Agenda Township of Cavan Monaghan Regular Meeting Council Chambers Monday, February 6, :30 a.m.

Transcription

1 Agenda Township of Cavan Monaghan Regular Meeting Council Chambers Monday, February 6, :30 a.m. Members of the gallery are please asked to turn off all electronic devices during Council Meetings Page 1. Open Session 9:30 a.m. 2. Call to Order 3. Disclosure of Pecuniary Interest and the General Nature Thereof 4. Additions/Deletions to Agenda 5. Closed Session 6. Recess 7. Delegations 1:00 p.m Chantelle Held re: 1st Quarter Update for GPAEDC 1:00 p.m. 7.2 Chris Bradley, Director of Public Works, County of Peterborough re: Traffic Calming Alternatives 1:15 p.m. 8. Minutes January 16, 2012 Special Meeting (Strategic Plan) 8.2 January 16, 2012 Regular Meeting 8.3 January 17, 2012 Special Meeting (Budget) 9. Council, Committee and Staff Reports Page 1 of 381

2 Page 9. Council, Committee and Staff Reports Report Finance Water and Sewer Collections (K. Pope) 9.2 Report Finance December 2011 Actual to Budget (K. Pope) 9.3 Report Building Building Permit Activity for December (K. Phillips) 9.4 Report Building Building Permit Activity for 2011 (K. Phillips) 9.5 Report Public Works Withers Waste Management One (1) Year Extension (WH) 9.6 Report Public Works Waste Management By Law (WH) 9.7 Report CAO Corporate Strategic Plan (YH) 9.8 Report ECD Parks and Recreation Master Plan (BW) 9.9 Council/Committee Verbal Reports 10. Recess 11. General Business City of Kawartha Lakes Resolution re: Renewable Energy 11.2 Letter to Firefighter Horner Councillor Todd 12. Correspondence for Action Letter from County of Huron re: Low Frequency Noise 12.2 Letter from Kawartha Conservation re: 2012 Preliminary Budget 12.3 Letter from Royal Canadian Legion re: Support for Trillium Foundation Grant Application 12.4 Letter from Municipality of Arran Elderslie re: Industrial Wind Turbines 12.5 Letter from J. Nocera re: Resignation from Millbrook Valley Trails Steering Committee Page 2 of 381

3 Page 13. Correspondence for Information Letter from AMO re: Ontario Municipal Partnership Fund Allocations Announced 13.2 Letter from Town of Huntsville re: 2012 OSUM Conference & Trade Show 13.3 Letter from AMO re: AMO Watch File January 19, Letter from Town of Gravenhurst re: Support of Private Member's Bill to Pave Certain Highway Shoulders 13.5 Letter from Peterborough Poverty Reduction Network re: Peterborough Poverty Reduction Strategy Report Card 13.6 Letter from MTO and IBI Group re: Peterborough Area & Highway 7 Corridor Project Update, January 2012 (circulated to all members of Council) 13.7 Letter from Northeaster Fire Education Conference re: 14th Annual Fire Education Conference 13.8 Cavan Monaghan Public Library Board Minutes Dec. 13, 2011 (circulated to all members of Council) 13.9 Millbrook Correctional Centre Advisory Committee Minutes Jan. 12, 2012 (circulated to all members of Council) Letter from OGRA Notice of Poll 2012/2013 OGRA Board of Directors Letter from Ministry of Infrastructure re: Places to Grow (circulated to all members of Council) Municipal Heritage Committee Minutes, Sept. 28, 2011, Nov. 28, 2011 and Dec. 7, 2011 (circulated to all members of Council) Letter from Peterborough County City Health Unit January 11, 2012 Meeting Summary Letter from AMO AMO Watch File January 12, Letter from AMO AMO Watch File January 26, Letter from Kawartha Conservation re: Oak Ridges Moraine Watershed Plans Being Finalized (circulated to all members of Council) Page 3 of 381

4 Page 13. Correspondence for Information Letter from Kawartha Conservation re: 9 Environmental Recognition Awards Presented at AGM (circulated to all members of Council) Letter from R. Fowler re: Ontario Property and Environmental Rights Alliance Letter from Oak Ridges Moraine Foundation re: Pursuit of More Provincial Funding Letter from AMO re: Urban Symposium Program Update April 19 & 20, Letter from Steve Elliott re: Millbrook Cavan Historical Society January 2012 Newsletter (circulated to all members of Council) Letter from PRHC Foundation Thank you for donation in honour of Doctor's Appreciation Date Letter from Ministry of Finance re: Release of Ontario Municipal Partnership Fund Allocations for Letter from County of Peterborough re: County of Peterborough 2012 Recognition Awards Program (circulated to all members of Council) Letter from Pitch In Canada re: Pitch In Canada Week April 23 30, Letter from City of Peterborough re: Notice of Complete Application for Zoning By Law Amendment 903 Brealey Drive Letter from Ganaraska Conservation re: Feb. 23, 2012 AGM Letter from Ministry of Citizenship and Immigration re: Newcomer Champion Awards Letter from Ministry of Infrastructure re: New, Consolidated Version of Growth Plan for Greater Golden Horseshoe, Letter from Parks and Recreation Ontario re: 2012 PRO Educational Forum and Trade Show March 27 30, Letter from C. Drost re: Municipal Cultural Planning Conference 2012 (circulated to all members of Council) Letter from Ministry of Citizenship and Immigration re: Lincoln M. Alexander Award 2012 Page 4 of 381

5 Page 14. By-Laws for Approval By Law Number Being a By Law to Provide for the Collection, Removal, and Disposal of Residential Garbage and Other Waste Material for the Township of Cavan Monaghan 15. By-Laws for Review 16. Unfinished Business 17. Notice of Motion 18. Confirming By-Law 18.1 By Law Number Being a By Law to Confirm the Proceedings of the Meeting of the Council of the Township of Cavan Monaghan held on the 6th day of February, Adjournment 20. Upcoming Events/Meetings 20.1 February 7, 2012 Planning Committee Meeting 10:30 a.m. Council Chambers 20.2 February 10, 2012 B.I.A. 8:00 a.m. Committee Room 20.3 February 15, 2012 Cavan Monaghan Library Board 7:00 p.m. Bruce Johnston Branch 20.4 February 21, 2012 Regular Meeting 1:00 p.m. Council Chambers 20.5 February 27, 2012 Millbrook Valley Trails 7:00 p.m. Committee Room 20.6 February 29, 2012 Municipal Heritage Committee 9:00 a.m. Committee Room Any special needs requirements pertaining to accessibility may be directed to the Clerk s Office prior to the meeting. Page 5 of 381

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7 Agriculture & Rural Development o Market Readiness/Community Profile o Local Food Business Retention & Expansion o Holiday Inn Buy Local Model Tourism o 2012 Experience Magazine o Prospecting in Japan, Reciprocal Familiarization Tour o RTO8 Our Favourite Place Manufacturing & Small Business o Growth Sector Forums and Development o BAC Update o BAC Upcoming Events Innovation/Innovation Cluster o Collaborative Water Network o Centre of Excellence for Goat Research & Innovation o Community Innovation Forum W O L F E S T. P E T E R B O R O U G H, O N K 9 J 2 K9 P H O N E : F A X : W W W. M A D E I N P E T E R B O R O U G H. O N. C A Chantelle Held re: 1st Quarter Update for GPAEDC 1:00 p.m. Page 7 of 381

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9 Chris Bradley, Director of Public Works, County of Peterborough re: Traffic Calming Alternatives 1:15 Millbrook-South Cavan & North Cavan Public Schools County Road 10 Traffic Calming Alternatives Page 9 of 381

10 Chris Bradley, Director of Public Works, County of Peterborough re: Traffic Calming Alternatives 1:15 Problem Statement Concerns raised in 2011 with the operating speed of vehicles travelling on County Road 10, for the safety for school children and for pedestrian and vehicular access to schools adjacent to arterial roadway Page 10 of 381

11 Millbrook-South Cavan Public School Chris Bradley, Director of Public Works, County of Peterborough re: Traffic Calming Alternatives 1:15 Urban environment; wide asphalt platform 8.0 m Steep gradient for SB traffic (tendency to coast downhill w/o braking) Grade rise for NB traffic (tendency to accelerate uphill) Two pedestrian crosswalks; one crossing guard at south crossing, no guard at north crossing Deficient roadway signage Page 11 of 381

12 North Cavan Public School Chris Bradley, Director of Public Works, County of Peterborough re: Traffic Calming Alternatives 1:15 Rural environment; standard asphalt platform 7.0 m Flat gradient for traffic with excellent visibility Tendency for higher operating speeds 60km/hr posted speed limit forcing people to break the law due to design characteristics of highway Deficient roadway signage Page 12 of 381

13 Objective Chris Bradley, Director of Public Works, County of Peterborough re: Traffic Calming Alternatives 1:15 To create a roadway environment that promotes the tendency towards slower vehicle operating speeds within school zone areas while utilizing industry standard traffic calming alternatives Page 13 of 381

14 Chris Bradley, Director of Public Works, County of Peterborough re: Traffic Calming Alternatives 1:15 Select Traffic Calming Alternatives - Pavement markings - Texture pavements - Chicanes/curb extensions - Raised intersection - Rumble strips - gateways - Traffic control systems - Flashing beacons - Hi-intensity grade signage - Radar speed signs Page 14 of 381

15 Suggested Alternatives Chris Bradley, Director of Public Works, County of Peterborough re: Traffic Calming Alternatives 1:15 Page 15 of 381 Millbrook-South Cavan School Ahead/Slow Ahead durable pavement markings High intensity yellow school zone signage Pavement narrowing with painted centre median Urban crosswalk pavement markings Eliminate north crosswalk due to liability issues Install signalized pedestrian crossing controls Install radar speed signs North Cavan School Ahead/Slow Ahead durable pavement markings High intensity yellow school zone signage Repost speed limit to 80km/hr for off-school hour periods Install flashing beacons to delineate 60km/hr speed limit during school hour periods

16 Millbrook-South Cavan Public School Chris Bradley, Director of Public Works, County of Peterborough re: Traffic Calming Alternatives 1:15 Page 16 of 381

17 North Cavan Public School Chris Bradley, Director of Public Works, County of Peterborough re: Traffic Calming Alternatives 1:15 Page 17 of 381

18 Chris Bradley, Director of Public Works, County of Peterborough re: Traffic Calming Alternatives 1:15 Next steps Review design concepts at public meetings Review design concepts with Cavan Monaghan PSB March 22, 2012 Present design concepts to County Council April 2012 Prepare County policy for implementation in all school zones Finalize designs with Township staff Installation completion for school start September 2012 Develop work plan Page 18 of 381

19 Chris Bradley, Director of Public Works, County of Peterborough re: Traffic Calming Alternatives 1:15 Questions/comments References: - Wikipedia - Trafficlogix - ITE - City of Victoria - OTM - City of Peterborough - Northumberland County Page 19 of 381

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21 Minutes Township of Cavan Monaghan Special Meeting (Strategic Plan) Council Chambers Monday, January 16, :30 a.m. A Special Meeting of the Township of Cavan Monaghan Council was held in the Council Chambers on Monday, January 16, 2012 at 8:30 a.m. Those members in attendance were: Council Staff John Fallis..Mayor Scott McFadden..Deputy Mayor Tim Belch Councillor (8:37 a.m.) Jim Chaplin Councillor Lynda Todd Councillor Yvette Hurley.C.A.O. Gail Empey..Clerk Karen Ellis Director of Planning Wayne Hancock Director of Public Works Kimberley Pope.Director of Finance/Treasurer Brenda Whitehead..Director of Economic and Community Development Kyle Phillips.Chief Building Official/By- Law Enforcement Officer Nelson Edgerton Manager of Protective Services/Fire Chief Bill Balfour.Deputy Fire Chief 1. Open Session 2. Call to Order Mayor Fallis called the Special Meeting to order at 8:30 a.m. 3. Disclosure of Pecuniary Interest and the General Nature Thereof 4. Delegations Mayor Fallis advised members to disclose any pecuniary interest at this time or as the situation arises. 4.1 Lauren Millier and Nirvana Micoo re: Draft Corporate Strategic Plan 8:30 a.m. Lauren Millier, millierdickinsonblais, was in attendance to review the Draft Corporate Strategic Plan. Ms. Millier reviewed the Purpose of the Plan, Review of the Process, Consultation Input, SWOT Results, Goals, Objectives, and Actions. January 16, 2012 Special Meeting (Strategic Plan) Page 21 of 381

22 January 16, 2012 Page 2 5. Discussion General discussion ensued with questions/comments by Council and Staff regarding Draft Corporate Strategic Plan. Final comments on Draft Corporate Strategic Plan to be submitted to C.A.O. by January 23, S/16/01/12/01 Moved by Chaplin Seconded by Todd That delegation of Lauren Millier, millierdickinsonblais be received. Carried. 6.0 Confirming By-Law 8.1 By-Law Number Being a By-Law to Confirm the Proceedings of the Meeting of the Council of the Township of Cavan Monaghan held on the 16 th day of January, 2012 S/16/01/12/02 Moved by Chaplin Seconded by McFadden That By-Law to Confirm the Proceedings of the Meeting of the Council of the Township of Cavan Monaghan held on the 16th day of January 2012 be read a first, second and third time, passed, signed by the Mayor and Clerk, the Corporate seal attached thereto and numbered By-Law Carried. 7. Adjournment S/16/01/12/03 Moved by McFadden Seconded by Belch That meeting adjourn. Carried. Meeting adjourned at 10:13 a.m. Mayor John Fallis Clerk Gail Empey January 16, 2012 Special Meeting (Strategic Plan) Page 22 of 381

23 January 16, 2012 Page 1 of 12 Minutes Township of Cavan Monaghan Regular Meeting Council Chambers Monday, January 16, :00 p.m. The Regular Meeting of the Cavan Monaghan Council was held in the Council Chambers on Monday, January 16, 2012 at 1:00 p.m. Those members in attendance were: Council John Fallis Mayor Scott McFadden Deputy Mayor Tim Belch Councillor Jim Chaplin Councillor Lynda Todd Councillor Staff Yvette Hurley C.A.O. Gail Empey Clerk Kimberley Pope Director of Finance/ Treasurer Nancy Davis Deputy Clerk Wayne Hancock Director of Public Works Karen Ellis Director of Planning Kyle Phillips Chief Building Official/ By-Law Enforcement Officer Nelson Edgerton Manager Protective Services/Fire Chief Bill Balfour Deputy Fire Chief Brenda Whitehead Director of Economic & Community Development Open Session Call to Order Mayor Fallis called the Regular Meeting Open Session - to order at 1:00 p.m. 3. Disclosure of Pecuniary Interest and the General Nature Thereof Mayor Fallis advised members to disclose any pecuniary interest at this time or as the situation arises. 4. R/16/01/12/01 Additions/Deletions to Agenda Moved by McFadden Seconded by Chaplin That Item 7.7 be deferred to closed session. Carried. Litigation or Potential Litigation (2 items) Closed Session C.A.O. Personal Matters about Identifiable Individuals (1 Item) Closed Session C.A.O. Township of Cavan Monaghan January 16, 2012 Regular Meeting Page 23 of 381

24 January 16, 2012 Page 2 of 12 R/16/01/12/ Moved by Chaplin Seconded by Belch That agenda of January 16, 2012 be accepted with the abovenoted additions. Carried. Delegations Sergeant Norm Shaw O.P.P. re: Traffic Calming Lights 1:00 p.m. Sergeant Norm Shaw was in attendance to explain the purpose and functioning of traffic calming (radar) signs. R/16/01/12/03 R/16/01/12/04 Moved by Chaplin Seconded by Todd That Township of Cavan Monaghan Council receive report and printed information from Sergeant Norm Shaw, O.P.P., regarding Traffic Calming Lights. Carried. Moved by Todd Seconded by Chaplin That Staff contact Havelock-Belmont-Methuen Police Services Board regarding experience and effectiveness with speed radar signs. Carried. Director of Public Works directed to contact County of Peterborough and Havelock-Belmont-Methuen regarding radar signs Minutes December 5, 2011 Regular Meeting Item 9.5 Report ECD Provincial Economic Transitional Team Update numbering corrected to Item 9.6 instead of Item 9.5. R/16/01/12/ R/16/01/12/ R/16/01/12/07 Moved by Belch Seconded by McFadden That minutes of Regular Meeting held December 5, 2011 be adopted as amended. Carried. December 19, 2011 Regular Meeting Moved by Chaplin Seconded by McFadden That minutes of Regular Meeting held December 19, 2011 be adopted as circulated. Carried. December 20, 2011 Special Meeting Moved by McFadden Seconded by Belch That minutes of Special Meeting held December 20, 2011 be adopted as circulated. Carried. Township of Cavan Monaghan January 16, 2012 Regular Meeting Page 24 of 381

25 January 16, 2012 Page 3 of R/16/01/12/08 Council, Committee and Staff Reports Report Finance Amendment to User Fees and Charges By-Law Moved by Chaplin Seconded by Belch That Council receives for information the Amendment to User Fees and Charges By-Law Report; and That Council approve By-Law Number being a By-Law to Impose and Consolidate User Fees and Charges. Carried. 7.2 R/16/01/12/09 Report Planning Young Severance Application B Moved by Belch Seconded by McFadden That the Township of Cavan Monaghan support the approval of application B if certain conditions are satisfied; and That the completed Municipal Appraisal Form be forwarded to the Peterborough County Land Division Department; and That the following conditions be applied to the approval of application B : i) The payment of $ cash-in-lieu of parkland to the Township; ii) The rezoning of the retained lands to the satisfaction of the Township; and iii) The applicants confirm that the existing dwelling on the severed portion meets the minimum side and rear setback requirements of the Rural Residential (RR) Zone of six (6) metres on the east side and ten (10) metres on the north side. Carried. 7.3 R/16/01/12/10 Report Planning de Wolde Severance Application B Moved by McFadden Seconded by Chaplin That the Township of Cavan Monaghan support the approval of Severance Application B if certain conditions are satisfied: That the completed Municipal Appraisal Form be forwarded to the Peterborough County Land Division Department; and The following conditions be applied to the approval of application B : i. The payment of $ cash-in-lieu of parkland to the Township; ii. The rezoning of the severed lot to the satisfaction of the Township; and iii. The applicants receive approval from the Township for allocation of one (1) water and one (1) wastewater unit to service the severed lot. Carried. Township of Cavan Monaghan January 16, 2012 Regular Meeting Page 25 of 381

26 January 16, 2012 Page 4 of R/16/01/12/11 Report Planning Centre Street Road Widening Assumption By-Law Moved by Chaplin Seconded by McFadden That Township of Cavan Monaghan Council receive Report Number - Planning ; and That By-law No be approved to assume the 3 metre (10 foot) road widening on the south side of Centre Street, described as part 3, Plan 45R in part of Lot 4, North of Concession Line, Registered Plan No. 13 of the Millbrook Ward into the Township s road system. Carried. 7.5 R/16/01/12/12 Report Planning Ontario Inc. Health Unit Agreement Moved by McFadden Seconded by Todd That Report Number Planning be received; and That By-Law No authorizing the Mayor and Clerk to sign the Health Unit Agreement between Ontario Inc., John Dorey and the Township of Cavan Monaghan be approved. Carried. 7.6 R/16/01/12/13 Report ECD King Street Road Closure-Hockey Day in Canada Moved by Belch Seconded by McFadden That Report Number ECD be received; and That Council authorize Staff to apply for a Special Events Road Closure Permit from the County of Peterborough to close King Street (from Union Street to Tupper Street) on February 11, 2012, from 7:30 a.m. to 7:00 p.m. to accommodate a Hockey Day in Canada Event; and That the Township of Cavan Monaghan provide a Certificate of Insurance to the County of Peterborough for the February 11, 2012 Hockey Day in Canada Event. Deputy Mayor McFadden requested a recorded vote. McFadden Yea Todd..Yea Belch..Yea Chaplin..Nay Fallis Yea Carried. 7.7 Report Public Works Approval of Proposal by Triton Engineering Services Limited to Prepare Terms of Reference and Request for Proposal for the Wastewater Treatment Facility Township of Cavan Monaghan January 16, 2012 Regular Meeting Page 26 of 381

27 January 16, 2012 Page 5 of 12 Item 7.7 deferred to closed session. 7.8 R/16/01/12/14 R/16/01/12/15 Report Public Works Introduction of Waste Bag Limits and Bag Tags Moved by McFadden Seconded by Chaplin That Township of Cavan Monaghan Council defer Recommendation #1 of Report Public Works Carried. Moved by McFadden Seconded by Belch That bag tags be issued to all residents of Cavan Monaghan Township, uniquely identified per ward, with 104 bag tags granted for residential and 208 bag tags for commercial per year; and That the cost of the Transfer Station be shared equally across all wards based on assessed value; and That curbside collection continue to be provided for Millbrook and North Monaghan Wards at an additional expense. Carried as amended. R/16/01/12/16 R/16/01/12/17 R/16/01/12/18 R/16/01/12/19 Moved by Todd Seconded by McFadden That motion be amended to add the words following Option C after the word expense. Carried. Moved by McFadden Seconded by Chaplin That additional bag tags can be purchased by residents and commercial owners at a price of $2.25 per bag tag. Carried. Moved by Todd Seconded by Chaplin That leaf and yard waste collection be provided twice yearly to all residents of the municipality and this will include a spring and fall collection. Carried. Moved by Belch Seconded by Todd That the Public Works Department monitor and review the waste program throughout 2012 and report back to Council on further changes in the fall of 2012; and That Staff communicate to ratepayers the details of the new waste management program. Carried. 7.9 R/16/01/12/20 Report Fire Department Motor Vehicle Collision Invoicing Moved by McFadden Seconded by Chaplin That Council for the Township of Cavan Monaghan receive Report Number Fire Department for information; and That any incident that occurs on King s Highways be invoiced to the Ministry of Transportation; and Township of Cavan Monaghan January 16, 2012 Regular Meeting Page 27 of 381

28 January 16, 2012 Page 6 of 12 That Fire Department personnel attempt to retrieve the required information at the scene of the incident; and That Council requests the Ministry of Transportation resolve the issue and have the agreement updated with the inclusion that municipalities receive the reports from their local police services; and That MPP Laurie Scott be copied with the request to the Ministry of Transportation. Carried R/16/01/12/21 R/16/01/12/22 Report C.A.O January January Outstanding Action Moved by McFadden Seconded by Belch That Report Number C.A.O January be received for information. Carried. Moved by Todd Seconded by Belch That Township of Cavan Monaghan Council recess for 10 minutes. Carried. Township of Cavan Monaghan Council recessed at 3:45 p.m R/16/01/12/23 Township of Cavan Monaghan Council reconvened at 3:57 p.m. General Business Discussion of Meetings with Provincial Ministers Wind Turbines, Former Millbrook Correctional Centre, Motor Vehicle Collision Invoicing and Packaging are issues that Township Council Members propose to discuss with Provincial Ministers. Reports from Committees Moved by McFadden Seconded by Chaplin That Township of Cavan Monaghan Council members report verbally on Committees at Regular Meetings. Carried. Councillor Chaplin reported on the AGM of Kawartha Conservation. 9. Correspondence for Action To From Subject 1. Council George Raab Cavan Monaghan and Millbrook Legacy Fund Councillor Todd declared a pecuniary interest on Item 9.1 as member of the Cavan Monaghan and Millbrook Legacy Fund. Township of Cavan Monaghan January 16, 2012 Regular Meeting Page 28 of 381

29 January 16, 2012 Page 7 of 12 Moved by Chaplin That Director of Economic and Community Development be asked for a report on the Cavan Monaghan and Millbrook Legacy Fund request from George Raab. No seconder. Motion Lost. R/16/01/12/24 R/16/01/12/25 Moved by McFadden Seconded by Belch That Township of Cavan Monaghan receive letter from George Raab regarding the Cavan Monaghan and Millbrook Legacy Fund. Carried as amended. Moved by Belch Seconded by Chaplin That resolution be amended by adding the words That Director of Economic and Community Development be asked to draft response to George Raab. Carried. Councillor Todd returned to Council Chambers. 2. Council Township of Carling Bill to Pave Highway Shoulders R/16/01/12/26 Moved by McFadden Seconded by Belch That Township of Cavan Monaghan support resolution from Township of Carling regarding Private Member s Bill to Pave Highway Shoulders. Carried. 3. Council Municipality of Clarington Request for Provincial Regulations Regarding Commercial Fill Operations R/16/01/12/27 Moved by Chaplin Seconded by McFadden That Township of Cavan Monaghan support resolution from Municipality of Clarington regarding request for provincial regulations regarding commercial fill operations; and That copy be forwarded to Ministry of Environment and AMO. Carried. 4. Council Municipality of Clarington Special Provincial Funding to Cover Municipal Deficits R/16/01/12/28 Moved by McFadden Seconded by Belch That Township of Cavan Monaghan receive letter from Municipality of Clarington regarding provincial funding to cover municipal deficits. Carried. Township of Cavan Monaghan January 16, 2012 Regular Meeting Page 29 of 381

30 January 16, 2012 Page 8 of Council Heart & Stroke Foundation of Ontario February Heart & Stroke Month R/16/01/12/29 Moved by Chaplin Seconded by McFadden That Township of Cavan Monaghan proclaim the month of February 2012 be observed as Heart Month in the Township of Cavan Monaghan. Carried. 6. Council Peterborough Northumberland Crime Stoppers Financial Support for 2012 Provincial Crime Stoppers Training Conference in Peterborough R/16/01/12/30 Moved by McFadden Seconded by Belch That Township of Cavan Monaghan receive letter from Peterborough Northumberland Crime Stoppers regarding funding for 2012 Provincial Crime Stoppers Training Conference in Peterborough. Carried. 7. Council Nottawasaga Police Services Board Traffic Enforcement Use of Photo Radar R/16/01/12/31 Moved by Chaplin Seconded by McFadden That Township of Cavan Monaghan receive letter from Nottawasaga Police Services Board regarding use of photo radar for traffic enforcement; and That letter be forwarded to Cavan Monaghan Police Services Board for consideration. Carried. 10. Correspondence for Information * Circulated to all Members of Council To From Subject 1. Council Ewart O Dwyer Change of Law Firm 2. Council Robert E. Howell Fleming Pakenham 3. Council John Ewart Withdrawal as Partner with Howell Fleming 4. Council AMO Watch File Dec. 15, Council AMO Watch File Dec. 22, Council AMO Watch File Jan. 5, Council County of Peterborough New Development Charges By-Law Township of Cavan Monaghan January 16, 2012 Regular Meeting Page 30 of 381

31 January 16, 2012 Page 9 of * Council Cavan Monaghan Public Library Board 9. Council Peterborough County-City Health unit Township of Cavan Monaghan November 22, 2011 Minutes December 14, 2011 Board of Health Meeting Summary 10. Council AMO Court Security and Prisoner Transportation Upload to Start in Council City of Peterborough Notice of Passing of Zoning By-Law 816 Brealey Drive 12. * Council Township of Douro-Dummer Release of Traffic Reports 13. Council Blackstone Public Affairs Group The Canadian Lobbying Guide 14. * Council B.I.A. January 13, 2012 Agenda and Oct. 7, 2011 Minutes 15. Council MPAC Settlement with Ontario Public Service Employees Union (OPSEU) 16. Council FCM Canadian Environmental Sustainability Indicators 17. Council County of Peterborough 2011 Warden s Election 18. Council Town of Aurora Breeding Birds of the Oak Ridges Moraine 1985 to Council Goderich & Area Disaster Relief Committee Thank you 20. * Council Ganaraska Conservation October 20, 2011 Minutes 21. Council AMO AMO Watch File Dec. 1, * Council ORCA Best 1 st Call 23. * Council Ministry of Citizenship and Immigration 24. * Council Millbrook Valley 2012 Volunteer Service Awards Nov. 28, 2011 Minutes Trails Committee 25. Council AMO Waste Diversion Should be Among the Province s Top Environmental Priorities Ontario s Environmental Commissioner s January 16, 2012 Regular Meeting Page 31 of 381

32 January 16, 2012 Page 10 of 12 Annual Report R/16/01/12/32 Moved by Chaplin Seconded by Todd That Township of Cavan Monaghan support letter from Township of Douro-Dummer regarding Release of Traffic Reports; and Further that resolution be forwarded to Ministry of Transportation, AMO and Laurie Scott, M.P.P. Carried. R/16/01/12/33 R/16/01/12/34 Moved by Chaplin Seconded by Belch That any recommendations for 2012 Volunteer Service Awards be forwarded to Director of Economic and Community Development. Carried. Moved by Belch Seconded by Todd That correspondence for information be received. Carried. 11. By-Laws for Approval R/16/01/12/35 By-Law Number Being a By-Law to Amend By-Law Number , as amended, Being a By-Law to Appoint Members of Various Committees and Boards for the Township of Cavan Monaghan By-Law Number Being a By-Law to Assume and Dedicate as a Public Highway, a Road Widening By-Law Being a By-Law to Authorize an Agreement Between Ontario Inc. (Owners), John Dorey (Purchaser) and the Corporation of the Township of Cavan Monaghan (Corporation) By-Law Number Being a By-Law to Execute an Agreement Between The Township of Cavan Monaghan and J.K.R. Realty Limited and The Peterborough Fuel and Transfer Company Limited By-Law Number Being a By-Law to Impose and Consolidate User Fees and Charges Moved by Belch Seconded by Chaplin That By-Law to Amend By-Law Number , as amended, Being a By-Law to Appoint Members of Various Committees and Boards for the Township of Cavan Monaghan, By-Law to Assume and Dedicate as a Public Highway, a Road Widening, By-Law to Authorize an Agreement Between Ontario Inc. (Owners), John Dorey (Purchaser) and the Corporation of the Township of Cavan Monaghan (Corporation), By-Law to Execute an Agreement Between The Township of Cavan Monaghan and J.K.R. Realty Limited and The Peterborough Fuel and Transfer Company Limited and By-Law to Impose and Consolidate User Fees and Charges be given a first, second and third reading, passed, signed by the Mayor and Clerk, the Corporate Seal attached thereto and numbered By-Law Number , By-Law Number , By- Law Number , By-Law Number and By-Law Township of Cavan Monaghan January 16, 2012 Regular Meeting Page 32 of 381

33 January 16, 2012 Page 11 of 12 Number respectively. Carried. 12. By-Laws for Review There were no by-laws for review. 13. Unfinished Business There were no items of Unfinished Business. 14. Notice of Motion There were no Notices of Motion. 15. R/16/01/12/36 Closed Session Moved by McFadden Seconded by Belch That Township of Cavan Monaghan Council move into closed session under Section 239 of the Municipal Act, 2001, as amended, to discuss three matters pertaining to advice that is subject to solicitor/client privilege including communications necessary for that purpose, two items pertaining to litigation or potential litigation, including matters before administrative tribunals, affecting the municipality or local board and one matter pertaining to personal matters about identifiable individuals including municipal or local board employees. Carried. Township of Cavan Monaghan Council moved into closed session at 4:34 p.m. Township of Cavan Monaghan reconvened in the Committee Room at 4:42 p.m. R/16/01/12/37 Moved by McFadden Seconded by Belch That Township of Cavan Monaghan Council rise from closed session. Carried. Township of Cavan Monaghan Council rose from closed session at 6:01 p.m. Township of Cavan Monaghan Council reconvened in the Council Chambers at 6:02 p.m. R/16/01/12/ R/16/01/12/39 Moved by Chaplin Seconded by McFadden That Council for Township of Cavan Monaghan ratify all discussions and decisions undertaken in closed session. Carried. Report Public Works Approval of Proposal by Triton Engineering Services Limited to Prepare Terms of Reference and Request for Proposal for the Wastewater Treatment Facility Moved by Belch Seconded by McFadden That Township of Cavan Monaghan Council approve the proposal from Triton Engineering Services Limited in the amount of $10,200 Township of Cavan Monaghan January 16, 2012 Regular Meeting Page 33 of 381

34 January 16, 2012 Page 12 of 12 plus HST for the preparation of the Terms of Reference and Request for Proposal (RFP) for the expansion of the Wastewater Treatment Facility. Carried Confirming By-Law 16.1 By-Law Number Being a By-Law to Confirm the Proceedings of the Meeting of the Council of the Township of Cavan Monaghan held on the 16 th day of January, 2012 R/16/01/12/40 Moved by Todd Seconded by Chaplin That By-Law to Confirm the Proceedings of the Meeting of the Council of the Township of Cavan Monaghan held on the 16 th day of January, 2012 be given a first, second and third reading, passed, signed by the Mayor and Clerk, the Corporate seal attached thereto and numbered By-Law Number Carried. 17. Adjournment R/16/01/12/41 Moved by Todd Seconded by Chaplin That the meeting adjourn. Carried. Meeting adjourned at 6:05 p.m. Mayor John Fallis Clerk Gail Empey Township of Cavan Monaghan January 16, 2012 Regular Meeting Page 34 of 381

35 Minutes Township of Cavan Monaghan Special Meeting (Budget) Council Chambers Tuesday, January 17, :00 a.m. A Special Meeting of the Township of Cavan Monaghan Council was held in the Council Chambers on Tuesday, January 17, 2012 at 9:00 a.m. Those members in attendance were: Council Staff John Fallis..Mayor Scott McFadden..Deputy Mayor Tim Belch Councillor Jim Chaplin Councillor Lynda Todd Councillor Yvette Hurley.C.A.O. Gail Empey..Clerk Karen Ellis Director of Planning Wayne Hancock Director of Public Works Kimberley Pope.Director of Finance/Treasurer Brenda Whitehead..Director of Economic and Community Development Kyle Phillips.Chief Building Official/By- Law Enforcement Officer Nelson Edgerton Manager of Protective Services/Fire Chief Bill Balfour Deputy Fire Chief 1. Open Session 2. Call to Order Mayor Fallis called the Special Meeting to order at 9:00 a.m. 3. Disclosure of Pecuniary Interest and the General Nature Thereof Mayor Fallis advised members to disclose any pecuniary interest at this time or as the situation arises. 4. Council, Committee and Staff Reports 4.1 Report Finance rd Public Draft Budget Presentation General discussion ensued regarding individual Departmental Budgets. Moved by Todd That a line item be budgeted in 2012 Budget for a solar powered traffic calming speed sign at an approximate cost of $ as explained at Regular Meeting Council January 16, No seconder. Motion Lost. January 17, 2012 Special Meeting (Budget) Page 35 of 381

36 January 17, 2012 Page 2 S/17/01/11/0 1 Moved by Belch Seconded by McFadden That Township of Cavan Monaghan Council recess for 10 minutes. Carried. Township of Cavan Monaghan Council recessed at 10:21 a.m. and reconvened at 10:34 a.m. S/17/01/11/02 Moved by McFadden Seconded by Belch Whereas Staff have been asked to reduce their overall budgets through operating efficiencies; and Whereas Staff and Council have been working towards eliminating the dependence on casino revenues to cover operating expenditures; and Whereas total compensation includes wages, benefits, and all other associated general ledger items specifically associated to members of Council; and Whereas each ward Councillor should be equally compensated; Therefore be it resolved that Council also reduce their overall budget from the 2011 budget by a minimum of 10%, using the following maximum total compensation per member of Council: Mayor - $46,000 Deputy Mayor - $30,000 All 3 Ward Councillors - $26,500 each Moved by Chaplin That resolution be amended by setting total expenses for Deputy Mayor and Ward Councillors at $6,000 each and at $8,000 for the Mayor. Mayor Fallis ruled proposed amendment out of order as fundamentally changes intent of original motion. Deputy Mayor McFadden requested a recorded vote. Belch Yea Todd Nay McFadden.Yea Chaplin..Nay Fallis Yea Carried. S/17/01/11/03 Moved by Todd Seconded by McFadden That Township of Cavan Monaghan Council recess for 10 minutes. Carried. January 17, 2012 Special Meeting (Budget) Page 36 of 381

37 January 17, 2012 Page 3 Township of Cavan Monaghan Council recessed at 12:02 p.m. and reconvened at 12:15 p.m. Moved by Chaplin Seconded by Todd That Township of Cavan Monaghan take $20,000 from 2012 Community Grant Budget of $120,000 and place in a Long Term Reserve for Community Funding, leaving the remaining budget of $100,000 for distribution under the 2012 Community Grants. Motion withdrawn. Moved by Chaplin Seconded by Todd That Township of Cavan Monaghan transfer $20,000 of the 2012 allocated funds from Community Grants to a special interest bearing reserve for the purpose of funding community projects; and Further that the balance of the 2011 Community Grants also be transferred to that fund. Motion Lost. Mayor Fallis stepped down and Deputy Mayor McFadden assumed Chair. Deputy Mayor McFadden stepped down and Mayor Fallis assumed Chair. S/17/01/11/04 S/17/01/11/05 Moved by Chaplin Seconded by Todd That Township of Cavan Monaghan transfer $20,000 from 2012 allocated funds in Community Grants into a Community Funding Reserve. Carried. Moved by Belch Seconded by McFadden That Township of Cavan Monaghan Council receives the 3 rd Public Draft Budget Presentation for discussion and direction from Council; and That Council supports a 3% Residential Tax Rate increase; and That Council supports the 2012 Operating Budget with revisions as directed; and That Council supports the 2012 Capital Budget of $3,702,060. Carried. Moved by Chaplin Seconded by Todd That remaining funds in the 2011 Community Grants be transferred to the General Working Fund. Motion Lost. January 17, 2012 Special Meeting (Budget) Page 37 of 381

38 January 17, 2012 Page 4 S/17/01/11/06 Moved by McFadden Seconded by Todd That Township of Cavan Monaghan accept recommendation that any unspent funds from the 2011 Operating Budget be transferred into the General Working Fund. Carried. 5.0 Confirming By-Law 6.1 By-Law Number Being a By-Law to Confirm the Proceedings of the Meeting of the Council of the Township of Cavan Monaghan held on the 17 th day of January, 2012 S/17/01/11/07 Moved by Belch Seconded by McFadden That By-Law to Confirm the Proceedings of the Meeting of the Council of the Township of Cavan Monaghan held on the 17 th day of January 2012 be read a first, second and third time, passed, signed by the Mayor and Clerk, the Corporate seal attached thereto and numbered By-Law Carried. 7. Adjournment S/17/01/11/08 Moved by Todd Seconded by McFadden That meeting adjourn. Carried. Meeting adjourned at 1:07 p.m. Mayor John Fallis Clerk Gail Empey January 17, 2012 Special Meeting (Budget) Page 38 of 381

39 Regular Council Meeting To: Mayor and Council Date: February 6, 2012 From: Kimberley Pope, Finance Department Report Number: Finance Subject: Water and Sewer Collections Recommendations: 1. That Council receives the Water and Sewer Collections report for information. Overview: As per section 398 (2) of the Municipal Act the Treasurer has the authority to add fees and charges, to the tax roll, for the supply of a public utility. The Financial Control By- Law ( ) authorizes the Director of Finance to write off uncollectable customer receivables. As per the Water & Sewer Accounts Receivable Collection Procedures (Report ) when a customer cannot be located and/or does not respond they are to be forwarded to a collections agency. In December 2011 arrear notices totaling $29, were mailed for accounts in excess of 90 days. A list of outstanding water and sewer accounts is available for Council to review in the Finance Department. Financial Impact: The total arrears of $29, are allocated as follows: $7, Payments received on water & sewer accounts $19, Added to corresponding tax rolls for accounts in arrears $ Write off of accounts deemed uncollectable $2, Transfer to a collections agency Respectfully Submitted by, Reviewed by, Kimberley Pope Director of Finance/Treasurer Yvette Hurley Chief Administrative Officer Report Finance Water and Sewer Collections (K. Pope) Page 39 of 381

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41 Regular Council Meeting To: Mayor and Council Date: February 6, 2012 From: Kimberley Pope, Finance Department Report Number: Finance Subject: December 2011 Actual to Budget Recommendations: 1. That Council receives for information the Actual to Budget Report, for the period of January 1 to December 31, Overview: The purpose of this report is to provide Council with an Actual to Budget Report in relation to the current Operating and Capital budget. This report does not include final year end accruals, Auditors entries and/or transfers to/from reserves. Financial Impact: The following expenditure accounts exceed the current budget < $2,000; Fire Pumper ( ) $ Mount Repair Fire Tanker 5 ( ) $ Tank Leak Finance CMNM Insurance ( ) $ Additional Claims Roads Dodge 1/2 Ton 4-12 ( ) $ No 2011 Budget Fire Non Res Well ( ) $1, Report ECD Millbrook Valley Trails ( ) $ Report ECD Bruce Johnston Library ( ) $ Report Roads Road Hard Top Maintenance ( ) $ Asphalt Inventory Roads Int Dump Plow & Wing ( ) $ Repairs (Linkages) Roads Int Dump Plow & Wing ( ) $ Repairs (Linkages) Roads Rubber Tire Excavator ( ) $ Diagnostic R&M The following expenditure accounts exceed the current budget > $2,000; Fire Fire Hall #2 ( ) $35, Report Roads Plow ( ) $3, Replacement Turbo Roads International Tandem Plow ( ) $3, Tires Roads Moore Drive ( ) $27, Report Roads Construction of Millbrook Sidewalks ( )$19, Report Roads Jones ¼ Line and Bland Line ( ) $6, Report Roads Pre-Engineering ( ) $3, Surveying / Legal The total expenditures for each department remain within the 2011 budget. Report Finance December 2011 Actual to Page 41 of 381 Budget (K. Pope)

42 Attachments: Current Budget Comparison ending December 31, Respectfully Submitted by, Reviewed by, Kimberley Pope Director of Finance/Treasurer Yvette Hurley Chief Administrative Officer Report Finance December 2011 Actual to Budget (K. Pope) Page 42 of 381

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63 Regular Council Meeting To: Mayor and Council Date: February 6, 2012 From: Kyle Phillips - Building Department Report Number: Building Subject: Building Permit Activity for December Recommendations: That Council receive Building Permit Activity Report for information. Overview: Council directed that a monthly report on the activities of the Building Department be submitted to Council for information. Financial Impact: No financial impact at this time. Attachments: 1. Permit Comparison Summary Respectfully Submitted by, Reviewed by, Kyle Phillips, Chief Building Official/ By-Law Enforcement Officer Yvette Hurley, Chief Administrative Officer Report Building Building Permit Activity for December (K. Phillips) Page 63 of 381

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65 Township Of Cavan Monaghan Permit Comparison Summary Issued For Period DEC 1,2011 To DEC 31,2011 Page: 1 Name Type Number Property DAINARD BEVERLEY JOAN Residential Addition LANSDOWNE ST W MCCAMUS ROBERT WILLIAM Agricultural Accessory Bldg WINSLOW QUARTER LINE VAN SCHYNDEL JEFFREY RICHARDNew SFD LARMER LINE MILLBROOK NON PROFIT HOUSINGPlumbing Permit MANOR DR COLP BYRON New SFD CON 7 PT LOT 1 RP 9R282 PART Report Building Building Permit Activity for December (K. Phillips) Page 65 of 381

66 Township Of Cavan Monaghan Permit Comparison Summary Issued For Period DEC 1,2011 To DEC 31,2011 Page: 2 Permit Count Previous Year Fees Value Permit Count Current Year Fees Demolition Permit , Miscellaneous 1 1, , Plumbing Permit Agricultural Accessory Bldg Agricultural Accessory Bldg , New SFD New SFD , Residential Addition Residential Addition Value , , , , Inspection Summary Previous Year Current Year Total Permits Issued: 2 5 Total Dwelling Units Created: 0 2 Total Permit Value: 381, , Total Permit Fees: 1, , Total Compliance Letters Issued: 0 0 Total Compliance Letter Fees: Ward Total Permit Inspections Property Standards Inspections Report Building Building Permit Activity for December (K. Phillips) Page 66 of 381

67 Regular Council Meeting To: Mayor and Council Date: February 6, 2012 From: Kyle Phillips - Building Department Report Number: Building Subject: Building Permit Activity for 2011 Recommendations: That Council receive Building Permit Activity Report for information. Overview: Council directed that a monthly report on the activities of the Building Department be submitted to Council for information. Financial Impact: No financial impact at this time. Attachments: 1. Permit Comparison Summary Respectfully Submitted by, Reviewed by, Kyle Phillips, Chief Building Official/ By-Law Enforcement Officer Yvette Hurley, Chief Administrative Officer Report Building Building Permit Activity for 2011 (K. Phillips) Page 67 of 381

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69 Township Of Cavan Monaghan Permit Comparison Summary Issued For Period JAN 1,2011 To DEC 31,2011 Page: 1 Name Type Number Property PETCH BRIAN EDWARD Residential Addition CARVETH DR CAVAN AGRI SERVICES LTD Commercial COUNTY RD 10 CHAM SHAN TEMPLE CHAM SHAN TEMPLE Accessory Shed Institutional BLAND LINE 15 BLAND LINE PETRIC LENKA ELENA Residential Alteration/Renovation COUNTY RD 10 WELCH LAURIE MARGARET JOHNSTON MARY ELIZABETH Residential Alteration/Renovation Plumbing Permit BROOKSIDE ST 1297 HOOTON DR CATHCART PAUL WILLIAM HAROLDCommercial HIGHWAY 7 RYSKA MARIA Residential Addition DERIET TERANCE MARTEN GRANTSingle Family O'CONNOR MICHAEL JOHN Residential Addition SHERBROOKE ST W 19 VALLEYVIEW DR 7 MAPLEHILL DR ONTARIO INC New SFD HILLVIEW DR SMITH LYNN MARGARET/MITCHELLNew SFD GRAVELLE CHARLENE LORETTA MAHUSSIER DARREN MAURICE SAGE THOMAS LEE REID PAUL WILTON MOORE DAVID JOHN SORICHETTI BROS HOMES INC HUMPHREY BARRY DAVID SORICHETTI BROS HOMES INC CAMPBELL SANDRA LYNN LAROCQUE ROGER EDMOND SORICHETTI BROS HOMES INC HOLMES, TONYA MARIE UNGER PHILIP WILLIAM TEMPLE CHAM SHAN TEMPLE CHAM SHAN CAMERON IAN MALCOLM REGAN TIMOTHY WILLIAM CRANVILLE JANET SUSANNE BOS BRIAN HERMAN VLUG THOMAS BOS BRIAN HERMAN JANES BRIAN DOUGLAS KONIUSZEWSKI ZBIGNIEW Accessory Garage Commercial In Ground Pool Residential Addition Accessory Garage New SFD Solar New SFD Deck Plumbing Permit New SFD New SFD Solar Accessory Shed Accessory Shed New SFD Accessory Shed Accessory Shed Accessory Garage Accessory Garage New SFD In Ground Pool New SFD TAPLEY QUARTER LINE 2585 LANSDOWNE ST W 1430 WORBOY CRT 1 BANK ST N 145 HAYES LINE 435 BLAND LINE 3 HUSTON ST 1057 ROSE CRES 5 HUSTON ST 1478 CEDAR VALLEY RD 2592 SHERBROOKE ST W 1 HUSTON ST 31 SHARPE LINE 1157 DEYELL LINE 775 SKI HILL RD 775 SKI HILL RD 1095 STEWART LINE 840 ZION LINE 989 HUTCHISON DR 691 WHITE BIRCH RD 1581 STEWART LINE 691 WHITE BIRCH RD 239 FALLIS LINE 92 MORTON LINE ARMSTRONG GLEN EDWIN Miscellaneous COUNTY RD 21 ANDERSON ROBB ALLAN Miscellaneous VISSERS JOSEPH ANTHONY MARIAResidential Addition JOHNSTON ARTHUR PETER MCGUINNESS PETER RYSKA MARIA E & W FERGUSON HOLDINGS KNIGHT EDWARD GEORGE Agricultural Accessory Bldg Residential Addition Residential Alteration/Renovation Agricultural Accessory Bldg New SFD VALLEY RD 2207 PRESTON RD 2449 MONCRIEF LINE 1453 FORD DR 1954 SHERBROOKE ST W 180 FALLIS LINE 1278 SYER LINE Report Building Building Permit Activity for 2011 (K. Phillips) Page 69 of 381

70 APPELMAN GERARD JOHN Township Of Cavan Monaghan Permit Comparison Summary Issued For Period JAN 1,2011 To DEC 31,2011 Deck SOMES GEOFFREY MARK LEONARDSolar CALDWELL DAVID GEORGE O'BRIEN DENISE FAUSTINE Residential Addition New SFD MILLBROOK NON PROFIT HOUSINGPlumbing Permit GODJA VASILE New SFD CORA DR 417 SYER LINE 1953 CATHCART CRES 2065 JILL LANE 2 MANOR DR 424 SYER LINE FRY PATRICIA LYNN Commercial COUNTY RD 21 E & W FERGUSON HOLDINGS O'BRIEN DENISE FAUSTINE CONDON JAMES ROBERT FEYEN JULIEN JOHN MAURICE TONG DAVID FOOKSUN Agricultural Accessory Bldg Solar Deck Deck Commercial MILLBROOK NON PROFIT HOUSINGPlumbing Permit CONDON JAMES ROBERT GRAY JASON BALFOUR FORSYTH ROBERT JOHN FORSYTH ROBERT JOHN RANDALL JOHN WAYNE GRUER JENNIFER CLAY JANE ELIZABETH LACKIE ROBERT NEIL KIM MIN SIK SHEDDEN TINA MICHELLE TENNANT, JOYCE MARIE NICHOL BRADLEY DAVID Accessory Shed Deck Deck Accessory Shed In Ground Pool Residential Addition In Ground Pool Accessory Shed Commercial Above Ground Pool Accessory Garage In Ground Pool FALLIS LINE 2065 JILL LANE 1777 DRANOEL RD 7 HUSTON ST 8 KING ST W 2 MANOR DR 1777 DRANOEL RD 1710 ZION LINE 2057 CAMPBELL AVE 2057 CAMPBELL AVE 1560 TAPLEY QUARTER LINE 1178 CARMEL LINE 531 HUTCHISON DR 2036 BROWN LINE 13 TUPPER ST 2005 SHERBROOKE ST W 12 LISA CRT 659 FORD CRES AGNEW ALLAN WALLACE New SFD COUNTY RD 21 GRAHAM CRAIG LAWRENCE SEEMAYER WOLFGANG KNIGHT EDWARD GEORGE Agricultural Accessory Bldg Residential Alteration/Renovation In Ground Pool LARMER LINE 1583 CEDAR VALLEY RD 1278 SYER LINE MANAGEMENT BOARD SECRETARIAT Demolition Permit COUNTY RD 21 VAN LOON RYAN MORGAN Residential Addition COUNTY RD 21 BULMAN KATRINA Deck UEBELHART HUGO WALTER ESTATE Demolition Permit UEBELHART HUGO WALTER ESTATE Demolition Permit DOZOIS LLOYD CLAYTON WILLIAMS JAMES CLIFFORD MATTUCCI PAUL BRIAN GRAY JANE MARIE AUCOIN RANDY GUNTER RICHARD FRANK MCAULEY EDWARD PAUL HONG DONG Deck Solar Deck Residential Alteration/Renovation Solar Accessory Shed Demolition Permit Residential Addition LIQUOR CONTROL BOARD ONTARIOCommercial BLOOM TERRANCE WAYNE Deck UEBELHART HUGO WALTER ESTATE New SFD LISA CRT 1185 CARMEL LINE 1185 CARMEL LINE 22 MAIN ST 2459 WHITTINGTON DR 1526 STEWART LINE 1337 STEWART LINE 1470 SHARPE LINE 282 ZION LINE 272 BLAND LINE 2060 CAMPBELL AVE 4 CENTRE ST 1377 VISTA CRES 1185 CARMEL LINE Page: 2 Report Building Building Permit Activity for 2011 (K. Phillips) Page 70 of 381

71 RENNIE PETER ARTHUR OGILVIE, WILLIAM DOUGLAS KILLIAN CAROL ANNE MARTIGNETTI ENZO SALVADOR EDGER WILLIAM RANDY YOURKEVICH MARK HARRY Township Of Cavan Monaghan Permit Comparison Summary Issued For Period JAN 1,2011 To DEC 31,2011 Deck Residential Alteration/Renovation Commercial New SFD Accessory Garage Deck ANNE ST 2115 PRESTON RD 35 KING ST W JOHNSTON DR 900 CARMEL CRES 1309 HUTCHISON DR ONTARIO LIMITED Industrial WHITTINGTON DR GEROLAMY STEVEN DAVID MCAULEY EDWARD PAUL Accessory Garage Residential Addition TAPLEY QUARTER LINE 272 BLAND LINE ONTARIO INC New SFD MORTON LINE DELANGE EWOUD KORTUN KEITH HISCOX PETER JAMES ANTHONY MORTON BERTHA MAE SEMCHISON SHELLEY COOPER VICTORIA ANNE CLARK JULIA WRIGHTMAN PAUL Accessory Garage Residential Alteration/Renovation Accessory Garage Agricultural Accessory Bldg Residential Alteration/Renovation Accessory Garage Accessory Garage Accessory Garage HIGHWAY 7A 1255 LARMER LINE 2139 PRESTON RD 634 MORTON LINE 2466 QUEEN MARY ST 1573 LARMER LINE 6436 EAGLESON LINE 84 KING ST W CONRAD RICHARD LEONARD Accessory Garage COUNTY RD 10 ARMSTRONG SCOTT ROBERT Deck COUNTY RD 21 BLISS LINDA LEE STAPLES DAVID ROBERT PILATZKIE GILBERT ROBERT CAMPBELL BRETT Accessory Garage New SFD Residential Addition Accessory Garage DAVIS RD TAPLEY 2205 PARKHILL RD W 1410 TAPLEY QUARTER LINE ONTARIO LTD Demolition Permit WILSON LINE KERBER OLAF ANDREWS BARBARA MAY NORTHEY KATHERINE IRENE JOHNSTON SANDRA M F ANDREWS BARBARA MAY DAINARD BEVERLEY JOAN MCCAMUS ROBERT WILLIAM Accessory Garage Accessory Garage Above Ground Pool New SFD Residential Alteration/Renovation Residential Addition VAN SCHYNDEL JEFFREY RICHARDNew SFD Agricultural Accessory Bldg MILLBROOK NON PROFIT HOUSINGPlumbing Permit COLP BYRON New SFD DRANOEL RD 658 LARMER LINE 1748 ZION LINE 788 MORTON LINE 658 LARMER LINE 2470 LANSDOWNE ST W 2111 WINSLOW QUARTER LINE 489 LARMER LINE 2 MANOR DR Page: 3 CON 7 PT LOT 1 RP 9R282 PART Report Building Building Permit Activity for 2011 (K. Phillips) Page 71 of 381

72 Township Of Cavan Monaghan Permit Comparison Summary Issued For Period JAN 1,2011 To DEC 31,2011 Page: 4 Permit Count Previous Year Fees Value Permit Count Current Year Fees Above Ground Pool , Accessory Garage 9 3, , , Accessory Shed 7 2, , , Commercial 6 2, , , Deck , , Demolition Permit , In Ground Pool , Industrial , , Institutional , Miscellaneous 4 2, ,186, Plumbing Permit , Single Family 5 20, , , Woodstove , Value 6, , , , , , , , ,894, , , , Agricultural Accessory Bldg Agricultural Accessory Bldg 5 2, , , New SFD New SFD 17 50, ,735, , Residential Addition Residential Addition 6 3, , , Residential Alteration/Renovation Residential Alteration/Renovation 19 7, , , Solar Panel Installation Solar , ,275, , , , Inspection Summary Previous Year Current Year Total Permits Issued: Total Dwelling Units Created: Total Permit Value: 9,491, ,964, Total Permit Fees: 100, , Total Compliance Letters Issued: 0 0 Total Compliance Letter Fees: Ward Total Permit Inspections Property Standards Inspections Report Building Building Permit Activity for 2011 (K. Phillips) Page 72 of 381

73 Regular Council Meeting To: Mayor and Council Date: February 6, 2012 From: Wayne Hancock, Director of Public Works Report Number: Public Works Subject: Withers Waste Management One (1) Year Extension Recommendations: That Council approve a one (1) year extension of the present contract with Withers Waste Management for curbside collection and bin removal at the Transfer Station from June 3, 2012 until June 3, 2013 at no increase in the cost to the Municipality. Overview: Staff met with the owners of Withers Waste Management to discuss the present contract and a possible one year extension. The attached letter outlines their proposal for this extension for one year with no increase in costs to the Municipality. Withers Waste Management has provided good service to the Township over the past three years and have also been quick to respond to complaints from residents. With the proposed changes to our waste collection program and the introduction of bag tags, we believe that having Withers continue is best as they are aware of all collection routes and the overall program. On an ongoing basis, staff will continue to meet with Withers Waste Management regarding the program and particularly the introduction of bag tags. The contract extension will include curbside collection for the former Millbrook and North Monaghan Wards, leaf and yard waste twice per year for the municipality, and bin pick up at the Transfer Station. Financial Impact: With the extension of this contract for another year, there is no increase in our waste collection cost. Attachments: Letter from Withers Waste Management Report Public Works Withers Waste Management One (1) Year Extension (WH) Page 73 of 381

74 Respectfully Submitted by, Reviewed by, Wayne Hancock Director of Public Works Yvette Hurley Chief Administrative Officer Report Public Works Withers Waste Management One (1) Year Extension (WH) Page 74 of 381

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77 Regular Council Meeting To: Mayor and Council Date: February 6, 2012 From: Wayne Hancock, Director of Public Works Report Number: Public Works Department Subject: Waste Management By-Law Recommendations: 1. That Council adopts By-Law , being a By-Law to provide for the collection, removal and disposal of residential garbage and other waste material for the Township of Cavan Monaghan and that any and all existing By-Laws related to this matter be dissolved. 2. That Council approve bag tags with one color for residential waste and a different color for commercial waste. Overview: The Council of the Township of Cavan Monaghan has recently approved changes to the waste collection program to equalize the cost for taxpayers for the service level they receive. The Waste Management By-Law has been written to reflect these changes. This By-Law will govern the number and size of bags that both residential and commercial can put out each week or take to the transfer station. The By-Law will restrict residential curbside collection to two (2) bags per week pick-up in Millbrook and North Monaghan for residential and four (4) bags per week for commercial. Similarly residents of Cavan ward will be restricted to two (2) bags per week residential. All bags of garbage must have a bag tag whether they are at the curbside and dropped off at the transfer station. All residents will receive 104 bag tags per year for residential waste. Commercial properties will receive 208 bag tags per year for commercial waste. Recyclable materials are not considered waste. Any additional bag tags will have to be purchased for $2.25 per tag. Tags will be sold at the Municipal Office and at several commercial outlets in the Municipality. Staff are also recommending that the residential tags be one color and commercial be a second color. This will allow staff to verify that bags are tagged and differentiate between residential and commercial. Staff are also recommending only one color for residential as it will allow for easier distribution, administration, decrease the costs as well as being more efficient for sales through our commercial outlets to our Residents. Report Public Works Waste Management By Law (WH) Page 77 of 381

78 Also, in reviewing the operation at the Transfer Station, without increasing staff levels, it will be almost impossible for staff to track the number of bags for individual wards. The most important part of the program change to limit the number of bags per week and to ensure the bag tags are being used for all bags. Financial Impact: The estimated cost of the tags for the program including delivery will be $10, There will be additional cost in trying to provide individual colours by ward and great confusion in ensuring they are available at all outlets and that each rsdient receives the right colour. Therefore, the staff are recommending one colour for residential and a second colour only for commercial. Attachments: None at this time. Respectfully Submitted by, Reviewed by, Wayne Hancock Director of Public Works Yvette Hurley Chief Administrative Officer Report Public Works Waste Management By Law (WH) Page 78 of 381

79 Township of Cavan Monaghan By-Law Being a By-Law to Provide for the Collection, Removal, and Disposal of Residential Garbage and Other Waste Material for the Township of Cavan Monaghan. Whereas The Municipal Act S.O. 2001, Chapter 25, as amended, under Section 11 states that a lower tier municipality may provide any service or thing that the municipality considers necessary or desirable for the public subject to the rules set out in Subsection (4); Now Therefore the Municipal Council of the Township of Cavan Monaghan enacts as follows: Definitions Unless the context requires otherwise: 1.1 Bag Tag shall mean a tag or a sticker issued by the Municipality (available upon payment of the applicable fee, as set out in Schedule "A", from the Municipal Office and/or other outlets to be established), to be affixed to any bag or bags of garbage and non-recyclable rubbish put out for curbside collection or taken to the Transfer Station. 1.2 Construction Debris shall mean discarded building material, resulting from the erection, repair, demolition or improvement of buildings, structures or property. 1.3 Container shall mean standard metal or plastic refuse containers with lids or standard garbage bags fastened at the top weighing no more than 30 pounds each. 1.4 Council shall mean the Council of the Township of Cavan Monaghan. 1.5 Garbage shall mean kitchen and house refuse and table cleanings, fruit and vegetable parings, decaying vegetable, fruit and other food matter. Items that cannot be reused, recycled or that are not deemed hazardous waste. 1.6 Household Hazardous Waste shall include but not be limited to automobile fluids, paint or stain, cleaners, pesticides, batteries, fluorescent lights, medications or vitamins, propane tanks, or sharps (needles/lancets). 1.7 Electronic Waste shall mean any old or obsolete electronic equipment that cannot be reused. For example computers, printers, televisions, photocopiers, stereos, telephones, cell phones, cameras, video/cd/dvd/cassette players. This does not include electric items such as vacuum cleaners, kettles, blenders, or microwaves. 1.8 Major Appliances and Large Household Furnishings shall mean all large or bulky household mechanisms and/or other articles actually used in the home (stoves, washers, dryers, chairs, sofas, tables, beds, carpet, etc.) Note: Appliances containing freon will not be accepted at the Transfer Station. 1.9 Municipality shall mean the Township of Cavan Monaghan Non-Collectable Waste shall mean any waste or matter other than garbage and non-recyclable waste and shall include the following: Report Public Works Waste Management By Law (WH) Page 79 of 381

80 1. Manufacturer's or Industrial Waste 2. Any explosive, hazardous or highly combustible material of any nature whatsoever, including ashes 3. Construction debris 4. Scrap metal 5. Sawdust and/or shavings 6. Liquid waste 7. Hay, straw and manure 8. Carcass of any animal 9. Leaves and grass clippings (except special pick ups) 10. Tree Trunks, branches, green bundles greater than 3 feet 11. Major Appliances and/or Large Household Furnishings 12. Any material which has become frozen to the container and cannot be removed by shaking 13. Discarded tires 14. Recyclable Waste 15. Household Hazardous Waste 16. Electronics Waste 17. Medical Sharps Note: Scrap metal and discarded tires (with or without rims) are accepted free of charge at the Township Transfer Station. Household Hazardous Waste, Electronics Waste, and Medical Sharps can be disposed of free of charge at the Peterborough City/County Household Hazardous Waste Depot Non-Recyclable Waste shall mean rags, sweepings, rubber, leather, crockery, shells, clothing, dirt, filth and similar waste material Recyclable Materials shall mean: Accepted recyclable items as per the County of Peterborough Schedule and may change on occasion. Such as: Containers 1. Clear or coloured glass bottles and jars metal lids removed 2. Plastic food and drink containers, tubs and lids 3. Metal pop cans, pie plates and tin foil 4. Metal food and drink cans and tins 5. Empty metal paint cans, lids removed 6. Empty aerosol cans 7. Milk cartons and juice boxes without straws Fibres 8. News/writing paper, magazines, telephone books, envelopes, junk mail and flyers 9. Corrugated cardboard, file folders, construction paper Food boxes (liners removed) 10. Flattened and bundled cardboard 30 x 30 x Clean film plastic, grocery, milk, bread bags Please consult the current County of Peterborough Recycling Guidelines Collector shall mean a contractor or employee of the Municipality identified by the Director of Public Works to carry out the collection and disposal of garbage and non-recyclable waste Township shall mean the Township of Cavan Monaghan. Report Public Works Waste Management By Law (WH) Page 80 of 381

81 Supervision 2.1 The proper collection and disposal of garbage and non-recyclable waste shall be placed under the control of the Director of Public Works who shall be responsible to the Council either directly or through the Chief Administrative Officer as directed by Council. 2.2 In the event of it appearing during the administration of the provisions of this By-Law that there is any matter or thing requiring to be dealt with as to which no provisions have been made or as to which the terms of this By-Law are not clear, or which is in dispute, the Director of Public works is hereby authorized to take such steps as are in his/her judgment advisable and to report the matter at the first opportunity to the Chief Administrative Officer and/or the Township Council. Collection Procedure 3.1 Curbside collections shall be made at all current residential and commercial properties in Millbrook and North Monaghan Wards except for those which are located on roads that are not passable. 3.2 The collection of garbage, where applicable, shall be made once each week from each collection point. Materials set out for collection shall normally be placed on the side of the road as established by the Director of Public Works and/or his/her designate. Materials are to be placed as close as possible to the edge of the road, or at the curb or on the boulevard of a public street in front of or adjacent to the residential or commercial establishment, without obstructing the roadway, sidewalk and/or mail delivery. 1. Where there is a change made to the precise point at which material shall be placed for collection, as determined to be necessary by the Director of Public Works, written notice shall be given to the affected property owner/resident. 3.3 Material for collection shall not be placed on a highway, roadway, or other public property before 6:00 p.m. on the day preceding collection and shall be placed at the prescribed location for collection not later than 7:00 a.m. on the collection day. 3.4 Empty containers as well as all material which the collector refuses must be removed from the highway or from public property by the occupant of the premises from which they came, before 8:00 p.m. on the same day that the garbage is collected or the material refused. 3.5 Collection from: 1. Any residential dwelling shall consist of a total of not more than two (2) bags as defined in Section 1.3, and weighing 30 pounds or less each bag, per collection. Each bag shall have a bag tag affixed where visible to the Collector. 2. Any existing commercial property using municipal service, shall consist of a total of not more than four (4) bags, as defined in Section 1.3, and weighing 30 pounds or less per bag per collection. Each bag shall have a bag tag affixed where visible to the Collector. 3. Additional bag tags may be purchased as per Schedule A. Report Public Works Waste Management By Law (WH) Page 81 of 381

82 3.6 Containers or bags in excess of the limits established in Section 3.5 shall not be collected but may be taken to the Transfer Station if a bag tag issued by the Municipality, as defined in Section 1.1, is affixed thereto. 3.7 Construction debris, major appliances and large household furnishings, recyclable waste and non- collectable waste as described shall not be collected by the Township but may be disposed of by an owner or tenant of land in the Township or his authorized agent at the appropriate location being the Transfer Station, Hazardous Waste Depot, or Peterborough City/County Landfill Site. Charges at the Transfer Station will be assessed according to Schedule "A" attached hereto. 3.8 Any appliances containing freon are not accepted at the Township s Transfer Station. 3.9 Electronics Waste, Household Hazardous Waste and Sharps are banned from disposal with residential or commercial garbage and must be responsibly disposed of at an appropriate facility Recyclable Waste shall be collected throughout the Township by the County of Peterborough on designated days Non-Recyclable Waste may be disposed of by an owner or tenant of land in the Township, or his/her authorized agent, at the Township Transfer Station where charges will be assessed for the use of the site according to Schedule "A" attached hereto Subject to the approval of the Director of Public Works, bag tags may be provided free of charge to an owner or tenant where there are extraordinary circumstances i.e. due to medical requirements or the Adopt-A-Road program Curbside collection of lawn and garden waste will occur once in the spring and once in the fall of each calendar year throughout the Township. Collector s Responsibilities 4.1 The persons employed as Collectors shall follow the established routes and conform to all instructions as set out by the Director of Public Works. The work of each route shall be completed daily and the Collectors shall be courteous and render every reasonable service to the Householders for the proper execution of the work. 4.2 The Collector shall handle all receptacles with due care and after thoroughly removing their contents, shall replace the lids and place them where taken from. The Collector shall not overload any truck nor allow any of the contents to fall therefrom and shall carefully gather up any refuse, which may have been spilled on the ground. 4.3 In no instances shall the Collector be called upon to make collections from any point which, in the opinion of the Director of Public Works, is unreasonably inconvenient or dangerous to any employee, nor shall the Collector be required to remove containers from any point other than that designated by the Director of Public Works, and then only from containers in accordance with the definition provided in Section 1.3 of this By-Law. 4.4 No salvaging of any description shall be conducted either on the collection routes or in and around the disposal area except within the designated Re-Use Centre at the Transfer Station. Report Public Works Waste Management By Law (WH) Page 82 of 381

83 4.5 Where, in the opinion of the Collector, there are reasonable grounds to suspect that there is recyclable waste or non collectable waste, in any garbage bag/container placed for collection, the Collector is authorized to open such bag to ascertain the contents thereof. The Collector has the authority to refuse to collect bags suspected of containing unauthorized contents. Householder s Responsibilities 5.1 Recyclable waste must be separated from garbage and non-recyclable rubbish. 5.2 All garbage and non-recyclable rubbish to be collected by the Township must be placed and kept in bags/containers, which meet with the standards set out in Section 1.3. Containers shall be kept dry and regularly disinfected and shall be maintained in proper order and repair. No containers shall be filled above the top level. 5.3 All garbage and recyclables must be placed out in a manner which is not dangerous to the Collector. 5.4 All garbage and recyclable items must be placed out for collection by 7 a.m. on the appropriate collection day. 5.5 All Household Hazardous Waste and Electronics Waste must be properly disposed of at such locations as the Peterborough City/County Hazardous Waste Depot, private operators or through authorized County events. Prohibitions 6.1 No person shall pick over, interfere with, disturb, remove or scatter any bundle, article or thing placed for removal, in containers or otherwise placed for removal. 6.2 No person shall keep a garbage dump or container for waste material on His/her premises in such a condition or in such a location that the same is a nuisance or emits foul or offensive odors or harbours or attracts rats or other vermin or insects; and the body of any dead animal must be promptly disposed of by the owner thereof, so that the same shall not become a nuisance. Dead animals are not accepted at the Transfer Station. 6.3 No person shall permit garbage, rubbish, recyclable garbage or any other waste material to be blown or dropped from the premises occupied by him on to any roadway or private property in the Township. 6.4 No person shall place, or permit to be placed or remain on or in any street or nature area, any article or thing in the nature of garbage except as herein expressly authorized or as may be authorized by the Director of Public Works. Dumping is strictly prohibited and subject to costs and penalty under Provincial Law. Enforcement and Penalty 7.1 For the purposes of this By-Law, household garbage and non-recyclable waste shall not be collected unless the recyclable waste components have been separated. 7.2 In the event that any section or sections of this By-Law or parts thereof are found by a Court of competent jurisdiction to be invalid or ultra vires, such sections or parts thereof shall be deemed to be severable, with all other sections or parts of this By-Law remaining in full force and effect. Report Public Works Waste Management By Law (WH) Page 83 of 381

84 7.3 Every person who contravenes any of the provisions of this By-Law is guilty of an offence and is liable, upon conviction, to a fine as provided for in the Provincial Offences Act. 7.4 Duplication of the Official Bag Tag as described in section 1.1, without the express written consent of the Township of Cavan Monaghan is a contravention of this By-Law. 7.5 Where any person fails to comply with the requirements or provisions of this By-Law, such matter or thing may be done at such person s expense by the Municipality, and the Municipality may recover expenses therein incurred. Enactment 8.1 That this By-Law shall come into full force April 1st, 2012 immediately upon the passing. 8.2 That any and all former By-Laws with regard to this matter are hereby repealed in their entirety. Read a first, second and third time and finally passed in Open Council this 6th day of February, Mayor John Fallis Clerk Gail Empey Report Public Works Waste Management By Law (WH) Page 84 of 381

85 Schedule "A" To By-Law Schedule of Fees Tipping Fees At the discretion of the Director of Public Works or his/her designate. Volume or Type Loose Garbage and Non- Recyclable Waste Small Furniture Large Furniture or Appliances Special Items (i.e. boats) Rate $ per ½ Ton Truck $ each $ each $ each Construction Debris Shingles (value determined by Transfer Station Supervisor) Drywall Excess Waste Tires and Rims Scrap Metal Bag Tags Bag Tags issued by the Township $10.00 Per Bundle Up to a maximum of $ $ Per ½ Ton Truck $ Per ½ Ton Truck Free Disposal As per Ontario Tire Stewartship Program Free Disposal Rate $ 2.25 each Transfer Station Items for Sale Sale of Blue Box $ 5.00 each Fines All Fines of offences under the Provincial Offences Act will be determined by the courts. Offenders, i.e. dumping, will be charged to the full extend of the Law for costs and penalty. Report Public Works Waste Management By Law (WH) Page 85 of 381

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87 Regular Council Meeting To: Mayor and Council Date: February 6, 2012 From: Yvette Hurley, CAO Report Number: CAO Subject: Corporate Strategic Plan Recommendations: That Council adopt the Corporate Strategic Plan Overview: In June 2011, Council hired Millierdickinsonblais to carry out a Corporate Strategic Plan on behalf of the Township. This would be the first Corporate Strategic Plan carried out which included extensive public input. Council and the Management Team recognize that looking at services and issues in isolation is not the most effective method to manage and grow the Township. The purpose of the Corporate Strategic Plan was to clearly define this community and establish a common vision of what it expects to become in the next few years and beyond. This Plan included public input through the website, surveys and public meetings. It was important to have a Corporate Strategic Plan that included community comments, suggestion and needs, and incorporate those suggestions within the document. The Plan will be a tool to assist Council and Staff in decision making in the future. It provides an action plan of the activities required to get the Township where it wants to go and serve as a measuring stick against which to evaluate decisions to ensure the Township is consistently staying the course in accordance with its adopted vision and mission. Mission Statement The Township of Cavan Monaghan is committed to delivering responsive and cost effective services that provide for the economic, social and environmental well-being of the ratepayers now and into the future. Report CAO Corporate Strategic Plan (YH) Page 87 of 381

88 Vision Statement Cavan Monaghan is a strong, sustainable rural community. We celebrate, protect and promote our unique history and natural heritage, and value the contribution and interests of all ratepayers in the building and prosperous future. With the adoption of this Corporate Strategic Plan Council and Staff will utilize this document as a guide and plan for the future. Thank you to everyone that took the time and participated in this process. Financial Impact: None at this time. Attachment: Corporate Strategic Plan Respectfully Submitted by, Yvette Hurley Chief Administrative Officer Report CAO Corporate Strategic Plan (YH) Page 88 of 381

89 Township of Cavan Monaghan Corporate Strategic Plan February 2012 Report CAO Corporate Strategic Plan (YH) Page 89 of 381

90 Contents 1 Introduction Purpose of the Plan Strategic Planning Process Corporate Mission, Vision and Key Principles Mission Statement Vision Key Principles Goals and Objectives The Context for Change Our Community is Growing Economic Performance Mirrors Province and County Planning for the Future is Underway The Community s Voice Needs, Values and Aspirations SWOT Assessment Strengths Weaknesses Opportunities Threats Corporate Actions for Implementation Plan Monitoring and Reporting Departmental Business Plan Report Cards Corporate Strategic Plan Annual Report Appendix A Key Findings Report Appendix B Community Engagement Summaries Cover Image Courtesy of the Township of Cavan Monaghan 1 Millier Dickinson Blais: Township of Cavan Monaghan Corporate Strategic Plan Final Report Report CAO Corporate Strategic Plan (YH) Page 90 of 381

91 Building our Future Together One of the many initiatives that Council and Staff undertook during our first year was the development of a Corporate Strategic Plan for the Township of Cavan Monaghan. Over the past six months the Community, Staff, and Council have shared ideas and established priorities that will help guide the decision making process for the short, medium and long term, determining what kind of community we will become. We would like to thank everyone for their comments and participation in this process. You helped to clarify the challenges and opportunities that lie before us. By identifying our priorities and planning how to bring them about, we will continue to build a community where we can Have it all. Right here. Mayor John Fallis Township of Cavan Monaghan Members of Council & Administration, Top Row: Left to Right: Councillor Jim Chaplin, Councillor Lynda Todd, Deputy Mayor Scott McFadden, Councillor Tim Belch. Second Row: Left to Right: Gail Empey, Clerk, Mayor John Fallis, Yvette Hurley, CAO. Photo Courtesy of: Township of Cavan Monaghan 2 Millier Dickinson Blais: Township of Cavan Monaghan Corporate Strategic Plan Final Report Report CAO Corporate Strategic Plan (YH) Page 91 of 381

92 1 Introduction Strategic planning is one of the most important tools that a municipality can use to bring together the public, municipal Staff and members of Council in the development of a common vision, direction and goals for a community. It can also function as an accounting mechanism, allowing management and the public to evaluate progress and ensure that the municipality is moving in the right direction. Rather than simply reacting to change, municipalities can examine issues and concerns with the goal to create a community that is sustainable, providing opportunities for business and economic growth, and a healthy lifestyle, while at the same time protecting its social and cultural connections. While community sustainability doesn t necessarily imply growth or expansion, it does imply change. The decisions made, or not made will shape how a community develops and prospers. A Corporate Strategic Plan therefore, builds an overall vision for a community and guides municipal decision making that will move the community towards its desired state. The plan also assists with prioritizing the management and use of the local assets as well as human, financial, physical and environmental resources. 1.1 Purpose of the Plan The Township of Cavan Monaghan has worked hard in recent years to bring together three separate and distinct wards and take advantage of the economies of scale offered by a larger single organization in the delivery of services to the municipality. However, Council and the Township s Senior Management Team recognize that looking at services and issues in isolation is not an effective way to manage the growth and development of the municipality. We need to be ahead of the changes not always reactionary, we need to plan things in advance. -Community Stakeholder Interview In developing a Corporate Strategic Plan, the Township of Cavan Monaghan will set a course for its future. Specifically, the Plan will: Provide structure for mutually accepted goals and a common agenda for moving forward as a community over the next three years; Define the purpose of the community at large and its role in achieving stated goals, and; Balance the aspirations of the community with municipal and local resources. A detailed action plan targets the goals set out in this plan and contributes to the long term vision for the community. It also acts as a measuring stick against which to evaluate decisions that will keep the municipality on course in the coming years. 3 Millier Dickinson Blais: Township of Cavan Monaghan Corporate Strategic Plan Final Report Report CAO Corporate Strategic Plan (YH) Page 92 of 381

93 1.2 Strategic Planning Process In developing a Corporate Strategic Plan consideration has been given to a range of information related to the Township s future growth and development. This has been accomplished, in part through the development of a community profile that addresses the Township s current socio-economic condition and the health of the community, broadly speaking. This provides an understanding of the Township s relative competitive position in the Greater Peterborough Area and the Province as a whole. A detailed narrative is provided in Appendix A Key Findings Report. Consideration has also been given to the Township s Official Plan and the changes in the policy framework that have resulted from its 5 year review. As well, the programming and services that exist within the Township were also considered. A broad based community engagement process was also undertaken. Beginning in July 2011, twenty-five interviews were completed with community and business leaders, economic development stakeholders, Council and Township staff. In addition, the Township hosted two focus groups where approximately 23 people provided their input on the direction and focus for the Township s Corporate Strategic Plan. An online survey that attracted a further 194 residents was also used to collect input from the community. At each point in the strategic planning process participants were asked to identify the assets, opportunities, priorities and vision for the community. A summary is provided in Appendix B. Overall guidance and direction for the creation of the Corporate Strategic Plan was provided by the Chief Administrative Officer with input from the Township s Senior Management Team and Council. Photo Courtesy of: Township of Cavan Monaghan 4 Millier Dickinson Blais: Township of Cavan Monaghan Corporate Strategic Plan Final Report Report CAO Corporate Strategic Plan (YH) Page 93 of 381

94 2 Corporate Mission, Vision and Key Principles Local government operates in a unique environment, in that it is a single organization providing a diverse range of services to both local residents and businesses. Although this is done in the context of today s needs, planning and decision making must be future oriented and forward thinking. For small, rural municipalities like the Township of Cavan Monaghan, municipal services are delivered in the face of ever increasing demands for accountability, improved service delivery and cost management. 2.1 Mission Statement A mission statement captures the reason that the Township of Cavan Monaghan exists, and guides the actions of the Municipality. The Township of Cavan Monaghan is committed to delivering responsive and cost effective services that provide for the economic, social and environmental well-being of our ratepayers now and into the future. 2.2 Vision Based on input from residents, businesses, community organizations, municipal Staff and members of Council, a comprehensive vision was created for the community. Cavan Monaghan is a strong, sustainable rural community. We celebrate, protect and promote our unique history and natural heritage, and value the contribution and interests of all ratepayers in building a prosperous future. 2.3 Key Principles The Township of Cavan Monaghan s Corporate Strategic Plan is premised on conducting municipal business based on key principles that reflect the goals, values and aspirations articulated by the community at large: 5 Millier Dickinson Blais: Township of Cavan Monaghan Corporate Strategic Plan Final Report Report CAO Corporate Strategic Plan (YH) Page 94 of 381

95 1. Operational Performance Excellence Council and Staff will conduct itself in a manner that is affordable to local taxpayers while protecting future generations from being burdened by debts and deficits that they cannot afford. 2. Building a Strong Community Decisions will be made in a balanced, transparent and flexible manner that includes a broad range of interests and perspectives and reflect community values. 3. Growing our Local Economy Community economic development initiatives will be designed to maintain and enhance a healthy community and foster the attraction, retention, and expansion of business to the Township. 4. Respect for our Rural Environment Growth in our community will be sustainable and reflect the rural nature of the Township. Photo Courtesy of: Township of Cavan Monaghan 6 Millier Dickinson Blais: Township of Cavan Monaghan Corporate Strategic Plan Final Report Report CAO Corporate Strategic Plan (YH) Page 95 of 381

96 3 Goals and Objectives The goals and strategic objectives contained in the plan build on the mission, vision and principles established through the strategic planning process. Each goal, which sets the direction of the Township in its day to day operations, is supported by strategic objectives. These objectives are areas where the Township will focus its efforts over the next three years. A number of specific actions will guide the Township in achieving its goals and objectives over the long term and are outlined in detail in Section 7. Goal 1: Strengthen our long term financial planning Strategic Objective: Improved decision making and organizational performance relating to financial management. Goal 2: Provide efficient and sustainable municipal and community infrastructure Strategic Objective: Investment in community infrastructure that reflects our rate of growth and rural nature. Goal 3: Create an environment that supports local business and the attraction of visitors to the community Strategic Objective: A heightened level of business activity in the Township s employment areas. Goal 4: Engage residents and stakeholders in community issues and interests Strategic Objective: Enable greater local awareness and interest in the issues impacting the future of the municipality. Once Council has adopted the Corporate Strategic Plan, the Township will move forward with its implementation. The 2012 budget will take into account the new strategic plan and will incorporate short term actions as appropriate. 7 Millier Dickinson Blais: Township of Cavan Monaghan Corporate Strategic Plan Final Report Report CAO Corporate Strategic Plan (YH) Page 96 of 381

97 4 The Context for Change 4.1 Our Community is Growing As shown in Figure 1, the Township of Cavan Monaghan is located southwest of the City of Peterborough and close to the Greater Toronto Area. While predominantly rural, Cavan Monaghan is a growing community and the community places a high value on the rural landscapes and small town atmosphere that is evident in the wards of Cavan, Millbrook and North Monaghan. With its quality of place, Cavan Monaghan has been a community of choice for an increasing number of families and individuals, as well as creative economy workers. Assets such as the natural environment, cultural amenities and attractions, historic sites and residential properties are attractive features that continue to draw residents and visitors alike. Figure 1: Location Map of Cavan Monaghan Younger families are arriving with fresh ideas you can feel a bit more of a revival in the air. -Community Stakeholder Interview N Source: Ontario Ministry of Municipal Affairs & Housing, Cavan Monaghan currently has a population of 9,235 persons with expectations that this will increase to 12,250 by The changes in population structure in both Cavan Monaghan and the Greater Peterborough Area 1 followed similar trends from 2001 to Within that time period, population growth in Cavan Monaghan was moderate, constrained in part by water and sewer capacity, increasing by only 4.4%, which was 1 Reflects the Statistics Canada definition of Peterborough County 8 Millier Dickinson Blais: Township of Cavan Monaghan Corporate Strategic Plan Final Report Report CAO Corporate Strategic Plan (YH) Page 97 of 381

98 less than the growth experienced by the Greater Peterborough Area and the Province of Ontario. While the Township will remain largely rural in the future, the identification of the City of Peterborough as an urban growth centre, under the Province s Places to Grow Plan requires that the Township of Cavan Monaghan be better prepared to service the growth demands that will emerge locally as a result of a changing regional economy. Based on the 2006 census, the age structure of the population in Cavan Monaghan suggests that the dominant category is persons years of age (Figure 2). This is a slightly older age profile than the Province and the Greater Peterborough Area, as many in this group will be nearing retirement in the coming years. Of interest however, is the youth population, where Cavan Monaghan has a higher percentage of youth in the 0-14 age category than the County. Also, in the age category Cavan Monaghan and the Greater Peterborough Area have a slightly higher population in the age category as compared to the Province. This can likely be attributed to the presence of Trent University in the City of Peterborough. Going forward, an important consideration for the Township will be the provision of services and amenities for these age groups. Figure 2: Age Structure, % 5% 10% 15% 20% 25% 30% 35% Cavan Monaghan Greater Peterborough Area Ontario Source: Derived from Statistics Canada (Census of Population, 2006) by Millier Dickinson Blais Inc. In terms of income data, recent data reveals that Cavan Monaghan s population has a higher percentage of earners in the $60,000+ income bracket than either the Greater Peterborough Area or the Province of Ontario (Figure 3). It is worth noting however, that almost 10% of Cavan Monaghan s population earns between $15,000 and $20,000, which would be considered low income. Further, the average income in Cavan Monaghan in 2005 was $37,157, as opposed to $32,669 in the Greater 2 Statistics Canada age categories have been collapsed for illustration purposes 9 Millier Dickinson Blais: Township of Cavan Monaghan Corporate Strategic Plan Final Report Report CAO Corporate Strategic Plan (YH) Page 98 of 381

99 Peterborough Area, yet slightly below the Provincial average of $38,099. This range of income earners will have an impact on the types of businesses and community services demanded by the community. Figure 3: Total Income, % 18.0% 16.0% 14.0% 12.0% 10.0% 8.0% 6.0% 4.0% 2.0% 0.0% Cavan Monaghan Greater Peterborough Area Ontario Source: Derived from Statistics Canada (Census of Population, 2006) by Millier Dickinson Blais Inc. These socio-economic indicators provide an understanding of the changing nature and character of the Township and the direct impact that these factors can have on the services and amenities that the community will demand from the retail shopping experience, the need for employment opportunities, and the choice of housing and recreational activities. 4.2 Economic Performance Mirrors Province and County Understanding the competitive positioning of Cavan Monaghan is also vital to the development of the Corporate Strategic Plan, as it has direct bearing on the Township s ability to attract residential and employment growth. The Key Findings Report, (Appendix A) details a full competitive analysis and benchmarks Cavan Monaghan against the Greater Peterborough Area and the Province of Ontario. An examination of employment trends in the Township suggests that Manufacturing, Retail Trade, Health Care and Social Assistance, Educational Services and 10 Millier Dickinson Blais: Township of Cavan Monaghan Corporate Strategic Plan Final Report Report CAO Corporate Strategic Plan (YH) Page 99 of 381

100 Construction comprise the top five industry sectors in Cavan Monaghan 3. Figure 4 demonstrates that the Greater Peterborough Area and the Province of Ontario have similar employment concentrations. It is interesting to note that despite being a predominantly rural community, Agriculture, Forestry and Mining comprises only 3.9% of all employment. Figure 4: Employment by Industry, 2006 Greater NAICS Category Cavan Monaghan Peterborough Area Ontario 11 Agriculture, forestry, fishing and hunting 3.9% 2.1% 1.8% 21 Mining and oil and gas extraction 0.3% 0.6% 0.4% 22 Utilities 2.5% 1.4% 0.8% 23 Construction 8.3% 7.4% 5.9% Manufacturing 13.3% 10.8% 13.9% 41 Wholesale trade 4.9% 3.6% 4.7% Retail trade 8.6% 12.7% 11.1% Transportation and warehousing 5.9% 4.0% 4.7% 51 Information and cultural industries 1.7% 2.0% 2.7% 52 Finance and insurance 1.8% 2.7% 4.9% 53 Real estate and rental and leasing 1.0% 1.8% 2.0% 54 Professional, scientific and technical services 5.3% 4.8% 7.3% 55 Management of companies and enterprises 0.2% 0.1% 0.1% 56 Administrative and support, waste mgmt., etc. 4.0% 5.0% 4.9% 61 Educational services 7.9% 8.2% 6.7% 62 Health care and social assistance 11.3% 12.5% 9.4% 71 Arts, entertainment and recreation 3.3% 2.6% 2.2% 72 Accommodation and food services 4.3% 8.1% 6.4% 81 Other services (except public administration) 4.7% 4.8% 4.7% 91 Public administration 6.7% 5.0% 5.4% Source: Derived from Statistics Canada (Census of Population, 2006) by Millier Dickinson Blais Inc. Of note is the change in employment between 2001 and 2006, where employment in Manufacturing and Retail Trade decreased by 5%, and employment in Professional, Scientific and Technical Services increased by 130% and employment in Arts, Entertainment and Recreation increased by 94%. This suggests a shift towards more knowledge-based employment opportunities. While agriculture does not provide substantial employment in the Township, the community has a heritage of family run farm operations and still has a high concentration of economic activity related to agriculture. The 2006 Census of Agriculture recorded 212 farms in Cavan Monaghan, which represents 17.8% of reported farms in Peterborough County. An examination of the types of farms captured by the census reporting suggests that in 2006, approximately 186 are involved in the production of food, as illustrated in Figure 5. Regionally and locally, there is a growing local food movement, supported by initiatives such as 3 Note: Refers to employment by industry. Workers employed in these sectors may not be located in Cavan Monaghan 11 Millier Dickinson Blais: Township of Cavan Monaghan Corporate Strategic Plan Final Report Report CAO Corporate Strategic Plan (YH) Page 100 of 381

101 Kawartha Choice Farm Fresh, Peterborough and District Farmer s Market and the Millbrook Farmer s Market that connect producers to consumers. Figure 5: Approximate total of food producing farms, 2006 Type of Farm Total Farms Reporting Pig 9 Cattle/Calves 101 Sheep and Lamb 8 Goat 8 Bison 2 Deer/Elk 3 Hens/Chickens 30 Vegetables 15 Greenhouse Vegetables 1 Fruit/Berries/Nuts 9 Total 186 Source: Derived from Statistics Canada (Census of Agriculture, 2006) by Millier Dickinson Blais Inc. While dominated by a service economy, Cavan Monaghan also has a strong creative cultural community. The Township has a concentration of people employed in Business, Finance and Administration, as well as Natural & Applied Sciences when compared to the Greater Peterborough Area and even the Province. Looking specifically at creative occupations, Cavan Monaghan is largely on par with the Greater Peterborough Area and Ontario at 28.3%, 31.5% and 34.7%, respectively. This suggests that Cavan Monaghan has a competitive position in the attraction and retention of individuals that work in the creative economy. However, it is worth noting that recent labour statistics indicate that 12% of Cavan Monaghan s population are employed in the community, while 49% travel to the City of Peterborough for employment (Figure 6). Cavan Monaghan residents also commute to Oshawa, Kawartha Lakes, Clarington and Toronto. This suggests that while Cavan Monaghan is attracting creative workers to live, it is not providing employment options that enable them to work in the community. 12 Millier Dickinson Blais: Township of Cavan Monaghan Corporate Strategic Plan Final Report Report CAO Corporate Strategic Plan (YH) Page 101 of 381

102 Figure 6: Cavan Monaghan Population by Place of Work, 2006 Place of Work Total % Total Peterborough % Cavan Monaghan % Oshawa % Kawartha Lakes 265 8% Clarington 135 4% Toronto 120 4% Pickering 75 2% Otonabee-South Monaghan 60 2% Whitby 55 2% Smith-Ennismore-Lakefield 50 1% Vaughan 45 1% Cobourg 45 1% Scugog 35 1% Port Hope 30 1% Markham 30 1% Ajax 20 1% Source: Derived from Statistics Canada (Census of Population, 2006) by Millier Dickinson Blais Inc. A further consideration of the Township s competitive position is the nature of the local business community. Not surprisingly, the local economy is characterized by a high proportion of small businesses, with 66.4% of all businesses employing less than 5 employees. However, the Township also demonstrates the capacity to attract and sustain larger businesses as evidenced by the presence of Nexicom, Kawartha Downs and Sysco among others. While the Township is not a direct competitor to the City of Peterborough, or other more urban communities in the attraction of business and investment, its proximity and access to Highway 115 and the future Highway 407 extension could and should be more effectively leveraged as part of its long term growth and development. 4.3 Planning for the Future is Underway In developing the Corporate Strategic Plan consideration has also been given to the community s existing policy framework and the broad based planning efforts that are underway that have a direct bearing on the overall development and management of the Township in the coming years. A focused review of municipal documents (Figure 7) was conducted to ensure effective alignment between the Township s existing framework for growth, and the direction provided in the Corporate Strategic Plan. A detailed narrative of this review can be found in Appendix A. 13 Millier Dickinson Blais: Township of Cavan Monaghan Corporate Strategic Plan Final Report Report CAO Corporate Strategic Plan (YH) Page 102 of 381

103 Figure 7: Current Planning Framework Township Plan Township of Cavan Monaghan Official Plan Township of Cavan Monaghan Parks and Recreation Master Plan (2011) Master Fire Plan (2010) Cultural Resource Mapping (2011) Trail Master Plan (2010) Roads Needs and Structures Study (2010) Accessibility Plan High Priorities Official Plan update is underway. To be submitted to the County of Peterborough for approval in February (out of 84) high priority recommendations identified for completion within 1-3 years of plan adoption. 11 high priority recommendations slated for completion in 1-3 years. No timeline attached to report recommendations. 3 high priority recommendations for completion in 1-3 years. Overall recommendation: An expenditure of at least $970,000 per year is required to make progress and improve the overall condition of the road network. Annually reviewed and updated with the goal of eliminating barriers to accessibility in the Township. While many of these plans have yet to be adopted by Township Council, they highlight the municipal and community needs over the near to longer term and serve to frame the discussion of how the planning and decision making within the Township is future oriented and progressive in its thinking. Additionally, an update to the Township s Official Plan is underway and a new plan will be submitted to the County of Peterborough in early Objectives for the Official Plan include: The establishment of a balanced relationship between development and the environment by preserving natural features and ecological systems The recognition of agriculture as a primary activity and land use in the Township The protection of land suitable for agriculture from scattered development and land uses unrelated to agriculture The recognition that built heritage, cultural landscapes and archaeological resources contribute to the community s quality of life experience A primary challenge for the Township at this time however, is the lack of detailed implementation plans associated with several master plans and the corresponding lack of understanding of how to manage the competing priorities moving forward. Broadly speaking, the lack of a strategic framework and the mechanisms for effective decision making has hampered the progress of the community on a number of levels and 14 Millier Dickinson Blais: Township of Cavan Monaghan Corporate Strategic Plan Final Report Report CAO Corporate Strategic Plan (YH) Page 103 of 381

104 caused confusion both internally and externally as to the long term plans of the Municipality. On the whole, the Township would benefit from a better understanding of the short, medium and long term priorities of each department, particularly regarding the implementation of master plans. While the existing policy framework in Cavan Monaghan provides a solid foundation on which to initiate the strategic planning process, additional planning is still required to ensure the effective implementation of these plans and the rationalization of resources required for this effort. The development and implementation of a corporate strategic plan will assist with this effort. Township of Cavan Monaghan Municipal Office Photo Courtesy of: Township of Cavan Monaghan 15 Millier Dickinson Blais: Township of Cavan Monaghan Corporate Strategic Plan Final Report Report CAO Corporate Strategic Plan (YH) Page 104 of 381

105 5 The Community s Voice The opinions and perspectives of local residents, business leaders, community stakeholders, politicians and municipal Staff have been taken into consideration in the development of the Corporate Strategic Plan. Community engagement is considered a vital component of the planning process, as it enables a relevant and current assessment of the Township s strengths and weaknesses, and gathers a broader understanding of the needs, values and aspirations of the community as a whole. 5.1 Needs, Values and Aspirations The community was engaged in a variety of ways including one-on-one interviews, focus groups and a community survey that attracted both business owners and residents of the Township. A summary of the community engagement process is found in Appendix B. In all, approximately 250 individuals participated in this process. Throughout the process the community was asked to provide input to a series of questions, with a particular focus on: 1. What is your vision for the community? 2. What constrains the community s ability to achieve this vision? 3. What do you see as the top priorities for the Township over the next three years? 4. What is the Municipality s role in addressing these priorities? Figure 8 illustrates the opinions that emerged as to the perceived needs, values and aspirations of the community. Figure 8: Needs, Values and Aspirations Matrix Needs Values Aspirations A completed Official Plan Community recreation playing fields, trails, additional programming for all demographics and a new recreational centre A community vision and political leadership Investment in municipal infrastructure to manage expected community growth (roads, sewer, water, etc.) Protect, conserve and manage natural and cultural heritage through heritage districts and designations Redevelopment and Revitalization of: downtown Location of the community for economic opportunities; proximity to urban areas Community s heritage and history Natural environment, quiet, beautiful, peaceful rural atmosphere Community organizations Local food: Farmer s Market, community garden Protection of agricultural sector and our natural heritage Community spirit Local volunteers Safety; community policing Maintain the unique history and character of the place Farmland will continue to produce local food that can continue to feed the community The community is a place of environmental sustainability Millbrook is revitalized, developed and vibrant, every store is in good repair There are adequate recreational opportunities Infrastructure is updated and road construction and maintenance are prioritized and acted upon Promotion of heritage and 16 Millier Dickinson Blais: Township of Cavan Monaghan Corporate Strategic Plan Final Report Report CAO Corporate Strategic Plan (YH) Page 105 of 381

106 Needs Values Aspirations Millbrook, Millbrook Correctional Facility site and Needler s Mill Business attraction, generate local employment opportunities, support for small businesses Space and support for artists A volunteer database for community organizations Additional day care & senior services; a weekly shuttle to Peterborough Increase knowledge of what resources are in the community Enhanced marketing: identity Amenities that make it a good place to raise a family Cultural heritage; local artists in the community Recreation for children, families and seniors Community Services: Libraries, community policing and waste management Low taxes Smart development (balance between growth and environment) Being a unique community; not being a bedroom community history and cultural tourism Seniors can live healthy, safe lives because they are advocated for New jobs are created in the community Balanced distribution of OLG funds to enhance the Township Industrial areas are used and have attracted businesses to the area Citizens are actively engaged in beautification projects/gardens/parks, etc. In terms of the priorities for the community over the next three years, the community identified five issues. These issues are listed below according to how frequently they were repeated during the community engagement process. 1. Develop a recreation facility 2. Put in place a smart Official Plan 3. Revitalize downtown Millbrook 4. Maintain and improve Township roads 5. Innovative economic development The Township was cited as having a major role in the implementation of each of these efforts. The exception was the revitalization of downtown Millbrook where the Township was identified as an enabler or partner with business and community groups. Other less frequently identified priorities included keeping taxes low and capitalizing on development in the Fraserville/airport area. In both instances however, the Township was seen as having a major role in moving the priority forward. 17 Millier Dickinson Blais: Township of Cavan Monaghan Corporate Strategic Plan Final Report Report CAO Corporate Strategic Plan (YH) Page 106 of 381

107 6 SWOT Assessment An assessment of Cavan Monaghan s strengths, weaknesses, opportunities and threats (SWOT) is intended to provide an overview of key issues that directly inform the Corporate Strategic Plan. Strengths are the unique factors or assets that provide the community with a current competitive advantage and need to be protected and capitalized upon. Weaknesses are areas of current competitive disadvantage which may require strengthening or repositioning. Opportunities are situations that present the chance for future competitive advantage or community enhancement and directly influence the types of strategies that can be proposed, while threats are external situations that present challenges to a community. This SWOT assessment has been compiled based on background research, recent socio-economic data and the results of the community engagement. 6.1 Strengths It is essential that the Corporate Strategic Plan leverage the unique assets and characteristics of the community in a way that will lead to long-term community and economic sustainability. The following strengths are some of the key elements that can be reinforced through the Corporate Strategic Plan. Prime Location & Strong Transportation Linkages: Cavan Monaghan is strategically located in proximity to larger urban centres such as the City of Peterborough and the Greater Toronto Area. The community is regionally connected by Highway 115, Highway 7 and close to Highway 401. In the coming years, Highway 407 Electronic Toll Route will be extended to reach Highway 115, further connecting Cavan Monaghan to the surrounding community and beyond. As well, the Peterborough Municipal Airport is located within Cavan Monaghan. There is also GO service from Peterborough, with a stop in Cavan Monaghan. The location of Cavan Monaghan and its transportation connectivity is considered a strength that can be leveraged through effective marketing. The spirit of cooperation between individuals, groups and organizations has skyrocketed in the past 5 years. Every opportunity must be used to reinforce this behaviour. -Community Stakeholder Interview A High Quality of Place: Cavan Monaghan has a number of natural and cultural heritage amenities that are considered community strengths. Throughout the community engagement process, one of the strongest themes was the value put on quality of place features that make the community unique. Heritage buildings, clean water, trails, parks and the community s small town, rural atmosphere were all cited as significant differentiating characteristics. Protecting and continually enhancing the high quality of place in Cavan Monaghan was identified as community value. A Strong Sense of Community: One of the key findings from the community engagement process was the strong sense of community that is emerging in Cavan Monaghan. Many community members suggested that despite disagreements that may occur, the broader community will band together over an issue they are 18 Millier Dickinson Blais: Township of Cavan Monaghan Corporate Strategic Plan Final Report Report CAO Corporate Strategic Plan (YH) Page 107 of 381

108 passionate about. This is reflected by the level of volunteerism in the Township, which has traditionally been very high. A Skilled Workforce: The majority of residents in Cavan Monaghan are employed in manufacturing, construction, healthcare and social assistance and educational services occupations. Cavan Monaghan also has a slightly higher percentage of occupations in professional, scientific and technical services (5.3%) than the Greater Peterborough Area (4.8%), which are important knowledge-based occupations. This occupation category has also seen an increase in employment between 2001 and A Concentration of Artists & Creative Occupations: Cavan Monaghan has only a slightly lower concentration of creative occupations at 28.3% than the Greater Peterborough Area (31.5%) and the Province of Ontario (34.7%). This further reinforces the presence of a creative workforce and concentration of cultural activity in the community. The community has suggested that there is a significant concentration of artists in Cavan Monaghan that can be better leveraged for visitor attraction purposes, as some of them are world-renowned. A Robust Agricultural Community: Agriculture is a significant industry in Cavan Monaghan. The Census of Agriculture showed that farms in Cavan Monaghan are producing a wide variety of food, including vegetables, livestock, poultry and fruit. There are also initiatives regionally and locally that work to promote local food consumption such as the Kawartha Choice Farm Fresh, Peterborough District Farmer s Market and the Millbrook Farmer s Market. The community engagement process emphasized the need to protect agricultural land, and more effective promotion of local food initiatives and support for local farmers. Healthy Business Environment: The majority of businesses in Cavan Monaghan are small, home-based businesses. However, there are a number of large employers that play a significant part in the local and regional economy, such as Nexicom. The business environment has been characterized as healthy, and businesses are supported by the Millbrook Business Improvement Area, Chamber of Commerce and the Greater Peterborough Area Economic Development Corporation. The whole Township, but especially Millbrook needs to become more of a destination for people to shop, dine, visit and walk the trails I think it s possible. -Community Stakeholder Interview Quality of Community Services: The community is home to a strong, well-used library system, ranked as the highest quality service provided by the Township in the community survey. This was followed by Fire and Police services ranked as the second highest quality service. Generally, the community suggested that the services available in Cavan Monaghan are of a good quality. 6.2 Weaknesses While the previous section outlined Cavan Monaghan s strengths, this section discusses the weaknesses that constrain the community. It s vital that action is taken to address these barriers to success. 19 Millier Dickinson Blais: Township of Cavan Monaghan Corporate Strategic Plan Final Report Report CAO Corporate Strategic Plan (YH) Page 108 of 381

109 Update to the Official Plan: The 5 year review and update to the Township Official Plan was underway during the development of the Corporate Strategic Plan. Not having an updated policy framework in place to guide growth and development is considered a significant weakness for the Township. During the community engagement process residents of Cavan Monaghan also voiced their frustration with the Official Plan process and considered the lack of an updated Plan as one of the greatest barriers to success for the community. Commuter Out-flow & Limited Employment Opportunities: Recent data suggests that only 12% of Cavan Monaghan residents remain in the Township for employment, with the majority traveling to the City of Peterborough for employment. This also suggests that employment opportunities are limited in Cavan Monaghan, which was a key finding from the community engagement. Generally, residents felt that there were not enough jobs in Cavan Monaghan and that greater employment opportunities were needed locally. Lacking Support for Local Businesses: There are a number of entrepreneurs and small businesses in the community that feel they need additional support by way of grants/loans and local consumer support. Business respondents to the community survey indicated that creating opportunities for existing businesses and investment in small and home-based businesses were the most important factors in the future growth of Cavan Monaghan. The Township was identified as taking a stronger role in supporting local businesses through advertising/marketing. Limited Access to Grant Funding: Community organizations and local businesses suggested that there are very limited local financial resources available in Cavan Monaghan. A lack of grant funding and a lack of knowledge on what types of grants or funds can be utilized by community organizations and businesses was identified as a weakness in Cavan Monaghan. Lacking Retail Opportunities: The limited retail shopping opportunities in Cavan Monaghan have resulted in more people travelling to Peterborough to shop, even for groceries. Downtown Millbrook in particular is not considered the vibrant retail centre that it could be by community members. The buildings throughout the Township, the old farms, the little churches, the heritage houses and buildings in Millbrook should be protected in some way. -Community Stakeholder Interview Perception of Inadequate Recreational Facilities: One of the key findings from the community engagement process was the perception that the Township does not have adequate facilities to meet the recreation, arts and cultural needs of its residents. The survey showed that business owners and community members felt the quality of parks and recreational facilities and services was somewhat low. The community identified the need for more arts and culture programming and state of the art recreational facilities and parks. Lack of Community Services for Senior Citizens, Children and Youth: Another key finding from the community engagement process is the perceived lack of services for seniors, children and youth in the community. The lack of day care services was a significant weakness that was highlighted by community members. 20 Millier Dickinson Blais: Township of Cavan Monaghan Corporate Strategic Plan Final Report Report CAO Corporate Strategic Plan (YH) Page 109 of 381

110 Economic and Community Development Services: The survey suggests that business owners and community members are not satisfied with the level of economic and community development services in Cavan Monaghan. The Need for a Community Vision: Based on the engagement process, community members have suggested that they want to see a vision for the community along with greater political will to make things happen. Effective Marketing and Promotion: The lack of effective marketing and promotion of community assets and local business has contributed to the perception that Cavan Monaghan is not a destination for people. A stronger brand/identity is required to demonstrate why the community is unique. Community Engagement in Decision-making: There was a strong sentiment in the community that the Township needed to engage the community in a more meaningful way in decision-making. There is currently very limited outreach done by the Township, which was viewed by some as a barrier to future success. 6.3 Opportunities There are a number of opportunities in Cavan Monaghan that can be realized through strong community planning, economic development and good governance. The following are some of the opportunities influencing the direction of the Corporate Strategic Plan. Manage Future Growth: According to the community survey, the highest rated factors related to future growth include: community beautification, enhanced recreational facilities and programs for children and youth, enhanced healthcare services, increased number of visitors and tourists to the community, preservation and conservation of the community s natural and cultural environment. Completing the update to the Official Plan was voiced as a significant opportunity to shape the future of the Township and ensure that Cavan Monaghan is a sustainable community. Community Revitalization and Redevelopment: The community engagement process highlighted the revitalization of downtown Millbrook and the redevelopment of the Millbrook Correctional Facility site as high priorities for the Township. The survey also suggested that the redevelopment of the Millbrook Correctional Facility is an opportunity for Cavan Monaghan to differentiate itself from other communities. Artists and musicians in the area and fine artists, and their contribution should be appreciated, and there should be venues for them to bring their art to the community. -Community Stakeholder Interview Increase Investment Potential and Small Business Development: The Peterborough Municipal Airport expansion was viewed as an opportunity to attract and retain businesses in Cavan Monaghan. In addition, the location of the Township and the network of transportation linkages could be better leveraged for business attraction. Creating an enabling environment for small business and entrepreneurs through innovative economic development initiatives was also viewed as an opportunity for Cavan Monaghan. Effectively Leverage Local Assets: Cavan Monaghan is seen as home to a range of assets and experiences that contribute to the community s high quality of life. Efforts 21 Millier Dickinson Blais: Township of Cavan Monaghan Corporate Strategic Plan Final Report Report CAO Corporate Strategic Plan (YH) Page 110 of 381

111 are required to ensure that they are maintained, enhanced and more effectively leveraged to attract a creative workforce, investment, visitors and new residents. The community believed that designating downtown Millbrook as a heritage district would preserve the historic significance and quality of place attributes that make it unique. Throughout Cavan Monaghan, there are a number of artists, who would like to see more exhibition space and promotion of the artist community. A number of business owners who responded to the survey also suggested that Cavan Monaghan can differentiate itself from other communities by leveraging the agricultural industry and building a culture of local food production and consumption. Enhancing Community & Recreation Services: The population in Cavan Monaghan is aging; yet, there is evidence of younger families moving into parts of the community. Future growth of the Township however, may depend on the community and recreation services and amenities that are available. A significant theme during the community engagement process was the need for enhanced recreational and community services for residents of all ages. The desire for a new recreational facility in the community was a primary consideration for most residents. Ongoing Community Engagement: Sharing information and enabling dialogue with all members of the community on a continual basis was highlighted as an opportunity to bridge the perceived gap between the wards in Cavan Monaghan. When asked how the Township can continue to better plan for the future, it was felt that better mechanisms to include residents in Township decision-making were essential. Partnerships & Collaboration: An opportunity to form stronger partnerships and greater collaboration between the community organizations, businesses and the Municipality was an important theme emerging from the community engagement process. Pursuing partnerships to advance community objectives was identified as a method to rally resources for initiatives in Cavan Monaghan. As part of this effort consideration should be given to more effectively engaging the community and stakeholders in the plans and initiatives of the Municipality. 6.4 Threats An important measure in the strategic planning process is how well a Municipality addresses and manages the external threats that can act as barriers to emerging opportunities. The following discussion lays out some of the key threats facing Cavan Monaghan. Projected Growth: The Greater Golden Horseshoe region is slated to experience significant growth pressure, with population projections and Provincial policy in place to manage growth to The population dynamics of the region are out of the control of the Township of Cavan Monaghan, yet the Municipality can ensure that policy is in place and tools are available to manage growth over time. Provincial Regulatory Environment: The Township of Cavan Monaghan has no control over Provincial policy directions. The Municipality is obligated to align local policy direction with legislation such as the Oak Ridges Moraine Conservation Plan 22 Millier Dickinson Blais: Township of Cavan Monaghan Corporate Strategic Plan Final Report Report CAO Corporate Strategic Plan (YH) Page 111 of 381

112 and the Provincial Policy Statements. Working within the Provincial policy framework can challenge local planning and development decisions in Cavan Monaghan. Ownership of the Millbrook Correctional Facility: While the redevelopment of the Millbrook Correctional Facility has been identified by the community as a priority area for Cavan Monaghan, this site is not under the control of the Municipality as it is owned by the Ontario Realty Corporation. Until the Phase II Environmental Site Assessment (EA) 4 for the property is complete, the Township will have limited influence on the timing of any future use of the site. Downtown Millbrook Photo Courtesy of: Township of Cavan Monaghan Township Vista Photo Courtesy of: Township of Cavan Monaghan 4 In May 2010, the Environmental Site Assessment (EA) Phase I report recommended a Phase II EA was necessary to identify if contaminants are present on-site. At the completion of the Corporate Strategic Plan, the Phase II EA was underway. 23 Millier Dickinson Blais: Township of Cavan Monaghan Corporate Strategic Plan Final Report Report CAO Corporate Strategic Plan (YH) Page 112 of 381

113 7 Corporate Actions for The development and implementation of a Corporate Strategic Plan will pay significant dividends for the community and the Township of Cavan Monaghan. Firstly, it identifies the steps to follow that build on the input and insight received during the community engagement process. The Plan helps to improve coordination and collaboration with stakeholders involved in the implementation effort. Lastly, the plan contributes to building consensus within the community and equally importantly at the departmental and Council level on the priorities for the Township over the next 3 years. By 2014 the Township of Cavan Monaghan will have made significant and visible progress on a number of issues that impact the long term economic sustainability and community cohesion. This will include: Strengthening the Municipality s financial resources; Investment in community infrastructure that improves the quality of life for residents; Heightened support for the local business community and the Township s commercial areas; and Greater effort to engage the community in the issues and opportunities that impact the health and vitality of the Township over the longer term. Goal 1: Strengthen our long term financial planning Strategic Objective: Improved decision making and organizational performance relating to financial management. Action 1 Work with senior levels of government and Members of Parliament to identify partnerships that will result in more financial support and funding opportunities for Cavan Monaghan. New growth is necessary if we are to expand our infrastructure, including our parks and recreation facilities, but we need to know how much and where? -Community Stakeholder Interview Action 2 Ensure that the Township s Management is both accountable and measured for successful outcomes. Initiate the development of 4 year departmental business plans that establishes: Departmental core values Strategic priorities and short term project recommendations based on criteria established by Staff Resource requirements associated with long term priorities that will be reviewed annually as part of the budgeting/business planning process Performance measures and success indicators 24 Millier Dickinson Blais: Township of Cavan Monaghan Corporate Strategic Plan Final Report Report CAO Corporate Strategic Plan (YH) Page 113 of 381

114 Action 3 Approve the following objectives for the use of Kawartha Down s OLG slots revenue. To complete key capital projects To plan for the Township s long term financial strength and stability To provide immediate and long term social benefits Action 4 Continue to reduce the Township s reliance on OLG slots revenue as a way to stabilize the municipal tax rate. Allocate a percentage of future revenue towards an Infrastructure Reserve to fund asset replacement of existing infrastructure of roads, water and sewer infrastructure, community trails and the potential of future economic growth. Action 5 Give consideration to the feasibility of allocating a percentage of future slots revenue to Cavan Monaghan s Community Funding Grants taking into account the Township s fiscal priorities. Review parameters for the administration of the Fund including opportunities to support a broad range of projects that benefit the community as a whole. Goal 2: Provide efficient and sustainable municipal and community infrastructure Strategic Objective: Investment in community infrastructure that reflects our rate of growth and rural nature. The community has good sports programs; it would be nice if there was something else for the kids to do. -Community Stakeholder Interview Action 1 Partner with senior levels of government, other municipalities, community organizations and the private sector to plan and finance infrastructure expenses and improvements. Action 2 Initiate the expansion and upgrading of the Millbrook Water & Wastewater Treatment Plant to a tertiary treatment facility; the upgrading of the Tupper Street Primary Sewage Pumping Station; the replacement or expansion of the existing standpipe, or the construction of a second storage facility and the extension of water and wastewater services 870 metres north along County Road 10 to the Municipal Offices in accordance with the award of funding from the Build Canada Fund. Action 3 Advance opportunities to develop employment lands in proximity to Highway 115 and Whittington Drive. 25 Millier Dickinson Blais: Township of Cavan Monaghan Corporate Strategic Plan Final Report Report CAO Corporate Strategic Plan (YH) Page 114 of 381

115 Action 4 Complete a cost benefit analysis associated with the development of a new recreational facility in the Township of Cavan Monaghan. Reach a conclusion as to the desirability of a multi-use recreational facility that reflects all aspects of the project, both positive and negative and provides a detailed understanding of the bottom line implications for the Municipality. This should include site location options and an assessment of funding sources and commitments that could be leveraged to underwrite any associated development costs. Action 5 Initiate the preparation of a detailed implementation plan for the Township s Master Fire Plan that addresses the short, medium and long term priorities for the community. Action 6 Investigate location and partnership opportunities for the construction of a new Township Roads Depot. Continue to ensure that future capital improvements to the Township s roads be informed by sound engineering and pre-engineering practices. Action 7 Continue to monitor the completion of the Phase II Environmental Site Assessment (EA) for the Millbrook Correctional Centre Lands to better understand the condition of the property, requirements associated with any environmental clean-up and prospects for re-development. Provide regular updates on the process to the community and local stakeholders. Continue to pursue options to include employment uses along the King Street frontage as part of the Township s Official Plan process. We need to think strategically about the businesses that fit with who we are then do what it takes to target the ones we want and that fit with our community. -Community Stakeholder Interview Action 8 In partnership with the Otonabee Region Conservation Authority and the Millbrook Valley Trails Committee, develop a detailed implementation plan associated with the recommendations contained in the Cavan Monaghan Trail Master Plan. Identify achievable priorities that can be reflected and supported by the Township s Official Plan. Action 9 In partnership with the Otonabee Region Conservation Authority and local stakeholders monitor the completion of the Millbrook Dam Environmental Assessment. Report on the recommendations for the Dam and the implications for Needler s Mill. 26 Millier Dickinson Blais: Township of Cavan Monaghan Corporate Strategic Plan Final Report Report CAO Corporate Strategic Plan (YH) Page 115 of 381

116 Goal 3: Create an environment that supports local business and the attraction of visitors to the community Strategic Objective: A heightened level of business activity in the Township s employment areas. Action 1 Pursue the completion and approval of the Township s Official Plan Update in Leverage the policy framework as a means to promote and attract new employment and residential development to the community. Action 2 Prepare a Comprehensive Zoning By-law that implements the changes in the updated Official Plan. Action 3 Work with local partners to promote entrepreneurial opportunities in the Township of Cavan Monaghan, including gaps identified in the mix of businesses and services as well as external markets for local enterprises. Action 4 Provide information from a single point of contact for investors and entrepreneurs regarding property availability, zoning provisions, required planning processes and approvals. Action 5 Work with local partners to complete a Downtown Revitalization Study for Millbrook. Leverage the work undertaken as part of the business and services gap analysis (Goal 3, Action 2) and the Millbrook Marketing Plan. Action 6 Advance efforts to create a Heritage Conservation District Plan for Millbrook. Jobs are scarce, and it s obvious. Since the jail moved there s been a big shift, a change I think they need to foster some business development. I don t want to be a bedroom community but a destination. -Community Stakeholder Interview Action 7 Investigate the use of incentives (e.g. façade improvements) for property owners and tenants within downtown Millbrook, or located within a Heritage Conservation District that encourages them to invest in their storefronts, creating an appealing, vibrant village atmosphere that will be attractive to citizens and tourists alike. Action 8 In partnership with local stakeholders, identify opportunities to develop new community events with the potential to draw residents and out-of-town visitors. 27 Millier Dickinson Blais: Township of Cavan Monaghan Corporate Strategic Plan Final Report Report CAO Corporate Strategic Plan (YH) Page 116 of 381

117 Action 9 In partnership with local stakeholders, develop a Township of Cavan Monaghan Cultural Plan that builds on the findings and recommendations of the Township s Cultural Resources Mapping Project. Action 10 Initiate a business retention and expansion program focused on the Township s primary industry sectors. Goal 4: Engage residents and stakeholders in community issues and interests Strategic Objective: Enable greater local awareness and interest in the issues impacting the future of the municipality. Action 1 As one of the Township s key communication tools, the Township s website will be updated to better reflect community information, economic development opportunities, current policy framework, as well as the range of services provided by the Municipality. Action 2 Create an Economic Development Committee with representation from the business community, Greater Peterborough Area Economic Development Corporation, Millbrook BIA, Chamber of Commerce and select community organizations with a mandate to champion the Township s key economic development priorities, reporting to the Economic and Community Development Department. We need to maintain and preserve those buildings that we have and ensure the council works to preserve them. -Community Stakeholder Interview Action 3 Develop a strategy for engaging and reporting to local residents, and business and community organizations on community issues. Use a wide variety of outreach tools including social media, e-newsletter, and a stronger web presence. Action 4 Leverage the community input from the Corporate Strategic Plan process to develop a Community Based Strategic Plan that defines Cavan Monaghan s economic opportunity, looks at innovative solutions to enable economic growth in the community and builds capacity to attract new businesses and economic development to the municipality. 28 Millier Dickinson Blais: Township of Cavan Monaghan Corporate Strategic Plan Final Report Report CAO Corporate Strategic Plan (YH) Page 117 of 381

118 8 Implementation Plan To ensure that the Corporate Strategic Plan is a living document that guides the decision making efforts of the Township of Cavan Monaghan, a detailed implementation plan is necessary. The intent of this implementation plan is to set out the timeline in which the action will be initiated, the department lead and the potential partners who contribute to the success of the goal. The implementation plan also considers the performance measures necessary to achieve the goal and the monitoring and reporting mechanisms required to demonstrate progress. Goal 1: Strengthen our long term financial planning Actions Priority Lead Partners Action1: Work with senior levels of government and Members of Parliament to identify partnerships that will result in more financial support and funding opportunities for Cavan Monaghan. Ongoing Finance Department All Township Departments, Local Advisors Action 2: Ensure that the Township s Management is both accountable and measured for successful outcomes. Initiate the development of 4 year departmental business plans that establishes: Year 1 CAO All Township Departments Departmental core values Strategic priorities and short term project recommendations based on criteria established by Staff Resource requirements associated with long term priorities that will be reviewed annually as part of the budgeting/business planning process Performance measures and success indicators Action 3: Approve the following Objectives for the use of Kawartha Down s slots revenue To complete key capital projects To plan for the Township s long term financial strength and stability To provide immediate and long term social benefits Years 1-3 Council CAO, Finance Department Action 4: Continue to reduce the Township s reliance on OLG slots revenue as a way to stabilize the municipal tax rate. Allocate a percentage of future revenue towards an Infrastructure Reserve to fund asset replacement of existing infrastructure of roads, water and sewer infrastructure, community trails and the potential of future economic growth. Ongoing Finance Department Budget Committee, CAO Action 5: Give consideration to the feasibility of allocating a percentage of future slots revenue to Cavan Monaghan s Community Funding Year 2 Finance Budget 29 Millier Dickinson Blais: Township of Cavan Monaghan Corporate Strategic Plan Final Report Report CAO Corporate Strategic Plan (YH) Page 118 of 381

119 Grants taking into account the Township s fiscal priorities. Review parameters for the administration of the Fund including opportunities to support a broad range of projects that benefit the community as a whole. Department Committee, CAO Goal 1 - Measuring Our Performance: The level of grant money received from the Government has increased. Departmental Business Plans are developed and completed annually. Report Cards are developed annually for the Departmental Business Plans as a measure of progress. A community satisfaction survey is developed and implemented. Issues and challenges facing municipal Staff are documented and action plans are developed. Revenue from then OLG Slots at Kawartha Downs is not used to stabilize the municipal tax rate or for operational costs. Future OLG Slots revenues are allocated in a fiscally responsible manner. The Community Funding Grants policy is used as a tool to advance community development. 30 Millier Dickinson Blais: Township of Cavan Monaghan Corporate Strategic Plan Final Report Report CAO Corporate Strategic Plan (YH) Page 119 of 381

120 Goal 2: Provide efficient and sustainable municipal and community infrastructure Actions Priority Lead Partners Action 1: Partner with senior levels of government, other municipalities, community organizations and the private sector to plan and finance infrastructure expenses and improvements. Ongoing Finance Department & CAO All Township Departments Action 2: Initiate the expansion and upgrading of the Millbrook Water & Wastewater Treatment Plant to a tertiary treatment facility; the upgrading of the Tupper Street Primary Sewage Pumping Station; the replacement or expansion of the existing standpipe, or the construction of a second storage facility and the extension of water and wastewater services 870 metres north along County Road 10 to the Municipal Offices in accordance with the award of funding from the Build Canada Fund. Ongoing to March 2016 Public Works Department Planning Department, Finance Department, CAO Action 3: Advance opportunities to develop employment lands in proximity to Highway 115 and Whitting Drive Ongoing Planning Department Economic and Community Development Department, GPAEDC Action 4: Complete a cost benefit analysis associated with the development of a new recreational facility in the Township of Cavan Monaghan. Reach a conclusion as to the desirability of a multi-use recreational facility that reflects all aspects of the project, both positive and negative and provides a detailed understanding of the bottom line implications for the Municipality. This should include an assessment of funding sources and commitments that could be leveraged to underwrite any associated development costs. Year 1 Economic and Community Development Department Planning Department, Finance Department, Community recreational groups and organizations Action 5: Initiate the preparation of a detailed implementation plan for the Township s Master Fire Plan that addresses short, medium and long term priorities for the community. Year 1 Protection Services Department CAO Action 6: Investigate location and partnership opportunities for the construction of a new Township Roads Depot. Continue to ensure that future capital improvements to the Township s roads be informed by sound engineering and pre-engineering practices. Ongoing Public Works Department CAO, Finance Department Action 7: Continue to monitor the completion of the Phase II Environmental Site Assessment (EA) for the Millbrook Correctional Centre Lands to better understand the condition of the property, requirements associated with any environmental clean-up and prospects for re-development. Provide regular updates on the process to the community and local stakeholders. Continue to pursue options to include employment uses along the King Street frontage. Year 1 Planning Department Economic and Community Development, Public Works, Ontario Realty Corporation 31 Millier Dickinson Blais: Township of Cavan Monaghan Corporate Strategic Plan Final Report Report CAO Corporate Strategic Plan (YH) Page 120 of 381

121 Action 8: In partnership with the Otonabee Region Conservation Authority and the Millbrook Valley Trails Committee, develop a detailed implementation plan associated with the recommendations contained in the Cavan Monaghan Trail Master Plan. Identify achievable priorities that can be reflected and supported by the Township s Official Plan. Year 2 Economic and Community Development Planning Department, Otonabee Region Conservation Authority, Planning Services Action 9: In partnership with the Otonabee Region Conservation Authority and local stakeholders monitor the completion of the Millbrook Dam Environmental Assessment. Report on the recommendations and the implications for Needler s Mill. Ongoing Planning Department Economic and Community Development, Finance Department, Otonabee Region Conservation Authority, Ministry of Natural Resources Goal 2 - Measuring Our Performance: The Build Canada Fund Water and Wastewater treatment Plant is designed and contracted. Strategic partnerships have been formed to support the financing of municipal and community infrastructure improvements. Options for a new Fire Hall and Roads Depot are identified. There is a greater availability of employment land in Cavan Monaghan. The Millbrook Correctional Facility has been re-designated for redevelopment. Community infrastructure such as trails are improved, maintained and enjoyed by community members. The future of Needler s Mill has been determined through a diligent feasibility process. 32 Millier Dickinson Blais: Township of Cavan Monaghan Corporate Strategic Plan Final Report Report CAO Corporate Strategic Plan (YH) Page 121 of 381

122 Goal 3: Create an environment that supports local business and the attraction of visitors to the community Actions Priority Lead Partners Action 1: Pursue the completion and approval of the Township s Official Plan Update in Leverage the policy framework as a means to promote and attract new employment and residential growth to the community. Year 1 Planning Department GPAEDC, Economic and Community Development Department Action 2: Prepare a Comprehensive Zoning By-law that implements the changes in the updated Official Plan. Year 1 Planning Department Action 3: Work with local partners to develop and promote entrepreneurial opportunities in Cavan Monaghan, including gaps identified in the mix of businesses and services as well as external markets for local enterprises. Year 1 Economic and Community Development Department Peterborough Community Futures Development Corporation, GPAEDC Action 4: Provide information from a single point of contact for investors and entrepreneurs regarding property availability, zoning provisions, required planning processes and approvals. Ongoing Economic and Community Development Department Planning Department, GPAEDC Action 5: Complete a Downtown Revitalization for Millbrook. Leverage the work undertaken as part of the business and services gap analysis (Goal 3, Action 2) and the Millbrook Marketing Plan. Year 2 Planning Department Economic and Community Development Department, Heritage Committee, Millbrook BIA Action 6: Advance efforts to create a Heritage Conservation District Plan for Millbrook. Year 3 Economic and Community Development Department Heritage Committee, Millbrook BIA, Chamber of Commerce, Historical Society Action 7: Investigate the use of incentives (e.g. façade improvements) for property owners and tenants within downtown Millbrook, or located within a Heritage Conservation District that encourages them to invest in their storefronts, creating an appealing, vibrant village atmosphere that will be attractive to citizens and tourists alike. Year 3 Planning Department Finance Department, Economic and Community Development Department, Millbrook Chamber of 33 Millier Dickinson Blais: Township of Cavan Monaghan Corporate Strategic Plan Final Report Report CAO Corporate Strategic Plan (YH) Page 122 of 381

123 Commerce, Millbrook BIA Action 8: In partnership with local stakeholders, identify opportunities to develop new community events with the potential to draw residents and out-of-town visitors. Year 3 Economic and Community Development Department Community organizations, Millbrook BIA, Peterborough and the Kawarthas Tourism, County of Peterborough, Kawartha Heritage Conservancy Action 9: Undertake a Cavan Monaghan Cultural Plan that builds on the recommendations of the Township s Cultural Resource Mapping Project. Year 2 Economic and Community Development Department Planning Department, Community stakeholders, County of Peterborough, Kawartha Heritage Conservancy Action 10: Initiate a business retention and expansion program geared to the Township s primary industry sectors. Year 2 Economic and Community Development Department Chamber of Commerce, GPAEDC Goal 3 - Measuring Our Performance: The 5 year update to the Official Plan is completed. The small business base in Cavan Monaghan has grown through a greater understanding of business needs and support for entrepreneurs. Investors and entrepreneurs can access information from a single point. Downtown Millbrook is a designated Heritage Conservation District. An incentive program is used by local property owners to revitalize storefronts in Millbrook. Community events are attracting a greater number of out-of-town visitors. The Township s cultural resources are widely recognized as contributing to a high quality of place, attracting opportunities for the creative economy. The Township has a strong base of competitive intelligence on the challenges and opportunities facing its business community. The Millbrook Downtown Revitalization Study is completed. Millbrook experiences a heightened level of interest and investment in its downtown. 34 Millier Dickinson Blais: Township of Cavan Monaghan Corporate Strategic Plan Final Report Report CAO Corporate Strategic Plan (YH) Page 123 of 381

124 Goal 4: Engage residents and stakeholders in community issues and interests Actions Priority Lead Partners Action 1: As one of the Township s key communication tools, the Township s website must be updated to better reflect community information, economic development opportunities, current policy framework as well as the range of services provided by the Municipality. Year 1 Economic and Community Development Department All Township Departments Action 2: Create an Economic Development Committee with representation from the business community, Greater Peterborough Area Economic Development Corporation, Millbrook BIA, Chamber of Commerce and select community organizations with a mandate to champion the Township s key economic development priorities, reporting to the Economic and Community Development Department. Year 1 Economic and Community Development Department GPAEDC, Millbrook BIA, Millbrook Chamber of Commerce, community organizations Action 3: Develop a strategy for engaging and reporting to local residents, business and community organizations on community issues using a wide variety of outreach tools including social media, e- newsletter and a stronger web presence. Year 2 Economic and Community Development Department GPAEDC, Millbrook Chamber of Commerce, community organizations Action 4: Leverage the community input from the Corporate Strategic Plan process to develop a Community Based Strategic Plan that redefines Cavan Monaghan s economic structure, looks at innovative solutions to enable economic growth in the community and builds capacity to attract new businesses and economic development to the municipality. Year 2 CAO All Township Departments, other community stakeholders and organizations, GPAEDC Goal 4 - Measuring Our Performance: The Township has launched a new website that attracts visits by residents and people outside of Cavan Monaghan. An Economic Development Committee has been formed and is actively involved in advancing economic growth within the community. There is a higher rate of participation and volunteerism by residents at community meetings and community events. A community strategic plan has been developed to reflect the aspirations of the community. 35 Millier Dickinson Blais: Township of Cavan Monaghan Corporate Strategic Plan Final Report Report CAO Corporate Strategic Plan (YH) Page 124 of 381

125 8.1 Monitoring and Reporting The performance measures attached to each goal in this implementation plan are intended to gauge the progress of each action. The results of the performance measures will be reported out to Council and the broader community, demonstrating the Township s commitment to achieving the goals of the Plan. Monitoring the progress of each action will be the responsibility of the lead department identified in this implementation plan and will be reported out through two mechanisms, (1) Departmental Business Plan Report Cards and (2) Corporate Strategic Plan Annual Report Departmental Business Plan Report Cards A key recommendation in this Corporate Strategic Plan is Action 2 under Goal 1: Strengthen our long term financial planning. This action describes the need to prioritize the activities of each department and manage the resources of the Township. The development of the Departmental Business Plans will become a foundational task for each department within the Township. Creating an annual report card will communicate the progress each department has made and will support the budgeting process. The suggested content for each business plan annual report card consists of the following sections: Departmental mandate and core values Key department priorities/main service areas Alignment with the goals of the Corporate Strategic Plan A list of major initiatives for the report timeframe (e.g. 2 years) A matrix outlining the progress or completion of particular initiatives/actions Use of allocated resources for major initiatives in that year or resource requirements These annual report cards will support the creation of a Corporate Strategic Plan Annual Report that outlines the achievements of the Township throughout the year and is broadly communicated to the community. This ensures that the Township is open and transparent regarding its activities, achievements and use of resources Corporate Strategic Plan Annual Report Being accountable to community members is a core value at the Township of Cavan Monaghan. A Corporate Strategic Plan Annual Report prepared by the Chief Administrative Officer will ensure that the goals and actions outlined in this plan are measured and progress is communicated to the community. The Annual Report will also draw on the results from the report cards created by each department. The community can be engaged around this process through a Town Hall meeting where 36 Millier Dickinson Blais: Township of Cavan Monaghan Corporate Strategic Plan Final Report Report CAO Corporate Strategic Plan (YH) Page 125 of 381

126 Council presents the Annual Report to the community. An online presence is also appropriate. The suggested content for the Corporate Strategic Plan Annual Report consists of the following sections: Key areas of focus for the Municipality Major community initiatives and events in the report year From Vision to Action: A matrix of accomplished actions based on the goals in the Corporate Strategic Plan Case Studies of successful implementation (profiling major accomplishments based on actions set out in the Corporate Strategic Plan) Maintaining Momentum: Initiatives and actions for the coming year The reporting out process is an essential measuring-stick created to inform future decision making and allocation of resources in the Township. It is also a critical mechanism of demonstrating accountability and community engagement. Photo Courtesy of: Township of Cavan Monaghan 37 Millier Dickinson Blais: Township of Cavan Monaghan Corporate Strategic Plan Final Report Report CAO Corporate Strategic Plan (YH) Page 126 of 381

127 Appendix A Key Findings Report Report CAO Corporate Strategic Plan (YH) Page 127 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

128 1 Introduction 1.1 Building the Plan Purpose The Township of Cavan Monaghan has been, and will continue to face increased population growth, development pressure and economic change in the years to come. With a shifting and fast paced provincial and global economy, the need for a Corporate Strategic Plan that is focused on the emerging opportunities and challenges for the community is increasingly important. This is even more relevant given the Township s location adjacent to the City of Peterborough, an identified urban growth centre, under the Places to Grow Plan. The purpose of the Corporate Strategic Plan is two-fold. Firstly, it is to clearly define a common vision for the community that will define the success of Cavan Monaghan. Equally important, the Plan is intended to provide Council and staff with a framework or roadmap for decision making. The Plan seeks to prioritize the key programs, services and initiatives based on the needs, values and aspirations of community members and the service delivery realities of the Township. A detailed action plan will provide direction for the community over the next 5 years and a set of performance measurements will assist the Township in the implementation and evaluation of activities and ensure that the vision and mission are accomplished Approach A crucial first step in the development of the Plan has been the preparation of a Key Findings Report. The approach employed in the completion of this phase of the Plan involved a number of methods. A review of existing policy documents related to a broad range of issues in the Township was completed. This review provided insight into the assets, opportunities and challenges in the community. In addition, a cornerstone to developing the Corporate Strategic Plan is an understanding of the community in terms of its assets business base, labour force, quality of life indicators etc. as well as its local and community networks and quality of place elements. This was achieved through an assessment of the regional economy in the form of a demographic profile and competitiveness analysis. This assessment highlighted the key patterns of change in the Township when compared with the Greater Peterborough Area and the Province of Ontario. Community engagement is an important aspect of the preparation of any strategic document. During this process, a number of engagement channels were utilized to gain broad-based input from Township Council, Township Staff, community residents, businesses and key stakeholders. A survey was distributed through the community using traditional (paper) and a web-enabled format. In addition, interviews were conducted with Township Council and Staff to gain an understanding of their vision for Report CAO Corporate Strategic Plan (YH) Page 128 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

129 the community and key areas of service delivery. Other resident, business and community stakeholders were also interviewed throughout this process to gain additional insight. Two community focus groups also allowed community members to share their ideas and identify the key priorities and actions for the Plan that would be critical to achieving the desired community vision. This process of community engagement was facilitated through the development of local networks in the community and through the use of social media. 2 Current Policy Framework 2.1 Current Policy Initiatives The Township of Cavan Monaghan completed a number of policy initiatives in the period; many of which hold relevance for the development of a Corporate Strategic Plan in that they have identified priorities and recommended actions for the Township. This section provides a brief overview of the key documents, plans and policies that will shape not only the Strategic Plan, but the development of the community as a whole Township of Cavan Monaghan Official Plan Update (2011) In 2010, the Township of Cavan Monaghan undertook a process of research and community consultation to update its 2005 Official Plan. While this effort is largely complete, the inclusion of the Fraserville Secondary Plan is still underway, with the entire plan slated for February 2012 completion. The need for an Official Plan that gives careful consideration to sustainable growth while at the same time reflects current and emerging market conditions is an important consideration for the Corporate Strategic Plan. The Township must be seen to manage its resources effectively, but also respond to the development pressure that result from the Township s proximity to the City of Peterborough, identified as an urban growth centre in the Province s Places to Grow. Indeed the purchase of a large portion of land in the township by a development company suggests pressure for future residential development, which will have significant implications on the current infrastructure in the municipality Parks and Recreation Master Plan (2011) The Township s Parks and Recreation Master Plan is a strategic policy document for future planning and development of both parks and recreation facilities and services within the Township of Cavan Monaghan. The Plan examines existing parks and recreation opportunities, gathers stakeholder and public feedback to identify aspirations and gaps, and presented 84 recommendations for facility and service improvements in the coming year time span. A Vision for Parks and Recreation: Parks and recreation facilities and services in Cavan Monaghan are safe, affordable, and accessible to people of all ages. Leisure opportunities are delivered in partnership with the community with a focus on promoting lifelong personal development, active lifestyles, and community pride and cohesion. -Parks and Recreation Master Plan, 2011 Report CAO Corporate Strategic Plan (YH) Page 129 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

130 Key themes identified during the process include a lack of sufficient and appropriate facilities as the most significant barrier to participation in the community. In addition, the survey distributed during this process garnered substantial public support for a new multi-use community centre to replace the Millbrook Community Centre, which due to its location in a floodplain and the inability to rectify deficiencies will require replacement within the coming years this was the highest priority stated by the community. The Plan outlined that the full cost to build this facility is estimated at $24.4 million, or $16.2 million without the indoor soccer field. These estimated figures are subject to amendment based on the acquisition of a confirmed site for such a facility. Other key themes and priorities that emerged during the process of creating the Plan include the need to make improvements to existing parks and outdoor recreational amenities such as the soccer fields at Maple Leaf Park. In addition, it is noted that the implementation of the Township s Trail Master Plan (2010) has been adopted, but there has been no action or direction to date. Another key finding was the recognition of the Township s capacity and resources to meet several public needs and expectations and, therefore, suggests that partnerships and collaborations between community groups and the Township are formed to successfully implement this plan. The Plan also suggests that the Township should maximize the use of existing lands and recognize that the community is aging and that activities/programs should be developed to promote community and individual wellness. The recommendations and findings of the Parks and Recreation Master Plan have direct impact on the development of the Corporate Strategic Plan, especially as the community engagement process has asked the community to prioritize Township initiatives related to parks and recreation Cultural Resource Mapping Project (2011) Communities across Ontario are embracing culture and creativity as key drivers of their local economies and quality of life experience. The Township of Cavan Monaghan has completed a Cultural Resource Mapping Project to identify the key cultural assets in the community and understand how to better engage these assets for positive social and economic outcomes. The project aimed to address cultural mapping in three ways: Identify and map tangible cultural assets within the Township; Capture the unique expressions that define the Township s identity (the intangible assets); and Outline an action strategy for the Township to further invest in cultural planning initiatives. Steered by the Township s Heritage Committee, this project represented the first time the diverse range of arts, culture and heritage activities in Cavan Monaghan were collected in an inventory and assessed. Data on cultural assets were collected through a number of channels including an inventory of designated heritage properties, a Report CAO Corporate Strategic Plan (YH) Page 130 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

131 business directory, and the Kawartha Heritage Conservancy, who conducted their own audit. Additionally, 508 cultural resources were uncovered through this mapping project in 7 categories including: 20 cultural industries, 60 cultural occupations, 17 cultural organizations, 14 facilities and spaces, 24 festivals and events, 344 natural and cultural heritage resources and 29 additional resources (which include resources such as local food producers, bed and breakfasts and rustic eateries/bakeries). It is important to note that this mapping project identified natural and cultural heritage resources as the largest category of resources. This is a theme that emerges in a number of other Township documents, including the Parks and Recreation Master Plan and the Trail Master Plan. Some of the other significant cultural resources that are discussed in the mapping project include the 4 th Line Theatre and Needler s Lane, which includes the Mill and Cavan Monaghan Community Centre and is near the Millbrook Valley Trails. Millbrook, Cavan and Mount Pleasant were identified as having small clusters of cultural activity. This mapping project also considered Places of Worship such as the Cham Shan Buddhist Temple, as a relevant cultural and community resource. In addition, approximately 60 artists and cultural sector workers were identified through this project, which suggests that Cavan Monaghan may offer an attractive alternative to city living. The results of the baseline data and consultation seem to support this observation. In all eight themes emerged that reinforce the quality of life experience in the Township. This includes: rural/small town living and character, natural beauty, community spirit, unique built heritage, and celebrating community and professional art. Findings also suggest that activism and resilience, managing growth of community and economy, remembering our history and the importance of young people are also important considerations for the community at large. These themes are very similar to the results from the 2007 Township of Cavan Monaghan Branding Survey, where respondents were asked to suggest a number of strengths to build on in the community Trail Master Plan (2010) The development of a Trail Master Plan was identified as an important step in protecting local natural heritage features that have ecological benefits, as well as providing recreational opportunities for local residents. Projected increases in population and development are anticipated to result in increased pressure on recreational facilities. The Trail Master Plan was developed in response to this need to ensure that public lands throughout the municipality are available to provide public access to natural areas, and ensure the protection and enhancement of natural areas, corridors and linkages. Report CAO Corporate Strategic Plan (YH) Page 131 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

132 The objectives of the Trail Master Plan include: Develop a flexible document that identifies priorities for trail development and enhancement and provides direction to create trail linkages whenever possible. Commit to maintain existing and new trails. Promote community support for trails and encourage partnerships for enhancing, expanding and creating trails. Promote an active and healthy community and increase trail use through marketing and education programs. Ensure that the enjoyment of trails for all users is preserved by indicating permitted uses on trailhead signage and public education. Preserve natural and cultural heritage features through the protection of natural corridors, wildlife habitat during trail development and the development planning process. The document provided comprehensive and flexible guidance by identifying proposed trail routes, potential lands for acquisition, enhancements to public lands and the identification of natural and cultural features to be preserved. The Trail Master Plan puts forward 19 recommendations to enhance the use and maintenance of trails in Cavan Monaghan. It is intended that this document is to be regularly updated over time to ensure it continually meets the needs of residents Master Fire Plan (2010) While fire services faced significant increases in call volume between 1996 and 2007, growth and expansion of core fire services needed to be examined through the Master Fire Plan, completed in The purpose of the Plan was to provide Council with a comprehensive plan for fire protection service delivery, taking into consideration the required resources as Cavan Monaghan grows. To address these issues, a Master Fire Plan Committee was established consisting of several Department Heads, citizen representation and a representative from the Ontario Fire Marshal s Office (OFM). Eight key areas were identified as being the central focus in the Master Fire Plan process: Governance, Emergency Response, Fire Prevention (including inspections and investigations) and Public Education, Communications, Training and Education, Equipment and Apparatus, Administration (including records management, policies, and Standard Operating Guidelines that impact on identifying and assessing corporate risk along with financial management and budgeting), Facilities and locations, present and future. These eight areas translated into a number of recommendations for the Township to ensure that fire services are adequate as the community changes. These recommendations are intended to ensure that the Township is on track to prepare itself for the future growth of the community and the implications of such growth on emergency services. Report CAO Corporate Strategic Plan (YH) Page 132 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

133 2.1.6 Roads Needs and Structures Study (2010) The objectives of the study were to determine the condition and safety of roads and structures within Cavan Monaghan. The study also provided specific future capital improvements that the Township should consider. The 2010 study found that the road network in the township was in relatively good condition and typical for a rural municipality. Some criticisms towards roads centred on hazards (water, steep slopes) and the roadside having no protection against these hazards. It was suggested that the most cost effective way to repairing roads was to have a pre-engineering consultation prior to fixing the road to prevent long-term problems. Structures were also found to be in good condition and again typical for a rural municipality. Criticisms towards structures found that several structures have minor damage or deformation and lack roadside protection. The study concluded with the recommendation that an increased budget toward road construction and structure repair will be required to improve the overall network Marketing Plan for Millbrook (2008) In 2007, the Township prepared a Marketing Plan for the Millbrook Ward in an effort to provide a framework for building the brand of Millbrook and actively market the community. The plan laid out a vision and communications strategy that target residents of Cavan Monaghan and Millbrook to become brand stewards and cooperatively take responsibility to get the word out to surrounding communities to come visit Millbrook and the Township. Roles and responsibilities were also laid out in the Plan, providing the Township with the responsibility for the overall awareness marketing of Millbrook. The objective of the Township is to inform as many people in the township about the key messages as often as possible, resources permitting. The Plan proposed that the Township use media advertising as its primary tactic in branding Millbrook. Other tactics proposed were direct mail, events, signage and word of mouth. The Plan also spoke to the need to enhancing the product that Millbrook provides. It suggests a range of actions such as extending hours of operation to the appearance of buildings and diversity of retail shopping opportunities Greater Peterborough Area Economic Development Corporation Strategic Plan (2010) The Greater Peterborough Area Economic Development Corporation Strategic Plan is included in this review of documents because of the bearing it will have on Cavan Monaghan. The GPAEDC is the economic development body for the County and City of Peterborough and is charged with economic development programming for all municipalities within the county area, including the Township of Cavan Monaghan. A Vision for the Greater Peterborough Area: By the year 2020, the GPA will be sought out by many, and admired worldwide, as a uniquely healthy, diverse, enriched community which balances and promotes vibrant economic and employment opportunities while honouring the natural environment and valuing its cultural heritage. - GPAEDC Strategic Plan The Strategic Plan was created to assist with the development of an environment that facilitates the creation of wealth and expanded employment in a manner that increases Report CAO Corporate Strategic Plan (YH) Page 133 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

134 our citizens standard of living and improves their quality of life. There are four core values that guide the Strategic Plan, which are: Sustainability, Innovation, Inclusivity and Differentiation. These four values are then transferred into the development of pillars that are designed to develop a wealthy environment for Greater Peterborough. These pillars include: Agriculture & Rural Development - Provides the rural areas access to economic services and expands all aspects of natural resources in a manner that address the changing market place and builds on the development of new products and processes. Manufacturing & Small Business - Utilizes the developing infrastructure and skilled workforce to attract new investment in existing and emerging primary and support businesses that are global in scope and provides local employment. Tourism - Builds on the built and natural assets and expands the economic impact of tourism by increasing the number of visitors to the region. Innovation - Facilitates the discovery of new knowledge and encourages opportunities for investment designed to commercialize products and processes in a manner that contributes to local wealth and employment creation. The strategic plan also provides four goals that all pillars strive to meet in order to produce a higher quality of life for Greater Peterborough. The four goals that are highlighted as priorities in the strategic plan for these pillars are: Building a sustainable economy. Attracting and maintaining a permanent/seasonal population that contributes to a skilled and adaptable labour force. Addressing health and housing by promoting wellness, providing accessible and quality health care, and by meeting the infrastructure continuum of housing needs. Respecting our culture and heritage and promoting an emerging diverse community 2.2 Existing Policy Framework Matrix From the review of these documents, it is worth noting that many of these reports have included actions/recommendations for the Township with varying associated timelines, each of which point to a particular ordering of priorities. This section highlights the recommendations that were marked high priority or short term, to be completed within a 1-3 year timeline in each document. The purpose of highlighting the high priority recommendations is to provide a starting point for the Township insofar as its response to community needs (Section 4 of this report) and a discussion of future budget and resource provisions. Report CAO Corporate Strategic Plan (YH) Page 134 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

135 Figure 1: Document Review - High Priority Recommendations Plan/Policy Recommendation High Priority (1-3 years) Township of Cavan Monaghan Official Plan (2011) Completion of the Official Plan Update In progress Township of Cavan Monaghan Parks and Recreation Master Plan (2011) Complete annual inventory and gap analysis of all recreation, parks and cultural services available to residents categorized by age grouping, gender and activity type (active, visual and performing arts, sports, etc.) Develop a program and service plan that addresses facilitating/providing a balance of opportunities for all ages, genders and abilities through partners and community groups. Utilize the Parks and Recreation High 5 Quality Assurance Program, provide training to service providers specializing in child development to ensure safety and quality assurance. Host annual focus groups with older adults to best determine the services required, service delivery mechanisms and to promote volunteer opportunities. Complete the audit and cultural mapping exercise with a view of promoting and strengthening arts and cultural opportunities within Cavan Monaghan. Meet annually with arts and cultural representatives to foster open dialogue on needs, programs, opportunities and successes. Continue to implement the Township s Accessibility Plan and Accessibility Standards for Customer Service, with the inclusion of annual reviews to determine what further measures can be taken to reduce barriers to participation in recreation, parks and cultural activities. Develop a policy that addresses access to recreation, sport and cultural activities for persons experiencing unemployment and low incomes, as well as, persons with disabilities. Work with sport and community groups to address access for persons with low incomes. Develop a simplistic social marketing strategy that utilizes existing communications vehicles to promote local events and the importance of participating in recreation, parks, sporting and cultural activities as its benefits to one s social, emotional, physical and spiritual wellbeing and health. Develop a working committee consisting of community groups, churches, school representatives, the Public Health Unit, as well as Provincial Ministry of Health Promotion and Sport representative to develop a plan and utilize existing tools to educate and promote physical activity within Cavan Monaghan. Utilize the corporate website to promote physical activity and assist residents and community groups to monitor activity levels. Meet with volunteer groups that are already engaged in greening initiatives to determine their needs and contributions to the greening strategy. A new Multi-use Community Centre should be developed to replace the existing Millbrook Community Centre. Confirm the proposed space program, capital cost estimates, and operating cost estimates following the acquisition of a site for the multi use community centre, but prior to the All Recommendations listed here were identified as 1-3 years Report CAO Corporate Strategic Plan (YH) Page 135 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

136 Plan/Policy Recommendation High Priority (1-3 years) facility s design phase. The Township should evaluate and establish a goal for community fundraising following the design phase of the multi use community centre. The Township and Lions Club should work together to develop a strategy that addresses the group s long term space needs. This may involve the integration of the Club into the new multi use community centre. Should any organization require dedicated space within the proposed facility, a memorandum of understanding should be developed prior to the facility s design. Trail linkages to the new multi-use community centre should be investigated as part of the facility s site selection and development. Priority should be placed on implementing the recommendations contained in the Cavan Monaghan Trail Master Plan. Seek opportunities to improve the playability of the grass surface on both the upper and lower soccer fields at Maple Leaf Park, which are uneven and often wet. The Township should also work with park users to resolve any outstanding parking issues at this park. Following the turf improvement to the soccer fields at Maple Leaf Park, install lighting on one or both fields to allow for evening play. The Township of Cavan Monaghan should establish a playground replacement/upgrade program with guaranteed annual funding that allows for proactive repairs and replacements. Continue to maximize Planning Act provisions in acquiring parkland and establishing a linked open space system. The Township should strive to achieve a parkland provision target of 3.0 hectares of parkland per 1,000 residents. The Township should place a high priority on acquiring a sufficient land base for the proposed multi-use community centre in the short term. Approximately 8 hectares (20 acres) of flat land are required for the proposed facilities, with another 4 hectares (10 acres) being ideal to accommodate some degree of future expansion. Create a Parks, Recreation and Cultural Advisory Committee to solicit community guidance and assistance in the delivery of leisure services. The committee should consist of local volunteers and representation from Township Council. Host annual planning sessions with sport, arts and community organizations to discuss the community needs and the ability of the existing groups to respond. Continue with the Community Funding Grants Program to community groups and align grant criteria with the current needs of the community and program and service needs. Provide staff training on the elements of community development so that building capacity with community groups and developing new community groups becomes a shared responsibility with central leadership. Consider the extension of the Community Development Coordinator to a full-time and permanent position. Programs and drop-in opportunities for youth and seniors should be high priorities within the new multi-use community centre. All Recommendations listed here were identified as 1-3 years Report CAO Corporate Strategic Plan (YH) Page 136 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

137 Plan/Policy Recommendation High Priority (1-3 years) Local arts and cultural stakeholders should be consulted in the design of the new multi-use community centre to ensure that their needs are given appropriate consideration. Develop a volunteer Program that articulates Cavan Monaghan s approaches to recruit, train, supervise, evaluate and recognize volunteers, as well as promote the benefits of volunteerism. Initiate a process to formally recognize volunteers on an annual basis and informally on a more regular basis. Develop a centralizing volunteer posting mechanism (possible on the municipal website) that allows groups to post volunteer opportunities and share stories about volunteerism. Staff responsible for the delivery/facilitation of parks, recreation and cultural services should meet regularly to discuss the vision and role of the departments (as recommended through the Master Plan) and to discuss the operational implications of aligning with these statements. Council should formally adopt the service delivery model recommended in this Master Plan. This model is based on community development principles and building capacity within the community to deliver services, with the municipality addressing gaps through the direct delivery of service. Complete a review of the existing policies and procedures to ensure that they are relevant, updated and appropriate to the delivery of service in Cavan Monaghan. Review job descriptions, job parameters and individual work plans before the Master Plan recommendations are implemented. Create a professional development plan for each staff person that reflects the skill development needed to implement the recommendations in the Master Plan. Develop customer service standards for the delivery/facilitation of services and test customer satisfaction levels annually. Develop a Communications Plan that articulates the key messages, how often they need to be delivered, as well as the appropriate communications vehicle. Participate in the training available through the Lifestyle Information Network regarding legislative compliance and implement the tools available to audit legislative compliance in the delivery of services. Ensure all staff receives training in Occupational Health and Safety and Risk Management Review the concession operations with a view to making a net profit internally or outsourcing the operations to a third party (note: The Plan notes that an RFP was issued for outsourcing this service at the time of writing) All Recommendations listed here were identified as 1-3 years Report CAO Corporate Strategic Plan (YH) Page 137 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

138 Plan/Policy Recommendation High Priority (1-3 years) Master Fire Plan (2010) Weekday Availability of Sufficient Firefighters Review firefighter s recruitment policy and make the necessary procedural changes to include an adequate number of volunteers for firefighting. Fire Station 1 cannot be expanded sufficiently to meet the needs of the fire service; therefore a new larger station would need to be built to accommodate future needs of the fire service. Station 2 should be relocated to a more southerly site that would be more advantageous to the Township. Add an Aerial Ladder Truck to the fleet of firefighting vehicles in order to accommodate built up areas. Ensure firefighting communications system complies with Industry Standards prior to 2012 and have a preventive maintenance program in place for the system. Emergency Communications System Institute a self-inspection program for fire safety and code enforcement in Commercial and Industrial premises to augment present fire prevention activities. Implementation of a fire safety and education program designed to visit residences in these areas on a regular basis to ensure a reasonable level of fire safety readiness. Fire Apparatus Maintenance & Replacement Policy Suggested Operating Guidelines Immediately 0-2 years 0-3 years 0-3 years 0-3 years 0-2 years 0-2 years 0-2 years 0-2 years 0-1 year Cultural Resource Mapping Project (2011) Maintain and update the cultural mapping database annually. Develop a full Municipal Cultural Plan to provide the Township with a comprehensive strategy that creates a cultural lens, integrating culture across all facets of Township decision making and planning. No timeline attached to report recommendations Trail Master Plan (2010) Expansion of existing trails to improve connectivity with other trials including the Oak Ridges Moraine Trail, Ganaraska Hiking Trail, Trans Canada Trail and Victoria Rail Trail. Proposed Trail Linkages: Oak Ridges Trail, Ganaraska Hiking Trail Enhance existing recreational opportunities Millbrook Valley Trails Millbrook Walking Trail Identification of proposed locations for new trails and recreational opportunities 1-3 years 1-3 years 1-3 Years Report CAO Corporate Strategic Plan (YH) Page 138 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

139 In reviewing this table, it is evident that there are a significant number of recommendations and actions that are intended to be acted on in the short term. In the case of the Parks and Recreation Master Plan, approximately half of the recommendations (44 out of 84) were identified as high priority for the community. However, given the immense number of high priority recommendations and the current level of staffing in the Township to act on these recommendations, greater consideration to short, medium and long term priorities should be considered. On the whole, the Township would benefit from a better understanding of the short, medium and long term priorities of each department, particularly where they are responsible with the implementation of these plans. 2.3 Community Assets There are a number of facilities, programs and services offered by both community organizations and the Township that play a critical role in the everyday lives of residents. These community assets contribute to making the Township of Cavan Monaghan an attractive and healthy place to live and work. This section aims to identify some of the key Township-owned, Township-maintained and non-municipal owned facilities, programs, services, businesses and community organizations that are considered assets in the community. This list is not intended to be exhaustive, but to provide insight into the key strengths of the community. In reviewing community assets, the 2011 Services Guide, the Township website, any print marketing material and brochures were used. Figure 2: Community Asset Inventory, 2011 Community Asset Description Adopt-A-Road Program - established as a public service program for volunteers to enhance the local litter collection activities of the municipality by collecting litter along Township Road Right-of-Ways. It is an opportunity for environmentally conscious citizens to make a personal contribution to a cleaner and more beautiful environment. Canada Day Event Cavan Monaghan Community Centre (hall) - The multi purpose hall has a capacity of 220 persons with 2,500 square feet of usable space; 4,000 square feet with storage, kitchen and restrooms. Cavan Monaghan Community Centre (arena) - The Millbrook Community Centre includes the Township s arena. The arena has seating for 300 persons. Cavan Monaghan Library Buildings - (Bruce Johnston library in North Monaghan and Millbrook Branch) have a large and varied collection of print and audio-visual material. Cavan Monaghan Municipal Office - The Cavan Monaghan Municipal Office is located in a converted school and contains a gymnasium, in addition to the Township s administrative offices. Townshipowned Nonmunicipal ownership Report CAO Corporate Strategic Plan (YH) Page 139 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

140 Community Asset Description Cavan Monaghan Transfer Station - offers residents waste maintenance services. Cavan Monaghan Fire Stations 52 King St E (Millbrook), 1047 Mount Pleasant Rd (Cavan), offers emergency and fire services. Centennial Place A long term care home Champion s Gymnastics Facilities - just west of Peterborough, offers recreational gymnastics classes to children as young as three years up to teenagers. Community Parks Cedar Valley Park - creative and traditional play structure, half basketball court, open space Edgewood Park - swing set Maple Leaf Park - two ball diamonds (one lit), two full size soccer fields (each can be programmed as two mini fields), creative play structure, concession, washroom, storage buildings Peace Park - creative play structure, open space (small) Farms There are a number of farms in the community that are part of the Kawartha Farm Fresh initiative targeted at supporting local farmers (e.g.: Woodleigh Farms, Peterborough Buffalo Farms, Pinehaven Farm, etc.). 4 th Line Theatre - Community theatre housed at Winslow Farms. Celebrated its 20 th season in The mandate of the theatre is to preserve and promote Canadian cultural heritage through the development and presentation of regionally based historical dramas. Home Alarm Inspection Campaign Lion s Den - The Millbrook Lion s Den is an old school house that was converted into a hall. It has a capacity of 75 people and contains a kitchen and a bar. The Lion s Den is also accompanied by 3 acres of open space. Millbrook Fairgrounds - In addition to its large outdoor open space, this property contains several exhibit and storage buildings that are used for the Millbrook Fair. The property is managed by the Millbrook Agricultural Society, which owns the majority of the Fairgrounds land (the Township owns a minority stake of the land). Millbrook Valley Trails Developed through a project between the Township of Cavan Monaghan, Otonabee Regional Conservation Authority, The Ontario Ministry of Natural Resources and Peterborough County Stewardship, Human Resources Canada, the Canada Millennium Partnership and community groups and volunteers. Millbrook Community Care - provide a variety of essential services to seniors (60+) and adults with physical challenges. Millbrook Agricultural Society Business club for agricultural producers and hosts of the Millbrook and District Agricultural Fair. Millbrook Business Improvement Area A business association with the principal function of increasing business by improving the physical environment in Millbrook through special events, Townshipowned Nonmunicipal ownership Report CAO Corporate Strategic Plan (YH) Page 140 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

141 Community Asset Description beautification, promotion and advertising. Millbrook & Cavan Historical Society Aims to promote the history of the community. Millbrook & District Chamber of Commerce - A membership of businesses that aims to create a profile for Millbrook and area as a destination, drawing people from outside of the community. Millbrook & District Food Share Local food bank in Millbrook Millbrook Medical Centre Needler s Mill - Owned by the Otonabee Region Conservation Authority and maintained by the Township, Needler s Mill is currently used for storage. The Mill is in disrepair and its long term maintenance repair is under discussion. Old Millbrook Fire Hall - The Old Millbrook Fire Hall is leased by the Township to the Cavan Monaghan Firefighters Association and contains a museum and a private meeting room. Old Millbrook School - The Old Millbrook School is a designated heritage site and contains a branch library, Family Centre, playground, skateboard park, and community garden. OLG Slots at Kawartha Downs and Speedway - Offers horse racing, car racing, slot machines and a number of multi purpose rooms that can accommodate concerts, performances, conferences, parties and events of all sizes. Peterborough Curling Club - Just west of Peterborough City limits, the Club contains 6 sheets of curling ice and has an upper level hall overlooking the ice. Peterborough Municipal Airport Recently completed expansion makes the runway the longest between Toronto and Ottawa. A new terminal building was constructed and groundside commercial development. Places of Worship - Community organizations may also utilize several churches for recreation purposes. In addition, the Cham Shan Buddhist Temple and retreat in the Township which will attract visitors to the area. Public Schools in Cavan Monaghan Public Skating Program Royal Canadian Legion - Has a licensed hall with capacity for 200 people and a club room with capacity for 80 people. Women s Institute Youth Program Townshipowned Nonmunicipal ownership Report CAO Corporate Strategic Plan (YH) Page 141 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

142 3 Our Current State This section aims to provide an in-depth view of Cavan Monaghan through a demographic and economic competitiveness assessment. All indicators are relative to the Greater Peterborough Area and the Province of Ontario, providing insight into the economic performance of Cavan Monaghan. 3.1 Demographic Profile Population Change The most recent population count, according to the Parks and Recreation Master Plan, places the Township of Cavan Monaghan at 9,235 persons. Population growth in Cavan Monaghan was moderate between 2001 and 2006, at 4.4%, increasing to just over 8,800 (Figure 3). However, over the same time period Cavan Monaghan s population grew less than the surrounding Greater Peterborough Area and the Province of Ontario as a whole. Given the predominantly rural nature of the township this is to be expected as trends towards urbanization continue. This trend is expected to change, however, as the Province of Ontario has identified the City of Peterborough as a future Urban Growth Centre in the Places to Grow Plan. The 2010 Draft Township of Cavan Monaghan Official Plan, informed by a population growth background paper provides population projections for the township. This document considers Places to Grow and forecasts to 2031, predicting that the community will grow by 3,350 persons, reaching a total of 12,250. In this scenario, the majority of growth is distributed across Millbrook, Fraserville and the Hamlets in the Township. Another population forecast is found in the Development Charges Background Study (2010), which estimates that the Township s population will increase by 2,900 persons between 2010 and 2028, resulting in a total population of, 11,735 in This forecast effectively increases households from 3,119 in 2010 to 4,301 in 2028, distributed across Millbrook, Fraserville and the Township s rural area. Figure 3, adapted from the Master Fire Plan (2010) illustrates a population forecast until 2031, where the township population would be 11,267. While each of these population projections are slightly different from one another, they are generally uniform by forecasting a moderate growth scenario. Report CAO Corporate Strategic Plan (YH) Page 142 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

143 Figure 3: Population Projections Year Population of Peterborough County Population of Cavan Monaghan % Share of County Population ,682 8, % ,465 9, % ,819 9, % ,607 10, % ,118 11, % Source: Derived from Township of Cavan Monaghan Master Fire Plan (2010), by Millier Dickinson Blais Inc Age Structure As Figure 4 suggests the largest age group in Cavan Monaghan is in the later working ages (from 45-64) at 33% of the Township population. The majority of the population (roughly 55%) is between the ages of This is a slightly older age profile than for Ontario as a whole, but follows the surrounding Greater Peterborough Area closely. The most noticeable difference is that the younger working age group (25-44) is the dominant category for the rest of the Province and is noticeably smaller in both Cavan Monaghan and Peterborough. Cavan Monaghan also appears to be trending closely with the Province in percentage of children within the population. Figure 4: Population by Age Structure, % 5% 10% 15% 20% 25% 30% 35% Cavan Monaghan Greater Peterborough Area Ontario Source: Derived from Statistics Canada (Census of Population, 2006) by Millier Dickinson Blais Inc. The changes in population structure in both Cavan Monaghan and Peterborough followed the same trends from 2001 to This is shown in Figure 5, Cavan Monaghan s total nominal population increased by nearly 400 individuals (increasing by 4.4%) and Greater Peterborough Area grew by 7,200 (increasing by 5.7%). Both Report CAO Corporate Strategic Plan (YH) Page 143 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

144 regions saw an outflow of the and 0-14 age groups away from the region, but were replaced by an increase of those individuals in the age cohort. This, in tandem with the smaller increase in the age cohort would suggest that more established families are choosing Cavan Monaghan and young adults are following their parents, though perhaps not settling. While this arrival of more senior-level workers has positive implications for average income and household wealth within the region, the economic stability of the region could be enhanced by attracting and retaining more individuals in the younger age cohorts. Figure 5: Population Change, by age group, Township of Cavan Monaghan Greater Peterborough Area Percent Percent Population Population Change Population Population Change ,745 1, % 22,465 20, % ,170 1, % 16,585 18, % ,285 1, % 31,570 30, % ,305 2, % 32,485 38, % , % 20,225 21, % % 2,520 3, % Total 8,465 8, % 125, , % Source: Derived from Statistics Canada (Census of Population, 2006) by Millier Dickinson Blais Inc Total Income Cavan Monaghan has a higher percentage of earners in the $60,000 and over income bracket than Peterborough and the Province of Ontario. The average income in Cavan Monaghan in 2005 was $37,157, as opposed to $32,669 in Peterborough, yet slightly below the provincial average of $38,099. This is particularly noteworthy, given the relatively small population in Cavan Monaghan. Yet, Figure 6 does illustrate that Cavan Monaghan has relatively low income earners in the community. Those earning $30,000-$35,000 is slightly higher than Peterborough and the Province. Additionally, those earning under $1000 annually are very small, but still slightly higher than Peterborough and the Province. Report CAO Corporate Strategic Plan (YH) Page 144 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

145 Figure 6: Total Income, % 18.0% 16.0% 14.0% 12.0% 10.0% 8.0% 6.0% 4.0% 2.0% 0.0% Cavan Monaghan Greater Peterborough Area Ontario Source: Derived from Statistics Canada (Census of Population, 2006) by Millier Dickinson Blais Inc Education Attainment The level of educational attainment in a municipality can be used as a general indicator of the capacity for innovation of the local population. Figure 7 demonstrates that just 15.1% of Cavan Monaghan s working age (15 to 64) population have a university degree, which lags both the Greater Peterborough Area (17.5%) and the Province (26.5%). Notably, Cavan Monaghan does have a similar share of its population with college or apprenticeship degrees, providing it with a strong labour force for industries such as agriculture, manufacturing and retail trade. Report CAO Corporate Strategic Plan (YH) Page 145 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

146 Figure 7: Comparative educational attainment, population aged 15-64, 2006 Cavan Monaghan 20.7% 27.4% 9.6% 27.1% 15.1% Greater Peterborough Area 20.1% 29.8% 8.4% 24.3% 17.5% Ontario 18.7% 27.7% 7.5% 19.6% 26.5% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% No certificate, diploma or degree High school certificate or equivalent Apprenticeship or trades certificate or diploma College, CEGEP or other non-university certificate or diploma University certificate, diploma or degree Source: Derived from Statistics Canada, Census of Population (2006) by Millier Dickinson Blais Inc Immigration Profile Given the decreasing population replacement through fertility (current fertility rates in Ontario are at roughly 1.58 children per woman in ) immigration plays an increasingly important role in supporting population growth and diversifying the labour force. Of the total population in Cavan Monaghan, 7.5% are immigrants (665 of 8,840). Greater Peterborough Area has a similarly low level of immigrants within the total population at 9.4%. In contrast, 28% of the population of Ontario are immigrants. This is largely due to the international draw of Toronto, clearly the immigrant population is not dispersing out to rural areas like Peterborough and Cavan Monaghan. Figure 8 shows the top 10 places of origin for immigrants in Ontario, Peterborough, and Cavan Monaghan, while Figure 9 shows the same listing for Recent Immigrants 2, according to the 2006 Statistics Canada Census. Immigrants in both Cavan Monaghan and Peterborough are mainly of European descent, with strong majority representation from the United Kingdom in both instances. Immigrants across the Province of Ontario however, hail from a broader range of origins, reflecting the changing nature of international migration. The UK still leads all origins, but India and China are equally high contributors to Ontario population growth. 1 Ontario Ministry of Finance. Ontario Population Projections Update. Online: 2 Statistics Canada defines a Recent Immigrant as an immigrant who arrived since the last census census counts of Recent Immigrants would include all those who arrived since Report CAO Corporate Strategic Plan (YH) Page 146 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

147 Figure 8: Top Places of Origin for Immigrants, 2006 Cavan Monaghan % of Greater Peterborough Immigrants Area % of Immigrants Source: Derived from Statistics Canada (Census of Population, 2006) by Millier Dickinson Blais Inc. Ontario % of Immigrants 1 United Kingdom 41% United Kingdom 35% United Kingdom 9% 2 Netherlands 14% USA 9% India 8% 3 Germany 5% Germany 8% China 7% 4 Austria 5% Netherlands 7% Italy 6% 5 USA 5% Poland 5% Philippines 4% 6 Philippines 3% Non-permanent residents 4% Non-permanent Residents 3% 7 Poland 2% India 3% Hong Kong 3% 8 Non-permanent residents 2% China 3% Poland 3% 9 Hungary 2% Italy 2% Portugal 3% 10 Belgium 2% South Korea 1% Jamaica 3% Figure 9 further illustrates the changing nature of international migration to the Greater Peterborough Area and the Province through percentages of recent immigrants by place of origin. East and South Asian countries dominate the lists of top places of origin for 2006, though the Greater Peterborough Area did see a number of American immigrants in the period from Unfortunately there were so few recent immigrants to Cavan Monaghan that charting place of origin would not yield any telling conclusions. However, given the changing dynamic of immigration by place of origin profiles in the Greater Peterborough Area and the Province, the future immigrant profile of Cavan Monaghan may change. Figure 9: Recent Immigrants by place of origin, 2006 Greater Peterborough Area % of Immigrants Ontario Source: Derived from Statistics Canada (Census of Population, 2006) by Millier Dickinson Blais Inc. % of Immigrants 1 China 14% India 15% 2 United Kingdom 13% China 13% 3 USA 12% Pakistan 8% 4 India 8% Philippines 6% 5 Colombia 6% Sri Lanka 3% 6 Jamaica 5% USA 3% 7 South Korea 5% Iran 3% 8 Russia 4% South Korea 3% 9 Afghanistan 4% Russia 2% 10 Mexico 3% Colombia 2% 3.2 Competitive Analysis Employment by Industry Major employment sectors in Cavan Monaghan are typical of the Province of Ontario: Manufacturing, Retail Trade, Health Care & Social Assistance, and Educational Services are four of the five main employment sectors for Cavan Monaghan, Peterborough and the Province of Ontario (Figure 10). Construction rounds out the top Report CAO Corporate Strategic Plan (YH) Page 147 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

148 five sectors for Cavan Monaghan and is a strong employer throughout the province. The Greater Peterborough Area has strong employment in the Accommodation and Food Services sector, while the Province of Ontario has a strong workforce in Professional, Scientific, and Technical services. Figure 10: Employment by Industry, 2006 Greater NAICS Category Cavan Monaghan Peterborough Area Ontario 11 Agriculture, forestry, fishing and hunting 3.9% 2.1% 1.8% 21 Mining and oil and gas extraction 0.3% 0.6% 0.4% 22 Utilities 2.5% 1.4% 0.8% 23 Construction 8.3% 7.4% 5.9% Manufacturing 13.3% 10.8% 13.9% 41 Wholesale trade 4.9% 3.6% 4.7% Retail trade 8.6% 12.7% 11.1% Transportation and warehousing 5.9% 4.0% 4.7% 51 Information and cultural industries 1.7% 2.0% 2.7% 52 Finance and insurance 1.8% 2.7% 4.9% 53 Real estate and rental and leasing 1.0% 1.8% 2.0% 54 Professional, scientific and technical services 5.3% 4.8% 7.3% 55 Management of companies and enterprises 0.2% 0.1% 0.1% 56 Administrative and support, waste mgmt., etc. 4.0% 5.0% 4.9% 61 Educational services 7.9% 8.2% 6.7% 62 Health care and social assistance 11.3% 12.5% 9.4% 71 Arts, entertainment and recreation 3.3% 2.6% 2.2% 72 Accommodation and food services 4.3% 8.1% 6.4% 81 Other services (except public administration) 4.7% 4.8% 4.7% 91 Public administration 6.7% 5.0% 5.4% Source: Derived from Statistics Canada (Census of Population, 2006) by Millier Dickinson Blais Inc. Despite the high numbers of employment in sectors like Manufacturing and Retail Trade, several of the leading employment sectors in Cavan Monaghan decreased from 2001 to Manufacturing decreased by 5% and Retail Trade by 12%, as illustrated in Figure 11. Alternatively, the Professional, Scientific, and Technical Services sector in Cavan Monaghan increased by 130% from 2001 to 2006 and the Arts, Entertainment and Recreation sector also increased by nearly 100% over the same period. The growth in these industry sectors is of note as Cavan Monaghan is known for its concentration of cultural activity and artists. It is noteworthy to compare to the Cultural Resource Mapping Project that was completed by the Township in 2011, demonstrating that there are a significant number of cultural assets in the community, some of which are cultural industries. Report CAO Corporate Strategic Plan (YH) Page 148 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

149 Figure 11: Percent Change in Employment by Industry, Percent Change '01-'06 Cavan NAICS Category Monaghan Peterborough 11 Agriculture, forestry, fishing and hunting -19% 0% 21 Mining and oil and gas extraction ** -10% 22 Utilities -14% 36% 23 Construction 32% 10% Manufacturing -5% -3% 41 Wholesale trade 23% 6% Retail trade -12% 16% Transportation and warehousing 5% -1% 51 Information and cultural industries 13% 28% 52 Finance and insurance -31% -2% 53 Real estate and rental and leasing 0% 26% 54 Professional, scientific and technical services 130% 20% 55 Management of companies and enterprises ** 133% 56 Administrative and support, waste mgmt., etc. 54% 46% 61 Educational services 22% 19% 62 Health care and social assistance 2% 14% 71 Arts, entertainment and recreation 94% 17% 72 Accommodation and food services -25% 7% 81 Other services (except public administration) 52% 3% 91 Public administration 49% 13% ** Industries 21 & 55, denoted with **, had no employment in 2001 and therefore cannot be used to demonstrate a percentage change Regional Location Quotients To gain further insight into areas of economic specialization in the Township of Cavan Monaghan location quotients ( LQs ) have been calculated and discussed in this subsection. These figures will identify and measure the concentration of industry activity in Cavan Monaghan, and are presented by North American Industrial Classification System (NAICS) code. Location quotients are a commonly used tool in local/regional economic analysis. They assess the concentration of economic activities within a smaller area relative to the overarching region in which it resides. For the purposes of this study we have calculated location quotients that compare industry sector concentration in the Township of Cavan Monaghan relative to the Greater Peterborough Area and the Province of Ontario. A location quotient greater than 1.0 for a given sector indicates a local concentration of economic activity as compared to the region, in this case the Province of Ontario, which may equate to a competitive advantage for the local economy. Location quotients equal to 1.0 for a given sector implies that the Township has the same concentration of economic activity as the overarching region. Finally, a location quotient of less than 1.0 indicates a concentration of economic activity that is less than the overarching region and may point to a gap or disadvantage in attracting this form of business or industry. Report CAO Corporate Strategic Plan (YH) Page 149 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

150 In theory, an industrial or business concentration that is greater than the overarching regional average may represent the export base of the participating municipalities, presumably satisfying demand elsewhere in the comparison region. Businesses that make up this export base may have chosen to locate in the area due to certain regional competitive advantages. These competitive advantages can be used to attract further investment in the future in the same or complimentary industries. Despite its relatively small size, the Township of Cavan Monaghan exhibits a strong economic base and a high concentration of employment in the following sectors (Figure 10, NAICS code in parentheses below): Agriculture, forestry, fishing & hunting (11) LQ = 4.33 Construction (23) LQ = 1.48 Wholesale (41) LQ = 3.78 Transportation & warehousing (48-49) LQ = 1.97 Arts, entertainment & recreation (71) LQ = 5.44 Other services (except public administration) (81) LQ = 1.5 Based solely on analysis of the location quotients, Cavan Monaghan would appear to have a clear competitive advantage in three areas over the rest of Ontario: (a) Wholesale, (b) Arts, entertainment and recreation, and (c) Agriculture, forestry, fishing and hunting. To a lesser extent Cavan Monaghan also has a higher concentration of Transportation & Warehousing businesses compared to the rest of Ontario. Location quotients, however, should not be used in isolation without looking at other data related to the industry. In the Township of Cavan Monaghan, as an example, Agriculture, forestry, fishing & hunting has one of the highest LQs but the changing face of Ontario s economy shows that this is not necessarily a promising statistic. While the LQ indicates a comparative competitive advantage over the rest of the province this may simply be attributed to the fact that much of the rest of the province is experiencing a downward trend in agriculture. Similarly, the Health Care and Social Assistance sector have a low LQ, yet it is one of the top sectors for employment in Cavan Monaghan. Professional, Scientific and Technical Services grew 130% from 2001 to 2006 in Cavan Monaghan, and reached a moderate LQ of The Greater Peterborough Area, however, has a much lower LQ for the same sector; this promises to continue to support Cavan Monaghan s growth in this area. The Accommodation and Food Services sector is one of Peterborough s stronger sectors for location quotients, and very low sector for Cavan Monaghan. Furthermore, total employment in the sector in Cavan Monaghan dropped by 25% from 2001 to 2006, but grew by 7% in Peterborough (see Figure 12). This sector is a strong component of a robust tourism industry for the Township. Report CAO Corporate Strategic Plan (YH) Page 150 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

151 Figure 12: Cavan Monaghan & Greater Peterborough Area Location Quotients, Total Employment and Percent Change ( 01-06) Industry (NAICS) Cavan Monghan 2006 LQ 2006 Employment '01-'06 % Change Greater Peterborough Area 2006 LQ 11 Agriculture, forestry, fishing and hunting % Mining and oil and gas extraction Utilities % Construction % Manufacturing % Wholesale trade % Retail trade % Transportation and warehousing % Information and cultural industries % Finance and insurance % Real estate and rental and leasing % Professional, scientific and technical services % Management of companies and enterprises Administrative and support, waste mgmt., etc % Educational services % Health care and social assistance % Arts, entertainment and recreation % Accommodation and food services % Other services (except public administration) % Public administration % 0.82 Source: Derived from Statistics Canada, Census of Population (2006) via REDDI by Millier Dickinson Blais Inc Employment by Occupation The Cavan Monaghan labour force is, on the whole, fairly similar to the composition of the Peterborough labour force (Figure 13). The Township is beginning to show some dominance in occupations relating to Business, Finance and Administration, as well as Natural & Applied Sciences over the rest of the Greater Peterborough Area and even the Province. Employment growth in both of these two classes of occupation strongly outperformed the rest of the Province from 2001 to 2006 (Figure 14). The Greater Peterborough Area as a whole is proportionately higher than both Cavan Monaghan and the Province in terms of their respective percentage employment in Sales and Service occupations. Both the Greater Peterborough Area and, even more so, Cavan Monaghan trail the Provincial level of employment in Trades, Transport, and Equipment Operation. Cavan Monaghan residents employed in Management, Primary Industry, and Social Science, Education, Government Service and Religion all decreased between 2001 and Management occupations decreased across the Province for the same period, while most other occupations experienced some degree of growth over the course of the early 2000s. Report CAO Corporate Strategic Plan (YH) Page 151 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

152 Figure 13: Employment by Occupation, 2006 A Management occupations B Business, finance and administration occupations C Natural and applied sciences and related occupations D Health occupations E Social science, education, government service and F Art, culture, recreation and sport G Sales and service occupations H Trades, transport and equipment operators and I Primary industry J Processing, manufacturing and utilities 0% 5% 10% 15% 20% 25% 30% Cavan Monaghan Greater Peterborough Area Ontario Source: Derived from Statistics Canada (Census of Population, 2006) by Millier Dickinson Blais Inc. Figure 14: Change in Employment by Occupation, A Management occupations B Business, finance and administration occupations C Natural and applied sciences and related occupations D Health occupations E Social science, education, government service and F Art, culture, recreation and sport G Sales and service occupations H Trades, transport and equipment operators and I Primary industry J Processing, manufacturing and utilities -20% 0% 20% 40% 60% 80% 100% Cavan Monaghan Greater Peterborough Area Ontario Source: Derived from Statistics Canada (Census of Population, 2006) by Millier Dickinson Blais Inc Creative Occupations in Cavan Monaghan Looking specifically at creative occupations in Cavan Monaghan is of interest given the high LQ in the arts, entertainment and recreation industry and the increase in this occupation category between 2001 and Report CAO Corporate Strategic Plan (YH) Page 152 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

153 The creative economy is often defined according to occupations, in order to better reflect the work people actually do. Though there are multiple definitions of creative work, a definition used in the 2009 report Ontario in the Creative Age, co-authored by Dr. Richard Florida and Dean Roger Martin of the Rotman School of Management at the University of Toronto places creative occupations within four broad types of work. These occupational classes are defined as follows: Creative occupations (the creative class) the growing number of people who are paid to think. These include scientists and technologists, artists and entertainers, and managers and analysts. Service occupations (the service class) where work involves little autonomy, and occupations are focused on the delivery of services, including food-service workers, janitors, and clerks. Physical occupations (the working class) consisting of people who use physical skills and carry out relatively repetitive tasks, such as tradespersons, mechanics, crane operators, and assembly line workers. Resource occupations (FFF) consisting of occupations in fishing, farming and agriculture, forestry (FFF) and mining. Each of these labour force classes is populated with occupational categories defined by the National Occupation Classification (system) NOC. The creative class, first defined by Richard Florida, is not just restricted to artists and entertainers, it encompasses a wide range of occupations that are paid to think in education, business, management, law, and health-related fields. Figure 15 demonstrates that Cavan Monaghan has a slightly lower concentration of creative occupations than the Greater Peterborough Area and the Province of Ontario. This further reinforces the presence of a creative workforce and concentration of cultural activity in the community. Figure15: Occupation Classes, 2006 Cavan Monaghan 28.3% 38.8% 28.6% 4.1% Creative Service Working FFF Greater Peterborough Area 31.5% 43.2% 23.3% 2.1% Ontario 34.7% 41.5% 22.1% 1.7% 0% 20% 40% 60% 80% 100% Source: Derived from Statistics Canada (Census of Population, 2006) by Millier Dickinson Blais Inc. Report CAO Corporate Strategic Plan (YH) Page 153 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

154 3.2.4 Employment by Place of Work The typical resident of Cavan Monaghan travels into Peterborough to work. Only 12% of Township residents stay in the Township for work. This establishes a strong case for expectations of future population growth in the Township to be based on growth in near-by urban centres, like the City of Peterborough and the eastern edge of the Greater Toronto Area (Figure 16). Of those individuals working in Cavan Monaghan, most commute in from Peterborough (40%) or reside in the Township (23%). Figure 17 shows that about 1,400 outside individuals are employed in Cavan Monaghan while only 420 residents work in the Township. There are notable implications for expanding the employment base in Cavan Monaghan, as different sectors are growing in Peterborough than in Cavan Monaghan, according to Statistics Canada Census data. Growing sectors in Peterborough include Management of Companies and Enterprises, Administrative and Support Services, Utilities, and Information & Cultural Industries. Because most Cavan Monaghan residents work in Peterborough there is opportunity to develop similar and complimentary opportunities to retain that skilled labour in Cavan Monaghan. Figure 16: Cavan Monaghan Population by Place of Work, 2006 Place of Work Total % Total Peterborough % Cavan Monaghan % Oshawa % Kawartha Lakes 265 8% Clarington 135 4% Toronto 120 4% Pickering 75 2% Otonabee-South Monaghan 60 2% Whitby 55 2% Smith-Ennismore-Lakefield 50 1% Vaughan 45 1% Cobourg 45 1% Scugog 35 1% Port Hope 30 1% Markham 30 1% Ajax 20 1% Source: Derived from Statistics Canada (Census of Population, 2006) by Millier Dickinson Blais Inc. Report CAO Corporate Strategic Plan (YH) Page 154 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

155 Figure 17: Employment in Cavan Monaghan by Place of Residence, 2006 Place of Residence Total % Total Peterborough % Cavan Monaghan % Kawartha Lakes % Smith-Ennismore-Lakefield 150 8% Otonabee-South Monaghan 100 5% Galway-Cavendish and Harvey 35 2% Clarington 35 2% Havelock-Belmont-Methuen 30 2% Douro-Dummer 30 2% Hamilton 25 1% Asphodel-Norwood 25 1% Port Hope 20 1% Source: Derived from Statistics Canada (Census of Population, 2006) by Millier Dickinson Blais Inc Key Business Characteristics In addition to the results of the location quotient analysis, consideration was given to Statistics Canada s Canadian Business Pattern Data which provides a record of the total number of local business establishments by industry and size. Sources of information are updates from the Statistics Canada survey program and the Business Number registration source collected from the Canada Revenue Agency (CRA). The business data collected includes all local businesses which meet at least one of the three following criteria: Have an employee workforce for which they submit payroll remittances to CRA; or Have a minimum of $30,000 in annual sales revenue; or Are incorporated under a federal or provincial act and have filed a federal corporate income tax form within the past three years. The Canadian Business Patterns Data records business counts by Total, Indeterminate, and Subtotal categories. The establishments in the Indeterminate category include the self-employed, (i.e. those who do not maintain an employee payroll, but may have a workforce consisting of contracted workers, family members or business owners). A review of the results for the Township of Cavan Monaghan provides an understanding of the size of operations in terms of the number of employees by North American Industry Classification System (NAICS) codes. Statistics Canada collected the Canadian Business Patterns data on a 6-digit NAICS level affording a detailed review of subsectors within each industry, for instance: Construction (17.9% of businesses in Cavan Monaghan), led by businesses in Residential Building Construction, Site Preparation Contractors, Electrical Contractors and Other Wiring Specialists. Professional, Scientific, and Technical Services (15.1% of businesses), led by Computer Systems Design and Related Services. Report CAO Corporate Strategic Plan (YH) Page 155 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

156 Agriculture, Forestry, Fishing & Hunting (12.3% of businesses), led by Animal Combination Farming, Dairy Cattle & Milk Production, and Hog & Pig Farming Transportation & Warehousing (8.4% of businesses), led by General Freight Trucking, local. The Professional, Scientific, and Technical Services sector, for example, not only comprises 15.1% of businesses in the Township (as of December 2010) but it also grew in number of employees from by 130%. Similarly, the Construction sector comprises one of the strongest groupings of local businesses as well as seeing strong growth over the period from What is very apparent about business patterns in the Township of Cavan Monaghan is that small businesses dominate the area (Figure 18). Two thirds of businesses have 1-4 employees, a stronger proportion compared to the Peterborough Census Metropolitan Area (CMA), where 50% of businesses are comprised of 1-4 employees. Peterborough, as a large regional urban centre has several large businesses whereas Cavan Monaghan s data did not reveal any businesses with 50 or more employees 3. However, it is known that there are large employers within Cavan Monaghan, including Nexicom, Kawartha Downs and Sysco Central Ontario. These businesses are considered major employers in the community and provide significant employment opportunities. However, on the whole, this data clearly demonstrates that small businesses are key drivers of Cavan Monaghan s local economy and are likely to remain so in the future. Figure 18: Comparative Proportion of business establishments by number of employees, 2010 Cavan Monaghan 66.4% 13.4% 14.1% 6.0% Peterborough CMA 50.2% 23.3% 14.1% 2.5% 7.9% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Source: Derived from Statistics Canada Canadian Business Patterns Data (2010) by Millier Dickinson Blais Inc. 3 Due to the Canadian Business Patterns data collection methodology it is possible that not all business establishments have been captured by this data. Report CAO Corporate Strategic Plan (YH) Page 156 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

157 Figure 19: Cavan Monaghan Business Establishments by Size, 2010 Total Indeterminate Industry (NAICS) Agriculture, forestry, fishing and hunting Mining and oil and gas extraction Utilities Construction Manufacturing Wholesale trade Retail trade Transportation and warehousing Information and cultural industries Finance and insurance Real estate and rental and leasing Professional, scientific and technical services Management of companies and enterprises Administrative and support, waste mgmt., etc Educational services Health care and social assistance Arts, entertainment and recreation Accommodation and food services Other services (except public administration) Public administration Subtotal Source: Derived from Statistics Canada Canadian Business Patterns Data (2010) by Millier Dickinson Blais Inc. Figure 20: Peterborough Census Metropolitan Area Business Establishments by Size, 2010 Total Indeterminate Industry (NAICS) Agriculture, forestry, fishing and hunting Mining and oil and gas extraction Utilities Construction Manufacturing Wholesale trade Retail trade Transportation and warehousing Information and cultural industries Finance and insurance Real estate and rental and leasing Professional, scientific and technical services Management of companies and enterprises Administrative and support, waste mgmt., etc Educational services Health care and social assistance Arts, entertainment and recreation Accommodation and food services Other services (except public administration) Public administration Subtotal Source: Derived from Statistics Canada Canadian Business Patterns Data (2010) by Millier Dickinson Blais Inc. Report CAO Corporate Strategic Plan (YH) Page 157 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

158 4 Community Engagement Critical to the success of any strategic plan is community and stakeholder engagement. In the development of Cavan Monaghan s Corporate Strategic Plan, engaging the community to gain insight into the needs, values and aspirations was essential. This was done through three specific channels: a community survey, interviews and focus groups. The community survey was administered through both an online platform named SurveyMonkey and by distributing paper copies in the community at local businesses and organizations. A survey web link was made available on the Township website and was posted on the social media sites of a number of businesses and community organizations. In total 194 respondents completed the survey between July and September In addition, interviews were conducted with 25 key stakeholders including Council, Township Staff, residents, business owners and community organizations. To gain a broader base of community involvement in the discussion and establishment of local priorities, two community focus groups were held in September 2011, attracting a further 23 participants. These focus groups were advertised on the Township s website, through press releases, posters in several community locations, letters of invitation and phone calls to invite participants. Together, a wealth of information was gathered and synthesized into several major discussion themes. In addition, the insight gained from the community was distilled into a needs, values and aspirations matrix, with the intent to better inform the priorities of the Corporate Strategic Plan. One of the key questions that all participants were asked was: Use three words to describe Cavan Monaghan The following word cloud shows the words used, with the larger words being the most frequently repeated. This is a powerful image in understanding how participants in the community engagement process view Cavan Monaghan. Report CAO Corporate Strategic Plan (YH) Page 158 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

159 4.1 Community Engagement Themes In all, six major themes emerged from the community and stakeholder consultation: 1. Managed Growth & Environmental Protection 2. Leveraging Local Assets 3. Enhancing Community Recreation & Services 4. Make Cavan Monaghan a Destination 5. Supporting Local Business 6. Partnerships & Collaboration Theme 1: Managed Growth & Environmental Protection The feedback from the community engagement suggested that growth pressure from the City of Peterborough and the Greater Toronto Area is one of the most significant ways the community is changing. While there are some in the community that are resistant to change and growth, valuing the rural and small town environment in Cavan Monaghan, there were respondents who wanted to see growth happen in a responsible manner. The notion of managed growth was an often repeated trend throughout the community engagement process; and refers to balancing development with environmental protection. Environmental protection was also a significant point of discussion that was tied to the notion of growth and development in Cavan Monaghan. The Oak Ridges Moraine, the trails, waterways and woodlots were also environmental assets that the community voiced concern about protecting. Protection of the water supply in the Township was also a point of discussion. It was highlighted by community members that parts of the community sit on an abundance of artesian wells that need protecting. Moreover, the protection of prime agricultural land in Cavan Monaghan was of significant concern to a number of community members. It was shared that in some cases, where agriculture has declined, the land was protected through alternative on-farm uses that are being fairly well received. Theme 2: Leveraging Local Assets A number of local assets and community strengths were highlighted during the community engagement process. The notion of leveraging these assets to create jobs, increase tourism and enhance the quality of life in the community was a broad theme. People assets were highlighted as one of the strongest in the community. The sense of community spirit, neighbourliness and volunteerism in the community were discussed as positive characteristics in Cavan Monaghan. However, it was suggested that the historically strong volunteer base has been shrinking in large part because the volunteer base is aging and younger volunteers are perceived as not having the time to give. A strong volunteer network will be essential to sustaining local events and programs and more assistance is needed to help community organizations with volunteer screening and generally engaging volunteers. The community survey highlighted that: 83% of business respondents and 85% of community respondents believe that residential development should be encouraged and managed throughout the community. 80% of business respondents and 85% of community respondents felt that the Township needed to invest in physical infrastructure to manage expected community growth. 88% of business respondents and 91% of community respondents also agreed that Cavan Monaghan should continue to protect, conserve and manage its natural and cultural heritage. Report CAO Corporate Strategic Plan (YH) Page 159 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

160 The future development of the Millbrook Correctional Facility lands was also discussed in context of being an asset to the community. The community perceives the property as sitting in a prime location in proximity to downtown Millbrook and important in the context of future development. Results of the community suggest that both residents and business respondents believe the redevelopment of the site is important to future growth in the township. Community participants believed the physical assets that can be leveraged include the quality of place/quality of life strengths in Cavan Monaghan. Assets such as the parks (in particular Maple Leaf Park), the Community Garden/Farmer s Market, Trails and Cultural Tourism (4 th Line Theatre) were identified as requiring greater marketing and promotion to ensure sustainability. Finally, the arts community and local heritage were also highlighted during the community engagement process. Cavan Monaghan was identified as home to a significant concentration of artists and it was suggested that greater support for local artists through grants and promotion was necessary. It was also suggested that the Township could support local artists by hiring locally in the community or providing space for exhibitions. The Dam, Millpond and Needler s Mill and the façades of buildings in Downtown Millbrook were identified assets that could benefit from historic site or historic district designations. The protection of agricultural land was also recommended with particular reference to a number of historic family farms was also recommended. Theme 3: Enhancing Community Recreation & Services A key theme during the community engagement was the need for enhanced recreation facilities in the community. Multi-use space in the community was identified as difficult to find and much needed. It was suggested that youth who are serious about athletics go to surrounding communities such as Peterborough, Bowmanville and Darlington to compete. However, community members also recognized the challenge in finding land in Cavan Monaghan for new facilities. Business owners responding to the community survey suggested that the Township should provide more arts, recreation and facilities that will encourage youth to stay and provide activities for retirees and seniors. The community survey highlighted that: 89% of business respondents and 85% of community respondents believe that the township needs additional recreational facilities, services and programs for its children and youth. In addition, meeting the needs of youth and senior citizens through enhanced services was a point of discussion. While the library was identified as doing a great job in its programing and community outreach, along with the Old Millbrook School Family Centre there was insufficient programming for younger and more elderly individuals in the community. Daycare was also said to be lacking in the community. The lack of these services is likely to deter families from moving into the community if better services and affordable housing are offered elsewhere. Theme 4: Making Cavan Monaghan a Destination The community also felt that more could be done to make Cavan Monaghan a destination. The community was described as being in the enviable position of having scenic rural landscapes and other quality of place characteristics that attract both Report CAO Corporate Strategic Plan (YH) Page 160 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

161 residents and visitors. While the community s location (proximity to larger urban centres) and regional transportation connections (Highways 115, 35, 7 and 401, Peterborough GO service, etc.) were identified as significant opportunities to stimulate growth and investment, the fear of becoming a bedroom community was discussed. Attracting and supporting employment opportunities (including retail and service sector) to the community were highlighted as possible ways to make Cavan Monaghan more of a destination. The Greater Peterborough Area Economic Development Corporation was identified as a body that could assist with marketing the community. In attracting visitors, the community recognized the need to provide places to stay, places to eat and additional activities and experiences. The general sentiment was that once a tourist arrived there was nothing to keep them in the community. 4 th Line Theatre was identified as a significant cultural tourism asset that could be better leveraged, yet the need for complementary tourism infrastructure was identified by community participants. One suggestion coming from the community was to revisit and perhaps update the recommendations of the Millbrook Marketing Plan. The brand and tagline that was developed for Cavan Monaghan received positive feedback; however, the need to better communicate the range of township s assets was highlighted as important. Theme 5: Supporting Local Businesses The community survey highlighted that: 66% of business respondents and 77% of community respondents believe that revitalizing downtown Millbrook is a priority for the Township. One of the most significant points of discussion was the need to support existing businesses in Cavan Monaghan. Business respondents to the community survey felt that the most important factors influencing future growth was support for existing businesses and enabling small business development and home-based businesses. Better support was needed from consumers, but the Township and Chamber of Commerce (or other local businesses) could do more to support existing businesses and the attraction of new businesses. While the proximity to the big box retailers in Peterborough are deemed as more convenient for some consumers in the community, a greater shop local mentality is needed in Cavan Monaghan. Other bodies identified as contributing to business development in Cavan Monaghan include the Greater Peterborough Area Economic Development Corporation and the Community Futures Development Corporation, who provide the opportunity for small business loans and youth entrepreneurship programming. The recent expansion of the Peterborough Municipal Airport, (located in Cavan Monaghan) was identified as a potential way to attract greater economic opportunity to the area. However, it was identified that servicing is an issue and that dry industrial operations were optimal. There is also a significant equine community in Cavan Monaghan and investigating the economic potential of this industry was named as significant and favourable to maintaining the rural/agricultural lifestyle in the community. The community survey highlighted that: 89% of business respondents and 85% of community respondents believe that the Township should actively pursue business attraction and investment. When asked about the types of businesses that can be successful in the community, it was generally felt that there was a need to strategically look at businesses that fit in with the character of Cavan Monaghan to try to attract or grow those types of Report CAO Corporate Strategic Plan (YH) Page 161 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

162 businesses. When the community was asked where business opportunities should be pursued, two different answers were given. A large number of community respondents suggested that business development activities should be concentrated in the Millbrook area as it is an existing hub in the community and a place where businesses are largely already concentrated. A second school of thought emerged where Fraserville was identified as an ideal place to accommodate future businesses. Fraserville was viewed favourably because of the transportation links and the proximity to the expanded airport. Theme 6: Partnerships & Collaboration While the community participants suggested that partnerships and collaboration between the Township, community organizations and agencies and the business community have improved over the last year, there is still room for improvement. The sentiment in the community was that the bridges are starting to come back and that this needs to continue. Moreover, the need for community organizations to partner with each other to share resources (including volunteers) was identified. Enhancing partnerships between businesses for promotion and marketing was also suggested by community participants. Public-private-partnerships (PPPs) were also suggested by community members as a solution to funding projects. Throughout the community consultation there was a general awareness and understanding that the Township will need to balance its fiscal responsibilities against the desires of the community. However, the community also felt that the Township needs to follow through on, and better communicate, its long range goals and objectives with an understanding of the capital costs. In making these decisions, the Township must also be more effective in communicating its plans for the future to the community at large The Community s Vision and Priorities During the engagement process, community and stakeholder participants provided input as to their vision for Cavan Monaghan over the next 10 years. This feedback can be found in more detail in Appendix B. The most frequently cited responses included the following: The promotion of our heritage, history and culture. Preservation of our rural and agricultural lifestyle. To have a vibrant main street and downtown where people will come back to and people who live in the community don t have to travel outside to access the goods and services they need. A place of environmental sustainability and respect for the beauty of the land and the villages and the people. Report CAO Corporate Strategic Plan (YH) Page 162 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

163 Responsible growth that retains the unique rural character, heritage and beauty. When priorities for the next three years were discussed, the focus group participants and community survey respondents suggested the following 5 priorities: 1. Develop additional recreation facilities 2. Complete an Official Plan that supports sustainable growth 3. Revitalize Downtown Millbrook 4. Road improvement and maintenance 5. Innovative economic development The development of the Fraserville/airport area and keeping taxes low were less frequently repeated priorities for the community. While this data, in combination with the themes discussed have worked to synthesize the key findings from the community engagement process, the wealth of information collected have been further distilled into the community s needs, values and aspirations in the next section. Report CAO Corporate Strategic Plan (YH) Page 163 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

164 4.2 Needs, Values & Aspirations Matrix Engagement Activity Needs Values Aspirations Community Survey Additional recreational facilities and programs (highest importance placed on this, over other needs) Protect, conserve and manage natural and cultural heritage Invest in physical infrastructure to manage expected community growth Revitalizing downtown Millbrook Managed residential development Pursue business attraction and investment A community vision Ensure that there is clean air and water in the community More arts, recreation and facilities that will encourage youth to stay and provide Location of the community for opportunities Historic aspect of the community Natural and rural beauty Community spirit Proximity to urban areas Farmland in the community Quiet, beautiful, peaceful rural atmosphere Trails Cultural heritage Libraries, police services and waste management (ranked well) Low taxes Quiet country living Proximity to urban areas Maintain the unique history of the place Expanded airport development for economic opportunities Utilize monies from the Casino to enhance the Township Farmland will continue to produce local food that can continue to feed the community Millbrook is revitalized and developed A priority for the Township is the provision of adequate recreational opportunities Road construction and maintenance are prioritized and acted upon activities for retirees and seniors Involve the community in municipal decision making Better roads, retail shopping, recreational facilities, economic development services (ranked as low) Local employment Re-use the Correctional Facility site Enhanced business investment through the airport Report CAO Corporate Strategic Plan (YH) Page 164 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

165 Engagement Activity Needs Values Aspirations Interviews Community recreational space Recreation and amenities for children and youth Day care services Leadership from the Township (Council) Additional services for senior citizens Space for specialized, cultural or recreational programming Support for community organizations Additional business in the community Small businesses need support from each other, the Township and local consumers Community organizations need assistance with gaining volunteers and volunteer screening a volunteer database or network Knowledge of what resources are in the community Access to grants and grantwriting A stronger network of notfor-profits and community organizations in the Township Sidewalks and accessibility Road improvements Arts education Economic and recreational growth Match development and upgrade of services to expected growth Strong sense of community and spirit of cooperation Peace and quiet of rural life Academics and education for children Community s heritage and history Local volunteers Scenic natural environment rolling hills and 100 year old trees The community is a nice place to live Rural heritage and landscape Local artists in the community Respect for the beauty of the land of the villages and the people Protection of our agricultural sector and our natural heritage Library services and programming Community organizations and Clubs are valued (Legion, Community Garden, Millbrook Family Centre, Maple Leaf FC, Phantoms Track and Field, etc.) Community Policing Promotion of heritage and history Cultural Tourism A more vibrant downtown Millbrook Advocacy for seniors (seniors can live healthy, safe lives) The community is a place of environmental sustainability Preservation of the unique character of the Township. Maintain the identity of Cavan Monaghan Continue to grow and prosper but maintain a small-town feel Create new jobs in the community and keep people in the community A good place to raise children Agricultural land is not threatened in the community Food security is minimal and the community can grow their own food and live healthy lives Report CAO Corporate Strategic Plan (YH) Page 165 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

166 Engagement Activity Needs Values Aspirations Focus Groups Vision and political will Official Plan to be completed Enhanced marketing and awareness Weekly shuttle to Peterborough Community cohesion between hamlets and Village of Millbrook Provide services and programs for the changing demographics (young families, aging population) Recreational facilities and playing fields Revitalize Millbrook s downtown, the Mill and Dam Innovative economic development Road improvement and maintenance Fraserville and airport area development including services (water, electrical, sewers, etc.) Establish a heritage district Redevelop the Correctional Facility Restore Needler s Mill Concentrated residential development that do not stretch municipal budgets to service A recognized identity beyond the Township s borders known as a progressive area that protects its assets Wide paves shoulders, bicycle and pedestrian friendly roads Transportation linkages Attract light industry to the north end Funding for grants, professional advice on Agricultural land and agricultural history and industry is highly valued Healthy protected natural environment 4 th Line theatre and other cultural opportunities Needler s Mill Recreation for children, families and seniors Artists in the community Green space Heritage and history of the community Smart development (balance between growth and environment) The community is a great place to live Quality of life Listening to the community Trails Being a unique community Not being a bedroom community Signs of success in the community by 2021: Community centre built Downtown Millbrook revitalized and all retail stores are now full and operational Thriving agricultural community; local food culture and diverse crops produced Smart development/responsibl e development Local jobs Farmland development Balanced distribution of OLG money Updated infrastructure Industrial areas are used and attracted businesses to the area Heritage village recognized to encourage tourism Every store in good repair Citizens are actively engaged in beautification projects/gardens/parks, etc. Report CAO Corporate Strategic Plan (YH) Page 166 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

167 Engagement Activity Needs Values Aspirations fundraising for facilities Revive Millbrook Marketing Plan Report CAO Corporate Strategic Plan (YH) Page 167 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

168 Appendix B Community Engagement Summaries Report CAO Corporate Strategic Plan (YH) Page 168 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

169 Community Survey Summary The community survey has been summarized by examining the results from respondents who are business owners and community members separately. In doing this, the opportunities identified by business owners and community members can be compared and contrasted. Business Owners Business Owner Profile Number of Respondents: 24 Figure 1: Residents of Cavan Monaghan Yes 95.8% No 4.2% 0.0% 20.0% 40.0% 60.0% 80.0% 100.0% 120.0% Figure 2: Age Structure 40.0% 37.5% 35.0% 30.0% 25.0% 25.0% 20.0% 15.0% 16.7% 12.5% 10.0% 5.0% 0.0% 4.2% 4.2% 0.0% < Figure 3: Years Living in Cavan Monaghan 80.0% 70.0% 73.9% 60.0% 50.0% 40.0% 30.0% 20.0% 10.0% 0.0% 13.0% 8.7% 4.3% < years years 15 + Report CAO Corporate Strategic Plan (YH) Page 169 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

170 Figure 4: Type of Business Operating Agriculture 34.8% Business Services 21.7% Education Health 4.3% 4.3% Manufacturing 13.0% Retail 17.4% Tourism/Hospitality 4.3% 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% 40.0% Community Profile When asked what makes Cavan Monaghan unique the business owners responded with: Great location (situated close to several urban centres and highways) The historical aspect of the township The natural rural beauty it possesses The community spirit Business owners were asked to rate (1- not satisfied, 5 - very satisfied) the quality of products and services in Cavan Monaghan. Figure 5 illustrates the average ratings for each product or service. Report CAO Corporate Strategic Plan (YH) Page 170 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

171 Figure 5: Average Satisfaction Ratings for Products and Services 5.00 Very Satisfied Satisfied Not Satisfied Arts, cultural events and activities Economic and community development Education Fire or Police services Health care services Heritage conservation and preservation Housing choice Library services Parks and Recreation facilities and services Retail shopping environment Roads Waste management/recycling programs Water and Wastewater services Business owners are least satisfied with the economic and community development services, followed by Parks and Recreation services being provided in Cavan Monaghan (Figure 5). The graph also shows that all products and services hovered around the satisfied average from the business community. When business owners were asked if revitalizing downtown Millbrook was a priority for the Township, 66% agreed. Also, when asked whether the township needs additional recreational facilities, services and programs for its children and youth, 89% agreed. When the question around whether residential development should be encouraged and managed throughout the community was asked, 3% agreed. When asked if Cavan Monaghan needs to actively pursue business attraction and investment, 89% agreed. Business owners also agreed (88%) that Cavan Monaghan should continue to protect, conserve and manage its natural and cultural heritage. Lastly, when asked if the Township needed to invest in physical infrastructure to manage expected community growth, 80% of business owners agreed. Opportunities in the Community Business owners were also asked to list their priorities that they would like to see the Township act upon. Three of the most frequent priorities provided could be categorized into the following three opinions: Economic Development Recreation Facilities Low Taxes Report CAO Corporate Strategic Plan (YH) Page 171 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

172 When asked to provide three advantages and disadvantages the business community responded with: Advantages Proximity to urban areas Clean water and air Community spirit is vibrant Disadvantages Lack of physical infrastructure Poor facilities Lack of community vision Business owners responded to the question What opportunities are available to differentiate from other communities, they generally responded that Cavan Monaghan has great farmland that can produce local food that can continue to feed the community along with the investments that can be made utilizing the casino revenue and the anticipated growth at the airport. Business owners also added that the Township should capitalize on changing demographic trends by providing more arts, recreation and facilities that will encourage youth to stay and provide activities for retirees and seniors. When asked how the Township can continue to better plan for the future the business community responded almost unanimously to continue involving the community in municipal decisions. The business community was asked to rate (1 being not import, 5 being very important) the factors provided and their importance to the future growth of Cavan Monaghan. Figure 6 illustrates the average ratings for each factor. Figure 6: Average Importance Ratings for Factors toward Future Growth 5.00 Very Important Important Not Important A broader range of housing options for residents A broader promotion and marketing effort of Cavan Monaghan and its assets Attracting a greater number of restaurants and retail opportunities to the community Attracting industrial land development opportunities Beautification of the community s villages and hamlets Enhanced healthcare services (Fire, EMS, Long Term Care) Enhanced recreational facilities in the community for children and youth Enhanced recreational programs in the community for children and youth Greater support for arts and culture programs Increased number of visitors and tourists to community Investment in community infrastructure (roads, water, sewage, etc) Investment in small business development and home-based businesses Preservation and conservation of the community s natural and cultural heritage Re-development of the Millbrook Correctional Centre Revitalization of Downtown Millbrook Stronger partnerships with the City of Peterborough and other surrounding communities Strong opportunities for existing businesses As Figure 6 illustrates, attracting industrial development opportunities is not an important issue to the business community who want to see more emphasis take place in helping existing businesses and investing in small business. Report CAO Corporate Strategic Plan (YH) Page 172 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

173 Community Respondents Community Respondents Profile Number of respondents: 167 Figure 7: Resident of Cavan Monaghan Yes 96.4% No 3.6% 0.0% 20.0% 40.0% 60.0% 80.0% 100.0% 120.0% Figure 8: Age Structure 30.0% 28.1% 25.0% 22.8% 23.4% 20.0% 15.0% 10.0% 11.4% 8.4% 5.0% 4.2% 1.8% 0.0% < Figure 9: Years Living in Cavan Monaghan 60.0% 50.0% 48.2% 40.0% 30.0% 20.0% 16.3% 20.5% 15.1% 10.0% 0.0% < years years 15 + Report CAO Corporate Strategic Plan (YH) Page 173 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

174 Community Profile Similar to the business owners, residents were asked what words best described Cavan Monaghan. Several community respondents had similar answers to business owners in describing Cavan Monaghan as: Beautiful Friendly Quiet Peaceful A rural place Respondents believed that the community was unique due to its history, proximity to urban centres and the OLG Kawartha Downs slots which differentiate it from other rural communities. When asked what places they would most likely take visitors, the community responded with 4 th Line Theatre, downtown Millbrook, and the trails in the countryside, illustrating that the community appreciates its natural (trails) and cultural heritage (theatre and historic downtown). The community was asked to rate (1- not satisfied, 5 - very satisfied) the quality of products and services in Cavan Monaghan. Figure 10 illustrates the average ratings for each product or service. Figure 10: Average Satisfaction Ratings of Products and Services 5.00 Very Satisfied Satisfied Not Satisfied Arts, cultural events and activities Economic and community development Education Fire or Police services Health care services Heritage conservation and preservation Housing choice Library services Parks and Recreation facilities and services Retail shopping environment Roads Waste management/recycling programs Water and Wastewater services As illustrated, the community ranked roads, economic development, retail shopping, and recreation facilities and services below satisfactory. Alternatively the community Report CAO Corporate Strategic Plan (YH) Page 174 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

175 ranked libraries, police services, and waste management programs as services that satisfied their needs and expectation. When the community was asked if revitalizing downtown Millbrook was a priority for the Township, 77% agreed. Asking if the township needs additional recreational facilities, services and programs for its children and youth, 85% agreed. When asked if residential development should be encouraged and managed throughout the community 85% agreed. When asked if Cavan Monaghan requires being active in pursuing business attraction and investment 85% agreed. The community also agreed (91%) that Cavan Monaghan should continue to protect, conserve and manage its natural and cultural heritage. Lastly, when asked if the Township needed to invest in physical infrastructure to manage expected community growth, 85% of the community agreed. Opportunities in the Community The community was asked to list their priorities that they would like to see the Township act upon. Three of the most frequent priorities provided could be categorized into the following three opinions: Road construction and maintenance Millbrook revitalization and development Recreation opportunities When asked to provide three advantages and disadvantages the community responded with: Advantages Proximity to urban areas Quiet country living Relatively low taxes Disadvantages Lack of amenities (recreation, arts, shopping) Poor roads Limited jobs When asked What opportunities are available to differentiate from other communities, community respondents suggested that Cavan Monaghan has the opportunity to reuse several of their older historic buildings noting the Needler s Mill and the Millbrook Correctional Facility as two potential opportunities to expand their culture and recreation facilities. The community also noted that the airport provides the opportunity for business investment. The community also added that the Township should capitalize on changing demographic trends by providing more arts, recreation and facilities that will encourage youth to stay and provide activities for retirees and seniors. When asked how the Township can continue to better plan for the future the community responded almost unanimously to continue involving the community in municipal decisions and to set priorities on moving forward. Report CAO Corporate Strategic Plan (YH) Page 175 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

176 In Figure 11, the community was asked to rate (1 being not important, 5 being very important) the following factors provided and their importance to the future growth of Cavan Monaghan. Figure 11: Average Importance Ratings for Factors toward Future Growth 5.00 Very Important Important Not Important 1.00 A broader range of housing options for residents A broader promotion and marketing effort of Cavan Monaghan and its assets Attracting a greater number of restaurants and retail opportunities to the community Attracting industrial land development opportunities Beautification of the community s villages and hamlets Enhanced healthcare services (Fire, EMS, Long Term Care) Enhanced recreational facilities in the community for children and youth Enhanced recreational programs in the community for children and youth Greater support for arts and culture programs Increased number of visitors and tourists to community Investment in community infrastructure (roads, water, sewage, etc) Investment in small business development and home-based businesses Preservation and conservation of the community s natural and cultural heritage Re-development of the Millbrook Correctional Centre Revitalization of Downtown Millbrook Stronger partnerships with the City of Peterborough and other surrounding communities Strong opportunities for existing businesses Attracting industrial development opportunities is the least important issue to the community, as shown in Figure 11. The community places large importance towards recreational facilities and programs as well as police services, public infrastructure and preservation of natural and cultural heritage. Report CAO Corporate Strategic Plan (YH) Page 176 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

177 Interview Summary Between July and August, 2011 telephone and in-person interviews were conducted with key stakeholders in Cavan Monaghan. Key stakeholders included: residents, businesses, community organizations, Township Staff and Council. Interviews Completed: 1. Mayor 2. Deputy Mayor 3. Councillor Cavan Ward 4. Councillor Millbrook Ward 5. Councillor North Monaghan Ward 6. Planning/By-Law Enforcement Staff 7. Parks and Recreation/Community Economic Development Staff 8. Fire Chief and Deputy Fire Chief 9. Roads & Environmental Services Staff th Line Theatre 11. Cavan Monaghan Heritage Committee 12. Millbrook Dam/Needler s Mill Steering Committee 13. Cavan Monaghan Libraries 14. Millbrook Business Improvement Area 15. Phantoms Track and Field Club 16. Millbrook Community Care 17. Maple Leaf Soccer 18. Millbrook Royal Canadian Legion 19. North Cavan Public School 20. Millbrook Minor Hockey Association 21. Village Gallery Originals 22. Millbrook Chamber of Commerce 23. Cavan Monaghan Independent Artist 24. Millbrook Community Garden 25. Old Millbrook School Family Centre Report CAO Corporate Strategic Plan (YH) Page 177 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

178 Question 1: Use three words to describe Cavan Monaghan Historic Unique Fractured Diverse People Scenic Welcoming Historic Passionate Family Community Loving Passionate Rural Tight Knit Picturesque Beautiful Culturally Diverse Leaders Farmland Hills Scenic Upper-middle Class Past Present Future Nature Beauty Opportunity Agrarian Scenic Tranquil Countryside Peaceful Friendly Green Unique Farming Small Town Artistic Picturesque Under-serviced Undiscovered Residential Commercial Community Spirit Growing Youthful Community Question 2: What is Cavan Monaghan s most valuable community asset? The natural environment was named the most valuable community asset most frequently in the interviews. The scenic rural environment, the parks, trails and forests were assets that were also valued by community respondents. The local agriculture industry was also cited as an asset that is underappreciated in the community. Promoting the farmer s market and linking consumers with producers is an opportunity in Cavan Monaghan. Other important community assets that were identified by interview respondents included the Cavan Monaghan libraries as they provide valuable space and programs for all residents. The artistic community was also mentioned a number of times as the most valuable asset in the community because artists are considered to enhance the uniqueness of Cavan Monaghan and contribute to the character of the community. 4 th Line Theatre was mentioned numerous times as another aspect of the community that is valued, as it profiles the regional history of the community, and works to share it with broader audiences. The people assets in the community, including volunteers and an engaged citizenry, were suggested as the most important community assets in Cavan Monaghan. The perception is that people are the core of the community and they work together to move community initiatives forward. While there are some concerns over the dwindling volunteer base (as they are aging and the younger generation is harder to engage), there was also a cited resurgence of volunteers in Cavan Monaghan. It was suggested that people tend to rally around issues that they are passionate about and that have an effect on the community. One of the other community assets discussed included downtown Millbrook. Some community members who were interviewed believed that downtown Millbrook is the hub of Cavan Monaghan and that it contributes to the self-sufficiency of the township. In addition, interviewees suggested that downtown Millbrook has a number of unique heritage buildings that should be preserved and celebrated. Report CAO Corporate Strategic Plan (YH) Page 178 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

179 Question 3: What makes Cavan Monaghan a unique place to (live/work/invest)? Interviewees believed that one of the most unique aspects of Cavan Monaghan is the township s history and heritage. Interviewees suggested that there are a number of historic family farms still in existence in the community that should be protected. In addition, specific sites such as the former Millbrook Correctional Facility, Needler s Mill and Dam, and the heritage buildings throughout the township were cited by interviewees as contributing to the uniqueness of Cavan Monaghan. Cavan Monaghan is also viewed as unique because it has managed to retain the small town and rural atmosphere. The strong quality of place assets and amenities in the community are considered important to attracting new residents and businesses to the area. In addition, the community is viewed as creative, given the number of artists in the township, which adds to the uniqueness of living in Cavan Monaghan. The township also benefits from its proximity to larger urban centres and the Greater Toronto Area. There are a number of transportation linkages; including highways, GO service and the Peterborough Municipal Airport that connect the township to other regional and provincial communities. The perception that there are not a lot of employment opportunities in Cavan Monaghan was highlighted by the interviewees as a weakness in the community. Moreover, concern was expressed that employment in the community is very low and most people commute out of the township to access jobs, unless they are selfemployed. For those who are self-employed, the location of the township is important given critical access to markets. Question 4: What are the community s major strengths? Respondents believed that one of the community s major strengths is its location. Being in proximity to large urban centres such as the City of Peterborough and Oshawa, as well as other municipalities in the Greater Toronto Area provides economic opportunities for the township. There are also strong existing transportation linkages and roads connecting the township, as well as, planned infrastructure for the future (GO train and 407 extension that will be important to future growth). A sense of resilience was also identified as a community strength, as well as a sense of community. These two aspects were discussed in parallel as respondents suggested that there is a strong community base in Cavan Monaghan. Interview respondents generally suggested that despite a number of disagreements, if the community needs to stand together it will. The Oak Ridges Moraine was identified as a strong natural feature, as well as the other environmental features in the township. There are also a number of interesting businesses in Cavan Monaghan. Interviewees mentioned Voyageur Canoe, the Buffalo farm, Pastry Peddler and 4 th Line Theatre as strong businesses in the community. Question 5: How is the community changing? The majority of interviewees felt that the most significant way the community was changing was the changing dynamics of the community characterized by the influx of Report CAO Corporate Strategic Plan (YH) Page 179 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

180 new and young families and the aging population. The interviewees also felt that the growth pressure and expected population change in the community was also going to have a significant impact on Cavan Monaghan. Some interviewees greeted this idea with resistance as they did not want to see change or growth in the community, while other interviewees suggested that growth and change are acceptable if it is done in a sustainable, responsible manner. The purchase of land on speculation by developers and individuals outside of the community was also expressed as an area of concern by some interviewees. Younger families were also viewed by interviewees as possibly having more fresh ideas and energy, yet more efforts to engage them around community issues and events are needed. This was tied to the notion that an increase in volunteers is needed and that cooperation between individuals, groups and organizations has grown in the past 5 years and that every opportunity must be taken to reinforce this. Interviewees also suggested that the community is a place where wind turbines are being considered and while alternative energy is viewed as important, wind turbines are perceived as detrimental. Question 6: What are the key services needed to address such changes? The key services needed to address the changes discussed in the previous question include: Infrastructure improvements to accommodate the aging population Parks and recreation for youth and children Services for seniors and retirees Generally, interview respondents suggested that there is a lack of recreational facilities to match the big sports community in Cavan Monaghan. Respondents suggested that as there is an influx of younger families, having recreational amenities for children and youth are important to social cohesion. In addition, it was generally felt that the parks are well-used, but space is always booked and meeting rooms and multi-use space is always difficult to find and reserve in the community. The soccer field was highlighted as a piece of recreational infrastructure that required upgrading. In addition, affordable housing, sidewalks, transportation and other services were listed as needs for seniors and retirees. Question 7: What local/regional assets can be better leveraged? Local and regional assets that interviewees believed could be better leveraged included the following: The artist community Millbrook Correctional Facility People assets (volunteers, youth, retirees) Volunteer networks Community organizations Report CAO Corporate Strategic Plan (YH) Page 180 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

181 Community garden they are viewed as a progressive, forward thinking organization Women s Institute in Mt. Pleasant Cham Shan Buddhist Temple and Retreat Snowmobile trails/hiking trails Question 8: Where should Cavan Monaghan focus business development/attraction efforts over the next 5 (or 10) years? The majority of interviewees believed that business development efforts should be focussed on Millbrook. Many interviewees viewed Millbrook as the hub of the community and believed that residential and commercial growth should be concentrated there. However, a minimal number of interviewees believed that development should be focussed on both Millbrook and Fraserville. The need for additional commercial growth was discussed as an important need for Millbrook as the main street has seen a high turnover of businesses in the last few years. Part of the issue that was highlighted with this turnover of businesses is that Cavan Monaghan and more specifically, Millbrook is not viewed as a destination. Overall, the need to attract businesses such as light industrial to the north end of the township, or near the airport and rail line was viewed as important. Question 9: What opportunities are there to stimulate growth and new investments in the area? What assets are there to support this? Location and access to highways 115, 7, 28, 401 and the future 407 extension. Peterborough Municipal Airport new businesses (commercial, light industrial and retail) can grow around this area Millbrook Correctional Facility redevelopment could attract businesses Keeping taxes low in Cavan Monaghan Building off of the artistic community and leveraging the heritage main street in Millbrook as a film production location Implementation of a recreational facility, redeveloped athletic fields, which could spur commercial development (retail, small businesses, restaurants, etc.) Revitalization of heritage sites and properties Question 10: What opportunities exist for the community to capitalize on retiring Ontarians; or new residents coming to the area? The top issue in Cavan Monaghan pertaining to the retiree demographic is transportation. It was discussed that seniors and retirees in the community have limited transportation options. Interview respondents suggested that Community Care does a good job providing services to transport seniors around the community, however, additional transportation services were deemed necessary. A bus service to Peterborough was also viewed as critical because access to healthcare is challenging otherwise. Interviewees alluded to a bus service that was tried in the past, but was deemed not cost effective. Sidewalks were also highlighted as requiring better Report CAO Corporate Strategic Plan (YH) Page 181 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

182 clearing for walking in the winter; however, respondents suggested that many roads in the township do not have sidewalks. In regards to new residents, it was suggested that the need for a proactive information centre to provide maps, attractions, services and recreation is important. Question 11: What programs/services/infrastructure is needed to best serve the community over the next 5 (or 10) years? The following is a list of programs/services and infrastructure that interviewees viewed as necessary to best serve the community over the next 5-10 years: Recreational facilities (for all residents) Transportation (for children and seniors) Community space (for recreational and cultural activities) Additional medical services Affordable housing More senior s housing Children s services and Day Care Tourism infrastructure: Bed and Breakfasts, restaurants, etc. Question 12: What is your vision for the township? The most common responses to the desired vision for the township included the following: Managed growth A place of environmental sustainability and protection The promotion of the township s culture, heritage and history The overall sentiment was that the community could benefit from enhanced growth, yet amidst this growth, the community has to retain its uniqueness, rural character, heritage and beauty, which are highly valued aspects of Cavan Monaghan. Preservation of the rural and agricultural lifestyle in the community was also cited as an important inclusion in the community s vision for Cavan Monaghan. Some interviewees stated that having a vibrant main street is important to making the township a destination for people to live, work and play. Question 13: Township Staff & Council: In your current role in your department what is your vision for the township? What do you want your department to be known for? Township Staff & Council provided their input as to what their vision was for Cavan Monaghan: The Township provides excellent customer service The Township provides leadership and Council is a visionary driving force that encourages Staff and the community to get involved Forward looking priority planning documents Report CAO Corporate Strategic Plan (YH) Page 182 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

183 Stay ahead of growth, not behind it Facilities are upgraded and new (recreation, water, etc.) Good roads/good road system, in good condition The community is engaged with the Township, greater participation from residents in North Monaghan Good Official Plan Modernized, energy efficient community A plan for snow clearing Well-planned, organized and financially stable community Capitalize on the highway corridors and transportation linkages for economic growth Report CAO Corporate Strategic Plan (YH) Page 183 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

184 Focus Group Results Queen s University Executive Decision Centre Facilitators: Erik Lockhart, Lauren Millier, Nirvana Micoo Ph#: elockhart@business.queensu.ca September 26 th, 2011 Report CAO Corporate Strategic Plan (YH) Page 184 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

185 Executive Summary Attached are meeting proceedings from focus groups in the Township of Cavan Monaghan held on September 26, The purpose of the sessions was to solicit input and advice from the broader community on the future priorities of the Township. The group explored the following questions: 1. What is your vision for the community? If in 2021, Cavan Monaghan had achieved its goals - What would it look like? 2. Barriers. What constrains the community s ability to achieve this vision? 3. What does Cavan Monaghan need to do achieve this vision? What are the priorities for the next 3 years? 4. What is the role of the Township (the Corporation ) in addressing the above priorities? Participants Afternoon 10 participants Evening 13 participants Q1. By 2021, success in our community would mean we have the following in place: Afternoon Group 1. Community centre built 2. Downtown revitalized. 3. Thriving agricultural community producing diverse crops and produce to "buy in" to local foods culture 4. Smart development. Millbrook expanded by 350 homes 5. Local jobs. industrial areas are used to have new factories/business' attracted to area Evening Group 1. Responsible growth. Controlled housing development that does not negatively impact the area's environment and does not overload the area's services. 2. Farmland Development. Large farmland remains untouched and productive, while small farms in the area could be developed for commercial and residential applications. 3. Balanced distribution of OLG Money: put slot monies back into the community so that all people can benefit! 4. Updated infrastructure to accommodate growth i.e. roads, sewer and water systems. 5. Commercial & industrial development is ongoing in the Cavan-Fraserville area as well as adjacent to the airport...the airport plays a major role in providing employment lands. 6. A recreation complex that meets the needs of the community with programming for all age groups. Q2. The top barriers to moving forward are: Afternoon Evening Total Report CAO Corporate Strategic Plan (YH) Page 185 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

186 1. Split Township: Millbrook = hub and outlying areas feel left out Lack of vision and willpower Lack of official plan Red tape and regulation Marketing and awareness Changing demographics, aging population Q3. The Top Priorities for the next three years are: Afternoon Group Priority Role of Township 1. Put in place a smart, cohesive Official Plan Major (Champion)...expand township slowly and with vision 2. Recreation facilities including community centre Major (Champion 3. Revitalize downtown Millbrook: Mill/dam/Heritage District/Business Enabler along with the businesses, community groups 4. Innovative economic development ECD Dept. is the champion Evening Group Priority Role of Township 1. Focus on official plan Major (Champion) 2. Recreational facilities to keep youth involved in the community and encourage more community unity 3. Road improvement...maintain roads and the areas adjacent. 4. Fraserville and airport area development including services (i.e.; water electrical, sewers etc.) Major (Champion) Major (Champion) Major (Champion) Editor s Notes: a. The notes in this Executive Summary provide a summary of the findings from each session. Given the variety in each focus group, the summary above should be considered directional in nature and is by no means a scientific comparison. b. The symbol // indicates that two similar ideas have been merged together. c. This document contains the meeting proceedings and is not intended as a Final Report Report CAO Corporate Strategic Plan (YH) Page 186 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

187 Group 1 (Afternoon Session) Question 1: Vision for the Township (Brainstorm) Imagine it is September 2021 and Cavan Monaghan has achieved its goals. What does it look like? What are some of the elements/characteristics of the Township? We will know that the Township has been successful when we have the following in place? What are the SEVEN most COMPELLING elements of this future state... Voting Results #votes Idea Multiple Selection (maximum choices = 7) (Allow bypass) Number of ballot items: 38 Total number of voters (N): Community centre built 6 2. Downtown area has been revitalized -all retail stores are now full and operational-a mix where the citizens will come and shop and visit with others... every store is rented 5 3. Thriving agricultural community producing diverse crops and produce to "buy in" to local foods culture 4 4. Heritage District established... heritage district designation and recognition as destination for tourism 3 5. Correctional Facility redeveloped 3 6. Dam rebuilt 3 7. Correction Facility developed into vibrant center with markets, arts, cafes, 3 8. Needler s Mill restored... Needler's Mill generating power...the dam and the mill restored 3 9. Millbrook expanded by 350 homes... new houses are built to fill in the unoccupied areas in the Village Industrial areas are used to have new factories/business' attracted to area A healthy and protected natural environment including parks and walking trails, along with local businesses offering jobs, and concentrated residential development that does not stretch municipal budgets to service th Line Theatre, the jewel of the region Report CAO Corporate Strategic Plan (YH) Page 187 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

188 2 13. Heritage village recognized to encourage tourism A recognized identity beyond our borders as a progressive area that protects its greatest assets: its nature and its effectively planned communities Bicycle friendly roads and highways- wide paved shoulders That there is a balance of houses, businesses, recreational centres, and industry in the township Downtown core revitalized. Downtown stores restored to original state. Village developed as a Centre for the Arts All age recreation centre, wading pools Amphitheatre added to pond/dam/mill/trails system for added tourism draw Vibrant arts community with place(s) to exhibit Village centered development with viable agriculture maintained Maintenance of green space That we are not a bedroom community What is the status on Fraserville? Will there be water and sewer? Cavan Monaghan part of Peterborough Federally and Provincially (rather than Kawartha Lakes Halliburton Brock et al) What are the plans for the farm bought on the 8th line, for water for the Fraserville area? Sports centre that attracts both youth and adults and offers space for team sports and also meeting/fitness/performance Public transit connections - bus and rail to and Peterborough Environmentally friendly and sustainable development where we can potentially use the dam to produce our own energy Expanded trail system // expanded trail system The merchants have a strong organization that promotes the village Current businesses expanded and new businesses added Innovative business destination - attractive for entrepreneurs Citizens actively engaged in beautification projects/ gardens, parks, homes Ian lowers his prices! The variety and store types give people a reason to visit Millbrook Every store is in good repair Report CAO Corporate Strategic Plan (YH) Page 188 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

189 1.a) Vision for the Township (refinement) The group discussed the top 17 (>2 votes), merged the similars and then identified which ones are truly make or break in the next 2-3 years and the future success of the Township (XXX) 1. XXX Community centre built 2. XXX Downtown revitalized - Downtown area has been revitalized -all retail stores are now full and operational-a mix where the citizens will come and shop and visit with others... every store is rented and local businesses offering jobs, Heritage District established... heritage district designation and recognition as destination for tourism. Needler s Mill restored... Needler's Mill generating power...the dam and the mill restored e.g. amphitheatre added to pond/dam/mill/trails system for added tourism draw. Downtown core revitalized. Downtown stores restored to original state. Village developed as a Centre for the Arts All age recreation centre with wading pools. Village centered development with viable agriculture maintained. Heritage village recognized to encourage tourism. 3. XXX Agriculture - Thriving agricultural community producing diverse crops and produce to "buy in" to local foods culture. 4. XXX Smart development - Millbrook expanded by 350 homes... new houses are built to fill in the unoccupied areas in the Village and concentrated residential development that does not stretch municipal budgets to service. 5. XXX Local jobs - Industrial areas are used to have new factories/business' attracted to area and local businesses offering jobs. 6. Correction facility developed - into vibrant center with markets, arts, cafes, 7. Green - A healthy and protected natural environment including parks and walking trails,...bicycle friendly roads and highways- wide paved shoulders 8. Arts - Vibrant arts community with place(s) to exhibit... 4th Line Theatre the jewel of the region. 9. Balance - there is a balance of houses, businesses, recreational centres, agriculture and industry in the township. Report CAO Corporate Strategic Plan (YH) Page 189 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

190 Question 2: Barriers What constrains the community s ability to achieve this vision? * If we could only address FIVE of these Voting Results #votes Idea Multiple Selection (maximum choices = 5) (Allow bypass) Number of ballot items: 12 Total number of voters (N): Lack of vision and willpower...we need passion and enthusiasm on an individual and political level...we are behind in our planning vision... Need to move faster to catch up Money and financial planning Developers buying up property on speculation Marketing: we need an identity and OP to generate external awareness Changing demographics...aging population...small population base...lack of committed citizen's groups with energy to drive these projects and liaise with council Politics: In the wrong riding... unlike the rest of Peterborough New economy - are we positioned / ready for the new economy? (e.g. sustainable) Lack of Official Plan Split township (Millbrook perceived as hub and sometimes outlying areas feel left out)...we need ongoing clear communication with whole community for awareness and (ultimately) consensus Servicing in other area i.e. North Monaghan... lack of services in North Monaghan where light industrial might be located near airport and along North Monaghan Parkway Not adhering to planning policy once it is in place and lack of coordination. Report CAO Corporate Strategic Plan (YH) Page 190 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

191 Question 3: Priorities (3 years) Strategic Agenda for the Township *** What does Cavan Monaghan need to focus on in the next three years? What are the FOUR most important? Voting Results #votes Idea Multiple Selection (maximum choices = 4) (Allow bypass) Number of ballot items: 10 Total number of voters (N): Put in place a smart, cohesive Official Plan...expand township slowly and with vision -not like a Brooklin Recreation facilities including community centre Revitalize downtown Millbrook -Mill/dam/Heritage District/Business Innovative Economic Development - create attractive environment and incentives for start-up and market the opportunities. Foster business area associations and residential area associations Green Vision: e.g. trails, green space, paved shoulders, types of businesses Community building - throughout the township (sense of community - bringing all the parts together). Set up a way of communicating issues and decisions clearly to the whole of the area- consulting with the community. Foster business area associations and residential area associations Protect farmland, encourage farming Attract light industry to north end of township Infrastructure / improved public works yard. Note: prior to voting, the group brainstormed ideas and then merged the similar items. Below in non-bold are the merged items. These items are ordered as they were originally brainstormed (i.e. not as they were ranked by the group). Items that did not have any ideas merged are not included. Report CAO Corporate Strategic Plan (YH) Page 191 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

192 2. Put in place a smart, cohesive Official Plan...expand township slowly and with vision - not like a Brooklin. Completion of Official Plan. Official Plan reflecting the Vision for the township. Revitalize economy by planning for industry, agriculture, businesses jobs and such things as the Mill redevelopment and community centre. 3. Recreation facilities including community centre Community centre to attract population. 6. Revitalize downtown Millbrook -Mill/dam/Heritage District/Business Vigorous revitalization of Millbrook as economic, unique centre - way more interesting than shopping etc. elsewhere. Question 4: Role of the Corporation Step 1: What does Cavan Monaghan need to focus on in the next three years? Step 2: What is the ROLE of the Township? Step 3: Implementation: How can we make this happen? Priority Role of Township 5. Put in place a smart, cohesive Official Plan Major (Champion)...expand township slowly and with vision 6. Recreation facilities including community centre Major (Champion 7. Revitalize downtown Millbrook: Mill/dam/Heritage District/Business 8. Innovative economic development - create attractive environment and incentives for startup and market the opportunities Enabler along with the businesses, community groups ECD Dept. is the champion Question 4.a: Implementation Ideas Step 1: What does Cavan Monaghan need to focus on in the next three years? Step 2: what is the ROLE of the Township? Step 3: Implementation: How can we make this happen? For each of our top priorities How can we make this happen? How can the Township more effectively support and act on the priorities? (actions, strategies, next steps) PRIORITY: Put in place a smart, cohesive Official Plan...expand township slowly and with vision - not like a Brooklin * Role of the Township: Major - Township is the Champion Report CAO Corporate Strategic Plan (YH) Page 192 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

193 Suggestion Initiatives (these were not ranked or debriefed in any detail) 1. Prepare Plan so that other endeavours can happen. 2. Move ahead with citizen input. Listen to what the people are saying...engage citizens in feedback on what is important to include/protect in the OP. 3. Apply Vision for a unique, innovative, sustainable township. 4. Start a committee incl. Township staff, council members, citizens and businesses with a mandate to show quantifiable results and to explore ways of funding improvements. 5. Ensure that protection of green space, trees and replacement thereof is included. 6. Offer tax incentives to businesses creating sustainable, well-paying jobs. 7. Get er done!!! PRIORITY: Recreation facilities including community centre * Role of the Township: Major - Township is the Champion Suggestion Initiatives (these were not ranked or debriefed in any detail) 1. Get funding...apply for grants...get professional advice on fundraising for facilities a. apply for grants 2. Buy land...acquire land - free up a little cash by selling properties bought by former administration - and then apply for grants a. buy land for building and--- more soccer fields 3. Find appropriate land for recreation facility. 4. Build the thing!...have "shovel ready" projects for when grants are available. 5. Start the process of designing a building. 6. Develop more playing fields. 7. Begin to develop a new passive use trail system. 8. Get a least one project "shovel ready". PRIORITY: Revitalize downtown Millbrook - Mill/dam/Heritage District/Business * Role of the Township: Enabler along with the businesses, community groups Vigorous revitalization of Millbrook as economic, unique centre - way more interesting than shopping etc. elsewhere. Suggestion Initiatives (these were not ranked or debriefed in any detail) 1. Revive Millbrook marketing plan (2009). 2. It is important to have an effective 'branding' of area to attract the right businesses and communicate the 'feel' of the area to attract people from the entire area, and even those from afar. 3. Restore buildings to original state (seek grants) 4. Act on the existing recommendations re: Mill and dam 5. Create Heritage District and promote...encourage and support making Millbrook a heritage destination with enough going on - economic, recreational, and cultural - to draw people here and then help market it. 6. More cooperation between council and local business owners 7. Interest free loans for local businesses 8. Develop Millbrook as centre for arts Report CAO Corporate Strategic Plan (YH) Page 193 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

194 9. Revitalize the mill/dam trails to promote tourism in the area 10. Work to replace arena and develop the site into a market/art/restaurant space PRIORITY: Innovative economic development to create attractive environment and incentives for start-up and market the opportunities * Role of the Township: Major... ECD Dept. is the champion Suggestion Initiatives (these were not ranked or debriefed in any detail) 1. Foster business area associations and residential area associations. 2. Attract light industry to north end of township 3. Work with Millbrook BIA to promote Millbrook within and Outside the Township. 4. Input from new economic development officer on how to promote businesses in the area. 5. Foster job /industry creation by any means 6. Resolve the correctional lands issue... Continue to work toward Commercial Research use for jail lands and NOT residential!!...plan and recruit for innovative cluster at former Correctional Centre land and encourage with incentives 'dry' industry along County road 28, and near airport and North Monaghan Pkwy 7. Resolve the correctional facility lands issue Session 1: Summary Discussion The group identified the following summary themes of the discussion: Securing a prosperous and healthy future for Township Official Plan: must get done and must protect natural resources of Township Development must be smart & sustainable Demographic challenge (need more babies ) The economy is key We need to identify what is our hook that makes us unique and compelling for people to come here (branding our differentiable identity)? Attractor factor Report CAO Corporate Strategic Plan (YH) Page 194 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

195 Group 2 (Evening Session) Question 1: Vision for the Township (brainstorm) Imagine it is September 2021 and Cavan Monaghan has achieved its goals. What does it look like? What are some of the elements/characteristics of the Township? We will know that the Township has been successful when we have the following in place? What are the EIGHT most COMPELLING elements of this future state... Voting Results #votes Idea Multiple Selection (maximum choices = 8) (Allow bypass) Number of ballot items: 35 Total number of voters (N): A recreation complex that meets the needs of the community with programming for all age groups // Increased recreational sport complex i.e. soccer fields, hockey arenas etc., social venues so that the younger generation truly lives and "plays" in the community Large farmland remains untouched and productive, while small farms in the area could be developed for commercial and residential applications Updated infrastructure to accommodate growth i.e. sewer and water systems Put slot monies back into the community...so that all people can benefit!!!... 3 million dollars in SLOTS (on average) revenue should be used for the entire community // Money from SLOTS could be utilized for development outside of Millbrook as well as in the village Rural roads improved.... Improved road conditions and maintenance schedule that addresses road damage on an ongoing basis... All the municipal roads are paved Commercial & industrial development is ongoing in the Cavan-Fraserville area as well as adjacent to the airport The jail lands have become a major source of employment and provider of services to the local population Farmers will be still able to conduct their business in an environmentally friendly manner without fear of harassment from so called tree huggers or those wishing to have walking or RV trails at or near their properties. Report CAO Corporate Strategic Plan (YH) Page 195 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

196 5 9. Controlled housing development that does not negatively impact the area's environment and does not overload the area's services The airport plays a major role in providing employment lands We know the role of Brookfield development i.e. it's effect on Peterborough, Millbrook and loss of farm land Other small businesses in the township to be promoted, NOT just the village of Millbrook as our taxes pay for this promotion as well Commercial / professional office complex The bureaucratic nightmare of trying to get permits will have disappeared and there will be better communication between staff and other departments, namely ORCA and Pet. Co. Fire Dept Known as a great place to live whether a family or later in life Smaller employers with varied experience and activities from small businesses to commercial mid-size employers Scrap the green belt More support for families with young children (i.e. daycare) A few larger employers have come Sufficient affordable housing for all ages Community support for local businesses More support for senior citizens Downtown Millbrook has been revitalized Senior s activity centre Ongoing support for the arts - visual art, performing art, films, etc More parks and land set aside for recreation and nature trails Weekly farmers market or craft type operations Accessible buildings and sidewalks Restricted use of signage Vibrant retail stores on King St Community hall in north end of Township Weekly shuttle bus to Peterborough Vertical growth Grocery store in north or east end of township Report CAO Corporate Strategic Plan (YH) Page 196 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

197 1. a) Vision for the Township (refinement) The group discussed the top 17 (>2 votes), merged the similar ideas and then identified which ones are truly make or break in the next 2-3 years and the future success of the Township 1. XXX Responsible growth - Controlled housing development that does not negatively impact the area's environment and does not overload the area's services. 2. XXX Farmland Development - Large farmland remains untouched and productive, while small farms in the area could be developed for commercial and residential applications. 3. XXX Balanced distribution of Slots Money - Put slot monies back into the community...so that all people can benefit!!!... 3 million dollars in SLOTS (on average) revenue should be used for the entire community // Money from SLOTS could be utilized for development outside of Millbrook as well as in the village. 4. XXX Updated infrastructure to accommodate growth i.e. sewer and water systems. Rural roads improved Improved road conditions and a maintenance schedule that addresses road damage on an ongoing basis. All the municipal roads are paved. 5. XXX Commercial/Industrial growth - Commercial & industrial development is ongoing in the Cavan-Fraserville area as well as adjacent to the airport...the airport plays a major role in providing employment lands Commercial / professional office complex 6. X Recreation - A recreation complex that meets the needs of the community with programming for all age groups // Increased recreational sport complex i.e. soccer fields, hockey arenas etc., social venues so that the younger generation truly lives and "plays" in the community. 7. SME development - Other small businesses in the township to be promoted, NOT just the village of Millbrook as our taxes pay for this promotion as well...more smaller employers with varied experience and activities from small businesses to commercial mid-size employers. 8. The Correctional Facility lands have become a major source of employment and provider of services to the local population. 9. Farm use - Farmers will be still able to conduct their business in an environmentally friendly manner without fear of harassment from so called tree huggers or those wishing to have walking or RV trails at or near their properties. Report CAO Corporate Strategic Plan (YH) Page 197 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

198 10. We know the role of Brookfield development i.e. It s effect on Peterborough, Millbrook and loss of farm land. 11. Ease of doing business - The bureaucratic nightmare of trying to get permits will have disappeared and there will be better communication between staff and other departments, namely ORCA and Pet. Co. Fire Dept. 12. Quality of Life - Known as a great place to live whether a family or later in life Question 2: Barriers What constrains the community s ability to achieve this vision? * if we could only address FIVE of these Voting Results #votes Idea Multiple Selection (maximum choices = 3) (Allow bypass) Number of ballot items: 8 Total number of voters (N): Township fragmented...working as a whole community together...vision of a community rather than a village. Fraserville has been neglected and it IS a village, and is not great farmland and could be developed... personal agendas 8 2. Lack of a Strategic Plan (or Vision or even an up dated OP would help) 7 3. goals are fundamentally contradictory i.e. more development vs. less development 7 4. Red tape and regulation. e.g. Environmental Assessments, 4 5. Councils Millbrook centred focus...struggle of town versus townshipestablishing priorities 1 6. new council 1 7. Information dissemination / communications: I don't know anything about the process to achieve these goals and what my role would be in achieving them. lack of public awareness about the process Note: prior to voting, the group brainstormed ideas and then merged the similar items. Below in non-bold are the merged items. These items are ordered as they were originally brainstormed (i.e. not as they were ranked by the group). Items that did not have any ideas merged are not included. Report CAO Corporate Strategic Plan (YH) Page 198 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

199 Red tape and regulation. e.g. Environmental Assessments, Too much red tape!!!!!! Environmental Assessments, in order to move forward there are endless environmental assessments with incredible costs and time, for someone to tell you what should have been simply common sense. Question 3: Priorities (3 years) Strategic Agenda for the Township *** What does Cavan Monaghan need to focus on in the next three years? What are the FOUR most important? Voting Results #votes Idea Multiple Selection (maximum choices = 3) (Allow bypass) Number of ballot items: 7 Total number of voters (N): Focus on Official Plan Determine if we are pro-development (growth) or pro-stabilization. Focus on the needs of all the residents of the township i.e. youth and seniors Recreational facilities to keep youth involved in the community and encourage more community unity 9 3. Road improvement - Maintain roads and the areas adjacent Fraserville and airport area development including services (i.e.; water electrical, sewers etc.) 6 5. Plan to attract economic growth...focus on infrastructure and employment opportunities 0 7. Shared promotion of local businesses in the entire community Question 4: Role of the Corporation Step 1: What does Cavan Monaghan need to focus on in the next three years? Step 2: What is the ROLE of the Township? Step 3: Implementation: How can we make this happen? Report CAO Corporate Strategic Plan (YH) Page 199 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

200 Priority Role of Township 1. Focus on Official Plan Major (Champion) 2. Recreational facilities to keep youth involved in the community and encourage more community unity 3. Road improvement...maintain roads and the areas adjacent. 4. Fraserville and airport area development including services (i.e.; water electrical, sewers etc.) Major (Champion) Major (Champion) Major (Champion) 4.a) Implementation Ideas Step 1: What does Cavan Monaghan need to focus on in the next three years? Step 2: what is the ROLE of the Township? Step 3: Implementation: How can we make this happen? For each of our top priorities: How can we make this happen? How can the Township more effectively support and act on the priorities? (actions, strategies, next steps) PRIORITY: Focus on official plan Determine if we are pro-development (growth) or pro-stabilization Focus on the needs of all the residents of the township i.e. youth and seniors Suggestion Initiatives (these were not ranked or debriefed in any detail) 1. Current with original status quo 2. Also update and amalgamate the by-laws from the 3 former municipalities PRIORITY: Recreational facilities to keep youth involved in the community and encourage more community unity Suggestion Initiatives (these were not ranked or debriefed in any detail) 1. Fundraising 2. Finish feasibility study, address issues and execute 3. Identify location, and build 4. Hear what the community is saying, find the land and build the facilities...the local sport community is willing to roll-up their sleeves and support this endeavour, use their skills and their knowledge and hear their feedback...and just do. 5. Hold a public meeting to review all developments/studies to date- just an information sharing to spark thought 6. Implement the 84 recommendations by some sort of priority 7. Hire recreation worker to organize and coordinate the development of a recreation centre 8. Find appropriate location, easy access to highway for recreational centre Report CAO Corporate Strategic Plan (YH) Page 200 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

201 PRIORITY: Road improvement...maintain roads and the areas adjacent. Suggestion Initiatives (these were not ranked or debriefed in any detail) 1. Continue with current strategy 2. Connect the fragmented pieces of paving together PRIORITY: Fraserville and airport area development including services (i.e.; water electrical, sewers etc.) Suggestion Initiatives (these were not ranked or debriefed in any detail) 1. Re-visit the official plan from previous council as it was previously approved with established funding. Report CAO Corporate Strategic Plan (YH) Page 201 of Millier Dickinson Blais: Township of Cavan Monaghan: Corporate Strategic Plan - Appendix

202 Page 202 of 381

203 Regular Council Meeting To: Mayor and Council Date: February 6 th, 2012 From: Brenda Whitehead, ECD Report Number: ECD Subject: Parks and Recreation Master Plan Recommendations: 1. That Council adopt the Parks and Recreation Master Plan as presented in May of 2011; and 2. That staff of the Economic and Community Development Department be directed to begin the process of implementation. Overview: Montieth Brown Planning Consultants began working with the community, through the Economic and Community Development Department, to complete the Parks and Recreation Master Plan in the Fall of Under the leadership of Montieth Brown the development of this Plan required a strong understanding of public opinion, as well as demographic and participation trends, and profiles of existing parks, facilities, services, and practices. This was facilitated through research and a series of consultative events that engaged a wide variety of groups and individuals through Community (Web) Survey, Community Stakeholder Surveys, Community Search Conference, and a Public Meeting. The Master Plan has taken any concerns expressed by residents and stakeholders into consideration, and has balanced this with an understanding of facility requirements, trends in leisure demands, service capacities, and a variety of sociodemographic characteristics. From this analysis comes the development of realistic and sustainable recommendations that address existing and anticipated future needs, not wants. The Master Plan includes an assessment of topics relevant to the initial Terms of Reference and provides related recommendations for the Township to consider to move Parks and Recreation forward. Included in the Master Plan, the Implementation Strategy (Section 12 - Attached) contains a summary of the Plan s recommendations, with preferred timing/priority identified for each. It also provides a process for monitoring and updating the Plan as it is implemented. Report ECD Parks and Recreation Master Plan (BW) Page 203 of 381

204 The Master Plan clearly indicates that the recommendations are based upon what is needed and not necessarily what is financially achievable by the Township at the present time. The full implementation of this Plan will require the pursuit of senior government grant money and the establishment of various partnerships and collaborations with community organizations, schools, agencies, and the private sector. Furthermore, due to limited staff resources, it is not likely possible for all recommendations to be implemented immediately. Considering this, an Implementation Framework reflective of the Corporate Strategic Plan, current service situations, staff compliment and budget demands will be established. This Framework will provide Council and staff with a realistic approach to priorities that are financially achievable and based on the factors as indicated in the Master Plan Implementation Strategy, including: safety issues that need to be addressed immediately new legislation and other local requirements changing service standards public input emerging trends pent-up demands socio-demographic changes The community has provided ample feedback to the process. Staff has been included in the review and in each step of the process alongside the Master Plan Steering Committee. Through this engagement process all those involved are prepared to adopt the recommendations and move forward with a sustainable Plan that meets the highest priority needs of Township residents. Financial Impact: There is no direct financial implication at this time. As projects move forward staff will utilize approved operating and capital budgets for implementation costs and bring any items that require additional financial support to Council attention. Attachments: Section 12 Implementation Strategy Parks and Recreation Master Plan Respectfully Submitted by, Reviewed by, Brenda Whitehead Director, Economic and Community Development Yvette Hurley Chief Administrative Officer Report ECD Parks and Recreation Master Plan (BW) Page 204 of 381

205 Implementation Strategy Implementation The implementation strategy consists of the objectives and recommendations found in Sections 7 to 11, divided into tables based on the six goals of the Master Plan. This framework is intended to assist in the development of priorities and timeframes for implementation. This is suggested as a way of ensuring that the most critical success factors are dealt with in a timely fashion, while the less critical (yet important) recommendations are implemented over time. Priority is generally synonymous with timing the higher the priority, the sooner the recommendation should be implemented. All recommendations are important and, if properly implemented, will benefit leisure services within Cavan Monaghan. The priority of recommendations is organized into three categories: High (H) = Short-term Priority (1-3 years) Medium (M) = Medium-term Priority (4-6 years) Low (L) = Longer-term Priority (7-10+ years) Priority/timing has been determined based on an assessment of need, as identified throughout the Master Plan process (including public consultation, trend and demographic analysis, assessments of facilities, parks, programs, and services, etc.) and is based upon ideal circumstances. Budget pressures, changes in participation rates or demographics, availability of volunteer resources, and other factors may impact upon the implementation of the proposed recommendations. It bears noting that the recommendations are based upon what is needed and not necessarily what is financially achievable by the Township at the present time. The full implementation of this Plan will require the pursuit of senior government grant money and the establishment of various partnerships and collaborations with community organizations, schools, agencies, and the private sector. Furthermore, due to limited staff resources, it is not likely possible for all recommendations to be implemented immediately. The Township should reconcile the recommendations with its fiscal capacity and focus on the highest priority items. Determining priorities is an exercise that should be revisited each year prior to the capital and operating budget development exercise. Readjusting resource allocations is critical in a climate where base funding is not increasing substantially and resources need to be maximized in order to garner the greatest gain to the community. Factors that might change priorities year to year would include: safety issues that need to be addressed immediately new legislation and other local requirements changing service standards public input emerging trends pent-up demands socio-demographic changes The Township has limited resources and cannot afford to do everything that the community desires; this is one of the primary reasons for undertaking a Master Plan in the first place. Although Cavan Monaghan may be challenged in providing the appropriate financial resources to meet the provision targets recommended in this Plan, Report ECD Parks and Recreation Master Plan (BW) Page 205 of 381

206 the Township has an obligation to make every reasonable effort to implement these strategies through a variety of appropriate and acceptable means. Lastly, as noted earlier, the rate, location, and timing, of the Township s future population growth are somewhat uncertain, particularly over the longer-term. Continued monitoring of planning studies and development proposals is essential to proper planning for parks and recreation services and infrastructure. Should there be a sizable adjustment to the Township s population forecasts, an update to the Parks and Recreation Master Plan may be required. Note: In the following tables, the recommendations are numbered according to the order in which they are presented in the body of the Master Plan (sections 7 to 11). They are not intended to be sequential. Goal 1: Opportunities for All All residents, regardless of age and ability to pay, will have opportunities to benefit from an appropriate range of parks and recreation programs, services and facilities. Priority # Recommendations H M L Objective 1.1: To provide and facilitate recreational activities for all age groups (preschool, children, youth, adults and older adults). 1. Complete an annual inventory and gap analysis of all recreation, parks and cultural services available to residents categorized by age grouping, gender and activity type (active, visual and performing arts, sports, etc.). 2. Develop a program and service plan that addresses facilitating/providing a balance of opportunities for all ages, genders, and abilities through partners and community groups. 3. Prepare to build capacity where there are service gaps and provide programs directly where there is no community capacity to do so. 4. Utilizing the Parks and Recreation High 5 Quality Assurance Program, provide training to service providers specializing in child development to ensure safety and quality assurance. 5. Register with the Play Works for Youth network to receive the latest research on youth development and register as a Youth Friendly Community. 6. Work with youth to determine the best way to communicate program, volunteerism and work opportunities. 7. Host annual focus groups with older adults to best determine the services required, service delivery mechanisms and to promote volunteer opportunities. Report ECD Parks and Recreation Master Plan (BW) Page 206 of 381

207 # Recommendations 8. Prior to opening the new multi-use community centre, develop a space allocation policy in collaboration with community organizations. The policy should establish a fair, equitable, and transparent process for allocating space (e.g., ice, floor space, meeting rooms, etc.), with priority being given to youth, residents, and non-profit groups. Priority H M L Objective 1.2: To facilitate and encourage community events, festivals, social and sporting events. 9. Complete a gap analysis of community events that encourage social interaction, learning, sporting events, and community visitation. Develop a plan in concert with community groups and the business community to highlight unique local activities and opportunities. Objective 1.3: To facilitate and support performing and visual arts opportunities. 10. Complete the audit and cultural mapping exercise with a view to promoting and strengthening arts and cultural opportunities within Cavan Monaghan. 11. Meet annually with arts and cultural representatives to foster open dialogue on needs, programs, opportunities and successes. 12. Develop a multi-year plan that sets about to identify arts and cultural needs within Cavan Monaghan and develops strategies to address them. Objective 1.4: To promote and facilitate the participation of persons with diverse backgrounds in recreational opportunities. 13. Continue to implement the Township s Accessibility Plan and the Accessibility Standards for Customer Service, with the inclusion of annual reviews to determine what further measures can be taken to reduce barriers to participation in recreation, parks and cultural activities. 14. Develop a policy that addresses access to recreation, sport and cultural activities for persons experiencing unemployment and low incomes, as well as persons with disabilities. 15. Work with sport and community groups to address access for persons with low incomes. Objective 1.5: To educate residents about the benefits of parks, recreation and leisure services and promote the opportunities. Report ECD Parks and Recreation Master Plan (BW) Page 207 of 381

208 # Recommendations 16. Develop a simplistic social marketing strategy that utilizes existing communications vehicles to promote local events and the importance of participating in recreation, parks, sporting and cultural activities and its benefits to one s social, emotional, physical and spiritual well being and health. 17. Recognize and celebrate Recreation and Parks Month in June of each year utilizing tools provided by Parks and Recreation Ontario. Priority H M L Goal 2: Recognize the Benefits of Parks and Recreation - The positive impact of parks and recreation on healthy lifestyles, civic pride, and community cohesion will be fostered. # Recommendations Priority H M L Objective 2.1: To promote the benefits of higher levels of physical activity and to see an outcome of community and individual health improvements. 18. Develop a working committee consisting of community groups, churches, school representatives, the Public Health Unit, as well as a Provincial Ministry of Health Promotion and Sport representative to develop a plan and utilize existing tools to educate and promote physical activity within Cavan Monaghan. 19. Utilize the corporate website to promote physical activity and assist residents and community groups to monitor activity levels. 20. Coordinate the use of post-secondary student internships and cooperative programs within educational institutions to animate Cavan Monaghan with opportunities for physical activities. 21. Engage in the World Record Walk Day initiative ( in October of each year that serves to prompt residents to get out and walk. Record the total number of kilometres that the community walks that day. Report ECD Parks and Recreation Master Plan (BW) Page 208 of 381

209 Note: Goals 3 and 4 are combined due to similarities relating to infrastructure provision. Goal 3: Sustainable Provision of Parks and Facilities Long-term planning that matches resources (financial, human, physical, environmental, technological, informational, etc.) with local needs will lead to sustainable and responsive parks and recreation facilities for current and future residents. Goal 4: Equitable Geographic Accessibility - While it is recognized that the Township is geographically large and has a dispersed population, the equitable distribution of parks and recreation opportunities will be encouraged to ensure that all residents have the chance to participate in locally provided activities. # Recommendations Priority H M L Objective 3.1: To plan and implement parks and open spaces, community greening initiatives and to support and enhance the natural environment and engage residents in environmental stewardship opportunities. 22. Develop an overall greening strategy for Cavan Monaghan that speaks to environmentally friendly practices in the delivery of service and management of facilities and parks, naturalization, elimination of pesticides in green spaces, community gardening, beautification efforts, tree planting initiatives, a percentage target of the municipality that should be covered in trees, and a recognition program. 23. Meet with volunteer groups that are already engaged in greening initiatives to determine their needs and contributions to the greening strategy. 24. Investigate the contributions that the Communities in Bloom initiative may have to offer toward Cavan Monaghan s greening strategy. Objective 4.1: To provide safe and welcoming facilities, parks and green space that will enable the meaningful provision of parks, recreation and cultural services. # Recommendations 48. A new multi-use community centre should be developed to replace the existing Millbrook Community Centre. Potential components of the proposed Multi-use Community Centre include: one ice pad; an indoor soccer facility; multi-use banquet, activity, and meeting space; and a walking track. Key considerations for the next stage in the facility s planning include partnerships for the facility s construction and operation and site selection. The Centre may also be designed to act as an Emergency Evacuation Centre for the area. Priority H M L Report ECD Parks and Recreation Master Plan (BW) Page 209 of 381

210 # Recommendations 79. Confirm the proposed space program, capital cost estimates, and operating cost estimates following the acquisition of a site for the multi-use community centre, but prior to the facility s design phase. 80. The Township should evaluate and establish a goal for community fundraising following the design phase of the multi-use community centre. 49. Once a site is secured for the new Multi-use Community Centre and construction is underway, the Township should initiate a process to evaluate options for the existing Millbrook Community Centre building and site, such as alternate civic uses, leasing to a third party, redevelopment as a park site, and outright disposition. Once replaced by the new Multi-use Community Centre, the existing Millbrook Community Centre building will not be required to meet the core recreational needs of the Township. Its renewal may be cost prohibitive and is further complicated by its location in a floodplain. 50. The proposed multi-use community centre should include a single ice pad to replace the rink at the existing Millbrook Community Centre. This arena should consist of an NHLsize rink with seating for approximately 400 spectators, 6 change rooms, and other support spaces. In the event that future demand warrants, the new multi-use community centre should be designed so as to allow for the long-term expansion of the arena to include a second ice pad. 51. A community hall (with a commercial kitchen), activity studio, and meeting/club room should be included in the new multiuse community centre. The primary reason for providing this space is for accommodating recreational activities and community events; however, it will also likely be used for private functions of a social nature. 52. The Township and Lions Club should work together to develop a strategy that addresses the group s long-term space needs. This may involve the integration of the Club into the new multi-use community centre. Should any organization require dedicated space within the proposed facility, a memorandum of understanding should be developed prior to the facility s design. Priority H M L Report ECD Parks and Recreation Master Plan (BW) Page 210 of 381

211 # Recommendations 53. The Township should explore possibilities for an indoor soccer facility as a component of the proposed multi-use community centre. An acceptable partnership with Maple Leaf Soccer Club/Cavan FC (outlining usage and/or financial commitments, at a minimum) in the form of a memorandum of understanding is required for this component to be included within the facility s design. 54. An indoor walking track should be included in the new multiuse community centre to provide year-round walking and running opportunities for Township residents of all ages. A determination of the most appropriate location of the walking track (e.g., around the indoor soccer field or elevated above the outer edges of the ice rink) should be made at the detailed design stage. 55. During the design phase of the proposed multi-use community centre, the Township should examine in more detail the demand for and financial implications of including a modestly-size equipment-based fitness centre. 59. Trail linkages to the new multi-use community centre should be investigated as part of the facility s site selection and development. 58. Priority should be placed on implementing the recommendations contained in the Cavan Monaghan Trail Master Plan. Once several of the proposed trails have been developed, the Township should seek to update its Trail Master Plan, with a focus on establishing trail opportunities in under-serviced areas. 60. Seek opportunities to improve the playability of the grass surface on both the upper and lower soccer fields at Maple Leaf Park, which are uneven and often wet. The Township should also work with park users to resolve any outstanding parking issues at this park. 61. Following the turf improvements to the soccer fields at Maple Leaf Park, install lighting on one or both fields to allow for evening play (it may be cost effective to light both fields if the middle row of standards can light both fields). Priority H M L Report ECD Parks and Recreation Master Plan (BW) Page 211 of 381

212 # Recommendations 62. Develop two additional soccer fields (full size, possibly with lights) on flat, well drained land to accommodate current and short to medium-term needs. Strong consideration should be given to locating these fields adjacent to the proposed multiuse community centre or an existing or future park or recreational facility in order to benefit from shared support infrastructure (e.g. parking, washrooms, concessions, storage). The longer-term expansion potential of this site should also be a key consideration. 63. Participation in baseball and softball, particularly at the youth level, should be monitored in order to determine long-term needs. Should participation increase considerably, consideration could be given to developing another diamond within the next 5 to 10 years. 64. The Township of Cavan Monaghan should establish a playground replacement/upgrade program with guaranteed annual funding that allows for proactive repairs and replacements. 65. The Township should investigate opportunities for the establishment of a playground on the west side of Millbrook to provide improved access to residents living in this area. One possibility is a partnership with the Millbrook Agricultural Society to replace antiquated equipment on this site. A playground may also be required at the site of the proposed multi-use community centre. 66. Develop a splash pad in order to provide a fun aquatic environment for children (residents and visitors). Consideration should be given to locating the splash pad at the proposed multi-use community centre or the Old Millbrook School. 67. With the support of the community and demonstrated local demand, the Township should be open to the possibility of adding additional ramps or rails to the existing skateboard park at the Old Millbrook School. 68. One multi-purpose court (basketball, ball hockey, and possibly outdoor skating) should be included at the multi-use community centre site. 69. Two tennis courts should be included at the multi-use community centre site. Priority H M L Report ECD Parks and Recreation Master Plan (BW) Page 212 of 381

213 # Recommendations 70. The possibility of establishing a natural rink on the multipurpose court proposed for the multi-use community centre should be explored. Alternately, future uses for the existing Millbrook Community Centre may also consider the re-use of the existing ice pad and refrigeration system for outdoor skating. 71. Consider opening Maple Leaf Park (perhaps on a trial basis) during the winter to provide residents with an opportunity to participate in winter activities, such as cross-country skiing. 72. Undertake a needs/feasibility study for the establishment of a riding stable involving the municipality and local partners. This study should include consultation with stakeholders and the public, as well as assessments of demand levels, financial implications, and site/location considerations. 73. Consideration should be given to updating Section 4.5 of the Draft 2010 Cavan Monaghan Official Plan to expand upon the parkland hierarchy by providing direction relating to (but not limited to) future park classification, size, use, and location considerations. 74. Consider permitting the conveyance of land for pathways in the Draft 2010 Cavan Monaghan Official Plan as permitted by Section 51 of the Planning Act. 75. Continue to maximize Planning Act provisions in acquiring parkland and establishing a linked open space system. 76. The Township should strive to achieve a parkland provision target of 3.0 hectares of parkland per 1,000 residents. 77. The Township should place a high priority on acquiring a sufficient land base for the proposed multi-use community centre in the short-term. Approximately 8 hectares (20 acres) of flat land are required for the proposed facilities, with another 4 hectares (10 acres) being ideal to accommodate some degree of future expansion. 78. The Township should work with the Millbrook Agricultural Society to explore opportunities to maximize use of the Fairgrounds property, such as attracting outdoor shows across all four seasons. Priority H M L Report ECD Parks and Recreation Master Plan (BW) Page 213 of 381

214 Goal 5: Maximizing Partnerships and Community Resources Strong partnerships will help the Township and the community achieve service excellence. The Township s support, facilitation, and recognition of community efforts will build stronger relationships and enhance local leisure opportunities. Priority # Recommendations H M L Objective 5.1: To provide support to local groups in the provision of recreation, parks and cultural services through community development initiatives. 25. Create a Parks, Recreation and Culture Advisory Committee to solicit community guidance and assistance in the delivery of leisure services. The committee should consist of local volunteers and representation from Township Council. 26. Host annual planning sessions with sport, arts and community organizations to discuss the community needs and the ability of the existing groups to respond. 27. Develop tools to assist community groups in development of governance structures, constitutions, fiscal management, training, planning and strategy development, seeking grant opportunities and communications at a minimum. 28. Continue with the Community Funding Grants Program to community groups and align grant criteria with the current needs of the community and program and service needs. 29. Address the feasibility of developing partnerships that would serve to augment service delivery, create a partnership framework, and develop a standard partnership agreement. 30. Provide staff training on the elements of community development so that building capacity with community groups and developing new community groups becomes a shared responsibility with central leadership. 31. Consider the extension of the Community Development Coordinator to a full-time and permanent position. 56. Programs and drop-in opportunities for youth and seniors should be high priorities within the new multi-use community centre. 57. Local arts and cultural stakeholders should be consulted in the design of the new multi-use community centre to ensure that their needs are given appropriate consideration. Objective 5.2: To engage volunteers and partners in the provision of parks and recreation services. Report ECD Parks and Recreation Master Plan (BW) Page 214 of 381

215 # Recommendations 32. Develop a Volunteer Program that articulates Cavan Monaghan s approaches to recruit, train, supervise, evaluate and recognize volunteers, as well as promote the benefits of volunteerism. 33. Initiate a process to formally recognize volunteers on an annual basis and informally on a more regular basis. 34. Develop a centralizing volunteer posting mechanism (possibly on the municipal website) that allows groups to post volunteer opportunities and share stories about volunteerism. 35. Work with local schools to coordinate the use of volunteers through the 40 hours of volunteerism required from each post-secondary student in Ontario. Priority H M L Goal 6: Effective Communication and Organization The Township will ensure that its service delivery system remains responsive to local needs and includes meaningful avenues for communication and consultation with the community. Priority # Recommendations H M L Objective 6.1: To provide residents with quality opportunities through the dedication of a well qualified and effective staff team. 36. Staff responsible for the delivery/facilitation of parks, recreation and cultural services should meet regularly to discuss the vision and role of the departments (as recommended through the Master Plan) and to discuss the operational implications of aligning with these statements. 37. Council should formally adopt the service delivery model recommended in this Master Plan. This model is based on community development principles and building capacity within the community to deliver services, with the municipality addressing gaps through the direct delivery of service. 38. Complete a review of the existing policies and procedures to ensure that they are relevant, updated and appropriate to the delivery of service in Cavan Monaghan. 39. Review job descriptions, job parameters and individual work plans before the Master Plan recommendations are implemented. Report ECD Parks and Recreation Master Plan (BW) Page 215 of 381

216 # Recommendations 40. Create a professional development plan for each staff person that reflects the skill development needed to implement the recommendations housed in the Master Plan. 41. Develop customer service standards for the delivery/facilitation of services and test customer satisfaction levels annually. 42. Develop a Communications Plan that articulates the key messages, how often they need to be delivered, as well as the appropriate communications vehicle. The Communications Plan should also address; visual identity, internal and external communications, promotion of programs, services, public education, listening strategies, and the delivery of key social messages. 43. Participate in the training available through the Lifestyle Information Network regarding legislative compliance and implement the tools available to audit legislative compliance in the delivery of services. 44. Ensure that all staff receives training in Occupational Health and Safety and Risk Management. 45. Develop and confirm a meaningful set of performance measures that tests the effectiveness and efficiencies in the delivery of parks, recreation and cultural services in Cavan Monaghan and report annually to the public and Council. 46. Ensure that rates and fees are based on the cost to deliver the service and that there is community consultation in developing a rates and fees schedule. 47. Review the concession operations with a view to making a net profit internally or outsourcing the operations to a third party (note: an RFP was recently issued for outsourcing this service). Priority H M L Report ECD Parks and Recreation Master Plan (BW) Page 216 of 381

217 Monitoring and Updating the Plan The Township of Cavan Monaghan should continue to review, assess, and revise the recommendations of the Parks and Recreation Master Plan in order to ensure that they remain reflective of current realities and responsive to the changing needs of the community. This will require monitoring of activity patterns, conducting annual reviews of the achievements of the Plan, determining which actions have or have not been implemented, tracking satisfaction levels of residents, and undertaking a detailed tenyear update to the Plan. To properly monitor the Plan, some additional tasks are required, including the monitoring of participation levels by the Township. Ongoing tracking of recommendations should also be the responsibility of staff. Tracking should include status updates at the discretion of senior management or Council. Through the monitoring of participation levels and qualitative considerations, adjustment of resource allocations, and implementation of shifts in political pressures and direction, it is possible that certain components of the Plan will require updating. Furthermore, as noted earlier, the Township s Official Plan is currently being drafted and studies have recently been initiated by a land developer concerning a sizable amount of land. As a result, the location, timing, and level of growth in the Township are somewhat uncertain, particularly over the longer-term. Once these processes are resolved, an update to the Parks and Recreation Master Plan may be required. Updating the Plan requires a commitment from all staff involved in the delivery of community services, Council, and the public. An appropriate time for an update of the Plan is prior to the annual budgeting process. The following steps may be used to conduct an annual review of the Master Plan. 1) Review of the past year (recommendations implemented, capital projects undertaken, success/failure of new and existing initiatives, changes in participation levels, issues arising from the public and community groups, etc.). 2) Issues impacting the coming year (anticipated financial and operational constraints, political pressures, etc.). 3) Review of Plan for direction regarding its recommendations. 4) Staff identification of recommendations to be implemented in the short term. Due to implications identified during steps 1 and 2, the output of this task may result in the identification of projects or timing that does not correspond with the recommendations of the Plan. 5) Prioritization of short term projects and determination of which projects should be implemented in the coming year based upon criteria established by staff (e.g., financial limitations, community input, partnership/funding potential, etc.). 6) Preparation of staff report. If staff recommendations and priorities differ significantly from those recommended in the Master Plan, the report should detail the reasons for the new direction. If staff recommendations support those Report ECD Parks and Recreation Master Plan (BW) Page 217 of 381

218 established in the Plan, the report should explain how their recommendations conform to the direction of the Plan. 7) Communication to staff and Council regarding the status of projects, criteria used to prioritize projects, and projects to be implemented in the coming year. 8) Budget requests/revisions as necessary. Recommendations Monitoring & Updating the Plan 58. This Parks and Recreation Master Plan should be used as a resource in developing Cavan Monaghan s long-term capital forecast. 59. Continue to seek partners and alternative funding mechanisms to supplement existing resources and to enable full implementation of the Parks and Recreation Master Plan s capital program. 60. Implement a system for the regular monitoring and reporting on the progress of Parks and Recreation Master Plan. 61. Determine if an update or a full review of the Parks and Recreation Master Plan is required in 2016 (or sooner, depending on the degree and/or location of population growth in the municipality). Report ECD Parks and Recreation Master Plan (BW) Page 218 of 381

219 Draft Moved by Seconded by That Township of Cavan Monaghan receive for information Report DEV , Renewable Energy Approvals Review Process Update from the City of Kawartha Lakes; and That the Province be requested to implement a reliable and accredited process to evaluate the impact of low frequency noise and perceptible infrasound (vibration) attributed to Industrial Wind Turbines (IWT), and establish minimum requirements and mitigation measures for proponents to implement; and That until such time as low frequency noise and perceptible infrasound from IWTs is reviewed and mitigated through the REA approval process and based on conclusive and independent clinical health studies that eliminate the potential of adverse impacts to health, safety, and well-being of the public, the Province be requested to implement a moratorium on approvals of IWT projects in Ontario; and That in the absence of the recommended moratorium on approvals of IWT projects, the Province be requested to implement a minimum setback of two (2) km from the base of any IWT to the property line of any sensitive receptor; and That a review fee of $10,000 be established by the Township of Cavan Monaghan to offset costs and resources utilized to review, coordinate and complete the Municipal Consultation Form required as input into the REA approval process, and that this recommended fee be retroactively charged to include all active applications currently under review by the Township; and That the Province be requested to consider amendments to the Green Energy Act and REA approval process that prescribe and give greater weight and consideration to meaningful consultation with both municipalities and the local community, and including a requirement for demonstrated municipal and local community support as a condition of project approval by the Minister of Environment; and That the Province be requested to require all Class 3, 4 and 5 wind projects under O. Reg. 359/09 to be subject to full Environmental Assessments; and That these recommendations be forwarded to the Premier, the Minister of Environment, the Minister of Energy, MP Barry Devolin, MPP Laurie Scott, the Federation of Canadian Municipalities (FCM), the Association of Municipalities of Ontario (AMO). City of Kawartha Lakes Resolution re: Renewable Energy Page 219 of 381

220 Page 220 of 381

221 Letter from County of Huron re: Low Frequency Noise Page 221 of 381

222 Page 222 of 381

223 Letter from County of Huron re: Low Frequency Noise Page 223 of 381

224 Letter from County of Huron re: Low Frequency Noise Page 224 of 381

225 2012 Preliminary Budget Information for Member Municipalities Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 225 of 381

226 Cover photo: Cameron Lake, by Ben Lean Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 226 of 381

227 Table of Contents Corporate Vision... 5 Our Watershed... 5 Map of the Kawartha Conservation Watershed... 6 Governance... 7 Our Conservation Team... 8 Working Together for a Healthy Environment Preliminary Budget Municipal Operating Levy Municipal Capital Levy Municipal General Benefiting Capital Levy Municipal Special Benefiting Capital Levy Municipal Levy - Summary Budget Process Budget Vote Sources of Revenue Expenditures Statement of Revenue and Expenditures Planning and Regulations Environmental and Technical Services Environmental Protection and Restoration Corporate Services Capital Projects General Benefiting Capital Projects Drinking Water Source Protection Ontario Drinking Water Stewardship Program Administrative Building Expansion and Improvements Special Benefiting Capital Projects - Region of Durham Watershed Plan Implementation Durham East Cross Forest Conservation Area - Management Plan Implementation. 77 Oak Ridges Moraine Conservation Plan Outcomes and Actions Special Benefiting Capital Projects - City of Kawartha Lakes Lake Management Planning - Sturgeon, Balsam, Cameron, and Pigeon Lakes Lake Stewardship Activities - Early Implementation Lake Stewardship Activities, Blue Canoe Floodplain Mapping Study Letter from Kawartha Conservation re: 2012 Preliminary Budget 2012 Preliminary Budget Page 227 of 381 3

228 Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 228 of 381

229 Corporate Vision Our vision for the future is abundant, clean water within a healthy landscape. A plentiful supply of clean water is a key component of our local, natural infrastructure. Our surface and groundwater resources supply our drinking water, maintain property values, sustain an agricultural industry and support tourism and wildlife. A healthy environment provides essential ecosystem goods and services that support a vibrant local economy and healthy communities. The mandate of Kawartha Conservation is to help ensure the conservation, restoration and responsible management of water, land and natural habitats through programs and services that balance human, environmental and economic needs. Our business is watershed management. Our Watershed A watershed is an area of land drained by a common stream, river or lake system. The Kawartha Conservation watershed drains 2,563 square kilometres of land, an area roughly bounded by Port Perry in the south, Kinmount in the north, Manilla to the west and Omemee to the east. Five major lakes and seven major stream systems drain this land area, emptying into Pigeon Lake. On the south side of the watershed, the Oak Ridges Moraine causes water to flow northward into Lake Scugog and Pigeon Lake. Water in Lake Scugog then continues northward into Sturgeon Lake via the Scugog River. From the north side of the watershed, water flows off the Canadian Shield through the Gull and Burnt rivers into Balsam and Cameron lakes. The majority of this water flows over Fenelon Falls into Sturgeon Lake, with a small amount flowing into the Lake Simcoe watershed through Balsam Lake. Water from Sturgeon Lake flows into Pigeon Lake and the rest of the Kawartha Lakes to the east, and finally into the Trent River. Letter from Kawartha Conservation re: 2012 Preliminary Budget 2012 Preliminary Budget Page 229 of 381 5

230 Map of the Kawartha Conservation Watershed 2,563 square kilometers 12.5 % wetland o 57 Provincially Significant Wetlands o 48 Locally Significant Wetlands 32% forest 53 % agriculture 2.5% built-up/urban Canadian Shield in the north Oak Ridges Moraine in the south City of Kawartha Lakes 1,815 km 2 within watershed! Ba ls am L. C oboc on k Dewey s Island Nature Reserve Ca me ro n L. FE NELO N FA LLS Township of Galway- Cavendish & Harvey 237 km 2 within watershed BOBCA YGEO N Sturg eo n L.! D unsf or d Pige on L. Ken Reid Conservation Area LI NDS AY Township of Brock 36 km 2 within watershed! Oakw ood Rea bor o! OMEMEE Windy Ridge Conservation Area Township of Scugog 457 km 2 within watershed PO RT PE RRY! Jan et v ill e La ke Pigeon River Be th an y Scu go g Headwaters Cae sar ea Conservation Area!! Fleetwood Creek Natural Area Durham East Cross Forest Conservation Area Township of Cavan Monaghan 8 km 2 within watershed Municipality of Clarington 10 km 2 within watershed Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 230 of 381

231 Governance The municipalities within the natural boundaries of the watershed govern Kawartha Conservation through a Board of Directors comprised of nine representatives. Directors are responsible for making decisions as a collective working for the benefit of the whole watershed. They act as liaisons between their municipalities and Kawartha Conservation Board of Directors CHAIR Donna Villemaire City of Kawartha Lakes VICE CHAIR John Hancock Township of Scugog, Region of Durham DIRECTORS Jim Chaplin Township of Cavan Monaghan Ron Hooper Municipality of Clarington, Region of Durham Don LaCombe Township of Galway-Cavendish & Harvey Chuck Mercier Township of Scugog, Region of Durham Ted Smith Township of Brock, Region of Durham Heather Stauble City of Kawartha Lakes Pat Warren City of Kawartha Lakes Member Municipalities City of Kawartha Lakes Region of Durham Township of Scugog Municipality of Clarington Township of Brock Township of Galway-Cavendish & Harvey Township of Cavan Monaghan Letter from Kawartha Conservation re: 2012 Preliminary Budget 2012 Preliminary Budget Page 231 of 381 7

232 Our Conservation Team Rob Messervey Mark Majchrowski Wanda Stephen David Pridham Peter Waring Chief Administrative Officer Director, Watershed Management Director, Corporate Services Manager, Technical and Stewardship Services Manager, Planning and Regulations Planning and Regulations Leah Breivik Chantel Ford Jason Ross Saleem Sial Lee Youmans Resources Planner Planning Information Specialist Regulation Officer Watershed Engineer Planning Program Assistant Technical and Stewardship Services Nancy Aspden Paul Buckley Rachel Morse Alex Shulyarenko Iryna Shulyarenko Rob Stavinga Brett Tregunno Environmental Protection and Restoration Shalin Abbott Jessie James Coordinator, Environmental Programs/GIS Specialist Source Water Protection Planning Technician Watershed Reporting Technician Water Quality Specialist Hydrologist Watershed Resources Technician Aquatic Biologist Stewardship Coordinator Conservation Areas Coordinator Corporate Services Cindy Haney Brent Kulba Dawna Rycroft Arlene Waite Administrative Assistant Communications Specialist Executive Assistant Financial Assistant Kawartha Conservation T: , F: Kenrei Rd., Lindsay ON K9B 4R1 8 Kawartha Conservation Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 232 of 381

233 Working Together for a Healthy Environment Our programs and services help our municipal partners meet their mandated responsibilities. Emphasis is on water resources and maintaining a healthy environment and communities. These programs and services are integrated with various legislation, government policies and guidelines, and address the issues and concerns that the municipalities within our watershed may have regarding the following: Building Code Act Canadian Environmental Assessment Act Canadian Environmental Protection Act Clean Water Act Conservation Authorities Act Drainage Act Environmental Assessment Act Environmental Bill of Rights Environmental Protection Act Fish and Wildlife Act Fisheries Act Greenbelt Act Green Energy and Economy Act Heritage Canals Act Lakes & Rivers Improvement Act Navigable Waterways Protection Act Oak Ridges Moraine Conservation Act/ Plan Ontario Water Resources Act Pesticides Act Planning Act Provincial Policy Statement Provincial Water Quality Objectives Public Lands Act Section 28 Regulations, C. A. Act Species at Risk Act Water Resources Act Key issues that our programs and services must address in 2012 and beyond are: The need for wise environmental planning. The need for baseline data and the continual updating of information. The need to undertake specific projects to address environmental concerns and/or improve environmental conditions. The need to promote environmental stewardship within private lands and assist landowners in their efforts for sound environmental management. The need to protect key landscape features and functions that contribute to the overall health and integrity of the watershed ecosystem. The need to protect the quantity and quality of water for our watershed residents. The need to respond to emerging issues such as climate change. Letter from Kawartha Conservation re: 2012 Preliminary Budget 2012 Preliminary Budget Page 233 of 381 9

234 What we do Our vision of abundant, clean water within a healthy landscape is achieved through our programs and projects that are developed to meet the needs of our municipal partners and the watershed residents in our community. Our focus is on water quantity and water quality. Our business units are: abundant clean water within a healthy landscape WATERSHED MANAGEMENT CORPORATE SERVICES PLANNING AND REGULATION TECHNICAL AND STEWARDSHIP SERVICES board of directors land use planning science and research administration and client services permits flood and water level monitoring finance regulation enforcement watershed information human resources capital projects environmental monitoring budgets conservation areas information management stewardship facilities land acquisition communications capital projects capital projects 10 Kawartha Conservation Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 234 of 381

235 2012 Preliminary Budget Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 235 of 381

236 Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 236 of 381

237 2012 Preliminary Budget The 2012 Operating and Capital Budget is developed and reviewed in detail by our Board of Directors. It was approved for circulation to our municipal partners on December 16, The 2012 operating expenditure budget is organized into business units and each department is intended to reflect all associated costs. Most programs have been maintained at the previous year s service levels. A 3.8% increase in municipal levy, $45,300, is needed to support the operating expenditures. This is shared by the municipal partners based on an apportionment percentage supplied to us by the Ministry of Natural Resources. The capital projects budget is organized by General Benefiting projects and Special Benefiting projects. The municipal levy for General Benefiting projects is shared by the municipal partners based on the same apportionment percentage as the operating levy. Special Benefiting Capital projects are funded by the benefiting municipality/municipalities. Operating Budget Increase in Budget Expenditures $ 1,853,850 $ 1,913,250 $ 59,400 Municipal Levy required to support Operating Budget Increase in Municipal Levy $ 1,199,450 $ 1,244,750 $ 45,300 Letter from Kawartha Conservation re: 2012 Preliminary Budget 2012 Preliminary Budget Page 237 of

238 2012 Preliminary Operating Budget Municipal Operating Levy A 3.8% increase in municipal levy of $45,300 is needed to support the operating expenditures. This is shared by the municipal partners based on an apportionment percentages supplied to us by the Ministry of Natural Resources. The apportionment percentage is based on current value assessment information generated by MPAC Apportionment Percentage 2012 Apportionment Percentage 2011 Operating Levy 2012 Operating Levy Increase City of Kawartha Lakes % % $ 735,190 $ 764,369 $ 29,179 Region of Durham % % $ 406,763 $ 420,564 $ 13,801 Township of Galway, Cavendish & Harvey Township of Cavan Monaghan Total % % $ 53,306 $ 55,435 $ 2, % % $ 4,191 $ 4,382 $ % 100% $ 1,199,450 $ 1,244,750 $ 45, Kawartha Conservation Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 238 of 381

239 2012 Preliminary Capital Budget Municipal Capital Levy Capital projects are developed in response to municipal concerns and the projects address issues identified by our board of directors, municipal leaders, senior municipal staff and community stakeholders. The capital projects budget is organized into two categories; General Benefiting Capital Projects and Special Benefiting Capital Projects. The municipal levy for General Benefiting Capital Projects is shared by the municipal partners based on the same apportionment percentage as the operating levy. Special Benefiting Capital Projects are funded by the benefiting municipality/municipalities. We use municipal funds to leverage grant opportunities whenever possible. Municipal General Benefiting Capital Levy General Benefiting Capital Projects consist of Drinking Water Source Protection and the Ontario Drinking Water Stewardship programs. The Ministry of the Environment, through the Trent Conservation Coalition, fully funds both programs through transfer payments. We are requesting funding at the same level as 2011 to support the Administration Building project of $85,250. Project files and descriptions are provided for each General Benefiting Capital Project General Benefiting Capital Levy 2012 Proposed General Benefiting Capital Levy City of Kawartha Lakes $ 52,000 $ 52,000 Region of Durham 29,000 29,000 Township of Galway-Cavendish & Harvey 3,400 3,400 Township of Cavan Monaghan Total $ 85,250 $ 85,250 Letter from Kawartha Conservation re: 2012 Preliminary Budget 2012 Preliminary Budget Page 239 of

240 2012 Preliminary Capital Budget Municipal Capital Levy Municipal Special Benefiting Capital Levy Municipal Special Benefiting Capital Projects that we are focusing on in 2012 are as follows: The Region of Durham is fully funding the Watershed Implementation Projects, $100,000; and Durham East Cross Forest Conservation Area, $90,000. We are proposing a capital project encompassing additional enhanced monitoring and an action plan as outcomes of the Oak Ridges Moraine Conservation Plan in the amount of $140,480. Region of Durham Special Benefiting Levy Watershed Plans Implementation Projects $ 100,000 Durham East Cross Forest Conservation Area 90,000 Oak Ridges Moraine Conservation Plan Actions 140,480 $ 330,480 Projects for the City of Kawartha Lakes include the continuance of the Lake Management Plans and the Sturgeon, Balsam and Cameron lakes and the commencement of Pigeon Lake as part of a multiphased, multi-year lake management planning program. This project requires financial support of $260,000. We are also continuing an early actions stewardship project on Sturgeon Lake costing $39,300. We have initiated a stewardship program called the Blue Canoe with the support of a grant of $28,325 which is 50% of the project costs. Flood Plain Mapping for flood damage centres is proposed at a cost of $155,000 for This is also a multi-year project. City of Kawartha Lakes Lake Management Plans, Kawartha Lakes $ 260,000 Lake Management Stewardship, Early Implementation 39,300 Lake Management Stewardship, Blue Canoe 28,325 Flood Plain Mapping 155,000 $ 482, Special Benefiting Capital Levy 2012 Proposed Special Benefiting Capital Levy City of Kawartha Lakes $ 213,350 $ 482,625 Region of Durham 332, ,480 Township of Galway-Cavendish & Harvey - - Township of Cavan Monaghan - - Total $ 545,830 $ 813, Kawartha Conservation Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 240 of 381

241 2012 Preliminary Budget Municipal Levy Summary Proposed 2012 Operating Levy Proposed 2012 General Benefiting Capital Levy Proposed 2012 Special Benefiting Capital Levy Total Proposed 2012 Municipal Levy City of Kawartha Lakes $ 764,369 $ 52,000 $ 482,625 $ 1,298,994 Region of Durham $ 420,564 $ 29,000 $ 330,480 $ 780,044 Township of Galway-Cavendish $ 55,435 $ 3,400 - $ 58,835 & Harvey Township of Cavan Monaghan $ 4,382 $ $ 5,232 Total $ 1,244,750 $ 85,250 $ 813,105 $ 2,143,105 Letter from Kawartha Conservation re: 2012 Preliminary Budget 2012 Preliminary Budget Page 241 of

242 Budget Process The 2012 preliminary budget is being circulated to our watershed municipalities for comments. The Board of Directors will vote on the budget and associated municipal operating levy on February 22, December 16, 2011 Board of Directors Approves the Circulation of Budget Budget to Municipal Partners Budget Vote Directors of the Board will vote on the budget and levy using a weighted vote based on the CVA levy apportionment formula. The provincial regulation governing the weighted votes does not allow an individual municipality to have a weighted vote in excess of 50% of the weighting unless that municipality has more than 50% of the members on the authority Board of Directors. The weighted vote is distributed amongst Directors as follows: City of Kawartha Lakes 1st of 3 representatives % 2nd of 3 representatives % 3rd of 3 representatives % Municipal Review Period Region of Durham 1st of 4 representatives % 2nd of 4 representatives % 3rd of 4 representatives % 4th of 4 representatives % February 22, 2012 Board of Directors Weighted Vote Township of Galway-Cavendish & Harvey 1 representative % Township of Cavan Monaghan 1 representative.4561% A weighted majority of 51% carries the vote. 18 Kawartha Conservation Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 242 of 381

243 Sources of Revenue 2012 Program Generated Fees $519, % Reserves $41, % Capital Project Grants $215, % Government Grants $78, % Total revenues in 2012: $ 2,996,930 Municipal Operating Levy $1,244, % Municipal Special Benefiting Capital Levy $813, % Municipal General Benefiting Capital Levy $85, % 2011 Government Grants $72, % Capital Project Grants $592, % Total revenues in 2011: $ 3,188,600 Municipal Operating Levy $1,199, % Program Generated Fees $545, % Reserves $6, % Municipal Special Benefiting Capital Levy $686, % Municipal General Benefiting Capital Levy $85, % Letter from Kawartha Conservation re: 2012 Preliminary Budget 2012 Preliminary Budget Page 243 of

244 Government Grants Grants from the Ministry of Natural Resources for operations remain unchanged since 1996 at $47,500. In 2011, we received financial support from the Ministry of Natural Resources related to the cost of legal fees supporting provincial policy, and will apply for funding again in Employment grants to support operating programs in 2012 are estimated at $15,000. These grants are used to support seasonal staff positions. We have been successful in obtaining an employment program from Environment Canada for a six-month intern at a value of $6,000 over two budget years. Program Generated Revenues Planning and Regulations Revenues from land use planning applications have been estimated at $148,000, an increase of $20,000 from the 2011 budget, based on projected applications and an increase in the fees schedule. Environmental and Technical Services Capital project management reflects the cost recovery of associated services provided by the operating programs such as communications, GIS services, hydrology services, or other expertise as needed to complete projects. We also charge capital projects a nominal fee for administration costs and overhead. Anticipated cost recoveries from capital projects are estimated to be $335,700 in Environmental Protection and Restoration Grants to fund activities such as shoreline naturalization projects have become more difficult to secure, and, as such, we have reduced our investment in municipal public demonstration sites to offset this reduced revenue. We continue to research and apply for stewardship grants. Ontario Heritage Trust is providing $14,600 to support the on-going management and maintenance of the Fleetwood Creek Natural Area. Corporate Services Investment income has been forecast based on projections with consideration for a decrease in cash and reduced interest rates paid on investments. Capital Project Grants Funds for Drinking Water Source Protection and the Ontario Drinking Water Stewardship Program have been estimated at expected levels for 2012 workloads and participation. The Ontario Heritage Trust has provided us with a grant in the amount of $15,000 for the preparation of a stewardship plan on newly acquired lands in the Durham East Cross Forest Conservation Area. Reserves The installation of a Provincial Groundwater Monitoring Well, at a cost of $3,000, is anticipated to be completed in 2012 and will be funded from reserves. The Board of Directors provided direction to staff in 2009 that the on-going costs of the Windy Ridge Conservation Area would be funded from the bequest of the donor. The maintenance costs are budgeted in 2012 at $3,300. The equivalent amount is drawn from the reserve. We are utilizing $25,000 from a working capital reserve and $10,000 from a reserve for unspecified operations to offset the municipal levy increase. 20 Kawartha Conservation Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 244 of 381

245 Expenditures 2012 Planning and Regulations $445, % Special Benefiting Capital Projects $856, % Environmental and Technical Services $614, % Total expenditures in 2012: $ 2,996,930 General Benefiting Capital Projects $257, % Environmental Protection and Restoration $246, % Corporate Services $576, % Special Benefiting Capital Projects $731,850 23% 2011 Planning and Regulations $426, % Total expenditures in 2011: $ 3,188,600 General Benefiting Capital Projects $277, % Environmental and Technical Services $587, % Tangible Capital Assets $355, % Corporate Services $567, % Environmental Protection and Restoration $242, % The 2012 operating expenditure budget is organized into business units, and each department is intended to reflect all associated costs. Most program areas have been maintained at the previous year s service levels. Cost increases reflect the impact of wage adjustments and benefit increases such as the significant increased premium of the OMERS plan. Each program area has descriptions of the department programs, activities and deliverables. Letter from Kawartha Conservation re: 2012 Preliminary Budget 2012 Preliminary Budget Page 245 of

246 Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 246 of 381

247 KAWARTHA CONSERVATION 2012 Preliminary Budget STATEMENT OF REVENUE AND EXPENDITURES Actual Budget Budget Variance to Budget REVENUE Municipal levy Operating $ 1,147,900 $ 1,199,450 $ 1,244,750 $ 45,300 General benefiting capital 5,541 85,250 85,250 - Special benefiting capital 478, , , ,255 1,631,656 1,971,550 2,143, ,555 Government Grants Operating 68,977 57,700 60,000 2,300 Employment programs 11,445 15,000 18,000 3,000 80,422 72,700 78,000 5,300 Program Generated Revenue Planning and Regulations Planning and permitting fees 80, , ,000 20,000 Planning services outside watershed 6,000 8,000 8,000-86, , ,000 20,000 Environmental and Technical Services Technical services 4,433 3,500 3,500 - Project management 358, , ,700 (43,050) 362, , ,200 (43,050) Environmental Protection and Restoration Conservation Areas fees 7,663 3,000 3,000 - Ontario Heritage Trust 14,791 17,750 14,600 (3,150) Conservation lands management fees 4,912 7,400 7,400 - Stewardship services 19,403 3,000 3,000 - Ontario Wetland Care 5, ,769 31,150 28,000 (3,150) Corporate Services Investment income 3,714 4,000 4,000 - Donations 2, Grants ,580 4,000 4,000 - Capital Projects Drinking Water Source Protection 173, , ,000 (18,100) Ontario Drinking Water Stewardship Program 25,315 11,350 9,000 (2,350) Durham East Cross Forest Conservation Area 5,000 15,000 15,000 - Watershed Implementation grants 4,179 30,000 - (30,000) Blue Canoe 6,303-28,325 28,325 Land acquisition funding sources - 355,200 - (355,200) 214, , ,325 (377,325) Other Reserve funds - unspecified for PGMN well - 3,000 3,000 - Reserve funds - unspecified operations ,000 10,000 Reserve funds - working capital - 25,000 Reserve funds - Windy Ridge - 3,300 3, ,300 41,300 10,000 TOTAL REVENUE $ 2,433,709 $ 3,188,600 $ 2,996,930 $ (216,670) Letter from Kawartha Conservation re: 2012 Preliminary Budget 2012 Preliminary Budget Page 247 of

248 Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 248 of 381

249 KAWARTHA CONSERVATION 2012 Preliminary Budget STATEMENT OF REVENUE AND EXPENDITURES Actual Budget Budget Variance to Budget EXPENDITURES Operations Planning and Regulations $ 353,453 $ 426,400 $ 445,400 19,000 Environmental and Technical Services 482, , ,900 27,000 Environmental Protection and Restoration 247, , ,550 4,100 Corporate Services 544, , ,400 9,300 Vehicle and equipment pool (12,502) (25,000) (25,000) - Amortization of tangible capital assets 57,525 55,000 55,000-1,673,366 1,853,850 1,913,250 59,400 Capital General Benefiting 204, , ,250 (20,450) Special Benefiting 499, , , , ,721 1,009,550 1,113, ,130 Appropriations to Reserves Vehicle and equipment pool 25,000 25,000 - TOTAL EXPENDITURES $ 2,377,087 $ 2,888,400 $ 3,051,930 $ 163,530 Surplus (Deficit) before Tangible Capital Assets $ 56,622 $ 300,200 $ (55,000) $ (380,200) Tangible Capital Assets: Add back amortization of tangible capital assets 55,000 55,000 - Additions to Tangible Capital Assets (355,200) - 355,200 Net Surplus (Deficit) from operations $ 56,622 $ - $ - $ (25,000) Letter from Kawartha Conservation re: 2012 Preliminary Budget 2012 Preliminary Budget Page 249 of

250 Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 250 of 381

251 Planning and Regulations The Planning and Regulations department provides a service to municipalities and our watershed community through the environmental review of municipal planning applications and inquiries, and through the regulation and enforcement of development activities in areas prone to natural hazards, such as flooding, unstable soils and steep slopes; and in relation to watercourses and wetlands. In reviewing planning related items, we provide advice, recommendations, and specific conditions for development to ensure proposals have regard for public safety and the environment. The department generates significant offsetting revenue through the collection of fees for the review of planning applications, the processing of permit applications and information requests. The fee revenue generated from all sources in 2011 was approximately $112,000. While the department processed significantly more permit applications in 2011, revenue from the review of planning applications decreased because of fewer large planning applications (subdivisions) that generate proportionately more revenue. In 2012, we anticipate an increase in permit fee revenue in the order 10 to 20 percent ($5,000 to $10,000) as the number permit applications continues to increase significantly year over year. While we expect the 2012 fee revenue from the review of planning applications to be in the same range as 2011, the number of large planning applications (subdivisions) we review can significantly push revenues up or down. All things being equal, we predict a modest overall increase in the overall fee revenue of about 5 to 10 percent stemming from permit applications. In addition, Kawartha Conservation will be Tributary in the Nonquon watershshed. completing a fee schedule review in early 2012, which may yield additional revenues. Through the fee schedule review, we will be looking closely at program costs and opportunities to maximize revenues to the fullest extent possible with respect to cost recovery. The Conservation Authorities Liaison Committee (CALC) supports 100% cost recovery of legitimate program costs and several conservation authorities in the Greater Golden Horseshoe have revised their schedules accordingly. Once the new fee schedule is approved by the Board, the budget revenue projections will be closely monitored. Planning Conservation authorities have been delegated the responsibility of providing comments on behalf of the Province of Ontario on natural hazards under Section 3.1 of the Provincial Policy Statement (2005). By providing these comments, we protect against the loss of life, property damage, and social disruption, and encourage the responsible management and protection of environmentally sensitive areas for future generations, while ensuring compliance with provincial legislation at the local level. Recent amendments to the Planning Act have also placed a greater responsibility on municipalities for matters related to land use and development. We provide comments on municipally initiated applications such as Official Plans and comprehensive zoning by-laws, as well as planning Letter from Kawartha Conservation re: 2012 Preliminary Budget 2012 Preliminary Budget Page 251 of

252 applications initiated by private landowners and developers for lands within our watershed. Items such as Official Plan amendments, zoning by-law amendments, draft plans of subdivisions, draft plans of condominiums, consents, minor variances, and site plan approvals are reviewed in this capacity. In 2011, we reviewed 138 planning applications and took part in 78 pre-consultations to help potential clients identify their planning needs and understand the planning process. We have planning service delivery agreements with the Region of Durham and the City of Kawartha Lakes, and as well an extended planning agreement with the City of Kawartha Lakes, which affords this municipality the benefits of an environmental review of information for planning applications where a conservation authority does not exist. This is beneficial to both the municipality and residents in guarding against flooding and other natural hazards. We also provide information on natural heritage features such as wetlands, the shorelines of lakes, rivers and streams, ravines, valley, river and stream corridors, significant natural areas, groundwater, and fish habitat protection. An agreement with the Fisheries and Oceans Canada enables an expeditious review of development applications furthering our intent to provide excellent service to our clients. The planning service agreement with Durham Region was renewed in 2011 for the next five years, as was the partnership agreement with Fisheries and Oceans Canada. The planning service agreements with the City of Kawartha Lakes for plan review services both within the watershed and in the area covering the extended service agreement will continue in A significant portion of the development application reviews are severances and minor variances that are smaller and generate relatively less revenue per application, a more typical pattern for a rural landscape. Over the last three years, the number of planning applications has and continues to been fairly constant. While we do not anticipate any significant change in the overall number of planning applications, we are anticipating additional work load in relation to the plan input and review of four City of Kawartha Lakes community secondary plans. Regulations Throughout our watershed area of 2,563 square kilometres, our Development, Interference with Wetlands and Alterations to Shorelines and Watercourses regulation (Ontario Regulation 182/06) is in effect for areas prone to hazards from natural events, or natural instabilities on the ground. This incorporates areas such as river and stream valleys, steep slopes, watercourses, floodplains and wetlands, plus an allowance associated with each feature throughout the watershed. Development activities, including changes to grade and the placement of fill proposed within a regulated area, requires approval in the form of a permit from Kawartha Conservation. Permit applications submitted under Ontario Regulation 182/06 are assessed with respect to their potential impact on the control of flooding, erosion, pollution and the conservation of land, as well as their potential for interference with watercourses or wetlands. Further, in accordance with our Level III Agreement with Fisheries and 28 Kawartha Conservation Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 252 of 381

253 Section 28 Permit Applications Received, 2000 to Number of permits received Regulated Areas Updated Year Oceans Canada, permit applications for alterations to shorelines and/or watercourses are reviewed with respect to potential impacts on fish and fish habitat. The main goals of Ontario Regulation 182/06 are to ensure public safety and protect property from damage caused by natural hazards, protect watershed health by preventing pollution and destruction of sensitive environmental areas such as wetlands, shorelines and watercourses, and promote wise land-use planning decisions that will promote long-term sustainability of the watershed. In 2011, we will have processed 215 permit applications (projected year-end number), up from 153 in This is a continuation of an increasing trend since the regulation came into effect (see graph), and one that we expect will continue, at least over the next several years as we continue the watershed community outreach efforts to increase awareness about the regulation. In late fall of 2010, a Regulation Officer was hired to lead regulatory compliance activities for Kawartha Conservation. This has significantly increased our capacity to respond to complaints and regulatory violations. In 2011, we responded to numerous complaints and investigated 32 violations, up 100% from the preceding year. The increased compliance presence was also one of the factors that contributed to an increase in the number of permit applications in 2011, which is an important objective of regulatory compliance and a desirable watershed outcome. In 2012 we anticipate a continuing increase in workload with respect to permit applications and an increase of 10 to 20 percent in permit fee revenue. Letter from Kawartha Conservation re: 2012 Preliminary Budget 2012 Preliminary Budget Page 253 of

254 2012 Priorities In 2010, Kawartha Conservation completed a significant revitalization of the Planning and Regulations Department to manage Kawartha Conservation s planning and regulation responsibilities as a core component of our business. The department now includes a manager, a program assistant, a resource planner, a regulations officer, and an engineer. Throughout 2011, the department focused on community outreach to improve awareness about the regulation and worked on developing internal procedures to strengthen customer service with our municipal partners and members of the public. We have implemented the customer service standards recommended by CALC for the review of planning applications and the issuance of permits, and are tracking our performance to help ensure on-time delivery results. In addition, we began the work of establishing internal compliance policies and procedures to guide our Ontario Regulation 182/06 regulatory activities, and as well, began developing a compliance monitoring program to evaluate the results and set priorities. This work is ongoing and expected to be completed over the course of In 2011, we also undertook training with watershed municipalities on the regulation and the Regulated Areas Mapping, which has also translated into greater public awareness about the regulation and permit requirements. We will continue in 2012 to update Regulation Area Mapping and provide training to partner municipalities where needed and continue with outreach initiatives in the watershed communities. The department has implemented a number of internal procedures this past year to help improve efficiency and customer service, such as the implementation of pre-consultations and a complete application checklist. Increased public awareness about the regulation has significantly increased the number of permit applications. We will continue to strive to ensure service excellence will be met in the upcoming year and are focused on securing departmental capacity to be able to conduct permit inspections on a routine basis, which is necessary to ensure compliance with permit terms and conditions, similar to the municipal building permit process. Throughout 2011, the department continued updating the KRCA Watershed Plan Review and Regulation Policy Manual that guides the planning advice we provide to municipalities and the permits we issue under Ontario Regulation 182/06. We conducted extensive consultations, and the document is expected to be finalized for Board approval early in We will focus on developing user friendly tools, such as guides and fact sheets to communicate the policies with key sectors focusing initially as a matter of priority on the agriculture sector. 30 Kawartha Conservation Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 254 of 381

255 KAWARTHA CONSERVATION 2012 Preliminary Operating Budget OPERATIONS PLANNING AND REGULATIONS Actual Budget Budget Variance to Budget PLANNING AND REGULATIONS Direct labour $ 251,934 $ 360,700 $ 377,200 $ 16,500 Overhead 23,090 21,500 21,500 - Legal fees 56,320 25,000 25,000 - Supplies & equipment 15,640 7,200 9,200 2,000 Professional development 1,714 3,000 3, Travel 4,755 9,000 9,000 - $ 353,453 $ 426,400 $ 445,400 $ 19,000 Letter from Kawartha Conservation re: 2012 Preliminary Budget 2012 Preliminary Budget Page 255 of

256 Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 256 of 381

257 Environmental and Technical Services This department undertakes environmental research and science-based studies, while providing direction and technical leadership for our environmental programs and services. This includes watershed-wide monitoring activities, such as water quality and quantity monitoring, precipitation monitoring, benthic and stream water temperature monitoring, water level services (including both flood forecasting and low water response), and lake and watershed management plans. We provide science and mapping support to other program areas, including stewardship programs, and planning and regulation services. We make our research findings available to our municipal partners, other resource agencies, nongovernmental organizations, and the community at large, to facilitate informed environmental decision-making. As the first point of contact to many in the community, this research enables us to respond to a wide variety of environmental and water related concerns and questions. This information is also critical for our planning services and stewardship departments, which are able to incorporate new science in the watershed into programs as it becomes available. This department also undertakes project development, long-term policy development, and strategic planning, which includes the exploration of new avenues of programming, improved program delivery, and the financing and funding for such activities. This involves active work with the community, our partners, and clients to identify and develop ways to address their concerns. Monitoring to detect local impacts of climate change and prescribing mitigation measures are emerging issues. Participants in the development of lake management plans within the City of Kawartha Lakes and guests launch the Balsam & Cameron Lake Management Plan at the muncipal dock in Coboconk, June 18, From left to right are Councillor Patrick O Reilly; Councillor Doug Elmslie; Lou Probst, City of Kawartha Lakes Environmental Advisory Committee; Councillor Brian Junkin; Dave Pridham, Kawartha Conservation; Councillor Emmett Yeo; Trent-Severn Waterway Superintendent Dawn Bronson; Mayor Ric McGee; MP Barry Devolin; and Councillor Stephen Strangway. Letter from Kawartha Conservation re: 2012 Preliminary Budget 2012 Preliminary Budget Page 257 of

258 Environmental Monitoring Services Watershed planning and management requires a baseline measure for determining watershed health and evaluating the effectiveness of actions taken on the landscape to improve the environment. Water quality and quantity monitoring, and tracking changes in our landscape, help us identify issues requiring attention, early on, while gauging the effectiveness of current planning practices. To accomplish these goals, we partner with provincial ministries, such as the Ministry of the Environment and Ministry of Natural Resources, local volunteer groups, Fleming College, Trent University, local high schools, and agencies such as the Conservation Authorities Moraine Coalition, a grouping of nine conservation authorities. Collaboration and the pooling of resources assist with the coordination of program delivery, while combining expertise and experience to ensure consistency and cost efficiency. A Memorandum of Understanding between Fleming College and Kawartha Conservation has Water quality monitoring on Balsam Lake. been implemented in This MOU formalizes a working agreement that directs student activities and significantly benefits the practical aspects of course curriculums while strategically increasing the value of student work with respect to our core requirements. The information gathered is used internally and provided to government agencies, partner agencies and educational and community groups, and will be of significant value as municipalities undertake their own sustainability plans. In January 2009, we released our first Watershed Report Card outlining specific parameters of watershed health. Regular updates to this document are one of the means of using our monitoring data and communicating watershed health to the community, with the next edition scheduled for publication in In 2011, we secured funding from Environment Canada for a six-month internship to assist with the completion of this project. Water quality monitoring in Coboconk. In order to assess watershed health on a continual basis, we maintain a core watershed monitoring network. The parameters we focus on include water quality and quantity for both surface and ground water. We enhance this network within certain areas when additional information is required for capital projects such as lake and subwatershed management plan development. Surface water quality Good surface water quality is needed for drinking water supply, recreational activities, agriculture, tourism, industry, and wildlife, and to maintain the overall health of our watershed. Surface water monitoring data supports the management of land and water use activities, which can affect water quality. It includes the following activities: 34 Kawartha Conservation Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 258 of 381

259 The collection of surface water samples at 11 strategic sites within our watershed as part of the Provincial Water Quality Monitoring Network; The collection and analysis of benthic macroinvertebrates (stream insects and other invertebrates) from 20 sites. Kawartha Conservation is part of a partnership, led by the MOE, called the Ontario Benthos Biomonitoring Network. The MOE provides technical expertise, including: database management, training, and scientific support; Volunteers who monitor 23 sites through our Kawartha Water Watch program, which is partially funded by community groups; and The monitoring of water temperature at 30 fixed sites on known coldwater streams to assess the stability of habitat conditions, and at approximately 50 rotating sites to identify the thermal regime of unknown streams. Surface water quantity is monitored through our flood and water level monitoring program. Groundwater quality and quantity Clean and abundant groundwater supplies drinking water to private wells and municipal water systems across the watershed, and sustains flow in local rivers and streams during periods of low precipitation. Groundwater monitoring information supports decision-making on Flow monitoring in Mclaren s Creek. water taking, the development of water budgets, and is useful to resource planners as they evaluate proposals for future development that could affect groundwater resources. Our groundwater monitoring network also involves a partnership with, and funding from, the Ministry of the Environment, through the Provincial Groundwater Monitoring Network (PGMN). We operate and monitor 11 wells within our watershed, as part of the larger, provincial network. At the time of this document s preparation, two additional PGMN wells were scheduled for drilling in Galway-Cavendish and Harvey. We also monitor the amount of groundwater entering watercourses at over 120 baseflow and 30 stream temperature sites. These activities identify critical sources of groundwater and sensitive recharge areas, the potential location of cold-water fish habitat, and how aquifers react to changes on the landscape or from changes in climate. Natural heritage activities Human health and the health of woodlands, native plant communities, wetlands, associated wildlife and other natural heritage features are linked to the health of our watershed. In 2011, we initiated work with other partners to develop a regional Natural Heritage Strategy to include the assessment of natural heritage features to our network, to be completed in Partners include the City of Kawartha Lakes and Peterborough municipalities, other agencies, and local stakeholders, led by the Ministry of Natural Resources. Such a strategy will incorporate the assessment of these features into our watershed monitoring network. We also initiated in 2011 the upgrading of our Ecological Land Classification (ELC) mapping database by using high resolution (20 cm) 2008 coloured Ortho images with field survey verification. Letter from Kawartha Conservation re: 2012 Preliminary Budget 2012 Preliminary Budget Page 259 of

260 Flood and Water Level Monitoring Flood forecasting and warning is a fundamental responsibility, delegated to conservation authorities by the province in We fulfill this duty by monitoring water levels, precipitation and watershed conditions. This involves operating a real-time water level and precipitation monitoring network of 7 stations, supplemented with additional information from the Ministry of the Natural Resources, Environment Canada, weather forecasting networks and related agencies. Activities include the preparation and maintenance of flood contingency and flood response plans, daily monitoring of water levels and precipitation, and communication with municipalities and the community with regard to flooding. In 2012, we propose to identify priority areas for updating the design of the flood forecasting system, flood line mappings, and other program area improvements. We are also responsible for coordinating a local response during periods of low water or drought emergencies, according to provincial protocol. This involves the coordination of a Water Response Team, involving representatives of major water takers and water users (municipal, agriculture, cottagers) and water resource managers (Ministry of Natural Resources, Ministry of the Environment), and the Ministry of Municipal Affairs and Housing. This committee is responsible for developing and coordinating local responses and communications should a drought situation develop. Provincial funding is normally accessed to cover the monitoring of basic ground water input to headwater streams, as well as additional expenses incurred during a low water situation. Enhanced monitoring We currently undertake enhanced monitoring within the Oak Ridges Moraine subwatersheds within the Region of Durham, the Lake Scugog watershed, and Sturgeon, Cameron, and Balsam Lake watersheds to support the development of management plans for these lakes and watersheds. Enhanced monitoring includes the establishment and monitoring of additional sites at strategic locations within the areas of interest, often with partners such as Fleming College, Trent University, Trent-Severn Waterway and community groups, enabling us to collect detailed information that is needed to facilitate Analyzing aquatic insects found in local streams to help determine environmental health. the achievement of plan objectives. Further details about these management plans are provided in subsequent sections of this document. Environmental Information Services This program area provides support to all Kawartha Conservation programs and projects by managing data in a spatial context and map production for various internal and external requirements. All information stored in our Geographical Information System (GIS) is available to help make informed and timely resource management decisions in all of our programming, including Planning & Regulations and Environmental Protection & Restoration services. 36 Kawartha Conservation Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 260 of 381

261 Mapping products assist in decision making relative to floodplain management, support policies in Official Plans and regulations, and in targeting actions on the landscape. These maps help the user visually understand the information being discussed in reports or at presentations through the overlay of several sets of information and through an analysis of data contained in a map. Environmental planning information is created through data collection and digitizing, or gathered from government and partner agencies. Information housed includes layers identifying environmental features (such as wetlands, significant areas and forests), landscape features (such as geology, landforms and soils), land use (such as roads, land use and lots) and other environmental information (such as environmental sampling stations, climate and watercourses). This information is analyzed to produce value-added information, tailored to a program need, a project need, or the individual needs of a client. Legend Water Quality Monitoring Sites Water Quantity Monitoring Sites Precipitation Monitoring Sites Quality, Quantity and Precipitation Site Beach Sites Head Road Lake Rivers Lakes Built-Up Areas Provincially Significant Wetlands Provincial Park Water quality monitoring is shared by Kawartha Conservation (17 sites), Ministry of Environment (3 sites) and The Kawartha Lake Stewards Association/Lake Partner Program (5 sites). * Water quantity is monitored by Kawartha Conservation (1 site) and Trent-Severn Waterway (2 sites). * Precipitation is monitored by Kawartha Conservation (2 sites). Bacteria levels at public beaches are monitored by the Haliburton, Kawartha, Pine Ridge District Health Unit (6 Sites). * Some site locations are monitored by more than one partner. Mitchell Lake Raven Lake Talbot Lake Balsam Lake Provincial Park Monitoring locations in the Balsam and Cameron Lake watersheds Norland Balsam Lake Balsam Lake Shadow Lake Coboconk 35 Cameron Lake Gull River Four Mile Lake Cameron Lake Fenelon Falls Burnt River Environmental mapping services are provided to the community and consultants, and generated a revenue of $2,500 for 2011, with a projection of $3,000 for Staples River Pearns Creek Martin Creek South Sturgeon Lake Goose Lake Supported by: Kilometres PRODUCED BY Kawartha Region Conservation Authority, Oct, 2011, with data supplied under license by Members of the Ontario Geo-spatial Data Exchange. Letter from Kawartha Conservation re: 2012 Preliminary Budget 2012 Preliminary Budget Page 261 of

262 Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 262 of 381

263 KAWARTHA CONSERVATION 2012 Preliminary Operating Budget OPERATIONS ENVIRONMENTAL AND TECHNICAL SERVICES Actual Budget Budget Variance to Budget ENVIRONMENTAL AND TECHNICAL SERVICES Direct labour $ 194,167 $ 195,300 $ 204,200 $ 8,900 Overhead 9,236 8,600 4,500 (4,100) Supplies 2,812 2,200 2,200 - Professional development 448 2,200 2,200 - Travel 851 1,000 1, , , ,100 4,800 ENVIRONMENTAL INFORMATION SERVICES Direct labour 55, , ,500 (1,100) Seasonal labour 2, Overhead 4,618 8,600 8,600 - Supplies & equipment 8,607 4,100 5,600 1,500 Professional development 1,206 1,500 3,000 1,500 Travel , , ,000 1,900 ENVIRONMENTAL MONITORING SERVICES Direct labour 106, , ,400 4,300 Seasonal labour 11,607 20,000 23,000 3,000 Overhead 9,236 8,600 12,900 4,300 Supplies & equipment 4,186 5,500 5,500 - Watershed Report Card - - 6,000 6,000 Professional development 352 2,200 2,200 - Travel Oak Ridges Moraine Alliance 2,500 2,500 2,500 - Surface water monitoring 3,232 5,000 5,000 - Groundwater monitoring 3,076 8,000 8, , , ,000 17,600 FLOOD AND WATER LEVEL MONITORING Direct labour 51,495 72,300 74,600 2,300 Overhead 4,618 4,400 4,300 (100) Supplies, equipment, gauge maintenance 1,589 1,000 1,000 - Stream gauge utilities 1,760 1,900 1,900 - Ontario Low Water Response Professional development 903 1,100 1,100 - Travel 975 1,000 1, ,340 82,100 84,800 2,700 $ 482,988 $ 587,900 $ 614,900 $ 27,000 Letter from Kawartha Conservation re: 2012 Preliminary Budget 2012 Preliminary Budget Page 263 of

264 Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 264 of 381

265 Environmental Protection and Restoration Our Environmental Protection and Restoration department includes the operation of conservation areas and support for stewardship activities on private and public land. Conservation Areas Kawartha Conservation owns over 2,000 acres of natural area lands within our watershed jurisdiction, including valleylands, headwater tributaries, provincially significant wetlands, rare habitats and forests. We manage another 1,098 acres of sensitive habitat, including the Fleetwood Creek Natural Area and the Tuckerman property (adjacent to the Windy Ridge Conservation Area) on behalf of Ontario Heritage Trust, as well as Dewey s Island, in cooperation with the Nature Conservancy of Canada. Volunteers prepare a new trail in Durham East Cross Forest Conservation Area, June 24, Our conservation areas provide green spaces for the local community, including schools and special interest groups. Visitors have places to enjoy the natural environment while learning about the natural world around them. Passive recreational opportunities include hiking, picnicking, swimming, biking, cross-country skiing, and a wide range of wildlife viewing. Our trail systems, in terms of access, variety of natural features, their construction, and maintenance, can be favourably compared to others in Ontario, including the provincial parks system. Two of our conservation areas are connected to regional and national trail systems, providing tourism attractions for trail users as they experience the natural beauty of our community. Ken Reid Conservation Area and Windy Ridge Conservation Area are both located on the Victoria Rail Trail system, and provide a link to the Trans Canada Trail and Central Ontario Loop Trail that runs through the Lindsay Area. Expenditures include property taxes, overall aspects of property management and maintaining infrastructure (roads, trails, parking, signage, structures) at a standard required for safe public use. We have developed significant partnerships with Fleming College, local schools, agency partners and community organizations, which provide environmental education experiences for the community and students. Fleming forestry students at Ken Reid Conservation Area, September 28, Letter from Kawartha Conservation re: 2012 Preliminary Budget 2012 Preliminary Budget Page 265 of

266 Conservation area highlights: We estimate 15,000 to 20,000 people visit Ken Reid Conservation Area on an annual basis, not counting the special events noted below. The Friends of Kawartha Conservation are currently leading the construction of an off-leash dog park called Howler s Corners, with a grand opening anticipated in the first half of In Ken Reid Conservation Area, facilities were booked for a total of 44 days, generating $2,300 in revenue. This included the Field Centre for 24 days, the Beach Picnic Shelter for 8 days, the Meadow Picnic Shelter for 2 days, the Group Camp for 7 days, and total use of conservation area was 3 days. We prepared a proposal regarding the development of an Advisory Committee to provide guidance with respect to management options and other issues for the operation of Ken Reid, Pigeon River, Fleetwood Creek and Windy Ridge. Considerations would include questions such as whether we should install pay and display parking at Ken Reid Conservation Area, and if we should allow open fields to reforest naturally, or maintain them as open meadow habitat. Fleming College currently runs a number of day and weekend programs in Ken Reid Conservation Area. Programs on GPS, Wilderness Survival, The Edible Wilderness, and Search and Rescue are among the variety of courses available to students and the public. Ken Reid hosts the Ministry of Natural Resources course on Ecological Land Classification, attracting participants from across the province and providing free training opportunities for our staff. The 2 workshops for 2011 were held at our Kawartha Field Centre, with fieldwork conducted at Ken Reid and Pigeon River Headwaters Conservation Areas and Fleetwood Creek Natural Area. There were three major cross country running events held at Ken Reid Conservation Area in 2011: the Trillium Lakelands District School Board regional elementary schools (over 500 vehicles were parked here that date); Kawartha Regional secondary school finals; and Central Ontario Secondary School (COSSA) finals. In 2011, we partnered with Fleming College by using Ken Reid Conservation Area as a study area, while being provided with inventory data which will contribute to updating the Ken Reid Conservation Area Master Plan in Fleetwood Creek Natural Area underwent a management plan update in 2011, involving Fleming College students in two separate projects through the Credit for Product course. In 2010, we initiated a mutually beneficial partnership with the John Howard Society of Kawartha Lakes and Haliburton to reduce our maintenance costs, while providing a variety of volunteer opportunities. This will continue in We are reimbursed by Ontario Heritage Trust Volunteers help naturalize Lindsay s Rivera Park, October 1, Updating the management plan for Fleetwood Creek Natural Area, August 29, for the total cost of managing Fleetwood Creek Natural Area. The Windy Ridge Conservation Area management costs are covered by the Windy Ridge Reserve Fund. 42 Kawartha Conservation Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 266 of 381

267 Stewardship Program costs are associated with providing high-level technical assistance to promote sustainable environmental practices. Programming reflects educational gaps in property maintenance practices, primarily with respect to water quality issues and the implementation of recommendations from fisheries, lake, stormwater and other management plans. We work in partnership with community groups and other organizations to accomplish stewardship goals. These groups include Scugog Connections, Victoria Stewardship Council, Durham Land Stewardship Council, Friends of Kawartha Conservation, the Kawartha Farm Stewardship Collaborative (winner of the Ministry of the Environment Minister s Award for Environmental Excellence 2011), Canada-Ontario Environmental Farm Plan, Federation of Ontario Cottagers Association, lake associations, the Community Stream Stewardship Program, the Lakeland Alliance, and neighbouring conservation authorities. Together, we provide incentive programs and funding for private land stewardship projects to reduce landowner costs and encourage action on the landscape. Five hundred kilometres of shoreline embrace the five major lakes on the Trent-Severn Waterway, a National Historic site, within the Kawartha Conservation Vice-Chair Pat Kawartha Conservation watershed. The management of shoreline Warren at Riverview Park, Oct. 1, 2011 properties is vital to the ongoing health and vitality of our lakes, and the significant economic contribution they provide to our community. Through our shoreline naturalization program, we will continue to provide waterfront landowners with advice and technical assistance on project design to address issues on their shorelines and undertake best management practices to protect water quality. The actions of these early innovators influence many others within their communities. Core stewardship objectives for 2012: Continue to work with other partner organizations and agencies to develop and provide needed programs and workshops to area residents across the jurisdiction, with an increasing focus to communities at the far reaches of the watershed. Initiate and develop a lake stewardship program with shoreline residents of Crystal Lake, the only lake suitable for cold-water lake trout within the Kawartha Conservation watershed. Maintain our existing tree-planting program for private landowners, while working with Trees Ontario partners to expand tree-planting opportunities to address activities recommended within watershed plans. Expand existing environmental stewardship programming to bi-monthly activities with Port Perry High School staff and the environmental club, which will include presentations in the ecology and science curriculum. Explore educational programming opportunities with the Trillium Lakelands District School Board to engage all grades in outdoor environmental education opportunities. Respond to requests from ratepayer and cottage associations for guest speaking and presentations across the watershed. Develop quarterly interpretative and educational walks at Ken Reid Conservation Area highlighting various environmental themes, including spring bird identification, amphibians, biodiversity, and natural heritage. Develop grant proposals to support program implementation. Letter from Kawartha Conservation re: 2012 Preliminary Budget 2012 Preliminary Budget Page 267 of

268 Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 268 of 381

269 KAWARTHA CONSERVATION 2012 Preliminary Operating Budget OPERATIONS ENVIRONMENTAL PROTECTION AND RESTORATION Actual Budget Budget Variance to Budget CONSERVATION AREAS Direct labour $ 62,172 $ 62,700 $ 64,400 $ 1,700 Seasonal labour 21,040 22,500 25,000 2,500 Overhead 9,236 8,600 8,600 - Professional development 877 1,100 1,100 - Travel Ken Reid Conservation Area 47,509 45,400 32,450 (12,950) Pigeon River Headwaters Conservation Area 4,598 6,300 18,900 12,600 Windy Ridge Conservation Area 2,344 3,300 3,300 - Fleetwood Creek Natural Area 14,791 17,750 14,600 (3,150) Dewey`s Island , , , STEWARDSHIP Direct labour 54,887 56,400 59,500 3,100 Seasonal labour 1,693 8,000 8, Overhead 9,236 4,400 4,300 (100) Supplies and equipment 9,106 1,200 1, Community education and workshops 537 1, (500) Lakeland Alliance partnership 1,000 1,000 1,000 - Professional development 219 1,100 1,100 - Landowner grants 5,300 Travel 3,238 1,000 1, ,216 74,100 77,500 3,400 $ 247,888 $ 242,450 $ 246,550 $ 4,100 Letter from Kawartha Conservation re: 2012 Preliminary Budget 2012 Preliminary Budget Page 269 of

270 Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 270 of 381

271 Corporate Services Corporate Services supports each of the departments and the organization as a whole by providing administrative support, coordination, policy development and implementation, program direction and development and communications support. This department also facilitates and coordinates inquiries made under the Municipal Freedom of Information and Protection of Privacy Act (MFIPPA). Management and Finance Some of the regular functions provided include following: Budget development. Reporting to both internal and external stakeholders and partners. Financial statements and audits. Corporate records management. Accounting. Human resources functions, such as recruitment, training, and payroll processing. Health and safety. Infrastructure and asset management. Policy and procedure development. Information and IT management. Strategic and business planning. Support to the Board of Directors, including agendas and minutes. Information and IT Management Hardware and software for the computer network, including system support and security, continue to be upgraded on a regular basis. We have begun the process of implementing an Information Management System (IMS) in 2011 that will improve the management of large amounts of information. This system will enable timely responses to client requests, help us meet MFIPPA obligations and expedite MFIPPA requests, reduce paper by using a digital document system, and improve search capabilities. An integrated data management system is scheduled for review and development. Human Resources In 2011, we acquired employment program grants totalling $10,200. We were also successful in acquiring two positions from the Ontario Job Creation Program at no cost to our programs. Each position is for six months and supports deliverables in Planning and Health and Safety. The positions continue into Our group insurance program was reviewed and a new carrier was selected which now provides superior service to our staff at a savings to our budget. We continue to research and improve employee benefits at an affordable cost. Strategic Planning A strategic plan was initiated as a priority in 2011 and will be released in This plan will enable us to be clear about our mandate, build an accountability framework, and establish a clear vision and mission. Policy & Procedure Development We continue to review and improve on existing policies to ensure the maximum efficiency and effectiveness of procedures. We completed and implemented a new and progressive Employment Policy in Operating procedures have been updated. This continues to be a focus in Letter from Kawartha Conservation re: 2012 Preliminary Budget 2012 Preliminary Budget Page 271 of

272 Infrastructure and Asset Management The deliverables for the Administration Building commenced in 2011 and will continue as a capital project in In 2011 we also created and furnished an office to accommodate two staff on our lower level by removing our resource library. In 2011, our cell phone program and photocopier lease was reviewed and a new service implemented at a cost savings. Corporate Communications Communication is a vital component of our programs, projects, management plans and services, which have communication plans and implementation as part of their deliverables. Corporate Communications develops and supports these plans, in addition to ensuring transparency and accountability to our Board of Directors, municipal partners, staff and the watershed community, and providing effective and efficient communication that represents Kawartha Conservation in a strong, positive manner that is consistent with our vision statement. Some of the regular services and products provided by Corporate Communications include the following: Strategic communication counsel, plan Website development and maintenance. development, and implementation. Contact list development. Media relations and monitoring. Survey design, distribution, and analysis. Image and brand management. Photography. Transparency assessment and response. Social media planning and management. Communication product development Annual reports, newsletters, media releases, articles, advertisements, displays, brochures, presentations, etc. In 2011, Corporate Communications played an integral role in facilitating lake management planning, including the launch of the Balsam & Cameron Lake Management Plan, stewardship initiatives such as shoreline naturalization, public consultations on watershed planning and regulation policies and Oak Ridges Moraine watershed plans, a new signage strategy for our Conservation Areas, the Haliburton-Muskoka-Kawartha Children s Water Festival, Howler s Corners Off-leash Dog Park, and other major activities. Providing information about the blue-green algae outbreaks on Sturgeon Lake. Corporate Communications coordinated media interviews with staff and created a special newsletter. The funding level for Corporate Communications remains the same as in the previous year. It is being recommended that future budgets address a project proposal to develop a new website, and assess, update and implement the Kawartha Conservation brand and image. Many of the services provided to other departments by Corporate Communications are incorporated into project costs. Overhead Overhead consists of costs determined to be of benefit to all program units, and is distributed to departments. Costs have been maintained at the same overall level as Kawartha Conservation Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 272 of 381

273 KAWARTHA CONSERVATION 2012 Preliminary Operating Budget OPERATIONS CORPORATE SERVICES Actual Budget Budget Variance to Budget CORPORATE SUPPORT SERVICES Direct labour $ 398,597 $ 400,800 $ 426,800 $ 26,000 Overhead 18,472 17,200 17,200 - Directors per diems and expenses 14,555 15,000 15,000 - Supplies 16,117 16,000 16,000 - Information and IT management 13,281 12,000 12,000 - Strategic Plan 2,000 20,000 - (20,000) Professional fees 3,431 2,000 2,000 - Professional development 504 2,000 2, Travel 3,006 3,500 4, , , ,500 7,000 CORPORATE COMMUNICATIONS Direct labour 63,093 65,000 67,100 2,100 Overhead 4,618 4,300 4,300 - Supplies and publications 4,745 6,500 6,500 - Website design and upgrade Brand assessment, development, graphic design Professional development 1,159 1,100 1,100 - Travel Special events 13 1,000 1, ,051 78,600 80,900 2,300 $ 544,014 $ 567,100 $ 576,400 $ 9,300 Letter from Kawartha Conservation re: 2012 Preliminary Budget 2012 Preliminary Budget Page 273 of

274 Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 274 of 381

275 KAWARTHA CONSERVATION 2012 Preliminary Operating Budget OPERATIONS Schedule of OVERHEAD Actual Budget Budget Variance to Budget Administration building utilities $ 7,832 $ 7,500 $ 7,500 $ - Administration building repairs and maintenance 29,557 20,000 20,000 - Office equipment repairs and purchases 2,958 8,000 5,000 (3,000) Telephone 3,687 4,000 4,000 - Audit and legal 8,339 5,000 5,000 - Banking fees 1,536 1,600 3,000 1,400 Insurance 21,105 24,000 24,000 - Conservation Ontario membership 14,777 14,500 15,700 1,200 Subscriptions Human Resources & Safety 2,094 1,200 1, $ 92,360 $ 86,300 $ 86,200 $ (100) Letter from Kawartha Conservation re: 2012 Preliminary Budget 2012 Preliminary Budget Page 275 of

276 Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 276 of 381

277 Capital Projects Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 277 of 381

278 Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 278 of 381

279 KAWARTHA CONSERVATION 2012 Preliminary Budget SUMMARY CAPITAL PROJECTS Municipal Municipal Project Levy Levy Budget GENERAL BENEFITING CAPITAL PROJECTS Drinking Water Source Protection Plan $ - $ - $ 163,000 Drinking Water Source Protection, Stewardship Program - - 9,000 Administrative Building Renovation 85,250 85,250 85,250 TOTAL GENERAL BENEFITING CAPITAL PROJECTS $ 85,250 $ 85,250 $ 257,250 SPECIAL BENEFITING CAPITAL PROJECTS REGION OF DURHAM Oak Ridges Moraine Conservation Plan -outcomes and actions $ 261,500 $ 140,480 $ 140,480 Watershed Plan Implementation 121, , ,000 Durham East Cross Forest Conservation Area Management Plan Implementation 91,000 90, ,000 Durham East Cross Forest Land Acquisition , , ,480 CITY OF KAWARTHA LAKES Lake Mangement Plans, Kawartha Lakes 183, , ,000 Lake Stewardship, Early Implementation 29,900 39,300 39,300 Lake Stewardship - Blue Canoe - 28,325 56,650 Flood Plain Mapping - 155, , , , ,950 TOTAL SPECIAL BENEFITING CAPITAL PROJECTS $ 686,850 $ 813,105 $ 856,430 November 2011 Letter from Kawartha Conservation re: 2012 Preliminary Budget 2012 Preliminary Budget Page 279 of

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281 General Benefiting Capital Projects Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 281 of 381

282 Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 282 of 381

283 Proposed Capital Projects General Benefiting, 2012 General benefiting capital projects are those projects considered to be watershed-wide and benefiting all municipalities Municipal Levy 2012 Total Project Cost Drinking Water Source Protection $ - $ 163,100 Ontario Drinking Water Stewardship Program - 9,000 Administration Building Expansion and Improvements 85,250 85,250 Total Contributions $ 85,250 $ 257,350 Letter from Kawartha Conservation re: 2012 Preliminary Budget 2012 Preliminary Budget Page 283 of

284 Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 284 of 381

285 Proposed General Benefiting Project Drinking Water Source Protection Purpose: Developing and implementing a multi-barrier approach to strengthen protection of municipal drinking water sources, through threats assessments of groundwater and surface water quality on a site specific and watershed scale. Activities support the Source Protection Committee, Source Protection Authority, Municipal Working Groups, and stakeholders in the preparation of Source Protection Plan policies and supporting Assessment Reports pursuant to the Clean Water Act. Benefits: Source Protection Committee (SPC) representatives include one-third municipal, with the other two-thirds composed of local stakeholders, including economic sectors (agriculture, industry and commerce) and environmental, rural and urban property owners. These members participate as representatives on the SPC to develop an effective local approach to protect municipal drinking water sources through guidance and policy development. The best available science, technical data and local knowledge is used by the SPC to make decisions in the interest of the long-term protection of safe and healthy drinking water sources. The Source Protection Plan will provide the framework to proactively manage existing drinking water threats identified in the Assessment Reports and guide future development and activities in areas where existing drinking water sources have been identified as vulnerable. This approach will result in prevention of future problems rather than reacting after damage has been done. Our work is fully funded by the Ministry of the Environment. Background and Detail: In response to Justice O Connor s recommendations in the Report of the Walkerton Inquiry, Ontario s Clean Water Act was released in The Act requires every watershed-based Source Protection Area (ours is the Kawartha-Haliburton Source Protection Area) to have a Source Protection Plan. For administrative purposes, groups of Source Protection Authorities form a Source Protection Region, in this case the Trent River Watershed. Initial funding was provided in 2004 to jumpstart the planning process. Our local SPC is required to develop the following reports: Terms of Reference This report guides the work of the Source Protection Committee as it develops the Source Protection Plan and fulfills its core mandate to protect areas that are vulnerable. The Terms of Reference were approved by the Ministry of the Environment early in 2009, and may be amended as required. Assessment Report This report identifies threats to municipal residential water sources, significant groundwater recharge areas, highly vulnerable aquifers and identifies significant drinking water risks within the Source Protection Area. The proposed Assessment Report was submitted to the Minister in 2010, and an updated report including additional technical information received was submitted in June The Assessment report was approved in October 2011, and is waiting for posting on the Environmental Registry before formal announcements are made. Letter from Kawartha Conservation re: 2012 Preliminary Budget 2012 Preliminary Budget Page 285 of

286 Source Protection Plan The plan includes policies to address existing and future activities to ensure that significant risks to municipal residential water supply systems are reduced or are not realized. The intent is to manage significant risks that currently exist and ensure that future activities will not cause a risk. Draft Source Protection Plan policies were circulated for pre-consultation in September/ October 2011 and will be revised if necessary by the SPC and circulated two additional times before August 20th 2012 when all plans are due. Deliverables: Assist in the preparation of the Source Protection Plan and associated material. Assist in communicating source protection planning to the community and implementation of communications plans. Provide feedback to the lead Source Protection Authority, Source Protection Committee and municipalities. Provide input to technical support aimed at improving our information base. Provide management of source water related information and data. Budget for 2012: Direct Labour $ 48,500 In-House Expertise 51,500 Supplies and Equipment 8,500 Travel 2,500 Project Management 52,000 TOTAL $ 163,000 Funded by: Transfer payments $ 163, Kawartha Conservation Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 286 of 381

287 Proposed General Benefiting Project Ontario Drinking Water Stewardship Program Purpose: The Ontario Drinking Water Stewardship Program was initiated to complement drinking water source protection planning activities as mandated by the Clean Water Act. The program is designed to financially assist landowners who live close to the municipal water supply and to promote activities to protect the quality of municipal drinking water sources. Benefits: Landowners with properties close to municipal wells and surface water intakes can help protect drinking water sources through undertaking stewardship projects, if they qualify, under the Ontario Drinking Water Stewardship Program. Background and Detail: The Province of Ontario provides financial assistance through the Ontario Drinking Water Stewardship Program for the protection of municipal drinking water sources on properties immediately adjacent to these water sources. These properties have been identified in the assessment report and may be impacted by plan implementation. A total of $28 million over a four-year period ( ) was made available to support farmers, property owners and businesses to take action before the local Source Water Protection Plans are in effect. In 2012, the early response program continues to work with those residences and businesses that are identified as having significant drinking water threats. Funding support will continue to be available in 2012 for projects identified within the risk management catalogue developed by the Ministry of the Environment. The risk management catalogue provides appropriate measures to reduce the risk a threat poses to municipal drinking water supplies. The Trent Conservation Coalition submitted a $360,000 proposal to the Minister of the Environment, of which $288,600 was approved for the total project, with $230,800 available to eligible landowners within the Trent Conservation Coalition Source Protection Region. We continue to promote the program, specifically targeting applicable residents, and the approval of grants. Deliverables: Landowner grants and promotion of the program. Budget for 2012: In-House Expertise $ 8,500 Travel 500 TOTAL $ 9,000 Funded by: Transfer payments $ 9,000 Letter from Kawartha Conservation re: 2012 Preliminary Budget 2012 Preliminary Budget Page 287 of

288 Proposed General Benefiting Project Administration Building - Expansion and Improvements Purpose: To support the construction of a new boardroom facility extension, creation of additional office and storage space, and other upgrades to the Kawartha Conservation Administrative Centre building. Benefits: Creates meeting space appropriate to business activities. Provides sufficient workstations to accommodate staff. Increased security and privacy. Storage space for long-term records, equipment, and other materials. Meet current standards for fire protection and containment, and accessibility. Improved heating and cooling. Health and Safety issues addressed. Background and Detail: The Administration Building was constructed in 1992 from a series of residential Royal Homes modules. It is in need of upgrades to meet current and future space requirements and health and safety standards. Upgrades need to address the following issues: The boardroom is undersized for public meetings, and lacks proper ventilation, lighting, and equipment. There is no clear definition of public space and private space at the front entrance. There are safety issues with respect to stairwells. The facility is too small to support the present staff of 23, plus summer contract staff and future staffing requirements. There is a need for a secure and controlled area for IT equipment and personnel. The facility does not meet the current requirements of the Ontario Building Code, with respect to fire safety and containment. The heating and cooling (HVAC) system has distribution problems. There are water supply problems during periods of heavy usage of the facility. There is a lack of space for securely storing long-term files, materials, and equipment. Shortfalls continue to exist for the requirements for accessibility. Accomplishments in 2011: RFP for architectural services completed. Conceptual drawings presented and options deliberated by the Board of Directors. Design Development Phase initiated. Mechanical and Electrical Engineering reports completed. Draft site plan received. 64 Kawartha Conservation Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 288 of 381

289 Deliverables in 2012: Construction estimate to be refined. Financing plan to be prepared. Tenders to be issued. Construction to be initiated. Current projections for construction are in the range of $450,000 - $500,000, plus HST. Early estimates indicate an occupancy date of November 2012 could be attained. We are developing a financing plan to distribute the cost over a five year period to the municipalities for the cost of the project. Our request for 2012 matches funding received in 2011, and will support the start up costs of the construction project. Appropriation to Administration Building Reserve Fund General benefiting capital levy: City of Kawartha Lakes $ 52,000 $ 52,000 Region of Durham 29,000 29,000 Galway, Cavendish & Harvey 3,400 3,400 Cavan Monaghan $ 85,250 $ 85,250 Letter from Kawartha Conservation re: 2012 Preliminary Budget 2012 Preliminary Budget Page 289 of

290 Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 290 of 381

291 Special Benefiting Capital Projects Region of Durham Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 291 of 381

292 Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 292 of 381

293 Proposed Capital Projects Region of Durham, 2012 The following capital projects are brought forward for consideration by the Region of Durham. These projects are undertaken only upon municipal approval and financial support Municipal Levy 2012 Total Project Cost Watershed Plan Implementation $ 100,000 $ 100,000 Durham East Cross Forest Conservation Area Management Plan Implementation 90, ,000 Oak Ridges Moraine Conservation Plan Outcomes and Actions 140, ,480 Total Contributions $ 330,480 $ 345,480 Letter from Kawartha Conservation re: 2012 Preliminary Budget 2012 Preliminary Budget Page 293 of

294 Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 294 of 381

295 Proposed Special Benefiting Project Watershed Plan Implementation Purpose: To coordinate and undertake activities identified through the development of several watershed planning documents, including the Lake Scugog Environmental Management Plan (LSEMP) and Oak Ridges Moraine Watershed Plans, within a targeted framework to meet the objectives of the plans and improve lake and river water quality, and the environment as a whole. Benefits: Based on scientific research, the activities are highly targeted to provide the most effective means of resolving identified issues. Financial assistance provided to landowners seeking to improve their environment has great ability to affect change across the watershed. Educating communities within the watershed encourages action and leadership, while fostering a sense of community responsibility. Ongoing monitoring helps maintain credible data, while providing a basis for quantifying the success of project activities, determining future stewardship priorities, and supporting longterm environmental health. Background and Detail: Studies such as the Nonquon River Subwatershed Study, Nonquon Fisheries Management Plan and the Lake Scugog Environmental Management Plan have shown that on-the-ground action is required to improve water quality throughout the watershed. Implementing the recommendations of these reports requires the support of the landowners who live within the watershed. Several priority projects are proposed within these plans to address multiple issues that have been identified. Urban Stewardship Program Background and detail: The Lake Scugog Environmental Management Plan determined that close to 20% of the nutrient input to Lake Scugog comes from urban areas that total approximately 3.5% of the entire watershed area. In addition, sediment samples have been taken from the lake bottom in the western basin of the lake, offshore from Port Perry. Of the pollutants sampled in this study, Poly-aromatic hydrocarbons (PAHs) are the most prevalent in Lake Scugog sediments. Typical sources of PAHs include incomplete combustion (when airborne particulate matter settles or precipitates out), motor oil and gasoline, asphalt abrasion, leaching from creosote-treated wood (in railway ties and bridge pilings), and road and roof tarring. The main pathway for transportation of PAHs into the lake is through urban area stormwater runoff. Metals have also been detected in the majority of samples, and in 13 sediment samples, one or more metals exceeded the Ontario Sediment Quality Guideline (OSeQGs). Lead (Pb) was the prevailing parameter among this group of contaminants. It was above the OSeQGs in collected samples from 12 stations. Particularly high lead concentrations were found in sediments from stations SD12, SD11 Letter from Kawartha Conservation re: 2012 Preliminary Budget 2012 Preliminary Budget Page 295 of

296 and SD7. The frequent recurrence of lead at such high concentrations, especially those detected at stations SD7 and SD12, indicates pollution from human activities. At station SD12, there were also elevated concentrations of cadmium (Cd), copper (Cu), zinc (Zn) and PAHs. At station SD7, in addition to lead, cadmium, mercury, copper and phenanthrene also exceeded corresponding guidelines. Many of our outreach and implementation programs focus on rural and agricultural landowners. This program will help urban landowners, businesses, and industry connect their actions with the greater watershed studies. The program will maintain outreach to urban landowners adjacent to Lake Scugog, rivers, and creeks within the Port Perry, Blackstock, and Caesarea areas. Similar to the lake-based Blue Canoe program, this program will continue to provide property owners with Best Management Practices (BMP) information on erosion control, managing surface runoff, lawn maintenance, water saving devices, composting, and other actions. While no funding programs are available, we will connect them with the Scugog Connections storefront for additional information support as they implement their best management practices. Deliverables: Review and revise educational materials from Development/acquisition of additional information materials. Maintain data base to track outreach: street address, total number of landowners, landowner feedback. Generate maps to indicate outreach routes, weekly target numbers by community and street addresses. Provide BMP advice directly to landowners located in the priority areas identified within the Port Perry Storm Water Management Study, to residences located within outlet 18, 27, 28, 29: 1. Reduce the amount of urban fertilizing for lawns 2. Increase numbers of landowners who undertake surface water management practices, e.g. rain barrels, more areas of natural infiltration, wash vehicles at their homes 3. Improve riparian area stewardship by encouraging greater naturalization of urban watercourses. Three presentations to Urban/Business Associations in partnership with Scugog Connections and Scugog Business Improvement Association. Develop funding proposals to support urban stewardship activities. Determine urban demonstration sites for Provide ongoing support for Scugog Connections program, including: o Attending regular Steering Committee meetings o Provision of ongoing program support. o Working with Friends of Nonquon Outdoor Education Centre to develop environmentally themed programming for school groups o Run Yellow Fish Road with Port Perry High School Environmental Club members o Host EnviroChat informational seminars for community members in partnership with local green business. 72 Kawartha Conservation Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 296 of 381

297 Scugog WATER Fund Background and detail: Watershed planning processes such as the Nonquon River Subwatershed Study, the Lake Scugog Environmental Management Plan, and the Oak Ridges Moraine Sub-Watershed Plans show that on-the-ground action is required to improve water quality throughout the watershed. Implementing the recommendations of these reports requires financial incentives for the landowners to undertake projects on priority sites. The Scugog Water and Terrain Environmental Restoration Fund (WATER) was established in 2007 to support implementation of beneficial management practices through incentive funding. Since 2007, the fund has assisted over 80 landowners with projects that include the decommissioning of private wells, well upgrades, septic upgrades, erosion projects, and manure storage/agricultural beneficial management practices. The Canada-Ontario Environmental Farm Plan (EFP) provides educational programming and financial incentives for agricultural projects, while further incentives such as the Scugog WATER Fund provide additional top-up funding for high priority projects. Additional funding effectively encourages program participation, as demonstrated with the Lake Simcoe project. Deliverables: Implement a LSEMP Community Advisory Panel (CAP) to help guide plan implementation activities. This panel would be expected to work in conjunction with the Durham Agricultural Advisory Committee (DAAC), with respect to the rural community. Complete redesign of grant program under direction of Community Advisory Panel. Collaboration with the EFP and DAAC is necessary to identify 3 to 4 high priority sites for remediation and a means of landowner contact to implement projects on these sites. Provide funding to private landowners, with an increased focus on surface water improvements, and targeting high priority sites, e.g. Nonquon and Blackstock Creek watersheds. With the advice of the CAP, consider how limited Scugog WATER Fund support can be targeted for most effective results. Maintain a productive working relationship with the EFP program representative for Durham and the City of Kawartha Lakes, an employee of the Ontario Soil and Crop Improvement Association. Promote and provide top-up funding to the EFP and project planning support to landowners to facilitate greater uptake of available funds for eligible projects. Develop funding proposals and collaborate with other stewardship organizations to source funds for additional project support. Reforestation and Natural Cover Establishment Background and Detail: The total forest cover in the Lake Scugog watershed is km2, representing 24.8% of the watershed area. This is below the 30% recommendation that is being widely applied to planning areas in southern Ontario for the Great Lakes Areas of Concern (Environment Canada, 2004). The Region of Durham Official Plan also establishes an overall forest cover target of a minimum 30% of total land area (Region of Durham, 2008). These numbers indicate a specific landscape target for the LSEMP Implementation Plan, as well as for the Oak Ridges Moraine watershed plan implementation. Letter from Kawartha Conservation re: 2012 Preliminary Budget 2012 Preliminary Budget Page 297 of

298 In conjunction with a natural heritage strategy, sites for reforestation efforts must be determined so that resources are targeted to achieve a number of management objectives, including the following: Stabilizing sites that are prone to erosion, e.g. steep slopes and valley lands, light soils. Establishing or increasing vegetative buffers on riparian sites. Increasing effectiveness for aquifer recharge. Establishing linkages and corridors between islands of natural cover, e.g. isolated small woodlots or wetlands. Increasing woodland size and thereby improving the quality of forest interior habitat in addition to buffering from climate change. Increasing habitat and forest diversity. Deliverables achieved in 2011: 1. Using a GIS modeling system, sites were determined which can be reforested and achieve 2 or more of the above objectives simultaneously. 2. Developed a ranking system and list of individual priority properties for reforestation. 3. Updated and field-verified Ecological Land Classification for these watersheds. Deliverables for 2012: 1. Identify marginal land sites that are capable of successful natural regeneration at no or little cost. 2. Identify properties and ownership for those areas with highest potential and need for tree planting. 3. Contact landowners to develop sites for future tree planting. 4. Develop project plans for future implementation, including: o Establishing project partners and roles Trees Ontario, Durham Land Stewardship Council, Township of Scugog, Scouts Canada, individual landowners o Maintaining and enhancing existing small tree planting partnerships with the Victoria and Durham stewardship councils. o Enhancing tree planting projects over the next 5 to 10 years. Water Quality Assessment Purpose: Monitoring for LSEMP and ORMCP purposes provided the most extensive and detailed information on water quality (nutrients specifically) in small creeks and different parts of large rivers gathered to date. In order to maintain this database and maintain credibility for future use, continue monitoring activities at a sufficient, but minimal, level is required. This project will achieve the following: Identify specific sources of high-level inputs of nutrients that provide a basis for informed decisions and the most effective allocation of funding for mitigation projects, e.g. Blackstock Creek and headwater areas of Cawkers and other urban tributaries. Maintaining a basic level of regular water quality monitoring within the ORM Tributaries and Lake Scugog watershed, in support of plan implementation process, to provide a sufficient level of ongoing water quality data to accurately reflect trends, whether positive or adverse. Provide a basis for quantifying success of project activities and determining future stewardship priorities. Support long-term improvement of water quality in Lake Scugog and its contributing tributaries. Deliverables: 74 Kawartha Conservation Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 298 of 381

299 Conduct a basic level of regular water quality monitoring for the Lake Scugog watershed in support of the LSEMP implementation process. Conduct 5 rounds of water sampling on Lake Scugog to continue long-term monitoring on this lake initiated during the first stage of the LSEMP. Lake Scugog monitoring network includes 6 open water sampling stations. Conduct 10 rounds of water quality sampling on Lake Scugog tributaries to support continued development of a long-term water quality database for the Lake Scugog watershed. Initiate project development to support the involvement of local student and volunteers with water quality testing in the Port Perry urban area. Conduct 5 to 6 wet weather sampling rounds. Conduct six to seven dry weather sampling rounds. Prepare a summary of results. Undertake quality control, data verification, and analysis of obtained data. Prepare a year-end summary of water quality data. Provide current water quality data to the Watershed Plan Implementation Committee to support prioritization of decisions and lend scientific credibility to funding raising initiatives. Budget for 2012: Direct Labour $ 10,450 In-House Expertise 28,550 Supplies and Equipment 12,200 Travel 2,950 Project Management 5,850 Scugog Connections support 8,000 WATER fund landowner grants 32,000 TOTAL $ 100,000 Funded by: Region of Durham $ 100,000 Letter from Kawartha Conservation re: 2012 Preliminary Budget 2012 Preliminary Budget Page 299 of

300 Proposed Special Benefiting Project Durham East Cross Forest Conservation Area - Management Plan Implementation Purpose: The Durham East Cross Forest area mainly consists of remote properties, many that were experiencing significant trespass, vandalism, and environmental damages. Following a Town Hall meeting of concerned landowners in October 2002, municipal representatives, agencies and police services, a Task Force was established to examine these problems and formulate recommendations. This Task Force has since evolved into the East Cross Forest Advisory Committee that works with Kawartha Conservation staff to guide the management of properties. The grand opening of the Durham East Cross Forest Conservation Area (DECFCA) was in the summer of 2009, with almost all property under ownership purchased at that time. With the 2011 acquisition of 200 additional acres, DECFCA now comprises 1,334 acres (539 hectares) of public land located within the southeastern corner of the Township of Scugog. The current land holdings are entirely within the Oak Ridges Moraine, with a majority of the land classified as Natural Core Area. Groundwater resources are particularly vulnerable to contamination as aquifers lie beneath a layer of porous, sandy soils. The area also has many key natural features including wetlands, groundwater recharge and discharge areas, open sand dunes, significant woodlots with interior habitats, maturing plantations, and the potential for tall grass prairie restoration. Priorities for 2012 include continued security/enforcement of the property, continuation of the Community Advisory Committee, ongoing maintenance, development of publicly accessible areas, and decommissioning of unsafe and unsustainable trails. A southern trail loop completed in 2011 will be opened in the spring of 2012, after the completion and installation of signs. Purpose: The DECFCA Management Plan, completed in 2009, has the following main objectives: 1. Continue with the development of Durham East Cross Forest into a multi-use conservation area that provides recreational opportunities for safe, low intensity public uses, including trails for hiking, wildlife viewing, horseback riding, snowmobiling, and educational activities, consistent with the policies of the Oak Ridges Moraine Conservation Plan. 2. Provide a high level of security and thereby mitigate the environmental damages resulting from decades of dumping, trespassing and other forms of environmental degradation. Benefits: Durham East Cross Forest Conservation Area provides many benefits: This mainly forested land base acts as a large groundwater recharge for deep aquifers that maintain and provide clean groundwater resources for an area far beyond the property boundaries. There has been a de-escalation of trespassing and environmental vandalism on adjacent properties and within the surrounding rural community, as DECFCA is no longer a destination for off-roading and dumping. 76 Kawartha Conservation Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 300 of 381

301 Tributaries, with their origin on the property, join with others to form East Cross Creek, which empties into the Scugog River. The river is the Town of Lindsay s source of drinking water. DECFCA protects species at risk and specialized wildlife habitat, including forest interior and prairie. It provides an excellent opportunity for a growing population of urban residents who increasingly seek local outdoor recreational opportunities that are healthy and low impact, such as hiking, bird watching, trail running, etc. Deliverables for 2012: Ongoing security patrols with a security company. Occasional security patrols by Kawartha Conservation Regulations Officer. Maintain the DECFCA Community Advisory Committee, with increasing emphasis on representation from other stakeholders, and developing community involvement with local security concerns. Complete the new sustainable trail loop at the southern entrance on Boundary Road, signage, and open to the public. Continue to limit access to unauthorized uses, by the placement of obstructions on trails, closing road access, and fencing off priority access points around property boundaries. Upgrade service trail that runs from north and south between Devitts Road and Boundary Road. Ongoing repairs due to vandalism. Ongoing maintenance and inspections of the property and recreational trails to ensure safe, pleasurable recreational experiences. Decommission and monitor unsafe or environmentally unsustainable recreational trails. Mark plantations and advertise product for commercial harvest operations. Continue with additional land securement activities for high priority properties. Develop funding proposal to support species at risk restoration and protection and other activities prescribed within the Management Plan. Complete a stewardship plan and baseline documentation report for the newly acquired property as a condition of the Ontario Heritage Trust s Natural Spaces Funding. Funding for this plan will be provided by the Ontario Heritage Trust. Budget for 2012: Direct Labour $ 10,000 In-House Expertise 15,000 Infrastructure and Supplies 27,000 Security 32,500 Property Taxes 7,500 Travel & Equipment usage 4,000 Project Management 9,000 TOTAL $ 105,000 Funded by: Region of Durham $ 90,000 Grants $ 15,000 Letter from Kawartha Conservation re: 2012 Preliminary Budget 2012 Preliminary Budget Page 301 of

302 Proposed Special Benefiting Project Oak Ridges Moraine Conservation Plan - Outcomes and Actions Purpose: In 2001, the Ontario government enacted the Oak Ridges Moraine Conservation Act, which provided the legal basis for implementing the Oak Ridges Moraine Conservation Plan (O. Reg. 140/02) in The purpose of the Oak Ridges Moraine Conservation Plan (ORMCP) is to provide land use and resource management planning direction to municipalities, municipal planning authorities, provincial ministers, ministries and agencies, landowners and other stakeholders on how to protect the Moraine's ecological and hydrological features and functions. With the completion in 2011 of 4 Watershed Plans - Nonquon River, East Cross Creek, Blackstock Creek and the South Lake Scugog Tributaries, Kawartha Conservation has helped the Region meet obligations under the ORMCP. A specific requirement of the ORMCP is the integration of the requirements and objectives of these watershed plans into municipal Official Plans, in this case, the Region of Durham's Official Plan. Through research, public consultation and peer review, we have identified a number of critical gaps in our understanding of natural features and processes within these watersheds, and their interactions. Understanding these interactions is key to protecting these resources for the future through planning tools. We propose to continue our science-based research to ensure not only a currency of information but a greater understanding of our natural resources, together with targeted stewardship work within these watersheds. These actions will further support the Region towards: o Meeting goals outlined in the Region s Strategic Plan, specifically, to protect and enhance our environment for today and tomorrow through stewardship of our natural resources ; o Implementing strategic themes outlined in the Regional Official Plan, specially utilizing watershed plans as an "effective planning tool in the protection of the Region's natural resources"; and, o Supporting the Planning Agreement between the Region and Kawartha Conservation in providing quality planning services in terms of maintaining the integrity of natural heritage features while supporting strategic growth opportunities. We propose to undertake, over the next 5 years, a number of science-based studies and partnerbased initiatives to support the Region s strategic planning goals and directives. These works will focus on four main components: 1. Increasing our understanding of hydrological linkages (surface water and groundwater); 2. Development of a comprehensive Natural Heritage Systems Strategy; 3. Supporting the Region in building climate change adaptation strategies; and, 4. Delivering a comprehensive stewardship strategy to achieve strategic watershed health targets. Concepts behind these four main components are elaborated on below for both the 5-year approach and specific deliverables anticipated for Please refer to the attached spreadsheet for an itemized list of 2012 deliverables. A common and integral element we will take into account is 78 Kawartha Conservation Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 302 of 381

303 ensuring coordinating efforts/similar products between conservation authorities within the Region to produce consistent guidance and direction for meeting the Regions strategic goals and planning initiatives. 1. Further assess and report on the hydrologic linkages between groundwater and surface water features, and identify the landscape components that contribute to the functionality of these features, particularly those that are highly vulnerable to impacts from development activity. a. Address and report on data gaps through monitoring, assessment and reporting on significant groundwater features (including high volume recharge areas and groundwater discharge areas such as springs, seeps and baseflow contribution areas) and sensitive aquatic habitat features (including coldwater fish habitats and spawning areas) (2012+) b. Update the York-Peel-Durham-Toronto/Conservation Authorities Moraine Coalition (YPDT/CAMC) groundwater database with this information as it becomes available, to improve regional and local accuracy of modeling groundwater and surface water resources. (2012+) 2. Contribute further research and inventory to inform Official Plan policies and to enhance a regional Natural Heritage System that builds on the requirements of the Greenbelt Plan and the ORMCP and maintains the linkages between natural heritage areas and features. This information also provides the base for understanding and assessing wetland boundaries (e.g. Provincially Significant Wetlands), significant forest cover, riparian cover, and other landscape guidelines. a. Field-verify and update natural heritage features mapping at a landscape scale (e.g., wetlands, woodlands, riparian areas, etc.), for input into Natural Heritage Systems Strategy modeling and implementation. (2012) b. Continue the development of a Natural Heritage Systems Strategy, with emphasis on linking regional initiatives (e.g., strategies produced by neighbouring conservation authorities and Kawartha Naturally Connected initiative) and provincial planning initiatives (e.g., ORMCP and Greenbelt Plan Natural Heritage Systems) (2012+) 3. Support the region in building climate change adaptation strategies by providing an understanding of the anticipated extent of climate change on water resources and natural heritage features (and those that are particularly vulnerable to climate change impacts), municipal challenges and opportunities with respect to planning and infrastructure from a watershed perspective, and a recommended approach for short-, medium-, and long-term adaptation and mitigation. a. Determine a recommended approach for assessing the predicted impacts of climate change on the hydrological and ecological integrity of Oak Ridges Moraine watersheds. (2012) b. Commence climate change modeling of Oak Ridges Moraine watersheds, focusing on modeling anticipated changes and/or impacts to surface water resources (2012+) c. Develop a Climate Change Adaptation Strategy addressing the perspectives above (>2012) Letter from Kawartha Conservation re: 2012 Preliminary Budget 2012 Preliminary Budget Page 303 of

304 4. Engage landowners, partners and stakeholders in developing and implementing an ongoing, coordinated stewardship strategy. Investigate funding opportunities that will contribute to attainment of strategic targets such as those developed for forest cover, interior forest, wetlands, riparian areas, headwater stream/catchments and water quality. a. Develop a detailed agricultural stewardship strategy, focusing on achieving phosphorus reduction targets identified through the Watershed Planning and Lake Scugog Environmental Management Plan processes. (2012) b. Develop detailed stewardship strategies for other key sectors (>2012) Budget for 2012: Direct Labour 40,000 In-House Expertise 81,000 Supplies and Equipment 2,500 Travel 2,500 Project Management 14,480 TOTAL $ 140,480 Funded by: Region of Durham $ 140,480 Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 304 of 381

305 Special Benefiting Capital Projects City of Kawartha Lakes Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 305 of 381

306 Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 306 of 381

307 Proposed Capital Projects City of Kawartha Lakes, 2012 The following capital projects are brought forward for consideration by the City of Kawartha Lakes. These projects are undertaken only upon municipal approval and financial support. Lake Management Plans - Sturgeon, Balsam & Cameron, and Pigeon Lakes 2012 Municipal Levy 2012 Total Project Cost $ 260,000 $ 260,000 Lake Stewardship Activities - Early Implementation 39,300 39,300 Lake Stewardship Activities - Blue Canoe 28,325 56,650 Floodplain Mapping Study 155, ,000 Total Contributions $ 482,625 $ 510,950 Letter from Kawartha Conservation re: 2012 Preliminary Budget 2012 Preliminary Budget Page 307 of

308 Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 308 of 381

309 Proposed Special Benefiting Project Lake Management Planning - Sturgeon, Balsam, Cameron, and Pigeon Lakes Purpose: The City of Kawartha Lakes has over 1,100 kilometres of shoreline along its primary lakes, and over 15,000 shoreline properties. Healthy lakes are vital to the City. Science-based, lake management planning is fundamental to understanding the pressures on Sturgeon, Balsam, Cameron, and Pigeon lakes, and determining priorities for management activities that will enhance their environmental health and economic sustainability. Through the comprehensive monitoring of water quality, water quantity and biotic parameters over 4 years for each lake, our research will identify the underlying sources and causes of high nutrient and contaminant levels impacting water quality, leading to environmental responses to issues such as the excessive growth of aquatic vegetation, E-coli concentrations at public beaches, and blue-green algae blooms. The planning process involves the development of strategic partnerships across all areas of interest to facilitate plan development and implementation. Project Background and Detail: The environmental health of the Kawartha Lakes has great economic and social significance for a community featuring lake based eco-tourism, shoreline residences, and related businesses. There is considerable and escalating community interest in water quality research, identifying environmental stressors and key lake management issues. A number of imperatives are driving the need for lake management plans: A primary goal of the City of Kawartha Lakes Official Plan is to enhance and protect the quality of the natural environment within the City. All of the major lakes or their tributaries are sources of water for drinking and other domestic uses for cottages, permanent lake residences, and municipalities; water quality issues are becoming an increasing source of concern for residents and visitors. From a recreational point of view, many local residents, cottagers, and other vacationers use public beaches within the City, and Emily Provincial Park, located on Pigeon Lake, and Balsam Lake Provincial Park, located on Balsam Lake. The 5 major lakes in the City have historically provided a high quality sport fishery and ample water-related activities all within 1.5 to 2 hours of the Greater Toronto Area. Three confirmed blue-green algae blooms in the summer of 2011, one covering much of the eastern arm of Sturgeon Lake, resulted in health alerts from the Haliburton, Kawartha, Pine Ridge District Health Unit. An illness associated with E-coli infection was reported earlier. Concern with water quality and potential impacts on human health generated immediate and significant community response, with requests for greater action on this human health issue. Letter from Kawartha Conservation re: 2012 Preliminary Budget 2012 Preliminary Budget Page 309 of

310 In 2009, a staff report, supported by the City of Kawartha Lakes Environmental Advisory Committee, went forward to the municipality outlining the benefits of a lake management plan. City council supported recommendations that lake management planning actions be undertaken and led by Kawartha Conservation for Sturgeon Lake, starting in 2010, and include Cameron and Balsam in 2011, and Pigeon in A 2002 report commissioned by the City, titled Shoreline Environmental Studies in Support of Official Plan Policies, recommended that the City encourage the development of individual lake plans as a cooperative process among lake residents, the City, businesses and provincial and federal agencies. Each lake management plan will encompass research on the lakes, their surrounding watersheds and their associated tributaries. Each plan requires major contributions from volunteers, partner associations and agencies, Fleming College programs, Trent University and the City. The research will identify the watershed stressors and key management issues, and recommend management alternatives. The research process is proposed to evaluate the physical, chemical and biological characteristics of each water body in terms of human health, aquatic ecosystem sustainability, and water use, while establishing a current basis to measure progress or detect unexpected stressors. Lake management plans must be multi-dimensional programs examining key natural and human components of each lake and their associated watersheds. The end product must provide performance measures so that results can be monitored and plan effectiveness evaluated over time. Project Objectives: Building upon the successful completion of the Lake Scugog Environmental Management Plan, we commenced with Sturgeon Lake activities in 2010 with a Community Advisory Panel and a Science and Technical Committee to guide the research and inventory process, and report to an Executive Liaison Group. These three committees are described in detail under the Project Management section. In 2011, Kawartha Conservation and project partners continued with the 2nd year of activities on Sturgeon Lake, while initiating 1st year activities on Cameron and Balsam lakes. The governance committees established for the Sturgeon Lake Management Plan encompasses the subsequent lake management plans, with the addition of representatives from each of the lake communities. Research and project development is proposed for Pigeon Lake in The planning process and plan document will set the following key objectives: Develop and implement comprehensive water quality sampling networks for each lake, according to approved scientific protocols. Develop and coordinate the necessary partnerships with volunteer organizations and partner agencies to effectively collaborate on all aspects of the planning process and subsequent plan implementation. Identify water quality threats, potential stressors and hotspots, leading to development of options for priority remedial actions. Collect fish and benthic invertebrate samples and in-stream habitat conditions at approximately 50 sites on lake tributaries, which includes sampling in all major watersheds in Balsam, Cameron and Sturgeon (does not include Scugog River or any areas upstream on Burnt or Gull Rivers). 86 Kawartha Conservation Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 310 of 381

311 Identify specific items for advanced university research, e.g. identify sources of E-coli; determine the length of time E-coli remains viable within bottom sediments; sediment samples; ongoing Milfoil Weevil and other aquatic vegetation studies. Develop a greater understanding of each lake and its watershed, its current state, thereby providing a basis for evaluating trends, identifying stressors, and key management issues. Assess the economic contributions of a healthy lake environment. Provide a current, scientific basis to support and inform municipal Official Plan documents and by-laws within the City of Kawartha Lakes. Design and implement management activities to achieve Provincial Water Quality Objectives for all lake tributaries and the lake itself. Recommend options for achieving Provincial Water Quality Objectives in the vicinity of public beaches, resulting in fewer beach closures and greater confidence in the lake health in general. Protect and improve water quality in the lake and its tributaries for all uses, including as a source of drinking water. Foster community participation in the project and understanding of the Kawartha Lakes, their natural and historic heritage, and human impacts. In conjunction with regional partners, develop a Natural Heritage Strategy that will identify key features within the greater watershed for protection and restoration. Promote sustainable uses and best management practices within each lake. Maintain ongoing monitoring and research. Deliverables, Sturgeon Lake, (Year 3 of 4, 2012): The Sturgeon Lake Management Plan aspect of this proposal is for the third year of a 4-year program that includes water and resource inventories, analysis, community consultations, coordination of partner activities, and plan preparation. Specific activities include the following: Ongoing water quality sampling and analysis, discharge and flow measurements, sediment sampling, and calculations to develop the water budget for the lake. Coordination of all volunteer and academic efforts with regard to water quality sampling. Ongoing accumulation and analysis of all existing lake data from our partners, including the Kawartha Lake Stewards, Lake Partners Program, Kawartha Water Watch, Trent University, Ontario Ministry of the Environment, and others. Ongoing efforts regarding specific hot spots, such as canal access to small residential communities and public beaches around the lake where human health issues have been identified. Deliverables, Balsam/Cameron lakes, (Year 2 of 4, 2012): The Balsam/Cameron lakes planning exercise, initiated in 2011, is similar in concept. Specific actions in 2012 include the following: Ongoing water quality sampling and analysis, discharge and flow measurements and calculations to develop the water budget for the lake. Coordination of all volunteer and academic efforts with regard to water quality sampling. Ongoing accumulation of all existing lake data from our partners, e.g., Kawartha Lake Stewards, Lake Partners Program, Kawartha Water Watch, Trent University, Ontario Ministry of the Environment, etc. Maintaining efforts on specific hot spot sites, i.e. public beaches around the lake where human health issues have been identified. Early analysis of water quality and quantity data. Letter from Kawartha Conservation re: 2012 Preliminary Budget 2012 Preliminary Budget Page 311 of

312 Deliverables, Pigeon Lake, (Year 1 of 4, 2012): It is proposed that the Pigeon Lake planning exercise be similar in concept, with year 1 starting in First year activities will be comprised of a higher proportion of project start-up activities, including the following: The determination and initiation of water quality sampling and quantity monitoring networks and quality control. The organization and coordination of partner contributions, a volunteer sampling network and training; Early analysis of water quality and quantity data. The development of strategic partnerships with Peterborough County, Otonabee Region Conservation Authority and Pigeon Lake associations to integrate their involvement with the planning process in Pigeon, Big and Little Bald and Buckhorn lakes. The following activities will be integrated for each of the 4 lake planning processes: Quarterly meetings of the Community Advisory Panel, consisting of key lake association and stewardship groups, Frost campus of Fleming College, and staff representatives from the City of Kawartha Lakes, Trent-Severn Waterway and other agencies. Regular meetings and consultation, as required, of the Science and Technical Committee and the Executive Liaison Group. Stakeholder consultations, e.g. at lake association AGM s, community open houses, as directed by the Community Advisory Panel. Initiation of the Watershed Characterization Report for the Sturgeon, Cameron and Balsam Lakes and their combined watersheds, or portions located within the Kawartha Conservation watershed. This report will summarize watershed features and research data, and provide the background for the final Lake Management Plan. Development of funding proposals to support research and early stewardship efforts. Annual progress report that details efforts by all plan partners. Ongoing communication that facilitates a transparent and participatory process. Major Long-term Deliverables (Year 3 to Year 6): Lake Management Plans for Sturgeon, Balsam, Cameron, and Pigeon lakes, with implementation activities based on priorities determined by the results of research findings. The plans will detail a strategy for each watershed, with linkages to Official Plan priorities and environmental programs. They will also feature a wide range of management options, and educational, demonstration, and private land projects both urban and rural. Where possible, we will identify targets such as nutrient reduction, shoreline restoration, and urban storm water management. A comprehensive Watershed Stewardship Implementation Plan, featuring a wide range of management options. Specific projects will include cost estimates, timetable proposals, and targeted deliverables, with community support and momentum building within the western portion of the Kawartha Lakes watershed. Involvement of a wide range of stakeholders. By establishing relationships with stakeholders throughout the planning process, we will generate community dialogue and involvement in plan development, leading to greater participating in plan implementation, access to external funding, and other needed resources. 88 Kawartha Conservation Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 312 of 381

313 Project Management: Three groups guide this project. A Community Advisory Panel, comprised of representatives from lake associations and stewards, Fleming College, Trent-Severn Waterway, the City of Kawartha Lakes, and the City s Environmental and Agricultural Advisory Committees, provides ongoing direction to Kawartha Conservation s Project Management Team, and regular communication to and feedback from the community. A Science and Technical Committee, involving scientists from Trent University, Frost campus of Fleming College, and the Ontario Ministry of Agriculture, Food and Rural Affairs, establishes the sampling network design and protocol, and provides oversight, coordination and a high degree of credibility pertaining to the science and research processes. The third group is the Executive Liaison Group, which is comprised of the City of Kawartha Lakes Mayor, 2 to 3 members of City of Kawartha Lakes Council, the Chair of Kawartha Conservation, the MPP, the Superintendent of the Trent-Severn Waterway, the District Manager of the Peterborough District of the Ministry of Natural Resources, and the Dean of Fleming College, Lindsay Campus. This group provides high-level guidance and support to the planning process by providing recommendations to the first two committees, and building and accessing partnerships to support plan development and implementation. Each of the above committees admits additional representatives as the planning process grows. Value-Added Partnership Contributions: With broad community involvement and support, the project is leveraging considerable value-added support from many partners: Through a major NSERC grant proposal, Trent University hopes to support additional monitoring and science-based work on the lakes, and assess the economic impacts and benefits of healthy lakes. Trent University graduate programs are providing value added research through nutrient sampling on specific tributaries and Milfoil Weevil studies. Other research topics will be suggested by Kawartha Conservation staff and the Science and Technical Committee. The Frost campus of Fleming College is a key partner and supports this project in multiple ways: 1. By incorporating technical sampling and monitoring work and other assessment activity into the Environmental Technology curriculum, initially with regard to the Lindsay urban tributaries; 2. Through various project-based activities as part of the Ecosystem Management Technology program s Credit for Product program; and 3. Through ongoing student placement opportunities during the fall and winter semesters. The Kawartha Lakes Stewards Association, Kawartha Protect Our Waters and the Balsam Lake Association contribute annually to monitoring and sampling work. Through the Lakeland Alliance, access to grants for stewardship is being made available to shoreline property owners and others in the watersheds to advance investments in property stewardship activities that will benefit the lake environments. Letter from Kawartha Conservation re: 2012 Preliminary Budget 2012 Preliminary Budget Page 313 of

314 Volunteers have offered to provide editing services for Watershed Characterization and Lake Plan documents. In collaboration with the Victoria Stewardship Council and other partners, early implementation activities will be developed to address priority stewardship concerns. Not to be under-estimated is the value of the mutual networking and partnership development that will occur during the planning process, bridging into highly effective and community driven plan implementation. Community Advisory Panel, 20 members, quarterly 4 hours per meeting, not including meeting prep time, ad hoc meetings, other communications, personal or corporate travel expenses, etc budget: Direct Labour $ 104,100 In-house Expertise 58,200 Supplies and Equipment 62,750 Travel 7,900 Meetings and Open Houses 3,250 Project Administrative 23,800 Total Project Cost $ 260,000 Funded by: City of Kawartha Lakes (year 3 of 6) $ 260, Kawartha Conservation Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 314 of 381

315 Proposed Special Benefiting Project Lake Stewardship Activities - Early Implementation Purpose: Continued provision of stewardship services (following the implementation of the Lake Scugog Environmental Management Plan). Maintain and enhance a comprehensive, ongoing lake stewardship program that was initiated in 2011 as an early response to priorities identified by the Community Advisory Committee and lake associations during the research phase of the lake management planning program for Sturgeon, Balsam and Cameron lakes. Address a steadily increasing public request for technical advisory services with respect to best management practices on shorelines. Background: Kawartha Conservation is experiencing increasing requests from the community for extension services related to shoreline and water quality concerns, corresponding directly to the Lake Scugog Environmental Management Plan (LSEMP) and the initial stages of the Sturgeon Lake Management Plan, and Balsam & Cameron Lake Management Plan. Environmental responses to high phosphorus and public reaction further illustrate the need for increased stewardship activities that focus on shoreline and urban residents: The Community Advisory Panel requests that we use the knowledge gained from other lake management plans to initiate implementation action items in early stages; Three confirmed blue-green algae blooms in 2011, one covering much of the eastern arm of Sturgeon Lake generated significant community response and request for greater action on this issue in the Kawarthas; CKL Parks and Recreation staff and Ward Councillors are currently working with Kawartha Conservation stewardship staff to accomplish increased naturalization of City waterfront/ public access areas; An independent study by Dr. Emily Porter-Goff, of Trent University, promotes increased natural vegetative shoreline buffers as a key strategy to reduce the rapid input of nutrients from the near shore area following heavy rainfall events; A resident living on a residential access canal to Sturgeon Lake, working in the water, experienced a type of illness normally associated with E-coli infection. Ongoing efforts must be maintained to facilitate information transfer to illustrate the human health linkage with a combination of faulty septic systems, pet waste in surface runoff, and poor shoreline management practices that encourage waterfowl presence; Growing public concern and interest in addressing the causes of excessive vegetation and wild rice growth; and In 2010, our office received over 50 calls from landowners requesting financial and technical assistance to naturalize their waterfront properties. In 2011, extension service visitations are approaching 100 shoreline residences. Recent public open houses have further increased public interest. Letter from Kawartha Conservation re: 2012 Preliminary Budget 2012 Preliminary Budget Page 315 of

316 Deliverables, core Early Implementation Program: City of Kawartha Lakes and Kawartha Conservation staff will collaborate on naturalization of 2-3 CKL public areas, including Phase 2 in Bobcaygeon, plus 1-2 additional sites. Staff will naturalize these demonstration sites based on priority; design site plans; attend to permit requirements; organize a student and volunteer base for project implementation; discuss promotional needs; organize and implement the projects; Conduct outreach to local schools and community organizations to address a need for ongoing information transfer, and develop a volunteer base for vegetative buffer planting events and long-term maintenance; Work with CKL Parks Advisory Committee to establish an Adopt-A-Park program to support any maintenance and transplanting requirements, and engage local schools, including Fleming College students and high school students in after school programs; Recruit, train and organize activities for 4 to 5 qualified volunteers (Master Community Lake Stewards) to assist with the implementation of Kawartha Conservation activities within their particular shoreline communities; Work with certain communities to organize and deliver 2 workshops (estimate 30 to 50 participants in total) on shoreline naturalization, wells, septic system maintenance and management of problematic Canada geese populations; Attend / provide lake stewardship presentations at 4 to 6 rate payer association annual general meetings; Incorporate invasive species (aquatic/terrestrial) content into dock talk educational content, free materials from the ON Invasive Plant Council; Distribute regular communications to keep the media and partner organizations informed on current lake research, management planning and stewardship activities; and Generate 4 media promotional items to highlight project and events, plus 2 to 4 media promotional items, updates to the website and social media. Benefits: Improved shoreline management on public properties owned by the City of Kawartha Lakes will demonstrate shoreline naturalization and leadership by example. Engaging community residents (property owners, students, other volunteers) directly in the planting and maintenance of the naturalized sites will contribute to an establishment of an ethic of stewardship, promote a sense of community, and understanding for individual roles in protecting water quality. Long term, this will lead to a level of peer pressure that ultimately will be a necessity in affecting widespread, lasting change. By directly involving individuals at local residential levels, a direct and more personal conduit to these residents can be cultivated Budget: Labour $ 22,000 In-house expertise 6,000 Supplies and events 6,100 Travel 1,600 Project Admin Fee 3,600 Total $ 39,300 Funded by: City of Kawartha Lakes (year 2 of 4) $ 39, Kawartha Conservation Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 316 of 381

317 Proposed Special Benefiting Project Lake Stewardship Activities, Blue Canoe Purpose: This proposed project is an accelerated, intensive social marketing campaign designed to address concerns that are more urgent, while augmenting our core stewardship program. Using the very successful Blue Canoe program concept completed for Lake Scugog, it will be implemented over 3 years for Sturgeon, Balsam and Cameron Lakes. As part of this program, we are seeking complementary funding from external sources, such as Environment Canada and the Royal Bank of Canada Blue Water Fund. Background: Kawartha Conservation is experiencing increasing requests from the community for extension services related to shoreline and water quality concerns. Environmental responses to high phosphorus and public reaction further illustrate the need for increased stewardship activities that focus on shoreline and urban residents: The Community Advisory Panel requests that we utilize knowledge gained from other lake management plans to initiate implementation action items in early stages. The CKL Environmental Advisory Committee encourages implementation of a type of Blue Canoe / dock-talk program. Three confirmed blue-green algae blooms in 2011, one covering much of the eastern arm of Sturgeon Lake generated significant community response and request for greater action on this issue in the Kawartha s. CKL Parks and Recreation staff and Ward Councillors are currently working with Kawartha Conservation stewardship staff to accomplish increased naturalization of City waterfront/ public access areas An independent study by Dr. Emily Porter-Goff, of Trent University, promotes increased natural vegetative shoreline buffers as a key strategy to reduce the rapid input of nutrients from the near shore area following heavy rainfall events. A resident living on a residential access canal to Sturgeon Lake, working in the water, experienced a type illness normally associated with e-coli infection. Ongoing efforts must be maintained to facilitate information transfer to illustrate human health linkage with a combination of faulty septic systems, pet waste in surface runnoff, and poor shoreline management practices that encourage waterfowl presence. Growing public concern and interest in addressing the causes of excessive vegetation and proliferating wild rice growth. Deliverables, enhanced program, Blue Canoe: Kawartha Conservation is developing funding proposals to Environment Canada and other external sources for funding support in excess of 50% of project cost to implement a Blue Canoe program for 2012 to Goals and objectives of this program are to implement an intensive social marketing program over 3 years on Sturgeon, Balsam and Cameron Lakes to positively influence best management practices by shoreline property owners, thereby reducing the input of nutrients and other contaminants directly to the lake from shorelines and the near shore of these lakes. In this program, trained staff will implement a one-on-one dock talk type of program where we will directly contact a majority of Letter from Kawartha Conservation re: 2012 Preliminary Budget 2012 Preliminary Budget Page 317 of

318 the shoreline owners on each lake. This includes: 1. Directly contacting: a. Over 1,500 residences on Sturgeon Lake b. Over 450 residences on Cameron Lake c. Over 1,200 residences on Balsam Lake. 2. Providing each residence with a 4-season guide called A Landowners Guide to Protecting Water Quality, which includes property maintenance practices and how changing our land use practices can protect water quality. 3. Providing each resident a copy of the Kawartha Conservation Lake Management Planning brochure, which explains water quality research, findings, impacts on water quality and actions we are taking to mitigate issues. 4. Working with 75 landowners to establish vegetated buffers along the waterfront to reduce nutrient run off into lake. 5. Achieving commitments from 25 to 30% of homeowners contacted to eliminate or reduce the total amount of fertilizer application to their lawns. 6. Achieving commitments from 350 homeowners to: a. Identify where their septic systems are located on their properties b. Determine the last septic system pump out date (month and year) c. Have their septic systems pumped out and inspected if due for maintenance. 7. Generating a minimum 12 media releases, over 31 months to highlight the program and community leaders. 8. Facilitating 6 to 8 guest speaking presentations annually to ratepayer associations, cottage associations, and local business groups. 9. Running 4 to 6 annual community events following one on one outreach to gauge behavioural changes (i.e. reduced use of fertilizer), have a draw for a rain barrel at each dock talk event (or collect names and draw at the end of Oct 2012 winners then again end of program 2014). 10. Organizing annual training sessions for community volunteer activists, maintaining ongoing support to ensure motivation of volunteers after outreach has concluded. 11. Developing a survey on our website for landowners to record changes made to their property maintenance practicies, comment on ease of making changes, offer prizes (rainbarrels, composters, water conservation shower heads) at the end of 2012, 2013 and 2014, to recognize landowner response to surveys. 12. Developing website information on the program and implementing social media communications. Benefits: 1. On Lake Scugog, the Blue Canoe program demonstrated that meeting one on one with shoreline property owners at their properties was most effective for discussing their impacts on the lake, and shoreline management practices and the implementation of those practices. Permanent staff will continue with scaled down, but similar, activities beyond this program period to maintain momentum. 2. Each community member has specific values and ideals for how they wish their private property to look. The one on one outreach will provide recommendations and options for changes to current maintenance practices which are pertinent to them. Suggested changes will support improved water quality. 94 Kawartha Conservation Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 318 of 381

319 3. Dock talk events re-emphasize ease for change, ensures residents that qualified staff will be available after the program ends to provide additional resources or support immediately or into the future. 4. Small community workshops/table top sessions will provide continued learning opportunities, increased knowledge base of residents, empower new community leaders to come forward, and provide existing community leaders with resources to share with those new to the community or those expressing apprehension for change. 5. Informational resources provide a high level of detail to guide a resident to implement change once they are ready to do so, and will be available beyond the program period to facilitate continuous learning opportunities. 6. We predict that, following this period of intensive activity, gradual and ongoing change will become a permanent fixture within lake communities, both from a residential and business perspective, as follows: a. We are experiencing a growing unease by those who are most informed with respect to management practices on the water s edge and the effect of these practices on water quality. b. Long-term change affected by extension services in other sectors (e.g. agriculture soil management; no-till practices) demonstrates that, as community leaders and innovators initiate change on their properties, other property owners will watch and follow. This innovative sector normally comprises 10 to 15% of the populace. It is not practical to expect significant short-term change with respect to current expectations of green lawns and hardened shorelines. However, this program will initiate the necessary cultural shift to best management practices most suitable for shoreline properties/ 7. In conjunction with this program, we are also working with the property management sector, including landscapers, real estate agents, developers, and municipal planning staff. To be effective with the implementation of change, all involved with shoreline activities must work together. 8. Lake associations and their memberships, with Kawartha Conservation s support, will be more effective and take on greater roles as program partners, innovators, and leaders within their communities. Budget for 2012: Labour $17,000 In-House Expertise 15,250 Supplies, equip and events 13,350 Travel 5,900 Project Management 5,150 TOTAL $56,650 Funded by: City of Kawartha Lakes $28,325 Eco Action grant $28,325 Letter from Kawartha Conservation re: 2012 Preliminary Budget 2012 Preliminary Budget Page 319 of

320 Proposed Special Benefiting Project Floodplain Mapping Study Purpose: Kawartha Conservation proposes to complete floodplain mapping for 12 priority flood prone subwatersheds (Flood Damage Centres) in the City of Kawartha Lakes, to assist in planning future growth and development, and creating flood damage centre plans as part of the City s Emergency Management Plans. Project Background and Detail: One of the most effective ways to avoid damage to property and to ensure personal safety during a flooding event is by taking preventative measures to ensure floodplains, or portions of floodplains, are maintained in their natural state, and to proactively manage land use and development to protect the integrity and functionality of floodplains along with the benefits they provide, such as flood storage capacity, conveyance of stormwater runoff, minimizing non-point source water pollution etc. The protection of property and public safety from the threat of flooding hazards is a provincial land use policy requirement under the Provincial Policy Statement, and, accordingly, flood hazards (floodplains) must be protected from the adverse impacts of development in municipal land use Official Plan policies and site level development applications. Changes in land use, intensification of development/infrastructure, and changes in climate patterns (e.g. intensity/frequency of precipitation events) can have a significant impact on floodplain characteristics and their functionality in mitigating flooding hazards. Up-to-date floodplain mapping for the regulatory (Timmins or 1 in a 100-Year) Flood standard is important to municipalities in planning future growth and development in settlement areas and, as well, especially important in planning for flood emergencies. The mapping and engineering studies, which will also examine higher frequency storm and flood events, will also be extremely valuable to the City for urban drainage and stormwater management planning and remediation. Floodplains in the City of Kawartha Lakes are currently being managed using a one zone approach that prohibits development within the entire floodplain. In most cases, the floodplain mapping for the Regional or 1 in 100 year flood event is nonexistent or out-of-date. While the City has initiated several studies recently in the context of advancing future development and infrastructure planning in Lindsay, most updating is done on a site by site basis by the development industry when advancing new development applications. However this is inefficient and costly, and can result in delays in approvals. A recent study commissioned by the City recommended planning authorities apply a 2-zone approach to regulate development in portions of the Ops Drain/Jennings Creek watershed in Lindsay, a recommendation supported by Kawartha Conservation. This would provide some flexibility to manage development pressure where developable land is in relatively short supply, while still protecting public safety and property. This approach can be considered for other watershed settlement areas experiencing similar issues. 96 Kawartha Conservation Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 320 of 381

321 Benefits: Land Use/ development planning. Prevention of flood damage for future development. Emergency management planning. Identification of flood hazard and high-risk areas (public safety and at risk private and public property assets). There are several other benefits to obtaining the high resolution Digital Elevation Models (DEM) required for this project, including the following: Transportation and Infrastructure. Planning design, construction and maintenance of transportation infrastructure benefits greatly by the availability of accurate and comprehensive high- resolution terrain data. This data would lead to increased efficiency and quality in hydrologic and hydraulic analysis and design work important to dealing with water flowing off or under roadways. DEM data would support transportation projects streamlining because preliminary design could begin without waiting for drainage areas mapping to be completed. Land use Management. Availability and use of a DEM would expedite planning development of land use for precision agriculture, drainage systems, land subdivisions, utilities, etc... and improve the quality of soils mapping. Surface and Groundwater Models. Availability of a DEM would make it possible to build and run mathematical models representing rivers, lakes and groundwater flow systems. Components of Floodplain Mapping Study: 1. Identification of Priorities Floodplain Mapping Flood Damage Centres are sub-watersheds that are at risk or prone to flooding. Kawartha Conservation has identified 12 Flood Damage Centres based on an historical record of flooding. 2. Collection of floodplain elevation data for flood damage sub-watersheds through the use of digital elevation model based on LiDAR mapping 3. On the ground surveys to verify accuracy of the digital elevation model, collect watercourse sectional profiles and measure man-made infrastructure (culverts, bridges, etc.). 4. Hydrologic and Hydraulic Modeling to generate the 1-zone (and 2-zone where applicable) in the Regional or 1 in 100 year flood event. 5. GIS production of maps for floodplains. Study Area: Kawartha Conservation has identified 12 Flood Damage Centres, portions of sub-watersheds that are believed to be flood prone and at some level of risk in a Regional or 1in 100 year flood event. These watersheds are considered to be priority subwatersheds within the City of Kawartha Lakes for floodplain mapping. The table below lists the 12 Flood Damage Centres and, as well, their respective total area in square kilometres. Flood Damage Centre Area (Km 2 ) Jennings/Ops Drain No Fenelon Falls Tributary North 7.28 Fenelon Falls Tributary South 0.91* Emily Creek No Emily Creek No * McLaren Creek Mariposa Brook Bobcaygeon Tributary 3.38 Omemee Tributary East 8.50 Omemee Tributary West 0.36* Janetville Creek 6.35 Burnt River 9.84* TOTAL Letter from Kawartha Conservation re: 2012 Preliminary Budget 2012 Preliminary Budget Page 321 of

322 98 Kawartha Conservation Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 322 of 381

323 Project Objectives: Over the course of 4 years, beginning in 2012, Kawartha Conservation is proposing to undertake floodplain mapping studies to determine the "Regional and 100-year flood" for each of the 12 priority flood damage sub-watersheds in the municipality of the City of Kawartha Lakes. In 2012, the study would undertake the floodplain mapping study for Ops Drain #1/Jennings Creek including mapping the regulatory limits necessary to support a 2-zone management approach. Due to existing flood issues and the development pressures, this sub-watershed has been deemed a high priority for the City and Kawartha Conservation. The remaining flood damage sub-watersheds would be prioritized through discussions with the City and completed over the remaining four years. KEY REQUIREMENT: The acquisition of LiDAR is a required element of the proposed floodplain mapping projects. This will provide the foundation for all proposed studies. In discussions with the City of Kawartha Lakes, the City has indicated their interest in submitting an in-house capital project to acquire DEM/LiDAR component in 2012 in part because of the broader application of the information in relation to their programs and services. Once LiDAR mapping is made available to Kawartha Conservation, the following deliverables will be accomplished. Deliverables, Ops Drain/Jennings Creek, (Year 1, 2012): Fly LiDAR mapping in Spring of 2012 and receive high resolution digital elevation model (DEM) by end of June. Purchase of RTK GPS Survey Set and Total Station. Begin surveying culverts and bridges within the Ops Drain/Jennings Creek study area. Verify elevation data for areas under canopy. Delineate catchments, slopes, and longest flow paths for study area. Complete Hydrologic component required for study. Complete Hydraulic component required for study. External Peer Review of methodology. Deliverables, Ops Drain/Jennings Creek, (Year 2, 2013): Delineate the Regional and 100-year flood line including the regulatory limits to support a 2-zone management approach. Complete flood maps for Ops Drain/Jennings Creek study area. Complete Little Britain floodplain area by completing same steps as mentioned for Ops Drain/Jennings Creek study area. Major Long-term Deliverables (Year 3, Year 4): To complete the remaining floodplain mapping studies for the City of Kawartha Lakes. Letter from Kawartha Conservation re: 2012 Preliminary Budget 2012 Preliminary Budget Page 323 of

324 Project Management: This project is being completed by Kawartha Conservation. The team will comprise permanent full time staff as well as two additional contract staff, with the peer review of methodologies and final outcomes being done externally. Budget for 2012: Labour $ 70,000 In-house expertise 38,500 Supplies, equipment, software 16,300 Travel 7,000 Professional Services 8,400 Project Administrative 14,800 Total $ 155,000 Funded by: City of Kawartha Lakes (year 1 of 4) $ 155, Kawartha Conservation Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 324 of 381

325 Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 325 of 381

326 Kawartha Conservation T: F: Kenrei Road, Lindsay ON K9V 4R1 Letter from Kawartha Conservation re: 2012 Preliminary Budget Page 326 of 381

327 Royal Canadian Legion Branch King St. E., Box 205 Millbrook, Ont. L0A 1G0 Phone Fax legion402@nexicom.net January The Mayor and Council Township of Cavan Monaghan County Rd. 10 Millbrook, Ontario L0A 1G0 Ladies and Gentlemen: The Millbrook Branch of the Royal Canadian Legion is applying for a Trillium Foundation Grant. The purpose of this application is to replace the roof and at the same time replace the ceiling in main banquet hall. To complete this project we are applying for a grant of $24,000. The balance ($8-10,000) will come from our reserve funds. Trillium guidelines suggest that letters of support be obtained and we therefore ask for your support of our application in the form of a letter of support that we can include in our application. We thank you in advance. Yours truly, John G. Dike, President. SENT VIA Letter from Royal Canadian Legion re: Support for Trillium Foundation Grant Application Page 327 of 381

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329 THE CORPORATION OF THE MUNICIPALITY OF ARRAN-ELDERSLIE 1925 Bruce Road 10, Box 70, Chesley, ON N0G 1L Fax: January 24 th, 2012 To All Municipalities in Ontario Re: Request Support Please be advised that Council of the Municipality of Arran Elderslie, at its meeting of January 23 rd, 2012, passed the following resolution and your support would be appreciated: Moved by: Deputy Mayor Mark Davis Seconded by: Councillor Steve Hammell Whereas, the Ontario Federation of Agriculture which is Ontario s largest farm organization has asked Premier McGuinty and the Provincial government to suspend the building of Industrial Wind Turbines across the province as of January 20 th, 2012; and Whereas, Dozens of municipalities across this province have repeatedly asked for a moratorium on the construction of Industrial Wind Turbines until questions such as health concerns of people living in proximity to the Industrial Wind Turbines, proper setbacks of Industrial Wind Turbines, devaluation of neighbouring properties, decimation of the rural landscape, and destruction of wildlife habitats are properly studied and addressed; and Whereas, Many of these municipalities have asked for the province to hand back the planning authority of Industrial Wind Turbines, but to no avail; and Whereas, The Ontario Auditor General have even tried to explain to this government the serious errors being made under the Green Energy Act with regards to more jobs being lost than created, the consumer and taxpayer subsidizing the Industrial Wind Turbine projects to create huge profits for large off shore companies while making electricity very expensive for the citizens for this province, or the implications of decommissioning Industrial Wind Turbines twenty years from now; therefore Be It Resolved, That the Municipality of Arran Elderslie, along with all other municipalities across this province who share these concerns regarding the damaging and devastating repercussions within our communities, hereby request that the Premier invoke an immediate moratorium of one year, with yearly extensions as required on the construction of Industrial Wind Turbines within the Province of Ontario until the concerns noted above are properly studied and addressed; and further Letter from Municipality of Arran Elderslie re: Industrial Wind Turbines Page 329 of 381

330 January 24 th, 2012 Ontario Federation of Agriculture Wind Turbines Be It Resolved, That this moratorium be put in place before the ROMA/OGRA 2012 Conference starting February 26 th, 2012; and further Be It Resolved, That if the moratorium is not announced prior to the start date of the conference, that all municipal officials in attendance at the conference representing municipalities in opposition to the autocratic and dictatorial processes utilized by the government in establishing the Green Energy Act, shall leave the room immediately when the agenda reaches the point that the Premier or his designate addresses the conference, in a show of solidarity to once again demonstrate to our provincial government our frustration, anger and disappointment over their complete and total mishandling of the Green Energy Act and Industrial Wind Turbines in particular; and Further, That this motion shall be forwarded through AMO to all municipalities in the Province of Ontario, Premier McGuinty, Local Members of Provincial Parliament, the Minister of Energy and the Minister of the Environment. Yours truly, MUNICIPALITY OF ARRAN ELDERSLIE Per: Original Signed by (Mrs.) Peggy Rouse Municipal Clerk aeclerk@bmts.com DISCLAIMER This material is provided under contract as a paid service by the originating organization and does not necessarily reflect the view or positions of the Association of Municipalities of Ontario (AMO), its subsidiary companies, officers, directors or agents. THE CORPORATION OF THE MUNICIPALITY OF ARRAN-ELDERSLIE Page 2 of 2 Letter from Municipality of Arran Elderslie re: Industrial Wind Turbines Page 330 of 381

331 Letter from J. Nocera re: Resignation from Millbrook Valley Trails Steering Committee Page 331 of 381

332 Page 332 of 381

333 Letter from MTO and IBI Group re: Peterborough Area & Highway 7 Corridor Project Update, January 2012 Page 333 of 381

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335 CAVAN MONAGHAN PUBLIC LIBRARY BOARD Minutes of the Monthly Board Meeting, December 13, 2011 Page 1 of 3 DATE: PLACE: Wednesday, December 13 th, 2011 at 7:00 p.m. Millbrook Library PRESENT: Judy Churcher Nancy Fox Lyell Shields Lynda Todd Jill Williams Karla Buckborough Stephanie Cann Erin Stewart Board Chair Council Representative/Vice Chair CEO/Librarian Branch Librarian Branch Librarian/Secretary ABSENT: Lyn McGowan, Jonathan Paynter, The meeting was called to order at 7:05p.m. by Lyell Shields, Board Chair. 1. AGENDA: Motion: 67/11 Moved by: Nancy that the agenda be accepted as presented. CARRIED. 2. MINUTES: Motion: 68/11 Moved by: Lynda that the Treasurer s report and the Minutes of the Library Board Meeting held on November 22 nd, 2011 at 7:00 p.m. at the Millbrook Library be accepted as presented. CARRIED. 3. BUSINESS ARISING/OLD BUSINESS: Board Development Binders With two board members away it was decided to table the binder. Motion: 69/11 Moved by: Jill to table the Board Development Binder to the January meeting. CARRIED. Movie night Scugog Library has a monthly movie night for adults and a Saturday showing for children. Our library has a projector and there is the possibility of using the Dorothy Stevens Room to show movies. Extra staff would be needed to run this in the library. A movie license costs around $1000 and there are rules and regulations that must be followed. Karla will look into pricing for the January meeting. Staff will poll other libraries to see what they do. Police Check/First Aid updates All but 2 or 3 staff have provided their police checks to Karla. First Aid training was completed on Monday, December 5 th by six staff members. OLA Memberships - Super Conference An institutional membership with two person privileges has been purchased. The Board membership has been renewed for the next year. Cavan Monaghan Public Library Board Minutes Dec. 13, 2011 (circulated to all members of Council) Page 335 of 381

336 CAVAN MONAGHAN PUBLIC LIBRARY BOARD Minutes of the Monthly Board Meeting, December 13, 2011 Page 2 of 3 4. CORRESPONDENCE Information None Action None 5. TREASURER S REPORTS: Treasurer s Report (included in Board meeting package) Karla presented her financial reports. Motion: 70/11 Moved by: Jill to receive the Treasurer s Report as presented. 6. CEO / LIBRARIAN S REPORT: Library Report (included in Board meeting package) Karla presented the CEO/Librarian s report. Motion: 71/11 Moved by: Nancy to receive the CEO/Librarian s Report as presented. CARRIED. 7. COMMITTEE REPORTS None CARRIED. 8. OTHER BUSINESS / NEW BUSINESS: Vacation roll-over The last pay period ends before the Christmas break. Staff have saved vacation for this break and won t be able to use it. Therefore, it is being requested that staff be allowed to roll-over their vacation into Motion: 72/11 Moved by: Lynda to allow staff to roll-over their 2011 vacation to 2012 as presented by the CEO. 9. NEXT REGULARLY SCHEDULED MEETING: Wednesday, January 18 th at 7:00 P.M. at the Millbrook Branch CARRIED. 10. ADJOURNMENT: Lyell declared the meeting be adjourned at 8:20pm. Cavan Monaghan Public Library Board Minutes Dec. 13, 2011 (circulated to all members of Council) Page 336 of 381

337 CAVAN MONAGHAN PUBLIC LIBRARY BOARD Minutes of the Monthly Board Meeting, December 13, 2011 Page 3 of 3 Chairperson Date Secretary Date Cavan Monaghan Public Library Board Minutes Dec. 13, 2011 (circulated to all members of Council) Page 337 of 381

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339 MINUTES Millbrook Correctional Centre Advisory Committee COMMITTEE MEETING Wednesday, Jan 12/12 3:00PM 1) Welcome In Attendance: George Raab, Lyell Shields, Catherine Buckham Council: Lynda Todd, Scott McFadden Staff: Brenda Whitehead Regrets: Karen Ellis 2) Introductions Members were introduced to Brenda Whitehead, Director of Economic and Community Development 3) Review/Adoption of Previous Minutes No Minutes to Adopt 4) Reports/Updates: i) Municipality Brenda Whitehead Discussion- Council Report #ECD (attached) relating to the Millbrook Correctional Facility Update ii) Council Scott McFadden/Lynda Todd Discussion need to prepare potential delegation and comments for the Ministers at the ROMA Conference in February, were looking for input from Committee relating to the correctional facility. iii) Committee Members Discussion relating to potential uses, current situation and future of facility. Motion Moved by George Raab Seconded by Lyell Shields That the Millbrook Correctional Facility Committee request that Council of the Township of Cavan Monaghan a) Identify Special Policies for the property as part of the Official Plan including consideration as passive use, green space and/or recreation; and further that b) When the property becomes available to the Municipality, under the First Right of Refusal, that Council support Staff in investigating and negotiating for potential acquisition of the said property; and further that c) Council request a delegation at the ROMA Conference to meet with applicable Ministers to make inquiries about the property, and indicate the frustration with the length of time the process is taking and to reinforce the Township s imminent interest in the potential purchase of the property Carried Millbrook Correctional Centre Advisory Committee Minutes Jan. 12, 2012 (circulated to all members of Page 339 of 381

340 5) Business Arising from previous Minutes Nothing to Report 6) New Business i) Next Steps Discussion - Need for Committee and frequency of meetings. Members want to remain involved in the process until the future of the facility was determined. Next meeting established for April 25, am at the Township Office. 7) Adjourn - 4:45pm Millbrook Correctional Centre Advisory Committee Minutes Jan. 12, 2012 (circulated to all members of Page 340 of 381

341 Regular Council Meeting To: Mayor and Council Date: December 19, 2011 From: Brenda Whitehead, Director of Economic & Community Development Report Number: ECD Subject: Millbrook Correctional Facility Update Recommendations: 1. That Council receives report ECD for information. Overview: As a follow up from the presentation made by representatives from FoTenn Consultants and Infrastructure Ontario on September 6 th, 2011, staff contacted Adam Carr, to receive an update on the Environmental Assessment Phase of the Millbrook Correctional Facility. Mr. Carr informed staff that the Due Diligence Phase, which includes proponents of the Environmental Assessment, is still ongoing. He also indicated that Environmental Reports will not be released until the Province is ready to sell the property. Further to this, additional requirements still need to be met to complete the Due Diligence Phase including, but not limited to: 1. Soil Sampling (which will continue into early 2012) 2. Archaeological Investigations (ongoing and including an assessment will be made as to whether consultation with First Nations is required) 3. Demolition Determination (partial or complete with consideration of sustainable deconstruction) Appraisal with Title Search and Survey In summary, it will be several months longer before the Due Diligence Phase is complete. If no update is provided by April, Staff has been directed to contact Adam Carr. Millbrook Correctional Centre Advisory Committee Minutes Jan. 12, 2012 (circulated to all members of Page 341 of 381

342 Financial Impact: None at this time. However, when the Province is in a position to sell the property the municipality will have the First Right of Refusal. If there is no interest, or a suitable agreement cannot be made, then the property will go to the open market. Respectfully Submitted by, Reviewed by, Brenda Whitehead Director of Economic & Community Development Yvette Hurley Chief Administrative Officer Millbrook Correctional Centre Advisory Committee Minutes Jan. 12, 2012 (circulated to all members of Page 342 of 381

343 Gail Empey From: Sent: To: Subject: PlacestoGrow (MOI) Thursday, January 19, :44 PM PlacestoGrow (MOI) Growth Plan amendment released January 19, 2012 / Publication d'une modification du Plan de croissance le 19 janvier 2012 Today the Minister of Infrastructure, Hon. Bob Chiarelli, released a new, consolidated version of the Growth Plan for the Greater Golden Horseshoe, This revised version of the Growth Plan includes an amendment for the Simcoe Sub-Area that allows the County of Simcoe and the cities of Barrie and Orillia to grow, while curbing urban sprawl and continuing to protect green spaces and valuable farmland. The Simcoe Sub-Area amendment comes into effect on January 19, 2012 and sets out a made-in- Simcoe approach that will work hand-in-hand with other provincial policies and plans. To access the updated Growth Plan for the Greater Golden Horseshoe, 2006 and other related materials please visit Le ministre de l Infrastructure, l hon. Bob Chiarelli, a publié aujourd hui une nouvelle version consolidée du Plan de croissance de la région élargie du Golden Horseshoe, La version révisée du Plan de croissance intègre une modification qui s applique à la sous-région de Simcoe afin de permettre au comté de Simcoe et aux cités de Barrie et d Orillia de se développer tout en limitant l étalement urbain et en continuant de protéger les espaces verts et les terres agricoles fertiles. La modification concernant la sous-région de Simcoe entre en vigueur le 19 janvier Elle énonce une approche sur mesure pour la région de Simcoe qui est entièrement compatible avec les autres plans et politiques de la province. Pour lire la version révisée du Plan de croissance de la région élargie du Golden Horseshoe, 2006 et d autres documents connexes, visitez If you no longer wish to receive updates from the Ontario Growth Secretariat, please send an to Places to Grow with 'unsubscribe' in the subject line. Letter from Ministry of Infrastructure re: Places to Grow (circulated to all members of Council) 1 Page 343 of 381

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345 Minutes Township of Cavan Monaghan Municipal Heritage Committee Meeting Held in the Council Chambers Wednesday, September 28, :00 a.m. A Municipal Heritage Committee Meeting was held Wednesday, September 28, 2011 in the Council Chambers at 9:00 a.m. Those members in attendance were: Tim Belch...Chairman Larry Lamb...Member Bruce Lepper.Member Peter Ramsay...Member JoEllen Brydon...Member Lynda Todd...Member In attendance: Grace Glass... Resident of Millbrook Ward Celia Hunter...President of the Historical Society Also in attendance Karen Ellis...Director of Planning Services Nancy Davis...Deputy Clerk, Secretary 1. Call to Order Chairman Belch called the meeting to order at 9:03 a.m. 2. Introduction of Director of Economic and Community Development 2.1 Due to illness Ms. Whitehead did not attend the Heritage Committee Meeting. 3. Additions/Deletions to Agenda Peter Ramsay Deyell Monument/Parkette Peter Ramsay - Mural Moved by Lamb Seconded by Lepper That the agenda for the Municipal Heritage Committee Meeting of September 28, 2011 be approved as amended. Carried. 4. Approval of Minutes Municipal Heritage Committee Meeting April 20, 2011 and June 28, 2011 Chairman Belch inquired about the tombstone inspection at the cemeteries by two staff members and a member of the Committee. The inspection identified that some tombstones have to be properly cemented into place. Staff to contact Mr. Vandermey at Little Lake Cemetery about the necessary steps to make the repairs. Bruce Lepper was not in attendance on June 28, 2011 Municipal Heritage Committee as noted in the meeting minutes. Municipal Heritage Committee Minutes, Sept. 28, 2011, Nov. 28, 2011 and Dec. 7, 2011 (circulated to all Page 345 of 381

346 Moved by Lepper Seconded by Todd That the Municipal Heritage Minutes of April 20, and June 28, 2011 be adopted as amended. Carried. 5. Delegations Grace Glass Discussion on the Value of Heritage Properties in the Millbrook Ward Grace Glass made a presentation to the Municipal Heritage Committee about being more proactive in monitoring and protecting Heritage buildings and properties within the Municipality. Grace suggested the Committee expand its mandate. It is important to educate the Community in the value of our Heritage Buildings and oversee their identification. (Cultural mapping). Moved by Todd Seconded by Lepper That a report be drafted on the process of designating properties within the Township of Cavan Monaghan. Carried. Peter Ramsay Deyell Monument /Parkette Moved by Ramsay Seconded by Todd That the Deyell Monument/ Parkette be done by the Community Garden Club in the spring. The Garden Club to request in writing $ from the Municipal Heritage Committee. That the Heritage Committee budget of $ be carried over to 2012 and include the Garden Club request of $ Carried. Peter gave an update on the reprinting of This Green and Pleasant Land. The Historical Society will be taking on the project of reprinting a soft cover book and make a CD of This Green and Pleasant Land. The Mural is on hold until the Spring of Reports/Issues 6.1 Karen Ellis handed out the terms of Reference for the Heritage Committee Committee members to review and provide comments back to Karen 6.2 Karen Ellis advised the Heritage Committee that the Township should invest in getting the Ebenezer Cemetery surveyed and deed it to the Municipality. Moved by Todd Seconded by Lamb That staff send a letter to the homeowner (Mr. Ruth) at Con. 11, Part Lot 1 asking permission to do a survey of the cemetery and that the surveyed property be deeded to the Municipality. Carried. Municipal Heritage Committee Minutes, Sept. 28, 2011, Nov. 28, 2011 and Dec. 7, 2011 (circulated to all Page 346 of 381

347 Moved by Brydon Seconded by Lepper That staff get a quote for the repairs of the tombstones for both cemeteries and have the repairs carried out. Carried. 7. Correspondence for Action 7.1 Request from Celia Hunter to consider restoring the stairwell on the northwest corner of the Old Millbrook School Moved by Lepper Seconded by Todd That the Municipal Heritage Committee request stairwell restoration repairs to maintain integrity of the Old Millbrook School be considered as part of the ECD Facility Budget for Carried. 7.2 Request from Councillor Todd that the Heritage Committee to discuss a Design By-Law, to (styles and colours of homes being built in Cavan Monaghan) and commercial design including landscape designs Karen Ellis advised principles are established in the Draft Official Plan specific guidelines. Karen will the policies from the Draft Official Plan to all the committee members. 8. Correspondence for Information 9. Next Meeting Date Next Municipal Heritage Committee meeting will be Thursday, October 20, 2011 at 9:00 a.m. in the Council Chambers. 10. Adjournment Moved by Lamb That meeting adjourn. Carried. Meeting adjourned at 10:50 a.m. Chairman Secretary Municipal Heritage Committee Minutes, Sept. 28, 2011, Nov. 28, 2011 and Dec. 7, 2011 (circulated to all Page 347 of 381

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349 Minutes Township of Cavan Monaghan Municipal Heritage Committee Meeting Held in the Council Chambers Monday, November 28, :00 a.m. A Municipal Heritage Committee Meeting was held Monday, November 28, 2011 in the Committee Room at 9:00 a.m. 1. Call to Order Those members in attendance were: Tim Belch...Chairman Larry Lamb...Member Bruce Lepper.Member Peter Ramsay...Member JoEllen Brydon...Member Lynda Todd...Member Those members absent were: JoEllen Brydon...Member Also in attendance Karen Ellis...Director of Planning Services Nancy Davis...Deputy Clerk, Secretary Chairman Belch called the meeting to order at 9:04 a.m. 2. Additions/Deletions to Agenda Moved by Lepper Seconded by Lamb That the agenda for the Municipal Heritage Committee Meeting of November 28, 2011 be approved. Carried. 3. Approval of Municipal Heritage Minutes for September 28, 2011 Moved by Ramsay Seconded by Todd That the Municipal Heritage Committee approve the minutes of September 28, Carried. 4. Delegations Lyell Shields Library Board Mr. Shields attended the Municipal Heritage Committee Meeting on behalf of the Library Board. Mr. Shields expressed safety concerns at the Millbrook Library with ice on ramp and ice falling off the second floor. The Library Board received a $75, grant from the Trillium Foundation and $20, was for a canopy to provide safety of the library users when entering the Millbrook Library. Mr. Shields has requested that the $20, be restored to the capital budget for 2012 from the 2010 Library reserves. Municipal Heritage Committee Minutes, Sept. 28, 2011, Nov. 28, 2011 and Dec. 7, 2011 (circulated to all Page 349 of 381

350 Chairman Belch recommended that Mr. Shields speak with Kimberley Pope, Acting Director of Finance/Treasurer to investigate the budget trail for the $20, Chairman Belch also recommended that the Library Board needs to go before Budget Committee to request that $20, be maintained. Karen Ellis suggested that the Library Board send a letter to Township identifying the problem and seeking a formal solution. Moved by Todd Seconded by Lamb That the Municipal Heritage Committee receive Mr. Shields report. Carried. 5. New Business Roundtable Discussion The Municipal Heritage Committee discussed some issues pertaining to the purpose and what they deem to be their responsibilities as Committee Members. The Municipal Heritage Committee discussed issues like expanding the BIA Boundaries and have a Designated District for the Downtown Millbrook Ward (formerly the Village of Millbrook). Mr. Ramsay suggested that the Committee members should review the Draft Heritage Policies in the New Official Plan and submit their comments to Karen Ellis for review at the next Municipal Heritage Committee. The Municipal Heritage Committee will support the Historical Society either by a monetary donation or volunteering for special events that the Historical Society is hosting. The Municipal Heritage Committee discussed developing a Heritage brochure and Councillor Todd advised that she will contact other communities for examples. The Municipal Heritage Committee suggested doing an education package which would include Heritage signage, and paint colours and distribute the package to all the store owners in the downtown of Millbrook. The Committee would then meet with the store owners to discuss the issues. 6. Next Meeting Date Next Municipal Heritage Committee meeting will be Wednesday, December 7, 2011 in the Committee Room at 9:00 a.m. 7 Adjournment Moved by Lamb Seconded by Lepper That meeting adjourn. Carried. Meeting adjourned at 10:43 a.m. Chairman Secretary Municipal Heritage Committee Minutes, Sept. 28, 2011, Nov. 28, 2011 and Dec. 7, 2011 (circulated to all Page 350 of 381

351 Municipal Heritage Committee Minutes, Sept. 28, 2011, Nov. 28, 2011 and Dec. 7, 2011 (circulated to all Page 351 of 381

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353 Minutes Township of Cavan Monaghan Municipal Heritage Committee Meeting Held in the Council Chambers Wednesday, December 7, :00 a.m. A Municipal Heritage Committee Meeting was held Wednesday, December 7, 2011 the Committee Room at 9:00 a.m. 1. Call to Order Those members in attendance were: Tim Belch...Chairman Larry Lamb...Member Bruce Lepper.Member Peter Ramsay...Member JoEllen Brydon...Member Lynda Todd...Member Also in attendance Karen Ellis...Director of Planning Services Nancy Davis...Deputy Clerk, Secretary Chairman Belch called the meeting to order at 9.10 a.m. 2. Additions/Deletions to Agenda Karen Ellis Municipal Heritage property discussion 3 Bank St N Moved by Lepper Seconded by Todd That the agenda for the Municipal Heritage Committee Meeting of December 7, 2011 be approved with the above noted. Carried. 3. Approval of Municipal Heritage Minutes for September 28, General Business 4.1 Karen Ellis to discuss the Dr. Moran property, 3 Bank St N Karen Ellis advised the Municipal Heritage Committee that no plans have been received from the property owner at 3 Bank St N for the construction of a new porch. The owner will have to take out a building permit for the new porch. Karen Ellis will talk to the Kyle Phillips, Chief Building Official/By-Law Enforcement Officer about the issues pertaining to the porch. 4.2 Discussion on the Official Plan Draft Heritage Policies The Municipal Heritage Committee did a full review of the Official Plan Draft Heritage Policies which will be applicable in the Township s new Official Plan. 5. Next Meeting Date The next Municipal Heritage Committee meeting will be Wednesday, January 25, 2012 at 9:00 a.m. Municipal Heritage Committee Minutes, Sept. 28, 2011, Nov. 28, 2011 and Dec. 7, 2011 (circulated to all Page 353 of 381

354 6. Adjournment Moved by Lamb That the meeting adjourn. Carried. Meeting adjourned at 10:58 a.m. Chairman Secretary Municipal Heritage Committee Minutes, Sept. 28, 2011, Nov. 28, 2011 and Dec. 7, 2011 (circulated to all Page 354 of 381

355 Right-cli here to downloa pictures. help pro your pri Outlo ok prevente auto mati downloa this pictu from the Internet. Right-cli here to downloa pictures. help pro your pri Outlo ok prevente auto mati downloa this pictu from the Internet. Right-cli here to downloa pictures. help pro your pri Outlo ok prevente auto mati downloa this pictu from the Internet. Right-click here to download pictures. To help protect your privacy, Outlook prevented automatic download of this picture from the Internet. Kawartha Conservation Update Right-cli here to downloa pictures. help pro your pri Outlo ok prevente auto mati downloa this pictu from the Internet. Right-cli here to downloa pictures. help pro your pri Outlo ok prevente auto mati downloa this pictu from the Internet. Right-cli here to downloa pictures. help pro your pri Outlo ok prevente auto mati downloa this pictu from the Internet. Right-cli here to downloa pictures. help pro your pri Outlo ok prevente auto mati downloa this pictu from the Internet. Right-cli here to downloa pictures. help pro your pri Outlo ok prevente auto mati downloa this pictu from the Internet. Right-click here to download pictures. To help protect your privacy, Outlook prevented automatic download of this picture from the Internet. Image: The Kawartha Conservation Team wishes you Happy Holidays! Right-click here to download pictures. To help protect your privacy, Outlook prevented automatic download of this picture from the Internet. Image: Oak Ridges Moraine Planning Area Gail Empey From: Sent: To: Subject: Kawartha Conservation on behalf of Kawartha Conservation Thursday, December 15, :51 PM Gail Empey Wishing you happy holidays and a wonderful new year! Having trouble viewing this ? Click here December 15, 2011 Holiday hours Bulk tree seedlings selling quickly...order today! Oak Ridges Moraine watershed plans being finalized Oak Ridges Moraine watershed plans being finalized Free 2012 calendar Holiday hours Administrative Centre Closed on: * Dec. 20, from noon until the next morning * Dec. 26 until Jan. 3 (We reopen at 8:30 a.m. on Jan. 3) We have revised the watershed plans for the Nonquon River, Southern Lake Scugog Tributaries, Blackstock Creek, and East Cross Creek watersheds in Scugog (see map below), in order to incorporate the input we received at open houses and during a consultation period that ended in November. Thank you to everyone who provided input! The revised plans are available for review until January 15, 2012, before they are finalized. Click here to review the plans. Click here for contact info, hours, and directions. Conservation Areas Open everyday from 8 a.m. to 6 Letter from Kawartha Conservation re: Oak Ridges Moraine Watershed Plans Being Finalized (circulated to 1 Page 355 of 381

356 Right-click here to download pictures. To help protect your privacy, Outlook prevented automatic download of this picture from the Internet. Photo: Hiking in Ken Reid Conservation Area Right-click here to download pictures. To help protect your privacy, Outlook prevented automatic download of this picture from the Internet. Photo: Tree seedling Right-click here to download pictures. To help protect your privacy, Outlo ok prevented auto matic download of this picture from the Internet. Right-click here to download pictures. To help protect your privacy, Outlook prevented automatic download of this picture from the Internet. Image: 2012 calendar Right-click here to download pictures. To help protect your privacy, Outlo ok prevented auto matic download of this picture from the Internet. Jo in Our Mailing List p.m. Entry is free. Hiking in Ken Reid Conservation Area. Photo by Karen Anderson. Please note that trails are not groomed during the winter, and parking lots, except for Ken Reid CA, are not plowed. Click here for more details, maps and directions. Bulk tree seedlings selling quickly Order today! Choose from 12 species, including Red Oak, Red Maple, and White Pine. (click here for larger map) The plans have been developed in partnership with Durham Region, supporting the direction contained within the Oak Ridges Moraine Conservation Plan. The plans identify watershed conditions, environmental stresses and threats, and give watershed-wide direction for protecting and sustaining watershed features. The plans will provide a current information resource for municipalities, consultants, developers, landowners and resource users. For more information, contact Brett Tregunno at btregunno@kawarthaconservation.com or ext Free 2012 calendar Water: The Future of the Source is a 2012 calendar that explores the state of Ontario's water, as well as some of the issues impacting it and what we can do, as individuals, to help protect and conserve our most precious resource. your name and address to receive a calendar mailed to your door, free, while supplies last. View the calendar online. Click here for the order form and information. Pickup is tentatively scheduled for April 27 & 28, Forward This was sent to gempey@cavanmonaghan.net by communications@kawarthaconservation.com Letter from Kawartha Conservation re: Oak Ridges Moraine Watershed Plans Being Finalized (circulated to 2 Page 356 of 381

357 Update Profile/ Address Instant removal with SafeUnsubscribe Privacy Policy. Kawartha Conservation 277 Kenrei Road Lindsay Ontario K9V 4R1 Canada Letter from Kawartha Conservation re: Oak Ridges Moraine Watershed Plans Being Finalized (circulated to 3 Page 357 of 381

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359 Right-cli here to downloa pictures. help pro your pri Outlo ok prevente auto mati downloa this pictu from the Internet. Right-cli here to downloa pictures. help pro your pri Outlo ok prevente auto mati downloa this pictu from the Internet. Right-cli here to downloa pictures. help pro your pri Outlo ok prevente auto mati downloa this pictu from the Internet. Right-click here to download pictures. To help protect your privacy, Outlook prevented automatic download of this picture from the Internet. Kawartha Conservation Update Right-cli here to downloa pictures. help pro your pri Outlo ok prevente auto mati downloa this pictu from the Internet. Right-cli here to downloa pictures. help pro your pri Outlo ok prevente auto mati downloa this pictu from the Internet. Right-cli here to downloa pictures. help pro your pri Outlo ok prevente auto mati downloa this pictu from the Internet. Right-cli here to downloa pictures. help pro your pri Outlo ok prevente auto mati downloa this pictu from the Internet. Right-cli here to downloa pictures. help pro your pri Outlo ok prevente auto mati downloa this pictu from the Internet. Right-click here to download pictures. To help protect your privacy, Outlook prevented automatic download of this picture from the Internet. Photo: Community Conservationist Award Right-click here to download pictures. To help protect your privacy, Outlook prevented automatic download of this picture from the Internet. Photo: Individual Conservationist Award Gail Empey From: Sent: To: Subject: Kawartha Conservation on behalf of Kawartha Conservation Friday, January 13, :55 PM Gail Empey 9 Environmental Recognition Awards presented at AGM Having trouble viewing this ? Click here January 13, 2012 Jobs available Plan review ends Jan. 15 Bulk tree seedlings still available 9 Environmental Recognition Awards presented at AGM 9 Environmental Recognition Awards presented at AGM The first annual Environmental Recognition Awards were presented during our Annual General Meeting on January 11, 2012 at Oliver's Nest Golf Club. Congratulations to this year's recipients! Individual Conservationist Award 2012 Chair and Vice-Chair elected Presentations featured at AGM Jobs available Resource Technician - Full-time contract position (PDF 100 KB) Recognizing outstanding people who have undertaken projects, demonstrated leadership, and inspired others to create a healthier watershed. Bob Pool Lou Probst Dave Simser Click here for details. Apply by February 3, 2012 Spring Field Placements for Fleming College students (PDF, 395 KB) Apply by January 25, 2012 Plan review Community Conservationist Award Recognizing volunteer-based, community or organized groups that have successfully undertaken projects that contribute to a healthier watershed. Kawartha Lake Stewards Association Pine Point Park Ltd. Scugog Lake Stewards Inc. Click here for details. Letter from Kawartha Conservation re: 9 Environmental Recognition Awards Presented at AGM (circulated to all 1 Page 359 of 381

360 Right-click here to download pictures. To help protect your privacy, Outlook prevented automatic download of this picture from the Internet A naturalized shoreline Right-click here to download pictures. To help protect your privacy, Outlook prevented automatic download of this picture from the Internet. Photo: Chair Donna Villemaire and Vice-Chair John Hancock Right-click here to download pictures. To help protect your privacy, Outlook prevented automatic download of this picture from the Internet. Photo: Geoff Coulson Right-click here to download pictures. To help protect your privacy, Outlook prevented automatic download of this picture from the Internet. Photo: Partner Award ends Jan. 15 Watershed plans for the Oak Ridges Moraine are available for a final review until January 15. Click here for more information. Bulk tree seedlings still available Order today! Choose from 12 species, including Red Oak, Red Maple, and White Pine. Click here for the order form and information. Pickup is tentatively scheduled for April 27 & 28, Partner Award Recognizing partner organizations that have made significant contributions to projects or programs at Kawartha Conservation, furthering our mission of watershed health. Fleming College Oak Ridges Moraine Foundation Victoria Stewardship Council Click here for details. Recipients each received one of the framed photos above by Mark Majchrowski Chair and Vice-Chair elected Donna Villemaire was re-elected Chair of Kawartha Conservation and John Hancock elected Vice-Chair during our Annual General Meeting on January 11. Our 9-person Board of Directors is comprised of representatives from the municipalities within our watershed jurisdiction. Click here for more about our Board of Directors. Presentations featured at AGM Geoff Coulson, Warning Preparedness Meteorologist at Environment Canada, in the photo above, gave a presentation to over 120 people who attended our Annual General Meeting on January 11. He spoke about weather patterns locally and across Ontario, highlighting some of the severe weather events we have experienced in recent years and emerging trends. We also heard excellent presentations from MPP Laurie Scott and Joan Chamberlain, Trent-Severn Waterway's Resource Conservation Manager. Letter from Kawartha Conservation re: 9 Environmental Recognition Awards Presented at AGM (circulated to all 2 Page 360 of 381

361 Right-click here to download pictures. To help protect your privacy, Outlo ok prevented auto matic download of this picture from the Internet. Right-click here to download pictures. To help protect your privacy, Outlo ok prevented auto matic download of this picture from the Internet. Jo in Our Mailing List Mark Majchrowski, Kawartha Conservation Director of Watershed Management, provide an overview of our activities in We will be publishing this information early this spring in our Annual Report. Thanks to everyone for a great AGM, and also a successful year in 2011! Forward This was sent to gempey@cavanmonaghan.net by communications@kawarthaconservation.com Update Profile/ Address Instant removal with SafeUnsubscribe Privacy Policy. Kawartha Conservation 277 Kenrei Road Lindsay Ontario K9V 4R1 Canada Letter from Kawartha Conservation re: 9 Environmental Recognition Awards Presented at AGM (circulated to all 3 Page 361 of 381

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363 History MILLBROOK & CAVAN HISTORICAL SOCIETY NEWSLETTER JANUARY King St. West, Box 334, Millbrook, ON L0A 1G0 millbrookcavanhs@gmail.com January 31 st event: Snapshots of the Past On Tuesday, January 31 st, the Historical Society will meet at the Millbrook Manor for an afternoon of memories and laughter as we try to identify who is who from among some of the unidentified photographs in the Historical Society collection. This gathering will take place in the main floor lounge, 2:00-4:30 p.m. and is open to the public please come! We encourage all who are interested in sharing or listening to some of the stories of the area to come for this afternoon. If your family has deep roots here please come and help! You are the most likely to be able to help us discover who is who. Tea, coffee and goodies will be available, courtesy of our Millbrook Manor hosts. It s our not-to-be missed gala fundraising event! Robert Winslow to headline Now & Then March 24 event The Historical Society is excited to be able to announce that Robert Winslow, founding Artistic Director of 4 th Line Theatre, will be at the top of the bill for an evening of entertainment at the Millbrook Legion on Saturday, March 24. Now & Then is the Historical Society s major fundraiser this year and will feature a variety of local musical talent as well as displays, a Silent Auction, and the story-telling of Robert Winslow. Robert was recently honoured as one of Canada s artistic directors making a difference at the KETS Theatre Awards in Toronto. Preparing now for its 21 st season, 4 th Line Theatre s mandate is to preserve and promote our Canadian cultural heritage through the development and presentation of regionally based, environmentally staged, historical dramas. The theatre s mission is to develop and present original Canadian works that explore regional themes, history and heritage. Robert has done extensive research and conducted many interviews with long-time area residents on a broad range of subjects, so he does have stories to tell! Tickets for the event will be on sale at local outlets in mid-february. Proceeds will enable the Historical Society to retain a space in Millbrook and continue to preserve and promote the history and cultural heritage of this area. We are looking forward to a busy and productive spring and summer as we undertake a number of projects and continue to unpack and catalogue the collection. ~Celia Hunter, President Letter from Steve Elliott re: Millbrook Cavan Historical Society January 2012 Newsletter (circulated to all Page 363 of 381

364 Page 2 MCHS Newsletter Jan What was happening, January 27, 1920: The Stewarts of Millbrook: How Cavan Township won the Great War, by Bryan Davies In 2009, my friend Lynn Holland of Peterborough asked me if I would like to look at some letters she had discovered that had been exchanged between various members of her Stewart relations during World War 1. I have directed a writing and research consultancy in Whitby for the past 11 years and Lynn thought I might be able to assist her in the crafting of family history that reflected the events described in the letters. It was from this local inspiration that the current major writing and research project has taken its current shape. Our small team is committed to publishing a full-scale social and cultural treatment where this remarkable collection of 185 letters is the focal point, the bulk of which describe the lives of Cavan Township native sons Hiram, Vannie and Evans Stewart as soldiers on the Western Front between 1915 and Our objectives are to produce a great local history that is enjoyable to read, and one that furthers the public appreciation of Millbrook/Cavan Township as a place of interest, and to make a contribution to the larger national Canadian WW1 scholarship in terms of both the local social/cultural perspective and rural Ontario generally. I am hopeful that any members of the local community who find this project of interest will contact me through the Millbrook & Cavan Historical Society. There may yet be local people who recall the family or who have otherwise heard of the Stewart brothers. Hiram was age 22 in September 1914 and had recently moved from Millbrook to Toronto to work for the T.Eaton Company. He was killed in the build up to the Second Battle of the Somme, Evans, a trained butcher living on the family farm in Millbrook, enlisted in 1914 at age 26, served in France from 1915 until the end of the war, and was wounded once in action. He returned to Peterborough County after the war, married and raised a family. continued on page 3... Letter from Steve Elliott re: Millbrook Cavan Historical Society January 2012 Newsletter (circulated to all Page 364 of 381

365 The Stewarts of Millbrook Vannie, the eldest son, had moved together with his brother Harry to Kentucky two years before the war and had become a US citizen. He enlisted in the US Army after Hiram s death, and was himself killed in September 1918 in France. It was Harry who receives the official letter from Vannie s CO that he has been killed in action, and his letters to his mother provide comfort as well as the news that Vannie had taken out a $15,000 insurance policy in her favour. But it is Alice who is the central figure in the narrative formed by the letters. Alice was either the recipient or the responder to over half the letters in the collection. It was she who communicated the news, and when necessary, the deaths to the wider circle of family and friends in the Millbrook area. She presents as a strong, sensible person whose fears and private grief are only hinted at in her many letters. Below are several excerpts from early letters, : Hiram to Vannie, August 16, 1914:... given the erratic temperament of my friend the Kaiser, it may become necessary for me at any time to pick up my feet I mean arms and defend my country... lots of Canadians are going but it s not expected that they will see the Germans... they are going to be used to relieve regulars in India and other places where England keeps a standing army... Hiram s prediction was sadly wrong, given the 60,000 Canadians killed, including him. Hiram to Alice, June 1, 1915 (at CEF camp): So I already have a very personal grudge against the Germans... I think that the big idea is to get you so darned mad that you will fight up a storm... Evans to Alice, November 15, 1915: I am still in good health, and I rather enjoy the excitement at times. I think that the folks at home worry a whole lot more than the boys in the trenches. Following the Battle of the Somme, the tone of the letters became sombre and reflective: Hiram to Alice, June 17, 1916:...I have been through as strenuous experience as I ever expect to undergo and by far the most strenuous as I have ever been through and thanks to Providence that I have come through with nothing worse than the memory of it. MCHS Newsletter Jan Page 3 Historical Society publications valuable sources of information The Historical Society offers a number of resources for all those interested in the history of the area. This Green & Pleasant Land``, which was produced by the Historical Society in 1990, is a fascinating and well researched compilation of accounts ranging from early settlement, through the establishment of mills, farms, schools and churches, to the boom time of the railway and beyond, encompassing 170 years of history. There are hundreds of photographs and 130 family histories as well as Tremaine`s 1861 map of the township showing landowners. The volume is now available on a set of 2 CDs and as a DVD at a cost of $20. In 2007, the Historical Society produced a beautiful photographic inventory of heritage homes and buildings in Millbrook. This award-winning book describes the origins of many of the structures and identifies architectural styles and details. It is available from the Historical Society, Bear Essentials and the Chamber of Commerce at $20. Letter from Steve Elliott re: Millbrook Cavan Historical Society January 2012 Newsletter (circulated to all Page 365 of 381

366 Page 4 MCHS Newsletter Jan Origin of a name: The Bruce Johnston Library The Bruce Johnston Branch of the Cavan Monaghan Libraries is located on Davis Road, just west of Hwy. 7 and north of the Stewart Line. It is named after North Monaghan`s assessor and then long-serving clerk, who worked for the municipality for 51 years. From A History of North Monaghan Township : Bruce, the eldest son of Matthew and Sarah, was born in 1878 at the homestead south of the present Johnston Greenhouses. At the age of 10 Bruce s education began at the Toll-Gate School. His three mile walk each day found him travelling across fields. By then a few new houses had appeared north and south of Lansdowne Street. The area was known as Sheepskin Flats... When he finished at Toll- Gate, he worked in his father s butcher s shop [located on Rubidge Street and is known today as Dale s Meatland]. He then took a two year business course at the Peterborough Business College... After Matthew s death Bruce returned home and he and a cousin, Herb Edmison, went to Cow Island near Rice Lake where they lived for about five years in a rented house...bruce loved to skate and it is said that he would skate from Cow Island to McKellar Street in Peterborough to court Gertrude Sanders. One day, after selling to Alfred Sanders, his future father-in-law, a load of oats for $75, he blew the whole thing on a ring for Gertie... Bruce worked as township assessor from 1908 until 1911, then became clerk-treasurer until his retirement in At the beginning of his career everything south of Lansdowne Street and west of Monaghan Road was still farm and grazing land... (There is so much more! Book available from the Historical Society, $20., or look for it at the library.) In celebration of Heritage Month: Tales around the Hearth at Centennial Place, Millbrook Artist and Mount Pleasant resident JoEllen Brydon will be one of the featured guest speakers at our February event at Centennial Place on Thursday, February 23, 6:30 8:30 p.m. Join us as we celebrate Heritage Week (February 20-26) with this intimate gathering around the fireplace. A number of speakers will bring to life scenes from the past, some familiar, some unusual. JoEllen will illustrate her presentation with images of her art that depicts an episode: Gypsies of This series of paintings is currently on special exhibit at the Orillia Gallery of Art and History. Watch for details in our February newsletter. We welcome your comments, your suggestions and input. To contact us: website: mail: phone: millbrookcavanhs@gmail.com Box 334, Millbrook, ON L0A 1G (secretary) (president) Letter from Steve Elliott re: Millbrook Cavan Historical Society January 2012 Newsletter (circulated to all Page 366 of 381

367 Letter from County of Peterborough re: County of Peterborough 2012 Recognition Awards Program Page 367 of 381

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373 February 23 & 24 Cost $25 per person (pay online or at the door) Partners, Sponsors & Supporters! MCPI - Municipal Cultural Planning Inc. (MCPI) is an incorporated, non-profit organization dedicated to advancing the practice of municipal cultural planning (MCP) in communities across Ontario. Information & Registration For more information, to view the full conference agenda and to register online, visit: If you wish only to attend the ArtsBuild Ontario presentation on Friday 24th in the afternoon, visit: Letter from C. Drost re: Municipal Cultural Planning Conference 2012 (circulated to all members of Council) ArtsBuild Ontario presentation of their newly created Facilities Portal- the first comprehensive and interactive online advocacy tool that will centrally house up to date information about non-profit arts organizations facilities, and their facilities needs, in Ontario. Municipality of Hastings Highlands Town of Bancroft Township of Wollaston Township of Carlow Mayo Township of Faraday Algonquin Arts Council Bancroft & District Chamber of Commerce Bancroft Business Improvement Area Community Futures Development Corporation Hastings County Economic Development Hastings Highlands Public Library Maynooth Business Association North Hastings Cultural Coalition North Hastings Economic Development Committee North Hastings Heritage Network Funding provided by the Government of Ontario Page 373 of 381