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Regular 2016/08/08 Council
Table of Contents Agenda 4 Minutes, July 11, 2016 Minutes, July 11, 2016 17 Rotary Clock, Delegation Request 24 Application for Zone Change- ZN 7-16-05 - Tillsonburg Developments CASPO Report 2016-196 (ZN 7-16-05)27 Report Attachments 31 By-law 4033 33 Schedule A 34 Explanatory Note 35 Application for Extension to Draft Approved Plan of Subdivision- 32T-07006- Lindprop Corp. CASPO Report 2016-154 36 Report Attachments 39 Applicant's Request 41 Smart Growth for Our Communities Act: Amendments to the Development Charges Act and Planning Act CASPO 2016-179 42 MYR 16-09, Update - County of Oxford MYR 16-09 49 FIN 16-24 2016 Second Quarter Financial Results FIN16-24 2016 Second Quarter Financial Results 51 Master copy - 2016 Actual Variances - Q2 52 FIN 16-25 2016 Second Quarter Finance Department Results FIN16-25 2016 Second Quarter Finance Department Results 53 DCS 16-21 Building, Planning & By-Law Services 2016 Second Quarter Report DCS 16-21 Building, Planning & By-Law Services 2016 Second Quarter Report 55 Report DCS 16-24 Economic Development and Marketing Second Quarter Report Report DCS 16-24 Economic Development and Marketing Second Quarter Report 60 OPS 16-22 2016 Second Quarter Operations Services OPS 16-22 2016 Second Quarter Operations Services 63 RCP 16-28 - Recreation Culture and Parks 2016 Q2 Results RCP 16-28 - Recreation Culture and Parks 2016 Q2 Results 66 FRS 16-07 Second Quarter 2016 Department Results FRS 16-07 Fire Q2 69 Report DCS 16-22 Branding Implementation - Sole Sourcing 1 Report DCS 16-22 Branding Implementation - Sole Sourcing 72 Report DCS 16-23 Lease of Land for Storage Purposes Report DCS 16-23 Lease of Land for Storage Purposes 76 Lease Agreement 79 Bylaw 85 FIN 16-27 2017 Draft Budget Schedule FIN16-27 2017 Draft Budget Schedule 86 FIN 16-26 2017 Budget Strategic Priorities FIN16-26 2017 Budget Strategic Priorities 88 OPS 16-23 Mid-Block Pedestrian Crossing - Town Centre Mall Entrance OPS 16-23 Mid-Block Pedestrain Crossing Accessibility Upgrades at the Town Centre Mall Entrance 89 OPS 16-23 Attachment 1 OPS 16-12 Pedestrian Crossing Accessibility Upgrades on Broadway Street at the Town Centre Mall Entrance 91 OPS 16-24 Broadway Pedestrian Crossing Warrant Analysis OPS 16-24 Broadway Pedestrain Crossing Warrant Analysis 95 OPS 16-24 Attachment 1 - Broadway Pedestrian Warrant Analysis 99 RCP 16-29 – TCIA Project Final Report RCP 16-21 - Cultural Improvement Alliance Next Steps 136 RCP 16-29 - TCIA Project Final Report 138 TCIA Project Final Report 139 RCP 16-30 - Ontario150 Community Capital Program RCP 16-30 - Ontario150 Community Capital Program 157 Ontario150 Capital funding options 159 Ontario150 Community Capital Program Guidelines 160 Ontario Trillium Foundation Investment Strategy 173 RCP 16-27 – Apr-Jun 2016 RCP Departmental Activity Reports RCP 16-27 - Apr-Jun 2016 RCP Departmental Activity Reports 174 Apr-Jun 2016 Activity - Recreation Programs & Services 175 Apr-Jun 2016 Activity - Culture & Heritage 179 Apr-Jun 2016 Activity - Parks & Facilities 182 Minutes, Memorial Park Revitalization Sub-Committee Minutes, July 11, 2016 184 Minutes, July 25, 2016 189 Minutes, Parks & Recreation Advisory Committee Minutes, June 21, 2016 193 Ontario 150 Community Celebration Program Ontario 150 Community Celebration Program 196 By-Law 4032, To authorize a Lease Agreement with Woodstock and Area Community Health Centre By-Law 4032 220 2 Lease Agreement 221 By-Law 4033, Being a By-Law to Amend Zoning By-Law 3295 (ZN 7-16-05) By-law 4033 227 Schedule A 228 Explanatory Note 229 Key Map 230 By-Law 4034, To confirm the proceedings of Council By-Law 4034 231 3 = 1.Call to Order 2.Closed Session Proposed Resolution #1 Moved By:Seconded By: THAT Council move into Closed Session to consider: 1.Litigation or potential litigation, including matters before administrative tribunals, affecting the municipality or local board (Airport Lease). 3.Adoption of Agenda Proposed Resolution #2 Moved By:Seconded By: THAT the Agenda as prepared for the Council meeting of Monday, August 08, 2016, 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 July 11, 2016 Minutes, July 11, 2016 The Corporation of the Town of Tillsonburg COUNCIL MEETING Monday, August 08, 2016 6:00 PM Council Chambers 200 Broadway, 2nd Floor AGENDA 4 Council Meeting – Agenda - 2 - Proposed Resolution #3 Moved By: Seconded By: THAT the Minutes of the Council Meeting of July 11, 2016, be approved. 7.Delegations and Presentations 7.1. Presentation of the Volunteer Achievement Award - Vince Molloy Presented By: Mayor Molnar & Councillor Stephenson, Special Awards Committee 7.2. Introduction of Eric Flora, Manager of Engineering 7.3. Rotary Clock Tower Delegation By: Brian Clark, President, Tillsonburg Rotary Club Delegation Request Proposed Resolution #4 Moved By: Seconded By: THAT Council receive the delegation regarding the Rotary Clock Tower; AND THAT Council refer the matter to staff for review and a report back to Council at a future Council meeting. 7.4. 162th Tillsonburg Fair Presentation By: Rosemary Dean, President Michelle Babcock, 1st Vice President Mike Dean, Past President, Tillsonburg Fair Board Proposed Resolution #5 Moved By: Seconded By: THAT Council receive the presentation regarding the 162th Tillsonburg Fair, as information. 5 Council Meeting – Agenda - 3 - 8.Public Meetings 8.1. Application for Zone Change- ZN 7-16-05 - Tillsonburg Developments CASPO Report 2016-196 (ZN 7-16-05) Report Attachments By-law 4033 Schedule A Explanatory Note Proposed Resolution #6 Moved By: Seconded By: THAT the Council of the Town of Tillsonburg approve the zone change application submitted by Tillsonburg Developments Inc, whereby the lands described as Part of Lots 70 and 80, and all of Lot 71, Plan 41M 182, Town of Tillsonburg, are to be rezoned from ‘Special Low Density Residential Type 2 Holding Zone (R2-5 H)’ to ‘Special Low Density Residential Type 2 Zone (R2-5)’. 9.Planning Applications 9.1. Application for Extension to Draft Approved Plan of Subdivision - 32T-07006- Lindprop Corp. CASPO Report 2016-154 Report Attachments Applicant's Request Proposed Resolution #7 Moved By: Seconded By: THAT the Council of the Town of Tillsonburg advise Oxford County that the Town supports an extension of draft approval for a plan of subdivision submitted by Lindprop Corporation (32T-07006), for lands described as Lots 4 & 5, Concession 10 (Dereham), Town of Tillsonburg, to October 22, 2018, to grant additional time to satisfy the conditions of draft plan approval and register the draft plan of subdivision. 6 Council Meeting – Agenda - 4 - 10. Planning 10.1 Smart Growth for Our Communities Act: Amendments to the Development Charges Act and Planning Act CASPO 2016-179 Proposed Resolution #8 Moved By: Seconded By: THAT Council receive Report 2016-179, Smart Growth for Our Communities Act: Amendments to the Development Charges Act and Planning Act; AND THAT Council authorize the submission and processing of all minor variance applications submitted within 2 years of a site-specific zoning by-law amendment; AND THAT Council direct staff to implement any changes to planning services required by the Smart Growth for Our Communities Act. 11. Mayor 11.1 MYR 16-09, Update - County of Oxford MYR 16-09 Proposed Resolution #9 Moved By: Seconded By: THAT Council receive Report MYR 16-09, Update - County of Oxford, as information. 12. Quarterly Reports 12.1. FIN 16-24, 2016 Second Quarter Financial Results FIN16-24 2016 Second Quarter Financial Results Master copy - 2016 Actual Variances - Q2 Proposed Resolution #10 Moved By: Seconded By: THAT Council receive Report FIN 16-24, 2016 Second Quarter Financial Results, as information. 7 Council Meeting – Agenda - 5 - 12.2. FIN 16-25 2016 Second Quarter Finance Department Results FIN16-25 2016 Second Quarter Finance Department Results Proposed Resolution #11 Moved By: Seconded By: THAT Council receive Report FIN 16-25, 2016 Second Quarter Finance Department results, as information. 12.3. DCS 16-21 Building, Planning & By-Law Services 2016 Second Quarter Report DCS 16-21 Building, Planning & By-Law Services 2016 Second Quarter Report Proposed Resolution #12 Moved By: Seconded By: THAT Council receive Report DCS 16-21 Building, Planning & By-Law Services 2016 Second Quarter Report, as information. 12.4. DCS 16-24, Economic Development and Marketing Second Quarter Report Report DCS 16-24 Economic Development and Marketing Second Quarter Report Proposed Resolution #13 Moved By: Seconded By: THAT Council receive Report DCS 16-24, Economic Development and Marketing Second Quarter Report, as information. 8 Council Meeting – Agenda - 6 - 12.5. OPS 16-22, 2016 Second Quarter Operations Services OPS 16-22 2016 Second Quarter Operations Services Proposed Resolution #14 Moved By: Seconded By: THAT Council receive Report OPS 16-22, 2016 Second Quarter Operations Services, as information. 12.6. RCP 16-28, Recreation Culture and Parks 2016 Q2 Results RCP 16-28 - Recreation Culture and Parks 2016 Q2 Results Proposed Resolution #15 Moved By: Seconded By: THAT Council receive Report RCP 16-28, Recreation Culture and Parks 2016 Q2 Results, as information. 12.7. FRS 16-07 Second Quarter 2016 Department Results FRS 16-07 Fire Q2 Proposed Resolution #16 Moved By: Seconded By: THAT Council receive Report FRS 16-07, Second Quarter 2016 Department Results, as information. 13. Reports from Departments 13.1. Development and Communication Services 13.1.1 DCS 16-22, Branding Implementation - Sole Sourcing Report DCS 16-22 Branding Implementation - Sole Sourcing 9 Council Meeting – Agenda - 7 - Proposed Resolution #17 Moved By: Seconded By: THAT Council receive Report DCS 16-22, Branding Implementation - Sole Sourcing; AND THAT staff be authorized to sole source the 2016 items contained within Report DCS 16-22 Branding Implementation - Sole Sourcing to Horvath Auto Corp. 13.1.2. Report DCS 16-23 Lease of Land for Storage Purposes Report DCS 16-23 Lease of Land for Storage Purposes Lease Agreement Bylaw Proposed Resolution #18 Moved By: Seconded By: THAT Council receive Report DCS 16-23, Lease of Land for Storage Purposes; AND THAT the Mayor and Clerk be authorized to enter into a lease agreement for the lands described as part of Lot 2, Concession 5 North of Talbot Road, and more specifically described as Parts 1 and 2, Plan 41R- 4211, with the Woodstock and Area Community Health Centre for a term expiring on December 31, 2018 subject to the terms and conditions contained within the lease agreement; AND THAT a by-law be brought forward for council’s consideration. 13.2. Finance 13.2.1. FIN 16-27 2017 Draft Budget Schedule FIN16-27 2017 Draft Budget Schedule 10 Council Meeting – Agenda - 8 - Proposed Resolution #19 Moved By: Seconded By: THAT Council receive Report FIN 16-27 2017, Draft Budget Schedule; AND THAT the following Council meetings, be scheduled to review the 2017 draft budget: November 17, 2016 - 1 p.m. to 4 p.m.; November 22, 2016 - 1 p.m. to 4 p.m.; December 1, 2016 - 4 p.m. to 7 p.m.; January 10, 2017 - 9 a.m. to 4 p.m.; January 12, 2017 - 9 a.m. to 4 p.m.; January 17, 2017 - 9 a.m. to 4 p.m. 13.2.2. FIN 16-26 2017 Budget Strategic Priorities FIN16-26 2017 Budget Strategic Priorities Proposed Resolution #20 Moved By: Seconded By: THAT Council receive Report FIN 16-26 2017, Budget Strategic Priorities; AND THAT a Council meeting, be scheduled on September 15, 2016 at 1 p.m. to discuss the Budget Strategic Priorities. 13.3. Operations 13.3.1. OPS 16-23 Mid-Block Pedestrian Crossing - Town Centre Mall Entrance OPS 16-23 Mid-Block Pedestrain Crossing Accessibility Upgrades at the Town Centre Mall Entrance OPS 16-23 Attachment 1 OPS 16-12 Pedestrian Crossing Accessibility Upgrades on Broadway Street at the Town Centre Mall Entrance 11 Council Meeting – Agenda - 9 - Proposed Resolution #21 Moved By: Seconded By: THAT Council receive Report OPS 16-23, Mid-Block Pedestrian Crossing Accessibility Upgrades at the Town Centre Mall Entrance; AND THAT Council approve the re-allocation of unused gas tax grant funding from the Trottier Subdivision Reconstruction - Stage 4 project in the amount of $25,000 to facilitate the accessible upgrades at the mid- block pedestrian crossing on Broadway Street at the Town Centre Mall entrance. 13.3.2. OPS 16-24 Broadway Pedestrian Crossing Warrant Analysis OPS 16-24 Broadway Pedestrain Crossing Warrant Analysis OPS 16-24 Attachment 1 - Broadway Pedestrian Warrant Analysis Proposed Resolution #22 Moved By: Seconded By: THAT Council receive Report OPS 16-24, Broadway Pedestrian Crossing Warrant Analysis; AND THAT Council approve a pedestrian crossing be located at the south leg of Broadway Street and Glendale Avenue intersection; AND THAT Council authorize a project debenture increase to a maximum of $90,000 by reallocating $50,000 in debt proceeds from the Connecting Link Resurfacing project. 13.4. Recreation, Culture & Park Services 13.4.1. RCP 16-29 – TCIA Project Final Report RCP 16-21 - Cultural Improvement Alliance Next Steps RCP 16-29 - TCIA Project Final Report TCIA Project Final Report 12 Council Meeting – Agenda - 10 - Proposed Resolution #23 Moved By: Seconded By: THAT Council receives Report RCP 16-29, TCIA Project Final Report, as information. Deferred Resolution (Council Meeting of June 16, 2016) THAT Council receive Report RCP 16-21 – Cultural Improvement Alliance Next Steps; AND THAT Council authorize the use of the $13,600 allocation in the 2016 Budget to continue the Tillsonburg Cultural Improvement Alliance (TCIA); AND THAT Council authorize Recreation Culture & Parks staff to work with the Tillsonburg Cultural Improvement Alliance partnership and the Cultural Advisory Committee to develop a common Terms of Reference. 13.4.2. RCP 16-30, Ontario150 Community Capital Program RCP 16-30 - Ontario150 Community Capital Program Ontario150 Capital funding options Ontario150 Community Capital Program Guidelines Ontario Trillium Foundation Investment Strategy Proposed Resolution #24 Moved By: Seconded By: THAT Council receive Report RCP 16-30, Ontario150 Community Capital Program; AND THAT Council authorize the preparation of an application to the Ontario150 Community Capital Program to secure funds towards Option _______. 13 Council Meeting – Agenda - 11 - 13.4.3 RCP 16-27 – Apr-Jun 2016 RCP Departmental Activity Reports RCP 16-27 - Apr-Jun 2016 RCP Departmental Activity Reports Apr-Jun 2016 Activity - Recreation Programs & Services Apr-Jun 2016 Activity - Culture & Heritage Apr-Jun 2016 Activity - Parks & Facilities Proposed Resolution #25 Moved By: Seconded By: THAT Council receive Report RCP 16-27, Apr-Jun 2016 RCP Departmental Activity Reports, as information. 14.Committee Minutes & Reports 14.1. Minutes, Memorial Park Revitalization Sub-Committee Minutes, July 11, 2016 Minutes, July 25, 2016 14.2. Minutes, Parks & Recreation Advisory Committee Minutes, June 21, 2016 Proposed Resolution #26 Moved By: Seconded By: THAT Council receive the Minutes of the Memorial Park Revitalization Sub-Committee for July 11, 2016 and July 25, 2016 and the Parks & Recreation Advisory Committee for June 21, 2016, as information. 15.Notice of Motions 15.1. Ontario 150 Community Celebration Program Ontario 150 Community Celebration Program 14 Council Meeting – Agenda - 12 - Proposed Resolution #27 Moved By: Councillor Stephenson Seconded By: THAT Council authorize staff to apply for grant applications for the Ontario 150 Community Celebration Program; AND THAT 2017 pre-budget approval be provided in the amount of $25,000.00 in order to comply with the requirements of the grant application. 16.By-Laws By-Laws from the Meeting of Monday, August 08, 2016 Proposed Resolution #28 Moved By: Seconded By: 16.1. THAT By-law 4032, To authorize a Lease Agreement with Woodstock and Area Community Health Centre, Lease Agreement; AND THAT By-law 4033, Being a By-Law to Amend Zoning By-Law 3295 (ZN 7-16-05), Schedule A, Explanatory Note, Key Map, be read for a first, second and third and final reading and that the Mayor and the Clerk be and are hereby authorized to sign the same, and place the corporate seal thereunto. Proposed Resolution #29 Moved By: Seconded By: 16.2. THAT By-law 4034, To confirm the proceedings of Council at its meeting held on the 08th day of August, 2016, be read for a first, second and third and final reading and that the Mayor and the Clerk be and are hereby authorized to sign the same, and place the corporate seal thereunto. 15 Council Meeting – Agenda - 13 - 17.Items of Public Interest 18.Adjournment Proposed Resolution #30 Moved By: Seconded By: THAT the Council Meeting of Monday, August 08, 2016 be adjourned at _____ p.m. 16 = 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 Janelle Costantino, Manager of Finance Rick Cox, Director of Recreation, Culture & Parks Kevin DeLeebeeck, Director of Operations Jeff Smith, Fire Chief Tricia Smith, Deputy Clerk 1.Call to Order The meeting was called to order at 6:00 p.m. 2.Adoption of Agenda Resolution #1 Moved By: Councillor Hayes Seconded By: Councillor Rosehart THAT the Agenda as prepared for the Council meeting of Monday, July 11, 2016, be adopted. Carried 3.Moment of Silence The Corporation of the Town of Tillsonburg COUNCIL MEETING Monday, July 11, 2016 6:00 PM Council Chambers 200 Broadway, 2nd Floor MINUTES 17 Council Meeting Minutes, July 11, 2016 - 2 - 4. Disclosures of Pecuniary Interest and the General Nature Thereof There were no disclosures of pecuniary interest declared. 5. Adoption of Council Minutes of Previous Meeting 5.1. Minutes of the Meeting of June 27, 2016 Minutes, June 27, 2016 Resolution #2 Moved By: Councillor Hayes Seconded By: Councillor Rosehart THAT the Minutes of the Council Meeting of June 27, 2016, be approved. Carried 6. Delegations and Presentations 6.1. Presentation of the Volunteer Achievement Award - Jack Parker Presented By: Mayor Molnar and Councillor Stephenson, Special Awards Committee 7. Committee Reports & Presentations 7.1. AIRAC 16-01, Airport Advisory Committee Revised Terms of Reference Report to Council AIRA C16-01 Airport Advisory Committee Revised Terms of Reference AIRAC Revised Terms of Reference 5May2016 (2) Resolution #3 Moved By: Councillor Rosehart Seconded By: Councillor Hayes THAT Council receive Report AIRAC 16-01, Airport Advisory Committee Revised Terms of Reference; AND THAT Council approve the revised Terms of Reference for the Airport Advisory Committee. Carried 18 Council Meeting Minutes, July 11, 2016 - 3 - 8. Reports from Departments 8.1. Recreation, Culture & Park Services 8.1.1. RCP 16-19, TCC Detailed Engineering Study Report and Recommendations Delegation By: Ian B. Storey, P. Eng. President, I. B. Storey Inc. RCP 16-19 TCC Detailed Engineering Study Report and Recommendations IB Storey Project Briefing Tillsonburg Detailed Engineering Study Resolution #4 Moved By: Councillor Rosehart Seconded By: Councillor Hayes THAT Council receive Report RCP 16-19, TCC Detailed Engineering Study Report and Recommendations; AND THAT Council authorize staff to enter a single-source contract with I. B. Storey Inc. to develop the system design and RFP specifications for an energy conservation retrofit at the Tillsonburg Community Centre. Carried 8.2. Clerk’s Office 8.2.1. CL 16-18, Integrity Commissioner CL 16-18 Integrity Commissioner Municipal Act Excerpt S. 223.4 Integrity Commissioner Resolution #5 was withdrawn. Option 1 - Do not appoint a Municipal Integrity Official and direct that the Ontario Ombudsman become the default investigator for the Town of Tillsonburg. 19 Council Meeting Minutes, July 11, 2016 - 4 - Resolution #6 Moved By: Deputy Mayor Beres Seconded By: Councillor Adam THAT Council receive Report CL 16-18, Integrity Commissioner; AND THAT Council direct Staff to complete the recommendations contained in Option 1. Carried 8.3. Fire and Emergency Services 8.3.1. FRS 16-06, Lucknow & District Fire Communications Contract FRS 16-06 Fire Communications Lucknow Lucknow Contract July 2016 Resolution #7 Moved By: Councillor Stephenson Seconded By: Councillor Esseltine THAT Council receive Report FRS 16-06, Lucknow & District Fire Communications Contract; AND THAT the capital costs incurred be debt financed with a term not to exceed five (5) years; AND FURTHER THAT Council authorize the Mayor and Clerk to enter into an agreement with the Lucknow and District Fire Department for the provision of Fire Dispatch and Communications Services. Carried 8.4. Operations 8.4.1. OPS 16-21, Results for Tender RFT 2016-007 Hot Mix Asphalt Paving Program OPS 16-21 Results for Tender RFT 2016-007 Hot Mix Asphalt Paving Program 20 Council Meeting Minutes, July 11, 2016 - 5 - Resolution #8 Moved By: Councillor Stephenson Seconded By: Councillor Esseltine THAT Council receive Report OPS 16-21, Results for Tender RFT 2016- 007 Hot Mix Asphalt Paving Program; AND THAT Council award Tender RFT 2016-007 to Permanent Paving Ltd. of Woodstock, ON at a cost of $277,046.69 (net HST included), the lowest bid received satisfying all Tender requirements. Carried 8.5. Recreation, Culture & Park Services 8.5.1. RCP 16-26, Awarding Purchase of Aquacycles Tender RCP 16-26 - Awarding Purchase of Aquacycles Tender RCP 16-03 - OSRCF Application Liquid Gym Initiative Letter from Ministry of Tourism, Culture & Sport Resolution #9 Moved By: Councillor Esseltine Seconded By: Councillor Stephenson THAT Council receive Report RCP 16-26, Awarding Purchase of Aquacycles Tender; AND THAT Council award the contract to purchase twenty (20) aquacycles, including three (3) additional accessible seats and three (3) additional sports seats from Advantage Fitness Sales Inc. (Markham) at a cost not to exceed their tendered price of $50,891.61 net of applicable taxes. Carried 9. Committee Minutes 9.1. Minutes, Cultural Advisory Committee Minutes, June 1, 2016 9.2. Minutes, Memorial Park Revitalization Sub-Committee Minutes, June 15, 2016 21 Council Meeting Minutes, July 11, 2016 - 6 - 9.3. Minutes, Museum Advisory Committee Minutes, June 23, 2016 9.4. Minutes, Physician Recruitment Committee Minutes, June 20, 2016 Resolution #10 Moved By: Councillor Esseltine Seconded By: Councillor Stephenson THAT Council receive the Minutes of the Cultural Advisory Committee for June 1, 2016, the Memorial Park Revitalization Sub-Committee for June 15, 2016, the Museum Advisory Committee for June 23, 2016 and the Physician Recruitment Committee for June 20, 2016, as information. Carried 10. Notice of Motions 11. By-Laws By-Laws from the Meeting of Monday, July 11, 2016 Resolution #11 Moved By: Councillor Adam Seconded By: Councillor Esseltine 11.1. THAT By-Law 4029, To authorize an agreement with the Lucknow and District Fire Department for the provision of Fire Dispatch and Communications Services, be read for a first, second and third and final reading and that the Mayor and the Clerk be and are hereby authorized to sign the same, and place the corporate seal thereunto. Carried Resolution #12 Moved By: Councillor Adam Seconded By: Councillor Esseltine 11.2. THAT By-Law 4030, To confirm the proceedings of Council at its meeting held on the 11th day of July, 2016, be read for a first, second and third 22 Council Meeting Minutes, July 11, 2016 - 7 - and final reading and that the Mayor and the Clerk be and are hereby authorized to sign the same, and place the corporate seal thereunto. Carried 12. Items of Public Interest The Town of Tillsonburg is seeking volunteers for the Canada 150 Sub-Committee, which will plan a number of Town-wide events in celebration of Canada’s 150th anniversary of Confederation in 2017. Applications can be submitted on-line at www.tillsonburg.ca or in person to the Clerk’s Office at 200 Broadway, 2nd Floor, Tillsonburg, ON. 13. Adjournment Resolution #13 Moved By: Deputy Mayor Beres Seconded By: Councillor Adam THAT the Council Meeting of Monday, July 11, 2016 be adjourned at 8:00 p.m. Carried 23 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 tsmith@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 24 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 25 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. 26 Report No: CASPO 2016-196 COMMUNITY AND STRATEGIC PLANNING Council Date: August 8, 2016 To: Mayor and Members of Tillsonburg Council From: Eric Gilbert, Senior Planner, Community and Strategic Planning Application for Zone Change- Removal of Holding Provision ZN 7-16-05 –Tillsonburg Developments Inc. REPORT HIGHLIGHTS • The application for zone change proposes to remove the holding provision from Phase 9B of Baldwin Place. The appropriate servicing works have been completed and development agreements have been signed. Removal of the holding provision will allow for the issuance of building permits. • Phase 9B consists of 22 single detached dwelling lots and the extension of Esseltine Drive, and Hogarth Drive. • Planning staff are recommending approval of the application, as sufficient water and wastewater capacity is available for the development. DISCUSSION Background OWNER: Tillsonburg Developments Inc. 80 Brock Street E, P.O. Box 158, Tillsonburg ON N4G 4H5 LOCATION: The subject property is legally described as Part of Lots 70 and 80, and all of Lot 71, Plan 41M-182, Town of Tillsonburg and is located on the north and south side of Esseltine Drive and west side of Hogarth Drive, west of Weston Drive. COUNTY OF OXFORD OFFICIAL PLAN: Schedule “T-1” Town of Tillsonburg Land Use Plan Residential Schedule “T-2” Town of Tillsonburg Residential Density Plan Low Density Residential Page 1 of 4 27 Report No: CASPO 2016-196 COMMUNITY AND STRATEGIC PLANNING Council Date: August 8, 2016 TOWN OF TILLSONBURG ZONING BY-LAW NO.3295: Existing Zoning: Special Low Density Residential Type 2 Holding Zone (R2-5 H) Proposed Zoning: Special Low Density Residential Type 2 Zone (R2-5) PROPOSAL: The purpose of the Application for Zone Change is to remove a holding provision on the subject lands to allow for the development of single detached dwellings. The subject property is comprised of Phase 9B of Baldwin Place, consisting of 3 blocks from Registered Plan 41M-182, proposed for 22 single detached dwelling lots. Appropriate development agreements have been signed by the developer and the Town and County and the owner has now requested that the holding provision on the lands be lifted to allow for the issuance of building permits. The creation of the 22 single detached dwelling lots is expected to proceed through a future application for exemption to part lot control as this is the method by which the previous phases of Baldwin Place have been developed. Surrounding land uses to the south, and east are generally low density residential. The lands to the west are presently in agricultural production. Plate 1, Existing Zoning and Location Map, shows the location of the subject property and the existing zoning in the immediate vicinity. Plate 2, 2015 Aerial Photo, provides an aerial view of the subject property and Phase 9B of Baldwin Place. Application Review PROVINCIAL POLICY STATEMENT: The 2014 Provincial Policy Statement (PPS) provides policy direction on matters of provincial interest related to land use planning and development. Under Section 3 of the Planning Act, where a municipality is exercising its authority affecting a planning matter, such decisions “shall be consistent with” all policy statements issued under the Act. Section 1.1.3.1 of the PPS states that Settlement Areas will be the focus of growth and their vitality and regeneration shall be promoted. Section 1.1.1 provides that healthy liveable and safe communities are sustained by: promoting efficient development and land use patterns which sustain the financial well-being of the Province and municipalities over the long term, accommodating an appropriate range and mix of residential, employment (including industrial, commercial and institutional uses), recreational and open space uses to meet long-term needs and avoiding development and land use patterns which may cause environmental or public health and safety concerns. Page 2 of 4 28 Report No: CASPO 2016-196 COMMUNITY AND STRATEGIC PLANNING Council Date: August 8, 2016 OFFICIAL PLAN: The subject lands are designated ‘Low Density Residential’ according to the Official Plan. Within the ‘Low Density Residential’ designation, permitted land uses are primarily low density housing forms including single detached dwellings, duplexes and street fronting town houses and accessory uses. The use of the lands for single detached dwellings and accessory uses thereto conforms to the ‘Low Density Residential’ policies of the Official Plan. TOWN OF TILLSONBURG ZONING BY-LAW: The subject property is currently zoned ‘’Special Low Density Residential Type 2 Holding Zone (R2-5 H)’, according to the Town of Tillsonburg Zoning By-law. Section 36 of the Planning Act governs the use of Holding Provisions. Holding provisions are typically used to ensure that technical or administrative matters are addressed prior to the intended use of a property being permitted. Removal of holding provisions does not require public notice or circulation of the application, and the only right to appeal lies with the applicant. In this instance, holding provisions were applied to ensure that appropriate development agreements are in place and adequate water and wastewater capacity is assigned to the development prior to the construction of single detached dwellings. The applicant proposes to remove the holding provision to allow the lands to be used for residential purposes. It is noted that only one dwelling will be permitted for each block until the County enacts a Part Lot Control Exemption By-Law and a reference plan depicting the proposed lots has been registered. AGENCY COMMENTS: The application was circulated to various public agencies considered to have an interest in the proposal. The Town Building Services Department and Town Engineering Services Department indicated that they have no concerns with the request to remove the holding provision from the lands. The Oxford County Public Works Department indicated that they have no objection to the request, as there is adequate water and wastewater treatment capacity to service the proposed development. Planning Analysis It is the opinion of this Office that the proposed zoning application is consistent with the policies of the Provincial Policy Statement and is in keeping with the policies of the County Official Plan and can therefore be supported from a planning perspective. Oxford County Public Works Department have confirmed that there is sufficient water and wastewater capacity available to service the proposed development and the Town Engineering Department has indicated that they have no objection to the removal of the holding provision as the appropriate development agreements are in place. Page 3 of 4 29 Report No: CASPO 2016-196 COMMUNITY AND STRATEGIC PLANNING Council Date: August 8, 2016 It is Planning staff’s opinion that the request to remove the holding provision within Phase 9B of Baldwin Place to allow for residential development in the form of single detached dwellings is appropriate from a planning perspective and can be given favourable consideration. A copy of the draft amending by-law is attached for Council’s consideration. RECOMMENDATION 1. It is recommended that the Council of the Town of Tillsonburg approve the zone change application submitted by Tillsonburg Developments Inc, whereby the lands described as Part of Lots 70 and 80, and all of Lot 71, Plan 41M-182, Town of Tillsonburg, are to be rezoned from ‘Special Low Density Residential Type 2 Holding Zone (R2-5 H)’ to ‘Special Low Density Residential Type 2 Zone (R2-5)’. SIGNATURES Authored by: “original signed by” Eric Gilbert, MCIP RPP, Senior Planner Approved for submission: “original signed by” Gordon K. Hough, RPP Director Page 4 of 4 30 July 27, 2016 This map is a user generated static output from an Internet mapping site and is for reference only. Data layers that appear on this map may or may not be accurate, current, or otherwise reliable. This is not a plan of survey Legend 770 Notes NAD_1983_UTM_Zone_17N 38 Meters Environmental Protection/Flood Overlay Flood Fringe Floodway Environmental Protection (EP1) Environmental Protection (EP2) Zoning Floodlines/Regulation Limit 100 Year Flood Line 30 Metre Setback Conservation Authority Regulation Limit Regulatory Flood And Fill Lines Zoning (Displays 1:16000 to 1:500) 31 July 27, 2016 This map is a user generated static output from an Internet mapping site and is for reference only. Data layers that appear on this map may or may not be accurate, current, or otherwise reliable. This is not a plan of survey Legend 640 Notes NAD_1983_UTM_Zone_17N 32 Meters Environmental Protection/Flood Overlay Flood Fringe Floodway Environmental Protection (EP1) Environmental Protection (EP2) Zoning Floodlines/Regulation Limit 100 Year Flood Line 30 Metre Setback Conservation Authority Regulation Limit Regulatory Flood And Fill Lines Zoning (Displays 1:16000 to 1:500) 32 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW NUMBER 4033 A By-Law to amend Zoning By-Law Number 3295, as amended. WHEREAS the Municipal Council of the Corporation of the Town of Tillsonburg deems it advisable to amend By-Law Number 3295, as amended. THEREFORE, the Municipal Council of the Corporation of the Town of Tillsonburg, enacts as follows: 1. That Schedule "A" to By-Law Number 3295, as amended, is hereby amended by changing to ‘R2-5’ the zone symbol of the lands so designated ‘R2-5’ on Schedule “A” attached hereto. 2. This By-Law comes into force in accordance with Sections 34(21) and (30) of the Planning Act, R.S.O. 1990, as amended. READ a first and second time this 8th day of August, 2016. READ a third time and finally passed this 8th day of August, 2016. Mayor Clerk 33 N11°18'50"WR= 5.00A=7.87 R= 5.00A=7.84R= 5.00A=7.84 L O T 8 0 L O T 7 1 L O T 7 2 R = 15.00 A = 23.5220.0020.37N11°36'30"WN78°45'10"E22.51 N11°23'50"W22.49N11°23'50"W22.51N11°23'50"W 27.5127.50N78°55'20"E 38.2N11°23'50"W 50.05N78°45'10"E 84.29 89.58N78°45'10"E 94.29 N78°45'10"E 137.03 N78°44'50"E 137.00 L O T 7 0 R E G I S T E R E D P L A N 4 1 M - 1 8 2 HOGARTH DR ESSELTINE DR WESTON DRHOLLIER DRSCHEDULE "A" PART LOTS 70 AND 80 AND ALL OF LOT 71, REGISTERED PLAN 41M-182TOWN OF TILLSONBURG AREA OF ZONE CHANGE TO R2-5 NOTE: ALL DIMENSIONS IN METRES THIS IS SCHEDULE "A" MAYOR CLERK TO BY-LAW No. ________________, PASSED THE __________ DAY OF ____________, 2016 TO BY-LAW No.© 10 0 10 20 305 METRES SW ANGLELOT 70, REGISTEREDPLAN 41M-182 4033 8th August 4033 34 ZN 7-16-05 TOWN OF TILLSONBURG BY-LAW NUMBER 4033 EXPLANATORY NOTE The purpose of By-Law Number 4033 is to rezone the subject property from ‘Special Low Density Type 2 Holding Zone (R2-5 H)’ to ‘Special Low Density Type 2 Zone (R2-5)’ to remove the holding provision on the property. The subject property is legally described as Part Lots 70 and 80 and all of Lot 71, Plan 41M-182, Town of Tillsonburg. The property represents Phase 9B of the Baldwin Place development. As development agreements have been signed and all requirements of the Town and County have been satisfied, it is now appropriate to remove the holding provision and permit residential development on the subject property. The Municipal Council, after conducting the public hearing necessary to consider any comments to the proposed zone change application, approved By-Law Number 4033. The public hearing was held on August 8th, 2016. No comments were received from the public regarding this application. Any person wishing further information relative to Zoning By-Law Number 4033 may contact the undersigned: Ms. Donna Wilson Clerk Town of Tillsonburg 200 Broadway, 2nd Floor Town Centre Mall Tillsonburg, ON N4G 5A7 Telephone: 842-9200 File: ZN 7-16-05 (Tillsonburg Developments Inc.) Report No: 2016-196 35 Report No: CASPO 2016-154 COMMUNITY AND STRATEGIC PLANNING Council Date: August 8, 2016 To: Mayor and Members of Town of Tillsonburg Council From: Eric Gilbert, Senior Planner, Community and Strategic Planning Request for Extension of Draft Approved Plan of Subdivision 32T-07006: Lindprop Corp. REPORT HIGHLIGHTS A request has been received to extend draft plan approval for the proposed residential subdivision development of 142 lots for single detached dwellings, 17 lots for semi-detached dwellings, 1 local commercial block, 3 greenway blocks, 3 walkway blocks, and 1 parkland block, in the Town of Tillsonburg. The approved draft plan was originally approved in 2008, and was extended in 2011 and 2013 and is scheduled to lapse on October 22, 2016. Agency circulation did not indicate any concerns with the proposed extension. Planning staff recommend support of a two (2) year extension to grant additional time to satisfy the conditions of draft plan approval and register the draft plan of subdivision. DISCUSSION Background OWNER: Lindprop Corporation 55 Blue Willow Drive Woodbridge ON L4L 9E8 LOCATION: The subject lands are described as Lots 4 & 5, Concession 10 (Dereham) and are located on the north side of North Street East, between Falcon Drive and the CPR Right-of-Way in the Town of Tillsonburg. OFFICIAL PLAN: Schedule “T-1” Town of Tillsonburg Residential & Open Space Land Use Plan Schedule “T-2” Town of Tillsonburg Low Density Residential. Residential Density Plan Page 1 of 3 36 Report No: CASPO 2016-154 COMMUNITY AND STRATEGIC PLANNING Council Date: August 8, 2016 TOWN OF TILLSONBURG ZONING BY-LAW NO. 3295: Existing Zoning: Future Development Zone (FD) PROPOSAL: A request for extension to draft plan approval for the above noted subdivision has been received by the Town of Tillsonburg and the County of Oxford. The applicant has requested a 3 year extension to the draft plan until October 2019. The Town of Tillsonburg and the County of Oxford granted draft plan approval for a residential plan of subdivision on the subject property in October 2008. The draft plan proposed development within the southwest area of the subject property, and includes 142 single detached dwelling lots, 17 semi-detached dwelling lots (34 units), 1 local commercial block, 3 greenway blocks, 3 walkway blocks, and 1 parkland block. No part of this approved draft plan of subdivision has been registered to date. The plan received a two year extension in 2011, three year extension in 2013, and draft plan approval will lapse on October 22, 2016. Since the last extension granted in 2013, the County has completed 3 of the 4 phases of the North Street East Construction project, which included extending municipal services on North Street and installing the infrastructure necessary to service the subject lands. The remaining phase of the project which includes the installation of the required sewage pumping station is expected to commence in 2017. Plate 1, Location Map, shows the location of the subject lands, with an overlay of the draft approved plan of subdivision. Plate 2, Draft Approved Plan of Subdivision, shows the proposed lot and road configuration of the draft plan approved subdivision. Planning Analysis The applicant has requested to extend draft plan approval of the above noted subdivision for an additional three (3) year period. As indicated in the request, the subject lands were not able to be serviced with municipal water and waste water services until the North Street upgrades are complete. Staff are recommending that the requested extension be granted, as the North Street servicing project is expected be complete in 2017. It is also noted that none of the agencies circulated had any concerns with the proposed extension. Although the required sanitary pumping station is not yet constructed, this not does preclude efforts being made to work towards registration, including the installation and approval of onsite infrastructure. In light of the foregoing, Planning Staff are supportive of a two (2) year extension of the draft approved plan of subdivision as it will allow the applicant additional time to clear the outstanding conditions of draft plan approval and service the subject property and work towards registration. A resolution of Town Council, in support of the owner’s request, is requested in order to grant an extension of the approval period. Page 2 of 3 37 Report No: CASPO 2016-154 COMMUNITY AND STRATEGIC PLANNING Council Date: August 8, 2016 RECOMMENDATION It is recommended that the Council of the Town of Tillsonburg advise Oxford County that the Town supports an extension of draft approval for a plan of subdivision submitted by Lindprop Corp., for lands described as Lots 4 & 5, Concession 10 (Dereham), Town of Tillsonburg, to October 22, 2018, to grant additional time to satisfy the conditions of draft plan approval and register the draft plan of subdivision. SIGNATURES Authored by: original signed by: Eric Gilbert, MCIP RPP, Senior Planner Approved for submission: original signed by: Gordon K. Hough, RPP, Director Page 3 of 3 38 1:6,141 This map is a user generated static output from an Internet mapping site and is for reference only. Data layers that appear on this map may or may not be accurate, current, or otherwise reliable. NOTE:THIS IS NOT A PLAN OF SURVEY Legend August 13, 2013 312312Meters © County of Oxford 0 Notes NAD_1983_UTM_Zone_17N 156 Parcel Lines (Displays 1:64 000 to 1:500) Property Boundary Assessment Boundary Unit Road Municipal Boundary Draft Plans Open Space Right of Ways Properties Environmental Protection/Flood Overlay Flood Fringe Floodway Environmental Protection (EP1) Environmental Protection (EP2) Zoning Floodlines/Regulation Limit 100 Year Flood Line 30 Metre Setback Conservation Authority Regulation Limit Regulatory Flood And Fill Lines Zoning (Displays 1:16000 to 1:500) 39 40 LINDPROP CORP. 33 BLUE WILLOW DB., WOODBRIDGE, ON L4L DES TEL: (905) 265-1976 FAX: (905) 265-1979 June 7, 2016 Ms. Liz Buchanan, Administrative Assistant Community and Strategic Planning Office County of Oxford P.O. Box 1614 21 Reeve Street Woodstock, ON N4S 7Y3 Dear Ms. Buchanan: Re: File Number: 321-07006 Municipality: Owner: Location: Town of Tillsonburg Lindprop Corp. Lots 4 & 5. Concession 10 CDerehaml COUNTY OF OXFORD COMMUNITY AND STRATEGIC PI.ANNING OFFICE o f?~~~~~6Pn l:J \,.lV l::J u Lll:J ~ REFER TO ____ _ FtLE ________ _ OTHER .. _____ _ We hereby request an extension of time in connection with the draft approval of the above-noted plan of subdivision from October 22, 2016, to October 22, 2019 to allow sufficient time for services to be fully available to the site. A cheque in the amount of $445.00 payable to County of Oxford is enclosed in payment of the requisite fees. We thank you for your assistance in this matter. Yours very truly, LINDPROP CORP. < Per: ~· o.cL.. ~~~ A.S.O. JS/d-encl. 41 Report No: CASPO 2016-179 COMMUNITY AND STRATEGIC PLANNING Council Date: August 8, 2016 To: Mayor and Members of Tillsonburg Council From: Eric Gilbert, Senior Planner, Community and Strategic Planning Smart Growth for Our Communities Act: Amendments to the Development Charges Act and Planning Act REPORT HIGHLIGHTS In late 2013, the Province began a review of the Planning Act and Development Charges Act, 1997. Following a public consultation process that included feedback from the public and various stakeholders (including the County of Oxford), the Province passed the “Smart Growth for Our Communities Act, 2015” and the Act and related regulations became effective on July 1, 2016. The key proposed changes to the Planning Act as it relates to the Town of Tillsonburg include additional public notification and consultation requirements (e.g. providing an explanation of the effect of public input, if any, on Council’s/Committee’s decisions on planning applications), and requiring appellants to provide more detailed reasoning as part of an appeal to the Ontario Municipal Board (OMB). Further, the amendments to the Planning Act allow Council to utilize various techniques to attempt to resolve disputes prior to forwarding an appeal to the OMB, and prohibit applications to amend the Zoning By-law for a period of 2 years after a new comprehensive Zoning By-law comes into effect. Applications for minor variance from the provisions of a site specific zoning amendment would also be prohibited for 2 years from the approval of the amendment. DISCUSSION Background A province-wide review of the Planning Act and Development Charges Act occurred between October 2013 and January 2014, with the stated intent of determining whether the existing legislation was responsive to the changing needs of Ontario’s communities. Although many of the issues and concerns under consideration by the Province at that time pertained more to larger urban municipalities, Oxford County did submit comments with respect to the issues that were relevant to the County, the Town of Tillsonburg and other Area Municipalities within the County. As a result of the provincial review, the province tabled Bill 73, known as the “Smart Growth for Our Communities Act, 2015”, and posted it to the Environmental Bill of Rights. Following the EBR posting, Bill 73 passed 3rd reading on December 3, 2015, and was proclaimed shortly thereafter. A number of minor items were effective in December 3, 2015, but the remainder of the Act and the associated Regulations became effective as of July 1, 2016. Page 1 of 7 42 Report No: CASPO 2016-179 COMMUNITY AND STRATEGIC PLANNING Council Date: August 8, 2016 Although the Smart Growth for Our Communities Act also amended the Development Charges Act and introduced a number of changes, for the purposes of this report, the changes to the Planning Act are discussed. The following commentary section of this report is intended to highlight the important changes and amendments to the Planning Act and provide a summary of their potential implications for Town and County planning services. Comments Amendments to the Planning Act Planning staff are supportive of a number of amendments to the Planning Act with respect to Ontario Municipal Board (OMB) appeals. Changes have been made to the Planning Act requiring specific rationale to be provided as part of an Ontario Municipal Board (OMB) appeal, limiting OMB appeals with respect to municipal decisions that involve comprehensive updates to an Official Plan or are required solely to comply with specific direction established in Provincial legislation and/or plans, and OMB decisions are required to have regard to all information received from the Town/ County when adjudicating appeals. Planning staff are also supportive of changes that will result in better coordinating of Provincial legislative and policy review processes to reduce the burden such reviews place on municipal resources. Provincial plan reviews (such as the PPS) will now occur on a 10 year review period. Other changes have provided municipalities with the flexibility to establish alternative public consultation measures that are responsive to social changes and evolving use of technology, and Public Meeting notices can now be provided in “plain language”. Following is a summary of the key changes to Planning Act and related staff comments as they may impact the Town of Tillsonburg: Ontario Municipal Board Appeals A number of changes have been made to the sections of the Planning Act that deal with appeals to the Ontario Municipal Board (OMB): Appellants who intend to argue to the OMB that a decision is inconsistent with the PPS, provincial plans and/or the Official Plan must explain how such decision is inconsistent with such documents in their notice of appeal. If the appellant fails to do so, the OMB may dismiss all or part of the appeal without a hearing. Planning staff generally support this change as it should help to eliminate ‘generic’ or ‘frivolous/vexatious’ type appeals by ensuring there is additional onus on an appellant to establish the specific land use planning basis for their appeal at the time it is filed. Under the current process, an appeal may be submitted with ‘generic’ planning reasons just to get a ‘foot in the door’ and allow the appellant to come up with their specific planning grounds at the time of the OMB hearing. Given the considerable staff time and financial resources involved in preparing for an OMB hearing, it seems reasonable to expect an appellant to identify the specific planning basis for their appeal before a hearing will be considered by the Page 2 of 7 43 Report No: CASPO 2016-179 COMMUNITY AND STRATEGIC PLANNING Council Date: August 8, 2016 OMB. It is hoped that this change in the legislation will assist in reducing the costs and time associated with OMB appeals by ensuring they are clearly based on and limited to specific planning grounds. New provisions allow Town Council to use mediation, conciliation or other dispute resolution techniques to attempt to resolve appeals, prior to the OMB convening a formal hearing. Current legislation (OMB Act) enables only the OMB to use such techniques, but not local municipal Council. If Council decides to utilize such techniques, then the requirement to forward the appeal package(s) to the OMB is extended to 75 days (from 15 days) after the 20-day appeal period closes. In theory, if such local approaches to dispute resolution are successful, the time and costs involved in resolving a dispute could be less than for a full OMB hearing. However, the participation of appellants in such processes is voluntary and they do not provide any guarantee of resolution. Further, such processes may still involve considerable staff time and other professional/legal services to undertake properly and ensure they are ‘without prejudice’. Zoning By-Laws A number of the proposed revisions to the Planning Act are intended to limit amendments to ‘new’ Comprehensive Zoning By-laws. During the two-year period following the date of adoption of a ‘new’ comprehensive zoning by-law, no private applications (by persons other than the municipality) for amendment are permitted, unless a resolution of Council is passed. Presumably, the intent is to ensure policies and provisions that have recently been established by the Town through a comprehensive review and public consultation process are provided some degree of certainty/stability (e.g. to prevent submission of an amendment to allow for a development that is not consistent with the intent and purpose of such policies or provisions immediately following their enactment). This ‘stability’ period, would allow Council (and staff) to begin monitoring the effect of new provisions without having to deal with new amendment applications that may challenge the new zoning provisions. It would also provide some assurance to the public and other stakeholders who invested their time and effort in the comprehensive review processes that the policies and provisions that they helped to develop are legitimate and will be implemented. Council may pass a blanket resolution authorizing all private zoning by-law amendments following the adoption of a new comprehensive zoning by-law, can prescribe certain classes of applications exempt, or can consider each minor variance individually. To date, the ‘stability’ of new Zoning provisions has not been a particular concern in Tillsonburg or Oxford County as it has in some larger urban municipalities. It is noted that the Town’s Comprehensive Zoning By-Law was passed in 2008; it is uncertain when the Town would initiate another Comprehensive Zoning By-Law. Page 3 of 7 44 Report No: CASPO 2016-179 COMMUNITY AND STRATEGIC PLANNING Council Date: August 8, 2016 Minor Variances A number of the amendments to the Planning Act contained within the Smart Growth for Our Communities Act affect the provisions relating to minor variances, these changes are summarized as follows: During the two year period following approval of an owner initiated site-specific rezoning, applications for minor variances are permitted only where approved through a resolution of council. The intent of this change is to preserve or uphold zoning provisions that were previously approved by Council. With respect to the Town of Tillsonburg, it is the opinion of Planning staff that due to the current and historical volume of minor variance applications in the Town there is no urgent need or compelling reason to restrict the processing of Minor Variance applications following a site specific zoning approval. In the past year, there have been two minor variances submitted within a few months of approval of a site-specific zoning amendment to provide further zoning relief as a result of a minor change to the size of the building. Council may pass a blanket resolution authorizing all minor variances following a site-specific zoning by-law amendment, can prescribe certain classes of minor variances exempt, or can consider each minor variance individually. Considering the context of historical and current development and planning applications in the Town of Tillsonburg, planning staff recommend that Council pass a blanket resolution authorizing all minor variances within a 2 year period of a site-specific zoning by-law amendment. A new provision has been included in the Planning Act stating that a Committee of Adjustment “shall authorize a minor variance… only if the variance conforms with prescribed criteria, if any,” in addition to minor variance tests currently referenced in subsection 45(1) of the Planning Act. This change would provide for additional criteria that would need to be satisfied in order for a minor variance to be granted. The Act provides that the additional criteria may be established by Town Council through the adoption of a By-Law, or may be prescribed by the Province. In the case of the Town, comprehensive planning reports are prepared for the Town’s Committee of Adjustment to assist them in determining whether a particular minor variance meets the required tests set out in the Planning Act. Planning staff are not aware of any concerns or issues with the current review process or Planning Act tests that would benefit from additional ‘prescribed criteria’. Further, the Province has indicated that a working group has been established to review what the additional criteria would be, but at this time, it is planning staff’s understanding that the Province is not currently pursuing this. Public Consultation A number of the approved changes to the Planning Act appear to be intended to improve communication with and engagement of the public on planning related matters. These changes are summarized as follows: Page 4 of 7 45 Report No: CASPO 2016-179 COMMUNITY AND STRATEGIC PLANNING Council Date: August 8, 2016 A new mandatory requirement to include descriptions of measures and procedures for informing and obtaining the views of the public with respect to certain planning matters in Official Plan policy (e.g. Official Plan amendments/revisions, zoning by-laws, plans of subdivision, consents and ‘other matters as may be prescribed’). Municipalities will also have the option of including a description of measures and procedures in the Official Plan for obtaining the views of the public on other planning matters. The proposed changes would allow for alternative public notification measures (e.g. notification period, form of notice etc.) to be established for plans of subdivision and consents, similar to the alternative notification requirements already established in zoning by-law amendments. Changes also address measures to provide public notification for tenants in multi-residential buildings. Planning staff have reviewed the existing policies of the Official Plan respecting public notification and consultation (Section 10.8) and are of the opinion that the existing policies generally satisfy the above noted changes to the Planning Act, but could improve by including public engagement guidelines that were recently adopted by the Town/ County. All notices of decision with respect to Planning Act applications now require inclusion of a brief explanation of the effect, if any, that written and oral submissions (made at the public meeting) had on council’s/committee’s decision. This change will require additional time and effort by the Town to ensure that their Notices of Decision on planning applications include such an explanation. This may require the taking of more detailed minutes of public meetings to accurately capture the nature of any oral submissions and subsequent Council/Committee deliberations. In Tillsonburg, written submissions received with respect to an application in advance of the public meeting are typically included in the associated planning report to Council and, if they have an impact on the planning recommendation, are specifically addressed in the report. With respect to oral submissions, current practice in Tillsonburg is typically for Council/Committee to defer their decision on the application if it is determined that oral submissions at the public meeting may have an impact on their decision and can’t simply be addressed through the conditions of approval. While it is recognized that this proposed amendment is intended to enhance public accountability, doing so may result in delays to the current planning review and approval process (e.g. increasing the time to issue notices of decision and/or more decisions being deferred). Although planning staff do not oppose the concept of such accountability measures, it is unlikely that the proposed changes will result in any substantive improvements in public accountability in Tillsonburg for the above noted reasons. Further, it should be recognized that this change may result in additional administrative process for both the Town and County planning staff on every Planning Act application. Regulations have been introduced requiring a public consultation strategy to be developed and submitted by the applicant. As part of a ‘complete application’ for Official Plan Amendment, Zoning By-Law Amendment, and draft approved plan of subdivision, a public consultation strategy is required to be submitted. Although in theory a public notification strategy could improve public participation and consultation in the planning process, in practice the requirements for public notification have been determined by planning staff in consultation with area municipal staff and / or Council. Open houses have been hosted by applicants/ developers for large or contentious applications. Larger policy projects and secondary plans routinely have enhanced public Page 5 of 7 46 Report No: CASPO 2016-179 COMMUNITY AND STRATEGIC PLANNING Council Date: August 8, 2016 consultations such as open houses, newspaper notifications, and social media platforms such as Speak Up! Oxford and Facebook/ Twitter. Planning staff have developed a public consultation strategy checklist, to be completed by applicants when applications are submitted. The checklist is intended to streamline and simplify the compliance with this requirement. Parkland and Increased Height/Density Provisions The provisions of the Planning Act respecting Parkland Dedication have been amended. Before a municipality adopts official plan policies allowing it to pass by-laws under subsection 42(3) (alternative parkland dedication requirement), it must first have a parks plan (similar to a parks master plan) that examines the need for parkland in the municipality. During the preparation of any parks plan, the municipality must consult with all school boards. Further, the alternative parkland dedication requirement in the Planning Act is now reduced from the current value limit of 1 hectare of land for each 300 dwelling units to 1 hectare of land for each 500 dwelling units proposed. This change was enacted to encourage municipalities to take more land for parks, rather than cash-in-lieu. Oxford’s current Official Plan policies enable the alternative parkland requirement. However, the alternative requirement is not often utilized as it typically only exceeds the standard Planning Act parkland dedication requirement (e.g. 5% of land area) in the case of higher density residential development sites. With the enacted changes, a municipality would be required to have a parks plan in place if they wished to enable the alternative parkland requirement through Official Plan policy and it would require even higher density residential development before the alternative requirement would be advantageous for a municipality to utilize. Cash-in-lieu of parkland payments received by the Town will now be subject to the reporting requirements under the Municipal Act, and will be subject to a detailed annual financial statement, available to the public. Money collected under a Section 37 by-law (Height and/or Density Bonus) must be held in a special account exclusively for the purposes for which the money was collected, similar to what is currently required for cash-in-lieu of Parkland. Further, the Director of Finance would be required to provide an annual financial statement to Town Council relating to these special accounts (e.g. opening and closing balances, the facilities and services on which any money was spent etc.) and ensure it is made available to the public. Planning staff have no specific comments or concerns with respect to these proposed changes. However, it should be noted that the changes may place additional administrative responsibilities on the Director of Finance with respect to managing related funds and preparing the annual report to Town Council. Other Changes to the Planning Act Section 2 of the Planning Act includes a new provincial interest relating to built form- “built form that is well designed, encourages a sense of place, provides for public places that are of high quality, safe, accessible, attractive, and vibrant” Page 6 of 7 47 Report No: CASPO 2016-179 COMMUNITY AND STRATEGIC PLANNING Council Date: August 8, 2016 The Town, through the adoption of the Central Area Design Study and other criteria in the Town’s Site Plan Control Guidelines, Town Zoning By-Law, and applicable severance policies already have regard to built form. Conclusions With respect to the proposed changes to the Planning Act, a number of revisions to Town and County planning processes are required to address changes to public notices, public notification and consultation, planning decisions, and minor variances. With respect to the proposed changes to the Development Charges Act, based on the information provided to date, the proposed changes that are most likely to have an impact on, or to be considered in, the Town’s development charge program include: service standard calculation amendments; relationship with the City’s Asset Management Plan; and, the Annual Report of the Treasurer / Director of Finance. RECOMMENDATIONS It recommended that the Council of the Town of Tillsonburg receive Report 2016-179, Smart Growth for Our Communities Act: Amendments to the Development Charges Act and Planning Act as information; AND THAT Council authorize the submission and processing of all minor variance applications submitted within 2 years of a site-specific zoning by-law amendment; AND THAT Council direct staff to implement any changes to planning services required by the Smart Growth for Our Communities Act. SIGNATURES Authored by: original signed by Eric Gilbert, MCIP, RPP, Senior Planner Approved for submission: original signed by Gordon K. Hough, RPP, Director Page 7 of 7 48 COUNCIL REPORT MAYOR’S OFFICE Report Title: UPDATE –County of Oxford Report No.: MYR 16-09 Author: Mayor Molnar Meeting Type: COUNCIL MEETING Council Date: AUGUST 8, 2016 Attachments: RECOMMENDATION: THAT Council receives report MYR 16-08 as information. EXECUTIVE SUMMARY The purpose of this report is to provide information regarding any reports and recommendations from local representation at Oxford County Council. CONSULTATION/COMMUNICATION As a result of the effort to expand access to knowledge and information for Town Council and local stakeholders, this report is intended to provide material on activities that transpire at Oxford County Council that may have an impact on the Town of Tillsonburg. Further, this type of report will further satisfy mandates as reinforced in the Community Strategic Plan to provide for a more accessible and open governance model. INFORMATION • On July 13, 2016 the correspondence from the Town of Tillsonburg, dated June 22, 2016, regarding County policy options for extension and/or connection of services outside settlement boundaries, requesting that the County amend the comment period from July 22, 2016 to September 30, 2106, was referred to Community and Strategic Planning. This has subsequently been approved as move forward date. • County Report PW 2016-40 referred to adopting a process and associated fees to encourage full participation in the recently adopted County-wide Water Metering Project. At the date of the report over 84% of households have complied while it is estimated that over 600 homes remain outstanding. The program includes additional fees and the opportunity for limited financial assistance to ensure full compliance 49 with the program. The By-law is intended to be introduced for ratification on August 10, 2016. • Report CAO 2016-08 introduced survey results from across the County as part of the Oxford Wellbeing initiative. Full details of this commitment are available at www.oxfordcounty.ca. (http://www.oxfordcounty.ca/Portals/15/Documents/SpeakUpOxford/2016/CIW%20Survey/CIW_WellbeingProfile_Pub20160714.pdf) FINANCIAL IMPACT/FUNDING SOURCE Whereas the material contained in this report is a summary of Oxford County information, there is no direct impact on the finances of the Town of Tillsonburg as would require approval by Municipal Council or direction from corporate staff. APPROVALS: Author: Mayor Molnar Date: 8/8/16 Page 2 / 2 CAO 50 Report Title 2016 Second Quarter Financial Results Report No. FIN 16-24 Author JANELLE COSTANTINO Meeting Type Council Meeting Council Date AUGUST 8, 2016 Attachments N/A RECOMMENDATION THAT Council receives report FIN 16-24 2016 Second Quarter Financial Results as information. EXECUTIVE SUMMARY To provide Council with the January 1, 2016 to June 30, 2016 Town wide actual financial results and projections through to December 31, 2016. SUMMARY OF OPERATIONAL RESULTS The attached spreadsheet summarizes by department the variances between 2016 actual results as at June 30, 2016 and the 2016 YTD budget. The overall Town wide consolidated deficit as at June 30, 2016 is $35,419. The primary cause of the deficit is lower than budgeted revenues. The projected surplus through to December 31, 2016 is $167,759 or 1.24% of the 2016 requirement from taxation. Questions or comments relative to the departmental 2016 Q2 revenues and expenditures and projections through to December 31, 2016 should be referred to the other members of the Senior Leadership Team for commentary. Page 1 / 1 FIN16-24 2016 Second Quarter Financial R 51 2016 YTD YTD Q2 Forecast Budget Budget Actuals Deficit / (Surplus) Deficit / (Surplus) Explanations 110 Finance 2,009,700 897,758 936,612 38,854 44,000 $10,000 insurance claim; $9,000 Finance charges (credit card processing fees), labour costs over budget 120 CSC 63,300 28,817 18,496 (10,321) Anticipated to meet budget Total Finance 2,073,000 926,575 955,108 28,533 44,000 DCS 100 Council 319,900 180,991 170,410 (10,581) Anticipated to meet budget 180 Protection 212,200 95,566 78,145 (17,421) Anticipated to meet budget 190 Building 83,300 56,141 21,811 (34,330) Anticipated to meet budget 500 DCS 91,400 105,516- 104,110- 1,406 Anticipated to meet budget 505 EcDev 335,100 190,932 199,119 8,187 Anticipated to meet budget Total DCS 1,041,900 418,114 365,375 (52,739) - Fire 150 Fire 1,149,400 573,256 568,545 (4,711) Anticipated to Meet Budget 160 Police 2,825,000 1,634,864 1,629,930 (4,934) Anticipated to Meet Budget Total Fire 3,974,400 2,208,120 2,198,475 (9,645) - Operations 130 Fleet (320,300) 121,691 96,848 (24,843) Anticipated to Meet Budget 145 Hyd (270,200) 16,592 7,694 (8,898) Anticipated to Meet Budget 200 Op Admin 218,500 105,050 100,268 (4,782) Anticipated to Meet Budget 210 Engineering 267,800 141,560 142,443 883 Anticipated to Meet Budget 220 Roads 1,836,600 1,039,185 1,043,292 4,107 Anticipated to Meet Budget 225 Winter Mtce 510,600 354,400 359,274 4,874 Anticipated to Meet Budget 230 Parking (1,000) 5,450- 32,015- (26,565) Anticipated to Meet Budget 235 Streetlights 305,100 148,350 174,105 25,755 Anticipated to Meet Budget 240 Airport 100,600 41,626 4,417- (46,043) (10,000) Net Revenues over Budget 260 Storm Sewers 195,000 191,900 189,721 (2,179) Anticipated to Meet Budget 280 Solid Waste & Recycling 202,000 108,950 99,388 (9,562) Anticipated to Meet Budget Total Operations 3,044,700 2,263,854 2,176,601 (87,253) (10,000) RCP 300 Cem 216,900 94,471 83,977 (10,494) (3,000) 450 Parks 542,200 360,906 388,442 27,536 - 460 Rec - Programs 281,400 26,823 104,582 77,759 77,759 465 Rec - Bldg Mtce 2,150,200 983,571 1,042,990 59,419 50,000 467 EFC (32,400) 21,831- 30,431- (8,600) - 475 Museum 276,200 152,072 162,975 10,903 9,000 Total RCP 3,434,500 1,596,012 1,752,535 156,523 133,759 Taxation 600 Municipal - Tax levy (13,468,500) - 600 Municipal - Supps, W/O's (100,000) - - Total Taxation (13,568,500) - - - - Total Town - 35,419 167,759 -1.24% Quarterly Reports For period ending June 30, 2016 Cemetery - Niche sales under budget Programs - deficit is largely due to lower than budgeted revenues for meeting room bookings and ice rentals. Volume is much lower than anticipatedBuilding maintenance - Heat, Light and Water expenses are causing the deficit; higher usage unit costs and weather conditions are causing the overages Museum - Revenues under budget due to spring events 52 Report Title 2016 Second Quarter Finance Department Results Report No. FIN 16-25 Author JANELLE COSTANTINO Meeting Type Council Meeting Council Date AUGUST 8, 2016 Attachments N/A RECOMMENDATION THAT Council receives report FIN 16-25 2016 Second Quarter Finance Department results as information. EXECUTIVE SUMMARY To provide Council with the actual January 1, 2016 to June 30, 2016 Finance Department financial results and the projected Finance Department 2016 financial results. SUMMARY OF OPERATIONAL RESULTS 2016 Business Objectives Objective Target Date Status Upgrade Northstar software TBD Corporate Office Workstations Q1 Delayed Laserfiche Scanner Station Q2 Delayed to Q3 – County obtaining pricing Domain Controller Server Q2 Delayed to Q3 CSC Delivery Model Q2 Report expected in Q3 Policy review based on Bill 8 – ensure required policies in place Q2 In progress Local Government Week Q4 Cash Forecasting Model Development Q4 Telephone System Replacement Contribution Q4 Page 1 / 2 FIN16-25 2016 Second Quarter Finance Dep 53 to Reserves Objective Target Date Status Investigate The One Investment Program Q4 IT Contribution to Reserves Q4 Complete Town Website Redevelopment Q1 Completed in Q2 Laserfiche records management user training Q1 Completed in Q2 Upgrade Stone Orchard Software Q1 Completed in Q2 Replace laptops Q1 Completed in Q2 Additional Microsoft Licensing Q3 Complete Implementation of Laserfiche Records Management System Q1 Complete TOMRS training for all staff Q1 Complete Key Indicators 06/30/2016 06/30/2015 Tax Receivables $526,069* $651,004 Accounts Receivable $ 258,907 $273,409 *For comparative purposes, the 2016 Tax receivables amount excludes the final tax bills for Residential and Farm tax classes of $8.6M. This entry was posted in June in 2016 and July in 2015, causing a timing difference. The 2015 final bill for these classes was $8.4M. GOALS FOR Q3 2016 • 2017 budgets and business plans • Laserfiche Scanner Station • Domain Controller Server • CSC Delivery Model Page 2 / 2 CAO 54 Report Title Building, Planning & By-Law Services 2016 Second Quarter Report Report No. DCS 16-21 Author Geno Vanhaelewyn, Chief Building Official Meeting Type Council Meeting Council Date AUGUST 8, 2016 Attachments N/A RECOMMENDATION THAT Council receives Report DCS 16-21 Building, Planning & By-Law Services 2016 Second Quarter Report as information. EXECUTIVE SUMMARY This report contains information on activity volumes, trends over time, financials and updates on major initiatives. The statistics provided are inclusive from January 1, 2016 to June 30, 2016. BUILDING SERVICES Building Services experiences the most permit activity in total number of permits issued and the total value of construction over the past 5 years. An increase in activity in terms of value of construction was recorded compared to 2015 due to a large increase in the residential single detached dwelling sector. All sectors with the exception of institutional were active. These statistics are noted in the tables below. 2016 – Q2 Building Permit Activity Overview Total Permits Issued 202 Total Construction Value $12,393,993 Total Permit Revenue $130,810 Page 1 / 5 DCS 16-21 Building, Planning & By-Law Se 55 Value of Construction by Sector Value of Construction Comparisons TYPE 2012 2013 2014 2015 2016 Residential (Value) 5,782,642 6,169,114 7,854,086 7,614,660 10,673,174 Commercial (Value) 4,037,000 565,057 693,799 154,300 1,615,705 Industrial (Value) 421,000 2,146,100 1,052,500 92,600 92,000 Institutional (Value) 67,200 791,175 4,393,400 1,362,173 13,114 TOTAL 10,307,842 9,671,446 13,993,785 9,223,733 12,393,993 RESIDENTIAL INSTITUTIONAL COMMERCIAL INDUSTRIAL Page 2 / 5 CAO 56 Number of Permits Issued TYPE 2011 2012 2013 2014 2015 2016 Single Detached Dwellings 24 32 26 38 27 50 Total Dwelling Units 101 32 29 41 50 50 Total All Permits 140 150 162 185 155 202 Residential Development DEVELOPER NUMBER OF SINGLE DETACHED DWELLINGS Hayhoe Homes 25 PK Construction – Baldwin Place 14 Oxford Builders – Annandale Phase 7 0 Gentrac Homes – Wood Haven Drive 0 Riviera Homes 2 Landmark Homes – William Street 2 Bamford Homes – South Ridge Heights 3 Private 4 Inspection Activity Output Measures/Activity Quantity 2014 Quantity 2015 Quantity 2016 Building Inspections Completed 539 569 659 Major Construction/Development Projects: • 41 Broadway – Commercial/Residential Alterations • 51 Venison W - St Mary’s Catholic Church – Renovation • 124 Tillson Ave – New Gas Station • 269 Quarter Town Line – New Pentecostal Church • 138 Broadway – Optometrist – Demo/Re-construction Building Financial Impact Financial records indicate that the Building sector has a surplus of $34,330 at the end of Q2. The increase in value of construction and number of permits issued is a direct result of the increased revenue found in the financial records. The forecast at this time for year end is to be under budget. Page 3 / 5 CAO 57 PLANNING SERVICES 2016 – Planning Activity Output Measures/Activity 2014 2015 2016 Minor Variance Applications 1 5 7 Zone Change Application 2 4 4 Site Plan Formal Consultations 2 2 2 Site Plan Approvals 4 3 2 Site Plan Applications (in progress) 3 6 7 Subdivision Agreements 0 2 2 Subdivision Amendment Agreements 0 0 0 SITE PLAN APPLICATIONS (in progress) • 519 Broadway- Gary Neeles • 183 Tillson Ave – Tillsonburg Rentals • 131 Tillson Ave- Gear Train • 142 Maple Lane- Abe Hiebert • 20 Clearview Dr- Wieler • 75 Spruce Street- Prouse Enterprises BY-LAW SERVICES Records indicate that by-law and property standard activities and occurrences are fairly consistent with the previous year. These activities are noted in the tables below. 2016 – By-Law Activity Output Measures– Quantity 2014 2015 2016 Parking Tickets Issued 240 337 573 Temporary Parking Permits 0 0 Animal Tags Issued Cats 886 845 1121 Dogs 1686 1815 1842 Enforcement – Complaints and Occurrences Parking, Noise, Garbage, Taxi 96 86 62 Property Stds, Zoning, Clean Yard, Sign, Fence, etc. 116 113 143 Animal Control 196 184 179 Page 4 / 5 CAO 58 By-Law Financial Impact Financial records indicate that the By-Law sector has a surplus of $17,421 at the end of Q2. The forecast at this time for year end is to be on budget. Building, Planning & By-Law Departmental Tasks Second quarter tasks/projects: • Train New Property Standards/By-Law Enforcement Officer • Train Contract Deputy CBO • Summer Student Training • Fence and Pool By-Law research/review • CIP Program Review • Subdivision Agreement Review • Review Municipal Addressing Policy • Crossing Guard Location Review • Updated “Doing it Right” brochures/publications • 2016 Façade Improvement Program Third quarter tasks/projects: • increased permit activity • taxi by-law review • sign by-law review – animated signs/off-premises advertising • building and planning fee study • crossing guard training • façade improvement program. Page 5 / 5 CAO 59 Report Title Economic Development and Marketing Second Quarter Report Report No. Report DCS 16-24 Author Cephas Panschow Meeting Type Council Meeting Council Date August 8, 2016 Attachments • None RECOMMENDATION THAT Council receive Report DCS 16-24 Economic Development and Marketing Second Quarter Report for information purposes. EXECUTIVE SUMMARY The purpose of this report is to provide Council with an overview of second quarter financial results and business plan objectives. BACKGROUND Economic Development Activity Q2 2015 Q2 2016 (TARGET) Q2 2016 (ACTUAL) Lead Files Opened 33 50 28 Lead Files Closed 21 60 24 Corporate Visits 13 12 17 Client Visits 7 10 12 New Businesses Opened 10 7 6 Businesses Closed 3 N/A 1 Website Activity (Main Business Page) 1,614 1,700 1,356 Website Activity (Business Directory) 2,816 3,200 3,418 Page 1 / 3 Report DCS 16-24 Economic Development an 60 In general, corporate visits, client visits and new businesses are tracking close to or above 2016 targets. Lead files being open/closed and website activity (main business page) are below 2016 targets. This is for a number of reasons including an increase in some of the targets, Q1 focus on Town rebranding and also a lag between shows attended in the spring and lead processing. These tend to improve in the latter half of the year. The most significant win in this quarter was the sale to Xcel Fabrication & Design Ltd for the construction of a 45,000 square foot industrial building with an estimated 35 jobs being relocated to Tillsonburg. The following table summarizes the status of the 2016 Business Plan objectives: Item Budget Value Target Date Status Design/Build Partnership $5,000 Q1 In process Online Targeted Campaign $3,500 Q1 Campaign ended in May Branding Implementation – Phase 1 $10,000 Q1 – Q4 Launch April 18 Promo items available for Turtlefest Additional items for sale shortly Interior signage update planned for Q3 Discover Tillsonburg $16,500 Q1 – Q4 Attendance at Tillsonburg and London Homes shows in April Spring Home Tour on May 2 Magazine released early June (7,500) Working on online campaign for fall High School Career Fair Support $1,000 Q2 2016 event did not proceed Hwy 3 Business Park – Signage Refresh $3,000 N/A To be completed Youth Robotics Challenge $1,000 Q3 Sponsorship confirmed Manufacturing Acceleration Program – Seed Funding $6,000 Q1 – Q4 In progress. Application to Cluster Funding denied Community Improvement Plan $20,000 Q1 – Q4 Limited applications received due to program redesign Page 2 / 3 CAO 61 CONSULTATION/COMMUNICATION Not applicable. The Development Committee is provided with a summary of this report at their regular meetings. FINANCIAL IMPACT/FUNDING SOURCE The Economic Development & Marketing Department variances for the second quarter of 2016 are as follows: Department Variance Explanation Economic Development $8,187 Net revenue over budget $7,250 - SOMA and Lease; Net labour over budget $11,400 - includes $4,160 of OT due to website implementation; Supplies over budget $1,200; Advertising Expense under budget $1,400; Special Project expense under budget $1,400; Legal expense over budget $1,400; Subcontractor expense over budget $1,700; Meeting expense over budget $2,000 Development & Communications $1,406 Revenue lower (timing) Economic Development and Development & Communications actuals are anticipated to meet approved budget amounts at this time. COMMUNITY STRATEGIC PLAN (CSP) IMPACT Not applicable. Page 3 / 3 CAO 62 Report Title 2016 Second Quarter Operations Services Report No. OPS 16-22 Author Kevin De Leebeeck, P.Eng. Director of Operations Meeting Type Council Meeting Council Date August 8, 2016 Attachments • None RECOMMENDATION: THAT Council receive Report OPS 16-22, 2016 Second Quarter Operations Services as information. SUMMARY To provide Council with the January 1, 2016 to June 30, 2016 Operations Services financial results. Table 1: 2016 Operations Business Plan Objective Target Project Status Update Health and Safety policies and procedures for the Department Q2 In Progress Comprehensive review of Winter Maintenance Program and development of a Winter Operations Plan Q3 Not Started Update Engineering Design Criteria to current industry standards & practices Q3 Delayed Revise Subdivision and Site Plan Guidelines for improved communication with the development community Q4 Cancelled * Asset Management Projects Q3/Q4 Inventory all Regulatory Signs RFQ Issued Inventory all Streetlights & Traffic Signals Not Started Asset Management Plan Updates Q1 - Q4 Pavement Management Strategy In Progress Bridge & Culvert Management Strategy In Progress Develop project prioritization methodology In Progress Water and Wastewater Rate review for implementation in 2017 to 2021 Q2/Q3 Not Started Drive-by Water Meter Conversion Program Q1/Q2 In Progress Traffic Calming Policy Q3 Cancelled * Municipal Drain and Stormwater Management Study Q3/Q4 Cancelled * Page 1 / 3 63 Accessibility for the Built Environment Upgrades Program Q2/Q3 In Progress Corridor Management Initiatives Q4 In Progress Transfer Station Review Q1 - Q3 In Progress North Street Sidewalk – Phase C (Oxford County Rd 20) Q3/Q4 Not Started Trottier Subdivision Phase 1 Reconstruction – Stage 4 Q3/Q4 In Progress Riverview Subdivision Reconstruction Stage 1 Q3/Q4 RFT Awarded Connecting Link Resurfacing – North St. to Town Limits Q3/Q4 Re-assigned ** ** Hot Mix Asphalt Paving Program Q3/Q4 RFT Awarded Medium Duty Vehicle Replacements Roads Unit # 23 – 2003 Ford F350 Q3 In Progress Water Unit # 45 – 2004 GMC Van Q3 Preparing RFT Heavy Duty Vehicle Replacements Roads Unit # 62 – 2004 Peterbuilt Plow Truck Q4 In Progress Fire Unit # 70 – 1990 Pierce Pumper Truck Q4 RFP Issued Off Road Equipment Replacements Airport Unit # 202 – 1999 Rotary Wing Mower Q2 Completed Parks Unit # 204 – 2006 Gravely Mower Q2 Completed Roads Unit # 98 – 2004 Flail Mower Q2 Completed * Indicates objectives that have been withdrawn from the Business Plan due to prolonged resource vacancies. Key indicators measure growth in terms of infrastructure i.e. Roads, Sewers, Watermain, Sidewalk, Boulevards, etc. and the associated maintenance level of service. The recent change of resources in Public Works should allow the Town to alleviate the incremental costs associated with maintaining additional infrastructure. Key Indicators 2015 2014 2013 2012 2011 Roads (Lane km) 226.8 226.1 225.5 224.5 220.1 Sidewalks (km) 89.8 87.7 87.3 86.3 83.1 GOALS FOR NEXT QUARTER • Issue remaining infrastructure capital projects and commence construction • Develop specifications for remaining fleet replacements and issue tenders • Continue Asset Management Projects and AMP Plan updates • Continue Transfer Station review process • Commence winter maintenance comprehensive review • Continue summer maintenance operations Page 2 / 3 64 FINANCIAL IMPACT/FUNDING SOURCE The 2016 Q2 Operations Services overall variance is summarized in Table 2. Table 2: Second Quarter Budget vs. Actual Variance Summary Department Over / (Under) Operations Administration (4,782) Engineering Services 883 Public Works 5,992 Airport Operations (46,043) Waste Management (9,562) Fleet Services (24,843) Enterprise Services (8,898) Total Variance (87,253) Projection of variances to December 31, 2016 is summarized in Table 3. Table 3: 2016 Annual Projection Summary Department Over / (Under) Operations Administration - Engineering Services - Public Works - Airport Operations (10,000) Waste Management - Fleet Services - Enterprise Services - Total Variance (10,000) Page 3 / 3 65 Report Title Recreation Culture and Parks 2016 Q2 Results Report No. RCP 16-28 Author Rick Cox Meeting Type Council Meeting Council Date August 8, 2016 Attachments RECOMMENDATION THAT Report RCP 16-28 - Recreation Culture and Parks 2016 Q2 Results be received for information. EXECUTIVE SUMMARY This report provides Council with the April 1, 2016 to June 30, 2016 Department operational and financial results for Recreation, Culture & Parks. BACKGROUND 2016 Business Objectives Objective Target Date Status Lead the consortium of groups implementing the Cultural Improvement Alliance project. Q 1-Q2 Complete Take lead in revamped Doors Open Oxford area working group for 2016 Q 1-Q2 Complete Create working committee with Tourism Oxford, Oxford Creative Connections Inc. and The Woodstock Museum NHS to begin the planning process for “Wilde Oxford” an event in 2017 to celebrate the 135th Anniversary of Oscar Wilde’s visit to Oxford County Q 1-Q4 Scope change to Tillsonburg only. On schedule Work with Oxford County museums and other partners to organize a County wide 5 year initiative to commemorate the 100th Anniversary of WW1 through hosting 100 events throughout the County between 2014 and 2018. Q 1-Q4 On schedule Collaborate with Oxford Creative Connections and the Tillsonburg Cultural Improvement Alliance to hold a festival-style music & arts event in Tillsonburg Q 1-Q4 “String Fling” event planned for 2017 Implement eight broad based cultural opportunities/ events (2 per quarter) for Tillsonburg residents. Q 1-Q4 On schedule Initiate planning for 2017 celebrations of Canada’s 150th Anniversary and Tillsonburg’s 145th Anniversary Q 1-Q4 In progress Page 1 / 3 RCP 16-28 - Recreation Culture and Parks 66 Create barrier-free washroom at TCC near Lions Auditorium Q1-Q2 Q3 completion Parking area at Trottier Park Q1-Q2 Deferred Undertake a concept design process to extend the useful life and improve the functionality and amenity level of the Tillsonburg Community Centre including facilitating 24hr health club access and improvements to the catering facilities. Q1-Q2 Shifted to Q3- Q4 Continue Annandale Diamond revitalization project including Trillium Foundation application. Q1-Q4 Trillium Foundation not available Continue development of Town-wide Asset Management Plan for Facilities including software implementation. Q1-Q4 On schedule Partner with Trans Canada Trail. & Oxford County to implement the TCT rail-trail connection to Norfolk County. Q1-Q4 On schedule Urban forestry program (Trottier, Participark) Q1-Q4 On schedule Continue evaluation of facility booking, membership and program registration software platforms in preparation for 2017 procurement cycle to replace software in 2018 Q1-Q4 On schedule Grow participation and revenue with an expanded calendar of adult and youth recreation program s Q1-Q4 On schedule Complete installation of wayward ball fence at Soccer Park Q2 Complete Demolish Pigeon Barn Q2 Shifted to Q3 Install one new pavilion at Kiwanis Coronation Park based on a TBD site plan that addresses parking pressures. Q2 Under review Railing replacement on upper deck at Waterpark Q2 Deferred to Q3-Q4 Replace HVAC units at the Museum Q2 Shifted to Q4 Replace South & East porches Q2 South porch completed Skate park repair and extension Q2 Repair complete. Tillsonburg Scout Association & Model Boat Association storage Q2 Under review Host the Run The Runway event to generate funds in support of the F.A.R.E. subsidy program. Q2 Complete Carroll Trail slope failure repair Q2-Q3 On schedule Roof repairs at Tillsonburg Community Centre Q2-Q3 On schedule Implement marketing strategy for the new & improved health club once Town re-branding project is complete. Q2-Q3 Complete Replace failing columbaria unit #1 and continue implementation of Master Design Plan. Q3 On schedule Begin construction of Celebration Plaza as part of Memorial Park revitalization. Q3-Q4 On schedule New play structure at Oak Park and play structure replacement at Glendale Park Q3-Q4 On schedule. Glendale deferred. Page 2 / 3 RCP 16-28 - Recreation Culture and Parks 67 Key Indicators FINANCIAL IMPACT/FUNDING SOURCE The 2016 Q2 RCP Department quarterly financial variance summary is as follows: At the end of Q2, the two largest contributors to the department’s deficit so far this year are lower than anticipated revenues in all areas, and a large increase in utility costs. Summer programming and Waterpark usage is anticipated to reduce the revenue gap over Q3. Utility costs will continue to increase despite conservation initiatives. Current year-end forecast anticipates a reduction in the department’s deficit to approximately $134,000. RCP staff are continuing to avoid unnecessary costs wherever possible in the effort to further reduce the projected deficit. COMMUNITY STRATEGIC PLAN (CSP) IMPACT None at this time. Division YTD Budget YTD Actual Variance (under)/over Cemetery 94,471$ 83,977$ (10,494)$ Museum 152,072$ 162,975$ 10,903$ Parks 360,906$ 388,442$ 27,536$ Recreation Programs 26,823$ 104,582$ 77,759$ Recreation -Building Maintenance 983,571$ 1,042,990$ 59,419$ EFC (21,831)$ (30,431)$ (8,600)$ Totals 1,596,012$ 1,752,535$ 156,523$ Key Indicators 2016 2015 % change Comment Museum: attendance - headcount 4,485 6,674 -33%no Shunpiker tour Programs: Advanced/Leadership - headcount 76 71 7% Programs: Aquatic registrations - headcount 1,796 1,649 9% Programs: Memberships sold 998 917 9% Programs: Health Club attendance - headcount 15,055 14,473 4% Programs: Water Fitness attendance - headcount 5,560 4,399 26% Programs: Land Fitness attendance - headcount 1,217 1,132 8% Programs: Public Skating attendance - headcount 2,134 1,226 74% Programs: Roller Skating attendance - headcount 258 - n/a Programs: Squash Courts - headcount 878 576 52% Programs: Waterpark attendance - headcount 1,886 601 214% Programs: Youth registrations - headcount 791 534 48% Programs: Advertising revenue (guide,boards,fences)21,541$ $22,846 -6%change in fence advertising Programs: Rink bookings (ice) -hours 1,887 1,881 0% Programs: Rink bookings (floor) - hours 35 23 52% Programs: Tournaments (ice/pool/field)9 11 -18%Q1 cancellations Programs: Room rentals (non-admin)441 343 29% Cemetery: Niche & Plot sales (count)27 19 42% Cemetery: Interments (count)57 63 -10% Page 3 / 3 RCP 16-28 - Recreation Culture and Parks 68 Report Title Second Quarter 2016 Department Results Report No. FRS 16-07 Author Jeff Smith Meeting Type Council Meeting Council Date August 8, 2016 Attachments • NIL RECOMMENDATION THAT Report FRS 16-07 Second Quarter 2016 Department Results be received for information. EXECUTIVE SUMMARY To provide Council with the January 1, 2016 to June 30, 2016 Fire & Rescue Services performance results. SUMMARY OF OPERATIONAL RESULTS 2016 Business Objectives Objective Target Date Status Thermal Imaging Camera Replacement Q2 Complete – equipment in service Traffic Signal Priority Control Q3 Incomplete Fire Comm Infrastructure (New Customer) Q2 Complete MSA SCBA lease & buy-out Q2 Complete Live Fire Training Simulator Q4 Incomplete Strategic Planning Process Ongoing Committee has met Succession Management Plan Ongoing Development training implemented Key Indicators 23 Firefighters on average attended training exercises with an average participation rate of 84%. The year to date average is 21 Firefighters attending an average of 76 percent of training exercises. The Average firefighter, year to date, has attended 68% of “Platoon” calls and 57% of “All Calls”. Fire Suppression Division emergency calls to end of Q2 are 7% lower than the same period last year and 10% lower than the three year call volume average for the same period. Page 1 / 3 FRS 16-07 Fire Q2 69 2016 Alarm Data (Year to Date) OFM Response Type Total Incidents Total Staff Hours Property Fires/Explosions 7 148 Overpressure Rupture/Explosion (No Fire) 3 24 Pre Fire Conditions/ No Fire 17 108 False Fire Calls 38 195 Carbon Monoxide False Calls 23 111 Public Hazard 44 278 Rescue 13 33 Medical/Resuscitator Call 7 26 Other Response 6 30 YTD 158 953 2016 Dollar Loss / Loss Prevention Number of Property Fire Incidents Estimated Property Value at Risk Estimated Structure Fire Loss Estimated Content Fire Loss Property Fire Loss Prevented Q1 5 $2,861,000 $10,000 $177,500 $2,683,500 Q2 1 $4,000 $500 Q3 Q4 Year to Date Total Fire Loss (structure & contents): $ Fire Prevention Inspections 11 Inspections were completed 8 Closed, 3 remain in progress Apparatus Utilization Apparatus 2016 2nd Quarter 2016 Year to Date 2015 2nd Quarter 2015 Year End Car 1 16 34 22 91 Car 2 17 46 17 80 Pumper 1 45 63 17 74 Pumper 2 11 58 35 201 Rescue 3 21 36 6 60 Ladder 4 37 72 17 137 Squad 3* 3 3 N/A N/A *Unit temporarily in service when Pump 2 was not available for service. Public Education Page 2 / 3 CAO 70 Types 2016 2nd Quarter 2016 Year to Date 2015 2nd Quarter 2015 Year End Station Tours 1 1 1 7 Presentations 4 10 13 29 Newspaper/Media 1 4 6 13 Charity Event 2 2 3 6 Fire Communication Report Fire Communications Dispatched Incidents (all customers, including Tillsonburg) 2016 2nd Quarter 2016 Year to Date 2015 2nd Quarter 2015 Year End 543 991 474 1980 Non-Emergency Calls (Customer Service, Burn Activation Lines etc.) (all customers, including Tillsonburg) 2016 2nd Quarter 2016 Year to Date 2015 2nd Quarter 2015 Year End 4815 7611 3535 13,108 FINANCIAL IMPACT/FUNDING SOURCE Fire & Rescue Service is currently $4,711 under budget. Fire Suppression revenue is $9,400 lower than budgeted, mostly due to fewer than normal Motor Vehicle Collisions billed to insurance companies. Fire Suppression labour is $12,200 under budget, in part due to current volunteer firefighter vacancies. Fire Communications revenue is $6,200 higher than budgeted. Fire Communications labour is net $8,000 over budget, mostly due to training costs and report timing. Police Services Board is $6,500 under budget. OPP contract is $3,300 under budget and OPP Building Maintenance is $5,000 over budget. The financial forecast for Fire & Rescue Services through to December 31, 2016 is to be on budget. 2016 Q2 Financial Summary Department (under)/over Fire & Rescue Services $(4,711) OPP $(4,934) Total variances (Q2) $(9,645) Page 3 / 3 CAO 71 Report Title Branding Implementation – Sole Sourcing Report No. DCS 16-22 Author Cephas Panschow Meeting Type Council Meeting Council Date AUGUST 8, 2016 Attachments N/A RECOMMENDATION THAT Council receive Report DCS 16-22 Branding Implementation - Sole Sourcing; AND THAT staff be authorized to sole source the 2016 items contained within Report DCS 16- 22 Branding Implementation - Sole Sourcing to Horvath Auto Corp. EXECUTIVE SUMMARY The purpose of this report is to seek Council approval to sole source signage and decals related to the Town’s branding implementation. BACKGROUND The Town released a Request for Quotation (RFQ) opportunity to three vendors on June 16, 2016 with a response deadline of July 4, 2016. The vendors were also contacted directly regarding the opportunity. One quote from Horvath Auto Corp was received by the deadline. In discussions with the other vendors circulated on this opportunity, the indication was that they were not able to reply due to their current workload and capabilities. There are two options with respect to having this work completed. Either the RFQ could be re- issued or the Town could sole source from vendor that submitted a quotation. Staff is recommending that the work be sole sourced based on the following reasons: • The three bidders were contacted multiple times regarding this opportunity; • The other two bidders were not interested/able to bid at this time; • Horvath Auto Corp has been retained by the Town for sign replacement in the past and is familiar with the work required; • Timing is a concern as it is desirable to replace existing signage to reflect the new branding as soon as possible. Page 1 / 4 72 Section 6(b) of the Town’s Purchasing Policy provides for exceptions to the Purchasing Policy, including sole sourcing for specific reasons. In this case, staff believes that the sole sourcing is an appropriate solution for this project. As such, staff are seeking Council approval for the purchases listed in Appendix A. CONSULTATION/COMMUNICATION The branding project has included extensive public consultation and communication as detailed in previous reports; however, this report has not included any as it is an implementation of the previously approved Branding Implementation plan. FINANCIAL IMPACT/FUNDING SOURCE The 2016 Economic Development & Marketing Budget contains $10,000 in funding for Branding Implementation. The items listed in Appendix A total $7,968.90, which is less than the approved budget amount. If approved, staff will move forward with the implementation of these items and should there be remaining budget, additional items from the 2017 list will also be implemented up to the approved budget amount. Page 2 / 4 73 APPENDIX A – 2016 BRANDING IMPLEMENTATION Area/ Building Description Quantity Replacement Cost (each) Total Cost Corporate Window Film on main doors 2 $61.71 $123.42 Corporate Plexi- lit sign 1 $195.82 $195.82 Hwy 3 & Hwy 19 Town sign 2 $365.80 $731.60 Hwy 19N & S, North St, Roundabout and McDonalds Wayfinding sign. Reuse the posts 1 $1,850.00 $1,850.00 Community Ctr Plexi-sign. Video Surveillance 6 $41.45 $248.70 Community Ctr Plexi-sign. Arena Heating Policy 2 $76.35 $152.70 Community Ctr Plexi-sign. Call box instructions 6 $35.25 $211.50 Community Ctr Plexi-sign. External Defibulator Instructions 3 $67.38 $202.14 Community Ctr Plexi-sign. Cell phone/camera sign 16 $29.78 $476.48 Community Ctr Plexi-sign. No valuables in changerooms 18 $29.78 $536.04 Community Ctr Logo on wall behind customer service 1 $250.00 $250.00 Community Ctr Corrugated plastic sign. Municipal Alcohol Policy 5 $72.10 $360.50 Customer Service Main sign out front. Face replacement only 2 $262.50 $525.00 Customer Service Window Film on CSR's stations 6 $120.00 $1,320.00 Customer Service Window film on doors 2 $42.50 $85.00 Corporate Logo with individual letters in council chambers 1 $350.00 $350.00 Customer Service Logo with individual letters behind the CSR’s 1 $350.00 $350.00 TOTAL COST FOR 2016 $7,968.90 Page 3 / 4 74 APPENDIX B - 2017 BRANDING IMPLEMENTATION Area/ Building Description Quantity Replacement Cost (each) Total Cost Community Ctr Corrugated Plastic sign - Advertise here sign 1 $146.50 $146.50 Community Ctr Wooden sign - logo replacement only 1 $40.00 $40.00 Community Ctr Second wooden sign - logo replacement only 1 $40.00 $40.00 Community Ctr Corrugated Plastic sign - Facility rental poster 1 $65.36 $65.36 Hwy 19N & S, North St, Roundabout and McDonalds Wayfinding sign. Reuse the posts 4 $1,850.00 $7,404.00 Parks and Trails Metal sign - Don't feed the geese 3 $47.93 $143.79 Parks and Trails Metal Sign - not maintained 6 $73.31 $439.86 Parks and Trails Wooden sign - create your own adventure - LOGO ONLY 11 $25.00 $275.00 Parks and Trails Wooden sign - create your own adventure - FULL REPLACEMENT 11 $221.81 $2,439.91 Parks and Trails Metal sign - Trans Canada Trails - LOGO REPLACEMENT ONLY 1 $25.00 $25.00 Parks and Trails Plexi-sign - Toboganning rules- LOGO REPLACEMENT ONLY 1 $25.00 $25.00 Parks and Trails Metal Sign - no dumping 1 $47.93 $47.93 Parks and Trails Metal sign - Bridges shared course - LOGO REPLACEMENT ONLY 2 $25.00 $50.00 Parks and Trails Wooden sign - Coronation park - REPLACE TOP PORTION ONLY 1 $28.00 $28.00 Parks and Trails Corrugated plastic - Advertising at corontion park 1 $47.93 $47.93 Customer Service Metal sign- no smoking 1 $51.37 $51.37 Corporate Office Metal sign - no smoking 4 $51.37 $205.48 Parks and Trails Wooden Sign - trail supporters - Fifth St. 3 $175.50 $526.50 Corporate Office Sticker for podium in council chambers 1 $23.05 $23.05 TOTAL FOR 2017 $12,024.68 Page 4 / 4 75 Report Title Lease of Land for Storage Purposes Report No. DCS 16-23 Author Cephas Panschow Meeting Type Council Meeting Council Date AUGUST 8, 2016 Attachments N/A RECOMMENDATION THAT Council receive Report DCS 16-23 Lease of Land for Storage Purposes; AND THAT the Mayor and Clerk be authorized to enter into a lease agreement for the lands described as part of Lot 2, Concession 5 North of Talbot Road, and more specifically described as Parts 1 and 2, Plan 41R-4211, with the Woodstock and Area Community Health Centre for a term expiring on December 31, 2018 subject to the terms and conditions contained within the lease agreement; AND THAT a bylaw be brought forward in that regard. EXECUTIVE SUMMARY The purpose of this report is to seek Council approval to enter into a lease agreement with the Woodstock and Area Community Health Centre (WACHC) to enable storage to support local social agencies in meeting the needs of local residents. BACKGROUND Council received a request from the Tillsonburg Resource Network (TRN) at their January 11, 2016 meeting and directed staff to research options and bring a report back to Council for consideration. The request was to use Town owned lands to enable the placement of up to two storage containers. Staff provided Council with a report at their January 25, 2016 meeting and the following motion was approved: “THAT Council receives Report DCS 16-02, Storage Request from the Tillsonburg Resource Network; AND THAT staff be directed to continue negotiations with the Tillsonburg Resource Network with the intent to bring back a lease agreement for Council’s consideration.” Page 1 / 3 76 At that time, staff identified the Highway 3 site be used for this purpose and that a three year lease be entered into with the Tillsonburg Resource Network or one of their partners subject to: A lease being negotiated with a legal entity; and, Suitable insurance coverage to the satisfaction of the Director of Finance. However, on February 18, 2016 staff received notification by email that this initiative was no longer being pursued by the Tillsonburg Resource Network and Council was advised of this at their March 14, 2016 meeting. Subsequent to this, staff was advised that this matter was being reconsidered and that the Woodstock and Area Community Health Centre had been identified as being able to enter into a lease with the Town and provide the appropriate insurance coverage. At this time, it is anticipated that the storage container used will be a fifty-three foot long tractor trailer. Based on Council’s earlier direction, staff prepared a lease that has been agreed to by WACHC and are bringing it forward for Council’s consideration. COMMUNITY STRATEGIC PLAN Supporting the request by the Tillsonburg Resource Network and their partner the Woodstock and Area Community Health Centre is consistent with the Town’s Community Strategic Plan: Section Action Item Comment 3.3 Support the aging population and an active senior citizenship CSP Coordinator to meet with Tillsonburg Seniors Centre to confirm seniors’ health care needs and gaps in local services The TRN proposes to create a pool of used medical equipment that can be offered free of charge to people in need of these devices 4.3 Provide opportunities for families to thrive Town Senior Management to explore viability of alternative transportation options such as community transportation, car share programs and bike share programs The TRN proposes to loan bikes to people that need transportation for work/other needs. 4.3 Provide opportunities for families to thrive Town Senior Management to explore viability of alternative transportation options such as community transportation, car share programs and bike share programs The TRN proposes to loan furniture and household items to people that are in need of these items Page 2 / 3 77 Based on the above, staff believes that supporting this request will help create a more welcoming environment in the Town while supporting the Town’s strategic objectives. Further, the recent loss of storage for these items may result in the long-term loss of these services if storage is not found. CONSULTATION/COMMUNICATION The lease agreement that is proposed to be used is a revised version of one that the Town has used for other purposes and that has been reviewed by Mandryk Stewart & Morgan in the past. The public has not been consulted with respect to this request although the agencies involved have connections to many people in Tillsonburg who would benefit from these services being available. FINANCIAL IMPACT/FUNDING SOURCE Staff is proposing that no lease amount be charged to the Lessee due to the minor nature of the lease and in the spirit of creating a welcoming environment in the community. The WACHC would be responsible for the costs of moving the container, obtaining insurance and any other costs related to the use of the lands for storage. Page 3 / 3 78 79 80 81 82 83 84 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW NUMBER XXXX A BY-LAW TO AUTHORIZE AN AGREEMENT BETWEEN THE CORPORATION OF THE TOWN OF TILLSONBURG AND WOODSTOCK AND AREA COMMUNITY HEALTH CENTRE. WHEREAS the Corporation of the Town of Tillsonburg deems it necessary and expedient to enter into an agreement with Woodstock and Area Community Health Centre. THEREFORE the Council of the Town of Tillsonburg enacts as follows: 1. THAT the Agreement attached hereto as Schedule “A” and forming part of this By-law between the Corporation of the Town of Tillsonburg and Woodstock and Area Community Health Centre is hereby approved; 2. THAT the Mayor and Clerk be hereby authorized to execute the attached agreement marked as Schedule “A” on behalf of the Corporation of the Town of Tillsonburg. This By-Law shall come into force and take effect immediately after the final passing hereof. READ A FIRST AND SECOND TIME THIS 8th day of August, 2016. READ A THIRD AND FINAL TIME AND PASSED THIS 8th day of August, 2016. ___________________________ MAYOR – Stephen Molnar ______________________________ TOWN CLERK – Donna Wilson 85 Report Title 2017 Draft Budget Schedule Report No. FIN 16-27 Author JANELLE COSTANTINO Meeting Type Council Meeting Council Date AUGUST 8, 2016 Attachments N/A RECOMMENDATION THAT Council receives report FIN 16-27 2017 Draft Budget Schedule; AND THAT the following Council meetings be scheduled to review the 2017 draft budget: November 17, 2016 1 pm to 4 pm November 22, 2016 1 pm to 4 pm December 1, 2016 4 pm to 7 pm January 10, 2017 9 am to 4 pm January 12, 2017 9 am to 4 pm January 17, 2017 9 am to 4 pm EXECUTIVE SUMMARY To provide Council and the public with the proposed 2017 draft budget schedule. BACKGROUND The proposed 2017 draft budget meeting schedule is as follows: November 12, 2016 Asset Management Plan 1 pm to 4 pm November 22, 2016 Asset Management Funding 1 pm to 4 pm December 1, 2016 Community Group Requests 4 pm to 7 pm January 10, 2017 Budget meeting #1 9 am to 4 pm January 12, 2017 Budget meeting #2 9 am to 4 pm January 17, 2017 Budget meeting #3 9 am to 4 pm Page 1 / 2 FIN16-27 2017 Draft Budget Schedule 86 Budget approval is anticipated to be made at the February 13, 2017 regular Council meeting. All meetings are in Council Chambers, 200 Broadway Street, 2nd Floor and all meetings are open to the public. The meetings on November 17th and 22nd will be used to present Council with the Town’s Asset Management Plan (AMP) and proposed funding requirements. Town Staff have been working to complete an AMP in order to meet the requirement under the renewed Federal Gas Tax Fund Agreement for Ontario. The agreement states that in order to continue to receive Gas Tax funding, municipalities must complete an AMP by December 31, 2016 that includes assets from all 16 Gas Tax eligible spending categories. Further to the Gas Tax requirement, a regulation has been proposed under the Infrastructure for Jobs and Prosperity Act. Although this regulation is not currently in effect, it is anticipated to provide a more structured framework for AMPs. Asset Management plans are gaining traction in the municipal world and will require an annual review; the two meetings scheduled in November will be the beginning of this process. Those community groups requesting funds from the Town in 2017 will be requested to present their request to Council at the meeting on December 1, 2016. All times for those presentations will be coordinated through the Clerk and the Treasurer. Should any member of the public wish to request delegation status on the 2017 budget, they should contact the Town Clerk, Donna Wilson or the Deputy Clerk, Tricia Smith. FINANCIAL IMPACT/FUNDING SOURCE N/A. Page 2 / 2 CAO 87 Report Title 2017 Budget Strategic Priorities Report No. FIN 16-26 Author JANELLE COSTANTINO Meeting Type Council Meeting Council Date AUGUST 8, 2016 Attachments N/A RECOMMENDATION THAT Council receives report FIN 16-26 2017 Budget Strategic Priorities as information. AND THAT the a Council meeting be scheduled on September 15, 2016 at 1 pm to discuss the Budget Strategic Priorities. EXECUTIVE SUMMARY To obtain direction from Council on the 2017 proposed budget priorities. BACKGROUND Management will begin the 2017 budget and business plan process in November 2016. In advance of this process, Senior Management would request the following from Council: • A day long facility tour, currently scheduled for September 15th 2016. • Following the tour, a 2017 budget strategic priority setting discussion with Council. This meeting will aim to gather Council’s goals and priorities to be considered during the 2017 budget process. • A target range for the 2017 percentage budget increase that would be acceptable to Council. Senior Management recognizes that providing this target range may be difficult not knowing what the Town’s asset management plans and capital and operating priorities are for 2017, as well as not knowing what the funding challenges may be. However, this target range will be utilized by staff wherever possible to hopefully bring to Council an acceptable budget and business plans. CONSULTATION/COMMUNICATION The 2017 Budget and Business Plan public meetings with Council are anticipated to begin in November 2016. FINANCIAL IMPACT/FUNDING SOURCE N/A. Page 1 / 1 2017 Budget Strategic Priorities 88 Report Title Mid-Block Pedestrian Crossing Accessibility Upgrades at the Town Centre Mall Entrance Report No. OPS 16-23 Author Kevin De Leebeeck, P.Eng., Director of Operations Meeting Type Council Meeting Council Date August 8, 2016 Attachments • OPS 16-12 Pedestrian Crossing Accessibility Upgrades on Broadway Street at the Town Centre Mall Entrance RECOMMENDATION THAT Council receive Report OPS 16-23 Mid-Block Pedestrian Crossing Accessibility Upgrades at the Town Centre Mall Entrance; AND THAT Council approves the re-allocation of unused gas tax grant funding from the Trottier Subdivision Reconstruction - Stage 4 project in the amount of $25,000 to facilitate the accessible upgrades at the mid-block pedestrian crossing on Broadway Street at the Town Centre Mall entrance. SUMMARY At the Regular Council meeting of March 14th 2016 the following direction was provided to staff: “THAT Council receives Report OPS 16-12, Pedestrian Crossing Accessibility Upgrades on Broadway Street at the Town Centre Mall Entrance; AND THAT staff be directed to bring forward a subsequent report on how this project can be financed, possibly through partnerships or grant funding and completed in 2016.” Town staff have since reached out and contacted nearby businesses and agencies to explore any cost sharing opportunities with no success. Town staff also explored grant funding under the Community Accessibility Stream of the Enabling Accessibility Fund, however through further investigation of project eligibility and consultation determined that this funding is more orientated towards projects that improve community facilities where programs and/or services are offered to people with disabilities. COMMUNITY STRATEGIC PLAN IMPACT Accessibility improvements are supported within the Community Strategic Plan under Goal 3.3 Support the aging population and an active senior citizenship and Goal 4.3 Improve mobility and promote environmentally sustainable living. Page 1 / 2 89 FUNDING IMPACT/ FUNDING SOURCE Through discussions with AMO it was determined that the proposed accessible upgrades are considered a new asset that can be capitalized by the Town and would be eligible for Gas Tax grant funding. OPS Report 16-10, Results for Tender RFT 2016-001 Trottier Subdivision Reconstruction – Stage 4, anticipated that $62,948.62 would remain in the Towns Gas Tax funding pool. Staff are recommending that $25,000 of the anticipated $62,948.62 remaining in the Towns Gas Tax funding pool as a result of the Trottier Subdivision Reconstruction project be re- allocated to facilitate the accessible upgrades at the mid-block pedestrian crossing on Broadway Street at the Town Centre Mall entrance in order to complete the project in 2016. Page 2 / 2 90 Page 1 / 4 STAFF REPORT OPERATIONS SERVICES Report Title: Pedestrian Crossing Accessibility Upgrades on Broadway Street at the Town Centre Mall Entrance Report No.: OPS 16-12 Author: Jeff Molenhuis, P. Eng., Manager of Engineering Meeting Type: REGULAR COUNCIL Council Date: MARCH 14, 2016 Attachments: NONE RECOMMENDATION THAT Council receive Report OPS 16-12 Pedestrian Crossing Accessibility Upgrades on Broadway Street at the Town Centre Mall Entrance as information. BACKGROUND In September 2015, the Accessibility Advisory Committee passed a resolution to request that Town staff review audible pedestrian signals within the Town. The following resolution was passed: “THAT Council receives the Minutes of the Accessibility Advisory Committee Minutes of June 3, 2015 and September 09, 2015. AND THAT Council directs staff to investigate the costs of Audio Traffic Signals in the Town of Tillsonburg; AND THAT those costs be considered during the 2016 budget deliberations.” The 2016 Operations Capital Business Plan introduced an Accessibility for the Built Environment Upgrade Program that included audible pedestrian signals for strategic locations of the active transportation network, but the program was removed during the budgeting process. In its place Council requested that staff investigate and report on the installation of audible pedestrian signals at the mid-block pedestrian crossing on Broadway Street at the Town Centre Mall main entrance. This report outlines the accessibility regulations, accessibility design standards and a budget cost estimate for the site specific work required to ensure this mid-block crossing location meets current accessibility criteria including audible pedestrian signals. 91 Page 2 / 4 SUMMARY The Accessibility for Ontarians with Disabilities Act (AODA) was passed in 2005 to achieve a fully accessible Ontario by 2025 through the development of accessibility standards. The Act applies to designated public sector, broader public sector and private sector corporations with a phased schedule of compliance requirements. From the AODA the Integrated Accessibility Standards Regulation (IASR) O.Reg 191/11 was developed with the following six (6) parts: 1) General 2) Information and Communication Standards 3) Employment Standards 4) Transportation Standards 5) Design of Public Spaces Standards (Accessibility Standards for the Built Environment) 6) Compliance As of January 1, 2016 all designated public sector organizations, including municipalities are obligated to meet the requirements set out in all six (6) parts of the IASR. Design of Public Spaces Standards (Accessibility Standards for the Built Environment) Part 5) of the IASR outlines specific requirements for features of the physical environment that are intended to make it easier for people with disabilities to move through, use and enjoy public spaces. The standard for public spaces is further divided into seven (7) sections: 1) Recreational trails and beach access routes 2) Outdoor public use eating areas 3) Outdoor play spaces 4) Exterior paths of travel (sidewalks or walkways) and their associated elements 5) Accessible off-street and on-street parking spaces 6) Obtaining services (service counters, fixed queuing guides and waiting areas) 7) Maintenance planning The IASR does not require organizations to retrofit existing public spaces to meet the requirements of the AODA, but does require organizations to incorporate Accessibility Standards for the Built Environment when building new public spaces or when planning alterations to existing public spaces. Alterations to pedestrian crossings of the active transportation network are now required to comply with IASR Part 5) Design of Public Spaces Standards Section 4) Exterior Paths of Travel which outlines the requirements for sidewalks, ramps, rest areas, and accessible pedestrian signals as shown in Figure 1. The design standards include the following specifications: 92 Page 3 / 4 Sidewalk and Curb Ramps • Low slope curb ramps for easier navigation • Flared curb ramps for positional awareness • Tactile walking surface indicators for positional awareness Accessible Pedestrian Signals • Locator and walk indicator tone for positional awareness • Maximum installation height and distance from the curb for ease of access • Tactile directional arrows to indicate crossing location for easier navigation • Audible and vibro-tactile walk phase indication for easier navigation Pedestrian Crossing Accessibility Upgrades on Broadway Street at Town Centre Mall The scope of work and associated cost estimate to upgrade this mid-block pedestrian crossing to current accessibility standards is summarized below. Item Estimated Cost Underground Infrastructure $0 Accessible Sidewalk and Curb Ramps $8,500 Accessible Pedestrian Signal Heads $7,500 Accessible Button Pole – West Side Only $1,750 Controls/Electrical Integration $3,500 Contingency $2,500 TOTAL $23,750 COMMUNICATION/CONSULTATION The Ontario Provincial Standards, Director of Operations, Manager of Engineering, Operations Technologists and an electrical/controls contractor were all consulted to help investigate existing conditions and develop the accessibility upgrade scope of work. COMMUNITY STRATEGIC PLAN IMPACT Accessibility improvements are supported within the Community Strategic Plan under Goal 3.3 Support the aging population and an active senior citizenship and Goal 4.3 Improve mobility and promote environmentally sustainable living. FUNDING SOURCE/FINANCIAL IMPACT There is currently no funding source in the 2016 approved budget to complete the accessibility upgrade scope of work outlined in this report. 93 Page 4 / 4 Tactile Walking Surface Indicator Accessible Pedestrian Signal Pole Exterior Accessible Path of Travel Landing Curb Ramp Gutter Taper Accessible Pedestrian Signal Pole Dropped Curb Taper Back of Sidewalk RAMP PLAN RAMP ELEVATION FIGURE 1: EXAMPLE 94 Report Title Broadway Pedestrian Crossing Warrant Analysis Report No. OPS 16-24 Author Kevin De Leebeeck, P.Eng., Director of Operations Meeting Type Council Meeting Council Date August 8, 2016 Attachments • Broadway Pedestrian Crossing Warrant Analysis RECOMMENDATION THAT Council receive Report OPS 16-24 Broadway Pedestrian Crossing Warrant Analysis; AND THAT Council approves a pedestrian crossing be located at the south leg of Broadway Street and Glendale Avenue intersection; AND THAT Council authorize a project debenture increase to a maximum of $90,000 by reallocating $50,000 in debt proceeds from the Connecting Link Resurfacing project; SUMMARY At the Regular Council meeting of April 25th 2016 the following direction was provided to staff: “THAT Council receives Report OPS 16-15, Corridor Management Initiative - Pedestrian Crossing on Broadway at Glendale Drive; AND THAT Council authorizes staff to retain a third party consultant to conduct the Pedestrian Crossover Warrants and site a suitable crossing facility location.” In accordance with the Purchasing Policy staff retained the services of Paradigm Transportation Solutions Ltd (PTSL) to conduct a pedestrian crossing warrant analysis along Broadway Street from Concession Street to North Street, the results of which are attached to this report. The pedestrian crossing data was collected in early June to ensure pedestrian activity to both the Tillsonburg Community Centre and Glendale High School were captured. The detailed investigation indicates the collective pedestrian crossing volumes along Broadway Street from Lisgar Avenue to Glendale Drive satisfy the warrant conditions for a Pedestrian Crossover (PXO) Type B facility. Page 1 / 4 95 According to Ontario Traffic Manual Book 15, a PXO may be installed at an intersection or a mid-block location. The consultant’s findings indicate that there are fewer complications at the Glendale Drive intersection compared to the Lisgar Avenue intersection and recommend an intersection configuration of the Pedestrian Crossover PXO Type B facility across the south leg of the Glendale Drive and Broadway Street intersection as shown in Figure 1. There is existing hydro infrastructure (poles, transformer, and underground ducts) at the Glendale Drive and Broadway Street intersection that could be used to help facilitate the installation of the proposed PXO as well as existing sidewalk along the south side of Glendale Drive that provides direct access to Glendale High School. Therefore staff support the consultant’s recommendation of an intersection configuration of the Pedestrian Crossover PXO Type B facility across the south leg of the Glendale Drive and Broadway Street intersection. Next Steps Should Council authorize increased funding to facilitate the installation of the recommended pedestrian crossing facility the detailed design of the PXO including the civil and electrical requirements, traffic control system configuration, and PHM-125 legal drawing would need to be completed by a Registered Appraisal and Qualification System (RAQS) certified consultant. Since Broadway Street is a designated Connecting Link under the Public Transportation and Highway Improvement Act, R.S.O. 1990 (previously noted within report OPS 16-15), the detailed design of the PXO and associated works will require approval by the Ministry of Transportation (MTO). An amendment to the Town’s Traffic By-law will also be required as part of the MTO submission and approval process. Once MTO approval is received a tender would be issued for the supply and installation of the pedestrian crossing facility with contract administration and construction inspection performed by Town staff. Given the complexity of this project, staff recommend that the Town continue to retain the services of Paradigm Transportation Solutions Ltd. (a RAQS certified consultant) for the detailed design aspect of the project in addition to assisting with the formal application process required by the MTO. CONSULTATION/COMMUNICATION Property owners directly affected by the proposed pedestrian crossing facility would be consulted during the detailed design process and kept informed as the project progresses towards construction. Any planned temporary roadway or lane closures in order to facilitate the work will be kept to a minimum and communicated to the general public in advance following the guidelines set forth in Ontario Traffic Manual - Book 7 Temporary Conditions. Page 2 / 4 96 COMMUNITY STRATEGIC PLAN IMPACT Implementation of active transportation network linkage supports community connectivity and is supported by the Community Strategic Plan under Goal 3.3 to support the aging population and active senior citizenship and under Goal 4.3 to improve mobility and promote environmentally sustainable living. FUNDING IMPACT/ FUNDING SOURCE The 2016 budget allocation for corridor management initiatives contemplated $40,000 of debt proceeds to review potential operational improvements and implement where justified. This budgetary figure did not consider a pedestrian crossing on Broadway Street, which is a significantly expanded scope relative to crossing facilities in other locations, due to regulatory approvals from the Ministry as well as the type of crossing facility required based on the traffic volumes of the roadway. Based on further investigation and in consultation with PTSL the following expenditures are anticipated to implement an intersection configuration of the PXO Type B facility across the south leg of the Glendale Drive and Broadway Street intersection: Item Estimated Cost Detailed Design & Specifications (PHM-125 legal drawing) $15,000 Installation of Intersection Crossover – PXO Type B facility $70,000 Contingency $5,000 TOTAL $90,000 The 2016 Budget included $62,500 in debt proceeds for the Connecting Link Resurfacing project. However, Report OPS 16-18 Broadway St. Rehabilitation & Connecting Link Funding identified that the $62,500 in debt proceeds is no longer required. Staff are requesting the additional $50,000 required for the Pedestrian Crossing be reallocated from the Connecting Link Resurfacing project debt proceeds, in order to maintain the approved 2016 debenture proceeds for capital projects. Alternatively Council could also consider funding the additional $50,000 for the Pedestrian Crossing from the 2017 budget. Page 3 / 4 97 Figure 1: Pedestrian Crossover PXO Type B – Intersection (2-way) (Source: Ontario Traffic Manual Book 15, June 2014) Page 4 / 4 98 28 July 2016 Project: 161000 Kevin De Leebeeck, P.Eng. Director of Operations Town of Tillsonburg 10 Lisgar Avenue Tillsonburg, ON N4G 545 Dear Mr. De Leebeeck: RE: BROADWAY STREET PEDESTRIAN CROSSING WARRANT ANALYSIS TOWN OF TILLSONBURG Paradigm Transportation Solutions Limited (Paradigm) was retained by the Town of Tillsonburg (Town) to conduct a pedestrian crossing warrant analysis for Broadway Street between Concession Street and North Street. The Town initiated the study to assess the merit of installing a protected pedestrian crossing facility (or facilities) within this 1.4 kilometre section of Broadway Street shown in Figure 1. This letter report: Provides an overview of the study area examined for the warrant analysis; Outlines the basis for the pedestrian warrant calculations; Details the data collection program; Summarizes the data analysis and warrant calculations; and Provides recommendations regarding the installation of pedestrian crossing facilities. It is noted that the analyses presented in this report do not examine the warrants for signed or supervised crossings, or traffic signal warrants for motorized vehicles. Study Area Broadway Street (Highway 19) is a main artery in Tillsonburg, connecting the Town centre to Highway 401 (and points beyond). The road is under the jurisdiction of the Ministry of Transportation, Ontario (MTO), with the Town responsible for operating and maintaining Broadway Street pursuant to a connecting link agreement with the Ministry. 99 Paradigm Transportation Solutions Limited | Page 2 FIGURE 1: STUDY AREA (Source: Google Maps) Within the study area shown in Figure 1, Broadway Street travels in a northwest/southeast orientation and has a posted speed limit of 50 km/h. The road features an urban cross-section, with sidewalks along both sides. From Concession Street to Lisgar Avenue, Broadway Street has a two lane cross- section, with an auxiliary left-turn lane at Glendale Drive and left- and right-turn lanes at Lisgar Avenue. From Lisgar Avenue to North Street, Broadway Street has a three lane cross-section, with a travel lane in each direction and a centre two-way left-turn lane. Stopping is restricted on both sides of the roadway for its entire length within the study area. All intersections in the study area are two-way Stop controlled, with unimpeded flow on Broadway Street. Pedestrians attempting to cross the roadway must wait for gaps in the traffic as there are currently no protected crossing locations. At the limits of the study area, the intersections of Broadway Street with North Street and Concession Street are signalized with pedestrian crossing facilities. The adjacent land uses along Broadway Street consist mainly of residential properties, with retail commercial businesses clustered around the north end of the study area. Glendale High School and North Street Concession StreetQuarter Town LineTillsonAvenueGlendale High School Tillsonburg Community Centre Study Area 100 Paradigm Transportation Solutions Limited | Page 3 the Tillsonburg Community Centre are located just outside of the study area on Glendale Drive and Lisgar Avenue, respectively. Warrant Calculation The analyses presented in this report are based on the recommended practices contained in Ontario Traffic Manual (OTM) Book 12 – Traffic Signals (2012) and OTM Book 15 – Pedestrian Crossing Treatments (2014). Section 5 (Treatment System Selection for Controlled Crossings) of OTM Book 15 sets out the decision-making process for the installation of Pedestrian Crossing Treatment Systems for Controlled Pedestrian Crossings. OTM Book 15 provides a decision support tool (DST) for selecting the most appropriate crossing treatment. “The DST includes two components: (1) Preliminary Assessment and (2) Pedestrian Crossing Selection. The preliminary assessment is used to check whether a pedestrian crossing control is a candidate site and then the pedestrian crossing selection assist practitioners to choose a pedestrian crossing treatment system for the site” (p. 27, OTM Book 15). According to OTM Book 15, the hierarchy of treatment systems is as follows: Traffic Signals • Full Traffic Signal • Intersection Pedestrian Signals (IPS) • Mid-block Pedestrian Signal (MPS) Pedestrian Crossovers (PXO) • PXO A • PXO B • PXO C • PXO D Stop Controlled or Yield Controlled Intersections Supervised School Crossing Application of the DST requires pedestrian crossing and traffic volume data for the subject road segment over a typical day. A minimum of eight (8) hours of pedestrian and vehicle count information and pedestrian delay data is needed to assess the merit of installing traffic signals based on Justification 6 (Pedestrian Volume and Delay) of OTM Book 12. Either four (4) or eight (8) hours of pedestrian and vehicle counts are required to assess the merit of installing a PXO, as per OTM Book 15. Total adjusted pedestrian volume is used in all calculations, which is estimated as follows: Adjusted Pedestrian Volume = Unassisted + (2 x Assisted) where, Assisted pedestrians include children under the age of 12, senior citizens, individuals who are disabled, and any other person requiring special consideration. In cases where an adult is accompanying a pedestrian included in the “assisted” category, both individuals should be counted as “assisted” pedestrians to reflect their higher vulnerability. It should be recognized 101 Paradigm Transportation Solutions Limited | Page 4 that the exact age of the pedestrian is not critical, but the observer will need to use judgement to place each pedestrian into one of the two categories. Unassisted pedestrians are all adults and adolescents at or above the age of 12. For traffic signals, pedestrian volume and delay must meet the thresholds specified in Justifications 6A and 6B, respectively, over an eight (8)-hour period to warrant installation due to pedestrian activity. Tables 1 and 2 summarize the minimum pedestrian volumes and delays, respectively, to satisfy the justifications, which are also dependent on roadway vehicle volumes. As noted in the tables, the minimum justification for traffic signals is 200 adjusted pedestrians and 75 pedestrians experiencing a delay of 10 or more seconds, where roadway volumes exceed 7,000 vehicles over eight (8) hours. TABLE 1: TRAFFIC SIGNAL JUSTIFICATION 6A – PEDESTRIAN VOLUME (SOURCE: OTM BOOK 12, TABLE 18) TABLE 2: TRAFFIC SIGNAL JUSTIFICATION 6B – PEDESTRIAN DELAY (SOURCE: OTM BOOK 12, TABLE 19) For the installation of a PXO, the justification is based on either: Eight (8)-hour pedestrian volume ≥ 100 and eight (8)-hour vehicle volume ≥ 750, or Four (4)-hour pedestrian volume ≥ 65 and four (4)-hour vehicle volume ≥ 395. <200 200 - 275 276 - 475 476 - 1000 >1000 <1440 Not Justified Not Justified Not Justified Not Justified Not Justified 1440 - 2600 Not Justified Not Justified Not Justified See Equation 1 Justified 2601 - 7000 Not Justified Not Justified See Equation 2 Justified Justified >7000 Not Justified See Equation 3 Justified Justified Justified Equation 1:Justified if net 8-hour ped vol. > (1650 - (0.45V8)) Equation 2:Justified if net 8-hour ped vol. > (0.00001V82 - 0.146V8 + 800) Equation 3:Justified if net 8-hour ped vol. > (340 - (0.0094V8)) % Justification = ((net 8 hour pedestrian volume)/(Equation 1, 2 or 3 as appropriate)) x 100% 8 Hour Vehicular Volume (V8) Net 8 Hour Pedestrian Volume <75 75 - 130 >130 <200 Not Justified Not Justified Not Justified 200 - 300 Not Justified Justified if Vol. of Delayed Peds. > (240 - (0.55 x Vol. of Total Peds)) Justified >300 Not Justified Justified Justified % Justification = ((net 8 hour delayed pedestrian volume) / (threshold volume for justification)) x 100% Net Total 8 Hour Vol. of Total Pedestrians Net Total 8 Hour Volume of Delayed Pedestrians 102 Paradigm Transportation Solutions Limited | Page 5 At sites where volume thresholds are not met, a PXO may still be justified to provide system connectivity or if it is on pedestrian desire lines based on engineering judgement. In this case, the PXO must be more than 200 metres from another traffic control device. If a candidate site meets the above requirements, the appropriate PXO treatment is selected using the Pedestrian Crossover Selection Matrix provided in Table 7 of OTM Book 15. The selection matrix, which is included as Attachment A, considers the two-way vehicular volume, speed limit and roadway cross-section to select the appropriate treatment. The warrant assessment also considers the potential to consolidate crossings at one location, as described in OTM Book 12. “If a roadway is crossed by pedestrians at several locations, and the introduction of a signal-protected crossing is likely to consolidate the crossings at a single point, the road segment may be divided into zones, with an appropriate proportion of crossings in each zone reassigned to the signal-protected crossing zone”. Data Collection and Methodology The study area was divided into 17 roughly equal sections for the collection of pedestrian volume and delay data. Miovision Scout video data collection units positioned as shown in Figure 2 recorded 12 hours of pedestrian activity at each location to ensure that the peak eight (8) hours of data were captured. Given the length of the study area, the data were collected over two (2) days, Tuesday 7 June 2016 and Thursday 9 June 2016, from 06:30 to 18:30. These dates were not in conflict with any statutory or school holidays based on a review of the Thames Valley District School Board website. Data for the section at Lisgar Avenue (Section 10) was analyzed first to determine the peak times of pedestrian activity on Broadway Street. This location is close to both the Tillsonburg Community Centre and Glendale High School, the two largest generators of pedestrian traffic in the study area, and, as such, expected to experience the highest crossing volumes. From the data for Lisgar Avenue, the four (4) peak hours of pedestrian traffic were determined to be: 07:30 to 09:00 (1.50h in morning) 10:30 to 11:45 (1.25h in midday); and 14:00 to 15:15 (1.25h in afternoon). These periods generally coincide with school start, lunch and dismissal times. As stated, justification for the installation of a PXO can be assessed based on the highest four (4) or eight (8) hours of data, although the threshold is higher if the four (4) peak hours are considered. To simplify the data processing and analyses, pedestrian volumes for only the four (4) peak hours noted above were summarized from the video data and analyzed for each section. If the analyses indicated that pedestrian activity for the section approached or exceeded the minimum justification for a PXO, the eight (8) peak hours were then examined to determine if any locations warranted a higher form of crossing control. Attachment B provides the four (4)-hour counts for all sections of Broadway Street. 103 Paradigm Transportation Solutions Limited | Page 6 FIGURE 2: VIDEO DATA COLLECTION UNIT LOCATIONS (Source: Google Maps) Data Analysis and Warrant Calculation Table 1 summarizes the four (4)-hour pedestrian counts for each section of Broadway Street. Based on the data collected, Sections 1, 2, 10 and 11 exhibited the most significant pedestrian traffic: Section 1, located south of Moose Street at the Burger King facing south, had a total of 28 unassisted and 2 assisted pedestrian crossings, resulting in an adjusted pedestrian volume of 32. The pedestrian volumes do not satisfy the warrant conditions for a PXO. Section 2, located south of Moose Street at the A&W facing south, had a total of 26 unassisted and no assisted pedestrian crossings, resulting in an adjusted pedestrian volume of 26. The pedestrian volumes do not satisfy the warrant conditions for a PXO. Section 10, located at Lisgar Avenue facing south, had a total of 61 unassisted and 3 assisted pedestrian crossings, resulting in an adjusted pedestrian volume of 67. The pedestrian volumes satisfy the warrant conditions for a PXO. North Street Concession StreetQuarter Town LineTillsonAvenue10 1112 13 14 15 16 9 87 6 5 4 3 2 17 1 104 Paradigm Transportation Solutions Limited | Page 7 Section 11, located north of Glendale Drive facing north, had a total of 39 unassisted and 14 assisted pedestrian crossings, resulting in an adjusted pedestrian volume of 67. The pedestrian volumes satisfy the warrant conditions for a PXO. TABLE 3: FOUR (4)-HOUR PEDESTRIAN VOUMES ON BROADWAY STREET Sections 2 and 3 may be considered a zone for justification purposes as they encompass an area less than 200 metres in length. When aggregated, the adjusted pedestrian volume for the two sections is 58. This volume is close to, but does not satisfy the four (4)-hour justification for a PXO at this time. Pedestrian volumes should continue to be monitored in this area with consideration to re-examine crossing warrants should the abandoned rail corridor be developed into a trail at some point in the future. The number of pedestrian crossings for both Sections 10 and 11 exceed the minimum justification values, indicating a PXO would be merited if vehicle volumes surpass the threshold stated in OTM Book 15. The close proximity of Sections 10 and 11 would not allow for a minimum spacing of 200 m between protected crossings. For this reason, only (1) one crossing location should be considered for this portion of Broadway Street. Given that Sections 10 and 11 are adjacent, it would be reasonable to consider this location a “zone” for warrant purposes. The volume of traffic on Broadway Street for the zone was determined from the video data. Based on the counts, 3,890 vehicles passed through the intersection of Broadway Street and Glendale Drive Section Unassisted Assisted Adjusted Ped. 1 28 2 32 2 26 0 26 3 12 0 12 4 0 1 2 5 6 0 6 6 4 0 4 7 8 0 8 8 4 5 14 9 2 0 2 10 61 3 67 11 39 14 67 12 10 0 10 13 14 0 14 14 8 1 10 15 5 2 9 16 3 0 3 17 9 4 17 TOTAL 239 32 303 105 Paradigm Transportation Solutions Limited | Page 8 over the four (4)-hour time period, with 3,370 vehicles observed on the north leg and 3,620 vehicles counted on the south side, thereby satisfying the minimum vehicle volume justification for a PXO. At this location, Broadway Street has a two-lane cross section with a speed limit of 50 km/h. Based on the Pedestrian Crossover Selection Matrix (Attachment A), the justification for a PXO B is met for the zone as the traffic volumes fall within the range of 3,155 to 3,950 vehicles stated in OTM Book 15. To determine if greater crossing protection is required (i.e. IPS or MPS), the highest eight (8) hours (07:30 to 15:30) of pedestrian volume, pedestrian delay and vehicle volume data were extracted from the video recording. Section 12, which is located south of the intersection of Broadway Street and Glendale Drive, was added to the zone for the calculation, as pedestrians crossing in this vicinity would also benefit from the traffic control device. As well, this section would fall than within the 200 m minimum spacing for adjacent pedestrian crossings. Table 4 summarizes the volumes for Section 10, 11 and 12. Attachment C provides the eight (8)-hour count data. TABLE 4: EIGHT (8)-HOUR VOLUMES FOR SECTIONS 10, 11 AND 12 The total adjusted pedestrian volume of 186 does not meet the minimum justification of 200 pedestrians, indicating that a traffic signal is not warranted at this time and only a PXO crossing should be considered for Broadway Street. PXO Location According to OTM Book 15, a PXO may be installed at an intersection or a midblock location. Broadway Street is fronted by residential properties on both sides, providing unfavourable conditions for a midblock crossing. For this reason, the protected pedestrian crossing should be placed at either the Lisgar Avenue or the Glendale Drive intersection. The following provides a comparison of the two (2) locations: Lisgar Avenue Lisgar Avenue provides access to the Tillsonburg Community Centre via Hardy Avenue. A sidewalk is provided on the south side of Lisgar Avenue. Given that most pedestrians were observed to cross right at the intersection or to the south, the south leg of the intersection would be the preferred location for the protected crossing. Placing the crossing on the north leg is not recommended since there is no sidewalk on the north side of Lisgar Avenue. The protected crossing would need to be located approximately 8 m south of Lisgar Avenue due to a residential driveway at the southeast corner of the intersection. Placing a protected crossing in this location would interfere with the operation of the northbound right-turn lane on Broadway Street and poses a potential sightline issue for vehicles turning onto Broadway Street from Lisgar Avenue. As Section Pedestrians Delayed Pedestrians Vehicles 10 79 47 - 11 92 30 - 12 15 0 - TOTAL 186 77 6706 106 Paradigm Transportation Solutions Limited | Page 9 well, the large trees on the west side of Broadway Street at this location may cause sight visibility concerns as drivers may have difficulty seeing the signs and discerning pedestrians waiting to cross. Trimming or removal of the trees would be recommended to improve the conspicuity of the pedestrians. For these reasons, the Broadway Street and Lisgar Avenue intersection is not recommended as the protected pedestrian crossing location. Glendale Drive Glendale Drive provides direct access to Glendale High School, with a sidewalk on the south side of the road. Although more pedestrians cross north of Glendale Drive, a protected crossing on the south side of the intersection would align with the existing sidewalk. A residential driveway on the east side of Broadway Street, south of the intersection with Glendale Drive, poses a potential issue for crossing placement. The driveway may require slight re-alignment to the south to accommodate the protected crossing and avoid placing the PXO within the northbound left-turn auxiliary lane. Although a crossing of the south leg could impede operation of the turn lane, the impact is considered minimal. For these reasons, the protected pedestrian crossing should be placed at the Broadway Street and Glendale Avenue intersection, with the south leg as the likely location. The final location (south versus north) and exact placement of the crossing would be confirmed through detailed design of the PXO. Recommendations It is recommended that: A PXO B be installed at the intersection of Broadway Street and Glendale Drive, likely across the south leg; and The section of Broadway Street between the Burger King and A&W restaurants be monitored for increased pedestrian traffic. If pedestrian volumes increase or the rail trail developed, a crossing warrant should be completed to determine if a protected crossing is required. Thank you for the opportunity to offer our services. Please contact the undersigned at (416) 479-9684 x501 or by email gchartier@ptsl.com if you have any questions relating to this report. Yours very truly, PARADIGM TRANSPORTATION SOLUTIONS LIMITED Gene Chartier M.A.Sc., P.Eng., FITE Vice-President 107 Paradigm Transportation Solutions Limited | Attachments Attachment A Pedestrian Crossover Selection Matrix 108 Paradigm Transportation Solutions Limited | Attachments Pedestrian Crossover Selection Matrix Attachment ABroadway Street Pedestrian Crossing Warrant Analysis 161000 109 Paradigm Transportation Solutions Limited | Attachments Attachment B Four (4)-Hour Pedestrian Counts for Broadway Street 110 Location: Video Date: Time Unassisted Pedestrians Assisted Pedestrians 07:30-07:45 0 0 07:45-08:00 0 0 08:00-08:15 2 0 08:15-08:30 2 0 08:30-08:45 0 0 08:45-09:00 0 0 10:30-10:45 3 0 10:45-11:00 0 0 11:00-11:15 9 0 11:15-11:30 5 0 11:30-11:45 4 0 14:00-14:15 0 2 14:15-14:30 0 0 14:30-14:45 2 0 14:45-15:00 1 0 15:00-15:15 0 0 TOTAL 28 2 32 #1FacingSouthͲLocatedattheBurgerKing June7th2016 Total Adjusted Pedestrians 111 Location: Video Date: Time Unassisted Pedestrians Assisted Pedestrians 07:30-07:45 2 0 07:45-08:00 1 0 08:00-08:15 0 0 08:15-08:30 0 0 08:30-08:45 0 0 08:45-09:00 0 0 10:30-10:45 0 0 10:45-11:00 0 0 11:00-11:15 9 0 11:15-11:30 2 0 11:30-11:45 5 0 14:00-14:15 0 0 14:15-14:30 0 0 14:30-14:45 3 0 14:45-15:00 2 0 15:00-15:15 2 0 TOTAL 26 0 26 #2FacingSouthͲLocatedSouthDrivewayoftheA&W June7th2016 Total Adjusted Pedestrians 112 Location: Video Date: Time Unassisted Pedestrians Assisted Pedestrians 07:30-07:45 1 0 07:45-08:00 0 0 08:00-08:15 0 0 08:15-08:30 3 0 08:30-08:45 0 0 08:45-09:00 1 0 10:30-10:45 0 0 10:45-11:00 0 0 11:00-11:15 0 0 11:15-11:30 1 0 11:30-11:45 1 0 14:00-14:15 0 0 14:15-14:30 1 0 14:30-14:45 0 0 14:45-15:00 3 0 15:00-15:15 1 0 TOTAL 12 0 12 #3FacingSouthͲLocatedSouthofCarolinaStreet June7th2016 Total Adjusted Pedestrians 113 Location: Video Date: Time Unassisted Pedestrians Assisted Pedestrians 07:30-07:45 0 0 07:45-08:00 0 0 08:00-08:15 0 0 08:15-08:30 0 1 08:30-08:45 0 0 08:45-09:00 0 0 10:30-10:45 0 0 10:45-11:00 0 0 11:00-11:15 0 0 11:15-11:30 0 0 11:30-11:45 0 0 14:00-14:15 0 0 14:15-14:30 0 0 14:30-14:45 0 0 14:45-15:00 0 0 15:00-15:15 0 0 TOTAL 0 1 2 #4FacingSouthͲLocatedNorthofDevonshire June7th2016 Total Adjusted Pedestrians 114 Location: Video Date: Time Unassisted Pedestrians Assisted Pedestrians 07:30-07:45 0 0 07:45-08:00 1 0 08:00-08:15 0 0 08:15-08:30 0 0 08:30-08:45 2 0 08:45-09:00 0 0 10:30-10:45 0 0 10:45-11:00 0 0 11:00-11:15 0 0 11:15-11:30 0 0 11:30-11:45 0 0 14:00-14:15 0 0 14:15-14:30 1 0 14:30-14:45 2 0 14:45-15:00 0 0 15:00-15:15 0 0 TOTAL 6 0 6 #5FacingSouthͲLocatedSouthofDevonshire June7th2016 Total Adjusted Pedestrians 115 Location: Video Date: Time Unassisted Pedestrians Assisted Pedestrians 07:30-07:45 0 0 07:45-08:00 0 0 08:00-08:15 0 0 08:15-08:30 0 0 08:30-08:45 1 0 08:45-09:00 0 0 10:30-10:45 0 0 10:45-11:00 0 0 11:00-11:15 0 0 11:15-11:30 0 0 11:30-11:45 0 0 14:00-14:15 0 0 14:15-14:30 0 0 14:30-14:45 2 0 14:45-15:00 0 0 15:00-15:15 1 0 TOTAL 4 0 4 #6FacingSouthͲLocatedbetweenDevonshireandChristie June7th2016 Total Adjusted Pedestrians 116 Location: Video Date: Time Unassisted Pedestrians Assisted Pedestrians 07:30-07:45 0 0 07:45-08:00 1 0 08:00-08:15 0 0 08:15-08:30 0 0 08:30-08:45 2 0 08:45-09:00 0 0 10:30-10:45 0 0 10:45-11:00 0 0 11:00-11:15 0 0 11:15-11:30 0 0 11:30-11:45 2 0 14:00-14:15 0 0 14:15-14:30 0 0 14:30-14:45 2 0 14:45-15:00 1 0 15:00-15:15 0 0 TOTAL 8 0 8 #7FacingNorthͲLocatedSouthofChristie June9th2016 Total Adjusted Pedestrians 117 Location: Video Date: Time Unassisted Pedestrians Assisted Pedestrians 07:30-07:45 0 0 07:45-08:00 0 0 08:00-08:15 0 0 08:15-08:30 0 0 08:30-08:45 1 5 08:45-09:00 0 0 10:30-10:45 0 0 10:45-11:00 0 0 11:00-11:15 0 0 11:15-11:30 3 0 11:30-11:45 0 0 14:00-14:15 0 0 14:15-14:30 0 0 14:30-14:45 0 0 14:45-15:00 0 0 15:00-15:15 0 0 TOTAL 4 5 14 #8FacingSouthͲLocatedSouthofChristie June7th2016 Total Adjusted Pedestrians 118 Location: Video Date: Time Unassisted Pedestrians Assisted Pedestrians 07:30-07:45 0 0 07:45-08:00 0 0 08:00-08:15 0 0 08:15-08:30 0 0 08:30-08:45 2 0 08:45-09:00 0 0 10:30-10:45 0 0 10:45-11:00 0 0 11:00-11:15 0 0 11:15-11:30 0 0 11:30-11:45 0 0 14:00-14:15 0 0 14:15-14:30 0 0 14:30-14:45 0 0 14:45-15:00 0 0 15:00-15:15 0 0 TOTAL 2 0 2 #9FacingNorthͲLocatedNorthofLisgar June9th2016 Total Adjusted Pedestrians 119 Location: Video Date: Time Unassisted Pedestrians Assisted Pedestrians 07:30-07:45 7 0 07:45-08:00 9 0 08:00-08:15 3 0 08:15-08:30 1 0 08:30-08:45 0 3 08:45-09:00 1 0 10:30-10:45 3 0 10:45-11:00 4 0 11:00-11:15 4 0 11:15-11:30 5 0 11:30-11:45 4 0 14:00-14:15 0 0 14:15-14:30 12 0 14:30-14:45 6 0 14:45-15:00 1 0 15:00-15:15 1 0 TOTAL 61 3 67 #10FacingSouthͲLocatedNorthofLisgar June7th2016 Total Adjusted Pedestrians 120 Location: Video Date: Time Unassisted Pedestrians Assisted Pedestrians 07:30-07:45 1 0 07:45-08:00 8 2 08:00-08:15 4 0 08:15-08:30 3 0 08:30-08:45 0 0 08:45-09:00 0 0 10:30-10:45 6 0 10:45-11:00 9 8 11:00-11:15 0 0 11:15-11:30 0 0 11:30-11:45 3 0 14:00-14:15 0 0 14:15-14:30 0 4 14:30-14:45 5 0 14:45-15:00 0 0 15:00-15:15 0 0 TOTAL 39 14 67 #11FacingNorthͲLocatedNorthofGlendale June9th2016 Total Adjusted Pedestrians 121 Location: Video Date: Time Unassisted Pedestrians Assisted Pedestrians 07:30-07:45 0 0 07:45-08:00 0 0 08:00-08:15 0 0 08:15-08:30 0 0 08:30-08:45 0 0 08:45-09:00 0 0 10:30-10:45 0 0 10:45-11:00 0 0 11:00-11:15 6 0 11:15-11:30 0 0 11:30-11:45 0 0 14:00-14:15 0 0 14:15-14:30 3 0 14:30-14:45 0 0 14:45-15:00 0 0 15:00-15:15 1 0 TOTAL 10 0 10 #12FacingSouthͲLocatedNorthofGlendale June7th2016 Total Adjusted Pedestrians 122 Location: Video Date: Time Unassisted Pedestrians Assisted Pedestrians 07:30-07:45 0 0 07:45-08:00 0 0 08:00-08:15 0 0 08:15-08:30 0 0 08:30-08:45 0 0 08:45-09:00 0 0 10:30-10:45 0 0 10:45-11:00 1 0 11:00-11:15 5 0 11:15-11:30 4 0 11:30-11:45 3 0 14:00-14:15 0 0 14:15-14:30 1 0 14:30-14:45 0 0 14:45-15:00 0 0 15:00-15:15 0 0 TOTAL 14 0 14 #13FacingSouthͲLocatedSouthofGlendale June9th2016 Total Adjusted Pedestrians 123 Location: Video Date: Time Unassisted Pedestrians Assisted Pedestrians 07:30-07:45 0 0 07:45-08:00 0 0 08:00-08:15 0 0 08:15-08:30 3 0 08:30-08:45 0 0 08:45-09:00 1 0 10:30-10:45 0 0 10:45-11:00 1 0 11:00-11:15 1 0 11:15-11:30 1 0 11:30-11:45 0 0 14:00-14:15 0 0 14:15-14:30 0 0 14:30-14:45 1 0 14:45-15:00 0 1 15:00-15:15 0 0 TOTAL 8 1 10 #14FacingSouthͲLocatedNorthofSanders June9th2016 Total Adjusted Pedestrians 124 Location: Video Date: Time Unassisted Pedestrians Assisted Pedestrians 07:30-07:45 0 0 07:45-08:00 0 0 08:00-08:15 0 0 08:15-08:30 1 0 08:30-08:45 0 0 08:45-09:00 1 2 10:30-10:45 0 0 10:45-11:00 0 0 11:00-11:15 0 0 11:15-11:30 0 0 11:30-11:45 0 0 14:00-14:15 0 0 14:15-14:30 0 0 14:30-14:45 1 0 14:45-15:00 2 0 15:00-15:15 0 0 TOTAL 5 2 9 #15FacingSouthͲLocatedbetweenNiagaraandJohn June9th2016 Total Adjusted Pedestrians 125 Location: Video Date: Time Unassisted Pedestrians Assisted Pedestrians 07:30-07:45 1 0 07:45-08:00 0 0 08:00-08:15 0 0 08:15-08:30 0 0 08:30-08:45 1 0 08:45-09:00 1 0 10:30-10:45 0 0 10:45-11:00 0 0 11:00-11:15 0 0 11:15-11:30 0 0 11:30-11:45 0 0 14:00-14:15 0 0 14:15-14:30 0 0 14:30-14:45 0 0 14:45-15:00 0 0 15:00-15:15 0 0 TOTAL 3 0 3 #16FacingSouthͲLocatedSouthofJohn June9th2016 Total Adjusted Pedestrians 126 Location: Video Date: Time Unassisted Pedestrians Assisted Pedestrians 07:30-07:45 0 0 07:45-08:00 1 0 08:00-08:15 2 4 08:15-08:30 0 0 08:30-08:45 0 0 08:45-09:00 0 0 10:30-10:45 1 0 10:45-11:00 0 0 11:00-11:15 0 0 11:15-11:30 0 0 11:30-11:45 0 0 14:00-14:15 0 0 14:15-14:30 2 0 14:30-14:45 3 0 14:45-15:00 0 0 15:00-15:15 0 0 TOTAL 9 4 17 #17FacingSouthͲLocatedNorthofGowie June9th2016 Total Adjusted Pedestrians 127 Paradigm Transportation Solutions Limited | Attachments Attachment C Eight (8)-Hour Vehicle and Pedestrian Counts for Broadway Street 128 Location: Video Date: Time Eastbound Left Eastbound Right Southbound Through Southbound Right Northbound Through Northbound Left 07:30-07:45 7 16 82 16 64 15 07:45-08:00 7 23 106 31 66 32 08:00-08:15 13 34 81 32 89 38 08:15-08:30 7 13 97 12 81 10 08:30-08:45 2 11 101 4 86 7 08:45-09:00 2 7 100 5 70 6 09:00-09:15 3 10 112 3 111 6 09:15-09:30 3 8 78 1 67 4 09:30-09:45 3 10 101 5 84 11 09:45-10:00 2 8 86 4 69 5 10:00-10:15 1 4 82 3 92 4 10:15-10:30 3 2 87 5 96 5 10:30-10:45 3 10 103 5 93 7 10:45-11:00 7 13 94 10 101 12 11:00-11:15 17 20 99 6 101 12 11:15-11:30 1 12 92 3 99 16 11:30-11:45 4 21 117 10 99 18 11:45-12:00 2 3 99 3 101 10 12:00-12:15 5 14 105 6 112 9 12:15-12:30 4 3 103 4 132 2 12:30-12:45 5 6 81 1 109 9 12:45-13:00 1 6 122 2 123 10 13:00-13:15 7 9 119 6 106 12 13:15-13:30 6 5 94 5 100 5 13:30-13:45 1 13 99 1 112 11 13:45-14:00 1 8 101 5 95 10 14:00-14:15 2 11 92 6 98 16 14:15-14:30 1 29 105 18 110 22 14:30-14:45 11 30 125 9 107 11 14:45-15:00 4 12 100 6 99 10 15:00-15:15 8 11 105 3 132 17 15:15-15:30 6 12 93 9 153 16 TOTAL 149 394 3161 239 3157 378 North Leg 6706 South Leg 7090 Intersection 7478 BroadwayStreetandGlendaleDrive June7th2016 129 Location: Video Date: Time Unassisted Pedestrians Assisted Pedestrians 07:30-07:45 7 0 07:45-08:00 9 0 08:00-08:15 3 0 08:15-08:30 1 0 08:30-08:45 0 3 08:45-09:00 1 0 09:00-09:15 1 0 09:15-09:30 1 0 09:30-09:45 1 0 09:45-10:00 2 0 10:00-10:15 0 0 10:15-10:30 0 0 10:30-10:45 3 0 10:45-11:00 4 0 11:00-11:15 4 0 11:15-11:30 5 0 11:30-11:45 4 0 11:45-12:00 0 0 12:00-12:15 0 0 12:15-12:30 0 0 12:30-12:45 0 0 12:45-13:00 0 0 13:00-13:15 0 2 13:15-13:30 1 1 13:30-13:45 0 0 13:45-14:00 0 0 14:00-14:15 0 0 14:15-14:30 12 0 14:30-14:45 6 0 14:45-15:00 1 0 15:00-15:15 1 0 15:15-15:30 0 0 TOTAL 67 6 79 #10FacingNorthͲLocatedNorthofLisgar June9th2016 Total Adjusted Pedestrians Pedestrian Volume 130 Location: Video Date: Time Unassisted Pedestrians Assisted Pedestrians 07:30-07:45 1 0 07:45-08:00 8 2 08:00-08:15 4 0 08:15-08:30 3 0 08:30-08:45 0 0 08:45-09:00 0 0 09:00-09:15 0 0 09:15-09:30 1 0 09:30-09:45 0 2 09:45-10:00 0 6 10:00-10:15 0 0 10:15-10:30 0 0 10:30-10:45 6 0 10:45-11:00 9 8 11:00-11:15 0 0 11:15-11:30 0 0 11:30-11:45 3 0 11:45-12:00 0 0 12:00-12:15 0 0 12:15-12:30 0 0 12:30-12:45 4 0 12:45-13:00 0 0 13:00-13:15 2 0 13:15-13:30 0 0 13:30-13:45 0 0 13:45-14:00 0 0 14:00-14:15 0 0 14:15-14:30 0 4 14:30-14:45 5 0 14:45-15:00 0 0 15:00-15:15 0 0 15:15-15:30 2 0 TOTAL 48 22 92 #11FacingNorthͲLocatedNorthofGlendale June9th2016 Total Adjusted Pedestrians Pedestrian Volume 131 Location: Video Date: Time Unassisted Pedestrians Assisted Pedestrians 07:30-07:45 0 0 07:45-08:00 0 0 08:00-08:15 0 0 08:15-08:30 0 0 08:30-08:45 0 0 08:45-09:00 0 0 09:00-09:15 0 0 09:15-09:30 1 0 09:30-09:45 1 0 09:45-10:00 1 0 10:00-10:15 0 0 10:15-10:30 0 0 10:30-10:45 0 0 10:45-11:00 0 0 11:00-11:15 6 0 11:15-11:30 0 0 11:30-11:45 0 0 11:45-12:00 0 0 12:00-12:15 0 0 12:15-12:30 1 0 12:30-12:45 0 0 12:45-13:00 0 0 13:00-13:15 0 0 13:15-13:30 1 0 13:30-13:45 0 0 13:45-14:00 0 0 14:00-14:15 0 0 14:15-14:30 3 0 14:30-14:45 0 0 14:45-15:00 0 0 15:00-15:15 1 0 15:15-15:30 0 0 TOTAL 15 0 15 #11FacingSouthͲLocatedNorthofGlendale June9th2016 Total Adjusted Pedestrians Pedestrian Volume 132 Location: Video Date: Time Unassisted Pedestrians Assisted Pedestrians 07:30-07:45 0 4 07:45-08:00 0 1 08:00-08:15 2 0 08:15-08:30 1 0 08:30-08:45 0 3 08:45-09:00 0 0 09:00-09:15 1 0 09:15-09:30 1 0 09:30-09:45 1 0 09:45-10:00 2 0 10:00-10:15 0 0 10:15-10:30 0 0 10:30-10:45 0 1 10:45-11:00 0 0 11:00-11:15 2 0 11:15-11:30 4 0 11:30-11:45 4 0 11:45-12:00 0 0 12:00-12:15 0 0 12:15-12:30 0 0 12:30-12:45 0 0 12:45-13:00 0 0 13:00-13:15 0 1 13:15-13:30 1 0 13:30-13:45 0 0 13:45-14:00 0 0 14:00-14:15 0 0 14:15-14:30 3 1 14:30-14:45 3 0 14:45-15:00 0 0 15:00-15:15 0 0 15:15-15:30 0 0 TOTAL 25 11 47 #10FacingNorthͲLocatedNorthofLisgar June9th2016 Total Adjusted Pedestrians Pedestrian Delay 133 Location: Video Date: Time Unassisted Pedestrians Assisted Pedestrians 07:30-07:45 0 0 07:45-08:00 6 0 08:00-08:15 1 0 08:15-08:30 1 1 08:30-08:45 0 0 08:45-09:00 0 0 09:00-09:15 0 0 09:15-09:30 1 0 09:30-09:45 0 0 09:45-10:00 0 0 10:00-10:15 0 0 10:15-10:30 0 0 10:30-10:45 0 0 10:45-11:00 4 0 11:00-11:15 0 0 11:15-11:30 0 0 11:30-11:45 3 0 11:45-12:00 0 0 12:00-12:15 0 0 12:15-12:30 0 0 12:30-12:45 2 0 12:45-13:00 0 0 13:00-13:15 1 0 13:15-13:30 0 0 13:30-13:45 0 0 13:45-14:00 0 0 14:00-14:15 1 0 14:15-14:30 0 0 14:30-14:45 2 2 14:45-15:00 0 0 15:00-15:15 0 0 15:15-15:30 1 0 TOTAL 23 3 29 #11FacingNorthͲLocatedNorthofGlendale June9th2016 Total Adjusted Pedestrians Pedestrian Delay 134 Location: Video Date: Time Unassisted Pedestrians Assisted Pedestrians 07:30-07:45 0 0 07:45-08:00 0 0 08:00-08:15 0 0 08:15-08:30 0 0 08:30-08:45 0 0 08:45-09:00 0 0 09:00-09:15 0 0 09:15-09:30 0 0 09:30-09:45 0 0 09:45-10:00 0 0 10:00-10:15 0 0 10:15-10:30 0 0 10:30-10:45 0 0 10:45-11:00 0 0 11:00-11:15 0 0 11:15-11:30 0 0 11:30-11:45 0 0 11:45-12:00 0 0 12:00-12:15 0 0 12:15-12:30 0 0 12:30-12:45 0 0 12:45-13:00 0 0 13:00-13:15 0 0 13:15-13:30 0 0 13:30-13:45 0 0 13:45-14:00 0 0 14:00-14:15 0 0 14:15-14:30 0 0 14:30-14:45 0 0 14:45-15:00 0 0 15:00-15:15 0 0 15:15-15:30 0 0 TOTAL 0 0 0 Pedestrian Delay #12FacingSouthͲLocatedNorthofGlendale June9th2016 Total Adjusted Pedestrians 135 Report Title Cultural Improvement Alliance Next Steps Report No. RCP 16-21 Author Rick Cox, Director of Recreation, Culture & Parks Meeting Type Council Meeting Council Date June 16, 2016 Attachments • TCIA 2.0 Concept Outline RECOMMENDATION THAT Report RCP 16-21 – Cultural Improvement Alliance Next Steps be received for information; AND THAT Council authorizes the use of the $13,600 allocation in the 2016 Budget to continue the Tillsonburg Cultural Improvement Alliance (TCIA) as described in the Concept Outline; AND THAT RCP staff work with the TCIA partnership and the Cultural Advisory Committee to develop a common Terms of Reference for Council consideration. EXECUTIVE SUMMARY The Town of Tillsonburg was part of a consortium of organizations successful in securing a Culture Development Fund Grant from the Province to implement the Tillsonburg Cultural Improvement Alliance (TCIA). The TCIA project as funded concluded at the end of March, 2016 and this report provides a summary of the accomplishments of the project and requests Council approval to continue with the TCIA initiative for the remainder of 2016 using revenue from the project and funds allocated for the TCIA in the 2016 budget. The other members of the consortium have also committed to the continuation of the TCIA financially and through participation in the governance of the initiative. BACKGROUND The consortium of organizations that assembled to implement the TCIA project included: 1. The Town of Tillsonburg 2. The Tillsonburg & District Historical Society 3. The Tillsonburg & District Craft Guild 4. Oxford Creative Connections Incorporated (OCCI) The two-year project secured $49,600 in Provincial funding and augmented it with $30,000 from the Town of Tillsonburg, $15,000 combined from the other Consortium members, and some revenue generated from programs of the TCIA. With the overall objective of enhancing the profile and capacity of the cultural sector of Tillsonburg & area, the project deliverables included: Page 1 / 2 RCP 16-21 - Cultural Improvement Allianc 136 • placing a network of 35 electronic monitor panels in and around Tillsonburg to promote cultural activities • developing a technology platform to service the panels with content that was integrated with other media and useable by members of the project • a series of workshops and seminars to improve the capacity of local cultural organizations and entrepreneurs Supported by contracted services, the project has successfully met all of its deliverables and achieved substantial success. Continuing forward, the revenue streams generated by the monitor system and the workshop series, augmented by ongoing support from the Town and other partners, have the capacity to fund cultural activities in a significant way. A discussion paper entitled TCIA 2.0 Concept Outline was prepared and presented to the Steering Committee, and then to each of the consortium member Boards. The concept has been endorsed by the Guild, the Society and OCCI, and a commitment including the initial $500 membership contribution has been provided by all three organizations. The oversight of the project moving forward is anticipated to include ongoing representation from the partners in an advisory capacity. A review of the Terms of Reference for the Cultural Advisory Committee identified considerable overlap between the objectives of the two committees. If approved by Council, it would be appropriate to move relatively quickly towards a common Terms of Reference, in consultation with the Advisory Committee. With the Advisory Committee having been recently given authority to provide cultural grants within the approved budget, it seems helpful to support and augment that role with revenue and administrative support. Similarly, bringing the two functions together would provide the TCIA Steering Committee with an official relationship to Council. CONSULTATION/COMMUNICATION The TCIA Steering Committee and the governing boards of the members of the TCIA Consortium were consulted in the development of the proposed continued TCIA initiative. FINANCIAL IMPACT/FUNDING SOURCE The 2016 Budget includes $10,000 for the final component of the Town’s contribution to the TCIA Project, and $13,600 to support the project for the remainder of 2016. Revenue from the monitors and workshops, and expenditures for the initiative would be reported by the Culture & Heritage Division. COMMUNITY STRATEGIC PLAN (CSP) IMPACT Supporting the continuation of the TCIA will contribute to accomplishing Goal 4.1 under the Strategic Objective of Culture and Community. Goal 4.1 includes two relevant action items that are assigned to the TCIA for implementation, a) to expand and enhance local festivals; and b) to explore and organize opportunities to showcase local talent. If the TCIA does not continue, these action items could fall by the wayside. Page 2 / 2 RCP 16-21 - Cultural Improvement Allianc 137 Report Title TCIA Project Final Report Report No. RCP 16-29 Author Rick Cox Meeting Type Council Meeting Council Date August 8, 2016 Attachments • TCIA Project Final Report • RCP 16-21 - Cultural Improvement Alliance Next Steps RECOMMENDATION THAT Report RCP 16-29 – TCIA Project Final Report be received for information. EXECUTIVE SUMMARY Council requested the final project report once it was completed be circulated. The complete report is attached. A summary of key points is included in this covering information report. BACKGROUND In the grant application that secured funds to implement the Tillsonburg Cultural Improvement Alliance it was required that specific targets were set. The interim and final reports submitted to the Province reference those targets and whether or not they were reached. A summary table is provided below for quick reference. FINANCIAL IMPACT/FUNDING SOURCE The revenue target was not met during the project period. Expenditures were adjusted accordingly. If Council authorizes the continuation of the initiative for the remainder of the year with the approved budget allocation, post-project revenue from panel advertising is expected to exceed the projected revenue. COMMUNITY STRATEGIC PLAN (CSP) IMPACT The Cultural Improvement Alliance is an important lead for several of the initiatives and actions in the Tillsonburg Community Strategic Plan. The continuation of the TCIA project will support the implementation of the CSP. Metric Description Target Year 1 Year 2 Total Training Sessions Number of participants 50 138 68 206 Training Sessions Number of organizations participating 10 73 18 91 Training Sessions Number of sessions 10 6 8 14 My Community Calendar Number of panels deployed 35 1 35 36 My Community Calendar Number of database users 350 803 6 809 Sustainable revenue Dollars of paid subscriptions, sponsorships 7,500$ 600$ 4,685$ 5,285$ Page 1 / 1 RCP 16-29 - TCIA Project Final Report 138 Page 1 | 81.00.20.02.01 Submit Date:06/20/2016 17:21:37 Culture Development Fund Final Report Reporting Period:to Grant File # 2013-08-1-16303746 Instructions Please refer to your approved 2013-14 CDF Program Guidelines, Application Form and Transfer Payment Agreement for reference purposes when filling out this report. Please ensure you answer each question or indicate “N/A’ if it is not applicable to your project. Interim Reports must include a print-out of your organization’s general ledger of account for this project reflecting cash transactions up to the Interim Report due date and an expenditure forecast that reflects total eligible project costs as of the Interim Report due date through Project End Date. Final Reports must include copies of invoices and proof of payment for all eligible cash expenditures incurred on or before the Project End Date. N.B.: A print-out of your organization’s general ledger of account that supports actual project expenditures can serve as proof of payment. You must also provide all project partners with a copy of this report and all attachments within seven (7) business days of submitting it to the ministry. Section A - Organization Information 3. Web Site URL: 1. Organization Name: Town of Tillsonburg 2. Organization Legal Name: Corporation of the Town of Tillsonburg This section displays general information about your organization submitted during the Grants Ontario enrolment process. To make a change to this information, please submit an Assistance Request through the Grants Ontario System. Once the change has been made, all future reports will include the updated information. Primary Address: 5. Street address 2: 2nd Floor 6. City: Tillsonburg 7. Province: Ontario 8. Postal Code N4G5A7 4. Street address 1: (includes Unit/, Street /, P.O. Box, etc) 200 Broadway 2nd Floor Mailing Address: 12. Province: Ontario 13. Postal Code N4G5A7 9. Street address 1: (includes Unit/, Street /, P.O. Box, etc) 200 Broadway 2nd Floor 10. Street address 2: 2nd Floor 11. City: Tillsonburg 139 Page 2 | 81.00.20.02.01 Submit Date:06/20/2016 17:21:37 Culture Development Fund Final Report Reporting Period:to Grant File # 2013-08-1-16303746 Section B - Report Contact Information 1. * Salutation: Mr. 2. * First Name: Rick 3. * Last Name: Cox 4. * Title: Director of Parks & Recre 5. * Phone Number (Work): 51968830094228 6. Phone Number (Mobile): 8. * Email Address: rcox@tillsonburg.ca 7. Fax Number: 5198424120 The contact information in this section will be used by Grants Ontario or the Ministry to contact your organization with any questions we have regarding your report. Fields marked with an asterisk “*” are mandatory. Section C - Project Overview 1. Project Name Tillsonburg Cultural Improvement Alliance - a catalyst for cultural growth in Til 2. Start Date:(mm/dd/yyyy) 04/02/2014 00:00:00 3. End Date:(mm/dd/yyyy) 03/31/2016 00:00:00 This section is not editable and is taken from what was submitted in your original application form. 4. Project Objectives: • Increased communication and collaboration leading to new and/or improved cultural offerings in Tillsonburg • Member organizations become more sustainable realize cost savings (i.e. equipment rentals, advertising) and efficiencies (i.e. better volunteer management, less volunteer burnout) • Greater success due to improved planning and marketing (e.g. events coincide with each other and more people are aware of them) • Organizations adopt best-practices regarding communication (i.e. standardized email that outlasts the term of the current board president; social media presence) • Tillsonburg has a larger profile in Oxford Creative Connections publications and can leverage the existing knowledge base • Greater awareness of Tillsonburg’s cultural assets throughout Oxford County, especially north of Highway 401 (Ingersoll, Woodstock) • Improved data feed for Town of Tillsonburg’s websites and social media feeds, ultimately creating more interest in Tillsonburg and supporting the Town’s visitor and resident attraction strategies Section D - Performance Measures Below are the performance measures on which you are required to report. You are only required to fill in the "Current Result" column for the specified reporting period. The "Goal" is what your organization identified on its original application form. The "Previous Result" column is a roll-up of any previous interim report results your organization submitted for this grant. Ministry Provided Performance Metrics 1. Metric 2. Description 3. Goal 4. Previous Result 5. * Current Result 140 Page 3 | 81.00.20.02.01 Submit Date:06/20/2016 17:21:37 Culture Development Fund Final Report Reporting Period:to Grant File # 2013-08-1-16303746 1 Number of Culture Development Fund priorities addressed in the application 2 2 2 Client Provided Performance Metrics 6. Metric 7. Description 8. Goal 9. Previous Result 10.*Current Result 1 Training sessions Number of participants 50 138 68 2 Training Sessions Number of organizations participating 10 73 18 3 Training Sessions Number of sessions 10 6 8 4 My Community Calendar Number of panels deployed 35 1 35 5 My Community Calendar Number of database users (individuals & organizations) 350 803 6 6 Sustainable revenue dollars of paid subscriptions, sponsorships 7,500 600 4,684.9 Section E - Project Financial Information This section summarizes funds provided to date. You are only required to fill out the field called “Expenditures (current period):” Approved Amount: $49,578.00 Funds Provided to Date: $36,967.00 % of Approved Amount: 75% Expenditures Incurred Expenditures (recorded last period): $29,195.23 Total Requested Amount (from application): $49,578.00 Expenditures (current period): $68,975.78 % of Requested Amount: 139% % of Approved Amount: 139% Section F - Project Information The following questions are mandatory to answer. You can type up to 5,000 characters (including spaces) for each answer. 141 Page 4 | 81.00.20.02.01 Submit Date:06/20/2016 17:21:37 Culture Development Fund Final Report Reporting Period:to Grant File # 2013-08-1-16303746 Describe the project and all major activities that were completed. Was the project carried out as proposed? If the scope of the project changed, indicate whether the Ministry was notified of the changes. Please see attached document entitled Final_Report_SectionF_Q1 1. Identify project results compared to those proposed in your application. List the quantitative and qualitative results, and how these were measured. Include any additional and/or unanticipated outcomes, and any uncompleted deliverables and why not. The TCIA Project was completed on schedule as per the approved work plan, under budget and with better than expected results in most areas. The Cultural Improvement Alliance (CIA) has become a mechanism that will help cultural organizations in Tillsonburg to be more efficient and effective in the future. Prior to the start of this project, many groups in the Tillsonburg area encountered difficulties in publicizing their events, recruiting volunteers and achieving financial stability. The Town of Tillsonburg recognized that these problems were not unique, and that solutions to these issues were beyond the financial capacity of any one group. Thus, the CIA was created in attempt to pool resources, and addresses the needs of cultural organizations at the community level. These resources include: • A database of cultural groups and current contact information • An online catalogue of available event-related equipment in the community (audio equipment, tables, chairs, tents etc.) • Volunteer management software to help groups recruit volunteers for their events, facilitate scheduling and match new residents to available opportunities • An efficient online community calendar process that allows event details to be input once and then distributed widely across the county and beyond • An electronic bulletin board system (Flat-screen TVs in high-traffic locations to help market events and cultural offerings) 35 of these digital signage displays were installed. • Shared POS and ticketing systems Additionally, the CIA resulted in greater collaboration between groups. • The TCIA facilitated sessions where groups could learn what others in the community were planning and potentially partner for greater impact (Culinary Tourism, and Tourism Packaging sessions) • The on-line calendar system helps to ensure that events don’t compete with each other wherever possible • The Community Calendar creates a more cohesive, strategic approach to cultural event planning and scheduling within Oxford County • The project facilitated new partnerships by expanding the reach of Oxford Creative Connections Recognizing that Tillsonburg is a small town of 15,000 located in a predominantly rural area, the coalition decided to service not just traditional arts and heritage groups, but other event organizers including service clubs and churches. TCIA staff was tasked with overseeing the development of the resources listed above. This work included: • identifying all cultural groups in the area and the nature/timing of their events • assessing the organization’s needs regarding volunteers, promotion, marketing, ticketing etc. • compiling a list of group-owned assets that are suitable for shared community use 2. 142 Page 5 | 81.00.20.02.01 Submit Date:06/20/2016 17:21:37 Culture Development Fund Final Report Reporting Period:to Grant File # 2013-08-1-16303746 • Identifying/hiring suppliers required to develop the tools (i.e. software development, hosting, maintenance) • Securing annual memberships to the CIA from these groups (i.e. modest fee for access to CIA services) • Determining processes for community calendar updates/maintenance • Overseeing the installation of 35 electronic bulletin boards in community and determine advertising rates that will create an ongoing revenue stream • Scheduling best-practices workshops and stakeholder planning sessions • Identify opportunities for partnership and networking between CIA members • Determine ad rates for community-minded businesses/trades who want exposure to CIA membership • Sourcing ‘deals’ from local suppliers that can be made available to CIA members We had an overwhelming response to our training programs and we surpassed our forecasted numbers using data from the first six classes. Our course expenses in year one were under budget which allowed us to offer eight additional courses in year two with the remaining funds. Tillsonburg also has a larger profile within Oxford Creative Connections. There is now a greater awareness of Tillsonburg’s cultural assets throughout Oxford County. All cultural assets identified through this project have been loaded onto the OCCI website. Also, OCCI has been sharing Tillsonburg events throughout the county. The Tillsonburg Cultural Improvement Alliance (CIA) set out to enhance Tillsonburg’s cultural community by building capacity, facilitating communication, and sharing resources. Each of those milestones has been achieved. The consortium members each contributed funds, expertise, energy and in-kind support to the initiative. Through workshops, events, technology and mutual support, the project has achieved many objectives. While the 2-year project agreement and funding ran out at the end of March, 2016, the momentum is only now starting to build. The next evolution of the CIA will have the opportunity to leverage the investment made over the last 2 years, but has a real opportunity to continue the mission, vision and mandate established by the Steering Committee. What were the project outputs ? Provide copies of all materials, products and resources developed as part of this project. Provide website addresses for projects with information published on the Internet. • Branding and Marketing for Digital Signage Network • Lending Library. • Membership Program • Volunteers Program Volunteer Program • Course Manuals • Community Calendar • Newsletters • Summer Daze Networking Events • Tillsonburg Toastmasters • Ads in Tillsonburg Guides • Sales Documents • Digital Signage User Manual. • TCIA Courses • Twitter Feed • Digital Advertising Display Screen Slide Feed • Terms of Reference • Shared POS • Digital Signage Ads • Scope Management, Schedule Management, Cost Management, Communications Management and Risk Management Procedures 3. 143 Page 6 | 81.00.20.02.01 Submit Date:06/20/2016 17:21:37 Culture Development Fund Final Report Reporting Period:to Grant File # 2013-08-1-16303746 What, if any, lessons (both positive and constructive) were learned as a result of undertaking this project? What best practices have been identified as a result of this project? The Tillsonburg Cultural Improvement Alliance has learned much about our community from this project to date. We had originally estimated that there were roughly 350 cultural assets in the community. Once the data collection process began, we realized that there were many more. We have entered over 800 cultural listings into the database. This information can now be shared with other departments within the Town, including Economic Development and Communications. This will allow the TCIA and the Town to better serve the cultural sector in the future. We were also pleasantly surprised by the response to the courses that were being offered. We had originally hoped for 50 participants in total, from 10 different organizations, participating in 10 courses. We completed 18 courses, had 206 participants representing 91 organizations. The desire and need for training at all levels within the cultural community was underestimated. The first ten courses were delivered under budget, which allowed us to offer eight additional courses in year two. The TCIA hopes to continue to offer courses on an ongoing basis. Oxford Creative Connections is looking at initiating an educational element to their programing on an ongoing and county-wide level in response to the success of this part of the TCIA project. The Steering Committee was surprised by the positive response for educational programing. The courses were not only educational but a great place to network and meet others in the cultural community. The CIA will offer an ongoing workshop series which will bring technical and organizational development to cultural and community practitioners within the CIA’s zone of influence. One long term goal, as a result of this project, is to develop Tillsonburg into a regional centre of learning for cultural entrepreneurialism. The workshop series will include a range of free, cost recovery, and profitable sessions on areas of interest and benefit to the cultural sector. Other revenue may come from sponsorships with the overall goal of the workshop series being revenue neutral for the CIA. The summer concert series was a big hit with the community as well. These events, organized by the TCIA, not only gave emerging local artists a chance to perform in a public setting but they also provided networking opportunities and entertainment for the general public. The CIA will be continuing with this practice. The greatest challenge that the TCIA faced during the project was in designing our own digital display marketing program. It was much more difficult that expected to figure out how to have monitors controlled from a single location – remotely using Wi-Fi. This phase also took much longer than expected to complete. However, in the end, this part of the project has proven to be the most rewarding. Now culturally based businesses in the Tillsonburg area have a cost effective way of marketing to the general public. We hope to expand this project as revenues increase. An unexpected outcome of the project was the way in which ads built for the digital display screens could be used for social media as well. Groups like the TCIA and OCCI are always looking for new content to place on their social media platforms. These already designed slides are ideal for jazzing up our social media feeds. We have also linked these slides to the website home page so advertisers get even more benefit than expected. We were also able to link the calendar from the display screens to our website so that information does not have to be added twice. This decreases the amount of work for TCIA staff. 4. What was the impact of your project on the organizations involved, the cultural sector and community? The educational programs that we delivered strengthened the skills of both members of boards and individual business owners within the cultural community. The community gained awareness of events and activities taking place in the area through monitor ads, Facebook and Twitter posts. These monitors connect our partners’ and members’ efforts to a wide audience of potential participants. The network will be supported by revenue from advertising that is appropriate to the location and the objectives of the 5. 144 Page 7 | 81.00.20.02.01 Submit Date:06/20/2016 17:21:37 Culture Development Fund Final Report Reporting Period:to Grant File # 2013-08-1-16303746 CIA. The network will mature into a positive revenue stream for the CIA. Complementing and leveraging the location- focused monitors, the CIA’s website will connect partners and members to resources and to each other, and the public to our network. The Tillsonburg cultural sector now has an extremely inexpensive way to advertise arts and culture events to the general public. The community saw increased offerings of cultural activities through our “Summer Daze” concert series. A Tillsonburg Toastmasters Group was formed and will continue to flourish. Describe how and to what extent the project met at least one of the CDF priorities. See page 15 of the CDF 2013-14 Program Guidelines. The TCIA launched several initiatives which have greatly increased communication and collaboration among the cultural groups in the area. A website was built containing listings for over 800 cultural assets (350 expected). Now, groups and individuals can better identify and locate others in their sector. A Facebook Page was also launched and now has over 247 Facebook followers. Twitter, LinkedIn and Instagram accounts have also been setup and are becoming popular within the community. A TCIA newsletter is also being delivered bi-monthly. Collaboration has increased due to the efforts of the TCIA. 6. Describe how and to what extent the project met at least one of the CDF expected outcomes. See page 15 of the CDF 2013-14 Program Guidelines. Strengthened boards: Boards were strengthened through our educational offerings.and networking events. Groups are working together on Town projects. Increased success as a result of the strategic use of new media – The use of the advertising display screens to advertise cultural events is working well as many of the facilities have already seen an increase in attendance. Improved sharing of expertise, knowledge and resources The CIA’s workshop series brought technical and organizational development to cultural and community practitioners. These workshops also helped to strengthen the boards within the CIA’s zone of influence. 7. Describe how and to what extent your project outcomes can be shared with other culture organizations The target audience of the TCIA compliments and seamlessly integrates with the audience of Oxford Creative Connections, making OCCI a strong pillar of the consortium and an important driver for the continuation of the project in the future. OCCI’s reach will allow project outcomes to be shared with other cultural groups within the county. This project has created a set of communication and efficiency tools for organizations in Tillsonburg to use. With the support and initiative of Oxford Creative Connections, these tools, after being piloted in Tillsonburg, are ready to be shared throughout Oxford County. Partners based in Tillsonburg will then have access to a larger market (Woodstock, Ingersoll). All will enjoy more effective advertising at a lower cost, find opportunities for new collaborative projects and benefit from stronger skill sets. They will also enjoy access to a greater volunteer base through a shared database of volunteers. Technology can be shared with the remainder of the county. Additional digital display screens could be installed at a county level, building on what has been designed for Tillsonburg. Advertising would be made more affordable to groups in both the northern and southern parts of the county. They may, in turn, reach new audiences through additional digital 8. 145 Page 8 | 81.00.20.02.01 Submit Date:06/20/2016 17:21:37 Culture Development Fund Final Report Reporting Period:to Grant File # 2013-08-1-16303746 display screens. Ads designed for digital advertising displays can easily be shared on social media at a county level through OCCI’s social media network and newsletters. Database users from the CIA will be shared with OCCI and thus OCCI will be able to add all users identified through the TCIA project to their own databases. The concepts of the Lending Library and the volunteer program can be expanded to all groups within the county multiplying the number and diversity of tools available to the community. The marketing of this lending library through OCCI’s strong network will only strengthen this tool. How was the support of this project by the Government of Ontario, through the Ministry of Tourism, Culture and Sport, acknowledged? Include a sample of materials where support has been acknowledged. Recognition was achieved by placing the Government of Ontario logo on all printed materials, including brochures, business cards, course certificates and posters. The logo and a link also appear on the TCIA website and all other digital materials including course advertisements, newsletters and advertising monitors. It is also located on the sales ads for monitor advertising. Samples have been uploaded to the portal under “Use of Logo”. Examples may also be found in other documents uploaded to the portal including “Newsletters”. 9. Section G - Declaration / Signing Statement by Grant Recipient On behalf of and with the authority of the recipient, I/we certify that: a. the information given in this report is true, correct and complete in every respect; b. the grant recipient is aware that the information contained herein can be used for statistical reporting; c. the records of revenues, purchases and expenditures for this project will be kept and available for at least seven (7) years; d. the grant recipient has provided all project community partners with a copy of this report and any attachments. Salutation: Mr. First Name: Richard Last Name: Cox Title: Director of Recreation, Culture & P Phone Number (Work): 519-688-3009 Phone Number (Mobile):Email Address: rcox@tillsonburg.ca Additional Signing Authority: Date/Time Field Jun 20, 2016 Signature Richard Cox 146 Tillsonburg Cultural Improvement Alliance - Statement of Income and Expenses Year 1 & Year 2 - as submitted with Interim Report Year 1 Includes transactions from April 1, 2014 - February 28, 2015) Year 1 Year 2 Revenue Sources Budget Actual DIFF Budget Actual DIFF Cultural Development Fund 24644.50 24644.50 24644.50 12322.00 -12,322.50 Town of Tillsonburg 17500.00 17500.00 12500.00 14022.00 1,522.00 Station Arts Centre 2500.00 2500.00 2500.00 2500.00 0.00 Oxford Creative Connections Inc.2500.00 2500.00 2500.00 2500.00 0.00 Tillsonburg and District Historical Society 2500.00 2500.00 2500.00 2500.00 0.00 CIA Courses 0.00 325.00 3779.90 3,779.90 Fee for service database users/members 0.00 275.00 5000.00 305.00 -4,695.00 Total Income 49644.50 50244.50 600.00 49644.50 37928.90 -11715.60 In-kind Revenues Budget Actual Budget Actual Town of Tillsonburg 14,925.00 13,803.92 14,925.00 14,571.64 -353.36 Station Arts Centre 4,080.00 6020.00 2,400.00 2425.00 25.00 Oxford Creative Connections 2,400.00 3329.18 4,080.00 4245.09 165.09 Tillsonburg & District Historical Society 0.00 1617.49 2,400.00 550 -1,850.00 Total In-Kind Revenues 21,405.00 24770.59 3,365.59 23,805.00 21791.73 -2013.27 Total Revenue Year 1 Year 2 CDF ELIGIBLE Expenses Budget Actual DIFF Approved Budget Actual DIFF Staffing Expenses Project Coordinator contract rate / 15 hrs/wk for 37 wks@$28.81 20805.00 23,147.73 -2,342.73 21424.00 19065 2,359.00 and 12 wks at $28.64 Project Assistant contract rate / 15 hrs/wk for 13 wks@$13.91 5398.00 6125.74 -727.74 10716.00 9988.48 727.52 and 12 wks at $14.33 Total Staffing Expenses 26,203.00 29,273.47 -3,070.47 32,140.00 29053.48 3,086.52 Benefits Expenses Mileage @ .52 cents per km / $300 per month - Tillsonburg 560.00 560.52 -0.52 1,440.00 1404.4 35.60 Total Benefits Expenses 560.00 560.52 -0.52 1,440.00 1404.4 35.60 Program Expenses Database/display software development $66.95/hr for 60 hrs - Tillsonburg 4017.00 295.50 3,721.50 3714.24 -3,714.24 Training workshops for cultural sector board members 5000.00 1666.83 3,333.17 3331.80 -3,331.80 10 sessions @ $500/session - SAC/ New Partner Database Hosting / $25.75 per month - Tillsonburg 309.00 291.62 17.38 309.00 309.00 Multi-media display panels / 15 @ $600 installed - Tillsonburg 9000.00 4351.52 4,648.48 17200.00 21839.76 -4,639.76 Information packages for workshops and to recruit database users / 240 packages @ $5 each / OCCI 1200.00 1156.57 43.43 1200.00 1231.3 -31.30 Total Program Expenses 19526.00 7762.04 11,763.96 18709.00 30117.10 -11408.10 TOTAL CDF ELIGIBLE EXPENSES 46,289.00 37,596.03 8,692.97 52,289.00 60574.98 -8,285.98 Year 1 Year 2 Administration and Other Expenses Budget Actual DIFF Budget Actual DIFF Office supplies and printer ink 500.00 408.25 500.00 592.34 -92.34 Total Administration/Other Expenses 500.00 408.25 91.75 500.00 592.34 -92.34 Year 1 Year 2 In-kind Expenses Budget Actual DIFF Budget Actual DIFF Meeting space for training/ $152.37 per use - Tillsonburg 914.00 914.22 0.22 914.00 2400.00 1,486.00 Insurance / $1600 per year - Tillsonburg 1600.00 1600.00 0.00 1600.00 1600.00 0.00 Telephone & long distance / data - OCCI 1200.00 1100.00 -100.00 1200.00 1300.00 100.00 Advertising costs for initiative & workshops / $100 per month / Tillsonburg 1200.00 1309.00 109.00 1200.00 1326.00 126.00 Photocopying / $25/month / OCCI, Tillsonburg 300.00 335.00 35.00 300.00 90.00 -210.00 Project oversight/Director 8 hrs/mth, Marketing & Partnerships Officer 15 hrs/mth, OCCI and SAC board members 12 hrs/mth 14467.00 19111.06 4,644.06 14467.00 10270.64 -4,196.36 Postage / $200 per year / Tillsonburg 200.00 172.99 -27.01 200.00 172.99 -27.01 Database Hosting / $25.75 per month - Tillsonburg 309.00 283.25 -25.75 309 334.75 25.75 Logo Design - Rhonda Franks 0.00 300.00 300.00 0.00 Meeting space for steering committee / $126.97 per use / Tillsonburg 1524.00 1523.64 -0.36 1524.00 1800.00 276.00 Software support, additional mileage, hosting (SPOT Marketing)0.00 0.00 2907.32 2,907.32 Coordinator time - reporting and project completion (Mary-Anne Murphy)0.00 0.00 1358.52 1,358.52 Town meeting rooms for interviews, events etc 0.00 1114.63 1,114.63 0.00 Total In-kind Expenses 21714.00 27763.79 6049.79 21714.00 23560.22 1846.22 147 Section F Question 1: Describe the project and all major activities that were completed. Was the project carried out as proposed? If the scope of the project changed, indicate whether the Ministry was notified of the changes. One change was made to the project which was approved in March of 2016. This change was a financial change and not a scope change. Due to the fact that the US dollar value had increased substantially since the application was submitted, we were not able to purchase the hardware for the same price as expected. We also did not use the mileage allotted. $5200 was moved from the mileage allowance to the hardware allowance. Staff members of the Tillsonburg Cultural Improvement followed the approved work plan in order to satisfy the requirements of this grant. All objectives and results have been documented below. Work plan Objective 1: CIA Steering Committee Development (April, 2014 – Oct 1, 2014) Milestone 1: Develop Terms of Reference: (Name; members; mission; vision; goals; deliverables; scope/Jurisdiction; resources; budget and governance). This document has been written, reviewed and signed by all board members. This document was uploaded to the portal. A copy of the most recent version of this document has been placed in the project files. Milestone 2: Project Coordinator hired (Define skills required, interview candidates, create contract, contract signed). A hiring committee was formed in early April of 2014 and was tasked with defining required skills, interviewing candidates and creating a contact. The Project Coordinator was hired in early May, 2014 with all deliverables being met. Milestone 3: Project Plan developed and confirmed: (Scope Management; Schedule Management; Cost Management; Quality Management; Human Resource Management; Communications Management; Risk Management; Procurement Management; Information Management). Scope Management, Schedule Management, Cost Management, Communications Management, and Risk Management: These documents have been written, reviewed and approved by all board members. These documents were uploaded to the portal. Human Resource Management: Town of Tillsonburg existing HR procedures are being used as all staff report to the Town. Procurement Management: Town of Tillsonburg existing procedures are being followed as all money goes through Town of Tillsonburg accounts. 148 Information Management: Town of Tillsonburg existing procedures are being used. Project specific information such as minutes, agendas, reports etc. are stored in the project files. Quality Management: All project specific documents will include revision control and will be review by the committee members. A formal Quality Procedure was not needed. Milestone 4: Project assistant hired: (Define skills required, interview candidates, create contract, contract signed). Project assistant hired December 1, 2014 in accordance with the Work plan. Milestone 5: Project oversight carried out: (Monthly meetings with Coordinator, Progress reports reviewed regularly by Director; Reporting to Ministry; Regular Survey Monkey evaluations from users). Regular meetings were held with the Steering Committee. A full progress report was delivered by the Coordinator at each meeting and all project milestones were reviewed. Meetings between the Project Managers and the Coordinator took place more regularly on an as needed basis. Reports to the Ministry took place periodically as required. We did not have a need to survey the general public as the digital display screens were not installed until the end of the project. Milestone 6: (Project completed: (Submit final report to Ministry; On-going project handed to Town by Coordinator; All documents, equipment, contact lists, passwords etc. handed over to Town in accordance with Information Management portion of Project Plan). This milestone was completed. Objective 2: Training Program (July 1, 2014 – April 1, 2015) Milestone 1: Training schedule developed: (Complete needs assessment; set training objectives; develop training schedule). Ten training courses were delivered in year 1 as required and an additional eight were delivered in year 2. A needs assessment was carried out in the form of a survey. We also used interview techniques, research, and team experience to choose courses. Training objectives were developed based on the interviews. The requirement was to deliver 10 courses, with ten organizations and 50 participants. We held 18 courses reaching 19 organizations and 206 participants. Milestone 2: Trainers and materials assembled: (Research possible instructors; hire trainers; locate classroom spaces; market classes to community; assemble training materials). Trainers were researched and hired. Annandale NHS agreed to provide their program room for all CIA courses free of charge as an in-kind donation. Courses were advertised on social media, the TCIA website, TCIA digital signage monitors and on social media. They were also advertised through email blasts by consortium members. Training 149 materials were produced and are located on the TCIA website under the tab TCIA Courses. Milestone 3: Workshops implemented: (Deliver training courses) All workshops ran successfully and on-time. Objective 3: Database Development (May 2014 – October, 2014) Milestone 1: Developer hired: (Research possible candidates, interview candidates and request proposals, contract development, award contract.) The TCIA Steering Committee developed a set of design criteria for the software development portion of the project. This document was sent out to 10 software development companies asking them to quote on the design work. Spot marketing was awarded the contract after an interview took place. A contract was developed. Milestone 2: Design criteria established: (Needs assessment completed; specifications and mock- ups generated; determine processes for “Community Calendar” updates/maintenance; determine hosting needs.) A needs assessment was completed and all potential users decided that the main features of the digital displays should be the advertising of cultural events (main priority), a calendar of events, social media feeds, time and date, weather feed, other saleable small ad spaces and a local news feed. Design Criteria Established: • Using Rise Vision, design and program digital signage for Tillsonburg CIA • Create (4) different display templates which includes some and/or all the features listed below • Digital signage display must include RSS feed for local news, weather and events calendar • Twitter and/or Facebook news feed must display • Other features on display must include photo slide show and advertisement slides, text slider and time/date • Develop HTML webpage which connects to digital signage • Setup and deploy digital signage templates on all (35) screens • Ability to access all software remotely • Provide training to project coordinator and team (5 hours maximum) • Provide support for 1yr (maximum of 20hrs) • Create Graphic Design Templates (30) • Layout generic designed backgrounds for client to insert text and image onto • Final size 1360 x 768 pixels at 150dpi • Final files provided in Canva • Designed templates provided as royalty free on all graphics and images 150 • Qtys: 30 different backgrounds Program Intel Compute Stick (Model #BOXSTCK1A323WFC) (35) • Setup Windows 8.1 • Install digital signage software (as outlined above) on Intel Compute Sticks • Install McAfee Full Access Protection on Intel Compute Sticks • Setup user account with password protection • Lock down Intel Compute Stick for the highest possible security and protection of the device • Program timed on/off response on device Risevision is open source software used to create digital signage networks. They provide a user dashboard to manage digital signage networks and distribute content across that network. Risevision is what makes the network of screens possible. All of the digital signage screens have been preloaded with the Risevision Software. This enables us to link the individual screens to our Risevision account, monitor whether they are on, design content to display on the screens, and decide what content appears on which screens (when and for how long). The layout and programming of this digital signage network have been built externally from Risevision, as web pages, to allow for complete customization. Risevision then accesses the webpages to distribute them to the digital screens. Other software widgets being used to add content to the digital signage screens include, Flickr, Canva and Google Calendar. Hosting needs were established and hosting is being provided by Spot Marketing as an in-kind donation. To meet the deliverables and timeline of the user portion of the grant, we have implemented Joomla database which not only gives us full database capabilities but also has the added bonus of giving us an immediate web marketing presence. This Joomla database provides us with a sophisticated back end (hidden) platform which has allowed us to load all cultural assets immediately and easily. The front end (visible) portion of this database may be viewed in the form of a website. This Joomla database/website provides us with most of the user-side functionality that the project is expected to deliver when aligned with the Risevision software. This Joomla platform is very easy to use and no special training is needed to update. Milestone 3: Development: (Initiate development; secure hosting company; develop database to alpha version.) Completed Milestone 4: Test – Adjust – Repeat: (Test on various platforms and locations; make any program adjustments necessary; roll out beta version; complete development phase.) The digital signage screens are working properly in all 35 locations using wireless connections. Testing was completed on all screens. The software company who developed the program has given the TCIA a free one year support package as an in-kind donation. They have also given us free 151 hosting of the database on their server. A user guide was developed for the software portion of the project and has been uploaded to the portal. The development phase has been completed. Objective 4: “My Community Calendar” rolled out (July 2014 – March 2016) Milestone 1: Multi-media panels purchased: (Determine requirements i.e. size, method of installation, etc.; research quality/cost/warranty of various brands; define insurance requirements and determine costs; determine installation methods and costs; determine space requirements and constraints i.e. lighting, glare; purchase test units for beta testing; initiate procurement.) The team researched quality, cost and warranty and decided on LG monitors based on reviews, price and warranty. Lighting and glare were also taken into consideration. It was agreed that the monitors would be secured to the wall of each location using wall brackets. The team decided that 32 inch monitors were suitable for most locations. Two 29 inch units were purchased due to size restrictions in two locations. The monitors and equipment are covered under the Town of Tillsonburg Insurance policy. Due to the increase in the value of the US dollar from the date that the application was submitted, the units were more than expected. A request was sent to the Ministry to reallocate unused mileage fees to the hardware expense line. This was approved in March of 2016. All 35 monitors were purchased and installed. Milestone 2: Database users recruited: (Develop advertising rates and packages; create ad schedule template; create agreements; E-commerce payment setup; contact all members in database to sell advertising space; enter ads/events into database.) Two different advertising rates cards have been established. The first rate card is used for culturally based advertising. There are member prices and non- member prices included in this rate sheet. A full screen ad can be placed for as little as $25.00 for a two week time period. This is an extremely cost effective way for culturally based groups and individuals to market themselves and their events. A second rate card has been established for non-culturally based businesses. These businesses will only be allowed to advertise on the smaller ad spaces located at the bottom and sides of the screens. These ads are substantially more expensive. It is hoped that these ads will support the TCIA financially on an ongoing basis. Both rate cards have been uploaded to the portal. Rate cards were mailed to culturally based groups in the Tillsonburg area. Advertising opportunities have also been delivered through social media and county wide through the OCCI newsletter. 152 A marketing firm has been hired to sell the commercial ads for the TCIA. All host facilities have been given 12 ads each year for free in exchange for providing power and Wi- Fi to the digital display screens. Contracts were signed by each host facility. These ads must be culturally based. An e-commerce payment system has been set-up on the TCIA website for purchasing arts and cultural ads. A second database was developed. This database houses all of the names, contact information and addresses for all culturally based businesses in the Tillsonburg area. This database is used to inform groups about events and advertising opportunities. Objective 5: Shared POS, resources, point reward system and toolkits rolled out. (October 2014 – April 2015) Milestone 1: Shared tools developed for database: (Ticket sales system; on-line catalogue of equipment; volunteer management system developed to supplement online calendar system.) Ticket Sales System: An e-commerce element has been added to the TCIA database/website which will allow us to sell tickets for various groups. To date, none of the groups have been interested in this shared ticketing software. They wish to continue to sell ads through traditional channels. An on-line catalogue of equipment (Lending Library) has been added to the database/website. As people become aware of this element, the number of items will increase. This on-line catalogue of equipment can be found under the Lending Library tab of the TCIA website. A volunteer program has been developed and placed on the CIA database/website. This program allows cultural groups to post their volunteer opportunities to the database using an on-line form. Once submitted, opportunities are reviewed by the CIA staff and posted. This system also allows those who wish to volunteer the opportunity to post their availability, interests and times that they are available. This information is kept in a confidential file and CIA staff arrange for the two parties to connect. All volunteer opportunities submitted to date have been posted to the site. An events calendar has been added to the CIA database/website. There is an on-line form available on the site where people can add their own events. Once event notices are received, they are reviewed prior to posting. This on-line calendar serves two purposes. It lets the general public know what’s happening in the area and it also helps organizations to ensure that they do not book events on the same dates (they can check the database prior to setting their dates to ensure that no one else has something going on that day already). Milestone 2: Cultural sector trained through training program: (Training needs defined; training tools and materials developed.) 153 See Objective 2 for details. Milestone 3: Usage extended to broad cultural sector: (OCCI to advertise marketing opportunities to remainder of the county.) OCCI included this advertising opportunity in their March newsletter which goes to 750 people County wide. OCCI will continue to advertise ad sales for the TCIA in the future. Objective 6: Identification of cultural community; membership and collaboration (April 2014 – March 2016) Milestone 1: Identify all cultural groups: Use existing databases and lists to identify all cultural groups (Information Oxford; SAC; Economic Development; OCCI etc.) Contact lists were collected from Economic Development, Communications, the Chamber of Commerce, Tourism Oxford, the BIA and OCCI. The Yellow Pages and the Information Oxford database were also used to collect additional members of the cultural community. This will be an ongoing project for the CIA as new businesses are established and identified. This database provides individuals with the capability of adding their own business to the website using the on-line forms provided. CIA staff will review these submissions and add them to the database as long as they fit within the geographical and sector group areas. We currently have over 800 database users identified. A membership program was developed and can be found under the membership tab on the TCIA website. Milestone 2: Assess needs of these organizations: (Volunteer requirements; events and dates; promotional needs; marketing needs; ticketing needs etc.) The TCIA staff interviewed many of the organizations in and around the community to determine their needs. A volunteer program was developed and placed on the TCIA database/website. People may post opportunities they have for volunteers, may volunteer, and may see all of the current opportunities available. (See objective 5, milestone 1 for additional details.) An events calendar has been added to the database/website and also to the digital display screens. (See objective 5, milestone 1 for details.) Promotional needs were the greatest challenge identified during the interviews. The community found it too expensive to advertise their events through traditional channels. Now that the digital display screens are in place and running, organizations can advertise their events and activities for r $25 (members) or $35 (non-members). The TCIA designs the ads and posts them on the 35 screens. 154 We also place the ad free of charge on our social media platforms and community calendar. This is an extremely low cost method of advertising. Ticketing needs did not seem to be an issue with most organizations. An on-line ticketing system was set-up through the TCIA website but has not yet been used by the community. Milestone 3: Compile a list of group-owned assets suitable for sharing: (Contact all groups and record assets; develop a booking schedule for each asset; develop sign-out procedures and agreements, including insurance needs; determine storage locations and procedures for pick-up and return of asset.) A Lending Library tool has been setup on the CIA database/website. A list of items has been developed and will continue to grow as new members join the CIA. This listing will eventually be linked with a county wide database through OCCI. Each location/owner of the equipment will be responsible for their own insurance, sign-out procedures, and storage. Milestone 4: Secure annual memberships to the CIA: (Develop membership program. Sell memberships.) A membership program was developed and membership forms are available on the TCIA website. An on-line membership form and payment through PayPal has been added to the site so members may pay on-line using a credit card. They may print a copy and mail it to us with their payment if they wish. Membership benefits will continue to grow as the project progresses. Current benefits of membership are now on-line. The Steering Committee agreed that current members of the consortium organizations were to be given free membership in the TCIA as a benefit of belonging to the consortium member organizations. These consortium members have many members themselves, which limited our ability to sell TCIA memberships. A number of memberships have been sold. Milestone 5: Identify opportunities for partnerships and networking between CIA members: (Hold networking events.) A series of seven networking events were held during the project timeline. The first CIA networking event was held on January 14th, 2015 in the form of a CIA launch. Local businesses provided a sampling of local food and refreshments. There was live music and a short presentation by the CIA. Roughly 250 people attended. Many artists and authors also attended as vendors. A summer concert series titled “Summer Daze” was also developed in order to create networking opportunities. These concerts ran through June, July and August of 2015 in the Town park. We hope to continue them in 2016. (Posters for these events have been uploaded to the portal). 155 The TCIA courses also offered great opportunities for networking. Milestone 6: Source deals from local suppliers that can be made available to CIA members: All deals sourced to date are located under membership benefits on the TCIA website. This list will continue to grow as the TCIA matures. 156 Report Title Ontario150 Community Capital Program Report No. RCP 16-30 Author Janelle Costantino, Director of Finance (Acting) Rick Cox, Director of Recreation, Culture & Parks Meeting Type Council Meeting Council Date August 8, 2016 Attachments • Ontario150 Capital funding options • Ontario150 Community Capital Program Guidelines • Ontario Trillium Foundation Investment Strategy RECOMMENDATION THAT Report RCP 16-30 - Ontario150 Community Capital Program be received for information; AND THAT Council authorizes the preparation of an application to the Ontario150 Community Capital Program to secure funds towards Option _______. EXECUTIVE SUMMARY The Province of Ontario has invited submissions to the Ontario105 Community Capital Program and the deadline is September 14, 2016. Staff is seeking Council direction with respect to submitting an application so that a submission can be prepared for approval at the September 12, 2016 Council meeting. BACKGROUND The Ontario150 Community Capital Program is accepting applications for a capital projects to be completed in anticipation of Ontario’s 150th anniversary. The Ontario150 Community Capital Program is a grant program that will strengthen communities by supporting the repair, renovation or retrofitting of existing infrastructure to better address the diverse needs of Ontario communities while fostering economic growth. Supported projects will occur within one year of grant approval and must be completed by March 31, 2018. Successful projects will achieve one or more of the outcomes and results outlined in the Ontario Trillium Foundation’s Investment Strategy (attached) which focuses on six Action Areas: Active People, Connected People, Green People, Inspired People, Promising Young People, and Prosperous People. The Town is eligible for funding up to 50% of the total project costs to a maximum of $500,000. Eligible projects must meet the following criteria taken from the Application Guidelines (attached): All supported projects must achieve a measured impact in their community. The Ontario150 Community Capital Program will provide funding for capital projects that: • Extend the life and maximizing use of existing community facilities • Increase access to community facilities and programs Page 1 / 2 RCP 16-30 - Ontario150 Community Capital 157 • Improve health and safety, accessibility and environmental standards • Improve the capacity of community organizations to support the economic, physical and social well-being of Ontarians throughout the province Eligible projects include repair, renovation or retrofitting of public meeting places and spaces, such as multicultural or immigrant welcome centres, playgrounds, sport facilities, arts centres, theatres and museums, heritage sites, cenotaphs, elderly person centres, youth centres and libraries. The “repair, renovate or retrofit” requirement means that the projects considered for the Canada150 capital grant programs are not eligible for the Ontario150 program. Eligible projects must: • Occur in the province of Ontario • Be open for use to the public • Have an applicant organization that meets eligibility requirements Eligible expenses include: • Development costs associated with construction such as the development of plans, legal fees or permits that are a part of a capital project; these costs are limited to 20% of the total grant • Project-related costs for general contractors, consultants and technical personnel • Project materials • Fixed equipment and technology costs, such as furnaces and boilers Staff has compiled the attached list of potential projects, of which, one is to be selected for the application. CONSULTATION/COMMUNICATION Staff attended a presentation on Ontario150 funding programs presented by the Ontario Trillium Foundation and the Ministry Provincial Advisor. Staff identified a number of potential projects and narrowed the options for consideration to the three included on the attached list. FINANCIAL IMPACT/FUNDING SOURCE If successful, the Town would receive a grant for 50% of the total eligible project costs up to a maximum of $500,000. The Town would be responsible for securing the remainder of the project costs. This amount is not currently budgeted for in the 2016 budget, therefore will need to be included in the 2017 budget. COMMUNITY STRATEGIC PLAN (CSP) IMPACT Section 4 Culture and Community 4.1 Promote Tillsonburg as a unique and welcoming community 4.2 Provide a variety of leisure and cultural opportunities to suit all interests 4.3 Improve mobility and promote environmentally sustainable living. Page 2 / 2 RCP 16-30 - Ontario150 Community Capital 158 Draft For Discussion Purposes Only RCP 16-30 - ATT 01 - Ontario150 Capital funding concepts.xlsx Option Action Area Priority Outcome Grant Result Project Concept Metric Description Estimated Cost profile Grant Request 1 Active People More people become active Infrastructure is accessible and available for physical activity. 45 Hardy TCC entrance area repaired & renovated to be more accessible 6,500 sq ft Replace S entrance podium with ramps, vestibule & hardscaping.$500,000 $250,000 (50%) 2 Connected People Diverse groups work better together to improve community life Diverse groups work together to improve community life. Auditorium kitchen renovated to support teaching & hot lunch program. 1,500 sq ft Renovate & replace existing fixtures & equipment with new layout that is accessible and makes a good teaching kitchen for programming where vulnerable populations learn about slow-food, healthy food, etc. $300,000 $150,000 (50%) 3 Green People People reduce their impact on the environment People and resource users take deliberate actions to benefit the environment. TCC energy footprint reduced 80,000 sq ft Implement I.B. Storey design for energy reduction retrofit $1,900,000 $500,000 (max ask) 159 1 ONTARIO150 COMMUNITY CAPITAL PROGRAM APPLICATION GUIDELINES 2016-2017 This guide provides an outline of the Ontario150 Community Capital Program, a one- time funding program launched as part of the Province of Ontario’s initiative to commemorate the sesquicentennial anniversary of Canada and Ontario. Instructions on the program application process are detailed in this guide. Deadline for Submission: September 14, 2016 – 5:00 p.m. ET 160 2 Contents Introducing the Ontario150 Community Capital Program ................................................ 3 Background .................................................................................................................. 3 Purpose........................................................................................................................ 3 Overview of Program Guidelines ..................................................................................... 4 Important Deadlines ..................................................................................................... 4 Submission Limits ........................................................................................................ 4 Submission Format and Process ................................................................................. 4 Amount and Term............................................................................................................ 5 Eligibility .......................................................................................................................... 5 Eligible Applicants ........................................................................................................ 5 Eligible Projects ........................................................................................................... 6 Eligible Project Costs ................................................................................................... 7 Ineligible Project Costs ................................................................................................ 7 Application and Assessment ........................................................................................... 8 Application ................................................................................................................... 8 Assessment ................................................................................................................. 8 Accountability .................................................................................................................. 9 Recognition ................................................................................................................... 10 Post-approval Grantee Engagement ............................................................................. 10 How to Apply to the Ontario150 Community Capital Program ....................................... 11 Definitions ..................................................................................................................... 13 161 3 Introducing the Ontario150 Community Capital Program Background Ontario will celebrate the 150th anniversary of its establishment as a province within Canada in 2017. This anniversary provides an opportunity to celebrate our achievements as a society and to position Ontario as a place of economic growth and prosperity for generations to come. A cross-government, multi-faceted Ontario150 Program will recognize and celebrate the past, while building a solid and secure foundation for the future. As reported in the 2016 Ontario Budget, this celebratory year will create a strong economic, social and cultural legacy for Ontarians. The Ontario150 Community Capital Program was developed in response to this Provincial commitment. Purpose The Ontario150 Community Capital Program is a grant program that will strengthen communities by supporting the repair, renovation or retrofitting of existing infrastructure to better address the diverse needs of Ontario communities while fostering economic growth. Supported projects will occur within one year of grant approval and be completed by March 31, 2018. The Ontario150 Community Capital Program is administered by the Ontario Trillium Foundation (OTF). 162 4 Overview of Program Guidelines Important Deadlines All Ontario150 Community Capital Program applications must be completed and submitted no later than 5:00 p.m. (Eastern TIME) on September 14, 2016. Before you can submit your application, you must first register your organization with the Ontario Trillium Foundation. To guarantee that registration can be verified in time, it is recommended that you register your organization as soon as possible. Submission Limits Only one application per project will be considered for the Ontario150 Community Capital Program. Only one application per organization will be considered for the Ontario150 Community Capital Program. Submission Format and Process Applications for the Ontario150 Community Capital Program must be submitted through the Ontario Trillium Foundation online application system. Upon submitting your application, you will receive a confirmation that it has been received. If you do not receive a confirmation upon submission, please contact the OTF Support Centre at otf@otf.ca or 1.800.263.2887 for information and assistance. 163 5 Amount and Term Amount range: $5,000 - $500,000 Duration: All projects must be ‘shovel-ready’ and can begin no earlier than January 1, 2017. Supported projects should occur within 1 year of grant approval and be completed with all supported costs incurred by March 31, 2018. • Applicant organizations with a total operating budget of less than $1 million are eligible for funding amounts up to 75% of the total project costs to a maximum of $250,000 • Applicant organizations with a total operating budget equal to or greater than $1 million are eligible for funding amounts up to 50% of the total project costs to a maximum of $500,000 • Applicants are encouraged to combine funding sources in support of their project • Combining funds from government sources (municipal, provincial, federal) is permissible, however cannot exceed 90% of total project cost. (Municipalities, their cultural and recreation agencies, Local Service Boards and First Nations are exempt from this requirement) • 10% of the funding for successful projects will be held back, to be paid upon satisfactory review of the final report Eligibility Eligible Applicants Eligible applicants include: • Registered charities and not-for-profit organizations including those with mandates that serve and support newcomers, seniors, women, sport, recreation, arts and culture, persons with disabilities as well as multicultural, francophone and LGBTTQIA communities • Municipalities, their cultural and recreation agencies and Local Service Boards operating community facilities • First Nations, Indigenous communities, including Métis and Inuit, and organizations serving urban Indigenous people Ineligible applicants, such as for-profit organizations, non-legal entities and provincial agencies, boards and commissions, may collaborate with eligible applicants in connection with a proposed project. Collaborative initiatives require formal agreements in place between the organizations involved. 164 6 The applicant organization must have been in existence and have legal status in Ontario for at least one fiscal year, as well as financial statements for at least one year prior to the application deadline (e.g. applicant organizations must be established by or under legislation, federally or provincially incorporated, band councils established under the Indian Act, Canada or other Indigenous organizations that are incorporated). Applicants must not be in default of the terms and conditions of any grant or loan agreement with any ministry or agency of the Government of Ontario. Eligible Projects All supported projects must achieve a measured impact in their community. The Ontario150 Community Capital Program will provide funding for capital projects that: • Extend the life and maximizing use of existing community facilities • Increase access to community facilities and programs • Improve health and safety, accessibility and environmental standards • Improve the capacity of community organizations to support the economic, physical and social well-being of Ontarians throughout the province Eligible projects include repair, renovation or retrofitting of public meeting places and spaces, such as multicultural or immigrant welcome centres, playgrounds, sport facilities, arts centres, theatres and museums, heritage sites, cenotaphs, elderly person centres, youth centres and libraries. Proof of ownership or a five-year lease agreement is required for all renovations or improvements. If an existing lease expires prior to the end of the five-year term required, a letter from the lessor documenting the commitment to renew the existing lease is required. Eligible projects must: • Occur in the province of Ontario • Be open for use to the public • Have an applicant organization that meets eligibility requirements Please note that the purchase or construction of new buildings and purchases of land are not eligible projects under this program. 165 7 Eligible Project Costs The Ontario150 Community Capital Program will provide funding for renovations, repairs or retrofits to existing facilities for community use. Funding will be provided for direct, specific expenditures deemed reasonable and incurred solely for the successful development and delivery of the proposed project. Eligible expenses include: • Development costs associated with construction such as the development of plans, legal fees or permits that are a part of a capital project; these costs are limited to 20% of the total grant • Project-related costs for general contractors, consultants and technical personnel • Project materials • Fixed equipment and technology costs, such as furnaces and boilers Ineligible Project Costs Expenses not eligible for funding include: • Contributions to funding drives or campaigns • Activities completed or costs incurred prior to application approval • Temporary installations and moveable equipment, such as motorized vehicles, furniture and computers • Capital renovations, repairs or retrofits for facilities used for the specific purpose of religious observance • Recipient’s administrative or overhead costs, including services or work that is normally provided by recipient, their staff or a related party • Salaries and other employment benefits of any employees of the recipient • Taxes, such as GST and HST, for which the recipient is eligible for a tax rebate, and all other costs eligible for rebates 166 8 Application and Assessment Application Applicants will be required to: • Identify one OTF Priority Outcome and Grant Result that aligns with their project • Explain the purpose of their project and the community need that will be addressed • Quantify the impact of their project (e.g. square feet) • Demonstrate or outline how the project team members have the skills, knowledge or competencies needed to execute the project successfully • Provide pictures / diagrams to support the request • Describe activities required to complete the project • Provide a project budget to help substantiate and assess the funding request • Disclose all sources of additional funding The Ontario150 Community Capital Program will use the same Priority Outcomes and Grant Results as the Ontario Trillium Foundation’s Investment Streams. Read more about the OTF Priority Outcomes and Grant Results. Assessment Assessment will be based on Strategy, Process, People, Infrastructure and Metrics: • The project must align with one OTF Grant Result • The idea, challenge or opportunity is clearly understood • The activities and approach being used are appropriate for achieving the desired goals in a reasonable timeline • Need for the initiative is understood • Competencies of the people involved aligns with project objectives • The project is appropriate, with reasonable costs 167 9 Accountability Project funding, if approved, will be provided to grant recipients under a funding agreement between the grant recipient and OTF. The first payment will be released after the signed Grant Contract has been submitted. Grant recipients will be responsible for managing and executing their projects under the Grant Contract. The Grant Contract will set out the terms and conditions governing the payment of the grant and may include: • Project budget • Project management • Communication strategies for monitoring and reporting requirements, including annual progress reporting, audits and financial reports • Milestone and performance measures • Mode and schedule of payment • Contract termination and corrective action Successful grant recipients will: • Be accountable to OTF for all monies and project components and will be considered to be the final-decision making authority among partners for the project under the Grant Contract • Manage their project plan to meet financial and accountability reporting requirements and deliverables, as identified in the Grant Contract • Be responsible for the receiving, administering and allocating of funds to any participating organizations in accordance with the requirements of their Grant Contract • Be responsible for measuring results and reporting on their performance as required by their Grant Contract Recipient reporting and monitoring will be reviewed by OTF to ensure compliance with the Grant Contract and its terms and conditions. Grants may be rescinded or grant funds may be recovered when the grantee is in violation of the Grant Contract, or where the grantee indicated they no longer need the grant or cannot complete the activities of the grant. 168 10 Recognition All recipients are required to recognize the Ontario150 Program and OTF by: • Recognizing and acknowledging their funding publicly through recognition events, press conferences, photo opportunities, social media and news releases • Giving OTF a minimum of three weeks’ notice ahead of a recognition event • Using the Ontario150 and OTF logos and names according to guidelines and branding tool-kit provided to grantees • Displaying any promotional material received from Ontario150 and OTF in a public area • Reporting on all recognition activities and media coverage in their Progress and Final Reports Successful grant recipients are required to observe a Communications Planning Period. This period starts after grants are approved and ends when the names of grantees are posted on the Ontario150 web page on the Government of Ontario’s website and the Ontario150 Community Capital Program page on the OTF website and media releases are issued across the province. During this period, grant recipients must not make any public/media announcements without OTF consent. Grant recipients must sign their Grant Contract before any recognition events or activities begin. Post-approval Grantee Engagement A final report will provide an assessment of the project, including: • Achievement against the Grant Result and associated metric (as applicable) • Costs incurred in accordance with approved budget • What was learned from the results of the project and what will be done with the learning • Photographs of the work • Final grant holdback (10% of funds) will be released, all or partially, upon successful completion of the project and OTF’s review of the final report and analysis of grant-funds expensed 169 11 How to Apply to the Ontario150 Community Capital Program Registration and online applications will be available beginning July 18, 2016 To allow time for your organization registration to be verified, we recommend you register your organization as early as possible. We will confirm within 10 business days whether your registration has been accepted and you are eligible to apply. We cannot guarantee registrations will be verified in less than 10 business days. Organization registration is required before the grant application is accessible. Organization Registration Deadline: August 29, 2016, 5 p.m. ET Application Deadline: September 14, 2016, 5 p.m. ET (1) Register your organization Before you begin a grant application for the Ontario150 Community Capital Program, you must first register your organization. Before registering, read the OTF Registration Checklist. Registration happens in two parts. First, enter the basic information about your organization. This part must be done in one sitting. Once submitted, OTF will send you an email with your user ID and temporary password. The first time you login to the applicant portal, you will be asked to change this password. In the second part of your registration, you will enter more detailed information about your organization including board details and financials. This may be done over multiple sessions. Once your registration is verified, OTF will email you confirmation that you can begin a grant application for the Ontario150 Community Capital Program and other OTF grants. Already registered with OTF? If your organization is already registered with OTF and verified as eligible to apply for OTF grants, your organization is automatically eligible to apply for the Ontario150 Community Capital Program. Beginning July 18, 2016, the Ontario150 Community Capital Program application will be available to your organization in your OTF application portal. 170 12 (2) Review the Application questions and Assessment Criteria Before you prepare your application, know what is required. Review the application questions and assessment criteria that will be used to assess your application. Identify one OTF Priority Outcome and Grant Result that aligns with your project. (3) Submit an Application – Deadline: September 14, 2016 5 p.m. ET Beginning July 18, 2016, using your user ID and password, log in and access the Ontario150 Community Capital Program online application. Upon submitting your application, you will receive OTF receipt confirmation. Your application will be reviewed for eligibility, completeness and how well your project fits with program criteria. For additional information or application support please contact the OTF Support Centre at otf@otf.ca or 1.800.263.2887. 171 13 Definitions Capital: a capital expenditure is an asset such as a building, machinery, equipment, etc., that has a useful life of more than one year and is subject to depreciation over its useful life Community spaces: Includes physical spaces set up for communities to connect, gather and use, such as community centres, offices, recreation facilities, trails, fields or parks. Project: A project that has a defined beginning and ending and a specific objective. For OTF purposes, initiatives that have a common objective, drive towards the same outcome and are close in time are considered to be part of one project. Renovations: A repair or improvement to an existing structure or building. Media release: A written communication directed at members of the news media for the purpose of announcing something newsworthy. Press conference: A meeting in which someone gives information to news reporters and answers questions. Social media: Social media is the collective of online communications channels dedicated to community-based input, interaction, content-sharing and collaboration. Websites and applications dedicated to forums, microblogging and social networking are among the different types of social media. 172 Fostering more active lifestyles Building inclusive and engaged communities together Encouraging people to support a healthy and sustainable environment Enriching people’s lives through arts, culture and heritage Supporting the positive development of children and youth Enhancing people’s economic wellbeing Higher quality programming and infrastructure to support physical activity More people become active Diverse groups work better together to shape community Reduced Social Isolation More ecosystems are protected and restored People reduce their impact on the environment Better quality programming and infrastructure to experience culture, heritage and the arts More people connect with culture, heritage and the arts More children and youth have emotional and social strengths More youth are meaningfully engaged in the community Increased economic stability Increased economic opportunity Trained and certified coaches, officials and volunteers Infrastructure is accessible and available for physical activity Programs are safe, inclusive, fair, and age- and ability-appropriate Infrastructure for unstructured and structured physical activities People have a say shaping the services and programs that matter to them People who are isolated have connections in their community People who are marginalized take on leadership roles in their communities Diverse groups work together to improve community life Ontarians participate in an active lifestyle People participate in ecosystem conservation and restoration efforts People connect with the environment and understand their impact on it Conservation and restoration efforts are better planned and more sustainable People and resource users take deliberate actions to benefit the environment Mechanisms are developed to promote responsible resource stewardship Arts, culture and heritage have appropriate spaces Access to arts-based learning opportunities and compelling artistic, cultural and heritage experiencesSkills and knowledge are transferred to the next generation of artistic leaders People are engaged in community-based arts creation Preservation and animation of cultural heritage Parents, caregivers and adult allies have the skills to support children and youth who are facing barriers Youth facing barriers volunteer and are in leadership roles Children and youth who are facing barriers develop strong emotional and social skills Youth are involved in creating solutions for challenges facing their communities People who are economically vulnerable have access to community services that enhance financial stability People have the skills and knowledge to achieve greater financial independence People who are economically vulnerable are able to meet their basic needs People become entrepreneurs People become and stay employedaction areaspriority outcomesgrant resultsInvestment Strategy What We Fund An agency of the Government of Ontario Un organisme du gouvernement de l’Ontario For more details, visit otf.ca 173 Report Title Apr-Jun 2016 RCP Departmental Activity Reports Report No. RCP 16-27 Author Rick Cox, Director of Recreation, Culture & Parks Meeting Type Council Meeting Council Date August 8, 2016 Attachments • Apr-Jun 2016 Activity - Recreation Programs & Services • Apr-Jun 2016 Activity – Culture & Heritage • Apr-Jun 2016 Activity – Parks & Facilities RECOMMENDATION THAT Council receive Report RCP 16-27 – Apr-Jun 2016 RCP Departmental Activity Reports for information. EXECUTIVE SUMMARY Attached are activity reports from the Recreation Programs & Services Division, the Culture & Heritage Division and from the Parks & Facilities Division. These updates are provided for Council’s information. CONSULTATION/COMMUNICATION N/A FINANCIAL IMPACT/FUNDING SOURCE N/A COMMUNITY STRATEGIC PLAN (CSP) IMPACT Goal 1.2 of the CSP speaks of the need for Communication & Collaboration. By providing regular activity updates to Council, the Department is contributing to achieving this Goal. Page 1 / 1 RCP 16-27 - Apr-Jun 2016 RCP Departmenta 174 Report Title April – June 2016 Activity – Recreation Programs & Services Report No. RCP 16-27 - ATT 01 Author Janet McCurdy, Recreation Programs & Services Manager Meeting Type Council Meeting Council Date August 8, 2016 Attachments BUSINESS SERVICES TEAM The Business Services Team is responsible for: • administration; • customer service & reception; • advertising, merchandise & vending sales; • marketing; • program registration; and • Facilities bookings & rentals. ADMINISTRATION The F.A.R.E. (Fee Assisted Recreational Experiences) program resumed with its funding provided solely through the Town of Tillsonburg. Unused money from 2015 plus revenue earned from Run the Runway plus a local business donation enabled 23 families (to date) to enjoy the benefit of recreation through seasons passes to the Lake Lisgar Waterpark, indoor community swims and skates. Some have registered their children for summer camp, swimming lessons, tennis, & karate. Parents are gearing up for 10 passes to the health club or fitness classes. 2015 remaining funds - $5,685.57 Run the Runway - $2,300.00 Business donation - $ 330.00 Total 2016 - $8,315.57 The Town’s new website was launched May 27 after many months of work. Training included standard web writing, Content Management system and Form Builder. Records Information Management project was the impetus to cleaning and organizing storage areas at the Tillsonburg Community Centre. Staff spent many hours sorting through a large number of file boxes and ensuring that information was properly maintained, categorized and filed with the Clerk’s department. Standard Operating Procedures have been developed by supervisory staff and reviewed by RCP management. They include: Cash Handling, Personal Safety in the Office, Personal Security, Personal Safety in the Community, Accident & Incident Reporting – Patrons, Needles Sharps and Biohazards Disposal, Youth Leaders Pedestrian Safety, Fitness Instructor Fall Prevention, Free Weights Equipment management, Handling of Children’s Bodily Fluids, Safe Management of Aggressive Participants in Recreation Programs, Critical Incident Stress Management, Transportation. Additional ones will be developed. Page 1 / 4 Apr-Jun 2016 Activity - Recreation Progr 175 PROGRAMS & FACILITIES Spring Ice has begun. Ice is booked on a daily basis with very little available time during the weeknights. LLWP snack bar passed all inspections and is ready to go for the summer. The Waterpark has been open for school rentals and weekend swims. All Ball diamond contracts have been sent out, signed, returned and the season has begun. There is an additional rental this year on Hardball #1, an elite team from Lucan. This is an Ontario National team. SALES & SERVICES For the spring issue of the guide we have total of $6,860.00 sold in advertising vs $5,984.15 cost of the 52 page guide. The new website submissions for the museum and calendars are being done regularly. Facebook response for events and Hall of Fame has been very good. Events: smaller event organizers are still either unaware of or do not follow the application process. Hopefully the new website with all the information will assist with that. For the larger events, there are some internal issues with timely document submissions. Fence advertisers are unhappy with the direction to change placement of ads, as of now approximately half have opted to not renew. Casual event insurance project has been researched and comparison prepared for review. The Relay for Life was held in Memorial Park for the first time and was deemed a success by the organizers. LOOKING AHEAD TO THE NEXT QUARTER The hiring process of part time students for the fall/winter seasons will begin in July. The employment opportunities for all Recreation, Culture and Parks have been posted on the town’s website. The annual London Canine Association Dog Show is back in Memorial Arena and Park July 8, 9 & 10. Spring and summer ice is all booked. Puck Shots, Mike Rivard, Power Edge Pro have returned to run their annual summer camps. The Fall Guide issue will have fewer pages. There is discussion about combining the rec & leisure guide with the Discover brochure, if not for fall 2016, then for winter and following issues. Staff will continue to focus on promoting that space and increasing revenue. Ribfest is the next large event July15th – 17th, followed by the 162nd Agricultural Fair in August. New advertising venues need to be explored to make up for the lost fence revenue. AQUATICS TEAM The Aquatics Team is responsible for: • swimming instruction; • indoor pool lifeguards; • waterpark lifeguards; • aquafit programming; • drowning prevention outreach programming; • lifeguard competition and synchronized swimming teams. STAFF SHORTAGE Developed for this summer is the new “Lifeguard University” where candidates can be certified in two months and qualified for fall employment. This information was presented to interested students at Glendale High school along with stickers and flyers with our marketing tag line “I Wanna Be A Lifeguard”. Information and flyers were also delivered to Churches, Dentist and Page 2 / 4 Apr-Jun 2016 Activity - Recreation Progr 176 Doctor Offices. At present there are 10 candidates registered for the Bronze Medallion course and 14 registered for the Bronze Cross course. To deal with the present shortage this summer assistant lifeguards and instructors will be on duty in the concession booth, top of the slide as well as assisting with swimming lessons. The Aquatics Team will continue to concentrate on educating current swimmers on the benefits of a job in Aquatics. To do this new information pamphlets will be handed out to each participant outlining their next steps. There also has been an additional focus on the Lifesaving Sport program which is built to create great lifesavers. STAFF TRAINING During the 2nd quarter staff have represented Tillsonburg at three training opportunities for the aquatic field. The Lifesaving Society’s Area Chair Conference and Annual Meeting were held in April in the city of Ottawa. Two staff attended the Conference and lead sessions for participants. Vaughan provided their yearly area aquatic training in May where 7 aquatic staff members were able to bring back new teaching, supervisory and programming skills to be implemented this summer. Waterloo/Wellington provided an area training where 2 staff were able to attend and gather new teaching skills and Tillsonburg provided the key note speaker for this yearly event. CELEBRATIONS Participants of the aquatic programs are loyal and long standing. This quarter celebrations were provided for two special customers Evelyn and Olaf Matz. Olaf celebrated his 95th birthday and Evelyn and Olaf were also celebrating their 70th Wedding Anniversary. To commemorate this special time in their lives Mayor Stephen Molnar joined the couple pool side to present them with two certificates of recognition from the Town of Tillsonburg. Evelyn and Olaf both agree that staying active in the pool has provided them the ability to enjoy their lives to the fullest. Videos and pictures were posted to our Town of Tillsonburg Facebook page to share the good news and encourage others to join them. The Tillsonburg paper also provided a great story on the couple and their special celebrations. LOOKING AHEAD TO THE NEXT QUARTER • Preparations for the Provincial Lifeguard Championships July 30th 31st: A site visit with the Lifesaving Society was completed in April and expectations as the host of this event are now in place. Volunteers are one of the major components requiring the most attention at this time. Through programming and public education the volunteers will be acquired for this event. Rooms are books and staffing is in place. • New Programming for Fall: Brochure work is well under way and new programming is being implemented into an already busy schedule. To provide this new programming is a challenge especially with a schedule that has been relatively the same for years. Minor changes will be implemented this September to allow for additional programming which will attract new aquatic customers. Page 3 / 4 Apr-Jun 2016 Activity - Recreation Progr 177 PROGRAMS TEAM The Programs Team is responsible for: • dry-land fitness instruction; • health club operations; • adult co-ed sport league programming; • youth sport programming; and • summer camp programming. The Second Annual Run the Runway Tillsonburg was held June 10th at the Tillsonburg Airport. All profits raised from the event are donated to the Town’s FARE program. This year the event doubled in size from 30 to 60 participants with $2000.00 raised to be donated to FARE. All registered received free donated pizza from Domino’s, prizes for top runners were donated by Kelsey’s and Boston Pizza. Oxford County Animal Rescue was on site with dogs looking to be adopted or enjoy a petting from spectators. The event raised enough money for 17 weekly registrations to camp as well as provide residents the opportunity to enjoy a fun and active community night out. The Tillsonburg Community Centre offered three Bus Trips this quarter. In April, a sold-out bus trip of 45 attended A Chorus Line the Musical at the Stratford Festival. In May, a sold-out bus trip of 55 attended a fantastic Blue Jays win over the Boston Red Sox at the Rogers Centre. In June, 30 residents enjoyed an all-you-can-eat lunch out at the Kings Buffet in Kitchener and a 1950s inspired musical called All Shook Up at the Dunfield Theatre in Cambridge. These bus trips continued to garner great interest among both families and retired residents in Tillsonburg. The Community Centre’s end of year Dance Rehearsal Show in June brought in 250+ spectators. All dancers from each level of the Town’s dance programs put on a show for moms, dads, grandparents and friends. The Town’s dance instructors also put on fantastic numbers to inspire the youth dancers. The evening was full of talent and applause as participants showcased all they had learned through their year of dance. Looking Ahead to the Next Quarter As of June 30th, 2016 Youth Summer Camp early registration is significantly ahead of 2015’s registration. Week 2 of camp has already had a max registration increase from 60 campers per day to 75. Full time staff anticipated this increase after seeing the need for additional part time staff in 2015 and hired three more part time staff to support summer camp’s growth in 2016. This summer a one-week specialty Racquet Camp will run in both July and August. Both weeks already have enough early registration to ensure that this camp will be running in addition to the weekly Youth Camp. This summer the Programs Team is hosting a student from Montreal for six weeks to work in the Summer Day Camps. The Work Student Exchange is government funded by the Department of Canadian Heritage. This national exchange program offers 16- and 17-year-olds the opportunity to improve their second official language skills, while gaining valuable work experience through a full-time placement in the non-profit or public sector. The student arrives in Tillsonburg July 2nd to start work July 4th. This program offers full wage subsidy for the six week program. Page 4 / 4 Apr-Jun 2016 Activity - Recreation Progr 178 Report Title April – June 2016 Activity – Culture and Heritage Report No. RCP 16-27 - ATT 02 Author Patricia Phelps, Culture & Heritage Manager/Curator Meeting Type Council Meeting Council Date August 8, 2016 Attachments ACTIVITY REPORT April – June 2016 2016 continues to be an active year for the museum. Throughout the second quarter two exhibits were installed in the Pratt Gallery and the gallery spaces within Annandale house were changed. Planned programing was completed with most programs filled close to 100% capacity. The museum participated in Doors Open Oxford-Tillsonburg and Turtlefest, both town-wide events. Cassidy Adcock, the Co-op student from Glendale High School completed her placement during this quarter. The placement was a positive experience for both Ms. Adcock and the museum. Summer student staff began their sojourn at the museum during this quarter. Victoria Hanson and Madison Wild joined the museum team; Ms. Hanson as the Summer Events & Tourism Coordinator and Ms. Wild as the Youth Program Coordinator. Also during this quarter, the museum lost two valued long-time supporters and volunteers. The passing of Mrs. Ruby Fleming and Mrs. Marion Pratt will have an effect on museum events as both women were active volunteers, giving many hours of their time to the museum’s various activities. ATTENDANCE UPDATE The second quarter attendance figures for 2016, as anticipated, are significantly lower than Q2 of 2015. These lower numbers can be directly attributed to the fact that the museum was not part of the London Free Press Shunpiker’s tour this year. In the second quarter of last year the museum was part of this tour, which resulted in almost 2,000 people visiting the museum in one day, which in turn, increased the attendance statics to an abnormally high number for the quarter. It should be noted that if the Year To Date figures are compared between 2014 (a more typical year) and the current year, museum attendance is actually up 10%. It is hoped that this rate will continue through the remaining quarters. Q1 Q2 YTD Q1 Q2 YTD Q1 Q2 YTD Admissions 264 554 818 362 408 770 279 561 840 Programs 38 0 38 27 0 27 10 41 51 Events 133 1469 1602 218 2874 3092 343 933 1266 Tourism & Historical Information Services 264 431 695 383 418 801 293 384 677 Members & Volunteers 299 360 659 401 547 948 330 581 911 Room Rental Visitors 324 246 570 592 444 1036 410 320 730 QUARTERLY TOTAL 1322 3114 4436 1983 4691 6674 1665 2820 4485 2014 2015 2016 Page 1 / 3 Apr-Jun 2016 Activity - Culture & Herita 179 2015 BUSINESS PLAN The planned second quarter exhibits, programs and events were successfully completed. The exhibit Before the Little Black Dress – A Women’s Fashion Retrospective was both installed and dismantled in the Pratt Gallery during this quarter. This exhibit showcasing women’s clothing from the permanent collection which dated from 1850 to 1960 proved very popular with museum visitors. As the quarter drew to a close the next exhibit A Tisket, A Tasket – An Exhibit of Baskets was opened in the Pratt Gallery. Featuring over 100 baskets from private collectors, area museums and the museum’s own permanent collection, this display showcases both native made and mass produced baskets. The Basket Lunch & Learn program planned in conjunction with the exhibit was completed in this quarter. The program was 98% filled with positive feedback from participants. As the display will be in place throughout most of the third quarter there is also a basket making workshop as part of the planned programing for this exhibit. Although not occurring until Q3 the workshop is already at 100% capacity. Unfortunately, the workshop planned as part of the programing for the Before the Little Black Dress exhibit was not held due to lack of participation. Activities that are part of the museum’s commitment to the Oxford Remembers- Oxford’s Own W.W. I. Project for 2016 were successfully held during the quarter. The museum also participated in the annual Turtlefest event with activities planned for both Saturday and Sunday. Attendance on the Saturday was down from previous years. This lower number may have been caused by extreme heat on the weekend of the event. The Sunday event of Turtle Croquet on the lawn was cancelled due to an extreme heat advisory for the area issued by Environment Canada. Doors Open Oxford-Tillsonburg was held during this quarter. The museum played a major role in this event as the Culture & Heritage Manager/Curator was a key organizer of this Provincial-wide program that saw six locations in Tillsonburg open their doors to the public. The event was a success, with most locations see over 100 visitors during the 10 am to 5 pm open hours. The museum offered tours of the large collection storage room in the basement, an area normally closed to the general public. This opportunity was no doubt the reason that the museum hosted close to 175 participants during the event. Visitors from Windsor, Chatham, Ottawa, Toronto, Kitchener and the local tri-county area recorded their names in the museum guest book. The program Chats with Pat continued during this quarter with the Culture & Heritage Manager/Curator presenting a half hour informal talk highlighting items from the museum’s permanent collection. The program is offered on the first Wednesday of the month and continues to be well received. The museum’s Collection and Exhibit Specialist continued to catalogue objects and photographs throughout the quarter with the assistance of museum volunteers. Displays in the gallery rooms within Annandale House were changed by the Exhibit & Collection Specialist during the quarter. The display A Mixed Medical Bag installed in the gallery room on the second floor was replaced with “Light Up The Town”, a display of lighting fixtures and devices from the permanent collection. The museum’s Culture & Heritage Program Coordinator finalized the details for events in the third quarter and continues to work on fourth quarter plans. The planned Spring Bus Trip to the Page 2 / 3 Apr-Jun 2016 Activity - Culture & Herita 180 Butterfly Conservatory in Cambridge was hosted during this quarter, the trip being filled to a 98% capacity. The major 2016 fund-raiser for the Annandale House Trust was held during this quarter. The production of Letter from Wingfield Farm was held at the Otter Valley Playhouse on June 10, 11, and 12. Unfortunately ticket sales were not as hoped and although the production did not lose money the net profit for the trust was only $1,500. This figure was disappointing as previous productions of Wingfield have netted $5,000 - $8,000. Page 3 / 3 Apr-Jun 2016 Activity - Culture & Herita 181 Report Title April – June 2016 Activity – Parks, Cemetery & Facilities Activity Report Report No. RCP 16-27 - ATT 03 Author Corey Hill, Parks & Facilities Manager Meeting Type Council Meeting Council Date August 8, 2016 Attachments ACTIVITY REPORT (APRIL – JUNE 2016) SPECIAL EVENTS Spring Home Show - The Tillsonburg Springfest show took place in April on the Community Arena floor. To prepare for this event numerous tables and chairs were supplied and the ice surface had to be removed. Keep Tillsonburg Beautiful - The Keep Tillsonburg Beautiful event was held May 7 and included the planting of over 600 trees at Southridge Park. This event was supported by the Parks Dept in assisting to prepare the site as well as participating in the actual planting. Year-end Figure Skating Show – Prepped ice surface for event including ice painting and removal of glass for viewing. Turtlefest – Turtlefest was held over the June 17-19 weekend. This event requested extensive planning to coordinate the delivery of tables and chairs as well as garbage containers throughout the downtown as well as Memorial/Optimist Park. In addition, Parks & Facilities staff were instrumental in installing, dismantling and reinstalling the stage for a variety of entertainment acts. CAPITAL PROJECTS OPP Roof Replacement – The roof replacement of the OPP building on Concession Street was completed in April. Soccer Fence Installation - The installation of the soccer fence mesh was completed in April. Annandale Baseball Diamonds Mesh - The installation of the mesh at the Annandale baseball diamonds was completed in April. OPP HVAC/Boiler Replacement – The rooftop HVAC and boiler tender and installation of the OPP building on Concession Street was completed in April/May. Repairs on Carroll Trail – The design work was completed for the Carroll Trail. This work will be tendered in Q3. Columbarium #1 Replacement – The replacement for Columbarium #1 was tendered and awarded. Delivery and installation is expected in Q3. Barrier Free Washroom – The barrier free washroom design in the Community Centre was completed and the tender issued and awarded. Work is expected to commence in Q3. Annandale Museum Porches – Outstanding structural work on the Annandale Museum South porch was completed. Page 1 / 2 Apr-Jun 2016 Activity - Parks & Faciliti 182 FACILITIES TEAM ACHIEVEMENTS Lake Lisgar Water Park – Facilities staff were heavily involved in the opening of the water park. They assisted in the multiple inspections of the equipment at the park and prepared the water chemistry of the pool for public use. Spring/Summer Building Maintenance & Memorial Arena - The Facilities staff initiated the start of spring/summer building maintenance program. In addition, the ice was removed from the Memorial Arena in preparation for the upcoming ball hockey season. Community Rink Ice Installation – Ice was replaced in the Community rink following the home show and all new lines were painted. Dressing Room Painting – The arena dressing rooms were all painted including the main hallways. Opening of Kolin Smith Memorial Skate Park – Facilitated and planned for the official opening of the Kolin Smith Memorial Skate Park during Turtlefest. Page 2 / 2 Apr-Jun 2016 Activity - Parks & Faciliti 183 = ATTENDANCE Members Present: Mel Getty: Co-Chair, Mike Cerna: Co-Chair, Terry Smith, John Glass, Scott McKenzie, Rosemary Dean, Ken Patterson, Dace Zvanitajs, Donna Scanlan, Derek Partlo, Jane Ann McLean, Dave Martin, Margaret Puhr: Secretary Guest: Councillor Chris Rosehart Staff: Rick Cox MEMBERS ABSENT/REGRETS Trevor Lamb, Shane Curtis, Cedric Tomico, Chris Parker, Scott Vitias, Lance McKenzie 1.Call to Order The meeting was called to order at 7:30 a.m. 2.Adoption of Agenda Moved By: Ken Patterson Seconded By: Donna Scanlan Resolution #1_ THAT the Agenda as prepared for the Memorial Park Revitalization Committee meeting of July 11, 2016, be adopted as amended. Carried 3.Disclosures of Pecuniary Interest and the General Nature Thereof There were no disclosures of pecuniary interest declared. 4.Adoption of Minutes of Previous Meeting 4.1. Minutes of the Meeting of June 27, 2016 The Corporation of the Town of Tillsonburg Memorial Park Revitalization Committee Monday, July 11, 2016 7:30 am Lion’s Den 45 Hardy Ave., Tillsonburg, ON MINUTES 184 Memorial Park Revitalization Committee Meeting Minutes, July 11, 2016 - 2 - Moved By: Dace Zvanitajs Seconded By: Scott McKenzie Resolution #2_ THAT the Minutes of the Memorial Park Revitalization Committee Meeting of July 11, 2016 be approved. Carried 5. Presentation 5.1. Terry Smith, Pump Track video presentation. This video was earlier presented to the Tillsonburg Town Council and the Parks & Recreation Advisory Committee. 1. Pump Track reaches users of all ages. 2. The intention is to use local contractors whenever possible. Looking for local asphalt contractor. 3. Open to ideas for beautification of area in and around track once in place 4. Fundraising: Terry Smith and another party already committed $15,000.00 to the project. Open to contributions from clubs as total cost of project is estimated to be ~$50,000.00. 5. Start of the project is contingent on fundraising; DirtSculpt (design advisors) would like to start early-mid September, if the dirt from the horse track is moved 6. Long term maintenance costs will be considered in whole project. 7. Insurance concerns – the current insurance premium will not be affected by this project. 8. Suggested approach to Kiwanis Club as they are shutting down operations. 6. General Business & Reports 6.1. Rotary Club: confirmed commitment to expand the exercise equipment near the tennis court area, possibly incorporating the existing playground equipment in the final design. The Club has applied for a $5,000.00USD grant from Rotary International. To be followed up with more details at the next meeting. 6.2. Tillsonburg Fair Board’s needs to continue with the annual fair: 1. Demolition Derby – major feature of the fair, cannot be held on grassy area, therefore suggested hard packed area approximately 200’x300’ perhaps near the original grandstand location be considered. 185 Memorial Park Revitalization Committee Meeting Minutes, July 11, 2016 - 3 - 2. Archways – must be high enough to allow for large transport trucks (midway) and fire trucks to pass under. 3. Proposed parking lots also need to consider emergency and transport truck/large trailer access. 4. Crystal Palace – storage is the biggest revenue source to the Fair Board (~10K annually), is proposed for demolition for a parking lot. Suggest moving the parking lot South, closer to water park. 5. Splash pad and outdoor ice rink – can these be one and the same, based on season? 6. Band shell proposal – the Fair Board is in favour of portable stage instead. 7. Topsoil – is it being sold to Kirwin & Oatman Excavating? – Staff clarified that no topsoil has been sold to anyone. 8. Sanders Street entry proposed roundabout – must consider access allowance for large transport trucks and fire trucks. 6.3. Ball Association: financial responsibility to move ball diamond? The relocation of the ball diamond is the foundation of the project and as such would require town funds and other grant funds. Ball user groups may choose to contribute to upgrading the final diamond. 6.4. Lions Club: confirmed gateway and sign for entrances. Need to find fundraising venue which will allow funds from Bingo (biggest revenue) to be applied to this project. Projected pledge amount is $50,000.00. 6.4A. Kinsmen Club: confirmed band shell or like option (e.g. portable trailer) with pledge amount of $50,000.00. The Kinsmen Club would like the proposed performance area to be near the current pavilion where it could be utilized for large events as well as small performances. The club will look for examples of designs to fit their budget. 7. Round Table 7.1. What exactly does “town funding” mean? Each club/organization will bring their chosen project and funds to the committee, followed by Parks & Rec Advisory Committee and council’s approval. To move forward, the council requires specific recommendations and budgets. If approved, the project might receive/request additional money from the 186 Memorial Park Revitalization Committee Meeting Minutes, July 11, 2016 - 4 - town to fit the proposed look. For example, the ground preparation to remove the track and the ball diamond is estimated to be $100,000.00, the restoration of the ball diamond is a further $75,000.00-$100,000.00. 7.2. Once each club/organization decides on design of their project, the committee can request RFQs to determine required funds. 7.3. Options for ways to channel lottery funds toward this project need to be explored. One suggestion is that perhaps the town can petition the province/AGCO to allow small municipalities use these donations for capital projects. Rick Cox to provide an update at the next meeting. 7.4. Kinsmen Club would like to see utilization of the large part of Memorial park/pavilion area for variety of events. Band shell vs portable stage: band shell has better aesthetics and acoustics, might invite more interest in using the area, but vandalism and maintenance are concern. Portable stage can be used in variety of locations and generate revenue if rented out, storage and upkeep are concern. In either case, permanent washrooms need to be a part of the plan. 7.5. New ball diamond location and size: following the master plan, the new setting will make the diamond expandable depending on use. At this point the planned diamond will not be lit, cost of lighting is ~$100,000.00 per diamond, but the plan should allow for future lights. Ball participation is growing rapidly which should be considered in planning for future. 7.6. Tillsonburg Fair is 161 years old, older than the town. The Fair Board is concerned that the town keeps taking away their property therefore shrinking the scope of the Fair. However, during the master plan consulting process, the community indicated in favour of change to meet its needs and wants and the master plan must be followed as per the Committee’s mandate – with best accommodations made to the Fair Board. 7.7. Emergency access at the proposed archways and roundabouts will be taken into consideration per MTO requirements. 187 Memorial Park Revitalization Committee Meeting Minutes, July 11, 2016 - 5 - 8. Next Meeting The next meeting of the Memorial Park Revitalization Committee will be on Monday July 25, 2016 at 5:30pm. 9. Adjournment Moved By: Rosemary Dean Seconded By: Margaret Puhr Resolution #3 THAT the Memorial Park Revitalization Committee Meeting of July 11, 2016 be adjourned at 9:00am. Carried 188 = ATTENDANCE Members Present: Donna Scanlan: Co-Chair, Mike Cerna: Co-Chair, Rosemary Dean, Ken Patterson, Dace Zvanitajs, Vern Fleming (Lions Club), Joan Weston (Lake Lisgar Revitalization Committee), Margaret Puhr: Secretary Guest: Councillor Chris Rosehart Staff: Rick Cox MEMBERS ABSENT/REGRETS Trevor Lamb, Shane Curtis, Cedric Tomico, Chris Parker, Scott Vitias, Lance McKenzie, Derek Partlo, Mel Getty, Jane Ann McLean, Scott McKenzie, John Glass, Terry Smith 1. Call to Order The meeting was called to order at 5:35pm 2. Adoption of Agenda Moved By: Ken Patterson Seconded By: Dace Zvanitajs Resolution #1_ THAT the Agenda as prepared for the Memorial Park Revitalization Committee meeting of July 25, 2016, be adopted. Carried. 3. Disclosures of Pecuniary Interest and the General Nature Thereof There were no disclosures of pecuniary interest declared. 4. Adoption of Minutes of Previous Meeting 4.1. Minutes of the Meeting of July 11, 2016 Moved By: Dace Zvanitajs Seconded By: Rosemary Dean Resolution #2_ The Corporation of the Town of Tillsonburg Memorial Park Revitalization Committee July 25, 2016 5:30pm Marwood Lounge 45 Hardy Ave MINUTES 189 Memorial Park Revitalization Committee Meeting Minutes, July 25, 2016 - 2 - THAT the Minutes of the Memorial Park Revitalization Committee Meeting of July 11, 2016 be approved as amended. Carried. 5. Presentation – Rick Cox 1. The Committee’s resolution that the Town approach the province to amend rules on lottery-funded projects: advocacy is not part of the mandate of this Committee; however, the Parks & Rec Advisory Committee representatives can add this to their Committees agenda for discussion. Creating a case for Council and province will require a significant amount of time and work. 2. Plan A: suggested that the organizations do not use lottery funded money for the revitalization project, but find other ways to generate the revenue. 3. Plan B: per conversation with AGCO, organizations ineligible for lottery licensing are also ineligible to receive money from same. In this case, the Town is the issuer of lottery licenses, therefore receiving funds generated from issued licenses is a conflict of interest. However, AGCO indicated that there is a process under which in certain circumstances eligible organizations may be able to donate money from gaming. Attached is a summary of the notes. 6. General Business & Reports 6.1. Rotary Club: Presented examples of the equipment the club’s funding will be applied to. Once pieces of equipment are chosen, the club and the town will develop a plan for locations of each piece. 6.2. Tillsonburg Fair Board’s list of necessities to be included in the revitalization plan: 1. Derby pad – hard packed surface that can withhold requirements of this event 2. Replacement buildings for Crystal Palace and the cattle barn. 3. Fair Board office – in a determined new location. 4. Poultry barn needs to stay until replacement is aviailable. 5. Appropriate access for all fair event equipment/transportation vehicles. 6. Food booth moved to a determined new location. 7. Portable stage is preferred by the Fair Board above fixed band shell. 6.3. Ball Association: Representatives absent. 6.4. Lions Club: the Lions Club will be meeting on August 25 and September 5, 2016. The decision on the clubs contribution to the project may be made at the September 5 190 Memorial Park Revitalization Committee Meeting Minutes, July 25, 2016 - 3 - meeting. The Lions Club also contacted the AGCO and received similar information to the earlier presentation. 6.5. Kinsmen Club: Members absent, through email it was confirmed that he Kinsmen would support a band shell, not a portable stage project. Photos of submitted examples were presented. 6.6. Skate Park/Pump Track – representative absent. 6.7. Event organizing in Tillsonburg overview: the objective is that the Revitalization Project would help expand and enhance the current events as well as attract more events of all sizes to Tillsonburg. Organizers of events look for spaces that can accommodate their needs and allow them to grow larger in the future. Current organizers have been polled and their response is that they would welcome a dedicated space for holding music events (i.e. a band shell), as well as allow for various activities and setups with adequate parking, electricity and water access. From organizational perspective, the town needs to ensure success of current and prospective events through ability to supply washroom facilities, electricity supply, garbage containers, equipment such as tables/chairs, water, grey water disposal, shelter facilities and storage space for equipment. 6.8. Memorial Park ball diamond removal update: the groundwork is planned for the midpoint of the current diamonds moving in the Southern direction, taking the raised track and diamond to near ground level. Procurement for the work has not started; depending on the progress of the Pump Track, the work might begin as early as mid- September, but certainly after the ball season is finished. The gravel will be given to the pump track and other projects. Sketch attached 7. Round Table 7.1. Rotary Club cautioned to ensure the process of trying to divert allocation of lottery funds for the project be thoroughly reviewed and the process presented by AGCO followed carefully as not to jeopardize any organizations or the Town’s lottery licensing agreements. 7.2. Lion’s Club has in the past donated to the water park project, however, the rules have changed since. 7.3. The new/proposed band shell should be placed facing the proposed grandstand or at least within viewing distance. 191 Memorial Park Revitalization Committee Meeting Minutes, July 25, 2016 - 4 - 7.4. Demolition of the pigeon barn is also scheduled, with no plans of replacement. This demolition was requested by the Fair Board several years ago. The Town staff did not notify the pigeon club of the planned demolition, as they are tenants of the Fair Board. In the original community consultation, the Fair was given a low importance by the respondents. The current Fair Board was not aware of the above and will bring the issue up at their board meeting. 7.5. The current concept plan does not propose replacement of all the buildings/structures slated for demolition in order to reduce maintenance workload and costs, but rather to create areas/surfaces for tents or temporary structures to be erected based on the needs of events. Multi-use building is also included in the concept plan. 8. Next Meeting The next meeting of the Memorial Park Revitalization Committee will be on Monday August 8, 2016 at 7:30am. 9. Adjournment Moved By: Joan Weston Seconded By: Rosemary Dean Resolution # THAT the Memorial Park Revitalization Committee Meeting of July 25, 2016 be adjourned at 6:50pm. Carried. 192 Tu= ATTENDANCE Dace Zvanitajs Craig Cole James Payne Michael Cerna Bob McCormick Dace Zvanitajs Don Baxter Donna Scanlan Susie Wray Secretary Becky Turrill Janet McCurdy, Program Manager MEMBERS ABSENT/REGRETS Mel Getty Penny Esseltine Brent Hosler 1. Call to Order The meeting was called to order at 7:31am 2. Adoption of Agenda Moved By: D. Baxter Seconded By: D. Zvanitajs Resolution #2 THAT the Agenda as prepared for the (Committee Name) meeting of June 21, 2016, be adopted. Carried 3. Disclosures of Pecuniary Interest and the General Nature Thereof - None 4. Adoption of Minutes of Previous Meeting 4.1. Minutes of the Meeting of May 10, 2016 The Corporation of the Town of Tillsonburg Parks & Rec COMMITTEE Tuesday June 21, 2016 7:30am Marwood Lounge 45 Hardy Ave MINUTES 193 Parks & Recreation Committee Meeting Minutes, May 10, 2016 - 2 - Moved By: D. Scanlan Seconded By: M. Cerna Resolution #2 THAT the Minutes of the Parks and Recreation Committee Meeting of May 10, 2016, be approved. Carried 5. Delegations and Presentations - None 5.1. 6. General Business & Reports 6.1. Parks and Rec meeting time - change to 7:30am on the third Tuesday of the month Moved By: D. Scanlan Seconded By: D. Baxter On MOTION made by D. Scanlan, SECONDED by D. Baxter and CARRIED, the committee approves Parks and Rec Meetings be held on the Third Tuesday of the Month. 6.2. Batting Cages – update from TMBI. Janet to contact Corey about start dates for the project. 6.3. Memorial Park Meeting – Update Given 6.4. Memorial Park Signage – follow up with Rick or Mel. 6.5. Baldwin Parking Lot – Fall project pending availability of funds. Revisit design. 6.6. Second Quarter Update – Update given by J. McCurdy 7. Correspondence 7.1. None 8. Other Business 8.1. None 9. Closed Session 9.1. - None 10. Next Meeting The next meeting of the Parks & Rec Advisory Committee will be on July 19, 2016 @ 7:30am 194 Parks & Recreation Committee Meeting Minutes, May 10, 2016 - 3 - 11. Adjournment Moved By: D. Baxter Seconded By: D. Zvanitajs Proposed Resolution # THAT the Parks & Rec Advisory Committee Meeting of June 21, 2016 be adjourned at 8:13am 195 196 197 198 199 200 201 202 203 204 205 206 207 208 209 210 211 212 213 214 215 216 217 218 219 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW NUMBER 4032 A BY-LAW to authorize an agreement between the Corporation of the Town of Tillsonburg and Woodstock and Area Community Health Centre. WHEREAS the Corporation of the Town of Tillsonburg deems it necessary and expedient to enter into an agreement with Woodstock and Area Community Health Centre. THEREFORE the Council of the Town of Tillsonburg enacts as follows: 1. THAT the Agreement attached hereto as Schedule “A” and forming part of this By-law between the Corporation of the Town of Tillsonburg and Woodstock and Area Community Health Centre is hereby approved; 2. THAT the Mayor and Clerk be hereby authorized to execute the attached agreement marked as Schedule “A” on behalf of the Corporation of the Town of Tillsonburg. This By-law shall come into force and take effect immediately after the final passing hereof. READ A FIRST AND SECOND TIME THIS 8th DAY OF AUGUST, 2016. READ A THIRD AND FINAL TIME AND PASSED THIS 8th DAY OF AUGUST, 2016. ___________________________ MAYOR – Stephen Molnar ______________________________ TOWN CLERK – Donna Wilson 220 221 222 223 224 225 226 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW NUMBER 4033 A By-Law to amend Zoning By-Law Number 3295, as amended. WHEREAS the Municipal Council of the Corporation of the Town of Tillsonburg deems it advisable to amend By-Law Number 3295, as amended. THEREFORE, the Municipal Council of the Corporation of the Town of Tillsonburg, enacts as follows: 1. That Schedule "A" to By-Law Number 3295, as amended, is hereby amended by changing to ‘R2-5’ the zone symbol of the lands so designated ‘R2-5’ on Schedule “A” attached hereto. 2. This By-Law comes into force in accordance with Sections 34(21) and (30) of the Planning Act, R.S.O. 1990, as amended. READ a first and second time this 8th day of August, 2016. READ a third time and finally passed this 8th day of August, 2016. Mayor Clerk 227 N11°18'50"WR= 5.00A=7.87 R= 5.00A=7.84R= 5.00A=7.84 L O T 8 0 L O T 7 1 L O T 7 2 R = 15.00 A = 23.5220.0020.37N11°36'30"WN78°45'10"E22.51 N11°23'50"W22.49N11°23'50"W22.51N11°23'50"W 27.5127.50N78°55'20"E 38.2N11°23'50"W 50.05N78°45'10"E 84.29 89.58N78°45'10"E 94.29 N78°45'10"E 137.03 N78°44'50"E 137.00 L O T 7 0 R E G I S T E R E D P L A N 4 1 M - 1 8 2 HOGARTH DR ESSELTINE DR WESTON DRHOLLIER DRSCHEDULE "A" PART LOTS 70 AND 80 AND ALL OF LOT 71, REGISTERED PLAN 41M-182TOWN OF TILLSONBURG AREA OF ZONE CHANGE TO R2-5 NOTE: ALL DIMENSIONS IN METRES THIS IS SCHEDULE "A" MAYOR CLERK TO BY-LAW No. ________________, PASSED THE __________ DAY OF ____________, 2016 TO BY-LAW No.© 10 0 10 20 305 METRES SW ANGLELOT 70, REGISTEREDPLAN 41M-182 4033 8th August 4033 228 ZN 7-16-05 TOWN OF TILLSONBURG BY-LAW NUMBER 4033 EXPLANATORY NOTE The purpose of By-Law Number 4033 is to rezone the subject property from ‘Special Low Density Type 2 Holding Zone (R2-5 H)’ to ‘Special Low Density Type 2 Zone (R2-5)’ to remove the holding provision on the property. The subject property is legally described as Part Lots 70 and 80 and all of Lot 71, Plan 41M-182, Town of Tillsonburg. The property represents Phase 9B of the Baldwin Place development. As development agreements have been signed and all requirements of the Town and County have been satisfied, it is now appropriate to remove the holding provision and permit residential development on the subject property. The Municipal Council, after conducting the public hearing necessary to consider any comments to the proposed zone change application, approved By-Law Number 4033. The public hearing was held on August 8th, 2016. No comments were received from the public regarding this application. Any person wishing further information relative to Zoning By-Law Number 4033 may contact the undersigned: Ms. Donna Wilson Clerk Town of Tillsonburg 200 Broadway, 2nd Floor Town Centre Mall Tillsonburg, ON N4G 5A7 Telephone: 842-9200 File: ZN 7-16-05 (Tillsonburg Developments Inc.) Report No: 2016-196 229 DENRICH AVEESSELTINE DR TROTTI E R D R DEREHAMDR J UDYAV EWESTON DRVI CTORIAWAYHOW E AV EPARKDALEAVELOWRIECR E S HOLLIERDR QUARTER TOWN LINEKAMPS CRES CHARLOTTEAVESAN D E R S C R ES HOGARTH DRJONES CRESTRAILVIEW DR KEY MAP LANDS TO WHICH BYLAW 4033 APPLIES © 50 0 50 100 15025 METRES 230 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW NUMBER 4034 BEING A BY-LAW to confirm the proceedings of Council at its meeting held on the 8th day of August, 2016 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 meeting held on August 8, 2016, 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 the 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 8th DAY OF AUGUST, 2016. READ A THIRD AND FINAL TIME AND PASSED THIS 8th DAY OF AUGUST, 2016. ________________________________ MAYOR – Stephen Molnar ________________________________ TOWN CLERK – Donna Wilson 231