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190121 Budget Council Meeting AgendaThe Corporation of the Town of Tillsonburg COUNCIL BUDGET MEETING AGENDA Monday, January 21, 2019 5:00 PM Council Chambers 200 Broadway, 2nd Floor 1.Call to Order 2.Adoption of Agenda Proposed Resolution #1 Moved By: ________________ Seconded By: ________________ THAT the Agenda as prepared for the Council Budget Meeting of Monday, January 21, 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: ________________ Seconded By: ________________ THAT the minutes of the Council Budget Meeting on Thursday, January 17, 2019, be approved. 5.Delegations 5.1 Ken Abbott - Regarding J. L. Scott McLean Outdoor Recreation Pad Proposed Resolution #3 Moved By: ________________ Seconded By: ________________ THAT Council receive the delegation from Ken Abbott, as information. 6.Budget Requests 6.1 Tab 3 - Corporate Services 2019 Business Plan and Operating Budget Details Proposed Resolution #4 Moved By: ________________ Seconded By: ________________ THAT Council receives Tab 3 - Corporate Services 2019 Business Plan and Operating Budget Details, as information. 6.2 Tab 4 - Human Resources 2019 Business Plan and Operating Budget Details Proposed Resolution #5 Moved By: ________________ Seconded By: ________________ THAT Council receives Tab 4 - Human Resources 2019 Business Plan and Operating Budget Details, as information. 6.3 Tab 5 - Operations 2019 Business Plan and Operating Budget Details Proposed Resolution #6 Moved By: ________________ Seconded By: ________________ THAT Council receives Tab 5 – Operations 2019 Business Plan and Operating Budget Details, as information. 6.4 Tab 6 - Recreation, Culture and Parks 2019 Business Plan and Operating Budget Details Proposed Resolution #7 Moved By: ________________ Seconded By: ________________ THAT Council receives Tab 6 - Recreation, Culture and Parks 2019 Business Plan and Operating Budget Details, as information. 6.5 Tab 7 - Fire Services 2019 Business Plan and Operating Budget Details Proposed Resolution #8 Moved By: ________________ Seconded By: ________________ THAT Council receives Tab 7 - Fire Services 2019 Business Plan and Fire and Police Operating Budget Details, as information. Page 2 of 169 6.6 Tab 8 - Building, Planning and By-Law 2019 Business Plan and Operating Budget Details Proposed Resolution #9 Moved By: ________________ Seconded By: ________________ THAT Council receives Tab 8 - 2019 Building, Planning and By-Law Business Plan and Operating Budget Details, as information. 6.7 Tab 9 - Economic Development and Marketing 2019 Business Plan and Operating Budget Details Proposed Resolution #10 Moved By: ________________ Seconded By: ________________ THAT Council receives Tab 9 - Economic Development and Marketing 2019 Business Plan and Operating Budget Details, as information. 6.8 Tab 10 - Hydro Operations 2019 Business Plan and Operating Budget Details Proposed Resolution #11 Moved By: ________________ Seconded By: ________________ THAT Council receives Tab 10 - Hydro Operations 2019 Business Plan and Operating Budget Details, as information. 7.Staff Reports 7.1 RCP 19-03 - Enabling Accessibility Grant Updates Proposed Resolution #12 Moved By: ________________ Seconded By: ________________ THAT Council receives Report RCP 19-02 - Enabling Accessibility Grant Updates; AND THAT Council authorizes the Mayor and Clerk to sign the Amended Agreement with the Government of Canada for EAF Project 1511576 which provides an extension to the project period, shifts the project from the overpass location to the Broadway crossing, and gives pre-budget approval to execute the project; AND THAT Council authorizes the Mayor and Clerk to sign the Agreement with the Government of Canada for EAF Project 1591684 to improve auditory accessibility at various Town facilities; AND THAT the 2019 draft budget and RCP workplan be amended to include Project Page 3 of 169 X97 at a cost of $75,000, including the Enabling Accessibility Grant of $48,750 and funding from the 2019 Asset Management program of $26,250, with pre-budget approval to execute the project. 7.2 RCP 19-04 - Draft Results for Aquatics Facility Survey Proposed Resolution #13 Moved By: ________________ Seconded By: ________________ THAT Council receives Report RCP 19-04 - Draft Results for Aquatics Facility Survey, as information. 8.Motions/Notice of Motions 9.Confirm Proceedings By-law Proposed Resolution #14 Moved By: ________________ Seconded By: ________________ THAT By-Law 4256, to Confirm the Proceedings of the Council meeting held on January 21, 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. 10.Adjournment Proposed Resolution #15 Moved By: ________________ Seconded By: ________________ THAT the Council Budget Meeting of January 21, 2019, be adjourned at ___ p.m. Page 4 of 169 Page 5 of 169 Page 6 of 169 Page 7 of 169 Page 8 of 169 Page 9 of 169 Page 10 of 169 Report Title Corporate Services 2019 Business Plan and Operating Budget Details Report No. Tab 3 Author Dave Rushton Meeting Type Council Budget Meeting Council Date January 21, 2019 Attachments 2019 Corporate Services Business Plan 2019 Corporate Services Financial Plan Page 1 / 2 Corporate Services 2019 Business Plan and Operating Budget Details RECOMMENDATION That Council receives Tab 3 - Corporate Services 2019 Business Plan and Operating Budget Details 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 Operating Budget. FINANCIAL IMPACT/FUNDING SOURCE Council has $437,500, Corporate Services has $1,674,600 and the Customer Service Centre $84,800 in total requests requiring tax supported funding. COMMUNITY STRATEGIC PLAN (CSP) IMPACT 1. Excellence in Local Government ☒ Demonstrate strong leadership in Town initiatives ☒ Demonstrate accountability Page 11 of 169 Page 2 / 2 CAO Report Approval Details Document Title: Tab 3 - Corporate Services.docx Attachments: - 2019 Business Plan- Corporate Services.pdf - 2019 Corporate Services Budget Summary.pdf Final Approval Date: Jan 17, 2019 This report and all of its attachments were approved and signed as outlined below: David Calder - Jan 17, 2019 - 10:45 AM Page 12 of 169 TOWN OF TILLSONBURG2019 Business PlanCorporate ServicesDecember 17, 2018Page 13 of 169 22019 BusinessObjectives2019 Business Plan | Corporate ServicesItemOwner Budget ValueTarget DateMonthly Reporting to Management Manager of Finance 0 Q1Implement County Amanda SoftwareBuilding PermitCorporate Services – Licenses and Citizen RequestsDirector of Finance$0$5,100Q1Q4RFP for Audit Services Manager of Finance $0 Q3Paperless Billing Tree Program Director of FinanceDirector of RCPGM Hydro Ops$2,000 Q1 – Q4Cash Management – New Investment PolicyManager of Finance $0 Q3Page 14 of 169 32019 BusinessObjectives2019 Business Plan | Corporate ServicesItemOwner Budget ValueTarget DateReview & Revise Purchasing Policy Manager of Finance Q2Corporate Staff Plan to meet Community GrowthDirector of Finance Q2IT – Cyber Security Plan for THI and TownDirector of FinanceGM Hydro Ops$20,000 Q2Development Charges Director of Finance Q2Local Government Week Clerk $2,500 Q4Central Records Repository Project Clerk $0 Q4Town HallCAO $25,000 Q2Dr. Recruitment CAO $70,000 Q4Strategic PlanCAO $25,000 Q2Page 15 of 169 42019 Capital Summary2019 Business Plan | Corporate ServicesItemDepartment Budget ValueTarget DateWork Order Management IT & Ops 2018 –$50,000Q4New Conference Room AV Equip ITTab 12 page 4$4,000 Q1Ergonomic changes at CSC FinanceTab 12 page 6$8,000 Q2Computer Replacements ITTab 12 page 5$25,000 Q4Telephone Replacement IT 2017 –$40,000Q2Page 16 of 169 5Risks• Finance• Asset management is now a regulated provincial act that is also tied to Provincial Funding sources• IT• Cyber attacks against municipal governments are on the rise and a good plan and proper safeguards will better protect the Town2019 Business Plan | CorporatePage 17 of 169 6Opportunities• Finance• Higher interest rates are available through new channel that municipalities can now invest in with a new investment policy• Increased use of paperless invoicing will allow the Town to save money and the environment• IT• Expanding AMANDA software will allow us to track licensing of business, lotteries and other property based transactions including some service requests2019 Business Plan | Corporate ServicesPage 18 of 169 7Future Departmental Directions: 3 year outlook• 2020• RFP for banking and legal services• 2021/2022• RFP for insurance in 20212019 Business Plan | Corporate ServicesPage 19 of 169 Note 2018 2019 Budget %Note Reference Budget Budget Variance Variance Reference Revenues Contribution from Reserves (85,200) (32,500) 52,700 (62%) 1 Total Revenues (85,200) (32,500) 52,700 (61.9%) Expenditures Labour 156,400 195,000 38,600 25% 2 Purchases 236,900 232,300 (4,600)(2%) Contracted Services 44,700 3,700 (41,000)(92%) 1 Contribution to Reserves 5,000 7,000 2,000 40% Interfunctional Adjustments 25,000 24,800 (200)(1%) Total Expenditures 468,000 462,800 (5,200) (1.1%) Total Net Levy 382,800 430,300 47,500 12.4%0 Notes: 1 2018 Election Expenses 2 Increased Councillor Wages approved 2018 Page 8 Page 20 of 169 Note 2018 2019 Budget %Note Reference Budget Budget Variance Variance Reference Revenues Grants (478,300) (336,000) 142,300 (30%) 1 User Charges (37,000) (38,500) (1,500)4% Other Revenue (23,000) (23,000) -0% Total Revenues (538,300) (397,500) 140,800 (26.2%) Expenditures Labour 1,356,900 1,418,800 61,900 5% Purchases 487,200 501,200 14,000 3% Contracted Services 491,500 546,700 55,200 11% 2 Contribution to Reserves 142,600 0 (142,600)(100%) 1 Interfunctional Adjustments (467,700) (496,600) (28,900)6% 3 Debt Principal & Interest 115,000 102,000 (13,000)(11%) Total Expenditures 2,125,500 2,072,100 (53,400) (2.5%) Total Net Levy 1,587,200 1,674,600 87,400 5.5% Notes: 1 OCIF Funding Moved to Engineering 2 New computer programs, Increase in printer contract 3 Increased IT Charges Page 9 Page 21 of 169 Note 2018 2019 Budget %Note Reference Budget Budget Variance Variance Reference Revenues User Charges (266,400) (267,000) (600)0% Total Revenues (266,400) (267,000) (600) 0.2% Expenditures Labour 460,700 469,100 8,400 2% Purchases 103,600 95,100 (8,500)(8%) 1 Contracted Services 18,000 32,000 14,000 78% 2 Interfunctional Adjustments (236,200) (247,200) (11,000)5% Debt Principal & Interest 2,900 2,800 (100)(3%) Total Expenditures 349,000 351,800 2,800 0.8% Total Net Levy 82,600 84,800 2,200 2.7% Notes: 1 Adjustments to Supplies & HLW 2 Snow Plowing and Cleaning Increase Page 10 Page 22 of 169 Report Title Human Resources Report No. Tab 4 Author Ashley Andrews, Human Resource Manager Meeting Type Council Budget Meeting Council Date January 21, 2019 Attachments Human Resource Business Plan Page 1 / 2 Human Resources RECOMMENDATION That Council receives Tab 4 – Human Resources 2019 Business Plan and Operating Budget Details as information. EXECUTIVE SUMMARY The attached report summarizes the Human Resources requests recommended by the Senior Leadership Team to include in the Town’s 2019 Operating Budget. FINANCIAL IMPACT/FUNDING SOURCE Human Resource Department costs are included in Corporate Services however the cost of the Town’s Human Resources, that are summarized in the attached plan, are spread throughout the various departments. COMMUNITY STRATEGIC PLAN (CSP) IMPACT 1. Excellence in Local Government ☒ Demonstrate strong leadership in Town initiatives ☒ Demonstrate accountability Page 23 of 169 Page 2 / 2 CAO Report Approval Details Document Title: Tab 4 Human Resources.docx Attachments: - 2019 Business Plan- Human Resources.pdf Final Approval Date: Jan 16, 2019 This report and all of its attachments were approved and signed as outlined below: Dave Rushton - Jan 16, 2019 - 2:48 PM Page 24 of 169 Town of Tillsonburg2019Business PlanHuman ResourcesDecember 17, 2018Page 25 of 169 2•Recruitment•Salary Administration•Human Resource Information System (HRIS)•Benefit Administration•Policy & Procedures•Employee Relations•Health & Safety/Wellness•Labour RelationsHuman Resources Services2019 Business Plan | Human ResourcesPage 26 of 169 32019 BusinessObjectives2019 Business Plan | Human ResourcesItemOwner Budget Value Target Date2% Cost of Living Increase Manager of Human Resources$116,500 Q2-Q4Health & Dental Renewal IncreaseManager of Human Resources$4,900 Q1-Q4Payroll Deduction Increase (CPP, EI, EHT, WSIB)Manager of Human Resources$43,500 Q1-Q4Ergonomics Initiative – Public WorksHealth & Safety Coordinator$1,500 Q2Policy Review (Health and Safety and Human Resources)Manager of Human Resources/Health & Safety CoordinatorNA Q1-Q4Implementation of ContractorManagement ProgramHealth & Safety CoordinatorNA Q1Benefit Consultant Review Manager of Human ResourcesNA Q1Implementation of Confined Space ProgramHealth & Safety Coordinator$1,500 Q2Page 27 of 169 42019 Capital SummaryDepartment Budget Value Target DateImplementation of updated time clocks$20,000Tab 12 page 3 Q2Presentation Title | SectionPage 28 of 169 5Risks2019 Business Plan | Human Resources•Competitive compensation pressures •Changing health and safety legislation corporate wide•Current time clocks beyond expected life cycle •Changing Employment Standards legislation – Bill 47Page 29 of 169 6Opportunities•Competitive remuneration supports recruitment and retention •Review of policies to ensure consistency across organization•Review of ergonomics within Public Works to ensure compliance with Ministry of Labourinitiative•Contractor management and confined space programs to minimize health and safety risks2019 Business Plan | Human ResourcesPage 30 of 169 7Future Departmental Directions: 3 year outlook2017 Business Plan | Human Resources• 2020 to 2022• Review and implementation of Personnel and Health and Safety policies/procedures• Continuation of Compensation Review • Fire Negotiations (Fire Fighters/Fire Communicators)• Health and Wellness Initiatives • Power Worker’s Union Negotiations (Hydro)Page 31 of 169 8Human ResourcesPresentation Title | SectionDepartment FTE ChangeRecreation, Parks & Culture 0.21 (approved by Council – April 23/18)Recreation, Culture & Parks 0.66Finance1.00 Fire1.00Operations Services 1.00Hydro Operations-0.50Building/By-Law-0.332018 2018 Revised2019Total FTE Requirements132.90 133.11 135.94Change from previous year2.78 0.21 2.83Page 32 of 169 Report Title Operations Department 2019 Business Plan and Operating Budget Details Report No. Tab 5 Author Kevin DeLeebeeck, Director of Operations Meeting Type Council Budget Meeting Council Date January 21, 2019 Attachments 2019 Operations Department Business Plan 2019 Operations Department Financial Plan Page 1 / 2 Operations Department 2019 Business Plan and Operating Budget Details RECOMMENDATION That Council receives Tab 5 – Operations Department 2019 Business Plan and Operating Budget Details as information. EXECUTIVE SUMMARY The attached report summarizes the Operations Department requests recommended by the Senior Leadership Team to include in the Town’s 2019 Operating Budget. FINANCIAL IMPACT/FUNDING SOURCE Ops Admin has $248,000, Engineering $84,800 has Public Works has $2,723,600, Airport has $52,900, Waste Management has $185,200 and Transit Services has $71,200 in total requests requiring tax supported funding. Fleet will contribute $$166,100 and Parking has no impact on taxation. COMMUNITY STRATEGIC PLAN (CSP) IMPACT 1. Excellence in Local Government ☒ Demonstrate strong leadership in Town initiatives ☒ Demonstrate accountability Page 33 of 169 Page 2 / 2 CAO Report Approval Details Document Title: Tab 5 - Operations.docx Attachments: - 2019 Business Plan - Operations Services.pdf - 2019 Operations Operating Budget Summary FINAL.pdf Final Approval Date: Jan 17, 2019 This report and all of its attachments were approved and signed as outlined below: David Calder - Jan 17, 2019 - 10:45 AM Page 34 of 169 Town of Tillsonburg2019Business PlanOperations ServicesDecember 17, 2018Page 35 of 169 22019 Business Objectives2019 Business Plan | Operations ServicesItemOwnerProject ValueTarget DateContinue implementation of records management within Public Works, Engineering and Water/WastewaterDirector of Operations- Q1 – Q4Development and Maintenance of New Transit ServiceDirector of Operations- Q1 – Q4 Continue implementation of Corporate service request and work order management systemDirector of Operations- Q3Continue Corporate Fleet CVOR Compliance InitiativeManager of PublicWorks- Q1 – Q4 Downtown Sidewalk By-law 2189 UpdateManager of Public Works- Q2Downtown Municipal Parking Lot accessible parking stall location improvements Manager of Public Works- Q2Renegotiations of West Town Line Boundary Road Agreement Manager of Public Works- Q2/Q3Renegotiations of Solid Waste and Recycling Collection Agreement with Oxford CountyManager of Public Works- Q2/Q3Renegotiations of Urban Road Maintenance Agreement with Oxford CountyManager of Public Works- Q4Page 36 of 169 32019 Business Objectives2019 Business Plan | Operations ServicesItemOwnerProject ValueTarget DateRenegotiations of Water Distribution and WastewaterCollection Agreement with Oxford CountyManager of Water/ Wastewater- Q3/Q4Develop & Implement Phase 1 of the Leak Detection ProgramManager of Water/ Wastewater- Q2Continue Implementation of Manhole Assessment ProgramManager of Water/ Wastewater- Q1 – Q4Develop a Comprehensive Wastewater Inspection and Maintenance ProgramManager of Water/ Wastewater- Q4Update Engineering Design Criteria to current industry standards & practicesManager of Engineering- Q2/Q3Review and Revise Engineering Rates & Fees structure Manager ofEngineering- Q4Asset ManagementDevelop and Approve AMP PolicyContinue AMP Implementation ProjectCommence Level of Service performance measuresImprove Capital Plan based on detailed AMP analysisManager of Engineering----Q2Q3Q2/Q3Q4Page 37 of 169 42019 Capital Summary2019 Business Plan | Operations ServicesItemOwnerProject ValueTarget DateAirport Feasibility Analysis Manager of Public Works$35,000Tab 13 page 1Q2Airport Master Plan Update (reserve contribution)Manager of Public Works$25,000Tab 13 page 2Q4Public Works Yard Class Environmental AssessmentManager of Public Works$75,000Tab 13 page 12Q3/Q4Railway Crossing Safety Improvements(various locations)Manager of PW & Engineering$25,000Tab 13 page 4Q2/Q3Sidewalk Connectivity Program ImplementationManager of PW &Engineering$25,000Tab 13 page 13Q3Replacement of 2001 Survey EquipmentManager ofEngineering$50,000Tab 13 page 3Q1Broadway & Ridout St. Intersection Audible and Accessibility UpgradesManager ofEngineering$65,000Tab 13 page 5Q3Broadway mid-block angled accessible parking stallsManager of Engineering$30,000Tab 13 page 6Q3Broadway & Trans Canada Trail PXOManager ofEngineering$90,000Tab 13 page 7Q3Page 38 of 169 52019 Capital Summary2019 Business Plan | Operations ServicesItemOwnerProject ValueTarget DateOSIM Bridge, Culvert & Retaining Wall InspectionsManager of Engineering$40,000Tab 13 page 8Q2/Q3Gibson Pedestrian Bridge RemovalManager of Engineering$20,000Tab 13 page 9Q3/Q4Kinsmen Pedestrian Bridge Enhanced OSIM InspectionManager ofEngineering$80,000Tab 13 page 10Q3Asphalt Resurfacing ProgramManager of Engineering$400,000Tab 13 page 15Q2/Q3Bradburn Area Reconstruction Stage 2 of 2(James, Hilldrop, Fairview)Manager of Engineering$800,000Tab 13 page 16Q3Reconstruction of Lowrie, Reid & Jane St.Manager of Engineering$635,000Tab 13 page 17Q2North Park Phase 1 Rehabilitation (Langrell Ave.)Manager of Engineering$220,000Tab 13 page 18Q2/Q3Concession St. W. Urbanization(QTL to West Town Limit)Manager of Engineering$1,850,000Tab 13 page 19Q2/Q3Oak Park Estates Subdivision Servicing (3 Lots)Manager of Engineering$115,000Tab 13 page 20Q2Page 39 of 169 62019 Capital Summary2019 Business Plan | Operations ServicesItemOwnerProject ValueTarget DateThe Links Subdivision Rehabilitation (Fairway, Green Eagle, Birdyway)Manager of Engineering$210,000Tab 13 page 21Q2/Q3Potters Road Streetlight Extension(Lorraine to Harvest)Manager of Engineering$16,500Tab 13 page 14Q1Young Street Storm Outlet Class EnvironmentalAssessment (reserve contribution)Manager of Engineering$35,000Tab 13 page 11Q2Review and Investigation of alternative Airport management business models (i.e. flight school)Manager of Public Works$20,000UnfundedRisk assessment of Public access at the AirportManager of Public Works$5,000UnfundedNortherly Extension of Taxiway G3 (25ft x 250ft)Manager of Public Works$55,000UnfundedCommercial Taxiway RehabilitationManager of Public Works$40,000UnfundedAirport Hydro load capacity testingManager of Public Works$TBDUnfundedPage 40 of 169 72019 Capital Summary2019 Business Plan | Operations ServicesItemOwnerProject ValueTarget DateLight DutyRoads Unit #21 – Lightly Used Pickup TruckManager of PublicWorks$40,000Tab 13 page 22Q2Engineering Unit #19 – Reassigned Pickup TruckManager of Public Works$0Tab 13 page 22Q2Hydro Unit #26 – Lightly Used Pickup TruckManager of Public Works$40,000Tab 13 page 22Q2/Q3Medium DutyRoads Unit #47 – New Service TruckManager of Public Works$130,000Tab 13 page 22Q2Heavy DutyRoads Unit #61 – New Cab & ChassisManager of Public Works$160,000Tab 13 page 22Q1 - Q3Page 41 of 169 82019 Capital Summary2019 Business Plan | Operations ServicesItemOwnerProject ValueTarget DateOff Road EquipmentRoads Unit #81 – New Front End LoaderManager of PublicWorks$255,000Tab 13 page 22Q3Facilities Unit #116 – New Ice ResurfacerManager of Public Works$125,000Tab 13 page 22Q3Page 42 of 169 9Risks• Continue Corporate implementation and training of Pre-Trip Inspection,Hours of Service, Driver Evaluations and Permit system, etc. to achieveCorporate fleet CVOR compliance in advance of any potential Ministry ofTransportation audit and possible sanctions/conditions placed on theTown’s fleet.• As development proceeds along West Town Line the need to negotiate anew Boundary Road Agreement is critical in managing future road capitaland operating costs.• Renegotiate the Urban Road Maintenance Agreement with Oxford Countyto ensure agreement accurately reflects costs associated withmaintenance the Town performs on the County’s behalf.• Review and renegotiations of the Water Distribution and WastewaterCollection Agreement with Oxford County will outline Town’sobligations asOperating Authority and ensure equitable compensation of servicesprovided.2019 Business Plan | Operations ServicesPage 43 of 169 10Risks• Continue implementation of a Manhole Assessment Program will helpmitigate unexpected expenditures and support asset managementinformation for enhanced decision making and improved long-rangecapital plans.• Development of a strategic Asset Management Policy, a mandatoryrequirement of O.Reg. 588/17, inclusion of all Corporate assetsandimproved capital planning based on detailed AMP analysis is essential tocontinue eligibility of future grant funding opportunitiesand position theTown meet future legislative requirements of O.Reg 588/17 and transitiontowards a Level of Service based Comprehensive Asset ManagementPlan.2019 Business Plan | Operations ServicesPage 44 of 169 11Opportunities• Continued implementation of records management within Public Works,Engineering, and Water/Wastewater will improve informationretention andbusiness continuity.• Growth of the T:GO Transit Service through route development,installation of transit stops, institute fare structure incentives,improvedcommunication and marketing will all help to establish the systemandincrease ridership.• Continued implementation of service request and work order managementsystem provides the Corporate ability to seamlessly receive residentconcerns and issue work instruction, in real time, to crews in the field forimproved levels of customer service.• The 1982 Downtown Sidewalk By-law 2189 is in need of updating tosupport current Town practice as winter maintenance practices haveevolved over time.2019 Business Plan | Operations ServicesPage 45 of 169 12Opportunities• Improved location and quantity of accessible parking stalls withinMunicipal Parking Lots support the Town’s Multi-Year Accessibility Planand position the Town to market a fully AODA compliant Downtown.• Renegotiating the Solid Waste and Recycling Collection Agreement withOxford County will realign agreement language with service levels andprovide potential opportunity to increase funding.• The development and implementation of Phase 1 of a Leak DetectionProgram will help identify areas of potable water loss through leaksreducing the associated costs.• The development of a comprehensive Wastewater Inspection andMaintenance program will inform asset management planning andbudgeting by combining and aligning existing initiatives (i.e. CCTVManhole Assessments, etc.)2019 Business Plan | Operations ServicesPage 46 of 169 13Opportunities• Modify Engineering Design Criteria of all municipal infrastructure assets tocurrent industry standards and practices will support operationalobjectives and ensure compliance with changing legislative requirements.• Review and revision of Engineering Rates & Fee structure will provide anopportunity for more appropriate levels of compensation whileencouraging increased third party accuracy in development applications.2019 Business Plan | Operations ServicesPage 47 of 169 14Future Departmental Directions: 3 year outlook2020• Rehabilitate/Replace infrastructure identified as high risk priority inthe Asset Management Plan• Continue asset condition assessment programs and adjustdeterioration curves to better predict end of life scenarios andoptimize lifecycle management strategies.• Comprehensive review and update of the Town AssetManagement Plan.• Continue with Phase 2 of the Leak Detection Program through asystem wide Water Loss Audit.• Develop & Implement an inflow and infiltration program to identifyareas to reduce flow to Sewage Treatment Plant.• Pursue available Provincial and Federal capital funding opportunities.2019 Business Plan | Operations ServicesPage 48 of 169 15Future Departmental Directions: 3 year outlook2021• Rehabilitate/Replace infrastructure identified as high risk priority in theAsset Management Plan• Continue asset condition assessment programs and adjust deteriorationcurves to better predict end of life scenarios and optimize lifecyclemanagement strategies.• Master Stormwater Drainage Planning Study.• Full implementation of Wastewater Inspection and MaintenanceProgram.• Determine which Hydro infrastructure upgrade/alternativeis most suitablefor the Airport.• Pursue available Provincial and Federal capital funding opportunities.2019 Business Plan | Operations ServicesPage 49 of 169 16Future Departmental Directions: 3 year outlook2022• Rehabilitate/Replace infrastructure identified as high risk priority in theAsset Management Plan• Continue asset condition assessment programs and adjust deteriorationcurves to better predict end of life scenarios and optimize lifecyclemanagement strategies.• Explore feasibility of additional Woodlot removal to achieve a5,000ftRunway.• Pursue available Provincial and Federal capital funding opportunities.2019 Business Plan | Operations ServicesPage 50 of 169 2018 2019 Budget %Note Budget Budget Variance Variance Reference Revenues User Charges (1,348,800) (1,426,800) (78,000)6% 1 Total Revenues (1,348,800) (1,426,800) (78,000) 5.8% Expenditures Labour 308,600 339,500 30,900 10% 2 Purchases 543,400 551,400 8,000 1% Contracted Services 5,500 5,500 -0% Interfunctional Adjustments - 7,700 7,700 100% 3 Debt Principal & Interest 267,600 356,600 89,000 33% 4 Total Expenditures 1,125,100 1,260,700 135,600 12.1% Total Net Levy (223,700) (166,100) 57,600 (25.7%) Notes: 1 Increased Fleet Charge Revenue 2 0.5 FTE Transportation Coordinator $27,200 3 New IT Charge 4 Debentures from new fleet capital purchases (i.e. Aerial Truck) Page 17 Page 51 of 169 2018 2019 Budget %Note Budget Budget Variance Variance Reference Revenues Total Revenues Expenditures Labour 237,500 242,800 5,300 2% Purchases 10,200 10,500 300 3% Interfunctional Adjustments (6,600) (5,300) 1,300 (20%) Total Expenditures 241,100 248,000 6,900 2.9% Total Net Levy 241,100 248,000 6,900 2.9% Page 18 Page 52 of 169 2018 2019 Budget %Note Budget Budget Variance Variance Reference Revenues Grants - (172,400) (172,400)100% 1 User Charges (34,000) (59,400) (25,400)75% 2 Total Revenues (34,000) (231,800) (197,800) 581.8% Expenditures Labour 453,300 552,100 98,800 22% 3 Purchases 26,000 37,500 11,500 44% 4 Contracted Services - 76,000 76,000 100% 5 Interfunctional Adjustments (148,100) (128,900) 19,200 (13%) 6 Total Expenditures 331,200 536,700 205,500 62.0% Total Net Levy 297,200 304,900 7,700 2.6% Notes: 1 OCIF Formula Funding for Asset Management Planning (AMP) 2 Increased revenue from County funded components of reconstruction 3 AMP Financial Capital Coordinator $86,400 4 AMP training $8,000 5 AMP GIS Services 6 Removed Overhead Allocation to Hydro Operations $15,700 Page 19 Page 53 of 169 2018 2019 Budget %Note Budget Budget Variance Variance Reference Revenues Grants (75,000) (77,000) (2,000)3% Total Revenues (75,000) (77,000) (2,000) 2.7% Expenditures Labour 940,000 967,700 27,700 3% Purchases 658,000 523,900 (134,100)(20%) 1 Contracted Services 274,500 296,400 21,900 8% 2 Contribution to Reserves 7,800 - (7,800)(100%) 3 Interfunctional Adjustments 525,500 556,200 30,700 6% 4 Debt Principal & Interest 339,000 456,400 117,400 35% 5 Total Expenditures 2,744,800 2,800,600 55,800 2.0% Total Net Levy 2,669,800 2,723,600 53,800 2.0% Notes: 2 Subcon expense for Locates ($9,500); Storm Sewers ($5,000); Cracksealing ($3,000) 3 Streetlight Conversion reserve contribution removed 4 Fleet Charges 5 Streetlight Conversion P&I $114,600 1 Reduced Streetlight Hydro by 57% ($145,200) and Streelight Inventory by ($10,800); Salt price increase 10% (14,100); Training increase ($5,000) Page 20 Page 54 of 169 2018 2019 Budget %Note Budget Budget Variance Variance Reference Revenues Levy, PILS (141,500) (141,500) -0% Total Revenues (141,500) (141,500) Expenditures Labour 26,000 26,500 500 2% Purchases 10,500 10,000 (500)(5%) Contracted Services 25,000 35,000 10,000 40% 1 Contribution to Reserves 27,500 13,800 (13,700)(50%) 2 Interfunctional Adjustments 38,400 42,400 4,000 10% Debt Principal & Interest 14,100 13,800 (300)(2%) Total Expenditures 141,500 141,500 Total Net Levy Notes: 1 Increased contractor snowplowing costs 2 Reduced to cover operating expenses Page 21 Page 55 of 169 2018 2019 Budget %Note Budget Budget Variance Variance Reference Revenues Grants (5,000) (5,000) -0% User Charges (414,400) (370,900) 43,500 (10%) 1 Total Revenues (419,400) (375,900) 43,500 (10.4%) Expenditures Labour 113,900 115,600 1,700 1% Purchases 265,100 228,100 (37,000)(14%) 1 Contracted Services 39,800 31,000 (8,800)(22%) 2 Interfunctional Adjustments 11,300 18,400 7,100 63% 3 Debt Principal & Interest 37,600 35,700 (1,900)(5%) Total Expenditures 467,700 428,800 (38,900) (8.3%) Total Net Levy 48,300 52,900 4,600 9.5% Notes: 1 Net Reduction in Fuel $5,900 2 Reduced Subcontractor Expenses 3 Fleet and IT Charges Page 22 Page 56 of 169 2018 2019 Budget %Note Budget Budget Variance Variance Reference Revenues Grants (117,600) (116,500) 1,100 (1%) User Charges (122,200) (127,200) (5,000)4% 1 Total Revenues (239,800) (243,700) (3,900) 1.6% Expenditures Labour 69,500 70,800 1,300 2% Purchases 101,900 106,900 5,000 5% 1 Contracted Services 123,500 115,500 (8,000)(6%) 2 Interfunctional Adjustments 124,100 135,700 11,600 9% 3 Total Expenditures 419,000 428,900 9,900 2.4% Total Net Levy 179,200 185,200 6,000 3.3% Notes: 1 Net Bag Tags 2 Reduced subcontractor expense 3 Fleet Charges Page 23 Page 57 of 169 2018 2019 Budget %Note Budget Budget Variance Variance Reference Revenues Grants (54,100) (72,100) (18,000)33% 1 User Charges - (20,800) (20,800)100% 2 Total Revenues (54,100) (92,900) (38,800) 71.7% Expenditures Labour - 27,200 27,200 100% 3 Purchases 83,000 - (83,000)(100%) 4 Contracted Services - 136,900 136,900 100% 5 Total Expenditures 83,000 164,100 81,100 97.7% Total Net Levy 28,900 71,200 42,300 146.4% Notes: 1 Estimated 12 months of Provincial Transit Gas Tax funding 2 Estimated Ridership Revenue at $2/ride 3 0.5 FTE Transportation Coordinator 4 Expense towards Community Transporation Pilot Project 5 Service Provider costs for 12 hrs/day Mon - Fri Page 24 Page 58 of 169 Report Title Recreation Culture and Parks 2019 Business Plan and Operating Budget Details Report No. Tab 6 Author Rick Cox, Director of Recreation, Culture and Parks Meeting Type Council Budget Meeting Council Date January 21, 2019 Attachments 2019 Recreation Culture and Parks Business Plan 2019 Recreation Culture and Parks Financial Plan Page 1 / 2 Recreation Culture and Parks 2019 Business Plan and Operating Budget Details RECOMMENDATION That Council receives Tab 6 - Recreation Culture and Parks 2019 Business Plan and Operating Budget Details as information. EXECUTIVE SUMMARY The attached report summarizes the Recreation Culture and Parks requests recommended by the Senior Leadership Team to include in the Town’s 2019 Operating Budget. FINANCIAL IMPACT/FUNDING SOURCE Cemetery has $113,900, Parks has $684,700, Community Events has $23,400, Recreation Programs has $393,100, Building Maintenance has $2,379,700 and the Museum has $336,200 in total requests requiring tax supported funding. Elliot Fairburn Centre will contribute $32,300. COMMUNITY STRATEGIC PLAN (CSP) IMPACT 1. Excellence in Local Government ☒ Demonstrate strong leadership in Town initiatives ☒ Demonstrate accountability Page 59 of 169 Page 2 / 2 CAO Report Approval Details Document Title: Tab 6 - Recreation Culture and Parks.docx Attachments: - 2019 Business Plan- Parks Recreation.pdf - Updated RCP 2018 Budget Summary.2018-12-12 RC.pdf Final Approval Date: Jan 17, 2019 This report and all of its attachments were approved and signed as outlined below: David Calder - Jan 17, 2019 - 10:44 AM Page 60 of 169 Town Of Tillsonburg2019 Business PlanRecreation, Culture & ParksDecember 17, 2018Page 61 of 169 22019 BusinessObjectivesRCP Department ItemOwner ProjectValueTarget DateRecreation Program and Business Service Review CAO & Director - Q 2 - 3Continue implementation of Memorial Park & Lake Lisgar Master PlanDirector $275,000 Q 1 - 4Aquatics Facility Design Study Director $75,000 Q 1 – 4Capital Fundraising Program for Heritage Buildings -Target: $1,000,000Director / Culture & Heritage Manager- Q 1 – 4Asset Management Plan legislative complianceDirector / Parks & Facilities Manager$25,000(in RCP)Q 1 – 4Support community splash pad initiative Director - Q 1 – 4Tillsonburg Concert SeriesRCP Team ($12,000) Q 1 - 42019 Business Plan | Recreation, Culture & ParksPage 62 of 169 32019 BusinessObjectivesPrograms & Services DivisionItemOwner Revenue TargetTarget DateMini-pad and Summer Ice revenue developmentBusinessServices($50,000) Q 1 - 4Implement Personal Training Studio, additional adult classes and grow the Corporate Membership businessPrograms ($20,000) Q 1 - 4Grow Aqua cycle and home-school lessons revenue Aquatics ($20,000)Q 1 - 42019 Business Plan | Recreation, Culture & ParksPage 63 of 169 42019 BusinessObjectivesCulture & Heritage DivisionItemOwner Project ValueTarget DateProduce a series of presentations that highlight the museum’s collection and the unique history of the town Museum staff $1,000 Q 1 - 4Develop and implement new family event on museum lawn (Dolly & Teddy Bear Family Picnic)Museum staff $1,500 Q 2 - 3Quarterly workshops with historical themes Museum staff $2,000Q 1 - 4Initiate pre-planning for town-wide 150 Anniversary of Incorporation celebrations in 2022Culture & Heritage Manager/Curator$500 Q 42019 Business Plan | Recreation, Culture & ParksPage 64 of 169 52019 BusinessObjectivesParks & Facilities DivisionItemOwner Project ValueTarget DateReview of contracted cleaning services model Facilities Team - Q 1Complete development of the 2019-2024 Town Energy Conservation & Demand Management PlanFacilities Team 200,000 Q 1 - 2Host Trails event in June in collaboration with the Oxford Trails CouncilParks & Facilities Manager$3,500 Q 1 – 2Continue implementation of the Asset Management Action PlanFacilities & Parks Teams$755,800 Q 1 - 4Continue implementation of Cemetery Master Plan Parks Team $185,200Q 1 - 4Develop and implement a recycling and waste reduction strategyFacilities & Parks Teams- Q 1 – 42019 Business Plan | Recreation, Culture & ParksPage 65 of 169 62019 Capital Highlights(For complete list see Tab 14)ItemDepartment Project ValueTarget DateCemetery works yard drive shed Cemetery$50,000Tab 14 pg 4Q 1 – 3Master Plan implementation (scattering garden, new columbaria units)Cemetery$135,200Tab 14 pg 3 & 6Q 2 – 4Annandale diamond lighting enhancement (Diamond 3)Parks$50,000Tab 14 pg 9($100,000 –2018)Q 1 – 2Memorial Park Parking Expansion Parks$245,000Tab 14, pg 12Q 1 – 2Hardball Diamond #1 backstopParks$30,000Tab 14, pg 11Q 22019 Business Plan | Recreation, Culture & ParksPage 66 of 169 7ItemDepartmentProject ValueTarget DateCNG ice resurface filling station replacement Facilities$40,000Tab 14, pg23Q 1(Pre-budget)Summer Place roof replacement & mold removal Facilities$95,300Tab 13, pg29 & 30Q 2(pre-budget)TCC hot water boiler replacement Facilities$100,000Tab 13, pg26Q 1 – 2Design Engineering Study - eligible for 50% incentive(OPP/Fire/EMS district energy)Facilities$50,000Tab 13, pg17Q 1 – 3Station Arts Gallery building/fire code compliance & roof replacementFacilities$400,000Tab 13, pg27 & 28Q 1 - 3FCA scheduled building maintenance (Public Works, Museum)Facilities$185,500Tab 13, pg20 & 31Q 1 - 4CSC bay lighting conversion to LED – eligible for rebatesFacilities$50,000Tab 14 pg 21Q 2 – 32019 Business Plan | Recreation, Culture & Parks2019 Capital Highlights(For complete list see Tab 14)Page 67 of 169 8Risks• Update required to Recreation Master Plan to guide departmental priorities• Damage to urban forest from climate change, invasive species & past practices.• Demand on Parks & Facilities resources to support new infrastructure (e.g. outdoor pad, TCT) and new initiatives (e.g. beautification, special events). • Storage for Museum collection of artifacts and archives close to capacity2019 Business Plan | Recreation, Culture & ParksPage 68 of 169 9Opportunities• Opportunity for a 2022 Sesquicentennial legacy project• Continued investment in asset management program is extending usable life of facilities• Implementation of Future Oxford Sustainability plan (e.g. Zero Waste, NetZero Energy)• Balancing principle of being accessible/affordable with principle of user pay• Capital fundraising campaign to establish heritage building maintenance reserve for ANHS & Station Arts buildings2019 Business Plan | Recreation, Culture & ParksPage 69 of 169 10Future Departmental Directions: 3 year outlook2020• Parks Master Plan• Cultural Master Plan 2021• Update to Recreation, Culture & Parks Master Plan2022• Tillsonburg Sesquicentennial (150thBirthday)2019 Business Plan | Recreation, Culture & ParksPage 70 of 169 Note 2018 2019 Budget %Note Reference Budget Budget Variance Variance Reference Revenues User Charges (133,600) (133,600) -0% Other Revenue (6,500) (6,500) -0% Total Revenues (140,100) (140,100) 0.0% Expenditures Labour 102,300 114,300 12,000 12% 1 Purchases 36,600 39,200 2,600 7% Contracted Services 19,200 21,200 2,000 10% Interfunctional Adjustments 85,600 79,300 (6,300)(7%) Total Expenditures 243,700 254,000 10,300 4.2% Total Net Levy 103,600 113,900 10,300 9.9% Notes: 1 2 summer students (.66 FTE Increase) Page 11 Page 71 of 169 Note 2018 2019 Budget %Note Reference Budget Budget Variance Variance Reference Revenues Grants (20,000) - 20,000 (100%) User Charges (21,000) (34,300) (13,300)63% 1 Other Revenue - (4,600) (4,600)100% Contribution from Reserves (7,800) (7,400) 400 (5%) Total Revenues (48,800) (46,300) 2,500 (5.1%) Expenditures Labour 217,300 227,300 10,000 5% Purchases 113,400 125,800 12,400 11% 2 Contracted Services 162,400 188,300 25,900 16% 3 Contribution to Reserves 11,300 16,200 4,900 43% Interfunctional Adjustments 93,900 87,800 (6,100)(6%) Debt Principal & Interest 87,900 85,600 (2,300)(3%) Total Expenditures 686,200 731,000 44,800 6.5% Total Net Levy 637,400 684,700 47,300 7.4% Notes: 1 2 Supplies for sportsfields, ANHS grounds 3 Increased contracted grass cutting / snow removal Sportsfield advertising, 50% County share of Trans Canada Trail Page 12 Page 72 of 169 Note 2018 2019 Budget %Note Reference Budget Budget Variance Variance Reference Revenues Grants (29,000) (29,100) (100)0% User Charges (700) (700) -0% Total Revenues (29,700) (29,800) (100) 0.3% Expenditures Labour 7,400 11,700 4,300 58% Purchases 44,500 41,500 (3,000)(7%) 1 Total Expenditures 51,900 53,200 1,300 2.5% Total Net Levy 22,200 23,400 1,200 5.4% Notes: 1 Canada Day fireworks budget not increased but must now cover labour charge. Page 13 Page 73 of 169 Note 2018 2019 Budget %Note Reference Budget Budget Variance Variance Reference Revenues Grants (42,700) (42,700) -0% User Charges (1,383,800) (1,361,600) 22,200 (2%) 1 Other Revenue (29,000) (30,000) (1,000)3% Total Revenues (1,455,500) (1,434,300) 21,200 (1.5%) Expenditures Labour 1,517,700 1,487,700 (30,000)(2%) 2 Purchases 278,200 258,100 (20,100)(7%) 3 Interfunctional Adjustments 59,800 66,900 7,100 12% 4 Debt Principal & Interest 14,700 14,700 -0% Total Expenditures 1,870,400 1,827,400 (43,000) (2.3%) Total Net Levy 414,900 393,100 (21,800) (5.3%) Notes: 1 2 Program changes 3 Scaled back concession inventory 4 IT charge, new software Increased revenue due to growth, price increases, new programs Page 14 Page 74 of 169 Note 2018 2019 Budget %Note Reference Budget Budget Variance Variance Reference Revenues User Charges (6,300) (6,300) -0% Total Revenues (6,300) (6,300) - 0.0% Expenditures Labour 804,700 856,000 51,300 6% 1 Purchases 754,000 582,500 (171,500)(23%) 2 Contracted Services 207,300 294,400 87,100 42% 3 Contribution to Reserves 7,600 7,600 -0% Interfunctional Adjustments 43,300 51,000 7,700 18% 4 Debt Principal & Interest 409,000 594,500 185,500 45% 5 Total Expenditures 2,225,900 2,386,000 160,100 7.2% Total Net Levy 2,219,600 2,379,700 160,100 7.2% Notes: 1 2 HLW decrease from CoGen, LEDs 3 Increased contract cleaning, maintenance on CoGen 4 IT charge 5 CoGen P&I payments COLA, Outdoor Pad maintenance, Minipad increased service level (Pre- approved by council) Page 15 Page 75 of 169 Note 2018 2019 Budget %Note Reference Budget Budget Variance Variance Reference Revenues User Charges (87,500) (100,000) (12,500)14% 1 Total Revenues (87,500) (100,000) (12,500) 14.3% Expenditures Purchases 15,100 14,900 (200)(1%) Contribution to Reserves 6,200 20,000 13,800 223% 1 Debt Principal & Interest 33,900 32,800 (1,100)(3%) Total Expenditures 55,200 67,700 12,500 22.6% Total Net Levy (32,300) (32,300) - Notes: 1 Rent increase contributed to reserves Page 16 Page 76 of 169 Note 2018 2019 Budget %Note Reference Budget Budget Variance Variance Reference Revenues Grants (24,400) (21,400) 3,000 (12%) User Charges (24,500) (67,500) (43,000)176% 1 Other Revenue (29,000) (24,500) 4,500 (16%) Total Revenues (77,900) (113,400) (35,500) 45.6% Expenditures Labour 281,500 289,200 7,700 3% Purchases 99,200 124,300 25,100 25% 2 Contracted Services 12,000 15,000 3,000 25% Interfunctional Adjustments 18,400 21,100 2,700 15% Total Expenditures 411,100 449,600 38,500 9.4% Total Net Levy 333,200 336,200 3,000 0.9% Notes: 1 Increased revenue, concert series 2 Contracted cleaning services, concert series Page 17 Page 77 of 169 Report Title Fire Services 2019 Business Plan and Fire and Police Operating Budget Details Report No. Tab 7 Author Jeff Smith, Fire Chief Meeting Type Council Budget Meeting Council Date January 21, 2019 Attachments 2019 Fire Services Business Plan 2019 Fire and Police Services Financial Plan Page 1 / 2 Fire Services 2019 Business Plan and Fire and Police Operating Budget Details RECOMMENDATION That Council receives Tab 7 - Fire Services 2019 Business Plan and Fire and Police Operating Budget Details as information. EXECUTIVE SUMMARY The attached report summarizes the Fire and Police requests recommended by the Senior Leadership Team to include in the Town’s 2019 Operating Budget. FINANCIAL IMPACT/FUNDING SOURCE Fire Services has $1,424,600 and Police has $2,977,900 in total requests requiring tax supported funding. COMMUNITY STRATEGIC PLAN (CSP) IMPACT 1. Excellence in Local Government ☒ Demonstrate strong leadership in Town initiatives ☒ Demonstrate accountability Page 78 of 169 Page 2 / 2 CAO Report Approval Details Document Title: Tab 7 - Fire and Rescue Services.docx Attachments: - 2019 Business Plan- Fire Services.pdf - 2019 Police and Fire Budget Summary.pdf Final Approval Date: Jan 17, 2019 This report and all of its attachments were approved and signed as outlined below: David Calder - Jan 17, 2019 - 10:44 AM Page 79 of 169 Town of Tillsonburg2019Business PlanFire & Rescue ServicesDecember 17, 2018Page 80 of 169 22019 BusinessObjectives2019 Business Plan | Fire and Rescue ServicesItemOwner Budget Value Target DateContinued implementation of upgraded CAD system and enhanced features (continuation from 2018)Deputy Chief $0 Q1-Q4Continue to work with Oxford County to have traffic pre-emption equipment installed at key intersectionsFire Chief $0 (previous DC contributions)Q2-Q3Continuation of multi-year training plan for firefightersDeputy Chief $0 Q1-Q4Implementation of Strategic Plan recommendations (see separate slide)Fire Chief $0 Various timing for specific recommendationsTraining and commissioning of new aerial platform deviceDeputy Chief $0 Q1Page 81 of 169 32019 BusinessObjectives2019 Business Plan | Fire and Rescue ServicesItemOwner Budget Value Target DateUpdate Establishing & Regulating By-lawFire Chief $0 Q3Update Fireworks By-law (for 2020 implementation)Fire Chief $0 Q3Develop and implement cancer risk reduction strategy & programFire Chief $0 Q1-Q4Develop and implement PTSD riskreduction strategy & programFire Chief $0 Q1-Q4Page 82 of 169 42019 Capital Summary2019 Business Plan | Fire & Rescue ServicesItemDepartment Budget ValueTarget DateTechnical Rescue Equipment (Phase 1 of 3) Fire $40,000Tab 15 page 2Q3Fireground Equipment Fire $14,000Tab 15 page 3Q2Hose AppliancesFire $10,000Tab 15 page 4Q2Accountability and Command Board Fire $5,000Tab 15 page 5Q1In-vehicle tablets & Horizon Set-up Fire $15,000Tab 15 page 6Q2Page 83 of 169 52019 Capital Summary2019 Business Plan | Fire & Rescue ServicesItemDepartment Budget ValueTarget DateMedical Bag & Equipment Replacement Fire $10,000Tab 15 page 7Q1File ConversionFire $12,000Tab 15 page 8Q3Training Room Audio & Video ReplacementFire $14,000Tab 15 page 9Q2Page 84 of 169 6Strategic Plan Recommendations2019 Business Plan | Fire and Rescue ServicesItemOwner Budget Value Target DateContinue to operate as a composite fire departmentNo impactDevelop a fair and equitable remuneration structureTo be determinedModify Platoon system to incorporate “Duty Crew” for business hoursDependent on implementation strategyDevelop documented Recruitment & Retention strategy by end of 2019Staff time, plus cost of implementationDevelop a recognition system to acknowledge the efforts of firefighters, their families and employersDependent on implementation strategyPage 85 of 169 7Strategic Plan Recommendations2019 Business Plan | Fire and Rescue ServicesItemOwner Budget Value Target DateDevelop and distribute information packages to existing firefighters & prospective recruits, their families and employers, describing how the service operates and the expectation on its firefightersStaff time, plus costs of implementationAdd one (1) F.T.E. in 2019 to assist with new legislation, Fire & Life Safety Education and Fire PreventionWage + benefits,Gear, uniform & equipment costsRevise Level of Service in Establishing & Regulating By-law to reflect recommendations from Committee, as and when approved by CouncilNegligible as recommended changes reflect current servicesPage 86 of 169 8Strategic Plan Recommendations2019 Business Plan | Fire and Rescue ServicesItemOwner Budget Value Target DateEnhance Tiered Medical Agreement with Oxford Paramedic Service to include Obvious Immediate Threat (OIT) calls as a response levelNo direct labourcosts with current remuneration format. Estimate additional 65 calls per annum. Minimal increase in consumable equipment, plus wear and tear on apparatus.Fire Strategic Plan Review Committee be struck in 2021 to review the effects of this plan and recommend adjustments as necessaryVariable,depending on methodology –Community Committee vs consultant.Page 87 of 169 9Risks• Increased Legislated responsibilities with regard to Mandatory Public Reporting and Mandatory Comprehensive Risk Assessment.• Increased Legislated responsibilities to inspect and monitor occupancies with vulnerable occupants has had a direct impact on administrative workload.• Open inspection files are a significant liability.2019 Business Plan | Fire and Rescue ServicesPage 88 of 169 10Risks• Officers and firefighters need to continue to be developed and trained to meet current and future Provincial legislation, and NFPA standards.• Self-Contained Breathing Apparatus (SCBA) replacement necessary in 2021. Cylinders have lifespan of 15 years maximum. All cylinders will expire in 2021. NFPA Standards: 1981, 1982; NIOSH Standards2019 Business Plan | Fire and Rescue ServicesPage 89 of 169 11Risks• Pre-incident planning of high hazard and high risk occupancies in Tillsonburg not developed. Proficient pre-incident plans will help reduce risk to lives and property.• Firefighter retention – decrease in experience base and increased reliance on training & simulation to develop skills.• Training being completed but documentation is inadequate & inaccurate due to pressures on staff time.2019 Business Plan | Fire and Rescue ServicesPage 90 of 169 12Opportunities• Implementation of Strategic Plan initiatives.• Continue the Succession Management plan for firefighters, including Officer development, prospective Officer training, promotional exams, etc.• Continue Reservist recruitment and training process to develop firefighter candidates.• Conduct proactive Fire & Life Safety inspections:• Help reduce threat to life• Help reduce fire loss2019 Business Plan | Fire and Rescue ServicesPage 91 of 169 13Opportunities• Expansion of training facilities and equipment.• Purchase multi-discipline equipment to ensure continued delivery of core services.• Continue to promote a Culture of Safety within the fire department:• High commitment to Occupational Health & Safety• Continued adherence to Section 21 Guidance Notes• Adopt industry best practices• Continued migration to NFPA standards and certification2019 Business Plan | Fire and Rescue ServicesPage 92 of 169 14Opportunities• Mandatory Comprehensive Risk Assessment (O.Reg 378/18 – in force July 1, 2019) will help ensure fire department response capability appropriate for fire and life safety risks in the community by considering:• Geographic profile• Building stock profile• Critical infrastructure profile• Hazard profile• Natural hazards• Hazards caused by humans• Technological hazards• Public Safety response profile• Community services profile• Demographic profile• Economic profile• Past loss and event history profile2019 Business Plan | Fire and Rescue ServicesPage 93 of 169 15Opportunities• Continue evolving Emergency Operations Centre (EOC) procedures, based on the Incident Management System (IMS).• Assist industrial and commercial businesses with Continuity of Operations Planning and disaster recovery planning initiatives.• Emergency Operations Centre enhancements, including telecommunications equipment and interoperability equipment.2019 Business Plan | Fire and Rescue ServicesPage 94 of 169 16Opportunities• Build asset management into existing records management system (FirePro). Will provide better equipment end of life projections and accurate billing of consumable materials used at certain emergencies.• Continue to market Fire Communications• Develop Fire Communications partnership prospects and non-core business opportunities.2019 Business Plan | Fire and Rescue ServicesPage 95 of 169 17Future Departmental Directions: 3 year outlook• Enhance EOC Communications and functionality.• Replacement of portable water supply pumps.• Tech Rescue Response support, including Hazardous Materials and Confined Space response capability.• Replace training room desks and chairs.• Continued implementation of Strategic Plan.• Trial & evaluation of Self-Contained Breathing Apparatus (SCBA) prior to 2021 purchase.2019 Business Plan | Fire and Rescue Services2020Page 96 of 169 18Future Departmental Directions: 3 year outlook• Self-Contained Breathing Apparatus (SCBA) replacement, including spare cylinders, Rescue Air Kits, masks, etc. • Replacement of high-volume water supply Large Diameter Hose (LDH).• Continue implementation of Strategic Plan.2019 Business Plan | Fire and Rescue Services2021Page 97 of 169 19Future Departmental Directions: 3 year outlook• Strategic Fire Plan (2019) outlook concluded. Development of Master Fire Plan with 10 year horizon.• Phase 1 of 2 to replace firefighter helmets. (NFPA 1971 standard for protective ensembles)• Tall building (4+ story) firefighting equipment.• Next Generation 9-1-1 (NG9-1-1) mandatory telephone system upgrades.2019 Business Plan | Fire and Rescue Services2022Page 98 of 169 Note 2018 2019 Budget %Note Reference Budget Budget Variance Variance Reference Revenues User Charges (339,000) (362,000) (23,000)7% Total Revenues (339,000) (362,000) (23,000) 6.8% Expenditures Labour 1,023,200 1,114,300 91,100 9% 1 Purchases 233,000 228,700 (4,300)(2%) Contracted Services 94,800 90,800 (4,000)(4%) Contribution to Reserves 45,000 45,000 -0% Interfunctional Adjustments 195,100 266,200 71,100 36% 2 Debt Principal & Interest 22,600 41,600 19,000 84% 2 Total Expenditures 1,613,700 1,786,600 172,900 10.7% Total Net Levy 1,274,700 1,424,600 149,900 11.8% Notes: 1 1/2 Year FTE Request, COLA, Negotiated Labour Increases 2 Fleet Charges, IT Charge Page 20 Page 99 of 169 Note 2018 2019 Budget %Note Reference Budget Budget Variance Variance Reference Revenues Grants (72,800) (72,800) -0% User Charges (315,000) (323,200) (8,200)3% Contribution from Reserves (41,300) (92,000) (50,700)123% 1 Total Revenues (429,100) (488,000) (58,900) 13.7% Expenditures Labour 105,900 107,500 1,600 2% Purchases 78,200 77,600 (600)(1%) Contracted Services 3,120,100 3,273,200 153,100 5% 1 Interfunctional Adjustments 8,900 7,600 (1,300)(15%) Total Expenditures 3,313,100 3,465,900 152,800 4.6% Total Net Levy 2,884,000 2,977,900 93,900 3.3% Notes: 1 Police Contract Increase Page 21 Page 100 of 169 Report Title Building, Planning and By-Law 2019 Business Plan and Operating Budget Details Report No. Tab 8 Author Geno Vanhaelewyn Meeting Type Council Budget Meeting Council Date January 21, 2019 Attachments 2019 Building, Planning and By-Law Business Plan 2019 Building, Planning and By-Law Financial Plan Page 1 / 2 Building, Planning and By-Law RECOMMENDATION That Council receives Tab 8 – 2019 Building, Planning and By-Law Business Plan and Operating Budget Details as information. EXECUTIVE SUMMARY The attached report summarizes the Building, Planning and By-Law Services’ Department requests recommended by the Senior Leadership Team to include in the Town’s 2019 Operating Budget. FINANCIAL IMPACT/FUNDING SOURCE Protection has $210,200 in total requests requiring tax supported funding and Building has no demand on taxation. COMMUNITY STRATEGIC PLAN (CSP) IMPACT 1. Excellence in Local Government ☒ Demonstrate strong leadership in Town initiatives ☒ Demonstrate accountability Page 101 of 169 Page 2 / 2 CAO Report Approval Details Document Title: Tab 8 - Building, Planning and By-Law.docx Attachments: - 2019 Business Plan - Operations Services.pdf - 2019 Building and bylaw Budget Summary.pdf Final Approval Date: Jan 17, 2019 This report and all of its attachments were approved and signed as outlined below: David Calder - Jan 17, 2019 - 10:44 AM Page 102 of 169 Town Of Tillsonburg2019 Business PlanBuilding/Planning/By-LawDecember 17, 2018Page 103 of 169 22019 BusinessObjectives2019 Business Plan | Building/Planning/By-LawItemOwner Project ValueTarget DateImplement Amanda Building Permitting Software SolutionCBO/Oxford County IT $0/Oxford Cty. Q2Building Code Amendments –Notify trades and general public on proposed amendments through handouts, verbal and websiteDCBO $0 OngoingDevelop Post-Disaster Event Protocol/ProceduresCBO $0 Q4By-law Reviews – Noise, Animal Control, TrafficCBO/By-Law $0 Q4Camera Installation @ Library Lane – Monitor Alley DumpingCBO/By-Law $5,000 Q2Central Area Design Study/Traffic By-law -Vehicular/Pedestrian Movement Reconfiguration - Town Centre Mall Rear EntranceCBO $0 (Proposal/Request for 2020 Budget)Q3Page 104 of 169 32019 BusinessObjectives2019 Business Plan | Building/Planning/By-LawItemOwner Project ValueTarget DateCentral Area Design Study –Public Objectives – Alley Connecting WalkwaysCBO $0 (Proposal/Requestfor 2020 Budget)Q3Central Area Design Study –Façade Improvement ProgramCBO/Development Tech.$25,000 fromEconomic Dev’t BudgetQ4Review of Planning Process & ProceduresDevelopment Tech. & Planner$0 Q1Zoning By-Law Review & Housekeeping AmendmentsCounty Planner $0 Q1Review Site Plan Approval By-Law and ProcessCounty Planner $0 Q1Page 105 of 169 4Risks•Increase in population and development activity has increased general inquiries and complaints •Complex development/construction projects along with increased volumes require significant amount of staff time which may result in longer turn around times •Continuing changes and potential 2019 updates to the Ontario Building Code require ongoing staff training and additional time to review permit applications•Ontario Building Code Changes cause frustration for contractors, developers and owners and requires additional staff time to educate•Increase By-Law inquires and complaints resulting from Cannabis Legislation 2019 Business Plan | Building/Planning/By-LawPage 106 of 169 5Opportunities•Improvement of departmental communications to community and development industry creates positive outcomes and transparency•By-Law review provides updates and clarification that are relevant to current public needs•Ongoing code training reduces liability and provides efficiencies •Ongoing review of Central Area Design Study will provide a framework for future opportunity and development of the downtown BIA area•Reducing the number of open permits reduces liability 2019 Business Plan | Building/Planning/By-LawPage 107 of 169 6Future Departmental Directions: 3 year outlook2020•Ontario Building Code – evaluate service review mandated by legislation•Building Services Post-Disaster Preparedness•Central Area Design Study – implement public objectives/recommendations•Central Area Design Study/Traffic By-Law – implement Vehicular/Pedestrian Movement Reconfiguration - Town Centre Mall Rear Entrance•By-Law Reviews 2019 Business Plan | Building/Planning/By-LawPage 108 of 169 7Future Departmental Directions: 3 year outlook2021•Review Permit Submission Web Portal Options & Digital Service Delivery•Central Area Design Study – Public Realm •By-Law Review2019 Business Plan | Building/Planning/By-LawPage 109 of 169 8Future Departmental Directions: 3 year outlook2022•Central Area Design Study•By-Law Review2019 Business Plan | Building/Planning/By-LawPage 110 of 169 Note 2018 2019 Budget %Note Reference Budget Budget Variance Variance Reference Revenues User Charges (77,500) (106,500) (29,000)37% 1 Contribution from Reserves (5,100) - 5,100 (100%) Total Revenues (82,600) (106,500) (23,900) 28.9% Expenditures Labour 231,400 227,200 (4,200)(2%) Purchases 28,400 25,800 (2,600)(9%) Contracted Services 23,000 35,000 12,000 52% 2 Interfunctional Adjustments 28,400 28,700 300 1% Total Expenditures 311,200 316,700 5,500 1.8% Total Net Levy 228,600 210,200 (18,400) (8.0%) Notes: 1 Increased Revenue due to growth 2 Docupet Software Page 9 Page 111 of 169 Note 2018 2019 Budget %Note Reference Budget Budget Variance Variance Reference Revenues User Charges (369,500) (404,800) (35,300)10% 1 Contribution from Reserves (103,100) (81,000) 22,100 (21%) 2 Total Revenues (472,600) (485,800) (13,200) 2.8% Expenditures Labour 391,000 404,300 13,300 3% Purchases 42,300 41,600 (700)(2%) Contracted Services 6,600 6,500 (100)(2%) Interfunctional Adjustments 32,700 33,400 700 2% Total Expenditures 472,600 485,800 13,200 2.8% Total Net Levy Notes: 1 Increased Revenue from Permits 2 Decreased Contribution from Reserves Page 10 Page 112 of 169 Report Title Economic Development and Marketing 2019 Business Plan and Operating Budget Details Report No. Tab 9 Author Cephas Panschow, Development Commissioner Meeting Type Council Budget Meeting Council Date January 21, 2019 Attachments 2019 Economic Development and Marketing Services Business Plan 2019 Economic Development and Marketing Services Financial Plan Page 1 / 2 Economic Development and Marketing 2019 Business Plan and Operating Budget Details RECOMMENDATION That Council receives Tab 9 – Economic Development and Marketing 2019 Business Plan and Operating Budget Details as information. EXECUTIVE SUMMARY The attached report summarizes the Economic Development and Marketing Services’ Department requests recommended by the Senior Leadership Team to include in the Town’s 2019 Operating Budget. FINANCIAL IMPACT/FUNDING SOURCE DCS has $95,000 and Economic Development has $397,100 in total requests requiring tax supported funding. COMMUNITY STRATEGIC PLAN (CSP) IMPACT 1. Excellence in Local Government ☒ Demonstrate strong leadership in Town initiatives ☒ Demonstrate accountability Page 113 of 169 Page 2 / 2 CAO Report Approval Details Document Title: Tab 9 - Economic Development and Marketing.docx Attachments: - 2019 Business Plan - Economic Development Marketing.pdf - 2019 Economic Development Budget Summary.pdf Final Approval Date: Jan 17, 2019 This report and all of its attachments were approved and signed as outlined below: David Calder - Jan 17, 2019 - 10:43 AM Page 114 of 169 Town Of Tillsonburg2019 Business PlanEconomic Development & MarketingDecember 17, 2018Page 115 of 169 22019 BusinessObjectives2019 Business Plan | Economic Development & MarketingItemOwner Budget ValueTarget DateResidential Marketing CampaignEconomic Development & Marketing$26,000 Q1-Q4Downtown Community Improvement Plan (Façade) Business Improvement Association$25,000 Q1-Q4Community Improvement PlanDevelopment Commissioner $20,000 Q1-Q4 Mission to Asia (SOMA) Development Commissioner $10,600 (SOMA Reserve)Q4Economic Development Strategy ReviewDevelopment Commissioner $10,000 (ED Reserve)Q4Downtown Revitalization Development Commissioner /Others$2,000 Q2Hwy 3 Business Park -Determine start of Clearview Dr ConstructionDevelopment Commissioner 2018 Budget Q1-Q4Page 116 of 169 32019 BusinessObjectives2019 Business Plan | Economic Development & MarketingItemOwner Budget ValueTarget DateChamber Sponsorship (Grantfor Gala)Development Commissioner $4,000 Q2Chamber Sponsorship (Awards)Development Commissioner $3,800 Q2Youth Robotics Challenge Development Commissioner $1,000 Q4Bridges to Better Business Development Commissioner $1,000 Q4Service Delivery Review Development Commissioner $0 Q4Vacant 5 year rebates (Commercial/Retail)Development Commissioner $0 Q2Consultations for MallParking Lot Reconfiguration Economic Development & Marketing/Chief Building Official$0 Q1-Q2Manufacturing Acceleration Program – Review/extend MOU with Isah SoftwareDevelopment Commissioner $0 Q1-Q2Western Region Ringette Association – Regional EventMarketing & Communications Officer$0 Q1-Q2Page 117 of 169 4Risks• Growth objectives could be jeopardized with reduced investment in resident attraction• Lost opportunities to partner with key investors in Tillsonburg if Community Improvement Plan funding is decreased• Deterioration in relationship between Town and Japanese owned companies in Tillsonburg• New economy requires updated strategy• Loss of downtown vitality due to lack of funding in downtown revitalization • Service offerings need to reflect new market demands• Support increased sustainability of local manufacturers by exploring trade and innovation between Europe and Canada2019 Business Plan | Economic Development & MarketingPage 118 of 169 5Opportunities• Re-establish partnership with existing and new home builders to launch new marketing campaign for Tillsonburg • Invest in CIP and research to support investment attraction in the downtown• Update strategy for current realities and to drive new activities• Support increased sustainability of local manufacturers by exploring trade and innovation between Europe and Canada2019 Business Plan | Economic Development & MarketingPage 119 of 169 6Future Departmental Directions: 3 year outlook• 2020 • Invest in new applications to support streamlined economic development services• Increase investment in staff to support increased communications demands• 2021• Explore Certified Sites program• Explore Accredited Economic Development Organization (AEDO) program• 20222019 Business Plan | Economic Development & MarketingPage 120 of 169 Note 2018 2019 Budget %Note Reference Budget Budget Variance Variance Reference Revenues User Charges (121,000) (90,000) 31,000 (26%) 1 Total Revenues (121,000) (90,000) 31,000 (25.6%) Expenditures Purchases 82,000 51,000 (31,000)(38%) 1 Interfunctional Adjustments - 4,000 4,000 100% 2 Debt Principal & Interest 130,000 130,000 -0% Total Expenditures 212,000 185,000 (27,000) (12.7%) Total Net Levy 91,000 95,000 4,000 4.4% Notes: 1 Discover Tillsonburg - net levy uneffected 2 Reallocation of IT Charge from Econ Development Page 7 Page 121 of 169 Note 2018 2019 Budget %Note Reference Budget Budget Variance Variance Reference Revenues Grants (12,500) (27,000) (14,500)116% 1 User Charges (93,600) (93,600) -0% Other Revenue - (2,000) (2,000)100% Contribution from Reserves (23,500) (29,400) (5,900)25% 2 Total Revenues (129,600) (152,000) (22,400) 17.3% Expenditures Labour 282,200 294,500 12,300 4% Purchases 117,600 138,600 21,000 18% 3 Contracted Services 25,000 25,000 -0% Contribution to Reserves 76,000 76,000 -0% Interfunctional Adjustments (14,300) (14,000) 300 (2%) Debt Principal & Interest 33,100 29,000 (4,100)(12%) Total Expenditures 519,600 549,100 29,500 5.7% Total Net Levy 390,000 397,100 7,100 1.8% Notes: 1 MAP Project (RED Grant) 2 SOMA Unused Funds 3 MAP Project, Strategy Review Page 8 Page 122 of 169 Report Title Hydro Operations 2019 Business Plan and Operating Budget Details Report No. Tab 10 Author Ian McKenzie, General Manager Hydro Operations Meeting Type Council Budget Meeting Council Date January 21, 2019 Attachments 2019 Hydro Operations Business Plan 2019 Hydro Operations Financial Plan Page 1 / 2 Hydro Operations RECOMMENDATION That Council receives Tab 10 – Hydro Operations 2019 Business Plan and Operating Budget Details as information. EXECUTIVE SUMMARY The attached report summarizes the Hydro Operations impact as approved by the Board of Tillsonburg Hydro Inc. and recommended by the Senior Leadership Team to include in the Town’s 2019 Operating Budget. FINANCIAL IMPACT/FUNDING SOURCE Through a dividend, the Town as shareholder of Tillsonburg Hydro will receive a dividend of $200,000. 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 Page 123 of 169 Page 2 / 2 CAO Report Approval Details Document Title: Tab 10 - Hydro Operations.docx Attachments: - 2019 Business Plan- Hydro Operations_Final.pdf - Hydro operations Budget Summary.pdf Final Approval Date: Jan 17, 2019 This report and all of its attachments were approved and signed as outlined below: David Calder - Jan 17, 2019 - 10:43 AM Page 124 of 169 Town Of Tillsonburg2019 Business PlanHydro OperationsDecember 17, 2018Page 125 of 169 22019 BusinessObjectives2019 Business Plan | Hydro OperationsItemOwner Budget ValueTarget DateCustomer Satisfaction Survey General Manager –Hydro Operations$20,000 Q1Environmental Assessment (MS2 Land, behind CSC building)General Manager –Hydro Operations$11,000 Q2 – Q3Fuse Coordination Study General Manager –Hydro Operations$10,000 Q2 – Q3New Customer Engagement Portal -Paperless Billing Tree Program (Portal Installed in Q4 2018)Director of FinanceDirector of RCPGM Hydro Ops$2,000 Q1 – Q4Hydro Operations – Inspections (Poles / Transformers / Meters) General Manager –Hydro Operations$70,000 Q1 – Q3IT – Cyber Security Plan for THI and TownDirector of FinanceGM Hydro Ops$25,000 Q2Page 126 of 169 32019 Capital Summary2019 Business Plan | Hydro OperationsItemDepartment Project ValueTarget DateSystem Access – Customer Driven InitiativesHydro Operations $532,000 2019System Renewal – Replacement / Refurbishment of PlantHydro Operations $1,504,000 2019System Service – Future Growth RequirementsHydro Operations $527,000 2019Page 127 of 169 4Risks• IT• Cyber attacks against municipal governments are on the rise and a good plan and proper safeguards will better protect the Town• Regulatory requirement to identify current state and solutions moving forward2019 Business Plan | CorporatePage 128 of 169 5Opportunities• Large 2019 Capital Expenditures• Removal of 4kV distribution network leading to lower level of line losses in infrastructure and minimizing customer outages through options for redundant supply system planning• Fleet• Renewal of fleet – better equipment to be utilized by Lines Crew• Updated Customer Satisfaction Survey• Gather feedback from customers to understand current level of service and areas for improvement• Customer Engagement / Paperless Billing • Increase tree coverage in Tillsonburg• Increase utilization of paperless billing – cost savings / ecological benefit2019 Business Plan | Hydro OperationsPage 129 of 169 6Future Departmental Directions: 3 year outlook• 2020 / 2021 / 2022• Continued system renewal and modernization2019 Business Plan | Hydro OperationsPage 130 of 169 Note 2018 2019 Budget %Note Reference Budget Budget Variance Variance Reference Revenues User Charges (28,000) - 28,000 (100%) Other Revenue (150,000) (200,000) (50,000)33% 1 Total Revenues (178,000) (200,000) (22,000) 12.4% Expenditures Labour 11,000 - (11,000)(100%) Purchases 15,200 - (15,200)(100%) Contracted Services 5,000 - (5,000)(100%) Total Expenditures 31,200 - (31,200) (100.0%) Total Net Levy (146,800) (200,000) (53,200) 36.2% Notes: 1 Increased Dividend Page 7 Page 131 of 169 Report Title Enabling Accessibility Grant Updates Report No. RCP 19-02 Author Rick Cox, Director of Recreation, Culture & Parks Meeting Type Council Budget Meeting Council Date January 17, 2019 Attachments  Letter to Tillsonburg re OSR Bridge  Amended Agreement for EAF Project 1511576  Agreement for EAF Project 1591684 Page 1 / 4 Enabling Accessibility Grant Updates RECOMMENDATION THAT Council receives Report RCP 19-02 – Enabling Accessibility Grant Updates; AND THAT Council authorizes the Mayor and Clerk to sign the Amended Agreement with the Government of Canada for EAF Project 1511576 which provides an extension to the project period, shifts the project from the overpass location to the Broadway crossing, and gives pre- budget approval to execute the project; AND THAT Council authorizes the Mayor and Clerk to sign the Agreement with the Government of Canada for EAF Project 1591684 to improve auditory accessibility at various Town facilities; AND THAT the 2019 draft budget and RCP workplan be amended to include Project X97 at a cost of $75,000, including the Enabling Accessibility Grant of $48,750 and funding from the 2019 Asset Management program of $26,250, with pre-budget approval to execute the project. EXECUTIVE SUMMARY The Town has been successful in securing Enabling Accessibility Fund grants from both the 2017 and 2018 application intakes. This report requests Council authorization to sign the amending agreement with the Government of Canada regarding the timing and location of Project 1511576 (barrier-free rail trail connection), authorization to sign the funding agreement with the Government of Canada to execute Project 1591684 (auditory accessibility enhancements), and authorization to amend the 2019 draft budget and RCP workpla n to include the new project. By signing these agreements, Council is committing the Town to execute the projects and therefore giving pre-budget approval for that work to proceed. BACKGROUND Project 1511576 – Connecting to Canada In 2017, the Town of Tillsonburg submitted an application to the Enabling Accessibility Fund (EAF) to create a barrier-free connection between two railtrails maintained by the Town, one of which is the Oxford – Tillsonburg stretch of the Trans-Canada Trail. The application was successful and the project was included in the 2018 capital budget and RCP workplan. After the project design was complete but before procurement of the construction had started, Oxford Page 132 of 169 Page 2 / 4 Enabling Accessibility Grant Updates County staff indicated that there was a strong possibility that a d ecision to remove the existing overpass bridge would be made during 2018. Town staff delayed procurement of the construction of the barrier-free connection until the County decision was made, as the removal of the bridge would address the barrier-free requirement. Once the County decision to remove the bridge was finalized, Town staff sought permission from the EAF program to redirect the funding to a similar project and extend the project timeline. The attached Amending Agreement changes the project completion date to December 31, 2019 and shifts the project focus from the overpass location to the Broadway crossing location. By authorizing the amended agreement, Council is also committing to the amended project, which essentially gives pre-budget approval for the project. As a result staff can proceed sooner with making the required submissions for approval from the Ministry of Transport (MTO) for the work to be done on a King’s Highway. Project 1591684 – Community Inclusion In 2018, the Town submitted an application to the EAF program to enhance the auditory accessibility in select Town facilities. The project description included with the approved application states: The main objective of this project is to address audibility barriers in several Town-owned and operated facilities. Specifically, auditory assistant technology is planned for the Town Museum program room (Annandale NHS), the Town Council Chambers, the Lions Auditorium and the Tillsonburg Senior Centre event room. These spaces have b een identified as having inadequate acoustics resulting in the creation of auditory barriers for patrons affected by auditory impairments. All of these facilities host many programs, meetings and events at which those affected by auditory impairments are in attendance. The project was not included in the draft budget presented to Council as there had not yet been a decision about the grant. The project has now received funding approval from Employment and Social Development Canada. The attached Agreement requires the Town to complete the project between February 1, 2019 and January 31, 2020. If Council approves the Agreement, the project will need to be added to the 2019 budget and RCP workplan. In addition, by approving the Agreement, Council is committing the Town to execute the project and essentially giving pre -budget approval to begin procurement of the work. FINANCIAL IMPACT/FUNDING SOURCE The approval of the EAP program was required in order for the $50,000 grant funding to be shifted from the redundant project at the overpass location to the Broadway PXO project. The 2019 draft budget reflects this change. The approval for the auditory accessibility enhancement project was received the week of January 7, 2019. With Council approval, the $75,000 project cost can be incorporated into the 2019 draft budget. The funding source s will reflect the Enabling Accessibility Grant for $48,750, with the Town’s contribution of $26,250 funded from the unallocated portion of the 2019 Asset Management taxation component. Page 133 of 169 Page 3 / 4 Enabling Accessibility Grant Updates 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 ☐ Provide diverse retail services in the downtown core ☐ Provide appropriate education and training opportunities in line with Tillsonburg’s economy 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 Page 134 of 169 Page 4 / 4 Enabling Accessibility Grant Updates Report Approval Details Document Title: RCP 19-03 - Enabling Accessibility Grant Updates.docx Attachments: Final Approval Date: Jan 14, 2019 This report and all of its attachments were approved and signed as outlined below: Dave Rushton - Jan 14, 2019 - 8:21 AM Page 135 of 169 Page 136 of 169 Page 137 of 169 Page 138 of 169 Page 139 of 169 Page 140 of 169 Page 141 of 169 Page 142 of 169 Page 143 of 169 Page 144 of 169 Page 145 of 169 Page 146 of 169 Page 147 of 169 Page 148 of 169 Page 149 of 169 Page 150 of 169 Page 151 of 169 Report Title Draft Results for Aquatics Facility Survey Report No. RCP 19-04 Author Rick Cox, Director of Recreation, Culture & Parks Meeting Type Council Budget Meeting Council Date January 17, 2019 Attachments Draft Survey Results Page 1 / 3 Draft Results for Aquatics Facility Survey RECOMMENDATION THAT Council receives Report RCP 19-04 – Draft Results for Aquatics Facility Survey for information. EXECUTIVE SUMMARY At the Council Budget Meeting on January 7, 2019, Council requested to see the results from the survey carried out during December 2018 as soon as possible. The attached draft includes preliminary summary analysis of the survey results. The final report is expected by the end of January, 2019. 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 ☐ Provide diverse retail services in the downtown core ☐ Provide appropriate education and training opportunities in line with Tillsonburg’s economy 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 Page 152 of 169 Page 2 / 3 CAO Page 153 of 169 Page 3 / 3 CAO Report Approval Details Document Title: RCP 19-04 - Draft Results for Aquatics Facility Survey.docx Attachments: - RCP 19-04 - ATT 01 - Aquatics Survey Summary_DRAFT_Jan9.pdf Final Approval Date: Jan 14, 2019 This report and all of its attachments were approved and signed as outlined below: Dave Rushton - Jan 14, 2019 - 11:08 AM Page 154 of 169 Community Input Received The consultation period spanned a six-week period between November 21, 2018 and January 1, 2019, consisting of the following feedback opportunities: 1. Community Survey 2. Online & Emailed Feedback 3. Aquatics Staff Workshop A summary of themes from each consultation activity is summarized in the pages that follow. Community Survey Survey Sample Characteristics The community survey generated responses from 652 individuals, noting that the total number of responses per question varied (i.e. respondents were not obligated to answer any particular question). The survey sample was comprised of both Tillsonburg residents (78%) and non-residents (22%), were more likely to be female (82%), and 58% reported an annual household income over $75,000. The average age of survey respondents was 44 years and reported an average of 2.2 persons per household, slightly younger than the Census average age for the Town (46 years) and the same as the Census average household size. Greater than four out of every five responses (83%) were received from individuals that have used the Tillsonburg Community Centre indoor pool during the past year. Conversely, 54% of respondents visited the Lake Lisgar Waterpark over the past twelve years. When expanded to visits over the past two years, 57% of survey respondents visited the Tillsonburg Community Centre indoor pool more than 16 times while 68% of responses visited the Lake Lisgar Waterpark less than 6 times. Overall Experience at Tillsonburg Aquatics Facilities More than three out of four respondents’ reported being satisfied with their last visit to the Tillsonburg Community Centre indoor pool (77%). The Lake Lisgar Waterpark received a slightly lower, but nonetheless adequate, satisfaction rating of 61%. 30% 16% 47%45% 10%12%10% 18% 3% 9% 0% 10% 20% 30% 40% 50% Tillsonburg Community Centre Indoor Pool Lake Lisgar WaterparkPercentage of ResponsesSatisfaction Ratings for Indoor & Outdoor Aquatic Facilities Very Satisfied Somewhat Satisfied Neutral Somewhat Unsatisfied Very Unsatisfied Page 155 of 169 Reasons for Not Visiting a Tillsonburg Aquatic Facility For the 96 survey respondents that had not visited the Tillsonburg Community Centre indoor pool in the past year, 23% reported the reason as being that programs were not offered at a time convenient to them while another 20% were simply not interested in swimming. Other reasons receiving between included those that felt the design of the pool is outdated, programs were too expensive, or that they did not know enough about the indoor pool or its programs (these other reasons each amounted to between 10% and 12% of responses). Among the 239 respondents reporting that they did not use the Lake Lisgar Waterpark in the past year, 34% indicated that admission is too expensive or that they prefer to use free splash pads found within parks (in other municipalities). Another 19% stated that the facility is too busy while 12% indicated that they are not interested in swimming or waterplay. Importance of Selected Indoor Aquatic Activities & Amenities Respondents prioritized a number of indoor aquatic programs and activities. Frequently cited examples of activities that were somewhat important or very important included swimming lessons (90%), leisure swims (88%), lifeguarding and leadership programs (85%), aquafit (84%), and family/parent-tot swims (83%). Within an indoor pool setting, survey respondents were most likely to place importance on deepwater (84% rated this as somewhat or very important), special needs and accessibility features (83%), warm water (83%) and family changerooms (82%). In total, 86% of respondents indicated that they would likely use the Tillsonburg Community Centre indoor pool more frequently than they do at present if it were modernized/enhanced with amenities that were appealing to themselves. Importance of Selected Outdoor Aquatic Activities & Amenities Respondents also prioritized a number of outdoor aquatic programs and activities. Whereas respondents placed strong priority on lessons and aquatic leadership in an indoor pool setting, this was less so for outdoor pools. Instead, respondents placed the greatest importance on waterplay programs and activities with 83% rating outdoor waterplay as somewhat important or very important. Another 78% stated some level of importance for leisure swims and family/parent-tot swims (76%), which were followed by aquatic leadership and lessons (64% and 52%, respectively). Within an outdoor aquatics setting, survey respondents were most likely to place importance on shaded areas (93% rated this as somewhat or very important), family changerooms (85%), on-deck viewing space (84%), zero-depth entry (83%), and special needs and accessibility features (82%). In total, 86% of respondents indicated that they would likely use the Lake Lisgar Waterpark more frequently than they do at present if it were modernized/enhanced with amenities that were appealing to themselves. Values and Future Directions Respondents were asked to state their level of agreement or disagreement with a number of value statements and potential future directions to be contemplated. The following is a summary • 97% agreed in some form that it is important that the indoor pool at the Tillsonburg Community Centre continues to serve current and future residents; another 96% agreed that the indoor pool is an important part of the quality of life that is afforded in Tillsonburg. Page 156 of 169 • By comparison, 83% agreed in some form that it is important that the Lake Lisgar Waterpark should continue to serve current and future residents while 82% agreed that it is an important part of the quality of life that is afforded in Tillsonburg. • 89% of respondents agreed that the indoor pool provides a fun and enjoyable experience compared to 85% that agreed with the same for the Lake Lisgar Waterpark. • 87% agreed with the preliminary thought of expanding the Tillsonburg Community Centre’s indoor aquatic pool to allow new types of activities to be offered while 78% agreed in principle with the idea of refurbishing the Lake Lisgar Waterpark to bring it up to a modern level of quality. • 86% agreed that the indoor pool provides their household with good value in relation to its program and admission fees (8% disagreed in some form); by comparison, 70% agreed that Lake Lisgar Waterpark provides good value in relation to its admission rate (15% disagreed in some way). • 71% agree that the indoor pool is accessible to persons with disabilities, seniors, families with young children and others with special needs (18% disagree in some form); by comparison 80% of responses agree with the same for the Lake Lisgar Waterpark (6% disagreed). • While over half of responses (53%) support replacing Lake Lisgar Waterpark with an expanded indoor aquatic centre at the Tillsonburg Community Centre, this concept also generated the highest level of disagreement with 34% somewhat or strongly disagreeing with such direction (14% neither agreed nor disagreed). For additional information regarding the community survey, the complete summary of tabulated survey responses is contained in Appendix A. Page 157 of 169 Appendix A: Community Survey Results Page 158 of 169 Tillsonburg Community Centre & Indoor Aquatics 1. Has anybody in your household used the indoor pool located inside the Tillsonburg Community Centre during the past year? # % Yes 538 83% No 114 17% Total 652 2. If you answered “No” to the previous question, please tell us what has prevented you from swimming here (select up to two reasons). # % Programs are not offered at the convenient time 24 23% Not interested in swimming 21 20% Programs are too expensive 13 12% I don't know enough about the pool or its programs 12 11% The pool design is outdated 11 10% Cleanliness of the pool or changerooms is not up to my level of expectation 11 10% Programs are too busy 9 8% No longer able to swim due to health condition / injury 6 6% The pool is located too far away from my home or place of work 6 6% The water temperature is uncomfortable 5 5% The pool is not fully accessible for persons with disabilities or limited mobility 4 4% There are no family changerooms 3 3% Don't know how to swim 1 1% Not enough parking 1 1% Don't Know 10 Number of People Answering 96 Other Reasons − Lack of Time (4) − Have my own pool (2) − Not a Tillsonburg resident (2) − Age-related limitation − Just moved to Tillsonburg − Cannot go with my young children Page 159 of 169 3. How would you rate your overall experience during your last visit to the Tillsonburg Community Centre's indoor pool? # % Very Satisfied 158 30% Somewhat Satisfied 251 47% Neither Satisfied or Unsatisfied 53 10% Somewhat Unsatisfied 51 10% Very Unsatisfied 18 3% I Have Never Used the Pool 1 0% Don’t Know / Unsure 1 0% Total 532 4. Please rate how important the following types of aquatic activities are to you in an indoor pool setting. Not Important at All / Not Important Neutral Somewhat Important / Very Important Total # % # % # % Swimming Lessons 38 7% 21 4% 507 90% 566 Leisure Swims 21 4% 48 9% 490 88% 559 Lifeguarding / Leadership Programs 38 7% 46 8% 473 85% 557 Aquatic Fitness (Aquafit) Programs 36 6% 58 10% 479 84% 573 Family / Parent and Tot Swims 52 9% 44 8% 460 83% 556 Therapeutic Programs 42 8% 78 14% 437 78% 557 Water Play (Shallow Water) 77 14% 76 14% 398 72% 551 Competitive Swimming (Masters, Swim Teams, etc.) 108 20% 126 23% 308 57% 542 Lane Swimming 112 20% 127 23% 313 57% 552 Aquatic Sports (e.g., Synchro, Water Polo, etc.) 106 20% 142 26% 292 54% 540 Platform Diving 177 33% 171 32% 189 35% 537 Scuba Diving 204 38% 186 35% 143 27% 533 Other Activities − Aqua Jogging & Bicycling (2) − Fun swims − Community swims − Special Needs programs − Free swims Page 160 of 169 5. Please rate how important the following types of aquatic amenities are to you in an indoor pool setting. Not Important at All / Not Important Neutral Somewhat Important / Very Important Total # % # % # % Deepwater 36 6% 56 10% 481 84% 573 Special Needs / Accessibility Features 37 6% 58 10% 480 83% 575 Warm Water (30 degrees Celsius or 86 degrees Fahrenheit) 53 9% 46 8% 484 83% 583 Family Changerooms 52 9% 49 9% 475 82% 576 On-deck Viewing Space 87 15% 87 15% 402 70% 576 Ramp / Beach / Zero Depth Entry 114 20% 102 18% 347 62% 563 Hot Tub 214 37% 104 18% 254 44% 572 Waterslide 212 37% 109 19% 247 43% 568 Interactive Spray Features in the Pool 227 40% 125 22% 219 38% 571 Other Amenities − Larger/better changerooms (5) − Therapeutic pool (2) − Better viewing area (2) − Clean and welcoming areas − Competition sport designs/features − Non-slip flooring − Float belts for deep-water exercise − Food concession 6. If the indoor pool at the Tillsonburg Community Centre is modernized or enhanced with some of the amenities or activities that you chose in the previous questions, how likely would your household be to USE THE POOL MORE OFTEN than you do right now? # % Very Likely 324 55% Likely 180 31% Neither Likely or Unlikely 46 8% Unlikely 18 3% Very Unlikely 14 2% I Have Never Used the Indoor Pool Before 2 0% Total 584 Page 161 of 169 Lake Lisgar Waterpark & Outdoor Aquatics 7. Has anybody in your household used the Lake Lisgar Waterpark during the past year? # % Yes 320 54% No 273 46% Total 593 8. If you answered “No” to the previous question, please tell us what has prevented you from swimming here (select up to two reasons). # % The Waterpark is too busy 46 19% Prefer to use a free splash pad in a park 45 19% Admission is too expensive 36 15% Not interested in swimming / waterplay 28 12% The Waterpark design is outdated 20 8% Cleanliness of the Waterpark or changerooms is not up to my level of expectation 19 8% The water temperature is uncomfortable 15 6% The Waterpark was closed for maintenance when I wanted to use it 15 6% I don't know enough about the Water Park 9 4% No longer able to swim due to health condition / injury 5 2% Don't know how to swim 4 2% The Waterpark is not fully accessible for persons with disabilities or limited mobility 4 2% Not enough parking 4 2% Prefer to use privately operated Waterparks (e.g., East Park in London) 4 2% The Waterpark is located too far from my home or place of work 4 2% There are no family changerooms 4 2% Don't Know 30 Number of People Answering 239 Other Reasons − Don’t have children / grandchildren that would use it (17) − Only participate in lane swims or aquafit (6) − Too “old” to use a waterpark (6) − My children are too young (5) − Hours of operation do not work for me (5) − Have my own pool (5) − My children are too old for it (4) − Prefer to use indoor pools (3) − Too busy (2) − Just moved to Tillsonburg − Not enough waterplay features − No aquafit programs are offered − Too many unsupervised youth Page 162 of 169 9. How would you rate your overall experience during your last visit to the Lake Lisgar Waterpark? # % Very Satisfied 50 16% Somewhat Satisfied 143 45% Neither Satisfied or Unsatisfied 37 12% Somewhat Unsatisfied 58 18% Very Unsatisfied 30 9% I Have Never Used the Waterpark 3 1% Don’t Know / Unsure 1 0% Total 322 10. Please rate how important the following types of aquatic activities are to you in an outdoor pool setting. Not Important at All / Not Important Neutral Somewhat Important / Very Important Total # % # % # % Water Play (Shallow Water) 58 11% 31 6% 448 83% 537 Leisure Swims 63 12% 54 10% 414 78% 531 Family / Parent and Tot Swims 72 13% 57 11% 408 76% 537 Lifeguarding / Leadership Programs 94 18% 98 18% 341 64% 533 Swimming Lessons 155 29% 106 20% 279 52% 540 Aquatic Fitness (Aquafit) Programs 175 33% 121 23% 241 45% 537 Competitive Swimming (Masters, Swim Teams, etc.) 253 49% 158 30% 109 21% 520 Lane Swimming 284 54% 133 25% 107 20% 524 11. Please rate how important the following types of aquatic amenities are to you in an outdoor pool setting. Not Important at All / Not Important Neutral Somewhat Important / Very Important Total # % # % # % Shade / Sun-Shelters 23 4% 13 2% 501 93% 537 Family Changerooms 45 8% 35 7% 453 85% 533 On-deck Viewing Space 54 10% 33 6% 445 84% 532 Beach / Zero Depth Entry 56 10% 35 7% 443 83% 534 Special Needs / Accessibility Features 44 8% 49 9% 437 82% 530 Waterslide 70 13% 42 8% 420 79% 532 Interactive Spray Features in the Pool 63 12% 53 10% 420 78% 536 Warm Water (30 degrees Celsius or 86 degrees Fahrenheit) 58 11% 81 15% 396 74% 535 Concessions / Food Area 76 14% 72 13% 388 72% 536 Inflatable Toys 110 21% 57 11% 366 69% 533 Page 163 of 169 Not Important at All / Not Important Neutral Somewhat Important / Very Important Total # % # % # % Deepwater 100 19% 89 17% 345 65% 534 12. If Lake Lisgar Waterpark is modernized or enhanced with some of the amenities or activities that your chose in the previous questions, how likely would you household be to use the Waterpark more often than you do right now? # % Very Likely 225 40% Likely 180 32% Neither Likely or Unlikely 74 13% Unlikely 26 5% Very Unlikely 31 5% I Have Never Used the Waterpark Before 17 3% Don’t Know / Unsure 15 3% Total 553 Statements regarding Indoor and Outdoor Aquatics 13. Please rate your level of agreement with each of the following statements. Strongly Disagree / Somewhat Disagree Neutral Strongly Agree / Somewhat Agree Total # % # % # % Tillsonburg Community Centre It is important to me and my household that the Tillsonburg Community Centre’s indoor swimming pool continues to serve current and future residents of Tillsonburg. 10 2% 8 1% 540 97% 558 The Tillsonburg Community Centre’s indoor pool is an important part of the quality of life for the Town as a whole. 4 1% 21 4% 532 96% 557 I support the refurbishment of the Tillsonburg Community Centre’s existing indoor pool to bring it and its supporting features up to a modern level of quality. 23 4% 34 6% 490 90% 547 The Tillsonburg Community Centre’s indoor pool provides a fun and enjoyable aquatic experience. 21 4% 38 7% 489 89% 548 Page 164 of 169 Strongly Disagree / Somewhat Disagree Neutral Strongly Agree / Somewhat Agree Total # % # % # % I support the expansion of the Tillsonburg Community Centre’s indoor pool and supporting features to allow new types of aquatic programs and activities to be offered. 34 6% 35 6% 481 87% 550 The Tillsonburg Community Centre’s indoor pool provides my household with good value in relation to its program and admission fees. 41 8% 33 6% 472 86% 546 The Tillsonburg Community Centre’s indoor pool is accessible to persons with disabilities, seniors, families with young children, and others with special needs. 96 18% 58 11% 370 71% 524 Lake Lisgar Waterpark The Lake Lisgar Waterpark provides a fun and enjoyable outdoor aquatic experience. 28 5% 51 10% 452 85% 531 It is important to me and my household that the Lake Lisgar Waterpark continues to serve current and future residents of Tillsonburg. 36 7% 55 10% 458 83% 549 The Lake Lisgar Waterpark is an important part of the quality of life for the town as a whole. 21 4% 74 14% 446 82% 541 The Lake Lisgar Waterpark is accessible to persons with disabilities, seniors, families with young children, and others with special needs. 31 6% 66 14% 390 80% 487 I support the refurbishment of the lake Lisgar Waterpark to bring its existing pool and supporting features up to a modern level of quality. 48 9% 68 13% 420 78% 536 The Lake Lisgar Waterpark provides good value in relation to its admission rate. 76 15% 75 15% 360 70% 511 I support replacing the Lake Lisgar Waterpark with an expanded indoor aquatic centre at the Tillsonburg Community Centre (that is, having one centralized location for aquatic programs and waterplay is preferable to having two separate locations). 180 34% 74 14% 281 53% 535 Characteristics of Survey Respondents Page 165 of 169 14. In what year were you born? # % 1990 and After 83 15% 1980 - 1989 178 33% 1970 - 1979 115 21% 1960 - 1969 68 12% 1950 - 1959 63 12% 1940 - 1949 30 5% 1930 - 1939 10 2% Total 547 Average Age 44 15. Please indicate the number of people in the following age groups that currently live in your household. Age Group # % 0 to 4 years 177 15% 5 to 9 years 166 14% 10 to 19 years 171 14% 20 to 34 years 199 17% 35 to 54 years 296 25% 55 to 69 years 128 11% 70+ years 55 5% Number of People Answering 551 Total Persons Reported 1,192 Persons Per Household 2.2 16. How many times have you visited the Tillsonburg Community Centre indoor pool and the Lake Lisgar Waterpark during the past two years? Tillsonburg Community Centre Indoor Pool # % 0 times 42 8% 1 to 5 times 88 16% 6 to 15 times 102 19% 16 to 30 times 86 16% 30+ times 220 41% Don’t Know / Unsure 5 1% Total 538 Lake Lisgar Waterpark # % 0 times 163 30% 1 to 5 times 204 38% 6 to 15 times 91 17% Page 166 of 169 16 to 30 times 44 8% 30+ times 31 6% Don’t Know / Unsure 3 1% Total 533 17. As an optional question, please indicate the range applicable to your household's annual income. # % Less than $35,000 32 8% $35,000 to $74,999 130 33% $75,000 to $124,999 146 37% $125,000 and over 84 21% Number of People Answering 392 Don't Know / Prefer Not to Answer 122 18. As an optional question, please indicate your gender. # % Male 87 17% Female 431 82% Non-Binary/Other 5 1% Total 523 19. Are you a Tillsonburg resident? # % Yes 438 78% No 120 22% Total 558 Page 167 of 169 20. If you are not a Tillsonburg resident, please indicate where you are visiting us from. # % Norwich, Norfolk County, or Thames Centre 54 46% Southwest Oxford 25 21% Bayham 17 14% Aylmer 7 6% Malahide 5 4% London 3 3% Woodstock 2 2% Brant County 1 1% Zorra Township 1 1% Other (please specify) 3 Answered 118 Other Municipalities − St. Thomas − East Zorra-Tavistock − Greater Toronto Area Page 168 of 169 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW NUMBER 4256 BEING A BY-LAW to confirm the proceedings of Council at its meeting held on the 21st 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 21, 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 21st DAY OF JANUARY, 2019. READ A THIRD AND FINAL TIME AND PASSED THIS 21st DAY OF JANUARY, 2019. ________________________________ MAYOR – Stephen Molnar ________________________________ TOWN CLERK – Donna Wilson Page 169 of 169