Climate Action Council

Halton Hills

Privately-Owned Tree Management Strategy

The following are key points for consideration with respect to this report:

There are four components of the Privately-Owned Tree Management Strategy (Strategy) as appended to this report:

The Strategy Document

  • Appendix A – Explore Background Report
  • Appendix B – Engage Background Report
  • Appendix C – example of a private tree bylaw framework.
  • Current legislation, regulations and policies have influenced and provided direction in developing the Strategy

Mapping developed through this Strategy has established a baseline of the tree canopy cover in Halton Hills. Extensive community and council engagement throughout the development of the Strategy has provided an understanding of community values and needs, ideas, to develop a made-in-Halton Hills strategy to managing trees on privately-owned land. The resources and administrative implications associated with preferred Privately-Owned Tree Canopy Management Tools are identified in the Strategy. The Strategy will be implemented with support from the Town’s Tree Canopy Management Program and its subcommittee.

Council’s Strategic Plan Status Update

The following are key points for consideration with respect to this report:

  • Council’s Strategic Plan sets out Council’s mission, vision, values and establishes priorities and focus areas for its four-year term of office.
  • The Strategic Planning Framework ensures annual business plans, budgets, long range financial plans and approved strategies and master plans are considered.
  • This report provides the final update on highlights and achievements of the Strategic Plan for this term of Council. Updated information will be made available on the Town of Halton Hills website.
  • The development of Council’s 2023-2026 Strategic Plan will begin after the municipal election and build on successes and lessons from the previous process.

2022 Climate Change Investment Fund Recommendations

The following are key points for consideration with respect to this report:

  • This is the second year of the Climate Change Investment Fund (CCIF)
  • The maximum amount available per application is $2,000.00
  • The total amount of funding available in 2022 is $15,000.00
  • Funding in-take is once per year
  • Projects are evaluated using the Climate Change Investment Fund Criteria
  • Applicants are encouraged to discuss projects with Town staff prior to applying

Award of Contractor for Town Hall Bundled Mechanical Renovations Request for Tender T-083-22

The following are key points for consideration with respect to this report:

  • The Town hall’s HVAC system is comprised of 52 Heat Pumps and Make-Up Air Handling Unit (MUA) and are original equipment. All are at their end of life and require replacement. Request for Tender (T-083-22) to replace all equipment was issued in May 2022.
  • Staff recommending that the contract be awarded to LCD Mechanical at a cost of $1,635,484.03 (including tax).
  • The new HVAC equipment is necessary to maintain existing service levels within the facility and are an integral part of the low carbon design approach to equipment replacement contributing significantly to the reduction of GHG emissions in the facility.

Award of Contractor for Bundled Arenas Heat Recovery and Dehumidification Replacement Request for Tender T-088

The following are key points for consideration with respect to this report:
• The dehumidification units are at their end of life and require replacement.
• The new design and integration of a heat recovery system will utilize the waste heat from the refrigeration operations at both arenas and contribute to our net zero goals.
• The heat recovery and dehumidification replacement projects for the two arenas have a combined budget of $4,829,084.00 for the projects inclusive of construction, design and engineering, and project management costs.
• The three dehumidifiers which were tendered (T-078-22) and awarded separately is included as a Cash Allowance in tender T-088-22.
• The new equipment and design is an integral part of the low carbon design approach to equipment replacement and will contribute significantly to the reduction of GHG emissions in both facilities.

Recommendation Report for proposed Official Plan and Zoning By-law Amendments to permit a 2-storey, 12-unit affordable community housing building at 47 Maria Street (Acton)

The following are key points for consideration with respect to this report:

  • Support House (the Applicant) has proposed Official Plan and Zoning By-law Amendments for the development of a 2-storey residential building containing 12 self-contained, 1-bedroom affordable housing units for individuals with special needs (mental health and addictions) at 47 Maria Street (Acton).
  • The Statutory Public Meeting for the applications was held on July 5, 2021. Of the twelve residents that participated, one spoke in support of the proposal and seven raised concerns. One letter of support and six letters identifying concerns were also received from the public. In addition, a residents’ petition in opposition to the proposal was received.
  • The concerns raised by the public related to traffic, parking, construction impacts, over-saturation of similar uses in Acton, on-site and community supports for tenants, neighbourhood safety, scale of the development, etc. Staff responses to the identified questions and concerns are included in this report.
  • Town and external agency staff have completed their review of the applications and development proposal.
  • This report is recommending approval of the Official Plan and Zoning By-law Amendment applications.

Award of Purchase for Town Hall Dedicated Outdoor Air System (DOAS)

The following are key points for consideration with respect to this report:

  • The new dedicated outdoor air system (DOAS) is an equipment replacement for the original make-up air unit (MUA) that is servicing the Town Hall.
  • The DOAS has been tendered separately and in advance to respond to long lead times and supply chain challenges in securing this type of equipment.
  • The Town received only one bid from a supplier. The bid from HTS Engineering is $117,450.00 +HST and is within the expected amount projected in the budget.
  • This new equipment is an integral part of the low carbon design approach to equipment replacement and will contribute significantly to the reduction of GHG emissions in the facility

Arenas Heat Recovery and Dehumidification Project Update

The following are key points for consideration with respect to this report:

  1. CCAM and Facilities Staff completed an Arenas Net Zero Study in 2021 to review the feasibility and projected paths for the Town arenas facilities to meet net zero objectives by the year 2030. The study proposed a phased approach of capital project developments in the arenas that built on the current projected ten (10) year capital forecast for the arenas and the need for “end of life“ capital replacements of major dehumidification and HVAC equipment replacements. The study did not identify specific requirements for electrical infrastructure upgrades including transformers as it was considered outside of the study scope. The study scope was intended to result in a conceptual level technical solution to reduce greenhouse gas emissions including an outline of potential measures and lifecycle financial analysis for each measure.
  2. The heat recovery and dehumidification replacement projects for the two arenas had a combined budget of $3,042,000 for the projects inclusive of construction, design and engineering, and project management costs. The Class C estimated budget for the heat recovery and dehumidification projects, including additional electrical infrastructure upgrades is now estimated at $4,829,084. The combined capital projects have $3,042,000 in approved funding and $1,018,860 in additional available funds for a total of $4,060,860. This is a projected shortfall of $768,224 in available funding.
  3. The current construction environment has many unknown risks and challenges at this juncture. Chief among these now is cost escalations and supply chain issues with major pieces of HVAC equipment. Preliminary market reviews completed through our consultants indicate that the dehumidifiers have a much longer lead time for procurement than in the past. We are told to expect a lead time of 30 to 34 weeks for delivery of this equipment from the time of initial order. Staff are attempting to ensure timely acquisition of equipment by procuring these major pieces of equipment in advance of engaging a general contractor for completion of this project.
  4. Design and engineering for replacement of the major HVAC components of the arenas with systems relying on a combination heat recovery and electric supply to replace existing natural gas supply will require an upgrade to electrical supply systems at the arenas. At the AACC the arenas will require an upgrade to a 750/1000 KW transformer system. The process for ordering a new transformer and replacing this service is estimated to be approximately 10-12 months and would need to be initiated in 2022 to be ready for 2023 and the anticipated final completion of the heat recovery and dehumidifier installs at the AACC. The MMSP had a new transformer added during the 2013 expansion and has sufficient supply to the facility to accommodate all future measures for HVAC replacements as per the Net Zero Study, however the supply will need additional infrastructure to the Alcott/Fernbrook side of the facility.
  5. Efficiency Engineering Inc. have been engaged to complete the design and engineering for the heat recovery and dehumidification projects for the AACC and MMSP. Additional scopes of construction work at both arenas are required to complete the projects. An additional scope of design and engineering work is required for both projects. Efficiency Engineering have
    proposed an additional set of fees to complete this work. In the interest of project integration and continuity, it is proposed to extend the additional works to Efficiency Engineering at the proposed fees.
  6. Consultant cost estimates to date have been Class C estimates. The current market for procuring equipment and services has been described as challenging and uncertain with regards to cost escalations and availability. Scheduling and cost estimates could be further impacted by additional variables impacting the current projections negatively.

Hungry Hollow Trail Expansion Phase 2 – Tender Award

The following are key points for consideration with respect to this report:

  • Credit Valley Conservation (CVC) and Ministry of the Environment, Conservation and Parks (MECP) Permits have been received for the construction of the Hungry Hollow Trail from Cedarvale Park to Main Street South Georgetown.
  • The Town issued Request for Tender T-044-22 to construct a trail, boardwalk and bridge across Black Creek, which represents the final phase of Hungry Hollow Trail construction.
  • Tender T-044-22 bid results were higher than anticipated and exceed the current approved capital project funding sources.
  • The Town has applied for an Infrastructure Canada Active Transportation Fund grant which would cover the funding shortfall if successful.
  • Time is of the essence for construction as all permits for the Hungry Hollow Trail Expansion Phase 2 have been obtained and construction timing windows restrict some activities so they do not impact endangered species. Staff recommend the award of the tender to Hawkins Contracting Services Limited in order to complete this priority trail linkage in Hungry Hollow.
  • Staff recommend that the additional funding be derived from the Parkland: Cash-in-Lieu Reserve if the Active Transportation Fund grant is not successful.

Ontario Housing Affordability Task Force Report – Town Staff Response

The following are key points for consideration with respect to this report:

  • The Town continues to take action to ensure that housing is accessible to all residents at any age or stage in life.
  • In February 2022, the provincially appointed Ontario Housing Affordability Task Force released its report with 55 recommendations.
  • This staff report provides Council with an overview of the Task Force’s report and key areas of applicability and/or concern to Halton Hills.
  • Town staff agree that significant action is needed to address housing affordability. Although Town staff generally and in principle support the overall intent of the Task Force recommendations, specifically in terms of the need to urgently address housing affordability challenges, staff have major concerns with several of the recommendations, especially those that appear to limit local autonomy and would have significant financial impacts to municipalities.

Foreign Direct Investment (FDI) Attraction Strategy – Implementation Update

The following are key points for consideration with respect to this report:

  • Foreign Direct Investment (FDI) is a key part of the Town’s comprehensive economic development efforts and part of the Town’s broader Economic Development and Tourism Strategy. FDI activities can benefit local businesses, help attract high quality local jobs and increase non-residential assessment.
  • The core objective of the Town’s FDI Attraction Strategy is to generate net new investment and jobs in Halton Hills by enhancing the Town’s presence and competitiveness in the global marketplace, increasing the amount of investment leads in target sectors, and developing relationships with key in-market stakeholders – including the Canadian Trade Commissioners in Berlin and The Hague.
  • Halton Hills’ FDI Attraction Strategy is focused on Germany and the Netherlands as target markets, and the sectors of Advanced Manufacturing, Food and Beverage Processing, Agri-Business, and Clean Technology/Renewable Energy.
  • Over the past two years, due to a focused and impactful workplan, the Town’s capacity to attract and retain FDI has improved significantly. This has included the development of four sector-specific Investment Business Cases, a new Halton Hills’ Community Profile, a Halton Hills FDI Pitchdeck, planning of an in-market trade mission, developing an investment lead pipeline of approximately 60 companies, and successfully applying for external funding.
  • Work to-date has built a solid foundation from which to execute a successful trade mission in 2022. There is still much global uncertainty regarding COVID-19’s impact on FDI. However, pending favorable conditions, the Town is tentatively planning for an FDI delegation/trade mission to Germany and Netherlands in Fall 2022.
  • To be successful, FDI attraction requires sustained effort and a long-term commitment to identify, service and realize investment opportunities

Award of Bids for Geothermal Heat Pumps Replacement.

The following are key points for consideration with respect to this report:

  • The Maple Avenue and Headquarters Fire Stations utilize ground based geothermal systems to provide heating and cooling to the facility.
  • The heart of the systems are two heat pump units installed working in tandem, in each facility.
  • These units have been identified as being prematurely at the end of their useful service life and continue to suffer repeated failures.
  • Parts for these units are scarce which results in our HVAC contractor having to manufacture replacement parts or spend significant time sourcing the required parts.
  • While sourcing these parts the unit remains inoperable.

Award of RFP P-115-21 for Bundled Arenas Heat Recovery and Dehumidification Renovations

The following are key points for consideration with respect to this report:

  • The contract is for the engineering services to complete design works for the first phase of the replacement of HVAC systems and renovations. This initial design work will also include integration planning to allow for future design developments in additional HVAC replacement projects as outlined in the roadmap to Net Zero Ice Rinks Pilot Study completed for the Acton Arena & Community Centre (AACC), and Mold-Masters SportsPlex (MMSP).
  • The first phase of this comprehensive project involving the end of life replacement of existing HVAC systems will upgrade and transform existing dehumidification systems with new dehumidification units and a heat recovery system for the older Townsley (AACC), Alcott and Fernbrook (MMSP) rinks.

Award of Bids for Geothermal Heat Pumps Replacement and Roof Top Unit

The following are key points for consideration with respect to this report:

  • The Maple Avenue and Headquarters fire stations utilize ground based geothermal systems to provide heating and cooling to the facility. The heart of the systems are two heat pump units installed working in tandem, in each facility.
  • These units have been identified as being prematurely at the end of their useful service life and continue to suffer repeated failures. Parts for these units are scarce which results in our HVAC contractor having to manufacture replacement parts or spend significant time sourcing the required parts. While sourcing these parts the unit remains inoperable.
  • The Acton fire station utilizes three natural gas fired roof top units to provide heat and cooling to the facility. These units are also at the end of their useful service life. Issues such as obsolescence, metal fatigue, and difficulty in obtaining replacement parts require a significant amount of maintenance by contractors having to manufacture components or source replacement parts

Privately-Owned Tree Management Strategy

The following are key points for consideration with respect to this report:

  • There are four components of the Privately-Owned Tree Management Strategy (Strategy) as appended to this report:
    • The Strategy document
    • Appendix A – Explore Background Report
    • Appendix B – Engage Background Report
    • Appendix C – example of a private tree bylaw framework.
  • Current legislation, regulations and policies have influenced and provided direction in developing the Strategy
  • Mapping developed through this Strategy has established a baseline of the tree canopy cover in Halton Hills
  • Extensive community and council engagement throughout the development of the Strategy has provided an understanding of community values and needs, ideas, to develop a made-in Halton Hills strategy to managing trees on privately-owned land
  • The resources and administrative implications associated with preferred Privately-Owned Tree Canopy Management Tools are identified in the Strategy.
  • The Strategy will be implemented with support from the Town’s Tree Canopy Management Program and its subcommittee.

Recommendation Report for a proposed Zoning By-law Amendment that refines the boundary between the Prestige Industrial (M7) and Open Space Conservation Special (O3-1) zone to allow for the development of an industrial warehouse for food distribution purposes at 11450 Steeles Avenue (Premier Gateway Employment Area)

The following are key points for consideration with respect to this report:

  • Zoning By-law Amendment application D14ZBA21.001 was submitted in December 2020 seeking to refine the boundaries of the lands zoned Conservation Special (O3-1) to facilitate the development of an industrial warehouse for food distribution at 11450 Steeles Avenue (Premier Gateway Employment Area).
  • The Statutory Public Meeting for the application was held on March 1, 2021; no comments or concerns from the public have been received to date.
  • The submitted Environmental Impact Study (EIS) has been reviewed by Conservation Halton and the Region of Halton who concur with the study conclusion that refinement of the O3-1 Zone will still allow for the Regional Natural Heritage System to be suitably protected.
  • This report is recommending approval of Zoning By-law Amendment Application D14ZBA21.001.

Southeast Georgetown Secondary Plan – Land Use Alternatives

The following are key points for consideration with respect to this report:

  • The Town has retained SGL Planning and Design Inc. to complete the Southeast Georgetown Secondary Plan.
  • The Secondary Plan will provide a detailed land use and infrastructure plan for the Southeast Georgetown Lands.
  • The attached Land Use Alternatives Paper provides a draft vision and principles for the Secondary Plan and provides two draft land use alternatives.
  • Public input on the two draft land use alternatives has been received and will be carefully considered in developing a preferred land use alternative during the next stage of the process

Stewarttown Secondary Plan – Project Update

The following are key points for consideration with respect to this report:

  • The Stewarttown Secondary Plan project commenced in April of 2022 following the selection of a Project Consultant.
  • A virtual tour and accompanying survey was posted on the Let’s Talk Halton Hills project page, created for the project in June of this year.
  • The project now sits in Phase 2 of a four phase process.
  • A Public Consultation and Engagement Plan, and Background Report have been prepared by the Project Consultant as part of Phase 1. The Background Report is expected to be finalized and posted for public viewing shortly.
  • A Public Open House was held virtually on October 27 of this year, where the public had the opportunity to provide input and ask questions.
  • Technical Advisory and Steering Committees have been established and met virtually to discuss the project’s progress and provide input to help guide the process.

2022 Proposed Capital and Operating Budget and Business Plans

The following are key points for consideration with respect to this report:

  • The 2022 net operating budget is $58,959,300 which is an increase of $2,619,800 or a 3.9% base budget increase plus a special levy for insurance purposes of 0.75%, totaling 4.65% (Town portion) after assessment growth over the 2021 budget.
  • The base levy increase is consistent with the Long-Range Financial Plan (LRFP) target of 3.9% and covers inflationary increases required to maintain existing service levels and operational needs related to increased demand. The rising insurance costs which fall outside of current national inflationary trends and the Town’s financial plan require the addition of a 0.75% dedicated special levy to mitigate this exposure.
  • The combined tax rate increase is 2.83% after factoring the Regional and Board of Education rate increases, representing estimates of 2.0% and 0.0% respectively.
  • The 2022 capital budget is $27,388,100 which is an increase of $5,278,400 from the 2021 budget. The 2021 budget was focused on the completion of prior year projects which were deferred due to the COVID-19 pandemic. The 2022 capital program reflects a return to pre-pandemic levels in terms of dollars and volume.
  • The budget will continue to support a fiscally sound approach to building reserves and managing debt, in accordance with the Town’s policies and the Long-range Financial Plan.
  • The budget includes strategic operating and capital investments in Council’s priority areas with respect to:
    1. Shaping growth
    2. Transportation
    3. Climate change and the environment
    4. Fiscal and corporate management
    5. Local autonomy and advocacy
    6. Ensure a vibrant agricultural community
    7. Youth and seniors’ initiatives
  • Staff will continue to monitor the COVID-19 situation carefully and work to mitigate any financial impact to the Town.

Implementation Plan – Economic Development and Tourism Strategy (2021-2026)

The following are key points for consideration with respect to this report:

  • A new five-year Economic Development and Tourism Strategy (2021-2026) was approved by Council on February 1, 2021 (ADMIN-2020-0040). The Strategy is comprised of 26 Goals and Objectives, and 137 Actions. It is the Town’s roadmap for supporting, growing and diversifying the local economy by expanding non-residential assessment and local jobs.
  • Non-residential assessment is fundamental to the Town’s financial health and its ability to deliver the services that residents and business rely on as well as a wide range of Council priorities, including those related to affordable housing and climate change.
  • Since its approval, significant progress has already been made in implementing the Strategy. About 40 percent of the actions are currently underway and 7 percent have been completed.
  • An actionable, effective and practical Implementation Plan has been prepared to drive ongoing implementation – see Appendix A for a summary. The Implementation Plan is part of an ongoing shift in the Town’s economic development efforts to be more strategic, coordinated and impactful, including an active focus on pursuing high quality investments that generate the greatest community benefits, a higher number of jobs per development, increased non-residential assessment, and leveraging the Town’s commitment to climate change action.
  • Between 2021 and 2026, implementation will entail (including funds already used in 2021) a total investment of approximately $1.75 million over the five-year (including 2021) period and assumes continuation of the historic funding levels, as outlined in this report and subject to annual review and any necessary adjustments.