190219 Budget Council Meeting AgendaThe Corporation of the Town of Tillsonburg
COUNCIL BUDGET MEETING
AGENDA
Tuesday, February 19, 2019
4:30 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 Tuesday, February 19,
2019, be adopted.
3.Moment of Silence
4.Disclosures of Pecuniary Interest and the General Nature Thereof
5.Adoption of Council Minutes of Previous Meeting
Proposed Resolution #2
Moved By: ________________
Seconded By: ________________
THAT the Minutes of the Council Budget Meeting of January 29, 2019, be approved.
6.Staff Reports
6.1 FIN 19-06 - Summary of 2019 Budget Changes to January 29, 2019
Proposed Resolution #3
Moved By: ________________
Seconded By: ________________
THAT Council receives Report FIN 19 -06 Summary of 2019 Budget Changes to
January 29, 2019, as information;
AND THAT the 2019 Budget and Business Plans be brought forward at the February
28, 2019 Council Meeting for consideration.
6.2 FRS 19-01 - Budget Issue Paper: Strategic Plan Implementation & Costing Analysis
Proposed Resolution #4
Moved By: ________________
Seconded By: ________________
THAT Report FRS 19-01 Budget Issue Paper: Strategic Plan Implementation &
Costing Analysis is received, as information;
AND THAT the Fire Chief is directed to implement the Recommendations as
contained within the Fire Services Strategic Planning Committee Final Report dated
November, 2018.
6.3 RCP 19-11 - Station Arts Building Order Compliance
Proposed Resolution #5
Moved By: ________________
Seconded By: ________________
THAT Council receives Report RCP 19-11 Station Arts Building Compliance;
AND THAT Council gives pre-budget approval for up to $20,000 from reserves for
staff to proceed with assembling the necessary design work to apply for a building
permit by April 1, 2019;
AND THAT Council approves Option 2 - With sprinklers to meet the requirements of
Unsafe Building Order UBO 10-15-2018.
7.Motions/Notice of Motions for which Previous Notice Was Given
7.1 Councillor Rosehart
Proposed Resolution #6
Moved By: ________________
Seconded By: ________________
THAT the Town contract the grass cutting at the cemetery in order to improve the
operational standards at the cemetery.
Proposed Resolution #7
Moved By: ________________
Seconded By: ________________
THAT The Concert Series in the Amount of $12,000 be removed from the 2019
Budget.
Page 2 of 42
Proposed Resolution #8
Moved By: ________________
Seconded By: ________________
THAT The FTE Financial Coordinator position be removed from the 2019 Budget
Proposed Resolution #9
Moved By: ________________
Seconded By: ________________
THAT The Fire Prevention Officer Coordinator position be removed from the 2019
Budget.
Proposed Resolution #10
Moved By: ________________
Seconded By: ________________
That project X06 – Gibson Pedestrian Bridge Removal from the 2019 Budget.
Proposed Resolution #11
Moved By: ________________
Seconded By: ________________
THAT The Health & Safety Coordinator position be removed from the 2019 Budget.
Proposed Resolution #12
Moved By: ________________
Seconded By: ________________
THAT Project X51 Replace 81924G Loader be removed from the 2019 budget.
Proposed Resolution #13
Moved By: ________________
Seconded By: ________________
THAT The Transportation Coordinator position be removed from the 2019 Budget.
Proposed Resolution #14
Moved By: ________________
Seconded By: ________________
THAT Project X16 Public Works Yard Assessment in the amount of $75,000 be
removed from the 2019 budget.
Proposed Resolution #15
Moved By: ________________
Seconded By: ________________
THAT the Volunteer Appreciation Event be held once during the final year of the term
of Council ;
AND THAT the $10,000 designated for this event in the 2019 budget be removed.
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Proposed Resolution #16
Moved By: ________________
Seconded By: ________________
THAT the Manager of Recreation Programs & Services position be reviewed and not
be filled at this time.
7.2 Councillor Gilvesy
Proposed Resolution #17
Moved By: ________________
Seconded By: ________________
THAT the 2019 Draft Budget be brought back for council’s consideration with a 1.8%
levy increase which represents a reduction of 1% from the current proposed budget;
AND THAT no additional funds shall be derived from reserves or debentured to cover
this reduction in the 2019 Budget;
AND THAT a budget meeting be set for ___________ 2019.
8.Motions/ Notice of Motions
9.Confirm Proceedings By-law
Proposed Resolution #18
Moved By: ________________
Seconded By: ________________
THAT By-Law 4273, To Confirm the Proceedings of the Council Meeting held on February
19, 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 #19
Moved By: ________________
Seconded By: ________________
THAT the Council Budget Meeting of Tuesday, February 19, 2019, be adjourned at ___ p.m.
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1
MINUTES
Tuesday, January 29, 2019
9:00 AM
Council Chambers
200 Broadway, 2nd Floor
Regrets: Mayor Molnar
Deputy Mayor Beres
Councillor Esseltine
Councillor Gilvesy
Councillor Luciani
Councillor Parker
Councillor Rosehart
Regrets: David Calder, CAO
Donna Wilson, Town Clerk
Kevin De Leebeeck, Director of Operations
Dave Rushton, Director of Finance
Rick Cox, Director of Recreation, Culture and Parks
Jeff Smith, Fire Chief
_____________________________________________________________________
1. Call to Order
THAT the meeting be called to order at 9:00 a.m.
2. Adoption of Agenda
Resolution # 1
Moved By: Councillor Rosehart
Seconded By: Councillor Gilvesy
THAT the Agenda as prepared for the Council Budget Meeting of Tuesday
January 29, 2019, be adopted
Carried
3. Moment of Silence
Page 5 of 42
2
4. Disclosures of Pecuniary Interest and the General Nature Thereof
No disclosures of pecuniary interest were declared.
5. Adoption of Council Minutes of Previous Meeting
Resolution # 2
Moved By: Councillor Gilvesy
Seconded By: Councillor Rosehart
THAT the Minutes of the Council Budget Meeting of January 24, 2019 be
approved.
Carried
6. 2019 Municipal Budget and Business Plans
6.1 FIN 19-05 Parked Budget Items
Resolution # 3
Moved By: Councillor Parker
Seconded By: Councillor Esseltine
THAT Council receives Report FIN 19-05, Parked Budget Items, as
information.
Carried
6.2 Memo - 2019-01-25 - potential cost to install a splash pad at
LLWP.complete
Discussion took place regarding the possibility of receiving/applying for a
Trillium Grant.
Staff to look at maintenance costs regarding a splash pad.
Resolution # 4
Moved By: Councillor Esseltine
Seconded By: Councillor Parker
THAT Council receives Memo - Potential Cost to Install a Splash Pad, as
information.
Carried
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3
6.3 Memo - 2019-01-25 - potential demolition costs for LLWP and
Summer Place
Resolution # 5
Moved By: Deputy Mayor Beres
Seconded By: Councillor Esseltine
THAT Council receives Memo - potential demolition costs for LLWP and
Summer Place, as information.
Carried
7. Pre Budget Approval Requests
7.1 OPS 18 - Operations Capital Pre-Budget Approval
Resolution # 6
Moved By: Councillor Gilvesy
Seconded By: Councillor Rosehart
THAT Council receive Report OPS 19-02 Operations Capital Pre-Budget
Approval Request;
AND THAT Council provide 2019 pre-budget approval for project X13
Bradburn Area Reconstruction – Stage 2 of 2 (James, Hilldrop, Fairview)
in the amount of $800,000;
AND THAT Council provide 2019 pre-budget approval for project X11
North Park Phase 1 Rehabilitation (Langrell Ave.) in the amount of
$220,000;
AND THAT Council provide 2019 pre-budget approval for project X08 The
Links Rehabilitation (Fairway, Green Eagle, Birdyway) in the amount of
$210,000;
AND THAT Council provide 2019 pre-budget approval for project X26
Survey Equipment Replacement in the amount of $50,000.
Carried
Staff to provide a final list of approved budget items in the 2019 budget.
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4
7.2 RCP 19-11 Capital Pre-Budget Approval Request
Discussion took place regarding the hardball diamond and the cost of the
hardball backstop.
The Memorial Park and Lake Lisgar Master Plan includes moving the
diamond - this would come to council prior to the project going forward to
move the diamond
Staff to provide a report on the final location and determine a final plan on
the hardball diamond. The Memorial Park Committee to review options
and make recommendations on the final location of the diamond.
Resolution # 7
Moved By: Councillor Gilvesy
Seconded By: Councillor Rosehart
THAT Council receives Report RCP 19-11 Capital Pre-Budget Approval
Request;
AND THAT Council provide 2019 pre-budget approval for project X67 PKS
– Annandale Diamond Lighting Phase 2 in the amount of $50,000;
AND THAT Council provide 2019 pre-budget approval for project X72 PKS
– Hardball #1 Backstop in the amount of $30,000, be separated from the
motion;
AND THAT Council provide 2019 pre-budget approval for project X88
TCC – DHW Replacement & Heat Recovery Integration.
Amendment:
Moved By: Councillor Esseltine
Seconded By: Councillor Gilvesy
THAT paragraph two, “THAT Council provide 2019 pre-budget approval
for project X72 PKS – Hardball #1 Backstop in the amount of $30,000”, be
separated from the motion and dealt with separately.
Carried
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5
Resolution:
Moved By: Councillor Gilvesy
Seconded By: Councillor Rosehart
THAT Council receives Report RCP 19-11 Capital Pre-Budget Approval
Request;
AND THAT Council provide 2019 pre-budget approval for project X67 PKS
– Annandale Diamond Lighting Phase 2 in the amount of $50,000;
AND THAT Council provide 2019 pre-budget approval for project X88
TCC – DHW Replacement & Heat Recovery Integration.
Carried
Resolution:
Moved By: Councillor Gilvesy
Seconded By: Councillor Rosehart
THAT Council provide 2019 pre-budget approval for project X72 PKS –
Hardball #1 Backstop in the amount of $30,000.
Defeated
8. Motions/ Notice of Motions
8.1 Councillor Esseltine
Resolution No. 8 - Airport
It was noted that any lands at the airport that would be sold would come to
council for approval.
Resolution # 8
Moved By: Councillor Esseltine
Seconded By: Councillor Parker
THAT funding for capital projects relating to the Tillsonburg Airport,
including the Airport Feasibilty Study (X03) and the Airport Master Plan
(X28) as well as any other capital projects proposed for 2019 and beyond
comes from the tax stabilization reserves to be replenished after the sale
of town owned lands adjacent to the airport
Carried
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6
Resolution # 9
Moved By: Councillor Esseltine
Seconded By: Councillor Parker
THAT $10,000 from the allocation for contracted services in the Parks
budget be shifted to the Beautification program budget as a five-year
contract for spring garden cleanup in 29 areas throughout the town has
ended;
AND THAT an additional $20,000 be allotted to the Parks budget to
sustain the town-wide Beautification program initiated in 2017 and further
developed in 2018 as an additional $20,000 contributed to Beautification
through a provincial downtown improvement grant in 2018 will not be
available in 2019;
AND THAT a portion of the additional allocation be used for an increase of
0.66 FTE in seasonal and summer Parks staff for beautification work.
Defeated
Resolution # 11
Moved By: Councillor Esseltine
Seconded By: Deputy Mayor Beres
That council approve Capital Project X73 – Memorial Park Parking
Expansion project on the condition that the plans and designs for each of
the parking areas included in this project be brought back to council for
final review and approval prior to construction.
Carried
Resolution No. 12 – Scattering Gardens
It was noted that regulations have changed and it is recommended that
the Cemetery Committee provide recommendations and that staff review
other communities to determine demand for this service.
Resolution # 12
Moved By: Councillor Esseltine
Seconded By: Councillor Parker
THAT council consideration of Capital Project X70 – Scattering Gardens
Implementation be deferred until 2020 to allow time for an analysis of the
local demand for this service at the cemetery, as well as for what impact
Page 10 of 42
7
changed government regulations relating to scattering remains may have
on the provision of this service.
Carried
Resolution No. 13 – Station Arts Building
Staff to provide a report on the costs of meeting the code requirements
and what is required to continue occupancy for that building after April 1,
2019.
To provide the costs to relocate the programs and the time that this
building would need to be closed in order to complete the required work.
Resolution # 13
Moved By: Councillor Esseltine
Seconded By: Councillor Parker
THAT funding for Capital Project X92 (Station Arts Building and Fire Code
Compliance) be deferred until a plan for the continued use of the facility
and the extent of the remediation required is determined;
AND THAT a Staff report be brought back to Council by February 11,
2019.
Carried
Resolution No. 14 – Summer Place
It was suggested that public consultation take place prior to any action
moving forward with these buildings.
Resolution # 14
Moved By: Councillor Esseltine
Seconded By: Councillor Parker
THAT Capital Projects X94 SP – Summer Place Mould Abatement
($25,000) and project X98 PBS – SP – Summer Place Roof Replacement
($70,300) be removed from the 2019 budget;
AND THAT Council approve that the dollars budgeted from taxation for
these projects be applied instead to the demolition of the Summer Place
and Rowing Club facilities, as well as restoration including landscaping the
area, and the development of plans to replace these facilities as required;
Page 11 of 42
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AND FURTHER THAT this issue be forwarded to the MPRPC for
discussion and possible public consultation.
Carried
8.2 Councillor Gilvesy
Resolution No. 18 - Waterpark
Clarification was provided that the waterpark would continue to run as it
did last season for 2019.
Resolution # 18
Moved By: Councillor Gilvesy
Seconded By: Councillor Rosehart
THAT $75,000 be put into reserves until all decisions with regards to the
Waterpark, outdoor pool and waterpark building including Item X52FAC
Aquatic Design Study until Council has had the opportunity to have
consultation with associated service clubs who have invested both time
and money to bring the Waterpark to fruition;
AND THAT staff send a letter of request to all associated service clubs of
the waterpark and the Memorial Park Revitalization Committee and the
Parks & Rec Committee, to provide their feedback and vision with regards
to the future of the outdoor slide, outdoor pool and Waterpark building;
AND THAT said letter include the full costs for short term and long term
repairs which will be required for all of the above items.
Carried
Resolution No. 19 – Drive Shed
Resolution # 19
Moved By: Councillor Gilvesy
Seconded By: Councillor Rosehart
THAT Item #X78 CEM – Drive Shed be removed from Budget 2019.
Defeated
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Resolution No. 20 – OPP Visitor Parking
It was suggested that staff look at public parking at the side rather than the
front.
Resolution # 20
Moved By: Councillor Gilvesy
Seconded By: Councillor Rosehart
That Report RCP-17-50 - Visitor Parking Improvements at the OPP
Station be included in Budget deliberations 2019, with provisions for staff
to look at further enhancing the size of the visitor location than what is
indicated in the planned drawing to help alleviate pressure on the back
parking lot.
Carried
Resolution No. 21 – Parking Site Plan
Resolution # 21
Moved By: Councillor Gilvesy
Seconded By: Councillor Rosehart
That Item #X66 FAC Parking/site plan design for OPP/Fire/EMS be
removed from Budget 2019.
Defeated
Resolution – Extend Taxiway G3
Moved By: Councillor Gilvesy
Seconded By: Councillor Rosehart
THAT due to time constraints the extension of Taxiway G3 included in
unfunded capital projects in Budget 2019 planning begin as soon as
possible and the associated costs be fronted by the Town with
reimbursement by the sale of the land in the future;
AND THAT any excess funds from the land sale be placed in reserve for
future development at the airport.
Carried
Councillor Rosehart left the meeting at 11:35 a.m.
Page 13 of 42
10
8.3 Councillor Parker
Resolution No. 22 – Gibson Bridge
Staff will follow the public engagement policy to provide notice for the
closure of the Gibson Bridge.
Resolution # 22
Moved By: Councillor Parker
Seconded By: Councillor Esseltine
THAT project X06 – Gibson Pedestrian Bridge Removal be included in the
2019 Budget.
Carried
Resolution No. 22 – Ice Resurfacer
Resolution # 23
Moved By: Councillor Parker
Seconded By: Deputy Mayor Beres
That X42 Replace #116 Ice Resurfacer be included in Budget 2019;
AND THAT Staff prepare a report with alternatives to dumping the snow
outside of the Tillsonburg Community Centre;
AND THAT Staff investigate a service agreement with a company that
specializes in Ice Resurfacing machines.
Carried
Resolution No. 24 – Security Gate
Resolution # 24
Moved By: Councillor Parker
Seconded By: Deputy Mayor Beres
That X68 TCC – Security Gate to secure Auditorium lobby be removed
from 2019 Budget.
Carried
The following motions in item 8.4 to be deferred to the next Council Budget Meeting.
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8.4 Councillor Rosehart
Resolution # 25
THAT the Town contract the grass cutting at the cemetery in order to
improve the operational standards at the cemetery.
Resolution # 26
THAT The Concert Series in the Amount of $12,000 be removed from the
2019 Budget.
Resolution # 27
THAT The FTE Financial Coordinator position be removed from the 2019
Budget
Resolution # 28
THAT The Fire Prevention Officer Coordinator position be removed from
the 2019 Budget.
Resolution # 29
That project X06 – Gibson Pedestrian Bridge Removal from the 2019
Budget.
Resolution # 30
THAT the Town contract the grass cutting at the cemetery in order to
enhance the operational standards at the cemetery.
Resolution # 31
THAT The Health & Safety Coordinator position be removed from the
2019 Budget.
Resolution # 32
THAT Project X51 Replace 81924G Loader be removed from the 2019
budget.
Resolution # 33
THAT The Transportation Coordinator position be removed from the 2019
Budget.
Page 15 of 42
12
Resolution # 34
THAT Project X16 Public Works Yard Assessment in the amount of
$75,000 be removed from the 2019 budget.
9. Confirm Proceedings By-law
9.1 By-Law 4263, To Confirm the Proceedings of the Council Meeting of
January 29, 2019
Resolution # 35
Moved By: Councillor Parker
Seconded By: Councillor Esseltine
THAT By-Law 4263, To Confirm the Proceedings of the Council Meeting
held on January 29, 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.
Carried
10. Adjournment
Resolution # 36
Moved By: Councillor Gilvesy
Seconded By: Deputy Mayor Beres
THAT the Council Budget Meeting of Thursday, January 29, 2019, be adjourned
at 11:57 a.m.
Carried
Page 16 of 42
Report Title SUMMARY OF 2019 BUDGET CHANGES TO
JANUARY 29, 2019
Report No. FIN 19 -06
Author Dave Rushton, Director of Finance
Meeting Type Council Budget Meeting
Council Date February 19, 2019
Attachments Summary of 2019 Capital Budget Changes to January
29, 2019
Page 1 / 3 SUMMARY OF 2019 BUDGET CHANGES TO JANUARY 29, 2019
RECOMMENDATION
That Council receives Report Fin 19 -06 SUMMARY OF 2019 BUDGET CHANGES TO
JANUARY 29, 2019 as information;
AND THAT the 2019 Budget and Business Plans be brought forward to the February 28, 2019
Council Meeting for consideration.
EXECUTIVE SUMMARY
Council has requested a summary of the changes to the 2019 Budget as at January 29, 2019.
BACKGROUND
Council has met on December 17, January 7, 9, 17, 21, 24 and 29 to review the budget and its
component parts. During that time, consideration was given to the various component parts of
the both the operating and the capital budgets. The rates and fees were established for 2019,
grants and services from committees and organizations were received and key budget items
were viewed in a municipal wide tour. The Business Plans from each department were received
and details of Capital Projects were discussed. Council has given pre-budget approval to
$2,020,000 for 11 of those projects.
FINANCIAL IMPACT/FUNDING SOURCE
The operating budget has currently had an increase recommended of $8,900 to facilitate an
increase in Community Grants. The Capital Allocation to the Asset Management Reserve
remains unchanged with an increase of $31,800 in the unallocated monies from this year’s
funding bringing it to a total of $61,400.
COMMUNITY STRATEGIC PLAN (CSP) IMPACT
1. Excellence in Local Government
☒ Demonstrate strong leadership in Town initiatives
☒ Demonstrate accountability
Page 17 of 42
Page 2 / 3 CAO
2. Demographic Balance
☒ Make Tillsonburg an attractive place to live for youth and young professionals
☒ Support the aging population and an active senior citizenship
3. 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 18 of 42
Page 3 / 3 CAO
Report Approval Details
Document Title: FIN 19 - 06 Summary of 2019 Capital Budget Changes to January
29, 19.docx
Attachments: - 2019 Budget Summary - Jan 29 2019.xlsx
Final Approval Date: Feb 8, 2019
This report and all of its attachments were approved and signed as outlined below:
No Signature - Task assigned to David Calder was completed by workflow administrator
Donna Wilson
David Calder - Feb 8, 2019 - 3:45 PM
Page 19 of 42
2018 2019 Variance Variance Variance Variance
Budget Budget $%$%
Budget Requirements
Sub-total 14,815,000 15,813,800 998,800 6.74%15,822,700 8,900 6.80%
Municipal Taxes - Phase in Growth (330,000)(330,000)(330,000)-
Municipal Taxes - New Growth (251,000)(251,000)(251,000)-
Consolidated Budget Requirement - SLT Recommendation 14,815,000 15,232,800 417,800 2.82%15,241,700 8,900 2.88%
Operating Plan
Sub-total 13,356,400 14,025,200 668,800 5.01%14,034,100 8,900 5.07%
Municipal Taxes - New Growth (251,000)(251,000)(251,000)-
Total Operating Budget - SLT Recommendation 13,356,400 13,774,200 417,800 3.13%13,783,100 8,900 3.19%
Capital Asset Management
Sub-total 1,458,600 1,788,600 330,000 22.62%1,788,600 - 22.62%
Municipal Taxes - Phase in Growth (330,000)(330,000)(330,000)-
Total Asset Management - SLT Recommendation 1,458,600 1,458,600 - - 1,458,600 - 0.00%
Budget Deliberation - Effect of proposed changes
Item Date Department Change
Net Council Grant Expense to Community Groups ##############Council 8,900
Revised Operating Plan Requirement 8,900
2019
Budget - Revised
Page 20 of 42
Contribution Grants Debentures Reserves DC Donation Miscellaneous User Pay Asset Comments
Expenditures to Reserves Reserves Debt Management
Total Project Listing - Starting Point $6,245,000 $159,600 ($660,000)($1,063,500)($948,300)($1,449,000)$0 ($115,200)($380,000)$1,788,600
Balance of 2019 unutilized AMP Contribution from Taxation 29,600
Draw from Asset Management for 2019 Capital Projects 1,759,000
Pre-budget Approval Projects
X08 The Links Rehabilitation (Fairway, Green Eagle, Birdyway)210,000 ($100,000)$0 ($110,000)$0 $0 $0 $0 Gas Tax & Development Remediation
ReserveX11 North Park Phase 1 Rehabilitation (Langrell Ave)220,000 $0 $0 ($154,800)$0 $0 ($65,200)$0 Security Deposit & Development
Remediation ReserveX12 Reconstruction of Lowrie, Reid, Jane - Roads 340,000 $0 ($340,000)$0 $0 $0 $0 $0 pre-budget approval OPS18-18
X12 Reconstruction of Lowrie, Reid, Jane - Storm Sewers 95,000 $0 $0 $0 $0 $0 $0 $0 95,000 pre-budget approval OPS18-18
X13 Bradburn Area Recon - Stage 2 of 2 (James, Hilldrop, Fairview) - Storm Sewer 100,000 $0 ($100,000)$0 $0 $0 $0 $0
X13 Bradburn Area Recon - Stage 2 of 2 (James, Hilldrop, Fairview) -Roads 390,000 $0 ($390,000)$0 $0 $0 $0 $0
X14 Annual Asphalt Resurfacing Program 400,000 ($400,000)$0 $0 $0 $0 $0 $0 Gas Tax
X26 2001 Survey Equipment Replacement 50,000 $0 $0 $0 $0 $0 $0 $0 50,000
X50 Replace # 61 7400 Plow/Wing Truck 160,000 $0 ($160,000)$0 $0 $0 $0 $0
X67 PKS - Annandale diamond lighting phase 2 50,000 $0 $0 $0 $0 $0 $0 $0 50,000
X84 PBA - TCC - CNG Refill station replacement 40,000 $0 $0 $0 $0 $0 $0 $0 40,000
X88 TCC - DHW Replacement & Heat Recovery Integration 100,000 ($5,000)$0 $0 $0 $0 $0 ($95,000)Rebates / Operational Savings
X97 TCC/Corp/ANHS - Auditory Accessibility Enhancements 75,000 ($48,800)$0 $0 $0 $0 $0 $0 26,200 Enabling Accessibility Fund app
#15916842,020,000$ 0 ($453,800)($990,000)($154,800)$0 $0 ($65,200)($95,000)261,200$
Balance in Budget for 2019 Approval 4,225,000 159,600 ($206,200)($73,500)($793,500)($1,449,000)$0 ($50,000)($285,000)1,527,400
Council Direction to Date ( Jan 29, 2019)
X01 Hawkins Bridge Shoreline Protection 25,000 $0 $0 $0 $0 ($12,500)$0 $0 $12,500 Kinsman Club Donation
X97 TCC/Corp/ANHS - Auditory Accessibility Enhancements 75,000 ($48,800)$0 $0 $0 $0 $0 $0 $26,200 Enabling Accessibility Fund app
#1591684
X03 Airport Feasibility Analysis 35,000 $0 $0 ($29,100)$0 $0 $0 $0 ($29,100)Airport Reserve/Tax Rate Stabilization
Reserve
X28 Airport Master Plan Update 25,000 $0 $0 ($25,000)$0 $0 $0 $0 ($25,000)Tax Rate Stabilization Reserve
X73 PKS - Memorial Park Parking expansion On hold until final review
X70 CEM - Scattering Garden implementation ($99,200) $42,600 $2,600 $0 $0 $54,000 Deferred until 2020
X92 SAG - Station Arts Building and Fire Code Compliance Deferred in 2019, report to be provided
X94 SP - Summer Place Mould Abatement 25,000 $0 $0 $0 $0 $0 $0 $0 ($25,000)Not final until Consultation Process
X98 PBA - SP - Summer Place Roof Replacement 70,300 $0 $0 $0 $0 $0 $0 $0 ($70,300)Not final until Consultation Process
New - Summer Place Demolition - Estimate 60,400 $60,400 Not final until Consultation Process
X52 FAC - Aquatic Facility Design Study On hold for Consultation
New- OPP Visitor Parking Lot 28,500 $28,500
Northerly Extension of Taxiway G3 (25ft x 250ft)55,000 ($55,000)Tax Rate Stabilization Reserve
X68 TCC - Security Gate to secure Aud lobby 10,000 $0 $0 $0 $0 $0 $0 $0 ($10,000)
(31,800)
Amended Balance to Approve 1,495,600
Balance of 2019 unutilized AMP Contribution from Taxation 61,400
C:\Program Files\eSCRIBE\TEMP\1119793359\1119793359,,,2019 Budget Summary - Jan 29 2019 2/13/2019
Page 21 of 42
Report Title Budget Issue Paper: Strategic Plan Implementation &
Costing Analysis
Report No. FRS 19-01
Author Jeff Smith, Fire Chief
Meeting Type Budget Meeting
Council Date February 19, 2019
Attachments
Page 1 / 11 Budget Issue Paper: Strategic Plan Implementation & Costing Analysis
RECOMMENDATION
THAT Report FRS 19-01 Budget Issue Paper: Strategic Plan Implementation & Costing
Analysis is received as information;
AND THAT the Fire Chief is directed to implement the Recommendations as contained within
the Fire Services Strategic Planning Committee Final Report dated November, 2018.
EXECUTIVE SUMMARY
At the June 11, 2015 Council meeting the Terms of Reference of the Fire Services Strategic
Planning Committee were approved by Council and subsequently directed the Fire
Department to form this committee. The inaugural meeting of this Committee was held on
May 31, 2016. The committee met on a regular basis, gathering and evaluating information
on current fire department operations, community needs and expectations, community
profile, and community fire & life safety risks. The attached Final Report was presented to
Council by Committee Chairperson Shane Curtis at the November 26, 2018 regular Council
meeting. During this meeting, Council directed that the recommendations and supporting
materials be forwarded to the 2019 Business Plan & Budget deliberations for further
discussion.
At the January 21, 2019 Council meeting, the Fire Chief was directed to evaluate the ten
committee recommendations and provide Council with potential Target Dates for effecting
the recommendations as well as implementation options and associated costing.
ANALYSIS
PFSG 03-02-13 (Master Planning Process for Fire Protection Services) outlines the process to
develop a Master Fire Plan as the strategic blueprint for the delivery of fire protection services
that address the “local needs and circumstances” as defined by the Fire Protection & Prevention
Act, RSO. 1997, and in determining the level of fire protection services the community can
afford.
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An excerpt from PFSG 03-02-13 guiding principles indicates the following:
The residents of any community are entitled to the most effective, efficient and safe
fire services possible;
The content of existing collective agreements will be respected and the collective
bargaining process will be recognized as the appropriate channel for resolving labour
relations issues under collective agreements and the Fire Protection and Prevention
Act;
Collective bargaining issues affecting public safety will be identified; and
Those responsible must work within these parameters in making recommendations for
improving municipal fire services.
The final report of the Fire Service Strategic Planning Committee contained ten (10)
recommendations. Herein is the staff analysis of the ten (10) Committee recommendations. As
noted in the Committee Chairperson’s presentation to Council on November 26, 2018, the
recommendations and outlook of the final report is for a two (2) year period, specifically 2019 –
2020, with a recommended review in 2021.
Recommendation #1
THAT Tillsonburg Fire and Rescue Services continue to operate as a composite Fire
Department staffed with on-call paid firefighters for the immediate future.
Committee comments:
While difficulties currently exist with fully staffing vehicles during the work day, it is felt that
changes in the scheduling, remuneration and acknowledgement of employers that follow
in further recommendations, will address the issues for the near future. Changes in
legislation will likely have impacts to this staffing model in the mid to long-term.
Staff comments:
TFD staff concurs with this analysis of the current and near-term staffing prognosis. While there
are difficulties in obtaining sufficient members responding to weekday incidents, there is not
currently sufficient concern to justify the addition of full-time suppression staff. In addition to a
number of recommendations in the final report designed to prolong the effectiveness of the
current staffing model, there are several capital projects in the 2019 Budget and forecasted in
subsequent budgets.
Further, Recommendation #1 of the Fire Service Strategic Planning Committee should be read
in conjunction with Recommendation #7 (additional FTE for the Fire Department). Recognizing
that there is a service delivery gap in the Fire Service Delivery Model due to the response time
of the paid on-call fire service versus a career department, it is prudent to increase another
aspect of fire & life safety protection services. Recommendation #7 supports increasing the fire
and life safety inspection and education capacity of the Tillsonburg Fire Department to counter
the response delay of the paid on-call fire delivery model.
There are no additional costs associated directly with this recommendation. Continuing contract
negotiations with the Tillsonburg Firefighters Association will determine future costs. The cost
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related to Recommendation #7 is contained within that section. As a comparison, a full time day
crew of 6 firefighters (Monday to Friday, 08:00hrs to 17:00hrs) would cost $700,000 - $800,000
per annum, not including equipment and materials.
Recommendation #2
THAT the Town of Tillsonburg develop a fair and equitable remuneration structure that
accounts for the varying hours worked by its firefighters during training and attending
emergencies.
Committee Comments:
The current compensation system allows some firefighters to adjust their attendance to
obtain the best compensation, rather than providing the most availability to the
community. The remuneration structure should provide more compensation for those with
greater activity, than those with less activity. No firefighter should be “out-of-pocket” for a
response that takes them away from work.
Staff Comments:
The current paid on-call compensation model employs a mix of hourly work and an honorarium.
Training, public education and other duties as approved are compensated at an hourly rate. The
response to emergency incidents is covered under the honorarium.
The committee’s concern is that a paid on-call member with excellent attendance at emergency
incidents is compensated the same dollar amount as a member with poor attendance. The
recommendation’s intent is to reduce or eliminate the fiscal imbalance. The intent is to remove
the honorarium and to compensate the firefighters hourly for emergency call-outs.
Town staff does support this recommendation and will work with to develop a remuneration
structure for attending emergency incidents that is fair and equitable to both the residents and
the firefighters while adequately compensating department members for their attendance.
Recommendation #3
THAT the Fire Service modify their existing platoon system and incorporate a “Duty
Crew” system where firefighters commit to responding during a specific time frame each
month during business hours.
Committee Comments:
Under this arrangement, an employer would know in advance that his or her employee
would only be responding during business hours a given week per month, rather than at
any time. This could be further limited to structure fires or other major calls.
Staff Comments:
The current staffing model of the Tillsonburg Fire Department uses a Platoon System where half
of the fire department members are “on-call” for 2 weeks of each month. Certain incidents, such
as fires, alarms at high risk properties, etc., are an “All-call” response where all members are
paged to attend.
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Historically, the Platoons were further subdivided into Companies. Each Company was on-call
for 1 week of the month. Alpha and Bravo Companies comprise First Platoon, and Charlie and
Delta Companies comprise Second Platoon. Company calls included Carbon Monoxide calls
and lift assist calls. Due to poor attendance and response times, the aforementioned incidents
were made Platoon calls.
The current staffing model using the Platoon system achieves the intent of the Committee’s
recommendation.
Expanding further, the Committee’s recommendation takes in part a staffing model used in
western Canada where paid on-call firefighters are “retained” to respond to emergency incidents
during specific shifts. The level of retention can range from actual 8 – 12 hour shifts in the fire
hall to a guarantee of availability for specific, scheduled hours.
Employing “retained” firefighters would incur increased labour costs for the Fire Department.
Assuming that there would be sufficient interest from the current members to be “retained”, the
cost for a duty crew of four to be on-call during normal business hours would be in the $40,000
to $45,000 range per annum. This calculation assumes 4 firefighters on-call for 8 hours a day, 5
days a week at a “retained” premium of $5.00/hour. The hourly “retained” rate would have to be
negotiated with the Association and may only be a starting point. Regardless of the hourly
“retained” rate, there would be 160 “retained” hours per week, or 8,320 per annum.
Consequentially, the act of regularly scheduling employees may have Ontario labour law
implications that would need to be researched further.
Given the current Platoon system, there does not seem to be sufficient advantage to the
enhancement of the fire department service level to justify an expense of this magnitude at this
time. Staff does not recommend Council consider a “retained” firefighter program at this time.
Recommendation #4
THAT the Fire Service develop a documented recruitment and retention strategy by the
end of 2019.
Committee Comments:
Attracting new firefighters is more and more challenging. The reasons vary, but include:
an aging population; workplaces with less “flex” to accommodate missing workers;
increasingly transient populations; residents who work out-of-town; families where both
parents work and cannot leave children alone. In addition to the recommended
remuneration update, the strategy should include working with employers in the area
(including the Town itself) to encourage volunteers from amongst their employees and to
permit those employees to respond to day-time calls.
Staff Comments:
There are no direct costs beyond staff time associated with this Recommendation. Without
additional staff work capacity, the addition of this project to the 2019 Fire Department work plan
will require an adjustment of the Department’s business plan.
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Recommendation #5
THAT the Town of Tillsonburg develop a recognition system to acknowledge the efforts
of firefighters, their families and employers.
Committee Comments:
Appropriate recognition of all the parties essential in the provision of an on-call fire
service, is critical to any retention effort. The annual acknowledgement of firefighters and
employers together in a newspaper ad, a recognition dinner, a simple plaque, or
something more tangible such as a rebate on business licence fees will help to encourage
participation from local businesses. Recognition events need the active support of elected
officials to be fully effective.
Staff Comments:
Fire Department management agrees wholeheartedly with this recommendation. While no
additional operational funds have been included in the 2019 Budget, a number of smaller
initiatives have been considered and a date booked for a family event.
Larger events, such as the mentioned recognition dinner, would be a 2020 budget consideration
for Council, as well as an ongoing recognition amount.
Since Tillsonburg does not charge businesses license renewal fees on business licenses,
alternate recognition of employers will have to be determined.
Costs for this initiative will be contained within the 2019 Operating budget, and if successful,
funds for an enhanced recognition program will be requested as part of the 2020 Operating
budget deliberations.
Recommendation #6
THAT the Fire Service develop and distribute information packages to existing firefighters
and prospective recruits, their families and employers, describing how the Service
operates and the expectations on its firefighters.
Committee Comments:
There should be no surprises as to the expectations placed on a firefighter. These
packages should serve as a starting point for important discussions with families and
employers.
Staff Comments:
There are no direct costs beyond staff time associated with this Recommendation. Without
additional staff work capacity, the addition of this project to the 2019 Fire Department work plan
will require an adjustment of the Department’s business plan.
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Recommendation #7
THAT the Town of Tillsonburg add financial capacity in the 2019 Budget to hire a Full
Time Equivalent position for the Fire Service, to assist with the implementation of the new
regulations from the Province relating to Mandatory Certification, Mandatory Reporting
Times, and Mandatory Comprehensive Risk Assessments. Once these tasks are
completed, this position will also be responsible for enhancing the Fire Prevention
practices of the Department.
Committee Comments:
This full-time position is necessary to complete the newly legislated requirements. The
Comprehensive Risk Assessments are required next steps. The Committee would
normally also have recommended a full-time position to fill the gaps long identified in the
Town’s Fire Prevention program. Understanding the limitations of available funding, it was
determined that an acceptable compromise would have this position working on the
legislated requirements with any remaining time spent on Fire Prevention, and then
transitioning over time to a more fulsome Fire Prevention role. Since we developed this
recommendation the provincial government has repealed the legislation set to commence
in July 2019 and plans to release a revised version of the legislation but there is no
definitive timeline as of now.
Staff Comments:
To achieve the pending legislative responsibilities, the fire department will see significantly
reduced capacity to continue the current work load without a staffing level increase. The cost for
a Fire Prevention Officer, assuming mid-year starting date, has been included in the 2019
Operational Budget as a new FTE employee. The annualized cost of this position is $91,400.
This position is an important part of the work being done to ensure the near term viability of the
paid on-call staffing model of the Tillsonburg Fire Department for the immediate future (see
Recommendation #1).
Refer to Budget Discussion Paper in Tab 4 (Human Resources) for the Business Case: Fire
Prevention Officer, and Pages 3 & 20 of Fire Department Business Plan in Tab 7.
Recommendation #8
THAT in addition to the existing Tiered Medical Responses that form part of Automatic
Aid agreements, and the limited assistance the Fire Service provides locally to Oxford
County Paramedics, e.g., lift assists and motor vehicle collisions, the Fire Service add
Tiered Medical Response without delay for patients in the Town of Tillsonburg with
Obvious Immediate Threat to life (OIT), i.e, unconscious, cardiac arrest, choking and
drowning. The Committee further recommends that the delivery model to respond to
these calls, do so with the minimum number of staff required, and within the current
remuneration system.
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Committee Comments:
This will standardize the level of service provided across the Department and throughout
Oxford, and improve the level of service to Town of Tillsonburg residents. While the
Oxford Paramedic Service has recently added hours of service in the Town, the OIT calls
described are all labour intensive and would benefit from the “extra hands” provided by a
limited number of Tillsonburg firefighters. This change was requested by the Oxford
Paramedic Service and supported by the firefighters as enabling them to “make a
difference” in the lives of Tillsonburg residents. The number of additional calls is
estimated at approximately 65 per year.
Staff Comments:
Staff has reviewed three deployment models for this increased level of service with the Strategic
Plan Committee and recommends that an internal team, similar to the Special Operations Team,
be created for responding to medical assist incidents.
The costs associated with implementing this Recommendation include training costs and some
nominal costs associated with training (consumables, reference materials, etc.). Core
equipment costs are normally incurred by Oxford County Paramedic Services. Assuming a team
size of 12 members, and allowing for 16 – 20 hours training per annum, the estimated increased
training costs to the fire department would be around $8,400.
Should an hourly incident response compensation system be implemented (see
Recommendation #2) and, assuming an average attendance of 6 team members of the medical
team to these incidents, the estimate of labour costs would be $13,650 in addition to the above
identified training costs.
Staff does support this recommendation. The additional training costs ($8,400) are not currently
included in the proposed 2019 Operating Budget.
Recommendation #9
THAT the Town of Tillsonburg adopt the following changes to Schedule A of By-Law No.
3910:
Under Emergency Response:
26. Change “confined space rescue” to “confined space and trench rescue” and
show as “Approved”.
27. Change “farm/silo rescue” to “machine rescue” and show as “Approved”.
Under Fire Administration:
1. Show “projecting station locations and reallocations” as “Approved”
Under Training & Education:
1. Change “developing trainer facilitators” to “developing instructors” and show as
“Approved”.
Under Maintenance:
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1. Show “acceptance testing and approval of new apparatus and equipment” as
“Approved”.
Change “central supply facility” from “Not Approved” to “Not Applicable”.
3. Show “providing input re design and construction considerations for fire
stations” to “Approved”.
Under Support Services:
1. Show “bulk purchasing through local and area organizations” and “developing
standardized specifications for all apparatus and equipment” as “Approved”.
3. Show all risk management practices, including assessing changing risk;
operationalizing risk management into every function; providing insurance;
prevention planning; risk avoidance; loss control; loss reduction; separation and
diversification of losses; and risk transfer to “Approved”.
Committee Comments:
These changes reflect the current practice of the Fire Service as having evolved through
changes in Town industrial mix and building stock, legislation, additional training and
equipment being acquired.
Staff Comments:
These recommended changes to the level of service contained within the Establishing &
Regulating By-law are in the best interest of the citizens of Tillsonburg and reflect industry best
practices. Updating the current Establishing & Regulating By-law is a 2019 Business Plan
objective currently and has been slated for Q3 completion.
Recommendation #10
THAT a Fire Strategic Plan Review Committee be struck in 2021 to review the effects of
this plan and recommend adjustments as necessary.
Committee Comments:
The changes to the legislated requirements for the Fire Service are significant, and the
results of elements such as Mandatory Certification, Mandatory Reporting Times, and
Mandatory Comprehensive Risk Assessments may result in significant service changes
during the next Council term. The Committee was unable to determine the level of these
impacts at this time.
Staff Comments:
Staff will report back to Council in 2020 with a recommendation on this process.
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FINANCIAL IMPACT/FUNDING SOURCE
A summary of the estimated implementation costs in the two budget years is provided below.
Funding for six months of the Fire Prevention Officer position has been included in the 2019
Operating budget. No funding has been included in the 2019 Operating budget for tiered
medical, as it is anticipated that the initial training will be conducted mid-year and can be funded
from within the existing firefighter training budget. Further, the Retained Firefighter costs have
not been included in the proposed 2019 Operating Budget. The identified funding source for all
projects will be the municipal tax levy.
Recommendation Annualized Budget Impact
Fiscal 2019 Fiscal 2020 Comments
1 THAT Tillsonburg Fire and Rescue Services continue to operate as a composite Fire Department staffed with on-call paid firefighters for the immediate future. $0 $0
2
THAT the Town of Tillsonburg develop a fair and equitable
remuneration structure that accounts for the varying hours
worked by its firefighters during training and attending emergencies.
NIL Increase only as
negotiated
Current Agreement ends
Dec. 31, 2019
3
THAT the Fire Service modify their existing platoon
system and incorporate a “Duty Crew” system where
firefighters commit to responding during a specific time
frame each month during business hours.
$0
Using exiting Platoon
System
$0
Using existing Platoon
System
$45,000 paying
Retained Fee
$46,000 paying
Retained Fee
4 THAT the Fire Service develop a documented recruitment
and retention strategy by the end of 2019. Staff Time & Work
Plan impact --
5 THAT the Town of Tillsonburg develop a recognition
system to acknowledge the efforts of firefighters, their
families and employers. $0 $4,000
6
THAT the Fire Service develop and distribute information
packages to existing firefighters and prospective recruits,
their families and employers, describing how the Service
operates and the expectations on its firefighters.
Staff Time & Work
Plan impact --
7
THAT the Town of Tillsonburg add financial capacity in the 2019 Budget to hire a Full Time Equivalent position for the Fire Service, to assist with the implementation of the new regulations from the Province relating to Mandatory
Certification, Mandatory Reporting Times, and Mandatory
Comprehensive Risk Assessments. Once these tasks are
completed, this position will also be responsible for
enhancing the Fire Prevention practices of the
Department.
$45,700 $91,400 Estimate excludes Cost
of Living Allowance
8
THAT in addition to the existing Tiered Medical Responses that form part of Automatic Aid agreements, and the limited assistance the Fire Service provides locally to Oxford County Paramedics, e.g., lift assists and motor vehicle collisions, the Fire Service add Tiered Medical
Response without delay for patients in the Town of
Tillsonburg with Obvious Immediate Threat to life (OIT),
i.e, unconscious, cardiac arrest, choking and drowning.
The Committee further recommends that the delivery
model to respond to these calls, do so with the minimum
number of staff required, and within the current
remuneration system
$8,400 $8,400 + $13,650*
= $22,050
Estimate excludes Cost
of Living Allowance
9 THAT the Town of Tillsonburg adopt the following
changes to Schedule A of By-Law No. 3910.
$0
Negligible impact to call
volume
$0
Negligible impact to call
volume
10 THAT a Fire Strategic Plan Review Committee be struck
in 2021 to review the effects of this plan and recommend
adjustments as necessary. -- --
* - estimate assumes compensation system of hourly pay in lieu of honorarium
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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
Page 31 of 42
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Report Approval Details
Document Title: FRS 19-01 Budget Paper - Strategic Plan Implementation and
Costing.docx
Attachments:
Final Approval Date: Feb 8, 2019
This report and all of its attachments were approved and signed as outlined below:
Dave Rushton - Feb 8, 2019 - 2:24 PM
David Calder - Feb 8, 2019 - 2:33 PM
Donna Wilson - Feb 8, 2019 - 3:18 PM
Page 32 of 42
Report Title Station Arts Building Order Compliance
Report No. RCP 19-11
Author Rick Cox, Director of Recreation, Culture & Parks
Meeting Type Council Meeting
Council Date February 11, 2019
Attachments Feb 3 Letter from TDCG
Updated Compliance Options Cost Estimates
Page 1 / 6 Station Arts Building Order Compliance
RECOMMENDATION
THAT Council receives Report RCP 19-11 – Station Arts Building Compliance;
AND THAT Council gives pre-budget approval for up to $20,000 from reserves for staff to
proceed with assembling the necessary design work to apply for a building permit by April 1,
2019;
AND THAT Council approves Option 2 - With Sprinklers to meet the requirements of Unsafe
Building Order UBO 10-15-2018.
EXECUTIVE SUMMARY
At the Council Budget Meeting on January 29, staff was directed to report back by February 11
on:
the costs of meeting the code requirements at the Station Arts Building;
what is required to continue occupancy for that building after April 1, 2019;
the costs to relocate the programs; and
the time that this building would need to be closed in order to complete the required work.
This report provides as much of that information as is currently available. It also requests pre-
budget approval to proceed with the design work to achieve compliance, and to select the
preferred option for achieving that compliance.
BACKGROUND
In October 2018, a+LiNK Architects Inc. conducted a Facility Condition Analysis at the 41 Bridge
Street location which identified building code compliance concerns. As a result the Town’s Chief
Building Official issued an Unsafe Building Order and required that no public use of the
basement took place.
There are two main components to the non-compliance status identified in the report:
1. Containment; the floor assembly over the basement is not appropriately fire separated
as required by OBC part 3.2.1.4. This separation is to have a ¾ hour fire resistance rating
and appropriate rated closers on door openings.
2. Evacuation; There are no code compliant exits from the basement. The existing
basement access to exit stair wells are not fire separated and exit into the ground floor
occupied spaces. This is not permitted in accordance with OBC part 3.4. The stairs from
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Page 2 / 6 Station Arts Building Order Compliance
the basement also have a number of deficiencies including uneven riser heights, low
headroom, and missing handrail extensions that are not in compliance with code
requirements.
Station Arts Centre Building Condition Assessment Report - a+LiNK Architects Inc. – November 2018
Estimated Cost to Meet Compliance
The cost to prepare a design solution and building specifications for any of the three options is
the same. In the report, a+LiNK identifies three potential approaches to achieve compliance:
Option 1: W/O Sprinklers - cost estimate $181,800
install the required fire separation on the existing basement structure
build a code-compliant stairwell exiting directly outside the building
rebuild existing communication stairs to be compliant including fire rated doors at the top
and bottom and reconfigure lobby
recommended to decommission west stairwell.
The Consultants do not recommend this option: “While this option is possible, the cost
implications and intrusions on the facility are perceived to be too great to recommend and
requires the communication stairs to have fire rated doors.” This option would return the building
usage to pre-order status.
Option 2: With Sprinklers - cost estimate $170,136
install a sprinkler system in the building
build a code-compliant stairwell exiting directly outside the building
recommended to decommission west stairwell.
The Consultants recommend this option: “This option utilizes Part 11 of the OBC to have
sprinklering in lieu of fire separations. This is more cost effective than upgrading the fire ratings
and adding fire dampers and doors. With sprinklering, only one exit is required from the
basement. Also the communication stairs are permitted as part of an interconnected floor space
that is sprinklered.” This option would return the building usage to pre-order status.
Option 3: Reduce area - cost estimate $170,568*
permanently reduce basement floor area to less than 150m3
install the required fire separation on the resulting basement structure
build a code-compliant stairwell exiting directly outside the building
rebuild existing communication stairs to be compliant including fire rated doors at the top
and bottom and reconfigure lobby
decommission west stairwell.
The Consultants found this option to not be feasible: “This option investigated the possibility of
reducing the occupied area of the basement to eliminate the requirement for a second exit from
the basement... Option 2 does not require this reduction as sprinklering increases that allowable
area for 1 exit. All the requirements listed for option 1 would be required for this option as well.
This option was deemed to be infeasible.”
* It should be noted that this cost estimate has been updated to include an allowance for the
cost of reducing the floor space. Costing for this element is considerable as this space must be
permanently and completely removed; essentially it will need to be walled off and filled in.
This option has been selected as the preferred option by the Tillsonburg District Craft Guild on
the assumption that a building expansion to create a ground-level classroom would be built in
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Page 3 / 6 Station Arts Building Order Compliance
the near future to offset the lost floor space in the basement. While the Guild is prepared to
assist with the fundraising to fund this new space, their position is that the building would be a
Town asset and therefore be the Town’s responsibility to put in place. The President noted in her
presentation to Council on January 28, 2019 that “As a Municipal building, we feel the addition
becomes part of the structure & therefore Town owned. We are, however, willing to: possibly
invest, search out grant opportunities & speak with businesses & Station supporters to enable
moving the project forward in the most efficient way possible.”
With the updated cost estimate narrowing the cost differential to basically zero, it does not make
sense to spend the same amount of money for a smaller facility as it would cost to maintain the
existing facility.
While an expansion that creates a barrier-free, modern classroom space is a long-term
aspiration, it does not seem feasible in the short term given the Town’s other capital
infrastructure needs. There are buried sanitary and natural gas utilities located in the area
between the Station Arts building and the adjacent church property which compromise the
potential of using this space for an expansion.
The Cost to Relocate Programs
The Craft Guild has not provided an estimate for this cost as they do not want to go down this
route. The reasons for this include the logistics of moving staff, equipment and supplies back
and forth between the Station and the alternative location, as well as the workload of staffing and
supervising two locations. Finally, the impact to the profile of the Station Arts Centre not being
at the Station detracts from their hard work to establish their brand.
The Town does not have adequate alternative space to provide for the summer programming
needs of the Guild in addition to the Town’s programs. It may be possible to accommodate
some of the classes and workshops at Town-owned facilities, depending on the nature of the
class.
The President of the Guild has provided an outline of the potential impact on revenue in the
attached letter from the President. They acknowledge that a smaller basement area would
result in a negative revenue impact from smaller class sizes.
The Time the Building Would Be Closed.
Without clear direction on the preferred compliance option, it is difficult to estimate the
construction window and impact on building operations. If decisions are made quickly there is a
chance that the required construction could take place during the months of May and June in
order to meet compliance by July 1. The President has indicated in her letter that the least-worst
window for their operations would be for compliance to be achieved by July 1. If that is not
possible, the Guild has requested that construction not begin until fall. This approach will not
meet with the Unsafe Building Order.
Potential ideal timeline:
February 11 – approval to proceed with design for preferred option
April 1 – permit application submission and procurement begins
May 1 through June 15 - Construction
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Requirements to Maintain Occupancy After April 1, 2019
As per Unsafe Building Order UBO 10-15-2018, in order to be compliant with the Order, the
Town must “Make application, obtain a building permit to repair the unsafe condition as per the
architect/consultant’s report and proceed in completing the work in a timely manner.”
To that end, design work and construction planning must commence well in advance of April 1 in
order to have the required drawings and specifications in time to submit the building permit
application on or before that date. As a result, staff is asking for pre-budget approval to spend
up to $25,000 on architectural services to prepare this material.
Staff Recommendation:
Staff agree with the consultants that the most feasible and cost-effective choice for the Town in
the long term is Option 2 – With Sprinklers. This option achieves compliance and also protects
the whole building and contents with sprinklers in case of fire. It does not compromise the
existing floor space or the potential for future expansion.
Alternative Recommendation: Council could decide to proceed with Option 3 – Reduce Floor
Area. Discussion with both the architects and with the Craft Guild would need to take place to
determine the layout which would achieve the floor space reduction while minimizing disruption
to the usability of the space. The resolution would need to be amended to reflect this change.
FINANCIAL IMPACT/FUNDING SOURCE
The 2019 draft budget includes $400,000 for work at the 41 Bridge Street location, including
$80,000 for scheduled roof repairs and $320,000 for work identified as high priority in the Facility
Condition Analysis report including the building code compliance items. Currently the funding
sources for this allocation are identified as $40,000 from taxation and $360,000 from reserves.
During the budget discussions scheduled for February 19, Council can decide whether to
proceed with all three components of the project (1. compliance, 2. roofing, & 3. other repairs) in
2019, or to defer the roofing and or other repairs to a future budget year.
Pre-budget approval for the design work is needed so it can begin as soon as possible. It will be
impossible to meet the April 1 compliance deadline without obtaining this approval on February
11, 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
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Page 5 / 6 Station Arts Building Order Compliance
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 37 of 42
Page 6 / 6 Station Arts Building Order Compliance
Report Approval Details
Document Title: RCP 19-11 - Station Arts Building Order Compliance.docx
Attachments: - RCP 19-11 - ATT 01 - Building Compliance project option to Town Feb 2019.pdf
- RCP 19-11 - ATT 02 - Updated Compliance Option Cost Estimates.pdf
Final Approval Date: Feb 6, 2019
This report and all of its attachments were approved and signed as outlined below:
David Calder - Feb 6, 2019 - 3:17 PM
Page 38 of 42
41 Bridge St. W., Tillsonburg, Ontario N4G 5P2
519-842-6151
February 3, 2019
Town of Tillsonburg
200 Broadway
Tillsonburg, Ontario
N4G 5A7
Mayor Molnar, Deputy Mayor Beres, Councilors
In discussion with Staff Liaison, Rick Cox, the Board of Directors, Station Arts Centre provides
the following information:
Based on our previous letter of recommendation as to choosing compliance option #3 being -
reduce size of basement..
Impact to Station Arts Centre
Option 1 (Choice Option)
Reach compliance by July 1 2019. Impact to Guild should be minimal.
Impact has been projected at (but not limited to):
Smaller basement resulting in smaller class sizes and less revenue generated, however both
summer programs will be able to continue.
Option 2
Construction compliance held off until fall (or later)
Impact to the Guild will be greater.
Impact has been projected at (but not limited to):
Only 1 summer program will be able to run, resulting in noticeably less revenue, less summer
care options to families in Tillsonburg and the removal of 2 summer student positions at the
Guild.
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Option 3
Construction compliance occurring during summer months (July and August).
This option has the greatest impact to the Guild.
Impact has been projected at (but not limited to):
No summer programming occurring, resulting in massive loss of revenue, loss of summer care
options to families in Tillsonburg and the removal of 3 summer student positions at the Guild.
This will also greatly impact the tourism season at the Station, as there will be ongoing noise,
dust and dangers associated with construction.
It should be noted that the staff have worked tirelessly to create new and exciting programming.
We have seen increased momentum with these programs, Option 2 and Option 3 will cause a
stall in program growth, we cannot predict the long term damage.
Yours truly,
Gale Connor
President, Board of Directors
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Project:Station Arts Centre - Fire & Life Safety Condition Assessment
Location:Tillsonburg, Ontario 20‐Nov‐2018 Updated 05‐Feb. 2019
Gross Floor Area:5,600 sq.ft. [520m²]Preliminary Budget
Client:Town of Tillsonburg 1831
Elemental Cost Analysis Prepared By: a+LiNK Architecture Inc., London, On
Description
Maintenance
Priority (1,2,3)
Option 1 W/O
Sprinklers Estimate
Option 2
With Sprinklers Estimate Option 3 Reduce Area Estimate
Station Arts Centre ‐ Building Condition Assessment
12.0 Fire & Life Safety
1. Provide 3/4 hour fire separation to floor assembly above basement. 3.2.1.4 1 Is required FRR is not required if
sprinklered under Table
11.4.3.4A
Is required
.a Remove existing ceiling finishes and provide new GWB membrane.17,600$ ‐$ 17,600$
.b Upgrade walls separating the basement to 3/4 hr. FRR. 10,500$ ‐$ 10,500$
.c Provide new labeled doors, closers, and hardware to 3/4 hr. FRR in fire sep. 6,000$ ‐$ 6,000$
.d Provide fire dampers and fire stopping at penetrations in fire sep. 5,000$ ‐$ 5,000$
.e Provide new sprinkler system whole building.65,000$
2. Provide 3/4 hour fire separation for supports. 3.2.1.4 1 Is required Is not required Is required
.a Coordinate with item 1 above.4,000$ ‐$ 4,000$
3. Provide direct exits from basement. 1 Is required Is required Is required
.a See item 4 below.
4. Provide 2 exits or reduce floor area. 1 Two exits are required One exit is required Two exits are required
.a Two exits, min. travel distance is [30m] if unsprinklered. 3.4.2.5 (1) f. Upgrade lobby GWR 30,000$
.b Two exits, min. travel distance is [45m] if sprinklered. 3.4.2.5. (1) c.‐$
.c Reduce basement floor area to less then 150 m². Is required for one exit Area increased to 200 m²
with Sprinklers
Work associated with physical reduction of basement to create cellar space
Selective demolition of area above 150 m² included floor for concrete wall.5,000$
Construction of foundation wall and partition wall to underside of structure 5,000$
Infill area with compacted granular fill, vap. Barrier, mud slab to create cellar 6,000$
Install fire rated access panel 1,200$
Mech. dampers, Elect. lighting adjustment, Detectors 5,000$
.d One exit, min. travel distance is reduced to [25m]. 3.4.2.1 (2) b if sprinklered.‐$
.e One exit, min. travel distance is reduced to [15m]. 3.4.2.1 (2).
.f Construct exterior stair from basement to grade on west end of gallery addition. 25,000$ 25,000$ 25,000$
5. Provide interconnected smoke alarms 1 Is recommended Is recommended Is recommended
Option 1: Upgrade existing smoke alarms, exit signs, and emergency lighting
.a Upgrade smoke alarms to interconnected on all levels 9,500$ 9,500$ 9,500$
.b Upgrade Exit Signage and Emergency Lighting 5,000$ 5,000$ 5,000$
Option 2: Provide new fire alarm system
.c Fire alarm would be required if occupancy over 150 for licensed events. 3.2.4.1 g. 22,000$
Fire alarm may be connected to the existing security monitoring co.
Sprinkler signal to Fire Alarm ‐ ULC Monitored?
6. Rebuild east access to exit stair to provide uniform risers. 1Is required Is required Is required
.a Partial demolish, form and re‐pour stairs over existing. 5,000$ 5,000$ 5,000$
7. Provide new handrails on basement access to exit stairs with extensions. 1 Is required Is required Is required
.a Remove existing and install new railings ‐ one side if under 1100mm. 3,000$ 3,000$ 3,000$
8. Headroom clearance on west stair. 1 Is required Is required Is required
.a Remove existing shelf and patch ceiling GWB.650$ 650$ 650$
.b If min. headroom clearance cannot be obtained, rebuild stairs and landing to suit. 5,000$ 5,000$ 5,000$
9. Clear pathways at ground floor exit doors. 4 exits required. 1 Is required Is required Is required
.a Tenant to remove stored materials and maintain clear paths to exits. ‐‐‐
.b Decommission west exit ‐ not required. Is recommended ‐Is recommended ‐Is recommended ‐
10. Modify & update facility Fire Plan Map 1 Is required Is required Is required
.a Update fire plan map posted on walls to reflect current & future site conditions.‐‐‐
11. Remove stored materials under west basement stair. 1 Is required Is required Is required
.a Tenant to remove stored materials. ‐‐‐
Subtotal 126,250$ ‐$ 118,150$ ‐$ 118,450$
Contractor OH&P (20%)25,250$ ‐$ 23,630$ ‐$ 23,690$
SubTotal 151,500$ ‐$ 141,780$ ‐$ 142,140$
Contingency (20%)30,300$ ‐$ 28,356$ ‐$ 28,428$
TOTAL PROJECT ESTIMATE 181,800$ ‐$ 170,136$ ‐$ 170,568$
** HST Tax of 13% is additional to the cost estimate
Notes:1. Maintenance Priority (1,2,3) is defined as 1 = within 1 year, 2 = within 2 to 3 years, 3 = 3 to 5 years.
2. High priority items identified in the report of a structural or fire and life safety nature will require immediate attention.
3. All costs indicated are based on 2018 values.
Reference
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THE CORPORATION OF THE TOWN OF TILLSONBURG
BY-LAW NUMBER 4273
BEING A BY-LAW to confirm the proceedings of Council at its meeting held on the 19th
day of February, 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 February 11, 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 19th DAY OF FEBRUARY, 2019.
READ A THIRD AND FINAL TIME AND PASSED THIS 19th DAY OF FEBRUARY, 2019.
________________________________ MAYOR – Stephen Molnar
________________________________ TOWN CLERK – Donna Wilson
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