191121 Budget Council Meeting AgendaThe Corporation of the Town of Tillsonburg
COUNCIL BUDGET MEETING
AGENDA
Thursday, November 21, 2019
4:00 PM
Council Chambers
200 Broadway, 2nd Floor
1.Call to Order
2.Adoption of Agenda
Proposed Resolution #1
Moved By: Councillor Esseltine
Seconded By: Councillor Luciani
THAT the Agenda as prepared for the Council budget meeting of Thursday, November 21,
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
6.Departmental Business Plans
6.1 Tab 1 - Budget Overview
Proposed Resolution #2
Moved By: Councillor Esseltine
Seconded By: Councillor Luciani
THAT Council receive the 2020 Budget Overview, as information.
6.2 Tab 2 - Taxation and Reserves
Proposed Resolution #3
Moved By: Councillor Luciani
Seconded By: Councillor Esseltine
THAT Council receive the 2020 Taxation and Reserves summary, as information.
6.3 Tab 3 - 2020 Business Plan - Corporate Services
6.4 Tab 4 - 2020 Business Plan - Human Resources
6.5 Tab 5 - 2020 Business Plan - Operation Services
6.6 Tab 6 - 2020 Business Plan - Recreation, Culture and Parks
6.7 Tab 7 - 2020 Business Plan - Fire Services
6.8 Tab 8 - 2020 Business Plan - Building, Planning and By-law
6.9 Tab 9 - 2020 Business Plan - Economic Development Marketing
6.10 Tab 10 - 2020 Business Plan - Hydro Operations
Proposed Resolution #4
Moved By: Councillor Rosehart
Seconded By: Councillor Gilvesy
THAT Council receive the 2020 Departmental Business Plans, as information.
7.Motions/Notice of Motions
8.Confirm Proceedings By-law
Proposed Resolution #5
Moved By: Councillor Gilvesy
Seconded By: Councillor Rosehart
THAT By-Law 4361, to Confirm the Proceedings of the Council Meeting held on November
21, 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.
9.Adjournment
Proposed Resolution #6
Moved By: Councillor Parker
Seconded By: Councillor Esseltine
THAT the Council budget meeting of Thursday, November 21, 2019 be adjourned at 9:30
p.m.
Page 2 of 107
2020 Budget OverviewNovember 21, 2019Page 3 of 107
2Municipal Budgeting• There are two main types of accounting. One is commercial accounting which is used mainly by for-profit organizations and fund accounting which is used mainly by non-profits and governments.• The difference between the two is that a fund accounting system emphasizes accountability rather than profitability.• Fund accounting also segregates resources into categories or funds. By using this method of accounting you can properly identify the source of these funds and also the use of those funds.2020 Budget OverviewPage 4 of 107
32020 Budget Objectives• Maintain existing levels of service• Reduce tax supported debt • Use assessment growth to fund the Asset Management Plan• Address key programs identified in Community Strategic Plan (i.e. Transit)• Limit increase in Tax Rate to rate of inflation2020 Budget OverviewPage 5 of 107
42020 Budget Terminology• Requirement from taxation is the amount needed to be collected from taxpayers to fund the operating and capital programs• Tax levy is the amount required funds from the assessed value of the property• Tax rate is the number applied to all assessment to raise the monies needed from taxation• Operating requirements are the funds needed to run all of the departments within the town administration• Capital requirements are the funds needed to add or replace the Town’s Assets, Plans or Studies2020 Budget OverviewPage 6 of 107
5Sources of Funds - Taxation• Formula: Assessment X Tax Levy Rate = Taxation Levy• Assessment value is provided through a service contract with Municipal Property Assessment Corporation (MPAC)• Assessments are based on market value and are adjusted every four years with a phase in of increases over the next four years. i.e. 2016 valuation is phased in 2017 through 2020 when the valuations are done again. Reductions in value are taken in the first year.• Annually the municipality, through the budget process calculates the needs from taxation and adjusts the rate levy accordingly.2020 Budget OverviewPage 7 of 107
6Sources of Funds – User Fees• Several Services are provided by the Town through taxation however a number of services have a user fee attached that fully or partially recovers the cost of providing that service. Some of these fees may be from permits, licensing, recreation, planning, engineering, airport, transfer station, etc.• The Town has a complete Rates & Fees By-Law that details these charges. • The Town also provides services to other organizations such as the County of Oxford for water and wastewater operations and Tillsonburg Hydro for hydro operations.• These are a significant source of Revenue for the Town2020 Budget OverviewPage 8 of 107
7Sources of Funds – Reserves & Trusts• Reserves are the Town’s allocations of funds received from activities that are not needed in the current year. This allocation of Town equity establishes an obligation or funding for future years. Some of this is separated in actual bank accounts and deposits. • The Reserve Policy details the sources of funds, where funds are to be used and the target amount that is recommended. Some of the funds are at the discretion of the Council and some are mandated by other orders of government.• The Town is responsible for Trust Accounts that hold money that can be used in the operation of the Town or for distribution by the Trustees per the directions of the donors.2020 Budget OverviewPage 9 of 107
8Sources of Funds - Grants• The Town receives several million dollars annually in grants from upper orders of government. Some of these are from Gas Tax both Federal and Provincial, Partnership Funds for downloaded services, policing initiatives, the new Cannabis Tax, transit, economic development, recreation, etc.• Grants often can only be used for specific purposes and require reporting to ensure the costs are eligible for funding.2020 Budget OverviewPage 10 of 107
9Sources of Funds - DebtAll Capital related debt is issued through Oxford County and usually by the Province. Debt supported by users• Users are defined such as THI and the County which pay for their fleet, aquatic users pay a fee towards capital costs of pools, Fire Communication customers pay for equipment required for their service and residents pay for certain assets funded through a debenture that is repaid through the tax levy.2020 Budget OverviewPage 11 of 107
10Sources of Funds - DebtDebt supported by operational savings• Certain capital projects create savings that allow the Town to repay debt incurred to fund these projects such as LED streetlight replacement and the cogeneration facility in 2018 Debt supported by taxation• These are funds borrowed to fund the activities of the Town most often for capital assets. Prior Councils have requested that the total debt be reduced annually. The balance of committed tax supported borrowings is about $10.0 million for 2020.2020 Budget OverviewPage 12 of 107
11Sources of Funds - DebtAnnual Repayment Limit (ARL)• The Province does not limit the Town’s borrowing capacity by the amount of the borrowing but by the ability to repay the debt. • The ARL is calculated based on 25% of the Town’s net revenue going towards principal and interest payments.• Longer amortization periods allow a municipality to borrow a higher amount. Based on a 20 year debenture at 2.7% Tillsonburg could have borrowed an additional $43.6 million in 2019. This of course would impact the Town’s resources to carry out other activities.2020 Budget OverviewPage 13 of 107
122020 - The Big Picture• The total operations managed by Town staff generate $62.5M with offsetting THI, Water and Wastewater (County), etc.• Non tax revenues amount to $34.1M from utilities, $6.9M from user fees, $4.2M from upper orders of government, and $.3M from gifts, donations & other sources• This budget will focus on the impact to the taxpayers and the need to make the operations of the Town financially sustainable2020 Budget OverviewPage 14 of 107
13Budget ProposalStaff is proposing to increase the combined operating and capital tax supported budget from $15,718,000 in 2019 to $16,646,000 in 2020 to be funded from:• Growth in the value of existingassessment based on 2016 values $330,000• Growth in new assessment in 2018 $252,300• New tax rate for increased costs $345,700TOTAL $928,0002020 Budget OverviewPage 15 of 107
14Changes to Tax Rate2020 Budget OverviewYear Rate Change %2009 0.00755081 -3.3%2010 0.00754233 -0.1%2011 0.00745651 -1.1%2012 0.00737536 -1.1%2013 0.00725973 -1.6%2014 0.00722218 -0.5%2015 0.00723594 0.2%2016 0.00723432 0.0%2017 0.00748681 3.5%2018 0.00765228 2.2 %2019 0.00785272 2.6 %2020 0.00802548 2.2% proposedPage 16 of 107
15Household Impact of Operating Budget•Impact of Tax Rate Change per Household•$345,700 raised through tax rate change•70.5% of weighted assessment is residential•7696 households•Increased cost per household is $32 per year.2020 Budget OverviewPage 17 of 107
16Household Impact of Asset Management Policy Funding•Impact of Assessment Change per Household•$330,000 raised through MPAC assessment phased in change from 2016 valuation•70.5% of weighted assessment is residential•7696 households•Increased cost per household is $30 per year.Presentation Title | SectionPage 18 of 107
17Taxation Growth 2020 Budget Overview• New Assessment for 2020Assessment TaxUsed in Capital Budget• MPAC 2016 Phase-In $43M $330KUsed in Operating Budget• Growth from new construction $31M $252KPage 19 of 107
18Operating Budget PressuresGrowth Related Tax Revenues- $252,300• $25K Insurance• $47K Fire Prevention/ACEMC FTE – ½ year • $14K Corporate Office Expansion HLW not in 2019 budget• $25K Increased fleet & supplies charges for Winter Maintenance• $18K Maintain Beautification (previously grant funded)• $20K Increased TCC customer service coverage (approved 2019)• $32K Reduction in Provincial Grant operating funds• $24K Corporate Communications staffing• $44K Staff grid movements• $249KTotal2020 Budget OverviewPage 20 of 107
19Operating Budget PressuresIncreasing Cost of Operations $345,700• $ 68K In-Town Transit• $102K Cost of Living Increase 2.0% (April 2020)• $167K Increase in Policing contract• $ 9K all other • $346K Total increasing cost of operations2020 Budget OverviewPage 21 of 107
20Operating Budget Pressures > 2%Proposed operating budget increase 2.20 %Cost of Operations increasing by more than 2%• $66K In-Town Transit• $30K Employment Cost Increase • $16K Lost beautification funding• $65K Policing contract•$177K•Total increasing cost of operations over 2%1.30 %• Operating budget increase (maintain service levels) 0.90 %2020 Budget OverviewPage 22 of 107
21Service Level Reduction Options2020 Budget Overview• Contribution to Fleet Reserve $50K .30%• Transit $147K .88%• Beautification $20K .12%• Full closure of LLWP $56K .34%• Ice pads closed in summer $30K .18%Page 23 of 107
22Capital Budget • $ 343K Fire and Protection• $3,314K Recreation, Parks and Culture• $5,026K Operations• $ 20K IT• $8,704K Total Capital2020 Budget OverviewPage 24 of 107
23Capital FundingWhere is the $8.7 million coming from?• $2.8 M Grants• $1.0 M Debt• $1.6M Reserves• $ .2 M DC Reserves• $ .6 M User Pay & Operational Savings Funded Debt• $ .4 M Other Contributions• $2.1 M Asset Management Contribution from Taxation$ 8.7M Total Capital Funding2020 Budget OverviewPage 25 of 107
24Unrestricted Reserves - 20202020 Budget OverviewUnrestricted ReservesINDEX2019 OpeningBalanceJanuary 1InterestIncome collected for 20192019Transfers In2019 Sub-totalCommitments20192019 Projected Balance @December 312020Transfers InCommitmentsNew 2020Commitmentsfrom CFWD in 2020Projected Ending Balance for 2020Council Reserve3,499 45 - 3,544 - 3,544 10,00013,544Election Reserve16,288 211 2,000 18,499 - 18,49918,499Transit Reserve- - - - - -0Physician Recruitment Reserve36,563 473 - 37,036 7,500 29,53629,536Tax Rate Stabilization Reserve 887,571 11,401 4,469 903,441 190,170 713,271 160,000 553,271IT Equipment Reserve150,126 1,795 65,000 216,921 112,313 104,607 70,000 20,0005,000 149,607Asset Management Reserve413,996 14,200 820,762 1,248,959 512,883 736,076 736,00076Fleet & Equipment Reserve339,743 4,519 594,865 939,127 572,790 366,337 100,000 220,000 181,500 64,837Fire Dept. Equipment Reserve81,567 1,115 132,800 215,482 85,800 129,682 50,000 100,00079,682Fire Dept. Labour Reserve- - - - - -0Police Reserve139,841 1,807 28,500 170,148 92,000 78,148 48,000 28,500 1,648Police Service Board Reserve10,476 135 5,000 15,612 - 15,61215,612Engineering Reserve47,868 619 282,500 330,987 235,000 95,987 42,500 53,487Development Remediation Reserve170,071 2,054 255 172,379 172,379 (0)0Linear Infrastructure Reserve 455,370 5,436 351,400 812,207 333,934 478,272 22,500 65,000 183,400 252,372Airport Reserve6,043 78 25,000 31,121 5,900 25,221 25,000221Waste Mangement Reserve1,857 24 - 1,881 - 1,8811,881Winter Maint.Reserve- - - - - -0RCP Reserve 324,383 3,670 267,142 595,195 153,889 441,306 59,200 182,000 131,000 187,506Facility Infrastructure Reserve402,518 5,247 327,194 734,959 10,000 724,959 26,300751,259Cemetery Reserve46,164 597 20,000 66,761 20,000 46,76145,100 1,661Downtown Parking Reserve270,768 3,543 12,191 286,502 30,000 256,502 9,000265,502Econ Development Reserve 284,452 3,979 76,000 364,430 29,400 335,030 76,000 1,100 232,400 177,5304,089,16560,9463,015,0787,165,1902,563,9594,601,230423,0001,599,600806,9002,617,730Page 26 of 107
25Restricted Reserves and Trusts - 20202019 Budget OverviewRestricted ReservesDevelopmentCharges Reserves2019 OpeningBalanceJanuary 12019Transfers In atOctober 31 2019InterestIncome atOctober 31 20192019 Sub-totalCommitments20192019 BalanceDecember 31General31,493 18,928 471 50,89250,892Fleet 648,083 63,476 8,356 719,915719,915Fire297,835 59,160 2,150 359,145 22,200 336,945Police1,074 1,844 10 2,9282,928Parking8,627 6 57 8,6908,690Storm Water49,792 7,134 357 57,28357,283Roads716,711 334,280 5,861 1,056,852 318,500 738,352Recreation223,269 64,720 3,040 291,029 20,000 271,0291,976,884549,54820,3022,546,734360,7002,186,034Obligatory ReservesGas Tax91,685 7,678 977,925 1,077,288 496,120 581,168Building Fees188,28482,974 271,258271,258Trust FundsOpening Balanceat Jan 1 20192019Transfers In atOctober 31 2019Balance atOct 31 2019JL Scott McLean413,204147,563Parkland19,71220,355Community Trusts64,17176,455Perpetual Care909,505935,378Annandale House132,733152,287Cemetery Mntce.34,70135,251Cemetery Prepaid29,40629,918Scholarships36,95835,389Lake Lisgar Revitalization25,46328,3221,665,853.001,460,917.07Page 27 of 107
Budget Requirements
Council 384,200 411,700 27,500 7.16%
Corporate Services 1,691,800 1,524,000 (167,800)(9.92%)
Customer Services 92,800 40,800 (52,000)(56.03%)
Fleet Services 269,400 293,000 23,600 8.76%
THI (140,000)(140,600)(600)0.43%
Enterprise Services (200,000)(212,900)(12,900)6.45%
Fire Services 1,475,100 1,494,900 19,800 1.34%
Police Services 3,006,400 3,110,500 104,100 3.46%
Protection/Bylaw 210,200 215,100 4,900 2.33%
Building
OPS Admin 248,000 252,200 4,200 1.69%
Engineering 587,400 539,700 (47,700)(8.12%)
Public Works 3,075,000 3,254,200 179,200 5.83%
Parking
Airport 52,900 47,000 (5,900)(11.15%)
Waste Management 185,200 189,400 4,200 2.27%
Cemetery 133,900 110,800 (23,100)(17.25%)
Parks 842,700 880,600 37,900 4.50%
Community Events 23,400 32,000 8,600 36.75%
Recreation - Programs 413,100 507,300 94,200 22.80%
Recreation - Facilities 2,645,700 3,396,200 750,500 28.37%
Elliott Fairbairn Centre (32,300)(33,200)(900)2.79%
Museum 439,700 393,700 (46,000)(10.46%)
Transit Services 79,000 147,100 68,100 86.20%
Development & Communication Services 95,000 68,000 (27,000)(28.42%)
Economic Development 397,100 439,700 42,600 10.73%
Municipal Taxes (257,700)(315,200)(57,500)22.31%
Sub-total 15,718,000 16,646,000 928,000 5.90%
Municipal Taxes - Phase in Growth (330,000)(330,000)
Municipal Taxes - New Growth (252,300)(252,300)
Consolidated Budget Requirement 15,718,000 16,063,700 345,700 2.20%
2019
Budget
2020
Budget
Variance
$
Variance
%
2020 Financial Plan
Budget Summary - Budget Requirement
Run Date: 05/11/19 1:26 PM Page No: 1
Page 28 of 107
Operating Plan
Council 384,200 411,700 27,500 7.16%
Corporate Services 1,630,400 1,524,000 (106,400)(6.53%)
Customer Services 84,800 40,800 (44,000)(51.89%)
Fleet Services (167,100)(82,100)85,000 (50.87%)
THI (140,000)(140,600)(600)0.43%
Enterprise Services (200,000)(212,900)(12,900)6.45%
Fire Services 1,387,300 1,439,900 52,600 3.79%
Police Services 2,977,900 3,110,500 132,600 4.45%
Protection/Bylaw 210,200 215,100 4,900 2.33%
Building
OPS Admin 248,000 252,200 4,200 1.69%
Engineering 304,900 310,700 5,800 1.90%
Public Works 2,723,600 2,899,000 175,400 6.44%
Parking
Airport 52,900 47,000 (5,900)(11.15%)
Waste Management 185,200 189,400 4,200 2.27%
Cemetery 113,900 110,800 (3,100)(2.72%)
Parks 684,700 733,800 49,100 7.17%
Community Events 23,400 32,000 8,600 36.75%
Recreation - Programs 393,100 454,800 61,700 15.70%
Recreation - Facilities 2,374,700 2,501,300 126,600 5.33%
Elliott Fairbairn Centre (32,300)(33,200)(900)2.79%
Museum 376,200 383,700 7,500 1.99%
Transit Services 79,000 147,100 68,100 86.20%
Development & Communication Services 95,000 68,000 (27,000)(28.42%)
Economic Development 397,100 439,700 42,600 10.73%
Municipal Taxes (257,700)(315,200)(57,500)22.31%
Sub-total 13,929,400 14,527,500 598,100 4.29%
Municipal Taxes - New Growth (252,300)(252,300)
Total Operating Budget 13,929,400 14,275,200 345,800 2.48%
2019
Budget
2020
Budget
Variance
$
Variance
%
2020 Financial Plan
Budget Summary - Budget Requirement
Run Date: 05/11/19 1:26 PM Page No: 2
Page 29 of 107
Capital Asset Management
Corporate Services 61,400 (61,400)(100.00%)
Customer Service 8,000 (8,000)(100.00%)
Fleet Services 436,500 375,100 (61,400)(14.07%)
Fire Services 87,800 55,000 (32,800)(37.36%)
Police Services 28,500 (28,500)(100.00%)
Engineering 282,500 229,000 (53,500)(18.94%)
Public Works 351,400 355,200 3,800 1.08%
Airport
Cemetery 20,000 (20,000)(100.00%)
Parks 158,000 146,800 (11,200)(7.09%)
Recreation - Programs 20,000 52,500 32,500 162.50%
Recreation - Facilities 271,000 894,900 623,900 230.22%
Museum 63,500 10,000 (53,500)(84.25%)
Economic Development
Sub-total 1,788,600 2,118,500 329,900 18.44%
Municipal Taxes - Phase in Growth (330,000)(330,000)
Total Asset Management 1,788,600 1,788,500 (100)(0.01%)
2019
Budget
2020
Budget
Variance
$
Variance
%
2020 Financial Plan
Budget Summary - Budget Requirement
Run Date: 05/11/19 1:26 PM Page No: 3
Page 30 of 107
Unrestricted Reserves
INDEX
2019 Opening
Balance
January 1
Interest
Income
collected for
2019
2019
Transfers In
2019
Sub-total
Commitments
2019
2019
Projected
Balance @
December 31
2020
Transfers In
Commitments
New 2020
Commitments
from CFWD in
2020
Projected
Ending Balance for
2020
Council Reserve 3,499 45 -3,544 -3,544 10,000 13,544
Election Reserve 16,288 211 2,000 18,499 -18,499 18,499
Transit Reserve ------0
Physician Recruitment Reserve 36,563 473 -37,036 7,500 29,536 29,536
Tax Rate Stabilization Reserve 887,571 11,401 4,469 903,441 190,170 713,271 160,000 553,271
IT Equipment Reserve 150,126 1,795 65,000 216,921 112,313 104,607 70,000 20,000 5,000 149,607
Asset Management Reserve 413,996 14,200 820,762 1,248,959 512,883 736,076 736,000 76
Fleet & Equipment Reserve 339,743 4,519 594,865 939,127 572,790 366,337 100,000 220,000 181,500 64,837
Fire Dept. Equipment Reserve 81,567 1,115 132,800 215,482 85,800 129,682 50,000 100,000 79,682
Fire Dept. Labour Reserve ------0
Police Reserve 139,841 1,807 28,500 170,148 92,000 78,148 48,000 28,500 1,648
Police Service Board Reserve 10,476 135 5,000 15,612 -15,612 15,612
Engineering Reserve 47,868 619 282,500 330,987 235,000 95,987 42,500 53,487
Development Remediation Reserve 170,071 2,054 255 172,379 172,379 (0)0
Linear Infrastructure Reserve 455,370 5,436 351,400 812,207 333,934 478,272 22,500 65,000 183,400 252,372
Airport Reserve 6,043 78 25,000 31,121 5,900 25,221 25,000 221
Waste Mangement Reserve 1,857 24 -1,881 -1,881 1,881
Winter Maint.Reserve ------0
RCP Reserve 324,383 3,670 267,142 595,195 153,889 441,306 59,200 182,000 131,000 187,506
Facility Infrastructure Reserve 402,518 5,247 327,194 734,959 10,000 724,959 26,300 751,259
Cemetery Reserve 46,164 597 20,000 66,761 20,000 46,761 45,100 1,661
Downtown Parking Reserve 270,768 3,543 12,191 286,502 30,000 256,502 9,000 265,502
Econ Development Reserve 284,452 3,979 76,000 364,430 29,400 335,030 76,000 1,100 232,400 177,530
4,089,165 60,946 3,015,078 7,165,190 2,563,959 4,601,230 423,000 1,599,600 806,900 2,617,730
4
Page 31 of 107
Restricted Reserves
Development
Charges Reserves
2019 Opening
Balance
January 1
2019
Transfers In at
October 31 2019
Interest
Income at
October 31 2019
2019 Sub-total Commitments
2019
Projected 2019
Balance
December 31
General 31,493 18,928 471 50,892 50,892
Fleet 648,083 63,476 8,356 719,915 719,915
Fire 297,835 59,160 2,150 359,145 22,200 336,945
Police 1,074 1,844 10 2,928 2,928
Parking 8,627 6 57 8,690 8,690
Storm Water 49,792 7,134 357 57,283 57,283
Roads 716,711 334,280 5,861 1,056,852 318,500 738,352
Recreation 223,269 64,720 3,040 291,029 20,000 271,029
1,976,884 549,548 20,302 2,546,734 360,700 2,186,034
Obligatory Reserves
Gas Tax 91,685 7,678 977,925 1,077,288 496,120 581,168
Building Fees 188,284 82,974 271,258 271,258
Trust Funds
Opening Balance
at Jan 1 2019
Balance at
Oct 31 2019
JL Scott McLean 413,204 147,563
Parkland 19,712 20,355
Community Trusts 64,171 76,455
Perpetual Care 909,505 935,378
Annandale House 132,733 152,287
Cemetery Mntce. 34,701 35,251
Cemetery Prepaid 29,406 29,918
Scholarships 36,958 35,389
Lake Lisgar Revitalization 25,463 28,322
1,665,853.00 1,460,917.07
5
Page 32 of 107
2019 One Time Provincial Grant622,976.00$ Allocation of Funds2019 Beautification program16,000.00$ 2019 Improve Service Delivery and Efficiency 20,000.00$ 2019 - RCP departmental service review 40,000.00$ 2019 - Community Safety & Well-being Planning Coordinator 10,000.00$ 2020 - X97 3D LIDAR Maint. Holes Phase 1 of 2 85,000.00$ 2020 - X92 Rolling Meadows Reconstruction phase 1 of 2 -Storm Sewers205,000.00$ 2020 - X91 Rouse St. Sanitary Installation 78,000.00$ 2020 - X04 RPS -refresh recreation master plan 21,000.00$ 2020 - X07 FAC -OPP HVAC upgrades 21,000.00$ 2020 - X13 FAC TCC Repair HC Sauna/convert to Steam 10,500.00$ 2020 - X28 C&H -Cultural Master Plan 31,500.00$ 2020 - X36 PKS Annandale Diamond Lighting Upgrades 84,000.00$ Sub-total622,000.00$ Funds Remaining976.00$ 6Page 33 of 107
TOWN OF TILLSONBURG2020 Business PlanCorporate ServicesNovember 21, 2019Page 34 of 107
22020 BusinessObjectives2020 Business Plan | Corporate ServicesItemOwner Budget ValueTarget DateIT Security – THI Director of FinanceGM Hydro OpsQ2Corporate Staff Plan to meet Community GrowthDirector of Finance Q2Multi Year Budget Manager of Finance Q4Asset Management Plan Integrated into 2021 BudgetManager of Finance Q4Electronic Communications Policy Director of FinanceQ2Review banking and legal arrangementsDirector of Finance Q3Page 35 of 107
32020 BusinessObjectives2020 Business Plan | Corporate ServicesItemOwner Budget ValueTarget DateNegotiate long term contract with County for Water/Wastewater billingDirector of Finance $0 Q2Dr. Recruitment CAO $70,000 Q4Strat PlanReserved in 2019CAO $60,000-$25,000Q2Integration of County Service Plan CAO Q4Central Record Repository Clerk $0 Q2Local Government Week Clerk $1,500 Q4Page 36 of 107
42020 Capital Summary2020 Business Plan | Corporate ServicesItemDepartment Budget ValueTarget DateAnnual Computer Replacement IT $20,000 Q2Contribution to Reserves from Departmental Charges$70,000-$70,000Q4Q4Page 37 of 107
5RisksIT •Cyber attacks against municipal government has hit Oxford County and requires constant vigilance and precautionsFinance•Funding from Upper Orders of Government has become unreliable•Potential of change of governance due to Provincial direction overshadows service delivery•Water and Wastewater billing going to the County as per their proposal would be a loss of positions and a greatly reduced customer service for ratepayers.2020 Business Plan | CorporatePage 38 of 107
6Opportunities•Lower long term interest rates make borrowing for major projects a more attractive opportunity 2020 Business Plan | Corporate ServicesPage 39 of 107
7Future Departmental Directions: 3 year outlook•2021•RFP for insurance•10 Year Capital Plan•2022/2023•Annual Budgets on the same accounting basis as year-end financial statements2020 Business Plan | Corporate ServicesPage 40 of 107
Town of Tillsonburg2020Business PlanHuman ResourcesNovember 21, 2019Page 41 of 107
2•Recruitment•Salary Administration•Human Resource Information System (HRIS)•Benefit Administration•Policy & Procedures•Employee Relations•Health & Safety/Wellness•Labour RelationsHuman Resources Services2020 Business Plan | Human ResourcesPage 42 of 107
32020 BusinessObjectives2020 Business Plan | Human ResourcesItemOwner Budget Value Target Date2% Cost of Living Increase Manager of Human Resources$111,000 Q2Health, Dental & Life Renewal Manager of Human Resources$64,100DecreaseQ1Payroll Deduction Increase (OMERS, CPP, EI, EHT, WSIB)Manager of Human Resources$54,300 Q1Policy Review, Update and Creation (Health and Safety and Human Resources)Manager of Human Resources/Health & Safety CoordinatorNA Q4Implementation of revised compensation gridManager of Human Resources$90,000 Q3Continuation of Future Ready Leadership ProgramSenior LeadershipTeam$9,800 Q2Page 43 of 107
4Risks2020 Business Plan | Human Resources•Competitive compensation pressures •Changing health and safety legislation -corporate wide•Recruitment and retention•Increased oversight of Ministry Of LabourPage 44 of 107
5Opportunities2020 Business Plan | Human Resources•Competitive remuneration supports recruitment and retention •Review of policies to ensure consistency across organization•Updated Job Hazard Analysis, Standard Operating Procedures, Policies, etc.•In-house training – reduce training costsPage 45 of 107
6Future Departmental Directions: 3 year outlook2020 Business Plan | Human Resources• 2021 to 2023• Review and implementation of Personnel and Health and Safety policies/procedures• Continuation of Compensation Review • Fire Communicators Negotiations • Health and Wellness Initiatives • Power Worker’s Union NegotiationsPage 46 of 107
7Human ResourcesDepartmentFTE ChangeRecreation, Culture & Parks 0.50 (previously approvedby Council)Fire Services1.00Police -1.00Human Resources 0.0 Contract to PermanentRecreation, Culture & Parks 0.50 Contract to Permanent (contract previously approved by Council)Building/By-Law1.00 (previously approved by Council)Economic Development & Marketing 0.40 2019 2020Total FTE Requirements134.94 137.34Change from previous year0.83 2.402020 Business Plan | Human ResourcesPage 47 of 107
Town of Tillsonburg2020Business PlanOperations ServicesNovember 21, 2019Page 48 of 107
22020 Business Objectives2020 Business Plan | Operations ServicesItemOwnerProject ValueTarget DateImplementation of Inter-Community Transit ServiceDirector of Operations- Q2Renegotiations of West Town Line Boundary Road Agreement Director of Operations- Q2Renegotiations of Solid Waste and Recycling Collection Agreement with Oxford CountyDirector of Operations- Q3Renegotiations of Urban Road Maintenance Agreement with Oxford CountyDirector of Operations- Q4Renegotiations of Water Distribution and WastewaterCollection Agreement with Oxford CountyDirector of Operations- Q2Develop a Sanitary Inflow and Infiltration ProgramManager of Water/ Wastewater- Q2Ontario One-Call Alternative Locate AgreementManager of Water/ Wastewater- Q1Implement a Watermain Foam Swabbing ProgramManager of Water/ Wastewater- Q2Downtown Sidewalk By-law 2189 UpdateManager of Public Works- Q2Page 49 of 107
32020 Business Objectives2020 Business Plan | Operations ServicesItemOwnerProject ValueTarget DateAirport Development ManualManager of Public Works- Q2Town Owned Hangar Development Business CaseManager of Public Works- Q3Investigate Private Woodlot East of Runway 08-26 Removal OptionsManager of Public Works- Q3Airport General Aviation Area Stormwater ManagementManager of PW & Engineering- Q1Finalize Engineering Design Criteria & Standard DrawingsManager of Engineering- Q3Asset ManagementComplete AMP Implementation ProjectImprove Core Asset Capital Plan from detailed AMP Manager of Engineering--Q2Q3Lincoln Street Reconstruction Detailed DesignManager of Engineering- Q4Goshen Street Reconstruction Detailed DesignManager of Engineering- Q4Townline Rd. Reconstruction Preliminary DesignManager of Engineering- Q4Page 50 of 107
42020 Capital Summary (Tab 13)2020 Business Plan | Operations ServicesItemOwnerProject ValueTarget DateAirport NAV CANADA Instrument Approach Procedure UpgradeManager of Public Works$25,000 Q1Airport Drainage Channel RestorationManager of Public Works$35,000 Q3Airport Master PlanManager of Public Works$65,000 Q4Sidewalk Connectivity ProgramManager of PW &Engineering$50,000 Q3Road Condition AssessmentsManager ofEngineering$40,000 Q3Maintenance Hole Assessment Program Phase 1 of 2Manager ofEngineering$170,000 Q4Goshen Area Geotechnical InvestigationManager ofEngineering$35,000 Q1Broadway & Bridge St. Intersection Audible and Accessibility UpgradesManager ofEngineering$65,000 Q3Page 51 of 107
52020 Capital Summary (Tab 13)2020 Business Plan | Operations ServicesItemOwnerProject ValueTarget DateConcession St. W. Reconstruction Design (Charlotte to Rolph)Manager ofEngineering$200,100 Q3Quarter Town Line & Beech Blvd Retaining Wall Replacement DesignManager of Engineering$85,000 Q3Quarter Town Line at Stoney Creek Culvert Retaining Wall Rehabilitation DesignManager of Engineering$30,000 Q3Young Street Storm Outlet Class EnvironmentalAssessmentManager ofEngineering$70,000 Q4Watermain Looping – Langrell to BroadwayManager of Engineering$75,000 Q2Stoney Creek Sanitary Trunk Main RepairManager of Engineering$95,000 Q3Bloomer St. Storm Sewer Repair (reserve contribution)Manager of Engineering$22,500 Q2Page 52 of 107
62020 Capital Summary (Tab 13)2020 Business Plan | Operations ServicesItemOwnerProject ValueTarget DateAsphalt Resurfacing ProgramManager of Engineering$400,000 Q3Oxford/Simcoe St. Rehabilitation (Broadway to Vienna Rd)Manager of Engineering$1,753,800 Q4Rolling Meadows Reconstruction Phase 1 of 2 (Tanager, Falcon)Manager of Engineering$1,235,000 Q3Rouse St. Sanitary InstallationManager of Engineering$590,000 Q2Page 53 of 107
72020 Capital Summary (Tab 13)2020 Business Plan | Operations ServicesItemOwnerProject ValueTarget DateLight DutyBuilding Unit #34 – Replace SUVManager of PublicWorks$45,000 Q2By-law Unit #36 – Reassigned SUVManager of Public Works$0 Q3New Building Unit – SUVManager of Public Works$45,000 Q2New Hydro Unit – Utility VanManager of Public Works$40,000 Q1Medium DutyNew Fire Unit – Command VehicleManager of Public Works$80,000 Q3New Water/Roads Unit – Service TruckManager of Public Works$75,000 Q3Page 54 of 107
82020 Capital Summary (Tab 13)2020 Business Plan | Operations ServicesItemOwnerProject ValueTarget DateHeavy DutyRoads Unit #60 – Replace Snowplow TruckManager of Public Works$295,000 Q2Off Road EquipmentWater/Hydro/Roads Unit #86 – Replace BackhoeManager of PublicWorks$195,000 Q2Roads Unit #84 – Replace Sidewalk MachineManager of Public Works$185,000 Q2Hydro Unit #233 – Rehabilitate Cable TrailerManager of Public Works$10,000 Q3Roads Unit #115 – Replace Line StriperManager of Public Works$20,000 Q1Roads Unit #97 – Replace Loader Blade AttachmentManager of Public Works$20,000 Q1New Parks Unit – Outdoor Ice & Trails MachineManager of Public Works$55,000 Q3Page 55 of 107
9Risks• As development proceeds along West Town Line the need to negotiate anew Boundary Road Agreement is critical in sharing 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, ensure equitable compensation of servicesprovidedand maintain local control of these systems.• Development of an master stormwater drainage plan for the generalaviation area of the Airport will help mitigate flooding concerns and providea guideline to inform further design work.2020 Business Plan | Operations ServicesPage 56 of 107
10Risks• Inclusion of all Corporate assets and improved capital planning based ondetailed AMP analysis is essential to continue eligibility forfuture grantfunding opportunities, position the Town to meet the legislative deadlinesof O.Reg. 588/17, and transition towards a Level of Service basedComprehensive Asset Management Plan.• Geotechnical investigation, survey, base plan and detailed design of roadreconstructions to address deficiencies associated with water, sanitary,stormwater and roadway profile refine scope of work and cost estimates.2020 Business Plan | Operations ServicesPage 57 of 107
11Opportunities• Implementation of the Inter-Community Transit Service pilotproject underthe Community Transportation Program of the MTO will help supportresidents of Tillsonburg and other rural communities in accessing healthcare, employment and other essential services.• Renegotiating the Solid Waste and Recycling Collection Agreement withOxford County will realign agreement language with service levels andprovide potential opportunity to increase funding.• Developing an inflow and infiltration program takes the firststep towardsidentifying areas where rain and ground water enter the sanitary systemthat can subsequently be targeted to reduce flows to the treatment facility.• Implementing Alternative Locate Agreements (ALA’s) would benefit theTown by reducing the number of unnecessary locate requests inapplicable situations• Implementation of a watermain foam swabbing program will help removeheavier sediment, significantly reducing the amount of water needed toflush watermains and promotes longer life of disinfectants.2020 Business Plan | Operations ServicesPage 58 of 107
12Opportunities• The 1982 Downtown Sidewalk By-law 2189 is in need of updating tosupport current Town practice as winter maintenance practices haveevolved over time.• The creation of an Airport Development Manual will help provide a clearunderstanding of an applicants responsibilities, set expectations andprovide streamlined process that would allow for the efficientreview,approval and issuance of Airport Development Permits by Town staff.• Prior to constructing Town owned Hangars to be leased, a business casewill be completed to confirm that this investment would yield apositivereturn on investment.• Investigation of private woodlot removal options east of main Runway 08-26 is key in order to benefit from the full 5,502’ runway. Currently theoperational length of Runway 08-26 is restricted by the presenceof treesresulting in a displaced runway threshold of 1,000’.2020 Business Plan | Operations ServicesPage 59 of 107
13Opportunities• Finalizing the revised Engineering Design Criteria and associatedstandard drawings of all municipal infrastructure assets to current industrystandards and practices will support operational objectives and ensurecompliance with changing legislative requirements.2020 Business Plan | Operations ServicesPage 60 of 107
14Future 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.• ICIP Funding – Concession St. W. Reconstruction (Charlotte to Rolph)• Comprehensive review and update of the Town Asset Management Plan.• Master Stormwater Drainage Planning Study• Develop a Watermain Directional Flushing Program• Pursue available Provincial and Federal capital funding opportunities.2020 Business Plan | Operations ServicesPage 61 of 107
15Future 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.• Implement Watermain Directional Flushing Program• Determine which Hydro infrastructure upgrade/alternativeis most suitablefor the Airport.• Pursue available Provincial and Federal capital funding opportunities.2020 Business Plan | Operations ServicesPage 62 of 107
16Future Departmental Directions: 3 year outlook2023• 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.• Implement Kinsmen Pedestrian Bridge decision• Pursue available Provincial and Federal capital funding opportunities.2020 Business Plan | Operations ServicesPage 63 of 107
Town Of Tillsonburg2020 Business PlanRecreation, Culture & ParksNovember 21, 2019Page 64 of 107
22020 BusinessObjectivesRCP Department ItemOwner ProjectValueTarget DateUpdate Memorial Park & Lake Lisgar Master Plan MappingDirector/AdvisoryCommitteeQ1Implement Recommendations from RCP Departmental Service ReviewRCP Team Q2LLWP Rehabilitation Project Development Director Q2Initiate Tillsonburg Community Centre Rehabilitation Project Director $5 million Q3Update Recreation-related Planning Policies Director Q4Review and update MOUs and User Agreements Director Q4Capital Fundraising Program Director Q42020 Business Plan | Recreation, Culture & ParksPage 65 of 107
32020 BusinessObjectivesPrograms & Services DivisionItemOwner ProjectValueTarget DateLeafs Alumni Hockey Game Fundraising EventRecreation Programs & Services Team($10,000 ) Q1Policy Implementation & Development (Rzone, Facilities Allocation, Advertising)Recreation Programs & Services TeamNo cost Q1Implementation of increased service levels at TCC Business Services Team$31,000 Q1Grow participation in Corporate Memberships and Personal TrainingRecreation Programs Team($10,000) Q2Recreation Master Plan UpdateRecreation Programs & Services Team$21,000 Q3Increase marketing of Halls and Meeting Room Rentals to generate additional revenueBusiness Services Team($10,000) Q42020 Business Plan | Recreation, Culture & ParksPage 66 of 107
42020 BusinessObjectivesCulture & Heritage DivisionItemOwner Project ValueTarget DateSpecial travelling exhibit from Royal Ontario MuseumMuseum Team $8,000 Q1Increase School Programming through in-class visitsMuseum Team Q2Celebration Event: 195th Anniversary of the Founding of TillsonburgMuseum Team Q3Cultural Master Plan/Museum Strategic Plan Museum Team $31,500 Q3Tillsonburg Sesquicentennial Planning (2022) Museum Team Q42020 Business Plan | Recreation, Culture & ParksPage 67 of 107
52020 BusinessObjectivesParks & Facilities DivisionItemOwner Project ValueTarget DateContinued Town beautification in cooperation with BIA & Horticultural Society;Parks & Cemeteries TeamQ2Complete Parks Master PlanParks & Cemeteries Team$75,000 Q3Enhancing cemetery to provide more service/memorial options for cremated remains;Parks & Cemeteries Team$20,000 Q3Complete outstanding capital project backlogParks & Facilities TeamQ3Update Cemetery Master PlanParks & Cemeteries TeamQ4Update Corporate Facility Fire Safety PlansFacilities Team Q4New revenue generating memorial initiatives/programs within cemetery.Parks & Cemeteries TeamQ42020 Business Plan | Recreation, Culture & ParksPage 68 of 107
62020 Capital Highlights(For complete list see Tab 14)ItemDepartment Project ValueTarget DateIndoor Pool Asset Renewal Facilities Team $1,575,000 2021Replace lane ropes, carts, tables & inflatables Programs Team $29,100 Q1Annandale Diamond Lighting UpgradesParks & Cemeteries Team$315,000 Q2Install permanent walls at Kinsmen BandshellParks & Cemeteries Team$31,500 Q2Update signage at TCC/Memorial ParkPrograms &Services Team$21,000 Q2Scheduled roof work @ various locations Facilities Team $125,000 Q32020 Business Plan | Recreation, Culture & ParksPage 69 of 107
7ItemDepartment Project ValueTarget DateRepair HC Sauna/Convert to steam Facilities Team $10,000 Q2Annual Playground replacement program - Glendale Park + Wheelchair swingParks & Cemeteries Team$78,800 Q3FCA Scheduled work @ various park locationsParks & Cemeteries Team$100,000 Q3OPP Station HVAC upgrades Facilities Team $21,000 Q3Scattering Garden at Tillsonburg CemeteryParks & Cemeteries Team$20,000 Q4FCA Scheduled work @ various town facilities Facilities Team $450,000 Q4LLWP Asset Renewal (waterslide) Facilities Team $315,000 Q42020 Business Plan | Recreation, Culture & Parks2020 Capital Highlights(For complete list see Tab 14)Page 70 of 107
8Risks•Museum collection storage space nearing capacity – will require a moratorium on collecting if not addressed in near future.•Maintaining legislative compliance in cemetery operations;•Need for updated Fire Safety Plans/Evacuation Plans for Town facilities;•LLWP condition negatively affects perception as an attraction;•Facility closures associated with infrastructure renewal negatively impacting revenue;•Grant funding for major infrastructure renewal projects is highly competitive;•Inability to secure sponsorship to bring ROM exhibit to community;•Aging volunteer base – not able to volunteer to the same level as previously volunteered;2020 Business Plan | Recreation, Culture & ParksPage 71 of 107
9Opportunities•Improve relationships with local Funeral Homes & Bereavement Service Providers;•Continue energy consumption efficiencies through facility assessment & enhancements;•Facility upgrades through asset management programs to maximize life cycles for equipment and building envelopes;•Implement recommendations from Departmental Service Review•Capital Fundraising for waterslide at LLWP•Increase volunteer program participation for programs and parks•Investment in TCC Rehabilitation project if the infrastructure grant is successful•Increase online registration through marketing and promotion•New hires within department bring fresh ideas and energy 2020 Business Plan | Recreation, Culture & ParksPage 72 of 107
10Future Departmental Directions: 3 year outlook2021Museum storage upgradeIndoor Pool Upgrade completionNew park at Northcrest subdivision2022Town’s 150thAnniversary of Incorporation50thAnniversary of Community CentreWaterpark Rehabilitation completion2023Celebrations for the 50thAnniversary of the Museum2020 Business Plan | Recreation, Culture & ParksPage 73 of 107
Town of Tillsonburg2020Business PlanFire & Rescue ServicesNovember 21, 2019Page 74 of 107
22020 BusinessObjectives2020 Business Plan | Fire and Rescue ServicesItemOwner Budget Value Target DateDevelop a Fire Communication Business PlanDeputy Chief Q-4Continue to work with Oxford County to complete traffic pre-emption equipment installed at key intersections.Fire Chief $0 (previous DC contributions)Q-1Continuation of multi-year training plan for Firefighters and Officer development.Deputy Chief $0 Q-4Evaluation for purchase of replacement SCBA.Deputy Chief $0 Q-3Continue Development of PTSD risk reduction strategy & program.Fire Chief $0 Q-4Page 75 of 107
32020 BusinessObjectives2020 Business Plan | Fire and Rescue ServicesItemOwner Budget Value Target DateContinue to develop and implement cancer risk reduction strategy & program.Fire Chief $0 Q-4Update Establishing & RegulatingBy-Law.Fire Chief $0 Q-2Continue training on Technical Rescue/Rope/Ice Water/Fire Ground Operations.Deputy Fire Chief$0 Q-4Continued Progress in Fire Prevention and Public Education with the addition. of a FPO/ACEMCFire Chief $23,400. Q-4Continued Progress in Mandatory Emergency Management. Fire Chief $23,400. Q-4Page 76 of 107
42020 Capital Summary2020 Business Plan | Fire & Rescue ServicesItemDepartment Budget ValueTarget DateX46 SCBA Replacement Fire $250,000 Q-3X34 Next Generation 9-1-1 (NG9-1-1) Phone replacementFire $5,000 Q-1X43 Technical Rescue Equipment Fire $30,000 Q-2X44 Fire Ground Equipment Fire $10,000 Q-2X42 Hose and Appliances Fire $10,000 Q-2X45 Dispatch Radio Upgrade Fire $38,000 Q-4Page 77 of 107
5Risks• Increased legislated responsibilities of the Fire Service with regard to mandatory public reporting and risk assessment.• Legislated responsibilities to inspect and monitor occupancies with vulnerable occupants have direct impact on existing administrative workload.• Open inspection files are a significant liability.2020 Business Plan | Fire and Rescue ServicesPage 78 of 107
6Risks2020 Business Plan | Fire and Rescue Services• 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.• Tillsonburg Fire needs to be in proactive Fire Prevention and Safety with the industrial sector.• Review of required Fire Safety Plans, Annual Fire Inspections and assistance with Fire Prevention should be addressed.Page 79 of 107
7Risks• The Staff and Firefighters are unable the meet the demand for request for Fire Prevention and Public Education.• Need for development and continued support of the existing Smoke Alarm and CO Program.• Officers and Firefighters need to continue to train to meet current NFPA Standards and to meet future Provincial Legislation. 2020 Business Plan | Fire and Rescue ServicesPage 80 of 107
8Opportunities• Continued development and planning of the Emergency Operations Centre (EOC) and procedures, based on the Incident Management System (IMS)• Assist industrial and commercial businesses with Continuity of Operations Planning and Disaster Recovery Base on review of their Fire Safety Plan.2020 Business Plan | Fire and Rescue ServicesPage 81 of 107
9Opportunities• Implementation of 2018 Strategic Plan initiatives.• Continue the Succession Management plan for Firefighters and Officer development.• Continue the reservist recruitment and training process currently in place to develop firefighter candidates.• Conduct proactive Fire and Life Inspections to promote Fire Prevention and Public Education. 2020 Business Plan | Fire and Rescue ServicesPage 82 of 107
10Opportunities• Continue to invest in core services provided by Tillsonburg Fire as outlined in approved 2018 Schedule A Delivery of Core Services. • Continue to market Fire Communications.• Develop Fire Communications partnerships, prospects to share in costing of Next Generation 9-1-1 (NG9-1-1) costing. 2020 Business Plan | Fire and Rescue ServicesPage 83 of 107
11Opportunities• Continue to promote a Culture of Safety within the Fire Department.• High commitment to Occupational Health and Safety.• Continued adherence to Section 21 Guidance Notes.• Adopt industry best practices.• Continued migration to NFPA standards and Firefightercertification.2020 Business Plan | Fire and Rescue ServicesPage 84 of 107
12Future Departmental Directions: 3 year outlook• Continued Development of Fire Dispatch.• Continued implementation of Strategic Plan.• Continued tiered medical response with EMS.• Continued Tech Rescue Response support including Hazardous Materials and Confined Space response capability.2020 Business Plan | Fire and Rescue Services2021Page 85 of 107
13Future Departmental Directions: 3 year outlook• Phase 1 of 2 Firefighter helmet replacement.• Replacement of high-volume water supply hose and appliances to address tall (5 storey) buildings and multi unit residential.• Develop a Fire Hall replacement plan.• Replacement training room desks and chairs.2020 Business Plan | Fire and Rescue Services2022Page 86 of 107
14Future Departmental Directions: 3 year outlook• Address 2018 Fire Strategic Plan outlook.• Development of Master Fire Plan with 10 year horizon.• Review Firefighter Staffing increase.• Next Generation 9-1-1 (NG9-1-1) mandatory telephone system upgrades in 20232020 Business Plan | Fire and Rescue Services2023Page 87 of 107
Town Of Tillsonburg2020 Business PlanBuilding, Planning & By-lawNovember 21, 2019Page 88 of 107
22020 BusinessObjectives2020 Business Plan | Building/Planning/By-LawItemOwner Project ValueTarget DateComplete Amanda Building Permitting Software Solution Implementation & Mobility CBO/Oxford County IT $0/Oxford Cty. Q2Building Code Amendments –Notify trades and general public on proposed amendments through handouts, verbal and websiteDCBO $0 Q4Develop Post-Disaster Event Protocol/ProceduresCBO $0 Q4Review Permit Submission Web Portal Options & Digital Service DeliveryCBO/Development Tech.$0 Q4By-law Reviews –Animal Control,Building By-LawCBO/By-Law $0 Q2Central Area Design Study/Traffic By-law -Vehicular/Pedestrian Movement Reconfiguration - Town Centre Mall Rear EntranceCBO $0 (Proposal/Request for 2021 Budget)Q3Page 89 of 107
32020 BusinessObjectives2020 Business Plan | Building/Planning/By-LawItemOwner Project ValueTarget DateCentral Area Design Study –Public Objectives – Alley Connecting WalkwaysCBO $0 (Proposal/Requestfor 2021 Budget)Q3Central Area Design Study –Façade Improvement ProgramCBO/Development Tech.$0 Q4Review of Planning Process & ProceduresDevelopment Tech. & Planner$0 Q1Zoning By-Law Review & Housekeeping AmendmentsCounty Planner $0 Q1Page 90 of 107
4Risks•Complex development/construction projects along with increased volumes require significant amount of staff time resulting in longer turn around times which can discourage development•Continuing changes and upcoming 2020 updates to the Ontario Building Code may require staff additional time to review permit applications resulting in longer turn around times and increase liability to the Town•Ontario Building Code Changes cause frustration for contractors, developers and owners which require additional staff time/resources to educate•Increase in inquiries/complaint volumes result in longer response times reducing customer service2020 Business Plan | Building/Planning/By-LawPage 91 of 107
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 Ontario Building 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 2020 Business Plan | Building/Planning/By-LawPage 92 of 107
6Future Departmental Directions: 3 year outlook2021•Implement Permit Submission Web Portal & Digital Service Delivery•Central Area Design Study – Implement Public Objectives – Alley Connecting Walkway Reconfiguration – Library Lane & Keating Lane•Central Area Design Study/Traffic By-Law – Implement Vehicular/Pedestrian Movement Reconfiguration - Town Centre Mall Rear Entrance•By-Law Review2020 Business Plan | Building/Planning/By-LawPage 93 of 107
7Future Departmental Directions: 3 year outlook2022•Ontario Building Code – evaluate service review mandated by legislation•Central Area Design Study•By-Law Review2020 Business Plan | Building/Planning/By-LawPage 94 of 107
8Future Departmental Directions: 3 year outlook2023•Central Area Design Study•By-Law Review2020 Business Plan | Building/Planning/By-LawPage 95 of 107
Town Of Tillsonburg2020 Business PlanEconomic Development & MarketingNovember 21, 2019Page 96 of 107
22020 BusinessObjectives2020 Business Plan | Economic Development & MarketingItemOwner Budget ValueTarget DateResidential Marketing CampaignEconomic Development & Marketing$31,000 Q4Community Improvement Plan (Downtown Façade) Business Improvement Association$31,000 Q4Community Improvement PlanDevelopment Commissioner $20,000 Q4 Economic Development Strategy ImplementationEconomic Development & Marketing$10,000 Q4Enhanced Business ProcessesDevelopment Commissioner $10,000 Q4Branding – Wayfinding SignageEconomic Development & MarketingQ4High Tech ManufacturingAction PlanDevelopment Commissioner $2,000 Q4Van Norman Innovation Park – Clearview Dr Extension & SWM Pond ConstructionDevelopment CommissionerQ4Town Hall Project Development Commissioner N/A Q4Page 97 of 107
32020 BusinessObjectives2020 Business Plan | Economic Development & MarketingItemOwner Budget ValueTarget DateWestern Region Ringette Association – Regional EventMarketing & Communications Officer$1,000 Q2Chamber Sponsorship (Grantfor Gala)Development Commissioner $4,000 Q2Chamber Sponsorship (Awards)Development Commissioner $3,800 Q2Service Level Increase –Marketing/External CommunicationsDevelopment Commissioner $12,500 Q3Youth Robotics Challenge Development Commissioner $1,000 Q4Bridges to Better Business Development Commissioner $1,000 Q4Page 98 of 107
4Risks• Reduced residential growth• Reduced investment if Community Improvement Plan funding is decreased• Reduced ability to attraction innovative new industries • Not able to meet increased expectations from residents for timely and clear communication2020 Business Plan | Economic Development & MarketingPage 99 of 107
5Opportunities2020 Business Plan | Economic Development & Marketing• Grow partnership with home builders to maintain residential growth momentum• Invest in CIP and façade programs to continue to support investment attraction in the downtown• Use updated strategy and high tech manufacturing action plan to build resilience into local economy• Adopt new software to increase efficiency• Support visitors, chamber of commerce, youth, and entrepreneurs through key sponsorshipsPage 100 of 107
6Future Departmental Directions: 3 year outlook• 2021• Explore Certified Sites program• Sell land in Van Norman Innovation Park • Start implementation of updated Economic Development Strategy• Expand online public engagement• 2022• Explore Accredited Economic Development Organization (AEDO) program• Sell land in Rokeby Road parcel • Update Industrial Land Strategy• Implementation of updated Economic Development Strategy• 2023• Complete sale of lands in Van Norman Innovation Park• Implementation of updated Economic Development Strategy2020 Business Plan | Economic Development & MarketingPage 101 of 107
Town Of Tillsonburg2020 Business PlanHydro OperationsNovember 21, 2019Page 102 of 107
22020 BusinessObjectives2020 Business Plan | Hydro OperationsItemOwner Budget ValueTarget DateWater Heaters – implementation of business planHydro Ops Annual ProgramHydro Operations - Dividend Hydro Ops $200,000Annual ProgramHydro Operations – Corporate Overhead Off-SetHydro Ops $140,000Annual ProgramPage 103 of 107
32020 Capital Summary2020 Business Plan | Hydro OperationsItemDepartment Project ValueTarget DateSystem Access (Customer Driven)Hydro Ops $323,000 Q4System Renewal (Replace / Refurbish)Hydro Ops $1,231,00 Q4System Service(Future Growth)Hydro Ops $253,000 Q4Total Capital Spend$1,807,000Page 104 of 107
4Risks• IT – Cyber Security• Increased cost to Hydro rate payers resulting from potential loss of water billing contract• Liability from water heater rental failures 2020 Business Plan | CorporatePage 105 of 107
5Future Departmental Directions: 3 year outlook• 2021 / 2022 / 2023• Continued system renewal and modernization as identified in the Distribution System Plan (DSP)2020 Business Plan | Hydro OperationsPage 106 of 107
THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 4361 BEING A BY-LAW to confirm the proceedings of Council at its meeting held on the 21st day of November, 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 November 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 NOVEMBER, 2019. READ A THIRD AND FINAL TIME AND PASSED THIS 21st DAY OF NOVEMBER, 2019.
________________________________ DEPUTY MAYOR – Dave Beres
________________________________ DEPUTY CLERK – Amelia Jaggard
Page 107 of 107