150611 Council=
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 Kevin De Leebeeck, Director of Operations
Rick Cox, Director of Recreation, Culture and Parks Darrell Eddington, Director of Finance Jeff Bunn, Deputy Clerk
Regrets: Donna Wilson, Town Clerk
1. Call to Order
The meeting was called to order at 5:00 p.m.
2. Closed Session
Moved By: Councillor Rosehart Seconded By: Councillor Hayes
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).
Carried.
Council recessed at 5:30 p.m.
The Corporation of the Town of Tillsonburg
COUNCIL MEETING
Thursday, June 11, 2015
6:00 PM
Council Chambers
200 Broadway, 2nd Floor
Minutes
June 11, 2015 Council Meeting – Minutes - 2 -
The meeting was called back to order at 6:00 p.m.
3. Adoption of Agenda
Moved By: Councillor Hayes Seconded By: Councillor Rosehart
THAT the Agenda as prepared for the Council meeting of Thursday, June 11, 2015, be
adopted.
Carried.
4. Moment of Silence
5. Disclosures of Pecuniary Interest and the General Nature Thereof
There were no disclosures of pecuniary interest.
6. Adoption of Council Minutes of Previous Meeting
6.1. Minutes of the Meeting of May 25, 2015
Moved By: Councillor Stephenson Seconded By: Councillor Esseltine
THAT the Minutes of the Council Meeting of May 25, 2015, be approved.
Carried.
6.2. Minutes of the Meeting of June 3, 2015
Moved By: Councillor Esseltine Seconded By: Councillor Stephenson
THAT the Minutes of the Council Meeting of June 03, 2015, be approved.
Carried.
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
June 11, 2015 Council Meeting – Minutes - 3 -
2014 Town of Tillsonburg Management Letter
Christine Scrimgeour presented the 2014 Draft Financial Statements to Council.
Moved By: Councillor Adam Seconded By: Deputy Mayor Beres
THAT Council receives report FIN15-26 2014 Draft Financial Statements;
AND THAT the Draft Financial Statements for the year ended December 31, 2014 be
approved;
AND THAT the 2014 Independence and Management Letters be received;
AND THAT the 2014 surplus of $62,671 be contributed to reserves.
Carried.
7.2. Cenotaph Additional Names (WWI & WWII)
Presented by: Robert Marsden
WWI and WW2 Names
Robert Marsden was in attendance representing the Tillsonburg Rotary Club.
Mr. Marsden requested that Council approves the Rotary Club’s request to place a new
plaque on the Town Centre Cenotaph, identifying the fallen soldiers from World War I
and II.
Moved By: Deputy Mayor Beres Seconded By: Councillor Adam
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.
Carried.
7.3. Big Brothers Big Sisters of Ingersoll, Tillsonburg & Area
Presented by: Deb Landon, Executive Director
CDR-15-19
Cover Letter-Tillsonburg
June 11, 2015 Council Meeting – Minutes - 4 -
Municipal Funding Request
2015 Approved Budget - REV Apr2015
Agency Programs 2014 - Final
Reunion Poster
Deb Landon was in attendance to share with Council the most recent activities of Big
Brother Big Sister of Ingersoll, Tillsonburg & Area.
Mrs. Landon shared the various initiatives that have been created to assist and serve
local, Tillsonburg children.
Moved By: Councillor Rosehart Seconded By: Councillor Hayes
THAT Council receives the information provided by Big Brothers Big Sisters of Ingersoll,
Tillsonburg & Area as information;
AND FURTHER THAT the amount of $3000.00 be allocated to Big Brother Big Sister of
Ingersoll, Tillsonburg & Area from the Town of Tillsonburg 2015 budget.
Carried.
7.4. Moose Power Inc - FIT Program
Presented by: Scott McLorie, President
Moose Power Letter & Supporting Documentation
CDR-15-18
Scott McLorie was in attendance to share with Council the FIT Program.
Mr. McLorie also shared with Council Moose Power’s desire to continue servicing the
Town of Tillsonburg through the FIT Program.
Moved By: Councillor Hayes Seconded By: Councillor Rosehart
THAT the material provided from Moose Power Inc. be received as information;
AND THAT the CAO be asked to report back to Council with a recommendation on
Moose Power’s request for Council’s consideration.
Carried.
June 11, 2015 Council Meeting – Minutes - 5 -
7.5. 161st Tillsonburg Fair – DEPUTATION MOVED TO THE JUNE 22 MEETING
Presented By: Mike Dean, President & Frank Kemp, Vice-President
CDR-2015-17
The 161st Tillsonburg Fair deputation has been moved to the June 22, 2015 Council
meeting.
7.6. Tillsonburg Cultural Advisory Grant
Presented By: Deb Beard
Council Committee Request
Deb Beard was in attendance to speak to the Tillsonburg Cultural Advisory Grant
request in the amount of $200.00 to assist with the Canada Day Concert in Memorial
Park.
Moved By: Councillor Stephenson Seconded By: Councillor Esseltine
THAT Council approves 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.
Carried.
7.7. Tillsonburg Senior Centre
Presented By: Nancy Boutin
Senior Centre Request
Invite
Nancy Boutin was in attendance to share with Council an invitation to the Tillsonburg
Senior Centre 25th Anniversary Silver Celebration.
Moved By: Councillor Esseltine Seconded By: Councillor Stephenson
THAT Council receives the Tillsonburg Senior Centre's event invitation as information.
Carried.
June 11, 2015 Council Meeting – Minutes - 6 -
8. Information Items
8.1. Keep Hydro Public Correspondence
8.2. Town of Aurora Resolution Regarding Community Mailboxes
Council requested that the Director of Operations briefly speak to a Memorandum that
was circulated to Council during the meeting, regarding the most recent local activities
of Canada Post respecting 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
Registration 2015
Sponsorship Options
The Chair called a recess from 7:50 p.m. to 8:00 p.m.
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: Councillor Adam Seconded By: Councillor Rosehart
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.
Carried.
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
June 11, 2015 Council Meeting – Minutes - 7 -
Moved By: Deputy Mayor Beres Seconded By: Councillor Adam
THAT Council receive Report DCS 15-24 Update on 253 Broadway Property for
information purposes.
Carried.
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: Councillor Rosehart Seconded By: Councillor Hayes
THAT Council receive report FIN 15-25 as information.
Carried.
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
Discussion took place regarding the need for another full time employee in the
Fire Department, given current operations and workload.
Moved By: Councillor Hayes Seconded By: Councillor Rosehart
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.
Defeated.
9.4.2. FRS 15-09 Fire Department Strategic Planning Committee Structure and Terms
of Reference
FRS 15-09
June 11, 2015 Council Meeting – Minutes - 8 -
Strategic Planning Committee Term of Reference
Staff to bring forward an update in the form of a report on the status of the Fire
Department Strategic Planning Committee.
Moved By: Councillor Stephenson Seconded By: Councillor Esseltine
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.
Carried.
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
Moved By: Councillor Esseltine Seconded By: Councillor Stephenson
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.
Carried.
June 11, 2015 Council Meeting – Minutes - 9 -
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: Councillor Adam Seconded By: Deputy Mayor Beres
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.
Carried.
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
FRT 15-002A OPP Station Form of Tender
Moved By: Deputy Mayor Beres Seconded By: Councillor Adam
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);
June 11, 2015 Council Meeting – Minutes - 10 -
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.
Carried.
9.6.2. RCP 15-16 – Health Club Operational Report
RCP 15-16 - Health Club Operational Report
Moved By: Councillor Rosehart Seconded By: Councillor Hayes
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.
Carried.
10. Notice of Motions
11. By-Laws
By-Laws from the Meeting of Thursday, June 11, 2015
Moved By: Councillor Hayes Seconded By: Councillor Rosehart
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.
Carried.
June 11, 2015 Council Meeting – Minutes - 11 -
12. Items of Public Interest
13. Adjournment
Moved By: Councillor Stephenson Seconded By: Councillor Esseltine
THAT the Council Meeting of Thursday, June 11, 2015 be adjourned at 9:09 p.m.
Carried.
Table 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
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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.
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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.
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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
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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.
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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.
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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.
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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!
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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 !
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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
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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
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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
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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
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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
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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.
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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.
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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
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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.
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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
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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
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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.
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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
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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
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CAO
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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.
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CAO
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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.
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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.
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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.
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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;
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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,
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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.
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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.
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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.
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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).
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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.
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Business Case:
Fire Prevention Officer
Prepared for
2015 Budgetary Considerations
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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:
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(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
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• 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
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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
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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:
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• 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
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• 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
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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
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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
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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
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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
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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
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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.
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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
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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.
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• 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.
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• 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.
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• 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.
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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:
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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.
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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:
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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
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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
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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
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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
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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
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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
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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
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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.
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Mayor – Stephen Molnar
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Municipal Clerk – Donna Wilson
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