HomeMy WebLinkAbout2023-04-28Clarftwn
Electronic Council Communications Information
Package
Date: April 28, 2023
Time: 12:00 PM
Location: ECCIP is an information package and not a meeting.
Description: An ECCIP is an electronic package containing correspondence received by Staff for
Council's information. This is not a meeting of Council or Committee.
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next regularly scheduled meeting of the applicable Committee.
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April 28, 2023
Electronic Council Communications Information Package (ECCIP)
Pages
1. Region of Durham Correspondence
1.1 Invest Durham Annual Report 2022 - April 21, 2023 3
1.2 Proposed Durham Greener Buildings Program (2023-COW-16) - April 26, 18
2023
1.3 Recognizing Intimate Partner Violence Epidemic - April 27, 2023 89
2. Durham Municipalities Correspondence
3. Other Municipalities Correspondence
3.1 Township of Archipelago - Road Management Action on Invasive 92
Phragmites - April 21, 2023
3.2 Federation of Northern Municipalities - Bail Reform - April 23, 2023 95
3.3 Region of Waterloo, Protecting the privacy of candidates and donors - 96
April 24, 2023
3.4 Township of Puslinch - Road Side Litter on Highway 401 - April 26, 2023 98
4. Provincial / Federal Government and their Agency Correspondence
4.1 Environment and Climate Change Canada Recovery Planning Document 99
on the Species at Risk Public Registry - April 25, 2023
5. Miscellaneous Correspondence
5.1 Minutes of the Orono BIA dated April 17, 2023 101
5.2 Minutes of the Tyrone Community Centre Board dated April 19, 2023 103
5.3 Minutes of the Ganaraska Region Conservation Authority dated April 20, 105
2023
5.4 Kawartha Conservation Authority 2023 Draft Budget - April 24, 2023 138
Page 2
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: #2023-INFO-30
Date: April 21, 2023
Subject:
Invest Durham Annual Report 2022
Recommendation:
Receive for information
Report:
1. Purpose
1.1 The purpose of this report is to provide Council with a brief overview of the Region's
Economic Development and Tourism Division's 2022 activities and programs.
Included as Attachment #1 is The Invest Durham Annual Report 2022.
2. Background
2.1 The Economic Development and Tourism Division (Invest Durham) provides
updates on its activities and programming to the Planning and Economic
Development Committee regularly. The Annual Report is a high-level summary in
addition to these regular, more detailed updates.
2.2 The Annual Report summarizes activities undertaken by the various sections of the
Division which include Business Development and Investment, Agri -Food and Rural
Economic Development, Marketing and Cluster Development, and Tourism.
Page 3
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2.3 In addition, the Annual Report provides an economic snapshot, and contains
spotlights on entrepreneurship and innovation initiatives, sector development
initiatives, highlights from special programs and activities, as well as awards and
recognized achievements.
3. Previous Reports and Decisions
3.1 A Year -in -Review report from the Economic Development and Tourism Division is
provided annually.
4. Relationship to Strategic Plan
4.1 This report aligns with/addresses the following strategic goals and priorities in the
Durham Region Strategic Plan:
a. Goal 2: Community Vitality.
• 2.5: Build a healthy, inclusive, age -friendly community where everyone
feels a sense of belonging.
b. Goal 3: Economic Prosperity.
• 3.1: Position Durham Region as the location of choice for business
• 3.2: Leverage Durham's prime geography, social infrastructure, and
strong partnerships to foster economic growth
• 3.3: Enhance communication and transportation networks to better
connect people and move goods more effectively
• 3.4: Capitalize on Durham's strengths in key economic sectors to attract
high -quality jobs
• 3.5: Provide a supportive environment for agriculture and agri-food
industries.
C. Goal 5: Service Excellence.
• 5.3: Demonstrate commitment to continuous quality improvement and
communicating results.
5. Conclusion
5.1 The Invest Durham Annual Report will continue to be produced on an annual basis.
5.2 This report will be delivered to Durham Region area municipalities.
Page 4
6. Attachments
Attachment #1: Invest Durham Annual Report 2022
Respectfully submitted,
Original signed by
Brian Bridgeman, MCIP, RPP
Commissioner of Planning and
Economic Development
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Page 5
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Economic Developmen
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2022 was a year of booming growth in Durham, as the global economy began to
emerge from the effects of the pandemic. Invest Durham had an exciting year, as we
supported and celebrated several innovative projects and major investments.
The new Durham College Barrett Centre for Sustainable Urban Agriculture found a great
temporary home on Regionally owned lands. Ontario Power Generation broke ground on
what will be North America's first small modular reactor. We celebrated as the ribbon was
cut at Kubota's new Canadian headquarters.
With a return to in -person events, we welcomed prospective investors from international
markets to experience why Durham is in -demand. Invest Durham's business development
team grew; adding some necessary bench strength to service inbound investment
inquiries. This ensured Durham is positioned to land advanced automotive and clean
energy investments in the near term, leveraging our talented workforce.
We nurtured culinary industry change -makers at Feast on the Farm, and welcomed
visitors back at Gates Open. These events brought thousands to get a taste of place and
understand how farm reaches fork in Durham.
At the Invest Durham pavilion at the Collision
Conference —the world's premier gathering of
tech companies —an abundant farm market
stand showcased that Durham is a delicious
place to grow your tech businesses — appealing
to start ups with our vibrant and desirable
lifestyle.
Anticipation has built through the year as we
prepared our new five-year strategy to grow the
Region's economy. It sets out four bold economic
aspirations 30 years in the future for the Region's
people, vibrant places, accelerating sectors, and
creative identity.
Ready Set Future: A PLACE Blueprint for Durham
was approved in December 2022. Now, it's off to
the races.
Simon Gill
Director, Economic
Development and Tourism
Page 7
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Economic Snapshot
Booming Growth
• Average commercial and industrial building activity of more than
$900M annually over the past three years.
• Durham Region's population is expected to grow to 1,300,000
by 2051.
In Demand
• Oshawa census metropolitan area (Bowmanville to Whitby) is the
third fastest growing population in the country (2021 Census Data).
• Average industrial and commercial rental rates in the east Greater
Toronto Area have increased 49 per cent year -over -year, and 144
per cent in the past five years.
Talented
• Durham Region post -secondary student population continues to
grow, reaching more than 30,000 students annually.
• Durham College, Ontario Tech University and Trent University
Durham GTA rank among Canada's Top 50 Research Colleges
and Universities.
Innovating the Future
• Ontario Power Generation announces partnership with GE Hitachi
Nuclear Energy, SNC-Lavalin, and Aecon to construct North
America's first Small Modular Reactor (SMR) at the Darlington New
Nuclear Project site.
• Project Arrow, the first all -Canadian zero -emission connected
concept vehicle is engineered, built, and tested at at Ontario
Tech University.
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Business Investment Highlights
The following non -exhaustive list details some key new businesses, strategic investments
and retained/expanded businesses in Durham Region in 2022. Please note that this list
does not include any retail or franchise opportunities and may include opportunities that
our team did not directly support.
Excelencia Consulting locates
Canadian office in 1855 Accelerator,
Whitby.
Key2Enable has become a member
of 1855 Technology Accelerator and is
working on arranging resources for its
entry in the Canadian market.
Vegan Delights — Commercial Kitchen
and Bistro launched its commercial
kitchen in Whitby.
CloudTax locates corporate office in
1855 Accelerator, Whitby.
Durham Region welcomes investments
from FGF Brands and Hi Tech Bay to
Pickering Innovation Corridor.
Broccolini continues construction of
685,000 square foot facility at Garrard
Road in Whitby.
Atlantic Packaging expands its existing
facility to add paper manufacturing.
Agile Manufacturing expands to
Township of Brock.
TriBro Studios opens Sandy Beach
Studios, a 165,000 square foot creative
space with three sound stages in City of
Pickering.
Durham College's new Barrett Centre
of Innovation in Sustainable Urban
Agriculture, an urban farm on Regional
land in Ajax broke ground.
Kubota celebrates grand opening of
Canadian corporate headquarters in
Pickering Innovation Corridor.
Swegon North America opens new facility
and Canadian HQ in Town of Ajax.
Lastman's Bad Boy announce new
corporate HQ and distribution centre in the
Pickering Innovation Corridor.
General Motor's Oshawa Assembly adds
third shift, bringing jobs total to 2600 since
reopening.
Ontario Power Generation continues its
decade -long collaboration with Durham
College and Ontario Tech University
through a new $5-million investment.
Ontario Tech University's ACE Climatic
Wind Tunnel opens enhanced space with
Moving Ground Plane.
Federal government and Hamilton Oshawa
Port Authority announce nearly $30 million
dollar investment into upgrading and
extending the Port of Oshawa.
Page 9
4
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Business Development and Investment Attraction
0 Responded to 157 Business Investment
Inquiries — 28% Increase over previous year
Directly landed three investments: Keys2Enable,
Vegan Delights and Excelencia Consulting
10 national and
8 industry events,
9 inbound
international investment
conferences, and
delegations and
attraction missions
trade shows
site tours
In 2022, Invest Durham substantially advanced Regional relationships with important
partner organizations for investment attraction, particularly with senior government
investment attraction agencies both domestically and internationally. These senior
agencies, or senior government staff of foreign governments, are critical to successfully
attracting investment. Strong relationships result in an awareness of Durham's brand,
reputation, and value proposition for investment, and prospective investments are
referred to Durham through these agencies.
Entrepreneurship and Innovation
Invest Durham supported a wide range of innovation and entrepreneurship
organizations and initiatives, including:
• Spark Centre
• Synergy Pioneer Program
• 1855 Accelerator
• Business Advisory Centre of Durham
(BACD)
• Durham Entrepreneurship Ecosystem
• OPEN.innovate Creative Arts Incubator
of Durham Region
• Digital Main Street
• SiberXChange and SiberX Canadian
Women in Cybersecurity
• Collision Conference
• Ontario Shores' Mental Health
Innovation Incubator
• Durham Region International Film
Festival Emerging Filmmaker
Incubator
• The Durham Regional Technology
Development Site, a part of the
Ontario Vehicle Innovation Network
(OVIN), a provincial network
of advanced mobility support
organizations. The local partnership
Includes the Spark Centre, Ontario
Tech University, Durham College and
Durham Region/Invest Durham
Page 10
5
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Marketing
Promoting Durham Region for new investment and job creation.
Invest Durham Marketing Initiatives
Teamed up with Durham's local innovation
community —including the eight local municipal economic
development teams; three post -secondary institutions; as
well as 1855 Accelerator; and Spark Centre —to showcase
Durham Region's exciting development potential to
businesses and investors at Collision Conference, resulting
in more than 1000 connections.
Supported 2 Access 10 events to foster entrepreneursl
and promote innovative technological solutions in
the community.
(9 145% increase on Average Time spent on
InvestDurham.ca between 2020 and 2022
• 1387 subscribers following the launch of a
Weekly Careers Round Up Linkedin Newsletter
• 1,241,551 impressions of four -article series in
Financial Post about Durham Region's value
proposition for investment.
Page 11
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Tourism
With promotions to bring tourists to Durham limited by the pandemic, Durham Tourism
focused significant effort on supporting local tourism businesses and operators as many
experienced the most severe impacts to their business due to restrictions.
Initiatives included:
• Shop Where You Live, Shop in Durham
campaign —a joint effort with Durham's
Chambers of Commerce and Boards
of Trade achieved a 61% year over year
growth of the campaign landing page.
• Downtowns of Durham project —the
website grew to reach over 62,000 page
views in 2022, an increase of 7% over 2021.
Other key initiatives include:
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• The creation of a Township of Brock tourism website;
partnership with North Durham events such as
Winding Roads Festival, Mural Marathon, and the
Uxbridge Holiday Trail.
• Celebrated the arts, culture and creative industries
through partnerships with events such as Small
Town Big, The OMA's, Springtide Music Festival, The
Troubadour Series and Culture Days.
• Supported the establishment of the inaugural
Oshawa Orientation Experience event in partnership
with the Greater Oshawa Chamber of Commerce,
City of Oshawa, Durham College, Ontario Tech
University, Trent University, Downtown Oshawa
Business Alliance, Central Counties Tourism and the
province of Ontario.
• Welcomed 150 guests to Feast on the Farm —an
event supporting industry changemakers who are
championing regenerative farming and sustainable
practices —in partnership with the Culinary
Tourism Alliance.
Page 12
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Twitter
8,394 followers
131,000 impressions
Engagement rate 2.4%
Tourism Initiative
Tourism
Instagram
9,363 followers
835,000 impressions
Engagement rate 4.1%
GTE OPEN
FIND YOUR FLAVOUR
Durham Tourism and Durham Farm Fresh
co -hosted Gates Open: Find Your Flavour
in October 2022. Gates Open is an annual
celebration for Durham Farm Fresh
members to "open their farm gates" and
offer free, educational and experiential
activities. Gates Open provides a
platform for farms that are not typically
open for visitors to participate in an
on -farm diversified use. The 2022 event
showcased 10 farms in Durham's vibrant
agriculture sector to 2,500+ visitors. The
event received funding support from the
Reconnect Ontario granting program.
Facebook
6,571 followers
290,000 reach
Increase +1%
.durhamtourism • Follow
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durhamtourism We had another great
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Gates Open is a free, annual
celebration of loca€ farmers, producers
and rreators right here in DurhamRegion. Gates Open features on farm
education, demonstrations, sampling
and so much more. It also serves as a
kirk off event to Ontario Agriculture
Week in Durham Region.
Ontario Ag Week is dedicated to
celehrating the abundance of food
our farmers produce, the Ontarians
our industry employs, the rural
communities we support and the
economic engine we fuel.
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Sport Tourism
In 2022, Durham Region was selected to host the 2023 Ontario Parasport Games from
February 3 to 5, 2023.
Under the leadership of Sport Durham, a Games Organizing Committee (GOC) was
formed of more than 60 members. Activities included:
• Planning for Opening Ceremony, dinner, and reception
• Coordination of 11 sport competitions and 4 demonstration/try-it sessions
• Organization of food, accommodations and transportation of nearly
500 participants
• Improving accessibility for participants
• Securing sponsorships
• Games promotion and 100-day Countdown event
Parasport Games Partnerships
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• AccessNow mapping of Games • A pilot program to add more adaptive sport
venues and municipal facilities and recreational opportunities at Durham
A pilot training program for College and Ontario Tech University
•
accessible sport athletes • Inclusive Athlete's Lounge
• Sensory support kits at libraries • Collection of donations in support of
and Games venues Feed the Need in Durham
Page 14
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Rural and Agriculture
70 participants in Thinking of
Diversifying Your Farm webinar series
Completed the Uxbridge
Downtown Revitalization
Strategic Plan and Action
plan in partnership with the
Township of Uxbridge
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In June 2022, Regional Council endorsed
the Growing Agri -Food Durham Plan. A
5 Year Plan to Grow the Agri -Food Industry
in Durham Region. This is an Action Plan
associated with the Ready Set Future
Regional Economic Development Strategy
and focuses on advancing agri-food as a
priority cluster for the region of Durham.
Page 15
im
\ Invest
Durham
2022 Invest Durham Annual Report
53% 37%
increase in film production
days in Durham Region
from 2021 to 2022
Broadbanf'
in film production projects
in Durham Region from
2021 to 2022
The Region of Durham advanced
the 2019 Broadband strategy by
incorporating the Region's broadband
municipal services corporation, Durham
OneNet Inc. to design, build, and operate
the Regional Broadband Network.
Visit DurhamOneNet.ca to learn more.
Helped to coordinate 65 film
and television productions in
Durham Region
11
cl■ Invest
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Awards
Economic Development Awards
• Invest Durham's Timeline of Innovation
Ad won an Economic Developers
Association of Canada (EDAC)
Marketing Canada Award in the
category of Single Advertisement;
an International Economic
Development Council (IEDC)
award for Excellence in Economic
Development; as well as an IEDC
Bronze Award for the print version.
• The Durham is Home Social
Media Campaign won a EDAC
Marketing Canada Award in the
category of Social Media/Apps.
• Tap into Talent campaign earned
an EDAC Award in the Advertising
Campaign category.
• EDCO Economic Development Awards
— Finalist; Shop Durham Region
Marketplace, in collaboration with
Whitby BIA, Finalist; Energy Campaign.
7170
DURHAM
REGION
2022 Invest Durham Annual Report
AVA Digital Awards:
• Invest Durham Value Prop
Video — Platinum
• Invest Durham Tap into
Talent Video — Platinum
• Invest Durham Ag Careers
Series — Honourable Mention
• Invest Durham Timeline of
Innovation Campaign — Platinum
• Invest Durham Energy Campaign
— Honourable Mention
MarCom Awards:
• Invest Durham Innovation
Ad Series — Gold
• Durham at Collision — Trade Show
Exhibit — Honourable Mention
• Invest Durham Timeline of
Innovation Campaign — Platinum
• Invest Durham Energy Campaign
— Honourable Mention
THIS LETTER HAS BEEN FORWARDED
TO THE EIGHT AREA CLERKS
April 26, 2023
June Gallagher
Clerk
Municipality of Clarington
40 Temperance Street
Bowmanville, ON L1 C 3A6
Dear June Gallagher:
RE: Proposed Durham Greener Buildings Program (2023-
The Regional
COW-16), Our File: D19
Municipality of
Durham
Corporate Services
Council of the Region of Durham, at its meeting held on April 26,
Department —
2023, adopted the following recommendations of the Committee of the
Legislative Services
Whole:
Division
"A) That Regional Council endorse the Durham Greener Buildings
605 Rossland Rd. E.
Program with an estimated 2023 cost of $150,000 as described
Level 1
in Report #2023-COW-16 of the Chief Administrative Officer, to
PO Box 623
be funded through the 2023 Office of the Chief Administrative
Whitby, ON L1 N 6A3
Officer Business Plans and Budget;
Canada
B) That staff be authorized to negotiate and award a single source
905-668-7711
1-800-372-1102
agreement with the Windfall Ecology Centre to deliver the
Durham Greener Buildings Program for a period of three years
durham.ca
(2023-2026);
Alexander Harras
C) That the Commissioner of Finance or designate be authorized
M.P.A.
to execute the necessary documents related to this single
Director of
Legislative Services
source agreement and any ancillary agreements in forms
& Regional Clerk
satisfactory to the Regional Solicitor and Commissioner of
Finance, to support joint implementation of the Program, as
required;
D) That Regional Council provide a letter of support to the Windfall
Ecology Centre for their funding application to the federal Deep
Retrofit Accelerator Initiative (DRAT) to enable enhancements to
the proposed Durham Greener Buildings Program that will aim
to facilitate deep energy retrofits of commercial, multi -unit
residential, and institutional buildings; and
E) That Report #2023-COW-16 and associated resolution(s) be
forwarded to local area municipalities, the Ontario Ministry of
If you require this information in an accessible format, please contact 1-800-372-1102 extension 2097.
Page 18
Municipal Affairs and Housing, the Ontario Ministry of Energy, Natural Resources
Canada, and the Federation of Canadian Municipalities for information."
Please find enclosed a copy of Report #2023-COW-16 for your information.
Alexander Harras,
Director of Legislative Services & Regional Clerk
AH/ks
Enclosed
c: E. Baxter-Trahair, Chief Administrative Officer
Page 19
If this information is required in an accessible format, please contact 1-800-372-1102 ext. 3803
The Regional Municipality of Durham
Report
To: Committee of the Whole
From: Chief Administrative Officer
Report: #2023-COW-16
Date: April 12, 2023
Subject:
Proposed Durham Greener Buildinas Proaram
Recommendation:
That the Committee of the Whole recommends to Regional Council:
A) That Regional Council endorse the Durham Greener Buildings Program with an
estimated 2023 cost of $150,000 as described in this report, to be funded through the
2023 Office of the Chief Administrative Officer Business Plans and Budget;
B) That staff be authorized to negotiate and award a single source agreement with the
Windfall Ecology Centre to deliver the Durham Greener Buildings program for a
period of three years (2023-2026);
C) That the Commissioner of Finance or designate be authorized to execute the
necessary documents related to this single source agreement and any ancillary
agreements in forms satisfactory to the Regional Solicitor and Commissioner of
Finance, to support joint implementation of the Program, as required;
D) That Regional Council provide a letter of support to the Windfall Ecology Centre for
their funding application to the federal Deep Retrofit Accelerator Initiative (DRAI) to
enable enhancements to the proposed Durham Greener Buildings program that will
aim to facilitate deep energy retrofits of commercial, multi -unit residential, and
institutional buildings; and
E) This report and associated resolution(s) be forwarded to local area municipalities, the
Ontario Ministry of Municipal Affairs and Housing, the Ontario Ministry of Energy,
Natural Resources Canada, and the Federation of Canadian Municipalities for
information.
Page 20
Report #2023-COW-16
Report:
Purpose
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1.1 This report seeks Council endorsement of the proposed Durham Greener Buildings
Program (the `Program'), which is designed as a comprehensive voluntary energy
benchmarking and disclosure program to help owners and managers of commercial,
multi -unit residential, and institutional buildings gain insights into energy and water
consumption, how it compares to similar buildings, and build capacity for energy
retrofits in the existing building sector.
2. Background
2.1 The Council -endorsed Durham Community Energy Plan (DCEP) outlines the
Region's ambitious strategy to reduce greenhouse gas (GHG) emissions and
facilitate the transition towards a clean energy economy. Through the DCEP
development process, a low carbon pathway was developed which calls for deep
retrofits across all existing buildings in the Region as a key strategy to reduce GHG
emissions.
2.2 Council endorsement of the Durham Greener Homes program, which is designed as
a comprehensive voluntary residential retrofit program to support Durham Region
homeowners undertaking energy conservation improvements on their property, was
a critical first step in achieving emissions reductions in the Region's single family
housing stock. However, there currently exists a gap in providing support for larger
commercial, multi -unit residential and institutional buildings to unlock deep energy
retrofits. The Durham Greener Buildings programs therefore aims to address this
gap and responds to the one of the priority recommendations in the DCEP.
2.3 The Durham Greener Buildings program will also support building owners and
managers in complying with the Province of Ontario's
Energy and Water Reporting and Benchmarking (EWRB) Initiative, which requires
most owners of building types that are over 100,000 square feet and larger to report
their building's energy and water consumption annually to the province. However,
compliance rates with this regulation are estimated to be relatively low to -date
among buildings in Durham covered by the regulation (estimated at less than 35 per
cent) and as such, the Program will be designed with an aim to increase regulatory
compliance, as well as encourage voluntary reporting of energy and water usage
data.
2.4 Since most institutional (including municipally -owned) buildings are required to
report to the province under the Electricity Act, they are not required to report under
the EWRB regulation. However, to demonstrate community leadership on climate
action, program implementation will also focus on the benchmarking and disclosure
of energy and water usage data of municipally owned, and other broader public
sector buildings.
Page 21
Report #2023-COW-16
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2.5 The federal government's Green Buildings Strategy targets a net -zero emissions
and climate -resilient buildings sector by 2050, with an interim goal of 37 per cent
emissions reduction from 2005 levels by 2030. To achieve this ambitious target, the
Strategy highlights deep energy retrofits as a significant emissions reduction
opportunity but warns that retrofits being undertaken are not going far enough in
terms of emissions reduction and increased efficiency. It therefore calls for
transformative and innovative programs and investments towards deep
decarbonization.
2.6 The federal government's Deep Retrofit Accelerator Initiative (DRAT) provides a
unique opportunity to facilitate deep energy building retrofits and enhance the
Region's proposed program. It provides a non -repayable contribution for projects
that identify and/or aggregate deep retrofit projects, guides building owners in the
process of implementing retrofit projects, identifies available funding and financing
to support retrofits, and conducts capacity building activities, such as developing
novel approaches to deep retrofits. The DRAI initiative will thus provide additional
support to enable program enhancements to mobilize deep energy building retrofits
and align with federal emission reduction targets.
3. Program Design Approach
3.1 The approved 2023 Business Plans and Budget includes $150,000 for the
implementation of a Region -wide energy benchmarking and disclosure program,
including the development of the conceptual program design and engagement with
key stakeholders. Over the past seven months, Regional staff undertook research
and analysis to develop a conceptual program design model. Key program design
phase activities included:
a. Cross -jurisdictional program analysis: review of mandatory and voluntary
energy benchmarking programs across North America to evaluate main
characteristics, identify best practices and success factors, draw on lessons
learned, and identify challenges and opportunities to inform program design.
Through detailed research and interviews with energy benchmarking experts
across North America, the following advantages of a benchmarking program
were identified:
• enables building owners to benchmark their energy data and share best
practices on energy conservation;
• creates opportunities to optimize building operations and maintenance
practices;
• facilitates building energy efficiency improvements to generate savings;
• helps stimulate market transformation and uptake of energy efficiency
technologies; and
• prepares industry stakeholders and local governments with future
energy benchmarking policies, and
Page 22
Report #2023-COW-16 Page 4 of 9
• helps achieve corporate and community environmental sustainability
goals.
b. Market characterization: primary market research analysis was conducted to
gather available data on the building stock in the Region including location,
size, and ownership of buildings that fall within the provincial EWRB reporting
requirements to understand the market potential for the program. This process
involved identifying key groups to target based on Class and building
archetypes (commercial, multi -unit residential, social housing, etc.) to optimize
program delivery and maximize program uptake. This helped identify
predominant building types which offer the greatest GHG emissions reduction
potential and provide an indication of the market potential for the program.
C. Interviews with program partners and stakeholders: the program was
developed in collaboration with local area municipalities and involved
consultation with key building industry stakeholders and utility companies
(OPUC and Elexicon) to gather input, highlight key considerations, and identify
challenges and opportunities. Feedback was incorporated into a revised
program model to ensure effective program implementation. An engagement
summary is provided below, with further details included in Attachment #1 to
this report.
Summary of engagement:
• Program benefits/ advantages: increased transparency and
accountability around energy usage/ consumption, easier building
comparisons, supports operational energy and water efficiency
tracking, market development for energy retrofits.
• Appropriate incentives: stakeholders expressed interest in awards
events for public recognition, marketing tools, information to support
capital spending and asset management, and deployment of
incentives through Green Development Standards.
• Appropriate support: capacity and staff resources to support the
program, leveraging Energy Star Portfolio Manager (ESPM), and
encouragement where Durham Region leases.
• Potential challenges: fear/hesitation around public disclosure,
uncertainty with too many reporting programs, difficulty with program
marketing and identifying contact(s).
Page 23
Report #2023-COW-16
4. Program Summary
Paae 5 of 9
4.1 At full implementation, the program will be available Region -wide and will be
designed to increase awareness among key building industry stakeholders (e.g.,
building owners, managers, and tenants) with an aim to create demand for energy
efficiency improvements. The Region envisions this building benchmarking and
disclosure support program as a first step in the development of a comprehensive
platform to mobilize deep energy retrofits in commercial, institutional, and multi -unit
residential buildings, which will be subject to further Council approvals. The Program
will complement and expand on the Durham Greener Homes program, which is
primarily focused on enabling deep energy retrofits in the Region's single family
housing stock. The Program will feature the following elements which would be
phased over a three-year period (a more detailed timeline is provided below in
Section 4.6):
a. Help Desk and training support services to build familiarity with ESPM and
energy benchmarking;
b. Building Challenge website with energy efficiency tools and resources;
C. Peer -to -peer business network focused on building capacity around deep
energy retrofits; and
d. Annual Region -wide energy benchmarking community building challenge or
recognition event to celebrate buildings that have made strides towards
improving their energy efficiency and reduce energy consumption.
4.2 Staff propose that Windfall Ecology Centre be engaged through a single source
agreement to implement the program features outlined below. Windfall Ecology
Centre was selected to deliver the Durham Greener Homes program through a
competitive procurement process conducted in 2021. Given the anticipated
interoperability between the Durham Greener Homes program, and Durham
Greener Buildings program, as well as Windfall Ecology Centre's past and current
experience with programs of a similar nature — including the
Ontario Benchmarking Help Centre, and the
ClimateWise Building Challenge in York Region. a single source agreement would
avoid significant inconvenience and duplication of costs.
4.3 Program implementation will initially focus on benchmarking and disclosing energy
and water usage data of municipally -owned buildings to demonstrate community
leadership to the broader community on acting on climate change. The program
targets a 70 per cent compliance rate or 600 buildings from the broader public
sector (BPS) over a three-year implementation period across the Region (2023-
2026). This will require support from local area municipalities in streamlining data
collection and facilitating program outreach. The program will subsequently target
building owners of commercial, multi -unit residential and institutional buildings and
target an EWRB compliance rate of 70 per cent or 450 commercial buildings in
sharing data through participation in the program (over a three-year period).
Page 24
Report #2023-COW-16
Paae 6 of 9
4.4 Figure 1 below provides an overview of how building owners would interact with the
program elements:
Figure 1: Durham Energy Benchmarking Program Overview
The current process for reporting to the EWRB program
Collect building information
Create account with ENERGY STAR
Complete
Submit Data to the
EWRB by completing
Request an
y including gross floor area, building y
EWRB ID
Portfolio Manaer
g
Data
y ♦
a Data Reporting
age and type
and
upload building data
Verification
if required*
Template shared by I
the Province
---------------------------------------------------
Proposed interaction with Durham's program
Sign up for
Durham's Receive additional support and incentives for reporting
Benchmarking
Program
Submit Data to
Durham via either
reporting template or
sharing/exchanging
data
--------------------------------------------------------------------------------------------------------------------
*If the building is 100,000 square feet or larger, reported data must be verified by a certified professional the first year you report, then every five years.
4.5 The program will help address challenges around building retrofits, namely arduous
data collection requirements and the lack of a standardized, one -size -fits -all
approach which creates uncertainty around implementing energy retrofits and
identifying suitable energy efficiency measures. The program will therefore build
understanding of energy/ emissions at the whole building level and help inform
decision -making to support building energy retrofits.
4.6 Program implementation will be conducted over a three-year period and will focus
on improving energy efficiency in buildings across the Region. In the pre -launch
phase, the Region will finalize contracts with a partner organization and establish
working groups, develop communication and engagement strategies, and establish
budgets for key deliverables. The timeline and key deliverables for successive years
is provided below:
a. Year one will involve the launch of the Building Challenge, outreach to
commercial buildings, engagement with municipalities and educational
facilities, and the promotion of a peer -to -peer business network;
b. Year two will focus on program evaluation and modification, continued
outreach and communication efforts, and recruitment for the business network;
and
c. Year three will be similar, with additional meetings for the business network
and data requests.
5. Program Enhancement — Durham Building Retrofit Accelerator
5.1 Layered on to the Durham Greener Homes (DGH) Program's retrofit concierge
service model and building on the energy benchmarking program, the Durham
Page 25
Report #2023-COW-16 Page 7 of 9
Greener Buildings Program would be designed to mobilize deep energy retrofits of
institutional, multi -unit residential, and commercial buildings.
5.2 This additional retrofit accelerator service will require funding beyond what is
included in the Council -approved climate change operating budget. As such,
Regional staff are proposing to work with Windfall Ecology Centre to develop a
funding application to the federal government's Deep Retrofit Accelerator Initiative
(DRAT) to seek additional support to enable program enhancements which includes
potential program activities listed below:
a. Support building energy labelling and compliance;
b. Hands-on energy coaching;
C. Providing ASHRAE-level energy audits;
d. Broaden capacity building activities; and
e. Financing options to support deep energy retrofits.
5.3 Implementation of these activities through DRAI is envisioned to happen concurrent
with the energy benchmarking and disclosure aspects of the program that are
described in section 4 of this report. Implementation will require a mix of partners
that must come together for large-scale retrofits including municipalities, architects,
contractors, community organizations, investors, and manufacturers. To achieve
new levels of performance, the initiative requires insights from new disciplines and
sectors, such as data science, logistics, and marketing. Given Windfall Ecology
Centre's experience in administering the Durham Greener Homes program and its
relevant skill set, technical resources, capacity, access to data, and familiarity with
local builders, energy advisors, and contractors, Windfall Ecology Centre is uniquely
positioned to bring these actors together and support Durham Greener Buildings
program implementation alongside Durham Greener Homes.
6. Financial Implications
6.1 The total estimated Regional cost of this program is $450,000 over three years
(2023-2026). The approved 2023 Office of the Chief Administrative Officer includes
$150,000 for this program, and a similar will be budgeted annually subject to
Council approval through the Annual Business Planning and Budgets process.
6.2 As per Appendix C of the Purchasing By-law (#16-2020), single source purchases
are permitted if additional deliveries by the original supplier for goods/services not
included in initial procurement if a change of supplier cannot be made due to
interchangeability/interoperability with existing goods/services from initial
procurement and would cause significant inconvenience or substantial duplication of
costs. With Council approval of the recommendations in this report, Regional staff
will negotiate a single source agreement with the Windfall Ecology Centre with
Page 26
Report #2023-COW-16 Page 8 of 9
terms and conditions satisfactory to the Regional Solicitor and Commissioner of
Finance.
6.3 Additional funding through the DRAI application, if successful, will be used to
support the development of a retrofit accelerator program enhancement.
6.4 In the case that the Windfall Ecology Centre is not successful in securing DRAI
grant funding, the project team will explore alternate funding opportunities to support
program enhancements.
7. Next Steps
7.1 The Program has been designed with insights from local market research, focus
groups, comprehensive research and analysis of energy benchmarking and
disclosure programs across North America. Program development also involved
consultations with key stakeholders including local area municipalities, local energy
utilities, building industry representatives, and energy efficiency experts. Discussion
with local utilities involved exploring potential opportunities and/ or synergies to
support alignment with complimentary utility programs.
7.2 Staff propose to collaborate with Windfall in developing program enhancement
activities, explore potential partnerships to develop a local/ regional building retrofit
accelerator to support program implementation, and collaborate with third -party
financing partners to create pipeline of building retrofit projects. The DRAI funding
will enable enhancement of the Program and help build a retrofit economy around
commercial, multi -unit residential and institutional buildings in Durham Region
through actions that support deep decarbonization. This will support implementation
of the DCEP and reduce GHG emissions in the building sector.
7.3 Key next steps for program implementation include:
a. Regional Council endorsement of program concept;
b. Regional Council support to provide a Letter of Support to Windfall Ecology
Centre and relevant organizations seeking DRAI funding to enable program
enhancements and facilitate deep energy retrofits of commercial and
institutional buildings; and
C. Negotiation of supporting agreements with partners relating to program
implementation.
7.4 For additional information, contact: Nayel Halim, Policy Advisor — Sustainability, at
905-668-7711, extension 3803 or Ian McVey, Sustainability Manager, at 905-668-
7711, extension 3803.
7.5 Approved by Sandra Austin, Executive Director Strategic Initiatives, 905-668-7711,
extension 2449.
Page 27
Report #2023-COW-16
Paae 9 of 9
8. Relationship to Strategic Plan
8.1 This report aligns with the following strategic goals and priorities in the Durham
Region Strategic Plan:
a. Goal #1 — Environmental Sustainability
• Accelerate the adoption of green technologies and clean energy solutions
through strategic partnerships and investment; and
• Demonstrate leadership in sustainability and addressing climate change.
9. Attachment
9.1 Attachment #1: Energy Benchmarking Program Final Report and Engagement
Summary
Respectfully submitted,
Original signed by
Sandra Austin
Executive Director, Strategic Initiatives
Original signed by
Elaine C. Baxter-Trahair
Chief Administrative Officer
Page 28
Introba
FINAL REPORT
Durham Region
Benchmark*ing
Program
Last updated: March 17, 2023
JOjp�he�elebr�t�„ Join the celebration!
Page 29
i Contents
1. Introduction
5. Engaging Stakeholders
• Context
Approach
• Project Scope
What We Heard
2. The Benchmarking Landscape
6. Recommendations for Program Design
• What Is Building Energy Benchmarking?
Overview of Recommendations
• Benefits Of A Benchmarking Program
• Participation By Building Type
• Benchmarking Across North America
• Program Targets and Phasing
• The Landscape In Ontario
• Roles And Responsibilities
• The EWRB
• Strategic Partnerships
• The BPSAccountablhtyAct
• Support For Building Owners
• Utility Data Sharing
• Ask Owners To Share Their Data With Durham Directly
• Why Does Durham Need A Benchmarking Program?
0 How Should Owners Be Asked To Share Data?
3. Best Practices in Benchmarking Programs ams
• Flow Chart Of Proposed Process
• Approach
• Expand Utility Data Access
• What We Found
• Outreach
• Data Disclosure
4. Durham's Building Market
• Driving Change
• Methodology
• Findings
• Key Takeaways
• Target Markets
f��� Introba Page 30 2
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CONTEXT
On January 29, 2020, Durham Regional Council voted to declare a climate
emergency. To act on this direction, Region of Durham is implementing programs to:
• Build more resilient infrastructures, communities, and natural systems to reduce
the impacts of climate change, and
• Reduce greenhouse gas emissions and strive to be a carbon neutral community.
The Durham Community Energy Plan calls for deep energy retrofits across all
existing buildings in the Region as a key strategy to reduce GHG emissions and
transition to a clean energy economy. In April 2022 the Region launched Durham
Greener Homes, a deep energy retrofit program focused on the residential sector
and single-family homes and is now interested in taking steps to enable emissions
reductions in other segments of the building sector — including commercial,
institutional and multi -unit residential buildings. The Region understands that
building energy benchmarking is a key first step to improving GHG performance
in the building sector.
urham
Greener
6, Homes
ri�� Introba Page 32 4
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PROJECT SCOPE
Durham engaged Introba to support the development of a building energy
benchmarking program for commercial, institutional and multi -unit residential
buildings across the Region.
Project steps included the following:
• Understanding the benchmarking landscape in Ontario
• A best practice review of other benchmarking programs
• Characterization of Durham's building stock and exploration of target markets
• Drafting a program structure
• Stakeholder engagement to solicit feedback on the draft program structure,
further understanding the potential value and ideal nature of an energy
benchmarking program in the Durham Region, as well as the barriers to (and
means of encouraging) participation
• Providing final recommendations for program design and implementation
FP,1.3 Introba
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WHAT IS BUILDING ENERGY BENCHMARKING?
Energy benchmarking is the process of measuring and tracking a building's energy performance over time and comparing the
data with peers. Benchmarking programs often include disclosure, the process of making benchmarking data available and/or
visible to a range of stakeholders, including local governments, peers, and the public.
While benchmarking is simply the process of understanding performance, studies have shown that benchmarking and disclosure
drive action and yield cumulative average energy savings of 7% to 14% over 4-5 years.
ri�� Introba Pam 35
he BenchmarkingLandscape
BENEFITS OF BENCHMARKING PROGRAMS ....TO OWNERS ...TO DURHAM
• You can't manage what you don't measure. Benchmarking encourages owners to
understand energy and emissions performance at the whole building level.
• Understand how a building compares to other similar buildings.
• Identify opportunities for operational efficiency improvements and retrofits, reducing
costs and energy use.
• Demonstrate leadership and differentiate themselves from competitors.
• Attract and retain investors/prospective tenants who value transparency and responsible
management.
• Help achieve corporate and community environmental goals.
• Provide data that can be used to help identify the sectors and building types most in
need of support
• Inform program and policy design for reducing GHGs in the building sector.
IVi
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Durham is also a building owner!
ri�� Introba Page 36 8
%jh/e/Benchmarking Landscape- -- -- --- -- --- I
BENCHMARKING ACROSS NORTH AMERICA
There is increasing momentum in benchmarking programs and policies across North America, targeting public, commercial and
multifamily buildings with mandatory of voluntary requirements. The programs and policies are summarized in the maps below,
courtesy of the Institute for Market Transformation.
Canadian programs and policies for benchmarking.
British
Columbia
Vancouver
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Calgary
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US programs and policies for benchmarking.
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Plltsburgh
wt-- Boston
j New York City
Phl ladelphia
Wash Engton. DC
Montgomery Cv, MD
Takoma Park, MD
Rockville, MD
Miami
t Benchmarking required for public Benchmarking required for public, 19 Benchmarking and additional Voluntary programs Building Performance Standard
and commercial buildings commercial, and multifamily buildings actions required for public, commercial, and commitments
eagand TI ltifamily buildings
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THE LANDSCAPE IN ONTARIO — EWRB
Ontario is the only province in Canada that currently
requires building energy benchmarking. Under the
Reporting of Energy Consumption and Water Use
regulation, large building owners in Ontario are
required to report their building's energy and water use
once a year (by July 1 St of each year, for the previous
year of data) to the Ministry of Energy through the
Energy and Water Reporting and Benchmarking
(EWRB) program.
The EWRB currently applies to commercial, residential,
and industrial buildings over 100,000 square feet. From
July 1, 2023, the EWRB will scale down to cover a larger
number of buildings, namely those buildings over
50,000 square feet.
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ri�� Introba Page 38 10
%jh/e/Benchmarking Landscape- _- _- __- _- __- I
THE LANDSCAPE IN ONTARIO — EWRB (CONTINUED)
The EWRB makes use of Energy Star Portfolio Manager (ESMP), a free online data
collection and energy benchmarking platform administered by the U.S.
Environmental Protection Agency and licensed to Natural Resources. It is widely
used across North America and represents the industry standard for building energy
data management. It can be used to benchmark the performance of one building or
a whole portfolio of buildings.
ESPM allows a building owner/manager to upload data in a variety of ways:
manually, using import and export functions in Excel, or by a direct link to the utility
provider.
The building information and performance data can then be reported to/shared with
anyone that the building owner/manager wishes (e.g., a jurisdiction running a
benchmarking program). Methods of reporting and sharing are explored further on
in the program recommendations.
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THE LANDSCAPE IN ONTARIO — EWRB (CONTINUED)
How does it work? What support is available?
To comply with the EWRB, owners (or a designated reporting lead) must: The Province currently provides:
❑ An Online Guide
1. Request an EWRB ID
❑ A Reporting Checklist
2. Collect building information, including gross floor area, building age
and type, utility data and any building certifications ❑ A Portfolio Manager Guide
3. Create an account with Energy Star Portfolio Manager and upload ❑ Support via email or phone. This is
building Information and EWRB ID primarily for administrative aspects of
4. For buildings over 100,000 square feet, verify data using a certified the EWRB, rather than technical aspectsof reporting.
professional the first year information is reported, and every five
years thereafter (this is voluntary for buildings less than 100,000 ❑ Links to resources on ESPM from NRCan
square feet) Some jurisdictions in Ontario provide extra
5. Run the Portfolio Manager Data Quality Checker resources to their building owners to
support with reporting to EWRB. For
6. Submit a report using a reporting link provided by the EWRB example, the City of Toronto offers one-on-
one support and has their own EWRB Guide.
ri�� Introba Page 40 12
%jh/e/Benchmarking Landscape- -- -- --- -- --- I
THE LANDSCAPE IN ONTARIO — THE BROADER PUBLIC SECTOR (BPS)
ACCOUNTABILITY ACT
Under Ontario's Broader Public Sector Accountability Act all broader public
sector buildings are also required to report building information and
performance data to the Province.
683 buildings in Durham are currently reporting under the Broader Public
Sector Accountability Act. These buildings are not required to report to the
EWRB via Energy Star Portfolio Manager, but rather only expected to input
building performance data on an excel saved on a Share Point.
The Province of Ontario has signaled an intention to update this reporting
process to require public sector building owners to submit data through
Energy Star Portfolio Manager - the same reporting mechanism used in the
EWRB. This is a welcome change as it will streamline the requirement
overall and help to build a larger and more comprehensive set of building
performance data across the province.
ENERGY STAR"
PordolioManager
ri�� Introba Page 41 13
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UTILITY DATA SHARING
Utility data access for benchmarking has two components, both of which are critical to program success:
1. Aggregation of data: upon request from an owner, the utility aggregates data from all meters in the building by
month and shares the aggregate totals. By aggregating the data, privacy is protected. Under Ontario's Reporting of
Energy Consumption and Water Use regulation, utilities are required to provide building owners (those who are
covered under this regulation) aggregated monthly data.
2. Direct, automated upload of data to Portfolio Manager: Using the Portfolio Manager exchange data web services,
utilities can directly upload consumption information to a Portfolio Manager account with the user and customer's
permission. This can be done for individual meters, but also can be done for aggregated whole building data. Direct
upload eases regular reporting and compliance and allows Portfolio Manager to continuously update benchmarking
results and serve as a data tracking tool.
Ontario's New Energy Data Regulation requires electric and natural gas utilities province -wide to implement Green Button
Connect My Data Standard, which provides residential and business energy customers with more choice in they access
electricity or natural gas usage data (including accessing interval -level electricity data).
Portfolio Manager does not itself interface with Green Button, but it does make it easier to connect utility systems with third
party tools that do support Portfolio Manager upload.
ri�� Introba Page 49 14
Benchmarking Landscape����%�/llllll II�I�IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII�I�lllll(!//
WHY DOES DURHAM NEED A BENCHMARKING PROGRAM?
The EWRB lacks two main components to make it successful: targeted support for building owners, and enforcement for
compliance. In fact, in 2021 only 31% of covered buildings (i.e. those buildings required to report to the EWRB) in Durham
Region reported to EWRB.
US jurisdictions that have benchmarking programs have achieved 60-70% compliance simply by adding more support for
building owners. This level of compliance would yield a more representative dataset that Durham Region can use to help better
understand the overall performance of the building sector and identify areas where improvements supported through additional
policy or program design would yield the greatest energy and emissions savings. By gaining a better understanding of these
opportunities, Durham will be able to offer targeted support to those buildings and sectors that can best contribute to meeting
the region's overall emissions reduction targets.
The goal of this project is to therefore design a regional benchmarking support program to:
• Increase compliance with the Province of Ontario's EWRB program, especially as it expands to cover buildings 50,000 to
100,000 square feet in size.
`l Encourage voluntary benchmarking and reporting for buildings under 50,000 square feet to further support building
sector emissions reductions
ri�� Introba Page 43 15
L
SECTION 3
Best Practices in
Benchmark'ing
Programs
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APPROACH
A selection of the programs across North
America was reviewed to inform the design
of Durham's program.
General information on these programs was
obtained through desktop research, as well
as building on prior research and interviews
conducted by Introba.
Interviews were then conducted with to get
further insights on best practices and lessons
learned from their programs - these were
primarily jurisdictions with voluntary
programs as they are most applicable to
Durham's program.
An interview was also conducted with Open
Technologies, developer of the
benchmarking platform GRID, to gain
insights around disclosure and visualization.
Summary of programs and platforms included in the best practice review.
Voluntary Programs
Building Energy Benchmarking Program
Edmonton
✓
Sustainable Towers, Engaging People (STEP)
Toronto
✓
CAGBC Disclosure Challenge
Canada
✓
Building Benchmark BC
BC
Better Buildings Ottawa
Ottawa
✓
Business Climate Challenge
London, UK
Mandatory Programs
Energy and Water Reporting and Benchmarking (EWRB)
Ontario
DC Energy Benchmarking Program
Washington, DC
Chicago Energy Benchmarking
Chicago, IL
NYC Benchmarking Law
New York City, NY
Building emissions Reduction and Disclosure Ordinance (BERDO)
Boston, MA
Building Energy Use Disclosure Ordinance (BEUDO)
Cambridge, MA
Energy Benchmark Compliance
GRID
California
DeveloperPlatforms
Open Technologies
-.
✓
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17
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- -- --- -- /lIlllllIIII(!//
APPROACH (CONTINUED)
The information collected through the desktop research is available in
a supporting excel document), this information along with takeaways
from the interviews are summarized on the following pages.
Information Collected
• Program Name
• Website
• Key Contact
• Overarching Goals/Targets
• Building Types and Sizes Covered/Targeted
• Key Metrics Reported
• Administrative/Delivery Model
• Dis/Incentives for Participation
• Number of Buildings
• Sq.Ft. of Buildings
• Energy Savings
• Covered Buildings List
• Form of Disclosure
• Compliance Rate
• Available Benchmarking Data
ri�� Introba Page 46 18
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- _- __- _-/1IlllllIIII(!//
WHAT WE FOUND I PROGRAM DESIGN
General
• Programs typically target buildings
over 20,000, 25,000 or 50,000 square
feet. (Below 20,000 ft2, private owner
capacity and potential impact both
decline rapidly.)
• Some programs set a lower bar for
public sector buildings at 10,000
square feet .
• All mandatory programs in the US
introduce fines to increase compliance.
• All programs saw a decrease in energy
use in buildings participating in
benchmarking programs.
ri�� Introba
Administrative Requirements
Programs usually require 0.5-1 FTE
for administrative purposes
Additional FTEs required if on call
technical support is being provided.
Programs often engage external
consultants to provide technical
support, if capacity and skills are
not available in-house.
Individual follow-up with
participants to resolve data issues is
often required
Key Partners to Consider
• Industry associations (e.g. BOMA)
• Large portfolio owners
• Private landlords (e.g. REITS)
• Non-profit housing
associations
• Healthcare authorities
• Educational institutions
• Public sector buildings
• Building management companies
• Elected officials (to champion the
program publicly and attend events)
• Technology companies for
visualization and data sharing
19
Best
- _- __- _-/1IlllllIIII(!//
WHAT WE FOUND I ENCOURAGING PARTICIPATION
Forms of Owner Support
• Workshops and webinars
• One-on-one training by request
• Help desk phone line
• Online "how to videos" and
Frequently Asked Questions (FAQ)
lists
• Working groups meetings among
peers
• Site tours and case studies
• Training programs on effective
building operations and strategic
energy management
ri�� Introba
Incentives
Use benchmarking as a requirement for
participation in other programs, incentives,
or financing (e.g., energy audits, thermal
inspections)
• Offer recognition and awards to participants
• Provide performance scorecards and
insights into energy usage and how it
compares with similar buildings
• Provide tailored recommendation reports
and support owners in identifying
energy/cost-saving measures and develop
retrofit plans (though benchmarking data
alone may be insufficiently detailed for this)
Communication Channels
' Launch events with elected officials
• Regular e-mail newsletters
• Promote in industry newsletters
• Promote through conferences and
events
• Relevant touchpoints with local
government (e.g., permitting and
planning).
• Individual outreach to potential
participants.
20
Best
- _- __- _-/1IlllllIIII(!//
WHAT WE FOUND I CHALLENGES AND LESSONS LEARNED
Main Challenqes
• Accessing whole building utility data can be
challenging for building owners. Governments need to
work with utilities to facilitate this process. Note: in
Ontario there is no direct utility upload to ESPM from
any utilities yet, but they are working on Green Button
access and direct upload could be initiated by any
utility that wanted to set it up.
• Certain building types are more challenging to
benchmark than others (based on data access and
metering —multifamily buildings with separate tenant
meters for example)
• Smaller buildings and owners tend to have fewer
resources and require more support.
ri�� Introba
Key Lessons Learned
• Lead by example by benchmarking and disclosing data
for public sector buildings
• Align with other local/regional governments in Ontario
to avoid creating too much complexity
• Ensure any program is free, low -barrier and low tech
• Some interviewees recommended allowing buildings to
participate in voluntary programs, even if they don't
have access to complete data, as having these buildings
enrolled means you can target support in subsequent
years. However, such partial reporting is not be
compliant with EWRB, so correct messaging is essential.
21
ell
SECTION 4
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Durham's
Building.-. Market-
METHOnOLOGY
To further understand the opportunity associated with a regional benchmarking support program, the consultant team
undertook a market characterization to:
1) Understand the building stock and identifying the buildings that are required to report to the EWRB, those that will be
targeted as part of Durham's program.
2) Identify building owners and target markets for Durham's program.
The market characterization was completed using data provided by CoStar, a platform that collects commercial real estate
information, as well as data from Ontario's Data Catalogue, which publishes data on the Broader Public Sector (BPS).
4**
#.,gr CoStar TM
ri�� Introba
Ontario Q
23
Durham's
Building.-. Market -
FINDINGS
The following table provides a breakdown of all privately -owned buildings over 20,000 square feet and all broader public sector
buildings in the region that could be a target for the program. It also highlights any current reporting requirements.
Breakdown of the buildings in Durham Region.
Privately -Owned Buildings (Breakdown Below) 316
382
692 1390
Commercial Automotive
Commercial Office Buildings =
Entertainment/Public Assembly
Hotels/Motels i
Medical Offices
Religious Worship c m
Retail Stores cc
Supermarkets and Food Stores ,= W
2
16 v
9 c M
7 r c
1 v ^
0 r�,
52 °
0 c
13 =
67 °�'tr
3 .o W
6
18
122
2
c
c
Z
41
45
35
71
122
19
30
58
7
13
27
2
10
13
1
7
8
80
196
328
2
9
11
Industrial Other Industrial Q
Warehouses
7
15
35
76
170
313
Institutional Hospitals c
(Non -BPS) K-12 Schools V
Senior Living and Residential Care Q
2
1
6
6
24
36
15
12
45
Residential Multifamily
128
93
343
Broader Public Sector (BPS) Buildings Required to report to the Province under the Broader Public SectorAccountabilit Act
_
683
_
All Buildings 2073
Q Introba 24
Durham's
Building Market-, �/��%�%�/llllll l�lll�illlllllllllllllllllllllllllll��lllll(1//
As can be seen in this figure, the largest building types by floor area in Durham Region are retail stores, commercial offices,
warehouses and multifamily residential. Most buildings are either Class B or Class C (i.e. not prime real estate)
45
c
40
35
30
LL LA
25
c6
N
20
Q
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10
0
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O N
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Q �,
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:_
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w
Commercial
Industrial
Institutional (Non -BPS) Residential
■ Class A Class B ■ Class C
fir Introba Floor area of privately -owed 8tg' lings by building type and class. 25
Durham's
Building Market -
This figure shows that Oshawa, Whitby, Pickering, Ajax, and Clarington are the member municipalities with largest building
floor areas.
40
tA 0
2 35
30
N 25
c6
N
Q 20 14
O
O 15
U_
10
5
0
Ajax
Brock Clarington Oshawa
Pickering Scugog
Uxbridge Whitby
■ Commercial Industrial m Institutional (Non -BPS) ■ Residential
f��� Introba Floor area of privately-owned�uildi�gs by municipality and sector.
age
26
Durham's
Building.-. Market -
KEY TAKEAWAYS
• Oshawa, Whitby, Pickering, Ajax, and Clarington are key member municipalities to engage as part of the program.
• Predominant building types in Durham are Retail and Offices (Commercial), Warehouses (Industrial), and MURB.
• Most buildings are either Class B or Class C. Class A buildings in the region are likely to be the same buildings already
reporting to the EWRB.
• Most institutional buildings are required to report to the Province under the Broader Public Sector (BPS) Accountability Act
and are not required to report to the EWRB. Buildings reporting under the BPS should could also report to Durham's
Program to demonstrate leadership but would not increase the EWRB compliance rate.
• Durham should focus on buildings over 50,000 square feet, as these represent buildings required to report to the EWRB
with significant GHG emissions reduction potential.
• Key groups to target have been established based on these findings and their shared and/or unique opportunities for
communication, challenges and value propositions. Click on the key groups below to find out more on each group.
ri�� Introba Paap 55 27
Durham's
Building Market -
TARGET MARKETS - COMMERCIAL CLASS B
Type of Building
• Retail stores or offices
• Offer a utilitarian space without special attractions
• Attract a wide range of tenants with average rents
Ownership and Management
• Usually, Single owner
• In some cases, may have multiple owners, represented by a condominium
corporation
• Building/units may be owner -occupied or leased
• Building/units may be managed by a third -party
• Companies and owners of multiple buildings (e.g., REITS) are likely to have more
resources
Typical Priorities
• Competition from other building owners with leasable area
• Attracting reliable tenants
�y�yyLih
-*Ift 14. �
ri�� Introba Page 56 28
Durham's
Building.-. Market -
TARGET MARKETS - COMMERCIAL CLASS C
Type of Building
• Retail stores or offices
• Tend to be older and/or offer more basic space.
• Often depend on lower prices to attract tenants and investors.
Ownership and Management
• Often single owner but may have multiple owners, represented by a
condominium corporation
• Building/units may be owner -occupied or leased
• Building/units may be managed by a third -party property management
company
Typical Priorities
• Competition from other building owners with leasable area
• Maintaining low costs and overhead
ri�� Introba Page 57 _ 29
am=
Durham's Building --Market
TARGET MARKETS -COMMERCIAL CLASS A/B/C OWNERS
Area (Sf)
All Commercial Buildings over 20,000 SQFT
9�II'I''I'll Illllllllllllllllllllll(((1(����� �i
Municipal Owners
ikrea (SF) Area (SF) Area (5f) Fioor Area i
2714615 22626014 1304116900.
Owner not listed in Costar 127 5705610 14% 83327 2985763 2526652 109868
1
RioCan Real Estate Investment Trust
28
1963513
5%
0
842316
1121197
0
2
SmartCentres Real Estate Investment Trust
27
1908833
5%
0
1365406
543427
0
3
Ivanhoe Cambridge
2
1192524
3%
1108788
83736
0
0
4
Ontario Pension Board
2
1054911
3%
127770
927141
0
0
5
Choice Properties Real Estate Investment Trust
12
796441
2%
0
344241
452200
0
6
Triple Group of Companies
4
748257
2%
457109
177488
113660
0
7
City of Oshawa
722218
2%
406582
315636
0
8
Town of Whitby
720481
2%
0
720481
0
9
Rekker's Garden Centre
1
665593
2%
0
0
0
665593
10
City of Pickering
5
621846
2%
0
493220
128626
11
Valiant Rental Properties Limited
6
611888
2%
0
330690
281198
0
12
First Capital Real Estate Investment Trust
7
577795
1%
0
440556
137239
0
ff�i Introba P 58 30
Durham's
Building.-. Market -
TARGET MARKETS - INDUSTRIAL
Type of Building
• Warehouses used for manufacturing, distribution and logistics
Ownership and Management
• Usually single owner (an individual or company)
• In some cases, may have multiple owners (individuals and/or companies), i.e.
strata units with different owners
• Building/units may be owner -occupied or leased
• Building/units may be managed by a third -party property management
company
Typical Priorities
• Competition from other building owners with leasable area
• Functionality of quality of space
ri�� Introba Page 59 — 31
Durham's
Building.__Mark
et
TARGET MARKETS - INDUSTRIAL OWNERS
All nnn Cf-%rT
- Owner not listed in Costar 79 8,410,993 25%
1 Choice Properties Real Estate Investment Trust 2 1,753,790 5%
2 Panattoni Canada 4 1,310,000 4%
3 Pure Industrial 1— 7 1,184,824 4%
4
Summit Industrial Income REIT
5
1,131,013
3%
5
Crestpoint Real Estate Investments Ltd.
2
913,635
3%
6
Dream Industrial REIT
4
695,950
2%
7
Transmetro Properties Limited
2
631,262
2%
8
Nova Scotia Pension Plan
3
511,215
2%
9
LCBO
1
458,065
1%
10
Manulife Financial Corporation
2
449,281
1%
11
Empire Company Limited
1
431,549
1%
12
Forgestone Capital
1
411,797
1%
ff�i Introba P 60 32
Durham's
Building Market -
TARGET MARKETS - MURB CONDO
Type of Building
• High-rise, mid -rise, or low-rise multifamily building, or complex of apartment
buildings
• Single owner and multiple tenants
• Market rate rental
Ownership and Management
• Units have different owners
• Units may be owner -occupied or rental.
• Owners may be represented by a condominium corporation or a strata council
Typical Priorities
• Keeping utility costs low
• Maintaining reliable assets
• Preserving resident health and safety
ri�� Introba Page 61 33
Durham's
Building.-. Market -
TARGET MARKETS - MURB RENTAL
Type of Building
• High-rise, mid -rise, or low-rise multifamily building, or complex of apartment
buildings
• Multiple tenants
Ownership and Management
• Typically single owner (entity/company)
• Building may be managed by the owners or through a third -party property
management company
Typical Priorities
• Attracting reliable tenants
• Resident health and safety
• Reduced utility bills
ri�� Introba Page 62 34
Durham's
Building Market -
TARGET MARKETS - SOCIAL HOUSING
Type of Building
• High-rise, mid -rise, or low-rise multifamily building, or complex of apartment
buildings
• Multiple tenants
Ownership and Management
• Typically single owner (entity/company)
• Municipally -owned social and community housing falls under the BPS, but
privately -owned housing and non -profits do not.
Typical Priorities
• Resident health and safety
• Reduced utility bills
ri�� Introba Page 63 35
Durham s Building. Market -
TARGET MARKETS - MURB RENTAL AND SOCIAL HOUSING OWNERS
'I'Ill�llllllllllllllllllllllll(((1(����� �i
Municipal Owners
nnnnnnr-1
- Owner not listed in Costar 142 18736159 48%
1
Canadian Apartment Properties REIT
7
2610617
7%
uurnam Kegion Non -Profit Housing Corporation
24
2064069
5%
3
Q Residential
7
1111222
3%
4
Valiant Rental Properties Limited
7
924346
2%
Ajax Municipal Housing
6
686628
2%
6
KingSett Capital Inc.
6
682381
2%
7
Realstar Asset Management
6
654968
2%
8
Starlight Investments Ltd.
6
618757
2%
9
Homestead Land Holdings Ltd.
2
557770
1%
10
Ventas, Inc.
3
531034
1%
11
JD Development Group
1
379000
1%
12
Acorn Properties
3
361600
1%
Condominium buildings not included as each has their own strata council
Q Introba Page 64
36
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SECTION 5
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Engag*ing
•
VAR V
Stakeholders
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E/n gaging /Stakeholder
s �/�j����%�/llllll II�I�IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII�I�lllll(!//
APPROACH
The purpose of the engagement in this project was to solicit feedback from key stakeholders on the potential value and ideal
nature of an energy benchmarking program in the Durham Region. Three main groups of stakeholders were engaged as part of
this process, the approach and objectives of the engagement of each of these groups are detailed in the table below. Summaries
of the feedback received from each stakeholder group are provided on the following pages, and detailed feedback from the
workshops that were conducted is provide in supporting document.
Approach and objectives of engagement.
Building owners, • Present the proposed architecture for a regional benchmarking program Workshop (13
property managers • Solicit feedback on the factors that would encourage or discourage broad uptake and participation participants)
and major tenants • Refine the draft program structure based on feedback
• Identify strategic partners who keen to actively support the program's success
Regional and • Present the idea and purpose of a regional benchmarking program Workshop (13
municipal staff • Solicit input on the draft program outline, focusing on program administration and potential roles/ responsibilities participants)
between the region and its members
• Solicit ideas for encouraging participation in the program, including leveraging any existing contacts with building
owners/managers/tenants
Utilities • Identify potential interest and role in supporting a regional benchmarking program One -to -One Meetings
• Identify key considerations and issues that need addressing around data access for buildings subject to EWRB
Discussion.
• Explore potential synergies with complimentary utility programs, such as the Green Button standard
implementation.
f��� Introba Page 66 38
5E/nga/grog/Stakeholder
s�/�j����%�/llllll II�I�IIIIIIIIIIIIIIIIIIIIII)
WHAT WE HEARD - BUILDING OWNERS, PROPERTY MANAGERS AND MAJOR TENANTS
Benefits of the Program
Increased retention of high -profile tenants
with corporate goals.
❑ Differentiation from other landlords.
❑ Support in identifying quick wins to
improve building performance.
❑ Having more data available to make more
informed decisions.
LJ Demonstrating community commitment to
sustainability.
LJ Opens up a conversation around
improvement and best practices.
i
ri�� Introba Page 67 39
5E/nga/grog/Stakeholder
s�/�j����%�/llllll II�I�IIIIIIIIIIIIIIIIIIIIIII
WHAT WE HEARD - BUILDING OWNERS, PROPERTY MANAGERS AND MAJOR TENANTS (CONTINUED)
Potential Challenges to Address
Could represent another "to-do" on the list,
especially for owners with low capacity.
• Need for clarity on how data will be shared
• Owners/businesses may already be tracking
for internal goals.
' Getting a certified professional to verify data
also seems like another 'to do'.
How To Encourage Uptake?
• Clearly showcase the value of program participation
• Ensure a very low ask on participant time.
• Communicate how the information will be used and who will
have access to it. Consider using a disclosure of intent.
• Clarify the role of the utility and how data will be transferred.
• Move beyond plaques to consider visibility in town squares,
city -owned digital displays, etc.
Consider incentives e.g., relief of development charges or
through promotional programs run by the local utilities.
• Provide an FAQ to clarify program components.
ri�� Introba Page 68 40
5E/nga/grog/Stakeholder
s�/�j����%�/llllll II�I�IIIIIIIIIIIIIIIIIIIIIIII
WHAT WE HEARD - REGIONAL AND MUNICPAL STAFF
Benefits of the Program
' Increased accountability within the organization.
' Improved understanding of sector wide building
performance
' Access to building performance data to inform
emission tracking and reporting
Use as a marketing tool to encourage tenant
selection in government -owned buildings
' Ability to understanding relative performance
between buildings.
' Inform capital spending and asset management.
Supports member municipalities' Climate Emergency
Response Program and Green Development Standard.
ri�� Introba Page 69 41
5E/nga/grog/Stakeholder
s�/�j����%�/llllll II�I�IIIIIIIIIIIIIIIIIIIIIIII
WHAT WE HEARD - REGIONAL AND MUNICPAL STAFF
Potential Challenges to Address
General concerns about the ability to dedicate
municipal staff capacity and resources to
supporting the program.
' Potential fear/hesitation among owners around
public disclosure.
' Need to avoid confusion and ensure coordination
with other similar programs.
• Ensuring a compelling value proposition for
building owners and supporting them in tracking
down the data needed to benchmark.
• Identifying key contact information for building
owners and keeping that info current.
ri�� Introba Page 70 42
5E/nga/grog/Stakeholder
s�/�j����%�/llllll II�I�IIIIIIIIIIIIIIIIIIIIIII
WHAT WE HEARD - REGIONAL AND MUNICIPAL STAFF (CONTINUED)
How To Encourage Uptake?
INCENTIVES
• Deploy incentives, including through
Green Development Standards.
• Require benchmarking as a pre-
requisite for funding.
• Consider a "ladder of participation" to
allow participants to join without
completing all program steps (e.g.
provide options with or without public
disclosure of data).
ri�� Introba
AWARDS AND RECOGNITION
RECRUITMENT
• Create a portal or website to • Use planning and building
showcase the "best of" in each class. permitting as a touch point for the
• Recognize improvements/progress program.
across an owner's portfolio. • Consider advertising the program
• Consider recognition of not only through utility/tax bill inserts.
buildings, but the businesses within • Encourage participation where
buildings. Durham or member municipalities
lease building.
Page 71 43
�5E/nga/grog/Stakeholder
s�/�j����%�/llllll II�I�IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII�I�lllll(!//
WHAT WF HEARD - UTILI IES
Utilities' customer base mostly comprises residential and commercial building customers,
which is a key target for the Region's energy benchmarking program. This presents a
unique opportunity to streamline marketing and outreach efforts and further support
compliance with EWRB.
Utility -data integration is an underlying issue of energy benchmarking programs as utilities
systems require third party software to interface with ESPM web services. However, the
emergent OEB regulation of Green Button Implementation may help alleviate this issue as it
will support data sharing/reporting.
Starting November 1, 2023, most regulated Ontario electricity and natural gas utilities will
be required to provide their customers with access to their energy usage data in Green
Button format. Green Button is a data standard that provides residential and business
energy customers with more choices in accessing and analyzing their electricity / natural
gas usage data to help facilitate energy efficiency improvements.
Though Portfolio Manager does not currently offer the ability to upload Green Button files,
nor support the Green Button Connect My Data API, utilities that implement Green Button
have an easier time connecting to third party tools for Portfolio Manager upload.)
ri�� Introba
U
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SECTION 6
RecommendationsWei
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4
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6R/ecomm/e dat o s for Program Desig/n)))llll IIIIIIIIIIIIIII`Illlllllllllll��(I������
OVERVIEW OF RECOMMENDATIONS
1. Structure program to be accessible to buildings of all sizes and allow them to participate at different levels. Prioritize EWRB
buildings, but also include broader public sector buildings and smaller private buildings. Phase program outreach and
expansion over three years to build capacity.
2. Use a third party to administer key program elements, and establish clear divisions of responsibility between the Region,
member municipalities, and the third party, and leverage strategic partnerships.
3. Support owners in benchmarking with a range of technical assistance options; providing additional support to buildings
covered by EWRB will increase compliance.
4. Ask building owners to share the building information they are reporting to the EWRB with Durham as well, rather than
trying to get the data from the Province or act as an intermediary.
5. Emphasize "sharing" of data and lower barriers to entry; consider using the sharing or exchange data features in ESPM.
6. Work with utility partners to support benchmarking data access and increase alignment across energy conservation
programs.
7. Target communications and messaging by building/owner type to increase engagement and uptake.
8. Aim to disclose data and explore options for visualization of the data to make it more impactful and user-friendly.
ri�� Introba Page 74 46
f / '
6R/ecomm/e dat o s for Program Desig/n)))llll IIIIIIIIIIIIIII`Illlllllllllll��(I������
PARTICPATION BY BUILDING TYPE
Current support available and...
...additional support and
incentives provided by Durham
---o. Required / Mandatory
Use ESPM to
report data
— ♦ Encouraged / Voluntary
Report to the Province
under the EWRB
Report to Durham
Report to the Province
under the BPS Act
Buildings required to report to the EWRB may or may not use the additional support and incentives provided by Durham
when reporting under the EWRB; either way, they will be encouraged to report their data with Durham as well.
Buildings not required to report to the EWRB will be able to voluntarily report to Durham, they may or may not use the
additional support and incentives provided by Durham. Encouraging these buildings to participate will simplify participation by
portfolio owners and prepare buildings if broader reporting requirements are introduced.
;raader Public Se%.Lor Buildings may or may not use the additional support and incentives provided by Durham when
reporting under the BPS Act, either way, they should also report their data to Durham as well, to demonstrate leadership.
ri�� Introba Page 75
47
f / '
6R/ecomm/e dat o s for Program Desig/n)))llll IIIIIIIIIIIIIII`Illlllllllllll��(I������
PROGRAM TARGETS AND PHASING
Total number of buildings in Durham
281 / 663
Number of buildings reporting to the EWRB and/or Durham's Program
2,038
2021 (Actual) 86 31% - - 86
Year 1 Targets 150 — 200 20 - 30% 0 - 50 300 — 400* 450 — 650
Year 2 Targets 350 - 400 50 - 60% 50 - 100 400 — 500* 800 — 1,000
Year 3 Targets 400 - 450 60 - 70% 100 - 150 500 — 600* 1,000 — 1,200
*Dependant on when the BPS switches to using ESPM for reporting
A phased approach to target setting is suggested to allow for a reasonable expectation of participation, and allow the Region to
establish the program. An initial drive should be focused on getting broader public sector buildings reporting to the program to
demonstrate leadership, followed by (or alongside) leaders in the building sector (e.g. Class A buildings).
Q Introba Page 76 48
f / '
6R/ecomm/e dat o s for Program Desig/n)))llll IIIIIIIIIIIIIII`Illlllllllllll��(I������
ROLES AND RESPONSIBILITIES
Given the expertise and time involved in program development and administration, it is recommended that Durham Region
engage a third party to provide the technical and administrative support for the program. (Windfall Ecology Centre is a
potential candidate, given that they already operate the EWRB Help Desk and support other local governments in Ontario with
similar programs such as Climate Wise). The potential roles of Durham Region, the member municipalities and a third -party
service provider are outlined below.
Durham Reaior
• Hosts and funds benchmarking
support program
• Ensures coordination between
program partners
• Supports broader outreach and
advisement of the program to the
building sector
• Coordinates recognition and
awards program
ri�� Introba
Member Municipalities
• Supports outreach to building
sector members
• Supports awareness building and
advertising
• Undertakes benchmarking and
disclosure for municipally -owned
buildings
• Showcases municipal facility
achievements
Third -Party Service Provider
• Develops covered buildings list
• Creates reporting template for
building owners to report ESPM
data to Durham
• Provides technical support and
guidance to participants,
including a help desk
• Provides reminders/prompts to
covered buildings
49
f / '
6R/ecomm/e dat o s for Program Desig/n)))llll IIIIIIIIIIIIIII`Illlllllllllll��(I������
STRATEGIC PARTNERSHIPS
Durham may also wish to form strategic partnerships to support the implementation and success of the program, potential
groups Durham could partner with, and their value are noted in the table below.
Durham Region / Member
• Department Representatives
• Elected Officials
• Internal co-ordination and messaging
Municipalities
• Service Providers
• Energy Managers
• Promotion through programs and services
• Leverage local building owner contacts
• Get public sector buildings to report to demonstrate
leadership
EWRB / Ministry of Energy
• Rae Whitton
• EWRB Working Groups
• Support program
Industry Associations
• BOMA (Jeff Ranson)
• Chambers of Commerce and
• Reach out to their members to encourage
• CHBA
Boards of Trade
participation
• Durham Region Association of Realtors
• BIAs / Downtowns of Durham
Resident Associations • Strata Councils • Condominium Cooperations
Portfolio Owners • Canadian Apartment Properties • Panattoni Canada • Champion the program
• Choice Properties • Ivanhoe Cambridge • Benchmark their own buildings
• RioCan • Pure Industrial
• SmartCentres • Durham Region Non -Profit
• Valiant Rental Properties Housing Corporation
Post- Secondary Institutions • Ontario Tech University • Durham College • Champion the program
• Trent University • Benchmark their own buildings
Utilities • Enbridge • Oshawa Power • Champion the program
• Elexicon • Hydro One • Support building owners with access to data
Research • Clean Air Partnership • TAF • Champion the broaram
f��� Introba Pie 7$ 50
�6R /ecom/m/e dat o s for Program Desig/n)))llll IIIIIIIIIIIIIIIIII`Illlllllll�ll��(I������
SUPPORTING BUILDING OWNERS What support could nurham provide?
While some support for owners required to ❑ Provide annual reminders for when action is required via email or
report to the EWRB is already offered by the individual outreach
Province of Ontario, it is currently insufficient ❑ Additional technical support & guidance
to ensure a high level of compliance. Based on Online educational materials (e.g., guides and how to videos)
best practices and stakeholder engagement, Online training sessions and tutorials
the items to the right represent successful Call Centre / Help Desk
engagement methods that Durham should
consider in program design. ❑Convening working groups/cohorts
❑ Recognition and awards programs
❑ Make participation a requirement of rebate and other programs
❑ Scorecards and recommendation reports
❑ Provide training programs on operating buildings effectively and
strategic energy management
❑ Access to or a raffle for energy audits, commissioning services,
envelope thermal inspections etc.
❑ Access to additional pro bono support by third parties (e.g., graduate
students)
ri�� Introba Page 79 51
f / '
6R/ecomm/e dat o s for Program Desig/n)))llll IIIIIIIIIIIIIII`Illlllllllllll��(I������
ASK OWNERS TO SHARE THEIR DATA WITH DURHAM DIRECTLY
It will be important to be clear in how data can be requested, and to ensure that it constitutes a very low level of effort for
participants. Three main approaches to this are explored in the table below. As noted by building owners engaged for this
project, many potential participants may be confused or offput by the request to share their data with the Region. However,
requesting reporting to both entities may represent the best approach to ensure Durham receives the right data.
1. Buildings subject to EWRB report to EWRB every 1. Buildings subject to EWRB report to EWRB every 1. All building owners report to Durham using
=
V
year using ESPM
year using ESPM
ESPM
2. Province shares data once a year with Durham
2. Building owners also share data from ESPM with 2.
Durham submits the data to the EWRB for
a
Region
Durham.
buildings that are required to report.
a
3. Smaller buildings use ESPM to report data to
3. Smaller buildings use ESPM to report data to
Durham
Durham
• Does not change the EWRB reporting process
0 Durham gets data directly without relying on 0
Simplest process for building owners
• Simplified messaging for larger buildings
Province 0
Aligns with existing best practice from California
p
0 Durham gets more data, more regularly and can
Durham gets more data, more regularly
a
use it for more purposes
• Durham can provide real-time feedback on data
submissions
• Province may not regularly share data with
Potential for confusion as building owners must
May not comply with legal requirements of EWRB
Durham in sufficient detail
submit twice, to two different governments.
Potential liability exposure for Durham
LA
Z
Durham would have difficulty verifying if/what
Durham would promote EWRB but not be linking
Region would be perceived as enforcement entity
0
building data was in fact reported
to it directly in any way.
for Province, which is undesirable
• Different approach for smaller buildings from
No easy path for EWRB to enforce
larger buildings
rr-�
rl
rQ
a
Page 80
52
f / '
6R/ecomm/e dat o s for Program Desig/n)))llll IIIIIIIIIIIIIII`Illlllllllllll��(I������
HOW SHOULD OWNERS BE ASKED TO SHARE DATA?
There are three main ways for owners to share data with the Region. Stakeholders evidenced a strong preference for one of the
share/exchange options. Regardless, it is recommended that Durham frame the request as "sharing" the data with Durham and
"reporting" the data to EWRB, to help distinguish the nature of the ask and emphasize that both need to happen.
1. Jurisdiction defines the fields they want as in a 1. Building owner initiates a "connection" in
custom template Portfolio Manager to a jurisdiction's account
2. Link to reporting template online 2. Owner shares "read-only access" to properties
W3. Owner clicks the link and follows defined steps with thejurisdiction
N to select which properties to report, review the 3. Thejurisdiction exports shared data
data, and hit submit 4. Only done once (though owner must keep
4. Jurisdiction receives a spreadsheet Portfolio Manager data up to date)
5. Must be done every year
1. Building owner initiates a "connection" in
Portfolio Manager to a data exchange account
2. Owner shares "read-only access" to properties
with the jurisdiction
3. The jurisdiction has software that connects
automatically to ESPM and pulls data
4. Only done once (though owner must keep
Portfolio Manager data up to date)
• Clear limits to owners on what data will be 0 Easiest to do for building owner — strong 0 Automated Reporting is only proven technique
o accessed stakeholder preference for reaching 99% compliance in anyjurisdiction
0 Forces people to run a data quality check and 0 Gives access to all data 0 Gives access to all data
a review performance data each year 0 Only needs to happen once 0 Only needs to happen once
• Least associated with "regulatory" systems 0 Third party such as Open could operate
• Must happen each year 0 Despite its name, it is difficult to use Portfolio Most complex to set up initially —needs either
cn Has a "regulatory" feel Manager as a data management tool; data still third party to run or high level of technical
ZO High drop -out rate as people forget to report would need exporting to a spreadsheet. capacity in-house
Cumbersome and slow for all parties 0 Does not force owners to keep data up to date • Does not force owners to keep data up to date
• Does not grant access to all data
f��� Introba Page 81 53
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6R/ecomm/e dat o s for Program Desig/n)))llll IIIIIIIIIIIIIII`Illlllllllllll��(I������
FLOW CHART OF PROPOSED PROCESS
Based on the above recommendations, the following process is envisioned for a building owner sharing data:
----------------------------------------------------------------------------------------------------------------------------------,
The current process for reporting to the EWRB program
Create account with ENERGY STAR Complete Submit Data to the
Collect building information EWRB by completing
EWRB ID and Verification
Request an including gross floor area, building y Portfolio Manager Data a Data Reporting
age and type Template shared by
upload building data if required* the Province
---------------------------------------------------------
i
Proposed interaction with Durham's program
Sign up for
Durham's
Benchmarking
Receive additional support and incentives for reporting
y
Program
------------------------------�
i
Submit Data to '
Durham via either
reporting template or
sharing/exchanging
data
*If the building is 100,000 square feet or larger, reported data must be verified by a certified professional the first year you report, then every five years.
f��� Introba Page 82 - 54
f / '
6R/ecomm/e dat o s for Program Desig/n)))llll IIIIIIIIIIIIIII`Illlllllllllll��(I������
EXPAND UTI LTY DATA ACCESS
Municipal/public utilities in the Durham region are a key partner in helping ensure the program succeeds. Utilities can help
support Durham's program in three ways:
1. Provide aggregate data for all residential and commercial buildings. All utilities do provide this service, as
required by the Ontario EWRB regulations, but it isn't always accessible. We recommend that Durham work with
member municipalities and utilities to request (or require, to the extent possible) clearer information about how
building owners can request benchmarking data. At a minimum, utilities should create "bench marking" pages on
their website that explain how to request this data, but online web portals for requesting the data are even
better.
2. Introduce free direct utility data upload to Portfolio Manager. Regional utilities have a great opportunity
here to show Provincial leadership and greatly support government initiatives by offering this service free of
charge to their customers. We recommend that Durham work with utility partners and get at least one to offer
this service.
3. Collaborate on energy efficiency programs: We recommend that Durham continue to work with its utility
partners to support alignment across energy conservation programs, such as connecting poor performing
buildings with utility incentives and programs.
ri�� Introba Page 83 55
f / '
6R/ecomm/e dat o s for Program Desig/n)))llll IIIIIIIIIIIIIII`Illlllllllllll��(I������
OUTREACH: COMMUNICATE VALUE OF PARTICIPATING IN PROGRAM
Different value propositions should be used for outreach and messaging for different building and owner types to maximize
interest and avoid confusion, as per the table below.
See how your building is comparing year to year, and in comparison to It/
✓ ✓ ✓ ✓ ✓
other buildings of a similar type.
Identify opportunities for operational efficiency improvements and ✓ ✓
retrofits, reducing costs and energy use.
Attract and retain investors/prospective tenants who value transparency
and responsible management and give them the information they need to
choose your building over your competition's. Let prospective tenants know
that they can expect a well -performing building with lower operating costs.
Gain an understanding of the total energy usage across all tenants with
aggregate data from utility providers.
Join your fellow building owners/managers in leading the building industry.
✓ ✓
Help achieve your corporate social environmental goals.
Collecting and sharing your building's performance will help give
provincial and local government information they can use to shape
supportive programs (e.g. rebates and incentives) for lower -performing
buildings.
ffrIntroba Page 84
56
f / '
6R/ecomm/e dat o s for Program Desig/n)))llll IIIIIIIIIIIIIII`Illlllllllllll��(I������
OUTREACH: COMMUNICATE INCENTIVES OF PARTICIPATING IN PROGRAM
Similarly, different incentives and benefits should be promoted to different building and owner types to maximize interest and
avoid confusion.
Receive extra support to fulfill requirement of reporting to the EWRB
Gain recognition from your peers, for participating, even if your ✓
performance is low compared to others in the program.
Collecting and sharing your building's performance will help Durham the
information they can use to shape supportive programs (e.g. rebates
and incentives) for lower -performing buildings.
Engage with peer building owners, tenants and managers and share ✓ ✓ ✓ ✓ ✓ ✓
experiences and lessons learned.
Gain recognition from your peers, for participating, even if your ✓ ✓ ✓ ✓ ✓ ✓
performance is low compared to others in the program.
Introba Page 85 57
f / '
6R/ecomm/e dat o s for Program Desig/n)))llll IIIIIIIIIIIIIII`Illlllllllllll��(I������
OUTREACH: METHODS
There are various methods for reaching buildings owners as listed below:
• Conduct direct outreach to known building owners and property management
companies (i.e., by phone or email), targeting large portfolio owners.
Sources of contact information for direct information are explored in the table to the right
• Promote through regional and municipal services, processes and programs, e.g.,
business license renewals, permitting and planning, tax and utility bills inserts.
• Promote through conferences, newsletters, media and events, potentially with
elected officials.
• Engage through industry/business associations, e.g., Chambers of Commerce
and Boards of Trade
• Advertise the program at relevant touchpoints with local government, e.g.,
permitting, licensing
• Leverage existing relationships, e.g., between member municipalities and
businesses/housing providers
• Engage with local engineers, architects and consultants who work in energy
auditing, commissioning, and/or retrofit work.
Sources of Contact Information for Direct Outreach
MPAC Tax Data
No contact information is
available in MPAC Data that
Durham has access to.
Costar Data
No contact information is
available in Costar Data that
Durham has access to, but
the does include building
owner names that can be
searched for contact
information.
Business License
To be explored by Durham.
Information
Durham Water Utility
To be explored by Durham.
Existing Relationships
To be explored by Durham.
(Municipalities,
Industry Associations)
Google Search
Would require resources.
During Sign Up to
To be explored by Durham.
Program
Will only give contact
information to those already
interested.
ffrIntroba
f / '
6R/ecomm/e dat o s for Program Desig/n)))llll IIIIIIIIIIIIIII`Illlllllllllll��(I������
DATA DISCLOSURE
The Province of Ontario currently publishes the data collected through the EWRB annually through their online data catalogue. All
members of the public have access to this dataset. The data set only includes high-level building information and location by FSA.
Regions and municipalities in the Province do not receive more granular data from the Province, so it is recommended that
Durham along with other jurisdictions in the Province advocate for access to this. Regardless, a key recommendation of this report
is that Durham requests data from building owners directly.
Having more granular data will allow Durham to develop programs and polices and create an ecosystem of support for
retrofitting existing buildings.
The Province also does not currently visualize the data they collect, i.e. on a data disclosure map. This is something Durham could
consider doing in the future if they collected data themselves. GRID by Open Technologies is an example of a platform where data
can be pulled directly from ESPM and visualized with minimal effort from Durham. Building owners tend to have concerns around
data disclosure, so if Durham request data directly it is recommended to provide clear direction on the intent for using this data.
Publicly disclosing non-anonymized data in a user-friendly format increases the benefits of benchmarking by enabling direct
peer -to -peer comparisons.
Durham could consider a 'ladder of engagement', allow buildings owners to approve certain uses of the data they are sharing -
however, if given option no one will approve public disclosure.
ri�� Introba Page 87 59
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6R/ecomm/e dat o s for Program Desig/n)))llll IIIIIIIIIIIIIII`Illlllllllllll��(I������
DRIVING CHANGE
Having granular benchmarking data will allow Durham to develop programs and polices and create an ecosystem of
support for retrofitting existing buildings. Beyond simple public disclosure, additional ways the data could be used include:
• Creating building "report cards" that help buildings understand how they compare to their local peers and promote
improvements —this can be done without full public disclosure
• Identify the highest energy users and directly recruit them for efficiency incentives of retrofit programs
• Use cohorts to connect building owners with one another to share best practices, and with financing opportunities
• Identify best public building candidates for audits and retrofits
• Understanding local building performance will help improve modelling of future climate plan impacts and target
highest use sectors with specific programs and incentives
• Promote high performers and all -electric buildings as case studies from which others can learn
• Combining with geospatial data, benchmarking data can identify good candidates for solar PV installations
ri�� Introba Pacae 88 60
April 27, 2023
The Honorable Doug Downey
Attorney General of Ontario
McMurtry -Scott Building
720 Bay Street, 1111 Floor
Toronto ON, M7A 2S9.
Doug. Downey(a_ontario.ca
Dear Mr. Downey:
The Regional
RE: Motion Regarding Recognizing the Intimate Partner
Municipality of
Violence Epidemic, Our File: A00
Durham
Corporate Services
Council of the Region of Durham, at its meeting held on April 26,
Department —
2023, adopted the following resolution:
Legislative Services
Division
"WHEREAS Intimate partner violence (IPV) is physical, sexual and
emotional abuse and aggression that occurs in an intimate
605 Rossland Rd. E.
relationship;
Level 1
PO Box 623
AND WHEREAS on the morning of September 22, 2015, Carol
Whitby, ON L1 N 6A3
Culleton, Anastasia Kuzyk and Nathalie Warmerdam were murdered
Canada
by a former partner;
905-668-7711
1-800-372-1102
AND WHEREAS on June 28, 2022, a five -person jury established as
durham.ca
part of a coroner's inquest into the events of September 22, 2015
delivered 86 recommendations;
Alexander Harras
M.P.A.
AND WHEREAS specific legislation addressing family and domestic
Director of
violence has been passed by six provinces and three territories;
Legislative Services however, Ontario has not implemented this type of legislation;
& Regional Clerk
AND WHEREAS the Violence Prevention Coordination Council of
Durham (VPCC), which represents 35 local agencies including
Luke's Place, Herizon House, and the Durham Rape Crisis Centre,
reported a significant increase in demand for assistance from local
IPV support providers on behalf of member Victim Services of
Durham Region, with IPV victim support up 32% over four years and
sexual violence victim support up 277% over four years;
If you require this information in an accessible format, please contact Eamon n.Rodgers durham.ca or
call 1-800-372-1102 extension 3677.
AND WHEREAS the City of Ottawa, Renfrew County, and Lanark
County have passed motions declaring an IPV epidemic, and
acknowledging the 86 recommendations in the Renfrew County
Inquest;
NOW THEREFORE BE IT RESOLVED THAT:
The Region of Durham declare an IPV epidemic and call on
the Ontario Government to do the same, as per
recommendation #1 of the Renfrew County Inquest; and
2. The Region of Durham integrate IPV into the Region's
Community Safety and Well -Being Plan, as per
recommendation #10 of the Renfrew County Inquest; and
3. This motion be distributed to all Durham MPPs and MPs; the
Provincial Ministries of the Attorney General, the Solicitor
General, and the Office of Women's Social and Economic
Opportunity; the Federal Ministries of Justice and the Attorney
General, Women and Gender Equality and Youth, and Public
Safety; all lower tier Durham municipalities, Durham Regional
Police Services Board, Ontario Provincial Police, Renfrew
County, the Association of Municipalities of Ontario, and the
Federation of Canadian Municipalities (FCM)."
Alexander Harras,
Director of Legislative Services & Regional Clerk
AH/nb
C: Hon. David Lametti, Minister of Justice and Attorney General of
Canada
Hon. Marci len, Minister for Women and Gender Equality and
Youth
Hon. Marco E. L. Mendicino, Minister of Public Safety
Hon. Michael S. Kerzner, Solicitor General
Hon. Charmaine Williams, Associate Minister of Children,
Community & Social Services
Patrice Barnes, MPP, Ajax
Todd McCarthy, MPP, Durham
Laurie Scott, MPP, Haliburton/Kawartha Lakes/Brock
David Piccini, MPP, Northumberland/Peterborough South
Jennifer French, MPP, Oshawa
If you require this information in an accessible format, please contact Eamonn.Rodgers _durham.ca or
call 1-800-372-1102 ext. 3677.
Page 90
Peter Bethlenfalvy, MPP, Pickering/Uxbridge
Lorne Coe, MPP, Whitby
Mark Holland, MP, Ajax
Erin O'Toole, MP, Durham
Jamie Schmale, MP, Haliburton/Kawartha Lakes/Brock
Philip Lawrence, MP, Northumberland/Peterborough South
Colin Carrie, MP, Oshawa
Jennifer O'Connell, MP, Pickering/Uxbridge
Ryan Turnbull, MP, Whitby
Nicole Cooper, Clerk, Town of Ajax
Fernando Lamanna, Clerk, Township of Brock,
June Gallagher, Clerk, Municipality of Clarington
Mary Medeiros, Clerk, City of Oshawa
Susan Cassel, Clerk, City of Pickering
Becky Jamieson, Clerk, Township of Scugog
Debbie Leroux, Clerk, Township of Uxbridge
Chris Harris, Clerk, Town of Whitby
Bill Clancy, Executive Director, Durham Regional Police
Services Board
Thomas Carrique, Commissioner, Ontario Provincial Police
Rose Gruntz, Executive Assistant/Deputy Clerk, County of
Renfrew
B. Rosborough, Executive Director, Association of
Municipalities of Ontario (AMO)
Carole Saab, CEO, Federation of Canadian Municipalities
(FCM)
If you require this information in an accessible format, please contact Eamon n.Rodgers(cD-durham.ca or
call 1-800-372-1102 ext. 3677.
Page 91
"RN o R A7 vo
The Corporation of The Township of The Archipelago
Council Meeting
Agenda Number: 15.1.
Resolution Number 23-058
Title: Road Management Action on Invasive Phragmites
Date: Friday, April 21, 2023
Moved by: Councillor Barton
Seconded by: Councillor Lundy
WHEREAS Phragmites australis (Phragmites) is an invasive perennial grass that continues to cause
severe damage to wetlands and beaches in areas around the Great Lakes including Georgian Bay;
and
WHEREAS Phragmites australis grows and spreads rapidly, allowing the plant to invade new areas
and grow into large monoculture stands in a short amount of time, and is an allelopathic plant that
secretes toxins from its roots into the soil which impede the growth of neighboring plant species; and
WHEREAS Phragmites australis results in loss of biodiversity and species richness, loss of habitat,
changes in hydrology due to its high metabolic rate, changes in nutrient cycling as it is slow to
decompose, an increased fire hazard due to the combustibility of its dead stalks, and can have an
adverse impact on agriculture, particularly in drainage ditches; and
WHEREAS invasive Phragmites has been identified as Canada's worst invasive plant species by
Agriculture and Agrifood Canada; and
WHEREAS the Ontario government has made it illegal to import, deposit, release, breed/grow, buy,
sell, lease or trade invasive Phragmites under the Invasive Species Act; and
WHEREAS Phragmites occupy over 4,800 hectares of land around Lake St. Clair alone, while 212
hectares of Phragmites occupy land along the St. Lawrence River. The Georgian Bay Area is
particularly affected by Phragmites australis, with more than 700 stands along the shorelines and
multiple visible stands on the highways and roads that threaten valuable infrastructure and wetland
areas; and
Page 92
WHEREAS volunteers, non -governmental organizations, and various municipalities have invested tens
of thousands of dollars in investments and labour annually for more than eight years in executing
managements plans to control invasive Phragmites on roads, coasts, shorelines and in wetlands; and
WHEREAS roads and highways where Phragmites that are left untreated become spread vectors that
continually risk new and treated wetlands and coastal shoreline areas; and
WHEREAS according to "Smart Practices for the Control of Invasive Phragmites along Ontario's
Roads" by the Ontario Phragmites Working Group, best road management practices for Phragmites
australis include early detection, herbicide application, and cutting; and
WHEREAS these best management practices are most effective when used in a multi -pronged
approach as opposed to when used as stand-alone control measures; and
WHEREAS Mother Nature does not recognize political boundaries. Therefore, it is imperative that
Municipalities, Districts, the Province, and the Federal government work together in collaboration to
eradicate Canada's worst invasive plant species Phragmites australis.
NOW THEREFORE, BE IT RESOLVED that Council for the Township of The Archipelago directs its
staff to implement best management practices to promote early detection of invasive Phragmites, and
to implement best management practices for invasive Phragmites, and to join the Ontario Phragmites
Working Group to collaborate on the eradication of Phragmites in Ontario.
BE IT FURTHER RESOLVED that Council for the Township of The Archipelago directs staff to insert
clean equipment protocols into tenders and that there is oversight that the protocols are followed.
BE IT FURTHER RESOLVED that Council for the Township of The Archipelago requests the Ontario
Ministry of Transportation to map and treat invasive Phragmites annually on all its highways.
BE IT FURTHER RESOLVED that the Ontario Ministry of Transportation (MTO) communicates the
strategy on mapping (detecting sites) and controlling invasive Phragmites on provincial highways, the
specific highway management plans and results by each MTO region and each highway in the region
and work in coordination with Township of The Archipelago.
BE IT FURTHER RESOLVED that Council for the Township of The Archipelago directs its staff to send
this resolution to all municipalities that are part of the Georgian Bay watershed, to the Minister of
Transportation, Christopher Balasa the Manager, Maintenance Management, and MPP (the
Municipality's local MPP).
BE IT FINALLY RESOLVED that Council for the Township of The Archipelago requests all levels of
government to consider funding support to aid the Township of The Archipelago in managing invasive
Phragmites; and directs staff to send a copy of this resolution to the Ontario Minister of Environment,
Conservation and Parks and the Minister of Environment and Climate Change Canada.
Page 93
Carried
Page 94
Bail Reform Resolution
WHEREAS the cost of Policing and Emergency Services in Northern Communities is harming a
community's ability to support local Social and Health issues
WHEREAS a small percentage of those affected by an Addiction in the communities of Northern
Ontario are committing crimes
WHEREAS many of those committing crimes are not housed in the correctional system,
therefore, remain in our communities, often those that do require treatment for their Addiction
issue receive none.
WHEREAS some committing crimes become violent, but are released back into the community,
due to the negative impacts Federal Bill C75
WHEREAS the Federation of Northern Ontario Municipalities (FONOM) believes that more must
be done by the Federal Government on Bail Reform
THEREFORE BE IT RESOLVED THAT the Federation of Northern Ontario Municipalities (FONOM)
requests the Federal Government make these Legislative changes
Create a Designation of a chronic persistent offender.
Allow community impact statements at bail and at bail hearings.
3. Creating reverse onus in bail for all firearms offences.
4. All bail -related gun charges go to the superior court for bail release.
BE IT FURTHER RESOLVED THAT a copy of this resolution be sent to the Prime Minister, Federal
Justice Minister, Premier of Ontario, The Attorney General, the Solicitor General, Minister of
Infrastructure, Minister of Municipal Affairs, Northeastern MPs and MPPs, Leaders of the
Opposition, the Association of Municipalities of Ontario, and the Federation of Northern
Ontario Municipalities.
Page 95
REGIONAL MUNICIPALITY OF WATERLOO
OFFICE OF THE REGIONAL CLERK 150 Frederick Street, 2nd Floor
Kitchener ON N2G U Canada
Telephone:519-575-4420
J& TTY: 519-575-4608
,�� P Fax: 519-575-4481
www.regionofwaterloo.ca
April 24, 2023
Area Members of Provincial Parliament
Sent via email
Dear Area Members of Provincial Parliament:
Re: Councillor J. Erb Notice of Motion
Please be advised that the Council of the Regional Municipality of Waterloo at their
regular meeting held on April 19, 2023, approved the following motion:
WHEREAS the Municipal Elections Act requires all individuals wishing
to be a candidate in a municipal or school board election to file
Nomination Paper - Form 1 with the municipal clerk;
AND WHEREAS the Municipal Elections Act requires all candidates who
sought election to a municipal council or school board to file Financial
Statement — Auditor's Report Candidate — Form 4 with the municipal
clerk;
AND WHEREAS Form 1 requires candidates to provide their qualifying
address;
AND WHEREAS Form 4 requires candidates to list the name and home
address of any donor contributing over $100.00
AND WHEREAS the Municipal Elections Act specifies that these
documents are not protected by the Municipal Freedom of Information
and Protection of Privacy Act, and requires the municipal clerk to make
Form 4 available on a website;
AND WHEREAS there has been concern expressed about those who
hold public office and those who support them that they have been the
subject of unnecessary attention and excessive scrutiny;
AND WHEREAS the requirement to publish the personal home address
of donors to specific candidates may discourage individuals from
Page 1 of 2
Page 96
engaging in the democratic process to elect municipal and school
board politicians.
THEREFORE, BE RESOVLED THAT the Regional Municipality of
Waterloo calls on the Minister of Municipal Affairs and Housing for the
Province of Ontario to protect the privacy of candidates and donors by
removing the requirement for their street name, number and postal code
to be listed on publicly available forms.
AND FURTHER THAT for verification purposes, the addresses of all
candidates and all donors over $100 be submitted to the municipal clerk
on separate forms that are protected by the Municipal Freedom of
Information and Protection of Privacy Act and will not be published.
AND FINALLY, that this resolution be forwarded to the Area Members of
Provincial Parliament, the Association of Municipalities of Ontario, the
Association of Municipal Clerks and Treasurers of Ontario, the Ontario
Public School Boards' Association, the Ontario Catholic School
Trustees' Association, and all Ontario municipalities.
Please accept this letter for information purposes only. If you have any questions or
require additional information, please contact Rebekah Harris,
Research/Administrative Assistant to Council, at RHarris regionofwaterloo.ca or
Regards,
William Short
Regional Clerk/Director, Council and Administrative Services
WS/hk
cc: Association of Municipalities of Ontario
Association of Municipal Clerks and Treasurers of Ontario
Ontario Public School Boards' Association
Ontario Catholic School Trustees' Association
Ontario municipalities
Page 97
Page 2 of 2
Hon. David Piccini, MPP
Minister of the Environment
Conservation and Parks
Ministry of the Environment,
Conservation and Parks 5t" Floor
777 Bay St.
Toronto, ON, M5B 21-17
VIA EMAIL:
david.piccinidavidpiccini@pc.ola.orr
Township of Puslinch
7404 Wellington Road 34
Puslinch, ON NOB 2.10
www.ouslinch.ca
April 26, 2023
RE: 11.1 Mayor's Updates - 11.1.1 Mayor Seeley gave an update on the upcoming spring clean-up
day being the second weekend of May.
Please be advised that Township of Puslinch Council, at its meeting held on April 12, 2023 considered the
aforementioned topic and subsequent to discussion, the following was resolved:
Resolution No. 2023-127:
Moved by Councillor Bailey and
Seconded by Councillor Sepulis
That Council receive the Mayors and Council member updates for information; and
That Council direct staff to send notice to the MECP requesting that the litter on the roadside of
the 401 be cleaned up in accordance with the Ministry initiative "Act on Litter Ontario"; and
That this resolution be circulated to all municipalities in Ontario.
CARRIED
As per the above resolution, please accept a copy of this correspondence for your information and
consideration.
Sincerely,
Courtenay Hoytfox
Municipal Clerk
CC: All Ontario Municipalities
7404 Wellington Road 34, Puslinch, ON NOB 2JO
Tel: (519) 763-1226 Fax: (519) 763-5846 admin(7a puslinch.ca
Page 98
Chambers, Michelle
From: EEP Ontario / SAR Ontario (ECCC) <SpeciesatRisk.Ontario@ec.gc.ca>
Sent: April 25, 2023 10:59 AM
To: EEP Ontario / SAR Ontario (ECCC)
Subject: Environment and Climate Change Canada Recovery Planning Document on the Species at Risk
Public Registry / Document de planification du retablissement d'Environnement et Changement
climaticlue Canada clans le Registre public des especes en peril
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EXTERNAL
(La version frangaise suit)
On April 18, 2023, Environment and Climate Change Canada posted the following recovery planning
document on the Species at Risk (SAR) Public Registry:
The following document is now posted as proposed on the Public Registry and is open for a 60-day comment
period:
• Recovery Strategy for the Louisiana Waterthrush (Parkesia motacilla) in Canada [Proposed
version]: https://species-registiy.canada.ca/index-en.html#/consultations/3795
For more information on the Species at Risk Act, recovery planning documents and species at risk, please visit
the SAR Public Registry at: https://www.canada.ca/en/environment-climate-change/services/species-risk-
public-regis .try html.
If you have any comments or questions about the recovery planning document, please contact the Consultation
Biologist at:
Canadian Wildlife Service - Ontario
Environment and Climate Change Canada
4905 Dufferin Street
Toronto, ON M3H 5T4
E-mail: SpeciesAtRisk.Ontariogec.gc.ca
This email message has been sent with the purpose of sharing information about proposed amendments to
Schedule 1 of the Species at Risk Act and/or recovery document postings (including the public comment
periods) on the Species at Risk Public Registry: https://www.canada.ca/en/environment-climate-
change/services/species-risk public-registry.html
For more information, or if this message was forwarded to you and you would like to be added to this email
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Page 99
Le 18 avril 2023, Environnement et Changement climatique Canada a affich6 le document de planification du
r6tablissement suivant dans le Registre public des especes en peril.
La version propos6e de document suivant est maintenant affich6e dans le Registre public. Le document suivant
fera l'objet d'une p6riode de commentaires de 60 jours:
• Programme de r6tablissement de la Paruline hochequeue (Parkesia motacilla) au Canada
[Proposition] : https:Hre ist�peces.canada.ca/index-fr.html#/consultations/3795
Pour plus de renseignements sur la Loi sur les especes en peril (LEP), les programmes de r6tablissement et les
especes en peril, veuillez consulter le site Web du Registre public des especes en peril a 1'adresse suivante :
https://www.canada. ca/fr/environnement-changement-climatique/services/registre-public-especes-peril.html.
Si vous avez des commentaires ou des questions au sujet de document de planification du r6tablissement,
veuillez communiquer avec le Biologiste de consultation dont les coordonn6es sont les suivantes:
Service canadien de la faune — R6gion de 1'Ontario
Environnement et Changement climatique Canada
4905, rue Dufferin
Toronto (Ontario) M3H 5T4
Courriel : SpeciesAtRisk.Ontariokec.gc.ca
Ce courriel a &6 envoys dans le but de partager des renseignements sur des propositions d'amendements a
l'Annexe 1 de la Loi sur les especes en peril (LEP) et les mises a jour relatives aux programmes de
r6tablissement (y compris les psriodes de consultation publique) concernant le Registre public des especes en
peril: https://www.canada.ca/fr/environnement-changement-climatique/services/re ig s�public-especes-
peril. html
Pour obtenir plus de renseignements, ou si ce message vous a sts transfers et que vous souhaitez vous inscrire
a la prssente liste de diffusion, ou si vous ne souhaitez plus recevoir de messages a Pavenir, envoyez un
courriel a Padresse SpeciesAtRisk.Ontario(d),ec.gc.ca en indiquant a la mention en objet o Ajouter a la liste
ou a Supprimer de la liste ».
Page100
ORONO DOWNTOWN BUSINESS IMPROVEMENT
Meeting - April 17, 2023 at 8:00 a.m.
The Municipality of Clarington is situated within the traditional and treaty territory
of the Mississaugas and Chippewas (chip-uh-WUH) of the Anishinabeg (uh-
NISH-in-NAH-bek) known today as the Williams Treaties First Nations.
Our work on these lands acknowledges their resilience and their longstanding
contributions to the area now known as the Municipality of Clarington
In attendance
Gavin Crabb — Chair / Frank Maitland — Treasurer / Scott Story — head of events
committee / Perry Kirbride — liaison to the Orono Town Hall / Julie Cashin-Oster - Orono
Weekly Times/
Margaret Zwart — Municipal Councillor / Karen Lowery — Vice Chair
It is at the request of the Municipality that the above statement be included with every
meeting.
1 — Banners — voted to have "Orono" only on the bottom of the Banner Panels. Cleaner
look, easier to read
Wording on Panels — Explore / Discover / Play / Shop / Learn / Engage /
Agriculture Heritage — replaced by agriculture
Requesting 2 possible picture options for Agriculture & Shop
2 — Planters — Rail boxes only this year — Frank, Scott, & Karen to co-ordinate with Rick
of I Wood. Request (application)for funding has been put in with Capstone.
3 — Margaret to check with Municipality re permanentremoval of cement planter
boxes. There was a request to purchase boxes. Margaret will also check with the
Municipality to see if they can be sold.
4 — Easter Egg Hunt a success — Suggestion — Have 2 times for children. Older kids
over run the younger children. Groups — 1 to 5 and 5 up.
Half of the hot chocolate is thrown out each time. Suggestion — don't bother —
Parents are busy with children
Coloring contest was again done — Two randomly drawn prizes were handed
out. Compliments of Julie at Orono Times.
5 — News from the Municipality — Councillor Marg Zwart — re updates on earlier
request....
Turnover of Main St. to the municipality from Durham Region — Municipality will
not take over the Road until the Region has down the repairs first.
Page 101
Painting the black poles on the west side of the street - .......to check
Trail entrance update - ......to check
6 — Monies from the Santa Claus Parade total $2110.00. It has been proposed that the
funds from the parade, now called "the Winter Festival", be turned over to the Events
Committee
And possibly have the OCC participate in a bigger event with Shelly and Scott.
7. Bank — end of March 2023 - 13481.62 minus $40 for removal of winter wreaths and
the 2110. Of parade money.
8 — Update for the Town Hall by Perry
IF the OCC is a go they will be talking to the OCC about a possible movie night
maybe once a month
Annual Spaghetti Night on the 21st is still a drive through.
There will be a golf tournament again this year
It is the 125th anniversary this year .....
9 — Sam is to firm up the location of the farmers market.
Karen Lowery
Vice -Chair ODBIA
Page102
April Minutes
April 19, 2023
Attendees:
Larry Quinney DaveTaylor Kyle Young Joy Vaneyk
Jacquie MacEachern Crystal Ovenden Diane Woodly
Marlene Craig Brian Gaspell
Regrets:
Alvina Hare Danielle Carrol Greg Carrol Lindsay Luckhardt Paul
Rowan Nancy Johnson Corinna Traill Marlene Wotten
Municipal staff originally requested to attend this meeting but have postponed their visit until
May.
Committee Reports
• Appointed Jacquie MacEachern to Secretary.
• Maintenance- Kyle and Larry
Everything has been checked. Ex Fire extinguisher, de -fib etc. Caught 1 mouse and was taken
care of. Going to set new traps. Graffiti was noticed on the basketball court by Jacquie and was
taken care of. Also, there was a report about it through the municipality and they did come out.
Need to replace bulbs in some of the lights but waiting for Tim to get them.
• Bookings- Joy
April is busy, May is a bit slower. Committee members need to work together better with
cleaning. Work together more. Volunteers need to help out more with the functions. Booked the
next Pancake Breakfast with Santa, Dec 9th. Waiting to hear about the Air conditioner. Looking
at dates in June Monday- Friday and in July Monday to Friday.
• Dance- Larry
124 people in attendance, DJ was good brought some lights. Did not know the money figure for
the dance.
• Treasurer- Brian Gaspell
Cheq- $26,233.91 Saving- $25 599.44
• Old Business
Page103
Sea Can- Some people feel that there will be a problem getting the table and chairs in and out of
the community centre. (specially in the winter) people suggested keeping the hall set up and also
leaving the chairs lined up in the hall along the wall. We passed the Health and Safety
inspection. Grading and outside repairs, kyle said he would reach out to Tim and see what is
going on.
• New Business
Gardening needs to be planned and kept after. Marlene C has offered her services to help look
after it. May 13th Garden/Community Clean up. 10-12pm Suggested that the community get
invovled and do a plant swap and donate to the garden. May 27th the community church is doing
a plant/bake sale. June 1 Oth the community of Tyrone will do a yard sale.
Motion Adjourn by Crystal at 8:51
Page104
GANARASKA REGION CONSERVATION AUTHORITY
MINUTES OF THE BOARD OF DIRECTORS
April 20, 2023 (Hybrid)
GRCA 02/23
1. Welcome, Land Acknowledgement and Call to Order
The Chair called the Ganaraska Region Conservation Authority (GRCA) Board
of Directors meeting to order at 4:00 p.m.
MEMBERS PRESENT: Mark Lovshin, Chair - Township of Hamilton
Vicki Mink, Vice - Chair - Municipality of Port Hope
Randy Barber — Town of Cobourg
Bruce Buttar — Agricultural Representative
Miriam Mutton - Town of Cobourg
Lance Nachoff - Township of Cavan Monaghan
Adam Pearson - Municipality of Port Hope
Tracy Richardson - City of Kawartha Lakes
Joan Stover - Township of Alnwick/Haldimand
Willie Woo - Municipality of Clarington
Margaret Zwart - Municipality of Clarington
ALSO PRESENT: Linda Laliberte, CAO/Secretary-Treasurer
Cory Harris, Watershed Services Coordinator
Ken Thajer, Planning and Regulations Coordinator
Pam Lancaster, Conservation Lands Coordinator
Ed Van Osch, Forest Recreation Technician
ABSENT WITH
REGRETS: Willie Woo — Municipality of Clarington
ALSO ABSENT:
Land Acknowledgement
The Ganaraska Region Conservation Authority respectfully acknowledges that the land
on which we gather is situated within the traditional and treaty territory of the
Mississauga's and Chippewa's of the Anishinabek, known today as the Williams
Treaties First Nations. Our work on these lands acknowledges their resilience and their
longstanding contribution to the area. We are thankful for the opportunity to live, learn
and share with mutual respect and appreciation.
2. Disclosure of Pecuniary Interest
None.
Page105
Minutes GRCA Board of Directors 02/23 Page 2
3. Minutes of Last Meeting
G RCA 11 /23
MOVED BY: Joan Stover
SECONDED BY: Lance Nachoff
THAT the Ganaraska Region Conservation Authority approve the minutes of the March
16, 2023 meeting.
CARRIED.
4. Adoption of the Agenda
G RCA 12/23
MOVED BY: Randy Barber
SECONDED BY: Lance Nachoff
THAT the Ganaraska Region Conservation Authority adopt the agenda.
CARRIED.
5. Business Arising from Minutes:
a) Proposed Public Question Period
The Board made some suggestions to allow the Chair some discretion to allow for
questions that have not been provided in advance of the meeting and if the time required
to answer the questions takes more than 10 minutes. The guidelines will be updated to
reflect these changes.
G RCA 13/23
MOVED BY: Miriam Mutton
SECONDED BY: Vicki Mink
THAT the Ganaraska Region Conservation Authority approve the updated guidelines as
outlined in the proposed public question period staff report.
CARRIED.
6. Delegations
None.
7. Presentations
a) Ganaraska Forest Recreational Update
Ed Van Osch, Forest Recreation Technician, provided an update on the trails in the
Ganaraska Forest as well the ongoing recovery efforts in preparation for the May 1, 2023
opening. It was noted that this would be the final monthly update.
G RCA 14/23
MOVED BY: Randy Barber
SECONDED BY: Lance Nachoff
Page106
Minutes GRCA Board of Directors 02/23 Page 3
THAT the Ganaraska Region Conservation Authority receive the presentation for
information.
CARRIED.
b) Natural Hazards Presentation Series — Part 2: River and Stream Valleys
Staff provided another information session on natural hazards regulated under the
Conservation Authorities Act and focused this month's talk on valley and stream corridors.
Cory Harris, Watershed Services Coordinator, provided a description of the two types of
valleys, apparent and non -apparent, and the difference between them. He further
explained the reason for regulating these types of lands and gave a brief overview of the
technical elements outlined in the guidelines that are provided by the Ministry of Natural
Resources and Forestry (MNRF). Ken Thajer, Planning and Regulations Coordinator,
spoke about the causes of slope instability and the technical requirements with regards to
permitting for development in or adjacent to these areas.
G RCA 15/23
MOVED BY: Miriam Mutton
SECONDED BY: Adam Pearson
THAT the Ganaraska Region Conservation Authority receive the presentation regarding
natural hazards for information.
CARRIED.
8. Correspondence
01/23 Lynch Rutherford Tozer re: Audit Management letter
G RCA 16/23
MOVED BY:
SECONDED BY:
Joan Stover
Lance Nachoff
THAT the Ganaraska Region Conservation Authority note and file correspondence item
01 /23.
CARRIED.
9. Applications under Ontario Regulation 168/06:
Permits approved by Executive:
G RCA 17/23
MOVED BY:
SECONDED BY:
Randy Barber
Lance Nachoff
THAT the Ganaraska Region Conservation Authority receive the permits for information.
CARRIED.
Permit Application requiring Ganaraska Region Conservation Authority Board of Directors
discussion:
None.
Page107
Minutes GRCA Board of Directors 02/23
Page 4
10. Committee Reports:
a) Ganaraska Forest Recreational Users Committee — April 6, 2023 minutes
G RCA 18/23
MOVED BY: Adam Pearson
SECONDED BY: Bruce Butter
THAT the Ganaraska Region Conservation Authority receive the Ganaraska Forest
Recreational Users Committee minutes for information.
CARRIED.
11. New Business:
a) 2023 Financial Budget
Board members complimented staff on the new comprehensive format of the 2023
financial budget.
G RCA 19/23
MOVED BY:
SECONDED BY:
Vicki Mink
Miriam Mutton
THAT the Board of Directors approve the 2023 Financial Budget.
CARRIED.
12. Other Business
None.
13. In Camera
None.
14. Adjourn
Chair Mark Lovshin thanked staff for all their hard work in getting the forest ready to open
May 1. He also congratulated CAO/Secretary-Treasurer on being elected to Conservation
Ontario Board of Directors and as the Treasurer of Conservation Ontario for another year.
G RCA 20/2023
MOVED BY:
SECONDED BY:
Joan Stover
Adam Pearson
THAT the meeting adjourned at 4:50 p.m.
CARRIED.
CHAIR
CAO/SECRETARY-TREASURER
Page108
Natural Hazards Presentation
Series -Part 2:
Valleys and Stream Corridors
Ken Thajer, MCIP, RPP
Planning and Regulations Coordinator
Cory Harris, P. Eng.
Watershed Services Coordinator
GRCA Board Meeting
April 20, 2023
Page109
Ganaraska
CONSERVATION
Outline
• Background
• Natural Hazards Presentation
Series
• Overview of River and Stream
Valley Corridor Hazards
• Policy and Technical
Considerations
• Conclusion
Au iutrodueory guide for public health and
safety poba. 3.1, pcovinnal policy stew—t
f
Background
• Conservation Authorities Act enacted in 1946 in response to
erosion and drought concerns. These issues are best managed on
a watershed basis.
• It provided the means by which the province and the municipalities
could join together to form a Conservation Authority within a
specified area - the watershed - to undertake programs for natural
resource management.
• The Conservation Authorities Act and corresponding regulations
are designed to protect people and property from flooding and
erosion hazards
• Development and construction within hazardous lands is costly to
build and requires maintenance
• Good planning saves the taxpayer significant dollars
Natural Hazards
Presentation Series
Over the coming months, staff will provide an overview of the various
hazardous areas in which CAs regulate development and activities:
• In or adjacent to river or stream valleys (Section 2 1 b
• Adjacent or close to the shorelines of the Great Lakes and inland
lakes (Section 2(1)(a))
• Watercourses (Section 5)
• Hazardous lands (Section 2(1)(c))
• Wetlands (Sections 2(1)(d) and 5)
• Other Areas that could interfere with the hydrologic function of a
wetland (Section 2(1)(e))
River and Stream Valleys
River & Stream Valleys are described in the Regulation
as;
`...depressional features associated with a river or
stream, whether or not they contain a watercourse...'
River & Stream ,Valleys can be identified under two
distinct situations, namely;
where the river or stream valley is apparent...' , or
where the river or stream valley is not apparent...'
M-
River and Stream Valleys
Section 2(l)(b)
(b) river or stream valleys that have depressionaI features associated with a river or stream; whether or not they contain a
watercourse, the limits of which are determined in accordance with the following rules:
(i) where the river or stream valley is apparent and has stable slopes; the valley extends from the stable top of bank, plus 1
metres; to a similar point on the opposite side;
(ii) where the river or stream valley is apparent and has unstable slopes; the valley extends from the predicted long term
stable slope projected from the existing stable slope or, if the toe of the slope is unstable, from the predicted location of
the toe of the slope as a result of stream erosion over a projected 100-year period; plus 15 metres; to a similar point on
the opposite side,
(iii) where the river or stream valley is not apparent, the valley extends the greater of;
(A) the distance from a point outside the edge of the maximum extent of the flood plain under the applicable flood event
standard, plus 15 metres; to a similar point on the opposite side, and
(B) the distance from the predicted meander belt of a watercourse; expanded as required to convey the flood flows under
the applicable flood event standard, plus 15 metres; to a similar point on the opposite side;
Why Regulate Stream and
River Valleys?
Subject to hazardous conditions that pose a threat to life and property
d-
r-
41,
Valleys - What
Apparent
is Regulated?
Not Apparent
Apparent (Confined) Valleys
Allowance
up to15m
i
Similar point on
the opposite side
REGULATED RIVER OR
STREAM VALLEY
(apparent valley)
Stable toe
of slope
Stream i
Channel i
i
Stable tap
Stable slope of bank
i
Predicted stream bank
erosion (100-year period)
i
i
Allowance
up to15m
Apparent (Confined) Valleys
With stream/valley toe erosion hazard
REGULATED RIVER OR
STREAM VALLEY
----)D.-
Top of Erosion Hazard
stable Limit
s lop I
A
i
I ♦
l�llovr�r1 4� ♦
up to 15 m �� ♦♦ Aduel slope
Stable
angle �•% Channel
a i
Toe erosion
allowance
100 yea r:s
�A
Technical Guidelines
An introductory guide for public health and
safety pol icics 3,1, provincial policy statement
a
Not Apparent (Unconfined) Valleys
Erosion Hazard Limit"
Erosion access
allowance Flooding Hazard Limit
or
Meander belt allowance*
Bankfull width
Normal
water level Bankfull
Erosion access
allowance
Not Apparent (Unconfined) Valleys
Where
valley
top of bank feature
not. apparent the
hazard
is
the
greater
of
the
flood
plain
or meander
belt.
i River or stream valley
I Y;u Scy nop a ppa rcntI
up to ism , pup to ISM
RepLatory Floo4pbin r
4 �
S&OM dmf r 1
Not Apparent (Unconfined) Valleys
Meander Belt: the part of a valley bottom across which a
stream shifts its channel from time to time especially in
flood (taken from merriam-webster.com).
ILI
M
1
0 t
Allowance POP
-
up t015 M
�- 4 M� i . . . .
-*---Channel
bankfull
wid1b
Meander
belt
�r;5
■ {i f 0 w ■
t
O
h
2
Meander
0
belt allowance
or 20 X bankfull
6-
width
Allowanoe
up to15m
Meander Belt Example
Ucayali River in Peru
33 Year Time Lapse
Slope Failure Types
_W
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- -0fL�-.-
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Wage 124
Slope Failure Types
TRANSLATIONAL SLIDES
%JI%j 6; %JI Ikr%d 4 %..Pi V. i'.
Causes of Slope Instability
• Proximity of watercourse to a valley wall
• Internal seepage (ground water)
• Surface runoff
• Soil composition
• Angle of slope (GRCAwatershed slopes considered
stable at 3:1)
• Natural cover (vegetation)
• Human activities (leakage from swimming pools, septic
systems, cut & fill activities, improperly constructed
retaining walls etc.)
•1[we IKol&.'lffolsibft7[0l•I:AIIE Iva1•
• r It
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.06
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-ore
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Indicators of Slope Instability
r ►Ir
C.L -1
h f &I
=%F
P-
1L ,
https://pages.mtu.edu/-raman/Silverl/HoughtonEC/Bent-trees.html
Indicators of Slope Instability
- 'F1 Fr ; 3
• � 1'f I F�`I � � tZ_
f iF i
•r
r ' r
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or
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Provincial Policy Statement
(PPS, 2020)
3.1.1 Development shall generally be directed, in accordance with
guidance developed by the Province to areas outside of:
b) hazardous lands adjacent to river, stream and small inland lake
systems which are impacted by flooding hazards and/or erosion
hazards
3.1.2 Development and site alteration shall not be permitted within:
c) areas that would be rendered inaccessible to people and
vehicles during times of flooding hazards, erosion hazards and/or
dynamic beach hazards unless it has been demonstrated that the
site has safe access appropriate for the nature of the development
and the natural hazard
GRCA Policy
• In general, no new development within the
valleylands;
• All new development to be outside long
term stable slope/top of bank, whichever is
greater
Exemptions include:
• Where development currently exists in the
valleylands and/or there is no feasible
alternative;
• Public infrastructure where there is a
demonstrated need to be located within th
valley
• Public parks;
• Stream bank restoration or valley
stabilization projects;
• Driveway or access where there is no
viable alternative;
Policies for the
Implementation of
Ontario Regulation
168/06
Development, Interference with Wetlands and
Alterations to Shorelines and Watercourses
Regulation
January 2014
Shard Resolution FA 04114
Ganaraska
CONSERVATION
Technical Requirements
for Permitting
• GRCA staff strive to prevent the need to request costly studies
where possible;
• GRCA staff stake physical top of bank features with an OLS
• To determine the limits of development, a Geotechnical Study
may be needed to establish the limit of the stable top of bank
(long term stable slope line)
• In some occasions the Geotechnical Study may need to be
completed in concert with a Fluvial Geomorphologist
• Promote stabilization of slopes using deep rooting vegetation
(trees) where possible;
How Stream and Valley
Mapping Information is Used
• GRCA hazard mapping layers
• Used in Official Plan and Zoning Bylaw maps
• Real Estate and Lawyers inquiries
• Insurance investigations
• Planning and permit approvals
• Emergency Preparedness Planning
• Assessing risk levels for asset management purposes
ri
it
anarasl<a
CONSERVATION
Thank you!
,%;Z�
KAWA RT H A
CONSERVATION
Discover• Protect• Restore
April 24, 2023
The Mayor and Members of Council
Municipality of Clarington
40 Temperance Street,
Bowmanville, ON L1C 3A6
RE: Kawartha Conservation 2023 Preliminary Budget
Dear Mayor Foster and Members of Council:
We are pleased to provide our 2023 Preliminary Budget, supported in principle by our Board of Directors, and
approved for a 30-day review period by Resolution #48/23:
RESOLVED, THAT, the Draft 2023 budget is updated to reflect any Board recommendations
prior to circulation, AND,
THAT, the Draft 2023 budget be endorsed, and the Information for Municipal Partners be
developed and circulated to member municipalities.
CARRIED
The 2023 Draft Budget document outlines the conservation programs and projects proposed for delivery in 2023 in
accordance with our Strategic Plan, and associated funding requirements.
The scope of operating programs has been maintained at the previous year's level. The Operating Levy and General
Benefiting Levy are shared by the municipal partners based on apportionment percentages supplied to us by the
Ministry of the Environment, Conservation and Parks. The apportionment percentage is based on current value
assessment (CVA) information generated by MPAC. Individual municipal increases or decreases vary due to changes
in the CVA apportionment year over year. Information on apportionment can be found on page 6 of the Budget
document.
Our request for Operating Levy is $707,684 which meets the Region's guidelines and includes a $3,214
CVA adjustment to levy, and land management expenditures of $15,000.
We have proposed Special Projects for the Region of Durham totalling $171,400 for consideration. This request also
meets the Region's guidelines. We have submitted Special Funding Requests for support for the following projects:
Watershed Planning Project (Final year) - The purpose of this project is to ensure that Durham Region has
the most up to date information related to Water Resource Systems and Watershed Planning to assist with
Municipal Conformity Review exercises. Further, as per the Planning Services Partnership Memorandum of
Understanding (MOU) with Durham Region, Kawartha Conservation is responsible for providing comments
KAWARTHA CONSERVATION
277 Kenrei Road, Lindsay, ON K9V 4R1
705.328.2271 Fax 705.328.2286
Kawa rthaConservation.co m
Our Watershed Partners:
Page 138
City of Kawartha Lakes - Region of Durham • Township of Scugog • Municipality of Clarington • Township of Brock • Municipality of Trent Lakes • Township of Cavan Monaghan Conservation
( TARIO
KAWARTHA
CONSERVATION
Discover • Protect • Restore
and information to assist in the review and approval of development applications under the Planning Act.
This project will help the municipality conform to provincial planning guidance related to watershed
resources management (e.g., Provincial Policy Statement, Growth Plan, Greenbelt Plan, Oak Ridges Moraine
Conservation Plan, etc.). As a result, this will help to process Planning Act applications faster while ensuring
conformity with provincial policy. The project cost is $27,300 with the Region providing the full
apportionment as the sole benefactor for the project.
Information Management Project - The digitization of records into the Information Management System is
integral in expediting applications and improving customer service along with meeting our requirements
under the Information & Privacy Act. To date, we have digitized over 290,000 records. The expenditures for
this project are apportioned between our participating municipalities. The total project cost is $15,000 with
the Region's apportionment being $5,408, inclusive of a $28 CVA adjustment.
Environmental Monitoring Strategy - We have submitted Special one-time funding requests for support for the
implementation of our 10-year Environmental Monitoring Strategy. This is a new funding request to provide a
cost-effective environmental monitoring network that facilitates evidence -based decision making, and that
provides accessible, real-time science and data to our community, while aligning with our strategic goals and
that of our municipal partners. This strategy was endorsed by our Board of Directors in 2022 for the 2023
budget process (resolution #83/22). The expenditures for this project are apportioned between our
participating municipalities. The total project cost is $25,000 with the Region's apportionment being $9,014.
Our Board of Directors will hold a weighted vote on the 2023 Operating Budget, General Benefiting Projects and
associated municipal levies on May 25, 2023. Special Benefiting Projects proceed based on municipal funding
approvals. Information on the weighted vote can be found on page 7.
If you have any questions, or if we can provide further information, please do not hesitate to contact me at extension
215 or Jonathan Lucas, Acting Director, Corporate Services, extension 233.
Yours truly,
Mark Majchrowski
Chief Administrative Officer
Ends.
2023 Preliminary Budget
cc: M. Dempster, Chief Administrative Officer
J. Gallagher, Clerk
T. Pinn, Treasurer
KAWARTHA CONSERVATION
277 Kenrei Road, Lindsay, ON K9V 4R1
705.328.2271 Fax 705.328.2286
Kawa rthaConservation.com
Our Watershed Partners:
Page 139
City of Kawartha Lakes • Region of Durham • Township of Scugog • Municipality of Clarington • Township of Brock • Municipality of Trent Lakes • Township of Cavan Monaghan Conservation
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KAWARTHA
CONSERVATION
2023 Draft Budget.....................................................................................................................................................................5
MunicipalLevy —Summary ....................................................................................................................................................5
MunicipalOperating Levy......................................................................................................................................................5
MunicipalProjects Levy.........................................................................................................................................................6
GeneralBenefiting Projects...................................................................................................................................................6
SpecialBenefiting Projects....................................................................................................................................................6
BudgetProcess......................................................................................................................................................................7
BudgetVote...........................................................................................................................................................................7
Sources of Revenue and Expenditures..................................................................................................................................8
Statement of Revenue and Expenditures..............................................................................................................................9
OperatingDepartments...........................................................................................................................................................10
Planning and Development Services...................................................................................................................................10
Municipal Agreement, City of Kawartha Lakes Risk Management Official.........................................................................12
Integrated Watershed Management...................................................................................................................................14
Stewardship and Conservation Lands.................................................................................................................................16
CorporateServices...............................................................................................................................................................20
GeneralBenefiting Projects.....................................................................................................................................................23
Drinking Water Source Protection......................................................................................................................................23
Digitization of Corporate Records.......................................................................................................................................24
Environmental Monitoring Strategy Implementation.........................................................................................................24
Proposed Special Benefiting Projects......................................................................................................................................27
Region of Durham — Watershed Plan Implementation 2023..............................................................................................27
Region of Durham — Watershed Planning 2023..................................................................................................................31
City of Kawartha Lakes - Lake Dalrymple Management Plan..............................................................................................33
City of Kawartha Lakes - Lake Management Plan Implementation 2023...........................................................................35
Municipality of Trent Lakes — Flood Plain Mapping Studies................................................................................................41
Proposed Joint Special Benefiting Projects.............................................................................................................................43
City of Kawartha Lakes and Region of Durham -Tree Planting Program............................................................................43
CapitalExpenditures................................................................................................................................................................45
Page 141
Governance
The municipalities within the 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.
2023 Board of Directors
CHAIR
Robert Rock
Township of Scugog
VICE CHAIR
Pat Warren
City of Kawartha Lakes
DIRECTORS
Eric Smeaton
City of Kawartha Lakes
Tracy Richardson
City of Kawartha Lakes
Cira Pettingill
Township of Brock, Region of Durham
Lloyd Rang
Municipality ofClarington, Region of Durham
Harold Wright
Township of Scugog, Region of Durham
Gerry Byrne
Township of Cavan Monaghan
Peter Franzen
Municipality of Trent Lakes
Jeff Forbes
Mississaugas of Scugog Island First Nation
We would like to acknowledge that many
Indigenous Nations have longstanding
relationships, both historic and modern, with
the territories upon which we are located.
Today, this area is home to many
indigenous peoples from across Turtle
Island. We acknowledge that our
watershed forms a part of the treaty and
traditional territory of the south-eastern
Anishinaabeg.
It is on these ancestral and treaty lands that we
live and work. To honour this legacy, we
commit to being stewards of the natural
environment and undertake to have a
relationship of respect with our Treaty partners.
Member Municipalities
City of Kawartha Lakes
Region of Durham
• Township of Scugog
• Municipality ofClarington
• Township of Brock
Municipality of Trent Lakes
Township of Cavan Monaghan
Page142
KAWARTHA CONSERVATION
2023 Draft Budget
KAWARTHA
CONSERVATION
Disoover•Prptect•Re$tpre
Page143
2023 Draft Budget
The 2023 Operating and Special Projects Budget is developed and reviewed in detail by our Board of
Directors, and it was approved for circulation to our municipal partners for comments.
The 2023 operating expenditure budget is organized into business units and each department is
intended to reflect all associated costs. The operating levy is shared by the municipal partners based on
an apportionment percentage supplied to us by the Ministry of the Environment, Conservation and
Parks.
Durham East Cross Forest Conservation Area is an operating program funded solely by the Region of
Durham Special Operating Levy. There is $2,700 of deferred revenue that will be used in addition to the
collected levy for 2023 operating.
The 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 Projects are funded by the
benefiting municipality/municipalities.
Municipal Levy —Summary
Proposed 2023 Levy
Operating
Special
Special
2023 Total
2022
Levy
Operating
General
Projects
Municipal
Approved
Increase
Projects
Levy
Municipal
(Decrease)
Levy
City of Kawartha
$1,017,555
-
$23,729
$396,250
$1,437,534
$1,395,675
$41,859
Lakes
Region of Durham
618,484
104,200
14,423
171,400
908,506
882,385
26,121
Municipality of
72,682
-
1,695
273,000
347,377
71,655
275,722
Trent Lakes
Township of Cavan
6,604
-
154
-
6,758
6,360
398
Monaghan
Total
$1,715,325
$104,200
$40,000
$840,650
$2,700,175
$2,356,075
$344,100
Municipal Operating Levy
The Operating Levy is shared by the municipal partners based on apportionment percentages supplied
to us by the Ministry of the Environment, Conservation and Parks. The apportionment percentage is
based on current value assessment (CVA) information generated by MPAC. Individual municipal
increases vary due to changes in the CVA apportionment year overyear.
Page 144
2022
2023
Increase
MUNICIPAL
2022
2023
Increase
General
General
in
General
%Increase
OPERATING LEVY
Apportionment
Apportionment
(decrease)
Operating
Operating
Operating
Levy
Levy
Levy
City of Kawartha
p
59.5102/0
o
59.3214/0
0
(0.1888)/0
$983,896
$1,017,555
$33,659
0
3.42/0
Lakes
Region of Durham
35.8690
36.0564
0.1874
4.29%
593,031
618,484
25,453
Municipality of Trent
4.2442
4.2372
(0.0070)
3.58%
Lakes
70,170
72,682
2,512
Township of Cavan
Monaghan
...
03767
03850
00083
6,228
6,604
376
6.04/0 o
Total
100.00%
100.00%
(0.00)%
$1,653,325
$1,715,325
$62,000
3.75%
Municipal Projects Levy
Projects are developed to implement priorities within our Strategic Plan and in response to municipal
concerns. The projects address strategic plan directions and issues identified by our board of directors,
municipal leaders, senior municipal staff, and community stakeholders. We use municipal funds to
leverage grant opportunities whenever possible.
General Benefiting Projects
General Benefiting projects have a watershed wide benefit and the levy is shared by the municipal
partners on the same apportionment percentage as the operating levy. Projects include Drinking Water
Source Protection (fully funded), 10-year Environmental Monitoring Strategy Implementation (Year 1 of
10) and digitization of corporate records.
Summary of General Benefiting
Projects:
2022 Approved General
Benefiting Levy
2023 Proposed General
Benefiting Levy
City of Kawartha Lakes
$20,829
$23,729
Region of Durham
12,554
14,423
Municipality of Trent Lakes
1,485
1,695
Township of Cavan Monaghan
132
154
Total
$35,000
$40,000
Special Benefiting Projects
Special Benefiting projects are designed to meet the needs or concerns of a specific municipality, and
thus directly benefit the individual municipality. The benefiting municipality funds the projects. Projects
continue our work to develop and implement Lake Management Plans and initiate updates to our
watershed plans in the Region of Durham and a new project will be completed for Trent Lakes Flood
Plain Mapping.
Page145
Summary of Special Benefiting
Projects:
2022 Approved Special
Benefiting Levy
2023 Proposed Special
Benefiting Levy
City of Kawartha Lakes
$390,950
$396,250
Region of Durham
170,600
171,400
Municipality of Trent Lakes
-
273,000
Township of Cavan Monaghan
-
-
Total
$561,550
$840,650
Budget Process
On February 23rd, 2023, the Board of Directors received a staff report on the preliminary budget for 2023
and passed a resolution that the budget is developed with the direction provided. The preliminary
budget was approved by the Board of Directors for circulation on April 20, 2023. The Board of Directors
vote on the budget and associated municipal levy is scheduled for May 25th, 2023.
Budget Vote
Eligible Directors of the Board will vote on the budget and levy using a weighted vote based on the
Current Value Assessment levy apportionment formula. Non -voting members or agricultural members
appointed by the Province are ineligible to vote as identified in the Conservation Authorities Act.
The provincial regulation governing the weighted vote does not permit 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 Board of Directors. A weighted majority of 51% carries the vote.
The weighted vote is distributed amongst Directors as follows:
City of Kawartha Lakes
1st of 3 representatives
16.6667%
2nd of 3 representatives
16.6667%
3rd of 3 representatives
16.6666%
Region of Durham
1st of 4 representatives
11.0734%
2nd of 4 representatives
11.0734%
3rd of 4 representatives
11.0734%
4th of 4 representatives
11.0734%
Municipality of Trent Lakes
1 representative
5.2411%
Township of Cavan Monaghan
1 representative
0.4653%
Page146
Sources of Revenue and Expenditures
Projedt G rants _ .
Drinking Water Sourne — -
Prctection
$63,20D
2%
Program Generated _
Revenue
$1r286, ifl0
2e%
Municipal Agreements__
19fi
Transfers from
reserves
$52,725
2%
Revenues
$1,009,9DO }au,wu
229E 146
Expenditures
Operating Levy
$i*715,325
38%
al Operating levy,
ion of Durham
$106,900
2%
Special Benefiting Mu nicipal AgFeements
$1r202r1DD $fi0,000
Drinking 2646 19:
Water General Benefiting
Source $40,000 — — Capital Eqenditu, s
Protection
$144,200
igr.
$53,200_,
19fi "•�
vehicle pool Planning and
$�29�000j� Development Services
Amortization Of tangA
167o-
capital assets
$so,000
19:
Corporate Services_ +
$924,050
2V%
Stewardshi
ConservaWn Lands
$Ma,25O
14%
Integrated Watershed
Management
$569,5w
149:
Page147 8
Statement of Revenue and Expenditures
KAWARTHA CONSERVATION
2023 Preliminary Budget
STATEMENT OF REVENUE AND EXPENDITURES
REVENUE
Municipal levy
Operating
Special operating, Region of Durham
General benefiting projects
Special benefiting projects
Transfers from (to) reserves
Municipal Agreements
CKL, Risk Management Official, Clean Water Act
Program Generated Revenue
Planning and Development Services
Intergrated Watershed Management
Stewardship and Conservation Lands
Corporate Services
Special Projects management
Benefiting Projects
Drinking Water Source Protection
Grants, Durham special projects
Grants, CKL special projects
Budget Budget Variance to
2022 2023 2022 Budget
$ 1,653,325 $
1,715,325 $
62,000
123,000
106,900
(16,100)
35,000
40,000
5,000
699,100
1,009,900
310,800
-
62,725
62,725
2,510,425
2,934,850
424,425
60,000 60,000
60,000 60,000
545,800
486,000
(59,800)
50,900
70,400
19,500
333,800
224,950
(108,850)
63,000
86,800
23,800
330,500
417,950
87,450
1,324,000
1,286,100
(37,900)
57,000
63,200
6,200
61,700
80,550
18,850
105,300
141,850
36,550
224,000
285,600
61,600
Total Revenue $ 4,118,425 $ 4,566,550 $ 448,125
EXPENDITURES
Operations
Planning and Development Services
Integrated Watershed Management
Stewardship and Conservation Lands
Corporate Services
Amortization of tangible capital assets
Vehicle pool
Benefiting Projects
General Benefiting, Drinking Water Source Protection
General Benefiting
Special Benefiting
Municipal Agreements
CKL, Risk Management Official
Operating Expenditures
Capital Expenditures
$ 771,200 $
814,200
43,000
686,400
669,550
(16,850)
732,400
649,250
(83,150)
910,325
924,050
13,725
60,000
60,000
-
(25,000)
(25,000)
3,135,325
3,092,050
(43,275)
57,000
63,200
6,200
35,000
40,000
5,000
866,100
1,202,100
336,000
958,100
1,305,300
347,200
60,000 60,000
60,000 60,000
$ 4,153,425 $ 4,457,350 $ 303,925
144,200 144,200
Total Expenditures $ 4,153,425 $ 4,601,550 $ 448,125
Annual Surplus (Deficit) $ (35,000) $ (35,000) $ (0)
Page148 9
Operating Departments
Planning and Development Services
Planning
Planning helps to protect properties against the loss of life, property damage and social disruption, and
encourages the responsible management of natural hazard related features, while ensuring compliance
with provincial legislation at the local level.
Conservation Authorities have been delegated the responsibility of commenting on behalf of the
Province of Ontario on planning matters related to natural hazards (Section 3.1 of the Provincial Policy
Statement, 2020). In addition, Conservation Authorities provide plan review advice with respect to the
health of watersheds including the management of water and natural heritage resources.
Permitting
Permitting through the Conservation Authority ensures public safety and protection of property from
damage caused by natural hazards, protects watershed health by preventing pollution and damage to
sensitive environmental areas such as wetlands, shorelines, and watercourses, and promotes long term
sustainability of the watershed. Kawartha Conservation administers the Section 28 Regulation of the
Conservation Authorities Act. Ontario Regulation 182/06, the regulation of Development, Interference
with Wetlands and Alterations to Shorelines and Watercourses regulates development in relation to
river and stream valleys, steep slopes, watercourses, floodplains, and wetlands, plus the respective
allowances that are associated with each feature.
Enforcement
Conservation staff are responsible for regular monitoring of development activities impacting on natural
regulated features, following up on public and municipal complaints regarding any potential violations
and obtaining regulatory compliance through compliance agreements or judicial methods as pertains to
Section 28 of the Conservation Authorities Act and associated specific Ontario Regulation 182/06.
Page 149 10
KAWARTHA CONSERVATION
2023 Operating Budget
PLANNING AND DEVELOPMENT SERVICES
Sources of Revenue
Municipal operating levy
Special projects management
Planning and permitting fees
Largescalefill permits
Muncipal agreement project management, RMO
MOU, Haliburton County
PLANNING/PERMITTING
Expenditures
Direct labour
Overhead
Legal
Consulting
Fi I I permit compliance costs
IMS Records management
Flood plain ma ppi ng servi ces
Supplies &equipment
Professional development
Travel
Audited
Actual Budget Budget Variance to
2021 2022 2023 2022 Budget
$ 214,671 $
225,400 $
328,200 $
102,800
43,987
-
-
-
407,966
367,000
420,000
53,000
18,187
100,000
10,000
(90,000)
6,042
6,000
6,000
-
42,544
72,800
50,000
(22,800)
$ 733,396 $
771,200 $
814,200 $
43,000
$ 522,608 $
599,500 $
683,000 $
83,500
41,611
50,900
62,700
11,800
-
5,000
5,000
-
-
7,000
30,000
23,000
2,104
60,000
5,000
(55,000)
10,000
10,000
10,000
-
7,074
20,500
1,000
(19,500)
11,821
11,300
11,500
200
1,535
1,500
2,500
1,000
1,813
5,500
3,500
(2,000)
$ 598,566 $ 771,200 $ 814,200 $ 43,000
Page 150 11
Municipal Agreement, City of Kawartha Lakes Risk Management Official
Clean Water Act, Part IV, Enforcement
Purpose
Source Water Protection Plan policies are designed in the best interests of a community and are required
to be implemented for the long-term protection of safe and healthy drinking water sources. Risk
Management Plans and developing the land surrounding water supply systems in a suitable way is
required. This is a proactive method of ensuring contamination risks are reduced and expensive clean-up
costs can be averted.
Benefits
A Source Protection Plan helps municipalities save money by creating and implementing a multi -barrier
approach to strengthen the protection of municipal drinking water sources. By implementing source
protection plan policies requiring a risk management official (RMO), as per the Clean Water Act, threat
assessments of groundwater and surface water quality and quantity on a site specific and watershed
scale are determined and monitored. These plans and activities directly support the City of Kawartha
Lakes specifically in implementation of plan policies requiring a Risk Management Plan and providing
information for planning/building applications for development where the activity or land use could
impact upon municipal drinking water supplies.
Deliverables
This project to date has involved the establishment of a risk management office and the development of
plans with landowners designed to eliminate risks to municipal water supply systems, as delegated by
the City of Kawartha Lakes through agreement. Policies and procedures have been developed to guide
implementation activities. Activities in 2023 will continue to focus on the negotiation and establishment
of risk management plans, issuing notices to proceed with an activity under the Planning Act and
Building Code Act and reporting.
Risk Management Plans address various risks to drinking water sources and agricultural uses and
residential fuel oil are most common. Risk management plans need to be negotiated with landowners
and tenants, which will address threats to community drinking water supply systems. Risk management
plans ensure that activities that pose a potential threat to municipal drinking water supply systems are
adequately managed, such as by improvements to infrastructure, changes in process and handling of
chemicals, and ensuring spill containment measures are in place. Activities of the Risk Management
Official are guided by a Project Oversight Committee comprised of public works, planning and building
staff, and staff at Kawartha Conservation.
Page 151 12
KAWARTHA CONSERVATION
2023 Municipal Agreement Budget
.l f t
City of Kawartha Lakes Audited
Risk Management Official Actual Budget Budget Variance to
CLEAN WATER ACT, PART IV, ENFORCEMENT 2021 2022 2023 2022 Budget
Sources of Revenue
City of Kawartha Lakes, service agreement
Expenditures
Direct labour
In-house expertise
Supplies
Technology and data management
Travel
Administration fee
$ 41,771 $ 60,000 $ 60,000 $ -
$ 35,437 $ 43,500 $ 45,000 $ 1,500
2,610 6,000 6,000 -
100 2,000 2,000 -
128 2,000 2,000 -
64 500 500 -
3,432 6,000 4,500 (1,500)
$ 41,771 $ 60,000 $ 60,000 $ -
Note:
This budget is funded through a municipal agreement
and is not considered a part of the municipal general operating levy
Page 152 13
Integrated Watershed Management
Environmental Information Services
Environmental Information Services supports our stakeholders and partners by providing environmental
spatial information to assist with decision making across our watershed. As part of this service, we
develop maps for both our internal programs and projects and as a service to our external partners.
Environmental Monitoring Services
We maintain a core watershed monitoring network, including water quality and quantity for both
surface and ground water. This enables us to identify issues requiring attention early on, while gauging
the effectiveness of current planning practices. Collaboration and the pooling of resources assist with the
coordination of program delivery and is key to planning and permitting functions, while combining
expertise and experience to ensure consistency and cost efficiency. We partner with provincial
ministries, such as the Ministry of the Environment, Conservation & Parks, Ministry of Northern
Development, Mines, Natural Resources and Forestry, local volunteer groups, Fleming College, Ontario
Technical University, Trent University, local high schools, and agencies such as the Greenbelt Golden
Horseshoe Conservation Authority Collaborative — a grouping of 12 Conservation authorities.
Flood & Water Level Monitoring
Our flood contingency and flood response plans, daily monitoring of water levels and precipitation,
assessment of potential flood threats, communication with municipalities and the community, and
participation in municipal flood response activities helps support and protect the people and property
across the watershed.
Flood forecasting and warning is a fundamental responsibility delegated to conservation authorities by
the province since 1984. We fulfill this duty by monitoring the water level, precipitation, and watershed
conditions.
Close collaboration and partnership with federal (Ontario Waterways —Trent Severn Waterway,
Environment and Climate Change Canada), and provincial (MNRF, Ontario Hydro) agencies and partner
conservation authorities allow for accurate forecast and reliable information which is put in context of
the local watershed and provided to the community when flooding concerns are warranted.
Page 153 14
KAWARTHA CONSERVATION
2023 Operating Budget
INTEGRATED WATERSHED MANAGEMENT
Actual
Budget
Budget
Variance to
2021
2022
2023
2022 Budget
Sources of Revenue
Municipal operating levy
$ 498,569
$ 635,500
$ 599,150
(36,350)
Special Projects Management
102,158
-
-
-
MNRF transfer payment
24,640
24,600
24,600
-
Technical Services fees
5,046
1,000
1,000
-
Innovation Hub
10,773
10,000
34,500
24,500
Employment grants
6,778
10,000
10,000
-
Climate Changegrant
14,538
5,000
-
(5,000)
Other grants
300
300
300
-
$ 662,800
$ 686,400
$ 669,550
$ (16,850)
Expenditures
INTEGRATED WATERSHED MANAGEMENT
Direct labour
$ 508,308
$ 532,700
$ 516,000
$ (16,700)
Seasonal labour
16,397
23,200
12,200
(11,000)
Overhead
49,226
61,100
62,700
1,600
Supplies & equipment
9,043
15,500
11,000
(4,500)
Technology and data management
16,776
14,300
14,200
(100)
Professional development
811
4,400
5,900
1,500
Innovation Hub
3,847
4,000
24,000
20,000
Travel
21015
3,000
3,200
200
Oa k Ri dges Mora i ne Al I i a nce
1,250
2,500
2,500
-
Surface water monitoring
5,630
6,000
5,000
(1,000)
Groundwater monitoring
21105
8,000
8,250
250
Citizen Science Program
8,850
11,700
4,600
(7,100)
$ 624,258 $ 686,400 $ 669,550 $ (16,850)
Page 154 15
Stewardship and Conservation Lands
Conservation Areas
Kawartha Conservation owns and manages over 1,300 hectares of natural areas including Ken Reid
Conservation Area, Durham East Cross Forest, Pigeon River Headwaters, Windy Ridge / Tuckerman
property, Fleetwood Creek Natural Area, and Dewey's Island.
Visitors to our Conservation Areas include the public, schools, special interest groups, and tourists. With
an estimated 30,000 visits per year, our Conservation areas provide opportunities to relax, discover the
natural world and enjoy the many health benefits of being in nature. This program strives to provide a
safe and meaningful way for our community to access quality greenspaces.
In 2022, our conservation areas appeared in over 760,000 direct searches in Google. Those searches
resulted in over 31,000 requests for directions or visits to our website, demonstrating the ongoing
popularity and demand for access to green spaces and natural areas. Our properties offer safe
opportunities to get active and get outside.
Our conservation lands also provide sites to compensate for species or habitat disruption because of
development activity to restore these vulnerable habitats in our conservation properties, and by
providing expert advice and support for private land restoration projects. This program is initiated by
provincial requirements and generates revenue for other programming, improves habitat across
Conservation and private lands, and builds relationships between the development industry and the
Conservation Authority.
Community Engagement and Education
Our Community Engagement programs include our geared to curriculum education program, community
events, and a variety of community hikes throughout the year. These popular programs were cancelled
for the last few years due to the pandemic. With easing restrictions, 2022 saw a return to in person
programming and community events. We are preparing to build on the success of 2022 and to continue
to deliver these programs on a cost recovery basis in 2023. These activities provide key opportunities to
connect with our community and to provide unique ways for people and families to connect with nature
in a way that is meaningful for them.
The education program is designed to provide a variety of engagement and educational opportunities to
all members in our community, and include youth, families, and seniors in the delivery models. We strive
to provide excellence in our curriculum and community programs. The goals of conservation education
align with our strategic vision and contribute to communities that love, respect, and appreciate our
natural environment.
Page 155 16
KAWARTHA CONSERVATION
2023 Operating Budget
STEWARDSHIP AND CONSERVATION LANDS
Audited
Actual
Budget
Budget
Variance to
2021
2022
2023
2022 Budget
SOURCES OF REVENUE
Municipal operating levy
$ 200,991 $
275,600
$ 317,400
41,800
Municipal funds, Region of Durham
81,243
123,000
106,900
(16,100)
Special Projects Management
41,184
-
-
-
323,418
398,600
424,300
25,700
Restoration Management
Habitat Compensation projects, cost recovery
105,044
81,000
40,000
(41,000)
Project management fees Habitat Compensation
5,205
45,000
34,500
(10,500)
110,249
126,000
74,500
(51,500)
Conservation Areas
Conservation Area Employment grants
13,405
21,000
18,000
(3,000)
Conservation Areas User fees
20,443
2,500
2,500
Conservati on Area s Parkingfees
36,164
32,000
32,000
Conservation Area Agricultural rent
12,962
12,000
12,000
-
Reserve funds, Windy Ridge
-
3,300
3,750
450
Fleetwood Creek cost recovery
12,551
8,700
8,700
-
Property management fees Fleetwood Creek
8,369
7,500
7,500
Property management fees East Cross Forest
47,812
65,800
46,700
(19,100)
Donation (Ken Reid Conservation Area)
1,762
10,000
5,000
(5,000)
Community Events, Sponsors and Grants
-
-
10,000
10,000
153,468
162,800
146,150
(16,650)
Education 13,244 45,000 4,300 (40,700)
$ 600,378 $ 732,400 $ 649,250 $ (83,150)
Expenditures
Direct labour $
267,768 $
300,300 $
311,000
10,700
Seasonal labour
27,324
57,000
36,000
(21,000)
Overhead
33,289
40,700
62,700
22,000
Professional development
1,553
2,000
1,500
(500)
Supplies, brochures and publications
14,303
7,200
7,200
-
Travel
476
4,100
600
(3,500)
Community Events
-
10,000
10,000
Education program
550
39,500
1,300
(38,200)
Ken Reid Conservation Area
61,947
60,500
49,050
(11,450)
Pigeon River Headwaters Conservation Area
5,726
11,000
10,450
(550)
Windy Ridge Conservation Area
2,701
3,300
3,750
450
Fleetwood Creek Natural Area
12,551
8,700
8,700
-
Dewey's Island
-
100
100
Nogies Creek
367
-
-
Durham East Cross Forest Conservation Area
81,243
123,000
106,900
(16,100)
Restoration projects
12,799
65,000
40,000
(25,000)
$ 522,594 $ 732,400 $ 649,250 $ (83,150)
Page 156 17
KAWARTHA CONSERVATION
2023 Operating Budget
SCHEDULE OF CONSERVATION AREAS
Audited
Actual
Budget
Budget
Variance to
2021
2022
2023
2022 Budget
Ken Reid Conservation Area
Road and parking lot maintenance
$ 23,984 $
20,000 $
23,600
$ 3,600
Vehicle usage
1,510
1,800
1,000
(800)
Equipment usage
5,090
6,200
5,400
(800)
Supplies and small tools
10,168
11,700
10,150
(1,550)
Infrastructure repair and maintenance
17,320
17,000
4,000
(13,000)
Utilities
3,742
3,200
4,700
1,500
Property taxes
133
600
200
(400)
61.947
60.500
49.050
(11.450)
Pigeon River Headwaters Conservation Area
Road and parking lot maintenance
-
500
500
-
Vehicle usage
1,001
800
1,000
200
Equi pment usage
600
1,200
1,200
-
Supplies and small tools
687
300
2,350
2,050
Infrastructure repair and maintenance
2,536
6,800
4,000
(2,800)
Property taxes
902
1,400
1,400
5,726
11,000
10,450
(550)
Windy Ridge Conservation Area
Road and parking lot maintenance
1,175
900
850
(50)
Vehicle usage
596
800
450
(350)
Equipment usage
122
350
200
(150)
Supplies and small tools
310
250
1,250
1,000
Infrastructure repair and maintenance
-
500
500
-
Property taxes
498
500
500
-
Fleetwood Creek Natural Area
Vehicle usage
Equipment usage
Supplies and small tools
Property management
Dewey's Island
Travel and equipment
2,701 3,300 3,750 450
559
600
600 -
158
350
350 -
3,465
250
250 -
8,369
7,500
7,500 -
12.551
8.700
8.700 -
100 100 -
Page 157 18
KAWARTHA CONSERVATION
2023 Operating Budget
SPECIAL OPERATING PROGRAM
Region of Durham
Audited
DURHAM EAST CROSS FOREST CONSERVATION AREA Actual Budget Budget Variance to
2021 2022 2023 2022 Budget
Sources of Revenue
Region of Durham special and operating levy $ 81,243 $ 106,200 $ 104,200 $ (2,000)
Grants and other sources of revenue - - - -
Deferred municipal levy - 16,800 2,700 (14,100)
$ 81,243 $ 123,000 $ 106,900 $ (16,100)
Expenditures
Directlabour
$ 8,892
$ 20,000
$ 16,000
$ (4,000)
In-house expertise
40,430
54,600
37,000
(17,600)
Infrastructure and supplies
16,239
23,500
29,000
5,500
Travel
2,093
5,100
4,200
(900)
Equipmentusage
891
1,600
2,000
400
Professional development
-
-
1,000
1,000
Professional services and security
493
2,000
2,000
-
Property taxes
4,824
5,000
6,000
1,000
Program administration
7,382
11,200
9,700
(1,500)
$ 81,243
$ 123,000
$ 106,900
$ (16,100)
Durham East Cross Forest is considered to be
an operating program funded solely by the
Region of Durham Levy.
Page 158 19
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, strategic and business planning and Board support including agendas and minutes.
Finance, Budget, Audit
This area of business provides financial leadership and support to the organization through financial
direction, reporting and management. All accounting processes, financial statements, and audits are
conducted and prepared through strict adherence to the Canadian public sector accounting standards.
Ongoing scrutiny and analysis contribute to effective and efficient processing, and adherence to
applicable legislation. We produce internal financial statements and reports regularly for our leadership
team and the Board of Directors.
Human Resources, Health & Safety
Human Resources provide comprehensive services and advice to all departments in the areas of
legislative compliance, recruitment, orientation, on -boarding, talent management, metrics reporting,
performance management, employment grants and policies and procedures. Within the Health and
Safety function, education and training continue to be a focus to create a culture of safety in our
organization. We continue to invest resources to produce an effective and progressive Health and Safety
program and ensure compliance with the Occupational Health and Safety Act. In 2023, a Compensation
Review will be completed to ensure that our practices are aligned with organizational strategy, to ensure
competitiveness to retain and attract top talent and ensure legislative compliance through Pay Equity.
Infrastructure, Asset Management, Information & IT Management
Assets include land, buildings, information technology infrastructure, vehicles, and equipment. The
Corporate Services team provides support in managing, maintaining, replacing, and monitoring risk and
liability issues. This business area also includes the management of corporate records involving soft and
hard copies along with the proper retention criteria as well as the implementation of the Information
Management System (IMS). This system enables timely responses to client requests, helps us to meet
MFIPPA obligations, and improves search capabilities. Hardware and software for the computer network,
including system support and security, are a function of this division. Through partnership with the
Federation of Canadian Municipalities Asset Management Plan Grant, providing 80% of eligible
expenditure support up to $32,800, we are in the process of completing an Asset Management Plan and
Software Implementation. This project will optimize the use and maintenance of our infrastructure and
equipment, leading to cost savings and improved service delivery to the public. This will also help us to
prioritize and plan for future investments, identify potential risks, and ensure long-term financial
sustainability of the organization and our municipal partners.
Corporate Communications
Corporate communications ensure organization transparency and accountability to our Board of
Directors, Municipal partners, staff, and the watershed community, while representing our organization
in a strong, positive manner that is consistent with our vision, mission, and focus. This business area also
supports all of our programs, projects and services through the development and implementation of
communication plans. Some of the regular services and products provided include: strategic
communication guidance, plan development and implementation, media relations, image and brand
management, website development and maintenance, and photography management.
Page 159 20
KAWARTHA CONSERVATION
2023 Operating Budget
CORPORATE SERVICES
Sources of Revenue
Municipal operating levy
Special Projects Management
Investment income
Donations
Grants, wage subsidies and other
Expenditures
Direct labour
Overhead
Technology, supplies & equipment
Professional services
Asset Management Plan
Directors travel and expenses
Strategic Plan
Reports, brochures, publications
Professional development
Travel
Audited Draft
Actual Budget Budget Variance to
2021 2022 2023 2022 Budget
$ 698,769 $
847,325 $
842,650 $
(4,675)
143,179
-
-
-
12,673
20,000
62,600
42,600
4,048
-
500
500
10,662
43,000
18,300
(24,700)
$ 869,331 $
910,325 $
924,050 $
13,725
$ 663,179 $
816,800 $
782,000
41,611
50,700
62,700
15,987
22,000
19,500
37,222
12,000
20,000
-
-
25,300
230
1,800
7,050
1,029
-
-
1,992
525
1,000
3,942
5,500
5,500
144
1.000
1.000
(34,800)
12,000
(2,500)
8,000
25,300
5,250
475
$ 765,336 $ 910,325 $ 924,050 $ 13,725
Page 160 21
KAWARTHA CONSERVATION
2023 Operating Budget
a rr_
Schedule of OVERHEAD
Audited
Actual Budget Budget Variance to
2021 2022 2023 2022 Budget
Administration building utilities $
10,900 $
12,000 $
13,000 $
1,000
Administration building maintenance
18,643
23,000
29,000
6,000
Office equipment supplies, maintenance
1,591
2,500
3,000
500
Telephone & internet
11,977
15,000
14,200
(800)
Audit & legal
10,532
21,500
32,500
11,000
Banking & administration fees
4,638
3,000
4,700
1,700
Insurance
40,770
40,000
55,400
15,400
Website hosting, licenses, ecommerce
7,308
9,000
11,000
2,000
Conservation Ontario membership
24,761
26,000
26,000
-
Information Technology & Corporate Software
19,412
38,400
46,500
8,100
Human Resources & Safety
15,911
13,000
15,500
2,500
$ 166,443 $ 203,400 $ 250,800 $ 47,400
Distributed to departments:
Planning and Development Services
25% $ 50,850 $
62,700 $
11,850
Integrated Watershed Management
25% 50,850
62,700
11,850
Conservation Areas
25% 50,850
62,700
11,850
Corporate Support Services
25% 50,850
62,700
11,850
100% $ 203,400 $ 250,800 $ 47,400
Page 161 22
General Benefiting Projects
Drinking Water Source Protection
Purpose
To help implement a multi -barrier approach to strengthen the protection of municipal drinking water
sources, through the support of actions required to implement source protection planning. A Source
Protection Plan is based on threat assessments of groundwater and surface water quality and quantity.
Activities support the Source Protection Committee, Source Protection Authority, and stakeholders in
the implementation of the Source Protection Plans.
Benefits
A multi -stakeholder Source Protection Committee (SPC) which includes representatives from municipal
and local stakeholders (agriculture, industry, commerce, environmental, rural and urban property
owners) is responsible for the development of an effective and proactive approach to protect municipal
drinking water sources. This is completed through policy development detailed in a local Source
Protection Plan. The plan uses a preventative planning approach to actively manage development and
activities around municipal water supply source areas. Our work has been fully funded by the Ministry of
Environment, Conservation and Parks.
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 2006. The Act requires Source Protection Plans be developed on a local
watershed basis by a local committee comprised of a variety of stakeholders known as a Source
Protection Committee (SPC).
The best available science, technical data and local knowledge has been used by the SPC to make
decisions in the interest of the long-term protection of safe and healthy drinking water sources. Our local
SPC has since developed the terms of reference guiding the overall work, the assessment report
(September 2014) identifying the science behind source protection planning, and the source protection
plan (effective Jan 1, 2015) outlining the policies to protect water supply. The current challenge is the
implementation of the plans, which includes an annual reporting component. The implementation of
policies in the source protection plan forms the current phase in the planning cycle. Activities include the
update of planning policies (Official Plans, Zoning bylaws), emergency management plans, and the
development of risk management plans, which will reduce the likelihood of an activity on the landscape
impacting the municipal water supplies. Updates to the assessment report and source protection plan
are also slated for 2023.
Deliverables
• Assist municipalities in the implementation of the Source Protection Plan
• Respond to inquiries regarding the plan and deliver communications and education services
• Conduct annual reporting requirements specified in the plan
• Provide management of source water related information and data
• Update assessment report science and plan policy updates as per the Minister -ordered five-
year work plan
Page 162 23
Digitization of Corporate Records
In conjunction with our Information Management System the digitization of these hard copy files will
help contribute to faster processing of planning applications and can provide both parties with instant
copies of important documents. As technology improves, more and more companies are moving to
paperless offices to preserve these documents. Benefits of shifting to digitized documents will allow for
easy storage, retrieval, updating and improved access and transport of information.
The digitization of corporate records is projected to be an ongoing project to transfer our paper files to a
digital format for the next five years.
Environmental Monitoring Strategy Implementation
In 2022, a 10-year environmental monitoring strategy was endorsed. To achieve the recommendations
and actions outlined in the strategy, a financial commitment is required. Over the next 10 years a plan
has been laid out to facilitate enhancements each year that focus on upgrading infrastructure to access
real time data, enhancing our monitoring network to fill data gaps, and improving environmental
information by investing in more recent aerial imagery. In 2023, our priorities include:
• Upgrading of 3 existing Provincial Groundwater Monitoring wells to Real Time
• Installment 1 of Ortho-imagery Acquisition.
Page 163 24
KAWARTHA CONSERVATION
2023 General Benefiting Project Budget
DRINKING WATER SOURCE PROTECTION PLAN
Audited
Actual Budget Budget
2021 2022 2023
Sources of Revenue
Regional Transfer funds $ 50,393 $ 57,000 $ 63,200
Expenditures
Directlabour
$ 35,437 $
39,300 $
45,000
In-house expertise
10,300
7,500
7,500
Travel
4,582
500
500
Supplies & equipment
-
4,400
4,400
Project administration
74
5,300
5,800
$ 50,393 $ 57,000 $ 63,200
Page 164 25
KAWARTHA CONSERVATION
2023 General Benefiting Project Budget
GENERAL BENEFITING PROJECTS
Digitization of corporate records
Environmental Monitoring Strategy Implementation
Website- design/application tracking
Apportionment share:
City Kawartha Lakes 59.3214
Region of Durham 36.0564
Municipality of Trent Lakes 4.2372
Cavan Monaghan 0.3850
100.0000
Audited
Actual Levy Levy
2021 2022 2023
$ 4,502 $ 15,000 $ 15,000
- - 25,000
7,075 20,000 -
$ 7,075 $ 35,000 $ 40,000
$ 20,900 $ 23,729
12,478 14,423
1,492 1,695
130 154
$ 35,000 $ 40,000
Page 165 26
Proposed Special Benefiting Projects
Region of Durham —Watershed Plan Implementation 2023
Project Purpose
This program implements recommendations for high priority objectives identified within the Lake
Scugog Environmental Management Plan (endorsed in 2010), Oak Ridges Moraine Watershed Plans
(endorsed in 2012), Port Perry Stormwater Management Plan (endorsed in 2014), and the Kawartha
Conservation Stewardship Strategy (endorsed by the Board of Directors in 2020). In addition, the
Kawartha Conservation Climate Change Strategy (endorsed by the Board of Directors in 2016)
recommends a wide range of adaptation and mitigation activities that also support watershed plan
implementation.
The maintenance of a healthy aquatic environment, recreational opportunities, and attractive
waterfront area, with enhanced stormwater management, are important to the economic and social
well-being of Lake Scugog and the Port Perry area. Implementation activities are geared to the
improvement of water quality and the sustainability of natural heritage features. They are categorized
into major groupings of activities as identified below:
• Stewardship and Natural Heritage
• Scugog Water and Terrain Environmental Restoration (WATER) Fund
• Water Quality Monitoring
• Lake Scugog Enhancement Project
Stewardship and Natural Heritage
Urban Deliverables include:
The Port Perry urban landscape is largely hardened surfaces that promote faster moving storm
runoff and reduces the ability for the land to absorb water. The Urban Stewardship program is
designed to help protect our urban communities by providing low impact development solutions at
the lot level. Working with private landowners and the landscaping community, Kawartha
Conservation will deliver a program designed to support private landowners looking to retrofit their
properties including scalable templates for urban rain gardens and support for a variety of options to
suit landowners with varying capacity for implementation.
Deliverables for 2023 include:
Urban Tree Planting on Municipal Property
On -Site landowner Consultations for Low Impact Development or Runoff management
projects
Implementation of permeable pavement pathway near the boat launch (delayedfrom
2022)
Rural Agriculture Deliverables Include:
Farmland makes up 50% of the Kawartha watershed and is particularly important in sustaining our
rural communities, with agriculture and healthy lakes being the two pillars of our vibrant local
economy. This program works directly with the farming community to provide a range of technical
services and incentives to assist farmers in practicing beneficial farmland management to improve
groundwater and surface water quality.
Page 166 27
Deliverables for 2023 include:
Collaboration and consultation with commodity groups across the region
On -site landowner consultations and support to connect them with other cost sharing
program opportunities
On -site landowner consultations to support Scugog WATER Fund applications and
project opportunities
Shoreline Deliverables Include:
The majority of shoreline around Lake Scugog is privately owned. With this sensitive area having a
considerable influence on surface water quality, the daily actions of these landowners are important
to ensuring the ability for our community and tourists to enjoy the lake. The Shoreline Stewardship
Program works with private landowners to provide an array of technical supports to encourage
better land management decisions and actions.
Deliverables for 2023 include:
On -Site landowner Consultations on shoreline related restoration projects
Implementation of a restoration plan for Rotary Trail Park
Scugog WATER Fund
Since 2007, Kawartha Conservation has worked in partnership with the Township of Scugog, local
landowners and businesses to deliver the Scugog Water and Terrain Environmental Restoration
(WATER) Fund. To date we have assisted with over 290 water quality improvement projects on
private properties and leveraged over $1 Million in landowner contributions.
Deliverables for 2023 include:
• Provide seed funding grants to private landowners to support water quality
improvement projects that align with our stewardship outreach programs and the
various management plan recommendations
• Continue to expand our reach to embrace rural non-agricultural landowners with pilot
project seed funding that improve water quality and incorporate climate change
adaptation recommendations
• Continue to provide support for community and private urban projects that improve
water quality and incorporate climate change adaptation recommendations at the lot
level
• Report on Implementation successes to community stakeholders, municipal partners,
and other agencies
• Minimum 50% match from landowners
Water Quality Monitoring
Upstream Investigative Water Quality Examination
The intention of the upstream investigative program is to reduce the data gaps by performing more
comprehensive water quality and quantity data collection (more sites on one stream) in a specific area in
order to identify causality of water quality degradation and plan for remediation or restoration efforts
through our stewardship department.
This program includes comprehensive water chemistry and flow data being collected simultaneously to
achieve accurate nutrient loading calculations. The information gathered will serve to identify specific
stewardship priorities and areas for actions / improvements. Data collection is performed monthly during
the ice -free period of May — November. A report will identify findings and provide recommendations for
Page 167 28
stewardship prioritization. Ongoing data analysis will identify changes across time.
• Produce a final report for the Layton River on the past 3 years of monitoring
• Continuation of monitoring on 2 streams, East Cross Creek and Blackstock Creek (Year 2 of 3)
• 11 sites beingsampled in total
• 6 rounds of sampling (3 high flow and 3 low flow events)
• Water quality and discharge rates (flow volumes)
• Data maintenance, analysis and report writing
Watershed Quality Monitoring - Lake Scugog and Major Oak Ridges Moraine Tributaries
The Lake Scugog Environmental Management Plan (LSEMP) identified recommendations for ongoing
monitoring and the identification of 'hot spots' and data gaps.
Research and monitoring activities conducted for watershed planning purposes provided detailed
baseline information on water quality and quantity for Lake Scugog and watershed tributaries. This
annual project maintains a basic level of monitoring, providing a basis for evaluating implementation
activities for future stewardship priorities, and providing recommendations for land use planning.
• 14 sites across Lake Scugog and its watershed (6 lakes and 8 tributary sites)
• 6 rounds of sampling on the lake
• 7 rounds of sampling on tributaries
In addition to the research and monitoring activities in 2023, we will collaborate with the Scugog Lake
Stewards to implement the Lake Scugog Festival. This event aims to provide environmental education
and awareness to Lake Scugog during the month of August.
Lake Scugog Enhancement Project
The purpose of this project is to provide technical and project management support to the Healthy Lake
Scugog Steering Committee with a project to revitalize Port Perry Bay. Proposed strategies involve a
combination of activities such as dredging, creating a berm and constructed wetland to improve urban
storm water treatment, and aquatic plant harvesting. These activities will involve environmental
assessment processes, public input, and permitting.
A contract was awarded to GHD Consulting to investigate options, develop a project plan, and conduct
the public consultation process. A draft conceptual design was unveiled in 2016 for public review and
input, along with a subsequent open house in late 2017. Work is being undertaken by GHD in response
to recommended project refinements and amendments as part of the ongoing permitting processes with
external regulatory organizations in conjunction with our support for managing the project as provided
below.
• Provide ongoing science and technical support in addition to project management services, in
collaboration with the Township of Scugog.
• Oversee GHD to provide detailed final conceptual preferred design
• Work through agency comments on submitted permits and applications including:
o Municipal Class Environmental Assessment file
o Basic Impact Assessment for Parks Canada
o DFO fish offsetting plan and 'In Water Works' permit from Parks Canada for DFO offsets
• Installation of 2 Oil Grit Separators within the Town of Port Perry
• Review of project deliverables and reports
Page 168
29
KAWARTHA CONSERVATION
2023 Preliminary Special Project Budget
SPECIAL BENEFITING PROJECTS
Region of Durham
WATERSHED IMPLEMENTATION PROJECTS
Audited
Actual
2021
Budget
2022
Budget
2023
Sources of Revenue -Stewardship programs
Special projectfunding, Region of Durham
$
59,252
$
64,400
$
65,800
$
59,252
$
64,400
$
65,800
Expenditures -Stewardship programs
Direct labour
$
24,738
$
31,500
$
32,900
In-houseexperti se
6,305
4,000
4,600
Supplies & professional fees
1,661
2,000
1,600
Landowner grants
20,895
20,000
20,000
Travel and equipment
265
800
700
Project administration
5,387
6,100
6,000
$
59,252
$
64,400
$
65,800
Sources of Revenue -Science and Technical
Special projectfunding, Region of Durham
$ 70,000 $
77,600 $
78,300
Deferred project funds
4,020
12,800
42,700
ScugogLakeStewards
15,430
7,200
1,600
Grants, employment
-
2,000
2,000
$ 89,449 $
99,600 $
124,600
Expenditures -Science and Technical
Direct labour
9,110
11,500
18,400
In-houseexperti se
23,310
24,700
21,200
Lake Scugog Enhancement Project
32,209
27,200
37,800
Supplies & professional fees
3,162
4,000
3,800
Travel and equipment
3,800
6,300
6,800
Lab costs
9,722
16,800
25,200
Project administration
8,137
9,100
11,400
$ 89,449 $
99,600 $
124,600
PROJECT EXPENDITURE TOTAL $ 148,701 $ 164,000 $ 190,400
Total Municipal Special Project Levy $ 129,252 $ 142,000 $ 144,100
Page 169 30
Region of Durham — Watershed Planning 2023
Project Purpose
This project will help the municipality conform to provincial planning guidance related to watershed
resources management (e.g., Provincial Policy Statement, Growth Plan, Greenbelt Plan, Oak Ridges
Moraine Conservation Plan, etc.) and will also contribute to more efficient processing of Planning Act
applications.
Several recommendations to fill data gaps in features mapping within Durham Region were made in
recent published reports such as Durham Watershed Planning Project, Provincial Conformity of
Watershed Plans and Water Resources System (Kawartha Conservation, 2020). Updating this information
will assist with more efficient processing of Planning Act applications and land use planning activities for
the Region.
This 1-year project will address the following recommendations:
■ Update the delineation of key hydrologic features and areas on a routine basis, particularly in
areas with rapidly changing land use or areas that are scheduled for future development
■ Fill gaps in current information with respect to fish habitat, particularly with respect to the location
of coldwater fish habitat
■ Fill gaps in current information with respect to sand barrens, savannahs, and tallgrass prairies
■ Centralize information in a digital manner (e.g., using geographic information systems), and make
available to all local planning authorities through an easy -to -use mapping tool
Deliverables for 2023 include:
• Confirm the location of 19.1 km of perennial and intermittent streams within the
Port Perry urban boundary, through field verification of drainage pathways
• Confirm the location of coldwater fish habitat through field sampling areas that are 'likely supporting
coldwater habitats' but are not currently mapped
• Identify the location of sand barrens, savannahs, and tallgrass prairies through aerial imagery
interpretation
• Routine updating of mapping tools to include most up-to-date information related to water
resources, natural heritage, and watershed planning data
Page170 31
KAWARTHA CONSERVATION
2023 Preliminary Special Project Budget
SPECIAL BENEFITING PROJECTS
Region of Durham
WATERSHED PLANNING
Audited
Actual Budget Budget
2021 2022 2023
Sources of Revenue
Special projectfunding, Region of Durham $ 26,237 $ 28,600 $ 27,300
Expenditures
Di rect I a bou r
$ - $
3,000 $
5,300
In-houseexperti se
22,295
21,000
16,200
Supplies & professional fees
1,309
1,800
500
Travel and equipment
248
200
2,800
Project administration
2,385
2,600
2,500
$ 26,237 $
28,600 $
27,300
Page 171 32
City of Kawartha Lakes - Lake Dalrymple Management Plan
Project Purpose
The primary purpose of this project is to work collaboratively with lake stakeholders towards obtaining a
better understanding of the pressures on the lake and to determine priority management activities.
2023 is year three of a four-year project and builds on several accomplishments in year one, which
included the establishment of a 10+ member Community Working Group, comprehensive water quality
and quantity monitoring program, project website and numerous social media interactions.
The planning process involves science -based lake and watershed studies, in conjunction with strategic
partnerships across all areas of interest to facilitate plan development and implementation.
Comprehensive monitoring of water quality, water quantity, and land use parameters will be undertaken
over multiple years. This allows us to develop baseline documentation — or 'state of the lake' — as the
foundation for developing management recommendations.
Deliverables for 2023 include:
• Continuation of Lake Working Group to help focus priority management recommendations
• Continuation of water quality and quantity monitoring to help capture "average" and "atypical"
conditions
• Continuation of communications initiatives to increase profile of project, capture local issues and
opportunities, and to disseminate lake health and management recommendations information
• Routine updating of Lake Dalrymple webpage and data dashboard. This includes posting up-to-date
information on: Working Group meeting minutes and presentations, Open House presentations,
available technical reports, and key findings of our monitoring efforts.
Page 172 33
KAWARTHA CONSERVATION
2023 Special Project Budget
City of Kawartha Lakes
LAKE MANAGEMENT PLANS, Budget Budget
Lake Dalyrmple 2023 2024
Sources of Revenue
Special project funding, City of Kawartha Lakes
Expenditures
Direct I a bour
I n-house expertise
Supplies
Lab fees
Travel and equipment
Project administration
$ 69,300 $ 62,700
$ 11,600 $
-
33,600
51,000
2,100
2,000
8,800
2,500
6,900
1,500
6,300
5,700
$ 69,300 $ 62,700
Page 173 34
City of Kawartha Lakes - Lake Management Plan Implementation 2023
Project Purpose
Implementation of the Lake Management Plans is important to our local economy, the attractiveness of
the area for tourism and to the continued growth of our communities that have developed around our
lakes and rivers. Building on the momentum established through early implementation, Kawartha
Conservation and the Implementation Task Force developed a 5-year Implementation Action Plan to
improve the appeal of our lakes as an engine for economic growth. In June of 2018, the Implementation
Action Plan was approved by the City of Kawartha Lakes Council.
The preferred options provided here address the greatest common concerns expressed by residents
throughout the City and proposes science -based solutions to address these concerns. The programs are
broken into five areas as outlined in the Action Plan. They are as follows:
• Incentive Grant Program
• General Program
• Shoreline Program
• Urban Program
• Rural Program
Incentive Grant Program
Community Grant Program
Grassroots organizations play a critical role in the implementation of the Lake Management Plans. The
Community Grant program provides support to local groups so that they are empowered to act towards
the implementation of the Lake Management Plan recommendations specific to their community. Since
2019, this program has leveraged more than $122,000 in committed community investment through
volunteer and fundraising efforts.
Deliverables for 2023 include:
• $15,500 in grants available for a 50/50 match
• Community planting projects
• Aquatic plant management projects
• Community engagement projects
• Implementation of other LMP recommendations
• Leverage additional investment of $15,000 in external support
• Return on investment of 100%
Landowner Incentive Fund
Provides seed funding for private land stewardship to landowners looking to undertake key projects that
improve water quality through the implementation of high priority recommendations from the Lake
Management Plans. Since 2019, this program has leveraged more than $490,000 in committed
landowner investment in beneficial management practices.
Deliverables for 2023 include:
• $45,000 in grants available for:
o Agricultural Best Management Practices
o Septic upgrades
o Rainwater harvesting
o Shore and stream side plantings
o Low impact development solutions
Page 174 35
o Well decommissioning/upgrades
Leverage additional investment of $150,000 in external support
Return on investment of 333%
General Program
Implementation Oversight & Coordination
A key component of the Implementation Action Plan is collaboration among community groups and
institutions already active on the lake. This program will ensure that collaboration continues between
multiple partners at various levels to make sure that projects and programs within partner agencies
include actions recommended with the Lake Management Plans. It will also support grass roots
organizations that are looking for support in identifying and implementing high priority actions. A key
component of this program in 2023 will be the development of the next 5-year strategy that will come to
City Council for endorsement in 2023. This updated plan will outline the next five years of
implementation priorities and goals.
Deliverables for 2023 include:
• Coordinate 3 Advisory group meetings
• Collaborate with Lake Associations, and other communitygroups
• Produce an annual report on implementation success
• Report on Implementation successes to community stakeholders, municipal partners, and
other agencies
• Promote the Implementation Action Plan and Community Grant Program to partner groups,
agencies, and individuals throughout the City of Kawartha Lakes
• Draft an update to the Implementation Action Plan for 2024 — 2029 based on previous
accomplishments, emerging trends, and priority actions
• Preparations for the International Plowing Match in 2024
• Return on Investment of 16%
Sediment and Erosion Control Planning
Better erosion and sediment control management is a priority recommendation in all Lake, Watershed,
and Storm Water Management Plans to address this significant threat to the health of local lakes and
connecting waters. The purpose of this project is to increase local expertise and application of erosion
and sediment control standards when reviewing, undertaking, and inspecting development and site
alteration projects. Training and expert resource materials will be learned, provided to, and shared
among staff at municipalities, Kawartha Conservation, and local contractors. Release of materials from
construction/development sites to local watercourses can have significant long-term impacts, including
filling in shallow areas, smothering fish habitat, water pollution, and poor aesthetics, among others.
Deliverables for 2023 include:
• Enhanced staff skills including certification by CISEC (Certificated Inspector of Sediment and
Erosion Control).
• Attendance at TRIECA (industry conference among subject experts).
• Coordinated site visits to local construction sites.
• Host 2 training webinars in partnership with STEP (Sustainable Technology Evaluation
Program) on Erosion Sediment Control fundamentals and application for construction
projects.
• Organize an annual workshop in partnership with local experts and contractors
Page 175 36
Rural Program
Agricultural Stewardship
Farmland makes up nearly 50% of the Kawartha watershed and is particularly important in sustaining
our rural communities, with agriculture and healthy lakes being the two pillars of our vibrant local
economy. This program works directly with the farming community to provide a range of technical
services and incentives to assist farmers in practicing beneficial farmland management to improve
groundwater and surface water quality.
Deliverables for 2023 include:
• Collaboration and partnerships with agricultural commodity groups
• On -farm consultations to develop and support project implementation
• Collaboration with the East Central Farm Stewardship Collaborative
• Collaboration with the Peterborough chapter of ALUS
• Implementation of 4 natural buffer demonstration sites on local farms
• Coordination of a demonstration tour for local producers in the fall
• Leverage an additional $82,400 in funding support
• Total Return on Investment of 400%
Investigative Upstream Monitoring
The Investigative Upstream Monitoring program will reduce existing data gaps by providing qualitative
and quantitative data. This data will be invaluable to allowing Kawartha Conservation to identify
problem areas and establish remediation and restoration options moving forward. The City of Kawartha
Lakes Lake Management implementation plan is a result of recommendations made from the lake
management planning process for Sturgeon, Balsam, and Cameron and Pigeon lakes. These
recommendations include the identification of 'hot spots' or problem areas (i.e. high nutrient
concentrations, reduced forest cover, impaired riparian zones).
Deliverables for 2023 include:
• Continuation of monitoring on Janetville Creek, Stoney Creek and Sucker Creek (Year 2 of 3)
in collaboration with Trent University
• Kawartha will undergo routine monitoring, while Trent University will sample during
extreme events
• Sampling 12 sites in total for water quality and flow 8 times a year
• Parameters include nutrients (phosphorus & nitrogen, total suspended solids, chloride)
As an extension to the upstream monitoring program, in 2023 we will also focus on rural streams that
discharge into the Scugog River. The Scugog river is important watercourse as it is a transition between
Lake Scugog and Sturgeon Lake, not to mention, it is relied upon for drinking water for the most
populated area in City of Kawartha Lakes region.
Deliverable for 2023 Include:
• We will sample the outlet of Distillery, Sinister, Jennings and Albert Creeks for water quality, flow
and benthic communities
• Twice a month sampling from April -November
• Parameters include nutrients (phosphorus & nitrogen, total suspended solids, chloride)
• Explore innovative approaches to sample by using conductivity loggers, an autosampler and siphon
samplers, to help capture high loading events (rain events) without staff
Page 176 37
Shoreline Program
Aquatic Plant Control
Waterfront residents need practical approaches for controlling nuisance aquatic plants along their
shoreline. Aquatic plant management is a priority recommendation in the majority of completed lake
management plans. The proliferation of aquatic plants can have significant effects on the enjoyment,
perception of water quality, and sustainability of the lakes. Aquatic thrusters are an emerging aquatic
plant control method being used by landowners even though it is not currently a recognized activity by
regulating agencies who require permits to be issued for their use.
This proposal is a 4-year project to study the degree to which aquatic thrusters impact the growth of
nuisance aquatic plants, and evaluate the effect on physical, chemical, and biological parameters of
nearshore waters. 2023 is year 4 of the project. The viability of using thrusters is being tested to
understand the return more clearly on investment of using thrusters. We are working in a research
collaborative with Parks Canada, Carleton University, Ontario Tech University, University of Ottawa,
and Rideau Valley Conservation Authority to scientifically test the impacts and effectiveness of
thrusters on controlling plant populations along the nearshore environment of lakes. The results will
inform Parks Canada and other regulatory agencies on the potential use of these aquatic thrusters for
controlling aquatic plants.
Deliverables for 2023 include:
• Regular check -in meetings with Research Collaborative on project implementation status.
• Lead the 'Technical Equipment' component of the project, which includes securing, testing,
installing, and maintaining 6 aquatic thrusters and associated equipment on six shorelines total on
two lakes (Scugog and Canal).
• Assist Research Collaborative with securing 6 private shoreline properties (3 on Scugog, 3 on
Canal) on which to install aquatic thrusters.
• Finalize technical report on Kawartha Conservation's Aquatic Thruster pilot project.
Shoreline Stewardship
The Shoreline Stewardship Program works with private landowners to provide an array of technical
supports to encourage better land management decisions and actions. Most shoreline properties in the
City of Kawartha Lakes are privately owned. With this sensitive area having such a large influence on
surface water quality, the daily actions of these landowners impact the ability for our community and
tourists to enjoy our lakes.
Deliverables for 2023 Include:
• On -site Shoreline consultations with landowners
• Watershed Welcome program in partnership with Real Estate Professionals and KLEAC
• Native Plant sale to empower landowners to act
• Septic management information for private landowners
Urban Program
The Urban Stewardship program helps to protect our urban communities by providing low impact
development recommendations at the individual property level. Much of our urban landscape is
hardened surface that promotes faster moving storm runoff and reduces the ability for the land to
absorb water. We work with private landowners and the landscaping community to develop a program
Page 177 38
for retrofitting existing properties including a variety of options to suit landowners with varying capacity
for implementation.
Deliverables for 2023 include:
• On -site landowner consultations
• Development of rain garden templates and manuals available on our website
• Implementation of lot level stormwater feature as part of new development model
homes
• Consult and partner with local landscaping professionals to develop feature landscape
plans
• Leverage investment of $5,300
• Return on investment of 46%
Page 178 39
KAWARTHA CONSERVATION
2023 Special Project Budget
City of Kawartha Lakes
LAKE MANAGEMENT PLANS,
IMPLEMENTATION
Sources of Revenue -Stewardship programs
Special project funding, CKL
Deferred revenue
Grants, Federal
Grants, Provincial
Fees for service
Expenditures -Stewardship programs
Audited
Actual Budget Budget
2021 2022 2023
$ 93,589 $ 157,800
163,200
- 105,000
77,800
21,417 53,400
-
95,128 8,400
68,900
- 2,000
7,000
210,134 326,600 316,900
Direct labour
55,919
123,000
117,500
In-house expertise
40,520
66,300
44,000
Supplies and events
9,269
18,200
18,500
Landowner grants
33,572
66,000
55,500
Contractor and consulting services
50,604
20,000
48,500
Travel and equipment
1,147
3,400
4,100
Project administration
19,103
29,700
28,800
210,134
326,600
316,900
Sources of Revenue -Science and Technical
Special project funding, CKL
61,700
121,200
128,950
Deferred projectfunding
48,485
-
24,250
Employment grants
-
2,000
2,000
Grants, fees, sponsors
38,463
5,000
5,000
148,648
128,200
160,200
Expenditures -Science and Technical
Direct labour
11,963
8,400
14,100
Sti pends
17,000
10,000
10,000
I n-house experti se
65,315
61,800
67,300
Suppl i es
18,377
13,500
11,400
La boratory fees
15,539
17,000
24,000
Travel and equipment
61940
5,800
18,800
Project administration
13,513
11,700
14,600
148,648
128,200
160,200
PROJECT TOTAL
$ 358,782 $
454,800 $
477,100
Total Municipal Special Project Levy
$ 155,289 $
279,000 $
292,150
Page 179 40
Municipality of Trent Lakes — Flood Plain Mapping Studies
Purpose
The objective of these studies is to update flood plain mapping along two stretches of rivers in the
Municipality of Trent Lakes, using new hydrologic and hydraulic models based on the latest ground
survey, future land -use conditions, topographic maps, aerial photography, and provincial guidelines. The
updated flood plain mapping will allow communities, municipalities, and Kawartha Conservation staff to
make informed decisions about future land use and identify flood hazard reduction opportunities within
the region.
Background and detail
One of the core responsibilities of Conservation Authorities is to advise on improvements or help
mitigate flood risks within the watershed; which can be partially achieved through up-to-date and
refined data. To do this, flood plain mapping study models (a digital representation of the study area) are
created using information collected for the study such as LIDAR, survey data, soil type and land use
types. These studies help synthesize representations of what the landscape is like and how excess water
volume will be displaced during large storm events within the watershed. Ultimately the model produces
a flood line that can be used to create flood hazard mapping. This model will also help inform
consultants and other engineers produce updated mapping for safe future development within or
adjacent to flood plains.
In an effort to achieve this core responsibility, Kawartha Conservation is partnered with Municipality of
Trent Lakes to provide studies along the Miskwaa Ziibi River and Nogies Creek, which is being funded
through the Federal Flood Hazard Identification and Mapping Program (FHIMP) and managed by the
Ministry of Natural Resources and Forestry (MNRF).
The Miskwaa Ziibi River is approximately 32 km long and flows south into Little Bald Lake. It has a
watershed area of approximately 200 square kilometers. Most properties of concern are located at the
south end of the Miskwaa Ziibi river. There are approximately 200 residential properties that are
assumed to be within the flood plain. This mapping will help identify which properties are at risk along
the east and west side of the Miskwaa Ziibi River.
Nogies Creek is approximately 6.5 km long and flows south into Pigeon Lake. It has a watershed area of
approximately 200 square kilometers. Most properties of concern are located at the southern half of
Nogies Creek. This Creek has approximately 200 residential properties that are assumed to be within the
flood plain. This mapping will help identify which properties are at risk along the east and west side of
Nogies Creek.
Deliverables
• Attend quarterly coordination meetings;
• Provide management of flood plain related information and data;
• Prepare progress reports for March 1, 2023 (completed) and September 1, 2023;
• Provide Flood Plain Mapping Technical Report by March 1, 2024, outlining the findings for
each study; and,
• Assist in the implementation of planning decisions.
Page 180 41
KAWARTHA CONSERVATION
2023 Special Project Budget avalft
Municipality of Trent Lakes
Budget
Budget Forecast
FLOOD PLAIN MAPPING SERVICES 2023 2024
Sources of Revenue
Special projectfunding, Trent Lakes
Deferred revenue, transfers from (to)
Expenditures
Direct labour
In-house expertise
Supplies and materials
Contractor and consulting services
Travel and equipment
Project administration
PROJECT TOTAL
$ 273,000 -
(22.700) 31.200
$ 250,300 $ 31,200
$ 8,500 $ -
58,600 24,800
3,000 -
152,400 -
5,000 -
22,800 6,400
$ 250,300 $ 31,200
Page 181 42
Proposed Joint Special Benefiting Projects
City of Kawartha Lakes and Region of Durham -Tree Planting Program
Tree planting within the watershed is a key deliverable of the 2020 Stewardship Strategy which outlines
the need for increased forest cover across the watershed. Municipal guidance indicates a desired 30%
tree canopy to help address the impacts of climate change. To achieve this coverage will require multiple
organizations working together to support private landowners in rural and urban areas. Kawartha
Conservation has focused programs to support private landowners including participating in the 50
Million Tree program, the Forest Recovery Program, and through over the counter tree seedling sales.
Urban tree planting is encouraged through our TD Tree days work and in partnership with our municipal
partners to identify public space that would benefit from increased canopy coverage. These programs
provide incentives that support for tree planting projects on private and public properties. Tree planting
through these programs also supports the implementation of the Implementation Action Plan as well as
Protect and enhance our tree canopy; both highlighted in the City of Kawartha Lakes 2020-2023 Strategic
Plan. This new program is heavily invested in by Forest Ontario, Highway of Heroes, and the private
landowner.
Program benefits and value include:
• On -site Landowner consultations
• Survival assessments of previous planting sites
• Development of planting plans to support canopy growth
• Planting of private land
• Over the counter tree seedling sales
• Urban tree planting projects
• Leveraged external funding of $118,140
• Return on Investment of 170
Page 182 43
KAWARTHA CONSERVATION
2023 Preliminary Special Project Budget
JOINT SPECIAL BENEFITING PROJECTS
Region of Durham
City of Kawartha Lakes
Audited
Actual
Budget
Budget
WATERSHED IMPLEMENTATION PROJECTS
2021
2022
2023
Revenue
Deferred Revenue, Region of Durham
$ 21,105
$ 19,750 $
17,000
Special projectfunding, City of Kawartha Lakes
19,745
37,750
34,800
Region of Durham, climate changefunding
9,000
18,000
18,000
Productsales
19,838
20,000
27,000
Gra nts, Provi nci a 1
11,526
18,500
55,500
Grants, other
10,000
17,800
4,000
Fees for service
7.399
12.700
31.400
Expenditures
Direct Labour
I n-house expertise
Supplies
Project Contra ctor
Travel and equipment
Project administration
$ 98,614 $144,500 $187,700
$ 43,309 $ 72,100 $ 76,000
10,740
4,000
9,100
8,965
39,400
57,000
7,624
14,000
26,000
27,201
1,800
2,500
775
13.200
17.100
$ 98,614 $ 144,500 $ 187,700
Page 183 44
Capital Expenditures
Asset Management Software Implementation
As part of our initiative to implement an Asset Management Plan, a supporting software is being invested in to
manage our assets in accordance with Public Sector Accounting Standards. The investment in this software is
treated as a Tangible Capital Asset. The software will allow us to maintain and modify our Asset Management
Plan, conduct Capital Forecasts, amortization, net book value reports and other analysis.
Strategic Link(s):
Innovate and Enhance - Continue to drive positive change as an industry leader in business and
environmental best practices.
Off -leash Dog Park Fencing
As part of our efforts to ensure the community has a positive experience at our Conservation Areas, the fencing
around the perimeter of our Off Leash Dog Park will be implemented in 2023. Ongoing challenges with dogs
escaping the enclosure puts visitors and animals at risk. Improving the fence will address user concerns and
ensure a safe experience for park users and reduce unexpected challenges associated with dogs escaping the
enclosure.
Strategic Link(s):
• Engage and Inspire — Maintain and enhance our Conservation Areas to provide healthy outdoor
experiences.
Pigeon River Headwaters Conservation Area Vehicle Bridge
In 2022, we launched the re -opening of the Pigeon River Headwaters Conservation Area after the installation of
a pedestrian bridge. The maintenance of the trails at this Conservation Area requires an ability to get equipment
over the Pigeon River as well. The existing vehicle bridge was installed in the late 1980s and has had some
upgrades over time to prolong the life of the bridge. At present, this bridge is not structurally sound enough to
take many pieces of equipment over the bridge safely. To ensure the safety of our property, an upgrade to this
bridge is required so that we can get mowers, and other vehicles safely across.
Strategic Link(s):
• Engage and Inspire — Maintain and enhance our Conservation Areas to provide healthy outdoor
experiences.
Equipment Purchase, City of Kawartha Lakes Special Project
The Investigative Upstream project will extend its monitoring in 2023 to include the rural streams discharging
into the Scugog River. We will focus our monitoring on both water quality and quantity. To ensure we capture all
high flow events, we will be installing an auto sampler, which captures water quality samples triggered at
selected time intervals along a rainfall event or at water levels observed in streams. This innovative technology
will help to reduce travel time and staff visits to sites and increase the number of samples that can be collected.
The purchase of a data logger will allow us to monitor water levels and volume continuously at a given location
along the stream. Conductivity data loggers will record chloride concentrations which will help to identify
impacts on how salt usage is impacting our watercourses and help implement best management practices.
Page 184 45
Strategic Link(s):
• Protect and Restore - Implement, update, and adapt Lake Management Plans to address emerging
issues.
• Protect and Restore - Provide data -driven recommendations to advise on water resource issues.
• Protect and Restore — Track key environmental trends impacting the watershed and report on results at
least every 3 years.
Building Infrastructure Initiatives
We are proposing a number of infrastructure improvements be included in the 2023 budget. These
improvements include:
• Security improvements and expansion for owned buildings to update our security system with remote
management capabilities to increase visibility and security along with expanding coverage to vulnerable
areas.
• Replacement of our front door to provide a barrier free path of entry for visitors. Additionally, the
current front door is outfitted with an aging residential inward swinging door without a panic escape.
With replacement to a commercial door, we will increase accessibility for visitors, reduce liability and
save on energy with a door with higher R-Value.
• Purchase of two stand/sit desks that will be available to staff as shared desks. The desks will provide
employees with the option to stand or sit while they work, promoting better posture and reducing
sedentary posture whilst improving employee morale.
• Replacement of aging furniture and fixtures within the building that are failing or nearing increased
failure rates.
Strategic Link(s):
• Innovate and Enhance - Continue to drive positive change as an industry leader in business and
environmental best practices.
• Protect and Restore - Ensure the safety of people, property, and public infrastructure.
Vehicle Replacement
Our current vehicle fleet is aging and requires replacement. Two vehicles have been pulled from circulation for
auction (2005 Pontiac Vibe with 300,OOOkm and 2006 Toyota Matrix with 300,OOOkm) as the investment to
continue operating is exponentially increasing. We anticipate that a third vehicle (2006 GMC Sierra), may be
disposed this year. We are planning to replace one vehicle this year with a hybrid or electric option, if available
and within budget.
Additionally, we are piloting a short-term leasing program for the field season to determine if our fleet can be
supplemented with short term leases to reduce the owned fleet requirements and large capital outlays
required.
Strategic Link:
• Innovate and Enhance - Increase efficiency and effectiveness of service delivery.
• Climate Change Strategy.
Page 185 46
KAWARTHA CONSERVATION
2023 Preliminary Capital Expenditures
Budget
CAPITAL EXPENDITURES 2023
Sources of Revenue
General Levy $ 45,875
Transfers from (to) reserve 62,725
Special Benefitting Levy, City of Kawartha Lakes, Deferred 30,200
Federal Grant, Asset Management Plan 5,400
144,200
Expenditures
Asset Management Software Implementation $ 7,500
Building Infrastructure Initiatives 32,000
Howlers Corners Fencing 24,500
Pigeon River Car Bridge 5,000
Equipment Purchase, City of Kawartha Lakes Special Project 30,200
Vehicle Replacement 45,000
$ 144,200
Page 186 47