MULTI-USE COMMUNITY CENTRE PROJECT STEERING COMMITTEE AGENDA Tuesday February 12, :30 a.m. Town Council Chambers Page 1

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1 MULTI-USE COMMUNITY CENTRE PROJECT STEERING COMMITTEE AGENDA Tuesday February 12, :30 a.m. Town Council Chambers Page 1 1. CALL TO ORDER 2. DECLARATIONS OF PECUNIARY INTEREST 3. DELEGATIONS AND PRESENTATIONS Nil. 4. NEW BUSINESS 4.1. Review Terms of Reference (Reference Material Attached) 4.2. Reference Documents (Reference Material Attached) Studies and Plans Recreation, Parks and Trails Master Plan - Recommendations 4.3. Draft Project Organizational Chart 4.4. Project Manager RFP Project Manager Core Responsibilities (Reference Material Attached) 4.5. Project Funding Federal and Provincial Infrastructure Funding (update) Engaging a Sponsorship Consultant (update) 4.6. Potential Sub-Committees and Stakeholder Groups Sponsorship/Fundraising Stakeholder Groups Accessibility Advisory Committee Arena Library Fieldhouse Parks/Trails Events/Sport Tourism 4.7. Fieldhouse User Group Consultation Consultation and Data To Date (update)

2 MULTI-USE COMMUNITY CENTRE PROJECT STEERING COMMITTEE AGENDA Tuesday February 12, :30 a.m. Town Council Chambers Page 2 5. ONGOING BUSINESS Nil. 6. CORRESPONDENCE Memorandum from L. McDonald, Director of Corporate Services/Clerk, dated January 30, 2019 Pecuniary Interest at Council and Committee Meetings 7. CLOSED SESSION Nil. 8. RESOLUTIONS ARISING FROM CLOSED SESSION 9. ADJOURNMENT That Committee adjourn until the next scheduled meeting on March 19, 2019 at 9:00 a.m. in the Town Council Chambers or any special meeting called by the Chair. A copy of this agenda is available in alternative formats upon request.

3 Terms of Reference MULTI-USE COMMUNITY CENTRE PROJECT STEERING COMMITTEE TERMS OF REFERENCE Committee Mandate: The will provide support, guidance and strategic advice to Town staff and Council related to the development of a new Multi-Use Community Centre for the Town of Bracebridge. Supported by the work of Town staff and Prime Consultants the members of the Project Steering Committee will provide strategic advice for consideration by the Steering Committee as they guide in the development of the new Community Centre and to ensure that the Town s plans for the new Centre are achievable and feasible to implement. Scope of Responsibilities: The Project Steering Committee will: 1. Facilitate the provision of advice to Council on matters pertaining to the development of the Multi- Use Community Centre for the Town of Bracebridge. 2. Promote the Multi-Use Community Centre for the Town of Bracebridge as an asset integral for the Town. 3. Help foster public understanding of the project and plans for the new Community Centre. 4. Assist in the selection of the Prime Consultants to support the development of the new Community Centre. 5. Provide input and advice into the development of final design of the new Community Centre for consideration by General Committee and Council. 6. Assist in the development and coordination of a comprehensive fundraising strategy to help fund the cost of developing the new Community Centre. 7. Facilitate and assist with community engagement and consultation, as necessary. 8. Facilitate communication initiatives related to the project, as required. 9. Make recommendations for sub-committees as necessary to support the project including developing the sub-committee(s) Terms of Reference including: scope, composition, and objectives. 10. Receive progress reports and cost summary reports and identify and provide advice on potential concerns arising from this reporting. 11. Monitor the quality of the project as it develops and provide guidance and advice about changes to the project as it develops. 12. Undertake other responsibilities as directed by Council. Page 1

4 Terms of Reference Steering Committee Structure: Although the Steering Committee s composition may be altered in the future as planning for the new Multi-Use Community Centre progresses, the initial composition of the Project Team will include: Membership Individual Term Ending 1 Mayor, Chair Graydon Smith November 15, 2022 Councillor Archie Buie November 15, 2022 Councillor Chris Wilson November 15, 2022 Councillor Mark Quemby November 15, 2022 Chair, Bracebridge Public Library Board TBD November 15, 2022 Chief Administrative Officer John Sisson November 15, 2022 Director of Recreation Cindy O Regan November 15, 2022 Director of Finance Stephen Rettie November 15, 2022 Director of Public Works Walt Schmid November 15, 2022 Library CEO/Chief Librarian Cathryn Rodney November 15, 2022 Reporting and Communication Structure: The provides advice through the Recreation Department to Council regarding matters within its scope of responsibilities. The Steering Committee reports through the Recreation Department to General Committee with recommendations as appropriate. Project Steering Committee Guiding Principles: Respect: The Steering Committee values the presence and contributions of all members, and actively strives to recognize and make space for each individual s skills, ideas and unique perspectives. Accountability: The Steering Committee is committed to accountability for its actions, recommendations and deliverables. Openness: The Steering Committee will share information, ideas and our experiences freely and with the best outcomes for the Community Centre and residents of Bracebridge in mind. 1 Although the term of the Steering Committee is the same as the term of Council that appointed them, the Steering Committee will continue until their successors are appointed or the Steering Committee is dissolved. Page 2

5 Terms of Reference Transparency: The Steering Committee will strive for the development of clear and evidence-based recommendations and decisions. Communication: The Steering Committee will strive for openness and transparency in all aspects of our work to ensure inclusion, clarity and common understanding. Meetings: The Project Steering Committee will meet regularly with specific dates and times for meetings to be determined by the Chair in consultation with the Director of Recreation and the Project Manager. Additional meetings can be scheduled at the call of the Chair. A majority of the voting members of the Committee constitutes a quorum. Staff from the Recreation Department will act as secretary and provide administrative support to the Steering Committee. Minutes of Committee proceedings are to be recorded and filed with the Director of Corporate Services/Clerk to be kept in accordance with the Town s records management practices. Additional staff resources will be utilized to support the Steering Committee s work at the discretion of the Director of Recreation and the Chief Administrative Officer. Remuneration: None Page 3

6 Multi-Use Community Centre Studies and Plans STUDIES and PLANS Preliminary Feasibility Plan Arena/Recreation Complex; 2. Bracebridge Public Library Facility Working Group s report entitles the 2012 Library Needs Assessment ; 3. Bracebridge Arena, Recreation and Library Complex Concept Design, Feasibility Study and Order of Magnitude Costing dated January 12, 2017; 4. Bracebridge Arena and Library Order of Magnitude (Class D) Estimate Revision 2 dated December 22, 2016; 5. The Bracebridge Arena, Recreation and Library Complex - Sportsplex Retro-fit dated April 04, 2017; 6. Bracebridge Public Library Accommodation Planning Study - Staff Report CA General Committee dated August 22, 2017; 7. Multi-Use Community Facility Capital Financing Plan dated September, 2018; 8. Multi-Use Community Facility Operating Business Plan dated August, Final Draft Salmon Avenue Extension Class EA dated January, 2019 Page 1

7 2018 Recreation, Parks and Trails Master Plan Recommendations for Consideration in the Development of the Multi-Use Community Centre and Repurposed Sportsplex Auditorium Reference Document and Guide Recommendation 94 That the Recreation, Parks and Trails Master Plan be used as a reference document and guide to inform the scope of work to be undertaken by any Council-approved Advisory Committees, in accordance with the Committee s approved Terms of Reference Decommissioning of the Bracebridge Memorial Arena and Evaluation of Skate Park Recommendation 7 That the Town, with the successful development of a new multi-use community facility and arena, decommission the existing ice surface at the Memorial Arena and investigate the costs-benefits of disposal of all or a portion of this site for other uses: o Options for disposal of the Memorial Arena site and adjacent Townowned properties as a whole should include an evaluation of the opportunity to: i. Relocate the adjacent skate park to the new multi-use facility/arena location or another suitable park location/site; or, ii. Retain the skate park in its current location as part of a broader range of urban park-related uses including a playground. The latter would require a concept plan for site development/repurposing. Any proceeds from the disposal of land associated with the Memorial Arena should be directed towards establishing a capital maintenance reserve for the new multi-use community facility. Arena Recommendation 8 That the Town, over the medium term, invest in a single indoor ice pad as part of new multi-use community facility and retain the capacity to invest in a twinned indoor ice pad over the longer-term. Sportsplex Recommendation 99 Recommendation 100 With the optimization of the Sportsplex, seek to improve public weight room participation and memberships through a broader range of fitness options associated with a relocated weight room. That the Town continue to seek opportunities to expand the range of program options available to youth, adults/older adults as these arise over-time. Multi-Sport Field House Recommendation 10 Recommendation 11 That the Town, based on identified current and future demand, proceed with plans to include the development of a Multi-Sport Field House as part of the new proposed multi-use community facility That the Town, as part of the business and operational planning for a new multi-use community facility consider a full range of structured (programmed) Page 1

8 2018 Recreation, Parks and Trails Master Plan Recommendations for Consideration in the Development of the Multi-Use Community Centre and Repurposed Sportsplex Auditorium and unstructured (drop-in) activities that may be accommodated within this facility including dry-land training and winter conditioning options for a range of sport and recreation groups. Recommendation 12 Recommendation 98 That the Town seek to maximize community and creative space components for a new multi-use community facility for a broad range of cultural and meeting activities as may be accommodated through operations. Consider options to address smaller conference-style, business and community group meeting needs through investment in community space. With the implementation of the new multi-use community facility: Winter conditioning and dryland training activities associated with an indoor field house (e.g. indoor rowing and/or paddle boarding); Digital and cultural arts program options in conjunction with the operation of maker space facilities and potential partnerships with Muskoka Arts and Crafts and the Bracebridge Library; and, The implementation of a range of field house activities including lacrosse, soccer, batting cages for off-season ball practice, pickleball, tennis, etc. Recommendation 100 Recommendation 101 That the Town continue to seek opportunities to expand the range of program options available to youth, adults/older adults as these arise over-time. That the Town continue to sustain the vibrant demand for children s programs and seek to develop pre-school programming options to include a broader range of skill development opportunities beyond aquatics Parks and Trails Recommendation 65 Recommendation 70 Recommendation 77 That the Town develop additional playgrounds on newly acquired parklands as part of future Waterfront, Community and Neighbourhood Parks and Parkettes, where appropriate based on the Parkland Classification System and recommended standards of this Master Plan. That the Town consider identifying future pedestrian pathways and bicycle pathways (known and/or conceptual routes) as part of a new transportation/active transportation map schedule with related policies to require the dedication of land for pedestrian and bicycle pathways as a condition of the subdivision of land, as provided for under the Planning Act (s. 51(25) (b)). That the Town consider the following potential future trails and connections in the planning and design of new development areas: A trailhead and connection at new arena/recreation complex; Trails along Beaver Creek corridor; Balls Bridge trail linkage; and, Potential future trail connections to the Sportsplex with residential developments east of Manitoba Street at Clearbrook Trail. Page 2

9 Project Manager Core Responsibilities MULTI-USE COMMUNITY CENTRE PROJECT MANAGER SCOPE OF SERVICES 1. PROJECT DESCRIPTION: 1.1. The Town is planning for the replacement of the Bracebridge Memorial Arena and the Bracebridge Public Library with a new combined Multi-Use Community Centre which includes a single pad arena, community hall, public library, multi-use field house, lobby and site work. The new community hall will replace the existing Sportsplex auditorium which is located within the Bracebridge Sportsplex, resulting in the need to repurpose the existing Sportsplex auditorium Presently the Town, without the assistance from upper levels of Government, does not have the internal capital financing to complete the Multi-Use Community Centre as a single phase project While it is uncertain when the Town may receive funding from upper levels of government, the Town is prepared to proceed by the third quarter of 2019 with the development of the Multi-Use Community Centre in a multi-phased approach If a multi-phased approach is required, the Town will proceed with the design and construction of a new arena, community hall, lobby and site; and the repurposed Sportsplex Auditorium and decommissioning of the Bracebridge Memorial Arena. This option is identified as Option 5, in the Capital Financing Plan The Class D budget estimate for design and construction of the entire Multi-Use Community Centre, which includes a single pad arena, community hall, public library, multi-use field house, lobby and site work, and includes the repurposed Sportsplex Auditorium, is $48,842,241, plus applicable taxes and the cost to decommission the Bracebridge Memorial Arena The Class D budget estimate for design and construction of Option 5 (single phase) which includes a single pad arena, community hall, lobby and site work, and includes the repurposed Sportsplex Auditorium, is $29,883,052, plus applicable taxes, plus the cost to decommission the Bracebridge Memorial Arena A budget estimate has not been prepared for the decommissioning of the existing Bracebridge Memorial Arena Included in Appendix A is the 2018 Capital Financing Plan, completed by Gordon + Gordon Group Inc., and the Order of Magnitude Costing, competed by Altus Group in The Town of Bracebridge is seeking a Project Management Services Firm to provide Project Management Services for the design, development and delivery of the Multi-Use Community Centre as either: a) Option A - Single Development which includes includes a single pad arena, community hall, public library, multi-use field house, lobby and site work, and includes the repurposed Sportsplex Auditorium; or b) Option B - Partial Development which includes a single pad arena, community hall, lobby and site work, and includes the repurposed Sportsplex Auditorium. Both Option A and Option B require the decommissioning of the existing Bracebridge Memorial Arena. Page 1

10 Project Manager Core Responsibilities The Town of Bracebridge views Project Management as the comprehensive management and control of all aspects of the Multi-Use Community Centre project throughout all phases of its life cycle to achieve prescribed objectives defined in terms of time, quality and cost. Through the application of appropriate project management techniques, the Project Manager will direct and coordinate the Project. 2. PROJECT MANAGER RESPONSIBILITIES: 2.1. The proponent shall identify within its proposal submission, an individual who shall be the Designated Project Manager (Project Manager). The Project Manager shall be the Project Management Firm s appointed representative responsible for the delivery of services related to the Project including, FF&E, IT, AV and the physical move. The Project Manager, and not subordinate or other staff of the Project Management Services Firm, shall be directly responsible for the management of the Project. The Project Manager shall at all times, be responsible for attending and chairing meetings of the Project Team and interfacing with the Chief Administrative Officer, Director of Recreation and the Town s Project Steering Committee, Council and the Public (upon request) for the duration of the Project The Project Manager, working on behalf of, and under the direction of, the Town of Bracebridge, will be expected to provide leadership and project management expertise in the delivery of all phases and aspects of the Multi-Use Community Centre; repurposing of the existing Sportsplex Auditorium; and decommissioning of the existing Bracebridge Memorial Arena As the Town s lead representative, the responsibilities of the Project Manager are to oversee design and construction of the Multi-Use Community Centre and site work, repurposed Sportsplex Auditorium, and decommissioning of the Bracebridge Memorial Arena including, but not limited to, implementing and managing the quality of the work, the budget, the schedule and communications, including coordinating the Project Team, Project Steering Committee, Design Team, and Contractors The Project Manager will review and make recommendations on project scope, budget, timeline, and advise of project risks and provide recommendations on how to mitigate those risks The Project Manager will report to the Chief Administrative Officer or designate and provide reports to the Project Team, Project Steering Committee and Town Council. 3. PROJECT MANAGEMENT SCOPE OF SERVICES: Project Management Services will include, however, are not limited to, the items identified below: 3.1. Project Term The Project Management Firm will provide services beginning as soon as possible and perform the required services throughout the duration of the Project, until project completion, which is to be determined. Timeline estimates related to design and construction of the Multi-Use Community Centre are included within the Capital Financing Plan, contained in Appendix A. Page 2

11 Project Manager Core Responsibilities 3.2. PRELIMINARY PROJECT BUDGET Option A - Single Development The Class D budget estimate for design and construction of the entire Multi-Use Community Centre is $48,842,241, plus applicable taxes. Option B Partial Development The Class D budget estimate for design and construction of Option 5, which includes the new arena, community hall, lobby and site work, and repurposed Sportsplex Auditorium, is $29,883,052, plus applicable taxes. Included in Appendix A is the 2018 Capital Financing Plan, completed by Gordon + Gordon Group Inc., and the Order of Magnitude Costing, completed by Altus Group in GENERAL RESPONSIBILITIES The Project Manager (PM) will play a key role in the design and construction and close-out processes. Reporting to Chief Administrative Officer or designate, the PM will have an overall responsibility for ensuring that the Project is delivered on time and on budget and with minimal risk and superior quality. The PM will manage all aspects of the Project throughout and will direct and coordinate the efforts of the Project Team to achieve the Project s objectives; The PM will work closely with Town Staff, the Project Team and the Town s Project Steering Committee, ensuring that the building is built in accordance with all of the Town s procurement policies and Building Code requirements. Attached as Appendix B is a copy of the Project Steering Committee s Terms of Reference The PM will ensure that Council is kept up-to-date as the Project progresses and will provide reports, including submission timeframes which provide updates on the following areas of the Project: scope, cost, time, procurement, quality, communication, organization, human resources and risk mitigation strategy; While the Chief Administrative Officer maintains control over major decisions, with recommendations to Council when required, the PM will be the designated lead and will act as the link between the Town and all Project Consultants (Project Team); The PM will assist the Town in developing the Terms of Reference and composition of the Project Team; The PM will work with the Town s Project Steering Committee and Sponsorship Team, through design, construction and move-in phases; and The PM will oversee the space planning, design and construction and commissioning of the facility, including recording a deficiency list, with the Town and Design Team, to implement and to manage quality of the work, the budget, the schedule and communication control system, coordinated with the Town, Design Team, specialty consultants and the Contractor PLANNING, REPORTING AND COMMUNICATIONS SERVICES 3.5. CHANGE/STAKEHOLDER MANAGEMENT SERVICES 3.6. QUALITY AND RISK MANAGEMENT SERVICES Page 3

12 Project Manager Core Responsibilities 3.7. BUDGETING, FINANCIAL, COORDINATION SERVICES AND SCHEDULING 3.8. MEETINGS/WORKSHOPS/PRESENTATIONS/SITE VISITS 3.9. PROCUREMENT SERVICES DESIGN/SCOPE MANAGEMENT SERVICES SITE MANAGEMENT OF CONSTRUCTION AND RELATED SERVICES BUSINESS TRANSITION AND RELOCATION MANAGEMENT SERVICES Page 4

13 MEMORANDUM Corporate Services Department TO: Mayor G. Smith and Members of Town Council Members of Town Advisory and Statutory Committees FROM: COPY: L. McDonald, Director of Corporate Services/Clerk J. Sisson, Chief Administrative Officer DATE: January 30, 2019 SUBJECT: Pecuniary Interests at Council and Committee Meetings The topic of conflict of interest is complex and frequently misunderstood. It is however, of great importance to the Town of Bracebridge since failure to correctly handle a conflict situation may result in personal embarrassment or even costly penalties. Pecuniary Interest The basic principle is that those elected (or appointed) to govern should be free from having a pecuniary (financial, monetary, economic) interest in any matter on which they are called upon to vote. The purpose of the Municipal Conflict of Interest Act, R.S.O (MCIA), is to prohibit any Member with a pecuniary interest, in a matter to be considered, from participating in the decision-making process. While the MCIA does not specifically apply to committees, prudence suggests that Committees of Council should be treated in the same manner as Council, and therefore disclosures should be made and Members should abstain from the decision-making process. The following principles bearing on the responsibilities of Council and Committee Members are included in the MCIA: 1. The importance of integrity, independence and accountability in local government decisionmaking. 2. The importance of certainty in reconciling the public duties and pecuniary interests of Members. 3. Members are expected to perform their duties of office with integrity and impartiality in a manner that will bear the closest scrutiny. 4. There is a benefit to municipalities and local boards when Members have a broad range of knowledge and continue to be active in their own communities, whether in business, in the practice of a profession, in community associations, and otherwise. The pecuniary interest of a parent or the spouse or any child of the Member (as defined in the MCIA) is also the pecuniary interest of the Member. Page 1

14 MEMORANDUM Corporate Services Department Duty of Member When Present at a Meeting: 5. (1) Where a Member, either on his or her own behalf or while acting for, by, with or through another, has any pecuniary interest, direct or indirect, in any matter and is present at a meeting of the council or local board at which the matter is the subject of consideration, the Member, (a) (b) (c) shall, prior to any consideration of the matter at the meeting, disclose the interest and the general nature thereof; shall not take part in the discussion of, or vote on any question in respect of the matter; and shall not attempt in any way whether before, during or after the meeting to influence the voting on any such question. All agendas provide for an opportunity for Members to declare pecuniary interest(s). While the act only requires a Member to leave the meeting if the Pecuniary Interest occurs during Closed Session, it is recommended that this practice be extended to both open and closed sessions. New to the MCIA in 2019 is the requirement for a Member with a Pecuniary Interest to also file a written statement of the interest and its general nature. These statements are to be filed with the Committee Secretary at the meeting, at the time the pecuniary interest is declared (see Appendix A ). Blank forms can be obtained from your Committee Secretary or on the Town Website. Also in accordance with the MCIA, every municipality and local board shall establish and maintain a registry in which shall be kept, (a) (b) A copy of each statement filed, and A copy of each declaration recorded (in the minutes). The registry shall be available to the public for inspection in the manner and during the time that the municipality or local board, as the case may be, may determine. The Registry of Statements of Disclosure of Pecuniary Interest can be found on the Town Website. If a Member is absent from a meeting during which that Member would have been placed in a conflict of interest, at the next meeting attended by the Member, the Member must disclose the interest and otherwise refrain from discussing, influencing, or voting on the matter. Appendix B attached provides a decision path than can be followed when considering potential conflict of interest situations. Contravention of the Provisions Under the MCIA, (a) (b) (c) an elector (entitled to vote in a municipal election in the municipality), a municipal Integrity Commissioner, or a person acting demonstrably in the public interest can apply to a judge for a judicial interpretation of the MCIA. The elector must apply to a judge within six weeks of learning of the alleged contravention. The application to the judge must be made within six years after the conflict is alleged to have occurred. Page 2

15 MEMORANDUM Corporate Services Department Where a judge finds that a Member or former Member has contravened his or her disclosure obligations under the Municipal Conflict of Interest Act, the judge may do any or all of the following: 1. Reprimand the Member or former Member. 2. Suspend the remuneration paid to the Member for a period of up to 90 days. 3. Declare the Member s seat vacant. 4. Disqualify the Member or former Member from being a Member during a period of not more than seven years after the date of the order. 5. If the contravention has resulted in personal financial gain, require the Member or former Member to make restitution to the party suffering the loss, or, if the party s identity is not readily ascertainable, to the municipality or local board, as the case may be. In exercising his or her discretion the judge may consider, among other matters, whether the Member or former Member, (a) (b) (c) took reasonable measures to prevent the contravention; disclosed the pecuniary interest and all relevant facts known to him or her to an Integrity Commissioner in a request for advice from the Commissioner under the Municipal Act, 2001 and acted in accordance with the advice, if any, provided to the Member by the Commissioner; or committed the contravention through inadvertence or by reason of an error in judgment made in good faith A self-assessment chart has been included as Appendix B. If there are any doubts about a possible Pecuniary Interest, Members are to contact the Town s Integrity Commissioner. Staff are not a resource for this type of advice. Integrity Commissioner: Robert Swayze Mississauga Road Caledon, ON L7K 1M7 Phone: (519) Fax: (519) robert.swayze@sympatico.ca Please feel free to contact me at Ext. 243 should you have any questions or you require any additional information. Lori McDonald, Director of Corporate Services/ Clerk Page 3

16 MEMORANDUM Corporate Services Department APPENDIX A Statement of Disclosure of Pecuniary Interest Page 4

17 Council/Committee Member Statement of Disclosure of Pecuniary Interest COMMITTEE/COUNCIL MEMBER NAME (PRINT): COMMITTEE/COUNCIL MEETING: MEETING DATE: AGENDA ITEM NUMBER: PECUNIARY INTEREST: Direct Indirect GENERAL NATURE OF THE DECLARED PECUNIARY INTEREST: Signature of Council/Committee Member In accordance with s.5.1 of the Municipal Conflict of Interest Act, at a meeting at which a member discloses an interest under section 5, or as soon as possible afterwards, the member shall file a written statement of the interest and its general nature with the clerk of the municipality or the secretary of the committee or local board, as the case may be. In accordance with s.6.1 of the Municipal Conflict of Interest Act, every municipality and local board shall establish and maintain a registry in which shall be kept, (a) A copy of each statement filed under s.5.1, and (b) A copy of each declaration recorded under section 6. The registry shall be available to the public for inspection in the manner and during the time that the municipality or local board, as the case may be, may determine.

18 MEMORANDUM Corporate Services Department APPENDIX B Self-Assessment Chart! Don t forget to submit your Statement of Disclosure of Pecuniary Interest to the Committee Secretary Page 5