1. No category

35 Alice Street, Brighton ON KOK 1H0
Meeting Date: October 20, 2014
Location: Council Chambers
Time: 6:30 PM
Council Agenda
Page
1.
Call to Order
2.
Approval of Agenda
2.1.
Agenda for the October 20, 2014 Council meeting
Recommended motion:
That Council approves the agenda for the October 20, 2014
Council meeting as presented.
3.
Declarations of Pecuniary Interests and the General Nature
Thereof
4.
Announcements
5.
Adoption of Minutes
5.1.
Council meeting minutes, September 30, 2014
9 - 10
Recommended motion:
That Council approves the Council meeting minutes of September
30, 2014, as presented.
5.2.
Council meeting Closed Session minutes, September 30, 2014
Recommended motion:
That Council approves the Council meeting Closed Session
minutes of September 30, 2014, as presented.
5.3.
Council meeting minutes, October 6, 2014
11 - 20
Page
Recommended motion:
That Council approves the Council meeting minutes of October 6,
2014, as presented.
5.4.
Council meeting Closed Session minutes, October 6, 2014
Recommended motion:
That Council approves the Council meeting Closed Session
minutes of October 6, 2014, as presented.
6.
Statutory Public Meeting Pursuant to Section 34 of the Planning
Act - None
7.
Planning Issues - None
8.
Delegations
8.1.
Concerned Citizens for Little Lake Road, Tees Lane and County
Road 30 will address Council regarding the health and safety of
people using these roads, and transportation standards.
21 - 31
Recommended motion:
That Council receives the delegation from Concerned Citizens for
Little Lake Road, Tees Lane and County Road 30 regarding the
health and safety of people using these roads, and transportation
standards.
9.
Citizen Comments
9.1.
10.
Citizen Comments at the October 6, 2014 Council meeting.
Staff Reports
10.1.
Brighton Branding Strategy Report from Elisha Purchase,
Manager of Economic Development and Commuications
32 - 73
Recommended motion:
That Council approves the Branding Strategy as delivered by Gary
Lintern and Olivia Lintern from Tenzing Communications;
And that the Business Plan & Strategy for the Brighton Creative
Trade Centre/ Brighton Public Library be supported;
Agenda: Municipality of Brighton Council Meeting
Monday, October 20, 2014
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Page
And that Council support the creation of an Advisory Committee
to oversee the feasibility of a multi-use facility that would house a
new library and Creative Trade Centre with support from the
Economic Development Manager and Library CEO;
And that Council receives information pertaining to the Branding
Development Launch Event planned for Thursday, October 30th
at the King Edward Community Centre
10.2.
September 2014 Accounts Payable Report from Linda Widdifield,
Director of Finance and Administration
74 - 84
Recommended motion:
That Council receives the September 2014 Accounts Payable
Report, in the amount of $3,314,973.08, as paid
10.3.
Third Quarter Financial Report for 2014 from Linda Widdifield,
Director of Finance and Administration
85 - 101
Recommended motion:
That Council receives the Third Quarter Financial Report for 2014
from Linda Widdifield, Director of Finance and Administration
10.4.
Aeration Chronology Report from Catherine Chisholm, Manager of
Environmental Services
102 - 218
Recommended motion:
That Council receives the report from the Manager of
Environmental Services dated October 20, 2014 regarding
Aeration Chronology as information
11.
Notice of Motions & Motions
11.1.
Notice of Motion from Councillors John Martinello & Mary
Tadman regarding purchasing
On September 19, 2014, Councillor Martinello was informed by
Mrs Cindy Lewis - the owner of the local, independent business
known as Rock. Paper, Scissors - that staff had told her that the
Municipality of Brighton would no longer purchase paper & other
products from her store.
Agenda: Municipality of Brighton Council Meeting
Monday, October 20, 2014
Page 2 of 236
Page
The decision to stop purchasing from this locally owned &
independent business was done without the explicit approval of
council & without the benefit of a cost-benefit analysis.
This decision is inconsistent with, & flies in the face of, council's
decisions to spend hundreds of thousands of Brighton taxpayers'
money on the hiring of an Economic Development Officer, the
hiring of a Downtown Revitalization Coordinator & the expansion
of the industrial park.
It is recommended that:
(a) every decision to cut off business to a local business be
explicitly approved, on a case by case basis, by council; and
(b) the staff direction to explicitly cut off purchases from Rock,
Paper, Scissors be immediately & fully rescinded.
11.2.
Notice of Motion from Councillors John Martinello & Mary
Tadman regarding wages & benefits
In the interest of accountability & in order to ensure that all of
council & Brighton taxpayers better understand how their money
is spent, it is recommended that there be a monthly report,
presented in the open session of a council meeting, that includes:
(a) the total salaries, wages & benefits paid to all persons
employed in Public Works;
(b) the total salaries, wages & benefits paid to all persons
employed in Parks & Recreation;
(c) the total salaries, wages & benefits paid to all persons
employed in Finance; and
(d) the total wages, salaries & benefits paid to all other persons
not employed in Public Works, Parks & Recreation and Finance.
11.3.
Motion brought forward from the October 6, 2014 Council
meeting from Deputy Mayor Mike Vandertoorn and Councillor
Craig Kerr regarding Whites Road
Recommended motion:
That staff be directed to prepare a bylaw governing movement of
heavy truck traffic on Whites Road east of Scriver Road
11.4.
Motion brought forward from the October 6, 2014 Council
meeting regarding stormwater drainage issues from Councillors
John Martinello & Mary Tadman
Agenda: Municipality of Brighton Council Meeting
Monday, October 20, 2014
Page 3 of 236
Page
Recommended motion:
In order to ensure the safety, security & value of Brighton homes
& protect Brighton’s agricultural economy, it is recommended
that council direct staff to resolve longstanding stormwater
drainage issues, no later than 15 November, 2014, at the
fallowing locations:
a) In the vicinity of Cheer Farms on the south side of Hwy 2, on
the west side of Brighton
b) the south end of Perry Avenue
c) In the vicinity of Baldwin Street & Morrow Streets
12.
Unfinished Business
13.
By-Laws
13.1.
By-Law of the Municipality of Brighton being a By-Law to
authorize Temporary Road Closures for portions of various
Streets during the Santa Claus Parade in the Municipality of
Brighton on November 21, 2014.
219
Recommended motion:
That Council gives a By-Law its first, second and third and finally
passes this date:
A By-Law of the Municipality of Brighton being a By-Law to
authorize Temporary Road Closures for portions of various
Streets during the Santa Claus Parade in the Municipality of
Brighton on November 21, 2014.
14.
Reports of Advisory Committees of Council
14.1.
Applefest Advisory Committee minutes September 3, 2014,
September 10, 2014
220 - 226
Recommended motion:
That Council approves the following Advisory Committee minutes
and the recommendations contained therein:
Applefest Advisory Committee minutes September 3, 2014,
September 10, 2014
15.
Reports of Statutory Committees, Boards & External Agencies None
Agenda: Municipality of Brighton Council Meeting
Monday, October 20, 2014
Page 4 of 236
Page
15.1.
1. Brighton District Chamber of Commerce minutes August 26,
2014
2. Downtown Business Improvement Association minutes
September 3, 2014
227 - 230
Recommended motion:
That Council receives the reports of Statutory Committees, Board
and External Agencies:
1. Brighton District Chamber of Commerce minutes August 26,
2014
2. Downtown Business Improvement Association minutes
September 3, 2014
16.
Correspondence
16.1.
Email dated October 1, 2014 received from the Canadian
Diabetes Association requesting that Council proclaim November
as Diabetes month and November 14th as World Diabetes Day in
Brighton
231
Recommended motion:
That Council receives or approves the email from the Canadian
Diabetes Association dated October 1, 2014 requesting a
proclamation; and if supported
That November be proclaimed as Diabetes month and November
14th as World Diabetes Day in Brighton
16.2.
Email dated October 13, 2014 received from Adrain Ellis
regarding ballot processing
232 - 234
Recommended motion:
That Council receives or approves the email from Adrian Ellis
regarding ballot processing and if supported
16.3.
Letter received October 9, 2014 from Scott Anderson regarding
land use designations on private property.
235
Recommended motion:
That Council receives or approves the letter received October 9,
2014 from Scott Anderson regarding land use designations on
private property and if supported
16.4.
Email dated October 15, 2014 received from Leeann Hickerson,
Agenda: Municipality of Brighton Council Meeting
Monday, October 20, 2014
236 - 237
Page 5 of 236
Page
Brighton Public School Council requesting Council donate a free
public skating pass for every child that participates in the Math-athon
Recommended motion:
That Council receives or approves the email dated October 15,
2014 received from Leeann Hickerson, Brighton Public School
Council requesting Council donate a free public skating pass for
every child that participates in the Math-a-thon and if supported
17.
FYI Correspondence- None
18.
Question Period
19.
In Camera Session
19.1.
A report from Elisha Purchase, Manager of Economic
Development and Communications, being a subject regarding a
proposed or pending acquisition or disposition of land by the
municipality or local board, pursuant to Section 239(2)(c) of the
Municipal Act, 2001, as amended
Recommended motion:
That Council now moves into Closed Session to discuss a report
from Elisha Purchase, Manager of Economic Development and
Communications, being a subject regarding a proposed or
pending acquisition or disposition of land by the municipality or
local board, pursuant to Section 239(2)(c) of the Municipal Act,
2001, as amended
20.
Confirmatory By-Law
20.1.
for the October 20, 2014 Council meeting
Recommended motion:
That Council gives a By-Law its first, second and third reading
and finally passes this date:
A By-Law of the Municipality of Brighton being a by-law to
confirm the proceedings of the Council of the Municipality of
Brighton meeting held on October 20, 2014
21.
Adjournment
21.1.
October 20, 2014
Agenda: Municipality of Brighton Council Meeting
Monday, October 20, 2014
Page 6 of 236
Page
Recommended motion:
That this meeting of the Municipality of Brighton Council be
adjourned at ___ p.m. Council to meet again on Monday,
November 3, 2014 or at the call of the Mayor.
Agenda: Municipality of Brighton Council Meeting
Monday, October 20, 2014
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Municipality of Brighton
Council Meeting
Council Date:
20 Oct 2014
To:
Council
Prepared By:
Elisha Purchase, Manager of Economic Development &
Communications
Reviewed By:
Gayle Frost, CAO
Department:
Economic Development & Communications
Subject/Title:
Brighton Branding Strategy
Recommendation:
That Council approves the Branding Strategy as delivered by Gary Lintern and Olivia
Lintern from Tenzing Communications;
And that the Business Plan & Strategy for the Brighton Creative Trade Centre/ Brighton
Public Library be supported;
And that Council support the creation of an Advisory Committee to oversee the
feasibility of a multi-use facility that would house a new library and Creative Trade
Centre with support from the Economic Development Manager and Library CEO;
And that Council receives information pertaining to the Branding Development Launch
Event planned for Thursday, October 30th at the King Edward Community Centre.
Background/Purpose:
A resolution to move ahead with a branding development strategy with inclusion in the
2014 Capital Budget was approved by Council and awarded to Tenzing Communications
in November of 2013.
Page 32 of 236
A concept was presented on June 2, 2014 where Council received the information
presented by Gary Lintern and Olivia Lintern from Tenzing Communications regarding
the Branding Strategy development, and instructed staff to move forward with the
development of a business plan for the BCTC concept presented as part of the strategy.
A team comprised of four members have contributed to the development of the BCTC
Business Plan:
Elisha Purchase
Laurie Caouette
Sherry Hamilton (Chamber of Commerce)
Tracey Acker (local business operator)
Analysis/Comments:
Part 1 – Branding Strategy – Tenzing Communications
Final deliverables of this project are ready to be presented and supported by Council. A
presentation is being delivered by Tenzing Communications with the final delivery of the
Brighton Branding Strategy including:
Marketing Roll-Out Plan
Brand & Graphics Guide
Part 2 – Business Plan – Elisha Purchase
As instructed, staff have prepared a Business Plan for the development of the Brighton
Creative Trade Centre. Business Plan contents include:
Purpose
Project Summary
Market Analysis
Business Structure
Industry Analysis
Operating Plan
Financial Plan
Competitive Analysis
Marketing Plan
Impact Analysis
Business Plan Summary
Building the Product - Purpose of the BCTC:
(1) Reinvent Brighton as a unique and entertaining destination by integrating 'maker
enterprises', tourism, community resources and artisan demonstration in a flexible hub,
purpose-designed to be the centre of creative trades and development in the region.
Page 33 of 236
(2) Generate spin-off retail, manufacturing and related business growth, and attract a
new generation of residents and visitors.
Project Summary:
Provides clarity around the Branding development process and the need for Brighton to
create brand preference if the community is to meet the key objectives:
Increase Tourism
Increase Property Values
Create Employment
What could it look like:
Public-Private Partnership (PPP) allows us to manage needs/ leverage existing assets.
This plan identifies the need for three key anchors that will help sustain the creation of
a new and unique Brighton Creative Trade Centre (BCTC) – a place that connects
incubation, mentorship, and tourism attraction to a new cluster of business leaders.
Library/ Resource Centre + Tourism (Public Partner)
Café/ Eatery (Private)
Education
By securing these anchors, integrating ‘maker enterprises’ to support and attract create
trades entrepreneurs will be feasible and sustainable.
Upon completion of a draft plan, staff attended a meeting of the Brighton Public Library
Services Board to discuss a partnership opportunity. The following resolution was
approved by the Board;
Proposed Components:
Library/ Resource Centre
Craft Incubator Spaces
Educational Space
Meetings/ Demonstration/ Event Space
Office/ Professional Services
Admin/ Tourism
Commercials Kitchen/ Eatery
Public Washrooms
Location/ Service Area:
Based on criteria provided in the branding development strategy, it is our
recommendation that existing commercial assets located in the municipality be
investigated for feasibility for the development of a Brighton Public Library and Creative
Trade Centre. There are number of opportunities that would fit the requirements, meet
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multiple objectives, and support the success of a multi-purpose facility that should be
investigated.
Competitive Analysis:
Analysis has been completed on twelve complimentary operations including incubators,
communities, libraries, and cultural venues. Although a number of similarities and
complementary areas have been identified, the BCTC concept is unique in its nature
due to the diversity of services and business model components. Each comparator
referenced in this plan has been identified for key strengths, as well as differences that
make the BCTC concept one of a unique nature.
Conclusions:
Blending of the library and BCTC meets the needs of all partners and creates a
sustainable, multi-use facility with shared services.
Executing this plan will allow Brighton’s new story to come to life.
A staged approach has been developed and is achievable with partnerships
secured.
Short and long term objectives will be met and will create positive economic
impact on our community.
Let’s marriage two plans and make what this community needs happen! We need to
collaborate if our vision is to become a reality.
Financial Implications:
Proposed resources for future implementation have been identified in the Branding
Strategy and Business Plan. Future recommendations will be presented by staff during
the 2015 budget process.
Attachments:
Marketing Roll-out Plan
Business Plan & Strategy
2
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ECONOMIC DEVELOPMENT
MARKETING PLAN
THE MUNICIPALITY OF
BRIGHTON
TENZING
OCTOBER 10, 2014
Page 36 of 236
All successful companies, initiatives and organizations employ marketing strategy and techniques to
focus attention on the qualities or unique characteristics most likely to generate preference and, in
turn, revenue. Communities in this millennium are no different. If blessed with natural resources or a
unique legacy, the task is relatively straightforward. The majority, have to work a little harder at it, and
in that context, Brighton is a good example. From a marketing perspective, Brighton lacks the unique attributes required to take the simple,
straightforward path. Brighton has to imagine and then make a new future.
What Brighton has in abundance is a rich resource of people and skills and a network of entrepreneurs
and community leaders who are willing to contribute to the greater good. The community has
demonstrated the willingness to reinvent their economic future by creating a maker industry hub in the
middle of town and focusing marketing efforts on that hub. If successful, the hub - The Brighton
Creative Trades Centre (BCTC) - will become the focal point of business recruitment, tourism attraction
and in the long term, a revitalized tax base.
There is general agreement to date regarding the nature of this new facility. Now the marketing work
must begin.
BCTC project development is likely a two-year endeavour regardless of new build or refurbishing an
existing space and with or without partnering with a newly imagined local library. But positioning and
promoting the community of Brighton won't wait two years. While the BCTC site is being selected,
approved, designed, built and filled, efforts to position, engage and promote the community will begin.
And in some ways, this is fortunate. Building awareness for a community in a specific context (maker
industry and related tourism) will take time, especially in lieu of significant promotional budgets.
So we'll build the marketing foundation of awareness as the actual building goes through the necessary
planning, funding and development phases and we'll be ready when the BCTC opens its doors.
1 Page 37 of 236
MARKETING
In its simplest terms, marketing is a relevant blend of product and position, place, price, people and
promotion. In that context, Brighton has already moved well along the path to making good decisions.
Product: What are we promoting and selling?
•
We will create the Brighton Creative Trades Centre and market it as the primary community
attraction.
•
We will position Brighton as a progressive, innovative community and home to a growing 'maker'
economy.
Place: Where will people find our product?
•
There are several locations and BCTC concepts under consideration. This process is well under way.
•
The entire community (in town and rural) will become our distribution centre (networking and
participation).
Price: What will people pay for our product?
•
BCTC rent, revenue generation, funding and other forms of pricing will be factored into the
business model as it is developed.
•
Benchmarks for current economic activity should be set and metrics for tracking change should be
established.
People: Who will sell and who will buy?
•
The residents and business owners of Brighton will be the first wave of BCTC tenants and our
network of engaged advocates (everyone becomes a sales associate).
•
Target audiences are identified in the Promotion Plan.
Promotion: How will our target audiences learn about what Brighton offers?
•
The balance of this marketing plan is focused on a strategy, core tactics, budgets and a timeline for
promotion over a two-year period (development to launch).
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The Municipality of Brighton Ontario, Economic Development Marketing Promotion
Objectives:
1. Position Brighton Ontario as a progressive, innovative community and home to a growing 'maker'
economy.
Metrics:
Web traffic
Tourism revenue
Anecdotal
2. Engage the entire community in awareness building, BCTC ownership and business recruitment (for
both the BCTC and for the greater community - main street, industrial park, etc.
Metrics:
BCTC Share ownership
Web traffic
Media mentions / support
Business recruitment
3. Support the development and launch of the BCTC and build awareness of the BCTC among
business recruitment and tourism targets.
Metrics:
Launch success
Tourism traffic
Media mentions
Paid media impressions
Community network support
Target Audiences:
Local
• business leaders (maker industry and otherwise)
• residents (all, in town and rural)
• media (radio and newspaper)
Regional
• government partners and tourism partners
• businesses and residents
• media (print, broadcast)
Provincial
• maker industry media
• tourists
• entrepreneurial prospects
3 Page 39 of 236
Demographics:
1. Boomers, early retirees (local, regional, provincial)
2. Twenty & Thirty somethings, artisan/maker profiles (local, regional, provincial)
Psychographics:
While PSYTE Clusters may prove useful down the road for media plan development, for the purposes of
this plan, the social make-up of our target audience is as follows:
There are population segments both locally and further afield comprised of people who are skilled in
maker or artisan trades and creative activities - and who are open to pursuing alternative career and
lifestyle paths. They are early retirees who have long harboured a dream to do something different and
they are younger demographics that are opting for a simpler, self-managed lifestyle. Both groups fit our
target profile for the BCTC.
Campaign Theme:
Make It (In) Brighton!
Promotion (Communications) Strategy:
There are two strategic streams that will run concurrently over the next two years: Positioning and
promoting the community as an emerging maker industry centre; planning and building the BCTC.
These two streams will merge as the BCTC becomes the self-funding focal point of promotion in
mid-2016.
1. Promote the Vision of Making It in Brighton to local business leadership, residents and media.
Build regional awareness of emerging maker industry innovation and focus in Brighton.
2. Support community ownership and partnership in the planning, building and launch of the BCTC include local participation and mentoring in the first wave of tenants.
Timing & Budgets:
• October - December, 2014
Complete planning and community engagement.
o RFP Funded
o New Money
o ED Web Budget
$ 18,000
$ 10,000
$ 17,000
• January 2015 - December 2015
Package and promote community and BCTC development support.
o Existing ED Budget (proposed)
$140,000
• January 2016 - June 2016
Merge community promotion with launch of BCTC.
o Budget
$ TBD
(a blend of BCTC funding, revenue and ED budgets)
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TOP-LINE TACTICAL PROMOTION PLAN - TWO STREAMS
Stream One:
BCTC Fund, Build & Fill
Stream Two:
Community Promotion
Note: Tactical specifics (defined media relations plans, media lists and costs, website details and
architecture, etc.) are outside the scope of this planning exercise but are the logical next step for the
organizations that implement the strategy.
OCTOBER 2014 - DECEMBER 2014
DEVELOP AND DEPLOY
•
STREAM ONE: BCTC
o Community Vision Event (TZ Presentation)
o Facebook Community Engagement Tool
(to be created)
$ 6,000
$ 6,000
o BCTC Vision Microsite
(to be created)
$10,000
•
STREAM TWO: COMMUNITY
o Brand Guide (complete)
o Marketing Plan (complete)
$ 3,000
$ 3,000
Brighton Website Dev. Part 1
(planning to commence Nov 1)
$17,000
5 Page 41 of 236
JANUARY 2015 - DECEMBER 2015
DEVELOP AND DEPLOY
(based on planned ED budget of $140,000)
•
STREAM ONE: BCTC
BCTC Pitch Kit (Brochure/folder/inserts)
(selling the merits of the Vision to the community,
media and prospective tenants).
$12,000
January - March delivery
Public Relations (local media engagement, ground-breaking ceremony, regional media engagement,
community-funding).
$16,000
April - August
•
STREAM TWO: COMMUNITY
Community (ED) Website & Pitch
Kit (the tools require to promote the community for business recruitment, and other forms of
investment).
$32,000
January - March delivery
Paid Advertising & Merchandising (tourism ads - print or radio, town signage, park entrance promotion,
summer event)
$55,000
May - August delivery
Catalogue One (Maker Magazine)
(a print magazine format promoting local artisans, the community Vision and upcoming events and
milestones to be distributed at Tourism locations).
$25,000
May Delivery
6 Page 42 of 236
JANUARY 2016 - JUNE 2016
DEVELOP AND DEPLOY
(Budget planning this far out is not applicable. However, costs will remain and should remain in line
with previous spending, and the BCTC, when operational, should become a self-funding, communityowned enterprise.)
•
•
STREAM ONE: BCTC
o
o
o
o
BCTC Marketing Plan
BCTC Website
Catalogue Two (featuring news and products of local creative trade community)
Pre-Opening Media Relations
o
o
o
o
Grand Opening Event (June 2016)
BCTC Media Relations
BCTC Paid media (print, broadcast and partners)
Mini events throughout the summer
STREAM TWO: COMMUNITY
o Community (owner/advocate) pre-Launch event
o ED website updates, outreach
o Limited ED advertising (this moves to BCTC Stream)
Note: By about June 2016, after the BCTC opens, marketing and advertising costs from the public
budget should decrease to a minimum and all focus in promotion should be on building awareness and
traffic to the BCTC (and related local enterprises).
7 Page 43 of 236
BUSINESS PLAN & STRATEGY
BRIGHTON CREATIVE TRADE CENTRE/ BRIGHTON PUBLIC LIBRARY
____________________________________________________________________________
Make your own future.
Brighton Economic & Community Development
October 2014
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CONTENTS
Purpose Statement
Page 3
Project Summary
Page 4
Market Analysis
Page 5
Business Structure
Page 7
Industry Analysis
Page 9
Operating Plan
Page 13
Financial Plan
Page 18
Competitive Analysis
Page 19
Marketing Plan
Page 24
Impact Analysis
Page 27
2
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OUR PURPOSE
(1) Reinvent Brighton as a unique and entertaining destination by integrating 'maker enterprises',
tourism, community resources and artisan demonstration in a flexible hub, purpose-designed to be the
centre of creative trades and development in the region.
(2) Generate spin-off retail, manufacturing and related business growth, and attract a new generation of
residents and visitors.
How:
(1) Build a business: Create a for-profit, shared-cost business model that optimizes existing or planned
community investment, existing provincial park tourist traffic and regional marketing successes generate measureable financial gain for the community in the process.
(2) Choose the smart location: Convert an existing downtown space to reflect the culture and legacy of
area. Re-invigorate downtown and neighbouring streets and attractions as a result.
(3) Inspire 11,000 Fans: Mobilize local cottage industry and small enterprise business owners as
stewards of the project. Engage the entire community including rural and agri-business neighbours in
ownership.
Value:
Achieving community economic development objectives with a sustainable, self-sufficient business
solution.
Personality:
Creativity / Collaboration / Mutual Success / Progressive
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PROJECT SUMMARY
Brighton Branding Process
The Municipality of Brighton has identified and packaged a new brand. The purpose of the brand in this
case is to aid in economic development with a goal to increase local business, property values and
tourism.
The brand development process was completed by Tenzing Communications who presented findings
that represent a blunt but respectful assessment of Brighton as it stands today, the capacity to meet the
defined objectives, and the steps needed to address issues that will hold the community back. Although
it feels like bad news, it is not bad news. The way forward is not as easy as putting up some nice new
signs and revealing a new slogan for the future. A bright future for Brighton requires a little more work.
Brighton does not enjoy a clear and sustainable industry cluster at this time. It is a gateway to other
destinations like the provincial park and Prince Edward County but not necessarily a stopping point.
While it has enjoyed a net population gain recently, little of that gain creates jobs or attracts tourism.
The creative class has no reason to come here at this time. And the Boomers are not flocking to Eastern
Ontario any time soon. There is little reason for youth to stay and no truly unique reason for visitors to
exit their cars. We have events that attract brief periods of incremental business, but sustainable, yearround growth is difficult to find.
Brighton does not enjoy brand preference today. And no advertising campaign will change that.
There are however, three elements of very good news that could set Brighton apart.
(1) The honesty and commitment of stakeholders in the community indicates Brighton has the
people assets required to make positive change happen.
(2) Brighton is in an excellent position to leverage the tourism investments of neighbouring
communities while taking advantage of provincial park tourism.
(3) There is a general consensus on what could be done to refresh the local economy with new
ideas for the future.
There is willingness and appetite for change in Brighton (without negative impact on the community
attributes). That is a huge and positive first step. The leadership in Brighton is willing to get beyond the
usual small community brand elements; we're exploring genuine differentiation. There is enough
research, and enough community input from previous initiatives, to give Brighton all the perspective it
needs. Now it's time to act.
Now the hard work begins. 500,000 people visit Presqu'ile Park every year. What do we have to build to
get them to stop?
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MARKET ANALYSIS
A Brief Statistical Overview of the Municipality of Brighton (Community Development Plan, 2012)
Brighton’s population is increasing. The population increased from 9449 in 2001 to 11,290 in
2011.Brighton’s population is getting older. In 2011, Brighton’s largest age segments were between the
ages of 45-49 and 55-69. The population in the latter was significantly higher than the provincial
average. All other age segments below the age of 45 in Brighton decreased between 2001 and 2011,
with the exception of the 20-24 age group.
Brighton is a primarily English speaking community. The vast majority of the population speaks English
only (93.2%). This is higher than the provincial average of 86.1%.
Housing prices in Brighton have more than doubled since 2001. In 2001, the average dwelling value in
Brighton was $134,604. In 2011, this had increased to 284,241; however, this is still significantly less
than the provincial average ($397,452).
Incomes – Although still slightly lower than the Ontario average, income levels in Brighton have been
slowly increasing and have been increasing at a higher rate compared to the provincial average.
Educational attainment in Brighton - Brighton has a higher percentage of its population that has
attained a college, CEGEP or other non-university certificate or diploma when compared to the
provincial average (25.7% vs. 22.1%); however, Brighton has a lower percentage of its population with a
university certificate or degree than does the province (13.7% vs. 26.5%) and a higher percentage of its
population (28.6% vs. 24.9%) with only a high school certificate.
Brighton’s unemployment rate has increased, yet remains lower than the provincial average. In 2001,
Brighton’s unemployment rate was higher than the provincial average (6.4% vs. 6.1%). Although
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Brighton’s unemployment rate has increased since 2001, it was lower than the provincial average in
2011 (8.0% vs. 8.4%).
Top industries by labour force - The top four industries in Brighton in terms of percentage of labour force
are:
• Manufacturing
• Retail trade
• Construction
• Public administration
Just under half of the jobs in Brighton are filled by workers who live elsewhere. 44.9% of workers
declaring a usual place of work in Brighton live outside of Brighton. On the other hand,
66.1% of the workers living in Brighton had a usual place of work outside of Brighton.
Creating an Experience that results in Preference!
Imagine…
Imagine a community that is thriving; that has a pulse. A community with a real presence that is
supported by the people and is recognized by other surrounding communities as a “place to go”.
Imagine a place that houses creative energy with vibrant artisans developing their craft. Imagine a place
that caters to all of your senses. That awakens your senses. A community that supports local made,
hand-made artisan products with a retail space to generate revenue for the artisans and for the entire
town. Imagine a place where gourmet culinary is available, utilizes locally grown produce and connects
with the agriculture of the area. Imagine a place where you can learn the fine art of cooking to entertain
your guests. Imagine an integration of farmers, producers and clients. Imagine a stronger community
because of it.
Imagine it here.
Imagine a place where locals can meet. Imagine an event space where festivals can thrive for locals and
for visitors. Imagine a place that suddenly has something – a product - to offer its residents, visitors and
surrounding towns to the east and to west. Imagine a town that attracts tourism because of the positive
energy it receives when visiting because of the PULSE of the town.
Imagine a town that is sustained and continues to develop because of the energy that is invested to
keep it alive. Imagine a downtown core lined with retailers because the BCTC continues to develop
artisans year after year, which in turn creates a bustling energized business area with an attractive and
appealing business mix. Imagine a place that people love to visit so much they decide to move here.
Imagine property values going up. Imagine future housing developments. Imagine a town that
maintains its small town love through a more connected community and a stronger, more strategic
economic plan. Brighton can be the little engine that could….
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Nestled on the shores of Lake Ontario and the primary gateway to the naturalist’s haven of Presqu’ile
Provincial Park, Brighton is a growing hub of unique craft and trade entrepreneurs, adult education,
tourism and lifestyles.
“Make your own future” or “I made it here” = with my hands, as my craft, and as an entrepreneur!
This brand creation for Brighton was developed by Tenzing Communications, a full-service agency which
uses advertising, branding and web solutions to help you position in a clear space, on higher ground.
Based on all research reviews, cluster reviews, leadership and partner orienteering sessions and
marketing expertise, the following conclusions were made:
•
•
•
There is no existing, consistent, differentiate brand experience that will address the identified
objectives; Tourism growth, employment growth, and property value growth.
Brighton does not currently lead or stand apart in any aspect of tourism – it spears unable to
truly leverage regional tourism success.
Advertising, slogan and other communications based on what exists today will not change the
status quo.
BUT;
•
There is business, partner and community support for generating economic growth in the create
trades sector (that in turn can create demand for other services and industry).
THEREFORE;
We need to build and create a product!
BUSINESS STRUCTURE
Goal - To establish a growing hub of unique craft and trade entrepreneurs by creating a centre for trade
that promotes economic growth.
Objectives
1) Tourism - Engage visitors by creating a space designed to educate and entertain (edutainment). The
Trade Centre will offer opportunities to learn through hands on workshops, artisan demonstrations, tell
the stories that inspire creativity, and make available locally made products to consumers. Building a
vibrant community hub that provides innovative library services, tourism information and a regular
farmers market, in addition to a unique space that fosters entrepreneurship, will lure visitors among
other audiences. Providing a link from the town to Presqu’ile Provincial Park is a significant factor that
will retain tourism already being generated. If 10% of visitors from the park are attracted to this facility,
this would generate 25,000 in traffic.
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2) Employment/ Retention - Provide space for creative entrepreneurs to launch and test their ideas. A
space where they have access to professional services, mentoring, networking and clustering
opportunities. Space is available for rent and needs are assessed on an individual basis. All
entrepreneurs are required to participate in the “success program” that is offered. Nurturing growth of
these types of jobs has the potential to create economic stability for the future. Unlike large
manufacturing facilities that can cause huge upheaval in a local economy when a corporate decision is
made to relocate or close, these jobs depend on each individual business owner to continue to create.
Having the proper supports can instill confidence and help to avoid pitfalls.
3) Property Values - Improve the overall value of property in Brighton. The Centre will incorporate a
number of assets traditionally thought to add value to property in a community, including a new high
tech library that can meet the needs of future residents and a growing business community. The
addition of a farmers market will bring back a tradition that has been absent in Brighton for a few years
now. Gathering the supports for creative entrepreneurs under one roof will attract these types of
people to become residents in our community. Creating a tangible product in our community that
generates new business, attracts dollars, and supports the creation of new assets will support a
sustainable, growing economy and generate an increase in property values overtime.
SWOT Analysis
STRENGTHS
Highlighting all the positives is EASY TOO!
• Local mentors
• Community excitement
• Need is present
• Provincial and federal government
support
• Market is hungry
• Proximity to markets
• New concept (no overlap in the area to
the East or West of Brighton)
• Opportunity to attract the cultured
crowd: art, wine, culinary interested
patrons (both new clientele and ability to
capitalize on Prince Edward County
market).
• Connection to Presqu’ile Park
WEAKNESSES
Finding reasons to NOT do something is EASY
• Unknown expenses
• Unknown revenue
• Unknown employment creation
• Lack of supporting assets ie. Unique
housing/ accommodations
• Unconfirmed partnerships that are key to
success (library, ENSS, post-secondary)
• Funding/ financing
• No site has been selected
OPPORTUNITIES
• Fill a gap
• Support youth retention
• Combined marketing (agricultural, craft,
retail)
• Tourism attraction
• Increased property values
THREATS
• Funding/finances
• Weak partnerships
• Moving too fast and/or lack of
momentum
• Doing too much as once
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•
•
•
•
•
•
New employment
Shared services
Reduced costs
Partnership opportunities with
attractions re: The Big Apple
To sustain and develop Brighton/ make a
difference for the future of our town
Create a product for the next generation;
retain youth and culture to prevent
talent from escaping to urban areas.
•
•
•
Artisans product development does not
reach goals/ inability to attract creative
trade
No investors
Lack of control over Economy
Specific to a New Build
Strengths - clean slate
Weaknesses - cost, ventilation in the downtown core, take away parking facilities, space
Specific to an Existing Building
Strengths – cost savings (already has structure), existing properties available with adequate space and
required parking with opportunity to expand
Weaknesses – unknown building issues with existing properties
INDUSTRY ANALYSIS
“Be the Adventurer of your own dreams. Aim high. Aim higher. Be your best. Inspire others. It’s
contagious. BE FEARLESS. Discover your purpose and then make it happen. Go beyond your wildest
dreams. Do stuff that matters. Do it right! Stop at nothing to create, evolve, be smarter, nourish and
heal. Have an OPEN mind. Listen. Really listen. Defeat the Naysayers. Dare yourself daily. Defy the
ordinary.” Genuine Health (Abbreviated version from a magazine ad)
Multi-faceted in its offerings, the BCTC is a community grounded facility that includes artisans, local
made products, retail, and culinary (farm to table). These local grown trends incorporate the agricultural
sector, as well as the service industry; café, pub, restaurant.
Let’s also not forget the educational aspects of the potential inclusion of the new build Library; a
bustling community resource centre that would provide enhanced services to the community. Together,
a partnership between the library and BCTC would build a space for creation and learning!
Tourism cannot be overlooked as another facet of this facility as it is inevitable that something of this
magnitude would attract clients from near and far. This centre could be a new asset included in regional
tourism promotions, tour routes and on the list of stops to make while in area! There are many
attractions in our area. With Brighton being the gateway to Presqu’ile Park and Prince Edward County,
we need to create a reason for people stop instead of being a place people drive through to get where
they are going. This project would continue to support the busier summer season, while unique events
reflective of such a collective could be promoted throughout the year in order to sustain the slower
months.
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Industry Trends
Artisan Economy http://www.smallbizlabs.com/artisan-economy/
In an article published by Small Business Labs, a research company focused on tracking and forecasting
the trends impacting the future of small business, a recent review was published in spring of 2014 on
“The Infrastructure behind the Rise of Crafters, Makers and Hobbypreneaurs.”
There are a number of conclusions around the Maker Moverment. "Makers increasingly create new
products and build small businesses based on innovative use of technology, processes, and business
models. They represent a growing force of hobbypreneurs contributing to global economy." (Makers
Movement report, Small Business Labs, 2009). During the time of this report the above statement was
noted as controversial. Makers were considered hobbyists, amateur crafters and tinkerers rather than a
source of new businesses. Much has changed over the last 5 years.
"A proliferation of high-tech but affordable manufacturing tools and new sources of funding are
empowering a generation of handy entrepreneurs and laying the foundation for a hardware
renaissance." (Reuters article: Do-it-yourselfers inspire hardware renaissance in Silicon Valley ).
The rise of Makers, crafters and others turning hobbies, passions and interests into small businesses is
being enabled by a growing support infrastructure that allow these businesses to start-up and foster.
Now defined as an industry versus a hobby, financing is available for the creative trade industry. Private
companies are offering various forms of loans and advances to small and micro businesses.
Crowdfunding and more recently equity crowdfunding are also being increasingly used by these types of
businesses.
For most hobbypreneurs it's still about their passions. The chart below (Etsy: Redefining
Entrepreneurship report) demonstrates the primary motivation for the artisan economy.
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Mentoring Centres http://smallbiztrends.com/2012/04/choose-startup-business-incubator.html
A Mentoring Centre is designed to provide support to new businesses to help them succeed. Every
mentorship program is different, but incubators and accelerators typically include access to mentors or
experts from different areas of business who provide guidance on the start-up. Some incubators are
place focused, while other are more of a process.
While business incubators date back as far as the 1950s, the explosion in growth began with the dot
com bubble of 1999. Today, there are more than 1,500 business incubators in North America, and
around 7,000 globally.
Each mentoring centre has a different aim. The majority in North America are non-profits focused on
economic development. Some are supported by local communities and others by corporations. While
the media tends to focus on the technology-centric incubators (approximately 39% of North American
incubators are tech-focused), there are plenty of others if you are in services, manufacturing, food
production, green tech or other niche markets.
Incubators are like business school on steroids, but instead of spending two years writing fake case
studies and research papers, you’re learning hands-on with your own business. You learn from the
teachers. You learn from other students who may be in different stages of business than you are. You
learn how to tweak your business idea, make it a profitable or successful one, and sometimes sell your
idea to investors.
At the end of the mentorship program, you and your start-up graduate. This may mean getting enough
investment in your business to grow to the next level. Or it may mean that the business is ready to
stand on its own two feet without assistance. Either way, your start-up leaves the nest!
Library – New Generation
New generation libraries are an active part of daily life where people connect with one another and
work collaboratively and individually. Libraries are a resource centre, supporting lifelong learning,
professional development and personal growth. A vibrant part of the community’s rich cultural and
educational resources, library services today reflect developments in technology and provide innovative
spaces for learning.
Experiential Tourism
http://dcba-info.com/product-development/have-you-heard-the-buzz-about-experiential-tourism/
With experiential tourism becoming the new norm, people influencing the tourism industry are setting
out standards to meet the needs of consumers and develop a set of rules that ensure visitors are living
their experience. There are several tips to ensure the ultimate visitor experience can be created:
•
•
•
•
Well themed – Experience matches a distinguishing theme or brand.
Emotional trigger – The experience causes an emotional reaction.
Authentic – Real versus contrived.
Accessible – Ease of access to product information, purchase, location, and mobility at the site.
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•
•
•
•
•
•
•
•
Enriching – The experience leaves the customer changed.
Educational – Experience provides a unique learning opportunity.
Entertaining – The experiences evoke sharing, joy, laughter and fun.
Essence of Place- Embodies scenery and culture.
Hands On – Customers participate versus a spectator.
Sense of Place- Significance of location is relayed to the visitor.
Value added – Experiences deliver over and above the promise; has an element of surprise.
Exceeds Expectations – The experiences should have a “Wow!” factor.
By applying these practices, the product or experience you are selling is more impactful on the visitor.
Agri-Tourism
http://www.eckertagrimarketing.com/eckert-agritourism-what-is-agritourism.php
Agritourism has been identified as one of the fastest growing segments in the travel industry. Looking at
the type of market agriculture is attracting, it is evident that urban residents are drawn to this sector.
Farm and culinary tours, as well as any agriculture based experiences seem to have a special appeal to
the urban marketplace. Urban residents feel disconnected to where their food comes from and want to
re-connect when visiting a rural destination. Agriculture is not as easily accessed and is something that
has to be sought out by the urban marketplace. This helps to explain why Agritourism has continued to
see growth when we look at tourism in the province as a whole, and how it has developed a niche
market.
Culinary Tourism
https://ontarioculinary.com/tasty-tidbits-consumer-trends/
Culinary tourism as one of the fastest growing segments in the travel industry today. According to the
Travel Industry Association of America, 60% of American leisure travelers indicate that they are
interested in taking a trip to engage in culinary activities each year. Travel enthusiasts are willing to pay
for authentic cultural exchanges. To better understand this trend and how to leverage it, it is important
to look at broader cultural and consumer trends that are shaping growth in the culinary industry.
Five key consumer trends affecting Culinary Tourism:
•
•
•
•
•
Food is more than a functional necessity. Consumers are spending more of their income on
prepared food, gourmet products, eating out and food items with some form of health or ethical
benefits.
Demographics and Household Change. An aging population and changing life styles have driven
demand for increased eating out occasions and food tourism opportunities.
Rejection of Mass Production Model. Tourists have increasingly rejected the industrial model of
the low cost mass production of food, instead searching out local, fresh and good quality food.
Growth of the Multi-Cultured Consumer. Multiculturalism has become an everyday concept in
the daily life of the consumer. Growth in international tourism has created a greater acceptance
and desire to experience new flavours.
Celebrity Chef and Media. The emergence of the niche food programmes and publications has
resulted in the creation of the food celebrity and expert and drives our interest in good quality
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food. Today’s consumer is better educated, wealthy, has travelled more extensively, lives
longer, and is concerned about health and the environment. As a result food and drink has
become more important and has a higher priority.
OPERATING PLAN
Governance
Source: Wikipedia
It is recommended that the proposed facility and services provided within it be operated through a
public–private partnership, also known as a shared service delivery. This model represents
municipalities joining together, with private firms and/or with non-profits to provide services. The
Municipality will act as the public partner in this partnership, with private partnerships being generated
through a developed BCTC Cooperative Enterprise, as well as potential private investors. All partners
investing in the BCTC will jointly govern the facility and services within.
Shared service delivery would involve a contract between the Municipality, BCTC Cooperative, and any
private investor, in which the private party provides a public service or project and assumes a level of
financial, technical and operational risk in the project.
The financial plan for the BCTC/ Library partnership project will source funding through a number of
public and private sources, including but not limited to:
•
•
•
•
•
•
•
•
Municipal taxes
User fees
Community shares
Crowd Sourcing
Government grants
Private investments
Anchor Tenants
Established lease holders
Government contributions to this partnership may also be in kind (transfer of existing assets), as the
relocation and expansion of the library (an existing asset) would be in relation to this project specifically.
In projects that are aimed at improving infrastructure, the government may provide a capital subsidy in
the form of a one-time grant, so as to make it more attractive to the private investors. In some other
cases, the government may support the project by providing revenue subsidies, including tax breaks or
by removing guaranteed annual revenues for a fixed time period.
There are usually two fundamental drivers for shared service delivery:
1) It enables the public sector to harness the expertise and efficiencies that the private sector can
bring to the delivery of certain facilities and services traditionally procured and delivered by the
public sector.
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2) It is structured so that the public sector body seeking to make a capital investment does not
incur any borrowing. Rather, the PPP borrowing is typically incurred by the private sector vehicle
implementing the project.
In relation to the BCTC and Library projects, shared service delivery is the most suitable model. A new
library space is a significant need and would enable the library to provide a community hub for the
people of Brighton. There are number of duplicate elements and services that both parties have
identified as a need, reinforcing the recommendation of a shared facility (resource space, lounge,
kitchen, education, meeting, and administration). Private sector expertise needs to be harnessed when
delivering business services and programming related to the creative trade industry.
When reviewing finance related opportunities, both public and private sector organizations have the
ability to apply for government grants and secure funds that can be allocated toward this project. When
it comes to ownership of the building, there are a number of avenues that should be investigated. Each
option presented can be applied to either an existing building or a new build depending on the location
being secured.
Option 1: PPP Ownership
Borrowing would be incurred through third party organization representing both private and public
partners with contribution being made to the organization by both parties. This model in many ways
emulates the development and management of the Brighton Health Services Centre.
Option 2: Public Ownership
Building would be owned and operated by the Municipality. An agreement would be in place for private
partners to obtain space and share spaces as required by both operations.
Option 3: Private Ownership
The building would be owned and operated privately. An agreement would be in place between the
private owner, municipality and additional tenants to lease space in order to provide services.
Management Structure
If operated by a PPP, the proposed facility will be managed as a shared service delivery. The Municipality
would be the public governing partner overseeing the library services space. The private partnership will
be represented by a cooperative; a form of joint entrepreneurship representing more than one party
involved in creating a new venture. The PPP will be comprised of key partners and stakeholders with
balanced marketing, technical, operational and financial skills and experience. This includes industry
representatives and stakeholders who have invested in the business (representatives from both the
public and private sectors).
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The CEO of the Library and staff with direction from the Library Board will be responsible for Library
services. A manager will be in place for the BCTC and be responsible for the operations and services of
this facility. An agreement will be in place for shared services, including reception/ tourism information,
meeting facilities, event space, lounge and washroom facilities.
The BCTC cooperative enterprise would act as the governing body for programming and services related
to the Brighton Creative Trade Centre including:
-
-
Tendering of contracts on behalf of members and distribution of work. The work is then
invoiced to the cooperative which administers the contract and retains a small percentage
earned to offset other facility costs.
Collective Buying (leverage better costs)
Selling (negotiate for groups of retailers)
Marketing (more reach for the investment)
Shared Facility Costs & Management
Shared Professional Services/ Expertise (graphics, website, legal, financial & business)
Manage Funds for Members (invest, retain)
Sector Development (Craft Trade/Tourism)
Strategic Planning (Management Advisory Committee)
Having the operations conducted through the BCTC governing body will provide benefits to the
stakeholders and businesses investing in the program. This model will provide efficiencies, cost
advantages through economies of scale, better ability to market the product, greater flexibility, less risk
for tenants, and most importantly establish common goals and objectives as the product evolves.
Products and Services
Creating a new and unique Brighton Creative Trade Centre (BCTC) will act as a tool that connects
incubation, mentorship and tourism attraction to a new cluster of business leaders. With a focus on the
artisan economy (trades, craft, cottage industry, entrepreneurs, arts and support industries), the BCTC
will act as both the core product of the community and an attraction to visitors with a blend of
incubator, educator and retail/ wholesaler.
The primary function of the BCTC is to provide affordable space in an environment designed to
accelerate the growth of the creative trade economy. The space will identify and engage local creative
trade business owners as mentors and leaders and recruit partners in education and government
training to establish adult education and exploration opportunities.
Studies show that businesses that have completed a mentorship program have a greater chance of
success. The cooperative atmosphere of a mentoring centre will help build the foundation for emerging
entrepreneurs as they dream of making things and prepare a career in the craft and trade economy.
The BCTC will act as a centre of learning and incubation by teaching artisan manufacturing and business
skills. This includes everything from food, art and photography to furniture, clothing and consumables.
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Creating this space will ultimately create a tourist attraction for Brighton; a space that attracts really
cool people and generates profits that will create spin-off for the community.
Proposed Facility Components:
Brighton Public Library (10000-12000 square feet)
•
•
•
WiFi Accessible
Library services
Business Development Services
Educational Space (1000 – 2000 square feet)
•
•
•
•
White screens/Smart boards
Seating/workspace for 20-30 people
Tables and chairs for theatre style seating
Music lessons/ culinary programs/ craft trade lessons
Meeting/ Demonstration/ Event Space (3000-5000 square feet)
>
Meet multiple needs with flexible walls
>
Close proximity to kitchen facilities & washrooms
•
•
•
Meeting Space
o Board room style space to accommodate 20
o Larger meeting spaces to accommodate 50-100
o Smaller meeting spaces to accommodate 10-15
Exhibition/ Demonstration Area
o Ceiling mirrors for visuals
o Ability to video tape
o Windows in walls for public viewing
Event Space
o Community celebrations
o Rental for private events
o
Emulate One-of-a-Kind Show held in Toronto, Montreal and Vancouver (Started with 3
artisans looking for space to sell their wares before the Holiday season in the 70’s).
Office Space/ Professional Services (1000-1500 square feet)
•
•
•
Administrative offices (4-5)
Space for business development services (2)
Space for professionals to work while onsite (2)
Start Up Stalls (2500-3000 square feet)
•
•
•
10-15 studio spaces for individual businesses
Flexible, varied arrangement of space, ventilated
From 100 – 250 square feet each
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Admin/ Tourism (1000 square feet)
•
•
•
Reception area at entrance
Displays for local craft trade products
Tourism Information area
Commercial Kitchen (1500 – 2000 square feet)
•
•
•
coffee shop/ food service
Includes kitchen facilities for catering events
Stoves, fridges, sinks, prep and serving areas
Farmers Market (primarily outdoor space)
•
•
•
Stalls for farm produce
Tent space
Look at shared indoor space for year round venders
Public Washrooms (1500 - 2000 square feet)
•
Male and female facilities 3-4 stalls for each
Elevator Space – Accessibility requirements TBD
Location/ Service Area
There are four locations that will impact outcomes and therefore require attention when building the
BCTC:
•
•
•
•
Centrally located.
Ability to better connect the town centre to the Park and make the ‘gateway’ aspect of the
positioning statement a more evident reality.
Identify and nurture the quaint, craft and trade elements of Brighton’s retail core.
Ability to better connect the agricultural elements of the community to the downtown and
gateway elements; create the feeling of one community from top to bottom.
Based on this criteria, it is recommended that existing commercial assets located in the municipality be
investigated for feasibility for the development of a Brighton Public Library and Creative Trade Centre.
There are a number of commercial properties/ opportunities that would lend themselves to the success
of this project and should be investigated prior to the municipality moving forward with a new build
stand-alone public library.
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FINANCIAL PLAN
ANNUAL BUDGET - BRIGHTON CREATIVE TRADE CENTRE
CAPITAL INVESTMENT
Building & Restoration
$4,300,000.00 Approx. 80% of 5M new build cost
Revenue Sources to Offset Capital Investment
Public Funding
Private Sources
$2,450,000.00
$2,350,000.00 FED/ PROV
$100,000.00 Corporate Funds/ Crowd Sourcing
Net Borrowing
$1,850,000.00
EXPENDITURES
Loan Payment
Staff/ Utilities/ Equipment/ Operating (BCTC)
Marketing & Promotions
$92,500.00 over 20 years
$214,500.00
$100,000.00
$407,000.00
REVENUE
Vendor Leases
Rental Space (office/ meeting/ event)
Café/ Pub
Programs/ classes/ seminars
Economic Development Support
Library Allocation
Retail Sales
$29,250.00
$31,200.00
$36,000.00
$48,000.00
$100,000.00
$50,000.00
$36,000.00
Events/ Fundraising/ Misc
$76,550.00
$407,000.00
15 spaces
Event/ Meeting Space + Office Leases
Secured Tenant/ Private Investor
Two classes/ quarter (15 participants)
Tourism/ Business Development
Double current Municipal Investment
10% of Vendor Sales
One of a Kind + Trade event
contributions
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COMPETITIVE ANALYSIS
Quidi Vidi Village Plantation, St. John’s Newfoundland
The Quidi Vidi Village Plantation is a craft incubation facility, designed to accelerate the growth of
emerging artists and their businesses.
Each of the craftspeople who lease studios in the Plantation have passed through a rigorous selection
process, and must participate in an extensive training regime.
The public are encouraged to watch these craftspeople work, and to support them by purchasing some
of their fine craft items.
St Jacob’s Market – St. Jacob, Ontario
Every week, 100s of vendors bring you farm-fresh foods, crafts, imported goods and most things
imaginable, at the St. Jacob’s Market – Canada’s Largest Year-Round Farmers’ Market!
The Harvest Barn building, Peddler’s Village and Colony Houses feature food and craft vendors yearround; while the lively outdoor area showcases a mix of local producers, Mennonite farmers, a quality
flea market, and a petting farm.
Ontario Agri-Food Venture Centre – Colbourne, Ontario
The Ontario Agri-Food Venture Centre (OAFVC) will operate as a niche food processing facility and an
agri-food accelerator. As a niche food processing facility, it will accommodate small batch processing,
packaging and storage of foods and is meant to support second source revenues from farming
operations. The focus would be on fruits and vegetables in its initial stages. It will not accommodate
meat or dairy products. The accelerator component will consist of business support services in
conjunction with our strategic partners and services.
The 15,000 square foot facility will offer a multitude of services including niche food processing facility
rental, refrigeration and freezer cold storage, educational and meeting space and space leased to a
private sector food-related distribution business. The building is owned by a solar panel company with
space leased to the Managing Advisory Committee for operations.
Idea Hub – Port Hope, Ontario
IDEAHUB is a full-service business incubator for new and emerging entrepreneurial companies. The
incubator offers member companies flexible office space, lower start-up costs, support tools, resources
and guidance to strengthen their business success and graduation into the community. The building is
privately owned with 22,000 sq. ft. being leased by the Business Incubator Management Advisory
Committee.
IDEAHUB is a unique collaboration of private and public partners led by the Municipality of Port Hope,
all dedicated to the success and growth of new and emerging Cleantech companies. The incubator's
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focus is on green and energy related industries and their support services, however all business
proposals will be considered.
Halifax Central Library – Halifax, Nova Scotia
The future Library will blend the best of traditional library services with new and innovative spaces,
making it a "vital centre for learning and culture in the heart of the community".
The proposed Central Library will replace the aging Public Library, which is rapidly deteriorating and no
longer able to deliver service efficiently and effectively. As a civic landmark, the proposed Central Library
will be a source of pride and inspiration for all residents and a welcome addition to the streetscape.
The Halifax Central Library will be regional resource, an active information place and a reflection of the
communities within the region. It will enhance the library’s ability to design and redesign services, and
to reach out to and attract more people. Services will be flexible and based on the needs of the
community combined with the best that technology has to offer.
What are the key features of a modern day Library?
•
•
•
•
•
•
•
An active part of daily life where people connect with one another and work collaboratively and
individually.
A resource supporting lifelong learning, professional development and personal growth.
A new approach to traditional library services reflecting developments in technology and
different learning styles.
A vibrant part of the community’s rich cultural, educational and civic resources.
A welcoming environment where citizens feel empowered and enlightened by the provision of
knowledge and their own learning experiences.
An avenue of real-time access to collections and resources.
An asset to the branch libraries in supporting their collections, service development and
programming.
The Boathouse – Kingston, Ontario
The Boathouse Kingston is a local community of web developers, designers and Internet-focused
entrepreneurs. The community was founded to help identify and nurture a more robust environment
for top talent, and those who are looking to become top talent.
The Boathouse aims to become Kingston’s home for web-based business initiatives by providing
community support for programming and entrepreneurial talent.
•
•
•
To provide a home, both physical and online, for developers, designers and entrepreneurial
talent to share, mentor and learn
To accommodate the professional needs of talented workers with affordable and flexible work
space
To develop a thriving community atmosphere in which raw talent can be shaped, and top talent
can be leveraged
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•
•
To provide access to exciting, and well-paid projects
To provide business support for projects including, marketing, finance, legal and operations
Arts Trail – Prince Edward County, Ontario
Visitors are encouraged to explore The County’s Arts Trail and awaken their creative spirit through a
self-guided tour of galleries & art studios.
Along the way, spectators can enjoy a diverse range of handcrafted pieces including watercolours, oil
paintings, photography, pottery, sculpture, glass, and textile art. Studios dot the landscape as you
navigate your way around the countryside, from restored heritage barns to more modern structures.
Drake Devonshire Inn – Prince Edward County, Ontario
The Drake Devonshire Inn lands in Wellington, Prince Edward County. At this location, the Drake will be
serving up a special brand of culture, community and hospitality. Each of the hotel rooms are stylishly
designed with a loving nod to rustic Canadiana. The restaurant, bar, living room and deck will host
seasonal menus, featuring PEC farm and lake-to-table dining. The kitchen will serve classic dishes with a
Drake twist, accompanied by their inventive cocktail program, PEC wines, and more.
Whether you're enjoying your morning cup of Drake brew on the patio, or warming up with a winter
cocktail by one of the fireplaces, you'll feel right at home. Not only a gateway to the sights, sounds and
activities of the County, the Drake will also offer their celebrated cultural programming, from art
exhibits to live music. During your stay guests can browse the Drake Devonshire's outpost of the Drake
General Store featuring a curated collection of global treasures, occasional rare antiques and a few
quirky curiosities.
The Drake Hotel- Toronto, Ontario
The Drake is filled with thoughtful contradictions and a playful intersection of old and new. A space with
lots of love for the historic relationship between artists and great hotels; a community-minded spirit is
something close to their hearts. Urban and artistic hotels have played a big role as hang-outs for the
local creative scene - and these are the ideas that inspired a community-minded hotbed for culture.
ByWard Market – Ottawa, Ontario
The ByWard Market is where Ottawa was born. Established in 1826, the ByWard Market is one of
Canada’s oldest and largest public markets. The legendary builder of the Rideau Canal laid out the
street plan of the Market, designating George and York Streets to be extra wide to accommodate the
horse-drawn carriages that brought foodstuffs to the market every day.
Today, the ByWard Market is Ottawa’s number one tourist attraction, and is the premier destination for
shopping, dining, arts, entertainment and professional services for residents and visitors. It is home to
both a local farmers' market and artisans with over 260 stands, as well as over 500 businesses.
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St. Lawrence Market – Toronto, Ontario
It’s one of the world’s great markets – each merchant a square on a lively and authentic patchquilt. The
mothers, sons, fathers and daughters whose hard work and passion for food and their craft make up the
collective story of the Market. You’re here, and part of the story – with so much to see, taste and
discover!
Granville Island - Vancouver, BC
Imagine an island in the middle of a city. Now picture a place moulded by a fascinating history, buzzing
with a colourful artistic community. A living, breathing urban oasis filled with fine waterfront
restaurants, theatres, galleries, studios, unique shops, cafes and the most spectacular fresh food market
you’ve ever seen. Add a vibrant and diverse mix of people and activities, and you have a destination so
dynamic, no visit to the city is complete without spending at least a day here. Just think of Granville
Island as Vancouver’s Town Square. Where locals and visitors come together to be inspired, to be
entertained or simply to breathe in some of its unique atmosphere.
Almonte, Ontario
Almonte is the hub of a thriving and diverse community of artists and artisans working in town and in
the surrounding countryside and villages — painters and sculptors, glassblowers and potters, and more.
Traverse City, Michigan
Traverse City serves up the best of two worlds: it offers the mesmerizing outdoor recreational
opportunities as well as tremendous cultural and social opportunities often only found in much larger
cities. Traverse City is truly a micropolis – offering residents and visitors the small Midwestern town
charm along with cosmopolitan options.
Competitive Advantages
There have been a number of comparative business models reviewed when developing the BCTC
concept, and although there are a number of similarities and complementary areas, the BCTC concept is
unique in its nature due to the diversity of services and business model components. Each comparator
referenced in this plan has been identified for key strengths, as well as differences that make the BCTC
concept one of a unique nature.
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Incubator
QUIDI VIDI
Similarities:
Differences:
ST. JACOB’S
Similarities:
Differences:
Further Review:
AGRI CENTRE
Similarities:
Differences:
Further Review:
IDEA HUB
Similarities:
Differences:
HALIFAX LIB
Similarities:
Differences:
BOATHOUSE
Similarities:
Differences:
Further Review:
DRAKE
Similarities:
Differences:
PEC
Similarities:
Differences:
BYWARD +
ST. LAWRENCE
Similarities:
Differences:
ALMONTE
Similarities:
Differences:
TRAVERSE CITY +
GRANVILLE
Similarities:
Differences:
Resource Centre/
Education
Retail
(Food/ Craft)
Public/
CULTURE
Private
Partnership
X
PU/PR
X
Craft Incubation Model/ organization structure of Board/ history of building
Building owned and operated by City/ less diversity of services/ governance model/
difficulty sustaining programs.
X
PU/PR
X
Diversity of products and services/ culture
One element of BCTC concept
Market success model/ governance/ relationship with Municipality.
X
PU
X
Organizational model from concept to product/ diversity of Board representation/
partnerships with funding organization, municipality and educators.
Focused product and services versus facility with larger scope/ focused on service and
filling sector gap versus cultural space
Public-Private relationships/ grant revenues
X
X
PU
Organizational model from concept to product, Incubation model/ partnerships with
funding organizations, municipality and educators.
Little cultural awareness/ not partnered with other public services/ business development
only.
X
PU
X
Features of a new and modern library model/ cultural space/ training and business
development opportunities.
No incubation focus
X
X
PR
X
Incubation Model/ culture/ organizational structure/ history of building
Focus on tech and design/ no public services
Public-Private relationships/ funding model
X
PR
X
Target Markets/ culture/ Retail/ Food
Difference primary service (accommodations)
X
PU/PR
X
Target Markets/ industry
Tour based promotion versus housing under one facility
X
X
X
X
Industries, arts cluster
Community comparator vs. business model
X
X
X
X
X
Culture, craft & trade, food, fun
Urban, scale
Industries, culture
Community comparator vs. business model – type of community Brighton can be
23
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MARKETING PLAN
Target Market
Given that this is a startup project and multi-faceted, there will be several areas to introduce and market
this project to.
One target audience will be the new and mid-career artisans wanting to develop their craft into a
business. Targeting this audience is essential in order to create the incubator – we need to seek those
with talent and expertise who dream of growing their craft into a profitable business. This market will be
eager to work with others in the creative trade industry in a space where they have the ability to
combine different skills and competencies.
We need to sell the concept. We need to create the need and desire for them to be a part of something
exciting!
Studio spaces will be designed to lure this market at an affordable rate within the BCTC with services
that help them build their craft: mentorship, peer support, shared resources, business planning,
marketing, rapid speed to growth. By fostering this talent within an incubation facility, this cluster will
develop and attract a larger audience/client base more quickly and easily than an independent operator.
Brighton has the ability to utilize resources established in the community. With a wealthy supply of
retired professionals who have invested their future in Brighton, there is significant opportunity to
partner experienced professionals with new entrepreneurs and establish mentorship programs.
Strengthening the community through these connections is key to the successful development of strong
businesses, community engagement, and attraction of private investment and support for this project.
Profiles
During the process of developing a branding strategy for the Municipality of Brighton, five different
audiences were profiled; middle-age boomers and young single granolas were favoured.
This did not come as a surprise as these two demographic clusters are desired by all communities. The
difference will have to be in the offer. Brighton has to offer a future state; that does not currently exist –
if it did they would already be here!
Both groups are looking for a simpler, cost-efficient lifestyle that affords an opportunity to earn a handson living at a more relaxed pace. They are primarily attracted from major markets (GTA and Ottawa);
And are craving to explore and settle in culturally diverse communities!
Boomer Entrepreneurs/ Naturalists
o Age 45-65
o Balanced gender
o Equity rich
o Educated
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Millennial Entrepreneurs/ Artisans
o Age 25-35
o Balanced gender
o Educated
o Support from family
PEST Analysis
Educated Risk Takers
Boomer Entrepreneurs
Millennial Entrepreneurs
Political
Increasing age of retirement
Financial supports from levels of gov’t
Economic
Supplementing retirement income
Social
Maintain social connections
- Lifestyle choice
- Starting families and settling
Flexible lifestyle
Technology
Urban professionals
-
Savvy, wired generation
Access to markets
Based on these profiles, our marketing will be geared to attract those who are tired of the relentless
pursuit and pace of the big city they are in. Those who have gone to school, have the skill, and have the
passion, but are stuck in a place of having to pay student loans, debt and are working for others quite
often not in their chosen field.
We need to pitch the idea to the young, passionate artisans that want to create a life, those wanting to
take their ideas and turn them into dreams. Those who no longer want to work for others and who want
to make more than just a living, those wanting to MAKE a life. CREATE their life.
By promoting a space to this marketplace that provides affordable space to create, mentoring, a
community of like-minded people, and the business support that all entrepreneurs require, Brighton
should be confident that creating this product will entice a young entrepreneur to be less hesitant.
We need to show them a way. Build it and they will come.
Boomer Entrepreneurs are only different in the sense that they have experience – these are our
mentors and the people who will want to see a space like the BCTC flourish. They are already hear and
we have the ability to attract more – those who are looking for the right place to retire and start the
next chapter of their lives. We must present the new Brighton story and concept so that they will choose
us.
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Promotional Strategy
Blending of the Library and Creative Centre projects
Identify and engage local creative trade business owners as mentors and leaders.
Recruit partners in education/ training to establish adult education and exploration classes (programs
and seminars).
Engage the community in ownership (literally)! Engage social networks of community leadership,
business leadership and partners.
Generate earned media by promoting the Brighton transformation strategy and journey; become the
poster child for smart economic development.
Reflect the legacy of the town, but with a forward-looking enterprise feel to it – a space to learn, to feel,
to teach and to make things by hand.
Focus on creating local enterprise, local employment and growth in the local economy.
Brighton’s New Story
There is no shortage of cities, towns and neighbourhoods that are chock full of buildings that are chock
full of cubicles that are home to countless people who are driven by the relentless pursuit and pace of
this fast little world we’ve created.
Many of them dream. Some of those who dream have ideas. And some of those who have ideas are
ready to bring those ideas to life.
They may be a little older – looking to cash in on their success; they may be just starting out, taking a
risk before life gets complicated.
They are creative – they are talented. To make a change, all they need is inspiration.
So what if we created a space surrounded by a community that supports a unique purpose and pace?
What if we filled that space with tools, resources and mentors, all designed to inspire a special brand of
entrepreneur – those people involved in the creative trades: from wrought iron to fashion weaving to
artisan foods and wood turning.
What if we turned their skills and passion into a retail space and a tourism space? What if we helped
them sell their products, generate revenue – what if we generated revenue for everyone in town? And
what if every small step we took together contributed a new chapter in the Brighton story – one that
attracted interest both east and west?
26
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We’re creating a new destination called Brighton. We’re giving visitors a reason to notice us, make
inquiries, maybe even stop. We’re giving dreamers and innovators a very good reason to bring their
ideas to life here – to grow here – to employ people here. And inspire others in the process.
Like the risk-takers who originally settled in this community, we have the opportunity to try something
new. Brighton is where you can make your own future.
Everything works in stages:
1) Start promoting the new BCTC as a community vision and destination. As it becomes real, allow
core stakeholders and prospective audiences to own the process and share in its success.
2) Develop brand image and voice to support media relations.
3) Develop pre and post phases:
a. Pre-launch: General community engagement tools – start locally/ share with visitors
b. Post-launch: Widespread promotion and advertising – expand regionally / GTA focus in
2015 and beyond.
4) Turn the vision into a selling tool; create an energy and momentum around change.
a. Small group presentations – create ambassadors in local community
b. Vision brochure – allow artists to demonstrate the ideas through visuals.
c. Website www.makeitbrighton.ca
d. Video update/ documentary
Market the journey to a complete and working BCTC + new generation Library!
Give the town a new life and connect it to the creative trades brand platform
IMPACT ANALYSIS
Investors see opportunity and work to invest their dollars in worthy causes. Risk takers create
enterprise; enterprise leads to win/win scenarios.
IMAGINE a facility that….
•
•
•
•
•
•
•
•
•
•
Creates a hub for the Arts and for Cultural experiences
Attracts patrons practicing/ interested in creative trades
Provides start-up stalls and studio space for artists
Features a space to exhibit and sell their wares
Houses resources that provide entrepreneurial support
Fosters partnerships with educators
Provides event space for the community
Is a space to celebrate our love of food and agriculture
Has Hands-on demonstrations and workshop space
Reimagines what a new generation rural library could look like!
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While exploring ways to leverage existing and proposed investments, the opportunity to generate
revenue and create a sustainable product is apparent if we ……Re-Imagine what a small town library (the
Brighton Library) can become.
This is the opportunity to develop a new “BrightON”
Create a NEW CHAPTER. Tell a NEW STORY. Be the CREATOR.
Imagine a cooperative alliance (public/ private partnership) that includes a beautiful new library that
makes sense for a rural community that is small but for a world that is growing.
The complimentary services between a new generation library and BCTC cannot be denied:
•
•
•
•
•
•
•
•
Café (Food/ Beverage) – Refuel for patrons
Internet- wifi throughout building
Lounge
Green space
Dream while looking out windows
Be transported by the surroundings as well as the words in the book
Refuel for patrons
Literacy Workshops/ Book Club events
Public libraries have evolved into vibrant community hubs in this digital era. Libraries are about
knowledge which has never been in greater supply. When walking into a local library today patrons can
find a bustling, interactive community space. It’s an exciting time for libraries!
The Brantford Public Library includes a green screen, makers’ spaces, and a focus to build digital literacy
in communities. Digital tools that are being integrated into libraries allow for persuasive and
collaborative learning.
The historic connection with communities has given libraries the influence to innovate through public
support. Due to cuts in government funding, libraries must find creative way to raise funds, typically
through donations and partnerships.
The new state-of-the-art Halifax central Library is slated to open in 2014. Receiving funding by all three
levels of government, this five-floor building will be home to two music studios, two coffee shops, two
gaming centres, patios overlooking the ocean and a 300-seat auditorium.
“Nobody says, ‘Wow, this is not a good use of our money,’ because we did this community consultation
and the community told us, ‘This is what we want!’” (Bruce Gorman, Director of central library and
regional services for Halifax Public Libraries).
Despite the changes and adaption to retain their status as thriving community hubs– there will always
be a place for books at the library!
28
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Stakeholder Benefits – Highlighting all the Positive Possibilities is Easier than the downside:
PRIVATE PARTNERS
PUBLIC PARTNERS
COMMUNITY
Shared services
Peer support
Shared expenses
Affordable start-up costs
Mentorship
Shared marketing
Community support
Speed to growth
More stability
Ability to avoid costly errors
Cost sharing
Collaborative approach
Sustainable services
Investment attraction
Community support/ ownership
New sources of revenue
Increase in property values
Centralized services
Partnerships
More diversity
Educational Opportunities
New, self-sufficient residents
New employment
New Partnering
Media Attention
Tourism attraction
Youth opportunity
Government support
Entrepreneurial transfusion
Support/ ownership
Increase in property values
Healthier Community
HEALTHY ECONOMY
Reasons to move forward:
-
No facility exists similar to what is being proposed;
Each of the proposed services exist in some way at a distance to the community;
Community is already planning a new public library (maximize investment);
Local farmers market has struggled in the past and is currently not operating;
Youth employment statistics are not promising following 2008-9 recession;
Existing successful creative trades describe a need (siting a slow start and growth);
Recent examples of young entrepreneurs who succeeded with mentor and support;
Millennial and retiring boomers are two large segments of the population attracted to this type
of employment opportunity for different reasons a host of studies exist).
Why it will work:
•
•
•
•
•
•
•
•
Artists need an audience and a creative community of like-minded people to fuel ideas and stay
inspired
Artists generally need business assistance and support; business development needs the ideas
of artists
Urban planning requires visionaries (Non linear meets linear)
Cooperatives rely on shared skills and resources
Creativity breeds creativity
Energy creates energy and Artists ARE energy
Create something that didn’t exist prior to their practice
Incubators create brainstorming allow risk takers to think outside the box
Being creative means making your own rules. Starting from scratch. It’s time to marriage two plans and
make what this community needs happen.
29
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Sometimes you have to break the rules. You have to break the mold. You have to start fresh.
Same path, same results. Take the road less traveled and awaken your senses to new possibilities. The
possibilities really are endless if you simply begin. Let’s take that first step together, with the Library
Board and BCTC cooperative working together towards the same vision.
Let’s create BrightON - a NEW DESTINATION. Give visitors a reason to notice us, make inquiries. Let’s
give dreamers and innovators a reason to bring their ideas HERE. Let’s employ people HERE.
Let’s put BrightON on the map for a new generation. Let’s create a space that appeals to them. Brighton
is where you can MAKE YOUR OWN FUTURE. This is Brighton’s NEW and improved story.
Community residents, municipal leaders and business groups will benefit from having long term plans
and visions for the development of the town.
Let’s make community economic goals and not just reach them. Let’s exceed them. Together let’s build
a strong community. Let’s connect the parts to make a whole. Agriculture. Arts. Community.
Education.
Strong partnerships will secure funding and interest from investors. We need to collaborate if our vision
is to become a reality.
30
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Municipality of Brighton
Council Meeting
Council Date:
20 Oct 2014
To:
Council
Prepared By:
Linda Widdifield, Director of Finance & Administrative
Services
Reviewed By:
Gayle Frost, CAO
Department:
Finance
Subject/Title:
September 2014 Accounts Payable Report
Recommendation:
That Council receives the September 2014 Accounts Payable Report, in the amount of
$3,314,973.08, as paid.
Background/Purpose:
Payments that have been included in the 2014 Annual Budget are made by cheque to
vendors. In anticipation of public interest and to respect the intentions of Bill 130
initiatives for accountability and transparency, the Accounts Payable Report is provided
monthly to Council.
Financial Implications:
Payments of $3,314,973.08 were issued.
Attachments:
AP September 2014
Page 74 of 236
September 2014 Accounts Payables
Cheque #
Page 75 of 236
35889
35890
35950
36034
35903
36008
35918
35951
35951
35955
35952
35997
35998
35998
35998
35998
35892
35893
35953
35894
35954
36025
36035
36033
36033
36000
36001
35895
35895
35896
35896
35896
35896
35896
35896
35896
Vendor Name
1745191 Ontario Limited
2230628 Ontario Inc
956336 Ontario Inc O/A
Advantage Specialties
Allan Duffin
Andy Forgie
Antonio Malferrari
Armstrong Monitoring
Armstrong Monitoring
B.M.R.Mfg., Inc.,
Battlefield Equipment Rentals
Bay City Band
Behan Construction Limited
Behan Construction Limited
Behan Construction Limited
Behan Construction Limited
Behan Construction Limited
Bell Canada
Bell Canada
Bell Canada-Public Access
Bell Mobility
Ben Vandergaast Live Music
Bentley Heating & Air Conditioning
Black Canvas Fireworks
Black Canvas Fireworks
Black Derby Entertainment
Blue Butterfly Catering
Branch Electric Motor Service
Branch Electric Motor Service
Brighton Automotive &
Brighton Automotive &
Brighton Automotive &
Brighton Automotive &
Brighton Automotive &
Brighton Automotive &
Brighton Automotive &
Date
Invoice #
Amount
12/08/2014
04/09/2014
26/08/2014
03/09/2014
28/08/2014
10/09/2014
03/09/2014
26/08/2014
26/08/2014
31/07/2014
21/08/2014
22/08/2014
31/07/2014
12/09/2014
31/08/2014
31/08/2014
05/08/2014
20/08/2014
01/09/2014
28/08/2014
01/09/2014
10/09/2014
05/09/2014
05/09/2014
10/09/2014
10/09/2014
18/09/2014
13/08/2014
07/08/2014
20/08/2014
28/07/2014
21/08/2014
25/08/2014
22/08/2014
19/08/2014
19/08/2014
2337
SINGLETON STREET
20140737
19045
REIMBURSEMENT
APPLEFEST 2014
OVERPAYMENT
INV36462
INV36463
345577
21146242
APPLEFEST 2014
INDUSTRAIL PARK #4
INDUSTRIAL PARK #5
TERRY FOX #5
PW2014-06 #1
RENTED EQUIPMENT
521274748 AUG14
300291338 SEPT14
132813
508538694 SEPT14
APPLEFEST 2014
19486
45
46
14-0775
734
116400
116355
14833-20998
14833-19257
14833-21195
14833-21363
14833-21247
14833-20926
14833-20925
$1,310.80
$39,680.00
$202.50
$593.25
$440.70
$300.00
$260.50
$172.33
$177.98
$326.34
$372.29
$1,500.00
$187,586.79
$12,920.45
$86,976.39
$162,043.27
$1,050.38
$212.44
$212.44
$56.50
$1,810.11
$300.00
$221.48
$1,750.00
$1,750.00
$565.00
$519.80
$730.48
$2,729.63
-$38.22
$35.93
$288.99
$47.69
$3.60
$18.88
$125.61
Page 1 of 10
Description
Fence Repairs
Wastewater and Water
Leak Repair, New Faucet
Cleaner/Degreaser
Plumbing Call - Reimbursement
Children's Village
Tax Account Overpayment
Inspect Carbon Monoxide System
Inspect Ammonia Dectection System
Signs
Roller Rental
Applefest Entertainment
Industrial Park - Payment 4
Industrial Park Payment #5
Terry Fox Payment #5
Pulverizing,Gravel Placement,
Rented Equipment
Internet Line
Internet Line
Payphone Billing
Sept Cell Phone Bill
Applefest Entertainment
Service Call A/C Library
Fireworks - Applefest
Fireworks-Applefest Bal Oweing
Children's Village
Industrial Park Launch Event
Repair/Replace Wastewater
Motor Repairs Water Distribution
Belt
Marking - Blue
Battery
Battery
Bolts
Edger
Gas Can - Zamboni, Belt
September 2014 Accounts Payables
Page 76 of 236
35956
35956
35956
35956
35956
35956
36036
36036
36036
36036
36036
35896
35896
35896
35896
35896
35896
36040
35897
35897
35897
35897
35897
36037
36037
36037
35959
35962
35962
36041
36041
36041
36041
35958
36038
35960
36044
Brighton Automotive &
Brighton Automotive &
Brighton Automotive &
Brighton Automotive &
Brighton Automotive &
Brighton Automotive &
Brighton Automotive &
Brighton Automotive &
Brighton Automotive &
Brighton Automotive &
Brighton Automotive &
Brighton Automotive &
Brighton Automotive &
Brighton Automotive &
Brighton Automotive &
Brighton Automotive &
Brighton Automotive &
Brighton Community Policing
Caduceon Enterprises Inc.
Caduceon Enterprises Inc.
Caduceon Enterprises Inc.
Caduceon Enterprises Inc.
Caduceon Enterprises Inc.
Campbell Monument Co. Ltd.
Campbell Monument Co. Ltd.
Campbell Monument Co. Ltd.
Canada Building Materials
Canadian Pacific Railway Co.
Canadian Pacific Railway Co.
CANADIAN UNION OF PUBLIC EMPLOYEES
CANADIAN UNION OF PUBLIC EMPLOYEES
CANADIAN UNION OF PUBLIC EMPLOYEES
CANADIAN UNION OF PUBLIC EMPLOYEES
Cash
CDW Canada Inc.
Channell's Service Centre
Chuck Dewal
02/09/2014
02/09/2014
10/09/2014
02/08/2014
15/08/2014
09/09/2014
18/08/2014
11/09/2014
08/09/2014
09/09/2014
09/09/2014
19/08/2014
25/08/2014
27/08/2014
27/08/2014
26/08/2014
26/08/2014
01/10/2014
31/07/2014
31/07/2014
30/06/2014
31/07/2014
31/07/2014
10/09/2014
10/09/2014
10/09/2014
29/08/2014
11/09/2014
11/09/2014
11/09/2014
11/09/2014
25/09/2014
25/09/2014
04/09/2014
02/09/2014
21/08/2014
23/09/2014
14833-22006
14833-22022
14833-22652
14833-22026
14833-20668
14833-22530
14833-20806
14833-22806
14833-22466
14833-22524
14833-22525
14833-20991
14833-21447
14833-21621
14833-21579
14833-21465
14833-21466
01102014
14-9758
14-9757
14-7807
14-9760
14-9759
INV28525
INV28524
INV28526
885771321
11067459
11067703
140914SAL
140907HRY
140928SAL
140921HRY
PETTY CASH
PD42920
48261
PERMIT 2014-24
Page 2 of 10
$133.92
$31.81
$58.07
$40.00
$21.41
$66.18
$11.03
$18.70
$293.57
$4.90
$73.70
$47.23
$70.48
$2.53
$8.84
$4.80
$13.97
$550.00
$63.57
$1,074.79
$166.16
$63.57
$63.57
$1,292.72
$596.64
$198.88
$48.88
$499.50
$1,199.00
$186.68
$520.74
$186.68
$492.84
$49.45
$1,182.52
$160.40
$1,000.00
Oil & Fuel Filter
Oil Filter
Pipe Coupling, Reciprocating
Brake Cleaner
Chamois
Reciprocating Saw Blades
Safety Glasses
Sealed Beam
Chain Puller
Oxy/Acet, soapstone
Storage Bins
Belt
Breakaway System
Hex Capscrew
License Lamp
Grease Tub
Alligator Clip
Monthly Grant
Codrington Hall
Brighton WTP
Brighton WTP
North Firehall
Hilton Hall
Pavers Engraving
Pavers Engraving
Pavers Engraving
Screening
Whistle Contract
Flasher Contract
140914SAL
140907HRY
140928SAL
140921HRY
Petty Cash
Computer
Tire Repairs
Permit Refund 2014-24
September 2014 Accounts Payables
Page 77 of 236
35928
35898
36039
35899
35899
35961
35961
35961
35961
35961
35961
35900
36004
36005
35901
35978
35978
35978
35922
35922
36017
36042
36042
36042
36045
36016
36057
35904
36046
36046
36046
36046
36046
36046
36046
36046
36046
City Of Quinte West
Coco Paving Inc.
Coco Paving Inc.
Cole's Tim-Br Mart
Cole's Tim-Br Mart
Cole's Tim-Br Mart
Cole's Tim-Br Mart
Cole's Tim-Br Mart
Cole's Tim-Br Mart
Cole's Tim-Br Mart
Cole's Tim-Br Mart
Computer Solutions
Conseil Scolaire De District
Conseil Scolaire De District
Corix Water Products (East)
County Of Northumberland
County Of Northumberland
County Of Northumberland
County Of Northumberland
County Of Northumberland
County Of Northumberland
Darch Fire
Darch Fire
Darch Fire
Digital Postage On Call
Don Murdock
Dumon MacDonald
Eastern Overhead Doors Ltd.,
EMC Your Community Newspaper
EMC Your Community Newspaper
EMC Your Community Newspaper
EMC Your Community Newspaper
EMC Your Community Newspaper
EMC Your Community Newspaper
EMC Your Community Newspaper
EMC Your Community Newspaper
EMC Your Community Newspaper
21/10/2013
15/08/2014
26/08/2014
25/06/2014
04/07/2014
28/08/2014
12/08/2014
07/08/2014
07/08/2014
08/08/2014
21/08/2014
25/08/2014
04/09/2014
04/09/2014
06/08/2014
04/09/2014
10/09/2014
12/09/2014
28/08/2014
29/08/2014
04/09/2014
28/08/2014
28/08/2014
28/08/2014
10/09/2014
22/08/2014
24/09/2014
22/08/2014
28/08/2014
22/08/2014
07/08/2014
14/08/2014
21/08/2014
21/08/2014
28/08/2014
28/08/2014
21/08/2014
IVC00704
13795987
13804825
2635143
2635756
2639396
2638366
2638066
2638065
2638147
2638970
453
3RD QUARTER 2014
3RD QUARTER 2014
1041384544
04092014 TAGS
10092014 TAGS
12092014 TAGS
28082014 AUG14
29082014 TAGS
3RD QUARTER 2014
53118
53119
53120
10092014
APPLEFEST 2014
PERMIT 2012-206
220669
OTC0072743
OTD0379184
OTD0381792
OTD0381899
OTD0381972
OTD0381973
OTD0382031
OTD0382032
OTD0387771
Page 3 of 10
$51,488.20
$1,559.06
$1,419.53
$25.14
$63.19
$11.12
$114.63
$42.13
$13.92
$6.96
$8.77
$39.55
$1,000.00
$2,353.93
$245.41
$660.00
$1,333.75
$2,268.75
$3,520.00
$343.75
$1,468,659.00
$874.90
$468.10
$610.71
$5,650.00
$200.00
$1,000.00
$221.48
$211.54
$113.00
$167.24
$289.62
$289.62
$226.00
$160.97
$167.24
$508.50
DJ Whites Resurfacing - 50%, per agreement
QPR
QPR
Stakes
Blue Marking Paint
Sidewalk Forms
Shovel, Handles, Cultivator
Drywall, Sanding Sponge
Pine
Pine
Pressure Treated Lumber
Printer Repairs
3Rd Quarter Payment
3rd Quarter Payment
Touch Pad
Bag Tag Remittance
Bag Tag Remittance
Bag Tag Remittance
Bag Tag Remittance
Bag Tag Remittance
3rd Quarter Payment
Annual Pump Test/Maintenance
Annual Pump Test/Maintenace
Annual Pump Test/Maintenance
Postage Meter Funds Tax and water bills
Entertainment Applefest
Permit Refund - 2012-206
Door Repairs- Fire Dept
Advertisement - Tender
Display Ad
Downtown Revit Comm
Advertising
On The List Ad
Display Ad
Notice of Bylaw Passing
Make your Vote Count Ad
Display Ad
September 2014 Accounts Payables
Page 78 of 236
35964
35965
36007
35905
35966
35967
35967
36047
35906
35907
35968
35968
36048
36048
36009
35908
35908
35909
35910
36049
35969
36050
35970
35970
35970
35971
35971
35971
35971
35971
35971
35971
35971
35971
35971
35971
35971
EMC Your Community Newspaper
31/08/2014 OTC0072416
ESC Corporate Services Ltd.
21/05/2014 E512002
Extreme Rush
10/09/2014 392
Fireservice Management Ltd
21/08/2014 429758
Fireservice Management Ltd
28/08/2014 429783
Fisher's Regalia
09/08/2014 26615
Fisher's Regalia
03/09/2014 26597
Gayle Frost
31/08/2014 AMO EXPENSES 2014
Geo-Logic Inc
07/08/2014 184136
Gerow Propane
21/08/2014 273201
Gin-Cor Industries Inc.
29/08/2014 21398
Gin-Cor Industries Inc.
25/08/2014 21362
Git-R-Down Tree Service
22/08/2014 2050
Git-R-Down Tree Service
22/08/2014 2052
Grampa's Goodtime Band
10/09/2014 APPLEFEST 2014
Hach Sales & Service Canada
03/07/2013 84826
Hach Sales & Service Canada
26/03/2014 79466
Hamilton Smith Limited
21/08/2014 23220
Hasting Prince Edward Counties M.F.A.A Life
29/08/2014
Safety Committee
608378
Herrington, Peter
05/09/2014 313296
Herrington, Peter
03/09/2014 313295
Horseshoe Media Inc.
03/09/2014 1235
Hutchinson Fuels
03/09/2014 86119
Hutchinson Fuels
20/08/2014 85956
Hutchinson Fuels
27/08/2014 86048
Hydro One
27/08/2014 200003833790AUG14
Hydro One
03/09/2014 200047775602 SEPT14
Hydro One
03/09/2014 200039139770 SEPT14
Hydro One
03/09/2014 200006022354 SEPT14
Hydro One
03/09/2014 200059582522 SEPT14
Hydro One
03/09/2014 200083273861 SEPT14
Hydro One
03/09/2014 200093778759 SEPT14
Hydro One
03/09/2014 200106149491 SEPT14
Hydro One
05/09/2014 200042642985 SEPT14
Hydro One
05/09/2014 200105800695 SEPT14
Hydro One
05/09/2014 200031941158 SEPT14
Hydro One
05/09/2014 200017716211 SEPT14
Page 4 of 10
$477.31
$78.87
$1,319.98
$532.46
$395.86
$31.64
$219.38
$200.37
$2,300.79
$174.28
$507.08
$3,038.94
$226.00
$1,130.00
$750.00
$1,092.71
-$403.41
$768.09
$1,082.54
$92.65
$122.50
$367.25
$1,285.76
$3,777.71
$92.05
$27.99
$134.72
$295.60
$14,091.10
$94.80
$576.39
$48.02
$54.90
$54.13
$66.63
$6.10
$338.83
RFP Advertising
Commissioner Stamps
Children's Village
Uniform Cleaning/Repairs
Uniform Cleaning
Badge, Trumpet Insignia
Firefighter Watch
AMO Expenses
Testing/Inspection-Terry Fox
Propane - Firehall
Parts - Vehicle Maintenance
Parts - vehicle maintenance
Dead Wood Removal
Row of Cedars Removal
Parade Entertainment Applefest
Chlorine
Pocket Meter Return
Humidifier Check
Fire Prevention Kits
Livestock Valuer
Livestock Valuer Expenses
Magazine Advertisement
Dyed Diesel
Dyed Diesel
Diesel Exhaust Fluid, DSYL
Butler Streetlights
Codrington Streetlights
Smithfield Streetlights
Streetlights
Orland Streetlight
Streetlights
Hazelton Streetlights
Lot 4 Con 4
Fieldcrest Court
50 Chatten Road
2992 County Rd 30
71 Chatten Rd
September 2014 Accounts Payables
Page 79 of 236
35971
35971
35971
36051
36051
36051
36051
36051
36051
36051
36051
36051
36051
36051
36051
36051
36051
36051
36051
36051
36051
36051
36051
35912
35912
36023
36052
35913
35913
35914
36053
36053
36006
36015
36011
35915
35915
Hydro One
Hydro One
Hydro One
Hydro One
Hydro One
Hydro One
Hydro One
Hydro One
Hydro One
Hydro One
Hydro One
Hydro One
Hydro One
Hydro One
Hydro One
Hydro One
Hydro One
Hydro One
Hydro One
Hydro One
Hydro One
Hydro One
Hydro One
Hydro One
Hydro One
Ian Roy
iCompass Technologies
Industrial Refrigerated System
Industrial Refrigerated System
InterFleet
InterFleet
InterFleet
J. Differ
Jacob Leeming
Jameson And The Thickness
JC Group
JC Group
05/09/2014
08/09/2014
08/09/2014
16/09/2014
16/09/2014
16/09/2014
16/09/2014
16/09/2014
12/09/2014
12/09/2014
12/09/2014
18/09/2014
16/09/2014
16/09/2014
18/09/2014
18/09/2014
18/09/2014
18/09/2014
18/09/2014
18/09/2014
18/09/2014
18/09/2014
18/09/2014
19/08/2014
15/08/2014
27/08/2014
05/09/2014
12/08/2014
05/08/2014
01/07/2014
03/01/2014
01/12/2013
10/09/2014
10/09/2014
23/08/2014
18/08/2014
18/08/2014
200022501543 SEPT14
200053586912 SEPT14
200095499396 SEPT14
200047371030 SEPT14
200005355074 SEPT14
200007604060 SEPT14
200024663431 SEPT14
200089255731 SEPT14
200079896544 SEPT14
200008905173 SEPT14
200104418851 SEPT14
200030047638 SEPT14
200050124315 SEPT14
200109793156 SEPT14
200077682924 SEPT14
200046062944 SEPT14
200045751231 SEPT14
200063481720 SEPT14
200025758723 SEPT14
200032525582 SEPT14
200006252528 SEPT14
200063550226 SEPT14
200074564574 SEPT14
200074564574 AUG14
200050124315 AUG14
APPLEFEST 2014
14360
214914
214920
179354-IN
173742-IN
170085-IN
985
APPLEFEST 2014
APPLEFEST 2014
34903
34904
Page 5 of 10
$189.09
$3,095.76
$1,596.96
$101.39
$1,588.49
$90.18
$50.11
$44.02
$3,799.10
$106.26
$49.73
$309.44
$2,193.08
$41.92
$59.99
$208.50
$420.96
$81.13
$207.83
$58.02
$359.14
$218.65
$172.50
$406.70
$2,067.45
$400.00
$4,520.00
$4,813.89
$2,678.76
$1,101.75
$1,418.15
$1,418.15
$300.00
$150.00
$300.00
$217.49
$319.59
1256 County Rd 27
35 Alice St
7 Harbour Street
Mill Pond Rd Streetlights
67 Sharp Rd
3 Bay St E.
232 Presquile Pkwy
71 Cty Rd 64, Sewage Lagoon
406 County Rd 26
820 Bayshore Rd
70 Bayshore Rd-Dock Lights
Hope Street
100 County Rd 64
Price Street Ball Diamond
Memorial Park
Recreation Canteen
20 Elizabeth Street
37 Pinnacle St
Elizabeth St Ball Park
Division Street
Kingsley/Main
Lakeview Hts Pumping Chamber
Elizabeth Ball Park #2
Elizabeth St. Ball Park #2
100 County Rd 64 - Sewer
Applefest Entertainment
Annual Renewal
Brine System - Arena
Compressor Overhaul
Monthly Wireless Service
Fleet Wireless Service
Fleet Wireless Service
Children's Village
Applefest Entertainment
Applefest Entertainment
Waste Water - Fuel
Water Dept - Fuel
September 2014 Accounts Payables
Page 80 of 236
35915
35915
35915
36054
36054
36054
36002
35916
36012
36013
35974
36014
36056
35973
35973
35917
35917
36055
36055
36003
36010
35977
35977
35977
35977
35977
35977
35977
35977
35920
36058
36058
36058
36058
36058
35976
35976
JC Group
JC Group
JC Group
JC Group
JC Group
JC Group
Jeanette Bujold
Jet Ice Limited
Jungle Cat World
Kawartha Pine Ridge
Keith Lee
Kratt Brother Company Ltd
L.B. Welding
L.B. Welding
L.B. Welding
L.B. Welding
L.B. Welding
Lakeport Power
Lakeport Power
Laurie Caouette
Margaret Greenly
Mike & Lori's No Frills
Mike & Lori's No Frills
Mike & Lori's No Frills
Mike & Lori's No Frills
Mike & Lori's No Frills
Mike & Lori's No Frills
Mike & Lori's No Frills
Mike & Lori's No Frills
Minister Of Finance
Minister Of Finance EHT
Minister Of Finance EHT
Minister Of Finance EHT
Minister Of Finance EHT
Minister Of Finance EHT
Municipal Equipment
Municipal Equipment
31/07/2014
31/07/2014
18/08/2014
16/09/2014
31/08/2014
31/08/2014
22/08/2014
14/08/2014
10/09/2014
04/09/2014
03/09/2014
06/08/2014
21/08/2014
27/08/2014
26/08/2014
11/08/2014
18/08/2014
16/09/2014
27/08/2014
23/08/2014
10/09/2014
22/08/2014
08/08/2014
01/08/2014
05/08/2014
20/08/2014
19/08/2014
19/08/2014
19/08/2014
14/09/2014
08/09/2014
11/09/2014
11/09/2014
25/09/2014
25/09/2014
31/08/2014
31/08/2014
34700
34699
34888
35292
35095
35093
01
79880
12764
3RD QUARTER 2014
PHONE CASE
KBCL 0062
31498
31531
31523
31422
31464
112030
111965
CASH FLOAT
APPLEFEST 2014
06 8632
02 0650
05 6562
01 1114
08 3925
08 3691
08 3639
08 3646
140814076
140831COU
140914SAL
140907HRY
140928SAL
140921HRY
1901
1898
Page 6 of 10
$588.52
$216.44
$541.29
$558.04
$552.32
$1,288.48
$100.00
$837.79
$632.80
$713,111.45
$55.53
$8,475.00
$282.50
$7.90
$82.34
$403.41
$2,316.50
$127.13
$482.51
$225.00
$600.00
$45.13
$94.36
$27.09
$5.48
$7.29
$14.77
$64.29
$63.28
$162,175.00
$192.53
$1,190.50
$1,192.44
$1,168.28
$1,150.08
$46.28
$521.27
Water Dept - Fuel
Waste Water - Fuel
Public Works - Fuel
Fuel - Parks & Rec Dept
Fuel - Public Works
Fuel - Parks & Rec
Applefest Entertainment
Line Paint
Children's Village
3rd Quarter Payment
Phone Case
Children's Village
Replace Cylinder Pivot Ends
Door Holder
Trailer Supplies
Fabricate Cover Plate
Fabricate Frames
Bracket
Light Supplies
Children's Village - Float
Children's Village
Grocery Items
Gorcery Supplies
Grocery Supplies
Grocery Supplies
Grocery Supplies
Grocery Supplies
Cleaning, Grocery Supplies
Cutlery
Policing Contract
140831COU
140914SAL
140907HRY
140928SAL
140921HRY
Swivel Gasket
Hydrant Gate Valve
September 2014 Accounts Payables
Page 81 of 236
35976
36059
36059
36060
35921
35921
35921
35921
36061
36028
36028
35938
35979
36062
36062
36062
36062
35980
35923
35981
35924
36018
35925
35925
35925
35925
35982
35982
35982
35982
35982
35982
35982
35982
35982
35982
35982
Municipal Equipment
Murray's Rug Rental
Murray's Rug Rental
MZ Media Inc.
National Sanitation And
National Sanitation And
National Sanitation And
National Sanitation And
Neopost Leasing Services Canada Ltd
Noble Corporation
Noble Corporation
Northumberland County
Nortrax
OMERS
OMERS
OMERS
OMERS
Ont Assn Fire Chiefs
Orkin Canada Corporation
OSM Networks Inc.
OT Group
P.V.N.& C. R.C. Sep. School Bd
Pare's Home Hardware
Pare's Home Hardware
Pare's Home Hardware
Pare's Home Hardware
Pare's Home Hardware
Pare's Home Hardware
Pare's Home Hardware
Pare's Home Hardware
Pare's Home Hardware
Pare's Home Hardware
Pare's Home Hardware
Pare's Home Hardware
Pare's Home Hardware
Pare's Home Hardware
Pare's Home Hardware
02/09/2014
15/09/2014
15/09/2014
31/08/2014
28/07/2014
25/08/2014
25/08/2014
06/08/2014
02/09/2014
15/08/2014
12/08/2014
21/08/2014
29/08/2014
11/09/2014
11/09/2014
25/09/2014
25/09/2014
02/09/2014
15/08/2014
05/09/2014
31/08/2014
04/09/2014
03/07/2014
28/07/2014
29/07/2014
29/07/2014
01/08/2014
05/08/2014
07/08/2014
15/08/2014
19/08/2014
20/08/2014
20/08/2014
21/08/2014
22/08/2014
25/08/2014
31/08/2014
1905
59670
59672
4556
324877
325930
325963
32599
6106838
5034067-01
5034067-00
WOO5388
229605
140914SAL
140907HRY
140928SAL
140921HRY
50537
IN-5639806
20142990
A067515
3RD QUARTER 2014
83092
83607
83622
83628
83699
83747
83800
83948
84016
84028
84052
84073
84085
84125
84250
Page 7 of 10
$24.09
$94.00
$32.00
$976.32
$671.36
$180.17
$346.12
-$138.76
$812.83
$39.05
$438.20
$369.15
$10,961.00
$12,998.44
$7,627.80
$12,736.48
$7,418.76
$389.85
$67.80
$48.53
$51.60
$90,930.36
$13.94
$42.91
$25.75
$22.53
$4.28
$21.46
$14.49
$42.54
$9.65
$34.33
$34.87
$61.84
$12.40
$9.65
$4.06
Swivel Gasket
35 Alice St
Arena
Radio Advertising Applefest
Janitorial Supplies
Janitorial Supplies
Janitorial Supplies
Returned Items
Leasing Contract-Oct to Dec/14
Materials/Supplies
Materials/Supplies
Tipping Fees
Rental Invoice
140914SAL
140907HRY
140928SAL
140921HRY
Midterm Meeting Registration
Pest Control
Sept 30 to Oct 29, 2014
Metered Copying Charges
3rd Quarter Payment
Safety Kit
Light Bulbs
Step Ladder
Raid - Wasp & Hornet
Measuring Cup
Batteries
Screen Repair Kit
Gauge, Coupler Kit, Strap
Squeegee
Light Bulb
Cleaner, Plugs, Tape
Mophead, Rags,Handle,Valve
Bushing,Coupling,Tape Measure
Wasp/Hornet Insecticide
Elbow, Bushing
September 2014 Accounts Payables
Page 82 of 236
35982
36024
35985
35983
35926
35984
36019
35927
36020
35986
36063
36063
36063
36063
36063
36063
35947
35947
35947
35947
35947
35947
35948
35948
35948
35948
35948
36064
36064
36064
35987
35929
35930
35930
36029
36021
36065
Pare's Home Hardware
Patti Stewart
Peter Quick Asphalt Sealing
Phillips Farm Supply
Phillips Farms
Purolator Courier Ltd.
Quinte Access
Quinte Broadcasting Co. Ltd
Quinte Laser Tag Inc.
Quinte Mobile
Receiver General For Canada
Receiver General For Canada
Receiver General For Canada
Receiver General For Canada
Receiver General For Canada
Receiver General For Canada
Receiver General For Canada
Receiver General For Canada
Receiver General For Canada
Receiver General For Canada
Receiver General For Canada
Receiver General For Canada
Receiver General For Canada
Receiver General For Canada
Receiver General For Canada
Receiver General For Canada
Receiver General For Canada
Receiver General For Canada
Receiver General For Canada
Receiver General For Canada
Reliance Home Comfort
Renegade Buyers Group
Rent All Centre
Rent All Centre
Rick Jones
Riverside Music Trenton
Robert Russell
31/08/2014
23/08/2014
30/08/2014
28/07/2014
25/06/2014
22/08/2014
10/09/2014
22/08/2014
10/09/2014
27/08/2014
25/09/2014
25/09/2014
25/09/2014
25/09/2014
25/09/2014
25/09/2014
11/09/2014
11/09/2014
11/09/2014
11/09/2014
11/09/2014
11/09/2014
08/09/2014
08/09/2014
11/09/2014
11/09/2014
11/09/2014
25/09/2014
25/09/2014
25/09/2014
03/09/2014
07/08/2014
24/07/2014
30/07/2014
23/09/2014
10/09/2014
19/09/2014
84256
$45.06
CAR SHOW FLOAT
$500.00
2040
$1,073.50
183231
$7.23
41
$54.00
424991624
$25.73
APPLEFEST 2014
$891.00
17202
$550.88
APPLEFEST 2014
$1,500.00
144570
$2,059.43
140928SAL
$1,982.82
140928SAL-1
$770.63
140928SAL-2
$11,637.21
140921HRY
$2,442.14
140921HRY-1
$809.90
140921HRY-2
$7,212.74
140914SAL
$2,790.28
140914SAL-1
$921.82
140914SAL-2
$12,040.79
140907HRY
$2,931.04
140907HRY-1
$1,076.37
140907HRY-2
$7,228.03
140831COU
$443.18
140831COU-1
$1,120.27
140907HRY
$1,482.26
140907HRY-1
$852.80
140907HRY-2
$2,653.19
140921HRY
$1,337.12
140921HRY-1
$753.13
140921HRY-2
$2,287.56
3112 544 SEPT14
$124.30
2100
$45.20
642794
$1,939.36
C323020
$101.70
OBOA MEAL ALLOWANCE $500.00
0003
$300.00
TAX WRITE OFF
$1,824.19
Page 8 of 10
Fuel Gauge
Applefest Car Show - Float
Line Painting
Coupling
Straw
Courier Service
Advertising
Advertising - Applefest
Children's Village
MPA
140928SAL
140928SAL
140928SAL
140921HRY
140921HRY
140921HRY
140914SAL
140914SAL
140914SAL
140907HRY
140907HRY
140907HRY
140831COU
140831COU
140907HRY
140907HRY
140907HRY
140921HRY
140921HRY
140921HRY
75 Elizabeth St
Janitorial Supplies
Generator / Hose
Hose
Meal Allowance OBOA
Applefest Entertainment
Tax Write Off
September 2014 Accounts Payables
Page 83 of 236
35931
35988
35957
36022
35911
36043
35949
35932
35933
35934
35975
35902
35902
35935
35990
35990
35990
35989
35991
35919
35939
35939
35992
35993
35940
35941
35941
35994
35994
35942
36066
36066
36066
36066
36066
35943
35943
Rock, Paper, Scissors
Rock, Paper, Scissors
Roger Broersma
Rogues Of Northumberland
Scott Hodgson
Shawn Devries
Shining Starz Cleaning
Spirit Signs
Stantec Consulting Ltd
Staples Advantage
Stephen Maxwell
Steve Crowe Excacating Ltd
Steve Crowe Excacating Ltd
Sun Media
T. A. S. Communications
T. A. S. Communications
T. A. S. Communications
TAS-Page Communications
Telizon Inc.
The Mearie Group
Uniongas
Uniongas
Uniongas
Waste Management
Watson & Associates
Willow Publishing Co
Willow Publishing Co
Willow Publishing Co
Willow Publishing Co
Winslow Gerolamy Motors Ltd
Workplace Safety Insurance Bd
Workplace Safety Insurance Bd
Workplace Safety Insurance Bd
Workplace Safety Insurance Bd
Workplace Safety Insurance Bd
Xerox Canada Ltd.
Xerox Canada Ltd.
07/08/2014
10/09/2014
09/09/2014
10/09/2014
29/08/2014
23/09/2014
15/09/2014
22/08/2014
20/08/2014
26/08/2014
09/09/2014
31/07/2014
15/08/2014
31/07/2014
01/09/2014
01/09/2014
01/09/2014
01/09/2014
06/09/2014
22/08/2014
20/08/2014
21/08/2014
19/08/2014
01/09/2014
31/07/2014
22/08/2014
02/09/2014
06/09/2014
04/09/2014
25/08/2014
11/09/2014
11/09/2014
25/09/2014
30/09/2014
25/09/2014
26/08/2014
26/08/2014
62540
63070
LIVESTOCK CLAIM
APPLEFEST 2014
APWA 2014
PERMIT 2013-11
103
8569
884214
36409829
HDMI CABLE
4536
4776
LD08129717
324301
324366
324722
975166-090114
3795520140906
14265
114-5006 AUG14
114-4715 AUG14
114-3906 AUG14
717-759392
20474
B9718
B9797
B9828
B9815
292068
140914SAL
140907HRY
140928SAL
SEPT 2014
140921HRY
F46423810
F46426094
Page 9 of 10
$9.23
$33.89
$924.00
$800.00
$600.65
$1,000.00
$975.00
$791.00
$756.04
$40.89
$29.38
$8,136.00
$3,955.00
$167.24
$28.25
$325.67
$40.73
$591.44
$1,887.36
$24,829.83
$82.48
$38.76
$33.54
$656.67
$922.58
$3,582.10
$101.70
$59.89
$763.88
$180.69
$1,195.66
$1,265.44
$1,120.27
$549.46
$1,222.51
$21.93
$484.76
Shipping Tags
Office Supplies
Livestock Claim
Applefest Emtertainment
APWA - Hotel
Permit Refund - 2013-11
Cleaning Contract
Signage - Applefest
Technical Review Services
File Folders
Computer Cable
Water Reservoir Job
BMX Trail
Advertising - Rec Dept
Emergency Radio Dispatch
Answering Service
Elevator Alarm Monitoring
Message Centre Service
Monthly Telephone Charges
September Premium
75 Elizabeth St
67 Sharp Rd
20 Elizabeth Street
Waste Collection
DC Study & By-law
Applefest Brochures
Election/EMC Businesses Ad
Boat Ramp Payment Envelopes
Voters Lists
Chamber
140914SAL
140907HRY
140928SAL
Volunteer Forces
140921HRY
Metered Copy Charges
Metered Copy Charges
September 2014 Accounts Payables
35944
35945
35995
35995
35946
Xplornet
Zee Medical Canada, Inc
Zee Medical Canada, Inc
Zee Medical Canada, Inc
Zycom Technology Inc.
29/08/2014
26/08/2014
26/08/2014
26/08/2014
28/08/2014
INV06929263
160048024
160048014
160048013
IN-50453-01
September Payables
Page 84 of 236
Page 10 of 10
$67.79
$112.49
$79.99
$120.69
$508.50
$3,314,973.08
Aug 29 to Sept 28 2014 North Fire Hall
First Aid Box Supplies
First Aid Box Supplies
First Aid Box Supplies
Remote Monitoring
Municipality of Brighton
Council Meeting
Council Date:
20 Oct 2014
To:
Council
Prepared By:
Linda Widdifield, Director of Finance & Administrative
Services
Reviewed By:
Gayle Frost, CAO
Department:
Finance
Subject/Title:
Third Quarter Financial Report for 2014
Recommendation:
That Council receives the Third Quarter Financial Report for 2014.
Background/Purpose:
To provide Council with a summary of our financial activity for three quarters of 2014.
The attached spreadsheet reflects the departmental 2014 budget and actual revenues
and expenditures to September 30 and variances. In addition to the Third Quarter
Summary, a report on Capital Projects is included.
It is anticipated that the Municipality will be challenged to operate within budget for the
remainder of 2014 due to higher than normal snowfalls and inconsistent hydro billings
during 2013 and 2014. We are currently at 58.0% of expenditures and have collected
and/or billed 72.7% of budgeted revenues. The significant differences are explained
below.
Analysis/Comments:
Taxation and Grants
•
Taxes have been billed for all properties on the assessment roll;
•
One additional supplementary tax billing will be posted in November;
Page 85 of 236
•
PIL’s have been accrued and billed for the year with the exception of the capping
adjustments;
•
Three quarterly payments from the Ontario Municipal Partnership Fund have
been received.
General Government
•
2014 Landfill Host Fees from the County not yet received ($35,000) and will be
accrued in the fourth quarter, but we received more than the accrued host fee for 2013,
creating a surplus in 2014;
•
Received 10 monthly rent payments from Health Unit;
•
Received 9 monthly payments for Court Rent and an additional $4,700 in
retroactive payments from October 2012 to present;
•
Annual insurance payments have been made;
•
Annual loan payment for municipal building renovations has not been posted;
•
Transfer from Library for building expenses has been posted;
•
Transfer from reserves for election expenses has been made;
•
A summary of capital projects is included.
Fire Department
•
First half of volunteer wages have been paid;
•
Funding for major Capital projects will be transferred at project completion;
•
Deputy Fire Chief position was filled in August;
•
Increased accident assistance on 401 provided more revenue but also extra
unplanned vehicle maintenance;
•
Full year’s insurance has been paid;
•
A summary of capital projects is included.
Animals, Rural, Emergency Planning, Health and Safety
•
Dog tags have been invoiced and collections have been moderate;
•
Expenditures for Animal Control are lower than anticipated;
Building
• Building revenues are at 75.5% of budget.
Bylaw
• Bylaw Revenues are at 85% of budget;
Planning
•
Planning Revenues are greater than budgeted;
•
Annual memberships and overhead transfers are complete;
•
There has been one Committee of Adjustment meeting;
Page 86 of 236
Public Works
• Federal Gas Tax has been brought into revenue for the Terry Fox Drive project costs
to date;
• Funding for major Capital projects will be transferred at project completion;
• Annual expenditure allocation to other departments have been made;
• Vehicle maintenance and fuel is at 82.9% of budget, included in the PW equipment
expenditures. Higher than average snowfall during the past winter contributed to the
increase in fuel and maintenance;
• Winter control expenditures are at 90.5% of budget. Inventory of sand and salt have
been depleted and will be replenished in the fourth quarter. Costs for sand and salt
have increased due to supply challenges and winter control is expected to be over
budget in 2014;
•
Hydro for streetlights is over budget. Errors in hydro billing has created budget
variances in 2013 and 2014;
• Annual insurance has been paid;
• A summary of capital projects is included.
Parks and Recreation
• Harbour revenues are more than budgeted. Daily Boat Launch revenue and transient
docking will continue until October;
•
Arena revenue will pick up in the last quarter;
• The Community Centre revenue is on budget. Loan payments are made monthly;
• Annual finance payment for Parks Garage has not been transferred but will be done
at year end;
• Annual insurance has been paid;
• Transfer from Reserves, Reserve Funds, Parkland and Development Charges will be
made after the projects are complete;
•
A summary of capital projects is included.
Community Development
•
Civic Awards was over budget by less than $500;
•
Community Events Heritage Canada Grant was $500 more than expected;
Policing
•
The 1000 Officers and part of RIDE grants have been received;
•
75% of payments have been made toward the Policing contract;
•
2013 Policing Reconciliation of $36,116 was received and transferred to the
Policing Reserve.
External Budgets
•
DBIA revenue has been billed through the tax levy;
Page 87 of 236
•
The annual grant was remitted to the DBIA;
•
Quinte Economic Development Commission has received three-quarters of its
approved funding;
•
The annual payment has been made to Lower Trent Conservation Authority;
•
The annual library operating grant has been made and the transfer from
development charges has occurred. Unbudgeted pay equity adjustments have been
funded;
•
Codrington Community Centre Solar Project revenue is being transferred to the
reserve and loan payments are being funded from the reserve;
• Unbudgeted grant for Codrington Picnic Shelter has been received and project is
underway;
•
Mount Hope Cemetery and all other cemeteries in the municipal boundary have
received the 2014 grant;
•
Chamber of Commerce has received its annual payment;
•
YMCA has received 3 quarterly payments;
•
25% of the grant has been made to Quinte Access.
Environmental Services
•
Wastewater billings are at 76.7% of budget and Water billings are at 74.9% of
budget;
•
Transfer from reserves and development charges for water and wastewater
projects will occur when the projects are complete;
•
The budgeted transfer from unfinanced capital for water and the wastewater
surplus transfer to reserves will not be posted until year end;
•
Annual insurance has been paid;
• The capital projects are summarized.
Attachments:
Quarterly Summary September 30, 2014
Capital Budget 2014 3rd Quarter
Page 88 of 236
MUNICIPALITY OF BRIGHTON
Quarterly Summary Net
For the Nine Months Ending September-30-14
2014
Budget
Net
Taxes
Supplementary Taxes
Payments in Lieu of Taxes
OMPF
2014
Actual
Net
2014
Variance
(Balance)
2014
% Variance
%(Balance)
-$6605,222
-$84,000
-$612,405
-$1000,400
-$6605,219
-$50,606
-$601,798
-$750,300
-$3
-$33,394
-$10,607
-$250,100
0.00%
39.75%
1.73%
25.00%
General Government Revenue
Interest Income
Council Revenues
Council Expenditures
Admin Office and Building Revenues
Admin Office and Building Expendit…
-$210,541
-$243,145
-$1,500
$186,403
-$137,222
$1174,657
-$380,087
-$181,502
-$209
$131,048
-$123,239
$1102,268
$169,546
-$61,643
-$1,291
$55,355
-$13,983
$72,389
(80.53%)
25.35%
86.08%
29.70%
10.19%
6.16%
Fire Department Admin Revenue
Fire Department Admin Expenditures
Fire Prevention
South Fire Division
North Fire Division
Fire Equipment
-$41,000
$423,622
$2,950
$169,159
$80,677
$37,193
-$48,705
$362,555
$1,845
$97,291
$39,526
$44,192
$7,705
$61,067
$1,105
$71,868
$41,151
-$6,999
(18.79%)
14.42%
37.47%
42.49%
51.01%
(18.82%)
1 of 6
Page 89 of 236
MUNICIPALITY OF BRIGHTON
Quarterly Summary Net
For the Nine Months Ending September-30-14
2014
Budget
Net
Animal Control Revenue
Animal Control Expenditures
Livestock Claims
Landfill Liaison Committee
Emergency Planning
Health and Safety
2014
Actual
Net
2014
Variance
(Balance)
2014
% Variance
%(Balance)
-$16,000
$16,000
$380
$625
$9,110
$2,000
-$21,160
$8,141
$1,508
$305
$5,043
$3,621
$5,160
$7,859
-$1,128
$320
$4,067
-$1,621
(32.25%)
49.12%
(296.95%)
51.16%
44.64%
(81.04%)
Building Dept Revenue
Building Dept Expenditures
-$179,000
$179,000
-$146,496
$134,562
-$32,504
$44,438
18.16%
24.83%
ByLaw Dept Revenue
ByLaw Dept Expenditures
-$4,280
$108,125
-$3,670
$62,197
-$610
$45,928
14.25%
42.48%
Planning Revenue
Planning Expenditures
Industrial Park
Heritage Committee
Accessibility Committee
Committee of Adjustments Rev
Committee of Adjustments Exp
-$37,600
$249,032
$1
$11,576
$9,751
-$2,400
$1,500
-$102,884
$174,189
$127,900
$4,750
$101
-$775
$0
$65,284
$74,843
-$127,899
$6,826
$9,650
-$1,625
$1,500
(173.63%)
30.05%
(12789889.00%)
58.97%
98.97%
67.71%
100.00%
2 of 6
Page 90 of 236
MUNICIPALITY OF BRIGHTON
Quarterly Summary Net
For the Nine Months Ending September-30-14
2014
Budget
Net
Public Works Revenues and Grants
Public Works Administration
Public Works Building
Public Works Equipment
Roadway Maintenance
Bridges and Culverts
Winter Control
Connecting Link
Streetlights
Traffic Lights
Parking Lots
Sidewalks
Storm Sewers
Crossing Guards
Accessibility Related Projects
Waste Management
Harbours Revenue
Harbours Expenditures
Parks and Rec Administration
Arena Revenue
Arena Expenditures
Parks Revenue
Parks Expenditures
Canteen Revenue
Canteen Expenditures
Community Centre Revenue
Community Centre Expenditures
Parks Garage and Equipment
Cenotaph Committee
Splashpark
Trails and Boardwalks
Waterfront
2014
Actual
Net
2014
Variance
(Balance)
2014
% Variance
%(Balance)
-$1168,521
$687,692
$59,177
$578,153
$2227,988
$27,861
$254,844
$0
$135,946
$8,000
$3,561
$86,493
$73,758
$54,226
$12,148
$7,500
-$663,217
$552,971
$29,181
$286,334
$1258,276
$14,260
$230,538
$0
$129,469
$511
$4,642
$17,992
$19,453
$32,864
$4,186
-$2,577
-$505,304
$134,721
$29,996
$291,819
$969,712
$13,601
$24,306
$0
$6,477
$7,489
-$1,081
$68,501
$54,305
$21,362
$7,962
$10,077
43.24%
19.59%
50.69%
50.47%
43.52%
48.82%
9.54%
0.00%
4.76%
93.62%
(30.36%)
79.20%
73.63%
39.39%
65.54%
134.36%
-$9,000
$20,810
$246,555
-$274,200
$468,595
-$239,500
$341,214
$0
$3,050
-$79,500
$166,059
$29,720
$0
$5,750
$0
$0
-$11,913
$16,616
$186,734
-$164,254
$259,500
-$14,265
$165,874
$0
$2,112
-$15,034
$108,453
$23,918
$591
$3,347
$75
$0
$2,913
$4,194
$59,821
-$109,946
$209,095
-$225,235
$175,340
$0
$938
-$64,466
$57,606
$5,802
-$591
$2,403
-$75
$0
(32.36%)
20.16%
24.26%
40.10%
44.62%
94.04%
51.39%
0.00%
30.76%
81.09%
34.69%
19.52%
0.00%
41.79%
0.00%
0.00%
3 of 6
Page 91 of 236
MUNICIPALITY OF BRIGHTON
Quarterly Summary Net
For the Nine Months Ending September-30-14
2014
Budget
Net
Economic Development
Tourism and Promotion Revenue
Tourism and Promotion Expenditures
Community Events Revenue
Community Events Expenditures
Seniors' Centre Committee
Applefest Committee
Cultural Services Revenue
Cultural Services Expenditures
Health Service Revenue
Health Services Expenditures
2014
Actual
Net
2014
Variance
(Balance)
2014
% Variance
%(Balance)
$146,350
-$63,000
$144,800
-$11,490
$36,795
$0
$5,074
-$2,300
$2,625
$112,242
-$53,000
$75,063
-$4,300
$23,037
$0
-$39,080
-$2,140
$2,586
$34,108
-$10,000
$69,737
-$7,190
$13,758
$0
$44,154
-$160
$39
23.31%
15.87%
48.16%
62.58%
37.39%
0.00%
870.20%
6.96%
1.50%
-$7,500
$56,946
-$10,329
$59,725
$2,829
-$2,779
(37.72%)
(4.88%)
4 of 6
Page 92 of 236
MUNICIPALITY OF BRIGHTON
Quarterly Summary Net
For the Nine Months Ending September-30-14
2014
Budget
Net
Police Service Board
Police Services Revenue
Police Services Expenditures
Tile Drainage Loans Revenue
Tile Drainage Loans Expenditures
PRMPA
QEDC
DBIA Revenue
DBIA Expenditures
Codrington Community Centre
Curling Club
Other Cultural Services
Tourism
Conservation Authority
Quinte Access
Library Services
Mount Hope Cemetery Board
2014
Actual
Net
2014
Variance
(Balance)
$13,707
-$63,700
$1882,701
$5,571
-$57,789
$1396,493
$8,136
-$5,911
$486,208
$0
$0
$23,274
$38,831
-$32,500
$32,500
$10,000
$0
$15,500
$58,100
$123,961
$17,385
$316,000
$40,514
$0
$0
$16,713
$38,792
-$32,277
$32,500
-$110,698
$0
$16,500
$50,850
$99,496
$5,235
$369,894
$38,036
$0
$0
$6,561
$39
-$223
$0
$120,698
$0
-$1,000
$7,250
$24,465
$12,150
-$53,894
$2,478
2014
% Variance
%(Balance)
59.36%
9.28%
25.83%
0.00%
0.00%
28.19%
0.10%
0.69%
0.00%
1206.98%
0.00%
(6.45%)
12.48%
19.74%
69.89%
(17.05%)
6.12%
5 of 6
Page 93 of 236
MUNICIPALITY OF BRIGHTON
Quarterly Summary Net
For the Nine Months Ending September-30-14
2014
Budget
Net
2014
Actual
Net
2014
Variance
(Balance)
2014
% Variance
%(Balance)
Sanitary Sewers Revenue
Sanitary Sewers Expenditures
-$2614,170
$2614,170
-$639,118
$460,857
-$1975,052
$2153,313
75.55%
82.37%
Water Plant Revenue
Water Plant Expenditures
Water Distribution Revenue
Water Distribution Expenditures
$0
$499,063
-$1121,500
$622,437
-$298
$372,184
-$832,936
$248,146
$298
$126,880
-$288,564
$374,291
0.00%
25.42%
25.73%
60.13%
6 of 6
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Municipality of Brighton
2014 Tax Support Capital
Actual
Expenditure
Budgeted
Capital Item
Comments
Expenditure
General Government
Municipal Centre/Library Design
$50,000
Development Charge Study
$30,000
Computers
Total Administration
deferred
$29,810 complete
$3,000
$3,529 complete
$83,000
$33,339
Fire Department
Fire Master Plan
$140 complete, bill not previuosly received
Freightliner
$111,347 from 2013 budget, funded by internal borrowing
Self-Contained Breathing Apparatus (S.C.B.A.)
$13,000
Personal Protection Equipment (P.P.E.)
$20,000
Pagers/Radios
$5,000
Rotary Saw/Blade
$2,500
Two – 22000 lbs Air Bags
$2,500
Electric Positive Pressure Ventilation Fan
$2,600
Two iPads, new computer
$2,000
Training Material Fire Code/Building Code Edition
$2,000
Nozzels/Stortz Connection 6” Valve Intake, Foam
Connection on Truck 271
Total Fire Department
$11,178 complete
$2,414 To be purchased in 4th quarter
To be purchased in 4th quarter
$2,263 complete
To be purchased in 4th quarter
To be purchased in 4th quarter
$3,820 complete
To be purchased in 4th quarter
$7,500
$5,568 complete
$57,100
$136,730
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Appendix 'A'
1
Actual
Expenditure
Budgeted
Capital Item
Comments
Expenditure
Public Works
Computer/Laptop
$1,144
Fire Alarm
$20,000
Total PW Building
$20,000
Replace Floor
$15,000
Total Hilton Hall
$15,000
Tandem Truck
$235,000
Sidewalk Plow
$150,000
2 Pick Up Trucks
Back up Cameras
Total PW Equipment
To be completed in 4th quarter
$1,144
$0
$162 Truck expected by year end
Sidewalk plow expected early in 4th quarter
$80,000
$191 Trucks expected before year end
$20,000
To be purchased in 4th quarter
$485,000
$353
Total Bridges and Culverts
$0
$0
Total Safety Capital
$0
$0
various sidewalks
$75,000
Total Sidewalks
$75,000
Complete, billing to be processed in 4th Quarter
$0
Storm Water Ceptors
$101,435
$0 Deferred pending completion of Storm Water Masterplan
Total Storm Water Capital
$101,435
$0
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Appendix 'A'
2
Actual
Expenditure
Budgeted
Capital Item
Comments
Expenditure
Road Construction Projects
Terry Fox Drive
$660,000
Stoney Point Road South
$400,000
$599,235 Complete - final holdback to be released
$10,425 Project to be completed - October
Little Lake Road
$93,000
$3,344 Project to be completed - October
Bayshore Road
$342,000
$73,199 Project to be completed - October
Richmond Street
$282,000
$54,141 Project to be completed - October
Whites Road
$46,555
$46,367 Complete
Complete Centre St
$33,966
$31,815 Complete
Shoal Point
Wages
Young/George Street Design
$4,816 Project to be completed - October
$7,627
$7,137 On-going
$45,853
$6,502 On-going
Total Road Construction
$1,911,001
$836,981
Total Public Works Capital
$2,506,001
$838,478
Parks and Recreation
Arena
Ice Resurfacer
$90,000
Driveway and Curbstones, KEP Parking Lot
$70,000
Cameras
Total Arena
$73,326 Complete
Deferred
$8,500
$5,464 Complete
$168,500
$78,790
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Appendix 'A'
3
Actual
Expenditure
Budgeted
Capital Item
Comments
Expenditure
Parks
Zero Turn Mower
$10,000
Skateboard Park
$150,000
Dog Park Fencing
$20,000
$22,682 Complete
$2,500
$7,890 Complete
Complete King Edward Park
Total Parks
$6,800 Complete
Deferred
$182,500
$37,372
Curling Club
$0
Total Curling Club
$0
$0
Community Centre
Sound System
$20,000
Total Community Centre
$20,000
Deferred
$0
Cenotaph
Plaques
$993
Total Cenotaph
$993
Harbours
Dock Lighting at Presquile
$2,500
$1,556 Complete
Total Harbours
$2,500
$1,556
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Appendix 'A'
4
Actual
Expenditure
Budgeted
Capital Item
Comments
Expenditure
Trails and Boardwalks
Picnic Shelter
$30,000
Trail, Ontario to Harbour
$10,000
Total Trails and Boardwalks
$40,000
Deferred
To be completed in October
$0
Codrington Community Centre
Shelter
BMX Trail
Total Codrington Community Centre
Total Parks and Recreation
$173 New project underway, to be completed in 4th quarter
$5,000
$3,500 To be completed in 2015
$5,000
$3,673
$418,500
$122,384
ByLaw Department
$0
Total ByLaw Department
$0
$0
$0
$0
Building Department
Total Building Department
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Appendix 'A'
5
Actual
Expenditure
Budgeted
Capital Item
Comments
Expenditure
Planning and Development
Official Plan (from 2012)
$4,000
Computer
$1,500
$8,385 Complete
Total Planning Services
$5,500
Industrial Park - Phase 1
$698,864
$127,900 On-going
Total Industrial Park
$698,864
$127,900
$8,385
Community Development
Computers
Total Community Development
Total Tax Supported Capital
$1,021
$0
$1,021
$3,768,965
$1,268,238
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Appendix 'A'
6
Actual
Expenditure
Budgeted
Capital Item
Comments
Expenditure
2014 Rate Supported Capital
Sewer
Wastewater Consulting
$0
-
Computers
Ammonia Removal (from 2013)
Infiltration and Inflow Study (year 1 of 2)
1,052.22
$1,780,820
36,613.25
On-going
$150,000
9,002.61
On-going
Digital Video Camera
$8,000
Wastewater Capital
$1,938,820
to be purchased in the 4th quarter
46,668.08
Water
Water Plant
Entrance Gate
$7,500
to be completed in the 4th quarter
Protector Peaks for North Wall of Plant
$10,000
to be completed in the 4th quarter
Centre Wall in Reservoir
$20,000
Scada Upgrade
$15,000
14,958.72
Total Water Plant
$52,500
14,958.72
to be completed in the 4th quarter
Water Distribution
Water Distribution Capital
Page 101 of 236
Total Rate Supported Capital
$0
-
$1,991,320
61,626.80
Appendix 'A'
7
complete
Municipality of Brighton
Council Meeting
Council Date:
20 Oct 2014
To:
Council
Prepared By:
Catherine Chisholm, Manager of Environmental Services
Reviewed By:
Gayle Frost, CAO
Department:
Environmental Services
Subject/Title:
Aeration Chronology Report
Recommendation:
-that council receives the report from the Manager of Environmental Services as
information
Background/Purpose:
At the council meeting on September 30th, council requested copies of the resolutions
regarding direction provided to staff about aeration upgrades at Brighton's Water
Pollution Control Plant (WPCP) in the following resolution:
That Council defers the staff report regarding the Water Pollution Control Plant to the
October 20, 2014 Council meeting and have staff provide copies of the staff reports &
minutes of the meetings referred to.
Upgrading the aeration is expected to decrease the levels of ammonia in effluent from
the WPCP. Currently, there are annual, seasonal exceedances of the levels of effluent
ammonia permitted in the Environmental Compliance Approval for the WPCP.
Analysis/Comments:
Minutes for all the referenced Council meetings are available on the Municipality of
Brighton website: www.brighton.ca or upon request from the Clerk's office. On October
3, 2011, Council received a proposal and presentation from AECOM regarding upgrades
to Brighton's WPCP to address ammonia exceedances in the effluent (Note, there was
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no staff report accompanying the presentation). Included in the proposal, was the
installation of floating aerators. Subsequently, there were staff reports presented to
Council on December 17, 2012, January 7, 2013 and February 19, 2013 that indicated
the status of the aeration upgrades at the WPCP. Two of the staff reports are
regarding an Order received from the Ministry of the Environment (MOE), in relation to
ammonia exceedances at the WPCP, indicating their knowledge and direction regarding
the status of the aeration upgrades at the WPCP.
Date:
Report:
Resolution:
October 3, 2011
Presentation of the AECOM Report:
Brighton Lagoon System Ammonia
Removal Feasibility Study Report
Resolution No. 2011- 447
That Council receives the report from
AECOM, Brighton Lagoon System
Ammonia Removal Feasibility Study
Report (September, 2011) and directs
staff to implement the recommended
action plan.
Carried
Relation to Aeration:
The AECOM proposal stated:
Six aerators are ultimately required. We
are proposing that initially 3 aerators be
installed to determine if these will
improve effluent ammonia
concentrations. If this is successful, the
remaining aerators would be installed in
Phase 2....
Actions:
1. October 2011- January 2012
Biosolids volume analysis completed at
the WPCP (as per AECOM proposal).
2. June 2012- October 2012
Biosolids removal at WPCP (as per
AECOM proposal).
3. July 2012- November 2012
AECOM prepared a tender for floating
aerators with an estimated cost for
purchase that was more than two and a
half times the estimated cost in their
proposal, dated September 2011. For
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comparison, Brighton staff reviewed the
cost and ammonia removal efficiencies of
other aeration technologies. A
technology was discovered with proven
ammonia removal capabilities in
wastewater treatment systems that are
similar to Brighton's system.
4. December 2012
Brighton staff began discussing the
alternative aeration technology with the
MOE.
Date:
Report:
Resolution:
December 17, 2012
Provincial Officer’s Order 3154-92GRXG
Resolution No. 2012-733
That Council receives the report, dated
December 17th, 2012, from the
Environmental Services Manager,
regarding the Provincial Officer’s Order
3154-92GRXG.
Carried
Relation to Aeration:
The staff report stated:
Following removal of the biosolids, the
Municipality will engage a contractor to
conduct a pilot study for an aeration
system. The pilot study will allow the
Municipality to evaluate the efficiency of
an aeration system before investing in a
complete installation. The pilot study will
require a temporary amendment of the
ECA, with an application to be submitted
early in 2013.
Actions:
1. December 19, 2012
Letter sent to the MOE in response to the
Order.
2. January 25, 2013
Brighton staff met with the MOE
Approvals Branch.
3. January 31, 2013
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Revised MOE Order received by Brighton.
Date:
Report:
Resolution:
January 7, 2013
Municipal Infrastructure Investment
Initiative Capital Program- Expression of
Interest
Resolution No. 2013-005
That Council supports submission of the
Expression of Interest for funds for the
ammonia removal project at the Brighton
Water Pollution Control Plant (WPCP).
Carried
Relation to Aeration:
Section 7 of the MIII application, included
with the staff report, states:
The Municipality is organizing a meeting
with the MOE Approvals Branch regarding
the installation of a pilot aeration system
at the WPCP. The aeration system would
not be installed until the biosolids are
removed. If the Municipality receives the
requested funds, the aeration system
would not likely be installed until the
height of the berms is increased.
Actions:
1. January 8, 2013
The MIII application was submitted.
2. January 25, 2013
Brighton staff met with the MOE
Approvals Branch.
3. February 6, 2013
The Municipality received a rejection
letter, due to ineligibility, from the
Ministry of Agriculture, Food and Rural
Affairs.
Date:
Report:
Resolution:
February 19, 2013
Provincial Officer’s Order 3154-92GRXG
Resolution No. 2013-122
That Council receives the report, dated
February 19th, 2013, from the
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Environmental Services Manager,
regarding the Provincial Officer's Order
3154-92GRXG.
Carried
Relation to Aeration:
Attached to the staff report was a copy of
the MOE Order. Attachment A, page 2,
paragraph 1 says the following:
…The Municipality is considering a new
aeration technology from the United
States that has not been installed in
Ontario. The Municipality would like to
meet with the MOE Approvals Branch to
discuss the aeration system.
Actions:
1. February 27, 2013
Item 1 of the Order satisfied.
2. March 21, 2013
Item 2 of the Order satisfied.
3. March 28, 2013
Item 3 of the Order satisfied.
4. April 19, 2013
Item 4 of the Order satisfied.
5. August 6, 2013
Amendment to the Environmental
Compliance Approval, permitting the pilot
study, was received.
6. August - October 2013
Biosolids removal at the WPCP (as per
Order).
7. October 2013
Pilot study initiated (as per Order).
Attachments:
AECOM Report: Brighton Lagoon System Ammonia Removal Feasibility Study Report
December 17, 2012 Staff Report: Provincial Officer’s Order 3154-92GRXG
Page 106 of 236
January 7, 2013 Staff Report: Municipal Infrastructure Investment Initiative Capital
Program- Expression of Interest
February 19, 2013 Staff Report: Provincial Officer’s Order 3154-92GRXG
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Municipality of Brighton
Council Meeting
December 17, 2012
Provincial Officer’s Order 3154-92GRXG
Recommendation:
It is recommended that Council receives the report, dated December 17th, 2012, from
the Environmental Services Manager, regarding the Provincial Officer’s Order 315492GRXG.
Discussion:
On December 6th, 2012, the Corporation of the Municipality of Brighton was issued a
Provincial Officer’s Order (3154-92GRXG) from the Ministry of the Environment (MOE)
regarding non-compliance with final effluent criteria for ammonia, stipulated in
Environmental Compliance Approval (ECA) Number 3560-8A8LEY. The objective of the
Order is to ensure the Municipality is following an action plan designed to reduce
ammonia levels in the effluent from the facultative lagoon.
The instructions in the Order are summarized below:
1.
Prepare and submit an application for amendment for the existing ECA for the
purpose of establishing and using an aeration system, as recommended in
AECOM’s report “Brighton Lagoon System Ammonia Removal Feasibility Study
Report”, dated September 2011.
2
Hire a consultant to assess the need for biosolids removal at the Water Pollution
Control Plant (WPCP) and have the consultant prepare a report with a schedule
of implementation for biosolids removal. Then the Municipality must implement
the consultant’s recommended schedule.
Brighton staff reviewed the Order and determined there may be a more fiscally
responsible and efficient way to meet the same objective. Staff met with MOE staff on
December 11th and presented a proposed alternative action plan. The MOE expressed
no objections to the presented action plan and the Order will be amended. A summary
of the action plan is below.
The Municipality will hire a contractor, early in 2013, to continue with the removal of
biosolids from the lagoons at the WPCP that was started in 2012. The removal will
begin as early as possible in the spring and will continue until the volume stated in the
Cambium report (Brighton Sludge Characterization, January 2012) is removed.
Following removal of the biosolids, the Municipality will engage a contractor to conduct
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a pilot study for an aeration system. The pilot study will allow the Municipality to
evaluate the efficiency of an aeration system before investing in a complete installation.
The pilot study will require a temporary amendment of the ECA, with an application to
be submitted early in 2013.
The MOE will be provided with a written copy of the action plan and then the Order will
be amended. Once the amended Order has been received, Council will be provided
with an information update.
Financial Implications:
Sufficient funds are available in the Wastewater Department reserves to cover the costs
associated with the biosolids removal. The Municipality is requesting a quote for a pilot
study for an aeration system.
Attachments:
Provincial Officer’s Order 3154-92GRXG
Environmental Compliance Approval 3560-8A8LEY
_____________________
Catherine Chisholm
Environmental Services Manager
CC/cc
2
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Ministry of the Environment
Ministère de l’Environnement
AMENDED CERTIFICATE OF APPROVAL
MUNICIPAL AND PRIVATE SEWAGE WORKS
NUMBER 3560-8A8LEY
Issue Date: November 17, 2010
The Corporation of the Municipality of Brighton
67 Sharp Road
Brighton, Ontario
K0K 1H0
Site Location:
Town of Brighton WPCP
100 County Road 64
Lot 33 & 34, Concession B
Municipality of Brighton, County of Northumberland
You have applied in accordance with Section 53 of the Ontario Water Resources Act for approval of:
Upgrade of the Brighton Water Pollution Control Plant (WPCP) servicing the Town of Brighton, for the
collection, transmission, treatment and disposal of domestic sewage, located at the above site location,
rated at the the capacity mentioned below and consiting of the following works;
Brighton Water Pollution Control Plant
(Rated Capacity )
Average Daily Flow
4,600 cubic metres per day
Proposed Works
-
construction of a berm in existing Lagoon # 2 to create two compartments; Lagoon 2A (29,984
cubic metres) and Lagoon 2B (127,826 cubic metres); and
-
all other controls, electrical equipment, instrumentation, piping, pumps, valves and
appurtenances essential for the proper operation of the aforementioned sewage works;
Page 1 - NUMBER 3560-8A8LEY
Page 185 of 236
all in accordance with the following submitted supporting documents:
1.
Application for Approval of Municipal and Private Sewage Works submitted by Jamie Jupp,
P.Eng., of CH2M HILL Canada Limited dated September 09, 2010, and signed by James L.
Phillips, P.Eng., Director, Public Works and Environmental Services, The Corporation of the
Municipality of Brighton; and
2.
Electronic mail transmission dated October 08, 2010, from Jamie Jupp, P.Eng., of CH2M HILL
Canada Limited to Adedoyin Adenowo, P.Eng., of the Ministry of the Environment.
Previous Works
“Previous Works” approved under Certificate of Approval No. 3-0521-99-006 dated July 09,
1999 as follows:
Waste Stabilization Pond
-
a 0.68 hectare aerated lagoon with two (2) 11.2 kilowatts mechanical aerators and a 5.44
hectares waste stabilization pond operated in series, and rated at Average Daily Flow of
4,600 cubic metres per day with effluent to be discharged to a constructed wetland
described below;
-
three (3) floating baffles installed from east to west direction in the waste stabilization
pond to improve flow distribution;
Constructed Wetland
The constructed wetland is located on the south side of County Road 64, immediately east of
Harbour Street)
-
a constructed wetland having a surface area of 6.2 hectares, side slopes of 3:1 and 0.8 free
board, constructed south of the waste stabilization pond consisting of Wetland Cell # 1
and Wetland Cell # 2, each wetland cell consisted of a 300 millimetres shallow vegetative
terrace between 1.0 metre deep front and rear zones;
-
a 600 millimetres diameter pipe constructed and connected from the waste stabilization
pond outflow chamber to the inlet flow structure of the constructed wetland;
-
a 3.0 metres x 2.4 metres x 3.0 metres deep inlet flow structure constructed at the front
end of Wetland Cell # 1 to control waste stabilization pond effluent through weirs and
baffles to the wetland cells by 600 millimetres diameter pipes;
-
a 3.0 metres x 2.4 metres x 3.05 metres deep outlet flow structure having weirs and
baffles, constructed at the rear end of Wetland Cell # 2 to receive wetland effluent from a
level control structure (equipped with stop logs) of each wetland cell and discharge
Page 2 - NUMBER 3560-8A8LEY
Page 186 of 236
wetland effluent through three (3) outflow swales to the natural wetland in the Prequ`ile
Bay; and
-
two (2) 2.4 metres long emergency weir having a weir crest elevation of 79.0 metres,
constructed on the common berm at the rear ends of the two wetland cells and the rear
berm of Wetland Cell # 2;
-
all other controls, electrical equipment, instrumentation, piping, pumps, valves and
appurtenances essential for the proper operation of the aforementioned sewage works;
all in accordance with the environmental study report, final plans and specifications prepared by CH2M
Gore & Storrie Limited, Consulting Engineers.
For the purpose of this Certificate of Approval and the terms and conditions specified below, the following
definitions apply:
(1)
"Act " means the Ontario Water Resources Act, R.S.O. 1990, Chapter 0.40, as amended;
(2)
"Annual Average Concentration " means the arithmetic mean of the Monthly Average
Concentrations of a contaminant in the effluent calculated for any particular calendar year;
(3)
"Annual Average Loading " means the value obtained by multiplying the Annual Average
Concentration of a contaminant by the Average Daily Flow over the same calendar year;
(4)
"Average Daily Flow " means the cumulative total sewage flow to the sewage works during a
calendar year divided by the number of days during which sewage was flowing to the sewage
works that year;
(5)
"BOD5 " (also known as TBOD5) means five day biochemical oxygen demand measured in an
unfiltered sample and includes carbonaceous and nitrogenous oxygen demand;
(6)
"By-pass " means any discharge from the Works that does not undergo any treatment or only
receives partial treatment before it is discharged to the environment;
(7)
"CBOD5 " means five day carbonaceous (nitrification inhibited) biochemical oxygen demand
measured in an unfiltered sample;
(8)
"Certificate "means this entire certificate of approval document, issued in accordance with
Section 53 of the Act, and includes any schedules;
(9)
"Daily Concentration " means the concentration of a contaminant in the effluent discharged over
any single day, as measured by a composite or grab sample, whichever is required;
(10)
"Director " means any Ministry employee appointed by the Minister pursuant to section 5 of the
Act;
Page 3 - NUMBER 3560-8A8LEY
Page 187 of 236
(11)
"District Manager " means the District Manager of the Peterborough District Office of the
Ministry ;
(12)
"E. Coli " refers to the thermally tolerant forms of Escherichia that can survive at 44.5 degrees
Celsius;
(13)
"Geometric Mean Density " is the nth root of the product of multiplication of the results of n
number of samples over the period specified;
(14)
"Individual Waste Loading " means the loading expressed in kilograms per day and calculated by
multiplying the concentration of a parameter in a sample by the total volume of effluent
discharged from the Works during the day in which the sample is taken;
(15)
"Ministry " means the Ontario Ministry of the Environment;
(16)
"Monthly Average Concentration " means the arithmetic mean of all Daily Concentrations of a
contaminant in the effluent sampled or measured, or both, during a calendar month;
(17)
"Monthly Average Daily Flow " means the cumulative total sewage flow to the sewage
works during a calendar month divided by the number of days during which sewage was
flowing to the sewage works that month;
(18)
"Monthly Average Loading " means the value obtained by multiplying the Monthly Average
Concentration of a contaminant by the Monthly Average Daily Flow over the same calendar
month:
(19)
"Owner " means The Corporation of the Municipality of Brighton, and includes its successors
and assignees;
(20)
"Peak Flow Rate " means the maximum rate of sewage flow for which the plant or process unit
was designed;
(21)
"Previous Works " means those portions of the sewage works at the WPCP previously constructed
and approved under a certificate of approval;
(22)
"Proposed Works " means the sewage works described in the Owner 's application, this Certificate
and in the supporting documentation referred to herein, to the extent approved by this Certificate ;
(23)
"Rated Capacity " means the Average Daily Flow for which the Works are approved to handle;
(24)
"Regional Director " means the Regional Director of the Eastern Region of the Ministry ;
(25)
"Substantial Completion " has the same meaning as "substantial performance "in the Construction
Lien Act; and
Page 4 - NUMBER 3560-8A8LEY
Page 188 of 236
(26)
"Works " means the sewage works described in the Owner 's application, this Certificate and in the
supporting documentation referred to herein, to the extent approved by this Certificate and
includes both Previous Works and Proposed Works .
You are hereby notified that this approval is issued to you subject to the terms and conditions outlined below:
TERMS AND CONDITIONS
1.
GENERAL PROVISIONS
1.1
The Owner shall ensure that any person authorized to carry out work on or operate any aspect of the
Works is notified of this Certificate and the conditions herein and shall take all reasonable measures to
ensure any such person complies with the same.
1.2
Except as otherwise provided by these Conditions, the Owner shall design, build, install, operate and
maintain the Works in accordance with the description given in this Certificate , the application for
approval of the Works and the submitted supporting documents and plans and specifications as listed in
this Certificate .
1.3
Where there is a conflict between a provision of any submitted document referred to in this Certificate
and the Conditions of this Certificate , the Conditions in this Certificate shall take precedence, and where
there is a conflict between the listed submitted documents, the document bearing the most recent date
shall prevail.
1.4
Where there is a conflict between the listed submitted documents, and the application, the application
shall take precedence unless it is clear that the purpose of the document was to amend the application.
1.5
The requirements of this Certificate are severable. If any requirement of this Certificate , or the
application of any requirement of this Certificate to any circumstance, is held invalid or unenforceable,
the application of such requirement to other circumstances and the remainder of this Certificate shall not
be affected thereby.
2.
EXPIRY OF APPROVAL
2.1
The approval issued by this Certificate will cease to apply to those parts of the Works which have not
been constructed within five (5) years of the date of this Certificate .
3.
CHANGE OF OWNER
3.1
The Owner shall notify the District Manager and the Director , in writing, of any of the following
changes within thirty (30) days of the change occurring:
(a)
change of Owner ;
(b)
change of address of the Owner ;
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(c)
change of partners where the Owner is or at any time becomes a partnership, and a copy of the
most recent declaration filed under the Business Names Act, R.S.O. 1990, c.B17 shall be
included in the notification to the District Manager ; and
(d)
change of name of the corporation where the Owner is or at any time becomes a corporation, and
a copy of the most current information filed under the Corporations Information Act, R.S.O.
1990, c. C39 shall be included in the notification to the District Manager .
4.
UPON THE SUBSTANTIAL COMPLETION OF THE WORKS
4.1
Upon the Substantial Completion of the Works , the Owner shall prepare a statement, certified by a
Professional Engineer, that the Works are constructed in accordance with this Certificate , and upon
request, shall make the written statement available for inspection by Ministry personnel.
4.2
Within one (1) year of the Substantial Completion of the Sewage works , a set of as-built drawings
showing the Works “as constructed” shall be prepared. These drawings shall be kept up to date through
revisions undertaken from time to time and a copy shall be retained at the Brighton WPCP for the
operational life of the Works .
5.
BY-PASSES
5.1
Any By-pass of sewage from any portion of the Works is prohibited, except where:
(a)
it is necessary to avoid loss of life, personal injury, danger to public health or severe property
damage;
(b)
the District Manager agrees that it is necessary for the purpose of carrying out essential
maintenance and the District Manager has given prior written acknowledgment of the By-pass ;
or
(c)
the Regional Director has given prior written acknowledgment of the By-pass .
5.2
The Owner shall collect at least one (1) grab sample of the By-pass and have it analyzed for the
parameters outlined in Condition 7 using the protocols in Condition 9.
5.3
The Owner shall maintain a logbook of all By-pass events which shall include, at a minimum, the time,
location, duration, quantity of By-pass , the authority for By-pass pursuant to subsection (1), and the
reasons for the occurrence.
5.4
The Owner shall, in the event of a By-pass event pursuant to subsection (1), disinfect the by-passed
effluent prior to it reaching the receiver such that the receiver is not negatively impacted.
6.
EFFLUENT OBJECTIVES
6.1
In order to ensure continuous compliance with the performance criteria stipulated in Condition 7, the
Owner shall use best efforts to design, construct and operate the Works with the objective that the
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concentrations of the materials named below as effluent parameters are not exceeded in the effluent from
the constructed wetland.
Table 1 – Effluent Objective – Constructed Wetland
Effluent Parameter
CBOD5
Concentration in Effluent
(milligrams per litre)
15.0
Suspended Solids
15.0
Ammonia + Ammonium Nitrogen
Total Phosphorus
10.0 *
15.0 **
0.8
E. Coli
200 organisms per 100 millimetres ***
* from May 01 to October 30; ** from November 01 to April 30; and
*** The Geometric Mean Density of E. Coli in effluent should not exceed 200 organisms per
100 millimetres for any calendar month.
6.2
The Owner shall use best efforts to:
(a)
maintain the pH of the effluent from the Works within the range of 6.0 to 9.5, inclusive, at all
times;
(b)
operate the Works within the Rated Capacity of the Works ;
(c)
ensure that the effluent from the Works is essentially free of floating and settleable solids and
does not contain oil or any other substance in amounts sufficient to create a visible film or sheen
or foam or discolouration on the receiving waters.
6.3
The Owner shall include in all reports submitted in accordance with Conditions 9 and 10 a summary of
the efforts made and results achieved under this Condition.
7.
EFFLUENT LIMITS
7.1
The Owner shall design, construct and/or operate the Works such that the concentrations of the materials
named below as effluent parameters are not exceeded in the effluent from the waste stabilization pond.
Table 2 – Effluent Limit – Waste Stabilization Pond
Effluent Parameter
Concentration in Effluent
(milligrams per litre)
Loading in Effluent
(kilograms per day)
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CBOD5
30.0
138.0
Suspended Solids
40.0
184.0
Ammonia + Ammonium
Nitrogen
Total Phosphorus
14.0 *
17.0 **
1.0
64.4 *
78.2 **
4.6
* from May 01 to October 30; and ** from November 01 to April 30;
7.2
For the purposes of determining compliance with and enforcing Condition 7.1:
(a)
Non-compliance with respect to concentration of CBOD5 and Suspended Solids in the effluent
is deemed to have occurred when the Annual Average Concentration of any of the parameters, as
defined in this Certificate , based on all grab samples taken in accordance with Condition 9,
supplemented by spot sampling by the Ministry 's staff as necessary, prior to and during the
effluent discharge period, exceeds its corresponding concentration in effluent specified in
Condition 7.1.
(b)
Non-compliance with respect to concentration of Ammonia + Ammonium Nitrogen and Total
Phosphorus in the effluent is deemed to have occurred when the Monthly Average
Concentration of any of the parameters, as defined in this Certificate , based on all grab samples
taken in accordance with Condition 9, supplemented by spot sampling by the Ministry 's staff as
necessary, during any calendar months, exceeds its corresponding concentration in effluent
specified in Condition 7.1.
(c)
Non-compliance with respect to total loading of CBOD5 and Suspended Solids is deemed to
have occurred when the Annual Average Loading of any of the parameters, as defined in this
Certificate , based on all grab samples taken in accordance with Condition 9, supplemented by
spot sampling by the Ministry 's staff as necessary, during any twelve (12) consecutive calendar
months, exceeds its corresponding total loading from effluent specified in Condition 7.1.
(d)
Non-compliance with respect to loading of Ammonia + Ammonium Nitrogen is deemed to
have occurred when the Monthly Average Concentration of the parameter, as defined in this
Certificate , based on all grab samples taken in accordance with Condition 9, supplemented by
spot sampling by the Ministry 's staff as necessary, during any calendar day, multiplied by the
Average Daily Flow over the seasonal period the sample was taken, exceeds its corresponding
loading from effluent specified in Condition 7.1.
(e)
Non-compliance with respect to total loading of Total Phosphorus is deemed to have occurred
when the Monthly Average Loading of the parameter, as defined in this Certificate , based on all
grab samples taken in accordance with Condition 9, supplemented by spot sampling by the
Ministry 's staff as necessary, during any twelve (12) consecutive calendar months, exceeds its
corresponding total loading from effluent specified in Condition 7.1.
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7.3
Paragraph (a), (b), (c), (d) and (e) of condition 7.2 shall apply upon the issuance of this Certificate .
8.
OPERATION AND MAINTENANCE
8.1
The Owner shall exercise due diligence in ensuring that, at all times, the Works and the related
equipment and appurtenances used to achieve compliance with this Certificate are properly operated and
maintained. Proper operation and maintenance shall include effective performance, adequate funding,
adequate operator staffing and training, including training in all procedures and other requirements of
this Certificate and the Act and regulations, adequate laboratory facilities, process controls and alarms
and the use of process chemicals and other substances used in the Works .
8.2
The Owner shall prepare an operations manual prior to the commencement of operation of the Proposed
Works , that includes, but not necessarily limited to, the following information:
(a)
operating procedures for routine operation of the Works ;
(b)
inspection programs, including frequency of inspection, for the Works and the methods or tests
employed to detect when maintenance is necessary;
(c)
repair and maintenance programs, including the frequency of repair and maintenance for the
Works ;
(d)
procedures for the inspection and calibration of monitoring equipment;
(e)
a spill prevention control and countermeasures plan, consisting of contingency plans and
procedures for dealing with equipment breakdowns, potential spills and any other abnormal
situations, including notification of the District Manager ; and
(f)
procedures for receiving, responding and recording public complaints, including recording any
follow-up actions taken.
8.3
The Owner shall maintain the operations manual current and retain a copy at the location of the Works
for the operational life of the Works . Upon request, the Owner shall make the manual available to
Ministry staff.
8.4
The Owner shall provide for the overall operation of the Works with an operator who holds a licence that
is applicable to that type of facility and that is of the same class as or higher than the class of the facility
in accordance with Ontario Regulation 129/04.
9.
MONITORING AND RECORDING
The Owner shall, upon commencement of operation of the Works , carry out the following monitoring
program:
9.1
All samples and measurements taken for the purposes of this Certificate are to be taken at a time and in a
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location characteristic of the quality and quantity of the effluent stream over the time period being
monitored.
9.2
For the purposes of this condition, the following definitions apply:
(b)
(d)
9.3
Weekly means once each week; and
Monthly means once every month.
Samples shall be collected at the following sampling points, at the frequency specified, by means of the
specified sample type and analyzed for each parameter listed and all results recorded:
Table 3 – Raw Sewage Monitoring – (sampled at influent structure)
Frequency
Monthly
Sample Type
Grab
Parameters
CBOD5 , Suspended Solids, Total Phosphorus, and Total Kjeldahl Nitrogen
Table 4 – Effluent Monitoring – Waste Stabilization Pond
Parameters
Sample Type
Frequency
CBOD5
Grab
Weekly
Suspended Solids
Grab
Weekly
Total Phosphorus
Grab
Weekly
Total Kjeldahl Nitrogen
Grab
Weekly
(Ammonia + Ammonium) Nitrogen
Grab
Weekly
Nitrate Nitrogen
Grab
Weekly
Nitrite Nitrogen
Grab
Weekly
Temperature
Grab
Weekly
pH
Grab
Weekly
E. Coli
Grab
Monthly
Table 5 – Effluent Monitoring – Constructed Wetland
Parameters
Sample Type
Frequency
CBOD5
Grab
Weekly
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9.4
Suspended Solids
Grab
Weekly
Total Phosphorus
Grab
Weekly
Total Kjeldahl Nitrogen
Grab
Weekly
(Ammonia + Ammonium) Nitrogen
Grab
Weekly
Nitrate Nitrogen
Grab
Weekly
Nitrite Nitrogen
Grab
Weekly
E. Coli
Grab
Monthly
Temperature
Grab
Weekly
pH
Grab
Weekly
The methods and protocols for sampling, analysis and recording shall conform, in order of precedence,
to the methods and protocols specified in the following:
(a)
the Ministry 's Procedure F-10-1, “Procedures for Sampling and Analysis Requirements for
Municipal and Private Sewage Treatment Works (Liquid Waste Streams Only), as amended from
time to time by more recently published editions;
(b)
the Ministry 's publication "Protocol for the Sampling and Analysis of Industrial/Municipal
Wastewater" (January 1999), ISBN 0-7778-1880-9, as amended from time to time by more
recently published editions;
(c)
the publication "Standard Methods for the Examination of Water and Wastewater" (21st edition),
as amended from time to time by more recently published editions;
(d)
the Environment Canada publications "Biological Test Method: Reference Method for
Determining Acute Lethality of Effluents to Rainbow Trout" (July 1990) and "Biological Test
Method: Reference Method for Determining Acute Lethality of Effluents to Daphnia magna"
(July 1990), as amended from time to time by more recently published editions; and,
(e)
for any parameters not mentioned in the documents referenced in (a) and (b), the written approval
of the District Manager shall be obtained prior to sampling.
9.5
The temperature and pH of the effluent from the Works shall be determined in the field at the time of
sampling for Total Ammonia Nitrogen. The concentration of un-ionized ammonia shall be calculated
using the total ammonia concentration, pH and temperature using the methodology stipulated in
"Ontario's Provincial Water Quality Objectives" dated July 1994, as amended, for ammonia
(un-ionized).
9.6
The Owner shall install and maintain (a) continuous flow measuring device(s), to measure the flow rate
of the effluent from the Works with an accuracy to within plus or minus 15 per cent (+/- 15%) of the
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actual flow rate for the entire design range of the flow measuring device, and record the flow rate at a
daily frequency.
9.7
The Owner shall retain for a minimum of three (3) years from the date of their creation, all records and
information related to or resulting from the monitoring activities required by this Certificate .
10.
REPORTING
10.1
One week prior to the start up of the operation of the Proposed Works , the Owner shall notify the
District Manager (in writing) of the pending start up date.
10.2
Ten (10) days prior to the date of a planned By-pass being conducted pursuant to Condition 5 and as
soon as possible for an unplanned By-pass , the Owner shall notify the District Manager (in writing) of
the pending start date, in addition to an assessment of the potential adverse effects on the environment
and the duration of the By-pass .
10.3
The Owner shall report to the District Manager or designate, any exceedence of any parameter specified
in Condition 7 orally, as soon as reasonably possible, and in writing within seven (7) days of the
exceedence.
10.4
In addition to the obligations under Part X of the Environmental Protection Act, the Owner shall, within
ten (10) working days of the occurrence of any reportable spill as defined in Ontario Regulation
675/98, bypass or loss of any product, by-product, intermediate product, oil, solvent, waste material or
any other polluting substance into the environment, submit a full written report of the occurrence to the
District Manager describing the cause and discovery of the spill or loss, clean-up and recovery measures
taken, preventative measures to be taken and schedule of implementation.
10.5
The Owner shall, upon request, make all manuals, plans, records, data, procedures and supporting
documentation available to Ministry staff.
10.6
The Owner shall prepare, and submit to the District Manager a performance report, on an annual basis,
within ninety (90) days following the end of the period being reported upon. The first such report shall
cover the first annual period following the commencement of operation of the Works and subsequent
reports shall be submitted to cover successive annual periods following thereafter. The reports shall
contain, but shall not be limited to, the following information:
(a)
a summary and interpretation of all monitoring data and a comparison to the effluent limits
outlined in Condition 7, including an overview of the success and adequacy of the Works ;
(b)
a description of any operating problems encountered and corrective actions taken;
(c)
a summary of all maintenance carried out on any major structure, equipment, apparatus,
mechanism or thing forming part of the Works ;
(d)
a summary of any effluent quality assurance or control measures undertaken in the reporting
period;
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(e)
a summary of the calibration and maintenance carried out on all effluent monitoring equipment;
(f)
a description of efforts made and results achieved in meeting the Effluent Objectives of
Condition 6;
(g)
a tabulation of the volume of sludge generated in the reporting period, an outline of anticipated
volumes to be generated in the next reporting period and a summary of the locations to where the
sludge was disposed;
(h)
a summary of any complaints received during the reporting period and any steps taken to address
the complaints;
(i)
a summary of all By-pass , spill or abnormal discharge events; and
(j)
any other information the District Manager requires from time to time.
The reasons for the imposition of these terms and conditions are as follows:
1.
Condition 1 is imposed to ensure that the Works are built and operated in the manner in which they were
described for review and upon which approval was granted. This condition is also included to emphasize
the precedence of Conditions in the Certificate and the practice that the Approval is based on the most
current document, if several conflicting documents are submitted for review. The condition also advises
the Owners their responsibility to notify any person they authorized to carry out work pursuant to this
Certificate the existence of this Certificate .
2.
Condition 2 is included to ensure that the Works are constructed in a timely manner so that standards
applicable at the time of Approval of the Works are still applicable at the time of construction, to ensure
the ongoing protection of the environment.
3.
Condition 3 is included to ensure that the Ministry records are kept accurate and current with respect to
the approved Works and to ensure that subsequent owners of the Works are made aware of the
Certificate and continue to operate the Works in compliance with it.
4.
Condition 4 is included to ensure that the Works are constructed in accordance with the approval and
that record drawings of the Works “as constructed” are maintained for future references.
5.
Condition 5 is included to indicate that by-passes of untreated sewage to the receiving watercourse is
prohibited, save in certain limited circumstances where the failure to By-pass could result in greater
injury to the public interest than the By-pass itself where a By-pass will not violate the approved
effluent requirements, or where the By-pass can be limited or otherwise mitigated by handling it in
accordance with an approved contingency plan. The notification and documentation requirements allow
the Ministry to take action in an informed manner and will ensure the Owner is aware of the extent and
frequency of By-pass events.
6.
Condition 6 is imposed to establish non-enforceable effluent quality objectives which the Owner is
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obligated to use best efforts to strive towards on an ongoing basis. These objectives are to be used as a
mechanism to trigger corrective action proactively and voluntarily before environmental impairment
occur and before the compliance limits of Condition 6 are exceeded.
7.
Condition 7 is imposed to ensure that the effluent discharged from the Works to the Presqu`ile Bay,
Lake Ontario, meets the Ministry 's effluent quality requirements thus minimizing environmental impact
on the receiver and to protect water quality, fish and other aquatic life in the receiving water body.
8.
Condition 8 is included to require that the Works be properly operated, maintained, funded, staffed and
equipped such that the environment is protected and deterioration, loss, injury or damage to any person
or property is prevented. As well, the inclusion of a comprehensive operations manual governing all
significant areas of operation, maintenance and repair is prepared, implemented and kept up-to-date by
the Owner and made available to the Ministry . Such a manual is an integral part of the operation of the
Works . Its compilation and use should assist the Owner in staff training, in proper plant operation and in
identifying and planning for contingencies during possible abnormal conditions. The manual will also
act as a benchmark for Ministry staff when reviewing the Owner 's operation of the work.
9.
Condition 9 is included to enable the Owner to evaluate and demonstrate the performance of the Works ,
on a continual basis, so that the Works are properly operated and maintained at a level which is
consistent with the design objectives and effluent limits specified in the Certificate and that the Works
does not cause any impairment to the receiving watercourse.
10.
Condition 10 is included to provide a performance record for future references, to ensure that the
Ministry is made aware of problems as they arise, and to provide a compliance record for all the terms
and conditions outlined in this Certificate , so that the Ministry can work with the Owner in resolving
any problems in a timely manner.
This Certificate of Approval revokes and replaces Certificate(s) of Approval No. 3-0521-99-006 issued on
July 9, 1999.
In accordance with Section 100 of the Ontario Water Resources Act, R.S.O. 1990, Chapter 0.40, as
amended, you may by written notice served upon me and the Environmental Review Tribunal within 15 days
after receipt of this Notice, require a hearing by the Tribunal. Section 101 of the Ontario Water Resources
Act, R.S.O. 1990, Chapter 0.40, provides that the Notice requiring the hearing shall state:
1.
2.
The portions of the approval or each term or condition in the approval in respect of which the hearing is required , and;
The grounds on which you intend to rely at the hearing in relation to each portion appealed.
The Notice should also include:
3.
4.
5.
6.
7.
8.
The name of the appellant;
The address of the appellant;
The Certificate of Approval number;
The date of the Certificate of Approval;
The name of the Director;
The municipality within which the works are located;
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And the Notice should be signed and dated by the appellant.
This Notice must be served upon:
The Secretary*
Environmental Review Tribunal
655 Bay Street, 15th Floor
Toronto, Ontario
M5G 1E5
AND
The Director
Section 53, Ontario Water Resources Act
Ministry of the Environment
2 St. Clair Avenue West, Floor 12A
Toronto, Ontario
M4V 1L5
* Further information on the Environmental Review Tribunal’s requirements for an appeal can be obtained directly from
the
Tribunal at: Tel: (416) 314-4600, Fax: (416) 314-4506 or www.ert.gov.on.ca
The above noted sewage works are approved under Section 53 of the Ontario Water Resources Act.
DATED AT TORONTO this 17th day of November, 2010
Ian Parrott, P.Eng.
Director
Section 53, Ontario Water Resources Act
AA/
c:
District Manager, MOE Peterborough District Office
Jamie Jupp, P.Eng., CH2M HILL Canada Limited
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Municipality of Brighton
Council Meeting
January 7, 2013
Municipal Infrastructure Investment Initiative Capital ProgramExpression of Interest
Recommendation:
That Council support submission of the attached Expression of Interest for funds for the
ammonia removal project at the Brighton Water Pollution Control Plant (WPCP).
Background:
The Province of Ontario has launched a Municipal Infrastructure Investment Initiative
(MIII) as part of the Municipal Infrastructure Strategy. Through the MIII Capital
Program, funds are available to address necessary road, bridge, water and wastewater
projects identified as top priorities through comprehensive asset management plans.
The MIII Capital Program includes both a pre-screening and an application process.
The Expression of Interest represents the pre-screening part of the process. The
deadline to submit the Expression of Interest is January 9th, 2013.
The Municipality meets all requirements to apply for funds under the capital program,
even though the Municipality of Brighton has not completed an asset management plan.
The Municipality has committed to create a plan by December 31, 2013.
Discussion:
Staff recommend requesting assistance from the province for the proposed ammonia
removal project at the WPCP. The proposed project has four components:
1.
2.
3.
4.
Remove a minimum of 18,931 cubic metres of biosolids from the facultative
lagoon,
Increase the berm height by 600 mm to increase water retention time,
Install replacement baffles to maximize water retention time. The existing
baffles are in disrepair.
Install an aeration system designed to maximize ammonia removal.
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Financial Implications:
The estimated cost of the above project is $2,050,000. The Expression of Interest
requests the province contribute $1,367,350 (66.7%). The remainder of the funds will
come from development charges (as per the Development Charges Background Study
(Hemson Consulting Ltd. July 2009) and existing funds in the wastewater reserve.
Attachment:
MIII Expression of Interest
_______________________________________
Catherine Chisholm
Environmental Services Manager
CC/cc
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Municipality of Brighton
Council Meeting
February 19, 2013
Provincial Officer’s Order 3154-92GRXG
Recommendation:
It is recommended that Council receives the report, dated February 19th, 2013, from the
Environmental Services Manager, regarding the Provincial Officer’s Order 3154-92GRXG.
Background:
On December 6th, 2012, the Corporation of the Municipality of Brighton was issued a
Provincial Officer’s Order (3154-92GRXG) from the Ministry of the Environment (MOE)
regarding non-compliance with final effluent criteria for ammonia, stipulated in
Environmental Compliance Approval (ECA) Number 3560-8A8LEY. The objective of the
Order is to ensure that the Municipality is following an action plan designed to reduce
ammonia levels in the effluent from the facultative lagoon at the Brighton Water
Pollution Control Plant (WPCP). Brighton staff reviewed the Order and prepared an
alternative and effective plan to meet the same objective. The plan was discussed with
the MOE on December 11th, 2012 and January 30th, 2013, and described in a letter to
the MOE, dated December 19th, 2012.
Analysis/Comments:
The MOE provided the Municipality with an amended Provincial Officer’s Order on
January 31, 2013. The amended Order reflects the action plan and timelines proposed
by Municipal staff. The Municipality is on schedule to comply with the requirements and
timelines for Items 1, 2, 3 and 4.
Financial Implications:
Sufficient funds are available in the Wastewater reserves to cover the costs associated
with the requirements of the Order. Additionally, the Municipality has submitted an
Expression of Interest (EOI) through the Municipal Infrastructure Investment Initiative
(MIII) with the Ministry of Infrastructure. If the Municipality is successful in receiving
the requested funds, less money will need to be taken from the reserves to pay for this
project.
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Attachments:
Provincial Officer’s Order 3154-92GRXG
_____________________
Catherine Chisholm
Environmental Services Manager
CC/cc
2
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Municipality of Brighton
Applefest Advisory Committee
Minutes
September 3, 2014
6:30 p.m.
Council Chambers
Members Present: Chair Laurie Caouette, Jean House, Carol Loader, Nancy Bahniuk, Patti
Stewart, Frances Seymour Reed, Victoria Parker, & Christine Waterhouse
Members Absent:
Councillor John Martinello
Staff Present:
Elisha Purchase, Manager of Economic Development & Communications;
Jim Millar, Director of Parks & Recreation; Lloyd Hutchinson, Fire Chief
Staff Absent:
Vicki Kimmett, Deputy Clerk
1. Call to order
The meeting was called to order at 6:35 p.m. A quorum was present.
2. Approval of Agenda
Resolution AP-14-045
Moved by: Jean House
Seconded by: Victoria Parker
That the Committee approves the agenda as presented.
Carried
3. Disclosure of Pecuniary Interest and General Nature Thereof – None
noted
4. Approval of Minutes: August 12, 2014
Resolution AP-14-046
Moved by: Christine Waterhouse
Seconded by: Frances Seymour-Reed
That the Committee approves the August 13, 2014 minutes
Carried
5. Delegations: Brighton Minor Hockey
Cathy Morgan reported on her organization’s plans for Applefest weekend and stated
they have at least 30 volunteers lined up to help at the Friday night concert.
6. Update on 40th Anniversary plans
 Approximately 1264 tickets have been sold for the April Wine/Kim Mitchell
concert.
 Volunteers will be asked to be at the concert site by 5 pm to receive training.
A total of six gates will be set up to manage ticket collection and wristbands
Brighton Applefest Committee: September 3, 2014
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236 1



will be given to all members of the public of legal age to drink. Gates remain
open until 8:30 pm.
Frances asked for committee assistance at the Thursday evening opening
ceremonies and Friday night concert.
A total of 34 gifts have been collected for the Lucky Chance Draw, to be held
during the opening ceremonies. The committee discussed the idea of running
a second draw during the Friday night concert.
Laurie advised she had been notified by Sgt. Paul Murray at Northumberland
OPP that no less than four paid duty officers were needed for the evening of
the concert. The original application was for two. The committee agreed that
an application should be resubmitted asking for the recommended number of
officers between the hours of 8 pm to 12 am.
7. Directors Reports:
a) Finance: Patti Stewart
Patti asked that each committee member in need of a cash float for Applefest
weekend, advise her as soon as possible.
She also informed the committee that all invoices where cheques are
required the weekend of Applefest are due September 10. This is to ensure
municipal staff have adequate time to prepare them. Invoices must contain a
name, address, brief description of service and amount.
Elisha presented a revised copy of the Applefest budget with up to date
actual figures. Based on current figures provided by each Director, the
committee should have a $3,000 surplus.
Carol inquired about St. John Ambulance and what amount the committee
has budgeted for them this year. Carol pointed out the organization is nonprofit and operates mostly on donations. Based on the time required of their
volunteers for multiple events at Applefest, the Committee felt that $1000
would be adequate.
b) Advertising/Website: Christine Waterhouse
Christine reported that arrangements have now been made for all event
advertising and she is currently under budget.
c) Sponsorships: Frances Seymour Reed
Fran reported she has received sponsorships from both Timberhouse ($250)
and Allan Insurance ($500).
d) Entertainment & Parade: Victoria Parker
Victoria reported that there are 17 participants now signed up for the
Applefest parade and she is working on attracting more.
The parade will line up at 11 am on Sunday at ENSS. She requested vests to
identify volunteers.
Victoria also noted that the Brighton Community Band will perform from 11
am to 12 noon on Sunday at the gazebo.
She will meet with Fire Chief Lloyd Hutchinson prior to the event to discuss
parade organization and has assigned her Entertainment duties to Patti
Palmentier for the Saturday of Applefest, as she will be away.
Brighton Applefest Committee: September 3, 2014
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e) Streetfair: Carol Loader
Carol reported that the Sunday Kinsmen Craft Show currently has 20 vendors
signed up.
She advised there may be a shortfall with the Streetfair budget since the
2013 application was mistakenly put on the website. Vendors who used this
application sent in cheques using last year’s rates.
f) Car Show, Bussing & Dog Show: Jean House
Jean reported that 250 cars are now signed up for the weekend car show.
She claimed the weather and cancellation of other popular car shows have
made it difficult for Don to promote the show and pre-register participants.
She noted that there will be no concert parking available at Brighton Public
School and ENSS on the Friday night and there will be security there to
monitor it.
Jean noted that there will be three gates for public to enter into the car
show, which will be manned by volunteers from 10 am to 4 pm Saturday and
from 10 am to 3 pm Sunday. Don has asked the at least one volunteer be in
place at each gate by 8 am to stop people from entering.
Jean has spoken with Montgomery Bus Line and they will provide three
shuttle buses the evening of the concert.
One bus route will go from Davis Auto Repair on Highway 2, down Boes Road
and to Gosport for pick ups.
The second bus will do pick ups at the Brighton YMCA and the Christian
Reform Church on County Road 2, West.
The third bus will have stop at Brighton By the Bay and the Pentecostal
Church.
The buses will begin their runs at 5:30 pm and continue pick ups every 20
minutes afterwards.
g) Assistant Volunteer Coordinator: Nancy Bahniuk
Nancy reported that she has recruited 2 more former parade marshals for the
parade float.
She is working with Rose Ellery to create a booth to display the history of
Applefest. The booth will be located at Memorial Park during Streetfair.
Nancy advised she is working on getting a sponsor to help purchase t-shirts
for Children’s Village volunteers.
She and Christine will be visiting ENSS in the coming weeks to recruit more
student volunteers.
h) Children’s Village: Laurie Caouette
Laurie reported the Children’s Village has been offered use of the mobile
stage booked for the Friday night outdoor concert.
She has sent emails to all entertainers and companies providing activities at
the Children’s Village to notify them of the Sept. 10 deadline to submit
invoices.
Laurie noted she continues to work on filling up space with informational
booths and no-cost activities.
Brighton Applefest Committee: September 3, 2014
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i) Chair’s Report: Laurie Caouette
Laurie reported that she has contacted neighbouring municipalities to see
what security requirements they have for their volunteers.
Both Quinte West and Cobourg request police checks.
The committee agreed that a policy should be in place for next year’s event.
Laurie reported that the committee had received confirmation that their grant
application to Foodland Ontario was unsuccessful. The organization has
already allocated all funds for 2014 but encouraged the Applefest Committee
to reapply in 2015.
8. Other Business: Elisha reported that the Brighton and Cramahe Chamber of
Commerce is working with local businesses to create a passport program for
Applefest. The program, called “Applelicious”, would encourage restaurant to
offer special apple-based dishes for the weekend. Elisha hopes to bring forward a
full report by the next meeting.
9. Next meeting: Wednesday, September 10, 2014 6:30 to 8:30 p.m.
10.
Adjournment
Resolution AP-14-047
Moved by: Victoria Parker
Seconded by: Frances Seymour Reed
That the Committee adjourns the meeting at 8:40 p.m.
Carried
Laurie Caouette, Chair
Brighton Applefest Committee: September 3, 2014
Vicki Kimmett, Deputy Clerk
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Municipality of Brighton
Applefest Advisory Committee
Minutes
September 10, 2014
6:30 p.m.
Council Chambers
Members Present: Chair Laurie Caouette, Jean House, , Nancy Bahniuk, Patti Stewart,
Frances Seymour Reed, Victoria Parker, & Christine Waterhouse
Members Absent:
Councillor John Martinello, Carol Loader, Nancy Bahniuk,
Staff Present:
Jim Millar, Director of Parks & Recreation; Gord Fletcher, Public Works; and
Vicki Kimmett, Deputy Clerk
Staff Absent:
Elisha Purchase, Manager of Economic Development & Communications
1. Call to order
The meeting was called to order at 6:35 p.m. A quorum was present.
2. Approval of Agenda
Resolution AP-14-048
Moved by: Victoria Parker
Seconded by: Christine Waterhouse
That the Committee approves the agenda as presented.
Carried
3. Disclosure of Pecuniary Interest and General Nature Thereof – None
noted
4. Approval of Minutes: September 3, 2014
Resolution AP-14-049
Moved by: Frances Seymour-Reed
Seconded by: Victoria Parker
That the Committee approves the September 3, 2014 minutes as
presented.
Carried
5. Delegations:
6. Update on 40th Anniversary plans
 Approximately 1440 tickets have been sold for the April Wine/Kim Mitchell
concert.
 Is bringing in 4 police officers and 8 security
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



Only the following will have full access at the event: Lloyd Hutchinson, Fire
Chief, Rick Jones, Public Works, Jim Millar & crew, Parks & Recreation and
Frances
Thursday will be Fence & Sandbagging day
50+ gifts ready to go. Curling club will sponsor
Lawn chairs are okay
7. Directors Reports:
a) Finance: Patti Stewart
Have confirmed volunteers for the gates
Don wants all 3 gates manned at 8:00 a.m. with no admittance until 10:00
a.m.
Still looking for some missing vests for the volunteers
Also checking into cash drawers for the gates
b) Advertising/Website: Christine Waterhouse
Print ads will begin to run 2 Wednesdays before the event
Cold Creek girls are doing the parade
c) Sponsorships: Frances Seymour Reed
Has collected $8950 to date
d) Entertainment & Parade: Victoria Parker
Victoria reported that there are 17 participants now signed up for the
Applefest parade and she is working on attracting more.
The parade will line up at 11 am on Sunday at ENSS. She requested vests to
identify volunteers.
e) Car Show, Bussing & Dog Show: Jean House
The Tractors will be there
Buses are all booked and set to go
The 50/50 has been taken care of by the Make a Wish Foundation number.
Done will take care of it.
A little under 300 cars are booked.
f) Children’s Village: Laurie Caouette
A helicopter from North Bay has been booked and will give rides for $50
Everything else is under control
g) Chair’s Report: Laurie Caouette
Applelicious is moving ahead with a lot of interest
8. Other Business: Elisha reported that the Brighton and Cramahe Chamber of
Commerce is working with local businesses to create a passport program for
Brighton Applefest Committee: September 10, 2014
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236 2
Applefest. The program, called “Applelicious”, would encourage restaurant to
offer special apple-based dishes for the weekend. Elisha hopes to bring forward a
full report by the next meeting.
9. Next meeting: to be determined
10.
Adjournment
Resolution AP-14-050
Moved by: Jean House
Seconded by: Christine Waterhouse
That the Committee adjourns the meeting at 7:45 p.m.
Carried
Laurie Caouette, Chair
Brighton Applefest Committee: September 10, 2014
Vicki Kimmett, Deputy Clerk
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236 3
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From: Mayor Mark Walas <mayor@brighton.ca>
Date: October 1, 2014 at 11:22:26 AM EDT
To: Linda Rodgers
Cc: Gayle Frost <gfrost@brighton.ca>
Subject: Re: Proclamation Request
Linda,
Thank you for your email. We will include your request in our next agenda package.
M
Mark Walas
Mayor
Municipality of Brighton
From: Linda Rodgers
Sent: Wednesday, October 1, 2014 11:20 AM
To: Mayor Mark Walas
Subject: Proclamation Request
To: Mayor Mark Walas
Municipality of: Brighton
October 1, 2014
Dear Mayor Mark Walas,
On behalf of the Canadian Diabetes Association, I am writing to request that you issue a proclamation
(attached) to recognize November as Diabetes month and November 14th as World Diabetes Day in
Brighton.
It would be advantageous for the health and well being of everyone in Brighton to have your
acknowledgment that diabetes is a serious condition affecting 1 in 4 Canadians.
This year we are launching an awareness campaign that will focus on diabetes prevention and early
detection. We hope that you will promote it by encouraging everyone to take the CANRISK test at
DontBeRisky.ca which will be running from October 15th until November 30th.
It would be appreciated if we could have you return the signed proclamation to our office (hard copy or
a scanned copy) so that we can celebrate & recognize your support on our web site and Facebook page!
We would also welcome photos of you signing the proclamation.
I thank you in advance for your support to help the Canadian Diabetes Association lead the fight against
diabetes!
Sincerely,
Linda Rodgers
Manager of Programs, Services & Partnerships for Eastern Ontario
Canadian Diabetes Association
45 Montreal Road, Ottawa, Ontario K1L 1E6
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