HomeMy WebLinkAbout2022-03-18Clar*wo F1
u
3 DFND H
' [ME 0 D FK®❑®❑❑❑
7P H❑ 11111111030
/ RFD\IR ❑ ( , 31 ID I I R P DfiZ SDFND HLD CLI RMP HSA( ❑
A I I ' ' DOR 111 KL 11 ■ R 1411 ► LR ■ R FICIR ■ " ' W■
0 ) R P DAU V& 11 I ' _ BE 11 FIHT LHGFL ID FDGN DWIR P DAWD1 11F 'N
FFH 1► ■ RR e D■DW■■■E■■■ITIETI ►jai■■■■■
r 1;; ■ R RM DFFR CD FHLI WAHL3 RFHG DA] L -SOD HLDG L HAHD LFISCO c
DI r, N FO ■ HMFI - ■ - GSt,,'.11 FOGHIR HrRVg ,, - 1•• V9 ■ H WH 6 n H (D
V9H DSS M DN16 ►r, e ■ ._ - MWEM ■ IWVNIS MR HGIIHRAU,. Ii. ale SR U.. M
- aW VP [I LQEHBGGHGWfiHLD H esu v' -i o ESM 01 NIL LDG L HGLE A HG H GD ulW -_
N _ WWID. '.1. ► ERM L HV9HAM ■ MEHL FOG-IGIR Vg1D H MIR V9
H WH 0 A ■ FKHG c e1. ► 1R INDSSWDE010 -r P IAIHII
r 1;• A11c, (i ■; D ■ SHNARD r1 3 1', - 1D DLG -0 DOR LIl ■ - ■ - ce[a ML 1D
I; tl] '' ' � 1" ■ ' ' � 1" K. � � Ilfl [II � 111■11111■■■
3D H
❑❑ 5 H LR IR n KDP ❑ R H SR Chi FH
❑C❑❑ ( L LR C'u KDP ❑❑J R \KLO D D HP H A WG ❑❑5 HOD HLR ❑ GM DZ/ H ❑
/ D G -I H -IG 6 FH D LR ❑ H P H A P P D ❑TO D FKIEI❑MM❑❑❑
❑❑ ' KDP 10 LFLSDW ❑ R H SR Chi FH
❑[[[]❑ 7 R [ R ❑ KNE TI RSR HG- KD H IR Will H \Af GM CR 12 \0 LR❑ ❑❑
LL ❑ RGIC❑0 D FK❑-❑C❑C❑❑❑
❑❑ 2 \PRH 10 LFLSDW ❑ R H SR Chi FH
❑C❑❑ 0 LRLSDQN/ RI 6 R CPQ❑ R M) LH L KN H WFDM CA D FKC❑❑C®❑❑❑ ❑❑
❑C❑❑ 7 R FR D D D❑ HDFK❑❑ R WR 6 LP FRH[5 H LR D(V R H P H W ❑❑
5 H LH 6 H LFW Ha) H:7 D�f) R FHI) LH6 H LFH mn D FKZ❑MT❑❑❑
❑Cm❑ . D D \ND❑ R H DAR ❑ \KR LW =FTIE CID❑❑❑6 VUW LF13 ® FIDD D FKC❑❑❑ ❑❑
❑❑❑❑
❑C❑❑ 2 166 LR❑ P D 15 L KW- RP P L LR 16 OW H \PR CO L L W CRI C G FDM ❑❑
5 H SR H L KAR6 HDG5 HSR WIIO D FKIIII❑PU❑❑❑
❑C❑❑ 1 H FD \I R 4&1� R GA H OM
/LN
111
n7DDD)
DURHAM
REGION
The Regional
Municipality of Durham
Planning and
Economic
Development
Department
Planning Division
605 ROSSLAND RD. E.
LEVEL 4
PO BOX 623
WHITBY, ON L1N 6A3
CANADA
905-668-7711
1-800-372-1102
Fax: 905-666-6208
Email:
planning@durham.ca
durham.ca
Brian Bridgeman, MCIP,
RPP
Sent via email
March 11, 2022
Maya Harris
Manager, Community Planning & Development
Ministry of Municipal Affairs and Housing
777 Bay Street, 13th Floor
Toronto, ON M7A 2J6
Dear Ms. Harris:
RE: Envision Durham — Growth Management Study — Release
of Alternative Land Need Scenarios Assessment
Summary (Report #2022 -INFO -19), Our File: D12-01
As a follow-up to our correspondence on February 11, 2022, advising
you of the Region's release of Alternative Land Need Scenarios
Report (#2022 -INFO -9), please note that the modelling and
assessment of the alternative land need scenarios has been released
and is now available for public and agency review and comment.
A covering Regional information report (#2022 -INFO -19) was also
released today, along with the Growth Management Study
consultant's Alternative Land Need Scenarios Assessment Summary
Report.
Commissioner of To solicit feedback on the Alternative Land Need Scenarios, an
Planning and Economic online survey was developed to help facilitate input. Survey
Development responses and comments will be accepted until April 14, 2022.
In addition, please accept this as a reminder of the virtual Public
Information Centre scheduled on March 24, 2022, at 7:00 p.m. on the
alternative land need scenarios. You are invited to register here for
the Public Information Centre, or to learn more about the land need
scenarios, please visit durham.ca/EnvisionDurham.
A copy of this report is being forwarded to all Envision Durham
Interested Parties, Durham's area municipalities, Indigenous
communities, conservation authorities, the Building Industry and
Land Development (BILD) — Durham Chapter, and the Ministry of
Municipal Affairs and Housing. Circulation is also being provided to
agencies and service providers that may have an interest in long-
term growth planning in the region (school boards, hospitals, utility
providers, etc.).
If this information is required in an accessible format, please contact Planning Reception at 1-800-372-
1102 ext. 2551.
3 7
To ensure you receive the most up to date project information, please
subscribe directly through the Envision Durham project web page at
durham.ca/EnvisionDurham and click on the blue "Receive email
updates" at the bottom of the page.
Brian Bridgeman, MCIP,
RPP
Commissioner of
Planning and Economic
Development
If this information is required in an accessible format, please contact Planning Reception at 1-800-372-
1102 ext. 2551.
3 T
Please call if you would like any additional information.
The Regional
Municipality of Durham
Yours truly,
Planning and
Economic
Development
Department
Gary Muller, MCIP, RPP
Planning Division
Director of Planning
605 ROSSLAND RD. E.
LEVEL 4
PO BOX 623
WHITBY, ON L1N 6A3
c: Circulation list
CANADA
B. Bridgeman, Commissioner of Planning and Economic
Development, Region of Durham
905-668-7711
J. Kelly, Region of Durham — for distribution to all other
1-800-372-1102
Interested Parties
Fax: 905-666-6208
Email:
planning@durham.ca
durham.ca
Brian Bridgeman, MCIP,
RPP
Commissioner of
Planning and Economic
Development
If this information is required in an accessible format, please contact Planning Reception at 1-800-372-
1102 ext. 2551.
3 T
If this information is required in an accessible format, please contact 1-800-372-1102 ext. 2564
The Regional Municipality of Durham
Information Report
From: Commissioner of Planning and Economic Development
Report: #2022 -INFO -19
Date: March 11, 2022
Subject:
Envision Durham — Growth Management Study — Release of Alternative Land Need
Scenarios Assessment Summary Report, File D12-01
Recommendation:
Receive for information
Report:
1. Purpose
1.1 The Growth Management Study (GMS) that is currently being undertaken by the
Planning Division is an integral component of Envision Durham, the Municipal
Comprehensive Review (MCR) of the Regional Official Plan (ROP). The first phase
of the GMS is the preparation of a Land Needs Assessment (LNA) to quantify the
amount of Settlement Area Boundary Expansion that will be required to
accommodate the Region's population and employment growth forecasts to the year
2051.
1.2 The purpose of this report is to advise Council, agencies, service providers,
stakeholder groups and members of the public that the modelling and assessment
of alternative land need scenarios is now available for review and comment until
April 14t". At the May 3, 2022, Planning and Economic Development Committee,
staff will recommend a preferred scenario, taking into account the input received. A
Council decision on the preferred scenario will enable the second phase of the GMS
to commence.
3 T
Paae 2 of 9
2. Background
2.1 During the summer and early fall of 2021, four Technical Reports in support of the
Region's draft LNA were released for public review and comment. These reports
were prepared in conformity with the Provincial Land Needs Assessment
Methodology. The Growth Plan requires upper tier municipalities in the Greater
Golden Horseshoe to use this methodology to assess the quantity of land required
to accommodate forecasted growth.
2.2 The Technical Reports were fulsome and included: an overall recommended growth
forecast; housing unit mix; intensification analysis; designated greenfield area
density analysis; Employment Area density analysis; and the resulting Community
Area and Employment Area land need.
2.3 In response to comments received from the development community and other
stakeholders on the draft LNA, Regional Planning staff agreed at the October 5,
2021, Planning and Economic Development Committee meeting to assess a range
of alternative land need scenarios by applying alternative housing unit mixes,
intensification rates, and densities. In particular, a scenario that models the housing
unit mix used in the Growth Plan 2051 Forecast Background Study, commonly
referred to as the "Hemson scenario", has been prepared.
3. Previous Reports and Decisions
3.1 Commissioner's Report #2022 -INFO -9 released February 11, 2022 provided an
update on the assessment framework and consultation timelines for the alternative
land need scenarios.
4. The Consultant's Initial Community Area Land Need Scenario and
Employment Area Land Need Have Been Updated
4.1 Since the release of the Technical Reports, additional work and updates to the
underlying analysis have been undertaken to this initial scenario which had a unit
mix of 22% low density units; 31 % medium density units; and 47% high density
units. The updated scenario (identified later in this report as Scenario 4), has been
modelled and assessed along with the other of the other alternative scenarios. The
key changes between the initial land need scenario and the Updated Scenario 4 are
identified below:
3 T
Paae 3 of 9
Initial Land Need Assessment Scenario
Updated Scenario 4: Balancing the Unit
from Technical Reports
Mix
Unit Mix:
Unit Mix:
Low density units: 22%
Low density units: 28%
Medium density units: 31%
Medium density units: 28%
High density units: 47%
High density units: 41%
hectares (2,876 acres)
Secondary units: 3%
Intensification Rate: 50%
Intensification Rate: 50%
Designated Greenfield Area Density
Designated Greenfield Area Density
Target:64 people and jobs per hectare
Target:60 people and jobs per hectare
Community Area Land Need: 737
Community Area Land Need: 950
hectares 1,821 acres
hectares 2,348 acres
4.2 The initial Employment Area Land Need was also updated, primarily to reflect
additional Employment Area conversions recently endorsed by Regional Council.
This review has resulted in an increase to the Employment Area Land Need
reported in the Employment Strategy Technical Report, while other key metrics
haver remained the same, as follows:
Employment Strategy Technical Report
Updated Employment Scenario
Scenario
Vacant Employment Area Density Target:
Vacant Employment Area Density Target:
27 jobs per hectare
27 jobs per hectare
Employment Intensification Rate: 20%
Employment Intensification Rate: 20%
Employment Area Land Need: 1,164
Employment Area Land Need: 1,351
hectares (2,876 acres)
hectares (3,338 acres)
5. Release of Alternative Land Need Scenarios Assessment and Planned
Consultation
5.1 The alternative scenario modelling outcomes and assessment is documented in the
"Alternative Land Need Scenarios Assessment Summary Report" (see Attachment
#1) which was released on March 10 on the Envision Durham website for public
review. A summary of the alternative scenarios is provided below, with additional
details including the scenario assessment found in the attached report. For ease of
review, the five Community Area Land Need Scenarios are arranged in order from
lowest density housing mix and highest land need, to highest density housing mix
and lowest land need. It may be noted that Scenarios 1 and 2 do not conform to the
3 T
Paae 4 of 9
Growth Plan because they do not achieve the minimum Intensification Rate of 50%
as required under the Growth Plan, but they have been prepared for comparison
purposes. A lower intensification rate than 50% would require special approval from
the Minister of Municipal Affairs and Housing if sufficient justification could be
provided that the 50% intensification rate cannot be achieved in Durham.
Community Area Land Need Scenarios
Scenario 1
Scenario 2
Scenario 3
Scenario 4
Scenario 5
Emphasis on
Primarily low-
Shifting the
Balancing the
Emphasis on
low-density
density
unit mix
unit mix
higher
housing
housing
densities
("Hemson")
Housing Unit
Housing Unit
Housing Unit
Housing Unit
Housing Unit
Mix of new
Mix of new
Mix of new
Mix of new
Mix of new
units:
units:
units:
units:
units:
Low: 56%
Low: 39%
Low: 34%
Low: 28%
Low: 20%
Medium: 23%
Medium: 26%
Medium: 30%
Medium: 28%
Medium: 31%
High: 19%
High: 32%
High: 33%
High: 41%
High: 47%
Secondary
Secondary
Secondary
Secondary
Secondary
units: 2%
units: 3%
units: 3%
units: 3%
units: 3%
Intensification
Intensification
Intensification
Intensification
Intensification
Rate: 35%
Rate: 45%
Rate: 50%
Rate: 50%
Rate: 55%
Designated
Designated
Designated
Designated
Designated
Greenfield Area
Greenfield Area
Greenfield Area
Greenfield Area
Greenfield Area
Density: 50
Density: 55
Density: 57
Density: 60
Density: 64
people and jobs
people and jobs
people and jobs
people and jobs
people and jobs
per hectare
per hectare
per hectare
per hectare
per hectare
New
New
New
New
New
Community
Community
Community
Community
Community
Area Land
Area Land
Area Land
Area Land
Area Land
Need: 5,400
Need: 2,600
Need: 1,500
Need: 950
Need: 0
hectares
hectares (6,425
hectares (3,707
hectares (2,348
(13,344 acres)
acres)
acres)
acres)
Note: Totals may not add due to rounding
3 10
Paae 5 of 9
Employment Area Land Need Scenarios
Scenario 1
Scenario 2
Vacant Employment Area Density Target:
27 Jobs per gross hectare
Vacant Employment Area Density Target:
27 Jobs per gross hectare
Employment Intensification Target: 15%
Employment Intensification Target: 20%
New Employment Area Land Need: 1,350
hectares (3,335 acres)
New Employment Area Land Need: 1,170
hectares (2,891 acres)
5.2 Also on March 10, a feedback survey was posted on the Envision Durham website,
to provide opportunities for public feedback on the alternative land need scenarios.
Survey responses are being accepted until April 14, 2022. A Virtual Public
Information Centre is scheduled for March 24, 2022, at 7pm. Notification of the
Public Information Centre will be advertised via local newspapers, emailed to the
Envision Durham interested parties list, social media channels, and a public service
announcement.
5.3 Barring any unforeseen events, it is expected that a preferred land need scenario for
both Community Areas and Employment Areas will be recommended to Planning
and Economic Development Committee on May 3, 2022.
5.4 Upon Council's endorsement of a preferred land need scenario, and the associated
quantum of urban land need, the GMS will proceed to evaluate the most suitable
locations for Settlement Area Boundary Expansion (i.e. Phase 2 of the process).
6. Relationship to Strategic Plan
6.1 This report aligns with/addresses the strategic goals and priorities in the Durham
Region Strategic Plan. See Commissioner's Report #2022 -INFO -9 for additional
details.
7. Conclusion
7.1 The release of this report will also be announced by way of:
x Public service announcements;
x Social media platforms, including Facebook, Twitter, and Linkedln; and
X Email notifications and report circulation.
3 Ti
Paae 6 of 9
7.2 A copy of this report will be forwarded to all Envision Durham Interested Parties,
Durham's area municipalities, Indigenous communities, conservation authorities, the
Building Industry and Land Development (BILD) — Durham Chapter, Durham Region
Homebuilders Association, and the Ministry of Municipal Affairs and Housing.
Circulation will also be provided to agencies and service providers that may have an
interest in where and how long-term growth in the Region is being planned for
(school boards, hospitals, utility providers, etc. as specified in Appendix #1).
8. Attachments
Attachment #1: Alternative Land Need Scenarios Assessment Summary Report,
prepared by Urban Strategies and Watson and Associates
Respectfully submitted,
Original signed by
Brian Bridgeman, MCIP, RPP
Commissioner of Planning and
Economic Development
3 TF1
Paae 7 of 9
Appendix 1 — to Report #2022 -INFO -19
Circulated Agencies and Service Providers
x Canada Post
x Bell Canada
x Rogers Communications
x Shaw Cable TV
x Compton Communications
x Persona Communications
x Canadian Pacific Railway
x Canadian National Railway
x Enbridge Gas Distribution Inc. and Enbridge Pipelines Inc.
x Trans -Northern Pipelines Inc.
x TransCanada Pipelines Inc.
x Hydro One Networks Inc.
x Ontario Power Generation Inc.
x Durham District School Board
x Durham Catholic District School Board
x Conseil Scolaire Viamonde
x MonAvenir Conseil Scolaire Catholique
x Mississaugas of Scugog Island First Nation
x Ministry of Transportation
x Greater Toronto Airports Authority
3 TF1
Paae 8 of 9
x Transport Canada
x Metrolinx
x Trent -Severn Waterway
x Kawartha Pine Ridge District School Board
x Peterborough Victoria Northumberland and Clarington Catholic District School
Board
x Durham Region Police Department
x Ministry of Municipal Affairs and Housing
x Elexicon
x Hydro One Networks Inc. (Brock, Scugog and Uxbridge)
x Independent Electricity System Operator
x Ontario Tech University
x Trent University Durham
x Durham College
x Durham Workforce Authority
x General Motors of Canada
x Lakeridge Health
x Ajax -Pickering Board of Trade
x Brock Board of Trade
x Clarington Board of Trade
x Newcastle & District Chamber of Commerce
x Greater Oshawa Chamber of Commerce
x Scugog Chamber of Commerce
3 TFI
x Uxbridge Chamber of Commerce
x Whitby Chamber of Commerce
x Downtown Ajax BIA
x Bowmanville BIA
x Brooklin BIA
x Pickering Village BIA
x Port Perry BIA
x Uxbridge BIA
x Downtown Whitby BIA
x Business Advisory Centre Durham
x Spark Centre
3 TFI
Paae 9 of 9
Town of Whitby
575 Rossland Road East,
Whitby, ON L1 N 2M8
905.430.4300
whitby.ca
March 11, 2022
Via Email:
Honourable Steve Clark
Minister of Municipal Affairs and Housing
Steve. clark(b_pc.ola.org
Whitby
Re: Memorandum from S. Klein, Director of Strategic Initiatives, dated March 2, 2022
regarding Proposed Changes for the Next Edition of Ontario's Building Code
Please be advised that at a meeting held on March 7, 2022, the Council of the Town of
Whitby adopted the following Resolution:
1. That Staff be directed to provide the comments within the memorandum from S.
Klein, Director, Strategic Initiatives, dated March 2, 2022 regarding Proposed
Changes for the Next Edition of Ontario's Building Code, to the Environmental
Registry of Ontario regarding the changes to the Ontario Building Code
pertaining to energy performance and greenhouse gas emissions.
2. That the Clerk be directed to send correspondence to the Minister of Municipal
Affairs and Housing requesting the Province to:
a. Ensure the adoption of the tiered National Building Code model immediately
results in higher Energy Efficiency Requirements across all building types in
comparison to the current OBC.
b. Adopt the National Building Code model that includes the tiered standards
alongside a timeframe for advancement to higher tiers to ensure a pathway
towards net zero emissions and energy.
c. Provide authority to municipalities to require increased performance in energy
efficiency through the implementation of tiered and advancing Green
Standards.
d. Facilitate capacity, education and training in the implementation of the Tiered
National Building Code model for municipal planning and building inspection
staff, developers, and homebuilders to help build capacity in areas such as
airtightness testing, building envelope design and building science.
3. That a copy of this correspondence and memorandum be sent to Durham Region
municipalities and Ontario's Big City Mayors.
3 TFI
Should you require further information, please do not hesitate to contact Sarah Klein,
Director of Strategic Initiatives at 905.430.4338.
Kevin Narraway
Manager of Legislative Services/Deputy Clerk
Attachment: Memorandum from S. Klein, Director of Strategic Initiatives, dated March 2,
2022 regarding Proposed Changes for the Next Edition of Ontario's
Building Code
Copy: Mayor Cam Guthrie, City of Guelph, Chair, Ontario's Big City Mayors -
info ,ontariobigcitymayors.ca
N. Cooper, Director of Legislative and Information Services, Town of Ajax -
clerks ajax.ca
F. Lamanna, Clerk/Deputy CAO, Township of Brock -
fernanddo.lamanna(a�brock.ca
J. Gallagher, Municipality of Clarington, Municipal Clerk - clerks(a)-clarington.net
M. Medeiros, City Clerk, City of Oshawa - clerks(a-)_oshawa.ca
S. Cassel, City Clerk, City of Pickering - clerks pickering.ca
B. Jamieson, Director of Corporate Services/Municipal Clerk, Township of
Scugog - bjamieson(a)-scugog.ca
D. Leroux, Clerk, Township of Uxbridge - dleroux town.uxbridge.on.ca
S. Klein, Director of Strategic Initiatives - kleins whitby.ca
3 TFI Page 2 of 2
1' ' 1 �� ■ 1�' 111 ' ■ a re -1
Office of the Chief Administrative Officer
Strategic Initiatives Division
To:
Mayor and Members of Council
CC:
Sarah Klein, Director Strategic Initiatives
From:
Jade Schofield, Project Manager -
Sustainability & Climate Change
Date:
March 2, 2022
File #:
n/a
Subject:
Proposed Changes for the Next Edition
RI T ❑mdRTHIIXLML11in] RGH
WhitVd
by
Acknowledged by M. Gaskell,
Chief Administrative Officer
This memo is to advise Council that a draft of the next edition of 2 I-IV -LRVFI
Building Code (OBC) has been released and comments are being accepted until
March 13, 2022. Staff have reviewed it specific to how the proposed OBC changes
will impact energy performance and greenhouse gas emissions and affect the
Whitby Green Standard and have prepared the following recommendations for
❑ RX❑FLCV1FR❑VLGHM1R❑❑
Recommendation:
7KDW6WDI IEHGUHFWHGWRSURGHWKHFRPPHOIZ/KINKHPHPRUDORIURP6
.OHI)HFWRU6WUDWHJE,IYDWbdGDWHGODUFKUHJDUGCfBURSRMG
&KDIIHIRUWKH 1 HYV(GVVRQI2UDUE %E)GIMRGHWRWKH(El RBH01D0
5HJUVURl2OiDUBUHJDUGLDNKHFKDCEHWRWKH20YDUEZ%E)GCMRGHSHUWDI)
WRH@UJSHUIRUPDF�I-IDQJUHHQRMJDMPIRO
That the Clerk be directed to send correspondence to the Minister of Municipal
Affairs and Housing requesting the Province to:
x Ensure the adoption of the tiered National Building Code model immediately
results in higher Energy Efficiency Requirements across all building types in
comparison to the current OBC.
x Adopt the National Building Code model that includes the tiered standards
alongside a timeframe for advancement to higher tiers to ensure a pathway
towards net zero emissions and energy.
x Provide authority to municipalities to require increased performance in energy
efficiency through the implementation of tiered and advancing Green
Standards.
3 T❑
F- Facilitate capacity, education and training in the implementation of the Tiered
National Building Code model for municipal planning and building inspection
staff, developers, and homebuilders to help build capacity in areas such as
airtightness testing, building envelope design and building science.
3) That a copy of this correspondence and memorandum be sent to Durham Region
P XC]FLSD® 2 C MEQ❑ V19/dJ [& IWO DEFUVI
Background
The Ontario Building Code is updated approximately every five years. This code sets
out the requirements for new construction, renovation, and change of use of buildings.
The Ministry of Municipal Affairs and Housing has released a proposal for the next
edition of the Ontario Building Code, which includes how the Province intends to
harmonize with the updated national codes expected to be released in the Fall of 2022.
It is important to note that although the final National Building Code has not been
released, Provincial Governments have been provided with a final version in advance,
and the draft National Building Code is publically available.
Discussion:
The draft National Building Code indicates a tiered approach for energy performance.
This would mean that those with authority over the Building Code could choose to
require or incentivize builders to meet one or more tiers of the Code. This is an alternate
approach to the National Building CRC3-iVcurrent prescriptive requirements. This
stepped approach is important as it ensures that new development is advancing and
aligning with energy efficiency and greenhouse gas reduction goals over a period of
time. A stepped approach also allows municipalities to enforce Green Development
Standards through the Building Code Process.
The Environmental Registry of Ontario (ERO) has posted the proposed changes to the
Ontario Building Code and the Province is not proposing a Tiered code; instead, they
are proposing to adopt:
1. Tier 3 requirements of the National Building Code for part 9 buildings.
Part 9 buildings are defined as three or fewer storeys in height and smaller
than 600 m2 in area.
F Tier 3 for Part 9 buildings would maintain energy efficiency requirements
equivalent to the current 2017 Ontario Building Code resulting in no
improvements in energy efficiency requirements.
2. Tier 1 requirements of the National Building Code for part 3 buildings.
❑ Part 3 buildings are classified buildings exceeding 600 m2 in building area
or exceeding three storeys in building height.
F- From an energy efficiency perspective, Tier 1 for part 3 buildings would be
less stringent than the current 2017 Ontario Building Code and therefore
reduce the required energy efficiency of larger buildings.
3 T❑ Page 2 of 4
Whitby Green Standard
As of now, the Whitby Green Standard Tier 1 criteria indicates a minimum energy
performance of 15% above the 2017 Ontario Building Code regardless of building
classification. The Whitby Green Standard was developed to align with the proposed
Tiered National Building Code while also aligning with surrounding municipalities that
enact Green Development Standards as part of the development process.
The Province has indicated an 18 -month transition to the National Building Code,
meaning that by the time this comes into effect, Whitby would have advanced to version
2 of the Whitby Green Standard and will be requiring 25% increased energy efficiency
above the 2017 Ontario Building Code.
This proposal would put pressure on municipalities to increase the need for minimum
energy standards in Green Development Standards while continuing to prevent
municipalities in having authority to enforce Green Standards through the Building
Code.
Climate Change
7 KI1KSHfHQM 10+5 HJ LRQVARM U+Q< M -J DVW LWLRQ/FRP HIU;P _DQM VAn
2018, Durham households, businesses and other organizations paid $2.5 billion for fuel
and electricity. Electricity comprises 36%, and natural gas is 10% of these total costs
(Durham Community Energy Plan, 2019).
In order to align with local, Regional, Provincial, and Federal government climate goals,
a reduction in greenhouse gas emissions must take place. The proposed Tiered
National Building Code offers the opportunity to outline how these greenhouse gas
reductions will be achieved.
Whitby has developed a Whitby Green Standard to support the development of
complete sustainable communities. Support for Green Development Standards through
the Ontario Building Code will help ensure environmental, social and economic
innovation. It would facilitate an advancing pathway to net zero new buildings by 2032
and allow for deep energy retrofits to take place between now and 2050 in order to
achieve the climate goals for all governmental levels.
The proposed Provincial approach does not align with the Town 19AM-3 LRYUHV or the
Federal Governmentlig Greenhouse Gas emission reduction targets.
Affordability
Households that spend more than 6% of their after-tax household income on home
energy services (or roughly twice the national median) have high home energy cost
burdens, and are said to be experiencing energy poverty.
3 TF1 Page 3 of 4
According to the Canadian Urban Sustainability Practitioners Energy Poverty and Equity
Explorer, between 15 P 24% of Whitby households spend more than 6% of their
household income on heating and electricity costs.
Advancing stronger energy efficient Building Code requirements will ensure a reduction
of energy poverty pressures for owners and tenants of both new development and
retrofitted buildings. Sustained funding programs should be offered to bridge the gap
between standard building methods and green standard building methods for qualifying
affordable housing projects.
Studies show that energy efficient buildings have a quick payback meaning that the
increased cost to build or retrofit an energy efficient home will result in offsetting energy
savings over a number of years. It is more cost effective to build energy efficient homes
new than completing deep energy retrofits on existing buildings. However, all buildings
need to be upgraded to meet energy and climate pressures and by not advancing
energy efficiency standards in the Building Code, this will add future energy and retrofit
costs onto taxpayers in the future.
The Town recognizes the housing affordability crisis and by not increasing energy
efficiency improvements, one of the root issues of operational affordability for
homeowners will not be addressed.
3 Tn Page 4 of 4
MUNICIPALITY OF
CORPORATION OF THE MUNICIPALITY OF SOUTH HURON
322 Main Street South P.O. Box 759
Exeter Ontario
NOM 1S6
Phone: 519-235-0310 Fax: 519-235-3304
Toll Free: 1-877-204-0747
www. south huron.ca
March 15, 2022
Via Email to: amo@amo.on.ca
AMO
200 University Ave,
Suite 801
Toronto ON M5H 3C6
Re: Firefighter Certification
Council of the Municipality of South Huron received your correspondence dated
February 25, 2022, concerning the draft regulations regarding firefighter
certification at their March 7, 2022 Council Meeting. The following resolution was
passed:
Motion: 086-2022
Moved: B. Willard
Seconded: A. Neeb
That South Huron Council support AMO's February 25, 2022
correspondence, and the support letter be distributed to AMO, the Province
of Ontario, Premier, Ontario Municipalities, Solicitor General, and the
Ontario Association of Fire Chiefs.
Please find attached the originating correspondence for your reference.
Respe tfully,
d��
'Sue Johnso
Administrative Assistant
Corporate Services/Clerk's Department
Municipality of South Huron
519-235-0310 X 225
Encl.
3 TFI
MUNICIPALITY OF
CORPORATION OF THE MUNICIPALITY OF SOUTH HURON
322 Main Street South P.O. Box 759
Exeter Ontario
NOM 1S6
Phone: 519-235-0310 Fax: 519-235-3304
Toll Free: 1-877-204-0747
www.southhuron.ca
cc Premier Doug Ford
Ontario Municipalities
Solicitor General
Ontario Association of Fire Chiefs
3 HE❑
AMOA.%ociabon of
Municipalities Ontario
February 25, 2022
The Honourable Sylvia Jones
Solicitor General of Ontario
George Drew Building, 181h Floor
25 Grosvenor Street
Toronto, Ontario M7A 1Y6
RE: Firefighter Certification
Dear Solicitor General Jones,
Office of the President
Sent via e-mail: sylvia.jones@ontario.ca
I write to you concerning the draft regulations regarding firefighter certification in
response to the posting made on January 28, 2022.
To start, the brevity of the consultation process means that the AMO Board of
Directors (and we suspect, the vast majority of municipal councils), have not had a
chance to consider or review the proposed regulations in question. The Fire Marshal
of Ontario office's distribution of a written presentation to municipal officials, with
only three business days to the close of the consultation period, did not facilitate
thoughtful municipal review. We would also observe the two technical briefings for
municipal officials seemed to be hastily convened. The consultation notice asked for
invitations not to be shared. We are concerned that a lack of sharing, and not knowing
who was invited, likely contributed to the low municipal participation rates of these
sessions.
It is our view that this consultation process is not an example of the type of broad-
based municipal engagement necessary for regulations of this scale and scope. As
municipal governments are the employers and funders of fire services, we had
expected a more comprehensive and transparent consultation with our members.
We believe a more thorough engagement with the municipal sector is necessary for
the Ministry to fully appreciate the effects such regulations will have on municipal
governments and their fire services. We, therefore, would ask for a two-month
extension to afford an appropriate amount of time for the Ministry officials to brief
municipal leaders and for councils to be able to thoughtfully reply back on the draft
regulations to your Ministry. We understand that the smallest municipalities will be
affected the most by these proposed regulations. Ministry outreach must be targeted
especially to these communities.
200 University Ave. Suite 801 www.amo.on.ca Tel 416. 971.9856 Toll Free in Ontario
Toronto, ON, M5H K6 amo@a amo.on.(S ®F1 Fax 416. 971.6191 877.426.6527
2
Despite these consultation shortcomings, and without the benefit of broad-based
member input, we can offer some preliminary commentary for your consideration. In
principle, certification is a step in the right direction. Municipal governments are
supportive of efforts to modernize and enhance the professionalism of the fire
services that serve Ontario communities. That said, we would ask that the above
statement should not be construed or represented as an AMO endorsement of the
draft regulations.
AMO understands that the Ontario Seal would provide flexibility based on basic
National Fire Protection Association (NFPA) professional qualification standards
without requiring NFPA certification. To that end, the Ontario Seal proposed in the
current draft is an improved certification approach compared to earlier regulations
revoked in 2019.
Legacy provisions are very important to ensure that municipalities are not burdened
with unnecessary costs for retraining firefighters who have been adequately trained to
the level of service set by Council. We are pleased to see they are included. But such
provisions must also include measures which attract and retain volunteer firefighters
to serve within their communities. Additional training measures and certification must
not serve as an added impediment for those who wish to volunteer as firefighters.
Full-time fire fighters simply are not an option for most small, rural, and northern
municipalities. The Ministry must propose measures which assist and support
volunteer recruitment and composite fire services.
To date, AMO members and fire chiefs have advised that the Ontario certification
process will create additional training and new cost pressures on fire services. To that
end, it is our request that the Ministry provide some form of financial support during
the 4 - 6 -year implementation period. The level of support necessary should be based
on evidence from fire chiefs and should include the submission of detailed training
needs and expected impacts. We urge that fire chiefs be provided with a sufficient
period of time to submit detailed fiscal and training impacts to the Ministry and their
municipal councils. These training proposals can be used by the Ministry to design a
means of providing financial support for small, rural, northern, volunteer, and
composite fire services (or any service disproportionately burdened by certification)
over the 4 - 6 -year implementation period.
We should also point out that there is a distinction between providing local fire
services with the support necessary to complete training and the Ministry's support of
the Fire Marshal's office to carry out and complete certifications across Ontario. Both
need adequate resources to successfully complete certification.
Similarly, the regulatory in -force date (currentlyjuly 1, 2022), must be moved well into
2023 or 2024 to fully prevent any in -year municipal budget hits and allow for good
municipal financial planning. Of course, the level of multi-year provincial financial
support offered to support certification will have a bearing on the in -force date and
the adequacy of the lead up period.
200 University Ave. Suite 801 www.amo.on.ca Tel 416. 971.9856 Toll Free in Ontario
Toronto, ON, M5H K6 amo@a amo.on.(S ®F1 Fax 416. 971.6191 877.426.6527
3
As well, the certification process needs to be better aligned with the existing
Community Risk Assessments that fire services have been asked to complete by 2025.
It seems that the cart is being put in front of the horse. We would ask that these two
initiatives be better aligned.
We would also note that the provision of fire services to the unincorporated areas of
the province be addressed in an equitable manner to what is expected by municipal
governments. Provincial reliance on municipalities to deliver this service, without
paying for it, is not right or fair for municipal property taxpayers. This must also be
addressed.
I trust these comments will assist the Ministry with its next steps.
Sincerely,
Jamie McGarvey
AMO President and Mayor of Parry Sound
cc: The Honourable Steve Clark, Minister of Municipal Affairs and Housing
Debbie Conrad, Assistant Deputy Minister, Strategic Policy, Research and
Innovation Division, Ministry of the Solicitor General
Jon Pegg, Fire Marshal of Ontario, Ministry of the Solicitor General
Rob Grimwood, President of the Ontario Association of Fire Chiefs (OAFC), and
Deputy Chief, Mississauga Fire and Emergency Services
200 University Ave. Suite 801 www.amo.on.ca Tel 416. 971.9856 Toll Free in Ontario
Toronto, ON, M51-1 K6 amo@a amo.on.(S ®F1 Fax 416. 971.6191 877.426.6527
March 11, 2022
Mr. John Daly
Director of Legislative Services/Clerk
County of Simcoe
1110 Highway 26,
Midhurst, ON
L9Z 1 N6
BY EMAIL ONLY
Dear Mr. Daly:
30 LEWIS STREET
WASAGA BEACH, ONTARIO
CANADA L9Z 1A1
www.wasagabeach.com
Re: County of Simcoe Regional Government Review Service Delivery Task Force - Fire
Please be advised that the Town of Wasaga Beach Coordinated Committee, during its March
10, 2022 meeting adopted the following resolution:
"That the Community Services Section of Coordinated Committee receive the Chief
Administrative Officer's report on the County of Simcoe Regional Government Review
Service Delivery Task Force Fire Services Review for information;
Further that the Community Services Section of Coordinated Committee authorize the
Chief Administrative Officer to inform the County of Simcoe that the Town of Wasaga
Beach supports recommendations nine and ten of the Fire Service Review report;
And Further, that the Community Services Section of Coordinated Committee
authorizes the CAO to request that County Council, through the Regional Government
Review, formally request the Province to further review the interest arbitration system,
as the changes introduced in 2018 have not impacted wage increases awarded to the
fire services sector, often exceeding negotiated settlements for other municipal em-
ployee groups, continuing to place a financial strain on municipalities, and creating wage
compression with Fire Department leadership;
And Further, that as part of the review, the Province confirm that it is the employer's
responsibility to define the hours of work that best fits their circumstance rather than an
arbitrator awarding a change;
And that this motion be circulated to all municipalities in the Province."
Administration: (705) 429-3844 Building: 429-1120 Arena: 429-0412
Fax: 429-6732 By -L% 429-2511 Public Works: 429-2540
Planning: 429-3847 Parks
Rec. OZ -3321 Fire Department: 429-5281
-2 -
Attached is a copy of the report dated March 10, 2022. Your favourable consideration of this
matter is appreciated.
Should you have any questions, please contact me at cao(a was agabeach. com or (705) 429-
3844 Ext. 2222.
Sincerely,
orge Vadeboncoeur
hief Administrative Officer
Ipk
c. Wasaga Beach Town Council Members
Association of Municipalities of Ontario
All Municipalities in Ontario
3 1[[]❑
ASA
STAFF REPORT :° 1l
a,
N �" • s
TO: Community Services Section of Coordinated Committee
FROM: George Vadeboncoeur, Chief Administrative Officer 9pORATi-sID
SUBJECT: County of Simcoe Regional Government Review
Service Delivery Task Force - Fire Services Report
DATE: March 10, 2022
RECOMMENDATION
THAT the Community Services Section of Coordinated Committee receive the Chief
Administrative Officer's report on the County of Simcoe Regional Government Review
Service Delivery Task Force Fire Services Review for information;
FURTHER that the Community Services Section of Coordinated Committee authorize the
Chief Administrative Officer to inform the County of Simcoe that the Town of Wasaga
Beach supports recommendations nine and ten of the Fire Service Review report.
BACKGROUND
The County of Simcoe established a Service Delivery Task Force Committee of County
Council members to undertake reviews of the following services to determine if
efficiencies could be found leading to improved services to tax payers. The services
being reviewed are:
• Conservation Authority Services
• Fire Services
• Land Use Planning Services
Library Services
Transit Services
Water and Waste Water Services
• Storm Water Management Services — completed, no further action required
• Legal Services -- completed, no further action required
The subject of this report is the review of Fire Services.
3 �❑
The County engaged a third -party consultant to conduct a comprehensive review of Fire
Services in the County of Simcoe, identifying possible efficiencies and preferred Service
Delivery models including regional and sub -regional service models.
Through an RFP process, Pomax Consulting Inc. (Pomax) was selected by the County
to complete the review. The Pomax team commenced the project and municipal
engagement in May 2021.
On December 6, 2021 the County of Simcoe Regional Government Review Service
Delivery Task Force received the final report and passed a resolution requesting that the
report be sent to individual municipal Councils for review and comment.
The ten recommendations tabled with the Task Force are as follows:
1. "Share fire chiefs wherever possible. Examples of this include Innisfil and Bradford -
West Gwillimbury, and Penetanguishene and Midland. There is an expectation that
the number of responses will decline in the next few years as the province
implements Medical Priority Dispatch System (MPDS). An advantage of sharing
fire chiefs may be that the joint chief will find realistic ways to rationalize training,
prevention, public education, and stations. Essa Township has an opportunity to
share a fire chief with a neighbouring community or even amalgamating.
2. Share recruitment, intake, selection, training, and equipment in the same manner
as takes place in North Simcoe. Duplication of these processes can be expensive.
Sharing also supports consistency so that when the time comes that firefighters
from different departments have to work together at mutual aid or other major
incidents, they are familiar with common practices.
3. Share public education and prevention resources. This may not save money but
may accomplish consistency in neighbouring communities and may enhance
some communities that have inadequate resources.
4. Where possible consolidate fire services. This is not a minor step but it is one that
has been accomplished before when municipalities amalgamate or a decision is
made that shared services is best for a community
https://Iincoln.ca/news/2021 /06/media-releasetowns-lincoln-and-grimsby-embark-
shared-fire-service-pilot-project.
5. Several fire departments, during interviews, discussed establishing training
centres — some with the perspective of providing services for a fee to other fire
departments. Prior to taking those steps, partnerships should be discussed to
defray costs and to determine the best location for training centres. Training
centres that are established with the objective of defraying costs by renting to other
fire departments do not have a history of success.
3 1❑
6. Prior to considering building a new fire station, undertake a needs analysis
including response modelling and incident type. Fires may be an impetus for
establishing a new or additional fire station but sometimes medical incidents are
held out as part of the justification. Fires are on a downward trend. It is possible
medical responses will also trend downwards. Schedule 1 RGR 2021-357 Page
28 Simcoe County Fire Services Review Final Report Part 1 Page 127
7. Where possible, consider contracting services with a neighbouring municipality.
Ramara Station 2's response area is a possible opportunity as are responses to
areas that border other full time fire departments.
8. Employ the precept of closest or quickest vehicle responds. Although some form
of cost per call may have to be worked out using the closest fire resource delivers
service sooner.
9. Obtaining and understanding fire department data and information, particularly
outcome information to answer the question "Why are we doing what we are
doing?" should be the primary objective of all municipalities. It does not exist now
notwithstanding the efforts of some departments who are attempting to secure
information. This is a major undertaking that is not realistic for individual
departments but could be provided by the county on a cost recovery basis. We
recommend that municipalities work with the county to obtain that service, or the
county should establish the service and offer it to those municipalities who see it
as an advantage. During our interviews several CAOs envisioned the county as
being the data and information centre.
10. We recommend that representatives of Simcoe County and the municipalities form
a committee to further explore these recommendations, particularly the provision
of a data service by the county as noted in recommendation 9."
On February 1, 2022 staff received a letter from the County of Simcoe Clerk's Department
on behalf of the Service Delivery Task Force asking for feedback on the report.
At the February 10, 2022 Community Services Section of Coordinated Committee the
Fire Chief provided a report requesting that if Council members had comments
concerning the proposed efficiencies, service delivery models and recommendations
outlined in the review, that they provide such comments to the Chief Administrative
Officer.
DISCUSSION
Based on the feedback from individual Council members, it is felt two of the ten
recommendations found within the Pomax report warrant additional exploration.
Recommendation number nine supports the County providing data collection and
analysis services due to challenges for smaller municipalities undertaking the same
3 LL
exercise. While conducting interviews with municipalities, Pomax received comments
from several Chief Administrative Officers indicating that the County could assist as a
data and information centre. This would ensure that the data required to make decisions
is collected and what is collected is standardized across the County. One area identified
is outcome information, similar to the data collected by other emergency services. With
automation, training and building on data already collected for other purposes, this should
be fairly easy to implement.
Recommendation number ten supports the creation of a committee comprised of
municipalities and representatives of the County to further explore all of the
recommendations, in particular the provision of a data service by the County as noted in
recommendation nine. Some areas of interest include, sharing in the recruiting of
volunteer Fire Fighters, Fire Prevention and Training. It was noted that a "...significant
level of cooperation and sharing in Simcoe was identified..." as already occurring.
Although it was not considered as part of the review or a recommendation, some Council
members feel the disproportionate escalation of firefighter wages and benefits, supported
by the Arbitration system, is an issue that deserves attention and resources. It is
acknowledged that this is beyond a local issue and should be addressed by the province
as a priority as it impacts all fire services.
In discussing the recommendations with the Fire Chief, he is committed to reviewing all
aspects of his administration and operations to identify areas to improve efficiencies and
service delivery in the spirit outlined in the Promax Report.
Respectfully Submitted,
George Vadeboncoeur
Chief Administrative Officer
3 1❑
KAWARTHA
CONSERVATION
Discover• Protect• Restore
March 11, 2022
The Mayor and Members of Council
The Municipality of Clarington
40 Temperance Street
Bowmanville, ON LK 3A6
RE: Kawartha Conservation's 2022-2026 Strategic Plan
Dear Mayor Foster and Members of Council:
We are pleased to provide our Strategic Plan for 2022-2026 approved by our Board of Directors. This multi-year
document outlines our strategic goals and sets a clear direction for the organization through the next five years. We
have developed a new, streamlined vision and mission while staying true and consistent with the values that guide
our work daily.
Our Strategic Priority areas include:
x Restore and Protect
x Engage and Inspire
x Innovate and Enhance
We thank you for your contributions in the development of our strategic plan and believe the strategic plan aligns
well with our member municipalities. If you have any questions, please do not hesitate to contact me at extension
215.
Yours truly,
Mark Majchrowski
Chief Administrative Officer
Encls
cc: M. Dempster, Chief Administrative Officer
J. Gallagher, Clerk
R. Hooper, Director, Kawartha Conservation
KAWARTHA CONSERVATION
277 Kenrei Road, Lindsay, ON K9V 4R1
705.328.2271 Fax 705.328.2286
Kawa rthaConservati on.com
Our Watershed Partners:
�~
City of Kawartha Lakes • Region of Durham • Township of Scugog • Municipality of Claangton - ®n!�hip of Brock • Municipality of Trent Lakes • Township of Cavan Monaghan
conservation
ONTARIO
f - �-ft sir
'A`V,iV/A'MmMM'IVA
■
Strategic4PI an
rAV/!lm■■■
Table of Content
Message from the Chair and CAO
Vision
Mission..
Values
3 We would like to acknowledge that many
0
4 ou
0
5
Pll
OurStrategic Priority Area.............................................................................................................................7
Protectand Restore........................................................................................................................................................8
Engageand Inspire..................................................................................................................................................10
Innovateand Enhance......................................................................................................................................12
Kawartha Conservation Community Map......
2 — 2022-2026 Strategic Plan 3 HE
..........14
cbu
oudoot
IOU
0
r
It is on these ancestral and treaty lands
old
ouu
oul
ad
Message from
thl. ^hair and :At
Our 2017 2021 Strategic Plan started with the words
`The world is changing, our environment is changing."
That remains true now more than ever.
hat has changed is And we talked to people across the you. This plan provides guidance
the sentiment. It is Kawartha watershed about what is and direction as a responsive and
no longer enough most important to them and where EORVRWKWPWV
to merely share with people that
the world is changing, that the
environment is changing. It is no
longer enough to tell people what
they would like to see Kawartha
RVWRIRFWVVRWV
WI WIZ
The responses were both an
they can see everyday. We must now FWRRIWI<PSRWWR
work to bridge the gaps between we do, and a poignant reminder
what we see, what we know, what is
coming, and what we can do, as an
environmentally based organization,
as a community, and as individuals.
That is the basis for our direction
over the next several years.
Throughout the process of
developing this plan we started by
ORIAOO
critical roles, why is the work we
do important, and how we can best
assist our communities and the
SRSONI<:WOVKVW
about what they see, hear, asked
them to share their experiences.
of why we do the work: Focus
on protecting the health of the
watershed, focus on education, focus
on the science of change and change
management, focus on people, their
mental and physical health, their
ability to experience nature and the
outdoors... all of these in both new
and traditional ways.
As you browse the pages that
follow, this strategic plan is both a
commitment to and roadmap for a
and exceeds the changing needs of
our communities; and a plan that
recognizes the diverse needs of our
broad watershed community.
We all have a role to play in the
health of our lakes, rivers and
streams, in the health of our
landscapes to support the success
of our communities and in our
collective physical, mental, and
emotional well-being. This plan is a
blueprint for how we will contribute
to that success, health, growth, and
well-being, and we look forward to
communities to achieve results we
can all be proud of.
future that represents what we have Andy Letham, Chair
heard and been told matters most Mark Majchrowski, CAO
to the communities we serve and to
3 1❑
2022-2026 Strategic Plan — 3
Mission
To champion watershed health
as the recognized leader in
natural asset management.
ah—
3 7F] 2022-2026 Strategic Plan — S
;,I
' .fit 7 ,E
0 46
lio
04, '
�}, �• a • •rte _ �.
Oro
�fr•• rY t '.w SJ� • .ti � •w at yr
i�•' ' - .. �'. Y fig
�rY n' - I• n.r -;ice [' j �y � � b �' ..
i r. 1 • rt
f 1 r Y r�'� M 5 •y } f r. 5 r aro
V y! -. � ,� ' � _ : i� _ ate^* 1.'!� !�} - 'i ' _•> f�.' _ �yr� .
V ilk
40 -fw
PI
if
,, , * - 444 ! ■},. =yM.. r - + h '�
'7. r`' `7:*. - y ~ �� risF-''•7)Tifr�;r .y�y.. ..R S'� . .'{7•[�+�` a�
,.
Avv.'-IrL��3�{ �. � �4 �, •� , ■f •• i'r'k_. '
;'•/'-�S .3 •�' t�.� ' i rb �..
J C 1 { w Y J . R"• • r r -
11 ' Y
' - LLL � '` a.•�■a • � y � - d+� •*,.:,7
n _ f •'� If 114 .'�t .. •R .• •' i+.' • n�
Our Strategic
•iQrity rom..as
andVwR
Engage and Inspire
Innovate and Enhance
3 au 2022-2026 Strategic Plan — 7
Nrotect and Restore
lip Fe't
4 --
TT
TIF, wl"—
stewardship projects
Ensure the safety of people, property
and public infrastructure
3 Ell 2022-2026 Strategic Plan — 9
: cdo : CM
Innovate
��1 F n h a i
Enhance and employ meaningful performance measures to report on our progress
•:►� u
Share our stories to enhance community awareness
— 2022-2026 Strategic Plan
Ensure we have the resources we need to provide our services
ww
tW
Increase our organizational resiliency
�Rwp
HV
community
ansih✓
3 Ell 2022-2026 Strategic Plan —13
Community Map
City of Kawartha Lakes
Township of
Bro-ck
Township of
Sc ugog
T:
fu
W
W
el -
PORT
PERRI,
V
L�41 Lti � ir:: ry.
aMAELON
R+if3S..A
Urn PLEU 4r
Ckmmwvt km
A#= t. LN
Municipality
of Trent Lakes
Township of
Cavan Monaghan
Fb4ff%PWd Ckmat
Rrmotcommmaboo fth,re► AFM
,mm 0
Municipality of
C €arington
FacebooM
d@KawarthaConsery
InstagrarwJ
Linkedlrv*
Right to Read inquiry report RAS
U
MRSiRv
Ww
®o RWQ
LEW
go
EWMRD
L$FEFW
EW
ROOM
JAW19LRQ
BMEMF
RUE) RCS?
B1 Q�
SWAD
:/3
RXXI
LEW
Right to ReadBEFAW
LS(U A?
HRLO RBS/ RPQ
BMW RW EW
B
pEpa
PBRINW
RO
8WEE
EIRQ
RENLJF
®w
ijb)RQJ/
SLW fl8MRULW
IRAW
Ow
aw
ROE'Q
R Ago PWR
E Q
0C M89LW
RWOW
bw
pR
Bm�XAV
B
w
EKW
pCEW 14L V
W®/
SOD
MR
how
,UBRW
ak?a
=4w
aq4w
Ski
Ha4Ra
saw
LRW
AWY
pB
RimmV
AW)REU
OJR
DaW
Be&WE)OW
AM
BWI$
SM)
OR
go
DCS
MEW
Q
AV
REFORI
Le droit de lire
RfiUIRR®
ffisw
pRBP
mm
9ww
RMER 1
MIRL W
qvd
)RlgLjw
3
H