Regular Council - 19 Jan 2016 - The Township of Greater Madawaska
Transcription
Regular Council - 19 Jan 2016 - The Township of Greater Madawaska
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 6.01b.1 Chairperson's Update 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 7.01b.3 Chairperson's Update 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 Page 1 of 68 8.01b.5 Chairperson's Update 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 9.01b.3 Chairperson's Update 10. Economic Development & Technology Department - Council Rep: Wayne Fraser 10.01b.1 Chairperson's Update 11. Community & Health Committee - Council Rep: Glenda McKay 11.01b.1 Chairperson's Update 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 12.01b.2 Chairperson's Update 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 Page 2 of 68 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. Page 3 of 68 Page 4 of 68 Proposed Wind Turbine Project Considerations Presentation to Council, Township of Greater Madawaska January 18, 2016 Page 5 of 68 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 Page 6 of 68 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 Page 7 of 68 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 Page 8 of 68 • 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? Page 9 of 68 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 • Page 10 of 68 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. Page 11 of 68 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 Page 12 of 68 Chairperson’s Update - NOTES Page 13 of 68 Page 14 of 68 Chairperson’s Update - NOTES Page 15 of 68 Page 16 of 68 Chairperson’s Update - NOTES Page 17 of 68 Page 18 of 68 Township of Greater Madawaska 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 Page 19 of 68 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 Page 20 of 68 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 Page 21 of 68 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 January 19, 2016 Version 1 Regular Council Page 22 of 68 Page 23 of 68 KEYMAP Page 24 of 68 Chairperson’s Update - NOTES Page 25 of 68 Page 26 of 68 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 January 19, 2016 Version 1 Regular Council Page 27 of 68 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 Financial Implications No financial implication at this time. Respectfully Submitted, Victoria Thomas January 19, 2016 Version 1 Regular Council Page 28 of 68 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. Respectfully Submitted, Allison Holtzhauer January 19, 2016 Version 1 Regular Council Page 29 of 68 Page 30 of 68 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 January 19, 2016 Version 2 Regular Council Page 31 of 68 Erik Lockhart, Associate Director, Queen's Executive Decision Centre CAO Financial Implications The financial Implication for the revised proposal for the Greater Madawaska strategic plan is $10,700 plus travel and accommodation costs. Respectfully Submitted, Victoria Thomas January 19, 2016 Version 2 Regular Council Page 32 of 68 Victoria Thomas Township of Greater Madawaska 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 Page 33 of 68 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 . Page 34 of 68 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 Page 35 of 68 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. Page 36 of 68 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). Page 37 of 68 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 Page 38 of 68 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 Page 39 of 68 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. Page 41 of 68 Page 42 of 68 Chairperson’s Update - NOTES Page 43 of 68 Page 44 of 68 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 Financial Implications None at this time. Respectfully Submitted, Darryl Wagner January 19, 2016 Version 1 Regular Council Page 45 of 68 Page 46 of 68 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 Financial Implications None Respectfully Submitted, Darryl Wagner January 19, 2016 Version 1 Regular Council Page 47 of 68 Page 48 of 68 Chairperson’s Update - NOTES Page 49 of 68 Page 50 of 68 Chairperson’s Update - NOTES Page 51 of 68 Page 52 of 68 Chairperson’s Update - NOTES Page 53 of 68 Page 54 of 68 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 Financial Implications None at this time. Respectfully Submitted, Victoria Thomas January 19, 2016 Version 1 Regular Council Page 55 of 68 Page 56 of 68 Chairperson’s Update - NOTES Page 57 of 68 Page 58 of 68 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 Page 60 of 68 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. Page 61 of 68 Page 62 of 68 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 Page 63 of 68 c) CEO’s Report Moved by Terrence Gnesko Seconded by Hennie Schaly 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 Moved by Terrence Gnesko Seconded by Hennie Schaly 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. Minutes of December 17, 2015 Greater Madawaska Pubic Library Board Meeting Page 2 Page 64 of 68 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: _______________________ Minutes of December 17, 2015 Greater Madawaska Pubic Library Board Meeting Page 3 Page 65 of 68 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