000 or about 12% Ontario households, including many in Greater
Madawaska, live in energy poverty due to cost of these projects.
Reports indicate that banks are already refusing mortgages to properties
in Township involved with wind turbine leases.
Not compatible with sectors normally targeted by townships like Greater
Madawaska for economic growth
– Tourism - Turbines would undermine area’s existing strengths in Outdoor
Recreation & Arts Cultural/Heritage Tourism. Low frequency noise/infrasound
drives away animals that attract hunters to an area.
– Active Retirees - Township is currently attractive as a location for a retirement
home; turbine project would send potential new residents elsewhere
– Lone Eagle Professionals - Chose where they live; turbines create an industrial
landscape they will avoid
•
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Any jobs created are related to construction are short lived and largely
filled by temporary workers brought in from outside community
Impact on Township Finances
• Wind companies offer municipalities what appears to be large
financial incentives
• Full assessment of offers show:
– Actual annual benefit is small and fixed for 20 years
– Generally offer is about 1% of total project revenue compared to the
14% to 17% return wind companies target
• Needs to be assessed against losses of future property tax revenues
– Few people want to live near turbines and properly-designed studies
show decreases of 25% to 40% for properties up to 5 km. from
turbines
– Largest impact is on tourist/retirement residents
• Managing building permit process and protecting municipal road,
bridge and drainage assets during construction phase requires full
time supervision and costly expertise not available in township.
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Summary - Wind Turbines
• Wind turbines do not reduce carbon emissions
– Need stand-by capacity as they are intermittent
• Noise from wind turbines causes health problems
– Need separation of 5 to 10 km from residents
• Experience has shown that foreign companies are
benefiting while host communities suffer
• Understand full project implications before approving a
municipal support resolution
• Major, long-term decision for Township ; hold public
meetings to educate residents and obtain their input
• If approved, project will be under construction in fall of
2018 – in time for next municipal election
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Chairperson’s Update - NOTES
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Building Permit Report to December 31, 2015
2015 Totals
2014 Year to
Date
$450,000
$615,000
$2,101,500
$2,564,000
$2,911,550
$4,480,550
$6,012,300
$6,527,700
$8,262,200
$8,862,700
$9,478,200
$9,478,200
New Residential
Month
No. of
Permits
Value
No. of
Permits
Value
Jan.
Feb.
Mar.
Apr.
May
June
July
Aug.
Sept.
Oct.
Nov.
Dec.
TOTALS
6
0
6
11
12
11
14
9
15
8
8
3
103
$379,000.00
$0.00
$1,545,000.00
$1,006,300.00
$1,889,200.00
$889,000.00
$1,265,000.00
$2,034,000.00
$991,000.00
$785,000.00
$79,000.00
$231,000.00
$11,093,500.00
0
0
2
2
4
2
2
3
2
1
0
1
19
$0.00
$0.00
$760,000.00
$721,000.00
$1,690,000.00
$710,000.00
$860,000.00
$1,834,000.00
$785,000.00
$600,000.00
$0.00
$200,000.00
$8,160,000.00
Building Report 2014
2014 Totals
New Residential
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Month
No. of
Permits
Value
No. of
Permits
Value
Jan.
Feb.
Mar.
Apr.
May
June
July
Aug.
Sept.
Oct.
Nov.
Dec.
TOTALS
3
3
6
6
10
19
22
10
11
9
5
0
104
$450,000.00
$165,000.00
$1,486,500.00
$462,500.00
$347,550.00
$1,569,000.00
$1,531,750.00
$515,400.00
$1,734,500.00
$600,500.00
$615,500.00
$0.00
$9,478,200.00
1
0
3
1
1
2
2
1
3
0
2
0
16
$375,000.00
$0.00
$981,000.00
$320,000.00
$200,000.00
$449,000.00
$825,000.00
$310,000.00
$705,000.00
$0.00
$478,000.00
$0.00
$4,643,000.00
Other Residential
No. of
Permit
s
Value
5
0
3
9
7
7
8
6
13
6
7
2
73
$299,000.00
$0.00
$85,000.00
$285,300.00
$189,200.00
$179,000.00
$405,000.00
$200,000.00
$206,000.00
$135,000.00
$79,000.00
$31,000.00
$2,093,500.00
Other Residential
No. of
Permit
s
Value
2
2
3
5
8
14
18
8
5
8
3
0
76
$65,000.00
$25,000.00
$490,000.00
$133,000.00
$104,000.00
$1,069,500.00
$642,000.00
$165,000.00
$68,000.00
$312,000.00
$85,000.00
$0.00
$3,158,500.00
Commercial
No. of
Permit
s
Value
1
0
1
0
1
0
0
0
0
1
0
0
4
$80,000.00
$0.00
$700,000.00
$0.00
$10,000.00
$0.00
$0.00
$0.00
$0.00
$50,000.00
$0.00
$0.00
$840,000.00
Commercial
No. of
Permit
s
Value
0
0
0
0
0
0
0
0
2
1
0
0
3
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$926,000.00
$250,000.00
$0.00
$0.00
$1,176,000
Temp. Structure
No. of
Permits
0
0
0
0
0
2
4
0
0
0
1
0
7
Value
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
Sewage
No. of
Permits
2
0
2
1
5
2
4
5
4
1
2
3
31
Temp. Structure
No. of
Permits
Value
$150,750.00
$8,500.00
$0.00
$15,500.00
$6,000.00
$41,140.00
$31,000.00
$26,000.00
$60,700.00
$30,000.00
$9,000.00
$10,000.00
$22,500.00
$260,340.00
Sewage
No. of
Permits
0
1 $140,000.00
0
0
1
$3,500.00
3
2
$3,750.00
1
1
$3,500.00
0
$0.00
0
$0.00
9
Value
Value
1
0
2
1
6
6
7
4
4
5
5
0
41
10,000
15,500
9,500
40,050
50,500
61,000
40,400
32,000
38,500
52,500
$349,950.00
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Report
To:
From:
Date:
Subject:
Mayor and Council
Luke Desjardins
January 13, 2016
Application for Consent B134/13
Recommendation
That Application for Consent B134/13 be granted on the following conditions:
1- That the applicant provide legal confirmation that the existing Windy Point Side Road private
road agreement would apply to the proposed severed lands. If required, the existing private
road agreement be modified to include the severed lands.
2 - That the proposed severed lands be rezoned from the Rural (RU) Zone to the Limited Service
Residential (LSR) Zone to recognize that access is by a private road.
3 - That a development agreement be established to implement the recommendations of the
Environmental Impact Study (EIS).
Background
The subject lands are located in part of Lot 1, Concession 1, in the geographic Township of
Bagot, and are 10 hectares in area. The subject lands have water frontage on White Lake and
are accessed by Windy Point Side Road, a private road.
Birgit Clubb, Debra Baird, and Sandra Clubb applied for the creation of a new 1.65 hectare
residential lot, together with a right-of-way for access. The retained lands would be 8.3
hectares in area. A cottage is proposed for the severed lands and no buildings are proposed for
the retained lands.
Discussion
The severed lands are adjacent to the White Lake Wetlands life science Area of Natural and
Scientific Interest (ANSI). Lands adjacent to a life science ANSI are defined as those lands within
120 metres of the ANSI.
Under section 2.1.6 of the Provincial Policy Statement (PPS) and section 2.2(8)(b) of the Official
Plan, development and site alteration shall not be permitted on lands adjacent to an ANSI unless
it has been demonstrated that the development of the lot will not negatively impact the ANSI.
In response to these requirements, the applicant provided an Environmental Impact Statement
(EIS), prepared by McIntosh Perry Consulting Engineers Ltd. which confirms that the severance
application will have no negative impacts on the White Lake Wetlands ANSI. The EIS was
subsequently provided to the Ministry of Natural Resources and Forestry (MNRF). In a letter
dated September 28, 2015, the MNRF did not object to the proposed severance and confirmed
January 19, 2016 Version 1
Regular Council
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that the activity of severing a property without proposed site disturbance will not contravene
the Endangered Species Act, 2007 (ESA). The MNRF did not indicate any environmental concerns
related to the creation of the proposed lot.
The EIS contained recommendations related to the protection of the ANSI, a nearby walleye
spawning bed, and potential breeding bird habitat. These recommendations can be
implemented through a development agreement with the Township.
People Consulted
None.
Financial Implications
None.
Respectfully Submitted,
Luke Desjardins
Regular Council
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KEYMAP
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Report
To:
From:
Date:
Subject:
Mayor and Council
Victoria Thomas
January 14, 2016
Summer Student Funding Programs
Recommendation
That Council approves staff to apply for a Seasonal Labourer and an Administrative Clerk
summer student position through the Canada Summer Jobs Grant.
Furthermore, that Council approves staff to apply for a Tourism Ambassador summer student
position through the Summer Experience Program.
Background
Canada Summer Jobs Grant
Each year the Federal Government offers the Canada Summer jobs program in order to provide
funding to help employers create summer job opportunities for students. The Canada Summer
Jobs grant funds up to 50% of the minimum hourly wage. In 2015, the Township was successful
in its Canada Summer Job application for assistance in funding an Administrative Clerk summer
student position.
Summer Experience Program
The Summer Experience Program (SEP) is offered by the Government of Ontario and provides
funding to create meaningful summer employment opportunities for students. Successful SEP
applications provide supervised summer student positions that offer experience for students to
develop skills that are career related and transferable to the general labour market. The
maximum funding per position through SEP is $2,875. In 2015, the Township was successful in
its SEP application for assistance in funding a Tourism Ambassador summer student position.
Discussion
Canada Summer Jobs Grant
The Administrative Clerk will report to the Community Affairs Officer and assist in programming
activities at the library, will help to operate the tourist booth and other time will be spent
performing administrative duties in the Township office. The Seasonal Labourer will report to
the Public Works department and will work with the Public Works Department, mainly the
custodian. Seasonal Labourer will report to the Public Works Department.
Summer Experience Program
The Tourism Ambassador will report to the Community Affairs Officer and work 35 hours each
week at the Calabogie Tourist Information Booth. The student will advise visitors on the area's
tourism attractions and answer questions related to Township offerings and activities. The
Regular Council
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Tourism Ambassador will log tourism data, conduct research, and create interesting and
informative tourism related materials for Greater Madawaska. This position will support the
Renfrew-Nipissing-Pembroke local priority of supporting the Tourism sector.
All summer student positions will assist staff at Township summer events such as Canada Day
and Showcase as needed.
People Consulted
CAO
No financial implication at this time.
Victoria Thomas
Regular Council
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Memo
To:
From:
Date:
Subject:
Mayor & Council
Allison Holtzhauer
January 13, 2016
Merit Criteria
In 2015, Council requested Senior Management to develop a criteria that would determine if an
individual is entitled to receive merit.
At a management meeting January 12, 2016 merit criteria was discussed at great length with
input from all Managers.
The benefits of merit were discussed which includes providing incentives to employees and
assisting with staff retention. It was also discussed that merit has some potential shortcomings
and could drive a wedge between staff.
After much discussion the conclusion was that merit should be awarded upon the employee
achieving their goals and objectives. The Manager will need to continually monitor each staff
person's goals and objectives and at year end assess if the goals and objectives have been
completed and to what extent. The Manager will then need to determine the amount of merit
awarded. Furthermore, Managers will be required to document when staff go above and
beyond role. The documentation will include date of the event and an overview of what the
employee accomplished. Managers will also make note of each other and all staff and advise
the corresponding manager.
Allison Holtzhauer
Regular Council
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Report
To:
From:
Date:
Subject:
Mayor and Council
Victoria Thomas
January 13, 2016
Greater Madawaska Strategic Plan
Recommendation
That Council approves staff to contact Queen's School of Business Executive Decision Centre to
facilitate and draft a strategic plan for Greater Madawaska.
Background
At the January 12, 2015 Council meeting staff presented three options to update the strategic
plan for Greater Madawaska, all options included heavy involvement of Council, staff and the
public. The three options included;
1.) A Mayor from a neighbouring Township has offered to conduct research and draft a strategic
plan at a cost of approximately $2,000.
2.) Queen's School of Business Executive Decision Centre - A professional facilitator would lead
strategic planning activities and draft the strategic plan. With the Queen's School of Business,
there is also an option to conduct strategic plan "refresh" sessions each year,at the discretion of
Council, to measure progress and ensure goals and objectives of the plan remain relevant.
Initially, staff reported the cost for this option at $10,000.
Upon further discussion with Queen's School of Business, staff requested that more work be
done by the facilitator in drafting the strategic plan final product (to minimize staff time in
compiling the document) the overall cost estimate changed to $10,700.
3.) Hire a consulting firm to conduct strategic planning activities including a session with Council
and staff, public survey/workshops, and a draft strategic plan document. The cost to hire a
consulting firm is approximately $40,000.
Discussion
Council requested more information on the Queen's School of Business option such a project
timeline, detail on the facilitation process, background on the facilitator, and a breakdown on
cost. Please see attachment for details on the Queen's School of Business Executive Decision
Centre proposal for Greater Madawaska's Strategic Plan.
People Consulted
Regular Council
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Erik Lockhart, Associate Director, Queen's Executive Decision Centre
CAO
The financial Implication for the revised proposal for the Greater Madawaska strategic plan is
$10,700 plus travel and accommodation costs.
Victoria Thomas
Regular Council
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Victoria Thomas
Original December 1, 2015
Revised January 7, 2016
Dear Victoria:
I am pleased to present this proposal to assist the Township of Greater Madawaska in your
planning initiative. Based on our conversation, the Township is aiming to develop a pragmatic
strategy that will guide decision making over the next four years. The challenges are to:
ensure all perspectives are shared; surface the issues and opportunities; develop a vision and
supporting priorities; and generate measurable results. Our process lends itself to meeting
these challenges while also offering a unique and novel approach to strategy development and
consensus building. In fact, we have facilitated planning workshops for over 700 organizations
including, as you know, many community consultations and council sessions.
Attached are the following:
1. Our approach;
2. Cost Estimate;
3. Background on the QEDC and the Facilitators;
4. Relevant project experience.
Core to our facilitation solution is a powerful technology for supporting meetings - Group
Decision Support Software (GDSS). The research and our experience show that this
technology provides a number of important advantages compared to traditional approaches:
 Richness: More ideas can be generated and evaluated in a shorter period of time;
 Discipline: The meeting is better kept on time and on topic;
 Engagement: There is greater and more equal participation by participants;
 Everything gets said: Contentious ideas and opinions can be put forward anonymously;
 Energized group: It is a fun, innovative, pain-free way to focus a team;
 Efficiency: The deliberations and results are automatically captured electronically and
immediately available for review.
I appreciate the opportunity to prepare this and look forward to discussing this with you further
after you have reviewed this. If you have any questions regarding this, or should you desire
additional information, please do not hesitate to call me at 613 533-6681.
Sincerely,
Erik Lockhart
Associate Director
Queen's Executive Decision Centre
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1. Our Approach
Our approach is to use the state of the art GDSS technology and the facilitators of the Queen's
Executive Decision Centre. While we will tailor the process to meet the unique needs of the
Township of Greater Madawaska, this is a suggested time frame to prepare for the sessions.
The major components of our approach are as follows:
I.
ii.
iii.
iv.
v.
Pre-session interview
2 weeks prior
Objectives
Determine the key issues to be addressed;
Clarify roles and responsibilities;
Ensure commitment and participation;
Establish scope, desired outcomes, & timeframes;
Develop workplan to ensure successful session
and post-session next steps are considered.
Survey (electronic & hardcopy)
2-4 weeks prior
Objectives
Gather input from residents;
Questions to be determined;
Provide summary at workshop.
Pre-session Information Package
1 week prior
Objectives
Clarify the purpose of the workshop;
Communicate logistical details to participants;
Distribute pre-session package (map, agenda etc);
Workshop #1-2
tbd (Feb-March)
Objectives
Council and staff: vision, mission, priorities,
performance measures
Community: Gather input on vision, needs,
concerns, priorities
Others to be determined
Summary Report
Objectives
vi.
Meeting proceedings will be available at conclusion
of the workshop;
Final report completed three days after workshop.
Strategy Refresh/follow-up Session 12-18 months after
Objectives
Check progress to date
Mini environmental scan
Adjust priorities as necessary .
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2. Cost Estimate
The following quotation is based on our estimate of work to complete the strategy process and
includes:
• Workshop Design;
• Facilitation;
• Use of the Queen's Executive Decision Centre;
• Setup and take down;
• Associated facilities and facilitators;
• Workshop report
Format:
 Day 1 session with Council and senior staff to confirm vision/mission, set priorities, and
identify performance measures
 Day 2 session with community to get input on vision, needs, concerns, priorities
 Survey to reach out to seasonal and other residents
Cost:
Two sessions @ $4000/workshop
less municipal discount (Madawaska)
$6,200
Electronic Survey
$1,500
Collated Proceedings
$1,500
Draft Strategic Plan report
$1,500
Approximate total cost:
$10,700
Notes:
1. This does not include HST and travel expenses.
2. Collated proceedings. The meeting proceedings are available immediately and a
detailed minutes are emailed within 24 hours of the session.
3. Draft strategic plan report: this document includes the key elements of the plan with
timelines etc. It is not necessarily a “professional graphic designed publishable report”
4. Cancellation fees: 50% less than a week before and 100% less than 3 days before the
scheduled session date.
5. Strategy refresh/update (2017)
$3,100
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3. Background on the QEDC
The Executive Decision Centre was established in 1987 to facilitate executive meetings using
Group Decision Support Software (GDSS). Basically, this process improves on conventional
meetings where people call out ideas and they get recorded on flip charts or whiteboards and
then the moderator uses post-it notes and sticky dots to prioritize. Instead, a question gets
asked and people enter ideas on laptops, all the ideas get shared on a big screen, and can be
merged, themed and moved around as needed. After some discussion about the ideas, the
group can go back to the laptops and vote on the top ideas. The system then collects and
ranks the results at which point the group can then further discuss, and/or take the top ideas
and flesh them out or develop action plans for them (depending on the meeting purpose). The
process is extremely fun, accessible and user-friendly: we have used this with virtually every
type of group and demographic including corporate teams, theatre groups, seniors
associations, Deputy Ministers’, town councils, citizen consultations, and foreign ambassadors.
Over 400 groups in the past five years have used the Centre for the following purposes:
 Strategic Direction & Thinking
 Policy Formulation
 Vision, Mission, Goal Setting
 Focus Groups
 Team Building
 Conflict Resolution
 Resource Allocation
 Process Improvement
 New Product Development
 Sales Account Planning
 Planning and Review
 Employee Satisfaction Surveys
 SWOT Analysis
 Expert Panels
 Training & Development
 Action Planning
Groups using the Centre have found they can quickly and efficiently analyse issues, solve
complex problems, resolve conflicts and arrive at high quality solutions in a more timely and
cost effective fashion than in a conventional meeting. Post-session evaluations indicate the top
benefits of this process are:
 Time savings by getting to the key issues more quickly;
 Simultaneous input allows each panel expert to participate equally generating richer ideas;
 More focused discussions with greater participation;
 More structured, disciplined decision-making; and
 Much more enjoyable because a varied approach creates a focussed, energetic group.
Furthermore, because of the greater involvement of all stakeholders in these meetings, groups
report more empowered participants and greater commitment to ongoing implementation.
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4. Background on Facilitator
Erik Lockhart is the Associate Director of the Queen's Executive Decision Centre. Mr.
Lockhart designs and facilitates meetings using group decision support technology and other
more traditional meeting processes. He has led over 1250 sessions for groups undertaking
strategic plans, community consultations, marketing plans, budgets, competitive analysis,
stakeholder analysis, organization redesign, and focus groups. Mr. Lockhart has also led
sessions on new product development, conflict resolution, team building, and continuous
improvement. He has worked with over 400 different organizations in the private, public and
not for profit sectors. Some of his clients include: Association of Ontario Land Surveyors,
Association of Family Health Teams of Ontario, Bell Canada, Canadian Academy of Recording
Arts and Science, Canadian National Exhibition, Cancer Care Ontario, Capitol Theatre (Port
Hope), Chartright Air Group, City of Mississauga, City of Calgary, City of Ottawa, Canadian
College of Family Physicians, Coca Cola, Community Futures Development Corporation,
Community Health Centres (Ontario), DataMirror, Desire2Learn, Durham Arts Council,
Economic Developer’s Council of Ontario, Golf Canada, Imperial Oil, Industry Canada, Interac,
Ministry of Health and Long Term Care (Ontario), National Defense, Northern Ontario School of
Medicine, Ontario Chamber of Commerce, Ontario College of Family Physicians, Ontario
College of Teachers, Ontario Hospital Association, Ontario Regional Cancer Centres, Public
Health Agency of Canada, Public Safety Canada, Red Cross, Royal College of Physicians and
Surgeons, Rupari Foods, Rx&D (National Pharmaceutical Association), Santa Maria Foods,
Senate of Canada, and numerous Ontario Municipal Councils (elected). He has also worked
with public schools and hearing and sight impaired groups. Mr. Lockhart teaches in the Faculty
of Commerce at Queen's University and facilitates in the Queen's Executive and Public
Executive Programmes. Prior to joining the Executive Decision Centre, Mr. Lockhart was a
management consultant in the Vancouver Office of Andersen Consulting. Mr. Lockhart has
degrees from U.B.C. (BComm) and Queen's University (MBA).
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5. Project Experience
This is a partial list of workshops conducted in the last 24 months:
Strategy session for educational technology company
An Ontario-based company providing technology solutions to the K-12, higher education and
corporate markets invited the QEDC to lead a strategy initiative. The QEDC conducted seven
consultations gathering input from staff and stakeholders on the future direction, current state
and short term priorities. Three of these sessions were conducted using our remote webenabled focus group capability. The results of these sessions then informed a two day senior
leadership retreat. In this session, participants conducted: an environmental scan (trends,
growth opportunities); internal assessment (strengths, weaknesses, strategic gaps); competitive
analysis (emerging players, current and probable strategies); and a positioning assessment.
Based on this, on day 2, the group formulated a five year vision, and priorities for the next 1, 2,
3 years. Action plans developed for each of the year one priorities.
City of Pembroke
The QEDC is currently facilitating a strategic planning project for this City.
In stage one, a
series of consultations were held with the public, staff and management to identify a mission for
the organization, explore the current state of the City (SWOT analysis), agree on priorities of
the City over the next 3-4 years, and develop guiding principles. The results were synthesized
and presented to a Council session. Council then agreed on a mission and four priorities for
the next three years as well as some measurable objectives for each of the priorities over the
remaining term of Council. Four of the above sessions were facilitated face to face and one
session was conducted using our virtual focus group technology. The results were presented at
a community town hall.
Refinements to implementation, a scorecard and resourcing are
currently being made for Council approval.
Northumberland County Strategic Planning
The QEDC was invited to facilitate the development of a four year strategic plan for the County.
In some prework, a draft mission and vision was developed. In the first session, senior
managers from all Departments gathered to conduct an environmental scan, validate the vision
& mission, formulate priorities and brainstorm potential values. These were refined over the
next few weeks. One month later, Council and senior staff gathered to further refine the vision
and mission, validate the environmental scan and develop five key priorities. Objectives were
created for each of the key priorities. The group also agreed on corporate values. In a follow
up session, staff created the actions plans for each of the five priority areas.
Parry Sound Town Council Strategic Planning
The purpose of the session was to develop the building blocks of a strategic plan for the next
four years. Eight councilors and the CAO attended. The group began by brainstorming what
success would look like in the next five years. Then the group conducted an environmental
scan by identifying opportunities and threats. Based on this, five priorities were agreed upon.
Objectives were created for each priority and early wins highlighted.
Golf Canada Museum and Hall of Fame
An advisory group asked the QEDC to lead a session on future viability and options for the
Museum and Hall. Data was presented on attendance, trends in the sector, budget and
resource constraints. The QEDC facilitated the group through a current state assessment, a
visioning charette, and agreed on four short term priorities and three long term options to
consider. Action plans were then created based on an eighteen month decision-making
framework.
Canadian Canoe Museum
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The museum was facing some enormous challenges related to funding, volunteer burnout,
relevance, attendance and marketing. The QEDC facilitated the Board and staff in developing
the major elements of a three year plan. The group began by identifying what the value
proposition of the Museum:
 What we do (products & services);
 Who are our customers / primary target audience;
 What are their needs;
 How we deliver;
 How we make money (what is our business model);
Once this was established, the group created a five year vision of a desired future state. Then
the group conducted a current state analysis by identifying internal strengths and weaknesses
and external opportunities and threats. Based on this, four priorities were agreed upon. Action
plans were created for each priority. The outcome was a set of key initiatives for the next year
with a team established for each initiative. Resource requirements were also identified.
Canadian Academy of Recording Arts and Science
The music industry in Canada is undergoing enormous change. Business models, sponsorship
deals, talent arrangements, international developments, technology advances and structural
consolidation have all contributed to a need for CARAS to reassess its future role and direction.
The QEDC led a session with the CARAS board to develop the initial elements of a strategic
plan for the next five years. The group began by defining a desired future state and creating a
mission statement. Then the group conducted a current state analysis by identifying internal
strengths and weaknesses and external opportunities and threats. The group also highlighted
items that the Academy should STOP focusing on. Based on this, priorities were agreed upon
that fell into two categories: phase 1 (12-18 months) and phase 2 (beyond 18 months). Action
plans were created for phase 1 priorities.
Official Plan Review of Prince Edward County
The QEDC was asked to facilitate a session with County Council to review the purpose of the
Official Plan, prioritize some key issues, and identify related indicators of success and options.
The session began with a briefing on the purpose and background of an official plan. The
group was then presented with 17 key issues and asked to prioritize the most important. The
group agreed on five key issues.
For each of these top issues, the group was asked to
articulate what success would look like over the next 5-10 years (indicators of success). Some
options to address each issue were shared and the group provided feedback and other
potential options.
Official Plan Consultation – Town of Parry Sound
The QEDC facilitated a citizens’ consultation on the Official Plan. The purpose of the session
was to explore potential futures for Parry Sound and confirm whether or not the goals of the
existing Official Plan was still relevant. Participants discussed the following questions:
1. What is your vision for Parry Sound?
2. What makes Parry Sound a special place to live? What do you want to protect?
3. Gaps and Needs: What types of uses or activities are lacking in the Town?
4. Growth. Where should future growth be focused? Where should municipal services be
extended to accommodate this growth?
5. Economic development: How can we expand the economic base of the Town
(opportunities, actions, implementation ideas)?
Rural Township in Eastern Ontario
A municipal government asked the QEDC to help in building a five year strategic plan. In
stage one, three community consultations were held during which citizens were asked for input
on their vision, hopes, concerns and priorities for the future. Other input from the public was
received via surveys and telephone interviews. In stage two, staff focus groups were
conducted gathering input on the current state of municipal operations, key challenges as well
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as future opportunities and priorities. From these consultations, several themes emerged
which then informed a Council and senior staff workshop where the strategy was developed.
The group identified a mission and vision with long term objectives. Six priorities for the next
two years were agreed upon. Staff developed implementation plans with budgets for each of
these priorities. Finally, the group agreed on five guiding principles. The outcome was a ten
page workplan along with a two page summary that can be found at
http://tayvalleytwp.ca/?s=strategic+plan. These are guiding documents that will assist Council
in decision-making on resource allocation, programs and services.
Strategic Planning (Municipality of Trent Hills)
The QEDC was asked to facilitate the development of a pragmatic strategic plan for this
Municipality with three distinct geographic areas (recently amalgamated). In phase one, public
consultations were conducted in each of the three towns asking residents what their ideal
community would look like, what they like about living here, what improvements need to be
made, and what should be the priorities of Council in the next 3 years. In phase two, municipal
employees conducted SWOT analysis of municipal operations.
The results of these
consultations informed phase three - a senior staff strategy session during which the group
developed a draft vision, mission, values and key priorities. In phase four, Council (informed
by the findings so far) developed a vision, values and five key priorities. Measurable outcomes
were identified for each priority. The final phase has staff developing action plans for each of
the five priorities.
City of Ottawa
The City of Ottawa asked the QEDC to conduct ten sectoral focus groups with the following
objectives:
• To assess the current state of the city’s competitive position and the ability for it to ensure
high quality jobs, wealth and investment are retained within and attracted to the city.
• To ensure the strategy ultimately developed is grounded in a clear understanding of the
competitive advantages possessed by, and disadvantages facing, the community.
• To determine what sectors and interests need to be focused on in the strategic plan.
City of Mississauga
The QEDC facilitated six community roundtables with the purpose of getting input and advice
from the broader community on the future of the City. The group explored the following
questions:
1. What is your vision for Mississauga? What would success look like in 2020?
2. What opportunities are there to stimulate new growth, investment and interest in
Mississauga?
3. Implementation: How do we make this happen? Suggest 1-2 things to advance against
each opportunity?
4. What are the future threats or key barriers to economic development and growth in
Mississauga?
The results of these sessions were six driving themes which then shaped a Summit involving
eighty leaders.
City of Calgary Economic Development
The QEDC is facilitating a series of workshops aimed at developing a ten year economic
development strategy.
Called “beyond cowboys and oil”, this initiative seeks input from
multiple stakeholders on innovative strategies and directions to change Calgary’s image and
move beyond a dependence on the energy sector.
Kawartha Lakes Food Action Plan
The QEDC was asked to facilitate a stakeholder consultation to develop some
recommendations and a local food action plan that will provide a roadmap to move forward.
The group heard the results of a BRE food survey, the highlights of the Food Charter and some
Page 40 of 68
other stakeholder input. Based on this, the group identified six emerging themes. Action plans
were created for each theme. These were prioritized and outcomes developed. Finally, the
group discussed potential structures and a path forward.
Prince Edward Island Business and Economic Development
The City of Summerside invited the QEDC to facilitate three focus groups (business sector,
intermediaries, other community leaders) to solicit input and advice from the broader community
on challenges and opportunities associated with economic and business development. The
group explored the following questions:
1. What are our assets and strengths as they relate to local business?
2. What are the barriers and challenges as they relate to local business?
3. Where are the growth opportunities for local business?
4. How can Summerside’s economic development team more effectively support and
assist local businesses in pursuing growth opportunities?
Each session included 12-25 people. The common themes across sessions were identified
resulting in six long term priorities and eight action items for the next year.
City of Edmonton Economic Development
The QEDC facilitated a priority setting process for Edmonton economic development. In stage
one, six sectoral focus groups were held in which participants identified important assets,
critical risks and challenges, key focus areas, and potential action plans. Stage 2 involved
several other stakeholder consultations. From the focus groups, an online survey and the
stakeholder interviews, seven themes emerged. In stage three, over 110 community leaders
gathered at a half day Summit and agreed on key priorities within each theme and quick wins.
Nine priorities emerged and seven quick wins. Lead organizations were identified for each.
Municipal Council and Senior Staff (Port Hope)
The Municipality of Port Hope asked the QEDC to facilitate a one day session to agree on
priorities for the next year and explore longer term direction for the Municipality. The group
began by creating a mission and vision statement. Then the group conducted a current state
analysis by identifying internal strengths and weaknesses and external opportunities and
threats. Based on this, four priorities were agreed upon. Action plans were created for each
priority. In addition, participants were asked to allocate staff resources across the four priority
areas.
Setting a National Health Care Policy
The QEDC facilitated an event with 120 policy and decision making leaders in national health
care. The group identified the core pillars of national policy. These were prioritized into must
have and nice to have components. The top six pillars were then further fleshed out and key
barriers and obstacles identified.
Life Sciences Sector
The aim of this multi stakeholder session was to develop a provincial strategy for the sector.
Over 60 sectoral leaders gathered. The group reviewed the opportunities and challenges in the
sector. Current sector development initiatives were shared. The group then brainstormed
actions and pursuits that made sense to tackle in a multi-lateral way. Over 40 ideas were
generated. These were separated into longer term pursuits and short term wins. Ideas were
prioritized and the group agreed on four long term priorities and six quick wins.
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Report
To:
From:
Date:
Subject:
Mayor and Council
Darryl Wagner
January 11, 2016
Municipal/MNR Forest Fire Management Agreement Renewal
Recommendation
That Council instructs staff to contact MNR to extend the present agreement for a period of five
years.
Background
The agreement is renewed every 5 years and the protection charge rates are subject to yearly
increases determined by MNR.
Discussion
Correspondence was recevied from MNR indicating that the present agreement expires on
March 31, 2016. There will no longer be an expiry date as in the past, but a scheduled review
just prior to March 31, 2021. With the elimination of the expiry date, the renewal and
amendment of agreements can be completed in a timely fashion.
People Consulted
CAO
None at this time.
Darryl Wagner
Regular Council
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Report
To:
From:
Date:
Subject:
Mayor and Council
Darryl Wagner
January 14, 2016
Disposal of Boat
Recommendation
That Council directs the Fire Chief to dispose of boat, motor and trailer as per Policy # 4-06 and
have funds received from sale go back into Fire Fighters Association.
Background
Firefighters from District 1 purchased a boat, motor and trailer. Funds for the purchase came
from donations and the Firefights's Association. As per By-law 11-2014 the Fire Department is
mandated to do shore based rescue only, therefore there is no need for a boat, motor and
trailer.
Discussion
The funds will be used to purchase specialty equipment not budgeted for.
People Consulted
Fire Chief, District 1 Chief, Officers and Firefighters
None
Darryl Wagner
Regular Council
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Report
To:
From:
Date:
Subject:
Mayor and Council
Victoria Thomas
January 14, 2016
Calabogie Winter Carnival February 12-13 2016
Recommendation
That Council approves minors to attend the Calabogie Winter Carnival Community dinner event
scheduled to take place on February 13, 2016.
Background
The Calabogie Winter Carnival is hosted by the Calabogie Recreation Committee. The event
consists of children's and family activities, a sleigh ride, a hockey game, community dinner, and
dance to be held at the Calabogie Community Hall.
Discussion
The dinner is planned to be open to the public (including families) and is scheduled for Saturday
February 13 from 6:00 p.m. - 8:00 p.m. The winter carnival community dinner is being
sponsored by the Calabogie Snowmobile Club with alcohol service provided by the Red Neck
Bistro. Per the Township Alcohol Policy, in order for minors to be admitted to an event where
alcohol is sold, Council must give consent by way of resolution
People Consulted
Kim Rekowski, Chair, Calabogie Recreation Committee
CAO
None at this time.
Victoria Thomas
Regular Council
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December 8 2015
Calabogie and Area Recreation Committee
Monthly Meeting Minutes
Committee Members:
Brian Hunt Council Rep, Jordan Wall, Jeanine Mulvihill, Kim Rekowski, Joanne Leclaire
Janice Stubinsky (absent), Natasha Collier (absent), Julie Kearns (absent), Marni Pratt (absent)
Guests Present,
Tyler Jordan Calabogie Fire Department
Purpose
Area Recreation Planning
Agenda
I.
II.
III.
IV.
Call to Order at 7:00 PM.
Report from Council
Financial Report – sent request for budget still waiting on approvals
Open Issues
1. Winter Functions at Rink (Have the rink issues been resolved? will there be ice?)
2. Plans for Winter Carnival 2016
IX. Next Meeting
Next meeting to be held at the Community Center Calabogie at 7:00 pm February 9 2016
X. Adjournment at 8:15 PM.
Page 59 of 68
Action Items Discussed
January 12 2016
ITEM
Lions Club Paying for Sleigh
Ride
ACTION REQUIRED
Tamatha will present to Lions
for approval. Tamatha was
absent will confirm
BY
Kim Rekowsk
Snowmobile Club/Redneck
Doing a Community Spaghetti
Supper
Bar/Dance
Nothing they are taking charge
of all…but %25 of profit comes
back to Recreation Committee
Redneck Café will be doing the
bar/music by Wildman Kim will
deliver the Alcohol Policy to
Nick at the Redneck Café. If he
has any questions he can talk to
Victoria.
Chris Fleming
Far Parking Lot for Sled Trailers
She is waiting on a reply from
the Public Works.
Looking for Ideas and
Volunteers
Will contact church to see if
they want to do it. If not the
recreation committee will setup
a canteen
Lindsay Wilson volunteered to
create our posters again
Victoria Thomas
Kids Games
Lunch
Posters
Kim Rekowski/Victoria Thomas
Jeanine Mulvihill
Km Rekowski
Kim Rekowski
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Saturday February 13 2016 at the Calabogie Community Center
The following is our schedule:
Kicking off Friday February 12 2016 with Kids Dinner and a Movie Night 6pm
Pizza, Popcorn, Treats and a Movie for ages Under 18
Saturday events as follows:














8am – 10:00am Shanty Breakfast sponsored by the Greater Madawaska Fire
Department
8am- Registration for the Calabogie and District Snowmobile Poker Run sponsored by
Snowmobile Club
10:00-12 noon Horse Drawn Sleigh Ride Sleigh Ride sponsored by Calabogie Lions Club
10:00-12: noon Face Painting by Jean Libby
12:00 Canteen opens with hot dogs, hot chocolate etc.…sponsored by Calabogie and
Area Recreation Committee
12:30-1:30 Kids Crafts Sponsored by Calabogie and Area Recreation Committee
1:30pm-2:30 Canadian Amazement Expert Chris Pilsworth Show for the whole family
sponsored by Linwood Homes and Urban Sports
2:30pm-3:30pm Face Painting by Jean Libby
3-5 Euchre Tournament sponsored by Shooters bar and Grill
3-5 Games for all ages. Sponsored by the Calabogie and Area Recreation Committee
5pm Playing of the Poker Hands to complete the poker run for the Calabogie and Area
Snowmobile Association.
6pm Community Spaghetti Supper- Prepared by Calabogie and District Snowmobile Club
7pm Old Vs Young Road Hockey Game Sponsored by the Calabogie and Area Recreation
committee
8pm-1am Community Dance Sponsored by Redneck Cafe, Calabogie and District
Snowmobile Club and Calabogie and Area Recreation Committee.
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Greater Madawaska Public Library Board
Board Meeting
December 17th, 2015
3:00 p.m.
Library
Present: Terrance Gnesko, Mary Joan Hale, Henny Schaly, Sharon Shalla, Victoria Thomas
Regrets: Marnie Pratt, Wayne Fraser
Minutes
1. Call to order
Meeting called to order at 3:22 p.m. by Terrance Gnesko
2. Approval of the agenda
Additions 8.) School Visits
8.h) Potential New Board Member
8.f) Computer Expense Account
Moved by Terrence Gnesko Seconded by Hennie Schaly
The agenda of December 17, 2015 be approved as amended.
3. Declaration of pecuniary interest
There was no declaration of pecuniary interest by any member present.
4. Approval of previous minutes
Moved by Hennie Schaly
Seconded by Mary-Joan Hale
The minutes of November 12, 2015 of the Greater Madawaska Public Library
Board be accepted as presented.
5. Action Tracking update – Victoria
All action tracking items are all up to date
6. Reports:
a)
Correspondence – none
b)
Chairman’s Report – The CEO Librarian’s report performance review will be
conducted by the Chairman of the Greater Madawaska Public Library Board.
Minutes of December 17, 2015 Greater Madawaska Pubic Library Board Meeting
Page 1
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c)
CEO’s Report
The CEO’s Report for December 2015 be accepted as presented
That the Greater Madawaska Library Board approves staff to purchase all
recommended databases as outlined in the CEO’s Report for December 2015.
Moved by Mary Joan Hale Seconded By Hennie Schaly
d)
Librarian’s Report
The Librarian’s Report for December 2015 be approved as presented.
e)
Treasurer’s Report – Information Item
Moved by Mary Joan Hale
Seconded by Terrence Gnesko
The Library Statement of Expenses for the Period Ending November 30, 2015 be
accepted as information.
f)
Council Update- None.
7. Committee Reports
8. Items to Be Addressed
a)
Exterior Library Signage – Information Item
b)
Culture Talks – Local Session Update - Information Item
c)
Little Free Library – Information item
d)
Draft Meeting Schedule 2016
Moved By Terrence Gnesko Seconded By Mary Joan Hale
That the Meeting Schedule for the Greater Madawaska Public Library Board be
accepted as presented.
Page 2
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e)
School Visits – Discussion Item
f)
Potential New Board Member
Moved By Terrence Gnesko Seconded By Hennie Schaly
That a report be brought forth to Council recommending Trish Fleming become a
Member of the Board for the Greater Madawaska Public Library
10. Date and Time of next Board meeting is Thursday January 14th at 3:00 p.m.
11. Adjournment
The meeting be adjourned at 4:28 p.m.
Chair
________________________
Date: _______________________
Secretary
________________________
Date: _______________________
Page 3
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Page 66 of 68
THE CORPORATION OF THE TOWNSHIP OF GREATER MADAWASKA
BY-LAW 05-2016
Being a By-Law to confirm the proceedings of
The Council of The Corporation of The Township of Greater Madawaska
WHEREAS Section 8 of the Municipal Act, 2001, as amended, provides that a
municipality has the capacity, rights and powers of a natural person for the
purpose of exercising its authority under this or any other Act;
AND WHEREAS Subsection 5(1) of the Municipal Act, 2001, as amended,
provides that the powers of a municipality shall be exercised by its Council;
AND WHEREAS Subsection 5(3) of the Municipal Act, 2001, as amended,
provides that a municipal power, including the municipality’s capacity, rights,
powers and privileges under Section 8 of the Municipal Act 2001, as amended,
shall be exercised by by-law unless the municipality is specifically authorized to
do otherwise;
AND WHEREAS in many cases, action which is taken or authorized to be taken
by the Council does not lend itself to the passage of an individual by-law;
AND WHEREAS the Council of the Corporation of the Township of Greater
Madawaska adopted By-Law No. 50-2015 on October 13, 2015, establishing the
rules of order and procedures for the Council;
AND WHEREAS provision was made in By-Law No. 50-2015 for enactment of a
Confirmatory By-Law at the end of each Regular Meeting to confirm
recommendations and actions approved at that meeting;
AND WHEREAS the Council of the Corporation of the Township of Greater
Madawaska deems it advisable and expedient that the proceedings of this
meeting be confirmed and adopted by by-law;
NOW THEREFORE, THE COUNCIL OF THE CORPORATION OF THE
TOWNSHIP OF GREATER MADAWASKA ENACTS AS FOLLOWS:
1)
THAT the actions of the Council of the Corporation of the Township
of Greater Madawaska at its Regular or Special meeting(s) held on
the date(s) listed below in respect of every report, motion,
resolution, or other action passed and taken by Council, including
the exercise of natural person powers, except where approval of
another authority is required by law or where implementation is
subject to other legislation, are hereby adopted, ratified, and
confirmed as if each report, motion, resolution or other action
was adopted, ratified, and confirmed by a separate by-law.
DATE OF MEETING(S)
January 19, 2016 Regular Council Meeting
2)
THAT where no individual by-law has been or is passed with
respect to the taking of any action authorized in or by the above
mentioned minutes or with respect to the exercise of any powers by
the Township of Greater Madawaska in the above-mentioned
minutes then this by-law shall be deemed for all purposes to be
the by-law required for approving and authorizing and taking of
any action authorized therein and thereby or required for the
exercise of any powers therein by the Township of Greater
Madawaska.
Page 67 of 68
3)
THAT any member of Council who dissented from any action or
proceeding or has abstained from discussion and voting thereon
shall be deemed to have dissented or abstained, as the case may
be, in respect to this By-Law as it applies to such action or
proceeding.
4)
THAT the Mayor or designate and the proper officials of the
Township of Greater Madawaska are hereby authorized and
directed to do all things necessary to give effect to the said actions
or to obtain approvals where required, are to execute all
documents as may be necessary in that behalf, and the CAO or
his/her designate is hereby authorized and directed to affix the
Corporate Seal to all such documents.
READ a first and second time this 19th day of January, 2016
READ a third time and passed this 19th day of January, 2016
____________________________
Glenda McKay
Mayor
__________________________
Allison Holtzhauer
CAO Clerk/Treasurer
Page 68 of 68

Regular Council - 19 Jan 2016 - The Township of Greater Madawaska

Transcription

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