190107 Budget Council Meeting AgendaThe Corporation of the Town of Tillsonburg
COUNCIL BUDGET MEETING
AGENDA
Monday, January 7, 2019
9:00 AM
Council Chambers
200 Broadway, 2nd Floor
1.Call to Order
2.Adoption of Agenda
Proposed Resolution #1
Moved By: Councillor Rosehart
Seconded By: Councillor Gilvesy
THAT the Agenda as prepared for the Council Budget Meeting of Monday, January 7, 2019,
be adopted.
3.Disclosures of Pecuniary Interest and the General Nature Thereof
4.Adoption of Council Minutes of Previous Meeting
Proposed Resolution #2
Moved By: Councillor Rosehart
Seconded By: Councillor Gilvesy
THAT the Minutes of the Council Budget Meeting of Monday, December 17, 2018, be
approved.
5.Capital Requests
5.1 FIN 19-02 - Asset Management Funding
Proposed Resolution #3
Moved By: Councillor Gilvesy
Seconded By: Councillor Rosehart
THAT Council receives FIN 19-02 - Asset Management Funding Report, as
information.
5.2 Tab 11 - 2019 Capital Funding
Proposed Resolution #4
Moved By: Councillor Gilvesy
Seconded By: Councillor Rosehart
THAT Council receives Tab 11 - 2019 Capital Funding, as information.
5.3 Tab 12 - Corporate Services 2019 Capital Requests
Proposed Resolution #5
Moved By: Councillor Parker
Seconded By: Councillor Esseltine
THAT Council receives Tab 12 - Corporate Services 2019 Capital Requests, as
information.
5.4 Tab 13 - Operations 2019 Capital Requests
Proposed Resolution #6
Moved By: Councillor Parker
Seconded By: Councillor Esseltine
THAT Council receives report Tab 13 - Operations 2019 Capital Requests, as
information.
5.5 Tab 14 - Recreation Culture and Parks 2019 Capital Requests
Proposed Resolution #7
Moved By: Councillor Esseltine
Seconded By: Councillor Parker
THAT Council receives report Tab 14 - Recreation Culture and Parks 2019 Capital
Requests, as information.
5.6 Tab 15 - Fire Services 2019 Capital Requests
Proposed Resolution #8
Moved By: Councillor Esseltine
Seconded By: Councillor Parker
THAT Council receives report Tab 15 - Fire Services 2019 Capital Requests, as
information.
5.7 Tab 16 - Economic Development 2019 Capital Requests
Proposed Resolution #9
Moved By: Councillor Luciani
Seconded By: Councillor Esseltine
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THAT Council receives Tab 16 - Economic Development 2019 Capital Requests, as
information.
5.8 Tab 17 - 2019 Debt Requirements
Proposed Resolution #10
Moved By: Councillor Luciani
Seconded By: Deputy Mayor Beres
THAT Council receives Tab 17 - 2019 Debt Requirements, as information.
5.9 Tab 18 - Public Sector Accounting Board (PSAB)
Proposed Resolution #11
Moved By: Deputy Mayor Beres
Seconded By: Councillor Luciani
THAT Council receives Tab 18 - Public Sector Accounting Board (PSAB) Handbook
Section 3150 Reconciliation, as information.
6.Motions/Notice of Motions
7.Confirm Proceedings By-law
Proposed Resolution #12
Moved By: Deputy Mayor Beres
Seconded By: Councillor Luciani
THAT By-Law 4250, to Confirm the Proceedings of the Council meeting held on January 7,
2019, 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.
8.Adjournment
Proposed Resolution #13
Moved By: Councillor Rosehart
Seconded By: Councillor Gilvesy
THAT the Council Budget Meeting of Monday, January 7, 2019, be adjourned at 2:40 p.m.
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1
MINUTES
Monday, December 17, 2018
6:00 PM
Council Chambers
200 Broadway, 2nd Floor
ATTENDANCE: Mayor Molnar
Councillor Beres
Councillor Esseltine
Councillor Gilvesy
Councillor Parker
Councillor Luciani
Councillor Rosehart
Staff: David Calder, CAO
Donna Wilson, Town Clerk
Kevin De Leebeeck, Director of Operations
Dave Rushton, Director of Finance
Rick Cox, Director of Recreation, Culture and Parks
1. Call to Order
The Meeting was called to order at 6:00 pm.
2. Adoption of Agenda
Resolution # 1
Moved By: Councillor Rosehart
Seconded By: Councillor Gilvesy
THAT the Agenda as prepared for the Council budget meeting of Monday,
December 17, 2018, be adopted.
Carried
3. Disclosures of Pecuniary Interest and the General Nature Thereof
No disclosures of pecuniary interest were declared.
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2
4. 2019 Budget Overview
The Director of Finance went over the Budget process.
Council were given the opportunity to ask questions.
Staff to determine if the two vacant church properties in the downtown a re still
zoned institutional to determine if taxation is required.
Budget Binders were provided to Council and the Director of Finance provided an
overview of the contents.
Resolution # 2
Moved By: Councillor Gilvesy
Seconded By: Councillor Parker
THAT Council receives the Budget 2019 Overview, as information.
Carried
5. Budget Requests
5.1 FIN 18-29 - 2019 Capital Pre-Budget Approval
Staff to provide a report regarding the costs required for the future use of the
Summer Place building and the possible storage for the rowing club in another
location.
Resolution # 3
Moved By: Councillor Parker
Seconded By: Councillor Gilvesy
THAT Report FIN18-29 2019 Capital Pre-Budget Approval be received;
AND THAT Council gives 2019 pre-budget approval for Project x14 Asphalt
Resurfacing $400,000.
Carried
Resolution # 3a
Moved By: Councillor Parker
Seconded By: Councillor Gilvesy
THAT Council gives 2019 pre-budget approval for Project X50 Cab and Chassis
Replacement $160,000.
Carried
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3
Resolution # 3b
Moved By: Councillor Parker
Seconded By: Councillor Gilvesy
THAT Council gives 2019 pre-budget approval for Project x84 Natural Gas Refill
Statin $40,000.
Carried
Resolution # 3c
Moved By: Councillor Parker
Seconded By: Councillor Gilvesy
THAT Council gives 2019 pre-budget approval Project x98 Summer Place Roof
$70,300.
Defeated
RCP 18-42 Awarding Tender – Summer Place and Rowing Club Roof
Replacement
No Action Taken
6. Staff Reports
6.1 RCP 18-45 - Fencing Compound for Outdoor Pad Equipment
Staff to look at a possible storage area in the current pigeon barn to resolve the
storage issue for the outdoor ice pad.
Resolution # 5
Moved By: Councillor Luciani
Seconded By: Councillor Beres
THAT Report RCP 18-45 – Fencing Compound for Outdoor Pad Equipment be
received;
AND THAT staff is authorized to construct a permanent fenced compound and
erect a temporary equipment shelter between the Colin Campbell Community
Rink and the Fair Board Office for the purpose of storing equipment for the
maintenance and operation of the J.L. Scott McLean Outdoor Recreation Pad at
a maximum cost of $5,500;
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4
AND THAT the unused portion of the $30,000 allocation in the 2018 budget for
purchasing new tables and chairs at the Tillsonburg Community Centre be
reallocated to fund the cost of the fence and shelter.
Carried
6.2 RCP 18-46 - OPP Sally Port Doors
Resolution # 6
Moved By: Councillor Beres
Seconded By: Councillor Luciani
THAT Council receives report RCP 14-46 – OPP Station Sally Port Doors;
AND THAT the funds come from the tax rate stabilization fund reserve at the cost
of up to $7,000.
Carried
7. Motions/Notice of Motions
8. Confirm Proceedings By-law
Resolution # 7
Moved By: Councillor Rosehart
Seconded By: Councillor Gilvesy
THAT By-Law 4246, to Confirm the Proceedings of the Council meeting held on
December 17, 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
Carried
9. Adjournment
Resolution # 8
Moved By: Councillor Gilvesy
Seconded By: Councillor Beres
THAT the Council Meeting of Monday, December 17, 2018, be adjourned at 8:19
p.m.
Carried
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Report Title Asset Management Funding
Report No. FIN 19 - 02
Author Cheyne Sarafinchin – Finance Coordinator Capital
Meeting Type Council Budget Meeting
Council Date January 7, 2019
Attachments
Page 1 / 5 Asset Management Funding
RECOMMENDATION
That Council receives the Asset Management Funding Report FIN 19 – 02 as information.
EXECUTIVE SUMMARY
In 2016, Council received an update from staff on the Town’s Asset Management Plan outlining
the need for sustainable funding for maintaining the core assets of the Town. Council decided in
2017 to utilize the Phased-In Assessment that MPAC calculated in 2016 and phased in during
the 2017 to 2020 years. As the value of properties increase as well as the cost of replacements
of the Town’s assets, this methodology provided a method to close the gap between sustainable
funding and the level the Town was investing in maintaining the asset base.
OBJECTIVE
The Town is undertaking a detailed evaluation of its entire existing infrastructure in order to
update a long-term Asset Management Plan and build a fully implementable program for its
residents which aims to further strengthen municipal asset management practices.
To maintain an increasing asset management funding level the Town can utilize the phase -in
assessment growth each year to fund Asset management this is allowing the Town to achieve its
funding deficit for sustainability target.
BACKGROUND
As you know, in December 2017 the province introduced a new regulation, Ontario Regulation
588/17 Asset Management Planning for Municipal Infrastructure, under the Infrastructure for
Jobs and Prosperity Act, 2015. The new regulation builds on the province’s 2012 Guide to Asset
Management Planning and is the critical next step for advancing evidence -based decision-
making.
Asset management planning is vital for the future of our communities and is more important than
ever, given significant and growing infrastructure pressures and new challenges resulting from a
changing climate.
A municipal government must take care of two key responsibilities in managing its infrastructure:
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Page 2 / 5 CAO
•The first major responsibility is the maintenance and repair of existing infrastructure.
Given the high cost to replace linear assets and the fact that they are essential
to providing programs and services to the public, it is extremely important that
regular maintenance and periodic refurbishments be done to keep facilities and
other assets in good working condition for as long as possible.
•The second major responsibility that municipal governments have is to plan and
construct new community infrastructure. This involves several steps including deciding
what services are to be provided, identifying community needs, careful planning,
determining priority investments, figuring out how to finance projects and good
management to ensure projects are completed on time and on budget.
The table below illustrates the historical asset management funding level from taxation over the
past ten years as approved by Council. Commencing in 2015, the amount of funding each year
has been increasing to the amount of $749,650 cumulative over the past four years (2015 -
2018). Continuing with this philosophy will help the Town to achieve its funding deficit gap and
rely less on debt financing.
1,270,258 779,958 813,648 793,858 720,808 773,508 708,950 908,426 1,024,000 1,121,600 1,458,600 1,788,600 -
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
1,600,000
1,800,000
2,000,000
Year
Historical Asset Management
Funding Level
Annual Asset Management
Funding Level
Page 9 of 166
Page 3 / 5 CAO
Although the Capital Plan is generally maintained separately from the operating budget, they do
work in unison since the debt charges on funds borrowed for capital expenditures become
expense items in the annual operating budget. In addition, operating and maintenance costs of
capital assets have an impact on the operating budget.
As per the Town’s comprehensive Asset Management plan from November 2016, it identified a
$4.72M annual spending on core assets and Fleet & Equipment to maintain sustainability. With a
current funding level of $1.43M this results in a $3.29M annual funding deficit. The 2106 plan did
not include the other assets like facilities that will add another $1 to $2 million a year in
requirements.
See the table below for core assets and fleet:
Source:
https://www.tillsonburg.ca/en/town-hall/resources/Asset-Management-Plan/2016-Asset-Management-Plan-Nov2016-v2.2.pdf
FINANCIAL IMPACT/FUNDING SOURCE
The Town is hampered by limited revenue and extensive Infrastructure. The current state of the
linear infrastructure, based on available condition rating and age analysis, presents a picture that
the Town’s linear assets are in need of substantial work and the Town should continue to be
proactive in their strategies, so as to extend asset useful life and avoid major
rehabilitation/reconstruction or replacement costs.
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Page 4 / 5 CAO
A financial strategy to support the asset management plan is a dynamic document that should
be updated and re-evaluated on an ongoing basis.
Utilizing the MPAC Phase-In generates an average increase per property owner of about $36
per year while ensuring that the Town’s residents can maintain the facilities that they currently
enjoy. While funding from upper orders of government in the form of grant s can help bridge the
gap to sustainable funding, it cannot be relied upon.
This funding source creates the opportunity to review and approve the Capital Budget in
advance of the Operating Budget as removes the need for an increase in the tax levy rate to
fund the Capital Budget. One advantage of this is that the release of projects is moved ahead
several months allowing for better planning and better pricing.
COMMUNITY STRATEGIC PLAN (CSP) IMPACT
1. Excellence in Local Government
☒ Demonstrate strong leadership in Town initiatives
☒ Streamline communication and effectively collaborate within local government
☒ Demonstrate accountability
2. Economic Sustainability
☒ Support new and existing businesses and provide a variety of employment opportunities
3. Demographic Balance
☒ Make Tillsonburg an attractive place to live for youth and young professionals
☒ Provide opportunities for families to thrive
☒ Support the aging population and an active senior citizenship
4. Culture and Community
☒ Promote Tillsonburg as a unique and welcoming community
☒ Provide a variety of leisure and cultural opportunities to suit all interests
☒ Improve mobility and promote environmentally sustainable living
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Page 5 / 5 CAO
Report Approval Details
Document Title: Asset Management Funding.docx
Attachments:
Final Approval Date: Dec 21, 2018
This report and all of its attachments were approved and signed as outlined below:
David Calder - Dec 21, 2018 - 10:00 AM
Page 12 of 166
Report Title TAB 11 - 2019 Capital Funding
Report No. TAB 11
Author Dave Rushton, Director of Finance
Meeting Type Council Budget Meeting
Council Date January 7, 2019
Attachments
CAPITAL BUDGET OVERVIEW
-2019 Capital Project Listing – New Requests
-2018 Approved Project Listing in Progress
-2019 Capital Projects Considered But Not Funded
Page 1 / 3 TAB 11 - 2019 Capital Funding
RECOMMENDATION
That Council receives report TAB 11 - 2019 Capital Funding as information.
EXECUTIVE SUMMARY
Staff has prepared the attached 2019 Capital Budget for Council’s consideration. The Capital
Budget funding sources have been identified as follows: The 2018 taxation allocation to capital,
the 2019 MPAC phased-in increase in property assessment, available grant funding, reserves as
defined in the Town’s Reserve Policy and debt within the parameters as set out in the Town’s
Debt Policy. In addition, other contributions from external sources available for specific projects
have been identified.
BACKGROUND
The initial requests for capital projects amounted to about $8.2 million and the Senior Leadership
Team has adjusted or deferred about $1.8 million in order to prioritize projects within the
available funding limits. 2019 Pre-budget approvals amounts for the Operations and Recreation,
Culture & Parks are $1,035,000 of which $135,000 is to be funded through asset management
tax supported funding. 2019 tax supported debt will see a decrease in the committed funding
with a 2019 repayment forecast at $1,221,050 and new requests amounting to $1,063,500
reducing committed debt by $157,550. Committed Operational Savings Debt will decrease from
$3,625,000 in 2018 to $3,441,750 reducing the balance by $183,250.
FINANCIAL IMPACT/FUNDING SOURCE
Staff has submitted $6,404,600 in total requests requiring $1,788,600 in asset management tax
supported funding. This also has a $29,600 unallocated contribution to reserves.
COMMUNITY STRATEGIC PLAN (CSP) IMPACT
1. Excellence in Local Government
☒ Demonstrate strong leadership in Town initiatives
☒ Demonstrate accountability
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Page 2 / 3 CAO
Page 14 of 166
Page 3 / 3 CAO
Report Approval Details
Document Title: 2019 Capital Funding.docx
Attachments: - Tab 11 Capital Budget Overview.pdf
Final Approval Date: Dec 30, 2018
This report and all of its attachments were approved and signed as outlined below:
David Calder - Dec 30, 2018 - 10:59 AM
Page 15 of 166
Capital Budget overview
The following is the 2019 proposed new capital expe nditures that will be funded from
various sources including grants, reserves, debt and taxation.
Page 16 of 166
Financing Method Protection RCP Operations Corporate Economic Utility Total
Fire Services Development
User Fee Debt 225,000 115,000 40,000 380,000
DC Reserves 22,200 316,700 1,110,100 1,449,000
Federal Grants 550,000 550,000
Provincial Grants 25,000 25,000 50,000
Other Grants 60,000 60,000
Reserves 10,000 508,600 380,700 49,000 948,300
Debentures 1,063,500 1,063,500
Miscellaneous & Donations 50,000 65,200 115,200
Taxation 87,800 551,200 1,112,000 37,600 0 1,788,600
Total Funding Sources 120,000 1,736,500 4,421,500 86,600 40,000 6,404,600
Project Costs 120,000 1,666,500 4,361,500 57,000 40,000 6,245,000
Contribution to Reserves 70,000 60,000 29,600 159,600
Total Project Costs 120,000 1,736,500 4,421,500 86,600 40,000 6,404,600
Page 17 of 166
Project Listing
Corporate Services110
Asset Management ReserveX04 29,600 29,600
Payroll Time ClocksX07 20,000 (20,000)IT Reserve
Equip/chairs/Tables - New Conference roomX55 4,000 (4,000)IT Reserve
Annual IT replacementX58 25,000 (25,000)IT Reserves
Total 110 Corporate Services 49,000 29,600 (49,000)29,600
CSC120
Ergonomic Implementation Front Desk @ CSCX48 8,000 8,000
Total 120 CSC 8,000 8,000
Fleet130
Replace #116 ResurfacerX42 125,000 125,000
Replace # 26 Grand CaravanX44 40,000 (40,000)THI
Replace # 21 Ram 1500 Pickup TruckX46 40,000 (40,000)Fleet & Equipment Reserve
Replace # 47 F350 w/Alum dump bodyX49 130,000 (73,500)56,500
Replace # 61 7400 Plow/Wing TruckX50 160,000 (160,000)Pre-budget approval Request
Replace # 81 924G LoaderX51 255,000 255,000
Total 130 Fleet 750,000 (233,500)(40,000)(40,000)436,500
Fire150
Tech Rescue 1X32 40,000 (3,700)36,300
Fire Ground EquipmentX33 14,000 14,000
Hose AppliancesX34 10,000 10,000
Accountability & Command BoardX35 5,000 5,000
Rugged Tablets & Horizon set-upX36 15,000 (9,500)5,500
Medical Bags & EquipmentX37 10,000 (9,000)1,000
File ConversionX38 12,000 12,000
Training Room audio & videoX39 14,000 (10,000)4,000 Fire Dept. Equipment Reserve
Total 150 Fire 120,000 (10,000)(22,200)87,800
Engineering210
Young Street Storm Outlet Class Environmental AssessmentX05 35,000 35,000
Gibson Pedestrain Bridge RemovalX06 20,000 20,000
Expenditures
Contribution
to Reserves
Grants Debentures Reserves DC
Reserves
Donation Miscellaneous User Pay
Debt
Taxation Comments
2019 Capital Project Listing - New Requests
Town
Run Date: 12/12/18 11:40 AM Page No: 1
Page 18 of 166
Broadway Midblock Accessible Parking StallsX18 30,000 (30,000)Downtown Parking Reserve
Broadway & Trans Canada Trail PXOX19 90,000 (50,000)(20,000)20,000
Kinsmen Bridge Enhanced OSIM InspectionX22 80,000 (40,000)40,000 Engineering Reserve
OSIM InspectionsX23 40,000 (25,000)15,000
Broadway & Ridout St. Accessibility UpgradesX24 65,000 65,000
Railway Crossing Safety Improvements (various locations)X25 25,000 25,000
2001 Survey Equipment ReplacementX26 50,000 50,000
Total 210 Engineering 400,000 35,000 (75,000)(70,000)(20,000)270,000
Public Works220
Potters Road Street LightingX02 16,500 (16,500)
The Links Rehabilitation (Fairway, Green Eagle, Birdyway)X08 210,000 (100,000)(110,000)Gas Tax & Development
Remediation Reserve
Oakpark Subdivision Servicing (3 Lots)X09 115,000 (115,000)
Concession St W Urbanization (QTL to West Town Limit)X10 880,000 (758,000)122,000
North Park Phase 1 Rehabilitation (Langrell Ave)X11 220,000 (154,800)(65,200)Security Deposit & Development
Remediation Reserve
Reconstruction of Lowrie, Reid, JaneX12 340,000 (340,000)pre-budget approval OPS18-18
Bradburn Area Recon - Stage 2 of 2 (James, Hilldrop, Fairview)X13 390,000 (390,000)
Annual Asphalt Resurfacing ProgramX14 400,000 (400,000)Gas Tax & Pre-budget approval
Request
Sidewalk Connectivity ProgramX15 25,000 25,000
Public Works Yard Class Environmental AssessmentX16 75,000 (13,600)61,400
Total 220 Public Works 2,671,500 (500,000)(730,000)(264,800)(788,100)(65,200)(115,000)208,400
Airport240
Airport Feasibility AnalysisX03 35,000 (5,900)29,100 Airport Reserve
Airport Master Plan UpdateX28 25,000 25,000
Total 240 Airport 35,000 25,000 (5,900)54,100
Storm Sewers260
Concession St W Urbanization (QTL to West Town Limit)X10 350,000 (302,000)48,000
Reconstruction of Lowrie, Reid, JaneX12 95,000 95,000 pre-budget approval OPS18-18
Bradburn Area Recon - Stage 2 of 2 (James, Hilldrop, Fairview)X13 100,000 (100,000)
Expenditures
Contribution
to Reserves
Grants Debentures Reserves DC
Reserves
Donation Miscellaneous User Pay
Debt
Taxation Comments
2019 Capital Project Listing - New Requests
Town
Run Date: 12/12/18 11:40 AM Page No: 2
Page 19 of 166
Total 260 Storm Sewers 545,000 (100,000)(302,000)143,000
Cem300
CEM - Scattering Garden implementationX70 99,200 (42,600)(2,600)(54,000)RCP Reserve
CEM - Drive ShedX78 50,000 (50,000)RCP Reserve
CEM - FCA scheduled workX79 20,000 20,000
CEM - New ColumbariaX96 36,000 (36,000)
Total 300 Cem 185,200 20,000 (92,600)(2,600)(90,000)20,000
Parks450
PKS - Trails Master Plan implementationX53 31,500 (8,000)23,500
PKS - Urban Forest PlanX54 20,000 (20,000)Tree Canada Green
Communities
PKS - Annandale diamond lighting phase 2X67 50,000 50,000
PKS - Annual playground replacement allocationX71 30,000 30,000
PKS - Hardball #1 backstopX72 30,000 30,000
PKS - Memorial Park Parking expansionX73 245,000 (220,500)24,500
Total 450 Parks 376,500 30,000 (20,000)(228,500)158,000
Rec - Programs460
PROG - Replace aquatic liftX17 20,000 20,000
PROG - Infocaster replacementX29 5,000 (5,000)IT Reserve
PROG - Replacement of CPR mannequin fleetX59 4,000 (4,000)RCP Reserve
Total 460 Rec - Programs 9,000 20,000 (9,000)20,000
Rec - Bldg Mtce465
FAC - Aquatic Facility Design StudyX52 75,000 (50,600)24,400
FAC - Design Energy StudyX63 50,000 (25,000)25,000
FAC - Parking/site plan design for OPP/Fire/EMSX66 35,000 (35,000)
TCC - Security Gate to secure Aud lobbyX68 10,000 10,000
PW - FCA scheduled workX75 25,000 25,000
FAC - Annual Lighting Conversion to LEDX81 50,000 (10,000)(40,000)Rebate Grant /Operational
savings
FH - Fire Hall DehumidificationX83 10,000 10,000
PBA - TCC - CNG Refill station replacmentX84 40,000 40,000 Pre-budget approval request
Expenditures
Contribution
to Reserves
Grants Debentures Reserves DC
Reserves
Donation Miscellaneous User Pay
Debt
Taxation Comments
2019 Capital Project Listing - New Requests
Town
Run Date: 12/12/18 11:40 AM Page No: 3
Page 20 of 166
LLWP - Shower fixtures & controls replacementX86 20,000 20,000
FAC - Annual Facility Assessment Allocation for AMPX87 25,000 (25,000)OCIF Formula funding
TCC - DHW Replacement & Heat Recovery IntegrationX88 100,000 (5,000)(95,000)Rebates / Operational Savings
SAG - Station Arts Roof RepairX91 80,000 (40,000)40,000 RCP Reserve
SAG - Station Arts Building and Fire Code ComplianceX92 320,000 (320,000)Asset Management Reserve
SP - Summer Place Mould AbatementX94 25,000 25,000
PBA - SP - Summer Place Roof ReplacementX98 70,300 70,300
Total 465 Rec - Bldg Mtce 935,300 (65,000)(360,000)(85,600)(135,000)289,700
Museum475
ANHS - FCA scheduled workX76 160,500 (47,000)(50,000)63,500 Facility Infrastructure Reserve
Total 475 Museum 160,500 (47,000)(50,000)63,500
Total Project Listing $6,245,000 $159,600 ($660,000)($1,063,500)($948,300)($1,449,000)($115,200)($380,000)$1,788,600
Expenditures
Contribution
to Reserves
Grants Debentures Reserves DC
Reserves
Donation Miscellaneous User Pay
Debt
Taxation Comments
2019 Capital Project Listing - New Requests
Town
Run Date: 12/12/18 11:40 AM Page No: 4
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Capital Budget overview
The following is the 2018 approved project listing in progress.
Page 22 of 166
Project ListingCorporate Services110W/O Managment System00250,000(16,600)(33,400)CFWD from 2018Replace IT Capital004(65,000)65,000Annual contributionTelephone System01240,000(40,000)CFWD from 2017Total 110 Corporate Services25,00065,000(16,600)(73,400)Fleet130Hydro Cable Truck Rep#074086300,000(300,000)CFWD from 2017Hydro Service Truck Rep#04108765,000(65,000)CFWD from 2017Fire Unit (Rpl#73)0901,424,500(920,000)(284,500)(220,000)CFWD from 2018Total 130 Fleet1,789,500(920,000)(284,500)(220,000)(365,000)Fire150Traffic Signal Priority System14432,000(32,000)CFWD from 2016Total 150 Fire32,000(32,000)Engineering210Railway Crossing Safety Assess21920,000(20,000)CFWD from 2018Total 210 Engineering20,000(20,000)Public Works220Bradburn Area Stage 1 of 2223325,000(325,000)CFWD from 2018Total 220 Public Works325,000(325,000)Storm Sewers260Big Otter Creek/Old Vienna Rd35467,300(67,300)CFWD from 2018Total 260 Storm Sewers67,300(67,300)Cem300Columbarium5017,900(7,900)Annual Niche SalesImplementation of Master Plan50478,100(78,100)CFWD from 2016Total 300 Cem86,000(78,100)(7,900)Parks450Dog Park6373,500(3,500)Dog Licenses feesParks signage & install64710,000(10,000)CFWD from 2018Ann Ball Park - Lighting649100,000(14,000)(81,000)(5,000)CFWD from 2018ExpendituresContributionto ReservesGrantsDebenturesReservesDCReservesDonationMiscellaneousUser PayDebtTaxationComments2018 Approved Project Listing in ProgressTownRun Date: 12/12/18 10:31 AMPage No: 1Page 23 of 166
Total 450 Parks110,0003,500(24,000)(81,000)(8,500)Rec - Bldg Mtce465Physical Security Consultant67115,000(15,000)CFWD from 2017TCC Fire Panel Replacement69120,000(20,000)CFWD from 2017Auditorium Kitchen Renos693150,000(150,000)CFWD from 2017TCC Exterior Door Replacement69430,000(30,000)CFWD from 2017Total 465 Rec - Bldg Mtce215,000(30,000)(185,000)Museum475Connect fire doors into FAS7688,000(8,000)CFWD from 2018Total 475 Museum8,000(8,000)Economic Dev505HWy 3 - Clearview Dr Extension8071,650,000(1,650,000)CFWD from 2018Hwy 3 Bus Park - SWM Facility808565,000(127,000)(438,000)CFWD from 2018Design-Build Indust Park81175,400(75,400)CWFD from 2013Total 505 Economic Dev2,290,400(202,400)(2,088,000)Total Project Listing$4,968,200$68,500($16,600)($950,000)($1,267,700)($333,000)($16,400)($2,453,000)ExpendituresContributionto ReservesGrantsDebenturesReservesDCReservesDonationMiscellaneousUser PayDebtTaxationComments2018 Approved Project Listing in ProgressTownRun Date: 12/12/18 10:31 AMPage No: 2Page 24 of 166
Project
Cost
Capital
120 CSC
X47 Business Licensing Module Implementation 10,000
130 Fleet
X40 Replace #37 F250 Pickup Truck 85,000
X41 Replace # 115 Lazerline 3900 Line Stripper 20,000
X43 Replace # 87 310 Backhoe 195,000
150 Fire
X30 Next Generation 911 20,000
X31 Truck & Trailer for Tech Rescue 1 9,000
210 Engineering
X21 Gibson Pedestrian Bridge Replacement 200,000
450 Parks
X57 PKS - Irrigation at Oxford Parkette 7,000
X62 PKS - Kiwanis Diamond shade & shed structure 50,000
X64 PKS - DIamond rehab - Hardball/Kiwanis/Optimist 90,000
460 Rec - Programs
X61 LLWP - replacement tables and umbrellas 25,000
465 Rec - Bldg Mtce
X60 TCC - Sloped Roof 1 - Restoration (pool)120,000
X69 LLWP - Waterpark renos not completed in 2018 221,000
X74 TCC - Re-key external and internal doors 20,000
X77 CSC - FCA scheduled work 105,000
X82 FAC - Annual Physical Security Upgrades 15,000
X85 TCC/Parks - Used Genie Boom Lift 25,000
X89 CT - Clock Tower Electrical and Lighting Upgrade 10,000
X90 LLWP - Water Slide Replacement 275,000
X93 SP - Summer Place Interior Repairs 40,000
X95 PW - Roof Restoration 120,000
X97 TCC/Corp/ANHS - Auditory Accessibility Enhancements 75,000
475 Museum
X56 ANHS - Irrigation for gardens and lawn 12,000
X80 ANHS - Update Museum Program Room Kitchen 25,000
X99 ANHS - Culture & Heritage Master Plan - Phase I 50,000
Total Capital 1,824,000
Page 25 of 166
Report Title Corporate Services 2019 Capital Requests
Report No. Tab 12
Author Dave Rushton
Meeting Type Council Budget Meeting
Council Date January 7, 2019
Attachments 2019 Capital Project Listing – New Requests
Project Details
Page 1 / 2 Corporate Services 2019 Capital Requests
RECOMMENDATION
That Council receives Tab 12 - Corporate Services 2019 Capital Requests as information.
EXECUTIVE SUMMARY
The attached report summarizes the Corporate Services’ Department requests recommended by
the Senior Leadership Team to include in the Town’s 2019 Capital Budget.
FINANCIAL IMPACT/FUNDING SOURCE
Corporate Services has $57,000 in total requests requiring $8,000 in asset management tax
supported funding. It also has a $29,600 unallocated contribution to reserves from the asset
management tax supported funding.
COMMUNITY STRATEGIC PLAN (CSP) IMPACT
1. Excellence in Local Government
☒ Demonstrate strong leadership in Town initiatives
☒ Demonstrate accountability
Page 26 of 166
Page 2 / 2 CAO
Report Approval Details
Document Title: Corporate Services 2019 Capital Requests.docx
Attachments: - Tab 12 Corporate Services Capital.pdf
Final Approval Date: Dec 20, 2018
This report and all of its attachments were approved and signed as outlined below:
David Calder - Dec 20, 2018 - 2:05 PM
Page 27 of 166
Project Listing
Corporate Services110
Asset Management ReserveX04 29,600 29,600
Payroll Time ClocksX07 20,000 (20,000)IT Reserve
New Conference room Audio & Visual EquipmentX55 4,000 (4,000)IT Reserve
Annual IT replacementX58 25,000 (25,000)IT Reserves
Total 110 Corporate Services 49,000 29,600 (49,000)29,600
CSC120
Ergonomic Implementation Front Desk @ CSCX48 8,000 8,000
Total 120 CSC 8,000 8,000
Total Project Listing $57,000 $29,600 ($49,000)$37,600
Expenditures
Contribution
to Reserves
Grants Debentures Reserves DC
Reserves
Donation Miscellaneous User Pay
Debt
Taxation Comments
2019 Capital Project Listing - New Requests
Corporate Services
Run Date: 12/12/18 2:00 PM Page No: 1
Page 28 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X04 Asset Management Reserve
Corporate Services
3 - SMT final 2019
Description
Project Description
To contribute to the Asset Management reserve to help fund future capital needs
Justification
The 2019 Phase in growth of municipal taxes is going to be $330,000. The 2019 capital Asset
management budget has a $300,400 increase, the $29,600 is the residual amount being
contributed into the Asset management Reserve.
Budget
2019Total
Expenditures
Cont.to Reserves
Contrib to Res 29,60029,600
29,600 29,600
29,600 29,600Expenditures Total
Funding
Taxation 29,60029,600
29,600 29,600Funding Total
Page No. : 2
Page 29 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X07 Payroll Time Clocks
Corporate Services
3 - SMT final 2019
Description
Project Description
The replacement of the current payroll Maximus time clocks.The upgraded versions will continues
the legacy of ATS by maintaining the highest level of quality and reliability – not to mention the
most robust employee time and attendance tracking terminal. The biometric technology lets users
easily and more accurately enroll on the terminal at any of the towns locations.
Justification
Implemented in 2013 the current time clocks have exceeded their max life expectancy of five years
which is resulting Failures are starting to appear through out the corporation.
In 2014/2015 money and time was invested into Dayforce to implement the payroll module, this will
continue into that investment. The time clocks are an integral part of the payroll system, resorting
back to manual time sheets requires significant time and loss of productivity.
Budget
2019Total
Expenditures
Construction
Subcon Exp 20,00020,000
20,000 20,000
20,000 20,000Expenditures Total
Funding
Cont.from Reserves 20,00020,000
20,000 20,000Funding Total
Page No. : 3
Page 30 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X55 New Conference room Audio & Visual Equipment
Corporate Services
3 - SMT final 2019
Description
Project Description
Audio visual equipment for use in the conference room
Justification
To make the most effective use of the new conference room, it needs audio visual
equipment.
Budget
2019Total
Expenditures
Construction
Subcon Exp 4,0004,000
4,000 4,000
4,000 4,000Expenditures Total
Funding
Cont.from Reserves 4,0004,000
4,000 4,000Funding Total
Page No. : 4
Page 31 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X58 Annual IT replacement
Corporate Services
3 - SMT final 2019
Description
Project Description
This project is for the replacement of the remaining computers needed that have reached the life
cycle.
Justification
This allows staff and council to have computing equipment that is in good operating order and able to handle
the processing requirements of their duties. This will be funded from the IT Reserve.
Budget
2019Total
Expenditures
Construction
Sp Proj Exp 25,00025,000
25,000 25,000
25,000 25,000Expenditures Total
Funding
Cont.from Reserves 25,00025,000
25,000 25,000Funding Total
Page No. : 5
Page 32 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X48 Ergonomic Implementation Front Desk @ CSC
Customer Service Centre
3 - SMT final 2019
Description
Project Description
An ergonomic consultant was engaged to review the set-up of the Customer Service
Representative work stations at the Customer Service Centre. It was recommended that the work
station was raised to the counter level.
staff had one of four work stations modified to accommodate a sit stand set-up. A review of that
situation is now recommending that due to the varying heights of staff, a lowering of the counter
and work station would be in order.
Justification
In 2019, we are recommending a continuation of the phased approach to this project and another
work station reconfigured.
Budget
2019Total
Expenditures
Construction
Subcon Exp 8,0008,000
8,000 8,000
8,000 8,000Expenditures Total
Funding
Taxation 8,0008,000
8,000 8,000Funding Total
Page No. : 6
Page 33 of 166
Report Title Operations 2019 Capital Requests
Report No. Tab 13
Author Kevin Deleebeeck, Director of Operations
Meeting Type Council Budget Meeting
Council Date January 7, 2019
Attachments
2019 Capital Project Listing – New Requests
Project Details
Fleet Replacement Strategy – 2019 Capital Plan
Page 1 / 2 Operations 2019 Capital Requests
RECOMMENDATION
That Council receives report Tab 13 - Operations 2019 Capital Requests
EXECUTIVE SUMMARY
The attached report summarizes the Operations Department requests recommended by the
Senior Leadership Team to include in the Town’s 2019 Capital Budget.
FINANCIAL IMPACT/FUNDING SOURCE
Operation’s has $4,461,500 in total requests requiring $1,112,000 in tax supported funding.
Council has pre-approved a total of $835,600 in pre-budget requests with 95,000 funded through
asset management tax supported funding.
COMMUNITY STRATEGIC PLAN (CSP) IMPACT
1. Excellence in Local Government
☒ Demonstrate strong leadership in Town initiatives
☒ Demonstrate accountability
Page 34 of 166
Page 2 / 2 CAO
Report Approval Details
Document Title: Operations 2019 Capital Requests.docx
Attachments: - Tab 13 Operations Capital.pdf
Final Approval Date: Dec 20, 2018
This report and all of its attachments were approved and signed as outlined below:
David Calder - Dec 20, 2018 - 2:05 PM
Page 35 of 166
Contribution Grants Debentures Reserves DC Donation Miscellaneous User PayTaxationCommentsExpenditures to Reserves Reserves DebtProject Listing 240 Airport X03 Airport Feasibility Analysis35,000 (5,900)29,100Airport ReserveX28 Airport Master Plan Update25,000 25,000Total 240 Airport35,000 25,000 ‐5,90054,100210 Engineering X26 2001 Survey Equipment Replacement50,000 50,000X25 Railway Crossing Safety Improvements (various locations)25,000 25,000X24 Broadway & Ridout St. Accessibility Upgrades65,000 65,000X18 Broadway Midblock Accessible Parking Stalls30,000 (30,000)Downtown Parking ReserveX19 Broadway & Trans Canada Trail PXO90,000 (50,000) (20,000)20,000X23 OSIM Inspections40,000 (25,000)15,000X06 Gibson Pedestrain Bridge Removal20,000 20,000X22 Kinsmen Bridge Enhanced OSIM Inspection80,000 (40,000)40,000Engineering ReserveX05 Young Street Storm Outlet Class Environmental Assessment35,000 35,000Total 210 Engineering400,000 35,000 (75,000) (70,000) (20,000)270,000220 Public Works X16 Public Works Yard Class Environmental Assessment75,000 (13,600)61,400X15 Sidewalk Connectivity Program25,000 25,000X02 Potters Road Streetlight Extension16,500 (16,500)X14 Annual Asphalt Resurfacing Program400,000 (400,000)Gas Tax & Pre‐budget Approval RequestX13 Bradburn Area Recon ‐ Stage 2 of 2 (James, Hilldrop, Fairview)390,000 (390,000)X12 Reconstruction of Lowrie, Reid, Jane340,000 (340,000)Pre‐budget Approval OPS18‐18X11 North Park Phase 1 Rehabilitation (Langrell Ave)220,000 (154,800) (65,200)Security Deposit & Development Remediation ReserveX10 Concession St W Urbanization (QTL to West Town Limit)880,000 (758,000)122,000X09 Oakpark Subdivision Servicing (3 Lots)115,000 (115,000)X08 The Links Rehabilitation (Fairway, Green Eagle, Birdyway)210,000 (100,000) (110,000)Gas Tax & Development Remediation ReserveTotal 220 Public Works2,671,500 (500,000) (730,000) (264,800)(788,100) (65,200) (115,000)208,400260 Storm Sewers X13 Bradburn Area Recon ‐ Stage 2 of 2 (James, Hilldrop, Fairview)100,000 (100,000)X12 Reconstruction of Lowrie, Reid, Jane95,000 95,000Pre‐budget Approval OPS18‐18X10 Concession St W Urbanization (QTL to West Town Limit)350,000 (302,000)48,000Total 260 Storm Sewers545,000 (100,000) (302,000)143,000130 Fleet X51 Replace # 81 924G Loader255,000 255,000X50 Replace # 61 7400 Plow/Wing Truck160,000 (160,000)Pre‐budget Approval RequestX49 Replace # 47 F350 w/Alum dump body130,000 (73,500)56,500X46 Replace # 21 Ram 1500 Pickup Truck40,000 (40,000)Fleet & Equipment ReserveX44 Replace # 26 Grand Caravan40,000 (40,000) THIX42 Replace #116 Resurfacer125,000 125,000Total 130 Fleet750,000 (233,500) (40,000) (40,000)436,500Total Project Listing$4,401,500 $60,000 ($575,000) ($1,063,500) ($380,700)($1,110,100) ($65,200) ($155,000)$1,112,000 Page 36 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X03 Airport Feasibility Analysis
Airport
3 - SMT final 2019
Description
The Airport Feasibility Analysis looks to facilitate discussions and negotiations with SWOX and Oxford County to
increase funding contributions, explore opportunity of transfer or sale of Airport to Oxford County, review current
Airport management model and investigate alternative Airport management model options, and explore the
implications of potential asset disposal.
Justification
The intent of this analysis is to provide Council with additional information such that direction on the future of
this asset can be provided (i.e. Commencement of Airport Master Plan is contingent upon the results of Airport
Feasibility Analysis and subsequent Council direction. Similarly taxiway expansion or other infrastructure
investments would be contingent upon Council approval of Airport Master Plan update).
Budget
2019Total
Expenditures
Construction
Subcon Exp 35,00035,000
35,000 35,000
35,000 35,000Expenditures Total
Funding
Cont.from Reserves 5,9005,900
Taxation 29,10029,100
35,000 35,000Funding Total
Page No. : 1
Page 37 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X28 Airport Master Plan Update
Airport
3 - SMT final 2019
Description
The $25,000 reserve contribution represents approximately a third of the estimated cost to complete the Airport
Master Plan Update. The Airport Master Plan update would provide a projection of the Airport’s conceptual long
term development. The Plan update would provide new strategic direction and planning for the future of the
Airport to support both short and long term decisions. Master Plans are regularly updated to support
construction, development, expansion, and modernization as well as to justify construction of additional
infrastructure to accommodate growth.
Justification
Since the 1989 Airport Master Plan there has been a considerable amount of progress and development at the
Airport. In 2015 a significant amount of effort was invested into updating the conceptual drawings for the
Airport, however updates to the accompanying document that coincides with the conceptual drawings remains
outstanding. A new Master Plan document that incorporates the conceptual drawings should be completed by
an aviation consultant and will provide the basis to support long term infrastructure related decisions such as
Hydro, Security and Drainage infrastructure upgrades and taxiway extensions on both the commercial and
general aviation side of the Airport.
Budget
2019Total
Expenditures
Cont.to Reserves
Contrib to Res 25,00025,000
25,000 25,000
25,000 25,000Expenditures Total
Funding
Taxation 25,00025,000
25,000 25,000Funding Total
Page No. : 2
Page 38 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X26 2001 Survey Equipment Replacement
Engineering
3 - SMT final 2019
Description
Given the current age of Engineering Services survey equipment (18 years old) and the inability to obtain replacement parts
Engineering is requesting a budget of $50,000.00 for the purchase of a new GPS survey unit.
Justification
Due to its age the current total station survey equipment limits staff’s ability to complete full detailed surveys for capital road
reconstruction projects in a timely and efficient manner due to:
· Battery life only lasting approximately 4 hours that is shortened during cold weather operations, which many of our
surveys are completed in the winter and early spring months.
· Total station survey data collection is a slow process requiring two staff
· Data download requires third party subscription process
The benefits of replacement with a GPS survey unit include:
· Ability to complete full road corridor topographical surveys in half the time,
· Single operator vs. two staff,
· third party subscription charges no longer required,
· the ability to quickly survey water, sanitary and stormwater service connections and pipe elevations during
construction for more accurate as-built data providing improved information for underground locates.
Budget
2019Total
Expenditures
Construction
Subcon Exp 50,00050,000
50,000 50,000
50,000 50,000Expenditures Total
Funding
Taxation 50,00050,000
50,000 50,000Funding Total
Page No. : 3
Page 39 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X25 Railway Crossing Safety Improvements (various locations)
Engineering
3 - SMT final 2019
Description
In 2018 the Town retained consulting services to determine the conformity of the 14 Town grade crossings with the applicable
acts, regulations, standards, and guidelines which identified compliance deficiencies and remedial measures to be
implemented by the Town and rail companies by November 2021 in order to comply with the Regulations.
As part of the assignment, safety deficiencies related to sight distances, signs and road markings, road geometry, grade
crossing surface, pedestrian/cyclist facilities and warning system were identified. Although the safety assessments focused
on identifying deficiencies that the Town is responsible to bring into compliance, deficiencies related to the crossings that
are the responsibility of the railway companies (e.g., warning system, crossing surface, and sightlines along the rail) were
also noted.
The Town also has an opportunity to take advantage of the Transport Canada Rail Safety Improvement funding program of
which safety improvements at crossings are eligible for contributions of up to 80% of the cost of the improvement project.
Although most identified remedial measures would not be eligible, staff plan to apply for funding in 2019 for those remedial
measures identified as Town responsibility that would be eligible.
This project looks to address the Towns responsibility for those non-eligible remedial measures in 2019 to advance the Town
towards a favourable position of compliance.
Justification
With the Transport Canada Grade Crossings Regulation SOR/2014-275 introduced in November 2014 under the Railway
Safety Act municipalities are now required to ensure that the grade crossings within its jurisdiction comply with Sections 19
to 28 and 57 to 67 of the Regulations by November 2021.
Budget
2019Total
Expenditures
Construction
Subcon Exp 25,00025,000
25,000 25,000
25,000 25,000Expenditures Total
Funding
Taxation 25,00025,000
25,000 25,000Funding Total
Page No. : 4
Page 40 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X24 Broadway & Ridout St. Accessibility Upgrades
Engineering
3 - SMT final 2019
Description
The project includes the installation of Audible Pedestrian signals at each corner of the Broadway & Ridout St. intersection
(pushbuttons, poles, underground electrical components), concrete sidewalk ramp improvements (including the installation of
tactile plates) and improved signage and pavement markings (if required).
Justification
Ontario Regulation 191/11 Integrated Accessibility Standards, Design of Public Spaces Standards requires accessible
components for sidewalks, curbs, pedestrian signals and on-street parking be included in the design of public spaces. The
Accessibility Advisory Committee (AAC) developed the Towns Multi-Year Accessibility Plan in order to coincide with O Reg
191/11. The Town continues to include accessible sidewalk crossing design in all road reconstruction projects along with
the implementation of new accessible pedestrian crossings within the Downtown core.
Budget
2019Total
Expenditures
Construction
Subcon Exp 65,00065,000
65,000 65,000
65,000 65,000Expenditures Total
Funding
Taxation 65,00065,000
65,000 65,000Funding Total
Page No. : 5
Page 41 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X18 Broadway Midblock Accessible Parking Stalls
Engineering
3 - SMT final 2019
Description
Currently, all accessible on-street parking spaces along Broadway are located at either the beginning or end of the angled
parking lane. The Downtown Parking and Accessibility Study recommended to relocate the existing accessible on-street
parking spaces to a midblock configuration as displayed on the additional page. This strategy optimizes the access aisle as
each aisle serves two accessible parking spaces rather than one. Additionally, drivers can strategically target either parking
space depending on the vehicle side the person with accessible needs is sitting. Based on industry best practices and on
public feedback, a curb ramp is recommended to be implemented for each pair of midblock on-street accessible parking
spaces.
Justification
With this strategy, 14 accessible on-street parking spaces would be provided along Broadway between Bridge Street to the
north and Baldwin Street to the south, compared to the existing 5 spaces. This strategy would meet the Broadway on-street
accessible parking requests discussed with the Accessibility Advisory Committee.
Note that due to dimensioning, 3 general parking spaces are anticipated to be lost for each accessible parking space pair
(21 general parking spaces lost total). However, the 5 existing accessible on-street spaces would be converted to general
parking, resulting in a net loss of 16 general parking spaces. Considering the peak on-street parking demand observed along
Broadway, no operational issues are anticipated from the parking supply loss.
The proposed midblock accessible parking space configuration offers the following benefits:
Each access aisle serves two accessible parking spaces rather than one.
Drivers can strategically target either parking space depending on the vehicle side the person with accessible needs
is sitting.
Provides the requested curb ramp.
Addresses existing snow clearing issue by relocating accessible spaces to midblock
Budget
2019Total
Expenditures
Construction
Subcon Exp 30,00030,000
30,000 30,000
30,000 30,000Expenditures Total
Funding
Cont.from Reserves 30,00030,000
30,000 30,000Funding Total
Page No. : 6
Page 42 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X18 Broadway Midblock Accessible Parking Stalls
Engineering
3 - SMT final 2019
Gallery
Page No. : 6
Page 43 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X19 Broadway & Trans Canada Trail PXO
Engineering
3 - SMT final 2019
Description
See attached Report OPS 18-35.
Justification
Since Broadway Street is a designated Connecting Link under the Public Transportation and Highway Improvement Act,
R.S.O. 1990,and the Province’s role to safeguard the through-movement nature of traffic along the Connecting Link the
detailed design of the PXO and associated works will require approval by the MTO. An amendment to the Town’s Traffic
By-law will also be required as part of the MTO submission and approval process.
Once MTO approval is received, a tender would be issued for the supply and installation of the pedestrian crossing facility
with contract administration and construction inspection performed by Town staff.
Budget
2019Total
Expenditures
Construction
Subcon Exp 90,00090,000
90,000 90,000
90,000 90,000Expenditures Total
Funding
Grants 50,00050,000
Cont from DC Reserves 20,00020,000
Taxation 20,00020,000
90,000 90,000Funding Total
Page No. : 7
Page 44 of 166
Report Title Broadway and Trans Canada Trail Crossing
Report No. OPS 18-35
Author Kevin De Leebeeck, P.Eng. Director of Operations
Meeting Type Council Meeting
Council Date December 10, 2018
Attachments • Broadway & Trans Canada Trail Pedestrian Crossing
Warrant Analysis.
Page 1 / 3
RECOMMENDATION
THAT Council receive Report OPS 18-35 Broadway and Trans Canada Trail Crossing;
AND THAT Council approves a mid-block controlled pedestrian crossing at Broadway
and the Trans Canada Trail;
AND THAT Council refer the pedestrian crossing facility costs in the amount of $90,000 to
the 2019 capital budget deliberations.
BACKGROUND
The 275m section of Broadway (Highway 19) between Carolina Street and Moose Street
(inclusive of the newly commissioned Trans Canada Trail) consists of a three-lane urban cross-
section, with sidewalks along both sides. Broadway is classified as an arterial roadway with a
posted speed of 50 km/hr and no stopping restriction on both sides. Currently, the only
controlled pedestrian crossing location from the Trans Canada Trail is located approximately
275m north at the intersection of North Street.
SUMMARY
In accordance with the Purchasing Policy staff retained the services of a Registry Appraisal and
Qualification System (RAQS) certified consultant to conduct a pedestrian crossing warrant
analysis along Broadway Street from Carolina Street to Moose Street. The pedestrian crossing
data was collected in mid-September to ensure pedestrian crossing activity associated with
students from the nearby Glendale High School and users of the newly commissioned Trans
Canada Trail were captured. The detailed investigation indicates the pedestrian crossing
volumes satisfy the warrant conditions for a controlled mid-block Pedestrian Crossover (PXO)
Level 2 Type B facility as shown in Figure 1.
Since Broadway Street is a designated Connecting Link under the Public Transportation and
Highway Improvement Act, R.S.O. 1990 and the Province’s role to safeguard the through-
movement nature of traffic along the Connecting Link, the detailed design of the PXO including
the civil and electrical requirements of the traffic control system configuration would need to be
completed by a RAQS certified consultant and will require approval by the MTO. An amendment
to the Town’s Traffic By-law will also be required as part of the MTO submission and approval
process.
Page 45 of 166
Page 2 / 3
Once MTO approval is received a tender would be issued for the supply and installation of the
pedestrian crossing facility with contract administration and construction inspection performed in-
house by Town Engineering Staff.
CONSULTATION/COMMUNICATION
Staff have initiated dialogue and will continue to work with the MTO and RAQS certified
consultant during the detailed design stage and application process. A subsequent staff report
to Council of the finalized design seeking a Traffic By-law amendment would be brought forward
in 2019.
Any planned temporary roadway or lane closures in order to facilitate the work will be kept to a
minimum and communicated to the general public in advance following the guidelines set forth in
Ontario Traffic Manual - Book 7 Temporary Conditions.
FINANCIAL IMPACT/FUNDING SOURCE
Based on the design and construction costs at the recently installed Broadway and Glendale
PXO (Level 2 Type B) facility the same expenditure of approximately $90,000 is anticipated for
the mid-block pedestrian crossing facility at the Trans Canada Trail. This project will be included
in the draft 2019 capital budget deliberations.
COMMUNITY STRATEGIC PLAN
Implementation of active transportation network linkage supports community connectivity and is
supported by the Community Strategic Plan under Goal 3.3 to support the aging population and
active senior citizenship and under Goal 4.3 to improve mobility and promote environmentally
sustainable living.
Page 46 of 166
Page 3 / 3
Figure 1: Pedestrian Crossover Level 2 Type B – Mid-block (3-lane with centre 2-way
left-turn lane)
(Source: Ontario Traffic Manual Book 15, June 2016)
Page 47 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X23 OSIM Inspections
Engineering
3 - SMT final 2019
Description
Consulting Services for Bridge, Culvert and Retaining Wall Inspections is required to acquire the necessary
professional services to conduct bridge, culvert and retaining wall inspections within the Town. The purpose of
this project is to perform visual structure inspections; a mandatory requirement of Ontario Regulation 104/97
under the Public Transportation and Highway Improvement Act, in accordance with the Ontario Structure
Inspection Manual, determine structure conditions and outline the timeframe and cost of needs for each
structure in the form of a Needs Study. The information will be utilized by staff for prioritizing the capital works
program for bridge, culvert and retaining wall assets within the Towns Asset Management Plan.
Justification
Comply with Ontario Regulation 104/97;
Protect and prolong the useful life of structures;
Identify maintenance, repair, load limit posting, and rehabilitation needs of structures with priority of
itemized work elements, strategies and costs to replace based on life cycle analysis and budget;
Produce a comprehensive Needs Study that identifies maintenance and rehabilitation activities, their
associated costs and lifecycle timeframes for each structure to incorporate into the Town’s Asset
Management Plan.
Budget
2019Total
Expenditures
Construction
Subcon Exp 40,00040,000
40,000 40,000
40,000 40,000Expenditures Total
Funding
Grants 25,00025,000
25,000 25,000Funding Total
Page No. : 8
Page 48 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X06 Gibson Pedestrain Bridge Removal
Engineering
3 - SMT final 2019
Description
See Report OPS 18-30 Gibson Pedestrian Bridge Replacement Strategies.
Justification
The removal option would include the removal of the structure and would not include any replacement works. The “do nothing”
approach where the existing structure remains in place is not recommended given that the existing structure is not an
engineered bridged, does not provide adequate structural capacity or serviceability required for pedestrian use, or address
the associated risk from an insurance liability perspective.
Budget
2019Total
Expenditures
Construction
Subcon Exp 20,00020,000
20,000 20,000
20,000 20,000Expenditures Total
Funding
Taxation 20,00020,000
20,000 20,000Funding Total
Page No. : 9
Page 49 of 166
Report Title Gibson Pedestrian Bridge Replacement Strategies
Report No. OPS 18-30
Author Kevin De Leebeeck, P.Eng. Director of Operations
Rick Cox, Director of Recreation, Culture and Parks
Meeting Type Council Meeting
Council Date November 12, 2018
Attachments
Page 1 / 8
RECOMMENDATION
THAT Council receive Report OPS 18-30 Gibson Pedestrian Bridge Replacement
Strategies;
AND THAT Council refer the recommended strategy for the Gibson Pedestrian Bridge
replacement in the amount of $200,000 to the 2019 capital budget deliberations.
BACKGROUND
During the 2018 budget deliberations Council requested staff provide more information regarding
the structure condition, environmental and design considerations, assessment of the community
impact, and alternative structure improvement strategies with associated costs.
SUMMARY
1.0 Current Structure Condition
Gibson Pedestrian Bridge, constructed in approximately 1960, is located 90m southwest of
Valley Road. The existing structure is an I-beam placed on its weak axis serving as a walking
surface, supported by stacked concrete blocks at each end with a span of approximately 10.4m
and width of approximately 0.67m. There is no indication that this structure has received any
rehabilitation work since its installation. During the 2017 OSIM Inspection it was noted that there
was an increase in the amount corrosion since the 2015 OSIM Inspection along with extensive
pitting to the underside of the girder, deformations of the steel railing system and increased
erosion at the north and south embankments as well as the gravel approaches.
2.0 Community Impact
The Gibson Pedestrian Bridge is part of the Tillsonburg trail system and is on an existing trail
that is classified as a “Natural Trail” in the Tillsonburg Trails Master Plan 2015. The Trails Master
Plan contains the objectives of the trails system, including preserving environmentally sensitive
areas, creating easily maintainable trails, and establishing reasonably accessible trails for all
abilities. As identified in the Trails Master Plan, this existing section of trail is proposed to be
connected to the overall trail system over the medium to long term (5 to 30 years). Currently, this
trail is not connected to other trails within Tillsonburg by officially sanctioned trails, however
serves as a pedestrian connection point between Valley Road and Gibson Drive. This
connection supports:
Page 50 of 166
Page 2 / 8
• students required to walk to/from Glendale High School,
• students who choose to walk to Westfield Public School, and
• provides a shorter route of at least 650m from the West to the Glendale area,
Tillsonburg Community Centre or Memorial Park
2.1 Glendale High School
Students attending Glendale High School are eligible for school bus transportation if they
live more than 3.0km away from the school. Residents of the 979 homes within the
expanding subdivisions highlighted as orange, yellow and blue in Figure 1 below are most
directly affected. Alternative walking routes are also shown in yellow via the Monsignor
O’Neil grounds and pink via Victoria Ave.
The Gibson Pedestrian Bridge provides the most direct connection to Glendale High School
for all students within the 377 home (existing/planned) highlighted orange area. Students
living within the 266 home (existing/planned) highlighted yellow area likely utilize either the
Gibson Pedestrian Bridge connection of the Victoria Ave. (pink) route to commute to school.
The Gibson Pedestrian Bridge connection and the Victoria Ave. (pink) route are more or less
equidistant for students within the 366 existing home highlighted blue area to access
Glendale High School.
Figure 1: Glendale High School Impacted Area
Page 51 of 166
Page 3 / 8
2.2 Westfield Public School
Students attending Westfield Public School are eligible for school bus transportation if they
live more than 1.6km away from the school. The 277 homes within the 1.6km radius
highlighted green zone are also eligible for school bus transportation, but also allow
students to walk to school. The Gibson Pedestrian Bridge provides a shorter safer route
for those students who choose active transportation.
Figure 2: Westfield Public School Impacted Area
3.0 Environmental Considerations
The Gibson Pedestrian Bridge is located within the Long Point Region Conservation Authority
(LPRCA) regulated area. Therefore a permit for development, interference with wetlands and
alterations to shorelines and watercourses is required for any replacement work. The LPRCA
has indicated that the structure is located over a cold water system with a corresponding timing
window for allowable in-water works from July 1st to September 30th. The LPRCA also
indicated that flood levels upstream and downstream of the structure must not be negatively
impacted by replacement work.
Contact with the Ministry of Natural Resources and Forestry (MNRF) revealed that Species at
Risk (SAR) and SAR habitat may occur within the project area and may have the potential to be
impacted by the replacement work. The MNRF recommends that a field assessment be
undertaken by a qualified biologist to determine whether the replacement work may contravene
the Endangered Species Act (ESA). Depending on the outcome of the field assessment, further
coordination with MNRF may be required to ensure compliance with the ESA.
Page 52 of 166
Page 4 / 8
Construction efforts will require access by equipment such as excavators, cranes, concrete
pump trucks, etc. The grades to access the site from Valley Road are relatively flat and would
not require any special grading to allow for the transportation of equipment to the site. However,
destruction of some of the natural surroundings will be required to complete any replacement
strategy. While the landscape is relatively open from Valley Road for the first approximately 70
metres, the remaining approximately 20 metres to the bridge will likely require the removal of
mature trees to allow for access by construction vehicles. Frequent truck traffic which may
include gravel and concrete trucks through a natural area may necessitate construction of
access ways including built-up granular materials through the area.
4.0 Structure Improvement Strategies
The replacement strategies and associated estimated construction costs for the Gibson
Pedestrian Bridge are summarized below. The strategies include a removal option and four
replacement options as well as the rational why a formal rehabilitation option was not
considered.
4.1 Removal
The removal option would include the removal of the structure and would not include any
replacement works. The “do nothing” approach where the existing structure remains in place
is not recommended given that the existing structure does not provide adequate structural
capacity or serviceability required for pedestrian use or address the associated risk from an
insurance liability perspective.
Removal efforts would include the removal of the steel I-beam and the railing system, while
the stacked concrete block abutments would remain in place in their existing location with
the slopes undisturbed.
Table 1: Advantages and Disadvantages of Removal Strategy
Advantages Disadvantages
Least amount of disturbance due to
construction activities
Discontinuity of natural trail makes future
connection to trail systems more difficult
Least costly strategy
Trail users may place debris in watercourse
during times of low water levels to maintain
access.
Increased distance (500m) for pedestrians
to connect between QTL and Glendale High
School
4.2 Rehabilitation
The Gibson Pedestrian Bridge does not appear to be an engineered structure. A
rehabilitation strategy would include the replacement or reinforcing of elements that do not
meet current standards. Due to the large number of elements requiring replacement or
reinforcing and the unknown presence, condition and configuration of the structure
foundation, the rehabilitation of this structure is not a feasible option. Without completing a
formal reinforcement design, it is estimated that rehabilitation efforts up to modern standards
would considerably exceed the cost of a replacement structure.
Page 53 of 166
Page 5 / 8
4.3 Replacement
4.3.1 Design Considerations
Due to the long service life desired from any replacement structure, it would be prudent to
consider the recommendations identified the Trails Master Plan to “future proof” the design
should the trail change from the existing Natural Trail designation to a Secondary or
Primary Trail designation. This includes adhering to current accessibility standards and
increasing the traveled width from the existing 0.67m to 3.0m as described for Primary and
Secondary Trails in the Trails Master Plan and in accordance with the Design of Public
Spaces, Exterior Paths of Travel O.Reg. 191/11. Pedestrian safety was also considered
for any proposed replacement structure. Due to the potential of slips or falls in close
proximity to the watercourse, a railing system was considered over the replacement
structure and on the immediate approaches.
To ensure that flood levels upstream and downstream are not negatively impacted as
indicated by the LPRCA, replacement structures would need to maintain the existing
hydraulic opening. In addition the LPRCA indicated that natural erosion control systems
are recommended where possible.
The maximum trail grade identified in the Trails Master Plan is 10%. Therefore for the
purpose of accessibility and to adhere to the Trails Master Plan, the objective of each
replacement option would be to maintain a trail grade approaching the structure of less
than 10%.
4.3.2 Replacement Options
4.3.2.1 Corrugated Steel Pipe
A replacement structure consisting of a round or elliptical corrugated steel pipe (CSP)
topped with granular fill material was considered. Structures sized to match the existing
hydraulic opening would not be feasible for this application. The existing distance
between the creek bed and the bottom of the existing bridge is estimated to be 2.5m. To
obtain a similar hydraulic opening with an elliptical CSP within the watercourse banks,
the rise of the structure from the creek bed to the underside of CSP would be over
4.2m, with an additional 0.5 m of granular material placed on top. This option would
cause significant damage to the natural surroundings on the banks of the watercourse
to attain the elevation required for the crossing.
Maintaining the maximum 10% grades identified in the Trails Master Plan would require
extensive regrading for this option on both sides of the structure. This is due to the
aforementioned additional height of the structure to maintain the existing hydraulic
opening.
Additionally, the inclusion of a hand rail would be required to meet safety requirements.
A handrail would need to be anchored into a solid structure, such as a concrete
headwall. This will add additional costs and further disruption to the natural area, and
the natural aesthetics of the surroundings.
For these reasons, a CSP replacement is not a feasible option.
Page 54 of 166
Page 6 / 8
4.3.2.2 Corrugated Steel Pipe Arch
A corrugated steel pipe arch culvert (CSPA) with metal bin style retaining walls with tie-
backs was considered as a replacement option. However, the narrow width of the
structure (3 m) in combination with the required height for the hydraulic opening would
not allow for adequate tie-backs for the retaining walls. Additionally maintaining the
10% trail grade would involve significant damage to the natural surroundings on both
sides of the structure similar to the CSP option.
Without the retaining wall, the structure would need to be widened to allow for a safe
slope from the crest to the bottom of the banks on each site, typically a three to one
slope or flatter. This would involve a large disruption to the surrounding natural
environment, likely a 20 m clear width or greater on the structure approaches.
For these reasons, a CSPA is not a feasible option
4.3.2.3 Concrete Box Culvert
A concrete box culvert was considered as a replacement option. A concrete box culvert
may be constructed as a precast box which is typically installed with a crane, or as a
cast-in-place structure, where the concrete is paved and formed on site. This
replacement option would include the removal of the existing structure, including the
abutments, steel I-beam and remaining superstructure.
As with any of the construction strategies, there will be a requirement for heavy
equipment to access the site. This is likely highest for a concrete box culvert, which
would require either a large crane to install a prefabricated concrete structure, or
several concrete trucks and a concrete pumping truck for a cast-in-place structure.
An advantage of a concrete box culvert is the service life, which is estimated to be 75
years. The obvious disadvantage of this option is the high cost and relatively extensive
disruption to the natural surroundings.
Table 2: Advantages and Disadvantages of
Concrete Box Culvert Replacement Option
Advantages Disadvantages
Long service life (~75yrs) High cost of construction
High level of disruption to the natural
surroundings
Relatively long construction duration
Page 55 of 166
Page 7 / 8
4.3.2.4 Prefabricated Steel Bridge
A prefabricated steel bridge was considered as a replacement option. Replacing the
existing structure with a prefabricated steel bridge would involve removal of the existing
structure, including the abutments, the steel I-beam and remaining superstructure. New
abutments would be poured with reinforced cast-in-place concrete. The prefabricated
steel bridge would be placed on the new abutments with a crane.
An advantage of a prefabricated steel bridge is the moderate service life, which is
estimated to be 50 years, the relatively low construction cost and moderate disruption of
the natural surroundings.
Table 3: Advantages and Disadvantages of
Prefabricated Steel Bridge Replacement Option
Advantages Disadvantages
Moderate service life (~ 50yrs) Moderate level of disruption to the
natural surroundings
Relatively low construction cost
Moderate service life (~ 50yrs)
In summary the preferred Structure Improvement Strategy for the Gibson Pedestrian Bridge is
Replacement with the recommendation of a Prefabricated Steel Bridge option.
The removal option would also provide an acceptable solution, however the removal of the
structure would disrupt established pedestrian traffic patterns and be contrary to the Trails
Master Plan which proposes to connect the existing trail to the overall trail system over the
medium to long term (5 to 30 years).
CONSULTATION/COMMUNICATION
The Director of Operations and Director of Recreation Culture and Parks collaborated during the
development of this report.
FINANCIAL IMPACT/FUNDING SOURCE
The estimated cost of the various structure improvement strategies and replacement options are
presented in the table below (excluding HST). Construction costs include removal of the existing
bridge, installation of a replacement structure, construction access and restoration costs
including the preparation, installation and removal of a temporary access road base. Non-
construction costs include approval authority application review fees, engineering and
construction management fees. Estimated costs are not presented for the options previously
determined to be unfeasible.
Page 56 of 166
Page 8 / 8
Table 4: Cost Comparison
Strategy Construction
Cost Est.
Non-Construction
Cost Est. Total Cost Est.
Removal $15,000 $5,000 $20,000
Rehabilitation Not a feasible option
Replacement w/
CSP Culvert Not a feasible option
Replacement w/
CSP Arch Culvert Not a feasible option
Replacement w/
Box Culvert $325,000 $50,000 $375,000
Replacement w/
Prefabricated Bridge $170,000 $30,000 $200,000
COMMUNITY STRATEGIC PLAN
The replacement of the Gibson Pedestrian Bridge is supported within the Community Strategic
Plan under Goal 3.3 – Support the aging population and an active senior citizenship through the
installation of universal accessible infrastructure and under Goal 4.3 – Improve mobility and
promote environmentally sustainable living.
Page 57 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X22 Kinsmen Bridge Enhanced OSIM Inspection
Engineering
3 - SMT final 2019
Description
The Kinsman Pedestrian Bridge is located on Veterans Memorial Walkway, 170m west of Rolph St. The
structure is an old railway girder bridge converted to a pedestrian bridge, with 9 spans and a total length of
107.5m. The structure is generally in fair condition, however access and inspection to underside elements is
limited. The Enhanced OSIM Inspection for the Kinsmen Pedestrian Bridge consists of a detailed inspection
and investigation of all elements of the bridge with the use of specialty access equipment, complete a structural
evaluation and scope the extent of rehabilitation repair options with cost estimates for the rehabilitation options.
Justification
The 2017 OSIM Inspection report strongly recommended that an Enhanced OSIM Inspection be completed to
ensure structural adequacy of the bridge through detailed inspection and analysis. This study would also define
the scope of rehabilitation work to ensure structural integrity and look to address both the potential safety
concerns associated with the slippery deck surface as well as mitigating the labour intensive winter
maintenance operations associated with this structure.
Budget
2019Total
Expenditures
Construction
Subcon Exp 80,00080,000
80,000 80,000
80,000 80,000Expenditures Total
Funding
Cont.from Reserves 40,00040,000
Taxation 40,00040,000
80,000 80,000Funding Total
Page No. : 10
Page 58 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X05 Young Street Storm Outlet Class Environmental Assessment
Engineering
3 - SMT final 2019
Description
The $35,000 contribution to reserves sets aside half the estimated cost to complete a Class Environmental
Assessment (EA) for this project which would take the initial steps towards finding a legal storm outlet for the
stormwater collected along Young Street by procuring professional consulting services to:
· perform a site environmental assessment
· develop and evaluate alternative storm outlet locations
· provide detailed design of the preferred solution
· assess the required environmental control measures
· pursuing the necessary approvals from all regulatory agencies (i.e. MOECP, LPRCA, DFO, etc.)
Justification
Currently the storm outlet for Young Street is directed to an overland drainage tile located entirely along private
property. This outlet configuration was implemented in response to significant property flooding several years
ago and does not have the required capacity.
Budget
2019Total
Expenditures
Cont.to Reserves
Contrib to Res 35,00035,000
35,000 35,000
35,000 35,000Expenditures Total
Funding
Taxation 35,00035,000
35,000 35,000Funding Total
Page No. : 11
Page 59 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X16 Public Works Yard Class Environmental Assessment
Public Works
3 - SMT final 2019
Description
This project seeks to take the initial steps towards addressing salt storage capacity by procuring professional consulting
services to:
· perform a site environmental assessment and topographic survey
· determine current and future growth salt storage capacity requirements
· assess required environmental control measures (i.e. stormwater management of salt laden runoff) of the site in
accordance with industry best practices that satisfy Environmental Protection Act (EPA) requirements
· develop and evaluate conceptual design alternatives
· provide detailed design of the preferred solution
· pursuing the necessary approvals from all regulatory agencies (i.e. MOECP)
Justification
The current salt storage facility is approaching its capacity to meet current growth or future needs placing the Towns ability
to meet winter control program expectations of providing safe roadways and sidewalks for the community in a vulnerable
state. If salt is unavailable for any extended period of time (i.e. shortage, weather conditions impede deliveries, etc.) the
current salt storage capacity is likely insufficient to adequately service the community for more that 2-3 salting events.
Budget
2019Total
Expenditures
Construction
Subcon Exp 75,00075,000
75,000 75,000
75,000 75,000Expenditures Total
Funding
Cont from DC Reserves 13,60013,600
Taxation 61,40061,400
75,000 75,000Funding Total
Page No. : 12
Page 60 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X15 Sidewalk Connectivity Program
Public Works
3 - SMT final 2019
Description
See Report OPS 18-10 Sidewalk Comprehensive Review.
Justification
Sidewalks perform a different function in the total transportation network than roadways and their overall priority should reflect
routes most commonly used by pedestrian traffic. Sidewalk connectivity is also used as a design measure and indicator of
the ability for pedestrians to walk to transit stops.
The Sidewalk Connectivity Plan looks to:
provide a continuous sidewalk network that is both safe and convenient to all pedestrian user types,
Connect locations where sidewalks are not effectively connected to one another, and
Remove sections of sidewalk that serve no logical purpose
The location of future sidewalks as part of the Sidewalk Connectivity Plan implementation would be completed on individual
basis, following general guidelines:
Pedestrian safety and surrounding environment
Continuation of an existing sidewalk within the block
Connectivity to the existing sidewalk network
Provides logical linkage within and for future expansion of the sidewalk network
Location of existing Community Mail Boxes
Preference to the north or west side of a roadway to maximize solar heating value
Preference to boulevard sidewalk to provide adequate snow storage and Pedestrian separation from
Vehicular traffic
Minimize the number of properties/driveways affected
Budget
2019Total
Expenditures
Construction
Subcon Exp 25,00025,000
25,000 25,000
25,000 25,000Expenditures Total
Funding
Taxation 25,00025,000
25,000 25,000Funding Total
Page No. : 13
Page 61 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X15 Sidewalk Connectivity Program
Public Works
3 - SMT final 2019
Gallery
Figure 1: Sidewalk Connectivity Example
Page No. : 13
Page 62 of 166
Report Title Comprehensive Sidewalk Review
Report No. OPS 18 - 10
Author Dan Locke, C.E.T., Manager of Public Works
Meeting Type Council Meeting
Council Date April 23, 2018
Attachments
• Sidewalk Connectivity Plan
• Sidewalk Classification Map
• By-law 2189
Page 1 / 10
RECOMMENDATION
THAT Council receive Report OPS 18-10 Comprehensive Sidewalk Review;
AND THAT Council adopt the Sidewalk Connectivity Plan within the Town Asset
Management Plan with the associated capital program brought forward as part of future
budget deliberations;
AND THAT staff incorporate the sidewalk classification system and winter servicing
levels into a Winter Maintenance Level of Service Policy for Council consideration;
AND FURTHER THAT staff update By-law 2189 for Council consideration.
SUMMARY
In general both the Provincial Policy Statement and the Official Plan encourage active
transportation, walkable communities and pedestrian-oriented design. The Transportation
Strategic Approach of the Official Plan as it relates to the pedestrian environment indicates that
the strategic aim of Town Council is to “provide a safe, convenient and aesthetically pleasing
pedestrian environment, responsive to all population, age, and health groups, linking all parts
of the Town by a logical system of sidewalks, pathways and footbridges”.
To assist Council achieve this strategic objective the Official Plan also outlines some key
parameters to help “make the pedestrian environment safer and more convenient to use in
both new and existing development by:
• Requiring the provision of sidewalks in or adjacent to new development as follows:
• on both sides of arterial and collector roads;
• on at least one side of local streets.
• Ensuring that sidewalks, pathways and footbridges are provided in appropriate locations
to facilitate direct and convenient pedestrian access throughout Residential Areas to
prevent circuitous pedestrian routes to major roads and activity areas.
• Ensuring that sidewalks are sufficiently setback from adjacent roadways and adequately
drained.
• Ensuring that new or replacement pedestrian facilities provide barrier free access from
the road network for the disabled and elderly and persons pushing a stroller or cart.”
Page 63 of 166
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Sidewalk Connectivity Plan
In order to provide a safe and convenient pedestrian environment that links the Town by a
logical system of sidewalks staff have reviewed the overall connectivity of the Towns sidewalk
network and identified:
• Several instances where no sidewalk precedes or follows a town block segment of
sidewalk;
• Locations where the sidewalk terminates mid-block and does not provide a continuous
connection to another component of the sidewalk network;
• Many locations where sidewalks are not effectively connected to one another forcing
pedestrians to walk on the roadway.
It should be noted that for the purpose of this comprehensive review, sidewalks are considered
hard surfaced paths within the designated road allowance, inter-block walkways, footbridges
and staircases used by pedestrians throughout the Town that provide a link between sidewalks
as well as hard surfaced pathways within Parks and Open Space.
A responsible and effective means to address the sidewalk network connectivity gaps and
satisfy the objectives of the Official Plan Transportation Strategic Approach would be to
prioritize the installation and/or removal of identified sidewalk segments based on a consistent
logical set of sidewalk classification criteria. In addition an established sidewalk classification
system would also provide the opportunity to implement a priority based sequence of sidewalk
maintenance to ensure common pedestrian traffic patterns are serviced more appropriately
and would also assist staff in responding to complaints and/or inquires.
The current sidewalk classification system utilizes the same classification of the roadway in
recognition that pedestrian traffic should remain separated from vehicular traffic along arterial
and collector roadways. However, sidewalks perform a different function in the transportation
network than roadways and their overall priority should reflect the routes most commonly used
by pedestrian traffic. Therefore by overlaying the Town’s Land Use Plan to represent the
intent or general use of sidewalks in each of the respective zoning areas, an additional
classification layer can be applied. The following describes the categorization of zoning into
four major areas.
• Institutional areas include:
o Elementary & High Schools
o Community Service Centres
o Retirement Homes, and
o Hospital
• Commercial areas include:
o Central Commercial District (CC / BIA limits)
o Service Commercial (SC)
• Residential areas include:
o Low Density (R1, R1A, R2 & R3)
o Medium Density (RM)
o High Density (RH)
o Mobile Home Park (RMH)
Page 64 of 166
Page 3 / 10
• Industrial areas include:
o General Industrial (MG)
o Restricted Industrial (MR)
In addition to the Roadway and Land Use classification layers, supplementary criteria filters
can also be applied to help classify and prioritize sidewalks depending on their common
pedestrian use. Additional filtering criteria that can be applied include:
• Sidewalks located within a Special Event area will naturally generate increased
pedestrian traffic.
• Hard surfaced walkways and pathways identified as primary in the Trails Master Plan.
• Sidewalks along bridges and steep graded arterial and collector roadways where
pedestrian passage should be kept separated from vehicular traffic.
• Sidewalks located along arterial and collector roadways that directly serve Institutions
such as schools or hospitals.
• Sidewalks located along arterial and collector roadways that directly service
Commercial areas such as the Central Commercial District and Service Commercial.
• Sidewalks the provide common safe access routes to schools that connect to crossing
guard locations
• Sidewalks that service high density apartment and social housing complexes, including
retirement centres,
• Where sidewalks exist on both sides of a local roadway only one side would be
considered. The selection of which sidewalk would be considered would be determined
on an individual basis to ensure a smooth sidewalk transportation network in
accordance with the Official Plan.
• Sidewalks along roadways that transport pedestrians to and walkways within Parks and
Open Space.
• Sidewalks that terminate mid-block, do not provide continuous connection, or do not
have a sidewalk immediately preceding or following it.
• Sidewalks along or adjacent to a vertical drop, large body of water, or along a steep
grade where public safety is a potential concern.
The following table summarizes the Roadway and Land Use classification criteria layers and
applies the supplementary criteria filters that staff recommend be utilized in an effort to
logically prioritize the Towns sidewalk network. A graphical representation summarizing the
criteria of Table 1 is provided in Figure 1 which also utilized information regarding students
within walking distance to schools and the current staffed crossing guard locations. A tabular
sidewalk length summary of the recommended classification criteria is provided in Table 2.
Page 65 of 166
Page 4 / 10
Table 1 – Recommended Sidewalk Classification Criteria
Class Description
Primary
• Sidewalks located within a Special Event area, when they are scheduled
to occur.
• Sidewalks along arterial or collector roadways that directly serve an
Institution such as a school or hospital as well as common safe access
routes to schools that connect crossing guard locations.
• Sidewalks on bridges and steep hills along arterial and collector roadways.
• Sidewalks along arterial or collector roadways that directly serve
Commercial areas such as the Central Commercial District and Service
Commercial.
• Hard surfaced walkways and pathways identified as Primary in the Trails
Master Plan.
• Sidewalks that service high density apartment and social housing
complexes, including retirement centers.
Secondary
• Any remaining sidewalks located along arterial and collector roadways.
• Sidewalks along roadways that transport pedestrians to and remaining
hard surfaced walkways within Parks and Open Space.
• Sidewalks along local roadways. Where sidewalks exist on both sides of
a local roadway only one side would be considered. The selection of
which sidewalk would be considered would be determined on an individual
basis to ensure a smooth sidewalk transportation network in accordance
with the Official Plan.
Other
• Sidewalks along local roadways where no sidewalk precedes or follows.
• Any walkway, sidewalk, staircase, or pathway along any roadway that
terminates mid-block and does not provide a continuous connection to
another component of the sidewalk network.
• Any sidewalk, walkway or pathway along or adjacent to a vertical drop,
large body of water, or along a steep grade where public safety is a
potential concern.
Page 66 of 166
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Table 2 – Current Sidewalk Network Length by
Recommended Classification
Primary Secondary Other Total
Sidewalks
(km) 54.6 41.5 0.4 96.5
Utilizing the recommended sidewalk classification criteria as a means to address and prioritize
the current sidewalk network connectivity gaps reveals that approximately 31.6 km of sidewalk
would need to be added to the network, as shown in Figure 2 summarized in Table 3. The
location of where a future sidewalk would be installed was completed on an individual basis in
consideration of the following general guidelines:
• Pedestrian safety and surrounding environment
• Continuation of an existing sidewalk within the block
• Connectivity to the existing sidewalk network
• Provides logical linkage within and for future expansion of the sidewalk network
• Location of existing Community Mail Boxes
• Preference to the north or west side of a roadway to maximize solar heating value
• Preference to boulevard sidewalk to provide adequate snow storage
• Minimize the number of properties/driveways affected
Table 3 – Proposed Sidewalk Connectivity Plan Length by
Recommended Classification
Primary Secondary Other Total
Sidewalks
(km) 61.1 66.6 0 127.7
While the amount of sidewalk installation of the Sidewalk Connectivity Plan is significant
approximately 8.1 km of sidewalk will be installed and paid for by future development. In
addition approximately 6.6 km of sidewalk would be installed through identified future capital
road reconstruction projects. Therefore staff are recommending that a Sidewalk Connectivity
Capital Program, based on a 10-year implementation period, be brought forward as part of
future budget deliberations to address the remaining 16.9 km of infill sidewalk utilizing various
funding sources of Gas Tax, OCIF formula, Taxation or Debt and/or a combination thereof.
Sidewalk Maintenance
The Minimum Maintenance Standards (MMS) for Municipal Highways O.Reg. 239/02 requires
that a municipality inspect their sidewalk network for vertical surface discontinuities once per
calendar year. The MMS also requires that any vertical surface discontinuity that exceeds 2
cm is to be treated within 14 days of becoming aware of the trip hazard. The Town satisfies
these MMS requirements by patrolling sidewalks every spring thereby capturing the effects of
any frost heave that may have occurred from the previous winter season and typically makes
temporary repairs by the use of asphalt ramping of the trip hazard to meet the obligatory
timeframe of the MMS until more permanent repairs by either grinding the trip hazard or by
replacing the sidewalk panel can be completed.
There are currently no winter maintenance standards for sidewalks in the MMS. Under
Section 44 of the Municipal Act a municipality is not liable for personal injury caused by snow
or ice on a sidewalk except in the case of gross negligence. One of the objectives of this
report is to establish a level of service for winter maintenance on sidewalks to ensure the Town
fulfills its legal duty to provide the standard of care to prevent foreseeable harm to others.
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Sidewalk Winter Maintenance
Many of the winter maintenance public complaints and legal claims over the past few
years are related to the level of service provided on sidewalks. The overall effectiveness
of winter maintenance on sidewalks is affected by several factors including:
• Curb face sidewalk – Curb face sidewalk is sidewalk that abuts directly to the
roadway without any boulevard area. It is difficult to have an instantaneous
response for curb face sidewalks because roadway snow is often cleared onto the
sidewalks. Approximately 71% (65.5 km) of the Towns sidewalk network is
comprised of curb face sidewalk where this would occur.
• Heavy volumes of snow - When the amount of snow due to a heavy snowfall or
successive storm events is so great that plowing is no longer effective, blower
attachments are often used. When blowers are used, it takes approximately 50%
longer to complete sidewalk snow clearing operations.
• Unconnected gaps - In many locations sidewalks are not effectively connected to
one another. Therefore, maintenance activities leave gaps and these gaps force
pedestrians to walk on the roadway.
• By-law No. 2189 - The current bylaw from February 1982 (attached) is outdated.
Much of the terminology has changed and the bylaw has not been updated to
support these changes as it relates to sidewalk winter control in the Downtown. The
activities that the bylaw supports simply are not the current Town practice as
maintenance practices have evolved over time. The bylaw outlines snow, ice and dirt
removal and the responsibility of the property owners in the Downtown.
There are also several factors to consider when setting out the desired level of winter
maintenance service on sidewalks; such as establishing a sidewalk classification system as
discussed in the previous section, the level of service for each those classifications, and the
execution of work.
Level of Service Options
A. Close all sidewalks for the winter – The Town has the option of not undertake any
winter maintenance operations at all on any sidewalks within the Town. All
sidewalks would be considered closed from November 1st to April 15th. No winter
maintenance or inspections would be required during this period. However, given
the Town’s past practice of providing sidewalk winter maintenance this reduction in
the level of service is not recommended.
B. Update By-law 2189 – The Town can update By-law 2189 or enact a new By-law
that requires all adjoining property owners to clear sidewalks in accordance with the
winter sidewalk maintenance standards. This would remove any maintenance
costs for the Town, but would create additional costs and challenges for By-law
staff to enforce. Currently, there is little capacity within the By-law area to
undertake additional enforcement without staffing enhancements. The level of
service would also likely be less than workers dedicated to clearing sidewalks.
There have been court cases where the ability to enforce a municipal By-law
requiring residents to clear sidewalks adjoining their property has been challenged.
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C. Prioritizing Service Levels – Recognizing historical winter servicing of sidewalks
and current resources a more reasonable approach would be to utilize the
recommended sidewalk classification criteria to prioritize service. Research
revealed a broad range of sidewalk servicing levels. Primary route service levels
ranged from 5cm to 10cm to be completed within 12 to 36 hours after a storm has
ended and secondary route service levels ranged from 8cm to 15cm within 24 to 72
hours after a storm has ended while others provided no service level or response
time for any secondary routes. Staff are recommending the following winter
maintenance sidewalk servicing levels be incorporated into a Winter Maintenance
Level of Service Policy.
“Primary Sidewalks
The objective is to address snow accumulation equal to or greater than
5 cm, after the snow accumulation has ended, as soon as practicable
and normally within twenty-four (24) hours.
Secondary Sidewalks
The objective is to address snow accumulation equal to or greater than
8 cm, after the snow accumulation has ended, as soon as practicable
and normally within forty-eight (48) hours.
Other Sidewalks
No winter maintenance will be provided on identified Other sidewalks
and are considered closed from November 1st to April 15th.
All sidewalks will be maintained in a smooth snow packed condition due
to the limitations of the sidewalk clearing equipment to get down to the
bare surface, unless specified otherwise.
If icy conditions exist, sidewalks will be addressed as soon as
practicable after becoming aware that sidewalks are icy, within the
same priority sequence and timeframes mentioned above.
For unusual or severe conditions, or when equipment breakdown occur,
lower priority sidewalks may be delayed in an attempt to maintain
higher priority sidewalks at the service levels described above for both
snow accumulation and ice control.”
Execution of Work
By utilizing the recommended sidewalk classification criteria and the proposed winter
maintenance level of service, the capacity to execute the work can be determined for
various scenarios. In each scenario the following field based information was used to
determine the amount of time available per shift to complete sidewalk snow clearing
operations:
• Three (3) sidewalk units available for clearing operations
• Average travel speed of a sidewalk unit with snow plow blade attachment 6.0 km/hr
• Average travel speed of a sidewalk unit with snow blower attachment 3.0 km/hr
• Snow blower attachments are used approximately 75% of the time
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• Sidewalk unit salt hopper covers approximately 2.5 km before requiring a refill of
which takes approximately 15 minutes per refill.
• Deadhead travel down-time equivalent to approximately 0.5 hours per shift
• Other task associate down-time is equivalent to 1.5 hours per shift for pre-trip
inspection, lunch, post-shift unit wash-down, reporting & documentation, etc.)
Scenario 1 – Status Quo
The Status Quo scenario would not implement the proposed Sidewalk Connectivity Plan
with growth in the sidewalk network a result of only future development. Approximately
2.3 km of sidewalks located in the Downtown would continue to be governed by By-law
2189. A summary of the capacity to perform sidewalk clearing operations under this
scenario is provided in Table 4 below.
Table 4 – Scenario 1 Execution of Work per Sidewalk Unit Shift
52.3 km of Primary 41.5 km of Secondary
Blade Blower Blade Blower
km / Sidewalk unit 17.4 km 17.4 km 13.8 km 13.8 km
Down-Time 2.0 hrs 2.0 hrs 2.0 hrs 2.0 hrs
Salt Reloading Time 1.75 hrs 1.75 hrs 1.25 hrs 1.25 hrs
Sidewalk Clearing Time 3.0 hrs 6.0 hrs 2.25 hrs 4.5 hrs
Total Time 6.75 hrs 9.75 hrs 5.5 hrs 7.75 hrs
As can be expected when the amount of snow due to heavy snow falls or successive
storm events is so great that sidewalk clearing operations with a blade attachment is no
longer effective and the snow blower attachment is required, that some overtime will be
incurred during the Primary sidewalk clearing shift in order to meet the proposed winter
maintenance levels of service. Note that when equipment breakdown occurs the ability
for Public Works to achieve the winter maintenance levels of service is significantly
reduced. Therefore staff recommend that the next outgoing sidewalk unit be retained as
a spare during the next replacement cycle to provide some resiliency.
Scenario 2 – Expansion
The recommended Expansion scenario would look to implement the Sidewalk
Connectivity Plan with the approximate 2.3 km of sidewalks located in the Downtown to
continue to be governed by By-law 2189. A summary of the capacity to perform sidewalk
clearing operations under this scenario is provided in Table 5 below.
Table 5 – Scenario 2 Execution of Work per Sidewalk Unit Shift
58.8 km of Primary 66.6 km of Secondary
Blade Blower Blade Blower
~ km / Sidewalk unit 19.6 km 19.6 km 22.2 km 22.2 km
Down-Time 2.0 hrs 2.0 hrs 2.0 hrs 2.0 hrs
Salt Reloading Time 2.0 hrs 2.0 hrs 2.25 hrs 2.25 hrs
Sidewalk Clearing Time 3.25 hrs 6.5 hrs 3.75 hrs 7.5 hrs
Total Time 7.25 hrs 10.5 hrs 8.0 hrs 11.75 hrs
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With an expanded sidewalk network there would be additional overtime required
compared to the Status Quo scenario when a snow blower attachment is used to
complete sidewalk clearing operations. A potential overtime mitigating measure that
could be employed is to run a second (i.e. night) sidewalk unit shift, however this measure
would be dependent upon the individual operator’s availability within Hours of Service
legislation. In addition given the operating environment with running a second (i.e. night)
sidewalk unit shift there could also be an increased likelihood of equipment breakdown
providing further support that a spare sidewalk unit be allocated during the next sidewalk
unit replacement cycle.
While the recommended Expansion scenario improves the level of service by providing
greater connectivity for users through a seamless sidewalk network it should be
recognized that operating strategies, such as when sidewalks exist on both sides of an
arterial or collector roadway that only one side would be serviced initially, will need to be
employed to service higher priorities within the Primary class of sidewalk, such as
sidewalks that serve a school or hospital or common safe routes to schools. Applying
such operating strategies will allow Public Works to achieve the proposed winter
maintenance levels of service of the Sidewalk Connectivity Plan in a systematic and
efficient manner.
Scenario 3 – Full Service
The Full Service scenario would look to implement the Sidewalk Connectivity Plan and
rescind By-law 2189 with all 2.3 km of sidewalks in the Downtown governed by By-law
2189 serviced by Public Works. Given that sidewalks in the Downtown are on average
approximately four (4) times the width of typical sidewalks the overall length of sidewalks
governed by By-law 2189 were proportionately increased to account for the additional
servicing time. A summary of the capacity to perform sidewalk clearing operations under
this scenario is provided in Table 6 below.
Table 6 – Scenario 3 Execution of Work per Sidewalk Unit Shift
68.0 km of Primary 66.6 km of Secondary
Blade Blower Blade Blower
~ km / Sidewalk unit 22.7 km 22.7 km 22.2 km 22.2 km
Down-Time 2.0 hrs 2.0 hrs 2.0 hrs 2.0 hrs
Salt Reloading Time 2.25 hrs 2.25 hrs 2.25 hrs 2.25 hrs
Sidewalk Clearing Time 3.75 hrs 7.75 hrs 3.75 hrs 7.5 hrs
Total Time 8.0 hrs 12.0 hrs 8.0 hrs 11.75 hrs
The winter maintenance service level of By-law 2189 requires property owners fronting a
street in the Downtown to clear and salt the sidewalk within the first four (4) hours of
daylight. It is also common for property owners to continue to maintain sidewalk
clearing/salting during business hours should a winter event continue to occur. The
proposed winter maintenance level of service would look to only service primary
sidewalks within 24 hours following the end of a storm event and not provide a continued
level of sidewalk maintenance service that downtown patrons are likely accustom to.
Even if Public Works were to dedicate a sidewalk unit to the Downtown the initial service
timing requirements of By-law 2189 would unlikely be satisfied and other competing
primary sidewalks would be delayed or receive no service at all.
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Given the disparity between the proposed winter maintenance service levels and the
service levels of By-law 2189 it is staff’s recommendation that Public Works winter
maintenance servicing of the Full Service scenario no longer be considered as a viable
option without significant additional resources being provided. Furthermore it is staff’s
recommendation that By-law 2189 be updated to reflect current terminology, practices
and more clearly outline roles and responsibilities.
CONSULTATION/COMMUNICATION
The Thames Valley District School Board, London District Catholic School Board, Manager of
Public Works, Director of Operations, Bylaw Enforcement and Public Works staff were all
consulted during this comprehensive sidewalk review.
Once the Winter Maintenance Level of Service Policy is developed and in accordance with
Strategy 3 – Inform, Consult, Collaborate of the Towns Public Engagement Policy a Public
Information Centre would be scheduled to connect with the general public and outline the
expected levels of service.
FINANCIAL IMPACT/FUNDING SOURCE
The current cost to perform winter sidewalk maintenance is approximately $75,000 per year,
equivalent to approximately $805/km. Table 7 below summarizes the estimated financial impact
for each of the scenarios described above.
Table 7 – Financial Impact Summary
Scenario 1 Scenario 2
Primary Sidewalk (km) 52.3 58.8
Secondary Sidewalk (km) 41.5 66.6
Total Sidewalk (km) 93.8 125.4
Total Est. Cost $75,509 $100,947
The increase cost to service the recommended Sidewalk Connectivity Plan (Scenario 2) is
estimated at $25,000 equivalent to $2,500 per year or roughly equivalent to annual increases of
2.9% per year over a 10-year implementation period.
COMMUNITY STRATEGIC PLAN
The Sidewalk Connectivity Plan is supported within the Community Strategic Plan under Goal
3.3 – Support the aging population and an active senior citizenship through the installation of
universal accessible infrastructure and under Goal 4.3 – Improve mobility and promote
environmentally sustainable living.
Furthermore the implementation of clearly defined sidewalk winter maintenance level of service
supports Objective 1 – Excellence in Local Government of the Community Strategic Plan by
demonstrating strong leadership and accountability.
Page 72 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X02 Potters Road Streetlight Extension
Public Works
3 - SMT final 2019
Description
Installation of streetlights along Potters Road from Lorraine Ave. to the edge of the development along Harvest
Ave.
Justification
The recent urbanization of Potters Road and the ongoing development along Harvest Ave. has
generated the need to improve roadway illumination in this area.
Budget
2019Total
Expenditures
Construction
Subcon Exp 16,50016,500
16,500 16,500
16,500 16,500Expenditures Total
Funding
Cont from DC Reserves 16,50016,500
16,500 16,500Funding Total
Page No. : 14
Page 73 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X14 Annual Asphalt Resurfacing Program
Public Works
3 - SMT final 2019
Description
Partial depth resurfacing (top layer) or Full-depth rehabilitation (top & bottom layers) with spot curb and gutter repairs would
be completed on various streets within Town.
Justification
During a road’s lifecycle, there are opportunities for work activity to extend the life of the roadway which generally coincides
with its condition. Utilizing the two most economical pavement management strategies outlined in the Towns Asset
Management Plan it has been determined that in order to maintain the current road network condition that rehabilitation
investment varies between 800,000 to 1,100,000 over the next ten years (excluding road renewal through reconstruction
activities). Using these strategies, and depending on individual road conditions, the most economical annual road
resurfacing program is developed within the allocated budget.
Budget
2019Total
Expenditures
Construction
Subcon Exp 400,000400,000
400,000 400,000
400,000 400,000Expenditures Total
Funding
Grants 400,000400,000
400,000 400,000Funding Total
Page No. : 15
Page 74 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X13 Bradburn Area Recon - Stage 2 of 2 (James, Hilldrop, Fairview)
Public Works
3 - SMT final 2019
Description
The reconstruction of the Bradburn Subdivision area Stage 2 of 2 continues along James Ave. to east of Quarter Town Line,
Hilldrop Crescent (from Woodside Dr. to James Ave.) and Fairview St. The project involves the complete reconstruction of
the pavement structure including new barrier curb and gutter, sidewalks, the installation of new storm sewers and catch
basins, new watermain and service laterals and sanitary sewer appurtenance repairs.
Justification
The replacement and renewal of core infrastructure for this project would alleviate the ongoing road maintenance issues to
ensure compliance with MMS due to the series of watermain breaks in the area, provide an opportunity to upgrade the area
to current municipal design standards as well as an opportunity to partner with the County and leverage funding efficiencies
of completing road reconstruction.
Budget
2019Total
Expenditures
Construction
Subcon Exp 800,000800,000
800,000 800,000
800,000 800,000Expenditures Total
Funding
Grants 310,000310,000
Debt 490,000490,000
800,000 800,000Funding Total
Page No. : 16
Page 75 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X12 Reconstruction of Lowrie, Reid, Jane
Public Works
3 - SMT final 2019
Description
See attached Report OPS 18-18 and Report OPS 18-27.
Justification
Budget
2019Total
Expenditures
Construction
Subcon Exp 635,000635,000
635,000 635,000
635,000 635,000Expenditures Total
Funding
Grants 200,000200,000
Debt 340,000340,000
Taxation 95,00095,000
635,000 635,000Funding Total
Page No. : 17
Page 76 of 166
Report Title Development Cost-Sharing Pre-Budget Approval
Report No. OPS 18-18
Author Kevin De Leebeeck, P.Eng., Director of Operations
Meeting Type Council Meeting
Council Date July 9, 2018
Attachments
Page 1 / 3
RECOMMENDATION
THAT Council receive Report OPS 18-18 Development Cost-Sharing Pre-Budget
Approval;
AND THAT Council provide 2019 pre-budget approval in the amount of $435,000 for the
coordinated reconstruction and urbanization of Lowrie Crescent, Reid Street and Jane
Street.
EXECUTIVE SUMMARY
The purpose of this report is to obtain 2019 pre-budget approval from Council to demonstrate
commitment and partnership with the adjacent Developer for the reconstruction and urbanization
of Lowrie Crescent, Reid Street and Jane Street as shown in Figure 1. A subsequent Report
and Cost-Sharing Agreement will be provided for Council consideration at a later date.
BACKGROUND
The overall condition of Lowrie Crescent, Reid Street and Jane Street have a weighted average
PCI of 44 resulting in a Pavement Condition Rating for local roadways of “Poor”. In addition the
majority of existing homes along Lowrie Crescent do not have storm or sanitary services.
Therefore in accordance with the Corridor Coordination Process within the Towns Asset
Management Plan this project is identified as a Full Corridor Reconstruction with an
implementation timeframe of 5 - 10 years. While coordination with the adjacent development
expedites this project reconstruction schedule, the economies of scale and efficiencies of the
Developer providing contract administration and construction inspection, positions the Town to
provide street reconstruction and urbanization at approximately half the typical street
reconstruction cost. Providing 2019 pre-budget approval would allow the Developer to proceed
with tendering the project in December 2018 further leveraging early construction season
pricing.
CONSULTATION/COMMUNICATION
A joint Public Information Centre by the Town and Oxford County will also be hosted in advance
of any construction activity to inform affected existing homeowners of cost implications as a
result of sanitary service installations.
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Page 2 / 3
FINANCIAL IMPACT/FUNDING SOURCE
The total project cost of reconstructing and urbanizing Lowrie Crescent, Reid Street and Jane
Street is estimated at $1,070,000 made up of $435,000 Developer costs and $635,000 Town
costs.
The Town’s estimated contribution of $635,000 would be funded in part by the water and
wastewater rate system estimated at $200,000 while the remaining $435,000 would be funded
by other Town sources (i.e. taxation, gas tax, debt) to be determined as part of the 2019 budget
development.
It should also be noted that a prorated share of the costs associated with the sanitary sewer
works will be assessed by the County to existing homeowners where new sanitary services
laterals are installed.
COMMUNITY STRATEGIC PLAN
The coordination of reconstruction activities along Lowrie Crescent, Reid Street and Jane Street
with the adjacent development supports Objective 2 – Economic Sustainability of the Community
Strategic Plan.
Page 78 of 166
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Page 79 of 166
Report Title Development Cost-Sharing Agreement
Report No. OPS 18-27
Author Kevin De Leebeeck, P.Eng., Director of Operations
Meeting Type Council Meeting
Council Date October 9, 2018
Attachments Development Cost-Sharing Agreement
Page 1 / 3
RECOMMENDATION
THAT Council receive Report OPS 18-27 Development Cost-Sharing Agreement;
AND THAT a By-law authorizing Mayor and Clerk to execute the Development Cost-
Sharing Agreement with Performance Communities Realty Incorporated be brought
forward for Council consideration.
EXECUTIVE SUMMARY
Further to the 2019 pre-budget approval provided through Report OPS 18-18 on July 9th 2018
the purpose of this report is to solidify the commitment and partnership with the adjacent
Developer for the reconstruction and urbanization of Lowrie Crescent, Reid Street and Jane
Street (see Figure 1) by executing the attached Development Cost-Sharing Agreement.
BACKGROUND
Coordination of road reconstruction activity with the adjacent development provides efficiencies
and economies of scale allowing the Town to provide road reconstruction and urbanization at
approximately half the typical road reconstruction cost. Authorizing the attached Development
Cost-Sharing Agreement would allow the Developer to proceed to tender and execute
construction contracts and proceed with construction in early 2019 on the Towns behalf.
The Development Cost-Sharing Agreement provides the scope of works and services, payment
terms, acceptance of work milestones and apportions the estimated construction costs.
CONSULTATION/COMMUNICATION
The Developer and Towns Solicitor have reviewed the Development Cost-Sharing Agreement
and have no objections.
A joint Public Information Centre by the Town and Oxford County will also be hosted on
November 8th 2018 to inform affected existing homeowners of cost implications as a result of
sanitary service installations.
Page 80 of 166
Page 2 / 3
FINANCIAL IMPACT/FUNDING SOURCE
The total project cost of reconstructing and urbanizing Lowrie Crescent, Reid Street and Jane
Street is estimated at $1,065,000 made up of approximately $430,000 Developer costs and
$635,000 Town costs.
The Town’s estimated contribution of $635,000 would be funded in part by the water and
wastewater rate system estimated at $200,000 while the remaining $435,000 would be funded
by other Town sources (i.e. taxation, gas tax, debt) to be determined as part of the 2019 budget
development.
It should also be noted that a prorated share of the costs associated with the sanitary sewer
works will be assessed by the County to existing homeowners where new sanitary services
laterals are installed.
COMMUNITY STRATEGIC PLAN
The coordination of reconstruction activities along Lowrie Crescent, Reid Street and Jane Street
with the adjacent development supports Objective 2 – Economic Sustainability of the Community
Strategic Plan.
Page 81 of 166
Page 3 / 3
Page 82 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X11 North Park Phase 1 Rehabilitation (Langrell Ave)
Public Works
3 - SMT final 2019
Description
See attached Report CAO 18-07 Resident’s Concerns – North Park Phase 1 – Langrell Ave.
Justification
Budget
2019Total
Expenditures
Construction
Subcon Exp 220,000220,000
220,000 220,000
220,000 220,000Expenditures Total
Funding
Misc Rev 65,20065,200
Cont.from Reserves 154,800154,800
220,000 220,000Funding Total
Page No. : 18
Page 83 of 166
Report Title CAO18-07 Resident’s Concerns – North Park
Phase 1 – Langrell Ave
Report No. CAO18-07
Author David Calder
Meeting Type Council Meeting
Council Date June 25, 2018
Attachments
Page 1 / 4 CAO18-07 Resident s Concerns North Par
RECOMMENDATION
THAT Council receive report CAO 18-07 Resident’s Concerns – North Park Phase 1 - Langrell
Ave for information.
And that staff be authorized to take the actions as noted in report CAO 18-07 Resident’s
Concerns – North Park Phase 1 - Langrell Ave to address the concerns raised by residents of
North Park Phase 1;
And that securities held by the Town of Tillsonburg for North Park Phase 1 - Langrell Ave in the
amount of approximately $65,245.26 and additional funding of approximately $150,000.00 from
the Development Remediation Reserve Fund for a total of $215,245.26 be allocated to complete
the subdivision deficiencies.
EXECUTIVE SUMMARY
At its meeting of May 28, 2018, Council heard a delegation representing the residents of North
Park Phase 1 – Langrell Drive regarding a number of outstanding subdivision deficiencies that
have not been addressed by the developer. The representative provided a PowerPoint
presentation containing the issues the residents would like to see addressed. At the meeting,
Council requested a staff report for the June 25th, Council meeting. The CAO in conjunction with
a number of departmental staff has prepared this report in response to the concerns raised and
is recommending funding sources in order to complete the subdivision development.
BACKGROUND
The Subdivision Agreement for North Park Phase 1 was registered on title June 17th, 2004. As
with all Subdivision Agreements the developer was required to provide securities in the form of
cash or a letter of credit in order to complete any subdivision deficiencies should the developer
not complete the required works. As an aside, it appears that in addition to cash securities, in
accordance with this particular Subdivision Agreement, the Town accepted 10 lots from the
developer as securities and then released them over time as the development progressed and
certain phases of work were completed. As a result, the Town eventually did not hold any lots as
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security for outstanding works within the subdivision. As well, initially funds in the amount of
$106,000.00 were posted with Town. Again, over time, as certain works were complete the
amount of securities was reduced leaving a current balance of $65,245.26 in securities retained
by the Town. Staff has calculated the total cost to complete the subdivision deficiencies at
$215,245.26. As a result, the Town does not hold enough developer funded securities to
complete all the outstanding works.
Staff is also aware that the subdivision may have changed hands shortly after the registration of
the Subdivision Agreement in 2004, although the Town does not have any official documentation
indicating the change in ownership. Staff would have to obtain legal assistance to determine who
is responsible for meeting the conditions of the Subdivision Agreement and enforcing the
conditions. Title searches would be required to determine the ownership history of all the lots
within the subdivision.
As outlined to Council in a memorandum dated January 15, 2018 from the Director of
Operations reporting on two other subdivisions, the enforcement process would involve the
Town sending a letter to the developer with a stated completion date followed by a letter from
the Town’s lawyer within 30 days of no action, reiterating the requested completion date. If these
actions did not obtain any results, a report would be prepared for Council requesting a Council
resolution to have the work completed by a specific date. Again, if this date came and went the
Town’s lawyer would send a notice advising that the Town will be utilizing all the remaining
securities with the balance of any costs being invoiced to the Developer. The Town would then
be in a position to tender, award and complete the outstanding work. This would obviously take
time and effort which could drag on without resolving the resident’s concerns. Staff anticipates
that nothing of significance would take place until 2019, if at all, following this process. As well, in
this specific case, there may be difficulty in determining who is directly accountable for meeting
the conditions of the Subdivision Agreement. In 2016, staff issued a notice to the owner
identified in the Subdivision Agreement but received no response.
There are a number of options available to the Town in order to address the concerns outlined
by the delegation to Council on May 28, 2018. Staff has discussed the options as follows:
1. Pursue the developer and encourage the developer to complete the works at the
developer cost. (may be difficult to locate the owner/developer, could involve legal,
lengthy process)
2. Advise the resident’s that the works will be completed by the Town with the balance of the
funds being levied against the individual property owners. (as the individual property
owners may be considered the owners now - this is not practical nor fair as the property
owners paid for their property at values related to a complete subdivision development)
3. Spend the securities held by the Town and complete as much work as possible. (does not
resolve all the deficiencies nor address all the concerns raised by the residents)
4. Allocate the securities held by the Town and fund the balance of the required work
through the Development Remediation Reserve Fund. (recommended approach)
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5. Any combination of these options.
Staff is proposing to have the Town allocate the required resources, including the securities held
by the Town, to complete the subdivision deficiencies, proceed with tendering and completing
the works. In parallel, the Town could pursue legal remedies in order to attempt to obtain from
the developer the balance of funds that are required to complete the subdivision works. This
process would have the Town tendering, awarding and completing the outstanding works. The
Town would make best efforts to have the works completed as soon as possible but the public
tendering process including drafting a tender would have to be followed which does take time.
As noted, the difficulty identified is that it may be difficult to locate the legal entity responsible for
completing the conditions of the Subdivision Agreement due to the possible undocumented
change in ownership in 2004 (all lots have now been sold). Staff can find no record of this
change other than a note from the original owner stating he sold the development to another
company. As a result, there would appear to be minimal risk in allocating the securities on hand
to help offset the cost of completing the deficiencies. Conversely, the funds allocated from the
Development Remediation Fund may not be replaced through the process of collecting the
outstanding funds if staff cannot locate the legal entity under the Subdivision Agreement and
legal action may be a lengthy process. Regardless, staff with the assistance of the Town
Solicitor would make attempts to pursue reimbursement through the enforcement of the
Subdivision Agreement conditions.
OTHER CONCERNS FROM THE RESIDENTS
The delegation raised a concern of light pollution into the subdivision from a neighbouring
business. Town By-law enforcement staff followed up with the business owner and the lights
have been adjusted to better direct the light downward onto the property rather than spill into the
subdivision.
The delegation also identified a dirt pile abutting the subdivision (from the subdivision but on
town land) which is an eyesore, may cause drainage issues and is grown over with weeds.
Again, staff are looking into having the dirt removed and the area of the site graded. The pile is
located on Town owned lands identified as parkland.
The last item raised was that of safety around the storm water pond. Staff has reviewed some
best practices in other municipalities and is of the opinion that some warning signage could be
posted by the storm water pond to ensure it is not used for recreational purposes and to warn of
fluctuating water levels. Equipment requires maintenance and monitoring to ensure it does not
go missing through theft which then creates additional liabilities. Fencing of storm water ponds is
expensive and does not necessarily provide any protection due to vandalism or unauthorized
entry by climbing the fence. Also, maintenance also becomes an ongoing issue. Staff is
therefore recommending the posting of some warning signage by the pond and general
education regarding storm water ponds.
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FINANCIAL IMPACT/FUNDING SOURCE
Staff have estimated that the cost of completing the subdivision deficiencies to be approximately
$211,978.80 with an additional $3500.00 as contingency. The Town holds cash securities for the
North Park – Phase 1 subdivision in the amount of $65,245.26 creating a funding deficit of about
$150,000. Staff is recommending that the securities on hand be released to offset the total cost
of completing the North Park – Phase 1 subdivision. Staff is also recommending that $150,000
be released from the Development Remediation Reserve Fund and allocated to complete the
necessary infrastructure works in the North Park – Phase 1 subdivision.
The Developer Remediation Reserve Fund currently has approximately $260,000. If Council
authorizes an allocation of $150,000 from the reserve fund for North Park – Phase 1 a balance
of approximately $110,000 will remain. If funds are recovered from the developer, those funds
would go into the Development Remediation Reserve Fund.
COMMUNITY STRATEGIC PLAN IMPACT
As noted in the Community Strategic Plan (CSP), completion of the subdivision will ensure
Tillsonburg continues to be an attractive place to live.
96
Page 87 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X10 Concession St W Urbanization (QTL to West Town Limit)
Public Works
3 - SMT final 2019
Description
The urbanization of Concession St. W. from Quarter Town Line to the West Town limits involves the installation of new water,
wastewater and stormwater underground infrastructure complete with curb and gutter, boulevard sidewalks, full pavement
rehabilitation and the provision of bicycle lanes.
Justification
The need for this project arose during the review of adjacent site plan and subdivision development applications, both
requiring the need for water and wastewater. As a result the water and wastewater project components have already been
included in Oxford County 2019 Draft Budget providing an opportunity for the Town to leverage efficiencies of completing full
road corridor urbanization that will benefit both current and future development along this arterial roadway.
Budget
2019Total
Expenditures
Construction
Subcon Exp 1,850,0001,850,000
1,850,000 1,850,000
1,850,000 1,850,000Expenditures Total
Funding
Grants 620,000620,000
Cont from DC Reserves 1,060,0001,060,000
Taxation 170,000170,000
1,850,000 1,850,000Funding Total
Page No. : 19
Page 88 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X09 Oakpark Subdivision Servicing (3 Lots)
Public Works
3 - SMT final 2019
Description
See attached Report OPS 18-23 Oakpark Estates Subdivision Special Area Levy.
Justification
Budget
2019Total
Expenditures
Construction
Subcon Exp 115,000115,000
115,000 115,000
115,000 115,000Expenditures Total
Funding
User Pay Debt 115,000115,000
115,000 115,000Funding Total
Page No. : 20
Page 89 of 166
Report Title Oak Park Estates Subdivision Special Services Levy
Report No. OPS 18-23
Author Kevin De Leebeeck, P.Eng. Director of Operations
Meeting Type Council Meeting
Council Date December 10, 2018
Attachments • Notice to Property Owners
• Special Services Levy By-law 4220
Page 1 / 3
RECOMMENDATION
THAT Council receive Report OPS 18-23 OakPark Estates Subdivision Special Services
Levy;
AND THAT By-law 4220 to adopt the OakPark Estates Subdivision Special Services Levy
be brought forward for Council consideration.
BACKGROUND
The OakPark Estates plan of subdivision was approved and registered in 1994. The original
developer entered into a subdivision agreement to develop the lots (construction of single
detached homes) including the construction of streets, sewers, water and other infrastructure in
a phased manner. Some of the phases were developed, however an area of the subdivision
remains undeveloped. For whatever reason the original developer ceased to have the ability to
continue with the development. At some point in time, a number of lots were transferred to
individuals pursuant to tax sales under the Municipal Act.
There are currently a number of lots owned by a new developer who is willing to enter into a
subdivision agreement(s) with the Town to develop an area of approximately 109 lots, however
22 of the 109 lots are owned by other individuals. Town staff have approached the new
developer to front the costs of the individually owned lots, however the new developer is
reluctant given that there is no legal mechanism for the new developer to ensure cost recovery.
Furthermore the new developer has also approached the individual lot owners seeking a private
agreement arrangement of cost recovery with no success.
SUMMARY
Staff then reached out to the Town Solicitor to provide a mechanism that would allow for the
development of the remaining lots, including the apportioning of costs to the 22 individual lot
owners. This can be achieved in a two-step process.
1. The Town would enter into a Subdivision Agreement with the new developer pursuant to
the Planning Act and pursuant to the existing subdivision agreement that provides for
amendments to the agreement. The Subdivision Agreement will estimate the cost of
installing municipal infrastructure/services for the subdivision with the new developer
being responsible to pay 87/109th share of the costs and the Town responsible to pay the
remaining 22/109th share of costs.
Page 90 of 166
Page 2 / 3
2. The Town would recover its share of costs against the 22 individual lot owners by
enacting a Special Services Levy by by-law pursuant to s.326 of the Municipal Act. This
levy will require each of the 22 individual lot owners to pay, as part of their property taxes,
1/109th share of the costs determined above.
This process, subject to Council approval, would allow for the development of all remaining lots.
There will be no controls on the 22 individual lots (i.e. no holding provision under the Planning
Act, no one foot reserve across each lot) and building permits would be available once the
municipal infrastructure/services are installed. The Town would have to pay the up-front cost of
its portion, but can be reassured recovery of these monies from the individual lot owners.
It is recognized that there may be push back from the individual lot owners as their tax bill will
increase significantly to pay for their portion of the municipal infrastructure/services, however it is
also a reasonable position that such lots will substantially increase in value once building permits
are available. If the current individual lot owners are not able to afford the levy, they could sell
the lot(s) at the increased value, the special area levy would be paid and the new lot owner
would be in a position to develop the lot(s).
CONSULTATION/COMMUNICATION
The Towns Solicitor was consulted to provide assistance in determining a process that would
allow the new developer to resume development of the subdivision, but also hold the individual
lot owners accountable for their fair share of infrastructure costs.
In accordance with the Towns Public Engagement Policy a Notice of the Special Services Levy
By-law to the 22 individual lot owners was issued on October 30th 2018 for a 30 day comment
period with one phone call response received regarding clarification of repayment options.
FINANCIAL IMPACT/FUNDING SOURCE
The Developers 2018 estimated cost to install the municipal infrastructure/services within the
OakPark Estates Subdivision is approximately $38,000 per lot (adjusted to actuals). Therefore
the Towns total up-front cost, funded by user pay debenture, would be limited to approximately
$836,000 (adjusted to actuals) over time as the remaining development phases proceed. As
previously mentioned through the enactment of a Special Services Levy By-law the Town will be
able to recover all of these up-front costs. Individual lot owners would be provided the flexibility
to pay the encumbrance all at once or over a five (5) year period, after the applicable
development phase costs from the Developer are justified to the Town, in conjunction with an
associated debenture interest rate.
COMMUNITY STRATEGIC PLAN (CSP)
Implementing this Special Area Levy allows for the next phase of the OakPark Estates
Subdivision to proceed while limiting the Towns financial involvement supports Objective 1 –
Excellence in Local Government of the Community Strategic Plan by demonstrating strong
leadership and accountability.
Page 91 of 166
Page 3 / 3
Page 92 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X08 The Links Rehabilitation (Fairway, Green Eagle, Birdyway)
Public Works
3 - SMT final 2019
Description
Since 2016 staff have been working towards eliminating legacy issues associated with stale subdivision development. In
2018 The Links was identified as the third and last legacy subdivision priority to be addressed.
Some time ago and for whatever reason the Developer of the 1999 Links Subdivision, comprised of Fairway Hills Boulevard,
Green Eagle Drive and Birdyway Drive ceased to have the ability to continue with the development. Unfortunately the Town
does not hold any securities to address the 20 year old outstanding deficiencies of base asphalt repairs, surface asphalt,
sidewalks and gutter & storm repairs.
Justification
An incomplete pavement structure significantly reduces the service life of a roadway. The 20 year old base asphalt has far
exceeded its useful life due to the missing top layer of asphalt causing increased asphalt patching repair work each year.
This project seeks to rehabilitate the roadway reducing ongoing costs associated with maintaining the road asset.
For reasons of safety, accessibility and the promotion of active transportation the installation of missing sidewalks, in
accordance with current AODA legislations, will address the long outstanding deficiency of the approved Subdivision
Agreement Section 5 (a) iv and supports the direction provided in the Official Plan, Community Strategic Plan, Multi-year
Accessibility Plan and the Towns Residential Design Criteria.
Budget
2019Total
Expenditures
Construction
Subcon Exp 210,000210,000
210,000 210,000
210,000 210,000Expenditures Total
Funding
Grants 100,000100,000
Cont.from Reserves 110,000110,000
210,000 210,000Funding Total
Page No. : 21
Page 93 of 166
81Cat Off Road Equipment 924G LOADER2004$255,000 $255,0008%Highly Probable 4.0MajorExtreme61 International Heavy Duty7400 Plow/WingTruck 2012$280,000 $160,00043%Possible 4.0MajorHighReplace cab & chasis and Re-use body and plow47 FordMedium Duty F350 w/ Alum Dump Body 2007$130,000 $130,0007%Highly Probable 3.0 ModerateHighSupports expanded in-house asphalt & concrete services21 DodgeLight DutyRam 1500 Pickup Truck 2008$45,000 $40,0008%Highly Probable 2.0MinorHighReplace with lightly used crew cab truck19 FordLight DutyRanger Pickup Truck 2007$40,000$015%Highly Probable 1.0SlightMediumReassign high use Unit 21 to low use Unit 1926 DodgeLight DutyGrand Caravan Van 2005$35,000 $40,0002%Highly Probable 3.0 ModerateHighReplace with lightly used pickup truck to satsify operational need116 ZAMBONI Off Road EquipmentResurfacer2013$125,000 $125,00041%Possible 3.0 ModerateMediumRetain existing unit in a reserve/backup service statusUnit Replacement Sub-Total $910,000 $750,000Savings$160,000Consequence of Failure DescriptionCommentsConsequence of FailureType of Service ScoreNew Unit Replacement Cost EstimateAlternative Replacement Cost EstimateProbability of Failure% Remaining Service Life (%RSL)Probability of Failure DescriptionVehicle NumberMakeTypeDescriptionReplacement OptionsOverall Asset RiskAsset Management Plan Fleet Replacement Strategy - 2019 Capital PlanYearPage No. : 22Page 94 of 166
Report Title Recreation Culture and Parks 2019 Capital Requests
Report No. Tab 14
Author Rick Cox, Director of Recreation Culture and Parks
Meeting Type Council Budget Meeting
Council Date January 7, 2019
Attachments
2019 Capital Project Listing – New Requests
Project Details
Page 1 / 2 Recreation Culture and Parks 2019 Capital Requests
RECOMMENDATION
That Council receives report Tab 14 Recreation Culture and Parks 2019 Capital Requests as
information.
EXECUTIVE SUMMARY
The attached report summarizes the Recreation Culture and Parks Department (RCP) requests
recommended by the Senior Leadership Team to include in the Town’s 2019 Capital Budget.
FINANCIAL IMPACT/FUNDING SOURCE
RCP has $1,736,500 in total requests requiring $551,200 in asset management tax supported
funding. Council has pre-approved a $40,000 request totally funded through asset management
tax supported funding.
COMMUNITY STRATEGIC PLAN (CSP) IMPACT
1. Excellence in Local Government
☒ Demonstrate strong leadership in Town initiatives
☒ Demonstrate accountability
Page 95 of 166
Page 2 / 2 CAO
Report Approval Details
Document Title: Recreation, Culture and Parks 2019 Capital Requests .docx
Attachments:
Final Approval Date: Dec 20, 2018
This report and all of its attachments were approved and signed as outlined below:
David Calder - Dec 20, 2018 - 2:15 PM
Page 96 of 166
Report Title Scattering Grove and Columbaria Garden White Paper
Report No. RCP 19-01
Author Rick Cox, Director of Recreation, Culture & Parks
Meeting Type Council Budget Meeting
Council Date January 7, 2019
Attachments
Cemetery Mission Statement & Guiding Principles
2014 Conceptual Designs
Tillsonburg Cemetery Section Map
Scattering Grove Design
Columbaria Garden Design
Page 1 / 5 Scattering Grove and Columbaria Garden White Paper
RECOMMENDATION
THAT Council receives Report RCP 19-01 – Scattering Grove and Columbaria Garden White
Paper for information.
EXECUTIVE SUMMARY
The 2019 draft budget includes projects to add columbaria and establish a scattering grove at
the Tillsonburg Cemetery. This white paper provides additional explanation and background
regarding the projects to assist Council in understanding the nature and purpose of the projects.
BACKGROUND
The Tillsonburg Cemetery has had a long history of providing a beautiful and well-tended place
for the interment needs of area residents. In 2013, Council established a working group of
community representatives to collaborate with Town staff to develop a Mission Statement and a
set of Guiding Principles and Priority Actions to give a strategic framework for the Cemetery
Operations. Based on that work, in 2014, Council funded a conceptual design project to create
working designs for various areas in the Cemetery, which included consultation with the
Advisory Committee. The Mission Statement document and conceptual designs were presented
to Council in February, 2015. The Mission Statement is:
The Parks & Cemetery Team will maintain cemetery lands with dignity and respect,
ensuring well-tended, peaceful places for reflection that all citizens may share with pride.
Future cemetery development shall be undertaken with an appreciation of the historic
areas of the cemetery lands. These identified historic areas include the Pioneer Cemetery
and those interned within them will be protected and preserved in recognition of their
importance to the history of our community.
The complete Mission Statement and Guiding Principles document is attached to this White
Paper for reference, as are the conceptual designs prepared by LEES + Associates.
The designs include an expanded columbaria garden, a children and infants section, an in-
ground cremations section, and an area adjacent to St. Mary’s Catholic Cemetery which
Page 97 of 166
Page 2 / 5 Scattering Grove and Columbaria Garden White Paper
includes both in-ground and columbaria options. Ongoing input from the Heritage, Beautification
and Cemetery Advisory Committee (HBC) and from Council over the past four years has shaped
the how the designs have been implemented and prioritized. The children and infants section,
and the area near the Catholic Cemetery have been deemed as longer -term initiatives and no
action has been taken towards implementing them. In 2015, the HBC recommended that the
scattering area be excluded from the columbaria garden design. In 2017, the HBC
recommended that the scattering area be incorporated into the cremations section and
prioritized for implementation. Staff worked with Snow Larc Landscape Architects to develop a
detailed design of the scattering grove as part of the 2 018 workplan, and obtained input from the
HBC as the design was coming together.
Scattering Grove
The location selected for the cremations/scattering area is centrally located in the Cemetery,
near the old Cemetery Office building, and is shown in green on the attached Cemetery Section
Map. The area is a partial bowl in shape and is treed with a number of non-native Norway
spruce trees that are failing due to age and disease. In fact, almost all of the Norway spruce in
the Cemetery are in similar poor condition and will need to be removed over the next 5 years or
so. As the design developed, it became clear that incorporating both in -ground cremations and
a scattering area while maintaining a natural grove feeling would be impossible. As there are a
number of other areas in the Cemetery where in -ground cremation lots can be established, the
focus of this location became only for scattering.
Members of the HBC and RCP staff toured cemeteries in London and the Kitchener -Waterloo
area to see, among other things, how other operations have implemented scattering. Snow Larc
Consulting’s design creates a grove-like setting using native Carolinian species of tree and
shrub around the edges, with a more formally planted circular space somewhat hidden in the
middle. Gateway elements echo the ironwork used at the Pioneer Graveyard. A barrier-free
entrance from the North-West is complemented by a stepped entrance on from the South -East.
Cremains can be scattered in areas with a natural feel, or in the more formal central garden.
Benches for contemplation are placed in seating nodes to give a feeling of smaller, more
intimate spaces. Loved ones will be able to be memorialized through names engraved on the
central plinth, or on partially dressed boulders placed in several locations. Although the design
does suggest using engraved pavers in the central pathway, this option is not going to be
deployed. The design rendering is attached to this white paper. As part of the project
deliverables, Snow Larc prepared complete tender specifications, drawings and estimated costs,
so if Council approves the budget allocation, procurement can proceed fairly quickly. The
budget requested budget allocation does not include funding for the iron gateways, which would
be added later.
Operationally, the recommended approach at this time is for the Town to provide co-mingled
scattering rights, and not to provide the actual scattering services. From a pricing point of view,
the HBC’s preferred approach is to establish scattering grove interments as a more economical
option than currently available. The table on the next page outlines current cremains interment
options and the relative costs, and includes proposed base pricing for the scattering grove.
Prices for memorialization options have not been determined yet and would vary depending on
the option selected. The proposed prices are not yet incorporated into Tillsonburg’s by-laws.
As the project rolls forward to completion, a revised Cemetery By-Law and an amendment to the
Page 98 of 166
Page 3 / 5 Scattering Grove and Columbaria Garden White Paper
Rates & Fees By-Law will be provided to Council for confirmation, subject to approval by the
Bereavement Authority of Ontario (BAO).
As there is no limit to the number of scattering rights that can be sold in the Scattering Grove ,
eventually it will pay for itself. At this point it is impossible to estimate how long that will take
because there is no near-by comparator to model demand on. As this is a very-long term
investment, the 2019 draft budget allocation of $120,000 for this project includes a $54,000 user-
pay debt component, complemented with $20,000 from taxation and $46,000 fr om reserves.
Past practice has been for cemetery projects to be financed internally, but that may not be the
best option for this project. If external financing is obtained, meeting the annual payment will
require achieving sales of 10-15 scattering rights per year, depending on the specifics of the
loan.
Columbaria Garden
The Columbaria Garden has two 96-niche wall-style
columbaria (#1 & #2), two 96-niche column-style
columbaria (#3 & #5) and one 48-niche wall
columbarium (#4). Currently, there are 4 unsold
niches in columbarium #4 and 26 unsold in
columbarium #5. In a given year, niche sales have
ranged from as low as 8 to as high as 38, but tend to
slow down when space becomes limited because
many purchasers wait for a new columbarium to
provide more choice of location. As noted above,
most niches currently sells for $1,900, of which 15% ($285) must be contributed to the Perpetual
Care fund. The price for the remaining niches in columbarium #4 was reduced in 2017 to try and
encourage their sale, which has been successful in reducing the unsold number by 50%. Each
niche sale pays off $320 of the installation cost, leaving $1,295 from each sale available for
funding cemetery operations. This repayment will be adjusted for each new columbarium unit to
reflect the actual cost per niche.
Full Grave
(10'x4')
Cremation
Grave (3'x3')
Columbarium
Niche (1'x1')
Scattering
Rights
(proposed)
Interment Rights
Purchase cost 420.00$ 330.00$ 1,615.00$ 340.00$
Perpetual Care 280.00$ 220.00$ 285.00$ 60.00$
Total 700.00$ 550.00$ 1,900.00$ 400.00$
Open/Close cost 350.00$ 350.00$ 200.00$ 75.00$
# of rights included 4 2 2 1
Cost to rights holder 2,100.00$ 1,250.00$ 2,300.00$ 475.00$
Other Costs
Memorialization (marker, plaque)varies varies included varies
Urn, urn vault varies varies varies $0
* Unit was replaced due to failing internal structure.
Columbaria Year Installed # of niches # unsold
1 2017*96 0
2 2004 96 0
3 2007 96 0
4 2012 48 4
5 2015 96 26
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Page 4 / 5 Scattering Grove and Columbaria Garden White Paper
The attached updated design for the Columbaria Garden indicates the work planned for 2019,
subject to Council approval of the budget allocation. The plan include s adding a third 96-niche
columbarium unit to match the two existing columnar ones, and two smaller 8-niche columbaria,
as well as the required foundations, walkway expansion, bench pads and landscaping. The total
increase to capacity of 112 niches is estimated to cost $36,000 and when fully sold will generate
at least $180,880 in revenue to the Town and a further $31,920 for the Perpetual Care fund. At
current rates, open/close fees will generate at least another $22,400 - to $44,800 in operational
revenue over the life of the columbarium.
Assuming that the rate of niche sales continues at current levels, t he final phase of expansion at
this location is likely going to need to roll out in 2023 or 2024.
Page 100 of 166
Page 5 / 5 Scattering Grove and Columbaria Garden White Paper
Report Approval Details
Document Title: RCP 19-01 - Scattering Garden Budget White Paper.docx
Attachments: - Misson Statement and Guiding Principles - Jan 2015.pdf
- 2014 12 18 Conceptual Design Graphics_FINAL_11x17.pdf
- Updated cemetery section map.2018.pdf
- Tillsonburg-ScatteringGrove-rev.pdf
- 2019 columbaria garden update.opt.pdf
Final Approval Date: Jan 3, 2019
This report and all of its attachments were approved and signed as outlined below:
Dave Rushton - Jan 3, 2019 - 9:17 AM
Page 101 of 166
Tillsonburg Cemetery || Tillsonburg Recreation, Culture & Parks
Misson Statement and Guiding Principles - Jan 2015.doc 1/2 Updated January 2015
Mission Statement
The Parks & Cemetery Team will maintain cemetery lands with dignity and respect,
ensuring well-tended, peaceful places for reflection that all citizens may share with pride.
Future cemetery development shall be undertaken with an appreciation of the historic
areas of the cemetery lands. These identified historic areas include the Pioneer Cemetery and
those interned within them will be protected and preserved in recognition of their importance
to the history of our community.
Guiding Principles
The cemetery division will…
…exhibit accountability & transparency.
• Cemetery operations will be conducted in an
accountable and transparent manner, with
an emphasis on openness, ethics, and fiscal
responsibility.
…implement best practices & meet high
standards.
• Cemetery operations will be conducted in
full compliance with the laws and
regulations governing cemeteries in
Ontario.
• Cemetery operations will strive to meet the
highest industry standards and embrace
relevant best practices in customer service,
technical operations, environmental
impacts and aesthetic values.
...plan for long-term sustainability.
• Cemetery staff will prepare and maintain a
Cemetery Sustainability Plan to provide
guidance about the types of memorial
options to be offered, as well as the
refurbishments and enhancements that
would be required and appropriate revenue
streams to support them.
• Cemetery staff will prepare a layout design
and expansion plan to provide continual
inventory of memorialization options.
… invite & be responsive to public input.
• Whenever feasible, public input and
consultation will be sought in regard to
major decisions concerning the plans and
aesthetics of the Cemeteries.
• Cemetery staff will respond to inquiries and
feedback in a timely manner.
…celebrate & maintain our history.
• Cemetery operations will acknowledge the
public interest in the Cemeteries’ history by
encouraging access to historical areas that
have been clearly marked in a respectful
and sensitive manner.
• Cemetery staff will collaborate with the
Tillsonburg Museum and the Historical
Society to identify, list and preserve
important markers and memorials within
the Cemeteries.
…practice excellent horticulture &
arboriculture.
• Cemetery staff will monitor and regularly
inspect the health of existing trees, shrubs
and plantings, and act appropriately on the
results.
• Cemetery staff will develop and maintain a
list of current species as well as native
trees and plants for future use to ensure
ongoing consistency in the overall
appearance of the Cemeteries.
…take advantage of technology.
• Cemetery operations will utilize appropriate
technology to ensure records are
accurately maintained, appropriately
accessible to the public, and permanently
stored.
• Where feasible, the Division will deploy
information technology beyond just record
keeping, embracing social media and
mobile technology.
Page 102 of 166
Tillsonburg Cemetery || Tillsonburg Recreation, Culture & Parks
Misson Statement and Guiding Principles - Jan 2015.doc 2/2 Updated January 2015
Priority Actions
• Deploy memorialization options other than traditional in-ground interments (e.g. niches,
scattering grounds, contemplation gardens, natural burials, etc.), ensuring the
deployment is done in the context of an overall layout plan for the Cemetery.
• Enlist the involvement of local horticultural organizations to assist with the design and
maintenance of the cemetery grounds.
• Deploy website and mobile technology content that provides family genealogy
information, grave finding markers, cemetery maps, and virtual tours.
• Implement the Revitalization Plan developed by the Pioneer Cemetery Committee as
available resources permit.
• Actively promote a memorial bequest, tree and bench program to increase contributions
to the Cemetery Trust.
• Prepare an information package to provide to clients including information about the
advantages of using a vault for full-casket interments.
Operational Standards
• Cemetery staff will maintain a clean and orderly appearance to the cemetery, including
grass cutting, tree/shrub trimming and, when needed, the removal of weathered floral
tributes.
• Cemetery staff will carry out their work in an effective and environmentally safe manner.
• Cemetery staff will incorporate trees and other plant species in new sections that are
consistent with the older areas of the cemetery.
• Cemetery staff will demonstrate excellent customer service.
Page 103 of 166
LEES+AssociatesLandscape Architects and PlannersTOWN OF TILLSONBURG | CEMETERY CONCEPTS | OCTOBER 6, 2014COLUMBARIA GARDEN FUTURE COLUMBARIA AND SEATING AREASCATTERING GARDENMEMORIAL DEDICATION BOULDERS, TYP.ORNAMENTAL PLANTING BED NEW PAVER PATHWAYPROPOSED PHASE 1 COLUMBARIAEXTENSION OF BOULDER RETAINING WALLFUTURE 8 NICHE COLUMBARIA, TYP.NEW CONNECTING PATHWAYINFORMAL GRAVEL PATHWAY WITH SEATINGMEMORIAL DEDICATION TREE, TYP.EXISTING STONE BOULDER BENCH TO REMAIN IN PLACESTONE COLUMN WATER FEATURE WITH RUNNELINFORMAL PLANTING BED WITH STONE BOULDERSEXISTING COLUMBARIA AND PLAZA SPACE TO REMAIN IN PLACE, .Page 104 of 166
LEES+AssociatesLandscape Architects and PlannersTOWN OF TILLSONBURG | CEMETERY CONCEPTS | OCTOBER 6, 2014CREMATION SECTION NATIVE GRASS AND WILDFLOWER PLANTING BED ALONG PERIMETER OF SECTIONGRAVEL PATHWAY ALONG PERIMETER OF SECTION TO DEFINE THE SPACEEXISTING TREE TO REMAINSTONE MEMORIAL DEDICATION BOULDERS, TYP.GRAVEL PATHWAY ALONG PERIMETER OF SECTION TO DEFINE THE SPACEINFORMAL CENTRAL GRASS PATHWAYEXISTING PINE TREE GROVE TO REMAIN IN PLACE - TREES TO BE REMOVED AS REQUIRED FOR INTERMENT PROPOSED STONE SECTION MARKERPROPOSED STONE SECTION MARKER138 CREMATION LOTS- FLAT MARKER MONUMENT, TYP.- 900mm X 900mmPROPOSED NATURAL STONE STEPS WITH BOULDER EDGECREMATION LOT WITH FLAT MARKER, TYP.- 900mm X 900mmCUSTOM WOOD BENCH SET ON NATURAL STONE BOULDERS, TYP.CENTRAL MONUMENTPage 105 of 166
LEES+AssociatesLandscape Architects and PlannersTOWN OF TILLSONBURG | CEMETERY CONCEPTS | OCTOBER 6, 2014INFANT AND CHILDREN’S SECTION PRIVACY WALL WITH INSCRIPTION STONE INSETREFLECTIVE SEATING AREA WITH SEASONAL PLANTINGPROPOSED CONCRETE PATHWAYDEDICATION WALLPROPOSED VETERAN PLAZA SPACE WITH SEATINGWHITE TRELLIS STRUCTURE WITH STONE CLAD COLUMNS61 INFANT GRAVES- FLAT MARKER MONUMENT, TYP.- 900mm X 900mmFUTURE 8 NICHE COLUMBARIA UNIT, TYP.EXISTING VETERAN’S MEMORIAL TO REMAIN IN PLACEPERIMETER HEDGE ROW TO DEFINE THE SPACEEXISTING WHITE PICKET FENCE TO REMAIN IN PLACEPROPOSED WATER FEATUREPERIMETER HEDGE ROW TO DEFINE THE SPACEPAVER PATHWAY, TYP.EXISTING TREES TO REMAIN IN PLACE AND ACT AS SECTION GATEWAYPROPOSED PRIVACY WALLPage 106 of 166
LEES+AssociatesLandscape Architects and PlannersTOWN OF TILLSONBURG | CEMETERY CONCEPTS | OCTOBER 6, 2014CATHOLIC SECTION - COLUMBARIA GARDEN WITH IN-GROUND INTERMENT PAVER PATHWAY, TYP.ADDITIONAL PLANT MATERIAL REQUIRED FOR PERIMETER SCREENINGSCULPTURAL PUBLIC ART PIECE32 NICHE COLUMBARIA, TYP.MEMORIAL DEDICATION BENCH, TYP.EXISTING CEDAR SCREENING TO REMAIN IN PLACEEXISTING TREES TO REMAIN IN PLACE, TYP.ADDITIONAL EVERGREEN SCREENING ALONG PERIMETERSEASONAL PLANTING BETWEEN COLUMBARIA UNITS, TYP.PROPOSED TREEPAVER PATHWAY, TYP.CONCRETE ACCENT PAVING, TYP.PAVER PATH TO TIE INTO EXISTING ROAD GRADE116 FULL BODY LOTS - UPRIGHT MONUMENTS, TYP.MEMORIAL DEDICATION BENCH, TYP.32 NICHE COLUMBARIA, TYP.ORNAMENTAL HEDGE, TYP.Page 107 of 166
Sim
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e
S
t
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e
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Townline RoadGoshen StColumbaria Gardens
Catholic Cemetery (Full)
Full Sections
Infant Section
Scattering Grove (new)
Open Section
Surveyed Sections
Future Expansion
Road Network Expansion
Tillsonburg Cemetery Section Map - 2018 Status Update
Page 108 of 166
Page 109 of 166
LEES+AssociatesLandscape Architects and PlannersTOWN OF TILLSONBURG | CEMETERY DESIGN | UPDATED DECEMBER 2018 Original Design by
COLUMBARIA GARDEN
FUTURE COLUMBARIA AND
SEATING AREA MEMORIAL DEDICATION
BOULDERS, TYP.
TEXTURED CONCRETE
PROPOSED 2019
96 NICHE COLUMBARIUM
EXTENSION OF BOULDER
RETAINING WALL
PROPOSED 2019
8 NICHE COLUMBARIA
INFORMAL GRAVEL PATHWAY
WITH SEATING
EXISTING COLUMBARIA
#4
#2 #1
#3#5
#1
#2
#3
#4
#5
COLUMBARIUM #1 - 0/96
COLUMBARIUM #2 - 0/96
COLUMBARIUM #3 - 0/96
COLUMBARIUM #4 - 4/48
COLUMBARIUM #5 - 24/96
Page 110 of 166
Report Title Facility Condition Analyses Budget White Paper
Report No. RCP 19-02
Author Rick Cox, Director of Recreation, Culture & Parks
Meeting Type Council Budget Meeting
Council Date January 7, 2019
Attachments Consolidated FCA Table – Town Facilities
Page 1 / 2 Facility Condition Analyses Budget White Paper
RECOMMENDATION
THAT Council receives Report RCP 19-02 – Facility Condition Analyses Budget White Paper for
information.
EXECUTIVE SUMMARY
This white paper provides Council with background information on the Facility Condition Analysis
(FCA) program that has been deployed as part of the Asset Management Plan. FCA’s are
performed by external consultants and provide an accurate current condition report on the facility
or park infrastructure, as well as provide a detailed short term, and high level medium and long
term capital maintenance schedule.
BACKGROUND
As part of the work to assemble a comprehensive asset management plan in compliance with
best practices and legislated requirements, all asset classes are required to have a remaining
life estimate that is based on a current condition assessment and performance evaluation
performed by knowledgeable experts not just on a theoretical remaining life based on the
installation date. Prior to 2016, this level of data existed only for all town building roofs, and for
the ice plant at the Tillsonburg Community Centre. FCA reports on similar types of facilities are
being performed by the same consultant to leverage familiarity and ensure consistency.
Attached is a consolidated summary of the predicted lifecycle maintenance costs identified
through the FCA process to date. FCA’s have been completed or are planned for completion as
per the schedule outlined below.
Location/Asset FCA Completed
ANHS 2016
Ball Diamonds*2016
Cemetery Building 2016
Customer Service Centre 2016
Indoor Pool 2017
Outdoor Pool 2017
Play Structures 2017
Public Works Building 2016
Station Arts Gallery 2018
Summer Place 2017
Tennis Courts 2018
Waterpark Building 2017
Location/Asset FCA Scheduled
Airport 2020
Clock Tower 2018
Elliott Fairbairn 2020
Fire Hall 2019
Gibson House 2019
Hardball # 1 2020
Kinsmen Bandshell 2020
Kinsmen Canteen 2019
OPP Station 2019
Picnic Pavilion 2020
Tillsonburg Community Centre various
Page 111 of 166
Page 2 / 2 CAO
Report Approval Details
Document Title: RCP 19-02 - Facility Condition Analyses Budget White Paper.docx
Attachments:
Final Approval Date: Jan 3, 2019
This report and all of its attachments were approved and signed as outlined below:
Dave Rushton - Jan 3, 2019 - 9:25 AM
Page 112 of 166
Location/Asset FCA Year Total cost Annualized cost 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027‐2031 2032‐2036 2037‐2041 2042 +ANHS 2016 937,354$ 187,471$ 570,240$ 88,978$ 4,421$ 118,037$ 155,678$ Ball Diamonds* 2016 2,064,000$ 229,333$ 137,000$ 256,500$ 256,500$ 152,000$ 152,000$ 277,500$ 277,500$ 277,500$ 277,500$ Cemetery Building 2016 374,688$ 14,988$ 9,792$ ‐$ 61,920$ 0 7200‐$ 7200 28,800$ 2,592$ 43,200$ 128,160$ 78,912$ 6,912$ ‐$ Customer Service Centre 2016 2,452,896$ 98,116$ 117,792$ 148,320$ 228,960$ 61200 147600 109,440$ 36,000$ 15,840$ 71,712$ 429,120$ 792,000$ 230,400$ 64,512$ ‐$ Indoor Pool 2017 3,298,464$ 132,227$ 7,200$ 648,000$ ‐$ ‐$ ‐$ 1,498,032$ ‐$ ‐$ ‐$ 16,272$ 1,131,840$ 4,320$ ‐$ Outdoor Pool 2017 2,809,440$ 123,967$ 289,728$ 685,440$ ‐$ ‐$ ‐$ 129,312$ ‐$ ‐$ ‐$ 24,768$ 1,965,600$ 4,320$ ‐$ Play Structures 2017 840,000$ 33,600$ ‐$ 60,000$ ‐$ 60,000$ ‐$ ‐$ 90,000$ ‐$ ‐$ 90,000$ 120,000$ 180,000$ 120,000$ 120,000$ Public Works Building 2016 2,704,896$ 108,196$ 82,512$ 36,000$ 57600 315360 748,800$ 72,720$ 79,200$ 132,192$ 93,600$ 792,000$ 230,400$ 64,512$ ‐$ Station Arts Gallery2018 623,462$ 207,821$ 388,159$ 107,870$ 127,433$ Summer Place 2017 723,024$ 28,921$ 125,280$ 20,160$ 191520 11520 36,720$ 12,960$ 3,600$ 15,840$ 12,672$ 97,920$ 61,632$ 117,360$ 15,840$ Tennis Courts 2018 608,069$ 24,323$ 59,184$ 54720 71985.6 29,304$ 93,600$ ‐$ 5,040$ 1,692$ 113,602$ 36,036$ 113,602$ 29,304$ Waterpark Building 2017 1,345,536$ 53,821$ 407,232$ 73,440$ 164160 129600 59,040$ ‐$ 24,480$ 82,080$ 2,592$ 33,840$ 100,512$ 196,560$ 72,000$ 28,133,657$ 1,242,782$ 917,336$ 1,419,238$ 2,426,184$ 967,107$ 1,118,377$ 1,260,804$ 2,217,324$ 429,420$ 586,956$ 672,876$ 2,118,562$ 4,015,332$ 692,098$ 237,144$ Location/Asset 2017 2018 2019ANHS15,000$ 132,000$ 160,500$ Ball Diamonds*117,000$ 50,000$ Cemetery Building‐$ 20,000$ Customer Service Centre 24,700$ ‐$ ‐$ Indoor Pool100,000$ ‐$ Outdoor Pool50,000$ 95,000$ ‐$ Play Structures30,000$ 30,000$ 30,000$ Public Works Building57,000$ 25,000$ Station Arts Gallery400,000$ Summer Place95,300$ Tennis Courts‐$ Waterpark Building129,000$ 10,000$ 119,700$ 660,000$ 790,800$ (797,636)$ (759,238)$ (1,635,384)$ TotalShortfallBudget Allocationsfor FCA WorkTotalInformation pendingInformation pendingNo informationConsolidated FCA Cost Schedule for 2017‐2044Page 113 of 166
Project Listing
Cem300
CEM - Scattering Garden implementationX70 99,200 (42,600)(2,600)(54,000)RCP Reserve
CEM - Drive ShedX78 50,000 (50,000)RCP Reserve
CEM - FCA scheduled workX79 20,000 20,000
CEM - New ColumbariaX96 36,000 (36,000)
Total 300 Cem 185,200 20,000 (92,600)(2,600)(90,000)20,000
Parks450
PKS - Trails Master Plan implementationX53 31,500 (8,000)23,500
PKS - Urban Forest PlanX54 20,000 (20,000)Tree Canada Green
Communities
PKS - Annandale diamond lighting phase 2X67 50,000 50,000
PKS - Annual playground replacement allocationX71 30,000 30,000
PKS - Hardball #1 backstopX72 30,000 30,000
PKS - Memorial Park Parking expansionX73 245,000 (220,500)24,500
Total 450 Parks 376,500 30,000 (20,000)(228,500)158,000
Rec - Programs460
PROG - Replace aquatic liftX17 20,000 20,000
PROG - Infocaster replacementX29 5,000 (5,000)IT Reserve
PROG - Replacement of CPR mannequin fleetX59 4,000 (4,000)RCP Reserve
Total 460 Rec - Programs 9,000 20,000 (9,000)20,000
Rec - Bldg Mtce465
FAC - Aquatic Facility Design StudyX52 75,000 (50,600)24,400
FAC - Design Energy StudyX63 50,000 (25,000)25,000
FAC - Parking/site plan design for OPP/Fire/EMSX66 35,000 (35,000)
TCC - Security Gate to secure Aud lobbyX68 10,000 10,000
PW - FCA scheduled workX75 25,000 25,000
FAC - Annual Lighting Conversion to LEDX81 50,000 (10,000)(40,000)Rebate Grant /Operational
savings
FH - Fire Hall DehumidificationX83 10,000 10,000
PBA - TCC - CNG Refill station replacmentX84 40,000 40,000 Pre-budget approval request
Expenditures
Contribution
to Reserves
Grants Debentures Reserves DC
Reserves
Donation Miscellaneous User Pay
Debt
Taxation Comments
2019 Capital Project Listing - New Requests
Recreation, Culture & Parks
Run Date: 12/12/18 2:16 PM Page No: 1
Page 114 of 166
LLWP - Shower fixtures & controls replacementX86 20,000 20,000
FAC - Annual Facility Assessment Allocation for AMPX87 25,000 (25,000)OCIF Formula funding
TCC - DHW Replacement & Heat Recovery IntegrationX88 100,000 (5,000)(95,000)Rebates / Operational Savings
SAG - Station Arts Roof RepairX91 80,000 (40,000)40,000 RCP Reserve
SAG - Station Arts Building and Fire Code ComplianceX92 320,000 (320,000)Asset Management Reserve
SP - Summer Place Mould AbatementX94 25,000 25,000
PBA - SP - Summer Place Roof ReplacementX98 70,300 70,300
Total 465 Rec - Bldg Mtce 935,300 (65,000)(360,000)(85,600)(135,000)289,700
Museum475
ANHS - FCA scheduled workX76 160,500 (47,000)(50,000)63,500 Facility Infrastructure Reserve
Total 475 Museum 160,500 (47,000)(50,000)63,500
Total Project Listing $1,666,500 $70,000 ($85,000)($508,600)($316,700)($50,000)($225,000)$551,200
Expenditures
Contribution
to Reserves
Grants Debentures Reserves DC
Reserves
Donation Miscellaneous User Pay
Debt
Taxation Comments
2019 Capital Project Listing - New Requests
Recreation, Culture & Parks
Run Date: 12/12/18 2:16 PM Page No: 2
Page 115 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X70 CEM - Scattering Garden implementation
Cem
3 - SMT final 2019
Description
Project Description
Implement designs for columbaria garden, cremation area, SW corner plots &
columbaria
Justification
The conceptual design work done in 2014 provides for additional revenue
streams, expanded plot and niche inventory and land scaping. This project funds
the phased implementation of the non-revenue generating elements like plot
surveys, landscaping and pathways.
Budget
2019Total
Expenditures
Construction
Subcon Exp 99,20099,200
99,200 99,200
99,200 99,200Expenditures Total
Funding
Cont.from Reserves 42,60042,600
Cont from DC Reserves 2,6002,600
User Pay Debt 54,00054,000
99,200 99,200Funding Total
Page No. : 3
Page 116 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X78 CEM - Drive Shed
Cem
3 - SMT final 2019
Description
Project Description
Design and install an exterior covered area within the Parks & Cemetery
operations yard.
Justification
Fleet equipment is currently stored outside and exposed to the elements
year-round. Storing equipment under a covered shed will extend the useful life
and reduce maintenance costs related to continual exposure.
Budget
2019Total
Expenditures
Construction
Subcon Exp 50,00050,000
50,000 50,000
50,000 50,000Expenditures Total
Funding
Cont.from Reserves 50,00050,000
50,000 50,000Funding Total
Page No. : 4
Page 117 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X79 CEM - FCA scheduled work
Cem
3 - SMT final 2019
Description
Project Description
Ongoing capital maintenance program to maintain and extend lifecycle of CSC
building. Eligible repairs to Cemetery building are identified by the Facility
Condition Assessment.
Justification
Priority repairs identified in the BCA to include asphalt pavement, concrete curbs,
sidewalks and interior painting.
Budget
2019Total
Expenditures
Cont.to Reserves
Contrib to Res 20,00020,000
20,000 20,000
20,000 20,000Expenditures Total
Funding
Taxation 20,00020,000
20,000 20,000Funding Total
Page No. : 5
Page 118 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X96 CEM - New Columbaria
Cem
3 - SMT final 2019
Description
Project Description
1 New 96-niche columbaria column to match 2 existing columns and 2 new 8-niche
pedestal columbaria as per master plan.
Justification
Existing columbaria units are almost sold out. Columbaria garden layout has been
amended to reflect 3rd 96-niche column. First two of 8 planned small pedestal
columbaria are also part of this next phase.
Budget
2019Total
Expenditures
Construction
Sp Proj Exp 36,00036,000
36,000 36,000
36,000 36,000Expenditures Total
Funding
User Pay Debt 36,00036,000
36,000 36,000Funding Total
Page No. : 6
Page 119 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X53 PKS - Trails Master Plan implementation
Parks
3 - SMT final 2019
Description
Project Description
The 2015 Trails Master Plan includes an ongoing program to extend and upgrade
sections of the trails system.
Justification
2019 project is aimed at extending the Veterans Walkway railtrail from the end of
Baldwin Street across Pressey Line to Clearview Drive. This would provide a
year-round barrier-free active transportation link from the industrial lands to
residential areas and downtown. It also provides an improved off-road
connection to the Trans Canada Trail leaving Tillsonburg heading West into Elgin
County.
Budget
2019Total
Expenditures
Construction
Subcon Exp 31,50031,500
31,500 31,500
31,500 31,500Expenditures Total
Funding
Cont from DC Reserves 8,0008,000
Taxation 23,50023,500
31,500 31,500Funding Total
Page No. : 7
Page 120 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X54 PKS - Urban Forest Plan
Parks
3 - SMT final 2019
Description
Project Description
Urban Forest Plan - for woodlots, parks & street trees.
Justification
An inventory and plan is needed to maintain and improve the health and diversity
of the urban forest, including street trees. This is part of the required
comprehensive Asset Management Plan including green infrastructure.
Budget
2019Total
Expenditures
Construction
Subcon Exp 20,00020,000
20,000 20,000
20,000 20,000Expenditures Total
Funding
Grants 20,00020,000
20,000 20,000Funding Total
Page No. : 8
Page 121 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X67 PKS - Annandale diamond lighting phase 2
Parks
3 - SMT final 2019
Description
Updating existing lights and adding new lights to a second diamond
Justification
FCA identified substandard existing lighting on Diamond #3. Adding 2nd diamond replaces
capacity lost due to expansion of parking into Diamond #1 - 2nd diamond is also eligible for
development charges funding.
$1,000 per year for five years has been committed by the Ball Association.
Budget
2019Total
Expenditures
Construction
Subcon Exp 50,00050,000
50,000 50,000
50,000 50,000Expenditures Total
Funding
Taxation 50,00050,000
50,000 50,000Funding Total
Page No. : 9
Page 122 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X71 PKS - Annual playground replacement allocation
Parks
3 - SMT final 2019
Description
Project Description
Playground equipment replacement and upgrade program from condition
assessments.
Justification
A playground asset management program to keep equipment in safe and
appropriate condition. All or a portion of annual allocations may be placed in
reserve to accumulate savings towards structure replacements.
Budget
2019Total
Expenditures
Cont.to Reserves
Contrib to Res 30,00030,000
30,000 30,000
30,000 30,000Expenditures Total
Funding
Taxation 30,00030,000
30,000 30,000Funding Total
Page No. : 10
Page 123 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X72 PKS - Hardball #1 backstop
Parks
3 - SMT final 2019
Description
Project Description
Place a backstop and foul-ball mesh at Hardball Diamond #1 to allow for safe
play adjacent to JLSMcORP.
Justification
There is no backstop on the diamond except for a temporary screen. Placement
of the JLSMcORP now requires a full backstop and mesh in order that the ORP
can safely be used when the diamond is also in use.
Budget
2019Total
Expenditures
Construction
Subcon Exp 30,00030,000
30,000 30,000
30,000 30,000Expenditures Total
Funding
Taxation 30,00030,000
30,000 30,000Funding Total
Page No. : 11
Page 124 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X73 PKS - Memorial Park Parking expansion
Parks
3 - SMT final 2019
Description
Project Description
Parking expansion at JLSMcORP/East entrance and LLWP/John St.
Justification
Advisory committee has prioritized parking expansio n at Memorial Park. The
Outdoor Rec Pad and the surrounding area, as well as the area between the
John St parking and the Crystal Palace.
Budget
2019Total
Expenditures
Construction
Subcon Exp 245,000245,000
245,000 245,000
245,000 245,000Expenditures Total
Funding
Cont from DC Reserves 220,500220,500
Taxation 24,50024,500
245,000 245,000Funding Total
Page No. : 12
Page 125 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X17 PROG - Replace aquatic lift
Rec - Programs
3 - SMT final 2019
Description
Project Description
Existing portable lift has exceeded useful life and is not adequate to current user
needs.
Justification
New technology and standards as well as the need for more lift capacity, staff
safety, and user dignity lead to the selection of a much more appropriate
deck-mounted "poolpod" lift.
Budget
2019Total
Expenditures
Cont.to Reserves
Contrib to Res 20,00020,000
20,000 20,000
20,000 20,000Expenditures Total
Funding
Taxation 20,00020,000
20,000 20,000Funding Total
Page No. : 13
Page 126 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X29 PROG - Infocaster replacement
Rec - Programs
3 - SMT final 2019
Description
Project Description
Replace software and hardware used to display dressing room assignments and
other building information.
Justification
The existing Infocaster software and computer hardware is obsolete. New
technology and software versions include opportunity for revenue streams from
advertising and other enhancements. Existing display screens can be reused.
Budget
2019Total
Expenditures
Construction
Sp Proj Exp 5,0005,000
5,000 5,000
5,000 5,000Expenditures Total
Funding
Cont.from Reserves 5,0005,000
5,000 5,000Funding Total
Page No. : 14
Page 127 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X59 PROG - Replacement of CPR mannequin fleet
Rec - Programs
3 - SMT final 2019
Description
Project Description
Replace fleet of CPR mannequins with new.
Justification
Current fleet is more than 10 years old and has worn out. The new mannequins
will support the new CPR technique and take advantage of new technology.
Budget
2019Total
Expenditures
Construction
Sp Proj Exp 4,0004,000
4,000 4,000
4,000 4,000Expenditures Total
Funding
Cont.from Reserves 4,0004,000
4,000 4,000Funding Total
Page No. : 15
Page 128 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X52 FAC - Aquatic Facility Design Study
Rec - Bldg Mtce
3 - SMT final 2019
Description
Project Description
Design and specification development for natatorium rehabilitation including deck, tank, shower
and changeroom area flooring, as well as changeroom reconfiguration to accommodate new
standards. Aquatic fleet may incorporate provision for a consolidated leisure pool and
therapeutic pool, and/or splash pad replacing the waterpark.
Justification
2017 deck tile replacement budget was insufficient based on RFP results. Additional work was
identified by Facility Condition Assessment. Project requires technical knowledge to develop
specifications. The 2018 work will be completed in early 2019 and includes a aquatics needs
study and some conceptual designs for indoor and outdoor facilities.
Budget
2019Total
Expenditures
Construction
Subcon Exp 75,00075,000
75,000 75,000
75,000 75,000Expenditures Total
Funding
Cont from DC Reserves 50,60050,600
Taxation 24,40024,400
75,000 75,000Funding Total
Page No. : 16
Page 129 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X63 FAC - Design Energy Study
Rec - Bldg Mtce
3 - SMT final 2019
Description
Project Description
DES study on Fire/OPP/EMS to evaluate shared co-gen opportunity.
Justification
Design in 2019 for tender and construction during 2020 before rebate program
expires.
Budget
2019Total
Expenditures
Construction
Subcon Exp 50,00050,000
50,000 50,000
50,000 50,000Expenditures Total
Funding
Grants 25,00025,000
Taxation 25,00025,000
50,000 50,000Funding Total
Page No. : 17
Page 130 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X66 FAC - Parking/site plan design for OPP/Fire/EMS
Rec - Bldg Mtce
3 - SMT final 2019
Description
Project Description
Access, parking & snow storage are inadequate at OPP/Fire/EMS site. This
project entails a 2019 design development for 2020 construction.
Justification
The increase in traffic to the OPP station and the growth in the detachment
complement has caused OPP vehicles to spread beyond their allocation to the
point where there is inadequate parking for fire fighters.
The OPP visitor parking area is inefficient and not adequate to accommodate
civilian and official visitors.
Snow storage consumes a portion of the lot, further compounding the problem.
Budget
2019Total
Expenditures
Construction
Subcon Exp 35,00035,000
35,000 35,000
35,000 35,000Expenditures Total
Funding
Cont from DC Reserves 35,00035,000
35,000 35,000Funding Total
Page No. : 18
Page 131 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X68 TCC - Security Gate to secure Aud lobby
Rec - Bldg Mtce
3 - SMT final 2019
Description
Project Description
Add security gate near CSR desk to secure Auditorium Lobby area from the rest
of the building.
Justification
Attendees at events in the Lions Auditorium cannot be prevented from getting into
other parts of the building. Adding the security gate near the CSR desk will
prevent entry to the lower floor and the entire ice wing. The North entrance is
barrier free and there are barrier-free washrooms to service the Auditorium.
Existing gates near the pool viewing area already prevent access to downstairs
from that direction. This additional gate will allow Aud-only events on holidays to
be accommodated with minimal staff expense.
Budget
2019Total
Expenditures
Construction
Subcon Exp 10,00010,000
10,000 10,000
10,000 10,000Expenditures Total
Funding
Taxation 10,00010,000
10,000 10,000Funding Total
Page No. : 19
Page 132 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X75 PW - FCA scheduled work
Rec - Bldg Mtce
3 - SMT final 2019
Description
Project Description
Ongoing capital maintenance program to maintain and extend lifecycle of CSC
building. Eligible repairs to PW are identified by the Facility Condition
Assessment.
Justification
Priority repairs identified in FCA inclued steel columns in building envelope.
Budget
2019Total
Expenditures
Construction
Subcon Exp 25,00025,000
25,000 25,000
25,000 25,000Expenditures Total
Funding
Taxation 25,00025,000
25,000 25,000Funding Total
Page No. : 20
Page 133 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X81 FAC - Annual Lighting Conversion to LED
Rec - Bldg Mtce
3 - SMT final 2019
Description
Project Description
Ongoing upgrades to LED lighting for high-bay/high consumption locations. 2019
project focus is CSC bays.
Justification
Conversion from current lighting to energy efficient LED lighting in the bays. This
will improve overall lighting quality as well as provide savings on energy
consumption. Eligibility for energyrebates and incentives is considered as part of
the project, and contributed to reserves for future projects. These projects may
be considered for debt with the P&I costs covered by energy savings.
Budget
2019Total
Expenditures
Construction
Subcon Exp 50,00050,000
50,000 50,000
50,000 50,000Expenditures Total
Funding
Grants 10,00010,000
User Pay Debt 40,00040,000
50,000 50,000Funding Total
Page No. : 21
Page 134 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X83 FH - Fire Hall Dehumidification
Rec - Bldg Mtce
3 - SMT final 2019
Description
Project Description
To enhance and upgrade building HVAC & humidity control.
Justification
There are ongoing but unsuccessful efforts to control high humidity within the fire
hall, especially the basement. Additionally, the current HVAC setup is ineffective
and inefficient for heating/cooling and needs to be updated.
Budget
2019Total
Expenditures
Construction
Subcon Exp 10,00010,000
10,000 10,000
10,000 10,000Expenditures Total
Funding
Taxation 10,00010,000
10,000 10,000Funding Total
Page No. : 22
Page 135 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X84 PBA - TCC - CNG Refill station replacment
Rec - Bldg Mtce
3 - SMT final 2019
Description
Project Description
Replace compressed natural gas (CNG) fill station for ice resurfacer.
Justification
The current compressed gas fill station now takes more than 8 hours to fill up a
machine. With the additional pad and the potential for a 2nd resurfacer in the
future, an updated, high-capacity compressor station with new technology is
required. The current system requires an 8-hour overnight period to fill the tanks.
On a busy tournament weekend with both pads going most of the day, even if the
resurfacer is plugged into the refuelling station between floods it can still reach
close to empty the end of the day. Staff operate the machine at low throttle to
conserve gas, which means longer flood times. Adding in an additional potential
1-3 floods outside on busy weekend days may exceed the ability for the current
system to keep up, affecting the indoor ice program. Pre-budget Approval is
requested as the outdoor pad is expected to be operational in early January
2019. Procurement will begin as soon as approval is given.
Budget
2019Total
Expenditures
Construction
Subcon Exp 40,00040,000
40,000 40,000
40,000 40,000Expenditures Total
Funding
Taxation 40,00040,000
40,000 40,000Funding Total
Page No. : 23
Page 136 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X86 LLWP - Shower fixtures & controls replacement
Rec - Bldg Mtce
3 - SMT final 2019
Description
Project Description
Replace shower fixtures and controls at the waterpark.
Justification
Current infrastructure is beyond life cycle. Heavy use and rough use has seen
constant repairs and dripping
Budget
2019Total
Expenditures
Construction
Subcon Exp 20,00020,000
20,000 20,000
20,000 20,000Expenditures Total
Funding
Taxation 20,00020,000
20,000 20,000Funding Total
Page No. : 24
Page 137 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X87 FAC - Annual Facility Assessment Allocation for AMP
Rec - Bldg Mtce
3 - SMT final 2019
Description
Project Description
Annual allocation for securing facility condition analyses to complete and maintain
current asset information.
Justification
Part of the comprehensive asset management program is having current and
regularly updated condition analyses for all asset categories.
Budget
2019Total
Expenditures
Construction
Subcon Exp 25,00025,000
25,000 25,000
25,000 25,000Expenditures Total
Funding
Grants 25,00025,000
25,000 25,000Funding Total
Page No. : 25
Page 138 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X88 TCC - DHW Replacement & Heat Recovery Integration
Rec - Bldg Mtce
3 - SMT final 2019
Description
Project Description
Replace end-of-life and failing DHW systems and integrate with heat recovery
loop.
Justification
Pool, resurfacer and dressing room DHW boilers are at end-of-life and some have
already failed or are leaking. As planned, taking advantage of pre-heat from the
co-gen heat recovery loop adds additional operational savings.
Budget
2019Total
Expenditures
Construction
Subcon Exp 100,000100,000
100,000 100,000
100,000 100,000Expenditures Total
Funding
Grants 5,0005,000
User Pay Debt 95,00095,000
100,000 100,000Funding Total
Page No. : 26
Page 139 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X91 SAG - Station Arts Roof Repair
Rec - Bldg Mtce
3 - SMT final 2019
Description
Project Description
Shingled roof replacement - heritage compliant on this Town-owned facility.
Justification
Facility Condition Assessment - roof condition assessment identified as priority fix. Heritage
aspect adds to cost. Includes some structural repairs. Half cost was contributed to reserves in
2018.
Budget
2019Total
Expenditures
Construction
Subcon Exp 80,00080,000
80,000 80,000
80,000 80,000Expenditures Total
Funding
Cont.from Reserves 40,00040,000
Taxation 40,00040,000
80,000 80,000Funding Total
Page No. : 27
Page 140 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X92 SAG - Station Arts Building and Fire Code Compliance
Rec - Bldg Mtce
3 - SMT final 2019
Description
Project Description
Implement compliance with Unsafe Building Order from CBO and Fire Code
Violation Order from TFRD.
Justification
The Station Arts Centre basement has non-compliant fire separations, stairwells
and emergency exits and so access to the space has been restricted. The
basement supports a majority of the Centre's programs and classes, so without
access to the basement their revenue generation capability is significantly
impacted.
Budget
2019Total
Expenditures
Construction
Subcon Exp 320,000320,000
320,000 320,000
320,000 320,000Expenditures Total
Funding
Cont.from Reserves 320,000320,000
320,000 320,000Funding Total
Page No. : 28
Page 141 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X94 SP - Summer Place Mould Abatement
Rec - Bldg Mtce
3 - SMT final 2019
Description
Project Description
Remove mould in stairwell and basement.
Justification
Roof leaks and condensation from poor air circulation over several years has
resulted in a severe and dangerous mould in stairwell and basement of Summer
Place. The building is not safe to use upstairs for summer programming or by the
rowing club for meetings until the mould is removed.
Budget
2019Total
Expenditures
Construction
Subcon Exp 25,00025,000
25,000 25,000
25,000 25,000Expenditures Total
Funding
Taxation 25,00025,000
25,000 25,000Funding Total
Page No. : 29
Page 142 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X98 PBA - SP - Summer Place Roof Replacement
Rec - Bldg Mtce
3 - SMT final 2019
Description
Project Description
Pre-budget Approval required.
Replace upper level flat roof and repair boathouse roof at Summer Place.
Justification
Upper level roof has completely failed and is leaking into the stairwell. Boathouse
roof is also leaking and requires resealing at seams and resurfacing. Roof
repairs must be completed before interior repairs and mould abatement can be
effective.
Budget
2019Total
Expenditures
Construction
Subcon Exp 70,30070,300
70,300 70,300
70,300 70,300Expenditures Total
Funding
Taxation 70,30070,300
70,300 70,300Funding Total
Page No. : 30
Page 143 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X76 ANHS - FCA scheduled work
Museum
3 - SMT final 2019
Description
Project Description
Ongoing capital maintenance program to maintain and extend lifecycle of Museum and Annandale
House. Eligible repairs to Annandale House
Justification
Priority repairs identified in FCA report will be addressed within available budget.
Budget
2019Total
Expenditures
Construction
Subcon Exp 160,500160,500
160,500 160,500
160,500 160,500Expenditures Total
Funding
Misc Rev 50,00050,000
Cont.from Reserves 47,00047,000
Taxation 63,50063,500
160,500 160,500Funding Total
Page No. : 31
Page 144 of 166
Report Title Fire Services 2019 Capital Requests
Report No. Tab 15
Author Jeff Smith, Fire Chief
Meeting Type Council Budget Meeting
Council Date January 7, 2019
Attachments 2019 Capital Project Listing – New Requests
Project Details
Page 1 / 2 Fire Services 2019 Capital Requests
RECOMMENDATION
THAT Council receives report Tab 15 - Fire Services 2019 Capital Requests as information.
EXECUTIVE SUMMARY
The attached report summarizes the Fire Services’ Department requests recommended by the
Senior Leadership Team to include in the Town’s 2019 Capital Budget.
FINANCIAL IMPACT/FUNDING SOURCE
Fire Services has $120,000 in total requests requiring $87,800 in asset management tax
supported funding.
COMMUNITY STRATEGIC PLAN (CSP) IMPACT
1. Excellence in Local Government
☒ Demonstrate strong leadership in Town initiatives
☒ Demonstrate accountability
Page 145 of 166
Page 2 / 2 CAO
Report Approval Details
Document Title: Fire Services 2019 Capital Requests.docx
Attachments:
Final Approval Date: Dec 20, 2018
This report and all of its attachments were approved and signed as outlined below:
David Calder - Dec 20, 2018 - 2:14 PM
Page 146 of 166
Project ListingFire150Tech Rescue 1X3240,000(3,700)36,300Fire Ground EquipmentX3314,00014,000Hose AppliancesX3410,00010,000Accountability & Command BoardX355,0005,000Rugged Tablets & Horizon set-upX3615,000(9,500)5,500Medical Bags & EquipmentX3710,000(9,000)1,000File ConversionX3812,00012,000Training Room audio & videoX3914,000(10,000)4,000Fire Dept. Equipment ReserveTotal 150 Fire120,000(10,000)(22,200)87,800Total Project Listing$120,000($10,000)($22,200)$87,800ExpendituresContributionto ReservesGrantsDebenturesReservesDCReservesDonationMiscellaneousUser PayDebtTaxationComments2019 Capital Project Listing - New RequestsFire & PoliceRun Date: 12/12/18 2:31 PMPage No: 1Page 147 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X32 Tech Rescue 1
Fire
3 - SMT final 2019
Description
This project is for the acquisition of various pieces of equipment for technical rescue operations to
ensure the continued delivery of core rescue level of service. A tripod kit, life safety rope &
webbing, and safety harnesses comprise the major elements of this project.
Justification
The fire department’s regulating by-law identifies several technical rescue disciplines as our level
of service. The equipment items identified above are a necessary component to ensure continued
delivery of this level of service in a safe and effective manner. The 15 members Special
Operations team trains monthly in the various disciplines of technical rescue provided to ensure
that they maintain their skills and knowledge in the field. All technical rescue equipment is checked
and tested monthly in addition to their monthly training.
Past history as recently as this past spring has identified the need for the tripod kit and its related
accessories to tether rescuers and stabilize victims. The tripod unit is essential for tethering in
situations where the aerial apparatus ladder cannot reach.
The harnesses purchased will be capable of being used not only in technical rescue situations, but
on the fire ground as well on the aerial apparatus. Tillsonburg Fire Department has had to remove
a number of harnesses from service due to age and condition. The new harnesses will be for both
aerial truck operations and technical rescue situations.
Budget
2019Total
Expenditures
Construction
Subcon Exp 40,00040,000
40,000 40,000
40,000 40,000Expenditures Total
Funding
Cont from DC Reserves 3,7003,700
Taxation 36,30036,300
40,000 40,000Funding Total
Page No. : 2
Page 148 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X33 Fire Ground Equipment
Fire
3 - SMT final 2019
Description
Purchase of various pieces of equipment for use at fire scenes, large vehicle cribbing, high
capacity rescue struts and a battery powered positive pressure fan.
Justification
This equipment is used for securing large vehicles (school busses, transports, train cars, etc.)
during extrication evolutions and lifting scenarios. The struts and equipment that will be purchased
will complement the fire departments existing stabilization equipment. The equipment to be
purchased will also have application at building collapse situations, low level rope and below grade
rescues. The system used by Tillsonburg Fire Department is modular and components are
interchangeable within the system. The rescue struts and cribbing will be used to secure heavy
items lifted by the fire department’s current air bag system. The operating procedure when lifting
heavy items off entrapped persons is to “lift an inch, crib an inch”. The finite adjustability of the
rescue struts will allow the fire department to secure objects lifted by airbags to secure the load
should an air bag slip or fail, thus protecting the victims being rescued.
The high capacity rescue struts are an extension of the existing strut system used by the fire
department
The fire department currently uses gasoline powered positive pressure fans. These fans move vast
quantities of air and are essential to remove smoke and heat out of burning buildings. The
downside to the gasoline powered fans is that the engine exhaust creates carbon monoxide gas.
The acquisition of battery powered fans will allow the fire department to ventilate smoke, natural
gas, carbon monoxide, ammonium and other hazardous gases from buildings without introducing
additional carbon monoxide from the fan itself.
Budget
2019Total
Expenditures
Construction
Subcon Exp 14,00014,000
14,000 14,000
14,000 14,000Expenditures Total
Funding
Taxation 14,00014,000
14,000 14,000Funding Total
Page No. : 3
Page 149 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X34 Hose Appliances
Fire
3 - SMT final 2019
Description
Purchase of various pieces of equipment for use at fire scenes, specifically a hydrant assist valve,
three Large Diameter Hose (LDH) clappered Siamese valves and LDH wye appliance.
Justification
The hydrant assist valve is used to connect the second arriving fire apparatus to the fire hydrant
for the purpose of boosting pressure in the supply line without interrupting water flow to the
emergency scene. The valve is a four-way valve that, in the first position allows water to flow
straight through it, and in the second position allows water to flow from the hydrant, to the boosting
apparatus and then back into the supply line to the attack pumper without interruption. This
equipment is utilized when additional water flows are needed for fighting fires in large buildings or
where due to low water main pressure, it is necessary to boost water pressure. The valve will also
assist in the areas of Town where longer supply line lays are necessary due to the distancing
between fire hydrants.
The LDH wye appliance will form part of the fire department’s response to a fire in a low-rise or
walk-up apartment building fire. The gated valve will allow firefighters to advance a 100mm supply
line into the building and then attach the high-rise hose kit to the valve. This gated wye appliance
will allow the fire department to create our own standpipe connection in any building. Using the
large diameter hose minimizes friction loss in the supply line and allows hose lines to be longer and
reach further into buildings.
Budget
2019Total
Expenditures
Construction
Subcon Exp 10,00010,000
10,000 10,000
10,000 10,000Expenditures Total
Funding
Taxation 10,00010,000
10,000 10,000Funding Total
Page No. : 4
Page 150 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X35 Accountability & Command Board
Fire
3 - SMT final 2019
Description
This project is for the acquisition of an Incident Command board, an Accountability boards and 2 Entry Control boards.
Justification
Incident Command boards are used by the Incident Commander (IC) to organize the emergency scene. To mitigate an
emergency, whether it be a fire, a rescue or an environmental spill, the IC must first identify the main objective (put the fire
out, extricate trapped victims, stop container from leaking) and then identify the steps necessary to achieve the main
objective. The steps required to mitigate an emergency can either be a few for a simple emergency (carbon monoxide alarm
investigation) or many at a multifaceted emergency or in a large building or complex.
The Incident Commander uses a Tactical Worksheet to help him organize his work. T.F.D. currently uses a paper Tactical
Worksheet that is limited by the size of the sheet of paper and clipboards. These Tactical Worksheets work well at simple
incidents and at small buildings but lack the ability to expand to function properly at complex and large emergencies. The
larger, white board based IC system will provide the Incident Commander a platform to better organize emergency responses
and best utilize on-scene resources.
All Tillsonburg firefighters are issued 3 ID tags for use at every emergency incident. One tag has the firefighter’s ID number
and is attached en route to the scene to the apparatus as the first layer of accounting for members on the emergency scene.
When on scene, members then report to the Accountability officer and give their “on scene” ID tag to that person. As
members are assigned tasks, their “on scene” tag is moved in the accountability board accordance with their assignment.
The new Accountability board will function as an extension of the IC board and will provide the Incident Commander with a
better understanding of the resources deployed and available.
The third tag issued to firefighters is their entry control tag. This tag is used when firefighters go from the “cold zone” to the
“hot zone”. At a structure fire, that transition would be when firefighters enter a burning building. Currently we use a modified
traffic cone to hang entry control tags. The new dry erase boards will enable the Entry Control Officer to note SCBA cylinder
condition and entry times. This ability is a critical part of crew resource management and air supply management. Two
boards are being purchased to ensure the ability to control entry into the hot zone from two entrance points.
Budget
2019Total
Expenditures
Construction
Subcon Exp 5,0005,000
5,000 5,000
5,000 5,000Expenditures Total
Funding
Taxation 5,0005,000
5,000 5,000Funding Total
Page No. : 5
Page 151 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X36 Rugged Tablets & Horizon set-up
Fire
3 - SMT final 2019
Description
This project is for installing ruggedized tablets in six fire apparatus as well as incident status screen
in the fire hall bay. The system will also allow firefighters to set their response status from their
personal smart phone device.
Justification
This project will allow for the installation of a rugged table in each fire department apparatus. The
scope of work will include 6 tablets, 6 in-vehicle mounts, system set-up, 6 ruggedized cases, a
weather resistant flat screen monitor and network wiring.
The tablet will be linked through a cellular connection to the CAD system’s digital interface.
Emergency incidents will display on the tablet for responding crews to view. This linkage will allow
real time display of incident mapping, site specific information, fire hydrant locations, road
closures / lane restrictions and other information in the responding apparatus. This information will
be used by the officer in the responding apparatus to make himself and the crew aware of any site
specific hazards (roof mounted solar, residents that can’t self-evacuate, dangerous goods, etc.) as
well as all pre-incident plans and building contact information. Specifically for residential buildings,
it will provide the incident commander with a list of building occupants that require assistance
evacuating.
As a two-way integrated system, information inputted on the tablets will be immediately available to
the Fire Communicator, including a GPS-based location of each fire apparatus. Crews can set
vehicle status from the tablet which will improve accuracy and reduce radio traffic.
The tablets will also be used as part of the MESH system to complete MTO regulated pre-trip and
post-trip inspections.
Firefighters will be able to set their own availability schedule so that as a department reliant on
paid-on call members, we can see how many responders are available at all times. Firefighters
can also set their individual response status so when there is an emergency call, so officers can
see who is responding to each call.
Budget
2019Total
Expenditures
Construction
Subcon Exp 15,00015,000
15,000 15,000
15,000 15,000Expenditures Total
Funding
Cont from DC Reserves 9,5009,500
Taxation 5,5005,500
15,000 15,000Funding Total
Page No. : 6
Page 152 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X37 Medical Bags & Equipment
Fire
3 - SMT final 2019
Description
This project is for the replacement of the medical equipment bags and oxygen systems located on
the fire apparatus. Will also provide for one backpack style medical bag for use at calls where
equipment must be carried either for a long distance or over difficult terrain.
Justification
The fire department’s current medical bags were acquired second-hand and as such are all
different. These bags will be replaced with bags that have a standardized layout, so that they can
all be set-up the same, regardless of what apparatus the bag is from.
The bags are deployed at all practical training evolutions as part of the Training Safety Plan for the
session. The bags and medical equipment are also used at emergency incidents to provide first
aid when the fire department arrives prior to the arrival of Paramedics.
Budget
2019Total
Expenditures
Construction
Subcon Exp 10,00010,000
10,000 10,000
10,000 10,000Expenditures Total
Funding
Cont from DC Reserves 9,0009,000
Taxation 1,0001,000
10,000 10,000Funding Total
Page No. : 7
Page 153 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X38 File Conversion
Fire
3 - SMT final 2019
Description
This project is for the conversion of existing file cabinets and files from top-tab style to end-tab
style. New cabinets will have increased capacity.
Justification
Tillsonburg Fire Department is required by law to maintain original records and documents for all
properties we interact with and all incidents. Original notes and records are required for court
appearances and prosecutions. Current cabinets are at capacity.
Existing cabinets and storage is at capacity. End-tab style cabinets do not require pull-out drawers
to access files like top-tab folders do. Cabinets will have lockable doors to ensure file integrity
when not in use.
Conversion to end-tab files will enable the department to replace existing 4 drawer high cabinets
with 5 shelf high cabinets and existing 5 drawer high cabinets with 6 shelf high cabinets, thus
increasing the file retention capacity.
Budget
2019Total
Expenditures
Construction
Subcon Exp 12,00012,000
12,000 12,000
12,000 12,000Expenditures Total
Funding
Taxation 12,00012,000
12,000 12,000Funding Total
Page No. : 8
Page 154 of 166
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X39 Training Room audio & video
Fire
3 - SMT final 2019
Description
This project is the replacement of the audio and visual equipment used in the fire hall training
room, including a new audio system, new television with DVD player, and partial replacement of
white board with smart board
Justification
Existing audio visual equipment in training room is approaching end of life. Projector is
approximately 15 years old and is having compatibility issues with newer computers. Projector
image is also beginning to deteriorate and is becoming increasingly difficult to project sharp
images.
Audio system is 20+ years old and is no longer functioning. Training presentations and videos
with an audio component are played using lap-top mounted speakers.
Television is not compatible with computers due to age. Replacement television will be used to
simultaneously display images for training in conjunction with the smart board. The television is
also used to monitor news and weather events when the training room is used as the Town’s
Emergency Operations Centre (EOC). Also, the monitor will be used to display emergency event
information for the EOC.
The overhead projector will be replaced with a wall mounted smart board. The smart board will
allow for meeting notes, training notes and presentation notes to be preserved for future use and
reference. Notes and diagrams used during emergency management events and trainings will also
be recorded and retained. The smart board will replace a section of the existing white board at the
front of the training room.
The smart board with its built-in projector technology will replace the ceiling mounted projector.
The built-in speakers in conjunction with an amplifier will connect to the existing speaker system
and replace the current external audio system. An audio system controller will be installed to
switch between the television audio and the smart board audio.
Budget
2019Total
Expenditures
Construction
Subcon Exp 14,00014,000
14,000 14,000
14,000 14,000Expenditures Total
Funding
Cont.from Reserves 10,00010,000
Taxation 4,0004,000
14,000 14,000Funding Total
Page No. : 9
Page 155 of 166
Report Title Economic Development 2019 Capital Requests
Report No. Tab 16
Author Cephas Panschow
Meeting Type Council Budget Meeting
Council Date January 7, 2019
Attachments
Page 1 / 2 Economic Development 2019 Capital Requests
RECOMMENDATION
That Council receives Tab 16 – Economic Development 2019 Capital Requests as information.
EXECUTIVE SUMMARY
Economic Development has no new capital requests for 2019.
FINANCIAL IMPACT/FUNDING SOURCE
Economic Development has $0 in capital requests and requires no asset management tax
supported funding.
COMMUNITY STRATEGIC PLAN (CSP) IMPACT
1. Excellence in Local Government
☒ Demonstrate strong leadership in Town initiatives
☒ Demonstrate accountability
Page 156 of 166
Page 2 / 2 CAO
Report Approval Details
Document Title: Economic Development 2019 Capital Requests.docx
Attachments:
Final Approval Date: Dec 21, 2018
This report and all of its attachments were approved and signed as outlined below:
David Calder - Dec 21, 2018 - 8:50 AM
Page 157 of 166
Report Title 2019 Debt Requirements
Report No. Tab 17
Author Dave Rushton, Director of Finance
Meeting Type Council Budget Meeting
Council Date January 7, 2019
Attachments Tax Supported Debt Balances
User Pay and Operational Savings Supported Debt
Page 1 / 3 2019 Debt Requirements
RECOMMENDATION
That Council receives Tab 17 – 2019 Debt Requirements as information.
EXECUTIVE SUMMARY
The attached report summarizes the Debt Requirements recommended by the Senior
Leadership Team to include in the Town’s 2019 Capital Budget.
OBJECTIVE
Council has created an objective to reduce the amount of tax supported debt annually. This
budget meets that objective. Tax supported debt year-end balance has gone from $10,402,995
in 2017 to $10,156,917 in 2018 and projected to be at $9,999,368 at the end of 2019.
BACKGROUND
Debt is used to match the life expectancy of an asset with the repayment period of the
debenture. In this way, the cost of the asset and amortization are parallel and the taxpayers
receiving the benefit make the payments through future taxation. Certain projects are funded by
sources other than taxpayers. These projects are funded through either user pay debt or from
operational savings.
FINANCIAL IMPACT/FUNDING SOURCE
The total new debt requests are $1,443,500 made up of $1,063,500 in new tax supported
requests and $380,000 in user pay debt.
COMMUNITY STRATEGIC PLAN (CSP) IMPACT
1. Excellence in Local Government
☒ Demonstrate strong leadership in Town initiatives
☒ Demonstrate accountability
Page 158 of 166
Page 2 / 3 CAO
Page 159 of 166
Page 3 / 3 CAO
Report Approval Details
Document Title: 2019 Debt Requirements.docx
Attachments: - Tab 17 - Long Term Debt Repayment.pdf
Final Approval Date: Dec 21, 2018
This report and all of its attachments were approved and signed as outlined below:
David Calder - Dec 21, 2018 - 9:59 AM
Page 160 of 166
PRINCIPAL BALANCES O/S AT DECEMBER 31 - TAX SUPPORTED
2017 2018 2019
PRINCIPAL PRINCIPAL PRINCIPAL
10.500.7720.000.5905/5900 Parking Garage 317,914.42 210,235.13 93,679.61
10.054.2240.000.1094/1094 TD BIA- Refinanced 21,936.53 13,268.45 4,458.94
10.467.7690.000.5905/5900 3179 Elliot Fairbairn Centre 216,554.16 201,089.72 185,625.28
10.465.7693.000.5905/5900 3179 Superbuild Project 111,925.38 103,975.04 95,972.96
10.465.7693.000.5905/5900 3179 Arena HVAC 388,791.72 359,991.00 331,190.28
10.450.7705.000.5905/5900 3179 Golf Course 243,008.28 225,009.00 207,009.72
10.220.7010.000.5905/5900 3166 Glendale/Glenridge/Poplar 4,503.08 4,003.36 3,503.64
10.220.7010.000.5905/5900 3166 Glendale/Glenridge/Winona 72,000.88 64,000.96 56,001.04
10.220.7010.000.5905/5900 3166 Glendale/Allen 33,749.01 29,998.92 26,248.83
10.220.7010.000.5905/5900 3166 Elgin 6,485.23 5,763.16 5,041.09
10.220.7010.000.5905/5900 3166 Lisgar 24,428.28 21,715.76 19,003.24
10.220.7010.000.5905/5900 3166 Dereham 7,759.98 6,898.16 6,036.34
10.220.7010.000.5905/5900 3166 Tanager 6,624.21 5,887.32 5,150.43
10.220.7010.000.5905/5900 3166 Townline 35,024.33 31,132.36 27,240.39
10.220.7010.000.5905/5900OIPC Delevan Road Work 47,400.00 45,030.00 42,660.00
10.220.7010.000.5905/5900OIPC Roads Resurfacing 50,000.00 47,500.00 45,000.00
10.220.7010.000.5905/5900OIPC Edgewood Drive 69,153.20 65,695.54 62,237.88
10.220.7010.000.5905/5900OIPC Venision East 12,413.20 11,792.54 11,171.88
10.220.7010.000.5905/5900OIPC Quarterline South 123,333.40 117,166.72 111,000.04
10.220.7010.000.5905/5900OIPC Concession St. Bridge 133,333.40 126,666.72 120,000.04
10.220.7010.000.5905/5900OIPC Glendale Poplar 35,555.40 33,777.64 31,999.88
10.130.7010.000.5905/5900OIPC GPS Equipment 10,275.00 9,247.50 8,220.00
10.240.7010.000.5905/5900OIPC Airport Hanger Taxiway 25,000.00 22,500.00 20,000.00
10.240.7010.000.5905/5900OIPC Airport Lighting 4,500.00 4,050.00 3,600.00
10.240.7010.000.5905/5900OIPC Airport Taxiway 11,830.00 10,647.00 9,464.00
10.465.7690.000.5905/5900OIPC Arena Floor 227,737.80 212,555.28 197,372.76
10.465.7690.000.5905/5900OIPC Tennis Courts 57,600.00 53,760.00 49,920.00
10.465.7690.000.5905/5900OIPC CCC Lobby Floor 9,624.00 8,982.40 8,340.80
10.120.7690.000.5905/5900OIPC CSC-HVAC 19,800.00 18,000.00 16,200.00
10.220.7010.000.5905/5900OIPC Maple Lane 244,668.72 233,017.80 221,366.88
10.220.7010.000.5905/5900OIPC Linkoln Street 124,304.66 118,385.40 112,466.14
10.220.7010.000.5905/5900OIPC Quarterline 284,421.26 270,877.40 257,333.54
10.130.7111.000.5905/5900OIPC 350HP Truck Rep #111 64,526.50 58,915.50 53,304.50
10.130.7084.000.5905/5900OIPC Trackless MT5 18,556.35 6,185.45 0.00
10.220.7010.000.5905/5900OIPC Quarterline Railway Track 413,538.77 394,304.39 375,070.01
10.220.7010.000.5905/5900OIPC Misc Street Paving 272,333.39 259,666.73 247,000.07
10.220.7010.000.5905/5900OIPC Works Building Drain 21,500.00 20,500.00 19,500.00
10.450.7705.000.5905/5900OIPC Trail Development 438,115.59 417,738.13 397,360.67
10.220.7010.000.5905/5900OIPC William to Beech Blvd 186,862.05 178,572.59 170,283.13
10.230.7010.000.5905/5900OIPC Downtown Parking-Epple 153,489.40 146,652.12 139,814.84
10.130.7065.000.5905/5900OIPC Hydro Hybrid Bucket Truck 148,654.50 128,833.90 109,013.30
10.505.7721.000.5905/5900/10.019.1330.000.0274OIPCHwy # 3 Ind Park 25,000.00 15,000.00 5,000.00
10.505.7721.000.5905/5900/10.019.1330.000.0274OIPCRokeby Road/Vodden 95,385.75 57,231.45 19,077.15
10.505.7721.000.5905/5900/10.019.1330.000.0274OIPCHwy # 3 Graydon 92,865.00 55,719.00 18,573.00
10.505.7721.000.5905/5900/10.019.1330.000.0274OIPCHwy # 3 Hazen 54,556.75 32,734.05 10,911.35
10.240.7010.000.5905/5900OIPC Airport Hanger Taxiway 11,493.00 6,895.80 2,298.60
10.240.7010.000.5905/5900OIPC Airport Hanger Terminal 9,500.00 5,700.00 1,900.00
10.240.7010.000.5905/5900OIPC Airport Hanger Overlay 16,250.00 9,750.00 3,250.00
10.240.7010.000.5905/5900OIPC Airport Hanger Extension 33,500.00 20,100.00 6,700.00
10.220.7010.000.5905/5900OIPC Lisgar & 4th 299,000.00 286,000.00 273,000.00
10.130.7071.000.5905/5900 Fire Truck 384,599.96 341,866.62 299,133.28
10.465.7690.000.5905/5900 Arena 1,439,283.50 1,219,038.28 991,301.55
10.505.7721.000.5905/5900 Rural Broadband 127,967.70 108,398.88 88,164.43
10.130.7062.000.5905/5900 Fleet - Replace #062 188,022.00 164,544.00 141,066.00
10.130.7040.000.5905/5900 Fleet - Replace #040 26,389.00 23,078.00 19,767.00
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PRINCIPAL BALANCES O/S AT DECEMBER 31 - TAX SUPPORTED
2017 2018 2019
PRINCIPAL PRINCIPAL PRINCIPAL
10.130.7046.000.5905/5900 Fleet - Replace #046 26,389.00 23,078.00 19,767.00
10.465.7690.000.5905/5900 TCC - Roof- Senior Centre/Auditorium 124,000.00 108,500.00 93,000.00
10.467.7690.000.5905/5900 EFC Roof 48,000.00 42,000.00 36,000.00
10.460.7696.000.5905/5900 Health Club Equipment 42,547.03 28,641.80 14,461.57
10.150.7533.000.5905/5900 Fire Comm - Dispatch 27,787.83 21,044.22 14,166.57
10.220.7010-000.5905/5900 Trottier Stage 3 380,000.00 360,000.00 340,000.00
10.130.7072.000.5905/5900 Replaces 1995 Freightliner FL70 (#072) 203,466.66 188,933.32 174,399.98
10.150.7533.000.5905/5900 Fire Comm - Dispatching equipment 23,163.79 17,558.43 11,831.34
10.130.7062.000.5905/5900 Fleet - Replace #062 260,000.00 234,000.00 208,000.00
10.220.7010.000.5905/5900 Riverview Stage 1 97,300.00 92,435.00 87,570.00
10.130.7070.000.5905/5900 Fire Pumper Truck # 070 497,500.00 464,333.34 431,166.68
10.130.7083.000.5905/5900 Sidewalk Machine, replaces #083 150,000.00 135,000.00 120,000.00
10.130.7089.000.5905/5900 55HP Tractor Service Expansion #089 50,000.00 46,666.66 43,333.32
10.150.7010.000.5905/5900 Gas detection and Air monitoring 26,000.00 23,400.00 20,800.00
10.450.7705.000.5905/5900 Carroll Trail 75,000.00 67,500.00 60,000.00
10.465.7690.000.5905/5900 Roof Repairs at TCC 167,500.00 156,333.34 145,166.68
10.465.7693.000.5905/5900 LED lights on Ice pads at TCC 90,000.00 85,500.00 81,000.00
10.465.7690.000.5905/5900 Design Energy Conservation at TCC 43,000.00 40,850.00 38,700.00
10.110.7502.000.5905/5900TD- Float VOIP 14,890.38 7,428.46 0.00
10.220.7010.000.5905/5900TD- Float Bayham 16,407.41 8,735.25 0.00
10.110.7010.000.5905/5900TD- Float SEC 178,897.77 88,934.13 0.00
Total Tax Supported Debt before new debt 10,057,994.61 8,890,917.12 7,725,367.65
New Debt Proceeds
New Debt Broadway&Glendale St interesction- Pedestrian Crossing 40,000.00 36,000.00 34,000.00
New Debt Snowplow Truck Rep #064 275,000.00 220,000.00 192,500.00
New Debt Broadway&Brock St interesction- Accessible Upgrade 0.00 60,000.00 57,000.00
Total New Tax supported Debt 315,000.00 316,000.00 283,500.00
Committed debt but not issued
Aerial Fire Truck 920,000.00 897,000.00
TCC Door Exterior Replacement 30,000.00 30,000.00 30,000.00
30,000.00 950,000.00 927,000.00
2019 Requested debt 1,063,500.00
Total Tax Supported Debt Outstanding 10,402,994.61 10,156,917.12 9,999,367.65
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PRINCIPAL BALANCES O/S AT DECEMBER 31 - User Pay / Operational Savings Debt
2017 2018 2019
PRINCIPAL PRINCIPAL PRINCIPAL
User Pay Debt
Service Truck Rep#044 - Water Dept 0.00 172,142.00 154,927.80
Waterpark renos 0.00 100,000.00 90,000.00
LED Conversion - BIA 0.00 115,000.00 103,500.00
Fire Comm - Dispatching equipment- Hanover 0.00 26,400.00 21,120.00
Fire Comm - Dispatching equipment- Ripley's 0.00 28,823.00 23,058.40
Fire Comm Console 0.00 93,500.00 84,150.00
2019 Requested Userpay debt 380,000.00
User pay debt Outstanding 0.00 535,865.00 856,756.20
Committed User pay debt but not issued
Hydro Cable truck 300,000.00 300,000.00 300,000.00
Hydro Service truck 65,000.00 65,000.00 65,000.00
Hwy # 3 Clearview Drive Extension 0.00 1,650,000.00 1,650,000.00
Hwy # 3 Business Park SWM Facility 0.00 438,000.00 438,000.00
Service Truck Rep#044 - Water Dept 160,000.00 0.00 0.00
525,000.00 2,453,000.00 2,453,000.00
Total User pay debt Outstanding 525,000.00 2,988,865.00 3,309,756.20
LED Conversion 0.00 1,500,000.00 1,425,000.00
TCC -Retrofit 0.00 2,085,000.00 1,980,750.00
Bay lights conversion to LED 0.00 40,000.00 36,000.00
Total Operational Savings Debt Outstanding 0.00 3,625,000.00 3,441,750.00
Page 163 of 166
Report Title PSAB 3150 Reconciliation
Report No. TAB 18
Author Dave Rushton, Director of Finance
Meeting Type Council Budget Meeting
Council Date January 7, 2019
Attachments PSAB 3150 Reconciliation
Page 1 / 2 PSAB 3150 Reconciliation
RECOMMENDATION
That Council receives Tab 18 – Public Sector Accounting Board (PSAB) Handbook Section 3150
Reconciliation as information.
EXECUTIVE SUMMARY
This is a reconciliation of our Municipal Budgeting method with the Public Sector Accounting
Handbook Section 3150 concerning treatment of capital assets.
BACKGROUND
In the mid 2000’s the Canadian Institute of Charter Accounts developed a method for muni cipal
governments to line up with accounting for other organizations. This methodology saw
municipal governments across the nation list all of the tangible capital assets of the corporation
and use amortization to record the lifetime cost of the assets. The Town of Tillsonburg uses the
older methodology to operate and annually for budgets and then on year-end financial
statements the Town uses generally accepted accounting principles for fund accounting. The
purpose of this report is to reconcile the two methods of capital asset treatment.
FINANCIAL IMPACT/FUNDING SOURCE
This is an information piece and does not impact the requirement for taxation.
COMMUNITY STRATEGIC PLAN (CSP) IMPACT
1. Excellence in Local Government
☒ Demonstrate strong leadership in Town initiatives
☒ Demonstrate accountability
Page 164 of 166
Page 2 / 2 CAO
Report Approval Details
Document Title: PSAB 3150 Reconciliation.docx
Attachments:
Final Approval Date: Dec 21, 2018
This report and all of its attachments were approved and signed as outlined below:
David Calder - Dec 21, 2018 - 9:58 AM
Page 165 of 166
THE CORPORATION OF THE TOWN OF TILLSONBURG
BY-LAW NUMBER 4250
BEING A BY-LAW to confirm the proceedings of Council at its meeting held on the 7th
day of January, 2019.
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 7, 2019, 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 7th DAY OF JANUARY, 2019.
READ A THIRD AND FINAL TIME AND PASSED THIS 7th DAY OF JANUARY, 2019.
________________________________
Mayor – Stephen Molnar
________________________________
Town Clerk – Donna Wilson
Page 166 of 166