The URL can be used to link to this page

180115 Council Budget AGDTable of Contents Agenda 2 Council Budget Meeting Minutes of December 14, 2017 171214 Budget MIN 6 Tab 8 - Building & By-Law Department Business Plan Building & Bylaw Department 11 Tab 9 - Economic Development and Marketing Department Business Plan and Budget Economic Development and Marketing Department 21 Supplemental Budget Additions Additional Budget Items 30 Council Discussion Points Discussion Points 32 Customer Service Timeline 33 CSD Timeline 34 Council Purchases 35 Payroll Deduction Change 36 Bill 148 Impact 38 Employee Retention 40 Stale Developments 41 Museum Souvenirs 42 Community Events Details 43 Physical Security 44 Park Signage 46 Fire Succession Plan 47 Fire Comm Console 55 Fire Comm Layout 59 By-Law 4161, To Confirm the Proceedings of the Council Budget Meeting of January 15, 2018 By-law 4161 Confirm Jan 15 60 1 1. Call to Order 2. Adoption of Agenda Proposed Resolution #1 THAT the Agenda as prepared for the Council meeting of be adopted. 3. Moment of Silence 4. Disclosures of Pecuniary Interest and the General Nature Thereof 5. Adoption of Council Minutes of Previous Meeting 5.1. Council Budget Meeting Minutes of December 14, 2017 171214 Budget MIN Proposed Resolution #2 THAT the Minutes of the Council Budget Meeting of December 14, 2017 be approved. 6. Departmental Business Plans 6.1. Tab 8 - Building & By-Law Department Business Plan Building & Bylaw Department Proposed Resolution #3 THAT Council receives the Building & Bylaw Department Business Plan, as information. 6.2. Tab 9 - Economic Development and Marketing Department Business Plan and Budget Economic Development and Marketing Department The Corporation of the Town of Tillsonburg COUNCIL BUDGET MEETING Monday, January 15, 2018 9:00 AM Council Chambers 200 Broadway, 2nd Floor AGENDA 2 Council Meeting – Agenda 2 Proposed Resolution #4 THAT Council receives the Economic Development and Marketing Department Business Plan and Budget, as information. 7. Budget Requests 7.1. Supplemental Budget Additions Additional Budget Items Proposed Resolution #5 THAT Council includes the following additional items to the 2018 Operating Budget 1. $20,000 for emergency museum repairs; 2. $15,000 for the cost of snow removal at the CSC; 3. $54,075 in Provincial Gas Tax Revenue and an expenditure of the same to the Community Transportation Committee for the operation of Transit in the community in the 2018; AND THAT Council includes the following additional items to the 2018 Capital Budget; 1. $25,000 to be funded from reserves for the cost of storm drain enhancements for Quarter Town Line; 2. $158,000 for the cost of a Fire Communication Console to be funded by $120,000 from user pay debt and $38,000 from reserves; AND THAT Council approves an increase of .25 FTE to the overall FTE Count for CSR support at the CSC. 7.2. Council Discussion Points Discussion Points Customer Service Timeline CSD Timeline Council Purchases Payroll Deduction Change Bill 148 Impact Employee Retention Stale Developments Museum Souvenirs Community Events Details 3 Council Meeting – Agenda 3 Physical Security Park Signage Fire Succession Plan Fire Comm Console Fire Comm Layout Proposed Resolution #6 THAT Council receives the following documents, as information: 1) Discussion Points Summary 2) Customer Service Delivery Model Update & Timeline 3) Council Expense Increase 4) 2018 Employer Payroll Costs 5) Bill 148 2018 Budget Impact 6) 2017 Employee Retention Rate 7) Prioritization of Stale Developments 8) Annandale House Anniversary Souveniers and Publications 9) Community Events - Additional Detail 10) 2018 Physical Security Review 11) Park Signage 12) Fire & Rescue Services Succession Management Plan 13) Fire Comm Dispatch Console Replacement 7.3. Review of Group Presentations Proposed Resolution #7 THAT Council has received applications for grant funding from various community groups during the 2017 budget sessions; AND THAT the following groups are awarded the following dollar amounts: 1) Tillsonburg & District Multi-Service Centre ($ ); 2) Tillsonburg Station Arts Centre ($40,000); 3) Town of Tillsonburg Cultural Advisory Committee ($10,000); 4) Big Brothers Big Sisters of Ingersoll, Tillsonburg & Area ($ ); 5) Lake Lisgar Revitalization Committee ($ ); 6) Upper Deck Youth Centre ($ ); 7) Tillsonburg Turtlefest ($ ); 8) Tillsonburg Fair ($ ); 4 Council Meeting – Agenda 4 9) Family Day ($ ). 7.4. Motion to Approve Budget Proposed Resolution #8 THAT the 2018 Budget be brought forward for the January 22, 2018 Council Meeting, for approval. 8. Notice of Motions for which previous notice was given Proposed Resolution #9 THAT Tillsonburg Town Council host an open 'Town Hall' Meeting as an opportunity for residents to bring forward their concerns. 9. By-Laws By-Laws from the Meeting of January 15, 2018 Proposed Resolution #10 THAT By-Law 4161, to Confirm the Proceedings of Council at its meetings held on January 15, 2018 be read for a first, second, 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 10. Adjournment Proposed Resolution #11 THAT the Council Budget Meeting of January 15, 2018 be adjourned at _____ p.m. 5 ATTENDANCE Mayor Stephen Molnar Councillor Penny Esseltine Councillor Jim Hayes Councillor Chris Rosehart Councillor Brian Stephenson Staff: David Calder, CAO Dave Rushton, Director of Finance/Treasurer Kevin DeLeebeeck, Director of Operations Rick Cox, Director of Recreation, Culture & Parks Jeff Smith, Fire Chief Donna Wilson, Town Clerk Cheyne Sarafinchin, Senior Cost & Budget Analyst Regrets: Councillor Max Adam Deputy Mayor Dave Beres 1. Call to Order The meeting was called to order at 9:00 a.m. 2. Adoption of Agenda Resolution #1 Moved By: Councillor Rosehart Seconded By: Councillor Hayes THAT the Agenda as prepared for the Council Budget meeting of December 14, 2017 be adopted. 3. Moment of Silence The Corporation of the Town of Tillsonburg COUNCIL BUDGET MEETING Thursday, December 14, 2017 9:00 AM Council Chambers 200 Broadway, 2nd Floor MINUTES 6 Council Budget Meeting – Minutes of December 14, 2017 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 Council Budget Meeting of December 5, 2017 171205 Council Budget MIN Resolution #2 Moved By: Councillor Rosehart Seconded By: Councillor Hayes THAT the Minutes of the Council Budget Meeting of December 5, 2017 be approved. Carried 6. Departmental Business Plans 6.1. Tab 1 - 2018 Budget Introduction and Overview 2018 Budget Introduction and Overview Dave Rushton, Director of Finance went over the budget overview. Staff created a list of items during the meeting which will be reviewed later on the agenda during the budget discussions section. Resolution #3 Moved By: Councillor Hayes Seconded By: Councillor Rosehart THAT Council receives the 2018 Budget Introduction and Overview as information. Carried 6.2. Tab 2 - Taxation Requirements Taxation Requirements Dave Rushton, Director of Finance went over the tax requirement summary. Resolution #4 Moved By: Councillor Stephenson Seconded By: Councillor Esseltine THAT Council approves the 2018 Financial Plan, Budget Summary as information. Carried 7 Council Budget Meeting – Minutes of December 14, 2017 3 6.3. Tab 3 Finance Department Business Plan and Budget Budget Overview The Customer Service review has not currently been done, but will be done by Q3 of 2018. Resolution #5 Moved By: Councillor Hayes Seconded By: Councillor Rosehart THAT Council receives the Finance Department Business Plan and Budget for information. Carried Council took a recess at 10:05 a.m. and resumed at 10:20 a.m. 6.4. Tab 4 - Human Resources Business Plan and Budget Human Resources CAO-HR 17-06 White Paper - Business Case 1.0 FTE Health and Safety Coordinator Health and Safety Coordinator Job Description Ashley Andrews, Manager of Human Resources provided an overview of the HR Business Plan and Budget. Resolution #6 Moved By: Councillor Stephenson Seconded By: Councillor Esseltine THAT Council receives the Human Resources Business Plan and Budget for information. Carried 6.5. Tab 5 - Operations Department Business Plan and Budget Operations Department OPS 17 -33 Loose Leaf Collection Kevin DeLeebeeck, Director of Operations provided an overview of the Operations Business Plan and Budget. Resolution #7 Moved By: Councillor Esseltine Seconded By: Councillor Stephenson THAT Council receives the Operations Department Business Plan and Budget for information. Carried 8 Council Budget Meeting – Minutes of December 14, 2017 4 Councillor Stephenson left the meeting at 11:45 a.m. 6.6. Tab 6 - Recreation, Culture and Parks Department Business Plan and Budget Recreation, Culture and Parks Department RCP 17 -56 Beautification Plan RCP 17 - 57 2018 Playgrounds Rick Cox, Director of Recreation, Culture & Parks provided an overview of the department business plan and budget. Council referred back to the Operations Department business plan and passed the following resolution. Moved By: Councillor Hayes Seconded By: Councillor Rosehart THAT Council directs staff to provide a report to Council in January 2018 regarding the identified deficiencies in Woodhaven Subdividision. Carried Council took a lunch recess at 12:15 p.m. and resumed at 12:45 p.m. Resolution #8 Moved By: Councillor Esseltine Seconded By: Councillor Stephenson THAT Council receives the Recreation, Culture and Parks Department Business Plan and Budget for information. Carried 6.7. Tab 7 - Fire and Rescue Services Business Plan and Budget Fire and Rescue Services Resolution #9 Moved By: Councillor Esseltine Seconded By: Councillor Hayes THAT Council receives the Fire and Rescue Services Business Plan and Budget for information. Carried 9 Council Budget Meeting – Minutes of December 14, 2017 5 Moved By: Councillor Rosehart Seconded By: Councillor Esseltine THAT Items 6.8, 6.9 and 7.1 be deferred until the next Council Budget Meeting. Carried 6.8. Tab 8 - Building & Bylaw Department Business Plan Building & Bylaw Department 6.9. Tab 9 - Economic Development and Marketing Department Business Plan and Budget Economic Development and Marketing Department 7. Budget Requests 7.1. Review of Group Presentations 8. Council Budget Discussions 9. By-Laws By-Laws from the Meeting of December 14, 2017 By-law 4158 Confirm Dec 5th & 14th 17 Resolution #13 Moved By: Councillor Esseltine Seconded By: Councillor Hayes THAT By-Law 4158, to Confirm the Proceedings of Council at its meetings held on December 5 and December 14, 2017 be read for a first, second, 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 10. Adjournment Resolution #14 Moved By: Councillor Esseltine Seconded By: Councillor Hayes THAT the Council Budget Meeting of December 14, 2017 be adjourned at 2:12 p.m. Carried 10 Town of Tillsonburg 2018 Business Plan Building/Planning/By-law Thursday December 14, 2017 11 2 2018 Business Objectives 2018 Business Plan | Building/Planning/By-Law Item Owner Budget Value Target DateItem Owner Budget Value Target Date Departmental Communications CBO/Devm’t Tech. $0 Ongoing Departmental Records & Document Management Devm’t Tech. $0 Ongoing Review of Building/By-Law policies & procedures CBO $0 Q2 Uphold Efficient Application/Inspection Turnaround Times CBO/Devm’t Tech./County Planner $0 Ongoing Building Code Amendments – Notify trades and general public on proposed amendments through handouts, verbal and website DCBO $0 Ongoing Complete Building Deposit/Open Permit Project CBO $0 Q2 Façade Improvement /Implement Rear Façade Program CBO/Devm’t Tech. $25,000 (Economic Devm’t Budget) Q4 12 3 2018 Business Objectives 2018 Business Plan | Building/Planning/By-Law Item Owner Budget Value Target DateItem Owner Budget Value Target Date By-law Reviews CBO/By-Law $0 Q4 Central Area Design Study Review and Recommendations CBO/County Planner $5,000 Q2 Zoning By-Law Review & Housekeeping Amendments County Planner $0 Q3 Review Site Plan Approval By- Law County Planner $0 Q3 Official Plan Review and Amendments County Planner $0 Q2 13 4 Risks •Increase in population and development activity has increased general inquiries and complaints •Complex development/construction projects along with increased volumes require significant amount of staff time which may result in longer turn around times •Continuing changes and 2018 updates to the Ontario Building Code require ongoing staff training and additional time to review permit applications •Ontario Building Code Changes cause frustration for contractors, developers and owners and requires additional staff time to educate •Open permits increases liability 2018 Business Plan | Building/Planning/By-Law 14 5 Opportunities •Improvement of departmental communications to community and development industry creates positive outcomes and transparency •By-Law review provides updates and clarification that are relevant to current public needs •Ongoing code training reduces liability and provides efficiencies •Ongoing review of Central Area Design Study will provide a framework for future opportunity and development of the downtown BIA area •Reducing the number of open permits reduces liability 2018 Business Plan | Building/Planning/By-Law 15 6 Future Departmental Directions: 3 year outlook 2019 •New Edition of the Ontario Building Code will require increased inspector training and the delivery of industry/public info sessions/mentoring •Central Area Design Study – implement public objectives/recommendations •Review planning application processes •By-Law Reviews 2018 Business Plan | Building/Planning/By-Law 16 7 Future Departmental Directions: 3 year outlook 2020 •Ontario Building Code – evaluate service review mandated by legislation •Central Area Design Study •By-Law Reviews 2018 Business Plan | Building/Planning/By-Law 17 8 Future Departmental Directions: 3 year outlook 2021 •Central Area Design Study •By-Law Review 2018 Business Plan | Building/Planning/By-Law 18 Revenues User Charges (71,500)(77,500)(6,000)8.4% Total Revenues (71,500)(77,500)(6,000)8.4% Expenditures Labour 221,300 231,400 10,100 4.6% Purchases 19,000 23,300 4,300 22.6% Contracted Services 35,000 23,000 (12,000)(34.3%) Interfunctional Adjustments 28,500 28,400 (100)(0.4%) Total Expenditures 303,800 306,100 2,300 0.8% Total Net Levy 232,300 228,600 (3,700)(1.6%) 2017 Budget 2018 Budget Budget Variance % Variance 2018 Financial Plan Operating Plan - Cost Code Summary Protection Run Date: 06/12/17 9:04 AM Page No: 9 19 Revenues User Charges (366,000)(369,500)(3,500)1.0% Contribution from Reserves (4,900)(108,200)(103,300)2,108.2% Total Revenues (370,900)(477,700)(106,800)28.8% Expenditures Labour 295,300 391,000 95,700 32.4% Purchases 43,800 47,400 3,600 8.2% Contracted Services 6,500 6,600 100 1.5% Interfunctional Adjustments 32,400 32,700 300 0.9% Total Expenditures 378,000 477,700 99,700 26.4% Total Net Levy 7,100 (7,100)(100.0%) 2017 Budget 2018 Budget Budget Variance % Variance 2018 Financial Plan Operating Plan - Cost Code Summary Building Run Date: 06/12/17 9:04 AM Page No: 10 20 Town of Tillsonburg 2018 Business Plan Economic Development & Marketing Thursday December 14, 2017 21 2 2018 Business Objectives 2018 Business Plan | Economic Development & Marketing Item Owner Budget Value Target Date Branding – Wayfinding Signage & Ongoing Marketing Coordinator $9,000 Q1 – Q4 Community Improvement Plan Development Commissioner $10,000 + $10,000 from 2017 Budget Q1 – Q4 Manufacturing Acceleration Program (RED Application) Development Commissioner/ Partners $20,000 Q4 Mission to Europe – Trade Development Development Commissioner/ Partners $5,000 Q2 Residential Marketing Campaign Marketing & Communications Officer $45,000 Q1-Q4 22 3 2018 Business Objectives 2018 Business Plan | Economic Development & Marketing Item Owner Budget Value Target Date Chamber Sponsorship (Awards) Development Commissioner $3,800 Q2 Chamber Sponsorship (Grant for Gala) Development Commissioner $4,000 Q2 Downtown Revitalization Development Commissioner/BIA $2,000 Q4 Youth Robotics Challenge Development Commissioner $1,000 Q4 Bridges to Better Business Development Commissioner $1,000 Q4 23 4 2018 Capital Summary Item Department Budget Value Target Date Highway #3 Business Park – Storm Water Pond Facility Development Commissioner $565,000 Highway #3 Business Park – Clearview Dr Extension Development Commissioner $1,650,000 2018 Business Plan | Economic Development & Marketing 24 5 Risks • Delaying investment in Town owned employment lands will detract from investment attraction objectives as Town is sold out of “shovel ready” lands • Loss of downtown vitality due to lack of funding in downtown revitalization • Lost opportunities to partner with key investors in Tillsonburg if Community Improvement Plan funding is decreased • Business retention may be impacted if local companies are not able to diversify as identified in the Manufacturing Acceleration Program • Growth objectives could be jeopardized with reduced investment in resident attraction 2018 Business Plan | Economic Development & Marketing 25 6 Opportunities • Create an investment ready environment by investing in infrastructure to creation of “shovel ready” lands and continued funding for CIP program • Invest in partnership with BIA to support investment attraction in the downtown • Support increased sustainability of local manufacturers by exploring trade and innovation between Europe and Canada • Partner with home builders to launch new marketing campaign for Tillsonburg 2018 Business Plan | Economic Development & Marketing 26 7 Future Departmental Directions: 3 year outlook • 2019 • Economic Development Strategy Update • Consider renewal of MOU with Manufacturing Acceleration Program • Highway 3 Business Park – Clearview Dr Construction (as needed) • 2020 • 2021 2018 Business Plan | Economic Development & Marketing 27 Revenues User Charges (120,000)(121,000)(1,000)0.8% Total Revenues (120,000)(121,000)(1,000)0.8% Expenditures Purchases 81,400 82,000 600 0.7% Debt Principal & Interest 130,000 130,000 Total Expenditures 211,400 212,000 600 0.3% Total Net Levy 91,400 91,000 (400)(0.4%) 2017 Budget 2018 Budget Budget Variance % Variance 2018 Financial Plan Operating Plan - Cost Code Summary DCS Run Date: 08/12/17 3:59 PM Page No: 8 28 Revenues Grants (17,800)(12,500)5,300 (29.8%) User Charges (101,500)(93,600)7,900 (7.8%) Contribution from Reserves (18,500)(23,500)(5,000)27.0% Total Revenues (137,800)(129,600)8,200 (6.0%) Expenditures Labour 271,100 282,200 11,100 4.1% Purchases 116,100 117,600 1,500 1.3% Contracted Services 15,000 25,000 10,000 66.7% Contribution to Reserves 83,500 76,000 (7,500)(9.0%) Interfunctional Adjustments (12,600)(14,300)(1,700)13.5% Debt Principal & Interest 37,400 33,100 (4,300)(11.5%) Total Expenditures 510,500 519,600 9,100 1.8% Total Net Levy 372,700 390,000 17,300 4.6% 2017 Budget 2018 Budget Budget Variance % Variance 2018 Financial Plan Operating Plan - Cost Code Summary EcDev Run Date: 08/12/17 3:59 PM Page No: 9 29 Report Title 2018 BUDGET STAFF CHANGE REQUESTS Report No. Budget Supplemental Author DAVE RUSHTON Meeting Type Budget Deliberations Council Date JANUARY 15, 2018 Attachments Page 1 / 2 2018 Budget Supplemental RECOMMENDATION THAT Council includes the following additional items to the 2018 Operating Budget 1. $20,000 for emergency museum repairs; 2. $15,000 for the cost of snow removal at the CSC; 3. $54,075 in Provincial Gas Tax Revenue and an expenditure of the same to the Community Transportation Committee for the operation of Transit in the community in the 2018 AND THAT Council includes the following additional items to the 2018 Capital Budget; 1. $25,000 to be funded from reserves for the cost of storm drain enhancements for Quarter Town Line; 2. $158,000 for the cost of a Fire Communication Console to be funded by $120,000 from user pay debt and $38,000 from reserves: AND THAT Council approves an increase of .25 FTE to the overall FTE Count for CSR support at the CSC. EXECUTIVE SUMMARY Subsequent to publishing the 2018 Budget several items have come to the attention of staff that should be considered as part of the budget deliberations. BACKGROUND In January, a leak developed in the newer section of the museum that has lead to repairs. The deductible for our insurance policy on this is $20,000 and any costs above this will be paid by our insurer. This will be a one-time cost through the operating budget. As a result of insurance claims in 2017, there is a need for increased diligence in snow removal at the Customer Service Centre. The contract for this is expected to be $15,000 annually. 30 Page 2 / 2 2018 Budget Supplemental The Town has received correspondence from the Province indicating the request for Provincial Gas Tax Funding for Transit has been approved in the amount of $54,075. These funds will go towards the operation of transit in Tillsonburg. An agreement will be coming to Council on January 22 that will recommend compensation to the developer of Andrews Crossing for installing a 1200 cm pipe rather than a 600 cm pipe for storm drainage as required for future development by the Town. A portion of this pipe cost is to service the storm drain on Quarter Town Line at a cost to the Town of about $25,000. This can be funded from the Linear Corridor Infrastructure Reserve through savings on other projects completed in 2017. There is a separate report regarding the Fire Communications Console. The Console at Fire Communications has partially malfunctioned and the supplier has confirmed that they are not supporting this equipment anymore. Staff is recommending that $38,000 would come from Reserves and the balance from User Pay Debt that is collected from our customers. Staff has additional funding for labour to maintain the service levels at the Customer Service Centre during staff absences. The Corporate FTE count as presented by HR was not reflective of this change. As a result, the FTE count will increase by .25. FINANCIAL IMPACT The additional items in these budgets will increase the tax levy rate increase from 2.38% to 2.65%. 31 Discussion Points Operating Budget Item ActionAssessment Growth Philosophy Further Council discussion Non-Traditional Agreements with Users - Maintenance Further Council discussion Physician Recruitment -$60,000 increase as per signed contract Further Council discussionTransit Contribution $23,000 Further Council discussion Tree Maintenance - additional cost of $28,000 Further Council discussionCustomer Service Delivery Model Director of Finance to provide outline and timetable Council Purchases Increase of $43,300 Memo from Director of Finance Payroll Deductions Variance % increase Memo from HR ManagerBill 148 impact breakdown Memo from HR Manager Employee Turnover Rate Memo from HR ManagerHealth & Safety White Paper Further Council discussion Water Taps @ North Street Email Sent December 14 2017 by Director of Operations Council Prioritization of Stale Developments Report to Council by Director of Operations regarding Woodhaven SubdivisionMuseum Souvenirs Director of Recreation, Culture and Parks to provide more details Baseball Maintenance Agreements Further Council discussionBeautification dollars missing in the Business Plan Addressed in revised 2018 Business Plans Community Events department breakdown Director of Recreation, Culture and Parks to provide more details Beautification White Paper Further Council discussionFire Succession Management Fire Chief to provide further details Capital Budget Item Action Work Order Management System Addressed in revised 2018 Business PlansAirport Master Plan Further Council discussion Broadway & Brock Accessibility Further Council discussion Connecting Link Budget Impact Addressed in revised 2018 Business PlansPhysical Security at Town own Facilities Director of Recreation, Culture and Parks to provide more details Park signage`Director of Recreation, Culture and Parks to provide more detailsFire Communication Log Recorder Addressed in revised 2018 Business Plans Fire Communication Console SLT recommends this project to be a high priority for 2018 Adjustments to Capital budget will be made to accommodate 32 Report Title CUSTOMER SERVICE DELIVERY MODEL UPDATE Report No. 2018 Business Plan supplemental information Author Dave Rushton Meeting Type Council Council Date JANUARY 15, 2018 Attachments Timeline Page 1 / 1 Customer Service Delivery Model Update EXECUTIVE SUMMARY The 2017 Business Plan for the Finance Department included the creation of a Customer Service Delivery Model. The attached Timeline summarizes the plan for this project with two reporting dates to Council on March 12 and September 24, 2018. BACKGROUND The Director of Finance has interviewed a variety of staff involved in customer service positions, including Fire Communications, to compile an inventory of services offered to the Town’s customer base and how the transactions take place. This has led to several operational improvements during this process: • Answering THI calls improved from a less than acceptable standard to very acceptable results. • Staff now recommends to customers that tax payments by cash can be done at the banks rather than people transporting cash from the bank to the Service Centre location only to be returned to the Town’s bank. • An education process is being set up to educate customers on the online access to the Town’s products and services. The card-lock system for fuel at the airport now gives pilots 24 hour access to refuel their planes with no Town staff involved. In total, there are about 60 services that are being reviewed. The results of this phase of the study will be used for a community consultation process in the second quarter of the this year. This consultation will provide further insight on how the Town’s customers view the services provided and will form part of the final report to be provided in the third quarter of 2018. The attached timeline outlines the planned activities and duration. FINANCIAL IMPACT/FUNDING SOURCE The study itself expends staff resources however it may contain recommendations that impact the 2019 Budget. COMMUNITY STRATEGIC PLAN IMPACT Creating a Customer Service Delivery Model demonstrates accountability to the taxpayers by creating an understanding of the services the Town delivers and ensuring the effective use of taxpayer dollars to implement these services. 33 Customer Service Delivery Model Timeline Period Highlight:2 PERIODS 1 2 3 4 5 6 7 8 9 10 11 12 13 Outline Design September-05-17 September-15-17 1 1 100% Report to Council September-25-17 September-25-17 1 1 100% Interviews with Staff September-11-17 January-19-18 1 5 85% Compilation of Information December-20-17 February-19-18 4 3 10% Presentation to Council March-12-18 March-12-18 7 1 0% Develop Consultation Program February-19-18 April-17-18 6 3 0% Deliver Consultation Program May-15-18 June-30-18 9 2 0% Summarize Consultation July-04-18 August-15-18 11 2 0% Prepare Final Report August-01-18 September-10-18 12 2 0% Deliver Final Report to Council September-24-18 September-24-18 13 13 0% Select a period to highlight at right. A legend describing the charting follows. ACTIVITY PLAN START PLAN END ACTUAL START ACTUAL DURATION MONTHS PERCENT COMPLETE Plan Duration Actual Start 34 Report Title COUNCIL EXPENSE INCREASE Report No. 2018 Budget supplemental information Author Dave Rushton Meeting Type Budget Deliberations Council Date JANUARY 15, 2018 Attachments Page 1 / 1 Customer Service Delivery Model Update EXECUTIVE SUMMARY Council has requested additional information on the increase in some of their accounts, in particular purchases ($43,300) and Contract Services ($44,700). BACKGROUND The increase in expenses for each category are detailed below. Purchases Promotional Material $ 3,500 Phone $ 3,000 Election costs $ 8,000 Go to Meeting $ 600 Physician recruiting $60,000 Town Hall $25,000 Volunteer event $ 6,000 Grants increase $ 2,200 TGO – MTO grants ($65,000) Purchase Increase $43,300 Contracted Services Election Services $44,700 35 Report Title 2018 Employer Payroll Costs Report No. Author Ashley Andrews, Manager of Human Resources Meeting Type Budget Meeting Council Date January 15, 2018 Attachments Page 1 / 2 EXECUTIVE SUMMARY The Corporation is responsible for remitting several mandatory payroll deductions. These deductions include OMERS, Employment Insurance (EI), Canada Pension Plan (CPP), Employer Health Tax (EHT), and Workplace Safety and Insurance Board (WSIB). Many of these rates have increased from the rates set in 2017. BACKGROUND The charts below display the budget impact, the annual rates for each deduction, and the annual maximums for each deduction. Budget Impact 2017 2018 $ Var %Var OMERS $541,338.33 $558,913.49 $17,575.16 3.25% EI $95,942.65 $99,568.57 $3,625.92 3.78% CPP $208,861.02 $214,382.21 $5,521.19 2.64% EHT $111,050.76 $113,941.07 $2,890.31 2.60% WSIB $149,314.17 $167,233.91 $17,919.74 12.00% Total $1,106,506.93 $1,154,039.25 $47,532.32 4.30% Annual Rates 2017 2018 %Var OMERS- to max earnings 9.00% 9.00% 0% OMERS- after max earnings 14.60% 14.60% 0% EI 1.63% 1.66% 0.03% CPP 4.95% 4.95% 0% EHT 1.95% 1.95% 0% WSIB -town 3.05% 3.20% 0.15% WSIB -airport 1.93% 2.00% 0.07% WSIB -museum/library 0.36% 0.37% 0.01% 36 Page 2 / 2 CAO Annual Maximums. 2017 2018 OMERS $55,300 $55,900 EI $51,300 $51,700 CPP $55,300 $55,900 EHT n/a n/a WSIB $88,500 $90,300 FINANCIAL IMPACT/FUNDING SOURCE The impact of the increased rates has been budgeted for throughout the various departments. 37 Report Title Bill 148 2018 Budget Impact Report No. Author Ashley Andrews, Manager of Human Resources Meeting Type Budget Meeting Council Date January 15, 2018 Attachments Page 1 / 2 EXECUTIVE SUMMARY On November 27, 2017, Bill 148, Fair Workplaces, Better Jobs Act, 2017 received Royal Assent. This Bill introduces a number of changes to the Employment Standards Act, as well as changes to the Labour Relations Act, and the Occupational Health & Safety Act. The Bill is to be implemented in phases throughout 2017, 2018 and 2019. Many of these changes will have a significant impact on the budget. BACKGROUND Changes implemented on January 1, 2018 with a budget impact include the following: Minimum Wage Increase • General employees to increase from $11.60/hr to $14.00/hr • Students to increase from $10.90/hr to $13.15/hr Employee Leaves of Absence • All employees entitled to two (2) paid Personal Emergency Leave days in calendar year • Previously only available to full time employees • Introduction of Domestic Violence leave • First 5 days of leave to be paid Public Holiday Pay Calculation • Previous calculation – number of hours worked in previous 4 week period/20 (assumed number of working days in a 4 week period) • Revised calculation – number of hours worked in previous pay period/number of shifts worked Vacation Entitlement • Employees with 5+ years’ service are entitled to 6% vacation pay each pay • Previously entitled to 4% vacation pay. 38 Page 2 / 2 CAO • Impact to students, part time and temporary full time employees. FINANCIAL IMPACT/FUNDING SOURCE The impact of the increased minimum wage is estimated to be $70,000, and has been budgeted for throughout the various departments. At this time staff is not able to determine the implications of the remaining cited changes, however, 2018 experience will be reflected in the 2019 budget. 39 Report Title 2017 Employee Retention Rate Report No. Author Ashley Andrews, Manager of Human Resources Meeting Type Budget Meeting Council Date January 15, 2018 Attachments Page 1 / 1 EXECUTIVE SUMMARY The 2017 employee retention rate for full time employees was 92.4%. We had a turnover rate of 7.6%, eight employees. BACKGROUND Employee retention refers to the ability of the Corporation to retain employees. The turnover rate refers to the total number of employees who have been separated from the Corporation. Turnover rates are separated into four categories; retirement, resignation, termination, and layoff. The table below shows the turnovers that the Corporation experienced in each of these four categories, in reference to full time employees. 2017 Full Time Employee Turnover Rate Retirement 3 Resignation 3 Termination 2 Layoff 0 FINANCIAL IMPACT/FUNDING SOURCE N/A 40 Page 1 / 1 The Corporation of the Town of Tillsonburg MEMORANDUM DATE: January 15, 2018 TO: Council FROM: Kevin De Leebeeck, P.Eng. Director of Operations SUBJECT: PRIORITIZATION OF STALE DEVELOPMENTS The table below summarizes and prioritizes an initial list of stale developments for Council’s review. Development Outstanding Items Cost to Complete Securities Held Variance 2008 Woodhaven Subdivision • Base Asphalt Repairs • Surface Asphalt • Sidewalks (req. removed) • Gutter & Storm Repairs • Boulevard Restoration $131,000 $109,000 $22,000 2004 North Park Phase 1 (Langrell Ave) • Base Asphalt Repairs • Surface Asphalt • Sidewalks • Gutter & Storm Repairs • Complete Park Block • Topsoil Pile Removal $131,000 $65,000 $66,000 1999 The Links (Fairway Blvd/ Green Eagle Dr) • Base Asphalt Repairs • Surface Asphalt • Sidewalks • Gutter & Storm Repairs • Boulevard Restoration $121,000 $ - $121,000 Staff propose the following process to help encourage identified stale developments complete outstanding deficiencies: • Town letter – with stated completion date • 1st lawyer letter – within 30 days of no action, reiterating above completion date • Council Resolution – update on status with Resolution requesting work be completed by new completion date • 2nd lawyer letter – notice Town will utilize all remaining posted security to complete outstanding works and any variance will be invoiced back to Developer. • Tender, Award & Complete Outstanding Work 1 2 3 41 AHNS/Tillsonburg Anniversary Souveniers Design Cost Inventory Cost Sales Revenue Notepad 90.00$ 586.50$ 900.00$ Magnet 90.00$ 450.00$ 1,050.00$ Oscar Wilde Wall Art/ Poster 180.00$ 120.00$ 300.00$ Oscar Wilde Keychain 90.00$ 300.00$ 900.00$ Postcards ‐ Set of 5 perforated 330.00$ 750.00$ Postcards ‐ Singles 270.00$ 105.00$ 300.00$ Annandale Custom Keychain 90.00$ 1,080.00$ 3,000.00$ Annandale Shopping/ Tote bag 180.00$ 1,313.28$ 2,160.00$ Aluminum Historical Signs (Tillson's Oats) $ 180.00 $ 353.70 $ 600.00 Adult Colouring Book 180.00$ 300.00$ 600.00$ Ceramic Mug ‐ Annandale Logo 90.00$ 545.40$ 1,080.00$ Wooden Charcuterie Boards 90.00$ 900.00$ 1,125.00$ Subtotal 1,530.00$ 6,383.88$ 12,765.00$ Total Cost Potential profit @ 100% sold 4,851.12$ Anniversary Publications ‐$ Tillsonburg's Architectural Gems 1,000.00$ 1,500.00$ 4,000.00$ The Tillson Empire 1,000.00$ 1,500.00$ 4,000.00$ Subtotal 2,000.00$ 3,000.00$ 8,000.00$ Total Cost Potential profit @ 100% sold 3,000.00$ 7,913.88$ 5,000.00$ Pro‐forma Profit/Loss Annandale House 45th Anniversary Souveniers and Publications 42 2018 2018Budget Actual Budget Budget Actual BudgetCanada 150 Projects Family DayProject Revenue 0 (4,416) Labour 0 1647 1800Canada 150 Projects 25,000 Use of Space Grant 2,500 2,500 2500Canada 150 Total 25,000 (4,416) 0 Family Day Total 2,500 4,147 4,300Canada 150 Trees Christmas ActivitiesProject Revenue (22,500) (6,675) 0 Labour (Santa Parade) 860Project Expenses 22,500 21,290 0 Christmas Activities 3000 386 3000Canada 150 Trees Total 0 14,615 0 Christmas Activitites Total 3,000 1,246 3,000NHL 100th Anniversary Cultural Advisory CommitteeCouncil Grant (Reserves) (10,000) (10,000) 0 Grant refund (from 2016)‐250Sponsorships (20,681) Granting Fund 10,000 10,000 10,000Labour 0 6,426 0 CAC Total 10,000 9,750 10,000Operating Grant 10,000 10,000Use of Space 18,888 0 TurtlefestPurchases 0 25,322 0 Labour 3,490 4,000Canada Day Total 0 29,956 0 Operating Grant 10,000 10,000 10,000Purchases 6,539 5,000Turtlefest Total 10,000 20,029 19,000Consolidated Community Events BudgetCanada DayRevenues Celebrate Canada Grant (3,000) (3,500)Grants‐46500‐68500‐37000 Canada 150 Grant (4,000)User Charges‐1000‐32729‐700 Canada Day Revenue (1,000) (708) (700)Total Revenues (47,500) (101,229) (37,700) Labour 139 1,600Purchases 12,000 12,942 12,000Expenditures Canada Day Total 8,000 8,373 9,400Labour 11456 7400Purchases 72500 126121 44500Total Expenditures 72,500 137,577 51,900Total Net 25,000 36,348 14,2002017 20172018 Financial PlanOperating Plan ‐ Cost Code Summary455 Community Events ‐ Additional Detail43 MEMORANDUM TO: Members of Council FROM: Corey Hill, Manager of Parks & Facilities DATE: December 21, 2017 RE: 2018 Physical Security Review As a result of the Council budget meeting on December 14, 2017, additional information was requested pertaining to the 2018 Capital project for a physical security review of all Town facilities. Specifically, Council asked what would be included in the physical security report and how it would be different from the evacuation plan (that was recently completed for the CSC) and why would the health and safety person HR is requesting would not do this work. Physical security is defined as the various physical measures designed to safeguard personnel, property & information. These typically include specific asset protection strategies, access control, intrusion alarm & video surveillance systems. A physical security review is an in-depth onsite analysis of the overall security vulnerability of Town facilities and includes; • Assessment of current security measures; • Identification deficiencies or excesses; • Evaluation of security requirements based on security risk assessment; • Determination of protection required; • Recommendations & design for countermeasures for an integrated security program. Performing a security review gains an understanding of the threats and vulnerabilities the Town may face, determines acceptable levels of risk, stimulates action to mitigate identified vulnerabilities and identifies weaknesses or deficiencies in the current security program. Being that physical security programs are not mandated or specified by code, their review should be completed by personnel familiar with establish security industry best practices and be certified in a relevant security industry discipline. The most commonly accepted credentials are that of the Certified Protection Professional (CPP) and/or the Physical Security Professional (PSP) with ASIS International. ASIS International is the leading 44 organization for security professionals worldwide. The CPP is board certification in security management whereas the PSP is board certification specializing in the areas of integrated security system assessment as well as the implementation and evaluation of physical security measures. The evacuation plans that are being implemented in Town facilities are not considered an aspect of the physical security program and are typically completed as a part of the facility’s emergency preparedness plan. While the physical security measures can and should enhance and compliment the building’s evacuation & emergency preparedness, they are separate items entirely. Additionally, personnel specialized in Health & Safety is a completely different discipline as compared to security management personnel certified and experienced to complete physical security reviews. Please let me know if you require further information or clarification. Regards, Corey Hill 45 Report Title Budget Memo – Park Signage Report No. RCP 18-04 Author Rick Cox, Director of Recreation, Culture & Parks Meeting Type Budget Meeting Council Date January 11, 2018 Attachments Page 1 / 1 Park Signage EXECUTIVE SUMMARY Council requested additional information regarding the park signage design and capital budget item. BACKGROUND Many of the engraved wooden park signs at neighbourhood park locations around Tillsonburg have deteriorated. They are generally placed in a small garden bed with low-maintenance plantings. Staff felt that the very effective and durable sign at the Kolin Smith Memorial Skatepark created by engraving the concrete wall was an excellent template to consider elsewhere. Preliminary scoping of permanent replacement decorative park signage using engraved concrete for each Tillsonburg neighbourhood park location determined an approximate cost per location for removal and disposal of the existing sign, excavating, forming and pouring of the concrete, and on-site engraving of the Town graphic and park name at $5,000 per location. There are currently 10 locations where this sign would be deployed. CONSULTATION/COMMUNICATION If Council supports the capital project, the proposed design will be referred to the Parks and Recreation Advisory Committee for consideration. FINANCIAL IMPACT/FUNDING SOURCE The requested budget of $5,000 for 2018 is adequate to execute one sign location. There are minimal savings achieved by doing multiples, as the same mobilization is required for each location. COMMUNITY STRATEGIC PLAN (CSP) IMPACT This issue paper provides information in alignment with the following Objectives of the Community Strategic Plan: • Objective 1 – Excellence in Local Government • Objective 2 – Sustainable Economy 46 1 | Page Town of Tillsonburg Fire & Rescue Services Succession Management Plan Issued: May, 2013 Revised: December 2017 47 2 | Page Table of Contents Succession Management Guidelines ............................................................................................................ 3 Succession Management .......................................................................................................................... 3 Succession Planning .................................................................................................................................. 3 Need for Succession Management & Panning .......................................................................................... 3 Alignment with Other Corporate & Departmental Processes .................................................................. 4 Position & Promotion Paths Considered .................................................................................................. 4 Succession Planning Procedures ................................................................................................................... 5 Position Overviews........................................................................................................................................ 7 Acting Captain ....................................................................................................................................... 7 Special Operations Captain ................................................................................................................... 7 Future Positions ............................................................................................................................................ 8 Training Coordinator (Training Officer) ................................................................................................ 8 Fire Prevention Coordinator (Fire Prevention Officer) ......................................................................... 8 48 3 | Page Succession Management Guidelines Succession Management Succession Management is the continuous process of: 1. Assessing the fire service’s workforce capacity against emerging requirements and community expectations. 2. Supporting members to achieve realistic fire service career goals that satisfy both individual and organizational requirements. 3. Monitoring and documenting the development progress of the current and future potential internal candidate pool, and 4. Capturing and disseminating the critical knowledge of those leaving key positions to ensure a seamless transition. Succession Planning Succession Planning is the identification of: 1. The potential position vacancies, and recruitment and staffing needs and challenges in the near and long term future, and 2. The internal employees who have the interest, knowledge, skills, abilities and potential to be part of the pool of qualified candidates for future vacancy(ies). Need for Succession Management & Panning Succession Management and Succession Planning are critical to the fire department to ensure a pool of qualified internal talent for promotion to key positions at all times. To ensure that the fire department is able to seamlessly fill vacancies and to guarantee operational continuity, the development of a pool of qualified candidates is essential. Because of the nature of the volunteer fire service, the Tillsonburg Fire & Rescue Service is committed to promote from within and as such needs to develop firefighters to fill vacancies. Succession Planning is critical in the volunteer fire service for a number of reasons, including: 1. It allows the fire department to promote interested and qualified personnel. 2. It increases morale. 3. It ensures that key roles, responsibilities and positions can be continuously and effectively be filled. 4. While building fires are fewer in frequency, the use of synthetic materials has created more intense and faster spreading fires. The fire service today must compensate with more realistic training for the declining number of fires. Preparing tomorrow’s decision makers today will greatly improve the effectiveness of the fire department. 49 4 | Page Many people in the fire service believe that it is the responsibility of the Fire Chief to be solely responsible for succession planning. Although the Fire Chief is ultimately the person responsible to ensure succession planning, it is in reality everyone’s responsibility to perform, practice, and accept that succession planning is a critical part of their daily operations. Even the newly hired firefighters are obligated to mentor and guide those who will be hired after them. Alignment with Other Corporate & Departmental Processes Succession Management needs to be closely aligned with: 1. The fire department’s performance management process, including performance evaluations and performance expectations. 2. Annual municipal Business Plans and Budget setting processes to ensure adequate resources are included, in a timely manner, for related learning and development. 3. The Strategic Planning process for Tillsonburg Fire & Rescue Services. Position & Promotion Paths Considered To ensure that the internal candidate pool accurately reflects the anticipated needs of the fire service, the following typical volunteer firefighter career paths will be considered as part of the succession planning process: 1. Reserve member to Probationary Firefighter 2. Probationary Firefighter to Firefighter 3. Firefighter to Acting Captain 4. Acting Captain to Captain (Company Officer) 5. Captain (Company Officer) to Platoon Chief (Senior Officer) The key to a long term and sustainable fire service Succession Plan is to begin with the core concept that the Auxiliary member hired today is the company or chief officer of tomorrow. Beginning the hiring process with consideration for the future is the foundation of our Succession Management program. In addition to the typical career development path, the specialized areas of Training and Fire Prevention are subject skills development through Succession Management. The positions of Training Coordinator and Fire Prevention Coordinator are designed to give qualified and capable members the opportunity to gain practical experience and utilize their acquired knowledge, skills and abilities. While the individual in these roles is given the ability to expand their abilities, the Town benefits by having additional staff resources available for a relatively negligible cost. Should in the future there be sufficient demand for a Training Officer or Fire Prevention Officer position permanently within the Town, the members in the coordinator’s position will form a pool of qualified and capable persons for these positions. 50 5 | Page Succession Planning Procedures Currently, the Town of Tillsonburg utilizes the Ontario Association of Fire Chief’s Ontario Fire Services Standards, as referenced by the Establishing & Regulating By-law (By-law #3190) as part of the performance expectation for each rank within the department. While the OAFC is no longer publishing or updating these standards, Tillsonburg Fire & Rescue Services will continue to utilize them until such time as the Ontario Fire College develops and implements the National Fire Protection Association (NFPA) standards equivalency program. Current Ontario Fire Services Standards referenced include: a) Firefighter for Reserve members and Firefighter rank members b) Company Officer for acting Captain positions and Captain rank members c) Senior Officer for Platoon Chief rank members d) Deputy Fire Chief for Deputy Fire Chief rank member(s) e) Fire Chief for Fire Chief rank member These standards identify the general performance objectives for the various positions within the Town of Tillsonburg Fire & Rescue Service. These standards, or approved replacements, will form the basis for training and evaluation when identifying potential members for promotion. These standards also form the basis of a career development guide for firefighters. Members wishing to advance in the fire service can utilize the standards for higher positions to help identify the knowledge, skills and abilities needed to further their career. The following steps are the keys to successfully implementing Succession Management in the fire service. 1. Locate future leaders • Performance evaluations • Promotional examinations • Promotional Candidate training sessions 2. Assist members in creating their own individual development plan • Performance evaluations • Career aspirations • SWOT analysis for individuals • Targeted training & education 3. Create experience opportunities • Acting positions (Captain) • Increased responsibilities at training • Job shadowing 4. Create or disseminate training and education opportunities • Traditional & non-traditional fire service courses • Increase internal offerings of officer development courses • Distribution of training videos and trade journals • Identify networking opportunities 5. Ensure personnel keep relevant in current and developing fire service trends • Web subscriptions & e-mail lists of reputable trade journals • Ontario Fire Marshal distributions 51 6 | Page 6. Encourage credentialing (where appropriate) • Provincial level (Ontario Fire College) • National level (NFPA) • Post Secondary School education (college, university) • Fire service specific certification (fire investigation, command, etc.) 7. Encourage participation in promotional processes • Promotional examination participation • Resume preparation 8. Develop mentoring/partnering program • Formal or informal pairing with experienced member • Career resource 9. Develop position task books • List of knowledge, skills and abilities for each position • Abbreviated and task level version of job description • List of minimum standard competencies for position • Ontario Standards will form basis of task books 10. Focus on today’s challenges and tomorrow’s trends • Challenges faced today will also be challenges in the future • Challenges “here and now” • Anticipated future challenges 11. Develop and announce the promotional process and selection criteria • Identify what minimum job related experiences and education are required • Identify equivalencies • Post standardized Position Description as part of job posting process 12. Evaluate the plan • Monitor what has worked and what required modification • Monitor weaknesses and deficiencies in members promoted for future processes • Modify the Succession Management Plan as needed 52 7 | Page Position Overviews Acting Captain The position of acting Captain is designed to perform a number of functions, including: a) Provide practical experience for qualified individuals to act in the capacity of a Captain during the extended absence of an officer. b) Ensure that a sufficient number of competent persons in supervisory roles are available at an emergency incident. (Occupational Health & Safety Act) c) Ensure that a sufficient number of qualified individuals are available at an emergency incident to provide leadership and to competently assist in risk management decisions. d) To help identify a pool of capable and competent members to fill future vacancies within the fire service. The role of acting Captain shall be filled based upon an open competition and shall include an educational & examination preparations process, a promotional exam, an application process, a short-list process, an interview process and the final selection process. There shall be only four (4) acting Captain level positions at any time within the Tillsonburg Fire & Rescue Service. Those members who are in the position of Acting Captain will normally respond to calls and attend training sessions at the rank of Firefighter. Acting Captains will visually identify themselves as Officers only when acting in the capacity of an Officer during the absence of an Officer (Captain, Platoon Chief, etc.). It shall be the responsibility of the Platoon Chief to ensure that Acting Captain duties and opportunities are shared on an equitable basis. Special Operations Captain The Special Operations Captain is an Officer position that does not have responsibility for a permanently assigned Company but rather is the Department’s resource and responsible lead for all specialty rescue operations, including dangerous goods responses (haz-mat), ice & water rescue, low & high angle rescue, confined space, building collapse, large vehicle extrication & stabilization, etc. The specialty teams are staffed from within the existing complement of firefighters. The Special Operations Captain is, in conjunction with the Fire Chief, responsible for team selection, establishing and maintaining training/certification standards, and team readiness. The Special Operations Captain is also responsible for making equipment and resource requests to the Fire Chief. At non-technical rescue incidents (structure fires, alarm investigations, etc.) and during training, the Special Operations Captain maintains the rank and authority of Captain. 53 8 | Page Future Positions As identified hereinabove, the following positions are identified as needed positions, but have not been funded through the budget process. It is anticipated that these positions will be reviewed and vetted through the Tillsonburg Fire Department’s Strategic Planning Committee process. Supplementary, these positions, along with sufficient training, knowledge and experience, will provide the opportunity for members to move into full time, senior officer administration positions such as Deputy Fire Chief. Training Coordinator The function of the Training Coordinator will be to, in conjunction with the Fire Chief & Deputy Fire Chief, organize and ensure that all preparations for the regularly scheduled training are complete and to ensure that appropriate training & educational opportunities are disseminated to all members in a suitable time frame. The Training Coordinator will also be the Chairperson/Facilitator of the Training Committee. Initially the Training Coordinator will be allotted 208 hours per annum (4 hours per week) for this role. This position will enhance the effectiveness of the fire department’s training program by establishing a single point of contact and responsibility for fire suppression & operations based training programs. Fire Prevention Coordinator The function of the Fire Prevention Coordinator will be to, in conjunction with the Fire Chief and the Deputy Fire Chief, coordinate the public education activities of the fire department. The Fire Prevention Coordinator will also be the Chairperson/Facilitator of the Public Education Committee. Further, the Fire Prevention Coordinator will be mentored in the roles and responsibilities of fire code enforcement by job shadowing. Initially the Fire Prevention Coordinator will be allotted 208 hours per annum (4 hours per week) for this role. This position will enhance the effectiveness of the fire department’s public education and fire code enforcement programs. Should a Fire Prevention Officer (FPO) position be developed within the Tillsonburg Fire Department, it is anticipated and recommended that the Fire Prevention Coordinator position be maintained, possibly at reduced hours, to provide a succession management path within the fire prevention stream. 54 Report Title Budget Issue Paper: Dispatch Console Replacement Report No. FRS-18-01 Author Jeff Smith Meeting Type Council Budget Meeting Council Date Attachments Town of Tillsonburg Fire Comm Dispatch Centre Overview Page 1 / 4 Fire Comm Console EXECUTIVE SUMMARY The Radio-Operator Console is the main interface between the Fire Communicator and the fire department being dispatched. It is a vital link in the dispatch process to ensure that fire departments are effectively dispatched to the residents needing emergency assistance. It is the intent of this document to provide Council with sufficient background information to assist in their decision making. ISSUE/BACKGROUND Currently, Tillsonburg Fire Communications dispatches for 16 customers operating 26 fire stations and protecting a combined population of 119,164 people (2016 census). To deliver this service in an accurate and efficient manner, a number of systems are in place to support the Fire Communicators. The three main systems are the 9-1-1 & PTSN (Public Switched Telephone Network) telephone system, the Computer Aided Dispatch (CAD) system and the Radio-Operator consoles. The telephone system is capable of receiving calls by way of the 9-1-1 network as well as traditional PTSN lines. The Radio-Operator console is the interface between the dispatcher and the radio systems used for paging and duplex (two way) radio communication with the customer’s local radio system. The telephone system is independent from the radio system, but the two systems share a common voice & data recording system. The CAD system is the mapping and information database for the Fire Communicator. This system ensures that the proper fire department is alerted and provides site specific resource requirements and information to the Fire Communicator. The 9-1-1 system interacts directly with the CAD to “drop” 9-1-1 call locations on the geographical map automatically. While these systems are essentially separate and stand alone, they do synergistically work together to enhance the accuracy of our staff and to minimize dispatching times. A schematic of these systems is attached to this report. Tillsonburg Fire Communications uses a Zetron dispatch console. This console was previously located at the OPP station prior to 2006. The console was purchased around 1997 - 1998 when the previous dispatch console was damaged beyond repair by a lightning strike to the OPP building. The Zetron Corporation was founded in 1980 and began making radio dispatch 55 Page 2 / 4 consoles for public safety entities in 1987. In 2007 Zetron was purchased by Kenwood Corporation but remained an independent subsidiary. Throughout this time, Zetron Corporation has maintained both service support and parts inventory for all of their radio dispatch consoles, current and historical. Late in 2017, Zetron ceased support of legacy products and no longer provides technical support or maintains parts inventory. The Radio-Operator console is the VHF radio interface between Fire Communications and the customer. The console allows the Fire Communicator to dispatch the alarm to the customer via the radio pager as well as maintain duplex (two way) radio communication with the customer throughout the emergency incident. The console in the dispatch room is hard-wired to system cards located in the equipment room. It is these system cards that then interface with the customer’s radio network. The Zetron card cage is capable of holding 12 cards with each card supporting 2 radio channels, for a total capacity of 24 channels maximum. Slots 13 – 16 are used to connect individual consoles with the card cage. With our current customer load, we utilize 18 of the 24 available channels, leaving only 6 channels available for future customers. Depending on the end user radio system, these available channel slots represent 3-4 additional customer capacity. Until recently, it was the limited expansion capacity and not system reliability that drove the requirement to replace the Radio-Operator Console. Recent card and back-plate failures have reduced the number of available slots and increased the urgency to replace the dispatch console system. Figure 1 illustrates the console card cage in the equipment room and shows the 3 vacant radio channel card slots and the 2 vacant console slots. Figure 2 provides a close-up view of a channel card and shows the slot on the back-plate that the channel cards connect to. A further card slot failure of the back-plate will require removal of a current customer from the dispatch console and an alternate dispatch method used, such as the use of a desk top remote mini-console. A complete failure of the back-plate would render the current console disabled and unrepairable. Several mini-consoles are kept at the Customer Service Centre for use as a back-up communications centre, as required by the NFPA standard and our business continuity program. This space is designed for short-term, emergency use when the main Fire Communications room has to be evacuated. Usage of the back-up location causes a significant disruption to the normal work space and activities of the CSC when the designated area is operated as a dispatch centre. Fig.1 - Console Card Cage 56 Page 3 / 4 The Radio-Operator Console replacement was initially forecasted for 2021 in the Fire Department’s Capital Expenditure program. Due to the withdrawal of technical support and parts inventory by the manufacturer, the replacement of the console was moved to 2019 in the Capital Program forecast presented as part of the 2018 Business Plan to Council. With the recent card and back-plate slot failure, combined with the lack of technical support and the risk of a complete system failure, the Senior Leadership Team supports replacement of the Radio-Operator Console as part of the Fire Department’s 2018 Capital program. The replacement console will be designed to accommodate all current customers as well as having sufficient expansion capacity to meet foreseeable future needs. The new Radio-Operator Console will be computer based and as such will use keyboard, mouse and/or touch screen technology rather than the fixed base console. This new set-up will be much more user friendly and more accommodating of the various ergonomic needs of staff. The system proposed will be a two position Radio-Operator Console and will be initially sized at 18 radio channels, but is expandable to 1000 for future customers. Associated equipment and programming costs for expanding the system will be built into future customer contracts. As an IP based system the current Communications Logging (recording) equipment is not compatible but a project to replace the Com Log is included in the 2018 Capital Program. Fire administration staff and the Finance Department have considered purchasing versus leasing and are recommending purchasing a new Radio-Operator Console. Outright purchase of a new two position Radio-Operator Console and installation costs will be $155,000.00, before tax. As all new dispatch systems are IT based, there would be an annual software service agreement cost of $13,500 starting in the second year. This annual service agreement cost would include software updates and equipment replacement. The terms of the lease to own option are five years with a $10.00 cost to purchase the system at the conclusion of the lease period. The 60 month term lease would cost $5,290.00 per month. A third option that was considered would be to enter an agreement for a Maintained System. A Maintained system agreement would cost $7,500 per month ($90,000 per year). This cost would be higher than the cost of outright purchase, service agreements and borrowing costs combined with no additional benefit to the Town. Additionally, at the end of the contract term, the Town would not own any equipment. Maintained System agreements are normally put in place when there are multiple owners of a single system and the cost of ownership and system servicing is spread over these multiple owners. Fig.2 - Cards & Back-Plate 57 Page 4 / 4 FINANCIAL IMPACT/FUNDING SOURCE To determine the most cost effective option, staff examined the 10 year cost of ownership. Outright Purchase: $366,500 + debenture costs $11,000 (full amount) 60 Month Lease: $429,900 + $10 system purchase at end of term Maintained System: $900,000 In the 2017 Budget program, $20,000 was reserved for Fire Communications infrastructure. This reserve was designated for replacement of equipment such as the Radio-Operator Console. The proposed 2018 Budget program contains a further $20,000 contribution to this reserve account. It is recommended that $37,728 is funded from Reserves and the balance of $120,00 be funded partially from use pay debt in the form of a 5 year debenture. 58 Town of Tillsonburg FireComm Dispatch Center Overview Town of Tillsonburg - FireComm Drawing By: Revision: Date: Spectrum Communications JW 0 15 Dec 2017 Console Card Cage 1 - Tillsonburg P.U.C.2 - Tillsonburg Works 3 - Fire Marshall 4 - Ripley Fire 5 - E.M.O.6 - Chippewas Fire 7 - Ingersoll Fire 8 - Elgin Fire Backup 9 - Tillsonburg Fire 10 - Elgin Fire Paging 11 - Elgin Fire OPS-1 12 - Elgin Fire OPS-2 13 - Walkerton Fire 14 - Lucknow Fire 15 - Hanover Fire 16 - Kincardine Fire 17 - Tiverton Fire CVDS ComLog 24 Channel TRVR Logging Recorder 8 Channels Two Console Operator Positions Two Computer Aided Dispatch Positions 911 Phone System FireComm Equipment Room Customer Radio Destinations 59 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW NUMBER 4161 BEING A BY-LAW to confirm the proceedings of Council at its meetings held on the 15th day of January, 2018 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 January 15th, 2018, with respect to every report, motion, by-law, or other action passed and taken by the Council, including the exercise of natural person powers, are hereby adopted, ratified and confirmed as if all such proceedings were expressly embodied in this or a separate by-law. 2. The Mayor and Clerk are authorized and directed to do all the things necessary to give effect to the action of the Council of The Corporation of the Town of Tillsonburg referred to in the preceding section. 3. The Mayor and the Clerk are authorized and directed to execute all documents necessary in that behalf and to affix thereto the seal of The Corporation of the Town of Tillsonburg. 4. This By-Law shall come into full force and effect on the day of passing. READ A FIRST AND SECOND TIME THIS 15th DAY OF January, 2018. READ A THIRD AND FINAL TIME AND PASSED THIS 15th DAY OF January, 2018. _____________________________ MAYOR – Stephen Molnar ______________________________ DEPUTY CLERK – Lana White 60