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OAKVILLE HARBOURS OAKVILLE HARBOURS FINANCIAL STRATEGIC FINANCIAL STRATEGIC BUSINESS PLAN BUSINESS PLAN Town of Oakville Town of Oakville HEMSON C o n s u l t i n g L t d. TOURISTICS January 2011 APPENDIX C

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OAKVILLE HARBOURSOAKVILLE HARBOURSFINANCIAL STRATEGIC FINANCIAL STRATEGIC

BUSINESS PLANBUSINESS PLAN

Town of OakvilleTown of Oakville

HEMSON C o n s u l t i n g L t d.

TOURISTICS

January 2011

APPENDIX C

HEMSON

TABLE OF CONTENTS

I INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

II OVERVIEW OF HARBOUR FACILITIES AND OPERATIONS . . . . . . . . . . . . . . . 2

A. Bronte Harbour . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2B. Oakville Harbour . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6C. Current Organization and Operational Arrangements . . . . . . . . . . . . . . . . 11

III CURRENT HARBOUR POLICIES, PRACTICES AND OPERATING MODELS . . 13

A. Current Town Policies and Practices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13B. Roles and Responsibilities of the Harbours Section . . . . . . . . . . . . . . . . . . 14C. Current Operating Structure Is Appropriate Given

Oakville’s Harbours Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

IV OPERATIONAL REVIEW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20

A. Oakville’s Harbours Provide All Key Marine Services . . . . . . . . . . . . . . . . 20B. Dredging Is a Crucial Issue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23C. Harbours Section Organization and Staffing Model . . . . . . . . . . . . . . . . . 25

V FINANCIAL REVIEW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29

A. Review of Previous Operating Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29B. Recommended Changes Will Help Ensure

Long-term Sustainability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31C. Financial Sustainability Is Attainable over the Long Term . . . . . . . . . . . . . 36D. Financial Implications of Providing Transient Moorings . . . . . . . . . . . . . . 42

VI SUMMARY OF CONCLUSIONS AND RECOMMENDATIONS . . . . . . . . . . . . 44

A. Conclusions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44B. Recommendations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46

APPENDICES

1Public Sector Accounting Board.

HEMSON

I INTRODUCTION

The Town of Oakville operates two small craft harbours — Oakville and Bronte —which together contain over 700 boat slips. It has been a long-standing policy of theTown that the two harbours operate on a self-sufficient basis. In recent years this hasbecome increasingly difficult. In particular, the costs of dredging have been increasingat a rate much faster that inflation and the costs of future replacements of pier anddockwalls will be extremely high. With the prospect of these cost pressures and the needto meet new PSAB1 reporting requirements, the Town decided that a long business planfor the Harbours Section is required. Hemson Consulting Ltd. in conjunction withTouristics was retained to prepare the plan and the report that follows provides theresults of the analysis and a recommended approach for moving forward.

The report starts with a description of the harbour facilities and the current operatingarrangements. The next section reviews the Town’s existing policies and procedures andevaluates various operating models. The third section examines specific operationalissues. It also considers the Town’s harbours operations in comparison to the market inand around the GTA. This is followed by a financial analysis and a 10-year capital andoperating projection. The financial projection is based on operating arrangements forthe Harbours Section that incorporate recommended changes. The report givesparticular attention to dredging which has an especially significant effect on thefinancial performance the harbours. The last section of the report provides a summaryof the conclusions and recommendations.

It is important to note that the scope of the study is limited to the preparation of abusiness plan for the existing harbour operations. The report does not consider thefeasibility of developing additional facilities for which, given the Town’s anticipatedgrowth, there maybe a growing demand. Nor is this study intended to be a physicalmaster planning exercise. Nevertheless, the analysis and the proposed business plan doprovide background and a framework that will be useful to future harbour facilities andplanning studies.

1The Oakville Heritage Trails website contains a series of essays about the harbours.

HEMSON

II OVERVIEW OF HARBOUR FACILITIES AND OPERATIONS

Oakville and Bronte Harbours have played a central role in the development ofOakville for over a hundred and fifty years1. During the 1800’s the harbours were a focusof commercial activities. These activities included boat building and shipping of timberand grain. Bronte was home to an active commercial fishing industry which continueduntil just after World War II. Stonehooking — the mining for shale for use in theconstruction industry — was undertaken until World War I. Both Oakville and Brontehave also had a long association with commercial and pleasure boat building. By the1870's Oakville had become a resort town and yacht races between Toronto andOakville were extremely popular events that stimulated these activities. Later between1960 and 2000 pleasure boat-building flourished through the activities of well-knowncompanies such as C&C, Grampian and Bruckman.

This section of the report focuses on the harbours as they are today. It is divided intothree parts. The first two parts provide descriptions of the Bronte and Oakville harbourfacilities. The third part describes how the harbours are currently operated.

A. BRONTE HARBOUR

Bronte Harbour is located at the west end of Oakville at the mouth of Bronte Creek.It lies west of the community’s commercial area south of Lakeshore Road West betweenWest River Street and Bronte Road. The harbour is divided by the creek into two areasas shown on Map 1. As the map also illustrates the harbour is adjacent to Bronte Bluffsand Bronte Beach Parks. Bronte Beach Park and a portion of the harbour is leased fromthe Government of Canada (Federal Government). There is also parkland on the eastside of the harbour entrance. Adjacent to the park is the Bronte Outer Harbour Marina.It was developed by the Federal Government and then leased to Halton Region.Currently the Marina, which contains approximately 450 slips, is operated by a privateoperator under lease from the Region.

HEMSON

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Bronte harbour as it is configured today contains 293 Town-owned moorings the make-up of which is shown in Table 1. The harbour is very popular with the boatingcommunity and there is a waiting list for slips. In addition to the Town’s mooring, thereare a few private moorings located on the east side of the harbour.

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The harbour has an extensive range of facilities and assets. The inventory is summarizedin Table 2.

The Oakville Harbours Marina Building (which was formerly known as Metro Marine)has housed marine-related businesses since the 1940's. Until 2005 it, together with anumber of slips and a boat storage area, was leased to a private operator. After theHarbours Section took over the building, a pre-fabricated office was added for the useof the Harbours Section administrative staff. The building’s current tenants include aboat repair shop and a yacht sales and chandlery business. The Marina Building is inneed of major refurbishment. Architectural concept plans have been prepared forrehabilitation.

The Harbours Section operates all moorings within the harbour with the exception of18 wet moorings licensed to the Bronte Harbour Yacht Club (BHYC) and the fewprivately owned slips located on the east side of the harbour adjacent to Bronte Road.The BHYC licences land from the Town. Part of this land is occupied by a clubhousewith the remainder being used for winter storage and parking. The club licence includesa small area of land on the west side of the creek which is used for the Club’s juniorsailing program.

HEMSON

Bronte Harbour has both strengths and weaknesses which are summarized below.

• Strengths

Attractive setting adjacent to parks and close to Bronte’s downtown areaA significant number of the moorings are very close to parkingSome moorings on the north side of the creek have parking adjacentRelatively good public accessSome marine services (located in Oakville Harbours Marina Building)Public launch ramp Piers which provide opportunities for recreational fishing

• Weaknesses

Requirement for dredging on a seven-year cycleLack of washroom facilities to serve the northern section of the harbourPoor condition of the Marina BuildingLimited number of moorings for boats over 40 feet in lengthShortage of parking at peak times

For the future there is some potential to improve the services particularly with arefurbishment of the Oakville Harbours Marina Building. A fuel dock which existed formany years could be re-established. However, the environmental and operationalimplications, as well as the significant costs are a significant drawback. Fuel for boatersis available at the Bronte Outer Harbour Marina. There are very limited opportunitiesfor additional commercial activities with the possible exception of seasonal vending onthe east pier. A concession is located in the washroom/workshop building on the southside of the harbour (Bronte Beach Park). However, despite frequent attempts to solicita vendor, there has been no private sector interest in operating the concession. Themost recent Parks and Open Space Department concession tender, (February 2010)yielded no vendor interest in the concession at Bronte Beach Park.

B. OAKVILLE HARBOUR

Oakville Harbour is located at the west end of Oakville’s downtown area. It extendsnorth along both sides of Sixteen Mile Creek from the mouth of Lake Ontario toLakeshore Road East (Map 2) and then along the east bank of the creek around the firstloop just north of Rebecca Street (Map 3). The harbour contains 423 moorings. Of

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these 232 are operated by the Harbours Section while the other 191 are split betweenthree private clubs. The breakdown is shown on Table 3. All the Harbour Section-operated moorings are occupied and there is a waiting list.

Currently, the Harbours Section is responsible for the operation and upkeep of the boatmoorings it operates together with related facilities and assets. These are summarizedin Table 4. Some areas that are the responsibility of the Harbour Section areintermingled with areas operated by the Parks and Open Space Department.

Oakville Harbour Southern Portion Map 2

Oakville ClubLands

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Leased Lands& Moorings

Oakville ClubLeased Lands

Areas Managed byHarbours Section

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Source: Hemson Consulting Ltd., based on maps provided by the Town of Oakville.

Oakville Harbour Northern Portion Map 3

Oakville Power Boat Cl b L d L dClub Leased Lands

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Source: Hemson Consulting Ltd., based on maps provided by the Town of Oakville.

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HEMSON

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While Oakville Harbour has a very appealing image which is featured extensively in theTown’s publicity material, as a marine facility it is arguably not as convenient for eitherboaters or the general public. For boaters, because the harbour is in an area that attractsa considerable amount of pedestrian traffic security is a concern. For the general publicaccess to the water edge is less than ideal since some sections are blocked off eitherbecause they are privately owned (the Oakville Club) or because they are leased(Oakville Yacht Club [OYS] and the Oakville Power Boat Club [OPBC]).

Three other organizations occupy space within Oakville Harbour. The Burloak CanoeClub has a small facility adjacent to the OPBC north of Rebecca Street andPARDNERS, an organization that provides on-the-water experience to persons withspecial needs has an accessible dock under the Rebecca Street bridge. Finally,TOWARF, a volunteer marine search and rescue service occupies a building in the parkat the mouth of Sixteen Mile Creek.

The strengths and weaknesses of Oakville Harbour are summarized as follows.

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HEMSON

• Strengths

Proximity to downtown Oakville business districtVery attractive setting Mix of Town moorings and Boat Club facilities

• Weaknesses

Requirement to be dredged on a ten year cycleConstrained area with limited potential for new facilitiesDiscontinuous public access to the water’s edgeLack of marine services (e.g. gas and repairs)Exposed nature of some mooringsPoor condition of some dockwall sections

Some limited opportunities exist to improve the use of Oakville Harbour. As thecurrent leases for the boat clubs expire or are renegotiated opportunities to improvepublic access to the water’s edge will arise. Additionally, there is some potential for theharbour area to accommodate a few commercial vending outlets especially during thesummer. As well, because of its prominent position more use could be perhaps made ofthe harbour as a venue for town festivals.

C. CURRENT ORGANIZATION AND OPERATIONAL ARRANGEMENTS

Within the Town’s overall organizational structure the Harbours Section is part of theParks and Open Space Department. Day-to-day operations are managed by theSupervisor of Harbours.

Much of the Harbours Section’s work occurs during two intensive periods. In the springdocks must be readied for the season and numerous boats have to be launched. In thefall the process is reversed. Boats have to be lifted out and stored for the winter. Duringthese two busy periods and through the summer months part-time staff is employed.Two full-time members of staff are shared on a seasonal basis with business units withinthe department. During less busy periods long-term repair and maintenance projects areundertaken. In addition to regular launch and haul-out services, an on-request serviceis provided on a fee basis at Bronte Harbour. Boat owners also have access to the privatemarine services located in the Marina Building in Bronte.

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HEMSON

In addition to docks and boat moorings, the Harbours Section also maintains allharbour-related parking lots, walkways, piers and dockwalls. The other major periodicresponsibility of the Harbours Section is to organize the dredging of the two harbours.In the case of Bronte Harbour this is now required every seven years. For OakvilleHarbour, dredging is on a ten-year cycle.

For 2011, the budget for the Harbours Section operations involved an operatingexpenditure of approximately $936,000. In addition, there were transfers ofapproximately $676,000 to fund debenture payments, capital contributions and internaltransfers. Section V of the report addresses financial aspects in detail.

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HEMSON

III CURRENT HARBOUR POLICIES, PRACTICES AND

OPERATING MODELS

In this section the policies and practices that currently guide the operation of Oakville’sharbours are reviewed. Most importantly, the section examines whether thesearrangements should be continued or modified or instead an alternative operatingmodel should be adopted. As was noted previously, both harbours have been inoperation for over 150 years. In the pre-railway era they were busy commercial harbours.Bronte Harbour contained a significant marine-related business well into the 1970s.The focus of Oakville Harbour since the 1870s has been more towards “pleasure andcompetition”. Boat clubs have been a presence in Oakville Harbour for many decades— the Oakville Club was established in 1854 and the Oakville Yacht Squadron in 1947.Harbours must operate within the guidelines of several statutes, including:

• The Navigable Water Protection Act is a federal law designed to protect the publicright of navigation. The Act and its associated protection program ensure thatworks constructed in navigable waterways are reviewed and regulated.

• Canadian Environmental Protection Act is the federal government’s primary piece ofenvironmental protection legislation. The Act addresses a wide range of issues fromcontrolling toxic substances, land-based sources of marine pollution, andinternational air and water pollution.

• Fisheries Act is a federal regulation designed to reduce overfishing and promoteenvironmentally irresponsible practices, protecting the sustainability of all typesof fish in Canada and preserving fresh water and sea water habitats.

A. CURRENT TOWN POLICIES AND PRACTICES

The Town’s policy approach to the harbours has been articulated through a series ofplans including the following dating from 1994:

• 1994 Oakville Harbour Master Plan• 1998 Business Plan• 1999 Bronte Harbour Master Plan

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HEMSON

• 2006 Town of Oakville Official Plan• 2009 Livable Oakville

A number of objectives for the harbours are common to the various plans:

• Maintaining a balance between the interests of boaters and non-boaters• Provision of a safe and attractive environment• Enhancement of the tourism potential of the harbours

Most importantly, the various plans identify financial self-sufficiency as a goal for theHarbours Section. For a long time the Town has operated the two harbours on a mixedmunicipal-private basis. While the arrangements for the canoe club and PARDNERSare recent, the leases for the three major boat clubs are much older. They date from1962, 1990, and 1992 and will expire between 2010 and 2015. The BYHC and theTown recently agreed on a new license agreement.

B. ROLES AND RESPONSIBILITIES OF THE HARBOURS SECTION

Before examining potential operating models it is important to first consider thefundamental question as to whether the existing focus of the harbours on boatingactivities should be continued. Consideration of this issue also helps in addressingwhich components of the harbours should be the responsibility of the Harbours Section.The role of boating in the harbours also warrants review because it is this activity thatcreates the need for dredging which is largely responsible for the large cost increases thatare undermining the financial self-sufficiency of the harbours.

Perhaps the prime reason for continuing to maintain active boat-oriented harbours isheritage — they have been a part of Oakville for over 150 years. A second reason is thatthey provide facilities for Oakville residents for which there are no real alternatives. Asis discussed later in the report there is a general shortage of boat mooring and storagefacilities in the GTA. More broadly, the appeal of Oakville as a community isundoubtedly enhanced by having such significant boating facilities. While phasing outboating would potentially free up land for public park space, the requirement tomaintain the seawalls and piers would not go away and added park area would also

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1Dredging has been a fact of life for Oakville’s harbours since they were established; the first beingundertaken in 1846.

HEMSON

involve operating and capital costs. The only major saving would come from thereduction or elimination of dredging expenses.1

Irrespective that there is no compelling financial advantage from eliminating boatingoperations from the harbours, the non-financial benefit to Oakville of maintaining thecurrent harbour operations substantially outweigh any disadvantages. However, if, asthis report concludes, the harbours should continue to provide boating facilities it isimportant to recognize that the use involves more than just boats and moorings duringthe boating season. As full service harbours they require a range of facilities including:

• Winter boat storage areas• Summer parking lots• Washrooms• Operating equipment• Operational maintenance and repair facilities

However, as is discussed in more detail later in the report it is recommended that theHarbours Section should no longer be responsible for the repair, maintenance andreplacement of the basic harbour infrastructure (piers and seawalls) since they wouldcontinue to be required with or without boating operations. In other words, they are apart of the Town’s basic infrastructure and therefore should be maintained by thecommunity as a whole. Conversely, all other capital assets that are required to supportboating operations should be the full responsibility of the Harbours Section. Thisrecommended division of responsibilities would be a change from the existingarrangement. To date the Harbours Section has been responsible for the seawalls andpiers (with the possible exception of those sections that are within the areas that areleased/licenced). It has also undertaken significant parkland redevelopment in bothOakville and Bronte harbours. In recommending this change it is important to alsoemphasize that the need to repair and maintain the infrastructure will continue and thecost to the Town will be high. For this reason the financial projections discussed laterin the report identify these costs.

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C. CURRENT OPERATING STRUCTURE IS APPROPRIATE GIVEN OAKVILLE’SHARBOURS ENVIRONMENT

Under the current operating structure Oakville’s harbours are divided between areasoperated by the Harbours Section and areas under long-term leases/licences to privateboat clubs. This section reviews the appropriateness of these arrangements incomparison to alternative models.

1. Oakville in the GTA Context

To provide some context to the current arrangements in the Oakville harbours relativeto harbours and marinas elsewhere, Tables 5 and 6 show the overall breakdown ofownership and operation of marinas and boat clubs within 50 km of Oakville.

Table 5 shows clearly that the most of the mooring capacity is publicly owned — 83.6%.It is also evident that a significant share — 42.4% — is leased to private clubs.

Table 6 compares Oakville’s operating arrangements with the situation in the broadermarket.

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HEMSON

As Table 6 shows, the share of slips operated by the Town (i.e. publicly operated) is fargreater than across the broad GTA market. Conversely, the proportion of slips leasedto private clubs in Oakville is much lower than in other harbours and marinas.

2. Alternative Operating Models

While the current Town/Club operating structure appears to have worked reasonablywell for many decades, a number of alternative operating models could be considered:

• Contracting-out all harbours operation• Gradually assuming Town control of all areas as club leases expire• Gradually assuming Town control of moorings as club leases expire but continuing

to lease clubhouse areas

The strengths and weaknesses of each of these options are discussed below:

a) Full Contracting-out

Under this model the Town would continue to lease areas to the existing privateclubs and would contract out the Town-operated areas to a private operator.

Such an arrangement would relieve the Town of a significant operationalresponsibility. For municipally-owned facilities that have clearly delineated self-contained operations such as golf courses or hockey arenas, arrangements of thistype are quite common and often work well. However, Oakville’s harbours are ill-suited to this model for a number of reasons:

• Both harbours are physically integrated with Town parks.

• Aspects of the Harbours Section’s activities extend beyond operation of theTown-operated moorings. Most notably, dredging is required for both theTown and boat club operated areas.

• The Town would likely have difficulty distancing itself in the public’s mind

from harbour operations unless the harbours were to be fenced off and clearlyidentified as being under private management.

• A private operator would likely require public access to be more restrictedthan under the current operating structure. This would run contrary to theTown’s objective of providing public access to the water’s edge.

• A private operator would have to have a strong expectation of making a profitwhich, given current and future cost pressures, is uncertain.

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HEMSON

By comparison, the Bronte Outer Harbour Marina which is leased from the FederalGovernment by Halton Region readily lends itself to private operation as it isclearly delineated and is self-contained. Accordingly, given Oakville harbours’particular physical characteristics, adopting a fully privatized structure is consideredneither a viable nor a desirable option.

b) Town-operated Moorings and Leased Areas for Club Facilities

The second alternative operating model to the current arrangement would be forthe Harbours Section to take over control of all moorings within the two harboursas the current club leases expire. This would mainly affect Oakville Harbour sincein Bronte all but a few moorings are already operated by the Harbours Section. TheTown could continue to lease the areas used for clubhouse facilities (generally theclub buildings and the parking lots which are used for boat storage during thewinter). This is the type of arrangement that currently applies to the BHYC.

The approach is considered a workable alternative to the existing arrangements inOakville Harbour. For the Harbours Section it would increase the number ofmoorings it operates by about 30%. Revenues and expenditures would increaseaccordingly. However, since any future leases with the boat clubs under theexisting structure would produce higher revenues than under the existing leases agreater level of self-sufficiency would not necessarily be achieved by taking overthe club-operated moorings. For boat owners who are not club members, additionalslips might become available. As well, public water’s edge access could beimproved.

However, the boat clubs are very unlikely to favour such arrangements. It wouldcertainly reduce member control over moorings, would restrict their ability tocontrol costs and could jeopardize the overall viability of some of the clubs.

It should also be recognized that the clubs have not only been a longstanding partof Oakville’s network of community organizations but also play an important rolein training young people to sail and in raising money for charities. Additionally,clubs provide slips to non-local boaters through reciprocal agreements.

On balance, there is no compelling benefit to be gained from taking over the club-operated moorings. Such a change would necessitate increasing the scale of theHarbours Section’s operations and could jeopardize the future of boat clubs which havelong been a part of the Oakville community. While improved public access could beachieved, the same result may also be obtained through lease negotiations.

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3. Long-term Growth Strategy

The Town owns the bulk of the land in the two harbours. In Oakville the exception isthe Oakville Club which owns most of the property it occupies. In Bronte the Townleases Bronte Beach Park, a portion of parking and some of the mooring area from theFederal Government as shown on Map 1. The Federal Government also owns theBronte Outer Harbour Marina and leases it to Halton Region which in turn sub-leasesit to a private operator. Finally, a small area on the east side of Bronte Harbour isprivately owned. While there is no operational imperative to own additional land ineither harbour, the Town should consider acquiring additional properties should theopportunity arise. The Federally-owned lands (including the Bronte Outer HarbourMarina) would be the most worthwhile acquisitions. With Small Craft Harboursdivesting itself from small harbours, the Town is in an excellent position to acquire thefederal lands.

___________________

Based on the review of the current operating arrangements and the most realisticalternative options the current structure is considered to be the one best suited toOakville’s two harbours given their physical configurations and the limited benefits thatcould be obtained under an alternative operating structure. This conclusion isstrengthened by the fact that the current operating structure is in keeping with themixed public–private approach that is prevalent across the GTA harbour and marinamarket.

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1Boat clubs generally offer reciprocal visiting privileges to other clubs.

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IV OPERATIONAL REVIEW

This chapter examines the Harbour Section’s operations. In the first part its operationsare reviewed in relation to trends in the GTA boating market. Secondly, the servicesprovided, the maintenance and repair responsibilities and the organization and staffingstructure of the Harbours Section are examined.

A. OAKVILLE’S HARBOURS PROVIDE ALL KEY MARINE SERVICES

Boat owners in Oakville’s two harbours have access to a full range of boat handling andstorage services on both a seasonal and on-demand basis. Of other services that marinasprovide fuelling facilities, and public food and beverage outlets are the most significant.As well, Oakville also does not have marine supply and repair services available. Apump out facility operates on a part-time basis in Oakville. However, the absence ofsome of these services reflects the fact that the two harbours are largely oriented towardsthe seasonal rather than transient boating market1.

Figures 1 and 2 illustrate the scope and availability of services in marinas within 50kilometres of Oakville and Bronte Harbours.

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Figure 1

Figure 2

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Figure 3

The size of boats that the two harbours can accommodate is less than ideal in terms ofmarket trends. As shown on Figure 3, the distribution of boats by length is heavilyskewed towards those 30 feet and less. The average length is 27 feet. In the broadboating market, the average is 30 feet and the trend is upwards. Nevertheless, demandfor moorings in both Bronte and Oakville remains strong as evidenced by the fact thatfor many years there has been a waiting list for moorings. This situation has persistedeven during the recent economic downturn.

A illustrated in Table 7, the share of Town moorings that are occupied by Oakvilleresidents is very high. Additionally, over 85% of club operated moorings are reportedlyoccupied by Oakville residents.

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Across the GTA market marina occupancy levels are close to capacity. In future yearsas the population of Oakville and the broader region grows, the shortage of marinacapacity is very likely to increase unless additional capacity is developed.

How the Town might address the shortage of moorings for Oakville residents is complexand beyond the scope of this business plan. However, a partial solution could be torestrict occupancy to Oakville residents. This could yield about 30% more capacity inBronte and 20% more in Oakville. Such a change would, however, have financialimplications as non-residents pay 10% more for moorings than residents. If the Townwere able to acquire the Bronte Outer Harbour Marina from the Federal Government,additional mooring capacity for Oakville residents could become available to the extentthat some of the slips in the Marina are being used by non-residents. A third option ofbuilding additional moorings (as was done with the Bronte Outer-Harbour Marina)would however be a significant challenge. Such a new marina would undoubtedlyrequire to an extensive environmental assessment process and the costs of constructionwould probably be difficult to justify given the potential revenues.

B. DREDGING IS A CRUCIAL ISSUE

Both Oakville and Bronte Harbours require periodic dredging in order to maintain thedepths necessary for boating operations. Currently, Oakville Harbour needs to bedredged about every ten years. Bronte Harbour now requires dredging about every sevenyears whereas in previous periods it was at ten-year intervals. There is no agreed uponexplanation for this change.

Table 8 below sets out the dredging history and costs for the harbours since 1983. Itshows that dredging costs have risen steeply over the period. The steep increases arepartly a consequence of reduced competition in the dredging business and partly theresult of more stringent environmental requirements. In particular, the FederalGovernment’s prohibition on the disposal of dredge material in the lake reportedly hada significant effect on costs. Were costs to continue rising at the rate experience in thelast number of years, the long-term viability of the harbours could be compromised.

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Dredging is the responsibility of the Harbours Section. To pay for them ten-yeardebentures have been issued and then reimbursed partly from annual revenues andpartly from reserves. The boat clubs have also been making voluntary contributionstowards dredging costs on a per-boat basis. The drawback to this debenture-basedfunding model is that for Bronte the frequency of dredges is shorter than the ten-yearterm of the debentures. As a result one debenture is not fully paid off before anothermust be issued. The consequence is that in “overlap” years the combined debenturepayments are very onerous.

Irrespective of other possible changes to dredging arrangements it is recommended theHarbours Section budget for dredging costs on a stabilized basis. Under such anapproach, reserves should be accumulated in the years when only one debenture is beingpaid for. The accumulated reserves can then be used to help cover the double paymentsrequired during “overlap” years. It is also recommended that in renegotiating club leases,provision be made to require the clubs to pay an appropriate annual share of dredgingcosts.

In light of the importance of dredging to the harbours and the scale of the costsinvolved it is further recommended that a detailed review be undertaken of the dredgingissue. This review should, among other things, consider:

• Are there alternative less costly ways to handle dredging over the long term? Forexample, the use of a small dredger on an annual basis might enable the intervalbetween major dredges to be extended.

• Could the Federal Government be persuaded to again permit disposal of dredgematerial in the lake?

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• Would it be cost-effective and practical to operate a collective dredging operationwith other GTA municipalities that have dredging requirements?

C. HARBOURS SECTION ORGANIZATION AND STAFFING MODEL

The Harbours Section reports through the Director of Parks and Open Space to theCommissioner of Community Services and ultimately to Council.

Additionally, the Oakville Harbours Advisory Committee advises Council on matterspertaining to harbour operations. Its membership has representation from Council andfrom the public. The Committee performs a valuable role since it has the experienceand time to consider harbour-related matters in more depth than other councilcommittees. The Committee also acts as a forum for the boating community and othersto present their views. For these reasons, the current role and make-up of theCommittee should be continued.

Currently the Harbours Section is managed by the Manager of Harbours and Cemeterieswho is aided by a Supervisor of Harbours. Outside operations are carried out by two full-time staff members and two part-time staff who undertake harbours work for eightmonths and work for another section during the remainder of the year. Additional part-time employees and students are taken on during the busy period of the year. Figure 4shows the staffing and organizational structure.

Staffing levels in other marinas were compared to the Harbours Section. The reviewindicated that Oakville’s staffing levels are slightly below the norm particularly when

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TOWN OF OAKVILLEHARBOURS SECTION

ORGANIZATIONAL CHART

Manager

Harbours & Cemeteries

Supervisor

of Harbours

Harbours

Coordinator (F/T)

Harbours

Coordinator (F/T)

Harbours Technician (8 months Harbours & 4 months Parks)

Harbours Technician(8 months Harbours & 4 months Parks)

Summer Student

(1)

Summer Student

(1)

Harbours

Administrator (F/T)

Harbours Clerk

(P/T)

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the complexity of its two-harbour operation is taken into account. However, theabsence of transient slips in the Oakville harbours somewhat balances this factor as itreduces management, administration and service requirements.

Through a comprehensive analysis of the Parks and Open Space Department structure,the Harbours and Cemeteries Sections have been combined into one business section,under a Manager, Harbours and Cemeteries. These sections have very similar businessprocedures and both operate with minimal support from the tax levy. In addition, bothsections are focussed on providing high-level customer service. Also, through therestructuring process, the Harbours Section recruited a new Supervisor of Harbours. Theprimary focus of the Manager, Harbours and Cemeteries is the business and strategicplanning aspect of operations. The Supervisor of Harbours will be responsible for theday-to-day operations, including the yards, for Oakville and Bronte Harbours.

Based on the Parks and Open Space Department restructuring and taking account of thestaffing levels maintained in other marinas, no need for additional staff has beenidentified. However, the situation should be carefully monitored to ensure that thenecessary service and safety standards are being maintained.

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To summarize, it has been concluded from the review that full boating operationsshould be maintained in both harbours. Secondly, it is concluded that the existingmunicipal–private structure which is in keeping with practice elsewhere in the GTAshould be continued. With respect to the division of responsibilities it is concluded thatthe Harbours Section should no longer be directly responsible for basic harbourinfrastructure which instead should be treated as part of the Town-wide infrastructure.However, the Harbours Section should be responsible for all other capital assets thatsupport boating operations. This includes items such as dockage, power pedestals, boatramps, harbours equipment, electrical and water services and buildings used by boaters.It should also include a share of the costs of maintaining and repairing walkways,parking lots, and lighting within the harbours as they are used by both boaters and non-boaters.

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Comparisons with marina and harbour facilities within 50 km of Oakville indicate thatOakville’s harbours are competitive in terms of services, given their non-transientorientation. However, like other harbours and marinas, they do not have sufficientcapacity to fully satisfy market demand especially moorings for larger boats. Thisshortage will probably increase in future years as the Town’s population grows.

In the next section the financial aspects of harbour operations are reviewed withparticular emphasis on long-term asset replacement costs, mooring and storage fee ratesand on club lease arrangements.

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V FINANCIAL REVIEW

This section reviews the financial aspects of the Harbours Section and provides a long-range projection that incorporates the operational and financial recommendationsdiscussed previously. The potential financial implications of providing a number oftransient slips is also addressed.

A. REVIEW OF PREVIOUS OPERATING RESULTS

Tables 9 and 10 show actual and budget expenditures and revenues for the five-yearperiod from 2007 to 2011. During the last five years, expenditures have increased byapproximately 21% from $1,329,000 to $1,612,000. A significant reason for the increaserelates to debenture payments. These costs have risen from $293,700 in 2000 to$566,000 in 2011. The bulk of the difference relates to dredging. Prior to 2006 theHarbours Section operated without levy support. In fact, in previous years theoperations generated surpluses that were used to improve the adjacent parks. However,since 2007, the Harbours Section has been provided with annual levy funding whichin 2011 is budgeted at $55,100.

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The expenditure and revenue results are a reflection of the current operating structureand the approach to asset replacement funding. A number of changes to address long-term sustainability and to re-align the Harbours Section operations and finances inkeeping with the recommended responsibilities are discussed below.

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B. RECOMMENDED CHANGES WILL HELP ENSURE LONG-TERMSUSTAINABILITY

As part of the review the current operations were examined with the objective ofdetermining:

• What additional expenditure reserves will be required in order to fully fund thephysical assets in the two harbours on a sustainable basis.

• What potential is there to generate additional revenues either from existingoperations or from the reallocation of other harbour-related revenues, especiallyleases.

1. Short and Long-term Expenditures

a) Inflation and Cost Increases

In preparing the financial projections an annual rate of inflation of 3% wasassumed. This rate was applied to expenditures and revenues except for thosewhere other assumptions were considered more appropriate. The exceptions arediscussed below.

b) Dredging

The projection provides for periodic dredging of the two harbours. A 10-year cyclehas been assumed for Oakville with the next dredge occurring in 2021. For Brontedredging costs are projected on a seven-year cycle. The next dredge is anticipatedin 2016. Cost estimates from the Harbours Section were used as the basis forannual debenture requirements.

As was discussed in the previous section because dredges of Bronte Harbour arerequired every seven years and debentures to pay for them have ten-year terms,there are periods when payments must be made on two debentures. To address thisin the long-term financial projection provision has been made for more stableannual dredge requirements through the use of a combination of reserve fundcontributions and withdrawals.

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c) Long-term Capital Replacement Allowance

A significant factor in the business plan compared to the current budget practiceis the requirement to provide much higher annual reserve fund contributions inorder to fund the long-term replacement of capital infrastructure and equipmentin accordance with the PSAB replacement criteria.

Moving from the current asset replacement budgeting practice to the full PSABrequirement would be significant additional burden to the Harbours Section. Thisis because a very significant catch-up contribution would be required in the firstyear of the projection. Even with smoothed out contributions that fully fund therequirements of the 10 years of the projection would put the Harbours Section intoa deficit position (after fully utilizing its operating reserve fund). However, ifcontributions were limited to the level that could be funded without creating adeficit a reserve fund shortfall of approximately $841,000 would result at the endof ten years (See Appendix C - Table 1A). This would either require delaying somefuture replacements or obtaining funding from other sources.

In calculating these required replacement allowance no provision has been madeto pay for seawalls and piers. As discussed previously, it is a recommendation of thisreport that because these infrastructure components would be required irrespectiveof no boating operations, the Harbours Section should not be responsible for thecosts of repairing and maintaining them. d) TOWARF

The projection includes an annual expenditure and revenue for the operations ofTOWARF. As directed by Council, through a resolution from the 2009 BudgetCommittee, the costs associated with TOWARF are funded entirely by boaters.In 2010 staff implemented this initiative by charging a $25.00 fee to all boaters,including the outer harbour. The Harbour Section has also contributed $5,000 toTOWARF as the contribution to the reserve for the replacement of the TOWARFboat. Town staff have advised that a further report will come forward to a futureCommunity Services Committee meeting by the end of the 1st Quarter in 2011.This report will summarize how the original $25.00 fee was derived as well aslooking at alternative options for the funding of TOWARF. For the purpose of theOakville Harbours Financial Strategic Business Plan, it has been assumed that thefunding of TOWARF will continue to be through a charge of a fee consistent withthe Council direction

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1Non-residents pay a 10% surcharge, on mooring only.

HEMSON

2. Revenues

Three potential sources of additional sustainable revenues were identified: mooring andstorage fees, boat club rental income and rent from the Marina Building.

a) Mooring and Storage Fees

Analysis of rates charged by harbours and marinas across the GTA indicates thatOakville’s current rates are generally below the prevailing average. This isparticularly evident for serviced finger docks. It is of note that there is a waiting listfor moorings at both harbours.

Table 11 shows the results of a comprehensive survey of 2010 rates (backgrounddata is appended as Appendix F). More specifically, for the 2010 season the fee foran Oakville resident1 for a boat kept in Oakville and Bronte Harbour was $56.50per foot for a serviced finger dock. In contrast, the fee for a dock at the BronteOuter Harbour Marina was $67.00 per foot, 20.7% higher. While arguably theOuter Harbour Marina slips are of a somewhat better quality, the differential inrates is significant. In view of these differentials it is recommended that ratesshould be increased at 5% (2% above inflation) for the period up to 2016 in orderto bring them into line with broad market levels. After that, increases of 3% peryear are assumed. Table 12 shows the projected rates based on theserecommendations. The 2011 rates are as proposed by the Town. All rates includea contribution towards the cost of dredging.

With the implementation of the recommended rate schedule it will be importantto monitor performance carefully. Should the waiting list for moorings in the twoharbours become too short to ensure full occupancy, annual increases should beadjusted. Given the recommendation of charging full market rates, it is alsorecommended that the rates charged at competing marinas — generally thosebetween Burlington and the west end of Toronto — be surveyed annually to ensurethat the rates charged at Oakville’s harbours are in line with broad market.

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b) Rental Income

Under current arrangements the Harbours Section is allocated the rental incomefrom tenants in the Oakville harbour Marina Building. Additionally, the HarboursSection is credited the voluntary contributions from the boat clubs to offset costsof dredging. The revenues from club leases are credited as general Town revenues.

Currently the rents paid under the existing boat club leases are approximately$70,000 per year. However, in the case of the OYS and the OPBC they are basedon leases entered into many years ago which are not at market rents. The leases forthe two clubs will be terminating between 2012 and 2015.

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Assuming, as is recommended in report, the Town continues to lease facilities tothe three clubs, it is anticipated that rental revenues would increase. The scale ofthe increase would, however, depend on the rents negotiated (taking into accountthe dredging contributions). Note should be taken of two other points in relationto the club leases.

Firstly consideration should be given to the issue of public access particularly in thecase of the OYS. Secondly, there is likely to be a need to make repairs to thedockwalls at the OYS and the OPBC. However, in keeping with this report’srecommendation regarding basic harbour infrastructure the cost of any requiredwork relating to these dockwalls should be a town-wide responsibility.

The final key recommendation concerning the club leases is that rental revenuesshould in future be assigned to the Harbour Section in keeping with the principlethat they are derived from boating-related activities. Conversely, any futureexpenses associated with the club properties (excluding basic harbourinfrastructure) should also be the responsibility of the Harbours Section.

For the purposes of the projections two lease rent scenarios have been used sincenew lease terms for two of the clubs are not certain. The first scenario is based onestimated future market rents while the second assumes continuation of theexisting lease rents (with 3% annual inflation).

c) Oakville Harbours Marina Building

In 2005, near the conclusion of the boating season, the Harbours Section took overthe Marina Building in Bronte Harbour. The building was reportedly built in the1940’s and due to the structure of the previous lease, it has received only minimalmaintenance over the years and is in need of a full renovation. It should be notedthat the Marina Building is on the heritage register as a listed property. It isanticipated that the property will be designated in the future indicating that anyrenovations and alterations will have to be consistent with a heritage property. Abuilding study has been conducted and architectural concept plans have beendeveloped for the renovation. As part of the proposed renovation the pre-fab officeattached to the building that currently serves as the administrative office for theHarbours Section would be removed. The plan anticipates the Harbours Sectionbeing accommodated within the renovated building. Fully accessible publicwashroom would also be included.

As the Marina Building was not the responsibility of the Harbours Section untilrecently it is recommended that the cost of the required renovation, which islargely required to address deferred maintenance, be funded in the same manneras renovations of other buildings owned by the Town. However, once renovated,

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the cost of future year-to-year repairs and maintenance should be the responsibilityof the Harbours Section.

As yet, no commitment has been made to carry out the work. In the financialprojection it has been assumed that the work will be undertaken in 2013 (subjectto Council approval of the capital budget). It is also assumed that no rentalrevenues would be earned in 2013 but that they would resume in 2014 and wouldhave increased by 20%. Should the renovation be deferred, the rental incomewould continue as current levels.

When the Town assumed the operations from the former tenant, staff weredirected to return within five years to report on the revenues and operationalimpact generated by taking over the Marina facility, moorings, and custom hauling,launching, and storage in Bronte Harbour. This analysis will be provided in aseparate follow-up report to Council in 2011 following five full years of operation.

The various assumptions and recommended approaches discussed above have beenincorporated into the long financial projections which are discussed next.

C. FINANCIAL SUSTAINABILITY IS ATTAINABLE OVER THE LONG TERM

Four projections have been prepared.

Table 13: Assumes full reserve fund contribution requirements over ten years andestimated market rents are achieved from all club leases.

Table 14: Assumes reduced reserve fund contributions and estimated market rentsfrom all club leases.

Table 15: Assumes full reserve fund contribution requirements over ten years andcontinuation of rents under existing club leases (with inflationadjustment).

Table 16: Assumes reduced reserve fund contribution and continuation of rentsunder existing club leases (with inflation adjustment).

For the two projections involving the full required reserve fund contributions (Tables13 and 15) significant annual deficits would arise especially if market rents are notachieved from all the club leases. The deficits could only be partially funded from theHarbours Section operating reserves which is projected at $1.44 million (see Appendix

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HEMSON

B - Table 2 and Appendix D - Table 1). If market rents are not achieved, annual deficitsover $317,000 are projected.

For the two projections that incorporate a reduced level of reserve fund contributions(Tables 14 and 16) deficits could be avoided over the ten-year projection as long asmarket rents are achieved from all club leases. However, it would still be necessary todraw heavily from the Harbours Section operating reserves (see Table 14 and AppendixC - Table 2). If market rents are not achieved for all clubs, deficits over $260,000 wouldlikely occur after using the full amount of the Harbours Section operating reserves (seeTable 16 and Appendix E - Table 1).

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��

HEMSON

As noted previously, since it is recommended that the Harbours Section no longer beresponsible for the repair and maintenance of major capital assets (e.g. piers andseawalls), it is important to identify the financial implications that this would have forthe Town. Accordingly, on the bottom line all four tables show the projected annualamounts that will need to be spent over the ten-year period. Most significant is anexpenditure of $2.0 million to renovate the Oakville Harbours Marina Building in 2013(has not been approved by Council).

Appendices A to E contain a series of tables relating to the various reserve funds thatare required to deal with capital and asset contributions and expenditures that areincorporated into Tables 13 to 16. They include tables relating to dredging funds, majorcapital assets, Harbours Section assets, PSAB reserve funds (based on both full andreduced contribution levels) and the Harbours Section operating reserve. Overall thedegree to which the Harbours Section could operate on a financially sustainable basiswill largely depend upon the level of reserve fund contributions it is required to andamount of rental income from club leases it receives.

D. FINANCIAL IMPLICATIONS OF PROVIDING TRANSIENT MOORINGS

Neither Oakville nor Bronte Harbour currently provide moorings for short-term visitors(transients). In the interests of improving Oakville’s tourism facilities, it has beensuggested that a few slips, be made available for this purpose in Oakville Harbour.Transient boaters already have an option in Bronte at the Bronte Outer HarbourMarina which provides transient dockage on a daily, weekly and monthly basis. TheBHYC also provides reciprocal mooring privileges for members of other clubs. InOakville, transient boaters are able to moor at the boat clubs if they are members ofclubs which have reciprocal mooring privileges.

Were the Town to provide transient slips it would result in a reduction in seasonalrevenues. The reduced revenues would not likely be made up by the short-term feesearned from transient boats. Seasonal slip rental and winter storage fees for a 30-footboat generate approximately $3,000 per year for the Harbours Section. Assuming arealistic daily charge of $1.20 per foot, a 30-foot transient boat would generate $36 perday. At this rate each transient slip would have to be occupied 83 days (nearly 12weeks) in order to recoup the forgone income from a seasonal user. This is notconsidered an achievable occupancy level given that the period during which there are

��

HEMSON

significant numbers of transient boaters is limited to the 8–9 weeks during July andAugust.

Operating costs for the Harbours Section would also increase if transient slips were tobe provided. At a minimum there would be a need for staff to look after slip allocations.Providing these extra services could absorb most of the revenues earned from transientcharges.

The reciprocal docking arrangements which provide transient opportunities betweenboat clubs yield some economic value. For example, in 2009, the Oakville Clubrecorded 661 visitor boat nights. From a tourism perspective, transient boaters provideeconomic benefits, particularly from passengers visiting downtown restaurants, shops,theatres and coffee shops. Additionally, these passengers also participate in Townfestivals such as Midnight Madness.

It is recommended that since from a financial perspective each transient slip wouldlikely to result in a net reduction in revenues of approximately $3,000 per year and sinceit will be a challenge just to achieve a financially sustainable operation under currentoperating practices no slips should be made available at present.

_________________________

The following section provides a summary of the conclusions and recommendations.

��

HEMSON

VI SUMMARY OF CONCLUSIONS AND RECOMMENDATIONS

The following is a summary of the conclusions that have been drawn from the analysisand the recommended steps that should be taken to implement the proposed businessplan.

A. CONCLUSIONS

• Oakville’s harbours are two of the most valuable assets. They represent animportant part of Oakville’s heritage and add significantly to the appeal of thecommunity.

• Generally, the facilities in the two harbours are adequate given their current role.Some sections of the dockwalls are in poor repair and the Oakville HarboursMarina Building in Bronte is in need of renovation.

• The range and quality of the facilities and services offered by the two harbours isin keeping with prevailing market standards.

• The range of moorings available in the harbours is less than ideal given that theaverage size of boats in increasing. Nevertheless, both harbours have long waitinglists. Given a growing population there is no reason to expect that the harbourscannot maintain full occupancy. The large majority of moorings (Town and cluboperated) are occupied by Oakville boat owners.

• The current operating structure under which the Harbours Section operates themajority of the moorings and the boat clubs the remainder is consideredappropriate. The structure is well-suited to the physical make-up of the harboursand having a mix of public and private moorings is in keeping with currentpractices in other harbours and marinas in the GTA market.

• The boat clubs have been important components of the Oakville community formany years. They perform valuable service training young people and over theyears have fundraised substantial amounts for many local charities and initiatives.

• The organizational structure and staffing of the Harbours Section is satisfactory.However, with the imminent retirement of the administrator an “overlap” withtheir replacements is essential because of complexity of the operation. The long-

��

HEMSON

term adequacy of the staffing levels should be monitored after the replacement staffare in place.

• Until 2006 the Harbours Section was able to operate on a self-sufficient basis.Since then it has received an annual $54,400 contribution from the tax levy. Amajor factor that has contributed to the need for support is the rising cost andfrequency for dredges.

• Revenues and expenses have risen substantially over the past five years. A majorchange occurred when the Harbours Section took over the Marina Building inBronte together with a storage area and moorings.

• Analysis of long-term expenditures and revenues indicates that with a number ofchanges in responsibilities and operating arrangements, the harbours would be ableto achieve long-term financial sustainability.

• Key among the required changes are:

Gradual increases in fees to bring them fully into line with prevailing marketlevels.

Making partial provision for the replacement of capital assets in keeping withPSAB requirements. With the provision of the full requirements annualdeficits would arise.

Achieving market rents from club leases and allocating them to the HarboursSection. In addition, formalizing the requirement for clubs to contributeannually to the cost of dredging.

Removing the responsibility for maintenance and repair of Major CapitalAssets from the Harbours Section.

• Financial sustainability will take a number of years to achieve even with theprovisions noted above. However, use of the Harbours Section’s reserve fundshould enable shortfalls to be financed without the need for additional financialsupport.

• Sustainability is dependent to a significant degree upon the achievement of theestimated market rents for the boat clubs. A large variance from these amountswould place the plan at risk.

��

HEMSON

• Making available a number of slips for transient boaters would add a new elementto Oakville’s tourism infrastructure. However, the net revenues from transientcharges would not compensate for the elimination of seasonal fees that the slipscurrently generate.

B. RECOMMENDATIONS

• Boating operations should be continued in their current form in both harbours.

• The current mix of Town and club operated facilities should be maintained.

• As and when the opportunity arises the Town should acquire the federal-ownedlands within Bronte Beach Park and the Bronte Outer Harbour Marina.

• The responsibilities of the Harbours Section should be limited to operationsrelating solely to boating activities. The Harbours Section should no longer beresponsible for maintaining and repairing Major Capital Assets (i.e. seawalls andpiers) since the infrastructure would be required irrespective of boating activities.Other Town departmental budget forecasts should be amended to reflect the shiftfrom harbours funding to tax levy costs.

• Dredging is a critical issue. A detailed dredging study should be undertaken. Thestudy should focus on ways to manage required dredges in the most efficient andcost effective manner. The study should explore alternative approaches to dredgingincluding but not limited to annual mini dredges to remove localized high siltareas, that may increase the frequency for larger full dredging operations.

• Fees and charges should be kept in line with prevailing market rates. A GTA-widerate survey should be undertaken on an annual basis.

• Budgets for the Harbours Section should make provision for the replacement ofcapital assets in accordance with PSAB rules to the extent possible withoutcreating annual operating deficits.

• Rental income from boat club leases together with annual dredging costcontributions should be allocated to the Harbours Section. Boat club leases shouldbe negotiated on a full market value basis with a requirement to provide dredgingcontributions.

• The Oakville Harbours Marina Building should be renovated as soon as possible.The capital cost of this initial renovation should be paid for in the same manneras renovations to the Town’s other buildings. Once renovated, the Harbours

��

HEMSON

Section should be responsible for future maintenance and repair costs. Best effortsshould be made to minimize disruptions to existing businesses during renovations.

• Transient slips should not be provided at present given the financial cost theywould create for the Harbours Section.

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