Full Transcript
4.a LTCR-CM-16-26 Grey Gables and Rockwood Terrace - Long Term Planning
Attachment: LTCR-CM-16-26 Rockwood Terrace and Grey Gables Options Report.pdf Source: https://pub-grey.escribemeetings.com/filestream.ashx?DocumentId=10317 Committee Report To: Chair and Members of the Long-Term Care Committee of Management Committee Date: July 16, 2026 Subject / Report No: LTCR-CM-16-26 Title: Grey Gables and Rockwood Terrace – Long Term Planning Prepared by: Niall Lobley, DCAO, Jennifer Cornell, Director of Long-Term Care, Anne Marie Shaw, Director Community Services Reviewed by: Randy Scherzer, CAO, Karen Kraus, Project Manager, Lower Tier(s) Affected: Recommendation 1.
Grey Gables Expansion Scenarios Versus Maintaining Status Quo Alongside Rockwood Terrace Vacancy
The report evaluates future options for Grey Gables and the existing Rockwood Terrace facility, which will become vacant upon opening of a new 128-bed home in early 2027. For Grey Gables, Colliers analyzed scenarios including building alongside the current site or expanding capacity by 62 beds, noting that expansion increases operating expenditures while maintaining status quo avoids capital investment. Regarding Rockwood Terrace, potential uses range from redevelopment as long-term care to assisted living, affordable housing, a continuum of care model, property disposition, or leasing in its current condition. The committee received the Colliers Project Leaders report for information and directed staff to extend the scope of work with Colliers by $30,000 funded from reserves to investigate an additional renovation scenario.
Evaluation of Rockwood Terrace Conversion Scenarios and Financial Implications Regarding Leasing Versus
A market evaluation concluded that leasing the existing Rockwood Terrace building in its current condition is feasible but would limit tenant availability and revenue, as no comparable lease opportunities exist. While repurposing could support additional housing or care services within Grey County, retaining the facility limits future flexibility compared to disposition options. The recently announced Provincial Renovation Program introduces new potential for renovation under an 'alternative standard,' though costs are preliminary estimates excluding this funding currently.
Scenario 1 Proposes Two Twenty-eight-bed Rhas for Fifty-six Residents with Major Renovations
The presentation outlines Scenario 1 for the Grey County Long-Term Care conversion, proposing a facility structure comprising two twenty-eight-bed Residential Health Aids (RHAs) to accommodate fifty-six residents. This scenario mandates major upgrades and renovations to achieve full compliance with MLTC standards, specifically requiring new HVAC and nurse call systems as well as code-compliant staircases. Additionally, the plan necessitates constructing dining rooms and serving areas on each floor alongside installing new washrooms.
Scenario 2 Proposes a Less Intensive Renovation Converting Units Into Assisted Living
The presentation outlines Scenario 2 for the Grey County LTC conversion at Rockwood Terrace and Grey Gables, focusing on a less intensive renovation to establish Assisted Living capabilities. This configuration accommodates 37 residents across 15 studios, 13 one-bedroom units, and 9 dedicated Memory Care beds within the second floor layout. Key cost drivers identified for this assisted living setup include major renovations required for new washrooms, installation of new HVAC systems, nurse call infrastructure, and construction of new staircases to ensure code compliance.
Scenario 3 Proposes a Less Intensive Renovation of Grey County LTC Conversion
The presentation outlines Scenario 3 for the Grey County LTC conversion, proposing a less intensive renovation path that shifts the facility toward affordable seniors housing. This approach involves converting existing spaces into forty-eight suites comprising twenty-six studios and twenty-two one-bedroom units across three floors. A significant cost driver identified is the need for extensive plumbing renovations on the ground floor to accommodate these additional residential units.
Hybrid Solution for Grey County LTC Conversion Featuring 17 Senior Beds
The presentation outlines a hybrid solution for the Grey County LTC conversion at Rockwood Terrace, proposing 17 senior beds and 42 suites across three floors. The plan details specific unit configurations including memory care, assisted living, housing units with studios and one-bedrooms, alongside necessary infrastructure upgrades like new elevators and plumbing.
Surplus Ground Floor Space Designated As Community Hub Faces Parking Limitations That
The presentation outlines surplus ground floor space designated as a 'Community Hub' with potential uses including an Active Seniors Community Centre or Municipal Library Branch. Selecting the hub program is constrained by limited parking availability and zoning requirements for scenarios 3 and 4, which necessitate re-zoning to permit housing use. A separate budget line item addresses exterior state of good repair work recommended in a building conditions assessment, while interior repairs are covered within renovation cost estimates.
Scenario Analysis Compares 56-bed LTC Home Costs Against Assisted Living Models
The presentation outlines a baseline renovation budget of $17,720,640 with a total estimated cost ranging from 29 to 32 million dollars for converting Grey Gables and Rockwood Terrace into long-term care facilities. Four distinct scenarios are analyzed: Scenario 1 proposes a high-cost 56-bed Long-Term Care home; Scenario 2 suggests an assisted living or memory care model with fewer regulatory requirements but significant non-revenue ground floor space; Scenario 3 offers the lowest capital cost for affordable senior housing without code issues; and Scenario 4 presents a balanced continuum care community supporting both independent and assisted living. Financial pro forma analysis reveals that while revenue varies significantly across scenarios, expenses remain substantial in all cases except Scenario 3 which shows minimal net loss before debt service. The presentation notes eligibility requirements under the ADM Memo issued on June 16, 2026, including a mandatory building condition assessment for former long-term care homes and a standard 15-year licence term with funding lower than new builds. Additionally, leasing options are deemed challenging to estimate via comparable transactions alone, prompting a recommendation to directly test the market by engaging operators in sectors like memory care and seniors housing to gauge interest in deal structures and capital investment requirements.
Grey Gables Operates As a 66-bed Long-term Care Home Where Fall 2025
The presentation outlines long-term care planning challenges where selling and leasing options share similar constraints for Grey Gables, a facility operating as a 66-bed home with Class A beds from 1998. Although an MLTC allocation of 62 beds was secured in late 2020, the Behavioral Support Transition Unit introduced then remains relevant to current capacity discussions. In fall 2025, Grey County requested retention of this allocation without committing to construction, prompting a review of capital costs for adding either 62 or 128 beds versus building at Rockwood Terrace. Financial pro forma analysis reveals that expanding the facility significantly increases expenses and debt service compared to maintaining existing operations with current funding levels. Next steps include defining functional space requirements, investigating shared services like laundry and food, conducting site due diligence, and seeking redevelopment funding for the original 66 Class A beds.
Attachment: LTCR-CM-16-26 Rockwood Terrace and Grey Gables Options Report.pdf
Source: https://pub-grey.escribemeetings.com/filestream.ashx?DocumentId=10317
Committee Report
To: Chair and Members of the Long-Term Care Committee of
Management
Committee Date: July 16, 2026
Subject / Report No: LTCR-CM-16-26
Title: Grey Gables and Rockwood Terrace – Long Term Planning
Prepared by: Niall Lobley, DCAO, Jennifer Cornell, Director of Long-Term
Care, Anne Marie Shaw, Director Community Services
Reviewed by: Randy Scherzer, CAO, Karen Kraus, Project Manager,
Lower Tier(s) Affected:
Recommendation
1. That report LTCR-CM-16-26 be received; and
2. That the Colliers Project Leaders report and presentation regarding future options
for Grey Gables and the existing Rockwood Terrace be received for information;
and
3. That staff continue discussions with the Ministry of Long-Term Care in respect to
previous Ministry Surveys and future planning and report back to Council as
appropriate.
4. That staff be directed to extend the scope of work with Colliers to investigate
“Scenario 5: Long Term Care Renovation” for an additional $30,000 to be funded
from the One-Time Reserve
Executive Summary
The Ministry of Long-Term Care (MLTC/Ministry) has requested information from long-term care
operators regarding future plans for existing facilities being replaced through redevelopment
projects and the status of previously approved bed allocations. These requests are intended to
support provincial planning related to long-term care capacity and future funding investments.
Grey County has received Ministry funding to support the redevelopment of Rockwood Terrace
through a new 128-bed facility currently under construction, as well as an allocation of 62
additional beds associated with Grey Gables. To support future planning, Grey County engaged
Colliers Project Leaders to evaluate redevelopment, expansion, repurposing, and disposition
options for both sites.
No decisions are required at this time, outside of addressing the scope expansion. The purpose
of this report and accompanying presentation is to provide Committee and Council with
information regarding potential opportunities, associated capital and operating implications, and
LTCR-CM-16-26 1 July 16, 2026
future planning considerations and to seek direction on whether the extend the scope of work
with Colliers to undertake an additional scenario.
Background and Discussion
Grey County received Ministry approval and funding to support the redevelopment of Rockwood
Terrace through a new 128-bed long-term care home, replacing the existing 100-bed facility and
adding 28 new beds in Durham. Construction remains on schedule, with occupancy anticipated
in early 2027.
The County also holds an allocation of 62 additional beds associated with Grey Gables.
Previous Council direction deferred planning related to this allocation until the Rockwood
Terrace project was substantially advanced.
In 2025, the Ministry sought additional information regarding Grey County's intentions for both
the existing Rockwood Terrace building following occupancy of the new home and the future
activation of the Grey Gables bed allocation. Council advised the Ministry that no decisions had
been made regarding the future use of the existing Rockwood Terrace building and that there
were no immediate plans to activate the Grey Gables allocation.
To support future decision-making, and with Council-approved budget authority, Grey County
retained Colliers Project Leaders to evaluate opportunities associated with both sites, including
long-term care redevelopment, assisted living, affordable housing, leasing opportunities,
property disposition, and other adaptive reuse options.
The purpose of this review is to provide future Council with information regarding available
options, associated capital and operating considerations, and potential strategic opportunities.
Given that the existing Rockwood Terrace building will become vacant in 2027 and future
Ministry discussions regarding bed allocations are anticipated, staff believe it is prudent to begin
evaluating options now to support future planning and budgeting.
The Province also recently announced a new Renovation Program intended to support the
renovation and redevelopment of existing long-term care homes under an adapted design
standard. As details became available following completion of the current study, the program
was not incorporated into the analysis and may warrant future consideration.
Grey Gables Options Summary
To support future planning discussions, Colliers evaluated several potential options for Grey
Gables. Detailed analysis, assumptions, and financial modelling are included in the attached
third-party presentation.
Scenario Description Estimated Estimated Net
Gross Capital Capital Cost*
Cost
1 New 128-bed home operated $105 million Approximately $57
alongside the existing 66-bed home million
(194 beds total)
LTCR-CM-16-26 2 July 16, 2026
2 62-bed expansion to the existing $53 million Approximately $30
home million
3 Maintain the existing home and No capital No capital
release the 62-bed allocation investment investment
*Estimated net capital cost after anticipated provincial funding. Costs are preliminary estimates
and have been rounded.
The team did not evaluate re-purposing existing Grey Gables and building a new 128-bed home
on site. This would likely not be feasible as it would achieve only 62 new beds and the County
would be responsible for meeting full capital costs of 66 beds.
Key Considerations
Additional beds, especially multiples of 32-bed home area groups, improve operational
efficiency and reduce per-bed operating costs.
Expansion scenarios increase service capacity but result in higher overall operating
expenditures.
Detailed capital and operating assumptions are included in the Colliers report.
Rockwood Terrace Options Summary
Once the new Rockwood Terrace opens in 2027, the existing building will become vacant.
Colliers reviewed a range of potential future uses for the site.
Scenario Description Estimated Estimated Operating
Capital Cost Cost
1 Redevelop as Long-Term Care $46.5 million Approximately $90,000
(less $20.8M in per bed
funding)
2 Assisted Living / Memory Care $39 million Approximately $30,000
per bed
3 Affordable Housing $38.5 million Operating costs
anticipated to be offset
through tenant and lease
revenues
4 Continuum of Care Model $39.7 million Approximately $16,000
per bed
Sale Dispose of the building and NA* No further operating
property costs
Lease Lease building in its current N/A** N/A
condition
* Independent appraised value required
LTCR-CM-16-26 3 July 16, 2026
** A market evaluation was requested and the responses indicated that the building offering is
unique and no comparable lease opportunities were readily available. It was concluded that
while a lease in current condition is feasible, tenants would likely be limited, limiting lease
opportunities and revenue.
Note: Costs are preliminary estimates and rounded. Potential provincial funding opportunities
associated with the recently announced Renovation Program were not considered within the
current analysis.
Key Considerations
Repurposing the building could support additional housing and care services within Grey
County.
Leasing or disposition may reduce future County financial obligations but limit future
flexibility.
The recently announced Provincial Renovation Program may create additional
opportunities that were not available when redevelopment planning for Rockwood
Terrace originally began.
Detailed financial analysis and assumptions are included in the Colliers report.
Next Steps
Staff are not seeking direction at this time as to which scenario, if any, to pursue at this time.
Staff are seeking direction as to whether to expand the scope of work to further investigate
potential for renovation to an ‘alternative standard’ at Rockwood Terrace under the recently
announced renovation capital funding supports. The accompanying presentation and third-party
report provide additional detail regarding the options reviewed and associated financial
considerations.
The consulting team have provided an initial estimate of $25,000 before HST and contingency
for this work.
Staff anticipate that future discussions with the Ministry regarding both the Grey Gables bed
allocation and the future use of the existing Rockwood Terrace building will continue through the
current and next term of Council. Given the significance of these decisions and the absence of
an immediate need for action, this report is being provided for information and awareness.
Future recommendations will be brought forward as Ministry direction evolves, further analysis
is conducted and future planning requirements become more clearly defined.
Financial and Resource Implications
Should Council wish to further explore opportunities associated with the Province's recently
announced Renovation Program, additional consulting work will be required to assess the
applicability of the program to the existing Rockwood Terrace building. If directed, staff would
report back on scope, costs, and potential funding sources, including the use of the One Time
Funding Reserve.
Should Council approve the recommended scope expansion, an additional consulting cost of
$30,000 (estimate plus HST and contingency) would be funded from the One-Time Reserve.
LTCR-CM-16-26 4 July 16, 2026
Staff would report back to Council with the results of the assessment and any associated
recommendations.
The balance of the One Time Funding Reserve as of December 31, 2025 was $6,902,678 and
the projected balance as of December 31, 2026 is $5,971,878.
Relevant Consultation
☒ External: Colliers Project Leaders Inc.
Appendices and Attachments
None
LTCR-CM-16-26 5 July 16, 2026
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Attachment: Grey County LTC Committee of Management Update - July 16 2026_Final (002).pdf
Source: https://pub-grey.escribemeetings.com/filestream.ashx?DocumentId=10318
Existing Grey Gables
and Rockwood
Terrace - LTC
Long-Term Care Committee of Management Update
Date: July 16, 2026
Prepared by: Colliers Project Leaders
Doc ref: P0104-1370764076-44 (1.0)
Colliers Project Leaders 2
Agenda
01 Introduction & Background Information
02 Rockwood Terrace Conversion - Design Study Results
Rockwood Terrace Conversion - Financial
03 Considerations & Summary of Alternate Options
04 Existing Grey Gables – Summary of Options & Results
05 Questions
Colliers Project Leaders 3
Grey County – Existing Rockwood Terrace and Grey Gables - LTC
Introduction & Background Information
Colliers Project Leaders retained in February 2026 to provide project management services
and evaluate development/redevelopment options at the existing Grey Gables and
Rockwood Terrace sites.
Existing Rockwood Terrace options evaluated include conversion options, selling or leasing
Existing Grey Gables options evaluated include building 62 new beds or building 128 new
beds as an addition to the existing home
Competitive procurement of both a Design Consultant and Appraisal Firm for the existing
Rockwood Terrace site and consultation with a brokerage on the leasing potential of the
building
Colliers Project Leaders
4
Rockwood Terrace Conversion - Design Study Results
Rockwood Terrace LTC Conversion
ConceptWoodstock LTC Development
Scenarios & Feasibility Study - Examining options
toSpace
convertTable and Site
the existing Diagram
LTC building intoReview
other uses
GREY COUNTY LTC CONVERSION – Presentation to Long-Term Care Committee of Management
July 16, 2026
Table of Contents
1.0 Summary of Engagement
2.0 Potential Scenarios
3.0 Construction Cost Estimates
4.0 Pro-Con Analysis
5.0 Q&A
GREY COUNTY LTC CONVERSION – Presentation to Long-Term Care Committee of Management
July 16, 2026
1.0 Summary of Engagement
GREY COUNTY LTC CONVERSION – Presentation to Long-Term Care Committee of Management
July 16, 2026
1.1
Question: What to do with the existing Rockwood Terrace Home
EXISTING ROCKWOOD
TERRACE LTC (1984)
575 Saddler St E, Durham
Three-storey long-term care
home constructed in 1984
that currently accommodates
approximately 100 residents.
A new Rockwood Terrace
long-term care home is
currently under construction
and is expected to open in
early 2027.
LOCATION OF NEW
ROCKWOOD HOME
(UNDER CONSTRUCTION)
GREY COUNTY LTC CONVERSION – Presentation to Long-Term Care Committee of Management
July 16, 2026
1.2
Objectives of the Consultant’s Work
Objectives
• G architects has been retained by the County of Grey to evaluate potential future uses for the existing
Rockwood Terrace Long-Term Care Home located at 575 Saddler Street in Durham, Ontario.
• Once the new Rockwood Terrace Long Term Care Home is operational, the existing building will
become vacant, presenting an important opportunity for Grey County to repurpose the facility to
meet emerging community needs
• The purpose of this assignment is to investigate the opportunities and constraints related to
converting the existing building to one of four scenarios listed below:
• Scenario 1: Long-term Care
• Scenario 2: Assisted Living / Memory Care
• Scenario 3: Independent Affordable Seniors Housing
• Scenario 4: Continuum Care Retirement Community (Hybrid of Scenarios 2 and 3)
GREY COUNTY LTC CONVERSION – Presentation to Long-Term Care Committee of Management
July 16, 2026
1.3
Summary of Process and Deliverables
Summary of Consultation Process
• In coordination with Colliers Project Leaders, a Project Leadership team was established, and met
regularly to review process on the consultant's work.
• Several additional Focus Group workshops and consultations were undertaken with executive
level stakeholders from the Grey County to understand the community needs, and the County’s
requirements for any scenario.
Summary of Consultant’s Deliverables (for each scenario)
• Facilitated consultation to understand Grey County needs, requirements
• Conceptual Schedule of Accommodation and Concept Foor Plans
• Analysis and input from Mechanical, Electrical, and Building Code engineers
• Order-of-magnitude construction cost estimate
Final Report (this presentation)
• Consolidation of the findings of the to support Grey County’s decision-making process
GREY COUNTY LTC CONVERSION – Presentation to Long-Term Care Committee of Management
July 16, 2026
2.0 Potential Scenarios
GREY COUNTY LTC CONVERSION – Presentation to Long-Term Care Committee of Management
July 16, 2026
2.1
Scenario 1 – Long-term Care
• Major upgrades/ renovations to be fully compliant
with MLTC standards
3 28 BED RHA
• 56 Residents Accommodated (two 28-bed RHAs)
2 28 BED RHA • Cost Drivers:
• New HVAC/ Nurse call systems
1 SENIORS
LTC SUPPORT • Major renovation, new washrooms
HUB
• New staircases for code compliance
• Dining room and severy required on each floor
GROUND FLOOR SECOND FLOOR THIRD FLOOR
GREY COUNTY LTC CONVERSION – Presentation to Long-Term Care Committee of Management
July 16, 2026
2.2
Scenario 2- Assisted Living / Memory Care
• Less intensive renovation, to Assisted Living
3 17 UNITS ASSISTED LIVING
• 37 Residents Accommodated
• 15 studios, 13 one-bedrooms, 9 Memory Care beds
9 BED 11 UNITS
2
MC ASSISTED LIVING • Cost Drivers:
• New HVAC/ Nurse call systems
1 SENIORS
HUB
AL SUPPORT • Major renovation, new washrooms
• New staircases for code compliance
GROUND FLOOR SECOND FLOOR THIRD FLOOR
GREY COUNTY LTC CONVERSION – Presentation to Long-Term Care Committee of Management
July 16, 2026
2.3
Scenario 3 – Affordable Seniors Housing
• Less intensive renovation, Conversion to Housing
3 17 UNITS SH
• 48 Suites
• 26 studios, 22 one-bedrooms
2 17 UNITS SH
• Cost Drivers:
• Extensive plumbing renovations required to add units to ground
SENIORS
1 14 UNITS SH floor
HUB
GROUND FLOOR SECOND FLOOR THIRD FLOOR
GREY COUNTY LTC CONVERSION – Presentation to Long-Term Care Committee of Management
July 16, 2026
2.4
Scenario 4 - Continuum Care Retirement Community
• Hybrid Solution
3 17 UNITS SH • 42 Suites
• 22 Housing units: 12 studio, 10 one-bedroom
9 BEDS 11 UNITS
2 • 20 Assisted Living Suites: 6 studio, 5 one-bedroom, 9 memory care
MC ASSISTED LIVING
• Cost Drivers:
1 SENIORS AL SUPPORT 5 UNITS
HUB SH • New Elevator
• Plumbing for ground floor units
• New staircases
GROUND FLOOR SECOND FLOOR THIRD FLOOR
GREY COUNTY LTC CONVERSION – Presentation to Long-Term Care Committee of Management
July 16, 2026
2.3
Additional Considerations – “Community Hub” (surplus space)
+/- 4,850 SF +/- 7,300 SF +/- 6,500 SF +/- 5,050 SF
• The ground floor of each “Scenario” has surplus space, called “Community Hub”
• At this time, the program for this space is not known. Potential uses include:
• Active Seniors Community Centre
• Municipal Library Branch
• Community meeting rooms/ event space
• The specific use will impact the fit-out cost and also have a parking impact. At this time, each
Scenario includes a generic budget to fit-out the Hub, which will need refinement.
GREY COUNTY LTC CONVERSION – Presentation to Long-Term Care Committee of Management
July 16, 2026
2.3
Additional Considerations – Site Improvements/ Parking
Zoning
Future
• Re-zoning is required for scenarios 3 and 4 (Affordable
Parking*
Seniors Housing and Continuum Care Retirement
Community, respectively) to allow housing as a use.
Parking Limitations
• Each additional program added to the project comes
with parking requirements.
• There is limited space to add parking
• Parking will be the limiting factor in selecting hub
program(s)
• A parking variance will likely be required for various
scenarios depending on final program decisions
• TT advises that a good unit rate for additional parking is
$5,000 / new spot
Forested Area
Fire Route/Modern Fire Fighting
• Upgrades may be required by the municipality
GREY COUNTY LTC CONVERSION – Presentation to Long-Term Care Committee of Management
July 16, 2026
2.3
Additional Considerations – State of Good Repair, Exterior Work
• Grey County obtained a building conditions assessment, which recommended a number of state of
good repair projects.
• To the best of our ability, we have tried to allow for this work as a separate budget.
• Notes:
• Many of the recommendations are for annual maintenance, or small amounts of work that are
not quantified in the report.
• Many of the recommendations are related to interior repairs (i.e. replacement of tiles in shower
rooms)
• Any interior work would be covered by the cost estimates for each renovation
• A budget for the exterior repair work is provided as separate line item, which could apply to all
options.
GREY COUNTY LTC CONVERSION – Presentation to Long-Term Care Committee of Management
July 16, 2026
3.0 Construction Cost Estimates (Prepared in collaboration with Turner
Townsend)
GREY COUNTY LTC CONVERSION – Presentation to Long-Term Care Committee of Management
July 16, 2026
4.1
Scenario 1 (LTC) – Construction Cost Estimate
Baseline Renovation Budget $ 20,918,240 • 30-35 Million TOTAL estimate
• Site works $ 1, 388,800 • Inclusive of all work (including code
• Level 1 $ 1,609,813
plus upgrade, hub, and state of good
repair)
• Level 2 $ 2,875,413
• *Inclusive of contingencies.
• Level 3 $ 3,085,973 Contingency percentage applied to
• M&E (including penthouse) $ 11,958,240 grand total (including code plus
upgrade, hub, and state of good
repair)
Additional Considerations $ 5,384,960 • +/- $540/ sf
• Code plus energy upgrade $ 1,450,400
• Hub Fit-Up Budget $ 1,335,040
• State of Good Repair Work $ 2,599,250
Contingencies* $7,045,500
• Design Contingency 20% $ 4,697,000
• Construction Contingency 10% $ 2,348,500
GREY COUNTY LTC CONVERSION – Presentation to Long-Term Care Committee of Management
July 16, 2026
4.1
Scenario 2 (AL/MC) – Construction Cost Estimate
Baseline Renovation Budget $ 17,323,040 • 28-31 Million TOTAL estimate
• Site works $ 1, 388,800 • Inclusive of all work (including code
• Level 1 $ 1,445,360
plus upgrade, hub, and state of good
repair)
• Level 2 $ 2, 733,360
• *Inclusive of contingencies.
• Level 3 $ 2,148,160 Contingency percentage applied to
• M&E (including penthouse) $ 9,607,360 grand total (including code plus
upgrade, hub, and state of good
repair)
Additional Considerations $ 5,496,960 • +/- $470/ sf
• Code plus energy upgrade $ 1,140,160
• Hub Fit-Up Budget $ 1,757,280
• State of Good Repair Work $ 2,599,250
Contingencies* $6,112,500
• Design Contingency 20% $ 4,075,000
• Construction Contingency 10% $ 2,037,500
GREY COUNTY LTC CONVERSION – Presentation to Long-Term Care Committee of Management
July 16, 2026
4.1
Scenario 3 (ASH) – Construction Cost Estimate
Baseline Renovation Budget $ 15,887,200 • 26-29 Million TOTAL estimate
• Site works $ 627,200 • Inclusive of all work (including code
• Level 1 $ 1,510,800
plus upgrade, hub, and state of good
repair)
• Level 2 $ 1,947,680
• *Inclusive of contingencies.
• Level 3 $ 1,858,080 Contingency percentage applied to
• M&E (including penthouse) $ 9,943,360 grand total (including code plus
upgrade, hub, and state of good
repair)
Additional Considerations $ 4,968,320 • +/- $460/ sf
• Code plus energy upgrade $ 1,128,960
• Hub Fit-Up Budget $ 1,239,840
• State of Good Repair Work $ 2,599,250
Contingencies* $5,586,300
• Design Contingency 20% $ 3,724,200
• Construction Contingency 10% $ 1,862,100
GREY COUNTY LTC CONVERSION – Presentation to Long-Term Care Committee of Management
July 16, 2026
4.1
Scenario 4 (CCRC) – Construction Cost Estimate
Baseline Renovation Budget $ 17,720,640 • 29-32 Million TOTAL estimate
• Site works $ 1,388,800 • Inclusive of all work (including code
• Level 1 $ 1,531,040
plus upgrade, hub, and state of good
repair)
• Level 2 $ 2,262,400
• *Inclusive of contingencies.
• Level 3 $ 2,356,480 Contingency percentage applied to
• M&E (including penthouse) $ 10,181,920 grand total (including code plus
upgrade, hub, and state of good
repair)
Additional Considerations $ 4,684,960 • +/- $475/ sf
• Code plus energy upgrade $ 1,140,160
• Hub Fit-Up Budget $ 945,280
• State of Good Repair Work $ 2,599,250
Contingencies* $6,001,500
• Design Contingency 20% $ 4, 001,000
• Construction Contingency 10% $ 2,000,500
GREY COUNTY LTC CONVERSION – Presentation to Long-Term Care Committee of Management
July 16, 2026
4.0 Pro-Con Analysis and Summary
GREY COUNTY LTC CONVERSION – Presentation to Long-Term Care Committee of Management
July 16, 2026
4.1
Summary of Costing – Scenario Specific
Pros Cons
Scenario 1 • Funded project • Highest capital cost
Long-term Care • Most residents/ suites created at 56 • Major intervention/ most regulated
30-35M $540/ft2
• Lowest resident capacity (37 beds)
Scenario 2 • Less regulated/ fewer requirements
compared to LTC • Significant area dedicated to non-
Assisted Living/
revenue-generating ground floor space
Memory Care • Supports aging in place model
28-31M $470/ft2 • Largest hub (surplus, uncertain use)
• Potential synergy with new LTC
• Funding unclear
Scenario 3 • Lowest capital cost • Only meets the needs of independent
Affordable Seniors seniors
• No code issues/ new staircases/ new
Housing emerg. generator required • Funding unclear
26-29M $460/ft2
Scenario 4 • Balanced model supporting • Complexity created (new elevator required)
independent + assisted living
Continuum Care • Higher capital cost than scenario 3, fewer
Retirement • More flexibility/ meets more needs residents than scenario 1
Community
• Potential synergy with new LTC • Limited economy of scale (both AL and SH)
29-32M $475/ft2
• Funding unclear
GREY COUNTY LTC CONVERSION – Presentation to Long-Term Care Committee of Management
July 16, 2026
5.0 Q&A
GREY COUNTY LTC CONVERSION – Presentation to Long-Term Care Committee of Management
July 16, 2026
Colliers Project Leaders
5
Rockwood Terrace Conversion - Financial
Considerations & Summary of Alternate Options
Colliers Project Leaders 6
Grey County – Existing Rockwood Terrace and Grey Gables - LTC
Estimated Capital Costs
Scenario 1 Scenario 2 Scenario 3 Scenario 4
56 Bed Long Term 37 suite Assisted 48 suite Affordable 21 Affordable Units, 21
Care Home Living/Memory Care Housing Assisted Living
Land and Associated
N/A N/A N/A N/A
Development Costs
Construction Costs 38,184,696 32,997,888 32,241,132 33,458,832
Soft Costs 4,565,157 4,376,390 4,303,415 4,438,137
Other Costs 3,715,649 1,636,718 1,913,149 1,778,206
Total Project
46,465,501 39,010,996 38,457,696 39,675,175
Forecasted Costs
Colliers Project Leaders 7
Grey County – Existing Rockwood Terrace and Grey Gables - LTC
Pro Forma Analysis
Scenario 1 Scenario 2 Scenario 3 Scenario 4
56 Bed Long Term 37 suite Assisted 48 suite Affordable 21 Affordable Units, 21
Care Home Living/Memory Care Housing Assisted Living
Revenue 4,749,518 3,103,655 542,574 2,163,455
Expenses (9,775,318) (4,206,166) (339,110) (2,776,070)
Levy (5,025,800) (1,102,511) (203,464) (612,615)
Annual Debt Service (3,188,757) (2,677,182) (2,639,211) (2,722,762)
MLTC Funding 830,144 N/A N/A N/A
Total Levy (7,384,414) (3,779,693) (2,435,747) (3,335,377)
Colliers Project Leaders 8
Grey County – Existing Rockwood Terrace and Grey Gables - LTC
Renovation Program for LTC Homes
ADM Memo issued on June 16, 2026
Eligible projects for the Renovation Program include former long-term care homes
Requires an application to be submitted to the MLTC with a recent building condition
assessment (BCA)
Eligible funding is lower than for new buildings or redevelopment and licence term is 15
years
Additional effort required for further analysis of a LTC renovation option (Scenario 5) -
approx. $25K. This includes developing a reasonable variance list in the absence of definitive
list of MLTC “adapted design standards”
Colliers Project Leaders 10
Grey County – Existing Rockwood Terrace and Grey Gables - LTC
Summary of Alternate Options
Leasing Options
Estimating leasing demand and rental rates based solely on comparable transactions will be
challenging and reliability would be a concern
A more reliable approach would be to directly test the market with a representative group of
operators active in the long-term care, retirement living, seniors housing, memory care and
related healthcare sectors and obtain direct feedback from prospective users regarding:
• Interest in leasing an existing LTC facility;
• Preferred deal structures (short-term vs. long-term);
• Potential alternative uses;
• Required building upgrades and conversion costs;
• Tenant appetite for capital investment; and
• Indicative rental rate expectations.
Several of the challenges that apply to the selling option would also apply to leasing
Colliers Project Leaders
11
Existing Grey Gables – Summary of Options &
Results
Colliers Project Leaders 12
Grey County – Existing Rockwood Terrace and Grey Gables - LTC
Existing Grey Gables
Grey Gables operates as a 66-bed
long-term care home with three
wings of Class A beds constructed in
1998
In 2021, a Behavioral Support
Transition Unit (BSTU) was
Potential
Development introduced
Area
MLTC allocation for 62 beds received
in late 2020
In the fall of 2025, in response to a
MLTC survey, Grey County requested
to retain the allocation without
committing to build
Colliers Project Leaders 13
Grey County – Existing Rockwood Terrace and Grey Gables - LTC
Estimated Capital Costs
Scenario 1 Scenario 2 New Rockwood Terrace
62 Bed Addition 128 Bed Addition 128 Beds
Land and Associated
N/A N/A N/A
Development Costs
Construction Costs 42,899,339 88,020,000 82,263,722
Soft Costs 5,483,046 8,259,000 7,632,488
Other Costs 4,132,272 8,467,656 6,769,611
Total Project
52,514,657 104,746,656 96,665,821
Forecasted Costs
Colliers Project Leaders 14
Grey County – Existing Rockwood Terrace and Grey Gables - LTC
Pro Forma Analysis
Scenario 1 Scenario 2 Current 2026 – Grey Gables
62 Bed Addition 128 Bed Addition Existing 66 Beds
(128 Bed Total) (194 Bed Total)
Revenue 16,365,314 23,925,879 9,282,648
Expenses (21,159,945) (28,341,037) (11,579,000)
Levy (4,794,631) (4,415,159) (2,296,352)
Annual Debt Service (3,603,889) (7,188,379) -
MLTC Funding 919,088 1,897,472 -
Total Levy (7,479,432) (9,706,066) (2,296,352)
Colliers Project Leaders 15
Grey County – Existing Rockwood Terrace and Grey Gables - LTC
Potential Next Steps
Further define the functional and space requirements of the
addition option(s) and test fit on the site
Further investigation for proposed building link / connection
and capacity for shared services (e.g. laundry, food services)
Site due diligence / servicing analysis
Ongoing discussions with the MLTC to try and obtain
redevelopment funding for existing 66 Class A beds
Update conceptual site plan & master plan for future phases
Conceptual Expansion Site Plan – Nov 2019
16
Questions?
17
Thank you
4.b LTCR-CM-12-26 LTC Director's Update May 1, 2026, to June 30, 2026
Attachment: LTC Director's Update May 1 - June 30, 2026 - LTCR-CM-12-26.pdf Source: https://pub-grey.escribemeetings.com/filestream.ashx?DocumentId=10315 Committee Report To: Chair and Members of the Long-Term Care Committee of Management Committee Date: July 16, 2026 Subject / Report No: LTCR-CM-12-26 Title: LTC Director’s Update May 1 – June 30, 2026 Prepared by: Jennifer Cornell, Director of Long-Term Care & Senior Services Reviewed by: Randy Scherzer, CAO Lower Tier(s) Affected: Recommendation 1.
Ministry Funding Consolidation Raises LOC Envelopes to $293.60 While Inspection Reports Become
The update details the Ministry's launch of an accessible, bilingual inspection reports website to modernize information access. Financial restructuring consolidates three staffing investment programs into Level-of-Care funding envelopes effective April 1, simplifying administration while maintaining wage enhancements and care targets; this integration raises overall per-bed daily funding from $212.53 to $293.60 for the 2026–2027 period. Accommodation rates increased on July 1 with a basic co-payment rise of $1.44 per day, alongside premium adjustments for semi-private and private rooms reflecting provincial inflation trends.
Staff Wellness Newsletter Highlights Include HSCPOA Registration Reminders Alongside Seniors Month, Pride
The second quarter Staff Wellness Newsletter promoted the Employee Assistance Program, wellness resources, Colour It Spirit photos from Nurses Week celebrations, and provided updates on HSCPOA registration requirements for Personal Support Workers. Throughout June, homes celebrated Seniors Month, Pride Month, and National Indigenous History Month to honor contributions of older adults and reinforce equity, diversity, and inclusion commitments while offering opportunities to honour the 2SLGBTQI+ community and First Nations heritage. Partnerships continue at regional and local levels with regular meetings between the Grey Bruce Long-Term Care Committee and healthcare partners.
Attachment: LTC Director's Update May 1 - June 30, 2026 - LTCR-CM-12-26.pdf
Source: https://pub-grey.escribemeetings.com/filestream.ashx?DocumentId=10315
Committee Report
To: Chair and Members of the Long-Term Care Committee of
Management
Committee Date: July 16, 2026
Subject / Report No: LTCR-CM-12-26
Title: LTC Director’s Update May 1 – June 30, 2026
Prepared by: Jennifer Cornell, Director of Long-Term Care & Senior
Services
Reviewed by: Randy Scherzer, CAO
Lower Tier(s) Affected:
Recommendation
1. That LTCR-CM-12-26 regarding a Long-Term Care Director Update be received for
information.
Executive Summary
This report provides updates on key activities and developments from May 1 – June 30, 2026,
including Ministry funding and accommodation rate changes for 2026–2027, continued
workforce development and recruitment initiatives supported through provincial education
programs, and ongoing quality improvement efforts through partnerships, Infection Prevention
and Control (IPAC) enhancements, and implementation of the OnSPARK provincial data
initiative.
Ministry Updates
In June, the Ministry of Long-Term Care launched a new Ontario Long-Term Care Homes
Inspection Reports website as part of its modernization initiative. The updated site offers
improved accessibility, bilingual (English and French) content, and a more user-friendly design
to support easier navigation and access to information. The existing Long-Term Care
Homefinder will now direct users to this new platform.
Family Updates
The second quarter virtual family call was prerecorded on June 16 and featured an overview of
recent ministry updates, including the MLTC annual rate increase, progress on Lee Manor’s
LTCR-CM-12-26 1 July 16, 2026
Emotion-Focused, Relationship-Centred Model of C.A.R.E., and an update on the Rockwood
Terrace Redevelopment.
Finance Updates
As previously reported at the May Long-Term Care Committee of Management (COM) meeting,
the Ministry of Long-Term Care (MLTC) released a memo on April 22, 2026, outlining the
amalgamation of staffing investment programs into Level-of-Care (LOC) funding envelopes for
2026–2027. At that time, three supplementary staffing programs representing approximately
$2.4 billion in provincial funding were consolidated into the LOC structure, with PSW Permanent
Wage Enhancement (PWE) and Nurse and PSW Staffing Supplement moving into the Nursing
and Personal Care (NPC) envelope, and the Allied Health Professional (AHP) Staffing
Supplement moving into the Program and Support Services (PSS) envelope.
Following the previous COM report deadline, additional details were provided through the
Ministry webinar held on April 30, 2026.
The Ministry confirmed that effective April 1, 2026, these funding streams have been fully
integrated into the LOC envelopes to simplify funding administration and improve flexibility for
homes. The combined staffing funding represents $81.07 per bed per day and increases the
overall LOC funding from $212.53 to $293.60 per bed per day (preliminary 2026–2027
allocation).
This change is expected to:
Reduce administrative burden by eliminating multiple funding streams and up to six
separate reports annually
Simplify reporting through the Annual Reconciliation Process
Provide greater flexibility to use funding across eligible LOC expenses (e.g., staffing,
supplies, and training)
Introduce standard occupancy-based funding adjustments within the LOC model
Key requirements remain unchanged, including the continued provision of the PSW wage
enhancement and the requirement to meet legislated direct hours of care targets.
Overall, this update reflects the Ministry’s continued efforts to streamline funding processes
while supporting staffing stability and directing resources toward resident care.
Our homes received a memo on May 28, 2026, from the MLTC regarding the regulated annual
increase to the accommodation rates that came into effect on July 1, 2026. The applicable
preferred accommodation rates are outlined in the accommodation bulletin.
Accommodation Rates as of July 1, 2026
Type of Accommodation Daily Rate Monthly Rate
Basic 70.00 $2,129.17
Semi-Private $84.40 $2,567.17
LTCR-CM-12-26 2 July 16, 2026
Private $100.01 $3,041.97
The basic co-payment rate will increase from $68.56 per day (or $2,085.37 per month) to
$70.00 per day (or $2,129.17 per month). This represents an increase of $1.44 per day.
Residents who choose semi-private or private accommodation are charged an additional
premium above the daily basic co-payment rate. The respective premiums for semi-private and
private accommodation will also increase by 2.1% effective July 1, 2026.
Long-Term Care homes are required to provide 30 days notice to rate changes, and electronic
communications were sent on May 29, followed by a notification letter and accommodation
bulletin.
Infection Prevention & Control
At the end of April, Public Health Ontario has released a new evidence-based resource, Best
Practices for Infection Prevention and Control in Long-Term Care Settings, developed by
PIDAC-IPC. The guidance aligns with the Ontario IPAC standard and outlines best practices
across key areas including staff education, routine practices, additional precautions, medication
safety, and environmental cleaning. This resource supports long-term care homes in
strengthening IPAC programs and responding to increasing challenges such as resident
complexity and antimicrobial resistance.
Ontario Health released the Spring/Summer 2026 Operational Direction on May 19, to sustain
recent improvements in access, patient flow, and system capacity, while preparing for the next
respiratory season. The direction reinforces five provincial priority areas, including reducing
ALC, maintaining emergency department and surgical performance, expanding primary care
access, and strengthening prevention efforts.
For long-term care homes, key expectations include:
Supporting vaccine readiness in coordination with public health, including on-site clinics
Strengthening IPAC practices, outbreak management, and supply planning through local
partnerships
Maintaining timely resident application processing and communication of bed capacity to
support system flow
Leveraging provincial workforce initiatives to support recruitment and retention
These actions aim to ensure continued system coordination, improve transitions in care, and
maintain readiness for seasonal pressures.
On June 4, MLTC released a memo regarding the current public health considerations related to
Legionella, Hantavirus, and Ebola virus. The guidance reinforces the importance of preventive
maintenance, surveillance, and adherence to routine IPAC practices, noting an earlier-than-
expected Legionella season in Ontario, while confirming that the risk of Hantavirus and Ebola
transmission in long-term care settings remains low. Grey County homes are well-positioned,
with established policies and strong awareness of Legionella precautions. While Ebola presents
a higher-acuity scenario, clear protocols are in place, and the overall risk is low. IPAC teams will
LTCR-CM-12-26 3 July 16, 2026
continue to support situational awareness and ensure Medical Directors have access to the
Ministry’s guidance.
Staffing & Training
Our homes continue to recruit for Registered Nurses, Registered Practical Nurses, Personal
Support Workers, and Food Service Workers. We continue to work with new student placement
opportunities with colleges that are in our local and surrounding areas. We welcomed back our
team members that are returning from their education leaves to help support staffing levels
during the summer months.
Effective June 1, Susan Torrie was appointed Interim Director of Care and Katrina Tolton as
Resident and Family Services Manager at Grey Gables. Susan brings extensive long-term care
experience, including a range of nursing and leadership roles across Grey County homes.
Katrina brings over 15 years of experience in long-term care, with a focus on supporting positive
and engaging experiences for residents and their families.
Wellness
The second quarter edition of the Staff Wellness Newsletter was released at the end of June.
This newsletter promotes Employee Assistance Program, wellness tips and resources, Colour It
Spirit photos including Nurses Week celebrations, Colour It stories, CLRI’s Diversity and
Inclusion calendars, Infection Prevention & Control (IPAC) tips, emergency code review, and
provides updates for each home. The newsletter also included information and reminders about
the Health and Supportive Care Providers Oversight Authority (HSCPOA) registration
requirements for Personal Support Workers.
Our Colour It Care team support our residents, families, and each other by staying true to our
Colour It Your Way promise. As part of the Nurses Week celebrations, our homes hosted staff
appreciation events during the week of May 12-18 to recognize their commitment to quality
person-centred care.
As part of Seniors Month in June, our homes celebrated the contributions of older adults and
highlights the importance of person-centred care through the Colour It philosophy. Special
events were hosted throughout June to honour seniors, recognize Pride Month, and celebrate
National Indigenous History Month, each reflecting our commitment to equity, diversity, and
inclusion. These events also offered opportunities to honour the 2SLGBTQI+ community and
the heritage of First Nations, Inuit, and Métis peoples, reinforcing our dedication to creating
vibrant, inclusive communities
Partnerships
Work continues with partnerships at both regional and local levels. The Grey Bruce Long-Term
Care Committee and our healthcare partners continue to meet regularly.
In May, Grey County Long-Term Care welcomed two facilitators from the Centre for Learning,
Research and Innovation in Long-Term Care (CLRI) PSW Fund to conduct two in-person training
sessions at the Owen Sound Sydenham Campus. On May 19, the focus was on the "Living the
Dementia Journey" training session, while on May 20, the "One-Day Person-Centred Culture:
LTCR-CM-12-26 4 July 16, 2026
Making a Difference Every Day" training session was held. These sessions were open to all long-
term care homes in Grey and Bruce, aiming to support the growth and development of team
members while providing funding to cover backfill costs.
In May, CLRI released a notification that the Ontario Ministry of Long-Term Care has renewed
the Personal Support Worker Education Fund (PSW Fund), offering access to enhanced skills
training for team members. The PSW Fund provides tuition and backfill to train staff through
engaging virtual and in-person continuing education programs. There are six education options
that will be available to our team members to enhance their skills:
LIVING the Dementia Journey
The Working Mind Long-Term Care
Creating a Culture of Belonging: From Awareness to Action
One Day: Person-Centred Culture, Making a Difference Every Day
Learning Inter-Professionally Healthcare Accelerator
Better Together Dementia Care
The Preceptor Resource and Education Program in Long-Term Care (PREP LTC), offered
through the Ontario CLRI and the Research Institute for Aging (RIA), supports staffing needs in
the LTC sector by providing funding, education, and resources to help homes build capacity for
clinical student placements. We’re pleased to share that, as of May 28, CLRI has announced
Year 6 funding for 2026-27 and our three homes have registered. We have participated in this
program since fall 2023, and we’re excited to once again access this funding to strengthen our
Colour It Coach program and continue offering a positive student placement experience.
On June 16, Lee Manor hosted a professional photoshoot in partnership with the CLRI. This
initiative is focused on capturing authentic, respectful, and dignified images that reflect everyday
life in long-term care. The photoshoot highlighted the meaningful connections between
residents, families, and team members, showcasing real moments such as social interaction,
daily routines, and resident activities. Guided by principles of authenticity, diversity, and
inclusion, the images aim to tell a genuine story about life in long-term care, avoiding staged or
overly formal settings. Participation in the photoshoot was voluntary, with informed consent
obtained from all individuals who are photographed. This opportunity supports broader sector
efforts to positively represent long-term care environments, while also highlighting the resident
experience and the compassionate work of team members at Lee Manor.
OnSPARK (Ontario Supporting Partnerships to Advance Care and Knowledge) is a provincial
long-term care data initiative that brings together information from participating homes to
provide near real-time insights on resident care, quality indicators, and workforce trends. This
supports continuous quality improvement, informed decision-making, and sector-wide learning.
Participation is fully funded at no cost to the municipality. Grey County will begin implementation
with Lee Manor, with plans to onboard the remaining homes as part of a phased approach.
Grey County is also looking ahead to Long-Term Care Engagement Day on September 18th,
with planning currently in the early stages across our homes. LTC Engagement Day is a great
opportunity to welcome community partners and local leaders into our homes, showcase the
care and services we provide, and highlight the people and experiences that make our homes
such vibrant places to live and work. We are beginning to explore creative and meaningful ways
to participate, and more details will be shared as plans develop.
LTCR-CM-12-26 5 July 16, 2026
Relevant Consultation
None.
Appendices and Attachments
None.
LTCR-CM-12-26 6 July 16, 2026
4.c LTCR-CM-13-26 LTC Operational Report April 15, 2026, to June 14, 2026
Attachment: LTC Operational Report April 15 - June 14, 2026 - LTCR-CM-14-26.pdf Source: https://pub-grey.escribemeetings.com/filestream.ashx?DocumentId=10316 Committee Report To: Chair and Members of the Long-Term Care Committee of Management Committee Date: July 16, 2026 Subject / Report No: LTCR-CM-13-26 Title: Long-Term Care Operational Report – April 15 – June 14, 2026 Prepared by: Kim Mustard, Executive Director Grey Gables, Tolleen Parkin, Executive Director Lee Manor, Teri Fischer, Executive Director, Rockwood Terrace, Denna Leach, Corporate Clinical Specialist, Karen Kraus, Project Lead Operational Readiness, Rockwood Terrace Reviewed by: Jennifer Cornell, Director of Long-Term Care & Senior Services Lower Tier(s) Affected: Recommendation 1.
Medical Directors Report Clinical Adaptations to Hospital Closures and Pharmacy Transitions Alongside
The report details day-to-day operations at Grey Gables, Lee Manor, and Rockwood Terrace from April to June 2026, highlighting clinical adaptations to hospital bed closures and the transition to SilverFox Pharmacy's electronic systems. Medical Directors emphasize ongoing RNAO Clinical Pathways implementation, infection prevention surveillance, and support for complex palliative populations alongside new staff onboarding tools like the Orientation Passport. Concurrently, Rockwood Terrace redevelopment reached 71% completion with a target watertight envelope by June end, while operational readiness advances through finalized staffing schedules, furniture procurement, and preparation for master line acquisition in September.
Ministry Inspections at Grey Gables, Lee Manor, and Rockwood Terrace Yielded No
Ministry of Long-Term Care inspectors conducted proactive compliance inspections at Grey Gables, Lee Manor, and Rockwood Terrace between April and June 2026. While Grey Gables and Lee Manor faced no non-compliance findings during their respective visits, Rockwood Terrace received seven written notifications regarding critical incident protocols including medication management and abuse prevention which have been addressed to ensure ongoing compliance. The homes collectively reported five alleged or suspected incidents of abuse or neglect alongside four cases involving improper treatment or care requiring hospital transfer for injury.
High Occupancy Maintained at All Homes While Fire Drills Proceeded Monthly; Public
Occupancy rates remained high across LTCR-CM-13-26 homes, with Grey Gables at 97%, Lee Manor at 98.26% year-to-date, and Rockwood Terrace reaching 99.14%. Routine safety measures included monthly fire drills for all shifts and successful food safety inspections by Public Health Inspectors that found no non-compliance areas in April or May.
Team Members at Grey Gables, Lee Manor, and Rockwood Terrace Demonstrate Person-centred
The report details how the Grey Gables team embodies a mindset of compassion by supporting independence and listening to residents without being asked. At Lee Manor, staff personalized a resident's room with Blue Jays themes based on his love for baseball and enhanced social connection through spontaneous dance parties at dining events while developing dementia activity kits. Rockwood Terrace highlights everyday kindness where one member dressed as the Easter Bunny annually, another donated necklaces for Mother's Day to celebrate women in the home, and handwritten jokes were shared daily between a team member and a resident who enjoys collecting them.
Attachment: LTC Operational Report April 15 - June 14, 2026 - LTCR-CM-14-26.pdf
Source: https://pub-grey.escribemeetings.com/filestream.ashx?DocumentId=10316
Committee Report
To: Chair and Members of the Long-Term Care Committee of
Management
Committee Date: July 16, 2026
Subject / Report No: LTCR-CM-13-26
Title: Long-Term Care Operational Report – April 15 – June 14,
2026
Prepared by: Kim Mustard, Executive Director Grey Gables, Tolleen Parkin,
Executive Director Lee Manor, Teri Fischer, Executive
Director, Rockwood Terrace, Denna Leach, Corporate Clinical
Specialist, Karen Kraus, Project Lead Operational Readiness,
Rockwood Terrace
Reviewed by: Jennifer Cornell, Director of Long-Term Care & Senior
Services
Lower Tier(s) Affected:
Recommendation
1. That report LTCR-CM-13-26 regarding the Long-Term Care Operational Report
dated April 15, to June 14, 2026, be received for information.
Executive Summary
This report provides an overview of day-to-day operations from April 15 to June 14, 2026, at
Grey Gables, Lee Manor, Rockwood Terrace along with Clinical and Quality updates, strategies,
and initiatives and an update regarding Rockwood Terrace redevelopment.
Background and Discussion
LTCR-CM-13-26 1 July 16, 2026
Quality & Clinical Update
Colour It Your Way -is it “Leading Based Practice”, is it “Equitable &
Reliable”, does it “Colour It”?
Medical Directors Report
In 2025, Grey County Long-Term Care homes continued to benefit from strong and consistent
leadership of Medical Directors Dr. Clea Machold at Grey Gables, Dr. Cornelius Van Zyl at Lee
Manor, Dr. Mary Pillisch at Rockwood Terrace. Their leadership continues to support high-
quality, person-centred care across all homes.
The individual 2025 Medical Directors’ reports, provided through the links below, highlight key
achievements, challenges, and ongoing quality improvement efforts within an evolving
healthcare environment shaped by demographic changes and increasingly complex resident
care needs. Several common themes emerged:
System changes and evolving clinical care models
Continued impacts from the closure of inpatient beds at Durham Hospital required
adjustments at Rockwood Terrace; however, care delivery remained stable and
transitions were managed effectively.
The transition to SilverFox Pharmacy and a new electronic medication ordering system
represented a significant organizational change. The homes and prescribers continue to
adapt to this electronic prescribing and medication management processes.
Expanded interprofessional teams including Nurse Practitioners and newly added social
work supports enhanced resident care and psychosocial supports.
Lee Manor’s established on-call physician group continues to support consistent 24/7
medical coverage.
Quality improvement and clinical initiatives
Ongoing collaboration with RNAO Clinical Pathways across homes continues to support
best practice care.
Implementation of new clinical tools, including a skin and wound management
application, contributed to improved tracking and prevention outcomes.
Secure electronic communication tools (Secure Conversations) continue to improve
timely communication between physicians and care teams across homes.
Infection prevention and control committees remained active in surveillance, policy
alignment, and quality improvement efforts.
Looking Ahead to 2026
Medical Directors identified several priorities for the coming year:
Continued implementation and spread of RNAO Clinical Pathways and best practice
guidelines
LTCR-CM-13-26 2 July 16, 2026
Ongoing focus on staff education and clinical skill development (including simulation and
assessment training)
Strengthening medication management and deprescribing practices
Continued focus on infection prevention and outbreak preparedness
Supporting care delivery for increasingly complex and palliative resident populations
through an interdisciplinary model of care
Grey Gables Medical Director Report 2025
Lee Manor Medical Director Report 2025
Rockwood Terrace Medical Director Report 2025
Enhancing Registered Staff Onboarding and Professional
Growth
As part of Grey County Long-Term Care's ongoing commitment to workforce development,
quality care, and team member retention, two complementary initiatives have been implemented
to strengthen orientation, mentorship, and professional development opportunities for registered
staff. These initiatives; the Registered Staff Orientation Passport and the Colour It Coach
mentorship program support a consistent orientation experience, competency development,
mentorship, and ongoing professional growth across all homes.
The Registered Staff Orientation Passport provides a structured roadmap for newly hired
Registered Nurses (RNs) and Registered Practical Nurses (RPNs), supporting learning,
confidence-building, and alignment with required education and professional standards. The
initiative also complements broader efforts to support team members transitioning into long-term
care practice. Feedback received during the initial implementation phase has been positive, with
participants highlighting the passport's structure, clarity, and practical value.
Supported through the Nursing Partnership, Learning, Employment, Development, Growth, and
Experience (Nursing PLEDGE) program, the Colour It Coach initiative offers peer mentorship
opportunities for new team members, those returning from leave, and those seeking to
strengthen skills in specific areas of practice. Through mentorship, coaching, and knowledge
sharing, the program supports clinical excellence, staff engagement, leadership opportunities for
mentors, and continuous learning across all homes.
Together, these initiatives strengthen recruitment, retention, succession planning, and the
delivery of high-quality resident-centred care by fostering a knowledgeable, confident, and well-
supported workforce.
Rockwood Terrace Redevelopment Update
Project Update
At the end of May 2026, construction was approximately 71% complete. Work continues across
multiple areas, with the project team anticipating a watertight building envelope by the end of
June. Approval has been received for the revised grounding grid, and installation is now
underway.
LTCR-CM-13-26 3 July 16, 2026
The general contractor is completing a resident room mock-up to support review and approval
of finishes and fixtures. Courtyard work has also begun, taking advantage of existing site
access.
Exterior construction remains active, with masonry crews focused on the south side of the east
wing and expected to complete their work by the end of July. Elevator installation is ongoing,
and drywall installation throughout the building is nearing completion. Interior finishing work
continues, including priming and painting. Electrical and low-voltage trades are progressing with
installation of cabling for nurse call, security, and data systems as the project moves toward the
next phase of interior fit-up.
Operational Readiness
Operational readiness activities continue to advance alongside construction. Staffing schedules
for all departments have been completed and were recently shared at a Union Management
meeting. In preparation for the transition to the new home, a process has been established to
support master line acquisition for current team members, scheduled to take place in
September. These efforts support the development of a stable staffing structure and scheduling
approach ahead of occupancy and operational launch.
Progress is also being made across several other key readiness areas. Furniture and
equipment procurement is underway, with a number of items already ordered and final
selections continuing for remaining needs. Work is also in progress to revise and update the
second Pre-Occupancy Report for submission to the Ministry of Long-Term Care in September.
This work will help ensure regulatory requirements remain on track and that operational
planning aligns with anticipated construction milestones.
Ministry of Long-Term Care (MLTC) Compliance Orders
/Inspection Findings Summary
Grey Gables
Ministry of Long-Term Care Inspectors visited the home to conduct a Proactive Compliance
Inspection. The inspection was conducted onsite over April 1-2, 7-9 & 13-15, 2026, and offsite
April 9, 10, 2026. There were no findings of non-compliance. The public report from the MLTC
has now been received.
Ministry of Long-Term Care Proactive Compliance Inspection Report April 15, 2026
Ministry of Long-Term Care Inspectors visited the home May 6-7, 12, 2026 to conduct a Critical
Incident Inspection, utilizing the Resident Care and Support Services Inspection Protocol. One
written notification was received related to transferring and positioning techniques which has
been addressed to ensure ongoing compliance. The public report from the MLTC has now been
received.
Ministry of Long-Term Care Critical Incident Inspection Report May 12, 2026
LTCR-CM-13-26 4 July 16, 2026
Lee Manor
Ministry of Long-Term Care Inspectors visited the home May 6 and 7, 2026, to conduct a
Proactive Compliance Inspection, utilizing the Safe and Secure Home Inspection Protocol.
There were no findings of non-compliance. The public report from the MLTC has now been
received.
Ministry of Long-Term Care Proactive Compliance Inspection Report May 7, 2026
Ministry of Long-Term Care Inspectors visited the home May 6 - 8, and 11 - 13, 2026, to
conduct a Proactive Compliance Inspection, utilizing the Skin and Wound Prevention and
Management Food, Nutrition and Hydration Inspection Protocols. Four written notifications were
received and have been addressed to ensure ongoing compliance. The public report from the
MLTC has now been received.
Ministry of Long-Term Care Proactive Compliance Inspection Report May 19, 2026
Rockwood Terrace
Ministry of Long-Term Care Inspectors visited the home May 21, 22, 26, 28-29 and June 1-3 to
conduct a Critical Incident and Family Complaint Inspection, utilizing the Resident Care and
Support Services, Medication Management, Prevention of Abuse and Neglect, Pain
Management and Falls Prevention and Management Inspection Protocols. Seven written
notifications were received and have been addressed to ensure ongoing compliance. The public
report from the MLTC has now been received.
Ministry of Long-Term Care Critical Incident and Complaint Inspection report June 3, 2026
Critical Incident Systems Reports Summary
Total
Number –
Types of Critical Incidents –April 15, 2026 – June 14, 2026
Three
Homes
Abuse & Neglect - Any alleged, suspected, or witnessed abuse of a resident
by anyone or neglect of a resident by the licensee or staff that resulted in
5
harm or risk of harm to the resident, misuse or misappropriation of resident’s
money, misuse or misappropriation of funds provided to licensee.
Improper or Incompetent Treatment or Care – Includes care of a resident
4
that resulted in harm or risk of harm to resident.
Unexpected Death - Including a death resulting from an accident or suicide. 1
Transfer to Hospital due to Injury - Includes injury in respect of which a
4
person is taken to hospital.
Medication Incident - Includes a medication incident or adverse drug
0
reaction in respect of which a resident is taken to hospital.
LTCR-CM-13-26 5 July 16, 2026
Environmental Hazard - Includes breakdown or failure of the security system
or major equipment or a system in the Home that affects the provision of care
1
or the safety, security, or well-being of residents for a period greater than six
hours.
Controlled Substance Missing/Unaccounted - Includes missing or
2
unaccounted for controlled substance
Disease Outbreak 0
Contamination of Drinking Water Supply 0
An Emergency-including fire, unplanned evacuation or intake of
0
evacuees
The critical incidents reported above have been reviewed and internally investigated. Action
plans have been implemented along with providing additional training and education as
required.
People
April 15 – June 14,
Grey Gables Lee Manor Rockwood Terrace
2026
Number of
15 14 6
Interviews
Number of Staff
9 14 20
Onboarded
Number of 3
Retirements/ 5 2
Resignations
Number of Student
9 8 11
Placements
Projects, Location Events and Other
Grey Gables
Residents at Grey Gables enjoyed a busy spring focused on social connection, creative
programming, and community engagement. In April, highlights included a visit from a local
square-dancing group, spring-themed activities such as tomato planting and bird feeder crafts,
and Earth Day programming. Residents also enjoyed a performance by Touch of Grey and a
volunteer appreciation luncheon.
In May, residents participated in the Tim Hortons Smile Cookie campaign, and the return of the
popular “Dollarstore Dash” outings, giving residents the chance to shop locally, and celebrated
LTCR-CM-13-26 6 July 16, 2026
Cinco de Mayo. When a golf outing was cancelled, staff created an indoor putting green for a
friendly tournament. Celebrations also included a Victoria Day tea and a Mother’s Day high tea.
June featured outdoor activities such as patio mocktails and the annual Classic Car Show.
Creative programs included a Sip & Paint session and a temporary tattoo activity. Residents
connected with pen pal students from Beavercrest and closed the month with a Father’s Day
celebration featuring live music.
Lee Manor
Lee Manor residents participated in a variety of meaningful recreational, social, and
intergenerational programs throughout the spring.
In April, highlights included a sugar shack social, the start of the spring gardening program, and
popular bowling nights enhanced by a bowling ramp donated through Entente Education
Canada (EEC) Bruce Grey Unit 101, supporting increased resident participation.
In May, residents participated in shopping outings, musical entertainment, outdoor walks, the
Alzheimer’s Walk, and a Mother’s Day Tea that provided an opportunity for residents to connect
and share memories.
June featured purposeful programming, including the introduction of Chop and Chat, which
quickly became a resident favourite. Alongside the long-standing Breakfast Club, these
programs foster social connection, independence, and meaningful engagement through familiar
routines and shared meal preparation.
Rockwood Terrace
April closed with the launch of the Resident & Family Coffee Connections program, providing an
opportunity for residents and families to connect. This was followed by a Spring Social with light
refreshments and a photo area.
In May, residents took part in Cinco de Mayo activities, a Mother’s Day afternoon tea, and
Denim Day in support of breast cancer awareness. Shopping opportunities included a
community outing and an in-home boutique, offering a variety of ways for residents to engage.
June began with a performance by the Fergus Bagpipe Band, made possible through Family
Council support. Residents also participated in gardening, planting flowers and tomatoes to
enhance outdoor spaces.
With the warmer weather, residents have been spending more time outdoors enjoying fresh air,
seasonal treats, and watching the Blue Jays, marking a positive and active start to summer.
Occupancy
Grey Gables
Occupancy Data May – June 2026 Year To Date
Occupancy 99% 98%
LTCR-CM-13-26 7 July 16, 2026
Move-Ins 2 6
Discharges 1 7
Grey Gables BSTU
Occupancy Data May – June 2026 Year To Date
Occupancy 97% 97%
Move-Ins 1 5
Discharges 1 2
Lee Manor
Occupancy Data May – June 2026 Year To Date
Occupancy 99.17% 98.26%
Move-Ins 12 22
Discharges 6 19
Rockwood Terrace
Occupancy Data May – June 2026 Year To Date
Occupancy 98.99% 99.14%
Move-Ins 4 11
Discharges 4 10
Health System Partners
Grey Gables
Monthly fire drills were held each month on all shifts.
A Public Health Inspector visited the home on April 27, 2026, to conduct a Food Safety
Inspection with no areas of non-compliance noted.
Lee Manor
Monthly fire drills were held each month on all shifts.
A Public Health Inspector visited the home April 23, 2026, to conduct routine Food Safety
Inspection with no areas of non-compliance noted.
LTCR-CM-13-26 8 July 16, 2026
Rockwood Terrace
Monthly fire drills were held each month on all shifts.
There have been no visits from Health System partners during the reporting period.
Environmental
(i.e., Emergency Preparedness, Occupational Health and Safety)
Emergency Management Plan
Grey County Long-Term Care has completed its annual review and renewal of the Emergency
Management Plan. This process includes updating Letters of Understanding with key community
response partners, and seeking feedback and input from local hospitals, Public Health,
Emergency Medical Services, and police services. These activities support compliance with the
Fixing Long-Term Care Act, 2021, which requires licensees to develop, implement, and maintain
an emergency plan, including regular review and coordination with community partners. This
collaborative approach helps ensure coordinated, timely, and effective responses during
emergencies across all homes. Monthly emergency code education continues to be shared with
residents and families through newsletters, and with team members through the quarterly staff
wellness newsletter.
Grey County Long-Term Care’s Emergency Management Plan is available on www.grey.ca.
Risks
Type of Risk Grey Gables Lee Manor Rockwood Terrace
(Includes
complaints, Health 0 0 3
and Safety & Legal)
Written Complaints Summary
Grey Gables
No written complaints were received during the reporting period.
Lee Manor
No written complaints were received during the reporting period.
LTCR-CM-13-26 9 July 16, 2026
Rockwood Terrace
Rockwood Terrace received three written complaints during the reporting period. All three
complaints were submitted to the Ministry of Long-Term Care and were addressed through the
home's complaints process, with responses provided to the complainants as required.
Resident & Family Council Updates
Grey Gables
Residents’ Council meetings were held on April 14 and May 21.
In April, Council reviewed the implementation of the Restorative Care program, expressed
interest in a recycling education session, and shared positive feedback on intergenerational
programming. All 2026 annual programs were also reviewed with no concerns.
In May, Council discussed potential resident involvement in the home’s Palliative Care
Committee. The IPAC & Wellness Manager attended to review the ethical framework used for
infection-related decisions and upcoming vaccine clinics. Ministry of Long-Term Care inspection
reports were also reviewed.
Family Council met on April 14 and May 19.
In April, the Chief Administrative Officer (CAO) and Deputy Chief Administrative Officer of Grey
Highlands attended as guests. Members reviewed 2026 annual programs, discussed BSO
funding for staff education, reviewed Ministry inspection reports, and announced newly elected
Resident Council members.
In May, the IPAC & Wellness Manager attended as a guest, and Council submitted
correspondence to the CAO of Grey Highlands advocating for a crosswalk on Highway 10 to
improve resident safety.
Lee Manor
Resident Council met on May 4 and May 25.
Family Council met on April 17 and May 29.
In April, Family Council was updated on upcoming events. The home’s mission statement and
portions of the Residents’ Bill of Rights were also reviewed.
In May, Family Council welcomed Tolleen Parkin, Executive Director, who attended to answer
questions regarding summer staffing. The use of private caregivers was also discussed, along
with the process of providing sympathy cards. Family Council expressed an interest in
contributing and offering condolences to families experiencing a loss.
Jason Hellyer, Building Services Supervisor, was also in attendance to provide an update on the
upcoming dining room refurbishments. The flooring sample selected by Resident Council was
shared with Family Council, along with an overview of the process and what to expect during
the project.
LTCR-CM-13-26 10 July 16, 2026
Resident Council received an update on the implementation of Colour It Activity Kits, developed
through Lee Manor’s Emotion Focused, Relationship Centred Model of C.A.R.E. (Colour It with
Care) initiative. The kits support meaningful engagement and individualized approaches to care
for residents living with dementia and cognitive changes. Council also discussed upcoming
activities, including participation in the Alzheimer’s Walk and other resident events.
Council members were consulted on upcoming dining room refurbishment projects, with the
Building Services Supervisor attending as a guest to provide an overview of the planned work.
Residents received information about the installation of new dining room flooring scheduled for
the fall, reviewed flooring samples, and voted on their preferred colour option, supporting
resident involvement in decisions affecting their living environment.
Rockwood Terrace
Resident Council met on May 14 and June 12.
In May, Council received an update on the Rockwood Terrace Redevelopment from the
Operational Readiness Project Lead. Members reviewed the Home’s Mission Statement and
several Resident Rights (a standing item at each meeting). Council members also expressed
interest in a men’s BBQ for Father’s Day.
In June, Council again received a redevelopment update, noting the project is now over 71%
complete. Members reviewed additional Resident Rights, the Heat Contingency and Air
Temperature Monitoring Protocol, and the Annual Resident Satisfaction Survey questions. No
concerns were raised.
Family Council met on April 28 and June 4.
In April, Council reviewed the 2026 program goals and received a redevelopment update, noting
the building was over 62% complete. Members discussed activity spaces and resident rooms in
the new building and shared positive feedback on supports provided by the home. Regulated
heat temperature requirements in long-term care were also reviewed.
In June, Council welcomed the Resident Care Coordinator to provide an overview of the PSW
orientation process and staffing approach. It was noted that regular PSW rotations will no longer
occur and will instead be implemented as needed to support continuity of care. Council also
received a redevelopment update from the Operational Readiness Project Lead.
Council reviewed a recent Ministry of Long-Term Care visit, with the public report to be shared
at a future meeting and discussed the MLTC accommodation rate increase. Council also agreed
to pause meetings over the summer, with plans to resume in September.
Compliments & Colour It Story
Grey Gables
In the 2nd quarter staff wellness newsletter, the Executive Director at Grey Gables highlighted
how the team brings “Colour It Your Way” to life, recognizing a strong, shared commitment to
person-centred care.
LTCR-CM-13-26 11 July 16, 2026
At Grey Gables, this isn’t a program but a mindset, where team members lead with heart and
see the person before the task. This is reflected in everyday moments: supporting
independence, creating opportunities for purpose, offering comfort without being asked, and
taking the time to truly listen.
These actions are not assigned, they happen because the team consistently demonstrates
compassion, initiative, and genuine care.
This reflects the Grey Gables team’s commitment to “Colour It Your Way,” where compassion
and person-centred care guide their everyday actions.
Lee Manor
Staff have been actively “Colouring It” for residents by going above and beyond to create
meaningful and engaging experiences. One example includes supporting a resident’s transition
into a basic room, where the team came together to personalize the space with a Blue Jays
theme. Knowing the resident’s strong connection to staff through his love of baseball, the room
was painted blue and decorated with Blue Jays and baseball themed items to create a familiar
and comforting environment.
Staff have also been enhancing the dining experience by initiating spontaneous dance parties,
encouraging joy, movement, and social connection among residents. In, addition, the team
collaborated to brainstorm and develop dementia/activity kits that can be used across the home,
ensuring residents have access to purposeful and engaging activities. These efforts reflect the
team’s commitment to compassionate resident-centered care.
Rockwood Terrace
The Colour It Promise is reflected in the everyday kindness, creativity, and compassion shown
by team members. Recent Colour It Stories highlight simple but meaningful ways team
members support residents and one another.
One team member brings joy each year by dressing as the Easter Bunny and visiting residents
and colleagues. For Mother’s Day, another team member donated necklaces so that every
woman in the home could feel recognized and celebrated.
Creativity is also part of daily life. A team member, with her daughter, created handwritten jokes
for April Fool’s Day, placing one at each dining setting. This has continued through ongoing
joke-sharing with a resident who enjoys passing them along. These interactions have become
so meaningful that they are being collected into a personalized book.
Together, these moments reflect a culture of connection, thoughtfulness, and care, bringing the
Colour It Promise to life each day.
Relevant Consultation
☒ Internal - Resident and Family Services Manager(s) Grey Gables, Lee Manor,
Rockwood Terrace
LTCR-CM-13-26 12 July 16, 2026
Appendices and Attachments
None.
LTCR-CM-13-26 13 July 16, 2026
4.d LTCR-CM-14-26 Grey Gables Fire Panel and System Replacement
Attachment: Grey Gables Fire Panel and System Replacement - LTCR-CM-14-26.pdf Source: https://pub-grey.escribemeetings.com/filestream.ashx?DocumentId=10314 Committee Report To: Chair and Members of the Long-Term Care Committee of Management Committee Date: July 16, 2026 Subject / Report No: LTCR-CM-14-26 Title: Grey Gables Fire Panel and System Replacement Prepared by: Kim Mustard, Grey Gables Executive Director Reviewed by: Jennifer Cornell, Director of Long-Term Care & Senior Services Lower Tier(s) Affected: Recommendation 1.
Attachment: Grey Gables Fire Panel and System Replacement - LTCR-CM-14-26.pdf
Source: https://pub-grey.escribemeetings.com/filestream.ashx?DocumentId=10314
Committee Report
To: Chair and Members of the Long-Term Care Committee of
Management
Committee Date: July 16, 2026
Subject / Report No: LTCR-CM-14-26
Title: Grey Gables Fire Panel and System Replacement
Prepared by: Kim Mustard, Grey Gables Executive Director
Reviewed by: Jennifer Cornell, Director of Long-Term Care & Senior
Services
Lower Tier(s) Affected:
Recommendation
1. That report LTCR-CM-14-26, Grey Gables Fire Panel and System Replacement be
received; and
2. That staff be directed to proceed with a single source purchase with Troy Life &
Fire Safety Ltd for the fire panel & system replacement in the amount of
$122,173.24 (excluding HST), in accordance with section 4.7 of Purchasing Policy
and By-law 5209-24.
Executive Summary
The purpose of this report is to provide the Committee of Management with background
information and rationale for the planned replacement of the fire panel and fire alarm system at
Grey Gables and to seek approval for the single sourcing of the fire panel and fire alarm
system’s replacement to Troy Life and Fire Safety Ltd.
The fire alarm system is a critical life-safety system that supports regulatory compliance,
emergency response, and the protection of residents, staff, and visitors. Replacement of the
system is required to ensure continued reliability, alignment with current standards, and
mitigation of operational risk.
Background and Discussion
Grey Gables’ fire panel and fire alarm system are core life-safety components supporting safe
operations within the home. The current system was installed in 2014 by Troy Life & Fire Safety
Ltd. and is now at a stage where upgrade or replacement is required to maintain reliability and
serviceability.
LTCR-CM-14-26 1 July 16, 2026
This work is operationally significant as the fire alarm system is an active and continuously
monitored life-safety system. The Grey Gables fire safety plan identifies a two-stage fire alarm
system and outlines required actions in the event of system failure, including:
Initiation of Code Grey (infrastructure failure)
Implementation of a fire watch, including thirty-minute patrols throughout the home
Immediate notification of all team members and the local fire department
Engagement of Troy Life & Fire Safety Ltd. for urgent service response
These measures are resource-intensive and introduce operational risk when in place for
extended periods.
Approval to proceed with replacement will:
Ensure continued reliability of a critical life-safety system
Reduce the risk of service disruption and emergency contingency measures
Support safe, consistent operations aligned with legislative and fire code requirements
Legislated Requirements
Long-term care homes must maintain fire safety systems in compliance with the Fixing Long-
Term Care Act, 2021 (FLTCA), its regulations (O. Reg. 246/22), and the Ontario Fire Code.
These requirements include ensuring fire protection systems are maintained in good working
order, routinely tested and inspected, and supported by a compliant fire safety plan. In the event
of system impairment, interim measures such as fire watch and immediate corrective action are
required. Maintaining a fully functional fire alarm system is essential to resident and staff safety
and to avoid non-compliance findings. Replacement of the fire panel and system supports
ongoing compliance with these obligations.
Financial and Resource Implications
The approved capital budget for 2026 includes funding for the fire panel and system
replacement at Grey Gables.
Home Approved Capital Fire Quote for Fire Panel & System
Panel & System Replacement (including non-
Replacement - 2026 refundable HST)
Grey Gables $140,000.00 $124,324.00
Maintaining consistency in fire alarm system providers supports:
Streamlined maintenance and servicing
Staff familiarity with system operation
Reduced risk associated with system integration or compatibility issues
LTCR-CM-14-26 2 July 16, 2026
Troy Life & Fire Safety Ltd. has extensive experience in long-term care environments and is
also the contracted provider for Lee Manor.
A single-source procurement approach is recommended due to:
System compatibility and continuity
Specialized expertise in existing infrastructure
Risk mitigation associated with transitioning between providers
Council approval is required, as the procurement exceeds the delegated authority thresholds for
single-source purchasing.
Relevant Consultation
☒ Manager of Finance for Long-Term Care, Grey Gables Maintenance Manager,
Purchasing Manager
Appendices and Attachments
None.
LTCR-CM-14-26 3 July 16, 2026
4.e LTCR-CM-15-16 Building Automation System Replacement - Lee Manor
Attachment: Building Automation System Replacement - Lee Manor - LTCR-CM-15-26.pdf Source: https://pub-grey.escribemeetings.com/filestream.ashx?DocumentId=10313 Committee Report To: Chair and Members of the Long-Term Care Committee of Management Committee Date: July 16, 2026 Subject / Report No: LTCR-CM-15-26 Title: Building Automation System Replacement – Lee Manor Prepared by: Tolleen Parkin, Executive Director Reviewed by: Jennifer Cornell, Director of Long-Term Care & Senior Services Lower Tier(s) Affected: Recommendation 1.
Attachment: Building Automation System Replacement - Lee Manor - LTCR-CM-15-26.pdf
Source: https://pub-grey.escribemeetings.com/filestream.ashx?DocumentId=10313
Committee Report
To: Chair and Members of the Long-Term Care Committee of
Management
Committee Date: July 16, 2026
Subject / Report No: LTCR-CM-15-26
Title: Building Automation System Replacement – Lee Manor
Prepared by: Tolleen Parkin, Executive Director
Reviewed by: Jennifer Cornell, Director of Long-Term Care & Senior
Services
Lower Tier(s) Affected:
Recommendation
1. That report LTCR-CM-15-26, Lee Manor Building Automation System Replacement,
be received; and
2. That RFT-LTC-03-26, being the Building Automation System replacement, be
awarded to Empire Controls at a cost of $245,337.71 (excluding HST); and
3. That the shortfall be funded by reallocating the approved 2026 capital project
budget of $109,700 for Hot Water Recirculating system to this project.
Executive Summary
The purpose of this report is to provide the Committee of Management with background
information and rationale for the replacement of the Building Automation System (BAS) at Lee
Manor.
The BAS is a critical building system that supports environmental control, energy management,
and resident comfort. Quotes received for the project under Request for Tender RFT-LTC-03-26
exceed the approved capital budget of $140,000 by more than 20%, and approval is required to
proceed with the tendered amount of $245,337.71 (excluding HST).
Background and Discussion
The existing Building Automation System at Lee Manor is aging and has exceeded end-of-life,
as identified through capital planning and building condition assessments. To address this, a
competitive procurement process was undertaken through Request for Tender RFT-LTC-03-26
to obtain pricing for a replacement system.
LTCR-CM-15-26 1 July 16, 2026
The Building Automation System at Lee Manor is an essential operational system that monitors
and controls key building functions, including heating, ventilation, and air conditioning. These
systems directly support resident comfort, infection prevention, and the safe operation of the
home.
Through the procurement process, quotes were received for replacement of the BAS. The
submitted bids exceed the approved capital budget threshold, requiring Committee of
Management and Council approval in accordance with County procurement policy.
The proposed replacement also provides an opportunity to:
Improve reliability and performance of building systems
Enhance energy efficiency and monitoring capabilities
Support alignment and consistency of systems across Grey County long-term care
homes
Approval to proceed will ensure the home can maintain stable environmental conditions and
avoid operational risks associated with system failure or outdated infrastructure.
Legislated Requirements
Long-term care homes are required to maintain building systems that support a safe, secure,
and comfortable environment for residents in accordance with the Fixing Long-Term Care Act,
2021 (FLTCA), its regulations (O. Reg. 246/22), and applicable codes and standards.
These requirements include maintaining building systems in good working order and responding
promptly to any system failures that may impact resident safety or comfort. Replacement of the
Building Automation System supports ongoing compliance with these obligations.
Financial and Resource Implications
The approved 2026 capital budget for the Lee Manor Building Automation System project is
$140,000. Quotes received for the project through the tender process exceed the approved
budget by more than 20%, triggering the requirement for Committee of Management and
Council approval to proceed.
Home 2026 Approved Capital RFT Bid Amount (including
non-refundable HST)
Lee Manor $140,000 $249,655.65
The increase reflects current market conditions and scope requirements identified through the
procurement process.
Proceeding with the project will:
Support ongoing operation of critical building systems
Reduce risk of unplanned system failure
Avoid potential escalation of costs associated with deferred replacement
LTCR-CM-15-26 2 July 16, 2026
There will be no overall levy impact to this project as the funds will be re-allocated from capital
project LLL-0026 Hot Water Circulating System. Due to building assessments and preventative
maintenance program, the Hot Water Circulating System has been upgraded recently through
operations and therefore a substantial project is no longer required.
Relevant Consultation
☒ Manager of Finance, Long-Term Care, Building Services Supervisor
Appendices and Attachments
None.
LTCR-CM-15-26 3 July 16, 2026