191202 Budget Council Meeting AgendaThe Corporation of the Town of Tillsonburg
COUNCIL BUDGET MEETING
AGENDA
Monday, December 2, 2019
9:00 AM
Council Chambers
200 Broadway, 2nd Floor
1.Call to Order
2.Adoption of Agenda
Proposed Resolution #1
Moved By: ________________
Seconded By: ________________
THAT the Agenda as prepared for the Council budget meeting of Monday, December 2,
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 November 21, 2019, be approved.
6.Finance
6.1 FIN 19-29 2020 Budget Adjustments December 2, 2019
Proposed Resolution #3
Moved By: ________________
Seconded By: ________________
THAT Council receives Report FIN 19-29 2020 Budget Adjustments December 2,
2019 for information.
6.1.1 Tab 2 - Taxation and Reserves Revised December 2, 2019
6.1.2 Tab 11 Capital Budget Overview Revised December 2, 2019
6.2 Corporate Services
6.2.1 FIN 19-28 Insurance Reserve Policy
Proposed Resolution #4
Moved By: ________________
Seconded By: ________________
THAT Council receives Report FIN 19-28 Insurance Reserve Policy for
information;
AND THAT a By-Law be brought forward to amend the Reserve Policy to
include an Insurance Reserve;
AND FURTHER that the Liability deductible in the Insurance Policy through
Frank Cowan Company be increased from $20,000 to $50,000.
6.2.2 Tab 3 - 2020 Corporate Services Financials
6.2.2.1 HR 19-13 White Paper - Business Case Permanent Health and
Safety Coordinator
6.2.2.2 HR 19-14 White Paper - Business Case Revised Compensation
Grid
6.2.3 Tab 12 - 2020 Corporate Services Capital
6.3 Operations Services
6.3.1 Tab 5 - 2020 Operations Services Financials
6.3.1.1 OPS 19-53 White Paper - In-Town TGO Service Delivery
Options
6.3.2 Tab 13 - 2020 Operations Services Capital
6.4 Fire and Rescue Services
6.4.1 Tab 7 - 2020 Fire Services Financials
Page 2 of 118
6.4.1.1 FRS 19-10 White Paper - Fire Prevention Officer
6.4.1.2 FRS 19-11 White Paper - Fire Communication Financial Review
6.4.2 Tab 15 - 2020 Fire Services Capital
7.Motions/Notice of Motions
8.Confirm Proceedings By-law
Proposed Resolution #5
Moved By: ________________
Seconded By: ________________
THAT By-Law 4365, to Confirm the Proceedings of the Council Meeting held on December
2, 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: ________________
Seconded By: ________________
THAT the Council budget meeting of Monday, December 2, 2019, be adjourned at ____ p.m.
Page 3 of 118
1
MINUTES
Thursday, November 21, 2019
4:00 PM
Council Chambers
200 Broadway, 2nd Floor
ATTENDANCE: Deputy Mayor Beres
Councillor Esseltine
Councillor Gilvesy
Councillor Luciani
Councillor Parker
Councillor Rosehart
Regrets: Mayor Molnar
Staff: Ron Shaw, Chief Administrative Officer
Kevin De Leebeeck, Director of Operations
Dave Rushton, Director of Finance
Rick Cox, Director of Recreation, Culture and Parks
Terry Saelens, Acting Fire Chief
Amelia Jaggard, Deputy Clerk
Ashley Andrews, Human Resources Manager
Sheena Pawliwec, Manager of Finance / Deputy Treasurer
Cheyne Sarafinchin, Financial and Budget Analyst
Regrets: Donna Wilson, Town Clerk
_____________________________________________________________________
1. Call to Order
The meeting was called to order at 4:00 p.m.
2. Adoption of Agenda
Resolution # 1
Moved By: Councillor Esseltine
Seconded By: Councillor Luciani
Page 4 of 118
2
THAT the Agenda as prepared for the Council budget meeting of Thursday,
November 21, 2019, be adopted.
Carried
3. Moment of Silence
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
6. Departmental Business Plans
6.1 Tab 1 - Budget Overview
Councillor Parker arrived at 4:03 p.m.
The Treasurer provided a budget overview.
Opportunity was provided for comments and questions from Council.
Staff to bring forward options regarding transit.
Staff to bring forward average summertime ice usage at the Community
Centre.
Resolution # 2
Moved By: Councillor Esseltine
Seconded By: Councillor Luciani
THAT Council receive the 2020 Budget Overview, as information.
Carried
6.2 Tab 2 - Taxation and Reserves
The Treasurer provided a summary of the taxation and reserves budgets.
Opportunity was provided for comments and questions from Coun cil.
Staff to provide an overview of projected energy costs and associated
savings on the streetlight LED light conversions on December 2, 2019 and
an overview on the Community Centre LED light conversions on
December 10, 2019.
Page 5 of 118
3
Resolution # 3
Moved By: Councillor Luciani
Seconded By: Councillor Esseltine
THAT Council receive the 2020 Taxation and Reserves summary, as
information.
Carried
6.3 Tab 3 - 2020 Business Plan - Corporate Services
The Treasurer provided an overview of the 2020 business plan for
Corporate Services.
6.4 Tab 4 - 2020 Business Plan - Human Resources
The Human Resources Manager appeared before Council to provide an
overview of the 2020 business plan for Human Resources.
Human Resources Manager left at 5:44 p.m.
Council recessed at 5:44 p.m.
Council resumed at 6:20 p.m.
6.5 Tab 5 - 2020 Business Plan - Operation Services
Director of Operations provided an overview of the 2020 business plan for
Operation Services.
6.6 Tab 6 - 2020 Business Plan - Recreation, Culture and Parks
Director of Recreation, Culture and Parks provided an overview of the
2020 business plan for Recreation, Culture and Parks.
Staff to bring forward a report which includes options for funding a new
water slide at Lake Lisgar Waterpark on December 10, 2019.
Staff to report on criterion for use of funds in the Parkland Trust.
Council recessed at 8:23 p.m.
Council resumed at 8:29 p.m.
6.7 Tab 7 - 2020 Business Plan - Fire Services
Acting Fire Chief provided an overview of the 2020 business plan for Fire
Services.
Page 6 of 118
4
6.8 Tab 8 - 2020 Business Plan - Building, Planning and By-law
The Treasurer provided an overview of the 2020 business plan for
Building, Planning and By-Law.
6.9 Tab 9 - 2020 Business Plan - Economic Development Marketing
The Treasurer provided an overview of the 2020 business plan for
Economic Development and Marketing.
6.10 Tab 10 - 2020 Business Plan - Hydro Operations
The Treasurer provided an overview of the 2020 business plan for Hydro
Operations.
Resolution # 4
Moved By: Councillor Rosehart
Seconded By: Councillor Gilvesy
THAT Council receive the 2020 Departmental Business Plans, as
information.
Carried
7. Motions/Notice of Motions
8. Confirm Proceedings By-law
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.
Carried
9. Adjournment
Resolution # 6
Moved By: Councillor Parker
Seconded By: Councillor Esseltine
Page 7 of 118
5
THAT the Council budget meeting of Thursday, November 21, 2019 be
adjourned at 9:30 p.m.
Carried
Page 8 of 118
Page 1 of 4
Subject: 2020 Budget Adjustments Dec 2 2019
Report Number: FIN 19-29
Author: Dave Rushton CPA, CMA, Treasurer
Meeting Type: Council Budget Meeting
Meeting Date: Monday, December 2, 2019
Recommendation:
THAT Council receives Report FIN 19-29 2020 Budget Adjustments December 2, 2019
for information.
Background:
In the initial Budget meeting of November 21, Council requested that staff amend the
funding source for the water slide at Lake Lisgar Water Park. In addition, subsequent to
the meeting, the Province advised that the Ontario Community Infrastructure Formula
Funding (OCIF) would be $221,000 for 2020. Furthermore, it was determined that a
refund will be coming in 2020 from the current benefits provider for the unused portion
of the reserves that they had accumulated to pay the Town’s benefits. It is estimated to
be at least $30,000. A letter was received from a service club offering an unspecified
amount of financial and in-kind support for outdoor facilities including water slide(s).
Discussion:
The Senior Leadership Team met to recommend changes that would address Council’s
desire to ensure the waterslide is funded by the Town in the 2020 budget and utilize
other funding available to reduce the tax rate below the current rate of inflation. To
achieve this, the additional OCIF funding was divided to put $50,000 into the operating
budget for GIS services in the Asset Management section of Engineering to fund this
activity which has been funded with OCIF previously and the balance put into the asset
management reserve for capital funding. As the water slide does not fit into the uses for
OCIF funding, a few items had their source of funds changed to free up dollars for the
$315,000 waterslide project to be funded through tax dollars rather than donations. In
addition to the $171,000 from the OCIF funding several projects amounting to $144,000
have been removed from the budget and added to the list of Capital Projects
Considered but not Funded for 2020 bringing that total to $1,091,100. The projects that
have been recommended for removal from the list include:
X34 NG9-1-1 Compatible Phone Upgrade $5,000
X96 Bloomer St. Storm Sewer Repair 22,500
X94 Sidewalk Connectivity Program - Reduced 2,200
X41 N - PKS - Skateboard/Pump track repairs and expansion 10,000
Page 9 of 118
FIN 19-29 Page 2 of 4
X37 W - PKS - Parks Master Plan ( DCs) 78,800
X08 Overhead Door Repairs 31,500
X01 N - RPS - Replace Aquatic Lift 23,000
Project costs not funded 173,000
Project costs with different funding
X13 Sauna 10,500
183,500
Less portion funded by DC not used 39,500
Funding available for waterslide from projects $144,000
For information purposes, staff wanted to address a concern raised by council on the
staff’s wants versus needs. In the initial budget, the request for funding was
$20,300,000 and, through the development of the budget, SLT reduced this to
$16,646,000 requiring a 2.2% tax rate change and, with these further revisions, it is now
$16,581,000 requiring a 1.79% increase in the tax rate.
Staff feels that, with the many of the $1M projects not funded, that this budget has
reduced many projects that are needed for the safe operation of the Town. There will
still be a significant infrastructure deficit.
Consultation:
The Senior Leadership Team met to create these adjustments and additional
information was attained from Great West Life, the Province and the Kinsmen Club.
Financial Impact/Funding Source:
Additional funding may be forthcoming from the Province for Service Delivery Programs
and Kinsmen for Lake Lisgar Water Park improvements, these funds could be used to
facilitate some of the projects that have been listed above.
Page 10 of 118
FIN 19-29 Page 3 of 4
Community Strategic Plan (CSP) Linkage:
1. Excellence in Local Government
☒ Demonstrate strong leadership in Town initiatives
☒ Streamline communication and effectively collaborate within local government
☒ Demonstrate accountability
2. Demographic Balance
☒ Make Tillsonburg an attractive place to live for youth and young professionals
☒ Provide opportunities for families to thrive
3. Culture and Community
☒ Promote Tillsonburg as a unique and welcoming community
☒ Provide a variety of leisure and cultural opportunities to suit all interests
Attachments:
Page 11 of 118
FIN 19-29 Page 4 of 4
Report Approval Details
Document Title: Fin 19-29 2020 Budget Adjustments Dec 2 2019.docx
Attachments:
Final Approval Date: Nov 27, 2019
This report and all of its attachments were approved and signed as outlined below:
Ron Shaw - Nov 27, 2019 - 8:00 PM
Page 12 of 118
Budget Requirements
Council 384,200 411,700 27,500 7.16%
Corporate Services 1,691,800 1,494,000 (197,800)(11.69%)
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 1,489,900 14,800 1.00%
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 587,400 504,700 (82,700)(14.08%)
Public Works 3,075,000 3,229,500 154,500 5.02%
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 842,700 870,600 27,900 3.31%
Community Events 23,400 32,000 8,600 36.75%
Recreation - Programs 413,100 484,300 71,200 17.24%
Recreation - Facilities 2,645,700 3,458,900 813,200 30.74%
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 16,581,000 863,000 5.49%
Municipal Taxes - Phase in Growth (330,000)(330,000)
Municipal Taxes - New Growth (252,300)(252,300)
Consolidated Budget Requirement 15,718,000 15,998,700 280,700 1.79%
2019
Budget
2020
Budget
Variance
$
Variance
%
2020 Financial Plan
Budget Summary - Budget Requirement
Run Date: 27/11/19 11:16 AM Page No: 1
Page 13 of 118
Operating Plan
Council 384,200 411,700 27,500 7.16%
Corporate Services 1,630,400 1,494,000 (136,400)(8.37%)
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 304,900 275,700 (29,200)(9.58%)
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 14,462,500 533,100 3.83%
Municipal Taxes - New Growth (252,300)(252,300)
Total Operating Budget 13,929,400 14,210,200 280,800 2.02%
2019
Budget
2020
Budget
Variance
$
Variance
%
2020 Financial Plan
Budget Summary - Budget Requirement
Run Date: 27/11/19 11:16 AM Page No: 2
Page 14 of 118
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 50,000 (37,800)(43.05%)
Police Services 28,500 (28,500)(100.00%)
Engineering 282,500 229,000 (53,500)(18.94%)
Public Works 351,400 330,500 (20,900)(5.95%)
Airport
Cemetery 20,000 (20,000)(100.00%)
Parks 158,000 136,800 (21,200)(13.42%)
Recreation - Programs 20,000 29,500 9,500 47.50%
Recreation - Facilities 271,000 957,600 686,600 253.36%
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: 27/11/19 11:16 AM Page No: 3
Page 15 of 118
2019 One Time Provincial Grant 622,976.00$
Allocation of Funds
2019 Beautification program 16,000.00$
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 Sewers -
(reduced by $171,000)34,000.00$
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 - X32 FAC - LLWP Asset Renewal -water slide 181,500.00$
2020 - X28 C&H -Cultural Master Plan 31,500.00$
2020 - X36 PKS Annandale Diamond Lighting Upgrades 84,000.00$
Sub-total 622,000.00$
Funds Remaining 976.00$
X13 N - FAC - TCC Repair HC Sauna/convert to Steam - Removed 10,500.00$
6
Page 16 of 118
Contribution Grants Debentures Reserves DC Donation Miscellaneous User Pay Taxation Comments
Expenditures to Reserves Reserves Debt
Project Listing
110 Corporate Services
X33 Annual Replace IT Capital (70,000) 70,000 IT Equipment Reserve
X98 Annual Computer Replacement 20,000 (20,000)IT Equipment Reserve
Total 110 Corporate Services (50,000) 70,000 (20,000)
130 Fleet
X62 Replace Water/Hydro/Roads Unit 86 - 420D Backhoe 195,000 (130,000)65,000
X61 Replace Roads Unit 60 - 335 Snowplow Truck 295,000 (90,000) (50,000)155,000 Fleet & Equipment Reserve
X60 Replace Roads Unit 84 - MT6 Sidewalk Machine 185,000 (170,000)15,000 Fleet & Equipment Reserve
X59 Replace Building Unit 34 - Hybrid SUV 45,000 45,000
X57 Replace Hydro Unit 233 - Cable Trailer 10,000 (10,000)
X56 Replace Roads Unit 115 - Line Striper 20,000 20,000
X78 Replace Roads Unit 97 - Loader Blade Attachment 20,000 20,000
X55 New Parks Unit - Outdoor Ice & Trails Machine 55,000 (55,000) JL Scott Mclean Trust
X53 New Fire Unit - Command Vehicle 80,000 (62,400)17,600
X52 New Hydro Unit - Utility Van 40,000 (40,000)
X51 New Water/Roads Unit - 1Ton w/ Dump Body 75,000 (37,500)37,500 Shared Unit Water/Roads
X49 New Building Unit - SUV 45,000 (45,000)Obligatory Reserve- Building
Total 130 Fleet 1,065,000 (90,000) (265,000) (62,400) (55,000) (217,500)375,100
150 Fire
X46 SCBA Replacement 250,000 (150,000) (100,000)Fire Dept. Equipment Reserve
X43 Tech Rescue 30,000 30,000
X44 Fire Ground Equipment 10,000 10,000
X45 Radio Upgrade 38,000 (38,000)
X42 Hose and Appliances 10,000 10,000
Total 150 Fire 338,000 (150,000) (100,000)(38,000)50,000
210 Engineering
X89 Road Condition Assessments 40,000 (7,500)32,500 2019 Surplus form AM Reserve
X88 Goshen Area Geotechnical Investigation 35,000 35,000
X87 Concession St. W. Reconstruction Design (Charlotte to Rolph)200,100 (163,900)(24,700)11,500 ICIP Grant
X73 Quarter Town Line & Beech Blvd Retaining Wall Replacement Design 85,000 85,000
X86 Quarter Town Line at Stoney Creek Culvert Wall Rehabilitation Design 30,000 30,000
X83 Broadway & Bridge St. Accessibility Upgrades 65,000 (65,000)Linear Infrastructure Reserve
X84 Young St. Storm Outlet Environmental Assessment 70,000 (35,000)35,000 35K from 2019 Res. Contrib.
Total 210 Engineering 525,100 (163,900) (107,500) (24,700)229,000
Page 17 of 118
Contribution Grants Debentures Reserves DC Donation Miscellaneous User Pay Taxation Comments
Expenditures to Reserves Reserves Debt
220 Public Works
X95 Asphalt Program 400,000 (400,000)2020 Federal Gas Tax
X94 Sidewalk Connectivity Program 42,900 (29,700)13,200
X93 Oxford/Simcoe St. Rehabilitation (Broadway to Vienna Rd.)1,753,800 (1,578,500)175,300 90% Connecting Link Funding
X92 Rolling Meadows Reconstruction Phase 1 of 2 (Tanager & Falcon)495,000 (495,000)2019 Federal Gas Tax Top-up
X91 Rouse St. Sanitary Installation 190,000 (80,000)110,000 2020 Federal Gas Tax
Total 220 Public Works 2,881,700 (2,553,500)(29,700)298,500
240 Airport
X77 NAV CANADA Instrument Approach Procedure Upgrade 25,000 (25,000)Tax Rate Reserve to be replenished
X80 Drainage Channel Restoration 35,000 (35,000)Tax Rate Reserve to be replenished
X72 Airport Master Plan 65,000 (65,000)Aiport & Tax Rate Reserve
Total 240 Airport 125,000 (125,000)
260 Storm Sewers
X97 Maintenance Hole Assessments Phase 1 of 2 85,000 (85,000)AM Reserve (Provincial one-time)
X92 Rolling Meadows Reconstruction Phase 1 of 2 (Tanager & Falcon)205,000 (171,000) (34,000)2020 OCIF Formula Funding
X91 Rouse St. Sanitary Installation 110,000 (78,000)32,000 AM Reserve (Provincial one-time)
Total 260 Storm Sewers 400,000 (171,000) (197,000)32,000
300 Cem
X26 CD - CEM - Scattering Garden implementation 20,000 (20,000)
Total 300 Cem 20,000 (20,000)
450 Parks
X25 N - PKS - Annual Playground replacement program - Glendale Park 78,800 (30,000) (12,000)36,800 Rotary Club/ Service Clubs
X38 N - PKS - FCA Scheduled work @ various locations 100,000 100,000
X36 CD - PKS - Annandale Diamond Lighting Upgrades 315,000 (81,000) (148,000) (81,000) (5,000) Federal Gas Tax
X24 W - PKS - Install permanent walls at Kinsmen Bandshell 31,500 (15,800) (15,700)Community Fundraising
X29 W - PKS - ANHS - Replace fencing 8,400 (8,400)RCP Reserve
Total 450 Parks 533,700 (81,000) (202,200) (81,000) (27,700) (5,000)136,800
460 Rec - Programs
X05 N - RPS - Replace lane ropes and carts 15,800 15,800
X06 N - RPS - LLWP tables and pool inflatables 13,700 13,700
X03 N - RPS - Update signage at TCC/Memorial Park 21,000 (21,000)RCP Reserve
X04 W - RPS - Refresh Recreation Master Plan 21,000 (21,000)AM Reserve - Provincial one time
funding
Page 18 of 118
Contribution Grants Debentures Reserves DC Donation Miscellaneous User Pay Taxation Comments
Expenditures to Reserves Reserves Debt
Total 460 Rec - Programs 71,500 (42,000)29,500
465 Rec - Bldg Mtce
X15 N - FAC - TCC - replace N entrance exterior lighting 8,400 8,400
X19 N - FAC - FCA Scheduled work @ various locations 450,000 (200,000)(45,000)205,000 Annandale House Trust
X39 N - FAC - Scheduled roof work @ various locations 125,000 125,000
X31 CD - FAC - Indoor Pool Asset Renewal 1,575,000 (735,000)(315,000)525,000
X32 CD - FAC - LLWP Asset Renewal 315,000 (220,800)94,200 RCP & AM Reserve -one time
funding
X07 N - FAC - OPP - HVAC upgrades 21,000 (21,000)AM Reserve - one time funding
X08 N - FAC - Overhead Door Repairs @ various locations 31,500 (31,500)
X13 N - FAC - TCC - Repair HC Sauna/Convert to steam 10,500 (10,500)
Total 465 Rec - Bldg Mtce 2,536,400 (766,500) (441,800)(45,000) (325,500)957,600
475 Museum
X28 N - C&H - Cultural Master Plan 31,500 (31,500)AM Reserve - one time funding
X30 N - C&H - Compact Storage for artifacts 10,000 10,000
Total 475 Museum 31,500 10,000 -31,500 10,000
Total Project Listing $8,477,900 $80,000 ($2,969,400) ($1,026,500) ($1,532,000) ($197,800) ($27,700) ($105,000) ($581,000)$2,118,500
Page 19 of 118
Financing Method Protection RCP Operations Corporate Economic Utility Total
Fire Services Development
User Fee Debt 38,000 325,500 0 217,500 581,000
DC Reserves 81,000 116,800 197,800
Federal Grants 81,000 1,073,300 1,154,300
Provincial Grants 1,815,100 1,815,100
Other Grants
Reserves 100,000 717,500 694,500 20,000 1,532,000
Debentures 150,000 786,500 90,000 1,026,500
Miscellaneous & Donations 77,700 55,000 132,700
Taxation 50,000 1,133,900 934,600 2,118,500
Total Funding Sources 338,000 3,203,100 4,779,300 20,000 217,500 8,557,900
Project Costs 338,000 3,193,100 4,779,300 -50,000 217,500 8,477,900
Contribution to Reserves 10,000 70,000 80,000
Total Project Costs 338,000 3,203,100 4,779,300 20,000 217,500 8,557,900
Page 20 of 118
Project
Cost
Capital
130 Fleet
X50 New Roads Unit - 1Ton w/ Dump Body 75,000
X54 New Parks Unit - Beautification Truck 75,000
X58 Replace Bylaw Unit 36 - Midsize Car 30,000
210 Engineering
X85 Kinsmen Pedestrian Bridge Environmental Assessment 60,000
220 Public Works
X90 Quarter Town Line Pavement Markings 35,000
240 Airport
X75 Commercial Aviation Access Road 135,000
X76 General Aviation Access Road 195,000
X79 Security Gate System 25,000
300 Cem
X26 CD - CEM - Scattering Garden phased implementation Yr 1/3 25,000
450 Parks
X35 CD - PKS - Paint & refresh Memorial Park pavilion 5,000
X74 CD - PKS - Fire - Property landscaping 10,500
X99 W - PKS - TCT Broadway Crossing Gateway Improvements 35,000
460 Rec - Programs
X02 W - RPS - New Health Club Equipment 8,400
465 Rec - Bldg Mtce
X09 W - FAC - Urinal replacement @ various locations 9,500
X10 W - FAC - CSC - Replace Boardroom carpet 16,800
X11 W - FAC - Replacement tables & chairs @ various locations 10,500
X14 W - FAC - TCC - Install irrigation on exterior garden beds 5,300
X16 W - FAC - TCC- Replace Senior Centre carpets & tile 37,800
X17 N - FAC - Fire - Reseal and repair all exterior windows 21,000
X18 W - FAC - Replace exterior doors damaged by salt @ various locations 10,500
X21 W - FAC - TCC - add dehumidification to Memorial Arena via co-gen loop 50,000
X22 W - FAC - CEM - connect to water/storm sewer 50,000
X23 W - FAC - Fire - Paint offices and hallways 16,800
475 Museum
X47 W - C&H - Kitchen renovation 5,000
Sub-total Project costs 947,100
Additional projects removed to accommodate the LLWP Slide
X34 NG9-1-1 Compatible Phone Upgrade 5,000
X96 Bloomer St. Storm Sewer Repair 22,500
X94 Sidewalk Connectivity Program - Reduced 2,200
X41 N - PKS - Skateboard/Pump track repairs and expansion 10,000
X37 W - PKS - Parks Master Plan ( DCs)78,800
X01 N - RPS - Replace Aquatic Lift 23,000
Sub-total Project costs 141,500
Total Project costs 1,088,600
Page 21 of 118
Page 1 of 3
Subject: Insurance Reserve Policy
Report Number: FIN 19-28
Author: Dave Rushton CPA, CMA, Treasurer
Meeting Type: Council Budget Meeting
Meeting Date: Monday, December 2, 2019
Recommendation:
THAT Council receives Report FIN 19-28 Insurance Reserve Policy for information;
AND THAT a By-Law be brought forward to amend the Reserve Policy to include an
Insurance Reserve;
AND FURTHER that the Liability deductible in the Insurance Policy through Frank
Cowan Company be increased from $20,000 to $50,000.
Background:
Lloyd’s of London underwrites insurance for a large portion of the world’s assets and
has suffered above average losses in recent years and is sharing this with their clients
through rate increases. Part of the Town’s policy with Frank Cowan is being impacted
with a 15% increase in liability coverage and a 10% increase in automotive coverage.
While staff did budget for an increase in insurance, the Town will need to find some
additional savings.
Discussion:
One such way is to look at self -insuring an increased amount by increasing the Town’s
deductible for most liability claims. An increase in the deductible from $20,000 to
$50,000 would result in a $56,000 savings in 2020 should the deductible be increased.
A review of the claims in the last 11 years has indicated that there were 11 claims in
that period. Two of these claims were for storm damage incurred by the Town itself and
nine from others. Seven of these including the two from the Town are not settled at this
point. All the claims for others are in excess of $50,000 and any final claims over this
amount would still be covered by the policy with Frank Cowan.
The average over the 11 years of claims over $20,000 would result in an average
additional claim cost to the Town of $26,522 should we increase the Town’s deductible.
It is expected that several of these claims will be negotiated to a lower amount or
dismissed in which case the additional cost average would reduce.
Reducing the proposed insurance premium by $56,000 per year would cover the
increased claim payments and create a surplus of $30,000 per year. These potential
savings can be accumulated in a reserve that would allow the Town to absorb any
Page 22 of 118
FIN 19-28 Page 2 of 3
claims that would exceed the average amounts. The reserve would be funded by
monies not spent from the claims budget. Staff recommends a target of $150,000 for
this particular reserve.
Consultation:
Finance staff has met with the CAO and a representative of the Frank Cowan Company.
Financial Impact/Funding Source:
In the year 2020, it is recommended that the budget be adjusted to increase the
insurance claims provision from $20,000 to $60,000. Any unused amount in this
account would put into the Insurance Reserve at the 2020 year end. This allows the
2020 budget total to remain unchanged as the $40,000 would be reallocated from
insurance premiums to insurance claims accounts.
Community Strategic Plan (CSP) Linkage:
1. Excellence in Local Government
☒ Demonstrate strong leadership in Town initiatives
☐ Streamline communication and effectively collaborate within local government
☒ Demonstrate accountability
Attachments:
Page 23 of 118
FIN 19-28 Page 3 of 3
Report Approval Details
Document Title: Insurance Reserve Policy.docx
Attachments:
Final Approval Date: Nov 27, 2019
This report and all of its attachments were approved and signed as outlined below:
Ron Shaw - Nov 27, 2019 - 10:14 AM
Page 24 of 118
Note 2019 2020 Budget %Note
Reference Budget Budget Variance Variance Reference
Revenues
Grants (347,600) (570,600) (223,000) 64.2%1
User Charges (38,500) (35,500) 3,000 (7.8%)
Other Revenue (23,000) (25,000) (2,000) 8.7%
Total Revenues (409,100) (631,100) (222,000) 54.3%
0 0 0Expenditures0 0 0
Labour 1,417,100 1,577,700 160,600 11.3%2
Purchases 499,200 660,400 161,200 32.3%3
Contracted Services 517,800 530,300 12,500 2.4%
Interfunctional Adjustments (496,600) (613,300) (116,700) 23.5%4
Debt Principal & Interest 102,000 0 (102,000) (100.0%)5
Total Expenditures 2,039,500 2,155,100 115,600 5.7%
0 0 0Total Net Levy 1,630,400 1,524,000 (106,400) (6.5%)
Notes:
1 Increased OMPF Grant
2 Allocation of Staff
3 New Grid, Insurance and HLW
4 Recovery of Staff time
5 Debt paid off
8
Page 25 of 118
Note 2019 2020 Budget %Note
Reference Budget Budget Variance Variance Reference
Revenues
User Charges (267,000) (304,100) (37,100) 13.9%1
Total Revenues (267,000) (304,100) (37,100) 13.9%
0 0 0Expenditures
Labour 469,100 460,500 (8,600) (1.8%)
Purchases 95,100 104,700 9,600 10.1%2
Contracted Services 32,000 32,000 0
Interfunctional Adjustments (247,200) (255,000) (7,800) 3.2%
Debt Principal & Interest 2,800 2,700 (100) (3.6%)
Total Expenditures 351,800 344,900 (6,900) (2.0%)
0 0 0Total Net Levy 84,800 40,800 (44,000) (51.9%)
Notes:
1 Increased Rent Revenue
2 Supplies expense
9
Page 26 of 118
Note 2019 2020 Budget %Note
Reference Budget Budget Variance Variance Reference
Revenues
Contribution from Reserves (32,500) (60,000) (27,500) 84.6%1
Total Revenues (32,500) (60,000) (27,500) 84.6%
Expenditures
Labour 195,000 193,300 (1,700) (0.9%)
Purchases 191,200 239,100 47,900 25.1%2
Contracted Services 3,700 3,800 100 2.7%
Contribution to Reserves 2,000 10,000 8,000 400.0%3
Interfunctional Adjustments 24,800 25,500 700 2.8%
Total Expenditures 416,700 471,700 55,000 13.2%
Total Net Levy 384,200 411,700 27,500 7.2%
Notes:
1 Increased one time costs - Strat Plan
2 Increased one time costs - Strat Plan
3 Election in 2022
10
Page 27 of 118
Page 1 of 3
Subject: White Paper – Business Case for 1.0 Permanent Full Time Health and Safety
Coordinator
Report Number: HR 19-13
Author: Senior Leadership Team
Meeting Type: Council Budget Meeting
Meeting Date: Monday, December 2, 2019
Discussion:
The Human Resource department is responsible for the oversight of Health and Safety within
the Corporation. These duties include:
Health and Safety training (i.e., WHMIS, Bill 168, Bill 132, etc.)
Disability Management
Return to Work
WSIB case management
Resource to Joint Health and Safety Committee (JHSC) management, and employees
Compliance with relevant legislation such as the Occupational Health & Safety Act
(OH&SA), Workplace Safety & Insurance Board (WSIA), Electrical Safety Association
(ESA) etc.
Health and Safety policies and procedures
Accident/Incident/Near Miss management
Promotion of employee wellness initiatives
Health and Safety Audits
Conducting ergonomic assessments
Employee communications with regard to health and safety
Although the oversight falls within Human Resources; supervisors, managers, directors, the
CAO and ultimately Council are responsible for the health and safety of our employees.
As Council is aware, health and safety legislation has been changing significantly over the past
several years with the introduction of violence, harassment and bullying legislation, sexual
harassment legislation, mental health in the workplace, etc. The Town has been able to meet
legislative requirements within the area of Health and Safety, but we have not been able to
proactively prepare due to increasing workload demands across the organization. There is
concern that without the proper resourcing, such as this position, that th e Town will not be able
to continue to deliver the current level of service to the residents of Tillsonburg due to the
demand on managers, supervisors, and employees with regard to health and safety.
In 2018 we introduced a one year contract Health and Safety Coordinator allowing for a
dedicated position to focus solely on health and safety. This position is focused on day to day
health and safety items, as well as specific Health and Safety programs/policies. It is important
to note that upon implementation of a policy or program, this position is also responsible for
oversight, review and follow up of such policy or program.
Page 28 of 118
HR 19-13 Page 2 of 3
With the increase in Ministry of Labour (MOL) initiatives with regard to municipalities, we have
seen an increase in the number of visits to our work sites from the MOL. In August of 2019, we
were tasked by the MOL to review, create and update our standard operating procedures, as
well as our job hazard analyses. This is a very large project, and well beyond our current
resources, and will require the expertise of a health and safety professional.
Health and Safety 2020 Focus:
Workwell audit
Review all current SWP/SOP's
Job Hazard Analysis
Review and implement policy/procedure for Public Works Ergonomics as per MOL
directive
Design and implement department orientations
Develop a corporate Health and Safety manual
Develop department manuals referencing corporate
Tracking of all training certifications
Contractor Management- managing documents and ensuring compliance with program
Internal health and safety training
Disability claims management (WSIB, STD, sick time, etc)
Town staff conducted a survey among similar sized companies within the Town of Tillsonburg in
regard to their health and safety staffing resources (Marwoo d International, Autoneum Canada
Ltd, Inovata Foods, Fleetwood Metal Fabrication). All companies surveyed have at least one
position dedicated to Health and Safety on a full time basis, and many have additional resources
on a part time basis.
Consultation:
As part of the 2018, 2019, and 2020 draft budget development, Senior Leadership has
discussed the importance of health and safety within the organization and this is our first priority
for additional staffing resources. A position dedicated solely to he alth and safety was identified
as a need from all levels of the Corporation, and to-date, has been very well received by all.
Financial Impact/Funding Source:
The associated cost of $76,200 for the Health and Safety Coordinator has been included in the
2020 proposed draft budget. This is an increase cost of $7,700 over the 2019 budget for this
position.
Attachments:
Appendix A – Health and Safety Coordinator Job Description
Page 29 of 118
HR 19-13 Page 3 of 3
Report Approval Details
Document Title: HR 19-13 White Paper - Business Case Permanent Health and
Safety Coordinator.docx
Attachments:
Final Approval Date: Nov 27, 2019
This report and all of its attachments were approved and signed as outlined below:
Ron Shaw - Nov 27, 2019 - 8:41 PM
Page 30 of 118
Page 1 of 3
Subject: White Paper – Revised Compensation Grid
Report Number: HR 19-14
Author: Senior Leadership Team
Meeting Type: Council Budget Meeting
Meeting Date: Monday, December 2, 2019
Discussion:
In 2017, the Town began the process of reviewing job evaluation, pay equity, and the
compensation grid to ensure compliance with the Pay Equity Act; to ensure internal consistency
in compensation; and, to complete a market study to evaluate our competitive ness among
similar comparator municipalities.
Through this process, it was determined that we were in line with both pay equity and job
evaluation; however, we did have five (5) compensation band job rates within the grid below
market value based on the 50th percentile; eight (8) compensation band job rates below market
value based on the 55th percentile; and nine (9) compensation band job rates below market
based on the 60th percentile.
Recruitment and retention of employees, especially in the bands id entified as being below
market value, has become an issue for the Corporation over the past few years. In order to fill
many of our positions we have had to hire employees in the middle of the grid, rather than at
step one. We have also heard from many employees during exit interviews that they are
choosing to leave the Town to take a very similar job elsewhere due to the difference in pay. In
2018, we conducted an employee survey, and one of the top concerns among employees was
compensation in comparison to other municipalities.
An example of a recruitment and retention being a concern is with regard to the position of Sr.
Operations Technologist, which is located on compensation band eleven (11). The job rate for
this position on our current grid is $42.01, with the 50th percentile of market data showing job
rate of $43.43. We began recruiting for a vacancy in this position in August of 2017. We posted
numerous times to fill this position, and went as far as to hire an external recruitment firm to
assist us in attracting a qualified applicant. We were not able to hire a successful incumbent into
the role until January of 2019, and compensation was cited numerous times as our challenge.
It was recommended by the consultant, and based on industry best practice, that our
compensation grid contains job rates that align with the 55 th or 60th percentile among the
comparator group. The grid proposed aligns with the 55 th percentile, and it is proposed that this
grid be introduced on April 1, 2020 in order to be in line with the cost of living adjustment.
Consultation:
Through the 2020 draft budget development, Senior Leadership has recognized the need to
update our compensation grid in order to be competitive in the marketplace.
Page 31 of 118
HR 19-14 Page 2 of 3
Page 2 / 3
In order to implement this grid in the most cost effective way, we are proposing that the revised
grid at the 55th percentile be introduced on April 1, 2020.
Financial Impact/Funding Source:
The associated cost of $86,500 to implement the posed grid as of April 1, 2020 has been
included in the 2020 proposed draft budget.
Attachments:
Appendix A – 2020 Compensation Grid – P50
Appendix B – 2020 Compensation Grid – P55
Appendix C – 2020 Compensation Grid – P60
Page 32 of 118
HR 19-14 Page 3 of 3
Page 3 / 3
Report Approval Details
Document Title: HR 19-14 White Paper - Business Case Revised Compensation
Grid.docx
Attachments: - 2020 Compensation Grid - P50.xlsx
- 2020 Compensation Grid - P55.xlsx
- 2020 Compensation Grid - P60.xlsx
Final Approval Date: Nov 27, 2019
This report and all of its attachments were approved and signed as outlined below:
Ron Shaw - Nov 27, 2019 - 8:24 PM
Page 33 of 118
2020 Compensation Grid - P50
FT Yrs S 1 2 3 4
PT Hrs 0 - 2080 2081 - 4160 4161 - 6240 6241 - 8320 8321 - 12480
Grade Step 1 Step 2 Step 3 Step 4 Step 5
18 57.49 59.79 62.19 64.67 67.26
17 54.38 56.56 58.82 61.17 63.62
16 52.08 54.17 56.33 58.59 60.93
15 48.56 50.50 52.52 54.63 56.81
14 45.95 47.79 49.70 51.69 53.76
13 40.81 42.44 44.14 45.90 47.74
12 38.36 39.90 41.49 43.15 44.88
11 37.12 38.61 40.15 41.76 43.43
10 33.45 34.79 36.18 37.63 39.13
9 31.37 32.63 33.93 35.29 36.70
8 28.17 29.29 30.46 31.68 32.95
7 25.25 26.26 27.31 28.40 29.54
6 22.55 23.45 24.39 25.37 26.38
5 19.22 19.99 20.79 21.63 22.49
4 18.43 19.17 19.93 20.73 21.56
3 15.75 16.38 17.04 17.72 18.43
2 14.27 14.84 15.43 16.05
1 14.00
Page 34 of 118
2020 Compensation Grid - P55
FT Yrs S 1 2 3 4
PT Hrs 0 - 2080 2081 - 4160 4161 - 6240 6241 - 8320 8321 - 12480
Grade Step 1 Step 2 Step 3 Step 4 Step 5
18 58.80 61.15 63.60 66.14 68.79
17 54.38 56.56 58.82 61.17 63.62
16 52.08 54.17 56.33 58.59 60.93
15 48.56 50.50 52.52 54.63 56.81
14 45.95 47.79 49.70 51.69 53.76
13 41.08 42.73 44.43 46.21 48.06
12 38.36 39.90 41.49 43.15 44.88
11 37.52 39.02 40.58 42.20 43.89
10 33.45 34.79 36.18 37.63 39.13
9 31.63 32.89 34.21 35.58 37.00
8 28.33 29.46 30.64 31.87 33.14
7 25.25 26.26 27.31 28.40 29.54
6 22.66 23.57 24.51 25.49 26.51
5 19.35 20.13 20.93 21.77 22.64
4 18.89 19.65 20.43 21.25 22.10
3 15.75 16.38 17.04 17.72 18.43
2 14.27 14.84 15.43 16.05
1 14.00
Page 35 of 118
2020 Compensation Grid - P60
FT Yrs S 1 2 3 4
PT Hrs 0 - 2080 2081 - 4160 4161 - 6240 6241 - 8320 8321 - 12480
Grade Step 1 Step 2 Step 3 Step 4 Step 5
18 58.80 61.15 63.60 66.14 68.79
17 54.38 56.56 58.82 61.17 63.62
16 52.08 54.17 56.33 58.59 60.93
15 48.56 50.50 52.52 54.63 56.81
14 45.95 47.79 49.70 51.69 53.76
13 41.59 43.25 44.98 46.78 48.65
12 38.36 39.90 41.49 43.15 44.88
11 37.60 39.11 40.67 42.30 43.99
10 33.45 34.79 36.18 37.63 39.13
9 31.88 33.16 34.49 35.87 37.30
8 29.33 30.50 31.72 32.99 34.31
7 25.69 26.71 27.78 28.89 30.05
6 22.55 23.45 24.39 25.37 26.38
5 19.61 20.39 21.21 22.06 22.94
4 19.35 20.13 20.93 21.77 22.64
3 15.75 16.38 17.04 17.72 18.43
2 14.27 14.84 15.43 16.05
1 14.00
Page 36 of 118
Project ListingCorporate Services110Annual Replace IT CapitalX33(70,000)70,000IT Equipment ReserveAnnual Computer ReplacementX9820,000(20,000)IT Equipment ReserveTotal 110 Corporate Services(50,000)70,000(20,000)Total Project Listing($50,000)$70,000($20,000)ExpendituresContributionto ReservesGrantsDebenturesReservesDCReservesDonationMiscellaneousUser PayDebtTaxationComments2020 Capital Project Listing - New RequestsCorporate ServicesRun Date: 05/11/19 4:15 PMPage No: 1Page 37 of 118
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X33 Annual Replace IT Capital
Corporate Services
3 - SMT final 2020
Description
Project Description
The annual contribution to IT reserves for computer replacements.
Justification
Ensuring that interdepartmental charges are made to recover an amount that is equal to or less
than incremental costs incurred in providing services. these cost include replacement of
equipment, software cost and annual license fees.
Budget
202520232022202120202024Total
Expenditures
Cont.to Reserves
Contrib to Res 70,000 75,000 75,000 75,000 75,000 75,000445,000
445,000 70,000 75,000 75,000 75,000 75,000 75,000
Other
IT Charge (70,000) (75,000) (75,000) (75,000) (75,000) (75,000)(445,000)
(445,000)(70,000)(75,000)(75,000)(75,000)(75,000)(75,000)
0 0 0 0 0 0Expenditures Total
Page No. : 2
Page 38 of 118
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X98 Annual Computer Replacement
Corporate Services
3 - SMT final 2020
Description
Project Description
This project is for the replacement of the remaining computers needed that have reached the life
cycle
Justification
This allows staff and Council to have computing equipment that is in good operating order and
able to handle the processing requirements of their duties. This will be funded from the IT Reserve.
Budget
202520232022202120202024Total
Expenditures
Construction
Sp Proj Exp 20,00020,000
20,000 20,000
20,000 20,000Expenditures Total
Funding
Cont.from Reserves 20,00020,000
20,000 20,000Funding Total
Page No. : 3
Page 39 of 118
Note 2019 2020 Budget %Note
Reference Budget Budget Variance Variance Reference
Revenues
User Charges -1,426,800 -1,493,500 -66,700 4.7%
Total Revenues -1,426,800 -1,493,500 -66,700 4.7%
Expenditures
Labour 338,500 320,500 -18,000 (5.3%)1
Purchases 551,400 567,000 15,600 2.8%
Contracted Services 5,500 7,500 2,000 36.4%
Contribution to Reserves 100,000 100,000 2
Interfunctional Adjustments 7,700 8,000 300 3.9%
Debt Principal & Interest 356,600 408,400 51,800 14.5%3
Total Expenditures 1,259,700 1,411,400 151,700 12.0%
Total Net Levy -167,100 -82,100 85,000 (50.9%)
Notes
1. Transportation Coordinator contract removed 26,200; Winter On-Call added 4,000
2. Fleet & Equipment Reserve Contribution
3. Corporate Fleet Replacements
Page 40 of 118
Note 2019 2020 Budget %Note
Reference Budget Budget Variance Variance Reference
Revenues
Total Revenues
Expenditures
Labour 242,800 255,200 12,400 5.1%1
Purchases 10,500 11,700 1,200 11.4%
Interfunctional Adjustments -5,300 -14,700 -9,400 177.4%1
Total Expenditures 248,000 252,200 4,200 1.7%
Total Net Levy 248,000 252,200 4,200 1.7%
Notes
1. Increased labour costs and allocation within Departmental divisions
Page 41 of 118
Note 2019 2020 Budget %Note
Reference Budget Budget Variance Variance Reference
Revenues
Grants -172,400 172,400 (100.0%)1
User Charges -59,400 -86,200 -26,800 45.1%2
Total Revenues -231,800 -86,200 145,600 (62.8%)
Expenditures
Labour 552,100 502,300 -49,800 (9.0%)3
Purchases 37,500 26,700 -10,800 (28.8%)4
Contracted Services 76,000 35,000 -41,000 (53.9%)5
Interfunctional Adjustments -128,900 -167,100 -38,200 29.6%6
Total Expenditures 536,700 396,900 -139,800 (26.0%)
Total Net Levy 304,900 310,700 5,800 1.9%
Notes
1. OCIF Formula-Based funding under review by Provincial Government
2. Increased revenue from Engineering of County assets
3. Asset Management Financial Coordinator contract removed
4. Asset Management training initatives removed
5. Reduced Asset Management GIS services
6. Increased labour allocation for AMP services
Page 42 of 118
Note 2019 2020 Budget %Note
Reference Budget Budget Variance Variance Reference
Revenues
Grants -77,000 -79,000 -2,000 2.6%
Total Revenues -77,000 -79,000 -2,000 2.6%
Expenditures
Labour 967,700 991,500 23,800 2.5%
Purchases 523,900 532,200 8,300 1.6%
Contracted Services 296,400 302,400 6,000 2.0%
Interfunctional Adjustments 556,200 583,600 27,400 4.9%1
Debt Principal & Interest 456,400 568,300 111,900 24.5%2
Total Expenditures 2,800,600 2,978,000 177,400 6.3%
Total Net Levy 2,723,600 2,899,000 175,400 6.4%
Notes
1. Fleet Charges
2. Capital projects (i.e. LED Conversion Project $75,000)
Page 43 of 118
Note 2019 2020 Budget %Note
Reference Budget Budget Variance Variance Reference
Revenues
Levy, PILS -141,500 -140,500 1,000 (0.7%)
Total Revenues -141,500 -140,500 1,000 (0.7%)
Expenditures
Labour 26,500 27,000 500 1.9%
Purchases 10,000 10,000
Contracted Services 35,000 35,000
Contribution to Reserves 13,800 9,000 -4,800 (34.8%)
Interfunctional Adjustments 42,400 46,100 3,700 8.7%
Debt Principal & Interest 13,800 13,400 -400 (2.9%)
Total Expenditures 141,500 140,500 -1,000 (0.7%)
Total Net Levy
Page 44 of 118
Note 2019 2020 Budget %Note
Reference Budget Budget Variance Variance Reference
Revenues
Grants -5,000 -5,000
User Charges -370,900 -386,600 -15,700 4.2%
Total Revenues -375,900 -391,600 -15,700 4.2%
Expenditures
Labour 115,600 117,700 2,100 1.8%
Purchases 228,100 248,200 20,100 8.8%1
Contracted Services 31,000 32,000 1,000 3.2%
Interfunctional Adjustments 18,400 20,400 2,000 10.9%
Debt Principal & Interest 35,700 20,300 -15,400 (43.1%)2
Total Expenditures 428,800 438,600 9,800 2.3%
Total Net Levy 52,900 47,000 -5,900 (11.2%)
Notes
1. Fuel Purchases $8,100; External Tax Payments $11,700
2. Debt Maturity
Page 45 of 118
Note 2019 2020 Budget %Note
Reference Budget Budget Variance Variance Reference
Revenues
Grants -116,500 -118,300 -1,800 1.5%
User Charges -127,200 -132,400 -5,200 4.1%
Total Revenues -243,700 -250,700 -7,000 2.9%
Expenditures
Labour 70,800 72,200 1,400 2.0%
Purchases 106,900 110,900 4,000 3.7%
Contracted Services 115,500 118,500 3,000 2.6%
Interfunctional Adjustments 135,700 138,500 2,800 2.1%
Total Expenditures 428,900 440,100 11,200 2.6%
Total Net Levy 185,200 189,400 4,200 2.3%
Page 46 of 118
Note 2019 2020 Budget %Note
Reference Budget Budget Variance Variance Reference
Revenues
Grants -58,300 -52,800 5,500 (9.4%)1
User Charges -25,800 -25,800
Total Revenues -84,100 -78,600 5,500 (6.5%)
Expenditures
Labour 26,200 25,400 -800 (3.1%)
Purchases 2,000 2,000
Contracted Services 136,900 189,600 52,700 38.5%2
Interfunctional Adjustments 8,700 8,700 3
Total Expenditures 163,100 225,700 62,600 38.4%
Total Net Levy 79,000 147,100 68,100 86.2%
Notes
1. Alignment with Provincial Gas Tax allocation
2. Service Contract increase
3. Departmental labour allocation
In-Town Transit Services
Page 47 of 118
5 Yr Avg. 2020 Budget %Note
Actuals Budget Variance Variance Reference
Revenues
Total Revenues
Expenditures
Labour 33,201 6,500 -26,701 (80.4%)
Purchases 266,839 114,000 -152,839 (57.3%)
Contracted Services 2,594 10,000 7,406 285.5%
Interfunctional Adjustments 25,558 5,000 -20,558 (80.4%)
Debt Principal & Interest 187,700 187,700
Total Expenditures 328,193 323,200 -4,993 (1.5%)
Total Net Levy 328,193 323,200 -4,993 (1.5%)
Page 48 of 118
Page 1 of 12
Subject: White Paper – In-Town T:GO Service Delivery Options
Report Number: OPS 19-53
Author: Alex Piggott, C.E.T., CRS-S, Transit Coordinator
Meeting Type: Council Budget Meeting
Meeting Date: Monday, December 2, 2019
Background
As part of the 2020 Budget Deliberations, Council asked staff for ridership statistics and
to look at alternative service delivery options to ensure a cost effective operation of the
In-Town T:GO service.
Discussion
The following is a summary of the service delivery options available for providing a
conventional transit service:
Provide the Service with a Contract Service Provider: This is the current method of
providing the In-Town T:GO service and is the method being proposed for the next five
years. The advantages of utilizing a contractor to provide the service are; the contractor
manages the operation of the service in accordance with the service agreement
developed by the Town and assumes the financial risks (capital and operating) involved
with the operation of the fleet and human resources. The Town ’s financial risks are
minminized and the level of service provided to the public is cont rolled through the
service agreement.
Staff will be submitting a report on the revised pricing for the In -Town T:GO service with
the contractor providing a revised price of $71.97/hour (net HST) or an annual cost of
$216,788 for 2021. 2021 is used for the comparison of costs of providing the service in-
house as a full year with the same service provider.
Provide the Service In-house: Staff prepared a cost analysis of performing the In-Town
T:GO transit service in-house using internal staff to operate the bus (4 part time staff),
purchasing and maintaining AODA compliant vehicles, operating the service and paying
for the future replacement costs of the vehicles. Staff estimated the cost to provide this
service in-house to be $82.66/hour or $248,967 for 2021. 2021 was used for the
analysis period to give time to acquire vehicles and hire staff to operate the service.
The staff estimate does not include the initial capital costs of the buses estimated at
Page 49 of 118
OPS 19-53 Page 2 of 12
$345,000 for one new bus and one used bus to be used a spare vehicle and replaced
after 3 years of service.
Staff reviewed and compared the operating costs of similar size Municipalities that
operate a conventional transit service and included some of the larger transit agencies
as an indication of magnitude of cost. The cost data was obtained from the latest
publicly available Canadian Urban Transit Association (CUTA) and inflated by 2% per
year to give the estimated hourly operating costs in 2021 for comparison purposes.
2017 CUTA Conventional Ridership Stats with 2021 Cost Projections Comparison
Municipality Population
Serviced
Service
Hours
Ridership Ridership
per service
hour
Cost per
service
hour
Clearview 14,151 4,080 8,698 2.13 $75.95
Tillsonburg 15,880 3,000 9,500 3.17 $71.97
Midland 17,000 3,400 63,209 18.59 $109.08
Niagara on the
Lake
17,990 6,712 23,581 3.51 $88.77
Owen Sound 21,341 13,580 200,453 14.76 $94.81
Norfolk 30,737 3,610 8,692 2.41 $90.72
Woodstock 41,000 27,382 379,186 13.85 $94.04
London 389,000 614,210 22,918,096 37.31 $117.18
Toronto 4,094,072 11,195,097 533,216,000 47.63 $159.31
Comparing transit systems is difficult because there are many variable factors
contributing to the costs of operating a transit system such as the age of the fleet,
number of vechicles, wages paid to operators and mechanics, administration staff
salaries, travel distance, hours of service provided and revenues generated from fares
and advertising to offset operating costs. This comparison shows that the hourly rate
for the Tillsonburg service being offered by a contract service provider is comparable to
the operation of transit systems in similar size Municipalities.
Taxi Scripts: This service utilizes the existing taxi cab industry to provide discounted taxi
rides. Riders pay the taxi operator a set fee prescribed by the Town in a bylaw and the
Town pays the taxi service provider the remaining fee. The current taxi rate in
Tillsonburg is $9.00 per ride for an adult and the current rate to use the T:GO transit
service is $2.50. For each adult passenger, the Town would pay the taxi service
provider $6.50. This is assuming the Town enters into a contract with a local taxi
service provider and this is the per trip rate charged to the Town. The other method for
utilizing taxis is for the Municipality to purchase the service by the hour based on a
number of prebooked rides. The Municipality would need to have an independent
booking service to schedule the riders to ensure the trips being requested are
Page 50 of 118
OPS 19-53 Page 3 of 12
maximizing the available service through the development of a daily trip manifest. The
trip manifest will be provided to the taxi service provider for the hours of service
required. These services tend to fail because the requirement for twenty four hour
advance booking is not adhered to and people want the convenience of the service
now. This type of on-demand to the door type of service is currently being provided by
the taxi industry in Tillsonburg. The City of Woodstock had a taxi script service for its
Specialized Transit Service and switched to a contract service provider when the costs
of providing the taxi script service escalated beyond the costs of a contract service
provider. It is difficult to estimate the costs of operating this service because the
ridership from the taxi industry is not reported publicly and ridership will be higher than
the current T:GO service because this is considered a premium type of service in the
public transit industry. It is difficult to control the costs of this service b ecause the
numbers of rides are variable, in comparison to a fixed hourly rate service with fixed
hours of service.
Uber: Uber is a popular ride sharing service app that connects a potential rider with a
potential driver. The Town of Innsifil utilized th is service as a pilot project, but due to
increased and uncontrolled costs, lack of available drivers, lack of accessibility to
everyone (rides have to be book through a smartphone app and if a rider does not have
a smartphone with a data plan they cannot access the service) plus the regulated need
to provide accessible vehicles, the Town of Innsifil is considering the implementation of
a fixed route accessible service based on the demand responses for transit from the
Uber pilot project. The budget to provide the Uber service has grown from $150,000 in
2017 to over $900,000 in 2019 and continues to grow with only 87% of trip requests
being completed in 20181. In an effort to control costs, the Town of Innsifil is increasing
the fares to be paid by the rider to $4.00 per ride and limiting the number of trips per
person to 30 trips per month. The Town of Innsifil recently hired a consultant to review
this program and is recommending implementing a fixed route conventional transit
service, similar to what Tillsonburg is already doing. Other smaller communites have
explored the potential of using Uber to provide transit services, however Uber cannot
guarantee the service will be provided due to a lack of drivers in smaller markets.
Demand Response Service: This is the service that Tillsonburg was providing prior to
August 2019. The intent of a demand response service is to prebook or schedule your
pickup location and destination. This allows the service provider to schedule the trips to
maximize the capacity of the vehicle. The previous demand response service evolved
to where the passengers were calling the drivers directly and the drivers were arranging
the pickup and drop of passengers. Although this service was convenient to the users,
this level of service was already being provided by the taxi service providers in
Tillsonburg, just at a reduced rate to the rider. This service took potential customers
1 Town of Innisfil Staff Report DSR-038-19
Page 51 of 118
OPS 19-53 Page 4 of 12
away from the taxi service providers in Tillsonburg. The County of Brant just recently
awarded a contract for this type of service with an estimated annual operating budget of
$529,200 for 20202.
Specialized Transit Service: Similar to a demand response service, this is a scheduled
and prebooked door to door service provided by Municipalities to qualified individuals.
To qualify for this service, prospective passengers have to meet a medical criteri a to
assess the person’s physical and mental capabilities by a medical professional. This
medical criteria is often set to whether a person could use a conventional transit service
or not. With the changes to the regulations for accessibility and the vehicle
specifications, many of the larger transit agencies have adopted a policy of offering free
rides on the conventional transit service to people who qualify for the specialized
service due to the costs of providing the specialized door to door service in an effort to
control costs. The Town of Ingersoll provides a Specialized Transit Service using taxi
scripts. The registered or eligible riders for this service represent 1.09% of Ingersoll’s
population costing the Town of Ingersoll $69,799 in 20183.
Conventional Transit Service: This service is also referred to a fixed route service
where the bus follows a set route on a set schedule and stops to pick up or drop off
passengers at fixed bus stop locations. As ridership increases, this service becomes
more cost effective per person to operate making the In-Town T:GO service, the most
cost effective, accessible and equitable means of providing public transportation
services. The Town has more control over the costs of this service because the hours
of the service are set with a set hourly rate to provide the service. For people to access
the service, they simplly have to go to the closest bus stop and get on the bus when it
arrives. Riders do not need a smartphone app to access the service or go through a
medical assessment to qualify for the service, making the service available to the
majority of residents within Tillsonburg. With the fees set by Council, the service is also
affordable to most residents of Tillsonburg. Residents requiring a higher level of service
or a door to door service can still utilize the existing taxi service providers. Residents
with mobility issues that have difficulty accessing the T:GO service, may qualify for the
existing Stonebridge Community Services Transportation Service based at the Multi
Service Centre. When the fixed route service started in August, staff did receive some
calls from residents that expressed difficulty in getting to a bus stop due to medical
issues have since been utilizing the Stonebridge Community Services Transportation
Service for assistance.
It is staff’s recommendation that the Town continue with the Conventional Transit
Service with a transit service contractor while continuing to grow ridership.
2 Brant County Report COU-19-24-Brant e-Ride Contract Award
3 Town of Ingersoll 2018 Specialized Transit Statistics
Page 52 of 118
OPS 19-53 Page 5 of 12
Ridership
Attached to this report are charts illustrating the monthly ridership trends and usage.
The first chart shows the ridership from the begining of Community Transportation Pilot
project that started in March 2016 to October 2019. This chart shows the ridership of
the current program is trending upwards after changing the service to a fixed route
service in August of 2019.
Since June 2019, the contractor has been providing a summary of ridership by the hour,
the type of passenger (Adult, Student, Senior) and the method of payment. The chart
showing the Monthly Ridership Distrubution by the hours shows a trend of peak
ridership at 6:00am and 2:00pm. During these peak times, the bus is following the Blue
Route that goes through the Industrial Areas at the south end of the Town.
The 2019 Riders by Month and 2019 Payment Type by Month shows that the majority of
riders are adults and that the majority of adults are using a bus pass to access the
service. Right now, the majority of passes sold at retail locations are the 10 ride punch
passes, with the sale of monthly passes increasing.
Financial Impact/Funding Source
A subsequent report will be submitted to Council for the December 9th regular Council
meeting for the award of the service contract to provide the Inter-Community and In-
Town T:GO services.
Page 53 of 118
OPS 19-53 Page 6 of 12
Community Strategic Plan (CSP) Linkage:
1. Excellence in Local Government
☐ Demonstrate strong leadership in Town initiatives
☐ Streamline communication and effectively collaborate within local government
☒ Demonstrate accountability
2. Economic Sustainability
☐ Support new and existing businesses and provide a variety of employment
opportunities
☐ Provide diverse retail services in the downtown core
☐ Provide appropriate education and training opportunities in line with Tillsonburg’s
economy
3. Demographic Balance
☒ Make Tillsonburg an attractive place to live for youth and young professionals
☐ Provide opportunities for families to thrive
☒ Support the aging population and an active senior citizenship
4. Culture and Community
☐ Promote Tillsonburg as a unique and welcoming community
☐ Provide a variety of leisure and cultural opportunities to suit all interests
☒ Improve mobility and promote environmentally sustainable living
Page 54 of 118
Page 7 of 12
0
200
400
600
800
1000
1200
1400
January February March April May June July August September October November DecemberRidership
Month
2016-2019 Monthly Ridership
2016
2017
2018
2019
Page 55 of 118
OPS 19-53 Page 8 of 12
0
20
40
60
80
100
120
140
6:00 7:00 8:00 9:00 10:00 11:00 12:00 13:00 14:00 15:00 16:00 17:00Ridership
Time of Day
2019 Monthly Ridership Distribution by the Hour
June
July
August
September
October
Page 56 of 118
OPS 19-53 Page 9 of 12
723 733
684
613
665
77
8
4
40
59
149
154
46 78
113
0
100
200
300
400
500
600
700
800
900
1000
June July August September October November December
2019 Riders by Month
Student
Senior
Adult
Page 57 of 118
OPS 19-53 Page 10 of 12
26233022720128813248327777245772461403207 4123776460322772772121410
50
100
150
200
250
300
350
400
450
500
June July August September October November DecemberRidership
Month
2019 Payment Type by Month
Adult Cash
Student Cash
Senior Cash
Adult Pass
Student Pass
Senior Pass
Page 58 of 118
OPS 19-53 Page 11 of 12
Page 59 of 118
OPS 19-53 Page 12 of 12
Report Approval Details
Document Title: OPS 19-53 White Paper – In-Town TGO Service Delivery Options.docx
Attachments:
Final Approval Date: Nov 28, 2019
This report and all of its attachments were approved and signed as outlined below:
Dave Rushton - Nov 27, 2019 - 2:33 PM
Ron Shaw - Nov 27, 2019 - 8:01 PM
Donna Wilson - Nov 28, 2019 - 8:02 AM
Page 60 of 118
Contribution Grants Debentures Reserves DC Donation Miscellaneous User Pay Taxation Comments
Expenditures to Reserves Reserves Debt
Project Listing
130 Fleet
X62 Replace Water/Hydro/Roads Unit 86 - 420D Backhoe 195,000 -130,000 65,000
X61 Replace Roads Unit 60 - 335 Snowplow Truck 295,000 -90,000 -50,000 155,000 Fleet & Equipment Reserve
X60 Replace Roads Unit 84 - MT6 Sidewalk Machine 185,000 -170,000 15,000 Fleet & Equipment Reserve
X59 Replace Building Unit 34 - Hybrid SUV 45,000 45,000
X57 Replace Hydro Unit 233 - Cable Trailer 10,000 -10,000
X56 Replace Roads Unit 115 - Line Striper 20,000 20,000
X78 Replace Roads Unit 97 - Loader Blade Attachment 20,000 20,000
X55 New Parks Unit - Sidewalk Machine 55,000 -55,000 JL Scott Mclean Trust
X53 New Fire Unit - Command Vehicle 80,000 -62,400 17,600
X52 New Hydro Unit - Utility Van 40,000 -40,000
X51 New Water Unit - 1Ton w/ Dump Body 75,000 -37,500 37,500 Shared Unit Water/Roads
X49 New Building Unit - SUV 45,000 -45,000 Obligatory Reserve - Building
Total 130 Fleet 1,065,000 -90,000 -265,000 -62,400 -55,000 -217,500 375,100
210 Engineering
X89 Road Condition Assessments 40,000 -7,500 32,500
X88 Goshen Area Geotechnical Investigation 35,000 35,000
X87 Concession St. W. Reconstruction Design (Charlotte to Rolph)200,100 -163,900 -24,700 11,500 ICIP Grant
X73 Quarter Town Line & Beech Blvd Retaining Wall Replacement Design 85,000 85,000
X86 Quarter Town Line & Stoney Creek Culvert Wall Rehabilitation Design 30,000 30,000
X83 Broadway & Bridge St. Accessibility Upgrades 65,000 -65,000 Linear Infrastructure Reserve
X84 Young St. Storm Outlet Environmental Assessment 70,000 -35,000 35,000 35K from 2019 Res. Contrib.
Total 210 Engineering 525,100 -163,900 -107,500 -24,700 229,000
220 Public Works
X95 Asphalt Program 400,000 -400,000 2020 Federal Gas Tax
X94 Sidewalk Connectivity Program 50,000 -34,600 15,400
X93 Oxford/Simcoe St. Rehabilitation (Broadway to Vienna Rd.)1,753,800 -1,578,500 175,300 90% Connecting Link Funding
X92 Rolling Meadows Reconstruction Phase 1 of 2 (Tanager & Falcon)495,000 -495,000 2019 Federal Gas Tax Top-up
X91 Rouse St. Sanitary Installation 190,000 -80,000 110,000 2020 Federal Gas Tax
Total 220 Public Works 2,888,800 -2,553,500 -34,600 300,700
240 Airport
X77 NAV CANADA Instrument Approach Procedure Upgrade 25,000 -25,000 Tax Rate Reserve to be replenished
X80 Drainage Channel Restoration 35,000 -35,000 Tax Rate Reserve to be replenished
X72 Airport Master Plan 65,000 -65,000 Airport & Tax Rate Reserve
Total 240 Airport 125,000 -125,000
260 Storm Sewers
X97 Maintenance Hole Assessments Phase 1 of 2 85,000 -85,000 AM Reserve (Provincial one-time)
X96 Bloomer St. Storm Sewer Repair 22,500 22,500
X92 Rolling Meadows Reconstruction Phase 1 of 2 (Tanager & Falcon)205,000 -205,000 AM Reserve (Provincial one-time)
X91 Rouse St. Sanitary Installation 110,000 -78,000 32,000 AM Reserve (Provincial one-time)
Total 260 Storm Sewers 400,000 22,500 -368,000 54,500
Operations
Page 61 of 118
Contribution Grants Debentures Reserves DC Donation Miscellaneous User Pay Taxation Comments
Expenditures to Reserves Reserves Debt
Operations
250 Sanitary Sewers
X82 Stoney Creek Sanitary Trunk Main Repair 95,000 -95,000 County Wastewater
X92 Rolling Meadows Reconstruction Phase 1 of 2 (Tanager & Falcon)205,000 -205,000 County Wastewater
X91 Rouse St. Sanitary Installation 290,000 -290,000 County Wastewater
X97 Maintenance Hole Assessments Phase 1 of 2 85,000 -85,000 County Wastewater
Total 250 Sanitary Sewers 675,000 -675,000
270 Water
X81 Watermain Looping - Langrell to Broadway 75,000 -75,000 County Water
X92 Rolling Meadows Reconstruction Phase 1 of 2 (Tanager & Falcon)330,000 -330,000 County Water
Total 270 Water 405,000 -405,000
Total Project Listing $6,083,900 $22,500 ($3,797,400)($90,000)($865,500)($121,700)$0 ($55,000)($217,500)$959,300
Page 62 of 118
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X89 Road Condition Assessments
Engineering
3 - SMT final 2020
Description
This project will look to procure the necessary professional services to perform detailed roadway condition
assessments of the entire municipal road network based on the industry standard Pavement Condition Index
(PCI) methodology. The PCI rates the condition of the surface of a road network and provides a numerical
rating for the condition of road segments within the road network, where 0 is the worst possible condition and
100 is the best. The PCI measures the type, extent, and severity of pavement surface distresses as well as
the smoothness and ride comfort of the road.
Justification
In accordance with the Towns Asset Management Plan road network condition assessments are to be
completed every 5 years. The primary purpose of conducting a detailed road condition assessment is to define
the current condition in order to evaluate the progression of deterioration from the 2015 road
condition assessment that to help make more economically informed decisions on managing the
maintenance, rehabilitation and replacement of road network assets.
Budget
20252023202220212020 2024Total
Expenditures
Construction
Subcon Exp 40,000 45,00085,000
85,000 40,000 45,000
85,000 40,000 45,000Expenditures Total
Funding
Cont.from Reserves 7,5007,500
Taxation 32,50032,500
40,000 40,000Funding Total
Page No. : 1
Page 63 of 118
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X88 Goshen Area Geotechnical Investigation
Engineering
3 - SMT final 2020
Description
A number of geotechnical boreholes will be advanced in the Goshen area to obtain soil material types, water
level elevations, etc. necessary to aid in the design of engineered drawings.
Justification
The existing stormwater collection system is very deep and does not have an outlet. It simply terminates at an
open bottom manhole at the southeast corner of Townline Rd and Bell Mill Side Road.
To complicate matters the sanitary sewer trunk main is at capacity such that risk of sanitary sewer backup is of
real concern. In 2007 a new sanitary trunk main was installed along Lincoln from Vienna to Cedar. This new
trunk main needs to be extended to Goshen St. and then southerly along Goshen/Bell Mill Side Road at minimal
grade to Hwy 3 to eliminate the concern of sanitary sewer backup downstream.
To add another level of complexity there are galvanized water services along Ball St. and a 2” galvanized
watermain along Ontario St. that also need to be replaced to address a water distribution network concerns.
The first step to address the concerns of the Goshen area is to conduct a geotechnical investigation to inform
engineering design.
Budget
20252023202220212020 2024Total
Expenditures
Construction
Subcon Exp 35,000 830,000 995,000 700,000 425,000 740,0003,725,000
3,725,000 35,000 830,000 995,000 700,000 425,000 740,000
3,725,000 35,000 830,000 995,000 700,000 425,000 740,000Expenditures Total
Funding
Taxation 35,00035,000
35,000 35,000Funding Total
Page No. : 2
Page 64 of 118
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X87 Concession St. W. Reconstruction Design (Charlotte to Rolph)
Engineering
3 - SMT final 2020
Description
The Concession St. W. Reconstruction project limits is between Rolph St. and Charlotte Ave. The proposed
work involves the complete reconstruction of the pavement structure including new barrier curb and gutter
with sidewalks and storm drainage improvements. Due to the late ICIP funding notification an RFP for
Engineering Consulting Services will be issued in 2020 to perform the necessary survey, design drawings and
prepare tender documents with construction scheduled to occur in 2021.
Justification
See attached Ministry of Infrastructure letter dated September 4th 2019.
Budget
20252023202220212020 2024Total
Expenditures
Construction
Subcon Exp 200,100 1,616,3001,816,400
1,816,400 200,100 1,616,300
1,816,400 200,100 1,616,300Expenditures Total
Funding
Grants 163,900 1,148,1001,312,000
Cont from DC Reserves 24,700 318,900343,600
Taxation 11,50011,500
1,667,100 200,100 1,467,000Funding Total
Page No. : 3
Page 65 of 118
1
RMinistry of Infrastructure
Intergovernmental Policy Branch
777 Bay Street, 4th Floor, Suite 425
Toronto, Ontario M5G 2E5
Ministry of Agriculture, Food and Rural
Affairs
Rural Programs Branch
1 Stone Road West, 4th Floor NW
Guelph, Ontario N1G 4Y2
September 4, 2019
Case Number 2019-03-1-1296972877
Town of Tillsonburg
David Calder, CAO
dcalder@tillsonburg.ca
Dear David Calder,
Re: Investing in Canada Infrastructure Program (ICIP) – Rural and Northern Funding Stream
On behalf of the Ministry of Infrastructure and the Ministry of Agriculture, Food and Rural Affairs, we are
pleased to inform you that the federal review of your project under the ICIP Rural and Northern stream
is now complete and that the Reconstruction of Concession Street West in Tillsonburg project has been
approved for funding.
Provided that the Town of Tillsonburg enters into a Transfer Payment Agreement (TPA), and subject to
the terms and conditions of the same, the following funding will be provided:
Federal Contribution $787,232.50
Provincial Contribution $524,769.18
Total Funding Provided $1,312,001.68
Eligible costs incurred on and after August 6, 2019 will be eligible for provincial reimbursement. Please
note that until a TPA is executed, the province will not be under any obligation to fund project costs.
The TPA will follow shortly and will outline the terms and conditions of funding, including:
The maximum funding that will be provided. The TPA will provide the per cent funding allowed
both federally and provincially to the maximum contribution amounts noted above. Under this
program, costs are reimbursed typically after they are incurred and paid by the recipient. This
means that you will need to have an alternative source of funding to cover eligible costs prior to
review and reimbursement by the Province.
No claims will be reimbursed and construction/site preparation cannot start prior to notification
from Canada that it is satisfied that the project has met both Environmental Assessment and
Aboriginal Consultation requirements.
The recipient acknowledges it will fund all amounts in excess of eligible costs, including any
budget increases and cost overruns, as well as any operation and maintenance costs
associated with the project.
Only costs associated with contracts that are awarded after the approval date noted above
through a transparent, competitive process that ensures the best value for money are eligible.
Page 66 of 118
2
If you procured goods or services through alternative means, please contact the email address
or telephone number provided below immediately to discuss further.
The project scope, as determined based on discussions between your staff, provincial staff, and
federal officials. Please note, in some cases project descriptions have been revised to align the
applications to the program criteria and remove ineligible items. This includes removal of any
underground infrastructure that may have been included in the original application.
The recipient will ensure all regulatory approvals are in place and will consult with Indigenous
peoples on the project.
The recipient will ensure all reporting requirements are met. Note that some reporting
requirements may be required before claims will be processed.
In addition, the recipient will notify the Province of any announcement opportunities and include
reference to support by the Province and Canada on any media releases or other
communication products.
Once the TPA is recieved, please review the document carefully. If changes are required, these should
be made before the agreement is executed.
If you have any questions, please contact program staff via the call centre at 1-877-424-1300 or via
email ICIPrural@ontario.ca.
We look forward to working with you as you implement this project.
Sincerely,
Julia Danos Carolyn Hamilton
Director, Intergovernmental Policy Branch Director, Rural Programs Branch
Ministry of Infrastructure Ministry of Agriculture, Food and Rural Affairs
c. kdeleebeeck@tillsonburg.ca
Page 67 of 118
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X73 Quarter Town Line & Beech Blvd Retaining Wall Replacement Design
Engineering
3 - SMT final 2020
Description
See Report OPS 19-43
Justification
The Beech Blvd. and Quarter Town Line retaining wall is constructed of gabions baskets, with a total length of
42.0m and approximate height of 2.64m. Replacement is recommended due to the ongoing acceleration of
movement and rotation of the retaining wall structure. Proximity of underground watermain adjacent to this
retaining wall represents a real risk to the Towns water distribution system supporting the need for immediate
replacement.
Budget
20252023202220212020 2024Total
Expenditures
Construction
Subcon Exp 85,000 375,000460,000
460,000 85,000 375,000
460,000 85,000 375,000Expenditures Total
Funding
Taxation 85,00085,000
85,000 85,000Funding Total
Page No. : 4
Page 68 of 118
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X86 Quarter Town Line at Stoney Creek Culvert Wall Rehabilitation Design
Engineering
3 - SMT final 2020
Description
See Report OPS 19-43
Justification
This culvert is located on Quarter Town Line 85m north of Fairway Hills Blvd. at the Stoney Creek crossing.
The structure is a box culvert, with two spans of 4m, and a total length of 21.3m with two gabion basket wing
walls each 4m in length. While the structure is in overall fair condition, severe rotation and sliding of the gabion
basket retaining wing wall at the southwest quadrant has occurred requiring immediate rehabilitative work.
Budget
20252023202220212020 2024Total
Expenditures
Construction
Subcon Exp 30,000 125,000155,000
155,000 30,000 125,000
155,000 30,000 125,000Expenditures Total
Funding
Taxation 30,00030,000
30,000 30,000Funding Total
Page No. : 5
Page 69 of 118
Report Title 2019 OSIM Inspection Summary
Report No. OPS 19-43
Author Kevin De Leebeeck, P.Eng., Director of Operations
Meeting Type Council Meeting
Council Date October 15, 2019
Attachments • Bridge, Culvert & Retaining Wall 10-year Capital Plan
• 2019 OSIM Inspection Needs Study
Page 1 / 5
RECOMMENDATION
THAT Council receive Report OPS 19-43 2019 OSIM Inspection Summary;
AND THAT the engineering design work for the retaining wall replacement along
Quarter Town Line at Beech Boulevard in the amount of $85,000 be brought forward as
part of the 2020 budget deliberations;
AND FURTHER THAT the engineering design work for the rehabilitation of the culvert
along Quarter Town Line at Stoney Creek in the amount of $30,000 also be brought
forward as part of the 2020 budget deliberations.
BACKGROUND
Further to Report OPS 19-14 G. Douglas Vallee Limited was retained by the Town to complete
the inspection of bridges, culverts, and retaining walls within the Town in accordance with
Ontario Regulation 104/97 and to provide a Summary Report in the form of a Bridge, Culvert
and Retaining Wall Needs Study. In total, 35 structures were inspected in 2019. Each
inspection consisted of an element-by-element evaluation with the information recorded on the
Ontario Structure Inspection Manual (OSIM) inspection forms.
The inspection reports were analyzed to evaluate the current condition of each respective
structure based on the Ministry of Transportation’s “Bridge Condition Index (BCI) – An Overall
Measure of Bridge Condition” (July 30, 2009) and to determine which structures are in need of
rehabilitation or replacement works. The results were used to prepare a multi-year plan over
the next 10 years to conduct the required work in order to maintain the structures in a safe and
functional condition.
Overall the Towns inventory of bridges, culverts and retaining walls is in good condition with an
average BCI of 75 however without any improvement work the networks average BCI can be
expected to decrease to 62. The intent of the bridge, culvert and retaining wall 10-year capital
plan is to maintain the current BCI average of 75.
SUMMARY
Following the review of the recommended replacement and rehabilitation capital works from
the 2015, 2017 and 2019 OSIM Inspection Reports staff have developed a 10-year capital plan
for the Towns bridges, culverts and retaining wall structures. It is anticipated that as the Towns
Page 70 of 118
Page 2 / 5
Asset Management Plan is refined and as future OSIM inspections are completed that
priorities will need to be adjusted, due external factors (i.e. regulatory, environmental,
development, etc.) and as structure conditions change. However, the attached 10-year capital
plan provides general planning guidance for staff and an overall indication of funding
requirements for Council. A brief description of each identified replacement or rehabilitation is
provided below in order of priority based on the review of the recommended capital works from
the 2015, 2017 and 2019 OSIM Inspection Reports.
1) Quarter Town Line Retaining Wall at Beech Blvd. – Urgent Replacement BCI: 44
The Beech Blvd. and Quarter Town Line retaining wall is constructed of gabions
baskets, with a total length of 42.0m and approximate height of 2.64m. Replacement is
recommended due to ongoing movement and rotation of the retaining wall. Proximity
of underground watermain adjacent to this retaining wall represents a real risk to the
Towns water distribution system supporting the need for immediate replacement.
2) Quarter Town Line Culvert at Stoney Creek – Urgent Rehabilitation BCI: 61
This culvert is located on Quarter Town Line 85m north of Fairway Hills Blvd. at the
Stoney Creek crossing. The structure is a box culvert, with two spans of 4m, and a
total length of 21.3m. While the structure is in overall fair condition, severe rotation and
sliding of the gabion basket retaining wall at the southwest quadrant has occurred
requiring immediate rehabilitative work.
3) Kinsmen Pedestrian Bridge – 1-5 Year Rehabilitation BCI: 45
The Kinsmen Pedestrian Bridge is located on Veterans Memorial Walkway, 170m west
of Rolph St. The structure is an old railway girder bridge constructed approximately in
1910 subsequently converted to a pedestrian bridge approximately 20 (+/-) years ago,
with 9 spans and has total length of 107.5m. Major Rehabilitation to preserve the
structure is recommended in 1-5 years. If no rehabilitation work is completed on the
structure within this timeframe, then closure and/or replacement should be considered
within 6-10 years.
4) Devonshire Ave. Culvert – 1-5 Year Replacement BCI: 51
Devonshire Ave. Culvert is located on Devonshire Ave. 125m east of Lamers Crt. The
structure is a twin ellipse culvert, with spans of 1.9m and a total length of 20.1m.
Severe local deformation of the east barrel as well as severe corrosion and section
loss in the west barrel was noted during inspection. Overall the two barrels are in poor
condition, the severe corrosion and section loss in the west barrel is particularly of
concern and has triggered the recommendation of full replacement within 1 to 5 years.
It would be economically feasible for the Town to replace both culvert barrels at the
same time.
5) Baldwin St. Culvert at Participark Trail – 1-5 Year Rehabilitation BCI: 69
The Baldwin St. Culvert is located on Baldwin St. 120m west of Edgewood Dr. The
structure is a round culvert, spanning 5.3m with a total length of 66m. During inspection
it was noted that both the inlet and outlet headwalls have poor sections of concrete,
specifically at the water level. The embankments were found to have severe erosion
and the waterway was found to have severe scouring and ponding downstream. Minor
rehabilitation work to address these defects is recommended within 1 to 5 years.
Page 71 of 118
Page 3 / 5
6) Hawkins Pedestrian Bridge – 1-5 Year Rehabilitation BCI: 71
The Hawkins Pedestrian Bridge is located 60m west of Frank St. and Delevan Cres.
The structure is a 3 span girder bridge with a total length of 61.8m. During inspection it
was noted that the post and lag abutments, beam diaphragms, beam girders, bracing
and piers all display light to severe corrosion. The inspection also noted that
rotation/deformation of the diaphragm at the west abutment has occurred and severe
undermining of the retaining wall footing. Cleaning and painting of all the above
mentioned elements is recommended to protect them from the elements and extend
their service life. Retaining wall repair and erosion control on the embankments is also
recommended as part of the 1 to 5 year rehabilitation work.
7) Simcoe St. Bridge – 1-5 Year Rehabilitation BCI: 73
The Simcoe St. Bridge is located on Simcoe St. 20m west of old Vienna Rd. The
structure is a girder bridge, spanning 40m. During inspection it was noted that the
wearing surface and approaches are in poor condition which is typical of Simcoe St.
and Oxford St. beyond the structure as well. The Town should replace the structure’s
wearing surface and waterproof the deck in conjunction with related asphalt paving
work on Oxford/Simcoe St. beyond the structure. Retaining wall maintenance, erosion
control on the embankments and guide rail maintenance are also recommended as
part of the 1 to 5 year rehabilitation work.
8) Lisgar Ave. Culvert Outlet at Brock St. E. – 1-5 Year Rehabilitation BCI: 61
The Lisgar Ave. Culvert Outlet is located on Brock St. E. across from the Lisgar Ave.
intersection. The structure is a box culvert with a span of 1.7m and a total length of
376m running up the length of Lisgar Ave. to Bridge St. E and through Municipal
Parking Lot 6A to behind Canadian Tire. During the inspection a pressurized leak was
noted in the soffit of the structure. Further investigation is recommended to determine
the cause of the pressurized leakage and to determine the extent or rehabilitation work
to be completed within 1 to 5 years.
9) Lake Lisgar Outlet Culvert – 1-5 Year Rehabilitation BCI: 68
The Lake Lisgar Outlet Culvert is located on Concession St. E. 100m east of Park Ave.
The structure is a box culvert spanning 1.6m with a total length of 45m. During the
inspection severe undermining of the culvert outlet footing with exposed timber piles
was noted. This structure is recommended to undergo an Enhanced OSIM Inspection
due to limited access and to further scope the rehabilitation work within 1 to 5 years.
10) Broadway Culvert at Christie St. – 6-10 Year Replacement BCI: 53
The Broadway Culvert is located at the intersection of Broadway and Christie St. The
structure is an ellipse culvert, spanning 2.4m with a total length of 30.2m. During
inspection it was noted that the barrel has global deformations, while the retaining wall
at the east end displays signs of rotation. It is recommended that the deformation and
rotation be monitored at each biennial inspection and that the culvert be replaced
within 6 to 10 years.
Page 72 of 118
Page 4 / 5
11) Concession St. W. Bridge – 6-10 Year Rehabilitation BCI: 70
The Concession St. W. Bridge is located on Concession St. 480m west of Broadway
The structure is a rigid frame bridge with vertical legs, spanning 10.7m, and has an
overall width of 12.9m. While structure is in overall good condition, minor rehabilitation
to the asphalt wearing surface, approaches and the concrete soffit is recommended
within 6 to 10 years.
12) Baldwin St. Culvert at Whispering Pine – 6-10 Year Replacement BCI: 53
The Baldwin St. Culvert is located 75m east of Whispering Pine Lane. The structure is
a single round culvert spanning 1.1m with a total length of 40m. The structure is in fair
to poor condition with deformation and abrupt changes in the curvature of the culvert
wall. Continued deformation and deterioration of the culvert is anticipated to continue
over the next 6 to 10 years requiring replacement.
13) Lisgar Ave. North Culvert – 6-10 Year Rehabilitation BCI: 70
The Lisgar Ave. North Culvert is located on Lisgar Ave. 110m east of Van Norman Dr.
The structure is a round culvert spanning 3.3m with a total length of 48.8m. During the
inspection a horizontal crack (3”) wide in the west wall at mid-length was noted. Due to
high water levels it is recommended that a structure evaluation be completed at lower
water levels or underwater inspection be conducted to determine feasibility of a liner
rehabilitation option versus replacement.
14) Newell Road East Retaining Wall – 6-10 Year Replacement BCI: 48
The Newell Rd. (East Side) retaining wall is constructed of re-used concrete slabs,
blocks, pipes, etc. While the exact dimensions were difficult to obtain, the length is
estimated to be approximately 80m and height to be 8m. The wall is generally in fair
condition and no immediate signs of failure or movement were noted. However, this is
not an engineered retaining wall and is recommended to be replaced within 6 to 10
years. Further Geotechnical investigation may determine if Newell Road would be
affected by excavation or if alternative Retained Soil Systems (RSS) wall design would
be feasible.
15) Newell Road West Retaining Wall – 6-10 Year Replacement BCI: 50
The Newell Rd. (West Side) retaining wall is constructed of re-used concrete slabs,
blocks, pipes, etc. While the exact dimensions were difficult to obtain, the length is
estimated to be approximately 60m and height to be 8m. The wall is generally in fair
condition and no immediate signs of failure or movement were noted. However, this is
not an engineered retaining wall and is recommended that it be replaced within 6 to 10
years. Further Geotechnical investigation may determine if Newell Road would be
affected by excavation or if alternative Retained Soil Systems (RSS) wall design would
be feasible.
16) Newell Road Culvert – 6-10 Year Replacement BCI: 53
Newell Road Culvert is located on Newell Road approximately 250m south of Baldwin
St. The structure is a single round culvert spanning 2.1m with a total length of 75m.
Continued deformation and deterioration of the culvert is anticipated to continue over
the next decade. The structure should be replaced in conjunction with the retaining
wall replacement works within the next 6 to 10 years.
Page 73 of 118
Page 5 / 5
CONSULTATION/COMMUNICATION
Town staff consulted the following documents during the development of the bridge, culvert and
retaining wall 10-year capital plan:
• Public Transportation and Highway Improvement Act.
• Ontario Regulation 104/97 Standards for Bridges, as amended.
• Infrastructure for Jobs and Prosperity Act.
• Ontario Regulation 588/17 Asset Management Planning for Municipal Infrastructure
• 2016 Town Asset Management Plan
• 2015 OSIM Inspection Summary Report
• 2017 OSIM Inspection Summary Report
• 2019 OSIM Inspection Summary Report
FINANCIAL IMPACT/FUNDING SOURCE
To maintain the current bridge, culvert and retaining wall network average BCI of 75 over the
next 10 years an average annual budget of approximately $800,000 would be required. This
represents approximately $280,000 more than the annual funding identified in the Towns 2016
Asset Management Plan indicating a real short-term need to invest in the bridge, culvert and
retaining wall network to ensure the expected useful life of these structures is realized.
To address the two identified Urgent needs staff are proposing that the engineering design work
for the retaining wall along Quarter Town Line at Beech Blvd. in the amount of $85,000 and the
engineering design work for the Quarter Town Line Culvert at Stoney Creek in the amount of
$30,000 be brought forward as part of the 2020 budget deliberations.
COMMUNITY STRATEGIC PLAN
The development and implementation of a 10-year capital plan for the Towns bridges, culverts
and retaining wall structures supports Objective 1 – Excellence in Local Government of the
Community Strategic Plan by demonstrating strong leadership and accountability and supports
Objective 2 – Economic Sustainability of the Community Strategic Plan through timely planning
and renewal of infrastructure assets to reach their full potential service life.
Page 74 of 118
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X83 Broadway & Bridge St. Accessibility Upgrades
Engineering
3 - SMT final 2020
Description
The project includes the installation of Audible Pedestrian signals at each corner of Broadway & Bridge St.
intersection (pushbuttons, poles, underground electrical components), concrete sidewalk ramp improvements
(including the installation of tactile plates) and improved signage and pavement markings (as required).
Justification
Ontario Regulation 191/11 Integrated Accessibility Standards, Design of Public Spaces Standards requires
accessible components for sidewalks, curbs, pedestrian signals and on-street parking be included in the
design of public spaces. The Accessibility Advisory Committee (AAC) developed the Towns Multi-Year
Accessibility Plan in order to coincide with O Reg 191/11. The Town continues to include accessible sidewalk
crossing design in all road reconstruction projects along with the implementation of new accessible pedestrian
crossings within the Downtown core. This is the last of the signalized intersection accessibility upgrades
within the Downtown core.
Budget
20252023202220212020 2024Total
Expenditures
Construction
Subcon Exp 65,00065,000
65,000 65,000
65,000 65,000Expenditures Total
Funding
Cont.from Reserves 65,00065,000
65,000 65,000Funding Total
Page No. : 6
Page 75 of 118
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X84 Young St. Storm Outlet Environmental Assessment
Engineering
3 - SMT final 2020
Description
This project seeks to take the initial steps towards finding a legal storm outlet for the stormwater collected
along Young Street by procuring professional consulting services to:
•perform a site environmental assessment
•develop and evaluate alternative storm outlet locations
•provide detailed design of the preferred solution
•assess the required environmental control measures
•pursuing the necessary approvals from all regulatory agencies (i.e. MOECP, LPRCA, DFO, etc.)
Justification
Currently the storm outlet for Young Street is directed to an overland drainage tile located entirely along private
property of which the Town has no easement over. This outlet configuration was implemented in response to
significant property flooding several years ago and does not have the required capacity to appropriately
convey stormwater flows.
Budget
20252023202220212020 2024Total
Expenditures
Construction
Subcon Exp 70,000 750,000820,000
820,000 70,000 750,000
820,000 70,000 750,000Expenditures Total
Funding
Cont.from Reserves 35,00035,000
Taxation 35,00035,000
70,000 70,000Funding Total
Page No. : 7
Page 76 of 118
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X95 Asphalt Program
Public Works
3 - SMT final 2020
Description
Partial depth resurfacing (top layer) or Full-depth rehabilitation (top & bottom layers) with spot curb and gutter
repairs would be completed on various streets within Town.
Justification
During a road’s lifecycle, there are opportunities for work activity to extend the life of the roadway that
generally coincides with its condition. Utilizing the two most economical pavement management strategies
outlined in the Towns Asset Management Plan it has been determined that in order to maintain the current road
network condition that rehabilitation investment varies between 800,000 to 1,100,000 over the next ten years
(excluding road renewal through reconstruction activities). Using these strategies, and depending on individual
road conditions, the most economical annual road resurfacing program is developed within the allocated
budget.
Budget
20252023202220212020 2024Total
Expenditures
Construction
Subcon Exp 400,000 400,000 425,000 425,000 450,000 450,0002,550,000
2,550,000 400,000 400,000 425,000 425,000 450,000 450,000
2,550,000 400,000 400,000 425,000 425,000 450,000 450,000Expenditures Total
Funding
Grants 400,000 400,000 425,000 425,000 450,000 450,0002,550,000
2,550,000 400,000 400,000 425,000 425,000 450,000 450,000Funding Total
Page No. : 8
Page 77 of 118
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X94 Sidewalk Connectivity Program
Public Works
3 - SMT final 2020
Description
See Report OPS 19-42 Sidewalk Connectivity Program Outcomes
Justification
Sidewalks perform a different function in the total transportation network than roadways and their overall
priority should reflect routes most commonly used by pedestrian traffic.
The Sidewalk Connectivity Plan looks to:
The location of future sidewalks as part of the Sidewalk Connectivity Plan implementation would be completed
on individual basis, following general guidelines:
•Pedestrian safety and surrounding environment
•Continuation of an existing sidewalk within the block
•Connectivity to the existing sidewalk network
•Provides logical linkage within and for future expansion of the sidewalk network
•Location of existing Community Mail Boxes
•Preference to the north or west of a roady to maximize solar heating value
•Preference to boulevard sidewalk to provide adequate snow and pedestrain separation from
vehicular traffic
•minimize the number of properties/driveways affected
Budget
20252023202220212020 2024Total
Expenditures
Construction
Subcon Exp 50,000 50,000 50,000 50,000 50,000 50,000300,000
300,000 50,000 50,000 50,000 50,000 50,000 50,000
300,000 50,000 50,000 50,000 50,000 50,000 50,000Expenditures Total
Funding
Cont from DC Reserves 34,600 34,600 34,600 34,600 34,600 34,600207,600
Taxation 15,40015,400
223,000 50,000 34,600 34,600 34,600 34,600 34,600Funding Total
Page No. : 9
•provide a continuous sidewalk network that is both safe and convenient to all pedestrian user types,
•Connect locations where sidewalks are not effectively connected to one another, and
•Remove sections of sidewalk that serve no logical purpose
Page 78 of 118
Report Title Sidewalk Connectivity Program Outcomes
Report No. OPS 19-42
Author Kevin De Leebeeck, P.Eng., Director of Operations
Meeting Type Council Meeting
Council Date October 15, 2019
Attachments • Sidewalk Classification Map
• Sidewalk Connectivity Plan Map
Page 1 / 5
RECOMMENDATION
THAT Council receive Report OPS 19-42 Sidewalk Connectivity Program Outcomes;
AND THAT Council continue its support of the Sidewalk Connectivity Program through
the budget deliberation process.
EXECUTIVE SUMMARY
During the 2019 budget deliberations Council requested a follow-up report regarding the
outcomes and accomplishments that the Sidewalk Connectivity Program achieved in 2019.
BACKGROUND
In general both the Provincial Policy Statement and the Official Plan encourage active
transportation, walkable communities and pedestrian-oriented design. The Transportation
Strategic Approach of the Official Plan as it relates to the pedestrian environment indicates that
the strategic aim of Town Council is to “provide a safe, convenient and aesthetically pleasing
pedestrian environment, responsive to all population, age, and health groups, linking all parts
of the Town by a logical system of sidewalks, pathways and footbridges”.
To assist Council achieve this strategic objective the Official Plan also outlines some key
parameters to help “make the pedestrian environment safer and more convenient to use in
both new and existing development by:
• Requiring the provision of sidewalks in or adjacent to new development as follows:
• on both sides of arterial and collector roads;
• on at least one side of local streets.
• Ensuring that sidewalks, pathways and footbridges are provided in appropriate locations
to facilitate direct and convenient pedestrian access throughout Residential Areas to
prevent circuitous pedestrian routes to major roads and activity areas.
• Ensuring that sidewalks are sufficiently setback from adjacent roadways and adequately
drained.
• Ensuring that new or replacement pedestrian facilities provide barrier free access from
the road network for the disabled and elderly and persons pushing a stroller or cart.”
Page 79 of 118
Page 2 / 5
Sidewalk Connectivity Plan
In order to provide a safe and convenient pedestrian environment that links the Town by a
logical system of sidewalks staff reviewed the overall connectivity of the Towns sidewalk
network and identified:
• Several instances where no sidewalk precedes or follows a town block segment of
sidewalk;
• Locations where the sidewalk terminates mid-block and does not provide a continuous
connection to another component of the sidewalk network;
• Many locations where sidewalks are not effectively connected to one another forcing
pedestrians to walk on the roadway.
A responsible and effective means to address the sidewalk network connectivity gaps and
satisfy the objectives of the Official Plan Transportation Strategic Approach would be to
prioritize the installation of identified sidewalk segments based on a consistent logical set of
sidewalk classification criteria.
The previous sidewalk classification system utilized the same classification of the roadway in
recognition that pedestrian traffic should remain separated from vehicular traffic along arterial
and collector roadways. However, sidewalks perform a different function in the transportation
network than roadways and their overall priority should reflect the routes most commonly used
by pedestrian traffic.
The following table summarizes the sidewalk classification criteria adopted by Council in 2018
in an effort to logically prioritize the Towns sidewalk network. A graphical representation
summarizing the criteria of Table 1 is provided in Attachment 1 which also utilized information
regarding students within walking distance to schools and current staffed crossing guard
locations.
Table 1 – Sidewalk Classification Criteria
Class Description
Primary
• Sidewalks located within a Special Event area, when they are scheduled
to occur.
• Sidewalks along arterial or collector roadways that directly serve an
Institution such as a school or hospital as well as common safe access
routes to schools that connect crossing guard locations.
• Sidewalks on bridges and steep hills along arterial and collector roadways.
• Sidewalks along arterial or collector roadways that directly serve
Commercial areas such as the Central Commercial District and Service
Commercial.
• Hard surfaced walkways and pathways identified as Primary in the Trails
Master Plan.
• Sidewalks that service high density apartment and social housing
complexes, including retirement centers.
Page 80 of 118
Page 3 / 5
Class Description
Secondary
• Any remaining sidewalks located along arterial and collector roadways as
well as sidewalks that service Public Transit Routes.
• Sidewalks along roadways that transport pedestrians to Parks and Open
Space and remaining hard surfaced walkways within Parks and Open
Space.
• Sidewalks along local roadways. Where sidewalks exist on both sides of
a local roadway only one side would be considered. The selection of
which sidewalk would be considered would be determined on an individual
basis to ensure a smooth sidewalk transportation network in accordance
with the Official Plan.
Other
• Sidewalks along local roadways where no sidewalk precedes or follows.
• Any walkway, sidewalk, staircase, or pathway along any roadway that
terminates mid-block and does not provide a continuous connection to
another component of the sidewalk network.
• Any sidewalk, walkway or pathway along or adjacent to a vertical drop,
large body of water, or along a steep grade where public safety is a
potential concern.
Utilizing the adopted sidewalk classification criteria as a means to address and prioritize the
current sidewalk network connectivity gaps revealed that approximately 31.6 km of sidewalk
would need to be added to the network as shown in Attachment 2. The location of where future
sidewalk would be installed is completed on an individual basis in consideration of the following
general guidelines:
• Pedestrian safety and surrounding environment
• Continuation of an existing sidewalk within the block
• Connectivity to the existing sidewalk network
• Provides logical linkage within and for future expansion of the sidewalk network
• Proximity to Transit Bus Stops
• Location of existing Community Mail Boxes
• Preference to the north or west side of a roadway to maximize solar heating value
• Preference to boulevard sidewalk to provide adequate snow storage
• Minimize the number of properties/driveways affected
While the amount of sidewalk installation of the Sidewalk Connectivity Plan is significant
approximately 8.1 km of sidewalk will be installed and paid for by future development. In
addition approximately 6.6 km of sidewalk would be installed through identified future capital
road reconstruction projects. The remaining 16.9 km of infill sidewalk would be completed
through Council support and funding of the Sidewalk Connectivity Program.
Page 81 of 118
Page 4 / 5
SUMMARY
Year One Accomplishments
Following Council support of the Sidewalk Connectivity Program in 2018, the approved 2019
capital budget identified $25,000 towards the Sidewalk Connectivity Program which facilitated
the installation of 172.5m of new connecting sidewalk that:
• Removed a pedestrian safety hazard along Adams Ave. where a sidewalk crossing
existed along a bend in the roadway by continuing sidewalk only along one side of
Adams Ave. to the intersection with Fernwood Dr. as shown below.
• Continued existing sidewalk along Dereham Dr. that terminated mid-block and extended
with new sidewalk to the intersection of Dereham Dr. and Denrich Ave. as shown in
below.
• Provided sidewalk continuity along the east side of Lisgar Ave by installing a whole
block segment of sidewalk between Elgin St. and Queen St. as shown below.
Page 82 of 118
Page 5 / 5
CONSULTATION/COMMUNICATION
Hand delivered Notices were provided to properties directly affected by the installation of new
sidewalk to which no comment was received by Engineering Services. It should be noted
however, that supportive comments have subsequently been received from nearby area
residents following the installation of connecting sidewalk sections indicating general
appreciation.
FINANCIAL IMPACT/FUNDING SOURCE
As a result of new development adjacent to existing neighbourhoods that lack sidewalk, the
2019 Development Charge Study included approximately $34,600 per year to complement the
installation of sidewalk that provide connectivity to/from these new development sites. Further
funding support from Council during budget deliberations will also help to address sidewalk
network connectivity gaps in other locations within the community.
COMMUNITY STRATEGIC PLAN
The Sidewalk Connectivity Plan is supported within the Community Strategic Plan under Goal
3.3 – Support the aging population and an active senior citizenship through the installation of
universal accessible infrastructure and under Goal 4.3 – Improve mobility and promote
environmentally sustainable living.
Page 83 of 118
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X93 Oxford/Simcoe St. Rehabilitation (Broadway to Vienna Rd.)
Public Works
3 - SMT final 2020
Description
See Report OPS 19-41
The project construction works consists of full-depth road surface rehabilitation with spot sidewalk and curb
repairs along with catch basin and manhole cover adjustments/replacement as well as bridge rehabilitation
work of waterproofing the deck and replacing the wearing surface throughout, including the approaches,
some localized embankment slope protection and retaining wall repairs.
Justification
The Oxford/Simcoe Street Rehabilitation is from Broadway to Vienna Road, a distance of 705 meters of which
includes a five (5) lane bridge structure. This section of Connecting Link and associated bridge structure
spanning the Big Otter Creek services local transit and over 22,400 Annual Average Daily Traffic with
approximately 10% being heavy truck traffic, provides a vital link between the east and west sides of
Tillsonburg and is identified as critical infrastructure within the Towns Emergency Management Risk Profile.
Budget
20252023202220212020 2024Total
Expenditures
Construction
Subcon Exp 1,753,8001,753,800
1,753,800 1,753,800
1,753,800 1,753,800Expenditures Total
Funding
Grants 1,578,5001,578,500
Taxation 175,300175,300
1,753,800 1,753,800Funding Total
Page No. : 10
Page 84 of 118
Report Title Oxford/Simcoe St. Rehabilitation 2020 Pre-Budget
Approval Request
Report No. OPS 19-41
Author Kevin De Leebeeck, P.Eng., Director of Operations
Meeting Type Council Meeting
Council Date September 23, 2019
Attachments •None
Page 1 / 2
RECOMMENDATION
THAT Council receive Report OPS 19-41 Oxford/Simcoe St. Rehabilitation 2020 Pre-
Budget Approval Request;
AND THAT Council provide 2020 pre-budget approval for the Oxford/Simcoe St.
Rehabilitation in the amount of $175,384 from Asset Management Reserves;
AND FURTHER THAT Council award RFP 2019-008 to G. Douglass Vallee Limited
Consulting Engineers of Simcoe, ON at a cost of $131,804.39 (net HST included), the
highest scoring proposal received.
SUMMARY
Further to Report OPS 19-37 and in accordance with the Connecting Link Contribution
Agreement, award of the first contract is required to occur by September 30th 2019. A Request
for Proposal RFP 2019-008 Bridge Consulting Services was issued on August 9th 2019 to
acquire the necessary consulting services to perform bridge rehabilitation design work, obtain
necessary agency approvals, prepare associated tender documents and provide construction
inspection and contract administration for the bridge component aspect of this project.
The RFP was advertised on the Tillsonburg website, the Tillsonburg News, Ebid Solutions and
on Biddingo with a total of 12 plan takers and four (4) proposals received. Town staff reviewed
and scored the proposals based on the scoring tool that was included in the RFP. The scoring
tool is as follows:
Corporate Qualifications and Experience 15 pts
Project Team 15 pts
Approach and Methodology 25 pts
Schedule and Work Plan 20 pts
Proposed Fee 25 pts
Total Score 100 pts
Page 85 of 118
Page 2 / 2
The proposed fees of qualified proposals received varied from $57,931.97 to $210,540.93 (net
HST included). The scoring results from the Evaluation Committee are summarized below.
Proponent Total Score
1. G. Douglas Vallee Limited 82
2. Jewel Engineering Inc. 79
3. Ambashi Engineering & Management Inc. 78
4. McIntosh Perry 71
G. Douglas Vallee Limited Consulting Engineers was the highest scoring proposal, have strong
background and experience relative to the entire scope of work for this assignment, and provide
the most added value at no additional cost. Therefore, it is staff’s recommendation that G.
Douglas Vallee Limited Consulting Engineers be retained for this assignment.
CONSULTATION/COMMUNICATION
The Evaluation Committee comprised of the Director of Operations, Manager of Engineering and
Manager of Public Works reviewed and scored the proposals received.
FINANCIAL IMPACT/FUNDING SOURCE
The total estimated project cost for the Oxford/Simcoe St. Rehabilitation is $1,753,845. Under
the Connecting Link Program, the Province will contribute 90% up to a maximum of $1,578,461.
The remaining $175,384 of the project constitutes the Town’s 10% portion that staff are
requesting 2020 pre-budget approval from Asset Management Reserves.
The recommended proponents fee of $131,804.39 (net HST included) is within the Connecting
Link grant funding project budget allocation of $150,000 associated with engineering design,
project management/contract administration and construction inspection as it relates to the
bridge rehabilitation component of this project.
COMMUNITY STRATEGIC PLAN
This project supports Objective 2 – Economic Sustainability of the Community Strategic Plan by
ensuring good stewardship through proper asset management and well-planned, well-built and
well-maintained infrastructure.
Page 86 of 118
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X92 Rolling Meadows Reconstruction Phase 1 of 2 (Tanager & Falcon)
Public Works
3 - SMT final 2020
Description
The Rolling Meadows Reconstruction Phase 1 of 2 consists of Falcon Dr. and both sections of Tanager Dr.
from Falcon Dr. to Owl Dr. The project involves the complete reconstruction of the pavement structure
including new barrier curb and gutter, sidewalks, and the installation of new watermain and sanitary sewer
along Flacon Dr. and along the east section of Tanager from Falcon Dr. to Owl Dr. The west section of
Tanager Dr. from Falcon Dr. to Owl Dr. involves full corridor urbanization that will benefit both current residents
and provide services to vacant lots in the area.
Justification
The replacement and renewal of core infrastructure for this project would alleviate the ongoing road
maintenance issues to ensure compliance with MMS due to the series of watermain breaks in the area, provide
an opportunity to upgrade the area to current municipal design standards as well as an opportunity to partner
with the County and leverage funding efficiencies of completing road reconstruction.
Budget
20252023202220212020 2024Total
Expenditures
Construction
Subcon Exp 1,235,000 910,0002,145,000
2,145,000 1,235,000 910,000
2,145,000 1,235,000 910,000Expenditures Total
Funding
Grants 1,030,000 385,0001,415,000
Cont.from Reserves 205,000205,000
1,620,000 1,235,000 385,000Funding Total
Page No. : 11
Page 87 of 118
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X91 Rouse St. Sanitary Installation
Public Works
3 - SMT final 2020
Description
The installation of a gravity sanitary sewer along Rouse St. consists of installing new gravity sanitary sewer
from the pumping station on Rouse Street westerly under Vienna Rd. to Young Street. The project also
involves replacement of the storm sewer culvert at the intersection of Vienna Rd. and Rouse St. along with full
reconstruction of the pavement structure.
Justification
The need for this project arose during the review of adjacent site plan application requiring the need for
sanitary servicing. As a result the wastewater project component has already been included in the Oxford
County 2020 Draft Budget providing the opportunity for the Town to leverage efficiencies of completing storm
sewer culvert replacement and road reconstruction. The new gravity sanitary sewer will also provide an
outlet for future development in the Rouse St. / Young St. area.
Budget
20252023202220212020 2024Total
Expenditures
Construction
Subcon Exp 590,000590,000
590,000 590,000
590,000 590,000Expenditures Total
Funding
Grants 370,000370,000
Cont.from Reserves 78,00078,000
Taxation 142,000142,000
590,000 590,000Funding Total
Page No. : 12
Page 88 of 118
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X77 NAV CANADA Instrument Approach Procedure Upgrade
Airport
3 - SMT final 2020
Description
A request for proposal from External Design Organizations (EDO) would be issued to perform a cyclical
review of the RNAV for the main Runway 08-26 instrument procedure to assure the continuity of the
publication in the Canada Air Pilot (CAP). The proposal will include the cyclical review of actual procedures,
flight check and maintenance for five years. The EDO will provide ongoing maintenance of the instrument
procedures to satisfy regulatory requirements.
Justification
See attached NAV CANADA letter July 29, 2016
•Tillsonburg Regional Airport does not qualify for continued support from NAV CANADA beyond April 22,
2021 as the Airport would no longer meet their criteria;
•The Airports Instrument Approach Procedure (IAP) will be revoked on April 22, 2021 if a EDO is not
engaged;
•Compliance with Instrument Approach Procedures (IAP) in the Canada Air Pilot (CAP) and/or Restricted
Canada Air Pilot (RCAP);
•Ongoing maintenance will provide assessments of all new and proposed obstacles that may affect the
approach if required and redesign the approach as required;
Budget
20252023202220212020 2024Total
Expenditures
Construction
Subcon Exp 25,00025,000
25,000 25,000
25,000 25,000Expenditures Total
Funding
Cont.from Reserves 25,00025,000
25,000 25,000Funding Total
Page No. : 13
Page 89 of 118
77 rue Metcalfe Street
Ottawa, ON, K1P 5L6
FMP No. 2016-136
July 29, 2016
VIA EMAIL
Annette Murray
Tillsonburg Airport
amurray@tillsonburg.ca
Dear Madam/Sir:
SUBJECT: Implementation of NAV CANADA Level of Service Policy for Aeronautical Information
Management Services
The purpose of this letter is to provide further information following the letter that you received dated
February 22, 2016 indicating that there had been an amendment to the NAV CANADA LOS Policy.
We have reviewed your airport in comparison to the amended policy and we have determined that your
airport does not qualify for continued support from NAV CANADA.
In accordance with the previous letter, the expiry date for the Instrument Approach Procedures (IAP) at
airports that do not meet the criteria for NAV CANADA support is June 22, 2017. We have reviewed
our files and determined that the cyclic review date of your current NAV CANADA IAP is March
2, 2017. This date is in advance of the expiry date as indicated above. Therefore, NAV CANADA will
continue to provide support to your airport until the next cyclic review date of April 22, 2021. However,
as of April 22, 2021, NAV CANADA will no longer support the IAP at your airport. There are two
options with respect to the IAP at your airport:
1.Allow the IAP to be revoked by NAV CANADA.
2.Engage an External Design Organization (EDO) to design/maintain the IAP at your airport.
As indicated above, NAV CANADA will revoke the IAP at your airport on April 22, 2021. If you choose
to engage an EDO, then any maintenance thereafter will need to be completed by the EDO. Upon
completion of the expiry of NAV CANADA’s maintenance responsibilities, should you desire, NAV
CANADA will make available the existing design data files.
In the event that you choose to engage an EDO, there is a lengthy process to complete prior to
publication of the EDO designs. Please contact service@navcanada.ca for more information with
respect to the Registered EDO process with NAV CANADA or if you have further questions or
concerns.
Sincerely,
Jeff Cochrane
Director, Navigation and Airspace
Page 90 of 118
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X80 Drainage Channel Restoration
Airport
3 - SMT final 2020
Description
Approximately 25 years ago a main drainage line was installed from the General Aviation side of the Airport to
an open ditch approximately 800m west. The existing open ditch has not been properly maintained over the
years and requires significant vegetation removal and dredging to restore original design grades.
Justification
Re-establishing the drainage ditch will allow water to flow freely from the main drainage line preventing
sediment and silt accumulating within the main drainage line. Should the main drainage line remain partially
buried, the sediment and silt will continue to build up eventually restricting the flow of water that will require
replacement of the main drainage line.
Budget
20252023202220212020 2024Total
Expenditures
Construction
Subcon Exp 35,00035,000
35,000 35,000
35,000 35,000Expenditures Total
Funding
Cont.from Reserves 35,00035,000
35,000 35,000Funding Total
Page No. : 14
Page 91 of 118
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X72 Airport Master Plan
Airport
3 - SMT final 2020
Description
The Airport Master Plan Update is a projection of the Airport’s conceptual long term development. The Plan
update would provide new strategic direction and planning for the future of the Airport to support both short
and long term decisions. Master Plans are regularly updated to support construction, development, expansion,
and modernization as well as to justify construction of additional infrastructure to accommodate growth.
Justification
Since the 1989 Airport Master Plan there has been a considerable amount of progress and development at the
Airport. In 2015 a significant amount of effort was invested into updating the conceptual drawings for the
Airport, however updates to the accompanying document that coincides with the conceptual drawings
remains outstanding. A new Master Plan document that incorporates the conceptual drawings should be
completed by an aviation consultant that will provide the basis to support long term infrastructure related
decisions such as hydro upgrades, security fencing, access roads, drainage infrastructure and taxiway
extensions at both the commercial and general aviation side of the Airport.
Furthermore the recently completed Airport Feasibility Study recommends that an Airport Master
Plan be completed, identifying that without a current Master Plan the Airport could be hindering the rate of
business growth at the facility (i.e. the availability of development-ready lands, identification of
marketing tools to promote business growth at the facility, etc.).
Budget
20252023202220212020 2024Total
Expenditures
Construction
Subcon Exp 65,00065,000
65,000 65,000
65,000 65,000Expenditures Total
Funding
Cont.from Reserves 65,00065,000
65,000 65,000Funding Total
Page No. : 15
Page 92 of 118
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X97 Maintenance Hole Assessments Phase 1 of 2
Storm Sewers
3 - SMT final 2020
Description
O.Reg. 588/17 requires that by July 1st 2021 municipalities identify the percentage of municipal stormwater
systems that are resilient to a 5 year storm. Data collection of storm pipe size, inverts and distances is
essential to ensure accurate analysis results. All of this data can be obtained from inspecting each
maintenance hole.
As part of the comprehensive wastewater inspection and maintenance program, conducting a system wide
maintenance hole assessment was identified to establish a baseline condition rating and to development
cost-saving manhole maintenance measures. The water/wastewater team members were able to complete
approximately 75 visual maintenance hole assessments of the estimated 1,450 sanitary manholes over half the
course of 2019. At this rate it will take approximately 10 years to complete one inspection cycle. Professional
inspection companies are able to complete an average of 25 manhole assessment per day and inspectors are
MACP certified in industry standard defect identification and coding to help determine baseline conditions.
In recognition that both storm and sanitary maintenance holes require baseline data collection and condition
assessment this project looks to combine both asset categories to leverage economies of scale, however in
consideration of budgetary constraints has been phased over two (2) years.
Budget
20252023202220212020 2024Total
Expenditures
Construction
Subcon Exp 170,000 170,000340,000
340,000 170,000 170,000
340,000 170,000 170,000Expenditures Total
Funding
Grants 85,000 85,000170,000
Cont.from Reserves 85,00085,000
255,000 170,000 85,000Funding Total
Page No. : 16
The condition assessment and data collection of storm and sanitary manholes will be determined through
the use of use of advanced technology. This approach provides a cost-effective review of the respective
system maintenance holes to identify any structural or operational deficiencies while also collecting geo-
referenced attribute data for later analysis.
Justification
Page 93 of 118
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X96 Bloomer St. Storm Sewer Repair
Storm Sewers
3 - SMT final 2020
Description
Additional installation of storm sewer infrastructure along Bloomer St. that will accommodate existing surface
drainage onto the roadway will be established through a new connection to an existing outlet. This will require
the installation of new curb and gutter, catch basins, storm laterals and asphalt repair work of the storm lateral
road crossing.
Justification
Additional storm sewer infrastructure along Bloomer St. will reduce the Towns liability and exposure from
ongoing winter maintenance issues of icy road conditions due to localized improper drainage.
Budget
20252023202220212020 2024Total
Expenditures
Cont.to Reserves
Contrib to Res 22,50022,500
22,500 22,500
22,500 22,500Expenditures Total
Funding
Taxation 22,50022,500
22,500 22,500Funding Total
Page No. : 17
Page 94 of 118
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X82 Stoney Creek Sanitary Trunk Main Repair
Engineering
3 - SMT final 2020
Description
This project looks to repair an exposed section of the sanitary trunk main within the Stoney Creek valley just
north of Concession St. W. and Participark. Although this project does not involve any Town assets (i.e. road
or storm) Engineering Services will be completing the design, tendering and administering the contract work on
behalf of the County.
Justification
This repair work is necessary in order to re-establish the protection of identified exposed section of sanitary
trunk main. This project has already been included in the Oxford County 2020 Draft Budget.
Budget
20252023202220212020 2024Total
Expenditures
Construction
Subcon Exp 95,00095,000
95,000 95,000
95,000 95,000Expenditures Total
Funding
Grants 95,00095,000
95,000 95,000Funding Total
Page No. : 18
Page 95 of 118
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X81 Watermain Looping - Langrell to Broadway
Engineering
3 - SMT final 2020
Description
This project looks to connect the watermain from Langrell Ave. to the watermain on the west side of
Broadway at the Sobey’s intersection through an easement along the northerly portion of the 671 Broadway
site currently under development. Although this project does not involve any Town assets (i.e. road or storm)
Engineering Services will be completing the design, tendering and administering the contract work on behalf of
the County.
Justification
The installation of this watermain will provide the necessary water looping that will for improve water pressure
fluctuations within the Rolling Meadows Subdivision area. This project has already been included in the Oxford
County 2020 Draft Budget.
Budget
20252023202220212020 2024Total
Expenditures
Construction
Subcon Exp 75,00075,000
75,000 75,000
75,000 75,000Expenditures Total
Funding
Grants 75,00075,000
75,000 75,000Funding Total
Page No. : 19
Page 96 of 118
Roads 86 Cat Off Road Equipment 420D Backhoe2002$195,000 $195,00025%Likely3.0 ModerateHighRoads 60 PeterbiltHeavy Duty335 Plow/Wing Truck 2005$295,000 $295,00019%Highly Probable 4.0MajorExtremeRoads 84 Trackless Off Road Equipment MT6 Sidewalk Machine 2008$185,000 $185,00047%Possible 4.0MajorHighBuilding 34 FordLight DutyEscape Hybrid SUV 2011$45,000 $45,00037%Likely2.0MinorMediumBy-Law 36 ChevyLight DutyCavalier Car2004$30,000$054%Possible 1.0SlightLowReassign high use Unit 34 to low use Unit 36Hydro 233 YorkTrailersCable Trailer1989$30,000 $10,00045%Possible 4.0MajorHighRoads 115 Graco Off Road EquipmentLine Striper 2002$20,000 $20,0000%Highly Probable 3.0 ModerateHighRoads 97 MonroeAttachmentLoader Blade1997$20,000 $20,00010%Highly Probable 4.0MajorExtremeParks NEWOff Road Equipment Outdoor Ice & Trails Machine$185,000 $55,000Refurbish & Reassign Unit 84 Fire NEWMedium DutyCommand Vehicle$80,000 $80,000New Unit as identified in DC StudyHydro NEWLight DutyUtility Van$40,000 $40,000New Unit identified as per Oct 1, 2019 THI Board Resolution No. 5Water NEWMedium Duty 1-Ton w/Alum Dump Body$75,000 $75,000Increased demand (ie Locates), unit to be shared Roads/WaterBuilding NEWLight DutySUV$45,000 $45,000New Unit to support additional Inspector Unit Replacement Sub-Total $1,245,000 $1,065,000SavingsDepartmentVehicle NumberMakeTypeDescriptionReplacement OptionsOverall Asset RiskAsset Management Fleet Replacement Strategy - 2020 Capital PlanYear$180,000Consequence of Failure DescriptionCommentsConsequence of FailureType of Service ScoreNew Unit Replacement Cost EstimateAlternative Replacement Cost EstimateProbability of Failure% Remaining Service Life (%RSL)Probability of Failure DescriptionPage No. : 20Page 97 of 118
Note 2019 2020 Budget %Note
Reference Budget Budget Variance Variance Reference
Revenues
User Charges (362,000) (394,000) (32,000) 8.8%1
Total Revenues (362,000) (394,000) (32,000) 8.8%
0 0 0Expenditures
Labour 1,075,600 1,132,600 57,000 5.3%2
Purchases 230,100 222,500 (7,600) (3.3%)
Contracted Services 90,800 104,000 13,200 14.5%3
Contribution to Reserves 45,000 45,000 0
Interfunctional Adjustments 266,200 280,600 14,400 5.4%4
Debt Principal & Interest 41,600 49,200 7,600 18.3%5
Total Expenditures 1,749,300 1,833,900 84,600 4.8%
Total Net Levy 1,387,300 1,439,900 52,600 3.8%
Notes:
1 Increased Fire Communications Revenue
2 Service Level increase - FPO
3 Fire Communications - Equipment Mainteneance Contract
4 Fleet Charges
5 Fire Communications
15
Page 98 of 118
Note 2019 2020 Budget %Note
Reference Budget Budget Variance Variance Reference
Revenues
Grants (72,800) (72,800) 0
User Charges (323,200) (318,200) 5,000 (1.5%)
Contribution from Reserves (92,000) (48,000) 44,000 (47.8%)1
Total Revenues (488,000) (439,000) 49,000 (10.0%)
0 0 0Expenditures0 0 0
Labour 107,500 27,200 (80,300) (74.7%)2
Purchases 77,600 74,500 (3,100) (4.0%)
Contracted Services 3,273,200 3,439,900 166,700 5.1%3
Interfunctional Adjustments 7,600 7,900 300 3.9%
Total Expenditures 3,465,900 3,549,500 83,600 2.4%
0 0 0Total Net Levy 2,977,900 3,110,500 132,600 4.5%
Notes:
1 Police Reserve use
2 OPP CSR Position
3 OPP contract increase
16
Page 99 of 118
Page 1 of 9
Subject: White Paper – Fire Prevention Officer/Alternate Emergency Management
Coordinator
Report Number: FRS 19-10
Author: Terry Saelens, Fire Chief
Meeting Type: Council Budget Meeting
Meeting Date: Monday, December 2, 2019
Background:
The Fire Services Strategic Planning Committee of 2018, in reviewing the current and
short-term needs of the Tillsonburg Fire Department, acknowledged the need for an
additional full time staff member. The Strategic Planning Committee has identified a
current gap in the Department’s ability to deliver essential fire prevention programs as
well as recognizing the impending additional demands on the existing staff due to the
impact of newly introduced legislation. In addition, the current review of the Emergency
Management Program and the requirements for this position will help to assist staff with
mandatory training and compliance.
It is the intent of this document to provide Council with sufficient background information
to assist in their decision making.
Discussion:
Within the Province of Ontario, the delivery of fire protection services and Emergency
Management including fire suppression, fire prevention, fire safety education and
emergency management is a municipal responsibility. Municipalities are guided by the
Fire Protection and Prevention Act, 1997, and the Emergency Management and Civil
Protection Act 1990. outlining requirements including the strategic planning and
mandatory training of the three lines of defense which include:
Public Education and Prevention;
Standards and Enforcement;
Emergency Response.
Optimization of the first two lines of defence has proven to be an effective strategy in
reducing the impacts of fire, and fire related injuries across the province. The Ontario
Fire Marshal has indicated that further optimization of programs targeted specifically at
the first two lines of defence must be a priority for fire services within On tario.
Emergency response, including fire suppression resources, is a necessary tool in
managing the overall fire risk within a community. However, as indicated by the Office of
the Fire Marshal and Emergency Management, preventing fires through the delivery of
Page 100 of 118
FRS 19-10 Page 2 of 9
education and prevention programs, and utilization of the appropriate fire safety
standards and enforcement strategies is the most effective means to fur ther reduce the
impacts of fire, emergencies and fire related injuries across the province.
The Fire Protection and Prevention Act, 1997 states that, "every municipality shall,
establish a program in the municipality which must include public education with respect
to fire safety and certain components of fire prevention; and provide such other fire
protection services as it determines may be necessary in accordance with its needs
and circumstances.” Council has identified the other fire protection services that the fire
department is to deliver in the Establishing & Regulating By-law.
As previously indicated, within the Fire Protection and Prevention Act, 1997, the duties
of the Office of the Fire Marshal and Emergency Management (OFMEM) include
responsibilities to assist with the interpretation of the Act, to develop training and
evaluation systems and enforcement of the Act and its regulations. One of these roles
includes the review of compliance with the current minimum requirements of a
Community Fire Safety Program, which must include:
A smoke alarm program with home escape planning
The distribution of fire safety education material to residents/occupants
Inspections upon complaint or when requested to assist with code compliance
(including any necessary code enforcement)
A simplified risk assessment
It should be noted at this point that there are two (2) additional regulations that have
been adopted by the Provincial Government under the Fire Protection and Prevention
Act, 1997 that came in to effect in 2019. A third regulation pertaining to mandatory
training and certification has been repealed by the current Provincial Government,
however, the Minister of Community Safety and Correctional Services’ office has
indicated that a revised version of this regulation with revised compliance timelines will
be re-introduced.
The OFMEM has developed Public Fire Safety Guidelines (PFSG) to assist
municipalities in making informed decisions to determine local “needs and
circumstances” and achieve compliance with the FPPA.
The Comprehensive Fire Safety Effectiveness Model (PFSG 01-02-01) was developed
by the OFMEM to assist communities in evaluating their level of fire safety. The model
recognizes that there is more to providing fire protection services than just building fire
stations, purchasing equipment and deploying firefighters. The Comprehens ive Fire
Safety Effectiveness Model (CFSEM) confirms that the fire service within Ontario is
currently experiencing an evolution of significant change. In response to increasing
public expectations and diminishing financial resources municipalities are being forced
to critically assess their fire protection needs in identifying new and innovative ways to
provide the most cost effective fire protection services.
The following is an excerpt from PFSG 01-02-01:
Page 101 of 118
FRS 19-10 Page 3 of 9
“The provision of fire protection in Ontario is a municipal responsibility. The level
and amount of fire protection provided is determined by the residents of the
community through decisions made by and support provided by the local
municipal council. Due to a wide variety of factors, the Ontario fire service finds
itself in a period of change. Increased community expectations coupled with
reduced financial resources are forcing all communities to critically assess their
fire protection needs and to develop new and innovative ways of providing the
most cost effective level of service. A refocus on fire protection priorities is
providing progressive fire departments and communities throughout Ontario with
an exciting opportunity to enhance community fire safety. There is more to
providing fire protection than trucks, stations, firefighters and equipment.”
The CFSEM identifies that every municipality should be guided by a master or strategic
plan covering a planning horizon of five to ten years. Shifting from the traditional focus
of hazard identification and fire suppression response the CFSEM recognizes more
comprehensive risk assessment and optimizing the use of fire prevention and contro l
systems as part of a paradigm shift within the fire service.
The Comprehensive Fire Safety Effectiveness Model utilizes the Three Lines of
Defence as a basis for a gap analysis of the municipal fire service. The 2018 Fire
Services Strategic Planning Committee took a similar approach when reviewing the
Town of Tillsonburg Fire Department.
Utilizing the framework of the CFSEM and the fire protection service assessment
processes developed by the OFMEM, the primary objective of the 2018 Fire Services
Strategic Plan is to identify, through evidence based analysis, the presence of any
existing gaps in the current delivery of fire protection services within the Town of
Tillsonburg. The Strategic Fire Plan also identifies where options for optimizing the level
of fire protection services may be available.
In response to any existing gaps identified this MFP recommends strategies that are
intended to optimize the use of the “three lines of defence” including:
I. Public Education and Prevention
II. Fire Safety Standards and Enforcement
III. Emergency Response
A further description of each line of defence includes:
I. Public Education and Prevention:
Educating residents of the community to fulfill their responsibilities for their own
fire safety is a proven method of reducing the incidence of fire .
Only by educating residents can fires be prevented and can those affected by
fires respond properly to save lives, reduce injury and reduce the impact of fires.
II. Fire Safety Standards and Enforcement:
Page 102 of 118
FRS 19-10 Page 4 of 9
Ensuring that buildings have the required fire protection systems, safety features,
including fire safety plans, and that these systems are maintained, so that the
severity of fires may be minimized;
III. Emergency Response:
Providing well trained and equipped firefighters directed by capable officers to
stop the spread of fires once they occur and to assist in protecting the lives and
safety of residents. This is the failsafe for those times when fires occur despite
prevention efforts.
The Committee evaluated the cost versus benefit of additional staffing in a number of
divisions within the fire department and made a number of key recommendations. The
Committee recognized the current and future demands on the department and
concluded that an additional administrative staff member would be much more cost
effective when compared to hiring full-time suppression members. Hence
Recommendation #1 of the final report is as follows:
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.
Recommendation #1 should be read in conjunction with Recommendation #7.
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.
Applying the gap analysis concept to the Comprehensive Fire Safety Effectiveness
Model, a deficiency was identified in the response times of the paid on -call members
attending emergencies (Line of Defence #3 – Emergency Response). The
Comprehensive Fire Safety Effectiveness Model concept postulates that where a gap
exists in one of the lines of defence, increasing one or both of the remaining Lines of
Defence can close this gap. Hence, a delay in emergency response due to the
volunteer nature of the fire department can be offset by an appropriate increase in
Public Education and Prevention and Fire Safety Standards and Enforcement.
The initial design of the additional FTE was to be a second Deputy Chief. The current
role of the Deputy, the gap items identified by the Strategic Planning Committee and the
additional work stemming from the new Regulations was to be evenly distributed
between the two Deputy positions. As identified previously, the Mandatory Training and
Certification Regulation has been temporarily suspended. The suspension of this
Regulation has given the Town’s Senior Leadership Team the opportunity to discuss
Page 103 of 118
FRS 19-10 Page 5 of 9
this identified need and revisit the addition of a Fire Prevention Officer to the Tillsonburg
Fire Department with additional duties to assist with the Emergency Management
Program.
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
FPPA, and in determining the level of fire protection services the community can afford.
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 Strategic Plan Committee worked under these guiding principles while considering
their blueprint for the next two years of fire protection service in the Town of Tillsonburg.
As stated by the OFMEM in PFSG “04-08-10 Operational Planning: An Official Guide to
Matching Resource Deployment and Risk:
“The overall public safety objective of a municipality is to provide the community
with an optimal level of fire protection. Fire suppression is one aspect of the three
lines of defence; the other two lines are Public Education and Prevention and
Fire Safety Standards and Enforcement. A municipality needs to evaluate its
existing fire suppression capabilities to ensure that it is managing all fire risk
levels within the community, responding to and addressing fires that occur, and
meeting public and council expectations.”
PFSG 04-40-03 identifies the four minimum requirements of the Fire Protection and
Prevention Act, 1997 Section 2. (1) (a) “establish a program in the municipality which
must include public education with respect to fire safety and certain components of fire
prevention” including:
Simplified risk assessment;
A smoke alarm program;
Fire safety education material distributed to residents/occupants;
Inspections upon compliant or when requested to assist with code compliance.
Tillsonburg Fire Department does meet the four minimum requirements of Section
2.(1)(a) of the Act; however, competing priorities is making it increasingly difficult to do
so. Currently, there are 200+ open fire code in section files, some dating back 15 years.
The most significant impact to the workload of the Fire Department has stemmed from
the mandatory annual requirements for verifying the fire safety of buildings housing
vulnerable occupants. Yearly, the Fire Department must inspect every care facility that
meets the criteria for housing vulnerable occupants, review and approve a fire
evacuation drill scenario, and observe and verify the effectiveness of this evacuation
drill. Given the number of these occupancies in Tillsonburg, these occupancies have
become a significant demand on fire department resources.
Page 104 of 118
FRS 19-10 Page 6 of 9
The other new Legislation that cane into effect in 2019 is O. Reg. 378/18 Mandatory
Community Risk Assessment. Currently the Town of Tillsonburg has a Simplified Risk
Assessment that was recently updated by the Fire Services Strategic Planning
Committee and presented to Council by Committee Chair Shane Curtis. The Simplified
Risk Assessment looked at four (4) profiles to draw service conclusions for the Town of
Tillsonburg, including:
Demographic profile
Building stock profile
Fire loss profile
Non-property associated risk profile
The comprehensive Community Risk Assessment that is mandatory under O. Reg.
378/18, requires municipalities to consider the following elements to determine the risk
profile of the Town of Tillsonburg:
Geographic profile
Building stock profile
Critical infrastructure profile
Hazard profile, including:
o Natural hazards
o Hazards caused by humans
o Technological hazards
Public Safety response profile
Community services profile
Demographic profile
Economic profile
Past loss and event history profile
The comprehensive Community Risk Assessment must be completed every five years,
and also reviewed annually for any changes that could affect the municipality’s risk
assessment. It will be the responsibility of the Fire Prevention Officer to complete and
maintain the Community Risk Assessment for the Town of Tillsonburg.
The Fire Prevention Officer will also have responsibilities as Alternate Community
Emergency Management Coordinator for the Town’s Emergency Management Program
under the direction of the Fire Chief. Currently the Town of Tillsonburg is operating
under the 2004 approved Emergency Management Program (revised 2006). Duties of
both the Primary and the Alternate will include Emergency Control Group training,
reporting and conducting approved annual exercises for the Municipilaty.The addition of
the ACEMC was not addressed in the 2018 Strategic Fire Plan but the need for
assistance in this position was identified in 2019 by staff and the SLT members. In May
of 2019 the Emergency Control Group schedule with 18 positions had 9 vacancies due
to staffing changes over the past two years. In August of 2019, the ECG was not
activated for a gas leak and evacuation due to lack of training, procedure and
education. In October of 2019, members
attended Ontario Emergency Management Training session to complete accreditation.
Also in October the Municipality completed the annual training exercise but again the
Page 105 of 118
FRS 19-10 Page 7 of 9
work load for training and awareness required for Emergency Preparedness was
addressed. The Fire Prevention Officer’s involvement in the Emergency Management
Program will provide the opportunity for the Fire Department to engage local industry
and assist them with continuity of operations planning for emergencies. Statistics show
that up to 90% of businesses that suffer a major disaster without a Continuity of
Operations Plan in place go out of business within 12 months of the disaster. Helping to
address Continuity of Operations and conducting proactive fire safety inspections and
reviews with our local industries will have the effect of making them more resilient and
robust.
The Fire Prevention Officer will also be able to conduct routine inspecti ons of high risk
facilities. High risk can mean facilities with a higher than normal risks of having a fire as
well and facilities that will have a higher than normal risk to life should a fire occur.
Facilities that may have a higher than normal risk of fire include commercial or industrial
occupancies that use flammable chemicals as part of a manufacturing process, or a
retail outlet selling fireworks. Multi-unit residential buildings are an example of a building
that should a fire occur, would present a significant hazard to numerous occupants.
Routine inspections of these and similar occupancies will help reduce the threat to life
from fire and help reduce the loss of property to fire or an emergency.
Building Construction in 2018 in the Town of Tillsonburg has had an increase of 86
residential Units, 42 apartments, 22 Condo Units and a completion of the industrial park
with 45 industries. Once these properties are completed and built to code, it then
becomes the responsibility of the Fire Department to keep them compliant within the
Fire Code. All indication for 2019 and 2020 is that this growth will equal or exceed 2018
mark.
Financial Impact/Funding Source:
The wage for six (6) months of the Fire Prevention Officer wage and benefits ha s been
included in the 2020 Operating Budget for the Fire Department. The position wil l be
hired for the last half (Q3) of 2020. The full annual wage and benefits will be included in
the 2021 Fire Department Operating Budget.
The six month wage and benefit cost is $45,700 (split between Fire Prevention and
Emergency Management in the 2020 Tillsonburg Fire and Rescue Operating Budget)
Community Strategic Plan (CSP) Linkage:
Page 106 of 118
FRS 19-10 Page 8 of 9
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
Attachments:
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FRS 19-10 Page 9 of 9
Report Approval Details
Document Title: FRS 19-10 White Paper – Fire Prevention Officer
Attachments:
Final Approval Date: Nov 27, 2019
This report and all of its attachments were approved and signed as outlined below:
Dave Rushton - Nov 27, 2019 - 10:13 AM
Ron Shaw - Nov 27, 2019 - 11:06 AM
Donna Wilson - Nov 27, 2019 - 11:46 AM
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Page 1 of 2
Subject: White Paper – Fire Communication Financial Review
Report Number: FRS 19-11
Author: Dave Rushton
Meeting Type: Council Budget Meeting
Meeting Date: Monday, December 2, 2019
Background:
During the November 21st budget meeting questions were raised about the contributions
to the taxpayers of Tillsonburg by operating a Fire Communications Service. This paper
outlines the positive financial benefit for the Town of Tillsonburg over the last five years
through from this service.
Discussion:
The Fire Communication Service is operational 24 hours a day 365 days per year.
This is a service that provides emergency 911 dispatch service to 18 communities in
Ontario with a population of over 130,000. In addition, it provides service to the Town of
Tillsonburg for after-hours service for Tillsonburg Hydro and the Town of Tillsonburg.
Currently we employ 4 full time and 5 part time communicators. The normal staff
compliment on any shift is one. The nature of the service requires a back-up for staff
when there is more than one emergency at a time. As the Town has the Fire Chief and
Deputy Fire Chief on call, who are familiar with the system and the nature of the
emergencies, they provide this support. They can be in the dispatch centre in seconds
if they are in their office and minutes if they are elsewhere in town. During non-day
periods one or the other is on call and can be at the Fire Communication office quickly.
Other staff will be called in when needed, but often travel times can be much longer.
The Deputy Fire Chief also provides scheduling services.
All staff is certified to the NFPA Communicator Level 2 and deemed to be fire fighters
under the Fire Protection and Prevention Act.
It can be seen on the table below that revenues have increased $118,438 over the last
five years and wages have increased 71,296 showing that we have had a positive
contribution towards this cost. We have been able to upgrade the Town’s equipment to
current standards and these costs are shared by all users not just the taxpayers of the
Town and included in the increase debt principal and interest . This service will have a
more complete business plan developed in 2020 to look at the benefits of expanding
this service to a greater number of communities across the province.
Page 109 of 118
FRS 19-11 Page 2 of 2
Fire Communication Financial Review 2015 to 2019 and 2020 Budget
2015 to
2019 Projected Budget
5 Year
Avg
2019 2018 2017 2016 2015 2020
Revenues
User Charges 306,828 362,530 339,239 308,593 279,685 244,092 368,000
Total Revenues 306,828 362,530 339,239 308,593 279,685 244,092 368,000
Expenditures
Labour 472,332 510,826 457,614 462,709 502,779 427,731 468,100
Purchases 23,804 16,836 10,744 13,435 10,999 67,006 12,900
Contracted Services 41,060 40,900 55,493 44,811 35,398 28,698 74,200
Contribution to Reserves 0 0 0 0 0 0 0
Inter-functional Adjustments -75,874 -73,838 -72,012 -70,704 -82,500 -80,316 -71,500
Debt Principal & Interest 11,187 29,265 13,336 13,335 0 0 46,000
Total Expenditures 472,509 523,989 465,175 463,586 466,676 443,119 529,700
Total Net Levy (165,681) (161,459) (125,936) (154,993) (186,991) (199,027) (161,700)
Consultation:
The Fire Chief and Director of Finance have consulted on this report.
Financial Impact/Funding Source:
The budget shows a year over year increase but still remains below the 5 year average.
It should be noted that IT charges of about $20k have only been charged to the
department in the last three years.
Community Strategic Plan (CSP) Linkage:
1. Excellence in Local Government
☒ Demonstrate strong leadership in Town initiatives
☒ Streamline communication and effectively collaborate within local government
☒ Demonstrate accountability
Page 110 of 118
Project Listing
Fire150
SCBA ReplacementX46 250,000 (150,000)(100,000)Fire Dept. Equipment Reserve
NG9-1-1 Compatible Phone UpgradeX34 5,000 5,000
Tech RescueX43 30,000 30,000
Fire Ground EquipmentX44 10,000 10,000
Radio UpgradeX45 38,000 (38,000)
Hose and AppliancesX42 10,000 10,000
Total 150 Fire 338,000 5,000 (150,000)(100,000)(38,000)55,000
Total Project Listing $338,000 $5,000 ($150,000)($100,000)($38,000)$55,000
Expenditures
Contribution
to Reserves
Grants Debentures Reserves DC
Reserves
Donation Miscellaneous User Pay
Debt
Taxation Comments
2020 Capital Project Listing - New Requests
Fire & Police
Run Date: 06/11/19 8:59 AM Page No: 1
Page 111 of 118
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X46 SCBA Replacement
Fire
3 - SMT final 2020
Description
Replacement of existing Self Contained Breathing Apparatus of 16 Air Packs, 48 - 4500. psi cylinders, 36 Masks ,8
spare rechargeable battery packs, 2 six bank battery charging stations, 1 RIT Bag ( Rapid Intervention Team Kit)
,2 Confined space Escape Packs , 1 Hose and Fill Kit.
Justification
Address in the 2019 Businesses Plan Required replacement of Self Contained Breathing Apparatus in 2020. The
current SCBA in service was purchased on a 10 year lease program starting in 2005 and continuing to 2015.This
program is no longer offered by the manufactures.Since the completion of the lease Tillsonburg Fire have
contributed to reserves for the replacement in 2020.
All 48 Cylinders have an expiry date of Jan 1 of 2021. In 2015 all cylinders were hydrostatic tested to extend
lifespan to 2020.
This capital purchase will take Tillsonburg Fire and Rescue's SCBA program compliant for the next 15 years with
only annual maintenance and service required.
Reference to NFPA 1981 Standard on Open air breathing Apparatus for the Fire Service and NFPA 1500 standard
on Fire Department Occupational Safety and Health Program.
Budget
202520232022202120202024Total
Expenditures
Construction
Subcon Exp 250,000250,000
250,000 250,000
250,000 250,000Expenditures Total
Funding
Cont.from Reserves 100,000100,000
Debt 150,000150,000
250,000 250,000Funding Total
Page No. : 2
Page 112 of 118
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X34 NG9-1-1 Compatible Phone Upgrade
Fire
3 - SMT final 2020
Description
Purchase of various pieces of equipment including the software that links into our CAD system
Justification
This is a upgrade to the 9-1-1 phone system currently use for Emergency Dispatch at Tillsonburg
Fire Comm. This System will replace the Position CAD #1 and CAD #2 Nortell Phones. This
request is for a replacement of hardware that are 15 years old with Technical Support and parts
limited or unavailable.
The requirement of this purchase for the new equipment and software will be Next Generation
9-1-1 combatable. This new system must be able to accept texts,videos and picture files that will
be passed through the new phone software and into the existing computer aid dispatch currently
in place.
The Next Generation 9-1-1 Standard is currently Federally Mandated for Emergency Dispatch
Centers by June 30,2023
Budget
202520232022202120202024Total
Expenditures
Cont.to Reserves
Contrib to Res 5,0005,000
5,000 5,000
5,000 5,000Expenditures Total
Funding
Taxation 5,0005,000
5,000 5,000Funding Total
Page No. : 3
Page 113 of 118
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X43 Tech Rescue
Fire
3 - SMT final 2020
Description
Replacement of Ice and Water Rescue Suits. Confined Space Gear and High Angle Rescue Gear to continue
operation as outline in Tillsonburg Fire and Rescue Emergency Response By-Law
Justification
The fire department's regulating by-law identifies several technical rescues disciplines as our level of service. The
equipment items identified above are a necessary component to ensure continued delivery of this level of service
in a safe and effective manner.
The 15 members Special Operations team trains monthly in various disciplines of technical rescue operations to
ensure that they maintain their skills and knowledge in the field.All technical rescue equipment is check and
tested monthly in addition to their monthly training duties.
The purchase of life safety rope, safety harnesses, ice water rescue suits,personal flotation devices and and
personal safety gear replacement phased over 3 years will have less of in impact on Tillsonburg Fire and Rescue
capital purchases in the upcoming years.
Tillsonburg Fire and Rescue mandate is to keep all life safety technical rescue equipment in top condition and
be compliant with all manufactures lifespan specifications plus Ministry of Labour Requirements
Budget
202520232022202120202024Total
Expenditures
Construction
Subcon Exp 30,00030,000
30,000 30,000
30,000 30,000Expenditures Total
Funding
Taxation 30,00030,000
30,000 30,000Funding Total
Page No. : 4
Page 114 of 118
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X44 Fire Ground Equipment
Fire
3 - SMT final 2020
Description
To purchase various pieces of equipment for the use at fire scenes,motor vehicle collisions and to assist in
stabilization in an emergency.
Justification
The purchase of this equipment will be used for securing and stabilizing both small and large vehicles ( school
buses,transport truck and trailers,train cars,ect.) during extrication evolutions and lifting scenarios. The struts and
accessaries that will be purchased will compliment Tillsonburg Fire and Rescue existing stabilization purchased
in prior years.
The Rescue equipment to be purchased is not just limited to auto extrication and can be used in confined space
rescue, stabilization for building collapse, industrial rescue,low level rope and below grade rescue.
The system currently in service by Tillsonburg Fire and Rescue is modular and the components purchased will be
interchangeable with in the existing system.
Tillsonburg Fire and Rescue current stabilization equipment and the additional purchase will interchange and be
combatable with neighboring Fire Departments in the surrounding area in the event of Mutual Aid assistance
required.
In addition to stabilization equipment purchase Tillsonburg Fire and Rescue will replace existing safety
equipment as required ( Life Safety Ropes and Safety Harnesses as expires dates come due) to stay within Ministry
of Labour Regulations.
Budget
202520232022202120202024Total
Expenditures
Construction
Subcon Exp 10,00010,000
10,000 10,000
10,000 10,000Expenditures Total
Funding
Taxation 10,00010,000
10,000 10,000Funding Total
Page No. : 5
Page 115 of 118
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X45 Radio Upgrade
Fire
3 - SMT final 2020
Description
Purchase to upgrade the fire dispatch radio console to move from our current system from 24
channels to 40.
Justification
Tillsonburg Fire Dispatch has grown since the purchase of the new radio system purchased in
2018 and now requires additional channels to support any new customers.
The approval of this project would give Tillsonburg Fire Comminations the ability to bid on new
contracts with more competitive pricing.
Tillsonburg Fire Dispatch currently have several requests for proposals for dispatch services and
would like to be competitive in the dispatch market. This project would be a user pay as the
dispatch contracts are completed and finalized.
Budget
202520232022202120202024Total
Expenditures
Construction
Subcon Exp 38,00038,000
38,000 38,000
38,000 38,000Expenditures Total
Funding
User Pay Debt 38,00038,000
38,000 38,000Funding Total
Page No. : 6
Page 116 of 118
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X42 Hose and Appliances
Fire
3 - SMT final 2020
Description
Ongoing Replacement of 100 mm High Volume Supply hose and 65 mm Fire Attack hose ,completing the
upgrade on fire attack nozzles and appliances.
Justification
This purchase of equipment will be used in fire ground operations when supplying water to structure fires in low
rise and high rise buildings in addition to water supply lines from truck to truck. Although there is no
recommended shelf life on fire hose, best practice replacement is 10 years. NFPA 1062 Inspection and Care of
Fire Hose states hose testing and inspection is required annually and cleaning and inspection after every use is
required.
This capital purchase is for additional hose and nozzles for Tillsonburg Fire Aerial purchased in 2019.This project
will address the replacement of hose and appliances that may be taken out of service in 2020 hose and
appliance annual testing.
Over the past 3 years the Town of Tillsonburg has had the addition of several 4 and 5 story residential apartment
buildings and several 2 story townhouses added within the town. Although built to code this project edifies the
need of fire attack lines reaching longer distances and further into buildings for effective fire fighting operations
and fire fighter safety.
Budget
202520232022202120202024Total
Expenditures
Construction
Subcon Exp 10,00010,000
10,000 10,000
10,000 10,000Expenditures Total
Funding
Taxation 10,00010,000
10,000 10,000Funding Total
Page No. : 7
Page 117 of 118
THE CORPORATION OF THE TOWN OF TILLSONBURG
BY-LAW 4365
BEING A BY-LAW to confirm the proceedings of Council at its meeting held on
the 2nd day of December, 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 December 2, 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 2nd DAY OF DECEMBER, 2019.
READ A THIRD AND FINAL TIME AND PASSED THIS 2nd DAY OF DECEMBER,
2019.
________________________________
DEPUTY MAYOR – Dave Beres
________________________________
TOWN CLERK – Donna Wilson
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