180122 Council AGDTable of Contents
Agenda 3
Minutes of the Meeting of January 8, 2018
180108 Council MIN 11
Infrastructure Canada- Smart Cities Challenge Presentation
Smart Cities Challenge Jan-Feb 2018 Partner
Municipalities Presentation 18
Infrastructure Canada Smart Cities Challenge Memo
CC 011018 35
Smart Cities Challenge- WebEx Information Session
2017-12-15 58
T:GO Call-n-Ride Business Plan 2018-19
Business Plan - TGO CALL-N-RIDE - 2018-19 70
Ridership Statistics - 2017-18 83
TGO Finances - 2017-18 86
Delegation Request - TGo 87
Application for Minor Variance- A-11/17 - Southridge Heights
Inc- 18 Crocus Avenue
A-11/17 Report 89
Report Attachments 93
Application A-11/17 96
FIN 18-01, 2018 Interim Tax Rate
FIN 18 01 Interim Tax Levy By Law 100
By - Law 4163 101
FIN 18-02, Review of Pump Track Finances
FIN 18 - 02 Review of Pump Track Finances 103
Motion for Pump Track Feb 16 104
Motion for Pump Track Apr 16 105
Motion for Pump Track Sep 16 106
Motion for Pump Track Mar 17 107
OPS 18-01, Wood Haven Subdivision Outstanding Works
OPS 18-01 Wood Haven Subdivision Outstanding
Works 108
OPS 18-02, Dereham Drive Storm Oversizing
OPS 18-02 Dereham Drive Storm Oversizing 110
OPS 18-02 Attachment 1 - Front Ending Agreement
with PCRI 113
RCP 18-06, Contract Authorization: Trane Sales Agency – N.L.
Clarke Sales Limited
RCP 18-06 Contract Authorization: Trane Sales Agency
N.L. Clarke Sales Limited 126
CCDC-2 Stipulated Price Contract 127
RCP 17-48 - Implementing an Energy Retrofit at TCC 160
CL 18-02, Alternate Member of the Upper-Tier Council
Appointment
CL 18-02 Alternate Member Upper-Tier Council 168
1
CL 18-02 Alternate App Process 170
RCP 18-07, October-December 2017 RCP Departmental
Activity Reports
RCP 18-07 - October-December 2017 RCP
Departmental Activity Reports 172
RCP 18-07 - ATT 01 - Oct-Dec 2017 Activity - Rec
Programs and Services 173
RCP 18-07 - ATT 02 - Oct-Dec 2017 Activity - Culture
and Heritage 178
RCP 18-07 - ATT 03 - Oct-Dec 2017 Activity - Parks
and Facilities 181
Long Point Region Conservation Authority Board of Directors
Minutes- December 6, 2017 and December 20, 2017
171206 LPRCA Board of Directors Meeting MIN 184
171220 LPRCA Board of Directors Meeting MIN 192
Committee Minutes
170912 Development MIN 194
171114 Development MIN 198
171114 Fire Strat Planning MIN 202
180111 HBC MIN 204
Notice of Motion
Notice of Motion - Councillor Rosehart 206
By-Law 4163, To Provide for an Interim Tax Levy for the Year
2018
By - Law 4163 207
By-Law 4164, Dedicated Gas Tax Funds for Public
Transportation Program
By-law 4164 - Dedicated Gas Tax Funds for Public
Transportation Program 209
By-law 4164 - Schedule A - Dedicated Gas Tax Funds
for Public Transportation Program 210
By-Law 4166, To Appoint ______________________ as the
Alternate Member of the Upper-Tier Council for the Town of
Tillsonburg.
By-Law 4166 To appoint an alternate member of the
Upper Tier Council 246
By-Law 4167, To Authorize Agreement with Performance
Communities Realty Inc.
4167 Enter into an Agreement with Performance
Communities Realty Inc.248
ByLaw 4167 Agreement 249
By-Law 4157, To prohibit smoking in certain public places (Dog
Park)
By-Law 4157 262
By-Law 4165, To Confirm the Proceedings of the Council
Meeting of January 22nd, 2018
4165 Confirm Proceedings- Jan 22-2018 Meeting 263
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1. Call to Order
2. Closed Session
Proposed Resolution #1
Moved By: Seconded By:
THAT Council move into Closed Session to consider:
1. a proposed or pending acquisition or disposition of land by the municipality or local board
(land sale).
3. Adoption of Agenda
Proposed Resolution #2
Moved By: Seconded By:
THAT the Agenda as prepared for the Council meeting of Monday, January 22, 2018, 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 January 8, 2018
180108 Council MIN
Proposed Resolution #3
Moved By: Seconded By:
The Corporation of the Town of Tillsonburg
COUNCIL MEETING
Monday, January 22, 2018
6:00 PM
Council Chambers
200 Broadway, 2nd Floor
AGENDA
3
Council Meeting – Agenda - 2 -
THAT the Minutes of the Council Meeting of January 8, 2018, be approved.
7. Delegations and Presentations
7.1. Volunteer Achievement Award - Presentation to Don Burton
7.2. Infrastructure Canada- Smart Cities Challenge Presentation
Presented by: Jay Heaman, County of Oxford Manager of Strategic Initiatives
Smart Cities Challenge Jan-Feb 2018 Partner Municipalities Presentation
Infrastructure Canada Smart Cities Challenge Memo CC 011018
Smart Cities Challenge- WebEx Information Session 2017-12-15
Proposed Resolution #4
Moved By: Seconded By:
THAT Council supports an Oxford Municipal Partners submission to the Smart Cities
Challenge;
AND THAT Council appoints Councillor ____________________________ to the Smart
Cities Challenge Ad Hoc Committee;
AND FURTHER THAT Council receives the Infrastructure Canada Smart Cities
Challenge presentation as information.
7.3. T:GO Call-n-Ride Business Plan 2018-19
Presented By: John Verbakel, Chair, CT Pilot Program Steering Committee and John
Preston, Community Transportation Coordinator
Business Plan - TGO CALL-N-RIDE - 2018-19
Ridership Statistics - 2017-18
TGO Finances - 2017-18
Delegation Request - TGo
Proposed Resolution #5
Moved By: Seconded By:
THAT the presentation regarding T:GO, including the 2018-19 Business Plan and
recommendations, be received as information;
AND THAT staff be directed to review and report back to Council.
8. Committee Reports & Presentations
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Council Meeting – Agenda - 3 -
9. Public Meetings
Proposed Resolution #6
Moved By: Seconded By:
THAT Council move into the Committee of Adjustment to hear applications for Minor
Variance.
9.1. Application for Minor Variance- A-11/17 - Southridge Heights Inc- 18 Crocus Avenue
A-11/17 Report
Report Attachments
Application A-11/17
Proposed Resolution #7
Moved By: Seconded By:
THAT Tillsonburg Committee of Adjustment approve Application File A-11/17, submitted
by John Bamford (Southridge Heights), for lands described as Lot 18, Plan 41M-145
Town of Tillsonburg, as it relates to:
1. Relief from Section 5.37.1 – Permitted Projection into Required Yards, to
increase the permitted projection into the rear yard for a covered deck from 1.5 m
(4.9 ft) to 3.2 m (10.5 ft); and
2. Relief from Section 6.2, – Zone Provisions (R1) Lot Coverage Maximum, to
increase the maximum lot coverage allowance from 33% to 37% of lot area, to
facilitate the construction of a single detached dwelling with a covered deck and
covered porch,
subject to the condition that a building permit for the proposed dwelling shall be issued
within one year of the date of the Committee's decision.
Proposed Resolution #8
Moved By: Seconded By:
THAT Council move out of the Committee of Adjustment and move back into regular Council
session.
10. Planning Applications
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Council Meeting – Agenda - 4 -
11. Information Items
12. Mayor
13. Quarterly Reports
14. Reports from Departments
14.1. Chief Administrative Officer
14.2. Clerk’s Office
14.3. Development and Communication Services
14.4. Finance
14.4.1. FIN 18-01, 2018 Interim Tax Rate
FIN 18 01 Interim Tax Levy By Law
By - Law 4163
Proposed Resolution #9
Moved By: Seconded By:
THAT Council receives Report FIN 18-01 2018, Interim Tax Levy By-Law 4163;
AND THAT the 2018 Interim Levy By-Law No. 4163 be brought forward for
Council consideration.
14.4.2. FIN 18-02, Review of Pump Track Finances
FIN 18 - 02 Review of Pump Track Finances
Motion for Pump Track Feb 16
Motion for Pump Track Apr 16
Motion for Pump Track Sep 16
Motion for Pump Track Mar 17
Proposed Resolution #10
Moved By: Seconded By:
THAT Report FIN 18-02, Review of Pump Track Finances, be received as
information.
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Council Meeting – Agenda - 5 -
14.5. Fire and Emergency Services
14.6. Operations
14.6.1. OPS 18-01, Wood Haven Subdivision Outstanding Works
OPS 18-01 Wood Haven Subdivision Outstanding Works
Proposed Resolution #11
Moved By: Seconded By:
THAT Council receives Report OPS 18-01 Wood Haven Subdivision Outstanding
Works;
AND THAT Council requests Permterra Development Corporation complete all
outstanding works, excluding sidewalks, as per the approved Subdivision
Agreement by June 30, 2018.
14.6.2. OPS 18-02, Dereham Drive Storm Oversizing
OPS 18-02 Dereham Drive Storm Oversizing
OPS 18-02 Attachment 1 - Front Ending Agreement with PCRI
Proposed Resolution #12
Moved By: Seconded By:
THAT Council receives Report OPS 18-02 Dereham Drive Storm Sewer Main
Oversizing;
AND THAT Council authorizes the use of a Front-Ending Agreement to
reimburse the Developer $118,882.75 (plus HST) for the installation of an
oversized storm sewer main on Dereham Drive;
AND THAT Mayor and Clerk be authorized to execute the Front-Ending
Agreement with Performance Communities Realty Incorporated.
14.7. Recreation, Culture & Park Services
14.7.1. RCP 18-06, Contract Authorization: Trane Sales Agency – N.L. Clarke Sales
Limited
RCP 18-06 Contract Authorization: Trane Sales Agency N.L. Clarke Sales Limited
CCDC-2 Stipulated Price Contract
RCP 17-48 - Implementing an Energy Retrofit at TCC
Proposed Resolution #13
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Council Meeting – Agenda - 6 -
Moved By: Seconded By:
THAT Council receives Report RCP 18-06 Contract Authorization: Trane Sales
Agency – N.L. Clarke Sales Limited;
AND THAT Council authorizes the Mayor and Clerk to sign the contract with
Trane Sales Agency – N.L. Clarke Sales Limited for the Automation component
of the Tillsonburg Community Centre Energy Retrofit;
AND THAT a by-law be brought forward.
15. Unfinished Business
15.1. CL 18-02, Alternate Member of the Upper-Tier Council Appointment
CL 18-02 Alternate Member Upper-Tier Council
CL 18-02 Alternate App Process
Proposed Resolution #14
Moved By: Seconded By:
THAT Council receives Report CL 18-02, Alternate Member of the Upper-Tier
Council Appointment;
AND THAT a By-law be brought forward to appoint ______________ as the
Alternate Member of the Upper-Tier Council.
16. Staff Information Reports
16.1. RCP 18-07, October-December 2017 RCP Departmental Activity Reports
RCP 18-07 - October-December 2017 RCP Departmental Activity Reports
RCP 18-07 - ATT 01 - Oct-Dec 2017 Activity - Rec Programs and Services
RCP 18-07 - ATT 02 - Oct-Dec 2017 Activity - Culture and Heritage
RCP 18-07 - ATT 03 - Oct-Dec 2017 Activity - Parks and Facilities
Proposed Resolution #15
Moved By: Seconded By:
THAT Council receives Report RCP 18-07, October-December 2017 RCP
Departmental Activity Reports, as information.
17. Committee Minutes & Reports
17.1. Long Point Region Conservation Authority Board of Directors Minutes- December
6, 2017 and December 20, 2017
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Council Meeting – Agenda - 7 -
171206 LPRCA Board of Directors Meeting MIN
171220 LPRCA Board of Directors Meeting MIN
Proposed Resolution #16
Moved By: Seconded By:
THAT Council receives the Long Point Region Conservation Authority Board of
Directors Minutes dated December 6, 2017 and December 20, 2017, as
information.
17.2. Committee Minutes
170912 Development MIN
171114 Development MIN
171114 Fire Strat Planning MIN
180111 HBC MIN
Proposed Resolution #17
Moved By: Seconded By:
THAT Council receives the Development Committee Minutes dated November
14, 2017; the Fire Strat Planning Minutes dated November 14, 2017; and the
Heritage, Beautification & Cemetery Committee Minutes dated January 11, 2018,
as information.
18. Notice of Motions
18.1. Notice of Motion
Submitted by: Councillor Rosehart
Notice of Motion - Councillor Rosehart
Notice of Motion
THAT the Town of Tillsonburg Memorial Park Revitalization Sub-committee be
disbanded, effective this date.
19. Resolutions
20. Resolutions Resulting from Closed Session
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Council Meeting – Agenda - 8 -
21. By-Laws
By-Laws from the Meeting of Monday, January 22, 2018
Proposed Resolution #18
Moved By: Seconded By:
21.1. THAT By-Law 4163, To Provide for an Interim Tax Levy for the Year 2018;
By-Law 4164, Dedicated Gas Tax Funds for Public Transportation Program
Schedule A;
By-Law 4166, To Appoint ____________________ as the Alternate Member of the
Upper-Tier Council for the Town of Tillsonburg; and
By-Law 4167, To Authorize Agreement with Performance Communities Realty Inc.
Agreement 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.
Proposed Resolution #19
Moved By: Seconded By:
21.2. THAT By-Law 4157, To prohibit smoking in certain public places (Dog Park)
be read for a 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 #20
Moved By: Seconded By:
21.3. THAT By-Law 4165, To Confirm the Proceedings of the Council Meeting of
January 22, 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.
22. Items of Public Interest
23. Adjournment
Proposed Resolution #21
Moved By: Seconded By:
THAT the Council Meeting of Monday, January 22, 2018 be adjourned at _____ p.m.
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ATTENDANCE Mayor Stephen Molnar
Deputy Mayor Dave Beres
Councillor Brian Stephenson
Councillor Penny Esseltine Councillor Max Adam
Councillor Jim Hayes
Councillor Chris Rosehart
Staff:
David Calder, CAO Rick Cox, Direction of Recreation, Culture & Parks
Dave Rushton, Director of Finance/Treasurer
Kevin DeLeebeeck, Director of Operations
Lana White, Executive Assistant/Deputy Clerk
Laura Pickersgill, Legislative Services Coordinator
Regrets:
Donna Wilson, Town Clerk
1. Call to Order
The meeting was called to order at 6:01pm.
2. Adoption of Agenda
Resolution #1
Moved By: Councillor Rosehart Seconded By: Councillor Hayes
THAT the Agenda as prepared for the Council meeting of Monday, January 08, 2018 be adopted, as amended.
Carried
3. Moment of Silence
The Corporation of the Town of Tillsonburg
COUNCIL MEETING
Monday, January 08, 2018
6:00 PM
Council Chambers
200 Broadway, 2nd Floor
MINUTES
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Council Meeting – Minutes - 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 December 11, 2017 171211 Council MIN Resolution #2
Moved By: Councillor Rosehart Seconded By: Councillor Hayes
THAT the Minutes of the Council Meeting of December 11, 2017, be approved.
Carried 6. Delegations and Presentations
6.1. Tillsonburg BIA- Tourism Oriented Directional Signage
Presented By: Cedric Tomico, Chair- Tillsonburg BIA
Council Delegation- Tillsonburg BIA- Tourism Oriented Directional Signage Mr. Cedric Tomico presented on behalf of the Tillsonburg BIA asking for council’s
support for tourism signage to be placed on Highway #3 and Highway #19.
The proposed locations of the signs to be provided.
Resolution #3 Moved By: Councillor Hayes Seconded By: Councillor Rosehart
THAT the Delegation from the Tillsonburg BIA, regarding Tourism Oriented
Directional Signage, be received as information;
AND THAT Council supports the application for the Tourism Oriented Directional
Signage to be located at Hwy # 3 and Hwy # 19 in the Town of Tillsonburg. Carried
6.2. Watersmart Message
Presented By: Julie Dawley & Rhiannon Collins
Rhiannon Collins, a lifeguard at the Tillsonburg Community Centre, noted that there are approximately 3500 students taught swimming lessons by the Tillsonburg
Aquatics Department annually.
The presentation included ice safety and its associated hazards.
Space is still available for swimming lessons and drop in lessons are available on
Saturdays.
Resolution #4
Moved By: Councillor Hayes Seconded By: Councillor Rosehart
THAT Council received the Watersmart Message Presentation as information.
Carried
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Council Meeting – Minutes - 3 -
6.3. Concerns regarding By-Law 4157- to Prohibit Smoking in Certain Public Places (Dog Park)
Marcel Rosehart appeared before council to express his concerns on the
enforcement of prohibiting smoking on the trail adjacent to the dog park. By-Law 4157 will be brought forward for first and second readings at this date and third reading at the next council meeting.
Resolution #4A
Moved By: Deputy Mayor Beres Seconded By: Councillor Adam
THAT Council receives the delegation of Marcel Rosehart regarding By-Law 4157-
to Prohibit Smoking in Certain Public Places (Dog Park) as information.
Carried
7. Committee Reports & Presentations 7.1. PRA 18-01 Memorial Park Master Plan
PRA 18-01 - Memorial Park Master Plan
Master Plan for Memorial Park and Lake Lisgar - November 2017
Committee Request Form
Presented By: Mel Getty, Committee Chair Mel Getty presented the Memorial Park Master Plan prepared by the Memorial Park
Revitalization Subcommittee.
The committee is requesting council support in order for staff to move forward with
future planning in Memorial Park.
Resolution #5 Moved By: Deputy Mayor Beres Seconded By: Councillor Adam
THAT Report PRA 18-01 – Memorial Park Master Plan be received as information;
AND THAT Council confirm the Master Plan for Memorial Park & Lake Lisgar –
November 2017 as recommended by the Memorial Park Revitalization
Subcommittee and the Parks and Recreation Advisory Committee; AND THAT the Master Plan for Memorial Park & Lake Lisgar – November 2017 be
forwarded to Town staff for implementation.
AND THAT Staff report back on the implementation plan.
Carried
Resolution #6 Moved By: Deputy Mayor Beres Seconded By: Councillor Adam
THAT Council move into Committee of Adjustment to hear an application for Minor
Variance at 7:56pm.
Carried
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Council Meeting – Minutes - 4 -
8. Public Meetings 8.1. Application for Minor Variance- A-10/17- Ed & Maureen McLaughlin, 64 Oxford
Street
A10-17 Report
Report Attachments Application A10-17 Eric Gilbert, Development Planner, County of Oxford, appeared before Council and
presented Application for Minor Variance A-10/17.
Opportunity was given for Council to ask questions.
Les Lonsbary, the agent on behalf of the applicant, noted that they wish to alter the minor variance request. Mr. Lonsbary proposed that, due to the fact that there is a retaining wall and incline on the hill where this sign will be located, it would be better
situated closer to the lot line.
No members of the public appeared in support of, or in opposition to, the application.
It was noted that the comments section of the report contained no recognized concerns from the public.
Resolution #7
Moved By: Deputy Mayor Beres Seconded By: Councillor Adam
THAT the Tillsonburg Committee of Adjustment approve Application File A-10/17, submitted by Les Lonsbary (Maureen McLaughlin), for lands described as Lots 1152,1169 and Part Lot 1170, Plan 500, municipally known as 64 Oxford Street,
Town of Tillsonburg, as it relates to:
1. Relief from Section 5.13.3 – Storage, Display and Signage, to
permit a sign for a home occupation (bed and breakfast establishment), being 2.3 m2 (24.75 ft2) in size, in place of the maximum 1 m2 (10.8 ft2) permitted in the Zoning By-law;
2. Relief from Section 5.13.3 – Storage, Display and Signage, to
permit the proposed sign to be located at the entrance to the
subject property, rather than directly attached to the wall of the
residential dwelling, as required.
Subject to the following conditions:
i. Relief shall be granted from the Town of Tillsonburg Sign By-
law (By-law 3798);
ii. The proposed sign shall be a maximum of 2.3 m2 (24.8 ft2) in size; iii. The proposed sign shall be a maximum height of 1.5 m (5 ft),
and;
iv. The proposed sign shall be located no closer than 3 m (9.8
ft) to the existing driveway. Carried
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Council Meeting – Minutes - 5 -
Resolution #8 Moved By: Councillor Adam Seconded By: Deputy Mayor Beres
THAT Council move out of Committee of Adjustment and move back into regular
session at 8:13pm.
Carried
9. Planning Applications 10. Information Items
11. Mayor
12. Quarterly Reports
13. Reports from Departments 13.1. Chief Administrative Officer
13.2. Clerk’s Office
13.2.1. CL 18-01, Alternate Member of the Upper-Tier Council
CL 18-01 Alternate Member Upper-Tier Council
Alternate App Process Resolution #9
Moved By: Councillor Adam Seconded By: Deputy Mayor Beres
THAT Council receives Report CL 18-01, Alternate Member of the Upper-Tier
Council; AND THAT Council endorses Option 2. Carried
13.3. Development and Communication Services
13.4. Finance 13.5. Fire and Emergency Services 13.6. Operations
13.7. Recreation, Culture & Park Services
14. Unfinished Business 14.1. RCP 18-01 – FCM Municipal Asset Management Program Funding Application
RCP 18-01 - FCM Municipal Asset Management Program Funding Application
FCM MAMP Application Guide
Resolution #10 Moved By: Councillor Adam Seconded By: Deputy Mayor Beres
THAT Report RCP 18-01 – FCM Municipal Asset Management Program Funding
Application be received for information;
AND THAT that Council directs staff to apply for a grant opportunity from the Federation of Canadian Municipalities’ Municipal Asset Management Program for the Tillsonburg Asset Management Plan Implementation Project;
AND THAT the Municipality commits to conducting data integration, internal capacity
building, and software implementation activities in its proposed project submitted to
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Council Meeting – Minutes - 6 -
the Federation of Canadian Municipalities’ Municipal Asset Management Program to advance our asset management program;
AND THAT the Municipality commits $150,000 (inclusive of the $50,000 in FCM
grant funding) from the 2018 Capital Budget toward the costs of this initiative.
Carried 15. Staff Information Reports
16. Committee Minutes & Reports
16.1. Committee Minutes 171030 Mem Park MIN 171123 Museum MIN
171206 Special Awards MIN
171207 Heritage, Beautification, Cemetery Committee MIN
171211 Airport Advisory MIN Staff to provide a report to Council regarding the pump track funding.
Resolution #11
Moved By: Councillor Esseltine Seconded By: Councillor Stephenson
THAT Council receives the Memorial Park Revitalization Minutes dated October 30, 2017, the Museum Advisory Committee Minutes dated November 23, 2017, the Special Awards Committee Minutes dated December 6, 2017, the Heritage,
Beautification & Cemetery Advisory Committee Minutes dated December 7, 2017
and the Airport Advisory Committee Minutes dated December 11, 2017, as
information. Carried
17. Notice of Motions
Motion to Reconsider
Moved By: Deputy Mayor Beres THAT Tillsonburg Town Council host an open ‘Town Hall’ meeting as an opportunity
for residents to bring forward their concerns.
18. Resolutions 19. Resolutions Resulting from Closed Session
20. By-Laws
By-Laws from the Meeting of Monday, January 08, 2018
Resolution #12
Moved By: Councillor Esseltine Seconded By: Councillor Stephenson
THAT By-law 4156, to Adopt a Schedule of Fees for certain Municipal Applications,
Service and Permits, Schedule A-2018 Rates Fees, Schedule A be read for a third
and final reading and that they Mayor and the Clerk be and are hereby authorized to
sign the same, and place the corporate seal thereunto.
Carried
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Council Meeting – Minutes - 7 -
Resolution #13 Moved By: Councillor Stephenson Seconded By: Councillor Esseltine
THAT By-Law 4157, To Amend By-Law 3596, To Prohibit Smoking in Certain Public
Places (Dog Park); be read for first and second reading.
Carried
Resolution #13A Moved By: Councillor Stephenson Seconded By: Councillor Esseltine
AND THAT By-Law 4162,To Enter into a Memorandum of Understanding Between
the Town of Tillsonburg and the Tillsonburg District Craft Guild, 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 #14
Moved By: Councillor Stephenson Seconded By: Councillor Esseltine
THAT By-law 4160, To confirm the proceedings of Council at its meeting held on the
8th day of January, 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
21. Items of Public Interest The public were reminded that the Council budget meeting scheduled for January 15, 2018 will begin at 9:00am.
22. Adjournment
Resolution #15 Moved By: Councillor Stephenson Seconded By: Councillor Esseltine
THAT the Council Meeting of Monday, January 08, 2018 be adjourned at 8:50 p.m.
Carried
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INFRASTRUCTURE CANADA’S
SMART CITIES CHALLENGE
Jay Heaman, Strategic Initiatives, Oxford CountyJanuary-February 2018 Partner Municipal Council Presentations
18
•Bullet 1
•Bullet 2
•Bullet 3
“I am challenging leaders to be
bold and think outside-the-
box. I want you to approach the
Challenge through a lens of
transparency, experimentation,
inclusiveness, empowerment,
and knowledge-sharing…. And
above all, I want you to think
about what will have the biggest
impact on the people who call
your communities home.”
THE CHALLENGE
19
•Establish a Challenge
Statement
“A vibrant,
prosperous, and
responsible Oxford
for all.”
•Deliver meaningful
outcomes for
community residents
through the use of
connected
technology and data
REQUIREMENTS
20
Preliminary proposal qualifies as a
“smart city” proposal: it achieves
positive outcomes for residents by
leveraging connected technology and
data
Preliminary proposal has the potential
to achieve the outcome (or outcomes)
through the smart city approach
Implementation is feasible given its
scope and size
Scope and size are suited to achieving
the expected outcome:
>Proposal is, or will be, open,
interoperable, scalable, and
replicable
Our strengths
•Readiness to
Implement
•Partnerships
EVALUATING OUR PROPOSAL
21
LINKING OUR SUSTAINABILITY PILLARS TO THE
“SMART CITIES” AREAS OF FOCUS
APPROACH
22
AN OPPORTUNITY TO FURTHER OUR SUSTAINABILITY
INITIATIVES…
•20 finalists will
receive $250,000
to implement plans
•5 winners will
receive prizes
between $5 and
$50 million
•All participants will
benefit through the
sharing of ideas
and best practices
THE PRIZE
23
TIMELINE OF THE SMART CITIES CHALLENGE PROCESS
First-round applications to be received by Infrastructure Canada by April 24, 2018
TIMING
24
OXFORD’S
SUBMISSION
25
•Passive House standard for municipal housing
•New Oxford County Waste Management Facility
BUILDING
TRANSFORMATION
FOR ZERO CARBON FOOTPRINT
26
•A hub for research,
education and
innovation
•Partners include
CUTRIC, York
University SEI
SUSTAINABILITY
CLUSTER
27
www.futureoxford.ca
•First municipality in Ontario to commit to achieving 100% renewable energy
•100% RE Plan (2016)
100% RE BY 2050
28
•EV Charging stations
•Municipal green fleet, including Canada’s first hybrid ambulance and first CNG snowplow
LOW-CARBON
TRANSPORTATION
29
•Zero Waste Plan (2016)
•Extending lifespan of current landfill to 2100from 2043
•Exploring options in waste reduction and recovery technologies
ACHIEVING
ZERO WASTE
30
•Canadian Index of Wellbeing
•Oxford Community Wellbeing Survey and final report (2016)
•Community leader workshop (2017)
COMMUNITY
WELLBEING
•County Council resolution (Nov 2017)
•Achievable… wellbeing for all…“the right thing to do”
ACHIEVING
ZERO POVERTY
31
•Strategy for Southwestern Ontario
•New Directions (2016)
•Empowering Ontario’s Short Line Railways (2017)
•High-performance rail advocacy
REGIONAL
TRANSPORTATION
32
FUTURE OXFORD
33
QUESTIONS?
34
OFFICE OF THE C.A.O./ CLERK
P. O. Box 1614, 21 Reeve Street
Woodstock, Ontario N4S 7Y3
Phone: 519-539-9800 Fax: 519-421-4712
Web site: www.oxfordcounty.ca
MEMO
DATE: January 11, 2018
TO: Area Municipal Clerks and CAOs
CC: Warden David Mayberry, County of Oxford
Peter Crockett, CAO, County of Oxford
Jay Heaman, Manager, Strategic Initiatives, County of Oxford
FROM: Brenda Tabor, Clerk
RE: Infrastructure Canada’s Smart Cities Challenge
Please be advised that Oxford County Council, at its meeting held on January 10, 2018, adopted,
by resolution, the following recommendations contained in Report No. CAO 2018-01 (attached):
1. That County Council authorize the Chief Administrative Officer to submit appropriate
applications to Infrastructure Canada’s Smart Cities Challenge as outlined in Report No.
CAO 2018-01;
2. And further, that County Council requests a supporting resolution from the eight Area
Municipal Councils for the development of an Oxford Municipal Partners submission to the
Smart Cities Challenge, to be received by March 2, 2018;
3. And further, that County Council establish the Smart Cities Challenge Ad Hoc Committee to
be comprised of the Warden (Chair and SWOX representative) and one non-County
Councillor member to be appointed by each of the remaining Area Municipal Councils by
March 2, 2018;
4. And further, that staff establish an Oxford Municipal Partners working committee, as
outlined in Report CAO 2018-01, to coordinate the development of the Oxford Municipal
Partners Smart Cities Challenge submission.
…2
35
- 2 -
Memo
January 11, 2018
Infrastructure Canada’s Smart Cities Challenge
As is indicated in recommendation 2, Oxford County Council is requesting supporting resolutions from
its eight Area Municipal Councils by March 2, 2018.
Recommendation 3 is seeking names of non-County Councillor members from each of the Councils
of the Townships of Blandford-Blenheim, East Zorra-Tavistock, Norwich, and Zorra, the Towns of
Ingersoll and Tillsonburg, and the City of Woodstock to be appointed to the Smart Cities Challenge
Ad Hoc Committee. The Township of South-West Oxford will be represented by Mayor David
Mayberry, Oxford County Warden, as Chair. Again, due to time constraints, the County is requesting
the name of your appointee by March 2, 2018.
A sample resolution, for your Council’s consideration, is as follows:
That the Council of the supports an Oxford
Municipal Partners submission to the Smart Cities Challenge;
And further, that Council appoints Councillor to the Smart
Cities Challenge Ad Hoc Committee. (this clause would not apply to South-West Oxford)
Jay Heaman, the County’s Manager of Strategic Initiatives, has been reaching out to Area Municipal
staff regarding the establishment of the Oxford Municipal Partners working committee, outlined in
recommendation 4, and to schedule a delegation to your Council with regard to a presentation on the
Smart Cities Challenge. I would appreciate that this correspondence be timed on an agenda to
coordinate with Jay’s presentation to your Council.
The County looks forward to your Council’s support regarding the development of an Oxford
Municipal Partners submission to the Challenge and would appreciate early receipt of a resolution in
that regard as well as the name of your non-County Councillor appointee to the Committee.
Thank you for your attention to this time sensitive request.
Brenda J. Tabor,
Clerk
36
Report No: CAO 2018 - 01
CAO/CLERK
Council Date: January 10, 2018
Page 1 of 9
To: Warden and Members of County Council
From: Chief Administrative Officer
Infrastructure Canada’s Smart Cities Challenge
RECOMMENDATIONS
1. That County Council authorize the Chief Administrative Officer to submit
appropriate applications to Infrastructure Canada’s Smart Cities Challenge as
outlined in Report No. CAO 2018-01;
2. And further, that County Council requests a supporting resolution from the eight
Area Municipal Councils for the development of an Oxford Municipal Partners
submission to the Smart Cities Challenge, to be received by March 2, 2018;
3. And further, that County Council establish the Smart Cities Challenge AdHoc
Committee to be comprised of the Warden (Chair and SWOX representative) and
one non-County Councillor member to be appointed by each of the remaining
Area Municipal Councils by March 2, 2018;
4. And further, that staff establish an Oxford Municipal Partners working committee,
as outlined in Report CAO 2018-01, to coordinate the development of the Oxford
Municipal Partners Smart Cities Challenge submission.
REPORT HIGHLIGHTS
On November 23, 2017, Infrastructure Canada (IC) released the Smart Cities Challenge with
the objective of empowering communities across the country to address local issues their
residents face through new partnerships, using a Smart Cities approach.
According to IC, a Smart Cities approach means achieving meaningful outcomes for
residents through the use of data and connected technology. This approach can be adopted
by any community, big or small.
Applicants are encouraged to prepare a Challenge Statement and overview based on a 20
question summary by April 24, 2018. Finalists will be announced in summer 2018 and will
receive support (up to $250,000) to develop their Smart Cities proposals.
Oxford County is ideally suited to participate in this Canada-wide challenge based on
experience in the development of sustainability planning and stakeholder engagement.
Four prizes are available ranging from $5 - $50 million dollars, however the real value of
participation lies in the opportunity to share experiences and improve outcomes based on
best practices and innovative ideas derived from other municipal challenge participants.
This report seeks Council approval, and requests our Area Municipal support and participation
in an Oxford Municipal Partners submission to the Smart Cities Challenge.
37
Report No: CAO 2018-01
CAO/CLERK
Council Date: January 10, 2018
Page 2 of 9
Implementation Points
With adoption of this report, staff will seek participation of the Area Municipal Chief
Administrative Officers on the submission working committee as outlined in this report. With the
support of the Area Municipal CAOs, staff will also present to each of the Area Municipal
Councils at the first opportunity seeking support for their submission participation and
appointments to the Smart Cities Challenge Ad Hoc Committee as outlined in this report. The
work will culminate in a submission to the Smart Cities Challenge process on or immediately
prior to the April 24, 2018 deadline.
Financial Impact
The Smart Cities Challenge is a nation-wide competition that will only lead to financial support
for 20 selected finalists and 4 final prize winners. Since our application will be based on existing
initiatives associated with sustainability planning in Oxford County, the cost to participate will be
limited to the gathering of data into the required format of the program application.
While there is no direct compensation for municipalities who prepare and submit applications to
participate in the Challenge, there is the possibility of funding support to further develop the
program ($250,000 allotted to 20 finalists), followed by the chance to be recognized with one of
four final prizes ranging from $5 to $50 million dollars.
Risks/Implications
There is no known risk to participation. Participation in this Challenge will allow Oxford County
and partners to raise the profile of sustainability leadership and planning already in process,
while opening the door to review and monitoring of new ideas and innovative thinking from
across Canada.
Strategic Plan (2015-2018)
County Council adopted the County of Oxford Strategic Plan (2015-2018) at its regular meeting
held May 27, 2015. The initiative contained within this report supports the Values and Strategic
Directions as set out in the Strategic Plan as it pertains to the following Strategic Directions:
3. iii. A County that Thinks Ahead and Wisely Shapes the Future - Demonstrated commitment to
sustainability by:
- Ensuring that all significant decisions are informed by assessing all options with regard to
the community, economic and environmental implications including:
o Responsible environmental leadership and stewardship
o Supporting the community implementation of the Community Sustainability Plan
38
Report No: CAO 2018-01
CAO/CLERK
Council Date: January 10, 2018
Page 3 of 9
DISCUSSION
Background
In 2015, County Council adopted resolutions endorsing the Future Oxford Community
Sustainability Plan, subsequently leading to a wide range of social and technology initiatives
that will further lead to innovation across many sectors of municipal and community services.
In late 2017, Infrastructure Canada announced the Smart Cities Challenge and issued a
Canada-wide challenge to municipalities to “bring forward their best ideas for improving the lives
of their residents through innovation, data and connected technology”. The Smart Cities
submission deadline is April 24, 2018.
Comments
The Smart Cities Challenge was announced in the summer of 2017 and included basic program
details via a single Internet page hosted by Infrastructure Canada. The basic outline of this
program suggests a close alignment with the Future Oxford Sustainability Plan and echoes
much of the municipal leadership presently demonstrated by all municipal partners within Oxford
County.
Over the past four years, Oxford County and partners have created several community driven
initiatives that essentially challenge our own community to reach beyond status quo.
Participation in Infrastructure Canada’s Smart Cities Challenge is a logical next step and will
enable further shaping of our own planning processes. This Challenge will attract a diverse mix
of municipalities from across Canada that will raise the profile of Oxford County and allow for
the sharing of best practices among all municipal participants.
In the program announcement, Minister of Infrastructure and Communities, Amarjeet Sohi
issued a message to all Canadian municipalities, challenging us to “be bold and to think outside-
the-box”. In the same letter, Minister Sohi frames his challenge:
“I am challenging leaders to be bold and think outside-the-box. I want
you to approach the Challenge through a lens of transparency,
experimentation, inclusiveness, empowerment, and knowledge-sharing.
And above all, I want you to think about what will have the biggest
impact on the people who call your communities home. ”
39
Report No: CAO 2018-01
CAO/CLERK
Council Date: January 10, 2018
Page 4 of 9
Over the past four years, Oxford has worked together as municipal and community leaders for
the purpose of forging new relationships, establishing a diverse set of initiatives and goals,
creating measurable outcomes and establishing new social and technology innovations with an
objective to make them repeatable and scalable.
These initiatives align directly with the guiding
principles found in the Smart Cities Challenge
criteria and will continue to serve as the
foundation for continued development of our
plans.
The true value of our participation in the Smart
Cities Challenge lies not in the promise of
receiving a prize, or even becoming a finalist.
Rather, the most compelling reason to
participate is the very process of reframing our
existing initiatives within the structure of a
nation-wide leadership challenge that will
ultimately lead to the sharing of new ideas, the formation of new partnerships and the
acceleration of improvements within or own community right here in Oxford County.
Program and Application Overview
The Challenge application process involves the completion of 20 questions designed to help
guide the applicant through the process of shaping an initial proposal. This proposal will be the
initial document used to enter the first stage of the competition and will be reviewed by an
independent jury of up to 15 members from across Canada. Access to an overview presentation
slide deck (Attachment 1) and the Smart Cities Challenge Application Guide have been
provided for ease of reference.
Preliminary Proposal
Challenge Statement
The Challenge Statement is an important first step in the application process. With a limit of 50
words, each applicant must provide a short description of their proposal that meets the criteria
of being “ambitious, measurable, and achievable through the proposed use of data and
connected technology”.
As an example, we can refer to our existing Future Oxford vision statement “A vibrant,
prosperous, and responsible Oxford for all.”
This statement may need to be modified to recognize the use of data and connected
technology, however the important message here is the fact that Oxford County has clearly
committed to the spirit and intent of the Smart Cities Challenge.
40
Report No: CAO 2018-01
CAO/CLERK
Council Date: January 10, 2018
Page 5 of 9
Outcomes & Community Participation
A common theme throughout the Smart Cities Challenge is the demonstration of how data and
connected technology can achieve a meaningful and measureable outcome for residents. An
important aspect of our proposal is to illustrate how data and connected technology is the ‘glue
that binds’ the many outcomes of our existing sustainability planning processes.
As an example, our community wellness, renewable energy and zero waste objectives are
among the most aggressive in Canada. During initial planning processes it quickly became
apparent that evidence of baseline data (where are we now?) is a prerequisite to effective
planning and project implementation going forward (where do we need to be?).
While data and connected technology are critical, it is important that we demonstrate the
environmental, social and economic goals and outcomes upon which the technology is based.
Finally, the importance of community participation must be explained, and the principles of
transparency, experimentation, inclusiveness, empowerment and knowledge-sharing as
highlighted by Minister Sohi must be integrated into every aspect of our project application.
Once again, an example of extensive public and stakeholder engagement is evident in the
ongoing process inherent in the development of our sustainability plan.
Preliminary Proposal Details
Project Detail & Alignment with Smart Cities Vision
Assembling a series of projects into a single application that is both measurable and feasible will
be no simple task. In several places throughout the guideline, the Ministry notes the importance
of multiple outcomes being acceptable, assuming they are measurable, logical and achievable.
From the perspective of our existing projects, one would be hard-pressed to identify a project
that does NOT touch multiple systems and services throughout our region. However, we have
not yet made a conscious effort to document the cross-service value of each program.
Our application will be evaluated on the following criteria:
Preliminary proposal qualifies as a Smart City proposal: it achieves positive outcomes for
residents by leveraging connected technology and data
Preliminary proposal has the potential to achieve the outcome (or outcomes) through the
Smart City approach
Implementation is feasible given its scope and size
Scope and size are suited to achieving the expected outcome
Proposal is, or will be, open, interoperable, scalable, and replicable.
Existing and planned community engagement is again a critical part of the evaluation process
and recognizes that Oxford County and its partners value public and stakeholder engagement.
41
Report No: CAO 2018-01
CAO/CLERK
Council Date: January 10, 2018
Page 6 of 9
Readiness to Implement
Another strength we bring to this competition is our history of planning and implementing
complex projects across many sectors and services. Creating the vision, engaging the public
and stakeholders, establishing measurable outcomes, implementing cross-sector public
committee work and integrating data and technology into new programs defines our experience
with Future Oxford and partners.
Partnerships
Another often-repeated theme is the importance of effective partnerships. Once again, our
experience to date in the ongoing development of our sustainability plan points to the
importance of, and our success in, the development of relationships across many sectors.
We can point to Future Oxford and the many outcomes of this initiative as evidence of our
success in this regard, however the importance placed by the Ministry should add a certain level
of confidence in our own approach to date in the establishing of multi-stakeholder relations and
outreach.
Areas of Focus
Outcomes
Infrastructure Canada seeks to better understand the priorities of participating communities and
as such, are asking participants to select no more than two areas of focus:
The list of focus areas provides a
compelling bridge back to the pillars
of our Future Oxford Sustainability
plan. The illustration associates each
area of focus noted within the
Challenge and links it back to at least
one of our three pillars. As
demonstrated within our own graphic,
the premise of our sustainability plan
is the fact that a vibrant community
and economy can only be achieved
within the confines of a limited
environment. By creating this bridge
and associating outcomes with
sustainability plan pillars, we establish a natural flow of priorities. Environment becomes our
priority and we must then choose a second priority based on one of empowerment and
inclusion, healthy living and recreation or safety and security.
As further evidence of the value our sustainability plan brings to this challenge is the fact that all
areas of focus can (and must) be part of the overall shape of our outcomes. While we are
required to choose only two areas of focus, we are encouraged to illustrate how the remaining
areas of focus will be supported and developed as part of the overall application and projects.
42
Report No: CAO 2018-01
CAO/CLERK
Council Date: January 10, 2018
Page 7 of 9
Again, the planning and activities already in play within our sustainability plan are already
establishing the foundation for our Smart Cities application.
Community Systems and Services
Infrastructure Canada provides a list of suggested systems and services for consideration and
encourages participants to reference and even expand on the suggested list:
Arts and culture
Economic development
Education and training
Emergency services and enforcement
Environment
Land use planning and development
Public health
Recreation and parks
Roads and transportation
Social services
Waste
Water and wastewater
Participants are encouraged to “mobilize and connect different community systems and services
to achieve your outcome”, something that we are embracing on several fronts. As an example,
our exploration into high-performance building is linking energy, occupant comfort, affordability,
GHG reduction, renewable energy and several other areas. This one example of sustainable
building technology will represent multiple areas of focus with a planned outcome of being
repeatable and scalable across our own community and beyond our own borders.
Participation alongside other Canadian cohorts will assist us in our own development exercise
as we continually gauge our own design and progress against the metric of scalability across
sectors and across municipal borders.
Technologies
Once again, an encouraging pattern is emerging when considering identified technologies and
innovation planning within Oxford County to that of the Smart Cities Challenge.
A significant aspect of our sustainability plan involves awareness of new and emerging
technologies and identifying ways to lever new technologies into our systems and service
provision to our community.
43
Report No: CAO 2018-01
CAO/CLERK
Council Date: January 10, 2018
Page 8 of 9
Every technology noted by Infrastructure Canada in this list has been raised in our project
planning exercises, or otherwise included within programs to some extent:
Artificial Intelligence (AI)
Assistive technology
Augmented reality (AR) or Virtual reality (VR)
Autonomous and connected vehicles
Big data analytics
Cloud computing
Enterprise solutions
Environmental monitoring
Geospatial
Health or Medical technology
Internet of Things (IoT)
Mobile applications
Networks
Open data platforms
Payment platforms
Sensors
Video analytics
Wearables
From a community facing perspective, our sustainability cluster concept is an example of an
initiative in Oxford County of our desire to establish multiple partnerships across all sectors of
our community for the purpose of inclusion, brainstorming, design and ultimately implementation
of new and yet-to-be-thought-of solutions in the development of a Smart Community.
Developing an Oxford Municipal Partners Submission
The Smart Cities Challenge process requires community consultation and further encourages
partnerships with industry and academia. Moreover, the application rules specifically encourage
municipal partnerships within Regions and/or multi-tiered municipal governing structures in that
the process allows only a single application within any geographic boundary. As such, while
any one of Oxford’s municipal partners may apply independently, the geographic boundary of
the individual application cannot be duplicated in a second application. The application process
specifically requires a supporting resolution from each of the local governments within the
geographic boundary of the submission. In reviewing the application process, staff believe our
best collective opportunity rests within a joint submission supported by all Area Municipal
Councils and County Council. Staff are confident that a plan which advances the broader
Future Oxford Community Sustainability Plan through specific initiatives within each of the area
municipalities will result in a compelling submission.
44
Report No: CAO 2018-01
CAO/CLERK
Council Date: January 10, 2018
Page 9 of 9
To guide the submission process, staff propose that County Council establish the Smart Cities
Challenge Ad Hoc Committee as the submission Steering Committee. The Smart Cities
Challenge Ad Hoc Committee, to be chaired by the Warden would be comprised of an
appointed member from each of the remaining seven Area Municipalities (Warden Mayberry
being SWOX representative). However, to ensure that the Ad Hoc Committee does not
represent quorum of County Council, area municipal representatives cannot be members of
County Council. A working committee, comprised of appropriate County and Area Municipal
staff, will be established to coordinate the development of the detailed submission with guidance
from the Ad Hoc Committee.
Given the April 24, 2018 submission deadline, the timeframe for developing a submission will be
extremely short. As such, staff will immediately seek participation of the Area Municipal Chief
Administrative Officers on the submission working committee as outlined in this report. Further,
and with the support of the Area Municipal CAOs, staff will also present to each of the Area
Municipal Councils at the first opportunity seeking support for their submission participation and
appointments to the Smart Cities Challenge Ad Hoc Committee as outlined in this report.
Conclusions
The Smart Cities Challenge affords Oxford County, its Area Municipal partners, business,
community and academic partners with a tremendous opportunity to leverage the strategic
value, community commitment and efforts surrounding the Future Oxford Community
Sustainability Plan initiative to date. A comprehensive coordinated submission to the challenge
provides the Oxford Municipal Partners unmatched opportunity to advance the plan’s
implementation and accelerate Oxford’s achievements in community wellbeing, economic
vitality and environmental stewardship.
SIGNATURES
Report Author:
Original signed by
Jay Heaman
Manager, Strategic Initiatives
Approved for submission:
Original signed by
Peter M. Crockett, P. Eng.
Chief Administrative Officer
ATTACHMENTS
Attachment 1 ENG Deck Presentation INFC 2017 11 29
45
SMART
CITIES
CHALLENGE
WebEx Information Session
December 15th, 2017
CAO 2018-01
Attachment 1
46
OVERVIEW
2
•This new, innovative Challenge is calling on communities across
the country to bring forward their best ideas for improving the
lives of their residents through innovation, data and connected
technology
•We expect innovative and big thinking from all communities –
small towns, large urban centres, and Indigenous communities
•The Smart Cities Challenge is the first program delivered on the
new Impact Canada Initiative platform
•All of the information required to participate in the Smart Cities
Challenge can be found on the platform, which is now live, at:
http://impact.canada.ca
47
CREATING A PLATFORM FOR BOLD IDEAS
The competition is now open
one prize of up to $5 million
open to all communities with
populations under
30,000 people
two prizes of up to $10 million
open to all communities with
populations under
500,000 people
one prize of up to $50
million open to all
communities, regardless
of population
348
…TO ACHIEVE MEANINGFUL IMPACT
SPREAD THE BENEFIT TO ALL
CANADIANS
FORGE NEW PARTNERSHIPS
& NETWORKS
EMPOWER COMMUNITIES
TO INNOVATE
REALIZE OUTCOMES
FOR RESIDENTS
449
LETTING COMMUNITIES LEAD THE
WAY…
A smart city approach is one that delivers meaningful outcomes for community residents through the use of connected technology and data.
Each community will define its own “Challenge Statement,” which
can touch any aspect of community life so that residents:
550
…BY HARNESSING THE INHERENT
POTENTIAL OF DATA AND
CONNECTED TECHNOLOGY
Providing direct
visibility on how
decisions are
made, empowering
residents and
enhancing how
they interact with
public institutions
Breaking down silos,
coordinating
systems and getting
“all hands on deck”
to tackle issues from
the resident’s
perspective
Scaling up
solutions that work,
transferring them to
other communities
to address similar
challenges
Sharing information,
enabling new forms
of collaboration
between traditional
and non-traditional
partners
651
STEP 1: APPLICATION
Engagement within the community:Applications are submitted by community leadership (e.g. municipality, regional government, Indigenous community) that works across diverse actors in the community to identify issues
Creation of “Challenge Statement”:A compelling, measurable goal that frames every Smart Cities Challenge application by describing the meaningful outcome or outcomes to be achieved through data and connected technology
Development of applications:Communities prepare their applications using the applicant guide and submit them through an online application form.
Applications are due on April 24, 2018.
Communicating with Infrastructure Canada (INFC): Communities contact INFC with questions about eligibility as they invest time and effort in preparing their applications
752
STEP 2: SELECTION OF
FINALISTS
Posting of online applications: Summaries of eligible applications are posted on the Challenge website; full applications are posted online to generate discussions at the community levels
Review by experts:Every application undergoes a review by experts from
inside and outside government
Review by independent Jury:An independent Jury will review all applications and recommend up to 5 finalists per prize to the Minister of Infrastructure and Communities
Justification of Challenge Statement:The merit and justification of the
Challenge Statement carries the largest weighting in the evaluation
Announcement of finalists in early summer 2018
Selection of up to 5 finalists per prize:Finalists who are selected receive a $250,000 grant to develop a final proposal
853
STEP 3: FINAL PROPOSAL
Development of detailed plan and business case: Finalists submit fully-implementable plans that outline all design, planning and project management details
Development of milestones toward outcomes:Finalists establish milestones that lay out the plan for implementation and guide progress toward achieving their Challenge Statement
Establishing partnerships:Finalists establish project governance, formalize roles, and advance partnerships and contracts with the private sector and civil society groups
Submission of final proposals:Final proposals are due in Winter 2019
954
STEP 4: SELECTION OF
WINNERS
Review by experts:Final proposals are reviewed by experts from inside and outside government and include detailed review of project feasibility
Assessment of readiness to implement:Final proposals are evaluated on project feasibility, strength of business case, and the clear links to proposed outcome or outcomes established in the Challenge Statement
Review by independent Jury:Jury reviews all final proposals and recommends winners to the Minister of Infrastructure and Communities
Selection of winners:Winners in each category receive a prize through outcomes-based contribution agreements with Infrastructure Canada
Announcement of winners in spring 2019
1055
STEP 5: IMPLEMENTATION
Monitoring of progress: Infrastructure Canada works closely with winners to monitor progress towards established outcome or outcomes
Course Corrections: Approaches are adjusted to refocus progress towards achieving desired outcome or outcomes if necessary
Dissemination of lessons learned: Evidence is gathered from participant experiences and shared with Canadian communities
Implementation of projects over 2-5 year timelines
1156
SUMMARY AND KEY POINTS
12
Updates and news on the Challenge will posted
on:
http://impact.Canada.ca
www.infrastructure.gc.ca
#smartcitiesCanada
The Smart Cities Challenge Office is
available to help with enquiries at
infc.sc-vi.infc@canada.ca
Community leadership is
key. Bringing residents
together to engage on
issues that are rooted in
the community
Solutions are driven by
achieving meaningful
outcomes, by leveraging smart
use of technology solutions,
not just pushing technology
INFC welcomes early
engagement from
communities that have
questions about eligibility or
application process
57
SMART
CITIES
CHALLENGE
WebEx Information Session
December 15th, 2017
58
OVERVIEW
2
•This new, innovative Challenge is calling on communities across
the country to bring forward their best ideas for improving the
lives of their residents through innovation, data and connected
technology
•We expect innovative and big thinking from all communities –
small towns, large urban centres, and Indigenous communities
•The Smart Cities Challenge is the first program delivered on the
new Impact Canada Initiative platform
•All of the information required to participate in the Smart Cities
Challenge can be found on the platform, which is now live, at:
http://impact.canada.ca
59
CREATING A PLATFORM FOR BOLD IDEAS
The competition is now open
one prize of up to $5 million
open to all communities with
populations under
30,000 people
two prizes of up to $10 million
open to all communities with
populations under
500,000 people
one prize of up to $50
million open to all
communities, regardless
of population
360
…TO ACHIEVE MEANINGFUL IMPACT
SPREAD THE BENEFIT TO ALL
CANADIANS
FORGE NEW PARTNERSHIPS
& NETWORKS
EMPOWER COMMUNITIES
TO INNOVATE
REALIZE OUTCOMES
FOR RESIDENTS
461
LETTING COMMUNITIES LEAD THE
WAY…
A smart city approach is one that delivers meaningful outcomes for community residents through the use of connected technology and data.
Each community will define its own “Challenge Statement,” which
can touch any aspect of community life so that residents:
562
…BY HARNESSING THE INHERENT
POTENTIAL OF DATA AND
CONNECTED TECHNOLOGY
Providing direct
visibility on how
decisions are
made, empowering
residents and
enhancing how
they interact with
public institutions
Breaking down silos,
coordinating
systems and getting
“all hands on deck”
to tackle issues from
the resident’s
perspective
Scaling up
solutions that work,
transferring them to
other communities
to address similar
challenges
Sharing information,
enabling new forms
of collaboration
between traditional
and non-traditional
partners
663
STEP 1: APPLICATION
Engagement within the community:Applications are submitted by community leadership (e.g. municipality, regional government, Indigenous community) that works across diverse actors in the community to identify issues
Creation of “Challenge Statement”:A compelling, measurable goal that frames every Smart Cities Challenge application by describing the meaningful outcome or outcomes to be achieved through data and connected technology
Development of applications:Communities prepare their applications using the applicant guide and submit them through an online application form.
Applications are due on April 24, 2018.
Communicating with Infrastructure Canada (INFC): Communities contact INFC with questions about eligibility as they invest time and effort in preparing their applications
764
STEP 2: SELECTION OF
FINALISTS
Posting of online applications: Summaries of eligible applications are posted on the Challenge website; full applications are posted online to generate discussions at the community levels
Review by experts:Every application undergoes a review by experts from
inside and outside government
Review by independent Jury:An independent Jury will review all applications and recommend up to 5 finalists per prize to the Minister of Infrastructure and Communities
Justification of Challenge Statement:The merit and justification of the
Challenge Statement carries the largest weighting in the evaluation
Announcement of finalists in early summer 2018
Selection of up to 5 finalists per prize:Finalists who are selected receive a $250,000 grant to develop a final proposal
865
STEP 3: FINAL PROPOSAL
Development of detailed plan and business case: Finalists submit fully-implementable plans that outline all design, planning and project management details
Development of milestones toward outcomes:Finalists establish milestones that lay out the plan for implementation and guide progress toward achieving their Challenge Statement
Establishing partnerships:Finalists establish project governance, formalize roles, and advance partnerships and contracts with the private sector and civil society groups
Submission of final proposals:Final proposals are due in Winter 2019
966
STEP 4: SELECTION OF
WINNERS
Review by experts:Final proposals are reviewed by experts from inside and outside government and include detailed review of project feasibility
Assessment of readiness to implement:Final proposals are evaluated on project feasibility, strength of business case, and the clear links to proposed outcome or outcomes established in the Challenge Statement
Review by independent Jury:Jury reviews all final proposals and recommends winners to the Minister of Infrastructure and Communities
Selection of winners:Winners in each category receive a prize through outcomes-based contribution agreements with Infrastructure Canada
Announcement of winners in spring 2019
1067
STEP 5: IMPLEMENTATION
Monitoring of progress: Infrastructure Canada works closely with winners to monitor progress towards established outcome or outcomes
Course Corrections: Approaches are adjusted to refocus progress towards achieving desired outcome or outcomes if necessary
Dissemination of lessons learned: Evidence is gathered from participant experiences and shared with Canadian communities
Implementation of projects over 2-5 year timelines
1168
SUMMARY AND KEY POINTS
12
Updates and news on the Challenge will posted
on:
http://impact.Canada.ca
www.infrastructure.gc.ca
#smartcitiesCanada
The Smart Cities Challenge Office is
available to help with enquiries at
infc.sc-vi.infc@canada.ca
Community leadership is
key. Bringing residents
together to engage on
issues that are rooted in
the community
Solutions are driven by
achieving meaningful
outcomes, by leveraging smart
use of technology solutions,
not just pushing technology
INFC welcomes early
engagement from
communities that have
questions about eligibility or
application process
69
Page 1 of 13
BUSINESS PLAN 2018-19
INTRODUCTION
T:GO is a collaborative, community transportation project initiated under a Ministry of
Transportation Pilot Program to support communities facing barriers to transportation,
particularly rural areas.
The initial Pilot Program ran from March 2015 to March 2017, with a one-year extension
provided by the Ministry to March 2018.
T:GO CALL-N-RIDE is one of the transportation programs developed under the Pilot Program for
Tillsonburg, and has been operating since March 2016. The CT Pilot Program, under which T:GO
currently operates, will end March 31, 2018.
The Steering Committee responsible for the oversight and management of T:GO is putting forth
recommendations to Town Council for continued investment in community transportation after
the completion of the Pilot Program, after March 31, 2018. With the continuation of T:GO into
April 2018 to March 2019, this will bring in much needed provincial funding to the Tillsonburg
community through the Gas Tax. There is an opportunity to further support the current T:GO
Program and extension into out-of-town connections through the MTO Municipal Extension
Pilot Program, with the Town of Tillsonburg taking the lead in the application process.
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Recommendations
1. Continued investment in public transportation by the Town of Tillsonburg
a. That Council adopt a resolution to continue the T:GO Program after the Pilot
Program end – March 31, 2018;
b. That Council adopt the 2018-19 budget, including an investment of $35,200 into
the transportation program;
c. That Council take the lead on the MTO Pilot Program, Municipal Extension
application to access additional funds to support current operations and expand
T:GO to out-of-town transportation, connecting with surrounding communities
and services available in Woodstock and Ingersoll.
2. Request for Proposals for the purpose of contracting out T:GO Operations
a. That Council direct Town Staff to initiate a Request for Proposal process to:
i. Determine operation costs for 2018-19 program year
ii. Enter into a contract with the successful bidder to fulfill T:GO’s daily
operations
THE NEED FOR PUBLIC TRANSPORTATION
T:GO CALL-N-RIDE provides transportation to residents within Tillsonburg at an affordable fare.
The T:GO Bus runs along fixed-routes and schedules, Monday to Friday, 6:00AM to 5:00PM. The
T:GO Call Centre provides information on the service and connects riders to the bus along one
of its scheduled routes. Point-deviation is provided for riders who are unable to meet the T:GO
Bus at a pre-determined stop due to physical limitations.
The T:GO Program, under the Community Transportation Pilot Program, has continued to
demonstrate the need for public transportation in the Tillsonburg community. Since March
2016, T:GO has performed over 13,000 rides to different population groups for a variety of
purposes.
During T:GO’s first year of operation (2016-17), 6872
total rides were performed, with an average of 573
rides per month. Over 9 months of operation in 2017,
T:GO performed 7008 total rides. Based on the
monthly average to-date (779), it is estimated that
the number of total rides performed for 2017-18 will
be over 9300. The ridership growth rate is 3% over
the year from April to December 31, 2017.
Total rides performed are based on the
number of riders per trip.
Rides Performed Average/Month
Mar 2016 - Mar 2017 6872 573
Mar 2017 - Dec 2017 7008 779
Total Rides 13880
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For statistical purposes, T:GO maintains a database of Identified Riders from which information
with regards to gender and age group are gathered. This information helps to determine who is
riding T:GO and where the needs are highest.
Senior riders are those identified
riders who have self-identified, or
qualified, as being 50 years of age or
older. The number of senior riders is
tracked based on the number of
identified riders for each month. On
average, seniors make up 34% of the
number of riders each month.
Others identified include youth (9%
of total identified riders), high school
students (4% of total), and persons
supported through a community
agency, such as Community Living,
Employment Ontario, VON, and Elgin-Oxford Legal Clinic (10% of total).
The largest group of riders consists of those who have not self-identified, nor qualified, as one
of these population groups, and can be classed as the “general public”. This group, on average,
makes up 43% of total identified riders.
Furthermore, women and girls make up the majority of riders overall at 69% of the ridership.
This statistic, along with those previously stated, identify the population groups in Tillsonburg
that depend on a low-cost fare to access services in town. Women have been identified as a
population group that face transportation barriers significantly in rural areas. The 2016 Canada
Census identified 47.5% of Tillsonburg’s population as 50 years of age and older. Some senior
riders have indicated their inability to drive due to a health problem; others are looking to
minimize their expenses, or are challenged by the winter weather. As the second highest
identified rider group, this speaks to a need for transportation among a larger portion of
Tillsonburg residents. Youth are using T:GO to access Job Training, interviews, and employment
– typically a group challenged by limited transportation options due to the cost of owning and
operating a vehicle and minimum wage income.
Employment is the highest, identified trip purpose for T:GO, making up for 51% of total trips for
2017. This includes going to and from work, and job interviews for adults and youth. Riders
have commented that through T:GO this has helped with household budgets – redirecting
savings to healthier foods, being able to afford getting to work, particularly in the early days of
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employment. With an affordable transportation option in Tillsonburg, residents can get to work
reliably, and participate more in the local economy.
Accessing retail services
is second highest in
terms of trip purpose
(19% of total trips). This
is more than just
shopping; this allows
seniors to affordably get
to the bank to pay bills,
picking up essentials, or
simply getting out of the
house. Residents on
fixed- or low-incomes
can afford to be part of
the community by simply
going downtown, or
getting to affordable shops for clothing and necessities.
Community Day Programs (6% of total trips) provides access to senior programs at the Senior
Centre, Public Library, and the VON; as well as adult programs at the Community Centre.
T:GO also provides a low-cost option for parents who need to get their children to daycare, as
well as connecting care givers with family (4%).
Access to affordable, public transportation has provided opportunities for many Tillsonburg
residents to access the services they need, as well as continue to contribute and participate
positively in the community.
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T:GO BUSINESS PLAN 2018-19
Through the success of the Community Transportation Pilot Program, and T:GO CALL-N-RIDE,
the Steering Committee has identified a need for continued investment in public transportation
in Tillsonburg. Continued investment by the Town of Tillsonburg will provide funding
opportunities that support local transportation programs, such as the Provincial Gas Tax with
increases anticipated in January 2019.
The recommendations put forth by the Steering Committee are:
1. Continued investment in public transportation by the Town of Tillsonburg
a. That Council adopt a resolution to continue the T:GO Program after the Pilot
Program end – March 31, 2018;
b. That Council adopt the 2018-19 budget, including an investment of $35,200 into
the transportation program;
c. That Council take the lead on the MTO Pilot Program, Municipal Extension
application to access additional funds to support current operations and expand
T:GO to out-of-town transportation, connecting with surrounding communities
and services available in Woodstock and Ingersoll.
2. Request for Proposals for the purpose of contracting out T:GO Operations
a. That Council direct Town Staff to initiate a Request for Proposal process to:
i. Determine operation costs for 2018-19 program year
ii. Enter into a contract with the successful bidder to fulfill T:GO’s daily
operations
Continued Investment in Public Transportation
The Community Transportation Pilot Program will end as of March 31, 2018. This means that as
T:GO continues, it will be a fully-recognized transportation service within Tillsonburg. By
committing to the continuation of T:GO past March 31, 2018, the Town of Tillsonburg will be
investing in public transportation for the benefit of Tillsonburg residents.
The intent behind the Resolution for continued investment in public transportation is to
transition the overall management of T:GO CALL-N-RIDE to the Town of Tillsonburg. This
requires Council to adopt a resolution to commit to T:GO post-Pilot Program, and to adopt the
2018-19 Proposed Program Budget.
Additionally, the Committee is recommending that Council direct Town Staff to initiate a
Request for Proposals process to determine i) the Operations Cost (daily bus operations) for
final Budget approval, and ii) identify the successful bidder who will enter into contract with the
Town of Tillsonburg for the purposes of delivering bus service within Tillsonburg.
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The Town of Tillsonburg will assume the direct
fiscal and overall operational management of T:GO
CALL-N-RIDE, as of April 1, 2018. The Town will be
directly responsible for the flow of revenues and
expenses, as well as reporting to the Ministry of
Transportation with regards to the Gas Tax
Program. This will require Staff allocation to the
overall management and development of public
transportation. Currently, the Town has provided
assistance from Staff with regards to Committee
participation, financial oversight and reporting, as
well as program compliance and planning. Under
direct Town management, Staffing requirements
will not change drastically, with the exception of the Financial Department.
Revenues for T:GO CALL-N-RIDE will flow directly to the Town of Tillsonburg. Revenues include
bus fares, Gas Tax Funding, donations and community grants.
The overall management structure of T:GO CALL-N-RIDE will be directed from the Town,
supported by a private contractor –busing operations - and a Committee – program review,
recommendations.
Roles and Responsibilities for the various parties involved in the overall operation of T:GO may
include:
Town of Tillsonburg:
Financial Management
Operations Management
Contract Management
Staff Allocation
Advisory Committee:
Program Oversight
Reporting and
Recommendations to
Council
Securing Additional
Funding
Contractor:
Vehicle Owner/Operator Role
Employer – Drivers
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Scheduling/Dispatch
Reporting and Recommendations to Town and Committee
Additional staffing needs around Program coordination will be determined during the RFP
Process. The Town of Tillsonburg may choose to hire/contract a Program Coordinator to act as
intermediary between contractor, Committee and Staff, to facilitate the overall operation and
administration of T:GO. Responsibilities may include:
Pass, Ticket Sales/Cash Management
Committee Administration
Reporting to Staff, Council and the Committee
Advantages and Benefits
Efficient Program Management
T:GO CALL-N-RIDE is currently managed on three levels:
• Municipal Financial & Program Oversight
• Steering Committee Direction and Management
• Community Living Tillsonburg Program Supervision
Daily operational management, program development, and customer relations are handled by
the Community Transportation/T:GO Coordinator who reports to all three levels regarding
different aspects of T:GO operations.
Moving toward a municipally managed T:GO Program will result in improved program
management efficiencies with reduced reporting streams and decision-making.
Furthermore, a municipally-managed T:GO will be able to efficiently use the resources at the
Town level that are currently engaged with the Program. This will assist in ensuring the integrity
and sustainability of the T:GO Program with direct insight and input from Staff toward the
programs development based on their particular expertise.
Efficient Cost and Fund Management
Under the Pilot Program, funds are directed to the program through its partners creating
multiple levels of financial management. It is likely that additional funds will continue to flow
through T:GO’s community partners, however, management by the Town of Tillsonburg will
provide a more efficient funding stream with one level of management.
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Contracted Bus Service
Advantages and Benefits
Transportation Expertise
Contracting the daily Operations of T:GO CALL-N-RIDE will provide some insights and
efficiencies not previously identified under the Pilot Program. It is highly likely that the
successful contractor will have the experience, local knowledge, and resources to make
recommendations on improving service delivery, and cost-efficiency – improved routes and
schedules, staffing needs.
Program Cost-Savings, Service-Efficiencies
Contracting to a private service provider will result in better cost-savings overall, particularly in
staffing and capital investment.
Bus drivers are currently hired through Community Living Tillsonburg, funded through the Pilot
Program, with supplemental staff funded through Employment Ontario programs. This process
requires considerable time to initiate the hiring process, review resumes, interview, and hire
the appropriate individual for the job. Additionally, Community Living Staff are used as part of
the process. Staff management is also required to manage sick days, holidays, and/or gaps in
service. Future training of staff to match the accessibility requirements will also require time
and funding.
Through a contractor, Town staff will not be required to dedicate a portion of their time to the
hiring and training process. Contractors will be required to determine their own staffing and
training needs and provide these as necessary to fulfill the operating requirements.
Furthermore, additional funds will need to be set aside in the upcoming and future budgets for
capital investment – purchase of an additional/replacement bus. Contracting costs will take in
consideration future capital needs – bus purchases – to meet the contract obligations.
Under current operations, the T:GO Bus service is suspended during daytime hours for
maintenance and repairs, resulting in reduced service levels. Through contracted services, the
required service levels will need to be maintained, and therefore it is likely that the successful
bidder will be able to manage their own fleet to accommodate servicing and breakdowns.
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FINANCIAL IMPACT
The Budget 2018-19 is based on expected REVENUES for the year from Fares, Municipal
Investment, and the Provincial Gas Tax Fund.
REVENUES for 2018-19 are expected to TOTAL $94,850.00. This is expected to cover the
OPERATIONS – RFP and ADMINISTRATION Costs.
COORDINATION costs remain separate from the main budget as the level required for the T:GO
Program for 2018-19 will need to be determined as part of the RFP Process.
REVENUES
The Steering Committee has put forth a request of a $35,200 investment from the Town of
Tillsonburg toward the T:GO CALL-N-RIDE Program for the 2018-19 operating year. Combined
with fare revenue, and MTO Gas Tax
Funding, this estimated Total Revenue is
$94,850. The Provincial Gas Tax Fund
contributes up to 75% of total municipal
contributions, based on population and
ridership. Municipal contributions can
include donations, grants and other
revenue sources.
With a direct, municipal investment of $35,200, plus approximately $19,000 in fares, the total
municipal contribution will be $54,200; this contribution will result in up to $40,650 in funds
from the Gas Tax.
Additional revenue sources will need to be explored. This could include providing advertising
opportunities for local businesses and organizations; seeking out additional grants; and
donations from the community and local agencies.
An opportunity does exist to apply for additional Pilot Program funding, under the Municipal
Stream for communities that want to improve their transportation, and create inter-municipal
connections. At this time, the County of Oxford is not applying for this grant, so this opens the
application for Tillsonburg. As part of the application process, a 5-year budget and commitment
is required, as well as other municipal partners. The 5-year commitment would be for In-Town
and Out-of-Town service. Funding from this Pilot Program grant is up to $1.5M over 5 years, of
which could be directed toward an on-going Coordinator position, and a contractor-provided
service for out-of-town connections. The model could include connections to Woodstock –
County services, medical specialists, Via and Greyhound connections – as well as provide
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opportunities for residents of the surrounding communities - Brownsville, Courtland, Norwich
– to access services within Tillsonburg.
OPERATIONS – RFP
The RFP is intended to look only at the OPERATIONS of the T:GO Program in 2018-19.
Initial estimates for the OPERATIONS – RFP Budget for 2018-19 were based strictly on relative
costs to the current operating T:GO model. These costs include:
6AM to 6PM Service (one hour extension from current)
One Multi-Passenger Vehicle – Wheelchair accessible
Pre-Determined Routes and Schedules
Driver Wages & Employer Paid Benefits
Vehicle Maintenance
Licensing Fees – Provincial, Municipal
Vehicle Leasing Fees
Fuel
Branding
Administration Fees
The initial estimate for Operations places
the cost at $99,292.00 for 2018-19, at an
Operation Hour cost of $32.83. It is
anticipated that some of the items listed
in the estimate, such as Driver Wages,
Vehicle Leasing and Administration Fees
will be less, as costs used for estimating
purposes are based on current T:GO
rates, and with regards to wages, the
Provincial Average as of December 2017.
However, looking to other similar
models, particularly RIDE NORFOLK that has an in-town service similar to T:GO, the operational
cost per hour is approximately $25. Applying this rate to the OPERATIONS – RFP Budget with a
total of $75,600 for 2018-19, provides a significant savings of almost $13,700 from the
Estimated Costs.
Driver Wages 51,015.00$
Benefits (Employer Costs)7,652.00$
Vehicle Insurance 1,000.00$
Maintenance 4,000.00$
Fees - Provincial, Municipal 600.00$
Vehicle Leasing 13,500.00$
Fuel 12,000.00$
Branding 500.00$
Contract Administration Fee 9,025.00$
Total Estimated Cost - Operations 99,292.00$
Estimate 2018-19: T:GO OPERATIONS - RFP
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Compared to the Budget 2018-19 REVENUES, a $25/hour
operating cost leaves $19,250 to be applied to the
ADMINISTRATION Budget.
The goal, therefore, of the OPERATIONS – RFP is to award a
contract within the range of $25 to $27 per Operational
Hour.
T:GO ADMINISTRATION
Program Administration costs are related to rates and fees under the current T:GO model.
Administration includes:
Website maintenance
Advertising, Outreach, Print
Bus Stop Signs
Office & Equipment
Communications (i.e. cellphones)
Staff Support
Other Expenses
These costs are estimated at $13,500. Office & Equipment, Communications, and Staff Support
are currently provided in-kind by Community Living Tillsonburg, the Multi-Service Centre, and
The Livingston Centre. Continued cost savings in these areas may be found through
partnerships and using Town Resources as available.
PROGRAM COORDINATION
The level of Program
Coordination will need to
be determined through
the RFP phase. Under the
current model, a
Coordinator provides program administration and development, and customer service. It is
likely that the Contractor may be able to provide operational support, thereby reducing the
duties of a Program Coordinator, in conjunction with available staff resources at the Town to
minimize the need for this position.
Currently, the Community Transportation Coordinator is contracted for 35 hours/week. This
can be reduced to 20 hours/week depending on the level of coordination required. As such, the
estimated cost for a Coordinator at 35 hours/week is $48,000, and $27,000 at 20 hours/week.
Website 1,000.00$
Advertising, Outreach, Print 1,500.00$
Other Expenses - Miscellaneous 500.00$
Bus Stop Signs (12x18) - 50 units 1,000.00$
Office & Equipment 6,000.00$
Staff Support - Finance 3,000.00$
Communications 500.00$
TOTAL - ADMINISTRATION 13,500.00$
Budget 2018-19: T:GO ADMINISTRATION
$/Hour Daily Yearly
$25 $300 $75,600
$26 $312 $78,624
$27 $324 $81,648
Budget 2018-19:
PER OPERATIONAL HOUR
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Based on the proposed Revenue Budget for 2018-19, this will require sourcing additional funds
to support this position.
SUMMARY
The T:GO CALL-N-RIDE Program continues to grow in ridership with only two years of operation.
Continued investment in public transportation in Tillsonburg, with added expertise in
transportation service, and partnership with community agencies and organizations, will further
the growth of the T:GO Program. T:GO CALL-N-RIDE has been helping Tillsonburg residents
overcome transportation barriers in accessing employment opportunities, local retailers,
medical professionals and specialists, community programs, as well as other services available
within the community.
Continued investment in the T:GO Program through the Town of Tillsonburg will provide
program and financial efficiencies to the overall operation of the public transportation
program. A municipally-managed T:GO Program will improve management efficiencies through
the use of Town Staff resources already assisting in the development and overall management
of the T:GO Program. Through an RFP Process, a locally-suitable and experienced contractor will
be determined to improve program service and cost efficiencies by taking on Direct Operations.
This may include an improved service delivery model, lower operational costs, and more
consistent daily operations.
Notes on Budget
Budgeting for the RFP Process is based on the current T:GO model, with supplemental
information to compensate for unforeseen program costs.
Budget 2018-19: Revenue
MTO Gas Tax Program: This Program is available to municipalities that provide transportation
to residents, funding up to 75% of total Municipal Contributions based on population and
ridership. In 2017, the MTO awarded the Town of Tillsonburg $54,007 under the Gas Tax
Program.
Budget 2018-19: T:GO Operations – RFP
Driver Wages: The Provincial Average rate of $16.87/hour was used as a baseline for the RFP
budget, with a Benefit Rate (Employer Pay) at 15%. The purpose of using the 2017 Provincial
Average is due to variables not yet projected under the increased minimum wage rates:
Minimum wage has increased to $14/hour as of January 1, 2018, and another increase
to $15/hour in 2019;
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Current rates of pay for bus drivers across Ontario vary, listed lower than 2018
minimum wage rates at $13.85/hr for Southwestern Ontario and;
It is expected that administration costs will be associated with this item by the
Contractor.
Vehicle Leasing Fees: The current, negotiated rate between the Pilot Program and Community
Living Tillsonburg has been used as the estimated cost for the RFP, at $13,500/year. It is likely
that the cost of leasing from the contractor’s fleet may be less.
Contract Administration Fees: Anticipated, additional costs associated to the program by the
Contractor.
Budget 2018-19: T:GO Administration
Advertising, Outreach, Print: The budget for this item has been derived from the current T:GO
Budget.
Bus Stop Signs: This cost has been included in the Program Administration costs as T:GO service
will continue to improve to include identified stop locations for riders.
T:GO Program Coordination
Staffing needs regarding the Program Coordination will need to be determined during the RFP
Process. Wages are determined at the current rate of $22.08/hour for 35 hours/week and 20
hours/week, plus an additional 17% Employer Cost (Benefit) rate.
Coordination of T:GO Operations may be provided through the Contractor with regards to
reporting, and Program development. Customer Service components of this position may be
covered by available staff resources from the Town of Tillsonburg.
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Ridership Stats 2016-17 Apr-17 May-17 Jun-17 Jul-17 Aug-17 Sep-17 Oct-17 Nov-17 Dec-17 YTD
2017-18
Total Rides 6872 705 831 868 650 744 705 828 937 740 7008
Increase/Decrease - %22%-32%18%4%-25%14%-5%17%13%-21%3%
Daily Rides Performed (Monthly Average)39 38 40 31 32 35 38 43 39 37
Low/High 31/50 27/49 21/47 25/46 25/42 26/55 32/58 12/59
Unable to Serve 13 12 10 17 19 19 28 24 23 165
705
831 868
650
744
705
828
937
740
0
100
200
300
400
500
600
700
800
900
1000
Apr-17 May-17 Jun-17 Jul-17 Aug-17 Sep-17 Oct-17 Nov-17 Dec-17
Total Rides 2017-18
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Purpose - Total Rides Performed 2016-17 Apr-17 May-17 Jun-17 Jul-17 Aug-17 Sep-17 Oct-17 Nov-17 Dec-17 TTD
2017-18 % - Total
Work 3211 326 459 464 299 422 378 415 400 366 3529 51%
Community Day Programs 331 32 24 33 83 60 32 52 58 34 408 6%
Medical 458 38 58 88 30 56 35 64 38 47 454 7%
Retail Services 1165 162 148 120 139 128 126 118 236 176 1353 19%
Education/Training - Adult & Youth 323 14 19 15 19 9 27 13 29 8 153 2%
Social Services 52 6 5 3 17 12 6 9 1 2 61 1%
Community Service Programs 25 0 4 2 2 2 0 8 6 1 25 1%
Students K-12 376 90 70 63 0 0 75 81 87 62 528 8%
Day & Child Care 137 26 29 36 29 24 23 33 50 14 264 4%
Other 298 21 15 46 20 31 3 10 32 22 200 3%
51%
6%
7%
19%
2%
1%
1% 8%
4% 3%
Trips Performed - Trip Purpose
Education/Training - Adult &
Youth
Social Services
Community Service Programs
Day & Child Care
Other
Work Retail
Services
Medical
Day
Programs
K-12
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Rider Demographics Apr-17 May-17 Jun-17 Jul-17 Aug-17 Sep-17 Oct-17 Nov-17 Dec-17 TTD
2017-18 %-Total
Women 64 58 58 54 51 61 56 73 57 532 69%
Men 25 30 29 17 17 25 34 33 30 240 31%
Seniors 35 35 35 32 29 26 36 42 34 304 35%
Youth 11 10 13 6 6 7 8 8 4 73 8%
Students 4 4 7 0 0 4 4 5 6 34 4%
Agency Clients 13 11 12 9 10 9 9 9 9 91 10%
General 40 45 41 24 43 40 37 66 36 372 43%
Flag-Downs 3 14 7 3 17 9 15 15 10 93
35%
8%
4% 10%
43%
Demographics
Seniors
General
Youth
Students Agency
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T:GO TRANSIT OPERATIONAL COST 2017/18
APR.MAY JUNE JULY AUG.SEPT OCT NOV DEC TOTAL YTD Bud.Variance Budget Balance
2 Pays 2 Pays 3 Pays 2 Pays 2 Pays 2 Pays 3 Pays 2 Pays 2 Pays
Co-ordinator Wages 3140 2946 4593 3347 3520 2588 4930 2503 3742 31309 37628 -6319 48917 17608
Drivers/Scheduler Wage 3966 4161 5836 2979 2919 3536 6074 4661 3720 37852 34107 3745 44339 6487
Ermployee Benefits 1012 1006 1484 927 947 875 1572 999 1062 9884 8563 1321 11132 1248
Fuel 820 1112 1041 942 1032 994 987 1235 956 9119 7385 1734 9600 481
Insurance 0 769 -769 1000 1000
Taxi Fees 0 8462 -8462 11000 11000
Fees Paid-Town 200 200 192 8 250 50
Vehicle Maint. 479 616 0 713 55 1863 3077 -1214 4000 2137
Vehicle Lease 1125 1125 1125 1125 1125 1125 1125 1125 1125 10125 10385 -260 13500 3375
Out of Town 0 26538 -26538 34500 34500
Marketing 0 1923 -1923 2500 2500
Website 1500 1500 538 962 700 -800
Fundraising 0 385 -385 500 500
Cord. Software 342 342 342 342 342 342 342 342 342 3078 3846 -768 5000 1922
Other Expenses 0 769 -769 1000 1000
Total Expense 10605 10692 14900 10278 9885 9460 17243 10865 11002 104930 199255 -39638 187938 83008
Transit/Passes 1328 1203 1751 1232 1282 1226 1445 1692 1631 12790 14700 -1910 19600 6810
Town of Tillsonburg 22500 0 22500 30000 -7500 40000 17500
MTO Gas Tax Refund 25000 25000 28125 -3125 37500 12500
MTO Grant 0 37500 -37500 50000 50000
CLT/Gilvesy 0 15000 -15000 20000 20000
MSC/United Way 14000 2333 2333 2334 21000 21000 0 28000 7000
Other Partners 500 40 540 7500 -6960 10000 9460
Employment Ontario 473 1542 761 1438 1060 5274 8892 -3618 11856 6582
Total Revenue 1328 1676 3793 1232 2043 37726 3778 30463 5065 87104 162717 -75613 216956 129852
NET COST - SUBSIDY 9277 9016 11107 9046 7842 -28266 13465 -19598 5937 $17,826.00
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Community Planning P. O. Box 1614, 21 Reeve Street
Woodstock Ontario N4S 7Y3
Phone: 519-539-9800 • Fax: 519-421-4712 Web site: www.oxfordcounty.ca
Our File: A-11/17
APPLICATION FOR MINOR VARIANCE
TO: Town of Tillsonburg Committee of Adjustment MEETING: January 22, 2018 REPORT NUMBER: 2018-19
OWNER: John Bamford
Southridge Heights Inc.
REQUESTED VARIANCES:
1. Relief from Section 5.37.1 – Permitted Projection into Required Yards, to increase the
permitted projection into a rear yard for a covered deck from 1.5 m (4.9 ft) to 3.2 m (10.5
ft); and,
2. Relief from Section 6.2, – Zone Provisions (R1) Lot Coverage Maximum, to increase
the maximum lot coverage allowance from 33% to 37% of lot area, to facilitate the construction of a single detached dwelling with a covered deck and covered porch.
LOCATION:
The subject property is described as Lot 18, Plan 41M-145 in the Town of Tillsonburg. The property is located on the north side of Crocus Avenue, between Morning Glory Drive and
Primrose Drive, and is municipally known as 18 Crocus Avenue.
BACKGROUND INFORMATION:
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
TOWN OF TILLSONBURG ZONING BY-LAW: Low Density Residential Type 1 Zone (R1)
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File Number: A-11/17 Report Number 2018-19 Page 2
SURROUNDING USES: Low density residential uses to the south, west and east, consisting of single detached dwellings. Agricultural lands in the Township of
South-West Oxford to the north.
COMMENTS:
(a) Purpose of the Application:
The applicant is requesting relief from the above noted sections of the Town Zoning By-law to facilitate the construction of a one-storey, single detached dwelling with an attached covered deck.
The subject property is approximately 543.8 m2 (5,853.6 ft2) in area and is currently vacant. The
subject property was created through a plan of subdivision, known as Southridge Subdivision.
Plate 1, Location Map (with Existing Zoning and Parcel Lines), shows the location of the subject
property and the zoning in the immediate vicinity.
Plate 2, 2015 Aerial Photo, provides an aerial view of the vacant subject lands.
Plate 3, Applicant’s Site Sketch, shows the dimensions and setbacks of the proposed single detached dwelling.
(b) Agency Comments:
The application was circulated to a number of public agencies. The following comments were received.
The Town of Tillsonburg Engineering Services Department, the Town of Tillsonburg Fire Chief, the Town of Tillsonburg Chief Building Official and the County of Oxford Public Works
Department indicated that they had no comments or concerns with the proposal.
(c) Public Consultation:
Public Notice was mailed to surrounding property owners on December 15, 2017.
One email was received in response to the application. The property owners at 16 Crocus Avenue indicated concerns with regards to the location of the proposed dwelling in relation to
their existing dwelling. It was clarified that the proposed variances would not impact the 1.2 m (3.9 ft) required interior side yard setback, which alleviated their concerns.
(d) Intent and Purpose of the Official Plan:
The subject lands are designated ‘Low Density Residential’ according to the County Official
Plan. Within the ‘Low Density Residential’ designation, permitted land uses primarily consist of low density housing forms including single detached dwellings, duplexes and street fronting town houses as well as accessory uses thereto. The use of the lands for a single detached
dwelling conforms to the ‘Low Density Residential’ policies of the Official Plan.
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File Number: A-11/17 Report Number 2018-19 Page 3
(e) Intent and Purpose of the Zoning By-law:
The subject property is zoned ‘Low Density Residential Type 1 Zone (R1)’, which permits a single detached dwelling. The ‘R1’ zone also permits a maximum total lot coverage of 33%
(including accessory buildings/structures), and a minimum rear yard depth of 12 m (39.3 ft). Notwithstanding this rear yard depth requirement, Table 5.37.1 permits covered decks to encroach into a required yard to a maximum of 1.5 m (4.92 ft).
In this instance, the applicant is proposing a total lot coverage of 37% and has requested an increase to the permitted projections into the rear yard for a covered deck of 3.2 m (10.5 ft).
The purpose of the lot coverage provision is to limit the extent of buildings/structures on a lot to
ensure sufficient area is maintained for parking and private amenity space as well as ensuring
the general lot grading for the overall subdivision and the individual lot are not negatively impacted. The lot coverage provision also ensures that the general scale of development is
consistent and appropriate for the size of the lot.
The intent of the rear yard depth provision is to ensure that single detached dwellings maintain
adequate setback to provide a buffer between neighbouring properties, as well as maintaining
sufficient space for recreation and amenity areas, and proper area for drainage.
In this case, it is not anticipated that the increase in lot coverage will have a negative impact on lot grading or drainage. A preliminary lot grading plan will be reviewed as part of the building permit process to ensure the proposal will have no negative impacts on neighbouring properties.
With respect to the request to permit the encroachment of a covered deck into the required rear yard, staff are satisfied that sufficient space will be maintained to accommodate recreational
space and the proposed deck can be included in the applicant’s amenity area consideration.
(f) Desirable Development/Use:
It is the opinion of this Office that the applicant’s request can be considered minor and desirable
for the development of the subject property.
As the proposed relief is not anticipated to impact the ability of the property to provide adequate
parking and amenity space, or negatively impact drainage, the requested relief can be considered minor. Sufficient separation will also be provided from property lines to allow for
normal building maintenance and access. The applicant’s request can also be considered desirable as it will facilitate the construction of a single detached dwelling that is consistent with the existing development in the area, including a number of single detached dwellings that were
granted similar relief by Committee over the past two years.
In light of the foregoing, it is the opinion of this Office that the requested relief is in keeping with
the general intent and purpose of the County Official Plan and Town Zoning By-law and should be given favourable consideration.
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File Number: A-11/17 Report Number 2018-19 Page 4
RECOMMENDATION:
That the Town of Tillsonburg Committee of Adjustment approve Application File A-11/17,
submitted by John Bamford (Southridge Heights), for lands described as Lot 18, Plan 41M-145 Town of Tillsonburg, as it relates to:
1. Relief from Section 5.37.1 – Permitted Projection into Required Yards, to increase
the permitted projection into the rear yard for a covered deck from 1.5 m (4.9 ft) to 3.2 m
(10.5 ft); and, 2. Relief from Section 6.2, – Zone Provisions (R1) Lot Coverage Maximum, to increase
the maximum lot coverage allowance from 33% to 37% of lot area, to facilitate the construction of a single detached dwelling with a covered deck and covered porch.
Subject to the following condition:
i. A building permit for the proposed dwelling shall be issued within one year of the
date of the Committee's decision.
As the proposed variances are:
(i) minor variances from the provisions of the Town of Tillsonburg Zoning By-law No. 3295;
(ii) desirable for the appropriate development or use of the land; (iii) in-keeping with the general intent and purpose of the Town of Tillsonburg Zoning By-law
No. 3295; and
(iv) in-keeping with the general intent and purpose of the Official Plan.
Authored by: Heather St. Clair, Development Planner
Approved for submission by: Eric Gilbert, MCIP, RPP, Senior Planner
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January 15, 2018
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
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Notes
NAD_1983_UTM_Zone_17N
30 Meters
Parcel Lines
Property Boundary
Assessment Boundary
Unit
Road
Municipal Boundary
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)
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January 15, 2018
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
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Notes
NAD_1983_UTM_Zone_17N
15 Meters
Parcel Lines
Property Boundary
Assessment Boundary
Unit
Road
Municipal Boundary
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)
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0001902952 A11-17
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Report Title 2018 INTERIM TAX LEVY BY-LAW
Report No. FIN 18-01
Author DENIS DUGUAY
Meeting Type Council Meeting
Council Date JANUARY 22, 2018
Attachments • 2018 INTERIM LEVY BY-LAW 4163
Page 1 / 1 FIN 18 01 Interim Tax Levy By Law
RECOMMENDATION
THAT Council receives report FIN18-01 2018 Interim Tax Levy By-Law 4163.
AND THAT the 2018 Interim Levy By-Law No. 4163 be brought forward for Council
consideration.
EXECUTIVE SUMMARY
The Municipal Act allows for a by-law to be passed to provide for an interim tax levy on the
assessment of property in the municipality. Accordingly, By-Law 4163 is brought forward for
Council consideration.
FINANCIAL IMPACT/FUNDING SOURCE
N/A
COMMUNITY STRATEGIC PLAN (CSP) IMPACT
N/A
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THE TOWN OF TILLSONBURG
BY-LAW # 4163
A BY-LAW TO PROVIDE FOR AN INTERIM TAX LEVY FOR THE YEAR 2018
WHEREAS section 317 of the Municipal Act, 2001, S.O. 2001, CHAPTER 25, provides that the council of a local municipality, before the adoption of estimates for the year under section
290, may pass a by-law levying amounts on the assessment of property in the local municipality
ratable for local municipal purposes;
AND WHEREAS the Council of this municipality deems it appropriate to provide for such interim levy on the assessment of property in this municipality;
THEREFORE the Council of the Town of Tillsonburg enacts as follows:
1. The amounts levied shall be as follows:
A. The amount levied on a property shall not exceed the prescribed percentage or 50 per cent if no percentage is prescribed, of the total amount of taxes for municipal and school purposes levied on the property for the previous year.
B. The percentage under paragraph “A” may be different for different property
classes but shall be the same for all properties in a property class.
C. For the purposes of calculating the total amount of taxes for the year 2017 under paragraph “A”, if any taxes for municipal and school purposes were levied on a
property for only part of the year 2017 because assessment was added to the tax roll
during 2017, an amount shall be added equal to the additional taxes that would have
been levied on the property if the taxes for municipal and school purposes had been
levied for the entire year.
2. The provisions of this by-law apply in the event that assessment is first added to the
Collector’s roll for the year 2018 and an interim levy shall be imposed at the prescribed
percentage or 50 per cent if no percentage is prescribed, of the total tax rates levied for
that class in the previous year.
3. All taxes levied under this by-law shall be payable into the hands of the Collector in
accordance with the provisions of this by-law.
4. There shall be imposed on all taxes a penalty for non-payment or late payment of taxes in default of the installment dates set out below. The penalty shall be one and one-quarter percent (1¼%) of the amount in default on the first day of default and on the first day of
each calendar month during which the default continues, but not after the end of 2018.
5. The interim tax levy imposed by this by-law shall be payable in two (2) installments due on the following dates:
First Installment: The 22nd day of February, 2018
Second Installment: The 24th day of May, 2018
6. The Collector may mail or cause to be mailed to the address of the residence or place of
business of each person taxed under this by-law, a notice specifying the amount of taxes
payable.
7. The notice to be mailed under this by-law shall contain the particulars provided for in this
by-law and the information required to be entered in the Collector’s roll under section
343 of the Municipal Act, 2001.
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8. The subsequent levy for the year 2018 to be made under the Municipal Act shall be
reduced by the amount to be raised by the levy imposed under this by-law.
9. The provisions of section 317 of the Municipal Act, 2001, apply to this by-law with
necessary modifications.
10. The Collector shall be authorized to accept part payment from time to time on account of
any taxes due, and to give a receipt of such part payment, provided that acceptance of any such part payment shall not affect the collection of any percentage charge imposed and collectable under section 4 of this by-law in respect of non-payment or late payment
of any taxes or any installment of taxes.
11. Nothing in this by-law shall prevent the Collector from proceeding at any time with the
collection of any tax, or any part thereof, in accordance with the provisions of the statutes and by-laws governing the collection of taxes.
12. In the event of any conflict between the provisions of this by-law and any other by-law,
the provisions of this by-law shall prevail.
12. This by-law shall come into force and take effect on the day of the final passing thereof.
READ A FIRST, SECOND AND THIRD TIME AND FINALLY PASSED THIS 22nd
DAY OF JANUARY, 2018.
_________________________
MAYOR- Stephen Molnar
_________________________
CLERK-Donna Wilson
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Report Title Review of Pump Track Finances
Report No. FIN 18 - 02
Author DAVE RUSHTON
Meeting Type Council
Council Date JANUARY 22, 2018
Attachments Council Motions for Pump Track
Page 1 / 1 Pumptrack Review
RECOMMENDATION
THAT Report FIN18 - 02 Review of Pump Track Finances be received for information;
EXECUTIVE SUMMARY
Staff was asked to review the history of the finances for the pump track project that began in
2016. BACKGROUND
The pumptrack project began in 2016 when a project to enhance and repair the skateboard park
was approved in the 2016 Budget. This budget was $15,000 from fundraising and $15,000 from taxation. The original skateboard project could not be completed within the allotted budget so some smaller repairs were done to this facility utilizing $1,600 of tax supported funds.
In February 2016, Terry Smith did a presentation to Council about building a pump track. This
was referred to the Parks and Recreation Advisory Committee for review. In April that year, Council endorsed a plan to create a pump track park and support Terry
Smith’s fundraising efforts for this project.
In September 2016 Council agreed to move the balance of the tax supported funds ($13,389) from the skateboard park to this project and the balance was to be funded through community fundraising.
The expenditures for the project amounted to $48,600. Revenues for this were from taxation
$13,400 and donations $37,225. This left an unused balance from fundraising of $2,025 at the 2016 year-end. These funds were designated to be used for signage and $977 was spent on this in September 2017 and the balance is in reserves.
In March 2017, Council also approved additional fundraising to be done to meet the long term
plan for the pump track for items like shade covers. It is understood by staff, as part of the municipal asset base the Town is responsible for ongoing
maintenance on this facility.
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Report Title Wood Haven Subdivision Outstanding Works
Report No. OPS 18-01
Author Kevin De Leebeeck, P.Eng., Director of Operations
Meeting Type Council Meeting
Council Date January 22, 2018
Attachments
Page 1 / 2
RECOMMENDATION
THAT Council receive Report OPS 18-01 Wood Haven Subdivision Outstanding Works;
AND THAT Council request Permterra Development Corporation complete all outstanding works, excluding sidewalks, as per the approved Subdivision Agreement by June 30, 2018.
BACKGROUND
Town Council, at their May 8, 2017 meeting waived the requirement for sidewalks within the Wood Haven subdivision and discussed the need for the Developer to complete the outstanding subdivision works, excluding sidewalks. These outstanding works consist of significant base
asphalt repairs (milling and padding), removal and replacement of concrete curb and gutter,
adjusting manhole frames and grates and water valves to finished grade, placement of surface
course asphalt and completion of any boulevard restoration. CONSULTATION/COMMUNICATION
The Director of Operations, in consultation with the Towns Solicitor, will provide the Developer with a formal letter summarizing Councils direction to address the outstanding works by June
30th 2018.
FINANCIAL IMPACT/FUNDING SOURCE The cost to complete the outstanding works, including boulevard restoration, significant base
asphalt repairs, curb and gutter repairs, and surface asphalt is currently estimated at $131,000
(excludes sidewalks). The Town currently holds nearly $109,000 in securities resulting in an unfavourable variance of about $22,000.
It should be noted that irrespective of the manner in which the amount of security was calculated
the security is deposited by the Developer to ensure the faithful performance of all obligations
contained within the Subdivision Agreement. In that respect the Town may use the security to complete any aspect of the development irrespective of the manner in which the original value
was calculated.
Given that the Town currently holds insufficient security, it is staff’s recommendation that Council
request the Developer complete all remaining outstanding works in accordance with the terms and conditions of the Subdivision Agreement (excluding sidewalks) by June 30th 2018.
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Page 2 / 2
COMMUNITY STRATEGIC PLAN
The completion of all remaining outstanding subdivision works supports Objective 1 – Excellence in Local Government and Objective 2 – Economic Sustainability of the Community
Strategic Plan.
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Report Title Dereham Drive Storm Sewer Main Oversizing
Report No. OPS 18-02
Author Kevin De Leebeeck, P.Eng., Director of Operations
Meeting Type Council Meeting
Council Date January 22, 2018
Attachments • Front Ending Agreement with PCRI
Page 1 / 3
RECOMMENDATION
THAT Council receive Report OPS 18-02 Dereham Drive Storm Sewer Main Oversizing;
AND THAT Council authorize the use of a Front-Ending Agreement to reimburse the
Developer $118,882.75 (plus HST) for the installation of an oversized storm sewer main on Dereham Drive; AND THAT Mayor and Clerk be authorized to execute the Front-Ending Agreement with
Performance Communities Realty Incorporated.
EXECUTIVE SUMMARY
The purpose of this report is to obtain Council’s approval for the use of a Front-Ending Agreement to allow the front-ending developer to recover the costs associated with the
construction of an oversized storm sewer main on Dereham Drive from other benefiting land
owners.
BACKGROUND
To provide an adequate storm sewer outlet for the undeveloped lands west of Quarter Town
Line, which naturally drain towards Dereham Drive, an oversized storm sewer main was required
on Dereham Drive between Denrich Avenue and Quarter Town Line as illustrated in Figure 1.
The developer of the new Andrews Crossing subdivision, Performance Communities Realty
Incorporated (PCRI) agreed to construct the oversized storm sewer main and is now requesting the execution of a Front-Ending Agreement which will allow the Town, on behalf of the
developer, to recover the costs associated with the construction of this oversized storm sewer
main.
The agreement does not imply any Town commitment related to the timing or phasing of development in the benefiting area, but does provide the Town with a level of assurance of cost
recovery from benefiting landowners by registering this agreement on title of those benefitting
land owners.
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Page 2 / 3
CONSULTATION/COMMUNICATION
The front-ending developer and Towns Solicitor have reviewed the related agreement and have
no objections.
Notice of the agreement to benefitting land owners will be promptly provided by the Clerks
Office, should no objections be received within the 40 day period, the agreement will be
registered on title and reimbursement can then be made to the front-ending developer. FINANCIAL IMPACT/FUNDING SOURCE
The cost associated with the oversized storm sewer main has been front-ended by the
developer. The proposed Front-Ending Agreement will allow the Town to reimburse the developer while also providing the Town a means to collect the costs from benefiting landowners
by registering this agreement on title against such benefiting land owners.
The contribution of benefitting land owners is summarized below:
Town of Tillsonburg $ 22,730.47
Thames Valley District School Board $ 25,188.87
Victoria Wood GP Inc. $ 70,963.41
$118,882.75
The Town’s contribution of $22,730.47 (plus net HST of $400.06) will be funded from the Linear
Infrastructure Reserve in 2018.
COMMUNITY STRATEGIC PLAN
The installation of oversized storm sewer main along Dereham Drive supports Objective 2 –
Economic Sustainability of the Community Strategic Plan.
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Report Title Contract Authorization: Trane Sales Agency – N.L.
Clarke Sales Limited
Report No. RCP 18-06
Author Rick Cox, Director of Recreation, Culture & Parks
Meeting Type Council Meeting
Council Date January 22, 2017
Attachments
• CCDC-2 2008 Stipulated Price Contract
• RCP 17-48 – Implementing an Energy Retrofit
at TCC
Page 1 / 1 RCP 18-06 Contract Authorization Trane
RECOMMENDATION
THAT Council receives Report RCP 18-06 Contract Authorization: Trane Sales Agency – N.L.
Clarke Sales Limited;
AND THAT Council authorize the Mayor and Clerk to sign the contract with Trane Sales Agency
– N.L. Clarke Sales Limited for the Automation component of the Tillsonburg Community Centre
Energy Retrofit;
AND THAT a by-law be brought forward.
EXECUTIVE SUMMARY On November 13, 2017, Council approved the Energy Retrofit Project and awarded the
automation component contract to Trane Sales Agency – N.L. Clarke Sales Limited. This report
requests that Council authorize the Mayor and Clerk to sign the contract for the work.
BACKGROUND
The background information providing justification and explanation for this project is contained in the attached report, RCP 17-48 – Implementing an Energy Retrofit at TCC. This report was
received and the recommendations approved at the Council meeting of November 13, 2017.
The attached contract is for the automation component of the work authorized at that time.
CONSULTATION/COMMUNICATION
The contract was prepared by the Town’s consultants for the project, I.B. Storey Inc. The contract was reviewed by the Town’s legal advisors.
FINANCIAL IMPACT/FUNDING SOURCE
The contract stipulates the price for the work at $76,450.00 plus HST. The work is being funded
by debt, and the debt payments are being serviced through operational cost savings. This
project received 2018 pre-budget approval.
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
• Objective 4 – Culture & Community
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Report Title Implementing an Energy Retrofit at the Tillsonburg
Community Centre
Report No. RCP 17-48
Author Rick Cox
Meeting Type Council Meeting
Council Date November 13, 2017
Attachments
• RCP 17-02 – Budget Issue Paper: Utilities Cost Increases
• Tillsonburg Community Centre Consolidated Scope
of Work
• Example amortization schedule from Infrastructure
Ontario
Page 1 / 8 RCP 17-48 - Implementing an Energy Retrofit at TCC.docx
RECOMMENDATION
THAT Report RCP 17-48 –Implementing an Energy Retrofit at the Tillsonburg Community Centre be received;
AND THAT Council give 2018 pre-budget approval and authorize staff to proceed with
implementing the Energy Retrofit project as designed by I.B. Storey Inc.;
AND THAT Council award RFT 2017-011 – Refrigeration to Cimco Refrigeration Division of Toromont Industries at their tendered price of $693,700.00 before taxes;
AND THAT Council award RFT 2017-012 – Automation to Trane Sales Agency - N.L. Clarke
Sales Ltd. at their tendered price of $76,450.00 before taxes;
AND THAT Council award RFT 2017-014 – Electrical Co-Generation to Whitby Hydro Energy
Services Corporation at their tendered price of $1,033,585.00 before taxes;
AND THAT Council authorize the Construction Oversight, Commissioning and Turnover &
Closeout phases of the contract with I.B. Storey Inc. at a cost not to exceed $99,000;
AND THAT pursuant to the Town of Tillsonburg’s Debt Management Policy, the Director of
Finance is authorized to place debt to finance the project with the debt servicing costs funded
through operational savings (reduced energy consumption) resulting from completing the project;
AND THAT in collaboration with Oxford County, the Town commits to complete a community-
wide greenhouse gas inventory, targets and plan by April 2019 in order for this project to be
eligible for submission to the GHG Challenge fund.
EXECUTIVE SUMMARY
With Council’s authorization via the 2017 Budget and RCP Workplan, staff has worked with I.B.
Storey Inc. to complete the technical design of an energy retrofit project at the Tillsonburg
Community Centre. This project moves the facility to true emergency centre readiness with
improved patron, staff and neighbourhood safety. It addresses imminent lifecycle replacement
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issues and reduces operating costs enough to both avoid impact to the tax rate and recover the cost of the project in a reasonable timeframe.
Tenders were issued for the project components to secure firm market pricing for implementing
the project. This report requests authorization to execute the energy retrofit project using debt
financing funded through the operational savings achieved by implementing the project. Other
non-tax funding sources will also be pursued as appropriate.
BACKGROUND
In alignment with the Town of Tillsonburg’s Energy Conservation and Demand Management
Plan submitted in 2014 as part of the requirements of the Green Energy Act, staff continue to
identify and pursue ways to reduce the Town’s energy footprint.
In 2015, funding was secured through Tillsonburg Hydro’s Conservation Demand Management initiatives to execute a Detailed Engineering Study (DES) of the Tillsonburg Community Centre.
I.B. Storey Inc. was hired to conduct the DES and their report was independently reviewed by
the IESO. The study identified a variety of projects to achieve energy savings. The report was
presented to Council in July, 2016. Council adopted the following resolution:
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.
The contract was negotiated to include five phases, with a break point between phase 2 and 3 in
order to secure Council authorization to proceed further. The initial phases of the contract with
I.B. Storey Inc. were funded in the 2017 budget and staff received Council’s consent to proceed
to tender in order to secure market pricing (RCP 17-02). No commitment beyond phase 1 and 2 of the design work has been made. With confirmed pricing now secured, Council should consider implementing the project for summer 2018 as planned. The costs secured through the
procurement process are in line with the project budget that was presented in 2016 by I.B.
Storey Inc. A Condensed Scope of Work is attached providing a brief overview of the project.
After the design was completed, four tender packages were prepared and issued. Three of the tenders closed with at least one qualified bidder. No bids were received for RFT 2017-013 –
Mechanical. The results are presented in the table below.
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Two vendors proposed alternative cogeneration technology but were evaluated and found non-
equivalent. Neither submitted a bid. A technical review of the submissions received and
confirmation of the bona fides of the proponents has confirmed the highlighted vendors be awarded the work at their tendered price. As no bids were received for the Mechanical tender, if
Council authorizes the implementation of this project staff will work with I.B. Storey Inc. to
confirm the scope and negotiate a change order cost with the contractor awarded the
Refrigeration tender.
Emergency Preparedness & Business Continuity As a designated evacuation centre for the Town and within the larger County emergency
planning context, the Community Centre may be needed to shelter people in an emergency.
Currently, if there is a power outage the building must be evacuated. A backup generator can
be brought on site and used to provide power to some parts of the building, but the process
takes time and may not be possible if the road network is affected.
• Emergency Evacuation Centre – As a designated evacuation centre for the Town and within
the larger County emergency planning context, it is a best practice to have on-site hydro
generation capacity to keep power on in the building in an emergency.
• Short-term power outages – As experienced in recent power outages, patrons in the pool or
on the ice must immediately leave the building and cannot be allowed back in until power is
restored. This can be quite uncomfortable when it happens in the middle of a swimming
lesson or hockey game in February. The new system will make it possible to quickly restore
enough power to the building to allow people to at least get changed and retrieve their belongings. (NOTE: in a fire alarm situation, everyone will still have to leave the building until
allowed back in by the fire department.
• Business continuity – with onsite generation in place and working all the time, most rentals,
games, lessons & activities would not need to be cancelled. For example, a wedding reception or fundraising event could be allowed to continue with minimal interruption. The
generation capacity will not be able to support continued operation of the ice plant or pool
filtration systems in an emergency.
A typical emergency backup generator installation is installed with the hope that it is never used.
However it requires maintenance, fuel, regular testing, and takes up room. If continuous electrical generation is available on site, the need for additional or separate backup power is
eliminated. The control systems will be sophisticated enough to monitor whether the overall
costs are lower using hydro from the grid or using the natural gas powered generators instead,
enabling the facility to switch to the more economical source at any given point. The investment
in generating capacity will not sit idle waiting for a disaster; it will be continually deployed in a way that maximizes the benefit to the Town.
Tender Bidder Bid Price
Cimco Refrigeration: A Division of Toromont
Industries (London)693,700$
Black & MacDonald Ltd. (Stoney Creek)698,908$
RFT 2017-12 - Automation
Trane Sales Agency - N.L. Clark Sales Ltd.
(London)76,450$
RFT 2017-13 - Mechanical
Whitby Hydro Energy Services Corporation
(Whitby)1,033,585$
E. S. Fox Limited. (Niagara Falls)2,744,168$
RFT 2017-11 - Refrigeration
RFT 2017-14 - Electrical Co-Generation
NO BIDS RECEIVED
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Timing Considerations There are several reasons for recommending approval of this project at this time:
• User impact - The impact of this project on facility operations is significant. It will require the
ice plant to be shut down for construction no later than the end of April. No ice will be
available for summer programming for May through August. User groups need to have as much notice as possible to plan accordingly.
• Regulatory approvals – The co-generation component of the project requires regulatory
approval from the local utility and the Ontario Energy Board prior to construction. This process takes time and needs to be initiated as soon as possible.
• 2018 budget planning – As noted above, there is considerable impact to the facility
operations in 2018. Confirming this 2018 project now enables staff to incorporate the
corresponding revenue and expenditure adjustments into the 2018 draft budget from the earliest stages.
• Incentive programs – IESO-supported energy savings incentive and rebate programs are
expected to change at the end of 2017. By initiating the project now, the rebate and
incentives calculated into the project ROI will be secured;
• Procurement process – The irrevocable period for the bids submitted as part of the tendering
process ends on November 15, 2017. After that date the pricing is no longer secured. The
successful bidders need to incorporate these large projects into their work schedule for 2018
in order to meet the required construction schedule.
• Lifecycle renewal – Among other components, 2 of 3 chillers, 2 of 3 compressors and the
condenser are scheduled for replacement between 2018 and 2020. As they approach their
nominal end-of-life, the risk of a failure that impacts ice users increases.
If Council chooses not to proceed now, the project cannot be scheduled for 2018. The prices received through the tendering process will no longer be firm, and the tenders will have to be cancelled.
Service Level Improvements
In addition to achieving considerable energy consumption reductions, the project incorporates
several increases in service level for the residents of the Town of Tillsonburg.
• Increased refrigeration capacity – the improved ice plant includes capacity to support the
outdoor artificial ice pad planned by the J.L Scott McLean Legacy Fund. The current ice
plant does not have the effective capacity to support that additional load. The incremental
cost for this capacity is approximately $10,000. A stand-alone project to supply refrigeration
for the outdoor pad would cost significantly more.
• Onsite emergency power – the cogeneration turbines will provide onsite emergency backup
power for the facility in case of power outage. A stand-alone standby emergency generator
system of the required capacity would cost $250,000
• Increased safety – the new ice plant configuration reduces the amount of ammonia charge
required to power the system by over 60%. Ammonia is an extremely hazardous substance
and the potential impact of a spill or leak is dramatically reduced in the new system. There is
no value that can be placed on this enhancement to staff and patron safety.
• Net metering readiness – the project puts the facility in a position to take advantage of future
changes to the hydro system when net metering is rolled out. This strategy is in alignment
with the Future Oxford Sustainability Plan. Despite repeated applications, the facility has not
yet secured a contract to generate hydro through a FIT or Micro-FIT contract for rooftop
solar, which makes net metering a very attractive opportunity to reduce utility costs when it becomes available.
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As outlined in the bullet list above, this project not only supports needed
lifecycle renewal of existing
infrastructure and achieves
consumption cost reductions, it brings a net service level increase to the residents of Tillsonburg in terms of
capacity, safety, emergency resiliency
and future readiness.
Environmental Impact
The project is designed to reduce electrical consumption, dependence on
diesel fueled emergency backup, make
more efficient use of natural gas and reduce the use of ammonia as a refrigerant. The project
includes replacement of compressors, chillers and pumps in the ice plant with new, more
efficient equipment and the conversion of the mini-pad to GLICE (a high-slip, low-maintenance plastic).
The project also incorporates a natural gas powered co-generation turbine system. The concept
behind co-generation is that the heat given off by a turbine that is generating electricity needed for the facility is captured and used for other purposes like cooling or heating. At the Community
Centre, there is considerable and continuous need for heating and/or cooling water and space.
The waste heat from the co-gen system will be used to reduce the need to use electrical and
natural gas in other parts of the Community Centre by heating water for the pool and dressing rooms, for under floor heating to prevent frost build up, and in HVAC equipment to regulate air
temperature and humidity. Initially, the pool, the Auditorium, the dressing rooms and the ice
plant will be recipients of the waste heat. As HVAC equipment is replaced over time, more and
more of the waste heat will be recaptured, further reducing the overall energy consumption and
GHG footprint.
Maximizing the Investment
Asset management planning to accommodate the replacement cycle of the ice plant
components like the chillers, compressors and condenser would require the equivalent of the
refrigeration component of this project to be executed between 2018 and 2020. By consolidating
the refrigeration work into one project there are mobilization savings. Although they make the up-front costs higher, by including the cogeneration and automation components, this project
provides a way of offsetting the capital costs while achieving service level increases as noted
above.
The increasing maintenance costs of
the aging ice plant are putting additional pressure on annual operational budgets. A recent failure
in the heat exchanger supplying
warm brine to prevent frost build-up
under the ice pads is an example of how the current plant components are
Component Installation
Date
Projected
Replacment
Date
Replacement
value (2017 $)
Compressor 2 1996 2018 85,000$
Compressor 3 1996 2018 60,000$
Chiller 2 1991 2018 175,000$
Chiller 3 1991 2018 175,000$
Condenser 2004 2018 150,000$
Electrical Panel 2000 2020 60,000$
6000E Controller 2015 2025 50,000$
Compressor 1 2004 2029 125,000$
Chiller 1 2004 2029 175,000$
Memorial Floor 2002 2050 600,000$
Community Floor 2004 2050 600,000$
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reaching their end of life. It makes sense to replace this heat exchanger with one that will use waste heat from the co-gen system when it is online.
In 2015, the Town invested in a state-of-the-art CIMCO 6000E controller for the ice plant to
maximize our ability to control energy costs with the tools available in the existing ice plant. The
6000E will be redeployed in the new ice plant, but will have a much more sophisticated system
to work with.
In the new system, the compressors and chillers will not need replacement for 30 years, the
micro-turbines will be scheduled for replacement in 20 years, and the condenser will be
scheduled for replacement in 15 years.
FINANCIAL IMPACT/FUNDING SOURCE
The known and estimated costs of the project are provided in the table to the right. Additional external
funding will be sought through the current GHG
Challenge Fund opportunity, which may fund up to 50%
of the eligible costs. The pre-tax total project cost including contingency is $2,337,983. This cost will be partially offset by IESO applicable rebate and incentive
funds estimated at $252,200 for a projected net cost to
the Town of $2,083,783.
The funding model for this project is that the capital costs for implementing the project will be paid for using debt.
The annual principle and interest costs for the servicing
will be paid for by a corresponding reduction in energy
consumption costs. The amount of debt required to
finance the project will be reduced by the energy rebates and incentives received for the project. This funding
model is in alignment with the Town’s Debt Management
Policy to use debt to finance projects that will be repaid
through operational savings.
Modeling of the project using current energy costs results in a calculated annual energy cost savings of approximately $142,000. This is equal to 26% of the current (2016) annual utility cost
for the facility. This amount, supplemented with savings achieved during the construction shut-
down, matches the semi-annual debt servicing costs based on a 20-year debenture. An
amortization schedule for Infrastructure Ontario financing based on a 20 year debenture has
been attached for information purposes. The actual amount of debt placed will change to reflect the receipt of grants and rebates, and the amortization period adjusted accordingly. Starting in
2019, the annual utility budget of the facility will be reduced to offset the semi-annual payments,
with the funds instead shown as a budgeted contribution to the Recreation, Culture & Parks
Reserve. P&I payments will be shown in the operation budget beginning in 2019, with a
contribution from the Recreation, Culture & Parks reserve to offset them.
Component
Refrigeration 697,370$
Mechanical*255,245$
Automation 76,450$
Co-generation 1,033,585$
Engineering 164,000$
5% Contingency 111,333$
2,337,983$
Rebate & Incentive offsets*(254,200)$
Total project cost**2,083,783$
Expended to date 65,600$
NOTES
*Estimate
**Before taxes
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This project will not only pay for itself but will pay for approximately $800,000 in refrigeration plant replacement costs that are required to continue current service levels and would otherwise
have had to be paid through taxation.
In order to provide appropriate authorizations and provide a documentation trail, staff request
that this project be given pre-budget approval for inclusion in the 2018 budget.
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COMMUNITY STRATEGIC PLAN (CSP) IMPACT This report recommends taking actions that are in alignment with the following Objectives of the
Community Strategic Plan:
• Objective 1 – Excellence in Local Government
• Objective 2 – Sustainable Economy
• Objective 4 – Culture & Community
167
Report Title Alternate Member of the Upper-Tier Council
Appointment
Report No. CL 18-02
Author Donna Wilson, Town Clerk
Meeting Type Council Meeting
Council Date January 22, 2018
Attachments
Page 1 / 2 CL 18-02 Alternate Member Upper-Tier Cou
RECOMMENDATION
THAT Council receives Report CL 18-02, Alternate Member of the Upper-Tier Council Appointment;
AND THAT a By-law be brought forward to appoint ______________ as the Alternate Member of the
Upper-Tier Council.
.
BACKGROUND
Council will recall that at the January 8th, 2018 Council meeting, Council endorsed appointing an
alternate member of the Upper-Tier Council if required in the Mayor’s absence. The upper tier alternate
member appointment process was provided at that time and has been attached for your reference.
In accordance with section 3.4 of the process, the Clerk shall select a person other than a member of
Council, in attendance at the election meeting who, when required shall draw a name from a ballot box in
event of a tied vote. The CAO, David Calder shall be selected as the person to draw a name in the event
of a tied vote.
The appointment for the alternate member to act as the alternate in the Mayor’s absence shall be for the
term of council and therefore the term for this appointment shall expire on December 1, 2018. If the next
Council chooses to appoint an alternate member to Oxford County Council, that appointment would stand
until November 14, 2022 as the term of office will commence on November 15 following the 2022
Municipal Election.
The appointment of the alternate shall be for the term of Council, however if the seat of the member who
has been appointed as an alternate member becomes vacant, Council may appoint another of its
members as an alternate member for the remainder of the Council term.
The Upper-Tier Alternate Member shall be elected by open vote in accordance with the attached Upper
Tier Alternate Member Appointment Process, as attached. Council will be provided a nomination form
signed by both the mover and the seconder in order to provide the nomination in accordance with the
process. Following the receipt of all nominations an open vote shall take place in accordance with the
process.
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Page 2 / 2 CAO
CONSULTATION/COMMUNICATION
Staff has consulted with Clerks of Oxford County and to date the City of Woodstock and the Township of
Zorra are the only Councils appointing an alternate member to Oxford County Council. They are bringing
forward an appointment bylaw to their first Council meeting in January. The remainder of Oxford County
Clerks are in the process of preparing reports for Council consideration.
FINANCIAL IMPACT/FUNDING SOURCE
There is no financial impact to the appointment of the alternate to County Council.
COMMUNITY STRATEGIC PLAN (CSP) IMPACT
Section 1 – Excellence in Local Government
1.3 Demonstrate accountability – Citizens are aware of ongoing initiatives as Council ensures
continuous representation at County Council.
169
UPPER TIER ALTERNATE MEMBER APPOINTMENT PROCESS
Section 1 – Upper-Tier Alternate Member – Appointment
1.1. Appointed by Council
In accordance with Section 268 of the Municipal Act, 2001, Council may appoint one
of its members as an alternate member of Oxford County Council, to act in place of a person who is a member of Tillsonburg Town Council and Oxford County Council,
when the person is unable to attend a meeting of Oxford County Council for any
reason.
1.2 Appointment – restrictions Section 1.1 does not authorize the appointment of an alternate member to act in place
of an alternate member appointed under subsection 267 (1) or (2) of the Municipal
Act, 2001 or the appointment of an alternate head of council of the upper-tier
municipality.
Section 2 - Upper-Tier Alternate Member - Term of Office
2.1 Appointment – term of Council The appointment shall be for the term of Council.
2.2 Term of office – exemption
If the seat of the member who has been appointed as an alternate member becomes
vacant, the Council may appoint another of its members as an alternate member for
the remainder of the Council term. The election will follow the same election process as outlined in Section 3.
Section 3 - Upper-Tier Alternate Member - Election Process
3.1 Member of Council - elected by open vote
The Upper-Tier Alternate Member shall be elected by open vote during the election
meeting.
3.2 One vote to each member
Each member of Council shall have one vote.
3.3 Clerk - to preside over election
The Clerk will preside over the election.
3.4 Election official - named - prior to nominations
Before accepting any nominations, the Clerk shall select a person other than a member of Council, in attendance at the election meeting, and announce such
person’s name who, when required shall draw a name from a ballot box in accordance
with the Tied vote section below (Section 3.11).
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UPPER TIER ALTERNATE MEMBER APPOINTMENT PROCESS
3.5 Nomination - requirements
Each nomination shall be in writing, signed by both the nominator and a seconder,
both of whom must be members of Council, and submitted to the Clerk immediately
after the announcement by the Clerk of the name who, when required shall draw a
name from a ballot box in accordance with the Tied vote section below. (Section 3.11)
3.6 Multiple nominations - open vote
Where more than one member of Council has been nominated, an open vote shall
take place in accordance with Sections 3.9 to 3.12, inclusive.
3.7 Nominations - willingness to act - withdraw
Each nominee must indicate his or her willingness to stand for election but may
withdraw his or her name for election after any vote.
3.8 Majority of votes cast - elected
When a nominee receives a majority of votes cast, that nominee shall be declared to
be the Alternate Member of the Upper-Tier and there shall be no further ballots.
3.9 Call for vote - procedure
In conducting the vote, the Clerk shall call the names of the members of Council, in
alphabetical order according to their surnames, and each such member shall, after their name is called, verbally indicate the nominee of their choice unless they choose
to abstain in which case they shall indicate this. The Clerk shall keep count of the
votes received for each nominee. The Clerk shall announce the results after each
vote.
3.10 Multiple nominees - elimination process
If there are more than two nominees who agree to stand and, if after votes are cast, no nominee receives the majority of votes cast, the nominee receiving the least
number of votes shall be eliminated. Council shall proceed to vote again until a
nominee receives the majority of votes cast, at which time such nominee shall be
declared the Alternate Member of the Upper-Tier.
3.11 Tied vote - elimination procedure
If the nominees with the least number of votes receive an equal number of votes, the
Clerk shall place the names of these nominees, on equal size pieces of paper, in a ballot box and one name shall be drawn by the person selected in accordance with
Section 3.4. The name drawn shall be eliminated. Council shall proceed to vote again
choosing from the remaining nominees until a nominee receives the majority of votes
cast.
3.12 Tied vote - two remaining - elimination procedure
If there are only two nominees left and they each receive the same number of votes,
the Clerk shall place the names of the two nominees, on equal size pieces of paper, in a ballot box and one name shall be drawn by the person selected in accordance with
Section 3.4. The nominee whose name is drawn shall be declared the Alternate
Member of the Upper-Tier.
171
Report Title October-December 2017 RCP Departmental Activity
Reports
Report No. RCP 18-07
Author Rick Cox, Director of Recreation, Culture & Parks
Meeting Type Council Meeting
Council Date January 22, 2017
Attachments
• Oct-Dec 2017 Activity - Recreation Programs &
Services
• Oct-Dec 2017 Activity – Culture & Heritage
• Oct-Dec 2017 Activity – Parks & Facilities
Page 1 / 1 RCP 18-07 - October-December 2017 RCP De
RECOMMENDATION
THAT Council receive Report RCP 18-07 – October-December 2017 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.
172
Report Title October - December 2017 Activity Report:
Recreation Programs & Services
Report No. RCP 18-07
Author Janet McCurdy, Recreation Programs & Services Manager
Meeting Type Council Meeting
Council Date January 22, 2018
Attachments
Page 1 / 5 RCP 18-07 - ATT 01 - Oct-Dec 2017 Activi
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
New Recreation Software
In fourth quarter this was awarded to Legend Recreation Software based in Ottawa. Multiple
templates were populated by staff in order for Legend to configure in Live Database. This
required many dedicated hours taking staff away from or delaying daily tasks. Progress is positive with the following completed for the Community Centre, Museum and Lake Lisgar
Waterpark: Resources and facilities, Inventory and pricing, POS set up and training for set up
and configuration for Sport Courses, Memberships and Organizations. To tie in with quarterly
budgets, brochure planning course session dates, it is recommended that the original Go-Live
date for mid-February be extended to April 1st, 2018.
The F.A.R.E. (Fee Assisted Recreational Experiences) has 58 families that are being funded
for swimming lessons, health club visits and bus trips. Funding was nearing depletion when a
surprise donation of $1,635.48 arrived from Zehr’s Tillsonburg. Additionally, $904.00 was
generated from concession sales from the successful Splash ‘n Boots performance on
December 28.
Accounting/Payment Processes
Effective September 1, 2017, facility payment processing procedures were changed. Half of the
rental amount is due the first day of each month and the remaining balance of that month’s
contract is due the last day of the current month. Many seasonal users are following the payment structure. Because of this implementation, the accounts receivable total has been considerably less compared to previous years.
Programs & Facilities
Tillsonburg First Baptist Church has started their Sunday services at the Community Centre.
When available, all rooms in the Community Centre are booked for them. This is the first of a 2
year rental at the Centre.
Tillsonburg Ringette hosted 3 AAA games November 10, 2017. Teams were from all over the
province.
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Tillsonburg Figure Skating Club once again hosted the John McKay skating competition. Tillsonburg has been hosting this event since 2008.
TMHI hosted two tournaments in the fall – Rep tournament October 20-22 with teams traveling
from Penetanguishene, South Muskoka, Thorold, and Wallaceburg to name a few. The A/E
tournament November 3-5 saw teams from Saugeen Shores, Mooretown, Almaguin, Petrolia
and Dunnville.
Sales & Services
The winter brochure advertising revenue is $3,403.00 compared to $ 3,952.88 in 2016. The
guide was printed on time despite last minute change in the design process for this issue.
Memorial rink boards are full, most have renewed, one cancellation with immediate replacement for that spot. New advertising in the Community rink around the doors coming early in 2018, regular boards haven’t increased or decreased, however, we can accommodate at most one or
two signs in the visible viewing area.
Zamboni is getting an updated skin of which the advertiser is happy with this form of promotion.
Overall revenue for arena advertising is $38,346.80 for 2017 compared to $33,687.80 in 2016.
Recreation calendar on the website is being used widely confirmed by attendees at programs
and activities.
Memorial Park Revitalization Committee has made progress in updating the Master Plan and
forwarding to Council for approval and implementation. The regular meetings are well attended
with vigorous participation.
New Swag Shop items such as hats, mugs, bags have sold well in December and small pool
items such as goggles are consistently selling well.
Total store sales for December $2,217.32 vs $1,034.50 for December 2016
LOOKING AHEAD TO THE NEXT QUARTER
Administration Continued work with Legend recreation software in populating templates, database testing and
training for staff will be the focus of the 2018 1st quarter.
Programs and Facilities
Upcoming events and bookings include: Jump Start Commercial Filming in Memorial Arena on
January 26; Tillsonburg Old Timers Hockey Tournament on February 2-4, Max Partlo Memorial Tournament on March 2-4 and TMHI Local League Tournament on March 23-25.
Sales and Services
Continue to develop the Swag Shop and bring more variety of recreation and branded
merchandise including items in the under $20 category. Staff clothing will also be carried through
the store. Promotion is needed for the online purchasing option as well as bigger and more visible signage in the building. There will be a January sale in the store to bring more visibility and activity. The new bandshell promotion for events of all sizes is the focus for the winter/spring
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event planning. New brochure dates for the spring/summer edition and new design plan will be determined in January. Records management and 2018 large event planning are also focus for
the next quarter.
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.
Fall Staff Recruitment / Retention
The Aquatics department is continuing to feel the pressure of the Lifeguard Shortage. Fall recruitment has been an ongoing struggle. Continued efforts in advanced training and feeder
programs such as Junior Lifeguard Club, Sport and Synchro are proving to keep youth
involved in the water and go on to take their Bronze Medal awards which in turn will help to
grow our National and Instructor Awards. Two permanent Part time staff resigned for full time
jobs. This resulted in cancellations of programs, more hours for other employees and training responsibilities for Full Time staff.
Waitlist for Swimming Lessons
With the cancelation of Saturday swimming lessons our Waitlist was lengthy and it was a
challenge to secure a spot for everyone to partake in swimming lessons. With a decline in staff we were at our max capacity and unable to service everyone’s needs. Strong efforts were
made to get kids in the pool and into appropriate classes but not the case for every child.
Professional Development
The Aquatic Supervisor represented the Town of Tillsonburg and the Lifesaving Society at the
World Conference on Drowning Prevention in Vancouver. With Canada being the host of the conference it was a truly prestigious honour to attend. Sessions were attended and shared with delegates from around the world. The resources and experiences from this opportunity
have assisted with the growth of this department. The abundance of knowledge and
information is still being sorted through and shared with not only our team but with other
members or our region.
Program Coordinator attended Parks and Recreation Ontario Aquatics conference in
Haliburton this November. “
Program Coordinators attended ‘Safe Talk’ a free training opportunity put on by Oxford
County EMS and are now certified in Safe Talk – suicide alertness. This certification offered
many great resources that will be used when working with members of the public and staff as well.
Homeschool Swimming Lessons
This program started up again involving children who are homeschooled to come to the pool
for swimming lessons at a convenient, private time for families. This program is an opportunity
for children to participate in swimming lessons who would not usually come to regular scheduled program times.
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Local Government Week
Staff organized a fun interactive experience for over 100 Grade 5 students in our community.
The physical activity was a hit for all students involved. The riveting game of Monarch allowed
everyone to be involved and the Recreation and Parks Team to be voted 1st by the students.
LOOKING AHEAD TO NEXT QUARTER
Homeschool Growth
With the popularity of this program we have added an additional day for registration in the next
Quarter. Efforts are being made to reach out to other groups and offer these services. This
program is one of a kind to our area and we look forward to watching it grow.
Swim to Survive The Swim to Survive program starts in February this program has at 12 schools which
represents 500 Grade 3 children. Non swimmers who do not complete the Swim to Survive
standard will be encouraged to register for swimming lessons.
Preparations for Spring/Summer Program Planning and brochure preparations will be underway to ensure a successful summer
with both facilities open. Interviews for summer employment will need to be completed in the
next quarter to secure qualified staff and ensure our quota is met to run programs in both
facilities.
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.
Youth Programming: Splash’n Boots brought in $11,346.00 in revenue in one day with 2 sold out shows consisting of 700 tickets sold. This provided quality live entertainment to members of our community with
children under 7. The Canada 150 committee donated $4000.00 to cover some of the costs
which allowed for less expensive than usual ticket prices to benefit all members of our
community. Tickets for GA were $14.00 taxes in.
During the 4th quarter our youth programs successfully ran two full evenings a week of 4 sports
programs, 2 dance programs, a Family Bus Trip to A Christmas Carol in London that was sold
out and the highly successful Splash’N Boots.
Adult Programming:
The Adult Programs finished the year $7,000.00 above budgetary goal as a result of several successful adult bus trips, consistent daytime and evening yoga attendees and sold out adult rec
volleyball league for both seasons in 2017.
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The Volleyball league was filled to capacity with 16 teams, with 8 in the recreational division and 8 in the competitive division with 3 teams on the waiting list. A total of 150 participants made up
the league.
Health Club:
The Health Club has struggled to meet the annual target for the last two years. Many members
feel the Health Club’s weight machines are tired looking and an investment in equipment and creating additional floor space would appeal to many of our members. Overall though members
displayed in a Fall 2017 survey that they found good value for cost of Health Club memberships.
LOOKING AHEAD TO THE NEXT QUARTER
Youth programs have a NEW Gymnastics programs starting in January with the intention of regaining revenue that has been lost in the last few years from the Dance program with the opening of three dance studios now in Tillsonburg and five within reasonable driving distance.
Already all three classes are full with class sizes having been expanded to meet demand. It’s
possible this program will run Saturday mornings in Spring 2018 to allow for more classes to
accommodate the interest.
More bus trips have been scheduled for 2018 than any year yet. All Bus Trips have also been scheduled for the entirety of the year with the intention of getting advertising out well in advance.
Approximately half of the bus trips are catering to the retired demographic able to do bus trips
during the week and the other half are advertised as ‘family friendly’ on weekends.
The Health Club will be offering its semi-annual membership sale in March 2018.
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Report Title October - December 2017 Activity Report:
Culture & Heritage
Report No. 18-07
Author Patricia Phelps, Culture & Heritage Manager/Curator
Meeting Type Regular Council Meeting
Council Date January 22, 2018
Attachments
Page 1 / 3 RCP 18-07 - ATT 02 - Oct-Dec 2017 Activi
ACTIVITY REPORT October - December 2017
The fourth quarter of 2017 was an active quarter for the museum completing both regular scheduled activities and those related to Canada 150 celebrations. All planned exhibits, events and
the majority of planned programs were successfully completed.
ATTENDANCE UPDATE Attendance in Q4 saw an slight decrease over 2016. This decrease can be attributed directly to two
factors. The first factor was weather. A particularly snowy December resulted in three days of
school bus cancellations, which in turn, saw three days of booked class visits cancelled. This
resulted in the loss of 9 school group visits. The second factor that contributed to the decrease was
the fact that no motor coach tours were booked during this quarter. In 2016 five motor coach tours were hosted during the Christmas season. The motor coach Christmas trade tends to be cyclical in nature with companies booking in an area one year and then taking a break from that area the following year. The resulting loss of visitation from 5 motor coaches and 9 school classes, when
combined more than covers the lower quarterly attendance number for 2017. On a positive note
the year-end total does show an increase in overall attendance from 2016. The Year to date total
actually came very close to the museum’s record breaking year of 2015 when the Shunpiker Tour
brought almost 2,000 people through the Museum on one day in May. This year’s close to record breaking numbers can be attributed to the overwhelming success of the museum’s Canada 150 project/exhibit the showing of Dr. Hevenor’s collection of Canadian Art earlier in the year.
2015 2016 2017
Q1 Q2 Q3 Q4 YTD Q1 Q2 Q3 Q4 YTD Q1 Q2 Q3 Q4 YTD
Admissions 362 408 497 695 1962 279 561 509 871 2220 311 934 912 404 2561
Programs 27 - 245 584 856 10 41 507 535 1093 27 290 341 618 1276
Events 218 2874 2322 483 5897 343 933 2523 468 4267 288 1000 2867 553 4708 Tourism & Historical Information Services 383 418 417 296 1514 293 384 402 264 1343 302 436 373 253 1364
Members & Volunteers 401 547 445 603 1996 480 581 424 638 2123 455 537 517 656 2165
Room Rental Visitors 592 444 228 287 1551 418 320 109 301 1148 398 247 240 238 1123
QUARTERLY TOTAL 1983 4691 4154 2948 13776 1823 2820 4474 3077 12194 1781 3444 5250 2722 13197
2017 BUSINESS PLAN
The fourth quarter saw the final two exhibits hosted in the Pratt Gallery for the year. “Where Honour Leads, We Follow: Oxford’s Own Goes to War” was part of the continuing Oxford
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Remembers – Oxford’s Own WWI commemorative project. The exhibit, which highlighted local men who joined the 168th Battalion, included several images and artifacts from the museum’s permanent collection. These items were loaned to the Woodstock Museum for the duration of this travelling
exhibit. The exhibit travelled throughout the county and was hosted at museums in Woodstock,
Ingersoll, Tillsonburg, Norwich and Princeton. The museum finished the Canada 150 year with a
special “Made in Canada Christmas” exhibit. This last exhibit featured items from the permanent
collection that were Made In Canada with many artifacts having been produced in Tillsonburg. The only item that was borrowed for the exhibit was a “Mohawk Canoe.” Produced in Tillsonburg during the 1970’s, the canoe was loaned by a local citizen and proved to be one of the most popular items on display. The exhibit was popular with visitors with many noting their surprise at the variety of
items once manufactured in Canada and in our own community.
Both adult and student programing was offered during the quarter in conjunction with the exhibits in
the Pratt Gallery. The adult program “Keep the Home Fires Burning: Tillsonburg in 1917 – Lunch & Lean” was offered in October along with “We Shall Remember Them – Tour of WW1 Veterans Graves” at the Tillsonburg Cemetery. The “Keep the Home Fires Burning” program
consisted of a catered lunch followed by a lecture from the Culture & Heritage Manager/Curator. The
lecture focused on the war efforts in Tillsonburg during 1917 with a special enthusiast on local
reaction to the Battle of Vimy Ridge. Registration for the program was at 98% capacity. The tour of
Veterans Graves at the Cemetery did not occur due to lack of registration for the program. An
education program for the “Made in Canada” exhibit was developed for school classes from junior kindergarten to grade 8. The program was offered to area schools with classes from Annandale Public School and St. Joseph’s Catholic School participating. A total of 30 classes booked the
program. Inclement weather and bus cancellations resulted in only 21 full classes visiting. Three
classes from Annandale still attended the program on a bus cancellation day, but less than half of the
class was in attendance.
The annual decorating of Annandale House to create “Christmas at Annandale” was completed during the quarter by over 40 community volunteers.
Also during this quarter several special Yuletide themed events were hosted. A “Poinsettia Tea”
occurred in December. Participants enjoyed Christmas tea & goodies followed by a guided tour of
Annandale House decorated for the season. Upon leaving each guest was given a small poinsettia to take home. The event was extremely well received with requests for the program to be repeated in the future. The museum’s Christmas Open House was hosted at the end of November and was
once again well attended. This annual event is popular with local citizens who often invite out of town
guests to tour with them throughout the weekend. A “Dickens Dinner” and a “Confederation
Christmas” completed the quarter’s planned events. Both programs were well received with both
garnering 99% capacity. The Dicken’s Dinner allowed participants to enjoy a Dicken’s era Turkey Dinner followed by a reading of A Christmas Carol by Charles Dickens portrayed by local historical reenactor Mr. Stephen Bourne. Mr. Bourne also read his original short story “The Countryman,” which is an 1867 Oxford County tale, for the “Confederation Christmas” event.
The Collection & Exhibit Specialist continued to work on both the backlog of cataloging and the
accessioning of new items into the permanent collection. In the fourth quarter 6 new donations were
accepted and processed. These donations consisted of 44 items ranging from photographs and
documents to textiles including the large Canadian Flag that was purchased by the Tillsonburg Canada 150 Committee and signed by citizens at various events throughout 2017. It was felt by the Committee that the museum was the appropriate trustee for this piece of current history. In total 31
separate donors made donations to the museum in 2017 adding 194 objects of historical and cultural
importance to Tillsonburg to the permanent collection. Of special note within these donations were
photographs received from Tamson Tillson, great, great, granddaughter of E.D. Tillson. Ms. Tillson
donated 17 Tillson family photographs not previously in the museum’s collection. These photos will add to the museum’s ability to interpret and display the history of community’s founding family.
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The museum also accepted a large collection of printing plates from the Tillsonburg Observer/News. These plates which include photographic images and advertisements copy from both papers came to the museum from Mr. Walter Kleer. The collection will assist the museum in not only telling the
story of Tillsonburg’s business past, through the Ad copy and images, but are also unique in helping
to demonstrate printing methods that are now obsolete.
As stated in previous reports, volunteers, under the direction of the Collection & Exhibit Specialist, continue to add collection records to the museum’s computer data base and to scan the museum’s photographic collection into digital formats. This is an on-going project, but will still take several years to complete as the museum has written paper records on 18,000+ items in the collection
which need to be added to the computerized system.
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Report Title October - December 2017 Activity Report:
Parks, Cemetery & Facilities
Report No. RCP 18-07
Author Corey Hill, Manager of Parks & Facilities
Meeting Type Council Meeting
Council Date January 22, 2018
Attachments
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ACTIVITY REPORT (Oct - Dec 2017)
SPECIAL EVENTS
John McKay Figure Skating Competition - The John McKay Skating Competition took place in both the
Memorial and Community Arenas. To prepare for this event stages had to be set up for the Judges areas
and then removed when the competition was completed.
Aylmer Optimist Arrows Swim Meet – Large setup in several locations throughout the building as well as
removing the diving board was completed by facilities staff.
New Year’s Eve – Facilities staff were tasked with many extra duties to prepare for and clean up from the
New Year’s Eve event.
Hockey Tournaments - There were multiple hockey tournaments at the Complex that required facilities
staff to perform a variety of set-up tasks as well as clean up.
Splash and Boots – Large setup was completed for two shows. Facilities staff also assisted with cleaning
between shows and afterwards.
Hurricanes Fish Fry – Large set-up in the Auditorium was completed and cleaned up by facilities staff.
Local Government Day – Multiple set-ups completed and cleaned up by facilities staff.
Mayor’s Volunteer Appreciation Dinner – Large set-up in Auditorium for high visibility event including
clean-up was completed by facilities staff.
1st Baptist Church Services – Facilities staff complete large set-ups in multiple rooms to accommodate
Church services and related meetings every Sunday at the Complex.
CAPITAL PROJECTS
Repairs on Carroll Trail –The trail repair was completed and re-opened for public usage. The only
remaining item is for the installation of barriers along the elevated section (2018 Q2/Q3).
Joy Mausoleum Restoration – The façade restoration of the Tribe & Teal Mausoleums was completed.
Outdoor Pool Repairs – Slide repairs commenced, but were stopped when significant structural damage
to the stairs was found. A structural review was completed and updated TSSA directives to replace the
stairs were received. Work to be tendered in 2018 Q1 for commencement in the spring.
Dog Park – The dog park fencing and signage was completed and the facility was opened for public use.
Additional work on the parking area was completed as well.
CSC Server Room Water Stack – Work to clean up the cable management was completed by Spectrum
Communications & the County of Oxford’s IT Dept. This process took longer than expected and work to
enclose the pipe will be completed in 2018 Q1.
TCC Fire Alarm System – Specifications were developed for 2018 Q1 tender process.
Transfer Station Video Surveillance (Roads Project) – Designed, specified, tendered and awarded the
supply and installation of a video surveillance system. The system was installed including required
signage and is operational.
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FACILITIES TEAM ACHIEVEMENTS
Facility Events – Multiple events/meetings set-ups and clean-ups
GMHL Tillsonburg Hurricanes – Facilities staff took on extra rink preparations and coordination for
regular home games plus daily practices.
Roof Repairs – Facilities staff undertook preventive roof work at the Lake Lisgar Water Park and the
Roads Building on Spruce St.
Recruitment – Multiple recruitment process were completed resulting in hiring 1 new PT Attendant & a
FT Operator II. Recruitment for additional PT staff will be ongoing into 2018 Q1.
ACRs – Facilities staff completed 207 requests for services within the quarter.
Swag Shop – Facilities staff completed work within the swag shop at the Complex in preparations of its
expanded use in 2018.
Clock Tower – Facilities staff assumed the responsibility for maintaining and winding the Clock Tower.
Arena Advertising Lighting – Lighting for advertising signs within the rinks were tied into the rink lighting
so they are only on when the rink lights are on (energy savings measure).
CSC Evacuation Procedure – Facilities staff were involved in developing & training the CSC evacuation
team as well as providing input into the related SOPs.
PARKS & CEMETERY ACHIEVEMENTS
Irrigation Winterized - The irrigation systems at the Kiwanis & hardball diamonds, Oxford & Broadway
parkette, the OPP station, CSC, Cemetery, Museum & Works Dept were all shutdown and winterized.
Grasscutting – The contract for grass cutting ended.
Trails - The final grade and inspections of the Tillsonburg Trails was completed.
Memorial Trees - The fall memorial trees plantings were completed. These plantings occurred in
Memorial Park & Participark.
Fall Clean-Up – Town parks were cleaned up/leaves mulched in preparation for winter months.
BIA Benches - The BIA benches were removed from the downtown and taken to storage for the winter.
Tree Removals - Parks staff oversaw the continued removal of multiple trees throughout Q4.
Toboggan Hill - The toboggan hill was setup complete with ropes, signs and straw bales.
Winter Wreath Campaign – The Cemetery team oversaw the winter wreath campaign.
Baseball Fields – Playing fields were edged, aerated & fertilized.
Beautification Clean-up – Flower urns were removed from Broadway and enhanced beautification sites
were cleaned-up and prepped for winter.
Dog Park – Parks team assumed the operational maintenance of the dogpark ensuring the mulch is
raked, dog dirt bags are replenished, garbages emptied etc.
Cemetery Foundations – Fall foundation work was completed.
Snow Removal – Commenced winter operations specifically snow removal for the Cemetery, Elliot
Fairbairn, Station Arts, the Complex, the Museum and the laneway to the Soccer Park.
Staffing – Seasonal Parks & Cemetery staff contracts ended.
Looking ahead to 2018 Q1
• Continuing to remove snow and salt facility parking lots as needed
• Define scope of work, tender and award LLWP Repairs to slide & building
• Tender and award TCC Fire Alarm replacement
• Preparations for Spring Flower Campaign at the Cemetery
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• Define scope of work, tender and award playground replacement
• Complete CSC server room piping work
• Recruit and hire additional PT Facilities Operators & Attendants
• Commence multiple capital projects based on Council approval in Q1
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LONG POINT REGION CONSERVATION AUTHORITY
BOARD OF DIRECTORS MINUTES of December 6, 2017
APPROVED January 10, 2018
Members in attendance: Leroy Bartlett, Dave Beres, Doug Brunton*, Wayne Casier, Michael Columbus, Roger Geysens, Noel Haydt, David Hayes and John Scholten Staff in attendance: C. Evanitski, J. Maxwell, L. Minshall, Sheila Johnson and D. McLachlan
Regrets: Robert Chambers and Craig Grice
The LPRCA Chair welcomed Wayne Casier as the newest member to the Board and called the meeting to order at 6:30 pm Wednesday, December 6th, 2017 in the Tillsonburg Administration Office Boardroom.
ADDITIONAL AGENDA ITEMS
MOTION A-242/17 moved: D. Hayes seconded: L. Bartlett
THAT the LPRCA Board of Directors add “Backus Museum Committee” as item 10 (i)
and “Personal Matter” under Closed Session to the December 6, 2017 agenda.
CARRIED
DISCLOSURES OF INTEREST
a) N. Haydt declared an interest in the Staff-approved Applications, Item 8 (a).
D. Brunton arrived 6:35pm
DEPUTATIONS a) Ellen Boyce – Re: Staff-Approved Development Applications Concerning Hastings Drive, Long Point
Ms. Boyce had concerns regarding new development and in-filling of wetlands along the dynamic beachfront in Lake Erie between lots 21 and 28 on Hastings Drive, Long Point. The applications exclude Norfolk County owned lots 24 and half of 25 and, therefore, does not constitute a continuous breakwall structure which has been
previously discussed as a requirement for these structures. Ms. Boyce requested that
the Board defer permitting applications in relation to works on Hastings Drive until after the Ontario Municipal Board Hearing regarding Hastings Drive scheduled for January 2018.
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MOTION A-243/17 moved: D. Hayes seconded: W. Casier
THAT the LPRCA Board of Directors receives the deputation from Ellen Boyce Re: Staff
Approved Development Applications concerning Hastings Drive, Long Point as
information. CARRIED
MINUTES OF PREVIOUS MEETINGS No questions or comments MOTION A-244/17 moved: R. Geysens seconded: D. Beres
THAT the minutes of the LPRCA Board of Directors Regular Meeting held November 1,
2017 be adopted as circulated. CARRIED The Chair requested that the minutes of November 16, 2017 be amended. As part of the discussion on page 11 regarding a fundraising initiative resulting in resolution LP-
237/17, it was noted that a $50,000 donation was received for the Education Centre. N.
Haydt requested that these funds be used to upgrade the displays at the Education Centre. MOTION A-245/17 moved: J. Scholten seconded: R. Geysens
THAT the minutes of the LPRCA Board of Directors Budget Meeting held November 16,
2017 be adopted as amended.
CARRIED
REVIEW OF COMMITTEE MINUTES MOTION A-246/17 moved: R. Geysens seconded: J. Scholten
THAT the minutes from the Backus Museum Committee meetings of October 2, 2017
and October 31, 2017 be received as information. CARRIED
BUSINESS ARISING
a) LPRCA Investment Update Staff reviewed the creation of the two endowment funds and the investment history. As per the agreement for receiving the funds, restrictions were placed on the funds so that
the funds would be available in perpetuity. Only the interest is available for use and the investments are restricted to products that do not erode the principal. Currently, the funds are held in bond funds and Principal Protected Notes (PPNs). The PPNs
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provided no return this year but has the potential to yield 7.5% annually. The 1-year return on the bond portfolio is currently above the benchmark and the annual average
return has been 3.24%.
MOTION A-247/17 moved: J. Scholten seconded: R. Geysens
THAT LPRCA Board of Directors receives the Investment Report received as
information. CARRIED
b) Waterford Gatehouse Option
A new gatehouse cannot be built at Waterford North CA until the hydro is upgraded, yet staff has been unable to obtain a quote for hydro at that location to date. Of note, the quote for the hydro upgrades required at Haldimand CA came in above budget and the purchasing policy.
MOTION A-248/17 moved: J. Scholten seconded: R. Geysens
THAT LPRCA Board of Directors receives the verbal update from the GM re: Waterford
Gatehouse Option.
CARRIED
DEVELOPMENT APPLICATIONS
J. Scholten assumed the chair as N. Haydt vacated due to the aforementioned
declaration of pecuniary interest.
a) Staff Approved applications
Staff approved 23 applications since the last meeting. LPRCA-122/17, LPRCA-127417,
LPRCA-277/17, LPRCA-280/17, LPRCA-282/17, LPRCA-283/17, LPRCA-284/17, LPRCA-285/17, LPRCA-287/17, LPRCA-288/17, LPRCA-289/17, LPRCA-290/17, LPRCA-291/17, LPRCA-292/17, LPRCA-294/17, LPRCA-296/17, LPRCA-297/17, LPRCA-298/17, LPRCA-299/17, LPRCA-300/17, LPRCA-302/17, LPRCA-309/17 and LPRCA-311/17
No questions or comments.
MOTION A-249/17 moved: M. Columbus Seconded: L. Bartlett
That the LPRCA Board of Directors receives the Staff Approved Section 28 Regulation
Applications report as information. CARRIED N. Haydt resumed the Chair.
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b) New applications The Planning Department recommended approval for 11 applications.
MOTION A-250/17 moved: D. Beres seconded: J. Scholten
THAT the LPRCA Board of Directors approves the following Development Applications
contained within the background section of the report:
A. For Work under Section 28 Regulations, Development, Interference with
Wetlands & Alterations to Shorelines and Watercourses Regulations (R.R.O.
1990 Reg. 178/06),
LPRCA-295/17 LPRCA-307/17 LPRCA-314/17
LPRCA-304/17 LPRCA-308/17 LPRCA-315/17 LPRCA-305/17 LPRCA-310/17 LPRCA-320/17
LPRCA-306/17 LPRCA-313/17
B. That the designated officers of LPRCA be authorized to complete the
approval process for this Development Application, as far as it relates to
LPRCA’s mandate and related Regulations.
CARRIED
CORRESPONDENCE No questions or comments
MOTION A-251/17 moved: D. Hayes seconded: D. Beres
THAT the correspondence outlined in the Board of Director’s Agenda of December 6,
2017 with additions be received as information.
CARRIED
NEW BUSINESS a) GENERAL MANAGER’S REPORT
This month, the GM focused on source water protection and the LPRCA Parks Business Plans. The new Business Plans were distributed to be discussed at a later date. No questions or comments.
MOTION A-252/17 moved: L. Bartlett seconded: D. Hayes
THAT the LPRCA Board of Directors receives the General Manager’s Report for
November 2017 as information.
CARRIED
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b) 2018 LPRCA MEETING AND EVENT SCHEDULE In addition to the monthly board meetings, the 2019 Budget meeting, the Watershed Tour and the Annual Christmas Dinner were added to the formal meeting schedule. The first meeting of the New Year is scheduled for January 10, 2018 and there will be a
Source Protection Authority Meeting beginning at 6:00pm prior to the regular Board Meeting at 6:30pm. MOTION A-253/17 moved: D. Hayes seconded: L. Bartlett
THAT the LPRCA Board of Directors approves the proposed 2018 meeting and event schedule.
CARRIED c) BACKUS VILLAGE POLICY REPORT
Staff sought approval for three policies governing the Backhouse Historic Site to achieve compliance through the Ontario Museum Association. These policies are required in order to apply for the Community Museum Operating Grant (CMOG).
MOTION A-254/17 moved: J. Scholten seconded: R. Geysens
THAT the Long Point Region Conservation Authority approves the following policies:
1. Mandate for the Backhouse Historic Site
2. Statement of Purpose for the Backhouse Historic Site
3. Statement of Significance for the Backhouse Historic Site.
CARRIED
d) TIMBER TENDER– CALEY/PALMER/ABBOTT BLOCKS 2&3
The Caley/Palmer/Abbott Tract Blocks 2 and 3 both received three bids each and both tenders came in within the expected bid range. The Long Tract is currently out for tender and should help to achieve the projected 2017 forestry revenue target of $315,000.
MOTION A-255/17 moved: J. Scholten seconded: R. Geysens
THAT the LPRCA Board of Directors accepts the tender submitted by Townsend Lumber for marked standing timber at the Caley/Abbott/Palmer – Block #2 (LP-298-17) for a total tendered price of $75,127.00. AND THAT the LPRCA Board of Directors accepts the tender submitted by Porter Lumber for marked standing timber at the Caley/Abbott/Palmer – Block #3 (LP-299-17)
for a total tendered price of $93,500.00.
CARRIED
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e) 2018 LPRCA COMMITTEE APPOINTMENTS
Committees will be appointed at the January 10, 2018 meeting after the Chair and Vice-Chair elections. Member appointments are required for the Land Acquisition, Lee Brown Marsh Management, Audit and Backus Museum committees.
MOTION A-256/17 moved: D. Hayes seconded: L. Bartlett
THAT the LPRCA Board of Directors receives the 2018 LPRCA Committee
Appointments Report for information.
CARRIED
f) SEASONAL STAFF APPRECIATION It has been a long-standing tradition that the LPRCA Board of Directors considers presenting staff with a gift card at the holiday season. .
MOTION A-257/17 moved: D. Hayes seconded: W. Casier
THAT the LPRCA Board of Directors authorizes the purchase of a $25 gift card for staff
employed this time of year.
CARRIED
g) A.D. LATORNELL CONFERENCE UPDATE
The A.D. Latornell Conference is considered to be the premier environmental
conference in Ontario. The conference provides technical advice and networking
opportunities for those working in the field, policy makers and others in the
conservation field. This year, the GM and four board members attended on behalf of
LPRCA and all reported that the breakout sessions were very informative and interesting
and recommended the event to others to attend if given the opportunity. As in the
past, it was requested that there be more programming geared to Boards of Directors.
MOTION A-258/17 moved: W. Casier seconded: D. Hayes
THAT the LPRCA Board of Directors receives the verbal report on the A.D. Latornell
Conference as information.
CARRIED
h) VACATION CARRYOVER REPORT
As per the personnel policy, staff requests to carry over more than 10 days of vacation time must be presented to the Board for consideration.
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MOTION A-259/17 moved: D. Hayes seconded: W. Casier
THAT the LPRCA Board of Directors authorizes the following employee to carry forward
the following days of vacation into 2018:
a) Kim Brown – 18 days
CARRIED
J. Scholten assumed the chair as N. Haydt vacated to bring forward the following.
i) BACKUS MUSEUM COMMITTEE
The Backus Museum Committee is currently comprised of three LPRCA board members, the LPRCA Chair and four community volunteers. The Governance Policy allows for six members of the community at large. N. Haydt requested that the
committee be comprised of community volunteers only since fundraising is an important
role for the committee members and board members are unable to contribute the time to fundraising activities. S. Johnson suggested that for upcoming compliance and policy development that the board members be retained to help with direction. It was also suggested to reduce the number of board members by one or two and increase
the community volunteers. Staff was directed to provide a report on the advantages
and disadvantages of changing the current committee composition. MOTION A-260/17 moved: D. Hayes seconded: R. Geysens
THAT the LPRCA Board of Directors receives the verbal Backus Museum Committee
as information; AND THAT staff prepare a report regarding committee composition.
CARRIED N. Haydt resumed the chair.
MOTION A-261/17 moved: R. Geysens seconded: J. Scholten
THAT the LPRCA Board of Directors does now enter into a closed session to discuss:
personal matters about an identifiable individual, including Conservation
Authority employees
a proposed or pending acquisition or disposition of land by the Conservation
Authority CARRIED
MOTION A-262/17 moved: M. Columbus seconded: J. Scholten
THAT the LPRCA Board of Directors does now adjourn from the closed session.
CARRIED
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MOTION A-263/17 moved: D. Hayes seconded: D. Beres THAT the LPRCA Board of Directors receives the information update regarding the
Black Creek Conservation Area as information.
CARRIED
MOTION A-264/17 moved: D. Brunton seconded: M. Columbus
THAT the LPRCA Board of Directors receives the GM’s confidential report re: Land
Disposition Update as information.
CARRIED
MOTION A-265/17 moved: W. Casier seconded: D. Hayes
THAT the LPRCA Board of Directors receives staff’s report regarding Action Plans for
Water Control Structures for information. CARRIED MOTION A-266/17 moved: W. Casier seconded: D. Hayes
THAT the LPRCA Board of Directors receives the Beattie Road Closure Proposal as
information;
AND THAT staff continue to negotiate a resolution with the Municipality of Bayham. CARRIED The Chair adjourned the meeting at 9:55pm.
Noel Haydt Dana McLachlan Chair Administrative Assistant
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LONG POINT REGION CONSERVATION AUTHORITY
BOARD OF DIRECTORS SPECIAL MEETING – December 20, 2017
APPROVED January 10, 2018
Members in attendance: Leroy Bartlett, Dave Beres, Doug Brunton, Wayne Casier, Robert Chambers, Michael Columbus, Roger Geysens, C. Crice, Noel Haydt, David Hayes and John Scholten Staff in attendance: L. Minshall and D. McLachlan
Special Guest: G. Inglis, Solicitor
Regrets: None The LPRCA Chair called the meeting to order at 9:00 am Wednesday, December 20, 2017 in the Tillsonburg Administration Office Boardroom.
ADDITIONAL AGENDA ITEMS
None DISCLOSURES OF INTEREST None
DEPUTATIONS None MINUTES OF PREVIOUS MEETINGS None
BUSINESS ARISING
None
CORRESPONDENCE
None
NEW BUSINESS a) MINISTRY OF LABOUR DIRECTION During a recent Ministry of Labour (MOL) inspection, it was noted that the Personnel Policy Section 1.2, Workplace Harassment and Discrimination, was deficient as it does not specify how the results of an investigation are to be conveyed to the alleged
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harasser and the complainant. Craig Jacques, Joint Health and Safety Committee Member representing the workers, was brought into the meeting to explain the MOL
order. The draft wording for the new Section 1.2.5, Results, was obtained from the
Ministry of Labour’s Code of Practice for Workplace Harassment. The Board requested that Section 1.2.5 be amended to include “calendar days” instead of “days”. MOTION A-267/17 moved: J. Scholten seconded: D. Beres THAT the LPRCA Board of Directors approves the revised policy document, LPRCA
Personnel Policy as amended;
AND THAT staff be directed to complete the Notice of Compliance issued by the
Ministry of Labour.
CARRIED
MOTION A-268/17 moved: M. Columbus seconded: J. Scholten
THAT the LPRCA Board of Directors does now enter into a closed session to discuss:
the security of the property of the Conservation Authority
CARRIED
MOTION A-269/17 moved: J. Scholten seconded: D. Hayes
THAT the LPRCA Board of Directors does now adjourn from the closed session.
CARRIED
MOTION A-270/17 moved: R. Geysens seconded: M. Columbus
THAT the LPRCA Board of Directors accepts the tender submitted by Townsend
Lumber for marked standing timber at the Long Tract (LP-300-17) for a total tendered
price of $98,411.
CARRIED
The Chair adjourned the meeting at 9:50am.
Noel Haydt Dana McLachlan Chair Administrative Assistant
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ATTENDANCE
Mel Getty, Deb Gilvesy, Lisa Gilvesy, Jesse Goossens, Councillor Jim Hayes, Kirby Heckford, Mayor Stephen Molnar, Ashton Nembhard, Steve Spanjers, Randy Thornton (Left 9: AM), Cedric Tomico (Arrived 7:49 AM, Left 9:17 AM), John Veldman
Staff Present: Cephas Panschow, Eric Gilbert (County Planner)
MEMBERS ABSENT/REGRETS
Andrew Burns, Lindsay Morgan
1. Call to Order
The meeting was called to order at 7:40 AM.
2. Adoption of Agenda
Moved By: M. Getty Seconded By: J. Hayes
Resolution # 1
THAT the Agenda as prepared for the Development Committee meeting of September 12,
2017 be adopted.
3. Disclosures of Pecuniary Interest and the General Nature Thereof – None Declared
4. Adoption of Minutes of Previous Meeting – June 13, 2017
Moved By: D. Gilvesy Seconded By: J. Hayes
Resolution # 2
THAT the Minutes of the Development Committee Meeting of June 13, 2017 be
approved.
The notes from the August 8, 2017 meeting, where quorum was not achieved, were
received.
4.1. Business Arising
Discussion regarding the tax and competitiveness challenges facing business in the
Province including Federal tax changes, Bill 148, etc. D. Gilvesy agreed to draft a letter
outlining the committee’s position on these issues.
The Corporation of the Town of Tillsonburg
Development Committee
September 12, 2017
7:30 AM
Boardroom, Customer Service Centre
10 Lisgar Ave, Tillsonburg
MINUTES
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4.1.1. Motion: Agri-Food Collaborative
Moved By: A. Nembhard Seconded By: D. Gilvesy
Resolution # 3
That the Town of Tillsonburg provide a letter of support for the Incubation, Acceleration
and Commercialization Agri-Food Collaborative in their objective of raising awareness
of the need to support start-ups and Small & Medium Enterprises (SMEs) in this sector
Carried
Further to the resolution circulated on June 20, 2017 and approved shortly thereafter,
the Committee is asked to formally approve the motion for the purposes of the minutes.
5. Delegations and Presentations
5.1. Vacant Industrial and Commercial Land Inventory
Planner reviewed the 2014 Population and Employment Lands study along with
updated mapping showing vacant industrial and commercial lands in the Town of
Tillsonburg. In terms of industrial land, the study identifies that there are 81 hectares
(200 acres) of net vacant land, which is more than the projected demand of 56 hectares
(138 acres). Committee is concerned about this as some of the parcels identified as
future industrial are constrained. These parcels can be removed. Staff to provide a
summary of each of the properties and bring back to next meeting.
In terms of commercial land, there are limited parcels available. The Planner noted that
the intent of the Entrepreneurial Zone is to allow for transitional commercial uses that
could eventually become part of the Central Commercial zone. Discussion regarding a
larger user not be able to find land. Can information be provided on the holding
provision regarding grocery store retail at the Norfolk Mall? More analysis of future
commercial lands may be necessary.
Committee agreed to add this as a standing item and to establish a subcommittee to
investigate this more fully.
6. Information Items
6.1. Community Strategic Plan – No update
6.2. Post-Secondary Education – No update
6.3. Tillsonburg Hydro Inc – Three choices have been shortlisted for the new branding and
a decision will be made shortly.
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6.4. Town Hall Task Force – Consultant has conducted market sounding interviews with
the three short listed proponents and will provide guidance to the committee on how to
best move forward. Will there be an opportunity for public participation. There has
been extensive notification and opportunities as part of this process, but there should
still be more, especially for the general public. This will likely take place once a more
concrete plan has been adopted.
General Business & Reports
6.5. Monthly Project Update – Transaction with Elmerex is still conditional subject to them
obtaining approvals. Transfer Station will be re-opening in early October.
Suggestion to consider ways to make the Highway 3 Business Park sign more “flashy”.
Perhaps consider flags or lights. The sign did result in a call the day immediately after
installation so it appears to be working.
7. Committee Minutes & Reports
7.1. Tillsonburg District Chamber of Commerce – No update
7.2. Downtown Business Improvement Association – Four Façade applications have
been approved.
7.3. Tillsonburg District Real Estate Board – Committee received the monthly report.
7.4. Physician Recruitment – New physicians are arriving and one application has been
made for funding support.
8. Correspondence - None
9. Other Business
9.1. Roundtable
Mayor reported that Tillsonburg items were raised with Ministry of Transportation and
Premier at the AMO Conference.
The Amazon “HQ2” opportunity appears to exclude smaller centres but area Economic
Development staff are considering the opportunity and a possible joint application.
A second job fair related to Siemens’ closure is being planned for Thursday, October 12, at
the Community Centre. This will be open to all employers and all job seekers.
10. Closed Session - None
11. Next Meeting
The next meeting of the Development Committee is scheduled for 7:30 AM on Tuesday,
October 10, 2017.
12. Adjournment
196
Development Committee Meeting Minutes (September 12, 2017) - 4 -
Moved By: M. Getty Seconded By:
Proposed Resolution 4
The meeting adjourned at 9:31 AM.
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ATTENDANCE
Deb Gilvesy, Lisa Gilvesy, Councillor Jim Hayes (Left 9:10 AM), Kirby Heckford (Arrived 8:25 AM), Mayor Stephen Molnar, Lindsay Morgan, Ashton Nembhard (Left 9 AM), Steve Spanjers, Randy Thornton (Left 8:50 AM), Cedric Tomico (Arrived 7:45 AM), John Veldman
Staff Present: Cephas Panschow, Eric Gilbert (County Planner)
MEMBERS ABSENT/REGRETS
Andrew Burns, Mel Getty, Jesse Goossens
1. Call to Order
The meeting was called to order at 7:35 AM.
2. Adoption of Agenda
Moved By: D. Gilvesy Seconded By: J. Veldman
Resolution # 1
THAT the Agenda as revised (Vacant Industrial/Commercial Inventory, Q3 Report) for the
Development Committee meeting of November 14, 2017 be adopted.
3. Disclosures of Pecuniary Interest and the General Nature Thereof – None Declared
4. Adoption of Minutes of Previous Meeting – September 12, 2017
Moved By: D. Gilvesy Seconded By: J. Hayes
Resolution # 2
THAT the Minutes of the Development Committee Meeting of September 12, 2017 be
approved.
5. Delegations and Presentations
5.1. Vacant Industrial and Commercial Land Inventory/Norfolk Mall
Planner provided information on the Norfolk Mall and the holding provision that was part
of the decision from the 1985 Ontario Municipal Board hearing and that was included in
their Official Plan. The Holding Provision for the food sales component of a department
store extended until January 1, 2016 after which it can be removed subject to a
The Corporation of the Town of Tillsonburg
Development Committee
November 14, 2017
7:30 AM
Boardroom, Customer Service Centre
10 Lisgar Ave, Tillsonburg
MINUTES
198
Development Committee Meeting Minutes (November 14, 2017) - 2 -
satisfactory market assessment. Norfolk is currently redoing their Official Plan and
have recommended that the designation change to Shopping Centre. Oxford Planning
has provided comments in this regard and the update will be reviewed by Norfolk
County Council.
6. Information Items
6.1. Community Strategic Plan – Deputy Clerk position has been successfully recruited
and a report will be forthcoming.
6.2. Post-Secondary Education – No update
6.3. Tillsonburg Hydro Inc – Branding complete.
6.4. Town Hall Task Force – Colliers has presented the findings of the Market Sounding
interviews to the committee, who have provided guidance as how to proceed.
Committee requested site summary and information on the status quo scenario versus
new construction. Is the Town required to provide a certain amount of spaces to the
mall? Will be looked into.
7. General Business & Reports
7.1. Monthly Project Update
7.1.1. Parking Study Update – Staff provided an update on the Business Plan item,
which will be awarded shortly with a scheduled completion by Q1 2018. Three
main items are evaluating potential lots for redevelopment based on current use,
reviewing movement of cars/pedestrians around the Town Centre Mall, and
reviewing accessible parking along Broadway. Anticipated to be complete by Q1
2018.
7.1.2. Wayfinding Signage Update – Deferred
7.2. Letter to Minister regarding Bill 148 Fair Workplaces for Better Jobs Act
D. Gilvesy provided an overview of the letter and public reports surrounding this issue.
Although the minimum wage increase has got the most attention, there are significant
issues with other aspects to the legislation. Concern from some municipalities around
on call employees and also how this might impact Fire and Works Departments. There
is also concern about the impact on farm operations and offshore workers as well as the
ability of Ontario’s agriculture sector to compete with foreign competition. Suggestion to
add this information to the letter.
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Development Committee Meeting Minutes (November 14, 2017) - 3 -
Moved By: L. Morgan Seconded By: A. Nemhbard
Proposed Resolution 3
THAT the letter as revised be circulated to the Ontario Government and appropriate
agencies (AMO, MPP, etc)
Carried
7.3. Asia Mission Update/ Q3 Report
Staff reported that while the Town’s lead files opened were below target, this does not
include the 108 lead files opened by SOMA. Prospecting hours and client visits are well
over targets. 15 new businesses opened year to date versus five closures. Mission to Asia
through Southwestern Ontario Marketing Alliance but also includes portions of the SCOR
Business Meetings and the Premier’s Mission.
7.4. Members – Vacant Industrial and Commercial Land Inventory
L. Morgan, D. Gilvesy, R. Thornton, J. Goossens – Primary intent is to provide feedback
to County on their vacant inventory study, but also to identify options to increase the
industrial and commercial supply of land as well as underutilized areas (Stretch of
Simcoe St, Parking lots) for redevelopment.
8. Committee Minutes & Reports
8.1. Tillsonburg District Chamber of Commerce – No update
8.2. Downtown Business Improvement Association – Christmas Crawl is scheduled for
December 1. This is the fifth year of the Façade program so reviewing opportunities to
keep or expand the program. Have secured Tourism signage on Hwy 3 with more info
to follow. Town/BIA are in discussion regarding LED lighting in the downtown core.
Suggestion to consider changing the light standards at the same time to improve
aesthetics/lighting.
8.3. Tillsonburg District Real Estate Board – Committee received the monthly report.
Some concern regarding energy audits that may be required prior to sale and impact of
marijuana legislation and impact to housing.
8.4. Physician Recruitment – Budget request for Oxford wide initiative made to County
Council.
9. Correspondence - None
10. Other Business
10.1. Roundtable
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Development Committee Meeting Minutes (November 14, 2017) - 4 -
Onward Thrift Store is doing well and donates proceeds back to the community so if anyone
is aware of opportunities, especially educational, please pass on.
Town working to attract a new user to the 1 Clearview Dr property.
Second Job Fair held on October 12 and went well. Businesses indicated that it was
valuable so Town/MSC are planning to do a subsequent job fair in 2018.
Council has approved the use of bonds as a method of providing security instead of cash or
letters of credit. This reduces the cost of providing security while still providing appropriate
protection for the Town. Town has been great to work with in getting projects moving
forward and this is another example of thinking outside the box.
11. Closed Session - None
12. Next Meeting
The next meeting of the Development Committee is scheduled for 7:30 AM on Tuesday,
December 12, 2017.
13. Adjournment
Moved By: S. Spanjers Seconded By:
Proposed Resolution 4
The meeting adjourned at 9:58 AM.
201
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ATTENDANCE
Shane Curtis
John Prno
Gord Roesch
Stephen Molnar
Staff:
Becky Turrill, Secretary
MEMBERS ABSENT/REGRETS
John Bamford
Jim Hayes
Mel Getty
Mike Dean
Jeff Smith, Fire Chief
1. Call to Order
The meeting was called to order at 7:25p.m.
2. Adoption of Agenda
Moved By: None Seconded By: None
Resolution #1
THAT the agenda for the November 14, 2017 meeting as amended be approved.
CARRIED
3. Disclosures of Pecuniary Interest and the General Nature Thereof - None
4. Adoption of Minutes of Previous Meeting
Moved By: None Seconded By: None
Resolution #2
THAT the minutes of the October 17, 2017 meeting be adopted. CARRIED
The Corporation of the Town of Tillsonburg
FIRE STRAT PLANNING COMMITTEE
November 14, 2017
7:00 p.m.
Fire Station Training Room
80 Concession Street East
MINUTES
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Fire Services Strategic Planning Committee Meeting Minutes - 2 -
5. General Business & Reports
5.1. Needs Assessment – Discussion only as committee did not have a quorum
5.1.1. Opinion of Stake Holders – What are we going to ask?
-How will we get the information out? – Survey Monkey, Facebook
5.1.2 Who? – BIA, Seniors Centre, Industrial, Residents, Business Owners, Employers,
Fire Department, Chamber, Building Department
5.1.3. How? – Open House, Town of Tillsonburg Facebook, PUC bill, Library, Tillsonburg
Community Centre, Customer Service Centre, Corporate
6. Next Meeting
The next meeting of the Fire Services Strategic Planning Committee will be on December
12, 2017 at 7:00pm.
7. Adjournment
Moved By: None Seconded By: None
Resolution #3
THAT the Fire Services Strategic Planning Committee meeting of November 14, 2017 be
adjourned at 8:35p.m.
CARRIED
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ATTENDANCE MEMBERS PRESENT: Ken Butcher, Paul DeCloet, Penny Esseltine, Corey Hill, Robert Marsden, Mayor
Steven Molnar, Christine Nagy, Laura Pickersgill, Sue Saelens, Marian Smith, Paul Wareing, guest Shane Curtis.
MEMBERS ABSENT/REGRETS: Charles Baldwin, Reg Butcher, Maurice Verhoeve
1. Call to Order
The meeting was called to order at 9:00 a.m.
2. Adoption of Agenda
Moved By: C. Nagy Seconded By: S. Saelens
Proposed Resolution #1_ THAT the Agenda for the Heritage, Beautification & Cemetery Advisory Committee meeting of January
11, 2018 be adopted with additions. Carried.
3. Disclosures of Pecuniary Interest and the General Nature Thereof: None
4. Adoption of Minutes of Previous Meeting
Moved By: S. Saelens Seconded By: P. DeCloet
Proposed Resolution #2
THAT the minutes for the December 7, 2017 meeting be approved. Carried.
5. Delegations and Presentations – Shane Curtis described his business and interests in the former
Rolph Street Public School building. Described future plans for the school retaining as many
heritage/beautiful features as possible inside and outside. Presented possible alterations/additions to façade requesting approval of committee for changes.
Moved By: S. Molnar Seconded By: S. Saelens
Proposed Resolution #3
THAT the Heritage, Beautification and Cemetery Committee endorse the recommendations as presented
by developer related to external façade impacts at Rolph Street property, And further that this resolution be forwarded to Council for consideration. Carried. 6. General Business & Reports
6.1 Report from Tillsonburg Horticultural Society (THS) – there was no report at this time.
The Corporation of the Town of Tillsonburg
HERITAGE, BEAUTIFICATION &
CEMETERY ADVISORY COMMITTEE
January 11, 2018 9:00 a.m.
Corporate Annex
200 Broadway
MINUTES
204
7. Correspondence - none
8. Other Business
8.1 Heritage Designations for church windows – A letter has gone to St. Paul’s and St. John’s
Churches. Waiting for replies. 8.2 Kiwanis sign at Coronation Park –P. Esseltine contacted two former members of the Kiwanis
Club for input. Both indicated they had no problem with removing the sign as long as the Park has
Kiwanis name indicated. Corey will take back to his team for decision on removal or retention. 8.3 Invasive species – P. DeCloet and C. Hill will meet with Paul Gagnon of LPRCA to discuss list of
recommended trees. 8.4 Century Home plaques - L. Pickersgill is still communicating with the program coordinator for this program in Toronto plaque to determine popularity of the program and to get information on supplier and costs.
8.5 Federal role in heritage conservation
Moved By: P. Esseltine Seconded By: C. Nagy
Proposed Resolution #4
THAT the Heritage, Beautification and Cemetery Committee support the recommendations of the Federal House of Commons Standing Committee in Environment and Sustainable Development contained in
report 10 regarding the presentation of Canada’s heritage,
And further that the Committee supports recommendation number eleven, a proposed tax credit for restoration and preservation work on buildings listed in the Canadian Register of Historic Places,
And further that the Committee forward this recommendation to Council for consideration. Carried.
8.6 P. DeCloet reported on the Lions Memorial Grove in Memorial Park as part of the future
improvements to the park. Mayor Molnar asked that the Memorial Park Master Plan be forward to committee members for review.
P. Next Meeting
The next meeting of the Heritage, Beautification & Cemetery Advisory Committee will be on February 1 2018 at 9:00 a.m. in the Annex Meeting Room, 200 Broadway.
Q. Adjournment
Moved By: C. Nagy
Proposed Resolution #5
THAT the Meeting of Heritage, Beautification & Cemetery Advisory Committee on January 11, 2018 be
adjourned at 10:05 a.m. Carried.
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206
THE TOWN OF TILLSONBURG
BY-LAW # 4163
A BY-LAW TO PROVIDE FOR AN INTERIM TAX LEVY FOR THE YEAR 2018
WHEREAS section 317 of the Municipal Act, 2001, S.O. 2001, CHAPTER 25, provides that the council of a local municipality, before the adoption of estimates for the year under section
290, may pass a by-law levying amounts on the assessment of property in the local municipality
ratable for local municipal purposes;
AND WHEREAS the Council of this municipality deems it appropriate to provide for such interim levy on the assessment of property in this municipality;
THEREFORE the Council of the Town of Tillsonburg enacts as follows:
1. The amounts levied shall be as follows:
A. The amount levied on a property shall not exceed the prescribed percentage or 50 per cent if no percentage is prescribed, of the total amount of taxes for municipal and school purposes levied on the property for the previous year.
B. The percentage under paragraph “A” may be different for different property
classes but shall be the same for all properties in a property class.
C. For the purposes of calculating the total amount of taxes for the year 2017 under paragraph “A”, if any taxes for municipal and school purposes were levied on a
property for only part of the year 2017 because assessment was added to the tax roll
during 2017, an amount shall be added equal to the additional taxes that would have
been levied on the property if the taxes for municipal and school purposes had been
levied for the entire year.
2. The provisions of this by-law apply in the event that assessment is first added to the
Collector’s roll for the year 2018 and an interim levy shall be imposed at the prescribed
percentage or 50 per cent if no percentage is prescribed, of the total tax rates levied for
that class in the previous year.
3. All taxes levied under this by-law shall be payable into the hands of the Collector in
accordance with the provisions of this by-law.
4. There shall be imposed on all taxes a penalty for non-payment or late payment of taxes in default of the installment dates set out below. The penalty shall be one and one-quarter percent (1¼%) of the amount in default on the first day of default and on the first day of
each calendar month during which the default continues, but not after the end of 2018.
5. The interim tax levy imposed by this by-law shall be payable in two (2) installments due on the following dates:
First Installment: The 22nd day of February, 2018
Second Installment: The 24th day of May, 2018
6. The Collector may mail or cause to be mailed to the address of the residence or place of
business of each person taxed under this by-law, a notice specifying the amount of taxes
payable.
7. The notice to be mailed under this by-law shall contain the particulars provided for in this
by-law and the information required to be entered in the Collector’s roll under section
343 of the Municipal Act, 2001.
207
8. The subsequent levy for the year 2018 to be made under the Municipal Act shall be
reduced by the amount to be raised by the levy imposed under this by-law.
9. The provisions of section 317 of the Municipal Act, 2001, apply to this by-law with
necessary modifications.
10. The Collector shall be authorized to accept part payment from time to time on account of
any taxes due, and to give a receipt of such part payment, provided that acceptance of any such part payment shall not affect the collection of any percentage charge imposed and collectable under section 4 of this by-law in respect of non-payment or late payment
of any taxes or any installment of taxes.
11. Nothing in this by-law shall prevent the Collector from proceeding at any time with the
collection of any tax, or any part thereof, in accordance with the provisions of the statutes and by-laws governing the collection of taxes.
12. In the event of any conflict between the provisions of this by-law and any other by-law,
the provisions of this by-law shall prevail.
12. This by-law shall come into force and take effect on the day of the final passing thereof.
READ A FIRST, SECOND AND THIRD TIME AND FINALLY PASSED THIS 22nd
DAY OF JANUARY, 2018.
_________________________
MAYOR- Stephen Molnar
_________________________
CLERK-Donna Wilson
208
THE CORPORATION OF THE TOWN OF TILLSONBURG
BY-LAW NO. 4164
A BY-LAW to authorize an Agreement between Her Majesty the Queen in right of the Province of
Ontario, as represented by the Ministry of Transportation (the “Ministry”) and the Corporation of the
Town of Tillsonburg, for the purpose of receiving funds from the Dedicated Gas Tax Funds for
Public Transportation Program.
WHEREAS The Town of Tillsonburg is desirous of entering into a Dedicated Gas Tax Funds for
Public Transportation Program Transfer Payment Agreement with Her Majesty the Queen in right
of the Province of Ontario, as represented by the Minister of Transportation for the Province of
Ontario.
THEREFORE the Council of the Town of Tillsonburg enacts as follows:
1. THAT the agreement attached hereto as Schedule "A" forms part of this By-Law;
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;
3. AND THAT this By-Law shall come into full force and take effect after the final
passing hereof.
READ FOR A FIRST AND SECOND TIME THIS 22nd DAY OF January, 2018.
READ FOR A THIRD AND FINAL TIME AND PASSED THIS 22nd DAY OF January, 2018.
__________________________ Mayor – Stephen Molnar
__________________________
Town Clerk – Donna Wilson
209
210
211
212
213
MINISTRY OF TRANSPORTATION
Dedicated Gas Tax Funds For
Public Transportation Program
2017/18 Guidelines and Requirements
214
2
TABLE OF CONTENTS
1.DEFINITIONS ......................................................................................................................... 3
2. INTRODUCTION ................................................................................................................... 5
3. GENERAL ELIGIBILITY REQUIREMENTS AND CONDITIONS .......................................... 5
4. GENERAL PROGRAM ALLOCATION METHODOLOGY AND PAYMENT PROCESS ........ 7
4.1 General Program Allocation Methodologies 7
4.2 Payment Process 8
5. DEDICATED GAS TAX FUNDS RESERVE ACCOUNT AND INTEREST ............................ 9
5.1Dedicated Gas Tax Funds Reserve Account 10
5.2 Interest 10
6. ACQUISITION OF GOODS OR SERVICES, AND DISPOSAL OF ASSETS ...................... 10
7. ADJUSTMENT, WITHHOLDING AND PAYMENT OF DEDICATED GAS TAX FUNDS AND
OTHER REMEDIES .......................................................................................................... 10
8. ACCOUNTABILITY, RECORDS, AUDIT AND REPORTING REQUIREMENTS ................ 12
8.1 Accountability 12
8.2 Records 12
8.3 Audit 13
8.4 Reporting 13
9. COMMUNICATIONS ........................................................................................................... 14
10. CONFLICT OF INTEREST ................................................................................................ 14
11. FREEDOM OF INFORMATION AND PROTECTION OF PRIVACY ACT ......................... 15
12. LIABILITIES AND INDEMNITIES ...................................................................................... 15
13. COMPLIANCE WITH THE LAW ....................................................................................... 16
14. WHERE TO APPLY AND REQUEST OR PROVIDE INFORMATION .............................. 16
APPENDIX A: REPORTING FORMS ..................................................................................... 17
APPENDIX B: CANADIAN CONTENT POLICY ..................................................................... 18
APPENDIX C: VISUAL IDENTITY SIGNAGE REQUIREMENTS ............................................ 19
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3
DEDICATED GAS TAX FUNDS FOR PUBLIC TRANSPORTATION PROGRAM
2016/2017 GUIDELINES & REQUIREMENTS
1. DEFINITIONS
When used in these guidelines and requirements, the words set out below that import the
singular include the plural and vice versa:
el, which equals the average
municipal own spending on public transportation for the years 2001 to 2003 and includes a
rate of 2% per year for inflation. For new transit systems that were not operational from 2001
to 2003, the baseline will be determined ty has
three years of operation, whereby the first three years of municipal spending will be averaged
and a rate of 2% per year for inflation will be applied.
Content P ontent for Transit Vehicle Procurement
Policy, attached to these guidelines and requirements as Appendix B: Canadian Content
Policy, which the Ministry may amend from time to time.
municipality to be
used strictly towards eligible expenditures that are reasonable, in the opinion of the Ministry,
municipality, under its name and in a Canadian financial institution, where dedicated gas tax
funds are deposited and can be tracked separately from any other funds that may be in the
account. This does not need to be a separate account, so long as the dedicated gas tax funds
can be tracked separately.
DFPTA means the Dedicated Funding for Public Transportation Act, 2013, S.O. 2013, c. 2,
Sched. 3.
expenditures made by a municipality in direct support of public
transportation operating or capital, or both, costs in accordance with Article 3 of these
guidelines and requirements.
Gas Tax Funds for Public Transportation Program ! 2016/2017 Guidelines and
"##, B and C to these guidelines and requirements, which
the Ministry may amend from time to time.
ost municipality as described in Section 4.2.
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4
$%&’, Her ministers, agents,
appointees, and employees.
(
municipality, including a host municipality, that sets out the terms and conditions under which
the Ministry agrees to provide dedicated gas tax funds to the municipality, including those
under these guidelines and requirements, and any amendments to the letter of agreement.
losses means any and all liability, loss, costs, damages or expenses (including legal, expert
and consultant fees).
%) (a) for a subway car, light rail car, streetcar or trolley bus, the
refurbishment where the life cycle is extended for a minimum of six years beyond the designed
life cycle set out by the manufacturer; and (b) for a bus thirty feet in length or over, the
refurbishment where, when the bus reaches a minimum age of nine years, the life cycle of the
bus is extended for a minimum of six years.
*, which is
responsible for the administration of the Program and the Minister responsible for the Ministry.
(, including those received
from total operating revenue and local public donations, that a municipality contributes towards
public transportation expenditures, including funds it contributes for operating and capital
expenditures.
personnel includes the advisors, appointees, directors, officers, employees, agents, partners,
affiliates, volunteers or subcontractors of a municipality.
proceeding means any and all causes of action, actions, claims, demands, lawsuits or other
proceedings.
+ ,*-+*+
the Ministry to provide municipalities with dedicated gas tax funds subject to, and in
accordance with, these guidelines and requirements.
+RESTO payment system for which Metrolinx is responsible.
(
by vehicles operated by or on behalf of a municipality or local board as defined in the
Municipal Affairs Act, R.S.O. 1990, c. M. 46, as amended, or under an agreement between a
municipality or local board, and a person, firm or corporation, and includes special
transportation facilities for transporting persons with disabilities but does not include
transportation by special purpose facilities, such as school buses or ambulances.
car, bus, subway car, light rail car, specialized
vehicles for transporting persons with disabilities or trolley bus used for public transportation.
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5
(##."-/
these guidelines and requirements: 1) Dedicated Gas Tax Funds for Public Transportation
2017 Reporting Form (i.e. form MT-O-16); 2) Dedicated Gas Tax Program ! 2017
Conventional Transit Reporting Form (i.e. form MT-O-17); and 3) Dedicated Gas Tax Program
! 2017 Specialized Transit Reporting Form (i.e., form MT-O-18).
subcontractor means any contractor of a municipality or any of its subcontractors at any tier of
subcontracting.
2. INTRODUCTION
The Province has a vision for a stronger Ontario built around strong communities, a vibrant
economy and healthier, more liveable cities with increased access to public transportation,
reduced commute times and cleaner air for all Ontarians. By providing a portion of the gas tax
for public transportation, the Province assists municipalities to become more self-sustaining in
that regard.
As of October 2004, the Province provided 1 cent/litre of gas tax funds to Ontario
municipalities, increasing as of October 2005 to 1.5 cents/litre, and, since October 2006, has
consistently provided 2 cents/litre annually.
As of 2013 and pursuant to the Dedicated Funding for Public Transportation Act, 2013, S.O.
2013, c. 2, Sched. 3 (DFPTA ), a portion of the provincial gasoline tax revenue is dedicated to
the provision of grants to municipalities for public transportation, including those pursuant to
the Program. The portion of the gas tax that is dedicated in each fiscal year is an amount
determined using a formula set out in the DFPTA.
Except for the interim six-month program to bridge the gap between the end of the 2012/13
Program year and the beginning of the 2014/15 Program year, prior to the passage of the
DFPTA and for the first nine years, the Program has run from October to September. Starting
with the 2014/15 Program year, the Program runs from April to March, with municipal
allocations being available in late September at the earliest.
The 2017/18 Program runs from April 1, 2017 to March 31, 2018. The new allocation of
funding for the Program for 105 public transit systems representing 142 municipalities will
amount to approximately $357.2 million.
The Program is an important element of the ongoing relationship between the Province and
Ontario municipalities. Municipalities receiving dedicated gas tax funds must meet the
requirements set out in these guidelines and requirements.
3. GENERAL ELIGIBILITY REQUIREMENTS AND CONDITIONS
The purpose of the Program is to provide dedicated gas tax funds to Ontario municipalities to
ensure that local public transportation services continue, and to increase overall ridership
218
6
through the expansion of public transportation capital infrastructure and levels of service. To
be eligible to receive dedicated gas tax funds, a municipality must contribute financially
towards its public transportation services.
For 2017/18 and unless otherwise approved in writing by the Ministry, only municipalities that
have submitted their 2016 annual data survey to the Canadian Urban Transit Association
(CUTA), and their 2016 Gas Tax reporting forms to the Ministry, will be eligible to receive
dedicated gas tax funds.
Subject to the provision of a municipal by-law indicating its intent to provide public
transportation services, a municipality that is not currently providing public transportation
services, but decides to begin providing such services, may be eligible for funding.
Notification, prior to October 6, 2017,
transportation services and specific commitment to annually fund such public transportation
services is required. After the new public transportation services have been implemented and
sole discretion, dedicated gas tax funding may then be available.
A municipality receiving dedicated gas tax funds must ensure that all funds received and any
related interest are used exclusively towards eligible expenditures, and, unless otherwise
approved in writing by the Ministry, disbursement of dedicated gas tax funds and any related
interest must be net of any rebate, credit or refund, for which the municipality has received, will
receive, or is eligible to receive.
All public transportation services and public transportation vehicles must be fully accessible in
accordance with the requirements set out under the following statutes and regulations, as may
be amended from time to time: the Accessibility for Ontarians with Disabilities Act, 2005, S.O.
2005, c. 11 and the Integrated Accessibility Standards, O. Reg. 191/11 made under that Act;
the Highway Traffic Act, R.S.O. 1990, c. H.8 and the Accessible Vehicles, R.R.O. 1990, Reg.
629 made under that Act; and the Public Vehicles Act, R.S.O 1990, c. P. 54. In addition to the
above, the acquisition of public transportation vehicles must comply with the Canadian
Content Policy requirements.
Unless the Ministry otherwise approves in writing, in 2017/18, gas tax revenues and any
related interest can only be used to support municipal public transportation expenditures
municipal public transportation funding. External audit and financial reporting costs are not
eligible expenditures to which dedicated gas tax funding can be applied or the Ministry may
reimburse.
(a) Requirements for All Dedicated Gas Tax Funds Received in 2017/18 and Beyond
0 Dedicated gas tax funds and any related interest must be spent on:
Public transportation capital expenditures that promote increased transit
1
+
baseline spending;
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7
Capital expenditures for the replacement of any public transportation vehicles
that 1
Capital expenditures that provide improvements to public transportation
security and passenger safety,
spending; or
Major refurbishment on any fully accessible, or to be made fully accessible,
public transportation vehicle, with the exception of specialized vehicles used
for the transportation of persons with disabilities, and are above a
g.
0 For municipalities that provide only specialized transit for persons with disabilities,
dedicated gas tax funds can be spent on public transit initiatives that may not initially
result in ridership growth but will provide increased accessibility.
(b) Additional Requirements for the following Municipalities: Regions of Durham and
York, the Cities of Brampton, Burlington, Hamilton, Mississauga, Ottawa and
Toronto, and the Town of Oakville.
Prior to the release of any dedicated gas tax funds, the municipalities listed under (b) above
will, in addition to any other requirements in this Article 3, be required to:
0 Participate in PRESTO and, as participants, will be required to meet their financial
obligations for that system.
(c) Additional Requirements for GTA Municipalities: Regions of Durham, Halton, Peel
and York, and Cities of Hamilton and Toronto.
Prior to the release of any dedicated gas tax funds, the municipalities listed under (c) above
will, in addition to any other requirements in this Article 3, be required to:
0 Demonstrate that they have met their responsibility for the payment of the growth
and expansion capital costs of Metrolinx pursuant to the Amendment to Greater
Toronto Services Board By-law No. 40, O. Reg. 446/04, made under the Metrolinx
Act, 2006, S.O. 2006, c. 16, as amended.
The eligibility requirements for dedicated gas tax funds will be determined in accordance with
these guidelines and requirements. The eligibility for any dedicated gas tax funds is at the
sole discretion of the Ministry. Where a municipality relies on receiving dedicated gas tax
funds for expenditure, a municipality should consider consulting with Ministry staff when in
doubt as to whether proposed expenditure is an eligible expenditure prior to making or
committing to make such an expenditure.
4. GENERAL PROGRAM ALLOCATION METHODOLOGY AND PAYMENT PROCESS
4.1 General Program Allocation Methodologies
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Based on consultation with municipalities, public transportation operators and stakeholders,
the Province recognizes the varying needs of public transportation in Ontario municipalities,
including those related to large established public transportation systems and communities
with different growth rates and levels of public transportation service. Consistent with the
above, the Province has established an allocation formula based on a combination of ridership
and population. This formula balances the needs of large established public transportation
systems, the growth needs of rapidly growing municipalities, and the needs of smaller
municipalities that provide public transportation services.
The Province is implementing an allocation based on 70% transit ridership and 30% municipal
population. Fully implemented, 70% of $357.2.5 million (up to $250.06 million) may be
distributed to municipalities on the basis of their public transportation ridership levels. Thirty
percent (30%) of $357.2 million (up to $107.17 million) may be distributed on the basis of
population levels. Public transportation ridership will include the totals of both conventional
and specialized public transportation services.
Both ridership and population figures are updated and revised annually for use in the
calculation of dedicated gas tax funds.
CUTA annually collects and reproduces, on behalf of the Ministry, transit ridership data in its
Ontario Urban Transit Fact Book and its Ontario Specialized Transit Services Fact Book (the
2*#Fact Books/ The Ministry used the 2016 ridership data from the 2016 CUTA Fact
Books for the above calculation. 3
collected nor reproduced in the 2016 CUTA Fact Books, the Ministry used the 2016 transit
ridership data received from the municipality.
The 2017/18 gas tax allocations were calculated using 2016 population estimates derived from
the 2011 census data.
Dedicated gas tax funds provided to each municipality in 2017/18 are not to exceed, based on
the 2016 municipal public transportation spending data set out in the CUTA Fact Books, 75%
of municipal own spending on public transportation. The Ministry may re-allocate, in support
of increasing public transportation ridership, any amounts of moneys dedicated for but that
remains undistributed through the Program.
The Ministry may undertake an annual review of the dedicated gas tax allocation methodology
and eligibility requirements to ensure these funds support the desired outcome of increased
public transportation ridership. Municipal public transportation spending will be reviewed on
an annual basis to determine if the limits of the dedicated gas tax funds need to be applied
where the gas tax allocation may exceed 75% of municipal own spending on public
transportation.
4.2 Payment Process
The Minister will advise each municipality that provides public transportation services of the
amount of dedicated gas tax funds it is eligible to receive. The Minister will send a letter of
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agreement to each of these municipalities. The letter of agreement will set out the terms and
conditions upon which the dedicated gas tax funds will be released to the municipality, and by
which the municipality will have to agree to be bound.
The Ministry may, on a quarterly basis (or other basis, as the Ministry may decide from time to
time), make payments of dedicated gas tax funds only after receipt of the following
documents: i) the letter of agreement, provided by the Ministry to the municipality, signed in
accordance with the by-law(s) and, if applicable, the resolution(s) described below; and ii) a
certified copy of the by-law(s) and, if applicable, any resolution(s) authorizing the letter of
agreement and naming municipal signing officers for the letter of agreement.
In addition, the Ministry may withhold payment of dedicated gas tax funds until the reporting
requirements under Section 8.4 are met.
Any amount of dedicated gas tax funds provided to the municipality under the Program will be
subject to the remedies set out under Article 7.
Any dedicated gas tax funds the Ministry provides to a municipality and any related interest,
including those kept by the municipality in a dedicated gas tax funds reserve account, will have
to be used by the municipality exclusively towards public transportation services and in
accordance with the requirements set out in these guidelines and requirements including,
without limitation, those related to eligibility and related conditions, acquisition, disposition,
accountability, records, audit, reporting, liability, and indemnity requirements.
If a municipality agrees to provide .) for
another municipality, the Ministry, at its sole discretion, may only provide the host municipality
with dedicated gas tax funds. Prior to the Ministry making any payment of dedicated gas tax
funds to the host municipality, the host municipality and the municipality on whose behalf the
host municipality is providing transportation services will be required to provide the Ministry
with certified copies of their respective by-laws designating the host municipality as a public
transportation service provider for the municipality or authorizing the host municipality to
provide public transportation services to the municipality, as applicable. The contributing
municipality, on whose behalf the host municipality is providing transportation services, will be
required to provide the Ministry with a certified copy of their by-law in the year that this
arrangement is initiated, and will be required annually to confirm with the Ministry in writing that
the arrangement is still in effect. The host municipality will be required to enter into a dedicated
gas tax funds letter of agreement with the Ministry and be in compliance with the terms and
conditions set out in these guidelines and requirements.
In addition, the host municipality must promptly advise the Ministry of any change in
arrangements between the host and contributing municipalities, such as decisions to cease
contributions. The Ministry may then, at its sole discretion, make any necessary adjustment to
its contribution of dedicated gas tax funds to the host municipality.
5. DEDICATED GAS TAX FUNDS RESERVE ACCOUNT AND INTEREST
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5.1 Dedicated Gas Tax Funds Reserve Account
Dedicated gas tax funds must be used only towards public transportation service eligible
expenditures. If the Ministry provides dedicated gas tax funds to a municipality before the
(be required to keep the
funds, and all interest earned on such funds, in a dedicated gas tax funds reserve account.
Dedicated gas tax funds received, and any related interest earned on such funds, must be
reported annually, using the reporting forms, on a cash basis.
5.2 Interest
Interest must accrue on funds carried over the course of the Program reporting period in a
dedicated gas tax funds reserve account. A municipality must calculate interest on its average
annual balance of funds. The interest must also be reported annually, using the reporting
forms, and can only be applied towards eligible expenditures.
6. ACQUISITION OF GOODS OR SERVICES, AND DISPOSAL OF ASSETS
If a municipality acquires goods, including supplies, materials, vehicles, equipment or services,
or both, with dedicated gas tax funds, it must do so through a process that promotes the best
value (with due regard for economy, efficiency and effectiveness) for the dedicated gas tax
funds it spends.
The municipality must report, in writing, to the Ministry any funds accrued from the sale, lease
or disposal of assets purchased with dedicated gas tax funds, and return such funds to a
dedicated gas tax funds reserve account (see Article 5), with the exception that funds accrued
from the sale, lease or disposal of transit buses beyond their useful economic life (12 years for
conventional and 5 years for specialized), will not be required to be returned to a dedicated
reserve account.
7. ADJUSTMENT, WITHHOLDING AND PAYMENT OF DEDICATED GAS TAX FUNDS
AND OTHER REMEDIES
If, in the opinion of the Ministry, a municipality: i) fails to comply with any term, condition or
obligation set out in a letter of agreement, including these guidelines and requirements; ii)
uses any of the dedicated gas tax funds or any related interest for a purpose not authorized
without the prior written consent of the Ministry; iii) provides erroneous or misleading
information; iv) fails to provide information, including requested audit information and required
reports, to the Ministry for any reason whatsoever; or v) is unable to provide or acquire or has
discontinued the provision or acquisition of any service or asset for which dedicated gas tax
funds have been provided, or it is not reasonable for the municipality to continue to provide or
acquire any service or asset for which such funds have been provided . /
Ministry may, unless the Ministry provides the municipality with written notice of an opportunity
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to remedy the event of default, take one or more of the following actions: i) initiate any action
the Ministry considers necessary in order to facilitate the successful provision or acquisition of
any service or asset provided or acquired with dedicated gas tax funds; ii) suspend the
payment of dedicated gas tax funds for such period as the Ministry determines appropriate; iii)
reduce the amount of the dedicated gas tax funds; (iv) cancel further payments of dedicated
gas tax funds; (v) demand from the municipality the payment of any dedicated gas tax funds
remaining in the possession or under the control of the municipality; (vi) demand from the
municipality the payment of an amount equal to any dedicated gas tax funds the municipality
used, but did not use in accordance with the letter of agreement; (vii) demand from the
municipality the payment of an amount equal to any dedicated gas tax funds the Ministry
provided to the municipality; and viii) terminate the letter of agreement at any time, including
immediately, without liability, penalty or costs to the Ministry upon giving notice to the
municipality.
Where the Ministry gives the municipality an opportunity to remedy an event of default by
giving the municipality notice of the particulars of the event of default and the date by which
the municipality is required to remedy it, and: i) the municipality does not remedy the event of
default by the date specified in the notice; ii) it becomes apparent to the Ministry that the
municipality cannot completely remedy the event of default by the date specified in the notice;
or iii) the municipality is not proceeding to remedy the event of default in a way that is
satisfactory to the Ministry, the Ministry may extend the date by which the municipality is
required to remedy the event of default, or initiate any of the remedies for event of default
available to it under this Article.
Upon termination of the letter of agreement pursuant to this Article, the Ministry may take one
or more of the actions listed for in the first paragraph to this Article 7. In regards to any
demand for payment, the Minister may not demand payment of an aggregate amount greater
than the dedicated gas tax funds that were received by the municipality.
Upon the Minister providing a municipality a written demand for payment of dedicated gas tax
funds, any related interest, or both, the amount of the demand will be deemed to be a debt
due and owing to the Crown of the Province of Ontario and may be recovered as such under
applicable law, including, without limitation, the Financial Administration Act, R.S.O. 1990, c.
F.12, as amended, ("FAA"). In addition to any remedy the Crown may have under the FAA,
the Ministry may decide to withhold or adjust the amount of any current or future dedicated
gas tax funding, or any other funding program, that may be provided to the municipality in an
amount equal to such debt or have the amount of such debt deducted from financial
assistance payable on any other project(s) of the municipality under any other initiative in
which the Ministry is involved (either current or future). The Ministry may charge the
municipality interest on any money owing by the municipality at the then current rate charged
by the Province of Ontario on accounts receivable. The municipality will pay any money owing
’-
Ministry as the Ministry may require.
If a municipality: i) has failed to comply with any term, condition or obligation under any other
agreement with Her Majesty the Queen in right of Ontario or one of Her agencies ./;
ii) has been provided with notice of such failure in accordance with the requirements of such
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other agreement; iii) has, if applicable, failed to rectify such failure in accordance with the
requirements of such other agreement; and iv) such failure is continuing, the Ministry may
suspend the payment of dedicated gas tax funds for such period as the Ministry determines
appropriate.
When the Ministry provides its consent pursuant to a letter of agreement, including these
guidelines and requirements, it may impose any terms and conditions on such consent and
the municipality will comply with such terms and conditions.
If a municipality fails to comply with any term of a letter of agreement, including these
guidelines and requirements, the municipality could only rely on a waiver of the Ministry if the
waiver was in writing and refers to the specific failure to comply. A waiver will not have the
effect of waiving any subsequent failures to comply.
Any decision made by the Minister regarding funding under the Program is final.
8. ACCOUNTABILITY, RECORDS, AUDIT AND REPORTING REQUIREMENTS
8.1 Accountability
A municipality receiving dedicated gas tax funds must use such funds, and any interest earned
on such funds, exclusively towards public transportation service eligible expenditures and in
accordance with these guidelines and requirements. The municipality will not be allowed to
use dedicated gas tax funds and related interest to offset other municipal expenditures.
The municipality will also be required to provide such further assurances as the Ministry may
request from time to time with respect to any matter to which a letter of agreement, including
these guidelines and requirements, pertains, and will otherwise do or cause to be done all acts
or things necessary to implement and carry into effect the terms and conditions of these
documents to their full extent.
Furthermore, the municipality must ensure any information the municipality provides to the
Ministry under the Program is true and complete at the time provided and will continue to be
true and complete.
8.2 Records
A municipality receiving dedicated gas tax funds must keep and maintain separate records
and documentation related to any dedicated gas tax funds and any related interest, including
invoices and any other financially-related documents relating to the provision or acquisition of
public transportation services for which dedicated gas tax funds and any related interest have
been used. The records and documentation must be kept and maintained in accordance with
generally accepted accounting principles. Records containing confidential information must be
kept in accordance with all applicable legislation. No provision of these guidelines and
requirements shall be construed so as to give the Ministry any control whatsoever over the
mun
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8.3 Audit
A municipality receiving dedicated gas tax funds may be subject to audit. The Ministry may, at
its sole discretion, audit or have audited by any third party, any records and documentation of
the municipality related to any public transportation services provided or acquired with
dedicated gas tax funds or any related interest, and such funds. Such audit may require the
.Content Policy), to
retain external auditors. In addition, the Auditor General may, pursuant to the Auditor General
Act, R.S.O. 1990, c. A. 35, as amended, audit the accounts and records of the municipality
relating to any expenditure of dedicated gas tax funds.
To assist in respect of the rights set out above, a municipality will be required to disclose any
information requested by the Ministry, its authorized representatives or an independent auditor
identified by the Ministry, and will do so in the form requested by the Ministry, its authorized
representatives or an independent auditor.
In addition to any adjustments the Ministry may make to dedicated gas tax funding under
these guidelines and requirements, the Ministry may, upon recommendation in an audit report,
adjust future dedicated gas tax fund payments or other payments the Province may make to
the municipality under any other program.
8.4 Reporting
Accuracy in the calculation and reporting of municipal transit ridership and dedicated gas tax
funds and any related interest is paramount. When calculating ridership, municipalities must
use one of the acceptable best practices identified in the 2008 Ontario Ridership Data
Collection Review Report, published jointly by CUTA and iTrans Consultants (retained by
CUTA).
A municipality will be accountable to use dedicated gas tax funds and any related interest
towards public transportation expenditures that meet the Program eligibility requirements.
Each municipality will be required to report on how dedicated gas tax funds and any related
interest are spent on an annual basis, including the provision of its Canadian Content Policy
declaration form(s), in accordance with the Canadian Content Policy, for any public
transportation vehicle funded with dedicated gas tax funds. The Canadian Content Policy has
been amended effective September 21, 2017 to be aligned with government procurement
commitments under the Comprehensive Economic Trade Agreement (CETA) between
Canada and the European Union (EU). As of September 21, 2017, municipalities are to
comply with the amended policy for all transit procurements.
For the purpose of the above reporting, municipalities will be required to use the reporting
forms that have been developed in consultation with municipal public transportation
stakeholders, and submit these reporting forms to the Ministry prior to February 28, 2018.
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Municipalities are strongly advised to carefully verify all data before submitting their reporting
forms, to ensure that all information provided is accurate. Municipalities are also encouraged
to contact the Ministry if they require any guidance or assistance in completing these reports.
9. COMMUNICATIONS
Unless the Ministry otherwise approves in writing, a municipality receiving dedicated gas tax
funds will be required to acknowledge the support of the Ministry in a form and manner as
directed by the Ministry.
A municipality will be required to give a minimum of thirty (30) days written notice to the
Ministry regarding any planned local dedicated gas tax funding communication or recognition
event, or both. The municipality will also be required to provide the Ministry with detailed
information regarding such communication or event, or both.
The Ministry and a municipality receiving dedicated gas tax funds will, at all times, remain
independent of each other and will not represent themselves to be the agent, joint venturer,
partner or employee of the other. Neither the municipality nor the Ministry will be allowed to
make representations or take actions that could establish or imply any apparent relationship of
agency, joint venture, partnership or employment. In addition, neither the municipality nor the
Ministry will be bound in any manner whatsoever by any agreements, warranties or
representations made by any of them to any other person or entity, with respect to any other
action of the other.
If the municipality publishes any material of any kind, written or oral, relating to public
transportation services provided or acquired with dedicated gas tax funds, the municipality will
indicate in the material that the views expressed in the material are the views of the
municipality and do not necessarily reflect those of the Ministry.
A municipality receiving gas tax funding must comply with the requirements for the installation
and maintenance of visual identity signage set out in Appendix C.
10. CONFLICT OF INTEREST
A municipality and its subcontractors and any of their respective personnel must use
dedicated gas tax funds and provide and acquire services and assets with such funds without
an actual, potential, or perceived conflict of interest.
A conflict of interest includes any circumstances where a municipality or any person who has
has outside commitments, relationships
or financial interests that could, or could be seen to, interfere with
objective, unbiased, and impartial judgment relating to the provision or acquisition of services
or assets provided or acquired with dedicated gas tax funds, the use of such funds, or both.
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A municipality will disclose to the Ministry, without delay, any situation that a reasonable
person would interpret as an actual, potential, or perceived conflict of interest, and comply with
any terms and conditions that the Ministry may prescribe as a result of the disclosure.
11. FREEDOM OF INFORMATION AND PROTECTION OF PRIVACY ACT
All applications submitted to the Ministry are subject to the Freedom of Information and
Protection of Privacy Act, R.S.O. 1990, c. F. 31, as amended .FIPPA"). The FIPPA provides
every person with a right of access to information in the custody or under the control of the
Ministry, subject to a limited set of exemptions.
Municipalities are advised that the names of municipalities receiving dedicated gas tax funds,
the amount of funds provided, and the purpose for which dedicated gas tax funds are
provided, is information the Ministry makes available to the public.
12. LIABILITIES AND INDEMNITIES
A municipality receiving dedicated gas tax funds must agree that it is responsible for anything
that may arise, directly or indirectly, in connection with the Program, including, without
limitation, any activity under it such as the provision and acquisition of services and assets
with dedicated gas tax *+
purpose of, and is limited to, the provision of dedicated gas tax funds.
Furthermore, a municipality receiving dedicated gas tax funds must agree to indemnify and
hold harmless the indemnified parties from and against any and all losses or proceedings, by
whomever made, sustained, incurred, brought, or prosecuted, in any way arising out of, or in
connection with anything done or omitted to be done by the municipality or any municipality on
behalf of which the municipality receives dedicated gas tax funds, or any of their respective
personnel, the Program, any activity under it, or the letter of agreement, unless the loss or
proceeding is solely caused by the negligence or willful misconduct of the indemnified parties.
A municipality receiving dedicated gas tax funds is responsible for its own insurance and must
carry, at its own costs and expense, and require the same from its subcontractors and any
municipality on behalf of which it receives dedicated gas tax funds, all the necessary and
appropriate insurance that a prudent municipality in similar circumstances would maintain in
order to protect itself and the Ministry and support the indemnification, as set out above,
provided to the Ministry. For greater certainty, the municipality is not covered by the Province
of Ontario's insurance program and no protection will be afforded to the municipality by the
Government of Ontario for any losses or proceedings that may arise out of the Program or
letter of agreement.
For greater certainty, the rights and remedies of the Ministry under a letter of agreement are
cumulative and are in addition to, and not in substitution for, any of its rights and remedies
provided by law or in equity.
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13. COMPLIANCE WITH THE LAW
A municipality receiving dedicated gas tax funds must comply with all federal and provincial
laws and regulations, all municipal by-laws, and any other orders, rules and by-laws related to
any aspect of the services or assets provided or acquired with the dedicated gas tax funds and
the dedicated gas tax funds.
For greater clarity, by receiving dedicated gas tax funds, a municipality may become subject to
legislation applicable to organizations that receive funding from the Government of Ontario,
including the Public Sector Salary Disclosure Act, 1996, S.O. 1996, c. 1, Sched. A and the
Auditor General Act, R.S.O. 1990, c. A.35.
14. WHERE TO APPLY AND REQUEST OR PROVIDE INFORMATION
Any questions regarding the Program are to be directed to the Ministry Division Services and
Program Management Office at (416) 585-7129.
All forms, agreements and supporting documentation must be forwarded to the following
address:
Ministry of Transportation
Division Services and Program Management Office
27th Floor, Suite #2702
777 Bay Street
Toronto, ON
M7A 2J8
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APPENDIX A: REPORTING FORMS
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APPENDIX B: CANADIAN CONTENT POLICY
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APPENDIX C: VISUAL IDENTITY SIGNAGE REQUIREMENTS
1. Purpose of Schedule
This Appendix
and maintaining visual identity signage under the Program.
2. Visual Identity Signage
The municipality will install and maintain the exterior and interior visual identity signage on
transit vehicles for which dedicated gas tax funds were provided. This is to include
replacement buses that have been supported through the Program.
External visual identity signage must be located immediately to the left of the front passenger
entrance doors of the vehicle. Internal visual identity signage should be placed on an interior
wall in a location and height that will be convenient for passengers to read.
Recognition stickers approximate size 4 10 x 35 . Sample image found below is not to scale.
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236
MINISTRY OF TRANSPORTATION
Canadian Content for Transit Vehicle Procurement
Policy
Amended September 21, 2017
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TABLE OF CONTENTS
CANADIAN CONTENT FOR TRANSIT VEHICLE PROCUREMENT POLICY
1. DEFINITIONS 3
2. INTRODUCTION 5
3. CALCULATING CANADIAN CONTENT 6
4. CANADIAN CONTENT DECLARATION & CONSENT FORM 6
5. EXEMPTIONS 7
6. WAIVERS 7
7. PROVINCIAL ENFORCEMENT 8
8. MUNICIPAL ENFORCEMENT 8
9. DISCLOSURE, VERIFICATION AND AUDIT 9
10. WHERE TO REQUEST OR PROVIDE INFORMATION 9
Effective Date
The amended Canadian Content for Transit Vehicle Procurement Policy is effective as of
September 21, 2017.
__________________________________________________________________________
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CANADIAN CONTENT FOR TRANSIT VEHICLE PROCUREMENT
POLICY
1. DEFINITIONS
When used in this document, the words set out below that import the singular include the
plural and vice versa:
s Canadian Content for Transit Vehicle Procurement
Policy, as amended from time to time, issued by the Ministry of Transportation.
r supply, whether manufactured or
unmanufactured, that is directly incorporated into the transit vehicle.
(a) labour performed in Canada that is directly related to the manufacturing process of
transit vehicles;
(b) work performed in Canada in relation to freight, manuals, special tools, test equipment,
or warranties; or
(c) components, subcomponents and raw materials produced in Canada in respect of
transit vehicles or any of the items listed in (b) above.
analysis, or construction of a subcomponent, component or transit vehicle.
person, firm, corporation, municipality, local board of a municipality, or
transit or transportation commission, or authority, acquiring transit vehicles on behalf of a
transit operator.
or paid to a Canadian carrier, or
both, for a) delivering a subcomponent or component to a manufacturer; or b) delivering a
transit vehicle to a transit operator or an entity.
a division of Metrolinx, established pursuant to the Metrolinx Act, 2006,
S.O. 2006, c.16.
subcomponents into a component which cannot be separated back into the subcomponents
!
med by a manufacturer, or a
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!or components, that is directly related to the
manufacturing process of transit vehicles, including project management and engineering,
plus any benefits paid or general administration and similar expenses recognized and allowed
by Canadian accounting rules.
may provide to a transit operator, or an entity.
a subcomponent, component or transit vehicle
acquired, or that may be acquired, by a transit operator or an entity and, as applicable,
includes a dealer for such manufacturer.
to alter the form or function of
components or subcomponents to create a component or a transit vehicle.
"# corporation continued pursuant to the Metrolinx Act, 2006, S.O. 2006,
c.16.
"" .
$%
the manufacturing process, distribution and acquisition of transit vehicles.
public by transit vehicles operated by or on behalf of a transit operator, or under an
agreement between a transit operator and an entity, and includes special transportation
facilities for the physically disabled, but does not include transportation by special purpose
facilities such as school buses or ambulance.
manufacturer may provide to a transit
operator or an entity to service a transit vehicle after delivery.
not be further separated into its
constituent parts without destroying its integrity.
procurement process.
%%rovides to a transit
operator or an entity.
"# or GO Transit.
locomotive used for public transportation, made up of subcomponents and components, and
acquired by a transit operator, or an entity under a contract with a manufacturer and for which
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the Province of Ontario may provide, in whole or in part, funding.
tract between a transit operator, or an entity, and
a manufacturer that the material and workmanship of the transit vehicle is defect-free and will
perform a specified level of performance over a specified period of time.
2. INTRODUCTION
On March 20, 2008, the Government of Ontario announced that all transit vehicles procured
with provincial funding must have at least 25% Canadian content. The Canadian content
policy came into effect on September 1, 2008, and is a mandatory requirement for provincial
funding of transit vehicles. The objectives of the policy are to promote job retention and
creation, foster economic development, protect skilled manufacturing jobs and continue to
promote a fair, open and transparent procure#!
dollars.
The Ministry of Transportation conducted extensive stakeholder consultations with
municipalities, transit industry manufacturers, suppliers, dealers, as well as its own transit
agencies. As a result of the stakeholder consultations, the 25% Canadian content policy
includes exemptions and waivers as laid out in this document.
As of June 15, 2017, the Canadian content policy has been amended to comply with required
government procurement commitments under the Comprehensive Economic and Trade
Agreement (CETA) between Canada and the European Union and its Member States. Under
the amended Canadian content policy, 25% is the maximum level of Canadian content that
can be required by transit operators and entities for the procurement of transit vehicles with
provincial funding. For greater clarity, the province will not be able to increase the required
level beyond 25%, nor will transit operators and entities have the discretion to require a
higher percentage of Canadian content beyond 25%.
Procurements issued publicly, on or after June 15, 2017, to solicit submissions from
manufacturers, must comply with the terms and conditions of the Canadian content policy, as
amended in June 2017. Transit vehicle procurements issued publicly, prior to June 15, 2017
are subject to the terms and conditions of the Canadian content policy, as amended in
November 2010.
As outlined above, the Ontario government is committed to a transparent, fair and open
process for tr#!
Canadian content policy will apply to the procurement of transit vehicles acquired with funds
received from the Province.
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3. CALCULATING CANADIAN CONTENT
Under the Canadian content policy, the overall Canadian content of a transit vehicle is
calculated as a percentage of the total final costs to the manufacturer, less any applicable
taxes.
The Ministry will only consider, as Canadian content, expenditures for eligible costs in respect
of transit vehicles for the items listed below and which are directly related to transit vehicles
manufacturing process, distribution and acquisition:
labour;
subcomponents and components;
project management;
engineering;
manuals;
special tools;
test equipment;
freight; and
warranty.
In addition, the percentage of Canadian content for expenditures (see above list of items for
which expenditures may be considered eligible) related to transit vehicles, components or
subcomponents will be calculated as follows:
1. 100% Canadian for a component that has undergone an irreversible manufacturing
process in Canada.
2. 100% Canadian for a component that contains 60% or more Canadian content
through any combination of expenditures that may be considered eligible, as described
above, if such expenditures are made in Canada.
3. The exact Canadian percentage for a component that contains between 0% and 59%
Canadian content through any combination of expenditures that may be considered
eligible, as described above, if such expenditures are made in Canada.
4. Where a component or subcomponent is procured from a Canadian supplier, a
minimum Canadian content of 15% will be assumed, without the requirement of
certifying the percentage of Canadian content of the component or subcomponent in a
!Simply
handling the component or subcomponent is not sufficient to qualify. The Canadian
supplier must provide added value through the procuring, manufacturing or after sales
support of the component or subcomponent.
4. CANADIAN CONTENT DECLARATION & CONSENT FORM
Transit operators, and entities, must ensure that each manufacturer demonstrates how it will
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comply with the Canadian content policy requirements, and obtain a written declaration from
the manufacturer:
certifying the percentage of Canadian content of the transit vehicles described in the
!h this policy; and
!
information forming the basis of the declaration, both before the contract award and,
for the successful manufacturer, during and after the term of the contract. (See Part 9
below for additional details regarding disclosure, verification and audit.)
In addition, transit operators, and entities, must ensure that manufacturers provide such
progress reports, during the term of the contract, as they or the Ministry or the Auditor
General, or any of their designates, may require, and written declarations of ongoing
compliance with the Canadian content requirement. As such, 25% is the maximum threshold
level of Canadian content that could be required for the procurement of transit vehicles with
provincial funding.
Should it appear at any time that a manufacturer might not meet the Canadian content
requirement, a transit operator or entity may require the manufacturer to submit a revised
plan indicating how it will achieve compliance.
Transit operators, and entities, must ensure that the successful manufacturer demonstrates,
upon final delivery of the transit vehicle(s), how it complied with the Canadian content policy
requirement, and obtain a written declaration from the manufacturer, certifying the
percentage of Canadian content of the transit vehicles, calculated in accordance with this
policy.
5. EXEMPTIONS
Through the consultation process, concerns were raised regarding the continued availability
of certain types of transit vehicles and the ability to procure transit vehicles in an open and
fair and fair procurement process in compliance with the 25% Canadian content requirement.
In consideration of the transit !Accessibility for Ontarians
with Disabilities Act, 2005, S.O. 2005, c. 11 and to procure specific transit vehicles to meet
their individual strategic requirements to improve transit services, the following five vehicle
types will be exempted from the 25% Canadian content requirement:
specialized transit buses;
conventional transit buses under 40 feet in length;
diesel multiple units (DMUs);
double decker buses; and
passenger locomotives.
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6. WAIVERS
In the event that no Canadian content compliant submissions are received as part of a fair,
open and transparent procurement process for non-exempted vehicles, a transit operator
may, if the Ministry agrees to appoint a fairness monitor, formally request a waiver to comply
with the Canadian content policy from the Ministry by providing:
a letter from the Chief Administrative Officer or Chief Executive Office to the Deputy
Minister of Transportation supporting the request for a waiver;
a resolution from the transit operator (e.g., municipal Council or Metrolinx Board
resolution) requesting a waiver; and
a detailed report outlining the procurement process that was used.
Upon receipt of the waiver request, the Ministry will have the above-noted documents
reviewed by the Ministry-appointed fairness monitor to determine whether a fair, open and
transparent procurement process was used. If the procurement process was determined to
be fair, open and transparent, the Ministry may waive the requirement for compliance with the
Canadian content policy for that specific procurement. The Ministry intends to communicate
&’!
determination on whether it will provide a waiver. If the Ministry decides that the procurement
process is not fair, open and transparent, the transit operator will have to decide to either
initiate, or have the entity initiate, a new procurement process or proceed without provincial
funding.
7. PROVINCIAL ENFORCEMENT
If, in the opinion of the Ministry, a transit operator, or an entity, fails either to comply with or to
!%he
Ministry may avail itself of any remedies it may have under the terms of the program or
arrangement under which the transit vehicle may be funded, or any other remedies it may
have at law or in equity.
8. MUNICIPAL ENFORCEMENT
Transit operators, and entities procuring transit vehicles on their behalf, are responsible for
!(
operators and entities are expected to include, in their contract documents, provisions that
!
remedies should a selected manufacturer default in meeting these obligations. Such
remedies may include termination for breach of such requirement. In addition, transit
operators and entities may require an indemnity from the selected manufacturer for any
liability the transit operator and/or entity might incur in the event of such breach. Transit
operators and entities should obtain independent legal advice in order to adequately address
related issues.
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The Province shall not incur any liability whatsoever, expressed or implied, resulting from a
!!
9. DISCLOSURE, VERIFICATION AND AUDIT
Transit operators and entities are required to ensure manufacturers from whom they acquire
transit vehicles are in compliance with this Canadian content policy. Despite the above, and
unless provided otherwise under the terms of a program or arrangement under which
provincial funds are provided for a transit vehicle, the Province and/or the Auditor General, or
any of their designates, may also perform a verification or compliance audit to ensure
manufacturers from whom transit operators and entities procure transit vehicles comply with
this Canadian content policy, the costs of which the Province will assume.
10. WHERE TO REQUEST OR PROVIDE INFORMATION
Any questions from transit operators regarding the Canadian content policy are to be directed
"! )*+,-./010 -7359.
Any questions from manufacturers regarding the Canadian content policy for a specific transit
!
the procurement.
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THE CORPORA TION OF THE TOWN OF TILLSONBURG
BY-LAW NUMBER 4166
A BY-LAW to appoint an Alternate Member of the Upper-Tier Council for the Town of Tillsonburg.
WHEREAS the Municipal Act, 2001, S.O. 2001, Chapter 25 allows for the appointment
of officers of the Municipality; In accordance with Section 268 of the Municipal Act,
2001, Council may appoint one of its members as an alternate member of Oxford
County Council, to act in place of a person who is a member of Tillsonburg Town
Council and Oxford County Council, when the person is unable to attend a meeting of
Oxford County Council for any reason
AND WHEREAS Section 11.1.1 does not authorize the appointment of an alternate member to act in place of an alternate member appointed under subsection 267 (1) or (2) of the Municipal Act, 2001 or the appointment of an alternate head of council of the upper-tier municipality.
AND WHEREAS The Council of the Corporation of the Town of Tillsonburg deems it is necessary and expedient to appoint an Alternate Member of the Upper-Tier Council for the Town of Tillsonburg.
THEREFORE the Council of the Town of Tillsonburg enacts as follows:
1. THAT _______________be hereby appointed as an Alternate Member of the
Upper-Tier Council for the Town of Tillsonburg.
2. THAT this By-Law is passed pursuant to the Municipal Act, 2001 S.O. 2001, Chapter 25.
3. This By-Law shall come into full force and effect on the day of passing.
READ A FIRST AND SECOND TIME THIS 22ND DAY OF JANUARY, 2018.
READ A THIRD AND FINAL TIME AND PASSED THIS 22ND DAY OF JANUARY, 2018.
______________________
___
MAYOR Stephen Molnar
__________________________
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TOWN CLERK Donna Wilson
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THE CORPORATION OF THE TOWN OF TILLSONBURG
BY-LAW NUMBER 4167
BEING A BY-LAW to enter into an agreement with Performance Communities Realty Inc.,
for the provision of allowing the front-end Developer to recover the costs associated with
the installation of an oversized storm sewer main on Dereham Drive.
WHEREAS The Town of Tillsonburg is desirous of entering into an agreement with
Performance Communities Realty Inc. for the provision of reimbursing the Developer
$118,882.75 (plus HST) for the installation of an oversized storm sewer main on Dereham Drive
from the benefitting land owners.
NOW THEREFORE THE MUNICIPAL COUNCIL OF THE CORPORATION OF THE TOWN OF
TILLSONBURG ENACTS AS FOLLOWS:
1. THAT the agreement attached hereto forms part of this by-law.
2. THAT the Mayor and Town Clerk are hereby authorized to execute the attached Front-End
Agreement between Performance Communities Realty Inc. and the Corporation of the
Town of Tillsonburg.
3. AND THAT this By-law shall come into full force and effect on the day of its passing.
READ A FIRST AND SECOND TIME THIS 22ND DAY OF JANUARY, 2018.
READ A THIRD AND FINAL TIME AND PASSED THIS 22ND DAY OF JANUARY, 2018.
________________________________ Mayor – Stephen Molnar
________________________________ Town Clerk – Donna Wilson
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THE CORPORATION OF THE TOWN OF TILLSONBURG
BY-LAW NUMBER 4157
A BY-LAW to amend By-Law 3596, to prohibit smoking in certain public places
within the Town of Tillsonburg.
WHEREAS The Corporation of the Town of Tillsonburg deems it necessary and
expedient to amend the Town’s smoking by-law to include prohibiting smoking within
the fenced area or within 9 metres of a Town designated dog park;
AND WHEREAS Section 115 of the Municipal Act, 2001 S.O. 2001, c. 25, as amended,
provides that a municipality may prohibit or regulate the smoking of tobacco in public
places and workplaces within the municipality and Section 128(1) of said Act provides
that a municipality may prohibit and regulate with respect to a matter that in the opinion
of Council are or could be public nuisances;
AND WHEREAS it has been determined that smoking within the fenced area or within 9
metres of a Town designated dog park is a nuisance because of its irritating and
discomforting properties.
NOW THEREFORE BE IT RESOLVED THAT the Council of The Corporation of the
Town of Tillsonburg enacts as follows:
1.0 DEFINITIONS AND INTERPRETATIONS
1.1 Definitions and Interpretations in this by-law,
1.16 “Dog Park” means the lands enclosed by fence in a Designated Dog Park
Area as set out in Schedule "A” in By-Law 4146.
2.0 SMOKING PROHIBITED
2.5 No person shall smoke within the fenced area or within 9 metres of a Town
designated dog park.
READ A FIRST AND SECOND TIME THIS 8th DAY OF January, 2018.
READ A THIRD AND FINAL TIME AND PASSED THIS 22nd DAY OF January, 2018.
_______________________________
Mayor – Stephen Molnar
________________________________
Town Clerk – Donna Wilson
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THE CORPORATION OF THE TOWN OF TILLSONBURG
BY-LAW NUMBER 4165
BEING A BY-LAW to confirm the proceedings of Council at its meetings held on the 22nd
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 22, 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 22ND DAY OF JANUARY, 2018.
READ A THIRD AND FINAL TIME AND PASSED THIS 22ND DAY OF JANUARY, 2018.
________________________________ Mayor – Stephen Molnar
________________________________ Town Clerk – Donna Wilson
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