[0:08] Good morning, everyone. Welcome. To public works meeting twelve. 2024.

[0:20] Our last meeting. Before the new year. So lots to

[0:25] get through today. I'll call the meeting to order. And

[0:29] I'll go over to councilor armor for the land. Acknowledgement

[0:32] statement, please. Thank you, Chair Lorenz in the spirit of

[0:36] reconciliation, we wish to acknowledge the enduring relationship between indigenous

[0:41] people and the territories they traditionally occupy. We recognize and

[0:44] deeply appreciate the historic connection they have to this place,

[0:48] both the land and the water. We are grateful for

[0:50] the opportunity to meet here. And we thank all the

[0:53] generations of indigenous. People who have taken care of this

[0:55] place and continue to care for it, and we want

[0:58] to show a respect. Hundreds of years after the first

[1:01] treaties were assigned. They remain relevant today. May they guide

[1:05] your decisions. And actions we commit to learn to educate

[1:08] the honor sacred places and take actions towards real truth.

[1:11] And reconciliation, mitwitch. Thank you. There is no supplementary agenda.

[1:18] Committee members. Are there any pecuniary interest today? Okay. Seeing

[1:24] none. Thank you. We do not have any ceremonial or

[1:27] invited presentations or oral presentations. So that brings us to

[1:33] transportation. Mr. Misco going to give us a safety improvement

[1:37] on Muskoka road update. Thank you. Madam chair. This is

[1:41] one of three verbal updates for committee today. The first

[1:44] one is regarding. Some planned safety improvements on Muskoka Road

[1:48] 118 within Bracebridge through an area known as the flats.

[1:53] We've initiated a comms plan. Committee may have read the

[1:56] email that was sent out. Yesterday with respect to what

[1:58] our intent is in this area. And essentially aligning safety

[2:02] and traffic improvements to improve traffic patterns and flow, reduce

[2:06] conflict through this area. We're restricting left turns to avoid

[2:10] this. There's a lot of conflicting turning. Movements coming out

[2:13] of numerous entrances through this area. That will include physical

[2:17] barriers and signage, including wayfinding signage for businesses to allow.

[2:22] Customers to navigate their way through the new routes. I'd

[2:25] like to just qualify that the measures that we're putting

[2:27] in are intentional. To reduce speeds and severity of collisions

[2:30] associated with them. So it will slow traffic down through

[2:35] the area and reduce some of the turning conflicts that

[2:38] we've observed based on the analysis completed the communications plan

[2:42] for this includes the email that was sent out to

[2:45] committee and Bracebridge councilors yesterday. We're currently going door to

[2:50] door for businesses in the area with a handout and

[2:53] information package to let them know what the plans are

[2:55] and provide contact information in the event that they have

[2:57] questions. We'll also be doing a social media blitz later

[3:01] this week on the updates as well. As a website

[3:04] that we can direct traffic to with faqs and an

[3:07] outline of what the intention is in the area. Once

[3:11] these temporary measures are in place, we'll start analyzing traffic

[3:15] patterns in the area and look at longer term solutions

[3:17] on how we can manage traffic through this area in

[3:19] a more efficient safe manner. Thank you, Mr. Ms. Go,

[3:24] are there any questions about that? Okay seeing none.

[3:35] Thanks and welcome. Improvements there. Yeah, you can keep on

[3:39] going. Thank you, madam Chair. The second update is regarding

[3:43] the area municipality roads maintenance service agreements. Committee may recall.

[3:49] I think it was in May. We brought a report

[3:50] forward with respect to the status of some of the

[3:52] agreements we had in place. We've had some discussions with

[3:56] the area municipalities since then, and we're working on. What

[4:00] their maintenance needs are and challenges are for summer of

[4:03] 2025. Just a quick update with respect. To things that

[4:07] we're looking at or have either finalized with some of

[4:10] the areas Georgian Bay. We've taken over the summer maintenance

[4:14] of Muskoka Road twelve committee may be aware. Of that.

[4:16] So that's back within the district portfolio for summer maintenance.

[4:22] And that's being done through our MRMC contract with Fowler.

[4:25] So that's Muscoca. Roads maintenance contract. We've also related to

[4:30] the Muscopa 118 improvements. We're also actively talking with the

[4:34] town of Bracebridge on maintenance for winter through this stretch

[4:37] of 118, so that may become another candidate. To roll

[4:42] back into our roads maintenance contract. Under. District jurisdiction. And

[4:49] then the last thing I'd like to mention along these

[4:50] lines is we're completing a level of service review based

[4:52] on. Our recent traffic counts and determining kind of what,

[4:57] I guess confirming what our classification of roads are. And

[5:01] the associated levels of summer and winter maintenance that go

[5:03] with that. Happy to answer any questions on that one.

[5:08] Okay, committee, any questions? Okay. And last, certainly not least,

[5:16] thank you, madam Chair. The final one is just a

[5:20] quick update on the bay and beyond project in Gravenhurst.

[5:22] In the warfare proceeding eastwards to Gull Lake. It's shut

[5:26] down for the winter. Obviously. We got out about two,

[5:31] 3 hours before that snow hit was the final demobilization,

[5:35] so. Just in time to open it up for traffic

[5:39] and start controlling snow through that area. We are. Releasing

[5:43] information on this on our website. Through our standard channels

[5:46] just. On the kind of an update on where we're

[5:49] at with respect to project progress. Like a report. We're

[5:53] just shy of 50% for stages one and two, so

[5:57] that's. This entire contract. So a little bit of catch

[5:59] up to do next year, but nothing to be alarmed

[6:01] about. And then we're going to be preparing a spring

[6:04] 2025 startup. With a comms plan in advance to let

[6:07] the community know when we plan to go in. And

[6:10] what the new detour routes are for the next stage

[6:12] of construction. Thanks. Thank you, committee. Any questions on that?

[6:19] I have a comment. Thank God that road was open

[6:22] for that. I live just up the street from there,

[6:27] and I honestly thought about that while I was on

[6:29] my daily walk was. Small mercy. Okay. We're going to

[6:36] move right along to budgets and financial planning. The big

[6:39] show. So it is moved by councilor Rhodes. Second by

[6:45] chair Lehman that the rules of procedure relating to motions

[6:48] and debate be suspended for the duration of the budget

[6:51] discussions and that they be reinstated at the conclusion of

[6:54] said discussions. Committee. All in favor? Not carry. Thank you.

[7:07] Thank you, Madam Chair. And good morning, members of committee

[7:10] and any members of the public who may be tuning

[7:12] into the first of four budget presentations that will be

[7:16] delivered to each standing committee this week. To be followed

[7:25] by a summarizing summary. And presentation. Of the budget at

[7:31] the committee of the whole meeting scheduled for January 10.

[7:35] 2025. Just to walk us through how the presentation will

[7:39] work today, I'll be giving a quick summary of the

[7:42] overall 2025 2026 budget, followed by a summary of all

[7:47] of the service. Level changes that have been included in

[7:50] the draft budget and proposed by staff, then I will

[7:54] pass it over to commiss. Commissioner Steele, as well as

[7:58] directors Misco and Curry to walk us through the remainder

[8:01] of the epw. Budget. So the first four slides in

[8:07] each standing committee presentation this week will provide committee committees

[8:12] with a high level overview of the 2025 2026. Tax

[8:19] supported budget and proposed service level changes. The first slide

[8:23] is a corporate level representation of the tax supported budget

[8:27] and the impact on a Muscoca residential taxpayer. For each

[8:31] $100,000 in assessed value. Overall, the tax supported budget reflects

[8:38] an estimated tax rate increase of 5.11%, or $16.52 per

[8:46] 100,000 in assessed property value in 2025. And those numbers

[8:51] are 4.36%, or $14.84. In 2026. The increase can be

[8:58] broken down into the following categories. Inflationary pressure on base

[9:03] services, the affordable and attainable housing investment framework. Increased contributions

[9:10] to reserves, which support our investments in infrastructure and asset

[9:14] management planning. The local share and hospital capital contributions. And

[9:20] finally, Non housing related proposed service level changes. This slide

[9:26] is demonstrating that the 2025 2026 budget emphasizes. A significant

[9:31] investment. In affordable and attainable housing while maintaining current services

[9:36] and continuing to invest in infrastructure while meeting council's budget

[9:41] guideline increases of 5.1% and 4.5%. This slide breaks down

[9:49] the year over year increase by department. As represented in

[9:55] this slide, the overall net levy increase is 6.72%. That's

[10:00] the third line from the bottom. In 2025 and 5.97%

[10:06] in 2026. When growth and assessment is included, the year

[10:12] over year. Estimated tax increase is 5.11% in 2025 and

[10:17] 4.36% in 2026. As represented in the previous slide, the

[10:23] draft budget. Includes increases to all capital reserves at or

[10:26] above the guidelines presented. In the district's asset management plan.

[10:32] This slide summarizes the strategic plan priorities that are addressed

[10:37] by the proposed service level changes included within the draft

[10:40] budget. Finally. This is the final slide in the

[10:50] summarizing slides at the front end of each presentation. And

[10:56] it summarizes the proposed service level changes for both years.

[11:01] First and foremost, staff have included an investment of over

[11:04] $1 million in both 2025 and 2026 to advance the

[11:09] affordable and attainable housing investment framework. Otherwise known as the

[11:13] big move on housing under priority area our communities and

[11:17] the objectives of housing. For everyone and community health and

[11:21] well being. Although council directed staff to include a service

[11:26] level change of 1.6 million to advance this plan over

[11:29] five years. It is important to remember that the framework

[11:32] was presented after the budget guideline had been approved. In

[11:36] order to meet the guideline, staff have presented a budget

[11:39] that considers the original eight year implementation plan. Also under

[11:44] this pillar is a service level change for administrative support

[11:47] for the newly launched Muscoca. Demand responsive transportation pilot program.

[11:53] The FTE impact for these initiatives is 1.83 in 2025

[11:58] and 1.9 in 2026. Under the pillar of our team,

[12:04] as well as the objective of community health and well

[12:06] being. Our service level changes related to the opening of

[12:10] the new fair verne long term care home. In 2026.

[12:14] This includes temporary HR support to get the new home

[12:17] up and running. With the appropriate level of staff and

[12:20] training, as well as proposed permanent staff with human resources

[12:24] given the significant increase in staffing. Finally, frontline staff. To

[12:30] staff the home have been included. The FTE impact of

[12:33] these initiatives is zero point 25. In 2025 for a

[12:38] portion of the temporary position, which is funded from an

[12:41] existing capital project. And has no net levy impact. In

[12:46] 2026, there are 120.4.4 FTE, with the majority being frontline.

[12:52] Staff to support the increase in residents. Under the pillar

[12:57] of our environment and the objectives of taking action together

[13:00] and walking the talk. Staff have proposed service level changes

[13:04] in both 25 and 26 to support the district's corporate

[13:08] climate change action plan. The FTE in 2025 is two

[13:14] with no net levy impact as these positions will be

[13:17] funded from the climate change reserve funds that staff were

[13:20] directed to establish through the 2024 budget. Deliberations. The net

[13:25] levy impact in 2026 represents the first year of contributions

[13:30] to the climate change reserve. This is one year later

[13:33] than originally planned and proposed. In order to meet the

[13:36] approved guideline. Under the pillar of our services and our

[13:40] team, there are proposed service level changes for administrative support.

[13:44] In the Cao's office. And within facilities, which is also

[13:49] closely aligned with the additional housing units being brought online.

[13:53] A digital media specialist is proposed to meet council's objective

[13:56] of public engagement and the its security specialist FTE is

[14:01] being removed to allow for outsourcing of these activities to

[14:04] a contractor. Finally, a halftime position is proposed to support

[14:09] the early on program. Within children's services. The FTE impact

[14:13] of the changes under. This stream of service level changes

[14:16] are 1.9 in 2025 and zero in 2026. In total,

[14:22] there are 5.98 FTE proposed in 2025. And 121.94 proposed

[14:31] in 2026 with the vast majority, or 118 of those

[14:35] staff related to the frontline staff that will be needed

[14:39] to be in place. To provide safe and effective care

[14:42] for the residents of the new Fairvern long term care

[14:45] home. And with that, I will pass the baton over

[14:49] to Commissioner Steele. Thank you, Commissioner Olimer, and thank you,

[14:54] committee, for taking the time to allow us to walk

[14:57] through the budget today. So engineering and public works is.

[15:06] A highly regulated operation for the district. Ranging from meeting

[15:11] a minimum maintenance standards but also supporting the environment through

[15:15] regulations with respect to. Management of hauled sewage and that

[15:21] sort of thing. But one of the things that we're

[15:24] always challenged with is to provide those services cost effectively.

[15:28] And at the same time managing the expectations from the

[15:32] community. Certainly a resident would expect that their road is

[15:35] cleared first because that's the highest priority for them. And

[15:39] really focusing on our levels of service to ensure that

[15:42] the most benefit is arrived at within reasonable timelines to

[15:47] support the community is. A critical aspect of the work

[15:49] that the team does every day. We've implemented or we're

[15:53] in the middle of developing and implementing our dedicated strategy.

[15:57] For low volume roads to support the broader group of

[16:00] the community that perhaps. Doesn't see, sort of. That direct

[16:07] impact of daily traffic flows, but really to make the

[16:11] right investments in that infrastructure and then really focusing on

[16:15] our winter control efforts and making sure that we're putting

[16:17] the right material in the right places at the right

[16:19] times. So on this slide, we're sort of briefly showing.

[16:27] The services that we provide and some of the key

[16:29] aspects of our infrastructure. Almost 1600 lane kilometers of roads

[16:34] and 100 bridges are entrusted to our staff to operate,

[16:39] maintain and keep safe for folks. We patrol and service

[16:43] 116,000 lane kilometers every year for winter service. And really

[16:50] keeping the environment safe. By managing and treating hauled sewage.

[16:56] Providing a direct benefit to residents who don't have access

[16:59] to water and wastewater service within the urban service areas.

[17:04] We treat 18 million liters of hauled sewage every year.

[17:08] In addition to that, We have. This team also focuses

[17:13] on delivering capital projects for the entire engineering public works

[17:16] group and last year. We had 30 projects that were

[17:21] in progress or completed, and so that's a significant investment.

[17:24] In capital for the district and really servicing every resident,

[17:29] business and visitor that goes through Muskoka. I think it's

[17:32] hard to imagine that they wouldn't drive on a district.

[17:35] Road benefit from hauled sewage. And for those. Who are

[17:40] interested in recreational boating and shipping. They certainly use the

[17:44] locks as well. This slide is actually quite. Proud to

[17:51] share this because I think it's some of the things

[17:52] that we think about. Every day, but forget. To demonstrate

[17:58] the benefits to the community. When we looked at how

[18:02] do we best as part of the strategic plan. We

[18:04] have a focus on increasing the pavement condition index for

[18:08] all the roads above. 55 and really looking at our

[18:11] first AI enabled analysis of the road conditions. And that

[18:15] gives us an objective perspective. On the condition of roads

[18:19] allows us to target and laser focus investments in areas

[18:22] that are going to provide. The best opportunities for the

[18:26] community, but also. Will inform the low volume road strategy

[18:30] to figure out how to prioritize those roads that perhaps

[18:33] were a little bit lower than. In somewhat disrepair, but

[18:39] allows us to prioritize those when we look at the

[18:42] entire network. Optimizing winter maintenance. Certainly the benefits. Of minimizing

[18:48] the amount of deicing chemicals applied to the roads. There's

[18:51] an environmental benefit. But there's also a financial benefit to

[18:54] the district. The less salt you put. On the roads,

[18:57] the less it costs, inevitably benefiting taxpayers. And really, the

[19:01] three r's of road winter maintenance are the right place,

[19:05] the right time, and the right amount, and. We've built

[19:08] that into our salt management plan, and that is being

[19:11] implemented on an annual basis. And you can see that

[19:13] in our annual assault report. Some of the things that

[19:16] are really special to us is really implementing tools for

[19:21] the public. To understand the business. So we've implemented the

[19:25] municipal five one one. So that anyone can look on

[19:28] our, on municipal five one one and see the current

[19:30] status of. The road network. It was especially important during

[19:34] the significant weather event. We had a couple of weeks

[19:37] ago to let people know what to expect. They can

[19:40] enter things into ways, for example, and then. Get diverted

[19:43] around. It works most of the time. It's not perfect,

[19:45] but it works most. Of the time. And so I

[19:47] think the real value there is if someone wakes up

[19:50] at 05:00 in the morning wants. To get off to

[19:52] work. Doesn't really understand the status of the road network.

[19:55] Can self serve, look online and figure out the current

[19:58] status and then make decisions for their day to reduce

[20:01] the impact. And then even just improving our communication to

[20:05] let people know what to expect and how they could.

[20:08] Be impacted. We've seen that significant benefit through our capital

[20:13] projects, but certainly when their service disruptions, getting out to

[20:16] the community as quickly as possible with things that matter

[20:18] to them to make sure that they can make adjustments

[20:21] through our day. And then lastly, Members of committee. We're

[20:26] really excited about implementing the permit central program. It's an

[20:30] industry software that's available and will allow us to expedite.

[20:34] And expedite the permitting process so that if someone. Forgets

[20:39] that they needed an oversized permit and they're worried about

[20:42] it. On Saturday, they can go onto the website, they

[20:44] can enter the data, they can make their payment Monday

[20:47] morning. Staff will look at it, assess the application. All

[20:51] online, removing all the manual processes. And it's available when

[20:54] people need it and when it's convenient for them. So,

[20:59] really, these are some of the things that the team

[21:01] has done just through development and improvement. Over time, but

[21:05] we're really excited to implement a number of these things

[21:08] to really show the community that not only are we

[21:11] looking for the best ways to deliver the services, but

[21:14] we're doing it in a way that's open and transparent

[21:16] and shares the condition. As quickly as we can. So

[21:22] members of committee, the draft operating budget for the Engineering

[21:24] and Public Works Group is shown here. As Commissioner Olimer

[21:28] mentioned, the overall district budget. Is provided but for our

[21:34] department itself. We're looking at a 4.81%. Net levy increase

[21:41] for 2025 and a 3.93% net levy increase for 2026.

[21:48] And what this shows is about 37 million. In. Net.

[21:57] Levy for 2025 for our services. Which is a significant

[22:01] portion of the district's overall levy costs. But certainly when

[22:06] you think about the services that we provide and how

[22:09] we touch each resident, Seems like a reasonable number. I

[22:15] think the other important thing to note on this is

[22:18] the number of staff that are involved. In delivering those

[22:20] services. This department, or this part of the department is

[22:25] composed of just under 40 people delivering these complex services

[22:29] each and every day to residents. This shows. Really the

[22:38] breakdown of. What that levy, the impact that Levy has

[22:44] on an individual resident or individual property owner, and as

[22:48] commissioner Olimer mentioned. This is based on a per $100,000

[22:52] assessment, and we're looking at. For a typical resident. They

[22:58] would be impacted by about $127 for the entire year.

[23:03] But this focuses also on. The 400 million. Dollar capital,

[23:08] capital investment in infrastructure. Contributions to reserves that will continue

[23:15] and continue to grow as per asset management plan of

[23:17] 25.8 million and then really a capital budget for 2025

[23:21] of 42 million, showing our commitment, our continued commitment to

[23:24] investing in infrastructure, getting the right projects completed at the

[23:28] right time. Members of committee. This is slightly different based

[23:32] on the 2026, but very similar. In the annual contributions

[23:39] and really focusing on. A slight increase. Of 130. Dollars

[23:46] per $100,000 investment. And this slide breaks down. The levee

[23:56] component by the function. And as you can see, the

[23:59] vast majority, that is, transportation. And roads, which is composed

[24:03] of 33 million, or 35, almost 35 million in 2026.

[24:08] Sewage lagoons, which includes hauled sewage and delivery of hauled

[24:11] sewage to our wastewater plants. And then the locks and

[24:15] public works admin, and we'll get into that in a

[24:18] little bit more detail later on in the presentation. The

[24:22] capital budget again, similar to. The expenditures is mainly focused

[24:28] on roads, investment, and I think the key component here.

[24:32] Is a continued investment in roads. Our average roads expenditures

[24:36] over the next ten years is about $40 million, but

[24:40] we'll see in the next few years a little bit

[24:43] higher level of investment, and that's mainly as the capital

[24:46] plans are developed. We fully implement the asset management plan

[24:51] and then using that PCI data, we'll be able to

[24:53] refine the capital program to make sure that we're making

[24:55] the right investments. In our roads. And similarly tracking upward.

[25:03] So we're going up from 42 million in 2025 to

[25:06] 46. Million in 2026 and again. The continued investment in

[25:11] this infrastructure is important, but I think what's also important

[25:14] to share is in 25 and 26. All of those

[25:18] investments are funded through reserves, so they won't be. Council.

[25:25] 's direction to continue to contribute to reserves helps make

[25:29] sure that we're prepared to make these investments. In these

[25:33] times and won't require any external funding. For that work.

[25:38] And so Public Works Administration. Now, the title of Public

[25:41] Works Administration isn't very clear on what that involves. But

[25:44] really, that's the capital teams that. Deliver. The ongoing capital

[25:51] program. And so a lot of these, a lot of

[25:54] this work. Is quite complex. Tendering is changing every day.

[26:01] We're seeing some real challenges in the regulatory environment when

[26:04] it comes to occupational health and safety. And even the

[26:07] Construction act changes, which are coming out again this year.

[26:10] And so really being able to navigate some of those

[26:14] challenges while ensuring that we're delivering the best value for

[26:17] taxpayer dollar. And really focusing this team. On funding the

[26:23] best path forward, best way to deliver a project, but

[26:26] also doing it in a way that's efficient and on

[26:28] time and on budget. And then last thing on this

[26:32] is really working on the roads rationalization study that was

[26:35] done. Earlier this year and really focusing on the appropriate

[26:39] capital investments with our partner municipalities tying in with their

[26:42] capital programs to make sure that we're not digging up

[26:46] a road that was just recently. Completed, and all these

[26:53] are balanced against levels of service that are expected from

[26:56] the community and members of committee around this table. And

[27:00] so, as I mentioned, members of council and committee. The

[27:05] expenses on this. Seems small at 87 or $90,000 in

[27:10] 2025 and 2026, but. A lot of those expenses are

[27:15] funded through the actual capital projects that the team delivers

[27:18] on and so these are just sort of the leftover

[27:21] costs. And what I would say is the significant increase

[27:24] in 2025 is mainly related to the change in regulation

[27:29] from the professional engineers of Ontario. Requiring. Specific continuing education

[27:35] units. And so this is to allow for staff to

[27:38] take the appropriate training. So they can maintain their licensing.

[27:42] It's fairly small in the grand scheme of things, but

[27:44] significant when you look at the expenditures in this budget.

[27:49] And with that, members of committee, I'll hand it over

[27:51] to Director Misco. Thank you. And thank you, members

[28:01] of committee council. I'll walk through the transportation portion of

[28:05] the tax support budget presentation here. So I'll just jump

[28:10] right into it. Or not. So this outlines some of

[28:15] the buys and objectives within the transportation section of engineering

[28:18] and public works. Quite a number of bullets in there.

[28:20] I'd like to call attention to a few highlights. Within

[28:23] the traffic maintenance. And stormwater management portion. We're continuing to

[28:28] increase maintenance and upgrades to our traffic control infrastructure, and

[28:31] that's primarily related to. Aging overhead signals. So full traffic

[28:36] signals as well. As replacing and upgrading or installing new

[28:42] pedestrian crossings throughout our network as those needs arise, and

[28:46] then the last bullet is compliance with consolidated linear infrastructure

[28:50] requirements. And what that means is there's a regulatory requirement

[28:54] for us to start. Obtaining environmental compliance approvals for stormwater

[28:59] control. So that's kind of an emerging asset. That's coming

[29:01] through right now. That's. Taking up. Some of our time

[29:05] with respect to ensuring that we're complying with the requirements

[29:07] of that as they develop under winter maintenance. I think

[29:11] I mentioned earlier in the verbal update we're undertaking a

[29:14] network review to determine consistent levels of service. And the

[29:18] requirements for winter control, and that's based on a function

[29:21] of traffic volume and speed on the roadways and subsequent

[29:25] MMS requirements for snow depth and deicing. And removal of

[29:31] snow requirements to ensure compliance. And then the second last

[29:36] bullet. There is collaboration and assistance, probably in recent memory,

[29:40] during significant weather events and state of emergency declarations with

[29:43] the air. Municipal partners. Within the paved Roads section. Commissioner

[29:48] Steele mentioned development of a low volume road strategy. So

[29:50] more to follow on that in 2025, and it comes

[29:53] up again later in this presentation. As mentioned earlier, capital

[29:57] prioritization based on the results of that PCI or AI

[30:01] scan that we completed earlier this year. So that's continuing

[30:03] to inform our capital program, and then within bridges and

[30:06] culverts. The biggest consideration we've got on that outside of

[30:11] the critical maintenance of this infrastructure. Is just ensuring that

[30:15] the impacts to the public during these large projects are

[30:19] communicated clearly and in advance of construction. We saw that

[30:23] on the Taylor Road job and act in Ireland as

[30:25] well, which finished last year. An increasing expectation. And a

[30:30] recognized expectation in delivering communication to the public on what

[30:34] construction, how construction affects them. On their daily commutes. So

[30:39] this slide here kind of outlines the budget drivers for

[30:42] the year. I'll provide some notes to this not specifically

[30:49] shown on the slide there. We're seeing increases with respect

[30:52] to our paved roads in contracted services. So that's part

[30:56] of the increase that you're seeing this year. In that

[30:59] 5.58%. And that's in relation. To contracted services just for

[31:04] routine maintenance on our roadways. So things like pothole filling

[31:07] or culvert replacements, so we're requesting a budget increase in

[31:10] that area of about 106,000. And then the two other

[31:14] biggest ones in here are related to maintenance and drainage

[31:17] and stormwater. Management. So once again, that's things like culvert

[31:20] replacement or increasing the capacity of culverts we're also seeing.

[31:25] A large need for ditching and brushing requirements on our

[31:27] roadways. What that lets us do is maintain drainage on

[31:30] the roadways to protect that infrastructure and protect the road,

[31:34] base and road. Surface itself from frost heaven water damage.

[31:38] And that brushing increase also allows us to clear lines

[31:42] of sight, allow sunlight infiltration on our road. Roadways, we're

[31:46] noticing that we're sort of falling behind in that, so

[31:48] we're asking for an increase of about 35% to that

[31:52] specific item, and that totals out. At about $170,000. So

[31:57] this slide outlines some of our 2025 and 2026 capital

[32:01] projects, as well as the ten year capital forecast. So

[32:04] this is essentially a roll up of what our plans

[32:06] are. Within that, you'll see things like capital surfacing for

[32:13] 2025 at 14.6. What that essentially enshrines is all of

[32:18] our paving program for 2025. So you're seeing everything we're

[32:21] intending to spend on either hot mix paving, high float

[32:24] paving. Or micro surfacing. So kind of that routine capital

[32:27] maintenance is all coming in at about 14.6. Million for

[32:30] 2025, and the 2026 numbers for same are noted through

[32:34] there. There are a couple of projects that. We've got

[32:37] intended for 2025 and 2026 that aren't necessarily listed on

[32:41] here within the 2025 capital plan. We've got about $500,000

[32:47] allocated for roadside safety and improvements and that's. Things to

[32:51] respond for identified concerns like the 118 section of Muskoka

[32:56] Road. Sorry that Bracebridge section of Musk Road 118, as

[32:59] well as some potential improvements within the Torrance area on

[33:02] Muskok Road 169. We've also got a small amount alloc.

[33:05] Allocated 110,000 for species at risk mitigation and initiatives so

[33:09] we can support those as requests come in. To kind

[33:13] of provide an offset or mitigation for those, and then

[33:16] 810,000. In traffic upgrades planned for 2025. And that speaks

[33:20] to the intersection upgrades, new pedestrian crossings. Noted. Within the

[33:26] 2025 Capital plan is $2.8 million for low volume road

[33:29] upgrades, part of that is to initiate a study on

[33:32] how do we deal with these roads. What's the best

[33:34] alternatives for these instead of just. The standard full reconstruct.

[33:38] We've had a couple of meetings with consultants and contractors.

[33:41] At this point to see what information can we gather

[33:43] to best determine how to maximize investment on these roads

[33:47] and you'll see that. Increase. Jumps up to 8.5 million

[33:51] in 2026 as part of the capital plan, and then

[33:54] there's a future allocation for low volume roads from there

[33:56] forward within the ten year forecast. So onto one of

[34:00] our favorite locations, the poor Carling locks. So both the

[34:08] locks are basically. Run by district staff on a seasonal

[34:13] basis. We do note some challenges with maintaining levels of

[34:18] service at the locks, given the seasonality, recruitment and retention

[34:22] of staff is always a challenge. Every year. It is

[34:26] a medium length season. But our seasonal staff. So we're

[34:32] recruiting every year for those staff. And they're just retaining

[34:35] them, making sure that we can maintain that continuity year

[34:37] to year. To maintain those levels of service. We've also

[34:42] got some complex in water work currently underway at the

[34:45] Port Carlin pavilion. That's a large scale replacement. Of the

[34:49] decking, that end crib, and all the supports that you

[34:52] see in the photo. There underneath. So that's pretty critical

[34:55] for some of our commercial tourboat operators as well. As

[34:57] access for the public to the waterfront. Across the lock

[35:01] where you see the boat in the background there. We've

[35:04] also noted some substantial timber deterioration both above and below

[35:09] the waterline in this area. So we've got that exposed.

[35:12] Now, the plan is to work that into 2020. Five's

[35:15] work plan as well. And that'll include the area from

[35:17] the lockmaster cabin right out to the. Fish hatchery docks.

[35:21] You can see in the background there. So not quite

[35:25] as large of a scale of an increase compared to

[35:28] the transportation portfolio within the tax support budget this year.

[35:35] Notable. Increases within the locks are transferred to reserves of

[35:40] about $9,500 for 2025 and that's 2%. And that's just

[35:45] to increase the reserve contributions in recognition that. Some of

[35:48] the assets out there are starting to get aged, and

[35:49] we need to start saving for the replacement. And then

[35:52] there's some amortization for the large lock works completed a

[35:56] few years back. And that's an internal financing that we're

[36:00] still drawing down on to repay. Some of the ten

[36:04] year plans that we have at the locks. You'll see.

[36:09] We've got 291,000 for 2025, and then just shy of

[36:13] half a million. For 2026. As I mentioned earlier, the

[36:17] major works that we have going on there are the

[36:19] pavilion and a lot of the decking replacement to maintain

[36:23] trails and safety throughout the entire facility, and that includes

[36:29] that section from the locks cabin to the finger docks,

[36:31] currently at about $700,000 in capital upgrade are required. And

[36:35] that's in addition. To the 3.3 that we're investing into

[36:38] the pavilion for its replacement. So with that, I'll hand

[36:41] it over to, I think, Commissioner Steele again for the

[36:44] sewage. Balloons portion. Thank you, director Misco and council, our

[36:51] committee thank you. So sewage lagoons at the district are

[36:57] really intended. We're sort of envisioned to provide support to

[37:03] residential. Sepage receiving. One of the challenges that we're seeing.

[37:09] In our operations are changing nature of the material that

[37:12] we're receiving, and so. Whether it's material from a porta

[37:16] potty business. Or from a commercial operation. Where? They haven't

[37:24] or can't discharge into the wastewater stream. We're seeing the

[37:27] nature of the material received at these facilities changing. And

[37:32] one of the particular issues that we have is when

[37:35] you think about a lagoon, it's really just a pond.

[37:37] We let it sit. There for a period of time.

[37:40] It naturally breaks down, and then we discharge it to

[37:42] the environment. So there's no advanced. Treatment that takes place.

[37:45] And so when you start adding chemicals, deicing materials, that

[37:48] sort of thing. From example, porta potty waste. There's no

[37:53] processes to actually get rid of that. Material except for

[37:56] the natural organic processes. And so what we're finding is

[38:00] that. We're seeing more and more of those materials. Perhaps

[38:02] it's because other jurisdictions are shutting down that commercial discharge.

[38:06] And so they're landing in Muskoka, for example, and so

[38:09] one of the things that's on our minds is how

[38:11] do we do a better job of monitoring and making

[38:14] sure that each of those loads that are delivered to

[38:17] our facilities meet. The requirements of the. Discharge, but also

[38:21] don't have a downstream impact of the water courses because

[38:23] inevitably, if there's high salt content. It ends up in

[38:27] the watercourse. Salt is a pretty chloride. Is a pretty

[38:30] resilient chemical. And whatever lands in the pond. Lands in

[38:36] the watershed, and so focusing on that. We're implementing. See,

[38:41] on the capital program slide. Is increased availability of receiving

[38:46] facilities at our wastewater plants. They're more positioned to deal

[38:50] with sort of that complex waste material and so that's,

[38:54] more to come on that program. In the coming years.

[38:58] But I think that's really one of the challenges that.

[39:03] We have very little ability to predict the material that

[39:05] arrives. And again, just very straightforward. Similar to our composting

[39:11] operations, where we can only bring in certain materials because

[39:14] we're relying on bacteria to take care of that for

[39:18] us. So our budget drivers, the overall budget. For the

[39:24] sewage lagoons, and that includes receptage. Receiving facilities is just

[39:28] under $4. Million a year over the next couple of

[39:32] years. We have shown a decrease in 2025 in costs,

[39:38] and then. An increase slightly up in 2026, but overall,

[39:42] fairly even for that operation. I think what we'll see

[39:46] in the next couple of years, and perhaps later on

[39:49] this year, we'll be back to committee with a proposal

[39:52] on how to best manage some of those challenges. We've

[39:55] seen. And really, one of the things that's on our

[39:58] minds is, with respect, To ensuring we get the appropriate

[40:01] revenues for. The services we're providing. Some of our remote

[40:06] lagoon facilities. Are sort of where we expect the haulers

[40:11] to self report. This is how much I just. Charged.

[40:13] This is when I discharged. This is the material I

[40:14] discharged. And so, moving to a more sophisticated system that

[40:19] allows us to track better, make sure we're receiving the

[40:22] appropriate revenues, and then able to reinvest in the operation

[40:26] to continue providing that service. Is important. And what that

[40:29] might mean is looking at some of the lower used

[40:32] facilities that perhaps wouldn't justify a capital investment to really

[40:36] consider. Do you limit their operations? Do you perhaps temporarily

[40:41] close them, for example? But I think we'll be looking

[40:44] at that data carefully to see how many times they

[40:47] were used and whether it's worth continuing to keep them

[40:49] open. For now and perhaps in perpetuity. And so that

[40:53] more to come on that members of committee. As you

[40:58] can see here, as I mentioned, there's a number of

[41:00] investments in the operation. And mainly focused on building. Receiving

[41:05] facilities at our wastewater treatment plant. So Huntsville and golden

[41:10] pheasant. Project is underway right now as part of our

[41:15] current capital project and capital investment in Huntsville. And that

[41:20] one will be built when. The upgrades are commissioned, and

[41:23] then in 2026, we'll be looking at a treatment facility.

[41:28] Or a receiving facility at the Gravenhurst treatment plant, and

[41:32] that'll allow. Expanded opportunities for haulers to deliver their material

[41:38] in a way that's controlled, metered. And really the benefit

[41:41] for them is they're only going to pay for the

[41:42] cubic meters. They discharge because we'll be metering it. And

[41:45] so it's not just based on an estimate. It'll be

[41:47] based on the actual discharges, but we'll also be able

[41:50] to have an understanding of the nature. Of the material

[41:55] because we have chemical samplers and that sort of thing

[41:57] of the discharge and be able to manage them appropriately

[42:00] as part of the treatment process. And so with that,

[42:03] members of committee, that's our general overview of the budget.

[42:10] We'll just quickly run through a few summary slides. So

[42:14] for ensuring a public works. The net levy impact is

[42:18] about $37.5 million for 2025 and about 39 million in

[42:23] 2026. As I mentioned before, our full time staff equivalents

[42:28] are flat at about just under 40 staff. And. That's

[42:33] district staff. We do have a number of services that

[42:35] are contracted out as you're aware. For example, road maintenance.

[42:40] And mostly road maintenance and certainly the capital program. But

[42:45] overall, I think it's a fairly flat budget. We've tried

[42:48] to keep the cost as close to under the guideline

[42:52] as possible. And again, the impact on the typical property

[42:58] owner. $127 in 2025 per $100,000 in assessment. And $130

[43:07] per $100,000 in assessment in 2026. And that really not

[43:11] only provides the day to day service, but also allows

[43:14] us to contribute to reserves to ensure intergenerational equity that

[43:18] we're making the right investments in infrastructure. And it's not

[43:21] going to unfairly burden future generations. If we don't contribute

[43:25] to those reserves. And so just a brief summary. Again,

[43:29] I think this is sort of the key components of

[43:32] the work we do. I won't reiterate it again, but.

[43:37] I think really it's a service that provides, that we

[43:39] provide to all residents, visitors and businesses across the district

[43:44] and really focusing on keeping roads safe, making sure we

[43:48] can get zigzagged across the district off the many lakes

[43:51] and rivers, treating the environment, treating sewage to ensure the

[43:55] environment's protected. And really focusing on delivering critical transportation projects.

[44:02] And the water wastewater projects to support future generations. And

[44:07] so when you think about it and the average property

[44:10] value of $300,000 in 2016. It's about a dollar a

[44:14] day. So all those services provide our property owners. These

[44:20] services for about a dollar a day when you factor

[44:22] into the costs and with that, members of committee happy

[44:26] to take any questions. Okay. Thank you for that. I'll

[44:33] say my thank yous now. I just want to thank

[44:35] the budget team. And the staff for putting this. In

[44:41] really understandable language for people, I think. That we can

[44:44] get bogged down with numbers, and I appreciate that. This

[44:49] is easy to read. Pretty explained very well throughout the

[44:54] presentation and without having to dive too far in, so

[44:58] thank you. For that. Thanks for all the hard work

[44:59] that goes into it from our directors and our budget.

[45:03] Team. So. I will now see. And I don't see

[45:08] any. Public participation. So. We will move forward with questions

[45:16] from committee, and I recognize. There are two council members

[45:20] here. And please give me a wave. If you want

[45:25] my attention. So, committee. Are there any questions? I'm going

[45:29] to go over to Councilor Kelly. Thank you. And through

[45:33] you. I wanted to say a few things. First of

[45:37] all, Excellent presentation. It's easy to read, it's easy to

[45:42] follow. I will get bogged down in numbers, but not

[45:46] today, because I brought the wrong darn book. But we'll

[45:49] have more for that later. I really think you've done

[45:53] an admirable job of coming in sort of with. A

[45:56] pretty tight budget or on a steer budget. So I

[46:01] don't really want to talk too much about the detail

[46:03] on the numbers, right? Now, but I would like, if

[46:06] I may, to talk a little bit about process and

[46:09] a bit. A little bit about timing. And ultimately a

[46:11] little bit about. Value. Here's my primary concern, and you're

[46:16] going to hear this if you don't. Hear it from

[46:18] me, you'll hear it from somebody. At each of the

[46:21] meetings starting today, this afternoon and two tomorrow and probably

[46:25] again when we get together as a committee of the

[46:27] whole. For whatever reason. Certainly in the township of Muskoka

[46:32] Lakes almost excluded the opportunity. For middle class people to

[46:42] buy or even rent. In the town. It's become too

[46:46] prohibitively expensive. As you know, we have a committee working

[46:51] on housing and homelessness. Part of my frustration. Got nothing

[46:56] to do or a little to do with you. Is,

[46:59] I think we're fighting against this sort of incrementally increase.

[47:03] We can measure it as small as we want. And

[47:07] it's dollar per 100,000. There are no $100,000 units in

[47:10] our town or on any of our towns. There's no

[47:14] $300,000 units. I'd be surprised if you could find a

[47:17] $500,000 unit, and as a result, I hear director Misco

[47:21] say you can't get people to work in the locks

[47:23] on a permanent basis. We can't get anybody to work

[47:25] anywhere. Because. There's no entry level. Opportunity for people to

[47:32] settle and live among us. Attendance or not attendance so

[47:36] much, but participation in arenas participation in organized sports. It's

[47:42] all diminishing. It's all going away because literally the types

[47:45] of people that build communities. Haven't got a place there

[47:49] anymore. We have 8000 people. Just a little under 8000.

[47:53] People on our sign. Welcome. To the township of Muskoka

[47:58] Lakes, and I'm going to tell you, and I know

[47:59] it sounds ridiculous. I get a great laugh every time

[48:02] I say I'm here from the township in Muskoka Lakes

[48:04] to talk about efficiency and price controls. But the 8000

[48:08] permanent residents, there are relatively modest means, and I can

[48:13] tell you probably half of them if they had to

[48:15] start all over. Couldn't afford to come back to live.

[48:18] Where they are right now. So part of my goal

[48:21] over these budget exercises is to make sure we're not

[48:24] making that situation anymore difficult or challenging or worse. Than

[48:28] it has to be. So I guess my first kind

[48:31] of questions. First one for Mr. Steele. Commissioner Steele. Commissioner.

[48:38] Yeah. Thank you. I'm always intrigued about the process of

[48:43] building a budget. I've built a few myself and I've

[48:45] overseen several being built, and you can get this kind

[48:48] of lazy approach. To just throw 10% on everything and

[48:51] we'll call it a day. You can get. This sort

[48:58] of. Let's break it down into fine components and figure

[49:00] out what's changed year over year. And what went over

[49:03] budget? What went under budget? So enlighten me a little

[49:07] bit. How do your department heads tackle the job of

[49:12] building a budget for an upcoming year or for five

[49:15] years out. Commissioner. Thank you. Thank you, Councilor Kelly, for

[49:20] that question. And through you, Madam Chair. So the process

[49:23] really starts with. We start with the baseline budget from

[49:27] the prior year. But the teams are tasked to look

[49:30] at sort of what's our historical spend? What are the

[49:33] opportunities for adjustment. One of the challenges we have, especially

[49:36] on the transportation side, is we don't know what the

[49:39] weather is going to be like this year, and so

[49:40] we have to sort of take a general average of

[49:43] where we think will land. And in some years we

[49:46] are above the budget. In some years we're below the

[49:50] budget. But I think it's important. To, at least from

[49:53] that perspective on the roads operations side, we look at

[49:56] sort of the five year average, three year average. What's

[49:59] reasonable? Where do we have variances the prior year? And

[50:02] what was that caused by? And then refine it from

[50:04] there. So I think there's, a lot of work that

[50:06] happens in the manager, frontline, staff level. Well, I shouldn't.

[50:11] Say. I think I know that that happens because. I've

[50:13] seen the changes. But again, it's still an estimate, but

[50:17] we are respectful of making sure that it's. The appropriate

[50:20] amounts and so that there isn't sort of this over

[50:23] an over commitment. Of funding because inevitably that means it's

[50:28] more on the levee, and then that has the exact

[50:30] impact that you're talking about. And so what I would

[50:32] say is we critically look at it. And I would

[50:35] say that our frontline staff are looking at it to

[50:37] the minutiae. To the very detailed level. Like director Misco

[50:40] mentioned, we're underspending on brushing. But we're seeing impacts to

[50:44] the community, so we need to bump up the brushing

[50:47] investment. And does that mean that other areas drop down?

[50:50] Of course, because we'll look at. Oh. We're overspending on

[50:54] some other aspect. But I think the other part that

[50:56] we have to balance. Is the expectations from the community

[51:00] on level of service, because we can certainly cut back

[51:03] our levels. Of service, but there'll be a lot of

[51:05] folks knocking on our door to say why. Isn't my

[51:07] road plowed within 24 hours. And so it's just sort

[51:11] of. Finding that right balance. But what I would say

[51:13] is we take a hard look at all the areas

[51:15] of the budget. It won't be perfect because we don't

[51:18] know. What's going to come, but I can say with

[51:22] a level of certainty that that work. Is being done,

[51:25] and it's not as simple as rinse and repeat, as

[51:27] sort of you suggested. There's always opportunities for efficiencies. Like

[51:32] I mentioned in efficiency slide. Making incremental improvements, reducing the

[51:38] level of staff efforts. So the permit central is a

[51:41] perfect example of that. Historically, our process was someone phones

[51:46] in, says, I'd like a permit, we take that hands.

[51:49] It off to the permit person. They say submit an

[51:51] application, very manual processes, then they have to call the

[51:55] office and make a payment, for example. So implementing that

[51:58] very simple, low cost technology, not only reduces the staff

[52:02] time to. Deliver that service gives better customer service, but

[52:06] also, and I should say, the staff time in engineering.

[52:09] Public works, but it also reduces the impact to the

[52:11] organization because. For example, our friends in legal don't have

[52:16] to write up an agreement because we've got sort of

[52:18] boilerplate. And so really looking at the corporate benefits of

[52:21] finding implementation of technology. Ways to do things better and

[52:25] faster. But provide a higher level or better level of

[52:29] service. I hope that helps answer your question. I did.

[52:32] Thank you. Go ahead. Yes, Commissioner Almer. Thank you, madam

[52:38] chair. And I just wanted, I think commissioner Steele. Did

[52:41] a great job of starting the response to member Kelly's

[52:46] question, but I wanted to add on to the comments

[52:50] if possible. So Councilor Kelly mentioned that it's an austere

[52:56] budget for engineering and public works. This is absolutely an

[53:00] austere budget because a number of cuts were made to

[53:04] the budget. After the directors and the frontline staff had

[53:08] gone through. Those very detailed reviews of the line by

[53:14] line expenditures. So maybe just to give the rest of

[53:18] committee and any members who happen to be watching. An

[53:22] overview of our budget process. We do exactly that. We

[53:26] set basically our marching orders with council back in March.

[53:30] Based on what we can see, the increases to the

[53:32] base services will look like and then each of the

[53:35] directors and frontline staff and managers goes away and reviews

[53:39] their line lump by line. Budget to try to identify

[53:41] efficiencies. Look at what was overspent in previous years. Are

[53:45] there any opportunities to decrease those expenditures, balancing it with

[53:48] level of service? After all that work is done. We

[53:53] have a peer review process. And so once we have

[53:57] a draft budget in this year, we had, I think,

[54:00] two or three peer review meetings for the rate supported

[54:03] budget and then three peer review meetings for the tax

[54:07] supported budget. And really, what happens in those meetings is

[54:11] senior staff, all of senior staff, review the budget again.

[54:16] Line by line, and each director is invited to really

[54:19] defend the budget that they're putting. Forward and explain any

[54:23] increases and sometimes even decreases. So if we see something

[54:27] that looks like it, was over. Overspent in previous years

[54:30] and it hasn't been adjusted. We'll ask the question. It

[54:34] looks like you've missed something here. Or it looks like.

[54:38] You haven't decreased. This in accordance with what your previous

[54:41] year spends are why. So after that whole process was

[54:46] done, I have to be honest, we were still short.

[54:50] We needed to find. More savings to be able to

[54:53] hit guideline. And one of those extraordinary measures we took

[54:57] is we did reduce the proposed roads maintenance and operation.

[55:02] Budgets by a further 200,000 in 2025 and 662,000 in

[55:08] 2026. And those are cuts that we are going to

[55:11] have to really. Evaluate and look at the level of

[55:15] service that's provided to be able to hit those guidelines,

[55:18] and so. I just wanted to make sure that we

[55:21] added that to commissioner Seal's comments because. I wanted to

[55:26] make sure I drew attention to that. Subsequent. I do

[55:30] thank you. I agree with you. I think it actually

[55:33] isn't quite on a steer budget. I didn't use that

[55:36] term because people think it's a compliment, but it's just.

[55:38] An expectation. So thank you for that. Okay. The only

[55:45] other big issue that I really want to throw, and

[55:47] it's to Commissioner Olimer. Or to CEO Stevens. I'm a

[55:51] little concerned that. We're making decisions in an environment where

[55:56] there are so many unknowns to come down. The pike.

[56:00] Everything from hospital local share. We've had the hospital kind

[56:04] of resolved for a while. And yet local share. I

[56:09] don't think we've had. Well, we haven't. Had a local

[56:10] share meeting. Maybe this year or since really early this

[56:13] year. And I realize they are not well or completely

[56:18] within. They're not at all within our jurisdiction. But the

[56:21] simple fact of the matter is they all come out

[56:22] of the same envelope and. If we don't build our

[56:25] budget as tight and efficiently as we can to take

[56:28] into. The fact that it can reach into every pocket

[56:32] I have. I only have a fixed amount of money.

[56:35] Things like the OPP budget, other unknowns that may well

[56:38] be lurking. I just don't know whether I realize in

[56:43] something like EPW, there probably is it's not like you

[56:47] can decide to not plow. We have a basic level

[56:50] of service. We have to uphold. Basically based on. The

[56:55] last ten days or 20 days. The ingredients. For a

[56:59] really strong level of servants or service are all in

[57:02] place because I was quite pleased. And not surprised, but

[57:05] quite pleased with. How it was all handled. I wouldn't

[57:09] propose changing that at all. But I'm really anxious that

[57:12] we're looking at this at 13. What is it? How

[57:15] much per 100,000? Again I forget. Anyone. I wrote it

[57:21] down. 1652 per 100,000. At Township in Moscow Lakes. We

[57:27] layered onto that another thirteen point nineteen cents per one

[57:29] hundred thousand. We've got education. We've got a local share.

[57:36] We got op. I don't know where the opp. Sits

[57:38] in this budget or how it washes out and anything

[57:42] else that might come along. Down the pike, we wind

[57:44] up with humongous headache. And if we're not organized efficiently,

[57:51] if we are not operating efficiently, if we're not financing

[57:54] our operations efficiently. We're passing along too much of a

[57:58] burden to people that we really need to see this

[58:02] place as a place to settle and grow a community

[58:05] and. That's really my single largest concern with all of

[58:08] this, so timing is a big one. I realize that

[58:12] you're never going to know perfectly everything. I'm nervous that

[58:17] we don't know enough about too many things, too many

[58:19] big. Ticket things to know how the. 1652 is going

[58:23] to plug into somebody's wallet. Sure. Madam chair. Perhaps I

[58:28] can start. Sure. With a response. Absolutely. There are quite

[58:36] a lot of unknowns, but. I think. That's generally the

[58:43] case when we're preparing the budget. With respect to the

[58:47] opp. The budget before committee today. Includes the full amount

[58:54] of the opp increase. The catch is we've used significant

[59:00] amounts. Of reserve. To pay that increased bill and then

[59:05] that reserve. Would be phased out over four years. We

[59:10] will have an amendment, a proposed amendment, later today. We

[59:15] have received preliminary information from Solicitor General's office that has

[59:20] significantly reduced the impact of. That increase in OPP costs.

[59:26] That being said, because we had used reserves. That's great.

[59:31] Now we don't have to use reserves. It doesn't really.

[59:33] Change the levy impact in 2025. It does reduce the

[59:38] levy in 2026 because we had been phasing out those

[59:41] reserves. And so we had been taking on that expenditure

[59:44] over time. But. I hear and understand the concern. There

[59:51] are a number of large. Commitments that. Have been. Considered.

[59:59] I wouldn't say necessarily made by council, but certainly considered

[1:00:03] and direction has been given. To staff to move forward

[1:00:06] with them. Councilor Kelly mentioned local share and hospital capital.

[1:00:13] That's. One affordable and attainable housing is a significant investment.

[1:00:19] I think we need to balance those needs. In the

[1:00:22] community. We recognize that. We need to increase affordable and

[1:00:27] attainable housing in Muskoka. But some of the other investments

[1:00:31] also include things like climate change. So we will be

[1:00:35] bringing forward a report later today about the corporate climate

[1:00:38] change action plan and what that looks like over the

[1:00:40] next ten years. So there are some significant investments. That

[1:00:48] staff have included in this budget and will continue for

[1:00:51] a number of years. And so one of the things

[1:00:55] that we can do is provide a very high level

[1:00:58] expectation of. What those directions mean on the tax rate

[1:01:04] for the next five to ten years. Even though we.

[1:01:11] Will find savings. We'll try to cut services where we

[1:01:14] can to be able to meet. The guidelines and directions

[1:01:18] set by council. The fact of the matter is we've

[1:01:21] committed to increasing investments in these very important projects. These

[1:01:27] projects are the ones that were identified as council's strategic

[1:01:30] priorities. And so I think it's appropriate that staffs responding

[1:01:34] to those priorities. But there is no doubt about it

[1:01:37] that those increasing investments will impact the tax rate for

[1:01:41] a number of years to come. I wrote down. During

[1:01:51] that stop approving things. I think that's what it comes

[1:01:54] down to. These are approved things that council have approved.

[1:01:57] And they got to be paid for. So I just

[1:02:00] summarized. I think that nicely. Okay, so I'm going to

[1:02:06] go over to councilor Rhodes, and then I see your.

[1:02:09] Hand chairly. Thank you. Through your chair, Lorenz. Absolutely agree.

[1:02:14] I'm a little nervous about the budget for sure. But

[1:02:18] I guess my question goes against that. And I also

[1:02:21] agree that there's people struggling we need to make sure

[1:02:23] that it's affordable. But the reduction in the roads budget

[1:02:27] was something that really jumped out to me because. People

[1:02:30] think garbage and roads is what I pay for my.

[1:02:33] For my taxes. And so I guess my question is

[1:02:37] maybe if you can kind of ease my little anxiety

[1:02:40] on that piece. But also my second question would be,

[1:02:43] is there a space in this budget for you? Commissioner

[1:02:46] Steele that. You are very worried about. Have we cut

[1:02:51] back so far to try to meet these targets? And

[1:02:53] that was the direction to staff and. That's not a

[1:02:58] slight against staff by any means, but is there a

[1:03:00] space that you're. Not going to sleep well for the

[1:03:03] next year or two years. That we need to at

[1:03:06] least be thinking about. And yeah, that roads piece. Was

[1:03:11] one that really stuck out to me. Commissioner Steele. Thank

[1:03:14] you, madam Chair. I think the one thing that's important

[1:03:18] to understand. So we've certainly adjusted the budget on the

[1:03:22] roadside, mainly focusing on sort of the variable cost and

[1:03:26] sort of that five year three year average, and so.

[1:03:30] The risk in our minds is that if a road

[1:03:33] needs to be plot, we'll still plow it. And so

[1:03:36] we will inevitably. Have a variance at the end of

[1:03:39] the year, so the risk is that we could be

[1:03:41] over. On that budget. And it's really thinking about, right,

[1:03:45] sizing the costs compared to. What we're budgeting. Like I

[1:03:51] mentioned earlier, we sort of start with a five year

[1:03:53] average. We say, realistically, what do we expect? Are there

[1:03:57] opportunities to find efficiencies? And certainly looking. At. I guess

[1:04:02] what I would say is it's not like someone went

[1:04:03] and said just put a knife to it and cut

[1:04:05] that out. I think it was still strategic on how

[1:04:08] can we refine it just a little bit more? And

[1:04:10] as Commissioner Oliver mentioned, yes, it was further. Cuts across

[1:04:14] the board to figure out how we fit into that

[1:04:16] sort of lens, but I think the risk, sort of

[1:04:20] the day to day things. That keep us up for

[1:04:22] night are plowed roads, potholes filled, that sort of thing,

[1:04:26] and. So perhaps. We can still sort of refine our

[1:04:30] operations to make sure we fit in with. Those guidelines.

[1:04:34] And if we have a significant weather event that blows

[1:04:37] the budget, then. We'll still provide that service. And I

[1:04:41] think that's perhaps that's the message here is we believe

[1:04:45] this is the best foot forward, but we don't know

[1:04:48] what's going to happen, and certainly the weather. Is very

[1:04:52] variable and can have a significant impact. Last year we

[1:04:55] had very few. Snow events, so we were able to

[1:05:00] use some of those dollars. And doing additional maintenance that

[1:05:04] we needed to do because of the conditions. And so

[1:05:06] I guess. I've sort of left it as a long

[1:05:09] answer, but the short answer is, I don't. Think there's

[1:05:11] things. I mean, I don't sleep very much anyways. But

[1:05:15] I think there's nothing specific in this budget that says,

[1:05:18] wow, that's a huge mistake, and I wish we didn't

[1:05:20] do it. I think we'll still continue. To manage that.

[1:05:25] Like we do with most of our operations and. The

[1:05:28] real risk is there could be a variance at the

[1:05:30] end of the year. If that helps. Chair Lehman. Thanks,

[1:05:37] madam chair. A couple of comments and a couple of

[1:05:39] questions, I guess. So. Just picking up. On that topic.

[1:05:44] In the budget binder, it indicates that the total expenditure,

[1:05:48] capital expenditure on roads and bridges, goes from 33 is

[1:05:51] proposed at 33 million in 2025, goes up to 39

[1:05:56] in 2026. So on the capital side. I mean, that's

[1:06:00] a 20% increase. In investment in roads. Just between this

[1:06:07] year's budget or next year's budget. I guess between 25

[1:06:09] and 26, and I know that 33 is up. From

[1:06:14] 2024. I guess. The moving parts in this. Because the

[1:06:20] same thing that councilor Rhodes mentioned jumped out at me

[1:06:24] is the operating cut. If you will. Or the use

[1:06:29] of a different five year average, I suppose, is what

[1:06:31] I'm hearing to establish the annual envelope. And I'm sure

[1:06:37] if we took December 2024, As our spending example, we'd

[1:06:42] need to allocate three times as much money. But to

[1:06:46] your very good point, Commissioner Steele. We barely had a

[1:06:50] winter last year, so it varies so much, and it's

[1:06:52] varying even. More. And into that challenge. Comes. What's the

[1:06:57] right number to budget? I took some comfort from that

[1:07:01] comment, though, that says we're not going to not do

[1:07:04] it if the weather is bad. We're going to take

[1:07:07] care of the essential services, and then we're going to

[1:07:10] manage. However, the budget variances end up working out. But

[1:07:14] I guess the question that it raises. Is. I know

[1:07:19] there is a practice in some municipalities where if the

[1:07:21] winter control budget is underspent instead of sort of spending

[1:07:25] the extra on additional operating maintenance, you put it in

[1:07:29] a reserve. Against a bad winter. Is that not our

[1:07:33] typical procedure? Thank you, madam. Chair, perhaps? I'll try and

[1:07:43] respond to that one. For chair Lehman. We don't have.

[1:07:50] A separate winter maintenance reserve. We have a single roads

[1:07:53] capital reserve, and so that is where we would draw

[1:07:57] those funds from in the event of a variance. So

[1:08:03] in the past, I think there has been some conversation

[1:08:06] about a winter maintenance. A separate winter. Maintenance reserve. However,

[1:08:12] for the time being, We've simplified it and used the

[1:08:16] Rhodes Capital Reserve. Okay, so I guess the overall question,

[1:08:22] staying with the big pictures within EPW for this meeting.

[1:08:27] This budget is proposing a substantial increase in capital expenditure

[1:08:30] on roads, so we're going to fix more roads over

[1:08:33] the next couple of years. The risk is that we're

[1:08:36] going to run a negative variance within the operating and

[1:08:39] maintenance. Line. But the overall spending decisions that you are

[1:08:44] proposing to committee and to council are a substantial increase.

[1:08:48] In expenditure on fixing roads that's funded by a reserve

[1:08:53] transfer. Which increases at 5% a year. And as I

[1:08:57] understand it, that 5% wasn't. Changed despite the budget pressures

[1:09:01] this year. Almer. Thank you, madam Chair. Excellent question from

[1:09:10] Chair Lehman. The Rhodes contribution was maintained. At 5% increase.

[1:09:18] Really? What? That is? It's a bit of a holdover.

[1:09:24] We have to prepare an asset management plan that considers

[1:09:27] a full financing plan. Of our program in July of

[1:09:32] 2025, so we're planning to bring that forward to committee

[1:09:36] and council. In May and June this year, and so

[1:09:40] that will be taking a longer term look at what

[1:09:45] the investment in those capital reserves needs to look like

[1:09:48] over the next ten and 20 years. It seemed. A

[1:09:53] little premature to increase the roads capital reserve contributions before

[1:09:58] that work had been completed. Okay. I appreciate that. That's,

[1:10:07] I think, a discussion that. We'll all sort of look

[1:10:10] forward to, because that right sizing. Of the infrastructure spend.

[1:10:16] To meet whatever level of deficit we believe continues to

[1:10:20] exist. And how far we can go in addressing that.

[1:10:23] Sounds like it'll be some work for 2025, and presumably

[1:10:27] in the 2026 economic update, there's the potential to adjust.

[1:10:30] Okay. My other question. Then you had to know this

[1:10:34] was coming. Director Misco on roads. What are the plans

[1:10:38] for that LVR investment in 2025 and 2026? Which roads

[1:10:43] are going to get done. Direct to me, scope. Thank

[1:10:47] you. Through you, madam Chair. I'll just pull up my

[1:10:49] notes. Here because I have some of them listed in

[1:10:52] case I was asked. So currently, right now, the status

[1:10:59] of the low volume road strategy is related to we've

[1:11:02] onboarded a consultant. We've met with contractors. On how best

[1:11:08] to manage these. How do we maximize the investment on

[1:11:10] these? So the plan is to work through that this

[1:11:11] winter. Gather things like geotechnical information. What's the road? Bedlike.

[1:11:16] What are the road conditions like? Obtain that data at

[1:11:19] the same time we're reviewing kind of. What new practices

[1:11:23] are within the industry instead of just a standard you're

[1:11:25] going to need. X amount of granular b, x amount

[1:11:28] of granular a, and x amount of asphalt to fix

[1:11:30] this road. Are the things like geotextiles, concrete stabilized bases

[1:11:36] that we can start to look into. That will make

[1:11:38] up part of that investment for 2025 is to potentially

[1:11:41] pilot some of these. New alternatives within our road network.

[1:11:47] On the list for that would be right now, as

[1:11:49] part of the assignment on the list is geotechnical analysis

[1:11:51] on twelve Mile Bay roads on the scoker. Road twelve

[1:11:54] Muskoka Road 51, which is Echo Lake road at Muskoka.

[1:11:57] Road 14, which is Fraserburg Road. So those are kind

[1:12:00] of our three. That's the three that are making up

[1:12:02] part of this assignment. We've got capital plans for 2025.

[1:12:07] 2026. Right now, assigned to what? I'll? Call lower volume

[1:12:11] roads is Muskoka Road 1213, 32 and 51 all have

[1:12:17] allocated capital funding, and the intent is to fund those

[1:12:20] improvements from the low volume road strategy. Recognizing that our

[1:12:24] investment will increase into 2026 once we've kind of finalized.

[1:12:31] Had a chance to assess what these new treatments look

[1:12:33] like and how they perform as well. And making sure

[1:12:37] that the investment that we're looking to put on these

[1:12:38] roads. Is going to get us the bang for the

[1:12:41] buck that we're looking for, short of. Just that $1.5

[1:12:45] million to reconstruct. Can we spend that money better and

[1:12:48] maximize the length of improvement we're able to undertake. I

[1:12:53] hope that helps answer your question a bit there. It

[1:12:55] does, yeah. Thanks very much. My last question. Or maybe

[1:12:58] just the comment, madam chair, because I recognize there's a

[1:13:01] number of budget meetings yet to come. It strikes me

[1:13:04] in reading the budget. That one of the major challenges.

[1:13:11] We are managing to your point, madam Chair, is we've

[1:13:13] made some expensive commitments to tackle. Some expensive problems. Mayor

[1:13:19] Kelly rightly has said housing at the top of that

[1:13:22] list. For two years now, we've talked about how that

[1:13:25] affects everything in Muskoka from the economy to every aspect

[1:13:29] of life here, and healthcare and everything else. But then

[1:13:36] we had some late breaking bad news. And then some

[1:13:39] even later, breaking good news that some of that bad

[1:13:42] news wasn't going to hit us. And that was the

[1:13:44] opp cost increase. Notwithstanding all of that. It's sort of

[1:13:50] shaking out, as I understand it, reading the budget. We're

[1:13:54] trying to manage, amping up our pace of investment into

[1:13:57] some really important things. Housing, obviously at the top of

[1:14:01] that list, but also asset management also. Climate change. And

[1:14:08] certainly the things we've been asked to do that are

[1:14:10] outside our remit like a hospital local share. So the

[1:14:14] challenge we've got, sort of strategically, I think, with the

[1:14:16] math, is you're. Trying to reach an increased pace of

[1:14:20] investment. But we know that doing all of that in

[1:14:24] one year would be prohibitively expensive for our residents in

[1:14:28] terms of the level of tax increase required. The district

[1:14:32] is in excellent financial condition due to excellent work by

[1:14:36] staff and previous counsels and so we try and mitigate

[1:14:40] that through smoothing strategies. That slow, that pace of increase.

[1:14:46] And still try and move us forward in the meantime.

[1:14:50] And I guess my comment, madam chairs, that comes through

[1:14:52] in this presentation, it comes through in the overall document.

[1:14:56] That as an example, if we're trying to move from

[1:14:59] where we are today, To. Doing 50% more five years

[1:15:04] from now. You don't do that 50% in one year

[1:15:08] or two years, you do that 5%. Over ten years

[1:15:11] or 6% over eight years, and you've made some choices

[1:15:14] around how we do that. And the math plays out

[1:15:17] this way. I guess, members of committee, the comment I

[1:15:21] would make. Starting at the start of this process. Is,

[1:15:26] I think let's learn what our residents are getting for.

[1:15:30] That investment, and I think that's very well documented in

[1:15:32] the presentation. And then there's choices around those priorities and

[1:15:37] how quickly we hit them. But the other comment I

[1:15:40] would make is that. If there's a positive of our

[1:15:45] financial condition. We've talked about this often in our first

[1:15:48] two budgets. It's that we have some degree on the

[1:15:53] capital side of flexibility. To. Handle these different, very expensive

[1:16:00] projects. And I know Commissioner Olimer's head is probably exploding

[1:16:03] when I say that, because. We've already made commitments to

[1:16:07] things like the Fairvern home and other projects, and so

[1:16:11] that flexibility. It's not like there's a big chunk of

[1:16:14] money sitting in the drawer that we can deploy to

[1:16:16] offset the tax increases. But I think the comment I'm

[1:16:21] making, Madam chair, is we, as committee and committee of

[1:16:25] the whole will need to balance those priorities and how

[1:16:28] quickly we accomplish them. And then decide what, if any,

[1:16:33] fiscal impact on the corporation. We're willing to stomach. Associated

[1:16:39] with those smoothing strategies because they're already in here. But

[1:16:43] those are choices that we make as well to try

[1:16:46] and offset the impact on our taxpayers. Anyway, I'll end

[1:16:49] my remarks there. But I think staff of the presentation

[1:16:53] and I think as one of our major priorities. Coming

[1:16:56] through in here, which is roads. That one number pops

[1:17:00] out on the roads. The annual envelope for operation and

[1:17:03] maintenance. But what's very important, I think, for us to

[1:17:06] communicate and understand is this is a budget for increased

[1:17:09] investment in roads, and there is further work coming in

[1:17:12] 2025 to further right. Size that investment. Thanks, madam chair.

[1:17:18] Okay, committee, any other questions? Councilor armor? Thanks very much,

[1:17:24] chair Lorenz, just more of a comment. It was nice

[1:17:27] to see the budget or for EPW to come in

[1:17:31] for staffing compliment, to see the state and status quo.

[1:17:34] Because that's one thing we always hear about, is that

[1:17:36] we're always building the empire hiring more people. So I

[1:17:39] just want to say. Thanks for that. It's nice to

[1:17:45] see. Okay. Any other questions? I've got one.

[1:17:56] So. We talk about needs and wants, and when we

[1:18:01] see the numbers for the locks and I'm. Not saying

[1:18:04] I'm not trying to pick on the walks, but we

[1:18:07] see the numbers. For the locks. 6000 users, what, 6

[1:18:12] million over the next. So many years. Do we see

[1:18:21] other than a nice to have, nice to be able

[1:18:23] to go from Joe to Rosso or Lake Muskoka. Instead

[1:18:29] of having to trailer your boat from one lake to

[1:18:30] the other. Considering that you can access port Carling from

[1:18:34] either side of the lakes. Is there a huge economic

[1:18:39] driver for the locks? Do we see commerce being built

[1:18:44] around this investment? Because it's an awful lot of money.

[1:18:52] In my opinion, that's a lot of affordable housing units,

[1:18:55] I guess. So just a quick question about that. And

[1:19:00] again, I know that. We have the. Because I've been

[1:19:05] there. I've done it. I've gone through it. I. Appreciate

[1:19:08] that. It's a lovely afternoon. But I could eat at

[1:19:12] turtle jocks from either side of the locks. So my

[1:19:17] question is. Do we see a huge boost in commerce

[1:19:21] because of those locks? Do you want me to take

[1:19:24] that, commissioner? So thank you for your question. We have

[1:19:32] not analyzed the economic impact of the locks. Certainly, if

[1:19:37] that's something that committee wanted us to sort of tackle.

[1:19:41] We could look at. What the cost of doing a

[1:19:43] review. I'm thinking that the last time we've sort of

[1:19:46] done direct and indirect economic impact of things. It's more

[1:19:49] of the airport is where we've done that sort. Of

[1:19:51] work. And so we could do that analysis to say,

[1:19:54] what is that supporting? The history of this is and

[1:19:59] why it's in the district is that it was provincially.

[1:20:02] An asset originally. It is obviously substantial infrastructure like, there's

[1:20:09] no doubt on that, and we certainly have more. Work

[1:20:11] to do on assessing. That infrastructure. And its state of

[1:20:17] repair and cost. Costs of renewal. But it was downloaded

[1:20:22] to the district. And the reason that it was at

[1:20:24] that level is because. It was so significant. It was

[1:20:28] considered regional because of the level of the infrastructure. It

[1:20:33] is the only locks that the district has, certainly, and

[1:20:35] I know that there's probably some area municipalities that would

[1:20:38] like to upload their locks, and we will say, no,

[1:20:40] thank you. But they're at a much lower, smaller level.

[1:20:45] Than. What we have at poor carling. But if it's

[1:20:49] of the interest. Of. So you see the utilization for

[1:20:52] sure. That's just of the big locks, the small. Locks

[1:20:55] can get used far more substantially because. They're self managed.

[1:21:01] And certainly we can ask the councilors what they see

[1:21:03] in port. Carling. I know it's very busy during the

[1:21:05] summer. Obviously not as busy in the winter. But we

[1:21:09] can do that sort of analysis if you want. I

[1:21:12] did. Thought I saw Councilor Kelly make a move first.

[1:21:19] But I do see your hand, councilor. Cooper. So I'll

[1:21:21] go to you after that. Councilor Kelly. No. I thought

[1:21:25] you had leaned in. Yeah, I thought you were calling

[1:21:27] on councilor. Cooper. I just saw your reaction first. I

[1:21:33] don't know how to respond to that. I suppose we

[1:21:35] could fill it full of. Dirt and plant roses in

[1:21:37] it and call it a rose garden. But the fact

[1:21:41] is, If you want to accelerate the pace and the

[1:21:48] stress to try to remove ourselves from the district. I

[1:21:51] think that would be a good first step. I don't

[1:21:54] know. I have no comment. I mean. You're never going

[1:21:59] to make economic sense, I suspect. Although I will tell

[1:22:02] you a lot. Of the traffic that you can't record,

[1:22:05] whether it's 6000 passages a year. I think that was

[1:22:07] the number. The ones that you can't just winch out

[1:22:11] onto an easy loader trailer are the barges full of

[1:22:15] building materials that go through every single day. So it

[1:22:18] is a main transportation route for that. I guess there's

[1:22:21] workarounds. We could have barges on both sides. But the

[1:22:25] fact is, it's a historical part of. A cultural part.

[1:22:31] Of our township. I can tell you, it will be

[1:22:36] going nowhere if the district chooses, for whatever reason, not

[1:22:40] to. Continue to fund it, I guarantee you it won't

[1:22:43] become anything other than what it is. I was just

[1:22:47] trying to point out that that's a lot of money.

[1:22:49] That's. All, but we'll go to councilor Cooper. Thank you,

[1:22:56] chair. Not having used the lock. And from Georgia Bay.

[1:23:02] I will say, though, that. Strikes me that it might

[1:23:06] be a rather important facility for. The highest paying taxpayers,

[1:23:12] your seasonal residents, and I don't think they'd be very

[1:23:15] happy. That's just my guess. But I'm sure other counselors

[1:23:18] can respond. I think I heard a little bit about

[1:23:20] that already. Yes, a lot of money. But you're getting

[1:23:25] collecting a lot of money from that group. Thank you.

[1:23:29] I agree about the nostalgia. I was just asking. It's

[1:23:35] time to ask the question. I personally think, in response

[1:23:39] to these comments, that. It would be interesting to know.

[1:23:45] What and how many barges do go through and all

[1:23:48] those things. I think it's important. To report. When again,

[1:23:52] we spend a lot of money on a lot of

[1:23:54] things and we talk needs and wants. I did see

[1:23:57] Councilor Burry wanted to chime in. Thank you. I have

[1:24:01] a little bit of knowledge of the lock, and I'm

[1:24:04] the treasurer of the museum, which is the tenant of

[1:24:06] the district on the little island that is between the

[1:24:09] locks. I'll point out that there are two locks. There's

[1:24:13] a big lock. That is maintained by the district and

[1:24:17] has human capital. To operate it and a small lock

[1:24:21] that can let the boats through, which is completely unattached.

[1:24:25] To the big lock. Making an economic sense of the

[1:24:29] big lock. Chair Lorenz. I'd point out that the Winona

[1:24:34] from the Muska Discovery center comes through the locks several

[1:24:38] times a week to go to Rosso and to joe

[1:24:41] the peerless. Goes through every day. There'd be a whole

[1:24:46] pile of people that would be ecstatic if we close

[1:24:49] the lock because then we wouldn't have to wait for

[1:24:51] the lift bridge. And when the lift bridge goes up.

[1:24:55] The backup. Can be three and 4 km long. During

[1:25:00] rush hour. And believe me, the mayor and I can't

[1:25:04] count the number of calls we have on that the

[1:25:06] bigger concern I think we should have as counselors and

[1:25:09] for public works is that the hydraulics that operate the

[1:25:13] lift bridge. I'll start with antiquated and go south from

[1:25:18] there. They're held together by duct tape and binder twine.

[1:25:25] If something goes wrong with those hydraulics, we're in big

[1:25:28] trouble. Especially if it's. Stuck in the open position in

[1:25:32] rush hour during the summer. And I know that it's

[1:25:37] very old equipment and that our staff have done a

[1:25:40] remarkable job keeping it together. And for that we're very

[1:25:45] appreciative. But lift bridges are problematic. You can lose your

[1:25:50] top. There's all kinds of problems associated. So it's not

[1:25:54] just the lock. It's the road which is District Road

[1:25:59] 118. And a lift bridge. So I'd love to see

[1:26:05] the economic piece. I'm all in favor of user pay.

[1:26:09] I'm not sure how much my friends. At the Muskoka

[1:26:12] Discovery center are going to be interested in having their

[1:26:15] fees ratcheted up to pay for it, though, because. We've

[1:26:19] decided that there are other things, like overpaying for Fairvern,

[1:26:22] that are. Higher priorities for us as a council. And

[1:26:26] I'll apologize for my tirade and thank you for hearing

[1:26:29] me. Okay, I guess. I wanted to ask, as far

[1:26:35] as the safety of the hydraulics of the bridge, I

[1:26:37] think. We need to address that, because being held together

[1:26:40] with duct tape is. Probably. I would suggest it's probably

[1:26:45] not true, so let's clarify that. Thank you, madam Chair.

[1:26:54] So absolutely. The equipment at the lift bridge is older.

[1:26:56] It's certainly the original vintage of the equipment. And it's

[1:26:59] not to say that. It can't be continually operated. It

[1:27:03] is certainly something that's on our radar every time there's

[1:27:06] a lift to make sure that. We've made sure that

[1:27:09] all the maintenance is done appropriately. We had an emergency

[1:27:13] purchase. I believe last year to make sure that it

[1:27:16] was properly operating without incident. Understand that there's always that

[1:27:22] risk on any movable bridge that it could get stuck.

[1:27:24] In the open position. And especially significant for Port Carling

[1:27:29] because the diversion route is ours. And so I appreciate

[1:27:32] that. I think the other important thing that I would

[1:27:35] share. So I understand that concern from the community is

[1:27:39] through our transportation master plan. We will be looking at

[1:27:42] redundancies in the road network. And so things like that,

[1:27:46] if there's an incident, what do we do? What's the

[1:27:48] appropriate diversion? And so we are thinking about that. Now,

[1:27:53] and we'll continue to make the appropriate investments in the

[1:27:55] infrastructure so that it can be reliably operated again. Just

[1:27:59] like anything, there's always a risk. And so we try

[1:28:02] not to do it on Friday afternoons of a long

[1:28:04] weekend because that's. When bad things happen. So I would

[1:28:08] say with confidence that the team is doing everything needed

[1:28:12] to do to make sure that it operates appropriately. Is

[1:28:16] there an appropriate investment replacing that entire bridge? I would

[1:28:20] say probably not, because we're able to maintain and operate

[1:28:23] the equipment appropriately. I believe in director Misco can correct

[1:28:27] me. We did a recent upgrade of the electrical system.

[1:28:30] In that area. To provide better reliability of the equipment.

[1:28:33] We've got new controls. That are going in or have

[1:28:38] gone in, and so. There will be investment or continued

[1:28:42] investment in infrastructure so that it is reliable. The last

[1:28:45] thing we want to do is to send a note

[1:28:47] out to say, hey, by the way. We'll probably put

[1:28:50] it on municipal 5111 and just pretend like. It didn't

[1:28:54] happen. But. The bridge is stuck open and so find

[1:28:58] another route, and we certainly don't want to do that.

[1:29:02] And definitely don't want to do that. So what I'd

[1:29:05] say is there's ongoing investment, and we're making sure that

[1:29:07] the bridge functions reliably, and I can almost guarantee there's

[1:29:11] no duct tape. Or binder twine in the operation. But.

[1:29:17] I get the comment. Chair. Lee min, you add something?

[1:29:22] Yeah, just quickly. Madam chair. I think it's a fair

[1:29:26] question to ask, and it comes up every year. I

[1:29:28] mean, it's a million dollar budget to run the port

[1:29:30] carling locks. However. You got to get into the next

[1:29:34] level of numbers. Half of that is the reserve contribution

[1:29:37] for capital. So that's to fix the problem. Councilor Bury's

[1:29:41] problems Councilor Burry. Is rightly talking about maintaining aging infrastructure

[1:29:45] that is critically important to the summer operation. Of some

[1:29:51] key pieces of the Muskoka tourism economy. The question I

[1:29:55] would have. And credit to staff the poor Carling Locke's

[1:29:59] operating budget. Is proposed to remain almost flat. So there's

[1:30:05] no increase in ballooning cost on the operating side, it

[1:30:09] is that capital. Piece. The question I would have is

[1:30:12] it shows 100, and I think 27 grand here for

[1:30:15] revenue. I'm assuming that's just the big lock. Mr. Misco.

[1:30:23] Thank you. Through you, madam chair. That would include the

[1:30:24] big lock and small lock passages. Okay, so. That actually

[1:30:28] is both. And does the 6000 number include both locks?

[1:30:31] I thought I heard that was just the big lock,

[1:30:33] correct. That's primarily the large locks. Counting traffic through the

[1:30:40] small locks. It's an unstaffed location, so it's paid per

[1:30:43] use as you go through, so. We don't have the

[1:30:47] best numbers on that side of the locks. Yeah, okay.

[1:30:51] I'll leave that alone. Thanks. Madam. Chair. Okay, committee. Okay,

[1:30:57] healthy discussion. I guess. Do I have something to read?

[1:31:08] Thank you. It is moved by Chair Lehman, second by

[1:31:13] Councilor Laquis, that the 2025, 2026 draft tax supported operating

[1:31:19] and capital budget and forecast for the engineering and Public

[1:31:21] Works Department, dated January 10, 2025, be endorsed and forwarded

[1:31:26] to the committee of the whole council for further consideration.

[1:31:30] Any more discussion. Okay. Thank you. All in favor? And

[1:31:40] that carries. Thank you. So I

[1:31:48] see. No motions. Any new business? Committee.

[1:32:00] Okay seeing none. It is moved by Councilor La. Quiet.

[1:32:05] Second by councilor armor that we do now retire. To

[1:32:08] Engineering and Public Works Committee and closed session to discuss

[1:32:11] a matter before the Ontario land tribunal. Pursuant to the

[1:32:14] following subsections of section two, three, nine, Two of the

[1:32:21] Municipal Act 2001, as amended. Litigation or potential litigation, including

[1:32:28] matters before administrative tribunals affecting the municipality or local board.

[1:32:34] And advice that is subject to solicitor client privilege, including

[1:32:37] communications necessary for that purpose.

[1:32:50] Okay. Thank you. Welcome back. It is moved by chair

[1:32:53] Lehman, second by council roads, that staff be directed to

[1:32:57] proceed with the direction provided in the preceding closed session

[1:33:00] as outlined in confidential report pw. Twelve 2024 one.

[1:33:11] Committee. All in favor? Nycari. Thank you.

[1:33:23] And again, thanks. For a great year before we adjourn

[1:33:32] this meeting. There's been a lot of work done around

[1:33:35] the district of Muskoka, some really good discussions at this

[1:33:39] table, and so I thank you for your time and

[1:33:42] attention. Thanks to staff. So it is moved by councilor

[1:33:46] Cooper, second, by councilor Kelly, that engineering and public Works

[1:33:49] committee adjourns to meet again on Wednesday, January. 22nd, 2025,

[1:33:55] at 09:00 a.m. Or at the call of the chair.

[1:33:59] All in favor?

Untitled meeting

Transcript