HomeMy WebLinkAbout2024-04-05
Electronic Council Communications Information
Package
Date:April 5, 2024
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.
Alternate Format: If this information is required in an alternate format, please contact the
Accessibility Coordinator, at 905-623-3379 ext. 2131.
Members of Council: In accordance with the Procedural By-law, please advise the Municipal Clerk
at clerks@clarington.net, if you would like to include one of these items on the next regular agenda
of the appropriate Standing Committee, along with the proposed resolution for disposition of the
matter. Items will be added to the agenda if the Municipal Clerk is advised by Wednesday at noon
the week prior to the appropriate meeting, otherwise the item will be included on the agenda for the
next regularly scheduled meeting of the applicable Committee.
Members of the Public: can speak to an ECCIP item as a delegation. If you would like to be a
delegation at a meeting, please visit the Clarington website.
Pages
1.Region of Durham Correspondence
1.1 Notice of Adoption Amendment #197 of the Durham Region Official Plan
- April 2, 2024
3
1.2 Upcoming Waste Management Program Changes - April 2, 2024 7
1.3 Update on Small Business Recycling Post Blue Box Transition (2024-
WR-2) - March 27, 2024
9
1.4 News Release - Durham Region’s Blue Box program transitions to
producer responsibility
31
2.Durham Municipalities Correspondence
2.1 City of Pickering - Initiating Pickering's Official Plan Review - April 3,
2024
34
3.Other Municipalities Correspondence
3.1 Prince Edward County - Call to Action to Meet the Deadline of an
Accessible Ontario by 2025 - March 26, 2024
42
3.2 City of Brantford - Home Heating Sustainability - March 28. 2024 44
3.3 City of Guelph - Support for the OEB Decision to End the Subsidization
of Fossil Gas - April 4, 2024
47
4.Provincial / Federal Government and their Agency Correspondence
5.Miscellaneous Correspondence
5.1 The West Beach Association Annual Update - March 11, 2024 50
5.2 Minutes of the Orono Downtown Business Improvement Area dated
March 21, 2024
54
5.3 Karwartha Conservation - 2024 Operating and Capital Budget 58
5.4 HydroOne Rescheduled Outage Notice - April 5, 2024 130
April 5, 2024
Electronic Council Communications Information Package (ECCIP)
Page 2
Page 3
Page 4
Page 5
Page 6
From:Elia Mastrangelo
To:ClerksExternalEmail
Cc:Ramesh Jagannathan; Andrew Evans; Peter Veiga; Kate Dykman; Works-CommissionersOffice-AdminAssistants
Subject:Upcoming Waste Management Program Changes
Date:April 3, 2024 9:29:05 AM
Attachments:image001.pngimage002.pngimage003.pngimage004.pngimage005.png
EXTERNAL
Good morning, On behalf of Ramesh Jagannathan, Acting Commissioner of Works, I amforwarding the following message:
The Province of Ontario enacted regulations in 2021 that shift the
responsibility for the curbside Blue Box recycling program frommunicipalities in Ontario to the producers and importers of theproducts and packaging collected in the Blue Box. The regulation isbeing phased in over three years between 2023 and the end of
2025. Durham Region will transition its Blue Box services on July
1, 2024 and after that date, will no longer have operational or
financial responsibility for the Blue Box program. Also on July 1, 2024, the Region will move to an Enhanced GreenBin program to expand the types of materials accepted in the
organic waste stream. The list of additional items that will be
accepted in the Enhanced Green Bin include diapers, sanitary and
incontinence products and pet waste/pet litter. In anticipation of these upcoming changes, Regional staff haveprepared a presentation describing both of these changes and the
resident communications strategy. Staff are available to deliver the
presentation and respond to questions at a future Municipality of
Clarington Council meeting in April or May.
Should the Municipality of Clarington be interested in receiving thepresentation, please contact Andrew Evans, Director, Waste
Management, at andrew.evans@durham.ca to arrange for staff to
attend an upcoming meeting.
Regards, Ramesh Jagannathan
Page 7
Thank you.
Elia
Elia Mastrangelo | Administrative AssistantWorks Department | Office of the Commissioner
The Regional Municipality of Durham | Celebrating 50 years!
Elia.Mastrangelo@durham.ca| 905-668-7711 extension 3540 | durham.caMy pronouns are she / her | durham.ca/50years
THIS MESSAGE IS FOR THE USE OF THE INTENDED RECIPIENT(S) ONLY AND MAYCONTAIN INFORMATION THAT IS PRIVILEGED, PROPRIETARY, CONFIDENTIAL,AND/OR EXEMPT FROM DISCLOSURE UNDER ANY RELEVANT PRIVACY LEGISLATION.No rights to any privilege have been waived. If you are not the intended recipient, you are herebynotified that any review, re-transmission, dissemination, distribution, copying, conversion to hardcopy, taking of action in reliance on or other use of this communication is strictly prohibited. If you arenot the intended recipient and have received this message in error, please notify me by return e-mailand delete or destroy all copies of this message.
Page 8
THIS LETTER HAS BEEN FORWARDED TO THE EIGHT AREA CLERKS
If you require this information in an accessible format, please contact 1-800-372-1102 extension 2097.
The Regional Municipality of Durham
Corporate Services Department – Legislative Services Division
605 Rossland Rd. E. Level 1 PO Box 623
Whitby, ON L1N 6A3 Canada
905-668-7711
1-800-372-1102
durham.ca
Alexander Harras M.P.A. Director of Legislative Services & Regional Clerk
Sent Via Email
March 27, 2024
Honourable Doug Ford Premier of Ontario Legislative Building Queen's Park Toronto ON M7A 1A1
Dear Premier Ford:
RE: Update on Small Business Recycling Post Blue Box Transition (2024-WR-2), Our File: O23
Council of the Region of Durham, at its meeting held on March 27, 2024, adopted the following recommendations of the Works Committee:
“A) That, effective January 1, 2026, the Regional Municipality of
Durham cease to provide Blue Box recycling services to the
small businesses currently receiving municipal waste collection services as listed in Attachments #1 and #2 of Report #2024-WR-2 of the Acting Commissioner of Works;
B) That staff be directed to develop and implement a
communication plan to advise these small businesses that,
effective January 1, 2026, they will no longer receive municipal Blue Box recycling services;
C) That staff be authorized to send a letter to the Premier of Ontario and the Minister of the Environment, Conservation and
Parks strongly endorsing the creation of a Blue Box recycling
regulation for Ontario’s Industrial, Commercial and Institutional sector as it has done for Ontario’s residential sector; and
D) That a copy of Report #2024-WR-2 be shared with the Regional Local Area Municipalities, the Premier of Ontario and
the Minister of the Environment, Conservation and Parks.”
Please find enclosed a copy of Report #2024-WR-2 for your information.
Page 9
Alexander Harras
Alexander Harras, Director of Legislative Services & Regional Clerk
AH/sc
c: Hon. A. Khanjin, Minister of the Environment, Conservation and
Parks J. Grossi, Clerk, Town of Ajax F. Lamanna, Clerk, Township of Brock J. Gallagher, Clerk, Municipality of Clarington
M. Medeiros, Clerk, City of Oshawa
S. Cassel, Clerk, City of Pickering R. Walton, Acting Clerk, Township of Scugog D. Leroux, Clerk, Township of Uxbridge C. Harris, Clerk, Town of Whitby
R. Jagannathan, Acting Commissioner of Works
Page 10
If this information is required in an accessible format, please contact 1-800-372-1102 ext. 3540.
The Regional Municipality of Durham
Report
To: Works Committee
From: Acting Commissioner of Works
Report: #2024-WR-2 Date: March 6, 2024
Subject:
Update on Small Business Recycling Post Blue Box Transition
Recommendation:
That the Works Committee recommends to Regional Council:
A) That, effective January 1, 2026, the Regional Municipality of Durham cease to
provide Blue Box recycling services to the small businesses currently receiving
municipal waste collection services as listed in Attachments #1 and #2;
B) That staff be directed to develop and implement a communication plan to advise
these small businesses that, effective January 1, 2026, they will no longer receive
municipal Blue Box recycling services;
C) That staff be authorized to send a letter to the Premier of Ontario and the Minister
of the Environment, Conservation and Parks strongly endorsing the creation of a
Blue Box recycling regulation for Ontario’s Industrial, Commercial and Institutional
sector as it has done for Ontario’s residential sector; and
D) That a copy of this report be shared with the Regional Local Area Municipalities,
the Premier of Ontario and the Minister of the Environment, Conservation and
Parks.
Report:
1. Purpose
1.1 The purpose of this report is to recommend that, effective January 1, 2026, the
Regional Municipality of Durham (Region) cease to provide Blue Box recycling
Page 11
Report #2024-WR-2 Page 2 of 7
services to the small businesses currently receiving municipal waste collection
services.
2. Background
2.1 In June 2021, the Province of Ontario released Regulation 391/21 Blue Box
(Regulation 391/21) under the Resource Recovery and Circular Economy Act,
2016, which shifts the financial and operational responsibility of recycling from
municipalities to the organizations that produce packaging, paper and packaging-
like products. The Regulation takes full effect on January 1, 2026, province wide.
2.2 On July 1, 2024, the Region will transition its curbside Blue Box collection
program to producers as part of a province wide transition. The producers will
assume full responsibility for the program under a new Extended Producer
Responsibility (EPR) regime. The province-wide transition will be complete on
December 31, 2025.
2.3 In the Region, the new Blue Box program will be operated on behalf of the
producers by a Producer Responsibility Organization (PRO) called Circular
Materials (CM). CM confirms that the new Blue Box program will not include
recycling services to businesses after December 31, 2025, as per the definition of
Eligible Sources under Regulation 391/21.
2.4 Blue Box Regulation 391/21 defines eligible sources as residences and facilities
only. Facilities are described in the regulation as residential-type buildings such as
long-term care and not-for-profit retirement homes, multi-residential buildings and
schools. The regulation does not include commercial or industrial establishments,
including small businesses.
2.5 The Region currently provides Non-Hazardous Waste, Recyclables and Organics
collection services to approximately 2,800 small businesses in Designated
Business Areas (DBAs) listed in Attachment #1 under the following Standing
Agreements:
a. C003008 for the Townships of Brock, Uxbridge, Scugog, and the
Municipality of Clarington
b. C003326 for the City of Pickering and the Town of Ajax
c. C002667 for recyclables collection only in the Town of Whitby and the City
of Oshawa
Page 12
Report #2024-WR-2 Page 3 of 7
2.6
2.7
2.8
The Region also services approximately 200 additional small businesses, listed in
Attachment #2, that are not formally included in the contracts noted in item 2.5.
These businesses are not located in DBAs and do not meet the jurisdictional
requirements for municipal waste collection services. However, they were
included when the Region assumed waste collection services from the local area
municipalities in the early 2000s. These properties included gas stations,
churches, strip malls, flea markets, auto body shops, garages, nurseries, golf
courses, doctor and dentist offices, pharmacies, hair salons and veterinary clinics
and are legacy services that resulted from negotiations during the collection
uploads.
Regional staff have successfully negotiated with CM to continue providing
recycling collection services to these small businesses during the Blue Box
transition period between June 30, 2024, and December 31, 2025, as an ancillary
part of CM’s Durham contracts on a cost-recovery basis. However, CM will not
service these or any non-residential properties effective January 1, 2026, as they
are not included as eligible sources under Regulation 391/21, which governs the
new Blue Box program.
Given CM’s position, the Region will need a dedicated contract to continue
providing Blue Box recycling services to these small businesses starting January
1, 2026. This contract would consist of a selected vendor procuring additional
vehicles to run dedicated routes in select areas where collection is required.
(Note that under the current arrangement and during the transition, these
businesses are serviced utilizing the same fleet and routes as the curbside
residential).
2.9 Staff have conducted a market scan to assess the feasibility of a dedicated
contract for the collection and processing of Blue Box recyclables from these
businesses starting January 1, 2026, including ongoing dialogue with other
Page 13
Report #2024-WR-2 Page 4 of 7
Ontario municipalities. The market scan returned estimated costs over ten times
higher than the costs to provide the small business blue box recycling service
during the Blue Box transition period.
3.Previous Reports and Decisions
3.1 Through Report #2022-WR-2, Blue Box Transition Impacts on Waste
Management Collection Operations and Small Business Recycling Options,
Regional Council directed staff to amend existing Standing Agreements regarding
the Recycling collection services provided to small businesses for one year
commencing July 1, 2023, and ending on June 30, 2024, and to negotiate with
Producer Responsibility Organizations of the new Blue Box program and report
back on the financial implications to include the collection of recyclables from the
small businesses in the PROs’ collection programs, on a cost recovery basis, as
well as alternative options and recommendations for Regional Council to consider
if negotiations with PROs failed.
3.2 Through Report #2020-COW-15, Council Resolution - Blue Box Transition Date,
Regional Council endorsed a resolution on the transition to full EPR and to
forward same to the Minister of the Environment, Conservation and Parks, and
the Association of Municipalities of Ontario (AMO).
3.3 Regional Council has authorized contract alignments and staff participation in the
Blue Box consultation and transition process in the following reports:
a.Report #2020-COW-2, Solid Waste Management: 2020 Strategic Issues and
Financial Forecast; and,
b.Report #2019-COW-3, Solid Waste Management Servicing and Financing
Study.
4.Impact of Extended Producer Responsibility on Durham’s Small Businesses
4.1 Regulation 391/21 makes businesses ineligible to receive Blue Box recycling
collection services under the new Blue Box Program, effective January 1, 2026.
4.2 The Region’s long-held provision of Blue Box recycling services to the small
businesses listed in Attachments #1 and #2 has made these businesses rely on
the Region’s continued support. Staff recognize that removing this service may
result in hardship for these businesses, who will have to recycle at their own cost.
Most of these small businesses may stop recycling, which will have a negative
impact on the Region’s waste diversion goals. The businesses referenced in 4.5
Page 14
Report #2024-WR-2 Page 5 of 7
below have always borne the costs of recycling and have not had the benefits
noted here.
4.3 Staff is prepared to develop and implement a communication plan to advise these
small businesses that they will no longer receive municipal Blue Box recycling
services starting January 1, 2026.
4.4 Staff will continue to advocate for small businesses to be included in updated or
future regulations after the Region transitions out of the Blue Box program.
4.5 Businesses outside of those listed in Attachments 1 and 2 do not currently receive
waste collection services from the Region and will be unaffected by the change.
4.6 No change to existing waste or organics collection for businesses listed within
Attachments 1 and 2 is being proposed as part of this report.
5.Financial Implications
5.1 Table 1 presents the number of locations by local area municipality currently
serviced by the Region, and the projected costs of providing recycling collection
services to the Region’s small businesses during the Blue Box transition period
and post blue box transition.
Table 1: A Comparison of Blue Box Recycling Collection from Small
Businesses During and Post Blue Box Transition Period
Contract Location DBA Stops Non-DBA Stops
C003008 Brock 153
45 Uxbridge 101
Scugog 375
Clarington 650
C003326 Ajax 75 101
Pickering 0
C002667 Oshawa 160 45
Whitby 1,247
TOTAL STOPS 2,761 191
Estimated Annual Cost
Jul 1, 2024 – Dec 31, 2025
$22,000 + $3,000 (material processing)
Estimated Annual Cost
after Jan 1, 2025
$225,000 + $3,000 (material processing)
Page 15
Report #2024-WR-2 Page 6 of 7
5.2 The estimated cost to provide a dedicated municipal Blue Box recycling collection
to the small businesses identified in this report post Blue Box transition is
estimated at $225,000 annually compared to the estimated $22,000 for providing
the same service as ancillary work in Circular Materials’ Durham contracts during
the transition period.
5.3 It is anticipated that any attempts to implement a dedicated recycling program for
these small businesses on a full or partial cost recovery basis will result in a
decrease in the number of businesses participating, which will further increase the
costs allocated to the remaining businesses.
6.Relationship to Strategic Plan
6.1 This report aligns with/addresses the following strategic goals and priorities in the
Durham Region Strategic Plan:
a.Goal 5.1 Optimize resources and partnerships to deliver exceptional quality
services and value.
7.Conclusion
7.1 Upon careful consideration of the available options, of the Regional Municipality of
Durham’s ongoing financial constraints, and recognizing that providing waste
collection services to businesses is not core to the Regional Municipality of
Durham’s waste management jurisdiction under Provincial legislation, Regional
staff recommend that effective January 1, 2026, the Regional Municipality of
Durham cease to provide Blue Box recycling services to the small businesses
currently receiving municipal waste collection services.
7.2 Regional staff will continue advocating for the Province of Ontario to develop
regulations and programs that will return Blue Box recycling programs to small
businesses as they have done for the residential sector.
7.3 For additional information, contact: Andrew Evans, Director, Waste Management
Services, at 905-668-7711, extension 4102.
Page 16
Report #2024-WR-2 Page 7 of 7
8.Attachments
Attachment #1: Designated Business Areas by Municipality
Attachment #2: Small Business Locations Outside Designated Business Areas
Respectfully submitted,
Original signed by:
Ramesh Jagannathan, M.B.A, M.Eng., P.Eng., PTOE Acting Commissioner of Works
Recommended for Presentation to Committee
Original signed by:
Elaine C. Baxter-Trahair Chief Administrative Officer
Page 17
Designated Business Areas
By Area Municipality
Attachment # 1
1
Attachment #1 to Report #2024-WR-2
Page 18
2Page 19
3Page 20
4Page 21
5Page 22
6Page 23
7Page 24
8Page 25
Attachment #2 Small Business Locations Outside Designated Business Areas
Civic # Road Name Road Type Direction Town Municipality Property Description
41 Church Street South Ajax Ajax Pet Hospital
23 Church Street South Ajax Ajax School
15 Church Street South Ajax Ajax School
13 Church Street South Ajax Ajax Commercial Business
8 Lincoln Street South Ajax Ajax Laundry Mat
55 Church Street South Ajax Ajax Laundry Mat
837 Riverside Drive North Ajax Ajax Golf Course
56 Angus Drive Ajax Ajax Church
300 Church Street North Ajax Ajax Church
1030 Ravenscroft Road North Ajax Ajax Church
1201 Ravenscroft Road North Ajax Ajax Church
1001 Ravenscroft Road North Ajax Ajax Church
475 Kingston Road East Ajax Ajax Commercial Business
479 Kingston Road East Ajax Ajax Commercial Business
527 Kingston Road East Ajax Ajax Commercial Business
545 Kingston Road East Ajax Ajax Commercial Business
555 Kingston Road East Ajax Ajax Commercial Business
567 Kingston Road East Ajax Ajax Commercial Business
33 Church Street South Ajax Ajax Doctors Office
29 Harwood Ave South Ajax Ajax Commercial Business
37 Harwood Ave South Ajax Ajax Commercial Business
9 Doric Street East Ajax Ajax Pet Hospital
599 Bayly Street East Ajax Ajax Church
55 Emperor Street East Ajax Ajax Church
97 Burcher Road East Ajax Ajax Church
35 Church Street North Ajax Ajax Church
77 Randle Drive South Ajax Ajax Church
Church Street North Ajax Ajax Commercial Business
Elizabeth Street North Ajax Ajax Commercial Business
92 Orchard Road South Ajax Ajax Commercial Business
92A Orchard Road South Ajax Ajax Commercial Business
100 Orchard Road South Ajax Ajax Commercial Business
106 Orchard Road South Ajax Ajax Commercial Business
134 Orchard Road South Ajax Ajax Commercial Business
66 Church Street South Ajax Ajax Commercial Business
68 Church Street South Ajax Ajax Commercial Business
448 Kingston Road West Ajax Ajax Commercial Business
504 Kingston Road West Ajax Ajax Commercial Business
510 Kingston Road West Ajax Ajax Commercial Business
516 Kingston Road West Ajax Ajax Commercial Business
530 Kingston Road West Ajax Ajax Commercial Business
556 Kingston Road West Ajax Ajax Commercial Business
560 Kingston Road West Ajax Ajax Commercial Business
586 Kingston Road West Ajax Ajax Commercial Business
310 Kingston Road West Ajax Ajax Pet Kennel
1
Attachment #2 to Report #2022-WR-2
Page 26
Attachment #2 Small Business Locations Outside Designated Business Areas
B23005 Lake Ridge Road Port Bolster Brock Commercial Business
360 Osborne Street Beaverton Brock Commercial Business
336 Osborne Street Beaverton Brock Auto Body
472 Osborne Street Beaverton Brock Commercial Business
2271 Hwy 2 Road Bowmanville Clarington Wellness Clinic
1685 Bloor Street Courtice Clarington Church
1696 Bloor Street Courtice Clarington Flea Market
1731 Bloor Street Courtice Clarington Church
1669 Courtice Road Courtice Clarington Church
1518 Nash Road Courtice Clarington Church
4830 Trulls Road Mitchals Corners Clarington Church
1648 Taunton Road Mitchals Corners Clarington Commercial Business
1967 Taunton Road Hampton Clarington Food Trucks
1975 Taunton Road Hampton Clarington Commercial Business
2212 Taunton Road Hampton Clarington Commercial Business
5454 Old Scugog Road Hampton Clarington Church
5480 Old Scugog Road Hampton Clarington Commercial Business
7851 Old Scugog Road Hampton Clarington Commercial Business
2486 Concession 6 Road Hayden Clarington Garage
6742 Newtonville Road Kendal Clarington School
732 King Street E Newcastle Clarington Commercial Business
4502 Hwy 2 Road Newtonville Clarington Commercial Business
4532 Hwy 2 Road Newtonville Clarington Heritage Building
713/721 Krosno Boulevard South Pickering Pickering Commercial Business
776 Liverpool Road South Pickering Pickering Commercial Business
927 Liverpool Road South Pickering Pickering Dentist
925 Liverpool Road South Pickering Pickering Commercial Business
1866 Liverpool Road Pickering Pickering Millennium City Veterinary Hospital
159 Twyn Rivers Drive Pickering Pickering Commercial Business
1880 Altona Road Pickering Pickering Altona Auto Services Inc.
1396 Kingston Road Pickering Pickering Sheridan Veterinary Services
1234 Kingston Road Pickering Pickering Commercial Business
1192 Kingston Road Pickering Pickering Commercial Business
1414 Rosebank Road Pickering Pickering Rosebank Animal Hospital
1 Evelyn Avenue Pickering Pickering Commercial Business
1995 Valley Farm Road Pickering Pickering Day Care & Nursery School
1999 Fairport Road Pickering Pickering Church
755 Oklahoma Road Pickering Pickering Church
796 Eyer Drive Pickering Pickering Church
1066 Dunbarton Road Pickering Pickering Daycare
2
Attachment #2 to Report #2022-WR-2
Page 27
Attachment #2 Small Business Locations Outside Designated Business Areas
1115 Finch Avenue Pickering Pickering Fire Station
2145 Brock Road Pickering Pickering Church
5067 Old Brock Road Claremont Pickering Daycare
4941 Old Brock Road Claremont Pickering Fire Station
5014 Old Brock Road claremont Pickering Claremont Pharmacy
5006 Old Brock Road Claremont Pickering Full-Service Maintenance
1703 Central Street Claremont Pickering Claremont General Store/Beer & LCBO
1716 Central Street Claremont Pickering Commercial Business
5077 Old Brock Road Claremont Pickering Commercial Business
1749 Hoxton Street Claremont Pickering Commercial Business
3280 Highway 7 Pickering Pickering Commercial Business
3325 Highway 7 Pickering Pickering Kennel
1884 Altona Road Pickering Pickering School
1688 Highway 7 Pickering Pickering City of Pickering Animal Services
1686 Highway 7 Pickering Pickering Commercial Business
1709 Highway 7 Pickering Pickering Commercial Business
3633 Broughham Road Pickering Pickering Commercial Business
931 Liverpool Road Pickering Pickering Commercial Business
933 Liverpool Road Pickering Pickering Commercial Business
1920 Bayly Street Pickering Pickering Church
553 Kingston Road Pickering Pickering Fire Station
2250 Concession 8 Pickering Pickering Commercial Business
2005 Concession 9 Pickering Pickering Veterinary Services
3000 Concession 8 Pickering Pickering Church
3735 Sideline 16 Pickering Pickering Commercial Business
3470 Salem Road Pickering Pickering Golf Course
1010 Toy Avenue Pickering Pickering Commercial Business
1016 Toy Avenue Pickering Pickering Commercial Business
1020 Toy Avenue Pickering Pickering Commercial Business
1035 Toy Avenue Pickering Pickering Commercial Business
1033 Toy Avenue Pickering Pickering Commercial Business
1031 Toy Avenue Pickering Pickering Commercial Business
1029 Toy Avenue Pickering Pickering Commercial Business
1600 Alliance Avenue Pickering Pickering Commercial Business
1730 McPherson Court Pickering Pickering Commercial Business
1016 Brock Road Pickering Pickering Commercial Business
340 Kingston Road Pickering Pickering Mechanic Shop & Gas Station
14020 old scugog Road Blackstock Scugog Commercial Business
14004 old scugog Road Blackstock Scugog Commercial Business
3741 ON-7A highway Nestleton Station Scugog Commercial Business
3990 ON-7A highway Nestleton Station Scugog Commercial Business
3991 Proutt Road Nestleton Station Scugog Church
5 Pier Street Cesarea Scugog Commercial Business
3550 RR 57 Road Cesarea Scugog Fire Station
1595 ON-7A highway Port Perry Scugog Commercial Business
3
Attachment #2 to Report #2022-WR-2
Page 28
Attachment #2 Small Business Locations Outside Designated Business Areas
30 crandell Street Port Perry Scugog Fire Station
16121 Island Road Port Perry Scugog Commercial Business
19990 7 & 12 highway Greenbank Scugog Commercial Business
19980 7 & 12 highway Greenbank Scugog Commercial Business
3490 ON-7A highway Blackstock Scugog Commercial Business
3976 ON-7A highway Nestleton Station Scugog Auto Service
4299 ON-7A highway Nestleton Station Scugog Commercial Business
4697 concession road 3 road Goodwood Uxbridge Commercial Business
182 main Street North Uxbridge Uxbridge Gas Station
124 Main street North Uxbridge Uxbridge Commercial Business
106 Main Street North Uxbridge Uxbridge Commercial Business
102 main Street North Uxbridge Uxbridge Pet Hospital
120 Toronto Street South Uxbridge Uxbridge Dentist
159 Main Street North Uxbridge Uxbridge Commercial Business
950 Taunton Road East Whitby Whitby Animal Hospital
7 Cassels Rd West Whitby Whitby Orthodontist
10 Cassels Rd West Whitby Whitby Commercial Business
4 Cassels Rd West Whitby Whitby Commercial Business
6745 Baldwin St North Whitby Whitby Fire Station
300 Garrard Rd South Whitby Whitby Church
221 Garrard Rd South Whitby Whitby Church
113 Garrard Rd South Whitby Whitby Dental Care
14 Garrard Rd North Whitby Whitby Commercial Business
1850 Rossland Rd West Whitby Whitby Church
1600 Manning Rd East Whitby Whitby Fire Station
287 Dean Avenue Oshawa Oshawa Commercial Business
215 Toronto Avenue Oshawa Oshawa Commercial Business
464 Ritson Road South Oshawa Oshawa Church
744 Simcoe Street South Oshawa Oshawa Commercial Business
792 Simcoe Street South Oshawa Oshawa Auto Service
804 Simcoe Street South Oshawa Oshawa Commercial Business
808 Simcoe Street South Oshawa Oshawa Commercial Business
1076 Cedar Street South Oshawa Oshawa Strip Plaza
374, 368, 366 Wilson Road South Oshawa Oshawa Strip Plaza
100 Nonquon Road Oshawa Oshawa Commercial Business
918 Taunton Road West Oshawa Oshawa Commercial Business
370 Wilson Rd S STREET SOUTH Oshawa Oshawa Strip Plaza
320 VIOLA STREET Oshawa Oshawa Commercial Business
1160 SIMCOE STREET SOUTH Oshawa Oshawa Strip Plaza
40 WELLINGTON STREET EAST Oshawa Oshawa Commercial Business
996 FAREWELL STREET Oshawa Oshawa Commercial Business
575 WENTWORTH STREET EAST Oshawa Oshawa Commercial Business
242 BLOOR Street EAST Oshawa Oshawa Strip Plaza
4
Attachment #2 to Report #2022-WR-2
Page 29
Attachment #2 Small Business Locations Outside Designated Business Areas
110 BLOOR Street EAST Oshawa Oshawa Auto Body
168 BLOOR Street WEST Oshawa Oshawa Commercial Business
634 PARK ROAD SOUTH Oshawa Oshawa Commercial Business
274 BLOOR Street WEST Oshawa Oshawa Commercial Business
631 MONTRAVE AVENUE Oshawa Oshawa Commercial Business
534 CUBERT Street Oshawa Oshawa Commercial Business
389 SDEAN AVENUE Oshawa Oshawa Commercial Business
95 CLARENCE BIESENTHAL DRIVE Oshawa Oshawa Commercial Business
333 RITSON ROAD SOUTH Oshawa Oshawa Commercial Business
302 OSHAWA BLVD SOUTH Oshawa Oshawa Commercial Business
690 KING Street EAST Oshawa Oshawa Church
409 ADELAIDE AVENUE EAST Oshawa Oshawa Church
328 RITSON ROAD North Oshawa Oshawa Lumber Yard
166 ADELAIDE AVENUE EAST Oshawa Oshawa Commercial Business
82 ADELAIDE AVENUE EAST Oshawa Oshawa Commercial Business
293 MARY Street North Oshawa Oshawa Commercial Business
152 PARK ROAD SOUTH Oshawa Oshawa Commercial Business
684 HORTOP Street Oshawa Oshawa Commercial Business
902 SIMCOE STREET North Oshawa Oshawa Strip Plaza
1450 RITSON ROAD North Oshawa Oshawa Commercial Business
370 TAUNTON ROAD EAST Oshawa Oshawa Commercial Business
25 Grenfell Street Oshawa Oshawa Auto Body
184 Park Road Oshawa Oshawa Commercial Business
5
Attachment #2 to Report #2022-WR-2
Page 30
From:Chambers, Michelle
To:Chambers, Michelle
Subject:News Release: Durham Region’s Blue Box program transitions to producer responsibility
Date:April 5, 2024 12:03:20 PM
Region of Durham News 4/3/2024 4:13:35 PM
Durham Region’s Blue Box program transitions to
producer responsibility
No immediate impact for residents as current recycling program and schedules willremain unchanged during transition
Whitby, Ontario – Starting July 1, 2024, Durham’s Blue Box program will transition to being
delivered by an organization named, “Circular Materials” on behalf of all producers of theproducts and packaging recycled in the Blue Box within Ontario. Although the responsibilityfor the blue box recycling program is changing, there will be no immediate change to howresidents recycle during the transition period.
What: The provincially regulated transition of the Blue Box program from municipalities to
producers is planned to be seamless, and residents should not notice a change in service.There will be no changes to the list of materials collected in the blue box or the blue boxcollection schedule from July 1, 2024, until completion of the transition to the new Ontario-wide collection system on December 31, 2025. Durham’s recycling program will also continueto use two separate blue boxes for papers and containers. Producers may make changes to
the Blue Box Program after January 1, 2026.
When: Circular Materials will begin managing Durham Region’s Blue Box program July 1,2024.
Why: The Province created the Resource Recovery and Circular Economy Act, 2016, to
“hold persons who are most responsible for the design of products and packaging
responsible for the products and packaging at the end of life.” It also created the Resource
Productivity and Recovery Authority to oversee and enforce the performance of the new Blue
Box Program. These changes will provide recycling to more communities across Ontario andmove towards standardizing and expanding what can be recycled while ensuring thatProducers continue providing a quality Blue Box recycling program. The aim is to improvewaste management services across the province and reduce waste in our community.
Page 31
For more information please visit durham.ca/BlueBox.
Quotes
“The transition of the Blue Box program to Circular Materials, starting July 1, 2024, is
anticipated to be seamless for residents. During this period, there will be no changes to how
residents recycle, and the program will continue to use two blue boxes for papers and
containers. The creation of a province-wide program for recycling will continue to help reduce
waste in our community.”
Ramesh Jagannathan, Acting Commissioner of Works
“Circular Materials is looking forward to providing residents of Durham region with a smooth
transition of recycling services as of July 1, 2024. As a national non-profit organization, weare dedicated to leading by example, driving positive change, and making a lasting differencein communities across the country. This transition in Durham Region marks anothermilestone in our journey, and we are excited to deliver a recycling program that meets theneeds of residents and drives innovation and convenience.”
Allen Langdon, CEO of Circular Materials
About Circular Materials
Circular Materials is a national not-for-profit organization that builds efficient and effective
recycling systems where materials are collected, recycled, and returned to producers to useas recycled content in new packaging and paper. As the administrator of Ontario’s commoncollection system, Circular Materials is responsible for operating the new system for blue boxmaterials. We are committed to increasing recycling rates across Ontario and ensuring morematerials are looped into the circular economy, benefiting both people and the environment.
– 30 –
Media inquiries:
The Regional Municipality of Durham:Corporate Communications 905-668-4113 extension 2383CorporateCommunications@durham.ca
Circular Materialsmedia@circularmaterials.ca
Read this article on our website.
Page 32
CONTACT US
605 Rossland Rd. EWhitby, Ontario L1N 6A3(905) 668-7711 | Region of Durham
Unsubscribe Privacy Policy
Page 33
Pickering Civic Complex | One The Esplanade | Pickering, Ontario L1V 6K7
T. 905.420.4611 | F. 905.420.9685 | Toll Free 1.866.683.2760 | clerks@pickering.ca | pickering.ca
Sent by Email
April 3, 2024 Alexander Harras Director, Legislative Services and Regional Clerk
The Regional Municipality of Durham 605 Rossland Road E. Whitby, ON L1N 6A3 clerks@durham.ca
Subject: Director, City Development & CBO, Report PLN 05-24
Initiating Pickering’s Official Plan Review
The Council of The Corporation of the City of Pickering considered the above matter at a Meeting
held on March 25, 2024 and adopted the following resolution:
A copy of Report PLN 05-24 is attached for your reference. Should you require further information, please do not hesitate to contact the undersigned at
905.420.4660, extension 2019.
Yours truly,
Susan Cassel City Clerk
1. That staff be authorized to initiate the update of the Pickering Official Plan, and to fulfill the requirements of Section 26(3) of the Planning Act, and request the Mayor to call a Special Meeting of Council on May 27, 2024 at 5:00 pm to provide an opportunity for public input on
the revisions that may be required; and,
2. That a copy of Report PLN 05-24, and Council’s Resolution thereon, be sent to the Region of Durham, local municipalities in Durham Region, the City of Toronto, the Region of York, the City of Markham, the Town of Whitchurch-Stouffville, the Toronto and Region
Conservation Authority, the Central Lake Ontario Conservation Authority, the Durham
School Boards, and any interested parties for their information.
Corporate Services Department
Legislative Services
Page 34
Report PLN 05-24 April 3, 2024
Page 2 of 2
Encl.
SC:am
Copy: Jaclyn Grossi, Director of Legislative & Information Services, Town of Ajax;
June Gallagher, Municipal Clerk, Municipality of Clarington;
Chris Harris, Clerk, Town of Whitby; Fernando Lamanna, Clerk, Township of Brock; Debbie Leroux, Clerk, Township of Uxbridge; Mary Medeiros, City Clerk, City of Oshawa;
Ralph Walton Interim, City Clerk, Township of Scugog;
John D. Elvidge, City Clerk, City of Toronto Christopher Raynor, Regional Clerk, York Region Kimberley Kitteringham, City Clerk, City of Markham Becky Jamieson, Commissioner of Corporate Services & Town Clerk, Town of
Whitchurch-Stouffville
Toronto and Region Conservation Authority Central Lake Ontario Conservation Authority Durham District School Board Durham Catholic District School Board
Conseil scolaire catholique MonAvenir
Conseil scolaire Viamonde Whitevale District Residents Association
Chief Administrative Officer
Director, City Development & CBO
Manager, Policy & Geomatics Principal Planner, Policy Administrative Assistant, City Development
Page 35
Report to
Planning & Development Committee
Report Number: PLN 05-24 Date: March 4, 2024
From: Kyle Bentley
Director, City Development & CBO
Subject: Initiating Pickering’s Official Plan Review
Recommendation:
1.That staff be authorized to initiate the update of the Pickering Official Plan, and to fulfill
the requirements of Section 26(3) of the Planning Act, and request the Mayor to call a
Special Meeting of Council on May 27, 2024 at 5:00 pm to provide an opportunity forpublic input on the revisions that may be required; and
2.That a copy of Report PLN 05-24, and Council’s Resolution thereon, be sent to theRegion of Durham, local municipalities in Durham Region, the City of Toronto, the Region
of York, the City of Markham, the Town of Whitchurch-Stouffville, the Toronto and Region
Conservation Authority, the Central Lake Ontario Conservation Authority, the DurhamSchool Boards, and any interested parties for their information.
Executive Summary: The purpose of this report is twofold: to provide information to Council and the public on the need for a review of the Pickering Official Plan at this time, and to request Council to support hosting a special public meeting, as called by the Mayor, to discuss revisions that may be required to the Pickering Official Plan, as required by the Section 26(3)(b) of the Planning Act.
The Planning Act requires that Official Plans be reviewed every five years to ensure they conform to Provincial legislation, policy, and plans. The Pickering Official Plan (the Plan) was approved in 1997, and the first comprehensive review of the Plan was initiated in 2007. Since that review, staff have initiated amendments to the Plan for specific topics to implement Council approved plans and to maintain conformity with Provincial legislation and plans, as
required by the Planning Act. Although Council has amended the Plan on an as-needed basis, a comprehensive review, as required by the Planning Act, has not been undertaken since the 2007 review.
Council and staff have been diligent to maintain conformity with Provincial and Regional planning documents through amendments to the Plan. However, the number of recent
proposed, and approved, changes to Provincial legislation, policy, and plans, and a new Regional Official Plan, make continuing with this approach not viable. A comprehensive review is required to address the significant changes found in Provincial Bills, including Bill 23, the adoption of a new Regional Official Plan, and proposed changes to the Provincial Policy Statements and A Place to Grow: Growth Plan.
Attachment
Page 36
PLN 05-24 March 4, 2024
Subject: Initiating Pickering’s Official Plan Review Page 2
In addition to the regulatory requirements the City of Pickering is projected to enter a significant period of growth in the coming decades. This growth will not only increase the
population and number of housing units within the community but will result in changes in the
needs of residents. This shift is reflected in the number of Council approved corporate and master plans that have been approved in recent years to reflect the changing needs of the community.
Accordingly, staff recommends that a review of the Pickering Official Plan be initiated, under
Section 26 of the Planning Act, and to that end, that the Mayor be requested to call a special
meeting of Council at 5:00 pm on May 27, 2024 to obtain public input and initiate the review.
Relationship to the Pickering Strategic Plan: The recommendations in this report respond
to the following Pickering Strategic Plan Key Priorities of: Advance Innovation & Responsible
Planning to Support a Connected, Well-Serviced Community; Lead & Advocate for Environmental Stewardship, Innovation & Resiliency; and Foster an Engaged & Informed Community.
Financial Implications: None from adopting the recommendations of this report. The City Development Department – Planning & Design section 2024 Budget submission identifies $500,000.00 for consulting for the Pickering Official Plan Review process.
Discussion:
1. What is an Official Plan
An Official Plan is the City’s primary, long range comprehensive municipal planning
document, that provides the framework for land use decision-making in the City. It
represents Council's vision, guided by community involvement, for growth and change within the City. It sets a policy framework for the physical, social, environmental, and economic development of the City, while ensuring growth occurs responsibly, and resources are used efficiently and sustainably. An Official Plan deals with issues such as:
• where new housing, industry, offices and shops will be located
• what services will be needed, such as roads, watermains, sewers, parks and schools
• creating opportunities for residents to connect socially, culturally, as well as preserve and enjoy the natural environment
• when, and in what order, parts of the community will grow
• where, and how, the City will invest in community improvement initiatives
2. The Pickering Official Plan
In March 1997, the then Town of Pickering Council adopted a new official plan, the Pickering Official Plan, and Durham Regional Council approved the Plan in September
of that year. The Plan replaced the previous official plan, known as the Pickering District
Page 37
PLN 05-24 March 4, 2024
Subject: Initiating Pickering’s Official Plan Review Page 3
Plan. The new Plan had a planning horizon of twenty years (to 2016). In 2007, Council initiated a review of the Plan to bring it into conformity with Provincial and Regional
policies. The resulting amendments added detailed policies for specific growth areas in
the City, and extended the planning horizon to the year 2031 for the City Centre and the Seaton Community.
Additional amendments have been initiated on specific topics, such as the Integrated Sustainable Design Standards (ISDS), to implement Council approved plans.
Amendments within specific areas of the City, including the Kingston Road Corridor –
Brock Node Intensification Study, have also been initiated, as required, to maintain conformity with Provincial legislation and plans, as required by the Planning Act.
3. Purpose of Updating the Official Plan
The framework of the Official Plan has been in place for over 20 years, with Council
amending the Plan regularly to respond to changing needs and policy directions. The
vision and goals for Pickering need to be reassessed, as they may have evolved since the Plan was originally structured and approved. In addition, the planning horizon for the Plan has elapsed, and the planning horizon reflected in the amendments made for specific growth areas, to 2031, is quickly approaching.
Pickering’s growth rate since the Plan was originally approved by Council has been
relatively low, averaging 1.1% growth from 2006-2021. Despite the recent growth trends, Pickering is anticipated to accommodate the largest growth rates in the Region of Durham to 2051, with an anticipated growth rate of 3.3% per year. Pickering is also anticipated to have the largest increase in housing units in the Region to 2051.
Since the Plan was last amended, significant changes to Provincial and Regional policy
and legislation have occurred, including:
• an updated Provincial Policy Statement, 2020 (PPS)
• significant amendments to the Planning Act, Development Charges Act and Ontario
Heritage Act, through Bill 108, Bill 109, Bill 23, and Bill 134
• review and updates to Provincial Plans:
• A Place to Grow: Growth Plan, including growth projections to 2051
• Greenbelt Plan
• Oak Ridges Moraine Conservation Plan
• the Province has released a draft Provincial Policy Statement, that would combine various policies of A Place to Grow and the Provincial Policy Statement, 2020, plus introduce new policies, to form a new Provincial land use policy document
• the Region of Durham has adopted a new Official Plan “Envision Durham”, with a
planning horizon of 2051
In addition to the Provincial and Regional changes identified above, the City has approved, or is in the process of updating, various plans and strategies. It is important that these City initiatives be reflected in the policies of the Plan, ensuring consistency in
the documents. Some of these include:
Page 38
PLN 05-24 March 4, 2024
Subject: Initiating Pickering’s Official Plan Review Page 4
• Corporate Strategic Plan 2024-2028
• Integrated Sustainable Design Standards, 2022
• Integrated Transportation Master Plan, 2021
• Pickering Housing Strategy & Action Plan, 2022
• Economic Development Strategy, 2022
• Retail Market Study, underway
• Recreation and Parks Master Plan, underway
Given the number of changes listed above, it is timely to engage with stakeholders and the public, as well as with Indigenous Peoples, regarding their vision for Pickering’s future. It is also an opportunity to assess if the Official Plan policies that guide the City’s growth and development remain appropriate, and are achieving the stated objectives.
A comprehensive review of the Plan will allow staff to assess the changing and evolving
legislative and policy framework occurring at the Province and the Region, consider new best practices and planning approaches, to align with City plans and strategies, and accommodate the projected growth to a planning horizon up to 2051.
4. Planning Act Requirements
The Planning Act, Section 26(1) requires that an Official Plan be reviewed every five years (or ten years after the approval of a new Official Plan) to, among other things, ensure that it conforms to provincial plans, have regard for matters of provincial interest, and be consistent with provincial policy statements.
Section 26 of the Planning Act outlines the requirements for updating an Official Plan.
To initiate an Official Plan review, the Planning Act requires that a special meeting of Council, open to the public, be held to discuss revisions that may be required as part of the Official Plan review.
The Planning Act also requires that the approval authority, which for Pickering is
currently the Region of Durham, and prescribed public bodies, be consulted. Staff have
contacted the Region of Durham, and will send the required notice to the prescribed bodies, prior to the Special Meeting.
At the Special Council Meeting, staff will submit a report and presentation that outlines the intended work plan, and timeline, associated with the review. The report will also
highlight major topic areas to be addressed as part of the Official Plan Review process.
5. Resources
An Official Plan Review is a large undertaking, consisting of a wide variety of components and issues, including growth management, natural heritage, employment areas, rural and agricultural systems, and servicing and transportation infrastructure.
The process will include a substantial public engagement strategy, to provide multiple
opportunities for the community to engage, and provide input and feedback.
Page 39
PLN 05-24 March 4, 2024
Subject: Initiating Pickering’s Official Plan Review Page 5
The Official Plan Review will primarily be undertaken by existing City staff and resources. External consulting assistance will be sought for specific aspects of the
project that require specialized skills and experience, including growth management,
employment lands study, and public engagement. Funds have been requested in the 2024 Budget accordingly.
6.Conclusion
The report outlines the requirement of the Planning Act to review Official Plans every
five years, to ensure that it conforms to Provincial policy and plans. The Pickering
Official Plan has not been comprehensively reviewed since last initiated in 2007. Theamendments made to the Plan through the 2007 review, included a planning horizon tothe year 2031 for certain growth areas in the City, while the rest of the Plan is still basedon a 2016 Planning horizon.
There have been significant amendments and proposed changes to Provincial
legislation, policy and plans in recent years. Another significant change is the approvalof a new Region of Durham Official Plan, with population and housing projections to theyear 2051. The projections indicate Pickering is expected to become the fastest growingMunicipality in the Region. The changes to the Provincial and Regional planning
framework provide opportunities and contain requirements that have implications for the
Pickering Official Plan.
A review of the Official Plan will ensure that Pickering’s goals and vision for growth andcommunity development, reflect all Provincial requirements, the new Regional OfficialPlan, incorporates the results of various City initiatives and stakeholder feedback, and
establish an updated or new policy framework to guide the City’s growth and
development to 2051.
Accordingly, staff recommends that a review of the Pickering Official Plan be initiated,under Section 26 of the Planning Act, and to that end, that the Mayor be requested tocall a special meeting of Council at 5:00 pm on May 27, 2024 to obtain public input and
initiate the review.
Attachments: None
Page 40
PLN 05-24 March 4, 2024
Subject: Initiating Pickering’s Official Plan Review Page 6
Prepared By:
Original Signed By
Brandon Weiler, MCIP, RPP
Principal Planner, Policy
Original Signed By
Dean Jacobs, MCIP, RPP Manager, Policy & Geomatics
Approved/Endorsed By:
Original Signed By
Catherine Rose, MCIP, RPP
Chief Planner
Original Signed By
Kyle Bentley, P. Eng. Director, City Development & CBO
BW:ld
Recommended for the consideration of Pickering City Council
Original Signed By
Marisa Carpino, M.A. Chief Administrative Officer
Page 41
From the Office of the Clerk
The Corporation of the County of Prince Edward
T: 613.476.2148 x 1021 | F: 613.476.5727
clerks@pecounty.on.ca | www.thecounty.ca
March 28, 2024
Please be advised that during the regular Council meeting of March 26, 2024 the
following resolution regarding support for 'a call to action' to meet the deadline of an
Accessible Ontario by 2025 was carried.
RESOLUTION NO. 2024-151
DATE: March 26, 2024
MOVED BY: Councillor MacNaughton
SECONDED BY: Councillor Pennell
WHEREAS the Accessibility for Ontarians With Disabilities Act (AODA) is ground-
breaking legislation, created to help people with disabilities fully participate in
society, bring them to the table in crafting regulations, and build mechanisms to
enforce standards;
WHEREAS Rich Donovan, an expert in accessibility issues, was appointed as the
Independent Reviewer of the Act in 2022, and in his 2023 legislative review declared
a crisis as a necessary catalyst to get Ontario back on track for accessibility;
WHEREAS at least 2.9 million Ontarians currently live with a disability, representing
at least 22% of the consumer base and the workforce, but due to barriers, Ontarians
with disabilities are too often falling short of their full potential;
WHEREAS the AODA aims to develop, implement and enforce standards related to
goods, services, accommodation, employment and buildings before Jan. 1, 2025,
and municipalities, as the level of government closest to the people are at the front
lines, developing, implementing and enforcing these standards without meaningful
guidance on its implementation and/or enforcement by the Province;
WHEREAS people with disabilities and advocates, including Prince Edward
County's Accessibility Advisory Committee, note the slow pace of current and
previous Ontario governments in implementing the AODA and there are growing
concerns there will be no renewed push to keep accessibility issues at the forefront
after 2025;
WHEREAS Prince Edward County is dedicated and committed to creating a
welcoming environment so that all people may have equitable access to programs,
goods, services and facilities, but making investments to achieve the AODA
Page 42
From the Office of the Clerk
The Corporation of the County of Prince Edward
T: 613.476.2148 x 1021 | F: 613.476.5727
clerks@pecounty.on.ca | www.thecounty.ca
standards has been challenging given the lack of consistent and stable funding for
municipalities to remove accessibility barriers;
THEREFORE BE IT RESOLVED THAT the Council of Prince Edward County
strongly encourages action on the part of the Provincial Government to urgently:
a) create a "Municipal Accessibility Fund" for municipalities to develop, implement
and enforce AODA standards related to goods, services, accommodation,
employment and buildings. Such a fund could be modeled after the Canada
Community-Building Fund or the Ontario Cannabis Legalization Implementation
Fund on a per household basis;
b) to commit to working with municipalities to implement the Donovan Review
immediate crisis recommendations;
AND FURTHER THAT the Mayor write a letter in support of this resolution to the
Minister of Seniors and Accessibility, and that a copy of this resolution be sent to the
Premier of Ontario, the Minister of Seniors and Accessibility, the Minister of
Children, Community, and Social Services, the Minister of Health, the Minister of
Municipal Affairs and Housing, the Federation of Canadian Municipalities, the
Association of Municipalities of Ontario, and the Eastern Ontario Wardens Caucus,
and all Ontario Municipalities.
CARRIED
Yours truly,
Catalina Blumenberg, CLERK
cc: Mayor Steve Ferguson, Councillor MacNaughton, Councillor Pennell, and Marcia
Wallace, CAO
Page 43
CITY CLERK’S OFFICE City Hall, 58 Dalhousie Street, Brantford, ON N3T 2J2 P.O Box 818, Brantford, ON N3T 5R7
Phone: (519) 759-4150 Fax: (519) 759-7840 www.brantford.ca
March 28, 2024
Larry Brock, MP Brant
108 St. George Street, Suite #3 Brantford, ON N3R 1V6 Sent via email: larry.brock@parl.gc.ca
Will Bouma, MPP 96 Nelson Street Suite 101 Brantford, ON N3T 2X1
Sent via email: will.bouma@pc.ola.org To whom it may concern:
Please be advised that Brantford City Council at its meeting held March 26, 2024 adopted the following:
12.6.13 Home Heating Sustainability
WHEREAS home heating energy costs is a major and onerous burden for Seniors and
those with limited or fixed incomes; and
WHEREAS the cost of natural gas to heat homes continues to climb due to many factors
such as inaccurate meter readings, inflation, delivery and customer charges, carbon tax,
among others, causing financial strain for many citizens; and
WHEREAS 3.8 million households in Ontario currently use natural gas for home heating,
representing about 70 per cent of Ontario households; and
WHEREAS the carbon tax charged on heating bills is highly dependent on the amount of
natural gas used and accounts for 20-25% of the utility bill; and
WHEREAS Canadians have no choice but to heat their homes throughout the winter;
and
WHEREAS no citizen should have to choose between putting food on the table or
heating their homes; and
WHEREAS the carbon tax is increasing as of April 1, 2024 to $0.15 per cubic meter for
natural gas, and the carbon tax rebate for homeowners is also increasing; and
Page 44
2
CITY CLERK’S OFFICE City Hall, 58 Dalhousie Street, Brantford, ON N3T 2J2 P.O Box 818, Brantford, ON N3T 5R7
Phone: (519) 759-4150 Fax: (519) 759-7840 www.brantford.ca
WHEREAS Ontario homeowners can now expect to receive $1,120 annually for the
rebate on average and the rebate will be renamed to the Canada Carbon Rebate; and
WHEREAS starting on January 1, 2024, both SaskEnergy and SaskPower removed the
federal carbon tax from home heating, resulting in savings for approximately 98 per cent
of Saskatchewan families by exempting them from carbon tax on home heating oil; and
WHEREAS the Canadian government has implemented new measures to help Atlantic
Canadians lower their energy bills by making the average heat pump free to help low- to
median-income Canadians switch to cleaner fuel and incentivizing the switch to heat
pumps with $250 upfront payments; and
WHEREAS the Canadian and Ontario governments have discontinued grant and rebate
programs for Ontarians to retrofit their homes to be energy efficient such as Ontario’s
green home-retrofit rebate program, the ecoENERGY home retrofit program, and the
Canada Greener Homes Grant, making it difficult for homeowners to reduce their
reliance on natural gas.
NOW THEREFORE BE IT RESOLVED:
A. THAT the Federal Government exclude home heating from the federal carbon tax to reduce the burden on citizens, as has been done in Saskatchewan; and
B. THAT the Federal and Provincial Governments reinstate home energy retrofit rebate and grant programs to help Brantford residents retrofit their homes to be more energy
efficient and provide barrier-free options for switching to less carbon-intensive fuel sources to lower their utility bills and avoid the carbon tax; and
C. THAT the Clerk BE DIRECTED to forward a copy of this resolution to The Federal Minister of the Environment and Climate Change, The Honourable Steven Guilbeault, The Provincial Minister of Environment, Conservation and Parks, The Honourable
Andrea Khanjin, The City of Brantford Member of Parliament, The Honourable Larry Brock, The City of Brantford Member of Provincial Parliament, The Honourable Will Bouma, and to each municipality in Ontario; and
D. THAT the Mayor of the City of Brantford request that this resolution be added as an agenda item for consideration by the Ontario Big City’s Mayor Caucus.
I trust this information is of assistance.
Yours truly,
Page 45
3
CITY CLERK’S OFFICE City Hall, 58 Dalhousie Street, Brantford, ON N3T 2J2 P.O Box 818, Brantford, ON N3T 5R7
Phone: (519) 759-4150 Fax: (519) 759-7840 www.brantford.ca
Chris Gauthier City Clerk, cgauthier@brantford.ca
cc Federal Minister of the Environment and Climate Change, Honourable Steven Guilbeault
Provincial Minister of Environment, Conservation and Parks, Honourable Andrea Khanjin All Ontario Municipalities
Page 46
City Hall
1 Carden St Guelph, ON Canada N1H 3A1
T 519-822-1260 TTY 519-826-9771
guelph.ca
Thursday, April 4, 2024
Sent via email to: premier@ontario.ca; MinisterEnergy@ontario.ca;
The Honourable Doug Ford
Premier of Ontario
Legislative Building
Queen's Park
Toronto, ON M7A 1A1
The Honourable Todd Smith
Minister of Energy
10th Floor, 77 Grenville Street
Toronto, ON M7A 2C1
RE: Guelph City Council Resolution to Support the Decision of the Ontario
Energy Board (OEB) to End the Subsidization of Fossil Gas
Dear Premier Ford and Minister Smith,
Guelph City Council at its meeting held on March 26, 2024 passed the following
resolution in support of the Ontario Energy Board (OEB) decision to revise the
revenue horizon for calculating the upfront cost for new natural gas connections,
and to end the Gas Pipeline Subsidy:
WHEREAS, residents are struggling with energy bill increases and need relief;
WHEREAS, natural gas is no longer the cheapest way to heat homes because
electric heat pumps are now much more efficient, can provide all heating
needs even in the cold climates, and result in far lower energy bills over the
long term compared to gas heating;
WHEREAS, natural gas is methane gas, which is a fossil fuel that causes approximately one-third of Ontario's GHG emissions, and must be phased out
because it is inconsistent with all climate targets, while heat pumps result in
the lowest GHG emissions and are consistent with a zero-carbon future;
WHEREAS, the Ontario Energy Board (“OEB”) decided to end a subsidy for
methane gas pipelines to be built in new construction developments, effective
2025, finding that this would lower energy bills for existing gas customers and
improve affordability for new homebuyers, but this decision is at risk of being overturned by the provincial government;
WHEREAS, the OEB decision will help lower energy bills and
encourage heating systems that are consistent with climate targets
and plans;
Page 47
WHEREAS, the construction of new methane gas pipelines, which have 60-year lifetimes, should not be subsidized because they are inconsistent with the
City’s climate targets and will result in higher carbon emissions, higher energy
bills, higher future decarbonization retrofit costs to get off fossil fuel heating,
and a continued financial drain as dollars leave the province to pay for fossil
fuels extracted in other jurisdictions;
WHEREAS, Guelph City Council acknowledged the climate crisis (May 2019),
passed a resolution to support the phase-out of gas-fired energy plants by
2030 (December 2020); and passed a resolution of support to the United Nations Race to Zero commitment (December 2021);
WHEREAS, transforming our existing and new buildings by supporting actions
that improve the energy efficiency and GHG profile within the City is a stated
goal of our Community Energy Initiative (CEI), our Official Plan and our
Strategic Plan;
WHEREAS, the City of Guelph is actively working to support the decarbonization of heating and cooling systems in existing and future building
stock within the community, as demonstrated by the Guelph Green Homes
Energy Retrofit Program, which will provide 0% interest loans to Guelph homeowners to enable them to transition away from fossil-fuel powered
heating and cooling equipment to low carbon air or ground source heat pump
systems.
THEREFORE, BE IT RESOLVED:
(a) That the City of Guelph expresses its support for the decision of the
Ontario Energy Board to end the fossil gas infrastructure subsidy and requests that the Ontario Government withdraw Bill 165 and allow the OEB decision to
stand; and
(b) That this resolution be circulated to the President of Association of
Municipalities of Ontario, Colin Best; Premier of Ontario, Doug Ford; Minister of Energy, Todd Smith; Minister of Finance, Peter Bethlenfalvy, MPP Mike
Schreiner, and all Ontario Municipalities requesting support for the proposed
changes.
Sincerely,
Intergovernmental Services on behalf of Guelph City Council
Chief Administrative Office Intergovernmental.relations@guelph.ca
City Hall, 1 Carden Street, Guelph ON N1H 3A1
519-822-1260 x5602
Page 48
TTY: 519-826-9771
CC: The Honourable Peter Bethlenfalvy, Minister of Finance;
Mike Schreiner, MPP;
Colin Best, President of the Association of Municipalities of Ontario;
All Ontario Municipalities
Page 49
Page 50
Page 51
Page 52
Page 53
Orono DBIA Meeting Minutes
March 21, 2024
Location: Orono Town Hall
Present: Karen Lowery, vice chair
Brad Beckstead
Gavin Crab
Scott Story
Julie Cashin-Oster
Councillor Marg Zwart
Rhonda Armour
Allister Macrae
Perry Kirkbridge
Leah McKnight
Regrets: Heather Maitland, Frank Maitland, Manish Jagwani
Guests: Rhonda Armour, CBOT,
Laura Knox/ Planning, Mun. of Clarington
Karen Lowery called the meeting to order at 8:35 A.M.
Inclusion Statement
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
Approval of Agenda
Motion: Karen
Seconder: Julie
Approval of February Minutes
Motion: Karen
Page 54
Seconder: Julie
Leah McKnight is our new “ The” secretary
Motion: Karen
Seconder: Julie
1) To be discussed with the sub-committee.
a) Seasonal sidewalk program,
b) Bike rental program
c) BIA apparel
d) Farmers’ market
2) CBOT: Next week is the mayor's breakfast on March 28 at Solina Hall 7:30AM to
9:00AM at Garnet B Rickard. It’s an opportunity to voice questions. There will be
28 businesses there that are hiring. Hoping for a big turnout to bridge the gap on
unemployment
3) Laura Knox
a. Economic Development has moved under the CAOs office and
there are changes coming in terms of team structure.
b. Laura will stay on as our prime contact for DBIA.
c. By the end of the week, they will have a refresh of their marketing -
improvements on marketing accessibility grants, advertisements.
d. Next steps for CIP. They’re currently reviewing the Orono
Economic Development Strategy - new steps on what is a priority -
how can we better market open storefronts and getting them filled.
e. What is the low hanging fruit - potentially accessing the big box
fund - if we need to - to help with this.
f. Act of Transportation Master Plan – fill out the survey, contest to
win a bike tune up.
4) The fire hall and the lot beside it is for sale. The municipality does not have any
contacts as to the sale of the north/west side lot (Mercer’s Garage). Leigh may
have this information.
5) Marg Zwart - The Mill stone is coming back to Orono on April 6. This Is part of
the re-opening of the library.
-Previous minutes adopted-
6) Brad - There will be a grand re-opening on March 27 of Apple Blossom Flowers
. Between 12-5. The ribbon cutting at 1pm. He is still looking into the pricing for
Page 55
swag - there are a few other vendors he’s waiting to get pricing on.
7) Sandy is moving to Ottawa – she helped with the mapping and website. She
has always pushed for community and organized the 150th Celebration of
Buttercup Hollow (Orono Park) last summer. A Tea will be hosted at the town hall
on April 18 from 1-3 before she moves June 1. Marg to look into getting her a
certificate to honour her volunteer service. A meeting will be scheduled a week
prior to discuss details.
8) Scott –The library wants to help with children’s events. They have a button
maker that they brought to the pumpkin walk and Canada Day. Three boxes of
chocolate have been bought totalling 30 Kilos which will be provided and hot
chocolate for Easter Egg Hunt on April 30. We still need an easter bunny - the
costume is tall but not big. Brad said he would ask his son - community hours
available.
9) Subcommittee group: could we get a “did you know” sheet that goes to
businesses to give to customers who purchase goods/services to promote other
small businesses in-town as a “while you’re in town” sweetener. Laura to look into
this.
10) Upcoming Events: Orono Town Hall
a) 125th Anniversary Dinner on April 6 - 5 course meal with speaker - $75/ per
person
b) Concert - May 10.
c) Golf Tournament - May 26
d) Canada Day - June 26. Band will start at 5pm and the library will help support
this event.
11) Allister- August 10 is the antique festival. There are concerns around it being
the same day as a new car show booked at the fairgrounds. This could impact
parking downtown. The street is closed for the festival. Extended parking will be
limited due to the car show. The fairground is aware of the antique festival. Arena
parking lot is used for parking. The arena will be under construction –
replacement of the ice pad and other renos. Possible solution would be renting a
bus to shuttle people to and from the event or a golf cart? Scott to get the contact
information of the organizer of the car show. Providing transportation will help
ease the pain of having to navigate the traffic. Karen has safety vests at the store
if anyone needs them. Brad to talk to George and reach out about the parking
situation.
12) Gavin - needs a destination for the Orono sign. If it’s on municipal property -
Page 56
there needs to be a discussion. Possibly the library or south of the yoga studio or
at the side of Allister’s building (old bank/Soper Creek Yarn). It needs to be
hooked up to power. Gavin and Allister will discuss it.
13) Enchanted Crystal Cafe - different vendors. Planning on coffee/donuts. Tarot
card reading and local makers to be featured. Opening date is TBD.
Bank - $32,784.07 remaining in Big Box fund
roughly $8000.00 in main bank account - $6000.00 levy has been deposited
by the municipality.
Date of Next Meeting – Thursday, April 18, 2024, 8:30am, Orono Town Hall
Meeting Adjourned at 9:43 A.M.
Page 57
April 2, 2024
The Mayor and Members of Council
Municipality of Clarington
40 Temperance Street,
Bowmanville, ON L1C 3A6
RE: Kawartha Conservation 2024 Operating and Capital Budget
Dear Mayor Foster and Members of Council:
We are pleased to provide our 2024 Operating and Capital Budget, supported by our Board of Directors by
Resolution #48/24:
RESOLVED, THAT, the 2024 Operating and Capital budgets are approved by
the Board of Directors.
CARRIED
The 2024 Budget document outlines the programs and services approved for delivery in 2024 in accordance with
our Strategic Plan, and associated funding requirements.
Notice of Apportionment and invoices will be provided separately by email to your respective Treasurers.
If you have any comments, or if we can provide further information, please do not hesitate to contact me at
extension 215 or Jonathan Lucas, Director, Corporate Services, at extension 233.
Yours truly,
Mark Majchrowski
Chief Administrative Officer
Encls.
2024 Operating and Capital Budget
cc: M. Dempster, Chief Administrative Officer
J. Gallagher, Municipal Clerk
T. Pinn, Deputy CAO/Treasurer
Page 58
1 Page 59
Table of Contents
2024 Operating Budget ............................................................................................................................................................. 5
Overview ................................................................................................................................................................................ 5
Budget Apportionment.......................................................................................................................................................... 5
Categories of Programs and Services .................................................................................................................................... 5
Municipal Levy Apportionment ............................................................................................................................................. 7
Budget Process ...................................................................................................................................................................... 7
Statement of Revenue and Expenditures .............................................................................................................................. 9
Planning and Development Services ....................................................................................................................................... 11
Category 1: Mandatory Programs and Services .................................................................................................................. 11
Integrated Watershed Management....................................................................................................................................... 16
General Operating Programs and Services .......................................................................................................................... 16
Category 1: Mandatory Programs and Services .................................................................................................................. 16
Category 3: Other Programs and Services ........................................................................................................................... 17
Stewardship and Conservation Lands ..................................................................................................................................... 24
Category 1: Mandatory Programs and Services .................................................................................................................. 24
Category 3: Other Programs and Services ........................................................................................................................... 24
Corporate Services................................................................................................................................................................... 31
General Operating Programs and Services .......................................................................................................................... 31
General Benefitting Projects ................................................................................................................................................... 34
Category 2: Municipal Programs and Services ........................................................................................................................ 36
Region of Durham – Watershed Plan Implementation ....................................................................................................... 36
Region of Durham – Watershed Planning ........................................................................................................................... 41
City of Kawartha Lakes - Risk Management Official............................................................................................................ 43
City of Kawartha Lakes - Lake Dalrymple Management Plan .............................................................................................. 45
City of Kawartha Lakes - Lake Management Plan Implementation .................................................................................... 47
Municipality of Trent Lakes – Flood Plain Mapping Studies ................................................................................................ 54
City of Kawartha Lakes and Region of Durham - Tree Planting Program ............................................................................ 56
County of Haliburton - Flood Plain Mapping Study................................. ............................................................................ 58
2024 Capital Budget................................................................................................................................................................. .60
2 Page 60
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.
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 of Clarington
•Township of Brock
Municipality of Trent Lakes
Township of Cavan Monaghan
3
2024 Board of Directors
CHAIR
Pat Warren
City of Kawartha Lakes
VICE CHAIR
Harold Wright
Township of Scugog
DIRECTORS
Eric Smeaton
City of Kawartha Lakes
Tracy Richardson City of Kawartha Lakes
Cria Pettingill Township of Brock, Region of Durham
Lloyd Rang
Municipality of Clarington, Region of Durham
Robert Rock Township of Scugog, Region of Durham
Gerry Byrne Township of Cavan Monaghan
Peter Franzen
Municipality of Trent Lakes
Vacant Mississaugas of Scugog Island First Nation
Page 61
KAWARTHA CONSERVATION
2024 Budget
Approved March 28th, 2024 by:
Approval of Municipal Apportionment Resolution #47/24
Final Budget Vote Resolution #48/24
4 Page 62
2024 Operating Budget
Overview
The Conservation Authorities Act and supporting Ontario Regulation 402/22: Budget and Apportionment
came into effect on July 1, 2023, updating the budget process and requirements for conservation
authorities for 2024 and subsequent years.
Departmental budgets are categorized into General, Mandatory and Other Programs and Services as
these programs are generally managed by a core department area. Municipal programs and services are
represented separately throughout this budget as they require cross-collaboration between
departments with different program leads within a program responsible for ensuring deliverables are
met. Municipal programs and services are funded by the benefiting municipality/municipalities.
As the framework has substantially changed for how our budgets are presented, the use of estimates for
the 2023 budget figures has been used throughout this document to provide a representative
comparison on a year over year basis.
Budget Apportionment
The Board provides direction on how to apportion expenditures by category of program or services by
using, as applicable, either:
•Modified current value assessment (MCVA) method – Costs are shared by the municipal
partners based on apportionment percentages supplied to us by the Ministry of Natural
Resources and Forestry. 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 over year.
•Benefit-based apportionment method - Evaluating the benefit that each municipality obtains
from the program or service as a percentage.
•By agreement method – The option to enter into an agreement respect to the apportionment.
The agreement option has limited applicability:
o Category 1 that benefits one or more, but not all, of the participating municipalities
o Category 1 capital costs
o Category 1 CWA costs
o General capital costs
The apportionment method used for programs and services is identified within each program budget.
Categories of Programs and Services
General Operating Programs and Services
General operating programs and services are the expenditures incurred that are fundamental to
operating the organization. These functions provide key assistance provided to all departments of the
conservation authority, board of directors, member municipalities and the public to enable the
organization to operate in an accountable, transparent, efficient, and effective manner. General
programs are not related to the provision of a program or service that an authority provides and are a
supporting element in the organization. The MCVA apportionment method is used to apportion these
expenditures.
5 Page 63
Category 1: Mandatory Programs and Services
Ontario Regulation 686/21: Mandatory programs and services identifies the programs and services that
must be provided by Kawartha Conservation. These include:
• Programs and services related to the risk of natural hazards.
• Programs and services related to the conservation and management of lands owned or
controlled by the authority, including any interests in land registered on title.
• Programs and services related to the authority’s duties, functions and responsibilities as a source
protection authority under the Clean Water Act, 2006.
• Functions and responsibilities related to the implementation and enhancement of the provincial
groundwater and stream monitoring program.
• Programs and services related to the authority’s duties, functions and responsibilities under an
Act prescribed by the regulations.
Mandatory programs do not require a municipal agreement and the programs and services may be
apportioned through MCVA, benefits based or agreement. Apportionment methods are identified
throughout the budget for programs and services.
Category 2: Municipal Programs and Services
Projects are developed to implement priorities within our Strategic Plan and in response to municipal
concerns. These programs and services 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. Municipal programs and services are
designed to meet the needs or concerns of a specific municipality, and thus directly benefit the
individual municipality (municipalities).
Municipal programs and services require a memorandum of understanding, or such other agreement as
may be entered into with the municipality, in respect of the programs and services. The annual funding
for these programs and services is then approved through the Board of Directors and Council on an
annual basis.
Category 3: Other Programs and Services
Other programs and services may be provided, within Kawartha Conservation’s area of jurisdiction, and
includes programs and services that are advisable to further the purposes of the Conservation
Authorities Act.
Other programs and services require a memorandum of understanding, or such other agreement as may
be entered into with the municipality, in respect of the programs and services where municipal levy is
supporting the program or service.
6 Page 64
Municipal Levy Apportionment
A summary of the municipal levy apportionment by Municipality and Category is provided below.
Proposed 2024 Apportionment Approved 2023 Year over Year
Municipality
Category 1: Mandatory Programs and Services (MCVA)
Category 1: Mandatory Programs and Services (Agreement)
Category
2:
Municipal
Programs
and
Services
Category 3: Other Programs and Services
2024 Total Municipal Levy
Total Municipal Levy
Levy Increase (Decrease)
Levy
Percentage
Increase
(Decrease)
City of Kawartha
Lakes
$986,775 $0 449,484 $76,254 $1,512,513 $1,437,534 $74,979 5.2%
Region of
Durham 606,045 105,750 176,600 46,833 $935,227 908,536 26,691 2.9%
Municipality
of Trent
Lakes
69,954 - 5,406 $75,359 347,377 (272,017) -78.3%
Township of
Cavan
Monaghan 6,445 - - 498 $6,943 6,758 185 2.7%
Total $1,669,218 $105,750 $626,084 $128,990 $2,530,042 $2,700,175 ($170,162) -6.3%
Budget Process
There are four phases of the budget process, and these may be accomplished consecutively or concurrently.
Budget Drafting and Determining Amounts Owed
In the first phase of the budget process, we are to determine all anticipated revenues and expenditures,
and what portion of the expenses are to be paid by municipalities. Depending on the type of expense,
the cost will be split across all participating municipalities, or between only those municipalities who
benefit. Operating and capital expenditures are to be categorized as category 1, 2, 3 or general.
Approval of the Draft Budget
Once a budget has been drafted, board members review and vote on the draft budget, approving it for
consultation purposes. The draft budget is approved using the ‘one-member-one-vote' voting method.
Once approved for consultation, municipalities will be provided with a copy of the draft budget and all
financial information used to determine the amounts owed. This information must also be posted on the
website.
Approval of Amounts Owed
A minimum 30-day notice to municipalities is required to provide an opportunity for municipalities to
review the draft budget and consult with us as may be required prior to approval of the budget. Notice
Budget drafting and Determining amounts owed
Approval of the Draft budget Approval of Amounts Owed (Municipal Levy)Final Budget
7 Page 65
of the meeting to approve the budget requires a copy of the most recent draft budget and the
expenditures the municipality is required to pay for the year. Following the consultation period, 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 2024 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 11.1007%
2nd of 4 representatives 11.1006%
3rd of 4 representatives 11.1006%
4th of 4 representatives 11.1006%
Municipality of Trent Lakes
1 representative 5.1252%
Township of Cavan Monaghan
1 representative 0.4723%
Final Budget
Board members vote to approve the final budget, using a ‘one-member-one vote’ method. The final
budget meets the same budget requirements as the draft budget and reflect matters agreed to during
the consultation process. Promptly afterwards, we circulate a copy of the final approved budget to the
Minister and municipalities and make the final budget publicly available on our website.
8 Page 66
KAWARTHA CONSERVATION
2024 Preliminary Budget
STATEMENT OF REVENUE AND EXPENDITURES
Budget Budget Variance to
2023 2024 2023 Budget
REVENUE
Municipal levy
Category 1: Mandatory Programs and Services (MCVA)1,613,325$ 1,669,218$ 55,893$
Category 1: Mandatory Programs and Services (Agreement)106,900 132,660 25,760
Category 2: Municipal Programs and Services 1,009,900 1,041,875 31,975
Category 3: Other Programs and Services 142,000 128,990 (13,010)
2,872,125 2,972,743 100,618
Municipal Agreements
CKL, Risk Management Official, Clean Water Act 60,000 60,000 -
County of Haliburton, Floodplain Mapping 50,000 25,000 (25,000)
Region of Durham, Climate Change Funding 18,000 9,000 (9,000)
Township of Scugog, LSEP - 47,000 47,000
128,000 141,000 13,000
Self-Generated Revenue
Category 1: Mandatory Programs and Services (MCVA)634,800 588,500 (46,300)
Category 2: Municipal Programs and Services 65,400 83,500 18,100
Category 3: Other Programs and Services 94,800 131,550 36,750
795,000 803,550 8,550
Donations, Grants and Transfers
Category 1: Mandatory Programs and Services (MCVA)139,600 113,700 (25,900)
Category 1: Mandatory Programs and Services (Agreement)- 51,150 51,150
Category 2: Municipal Programs and Services 139,000 153,325 14,325
Category 3: Other Programs and Services 3,000 - (3,000)
281,600 318,175 36,575
Reserve Funds
Transfer from (to) Capital Asset Replacement 62,725 (3,900) (66,625)
Transfer from (to) Windy Ridge 3,750 11,250 7,500
66,475 7,350 (59,125)
Other Revenue
Capital Contributions 5,400 - (5,400)
Special projects management 417,950 - (417,950)
423,350 - (423,350)
Total Revenue 4,566,550$ 4,242,818$ (323,732)$
EXPENDITURES
General Operating Programs and Services
Corporate Services 1,127,150$ 908,718$ (218,432)
Integrated Watershed Management 271,600 219,250 (52,350)
Amortization of tangible capital assets 60,000 70,000 10,000
Vehicle and equipment pool (25,000) (25,000) -
1,433,750 1,172,968 (260,782)
9 Page 67
Category 1: Mandatory Programs and Services
Planning and Development Services 701,500$ 662,150$ (39,350)
Integrated Watershed Management 193,950 171,800 (22,150)
Stewardship and Conservation Lands 523,550 540,460 16,910
Drinking Water Source Protection 63,200 64,100 900
1,482,200 1,438,510 (43,690)
Category 2: Municipal Programs and Services
City of Kawartha Lakes 576,600 695,250 118,650
Region of Durham 217,700 290,150 72,450
Municipality of Trent Lakes 250,300 114,300 (136,000)
City of Kawartha Lakes & Region of Durham 187,700 235,000 47,300
1,232,300 1,334,700 102,400
Category 2: Municipal Agreements
CKL, Risk Management Official 60,000 60,000 -
County of Haliburton, Floodplain Mapping 50,000 24,250 (25,750)
110,000 84,250 (25,750)
Category 3: Other Programs and Services
Integrated Watershed Management 142,300 85,540 (56,760)
Stewardship and Conservation Lands 87,000 171,850 84,850
229,300 257,390 28,090
Operating Expenditures 4,487,550$ 4,287,818$ (199,732)$
Capital Expenditures 114,000 - (114,000)
Total Expenditures 4,601,550$ 4,287,818$ (313,732)$
Annual Surplus (Deficit) (35,000)$ (45,000)$ (10,000)$
10 Page 68
Planning and Development Services
Category 1: Mandatory Programs and Services
Natural Hazard Planning Services
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.
Section 28 Administration and Compliance
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 of the Conservation
Authorities Act and the supporting Ontario Regulation 182/06, the regulation of Development,
Interference with Wetlands and Alterations to Shorelines and Watercourses. This regulation provides
rules for development and other activities in relation to river and stream valleys, steep slopes,
watercourses, floodplains, and wetlands, plus the respective allowances that are associated with each
feature.
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.
Drinking Water Source Protection
Purpose
This program involves the implementation 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
11 Page 69
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 supplies. The program is currently in
the plan implementation phase, which includes an annual reporting component as well as the
completion of the amendments which were ordered by the Minister to be done on a five-year cycle.
Annual reporting 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.
Amendments to the assessment report and source protection plan are being completed to bring them
into conformity with the recently amended technical rules, and to address challenges which have been
identified through the first years of plan implementation. The final amendment package containing the
updated to the assessment report and source protection plan are slated for submission to the Minister in
December 2023. Implementation of these amendments will begin once the Minister issues the approval
of the submission and posts the updates on the ERO.
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
•Implement the updated source protection plan policies
12 Page 70
KAWARTHA CONSERVATION
2024 Budget
Natural Hazard Planning Services
Category 1
Apportionment Method: Modified Current Value Assessment
Budget Budget Budget
2023 2024 Variance
SOURCES OF REVENUE
Municipal Levy, Category 1 165,500$ 99,650$ (65,850)$
Planning Fees 210,000 225,000 15,000
Administration Recovery 6,000 - (6,000)
TOTAL REVENUE 381,500$ 324,650$ (56,850)$
EXPENDITURES
Salaries, wages & benefits 335,500$ 276,400$ (59,100)$
Contracted services 5,000 5,000 -
Legal 2,500 2,500 -
Membership - 750 750
Professional Development & Training 2,000 3,000 1,000
Professional services 30,000 30,000 -
Supplies and materials 5,500 5,500 -
Travel 1,000 1,500 500
TOTAL EXPENDITURES 381,500$ 324,650$ (56,850)$
13 Page 71
KAWARTHA CONSERVATION
2024 Budget
Section 28 Permit Administration and Compliance
Category 1
Apportionment Method: Modified Current Value Assessment
Budget Budget Budget
2023 2024 Variance
SOURCES OF REVENUE
Municipal Levy, Category 1 100,000$ 102,500$ 2,500$
Permits and Fees 210,000 225,000 15,000
Large Scale Fill 10,000 10,000 -
TOTAL REVENUE 320,000$ 337,500$ 17,500$
EXPENDITURES
Salaries, wages & benefits 300,000$ 322,000$ 22,000$
Contracted services 10,000 5,000 (5,000)
Legal 2,500 2,500 -
Membership - 250 250
Professional Development & Training 500 500 -
Supplies and materials 5,500 5,500 -
Travel 1,500 1,750 250
TOTAL EXPENDITURES 320,000$ 337,500$ 17,500$
14 Page 72
KAWARTHA CONSERVATION
2024 Budget
Drinking Water Source Protection
Category 1
Apportionment Method: N/A
Budget Budget Budget
2023 2024 Variance
SOURCES OF REVENUE
Provincial Transfers 63,200 64,100 900
TOTAL REVENUE 63,200$ 64,100$ 900$
EXPENDITURES
Salaries, wages & benefits 52,500$ 53,400$ 900$
Supplies and materials 4,400 4,400 -
Travel 500 500 -
Program administration 5,800 5,800 -
TOTAL EXPENDITURES 63,200$ 64,100$ 900$
15 Page 73
Integrated Watershed Management
General Operating Programs and Services
Integrated Watershed Management
The Integrated Watershed Management department provides general management and ongoing
support and maintenance of spatial environmental information to assist with decision making across our
watershed for our staff and external stakeholders. As part of this service, we develop maps for both
internal programs and projects and as a service to external partners.
Category 1: Mandatory Programs and Services
Provincial Water Quality and Quantity Monitoring
The Provincial Water Quality (PWQMN) and Groundwater (PGMN) monitoring programs are in
partnership with the Ministry of the Environment, Conservation and Parks (MECP) where Conservation
Authorities and other partner organizations collect water samples at rivers and streams, or groundwater
wells throughout Ontario. Both programs aim to protect water quality for future generations by ensuring
there is continued surveillance of water quality to detect trends and threats, to ensure compliance with
the Provincial Water Quality objectives, and provide and deliver water quality data for water quality
studies and assessment.
Flood & Water Level Monitoring and Ontario Low Water Response
These programs in volve our flood contingency and flood response plans, daily monitoring of water levels
and precipitation, assessment of potential flood and low water threats, communication with
municipalities and the community, participation in municipal flood response activities or coordination of
low water response efforts to help 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.
We will continue to assess and evaluate developing drought conditions through the Ontario Low Water
Response program using the same network as used for flood forecasting in addition to the Provincial
Groundwater Monitoring Program and communicate this information to municipalities and watershed
stakeholders.
Watershed Based Resource Management Strategy
The Watershed-based Resource Management Strategy is a requirement under Ontario Regulation
686/21. Over the course of 2024, staff will complete the required strategy which will include the
following mandatory components.
• Guiding Principles and Objectives
• Summary of existing technical studies, monitoring programs and other information
• Review of authority’s mandatory programs and services
16 Page 74
• A process for periodic review and updating.
• Public and stakeholder consultation and publication of the strategy.
Category 3: Other Programs and Services
Local Environmental Monitoring
We maintain a core watershed monitoring network, including water quality and quantity for both
surface and ground water on a more local scale than the Provincially mandated programs. This enables
us to identify issues requiring attention early on, while gauging the effectiveness of current planning
practices. The programs that fall under this category include Biomonitoring (Aquatics), Temperature
Monitoring (Coldwater Streams), and our Citizen Science water quality monitoring program Kawartha
Water Watch (KWW). All these programs work in collaboration with partners from Conservation
Authorities, Provincial government, academia, and local volunteer groups to assist with the coordination
of program delivery, while combining expertise and experience to ensure consistency and cost efficiency.
Watershed Based Resource Management Strategy
The Watershed Based Resource Management Strategy being developed under the Ontario Regulation
686/21 will also include Category 3 programs and services. Guiding principals and objectives that inform
the design of Local Monitoring, Natural Heritage, and Lake Management Planning will be summarized to
help direct inform and support program delivery and identify any issues and risks which may limit
effective delivery.
17 Page 75
KAWARTHA CONSERVATION
2024 Budget
Integrated Watershed Management Support
General Operating
Apportionment Method: Modified Current Value Assessment
Budget Budget Budget
2023 2024 Variance
SOURCES OF REVENUE
Municipal Levy, Category 1 250,100$ 213,750$ (36,350)$
Employment Grants 10,000 5,000 (5,000)
Self Generated Revenues 1,000 500 (500)
TOTAL REVENUE 261,100$ 219,250$ (41,850)$
EXPENDITURES
Salaries, wages & benefits 244,500$ 186,250$ (58,250)$
Membership 2,500 2,500 -
Professional Development & Training 2,100 3,250 1,150
Supplies and materials 21,500 26,500 5,000
Travel 1,000 750 (250)
TOTAL EXPENDITURES 271,600$ 219,250$ (52,350)$
18 Page 76
KAWARTHA CONSERVATION
2024 Budget
Provincial Water Quality and Quantity Monitoring
Category 1
Apportionment Method: Modified Current Value Assessment
Budget Budget Budget
2023 2024 Variance
SOURCES OF REVENUE
Municipal Levy, Category 1 118,550$ 51,300$ (67,250)$
TOTAL REVENUE 118,550$ 51,300$ (67,250)$
EXPENDITURES
Salaries, wages & benefits 110,300$ 39,500$ (70,800)$
Equipment 2,300 4,200 1,900
Professional Development & Training 600 600 -
Supplies and materials 2,350 4,300 1,950
Travel 3,000 2,700 (300)
TOTAL EXPENDITURES 118,550$ 51,300$ (67,250)$
19 Page 77
KAWARTHA CONSERVATION
2024 Budget
Flood Forecasting and Warning and Low Water Response
Category 1
Apportionment Method: Modified Current Value Assessment
Budget Budget Budget
2023 2024 Variance
SOURCES OF REVENUE
Municipal Levy, Category 1 50,800$ 61,400$ 10,600$
Provincial Transfers 24,600 24,600 -
TOTAL REVENUE 75,400$ 86,000$ 10,600$
EXPENDITURES
Salaries, wages & benefits 67,700$ 76,300$ 8,600$
Equipment 2,200 2,800 600
Professional Development & Training 1,200 1,500 300
Supplies and materials 2,400 2,200 (200)
Travel 1,900 3,200 1,300
TOTAL EXPENDITURES 75,400$ 86,000$ 10,600$
20 Page 78
KAWARTHA CONSERVATION
2024 Budget
Watershed Resource Management Strategy - Mandatory
Category 1
Apportionment Method: Modified Current Value Assessment
Budget Budget Budget
2023 2024 Variance
SOURCES OF REVENUE
Municipal Levy, Category 1 -$ 34,500$ 34,500$
TOTAL REVENUE -$ 34,500$ 34,500$
EXPENDITURES
Salaries, wages & benefits -$ 34,300$ 34,300$
Supplies and materials - 200 200
TOTAL EXPENDITURES -$ 34,500$ 34,500$
Watershed Resource Management Strategy - Non-Mandatory
Category 3
Apportionment Method: Modified Current Value Assessment
Budget Budget Budget
2023 2024 Variance
SOURCES OF REVENUE
Municipal Levy, Category 3 - 12,800$ 12,800
TOTAL REVENUE -$ 12,800$ 12,800$
21 Page 79
EXPENDITURES
Salaries, wages & benefits -$ 11,400$ 11,400$
Supplies and materials - 200 200
Program administration - 1,200 1,200
TOTAL EXPENDITURES -$ 12,800$ 12,800$
22 Page 80
KAWARTHA CONSERVATION
2024 Budget
Local Environmental Monitoring
Category 3
Apportionment Method: Modified Current Value Assessment
Budget Budget Budget
2023 2024 Variance
SOURCES OF REVENUE
Municipal Levy, Category 3 117,000$ 47,440$ (69,560)$
Self Generated Revenues 300 300 -
TOTAL REVENUE 117,300$ 47,740$ (69,560)$
EXPENDITURES
Salaries, wages & benefits 105,700$ 33,700$ (72,000)$
Equipment 2,600 1,000 (1,600)
Professional Development & Training 2,000 2,000 -
Supplies and materials 4,400 5,000 600
Travel 2,600 1,700 (900)
Program administration - 4,340 4,340
TOTAL EXPENDITURES 117,300$ 47,740$ (69,560)$
23 Page 81
Stewardship and Conservation Lands
Category 1: Mandatory Programs and Services
Conservation Lands and 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 40,000 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 green spaces.
Between January and September in 2023, our conservation areas appeared in over 1,370,000 direct
searches in Google demonstrating a growth of over 623,000 searches over 2022. Those searches resulted
in over 20,900 actions, 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.
Conservation Area Strategy
Legislative requirements under Ontario Regulation 686/21 require the development of a conservation
area strategy for all conservation authority owned or controlled lands, in addition to the development of
a conservation land inventory. Over the course of 2024, staff will complete the required deliverables.
The strategy will include the following mandatory components.
• Guiding Principles and Objectives
• Summary of existing information
• Review of conservation land programs and services, mandatory and other
• Assessment of how the objectives may be achieved and land use categories for properties
• A process for periodic review and updating
• Public and stakeholder consultation and publication of the strategy
Category 3: Other Programs and Services
Fleetwood Creek Natural Area
Fleetwood Creek Natural Area is owned by the Ontario Heritage Trust. This 900-acre property is a
Provincially Significant Earth and Life Science Area of Natural and Scientific Interest (ANSI) and a popular
fall destination for tourists looking to enjoy the fall colours. Kawartha Conservation has a management
agreement with the Ontario Heritage Trust, providing trail and property management services on a cost
recovery basis.
Habitat Restoration
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 to support other programs, improves habitat across
Conservation and private lands, and builds relationships between the development industry and the
Conservation Authority.
24 Page 82
Land Acquisition
Kawartha Conservation reviews and evaluates opportunities for land acquisition each year. Potential
properties are evaluated on a set of criteria including ecological importance, financial impact, and
opportunities for community engagement. When appropriate funding and opportunities align, they are
brought to the Board for discussion and decision.
Conservation Education and Community Outreach
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 attract residents
and tourists to explore the beauty of the Kawartha Lakes area. Our community festivals like Fall Fest and
Christmas at Ken Reid have become seasonal highlights for our community and create unique
opportunities for people 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, seniors, and professionals 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.
25 Page 83
KAWARTHA CONSERVATION
2024 Budget
Conservation Areas and Lands
Category 1
Apportionment Method: Modified Current Value Assessment
Budget Budget Budget
2023 2024 Variance
SOURCES OF REVENUE
Municipal Levy, Category 1 254,700$ 272,400$ 17,700$
Employment Grants 18,000 20,000 2,000
Self Generated Revenues 46,500 53,000 6,500
Donations and other revenue 5,000 - (5,000)
Administration Recovery 88,700 - (88,700)
TOTAL REVENUE 416,650$ 356,650$ (60,000)$
EXPENDITURES
Salaries, wages & benefits 344,000$ 276,400$ (67,600)$
Advertising and Communications - 5,500 5,500
Equipment 6,800 12,000 5,200
Infrastructure maintenance and repairs 8,500 6,350 (2,150)
Professional Development & Training 1,500 1,500 -
Property Taxes 2,100 2,100 -
Road and parking lot maintenance 24,950 26,500 1,550
Supplies and materials 20,950 18,300 (2,650)
Travel 3,150 2,900 (250)
Utilities 4,700 5,100 400
TOTAL EXPENDITURES 416,650$ 356,650$ (60,000)$
26 Page 84
KAWARTHA CONSERVATION
2024 Budget
Durham East Cross Forest Conservation Area
Category 1
Apportionment Method: Agreement Method (Region of Durham)
Budget Budget Budget
2023 2024 Variance
SOURCES OF REVENUE
Municipal Levy, Category 1 104,200$ 105,750$ 1,550$
Municipal Levy, Category 1, Deferred 2,700 26,910 24,210
Federal Grants - 51,150 51,150
TOTAL REVENUE 106,900$ 183,810$ 76,910$
EXPENDITURES
Salaries, wages & benefits 53,000$ 103,600$ 50,600$
Advertising and Communications 2,000 500 (1,500)
Contracted services - 7,000 7,000
Equipment 2,000 3,600 1,600
Infrastructure maintenance and repairs 17,800 15,000 (2,800)
Professional Development & Training 1,000 1,000 -
Property Taxes 6,000 6,000 -
Security Services 2,000 - (2,000)
Supplies and materials 8,600 27,360 18,760
Travel 4,200 2,450 (1,750)
Utilities 600 600 -
Program administration 9,700 16,700 7,000
TOTAL EXPENDITURES 106,900$ 183,810$ 76,910$
27 Page 85
KAWARTHA CONSERVATION
2024 Budget
Conservation Education and Community Outreach
Category 3
Apportionment Method: Modified Current Value Assessment
Budget Budget Budget
2023 2024 Variance
SOURCES OF REVENUE
Municipal Levy, Category 3 -$ 43,750$ 43,750$
Other Grants 3,000 - (3,000)
Self Generated Revenues 45,800 113,850 68,050
TOTAL REVENUE 48,800$ 157,600$ 108,800$
EXPENDITURES
Salaries, wages & benefits 4,300$ 63,300$ 59,000$
Advertising and Communications - 1,800 1,800
Equipment - 1,500 1,500
Professional services 24,000 58,100 34,100
Supplies and materials 10,000 18,200 8,200
Travel - 400 400
Program administration - 14,300 14,300
TOTAL EXPENDITURES 38,300$ 157,600$ 119,300$
28 Page 86
KAWARTHA CONSERVATION
2024 Budget
Fleetwood Creek Natural Area
Category 3
Apportionment Method: N/A
Budget Budget Budget
2023 2024 Variance
SOURCES OF REVENUE
Self Generated Revenues 8,700$ 8,850$ 150$
TOTAL REVENUE 8,700$ 8,850$ 150$
EXPENDITURES
Salaries, wages & benefits 7,500$ 7,600$ 100$
Equipment 350 150 (200)
Supplies and materials 250 - (250)
Travel 600 300 (300)
Program administration - 800 800
TOTAL EXPENDITURES 8,700$ 8,850$ 150$
29 Page 87
KAWARTHA CONSERVATION
2024 Budget
Habitat Compensation Program
Category 3
Apportionment Method: N/A
Budget Budget Budget
2023 2024 Variance
SOURCES OF REVENUE
Self Generated Revenues 40,000$ 8,550$ (31,450)$
TOTAL REVENUE 40,000$ 8,550$ (31,450)$
EXPENDITURES
Salaries, wages & benefits 28,100$ 4,400$ (23,700)$
Equipment 1,800 - (1,800)
Supplies and materials 1,300 50 (1,250)
Travel 2,300 250 (2,050)
Program administration 6,500 700 (5,800)
TOTAL EXPENDITURES 40,000$ 5,400$ (34,600)$
30 Page 88
Corporate Services
General Operating Programs and 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 2024, our
Compensation Review will be completed with a proposed plan for implementation, as recommended.
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 and 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.
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 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.
31 Page 89
KAWARTHA CONSERVATION
2024 Budget
Corporate Services
General Operating
Apportionment Method: Modified Current Value Assessment
Budget Budget Budget
2023 2024 Variance
SOURCES OF REVENUE
Municipal Levy, Category 1 1,030,750$ 818,718$ (212,032)$
Federal Grants 18,300 - (18,300)
Interest income 62,600 75,000 12,400
Donations and other revenue 500 - (500)
TOTAL REVENUE 1,112,150$ 893,718$ (218,432)$
EXPENDITURES
Salaries, wages & benefits 782,000$ 750,600$ (31,400)$
Administration and Overhead (Schedule A)250,800 254,950 4,150
Advertising and Communications 1,000 1,500 500
Board of Directors & Governance 7,050 7,050 -
Professional Development & Training 5,500 6,500 1,000
Professional services 45,300 20,000 (25,300)
Supplies and materials 19,500 24,800 5,300
Travel 1,000 958 (42)
Program administration, cost recovery - (172,640) (172,640)
TOTAL EXPENDITURES 1,112,150$ 893,718$ (218,432)$
32 Page 90
KAWARTHA CONSERVATION
2024 Budget
Schedule A - General Administration and Overhead
General Operating
Apportionment Method: Modified Current Value Assessment
Budget Budget Budget
2023 2024 Variance
EXPENDITURES
Administration building utilities 13,000$ 13,000$ -$
Administration building maintenance 29,000 32,500 3,500
Office equipment leases and maintenance 3,000 3,000 -
Telephone & internet 14,200 14,200 -
Audit & legal 32,500 33,750 1,250
Banking & administration fees 4,700 4,700 -
Insurance 55,400 58,000 2,600
Website hosting, licenses, ecommerce 11,000 11,500 500
Conservation Ontario membership 26,000 25,500 (500)
Information Technology & Corporate Software 46,500 45,000 (1,500)
Human Resources & Safety 15,500 13,800 (1,700)
TOTAL EXPENDITURES 250,800$ 254,950$ 4,150$
33 Page 91
General Benefitting Projects
General benefitting projects typically encompass studies, plans or other significant operating initiatives
that are one-time in nature, although they may span over a period of more than one year.
Digitization of Corporate Records (Category 1 Mandatory Programs and Services)
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. This project will also support our records management policies and
processes.
Environmental Monitoring Strategy Implementation (Category 1 Mandatory Programs and
Services)
In 2022, our 10-year environmental monitoring strategy was endorsed by the Board of Directors. The
plan provides a roadmap to facilitate enhancements 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 2024, our Year 2 priority is the installation of a
new all-weather station at Ken Reid Conservation Area.
34 Page 92
KAWARTHA CONSERVATION
2024 Budget
General Benfitting Projects
Apportionment Method: MCVA
Budget Budget Budget
Project Category 2023 2024 Variance
Digitization of corporate records Mandatory P&S 15,000$ 15,000$ -$
Environmental Monitoring Strategy Implementation (Year
2/10)Other P&S 25,000 25,000 -
TOTAL REVENUE 40,000$ 40,000$ -$
Municipality
2024 MCVA
Apportionment 2023 Levy 2024 Levy Variance
City of Kawartha Lakes 59.116 23,729$ 23,646$ (82)$
Region of Durham 36.3071 14,423 14,523 100
Municipality of Trent Lakes 4.1908 1,695 1,676 (19)
Township of Cavan Monaghan 0.3861 154 154 0
Total 100 40,000$ 40,000$ (0)$
35 Page 93
Category 2: Municipal Programs and Services
Region of Durham – Watershed Plan Implementation
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 2024 include:
• Urban tree planting on municipal property
• On-Site landowner consultations for Low Impact Development or runoff management
projects
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.
Deliverables for 2024 include:
• Collaboration and consultation with commodity groups across the region
36 Page 94
• On-site landowner consultations to support Scugog WATER Fund applications and
project opportunities
• On-site landowner consultations and support to connect them with other cost sharing
program 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,
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 2024 include:
• On-Site landowner consultations on shoreline related restoration projects
• Continue to search for funding to support the 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 300 water quality improvement projects on
private properties and leveraged over $1.4 Million in landowner contributions.
Deliverables for 2024 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 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 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
stewardship prioritization. Ongoing data analysis will identify changes across time.
• Finalize and publish Layton River Report
• Continuation of monitoring on 2 streams, East Cross Creek and Blackstock Creek (Year 3 of 3)
• 11 sites being sampled in total.
37 Page 95
• 6 rounds of sampling (3 high flow and 3 low flow events)
• Water quality and discharge rates (flow volumes)
• Data maintenance, analysis and
• Draft report for East Cross Creek and Blackstock on the 3 years of monitoring that outlines
catchments of concern.
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
• Installation of 2 new conductivity loggers at Cawker’s Creek and Layton River
2024, marks the 20th year of ongoing research and monitoring for Lake Scugog and its tributaries. We
plan to host 2 open houses to disseminate key findings from the last 20 years and provide the
community an opportunity to communicate their needs and wants for the Lake and tributaries moving
forward. We will review the current plan, look at our key findings and assess whether we need to
continue similar monitoring structure or if we need to address data gaps, by improving the plan to
monitor other areas of concerns.
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 approved in June 2023 by council and
tendering process was initiated. Tendering bids were much higher than anticipated so new
recommendations are being established to move the construction phase forward in 2024. If construction
commences in 2024 the following deliverables include:
• Support the Township of Scugog with project administration and management with tendering,
permit related activities, liaison with regulatory agencies and the Williams Treaty First Nations.
• 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 Basic Impact Assessment for Parks Canada
o DFO fish offsetting plan and ‘In Water Works’ permit from Parks Canada for DFO offsets
• Conclude the Environmental and Climate Change Canada’s Nature Smart Climate Solution Fund.
• Review of project deliverables and reports
38 Page 96
KAWARTHA CONSERVATION
2024 Budget
Region of Durham - Lake Management Implementation, Stewardship
Category 2
Apportionment Method: Benefits Based
Budget Budget Budget
Stewardship 2023 2024 Variance
SOURCES OF REVENUE
Municipal Levy, Category 2 65,800$ 61,100$ (4,700)$
Municipal Levy, Category 2, Deferred 5,250 5,250
TOTAL REVENUE 65,800$ 66,350$ 550$
EXPENDITURES
Salaries, wages & benefits 37,500$ 37,100$ (400)$
Advertising and Communications 1,500 1,000 (500)
Landowner Grants 20,000 20,000 -
Supplies and materials 100 1,500 1,400
Travel 700 750 50
Program administration 6,000 6,000 -
TOTAL EXPENDITURES 65,800$ 66,350$ 550$
39 Page 97
Region of Durham - Lake Management Implementation, Science
Category 2
Apportionment Method: Benefits Based
Budget Budget Budget
2023 2024 Variance
SOURCES OF REVENUE
Municipal Levy, Category 2 78,300$ 79,000$ 700$
Municipal Levy, Category 2, Deferred 42,700 62,300 19,600
Municipal Agreement - 47,000 47,000
Employment Grants 2,000 5,000 3,000
Other Grants 1,600 - (1,600)
TOTAL REVENUE 124,600$ 193,300$ 68,700$
EXPENDITURES
Salaries, wages & benefits 39,600$ 65,500$ 25,900$
Equipment 3,000 10,900 7,900
Laboratory Fees 25,200 20,000 (5,200)
Supplies and materials 3,800 5,500 1,700
Travel 3,800 5,200 1,400
Lake Scugog Enhancement Project 37,800 68,600
Program administration 11,400 17,600 6,200
TOTAL EXPENDITURES 124,600$ 193,300$ $ 68,700
30,800
40 Page 98
Region of Durham – Watershed Planning
Project Purpose
In January 2023, the implementation of Bill 23 – More Homes Built Faster Act, was put into place. This
meant that Conservation Authorities could no longer provide comments on natural heritage or water
components not related to natural hazards for Planning Act applications, however, expertise remains
within the organization to be able to provide reliable background information for municipal planning
purposes.
Municipalities require the most up to date information to make timely decisions on Planning Act
applications. Data related to the presence, and sensitivity of natural features (e.g., watercourses,
wetland and fish habitat, erosion prone areas) remain crucial pieces of information for the municipality
to consider when processing applications to ensure that provincial land uses and related policies are
met.
This 1-year project will provide the municipality with the most up to date information on the following:
Field-verified location of watercourses and wetlands in 2 priority areas (Blackstock and Nonquon
Industrial Tributary Area).
The presence/absence of cold-water habitats along 10 known cold-water streams.
Field-verified locations of sensitive features (wetlands, fish habitat, erosion prone areas) along Lake
Scugog.
Deliverables for 2024 include:
Update mapping layers that include:
Locations of watercourses and wetlands in the hamlet of Blackstock, and the Nonquon Industrial
Tributary Area.
Changes in fish habitat along cold-water streams.
Location of sensitive fish habitat along the Lake Scugog shoreline.
Location of wetlands and watercourses along the Lake Scugog shoreline.
Location of erosion prone areas along the Lake Scugog shoreline.
A summary report that includes:
Methodology, key findings, and land use management considerations.
41 Page 99
KAWARTHA CONSERVATION
2024 Budget
Region of Durham - Watershed Planning
Category 2
Apportionment Method: Benefits Based
Budget Budget Budget
2023 2024 Variance
SOURCES OF REVENUE
Municipal Levy, Category 2 27,300$ 30,500$ 3,200$
TOTAL REVENUE 27,300$ 30,500$ 3,200$
EXPENDITURES
Salaries, wages & benefits 21,500$ 24,200$ 2,700$
Equipment 500 1,600 1,100
Supplies and materials 500 500 -
Travel 2,300 1,400 (900)
Program administration 2,500 2,800 300
TOTAL EXPENDITURES 27,300$ 30,500$ 3,200$
42 Page 100
City of Kawartha Lakes Risk Management Official
Clean Water Act, Part IV, Enforcement
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. 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.
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. 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.
Activities of the Risk Management Official are guided by a Project Oversight Committee comprised of
public works, planning and building staff from the City of Kawartha Lakes, and staff at Kawartha
Conservation.
Deliverables
This project to date has involved the development of risk management plans with landowners designed
to eliminate risks to municipal water supply systems and policies and procedures have been developed
to guide implementation activities. Ongoing work occurs to verify compliance with risk management
plans and adjust as them as necessary. Risk Management Plans address various risks to drinking water
sources and agricultural uses and residential fuel oil have most common under the existing policies.
The changes to the Director’s technical rules and subsequent proposed amendments to the assessment
report and source protection plan will result in new significant drinking water threats which require
management through risk management plans. Activities in 2024 will continue to focus on the negotiation
and establishment of these new risk management plans, issuing notices to proceed with an activity
under the Planning Act and Building Code Act, and annual reporting. Under the amended policies, road
salt storage and chemical storage threats which were previously not a concern will now need to be
addressed, resulting in a doubling of the number of risk management plans required. Some existing risk
management plans will also need to be amended because of the amendments.
This program also includes the provision of letters or notices to applicants proposing to submit an
application under the Planning Act or Building Code Act to ensure their activities will not affect municipal
residential water supply systems.
43 Page 101
KAWARTHA CONSERVATION
2024 Budget
City of Kawartha Lakes - Risk Management Official, Clean Water Act Part IV, Enforcement
Category 2
Apportionment Method: Agreement
Budget Budget Budget
2023 2024 Variance
SOURCES OF REVENUE
Municipal Agreement 60,000$ 60,000$ -$
TOTAL REVENUE 60,000$ 60,000$ -$
EXPENDITURES
Salaries, wages & benefits 51,000$ 52,300$ 1,300$
Supplies and materials 4,000 2,000 (2,000)
Travel 500 500 -
Program administration 4,500 5,200 700
TOTAL EXPENDITURES 60,000$ 60,000$ -$
Note: This budget is funded through a municipal agreement and is not considered part of the municipal levy
for the City of Kawartha Lakes.
44 Page 102
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.
2024 is year four 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 are 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 2024 include:
• Continuation of Lake Working Group to help focus priority management recommendations.
• Completion of water quality and quantity monitoring to help capture “average” and “atypical”
conditions.
• Compile and complete data analysis on 3 years’ worth of data and summarize results.
• 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.
• Finalize all components of the watershed characterization report
• Finalize the lake management plan
45 Page 103
KAWARTHA CONSERVATION
2024 Budget
City of Kawartha Lakes - Lake Dalrymple Management Plan
Category 2
Apportionment Method: Benefits Based
Budget Budget Budget
2023 2024 Variance
SOURCES OF REVENUE
Municipal Levy, Category 2 69,300$ 62,700$ (6,600)$
Municipal Levy, Category 2, Deferred - 14,950 14,950
TOTAL REVENUE 69,300$ 77,650$ 8,350$
EXPENDITURES
Salaries, wages & benefits 45,200$ 53,300$ 8,100$
Equipment 3,500 650 (2,850)
Laboratory Fees 8,800 2,500 (6,300)
Professional services - 12,100 12,100
Supplies and materials 2,100 1,350 (750)
Travel 3,400 650 (2,750)
Program administration 6,300 7,100 800
TOTAL EXPENDITURES 69,300$ 77,650$ 8,350$
46 Page 104
City of Kawartha Lakes - Lake Management Plan Implementation
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 our Implementation Action Plan 2019-
2023, Kawartha Conservation and the Implementation Task Force developed an updated 5-year
Implementation Action Plan (2024 –2028) to continue to improve the appeal of our lakes as an engine
for economic growth.
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
• Implementation Outreach Program
• Shoreline Program
• Urban Program
• Rural Program
Incentive Grant Program
Grassroots organizations and private landowners play a critical role in the implementation of the Lake
Management Plans. The Kawartha Water Fund program was created to support private landowners and
community groups that are interested in undertaking projects that demonstrate actions from the Lake
Management Plans. Since 2019, this program has provided seed funding to 100 landowners and
community groups, leveraging more than $745,000 in community investment.
Deliverables for 2024 include:
• $70,000 in grants available for a 50/50 match
• Community planting projects
• Aquatic plant management projects
• Community engagement projects
• Agricultural Best Management Practices
• Septic and well upgrades
• Rainwater harvesting
• Shoreline and streambank restoration
• Low impact development solutions
• Leverage additional investment of $215,000 in external support
• Total return on investment of 200%
Implementation Outreach Program
Partner and Community Engagement
A key component of the Implementation Action Plan is collaboration among community groups and
institutions already active on the lake. This program will maintain collaboration with our partners at
various levels to ensure that programs and projects are meeting the actions that were recommended in
the Lake Management Plans. By working alongside the different program partners, Kawartha
Conservation will share and promote sound scientific decision making, local knowledge, and traditional
values.
47 Page 105
Deliverables for 2024 include:
• Coordinate and facilitate a multi-partner public ‘State of the Lakes’ symposium
• Collaborate with lake associations, and other community groups providing presentations to provide
updated information
• Participate in community events such as Country Living Show, Spotlight on Agriculture etc. to
improve community connections and share important updates on programs and results
• 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
• Develop a digital dashboard to report data and activity results in real time
• Develop a semi-annual digital newsletter on implementation successes
• Oversee the planning and preparation for attendance at the International Plowing
Match and Rural Expo in Lindsay
Erosion and Sediment Control Planning
Better erosion and sediment control management at construction projects near water is a priority
recommendation in all Lake, Watershed, and Storm Water Management Plans. Sediment-laden run-off is
a significant threat to the health of local lakes and their connecting waters and can have both acute and
long-term impacts including filling in shallow areas, smothering fish habitat, increasing phosphorous
loads and poor aesthetics. Ongoing development pressures is a priority in the City of Kawartha Lakes and
vital to economic growth. Responsible sediment and erosion control planning is a required part of the
preparation , during and post construction process. Effective erosion and sediment control planning
between municipalities, contractors, conservation authorities and other construction partners reduces
construction delays, ensures work permit compliance, and protects the local environment.
The purpose of this program is to partner with the development industry to pilot innovative technologies
and research to track erosion and sedimentation at construction sites, educating developers,
contractors, construction works and others in the development industry on best management practices
related to selection, installation and inspection of erosion and sediment control measures. Work in this
area will help ensure the effectiveness of these technologies. Lastly, a key part of this program is to
undertake site inspections on active construction projects to work with proponents on evaluating
effectiveness and to adjust when needed to ensure the health and safety of our surface water.
Deliverables for 2024 include:
• Establish a partnership with 1 developer to test sediment and erosion tracking technologies
during the construction phase of a project.
• Installation of a turbidity meter at 1 construction site to establish a relationship between
water clarity and sedimentation during the construction phase of a project.
• Distribute fact sheets, videos, and other educational materials to proponents.
• Update erosion and sediment control guidelines at Kawartha Conservation.
• Undertake 10 construction site inspections to assess efficiency of control measures.
• Secure 5 proponent led solutions for improving control measures on construction project.
• Certification of 1 staff as a certified inspector of Sediment and Erosion Control.
48 Page 106
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. Since 2019, nine (9) agricultural demonstration projects have
been implemented in Kawartha Lakes, leveraging $208,000 in grant funding and $8,000 in community
investment.
Deliverables for 2024 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
• Water quality sampling to demonstrate the beneficial impact of projects
• Negotiate a grant to leverage $17,000
• Total Return on Investment of 89%
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 Lake
Management implementation plan is a result of recommendations made from the lake management
planning process for Sturgeon, Balsam, 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 2024 include:
• Completion of monitoring on Janetville Creek, Stoney Creek and Sucker Creek (Year 3 of 3) in
collaboration with Trent University
• Sampling 21 sites in total for water quality and flow 8 times a year
• Parameters include nutrients (phosphorus & nitrogen, total suspended solids, chloride)
• Produce a summary report of key findings
Shoreline Program
Community Science Monitoring
The nearshore area is under the direct influence of activities performed on the shoreline (urban development,
agriculture, specific shoreline alteration) in addition to acting as a transition zone that is highly influenced from
waters offshore and land and tributary drainage. The data collected in nearshore areas can act as an early
warning indicator for the lakes and thus identify “problem areas” or “hot spots” of degraded water quality and
threats to human and animal health in addition to a decrease in biodiversity and habitat. Routine water quality
monitoring was identified as a priority recommendation in every Lake Management Plan.
This citizen science program will continue the successful Nearshore Monitoring Program (2019-2021) and aim
to continue to empower our community to take action and provide valuable information on the concentrations
of various nutrients in our waterbodies. The objectives of the 5-year Community Science Monitoring Program
49 Page 107
are to monitor the nearshore environments health annually, provide up-to-date results to the public and key
lake stakeholders, track changes over a 3- and 5-year period to inform Lake Plan actions, and provide
stewardship with information on areas with degraded nearshore water quality. These findings will guide
stewardship efforts through the Water Fund and Waterfront Stewardship programs. The monitoring and hands-
on components will work together to seek funding. This project will depend on external funding to accomplish
the 2024 deliverables which include:
• Monthly (May to October) water quality monitoring at 70 sites across the high priority lakes Sturgeon,
Balsam, Cameron, Pigeon), medium priority lakes (Canal, Mitchell, Dalrymple), and low priority lakes
(Head, Shadow, Four Mile), yearly.
• Engage at least 70 volunteers in monitoring activities annually.
• Report on key findings to watershed residents through an online dashboard
• Summary report of degraded areas of water quality for the planning of future stewardship projects
• Provide monthly social media posts with science summary.
• Host an annual volunteer appreciation event.
Waterfront 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 2024 Include:
• On-site Shoreline consultations with landowners
• Increase awareness through the Watershed Welcome packages
• 1,200 native plants sold to support shoreline stewardship
• Septic management information for private landowners
• Monitor sedimentation and nutrient loading at key project waterfronts
• Total return on investment 243%
Urban Program
Stormwater Monitoring
Urban stormwater runoff has been identified throughout all Lake Management Plans to be a concern
due to higher rates of imperviousness and the concentration of contaminant sources. Building upon the
successes of the Investigative Upstream Monitoring program for agricultural tributaries, we can transfer
the same approach of monitoring multiple sites along a watercourse, to identify hotspots along the
Scugog River.
During the next 5 years, our focus will be in the largest urban centre of CKL, Lindsay, and the urban
runoff draining into the Scugog River. The Stormwater Monitoring program will gather baseline water
quality and quantity information from both stormwater outlets and streams. Our collection efforts will
take place at outlets during storm events occurring spring, summer and fall months as well as at 5 major
streams that drain directly into the Scugog River (Distillery, Jennings, Sinister, Albert, and Sucker creeks).
In addition, the information gathered will help direct the upcoming monitoring plans that will need to be
developed by municipalities as part of the new provincial guidance being released in 2023, that are
specific to the Consolidated Linear Infrastructure Permissions Approach (CLI-EAC). The preliminary data
being collected will directly correlate with the two main objectives that these plans will have to include:
50 Page 108
I. Identifying existing or emerging water quality and quantity issues in the key receivers as well as
track future changes to water quality and quantity including long term trends of receiver health
due to urbanization and
II. Determining cumulative impacts on the receiver due to water quality and quantity changes
overtime due to urbanization.
Deliverables for 2024 include:
• We will monitor 5 urban streams draining directly into Scugog River (Distillery, Jennings, Sinister,
Suckers and Albert) for water quality, flow, and benthic communities.
• Twice a month sampling from April-November.
• Explore innovative approaches to sample by using conductivity loggers, an autosampler and siphon
samplers, to help capture high loading events (rain events) remotely.
• Capture runoff from additional stormwater outlets along the river manually, during 5 stormwater events
• Parameters will include nutrients (phosphorus & nitrogen, total suspended solids, chloride).
• Conduct bacteria source tracking at 3 sites
Urban Restoration
The urban restoration 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
for retrofitting existing properties including a variety of options to suit landowners with varying capacity
for implementation. Since 2019, Kawartha Conservation has successfully implemented 14 urban
demonstration projects on private and public lands.
Deliverables for 2024 include:
• On-site landowner consultations
• Increase landowner awareness and engagement through publications, social media, and
direct outreach to key stakeholders as identified through the Stormwater Monitoring
program
• Implementation of lot level stormwater feature as part of new development model
homes
51 Page 109
KAWARTHA CONSERVATION
2024 Budget
City of Kawartha Lakes - Lake Management Implementation, Stewardship
Category 2
Apportionment Method: Benefits Based
Budget Budget Budget
Stewardship 2023 2024 Variance
SOURCES OF REVENUE
Municipal Levy, Category 2 163,200$ 265,000$ 101,800$
Municipal Levy, Category 2, Deferred 77,800 26,875 (50,925)
Provincial Grants 68,900 - (68,900)
Other Grants - 34,325 34,325
Self Generated Revenues 7,000 16,000 9,000
TOTAL REVENUE 316,900$ 342,200$ 25,300$
EXPENDITURES
Salaries, wages & benefits 161,500$ 181,000$ 19,500$
Advertising and Communications 11,000 7,400 (3,600)
Contracted services 48,500 25,000 (23,500)
Cost of sales 5,000 14,000 9,000
Equipment 100 50 (50)
Landowner Grants 55,500 70,000 14,500
Supplies and materials 2,500 9,700 7,200
Travel 4,000 3,950 (50)
Program administration 28,800 31,100 2,300
TOTAL EXPENDITURES 316,900$ 342,200$ 25,300$
52 Page 110
Lake Management Implementation, Science
Category 2
Apportionment Method: Benefits Based
Budget Budget Budget
Science 2023 2024 Variance
SOURCES OF REVENUE
Municipal Levy, Category 2 128,950 121,784 (7,166)
Municipal Levy, Category 2, Deferred 54,450 111,116 56,666
Employment Grants 2,000 2,500 500
Other Grants 5,000 40,000 35,000
TOTAL REVENUE 190,400$ 275,400$ 85,000$
EXPENDITURES
Salaries, wages & benefits 81,400$ 105,600$ 24,200$
Stipends 10,000 - (10,000)
Equipment 44,500 37,200 (7,300)
Laboratory Fees 24,000 81,900 57,900
Professional services - 5,300 5,300
Supplies and materials 11,400 11,100 (300)
Travel 4,500 9,300 4,800
Program administration 14,600 25,000 10,400
TOTAL EXPENDITURES 190,400$ 275,400$ 85,000$
53 Page 111
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 and 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 studies 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 partially
funded through the Federal Flood Hazard Identification and Mapping Program (FHIMP).
The Miskwaa Ziibi River 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 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;
• Provide Flood Plain Mapping Technical Report by March 1, 2024, outlining the findings for
each study; and,
• Assist in the implementation of planning decisions.
54 Page 112
KAWARTHA CONSERVATION
2024 Budget
Trent Lakes, Floodplain Mapping Studies
Category 2
Apportionment Method: Benefits Based
Budget Budget Budget
2023 2024 Variance
SOURCES OF REVENUE
Municipal Levy, Category 2 273,000$ -$ (273,000)$
Municipal Levy, Category 2, Deferred (22,700) 114,300 137,000
TOTAL REVENUE 250,300$ 114,300$ (136,000)$
EXPENDITURES
Salaries, wages & benefits 67,100$ 11,900$ (55,200)$
Equipment 3,000 - (3,000)
Professional services 152,400 92,000 (60,400)
Supplies and materials 3,000 - (3,000)
Travel 2,000 - (2,000)
Program administration 22,800 10,400 (12,400)
TOTAL EXPENDITURES 250,300$ 114,300$ (136,000)$
55 Page 113
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; of which both items were highlighted in the City of
Kawartha Lakes 2020-2023 Strategic Plan. Since 2019 Kawartha Conservation has sold/planted 179,005
trees and shrubs across the watershed, exceeding our target of 105,000. This new program is heavily
invested in by Forest Ontario, Highway of Heroes, and private landowners.
Deliverables for 2024 include:
•Development of planting plans to support canopy growth
•Distribute 15,000 seedlings as part of the over-the-counter program
•Plant 40,000 trees as part of the 50 Million tree program
•Survival assessments of previous planting sites
•Urban tree planting projects
•Leveraged external funding of $136,200
•Return on Investment of 142%
56 Page 114
KAWARTHA CONSERVATION
2024 Budget
Joint Project - Forestry and Tree Planting Stewardship
Category 2
Apportionment Method: Agreement Method (CKL & Durham)
Budget Budget Budget
2023 2024 Variance
SOURCES OF REVENUE
Municipal Levy, Category 2 34,800$ 6,000$ (28,800)$
Municipal Levy, Category 2, Deferred 17,000 81,000 64,000
Municipal Agreement 18,000 9,000 (9,000)
Other Grants 59,500 71,500 12,000
Self Generated Revenues 58,400 67,500 9,100
TOTAL REVENUE 187,700$ 235,000$ 47,300$
EXPENDITURES
Salaries, wages & benefits 85,100$ 90,200$ 5,100$
Advertising and Communications 2,500 3,100 600
Contracted services 26,000 44,800 18,800
Cost of sales 20,000 28,000 8,000
Supplies and materials 34,500 44,500 10,000
Travel 2,500 3,000 500
Program administration 17,100 21,400 4,300
TOTAL EXPENDITURES 187,700$ 235,000$ 47,300$
57 Page 115
County of Haliburton – Flood Plain Mapping Study
Purpose
The objective of these studies is to update flood plain mapping along the Gull and Burnt Rivers in the
County of Haliburton, 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, County and the local municipalities the ability to
make informed decisions about future land use and identify flood hazard reduction opportunities within
the area.
Background and detail
Given conservation authority expertise in floodplain mapping, we have partnered with Haliburton to
conduct flood plain mapping in conjunction with the Ganaraska Region Conservation Authority.
Municipalities are responsible for developing information to help mitigate flood risks outside
conservation authority watersheds, and mitigation can be partially achieved through up-to-date and
refined data. To do this, flood plain mapping studies 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.
This project is being funded through the County of Haliburton and through the Federal Flood Hazard
Identification and Mapping Program (FHIMP). Our role in the project is to provide survey information
and flood line mapping, based on the information provided by the engineering work conducted by the
Ganaraska Region Conservation Authority.
Deliverables
Attend coordination meetings;
Provide survey information for flood plain related information and data;
Provide topographical flood line mapping from engineering data
Provide input to the Flood Plain Mapping Technical Report
Assist in the implementation of planning decisions.
58 Page 116
KAWARTHA CONSERVATION
2024 Budget
Haliburton County, Floodplain Mapping Project
Category 2
Apportionment Method: N/A
Budget Budget Budget
2023 2024 Variance
SOURCES OF REVENUE
Municipal Agreement 50,000$ 25,000$ (25,000)$
TOTAL REVENUE 50,000$ 25,000$ (25,000)$
EXPENDITURES
Salaries, wages & benefits 47,500$ 20,300$ (27,200)$
Supplies and materials 500 500 -
Travel 1,000 1,250 250
Program administration 1,000 2,200 1,200
TOTAL EXPENDITURES 50,000$ 24,250$ (25,750)$
59 Page 117
Kawartha Conservation 2024 Capital Expenditures
Project Code Capital Item Requested CA Act Category
Proposed
Capital
Expenditures
Reserve
Funding Other Funding Grant Funding 2023 Rollover
2024 Levy
Allocated
Adjuted Levy
Total
Corporate Services
CS-TCA-01 Building Security System Enhancement General Capital $ 20,000 $ (6,100) $ - $ - $ (10,000)(3,900)$ -$
CS-TCA-02 Cellular Signal Booster General Capital 7,500 (7,500) -- - - -
CS-TCA-03 Walkway Rehabilitation and Sidewalk Repair General Capital 10,000 (10,000) -- - - -
CS-TCA-04 Fleet Replacement General Capital 45,000 - - - (45,000)- -
Stewardship and Conservation Lands
SCL-TCA-01 Ken Reid Marsh Boardwalk*Other 530,000 (280,000) - (250,000) - - -
SCL-TCA-02 Ken Reid Road Study Mandatory 15,000 (15,000) -- - - -
SCL-TCA-03 Fencing - New Property Acquisition Other 60,000 (60,000) -- - - -
SCL-TCA-04 Talking Forest Application Other 12,000 (6,000) (6,000) - - - -
SCL-TCA-05 Raingarden Project*Municipal/Other 83,000 (31,600) - (41,500) -(9,900) -
SCL-TCA-06 Field Centre Rehabilitation General Capital 80,000 (80,000) -- ---
Total $ 862,500 $ (496,200) $ (6,000) $ (291,500) $ (55,000) $ (13,800) $ -
* Projects will proceed only with grant funding or contributions from others
60 Page 118
Continuity of Reserves
Reserves 2023 Audited
Opening Balance
2024 Projected
Opening
Balance
2024
Contributions
from Operating
2024 Proposed
Commitments
Projected Closing
Balance
Discretionary
Unrestricted $ 857,599 $ 857,599 $ -$-857,599
Capital Asset Acquisitions 538,765 463,765 28,900 (348,395)144,270
Conservation Initiatives 113,355 113,355 -(113,355) -
Externally Restricted
Durham East Cross Forest CA 39,600 39,600 - - 39,600
Windy Ridge CA 22,826 19,076 -(11,250) 7,826
Ken Reid CA 89,450 89,450 -(89,450) -
Scugog Land Acquisitions 133,664 133,664 -- 133,664
1,795,259$ 1,716,509$ 28,900$ (562,450)$ 1,182,959$
61 Page 119
Project Name Building Security System Enhancement
Department Corporate Services
Project Manager Jonathan Lucas, Director, Corporate Services
Project Number CA-TCA-01
Project Description and Rationale
Strategic Reference
Innovate and Enhance:
Increase our organizational resiliency
Explore and implement digital infrastructure to enhance business success and outcomes
Protect and Restore:
Ensure the safety of people, property, and public infrastructure
Kawartha Conservation
2024 Capital Expenditures
This project includes security improvements and expansion for owned buildings to update our security
system with remote management capabilities and consolidation of non-integrated systems. This project
includes expanding coverage to vulnerable areas and integrating our doorways with the security system.
Additionally, this will assist with the bookings for the Field Centre with providing a FOB that can be easily
disabled for rentals. Additional funds from the 2023 approved amounts are required as the project became
more involved for an optimal solution.
62 Page 120
Project Name Cellular Signal Booster
Department Corporate Services
Project Manager Jonathan Lucas, Director, Corporate Services
Project Number CS-TCA-02
Project Description and Rationale
Strategic Reference
Innovate and Enhance:
Increase our organizational resiliency
Explore and implement digital infrastructure to enhance business success and outcomes
Protect and Restore:
Ensure the safety of people, property, and public infrastructure
Kawartha Conservation
2024 Capital Expenditures
The main administration building has issues with cellular signal within the building. A cellular
signal booster would be installed to provide a strong cellular signal within the building. This signal booster
would support our security system as redundancy to a landline supported system. As our building also acts
as the Emergency Operations Centre, it is imperative to ensure a reliable cellular signal is available in the
event of a potential disaster. Additionally, this will assist with the increasing prevalence of mobile devices
in day-to-day tasks.
63 Page 121
Project Name Walkway Rehabilitation and Sidewalk Repair
Department Corporate Services
Project Manager Jonathan Lucas, Director, Corporate Services
Project Number CS-TCA-03
Project Description and Rationale
Strategic Reference
Protect and Restore:
Ensure the safety of people, property, and public infrastructure
Kawartha Conservation
2024 Capital Expenditures
Our walkway that guides walking traffic from the parking lot to the administration building has degraded
and overgrown overtime. In order to provide the public with safe access to the administration building and
guide traffic away from the roadway, it's recommended to rehabilitate this gravel walkway. Additionally,
our concrete walkway requires repairs where freeze/thaw cycles have raised blocks creating a tripping
hazard for staff.
64 Page 122
Project Name Fleet Replacement (2005 Pontiac Vibe)
Department Corporate Services
Project Manager Jonathan Lucas, Director, Corporate Services
Project Number CS-TCA-04
Project Description and Rationale
Strategic Reference
Innovate and Enhance:
Increase efficiency and effectiveness of service delivery
Kawartha Conservation
2024 Capital Expenditures
Our current vehicle fleet is aging and requires replacement. Three vehicles were pulled from circulation for
auction (2005 Pontiac Vibe with 300,000km, 2006 Toyota Matrix with 300,000km & 2006 GMC Sierra with
safety concerns) as the investment to continue operating is exponentially increasing.
We recommend purchasing one vehicle in 2024 and deferring additional purchase(s) until 2025. Seasonal
needs will be supplemented with short-term leases, as required.
65 Page 123
Project Name Ken Reid Marsh Boardwalk
Department Stewardship and Conservation Lands
Project Manager Kristie Virgoe, Director, Stewardship and Conservation Lands
Project Number SCL-TCA-01
Project Description and Rationale
Strategic Reference
Engage and Inspire:
Maintain and enhance our Conservation Areas to provide healthy outdoor experiences.
Kawartha Conservation
2024 Capital Expenditures
To address the long-term need to repair the boardwalk, and to elevate our infrastructure and
visitor appeal, we are in the process of investigating a fully redesigned and rebuilt boardwalk
with a plan to utilize the Tourism Growth Program to help support the work. Given the
extent of the work and limited staffing resources, we are proposing a contractor to complete
this project. This length of boardwalk is approximately 135m and runs through the Sturgeon
Lake No. 26 Provincially Significant Wetland. This project is grant-dependent.
66 Page 124
Project Name Ken Reid Road Study
Department Stewardship and Conservation Lands
Project Manager Kristie Virgoe, Director, Stewardship and Conservation Lands
Project Number SCL-TCA-02
Project Description and Rationale
Strategic Reference
Engage and Inspire:
Develop and execute a plan for infrastructure upgrades at our conservation areas
Innovate and Enhance:
Increase efficiency and effectiveness of service delivery
Kawartha Conservation
2024 Capital Expenditures
The roadway into our flagship Conservation Area and Administration building continues to degrade
exponentially requiring more frequent investment to maintain service levels. These service levels are
increasingly challenging to maintain due to financial constraints and physical constraints with grading and
maintenance as they can only take place in the appropriate seasons. The time benefit grading provides
continue to decrease.
The roadway requires a geotechnical evaluation to determine design and parameters that are required to
resolve or mitigate the road degradation.
67 Page 125
Project Name Fencing - New Property Acquisition
Department Stewardship and Conservation Lands
Project Manager Kristie Virgoe, Director, Stewardship and Conservation Lands
Project Number SCL-TCA-03
Project Description and Rationale
Strategic Reference
Engage and Inspire:
Maintain and enhance our Conservation Areas to provide healthy outdoor experiences.
Kawartha Conservation
2024 Capital Expenditures
Kawartha Conservation is in the process of acquiring land through a donation as directed by the Board of
Directors. The property requires a fencing perimeter to be established from the neighbouring properties.
The dimensions of the fencing required is approximately 2,500ft.
68 Page 126
Project Name Talking Forest Application
Department Stewardship and Conservation Lands
Project Manager Kristie Virgoe, Director, Stewardship and Conservation Lands
Project Number SCL-TCA-04
Project Description and Rationale
Strategic Reference
Engage and Inspire:
Explore service and program expansion opportunities at our conservation areas
Innovate and Enhance:
Explore and implement digital infrastructure to enhance business success and outcomes
Kawartha Conservation
2024 Capital Expenditures
The Talking Forest Application has been very well received by the community since it's launch in 2022. The
application requires redevelopment as the original hosting organization is no longer supporting the
application. The costs for this initiative will be shared by another Conservation Authority that would like to
launch the experience in their watershed.
Explore tourism and economic opportunities of value to the community, businesses and member
municipalities
69 Page 127
Project Name Raingarden Project
Department Stewardship and Conservation Lands
Project Manager Kristie Virgoe, Director, Stewardship and Conservation Lands
Project Number SCL-TCA-05
Project Description and Rationale
Strategic Reference
Protect and Restore:
Ensure the safety of people, property, and public infrastructure
Kawartha Conservation
2024 Capital Expenditures
The administration building parking lot has water runoff towards towards the field centre and grassy area.
The water is not being diverted properly resulting in pooling at the field centre and surrounding locations
detoriating the building. This project aims to reduce the runoffs impacts and divert it to a raingarden. We
have applied for funding to support this initiative.
70 Page 128
Project Name Field Centre Rehabilitation
Department Stewardship and Conservation Lands
Project Manager Kristie Virgoe, Director, Stewardship and Conservation Lands
Project Number SCL-TCA-06
Project Description and Rationale
Strategic Reference
Engage and Inspire:
Maintain and enhance our Conservation Areas to provide healthy outdoor experiences.
Kawartha Conservation
2024 Capital Expenditures
Our Field Centre supports community events, rentals, educational partnerships and organizational needs
for filing space and equipment storage. The centre was originally built in 1994 with an addition completed
in 2012. The building is experiencing moisture issues that are now resulting in visible damages and
concerns. Our preliminary estimates and discussions with contractors include work to repair drywall,
insulation, baseboards, siding, eavestroughs and manage drainage.
71 Page 129
From:HydroOne.InterruptionNotification@HydroOne.com
Subject:Rescheduled Outage Notice
Date:April 5, 2024 11:33:59 AM
Some people who received this message don't often get email fromhydroone.interruptionnotification@hydroone.com. Learn why this is important
EXTERNAL
OUTAGE NOTIFICATION FOR HYDRO ONE CUSTOMERS IN LOCATION(S)DETAILED BELOW
Hydro One Zone:3A Central
Hydro One OperationCenter(s):BOWMANVILLE
Hydro One Township(s)Affected:CLARKE, ORONO, MANVERS, CLARINGTON,DARLINGTON
Reason for Outage:Replacing Hydro Pole(s)
*** All Hydro One Customers impacted by this planned maintenance outage have beencontacted ***
Original Interruption Date:
Sun April 07 2024
Rescheduled Interruption Date(s) and Time(s):
Sun Apr 21 2024 from 09:00 until 13:00 (4 hrs), 712 Customers ORMS ID: (6839814)
Hydro One reminds all members of the public to always stay clear of downed power linesor equipment. Never assume they are safe to approach.
For up-to-date power interruption information related to Hydro One's Distribution System,download the Hydro One Mobile App or visit the: Power Outage Viewer
For Customer account information, please contact 1-888-664-9376.
For Media Outlets ONLY, please contact 1-877-506-7584.
This notice is for information purposes only. This is a public service announcement andnot to be used for a paid advertisement.
Page 130
This email and any attached files are privileged and may contain confidential informationintended only for the person or persons named above. Any other distribution, reproduction,copying, disclosure, or other dissemination is strictly prohibited. If you have received thisemail in error, please notify the sender immediately by reply email and delete the transmissionreceived by you. This statement applies to the initial email as well as any and all copies(replies and/or forwards) of the initial email
Page 131