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Regular Council Agenda Packet 2015-06-11 18-00Table of Contents Agenda 4 June 3, 2015 Special Council Meeting Minutes Minutes June 3, 2015 13 May 25, 2015 Regular Council Meeting Minutes Regular Council Minutes 2015-05-25 16 2014 Draft Financial Statements FIN 15-26 2014 Draft Financial Statements 25 2014 Town of Tillsonburg Draft Financial Statements 27 2014 Tillsonburg Sanitary Sewer Draft Financial Statements 46 2014 Tillsonburg Water Department Draft Financial Statements 54 2014 Tillsonburg Trust Fund Draft Financial Statements 62 2014 Town of Tillsonburg Independence Letter 69 2014 Town of Tillsonburg Management Letter 71 Cenotaph Additional Names (WWI & WWII) WWI and WW2 Names 72 Big Brothers Big Sisters of Ingersoll, Tillsonburg & Area CDR-15-19 74 Cover Letter-Tillsonburg 77 Municipal Funding Request 78 2015 Approved Budget - REV Apr2015 83 Agency Programs 2014 - Final 85 Reunion Poster 86 Moose Power Inc - FIT Program Moose Power Letter & Supporting Documentation 87 CDR-15-18 99 161st Tillsonburg Fair CDR-2015-17 102 Tillsonburg Cultural Advisory Grant Council Committee Request 104 Tillsonburg Senior Centre Senior Centre Request 106 Invite 109 Keep Hydro Public Correspondence Keep Hydro Public 110 Town of Aurora, Resolution regarding community mailboxes. Community Mailboxes Resolution 114 Correspondence from THI THI Meetings 115 Township of Greater Madawaska Hydro One Rates Resolution Resolution 108-15 116 1 Oxford County Wardens Golf Tournament and Sponsorship Opportunity Registration 2015 118 Sponsorship Options 120 CEO 15-09 Town Hall Project Steering Committee Appointments CAO 15-09 Town Hall Steering Committee 122 Terms of Reference 124 DCS 15-24 Update on 253 Broadway Property DCS 15-24 Update on 253 Broadway Property 127 LIABILITY FOR PRESUMPTIVE CLAIMS UNDER THE WORKPLACE SAFETY AND INSURANCE ACT FIN 15-25 Liability for Presumptive Claims under WSIB 129 WSIB Liability Attachments 132 FRS 15-07 Fire Prevention Officer Business Case FRS 15-07 146 FPO Business Case 149 Legislation Summary 157 FRS 15-09 Fire Department Strategic Planning Committee Structure and Terms of Reference FRS 15-09 160 Strategic Planning Committee Term of REference 163 OPS 15-16 Results for Tender #T2015-010 Concrete Sidewalk and Curbing OPS 15-16 Results for Tender #T2015-010 Concrete Sidewalk and Curbing 168 Articles of Agreement 170 OPS 15-17 Results for Tender #T2015-009 Hot Mix Asphalt Paving OPS 15-17 Results for Tender #T2015-009 Hot Mix Asphalt Paving 174 Articles of Agreement 177 RCP 15-25 – Awarding Roofing Tenders RCP 15-25 - Awarding Roofing Tenders 181 RFT 15-001A Elliott Fairbairn Form of Tender 185 FRT 15-001B Senior Centre Form of Tender 186 FRT 15-001C TCC Form of Tender 187 FRT 15-002A OPP Station Form of Tender 188 RCP 15-16 – Health Club Operational Report RCP 15-16 - Health Club Operational Report 189 By-Law 3918 To Authorize a Development & Building Permit Fee Rebate and an Assessment Rebate Program for 31 Maple Lane. By-Law 3918 193 By-Law 3919, To Authorize a Building Permit Fee Rebate for 46 Ridout Street West. By-Law 3919 194 2 By-Law 3920 to confirm the proceedings of Council at its meetings held on the 11th day of June, 2015 By-Law 3920 195 3 = 1. Call to Order 2. Closed Session Moved By: Seconded By: Proposed Resolution #1 THAT Council move into Closed Session to consider: 1. a proposed or pending acquisition or disposition of land by the municipality or local board (Memorial Park). 3. Adoption of Agenda Moved By: Seconded By: Proposed Resolution #2 THAT the Agenda as prepared for the Council meeting of Thursday, June 11, 2015, be adopted. 4. Moment of Silence 5. Disclosures of Pecuniary Interest and the General Nature Thereof 6. Adoption of Council Minutes of Previous Meeting 6.1. Minutes of the Meeting of May 25, 2015 Moved By: Seconded By: Proposed Resolution #3 THAT the Minutes of the Council Meeting of May 25, 2015, be approved. 6.2. Minutes of the Meeting of June 3, 2015 Moved By: Seconded By: The Corporation of the Town of Tillsonburg COUNCIL MEETING Thursday, June 11, 2015 6:00 PM Council Chambers 200 Broadway, 2nd Floor AGENDA 4 June 11, 2015 Council Meeting – Agenda - 2 - Proposed Resolution #4 THAT the Minutes of the Council Meeting of June 11, 2015, be approved. 7. Delegations and Presentations 7.1. 2014 Draft Financial Statements Presented by: Christine Scrimgeour FIN 15-26 2014 Draft Financial Statements 2014 Town of Tillsonburg Draft Financial Statements 2014 Tillsonburg Sanitary Sewer Draft Financial Statements 2014 Tillsonburg Water Department Draft Financial Statements 2014 Tillsonburg Trust Fund Draft Financial Statements 2014 Town of Tillsonburg Independence Letter 2014 Town of Tillsonburg Management Letter Moved By: Seconded By: Proposed Resolution #5 THAT Council receives report FIN15-26 2014 Draft Financial Statements; THAT the Draft Financial Statements for the year ended December 31, 2014 be approved; THAT the 2014 Independence and Management Letters be received; AND THAT the 2014 surplus of $62,671 be contributed to reserves. 7.2. Cenotaph Additional Names (WWI & WWII) Presented by: Robert Marsden WWI and WW2 Names Moved By: Seconded By: Proposed Resolution #6 THAT the Rotary Club be granted permission to place a black plaque on the Cenotaph recognizing the names of World War One & World War Two Tillsonburg Fallen Soldiers. 7.3. Big Brothers Big Sisters of Ingersoll, Tillsonburg & Area Presented by: Deb Landon, Executive Director 5 June 11, 2015 Council Meeting – Agenda - 3 - CDR-15-19 Cover Letter-Tillsonburg Municipal Funding Request 2015 Approved Budget - REV Apr2015 Agency Programs 2014 - Final Reunion Poster Moved By: Seconded By: Proposed Resolution #7 THAT Council receives the information provided by Big Brothers Big Sisters of Ingersoll, Tillsonburg & Area as information. 7.4. Moose Power Inc - FIT Program Presented by: Scott McLorie, President Moose Power Letter & Supporting Documentation CDR-15-18 Moved By: Seconded By: Proposed Resolution #8 WHEREAS Capitalized terms not defined herein have the meanings ascribed to them in the FIT Rules, Version 4.0. AND WHEREAS the Province's FIT Program encourages the construction and operation of renewable energy generation projects (the "Projects"); AND WHEREAS one or more Projects may be constructed in operated in Tillsonburg; AND WHEREAS pursuant to the FIT Rules, Version 4.0, Applications whose Projects receive the formal support of Local Municipalities will be awarded Priority Points, which may result in the Applicant being offered a FIT Contract prior to other Persons applying for FIT Contracts; NOW THEREFORE BE IT RESOLVED THAT; Council of the Town of Tillsonburg supports the construction and operation of the Projects anywhere in the Town of Tillsonburg; 6 June 11, 2015 Council Meeting – Agenda - 4 - This resolution's sole purpose is to enable the participants in the FIT Program to receive Priority Points under the FIT Program and may not be used for the purpose of any other form of municipal approval in relation to the Application or Projects, or for any other purpose; This resolution shall expire twelve (12) months after its adoption by Council. 7.5. 161st Tillsonburg Fair Presented By: Mike Dean, President & Frank Kemp, Vice-President CDR-2015-17 7.6. Tillsonburg Cultural Advisory Grant Presented By: Deb Beard Council Committee Request Moved By: Seconded By: Proposed Resolution #9 THAT Council approves the awarding of a Tillsonburg Cultural Advisory Grant in the amount of $2000.00 to The Tillsonburg & District Historical Society to assist with the Canada Day Concert in Memorial Park. 7.7. Tillsonburg Senior Centre Presented By: Nancy Boutin Senior Centre Request Invite Moved By: Seconded By: Proposed Resolution #10 THAT Council receives the Tillsonburg Senior Centre's event invitation as information. 8. Information Items 8.1. Keep Hydro Public Correspondence 8.2. Town of Aurora Resolution Regarding Community Mailboxes 8.3. Correspondence from THI 8.4. Township of Greater Madawaska Hydro One Rates Resolution 8.5. Oxford County Wardens Golf Tournament and Sponsorship Opportunity 7 June 11, 2015 Council Meeting – Agenda - 5 - Registration 2015 Sponsorship Options 9. Reports from Departments 9.1. Chief Administrative Officer 9.1.1. CAO 15-09 Town Hall Project Steering Committee Appointments CAO 15-09 Town Hall Steering Committee Terms of Reference Moved By: Seconded By: Proposed Resolution #11 THAT Council receives Report CAO 15-09 Town Hall Project Steering Committee Appointments; AND THAT Council appoint Mayor Stephen Molnar, Councillor Esseltine, Rick Strouth, John Veldman, Andrew Gilvesy and Marty Klein as members of the Town Hall Steering Committee. 9.2. Development and Communication Services 9.2.1. DCS 15-24 Update on 253 Broadway Property DCS 15-24 Update on 253 Broadway Property Moved By: Seconded By: Proposed Resolution #12 THAT Council receive Report DCS 15-24 Update on 253 Broadway Property for information purposes. 9.3. Finance 9.3.1. LIABILITY FOR PRESUMPTIVE CLAIMS UNDER THE WORKPLACE SAFETY AND INSURANCE ACT FIN 15-25 Liability for Presumptive Claims under WSIB WSIB Liability Attachments Moved By: Seconded By: Proposed Resolution #13 THAT Council receive report FIN 15-25 as information. 8 June 11, 2015 Council Meeting – Agenda - 6 - 9.4. Fire and Emergency Services 9.4.1. FRS 15-07 Fire Prevention Officer Business Case FRS 15-07 FPO Business Case Legislation Summary Moved By: Seconded By: Proposed Resolution #14 THAT Council receives report FRS 15-07 Fire Prevention Officer Business Case; AND THAT Council authorizes the hiring of a Fire Prevention Officer for Tillsonburg Fire & Rescue Services. 9.4.2. FRS 15-09 Fire Department Strategic Planning Committee Structure and Terms of Reference FRS 15-09 Strategic Planning Committee Term of Reference Moved By: Seconded By: Proposed Resolution #15 THAT Council receives report FRS 15-09 Fire Department Strategic Planning Committee Structure and Terms of Reference; AND THAT Council authorizes the Fire Chief to commence the recruitment process for members for the Fire Services Strategic Planning Committee for Council approval; AND THAT Council approved the Fire Services Strategic Planning Committee terms of reference attached. 9.5. Operations 9.5.1. OPS 15-16 Results for Tender #T2015-010 Concrete Sidewalk and Curbing OPS 15-16 Results for Tender #T2015-010 Concrete Sidewalk and Curbing Articles of Agreement 9 June 11, 2015 Council Meeting – Agenda - 7 - Moved By: Seconded By: Proposed Resolution #16 THAT Council receive Report OPS 15-16, Results for Tender #T2015-010 Concrete Sidewalk and Curbing; AND THAT Council award Tender #T2015-010 to Fortese Concrete Ltd. of London, Ontario at a cost of $70,692.67 (net HST included), the lowest bid received satisfying all Tender requirements; AND THAT the Mayor and Clerk be authorized to sign all documents necessary to award the tender to Fortese Concrete Ltd. for the concrete sidewalk and curb & gutter construction. 9.5.2. OPS 15-17 Results for Tender #T2015-009 Hot Mix Asphalt Paving OPS 15-17 Results for Tender #T2015-009 Hot Mix Asphalt Paving Articles of Agreement Moved By: Seconded By: Proposed Resolution #17 THAT Council receive Report OPS 15-17, Results for Tender #T2015-009 Hot Mix Asphalt Paving; AND THAT Council award Tender #T2015-009 to Permanent Paving Ltd. of Woodstock, Ontario at a cost of $430,686.23 (net HST included), the lowest bid received satisfying all Tender requirements; AND THAT the Mayor and Clerk be authorized to sign all documents necessary to award the tender to Permanent Paving Ltd. for hot mix asphalt paving. 9.6. Recreation, Culture & Park Services 9.6.1. RCP 15-25 – Awarding Roofing Tenders RCP 15-25 - Awarding Roofing Tenders RFT 15-001A Elliott Fairbairn Form of Tender FRT 15-001B Senior Centre Form of Tender FRT 15-001C TCC Form of Tender 10 June 11, 2015 Council Meeting – Agenda - 8 - FRT 15-002A OPP Station Form of Tender Moved By: Seconded By: Proposed Resolution #18 THAT Council receives Report RCP 15-25 – Awarding Roofing Tenders for information; AND THAT Council award Tender 15-001A for repairs to the Elliott Fairbairn roof to LaFleche Roofing Ltd. for the tendered price of $ 55,900 (pretax); AND THAT Council award Tender 15-001B for repairs to the Senior Centre roof to H&N Roofing & Sheet Metal Ltd. for the tendered price of $ 120,625 (pretax); AND THAT Council award Tender 15-001C for repairs to the Tillsonburg Community Centre roof to H&N Roofing & Sheet Metal Ltd. for the tendered price of $ 78,666 (pretax); AND THAT Council award Tender 15-002A for replacement of the OPP Station roof to Smith-Peat Roofing & Sheet Metal Ltd. for the tendered price of $153,600 (pretax). AND THAT the Mayor and Clerk be authorized to sign all documents necessary for the awarding of these Tenders. 9.6.2. RCP 15-16 – Health Club Operational Report RCP 15-16 - Health Club Operational Report Moved By: Seconded By: Proposed Resolution #19 THAT Council receives Report RCP 15-16 – Health Club Operational Report for information AND THAT staff prepare and issue a request for proposal for replacement cardio equipment through purchase or lease within the approved budget. 10. Notice of Motions 11. Resolutions Resulting from Closed Session 11 June 11, 2015 Council Meeting – Agenda - 9 - 12. By-Laws By-Laws from the Meeting of Thursday, June 11, 2015 Moved By: Seconded By: Proposed Resolution #20 THAT By-Law 3918, to Authorize a Development & Building Permit Fee Rebate and an Assessment Rebate Program for 31 Maple Lane; AND By-Law 3919, to Authorize a Building Permit Fee Rebate for 46 Ridout Street West. AND By-Law 3920, to confirm the proceedings of Council at its meetings held on the 11th day of June, 2015, be read for a first, second and third reading and that the Mayor and the Clerk be and are hereby authorized to sign the same, and place the Corporate Seal thereunto. 13. Items of Public Interest 14. Adjournment Moved By: Seconded By: Proposed Resolution #21 THAT the Council Meeting of Thursday, June 11, 2015 be adjourned at _____ p.m. 12 = ATTENDANCE Mayor Stephen Molnar Deputy Mayor Dave Beres Councillor Maxwell Adam Councillor Jim Hayes Councillor Chris Rosehart Councillor Brian Stephenson Staff: David Calder, CAO Donna Wilson, Town Clerk Kevin De Leebeeck, Director of Operations Rick Cox, Director of Culture, Recreation and Parks Darrell Eddington, Director of Finance Jeff Bunn, Deputy Clerk Regrets: Councillor Penny Esseltine 1. Call to Order The meeting was called to order at 2:00 p.m. 2. Adoption of Agenda Moved By: Councillor Rosehart Seconded By: Councillor Hayes THAT the Agenda as prepared for the Council meeting of Wednesday, June 03, 2015, be adopted. Carried. 3. Disclosures of Pecuniary Interest and the General Nature Thereof There were no disclosures of pecuniary interest. The Corporation of the Town of Tillsonburg COUNCIL MEETING Wednesday, June 03, 2015 2:00 PM Council Chambers 200 Broadway, 2nd Floor MINUTES 13 Council Meeting – Minutes - 2 - 4. Reports from Departments 4.1. Recreation, Culture & Park Services 4.1.1. RCP 15-24 – Potential projects for Canada 150 Funding RCP 15-24 - Potential projects for Canada 150 Funding Canada 150 Funding Program Guidelines Canada 150 Funding Application Guidelines Canada 150 Funding Application Tillsonburg Community Centre proposed expansion Coronation Park pavilion and washroom concept Memorial Park Conceptual Master Plan Annandale Diamonds Enhancement Project Outdoor basketball court and rink pad sketch Oxford County Trails Master Plan Discussion took place regarding the eligible projects which fall within the guidelines of the grant. There is an opportunity for multiple applications which must be referenced in the application with a priority listing. Council suggests that application be submitted for Parkland rehabilitation. The Town portion could be funded from fund raising or from debt. To look at adding parking to the project scope for the park projects. Moved By: Deputy Mayor Beres Seconded By: Councillor Stephenson THAT Council receives Report RCP 15-24 – Potential projects for Canada 150 Funding; AND THAT an application to the Canada 150 Community Infrastructure Funding Program be submitted to expand the Tillsonburg Community Centre Auditorium and a secondary application for the Memorial Park Project as submitted. withdrawn Moved By: Councillor Hayes Seconded By: Councillor Rosehart THAT Council receives Report RCP 15-24 – Potential projects for Canada 150 Funding; AND THAT an application to the Canada 150 Community Infrastructure Funding Program be submitted to apply for the Memorial Park Project and a secondary application for the Coronation Park project. Carried 14 Council Meeting – Minutes - 3 - Moved By: Deputy Mayor Beres Seconded By: Councillor Stephenson THAT Council of the Town of Tillsonburg as land owner gives permission for the Soccer Club to make application to the Canada 150 Grant program. Carried By-Laws By-Laws from the Meeting of Wednesday, June 03, 2015 Moved By: Councillor Stephenson Seconded By: Councillor Adam THAT By-Law 3917, to confirm the proceedings of Council at its meeting held on the 3RD day of June, 2015, be read for a first, second and third reading and that the Mayor and the Clerk be and are hereby authorized to sign the same, and place the Corporate Seal thereunto. Carried. 5. Items of Public Interest 6. Adjournment Moved By: Councillor Stephenson Seconded By: Councillor Adam THAT the Council Meeting of Wednesday, June 03, 2015 be adjourned at 3:45 p.m. Carried. 15 = ATTENDANCE Mayor Stephen Molnar Deputy Mayor Dave Beres Councillor Maxwell Adam Councillor Penny Esseltine Councillor Jim Hayes Councillor Chris Rosehart Councillor Brian Stephenson Staff: David Calder, CAO Donna Wilson, Town Clerk Kevin De Leebeeck, Director of Operations Rick Cox, Director of Recreation, Culture and Park Services Darrell Eddington, Director of Finance Jeff Bunn, Deputy Clerk 1. Call to Order 2. Adoption of Agenda Moved By: Councillor Rosehart Seconded By: Councillor Hayes THAT the Agenda as prepared for the Council meeting of Monday, May 25, 2015, be adopted. Carried. 3. Moment of Silence 4. Disclosures of Pecuniary Interest and the General Nature Thereof 5. Adoption of Council Minutes of Previous Meeting 5.1. Minutes of the Council Meeting of May 11, 2015. Council Minutes May 11, 2015 The Corporation of the Town of Tillsonburg COUNCIL MEETING Monday, May 25, 2015 6:00 PM Council Chambers 200 Broadway, 2nd Floor Minutes 16 Council Meeting – Minutes - 2 - Moved By: Councillor Hayes Seconded By: Councillor Rosehart THAT the Minutes of the Council Meeting of May 11, 2015, be approved. Carried. 6. Delegations and Presentations 6.1. Oxford County Public Health & Emergency Services presentation re Smoke Free Ontario Presented By: Gemma Urbani, Oxford County Public Health Council Delegation Request 2015 - OCPHES re Smoke Free Ontario Smoke-Free Ontario Act presentation Gemma Urbani and Kathy Lockman from Oxford County Public Health was in attendance to share with Council the most recent strategy from the Province of Ontario on Smoke Free Ontario. Council raised concerns with the ambiguity of enforcing the new provincial Smoke Free legislation. 6.2. Lake Lisgar Revitalization Project Update/Report Presented By: Frank Kempf, Chair, & Joan Weston, Committee Member CDR 15-16 LLRP Project Report Frank Kempf (Chair) and Joan Weston (Committee Member) were in attendance to share with Council a brief update regarding the Lake Lisgar Revitalization Project. Moved By: Councillor Esseltine Seconded By: Councillor Adam THAT Council receive the Lake Lisgar Revitalization Project Update Report as information; AND THAT the request for an annual amount of $5,000 be referred to the 2016 budget deliberations for consideration. Carried. 17 Council Meeting – Minutes - 3 - 7. Information Items 7.1. Municipality of Trent Lakes , Demonstrated Need for Aggregates Resolution Moved By: Councillor Adam Seconded By: Councillor Stephenson THAT Council receives the Municipality of Trent Lakes, Demonstrated Need for Aggregates Resolution as information. Carried. 7.2. Town of St Mary's VIA Rail Resolution Moved By: Councillor Adam Seconded By: Deputy Mayor Beres THAT Council receive the Town of St. Mary’s VIA Rail Letter Resolution as information; AND THAT the Council for the Town of Tillsonburg supports the Town of St. Mary’s Via Rail resolution, as well as the Southwestern Ontario Transportation Alliance’s (SWOTA) call for increased rail and bus service through the Network Southwest Action Plan, AND FURTHER THAT a letter demonstrating this support be returned to the attention of Mayor Strathdee, Town of St. Mary’s. Carried. 7.3. Canada 150 Community Infrastructure Program (CIP 150 - Stakeholder Letter) Moved By: Deputy Mayor Beres Seconded By: Councillor Adam THAT Council receives the Canada 150 Community Infrastructure Program as information; AND THAT a Special Council Meeting be called for June 3rd at 2:00 p.m. in order for Council to review the Canada 150 Community Infrastructure Grant Application. Carried. 8. Mayor 8.1. MYR 15-06 Update - County of Oxford MYR 15-06 Moved By: Councillor Stephenson Seconded By: Councillor Esseltine THAT Council receives report MYR 15-06 as information. 18 Council Meeting – Minutes - 4 - Carried. 9. Reports from Departments 9.1 Clerk’s Office 9.1.1. CL 15-16 Ontario Heritage Designation Iroquoian Settlement CL 15-16 OHT Designation Historical Society Request Project Summary Moved By: Councillor Esseltine Seconded By: Councillor Stephenson THAT Council receives Report CL 15-16, Ontario Heritage Designation; AND THAT Staff works with the Historical Society for the project unveiling event and the Tillsonburg Soccer Club to determine the location to display the plaque; AND THAT Staff refer the matter to the Trustees for the Community Trust for consideration. Carried. 9.2. Recreation, Culture & Park Services 9.2.1. RCP 15-23 – Commemorative Naming Policy RCP 15-23 - Commemorative Naming Policy Commemorative Naming Policy Council requested that staff review alternative processes to the Commemorative Naming Policy before bringing forward the final policy for Council approval. Moved By: Deputy Mayor Beres Seconded By: Councillor Adam That Council receives Report RCP 15-23 – Commemorative Naming Policy for information; AND THAT Council adopt in principle the Commemorative Naming Policy for the Town of Tillsonburg. Carried. 19 Council Meeting – Minutes - 5 - Moved By: Councillor Esseltine Seconded By: Councillor Adam THAT Council approve the renaming of the Tillsonburg Skate Park to the Kolin Smith Memorial Skate Park in recognition of his significant contribution to the local skate park community. Carried. 9.3. Development and Communication Services 9.3.1. Report DCS 15-22 Community Improvement Plan Application – 31 Maple Lane Report DCS 15-22 Community Improvement Plan Application-31 Maple Lane Application for CIP Moved By: Councillor Adam Seconded By: Deputy Mayor Beres THAT Council receive Report DCS 15-22 Community Improvement Plan Application – 31 Maple Lane; AND THAT the Community Improvement Plan Application for the 31 Maple Lane property be approved including rebates for applicable development and building permit fees; AND THAT a By-Law be brought forward at the next Council meeting for Council consideration. Carried. 9.3.2. Report DCS 15-23 Community Improvement Plan Application – 46 Rideout St W Report DCS 15-23 Community Improvement Plan Application-46 Rideout St W Application-46 Rideout St W Moved By: Deputy Mayor Beres Seconded By: Councillor Esseltine THAT Council receive Report DCS 15-23 Community Improvement Plan Application – 46 Rideout St W; AND THAT the Community Improvement Plan Application for the 46 Rideout St. W. property be approved including rebates for applicable building permit fees; 20 Council Meeting – Minutes - 6 - AND THAT a By-Law be brought forward at the next Council meeting for Council consideration. Carried. 9.4. Fire and Emergency Services 9.4.1. FRS 15-08 Hydraulic Rescue Tool Award FRS 15-08 Hydraulic Rescue Moved By: Councillor Hayes Seconded By: Councillor Rosehart THAT Council receives report FRS 15-08 Results for RFP-15-005 Hydraulic Rescue Tools; AND THAT Council award RFP-15-005 Hydraulic Rescue Tools to Code 4 Fire & Rescue Inc. of Hagersville, Ontario for $39,780 plus HST ($5,171.40). Carried. 9.5. Finance 9.5.1. FIN 15-24 Results for Proposal Request RFP Redesign Town's Website FIN 15-26 eSolutions Agreement Moved By: Councillor Stephenson Seconded By: Councillor Esseltine THAT Council receives report FIN 15- 24 regarding RFP 2015-002 results for proposal to redesign a new user-friendly website for the Town of Tillsonburg; AND THAT Council award RFP 2015-002 to eSolutions of Waterloo, Ontario at a total estimated fee of $24,500.00 (excluding HST) the highest scoring proposal received; AND THAT a By-law authorizing the Town of Tillsonburg and eSolutions to enter into an agreement to design a user-friendly website be brought forward for Council consideration. Carried. 21 Council Meeting – Minutes - 7 - 9.6. Operations 9.6.1. OPS 15-14 Results for Tenders RFT 15-003, RFT 15-004, RFT 15-005 and RFT 15-006 OPS 15-14 Results for Tenders RFT 15-003, RFT 15-004, RFT 15-005 and RFT 15-006 Moved By: Councillor Esseltine Seconded By: Councillor Stephenson Proposed Resolution # 9 THAT Council receive Report OPS 15-14 Results for Tenders RFT 15-003, RFT 15-004, RFT 15-005 and RFT 15-006; AND THAT Council award Tenders RFT 15-003 for the supply of a ½ Ton Standard Truck, RFT 15-004 for the supply of a ¾ Ton Truck with a dump body, RFT 15-005 for the supply of a ¾ Ton Standard Crew Cab Truck, and RFT 15- 006 for the supply of two 1-Ton Trucks with dump bodies to Oxford Dodge of London, Ontario at a total combined cost of $215,116.00 (plus applicable taxes), the lowest bid received for each tender. Carried. 9.6.2. OPS 15-15 Results for Proposal Request RFP 2015-007 Traffic Count Program and Intersection Improvement Recommendations OPS 15-15 Results for Proposal Request RFP 2015-007 Traffic Count Program and Intersection Improvement Recommendations RFP 2015-007 Consultant Moved By: Councillor Adam Seconded By: Councillor THAT Council receive Report OPS 15-15 regarding RFP 2015-007 results for consulting services to provide traffic counts and intersection improvement recommendations; AND THAT Council award RFP 2015-007 to Paradigm Transportation Solutions Limited of Waterloo, Ontario at a total estimated fee of $42,030 (excluding HST) the highest scoring proposal received; AND THAT Council approves the use of the engineering operating surplus of $12,030 identified in Operations Services Q1 report; 22 Council Meeting – Minutes - 8 - AND THAT a By-law authorizing Mayor and Clerk to enter into an agreement with Paradigm Transportation Solutions Limited for consulting services be brought forward for Council consideration. Carried. 10. Staff Information Reports 10.1. RCP 15-22 – Additional Hydro and Water Access in Memorial Park RCP 15-22 - Additional Hydro and Water Access in Memorial Park Location Diagram Moved By: Councillor Rosehart Seconded By: Councillor Hayes THAT Council receives Report RCP 15-22 – Additional Hydro and Water Access in Memorial Park for information. Carried. 11. Notice of Motions 12. By-Laws By-Laws for the Meeting of Monday, May 25, 2015 Moved By: Councillor Esseltine Seconded By: Councillor Stephenson THAT By-Law 3913 to Authorize an Agreement Between the Corporation of the Town of Tillsonburg and eSolution for the redesign of a new website for the Town of Tillsonburg (Schedule A eSolutions Agreement); AND THAT By-Law 3915 To authorize an Agreement with Paradigm Transportation Solutions Limited (Schedule A Paradigm Transportation Agreement; AND THAT By-Law 3914 to confirm the proceedings of Council at its Council meeting held on the 25th day of May, 2015, be read for a first, second and third reading and that the Mayor and the Clerk be and are hereby authorized to sign the same, and place the Corporate Seal thereunto. Carried. 23 Council Meeting – Minutes - 9 - 13. Items of Public Interest 14. Adjournment Moved By: Deputy Mayor Beres Seconded By: Councillor Adam THAT the Council Meeting of Monday, May 25, 2015 be adjourned at 9:06 p.m. Carried. 24 STAFF REPORT FINANCE Title: 2014 Draft Financial Statements Report No.: FIN 15-26 Author: DARRELL EDDINGTON Meeting Type: COUNCIL MEETING Council/Committee Date: JUNE 11, 2015 Attachments: DRAFT FINANCIAL STATEMENTS RECOMMENDATION THAT Council receives report FIN15-26 2014 Draft Financial Statements; THAT the Draft Financial Statements for the year ended December 31, 2014 be approved; THAT the 2014 Independence and Management Letters be received; AND THAT the 2014 surplus of $62,671 be contributed to reserves. EXECUTIVE SUMMARY To provide Council with the 2014 Draft Financial Statements and the 2014 Independence and Management Letters. BACKGROUND The Auditor, Christene Scrimegeour, will be presenting the 2014 Draft Financial Statements and the 2014 Independence and Management Letters to Council. FINANCIAL IMPACT/FUNDING SOURCE The 2014 deficit previously reported to Council at the meeting of February 26, 2015 was $79,697. During the year end process, the following financial adjustments were made resulting in a 2014 final audited surplus of $62,671: 1 CAO 25 2014 Previously stated deficit $79,697 Police - PSU credit -123,738 2014 Funded Vacation 134,898 Urban County Roads Maintenance -24,174 Taxes - School Board Apportionment -138,643 Other - net 9,289 2014 Revised surplus $(62,671) 2 CAO 26 TOWN OF TILLSONBURG DECEMBER 31, 2014 CONSOLIDATED FINANCIAL REPORT 27 INDEPENDENT AUDITOR'S REPORT To the Members of Council, Inhabitants and Ratepayers of the Town of Tillsonburg: I have audited the accompanying consolidated financial statements of Town of Tillsonburg, which comprise the consolidated statement of financial position as at December 31, 2014 and the consolidated statements of operations and accumulated surplus, cash flows and changes in net financial assets for the year then ended, and a summary of significant accounting policies and other explanatory information. Management's Responsibility for the Financial Statements Management is responsible for the preparation and fair presentation of these consolidated financial statements in accordance with Canadian public sector accounting standards, and for such internal control as management determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. Auditor's Responsibility My responsibility is to express an opinion on these consolidated financial statements based on my audit. I conducted my audit in accordance with Canadian generally accepted auditing standards. Those standards require that I comply with ethical requirements and plan and perform the audit to obtain reasonable assurance about whether the financial statements are free from material misstatement. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditor's judgment, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity's preparation and fair presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity's internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by management, as well as evaluating overall presentation of the financial statements. I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my audit opinion. Opinion In my opinion, the consolidated financial statements present fairly, in all material respects, the financial position of the Town of Tillsonburg as at December 31, 2014 and its financial performance and its changes in cash flows and net financial assets for the year then ended in accordance with Canadian public sector accounting standards. London, Canada June 11, 2015 LICENSED PUBLIC ACCOUNTANT 28 Statement 1 TOWN OF TILLSONBURG CONSOLIDATED STATEMENT OF FINANCIAL POSITION DECEMBER 31, 2014 (with comparative balances as at December 31, 2013) 2014 2013 FINANCIAL ASSETS Cash $2,915,224 $3,759,928 Investments (note 7)32,259 31,143 Taxes receivable 1,154,761 1,052,328 Accounts receivable 2,767,210 1,419,227 Due from unconsolidated entities (note 15)574,799 142,844 Other long term assets (note 5)1,860,197 1,866,601 Investment in Tillsonburg Hydro Inc. (note 12)8,659,867 8,202,581 17,964,317 16,474,652 LIABILITIES Accounts payable and accrued liabilities 2,964,024 2,260,233 Other current liabilities 1,012,541 1,269,807 Accrued employee benefits (notes 8, 13 and 14)861,042 249,380 Deferred revenue (note 9)2,045,017 1,095,900 Long term debt (note 10)10,928,893 11,938,049 17,811,517 16,813,369 NET FINANCIAL ASSETS (LIABILITIES)152,800 (338,717) NON-FINANCIAL ASSETS Tangible capital assets - Schedule 1 52,712,458 53,998,398 Capital work in progress 1,307,479 177,163 Inventories 33,505 28,435 Prepaid expenses 33,748 333,397 54,087,190 54,537,393 ACCUMULATED SURPLUS - Statement 2 $54,239,990 $54,198,676 The accompanying notes are an integral part of these financial statements. 29 Statement 2 TOWN OF TILLSONBURG CONSOLIDATED STATEMENT OF OPERATIONS AND ACCUMULATED SURPLUS FOR THE YEAR ENDED DECEMBER 31, 2014 (with comparative balances for the year ended December 31, 2013) Budget Actual Actual 2014 2014 2013 REVENUES Property taxation $12,915,495 $13,041,470 $12,854,433 User charges 3,612,039 4,208,266 3,730,770 Government grants 1,178,533 482,748 1,084,462 Investment income 212,100 247,742 599,779 Penalty and interest on taxes 170,000 174,170 124,334 Donations 33,000 30,076 28,130 Development charge revenue 7,000 -189,996 18,128,167 18,184,472 18,611,904 EXPENDITURES General government 1,781,736 2,712,245 2,395,824 Protection to persons and property 5,558,859 5,659,066 5,079,329 Transportation services 3,037,917 4,640,670 4,257,650 Environmental services 480,954 530,040 539,801 Health services 247,643 304,112 245,558 Recreation and cultural development 4,055,062 4,441,856 4,390,909 Planning and development 875,515 780,006 967,596 16,037,686 19,067,995 17,876,667 EXCESS REVENUES OVER EXPENDITURES (EXPENDITURES OVER REVENUES)2,090,481 (883,523)735,237 OTHER Gain (loss) on disposal of tangible capital assets -(13,846)(229,744) Equity acquired in Tillsonburg Hydro Inc. (note 12)-457,286 46,693 Government transfers related to capital 184,750 112,103 223,499 Donations and other revenues related to capital 464,000 182,768 288,000 Developer contributions-in-kind related to capital -186,526 - 648,750 924,837 328,448 Excess revenues over expenditures 2,739,231 41,314 1,063,685 Accumulated surplus, beginning of year 54,198,676 54,198,676 53,134,991 ACCUMULATED SURPLUS, END OF YEAR (note 11)$56,937,907 $54,239,990 $54,198,676 The accompanying notes are an integral part of these financial statements. 30 Statement 3 TOWN OF TILLSONBURG CONSOLIDATED STATEMENT OF CASH FLOWS FOR THE YEAR ENDED DECEMBER 31, 2014 (with comparative balances for the year ended December 31, 2013) 2014 2013 NET INFLOW (OUTFLOW) OF CASH RELATED TO THE FOLLOWING ACTIVITIES: OPERATING Excess revenues over expenditures - Statement 2 $41,314 $1,063,685 Non-cash changes to operations Amortization 2,393,308 2,402,640 Loss on disposal of tangible capital assets 82,251 720,334 Net change in non-cash operating balances (A)131,338 1,049,058 Net change in cash from operating activities 2,648,211 5,235,717 CAPITAL Acquisition of tangible capital assets (1,189,620)(2,455,428) Decrease (increase) in work in progress (1,130,316)1,319,744 Decrease (increase) in other non-financial assets 294,579 (317,990) Net change in cash from capital activities (2,025,357)(1,453,674) INVESTING Net change in investment in Tillsonburg Hydro Inc. (note 12)(457,286)(46,693) FINANCING Net change in long term debt (note 10)(1,009,156)(2,033,584) Net change in cash and cash equivalents during the year (843,588)1,701,766 Cash and cash equivalents, beginning of year 3,791,071 2,089,305 CASH AND CASH EQUIVALENTS, END OF YEAR $2,947,483 $3,791,071 COMPRISED OF: Cash $2,915,224 $3,759,928 Investments 32,259 31,143 $2,947,483 $3,791,071 (A) Non-cash operating balances includes taxes and accounts receivable, due from unconsolidated entities, accounts payable and accrued liabilities, other current liabilities, accrued employee benefits and deferred revenue. The accompanying notes are an integral part of these financial statements. 31 Statement 4 TOWN OF TILLSONBURG CONSOLIDATED STATEMENT OF CHANGE IN NET FINANCIAL ASSETS (LIABILITIES) FOR THE YEAR ENDED DECEMBER 31, 2014 (with comparative figures for the year ended December 31, 2013) 2014 2013 Excess revenues over expenditures - Statement 2 $41,314 $1,063,685 Amortization of tangible capital assets 2,393,308 2,402,640 Acquisition of tangible capital assets (1,189,620)(2,455,428) Loss on sale of tangible capital assets 82,251 720,334 Decrease (increase) in work in progress (1,130,316)1,319,744 Disposal of (acquisition of) supplies inventory (5,069)10,530 Disposal of (acquisition of) prepaid expenses 299,649 (328,520) Increase (decrease) in net financial assets 491,517 2,732,985 Net financial assets (liabilities), beginning of year (338,717)(3,071,702) NET FINANCIAL ASSETS (LIABILITIES), END OF YEAR $152,800 $(338,717) The accompanying notes are an integral part of these financial statements. 32 TOWN OF TILLSONBURG NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS DECEMBER 31, 2014 The Town of Tillsonburg is a Town in the Province of Ontario, Canada. It conducts its operations guided by the provisions of provincial statutes such as the Municipal Act, Municipal Affairs Act and related legislation. 1.Significant Accounting Policies The consolidated financial statements of the Corporation of the Town of Tillsonburg are prepared by management in accordance with Canadian public sector accounting standards. The focus of these financial statements is on the financial position of the Town and changes thereto. The Statement of Financial Position reports financial assets and liabilities. Financial assets are available to provide resources to discharge existing liabilities or finance future operations. Net financial assets represent the financial position of the Town and is the difference between financial assets and liabilities. This information presents the Town's overall future revenue requirements and its ability to finance activities and meet its obligations. The following outlines the significant accounting policies: (a)Reporting Entity These consolidated statements reflect the assets, liabilities, revenues, expenditures and accumulated surpluses and changes in investment in non financial assets of the Town of Tillsonburg. The reporting entity includes the activities of all committees of Council and the following boards, municipal enterprises and utilities which are under the control of Council: Tillsonburg Business Improvement Area Board of Management All interfund assets and liabilities and revenues and expenditures have been eliminated. During 2013, the operations of the Tillsonburg Public Library Board were transferred to the County of Oxford. The following local boards, joint local boards, municipal enterprises and utilities are not consolidated: Tillsonburg Waterworks Department Tillsonburg Sanitary Sewer Department Government business enterprises are separate legal entities that do not rely on the Town for funding. Investments in government business enterprises are accounted for using the modified equity method. Tillsonburg Hydro Inc. is a government business enterprise and the Town's investment in this corporation is reflected in these financial statements. 33 TOWN OF TILLSONBURG NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS DECEMBER 31, 2014 1.Significant Accounting Policies continued (b)Accounting for County and School Board Transactions The taxation, other revenues, expenditures, assets and liabilities with respect to the operations of the school boards, and the Town of Tillsonburg are not reflected in the operations in these financial statements. (c)Trust Funds Trust funds and their related operations administered by the Town are not consolidated, but are reported separately on the Trust Funds Statements of Financial Position and Statement of Operations. (d)Accrual Accounting The accrual basis of accounting recognizes revenues as they become available and measurable; expenditures are recognized as they are incurred and measurable as a result of receipt of goods or services and the creation of a legal obligation to pay. (e)Non-Financial Assets Non-financial assets are not available to discharge existing liabilities and are held for use in the provision of services. They have useful lives extending beyond the current year and are not intended for sale in the ordinary course of operations. The change in non-financial assets during the year, together with the excess of revenues over expense, provides the Change in Net Financial Assets for the year. Tangible capital assets are recorded at cost which includes all amounts that are directly attributable to acquisition, construction, development or betterment of the asset. The costs, less residual value, of the tangible capital assets are amortized on a straight-line basis over their estimated useful lives as follows: Land improvements 25-50 years Buildings and structures 30-70 years Leasehold improvements term of lease Vehicles 3-20 years Information technology 3-10 years Equipment 5-40 years Roads 20-50 years Bridges and other structures 40-50 years 34 TOWN OF TILLSONBURG NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS DECEMBER 31, 2014 1.Significant Accounting Policies continued (e) Non-Financial Assets continued The Town has a capitalization threshold of $ 5,000 to $ 25,000, depending on the nature of the assets, so that individual assets of lesser value are expensed unless they are pooled because collectively they have a significant value. Leases are classified as capital or operating leases. Leases which transfer substantially all of the benefits and risks incidental to ownership of property are accounted for as capital leases. All other leases are accounted for as operating leases and the related lease payments are charged to expense as incurred. Tangible capital assets received as contributions are recorded at their fair value at the date of receipt. The fair value is also recorded as contributed revenue. (f) Inventories Inventories held for consumption are recorded at the lower of cost or replacement cost. (g)Revenue Recognition Government grants and transfers are recognized in the financial statements as revenues in the period in which events giving rise to the transfer occur, providing the transfers are authorized, any eligibility criteria have been met, and reasonable estimates of the amounts can be made. (h)Deferred Revenue Grants, contributions and other amounts are received from third parties pursuant to legislation, regulation or agreement and may only be used in the conduct of certain programs, in the completion of specific work, or for the purchase of tangible capital assets. In addition, certain user charges and fees are collected for which the related services have yet to be performed. Revenue is recognized in the period when the related expenditures are incurred, services performed, or the tangible capital assets are acquired. (i) Financial Instruments Financial instruments of the Town consist mainly of cash, investments, accounts and taxes receivable. The carrying values of these financial assets approximate their fair values unless otherwise disclosed. 35 TOWN OF TILLSONBURG NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS DECEMBER 31, 2014 1.Significant Accounting Policies continued (j)Use of Estimates The preparation of consolidated financial statements in conformity with Canadian public sector accounting standards requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities and disclosure of contingent assets and liabilities at the date of the financial statements, and the reported amounts of revenues an expenditures during the period. Actual results could differ from these estimates. 2.Tax Revenues Property tax billings are prepared by the Town based on an assessment roll prepared by the Ontario Property Assessment Corporation. All assessed property values in the Town were reviewed and new values established based on a common valuation date which was used by the Town in computing the 2014 property tax bills. Property tax revenue and tax receivables are subject to appeals which may not have been heard yet. Any supplementary billing adjustments made necessary by the determination of such appeals will be recognized in the fiscal year they are determined and the effect shared with the Town of Tillsonburg and the appropriate school boards. 3.Trust Funds Trust funds administered by the Town amounting to $1,187,875 (2013 - $ 1,192,320) have not been included in the Consolidated Statement of Financial Position nor have their operations been included in the Consolidated Statement of Operations and Accumulated Surplus. 4.Operations of School Boards and the County of Oxford Further to note 1, the taxation revenues of the school boards and Town of Tillsonburg are comprised of the following: School Boards County Taxation $5,531,933 $7,628,571 Requisitions $5,531,933 $7,628,571 5. Other Long Term Assets Included in other long term assets as at December 31, 2014, is land held for resale of $1,827,011 (2013 - $1,827,011). Certain of these lands are included in the assets of the reserve funds in note 11. 36 TOWN OF TILLSONBURG NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS DECEMBER 31, 2014 6 Pension Agreements The Town makes contributions to the Ontario Municipal Employees Retirement Fund (OMERS), which is a multi-employer plan, on behalf of members of its staff. The plan is a defined benefit plan which specifies the amount of the retirement benefit to be received by the employees based on the length of services and rates of pay. The amount contributed to OMERS for 2014 was $ 568,688 (2013 - $ 572,526) for current service and is included as an expenditure on the Consolidated Statement of Operations. 7.Investments Investments of $32,259 (2013 - $ 31,143) are recorded at their cost and are short-term in nature. Investments consist of money market funds, which have a market value approximating cost. 8.Liability for Vested Sick Leave Benefits Effective January 1, 2000, the sick leave benefit plan was replaced by a short term protection plan. Accumulation of sick leave benefits ceased December 31, 1999. Employees with accumulated sick leave benefits are entitled to receive payment of a maximum of fifty percent of their accumulated sick leave benefit as of December 31, 1999. Payments cannot be made in excess of 130 days. The liability for these accumulated days, to the extent that they have vested and could be taken in cash by the employee, approximated $ 41,416 (2013 - $ 37,249) at the end of the year. The full amount of this liability has been accrued on the Consolidated Statement of Financial Position. An amount of $25,871 was paid out in 2015 and anticipated payments in subsequent years are not determinable at this time. 9.Deferred Revenue A requirement of the Canadian public sector accounting standards is that obligatory reserve funds be reported as deferred revenue. This requirement is in place as provincial legislation restricts how these funds may be used and under certain circumstances these funds may possibly be refunded. The balances in the obligatory reserve funds of the Town are summarized as follows: 2014 2013 Development charges $1,147,602 $776,888 Federal gas tax 649,754 - Building 178,990 - Deferred operating revenues 68,671 319,012 $2,045,017 $1,095,900 During 2013, the Town transferred the library development charges to the County of Oxford. 37 TOWN OF TILLSONBURG NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS DECEMBER 31, 2014 10. Long term debt 2014 2013 (a)Long term debt outstanding, end of the year $10,928,893 $11,938,049 (b)Of the net term liabilities reported in (a) of this note, $5,303,727 in principal payments are payable from 2015 to 2019, $2,856,868 is payable in 2020 to 2024 and $2,768,298 is payable thereafter. (c)Approval of the Ontario Municipal Board has been obtained for the long term liabilities and commitments to be financed by revenues beyond the term of Council and approved on or before December 31, 1992. Those approved after January 1, 1993 have been approved by by-law. The principal and interest payments required to service these pending issues and commitments are within the debt repayment limit prescribed by the Ministry of Municipal Affairs. (d)The Town is not contingently liable for any long term debt with respect to an unconsolidated local board at December 31, 2014. (e)Included in the long term debt is a capital lease of $ 69,798 (2013 - $ 90,154) incurred to finance capital equipment. The lease expires in 2016. (f)Interest for the year for net long-term debt which is reported on the Consolidated Statement of Operations and Accumulated Surplus is as follows: 2014 2013 $528,517 $674,546 (g)During the year ended December 31, 2013, $2,250,000 of existing debt was refinanced. 38 TOWN OF TILLSONBURG NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS DECEMBER 31, 2014 11. Accumulated Surplus The accumulated surplus on the Consolidated Statement of Financial Position at the end of the year are comprised of the following: 2014 2013 Operating surpluses (deficits) - Revenue fund $62,671 $463,281 Invested in tangible capital assets 41,447,503 41,561,611 Investment in Tillsonburg Hydro Inc. (note 12)8,659,867 8,202,581 Unfunded liability for unused vacation (note 14)(269,797)- Reserves set aside for specific purpose - for acquisition of capital assets and general purposes 4,339,746 3,971,203 Accumulated surplus $54,239,990 $54,198,676 39 TOWN OF TILLSONBURG NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS DECEMBER 31, 2014 12. Investment in Tillsonburg Hydro Inc. The Town of Tillsonburg accounts for its 100% investment in Tillsonburg Hydro Inc. using the modified equity method. Under this method, the accounting policies of Tillsonburg Hydro Inc. are not adjusted to conform to those of the Town of Tillsonburg. In subsequent years, the cost of this investment is increased by the earnings or decreased by the losses of Tillsonburg Hydro Inc. Beginning in 2013, Tillsonburg Hydro Inc. prepares their financial statements in accordance with International Financial Reporting Standards ("IFRS"). Condensed financial information of Tillsonburg Hydro Inc. is as follows: 2014 2013 Statement of Financial Position as at December 31: Current assets $5,481,801 $5,595,602 Property, plant and equipment 9,646,971 9,582,281 Regulatory assets 222,315 - Non-regulatory assets 103,882 118,654 $15,454,969 $15,296,537 Current liabilities $3,049,207 $2,518,682 Long term liabilities 2,555,508 2,880,194 Regulatory liabilities -504,693 Equity 9,850,254 9,392,968 $15,454,969 $15,296,537 40 TOWN OF TILLSONBURG NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS DECEMBER 31, 2014 12. Investment in Tillsonburg Hydro Inc. continued Statements of Comprehensive Income and Retained Earnings: 2014 2013 Power revenue $22,146,038 $20,128,436 Cost of power 22,146,038 20,128,436 Gross margin -- Distribution revenue 3,545,666 3,996,600 Net non-utility revenue 15,127 25,919 Expenditures 2,894,117 3,406,952 Net operating revenue 666,676 615,567 Provision for taxes 59,390 68,874 Net earnings for the year, before dividends 607,286 546,693 Dividends 150,000 300,000 Return of capital -200,000 Net change in investment in Tillsonburg Hydro Inc.$457,286 $46,693 Opening, Investment in Tillsonburg Hydro Inc.$8,202,581 $8,155,888 Net change in investment in Tillsonburg Hydro Inc.457,286 46,693 Closing, Investment in Tillsonburg Hydro Inc.$8,659,867 $8,202,581 13. Post Employment Benefit Liability Included in the accrued employee benefits is an amount for post employment benefits of $77,474 (2013 - $82,857). The Town provides certain employee benefits which will require funding in future periods. An internal estimate of future liabilities was completed and forms the basis for the estimated liability reported in these consolidated financial statements. 41 TOWN OF TILLSONBURG NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS DECEMBER 31, 2014 14.Liability for Vacation Credits During 2014, the Town determined that under their vacation plan, some vacation credits are earned as at December 31 of each year, but are generally not utilized until a later date. These credits are available to employees to take in future periods. The approximate value of these credits at December 31, 2014 are $404,695, of which $134,898 has been expensed in 2014 and the remaining $269,797 has been recorded as an unfunded liability to be recognized in future periods. 15.Due (To) From Unconsolidated Entities The banking activities of the following entities are administered by the Town of Tillsonburg. Accordingly, the amount due (to) from these entities represents the net working capital position between the Town and the entity as follows: 2014 2013 Tillsonburg Hydro Inc.$304,949 $(61,991) Town of Tillsonburg - Waterworks Department 185,589 185,589 Town of Tillsonburg - Sanitary Sewer Department 84,261 19,246 $574,799 $142,844 16. Budget Figures The Town's Council completes separate budget reviews for its operating and capital budgets each year. The approved operating budget for 2014 is reflected on the Consolidated Statement of Operations and Accumulated Surplus. For capital spending, budgets are set for individual projects and funding for these activities is determined annually and made by transfers from reserves funds and by the application of applicable grants or other funds available to apply to capital projects. 17. Contingent Liabilities The Public Sector Accounting Board of CPA Canada released a standard, 3510, related to Contaminated Sites. This standard requires municipalities to evaluate sites owned by the municipality and the associated costs, if any, to remediate such sites, as well as financial statement presentation and criteria to recognize these costs. The Town of Tillsonburg received an order from the Ministry of Natural Resources to clean up the discharge from a failing abandoned oil well. The source well is under an existing road embankment, however, the exact location is not apparent. The responsibility for the cost to clean up and plug the abandoned oil well is in dispute. The matter has been referred to legal counsel and the outcome is not determinable at this time. The Town is not aware of any other contaminated sites. 42 TOWN OF TILLSONBURG NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS DECEMBER 31, 2014 18.Subsequent Event The Town received correspondence from the Ontario Workplace Safety and Insurance Board (WSIB) which estimates the cost to the Town of future benefits payable under presumptive cancer legislation for volunteer firefighters of $495,609. This estimate was prepared by WSIB using Province wide estimates based on actuarial assumptions. The Town is in the process of determining their future benefits based on assumptions that are particular to the Town's circumstances. 19. Public Sector Salary Disclosure There were seven employees in 2014 paid a salary, as defined in the Public Sector Disclosure Act, 1996 of $100,000 or more. 20.Segmented Information Segmented information is presented on Schedule 2. The Town of Tillsonburg is a diversified municipality and provides a wide range of services to its citizens including police, fire, transportation and community services, including recreation and planning. The general government segment includes such functions as finance and information services, council and administrative offices. 43 Schedule 1 TOWN OF TILLSONBURG SCHEDULE OF CONSOLIDATED TANGIBLE CAPITAL ASSETS DECEMBER 31, 2014 (with comparative balances as at December 31, 2013) Buildings & Furniture &Computer Transportation Roads &Communication Other 2014 2013 Land Fixtures Equipment Hardware Equipment Bridges Equipment Equipment Total Total COST Balance, beginning of year $1,881,721 $21,004,280 $125,004 $766,700 $5,656,909 $54,907,692 $1,564,176 $3,007,403 $88,913,885 $88,957,152 Add: Additions during the year -187,758 -261,267 -642,625 -97,970 1,189,620 2,455,428 Less: Disposals during the year -(14,918)--(229,654)(111,641)-(7,036)(363,249)(2,498,695) Balance, end of year 1,881,721 21,177,120 125,004 1,027,967 5,427,255 55,438,676 1,564,176 3,098,337 89,740,256 88,913,885 ACCUMULATED AMORTIZATION Balance, beginning of year -6,778,959 76,456 587,989 3,708,556 21,404,025 93,665 2,265,837 34,915,487 34,291,208 Add: Amortization during the year -441,550 7,334 119,579 334,144 1,236,108 91,360 163,233 2,393,308 2,402,640 Less: Disposals during the year -(14,918)--(232,395)(29,756)-(3,928)(280,997)(1,778,361) Balance, end of year -7,205,591 83,790 707,568 3,810,305 22,610,377 185,025 2,425,142 37,027,798 34,915,487 NET BOOK VALUE OF TANGIBLE CAPITAL ASSETS $1,881,721 $13,971,529 $41,214 $320,399 $1,616,950 $32,828,299 $1,379,151 $673,195 $52,712,458 $53,998,398 This schedule is provided for information purposes only. 44 Schedule 2 TOWN OF TILLSONBURG CONSOLIDATED SCHEDULE OF SEGMENTED INFORMATION FOR THE YEAR ENDED DECEMBER 31, 2014 General Protective Recreation and Planning and Government Services Transportation Environmental Health Services Culture Development Total REVENUES Property taxation $12,797,957 $-$140,253 $-$-$-$103,260 $13,041,470 User charges 533,802 1,046,103 725,716 140,934 117,402 1,311,454 332,855 4,208,266 Government grants 6,644 151,728 83,949 146,994 1,854 90,889 690 482,748 Investment income 234,471 ---12,919 -352 247,742 Penalties and interest on taxes 174,170 ------174,170 Donations ----500 19,582 9,994 30,076 13,747,044 1,197,831 949,918 287,928 132,675 1,421,925 447,151 18,184,472 EXPENDITURES Salaries and benefits 2,291,098 1,485,825 1,681,971 128,215 112,338 2,385,442 321,574 8,406,463 Materials and supplies 744,355 186,041 909,453 132,584 35,783 974,989 59,925 3,043,130 Contracted expenditures 638,508 3,488,254 279,271 115,062 21,201 229,962 66,594 4,838,852 Other 330,875 268,504 215,332 595 35,850 243,559 156,003 1,250,718 Interfunctional transfers (1,957,257)172,920 104,957 134,376 97,920 54,091 -(1,392,993) Debt interest 56,177 759 178,129 10,516 -192,352 90,584 528,517 Amortization 608,489 56,763 1,271,557 8,692 1,020 361,461 85,326 2,393,308 2,712,245 5,659,066 4,640,670 530,040 304,112 4,441,856 780,006 19,067,995 EXCESS EXPENDITURES OVER REVENUES 11,034,799 (4,461,235)(3,690,752)(242,112)(171,437)(3,019,931)(332,855)(883,523) OTHER Gain (loss) on disposal 19,039 -(81,885)---49,000 (13,846) Equity in Tillsonburg Hydro 457,286 ------457,286 Government transfers related to capital ----43,431 68,672 -112,103 Donations and other revenues related to capital -6,000 144,726 -4,137 27,905 -182,768 related to capital --186,526 ----186,526 476,325 6,000 249,367 -47,568 96,577 49,000 924,837 EXCESS REVENUES OVER EXPENDITURES $11,511,124 $(4,455,235)$(3,441,385)$(242,112)$(123,869)$(2,923,354)$(283,855)$41,314 This schedule is provided for information purposes only. 45 TOWN OF TILLSONBURG SANITARY SEWER DEPARTMENT DECEMBER 31, 2014 FINANCIAL STATEMENTS 46 INDEPENDENT AUDITOR'S REPORT To the Members of Council, Ratepayers and Inhabitants of the Town of Tillsonburg I have audited the accompanying financial statements of Town of Tillsonburg Sanitary Sewer Department, which comprise the statement of financial position as at December 31, 2014 and the statements of operations and accumulated surplus, cash flows and change in net financial assets for the year then ended, and a summary of significant accounting policies and other explanatory information. Management's Responsibility for the Financial Statements Management is responsible for the preparation and fair presentation of these financial statements in accordance with Canadian public sector accounting standards, and for such internal control as management determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. Auditor's Responsibility My responsibility is to express an opinion on these financial statements based on my audit. I conducted my audit in accordance with Canadian generally accepted auditing standards. Those standards require that I comply with ethical requirements and plan and perform the audit to obtain reasonable assurance about whether the financial statements are free from material misstatement. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditor's judgment, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity's preparation and fair presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity's internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by management, as well as evaluating overall presentation of the financial statements. I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my audit opinion. Opinion In my opinion, the financial statements present fairly, in all material respects, the financial position of the Town of Tillsonburg Sanitary Sewer Department as at December 31, 2014 and its financial performance and its changes in net financial assets and cash flows for the year then ended in accordance with Canadian public sector accounting standards. London, Canada June 11, 2015 LICENSED PUBLIC ACCOUNTANT 47 Statement 1 TOWN OF TILLSONBURG SANITARY SEWER DEPARTMENT STATEMENT OF FINANCIAL POSITION DECEMBER 31, 2014 (with comparative balances as at December 31, 2013) 2014 2013 CURRENT Accounts receivable $430,167 $538,008 430,167 538,008 LIABILITIES Due to Town of Tillsonburg (note 2)81,363 19,246 Due to County of Oxford 348,804 518,762 430,167 538,008 NET FINANCIAL ASSETS NIL NIL ACCUMULATED SURPLUS - Statement 2 $NIL $NIL The accompanying notes are an integral part of these financial statements. 48 Statement 2 TOWN OF TILLSONBURG SANITARY SEWER DEPARTMENT STATEMENT OF OPERATIONS AND ACCUMULATED SURPLUS FOR THE YEAR ENDED DECEMBER 31, 2014 (with comparative balances for the year ended December 31, 2013) Budget Actual Actual 2014 2014 2013 REVENUES Taxation $459,767 $462,558 $448,457 Surcharge on direct water billings- usage 3,000,000 2,810,222 3,068,409 Surcharge on direct water billings- capital 59,400 58,564 63,839 3,519,167 3,331,344 3,580,705 EXPENDITURES Operating and maintenance 257,996 189,380 198,621 Bad debt expense -19,088 22,400 Equipment and distribution system 374,234 427,462 - 632,230 635,930 221,021 OTHER EXPENDITURES County of Oxford 2,886,937 2,695,414 3,359,684 Excess revenues over expenditures NIL NIL NIL Accumulated surplus beginning of year NIL NIL NIL ACCUMULATED SURPLUS, END OF YEAR $NIL $NIL $NIL The accompanying notes are an integral part of these financial statements. 49 Statement 3 TOWN OF TILLSONBURG SANITARY SEWER DEPARTMENT STATEMENT OF CASH FLOWS FOR THE YEAR ENDED DECEMBER 31, 2014 (with comparative figures for the year ended December 31, 2013) 2014 2013 NET INFLOW (OUTFLOW) OF CASH RELATED TO THE FOLLOWING ACTIVITIES: OPERATING Excess revenues over expenditures - Statement 2 $NIL $NIL Cash, beginning of year NIL NIL CASH, END OF YEAR $NIL $NIL The accompanying notes are an integral part of these financial statements. 50 Statement 4 TOWN OF TILLSONBURG SANITARY SEWER DEPARTMENT STATEMENT OF CHANGE IN NET FINANCIAL ASSETS FOR THE YEAR ENDED DECEMBER 31, 2014 (with comparative figures for the year ended December 31, 2013) 2014 2013 Excess revenues over expenditures - Statement 2 $NIL $NIL Net financial assets (liabilities), beginning of year NIL NIL NET FINANCIAL ASSETS, END OF YEAR $NIL $NIL The accompanying notes are an integral part of these financial statements. 51 TOWN OF TILLSONBURG SANITARY SEWER DEPARTMENT NOTES TO THE FINANCIAL STATEMENTS DECEMBER 31, 2014 The Town of Tillsonburg Sanitary Sewer Department is a municipal enterprise in the Province of Ontario, Canada. Its operations are governed by the provisions of provincial statutes. Effective January 1, 2000, responsibility for the Sanitary Sewer system was assumed by the County of Oxford. 1.Accounting policies The financial statements of the Town of Tillsonburg Sanitary Sewer Department are the representation of the Department prepared in accordance with Canadian public sector accounting standards. The significant accounting policies are summarized as follows: (a) Reporting entity The financial statements reflect the assets, liabilities, revenues and expenditures and accumulated surplus of the Department. (b)Basis of accounting Revenues and expenditures are reported on the accrual basis of accounting. The accrual basis of accounting recognizes revenues as they become available and measurable; expenditures are recognized as they are incurred and measurable as a result of the receipt of goods or services and the creation of a legal obligation to pay. (c) Tangible capital assets The Department does not own any tangible capital assets. (d)Financial instruments Financial instruments of the Department consist mainly of accounts receivable and Due from (to) County of Oxford and Due from (to) Town of Tillsonburg. The carrying values of these financial assets approximate their fair values unless otherwise disclosed. 52 TOWN OF TILLSONBURG SANITARY SEWER DEPARTMENT NOTES TO THE FINANCIAL STATEMENTS DECEMBER 31, 2014 1.Accounting policies continued (e) Revenue recognition Government grants and transfers are recognized in the financial statements as revenues in the period in which events giving rise to the transfer occur, providing the transfers are authorized, any eligibility criteria have been met, and reasonable estimates of the amounts can be made. (f) Use of estimates The preparation of financial statements in conformity with Canadian publc sector accounting standards requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities at the date of the financial statements and the reported amounts of revenue and expenditures during the period. Since precise determination of many assets and liabilities is dependent upon future events, the preparation of periodic financial statements necessarily involves the use of estimates and approximations. Actual results could differ from management's best estimates, as additional information becomes available in the future. (g)Budget The operating budget approved by the County of Oxford for 2014 is reflected on the statement of operations. 2.Continuing operations All banking activities are administered by the Town of Tillsonburg, on behalf of sewer activities. The amount due from the Town of Tillsonburg represents the net working capital position between the Town and Sanitary Sewer Department after adding or deducting payments made to or received from the County of Oxford. 53 TOWN OF TILLSONBURG WATERWORKS DEPARTMENT DECEMBER 31, 2014 FINANCIAL STATEMENTS 54 INDEPENDENT AUDITOR'S REPORT To the Members of Council, Ratepayers and Inhabitants of the Town of Tillsonburg: I have audited the accompanying financial statements of Town of Tillsonburg Waterworks Department, which comprise the statement of financial position as at December 31, 2014 and the statements of operations and accumulated surplus, cash flows and change in net financial assets (liabilities) for the year then ended, and a summary of significant accounting policies and other explanatory information. Management's Responsibility for the Financial Statements Management is responsible for the preparation and fair presentation of these financial statements in accordance with Canadian public sector accounting standards, and for such internal control as management determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. Auditor's Responsibility My responsibility is to express an opinion on these financial statements based on my audit. I conducted my audit in accordance with Canadian generally accepted auditing standards. Those standards require that I comply with ethical requirements and plan and perform the audit to obtain reasonable assurance about whether the financial statements are free from material misstatement. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditor's judgment, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity's preparation and fair presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity's internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by management, as well as evaluating overall presentation of the financial statements. I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my audit opinion. Opinion In my opinion, the financial statements present fairly, in all material respects, the financial position of the Town of Tillsonburg Waterworks Department as at December 31, 2014 and its financial performance and its changes in cash flows and net financial assets for the year then ended in accordance with Canadian public sector accounting standards. London, Canada June 11, 2015 LICENSED PUBLIC ACCOUNTANT 55 Statement 1 TOWN OF TILLSONBURG WATERWORKS DEPARTMENT STATEMENT OF FINANCIAL POSITION DECEMBER 31, 2014 (with comparative balances as at December 31, 2013) 2014 2013 CURRENT Accounts receivable $410,616 $618,100 410,616 618,100 LIABILITIES Due to Town of Tillsonburg (note 2)188,487 185,589 Due to County of Oxford 314,798 534,090 503,285 719,679 NET FINANCIAL ASSETS (LIABILITIES)(92,669)(101,579) NON-FINANCIAL ASSETS Inventory 92,669 101,579 ACCUMULATED SURPLUS - Statement 2 $NIL $NIL The accompanying notes are an integral part of these financial statements. 56 Statement 2 TOWN OF TILLSONBURG WATERWORKS DEPARTMENT STATEMENT OF OPERATIONS AND ACCUMULATED SURPLUS FOR THE YEAR ENDED DECEMBER 31, 2014 (with comparative balances for the year ended December 31, 2013) Budget Actual Actual 2014 2014 2013 REVENUES Direct water billings $2,760,000 $2,796,019 $2,995,119 Capital surcharge 488,000 74,488 508,567 Grant contributions 1,380 2,154 Other revenue 14,200 23,165 32,422 3,262,200 2,895,052 3,538,262 EXPENDITURES Operating and maintenance 930,700 941,934 829,338 Customer service 295,394 318,344 305,578 Bad debt expense 9,200 10,302 20,538 Equipment and distribution system 529,448 446,022 113,949 1,764,742 1,716,602 1,269,403 OTHER EXPENDITURES County of Oxford 1,497,458 1,178,450 2,268,859 Excess revenues over expenditures NIL NIL NIL Accumulated surplus, beginning of year NIL NIL NIL ACCUMULATED SURPLUS, END OF YEAR $NIL $NIL $NIL The accompanying notes are an integral part of these financial statements. 57 Statement 3 TOWN OF TILLSONBURG WATERWORKS DEPARTMENT STATEMENT OF CASH FLOWS FOR THE YEAR ENDED DECEMBER 31, 2014 (with comparative figures for the year ended December 31, 2013) 2014 2013 NET INFLOW (OUTFLOW) OF CASH RELATED TO THE FOLLOWING ACTIVITIES: OPERATING Excess revenues over expenditures - Statement 2 $NIL $NIL Cash, beginning of year NIL NIL CASH, END OF YEAR $NIL $NIL The accompanying notes are an integral part of these financial statements. 58 Statement 4 TOWN OF TILLSONBURG WATERWORKS DEPARTMENT STATEMENT OF CHANGE IN NET FINANCIAL ASSETS (LIABILITIES) FOR THE YEAR ENDED DECEMBER 31, 2014 (with comparative figures for the year ended December 31, 2013) 2014 2013 Excess revenues over expenditures - Statement 2 $NIL $NIL Decrease (increase) in inventory 8,910 (27,724) Increase (decrease) in net financial assets (liabilities)8,910 (27,724) Net financial assets (liabilities), beginning of year (101,579)(73,855) NET FINANCIAL ASSETS (LIABILITIES), END OF YEAR $(92,669)$(101,579) The accompanying notes are an integral part of these financial statements. 59 TOWN OF TILLSONBURG WATERWORKS DEPARTMENT NOTES TO THE FINANCIAL STATEMENTS DECEMBER 31, 2014 The Town of Tillsonburg Waterworks Department is a municipal enterprise in the Province of Ontario, Canada. Its operations are governed by the provisions of provincial statutes. Effective January 1, 2000, responsibility for the Waterworks system was assumed by the County of Oxford. 1.Accounting policies The financial statements of the Town of Tillsonburg Waterworks Department are the representation of the Department prepared in accordance with Canadian public sector accounting standards. The significant accounting policies are summarized as follows: (a) Reporting entity The financial statements reflect the assets, liabilities, revenues and expenditures and accumulated surplus of the Department. (b)Basis of accounting Revenues and expenditures are reported on the accrual basis of accounting. The accrual basis of accounting recognizes revenues as they become available and measurable; expenditures are recognized as they are incurred and measurable as a result of the receipt of goods or services and the creation of a legal obligation to pay. (c) Non-financial assets Non-financial assets are not available to discharge existing liabilities and are held for use in the provision of services. They have useful lives extending beyond the current year and are not intended for sale in the ordinary course of operations. The change in non-financial assets during the year, together with the excess of revenues over expenditures, provides the change in net financial assets for the year. (d) Tangible capital assets The Department does not own any tangible capital assets. (e)Financial instruments Financial instruments of the Department consist mainly of accounts receivable and Due from (to) County of Oxford and Due from (to) Town of Tillsonburg. The carrying values of these financial assets approximate their fair values unless otherwise disclosed. 60 TOWN OF TILLSONBURG WATERWORKS DEPARTMENT NOTES TO THE FINANCIAL STATEMENTS DECEMBER 31, 2014 1 Accounting policies continued. (f) Revenue recognition Government grants and transfers are recognized in the financial statements as revenues in the period in which events giving rise to the transfer occur, providing the transfers are authorized, any eligibility criteria have been met, and reasonable estimates of the amounts can be made. (g) Use of estimates The preparation of financial statements in conformity with Canadian public sector accounting standards requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities at the date of the financial statements and the reported amounts of revenue and expenditures during the period. Since precise determination of many assets and liabilities is dependent upon future events, the preparation of periodic financial statements necessarily involves the use of estimates and approximations. Actual results could differ from management's best estimates, as additional information becomes available in the future. (h) Inventory Inventory of supplies is valued at the lower of cost and replacement value. Cost is determined on an averaged basis. (i)Budget The operating budget approved by the County of Oxford for 2014 is reflected on the statement of operations. 2.Continuing operations All banking activities are administered by the Town of Tillsonburg, on behalf of waterworks activities. The amount due from the Town of Tillsonburg represents the net working capital position between the Town and Waterworks Department after adding or deducting payments made to or received from the County of Oxford. 61 TOWN OF TILLSONBURG TRUST FUNDS DECEMBER 31, 2014 FINANCIAL STATEMENTS 62 INDEPENDENT AUDITOR'S REPORT To the Members of Council, Inhabitants and Ratepayers of the Town of Tillsonburg I have audited the accompanying financial statements of the Town of Tillsonburg Trust Funds, which comprise the statement of financial position as at December 31, 2014 and the statements of operations and accumulated surplus and cash flows for the year then ended, and a summary of significant accounting policies and other explanatory information. Management's Responsibility for the Financial Statements Management is responsible for the preparation and fair presentation of these financial statements in accordance with Canadian public sector accounting standards, and for such internal control as management determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. Auditor's Responsibility My responsibility is to express an opinion on these financial statements based on my audit. I conducted my audit in accordance with Canadian generally accepted auditing standards. Those standards require that I comply with ethical requirements and plan and perform the audit to obtain reasonable assurance about whether the financial statements are free from material misstatement. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditor's judgment, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity's preparation and fair presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity's internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by management, as well as evaluating overall presentation of the financial statements. I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my audit opinion. Opinion In my opinion, the financial statements present fairly, in all material respects, the financial position of the Corporation as at December 31, 2014 and its financial performance and its cash flows for the year then ended in accordance with Canadian public sector accounting standards. June 11, 2015 London, Ontario LICENSED PUBLIC ACCOUNTANT 63 Statement 1 TOWN OF TILLSONBURG TRUST FUNDS STATEMENT OF FINANCIAL POSITION DECEMBER 31, 2014 (with comparative balances as at December 31, 2013) 2014 2013 FINANCIAL ASSETS Bank $463,846 $382,550 Investments (note 2)720,000 780,000 Due from Town of Tillsonburg 4,029 29,770 1,187,875 1,192,320 ACCUMULATED SURPLUS (note 3)$1,187,875 $1,192,320 The accompanying notes are an integral part of these financial statements. 64 Statement 2 TOWN OF TILLSONBURG TRUST FUNDS STATEMENT OF OPERATIONS AND ACCUMULATED SURPLUS FOR THE YEAR ENDED DECEMBER 31, 2014 (with comparative balances for the year ended December 31, 2013) 2014 2013 REVENUES Interest $18,222 $15,771 Donations and fees 25,807 56,154 44,029 71,925 EXPENDITURES Donations -3,000 Expenditures for trust fund obligations 48,474 8,785 48,474 11,785 Excess revenues over expenditures (expenditures over revenues) for the year (4,445)60,140 Accumulated surplus, beginning of the year 1,192,320 1,132,180 ACCUMULATED SURPLUS, END OF YEAR (note 3)$1,187,875 $1,192,320 The accompanying notes are an integral part of these financial statements. 65 Statement 3 TOWN OF TILLSONBURG TRUST FUNDS STATEMENT OF CASH FLOWS FOR THE YEAR ENDED DECEMBER 31, 2014 (with comparative balances for the year ended December 31, 2013) 2014 2013 NET INFLOW (OUTFLOW) OF CASH RELATED TO THE FOLLOWING ACTIVITIES: OPERATING Excess revenues over expenditures (expenditures over revenues) - Statement 2 $(4,445)$60,140 Change in non-cash operating balances Due from Town of Tillsonburg 25,741 (29,770) Accounts payable and accrued liabilities -(5,667) Increase in cash 21,296 24,703 Cash, beginning of year 1,162,550 1,137,847 CASH, END OF YEAR $1,183,846 $1,162,550 CONSISTS OF: Bank $463,846 $382,550 Investments 720,000 780,000 $1,183,846 $1,162,550 The accompanying notes are an integral part of these financial statements. 66 TOWN OF TILLSONBURG TRUST FUNDS NOTES TO THE FINANCIAL STATEMENTS DECEMBER 31, 2014 1. Accounting policies: The financial statements of the Corporation of the Town of Tillsonburg - Trust Funds are prepared by management in accordance with Canadian public sector accounting standards. (a)Basis of accounting Revenues, other than donations, and expenditures are reported on the accrual basis of accounting. The accrual basis of accounting recognizes revenues as they become available and measurable; expenditures are recognized as they are incurred and measurable as a result of receipt of goods or services and the creation of a legal obligation to pay. Donation revenue is reported on the cash basis of accounting. (b)Financial instruments The financial instruments of the trust funds consist of cash and accounts and loans receivable. The carrying values of these financial assets approximate their fair values unless otherwise disclosed. (c) Use of estimates The preparation of financial statements in conformity with Canadian public sector accounting standards requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities and disclosure of contingent assets and liabilities at the date of the financial statements, and the reported amounts of revenues and expenditures during the period. Actual results could differ from these estimates. (d)Tangible capital assets The trust funds do not own any tangible capital assets. 2. Investments The investments of the trust fund of $720,000 (2013 - $780,000) reported on the Statement of Financial Position are recorded at cost which approximates market value. 67 TOWN OF TILLSONBURG TRUST FUNDS NOTES TO THE FINANCIAL STATEMENTS DECEMBER 31, 2014 3. Accumulated surplus The accumulated surplus of the trust funds is comprised of the following: 2014 2013 Cemetery Perpetual Care $824,793 $807,846 Annandale House 99,930 112,638 Cemetery Maintenance 76,704 80,537 Community Trust Fund 57,653 58,898 Parkland 41,725 41,207 Scholarship Trust Fund 38,126 38,238 Cemetery Prepaid Costs 30,433 32,016 Lake Lisgar Revitalization 18,511 20,940 $1,187,875 $1,192,320 68 69 70 71 ALFRED HOLLAND AMOS CHARLES THOMAS JENNINGS HARRY FAULCONER ATTWATER BENJAMIN LEDBURY SELATHIEL BELL THOMAS LIGHT EWART GLADSTONE BERRY FRANK EDWIN MALCOLM THOMAS LEWIS BLATCHFORD HARRY CLIFFORD MATTHEWS FRANK STEWART BOYLE GEORGE ROBERT MOWFORTH WILLIAM HENRY CAMPBELL GERRIT MULDER ROBERT STANLEY CURTIS HENRY HARGRAVES NEVILLE THOMAS DAVIDSON WILFRID B.OATMAN JAMES EDWIN DAVIS HENRY B.OSTRANDER MILTON WILFRED DICK ERWIN PEARSON HERBERT DOVE WILLIAM EDMUND PERRY J LOUIS DOWNEY ROBERT EDWIN RICHEY ARTHUR JOHN EASEY CHARLES WILLIAM ROLOSON JOHN B WALTER ELLIS CHARLES SALVESTER RUSSELL ERNEST EDWARD ELMER STEPHEN WILLIAM SCOTT GEORGE HENRY FAIRS CLIFFORD SINGER WILLIAM ROBERT FEWSTER WALTER D SMITH HARRY WILFRED FISHER SAMUEL GEORGE STARKISS WALTER FISHER EDWIN HOWARD STEPHENSON JAMES EDMUND FREED ANDREW STOTT EDWIN JOSEPH GREENWOOD FRED STROUD LESLIE WILSON HARRIS GEORGE EDWARD WILLIAMS WILLIAM HEAPE JAMES WILLIAMS EDGAR W HOOPER FREDERICK FRANK WRIGHT GUY W.JAMES ERNEST EDWARD YOUNG World War One Tillsonburg Fallen 1914-1919 72 WILLIAM HERBERT BEAVIS JACK LYLE LECKIE DAVID ALEXANDER ED.BREMNER ROBERT LEE LESTER FRANK CECIL BREMNER CLARENCE FREDERICK LEWIS JAMES HENRY BRINGLOE ROBERT JAMES LIDSTONE GEORGE FREDERICK BROWN GORDON JOHN ROSS LOCKEY CLARENCE ARTHUR CAMPBELL ALBERT EDWARD MARTIN NELSON ALEXANDER COBB HAROLD EDWARD MIELL JAMES MACKENZIE COLVIN VERNON MUDFORD OAKLEY LORNE DAVIS JOHN FREDERICK MYRICK ARTHUR H.DOWN PHILIP REX MYRICK EDWARD LAVERNE EITEL LEONARD PALMER FRANK LESTER FISHER ROBERT MYRICK RICE ARTHUR JOHN DENNIS FOX FRED VICTOR ROBINSON WALTER EDWARD FRENCH LOUIS ROSS RODGER WILBUR JOHN GEROW HARRY ESMOND ROUSE WILLIAM HUBERT GRAHAM KENNETH WESLEY SMITH JAMES GRANT HAGELL ALFRED CARMAN STROUT GEORGE HALL CHARLES ELMER WALDECK PERCIVAL HANEY SPENCER WALLINGTON ALBERT B 'MAC'HAWKINS GORDON LEA WILKINSON WALTER CLARE HAYCOCK HARRY N HUBBARD WOOD World War Two Tillsonburg Fallen 1939-1945 73 Council Delegation Request This Delegation Request form and any written submissions or background information for consideration by Council must be submitted to the Clerk's office by the following deadline: 4:30 P.M. ON THE MONDAY PRIOR TO THE REQUESTED MEETING DATE First Name Last Name Street Address Town/City Postal Code Phone Number E-mail Website: Do you or any members of your party require any accessibility accommodations? Yes No If yes, how can we assist? Should you require assistance completing this form, please contact: Deputy Clerk at 519-688-3009 Ext. 3221 or jbunn@tillsonburg.ca Please note that submission of this form does not guarantee the approval of your request for Delegation. The Clerk's office will confirm your Delegation by e-mail after receiving this form. COMPLETE PAGE TWO (2) OF THIS FORM 74 Delegation Information (Must be completed) Desired Council meeting date (Council regularly meets the 2nd and 4th Monday of each month): Subject of Delegation Names of Spokespersons (and positions) Name of Group or Person(s) being represented (if applicable) Brief Summary of Issue or Purpose of Delegation Will there be a Power Point presentation accompanying the Delegation Yes No Have you been in contact with a Staff member regarding the Delegation topic? Yes No If yes, please list the Staff member(s) you have been working with? I acknowledge Delegations are limited to fifteen (15) minutes each: I accept I acknowledge that all presentation material must be submitted by 4:30 pm the Friday before the meeting date: I accept 75 Personal information on this form is collected under the legal authority of the Municipal Act, as amended. The information is collected and maintained for purpose of creating a records that is available to the general public, pursuant to Section 27 of the Municipal Freedom of Information and Protection of Privacy Act. Questions about this collection should be directed to the Municipal Clerk, Town of Tillsonburg, 200 Broadway Street, 2nd Floor, Tillsonburg, ON, N4G 5A7, Telephone 519-688-3009 Ext. 3224. 76 June 1, 2015 Mayor Stephen Molnar and Members of Council Town of Tillsonburg 200 Broadway, 2nd Floor, Suite 204 Tillsonburg, ON N4G 5A7 Dear Mayor & Members of Council: Re: 2015 Municipal Funding Program Enclosed please find our application for a municipal grant to assist our organization in continuing to provide quality mentoring programs and services to children within our communities of service which include Kintore, Embro, Thamesford, Ingersoll, Salford, Mt. Elgin, Norwich, Tillsonburg and neighbouring rural areas. As a respected local agency and recognized member agency of Big Brothers Big Sisters of Canada, we respectfully submit our request for financial assistance from the Town of Tillsonburg in the amount of $3,000 for continued support and growth of our agency. Please do not hesitate to contact me if you have any questions or require additional information. Respectfully, Deb Landon Executive Director Attach. Main Office: 58 Thames St. South, Ingersoll, ON N5C 2T1 Phone: 519-485-1801 Satellite Office: 96 Tillson Ave., Tillsonburg, ON Phone: 519-842-9008 ext. 229 77 Big Brothers Big Sisters of Ingersoll, Tillsonburg & Area TOWN OF TILLSONBURG 2015 Municipal Funding Request Organization: Big Brothers Big Sisters of Ingersoll, Tillsonburg & Area Inc. Agency Mission Statement Big Brothers Big Sisters of Ingersoll, Tillsonburg & Area, is a dynamic community based organization committed to fostering the healthy development of children, youth, and their families by providing diverse mentoring opportunities. Agency Staff Total number of full time employees: 4.0 Total number of contract employees: .10 MEMBERSHIP (volunteers and children ONLY; does not include other family members such as parent/guardian, siblings, etc.) As at April 30, 2015 TOTAL 2014 Total Membership 309 453 Total Number of Tillsonburg & Area residents 102 159 Total Number Children Served through Mentoring Programs and Services 124 198 Financial Reports Attached – 2014 Audited Statement; 2015 Approved Budget Big Brothers Big Sisters of Ingersoll, Tillsonburg & Area showed a 22% increase in service to children and volunteers recruited in 2014! The primary goal of the Big Brother Big Sister organization is to provide friendship and support through one-to-one contact and/or group activities. A Big Brother/Big Sister/Mentor can provide their young friend with a suitable influence designed not so much to solve problems, as to help the child see their own worth and develop confidence and self-esteem. The key to the Big Brother Big Sister program is FRIENDSHIP, the emphasis being on preventative work with children. Volunteers are encouraged first and foremost to establish a warm and natural relationship with their Little Brother/Little Sister/Mentee. This friendship can help a child grow up to assume a positive place in society. 78 Big Brothers Big Sisters of Ingersoll, Tillsonburg & Area  COMMUNITY-BASED PROGRAMS – Big Brother, Big Sister, Couples, BIG/bunch & Cops for Kids Lone parents head a large and growing number of Canadian families with children. Children from single parent families are known to be at an increased risk of a variety of emotional and behavioural problems as well as difficulties in school. All children require stable relationships with caring adults, in order to build healthy self-esteem, confidence, knowledge and skills. Building these skills enable children to survive and thrive, despite life’s challenges. “At risk” children confront a number of factors that may minimize their opportunities for building such relationships. The children referred to the Match Programs represent a range of complexity of needs, and differing degrees of needs. Needs can range from low self-esteem, lack of positive role model, lack of family stability, and can be economically disadvantaged. The more identified needs the children have, the greater the complexity of needs and intervention required. Being a Big Brother or Big Sister is about being a friend and someone to look up to. It’s about hanging out, talking and sharing, with many smiles along the way. It’s about making one child feel very special. After the enrolment process, the agency provides training and matches the volunteer with a Little Brother or Little Sister who shares their interests. Every child needs someone they can share with, talk to or confide in. Whether it’s playing sports, learning a new craft, playing computer games or just hanging out, a Big Brother or Big Sister will make a big difference in in the life of that child. They will both be forever changed by the experience. It’s about sharing a little time together – a few hours a week or every couple of weeks. Group mentoring programs are designed for children waiting to be matched with a mentor. Group activities are organized and supervised by adult volunteers. These activities are suitable for all kids waiting for a match, as well as children who have different needs than those in the one-to-one program.  SITE-BASED PROGRAMS – Adult In-School Mentoring, Co-op In-School Mentoring, Go Girls! Through In-School Mentoring programs, we collaborate with our educational partners, both urban and rural. In school mentoring assists children and youth understand and maximize their unique talents, strengths and capabilities to: For the Child: 1. Increased self-esteem and self-worth 2. Decreased victimization 3. Decreased bullying/violence in schools 4. Increased respect for others 5. Increased social and life skills 6. Increased ability to sustain a relationship 7. Increased ability to trust and communicate effectively 8. Increased ability to reach their full potential 9. Increased attendance at school and boost in high school graduation levels. 10. Learn from positive role models for leadership, community service and strengthening attributes of character development such as personal-social responsibility. 11. Huge impact in the healthy development of a child. Children get along better with families and peers; have more favourable attitudes towards school and better academic performance and; less likely to initiate alcohol and other drug use. 79 Big Brothers Big Sisters of Ingersoll, Tillsonburg & Area Adult In-School Mentoring (includes Between Generations Program) Children are identified by teachers, starting as early as Grade 1, as at risk of not achieving their full potential and are matched with an adult volunteer to improve the child’s self-esteem, social functioning and school interest. These children have some or all of the following indicators: School: poor attendance, unmotivated, unprepared for class, tends to give up, doesn’t take risks Personal: needy, insecure, lacks self-esteem, seeks attention, very negative Social: poor eye contact, distrusts others, unhappy, low energy, poor communication, struggles to fit in. Mentors visit with their child (called a Mentee) at their school. Visits are during school hours for one hour per week during the school year. The Mentee and the Mentor spend their time in ways that are of interest to the child (i.e. physical activity, playing board games, visiting the school library to read, talking, drawing, making things, admiring the child’s school work). The Mentor makes a minimum one (school) year commitment to the child. The hope is that the mentor will stay with the same child until they graduate elementary school. A Mentor can be matched with the same child until he/she moves on to high school. The longer the match, the greater the impact on the child. Co-op In-School Mentoring Program The Co-Op In-School Mentoring Program is a joint project of Big Brothers/Big Sisters and local High School Co-Op Placement Program. It is an encouragement program, similar to the Adult In-School Mentoring program, offered by co-op students (mentors) for selected boys and girls approximately 6 - 11 years of age; however age is at the discretion of the school and agency. Mentors are student volunteers in their final year of high school; selected by the Co-op Placement Co-ordinator; preferably looking to work in child centred careers. Each mentor becomes a special friend to eight children, meeting 2 children individually per day. One day per week is spent at the agency preparing their activity sheets, reports and training. This program is run by semesters. Go Girls! Healthy Bodies, Healthy Minds This is a program designed to address the physical activity, balanced eating and positive self-image needs of young women ages 12-14 based on a group mentoring model. The program consists of 7 mentoring sessions conducted over a 7-10 week period. Each session is 1.5-2 hours in length and is held after school, within school facilities. The main goal of the Go Girls! Program is to develop an appreciation of the benefits of an active, healthy, lifestyle among girls’ aged 12 to 14. RATIONALE All of our programs have been developed around the concept of opportunities with the sole purpose of assisting children to deal with obstacles in their lives. The volunteer provides different experiences that they may not have without this relationship. Volunteers, by teaching youth through example create safe, happy children in the short term and caring independent adults in the long term. Big Brothers Big Sisters is a proven service that produces noticeable changes in the lives of young people and helps build community resiliency. To ensure that every child who needs a mentor, has a mentor, Big Brothers Big Sisters needs the additional support from volunteers, corporate sponsors and donors. 80 Big Brothers Big Sisters of Ingersoll, Tillsonburg & Area We are proud to have the continued support of the municipalities within our service area who recognize the value of our programming and the need that it fulfills in their communities. Expected Donations, Gifts, Etc. That We Expect To Receive In The Funding Year Sponsorship and proceeds derived from annual special events (eg. Bowl for Kids Sake; Curl for Kids Sake; Bid for Kids Sake; Children’s Christmas party, food for events; in kind support through donations of equipment, services, etc.) Prize donations for all our events and activities Computer & Technical Support Camp sponsorship opportunities donated by community groups & Tim Horton Children’s Foundation United Way member funding Unsolicited donations from community members and groups Provincial or Federal Funding Received in Last 12 Months Ministry of Education Funding, managed through Big Brothers Big Sisters of Canada, in the amount of $20,000 for our 2014/2015 site-based programmes - In-School Mentoring (adult & co-op) and Go Girls!. Unfortunately, the government hasn’t committed to funding our site-based programs on an ongoing basis so it is crucial to solicit funds from the community to ensure the continuance of these programs. Outline Of Activities Provided By Our Organization Mentoring programs and services (see attached brochure) Agency activities and programs that address education, physical activity, recreation, arts & culture Child Safety Program Life Skills Programming Community Development Participation in youth oriented committees/organizations  Berdine Hurley Scholarship Bursary - to assist former clients to pursue post-secondary school education (Interest derived from a $30,000 investment provides funds for annual allocations; this investment and fund cannot be used for any other purposes of the organization) Ryan Landon Memorial Fund & Award – former or current Little Brother, Little Sister or Mentee awarded each year at Recognition Night; funds assist agency events supporting children in program Shoes for Kids Program, sponsored by Paul’s Shoes & New Balance Mary Smith Memorial Fund & Award – volunteer awarded each year at Recognition Night; portion of funds directed to annual Children’s Christmas party Satellite Office in Tillsonburg at Livingston Centre - open Wednesday and Thursday afternoons Canadian Tire Jump Start Program - lead agency for Ingersoll & Tillsonburg chapters Depot for Operation Christmas Child (Ingersoll only) For What Purposes Will The Grant Be Used Funds will be used for agency program delivery and services. We currently provide the following programs and services:  Matching Programs: Big Brother / Big Sister Mentoring Couples for Kids Mentoring Literacy Mentoring Recreation Mentoring Adult In-School Mentoring (incl. Between Generations program) Co-Op In-School Mentoring BIG/bunch Group Mentoring - 4 groups Cops for Kids Group Mentoring - 1 group Go Girls! Healthy Bodies, Healthy Minds! 81 Big Brothers/Big Sisters of Ingersoll, Tillsonburg & Area  Agency Activities  Volunteer Recruitment & Retention  Volunteer Training & Support Program  Parent Support Groups  Life Skills Mentoring  Transportation  Advocacy Our greatest need is to recruit volunteers to our traditional Big Brother Big Sister program for the over 60 children on our waiting list - primarily boys. Many of our boys have been waiting up to 5 years for a Big Brother. Some have reached the age of maturity and have never been matched. We are thankful for our group and waiting list programs that continue to meet the needs of every child in our program. We have been fortunate in the past to receive funding to implement and expand new programming but unfortunately that funding does not provide sustaining dollars. It is our obligation to solicit funds from our communities through donations, sponsorships, and fundraising events. We are also recommended by Big Brothers Big Sisters of Canada to hold at least 50% of our operational funds in reserve to realize our short-term goals. Throughout the year we have drawn from our reserve fund to cover any unforeseen deficits. Big Brothers Big Sisters of Ingersoll, Tillsonburg & Area received accreditation by Big Brothers Big Sisters of Canada in October 2013, which is conducted every five years. The agency is recognized as a highly respected and efficiently run agency. Support from local government is greatly needed and appreciated. Making a difference - one child at a time ! 82 1 REVENUE Bowl for Kids Sake 40000 Curl for Kids Sake 20000 Bid for Kids Sake 40000 Gifts In Kind 0 TOTAL SPECIAL EVENTS REVENUE 100000 EXPENSES Bowl for Kids Sake 3600 Curling for Kids Sake 2800 Bid for Kids Sake 4000 Gifts In Kind 0 TOTAL SPECIAL EVENTS EXPENSE 10400 2 TOTAL SPECIAL EVENTS 89600 Nevada-BBBSO 1000 Nevada-Ingersoll (Tremblett)1000 Nevada-South West Oxford (Zorra)1000 Nevada-Tillsonburg (Mac's)20000 Nevada-BBBSO -Thamesford (Mac's)1000 TOTAL GAMING REVENUE 24000 Nevada-Ingersoll 600 Nevada-BBSO 600 Nevada-South West Oxford 200 Nevada-Tillsonburg 12000 TOTAL GAMING EXPENSE 13400 3 TOTAL GAMING 10600 United Way Member Funding 75000 United Way Designated Pledges 1000 Municipal 10000 Ontario Trillium Fund 0 BBBSO Endowment Grant 5000 BBBSC Ministry of Education 10000 New Grant Funding 12000 4 TOTAL GRANTS 113000 Camp Sponsorship revenue 2500 Camp Sponsorship expense (2500) Unsolicated Donations 18000 Program sponsorship 11000 Third Party Fundraisers 7500 Reserve Fund Interest 1300 Hurley Bursary Interest 1200 Ryan Landon Memorial Fund Interest 100 Deb Hickey Memorial Fund Interest 0 Visa Reserve Acct Interest 10 Ryan Landon Memorial Fund 400 Deb Hickey Memorial Bursary 0 In-Office Sales Income 0 5 TOTAL DONATIONS/BURSARY/FUNDS 39510 General Fund Raising Revenue 3500 General Fundraising Expense 500 6 TOTAL FUND RAISING 3000 7 TOTAL REVENUE 255710 Big Brothers/Big Sisters of Ingersoll, Tillsonburg 2015 Approved Budget - REV April 16,2015 83 8 EXPENSES Office Renovations 0 Office Equipment 4000 Office Rent 12350 Office Maintenance 1200 Office Supplies 4000 Computer Support 3000 Postage & Shipping 1500 Telephone 1500 Utilities 2600 9 TOTAL OFFICE 30150 Wages 159930 Employee Benefits 4800 EI Expense 2995 CPP Expense 8330 WSIB 1205 10 TOTAL PAYROLL 177260 Mileage 3000 Insurance 3500 Membership Dues 6000 Accounting Fees 5200 Conferences & Education 3500 Annual Meeting/Vol. Recog 1500 Bank Charges & Interest 100 Miscellaneous 500 In-office Shirt Sales 0 11 TOTAL ADMINISTRATION 23300 Program Resources 10000 Activities/Events 5000 Marketing 7500 40th Anniversary 2500 Deb Hickey Memorial Bursary 0 Ryan Landon Memorial Fund 0 Gary MacIntosh Bursary 0 Hurley Bursary 0 12 TOTAL PROGRAM EXPENSE 25000 Capital Expenditures 0 13 TOTAL CAPITAL EXPENSE 0 14 TOTAL EXPENSE 255710 15 NET INCOME 0 84 Community-Based Programming Big Brother & Big Sister Mentoring Matches a child or youth with a male or female role model; friend to talk to and share in their experiences of growing up. Through regular outfngs a relatfonship is developed between the Mentor and the Mentee; built on trust and common inter- ests and supported by our experienced caseworkers. The re- sult is a life-changing experience for the Mentor & the Mentee. Family Mentoring Matches families to a child or youth. This unique match allows the couple to share their relatfonships demonstratfng friend- ship that can benefit the child immensely by exposing him or her to a caring, respectiul adult relatfonship. Couple Mentoring Matches Couples to a child for a unique two-to-one friendship. This friendship can benefit the child immensely by exposing him or her to a caring, respectiul adult relatfonship. The agen- cy strives to match each couple with a child who corresponds with the couple's abilitfes & interests. Summer Mentoring Designed for volunteers in post-secondary school and high school graduatfng students wishing to be matched 1:1 with a child or youth for the duratfon of 2—4 months (preferably April—August). Big Bunch & Group Mentoring Designed for children & youth seeking a group social experi- ence. They take part in monthly group actfvitfes such as hiking, mini-golf, scrapbooking, movie nights or games. The Senior Big Bunch Group program focuses on the “5 Pillars of Life” as- sistfng youth with successful completfon of their secondary school career and beyond. Cops for Kids Group Program offers a unique opportunity to build a positfve relatfonship with members of the local OPP. Recreation Mentoring Similar to the Big Brothers Big Sisters Program but is uniquely designed for volunteers wishing to be matched with a child or youth and to share their passion for sports, health and well- ness or any actfvity in the community. Making an Impact has NEVER been this FUN!!! …. sharethefun.org Site-Based Programming Adult In School Mentoring Provides girls and boys in Grades 1-6 with a role model and friend to talk to and share their experiences with, at a local school. For one hour a week, Mentors meet with their Mentee and engage in actfvitfes such as board games, crafts or just hanging out in the playground. Matches do not meet over the summer or school holidays. Co-op In School Mentoring Similar to the Adult ISM program, Co-op Mentors are college or university placement students who are matched with sever- al children per week. The Mentors are also responsible for maintaining a log of their weekly actfvitfes for each Mentee and meetfng with their Mentoring Coordinator to review im- pact and outcomes. Go Girls! Healthy Bodies, Healthy Minds Group mentoring program for girls Grades 6-8 that focuses on physical actfvity, balanced eatfng and self-esteem. The single, most important goal of the program is to positfvely shape the lives of young women and girls by helping them build a posi- tfve self-image – setting them on a path to reach their full po- tentfal in life. Between Generations Mentoring Provides girls and boys in Grades 1-6 with a role model and friend, aged 50+, to talk to and share their experiences with, at a local school in a group setting with other Mentors. Mentors meet with their Mentee 1:1 and engage in actfvitfes such as board games and crafts, then meet for a social with fellow mentors. Matches do not meet over the summer or school holidays. Literacy Mentoring Provides children and youth in Grades 2-8 with a friend and role model to assist with their academic skills & self-esteem. Matches meet during the school year at their local library. Friend of the Agency "Friends", assist the agency in supervising a child, or group of children, depending on the actfvity; helping at agency fund- raising events & recruitment promotfons; or supportfng staff in the office. A flexible role for those not able to be in a men- toring relatfonship but want to support the agency. Mentoring Programs Over 240 Children Served Annually ! 58 Thames St. South Ingersoll N5C 2T1 Phone: (519) 485-1801 OR (519) 842-9000 Email: ingtburg@bigbrothersbigsisters.ca Website: sharethefun.org Charitable #118968478 85 86 87 88 89 90 91 92 93 94 95 96 97 98 Council Delegation Request This Delegation Request form and any written submissions or background information for consideration by Council must be submitted to the Clerk's office by the following deadline: 4:30 P.M. ON THE MONDAY PRIOR TO THE REQUESTED MEETING DATE First Name Last Name Street Address Town/City Postal Code Phone Number E-mail Website: Do you or any members of your party require any accessibility accommodations? Yes No If yes, how can we assist? Should you require assistance completing this form, please contact: Deputy Clerk at 519-688-3009 Ext. 3221 or jbunn@tillsonburg.ca Please note that submission of this form does not guarantee the approval of your request for Delegation. The Clerk's office will confirm your Delegation by e-mail after receiving this form. COMPLETE PAGE TWO (2) OF THIS FORM 99 Delegation Information (Must be completed) Desired Council meeting date (Council regularly meets the 2nd and 4th Monday of each month): Subject of Delegation Names of Spokespersons (and positions) Name of Group or Person(s) being represented (if applicable) Brief Summary of Issue or Purpose of Delegation Will there be a Power Point presentation accompanying the Delegation Yes No Have you been in contact with a Staff member regarding the Delegation topic? Yes No If yes, please list the Staff member(s) you have been working with? I acknowledge Delegations are limited to fifteen (15) minutes each: I accept I acknowledge that all presentation material must be submitted by 4:30 pm the Friday before the meeting date: I accept 100 Personal information on this form is collected under the legal authority of the Municipal Act, as amended. The information is collected and maintained for purpose of creating a records that is available to the general public, pursuant to Section 27 of the Municipal Freedom of Information and Protection of Privacy Act. Questions about this collection should be directed to the Municipal Clerk, Town of Tillsonburg, 200 Broadway Street, 2nd Floor, Tillsonburg, ON, N4G 5A7, Telephone 519-688-3009 Ext. 3224. 101 102 103 Council Committee Request Council Committee Request forms and any written submissions or background information for consideration by Council must be submitted to the Clerk's office by the following deadline: 4:30 P.M. ON THE MONDAY PRIOR TO THE REQUESTED MEETING DATE Committee Information Committee Name Committee Chair Tillsonburg Cultural Advisory Committee Deb Beard Phone Number E-mail 519-842-6151 office@stationarts.ca __________________________________________________________________________________ Request Details Desired Council meeting date (Council regularly meets the 2nd and 4th Monday of each month) June 11, 2015 Subject of the Request Dollar Amount Requested $2000.000 Council Approval for the awarding of a Tillsonburg Cultural Advisory Grant in the amount of $200.00 to The Tillsonburg & District Historical Society to assist with the Canada Day Concert in Memorial Park that the Society is hosting from 7:30pm to 9:30pm prior to the fireworks. __________________________________________________________________________________ Should you require assistance completing this form, please contact: Deputy Clerk at 519-688-3009 Ext. 3221 or jbunn@tillsonburg.ca Please note that submission of this form does not guarantee the approval of the request. The Clerk's office will confirm the request by e-mail after receiving this form. PLEASE COMPLETE PAGE TWO 104 Copy of the Resolution as passed by the Committee From the Minutes of the Tillsonburg Cultural Advisory Committee – Wednesday, May 6, 2015 Discussion ensued around grant application resulting in a directive to the staff liaison to contact the Historical Society to confirm the start and end time of the concert and to find out the name of those group(s) that would be performing. Once this information has been received the staff liaison is to forward the reply to the committee for an email vote. After discussion/directive the following motion was made MOTION: That upon confirmation of the performers and the length of the concert has been given and accepted through an email vote, the grant of $200 to the Tillsonburg and District Historical Society is approved. Made by Erin Getty, seconded by Josiane DeCloet – carried Further directive to staff liaison by Chair of Committee – That upon a favorable reply to the committee questions and a positive email vote, that the staff liaison start the necessary paperwork and Council Committee Request process to award the funding. Name of Staff Liaison Patricia Phelps Is there any supporting documentation you will be providing to Council? No Will there be a Power Point presentation accompanying the request? No I acknowledge that the Chair of the Committee (or representative) must be in attendance of the Council meeting to speak and answer questions Council may have: Deb Beard, chair of the Tillsonburg Cultural Advisory Committee will be in attendance I acknowledge that all supporting documentation must be submitted by 4:30 p.m. to the Deputy Clerk by Monday before the meeting date: Personal information on this form is collected under the legal authority of the Municipal Act, as amended. The information is collected and maintained for purpose of creating a records that is available to the general public, pursuant to Section 27 of the Municipal Freedom of Information and Protection of Privacy Act. Questions about this collection should be directed to the Municipal Clerk, Town of Tillsonburg, 200 Broadway Street, 2nd Floor, Tillsonburg, ON, N4G 5A7, Telephone 519-688-3009 Ext. 3224. 105 Council Delegation Request This Delegation Request form and any written submissions or background information for consideration by Council must be submitted to the Clerk's office by the following deadline: 4:30 P.M. ON THE MONDAY PRIOR TO THE REQUESTED MEETING DATE First Name Last Name Street Address Town/City Postal Code Phone Number E-mail Website: Do you or any members of your party require any accessibility accommodations? Yes No If yes, how can we assist? Should you require assistance completing this form, please contact: Deputy Clerk at 519-688-3009 Ext. 3221 or jbunn@tillsonburg.ca Please note that submission of this form does not guarantee the approval of your request for Delegation. The Clerk's office will confirm your Delegation by e-mail after receiving this form. COMPLETE PAGE TWO (2) OF THIS FORM 106 Delegation Information (Must be completed) Desired Council meeting date (Council regularly meets the 2nd and 4th Monday of each month): Subject of Delegation Names of Spokespersons (and positions) Name of Group or Person(s) being represented (if applicable) Brief Summary of Issue or Purpose of Delegation Will there be a Power Point presentation accompanying the Delegation Yes No Have you been in contact with a Staff member regarding the Delegation topic? Yes No If yes, please list the Staff member(s) you have been working with? I acknowledge Delegations are limited to fifteen (15) minutes each: I accept I acknowledge that all presentation material must be submitted by 4:30 pm the Friday before the meeting date: I accept 107 Personal information on this form is collected under the legal authority of the Municipal Act, as amended. The information is collected and maintained for purpose of creating a records that is available to the general public, pursuant to Section 27 of the Municipal Freedom of Information and Protection of Privacy Act. Questions about this collection should be directed to the Municipal Clerk, Town of Tillsonburg, 200 Broadway Street, 2nd Floor, Tillsonburg, ON, N4G 5A7, Telephone 519-688-3009 Ext. 3224. 108 The Tillsonburg Senior Centre extends an invitation to Mayor Stephen Molnar and Members of Town Council to attend our 25th Anniversary Silver Celebration. June 25th, 7:00pm at the Tillsonburg Senior Centre. Join us for a fun-filled evening of entertainment and a Strawberry Social Sundae Bar. Please RSVP by: June 18th 109 110 111 112 113 114 115 1 1 6 1 1 7 OXFORD COMMUNITY FOUNDATION & OXFORD COUNTY 2015 OXFORD COUNTY WARDEN’S GOLF TOURNAMENT Friday, June 26th, 2015  Registration & Breakfast 7:15 am  Shot Gun Tee Off - 8:30 am  $130 per golfer Enjoy a complete program of 18 holes of golf, shared cart, breakfast, snack, lunch, and a participation gift for each player. • Hole in One Contest • Male and Female Longest Drive challenge • Male and Female Closest to the Pin challenge • Other special events Register Now! Oxford Community Foundation 212 Bysham Park Dr., Woodstock, ON N4T 1R2 info@oxfordcommunityfoundation.org Telephone: 519- 539-7447 ext. 229 Fax: 519-539-7332 www.oxfordcommunityfoundation.org Sponsorship I am interested in being a sponsor: Lunch Sponsor $4000 ____ Breakfast Sponsor $2000 ____ Corporate Sponsor $2,000 ____ Cart Sponsor $1,200 ____ Community Sponsor $1,000 ____ Friend Sponsor $ 500 ____ Hole or Tee Sponsor $ 150 ____ Please indicate which category your team represents: Municipal Team _____ Service Club _____ Emergency Measures _____ Community _____ This year’s Texas Scramble event will be held on Friday, June 26th, 2015 at the Oxford Golf & Country Club (Craigowan), 595838 Highway 59, Woodstock Registration and breakfast begin at 7:15 a.m. Shotgun tee-off at 8:30 a.m. Fee: $130 per golfer (A charitable tax receipt will be issued for the charitable portion of the fee) Lunch Only: $30 Golf attire is required. Single Registrations welcomed! Golfers Name: ____________________ Address: ________________________ Town: __________________________ Email: __________________________ Phone: __________________________ Golfers Name: ____________________ Address: ________________________ Town: __________________________ Email: __________________________ Phone: __________________________ Golfers Name: ____________________ Address: ________________________ Town: __________________________ Email: __________________________ Phone: __________________________ Golfers Name: ____________________ Address: ________________________ Town: __________________________ Email: __________________________ Phone: __________________________ Please pre-register to: Oxford Community Foundation 212 Bysham Park Dr., Woodstock, ON N4T 1R2 Phone: 519-539-7447 ex. 229 Fax: 519-539- 7332 info@oxfordcommunityfoundation.org Credit Card Registration Name on Card: ______________________________________________ Visa ___ MC ___ Card #: _____________________________________ CSC # _________ Expiry: ____________________________ Amount to be applied to the card: $_____________________ Signature: __________________________________________ Event Sponsor Toyoto Motor Manufacturing Canada Oxford Golf & Country Club Craigowan 118 119 2015 Oxford County Warden’s Golf Tournament June 26th, 2015 Sponsorship/Prize Donation Request The Oxford Community Foundation builds Corporate, Organizational and Personal Endowments and grants the investment income from these Endowments to eligible charities and not for profit organizations in Oxford County. This allows the charities to help build a better and stronger Oxford County. In 2014, the Oxford County Foundation gave over $72,800 in grants and scholarships to 36 recipients in Oxford County. On June 26th, 2015 the Oxford Community Foundation, in partnership with the County of Oxford, will host the Warden’s Golf Tournament at the Oxford Golf and Country Club (Craigowan). This tournament is designed to build community between the Municipal, County and the Oxford Community – to meet, network and have fun together. In support of this special Oxford County Warden’s Golf Tournament, the Foundation is offering a limited number of sponsorship opportunities to individuals and companies who wish to be recognized as supporters of the County of Oxford, the eight Municipalities and the Oxford Community Foundation. If you are unable to be a sponsor, we would ask that you consider donating a prize for our draw table. A charitable tax receipt will be issued for all sponsorships and prizes, upon request. You could also put together a team to golf in the tournament. Registration cost is $130.00 per person with a charitable receipt being issued for the charity portion of this event. All proceeds from the event will go towards furthering the work of the Oxford Community Foundation within Oxford County (visit the Foundation’s website at: www.oxfordcommunityfoundation.org). Thank you for your ongoing support. Jim Pickard Oxford County Warden’s Golf Committee Chair Please see attached sponsoring opportunities and registration. 1 120 2015 Oxford County Warden’s Golf Tournament June 26th, 2015 Level of Sponsorship Benefits Major Event Sponsor $5000 Toyota Motor Manufacturing Canada A team of four players’ full registration – plus four extra lunches Podium recognition and introductions Full page ad in program (sponsor to provide ad) Display space if requested Logo on OCF website Post event recognition Luncheon Sponsor $4,000 A team of four players’ full registration Podium recognition and introductions Full page ad in program (sponsor to provide ad) Display space if requested Logo on OCF website Post event recognition Corporate Sponsor $2000 (cash or in-kind) (Five Only) Two players’ registration - plus two extra lunches Podium recognition Quarter page ad in program (sponsor to provide ad) Display space if requested Logo on OCF website Post event recognition Breakfast & Snack Sponsor - $2,000 Two players’ registration and two extra lunches Podium recognition Quarter page ad in program (sponsor to provide ad) Display space if requested Logo on OCF web-site Post event recognition Gift Sponsor (one only) $1,500 (cash or in-kind) Two players’ registration Recognition in program Podium recognition Post event recognition Cart Sponsor (one only) $1,200 One player’s registration Recognition on all carts Podium recognition Recognition in program Post event recognition Community Sponsor $ 1,000 (Eight Only) Four extra lunch tickets Course signage Podium recognition Recognition in program Post event recognition Friend Sponsor $500 (Ten Only) Two extra lunch tickets Podium recognition Recognition in program post event recognition Hole or Tee Sponsor $150 Signage on the course Recognition in program Post event recognition Prize Recognition in program Post event recognition To participate in this special offer please contact: Oxford Community Foundation Email: info@oxfordcommunityfoundation.org 212 Bysham Park Dr., Woodstock N4T 1R2 Phone: 519-539-7447 Ext. 229 2 121 STAFF REPORT CLERKS OFFICE Title: TOWN HALL PROJECT STEERING COMMITTEE APPOINTMENT Report No.: CAO 15-09 Author: DAVID CALDER, Meeting Type: COUNCIL MEETING Council/Committee Date: JUNE 11, 2015 Attachments: TERMS OF REFERENCE RECOMMENDATION THAT Council receives Report CAO 15-09 Town Hall Project Steering Committee Appointments; AND THAT Council appoint Mayor Stephen Molnar, Councillor Esseltine, Rick Strouth, John Veldman, Andrew Gilvesy and Marty Klein as members of the Town Hall Steering Committee. EXECUTIVE SUMMARY At the Council meeting of April 13th, 2015 Council approved the Terms of Reference for the Town Hall Project Steering Committee and gave direction to recruit interested individuals to the committee. An ad went on the Town’s website and in the Tillsonburg Update section of the Tillsonburg news on April 22, 29, May 6, and 13, 2015. As a result the Town received interest from four individuals and one resident who does not wish to be part of the project committee but would be interested in sharing some historical perspectives. Councillor Esseltine also indicated that she would be interested in putting her name forward for consideration for council representation on the committee. No other interest from either the community or council was received. The purpose of the Town Hall Project Steering Committee will be to provide input, feedback, advice and recommendations on the business and financial decisions for the location and construction/renovation of a building for the purpose of a Tillsonburg Town Hall. The primary function of the Town Hall Project Steering Committee is to take responsibility for establishing a business case and the achievement of outcomes of the Tillsonburg Town Hall project. The Committee will apply public engagement tools as identified in the Town of Tillsonburg Public 1 CAO 122 Engagement Guidelines and will monitor and review the project status, as well as provide oversight of the project deliverable rollout. The Town Hall Project Steering Committee will report directly to Council. COMMUNITY STRATEGIC PLAN IMPACT Excellence in Local Government through the development of a standalone Town Hall as the seat of government for the municipality of the Town of Tillsonburg. Ensure the implementation of an appropriate communication strategy to inform the community and obtain input from the community as the project moves forward. FINANCIAL IMPACT/FUNDING SOURCE The Town Hall Project Steering Committee may require some Town funding for meeting expenses which can be accommodated within the current budget. 2 CAO 123 Town Hall Project Steering Committee TERMS OF REFERENCE Mandate: The high level objective of the project is to construct a modern, efficient and functional Town Hall that will accommodate current and future needs of the Corporation to be able to provide the various public services. The Town Hall Project Steering Committee will advise Council and make recommendations to Council on the feasibility, business case and the achievement of outcomes for the Town Hall Project. The Town Hall Project Steering Committee will monitor and review the project status and provide oversight as project deliverables are rolled out. Goals for 2015-2016 Term: The committee should use the Mandate to set out a clear plan for the term. Set out Goals the committee will work towards accomplishing. Create a Project Charter to define the scope and establish the framework and overall approach for the Town Hall Project. 1.0 Role of the Town Hall Project Steering Committee 1. Advise Council on matters related to the Town Hall Project which may include, space needs, building location, joint use, etc. 2. Advise and inform Council of budget needs based on building location, space needs, and furniture and equipment. 3. Advise and develop working relationships with various stakeholders. 4. Advise and assist with the development of a public engagement program and promote the activities of the Committee. 2.0 Organization of the Committee: The Committee should be composed of people with technical skill sets, interested citizens and council representatives who demonstrate a strong commitment to the terms of reference. A cross section of people should attempt to be chosen in order to bring to the committee relevant technical and professional expertise as well as strong advocacy, communication and organizational skills. 2.1 Appointment will be advertised in local newspapers as per Town's procedures for Committees of Council. 2.2 Committee Members will be appointed by Council. 2.3 The term of a Committee Member is for four (4) years or until the project is completed whichever comes first. 2.4 Additional members may be appointed throughout the term. 2.5 One member will be appointed by vote of the committee at the first meeting to chair the meetings for that term. The committee will also, at this time, select a vice-chair and secretary for the same duration. 2.6 Municipal staff including the CAO shall interact in an advisory manner to the committee as needed. 124 3.0 Meetings: 3.1 The Committee will hold a minimum of eight (8) meetings a year. 3.2 The date and time of the regular meetings will be established at the first meeting of each term. 3.3 Meetings will have a formal agenda. 3.4 Agendas and information packages, that will include the minutes from the previous meeting, will be sent (via mail, e-mail, or fax) to Committee Members prior to each meeting. 3.5 A majority of Council appointed Committee Members will constitute quorum for the transaction of business. 3.6 The members may meet occasionally informally to discuss issues as warranted. 4.0 Role of The Chair: The Chair is responsible for insuring the smooth and effective operation of the Committee and its roles. This will include responsibility for: 4.1 Calling the meetings to order. 4.2 The Chair is encouraged to create an informal atmosphere to encourage the exchange of ideas such as, using a roundtable format. 4.3 Creating an agenda in consultation with the Secretary. 4.4 Chairing the meetings. 4.5 Acting as spokesperson. 4.6 Representing the Committee on other committees when necessary. 4.7 The Chair shall conduct meetings in accordance with the Town's Procedural By-law 4.8 In the absence of the Chair, these responsibilities will be undertaken by a the Vice-Chair. 5.0 Role of the Secretary: The Secretary is responsible for ensuring a complete up to date record for the Committee. 5.1 In liaison with the Chair, arrange date, time and venue for meetings. 5.2 In liaison with the Chair, set agendas and circulate to the members two business days prior to the meeting. 5.3 Circulate draft minutes to the members. 5.4 Keep a complete up to date record of the committee minutes. 6.0 Role of Members: Membership on the Committee is a position of responsibility and requires a strong commitment to the Terms of Reference. Committee members are required to: 6.1 Attend all regular scheduled meetings. Members are required to notify the Chair, Secretary or the designated municipal staff liaison if they are unable to attend a meeting. 6.2 Review all information supplied to them. 6.3 Prepare information for use in the development of materials for the Committee. 6.4 Promote the role of the Committee. 6.5 Offer input to committee reports to Council. 6.6 Attend training as required to effectively perform their role as a committee member. 125 6.7 Committee Members are subject to The Municipal Conflict of Interest Act R.S.O, 1990, c.M50 and must disclose any direct or indirect pecuniary interest. The disclosure must be recorded in the minutes of the meeting. 7.0 Role of Municipal Staff: The Town of Tillsonburg, by its nature and purpose, affects and is affected by many different Municipal departments. Assistance will be provided on an as required basis from various departments. Municipal staff will be responsible for carrying out the following functions with respect to the Committee: 7.1 Acting as an information resource. 7.2 Orientation of Committee members at the first meeting after Council appointment. 7.3 Assist the Committee in its reporting to Council (see Sec. 7.0). 7.4 Provide correspondence to the Committee. 8.0 Reports to Council: The Committee may advise and make recommendations to Council in accordance with its role. Reports may be submitted as follows: 8.1 Verbally by a Council representative. 8.2 Verbally by the Chair or the designated representative. 8.3 Minutes from the Committee meetings 8.4 Written reports An annual report will also be submitted to Council at the beginning of each new year outlining the Committee’s accomplishments in the previous twelve months. 126 STAFF REPORT DEVELOPMENT AND COMMUNICATION SERVICES REPORT TITLE: UPDATE ON 253 BROADWAY PROPERTY Report No.: DCS 15-24 Author: CEPHAS PANSCHOW Meeting Type: COUNCIL MEETING Council Date: JUNE 11, 2014 Attachments: RECOMMENDATION: THAT Council receives Report DCS 15-24 Update on 253 Broadway Property for information purposes. EXECUTIVE SUMMARY The purpose of this report is to provide an update to Council on the status of the Agreement of Purchase and Sale between the Town of Tillsonburg and Rego Management/228495 Ontario Inc. The Town has granted the buyer additional time to obtain the necessary planning approvals for the project and an extension in the conditional period to August 7, 2015. BACKGROUND INFORMATION Council approved the following resolution at their January 12, 2015 meeting: THAT Council receive Report DCS 15-08 Offer to Purchase – 253 Broadway Property; AND THAT the property known municipally as Lot 944 and part Lot 945, Plan 500, and more particularly described as Parts 4 and 5, Plan 41R-6262 be declared surplus to the needs of the municipality; AND THAT a by-law be brought forward authorizing the Mayor and Clerk to execute all documents necessary to sell the property known municipally as 253 Broadway, Lot 944 and part Lot 945, Plan 500, and more particularly described as Parts 4 and 5, Plan 41R-6262, subject to a joint access easement on Part 4 to Rego Management and 228495 Ontario; 127 AND THAT the site plan for the property be brought back to Council for approval; AND THAT the net proceeds be contributed to reserves Subsequent to this, the Buyer has been working on finalizing the site plan and overall development. In this regard, they have retained architectural, planning, engineering, and design/build consultants. Due to the development constraints associated with the 253 Broadway property, it has taken longer than expected to finalize the site plan and submit the planning applications required to support the proposed development. The current agreement is conditional on the Buyer obtaining Site Plan and Building Permit approval. The Buyer has indicated that they will be in a position to submit Official Plan and Zoning By-Law Amendments within the next few weeks, but they still require time to obtain approval through these Planning processes. Hence, they requested an extension to August 7, 2015 to enable these approvals to be in place. It is still their intention to start construction in 2015. The Buyer has been proceeding in good faith as evidenced by the progress that has been made to date. The extension is for approximately two months and should provide enough time to obtain approval for the project. CONSULTATION/COMMUNICATION Not applicable. FINANCIAL IMPACT/FUNDING SOURCE There are no financial impacts related to granting an extension in the conditional period. Page 2 / 2 CAO 128 STAFF REPORT FINANCE Report Title: LIABILITY FOR PRESUMPTIVE CLAIMS UNDER THE WORKPLACE SAFETY AND INSURANCE ACT Report No.: FIN 15-25 Author: ANDREW JONES / DARRELL EDDINGTON Meeting Type: COUNCIL MEETING Council Date: JUNE 11, 2015 Attachments: WSIB OPERATIONAL POLICY 23-02-01; HICKS MORLEY ARTICLE : “FIREFIGHTERS’ PRESUMPTIVE LEGISLATION NOW APPLIES TO VOLUNTEERS”; WSIB LETTER REGARDING “ESTIMATED VALUE OF FUTURE BENEFIT COSTS” RECCOMENDATION THAT Council receive report FIN 15-25 as information. EXECUTIVE SUMMARY The Town is in receipt of correspondence from the Ontario Workplace Safety and Insurance Board (WSIB) which estimates the cost to the Town of future benefits payable under presumptive cancer legislation for volunteer firefighters to be $495,609. This estimate was prepared by the WSIB using actuarial assumptions. Following telephone conversations with the WSIB, it was determined that the actuarial assumptions used in calculating the $495,000 were largely province-wide assumptions, and not specifically tied to the Town’s potential liability. Consequentially, actual costs to the Town may be substantially different than the amount estimated by the WSIB. It is the recommendation of finance staff that the Town include a note in their financial statements for the year ended December 31, 2014 disclosing the existence of a contingent (i.e. potential future) liability, and that a reasonable estimate of the cost associated with the contingent liability cannot be made. BACKGROUND Legislation Under the Workplace Safety and Insurance Act there is a presumption that certain diseases suffered by firefighters (in particular, certain cancers) are occupational diseases. Since November 2009, this presumption has applied to volunteer firefighters where a diagnosis of the disease was made on or after January 1, 1960. Page 5 of WSIB Operational Policy 23-02-01 (attached) outlines the criteria (specifically, 129 the length of time a firefighter must be engaged) for the presumption to exist that a cancer is occupational. As a result of this presumption, compensation will generally be payable under the Workplace Safety and Insurance Act to all firefighters (volunteer, part-time and employed) who suffer from these diseases on or after January 1, 1960 and meet the required work duration. The attached article from Hicks Morley outlines that while challenge is possible it is often difficult and requires substantial amounts of evidence. WSIB Insurance Coverage Under the Workplace Safety and Insurance Act there are two types of employers. Employers who are covered under Schedule 1 of the legislation (“Schedule 1 employers”) participate in a group insurance fund and are not individually liable to pay benefits directly to workers or their survivors. Schedule 1 employers pay WSIB premiums into an insurance fund, and the fund is responsible for paying claims which arise under the Workplace Safety and Insurance Act. Employers who are covered under Schedule 2 of the legislation (“Schedule 2 employers”) do not participate in a group insurance fund and instead are individually liable to pay benefits directly to their workers or survivors that arise under the Workplace Safety and Insurance Act. The WSIB charges an administrative fee to Schedule 2 employers (calculated as a percentage of the benefits paid by the Schedule 2 employer) for adjudicating and administering claims. Schedule 2 employers are permitted to transfer to Schedule 1 to obtain collective insurance coverage. The Town’s Liability under the Workplace Safety and Insurance Act The Town switched from a Schedule 2 employer (liability to pay claims) to a Schedule 1 employer (collective insurance coverage) in 1977. Consequentially, it is believed that the Town has a potential liability for payments to firefighters or their estates for occupational diseases occurring between January 1, 1960 and 1977. Town staff has engaged in telephone conversations with the WSIB to attempt to understand how the liability to pay compensation might be determined when a firefighter worked both during the time when the Town was a Schedule 2 employer and a Schedule 1 employer (i.e. had a start date before 1977 and an end date after 1977). According to the WSIB, claims are adjudicated on a case-by-case basis, and therefore the WSIB cannot comment on how liability may be allocated between the Town and the collective insurance fund in such instances. The Town received a letter from the WSIB, dated April 30, 2015, in which the WSIB estimates the cost to the Town of future benefits payable under presumptive cancer legislation for firefighters to be $370,133.67 plus WSIB administrative fees of 33.9% ($125,475.31). A copy of the letter is attached to this report. The WSIB made this estimate using actuarial assumptions. When Town staff spoke with the actuarial department of the WSIB they were informed that the WSIB assumed (1) the Town was a Schedule 2 employer from 1960 to present and (2) firefighters in the County of Oxford were spread equally over the municipalities within the County. These assumptions, however, were not specific to the Town. Subsequent to the verbal conversation, the WSIB actuary confirmed in writing these non-Town specific assumptions. Page 2 / 3 CAO 130 Accounting Treatment Based on discussions with the Town’s auditor, it is believed that the potential liability to pay compensation to firefighters is a contingent liability. The Town is unable to determine to what degree, if any, it will be individually liable for future claims, or able to make a reasonable estimate of potential costs. As a result, the Town is required to add a note to the financial statements explaining the existence of a contingent liability and that future costs, if any, cannot be reasonably estimated. Funding Prior to receipt of the WSIB’s correspondence, the HR department was informed by WSIB that there would be little to no cost to the Town resulting from the legislative coverage of volunteer firefighters. As a result, no amount has been previously budgeted and no funds have been set aside in reserves for this potential future costs. Finance staff are still unable to determine if the Town will be assessed any out-of- pocket costs for claims covering the period during which the Town was a Schedule 2 employer, and this will only be known if and when cases are adjudicated. Town staff are aware of two potential cases which may be brought forward to the WSIB, and will update Council as further information is known. CONSULTATION / COMMUNICATION Finance staff has engaged in consultation with representatives of the WSIB as well as with the Town’s auditor. Finance staff has also been in contact with the Town’s insurer, and determined that excess indemnity insurance cannot be purchased to mitigate any risk. FINANCIAL IMPACT As noted above, the WSIB estimates the cost to the Town under the Workplace Safety and Insurance Act to be $495,609, however, this amount may be significantly different based on the adjudication of actual WSIB claims which may or may not arise in the future. COMMUNITY STRATEGIC PLAN IMPACT Not applicable. Page 3 / 3 CAO 131 132 133 134 135 136 137 138 139 140 141 142 143 144 145 STAFF REPORT FIRE & RESCUE SERVICES Report Title: Fire Prevention Officer Business Case Report No.: FRS 15-07 Author: Jeff Smith, Fire Chief Meeting Type: COUNCIL MEETING Council Date: JUNE 11, 2015 Attachments: BUSINESS CASE SUMMARY OF LEGISLATION IMPACTING FIRE SERVICES RECOMMENDATION: THAT Council receives report FRS 15-07 Fire Prevention Officer Business Case; AND THAT Council authorizes the hiring of a Fire Prevention Officer for Tillsonburg Fire & Rescue Services. EXECUTIVE SUMMARY This report will provide Council with additional information regarding the proposed Fire Prevention Officer position for Tillsonburg Fire & Rescue Services. SUMMARY As part of the 2015 Budget process, Tillsonburg Fire & Rescue Services brought forth a Business Case for the new position of Fire Prevention Officer. In addition to the business case, Council was also presented with a comprehensive listing of the Legislation, Regulations, and Fire Marshal Directives that have been paramount in placing additional demand on the Fire Department’s resources and capacity. The Three Lines of Defense to achieve an acceptable level of fire and life safety within a community are Public Education, Fire Safety Standards & Enforcement, and Emergency Response. The Fire Prevention Officer position will take a lead role in the coordination and delivery of services for the first two Lines of Defense. The third Line of Defense is the fire department’s response to an emergency. The Fire Prevention Officer will have a support roll to the response side of the fire department, namely assisting with origin and cause investigations as well as conducting follow-up with property owners for code compliance after an incident. 146 Public Education has typically been delivered with a strong reliance on the volunteer firefighters. The hiring of a Fire Prevention Officer will not diminish the importance of utilizing volunteers to help deliver fire and life safety Public Education but will assist in the delivery of Public Education programming during normal business hours, times where volunteer firefighters is normally difficult to coordinate. The Fire Prevention Officer will be an additional resource and help will ensure that Public Education activities are increased throughout the municipality and thereby reducing the number and severity of fires in the Town of Tillsonburg. The second Line of Defense is Fire Safety Standards & Enforcement. The Fire Prevention Officer will take the lead role in ensuring compliance with the Regulations made under the Fire Protection and Prevention Act, such as the Ontario Fire Code, Carbon Monoxide Alarm Regulation, Mandatory Inspection & Observing Fire Drills Regulation, etc, as well as all relevant Municipal By-laws (Open Air Burning, Fireworks Regulating, etc.). A major component of ensuring compliance with codes and regulations is inspections. The majority of the work of the Fire Prevention Officer will be dedicated to inspection for compliance with the Ontario Fire Code. The municipality is legislated to conduct inspections upon complaint and request. The legislated requirement to conduct annual inspections of buildings with vulnerable occupants and to observe fire drills annually in these same buildings has taxed the fire services resources and these inspections are not being completed within required timeframes. Without the Fire Prevention Officer position, Tillsonburg Fire & Rescue Services is not able to conduct routine or proactive inspections of high risk, high occupancy or high consequence properties. A typical inspection includes the following steps: a) File search b) Travel time c) Inspection d) Research (Fire Code, Standards, Acts, By-laws, etc.) e) Issuance of Inspection Orders f) Fire Safety Plan review g) Fire Protection System report review h) Follow-up with building owner i) Re-inspection Depending on the complexity of the facility and/or occupancy being inspected, the amount of time required for one inspection can necessitate between 5 to 10 hours of staff time, excluding any Court time (additional 5 – 20 hours). Page 2 / 3 CAO 147 Currently there are 236 fire inspection files that are open. These open files are instances where the initial inspection has been conducted but no follow-up or re-inspection has occurred. Some of these open inspections are 10+ years old. While no outstanding inspections have been added to this list in the past 3 years, only one or two a year are being removed. Having open inspection files is a liability for the municipality, and one that cannot be adequately addressed with the resources currently available. A major, initial task for the Fire Prevention Officer will be to close these files where possible and to re-inspect the properties where needed. The major areas of responsibility of the Fire Prevention Officer will include: 1) Inspection upon complaint or request 2) Inspection for real estate / insurance purposes 3) Inspections for licensing purposes (LCBO, day care, retail fireworks, etc.) 4) Routine inspections of facilities housing vulnerable occupants 5) Site Plan / Zoning Application review and comments 6) Fire Safety Plan review 7) Fire Origin and Cause investigations 8) Smoke alarm compliance enforcement 9) Carbon Monoxide alarm compliance enforcement 10) Court Proceedings 11) Public Education (fire and life safety) FINANCIAL IMPACT / FUNDING SOURCE Funding for this position is included in the 2015 Operational Budget for Fire & Rescue Services for 0.75 FTE due to the anticipated hiring of the position at the beginning of Q2 2015. Funding for 2016 will increase by 0.25 FTE to reflect a full year of employment. COMMUNITY STRATEGIC PLAN (CSP) IMPACT While fire or rescue services are not identified specifically in the Community Strategic Plan, Section 3.3 does address the demographic balance of the Town’s residents and more specifically, addresses support for the aging population. The mandatory annual requirement for conducting an inspection and observing a fire drill in care & treatment and retirement home occupancies will help to ensure that we are supporting the safety of our aging and vulnerable population. Page 3 / 3 CAO 148 Business Case: Fire Prevention Officer Prepared for 2015 Budgetary Considerations Page | 1 149 Fire Prevention Officer Business Plan Tillsonburg Fire & Rescue Services Executive Summary The business plan herein was developed to demonstrate the need for a proposed full time Fire Prevention Officer. While the major focus of this new position will be, if approved, fire code inspection and enforcement, there will also be responsible for delivering and/or coordinating other fire prevention activities (plans examinations, licensing requests, etc.), public education (both fire safety and emergency preparedness), and in the absence of the Fire Chief or Deputy Chief, fire investigation. Additionally, the position will have responsibilities for conducting pre-incident response plans for building in the Town, preparing training plans and lessons. The need for a Fire Prevention Officer is based on several needs, including an existing shortfall of available inspection hours to meet an identified inspection demand and to meet an anticipated demand on inspection hours based on amendments to the Ontario Fire Code, including legislated annual inspections of certain vulnerable occupancies, additional regulations regarding smoke alarms and recently introduced carbon monoxide alarm legislation. The intent of this position is to lower the likelihood of fire and/or limit fire spread by increasing our Ontario Fire Code compliance profile in the Town through increased inspections of higher risk occupancies. Background The Fire Protection and Prevention Act (FPPA) prescribes that: 2.(1) Every municipality shall, (a) establish a program in the municipality which must include public education with respect to fire safety and certain components of fire prevention, and (b) provide such other fire protection as it deems necessary in accordance with its needs and circumstances Further, the methods for providing services under the FPPA are prescribed under Subsection 2. (1) as follows: In discharging its responsibilities under subsection 2. (1), a municipality shall establish a fire department, or appoint a community safety officer or a community fire safety team. The Fire Protection and Prevention Act describes in legislation what the Office of the Fire Marshal (OFM) is responsible for: Page | 2 150 (a) To investigate the cause, origin and circumstances of any fire or of any explosion or condition that in the opinion of the Fire Marshal might have caused a fire, explosion, loss of life or damage to property; (b) To advise municipalities in the interpretation and enforcement of this Act and the regulations; (c) To provide information and advice on fire safety matter and fire protection matters by means of public meetings, newspaper articles, publications, electronic media and exhibitions and otherwise as the Fire Marshal considers advisable; (d) To develop training programs and evaluation systems for persons involved in the provision of fire protection services and to provide programs to improve practices relating to fire protection services; (e) To maintain and operate a central fire college; (f) To keep a record of every fire reported to the Fire Marshal with the facts, statistics and circumstances that are required under this Act; (g) To develop and maintain statistical records and conduct studies in respect of fire protection services; and (h) To perform such other duties as may be assigned to the Fire Marshal under this Act. 1997, c.4, s9(2). The Office of the Fire Marshal provides municipalities with direction as to what should be included as a minimum in a municipality’s fire safety and prevention program. Currently, the minimum fire safety program should include: • Simplified Risk Assessment • Smoke Alarm Program with home escape planning • Distribution of fire safety education materials and delivery of public education programs, and • Participating in inspection upon complaint or request to assist with Fire Code compliance. More recent, two Regulations made under the Fire Protection and Prevention Act, 1997, have and will place significant demands on the fire department for fire prevention and code enforcement. Ontario Regulation 364/13 establishes the mandatory requirement for fire services to inspect and observation of fire drills in care occupancies, care and treatment occupancies and retirement homes. Compliance with Ontario Regulation 364/13 requires the fire service to work closely with facilities housing vulnerable occupants to: • Appropriately assess and classify the occupancy • Conduct annual (minimum) inspections for Fire Code compliance and timely follow-up inspections and enforcement to address contraventions • Assist with the development, implementation and approval of a Fire Safety Plan • Ensure all Supervisory staff understand and are trained in the roles and responsibilities outlined in the Fire Safety Plan Page | 3 151 • Ensure that required fire drills are conducted as required and involve Supervisory staff • Observe and monitor the annual fire drill to ensure compliance with established evacuation times with minimal facility staffing • Review and comment on minimum staffing of facility • Ensure property owners and managers keep appropriate records of tests, inspections, fire drills, etc. as required The Ontario Fire Marshal’s Directive 2014-003 Inspections of All Buildings, issued under the provisions of the Fire Protection and Prevention Act, 1997, S.O. 1997, in part states that: “Ontario Regulation 365/13 (O.Reg.365/13) requires that fire safety assessments and inspections if necessary, be undertaken as directed by the Fire Marshal for: (1) Every building for which a fire safety complaint is received; and (2) Every building for which a request for assistance to comply with the Fire Code is received and the involvement of the Chief Fire Official is required.” Three Lines of Defence The Office of the Fire Marshal, through the Fire Protection and Prevention Act, 1997, S.O. 1997 (FPPA) recognizes the importance of implementing three lines of defence to achieve an acceptable level of fire safety within communities. In order, the three lines of defence are: 1. Public Education 2. Fire Safety Standards & Code Enforcement 3. Emergency Response Public Education activities such as the distribution of fire safety education materials, advertisements, etc. as well as Fire Safety Standards & Code Enforcement (inspections, plans review, etc.) are considered to be proactive approaches to protecting lives and property from fire. Emergency Response (fire suppression) occurs after lives have been endangered or property damaged from fire and is a highly time sensitive, reactionary effect. The Fire Prevention Officer position would strengthen the Tillsonburg Fire & Rescue Service’s ability to deliver proactive inspections and public education programs. Fire Safety Inspections and Enforcement The Fire Protection and Prevention Act, 1997, S.O. 1997 (FPPA) prescribes requirements for the inspection and enforcement of the provisions of the Ontario Fire Code as it relates to fire and life safety. In relation to Part VI Inspections of the Act, fire safety includes “safety from the risk that a fire, if started, would seriously endanger the health and safety of any person or the quality of the natural environment for any use that can be made of it. 1997, c. 4, s. 18”. Firefighters responding to a fire are also included within the definition of “any person”. For example, a damaged fire separation Page | 4 152 will allow the passage of fire from one compartment to another, potentially impacting search and rescue operations and even the lives of the firefighters. The FPPA and the Ontario Fire Code set minimum requirements for building and properties in regards to fire and life safety. As an example, smoke alarm(s) must be installed in all residential buildings. In May of 2012, the Office of the Fire Marshal released Technical Guideline TG-01-2012 “Fire Safety Inspections and Enforcement”. This Guideline outlines an inspection and enforcement process that is legislated under the FPPA, and relieves the municipality and inspector of liability in the event that a violation of the Ontario Fire Code results in a fire loss. Once an inspection has taken place and violation(s) noted, the inspector and the municipality carries the potential liability of the property and the occupants during the period from the time of inspection to the date an Inspection Order under the FPPA has been issued. The basic statement which has been proved in court has ushered a new way of enforcement of the Ontario Fire Code for municipalities. The enforcement option selected by the Inspector (and by extension, the municipality) should ensure that the Ontario Fire Code contraventions are dealt with in the most expeditious manner. The complexities of applying the legislation (Fire Protection and Prevention Act, RSO, 1997) and its associated regulation (Ontario Fire Code, O. Reg 217/07) has made the use of volunteer firefighters to conduct inspections and issue compliance orders difficult and possibly a liability for the municipality. Proper interpretation and consistency in application of the Ontario Fire Code ensures that a steady level of compliance is found throughout the municipality. Case law has been established which has increased a municipality’s exposure to liability as a result of not following the legislated enforcement options under the FPPA as outlined in Technical Guideline TG-01-2012 “Fire Safety Inspections and Enforcement”. (Banihashem-Bakhtiari v. Axes Investments Inc., 2004 and Smith v. Jacklin, 1994). Fire Underwriters Survey The Fire Underwriters Survey (FUS) is a national organization administered by SCM Risk Management Services Inc. FUS recommends that there be one (1) “Fire Safety Inspection Officer” per 15,000 of population. In addition, FUS recommends that, “the frequency of fire prevention inspections for all occupancies should be specifically appropriate for the level of fire risk within the occupancy.” Furthermore, the frequency of inspections will vary from one occupancy to another depending on: 1. Type of occupancy 2. Occupant load 3. Function 4. Grade of hazard Page | 5 153 As the fire risk increases, the frequency of inspections should also be increased. The following table is the minimum frequency guideline for occupancies (as identified within the National Building Code of Canada) as published by the Fire Underwriters Survey. Minimum Frequency Group – Division (NBC) Occupancy Inspection Frequency A-1 Assembly Occupancy 6 months A-2 6 months A-3 6 months A-4 6 months B-1 Institutional 6 months B-2 6 months C Residential 6 months D Business & Personal Services 12 months E Mercantile 12 months F-1 Industrial Occupancies 3 months F-2 6 months F-3 6 months FUS uses information regarding frequency of fire prevention inspections as one of many indicators to assist in establishing values for fire insurance grading purposes. Current Situation Currently, Tillsonburg Fire & Rescue Services conducts fire inspections on a complaint or request basis, the minimum level of standard as mandated by the Fire Protection and Prevention Act, 1997. The requirement for the Fire Prevention Officer is based on several needs, including: • An existing shortfall with available inspection hours to meet an identified inspection demand; • To facilitate a shift in administrative responsibilities from the Fire Chief and Deputy Chief; and • To meet Ontario Regulation 364/13 Mandatory Inspection – Fire Drill in Vulnerable Occupancy demand. Any affect the Fire Prevention Officer position can have on the reduction of fire losses will have a positive impact on the Town of Tillsonburg: • Through reduced fire suppression response, • A decrease in life threatening exposures for firefighting staff and the public, • Reduced or no interruption to the business affected by fire loss, and • Potential insurance savings and ratings for compliant structures. A Fire Prevention Officer for the Town of Tillsonburg will assist the municipality in addressing: Page | 6 154 • The inability to provide fire and life safety device inspections for high risk occupancies on a complaint, request or routine basis, or in a timely manner • Concerns with inconsistencies in fire code enforcement and inspection practises • Other key administrative short comings by shifting most inspection duties away from the Chief officers, to provide: o Fire administration with the tools to address opportunities not currently identified and meet or exceed the needs, circumstances and expectations of our community o An increased focus on fire prevention and public education needs o A shift of administrative duties away from the Chief officers, allowing a focus on municipal emergency planning, departmental training programs and a proactive/strategic approach to fire protection services • The timely and consistent review of site plan and zoning applications The Fire Prevention Officer position consists of a multi-faceted approach to meeting our fire department requirements to meet our responsibility for fire protection services under Part 2 of the Fire Protection and Prevention Act, 1997. Position Responsibilities Fire services in Canada have three basic mandates, in the following order: 1. Educate the public regarding fire safety 2. Inspect and enforce fire code contraventions 3. Provide fire suppression when incidents of fire occur With this in mind, the Fire Prevention Officer would provide services to the residents of Tillsonburg, including but not limited to: • Fire safety inspection in accordance with the provisions of the Ontario Fire Code and under the authority of the Fire Protection and Prevention Act, 1997, including routine inspections • Inspections upon request of the property owner • Inspections upon the request of the owner or representative related to the sale of property • Inspections as a result of business license applications • Inspections as a result of a complaint • Inspections requested by other municipal, provincial, or federal agencies, inspections related to building permit process, and plans examinations related to building permits, zoning applications, etc. • Conducting technical seminars for the benefit of building and property managers, insurance adjusters, and in house training for fire suppression personnel • Development and delivery of programs that would be tailored to local needs and circumstances Page | 7 155 • Demonstrations and hands-on training (such as fire extinguisher) for interested groups, organizations and businesses • Fire incident evaluation and arson investigation to determine area of origin and possible cause • Ad-hoc consultation during regular business hours, providing guidance and interpretation of codes, explanations and technical information • Public education programs for children, seniors and other audiences using multi-media formats • Performance of such other tasks necessary to maintain the continuity of the fire department within the scope of the position description Page | 8 156 Overview of Legislation, Regulations, Guidelines & Responsibilities Impacting the Tillsonburg Fire Department* No. Reference Description Impact on Fire Department 1 O. Reg. 275/14 Fire Code amendments to clarify requirements for licensed child care programs in schools. Increased inspection responsibilities and additional inspections to support in school child care programs. 2 O. Reg. 256/14 Technical Changes to the Fire Code. Over 120 changes (253 pages) of technical changes to the Fire Code impacting inspections and application. Changes also update referenced standards. While designed for improved clarity for the most part, the changes will create additional workload during inspections. 3 O. Reg. 191/14 Building Code amendments to allow construction of wood frame buildings up to 6 storeys. Increased risk of building collapse under fire conditions due to increased height of combustible construction. Increased risk will require increased inspections to ensure compliance with Fire Code to ensure sprinkler and other life safety systems are functioning and are being maintained, as well as to ensure that fire separations and fire compartments are compliant. 4 O. Reg. 194/14 Carbon monoxide alarms mandatory in certain residential occupancies. Increased incident responses due to CO alarms, both false and where CO is present. Also additional inspection workload and responsibilities. 5 O. Reg. 365/13 Mandatory assessment of complaints & requests for approval. Legislated mandatory inspections for fire department upon receipt of a complaint or upon request of all buildings. Contains additional requirements for occupancies housing vulnerable occupants. Increased inspection workload. 6 O. Reg. 364/13 Mandatory inspections – fire drills in vulnerable occupancies. Legislated mandatory annual inspections and annual evaluation of fire drills in all occupancies (retirement homes, long term care facilities, group homes, etc.) with vulnerable occupants. Significant increase to workload. Legislated compliance timelines associated with vulnerable occupancies decreased. 7 Fire Marshal Directive 2014-001 Registration of vulnerable occupancies. Mandatory requirement for fire departments to register all occupancies with vulnerable occupants on the Provincial registry. Increased workload upon initial inspection and subsequent inspections. 8 O. Reg. 150/13 Enhancing fire safety in occupancies housing vulnerable Ontarians. Legislated mandatory fire & life safety enhancements (fire separations, sprinkler systems, self-closing devices, increased training, annual fire department inspections and annual fire drills) in all occupancies (retirement homes, long term care facilities, group homes, etc.) with vulnerable occupants. Also increased requirements for Fire Safety Plan requirements. 1 * Summary contains significant impacts only, not a comprehensive listing 157 Overview of Legislation, Regulations, Guidelines & Responsibilities Impacting the Tillsonburg Fire Department* Significant increase to workload due to more inspections, approving Fire Safety Plans and monitoring fire drills. Legislated compliance timelines associated with vulnerable occupancies included. 9 O. Reg. 464/10 Propane handling and storage regulations. Mandatory approval of Risk & Safety Management Plans for all propane filling and storage facilities. Increased workload and increased technical training requirements initially and when RSMP’s are changed or altered. 10 O. Reg. 114/09 Hours of service amending Highway Traffic Act (O. Reg. 555/06). Dictates on-duty hours of service for certain employees. Limited impact to fire department operations but does impact employers of volunteer firefighters. 11 O. Reg. 213/07 2007 Edition of Ontario Fire Code. New Objective Based Code section as well as prescriptive code section. Over 200 technical changes from 1997 Edition of Fire Code. Increased retrofit inspection requirements. Significant increased in scope of fire code compliance inspections and increased time spent conducting inspections. 12 O. Reg. 144/06 Retrofit amendments to Fire Code for hotels and motels. Hotel Fire Safety Act revoked and additional section added to Ontario Fire Code. Increased workload and increased scope of fire code compliance inspections in hotel and motel occupancies. 13 OFM Plan Review & Approval Program terminated. On April 1, 2013, the OFM terminated the program that conducted plan review and approvals for new construction, alterations and/or additions to long-term care homes, public & private hospitals, elementary & secondary schools, colleges and universities. Increased responsibility and workload placed on fire department and elimination of key resource for municipal fire department staff. 14 Section 9 of Fire Protection & Prevention Act, RSO 1997 Fire Marshal authority to issue guidelines. This section of the Act gives the Fire Marshal the legislated authority to issue guidelines (Fire Marshal Directives, Technical Guidelines, etc.) to fire departments. Give fire departments mandatory directives that must be complied with. Fire Marshal’s authority was upheld by Ontario Superior Court of Justice in November 2011. The Court noted that the Fire Marshal has express authority under clause 9. (1) (d) of the FPPA to “issue guidelines to municipalities respecting fire protection services and related matters". 15 TG-02-2012 Staffing levels for the emergency evacuation of residents in care occupancies. Provides direction to fire departments to establish the appropriate minimum staffing level of care occupancies to ensure a timely evacuation of 2 * Summary contains significant impacts only, not a comprehensive listing 158 Overview of Legislation, Regulations, Guidelines & Responsibilities Impacting the Tillsonburg Fire Department* residents in an emergency situation. Increased workload to fire department as well as increased responsibility and liability. 16 Emergency Management and Civil Protection Act, RSO 1990 Community Emergency Management Program Identifies and defines municipal responsibilities in areas of municipal emergency response, emergency planning and recovery from an emergency. Has mandatory annual training, exercise and reporting requirements. Significant increased workload due to annual compliance requirements as well as mandatory participation in upper tier government’s program. Fire Chief appointed Community Emergency Management Coordinator (CEMC) and Deputy Fire Chief appointed alternate CEMC. 17 Occupational Health & Safety Act, RSO 1990 Section 21 Guidance Notes, O. Reg. 714/94, etc. Volunteer firefighters are considered workers under the Occupational Health and Safety Act (OHSA). Employers continue to have a duty to take every reasonable precaution in the circumstances to protect workers – Section 25(2)(h) OHSA; workers and supervisors must continue to take appropriate steps to identify and address workplace hazards. Prosecutions using Section 21 Guidance Notes as well as OHSA have created minimum standards (case law) for training, documentation and fireground operations. Significant impact to fire resources to ensure continued compliance with changing and evolving rules, regulations and guidelines. 3 * Summary contains significant impacts only, not a comprehensive listing 159 STAFF REPORT FIRE & RESCUE SERVICES Report Title: Fire Department Strategic Planning Committee Structure and Terms of Reference Report No.: FRS 15-09 Author: Jeff Smith, Fire Chief Meeting Type: COUNCIL MEETING Council Date: JUNE 11, 2015 Attachments: DRAFT TERMS OF REFERENCE RECOMMENDATION: THAT Council receives report FRS 15-09 Fire Department Strategic Planning Committee Structure and Terms of Reference; AND THAT Council authorizes the Fire Chief to commence the recruitment process for members for the Fire Services Strategic Planning Committee for Council approval; AND THAT Council approved the Fire Services Strategic Planning Committee terms of reference attached. EXECUTIVE SUMMARY Due to the discontinuance of the Shaping Fire Safe Communities program for Master Fire Planning by the Office of the Fire Marshal, it became necessary to reevaluate the strategic planning process for the Tillsonburg Fire and Rescue Service. The purpose of this report is to establish the composition of the Fire Department Strategic Planning Committee and to adopt the Committee’s Terms of Reference. DISCUSSION As part of the 2015 Fire Department Business Plan, it was identified to begin the process to develop a Strategic Plan for the Town of Tillsonburg’s fire service. Historically, Tillsonburg Fire & Rescue has commenced strategic planning initiatives in the past, most recently in 2006 using the Office of the Fire Marshal’s Shaping Fire Safe Communities program. Due to limited resources and other demands, the project stalled in early 2007 after approximately 9 meetings. During this time, an Organizational Risk profile was created that illustrated the operational vulnerabilities of the fire department and categorized these risks and liabilities as High, Medium or Low. Also during this time, a Community Risk profile was created that 160 evaluated risk and vulnerability of the Town’s building stock (assembly, institutional, residential, business/personal services, mercantile, & industrial) as well as outside events, agricultural/resources and vehicles. Like the Organizational Risk profile, the Community Risk profile identified High, Medium and Low fire and life safety risk profiles in Town of Tillsonburg. A reboot of the program in December, 2008 included Master Fire Plan Committee, focused on four functional areas of service delivery: 1. Administration 2. Fire Prevention 3. Public Fire Safety Education 4. Training 5. Apparatus & Maintenance 6. Communications 7. Fire Suppression Of these seven (7) functional areas, only the Organizational Risk Analysis – Fire Prevention was completed and presented to Council on November 29, 2009. Significant work was also completed on Training, Communications and Fire Suppression before the Shaping Fire Safe Communities Program as discontinued. The data and information gathered 2006 – 2009 is still relevant and can be used, supplemented with more recent data, by a new Strategic Planning Committee moving forward. Three (3) main options employed for the completion of Fire Department Strategic Plans. 1) Retention of a consultant to produce a Strategic Fire Plan. Retaining a consultant produces a document in a much shorter time frame, but typically they do not have very much public engagement. 2) Completion of a Strategic Fire Plan by a community based committee employing a model were the gap (if any) between the fire department’s current capability and the community risk profile are determined and a strategy to mitigate the variance is proposed. 3) Similar to #2, a community based committee completes the same gap analysis but includes consideration of strategic foresight (predicting into the future) of the community risk profile, thereby creating a strategy to mitigate current risks and anticipated future risks. Tillsonburg Fire & Rescue Services is suggesting the third option be undertaken for a number of reasons, key of which is the fact that the service delivery gaps today are considered at the same time as the fire services future requirements are considered. In Page 2 / 3 CAO 161 context, if we develop a ten year plan to close or eliminate today’s service delivery gaps, by the end of the ten year period, we will not have addressed any needs identified in the previous years. Closing today’s gaps while forecasting tomorrow’s needs will help ensure that the Strategic Plan remains relevant and effective for the entire time period while it is being implemented. The use of a consultant would require funding and while this process will produce a strategic plan in a much shorter time frame, there is typically limited public engagement or community input. COMMUNITY STRATEGIC PLAN IMPACT NIL FINANCIAL IMPACT / FUNDING SOURCE Costs associated with the start-up of a Strategic Planning Committee will come from within existing fire department budget for the balance of 2015. Nominal support costs will be brought forth as part of the 2016 operating budget process. Page 3 / 3 CAO 162 Fire Services Strategic Planning Committee TERMS OF REFERENCE Introduction Strategic Fire Planning is fundamental to managing a community’s fire protection services. Fire protection services include, but are not limited to, fire suppression (including rescue, medical assistance, hazardous materials response, vehicle extrication, water/ice rescue, high angle rescue), communications, fire prevention inspections and code enforcement, and public education programs. Developing and implementing a well thought out plan will provide the basis for understanding present and future fire protection risks to the community and facilitate implementation of a system for effective and efficient use of resources to control fire losses and fire protection that addresses our local needs and circumstances, coupled with a view of the need for fiscal responsibility to our ratepayers. It is often easy to get caught up in the day-to-day business of providing emergency response to our residents. This is certainly the most visible component of fire protection to citizens. Many are aware of the variety of other services the fire department provides and the direct and indirect costs for and benefits of providing these services to the community. In this environment, it is often easy to lose sight of the value and need for long range planning. The continued demands for improved fire suppression, fire prevention, fire safety education to the public, medical responses and rescue calls must be viewed within the framework of utilizing budgetary resources wisely. To be effective, a community must not lose sight of the strategic and long term goals necessary to maintain an effective fire service. The Fire Protection and Prevention Act, 1997, clearly establishes municipal responsibility for certain components of fire prevention (inspection on complaint and request), public fire safety education, and such other fire protection services the municipality deems necessary based on its local needs and circumstances. Strategic fire planning will provide the framework to direct future fire protection services in order to meet the requirements of provincial legislation and the identified needs of our community not only today but for years to come as well. Purpose The strategic planning process will address a number of issues in order to formulate a framework to lead our fire services into the future. The process will: • Determine the Town of Tillsonburg’s fire protection needs and circumstances including fire risk, capabilities of the existing fire service and capabilities of the municipal budget. • Determine the Town of Tillsonburg’s future fire protection needs and circumstances including fire risk, and desired capability of the fire service. • Identify options for developing and delivering fire services through efficient and effective use of all available resources. • Provide implementation strategies and schedules which will also serve as an evaluation tool to determine that the goals established meet required standards and are achieved within the prescribed time frames. • Facilitate continual monitoring and evaluation of the plan’s implementation. • Provide a mechanism whereby revisions take place in order to ensure the plan’s continued viability. • Develop Mission Statement and Vision Statement for Tillsonburg Fire & Rescue Services 163 Scope The Strategic Fire Plan for the Town of Tillsonburg is designed to address current and anticipated community risks over a period of ten (10) years. The strategic fire plan will address all aspects of the delivery of fire protection services, including: • Governance – current municipal structure • Emergency response – fire suppression, medical, hazardous materials, water/ice rescue, vehicle extrication, high angle rescue, etc. • Fire prevention – inspections, code enforcement, fire cause determination • Public fire and life safety education • Communications • Training and education of staff • Equipment and apparatus • Administration – fire department management structure Guiding Principles and Key Assumptions It is important to the development of the strategic fire plan that certain “project assumptions” be declared as it relates to directions to the steering and working committee members in functional matters such as services to be provided and levels to be attained by the Tillsonburg Fire Department. The strategic fire plan assumptions are as follows: • The following list of guiding principles will be referenced throughout the process: o Provide services that are equally accessible to the entire community. o Provide a fire service that has appropriate quality assurances and accountability measures incorporated into its function. o Provide a fire service that responds to the changing needs and circumstances of the Town of Tillsonburg. • The organization model will reflect the Office of the Ontario Fire Marshal response criteria for urban and rural areas in structure and the associated base response times will be referenced as the community guidelines: o Ten personnel on scene within 10 minutes of dispatch for urban areas (90% of time to a single family structure fire). o Six personnel on scene within 14 minutes of dispatch for rural areas (90% of time to a single family structure fire). • The organizational structure will include a staffing component to the community standard to align with response times. • The Tillsonburg Fire Department’s organizational model with respect to base response and staffing should be reviewed against the results of the risk assessment, department capabilities and gap analysis. It can then be used as a guide from which the rest of the strategic fire plan can be developed. Critical Success Factors The following critical success factors will be used to promote an effective and successful strategic planning process: • Commitment of, formal direction from and engagement of Council. • Sense of ownership and high priority. • Broad-based participation on the project team with clearly defined roles. 164 • Utilization of interdisciplinary skills and knowledge of the community. • Ongoing and regular communication with municipal Council and other stakeholders during the process. • A systematic, step-wise approach. • Reasonably achievable and agreed-upon time frame. • Strong understanding of the requirements. • Access to important and relevant information. • Objective and thorough analysis of local needs and circumstances. • Importance of public expectations and level of satisfaction. • Risks are clearly identified, understood and evaluated. • All practical options are considered. • Documentation of decisions made and rationale supporting them. • Clear implementation of plan with accountability, resources, and timelines. • Measurable outcomes that are monitored. • Identifiable benchmarks utilized for comparisons. • Annual review and revision of the plan as necessary. Process The development of the strategic fire plan will follow a ten (10) step process, based in part of the former “Shaping Fire Safe Communities” program to maximize the use of the work completed by previous committee(s). 1. Establish Planning Context 2. Establish Planning Committee & Work Teams 3. Analyze Risks and Proactive Futuring 4. Evaluate Risks and Capabilities 5. Prepare Action Plan 6. Develop Strategies to Implement Strategic Fire Plan 7. Implement the Strategic Fire Plan 8. Monitor and Evaluate 9. Benchmark 10. Revise Accountability Framework The Town of Tillsonburg is responsible for the development, implementation, monitoring, updating, and overall ownership of the strategic fire plan. To that end, the municipality commits to the following: • Assigning appropriate and sufficient resources to conduct the strategic fire planning exercise in a timely manner. • Monitoring and managing progress to ensure that the strategic fire planning process is completed within the scheduled timeframe and that resources are brought to bear in a timely way to facilitate the process. • Providing meeting facilities, all necessary documentation and other required information in order to complete the strategic fire planning process. • Establishing stakeholder focus groups as required and engaging in meaningful dialogue to gather essential input for the strategic fire plan. • Creating the strategic fire plan and any required and related documents and drafts. 165 • Committing to an implementation schedule for the strategic fire plan. • Committing to monitoring, reviewing and revising (as necessary) the strategic fire plan at least annually or more frequently as situations change that may affect the plan. The Fire Chief provides the overall technical oversight of the development, implementation and management of the strategic fire plan. The Office of the Fire Marshal will provide advice and technical assistance only and will not attend committee meetings as a sitting member. Planning Committee Structures and Responsibilities Steering Committee A Strategic Fire Planning Steering Committee shall be established to oversee the entire planning process and provide advice and direction to the working committee(s) as required. The committee shall be comprised of the following members: • Member of municipal Council • Chief Administrative Officer (ex officio) • Fire Chief (ex officio) • Fire Officer (volunteer Captain, acting Captain or Platoon Chief) • Firefighter (volunteer) • Municipal citizens(2) • Municipal business (3): o Multi-Unit Residential property owner o Industrial / Commercial property owner o Transportation representative (rail, road) Working Subcommittee(s) The Steering Committee will establish working subcommittee(s) to deal with strategic planning issues such as the following: • Economic circumstances • Geography and topography • Training of fire department personnel • Fire prevention • Fire cause determination • Public fire safety education • Human resources • Water supplies • Emergency communications • Emergency response • Public attitude • Apparatus and equipment Each working subcommittee area will be addressed by a written report to the Steering Committee. Each committee member is expected to: • Promote the progress with representative group(s) and with the fire service. • Be responsible for representing the interests of his/her organization by tabling appropriate issues and information. 166 • Taking non-confidential information and issues back to the committee or group he/she represents. • Maintain confidentiality of the information and discussions which have taken place unless otherwise directed by the project manager. • Declare, in advance, any potential conflicts of interest. • Be an active participants at all meetings, share information, offer opinions and seek the opinions of others and be open to compromise with regard to objective issues. • Show respect for the views of others. • Initiate discussion and contribute to the development of new ideas and concepts. • Evaluate, clarify, and deliberate conflicting ideas and viewpoints so that the best possible solution is maintained. Tillsonburg Fire & Rescue Services staff and municipal administrative staff will collect data and information pertaining to the policy and operational areas of the department. Regular updates on the status of the strategic planning process will be provided to Council. Deliverables and Milestones Clear and measurable time frames will be established for the creation and subsequent implementation of the plan once it is adopted and endorsed by municipal Council. The process will utilize the following milestones: • Establish planning context • Review and if necessary recommend revisions to Terms of Reference • Establish planning components and locations • Recommend working subcommittee membership to Chief Administrative Officer • Set committee and subcommittee meeting dates • Set completion dates for approved milestones • Analyze, evaluate risks / capabilities • Complete proactive futuring of community risks • Prepare action plan • Develop implementation strategies • Implement Strategic Fire Services Plan • Monitor and evaluate (ongoing) • Benchmark (ongoing) • Review and revise (ongoing) Communications Throughout the development of a Fire Services Strategic Plan, all communications with the media or public on the strategic planning process will be channeled through the steering committee via the Chief Administrative Officer. 167 STAFF REPORT OPERATIONS SERVICES Report Title: Results for Tender #T2015-010 Concrete Sidewalk and Curbing Report No.: OPS 15-16 Author: Jeff Molenhuis, P. Eng., Manager of Engineering Meeting Type: REGULAR COUNCIL Council Date: JUNE 11, 2015 Attachments: NONE RECOMMENDATION THAT Council receive Report OPS 15-16, Results for Tender #T2015-010 Concrete Sidewalk and Curbing; AND THAT Council award Tender #T2015-010 to Fortese Concrete Ltd. of London, Ontario at a cost of $70,692.67 (net HST included), the lowest bid received satisfying all Tender requirements; AND THAT the Mayor and Clerk be authorized to sign all documents necessary to award the tender to Fortese Concrete Ltd. for the concrete sidewalk and curb & gutter construction. SUMMARY Tenders were called for the Concrete Sidewalk and Curb & Gutter Construction with seven (7) plan takers and a total of five (5) bids received on May 21st, 2015 with the lowest bid from Fortese Concrete Ltd. of London, Ontario at a cost of $70,692.67 (net HST included). The project includes the replacement of miscellaneous sidewalk sections identified from the Sidewalk Inspection Program as well as repairing damaged curb and gutter at various locations throughout Town. The tender was advertised on Biddingo, the Town of Tillsonburg website and Tillsonburg News. Results of the tender are summarized below: 168 Bidder Location Bid Amount 1. Fortese Concrete Ltd. London, ON $ 70,692.67 2. Ro-Buck Contracting Ltd. London, ON $ 72,033.87 3. J. Franze Concrete Ltd. London, ON $ 75,882.43 4. Autoform Contracting London Ltd. London, ON $ 85,603.36* 5. J.B. Construction Management Paris, ON $ 142,692.96 *adjusted for math errors The above bids include net HST of 1.76%. Other Town costs include advertising and material testing in the amount of approximately $2,500.00 for a total estimated Town expenditure of $73,192.67. Fortese Concrete Ltd. completed the 2014 Concrete Sidewalk and Curb & Gutter contract with favourable results. CONSULTATION/COMMUNICATION Any planned roadway or lane closures in order to facilitate the work will be kept to a minimum and communicated to the public and any directly affected residents in advance. FINANCIAL IMPACT/FUNDING SOURCE The combined maintenance budget for this project is $75,000 which consists of $40,000 from the sidewalk maintenance budget, $25,000 from the curb & gutter maintenance budget, $3,000 from the parks maintenance budget and $7,000 from the water and storm sewer maintenance budgets. Page 2 / 2 169 170 171 172 173 STAFF REPORT OPERATIONS SERVICES Report Title: Results for Tender #T2015-009 Hot Mix Asphalt Paving Report No.: OPS 15-17 Author: Jeff Molenhuis, P. Eng., Manager of Engineering Meeting Type: REGULAR COUNCIL Council Date: JUNE 11, 2015 Attachments: NONE RECOMMENDATION THAT Council receive Report OPS 15-17, Results for Tender #T2015-009 Hot Mix Asphalt Paving; AND THAT Council award Tender #T2015-009 to Permanent Paving Ltd. of Woodstock, Ontario at a cost of $430,686.23 (net HST included), the lowest bid received satisfying all Tender requirements; AND THAT a By-law authorizing Mayor and Clerk to enter into an agreement with Permanent Paving Ltd. for the hot mix asphalt paving contract be brought forward for Council consideration. SUMMARY Tenders were called for the Hot Mix Asphalt Paving with six (6) plan takers and a total of five (5) bids received on May 21st, 2015 with the lowest bid from Permanent Paving Ltd. of Woodstock, Ontario at a cost of $430,686.23 (net HST included). As shown in Figure 1 the project includes full depth resurfacing of Hurley Avenue, Wilson Avenue, Devonshire Avenue and Bell Mill Sideroad; partial depth resurfacing of Devonshire; surface asphalt on Ridge Boulevard and Thistle Court; and minor asphalt patching and repairs as a result of maintenance work from the Town’s Water and Public Works Departments as well as requests from the Town’s Parks Department. The tender was advertized on Biddingo, the Town of Tillsonburg website and Tillsonburg News. Results of the tender are summarized below: Page 1 / 3 174 Bidder Location Bid Amount 1. Permanent Paving Ltd. Woodstock, ON $ 430,686.23 2. Armstrong Paving & Materials Ltd. St. Marys, ON $ 447,005.97 3. Dufferin Construction Simcoe, ON $ 474,149.19 4. Brantco Construction Cambridge, ON $493,562.20* 5. Coco Paving Inc. London, ON $ 633,165.18 *adjusted for math errors The above bids include net HST of 1.76%. The bids also include a $10,000 contingency allowance for advertising, material testing, and any unforeseen expenses encountered during construction. It should be noted that the actual price of asphalt cement from the time it is bid to the time it is placed is subject to an AC adjustment (Asphalt cement escalator factor) which is set by the MTO monthly. CONSULTATION/COMMUNICATION Any planned roadway or lane closures in order to facilitate the work will be kept to a minimum and communicated to the public or any directly affect residents in advance. FINANCIAL IMPACT/FUNDING SOURCE The combined budget for this project is $511,000 which consists of $400,000 from the annual capital budget, $65,000 from the Ridge Blvd carry forward project, $25,000 from the maintenance patching budget, 11,000 from the parks maintenance budget, and 10,000 from the water and storm sewer maintenance budgets. Staff are recommending that an additional location of Lisgar Avenue (Devonshire to Van Norman) be included in the scope of work in order to optimize the approved capital budget. ITEM NOTES TENDER COST 2015 BUDGET Water and Storm Sewer Maintenance Break repairs $9,900 $10,000 Parks Participark/Cemetery $11,000 $11,000 2014 CWFD - Ridge Boulevard Surface asphalt $62,600 $65,000 Patching Maintenance Surface failure $23,300 $25,000 2015 Capital Asphalt Resurfacing $323,900 $400,000 Bell Mill Sideroad 90m (full depth) $30,800 Hurley/Wilson/Clarence 475m (full depth) $83,400 Wilson Avenue 260m (full depth) $96,800 Devonshire Avenue North 200m (full depth) $61,500 Devonshire Avenue South 330m (partial depth) $51,400 HOT MIX ASPHALT TOTAL $430,700 $511,000 *Lisgar Avenue 240m (full depth) $72,400 Page 2 / 3 175 Page 3 / 3 176 177 178 179 180 181 182 183 184 185 186 187 188 STAFF REPORT RECREATION, CULTURE & PARKS Title: Health Club Operational Report Report No.: PRS 15-16 Author: Jessica Melo, Programs Supervisor Rick Cox, Director of Recreation, Culture & Parks Meeting Type: COUNCIL MEETING Council/Committee Date: MAY 25, 2015 Attachments: RECOMMENDATION THAT Council receives Report RCP 15-16 – Health Club Operational Report for information AND THAT staff prepare and issue a request for proposal for replacement cardio equipment through purchase or lease within the approved budget. EXECUTIVE SUMMARY Over the past 18 months, a concerted effort to rebuild the Town’s Health Club membership and usage levels has been successful. Investments were made in small equipment (2013) and a reconfiguration of the customer service desk (2014), along with a reconfiguration of the membership structure and fitness class offerings to meet customer preference. Pricing strategies including packaging and sale price offerings have been implemented to attract and retain members. BACKGROUND INFORMATION Strategic Plan Recommendations In the 2011 Community Parks, Recreation & Cultural Strategic Master Plan, the discussion about the fitness centre includes the comment that “the Town should continue to expand its focus on wellness programs.” In addition the Plan suggests “specific efforts should continue to be made toward retaining and attracting members” with recommendation 3-10 reading as follows: “The Town should undertake a comprehensive examination into the reconfiguration/expansion of its Health Club… in order to provide a higher quality, higher performing level of service….” The reconfiguration/expansion will be considered through the conceptual design process currently under way, but RCP staff take very seriously the mission to expand wellness programs, retain and attract members and work towards a higher quality, higher performing level of service. RCP 15-16 - Health Club Operational Repo 1/4 189 History When the Tillsonburg Community Centre (TCC) opened in 1972, the facility was created to serve as a place of recreation, fitness and leisure in the community. The TCC continues to serve as a provider of wellness programs for all ages by offering a variety of options to residents. Since the Health Club’s inception in 1973, the Club has continually operated as an affordable fitness service for residents. The success of the service has required expansions in the 1980’s, 1990’s and 2000’s and residents continue to make good use of the Health Club facility. Many of the users of the TCC Health Club are not looking for high-intensity training equipment but are simply looking to maintain their health (seniors) or develop into fitness (students) and choose the TCC facility because it offers a variety of equipment in a comfortable atmosphere and is accessible. Many adult members choose it for these same reasons in addition to being able to exercise while their children attend programming in the center. Comparable municipalities such as Ingersoll, North Huron and Kawartha Lakes have maintained public ownership over a health club for these same reasons. The Town’s Health Club is the longest serving fitness centre in Tillsonburg. Since it opened over 40 years ago, a number of private sector operators have come and gone. No Longer In Operation: • Iron Master: Located on Washington Grand Ave at the corner of Bidwell Street. (Now a self-brew beer & wine store.) Closed prior to 2000. • Body Maintenance: Originally located on Tillson Ave, it moved to Broadway Street and then to Library Lane. Closed in 2002. • Fitness 21: Located by Dad’s Ice Cream, it became Body Tech and then Olympus. Closed in 2010. • Extreme Fitness: The original location was the old Rick’s Carpet in industrial park. Moved to Brock Street beside Music Academy. Existed 12-13 years. Closed in 2011. Still Operating: • Cardio Plus (Women only): Located on Broadway Street beside the movie theatre. Opened in 2001. • Curves (Women only): Located on Harvey Street. Opened 2000-2001 (approx.). • Snap Fitness: Located on Broadway Street across from the Town Centre Mall. Opened in 2012. • Anytime Fitness: Located on Broadway Street near Sobey’s. Opened in 2012. Usage Trends The RCP Programs team has been working diligently at rebuilding the Health Club activity after the usage dropped when new competitors came to in the market in 2012. With Council’s support through a $10,000 capital investment in equipment in 2013 and a capital project to reconfigure the entranceway and service desk in 2014, these efforts have shown dividends. Over the past year (May 2014 – April 2015), there have been an average of 2,122 visits per month or just over 70 people per day using the Health Club. Nine out of the last twelve months have shown the RCP 15-16 - Health Club Operational Repo 2/4 190 highest or 2nd highest monthly use for that month since 2009. (Data is not available prior to 2009.) The usage statistics reflect the significant increase in membership purchases so far in 2015 with a current total of 830 members. Almost 40% of the new memberships sold in the last year were for students and seniors in the community. These members find value in the TCC Health Club because there is trained staff available at all times, and the TCC facility is the only local Health Club that offers access to a pool and sauna. Additionally, the Town is a stable organization unlikely to close over the span of a membership purchase which compares favourably with local examples of health clubs closing suddenly. In the last 10 years (2004-2014) the Health Club operation has generated a total net surplus of $35,655. However, for the past three years the operation has shown a loss. This is largely attributed to the loss of user base beginning in 2012 from the arrival of new competition as well as increased labour costs when the wage grid was implemented. Continued efforts to grow revenue and contain costs will hopefully reverse this trend. So far in 2015 the operation is showing a surplus of $12,875. The calculation of this operational surplus includes revenue from memberships, fitness classes and drop-in users set against expenses from full- and part-time Health Club staff labour, equipment maintenance costs, supplies, staff training and advertising. Capital costs and facility costs are not considered in this calculation. Current Equipment Fleet One of the critical parts of creating the foundation for success with this operation is the modernization of the cardio equipment and other amenities available in the Health Club. The current fleet of cardio equipment varies in age between six to thirteen years old. The cardio equipment receives constant, commercial-volume use and most pieces are currently in need of replacing. Through regular maintenance the Town has been able to maintain a very high standard of minimal downtime. As with any mechanical equipment there reaches a point where the maintenance costs $(50,000) $(40,000) $(30,000) $(20,000) $(10,000) $- $10,000 $20,000 $30,000 $40,000 TCC Health Club Annual Operational Net Surplus (Loss) RCP 15-16 - Health Club Operational Repo 3/4 191 begin to exceed the replacement costs. Standard practice in the fitness industry for cardio equipment is to lease a fleet that can be updated every 3-5 years without significant changes in cost profile. RCP staff recommends replacing the cardio fleet to retain existing users and attract new users. CONSULTATION/COMMUNICATION Preliminary results from the conceptual visioning process suggest the community at large is in support of the Town staying in the business of providing a fitness centre as a service to the ratepayers of Tillsonburg. FINANCIAL IMPACT/FUNDING SOURCE The 2015 Capital Budget includes a $10,000 allocation from taxation for equipment replacement, with a further $25,000 allocation planned for in 2016, 2017 and 2018. COMMUNITY STRATEGIC PLAN (CSP) IMPACT N/A RCP 15-16 - Health Club Operational Repo 4/4 192 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW NUMBER 3918 A BY-LAW to authorize a Development and Building Permit Fee Rebate and an Assessment Rebate Program for 31 Maple Lane, Town of Tillsonburg, County of Oxford. WHEREAS The Town of Tillsonburg is desirous of approving a Development and Building Permit Fee Rebate and an Assessment Rebate Program for the property known as 31 Maple Lane, through the municipality’s Community Improvement Plan. AND WHEREAS Section 28 (4) of the Planning Act enables a municipal council to adopt a Community Improvement Plan. AND WHEREAS Council of the Town of Tillsonburg adopted a Community Improvement Plan on September 25, 2006 by By-Law 3191. THEREFORE the Council of the Town of Tillsonburg enacts as follows: 1. THAT a rebate for Development and Building Permit fees be provided for the addition of twelve (12) one bedroom affordable apartments for seniors; 2. THAT the terms of the Assessment Rebate Program shall be as follows;  For a period of 10 (ten) consecutive years, having commenced on January 1, 2016 and ending on the 31st day of December 2026  That the Tax Increase shall be phased in on the incremental increase in property taxes as 90%, 80%, 70%, 60%, 50%, 40%, 30%, 20%, 10% and 0%. 3. That the Town of Tillsonburg Tax Revenue Manager initiates this program on the passing of this by-law. 4. THAT the by-law shall take full force and effect upon final passage hereof. READ A FIRST AND SECOND TIME THIS 11th DAY OF JUNE, 2015. READ A THIRD AND FINAL TIME AND PASSED THIS 11th DAY OF JUNE, 2015. _________________________ MAYOR-Stephen Molnar _________________________ CLERK-Donna Wilson 193 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW NUMBER 3919 A BY-LAW to authorize a Building Permit Fee Rebate for 46 Ridout Street West, Town of Tillsonburg, County of Oxford. WHEREAS The Town of Tillsonburg is desirous of approving a Building Permit Fee Rebate for the property known as 46 Ridout Street West, through the municipality’s Community Improvement Plan. AND WHEREAS Section 28 (4) of the Planning Act enables a municipal council to adopt a Community Improvement Plan. AND WHEREAS Council of the Town of Tillsonburg adopted a Community Improvement Plan on September 25, 2006 by By-Law 3191. THEREFORE the Council of the Town of Tillsonburg enacts as follows: 1. THAT a rebate for Building Permit fees be provided for the renovation and expansion of the existing Church at 46 Ridout Street West; 2. THAT the by-law shall take full force and effect upon final passage hereof. READ A FIRST AND SECOND TIME THIS 11th DAY OF JUNE, 2015. READ A THIRD AND FINAL TIME AND PASSED THIS 11th DAY OF JUNE, 2015. _________________________ MAYOR-Stephen Molnar _________________________ CLERK-Donna Wilson 194 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW NUMBER 3920 BEING A BY-LAW to confirm the proceedings of Council at its meetings held on the 11th day of June, 2015 WHEREAS Section 5 (1) of the Municipal Act, 2001, as amended, provides that the powers of a municipal corporation shall be exercised by its council; AND WHEREAS Section 5 (3) of the Municipal Act, 2001, as amended, provides that municipal powers shall be exercised by by-law; AND WHEREAS it is deemed expedient that the proceedings of the Council of the Town of Tillsonburg at this meeting be confirmed and adopted by by-law; NOW THEREFORE THE MUNICIPAL COUNCIL OF THE CORPORATION OF THE TOWN OF TILLSONBURG ENACTS AS FOLLOWS: 1. All actions of the Council of The Corporation of the Town of Tillsonburg at its special meeting and regular meeting held on June 11, 2015, with respect to every report, motion, by-law, or other action passed and taken by the Council, including the exercise of natural person powers, are hereby adopted, ratified and confirmed as if all such proceedings were expressly embodied in this or a separate by-law. 2. The Mayor and Clerk are authorized and directed to do all the things necessary to give effect to the action of the Council of The Corporation of the Town of Tillsonburg referred to in the preceding section. 3. The Mayor and the Clerk are authorized and directed to execute all documents necessary in that behalf and to affix thereto the seal of The Corporation of the Town of Tillsonburg. 4. This by-law shall come into full force and effect on the day of passing. READ A FIRST AND SECOND TIME THIS 11TH DAY OF MAY, 2015. READ A THIRD AND FINAL TIME AND PASSED THIS 11TH DAY OF MAY, 2015. ________________________________ Mayor – Stephen Molnar ________________________________ Municipal Clerk – Donna Wilson 195